Local Economic Development in the Philippines: 2008-2016 Final Report by Canadian Urban Institute

Local Governance Support Program for Local Economic Development

End-of-Project Report April 2016

LGSP-LED End- Of Project Report | 1

Table of Contents Table of Contents................................................................................................................................................................................................................ i List of Tables, Figures and Boxes ...................................................................................................................................................................................... ii 1.

Background/Rationale.................................................................................................................................................................................................1 1.1 Context ...............................................................................................................................................................................................................1 1.2 Project Description .............................................................................................................................................................................................1 1.3 Purpose of the Report .......................................................................................................................................................................................2 1.4 Framework and Methodology ............................................................................................................................................................................2

List of Beneficiaries and Project Sites.........................................................................................................................................................................4

Achievement of Program Outcomes ...........................................................................................................................................................................6 3.1 Ultimate Outcome 1000: ....................................................................................................................................................................................7 Improved Local Economic Development for Filipino Women and Men ..............................................................................................................................7 3.2 Intermediate Outcome 1100: Strengthened National Enabling Environment for Good Local Governance and Sustainable Economic Development .................................................................................................................................................................................................................8 3.3 Immediate Outcome: 1110 Increased Capacity of DILG and Participating NGAs to Harmonize Policies and Coordinate Programs in Support of Sustainable LED ......................................................................................................................................................................................................13 3.4 Intermediate Outcome 1200: Improved Local Conditions for Sustainable LED ..............................................................................................16 3.5 Immediate Outcome 1210 Strengthened Ability of participating LGUs/Alliances to advance sustainable LED ...............................................39 3.6 Immediate Outcome 1220 Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliances ............................................................................................................................................................................................................42 3.7 Mainstreaming of Crosscutting Themes ..........................................................................................................................................................48 4.

Management Approaches and Issues ......................................................................................................................................................................54

Sustainability of Program ..........................................................................................................................................................................................56 5.1 Enhanced Enabling Environment .....................................................................................................................................................................56 5.2 Improved LGU Environment for LED (Business Friendly and Competitive LGUs) ...........................................................................................58 5.3 Enhanced Sector Competitiveness ..................................................................................................................................................................58

Key Success Factors and Hindrances to Achievement of Results ...........................................................................................................................59 6.1 Success Factors ...............................................................................................................................................................................................59 6.2 Project Challenges ...........................................................................................................................................................................................60

Lessons Learned ......................................................................................................................................................................................................60 7.1 Increased capacity of DILG and participating NGAs ........................................................................................................................................60 7.2 Strengthened ability of participating LGUs/Alliances (BFCL) ...........................................................................................................................62 7.3 Enhanced Economic Sector Competitiveness..................................................................................................................................................63

8. Recommendations .......................................................................................................................................................................................................64 8.1 National LED Environment ...............................................................................................................................................................................64 8.2 Sustaining the LED-Enabling Environment in the LGU ....................................................................................................................................68 8.3 Sustaining Tourism Sector Competitiveness ....................................................................................................................................................68 9.

Conclusions ..............................................................................................................................................................................................................69

Annexes A: B: C: D: E. F. G: H. I.

LGSP-LED Performance Framework List of Persons Interviewed Program Milestones List of LGU Partners, Key Intermediary Organizations (NGAs, Private Sector, Etc.) List of Knowledge Products Procurement and Asset Disposal Report Financial Performance End of Project Survey Forms Local Project Profiles (see separated report) LGSP-LED End- Of Project Report | i

List of Tables, Figures and Boxes Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16: Table 17:

LGSP-LED Performance Measurement Framework List of Beneficiaries and Project Sites Summary of LGSP-LED Outcomes, Actual versus Target Average Family Income (in Php), 2009 and 2012 Poverty Incidence* among Families, in percent, by Province DILG LED policies, programs and tools No. of LGUs Accessing DILG’s LED Support Programs, as of March 2015 Summary of Intermediate Outcome Indicators, as of March 2016 Cumulative New Investments (in millions pesos), as of 2015, Actual versus Target Cumulative Private Investments in Hotels and Resorts, as of 2016, in pesos, by Location Cumulative Total of New Employment Generated, as of March 2015 Annual Visitors Arrivals Agricultural Production (in metric tons), Batch 1 Number of BFCL Policies, Reforms and Programs of LGUs New Business Registration as of March 2016 Number of LED Actors with Enhanced Capacity to Plan and Implement LED Initiatives Number of LED Initiatives Implemented by LGUs/Alliances

Figure 1: Figure 2: Figure 3. Figure 4: Figure 5: Figure 6:

Map of LGSP-LED Project Sites Private Investment, Batch 2 and 3 Public Investment, Batch 2&3 Average Annual Growth Rate in Visitor Arrivals (Baseline Year to 2015), by LGU/Alliance Annual Growth Rate in Visitor Arrivals, 2012 to 2015, Batch 2 Annual Growth Rate in Visitor Arrivals, 2014 to 2015, Batch 3

Box 1: Box 2: Box 3: Box 4: Box 5: Box 6: Box 7: Box 8: Box 9: Box 10: Box 11:

DILG Business Friendly and Competitive LGUs LED Convergence At Work: The Case of Davao del Norte Private Sector Participation in LED through Investment Promotion and Investor Assistance - Negros Oriental Tourism Circuit Private sector participation in LED through workforce development: Bohol (PaDaYon) Tourism Alliance Private Sector Engagement in Destination Marketing: Iloilo Business Club Operationalizing the Calamianes Business Center – A Missed Opportunity AVLDA’s Youth Entrepreneurship Development Program The Power of LED Convergence: DDPKaRoMa’s 3Y Program Private sector participation in LED through sector competitiveness and destination marketing: Albay-Sorsogon Tourism Circuit Regaining Momentum after Yolanda: The Palompon Case Negros Island Region Economic Agenda Development

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Acronyms ADB ALMASOR ANP APEC ASEAN AVLDA BAHRR BEA BCCI BFCL BIAD V BISU BCD-DGT BLGD BLGF-DOF BMT BPLO BPLS BPO BSRS BUB CAD CapDev CATE CCA-DRM CCA4LED CCC CDP CEA CIP CIT CLUP CPIIC CUI DA DBM DDPKaRoMa DENR DILG DOLE DOT DOTC DOST SET-UP DPWH DRRM-CCA DSWD DTI eGov4MD EOP ETT ES EIS FAA FEP GAC

Asian Development Bank Albay, Masbate, Sorsogon Association of Negros Producers Asia-Pacific Economic Cooperation Association of Southeast Asian Nations Allah Valley Landscape Development Alliance Bohol Association of Hotel, Resorts, and Restaurants Baclayon Entrepreneurs Association Bohol Chamber of Commerce and Industry Business-Friendly and Competitive Local Government Units Bohol Integrated Area Development V Bohol Island State University Bacolod-Dumaguete Bureau of Local Government Development Bureau of Local Government Fund- Department of Finance Bohol Marine Triangle Business Permit and Licensing Office Business Permit and Licensing System Business Process Outsourcing Bohol Skills Registry System Bottom-up Budgeting Canadian Dollar Capacity Development Calamianes Association of Tourism Establishments Climate Change Adaptation-Disaster Risk Management Climate Change Adaptation for Local Economic Development Camarines Sur, Camarines Norte and Catanduanes Comprehensive Development Plan Canadian Executing Agency Cebu Investment and Promotions Office Competitiveness in Tourism Comprehensive Land Use Plan Cebu Province Investment and Incentives Center Canadian Urban Institute Department of Agriculture Department of Budget and Management Dapitan, Dipolog, Katipunan, Roxas, Manukan Department of Environment and Natural Resources Department of the Interior and Local Government Department of Labor and Employment Department of Tourism Department of Transportation and Communication Department of Science and Technology – Small Enterprise Upgrading Program Department of Public Works and Highways Disaster Risk Reduction and Management – Climate Change Adaptation Department of Social Welfare and Development Department of Trade and Industry e-Governance for Municipal Development End-of-Project Economic Transformation Team Environmental Sustainability Environmental Impact Statement Finance and Administration Assistant Farmer Entrepreneurship Program Global Affairs Canada LGSP-LED End- Of Project Report | iii

GAD HUC IBC IP IRR JMC LCCAP LCE LDCCTAP LED LED4LGUs LEDIP LEIPO LGA LGRC LGSP-LED LGU LIIC LIP LRC LTO MARINA MENATTO MC MICE MIG MIGEDC MLGOOs MNDC MOA MOU MPA MPDC MSAC MSMEs NCI NDA NEO NETT NGAs NGOs NIR NOATA NOBDFI NOCCI NOHRRA NOIPC NTDP NWLEYTE OPAL PADAYON PCCI PCW PEDIC PESO PIT PMF PMO

Gender and Development Highly Urbanized City Iloilo Business Club Indigenous People Implementing Rules and Regulations Joint Memorandum Circular Local Climate Change Action Plans Local Chief Executive Local Disaster and Climate Change for Tourism Adaptation Plan Local Economic Development Local Economic Development for Local Government Units Local Economic Development and Investment Promotion Local Economic and Investment Promotion Officer Local Government Academy Local Governance Resource Center Local Governance Support Program for Local Economic Development Local Government Unit Local Investment and Incentive Code LED Information Portal Local Revenue Code Land Transportation Office Maritime Industry Authority Metro Naga Association of Travel and Tour Operators Memorandum Circular Meetings, Incentives, Conventions and Exhibitions Metro Iloilo-Guimaras Metro loilo-Guimaras Economic Development Council Municipal Local Government Operations Officers Metro Naga Development Council Memorandum of Agreement Memorandum of Understanding Marine Protected Areas Municipal Planning and Development Coordinator Multi-Stakeholder Advisory Committee Micro-Small and Medium Enterprises National Convergence Initiative National Diagnostic Assessment Newly Elected Officials National Economic Transformation Team National Government Agencies Non-Government Organizations Negros Island Region Negros Oriental Association of Travel Agencies Negros Oriental Business Development Foundation, Inc. Negros Oriental Chamber of Commerce and Industry Negros Oriental Hotel, Resort, Restaurant Association Negros Oriental Investment Promotion Center National Tourism Development Plan Northwest Leyte One Pangasinan Alliance of LGUs Panglao-Dauis-Baclayon Bohol Marine Triangle, Inc. Philippine Chamber of Commerce and Industry Philippine Commission for Women Provincial Economic Development and Investment Center Public Employment Service Officer Project Implementation Team Performance Measurement Framework Program Management Office LGSP-LED End- Of Project Report | iv

PMT PPDC PPP PSC PSD PTO PTU RA RETTs SGLG SMEs SMED SMFI SRS STAG-LG TA TCD TDA TIP TOR TRABAJO TSIS TWG USAID VAW VDFS WFD

Program Management Team Provincial Planning and Development Coordinator Public-Private Partnership Project Steering Committee Private Sector Development Provincial Tourism Office Provincial Tourism Unit Republic Act Regional Economic Transformation Teams Seal of Good Local Governance Small and Medium Enterprises Small and Medium Enterprise Development San Miguel Foods, Inc. Skills Registry System Skills Training for Accelerated Growth in Local Governments Technical Assistance Tourism Circuit Development Tourism Development Authority Trade and Investment Promotion Terms of Reference Training for Better Access to Job Opportunities Tourism Statistics and Information Systems Technical Working Group United States Agency for International Development Violence Against Women and Children Visit Davao Fun Sale Workforce Development

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Executive Summary Project Description The Local Governance Support Program for Local Economic Development (LGSP-LED) is an eight-year program of the Government of the Philippines and Canada that aimed to support local government units (LGUs) govern their provinces, cities or municipalities more effectively by providing a robust environment where economic development can take place. In partnership with the Department of the Interior and Local Government (DILG), the Program sought to build business-friendly and competitive local government units by supporting local economic development (LED) planning, developing local economic champions and capable LED professionals, and advocating for local policies, systems and programs that create a positive business climate where micro, small and medium enterprises can thrive. LGSP-LED was implemented from 2008 to 2016 by the Canadian Urban Institute and Colleges and Institutes Canada. The Canadian Government, through Global Affairs Canada (GAC), provided funding of approximately PHP 580 Million or CDN$ 16.5 Million while the Philippine Government and its partners provided 25% in counterpart funding. This End-of-Project (EOP) Report was prepared to gain a better understanding of the program results and lessons learned that can be useful in future local economic development (LED) programming of DILG and Global Affairs Canada. The highlights of this report include:

Achievement of Program Outcomes Local economic development for women and men in Project sites has improved. This is evidenced by increase in family income in seven of nine provinces that were involved in the first two phases (or â&#x20AC;&#x153;batches) of project initiatives and a decrease in the incidence of poverty in 14 of 22 provinces involved in all three phases (batches) of project initiatives. The average family income for seven local government units increased by almost 7% from 2009 to 2012. For the same period, overall poverty incidence in the 14 provinces decreased by 6 percentage points.1 The national enabling environment for LED has been strengthened as evidenced by the suite of policies that DILG has put in place to promote business friendly and competitive LGUs (BFCL). The DILG has established policies and programs for local economic development (LED) that enable LGUs to collaboratively engage with the private sector and communities to expand local economies in sustainable and inclusive ways. The Program supported DILG to harmonize national policies and programs on LED, organize and operate a mechanism to converge programs and resources of national government and private sector for LED, design and implement LED capacity development programs for LGUs, and develop LED information tools and knowledge sharing mechanisms. DILG LED policies, programs and tools have been received well by LGUs. In view of the contributions of LGSP-LED, the Department has made significant progress towards achieving its BFCL outcome. At the local level, the program has helped improve local economic conditions. This is evidenced by increases in investment levels, employment and visitor arrivals. New aggregate investment in project sites was more than PhP19 billion (Cdn$520 M) in 2015, 80% of that investment was driven by private investment. New investments have generated more than 27,000 new jobs directly in the tourism industry of local project sites. Available sex-disaggregated employment data showed almost equal distribution of jobs between men and women. Visitor arrivals to project sites are estimated at almost eight million and grew by an average of 23% (surpassing the national average of 11%). Partners are confident that these numbers will continue to be higher after the programâ&#x20AC;&#x2122;s end and when efforts from destination marketing activities will reap rewards on tourism arrivals. Improved local conditions are also reflected in the high satisfaction ratings given by private sector participants with the new LED policies, programs and services offered by LGUs. These results were achieved through a package of project interventions that focused on building more business friendly LGUs and competitive tourism sectors. Capacity building of LGU personnel, particularly the local economic and investment promotion officers (LEIPOs) and local LED actors in key LED functions, such as LED policy formulation business planning, investment promotion, workforce development, streamlining of business permits and licensing, were pursued. For LED actors, emphasis was placed on improving their ability in planning and implementing LED with particular focus on enhancing the competitiveness of local tourism and agribusiness. Results were achieved through partnership-based approaches at the national and local level that led to better allocation of government resources, and complementation and coordinated delivery of programs and services to support LGU LED projects.

Caution should be exercised in interpreting these high level results. The ultimate outcome are long-term results that represent a change in state of a target population. Although these initial results are being presented here, not enough time has passed in order for impactful change to happen. In addition, the data available at this time is not adequate or welldisaggregated.

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Good Practices and Lessons Learned After eight years of implementation, LGSP-LED has accumulated a number of good practices and lessons learned in local economic development.

Good Practices Good practices that emerged from the Program are in the following areas: 1.

Adoption of different partnership models. LED is a collaborative endeavor, and partnership is necessary to achieve success as it creates synergies by combining resources and capabilities towards common goals. Some of the partnership models adopted in the Local Projects with demonstrated success include the following: a. Economic Transformation Team (ETT) as a mechanism to converge and tailor LED programming across national government agencies (NGAs) and the private sector, and to bring these local actors to work together towards this common LED framework/purpose; b. Private-public partnerships at the national level to build skills and capacity in investment promotion (DILG-Local Government Academy and the Philippines Chamber of Commerce and Industry); c. Academe-DILG-Local Government Academy (LGA) partnerships in developing and implementing a new curriculum for LED professionals (LED4LGUs) d. LGU-Private Sector partnership through partnerships with local chambers of commerce in investment promotion (e.g., Province of Negros Oriental and Negros Oriental Chamber of Commerce and Industry) e. LGU-academe partnerships for workforce development (case of PaDaYon) f. LGU-local private sector partnerships for destination marketing (e.g. Iloilo, Davao del Norte)

Area economic planning approaches to LED planning and implementation. The adoption of area economic planning (i.e., cluster, tourism circuit, and value chain development) approaches to promote sector competitiveness enabled the identification of niches through local economic profiling and analysis, convergence activities, focused enabling policies (e.g. local investment incentives code). These approaches supported investment promotion and employment generation and are enhancing stakeholder engagement in product and market development. Tourism circuits and value chain were also effective tools in targeting marginalized groups for involvement and strengthening.

Experiential learning approaches to capacity building that enabled immediate application of learning and resulted in improved LED enabling policies, tourism outputs, services, job performance of trained individuals and business performance and results. The variety of learning methodologies adopted, such as classroom training, on-site training for farmers, mentoring, hands-on training, exposure to best practices, learning missions and peer-to-peer interaction, facilitated application of knowledge and skills learned. The Local Projects functioned as a “learning laboratory” that provided hands-on experience to LGU staff, private sector representatives and the community to work together as they go through the steps in planning and implementing the LED initiative. LED training enhanced their knowledge and skills but actual participation in implementing specific LED activities enabled them to put these knowledge and skills to practice and gave them greater confidence in their abilities.

Designation of full-time local economic and investment and promotion officers (LEIPOs) to provide leadership to the LED effort and drive the LED agenda of the LGU, particularly in investment promotion. The role of LEIPOs in developing and implementing the LGU’s LED agenda gained prominence during the Local Projects implementation. LGUs with full time LEIPOs that are energetic and possessed the competencies needed for the job were more successful in achieving the Project targets

Creation of LED Teams, composed of the LEIPO, planning officer, relevant LGU staff and private sector or academic representatives, that function as LED Champions committed to promote and advocate LED, particularly at the local level. A team approach to building LGU capacity for LED was based on the concept of LED as a collaborative undertaking among different stakeholders within and outside the LGU. Most of the LED Team members expressed commitment to continue engaging with LED initiatives of the LGUs and assist in promoting LED efforts to other sectors within or even outside their LGUs.

LED Convergence to strategically focus resources and programs of local government (LGU) and National Government Agencies. Having a convergence mindset among national government agencies and LGUs facilitates coordinated planning and delivery of programs and services to support LED efforts at the local level.

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Reducing impediments to starting a business. Local governments will be more effective at attracting outside investment and driving economic growth if they can reduce impediments to starting a business. These could be addressed through improvements in processing of business requirements as well as providing immediate access to information needed by investors. From the experiences of the Local Projects, the following practices that have been implemented are as follows: • Streamlining of business permit and licensing process by creating a physical “one-stop” shop that reduces the processing time for business permits. The automation of BPLS was even more effective in reducing transaction processing time. • The Local Economic Development and Investment Promotions Office (LEDIP) that provides new investors with information regarding city permits, city incentives and resources, regulations, and other local economic information useful for investment decision making. • Availability of demographic and market information to LED team in planning the LGUs economic development strategy, and to investors in making investment decisions • Creating opportunities for business to link with potential investors, such as the investment forum, business exchange programs. • Preparation of investment plans/portfolio and investment briefs based on initial pre-feasibility analysis.

Lessons Learned Lessons that emerged from the Program are in the following areas:

Increased capacity of DILG and participating NGAs •

For DILG to support building LED champions and business-friendly LGUs, capable LED professionals are needed. Unlike other programs of the Department, LED is a new arena that requires a strategic mindset, a non-silo mentality and an ability to engage with the private sector and other national government agencies (NGAs). The change in DILG’s role from regulatory to a facilitator and coordinator for LED requires new set of competencies that, prior to LGSP-LED, were not adequately available in the Department. This is particularly the case in BLGD, the division responsible for implementing DILG’s business friendly and competitive LGU outcome area, as well as in the regional offices. With coaching from LGSP-LED, DILG has demonstrated an increased capacity to harmonize policy and coordinate programming with other national government agencies -- evidenced by the number and quality of inter-agency issuances, program engagements and their lead role in inter-agency bodies. However, technical competencies of BLGD staff in such areas as policy development, research and evaluation, are assessed to be inadequate and require enhancement. With the exit of LGSP-LED, BLGD staff are now left to continue implementing the LED program. Continuous training is needed to elevate the skills level of BLGD staff and enable them to be adept at the more technical LED activities, such as policy evaluation and LED enabling policies.

•

Convergence for LED is enabled by local demand. LGU LED strategies and plans are directly affected by decisions made by NGAs, especially as they relate to the funding and implementation support for LED-related programs. For LED planning and resource generation activities of LGUs to receive attention and support from NGAs, a LED roadmap or plan detailing specific projects and activities that would require NGA assistance will provide the convergence team a basis for aligning their agencies’ programming and budgeting processes with LGU needs.

•

Convergence for LED is a continuing process that requires proactive and strong leadership. The Program recognizes that convergence for LED needs leadership and a structure to facilitate the process. This was the reason to create the Economic Transformation Team (ETT) mechanism with DILG as secretariat. Although some LGU partners demonstrated capacity to mobilize and converge NGA resources to support their LED projects, other LGUs relied on DILG LED focal persons to facilitate convergence activities via the ETT mechanism.

•

Experiential learning methodologies to capacity building leads to better learning outcomes. A combination of exposure to best practices, undertaking learning exchanges and supporting peer-to-peer interactions was effective in instilling a “new” LED mindset to DILG and LGU staff and officials, particularly for local chief executives and the LED Teams. The experience of working jointly in planning and implementing specific components/activities of the Local Projects heightened the importance of inter-LGU cooperation and looking regionally to promote sustainable and disaster resilient LED.

Strengthened ability of participating local governments in BFCL •

Provincial governments have the organizational infrastructure and resources to support LED on a sustainable basis. The project supported groups of LGUs within a province to work together as a region on product development, marketing and investment attraction for a more focused private sector orientation. Program experience has demonstrated that certain cluster-based LED LGSP-LED End- Of Project Report | viii

programs and activities, such as investment promotion and marketing, can be more efficiently handled at the provincial level. Provincial governments have dedicated offices for economic development and investment promotions with staff complement that can provide technical assistance to LGUs, potential investors and existing businesses. Integrating LED plans of the circuits and the municipalities with provincial development plans would be a next step in mainstreaming LED in existing horizontal and vertical planning processes.

•

Transparency and a strong commitment to good governance and an anti-corruption agenda are core policy reforms needed to ensure consistency, predictability, and fair play to catalyze and sustain LED. Cooperation with the private sector and support from local stakeholders were easily secured because of the trust and confidence they have with the LGU.

•

Building business-friendly and competitive LGUs involves improving LED enabling and regulatory policies, streamlining business permits and licensing system, and strengthening economic development planning, local economic data base, land use plans, ordinances, physical infrastructure, etc. Building the capacity of LGUs in enhancing their enabling environment has yielded positive results. This is demonstrated by the number of LGUs that have adopted and put in place LED enabling policies and systems. The Program helped in changing the limited understanding and knowledge of LED that LGUs had, from merely complying with policy requirements to proactively managing economic opportunities that could have widespread local impact. The new LED Plans that have been formulated present a better picture of the local economy and are not just based on desk research. The Program has set the foundation for LED in the LGUs; LED, however, is a process that will require continuous learning and capacity enhancement for LGUs.

•

A full-time, highly capable local economic development officer, the LEIPO, is a vital force in implementing local economic development. The key function of the LEIPO is to drive the LED agenda of the LGU. This function requires a set of competencies not often present in existing positions in the LGU. The LEIPO acts as the LGUs “economic manager” with the challenging tasks of studying priority industry/sector trends, coordinating with different stakeholders in preparing and integrating economic plans with other LGU plans and serving as the face of the LGU to investors and the private sector. The Program has built the foundational skills of LEIPOs, but further capacity building is needed to enable them to make their LGUs vibrant places to do business and for small enterprises to grow.

•

Direct involvement in LED initiatives allowed local LED actors to experience firsthand the potential of such initiatives to produce desired results in terms of attracting investments and new business, more competitive tourism products and services, and new jobs created. Regardless of the success of these initiatives, the learning and insights gained by LED actors from this experience will be useful in the pursuit of future projects of similar kind. Such involvement also fostered a sense of ownership of the LED process among those involved.

•

Availability of updated local economic database is a requisite component of LED. Local economic databases provide a picture of the local economy and its potential for growth. In most Project sites, available local economic profiles are not updated and do not contain complete information needed to make business or investment decisions. Data is inadequate and dated and staff do not have the technical competence or resources to do the work. In addition, data is often not available electronically, making it difficult to retrieve and access.

Enhanced Economic Sector Competitiveness •

In supporting sector competitiveness, helping micro, small and medium enterprises to grow needs market orientation and a regional economic development perspective. A strong understanding, from the start of the market landscape of the sectors being supported by economic initiatives is important. The experience of organic rice production in OPAL is an example of an initiative that lacked understanding of marketing practices for organic rice. The organic rice farmers’ association trained by the Project was not able to sell their produce commercially since they could not produce the volume needed by buyers. Farmers eventually lost interest in organic rice farming and reverted back to traditional rice farming practices.

•

Business growth occurs through market-oriented value chains. Emphasis should be placed on working with industry clusters. This includes working more closely with leaders (i.e., medium-sized enterprises and larger corporate entities) and supporting efforts for stronger connectivity between these larger interests and small enterprises in the development of commercial relationships. This was successfully demonstrated in the case of Sapal Weavers Association in Guimaras, the T’boli artisans in AVLDA and Balay sa Humay in Bohol, local enterprises that were connected to the tourism value chain/circuits. Interventions to MSMEs growth will be effective and sustainable if they establish clear links to the industry cluster they belong to and focus their activities relative to their position in the cluster.

•

Private sector support and direct involvement was a key factor in the success of LED activities especially in promoting sector LGSP-LED End- Of Project Report | ix

competitiveness. Some LED activities, such as investment promotion, destination marketing, product development, require private sector competencies and are better handled by private sector organizations in partnership with LGUs. This was effective in Negros Oriental, Bohol and AVLDA. In Negros Oriental, investment promotion was delegated by the Provincial Government to the Negros Oriental Investment Promotion Office and the Negros Oriental Chamber of Commerce. Following this, investment levels surged within one year of the partnership. For public-private partnership to work, there is a need for consensus and clear delineation on the roles of both parties. The initial reluctance on the part of some LGUs and private sector representatives to work together, as experienced in selected LGUs, stemmed from their lack of understanding of the LED process and roles, as well as the lack of clear terms of reference for the partnership. Through a series of LED orientation sessions for these groups, and through support from PCCI who had influence over the local chambers, some private sector associations agreed to participate in the Local Projects. On the part of the LGUs, LED orientation sessions conducted by DILG enabled them to be more open to working with private sector. The Program Implementation guidelines that defined roles and parameters for public-private partnerships was key to effectively operationalizing the partnership.

Sustainability of Program Gains Overall sustainability of the positive gains contributed by the Program is likely, as explained below. The enhanced capacity and firm commitment of DILG to drive the national LED Program are clear manifestations that improvements contributed by the Program in the national enabling environment for LED will be sustained. The Department is committed to continue implementing and enhancing the LED enabling policies and programs developed under the Project, and ensure that all LGUs have access to such programs. LED is well aligned with DILG’s BFCL outcome and the Program has contributed considerably in helping DILG achieve BFCL objectives. There is also strong support and buy-in of the Program among DILG management and key staff, particularly from the Bureau of Local Government and Development (BLGD), which has responsibility for the BFCL outcome and LED “function” of the Department. The involvement of BLGD staff in Project implementation, particularly in formulating various LED policies, program and tools, fostered a sense of pride and ownership of the LED Program that they helped evolve and shape. Concerns on technical capacity of BLGD staff have been raised and continuous capacity building will help address capacity shortcomings. Convergence on tourism development with the Department of Tourism (DOT) is likely to be sustained. The National Tourism Development Plan (NTDP) provided the Project with a clear framework in designing the local projects and offered mutual gains for DOT, the local government and local community. Through LGSP-LED, the NTDP was operationalized at the local level using tourism circuit planning and value chain approaches. DOT and DILG pooled resources to conduct training on tourism planning, tourism statistics information systems, participation in DOT sponsored travel marts, etc. The LGSP-LED experience leaves behind a wealth of resources that DOT and DILG can use in their future programs. For example, the Project supported the development of the LGU Guidebook on Tourism Planning which the DOT intends to use in its training programs for LGUs. Interviews with DOT officials indicate their intent to continue the partnership with DILG in operationalizing the NTDP and in building the capacity of LGUs in tourism planning. The LED convergence mechanism, with DILG as secretariat/convenor, is likely to continue with strong policy support from DILG management. LED4DILG, a Capacity Development Plan for DILG LED Focal Persons, is meant to enhance skills in local economic development at the local level to prepare for the roll out of the LED Program in LGUs across the country. NGA partners involved in LED convergence, such as the Department of Trade and Industry (DTI) and the Department of Labor and Employment (DOLE), have expressed commitment to support convergence efforts of LGUs. Partnerships between DILG and PCCI are likely to continue. PCCI officials have expressed their desire to maintain partnerships and are open to pursuing and supporting other LED-related efforts at the national and local levels. PCCI is currently rolling out its LGU Trade and Investment Promotion desk (TIP), initiated through assistance from LGSP-LED, to support and facilitate investments and trade in the countryside. The LED Information Portal, or Sparkbiz, needs some attention in order to be sustained over the long term. Currently, Sparkbiz has not yet been well accessed by LGUs and the public. To date, 277 LGUs have registered in Sparkbiz and have business profiles available for viewing. What is needed now is for a review of its usage and usefulness in attracting investments in order to optimize the benefits of the system and ensure its sustainability. The LED4LGUs Curriculum was a key output of the Project that was instrumental in building the LED capacity of DILG, LGU, private sector and academe project participants. As LED is a new LGU priority, the Curriculum can be considered to be the first comprehensive LED course to have been developed and offered in the country. Feedback has been positive. The materials were adapted and have been integrated in the Newly Elected Officials (NEO) orientation that will be given to newly-elected Local Chief Executives. The Local Government Academy (LGA) plans to tap academic/resource institutions to offer the course based on a business model that it has prepared. The LGA has the skills to deliver and improve the curriculum. Given all these developments, it is likely that LED4LGUs will continue to be offered.

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The web-based LED Resource Network Portal, a one-stop on-line source of information on LED, has also been recently launched. The portal builds on the wealth of LED resources accumulated by LGSP-LED, and provides links to all LED related knowledge products, e.g. LED courses, policies, publications, good practices, tools and practitioners, of DILG, and national government agencies, and other member organizations. At present, the Portal is housed in the LGA and it is not yet clear which office between LGA and BLGD will take over the administration of the Portal. To sustain the portal, the Department is faced with the challenge of organizing existing LED knowledge, as well as creating new ones (in collaboration with those that have the technical expertise), and make these accessible to LGUs and their LED stakeholders on a continuing basis. This work will involve ensuring that LED content is communicated in ways that are easily understood by LGUs, especially LCEs and tapping LED experts from other government agencies, the academe, private sector, etc. to become part of the resource network. The sustainability of LED enabling policies and tools, such as LGU business planning guide, the local investment and incentives code and other outputs that have been developed will depend on the dedication of LEIPOs, LED teams and support from Local Chief Executives. However, enhanced staff capacity for LED, the presence of LED champions within and outside the LGUs, and solid partnerships that have been formed with the private sector and other local stakeholders in implementing the LED initiatives, can provide a stabilizing force to ensure continued support for LED. Moreover, concerns regarding the vulnerability of LEIPOs being replaced with leadership changes are being addressed with the move to institutionalize the LEIPO position. Local LED Projects have employed a number of approaches and tools that can be applied to other LGU clusters in planning and implementing tourism or agri-business initiatives. The adaptability of these LED approaches to different cluster-based initiatives enhances their continued adoption in similar initiatives by LGUs and ensures that skills developed in some of these approaches will be utilized and further honed in the process. DILG and relevant NGA partners, e.g. DOT for tourism, have committed to evaluate and enhance these approaches and promote their continued adoption in their programs.

Recommendations 1.

Strengthen the LED function within DILG While significant progress have been made in building DILG capacity for LED, there is much to be done to enable the Department to effectively continue and accelerate the work that will be left behind. DILG should institutionalize its LED function by creating a regular LED unit within BLGD that will focus on the remaining work of LGSP-LED and implement on a continuing basis the Department’s LED mandate. At the local level, LED Focal Persons in regional and provincial offices should be maintained with better defined roles. To ensure the effective performance of LED functions, the LED Capacity Development (CapDev) Plan for DILG personnel that was developed under LGSP-LED should be implemented. For BLGD LED staff, training in the more substantive areas of LED, such as policy research and analysis, economic analysis, public-private partnership, business plan formulation and LED monitoring and evaluation should be prioritized. Since these functions will involve coordinating with chambers of commerce, sectoral associations and civil society groups, skills should be built to engage actively with these sectors. The CapDev Plan should also include creating more awareness of and receptiveness to LED among the different units within the Department, particularly the field offices that have important roles to play in promoting and supporting LED at the LGU level.

Strengthen DILG’s role as enabler of LED convergence DILG as LED enabler promotes an innovative “whole of government” mechanism to harmonize policies, align programs and services, and converge resources. DILG has demonstrated increased capacity in policy harmonization and program coordination with other national government agencies as evidenced by the number of inter-agency issuances, program engagements as well as their lead role in interagency bodies. At the national level, achievements in convergence have included joint policy issuances, NGA participation in the conduct of capability building programs, and preparation of LED toolkits. Updates from the field implementation (the LGUs) would be particularly important for NGA partners at the central level since, unlike DILG, they have no presence in the LGUs and therefore have limited information on how their programs are doing at the local level. Maintaining dialogue and communication with NETT partners will surely help in sustaining their commitment for LED and keep the convergence efforts active. At the local level, the role of DILG LED focal persons in LED convergence may vary depending on the capacity of the LGUs to access NGA programs in a coordinated way and the strength of institutional relationships existing in the LGUs. As ETT secretariat, the DILG LED focal person needs to be proactive in engaging NGAs commitment and participation in convergence activities and share relevant LED information that could be used to guide the LED decisions or actions of the group. As such, it is essential that DILG field personnel have sufficient knowledge of the LED process and resources available so that they can provide guidance to LGUs and even NGAs.

LGSP-LED End- Of Project Report | xi

Strengthen LEIPO competencies and lobby for the institutionalization of the LEIPO position The Program has made significant strides in building the capacity of LEIPOs but these gains are vulnerable to leadership changes since most LEIPOs are functioning in ad-hoc capacity. While ways to institutionalize the LEIPO position are being explored, the process will take some time as it entails preparatory studies, such as job analysis and developing competency standards for LEIPO, and budgetary and legislative work. DILG may also pursue other mechanisms that would support the need for LEIPOs in LGUs and continue to strengthen LEIPO capacities in such areas as: developing investment pitches, conduct of follow-through, handling investment inquiry/ negotiations and business matching with investors and after-care service.

Mainstream LED in local inter-agency bodies with LED mandates DILG regional/provincial LED Focal Persons should actively promote LED in inter-agency or multi-sectoral bodies, such as the Local Governance Resource Center (LGRC), Small Medium Enterprise Development (SMED) Council, Multi-Sectoral Action Committee, Tourism Council, Local Chambers or Business Councils. These bodies should be encouraged to participate in convergence activities either as members of the DILG-organized ETT or serve the ETT mechanism itself. DILG may also provide support to these alternative ETT bodies by way of capacity building and knowledge sharing on LED. DILG may initiate an annual or mid-year LED forum to be attended by these groups and the LGUs as well to discuss the state of LED in the region/provinces, assistance needed by LGUs and MSMEs, programs and resources available from NGAs, academe and other actors. The academe could be tapped to organize the forum and prepare the research papers/briefs to be presented, with funding assistance from DILG and/or other sources.

Refine the LED4LGUs curriculum to incorporate successes in private sector participation as well as other good practices from LGSPLED. The LED4LGUs curriculum was developed and implemented midway through the Program. Since then, new experiences and insights from the Program have emerged that would be good addition to the curriculum. Enhancements may come in the form of developing teaching cases based on the 18 pilot sites, creating a pool of resource persons that could provide sharing of LED experiences and identifying LED benchmarks. It may also be a good time to develop a “textbook” on LED that would contain all that LGUs should know on how to succeed in growing their economies and creating jobs in a sustainable manner. The LED “textbook” could take off from the suite of policies, systems and tools that DILG has developed during the Program. The DILG, through the Local Government Academy (LGA), with support from LGSP-LED, has developed a Business Plan that proposes to “franchise” the curriculum to academic institutions. DILG may need to first conduct a market study on the feasibility of franchising the course before launching it. Additional capacity building for DILG, particularly BLGD and LGA, will be needed to effectively manage the online LED4LGUs training platform to sustain the interest of LCEs and private sector to enroll in the training program. Furthermore, up skilling of LGA staff in managing the recently installed LED Resource Network Portal, envisioned as the knowledge hub for LED in the country, is critical to the success of the Portal.

Support the LED Resource Network—a partnership with academe as local economic research center At the local level, DILG may explore partnerships with local academic or research institutions that are part of the LGRC network to establish local economic research centers that will collect local economic data on a regular basis and/or conduct special economic studies (e.g. value chain analysis, community based LED projects; livelihood projects evaluation, etc.) on priority economic sectors in the province/region. These institutions could function as the research arm of the LGUs. Internship programs with LGUs to do LED-related work or choosing LED topics as part of undergraduate thesis may be explored to address deficiencies in data gathering capacities of LGUs. The partner academic institution could conduct year-end or mid-year briefing on the state of LED in the region/province in collaboration with the LGU and PCCI to be attended by private sector representatives, NGAs, potential investors, the media and others.

Enhance the LED Information Portal and Resource Network Portal. The LED Information Portal, Sparkbiz, is operational but could benefit from further enhancements. These include linking the system to various LGU, NGA and PCCI portals (including local chambers) to centralize data repository and resource networks. DILG could work with the Philippine Chamber of Commerce and Industry (PCCI) to support Sparkbiz and synchronize it with the database of PCCI, as part of PCCI’s LGU Trade and Investment Promotion (TIP) Desk. This will also strengthen the operation of TIP as an ideal gateway for promoting investments in local areas. DILG could discuss cooperation agreements and establish clear guidelines in data management.

LGSP-LED End- Of Project Report | xii

The recently-launched LED Resource Network Portal offers an excellent source of LED knowledge products in the Philippines that would be beneficial to LGUs embarking on their LED journeys. DILG should continue to enrich the database of resources and actively solicit membership to the network. DILG may study the feasibility of partnering with academic institutions with strong economic research units to host the Sparkbiz and LED Resource Network Portals. 8.

Continue partnerships with PCCI at the national level and local chambers at the local level The benefits of private sector involvement in LED has been well established. To sustain this partnership, DILG may explore ways to institutionalize PCCI and LGU consultation/dialogue on LED matters. One possibility would be the creation of local advisory boards. DILG should also introduce ways to engage more MSMEs in the LED planning process. Some LGUs expressed that since the private sector is often represented by the local chambers of commerce, which are largely composed of big investors, MSMEs are not well represented in the planning process. If the DILG and DTI could establish a space for the MSMEs to engage in LED planning, LED could be more localized and better benefit the poor.

Continue to undertake LED/BFCL promotion DILG could partner with the different LGU associations or leagues to promote LED and DILG programs on LED and BFCL. Through the National Economic Transformation Team (NETT), DILG should continue to promote LED to member agencies and encourage them to cascade LED convergence to their field offices and attached agencies. DILG may also consider developing an awards system for LED to recognize achievements of LGUs, NGAs, private sector organizations and community organizations in different aspects of LED, such as LED partnerships, investment promotion, innovative programs or LED policies. The LED award system could be run as a parallel program to the Seal of Competitiveness but on a smaller scale. The award system may also be developed and implemented as a joint project of DILG and PCCI, or other relevant agencies, such as DTI and DOT.

10. Adopt area planning and value chain approaches in local planning process The area planning, e.g. tourism circuit development, and value chain approaches adopted for Local Projects have proven effective in bringing together the LGU, private sector, academic institutions, NGAs and Non-Government Organizations towards enhancing the competitiveness of priority local economic sectors. While the impact of these approaches on MSMEs and the local communities have yet to be fully established, clear gains were noted in terms of increased awareness, capacity improvements and institutional relationships that were established, which are critical in sustaining on-going LED initiatives as well as in future LED efforts of the LGUs. DILG can introduce both approaches in the Comprehensive Development Planning process, particularly in preparing the economic sector section. DILG could then build the capacity of MLGOOs and planning officers in value chain analysis and economic cluster approaches. 11. Enhance existing LED indicators and integrate these into the Seal of Good Local Governance The challenges faced by the Program in collecting accurate and consistent data for its outcome indicators indicate the need to review the robustness of these indicators. This report would have produced better evidence to the achievement of outcomes had there been data disaggregation. A review of the LED indicators, based on LGSP-LED experience, will have to be undertaken and the enhanced indicators tested before they are integrated as part of the BFCL indicator system of DILG. LGU participants suggested to include BFCL as one of the Core Areas in the State of Good Local Governance and expand the indicators for BFCL to ensure the position of LEIPOs in provinces, highly urbanized cities (HUCs) and 1st class/urbanizing LGUs. DILG should continue to promote and support replication or adoption of Business Friendly Indicators in various LGUs and advocate for more business friendly ordinances leading to institutionalized policies on LED. PCCI’s Most Business Friendly LGU Award and Seal of Good Housekeeping synergy can serve as ideal templates for Business Friendly LGUs. 12. Sustain Local Sector Competitiveness While the private sector should continue to drive the product development, business investment, and employment generation components of agriculture and tourism circuit development, the Provincial and Municipal Governments should continue to support and enable its private sector partners through: § §

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Provision of LGU programs and systems to raise the supply and quality of available human resources in priority economic sector through effective workforce development planning, training and education, and job-employer matching â&#x20AC;&#x201C; in partnership with the local industry.

13. Mainstream LED in academic programs Academic institutions could include LED as an elective subject for courses in economics, planning, public administration, social sciences, political science and even business. Degree or certification programs on LED may also be offered, especially when the LEIPO position is institutionalized. DILG, together with other relevant agencies, could initiate a certification system for LED practitioners to ensure a pool of qualified LEIPOs or economic managers that LGUs can tap, either as regular staff or consultants, to provide quality leadership to their LED efforts.

Conclusion LGSP-LED can claim that it has set the foundation and built the momentum for LED in the country. The Program has made significant gains in enhancing the national enabling environment for LED and BFCL and enhancing the institutional capacity of DILG to enable LGUs to achieve sustainable local economic development by creating business friendly and competitive local environments. At the local level, LGUs have gained better appreciation of their enabling role and have started to see the fruits of their efforts to make their LGUs more business friendly and competitive. These fruits are in the form of growth in investment levels, visitor arrivals and employment. The tourism sector in the project sites are now more competitive as indicated by the growing number of visitors coming to the area, the improved capacity of the LGUs to implement tourism initiatives and the increasing priority given to the sector by local executives. LGSP-LED has primed the LGUs for LED success. Strategies to sustain this momentum and replicate the LGSP-LED experience to other LGUs nationwide have been offered. It is hoped that these strategies will assist DILG, the LGUs, private sector partners and other LED stakeholders in continuing the LED journey towards achieving the ultimate outcome of improved local economic development for Filipino women and men.

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1. Background/Rationale 1.1 Context The Local Governance Support Program for Local Economic Development (LGSP-LED) was jointly designed eight years ago by the Government of Canada and the Philippines to address the need to strengthen local economic governance in the Philippines. The Project built on lessons from past Canadian programming which underscored the need to move away from broader capacity building efforts and skills training towards more focused interventions that could lead to concrete and tangible results. The view was that local governance should be tackled from an economic perspective, and that local governance should pave the way to generate local employment, create decent jobs and spur economic activities for the poor without adversely impacting the environment and health of ecosystems. Working in close partnership with the private sector would allow LGUs to foster the development of innovative, market-oriented and progressive local economic development ventures. The broader intent was to support the Philippine Government in its concerted efforts at reducing poverty, which has remained a pervasive issue in the country, and the continuing pursuit for human and economic development. With the implementation of the 1991 Local Government Code (LGC) that established provisions to decentralize power to local authorities and empower communities in local decisionmaking, the national government recognized the critical role and unleashed potential of local governments to lay the foundation for good local governance and local economic development. Being the most accessible government institutions for local communities, local governments have a catalytic role to play in building a sustainable local economy. Recognizing that the opportunities for advancing local economic development and removing the key impediments to effective local governance are lodged in national policy reform efforts, the Program partnered with the Department of the Interior and Local Government (DILG) to address the inadequacies of the enabling environment in order for LGUs to effectively deliver essential services, exercise their corporate powers and promote local economic development. Through the DILG as national government agency mandated to enhance the institutional capacities of LGUs, the Program sought to address the limited capacity of LGUs in exploring the full potential of their mandate to promote local economic development by generating investments, creating decent jobs and improving the local business climate. To strengthen LGU capacity for LED, the Program had to deal with two key challenges: the institutional capacity of LGUs and quality of local leadership. Many LGUs simply did not have a LED function. Where it existed, there were limited skills or experience in the basics, such as crafting a LED framework, preparing strategic plans, defining success indicators and establishing monitoring mechanisms. LGUs did not possess adequate knowledge in managing or implementing LED initiatives on the ground, including financial management systems. The patronage style of local leadership, common across the country, has undermined accountability and provided opportunities for local government capture by local elites. Institutional measures to promote incentives and encourage more progressive leadership as vital elements to transparent and accountable governance were not in place. There were also limited models of innovative LED approaches and even fewer best practices. Nonetheless, the increasing presence of a good number of LGUs eager to change their mindsets and advocate for LED, but had inadequate capabilities and experience to do so, strengthened the rationale for the Program. This was the backdrop against which LGSP-LED Program was developed and sought to improve in the eight years of implementation.

1.2 Project Description The Local Governance Support Program for Local Economic Development (LGSP-LED) is an eight-year cooperation program of the Governments of the Philippines and Canada implemented from 2008 to 2016. The Program aimed to promote a better enabling environment for local government to pursue local economic development, while improving prospects for sustainable economic growth in communities. As defined in the Program’s Logic Model (refer to Annex A), the Program had the following expected outcomes: Ultimate Outcome Intermediate Outcomes

• •

Immediate Outcomes

• • • •

Improved local economic development for Filipino women and men Strengthened national enabling environment for good local governance and sustainable economic development that equitably benefits women and men Improved local conditions for sustainable local economic development Increased capacity of DILG and participating national government agencies (NGAs) to harmonize policies and coordinate programs in support of sustainable LED Strengthened ability of participating LGUs/Alliances to advance sustainable LED Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliances

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The program worked in 18 pilot sites (covering 20 provinces, 16 cities and 102 municipalities) across the country, primarily in tourism and agribusiness sectors which were seen to have the best potential for achieving inclusive economic growth. The Program was managed by the Canadian Urban Institute and Colleges and Institutes Canada (the Canadian Executing Agency, or CEA) and implemented through the Department of the Interior and Local Government, in close collaboration with key national government agencies and the Philippine Chamber of Commerce and Industry (PCCI). Funding support was provided by the Government of Canada, with counterpart funding provided by Philippine partners.

1.3 Purpose of the Report The End-of-Project (EOP) Report was prepared to gain a better understanding of the program results and lessons learned that will be useful for local government units in the Philippines, relevant national government agencies, private sector organizations, other LED stakeholders, Global Affairs Canada and to the DILG in its future programming for LED. The general objective of the EOP report is to present the overall achievements of LGSP-LED with a focus on sustainability and scalability of the program. More specifically, the report looked into the following: a. the extent to which the Program outcomes as stated in the PMF have been achieved; b. the contributions of program strategies in achieving the LED outcomes; c. project strategies, models, tools, management approaches/processes that worked and did not work in achieving desired LED outcomes; d. a description of private sector engagement in the program and how it contributed to achievement of LED results; e. the likelihood for the Project gains to be sustained beyond LGSP-LED; f. the good practices that have the potential for replication and lessons learned based on insights and experiences from Program implementation; g. recommendations for sustaining and scaling up the Program.

1.4 Framework and Methodology The EOP Report is anchored on the Performance Measurement Framework (PMF). The achievement of LGSP-LED program outcomes was reviewed vis-à-vis the PMF indicators. Other positive gains from the program that are not captured in the PMF indicators but have direct influence in achievement of program outcomes were also analyzed. Table 1 depicts the revised LGSP-LED PMF. Table 1. LGSP-LED Performance Measurement Framework LGSP-LED Performance Measurement Framework Ultimate Improved local economic development for Filipino women and men Outcome • Average Family Income • Poverty Incidence among families (%) in participating provinces Intermediate 1100 Strengthened national 1200 Improved local conditions for sustainable local economic development Outcomes enabling environment for good local governance and sustainable economic development that equitably benefits women and men • 1200.1 Amount of LED investments by type (private, public, PPP, ODA, nonprofit) generated in the identified sectors (tourism and/or agri-business) of participating LGUs • 1100.1 No. of new DILG • 1200.2 No. of employees (F/M) of registered MSMEs in the identified sectors policies, programs and tools (tourism and/or agri-business) of participating LGUs implemented in support of • 1200.3 Level of satisfaction of private sector stakeholders (F/M) in sustainable LED participating LGUs of LED programs and services offered by local • 1100.2 No. of inter-agency governments mechanisms coordinating • 1200.4 Annual volume of visitor arrivals per participating Province (All Batch programs and services for 1,2 and 3 sites except for BIAD V and OPAL, DDPKaRoMa) or annual sustainable LED production in metric tons of the supported agricultural commodity by • 1100.3 Level of satisfaction of participating LGUs (BIAD V, OPAL and DDPKaRoMa) participating LGUs on DILG policies, programs, tools and coordinating mechanisms for sustainable LED

LGSP-LED End- Of Project Report | 2

LGSP-LED Performance Measurement Framework Immediate 1000 National Environment for Outcomes LED 1110 Increased Capacity of DILG and participating NGAs to harmonize policies and coordinate programs in support of sustainable LED • 1110.1 No. of national policies, programs and tools formulated on LGU business friendliness and competitiveness • 1110.2 No. of LGUs accessing DILG’s LED support programs

Outputs

1111 TA provided to DILG on: LED policy and program development; inter-agency coordination for LED and LED information tools •

•

1111.1 No. LED policies, programs and information tools recommended 1111.2 No. of inter-agency coordination mechanisms for LED recommended 1111.3 No. of DILG personnel (M/F) trained on sustainable LED by skill type

2000 LGU Environment for LED 1200 Strengthened ability of participating LGUs/Alliances to advance sustainable LED • 1210.1 No. of policies, regulatory reforms and programs that advance business-friendliness and competitiveness adopted by participating LGUs • 1210.2 No. of annual business registrations in the identified sectors of participating LGUs

3000 LED Initiatives 1220 Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliances

1211 TA provided to LGUs on: Local economic and investment promotion teams; LED enabling policy and programs, and streamlining of LGU transactional services • 1211.1 No. LEIPOs (F/M) trained • 1211.2 No. of LGU business plans formulated, LED policies and programs recommended and LGU transactional services streamlined

1221 TA provided to LED actors (business groups, CSOs, resource institutions) on public-private partnerships for the planning and implementation of LED initiatives that have the potential to grow MSMEs, attract investments and generate employment • 1221.1 No. of LED initiatives jointly planned by LGUs and LED actors • 1221.2 No. of LED actors (F/M) by type (business groups, CSOs, resource institutions) trained on sustainable LED

•

1220.1 No. of LED actors (F/M) from business groups, resource institutions and CSOs with capacity to plan and implement sustainable LED initiatives in participating LGUs 1220.2 No. of sustainable LED initiatives jointly implemented through public-private partnerships for the planning and implementation of LED initiatives that have the potential to grow MSMEs , attract investments, and generate employment

Data Collection The information used to base this report was gathered in a number of ways. The process started with a desk review of existing project documents, such as the Annual Progress Reports, Local Project Completion Reports, Monitoring Mission Reports, case study reports and other project outputs. It also involved monitoring data from the project’s database. Interviews with key stakeholders were conducted to gather views on the objectives and focus of the EOP report and how report findings would be used. Information gathered from the interviews was consolidated and summarized to develop a list of priority areas for assessment. Apart from helping define the focus and scope of the report, the process also ensured that information needs of key partners/stakeholders were addressed thus adding to the usefulness of the report. The interviews generated information on the benefits of the Program to the stakeholders’ agencies and how the agencies intend to continue after LGSP-LED ends. Annex B provides a list of persons interviewed. To gather stakeholders’ views on the extent of their participation in the program and the benefits derived therefrom, a survey was conducted for the following respondents in all project sites: • • •

Partnership Advisers (PAs) LED Team Members – LEIPOs, Tourism Officers, PESO officers LED Actors – MSME owners, Private Sector representatives, etc.

LGSP-LED End- Of Project Report | 3

Survey questionnaires were emailed to all LGSP-LED LGUs. The Partnership Advisers were tasked to distribute to and retrieve the forms from the target respondents in their assigned LGUs. Accomplished forms were emailed to the PAs who then endorsed the survey forms to CEA/EOP team for data processing and analysis. A total 52 respondents submitted the accomplished forms, broken down as follows: Partnership Advisers –5; Private Sector Representatives – 8; LEIPOs – 11; Tourism Officers – 4; NGA Representatives – 6; DILG - 15.

2. List of Beneficiaries and Project Sites The Program worked with 18 pilot sites across the country, through three stages, or "batches’ of local level partners composed of LGUs/LGU Alliances and community and private sector constituents. Batch 1 engagement was September 2009 to March 2012. Batch 2 projects ran from July 2011 to March 2014 and Batch 3 from April 2014 to April 2016. Table 2: List of Beneficiaries and Project Sites Island Region Province/Alliance Cities/Municipalities BATCH 1 (2009-2012): 4 Project Sites (30 LGUs in 4 Regions (3 Provinces; 2 Cities; and 25 Municipalities) Luzon I One Pangasinan Alliance Alaminos City; Municipalities of Agno, Anda, Bani, of LGUs (OPAL) Burgos, Dasol, Infanta, Mabini, Sual Visayas VI Province of Guimaras Province of Guimaras; Municipalities of Buenavista, Jordan, Nueva Valencia, San Lorenzo, Sibunag VII Bohol Integrated Area Province of Bohol; Municipalities of Batuan, Bilar, Development (BIAD) V Carmen, Dagohoy, Danao, Pilar, Sagbayan, Sierra Bullones Mindanao IX DDPKaRoMa Growth Dapitan City; Dipolog City; Municipalities of Katipunan, Corridor (Zamboanga del Manukan, Pres. M. Roxas, Polanco Norte) BATCH 2 (2012-2014): 5 Project Sites (46 LGUs in 5 Regions (5 Provinces; 5 Cities; 36 Municipalities) Luzon V Metro Naga Development Naga City; Municipalities of Bombon, Bula, Calabanga, Council (MNDC) Camaligan, Canaman, Gainza, Magarao, Milaor, Minalabac, Ocampo, Pamplona, Pasacao, Pili, San Fernando Visayas

Metro Iloilo-Guimaras Economic Development Council (MIGEDC)

Iloilo City; Province of Guimaras; Municipalities of Cabatuan, Leganes, Oton, Pavia, San Miguel, Sta. Barbara

VII

Panglao-Dauis Baclayon Bohol Marine Triangle, Inc. (PADAYON) Northwest (NoW) Leyte

Province of Bohol; Municipalities of Panglao, Dauis, Baclayon

VIII Mindanao

Province of Leyte; Baybay City; Ormoc City; Municipalities of Inopacan, Isabel, Palompon

Allah Valley Landscape Province of South Cotabato; Municipalities of Development Alliance Bagumbayan, Esperanza, Isulan, Lambayong (AVLDA) BATCH 3 (2014-2016): 10 Project Sites (61 LGUs in 6 Regions (12 Provinces; 9 Cities; 41 Municipalities) Luzon IV-A Province of Batangas Municipalities of Laurel, Lemery, Taal, Talisay IV-B V Visayas

Northern Palawan Province of Palawan Albay/Sorsogon Northern Panay Province of Aklan

Municipalities of Busuanga, Coron, and Culion Province of Albay; Legazpi City; Municipalities of Camalig, Daraga, Province of Sorsogon; Donsol, Pilar Municipalities of Buruanga, Kalibo, Malay, Nabas, Numancia, Tangalan, Ibajay

Focus of LED Initiatives Organic agriculture (rice & vegetables) Community-based rural tourism Organic agriculture (rice) Agribusiness (mango and cassava), Eco-tourism Urban tourism (culture, heritage and pilgrimage) and eco-tourism with connection to Meetings, Incentives, Conventions and Exhibitions (MICE) Cultural, arts and heritage tourism and eco-agriadventure tourism, with connection to the Meetings, Incentives, Conventions and Exhibitions (MICE) Tourism workforce development, Agri-tourism market-supply linkages Ecotourism Eco and adventure tourism

Taal Lake Historical Heritage Circuit Development Sustainable Tourism Development Legazpi-Donsol TourismCircuit Development Sustainable Tourism Development

LGSP-LED End- Of Project Report | 4

Island

Region

Province/Alliance

Negros Occidental

VII

Focus of LED Initiatives

Province of Antique; Municipalities of Culasi, Libertad, Pandan, Sebaste Province of Negros Occidental; Cities of Bacolod, Silay, Talisay

Northern Iloilo

Province of Iloilo; Municipalities of Carles, Concepcion, Ajuy, Barotac, Viejo, Banate, Estancia

Negros Oriental

Province of Negros Oriental; Cities of Bais, Dumaguete, Tanjay; Municipalities of Dauin, Manjuyod

Siquijor

Province of Siquijor; Municipalities of Siquijor, Larena, San Juan, Lazi, Maria, Enrique Villanueva Province of Cebu; City of Bogo; Municipalities of Bantayan, Daanbantayan, Medellin, Santa Fe Island Garden City of Samal

Northern Cebu Mindanao

Cities/Municipalities

Davao Del Norte

Mainstreaming Public Private Partnership Negros Occidental Rebuilding Economic Opportunities for Sustainable Tourism DaD-MaTaBa Negros Oriental Tourism Circuit Development Tourism Circuit Development for Siquijor Island Sustainable Tourism Open Beach Line on Island Garden City of Samal

Figure 1. Map of LGSP-LED Project Sites

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Batch 1 1 - One Pangasinan Alliance of LGUs (OPAL) 2 - Province of Guimaras 3 - Bohol Integrated Area Development (BIAD) V 4 - DDPKaRoMa Growth Corridor (Zamboanga del Norte)

Batch 2 5 - Metro Naga Development Council (MNDC) 6 - Metro Iloilo-Guimaras Economic Development Council (MIGEDC) 7 - Panglao-Dauis-Baclayon Bohol Marine Triangle, Inc. (PADAYON) 8 - Northwest Leyte 9 - Allah Valley Landscape Development Alliance (AVLDA)

Batch 3 10 - Northern Palawan 11 â&#x20AC;&#x201C; Albay-Sorsogon 12 - Northern Panay 13 - Negros Occidental 14 - Northern Iloilo 15 - Negros Oriental 16 - Siquijor 17 - Northern Cebu 18 - Davao Del Norte

3. Achievement of Program Outcomes Table 3 provides a summary of program achievements in meeting the desired outcomes at the ultimate, intermediate and immediate levels. As gleaned from this table, the Project was able to contribute to the desired program results/outcomes as reflected in the attainment of program targets for each of the outcome indicators. Table 3: Summary of LGSP-LED Outcomes, Actual versus Target Indicators Target Actual Percent Achieved Ultimate Outcome Average Family Income* P152,264 (2009)** P181,286 (2012) 6.74 Poverty Incidence among families (%) in participating provinces 35.7 29.8 (as of 2015) 6.83%*** **** Intermediate Outcomes Strengthened national enabling environment for good local governance and sustainable economic development that equitably benefits women and men New DILG policies, programs and tools implemented 14 15 107 Inter-agency mechanisms coordinating programs and services 12 12 100 for sustainable LED Level of satisfaction of participating LGUs of DILG policies, Satisfied-Very High _ programs, tools Satisfied Improved local conditions for sustainable local economic development LED investments by type (private, public, PPP, ODA, non-profit) 16,559,300,000 19,319,850,000 116.7 generated Employees in registered MSMEs 15,152 27,098 178.84 Level of satisfaction of private sector of LED programs and Very Satisfied Satisfied Satisfied services Visitor arrivals or Annual production of the supported agricultural 8,099,916 7,956,222 98 commodity Immediate Outcomes Strengthened ability of participating LGUs/Alliances to advance sustainable LED No. of policies, regulatory reforms and programs that advance 270* business-friendliness and competitiveness adopted by 399 148 (excluding Batch 1) participating LGUs Annual business registrations in identified sectors of 1,412 (only for Batch 2 Data not 8,201 (all batches) participating LGUs and Davao del Norte) comparable 526 Number of LED actors with capacity to plan and implement LED 519 (235Male; 101.3 291Female) Number of sustainable LED initiatives jointly implemented 28 30 107 through public-private partnerships *Average Family Income computed as average for 7 of the 9 Batch 1&2 provinces, Batch 3 started in 2013 and latest provincial data is only available for 2012 **Refers to baseline data, instead of target ***Refers to percentage point change ****Figures are based on 14 of the 22 provinces

LGSP-LED End- Of Project Report | 6

3.1

Ultimate Outcome 1000: Improved Local Economic Development for Filipino Women and Men

At the end of almost eight years of Program implementation, there have been improvements in the local economic development of women and men in most of the LGSP-LED project sites. These are reflected in improvements in household income and poverty incidence. The PMF measures achievement of this outcome in terms of these two indicators: a) average family income and b) poverty incidence among families (%) in participating provinces.3

3.1.1

Ultimate Outcome Indicator: Average Family Income

Average family income increased from 2009 to 2012 in seven of the nine LGUs in Batches 1 and 2. As shown in Table 4, all Batch 1 LGUs registered positive increase in income, with Zamboanga del Norte, Bohol and Guimaras having the highest growth. The continued support of the Program to Bohol and Guimaras through Batch 2 may have further contributed to improvements in economic activities that resulted in higher income for the residents. Except for Sultan Kudarat, average family income in Batch 2 LGUs either had lesser improvement, such as in Iloilo and Camarines Sur or declined in the case of South Cotabato and Leyte. Program interventions in Batch 2, excepting Bohol and Guimaras, began in 2011, thus potential contributions to family income may not have fully materialized. Table 4. Average Family Income* (in Php), 2009 and 2012 2009

2012

Absolute Percent (%)Increase (2009-2012)

Average Annual Growth Rate (%) (2009-2012)

One Pangasinan Alliance of LGUs (OPAL)

182,388

206,000

12.9

4.14

Bohol Integrated Area Development V (BIAD V) Province of Guimaras Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa)

148,638 162,895

208,000 204,000

39.9 25.2

11.85 7.79

110,122

161,000

46.2

13.50

191,360 113,736

165,000 165,000

-13.8 20.5

-4.82 6.42

187,023

204,000

9.1

2.94

152,074 178,397

162,000 165,000

2.1 -7.5

0.70 -2.57

Alliance/Province Batch 1

Batch 2 Allah Valley Landscape Development Alliance South Cotabato Sultan Kudarat Metro Iloilo Guimaras Economic Development Council Guimaras (same as in Batch 1 above) Iloilo Metro Naga Development Council Camarines Sur Northwest Letye Panglao Dauin Baclayon (PADAYON) (same as in Batch 1 above) *FIES data with provincial breakdown that falls within the project timeframe are only available for 2009 and 2012. Although FIES was conducted in 2015, results are expected to be released in November 2016. This means that contribution analysis can only be made for Batch 1 which ran from 2009 to 2012. For Batch 2 that ran from 2012-2014, first year implementation may have contributed to family income captured in 2012 FIES. For Batch 3, 2012 income data is considered the baseline.

3.1.2

Ultimate Outcome Indicator: Poverty incidence among families (%) in participating provinces

3 Small area estimates of the two ultimate outcome indicators in LGSP-LED sites would allow attribution of these outcomes to LGSP-LED. In the absence of these

estimates, the Program relied on official statistics gathered by the Philippine Statistical Agencies (PSA) in looking at possible LGSP-LED contribution to this ultimate outcome. Data for these two indicators are obtained from two major surveys conducted by PSA: the Family Income and Expenditure Survey (FIES) that the PSA conducts every three years, and the Annual Poverty Indicators Survey (APIS).

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There have been improvements in the poverty situation in 13 of the 20 LGSP-LED provinces from their baseline levels to 2015. Zamboanga del Norte and Bohol posted the highest percentage point decrease, although poverty level in Zamboanga del Norte remains high at 45.77%. Except for Guimaras, Sultan Kudarat and Leyte, poverty incidence in Batches 1 and 2 provinces were lower than baseline. With LGSP-LED implementation already completed in these provinces by 2015, one can attribute that the program has had some influence on the decline in poverty levels. For Batch 3, seven provinces had lower poverty incidence while four provinces registered higher poverty levels relative to 2012 baseline. Provinces that saw an increase in poverty incidence include Guimaras, Sultan Kudarat, Leyte, Sorsogon, Negros Occidental, Aklan and Siquijor. Except for Siquijor which saw a significant percentage point increase of 28.39% from its 2012 level, the increase in poverty incidence in the other six provinces ranged from .75% to 5.96%. According to the Philippine Statistics Authority, poverty estimates in Guimaras, Siquijor, Antique and Davao del Norte should be observed with caution due to the small sample size. Table 5. Poverty Incidence* among Families, in percent, by Province Batch/LGU

% Points Change in Poverty Incidence (Baseline to 2015)

2009

2012

2015

19.5 18.6 38.6 63.6

17.0 26.2 32.5 50.3

18.50 19.35 24.70 45.77

(1.00) 0.75 (13.90)

26.8 44.2

28.0 41.6

24.88 47.41

(1.92) 3.21

22.4 18.6 37.2 33.1 38.6

21.9 26.2 33.5 31.9 32.5

21.04 19.35 29.15 39.06 24.70

(1.36) 0.75 (8.05) 5.96 (13.90)

29.3 33.9 34.3 22.4 28.3 38.4 34.0 41.9 26.1 26.7 29.2

25.2 36.1 32.1 21.9 26.2 21.0 32.1 45.3 24.6 22.4 30.9

17.51 25.12 35.71 21.04 28.33 23.78 28.25 41.91 52.99 21.52 27.62

(7.69) (10.98) 3.61 (0.86) 2.13 2.78 (3.85) (3.39) 28.39 (0.88) (3.28)

Batch 1 (Baseline Data: 2009) One Pangasinan Alliance of LGUs (OPAL) Bohol Integrated Area Development V (BIAD V) Province of Guimaras Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa) Batch 2 (Baseline data: 2009) Allah Valley Landscape Development Alliance South Cotabato Sultan Kudarat Metro Iloilo Guimaras Economic Development Council Iloilo Guimaras/b/ Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON) Batch 3 (Baseline Data: 2012) Palawan Albay Sorsogon Iloilo Negros Occidental Aklan Antiqueb/ Negros Oriental Siquijora/ Cebu Davao del Norteb/

(17.83)

* First semester figures were used to ensure data consistency as there are no full-year data available for 2015. a/ Caution in utilizing the estimate for these provinces must be observed due to small sample size b/ Coefficient of variation of 2015 first semester provincial poverty incidence among population is greater Source of Data: Philippine Statistical Authority

3.2

Intermediate Outcome 1100: Strengthened National Enabling Environment for Good Local Governance and Sustainable Economic Development

The Project has contributed to strengthening the national enabling environment for LED. It was instrumental in supporting DILG to shape the national framework and program for LED which serves as guide to LGUs in enhancing their LED enabling environment and competitiveness. The framework also works for other LED actors that support LGUs implement LED reforms and initiatives. Through LGSP-LED assistance, the DILG formulated and put in place a set of policies and coordinating mechanisms to promote business friendly and competitive LGUs

LGSP-LED End- Of Project Report | 8

(BFCL). DILG established the policy and programming framework for LED that enables LGUs to collaboratively engage with the private sector and communities to expand local economies in sustainable and inclusive ways, and promotes a tailored approach in the delivery of programs and services in support of LGU LED efforts. The Program also assisted DILG in harmonizing national policies and programs on LED, designing a LED capacity development program, and developing LED information tools and knowledge sharing mechanisms. LGSP-LED was also instrumental in assisting DILG develop and implement programs that promote Business Friendly and Competitive LGUs (BFCL). BFCL was adopted by DILG in 2013 as one of its outcome areas in support of the national development agenda for inclusive growth as well as in response to the clamor to build the capabilities of LGUs in improving local economic conditions, including jobs and livelihoods. As the Departmentโ s BFCL desired results were aligned with the objectives of LGSP-LED, the Program supported the formulation and implementation of BFCL policies and programs, such as automation of BPLS, business planning, capacity building of LEIPOs, among others. These set of BFCL policies and programs have been put in place by DILG not only in LGSP-LED sites but also in other LGUs across the country. In view of these program contributions, the DILG has made good progress towards achieving its BFCL outcome. Box 1: DILG Business Friendly and Competitive LGUs Program Objectives ยง Improve capacity of LGUs in engaging business sector, promoting local trade/business and generating employment following reforms in their business environment ยง Enhance LGU competitiveness towards increasing sustainable growth and ensuring that growth is inclusive Desired Outcomes ยง Updating the Local Revenue Code (in partnership with the Department of Finance) ยง Formulation/updating of the Local Investment and Incentives Code (In partnership with the Department of Trade and Industry) ยง Formulation of the Tourism Code (in partnership with DOT) ยง Creation of the Local Economic Investments Promotion Officer (LEIPO) ยง Streamlining of Business Permit and Licensing System (BPLS) ยง Development of LGU Business Plan (roadmap) to attract investment and generate employment ยง Updated and approved comprehensive Land Use Plan (CLUP)/Zoning Ordinance as well as Comprehensive Development Plans (CDPs) and sector plans (e.g. Tourism Plan) to guide location and focus on investments ยง Active partnership with business sector including implementation of a public-private partnership project (PPP) ยง Basic infrastructure to support local business such as roads, power, information technology support

3.2.1

Intermediate Outcome (1100) Strengthened National Enabling Environment for LED Indicator 1100.1 No. of DILG policies, programs and tools implemented in support of sustainable LED

With LGSP-LED assistance, DILG now has a suite of comprehensive integrated policies, programs and tools to support LGUs in pursuing sustainable local economic development. Some of these tools form part of the BFCL indicators that DILG, in collaboration with PCCI and other partner agencies, developed and adopted in gauging the competitiveness of LGUs across the country. These policies were developed through a series of consultations with the private sector, LGUs and relevant NGAs. At project end, a total of 15 new policies, programs and tools have been developed and implemented by DILG. These are as follows: Table 6: DILG LED policies, programs and tools Title of Policies

Year Developed

Six new LED Policies Joint Administrative Circular (JMC) for convergence on rural development which guides convergence activities of DILG, DA, DENR and DAR in the implementation of agricultural programs for LGUs; JMC on the LGU Roles in Tourism Development (with DOT) which serves as the policy framework of DILG and DOT in the implementation of the Tourism Act; JMC on the Updating of Local Revenue Code (with BLGF-DOF) which serves as a guide for LGUs in reviewing the local revenue codes and defines the roles of LGUs, DILG and BLGF-DOF JMC on Formulating the Local Investment and Incentives Code (with DTI) which serves as guide to LGUs in preparing or updating their LIIC. Memorandum Circular on Local Economic and Investment Promotion Officers and LED Roadmap for LGUs on Organic Agriculture Three new programs that advance the capacity of LGUs in initiating LED reforms

2012 2012 2012 2012

2013

LGSP-LED End- Of Project Report | 9

Title of Policies LGU Business Planning LGU Tourism Planning TRABAJO (a Workforce Development Program that helps create, sustain and retain a local, viable workforce that is connected to local businesses, and enhances people’s access to quality job opportunities Six LED tools to support continuous capacity building of LGUs LED4LGUs Curriculum, a training program implemented by the Local Government Academy that provides LGUs with knowledge on LED fundamentals and skills in planning and implementation of LED initiatives Local Investment Incentives Code Promotion Module Training program that enhances LGU investment promotion policies and incentives for MSMEs LGU Tourism Planning Guide that provides a ready reference for LGUs in preparing their tourism development plans Climate Change for LED Modules LED Information Portal

Year Developed 2014 2014 2016

2013 2014 2015 2015 2014 2013

LGU respondents to the survey indicated that many of these BFCL tools are useful in their LED work. In particular, they appreciated the Guides on LIIC, LRC Updating, LGU Business Planning and Tourism Planning that accompanied the training in these areas. Some indicated that they use these guides/toolkits as reference in formulating local LED enabling policies and plans. These policies and programs are consolidated and included as part of the National LED Support Program of DILG.

3.2.2

Intermediate Outcome: Strengthened National Enabling Environment for LED Indicator 1100.2 No. of inter-agency mechanisms coordinating programs and services for sustainable LED

DILG had been promoting convergence of NGA initiatives and programming for LED. Through the assistance of LGSP-LED, 12 inter-agency mechanisms to coordinate programs and services for sustainable LED have been formed. At the national level, two convergence platforms were created and are operational: one on agriculture and rural development (through the DILG and the DA-DAR-DENR National Convergence Initiative for Sustainable Rural Development, or NCI), and the other on tourism (between the DILG and the Department of Tourism (DOT) At the local level, all ten LGU Alliances (Batch 1, 2 and 3) have operational and active LETT mechanisms, along with associated LED resource networks, that are aligning support services and bundling programs for implementation of the Alliances’ local economic development plans.

National Platform for LED Convergence

The national convergence platform for tourism planning created through the Joint Memorandum Circular (JMC) signed between DILG and DOT was operationalized through: the formulation of the LGU Tourism Planning Guide; conduct of Trainer’s Training for regional staff of DILG and DOT; and training of local tourism officers and other LGU staff. For non-LGSP areas, DILG regional offices are expected to roll out the Tourism Planning Guide to LGUs with DOT providing technical expertise. The interviews with DOT officials responsible for tourism planning expressed continued full support to DILG in future roll out of the Guide to other LGUs by providing tourism planning expertise and other resources of the Department. Another national convergence platform is the National Convergence Initiative among DA, DAR, DENR and DILG which was created to develop and put in place working coordination and collaboration mechanisms to assist LGU efforts in agribusiness, agro- tourism, renewable energy and climate change. LGSP-LED supported the crafting of the Manual on Organic Agriculture for LGUs. According to BLGD, plans to roll out the Manual to LGUs is on hold since the draft is still with NCI for review/finalization and endorsement to the Organic Agriculture Committee headed by DA.

LED Convergence at the Local Level LED convergence at the local level was initially planned to be facilitated through the creation of the local Economic Transformation Team (ETT), an inter-agency mechanism that would allow stronger interface between national government agencies, local government units and private sector actors to bundle and tailor LED services and programming in support of economic priorities in a given locale. DILG took the helm in establishing local ETTs or similar mechanisms for collaboration among NGAs, for a whole-of-government approach in LED, institutionalizing purposive coordination and collaboration at the local level. An ETT Operational Guide was also developed as a reference for DILG field offices in establishing/facilitating a local ETT. The adoption of the local ETT in the LGSP-LED sites served as a testing ground in determining its effectiveness as a convergence mechanism.

LGSP-LED End- Of Project Report | 10

While the original plan was to mandate the ETT mechanism in the project sites, some LGUs were able to converge NGA resources on their own without need of a formal mechanism. Hence, the focus of LED convergence was not about institutionalizing a structure but rather making convergence happen through regular dialogues among LGUs and NGAs. The experience of LGSP-LED Local Projects has shown that while regional and provincial ETTs convened by DILG field offices facilitated the coordinated delivery of programs and services to LGUs in some sites, in other instances, LGUs or other NGAs assumed the task of leading NGA convergence without the ETT mechanism and DILG as lead convenor. Some examples of successful LED convergence are as follows: •

•

In MIGEDC, the Regional Economic Transformation Team (RETT) has been active in aligning the services of NGAs to address the needs of MIGEDC to strengthen the development of its tourism circuits. In view of the strong organizational structure of the MultiSectoral Advisory Council (MSAC) led by DILG, the RETT was placed as a sub-committee of the council. The RETT has been source of a strong academe-industry-government linkage for tourism. In Negros Occidental, the provincial government took the initiative to lead the dialogue for convergence with relevant NGAs and private sector representatives. With the experience gained from LGSP-LED, the Province is now more confident of its capability to harness NGA resources in a coordinated manner. In Bohol, the Provincial Office has revived the convergence among partner NGAs to support the sustainability plans of BIAD V and PADAYON partners. At the same time, the Provincial Government continues to lead the convergence among DOT, DPWH, DTI, etc. in the development of the Provincial tourism sector. This is a continuation of the post-Earthquake convergence set-up, wherein DILG acts as the Secretariat. In DDPKaRoMa, the “One LocalitY, One IndustrY, One QualitY” or 3Y Program is a Convergence Program in the Province with DOLE as lead convenor and TESDA, DOT, DTI, and DOST as partner agencies. The Program had a 2011-2014 Action Plan that detailed the converged activities of the NGA partners. Member agencies intend to pursue the same workforce and livelihood development activities, expanding the coverage to more LGUs, and with the academe (JRMSU) and the Regional Tripartite Wages and Productivity Board (RTWPB) as the main convenors of the convergence mechanism to replace 3Y.

In Local Projects where the regional and provincial ETTs were functional, DILG regional and/or provincial directors assumed a proactive role in mobilizing NGA support to identified needs of Local Projects. While some LGUs were able to access NGA programs and resources, assistance lacked more strategic alignment of Project activities with NGA programming thus limiting their ability to maximize available NGA resources. The few LGUs where local ETTs were less functional cited the lack of priority placed by NGA members in the Projects and that the LED projects were additional load to existing work.

Box 2. LED Convergence At Work: The Case of Davao del Norte

The local project in Davao del Norte was started as a convergence effort of the LGUs, private sector and National Government Agencies (NGAs). These groups conducted an inventory of existing NGA programs available for the Project, formulated the local project workplan, and identified possible services by the NGAs. The convergence was formalized through a Memorandum of Understanding (MOU) among the various NGAs. Working committees were organized to spearhead the specific work packages The convergence provided easy access in providing support or assistance in the project implementation because everybody knew what their roles were in the local project. One example of successful collaborative effort between the private sectors of Island Garden City of Samal and Davao City is in destination marketing and product development, Davao draws more tourists for MICE while Samal offers leisure destination such as beach holidays. Because of this, the local project through the DOT endeavored to bridge the two private sectors in order to work jointly on destination marketing and product development. This resulted in the development of tour itineraries for Davao and Samal which are now jointly promoted through major campaigns such as the Visit Davao Fun Sale (VDFS).

Regardless of the modality in coordinating NGA programing for LED, all Project sites acknowledged the importance of making convergence work, i.e. ensure that there is complementation of NGA programs and resources made available to LGUs. As experienced by the Program, LED convergence will work if there is a strong anchor that will effectively coordinate and collaborate with NGAs in aligning their programs and resources with LED needs at the local level. In the case of Albay-Sorsogon, Negros Occidental, Negros Oriental and Davao del Norte, this anchor was the Provincial Government. In the case of Local Projects managed by Alliances, such as OPAL and MIGEDC, the DILG regional/provincial LED persons performed key coordinating role. In addition, what has emerged from the Local Projects’ experience is the idea that the key to facilitating convergence is a clearly-defined LED strategy and action plan (in the case of the Local Projects, the Tourism Circuit Development Plan) that detail specific resource requirements from NGAs and other local partners.

LGSP-LED End- Of Project Report | 11

DILG is committed to continue promoting LED convergence in other LGUs. In so doing, it will be guided by lessons learned from LGSP-LED experience, such as the ones discussed above. At the local level, some LGSP-LED LGUs and NGAs expressed their intent to continue collaboration for LED, such as in the case of DDPKaRoMa, Bohol, Negros Occidental, to name a few. The success of these LGSP-LED cases in LED convergence will be helpful to DILG in the roll out of LED to other LGUs.

Collaboration with Private Sector and Local Business Organizations Public-private partnership is one of the cornerstones in enabling local economic development activities. DILG acknowledges the primordial role of partnership with the business sector in the implementation of business-friendly and competitive LGU programs, specifically, in the areas of investment promotion and LED service delivery. With support from LGSP-LED, the DILG and the private sector through the PCCI, collaborated in bringing about key LED activities and initiatives with LGU partners. PCCI represents more than 35,000 enterprises nationwide. Recognized by the government and international institutions as the voice of Philippine business in the conduct of public-private dialogue, advocacy, training and chamber management, PCCI serves as a proactive catalyst of development, promoting and supporting the drive for globally competitive Philippine enterprises in partnership with more than 110 local chambers, 35 international business councils and 135 industry associations. PCCI’s involvement in LGSP-LED resulted from the need for private sector’s greater input and participation in the implementation of activities at the program level. PCCI originally played an advisory role in implementing the first batch of LGSP-LED projects but its role was reinforced in September 2013 to help support capacity building in investment promotion in partnership with the Program’s Local Project partners. PCCI participated in developing modules for capacity building of LEIPOs—as training provider, PCCI supported the LEIPO capacity development in the following areas: (i) preparing sales pitches; (ii) preparation of investment/project briefs; and (3) review and recommendations for improvement of LEIPOs investment promotion functions PCCI also helped reinforce DILG’s role in economic development through the LED Program. As the organizer and convener of the Most Business Friendly LGU Awards, PCCI works with DILG in creating synergies between the criteria for Most Business Friendly LGU Awards and Seal of Good Housekeeping. The Most Business Friendly LGU Awards is one of PCCI’s most coveted institutional awards conferred by the President of the Philippines. Through LGSP-LED support, DILG and PCCI’s criteria for BFCL have been synchronized paving the way for a more institutional public-private partnership in recognizing successful LGUs in instituting good governance reforms. At the local level, PCCI has been involved in the following activities: §

Capacity Building for LEIPOs. Through its participation in the LGSP-LED curriculum design for the training of LEIPOs, PCCI was able to help in identifying core competency standards for LEIPOs especially in dealing with the private sector.

Business Recovery. PCCI supported the development of a one-stop shop for SME recovery in Leyte following Super Typhoon Haiyan (Yolanda). The project enabled greater partnership between business and academe for market intelligence, supply sourcing, economic studies, among others. This resulted in a MOA between the academe, private sector and local government.

LGU Trade and Investment Promotion (TIP). As the largest business organization in the Philippines, PCCI has access to an extensive pool of network for investment promotion activities. Through the support of LGSP-LED, PCCI is implementing TIP to enable mechanisms for promoting local investment opportunities. Through TIP, LGSP-LED beneficiaries are able to access PCCI’s database, contacts and resources to undertake investment promotion, business matching and sourcing of partners/ business information. TIP pilot areas and partners include: Negros Occidental Chamber of Commerce, Davao City, Cagayan de Oro and Naga City

In MIGEDC, the Iloilo Business Club partnered with the Iloilo local universities, University of Agustin and Central Philippine University in delivering tourism skills training for the local tourism industry. In Bohol, the provincial government tapped the services of the Bohol Association of Hotels, Resorts and Restaurants to train currently employed or prospective tourism workers to acquire or enhance tourism skills demanded by the local tourism industry. The participation of the private sector at the Program and Local Project level provided the market lens in the design and implementation of project activities. At the Local Project level, the private sector provided valuable inputs to the PMT in defining the scope and direction of the LED initiative. At the activity level, LED actors actively participated in the development of the TCP and in operationalizing the different activities under the plan either as a technical resource or plan implementer.

LGSP-LED End- Of Project Report | 12

3.2.3

Intermediate Outcome: Strengthened National Enabling Environment for LED Indicator 1100.3 Level of satisfaction of participating LGUs on DILG policies, programs, tools and coordinating mechanisms for sustainable LED

Participating LGUs across all Batches have indicated a high level of satisfaction (average rating of 4.04 out of 5) on LED policies, services and programs of DILG. For Batch 1, LGUs particularly appreciated LGSP-LED support to their livelihood training programs. In Batch 2, all of the five alliances were highly satisfied with the services provided by DILG in formulating their LED policies, such as the LRC and LIIC, streamlining of BPLS and development and promotion of tourism packages. In terms of awareness, the survey for Batch 2 LGUs revealed that only 63% of LGU participants knew of the DILG LED programs or services being implemented in their localities. This suggests the need for more aggressive dissemination of DILG programs to LGUs, which function rests mainly on the MLGOOs. Among the reasons cited for the lower/dissatisfied ratings for selected DILG policies, programs and tool include delays caused by complaints and disputes and personal dynamics among NGAs, poor relationships between executive and legislative branches of government, absence of certain information requested by investors and logistical challenges. LGUs are increasingly concerned with broad outcomes such as competitiveness, poverty reduction, social inclusion, environmental sustainability, good governance and security and safety. There is a noticeable shift in the policies and programs of the LGUs towards a consistent and coherent view that local communities and regions can shape big changes. With the implementation of DILG’s capacity development on LED, LGUs have shifted their roles, from supervisor and regulator to manager of a dynamic, ongoing and responsive LED process. This process is driven by a recognition that governments’ roles and resource bases should move to the most local levels at which they can operative effectively, is allowing local choices and permitting LGUs to better deliver services, provide leadership and vision, and stimulate, regulate and tax localized markets. There now exists a sound and coherent inter-departmental framework for local governance and LED, one that strategically integrates and makes connections across the policies and programs of NGAs and promotes an ethic of support to serving the locally defined needs of LGUs and their communities.

Immediate Outcome: 1110 Increased Capacity of DILG and Participating NGAs to Harmonize Policies

3.3

and Coordinate Programs in Support of Sustainable LED

LGSP-LED has contributed to building the LED capacity of DILG, particularly the Bureau of Local Government Development (BLGD) which is the lead unit responsible for LED and the Department’s BFCL outcome. In addition, the Program has built the capacity of DILG’s regional and provincial offices through the LED focal persons who are tasked to carry out the Department’s LED programs to LGUs. As stated in the PMF, the indicators of enhanced DILG and participating NGA capacity on LED are as follows: a) No. of national policies, programs and tools formulated on LGU business friendliness and competitiveness, and b) No. of LGUs accessing DILG’s LED support programs. A total of 58 DILG personnel, 25 male and 33 female, have been trained and coached on LED planning, tourism circuit planning, project management and business planning.

3.3.1

Immediate Outcome: Increased Capacity of DILG and participating NGAs to harmonize policies and coordinate programs in support of sustainable LED Indicator 1110.1 No. of national policies, programs and tools formulated on LGU business friendliness and competitiveness

Increased capacity of DILG and NGAs to formulate and coordinate policies, programs and tools on BFCL is reflected in the number of these BFCL outputs. As of Project end, the DILG, in collaboration with NGA partners, formulated a total of 15 national BFCL policies, programs and tools exceeding the target of 14. They are as follows: Policies: Six (6) new policies formulated: • Joint Administrative Circular (JMC) for convergence on rural development • JMC on the LGU Roles in Tourism Development (with DOT) • JMC on the Updating of Local Revenue Code • JMC on Formulating a Local Investment and Incentives Code • Roadmap for LGUs on Organic Agriculture • Memorandum Circular on Local Economic and Investment Promotion Officers and LED Programs: Six new programs developed: • LGU Business Planning

LGSP-LED End- Of Project Report | 13

• •

LGU Tourism Planning Workforce Development (TRABAJO)

Tools: Five (5) tools formulated: • LED4LGUs Capacity building programs on LED • Local Investment and Incentives Code Module • LGU Tourism Planning Guide • Climate Change for LED Modules • Training Programs that enhances LGU investment promotion policies and incentives for MSMEs • LED Information Portal In formulating these LED and BFCL instruments, DILG-BLGD staff were provided with hands-on training and coaching in drafting LED policy issuances, formulating metrics for business friendly and competitive LGUs, designing capacity building programs, and developing support mechanisms for LED. This suite of LED policies, programs and tools that have been formulated with support from the LGSP-LED has given flesh to the Department’s LED Program. Backed by a clearer program framework and improved capacity for LED, DILG has gained more confidence in working with relevant NGAs in promoting tourism development and in implementing its LED mandates across other pillars of the national government structure. This confidence is shown by their new abilities to advance common LED policies and programs, prepare joint memoranda and circulars on LED, and participate in relevant inter-agency activities. The quality of the policies and concept papers has greatly improved, metrics for businessfriendliness and competitiveness are clearer, and planning, monitoring and evaluation capacities have been enriched by the newly acquired LED knowledge. Other improvements in DILG’s organizational capacity for LED that have been influenced by the Program include the following: •

Improved internal coordination in planning and programming within the DILG to achieve BFCL outcome. Having had to assume greater responsibility for program management, in accordance with the LGSP-LED sustainability strategy, DILG streamlined interdepartmental/bureau functions and coordination of existing programs and tools related to LED and BFCL. For instance, clear delineation of roles and responsibilities between the BLGD as the lead BFCL outcome manager, and LGA as lead for capacity building, improved complementation of activities and resources for LED.

Improved competency as LED capacity builder. Aside from the competency improvements discussed above, the Program also enhanced DILG’s capacity building role in promoting BFCL. The Local Government Academy, DILG’s training arm, led the development of capacity building programs for DILG regional personnel, LED focal persons, and other local LED stakeholders (e.g. MSMEs, Private sector). With support from LGSP-LED, the LED4LGUs curriculum was developed and implemented by LGA in capacitating non-LGSP LED local governments. The Program also enabled LGA to access relevant knowledge materials and establish linkages with LED champions (through knowledge exchanges) which enriched the LED training design and facilitated the conduct of LED training programs. Having implemented various LED training programs to different LED audiences, LGA LED focal persons gained competence both in content and delivery of LED training and expressed confidence in discussing LED to different stakeholders.

Enhanced Access to Knowledge and Learning Strategies. As knowledge manager for LED, DILG was able to organize a number of knowledge sharing events for LGUs, NGAs and the private sector to discuss the different challenges and opportunities to successfully implement LED. LGSP-LED sponsored important dialogues on key policy issues that have strong LED consequences, such as the ASEAN economic integration, the emerging challenge of climate change and the United Nation’s 2030 Sustainable Development Goals. The Program also supported the development and installation of online learning courses on LED4 LGUs and an online LED information platform, SparkBiz, to manage LGU investment data. The case studies documented by the program also helped DILG effectively promote LED and showcase its results. The rich stories of the local projects reinforced the benefits of sustainable LED and proved that LED initiatives can work at the local level.

With enhanced policy and organizational capacity for LED, visible involvement in LED discussions at the national level, and an important coordinating role to play at the local level, DILG has bolstered its leadership role in enabling LGUs create business-friendly and competitive local environment.

LGSP-LED End- Of Project Report | 14

3.3.2

Immediate Outcome Increased Capacity of DILG and participating NGAs to harmonize policies and coordinate programs in support of sustainable LED Indicator 1110.2 No. of LGUs accessing DILG’s LED support programs

Increased LGU Capacity Another indicator of increased DILG capacity is the extent to which LGUs are accessing DILG LED support programs. By end of Project, a total of 138 LGSP-LED assisted LGUs, consisting of 19 provinces, 17 cities and 102 municipalities, have accessed DILG LED support programs exceeding the target of 137 LGUs. Table 7. No. of LGUs Accessing DILG’s LED Support Programs, as of March 2015 Title of Policies Year Developed Six new LED Policies Joint Administrative Circular (JMC) for convergence on rural 2012 development which guides convergence activities of DILG, DA, DENR and DAR in the implementation of agricultural programs for LGUs; JMC on the LGU Roles in Tourism Development (with DOT) which 2012 serves as the policy framework of DILG and DOT in the implementation of the Tourism Act; JMC on the Updating of Local Revenue Code (with BLGF-DOF) 2012 which serves as a guide for LGUs in reviewing the local revenue codes and defines the roles of LGUs, DILG and BLGF-DOF JMC on Formulating the Local Investment and Incentives Code (with 2012 DTI) which serves as guide to LGUs in preparing or updating their LIIC. Memorandum Circular on Local Economic and Investment Promotion Officers and LED Roadmap for LGUs on Organic Agriculture 2013

LGU Business Planning LGU Tourism Planning

Roll-Out Activities Regular TWG meetings are held to discuss agricultural issues affecting LGUs Used as guide for promoting tourism development planning by DOT 239 LGUs prepared their Local Revenue Codes 331 LGUs have prepared their Local Investment and Incentives Code 1,331 LGUs had designated their LEIPOs

Roadmap used by select LGUs in promoting organic agricultire Three new programs that advance the capacity of LGUs in initiating LED reforms 2014 50 LGUs have completed business planning and prepared business plans 2014

TRABAJO (a Workforce Development Program that helps create, 2016 TRABAJO program implemented by sustain and retain a local, viable workforce that is connected to local DILG businesses, and enhances people’s access to quality job opportunities Six LED tools to support continuous capacity building of LGUs LED4LGUs Curriculum, a training program implemented by the Local 2013 443 of LGUs covered by LED4LGUs Government Academy that provides LGUs with knowledge on LED 150 of participants in online courses fundamentals and skills in planning and implementation of LED initiatives Local Investment Incentives Code Promotion Module 2014 Integrated as part of the DILG’s BFCL program Training program that enhances LGU investment promotion policies 2015 Integrated as part of the LED program of and incentives for MSMEs LGA LGU Tourism Planning Guide that provides a ready reference for 2015 Training on tourism planning is available LGUs in preparing their tourism development plans upon request Climate Change for LED Modules 2014 Training on Climate Change for LED LED Information Portal 2013 319 LGUs registered and profiled As the task of downloading LED and other national programs to LGUs rests with DILG field offices, enhancing the capacity of DILG field offices was imperative. With enhanced LED knowledge and skills, DILG field staff were expected to provide more effective assistance to LGUs in implementing DILG policies and accessing BFCL programs of the Department. Recognizing this, DILG designated LED Focal

LGSP-LED End- Of Project Report | 15

Persons at the DILG regional and provincial offices to support the implementation of LGSP-LED Local Projects. DILG LED Focal Persons were trained in a range of LED areas and were expected to pass on their learnings to the DILG field staff at the municipal level, or the municipal local government operations officers (MLGOOs). DILG participation centered on facilitating capacity building activities particularly in the formulation of various LGU LED enabling policies, such as the LRC, LIIC, Business Plans, among others. There was limited involvement in the implementation of tourism development initiatives as this was handled directly by the Program staff in collaboration with partner agencies and institutions that have expertise on the subject. In some project sites, the participation of DILG LED Focal Persons in convening the local ETT to support the LED needs of LGUs has enhanced their working relationship with other NGAs in the region/province as well as with partner LGUs and other LGSP-LED project actors. Through sustained interaction with the Partnership Adviser and involvement in some LED activities in the LGUs, they gained new knowledge and hands-on experience in undertaking LED activities, such as working with the private sector, that were quite new to them. In addition, participation in various training programs has helped these individuals acquire the fundamentals of LED that they find useful as they continue to provide assistance to LGUs in pursuing LED reforms and achieve local economic success. In other project sites, gaps in LED capacities of DILG field personnel, particularly at the municipal level, were noted. For instance, the 63% awareness rating of LGUs on DILG LED programs is reflective of the MLGOOs’ ability to communicate and explain such programs to their assigned LGUs. The low priority given to Local Project activities by some DILG LED focal persons is also indicative of the lack of buy-in and understanding of DILG’s role in promoting LED.

Enhanced National Government Agency (NGA) Capacity The opportunity to work together to support LED initiatives of LGUs has also enhanced the capacity of other NGAs to deliver their programs and services more efficiently and effectively. Results of the survey of NGA partners at the local level indicate the following benefits arising from their participation in the Program: strengthened institutional linkages and camaraderie among agencies which facilitated delivery of their mandates, increased opportunities for partnerships, better understanding of LED programs, mandates and functions of other NGAs and how overlaps can be minimized and resources maximized, and enhanced LGU awareness of NGA programs. For the DOT national and regional offices, the refocusing of the Program’s LED initiative component to tourism resulted in closer collaboration between the two agencies and the alignment of the Local Project strategies with the National Tourism Development Plan. The selection in Batch 3 project sites from the identified Tourism Development Areas in the NTDP and the adoption of the circuit or cluster approach to tourism development were supportive of the NTDP. Moreover, the formulation of enabling policies for sustainable tourism, the drafting of the LGU Guidebook on Tourism Planning, and training of local tourism officers all contributed to the operationalization of the NTDP and provided the foundation for institutionalization of tourism function in the LGUs. The LGSP-LED experience also offers useful lessons that both the DOT and DILG can use in providing policy and program support to LGUs and other industry actors in promoting tourism sector competitiveness. The Program has supported DTI in several of its mandates. Its assistance to LGUs in streamlining or automating BPLS is a boost to the Department’s efforts to improve the ease of doing business as a means to encourage more investment and businesses. The value chain and tourism circuit development approach undertaken by the Local Projects generated information that is useful to DTI field offices in providing focused assistance to identified MSMEs within the value chain/circuit. The Program has also facilitated the establishment and operationalization of the Negosyo Centers.5 The partnership with DTI in the training of LGUs on LIIC formulation/updating and the production of LIIC Guide has enhanced the visibility and accessibility of DTI and its programs and services at the LGU level.

3.4

Intermediate Outcome 1200: Improved Local Conditions for Sustainable LED

Prior to the start of the LGSP-LED Project, local economic conditions in the partners sites were characterized by the following common trends: a) predominantly agriculture-dependent with limited opportunities for value-adding industries to support higher income opportunities, especially among MSMEs and lack of linkages to services and manufacturing industries; b) high poverty incidence as a result of limited opportunities for diversified industries that can improve or scale up livelihood and employment prospects; c) high unemployment rates given the limited opportunities and lack of skills to match industry needs; and, d) limited infrastructure connectivity that affects the competitiveness of its agriculture or tourism value chains. Because of these trends, local economic development was concentrated in areas where infrastructure was mostly developed and where private sector activities are already existing; while opportunities for investments and employment were limited in areas where high levels of poverty exits in both provincial or regional levels. LGSP-LED worked with its partners in enabling a sector competitiveness approach by deepening value chain development and product-market niching in both agriculture and tourism sectors while enabling business-oriented LED policies through the cooperation of the LGUs, DILG, local business community and national government agencies (i.e. DTI and DOT).

2015 saw the creation, through a Republic Act Go Negosyo Centers. These centers seek to strengthen micro, small and medium enterprises (MSMEs) to create more job opportunities in the country With DTI as the main implementing agency, the law establishes “Negosyo Centers” in all provinces, cities and municipalities to promote “ease of doing business and facilitate access to services for MSMEs within its jurisdiction.” 5

LGSP-LED End- Of Project Report | 16

Such an approach is reflected in the LGSP-LED Logic Model which shows that improvements in the overall environment for LED, and tourism in particular, are brought about by LGUs working to become more business-friendly and competitive in partnership with a local industry, i.e. the local tourism sector, which is in turn striving to become more competitive. Moreover, the framework highlights the importance of national government support for these local efforts through enabling national policies, capacity development and programs to ensure access to LED information, and a convergence of NGA support programs and services to respond to the LED agenda crafted by the LGUs in partnership with the private sector. As reflected in the Program PMF, improvements in local economic conditions are measured in terms of increased investments, new employment generated, increased visitor arrivals (for Batches 2 and 3), agricultural production (for Batch 1), and overall stakeholder satisfaction with the LGUs A full presentation and analysis of the program results for this intermediate outcome based on these four indicators is limited by the availability of data on the PMF indicators. As of this report, these limitations are as follows: •

Analysis of investment performance across the 18 project sites is not feasible since the indicator was added when Batch 1 had already started. Thus, Batch 1 did not have data on investment targets and actual investments until 2013 when the indicator was added in the PMF. Moreover, data available for 2013 did not distinguish between tourism and agriculture projects. Baseline data on investment was also not available in all batches.

•

On employment, the indicator used for Batch 1 is not employment, but the number of livelihoods strengthened as a consequence of LGSP-LED. Sex disaggregation of employment data in all batches was not available.

•

Baseline data on tourist arrivals in all batches is complete, however growth targets are missing for Batch 1, particularly for Guimaras and DDPKaRoMa which had tourism components.

•

The indicator on new business registration is missing data on baseline, targets and actual estimates for some alliances/provinces. Batch 2 has complete targets while for Batch 3, seven of the nine provinces have baseline data, only three have targets, and one Batch 3 has no data available for 2016.

•

The report recognized that the devastation caused by Typhoon Haiyan in some of the Batch 2 and 3 project sites, particularly in NW Leyte, and the Bohol earthquake, had severely affected local economic conditions in these areas and influenced Local Projects’ implementation and achievement of set targets.

•

Data gathering for the PMF indicators on investment, employment and business registration would have been facilitated if automated BPLS were installed and operational in the project sites. To date, only 34% of the LGUs in the project sites have automated BPLS. The tourism statistics information system being put in place in some LGUs with support from LGSP-LED and other projects will help address difficulties in future gathering of essential tourism data.

Available data on investment, employment, visitor arrivals/agricultural production show impressive results for the Program. New investment generated across the 18 project sites reached P19.3 billion, exceeding the overall target of P16.6 billion, with private investment accounting for almost 80%. The number of new jobs in tourism related business also surpassed the overall target by more than 10,000. Visitor arrivals were higher than baseline levels. For Batch 1 LGUs that focused on agriculture, organic rice production rose from almost nil at baseline to 709 metric tons in 2012 for OPAL and BIAD5 combined while cassava production in DDPKaRoMa doubled for the same period. These gains in improving conditions in the LGSP-LED LGUs for local economic development were a result of LGUs becoming more business-friendly and an economic sector, i.e. tourism, that has become more competitive. Through LGSP-LED assistance, LGUs were able to: formulate and implement LED strategies that improved the enabling environment for LED, work in partnership with the private sector in developing tourism plans that led to more competitive tourism products and effective marketing strategies, and mobilize the resources of national government agencies and other stakeholders in the community to support LED initiatives Table 8: Summary of Intermediate Outcome Indicators, as of March 2016 Alliance/Province Cumulative Investment* (In million PHP) Total Batch 1 One Pangasinan Alliance of LGUs (organic rice)

265.20 37.40

Public 255.4 37.4

Private

Cumulative* New Employment No.

Annual Visitor Arrivals No.

Annual Production (in metric tons)

9.8 41

LGSP-LED End- Of Project Report | 17

Alliance/Province

Cumulative Investment* (In million PHP) Total

Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (cassava) Province of Guimaras Bohol Integrated Area Development (BIAD) V (organic rice) Batch 2 Allah Valley Landscape Development Alliance Metro Iloilo Guimaras Development Council Metro Naga Development Council North West LEYTE Panglao Dauis Baclayon (PADAYON) Batch 3 Northern Palawan Albay-Sorsogon Northern Iloilo Northern Panay Negros Occidental Negros Oriental Siquijor Northern Cebu Davao del Norte All batches

Public

Annual Visitor Arrivals No.

Annual Production

9.8

(in metric tons) 16,610

Data included in MIGEDC in Batch 2 Data included in PADAYON in Batch 2

668

227.80

218.0

Private

Cumulative* New Employment No.

13,510.95

1,591.29

11,919.66

16,677

3,057,467

794.64

621.81

172.83

677

145,955

7,596.93

90.85

7,506.08

5,932

1,051,225

919.48

558.47

361.01

2,379

1,057,172

395.35

207.50

187.85

2,384

200,858

3,804.55

112.66

3,691.89

5,305

602,257

5,542.70 1,048.50 65.00 130.10 91.20 293.97 2,511.70 430.00 786.53 185.70 19,318.85

2,144.55 480.00 44.35 83.70 293.97 326.00 130.00 786.53

3,398.15 568.50 65.00 85.75 7.50

10,421 442**** 1500 512 4,568 2,333 230 100 467**** 269 27,098

4,898,755 100,946 1,128,561 82,505 1,770,677 743,359 532,091 61,217 212,516 266,883 7,956,222

3,991.24

2,185.70 300.00 185.70 15,327.61

* Cumulative figures for investment and employment are from baseline year to 2015: Batch 1 – 2009 to 2015; Batch 2 – 2011 to 2015; Batch 3-2014 to 2015 **Private Investment data excludes investment in solar and wind farms (P32B) and new airport construction and/or upgrading (P14B) ***Employment is not used as indicator for Batch 1 since program interventions focused mainly on livelihood development of community-led enterprises and enhancement of organic rice production. ****Estimated based on local industry standards for average number of workers per hotel room, applied to additional hotel rooms opened in the year. Source of Data: Local Project Completion Reports

3.4.1

Tourism Investments – Actual versus Target

Table 9 indicates the extent to which the Alliances and provinces achieved the investment targets set at the start of the Local Projects. There are no targets set for Batch 1 since investment was not yet part of the PMF during that time. Of the total new investment generated, roughly PhP 2.7 Billion, or approximately 4%, may be considered to be investments where LGSP-LED had a more direct contribution – either through investment promotion work by Program partners (e.g. LEIPOs and/or local chambers) or NGA convergence activities directly participated in by Project Implementation Teams, DILG Local Project Management Teams, or the CEA. These include an estimated PhP 2.4 Billion in private investments facilitated by the Negros Oriental Chamber of Commerce and Industry (NOCCI) as well as LGSP-LED trained LCEs and LEIPOs, for health care facilities, hotels and resorts, and attraction sites in Negros Oriental and Siquijor. In addition, PhP 316M in public investments was generated through the submission of proposals from local project teams in AVLDA and PADAYON for the funding of tourism roads through the DOT-DPWH convergence program.

Batch 1 For Batch 1, P265.2 million worth of investments in the four Alliances were recorded for both organic agriculture and tourism. A significant percentage (87%) comes from public investments in LED-enabling infrastructure and other LED services in agriculture. Public investment includes construction of roads leading to the tourism sites and heavy agricultural equipment such as tractors, milling and solar dryers to

LGSP-LED End- Of Project Report | 18

support agricultural production. In DDPKaRoMa, private investment covering both agriculture and tourism sectors was facilitated by the Alliance membersâ&#x20AC;&#x2122; efforts, led by the Provincial Government of Zamboanga del Norte, to enhance the LED enabling policies, such as updating of LIICs and Revenue Code, streamlining of BPLS, appointment of LEIPOs and preparation of investment packages and project proposals that were all aimed to attract investment in the two priority sectors of the Alliance. Table 9: Cumulative New Investments (in millions pesos), as of 2015, Actual versus Target Target Alliance/Province Public Private Total Batch 1 One Pangasinan Alliance of LGUs(Organic rice) Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa) (Cassava) Guimaras Bohol Integrated Area Development (BIAD) V (organic rice) Batch 2 Allah Valley Landscape Development Alliance (AVLDA) Metro Iloilo Guimaras Economic Development Council Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON) Batch 3 Northern Palawan Albay-Sorsogon Northern Iloilo Northern Panay

Actual Private 9.8

37.4

Total 265.20 37.40

218.0

9.8

227.80

1,591.29

11,919.66

13,510.95

621.81 90.85 558.47 207.50 112.66 2,144.55

172.83 7,506.08 361.01 187.85 3,691.89 3,398.15

794.64 7,596.93 919.48 395.35 3,804.55 5,542.70

480.00 44.35

568.50 65.00 85.75

1,048.50 65.00 130.10

83.70

7.50

91.20

Data included in MIGEDC Batch 2 Data included in PADAYON Batch 2 1,098.00 750.00

10,792.00 300.00

11,890.00 1,050.00

44.00 200.00 91.00 7.00 1,643.6

10,006.00 230.00 262.00 3,025.70 500.oo

10,050.00 430.00 91.00 269.00 4,669.30 500.00

2,25.70 10.00 2,000.00

225.70 20.00 2,000.00

10.00

Negros Occidental

500.00

Northern Cebu

223.60

Negros Oriental

500.00

Siquijor Davao del Norte Total (batches 2&3)

Public 255.4

100.00 310.00 2,741.60

100.00 190.00 13,817.70

200.00 500.00 16,559.30

293.97

786.53

326.00 130.00 3,991.24

2,185.70 300.00 185.70 15,327.61

2,511.70 430.00 185.70 19,318.85

Note: Actual data excludes private investments in renewable energy and public investments in airports and seaports even if these are necessary support infrastructure for sector competitiveness

Batch 2 As of March 2016, P13.5 billion in new investments in tourism was generated for Batch 2 projects. MNDC, NWLeyte and PADAYON sites exceeded their targets, while AVLDA investment was below targets. MIGEDC is an unusual situation and will be explained further below. In PADAYON, the surge in new investment was mainly driven by greater private sector interest in tourism. Private investment of P3.7B was centred on the construction of new upscale resorts in Panglao, suggesting the continuing competitiveness of the area as a tourism destination. Unlike Baclayon and other parts of Bohol Province, the municipality of Panglao was not badly affected by the 2013 Bohol Earthquake and Super Typhoon Haiyan. These events caused severe destruction in other parts of the province. NW Leyte was devastated by Typhoon Haiyan. Prior to the 2013 super typhoon NW Leyte had been attracting tourism investment. Private sector investment was in small guesthouses and tourist inns while public investment was centred on tourism roads and parks. The period after the typhoon was focused on rebuilding efforts. LGSP-LED, in close collaboration with PCCI, developed the Business Recovery Center (BRC) in Tacloban City. In the years following the typhoon, private sector investment is returning, particularly in Ormoc City. In 2015-2016, Ormoc City attracted P140 M new investment in hotel expansions as well as new construction.

LGSP-LED End- Of Project Report | 19

For MIGEDC, public sector investment was more than twice the target and private investment is difficult to show attribution. In 2014, Metro Iloilo was selected as a site for the 2015 Asia Pacific Economic Council (APEC) meetings that brought in an unusually large number of visitors for the duration of the summit. Public investment was made in road construction, a ferry terminal and other tourism facilities along the circuits. The private sector invested P5.2B in some large scale hotels, mainly located in Cabatuan, directly linked to the potential demand from APEC meetings, convention center, resorts and other tourism facilities. While APEC may have contributed to the acceleration of investments in Iloilo City, new hotel investments were already being planned before the selection of Iloilo as an APEC host. This started with the privatization of the old Mandurriao Airport, which is where the convention center and some of the new hotels eventually were constructed. Thus, the reverse is also true – Iloilo was selected as an APEC host because of new hotel and tourism investments. The Convention Center would still have been built even without APEC since MIGDEC had focused its economic development approach on Meetings, Incentives, Conventions and Exhibitions (MICE) with the infrastructure being aimed at this market.

Batch 3 Batch 3 investment targets were also achieved, at P5.5 billion versus the target of P4.7 billion. New investment was shared almost equally by public and private sources. Negros Oriental, Northern Palawan and Northern Cebu led the pack with P2.5B, P1.01B, P786 M new investments, respectively. Investment in new hotels was highest in Northern Palawan with 85% share of provincial total. Negros Oriental, Siquijor and Davao del Norte generated investments in resort development. Negros Oriental also generated most of the investment in commercial establishments and tourism related businesses, an indication of expanding economic activities in the province, particularly in Dumaguete City. A quick summary of the investment performance in each of the Project sites are as follows: •

•

• • • • •

•

Private investment in Negros Oriental was five times its target, also largely driven by private investment which went to construction of health care facility that is intended for health tourism and establishment of several commercial complexes in Dumaguete City, and resort development in Dauin. Public investment was concentrated in Dumaguete City and included improvement of a city boulevard walk and expansion of a provincial health care facility. Northern Palawan also fared well in generating new investments, surpassing its target by more than 100%. New investments went to construction of ten new hotels mostly located in Coron and Busuanga, while public investments were for construction of access roads to tourism sites. Public investments in Northern Cebu were mostly on road construction. New hotels in different municipalities are expected, with a combined total of 1,495 rooms. However, investment data for these projects are not yet available. In Albay-Sorsogon, there is no data available on public investment in tourism. Private investment included five new hotels. In Northern Panay, public investment was intended for road construction/upgrading in Malay and the construction of Kalibo Tourism Training Center. The P7.5M private investment was for the construction of a new hotel in Kalibo. In Negros Occidental, public spending went to tourism road projects in Silay and Talisay and a river rehabilitation project in Bacolod City. There was no data reported on private investment. In Northern Iloilo, public and private investments during the period were mostly intended for rehabilitation and reconstruction of public and private facilities in all the LGUs within the circuit destroyed by Typhoon Haiyan. The private sector has infused a total of P85.7M, of which P32M is accounted for by investments in construction of new hotels and resorts mainly in Estancia. Private investments in Davao del Norte and Siquijor were mostly related to construction of new resort and accommodation facilities. Public investment in Siquijor covered different tourism related infrastructure.

As earlier stated, Batch 3 Local Projects began implementation only in 2014, hence it is still too soon to see the full effects of program interventions on investment performance.

Profile of New Investment Figure 3 provides a breakdown of new investment by type of investment. Investments in hotels and resorts accounted for a combined total of around P12.6B or 66% of aggregate investment. This was followed by tourism related businesses. Enhancing access to and within the tourism circuits was also prioritized with road construction getting the biggest share of public investment. Some of these public investments were joint projects between the LGUs and relevant national line agencies, such as the DOT and DPWH.

LGSP-LED End- Of Project Report | 20

Figure 2. Private Investment, Batch 2&3

Tourism Related Businesses, P1.7B , 11.2%

Commercial Establish-ments, P865.6M , 5.7%

Tourism Infra, P62.3M, 0.41%

Resort & Attractions, P4.3B , 28.3%

Hotels P8.3B, 54.4%

Figure 3. Public Investment, Batch 2&3

Tourism Projects , P121.5M , 3%

Others, P540.1M , 15%

Support Infra, P546.5M , 15%

Roads, P2.5M, 67%

As further shown in Table 10, a large percentage of the investments in hotels and resorts are located in Metro Iloilo and Panglao which are the more mature destinations than the other LGUs. Most of the hotels are also located in the cities or service centers while resorts are located near the attraction sites, such as Panglao in Bohol, Lake Sebu in AVLDA, Dauin in Negros Oriental, Carles in Iloilo, and Samal Island in Davao del Norte. As these sites serve as the major tourist attractions, new investments in resort facilities would enhance the competitiveness of tourism in the areas. For Panglao, construction of the new upscale resorts was merely delayed by the 2013 Bohol earthquake and Typhoon Haiyan. These resorts would have been built regardless because Panglao is a destination ripe for this scale of investment. Hence, these should not be considered as â&#x20AC;&#x153;rebuildingâ&#x20AC;? investments. On the other hand, investments in Northern Iloilo were mainly for rebuilding as these LGUs were severely hit by Typhoon Haiyan. Table 10. Cumulative Private Investment in Hotels and Resorts, as of 2016, in pesos, by location LGU Hotels Batch 2 7,708,475,314 Allah Valley Landscape Development Alliance (AVLDA) Koronadal 125,807,977 Lake Sebu Tacurong Metro Iloilo Guimaras Economic Development Countcil Metro Iloilo -Cabatuan 5,072,080,000 Guimaras 2,060,000,000 Metro Naga Development Council 268,187,337 North West Leyte Inopacan 1,500,000 Baybay 19,500,000 Ormoc 161,400,000 Panglao Dauin Baclayon (PADAYON) Batch 3 643,900,000 Northern Palawan 568,500,000 Albay-Sorsogon 65,000,000 Northern Iloilo (Carles&Estancia) 2,900,000 Northern Panay - Kalibo 7,500,000 Negros Occidental No data available Northern Cebu Estimates not yet available Negros Oriental-Dauin Siquijor Davao del Norte Total (batches 2&3) 8,352,375,314

Resorts 3,652,816,652

24,000,000 4,517,969

24,298,683

3,600,000,000 678,000,000

62,300,000

230,000,000 200,000,000 185,700,000 4,330,816,652

*Note: Batch 1 was not included as disaggregated data on investment was not collected/available

LGSP-LED End- Of Project Report | 21

A more exhaustive analysis of investment performance in the sites would have also been possible if further disaggregation of investment data was available. Nonetheless, the above presentation would imply the following: a. b. c. d.

Increased capacity of LGUs to attract private investment, with 12 of the 18 Project sites exceeding their target investment levels; Increasing business confidence in the local governments as a result of more business friendly policies adopted by LGUs; Increasing investor interest in the Project sites which could have been influenced by the LGUs’ investment promotion efforts and the presence of a tourism strategy that outlines the direction of the LGU’s tourism program and the investment priorities to support the tourism plan. Increasing competitiveness of the tourism sites that enticed greater private sector interest to invest and government support.

Program Interventions contributing to Increased Investments Increased investment is a result of BFCL reforms as well as the gradual increase in tourism sector competitiveness that highlight opportunities for investor profit. Increased public investment in tourism infrastructure, access roads in particular, has benefited from the convergence program of government agencies resulting in better planning, organizing and alignment of resources to support local tourism development. LGSP-LED has made significant contributions in enhancing LGU capacities to create a local enabling environment for investment and business growth, particularly in the tourism sector. While it is acknowledged that LED enabling instruments and various activities of the tourism action plan, such as destination marketing, improved tourism products and others, have the combined effect on investment, what is listed here are program interventions that were directly aimed at investment attraction that can be assumed to have influenced investment levels. Based on interviews with LEIPOs and partnership advisers, the following LED enabling instruments implemented by the LGUs have facilitated local investment generation efforts: designation/appointment of a full-time LEIPO, updating of LIIC and formulation of its IRR, streamlining and automation of BPLS, presence of a functional Local Economic Development and Investment Promotion Center/Unit, and formulation of Business Plan for Investment Promotion. In more detail:

•

Designation/appointment of full-time, competent and energetic LEIPO. While the imperative for the creation/designation of a LEIPO position was triggered by the DILG, the critical role of LEIPOs in local economic development, particularly in investment promotion, became more transparent and gained better recognition as a result of LGSP-LED experience. It was through the program that designated LEIPOs had the opportunity to be engaged and get immersed in the LED process, particularly in investment promotion activities, and in the process realized the importance of their role. Through formal training, the program provided LEIPO participants with the basic knowledge and skills in LED. Their participation in the implementation of various Local Project activities was also a learning opportunity, particularly in relating to private sector participants. Taking off from the LEIPO experience, the DILG and LGUs became more aware of the distinct role of LEIPO and the competencies needed to make them effective in their jobs. As a result, the National LED Support Program by the DILG seeks to institutionalize the LEIPO position in the LGU especially for provinces, cities and capital towns

•

Updating and/or Formulation of Local Incentive and Investment Code, and its IRR. The Local Incentive and Investment Code (LIIC) provides the basis for LGU investment policies and programs, investment priority areas and incentives to attracting and retaining investors. As of this writing, a little more than half of LGUs in all batches have updated LIIC, with Batch 3 having the most number of LGUs that have updated their LIIC.

•

Streamlining and Automation of BPLS. LGSP-LED assistance in BPLS mainly covered automation of the streamlined process and began only in Batch 3 as it was not a priority area of support for the program in earlier batches. The automated BPLS has improved processing time for new and renewal applications of business permits for some LGUs. For instance, in Northern Cebu, it enabled the implementation of one-stop-shop registry system for all covered LGUs (except Bogo City) and reduced turn-around-time to 20 to 30 minutes. However, as reported by LGA, automated BPLS systems in other sites have not been functional since LGU staff involved in the business permit and licensing process need to be further oriented and trained on the use of the system.

•

Establishment/Institutionalization of a Structure for Economic Development and Investment and Business Assistance/Advisory Center. In addition to a full-time LEIPO, the presence of a functional structure (with appropriate staffing and budget) dedicated to investment promotion and providing business advisory and information support to start-up and existing MSMEs has shown to be an effective mechanism in advancing LED, as successfully demonstrated in Iloilo City, Negros Occidental, Negros Oriental. However, only a fifth of the LGUs covered by the project sites have such structures existing. LGSP-LED support to PEDIC/LEDIP has been in the capacity building of staff on investment promotion and in selected cases, provision of some office equipment. LGSP-LED End- Of Project Report | 22

In Negros Occidental, a Provincial Economic Development and Investment Center (PEDIC) complemented by Economic Development staff was formed to pursue more aggressive promotion of the province as an investment destination. Local economic development and investment promotion unit was also created in two of its municipalities. Cebu Province established in 2014 the Cebu Province Investment and Incentives Board as well as the Cebu Province Investment and Incentives Center (CPIIC), consistent with the Provincial Investment Incentives Code. CPPIC, later named as Cebu Investment and Promotions Office (CIPO), started operations in October 2015, with the Provincial LEIPO as head of office. The case of Negros Oriental is quite unique. Investment promotion function was lodged with its private sector partner, the Negros Oriental Chamber of Commerce and Industry (NOCCI), through the Negros Oriental Investment Promotion Center (NOIPC). This partnership seems to be more cost effective as it addressed the personnel constraint of LGUs at the same time capitalizing on private sector competencies. A Memorandum of Agreement was forged between the Provincial Government and NOCCI, which provided budgetary allocation to NOCCI to implement the partnership. As a result, Negros Oriental is the top performer in terms of meeting its investment target. •

A welcome policy development that complements the need for this enabling structure is the passage in 2015 of RA 10644 or the “Go Negosyo Act”, which seeks to strengthen micro, small and medium enterprises (MSMEs) to create more job opportunities in the country. The Act mandates the Department of Trade and Industry to establish Negosyo Centers in every city and municipality to make it easier for entrepreneurs to register and start up their businesses, as well as gain access to sources of financing. The Negosyo Centers are intended to serve as venue for converging various NGA programs for entrepreneurs and even smallholder farmers in terms of training, advisory/technical assistance on business conceptualization and feasibility, financing, management, capability building, human resources, marketing and other support services. DTI will establish some Centers within its Regional or Provincial Offices. However, Negosyo Centers may also be established in partnership with LGUs and/or private sector partners such as the local chambers of commerce.

•

Business Planning for Investment Promotion. LGU business planning for investment promotion was another area of LGSP assistance that was helpful in attracting investment. In the case of Negros Oriental, all five LGUs with LGSP-LED assistance prepared their business plans, consistent with its Local Project Strategy which identified investment promotion as a major outcome area. LGSP-LED assistance to LGUs on business planning for investment promotion was initiated only in 2015 through preparation of LGU Business Planning Guide and training of LGUs.

The success in Batch 2 and 3 in generating new investments can also be attributed to increased competitiveness of tourism sites facilitated by the following: DOT, DILG and private sector support in developing tourism sector plans for LED; capacity building in enabling tourism as catalyst for LED in LGUs; alignment of tourism circuit plans with National Tourism Development Plan (NTDP). Convergence efforts have also helped in generating investments through support for tourism sector, such as in preparation of specific plans with concrete vision and accountabilities of agencies and LGUs that drive private sector investments, and passage of Tourism Act (RA 9593) which provides the mandate for local support for tourism planning and development of tourism area. Regional support to tourism development also changed the mindset of LGU—more LGUs saw the potential of tourism competitiveness as a LED activity that enhanced tourism planning at the local level and resulted in more strategic policies, promotions and partnership with private sector especially in generating new investments.

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Box 3: Private Sector Participation in LED through Investment Promotion and Investor Assistance - Negros Oriental Tourism Circuit LED Approach The Provincial Government of Negros Oriental implemented the LGSP-LED Project as a strong partnership-based undertaking with the Negros Occidental Chamber of Commerce and Industry (NOCCI), through the Negros Oriental Investment Promotions Center (NOIPC). NOIPC and NOCCI serve as the official investment promoter of the province and the prime mover of an investment-friendly environment. With the projects’ strong partnership with the private sector, activities under investment promotions were successfully implemented. Intermediate Outcomes Investment generation: NOCCI estimated that some PHP3.0 billion in private sector investments were made on tourism and tourism-related ventures in Dumaguete City and other key sites of the Negros Oriental tourism circuit. These new investments include: • PHP0.3B 2-storey mall (2.5 hectares) along the National Highway of Dumaguete City; • PHP0.2B Bay Resort/Commercial Complex in Brgy. Piapi, Dumaguete City; • PHP1.2B Health Care facility in Dumaguete City which will strengthen the area’s position for the retirement as well as the medical, health, and wellness tourism segments; • PHP1.3B solar energy farm in Bais City, and PHP 0.06B themed resort in Dauin. In addition, an estimated PHP0.27B in LGU and national government investments were made in 2014 for tourism- enabling infrastructure including: • Improvement/extension of Dumaguete Boulevard; • Expansion of Dumaguete sea port; and, • Runway repair and improvement of Dumaguete Airport. Tourist arrivals: Total visitor arrivals to Negros Oriental rose to 520,000 in 2014. This is a 10.5% increase in recorded arrivals in 2013, which is in line with the Province’s target of 10% growth per year. The installation of the local tourism statistics and information systems in the five LGUs of the circuit will eventually enable Negros Oriental to determine how these arrivals are being distributed to the various cities and municipalities from Dumaguete. In this way, the LGUs can get an indication of the degree to which tourism growth is becoming more inclusive for more LGUs of the province. Key Interventions: 1. Strengthening the investment promotion capabilities of the LGUs, particularly their LEIPOs. This led to LGUs’ participation in the Investors Fair activity during the Visayas Area Business Conference 2015, and established relationships with potential investors for priority investment projects in their respective communities. 2. Negros Oriental implemented a joint LGU-private sector LED initiative for tourism circuit development covering the tourism sites from Metro Dumaguete to the neighboring LGUs of Dauin, Tanjay City, Bais and Manjuyod. 3. Participation of the Negros Oriental Association of Travel Agencies (NOATA) led to the development of the Negros Oriental destination brand, with new tour packages for the circuit, such as: 1) a Metro Dumaguete circuit including the City as well as nearby excursion sites in Valencia, Bacong and Sibulan, 2) the Apo Island sub-circuit from Dumaguete to Dauin (also including Zamboanguita), and the 3) TanjayBais-Manjuyod sub-circuit of farm, coastal, and marine activities. This partnership also produced an initial design for a logo and tagline, “Negros Oriental. This is where you want to live.” 4. As part of the capacity development programs for LEIPOs and other LGU officials with LED mandates, the following interventions with private sector participation was undertaken in Negros Oriental: (i) 6 LGU Workforce Development Plans (1 provincial and 5 for Dauin, Dumaguete City, Tanjay City, Bais City and Manjuyod); (ii) 6 New/updated Local Investment and Incentives Codes (including new LIIC formulated for Dauin, Bais City, and Manjuyod); (iii) 3 computerized business permit and licensing systems (e-BPLS) installed in Bais City, Dauin, and Manjuyod using software and technology from “eGov4MD”. This resulted in business registration of 500 new MSMEs and creation of over 2,000 jobs in tourism related investments and activities.

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3.4.2

Intermediate Outcome: 1200.2 Improved local conditions for sustainable local economic development No. of employees of registered MSMEs in the identified sectors (tourism) of participating LGUs

As of March 2015, new employment opportunities generated from tourism-related MSMEs in Batch 2 and 3 LGUs is 27,098, distributed almost evenly between male and female workers and surpassing its target by 11,279 jobs or 72.7%. About 60% of the new jobs were concentrated in three sites: MIGEDC, PaDaYon and Northern Panay with a combined total of 15,805. Table 11 shows new employment generated in all Project sites. Table 11: Cumulative Total of New Employment Generated,* as of March 2015 2016 Target Alliance/Province Male Female Total Batch 2 5,294 5,442 10,736 Allah Valley Landscape Development 622 623 1,245 Alliance (AVLDA) Metro Iloilo Guimaras Economic 1,383 1,531 2,914 Development Council ** Metro Naga Development Council** 2,000 2,000 4,000 Northwest Leyte ** 1,137 1,136 2,273 Panglao Dauin Baclayon (PADAYON)

152

304

2,374 150

2,402 150

4,776 300

Albay-Sorsogon** Northern Iloilo Northern Panay**

608 213 445

607 212 445

1,215 425 890

Negros Occidental Northern Cebu**

150 100

225 185 298 7,668

225 215 298 7,844

Batch 3 Palawan**

Negros Oriental Siquijor Davao del Norte All Batches

Actual as of March 2015 Male Female Total 591 481 16,677 334 343 677

% of Target 155.3 54.4

5,932

203

2,379 2,384

60 105

5,305

1745

10,421 442***

218 147

1,500 512 4,568

124 121 513

257

138

2,464

2,480

302

210

300 200

1,099

1,234

2,333 467***

778 234

450 400 596 15,512

143 35 135 3,055

87 65 134 2,961

230 100 269 27,098

51 25 45 175

Notes: *Batch 1 was not included since it has no employment data as the focus was mainly on strengthening livelihoods of local communities. **Sex-disaggregated data in some LGUs are not available despite efforts to collect them. ***These are estimates of potential jobs that can be created with new hotel investments from 2014 to present. Estimates were based on standard local industry ratios of worker per room. Data Sources: â&#x20AC;˘ Employment data was collected using information provided by the LGU PESOs based on BPLS data. For sites where BPLS or PESO data were not available, new employment results were measured directly or indirectly from the known new tourism investments (2015 and 2016) in the circuit. â&#x20AC;˘ Employment data for Albay-Sorsogon were collected directly by interview from new investors in hotels and malls (Legazpi City)

Given limited data on the nature of jobs created, the report focuses on achievement of employment targets and draws possible links between actual employment and investment. In Panglao (PADAYON), 4428 new jobs were recorded in 2015-2016 mainly triggered by new investments valued at P3.6B in large-scale resorts/hotels with high workforce needs. In MIGEDC, the 5,932 new employment registered in 2015-2016 would have been the result of the full-scale operations of the hotel establishments especially during the APEC event in 2015. Prior to the APEC hosting, investment in these new big hotels amounted to around P5 billion. In the case of AVLDA, the shortfall in employment parallels its investment performance. MNDC however showed contrasting pattern. Actual investment was greater than target by around 50% while total employment fell below target by almost 40%. In terms of growth, however, tourism jobs picked up significantly from 394 in 2014 to 1,985 in 2015-2016, exhibiting the same increasing pattern in new investment. The reverse case is observed in Albay-Sorsogon which failed to meet the target investment level by P160M but managed to generate 1,500 jobs or 285 more than what was targeted. The higher employment figures for Northern Panay and NW Leyte, which were both ravaged by Typhoon Haiyan, may relate more to the recovery efforts with the reopening of hotels and resorts in selected LGUs within the two Alliances. Some of the new jobs posted in Northern

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Panay may also be partly due to the opening of a new hotel in Kalibo and workforce demand from the large number of hotel establishments operating in Boracay, the nationâ&#x20AC;&#x2122;s top tourist destination. In the case of Northern Iloilo, another area devastated by Haiyan, only 512 jobs were generated during the period since tourism establishments were also still in reconstruction mode. Negros Oriental, Siquijor and Davao del Norte all failed to meet their employment targets. In the case of Negros Oriental, the level of private investment generated was high at P2.187B but only 230 new jobs were reported. The bulk of this investment was for the construction of a hospital facility intended for medical tourism. The project facility is still in the investment stage and tourism related jobs are not yet available at this time but would be open once the projects become operational. The same may be true for Siquijor and Davao del Norte where new investments in resort development and commercial establishments made in 2015-2016 may still be in construction phase and have yet to translate into new tourism jobs once in operation.

Program Interventions that Influenced Tourism Employment The Program implemented various interventions that influences the creation of new tourism jobs in project sites. These program interventions can be categorized into the following: Business Enabling Environment, Workforce Development, and Sector and Enterprise Competitiveness and Quality Management.

Business Enabling Environment

A positive business environment encourages investment, jobs and economic growth. The national agenda for business friendly and competitive LGUs, led by the DILG, has paved the way towards concerted actions of various government agencies to assist LGUs enhance their business friendliness and competitiveness. With LGSP-LED assistance, the DILG developed a suite of policies, programs and tools that can guide LGUs in pursuing LED reforms. At the local level, the Project supported LGUs implement these LED enabling policies and initiatives that did not only improve the local enabling business environment but also enhanced the competitiveness of local tourism, that have resulted in new investments and jobs in the sector. Some of the LED enabling instruments that have contributed to increase in investment and jobs are presented in section 4.3.1.3 of this report.

Workforce Development Initiatives

The continuous availability of human resources with adequate knowledge and skills needed by enterprises is an essential requirement for local economies to grow and develop. Employment mismatch is one of the pressing concerns that local economies face especially in the advent of increased investments requiring specialized skills and enhanced competencies of the workforce. Workforce development was recognized as a needed initiative as a result of the LGUs analysis of the local tourism value chains, as part of the tourism circuit plan. In response to this challenge, LGSP-LED thru DILG in partnership with the Department of Labor and Employment (DOLE), Technical Education Skills Development Agency (TESDA), and DTI supported various workforce development initiatives. Workforce development initiatives being undertaken by LGSP-LED with its partners involved strengthening the capacities of local LED actors and champions in workforce development business planning and equipping local communities with the skills requirement of the tourism circuit and matching them for employment or enhancing the skills and competencies of the existing workforce. With LGSP-LED support, various workforce development initiatives have been embraced by its partners especially in undertaking more private sector-academe linkages to identify key competency and skills gaps and requirements and programs that will provide more opportunities for employment in the various tourism circuits. LGSP-LED helped to train PESO personnel in the various tourism circuits in developing workforce development plans. As a result, PESOs with the support of DOLE, TESDA, DILG and DTI are in a better position as effective conduits of job matching activities. In Northern Cebu, PESOs were trained in Workforce Development Planning. Small group meetings with DOLE, Negros Occidental Language Institute and Training Center, TESDA and PESOs were conducted to check the skills registry system and skills programs of the NGAs in relation to the development of the tourism circuit. As result, a total of four LGU Business Plans for Workforce Development were developed. The LED actors gained skills on tour guiding, culture and heritage themed tour standards, and customer relations. The coaching, technical assistance and training provided by LGSP-LED enabled LGU tourism officers, PESO managers, LEIPOs, and other personnel to support job generation and skills enhancement requirements of the Northern Cebu TDA resulting in a seven-city or municipal Workforce Development Plan and one Integrated (Provincial) Workforce Development Plan. In Negros Oriental, LGSP-LED assisted the province and the five participating LGUs in developing local workforce development programs to address the mismatch of skilled labor in the local market and the growing manpower demands of the local business sectors. A Convergence Workshop and Writeshop on Workforce Development in Negros Oriental was conducted, participated in by PESO managers, tourism officers, planning officers, DILG city and municipal field staff, the academe and the private sector. The group produced updated versions of the workforce development plan that is suited to the requirements of the TraBAJO program.

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In Negros Occidental, four LGU Business Plans for Workforce Development were developed. The LED actors gained skills on tour guiding, culture and heritage themed tour standards, and customer relations. In Davao del Norte, training for electronics and energy-related skills was seen as a priority by the component on WFD because of the interests of several investors in renewable energy in Talikud Island. As such, the initial implementation of the skills training under the WFD produced 19 trainees in electronics focusing on solar lamp assembly and repair. Trainers from DOLE and TESDA supported the program. Support for “Training for Better Access to Job Opportunities (TraBaJo)” Program. LGSP-LED helped DILG design its STAG-LG/TraBaJo program through Canadian expert assistance, and the linkages with market demand enhanced appreciation and understanding of the LED framework and industry value chains. The TraBaJo Program aims to contribute to the National Convergence Initiative on Community-Based Sustainable Livelihood and Development Enterprises in the Countryside. Since some LGSP-LED LGUs were selected as pilots for the implementation of the TraBaJo Program, LGSP-LED assisted them in preparing their workforce development (WFD) plan which was needed to qualify for the Program and receive funding assistance ranging from P4M to P7M. With LGSP-LED assistance, the WFD initiative of LGUs and the overall TraBaJo Program of DILG are off to a good start. Through DILG’s call for proposals to its TraBaJo program, the LED project in Negros Occidental conducted a workshop in late 2015 with 34 (14M, 20F) participants from the respective LGUs. Mostly composed of PESO managers, tourism officers, planning officers, CLGOOs/MLGOOs, academe and the private sector, the stakeholders produced updated versions of the workforce development plans suited to the requirements of the TraBaJo program. As a result the three cities and two municipalities of the circuit received a combined total of PhP 26M in funding from DILG to undertake their workforce development plan activities after LGSP-LED. The Local Project in PaDaYon aimed to improve the employability of local residents as well as raise the quality of tourism human resources. The Local Project was implemented in partnership with the Bohol Association of Hotels, Resorts, and Restaurants (BAHRR), which was responsible for the training of employed or prospective tourism workers to acquire or enhance tourism skills demanded by the local tourism industry. These trainees were then linked to jobs in the tourism sector. The program also included market linkaging activities that benefited microenterprises in expanding their business. An online skills registry system (SRS) was established in collaboration with the PESO to ensure matching of trained workers with tourism opportunities. The Provincial Government of Bohol expanded the registry to the entire province in July 2014 and in 2015, coordinated with the Department of Labor and Employment to integrate the provincial SRS with DOLE’s national SRS and participate in the ADB-Canada JobStart Program. The tourism workforce development initiative in PaDaYon had two key activities. The first was the conduct of training programs for skills enhancement and preparation for employment and the second was matching of trained candidates to job opportunities. In both initiatives, the participation of DTI, DOLE, TESDA, Bohol Tourism Office, Bohol Investment Promotion Center, Bohol Information Communication Technology Unit were significant in the planning and implementation stages. They provided the expertise in giving flesh to the project. LGSPLED interventions ensured the active participation of the private sector closely related to the tourism industry. This engagement was a key factor in the completion of the planned training programs. BAHRR’s staff and well as unemployed local community members participated in the training activities on Skills Enhancement and Employment. There were four training programs (on business efficiency and profitability, culinary, cost and material management, and sales and marketing) which were exclusive for BAHRR and one training (on massage) for local PaDaYon community members. Eight other training (food safety, restaurant serving, housekeeping, frontline operations, customer service, personal empowerment program, flower arrangement and food, beverage and bartending) was for both types of participants. A total of 416 trainees graduated (some attended more than one training) from the 13 courses, 76 of these came from the PaDaYon area (unemployed) and 240 were already employed or from BAHRRmember establishments. Only 64 of the unemployed were able to get jobs, or were linked to possible employment or endorsed to tourism establishments after the trainings. PaDaYon implemented WFD as its major LED initiative in 2012-2014. WFD plans have just been completed in the other locales and have yet to produce significant results as far as employment is concerned. However, the activities undertaken have initially laid the groundwork for successful implementation of the workforce development program.

Enterprise Competitiveness and Quality Management

The competitiveness of enterprises making up the tourism value chain is critical to the overall competitiveness of the tourism sector. As discussed earlier, a competitive local tourism industry, coupled with favorable business enabling environment, attracts investments and create jobs. With sector competitiveness as one of the Project’s outcomes, LGSP-LED provided training and technical assistance to local MSME owners and workers, as well as self-employed individuals, within the tourism circuit’s value chain in the various areas of enterprise management, such as product and service quality enhancement, enterprise management, business planning, project proposal writing for community-based enterprises, tour package development, product development for food and non-food souvenirs and other tourism-related

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products, among others. For the enterprise owners, the objective was to improve the management, productivity and competitiveness of their businesses in order to achieve greater profitability which could lead to business expansion or opening up of new businesses, and create new employment opportunities. The program likewise trained individual workers on skills areas that were needed by tourism related enterprises in the value chain but were not locally available to address the need to develop competitive tourism workforce, and at the same time provide them with greater opportunities to find decent work or improve their productivity and performance in existing jobs. As of this report, the Program has trained over 2,000 micro, small and medium enterprise owners and workers. Of the number trained, about 45% are male and 55% female. Other skills training programs were targeted at individuals who were not previously employed but eager to find employment, either with MSMEs or as self-employed individuals, in tourism related work. Reports on results of these training programs on MSMEs in terms of improved business practices and profitability, and/or employment status of trained individuals are however limited Existing documentation of behavioral change, at the individual and MSME level, is available only for selected sites as case studies and as cited in some project reports, such as the annual progress reports, local project reports, monitoring mission reports. Moreover, most of the enterprise level data available pertain to community level micro enterprises that provide livelihoods, and not employment, to members. The survey conducted for MSME owners which sought to gather information on benefits/business results derived from their participation in the Program yielded low response rate. Given these data limitations, the report could only present snapshots of the positive gains generated by participants, either in terms of employment or livelihood, from the various interventions provided by LGSP-LED. The following presents some of the contributions of LGSP-LED interventions to MSME business performance/results and employment: Improving Service Delivery Standards. The training on tour guiding addressed the demand for tour guides resulting from the development of new tourism circuits. This presented job opportunities for those trained and extra income for existing ones. In DDPKaroma, 12 of the 14 tour guides trained were hired by the LGUs and two were hired by a local tour operator. In AVLDA, ten of the 17 existing mountain guides gained extra income from doing part-time or weekend guiding duties that enable them to earn P500 a day. A focus of the training programs for tourism workers was on enhancing customer service of tourism frontliners. In AVLDA, training on customer service resulted in more secure jobs and competent hotel staff, tourist guides and transport groups. Most of the trained staff remained in their employment and some transferred to same accommodation establishment with higher salary package. From the last monitoring mission report, some small business owners that received specialized training and technical assistance reported to have made changes to their operations. As an example, some of the private sector firms in AVLDA realized the importance of service standards and customer relations to increasing their client base. They began changing how they approached their clients, including looking at opportunities for accreditation of facilities. As the strategy started working, they expanded their facilities and hired new staff. Other enterprises interviewed however felt that the training and support received was too generic, covering areas such as basic business skills or management. It should have been more tailored to the specifics of the enterprise and enterprise’s needs. As a result, it had little influence on their approaches, productivity or operations. The following testimonial is typical. This is from Roger Manudal, a driver of “habal-habal” or a motorcyle for public commuters, who attended the training on responsible driving for tourists and who shared how his livelihood changed following the training: “Dugangan na income, may pambili ng pagkain at ulam, pati pamilya masaya dahil sa AVLDA, appreciate ko talaga AVLDA.” (He now has additional income so he can buy food for the family. His family is also happy and they appreciate the efforts of AVLDA). He also added, “ginatagaan sang maayo nga kinabuhi ang mga habal-habal drivers” (their livelihood as “habal-habal” driver is better). A trained and registered driver like Roger earns P300 for half-day tour to P500 for a whole day tour plus tips from tourists. Support for business planning and marketing. Participants also gained knowledge on available local resources, either from government or the private sector, that they can tap and established connections/linkage with potential market and support institutions. A case in point is Vina’s Home-Made Bakeshop in PaDaYon. The business owner’s participation in the LGSP-LED sponsored Hotel and Restaurant Training and Speed Matching Activity and the Sandugo Festival where she had the chance to put her goods on display in the local mall, enabled her to link with new markets and negotiate contracts from popular resorts, such as The Bellevue Hotel, to produce and supply Boholano delicacies. LGSP-LED assistance to MSMEs and farmers’ groups on business planning and marketing through training and technical assistance, in partnership with the LGUs, DILG, NGAs and academe has resulted in improved productivity and profitability of farmers’ cooperatives and agribased enterprises. For instance, the program’s LED strategy in BIAD V benefitted not only local governments, which now have an increased capacity to create and sustain LED initiatives in their localities, but also micro and small entrepreneurs, mainly farmers and tourism business operators. These entrepreneurs have experienced business improvements as a result of these initiatives.

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One of the key beneficiaries of the BIADV program is the Carmen Samahang Nayon Multipurpose Cooperative (CSNMC), an organization of organic rice farmers. The CSNMC and its members received training in accounting and business planning, which greatly improved their management skills and helped them set up compliance and quality standards for organic rice farming, as well as adopt a rationalized pricing strategy for organic rice from P39/kilo to P45/kilo. With support from the provincial economic transformation team (PETT), the CSNMC was linked with other organic farmers and NGOs that provide assistance on organic fertilizer. PETT was also instrumental in securing funding for the cooperative to obtain an organic rice mill from the Department of Agriculture that increased the quality and selling price for their output. The latest update from CSNMC though revealed that the rice mill is now also used for non-organic rice, with safety protocols adopted to ensure quality milling of organic rice is not compromised, as production of organic rice is still not enough to operate the rice mill at minimum capacity. The CSNMC, with support from the PETT, continues to educate and encourage farmers to adopt organic practices though its partner training institution, the Center for Agribusiness and Sustainable Agriculture at Bohol Island State University. More work lies ahead for the CSNMC, but BIAD V’s LED strategy had a positive impact on local organic rice farming and in the lives of local farmers. Another BIADV beneficiary is the Balay sa Humay Rice museum, an agritourism project based in Batuan Colleges. With strengthened capacity of museum staff on enterprise management and business planning, the museum started to receive increasing number of visitors, from an average of five to 150-200 per month. The increase in number of visitors coming to the museum is also a result of better marketing efforts, especially since the rice museum is now a featured attraction in one of three major eco-tourism circuits under the EcoTourism Bohol Program of the Province, which was launched in time for its Visit Bohol 2015 campaign. The Balay sa Humay Learning Experience Tour is also now being promoted as part of the Bohol Culture and Nature Tour, a six-hour day excursion package developed with technical assistance from the Japan International Cooperation Agency (JICA). For tourism establishment owners who participated in the various investment and travel fairs sponsored by the Program, the training on developing sales pitches and participating in business matching exercises were found to be fruitful. The training enhanced their presentation and marketing skills and boosted their confidence in presenting and explaining their products/services to prospective market. Their participation in business matching activities also enhanced their professional network, which was valuable in expanding their client and market base. Support for Community-Based Rural Tourism. LGSP-LED provided support to Guimaras in implementing its LED initiative on CommunityBased Rural Tourism Strategy (CBRT). Two CBRT sites were assisted: the Sapal Weavers Association in San Lorenzo and Salvacion Hosting and Native Foods Center, in Buenavista. The case of Sapal Weavers is a considered a success story. The combination of training and equipment provided to the association helped increase members’ productivity and significantly improved the design and quality of their products. The Association also participated in fairs and events that showcased their products and put them in contact with potential investors and exporters. In 2011, one exporter agreed to buy product samples and exhibit them to prospective buyers in Hong Kong, Europe and the United States. The improved designs have led to more competitive and diverse products lines, such as “conference kit” bags which is one of their bestsellers and enabled the Association to penetrate new markets, such as the tie up with a local resort to supply slippers for the use of guests as part of its complimentary service. As shared by one of the association’s weaver-members: “We grew as a team and we now share our expertise as a group”, said Ms. Rosie Ganancial, a member of the Association and weaver. “We are proud of our work and we are happy that people are buying it”. The number of visitors to Sapal has also increased since the inception of the CBRT Strategy. In 2009 there were 189 day and overnight visitors; that number increased to 254 visitors by 2011 and 282 by 2012. Similarly, income has increased, and local residents can subsidize their farming income with weaving and food processing activities. In Buenavista, the Barangay Salvacion Tourism Committee has been more effective in managing the Hosting and Native Foods Center. Having been trained on native craft production, they are now making and selling baskets, toys, housewares and food products. LGSP-LED also provided kitchen equipment and a common service facility to improve the efficiency of their catering services, and training on enterprise management to enhance management of Center operations. The activities of the Centre has encouraged women in the community to form micro enterprises and produce goods to sell in the Centre. The number of entrepreneurs who works with the Center has increased from 13 (and only 6 women) in 2009 to 24 (17 of which are women) in 2013. Support for Business Recovery Programs. For the Northern Cebu project, the implementation of the Negosyo Center in Bogo City was undertaken in the context of the national and provincial governments’ post-Yolanda (also referred to as Haiyan) recovery efforts. Thus, the Local Project’s partnership with DTI prioritized assistance for business recovery in the seven affected LGUs of Northern Cebu. Technical assistance from LGSP-LED was provided to assist eight community-based MSMEs to complete project proposals for funding under the special Yolanda Recovery window of DTI’s Shared Service Facility program. These projects would potentially benefit at least 500 families in the seven LGUs combined.

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Box 4: Private sector participation in LED through workforce development: Bohol (PaDaYon) Tourism Alliance LED Approach PaDaYon adopted a LED strategy to advance inclusive growth by increasing access for residents, especially poorer women and men, to employment and entrepreneurship opportunities in the tourism sector in the Bohol Marine Triangle. The alliance focused on two LED initiatives - workforce development and market-supply linkages. Through workforce development, local women and men from the PaDaYon areas are better prepared for and connected to employment in hotels and resorts in the same locality through the conduct of skills enhancement trainings. Through LGSP-LED, PaDaYon enlisted the Bohol Association of Hotels, Resorts, and Restaurants (BAHRR), Bohol Tourism Council, the Bohol Chamber of Commerce and Industry (BCCI), Baclayon Entrepreneurs Association (BEA) and the Association of Ancestral Home Owners of Baclayon (BAHANDI), among others, as its partners in implementing the tourism workforce development initiative. Intermediate Outcomes Investment generation: Panglao, as a major hub in the tourism circuit, reported cumulative investments of PhP11BN based on capitalization. Tourist arrivals: According to the Bohol Tourism Office (BTO), there were nearly 500,000 domestic and foreign visitor arrivals to the Province in 2014, a 13.8% increase over the previous year. This is well below the high of 650,000 in 2012, but a welcome development following the October 2013 earthquake, which affected both the power and land transportation infrastructure, networks of the Province. Employment generation: As of March 2016, total employment generated in the circuit is over 5,300. Key Interventions that worked with private sector leadership 1. Training for Tourism Skills Enhancement and Employment in the PaDaYon BMT. In engaging the private sector association, PaDaYon was able to ensure a good fit from the outset between tourism skills to be developed and immediate requirements of local establishments (not limited to the member hotels and resorts of the Association). As agreed with LGSP-LED and DILG through a Memorandum of Agreement (MOA), BAHRR committed to plan, organize and implement tourism skills training and enhancement activities for up to 350 residents of the PADAYON area between July 2013 and March 2014. With each completed training activity, BAHRR submitted the profiles of graduates, i.e., available workers, to the three municipal Public Employment Services Offices (PESOs). In addition, BAHRR has shared its database of trained graduates to its member establishments.

BAHRR has sustained its workforce development activities in response to continuing requirements of members as well as the local hospitality sector as a whole. BAHRR is now implementing new training programs to enhance the food service and customer relations skills of workers employed by its members through a PhP 2 million grant from the Government of Canada-funded DOTADB Competitiveness in Tourism (CIT) project. The BAHRR leadership credits their experience with the LGSP-LED program, as well as the institutional credibility the Association gained from that project, as the key to their ability to secure the new resources and implement the new project effectively.

Online Job-Opportunity Matching System. The other leg of PaDaYonâ&#x20AC;&#x2122;s tourism workforce development initiative is the establishment of an enabling program to facilitate the efficient sourcing of information on the available supply of skilled workers from the PaDaYon area by prospective employers. In collaboration with the Bohol Tourism Council, the Bohol Chamber of Commerce and Industry (BCCI) and the Provincial Government of Bohol, PADAYON has initiated a project to establish an online job-opportunity matching system called the Bohol Skills Registry System (BSRS). In coordination with the BEPO, the Bohol Information and Communication Technology Unit (BICTU) of the provincial government developed the electronic database and web portal for the BSRS. The online BSRS is now hosted on the official website of the Provincial Government of Bohol through the following URL: http://jobs.bohol.gov.ph

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3.4.3

Intermediate Outcomes: Improved local conditions for sustainable local economic development 1200.4 Annual volume of visitor arrivals per participating province (Batch 2 and 3) or annual production (in metric tons) of the supported agricultural commodity by participating LGUs (BIADV, OPAL, DDPKAROMA)

Annual Visitor Arrivals When LGSP-LED’s engagement with the Batch 2 LGUs/Alliances commenced with the first training activities in June 2011, Metro Naga, Northwest Leyte, and the Allah Valley were not well-established destinations within the tourism industry. While there was some brand recognition for Iloilo City due to its festivals and its historic importance to regional commerce, education, and governance, Metro IloiloGuimaras was far behind Boracay in terms of its profile within the tourism industry. Only the municipalities of Panglao, Dauis, and Baclayon in the Bohol Marine Triangle could be appropriately described at that time as being a rapidly rising tourist destination. Unlike some Batch 2 Project sites, Batch 3 LGUs were all TDAs and considered emerging tourist destinations. Dumaguete City in Negros Oriental and Legazpi City in Albay are MICE destinations. Dumaguete was rated by Forbes Magazine as one of the seven best places to retire in 2014. Albay has been the fastest growing province in tourist arrivals in recent years. Northern Panay is host to Boracay, one of the top tourism destinations in the country, but tourism benefits from Boracay has not spread to neighboring towns. The Island Garden City of Samal in Davao del Norte is very close to Davao City, which is the prime MICE destination in Mindanao, but is too accessible to Davao that the bulk of visitors are day tourists. Bacolod has the famous Maskarra festival and quality crafts but is challenged by seasonal tourist arrivals. Four Project sites – Northern Cebu, Northern Palwan, Northern Iloilo and Northern Panay -- were badly affected by Typhoon Haiyan that part of the Local Projects was assistance for business recover. Based on initial assessment of tourism in the Project sites at the LGSP-LED, the following are among the key challenges they face: • Lack of tour packages to encourage year-round visitor activities • Limited number of developed tourist sites and visitor activities; undeveloped tourist attractions • Highly seasonal visitor arrival patterns contribute to irregular worker employment. In turn, tourism workers are unable to develop higher standards of skill and service. • Poor or limited access to tourism sites • Lack of facilities and services for tourists • Lack of trained locals for key tourism skills particularly hospitality, front office management, tour guiding, boat safety and operation • Limited number of DOT accredited local tour guides • Lack of tour guides with good knowledge and skills on museum and historical tour guiding butanding (whale shark) interaction • Need for local statutes, policies, and programs that support the private sector and stakeholders in promoting tourism to the area, as well as in attracting investments to address the gaps in the circuit • Lack of dedicated retailers that offer quality locally-made souvenirs and tourism products These are the challenges that the Local Projects sought to address through the formulation and implementation of LED initiatives that aimed to strengthen tourism competitiveness in the Project sites. The succeeding sections present the tourism situation in the Project sites upon completion of the project. As shown in Table 12, visitor arrivals across the 14 project sites reached 7,956,222 in 2015 and grew by an average of 20% surpassing the national average of 11%. In terms of volume, Northern Panay topped the list with 85% of the tourists concentrated in Northern Aklan circuit where Boracay Island is located. It is followed by the two project sites in the Bicol Region, with Albay-Sorsogon coming in second and MNDC at third place.

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Table 12: Annual Visitors Arrivals Baseline

Alliance/Province Batch 2* Allah Valley Landscape Development Alliance (AVLDA) Metro Iloilo Guimaras Economic Development Council Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON)

2015 Target

70,850

230,000

Total

453,746 445,164 101,105 539,755 1,610,620

1,129,065 1,289,615 205,356 430,196 3,284,232

Total Total Batches 2&3

91,580 636,158 48,873 1,577,689 606,702 128,364 414,071 33,431 187,973 3,724,841 5,663,760

124,033 885,278 132,769 1,901,544 728,042 177,385 1,067,893 52,360 324,821 5,394,125 8,678,357

Batch 3* Northern Palawan Albay-Sorsogon Northern Iloilo Northern Panay Negros Occidental Northern Cebu Negros Oriental Siquijor Davao del Norte

2015 Actual

Compounded Annual Growth Rate (CAGR) in %

2015 Actual Target in %

206

145,955

1,051,225

232

1,057,172 200,858 602,257 3,057,467

20 22 7 19

237 199 112 190

100,946 1,128,561 82,505 1,770,677 743,359 212,516 532,091 61,217 266,883 4,898,755 7,956,222

10 33 30 6 5 29 13 35 19 14 20

110 177 168 112 122 166 129 183 142 132 140

*Baseline data used for Batch 2 is 2011; for Batch 3 is 2013.

The Compounded Annual Growth Rate (CAGR) targets were only available for Batch 3. As shown in Figure 4, only four of the nine project sites met the CAGR targets. Moreover, project sites with highest growth rates, or at least 25% average, are in the emerging tourist destination category, such as Siquijor, Albay-Sorsogon, Northern Cebu, MIGEDC and Northern Iloilo. The more mature destinations such as Northern Panay (where Boracay is) and PaDaYon (Panglao, in particular) exhibited relatively slower growth. In the case of PaDaYon, tourist arrivals took a dip after the Bohol earthquake in 2013 with high number of hotel room cancellations, however the province posted strong recovery beginning in 2014. In the case of Northern Panay, the slower growth in Northern Panayâ&#x20AC;&#x2122;s main attraction of Boracay may be attributed to it approaching the consolidation stage while the other areas in the circuit may still be in the involvement stage where local people and investors are just starting businesses to provide accommodation, food, guides and transport to visitors in the area. In both stages, growth rate in tourist arrivals is expected to be quite slow. Except for PaDaYon, batch 2 Project sites exhibited higher growth rates of at least 20%. The high growth rates for NW Leyte, Northern Cebu and Northern Iloilo could be attributed to factors other than tourism. These LGUs were are among the badly hit areas of Typhoon Haiyan and the growth in visitor arrivals in the ensuring years after the typhoon could be due to the increase in movement of people involved in rebuilding work . It may take a while before the impact of LGSP-LED Local Project interventions on tourist arrivals will be seen. In the case of Panglao which is the main tourist attraction in PaDaYon, the earthquake did not cause massive damage that required considerable reconstruction work. Hence, recovery was quicker and while the figures indicate slow growth, they are more reflective of tourism growth.

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Figure 4: Average Annual Growth Rate in Visitor Arrivals (Baseline Year to 2015), by LGU/Alliance 40% 35% 30% 25% 20% 15%

Actual

10%

Target

5% 0%

A closer look at the annual growth rates will provide more insights into the performance of the tourism sector in the Project sites. Figure 5: Compounded Annual Growth Rate in Visitor Arrivals, by Year, Batch 2 80.0% 60.0% 40.0% 20.0% 0.0% 2012

2013

2014

2015

-20.0% -40.0% -60.0% AVLDA

MIGEDC

MNDC

LEYTE

PADAYON

For MIGEDC, hosting APEC in November 2015 caused a huge jump in tourism arrivals in the same year and reversed the downward trend in tourism growth for the last three preceding years. AVLDA was able to sustain steady growth except in 2015 when it experienced negative growth. This could be attributed to the negative perception of peace and order situation in Lake Sebu and Koronadal due to the New Peopleâ&#x20AC;&#x2122;s Army (NPA) attacks that triggered clashes with government forces in separate incidents in 2014 and 2015. Growth in visitor arrivals also slowed down for MNDC

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Figure 6: Annual Growth Rate in Visitor Arrivals, 2014-2015, Batch 3

60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 2014

-10.0%

2015

Northern Palawan

Albay-Sorsogon

Negros Occidental

Northern Iloilo

Negros Oriental

Siquior

Northern Cebu

Davao del Norte

Northern Panay

For Batch 3, positive growth in visitor arrivals was achieved in eight of the nine project sites. Except for Northern Iloilo and Northern Cebu whose figures partly reflect visitor arrivals for non-tourism purposes, the growth in visitor arrivals in the other provinces is due to the strength of these areas in attracting tourists boosted by LGSP-LED interventions, particularly in destination marketing. In Albay-Sorsogon, the high growth rate is mainly driven by the strong performance of Albay’s tourism. In 2016, Albay was declared by the DOT as a “tourism powerhouse,” and the hottest and fastest growing destination in the country. Albay has recorded a phenomenal tourism growth, from 8,700 in 2007 when Governor Joey Salceda assumed the governorship, to 339,000 in 2013, with 63 percent growth rate. It recently won the Pacific Asia Travel Association CEO Challenge as a new global frontiers destination, and earned the branding assistance of Trip Advisor, a globally known travel marketing group. For his innovation in tourism, Albay governor received the DOT’s First Star Tourism Award. For Davao del Norte, with visitor arrival figures pertaining only to Samal Island, the falling growth rate is likely a result of the 2015 kidnapping of foreign tourists in Talikud Island which is part of the tourism circuit supported by the Project.

Program Interventions that Contributed to Increase in Tourist Arrivals

Aggressive promotion and marketing of the tourism circuits. With support from LGSP-LED, MNDC developed and implemented the Metro Naga Tourism Marketing and Promotion Plan. Based on this plan, it launched an aggressive and multi-stakeholder marketing campaign utilizing various promotional tools and different media platforms. As a result, market, industry and public awareness of Metro Naga was enhanced and Metro Naga, through its Naga X tourism brand, was included in the tour programs of travel and tour groups in the country. In the case of AVLDA, the Local Project gave priority to promotional activities aimed at boosting Allah Valley as a tourism destination and countering the negative publicity that the mainstream media writes about Mindanao in general. The program provided support to marketing activities of the private sector through familiarization tours and selling missions to market intermediaries in major cities, production of marketing and promotions collaterals, participation in two successive Philippine Travelmarts held in Manila which enabled the local tour operators of AVLDA to sell Allah Valley tour packages to Manila-based tour operators, and a tourism website created and linked to social media to provide information to tourists who would want to visit Allah Valley. Development of tourism brand/taglines/logo. Having a destination brand is important as it defines the distinct experience offered by the tourism sites, while the tagline describes the tourism brand in a format that will catch attention and interest of tourists. The Program supported the crafting of tourism brand and taglines, such as: Metro Naga has “Naga X”, AVLDA has “Feed your Spirit, Seek your Soul,” MIGEDC has “Take a bite of Iloilo, Take a bite of Guimaras,” NWLeyte has “See you NoW, Leyte”, Negros Oriental’s logo is“This is how you want to live,” and Negros Occidental is “The land of sweet surprises.” Private sector leadership in tourism promotion and marketing. MIGEDC partnered with the Iloilo Business Club (IBC) on destination marketing and service quality improvement program to position MIG as a premier MICE destination (with Iloilo City in the forefront), not just in the Philippines but also in Southeast Asia. The joint project sought to develop a distinctive destination brand and marketing collaterals for Metro Iloilo and Guimaras, prepare MIG for APEC 2015 and beyond by enhancing tourism attractions along MIG’s Culture-Arts-Heritage tourism circuit, particularly Iloilo City’s Central Business District, and by training tourism frontliners according to international standards for business meetings and conventions. Recognizing the critical role of the private sector in local tourism development and promotion, Metro Naga initiated the organization of the Metro Naga Association of Travel and Tour Operators (MENATTO) in response to the lack of an organized group of tour operators and travel agencies that it can partner with in the implementation of the Local Project. A strong partnership was forged between

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MNDC and MENATTO which saw the latter fully engaged in the various activities of the Local Project, and even assuming leadership in promotion and marketing of Metro Naga. In its Project Completion Report, MNDC reported that private sector leadership has been the success factor in the implementation of the Local Project. In AVLDA, the South Cotabato Tourism Council is an active partner of the provincial government as well as AVLDA in promoting tourism. Similarly, the Lake Sebu Ecotourism Council and Lake Sebu Resorts Association are both recognized by the local government as active collaborators for developing tourism in Lake Sebu. Box 5. Private Sector Engagement in Destination Marketing: Iloilo Business Club

LED Approach The Local Project project tapped the services of the Iloilo Business Club (IBC) to market MIG as a premier MICE destination with Iloilo City in the forefront. IBC’s engagement is to assist in the improvement of Iloilo’s MICE capacity and standards to make it at par with international tourism destinations, to strategically market MIG as a tourism destination and pursue better ASEAN integration. Interventions and Achievements IBC has (1) made a comprehensive assessment of Iloilo’s tourism industry to cater to the MICE market based on accepted global standards for the 2015 APEC meetings; (2) addressed gaps in the tourism industry in terms of services, infrastructure and attractions to make Iloilo City competitive and consistent with international MICE destinations through capacity building and DOT accreditation of primary tourism sites and tourism statistics programs; (3) improved the tourism potential of the Old Central Business District in Iloilo City through convergence and collaboration of key private and public stakeholders for the ongoing heritage conservation and streetscape improvements, linking these to the MIG Culture-Arts-Heritage Circuit; (4) improved the marketability of destinations within the MIG areas through the production of promotional collaterals and investment portfolios.

Full support and commitment of LED champions, especially LCEs. The strong support and active involvement of the LCEs that chair the PMO of the Local Projects, e.g. South Cotabato Provincial Governor, Naga City Mayor and others, provided the necessary push in project implementation and were effective in giving marketing pitches to tourism stakeholders. Enhanced capacity of local tourism officers and private sector participants in investment promotion and pitching. Training programs for local tourism officers and private sector partners on destination marketing and promotion have enhanced their skills, particularly in giving sales pitches to different audiences. Market ready and competitive tour packages and products. Findings from the Local Project Completion Reports identified the development of competitive tour packages/products as one of the key accomplishments of the Local Projects. With completed and market ready tour packages/products, marketing of the tourism sites was facilitated since there were concrete products to present and discuss with potential market. Tourism Infrastructure. Public investments in tourism infrastructure were mostly for the construction of access roads to major tourism attractions/sites and transport facilities, particularly in AVLDA and PADAYON. An estimated PhP 316M in public investments for road construction were generated through the submission of proposals, from local project teams in AVLDA and PADAYON for the funding of tourism roads through the DOT-DPWH convergence program. Other public spending made by LGUs pertain to the development of secondary tourist attractions/sites within the circuits Based on the intermediate outcome data, some observations on the inter-relationships among the three indicators are noted, as follows: • • •

Employment level appears to be sensitive to increase in investment, particularly investments in hotels and resorts development which in turn is indicative of tourism sector growth. Batch 2 sites, except for AVLDA, recorded significant increases in 2015 visitor arrivals with higher investments made in prior years.. For Batch 3, tourism arrivals have and may take another year or two before the effects of Project interventions would be felt. While some LGUs did not show impressive growth in tourism arrivals, the 20% overall average annual growth rate across the 14 sites is indicative of increased competitiveness of the tourism sector in the Project sites. Partners feel that these numbers could be higher and will continue to be higher after the program’s end and when efforts from destination marketing activities will reap rewards on tourism arrivals. In addition, it is widely felt that more time is needed to view results since LED projects take time to work.

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Overall assessment of competitiveness of local tourism in the Project sites is promising. Through the formulation of tourism circuit plans and workforce development plans, the Program has helped LGUs address some of the constraints to tourism development in their areas. New tourism circuits have been packaged and are now being marketed by local tour operators and partner operators in key cities. The formulation and implementation of destination marketing strategies, such as the taglines, participation in travel marts/fairs, partnership with tour operators in Manila and key cities, have gained market attention and interest. The various training programs that were conducted for tourism frontline workers and tour guides have enhanced their customer orientation, knowledge and skills. The assistance provided to MSMEs have improved the quality of tourism products and consequently, increasing their income. Program assistance in establishing “pasalubong” centers has also contributed in enhancing visitor experience and spending on local goods. The Program has indeed helped energize the local tourism industry in the different Project sites that prompted local governments to invest in some tourism infrastructure and pursue reforms in support of tourism development, and more importantly, enticed private sector to invest in tourism establishments and create jobs for local residents. For most of the program partners, their LGUs are now stronger tourist destinations as a result of LGSP-LED. Nonetheless, more needs to be done to address the other constraints to maximize the tourism potentials of the Project sites. And these will only be made possible through sustained and concerted efforts of the LGUs, NGAs, the private sector, the local community, the academe and other organizations. For Batch 2 Project sites, the following have been achieved: Today, Naga Excursions (NAGA X) is a tourism brand that is recognized by travel agencies and tour operators in Manila, Cebu, and other key tourism hubs of the Philippines. Metro Naga itself is now recognized by the Department of Tourism as a priority tourism destination area (TDA) of Region V – second only to ALMASOR where the region’s international air gateway is located. There is a revitalized private sector united through the Naga X consortium. The LGU Alliance has a road map for investments, product development, and supportive policies to ensure the continued growth of Metro Naga tourism. Metro Iloilo-Guimaras, with Iloilo City in the forefront, is now acknowledged as an important regional destination for meetings, incentives, conventions and exhibitions (MICE) and has been one of handful of areas selected to host two ministerial conferences of the Asia Pacific Economic Cooperation (APEC), which the Philippines will be hosting in 2015. A new and modern convention center is rising along the Iloilo River as new international-class hotels are being constructed. These efforts have been driven by strong partnerships between the LGUs and local business associations, focused not only on tourism but also more broadly on sustainable development and investment promotion for a better Metro Iloilo and Guimaras. The Allah Valley, with its Find your spirit, Feed your soul tagline, is now one of the priority destinations featured by DOT Region XII’s 12th Paradise campaign. Because of its large Ilonggo population, it is the key link in DOT XII’s “Luring Iloilo to the 12th Paradise” campaign last March 2014. The private sector has also taken notice. The Allah Valley’s Lake Sebu is one of the four pilot destinations included in the Destination Mindanaw tours launched in late 2013 by one of the biggest land transportation companies in Davao. Northwest Leyte, in spite of the devastating impacts of super typhoon Yolanda in November 2013, is now an emerging cruise tourism destination in Central Philippines. Three foreign cruise ships (with average passenger count of 250) visited Leyte’s Kalanggaman Island in the past year. The island is now included in the Department of Tourism’s portfolio of cruise tourism destinations that DOT is marketing internationally. In fact, Kalanggaman Island was the image in DOT’s booth at the most recent international cruise industry convention in Miami, Florida last March 2014. Bohol, hit consecutively by two major natural disasters in 2013, suffered a setback in its tourism industry. However, with an international airport being constructed in Panglao Island and new, bigger hotel facilities resuming construction in PaDaYon and other areas of the province, the outlook for inclusive growth through employment and entrepreneurship in PaDaYon remains very bright. Batch 3 For Batch 3, the results of Program interventions may not yet be reflected at this time but partners are positive that these will translate to increased visitor arrivals in the coming years. Project sites, such as Albay and Siquijor, that were not affected by any calamity or serious peace and order situation have seen continuous increase in growth in visitor arrivals. Project sites that were affected by Typhoon Haiyan have also seen strong resurgence and with tourism as a key driver to the growth of their local economies and job creation, the Project interventions have provided the necessary tools to pursue this economic path.

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Agricultural Production Table 13: Agricultural Production (in metric tons), Batch 1 Alliance

Baseline (2009)

2012

2013 Actual

Percentage increase (%)

Batch 1 One Pangasinan Alliance of LGUs Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa) Bohol Integrated Area Development (BIAD V)

41 7,530

16,610 668

Total crop production Organice rice Cassava 7,530

15,693

709 16,610

121

In OPAL, the increase in annual production has resulted from the adoption of organic rice by farmers within the Alliance consistent with its aim in 2012 of having an “Organic Rice Sector that is ready to be scaled up in terms of the adoption of sustainable organic agriculture ordinances within OPAL, and in terms of overall production and marketing of organic rice by OPAL farmers.” LGSP-LED’s contribution to this outcome is through the following: the establishment and capacity building of an association of OPAL farmers to serve as trainer-advocates for organic rice; establishment of organic rice demo farms in each of the member LGUs and follow up coaching; formulation of individual LGU action plans for organic rice advocacy and adoption in support of the Alliance-wide action plan for sustainable agriculture; enhanced abilities of LGU agricultural staff to deliver support services to their organic farmers; and, matching of critical LED projects to prospective funding sources or private investors. Envisioned as the central institution for organic farming in the Alliance, the Likas Saka Farmers’ Association expanded the coverage of their advocacies and conducted echo-training on site to 61 new farmer-adopters. A popularized, comic-format version of the Internal Control System for organic agriculture was also distributed to prospective organic farmer-adopters. Ten farmer champions from Alaminos City and Bani attended the Farmer Entrepreneurship Program (FEP) of the Jollibee Foundation and had their first harvest in March 2013. Latest data (2015) revealed that farmers trained in organic production by LGSP-LED are not engaged in agribusiness but produce only for their personal consumption. Only one farmer-trainer ventured into commercial vermiculture production. There was also waning interest to pursue organic production reportedly because of weak market/demand for organic produce in the local market and the inability of existing organic farmers to meet the volume required by existing buyers/market in Manila which makes up the bulk of demand for the product. It was further learned that Likas Saka Association was no longer active after LGSP-LED because of lack of funding to support operations. A new association consisting of the same set of farmers, was organized by La Liga, an NGO operating in the area. The change in leadership in most OPAL LGU members signaled a change in the direction of the Alliance, with an expressed intent to change the name of the alliance and the focus on cassava. These developments cast doubt on the sustainability of the initial project gains in OPAL. For DDKaRoMa, LGSP-LED contribution to increased cassava production was through a series of training for farmer-leaders of cassava farmers association and local agricultural technicians on cassava production and processing technologies. Moreover, LGSP-LED assistance in strengthening the member LGUs’ enabling policies, such as updating of LIIC, preparation of business plans for investment promotion and appointment of LEIPOs have contributed to attracting private investment to cassava production and support to the Alliance’s ‘Cassava Highway’ program. DDPKaRoMa’s LED actors have sustained the LED initiatives in cassava agribusiness and ecocultural tourism. In 2013, the Polanco Employees Multi-purpose Cooperative became one of two accredited consolidators of cassava for San Miguel Foods, Inc. (SMFI) in Zamboanga del Norte, and has continued to expand the coverage of its farm operations through contract growing arrangements or actual farmland purchases. For BIAD V, the Alliance aimed to establish a BIAD V organic rice sector, with improved capabilities in terms of quality, productivity, and distribution, ready to saturate the Bohol organic rice market by the end of 2013. LGSP-LED supported the launching of the PROMOTE-RICE Program which involved capacity building of the following key LED actors: a) Technical Working Group members on the development of a marketing strategy and business plan for the implementation of the PROMOTE-RICE initiative; b) provincial and Alliance agricultural institutions to promote and support wider adoption of sustainable agricultural practices in BIAD V through improved delivery of agricultural extension services, standardized training curricula for organic agriculture, and established quality standards through an Internal Guarantee System for organic farming, and c) launching of the Center for Agribusiness and Sustainable Agriculture at the Bohol Island State University (BISU). LGSP-LED also provided support to expand the business capacity of the Carmen Samahang Nayon Multi-Purpose Cooperative

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through training workshops on business planning, packaging and labeling for better marketability. The organization now has 2000 organic farm members. The support provided by LGSP-LED was strategic as these initiatives provided the foundation for the development of the organic rice sector. The reported annual production of 668 metric tons of organic rice in 2013 from zero production in 2009 is a clear indication of the initial success of the PROMOTE-RICE Program. There also appears to be strong interest among local businesses in organic rice as shown by the increase in the number of new business related to organic rice production. From zero baseline, OPAL received 56 new business registrations in 2013. BIAD V had 27 in 2009 and 87 by 2013. Creation of jobs /livelihoods was the main focus of LED initiatives in Batch 1, and available data provides indications towards this result particularly for BIAD V and DDPKaRoMa. In BIADV, increasing visitors to the Balay sa Humay Rice Museum in Batuan have directly provided five people with new jobs as museum guides. The newly-formed Batuan Cultural Collective, has provided 25 students, professionals, out-of-school youths and elderly people with opportunities for additional income from their occasional performances at Balay sa Humay. Farmer-trainees at CASA-BISU have learned to prepare organic farm inputs, with one farmer already selling his vermiculture produce to other users. In OPAL, 71 farmers strengthened their livelihoods either as producers or retailers of organic rice, vermicast or tomatoes and other products. In DDPKaRoMa seven livelihood projects operating across the Alliance have generated additional income for the members and their families and provided about 99 people (81F, 18M) with additional incomes as entrepreneurs in cassava/food processed products, handicraft making, woodcraft, cave guide, and massage therapy. Those trained have already generated income from the business. The womenâ&#x20AC;&#x2122;s group from the municipality of Roxas has been selling cassava and other food processed products at the newly constructed Farmers Information Technology Service (FITS). The all-female Burgos Food Processors from Dapitan City began selling pickeled papaya (achara) and coconut brittle and qualified for additional support from DOLEâ&#x20AC;&#x2122;s livelihood program, which the group plans to use to intensify their production, and extend the reach of their products up to Dipolog City and Pagadian City. With new skills on bag design, the members of the Ilaya Bag Weavers from Dapitan City have started to produce and sell bags at the local market. The all-male Libuton Cave Guides from the municipality of Manukan have been generating additional income as cave guides since 2010. Another group from the same municipality, was trained in massage therapy and received their skills certification and start-up kits from TESDA. Some of those trained are now being contacted by other customers from within their locality. The group from the municipality of Polanco, who received training in woodcraft, has already generated six work contracts from within their locality and received new orders for another batch. A key observation in all three cases is the need for farmers to produce the needed volume for prospective buyers. This was aptly addressed with the presence of a strong cooperative that handled consolidation of farmers produce, such as in the case of Carmen Samahang Nayon Cooperative in BIADV and Polanco Multi-Purpose Cooperative in DDPKaRoMa, in order to meet the needed volume by commercial buyers and in the process command better price for their products. Moreover, changing farmersâ&#x20AC;&#x2122; farming practices or preferences towards organic farming has proven to be a challenge and requires continuous advocacy, training or mentoring, and technical support from the local government.

3.4.4

Intermediate Outcome: Improved Local Conditions for Sustainable Local Economic Development Indicator 1200.3 Level of satisfaction of private sector stakeholders (female/male) in participating LGUs of LED programs and services offered by local governments

The satisfaction survey revealed that private sector stakeholders were generally satisfied with the LED programs and services offered by participating LGUs. For Batch 1, private sector (business) and community stakeholders were satisfied (average rating of 4) with the LGSPLED and LGU programs and services, specifically on livelihood training, managing community enterprises, technical training and assistance in organic agriculture. The FGD with private sector stakeholders in each of the Batch 2 LGUs/Alliances yielded mixed reviews. Private sector respondents in MNDC and MIGEDC gave higher average ratings of 4 for their respective LGUs, compared to their counterparts from AVLDA (3.6), Bohol (3), and Leyte (3). The relatively higher ratings for MNDC and MIGEDC may be explained by the fact that Naga City and Iloilo City have consistently been recognized for their business-friendliness and innovation. The key cities or service centers of AVLDA (Koronadal City), Bohol (Tagbilaran), and Northwest Leyte (Ormoc) might not yet be perceived by their private sector stakeholders as having attained the same level of LED competitiveness. For Batch 3, the satisfactory ratings were influenced by the opportunity given to private sector stakeholders to be capacitated and work with the LGUs in jointly developing and implementing LGU LED initiatives, in particular the Tourism Circuit Development Plan. Satisfaction ratings suggest that LGUs need to do more to meet private sector expectations. For example, in order to sustain and further enhance strong collaboration between and among LGUs, NGAs, NGOs and business sector, it would be necessary to have local city/municipal ordinance creating a local investment promotion center in each LGU duly supported by the appropriate NGAs, accredited NGOs and managed by the LEIPO. Some respondents also suggested the need for LGUs to evolve their activities beyond the planning cycle to implement specific projects that will generate impact and results in the local economy. Furthermore, stakeholders will benefit greatly from

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the capacity building and training provided LGUs and NGAs are able to effectively campaign for accreditation of tourism front-liners to elevate the skills and training standards for the industry as well as institutionalize a standard/ benchmark for circuit tour packages to be marketed effectively. Respondents also revealed that more programs and activities should be developed to help capacitate the private sector organizations in dealing with the investors in a manner that is very much applicable and doable in their area. Satisfactory ratings given by private sector stakeholders could help enhance engagement in the development and implementation of the LGU Local Projects supported by LGSP-LED. The Program’s strategy in supporting local LED actors to engage in LED is primarily driven by the recognition of the private sector’s lead role in promoting sector competitiveness as both agents of business development and beneficiaries of local economic development. As agents of business development, private sector provides capital, enables expertise and generates employment opportunities; as beneficiaries, they support the enhancement of the local economies through various reforms administered to generate new investments, promote sector competitiveness and implement business friendly initiatives. Moreover, engaging local LED actors can significantly strengthen the LGUs’ local economic development initiatives through the market- and investment-oriented perspective that they bring to the LED Process, as well as through the synergy of public and private sector efforts that will result from working together to achieve a commonly-determined purpose.

Box 6. Operationalizing the Calamianes Business Center – A Missed Opportunity An example of one missed opportunity that could have propelled strong LGU support for the private sector was the failure to operationalize a planned Calamianes Business Center (CBC) as an office to support MSME growth and business recovery in the Calamianes, with Coron as the hub. The Center was seen as a potential mechanism for harmonizing the common LED, tourism and investment promotion interests of the four LGUs and their private sector partners into one destination-based program/office. At the same time, the Center could be a platform for the convergence of NGA, NGO, and donor programs and services in support of business recovery and expansion for businesses, community-based enterprises, and entrepreneurs in the four municipalities of Northern Palawan. The Local Project team had identified the current location of the Coron Tourism Office as the most viable location for such a Center. However, unresolved matters related to the ownership of the building as well as the land on which it stands, made that option at the time, unfeasible. However, the local private sector manifested strong interest in the project, as one local entrepreneur offered free office space at the Coron Galeri building to serve as a temporary “desk” for the CBC through which the LGSP-LED local project team facilitated convergence activities with other development partners. In this line, the Local Project explored opportunities for coordinating the tourism circuit development LED Initiative with the implementation of the Sustainable Fisheries Management Plan (SFMP) for Northern Palawan (developed by the 4 LGUs with assistance from USAID EcoFish) particularly where the SFMP addresses marine protected areas and Tagbanua communities linked to the tourism circuits. The PMT learned that there was also an apparently mutual interest from DTI to the extent that in July 2015, they donated computers, audio-visual equipment, and furniture to the Municipal Government of Coron for the establishment of a Negosyo Center to service the cluster. However, most of the equipment remain in storage as the LGU has not yet found a suitable location for the Negosyo Center. While the current location of the Calamianes Business Center is too small for a full-blown Center, it could have been adequate for slightly scaled-down operations focusing on business name registration and basic business advisory services. Unfortunately, these two complementary initiatives were never linked and coordinated with each other – an apparent demonstration of weak communication and convergence among agencies, as well as within the LGU. As LGSP-LED exits, DILG Provincial Office signified to lead in linking DTI with the Municipal Government of Coron to operationalize the center.

3.5

Immediate Outcome 1210 Strengthened Ability of participating LGUs/Alliances to advance sustainable LED

The Project has contributed to strengthening the capacity of participating LGUs in advancing sustainable LED. This was done by adopting reforms that enhance their business-friendliness and competitiveness and implementing programs, jointly with the private sector and/or local community groups, that improve the competitiveness of priority economic sectors, i.e. tourism. The Program provided a comprehensive package of assistance that enabled the LGUs to not only prepare LED/tourism circuit plans but implement them as well, which in some cases, have yielded immediate benefits/results for the LGUs. The LED approach taken in the Local Projects that brought together local economic stakeholders to chart the LGU’s local economic development agenda has changed existing mindsets on LED, particularly among local chief executives and key LGU officials. The training and exposure trips to successful LED initiatives and practices attended by local executives further contributed to shift in mindsets from the traditional LGU operated local economic enterprises towards a more enabling role for LED. Through the various training programs, LGU staff enhanced their LED knowledge and skills which they applied in formulating the LGUs’ LED enabling policies and in implementing the LED strategies and activities in the LED/tourism plan. With the opportunity to apply the knowledge

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and skills acquired from the training in implementing their LED work, LGU LED staff gained confidence and enthusiasm in pursuing LED reforms. The Program has also created LED champions from among the LGU executives and staff. Among the LED Champions that emerged from implementation of the various program activities include the following: • •

• • • • •

3.5.1

Local Chief Executives (Governors and Mayors) and the Sanggunian Members (Legislative Council) to provide executive support, leadership and commitment for LED Competent LEIPO as the lead in planning, implementing and monitoring investment promotion activities and their outcomes, and coordinating LGU LED policies, programs and activities with relevant units/agencies within and outside the LGU and with the private sector Tourism Officers to be the lead in tourism planning and promotion/marketing Business Permit and Licensing Offices to sustain and continuously improve business permit licensing system in support of LED Public Employment Service Office to ensure that workforce development is aligned with priority sector skills requirements and standards Provincial Planning and Development Coordinator (PPDC)/Municipal Planning and Development Coordinator (MPDC) to ensure that LED agenda and activities are aligned with and/or integrated in the different LGU plans Private sector representatives as partners in all stages of LED process, particularly in investment and tourism promotion

Immediate Outcome: Strengthened ability of participating LGUs/Alliances to advance sustainable Indicator 1210.1 Number of policies, regulatory reforms and programs that advance business-friendliness and competitiveness adopted by participating LGUs

With LGSP-LED assistance, LGUs were able to formulate new and/or update key enabling instruments, plans and management systems that promote business friendly and competitive local environment. As shown in Table 14, a total of 399 BFCL policies, regulatory reforms and programs have been adopted and implemented by LGUs, exceeding the target of 270. Table 14. Number of BFCL Policies, Reforms and Programs of LGUs Enabling Policies and Programs adopted Batch 1 Total Batch 2 Total LGU Business Plan (Workforce) LGU Business Plan (Investment Promotion) LEIPO Designated 8 34 LEDIP Establishment 2 LIIC Adopted 20 Business recovery center implemented BPLS Streamlined 14 46 BPLS Computerized LRC Adopted 20 LED Information Portal Established LGU Tourism Statistics Action Plan Adopted Tourism Statistics system implemented Tourism Code adopted LGU Tourism Development plan adopted TOPCOP Program/Plan implemented Others(Ordinances adopted) 6 11 Total 28 133

Batch 3 Total 54 1 41 15 25 2 28 4 21 2 19 3 1 8 14 238

All Batches 54 1 83 17 45 2 60 28 24 21 2 19 3 1 8 14 399

The high percentage of LGUs that designated a LEIPO position is indicative of the increasing recognition across LGUs, particularly for cities and municipalities, of the need for a full-time staff that focus on promoting local economic development and investment in the LGU. The high number is partially influenced by the DILG-DTI JMC that directs LGUs to create a LEIPO position. The presence of LGSP-LED gave a push to this DILG directive not only because it was a project requirement for participating LGUs but also because LGUs became more aware of the roles of the LEIPO and the economic rewards that LEIPOs can bring to the LGUs. As a result, there is an emerging consensus among LGSP-LED LGUs of the need to institutionalize the LEIPO position. A draft position paper has been prepared in this regard and is being considered by DILG.

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LGUs have made progress in BPLS streamlining, with about 80% of cities and municipalities having streamlined their system. BPLS streamlining has been a major program of DILG as part of its BFCL outcome area and several donor institutions have provided assistance to LGUs in this regard. LGSP-LED support mainly focused on automation of the streamlined process. In terms of automation, only about 40% and 53% of LGSP-LED municipalities and cities, respectively have automated systems with a few still not functional due to technical problems. The business plan for workforce development and updating of the Local Revenue Code (LRC) also ranked high among the BFCL instruments adopted by LGUs. The business plan for WFD could have been motivated by the Trabajo Program of DILG which gave grants of P7M, P5M and P4M to the provinces, cities and municipalities, respectively to pilot LGUs to implement the TRABAJO program. One of the requirements to qualify for the grant is the preparation of the Workforce Development Plan. A review of the WFD plans conducted by a Canadian expert on WFD indicated the need to revise the plans to incorporate other important activities crucial to the success of WFD.

3.5.2

Immediate Outcome: Strengthened ability of participating LGUs/Alliances to advance sustainable LED Indicator 1210.2 Number of annual business registrations in the identified sectors of participating LGU

As of March 2016, 8,201 new businesses related to tourism and agriculture have been registered in participating LGUs across the three batches. Negros Occidental, PADAYON and MIGEDC had the highest number of registered establishments at 2,151, 1745 and 1504 registrations, respectively. On the other hand, Davao del Norte, Northern Iloilo and AVLDA were at the bottom with double digit figures. Relative to their baseline levels, MIGEDC, PADAYON, MNDC, Northern Panay, Northern Cebu and Siquijor have higher number of business registrations. A similar pattern between this indicator and investment is observed. The high number of businesses that registered in MIGEDC can be attributed to a host of factors: Iloilo’s role as the regional hub in Region VI where most of the business establishments are located, and the energized tourism sector resulting from the APEC event that attracted more businesses to locate in the province. In the case of PADAYON and Northern Panay that are host to popular tourist destinations, the presence of many establishments operating in these LGUs and their strength in attracting more investments and tourists account for the high number of registered businesses. Siquijjor, although a “minor” player in terms of investment levels, also showed consistent pattern between business registration, investment and tourism arrivals. The decline in business registration in Davao del Norte and AVLDA is consistent with the dip in the level of investment and visitor arrivals for the same period. Table 15. New Business Registration as of March 2016 Project Site Batch 1 One Pangasinan Alliance of LGUs (no. of farmers) Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa) Province of Guimaras Bohol Integrated Area Development (BIAD V) (no. of farmers) Batch 2 Allah Valley Landscape Development Alliance (AVLDA) Metro Iloilo Guimaras Economic Development Council Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON) Batch 3 Palawan Albay-Sorsogon Northern Iloilo Northern Panay Negros Occidental Northern Cebu Negros Oriental Siquijor Davao del Norte

Baseline*

Target

50 27

645 50 1,605 5,377 502 75 206 3,946 94 62 492

1,387 50 213 300 293 531

303 50

Actual (2016) 251 56 Data not available 108 87 4,112 19 1,504 154 284 2,151 3,838 434 60 721 1,745 402 195 243 38

LGSP-LED End- Of Project Report | 41

3.6

Immediate Outcome 1220 Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliances

The Program’s strategy in supporting local LED actors to engage in LED is primarily driven by the recognition of the private sector’s lead role in promoting sector competitiveness as both agents of business development and beneficiaries of local economic development. As agents of business development, private sector provides capital, enables expertise and generates employment opportunities; as beneficiaries, they support the enhancement of the local economies through various reforms administered to generate new investments, promote sector competitiveness and implement business friendly initiatives. Moreover, engaging local LED actors can significantly strengthen the LGUs’ local economic development initiatives through the market- and investment-oriented perspective that they bring to the LED Process, as well as through the synergy of public and private sector efforts that will result from working together to achieve a commonly-determined purpose. With LGSP-LED support, local chambers, and other interest groups involved in various LED initiatives were able to broaden interaction and dialogue with local government units in undertaking investment promotion activities and sector competitiveness programs. The small survey of selected private sector partners indicated significant capacity gains, particularly in developing tour packages, preparing and giving sales pitches, and enhancing their personal network. Through their participation in the different investment or travel and tours fairs, they were given exposure in promoting their destinations to potential investors and partners in the travel and tours industry and gained new insights from experiences of their counterparts in other areas. Among the training programs they attended, the training on sales pitching, business matching and negotiation were most appreciated. Apart from these competency improvements, the Program enabled the private sector partners to learn more about the various programs and services of national government agencies and other organizations that they can access as well as information on their LGUs’ investment and economic development potentials. Strong public-private partnership as exemplified in the experiences of LGSP-LED partners and champions is indeed a best practice in underscoring a more holistic approach to LED. This is reflective of strong private sector vision, input and support. LGSP-LED acknowledges the primordial role public-private consultation plays in the guise of effective public sector management–eliciting accountable and transparent process for effective and meaningful interaction with its stakeholders to mainstream business, and economic development initiatives. LGSP-LED’s focus in nurturing public-private partnerships for LED underscores three important characteristics that allow the partners to maintain a significant posture in its contribution to the local economy’s tourism circuit development: 1) presence of a structure for private sector participation; 2) local government’s recognition of private sector’s role; and 3) stakeholder ownership of the process. For MSME partners that have been trained by the Program, capacity improvements have translated to improved “business” practices and profitability and livelihood/income for members in selected Project sites. This was shown in some of the community-based enterprises that were assisted by the Program. For instance, in AVLDA, the Youth Entrepreneurship Development Program which trained young indigenous women and men artisans on enterprise management enabled the young artisans to transform their indigenous knowledge of making traditional products into income earning ventures. The training and exposure gained from participating in Project activities opened up new perspectives in product development and marketing their products and increased income of members. In BIADV, the strengthened capacity of the staff of Balay sa Humay Rice museum, resulted in better management and marketing of the museum that it was included as one of the featured attractions in the Bohol Culture and Nature Tour package promoted as part of the Visit Bohol 2015. Visitor arrivals has increased from an average of five to 150-200 per month.

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Box 7. AVLDA’s Youth Entrepreneurship Development Program AVLDA’s Youth Entrepreneurship Development Program, implemented through the LGSP-LED project with DTI as a key support agency, trained 70 young IP artisans composed of 7 males and 63 females on Leadership Development, Product Development, and Enterprise Development. These young men and women already had the basic skills and knowledge for making traditional baskets, brassware, beadwork, embroidery, and woven fabric (e.g., tinalak). The program was intended to build them up as entrepreneurs and not just artisans. Selected trainees went on a learning mission to Davao and Tagum Cities in order to see the various examples of supply and market linkages of various arts and crafts. Through these exposures, the IP youth realized that an innovative product, which the market wants, is the product that sells. They realized the importance of listening to the market. More importantly, the training enabled the participants to develop the skill of costing and pricing as well as AVLDA’s analysis of its tourism industry value chain indicated a need to expand the range of activities that potential visitors could experience. A diversity of activities and experiences would encourage tourists to either prolong their stay or to return at a future date. Thus, the local project also sought to develop local tours and new visitor activities around the two circuits

“Before participating in the training, I consider making beadwork as a hobby. If people buy, good. However, I realized that my hobby can become a good business and can provide money for my family”, said Annabelle Blagay, one of the trainees. Annabelle is just one of the 70 trainees who are welcome to join the Cooperative of Women in Health and Development (COWHED), which acts as the market consolidator for the various arts and crafts of the T’boli people in Lake Sebu. Other market intermediaries for these young entrepreneurs include The Manila Collectible Company (TMCC) based in Intramuros, Manila, and the local souvenir shops in Lake Sebu. “T’boli women used to stay at home to prepare food for the family and perform other household duties, including childcare. They had very limited access to jobs that generate income because these are the duties that belong to men according to their culture. However, since we introduced arts and crafts as an alternative source of income of women, it greatly changed the situation in Lake Sebu. Women are now empowered to speak for themselves because they have found means to raise money”, said Thelma Arcallo, Lake Sebu Tourism Officer.

The Tourism Innovation Challenge Fund The Tourism Innovation Challenge Fund was established for Metro Iloilo-Guimaras to enhance visitor experience in the circuits, by encouraging and supporting local entrepreneurs to upgrade their tourism products, services, and activities offered in the various attraction sites along the circuits, especially those outside Iloilo City. Implemented by the MIGEDC through a grant of P3M from LGSP-LED, the Fund supported MSME proposals that: a) improved existing products through better quality, pricing, packaging and variety; b) enhanced branding, marketing and promotion; and c) improved tourism site attractiveness and developed new/ improved tourist activities. Among the products, services and attractions that were supported include weaving, pottery, a butterfly garden, organic farms, souvenir shops (pasalubong centres), eco-parks, and mountain bike tour operators.The aim is to model cooperation of local stakeholders with their LGUs and private sector organizations in the local tourism industry, with circuits serving as a development and marketing vehicle. An inter-agency selection committee consisting of representatives from DOT, DTI, and the local business chamber reviewed the proposals received and approved 17 projects for funding that ranged from P80,000 to P285,000. Of the 17 MSME projects approved, four involved assistance to women entrepreneurs. These are the following: • Provision of equipment and training for women weavers from Salngan Livelihood Multi-purpose Cooperative of Salngan, Oton to improve the designs of their hand woven hablon cloth. In 2013, weaver members earned an average of P6,000 in patronage refund. • Assistance to the women of Arevalo Handwoven Products (AHP) and Sta. Barbara’s Women United Through Handcrafted Lace and Embroidery, Inc. (WUTHLE) to develop new product designs and to improve the packaging of their jusi fabrics and “Belgian lace” products, respectively. • Expanded processed mango product line, i.e mango sauce and ketchup, of McNester Food Products which resulted in more women workers employed. Other community-based enterprises/projects funded include clay pots (from Pavia), tultul or salt-based candles and soaps (Barangay Hoskyn in Guimaras), community-based ecotour of the mangroves (Brgy. San Roque, Guimaras), farm tours in rural areas, a butterfly garden in Leganes, and bicycle tours in Guimaras. Implementation of the Fund was however met with problems that caused significant delays. Call for proposals were made in August 2013, awards granted in December 2013, but actual release was made only in February 2014. Delays in release of funds due to the complex multi-agency review process and administrative issues related to banking have stalled some activities and challenged the community’s trust that local governments have been working hard to cultivate. It was also felt that weaknesses in the management of the project contributed to project delays. Coaching in project management and business advisory services would have prepared MIGEDC in implementing the project

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more successfully. There is currently no system of monitoring status of projects funded by the Fund and its success in contributing to enhancing competitiveness of the tourism circuits is not clearly established, except for a few grantees who were included in the tour packages and noted increase in tourist arrivals. These are the following: •

Ma’am Becca was one of the grantees. Her company, McNester Food Products is a small restaurant and food business located in Guimaras. Ma’am Becca also hosts educational tours and classes on mangos and other traditional Filipino foods. In 2014, McNester Food Products was granted $5,000 CAD from the Innovation Challenge Fund, which they used to purchase equipment and training resources, including tables, chairs, a sound system, a computer, an LCD projector, and a mirrored demonstration table. Since receiving the funding, McNester Food Products has increased production, employment and the number of tourists by more than 300%.

•

Women United Through Hand-woven Laces and Embroidery (WUTHLE) is a small women’s embroidery business that employs the family members of leper patients. In 2014, WUTHLE received a 3,000 CAD grant to purchase two new motorized sewing machines, packaging equipment, and a computer. They also developed a promotional website. Suzette, who was one of the first employees, estimates that they have almost doubled their productivity thanks to the new equipment

The inclusiveness, consistency and thoroughness of the described LED private-sector strategies deeply characterize LGSP-LED’s approach, which enables understanding, accountability and ownership by key stakeholders and personnel. Hence, the good level of trust and confidence that the LGUs have built with their stakeholders easily allow the identification of gaps, solutions or flexible policies win-win to both the LGUs and their stakeholders. This provides a good benchmark in harnessing private sector’s role in supporting sustainable LED strategy in support of investments and employment generation. Indeed, the Program brought the local governments closer to the business community and vice versa.

3.6.1

Immediate Outcome: Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliances Indicator 1220.1 No. of LED actors (female/male) from business groups, resource institutions and CSOs with capacity to plan and implement sustainable LED initiatives in participating LGUs

LGSP-LED provided training and technical assistance support to project sites in the development and implementation of the Tourism Action Plan and its components. A total of 526 LED actors, 235 males and 291 females, have been trained and coached in planning and implementing LED initiatives. They now serve as LED champions who could spearhead the sustained implementation of the local projects. Table below shows the distribution of LED actors by project site. Table 16. Number of LED Actors with Enhanced Capacity to Plan and Implement LED Initiatives LGUs/Alliances Batch 2 Allah Valley Landscape Development Alliance (AVLDA) Metro Iloilo Guimaras Economic Development Council Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON) Batch 3 Palawan Albay-Sorsogon Iloilo Negros Occidental Northern Panay Negros Oriental Siquijor Cebu Davao del Norte

Male

Female

Total

149 5 15 64 44 26 81 3 3 1 3 0 4 1 65 1

188 4 41 72 33 63 78 0 2 5 4 2 2 0 61 2

337 9 56 136 77 89 159 3 5 6 7 2 6 1 126 3

Private sector participation was most actively engaged in the Local Projects in MNDC and Northern Cebu. This could be explained by a highly participatory governance culture prevailing in Naga City that chairs Metro Naga, the transparency and openness of the local government in

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providing a voice to and working together with local stakeholders in the governance of the city, and adoption of quality management practices in city management processes. Initially with weak private sector groups in travel and tours, the city government was easily able to gather a small number of tour operators and travel agencies to form themselves into an association that can partner with MNDC in implementing the Local Project. Except in Cebu which had the next highest number of LED actors trained, the rest of the Batch 3 LGUs had fewer LED actors that were capacitated by the project. Factors that could have accounted for this include the lack of organized tourism-based associations, such as in Siquijor and Samal Island in Davao del Norte, or the lack of willingness of private sector organizations to participate, such as in the case of Albay-Sorsogon, among others. In any case, LGSP-LED enabled greater private sector input in the design of capacity building programs that supported more interaction and understanding of the needs of private sector, especially in coordinating and promoting investments, increasing tourist arrivals and employment generation. With private sector playing a key role in assisting LGUs in implementing LED activities, LGSP-LED facilitated support for competitive private sector to ensure the development of appropriate policies, incentives and programs that meet investors’ needs and standards. The extent and nature of LED actors’ participation in the Local Projects varied across sites. In areas that have active private sector, publicprivate partnership was strong with some private groups even taking the lead role in implementation of certain activities. The Local Project management structure established by LGSP-LED had provisions for private sector representation. Nature of participation in these project management structures varied from being members to co-chairs of the Project Management Team (PMT), Project Implementation Team (PIT), Technical Working Group, and existing other structures of partner LGUs. In Sorsogon, the local PCCI representative was a member of the TWG, while in Negros Oriental, the NOCCI representative served as co-PIT Manager. In Calamianes, Northern Palawan, the Calamianes Association of Tourism Establishments served as member of the PIT and Vice-President of the working group tasked to oversee site implementation as they were based in the project sites, unlike the PMT/PIT members who were mostly based in either Puerto Princesa or Manila. The absence of active private sector groups in selected project sites presented a challenge to selected LGUs, some were able to successfully overcome this constraint by forming or reviving inactive groups, such as in the case of MNDC which created an association of local travel agencies and tour operators to be its partner in the Local Project.

3.6.2

Immediate Outcome: Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliance Indicator 1220.2 No. of sustainable LED initiatives jointly implemented through public-private partnerships that are creating opportunities for MSME growth, investment attraction and employment generation

Thirty private-sector led, market-oriented LED initiatives were jointly planned and implemented by LGUs and private sector partners in priority sectors. These LED initiatives focused on: market access; productivity and product quality of the sector’s MSMEs; and attraction of investments; and workforce development. For Batch 1, three LED initiatives were implemented as follows: • In BIAD 5, organic rice production made possible with the leadership of a cooperative and the support of LGUs and NGAs. • In DDPKaRoMa, cassava production that is driven by a cooperative with the support of the alliance, the provincial government, and national government agencies. • In Guimaras, women group weavers and community-based boat operators providing products and services with support from LGU and other stakeholders. For Batch 2 and 3, LED initiatives revolved around three types: tourism circuit development, destination marketing and workforce development. In Batch 2, destination marketing was counted as a separate LED initiative from TCD and workforce development was not counted as a separate initiative, although workforce development activities were implemented that helped the local MSMEs or tourism workers to upgrade the quality of their services. In Batch 3, workforce development was introduced as a distinct LED initiative while destination marketing became an integral part of TCD since it does not only include developing or enhancing tourism products along the tourism circuit but also marketing the destination and promoting investment opportunities.

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Box 8. The Power of LED Convergence: DDPKaRoMa’s 3Y Program The power of convergence was especially apparent in Dapitan-Dipolog-Polanco-Katipunan-Roxas-Manukan (DDPKaRoMa) Growth Corridor (2010-2012). With the help of LGSP-LED, partner LGUs worked closely with the NGAs and the private sector in order to come up with LED strategies that would improve their local economies. In order to support growth of the eco-cultural tourism industry, DDPKaRoMa decided it needed to improve skills and enhance the capacity of tourism front-liners. They realized that this could only be done by actively engaging the help of the NGAs in providing training for the private sector. They created the 3Y Program, which stands for One LocalitY, One IndustrY, One Service QualitY. 3Y sought to enhance the skills of the workforce to enable them to be more employable, productive, and competitive with the ultimate goal of promoting local community tourism in the DDPKaRoMa Growth Corridor. The Program differs from regular skills enhancement programs because it involves the community, and partnership with the government and private sectors in its implementation. It operates on the principle that participatory approach is a powerful tool in achieving good governance and positive results. It offers all stakeholders the required opportunity to be part of the decision-making process. At the end of the project, DDPKaRoMa recorded an improvement in their targeted sectors. There is a report of more than 100% increase in tourist arrivals in 2015 compared to 2010. Like many of LGSP-LED’s projects, the strength of the DDPKaRoMa lay in the dynamism, unity, and convergence of the sectors.

Different private-public partnership models emerged from the Local Projects. LGSP-LED assistance built LGU capacity, their LED champions and actors, in supporting TCPs. After LGSP-LED, LGUs and the TCD teams are better equipped with consultative structures, mechanisms, and systems to support competitive local tourism citing the following as examples of best practices: § § § § §

Private sector leading the way in investment promotion, business matching and investor enabling support as evidenced by the success of Negros Oriental; Strong private sector participation and support for tourism competitiveness as evidenced by the development and convening of hotel and tour operators in Albay-Sorsogon and Metro Naga; Enhanced ability of LGUs and LED actors in tapping additional resources to support destination marketing as evidenced by the grant worth $500,000 won by Albay to work with Tripadvisor in developing marketing and branding for online tourism promotion for the province; Tapping new markets to increase tourist arrivals with new chartered flights from Shanghai to Albay as example; and, Participation of private sector organizations such as Bohol Association of Hotels, Resorts and Restaurants (BAHRR) and Bohol Chamber of Commerce and Industry (BCCI) in tourism workforce capacity development with PaDaYon as example.

While mostly notable and successful, public-private cooperation can be further improved and sustained when the following issues are addressed: • •

•

Information and data management are not standardized across areas. Templates are needed to develop more structure and simplification for better data capture and standardization (i.e. investment data, industry profiles, investment primers) Need for more LEIPO training in investment promotion pitching, conduct of follow-through, handling investment inquiry/ negotiations and business matching with investors as well as after-care service. It will be good to institutionalize LEIPO role at the local level (currently most LEIPOs are functioning in ad-hoc capacity). Furthermore, making LEIPO Module private sector driven—including simulations with actual investors will enhance the skills and capabilities of the LEIPOs Enhance ETT functions and roles for private sector. Need for local advisory board where PCCI and LGU consultations on LED matters can be more institutionalized. DTI, DOT roles should go beyond the steering committee level and have more participation in the ETT (or related LED consultation mechanisms at the LGU level) Continuity of Sparkbiz-question of ownership and responsibility. PCCI can support Sparkbiz under TIP—synchronization of databases given that PCCI maintains a rich database and gets a lot of investment inquiries and requests for trade missions.

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In summary, participating LGUs have benefitted from improvements to the national enabling conditions and a sustained program of capacity development. The LGUs are characterized as having effective and sustained partnership arrangements developed across LGUs in the area, and with the private sector and local communities. One of the indicators of success has been the adoption of area-wide, integrated LED strategies, focused on a priority sector that recognize local needs, challenges and opportunities. In each instance, these LED strategies have incorporated the inter-related economic, environmental, social and cultural dimensions of sustainability. The strong public-private-community partnerships that emerged through the area economic planning process have continued into plan implementation. Through strong collaborative and market-oriented approaches, priorities have been translated into action plans and implementation approaches have made use of competitive advantages to stimulate new economic activity and to create decent jobs. Such success in partnerships with private sector and civil society could not have been possible without the emergence of competitive LGUs.

Table 17. Number of LED Initiatives Implemented by LGUs/Alliances LGU/Alliances

LED Initiatives Implemented Tourism Circuit Workforce Development Devâ&#x20AC;&#x2122;t 8 1 2*

Batch 2 Allah Valley Landscape Development Alliance MIGEDC 2* MNDC 2* NoW Leyte 2* PADAYON Batch 3 9 Palawan 1 Albay-Sorsogon 1 Iloilo 1 Negros Occidental 1 Northern Panay 1 Negros Oriental 1 Siquijor 1 Cebu 1 Davao del Norte 1 * Destination Marketing was counted as an additional LED initiative

1 9 1 1 1 1 1 1 1 1 1

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Box 9: Private sector participation in LED through sector competitiveness and destination marketing: Albay-Sorsogon Tourism Circuit LED Approach The Legazpi-Donsol-Ticao Island Tourism Circuit Development Project envisions an improved and competitive tourism sector, particularly along the Legazpi-Donsol Corridor. The following private sector organizations worked with the LGUs: (i) Albay Chamber of Commerce and Industry; (ii) Sorsogon Chamber of Commerce and Industry; (iii) Legazpi City Tourism Stakeholders, Inc.; (iv) Association of Accredited Travels Agencies (Albay); and (v) Association of Tour Guides. The presence of LED Champions/ Institutions from the Private Sector Working for Competitive Tourism Industry enabled competitiveness of the tourism industry of the Circuit espeically in the following: (i) generting new investments thru the preparation of the Local Investments and Incentives Code (LIIC) and Tourism Code, (ii) increasing tourist arrivals development of enhanced and new tour packages, and (iii) securing external funding to develop online tourism destination marketing. Intermediate Outcomes Tourist arrivals: 32% growth in tourist arrivals between 2014-2016 or 1.1MN recorded tourist arrivals. Based on existing data, AlbaySorsogon circuit significantly exceeded its targets on tourist arrivals. The Circuit registered over 0.7MN tourist arrivals 2014 or 8% higher than projected and 1.1MN in 2015 or 32% higher than the target. There was a combined total tourist arrival of 1.7mn for Albay-Sorsogon in 2015, which was 28% higher than that of 2014 and 35% higher than 2013 figures. The large segment of tourists for the two provinces came from the GuiCaDaLe circuit. Investment generation: PHP9BN worth of new investments representing 60% publicly and 40% privately funded investments. Ongoing public sector led investments include: construction of priority transportation infrastructure such as the new Bicol International Airport in Daraga (expected to be operational in 2018), tourism roads under the DOT-Department of Public Works and Highways (DPWH) Convergence for land connections among the airports in the GuiCaDaLe cluster, and Donsol-Pilar; and construction of the Roll-On, RollOff (RORO) wharf and Bay walk in the Municipality of Pilar and the visitor information centers in Pilar and Camalig. On the other hand, private sector funded investments include: three accommodation establishments (Risser Residences, La Granja and FJ Manila Hotel) and 2 malls (Ayala Mall/Liberty City Center and Yashano Mall) constructed and operational within the LED program implementation and a mall with ongoing construction (Gregorian Mall). Sector competitiveness: Tourism circuit enabled competitiveness of the tourism products and access to global funds for marketing and branding. The upgrading of the tourism programs of the LGUs within the Circuit resulted in enhanced tourism products. Adding to the success of the tourism circuit competitiveness is Albay’s recent recognition as “Top Destination Award for the Pacific Asia Travel Association CEO Challenge 2015” for the category “Regions/States/Provinces.” With this recognition, Albay was awarded with a USD500,000 promotion prize to work with TripAdvisor in developing and creating digital marketing campaigns to showcase its destination to a global audience.

3.7

Mainstreaming of Crosscutting Themes

The Program has mainstreamed the three cross-cutting themes into its programming both at the national and local level by ensuring that its LED policy and program development processes, including capacity development strategies and tools integrated gender equality, environmental sustainability, climate change and disaster reduction, and poverty reduction concerns.

3.7.1

Gender Equality

At the Program level, LGSP-LED engaged the services of a Gender Specialist to act as gender equality adviser. The Gender Adviser provided inputs in the review of annual work plans and budgets, and recommended improvements in gender mainstreaming activities and tools. Moreover, the Program’s Monitoring and Evaluation system collected sex-disaggregated data for some indicators that show progress on the extent of women and men participation in LED activities and the benefits from their participation. Monitoring of the application of gender inputs in the LGSP-LED funded activities was done during the review of the activity designs as well as in the review of the activity reports. The Program also linked with the GREAT women project to learn from their experiences in mainstreaming gender in LED and apply learnings in the design of project activities. It also worked with DOT to establish standards to prevent, avoid and address sexual harassment, gender biases and sexual and commercial exploitation of children in tourism establishments and industry. The Program supported DILG in linking tourism circuit development approaches with issues on rights of workers, detection and prevention of human trafficking in tourism workforce development, and ensuring that destination marketing collaterals have positive portrayals. It also advocated for gender-responsive and socially responsible tourism policies, programs and tools and ensured that these are covered in the

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communication materials, reports and presentations. Capacity development on gender equality mainstreaming in LED policies and programs were conducted for key DILG LED focal persons of BLGD and LGA. It is at the Local Project level where more opportunities and innovative strategies to mainstream gender equality were present. In Batch 3, the Program engaged local GAD experts to identify main GAD-related issues in the tourism sector and recommend strategies to address these concerns, which were then considered in the product development, workforce development, destination marketing, and LED-enabling components of the nine tourism circuit plans. The main GAD themes that were considered in tourism circuit development include the following: • Protection of women and children from prostitution and human trafficking; • Ensuring opportunities for women in and around the key tourism sites to receive training on livelihood and employment skills as well as to gain access to financial and other resources for possible MSME activities; • Ensuring opportunities for women to participate in the planning and management of tourism development activities in their communities; • Mainstreaming gender equality themes into the destination marketing strategies, not only in terms of gender sensitive imagery but also in terms of celebrating the role of women in local heritage; and, • Capturing of sex disaggregated data in BPLS. LGSP-LED practiced and strongly promoted collection of sex-disaggregated information as a necessary tool for planning, as well as monitoring the extent to which gender equality is being achieved in all Program activities. Sex disaggregated data in BPLS was also made part of the computerization of BPLS. LGSP-LED contributions to gender equality mainstreaming results are as follows: •

Advancement of women’s equal participation in decision making and participation in the planning and management of tourism development activities in their communities. The Local Project Management and Implementation structures ensured that there was balanced representation of men and women. With participation of women in the Local PMT/PIT, the key decision-making body responsible for the design and implementation of the Local Project, women representatives were able to impart relevant women’s issues impinging on LED, and take part in finding and implementing solutions to such issues. There was increased women’s participation in the various programs, projects and activities that the local LED projects initiated and implemented. Activities undertaken under the major component programs of the local LED project like Investment Promotions, Tour Package Development and Destination Branding for the tourism circuits, Workforce Development Program and LGU Enabling Activities supported the role, importance and contribution of both men and women and promoted opportunities to improve their economic development.

•

Reduced gender-based inequalities in access to the resources and benefits of development. Program interventions to enhance access of women in economic opportunities came in the form of skills training that created gainful employment and livelihood opportunities for them, and support to women microenterprises in terms of enterprise management, product development and marketing, financial, equipment and infrastructure support. These interventions have contributed to economic empowerment of women participants as they are now either able to earn income and contribute to family expense or earn higher income as a result of improvements in production efficiency, capacity and market access of community enterprises they belong to The local tourism sector has created more employment opportunities for women (2,801) than for men (2,201). However, most of the jobs available for women, e.g frontline workers (customer service), housekeeping staff, waitresses, tour guiding, etc. are lower level and occupations with few career development opportunities, a trend which is consistent with international experience. As for results from the livelihood support provided by the Program, women’s groups increased their income as illustrated in the following cases: • •

• •

•

Improved product design and pricing strategy, such as in the case T’boli women artisans in Lake Sebu (AVLDA) that were able to level up their traditional handicraft products to current market trends thus enhancing the marketability of their products; Forging contracts with tourism establishments as either supplier of inputs or tourism products, such as in the case of PaDaYon entrepreneur who was able to secure a contract with a big hotel chain in Bohol to supply her baked goodies, and Sapal Weaver’s Association, an all women group in Guimaras, that received bulk orders to supply slippers to hotels as complimentary service to guests. Also for Sapal Weaver’s Association, increased production capacity with new equipment and enhanced skills in product design, which enabled them to diversify their products, e.g. conference kit bags, thus increasing income of the association and their individual members. Training of women in site guiding in Isla Gigantes in Northern Iloilo. Enhanced livelihoods for women’s groups in DDPKaRoMa, such as: the women’s group from the municipality of Roxas that now sell cassava and other food processed products at the newly constructed Farmers Information Technology Service (FITS); the all-female Burgos Food Processors from Dapitan City that began selling pickeled papaya (achara) and coconut brittle in the local market. In Northern Cebu, the main opportunities for women were in entrepreneurship and business development and employment in accommodation establishments. Thus, the Local Project has undertaken activities to support people’s organizations, especially LGSP-LED End- Of Project Report | 49

•

those with predominantly female members, in seeking funding support for projects with significant potential impact on livelihood and employment for women. Among the opportunities given to women in order to gain access to resources for training, livelihood, and/or employment are as follows: a) tour Guide Training conducted in the 3 tourism circuits provided an equal gender opportunity for Northern Cebu stakeholders. Even with male-dominated diving destination such as Malapascua, there were at least 2 female out of 27 participants who attended the said training; b) the Santa Fe women’s group were trained on Fashion Accessories and Recycled Bags Making to be marketed at the Pasalubong Center near the port; c) .the Daanbantayan women’s group who have been trained on Food Delicacies and Recycled Home Decors Making participated in the LEIPO Office launching to showcase and market their products; d) two women’s groups in Bogo City, the sewers of Coolway MultiPurpose Cooperative that produces sling/backpackers’ souvenir bags, the WEBUILD Odlot weavers that make hats, purse and other handwoven items; e) the Bantayan Crafts is a women group established by an exporter and were trained from designing to production and packaging. Their products are marketed in high-traffic areas such as District 32, Mactan International Airport and other resorts in Bantayan Island and Cebu. Before Yolanda, these women members did not have any income. With this group, they were able to get an average income of P6,000 per month. In Northern Palawan, gender is a key element in the poverty reduction agenda for the Yolanda Rehabilitation and Recovery Program, with the provision of increased opportunities for employment and livelihood for women as focal concern of various programs of the development partners in the Northern Palawan Livelihood Cluster. In the case of Calamianes, the plan to diversify tourism sites through more, land-based activities and sites in Busuanga Island sees the emergence of special interest activities, such as farm tourism, health-and-wellness, and cultural/community immersion packages, that are likely to create more jobs for women particularly in the front-line, customer service positions such as farm guides, spa attendants, food service, etc.

•

Supporting and protecting women and girls’ human rights. Support for the protection and promotion of women and girls’ human rights has been integrated in the policies, plans and programs of some LGUs. The Provincial Government of Negros Oriental created measures to reduce violence against women, girls and children and engage them in all aspects of peace and security in order to enhance their economic wellbeing. It initiated the construction of a PhP 10M Women’s Crisis Center which houses and accommodates abused women and children or trafficking survivors and provides them with counseling and training on livelihood and life skills for selfreliant and empowerment. The project is the province’ response to resolving pressing issues about gender equality and a testimony as to how Negros Oriental is providing solution to eradicate domestic violence and any form of abuse against women and children. Because of the Province’s efforts and commitment to provide better services for gender equality and children welfare and protection, it received the 2015 Seal of Child-Friendly Local Governance from Council for the Welfare of Children. In Negros Occidental, the GAD program and budget of the Province includes services that address the concerns of disadvantaged women, such as HIV/AIDs and the existence of an underground sex industry, however these services are not widely known. It has also established the Provincial Inter-Agency Committee on Human Trafficking and Women’s and Children’s Desks in the main police stations in Bacolod, Talisay and Silay cities. In Northern Cebu, LGUs have undertaken efforts to strengthen the protection of women and children against negative impact of tourism and development. Among which is the operationalization of Violence Against Women and Children (VAWC) Women’s Desk. Aside from this, a holding center for children in conflict with the law has been established. The Municipality of Santa Fe has been very active in pursuing human/sex trafficking being Bantayan Island’s entry point to all tourists. The City of Bogo has taken the lead in the fight against sex trafficking involving foreign nationals (especially pedophiles). Within the Albay-Sorsogon circuit, the province of Albay and municipality of Camalig integrated women issues in their enabling policies, i.e. in the Tourism, Culture and Arts Code of Albay, and in the Tourism and Cultural Heritage Code of Camalig. In Siquijor, the project involved women LED champions who actively shared valuable ideas mostly pertaining to protection of women in media and advertisement, and influenced the deliberation of Siquijor’s logo design to remove a woman’s face for reasons that advertisement materials should not use women even if the message is promoting the island as a wellness destination.

•

Mainstreaming gender equality themes into the destination marketing strategies, not only in terms of gender sensitive imagery but also in terms of celebrating the role of women in local heritage (as in the story of Negros Occidental sugar industry, for example) and culture (e.g. indigenous arts and craft traditionally produced by women in Aklan, T’boli in Lake Sebu, and other areas). In Calamianes, expansion of tourism circuits to land-based activities aims to increase visitor interest in more immersive and authentic cultural experiences (e.g. Tagbanua cultural community visits) that heighten the central roles of women in production of arts and craft, traditional hospitality, and cultural interpretation. For example, the Calamianes Expeditions’ new tour which includes Barangay Lajala showcases the traditional Tagbanua lifestyle including activities traditionally performed by women (e.g. traditional coffee roasting, diving and harvesting of lato or sea grapes, meal preparation, etc.). These activities are not only demonstrated for visitors to learn from, they can be extended into micro- to small-enterprises whereby Tagbanua women will become suppliers of coffee and souvenirs, as well as caterers and providers of packed meals for their partner tour operators.

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3.7.2

Environmental Sustainability, Climate Change and Disaster Resiliency

The Program enhanced the capacity of DILG in helping LGUs increase their ability to protect and rebuild local economies as well as address vulnerabilities given the effects of climate change and intensifying disasters. The mainstreaming of Environmental Sustainability (ES) and Climate Change Adaptation and Disaster Risk Reduction and Management (CCA-DRRM) in the Local Projects was particularly important considering that almost all of these destinations depend on sensitive land and seascapes as primary attractions. Program assistance to DILG focused on mainstreaming CCA-DRRM through the development of a course for LGUs in using CCA-DRRM lens in LED, also known as CCA4LED, and drafting of the Trainers’ Handbook on Mainstreaming CCA-DRRM in Tourism Circuit Planning. The training module aimed to raise awareness on adaptation planning processes, with particular focus on tourism as well as provide easy and practical tools for LGUs to integrate adaptation and risk considerations in their tourism plans. The Handbook is intended to guide CCA-DRRM trainers from DILG, academic institutions and provincial governments in the conduct of training programs on CCA-DRRM mainstreaming for LGSP-LED LGUs and eventually for other LGUs embarking on tourism circuit development. The Handbook was launched in 2015, and regional focal persons in (LGSP sites) were trained to rollout the tool. A total of 24 DILG and LGU officials have completed the course and applied their learning by drafting local CCA plans. In 2016, LGA integrated the CCA4LED modules in the LED4LGUs Curriculum. LGA plans to roll out the Handbook in 2017 to 50 LGUs and train about 250 participants from the 50 LGUs and MLGOOs. As for the roadmap on organic agriculture being pursued as part of the NCI initiatives, a Manual on Organic Agriculture entitled “Transforming communities through sustainable organic agriculture industry: A Guide for LGUs in developing local agriculture plan,” which LGSP-LED helped to produce was forwarded to the NCI for review and endorsement to the organic agriculture committee headed by DA. At the local project level, the Program contributions to capacity building of LGU partners in mainstreaming environmental sustainability and CCA-DRRM are summarized as follows: •

CCA-DRRM in Tourism Circuit Planning or vice-versa. Building the capacity of LGU partners in environmental management and CCADRRM was implemented through the conduct of training programs that enabled them to incorporate CCA-DRRM into tourism circuit planning. Coaching from the environmental adviser was provided during the tourism circuit planning process where they formulate mitigation or adaptation strategies to address identified hazards in the tourism sites as well as key threats to environmental sustainability and disaster resiliency that may arise from the promotion of LED and tourism in the project sites. The involvement of LGUs in this process increased their awareness of CCA-DRRM and its interface with tourism plans and programs. As a result, LGU partners were able to prepare their CCA-DRRM action plans; some updated their Local Climate Change Action Plans to reflect mitigation and adaptation strategies in support of tourism development. Through LGSP-LED sponsored training of LGU staff on vulnerability and risk assessment of tourism sites in the Allah Valley, AVLDA has successfully integrated CCA/DRRM concerns in its tourist sites. With technical assistance from the Mines and Geosciences Bureau (MGB), AVLDA’s trained LGU staff developed a geo-hazard map of the tourism circuits, which details potential risks for flooding and landslides. Available information on geo-hazards is being used in evaluating proposed or planned infrastructure projects and tourism facilities. Similarly, technical advice was provided by Canadian experts in addressing climate and disaster vulnerabilities of Batch 3 sites in Siquijor and Negros Oriental at the conceptualization stage of the Local Project. This ensured that these vulnerabilities were addressed early on at the planning stages of the Batch 3 local projects. Also, technical assistance in business recovery was provided tor NW Leyte and PADAYON areas to ensure some level of organizational stability and an orderly recovery after Yolanda and the earthquake.

•

A total of 104 partner LGUs have produced the CCA-DRRM plan. Of all the project sites, only Albay-Sorsogon cluster has produced the plan for all of its member LGUs. In particular, the Provincial Government of Albay produced the Local Disaster and Climate Change for Tourism Adaptation Plan (LDCCTAP), which will be incorporated in the master tourism plan of the province, to guide the local governments in promoting tourism and mitigating disasters. This was another undertaking of the province to strengthen its program of ensuring zero-casualty every occurrence of calamities. In line with this was the passage and approval of the provincial ordinance on the Mayon Climb, which regulates and protects tourists and mountaineers. These accomplishments are quite expected considering that Albay is the country’s showcase in CCA-DRRM, having pioneered effective and innovative strategies in dealing with disasters and calamities. The provincial government has an existing Climate Change Academy that trains various LGU staff within the province and conducts research related to climate change adaptation. In the case of Northern Cebu, the program intervention has increased LGU awareness on the importance of CCA-DRRM and led to the updating of the Local Climate Change Action Plans (LCCAP) in four LGU members. In Negros Oriental, the Local Project strongly advocated environmental sustainability through climate change adaptation and disaster risk reduction program. This was highlighted in the CCA-DRRM plan that the local project initiated as most of the sites identified in the Negros Oriental Tourism Circuit are prone to natural disasters. To mitigate these potential environmental threats, the province of Negros Oriental has adhered to the principles of restorative, sustainable and equitable local economic development by adopting environmentally sustainable approaches in the conduct of local LED initiatives. Outputs of the various activities undertaken by the local LED project

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promoted environmental sustainability of the area with emphasis on CCA-DRRM. Investment promotion proposals and briefs were prepared with a conscious effort of recognizing their environmental impact and consideration as most are in areas with greater environmental hazard. The tour packages developed for the Negros Oriental Tourism Circuit were all prepared with strict compliance to environmental conservation and sustainability as the sites identified in the packages are covered by existing environmental regulations, such as the NIPAS (National Integrated Protected Area System) Act and DENR Protected Marine Seascapes and Sanctuaries. The province developed and launched the Negros Oriental Disaster Preparedness and Operations Manual to counter the continuing threat of natural disasters that assailed the province. The province also spearheaded information campaign programs to LGUs and barangays on CCA-DRRM, the importance of preparedness before and during disasters and the relevance of strengthening LGUs and barangay Disaster Preparedness Action Plan/Convergence Plan. In Negros Occidental, climate change adaptation and disaster risk reduction programs are integrated in the development plans of the LGUs. The province is recognized as a model for disaster preparedness. The mandatory budget reserve enables each LGU to address environmental problems through programs like rehabilitation of drainage systems, improved solid waste management, erosion prevention through mangrove and riverbank tree planting, among others. Recommended measures are submitted to the Provincial Disaster Risk Reduction Management Council and the Provincial Environment Management Office for appropriate mitigating measures. The Province is also the country’s biggest organic producer and the most advanced in the whole Philippines. As part of its advocacy to promote environmental sustainability in agriculture, organic farms have been included in some of its tour packages. The Province’s Local Investment and Incentives Code highlights Green Energy Projects and other renewable energy sources as the number one preferred area for investment along with manufacturing of handcrafted products and organically grown vegetables, fruits and livestock. Alongside with these preferred investment areas, is the Investment Opportunity Brief that pushes climate change adaptation through the development of the Campuestuhan Eco-park in Talisay City. The recently formulated Tourism Code has provisions that promote, protect and preserve green, sustainable tourism development as one of the duties and functions of the Tourism Council. •

CCA-DRRM in Enabling Policies. Some of the LGU partners incorporated CCA-DRRM considerations in their LIIC. Some examples are Davao del Norte and Samal island which highlighted the promotion of environmentally sustainable investments in their LIIC; Negros Occidental which included CCA-DRRM and environmental sustainable policies in the formulation of the Tourism Code and green energy projects as an investment priority in their LIIC; Northern Cebu which institutionalized the Disaster Risk Reduction and Management Office in Bogo City. In Davao del Norte, approved Local Investment Incentive Codes and their corresponding Implementing Rules and Regulations (IRRs) of both the Province of Davao del Norte and the Island Garden City of Samal placed emphasis on attracting investments that are environmentally sustainable. The Davao Del Norte Investment Priorities Plan (as contained in the LIIC-IRR) prioritizes activities that promote the utilization of non-petroleum based fuels or sources of energy. One of the investment priority areas of the province is power generation using renewable energy sources such as hydro, solar, wind and tidal. Hence, during the planning for investment promotions for the priority tourist destination (Talikud-Samal),

•

CCA-DRRM in tourism products, programs and activities. The adoption and implementation of CCA-DRRM plans and CCA-DRRM aligned policies have guided the development of tour packages and tour products that promote the conservation and preservation of the project sites, preparation of “green” investment promotion proposals for priority CCA-DRRM projects, and conduct of information campaign in the barangays to increase community awareness on CCA-DRRM. The growing awareness for the protection of the environment has led some LGUs in Northern Cebu to prepare their Ten-Year Solid Waste Management Plan, observe strict implementation of waste segregation at source, and launch a plastic recycling program

Through the CCA-DRRM training, LGU awareness in mitigating the potential disastrous effects of natural calamities has been raised. The experience of some of the project sites devastated by typhoon Haiyan has served as a clear reminder of how lack of preparation for such events could cause massive destruction and loss of lives and properties, and how lack of capacity in dealing with such events when they occur could lead to chaotic situations. Thus, the Project intervention to train LGUs on how to prepare for disaster through the formulation of the CCA-DRR plan was highly appreciated. With the CCA-DRR plan, LGUs are better guided in organizing local resources for any eventuality that may occur in the future. In terms of mitigating the potential negative impact of tourism on environmental sustainability, strategies were identified and integrated in the tourism circuit plans. Strategies for environmental protection and conservation were adopted not only to achieve environmental objectives but also to ensure that tourism activities happen without causing severe damage to the very environmental resources on which it depends to attract tourists. For instance, in Northern Cebu that is famous for its diving sites, the Daanbantayan LGU established the country’s first marine sanctuary for rays and sharks, creating an almost 300 hectare protection zone for endangered species such as thresher sharks, white tip sharks, and manta rays. In Northern Palawan, to prevent straining the carrying capacity of popular sites, particularly those in the most common “Reefs-to-Wrecks” itineraries in Coron Island, in anticipation of higher volume of visitors, the tourism council prioritized the development of alternative, land-based tours as a strategy to distribute and disperse visitor volumes to other sites in the Calamianes – even as measures are undertaken to manage the tourism activities in the current tourism circuits. Moreover, training of tour guides in the Calamianes included environmental sustainability, marine safety and

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emergency response. A Bantay Turista Program, is also being implemented in Coron as a convergence activity between the Provincial Disaster Risk Reduction and Management Office (PDRRMO) and Society for Sustainable Tourism and Development Inc. (SSTDI). The PDRRMO intends to roll-out the program to all other destination clusters in Palawan following the May 2016 elections. Environmental sustainability programs of other bilateral organizations were also implemented in Calamianes, such as USAID EcoFish Project which completed the Sustainable Fisheries Plan for the Calamianes Islands, which includes marine protected areas and other sites that are part of the identified tourism circuits. In Davao del Norte, one of the identified priority infrastructure projects to sustain tourism was renewable energy solutions for the island destination of Talikud. Another priority was the establishment of a water system for the residents and the resorts in the island accompanied by a wastewater treatment facility. This is to ensure that wastewater will have very minimal impact on the marine ecosystem in Talikud and Samal. The proposed sites for development in Talikud Island had been cleared by the provincial planning and development office as least prone to natural disasters through a geo-hazard mapping/tagging of the identified sites. The above initiatives pursued by partner LGUs as part of the Local Projects or related programs of other government agencies and organizations or even on their own initiative, provide indications of increased awareness of and certain level of preparedness for climate change and disaster risk. The integration of CCA-DRRM in LGU policies and plans (particularly the tourism circuit plans), the enhanced awareness and capacity of staff, prioritization of CCA-DRRM projects and existing tools for CCA-DRRM planning are among the contributions of LGSP-LED that enhanced LGU partners’ preparedness for CCA-DRRM and capacity to manage the sustainability of their environment. Box 10: Regaining Momentum after Yolanda: The Palompon Case LED Approach Typhoon Yolanda (Haiyan) hit the region in 2013 and was one of the worst natural disasters the Philippines had seen in decades. More than 6,000 people died and an undetermined number of people went missing. In Leyte, the typhoon damaged 90% of structures, homes, business establishments and facilities. Leyte’s key tourist attraction, Kalanggaman Island, was severely damaged; all the cottages/huts destroyed and coconut trees toppled. The entire pier was washed away. The Northwest Leyte project’s priority areas, particularly Palompon were also shattered by the typhoon. All tourist huts, picnic tables and temporary tourist facilities were destroyed in Lake Danao. Although DRRM and CCA had factored into all project activities, it was now more apparent than ever how important it was to incorporate climate change and disaster resilience strategies into tourism development. Result: Regained momentum after Typhoon Yolanda The immediate priority identified by the stakeholders following the typhoon was to rapidly restore local economic activity, particularly through tourism. The private sector and local municipalities worked together to restore tourism structures and activities quickly. A number of voluntourism1 projects led by NGOs and the local government of Palompon were initiated. Visitors from within and outside the country participated in activities such as mangrove planting, environmental learning exchanges, and seminars and workshops on economic development recovery. Sustainable tour packages in the form of voluntourism, ecotourism and cruise segments are planned to continue in the future. The key results included: • Visitor arrivals from 17,693 (2014) to 46, 513 (2015) • Income from Eco-tourism Program: Php 3.6 million (2014) to Php 8.5 million (2015) • LGU business income: Php 10.9 million to Php 30.2 million (2015) Key Interventions: • Rehabilitation of Palompon Island as a tourism destination • Aggressive tourism promotion. For example, TV segments were produced (Island living channel TV); • Alternative new tourism products that focused on cultural heritage, solid waste management, fish and bird sanctuaries • Tax holidays for the business sector • Private sector engagement in investment attraction

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3.7.3

Poverty Reduction

The Program adopted an inclusive and participatory approach in the design and implementation of program activities. At the national level, the Program ensured that LED policies, plans or programs are inclusive and provide opportunities for the marginalized groups to participate in and benefit from LED activities. It also collaborated with relevant national line agencies that have poverty-reduction programs, such as DSWD’s Sustainable Livelihood Program, DTI’s Product Development and Skills Training Program, and DOLE’s Job Start Program, by linking its local LED initiatives to the government’s poverty reduction programs and ensuring that the identified poverty groups in the tourism circuits are covered by these programs. Moreover, partnerships with micro-finance institutions and cooperatives were supported to address limited business mobilization capabilities of communities to support their LED initiatives. Through its Poverty Reduction Specialist, the Program assisted the DILG in supporting local LED community projects through the following: • Integrated poverty indicators in LGU STAG-LG, business planning and implementing options for the DILG team and Batch 3 LED initiatives • Ensured that activities and tools developed to enhance LED information portal and profile forms support the enhancement of the assets of the poor for tourism • Capacity building of DILG focal persons to facilitate and enhance participation of the NGAs in LED planning At the local level, similar collaboration with local offices of the above mentioned organizations was done. Communities participating in the DOT-DSWD One-Step convergence program (e.g. Albay and Northern Panay) were linked to the LGSP-LED supported tourism circuit development and market-supply linkage activities of their provinces. The main LED initiative, TCD ensured that the process is inclusive. The value chain approach was useful in identifying the relative location of indigenous people and poor communities in the sector being analyzed. The TCP process gave more clarity in targeting these specific groups within the tourism circuit, which include women, the unemployed, indigenous people and farmers, in the case of agriculture-based initiatives. In most, if not all, LGU sites, support was provided for community-based women’s groups in enhancing their skills in product design and marketing and production capacity which resulted in increased income for members; linked women entrepreneurs to prospective markets that resulted in increased and more stable sales; equipped unemployed women with skills needed by the tourism industry to increase their opportunity to be gainfully employed; and enhance the skills of employed women in existing tourism establishments to increase their productivity and possibility of higher wage jobs. In tourism sites that have indigenous population, such as in Lake Sebu, the program supported community-based tourism activities which allowed the indigenous communities to manage both the impacts and benefits of tourism, strengthen their self-governance, pursue economic alternatives, and preserve traditional ways of life in the process. Indigenous women’s groups were given training in improving the design and pricing of their traditional handicrafts to make them more current and appealing to visitors. Implementation however points to a need for clearer process in mobilizing and empowering communities to directly participate in tourism-related activities. Across project sites, skills training, such as tour guiding, that provided immediate employment for both men and women in the local communities, was also prioritized. The workforce development plan is another Program initiative that gives priority to providing employment and livelihood opportunities to poor communities through skills and livelihood training and assistance in making market linkages. More specifically, the TRABAJO Program is a pro-poor program with its target beneficiaries defined as unemployed youth, beneficiaries of the conditional cash transfers, persons with disabilities, among others. Lastly, the Program assisted the local partners in converging their business recovery activities, particularly in those sites affected by Yolanda, i.e. Leyte, Northern Cebu, Northern Iloilo, Northern Panay, and Northern Palawan, with programs and services of NGAs, NGOs, and donor agencies similarly engaged in these areas through various livelihood and economic recovery projects. Business recovery centers served as platforms for broadening and extending access by affected communities to micro-finance, micro-insurance and other institutions to support their LED initiatives

4. Management Approaches and Issues Throughout the eight years of LGSP-LED, a number of challenges were faced by the Program that required changes in program design or approaches and program implementation strategies.

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The LGSP-LED program framework and approaches have evolved to respond to shifts in the country’s development priorities and to take account of lessons learned from implementation experiences. Enhancements in the program framework were based on the recommendations of the mid-term review that was conducted in November 2012, regular project progress reports, and insights of the PMT and Project Steering Committee (PSC). The Program’s ability to adapt to these developments has sharpened the focus of the interventions and enhanced the efficiency of program implementation. The CEA and DILG had a close collaborative arrangement in the engagement of technical advisers and consultants, and in the development of associated terms of reference. Given the objectives of the program, the role and level of effort of the DILG in the program management had shifted. DILG’s role shifted to overall planning, monitoring and evaluation of the program components, in partnership with private sector using the Program and own tools. Thus, DILG-BLGD and LGA were expected to a) take a lead role in strengthening the DILG focal persons as LED enablers; b) provide policy and program support, monitoring and evaluation to participating LGUs, and c) allow private sector to provide technical assistance to LED initiatives. For its part, the CEA role shifted from project management to provider of training, technical support and financial management support (including budgeting, accounting and financial reporting). The following are the key changes in the Program framework and the PMF that were appropriately addressed by the PMT. The issues that accompanied these changes are discussed below. §

Selection of Local Project Partners - Alliances vs. Provinces. In the selection of Batch 1 initiatives, LGSP-LED decided to only deal with alliances that were either groups of LGUs or the Province as the lead for the cluster of LGUs. This decision proved problematic. Many of the alliances, although they had strong individual members, were found to be weak as an organized group as they did not have legal basis or funding. The Program invested efforts to strengthen the alliance before LED work could begin. Politics within the Alliance at times intervened and affected implementation of project activities. Alliances that were formed for one purpose, for example OPAL and BIADV for organic rice production, did not always provide a solid base for pursuing other areas, such as tourism. It was observed that Alliances that were able to do well in the project often had an active leader with clout over the rest of the Alliance and the resources to drive the LED agenda. This was the case in DDPKaRoMa, chaired by the Provincial Governor of Zamboanga del Norte, MIGEDC with Iloilo Province as the lead, Naga City for MNDC and South Cotabato for AVLDA. The decision to partner with provinces in Batch 3 built on the experiences from earlier batches. Provincial Governments have the organizational infrastructure (a fully-staffed and functional economic development and investment center, for example), resources, technical capacity and some clout over LGUs that puts them in a better position to be the lead partner for the Local Project. Once trained by the Program, Provincial Government staff especially from the economic development office provide useful assistance to LGUs in their LED efforts. Provincial LED champions who have emerged from the LGSP-LED can also advocate and promote LED in other LGUs within the province.

•

Selection of Tourism Sector and Project Sites. The selection of initiatives for Batches 1 and 2 were based on organization competence and commitment to improving competitiveness of DILG-endorsed LGU alliances. For Batch 3, the decision to focus on tourism was because of the sector’s readiness and existence of the National Tourism Development Plan (NTDP). In contrast, agribusiness did not yet have a master commodity roadmap. This was a practical move for the Program as it facilitated the identification of project sites, and also contributed in localizing and operationalizing the NTDP. The nine project sites in Batch 3 are included in the NTDP Tourism Development Areas. As TDAs, the nine project sites would have greater priority in accessing and converging NGA resources, particularly DOT for technical assistance and DPWH for tourism infrastructure, among others.

•

Private Sector Involvement. To infuse the program with private sector lens, a set of Private Sector Advisers were recruited and a partnership with the PCCI was forged. The recruitment of the Adviser took some time and delayed due to previous engagements of the individuals involved. The partnership with the PCCI was a strategic move given its network that covers business organizations from national down to the municipal level and the resources that it could share with the Program. Cascading of partnership with LGSP-LED to its local chambers facilitated the identification and engagement of private sector partners in Local Projects. In the absence of local chambers, appropriate private sector organizations were tapped to partner with the Local Projects but it took longer for some to agree to be part of the Program. In selected sites, private sector organizations were reluctant to join and had to be thoroughly oriented on the Program to participate in the Local Project.

•

Monitoring Missions. Regular monitoring missions have provided the PMT with insightful comments and recommendations, especially on the program approaches. Mission reports were also useful in alerting the PMT of program issues and gaps that needed to be addressed to enhance implementation and the likelihood of achieving outcomes.

•

Timeframes and approach to working with Batches. The two-year timeframe for each of the Batches was not long enough. The first year was mostly taken up with organizing the LED Team, basic capacity development and training and developing plans. This meant that the actual implementation of many of the initiatives was compressed into a short period of time with limited ability to follow-up on

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implementation during the project life. DILG staff were increasingly being asked for support with implementation after the projects have ended. Feedback indicated that streamlining the upfront processes and focusing more on the implementation phase could have generated greater results within the timeframe available. •

Critical mass of support. The average budget for activities at the LGU/alliance level is approximately CAD150, 000. This covers work with individual LGUs such as reforms to the BPLS as well as the alliance work on LED initiatives such as destination marketing. The largest Alliances cover up to 15 LGUs. This meant that the support was broadly spread across both the enabling environment and LED initiatives and a wide range of LGUs. The low funding and broad reach was seen to have decreased the potential results.

5. Sustainability of Program Ensuring the sustainability of positive gains from LGSP-LED at the national and local levels has always been a key Program element. At the design phase, sustainability considerations were embedded in the program design and implementation strategies. Halfway through LGSPLED implementation, a Program Sustainability Strategy was developed to guide the transition from the CEA to the DILG team as the latter took on increasing responsibility for the management of Batch 3. As the key Program Partner, DILG was expected to assume the lead in sustaining the program benefits after the Program has ended. The sustainability document identified the Program results that will be continued and a set of actions that DILG, NGAs and LGUs should undertake to sustain these results. The sustainability of program results and approaches is analyzed according to the three LED outcomes: enhanced national enabling environment, improved LGU environment for LED, and enhanced tourism sector competitiveness.

5.1

Enhanced Enabling Environment

At the national level, the strengthened capacity and firm commitment of DILG to drive the national LED Program are strong manifestations that improvements contributed by the Program in the national enabling environment for LED will be sustained. The Department is committed to continue implementing and enhancing the LED enabling policies and programs developed under the Project, and ensuring that LGUs have access to such programs. LED aligns very well with the BFCL outcome of the DILG and the Program has contributed considerably in achieving the BFCL objectives. Hence, there was strong support and buy-in for the Program among DILG management and key staff, particularly from the BLGD which has responsibility for the BFCL outcome and LED “function” of the Department. The involvement of BLGD staff in Project implementation, particularly in formulating various LED policies, program and tools, fostered a sense of pride and ownership of the LED Program that they helped evolve and shape. A present concern for BLGD is their stretched staff resources. As experienced during LGSP-LED implementation, competing assignments have constrained staff from participating fully in project activities that they were supposed to be leading. CEA staff would have to take over. The challenge for BLGD staff is how to balance their workload to implement LED activities. LED convergence on tourism development with DOT is likely to be sustained. The existence and continued relevance of the NTDP provided the Project with clear framework in designing the Local Projects and offered mutual gains for both DOT and the LGU/Local Projects. Through LGSP-LED, the NTDP was operationalized at the local level using the Tourism Circuit Planning and value chain approaches. There was benefit from the sharing of resources between the two agencies to conduct training on tourism planning, tourism statistics information systems, participation in DOT sponsored travel marts, among others. The Project supported the development of the LGU Guidebook on Tourism Planning which the DOT intends to use in its training programs for LGUs. The LGSP-LED experience leaves behind a wealth of resources that DOT and DILG can use in their future programs. Interviews with DOT officials indicate their intent to continue the partnership with DILG in operationalizing the NTDP and building the capacity of LGUs in tourism planning. In this regard, the Local Project experience can be used as models in assisting other LGUs, particularly those that are in the Tourist Development Area list of the NTDP. Unfortunately, the same level of gains have not been achieved with the National Convergence Initiative on Rural Development. At the local level, the ETT convergence mechanism took on different forms and had varying levels of success. Local ETTs were found to be effective convergence vehicles for some project sites, however other functional inter-agency or multi-sectoral bodies at the local level tapped by other LGUs proved equally effective. What appears to be the key for convergence to work is for LGUs to recognize the importance of mobilizing NGAs to converge their resources to support LED. The Local Projects have demonstrated that LED convergence happens when there is regular dialogue across agencies. This dialogue can be initiated by the LGU, DILG or any of the NGAs that have a LED-related project that requires coordination. Where LGUs have more capable staff, particularly capable LEIPOs, they can initiate dialogue with NGAs. For LGUs that did not have the same level of capacity, the DILG LED focal persons stepped in to play the role in initiating convergence through the ETT mechanism. NGA convergence should continue to be pursued and advocated in other LGUs. DILG LED Focal Persons in LGSP-LED sites have had the experience in ETT/LED convergence, many of them have strongly supported the concept while some were less keen. The overall positive response to convergence and its benefits indicates the need to sustain and roll-out the concept nationwide by

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DILG. The Guidelines for ETT are already available and some capacity to operationalize it is already present in DILG, hence, it is seen as an LED approach that is sustainable. DILG has developed the LED4DILG: A Capacity Development Agenda for DILG LED Focal Persons to build capacity and develop key competencies among individuals and bureaus in DILG in order to support ongoing effective implementation of LED programs within LGUs. The implementation of the LED4DILG will facilitate the roll out of DILGâ&#x20AC;&#x2122;s LED and BFCL Program to other LGUs. The LED Information Portal, or Sparkbiz, provides a support mechanism for LGUs in investment promotion and in accessing knowledge products on LED. The LED Portal is installed and operational. However, as of June 10, 2016 only 59 of the 277 LGUs that registered in Sparkbiz have business profiles available for viewing. LED resources that have been uploaded has been limited. Sparkbiz may have to establish a more defined purposive or use, whether for policy development or LED initiative or other purposes, to maximize the investment data provided by the LGUs. There is need for Sparkbiz to be better marketed to LGUs and further rethinking to enhance its usefulness in attracting investments and optimize the benefits from it. Otherwise there is danger that Sparkbiz may not be sustained. At present, the system is still hosted by LGA and there is no formal agreement between LGA and BLGD as to which office will eventually host, administer and manage the system. The LED4LGUs Curriculum was a key output of the Project that was instrumental in building the capacity of DILG, LGUs, the private sector and the academe. The Curriculum provided the various LED actors at the national and local level the fundamentals of LED and a leveled understanding of the LED process. In many ways, the training on LED4LGUs created a paradigm shift for many participants; The materials helped participants to realize the potential enabling role that LGUs could play in promoting LED, the role of the private sector in promoting LED and the importance of public-private partnerships to achieve results. It also helped to build understanding that LED is not the same as local economic enterprise. As the training arm of DILG, LGA is responsible for rolling out the curriculum to LGUs nationwide. LGA has adapted and integrated the LED module into the Newly-Elected Officials Orientation Program that LGA regularly conducts for newly elected local chief executives following every local election. LGA will also soon offer LED4LGUs as an on-line course -- the on-line course materials have already been completed. To address budgetary constraints in rolling out the curriculum to other LGUs, LGA developed a business model that plans to franchise the training to academic/resource institutions and offer the LED4LGUs as part of their course offerings. A market study might be needed to test the feasibility of the franchising strategy. Overall, having implemented the curriculum for more than four years now, LGA capacity to run the course is well developed and the LED Team at LGA is confident in offering the program, and enhancing it over time, to LGUs and other individuals or institutions. The web-based LED Resource Network Portal, a one-stop on-line source of information on LED, has also been recently launched. The portal builds on the wealth of LED resources accumulated by LGSP-LED, and provides links to all LED related knowledge products, e.g. LED courses, policies, publications, good practices, tools and practitioners, of DILG, andnational government agencies, and other member organizations. At present, the Portal is housed in the LGA and it is not yet clear which office between LGA and BLGD will take over the administration of the Portal. To sustain the portal, the Department is faced with the challenge of organizing existing LED knowledge, as well as creating new ones (in collaboration with those that have the technical expertise), and make these accessible to LGUs and their LED stakeholders on a continuing basis. This work will involve ensuring that LED content is communicated in ways that are easily understood by LGUs, especially LCEs and tapping LED experts from other government agencies, the academe, private sector, etc. to become part of the resource network. The institutional partnership with the Philippine Chamber of Commerce and Industry (PCCI) was a key program strategy that is likely to be sustained. Through LGSP-LED, PCCI has assembled a team of resource persons who understand the DILG LED programs, tools and materials and who appreciate the LGU context. DILG can readily tap into this pool for its LED programs, especially those requiring private sector expertise. The PCCI executive surveyed for this report expressed the organizationâ&#x20AC;&#x2122;s desire to continue with the partnership with DILG in its LED and BFCL efforts at the national level, and in implementing LED programs at the local level through the local chambers. PCCI is currently rolling out its Trade and Investment Promotion Center (TIP), which was initiated through the support of LGSP-LED. The presence of strong LED champions from DILG, LGUs, NGA partners, private sector partners and other stakeholders at the national and local level is also critical in sustaining the positive gains of the Project. This is particularly true for the Local Projects where executive sponsorship is threatened by changes in local leadership. Local LED champions, apart from the LCE, from the LGUs, private sector and academe could provide continuity and shield LED gains from potential lukewarm, or worse withdrawal of, support from the new local leadership on on-going LED reforms and initiatives sponsored by LGSP-LED. Local LED Projects have employed approaches and tools that can be applied to other LGU clusters in planning and implementing tourism and agri-business initiatives. The adaptability of these LED approaches to different cluster-based initiatives enhances their continued adoption in similar initiatives by LGUs and ensures that skills developed in some of these approaches will be used and further honed. DILG and relevant NGA partners such as the DOT for tourism, have committed to evaluate and enhance these approaches and promote their continued adoption in their programs.

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The project team is confident that in view of the above, overall sustainability of Project results and approaches is very likely, with some areas needing further deepening and enhancement.

5.2

Improved LGU Environment for LED (Business Friendly and Competitive LGUs)

LED is a relatively new concept for many LGUs, including Local Chief Executives (LCEs). Changing LGU mindsets to a role as enabler, instead of as implementer, required orientation sessions and visits to business friendly and competitive LGUs that have demonstrated success in implementing LED. The Program invested in these activities that resulted in LCEs and other key LGU officials involved gaining a better understanding and appreciation of LED. Most gave their full support to the Local Project. However, it is possible this executive support may not be sustained with changes in LCEs. Getting support of the new leaders is essential to ensure that LED reforms initiated will continue to be adopted. LGA’s NEO Program, with its module on LED, is a good opportunity to raise LCE awareness on LED and LGU business friendliness. Moreover, the local LED champions within the LGU, mainly the LED core team members, could be a source of stability for LED projects despite changes in political leadership. The Local LED Champions that emerged from implementation of the various program activities include the following: • •

• • • • •

Local Chief Executives (Governors and Mayors) and the Sanggunian Members to provide executive support, leadership and commitment for LED Competent LEIPOs as the lead in planning, implementing and monitoring investment promotion activities and their outcomes, and coordinating LGU LED policies, programs and activities with relevant units/agencies within and outside the LGU and with the private sector Tourism Officers as the lead in tourism planning and promotion/marketing Business Permit and Licensing Offices to sustain and improve business permit licensing system in support of LED Public Employment Service Office to ensure that workforce development is aligned with priority sector skills requirements and standards Provincial Planning and Development Coordinator (PPDC)/Municipal Planning and Development Coordinator (MPDC) to ensure that LED agenda and activities are aligned with and/or integrated across LGU plans Private sector representatives as partners in all stages of LED process, particularly in investment and tourism promotion

Implementing the LED process in the LGUs rested with the Local Economic and Investment Promotion Officers (LEIPOs). The Project demonstrated that a full-time and competent Local Economic and Investment Promotion Officers (LEIPOs) is key to achieving LGU LED directions. The skill set required by LEIPOs are quite varied as they include private sector and industry exposure. To enable LEIPOs to carry out their LED functions, the Program trained and immersed LEIPOs in the LED process, particularly in investment promotion. The LEIPO position is not yet a regular position in the LGU. Most LEIPOs are designated and may be re-assigned at any time or with new LCEs. When this happens, the continuation of LED progress may be compromised. A draft policy to institutionalize the LEIPO position and mitigate this situation from happening has been prepared and is being considered by DILG. This could take time to process and with the recent local election, there is likelihood of changes in political leadership and LEIPO appointments. Local level convergence for LED proved to be an effective approach to formulating and implementing LGU LED policies, programs and initiatives. Operationalizing LED convergence through the local economic transformation teams with DILG as secretariat has worked in some LGUs and could be replicated in others. The LED4DILG for LED Focal Persons curriculum can help participants understand how and why convergence works. The ETT Operational Guide is also available for DILG staff that may be required to initiate NGA convergence in their LGU. Promoting LED convergence via the ETT or other similar mechanisms is likely to be sustained. The sustainability of LED enabling policies, systems, plans (tourism plans) and other outputs that have been installed and implemented in the LGUs will depend on the perseverance of the LEIPO, the LED teams and the support of the LCE. However, enhanced staff capacity for LED, presence of LED champions within and outside the LGUs, and solid partnership with the private sector and other local stakeholders in implementing the LED initiatives, can provide a stabilizing force to continue executive support for LED. There is key concern about the vulnerability of LEIPOs being replaced with new local leaders. The move to institutionalize the LEIPO position has been initiated and ways towards this end are being explored.

5.3

Enhanced Sector Competitiveness

Local LED Projects have employed a number of approaches and tools that can be applied to other LGU clusters in planning and implementing tourism or agri-business initiatives. These include the following: use of local economic profiling and value chain analysis in project development; cluster approach involving linked LGUs, supported by the provincial government; engagement of the local private sector, particularly the local chambers and/or local sector- specific advocacy groups. The adaptability of these LED approaches to different clusterbased initiatives enhances their continued adoption in similar initiatives by LGUs and ensures that skills developed in some of these approaches will be utilized and further honed in the process. DILG and relevant NGA partners, DOT for tourism, have committed to evaluate

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and enhance these approaches and promote their continued adoption in their programs. The partnership-based approach to sector competitiveness worked well in areas with dynamic and more developed private sectors. The high satisfaction ratings given by private sector partners on LGU LED programs and the positive feedback given in the surveys on the benefits they derived from the partnership coupled with the expressed desire to continue supporting LGU LED are indications that sustaining public-private partnership is likely to be continued in the project sites, as long as LGUs remain open to the partnership. The active partnership established between DILG and PCCI at the national level also provides the imperative for the continuation and further strengthening of local public-private partnerships.

6. Key Success Factors and Hindrances to Achievement of Results A number of factors have played roles in achieving the Program outcomes and results. These factors were derived based on a synthesis of program experiences as documented in program reports, interviews with selected program staff, and the survey of local LED stakeholders

6.1 Success Factors §

Strong Executive Support. At the national level, the Undersecretary for Local Government provided active and visible sponsorship of the Program. As an engaged executive, he actively championed the Program within DILG and other NGAs and LGUs across the country. The Undersecretary, through the BLGD, also provided clear direction to the Program and its links with DILG’s overall strategy for BFCL. At the local level, project sponsorship by local chief executives and buy-in of local legislative resulted in full commitment of their organization’s as well as their own personal commitment to LED reforms. Local Projects had immediate access to LGU resources and decisions on project issues/concerns were promptly addressed. The DTI and DOT executives also equally supported the implementation of the project by engaging their regional officers to participate in the activities of ETTs and provide technical assistance and expertise to the local projects. While the DILG ensured governance works in the project sites, DTI and DOT ensured that right technical-know-how and systems are aligned with the national commitments with regards to LED.

Proactive and Functional Economic Development Office within the LGU. LGUs that have achieved better project outcomes have economic development and investment promotion offices that are fully staffed with competent personnel, dedicated budgets, and with the full support of local officials. Among the LGSP-LED sites, these functional offices are present in the provincial governments, as in the case of Negros Occidental, Negros Oriental, Albay, Iloilo, among others. With a functional economic development structure to drive the LED agenda, the Province is better positioned to partner with the private sector to facilitate investment and business attraction and job creation. In the case of the Program’s partner alliances, those that showed success were also anchored by Provincial Governments, such as South Cotabato for AVLDA and Bohol for PaDaYon, who have clout over the cluster members. This underscores the important role of Provincial Governments as Local Project Partners.

Effective Mechanisms for LED Convergence. The Program has illustrated that having mechanisms for dialogue can break down silos across departments and facilitate a single delivery system where strategies are aligned toward a common vision and shared goals for LED and BFCL. The national economic transformation team (NETT) has mobilized NGA commitment to align agency resources and deliver coordinated programs to support LED initiatives of LGUs. Local ETTs were found to be effective convergence vehicles for some project sites, however other functional inter-agency or multi-sectoral bodies at the local level tapped by other LGUs proved equally effective for the task. What appears to be essential for convergence to work is to have a facilitator to lead regular dialogues and collaboration among agencies as well as monitor progress of collaborative work. The DILG LED focal persons are often in the best position to assume this role as local ETT secretariat, which is already specified in the DILG convergence guidelines. While there is no stopping LGUs, particularly provincial governments who have the capacity to directly access coordinated NGA resources, as in the case of Negros Occidental and Davao del Norte, DILG still has the advantage in performing this “brokering” role between NGAs and LGUs.

Presence of LED Champions. Through the various training programs and involvement in the LED process, some members of the local ETT, LED Teams and local Project Implementing Teams have gained full appreciation of LED and the important role they play in achieving the goals of LED. They have become fierce supporters of the Program and have been instrumental in accessing and securing resources needed to drive and support the implementation of projects, and have also assisted in advocating and promoting the Project to different stakeholders. This process has led to the development of a core of LED champions in the project sites that provided a source of stability for the Project in the face of certain challenges, such as change in local political leadership or natural calamities.

Private sector leadership in LED programs and initiatives focused on accelerating private sector growth. The Program’s strategy for greater private sector participation proved effective in facilitating program implementation and in designing market-driven strategies and interventions that promote a business friendly-investment environment and competitive tourism sector. The installation in the program of a Private Sector Adviser team has sharpened the Program approach for private sector involvement. The designation of PCCI as private

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sector development (PSD) manager provided a market lens in the delivery of capacity building programs for local LED actors, DILG and LGU staff. The engagement of local private sector groups to take the lead in selected Project activities, such as investment promotion, TCP, destination marketing, product development, etc. has enhanced their capabilities and expanded their business networks. §

Capacity Building through Experiential Learning Approaches. The Program’s immediate outcome on strengthening the national and local capacities for LED was achieved through hands-on involvement of LED actors in project activities. At the national level, LGSP-LED equipped BLGD with capacity in LED strategies and policies that work for LGUs and how to link the LED process with regular local planning and budgeting processes and other institutional reforms. Through their participation in the implementation of various LED capacity building activities, LGA gained capacities in designing and implementing training packages on LED and established relationship with LED professionals, LED actors and champions from different sectors. Developing a network of LED professionals and actors have been helpful in improving the LED training packages and provided other platforms to promote LED activities. For LGU staff, participation in the actual formulation of enabling policies and plans have equipped them with a level of expertise and confidence as LED agents for their LGUs. The TCD and WFD initiatives can also be viewed as a “learning laboratory” where LGUs and the private sector learned the process of developing tourism circuits and products or services, marketing the destinations and developing a strategy to close the gap between available skills and industry demand. As part of the experiential learning approach, exposure to best practices and key industry players in the “big markets” was highly acknowledged by participants.

LGU Competitiveness as a National Priority. The growing recognition of the role of LGUs in promoting positive business climate and jobs and in enhancing the country’s overall competitiveness has set the stage for LED reforms at the national and local level. National policies urging LGUs to enhance their competitiveness have been issued, such as streamlining of BPLS and creation of LEIPOs. Through these policy issuances, LGUs have been made aware of the need to pursue reforms in existing policies and systems. This heightened awareness for LED reforms has facilitated the process of getting LCE’s buy-in of the Project. These policy issuances have also strategically positioned the Program to support the DILG in implementing the policy issuances through capacity building of LEIPOs.

6.2 Project Challenges §

Absorptive capacity of DILG and LGU staff. Full participation of DILG and LGU staff in project activities was hindered by the “regular duties” that they had to concurrently perform. As noted in previous Program progress reports, the DILG BLGD LED team had to balance their LGSP-LED project management responsibilities with the BFCL program and other assignments. At the local level, implementation had a slow start due to capacity constraints of LGU staff in getting private sector representatives on board as well as in generating basic LED data needed for subsequent LED activities. In addition, the conduct of simultaneous project activities within a short period of time was found overwhelming by LGU staff and local LED actors, who also had other work to attend to.

Change in political leadership. The 3 year local election cycle has resulted in delays in implementation, and in other instances discontinuity of a project. In Batch 1, the Project timeframe fell in an election year (2010). This stalled the implementation of some activities as the newly elected officials and newly-appointed staff had to be re-oriented on the Project to get their commitment. In a few cases, the new LCEs were not at all supportive of the Project. Batch 2 also fell on an election year (2013) but did not cause significant delays in implementation as most of the LCEs were re-elected and new LCEs were supportive of the Project.

Lack of dynamic local private sector. Some LGUs did not have a dynamic private sector in their area and had to struggle to engage private sector partners. This produced limited gains in achieving one of the Program’s intent of enabling a private sector-driven local economic development.

Natural Calamities. The super typhoon that hit NW Leyte, the earthquake that struck Bohol and massive flooding in Pangasinan had reversed some of the initial gains of the Program. Project activities in those areas were stalled and had to be reconfigured to respond to the areas’ immediate needs to economic recovery. These events have also caused distortions in the Local Project performance targets and achievement of certain outcomes.

7. Lessons Learned 7.1 Increased capacity of DILG and participating NGAs •

Building LED champions and business-friendly LGUs needs capable LED professionals in DILG. Unlike other programs of the Department, LED is a new arena that requires “big-picture thinking,” a non-silo mentality and engagement with the private sector and other NGAs. The redefined DILG’s role from regulatory to facilitating/coordination for LED required policy research and engagement skills that had put pressure on the capacity of DILG, particularly BLGD and the regional offices, in adjusting to the new role. Prior to LGSP-LED End- Of Project Report | 60

LGSP-LED, local economic development was not a key program of the Department. With LGSP-LED, DILG developed and implemented a LED Program that anchors the various policies, programs and tools related to LED. The Department’s adoption in 2014 of BFCL outcome area strengthened the importance of LED Program whose objectives very well align with BFCL goals of “enhancing LGU enabling environment in engaging the business sector, promoting local trade/business to generate employment, and improve LGUs competitiveness towards increasing sustainable and inclusive growth.” Achieving the goals of the BFCL outcome area required new set of competencies that were not present in the Department and new mindset required on DILG’s role, a situation that cascades down to the LGUs. Building the capacity for LED was thus a crucial first step in order for DILG to lead the implementation of the BFCL outcome and LED Program effectively. LED orientation sessions and LED4LGU modules that focused on creating LED champions within DILG were conducted to facilitate internal buy-in of the new program and enabling role for the Department. Capacity building of BLGD staff and DILG LED Focal Persons was also conducted to ensure they have good grasp of LED and the fundamental skills to implement the program, in close collaboration with CEA. Program management and coordination competencies have been acquired as evidenced by increased capacity in policy harmonization and program coordination with other national government, number of inter-agency issuances, program engagements as well as their lead role in inter-agency bodies. However, technical competencies of BLGD staff in such areas as policy development, research and evaluation, are assessed to be still inadequate and require further enhancement considering the need to evaluate the effectiveness/impact of BFCL and LED programs that have been completed. •

Experiential learning methodology to capacity building offers better learning outcomes. The Program made investments in capacity building of different national and local LED stakeholders. Capacity building approaches varied from classroom training, on-site training for farmers, mentoring, hands-on training, exposure to best practices, learning missions and peer-to-peer interaction. Interventions that effectively instilled the “new” LED mindset of DILG and LGUs, particularly the LCEs and the LED Team, include best practice exposure and sharing, learning missions and peer-to-peer interaction. Coaching and mentoring was highly appreciated by DILG and LGU staff in formulating LED policies and plans. Coaching on product design/development and exposure trips for community entrepreneurs provided them with insights to improve the design and quality of local products to be more competitive. The Local Projects/LED initiatives functioned as a “learning laboratory” that provided hands-on experience to LGU staff, private sector representatives or the community in working together as they go through the steps in planning and implementing the LED initiative. The survey results highlighted that LED training enhanced their knowledge and skills but actual participation in implementing specific LED activities enabled them to put these knowledge and skills to practice and gave them greater confidence in their abilities. These experiences and insights point to the effectiveness of experiential learning approaches in capacity building.

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Convergence for LED is enabled by local demand. LGU LED strategies and plans are directly affected by decisions made by NGAs, including those related to the allocation of resources for LED-related programs. Local governments are also reliant on funding and implementation support from NGAs. A LED roadmap or plan detailing specific projects and activities that would require NGA assistance can provide the convergence team -- the ETT or existing local inter-agency bodies with LED mandates -- a concrete basis for aligning their agencies’ programming and budgeting processes with LGU needs. This kind of bottom-up process has been shown to work in the Local Projects. For instance, the Tourism Circuit Plan identified a set of key activities that would require expertise and support from different NGAs. With the TCP, agencies can see specifically what kind of support is needed, what their NGA could provide, and that support contribute to the TCP outcome. This is useful to NGAs in justifying support to LGUs as this can provide input into their agency’s performance reporting on achievement of their mandates as required by DBM’s performance management system.

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LED convergence involves a change in mindsets around service delivery. Operationalizing the delivery of tailored and bundled LED services to LGUs requires NGAs to look beyond their official mandates in order to recognize opportunities for pooling resources and efforts with other agencies to achieve greater impact for LED. The national LED convergence framework was meant to foster this kind of thinking and was successful as evidenced by the creation of the two national convergence platforms. The DOT-DILG convergence was fully operational at the national and local levels and facilitated by the Program’s focus on tourism that fit well with the National Tourism Development Plan. Convergence entails breaking down silos across agencies. This change in mindset requires continuous advocacy work and paradigm shifting interventions The reluctance or lukewarm reception of some NGAs at the local level to participate in convergence activities will have to be addressed for effective LED convergence to happen.

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Convergence for LED is a continuing process that requires proactive and strong leadership. The Program recognized that convergence for LED needs a mechanism to facilitate the process; hence, the Economic Transformation Team with DILG providing secretariat support. The Program also recognized that other inter-agency mechanisms existing in LGUs could lead the convergence process. Program experience has shown that both mechanisms could work if the structure responsible to lead the process is proactive and convinced of the need for convergence. The experience at the local level also demonstrated that more capable LGUs, such as Negros Occidental, Iloilo, Albay-Sorsogo and Naga City can be adept at mobilizing NGAs and other stakeholders for support and utilized existing structures for LED convergence. In LGUs that are less capable, such as in AVLDA LGUs and DDPKaRoMa LGUs in Zamboanga del Norte, the DILG LED Focal Persons convened the Provincial ETT mechanism in providing coordinated assistance.

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LED reforms requires investments in time and effort to raise stakeholders’ awareness and understanding of the process and its outcomes to generate buy-in and sponsorship. The LED process was a new concept to many stakeholders and time was devoted by the Program to sensitize national and local stakeholders. The Local Projects start-up phase, particularly for Batch 1 and 2, took longer than expected since LGU officials had to be oriented on the Project to get their support. The local elections that fell during Batch 1 and 2 project timeframes also caused a temporary stall in the implementation of activities since newly oriented officials had to be oriented again on Projects, even on-going projects. Lack of buy-in was critical as in the case of Siquijor; Substantial delays were experienced due to conflict between the Governor and the Vice-Governor. The Vice-Governor, as head of Tourism Committee of the Sangguniang Panlalawigan, delayed granting authority to the Governor to enter into a MOA with LGSP-LED.

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The success of the LED information portal, or SparkBiz, depends on the cooperation of LGUs to gather and upload timely and relevant information to the system. Although Sparkbiz is operational, the number of LGU profiles uploaded in the system is low. There is also no mechanism to monitor how the portal has been a source of useful investment information for potential investors and how it links with other government investment websites. As the long-term success of the portal is heavily dependent on its usage by the intended audience, ways to enhance its usefulness as an investment attraction should be addressed.

7.2 Strengthened ability of participating LGUs/Alliances (BFCL) •

Good local governance is essential to sustainable LED. Project sites such as Iloilo, Bohol, Naga City that have practiced good local governance principles moved smoothly into implementation and were shielded from changes in political leadership. These LGUs have fostered an environment characterized by stability and a level playing field, with policies that are predictable, fair and uniformly applied, despite changes in local government administration and personnel. Cooperation with the private sector was easily secured because of the trust and confidence they have with the LGUs. For the same reason, getting support of other stakeholders was also facilitated.

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Building business-friendly LGUs entails a set of LGU reforms on policies, planning processes, systems and structure. As demonstrated by the Project, enhancing the enabling environment required the formulation and continuous updating of LGU LED policies, such as LIIC and LRC to make the LGU attractive to investments in priority development areas. Reforms in LED planning and project development processes stressed the need for economic database and value chain analysis, and more capabilities for economic research and participatory planning. A major reform area is in streamlining and automating business permit and licensing systems that enhances the ease of doing business. Also having a dedicated and capable LEIPO to coordinate LED was highlighted. Spanning these reform areas is the need for capacity building and partnership-based strategies. The Program has set the foundation for LED; however, LED being a process will require continuous learning and capacity enhancement

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A dedicated full-time, highly capable local economic development officer (the LEIPO), is a vital force in implementing local economic development. A key insight shared by Program implementers (CEA and DILG), is that the functions that the LEIPO performs to drive the LED agenda of the LGU require a set of competencies often not present in existing positions in the LGU. The LEIPO acts as the LGU’s “economic manager” with tasks such as studying priority industry/sector trends, coordinating with different departments within the LGU in gathering relevant economic information, integrating economic plans with other LGU plans, serving as the LGU’s face to investors and the private sector, and coordinating and ensuring the needs of investors and the private sector are adequately addressed. Often these functions are dispersed across different LGU departments as additional work to existing loads. The Program has built the foundational skills of LEIPOs, but more needs to be done to prepare them.

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Direct involvement in LED initiatives paves the way for greater private sector participation in local governance. Through direct participation in LED initiatives, local LED actors experienced firsthand the potential of LED to produce desired results. These results include competitive tourism products and services, jobs, working with the local government and the challenges of implementing publicprivate partnership initiatives. Regardless of the success of these initiatives, the learning and insights gained by LED actors from this experience are useful in the pursuit of future PPP projects. Private sector participation also fostered a sense of ownership of the LED process that they can help advocate. Engagement in the Local Project has created the opportunity for a stronger private sector “voice” in local governance processes.

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Continued and continuous capacity building of LGUs for LED is necessary. As demonstrated by the Local Projects, the LED process in the LGUs is coordinated by the LEIPOs and for tourism, by tourism officers. For the LGSP-LED LGUs, these two personnel were the most active participants and played the lead role in implementing key Program activities. In the process, they often proved to be the most capable LED staff in the LGUs. However, LEIPOs and tourism officers are not regular positions and most of them are only designated, meaning they have other core jobs in the LGU to take on. This makes them vulnerable to being replaced with changes in local executives and officials. This means that capacities built for LED are threatened to be lost if staff is reassigned. Continuing capacity building for LED is necessary, not only to replace lost LED capacity and enable LGUs to adapt to changing economic landscapes, trends and national priorities.

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Provincial governments have the organizational infrastructure and resources to support LED on a sustainable basis. The emphasis on working with groups of LGUs within a province for regionally based efforts on product development, marketing, and investment attraction supported a private sector orientation. Program experience has shown that certain cluster-based LED programs and LED activities, such as investment promotion and marketing, can be more efficiently handled at the provincial level. Provincial governments have dedicated offices for economic development and investment promotions with staff complement that could provide technical assistance to LGUs. Integrating LED tourism circuit plans with municipalities and with provincial development plans would be a next step in mainstreaming LED across existing horizontal and vertical planning processes.

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The LGU’s ability to attract investment is directly related to its ability to foster an environment that is conducive to the needs of the business community. Local governments will be more effective at attracting outside investment and driving economic growth if they can reduce impediments to starting a business. From the experiences of the Local Projects, the following practices that have been implemented with success are as follows: • Streamlining of business permit and licensing process by creating a physical “one-stop” shop that reduces the processing time for business permits. The automation of BPLS was even more effective in reducing transaction processing time, as in the case of Bogo City which reduced turn-around time to within 20-30 minutes. • The Local Economic Development and Investment Promotions Office (LEDIP) that provides new investors with information regarding city permits, city incentives and resources, regulations, and other local economic information useful for investment decision making. Examples of well functioning LEDIPs are found in Negros Occidental Provincial Economic Development and Investment Center (PEDIC), the Negros Oriental Investment Promotions Office, Iloilo Provincial Economic Development Office, among others. • Availability of demographic and market information to LED team in planning the LGUs economic development strategy, and to investors in making investment decisions. Availability of timely local economic information is a requisite component of LED. Local economic databases enables an understanding of the local economy and its potential for growth. In most of the Project sites, available local economic profiles are not regularly updated and do not contain complete information needed to make business or investment decisions. Data is spotty and dated as there is little investment in updating data regularly and staff with technical competence to do the work. Data that has been gathered is often kept in paper forms that are hard to retrieve and access. The importance of updated and electronic local economic profiles that set out the LGU’s strategic directions was a key activity in the Local Projects and should continue to be a priority LED function in LGUs. • Creating opportunities for business to link with potential investors, such as the investment forum, business exchange programs. • Preparation of investment plans/portfolio and investment briefs based on initial pre-feasibility analysis.

7.3 Enhanced Economic Sector Competitiveness

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In supporting sector competitiveness, helping micro, small and medium enterprises to grow needs market orientation and regional economic development perspective. In the first half of the Program, emphasis was placed on the supply side rather than on demand aspects in choosing LED initiatives at the local level. For example, efforts were made on product development, to be later followed through by linkage to markets, instead of having a demand-driven approach from the start. This was evident in the case of Batch 1 LGUs that supported the development of agriculture sector, in particular organic rice for OPAL and BIADV and cassava for DDPKaRoMa. In the case of organic rice, both OPAL and BIADV were faced with the problem of producing the needed production volume to be able to sell to commercial buyers. While value chain analysis was done, it did not provide information on the market dynamics for organic rice. A market study would have guided LGUs in assessing the feasibility of targeting the demand for organic rice with the capacity to produce the volume needed. Both projects were also faced with the challenge of convincing farmers to adopt organic farming while organic farming does not yield immediate returns. A strong understanding from the start of the market landscape of the sectors being supported by the Program is important.

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Business growth occurs through market-oriented value chains. In some of the Batch 1 and 2 projects, support was provided to small enterprises, but with weak integration into industry value chains that are necessary for businesses to grow and prosper. In Batch 3 initiatives, emphasis was placed wherever possible on working with industry clusters. This included working more closely with leaders (i.e., medium-sized enterprises and larger corporate entities) and supporting efforts for stronger connectivity between these larger interests and small enterprises for development of commercial relationships. This was successfully demonstrated in the case of Sapal Weavers Association in Guimaras, the T’boli artisans in AVLDA and Balay sa Humay in Bohol where local enterprises that were connected to the tourism value chain/circuits. Small scale livelihood enterprises that were supported by the Program but were not part of the tourism circuit did not do as well. This suggests that interventions to MSMEs growth will be effective and sustainable if they establish clear links to the industry cluster they belong to and focus their activities relative to their position in the cluster. LGSP-LED End- Of Project Report | 63

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Consensus and clear delineation on the roles of the private and public sectors in local economic development is important in successful private-public partnerships. The initial reluctance on the part of some LGUs and private sector representatives to work together on specific LED initiatives stemmed from their lack of understanding of the LED process and their roles in it, and lack of clear terms of reference for the partnership. Through a series of LED orientation sessions for these groups, support from PCCI, who had influence over the local chambers, and convincing from LGUs, some private sector associations agreed to participate in the Local Projects. On the part of the LGUs, the LED orientation sessions conducted by DILG enabled them to be more open to working with private sector. The Program Implementation guidelines that defined roles and parameters for public-private partnerships was key to effectively operationalizing the partnership.

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Private sector leadership resulted in success of LED activities especially in promoting sector development. Some LED activities, such as investment promotion, destination marketing and product development, require private sector competencies and therefore are better handled by private sector organizations in partnership with LGUs. Some of the Local Projects, such as Negros Oriental, Negros Occidental, Bohol, AVLDA, have proven this practice to be effective. In Negros Oriental, investment promotion was delegated by the Provincial Government to the Negros Oriental Investment Promotion Office and the Negros Oriental Chamber of Commerce. This resulted in the surge in investment levels within one year of the partnership.

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Business-friendliness is essential but not sufficient to deliver LED results. There is a need to ensure competitiveness of local economic sector in order to attract investments and create jobs. The case of AVLDA illustrates this point. Although the Alliance aggressively pursued BFCL reforms and investment promotion activities, local tourism is still not very competitive and fraught with the negative perception of peace and order situation. As a result, the Province has not been able to attract the needed desired level of private investment for tourism.

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Private sector cooperation is needed in updating the local economic database and effective monitoring of LED outcomes. Key indicators of local economic development rely on private sector data. A clear example is tourism statistics which is mainly generated by tourism establishments. The effectiveness of the TSIS installed in some LGUs heavily depends on the cooperation and diligence of tourism establishments to capture accurate information and feed this promptly into the system. Naga City is one of the earlier LGUs to have installed the TSIS. Naga’s success in getting the cooperation of private tourism establishments emanates from the city’s participatory governance model which has been in place for years now and for which it has received numerous good governance awards. With the high level of trust placed on them by the different sectors, the city government can easily mobilize sector support in their projects.

8. Recommendations This section offers a set of recommendations to sustain the benefits of the Project and take to scale LGSP-LED experiences or interventions that worked well. The recommendations revolve around areas that need to be continued, enhanced or initiated at the national level, and at the local or Project level.

8.1 National LED Environment As the national partner agency for LGSP-LED, the DILG will take the lead in implementing recommendations to enhance national and local LED enabling capacities for local economic development. The recommendations are further categorized four areas: capacity building, LED convergence, LED support systems, and LED planning and implementation approaches and tools.

8.1.1

Capacity Building

Strengthen the LED function within DILG. While significant progress has been made in building DILG capacity for LED, there is much to be done to enable the Department to effectively continue and accelerate the work that will be left behind by LGSP-LED. DILG should institutionalize its LED function by creating a regular LED unit within BLGD to focus on the remaining work of LGSP-LED and to continue implementation of the Department’s LED mandate. At the local level, LED Focal Persons in regional and provincial offices should be maintained with more better roles. To ensure the effective performance of LED functions, the LED Capacity Development (CapDev) Plan for DILG personnel that was developed under LGSP-LED should be implemented. For BLGD-LED staff, training in the more substantive areas of LED, such as policy research and analysis, economic analysis, public-private partnership, business plan formulation and LED monitoring and evaluation should be prioritized. Since their functions will involve coordinating with chambers of commerce and sectoral associations and major civil society groups, their capacities to engage actively with these sectors should also be developed. The CapDev Plan should also include creating more awareness of and receptiveness to LED among the different units within the Department, particularly the field offices that have a bigger role to play in promoting and supporting LED at the LGU level.

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Strengthen LEIPO roles and competencies and lobby for the institutionalization of the LEIPO position. The LGSP-LED experience has demonstrated that the presence of an active and competent LEIPO can result in positive LED outcomes for the LGU. The Program has made significant gains in building the capacity of LEIPOs but these gains could be lost with changes in local leadership. It is recommended that DILG move to institutionalize the LEIPO position in the LGUs. This may be a medium to long-term objective as it entails preparatory studies, such as job analysis and developing competency standards for LEIPO, as well budgetary and legislative work. DILG may pursue other mechanisms that would boost LGUs need for LEIPOs that could help make the case for regularizing the position. DILG should continue to strengthen LEIPO capacities in such areas as: preparing investment promotion pitches and how to follow-through; handling investment inquiry/ negotiations, business matching with investors and after-care service. DILG should also enhance existing Training Modules for LEIPOs and integrate private sector orientation to include simulations with actual investors. LEIPO roles may also be expanded, for example to serve as focal persons of LGU Investment Center and Investment Promotion Board or serve as ETT technical support team (with focus on investment promotion). DILG may initiate the formation of a network or association of LEIPOs that could serve as venue for knowledge or experience sharing or peer support/mentoring among members. Formulate and Implement an Integrated LED Capability Building Program for LGUs. A capacity development program for LGUs, ETT members and other institutions with LED mandates should be developed and implemented. Continuing training and orientation on LED for LGUs is necessary the frequent change in leadership and staff assignments. The inclusion of LED in the Newly Elected Officer (NEO) program is an appropriate window to build LCE awareness on LED. Refine the LED4LGUs curriculum to incorporate successes in private sector participation as well as other good practices. The LED4LGUs curriculum was developed and implemented midway through the Program. Since then, new experiences and insights from the Program have emerged that would be good additions to the curriculum. Enhancements are currently being done to include developing teaching cases based on the 18 pilot sites, creating a pool of resource persons that could provide sharing of LED experiences, identifying LED benchmarks, and coming up with a comprehensive LED ”textbook”. The “textbook” could build on the suite of policies, systems and tools that DILG has developed during the Program. The DILG, through the Local Government Academy and with project support, has developed a Business Plan that proposes to “franchise” the curriculum to academic institutions. Additional capacity building for DILG, particularly LGA, will be needed to effectively manage the portal and online LED4LGUs training platform to sustain the interest of LCEs and private sector to enroll in the training and use the data in the portal. Mainstream LED in academic programs. Academic institutions could include LED as an elective subject for courses in economics, social sciences, urban planning, public administration, political science and even business. Degree or certification programs on LED could also be offered, especially once the LEIPO position is institutionalized. DILG, in conjunction with other relevant agencies, could initiate a certification system for LED practitioners to ensure a pool of qualified LEIPOs or economic managers that LGUs can tap, either as regular staff or consultants, to provide quality leadership to LED efforts.

8.1.2

LED Convergence

Strengthen DILG’s role as enabler of LED convergence. DILG as LED enabler has an important role to promote and sustain an innovative “whole of government” mechanism to harmonize policies, align programs and services, and converge resources. DILG has demonstrated increased capacity in policy harmonization and program coordination with other national government agencies as evidenced by inter-agency issuances, program engagements as well as their lead role in inter-agency bodies. The Department should continue to perform its enabling role for LED convergence, both at the central and local levels. At the national level, achievements in convergence have included joint policy issuances, NGA participation in the conduct of capability building programs, and preparation of LED toolkits. Interviews with key officials of NGA partners revealed the lack of feedback on results of this collaboration. DILG, as convenor of the NETT, should provide partners with updates on the status of joint efforts through different means, such as providing them brief status reports and/or convening the NETT for updates and to discuss issues in implementation of policies or projects. Updates from the field implementation (the LGUs) would be particularly important for NGA partners at the central level since, unlike DILG, they have no presence in the LGUs and therefore have limited information on how their programs are doing at the local level. Maintaining continual dialogue and communication with NETT partners will surely help in sustaining their commitment for LED and keep the convergence efforts active. DILG may also consider establishing a mechanism to institutionalize the convergence approach in order to participate and have a prominent voice and representation in regional development planning process. At the local level, the role of DILG LED focal persons in LED convergence may vary depending on the capacity of the LGUs to access NGA programs in a coordinated way and the strength of institutional relationships existing in the LGUs. Regardless of the mechanism adopted for LED convergence, what is essential is for DILG LED focal person to actively participate in convergence activities since it has other LED support roles to perform for LGUs. As ETT secretariat, DILG LED focal person should be proactive in engaging NGAs commitment and participation in convergence activities. As a member of an inter-agency body tapped for convergence work, DILG can share relevant LED information that other NGA members are not aware of and that could be used to guide the LED decisions or actions of the group. DILG field personnel should have sufficient knowledge of the LED process and resources available so that it can provide guidance to LGUs and NGAs. Capability building for DILG field personnel, particularly the MLGOOs, should be prioritized.

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Mainstream LED in local inter-agency bodies with LED mandates. DILG regional/provincial LED Focal Persons should actively promote LED in existing inter-agency or multi-sectoral bodies, such as the LGRC, SMED Council, MSAC, Tourism Council, Local Chambers or Business Councils, and encourage participation in convergence activities either as member of the DILG-organized ETT or serve as the ETT mechanism. DILG may also provide support to these alternative ETT bodies by way of capacity building and knowledge sharing on LED. DILG may initiate an annual or mid-year LED forum to be attended by these groups and the LGUs as well to discuss the state of LED in the region/ provinces, assistance needed by LGUs and MSMEs, programs and resources available from NGAs, academe, and other actors. The academe may be tapped to organize the forum and prepare the research papers/briefs to be presented, with funding assistance from DILG and/or other sources. Continue partnerships with PCCI at the national level and local chambers at the local level. The benefits of private sector involvement in LED has been well established. To sustain this partnership, DILG may explore ways to institutionalize PCCI and LGU consultation/dialogues on LED matters. One possibility would be the creation of local advisory boards. DILG should introduce ways to engage more MSMEs in the LED planning process. According to some LGUs, since the private sector are mostly represented by local chambers – often largely composed of big businesses owned foreign investors – MSMEs have less representation in the planning process. If the DILG and DTI could establish a space for MSMEs to engage in LED planning, LED could be more localized and better benefit the poor. Continue to undertake LED/BFCL promotion. DILG may partner with the different LGU leagues to promote LED and DILG programs on LED and BFCL. Through the NETT, DILG should continue to promote LED to member agencies and encourage them to cascade LED convergence to their field offices and attached agencies. DILG may also consider developing an awards system for LED to recognize achievements of LGUs, NGAs, private sector organizations and community organizations in different aspects of LED. This could include LED partnerships, investment promotion, innovative programs, LED policies, etc. The LED award system could be run as a parallel program to the Seal of Competitiveness but on a smaller scale. The award system may also be developed and implemented as a joint project of DILG and PCCI, or other relevant agencies, such DTI and DOT.

8.1.3

LED Support Systems

Enhance the LED Information Portal – Sparkbiz. The LED Information Portal, Sparkbiz, has been installed and operational but need enhancements to make it more usable. Information and data management are not standardized across areas. Templates are needed to develop better data capture and standardization (i.e. investment data, industry profiles, investment primers). There may also be a need to link the system to various LGU, NGA and PCCI portals (including local chambers) to centralize data repository and resource networks. DILG may work in tandem with PCCI to support Sparkbiz and synchronize it with the database of PCCI, as part of the Trade and Investment Promotion (TIP) Program of PCCI. This will also strengthen the operation of TIP as an ideal gateway for promoting investments in local areas. In this regard, DILG will have to discuss cooperation agreements to establish clear guidelines in data management. Support the LED Resource Network to partner with academe as local economic research center. At the local level, DILG may explore partnerships with local academic or research institutions that are part of the LGRC network to establish a local economic research center that could collect key information on a regular basis and/or conduct special economic studies (e.g. value chain analysis, community based LED projects; livelihood projects evaluation, etc.) on priority economic sectors in the province/region. These institutions could function as LGU economic or LED research arms. Internship programs with LGUs to do LED related work or choosing LED topics as part of undergraduate thesis could be explored to address deficiencies in data gathering capacities of LGUs. The partner academic institution could conduct year-end or mid-year briefing on the state of LED in the region/province in collaboration with the LGU and PCCI to be attended by private sector representatives, NGAs, potential investors, the media and others. Enhance existing LED indicators and integrate the Seal of Good Local Governance The challenges faced by the Program in collecting accurate and consistent data for its outcome indicators demonstrates the need to review the robustness of these indicators. This report would have produced a better explanation to achievement of outcomes had there been data disaggregation. A review of the LED indicators, based on LGSP-LED experience, will have to be undertaken and the enhanced indicators tested before they are integrated as part of the BFCL indicator system of DILG. LGU participants suggested to include BFCL as one of the Core Areas in the SGLG and expand the indicators for BFCL to include the presence of LEIPO in the Province, HUC and 1st class/urbanizing LGUs. DILG should continue to promote and support replication or adoption of Business Friendly Indicators in various LGUs and advocate for more business friendly ordinances leading to institutionalized policies on LED. PCCI’s Most Business Friendly LGU Award and Seal of Good Housekeeping synergy can serve as ideal templates for Business Friendly LGUs.

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8.1.4

LED Planning and Implementation Approaches

Adopt cluster approaches to involving linked LGUs in tourism or agricultural planning, supported by Provincial Governments. The sectorcluster approach, via tourism circuit development, adopted for Local Projects has proven effective in bringing together the LGU, private sector, academic institutions, NGAs and NGOs towards a more competitive tourism sector. While the impact of such an approach on MSMEs and the local communities have yet to be fully established, clear gains were noted in terms of increased awareness, capacity improvements and institutional relationships that were established, which are critical in sustaining on-going LED initiatives as well as in future LED efforts of the LGUs. The Project also highlighted the critical role of the Provincial Government in supporting cluster initiatives. The approach can be applied to other LGUs working as clusters for develop a particular sector/commodity. Adopt local economic profiling and value chain analysis in LED planning. DILG can adopt the value chain analysis as enhancement to the comprehensive development process, particularly in preparing the economic sector section. Capacity building of MLGOOs and planning officers on value chain analysis and cluster approaches should be conducted. LED planning and implementation through GIS had been tested in Negros Island Region and the summary of the intervention and results are shown in Box 11

Box 11: Negros Island Region Economic Agenda Development

Context The Negros Island Region (NIR) was created by virtue of Executive Order No. 183 issued by President Benigno Aquino III last May 29, 2015 to further accelerate the social and economic development of the cities and municipalities comprising the provinces of Negros Occidental and Negros Oriental and improve the delivery of public services in the aforementioned provinces as the rationale for the creation of the NIR. Prior to the creation of the NIR, the two provinces were not directly interacting with each other. The province of Negros Occidental was part of Region 6 and with Iloilo City as the regional center, the province is lumped with the provinces in Panay Island and Guimaras in terms of economic development planning and programming. Negros Oriental was under Region 7 and was interacting directly with Cebu as its regional center. Interventions •

Presented including the present and future challenges to the region’s competitiveness and economic development followed by an account of lessons learned from LGSP-LED experiences.

•

Create a broad strategy for the region to set the goals and actions that build on existing strengths, and addresses critical weaknesses that serve to discourage investment and sustainability.

•

Identified the dynamics of industry/employment clusters in shaping the character of island/regional economies. Clusters have been defined as “networks of production of strongly interdependent firms (including specialized suppliers) linked to each other in a valueadding production chain.

Priority Actions Strategy 1: Designation of Development Zones for Planning and development to be made efficient and to take advantage of the natural assets and competitive advantages in each zone. The zones constitute economic clusters that will facilitate the development of industry clusters to maximize the potentials in creating employment and generating revenues. Strategy 2: Southern Negros Agricultural Development> To take advantage of the agricultural and fishery potentials of Southern Negros there is a need to prepare the Southern Negros Agricultural Development Plan Strategy 3: Utilize Development Zones Approach to Analyze and Determine the Specialization of Agri-fishery Products Strategy 4: Creation of Technical Working Group (TWG) Strategy 5: Tourism Development

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8.2 Sustaining the LED-Enabling Environment in the LGU To continue the drive for improved business-friendliness and competitiveness of the LGUs, the general direction should be: a) Strengthen and ensure the permanence, i.e. regular operations, of the key structures for LED promotion in the LGUs such as LEIPOs and Tourism Offices, and b) Institutionalize the key LGU policies and programs for business-friendliness and support to competitive sectors. The main recommendations for continued and improved business-friendliness of the LGUs are: Ensure that the Provincial and City/Municipal Governments have a LEIPO, Tourism, and other LED-related Offices with full-time personnel and adequate resources. While all LGUs have designated LEIPOs and Tourism Officers, it is important that they be provided with budget, office, and personnel to effectively perform investment promotion, business retentions, and MSME facilitation work. §

These offices can initially be established through Executive Orders, and eventually institutionalized through local legislation in partnership with the local legislature.

Include in the LGU budgets, sufficient funds and resources for the effective and harmonized operation frontline BFCL LGU offices such as BPLO (and Business-One-Stop-Shop), LEIPO, Tourism Office, PESO, Planning Office, etc. Funding for continuous technology improvement and staff development related to LED information systems (e.g. auto-BPLS, skills registry system, tourism statistics, land-use and hazard maps, agricultural statistics, etc.) should be included in these budgets, to the extent feasible.

New or re-elected City and Municipal Local Chief Executives should work immediately with their respective Sangguniang Bayans to approve the new or updated LIIC, Tourism Codes, and other LED-related local bills formulated through the assistance of DILG and LGSP-LED. In addition to the BFCL policies and programs, the LGU Executive-Legislative teams should also prioritize the formulation and adoption of enabling LGU plans and policies for more inclusive, sustainable and socially-protective LED. These include the integration of the LED and tourism development plans with the CDP and CLUP, and other local regulatory measures. Among the priorities should be: •

Integration of DRRM-CCA, including provisions related to LED and investment promotion, in subsequent updating of the Provincial Physical Framework Development Plan and the corresponding city/municipal CLUP and CDP.

•

Development of protective enabling policies on human trafficking, child labor, and safe workplaces, using the TCP to identify key locations/sites for priority attention.

•

Building and infrastructure development should strictly conform to Building Codes, Environmental Policies and CCA-DRR plans. The city’s zoning ordinances should be implemented and enforced strictly with emphasis on maintaining the required setbacks in coastal areas and riverbanks.

•

Strictly implement the requirements under the Philippine Environmental Impact Statement (EIS) System to ensure that developments are environmentally compliant.

The Provincial Government should continue to work closely with the LGUs in updating and implementation of the Tourism Circuit Development Plan formulated through the assistance of LGSP-LED. In updating the plan, it is recommended that the Provincial Government and the partner cities/municipalities should coordinate with the DOT Regional Office to ensure that the priority infrastructure, site development, and institutional as well as human resource development needs for the circuit are integrated into the updated National Tourism Development Plan for 2016-202 The updating of the TCP should include a review of disaster- and site-vulnerability issues affecting the Tourism Circuit identified in the PPFDP. This includes areas with low elevation that are vulnerable to flooding as a result of high rainfall during tropical cyclones. Coastal areas along the Tourism Circuit are also susceptible to sea level rise associated with climate change. Improvement to accessibility will need to ensure that major roads leading to the tourism sites will not be impeded in the event of major tropical storms as these serve as lifelines to facilitate evacuation, rescue and delivery of relief assistance, and that these roads are well-lit. Alternate routes need to be identified and roads comprising the routes should be upgraded to ensure all weather conditions. Strict implementation of zoning ordinances to prevent settlements in hazard zones and in environmentally constrained areas Ensure that adequate forest cover is maintained in slopes above 18 percent and environmental laws are implemented to prevent degradation of areas with steep slopes.

8.3 Sustaining Tourism Sector Competitiveness Through the Local Project, the Provincial Government and its partners in the cities/municipalities in the tourism circuit have implemented initial activities to develop the TDA into a more attractive investment destination with a more competitive tourism circuit and industry. While there have been clear gains achieved to date, there are still many important issues to address for this progress to be sustained. More importantly, much work remains to ensure that the growth from LED and tourism will become truly inclusive and beneficial to more people.

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While the private sector should continue to drive the product development, business investment, and employment generation components of tourism circuit development, the Provincial and Municipal Governments should continue to support and enable its private sector partners through: § § §

Direct public investments or facilitation of public-private partnerships (PPP) for LED-enabling infrastructure to improve accessibility (e.g. ports and roads) and cost of doing business (e.g. power, water, sewage, sanitation) Market-linkage programs and services to connect local communities, businesses, and products to market intermediaries, buyers, and investors through destination marketing and investment promotion activities and events. Provision of LGU programs and systems to raise the supply and quality of available human resources in the tourism sector through effective workforce development planning, training and education, and job-employer matching – in partnership with the local industry

9. Conclusions LGSP-LED has contributed to increasing the household income in seven of the nine LGUs assisted, and in reducing poverty in 13 of the 20 provinces from their baseline levels to 2015. It has also made significant contributions in improving the national enabling environment for LED with the presence of a national framework for LED and the suite of LED policies, programs and tools that have been put in place to enable business friendly LGUs and more competitive economic sectors, in particular tourism. It has contributed to achievements to improved local conditions for LED as evidenced by increased levels of investment, employment and visitor arrivals. The Program has energized privatepublic participation and improved satisfaction ratings for government services and programs. These achievements were obtained through the enhanced capacity of DILG, the LGU partners and local LED partners. LGSP-LED helped DILG improve the policy and programming framework for LED, forge partnerships across different sectors of the economy and improve the coordination and coherence of LED approaches and programs. The enabling role of DILG has gained more prominence and has resulted in an increasing number of LGUs adopting more business and investment friendly policies. At the local level, the Local Projects provided LGUs the opportunity to work collaboratively with the private sector, national government agencies, the academe and local communities in developing and implementing innovative LED strategies, particularly on tourism, that enhance sector growth and competitiveness and create jobs for women and men. LGSP-LED has sown seeds of partnership in the 18 project sites involving 134 LGUs which is key to sustaining the activities initiated by LGSP-LED. Environmental sustainability, climate change and disaster resiliency, gender equality and poverty reduction were embedded in the program design and activities. Technical assistance and capacity building activities were effective in enhancing the capabilities of DILG and LGU staff, as well as partners from the private sector and other local institutions. At the NETT, NGA executives have increased awareness and appreciation of LED and the importance of converging resources to support LED initiatives of LGUs. At the local level, understanding of LED has begun to shift from the traditional view of LED being local economic enterprises towards LED as a process that requires working in partnership with different economic sectors in defining and implementing the LGU economic agenda and creating an enabling environment to achieve local economic goals. The Program has assisted DILG to develop LED tools and knowledge platforms that will support continuous capacity building for LED and used by LGU partners as they implement other LED initiatives. A solid foundation for LED has been established in the country. Overall results indicate positive gains in investment and employment. LGSP-LED interventions in enhancing LGU policies on investment, such as the LIIC, and investment promotion assistance have contributed to increased investment levels. Increase in new employment is a result of the rise in investment. While visitor arrivals were below expected levels, particularly in Batch 3 projects, overall average growth rate is higher than national level. Project activities in Batch 3 have just concluded and it is too early to see the influence on tourism arrivals. Partners are confident that these numbers will continue to be higher after the program’s end and when efforts from destination marketing activities will reap rewards on tourism arrivals. Collecting accurate and timely data on these LED outcomes has been a major challenge and not unique to LGSP-LED. International experience has shown that LED outcomes and impact are notoriously difficult to measure, as data are not always available in the form that is needed. LED projects also take time to work and the full effects will be felt after some time. The challenges and barriers to program implementation was mostly overcome because of an adaptable and responsive project management. Regular monitoring reviews were useful in pointing out areas for improvement. Clear delineation of responsibilities and good working relationship between CEA and DILG have facilitated project decision-making processes. After eight years of implementation, LGSP-LED has accumulated a number of good practices and lessons learned in local economic development. Good practices that emerged from the Program are in the following areas:

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Adoption of different partnership models. Partnership is central to the success of LED as it creates synergies among institutions in combining resources and capabilities towards a common goal. ยง ETT as mechanism for LED Convergence among national government agencies ยง Private-public partnership at the national level in capacity building on investment promotion (DILG-LGA and PCCI) ยง Academe-DILG-LGA partnership in LED4LGUs curriculum ยง LGU-Private Sector thru local chamber partnership in investment promotion (Province of Negros Oriental and Negros Oriental Chamber of Commerce and Industry) ยง LGU-academe partnership in workforce development (case of PaDaYon);

Partnering with the private sector is the foundation of a successful LED initiative. Building vibrant and systematic partnerships with the private sector is a vital prerequisite for the successful implementation of a LED strategy that promotes sustained local economic growth, creates jobs and reduces poverty. Hence, LED programs should support private sector development through capacity building, enhancing access to financial resources, new technology, market information, networking, among others.

Sector-cluster approach, i.e. Tourism Circuit Development, as a means to strategically focus LED efforts and resources of LGU, NGAs and the private sector around a specific purpose, and to bring these local actors to work together towards this purpose. Experiential learning approaches to capacity building that enabled immediate application of learning and resulted in improved LED enabling policies, tourism outputs or services, job performance of trained individuals and in some cases, business performance and results; Local economic development requires a new mindset and different set of competencies for public sector staff at the national and local levels. Raising awareness of government executives on LED is vital to get their support and commitment. Enhancing national level capacity to define the national LED agenda and provide strategic leadership in its implementation is necessary.

Designation of full-time LEIPOs that provide leadership to the LED effort and drive the LED agenda of the LGU.

Quantifying LED outcomes and collecting accurate data on outcome indicators are key challenges and should be reviewed and refined based on available literature on measurement of local economic development.

In conclusion, LGSP-LED has set the foundation and built the momentum for LED in the country. Strategies to sustain this momentum and replicate the LGSP-LED experience to other LGUs nationwide have been offered. It is hoped that these strategies will assist DILG, the LGUs, private sector partners and other LED stakeholders in continuing the LED journey towards achieving the ultimate outcome of improved local economic development for Filipino women and men.

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Annex A LGSP-LED Performance Measurement Framework

Annex A: LGSP-LED: Performance Measurement Framework EXPECTED RESULTS

INDICATORS

BASELINE

TARGETS BY 2016

PROGRESS TO DATE (end March 2016)

ULTIMATE OUTCOME 1000 Improved local economic development for Filipino women and men

Level of household income (male/femaleheaded) in participating LGUs/Alliances

Below is the 2009 province-level baseline data1 for annual average household income for each of the project sites. Batch/LGU Annual Average Household Income (2009) Batch 1 OPAL / Pangasinan 182,388 BIAD5 / Bohol 148,638 Guimaras 162,895 Zamboanga del Norte 110,122 Batch 2 AVLDA South Cotabato 191,360 Sultan Kudarat 136,889 MIGEDC Guimaras 162,895 Iloilo 187,023 MNDC Camarines Sur 158,629 NW Leyte 178,397 PADAYON / Bohol 148,638 Batch 3 Palawan Albay 162,000 Sorsogon 162,000 Iloilo 202,000 Negros Occidental 202,000 Aklan 202,000 Antique 202,000 Negros Oriental 209,000 Siquijor 209,000 Cebu 209,000 Davao del Norte 99,840

The project areas target an increase in annual average household income based on baseline values. The following are the targets, expressed in absolute percentage increase against baseline, for each of the project sites: Batch/LGU Annual Average Household Income (2009) Batch 1 OPAL / Pangasinan No targets available BIAD5 / Bohol Guimaras Zamboanga del Norte Batch 2 AVLDA 35% South Cotabato Sultan Kudarat MIGEDC 20% Guimaras Iloilo MNDC 25% Camarines Sur NW Leyte 5% PADAYON / Bohol 10%% Batch 3 Palawan Albay Sorsogon Iloilo Negros Occidental 5% Aklan Antique Negros Oriental 5% Siquijor Cebu Davao del Norte 5%

The latest province-level data available for annual average household income from the Philippine Statistics Authorityâ&#x20AC;&#x2122;s (PSA) Family Income and Expenditure Survey (FIES) is for 2012. The 2015 FIES is expected before the end of 2016. Thus, only data from Batch 1 and 2 LGUs are given. Below summarizes the annual average household income and absolute percentage increase: Batch/LGU Annual Average Absolute percentage Average Annual Household Income increase Growth Rate (2012) (from 2009 (2009-2012) to 2012) Batch 1 OPAL / Pangasinan 206,000 12.9% 4.14% BIAD5 / Bohol 208,000 39.9% 11.85% Guimaras 204,000 25.2% 7.79% Zamboanga del Norte 161,000 46.2% 13.50% Batch 2 AVLDA South Cotabato Sultan Kudarat MIGEDC Guimaras Iloilo MNDC Camarines Sur NW Leyte PADAYON / Bohol

165,000 165,000

-13.8% 20.5%

-4.82% 6.42%

204,000 204,000

25.2% 9.1%

7.79% 2.94%

162,000 165,000 208,000

2.1% -7.5% 39.9%

0.70% -2.57% 11.85%

The Family Income and Expenditure Survey (FIES) does not disaggregate male- from female-headed households. For income, FIES data is only available at the provincial level. To capture Program contribution at the city or municipal level in the future, provincial data can be complemented through sample survey of households engaged directly or indirectly in tourism activities.

EXPECTED RESULTS

INDICATORS Change in levels of poverty (male/femaleheaded) in participating LGUs/Alliances (i.e. MDG #1)

BASELINE Poverty incidence in 2009, year closest to baseline year (expressed as average poverty incidence in participating provinces) is as follows: Batch/LGU 2009 Poverty Incidence (%) Batch 1 OPAL/Pangasinan 17.2 Guimaras 13.4 BIAD 5/ Bohol 36.6 Zamboanga del Norte 60.3 Batch 2 AVLDA South Cotabato 25.7 Sultan Kudarat 41.6 MIGEDC Iloilo 19.7 Guimaras 13.4 MNDC /Camarines Sur 39.68 NW Leyte 28.8 PADAYON/Bohol 29.1 2012 Poverty Incidence (%) Batch 3 Palawan 25.2 Albay 36.1 Sorsogon 32.1 Iloilo 21.9 Negros Occidental 26.2 Aklan 21 Antique 32.1 Negros Oriental 45.3 Siquijor 24.6 Cebu 22.4 Davao del Norte 30.9

TARGETS BY 2016 The following are the targets in poverty reduction for each of the project sites, expressed in absolute percentage decrease against baseline: Batch/LGU 2009 Poverty Incidence (%) Batch 1 OPAL/Pangasinan No targets available Guimaras BIAD 5/ Bohol Zamboanga del Norte Batch 2 AVLDA 50% decrease South Cotabato Sultan Kudarat MIGEDC 5% decrease Iloilo Guimaras MNDC /Camarines Sur 20% decrease NW Leyte 50% decrease PADAYON/Bohol 29.1 decrease 2012 Poverty Incidence (%) Batch 3 Palawan Albay Sorsogon Iloilo Negros Occidental 2% decrease Aklan 2% decrease Antique 2% decrease Negros Oriental 5% decrease Siquijor Cebu Davao del Norte

PROGRESS TO DATE (end March 2016) PSA’s Annual Poverty Indicators Survey for the First Semester of 2015 are provided below. As there are no full-year numbers available for 2015, the baseline poverty incidence numbers in the first column have been adjusted to reflect 2009 first semester data. Poverty incidence is reported first as a percentage, and “Change in Poverty Incidence %” shows the increase or decrease in percentage points from 2009 to 2015. A decrease, indicated with a negative sign, represents an improvement in the poverty incidence situation for that province. Batch/LGU 2015 Poverty Incidence (%) Change in Poverty Incidence % (↓ is better) Batch 1 OPAL/Pangasinan 18.5 -1 ↓ Guimaras 19.35 0.75 ↑ BIAD 5/ Bohol 24.70 -13.90 ↓ Zamboanga del Norte 45.77 -17.83 ↓ Batch 2 AVLDA South Cotabato 24.88 -1.92 ↓ Sultan Kudarat 47.41 3.21 ↑ MIGEDC Iloilo 21.04 -1.36 ↓ Guimarasa/b/ 19.35 0.75 ↑ MNDC /Camarines Sur 29.15 -8.05 ↓ NW Leyte 39.06 5.96 ↑ PADAYON/Bohol 24.70 -13.90 ↓ Batch 3 Palawan 17.51 -7.69 ↓ Albay 25.12 -10.98 ↓ Sorsogon 35.71 3.61 ↑ Iloilo 21.04 -0.86 ↓ Negros Occidental 28.33 2.13 ↑ Aklan 23.78 2.78 ↑ Antiqueb/ 28.25 -3.85 ↓ Negros Oriental 41.91 -3.39 ↓ Siquijora/ 52.99 28.39 ↑ Cebu 21.52 -0.88 ↓ Davao del Norteb/ 27.62 -3.28 ↓ a/ Caution in utilizing the estimate for these provinces must be observed due to small sample size b/ Coefficient of variation of 2015 first semester provincial poverty incidence among population is greater

INTERMEDIATE OUTCOME 1100 Strengthened national enabling environment for good local governance and sustainable economic development that equitably benefits women and men

1100.1 No. of new DILG policies, programs and tools implemented in support of sustainable LED

DILG support policies, programs and information tools for LED are overlapping and inefficiently delivered to LGUs. There is inadequate information for LED planning.

At least 14 DILG policies, programs and tools implemented to support the Department’s outcomes in building more business-friendly and competitive LGUs as well as sustainable LED that equally benefit women and men.

15 policies, programs and tools implemented to support the Departments’ outcomes in building business friendliness and competitiveness. DILG has a suite of integrated policies, programs and tools to support LGUs in pursuing sustainable local economic development. Policies: Five (5) new policies implemented: • Joint Administrative Circular (JMC) for convergence on rural development: guides convergence activities of DILG, DA, DENR and DAR in implementation of agricultural programs for LGUs • JMC on the LGU Roles in Tourism Development (with DOT): serves as policy framework of DILG and DOT in implementation of the Tourism Act • JMC on the Updating of Local Revenue Code: used for review of the local revenue codes by higher level

EXPECTED RESULTS

INDICATORS

BASELINE

TARGETS BY 2016

PROGRESS TO DATE (end March 2016) • •

Legislative Councils and defining roles of LGUs, DILG and BLGF-DOF JMC on Formulating a Local Investment and Incentives Code: guides capacity development and coaching of DILG on local investment codes preparations Roadmap for LGUs on Organic Agriculture: models approaches and provided examples of LGUs promoting organic agriculture

Programs: Four (4) new programs implemented in various degrees of implementation: • Business-Friendly and Competitive LGUs: serves as tools to implement approaches, indicators and activities on LGU business friendliness and competitiveness • LGU Business Planning: introduces new ways of LED planning applying business planning concepts and practices in an local government setting • LGU Tourism Planning: guides DILG in assisting LGUs with tourism planning • Workforce development (TRABAJO): assisting select LGUs in planning and implemetiing skills registry, industry-academe-LGU partnerships and skills training

1100.2 No. of inter-agency mechanisms coordinating programs and services for sustainable LED

1100.3 Level of satisfaction of participating LGUs of DILG policies, programs, tools and coordinating mechanisms for sustainable LED

NGA support mechanisms, programs and services not adequately coordinated or harmonized to enable efficient and effective delivery of services to the LGUs

Low level of satisfaction of participating LGUs of DILG policies, programs, tools and coordinating mechanisms for sustainable LED

Two (2) National Economic Transformation Teams (NETTs) and 10 Local Economic Transformation Team (LETTs) adequately coordinating LED support programs

High level of satisfaction (a rating of 4 out of 5) among participating LGUs in DILG policies, programs, tools and coordinating mechanisms

Tools: Four (4) tools put into practice • LED4LGUs Curriculum: a training program implemented by LGA for LGUs on LED • CCA4LED: special training on mainstreaming climate change adaptation and mitigation in LED • Local Investment Incentives Code Promotion Module: enhances investment promotion policies and incentives for MSMEs • LGU Tourism Planning Guide: guide to preparing a local tourism development plan in collaboration with private sector and communities 12 National and Local Economic Transformation Teams are adequately coordinating LED support programs: Two (2) national platforms for NGA collaboration for LED that involve DILG are operational: • Agriculture and rural development: National Convergence Initiative for Sustainable Rural Development (DADAR-DENR-DILG): focused on convergence of programs on organic agriculture and promotion of value chain analysis • Tourism: National Economic Transformation Team on Tourism (DOT-DENR-DILG): work focus on tourism planning, accreditation policies and tourism statistical systems All 10 LGU Alliances (Batch 1 ,2 and 3) have operational and active LETT mechanisms, along with associated LED resource networks, that are aligning support services and bundling programs for implementation of the Alliances’ local economic development plans. Participating LGUs across all Batches have indicated a high level of satisfaction (average rating of 4.04 out of 5) on LED policies, services and programs of DILG. However, LGU satisfaction ratings across batches ranged from satisfactory to very satisfactory. •

For Batch 1, LGUs particularly appreciated LGSP-LED support to their livelihood training programs.

•

In Batch 2, all of the five alliances were highly satisfied with the services provided by DILG in formulating their LED policies, such as the LRC and LIIC, streamlining of BPLS and development and promotion of tourism packages.

•

Batch 3 satisfaction survey results showed that a little more than half (56%) of the LGUs are either satisfied or very satisfied with DILG programs. It is quite concerning to know that only 68% of LGUs in the LGSP-LED sites are aware of existing LED policies, programs and tools of the Department. This could mean gaps in downloading of DILG program information to these LGUs.

EXPECTED RESULTS 1200 Improved local conditions for sustainable local economic development

INDICATORS 1200.1 Amount of LED investments by type (private, public, PPP, ODA, non-profit) generated in the identified sector (tourism and/or agribusiness) of participating LGUs

BASELINE Zero (0) new investments at the start of program engagement

TARGETS BY 2016

PROGRESS TO DATE (end March 2016)

A total of 16.6B worth of LED investments was generated from Batches 1, 2 and 3 projects. Of these investments, 83% or PhP13.8 billion were private investments. Below summarizes the target investments:

Alliance/Province Batch 1 One Pangasinan Alliance of LGUs(Organic rice) Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa) (Cassava) Guimaras Bohol Integrated Area Development (BIAD) V (organic rice) Batch 2 Allah Valley Landscape Development Alliance (AVLDA) Metro Iloilo Guimaras Economic Development Council Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON) Batch 3 Northern Palawan Albay-Sorsogon Northern Iloilo Northern Panay Negros Occidental Northern Cebu Negros Oriental Siquijor Davao del Norte Total (batches 2&3)

Public

Target Private

A total of Php 19.0B worth of LED investments was generated from Batches 1, 2 and 3 projects. Of these investments, 79% or PhP15.3 billion were private investments. Below summarizes the investments

Alliance/Province Total

Batch 1 One Pangasinan Alliance of LGUs(Organic rice) Dapitan, Dipolog, Katipunan, Roxas, Manukan Growth Corridor (DDPKaRoMa) (Cassava) Guimaras Bohol Integrated Area Development (BIAD) V (organic rice) Batch 2 Allah Valley Landscape Development Alliance (AVLDA) Metro Iloilo Guimaras Economic Development Council Metro Naga Development Council Northwest Leyte Panglao Dauin Baclayon (PADAYON) Batch 3 Northern Palawan Albay-Sorsogon Northern Iloilo Northern Panay Negros Occidental Northern Cebu Negros Oriental Siquijor Davao del Norte Total (batches 2&3)

Data included in MIGEDC Batch 2 Data included in PADAYON Batch 2 1,098.00 750.00

10,792.00 300.00

11,890.00 1,050.00

44.00

10,006.00

10,050.00

200.00

230.00

430.00

91.00 7.00

262.00

91.00 269.00

1,643.6

10.00 500.00 223.60 500.00 100.00 310.00 2,741.60

3,025.70 500.oo 2,25.70 10.00 2,000.00

100.00 190.00 13,817.70

4,669.30 500.00 225.70 20.00 2,000.00 500.00 223.60 500.00 200.00 500.00 16,559.30

Public 255.4 37.4 218.0

Actual Private

9.8

Total 265.20 37.40 227.80

1,591.29

11,919.66

13,510.95

621.81

172.83

794.64

90.85 558.47 207.50 112.66 2,144.55 480.00 44.35 83.70 293.97 786.53 326.00 130.00

7,506.08 361.01 187.85 3,691.89 3,398.15 568.50 65.00 85.75 7.50

7,596.93 919.48 395.35 3,804.55 5,542.70 1,048.50 65.00 130.10 91.20 293.97 786.53 2,511.70 430.00 185.70 19,318.85

3,991.24

9.8

2,185.70 300.00 185.70 15,327.61

EXPECTED RESULTS

INDICATORS

BASELINE

TARGETS BY 2016

PROGRESS TO DATE (end March 2016)

1200.2 No. of employees (female/male) of registered MSMEs in the identified sectors (tourism and/or agribusiness) of the participating LGUs

12,390 new jobs were recorded at program start Alliance Male Female Total BATCH 1 Employment was not used as an indicator, rather the number of livelihoods strengthened OPAL as a consequence of LGSP-LED. At baseline, DDP-KaRoMa there is limited livelihood opportunities in some Guimaras project sites (Guimaras) while in others, BIAD V income from agricultural farms is low because of low productivity or weak farm to market linkages (Bohol, DDPKaRoMa). BATCH 2 AVLDA 22 36 58 MIGEDC 1039 1150 2189 MNDC 48 70 118 LEYTE 495 PADAYON 917 Total 1109 1256 3,777* BATCH 3 Palawan 1050 569 1,619 Albay-Sorsogon 874 Iloilo 265 Negros 167 Occidental Northern Panay 1284 1189 2473 Negros Oriental 1219 Siquijor 22 28 50 Cebu 403 707 1110 Davao del 521 315 836 Norte Total 3,280 2808 8613* Note: * data may not add up total since not all sites have sex disaggregated data

15,152 new jobs targeted in the tourism sector of the participating LGUs by the end of 2016. Alliance Male Female Total BATCH 1 OPAL No targets set DDP-KaRoMa Guimaras BIAD V Total BATCH 2 AVLDA 622 623 1245 MIGEDC 1383 1531 2,914 MNDC 2000 2000 4000 LEYTE 1137 1136 2,273 PADAYON 152 152 304 Total 5,294 5,442 10,376 BATCH 3 Palawan 150 150 300 Albay-Sorsogon 608 607 1215 Iloilo 213 212 425 Negros Occidental 150 150 300 Northern Panay 445 445 890 Negros Oriental 225 225 450 Siquijor 185 215 400 Cebu 100 100 200 Davao del Norte 298 298 596 Total 2,374 2,402 4,776

27,098 new job opportunities generated in registered tourism-related MSMEs. (Substantial disaggregated gender data was not available.) Alliance Male Female Total BATCH 1 OPAL Intervention for Batch 1 is mainly livelihood development of community-led enterprises and enhancement of organic rice DDP-KaRoMa production. Livelihoods for 12,883 individuals (49% males, 51% Guimaras females) were strengthened in the project sites BIAD V Total BATCH 2 AVLDA 334 343 677 MIGEDC 5,932 MNDC 2,379 LEYTE 1137 1136 2,384 PADAYON 5,305 Total 1,471 1,479 16,677** BATCH 3 Palawan 442* Albay-Sorsogon 750 750 1500 Iloilo 302 210 512 Negros Occidental 1099 1234 2,333 Northern Panay 4,568 Negros Oriental 143 87 230 Siquijor 35 65 100 Cebu 467* Davao del Norte 135 134 269 Total 2,464 2,480 10,421** Note: * Estimated based on the new additional hotel rooms developed ** Data may not add up total since not all sites have sex disaggregated data

1200.3 Level of satisfaction of private sector stakeholders (female/male) in participating LGUs of LED programs and services offered by local governments

Satisfaction ratings of the LGU LED services by the private sector stakeholders were not measured at the beginning of the project.

Private sector stakeholders on average rate their satisfaction with LGU LED services at 4 out of 5 (5 being very satisfied to 1 very dissatisfied).

Results of satisfaction survey revealed a high satisfactory rating for LED programs of the LGUs. This is one notch lower than the targeted rating of very satisfied. The rating suggests that LGUs need to do more to meet private sector expectations.

1200.4 Annual volume of visitor arrivals per participating Province (All Batch 1, 2 and 3 sites except for BIAD V, OPAL, DDPKAROMA) or Annual production in (metric tons) of the supported agricultural commodity by participating LGUs (BIAD V, OPAL, DDPKAROMA)

328,299 annual tourist arrival for Batch 1 in 2010, 1,610,620 annual tourist arrival for Batch and 3,793,078 annual tourist arrivals for Batch 3.

Alliance BATCH 1 OPAL DDP-KaRoMa Guimaras BIAD V Total BATCH 2 AVLDA MIGEDC MNDC LEYTE PADAYON Total BATCH 3 Palawan Albay-Sorsogon Iloilo Negros Occidental Northern Panay Negros Oriental Siquijor Cebu Davao del Norte Total

Annual Tourist Arrival 2010 Not applicable 273,830 54,469 Not applicable 328,299 2011 70,850 453,746 445,164 101,105 539,755 1,610,620 2013 91,580 636,158 48,873 674,939 1,577,689 414,071* 33,431 128,364* 187,973 3,793,078

8,099,916 annual tourist arrival for Batches 2 and 3 targeted by 2016:

Annual Tourist Arrival No target available

230,000 1,129,065 1,289,615 205,356 430,196 3,284,231 124,033 869,231 132,769 728,042 1,901,544 505,500 52,360 177,385 324,821 4,815,685

There were 7,956,222 (98.2% of the target) tourist arrival recorded in Batch 2 and 3 project sites for 2015. On average, the compound annual growth rate (CAGR) in visitor arrivals for Batch 2 sites from 2011 to 2015 is 17.38%, from 1,610,620 to 3,057,467 in 2015. For Batch 3 sites the CAGR from 2013 to 2015 is 13.64%, from 4,040,970 to 4,898,755 in 2015. Alliance Annual Tourist Arrival (2015) Batch 2 AVLDA 145,955 MIGEDC MNDC LEYTE

1,051,225 1,057,172 200,858

PADAYON

602,257

TOTAL

3,057,467

Northern Palawan Albay-Sorsogon Province of Negros Occidental Province of Iloilo

Batch 3 100,946 1,128,561 743,359 82,505

Northern Panay

1,770,677

Negros Oriental

532,091

Siquijor

61,217

Northern Cebu Davao del Norte TOTAL

212,516 266,883 4,898,755

Batch 1 Agricultural Production: Organic rice production increased to 41 metric tons in OPAL and 668 metric tons in municipalities in BIAD 5 in 2013 from very nil production in 2009 for both sites. Production of organic rice has increased 4 thousand percent in OPAL and more than 6 thousand percent in BIAD 5 areas as there was very small production of organic rice in the 2009 baseline year. In 2013 in DDPKaRoMa, there was 16,610 metric tons in 2013 cassava produced, up from 7,530 metric tons in 2009 (121% increase)

IMMEDIATE OUTCOME

1110 Increased capacity of DILG and participating NGAs to harmonize policies, programs in support of sustainable LED

1110.1 No. of national policies, programs and tools formulated on LGU business friendliness and competitiveness

DILG formulated numerous LED policies to improve inter-agency collaboration on LED, but lacks the capacity, programs and tools to move forward implementation.

At least 14 DILG policies, programs and tools formulated to support the Department’s outcomes in building more business-friendly and competitive LGUs as well as sustainable LED that equally benefit women and men

14 DILG policies, programs and tools formulated to support the Department’s outcomes in building more businessfriendly and competitive LGUs Policies: Six (6) new policies formulated: • Joint Administrative Circular (JMC) for convergence on rural development • JMC on the LGU Roles in Tourism Development (with DOT) • JMC on the Updating of Local Revenue Code • JMC on Formulating a Local Investment and Incentives Code • Roadmap for LGUs on Organic Agriculture • Memorandum Circular on Local Economic and Investment Promotion Officers and LED Programs: Three (3) new programs developed: • Business-Friendly and Competitive LGUs • LGU Business Planning • LGU Tourism Planning

1110.2 No. of LGUs accessing DILGs LED Support programs

Undetermined number of LGUs accessing DILG’s limited LED programs; no tracking system in place

137 LGUs (20 provinces, 17 cities and 131 municipalities) accessing DILG’s LED programs on business friendliness and competitiveness. Details per Batch as follows:

Tools: Five (5) tools formulated: • LED4LGUs Capacity building programs on LED • Local Investment and Incentives Code Module • LGU Tourism Planning Guide • Climate Change for LED Modules • LED Information Portal 145 LGUs (20 provinces, 17 cities and 100 municipalities) are accessing DILG’s LED programs on business friendliness and competitiveness. For Batch 1, there are 4 provinces, 3 cities and 23 municipalities (30 LGUs) that have accessed DILG programs, particularly in streamlining the BPLS, business planning, LIIC, CDP, LED information and capacity development.

Batch 1 2 3

Province 4 7 12

Cities 3 5 9

Municipalities 23 42 40

Total

100

For Batch 2, there are 7 provinces, 5 cities and 42 municipalities accessing DILG programs on business friendliness and competitiveness (LED planning, tourism / business planning, BPLS, LIIC, CLUP, public-private partnerships, infrastructure support, LED information and capacity development) In Batch 3, all participating LGUs -- 12 provinces, 9 cities and 40 municipalities are accessing DILG programs on business friendliness and competitiveness. 138 LGUs (19 provinces, 17 cities, and 102 municipalities) accessing DILG’s LED Programs on business friendliness and competitiveness: Batch Province Cities Municipalities 1 4 3 25 2 5 5 38 3 10 9 39 Total 19 17 102

1210 Strengthened ability of participating LGUs/Alliances to advance sustainable LED

1210.1 No. of policies, regulatory reforms and programs that advance businessfriendliness and competitiveness adopted by participating LGUs

137 policies, plans and programs were adopted before the start of the implementation of local projects: BFCL Policies BATCHES 1 2 3 Business Plan 1 (investment promotion) LGU Business Plan 0 (workforce) BPLS computerized 35 Tourism Statistics 30 LEIPO designated 36 Business Recovery 0 Center LIIC 35 Total 0 0 137

270 policies, regulatory reforms, and programs that advance businessfriendliness and competitiveness will be adopted by participating LGUs BFCL Policies BATCHES 2 3 Business Plan (investment 49 11 promotion) LGU Business Plan 11 (workforce) BPLS computerized 43 29 Tourism Statistics 9 LEIPO designated 49 23 Business Recovery Center 5 LIIC 41 Total 141 129

399 policies, regulatory reforms and programs have been adopted and implemented that advanced business friendliness and competitiveness of LGUs. Batch 1 Batch 2 Enabling Policies and Programs adopted Batch 3 LGU Business Plan (Workforce) LGU Business Plan (Investment Promotion) LEIPO Designated

54 1 41

LEDIP Establishment

LIIC Adopted

Business recovery center implemented BPLS Streamlined

2 14

BPLS Computerized

28 20

LRC Adopted

LGU Tourism Statistics Action Plan Adopted

Tourism Statistics system implemented

Tourism Code adopted

LGU Tourism Development plan adopted

TOPCOP Program/Plan implemented

LED Information Portal Established

Others (Ordinances adopted)

Total

133

238

1210.2 No. of annual business registrations in the identified sectors of participating LGUs

There are at least 7744 business establishments related to the tourism sector that were registered in all participating LGUs.

Alliance BATCH 1 OPAL DDPKaRoMa Guimaras BIAD V Total BATCH 2 AVLDA MIGEDC MNDC LEYTE PADAYON Total BATCH 3 Palawan Albay-Sorsogon Iloilo Negros Occidental Northern Panay Negros Oriental Siquijor Cebu Davao del Norte Total

Annual Business Registration 2009 No data No data 50 17 67 No tourism related 645 50 No tourism related 1,605 2,300 No data 502 75 3,946 206 No data 62 94 492 5377

1,412 new annual business registration on tourism is targeted by 2016:

As of March 2016, 8,201 new businesses registered in Batch 1, 2 and 3 sites for the tourism and agriculture sector in key participating local governments:

Annual Business Registration

50 213 300 293 531 1,387

25 25

Annual Business Registration 2009 56 No data 108 87 251 19 1,504 154 284 2151 4,112

434 60 1745 721 195 243 402 38 3,838

1220 Strengthened ability of LED actors to plan and implement sustainable LED initiatives in participating LGUs/Alliances

1220.1 No. of LED actors (female/male) from business groups, resource institutions and CSOs with improved capacity to plan and implement sustainable LED initiatives in participating LGUs

Batch 1: In all Batch 1 Sites, there is limited capacity of local actors to plan and implement sustainable LED initiatives. Batch 2: In 2011, there were 152 LED actors from MIGEDC, MNDC, and NW Leyte with existing skills and experience related to local economic development (57% male, 43% female). Details for each alliance is as follows: AVLDA – none MIGEDC – 62 LED actors (37 M, 25 F) MNDC – 60 LED actors, (33 M, 27 F) NW Leyte – 30 LED actors PADAYON – none

Alliance BATCH 1 OPAL DDP-KaRoMa Guimaras BIAD V AVLDA MIGEDC MNDC LEYTE PADAYON Total

Batch 3: By Project start in 2013, there are no or very limited number of LED actors with the capacity to plan and implement LED initiatives in participating LGUs. Alliance BATCH 1 OPAL DDP-KaRoMa Guimaras BIAD V Total

519 LED actors with capacity to plan and implement sustainable LED initiatives in the participating LGUs are targeted by 2016.

Total

Male Female No target available

Province of Guimaras

BATCH 2 5 50 120 20 50 245 BATCH 3 15

Male Female Total There is limited capacity of local actors to plan and implement sustainable LED initiatives.

BATCH 2 AVLDA MIGEDC MNDC LEYTE PADAYON Total BATCH 3 Palawan Albay-Sorsogon Iloilo Negros Occidental Northern Panay Negros Oriental Siquijor Cebu Davao del Norte Total

0 62 60 30 0 70 52 152 There is limited capacity of local actors to plan and implement sustainable LED initiatives. 37 33

Total

There were 526 (235M,291F) LED actors with strengthened ability to plan and implement LED initiatives. These are the LED champions who are sustaining the local projects LGU LED Actors with capacity to plan and implement Male Female Total

25 27

5 50 120 20 50 245

10 100 240 40 100 490

AVLDA MIGEDC MNDC NW Leyte PADAYON Total Palawan

Batch 1 5 Batch 2 5 10 64 44 26 149 Batch 3 3

4 16 72 33 63

9 26 136 77 89

188

337

Albay-Sorsogon Iloilo Negros Occidental Northern Panay Negros Oriental Siquijor Cebu Davao del Norte

3 1 3 0 4 1 65 1

2 5 4 2 2 0 61 2

5 6 7 2 6 1 126 3

Total

159

1220.2 No. of sustainable LED initiatives jointly implemented through public-private partnerships that are creating opportunities for MSME growth, investment attraction and employment generation

3 LED initiatives were implemented at the start of the project: LED Initiatives Implemented Batch

Tourism Circuit Development

1 2 3 Total

None 2 1* 3

At least 28 LED initiatives involving the sustainable development of priority tourism circuits, destination marketing, and/or tourism workforce development implemented in participating LGUs and Alliances by 2016.

Workforce Development

* Destination Marketing of Davao del Norte Province

LED Initiatives Implemented

Workforce Development

All the 30 private-sector led, market oriented LED initiatives jointly planned by LGUs and private sector partner to make their priority sector competitive in terms of: • market access • productivity and product quality of the sector’s MSMEs, and attraction of investments • workforce, have been implemented: There were three LED initiatives for Batch 1: • In BIAD 5, organic rice production is made possible with the leadership of a cooperative and the support of LGUs and NGAs. • In DDPKaRoMa cassava production is essentially driven by a cooperative with the support of the alliance, the local government, and national government agencies. • In Guimaras, women group weavers and community-based boat operators are providing products and services with support from LGU and other stakeholders.

Batch 2

Tourism Circuit Development

AVLDA MIGEDC MNDC

2* 2* 2*

NoW Leyte PADAYON Total Batch 3 Palawan Albay-Sorsogon Iloilo Negros Occidental

2* 1 9

1 1

For Batches 2 and 3:

1 1 1 1

Northern Panay Negros Oriental Siquijor Cebu Davao del Norte Total

1 1 1 1 1 9

The LED Initiatives jointly planned by LGU and their private sector representatives were jointly implemented. For Batch 3, the tourism circuit development initiative does not only include developing or enhancing tourism products along the tourism circuit but also marketing the destination and promoting investment opportunities. Batch 2, on the other hand, counted destination marketing as another LED initiative. On the other hand, the workforce development initiative helped the local MSMEs or tourism workers to upgrade the quality of their services to tourists. LGU LED Initiatives Implemented Tourism Circuit Development Workforce Development

AVLDA MIGEDC MNDC NoW Leyte PADAYON Total

Batch 2 2* 2* 2* 2*

Palawan Albay-Sorsogon Iloilo Negros Occidental Northern Panay Negros Oriental

Siquijor Cebu Davao del Norte

1 1 1

Total

* Destination Marketing was counted as an additional LED initiative

1 1

8 Batch 3 1 1 1 1 1

1 1 1 1 1

OUTPUTS 1111 TA provided to DILG on: LED policy and program development, interagency coordination for LED and LED information tools

1111.1 No. of LED policies, programs and information tools recommended

DILG policies, program development and information tools generally not geared towards sustainable LED

At least 14 DILG policies, programs and tools recommended to support the Department’s performance commitments to achieve business-friendly and competitive LGUs

14 DILG policies, programs and tools recommended to support the Department’s outcomes in building more business-friendly and competitive LGUs Policies: Six (6) new policies drafted and recommended to ensure a more predictable local business environment and engagement of private sector in LED policy-making and programming • DA-DAR-DENR National Convergence Initiative for Sustainable Rural Development (NCI-SRD) • Defining LGU Roles in Tourism Development (with DOT) • Updating of Local Revenue Codes • Formulating Local Investment and Incentives Codes • Preparing a Roadmap for LGUs on Organic Agriculture • Designating local economic development officers (i.e., Local Economic and Investment Promotion Officers), establishing of LED Teams and setting up of economic transformation teams (ETTs) Programs: Three (3) new programs drafted and recommended: • Business-Friendly and Competitive LGUs • LGU Business Planning • LGU Tourism Planning Tools: Five (5) LED tools developed and recommended: • LED Capacity Development training curriculum • Local Investment and Incentives Code Module • LGU Tourism Planning Guide • Climate Change Adaptation and Disaster Risk Management Modules • LED Information Portal

1111.2 No. of inter-agency coordination mechanism for LED recommended

There were a few inter-agency committees and task forces that provided LED support to LGUs, although constrained by lack of policy and program coherence and oftentimes resources were not pooled to ensure greater LED impacts

At least 2 national convergence mechanisms and 10 local convergence mechanisms or local Economic Transformation Teams (ETTs) recommended

12 National and Local Economic Transformation Teams convergence mechanism recommended: Three (3) convergence platforms for NGA collaboration for LED convened: • DILG participation in the convergence initiative for agriculture and rural development, DA-DAR-DENR National Convergence Initiative • National Economic Transformation Team on Tourism with DOT, DENR, and DILG • Stronger DILG participation in the NEDA PPP Center as a tool for enabling LED 10 ETTs (for Batch 1, 2 and 3) convened in LGU Alliances to facilitate accessing of bundled LED support services and programming.

1111.3 No. of DILG personnel (female/male) trained on sustainable LED by skills type

DILG staff were mostly generalists, and no LED focal persons were assigned to specific LED tasks; there were some observed mismatch of the LED competencies and LGU requirements of DILG

87 DILG personnel (female/male) trained on sustainable LED by 2016:

97 DILG personnel (female/male) trained on sustainable LED: Batch

Batch Batch 1 Batch 2 Batch 3 Total

Male

Female Total No targets available 27 54 16 33 43 87

27 17 44

Male

Female

Total

Skills Type

1211 TA provided to LGUs on: local economic and investment promotion teams; LED enabling policy and programs; and streamlining of LGU transactional services

1211.1 No. of Local Economic and Investment Promotion Officers (female/male) and LGU LED team (female/male) trained on local economic and investment promotion; LEDenabling policy and programs; and streamlining of LGU transactional services.

There were 7 LEIPOs trained from Batch 2 before the implementation of the local projects: Batch Batch 1 Batch 2 Batch 3 Total

Total 0 7 0 7

By 2016, the 320 LEIPOs and LGU LED Team (50% male and 50% female) are targeted to be trained in the participating LGUs: Batch Batch 1 Batch 2 Batch 3 Total

Male 15 27 118 160

Female 15 27 118 160

Total 30 54 236 320

Batch 1 Batch 2

Not applicable 41

Batch 3

52 45

Total

Business Planning, BPLS Streamlining, Feasibility Study Preparation, Mainstreaming Gender, Knowledge Management for LED; Partnership Building and Investment Promotion, LED planning, project management, tourism planning, CCA-DRRM and project monitoring and evaluation Project Management, LGU Business Planning, Tourism Circuit Planning and Workforce Development

1558 (791M,767F) LEIPOs and LED team members were trained on local economic development and investment promotion, workforce development and tourism circuit development. Batch 1 Batch 2 Batch 3 LEIPOs & LGU Staff trained

LCEs LEIPO and Staff

Tourism Officers and Staff 17

PESO Managers and Staff

Other LGU Staff Total

127

216

553

498

1051

749

718

1,467

1211.2 No. of LGUs business plans formulated, LED policies and programs formulated, and LGU transactional services streamlined

There were 145 policies and plans that have been formulated by the participating LGUs before the implementation of the local projects: BATCH LGU Business plans and policies 1 2 3 LGU Business Plan (workforce) 0 LGU Business Plan (investment 1 0 promotion) BPLS Computerized 3 32 LIIC Formulated/Updated 35 Tourism Code formulated/updated 38 Tourism Statistics system 36 installed/strengthened LGU Tourism Development plan 0 formulated Business Recovery Center planned 0 TOPCOP program 0 Total 1 3 141

By 2016, 160 business plans and policies formulated by the participating LGUs:

As a result of the trainings that the LEIPOs and other LGU staff have undergone, 231 LGU business plans, programs and policies were formulated:

Batch

LGU Business plans and policies

LGU Business Plan (workforce) LGU Business Plan (investment promotion) BPLS Streamlined BPLS Computerized LIIC Formulated/Updated Tourism Code formulated/updated Tourism Statistics system installed/strengthened LGU Tourism Development plan formulated Business Recovery Center planned TOPCOP program Plans and Policies Total

16 15

4 35

Batch 3 11 11

LED Enabling Policies, Programs and Plan Formulated

29 41 9

LGU Business Plan (Investment Promotion) Business recovery center planned

9 7 5 3

LGU BFCL Action Plan Formulated

125

LED Information Portal Established

LGU Tourism Statistics Action Plan Formulated

Tourism Statistics system installed/strengthened

2 1

LGU Business Plan (Workforce) / Skills Registry System LIIC Formulated/Updated

BPLS Computerized

28 13

LRC Formulated

TOPCOP Program/Plan developed

Others(Local Climate Change Plan developed)

There were 3 LED initiatives planned by LED actors: Batch

1 2 3 Total

LED Initiatives Planned Tourism Circuit Workforce Development Development None 2 1* 3

28 private-sector led, market oriented LED initiatives jointly planned by LGUs and private sector partner to make their priority sector competitive by Batch Batch 2

LED Initiatives Planned Tourism Circuit Development

Workforce Development

AVLDA MIGEDC MNDC NoW Leyte PADAYON

2* 2* 2* 2* 1

Total Batch 3 Palawan Albay-Sorsogon

1 1

Iloilo Negros Occidental

1 1

Northern Panay Negros Oriental

1 1

Siquijor Cebu Davao del Norte Total

1 1 1 9

LGU Tourism Development plan formulated

1221.1 No. of LED initiatives jointly planned by LGUs and LED actors

BPLS Streamlined

Tourism Code formulated/updated

1221 TA provided on LED actors (business groups, CSOs, resource institutions) on public-private partnerships for the planning and implementation of LED initiatives that have the potential to grow MSMEs, attract investments, and generate employment

14 80 Total 137 There were 30 private-sector led, market oriented LED initiatives jointly planned by LGUs and private sector partner to make their priority sector competitive in terms of: • market access • productivity and product quality of the sector’s MSMEs, and attraction of investments • workforce, Batch 1: • In BIAD 5, the Center for Sustainable Agriculture, the Rice Museum and training center, vermicast production, rice duck farming, and the Carmen Coop organic rice trading are operational. • In DDPKaRoMa, Polanco LGU and the LGU established 3 food terminals with POEMCO generating Php17,000 gross income on a daily basis. POEMCO also has a contract-growing scheme implemented with farmer-members and San Miguel Corporation in the production of granulized cassava. Also, the Dapitan Pasalubong Center showcasing DDPKaRoMa products is a partnership between the LGU and private businessmen. • In Guimaras, CBRTs with the LGU conduct CBRT enterprise planning, homestay development, food service management and financial management planning for the CBRT sites. Batch LED Initiatives Planned Batch 2 AVLDA MIGEDC MNDC NoW Leyte PADAYON Total Batch 3

Tourism Circuit Development

Workforce Development

2* 2* 2* 2* 8

1 1

2016

1221.2 No. of LED actors (female/male) by type (business groups, MSMEs, farmers, CSOs, resource institutions, etc.) trained on sustainable LED (priority industry skills, product and service quality enhancement, and enterprise management )

284 LED actors (119 male, 165 female) were trained on LED before start of the Project: Batch 1 2 3 Total

Male 0 119 0 119

Female 0 165 0 165

Total 0 284 0 284

3,414 LED actors trained on sustainable Local Economic Development by 2016: Batch 1 2 3 Total

Male Female No target available 701 701 1,006 1,006 1,707 1,707

Total 1,402 2012 3414

Palawan 1 1 Albay-Sorsogon 1 1 Iloilo 1 1 Negros Occidental 1 1 Northern Panay 1 1 Negros Oriental 1 1 Siquijor 1 1 Cebu 1 1 Davao del Norte 1 1 Total 9 9 * Destination Marketing was counted as an additional LED initiative 10,055(4421M, 5,634F) LED actors were trained on sustainable Local Economic Development: Batch 1: 6,353 individuals (2,760 males, 3,593 females) were trained on different aspects on sustainable LED. The trainings were on agri-tourism product development, CBRT, marketing, customer service, strategic planning, gender and ES mainstreaming, organic agriculture, BPLS, enterprise management, and business planning. By group type, details are shown below: Alliance Business Batch 2 AVLDA 172 M / 189 F MIGEDC 105 M / 191 F MNDC 67 M / 76 F NW Leyte 37 M / 30 F Padayon 223 M / 294 F Total 604M 780F Batch 3 136M / 99F Total 235

MSME 0 6 M / 25 F 100 M / 88 F 20 M / 12 F 0 126M / 125F

CSO 0 71 M / 78 F 74 M / 34 F 30 M / 11 F 0 175M / 123F

LRI, Academe 0 10 M / 32 F 31 M / 14 F 7 M / 17 F 0 48M / 63F

572M / 851F 1423

By type of skills, details are shown below: Alliance

Industry Skills

Quality Enhancement

Ent. Mgt.

Business Planning

AVLDA 193 98 70 0 MIGEDC 51 340 98 29 MNDC 54 316 86 28 NW Leyte 30 62 27 45 Padayon 288 101 71 57 Batch 2 Total 616 917 352 189 Batch 3 1423 235 Note: Priority industry skills include training on specific competencies required by tourism establishments such as culinary arts, housekeeping, front office, tour guiding, etc. while product and service quality enhancement include skills for MSME workers on product development, packaging, etc. as well as general skills related to customer service, presentation, etc. Enterprise management would include skills for supervisors and managers of tourismrelated establishments on strategic functions such as marketing and sales, maximizing online sales and reservations, financial management for MSMEs, business planning, etc.

Annex B List of Persons Interviewed

Annex B: List of Persons Interviewed Name Usec. Austere A. Panadero

Dir. Dominique Tutay

Designation Undersecretary for Local Government Undersecretary of Regional Operations Group (ROG) Assistant Secretary, Tourism Development Planning Director IV

Dir. Anna Bonagua

Director

Ms. Sally Jumalon

LGOO V, LED Focal Person Manager for Regional and Project Development and Chamber relations Chief, Planning Partnership Adviser

Usec. Zenaida Maglaya Asec. Rolando Canizal

Ms. Grace Morella Mr. Warner Andrada Ms. Alfred Allaga Ms. Ruth Rodriguez

Ms. Liza Ragos Ms. Lucille Gelvolea Francis Gentoral Randi Alampay Nelieta Baguna Gladys Gopez Tina Abella Grekka Sarmiento Nerissa Casin Aulynn Yuesin Rosalie Fuentes John Jalandoni Alfred Allaga

Division Chief, Labor Market Information, Research and Communication Division Chief, Labor Employment Officer LEIPO, Negros Occidental Field Director Program Manager, LED Program Officer Local Initiatives Coordinator Program Coordinator Communications Specialist Partnership Adviser Partnership Adviser Partnership Adviser Partnership Adviser Partnership Adviser

Organization Department of the Interior and Local Government Department of Trade and Industry Department of Tourism Bureau of Local Employment – Department of Labor and Employment Bureau of Local Government Development – Department of the Interior and Local Government Local Government Academy – Department of the Interior and Local Government Philippine Chamber of Commerce and Industry Philippine Chamber of Commerce and Industry Allah Valley Landscape Development Alliance (AVLADA) and Davao del Norte, LGSP-LED Bureau of Local Employment – Department of Labor and Employment Employment Service Program Management Division, Bureau of Local Employment – Department of Labor and Employment Province of Negros Occidental LGSP-LED LGSP-LED LGSP-LED LGSP-LED LGSP-LED LGSP-LED LGSP-LED, Albay-Sorsogon LGSP-LED, Northern Iloilo, Negros Occidental LGSP-LED, Northern Cebu LGSP-LED Negros Oriental LGSP-LED, Davao del Norte

Annex C Program Milestones

Annex C: Program Milestones The following describes the key achievements and milestones of LGSP-LED since the project started in 2008 to 2016.

2008 §

LGSP-LED was established and Inception Work Planning took place.

2009 §

The STATE OF LOCAL ECONOMIC DEVELOPMENT (LED) IN THE PHILIPPINES was produced and, based on this, LGSP-LED’s framework was developed. The State of LED in the Philippines Report indicated that there were multiple LED and LED-related services and initiatives in the Philippines working independently from each other.

As a result, multiple agencies and organizations were organized into a National Economic Transformation Team (NETT), with DILG as the lead convener.

At the same time, the Program commenced planning for its first set of local projects (Batch 1). A Project Implementation Plan was developed. Based on competitive proposal submissions, the first batch of implementation involved four (4) project sites in One Pangasinan Alliance of LGUs (OPAL), Bohol Integrated Area Development V (BIAD 5), Dipolog-Dapitan-Polanco-Katipunan-RoxasManukan (DDPKaRoMa) Growth Corridor; and, the Province of Guimaras. The approach was LGU-driven, rather than market-driven and focused on harnessing the LGUs’ corporate powers for LED. This meant, support was provided to develop capacities, policies, structures, and financing systems in order to improve LGUs as corporate managers.

2010 §

DILG formally introduces LED in the Philippines by releasing a Memorandum Circular requiring all Local Government Units to designate a Local Economic and Investment Promotion Officer (LEIPO). It outlined how the LEIPOs were to be center of LED activities in an LGU. A LEIPO’s primary objective is to promote local economic growth by helping to expand existing business and attracting new investments that lead to job creation.

To support LEIPOs, the GUIDE ON FORMULATING LOCAL INVESTMENT AND INCENTIVES CODES was published.

2011 §

LGSP-LED with the Local Government Academy started developing training modules on LED.

Because local economic data in the Philippines is limited, the Program also began developing a LED Information tool dubbed as SPARKBIZ. Sparkbiz, an online portal, helps LGUs build their competitiveness profiles and hosts these profiles online for greater visibility, connecting LGUs to potential investors.

2012 §

Enhancement through convening stakeholders from the private, government, and academe sectors.

Learning from Batch 1, implementation of Batch 2 focused on enhancing the LED Framework and the LED Process, ensuring that the project was making a more direct and immediate impact on the poor, Filipino men and women. At this time, tourism was identified as a sector with high potential to produce new jobs relatively quickly while making results tracking more realistic.

The five (5) Batch 2 partners were Metro Naga Development Council (MNDC), Metro Iloilo-Guimaras Economic Development Council (MIGEDC), Province of Leyte, Panglao-Dauis-Baclayon Bohol Marine Triangle (PADAYON BMT), and Allah Valley Landscape Development Alliance (AVLDA).

DILG adopted Business-Friendly and Competitive LGUs (BFCL) as one of their departmental outcomes. The Business Planning Guide for LGUs was started to help LEIPOs make the most out of their resources and current development plans to pursue LED.

Global Affairs Canada commissioned an external consultant to monitor the program. The consultant recommended to “color the program with a private sector lens.” Following this, the project engaged the Philippine Chamber of Commerce and Industry (PCCI), the largest private sector association in the country, to provide inputs to the Program’s activities and outputs. PCCI was instrumental in increasing private sector engagement in local project sites and throughout the program.

The program’s performance measurement framework was enhanced to better measure the impacts of a LED enabling environment and increased competitiveness in the local tourism industry that would make the locale attractive to business and job creation.

2013 •

A set of LED courses for LGUs was finalized with the Local Government Academy (LGA). Called “LED4LGUs Curriculum,” trainings were delivered to Batch 2 projects helping to build the capacity of local officials to make their local tourism industry more competitive. The LED4LGUs Curriculum is designed to provide LEIPOs and LED Team in an LGU with a solid understanding of the basic principles and tools of sustainable LED. LED4LGUs is now part of the LGA’s roster of course offerings for newly-elected officials in the Philippines. The curriculum is accessible as online modules at lga.gov.ph.

•

The Program Sustainability Plan was developed during this mid-point in the timeline of the Program. This document, periodically updated, guided the LGSP-LED and DILG teams in their planning activities to ensure the program’s sustainability after 2016.

•

LGSP-LED brought together its local project partners from the first two batches, as well as the new incoming third batch of local projects, in a National LED Forum. Here, LED Champions were recognized and the third batch of local projects launched.

•

Not a project milestone, but 2013 was a year of disasters in the Philippines, including in LGSP-LED Project sites. In October the island province of Bohol was disrupted by the deadliest earthquake in the Philippines in 23 years. The 7.2 earthquake resulted in 222 deaths, 976 were injured, and more than 73,000 houses were damaged or destroyed. In November, Typhoon Haiyan, known as Super Typhoon Yolanda in the Philippines, was one of the strongest tropical cyclones ever recorded. It killed at least 6,300 people and caused enormous damage to housing, infrastructure and livelihoods.

2014 §

LGSP-LED’s third batch of local projects incorporated an approach called “tourism circuit planning (TCP).” TCP was used in Batch 2 projects, but enhanced for use in Batch 3. Eleven provinces were involved in Batch 3 and selected based partly on being prioritized in the National Tourism Development Plan (NTDP).

To institutionalize LGSP-LED’s support in tourism development, the publication was developed, Tourism Guidebook for LGUs, together with the Department of Tourism (DOT), DILG, Department of Environment and Natural Resources (DENR), and the Development Academy of the Philippines (DAP).

In partnership with PCCI, the project began supporting local project partners to participate in investment forums and business-tobusiness matching sessions. LEIPOs were trained in how to write investment guides and briefs as well as how to “pitch” their localities to investors.

2015 •

The Program organized an Investment Forum and Business-Matching event with participation of businesses across the Philippines and its partner local projects as a mechanism for LEIPOs to apply their new knowledge and skills in investment promotion.

•

The LED4LGUs Curriculum went online and a LED Resource Network Portal developed to make LED resources available online for LEIPOs, private sector partners, and Economic Transformation Teams across the country.

•

The LGU Trade and Investment Promotion Desk was developed and launched. Investment promotion assistance is provided to LGUs through a virtual help desk housed at the Philippines' largest business association, the Philippine Chamber of Commerce and Industry.

•

LGSP-LED starts development of one comprehensive LED policy to integrate all policies that the Program helped create in the past 8 years.

2016 A JOINT MEMORANDUM CIRCULAR across Departments (primarily involving DILG, DOT, and DTI) is developed, as a way to prepare for Program closing and to scale up the Philippines’ LED Program. One final National LED Forum is conducted to serve as LGSP-LED’s culminating event.

Annex D List of LGU Partners and Key Intermediary Organizations

Annex D: List of LGU Partners, Key Intermediary Organizations Region Central Office

Office/LGU Department of the Interior and Local Government (DILG) DILG, Bureau of Local Government Supervision DILG, Bureau of Local Government and Development

Name Austere Panadero Manuel Gotis Anna Lisa Bonagua Virginia Clavel Luzviminda Fortaleza Belinda Castro Lucita Dela Pena

Local Government Academy (LGA)

Department of Trade and Industry Department of Tourism DA-DAR-DENR National Convergence Initiative Philippine Chamber of Commerce and Industry (PCCI)

DILG, Region 1 One Pangasinan Alliance of LGUs

DILG, Region 4B

Province of Palawan

LGU-Busuanga

Marivel Sacendoncillo Alfonso Maralli Jr. Daphne Purnell Sally Jumalon Zenaida Maglaya Victoria Jasmin Rolando Canizal Warner Andrada Oscar Parawan Crisanto Frianeza Edwin Glindro Grace Morella Julie Daquioag Narvie Flores Arthur Celeste

Designation/Position Undersecretary for Local Government Director Director Division Chief LED Focal Person, PMT Member LED Focal Person, PMT Member LED Focal Person , PMT Member Executive Director Division Chief, ETD Division Chief, Research LED Focal Person Undersecretary, Regional Trade and Development Undersecretary Assistant Secretary Division Chief Director, National Focal Person Director General Deputy Director General Program Officer

Roel Anonuevo James Fadrilan Karl Rimando Ivan Stephen Fadri Hon. Jose Alvarez Maribel Buni Anna Lisa Barroma

Regional Director Regional LED Focal Person Chairperson, Mayor Alaminos City Focal Person, PPDO Regional Director Assistant Regional Director Regional LED Focal Person Governor PIT Manager LEIPO

Samuel De Jesus

Mayor

0917 859 3137

Contact Details jntflorendo@gmail.com

0918 547 6747

mqg1954@yahoo.com.ph

0917 724 2853 0932 844 6995

annalizabonagua@yahoo.com verdzclavel@yahoo.com luzvimindafortaleza@yahoo.com

0908 898 5771

belfabiocastro@yahoo.com

0917 692 2596

gerlou44@gmail.com

0917 855 4793 0917 882 5185 0920 904 7907 0999 983 7884 0917 575 7040

mcsacendoncillo@yahoo.com a_maralli2002@yahoo.com edn_purnell@yahoo.com sally.etdlga@gmail.com ZenaidaMaglaya@dti.gov.ph

0917 897 3780 0917 846 3831

mvjasmin@tourism.gov.ph rcanizal@tourism.gov.ph wmandrada@yahoo.com oscar_parawan@yahoo.com

0920 913 1645 0920 912 6079 0920 912 8876

cris.frianeza@philippinechamber.com edwin.glindro@philippinechamber.com grace.morella@philippinechamber.com

0927 309 4403 0917-6498391

wineapplecache@yahoo.com narvitaflores@yahoo.com

0917 529 5835 0915 974 7810

roel_anonuevo@yahoo.com mimaroparegion@yahoo.com

0917 509 2340 0918-9253422 0917 676 0069 09153191194

vonnfadri@gmail.com

0918-9624746

palawanturismo@yahoo.com alcb_peedo@yahoo.com

LGU-Coron LGU-Culion Calamianes Association of Tourism Establishments Society for Sustainable Tourism and Development, Inc.

Clara M. Reyes Emiliano Marasigan Francisco Fernandez

DILG, Region 5

Elouisa Pastor Danton Vibar Isabel Rosal Jose Maria Salceda Dorothy Colle Noel Rosal Carlos Irwin Baldo Gerry Jaucian Raul Lee Cristina Racelis Josephine Cruz Dennis Sy-Reyes John Bongat Alec Francis Santos Ma. Luisa Angeles Rolando Canet Eduardo Severo Marilou Hirose Emmanuel Requejo William Abilay Yipyip Senar Rogelio Nestor Villegas Corazon Olos Gemino Imperial Alexis San Luis Eugenio Lagasca Anthony Nuyda Roselyn Quintana Arthur Defensor Velma Jane Lao Onting Betita Milard Villanueva Juan Alvarez Neil Tupaz Insik Cabangal

Province of Albay Legaspi City Camalig Daraga Province of Sorsogon Donsol Pilar Naga City

Bombon Bula Calabanga Camaliga Canaman Gainza Magarao Milaor Minalabac Ocampo Pamplona Pili San Fernando DILG, Region 6 Province of Iloilo Carles Concepcion Ajuy Barotac Viejo Banate

Mayor Mayor President

0917-8198583 0929-4776104

Regional Director Assistant Regional Director Regional LED Focal Person Governor PIT Manager Mayor Mayor Mayor Governor PIT Manager Mayor Mayor Mayor Tourism Officer Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Regional Director Regional LED Focal Person Governor LEIPO Mayor Mayor Mayor Mayor Mayor

0917 572 3183

Al Linsangan

0916 785 8931 09088660824 0928 520 8748 0917-5581777 0918-9359007 0917-417343 0908 503 9844 09499417488 0919-6185258 0918-9267053 0920-9148907 0918-9025440 0921-6682020 0917-3149163 0920-5931675 0929-1290266 0917-5802052 0918-9456653 0927-2644492 0916-2256594 0928-2932747 0915-9160171 0915-9497441 0918 920 2345 0915 319 1195 033 337-1739 0917 321 6030 0920-9093375 0939-9166788 0917-7213269

bietpastor_dilg@yahoo.com danvibar04@yahoo.com isabella66@yahoo.com albayoffice@yahoo.com dotcolle@yahoo.com mayornoelrosal@yahoo.com mo_officecamalig@yahoo.com gerryjaucian@aol.com cracelis_10@yahoo.com.ph jo_cruz@yahoo.com mayor_pitroson@yahoo.com mayor.bongat@naga.gov.ph alec.santos@naga.gov.ph joybru_angeles@yahoo.com rolandocanet0701@yahoo.com edyuro@yahoo.com malouhirose@gmail.com lgucaman@gmail.com localgov.gainza@yahoo.com lgu_magarao@yahoo.com mayorâ&#x20AC;&#x2122;soffice@milaor@gmail.com nestor.villagas@gmail.com corazonolos@yahoo.com brianb_82@yahoo.com nonoy_sanluis@yahoo.com bethina_romero@yahoo.com anthonynuyda.dilg6@gmail.com roseq119@yahoo.com art_defensor@yahoo.com iloiloinvest@iloilo.gov.ph fred_betita@hotmail.com milen_58@yahoo.com

lgubanate@gmail.com

Estancia Iloilo City

Cabatuan

Rene Cordero Jed Patrick Mabilog Jose Roni Penalosa Ronilio Caspe

Mayor Mayor PMT Manager Mayor

0999-9944155 0922 813 4591 0917 622 2020 0920-9089558

Leganes Oton Pavia

Adop Jaen Vicente Fores Mike Gorriceta

Mayor Mayor Mayor

0908-8741987 335-1014 0908-8208898

lgupavia@yahoo.com.ph

Sta. Barbara Province of Guimaras

Dennis Superficial Samuel Gumarin

Mayor Governor

0917-7220428 0908 8640068

samgumarin@yahoo.com

Buenavista

Angie Gabinete Eugene Reyes

Tourism Officer Mayor

0909 948 4303 0927-5821159

reyeseugenio56@yahoo.com

Jordan Nueva Valencia

Cresente Chavez Emmanuel Galila

Mayor Mayor

0917-3029252 0930-2246819

galilaemmanuel@yahoo.com

San Lorenzo Sibunag Province of Aklan

Jimmy Gajo Luben Vilches Florencio Miraflores Roger Esto Inday Labindao William Lachica John Yap James Solanoy Jozyl Templonuevo Gary Fuentes Rhodora Cadiao Jose Lomugdang Jonathan Tan Jose Varona Norberto Raymundo Jr. Rene Burdeos Elias Fernandez Ammie Marie Generale Ma. Lourdes Boone Edgar Chatto John Titus Vistal

Mayor Mayor Governor PIT Manager Mayor Mayor Mayor Mayor Mayor Mayor Governor Mayor Mayor Mayor Mayor Regional Director Assistant Regional Director Regional LED Focal Person Regional LED Focal Person Governor Provincial Planning Development Officer, PMT Mayor Mayor Mayor

0917-3051475 0918-531522 O9189104504 0917 623 8440 0917-3054968 0910-4253509 288-8748/8808 0908-9349681 036 268-4176 0908-8657015

lgu_sanlorenzo@yahoo.com lgusibunag_guimaras@yahoo.com aklanpgo@yahoo.com ppdoaklan@gmail.com inday_labindao@yahoo.com lgukalibo@yahoo.com cceciron@yahoo.com lgunabas2013@gmail.com xbw535@yahoo.com fuentesgarygtf@yahoo.com

Buruanga Kalibo Malay Nabas Numancia Tangalan Province of Antique Culasi Pandan Sebaste Libertad DILG, Region 7

Province of Bohol Batuan Bilar Carmen

Pepito Francisco Norman Palacio Ricardo Toribio

lguestancia@yahoo.com ocmiloilocity@yahoo.com joseronipen@gmail.com

036 277-8667 0917-8080889 0908-4874594 253-5479 0915 632 5849 09173001714 038501-9072

dilgregion7_cv@yahoo.com effernandezjr@gmail.com ammiemariezg@yahoo.com.ph mboone@lgcdd.dilgregion7.net edchatto@yahoo.com

0917-6333151 0919-9929768 0920-9669848

lgubatuanbohol@yahoo.com lornpal@yahoo.com jutoribio65@yahoo.com

Dagohoy Danao Pilar Sagbayan Sierra Bulones Panglao Dauis Baclayon Center for Agribusiness and Sustainable Agriculture Carmen Samahan Nayon Multi Purpose Cooperative Baclayon Entrepreneurs Association Bohol Association of Hotels, Resorts, and Restaurants BAHRR Northern Cebu City of Bogo Bantayan Daanbantayan Medelin

Sofronio Dagphoy Sr Natividad Gonzaga Nita Cubrado Ricardo Suarez Simplicio Maestrado Nila Montero Miriam Sumaylo Alvin Uy Avelina Escudero

Mayor Mayor Mayor Mayor Mayor Mayor Mayor Mayor Director/Designate

Jocelyn Lorete

Manager

09399-167267 0917-5374488 0939-9247541 0917-3042798 0920-9290332 0949-6321354 0939-9234483 0917-3043930

Jojie Pestelos Judith Bomediano Hilario Davide Meljun Alejo Celestino Martinez Ian Christopher Escario Augusto Corro Ricardo Ramirez

Governor PIT Manager Mayor Mayor Mayor Mayor

0915 594 7587 0920-9020202 0917-7999777 0917-8121090 0917-3210006

Jose Esgana

Mayor

0920-9133428

San Remigio Madridejos Department of Trade and Industry Region 7 Cebu Chamber of Commerce and Industry Province of Siquijor

Mariano Martinez Salvador Dela Fuente

Mayor Mayor Regional Director Director General Governor PIT Manager Tourism Officer LEIPO Mayor Mayor Mayor Mayor Mayor Mayor

0922-8795410 0917-3288835

Siquijor Larena San Juna Lazi Maria Enrique Villanueva Provincial Tourism Council Chair Siquijor Chamber of Commerce Department of Trade and Industry Siquijor State College

Arlene Mack Bambi Chan Nimfa Virtucio Cyd Sarmiento

dem_sierra@yahoo.com municipalityofpanglao@yahoo.com mtodauis@gmail.com baclayon01@yahoo.com

fgpestelos@gmail.com jbr2947@yahoo.com

Santa Fe

Zaldy Villa Gladys Estrellada Josetter Armirola Jemrin Pal-ing Mei Ling Quezon Dean Villa Wilfredo Capundag Orpheus Fua Meynard Asok Gerold Pal-ing

municipalityofdagohoy@yahoo.com glouisthomas@yahoo.com

Regional Director Professor

0917-7018880 09277079492 09177929111 09177023713

jun.davide@cebu.gov.ph melallego@gmail.com info@cityofbogocebu.gov.ph skycountry72@yahoo.com dodong_corro@yahoo.com medellinmayor@gmail.com joesgana@yahoo.com / jp_esgana@yahoo.com marianomartinez032@gmail.com jessyl_25@yahoo.com dticebu.idipd@gmail.com jufferdennbornales@gmail.com ppdo_siquijor@yahoo.com jarmirola@yahoo.com jemrinparojinogpaling@gmail.com Meilingquezon@yahoo.com sanjuan_lgu@yahoo.com lgumariasiquijor@gmail.com pmeluchi@yahoo.com

09491626537 09177055503 09176209511 09053398095

bambijoychan@gmail.com nimfavirtucio@dti.gov cyd_a_sarmiento2@yahoo.com

DILG, Region 8 Department of Tourism Province of Leyte Baybay City Ormoc City Inopacan Isabel Palompon

Pedro Noval Jr. Geselle Endriano Karen Tiopes Leopoldo Petilla Carmen Cari Ondo Codilla Silvestre Lumarda Marcos Cerillo Ramon Onate Raoul Bacalla

Ormoc Chamber of Commerce and Industry Pocholo Franco DILG, Region 9 Paizal Abutazil Anita Casipong Ginagene Vanouy Annabella Jatico Province of Zamboanga del Norte Roberto Uy Ma. Teresita De Jesus Dapitan City Rosalinda Jalosjos Dipolog City Evelyn Uy Katipunan Crisostomo Equia Manukan Enriquita Winters President M.A. Roxas Jan Hendrik Vallecer Polanco Roberto Uy DILG, Region 11 Ananias Villacorta Debbie Torres Catherine Pugosa Province of Davao del Norte Rodolfo Del Rosario Josie Jean Rabanoz Sofonias Gabonada Joevynar Miedes Island Garden City of Samal Aniano Antalan DILG, Region 12 Reynaldo Bungubung Zaide Amil Province of South Cotabato Daisy Avance Fuentes Emmanuel Jumillia Bagumbayan Bernardita Bito-on Esperanza Helen Latog Isulan Diosdado Palasigue Lambayong Florante Agduma Province of Sultuan Kudarat Datu Pax Mangudadatu Grace Janiya

Regional Director Regional LED Focal Person Regional Director Governor Mayor Mayor Mayor Mayor Mayor Municipal Environment Officer, Focal Person Director Regional Director Regional LED Focal Person Regional LED Focal Person MLGOO, Katipunan Governor PMT Manager Mayor Mayor Mayor Mayor Mayor Mayor Regional Director Regional LED Focal Person Provincial LED Focal Person Governor PIT Manager Assistant PIT Manager LEIPO Mayor Regional Director Regional LED Focal Person Governor LEIPO Mayor Mayor Mayor Mayor Governor PMT Manager

0999 889 4364 0927 776 1235 0916618 4280 325-5156 0917-8962364 0908-8747688 0917-6620038 556-9119 0917-3106721 0917 634 3657 0919 568 5757 0917 723 9358 0977 149 0281 0927 963 0889 0908 699 4776 0917-856-7323 0908 895 3504 0929-1941972 0917-7243708 0920-7925496 0927-6437433 0920-9668119 0908-8656533 0915 390 2839 0935 125 8866 087 811-5030 0917 720 5956 0917 505 9580 082 2860128 0939 914 6405 0927 602 7720 083228-2432

geselle.endriano@gmail.com pinky_leytegov@yahoo.com baybaycity0616@yahoo.com admin@ormoc.gov.ph info@inopacan.gov.ph lgu_isabel@yahoo.com lgupalompon@gmail.com raoulbacalla@gmail.com cholofranco@viajeintl.com paoabutazil@dilg.gov.ph arc4nitz@yahoo.com ginanoy@yahoo.com.ph yoyong_amay@yahoo.com tessbdj@yahoo.com

ppedoddn@yahoo.com joevymv@yahoo.com gop_ddn@yahoo.com mapaigacos@gmail.com

ebjumilla@yahoo.com

083 508-2165

NIR

Tacurong City Banga Lake Sebu Noralla Sto. Nino Surallah T'boli Allah Valley Development Landscape Alliance Department of the Interior and Local Government Province of Negros Occidental

Lina Montilla Albert Palencia Antonio Fungan Bentoy Balayon Antonio Damdaman Tony Bendita Dibu Tuan Roger Acosta

Mayor Mayor Mayor Mayor Mayor Mayor Mayor Director

0917-7140519 0905-8176090 083-2383578

Margie Biligan Marissa Costelo Alfredo Maranon Lito Coscolluela

09209258275

egramab@gmail.com marissa_costelo@yahoo.com

0918 957 4959

citizenlito@yahoo.com

Bacolod City

Christine Mansinares Lucille Gelvolea Montico Puentevella

Regional Director Regional Focal Person Governor Consultant, Investment Promotion Tourism Officer LEIPO Mayor

0916 691 7741 09163996199 0917-5287104

Silay Talisay

Jose Montelibano Eric Saratan

Mayor Mayor

0920-9254518 034 4956282

tinmansinares@yahoo.com ltgelvolea@gmail.com bacolodcitymayors.office@yahoo.co monico_congress@yahoo.com silaycity_tourism@yahoo.com talisaycitynegocc@yahoo.com doceric61@yahoo.com

Province of Negros Oriental

Rogel Degamo Bimbo Miraflor Edward Du

Governor PIT Manager Executive Director

927 982 9619

Negros Oriental Chamber of Commerce and Industry

083-2383578 083-2371002 0910 814 1862

avlda@gmail.com

bgmiraflor@gmail.com sdd_edu@yahoo.com

Annex E Lists of Knowledge Products

Annex E. Annotated Listing of Program Documents 2008-2016 Business-Friendly and Competitive LGUs Enabling Environment State of LED in the Philippines Report (2015) This report offers challenges to LED practitioners and to the configuration of structures and mechanisms for LED in the LGUs. Local leadership and structure or mechanisms for LED will define the outcome of the LED change efforts and the success in responding to the urgency of LED in alleviating poverty. The mapping of LED policies, programs, and services in the Philippines focused on agribusiness and tourism, using data gathered from focus group discussions, key informant interviews, secondary data and other public documents available. Guide on Building Business-Friendly and Competitive Local Government Units (2015) This guide serves as a reference document for national and local governments on implementing plans, policies, and projects under DILG’s business friendly and competitive LGUs outcome area. It explains services available at DILG that can help local governments strengthen their business climate, improve their factors of competitiveness, and advance collaborative economic initiatives with private sector and community partners.

Business Planning Guide for Local Governments (2015) The Business Planning Guide for Local Governments was developed as a reference for LGUs and their stakeholders in preparing a business plan that will bring in new investments and create more jobs in their areas. It is intended for the use of Local Economic and Investment Promotion Officers (LEIPOs) of the LGUs. The Guide contains generic easy-to-follow steps for LGUs to be able to create a business plan that plays on an LGU’s strengths to identify investment opportunities in order to maximize local economic gains.

LED4LGUs Curriculum Modules (2013) LED4LGUs is an innovative and practical course curriculum designed to provide the local economic development teams (LED Team) of local governments with a solid understanding of the basic principles and tools of advancing sustainable LED. The program document contains a 6module course for LEIPOs and their LED teams to be able to better seize LED opportunities and address threats in their LGUs, and to develop and implement strategies and actions that will help create a favorable enabling environment for local business to develop, grow and be sustainable. Application courses on agribusiness, tourism and business retention and expansion are included. LED4LGUs modules have been made as an online course in 2016 through the LED4LGUs portal.

LED4LGUs Business Model (2014) The full potential of the well-developed LED4LGUs Curriculum would not be realized if LGA were the only entity tasked with training and mentoring the LGUs. To quickly scale up the training as well as to make the training more accessible to the LGUs, LGA will have to “outsource” or delegate the training and practicum components to teams of experienced LED practitioners and coaches from the Learning Resource Institutions (LRIs), with support from the Regional Local Governance Resource Centers (LGRCs). For this outsourcing to work, a system that provides the proper balance of incentives, quality assurance, and accountabilities among the different stakeholders for the smooth delivery of the LED4LGUs curriculum will have to be developed. The business model describes the major components of this system and how they interact with each other.

Local Revenue Code Review Guide Manual (2013) This guide provides reviewing authorities with tools to ensure the legality, rationality, and uniformity of local revenue measures enacted by their component LGUs to support local economic development.

Manual of Operations of the Business Resource Center (2015) The Philippine Chamber of Commerce and Industry in the Eastern Visayas Region—who are the managers of the Business Recovery Center in Eastern Visayas—led the development of this document that resulted from the workshops and technical assistance from LGSP-LED’s support. This manual specifies the functions of a BRC, its physical setup and organizational structure. Procedures and policies in marketing, administrative, and financial in operationalizing the BRC are also outlined in this manual.

Economic Transformation Team Operational Guide (2013) A Q&A-type Economic Transformation Team (ETT) Operational Guide developed to provide the description, rationale, and guiding principles in the establishment of the ETT, the roles of the NGAs, as well as monitoring and evaluation of LED support.

Investment Promotion Formulating Local Investments and Incentives Codes: A Guide for Local Government Units (2012) This guide for LGUs in Formulating a Local Investments and Incentives Code (LIIC) marks another milestone to Local Government Units (LGUs) to enrich their local resources, and stimulate the development of a healthy business environment. The LIIC is a guidepost for the LGUs to create competitive communities that are able to leverage private sector creativity, enterprise growth, job creation and investment, and decent work towards a better quality of life. This publication was a DILG and DTI collaboration, with LGSP-LED support. Course book on the Formulation of a Local Investments and Incentives Code (2015) This course book is a tool for LGUs, through their LEIPOs, to formulate or enhance their LIIC. This helps LGUs create a more sound and realistic LIIC using LED approaches such as convergence, LGU as an enabler, building competitiveness, and investment promotion initiatives. LED tools such as SWOT, value chain analysis, as well as templates and cases are also provided in the publication.

PPP Manual for LGUs (2013) The PPP Manual for LGUs is intended to provide technical guidance to local government units in undertaking public-private partnerships. It is a knowledge product of the PPP Center, with technical contributions from a range of institutions. The manual is comprised of three separate volumes: Understanding PPP Concepts & Framework, Developing PPP Projects for Local Government Units, and Utilizing LGU PPP Project Templates and Bid Documents. The different phases of PPP are clarified along with their respective steps and processes.

Proposed PPP Contract Management Code for LGUs (2011) The Proposed Public Private Partnership (PPP) Code for Local Governments developed by Atty. Alberto Algraâ&#x20AC;&#x201D;a double-certified specialist on PPP and Regulationâ&#x20AC;&#x201D;provides a template, and contains all the elements of a comprehensive framework that can be adopted by an LGU, including an annotation of the Post-Award LIR explaining all the provisions of the proposed ordinance. His deliverables also include the two versions of the Proposed Code for Local Governments on pre-award prepared for the Provinces of Bohol and South Cotabato.

LGSP-LED Investment Guides and Briefs (2015) The Program supported the creation of a total of 13 Investment Guides and 89 Investment Briefs. Under the technical guidance of the Philippine Chamber of Commerce and Industry and local private sector groups, the Program has so far developed investment packages, which were featured at the Investment Fairs and Business Matching activities supported by the Program. These packages feature investment opportunities in strategic LGSP-LED sites across the Philippines. Briefs provide basic investor-ready information on the local economy, cost and value proposition of the investments, and point to available enabling resources.

LED Information Measuring Local Economic Development Results: Guide For Local Government Units (2015) This manual for tracking LED results serves as a guide for LGUs and NGAs alike to appreciate economic research, implement it, and use it to their advantage. The manual provides a step-by-step process in tracking particular indicators of LED, its corresponding data-gathering tool, how to use it, and how to interpret the data. Improved gender disaggregation of employment data will be a feature of the document. While several of the indicators and samples in this book are taken largely from LGSP-LED, the manual is able to speak to a broader audience. Through this guide, LEIPOs will be able to decide on local economic priorities or identify needed changes based on emerging results.

LED Information Portal (SparkBiz.ph) Business Plan (2013) The SparkBiz Business Plan provides the business model for implementing and maintaining the online LED Information Portal (LIP). It discusses the value of LIP to local economic stakeholders including the LGUs, NGAs, and the private sector. It also provides a marketing strategy, possible fund sources, and task-sharing mechanisms to ensure sustainability.

LED Information Program Concept and Operational Design (2011) The Local Economic Development (LED) Information Program or LIP was designed to strengthen the link from various data gathering and collection efforts to application of this data in local economic planning and decision-making by local governments, businesses and investors. This guide contains the purpose, target users, components, design and content for the LIP. It also includes the proposed work packages and roles of DILG units in the development and operationalization of the LIP.

Policies Joint Memorandum Circular of DOT and DILG on Adopting a Convergence Program on Tourism as a Vehicle Towards Local Economic Development (2014) Addressed to all Provincial Governors, City/Municipal Mayors, and Barangay Captains, JMC 2014-001 reiterated the role of local government units in LED. It discussed the need for convergence and how LGUs can foster such harmony to achieve economic goals. The JMC also summarized the roles of DILG and DOT to support this Program and what services DOTC, DENR, and DTI can offer for LGUs. This JMC paved the way for the creation of Economic Transformation Teams, as a mechanism for LED convergence across multiple agencies and organizations at national and local levels.

Joint Memorandum Circular of DTI and DILG on Formulation of Local Investment and Incentives Code (2011) JMC 2011-01 between DTI and DILG mandated LGUs to formulate or enhance Local Investment and Incentives Codes (LIICs) as a way to enhance economic growth and job creation in the local level. The JMC also outlined the activities LGUs needed to comply with the JMC and the support available at DTI and DILG for them to do this.

Joint Memorandum Circular of DOF and DILG on Updating Local Revenue Codes (2012) In 2012, DOF and DILG mandated LGUs to update Local Revenue Codes through the issuance of JMC 2012-01, so that LRCs can better lead to local economic development. The JMC reiterates the LRC sections of the Local Government Code and also provides the support from DOF-BLGF and the DILG for LGUs to properly update their LRCs.

DILG Memorandum Circular on Designation of Local Economic and Investment Officer (2010) MC No. 2010-113 was issued first on 13 October 2010 to all Provincial Governors, City Mayors, DILG Regional and Provincial Directors as well as Municipal Local Government Operations Officers. It encouraged the appointment of a Local Economic and Investment Promotion Officer (LEIPO) at Provincial and City government units. It also introduced the roles and responsibilities of a LEIPO in the LGU.

DILG Memorandum Circular on the Operational Guidelines on the Implementation of Training for Better Access to Job Opportunities (TraBAJO) (2016) MC No. 2016-56 issued on 26 April 2016 released the Guidelines for the implementation of TraBAJO to LGSP-LED LGUs, particularly to the Governors, Mayors, and Board Members as well as concerned DILG regional and provincial offices. The guideline outlines the how LGUs can avail of this support from DILG. TraBAJO implementation includes workforce development planning, setting up a skills registry system, profiling beneficiaries, conducting industry forums, among others. DILG Memorandum Circular on Sparkbiz Registration (2014) This MC was issued first on 28 April 2014 to all regional offices of DILG. It aimed to generate competitiveness profiles of all LGUs nationwide. A follow-up MC on Sparkbiz registration was released again on July 24 (MC. No. 2014-84), this time, to encourage LGUs to join PCCIâ&#x20AC;&#x2122;s Most Business-Friendly LGU Awards 2014 through the said Portal.

Sector Competitiveness Tourism Circuit Development Tourism Guidebook for Local Government Units (2015) This is a user-friendly Guidebook that supports tourism officers, local planners, and other interest groups at the LGU level in creating a local tourism development plan in partnership with their communities and other stakeholders. It also contains supplementary readings on profiling the local tourism industry, linking the tourism plan with other mandated LGU plans, and financing and managing tourism plans, among others. This publication was developed through the collaboration of DOT, DILG (LGSP-LED), DENR (BPP), and DAP to contribute to NTDP targets. A national launching ceremony is tentatively scheduled this April 2015.

Batch 3 Tourism Circuit Plans (2015) Tourism Circuit Plans utilizes the mapping of attraction sites, services centers, and gateways to identify a local project’s priority activities so that it can foster economic growth through investments and jobs within a given timeframe. It provides the direction and informs stakeholders of the necessary steps to facilitate growth in their local tourism industry and how it can ensure efficient convergence of existing and future LED programs and services from different agencies. It also details the tourism and economic data for measuring growth and discusses the strategy to ensure gender equality, environmental sustainability (including CCA-DRRM), and poverty reduction is mainstreamed in project implementation.

Batch 3 Workforce Development Plans (2015) LGSP-LED supported the creation of 54 local workforce development plans covering the LGUs (provinces, cities, and municipalities) of Batch 3 sites. Workforce development plans provide an overview of the local economy and the employment situation in a particular area. Batch 3 workforce development plans contain information particular to the tourism industry. It also provides the LGU’s plan to implement its action plan, monitor and evaluate the plan, and communicate results on job creation and increasing the competitiveness of the area as a tourism and investment destination.

LED Innovation Awards Concept Paper (2012) The concept paper, prepared by the Canadian Urban Institute (CUI) in Toronto, provides recommendations to the DILG concerning the creation of a new awards program, to celebrate innovation in LED consistent with the “LED Framework” developed by CUI with its local partners in the Philippines. It specifies criteria to be used in choosing winners, outlines options for the awards, identifies critical success factors such as selection of a credible awards jury, and suggested next steps and advice on how to implement the recommended course of action. It is envisioned to provide a fresh perspective on how best to acknowledge and reward innovation in LED.

Making Nature Our Business: NW Leyte Alliance Business Plan (2013) This investment portfolio is an instructive resource for the Northwest Leyte alliance and its stakeholders who have an interest in attracting investments to grow the coastal growth corridor’s nature tourism businesses. It details a marketing strategy, available resources, key attractions and services, as well as budget requirements and possible revenue sources for the municipalities of Inopacan and Palompon, as well as Ormoc City.

Value Chain Analysis on Tourism of the Allah Valley Landscape in South Cotabato and Sultan Kudarat Making Nature Our Business: NW Leyte Alliance Business Plan (2013) This document summarizes Allah Valley’s economic and tourism profile. It analyzes the tourism value chain in the area, pointing out potentials, and existing government support for growing the industry. Through a workshop value chain mapping was done, and SWOT analysis was also undertaken. Results are recommendations are likewise provided.

Metro Naga Development Council Tourism Industry Value Chain Report (2011) This document studies the tourism industry in Metro Naga using the Value Chain Analysis framework. It provides the profile of the local tourism industry, and identified opportunities for impoverished communities to be sustainably competitive. The report mapped the supply chain and set the responsibilities in the implementation in the action planning through its participative approach to the plotting of the local tourism value chain.

LED Directions for Metro Naga This document looks closely at the economy in Metro Naga. It looked at the driving forces of the local economy, particularly the role of the business sector. It also discussed how the government at national and local levels is helping local economic growth. Considering other factors outside Metro Naga, the document presents its conclusions and recommendations for LED Programming and implementation for Metro Naga Development Council.

Municipal Tourism Statistics and Information System (MTSIS) Concept Paper (2014) The MTSIS is a tourism research tool that is being managed by the MNDC LGU alliance. It pioneers the tapping of the academe in its implementation and maintenance. This document touches on the stakeholders involved in institutionalizing the system and costs required. MTSIS Operationalization Guidelines are being developed to facilitate MTSIS application by member LGUs.

Destination Marketing and Branding Destination Marketing Plans (2013) Three (3) destination marketing plans were developed for NW Leyte, MIGEDC, and AVLDA. These serve as a roadmap for LGUs in implementing their tourism circuits and rolling out destination promotion strategies for regional, national and international markets.

Destination Branding Guide for Local Governments (2016) This is a practical guide for LGUs (through its Tourism Officer), their private sector partners, and other stakeholders in tourism on how to create a brand for their local destination that is marketable and acceptable to the local community. This builds on existing guides and uses the experience of LGSP-LED as examples. Useful tools and tips are also provided for each step in the branding process.

Workforce Development Operational Guidelines on the Implementation of Training for Better Access to Job Opportunities (TraBAJO) (2016) TraBAJO is a key component of the Business Friendly and Competitive LGUs (BFCL) Outcome Area of the DILG. It supports local government units build sector competitiveness and create jobs by working with the private sector in improving the skills of the local workforce based on an industryâ&#x20AC;&#x2122;s needs. The guideline outlines the how LGUs can avail of this support. TraBAJO implementation includes workforce development planning, setting up a skills registry system, profiling beneficiaries, conducting industry forums, among others.

PADAYON Online Job Matching System Concept Paper PADAYON has pioneered a job-skill matching system accessible online, which serves as a tool for the work force and employers to find each other. This document provides the activities involved in establishing this innovation and how roles and responsibilities are divided within the LGU Alliance, NGAs, and private sector groups. It also provides the costs and equipment necessary for an online job matching system, including the counterpart budgeting that can be undertaken among stakeholders.

Agribusiness Development Transforming Communities through a Sustainable Organic Agriculture Industry: A Guideline for Local Governments in Developing Local Organic Agriculture Plans (2016) The Guidelines provides a framework for LGUs in developing proactive interventions in line of the Organic Agriculture Act of 2010 as well as the National Organic Agriculture Program of the national government. Basic requirements, tools, approaches, and case samples for a successful OA program are provided.

Bohol BIAD 5 Organic Rice Sector Marketing Plan (2010) This Marketing Plan provides an analysis of the organic rice industry in Bohol, particularly in the municipalities of BIAD 5. Local stakeholders were involved in the preparation of this plan. This plan identified the local market trends, assumptions, objectives, strategy, and marketing responsibilities among stakeholders.

DDPKAROMA Cassava Value Chain Analysis (2010) The value chain mapping and analysis of DDPKaRoMa agricultural products especially the cassava crop is to identify the current potentials and constraints of the operators/actors, supporters and enablers as baseline in the development of programs that could strengthen the alliance and the economic growth in the corridor.

DDPKAROMA Mango Value Chain Analysis (2010) This value chain analysis maps the mango crop value chain in the DDPKaRoMa Growth Corridor, and identifies the current potentials and constraints, actors, and baselines of the said product value chain. The study identifies the market channels, trends, and potentials, value chain actors, constraints, priority areas, strengths and opportunities for job creation for Mango in DDPKaRoMa.

OPAL Analysis of Organic Rice Value Chain (2011) This case study have shown that organic rice value chain is not only on the interaction of actors along each step of the production system but also on the linkages within each set of actors. The major benefit of value chain analysis was the identification of the nature and extent of barriers/constraints to entry along the chain by the stakeholders.

OPAL Comics (2013) The Farmersâ&#x20AC;&#x2122; Guide to the Organic Agriculture Internal Control System was initially developed in 2010 by the One Pangasinan Alliance of LGUs (OPAL). The OPAL Comics was published in FY 2012-2013 as a more effective and interactive way to disseminate proper information on Organic Agriculture to the target farmer audience.

Crosscutting Themes CCA and DRRM Management in Tourism Circuit Planning: A Trainerâ&#x20AC;&#x2122;s Handbook (2015) This handbook provides a recommended process of developing plans for CCA and DRRM in the context of pursuing local economic development (LED). This process can actually be followed to develop an overall CCA/DRRM plan for the whole LGU, but for this particular training, we are applying the process to tourism. The process consists of six key steps that should be undertaken with local stakeholders. Tourism, Climate Change, and Disaster Risks in Allah Valley, Negros Oriental, and Siquijor (2014) During a 2013 mission of Canadian CCA-DRRM Planning Consultants, results and recommendations were presented to the Program in order to further mainstream its crosscutting themes in Batch 3 sites. Their inputs were also critical in developing the CCA-DRRM for LED manual and modules. Their site visits to LGSP-LED project sites in Allah Valley, Negros Oriental, and Siquijor resulted to the creation of case studies for each site. These case studies highlight the LED opportunities and risks in selected LGSP-LED project sites in the context and environmental nature of local tourism circuits.

Program Support / Operational Internal Documents Strategic Documents Program Procedures Manual (2013) This Program Procedures Manual describes the practices and procedures that apply to the Local Governance Support Program for Local Economic Development (LGSP-LED). This manual has been developed to provide program personnel with guidance for the effective operations of the program. Its provisions apply to all activities undertaken within the LGSP-LED. This document will be updated by the Canadian Executing Agency (CEA) as required and maintained throughout the life of the program. Updates to this manual require approval of the Global Affairs Canada previously known as the Department of Foreign Affairs, Trade and Development (DFATD) of the Government of Canada.

Local Project Manual (2011) The purpose of the LGSP-LED Local Project Manual is to provide participating LGUs and LGU Alliances with a simple guide in planning and implementing their Local Projects with LGSP-LED support. The Manual starts with a definition of important concepts used in the Program and walks the LGU Alliance LED team through the process of preparing its Local Project proposal, the submission and the approval process, funds disbursement procedures, and on to monitoring and communicating project results.

Financial Management Guidelines and Procurement Policies and Procedures (2014) This handbook, updated in 2014, is intended to be a guide to the financial management guidelines and procurement policies of the LGSPLED Program for use by the various partners. The contents of this booklet are mainly taken from the Program Procedures Manual and the Local Project Manual with a few additions. This handbook should be used along with the Local Project Manual.

Annual Work Plans LGSP-LED produced a total of seven (7) Annual Work Plans, with the first two years having been merged into a single work plan document. The Annual Work Plan contains the Program’s planned activities and target results for the year. It also discusses considerations made for the year’s plan and consequent management approach and sustainability strategy. The budget for the fiscal year is also provided.

Annual Progress Reports The Program produced a total of six (6) Annual Progress Report, with the first two years having been reported in 2010. APRs usually discuss results compared to its corresponding work plan for the year. Aside for updates in management and finance, it also contains the updated Local Project Profiles, listing of consultants hired, and listing of all knowledge products or pertinent documents produced during the particular reporting period. The Program’s final report is considered as its Completion Report, and is therefore not counted under Progress Reports.

Semi-Annual Progress Reports There is a total of six (6) LGSP-LED Semi-Annual Reports. SAPRs are similar to Annual Progress Reports as it reports progress but only within a particular six-month period. SAPRs also report only at output level. SAPRs help the CEA adjust priorities in mid-year implementation.

Local Project Profiles Local Project Profiles are produced annually and updated twice a year as part of Progress Reports. These are usually annexed in a Progress Report to provide updates in the Program’s current batch of intervention. To date, the Program has produced Local Project Profiles for 18 Project Sites. A Local Project Profile summarizes LGSP-LED’s support in a local project. It briefly provides an economic overview, LED approaches, activities, and results to date specific to a local project area.

Program Communication Strategy (2014) This guides Program staff, partners and stakeholders in sharing Program progress, results, gains and lessons learned; and in increasing and sustaining public awareness and understanding of sustainable LED. The strategy offers insights and recommendations on what the Program can pursue in the area of communication that will help it achieve its vision and goal. While the strategy is an internal program document, the communication approaches, objectives, and tools may be adopted by DILG in its own future LED programming. The Communication Strategy was finalized in 2012 and updated in 2014. This version offers more specific objectives, target audiences, and messages as well as builds on the achievements of previous communication activities of the Program.

Framework on Inter-Agency Collaboration for LED (LED Support Framework) (2012) This proposed Framework is a call to action for collaboration to unlock the potential of local government to kick-start private sector creativity, enterprise creation and sustainable development of competitive communities. It presents a Framework for inter-departmental and interagency support for local economic development. It is a “whole of government”, strategic approach across national government departments to provide local governments and the private sector with coordinated access to economic policies, programs and services.

Program Sustainability Strategy (2013) The LGSP-LED Sustainability Strategy includes shared accountability with DILG for achieving results. It has endeavored to integrate a progressive devolution of responsibility for program results over time as DILG takes on an increasing lead role, with LGSP-LED phased out by 2016. Sustainability updates are also provided as part of the Program’s Annual Progress Reports.

LED Information Program Website Users and Administrators Manual (2013) The LIP Admin Manual contains information for the setup and maintenance of the web server, Wordpress CMS (content management system) and Google Drive. Troubleshooting and security information is also provided to help the admin in the maintenance of the website. The LIP User Manual contains information for users on how to update the LIP website using Google Drive. Additional instruction is provided on how to update the database using Excel files. Troubleshooting and security best practices are also included.

LGSP-LED: Working in a Partnering Way Internal Operations Document (2010) This document guides the operationalization and shared accountability for results and further defines the processes, protocols roles, responsibilities and boundaries for the LGSP-LED Program Core Team and the DILG to work in a partnering way. It provides a common reference point and useful guide to the collaboration on a daily basis. If personnel change during the lifetime of the Program, this document is helpful in maintaining mutual understanding and expectations between partners. This guide is a living document that is assessed and updated as need arises of how well it reflects the way partners wish to work together given any new changes. The LGSP-LED Internal Operations Document was revised in 2014 to reflect changes in the Program’s Logic Model and results chain as well as to facilitate transition of lead management from the Canadian Executing Agency to the DILG. A DILG memorandum was also released to inform the Regional Offices involved regarding the adoption of the said Guide.

DILG LED Capacity Assessment and Plan (2013) A report showing the initial findings of a study aimed at assessing the DILG’s organizational capacities as it takes on roles for LED. The report will include an assessment of the LED capacities 3 of DILG through policies, structures, processes, resources and capacities and recommendations in terms of competencies needed for LED implementation. The report will recommend a capacity development plan that would improve DILG’s performance in enabling LED.

Local Projects Batch 1 Project Proposals Batch 1 local project sites were selected based on a competitive proposal submission. The following LGUs or LGU Alliances were selected for LGSP-LED’s first batch of intervention: • One Pangasinan Alliance of LGUs • Province of Guimaras • Bohol Integrated Area Development 5 • Dapitan-Dipolog-Polanco-Katipunan-Roxas-Manukan (DDPKaRoMa) Growth Corridor

Batch 1 Baseline Report (2010) A survey of existing LED policies, mechanisms, and initiatives was done in OPAL, Guimaras, BIAD 5, and DDPKaRoMa. Stakeholder groups involved as well as the LED framework the areas are working on were also identified. This report provides the results of the said survey.

Batch 2 Project Proposals (December 2011) The Local Project Proposals describe the set of LED initiatives to be undertaken by the following Batch 2 LGUs/Alliances in partnership with the private sector and other stakeholders, and with the direct assistance of LGSP-LED. It contains the project implementation timetable, key results, budget and counterpart budget. • Allah Valley Landscape Alliance Inc. (AVLDA) • Metro Iloilo-Guimaras Economic Development Council (MIGEDC) • Metro Naga Development Council (MNDC) • Northwest Leyte Cluster • Panglao-Dauis-Baclayon Bohol Marine Triangle (PaDaYon BMT)

Batch 3 Project Implementation Work Plans Each Batch 3 local project has an implementation work plan that serves as the Programâ&#x20AC;&#x2122;s internal planning document. It guides the CEA on local-level activities and expected results of the LGSP-LED interventions for the given project period. The activities and expected results of the work plans are designed so that the local project contributes to the economic sector outputs of the LGU plans.

Agreements Memorandum of Agreement between DILG and the National Convergence Initiative of the Department of Agriculture, Department of Agrarian Reform, and Department of the Environment and Natural Resources on 11 October 2011 This agreement funneled NCI resources to LED initiatives in LGSP-LED sites.

Memorandum of Agreement between DILG and the PPP Center of the Philippines on 11 October 2011 A MOA was signed between DILG and PPP Center of the Philippines to define the collaboration in advocating for and capacitating LGUs on PPP. The Program assisted DILG in the conduct of a PPP orientation and workshop for DILG, DTI, NEDA, BOI personnel and selected LGUs, and another orientation for DILG Regional LEIPOs and Project Development and Monitoring Unit (PDMU) staff. It also assisted the PPP Center in the printing of a 3-volume PPP Manual for LGUs that was launched in Iloilo City with LGUs and selected NGAs from Visayas and Mindanao.

Memorandum of Agreement between DOT, DILG, and DAP on the Development of Tourism Guidebook for LGUs (2014) This MOA between DOT, DILG, and Development Academy of the Philippines (DAP) commits each agency to collaborate in the development of a guide for LGUs in the planning and implementation of tourism initiatives for local economic development. The MOA specifies the roles and commitments of each of the departments involved. It also specifies the piloting of this guidebook in LGSP-LED sites.

Memorandum of Agreement with Partner LGUs MOAs secure the roles, responsibilities, and commitments of LGSP-LED and its partner LGU or LGU alliance in implementing 18 local projects. A MOA template was developed to formalize Batch 3 local project implementation with DILG Regional Offices and partner-LGUs. This agreement defines the roles and scope of work of LGSP-LED, DILG, and LGUs in the local project management and financing. Batch 3 MOAs provides the local project performance roadmap, which shows the expected flow of progress through activities, targets, and a schedule.

Other Communication Products Press Releases and LED Impact Stories Up to 40 press releases featuring milestone achievements and notable results of the Program as well as Batch 1, 2, and 3 Local Projects were developed. National awards and recognitions that partners achieved were highlighted. Significant events, workshops, and ceremonies were included. Stories on results, key personality profiles, and innovative tools on LED were also developed. At least 15 local project cases featuring Batch 2 beneficiaries were prepared.

Growing Local Economies in the Philippines: LGSP-LED 2008-2016 This publication tells the story of pursuing Local Economic Development in the Philippines through the experience of LGSP-LED. It highlights the achievements of an eight-year implementation of 18 LED initiatives in 134 LGUs covering 17 provinces, 17 cities, and 100 municipalities. It also provides great insights for leaders in government and business on how to scale up and move forward the countryâ&#x20AC;&#x2122;s pursuit of LED.

Growing Local Economies: LGSP-LED from 2008 to 2013 This publication provides an overall picture of LGSP-LED project achievements since it started in 2008. The document lists the 9 project sites from Batches 1 and 2 and describes the LED initiatives undertaken in each site. It highlights the tools and approaches uniquely introduced by LGSP-LED in projects sites and provide local action cases that illustrates how these innovations are applied on the ground.

LED Infosheets A total of 11 infosheets were developed for the different tools, approaches, and components. Infosheets are 2-pager flyers that introduce LED innovations to the public, primarily LGUs, NGAs, and other development partners in an easy to read manner using bite-sized information. It also contains some case samples and contact information to the Program.

Eco-Cultural Tourism in Allah Valley: Convergence at Work A collection of photos showcase the achievements of Allah Valley Landscape Development Allianceâ&#x20AC;&#x2122;s (AVLDAâ&#x20AC;&#x2122;s) sustainable tourism program. The photos depict key results from its local economic development initiatives such as tourism circuit development, destination marketing, and enabling local governments to become business-friendly.

Annex F Procurement and Asset Disposal Report

APPENDIX 1: Program Asset Inventory Number of Items per Classification AudioVisual Condition/Items Equipment A. In Good Condition 2 B. With Slight Defect C. Under Repair D. Defective/Unserviceable E. Lost Total

Computer Equipment 26 15

Licensed Software 12

Office Communication Equipment Equipment Office Furniture 14 6 54 1 1 2 1 2

Vehicles

Total 2

116 1 1 18 2 138

Furniture and Fixtures Transferred to DILG Asset number

Number

Location/Assigned to

FURNITURES AND FIXTURES

Description

Serial No./MODEL

Date Purchased

Status

Purchase Price

Handed over to DILG

F2014-002

BLGD Reception

Round Table 900D x 750H Woodgrain- MFC Finish

N/A

22-Nov-10

Good

4,500.00 Sept. 28, 2014

F2014-004

Madel Go

Asst. Director - Free Standing Table Parabolic Table w/side return 1.50x1.80mts.

N/A

05-Nov-09

Good

6,682.50 Sept. 28, 2014

F2014-005

Dir. Anna

Free Standing Back Cabinet w/drawers, storage w/ swing door 50x2 . 40x.75H

N/A

05-Nov-09

Good

14,375.00 Sept. 28, 2014

F2014-006

Asst. Dir. Dennis

Free Standing Back Cabinet w/drawers, storage w/ swing door.. 50x2 . 40x.75H

N/A

05-Nov-09

Good

14,375.00 Sept. 28, 2014

F2014-007

Madel Go

N/A

05-Nov-09

Good

11,250.00 Sept. 28, 2014

F2014-008

Vero Manzon

N/A

05-Nov-09

Good

11,250.00 Sept. 28, 2014

F2014-009

BLGD office

N/A

05-Nov-09

Good

11,250.00 Sept. 28, 2014

F2014-015

Conference-BLGD

BC 15070WG Free Standing Back Cabinet w/ drawers & storage w/ swing door 50x1 .50x75 BC 15070WG Free Standing Back Cabinet w/ drawers & storage w/ swing door 50x1 .50x75 BC 15070WG Free Standing Back Cabinet w/ drawers & storage w/ swing door 50x1 .50x75 MLT 15075 Conf. Table w/Groommet/Wire Management .75x1.50mts.

N/A

05-Nov-09

Good

4,725.00 Sept. 28, 2014

F2014-016

Conference-BLGD

MLT 15075 Conf. Table w/Groommet/Wire Management .75x1.50mts.

N/A

05-Nov-09

Good

3,847.50 Sept. 28, 2014

F2014-017

Conference-BLGD

MLT 11575WG Conference Table w/Wire Management Center Table .75x1.15

N/A

05-Nov-09

Good

3,847.50 Sept. 28, 2014

F2014-018

Conference-BLGD

MLT 11575WG Conference Table w/Wire Management Center Table .75x1.15

N/A

05-Nov-09

Good

3,847.50 Sept. 28, 2014

F2014-029

Madel Go

Round Bar Table .50mts diameter

N/A

05-Nov-09

Good

3,037.50 Sept. 28, 2014

F2014-030

Madel Go

Round Bar Table .50mts diameter

N/A

05-Nov-09

Good

3,037.50 Sept. 28, 2014

F2014-031

Reception Table

N/A

05-Nov-09

Good

13,750.00 Sept. 28, 2014

F2014-067

BLGD Mindanao conference room BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-068

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-069

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-070

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-071

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-072

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-073

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-074

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-075

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-076

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-077

BLGD Office

JG 503130GA Swivel Chair for Staff

N/A

05-Nov-09

Good

2,312.50 Sept. 28, 2014

F2014-078

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-079

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-080

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

Furniture and Fixtures Transferred to DILG Asset number

Number

Location/Assigned to

Description

Serial No./MODEL

Date Purchased

Status

Purchase Price

Handed over to DILG

F2014-081

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-082

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-083

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-084

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-085

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-086

BLGD Office

JG 304237Z VS Visitors Chair SLED

N/A

05-Nov-09

Good

3,625.00 Sept. 28, 2014

F2014-087 F2014-088

1 1

Pantry-BLGD BLGD Office

JG 304237Z VS Visitors Chair SLED L-Shape Sofa (1.50X2.20X70D)RED

N/A N/A

05-Nov-09 21-Dec-09

Good Good

3,625.00 25,893.00 Sept. 28, 2014

F2014-089

BLGD Office

Reception Sofa 2 Seater (1.6x.85)

N/A

21-Dec-09

Good

19,643.00 Sept. 28, 2014

F2014-090 F2014-091

1 1

Dir Anna/Mercy BLGD - Pantry

1 Set Coffee Table (small @ LED Office & big - c/o DILG Office) Modular Cabinet-Pantry

N/A N/A

21-Dec-09 26-Apr-10

Good Good

10,714.00 24,500.00 Sept. 28, 2014

F2014-092 F2014-093

1 1

Francis Gentoral PCCI/IP Desk Office

N/A

25-May-10 25-May-10

Good Good

13,200.00 27,600.00 April 6, 2016

F2014-094

Book Shelves size: w-605mm x d-450mm x h-2100mm Book Shelves size: w-800mm x d-400mm x h-2100mm and w-1000mm x d-300mm x h760mm) Sliding pocket door & jamb at Pantry Room.

N/A

Part of construction of the Taipan Office

Good

8,400.00 Sept. 28, 2014

F2014-095

BLGD- Mindanao conference room BLGD Conference-Visayas Wood framed accordion /folding door with at conference room.

N/A

Good

85,000.00 Sept. 28, 2014

F2014-096

BLGD Conference-Luzon

Wood framed accordion /folding door at small conference room.

N/A

Good

75,000.00 Sept. 28, 2014

F2014-097

Pantry-BLGD

N/A

Good

61,740.00 Sept. 28, 2014

F2014-098

BLGD Conference rooms (Luzon and Visayas)

Pantry base and overhead cabinet using machine pressed laminated board and sliding machine laminated door-refursbished as small pantry 3 6mm thk graphicote glass whiteboard at conference room and field directors office

N/A

Good

54,620.80 Sept. 28, 2014

Asset/Equipment transferred/donated to DILG Asset number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

DILG DILG

Austere Panadero Austere Panadero

Toyota GL Grandia - GL Grandia 2T Toyota Innova - 2.0 V Gas A/T

March 27, 2009 March 27, 2009

Good Condition Good Condition

DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-USLG DILG-USLG DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-Central Office DILG-BLGD DILG-BLGD LGA LGA LGA LGA LGA DILG-Region 1 DILG-Region 1 DILG-Region 1 DILG-Region 1 DILG-Region 1 DILG Region 5 DILG-Region 5 DILG-Region 5 DILG-Region 5 DILG-Region 5 DILG Region 5 DILG Region 5 DILG Region 5 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 6 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 7 DILG Region 8 DILG Region 8 DILG Region 9

Manuel Gotis Manuel Gotis Manuel Gotis Matilde Go Matilde Go Austere Panadero Austere Panadero Matilde Go Dennis Villasenor Matilde Go DILG/PMT-Maria Matilde Go Anna Bonagua Austere Panadero Ma. Matilde Go DILG/PMT-Maria Matilde Sacendoncillo Go Marivel Alfonso Maralli Jr. Alfonso Maralli Jr. Marivel Sacendoncillo Sally Jumalon Manuel Biazon Manuel Biazon Manuel Biazon Manuel Biazon Narvita Flores Blandino Maceda Higino Sambo Salvador Begata Blandino Maceda Blandino Maceda Blandino Maceda Blandino Maceda Blandino Maceda Evelyn Trompeta Evelyn Trompeta Evelyn Trompeta Evelyn Trompeta Jean Quistadio Evelyn Trompeta Yvanne Gimeno Evelyn Trompeta Evelyn Trompeta Evelyn Trompeta Evelyn Trompeta Evelyn Trompeta Evelyn Trompeta Pedro Noval Jr Pedro Noval Jr Pedro Noval Jr Pedro Noval Jr Jeffrey Bernasor Jeffrey Bernasor Jeffrey Bernasor Jeffrey Bernasor Pedro Noval Jr Pedro Noval Jr Lillian Madjus Pedro Noval Jr Paisal Abutazil

N.Toshiba Portege M800 58405570W March 31, 2009 Toshiba Data Projector TDP P8 20590364 March 31, 2009 HP Laserjet Printer CNFX402217 April 30, 2009 Macbook White A1341 W8022TMRF5W July 21, 2010 Sony ICD Recorder Sony ICDPX820M July 28, 2010 Viewsonic Projector - PJD6241 R8P102804317 August 18, 2010 Asus Eee PC 1005P 10.1 inch Netbook w/ External DVD Drive A100AAS345040 September 26, 2011 Sony Digital Camera - DSC-T110 / 16.1 Mega Pixels 8256442 September 26, 2011 Apple Mac Book Pro-13.3"- MD101ZP/A with Office for MAC C1MJJ30LDTY3 November 13, 2012 Apple Mac Book Pro-13.3"- MD101ZP/A with Office for MAC C2XF98AMDH2G May 16, 2011 ASUS U30SD-RX064R with MS Office BGN0AS17441023D November 22, 2011 MacBook Air 11-inch - MD711ZP/A SC02KR03WF5N7 June 26, 2013 13.3 Inch 2.66GHz MACBOOK PRO (MC700ZP/A) C02FRDYXDH2G July 13, 2011 HP Laserjet P1102 Printer VNC3T27336 January 14, 2011 ACER P1203 DLP Projector EYK1701005043006615901 March 17, 2011 13.3 Inch 2.66GHz MACBOOK PRO (MC700ZP/A) C2XF97ZSDH2G March 11, 2011 HP Laserjet M2727nf Laser Printer/Fax/Scanner/Copier CNG8C9JM48 March 11, 2011 Macbook Pro 13-inch: 2.4 GHz C02H5KYGDV13 March 07, 2012 Apple Mac Book Pro-13.3"- MD101ZP/A with Office for MAC C1MJJ4590DTY3 November 13, 2012 13.3 Inch 2.66GHz MACBOOK PRO (MC700ZP/A) C2WF9MS7DH2G March 11, 2011 Sony Cybershot - Sony DSC-T99 with 4GB Memory Stick 8287967-X March 16, 2011 Viewsonic Multimedia Projector - PJD5122 RYT104801553 March 16, 2011 HP Desktop P6755D Desktop Monitor: CNK0530KJ9/CPU:4CE1060038 March 16, 2011 HP LaserJet Printer - P1102w VNCF02427 March 16, 2011 Asus EeePC-1005P - 10.1" Netbook (Installed MS Office -CS-044) A9D0AD14282 w/ External DVD-RW Portable Drive, Headset, March Sleeve 16, &2011 Mouse HP Laserjet Pro M1132 MFP Printer CNG9C8DSSV September 08, 2011 ASUS U30SD-RX064R with MS Office BGN0AS174400237 September 26, 2011 HP Envy Sleekbook 41055TX with MS Office Pro Plus 2010 CND2260QP4 October 24, 2012 INFOCUS IN104 DLP PROJECTOR-27 Lumens BFVM11201268 September 26, 2011 Sony Digital Camera - DSC-T110 / 16.1 Mega Pixels 8292697 September 26, 2011 Notebook Toshiba - Portege M800 A360 58405475W March 31, 2009 Multifunction Printer - HP Laserjet M2727nf Laser CNG8CINMRF March 11, 2011 Printer/Fax/Scanner/Copier ACER P1203 DLP Projector EYK1701005043006765901 March 17, 2011 Sony Cybershot - Sony DSC-T99 with 4GB Memory Stick 8287970-R March 09, 2011 Viewsonic Multimedia Projector - PJD5122 RYT105104030 March 11, 2011 HP Desktop P6755D Desktop Monitor: CNK0530KKJ/ CPU: 4CE106002k March 11, 2011 HP LaserJet Printer - P1102w VNC3F02450 March 14, 2011 ASUS U30SD-RX064R with MS Office BGN0AS174418235 September 26, 2011 Asus Eee PC 1005P 10.1 inch Netbook w/ External DVD Drive A10AAS344783 August 18, 2010 HP Envy Sleekbook 41055TX with MS Office Pro Plus 2010 CND2260R1Y October 24, 2012 3pcs.- SUM CP-814 Jr. Executive Table N/A September 24, 2012 3pcs.-LB ACA-051 Executive Chair N/A September 24, 2012 1pc-SUM SL-903 2M Conference Table N/A September 24, 2012 12Units-RUBY1 Monobloc Chair N/A September 24, 2012 1pc.-UD-2 Lateral Filing Cabinet N/A September 24, 2012 Samsung Split Type A/C Inverter ASC-10ESQ N/A September 24, 2012 Sony Cybershot - Sony DSC-T99 with 4GB Memory Stick 8312912-C September 24, 2012 Viewsonic Multimedia Projector - PJD5122 RYT105104029 September 24, 2012 HP Desktop P6755D Desktop Monitor: CNK0530KKZ/CPU: 4CE106002W September 24, 2012 HP LaserJet Printer - P1102w VNC5100163 September 24, 2012 ASUS U30SD-RX064R with MS Office BGN0AS174403237 September 24, 2012 INFOCUS IN104 DLP PROJECTOR-27 Lumens BFVM11201262 September 24, 2012 Sony Digital Camera - DSC-T110 / 16.1 Mega Pixels 8263595 September 24, 2012 HP Laserjet Pro M1132 MFP Printer CNG9C8DSTZ September 24, 2012 Asus Eee PC 1005P 10.1 inch Netbook w/ External DVD Drive A10AAS344930 September 24, 2012 Multifunction Printer - HP Laserjet M2727nf Laser CNG8C2JM49 September 24, 2012 Printer/Fax/Scanner/Copier ASUS U30SD-RX064R with MS Office BGN0AS174404237 September 24, 2012 Multifunction Printer - HP Laserjet M2727nf Laser CNG8C31M38 March 11, 2011 Printer/Fax/Scanner/Copier Sony Cybershot - Sony DSC-T99 with 4GB Memory Stick 8354246-I March 16, 2011

Purchase Price

Handed Over

VEHICLES CE 2014-052 CE 2014-053

1,276,785.71 April 4, 2016 1,029,148.54 April 4, 2016

EQUIPMENT CE 2009 CE 2009 CE 2009 CE 2010 CE 2010 CE 2010 CE 2011 CE 2011 CE 2012 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2012 CE 2012 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2010 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE2012 CE 2011 CE 2011

Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working

62,491.07 53,562.50 61,200.00 48,700.00 4,508.93 42,000.00 24,150.00 13,660.00 59,590.00 55,800.00 47,125.00 40,705.80 54,000.00 5,650.00 38,500.00 55,800.00 37,200.00 54,500.00 59,590.00 55,800.00 12,860.00 20,090.00 35,500.00 6,300.00 24,000.00 7,300.00 47,125.00 41,300.00 28,000.00 13,000.00 62,491.00 37,200.00 38,500.00 12,860.00 20,090.00 35,500.00 6,300.00 47,125.00 24,150.00 41,300.00 29,062.50 20,089.29 15,401.79 3,750.00 8,267.86 28,275.00 12,860.00 20,090.00 35,500.00 6,300.00 47,125.00 28,000.00 13,660.00 7,200.00 24,150.00 37,200.00 47,125.00 37,200.00 12,860.00

May 1, 2009 May 1, 2009 May 1, 2009 July 28, 2010 July 28, 2010 August 25, 2010 September 28, 2011 September 28, 2011 June 13, 2013 June 13, 2013 November 30, 2011 June 30, 2013 July 25, 2011 January 20, 2011 March 20, 2011 March 15, 2011 March 15, 2011 March 15, 2012 November 20, 2012 March 16,2011 March 21, 2011 March 20, 2011 March 23, 2011 March 23, 2011 March 23, 2011 September 13, 2011 October 2, 2011 October 29, 2011 October 29, 2011 October 29, 2011 April 5, 2009 March 16, 2011 March 23, 2011 March 16, 2011 March 16, 2012 March 16, 2013 March 16, 2014 October 1, 2011 August 23, 2010 October 30, 2012 September 30, 2012 September 30, 2012 September 30, 2012 September 30, 2012 September 30, 2012 September 30, 2012 October 1, 2012 October 1, 2012 October 1, 2012 October 1, 2012 October 29, 2012 October 29, 2013 October 29, 2014 October 29, 2015 October 1, 2012 October 1, 2013 September 30, 2012 March 18, 2011 March 23, 2011

Asset/Equipment transferred/donated to DILG Asset number

Location/Organization

Assigned to

CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2009 CE 2009 CE 2014-013 CE 2014-017 CE 2014-023 CE 2014-024 CE 2014-029 CE 2014-030 CE 2014-038 CE 2014-041

DILG Region 9 DILG Region 9 DILG Region 9 DILG Region 9 DILG Region 9 DILG Region 12 DILG Region 12 DILG Region 12 DILG Region 12 DILG Region 12 DILG Region 12 DILG Region 12 LGA LGA BLGD Office LGA LGU IP Desk BLGD Office LGA Pantry - BLGD

Anabella Jatico Paisal Abutazil Paisal Abutazil Paisal Abutazil Paisal Abutazil Reynaldo Bungubung Reynaldo Bungubung Mary Ann Traspe Reynaldo Bungubung Reynaldo Bungubung Roberto Petingco Lailyn Ortiz Alfonso Maralli Jr Alfonso Maralli Jr Matilde Go Alfonso Maralli Jr Crisanto Frianeza Matilde Go Alfonso Maralli Jr Anna Bonagua

CE 2014-042

Pantry- BLGD

CE 2014-043

Reception -BLGD

CE 2014-044 CE 2014-045 CE 2014-047 CE 2014-076 CE 2014-090 CE 2014-091 CE 2014-092 CE 2014-093 CE 2014-094 CE 2014-095 CE 2014-096 CE 2014-097 CE 2014-098 CE 2014-099 CE 2014-100 CE 2014-101 CE 2014-102 CE 2014-103 CE 2014-104 CE 2014-105 CE 2014-106 CE-2014-108 CE 2014-111 CE 2014-112 CE 2014-113 CE 2014-114 CE 2014-115 CE 2014-116 CE 2014-118 CE 2014-120 CE 2015-149

Conference Room- BLGD Conference Room- BLGD LGA BLGD-Conference LGA CENTRAL Office DILG Region 6 DILG Aklan DILG Antique DILG Negros Occidental DILG Iloilo DILG Region 7 DILG Region 7 DILG Cebu DILG Siquijor DILG Negros Oriental DILG Region 6 DILG Region 11 DILG Region 7 DILG Region 11 DILG Region 11 LGA DILG Region 4B DILG Region 4B DILG Palawan DILG Region 5 LGA DILG Sorsogon LGA LGA LGA

Description

LENOVO 10" Netbook - S103-s Viewsonic Multimedia Projector - PJD5122 Asus Eee PC 1005P 10.1 inch Netbook w/ External DVD Drive HP Desktop P6755D Desktop HP LaserJet Printer - P1102w HP Laserjet Pro M1132 MFP Printer ASUS U30SD-RX064R with MS Office ASUS U30SD-RX064R with MS Office Sony Digital Camera - DSC-T110 / 16.1 Mega Pixels INFOCUS IN104 DLP PROJECTOR-27 Lumens HP Envy Sleekbook 41055TX with MS Office Pro Plus 2010 HP Envy Sleekbook 41055TX with MS Office Pro Plus 2010 MacBook Pro 13-inch" with Retina Display - MD212ZP/A iMAC Desktop 21 Inch Brother Electronic Typewritter-GX8250 HP Color Lasejet Printer - CP2025 Canon Camera - DS126181 Double Loopwire Binding Machine LCD TV - LG 42LH70YR 10 lbs.cap HCFC 123 (Dichloro Trifloaroethane) Fire Extinguisher Anna Bonagua 10 lbs.cap HCFC 123 (Dichloro Trifloaroethane) Fire Extinguisher Anna Bonagua 10 lbs.cap HCFC 123 (Dichloro Trifloaroethane) Fire Extinguisher Anna Bonagua 2-1 Electric Fan Anna Bonagua Stand Fan 18" - IF-844 Alfonso Maralli Jr Sony 5.1CH Home Theatre System - SONY DAV-DZ610 Anna Bonagua Oscillating Tower Fan - IF 732R Sally Jumalon Lenovo Deskstop w/CPU Austere Pandero Dell Inspiron 14 Laptop Roselyn Quintana Dell Inspiron 14 Laptop Lynette Uquiola Dell Inspiron 14 Laptop Raymond Palanog Dell Inspiron 14 Laptop Marissa Costelo Dell Inspiron 14 Laptop Susan Balsamo Dell Inspiron 14 Laptop Elias Fernandez Dell Inspiron 14 Laptop Ammie Marie Dell Inspiron 14 Laptop Generale Jerome Gonzalez Dell Inspiron 14 Laptop Kenneth Kilat Dell Inspiron 14 Laptop Farah Diba Gentuya Dell Inspiron 14 Laptop Anthony Nuyda Dell Inspiron 14 Laptop Wilhelm Suyko Dell Inspiron 14 Laptop Ananias Villacorta Dell Inspiron 14 Laptop Edilberto Ranque Dell Inspiron 14 Laptop Catherine Pugosa Dell Inspiron 14 Laptop Marivel Sacendoncillo Infocus IN 1221 2700 ANSI Lumens with Bag James Fadrilan Dell Inspiron 14 Laptop Ivan Stephen Fadri Dell Inspiron 14 Laptop Roel Dagsa Dell Inspiron 14 Laptop Eloisa Pastor Dell Inspiron 14 Laptop Daphne Purnell Dell Inspiron 14 Laptop Maredith Basquinas Dell Inspiron 14 Laptop Research Division Dell Inspiron 14 Laptop Joey Ablay Dell Inspiron 14 Laptop Alfonso Maralli Jr Dell Inspiron Desktop Server w/Monitor Power Cord & Mouse

Serial No./MODEL

Date Purchased

Status

WB01028556 RYT104801540 A10AAS344908 Monitor: CNK0530kkh/CPU: 4CE1060041 VNC5100162 CNG9C8DSSD BGN0AS174399235 BGN0AS17440823F 8292698 BFVM11201252 CND2260R44 CND2260R14 C0KG8HWDR53 C02KJP24DNCR B9K426669 CNCSX00983 1080368709 WireMac 2:1 INMF5Y123 N/A

March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 March 16, 2011 October 24, 2012 October 24, 2012 June 26, 2013 July 11, 2013 March 30, 2009 December 04, 2008 December 05, 2008 March 24, 2009 May 27, 2010 June 07, 2010

Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working

Purchase Price

N/A

June 07, 2010

Working

5,000.00 September 28, 2014

N/A

June 07, 2010

Working

5,000.00 September 28, 2014

N/A N/A 4101260 N/A Monitor 65A5HB1-18201535 CPU ES13397811 GKDQ4Z1 - 36060895405 5KDQ4Z1 - 12116289709 FJDQ4Z1 - 33823646893 6NDQ4Z1 - 14474470573 38DQ4Z1 - 7037130925 BLDQ4Z1 - 2537449901 6JDQ4Z1 - 14232605869 H9DQ4Z1 - 37572549805 4LDQ4Z1 - 9999973549 CLDQ4Z1 - 27414232237 5LR8412 - 12199429478 7KDQ4Z1 - 16469854381 JNR8412 - 42795314534 CHDQ4Z1 - 27172367533 4MR8412 - 10083113318 7DBQ4Z1 - 16043231917 BJBK35005298 7TDQ4Z1 - 16469854381 9TDQ4Z1 - 2136714637 3RDQ4Z1 - 8185988269 CTDQ4Z1 - 27897961645 3QDQ4Z1 - 8125522093 68DQ4Z1 - 35335301293 C9DQ4Z1 - 26688638125 8KDQ4Z1 - 18646636717 61ZP252OMDCK2641854F08QT

August 23, 2010 August 23, 2010 August 30, 2010 August 23, 2010 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 August 29, 2014 September 08, 2014 September 23, 2014 September 23, 2014 September 23, 2014 September 23, 2014 September 23, 2014 September 23, 2014 September 23, 2014 September 23, 2014 June 18, 2015

2,099.50 September 28, 2014 1,436.50 September 28, 2014 21,607.15 September 28, 2014 2,099.50 September 28, 2014 138,500.00 September 28, 2014 25,500.00 September 28, 2014 25,500.00 September 15, 2014 25,500.00 September 15, 2014 25,500.00 September 15, 2014 25,500.00 September 15, 2014 25,500.00 September 15, 2014 25,500.00 September 20, 2014 25,500.00 September 20, 2014 25,500.00 September 20, 2014 25,500.00 September 20, 2014 25,500.00 September 20, 2014 25,500.00 September 23, 2014 25,500.00 September 23, 2014 25,500.00 September 23, 2014 25,500.00 September 23, 2014 25,500.00 September 23, 2014 39,000.00 September 23, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 September 28, 2014 44,850.00 June 20. 2015

20,500.00 20,090.00 24,150.00 35,500.00 6,300.00 7,200.00 47,125.00 47,125.00 13,660.00 28,000.00 41,300.00 41,300.00 59,366.52 55,125.45 6,950.00 29,200.00 38,700.00 31,000.00 49,990.00 5,000.00

Handed Over March 22, 2011 March 23, 2011 March 23, 2011 March 23, 2011 March 23, 2011 March 22, 2011 March 22, 2011 March 20, 2011 March 23, 2011 March 23, 2012 October 30, 2012 October 30, 2013 September 28, 2014 September 28, 2014 September 28, 2014 April 6, 2016 April 6, 2016 September 28, 2014 April 6, 2016 September 28, 2014

Asset/Equipment transferred/donated to DILG Asset number

Location/Organization

Assigned to

Serial No./MODEL

Date Purchased

Status

CE 2015-154 CE 2015-155 CE 2015-156 CE 2015-157 CE 2015-158 CE 2015-159 CE 2015-160 CE 2015-161 CE 2015-162 CE 2015-163 CE 2015-164 CE 2015-165 CE 2015-166 CE 2015-167 CE 2015-168 CE 2015-171 CE 2015-172 CE 2015-173 CE 2015-174 CE 2015-175 CE 2015-178 CE 2015-179 CE 2015-180 CE 2015-181 CE 2015-182 CE 2015-184 CE 2015-188 CE 2015-169 CE 2015-170 CE 2015-176 CE 2015-177 CE 2015-183 CE 2015-184 CE 2015-185 CE 2015-186 CE 2015-187 CE 2015-212 CE 2015-213 CE 2015-214 CE 2015-215 CE 2015-216 CE 2015-217 CE 2015-218 CE 2015-219 CE 2015-220 CE 2015-221 CE 2015-222 CE 2015-223 CE 2015-224 CE 2015-225 CE 2015-226 CE 2015-227

DILG-Bacolod DILG-Iloilo DILG-Guimaras DILG-Iloilo City DILG-Aklan DILG-Antique DILG-Region 7 DILG-Region 7 DILG-Region 1 DILG-Region 1 DILG-Region 1 DILG-Region 8 DILG-Region 8 DILG-Region 8 DILG Region 9 DILG-Region 12 DILG-Region 12 DILG-Region 12 DILG-Region 12 DILG-Region 12 LGA DILG-Region 5 DILG-Region 5 DILG-Region 5 DILG-Region 5 DILG-Region 9 DILG-Region 9 DILG-Region 5 DILG-Naga DILG-Negros Oriental DILG-Negros Oriental DILG-Region 9 DILG-Region 12 DILG-Region 1 DILG-Region 5 DILG-Region7 LGA DILG-BLGS DILG Central Office DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD DILG-BLGD

Ma. Joy Meredith Madayag Dell Inspiron 14 Laptop Ferdinand Panes Dell Inspiron 14 Laptop Roy Defino Dell Inspiron 14 Laptop Teodora Sumagaysay Dell Inspiron 14 Laptop John Ace Azarcon Dell Inspiron 14 Laptop Victorio S. Pagupalan Dell Inspiron 14 Laptop Louella Lucino Dell Inspiron 14 Laptop Rene Burdeos Dell Inspiron 14 Laptop Julie Daquioag Dell Inspiron 14 Laptop Narvita Flores Dell Inspiron 14 Laptop Reggie Colisao Dell Inspiron 14 Laptop Pedro Noval Dell Inspiron 14 Laptop Geselle Endriano Dell Inspiron 14 Laptop Artemio Caneja Dell Inspiron 14 Laptop Paisal O. Abutazil Dell Inspiron 14 Laptop Alex Roldan Dell Inspiron 14 Laptop Reynaldo Bungubung Dell Inspiron 14 Laptop Zaldee Amil Dell Inspiron 14 Laptop Lailyn Ortiz Dell Inspiron 14 Laptop Margarita Baynosa Dell Inspiron 14 Laptop Alfonso Maralli Jr. Dell Inspiron 14 Laptop Merideth Basquinas Dell Inspiron 14 Laptop Arnel Maorideo Dell Inspiron 14 Laptop Olivio Ramirez Dell Inspiron 14 Laptop Arnaldo Escober Dell Inspiron 14 Laptop Annabella Jatico Dell Inspiron 14 Laptop Anita Casipong Dell Inspiron 14 Laptop Visitacion Giva Dell Inspiron 14 Laptop Virginia Pascual Dell Inspiron 14 Laptop Dennis Quinones Dell Inspiron 14 Laptop Lovely Absin Dell Inspiron 14 Laptop Ma. Calpiza Sardua Dell Inspiron 14 Laptop Josephine Leysa Dell Inspiron 14 Laptop Dominciano Soriano Dell Inspiron 14 Laptop Isabel Rosal Dell Inspiron 14 Laptop Malou Boone Dell Inspiron 14 Laptop Alfonso Maralli Jr Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Manuel Q. Gotiis Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Austere Panadero Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Virginia S. Clavel Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Belinda F. Castro Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Luzviminda Fortaleza Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Lucita L.V. Dela Pena Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Jaime S. Vergara Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Socrates Macaranas Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Ma. Aimee P. Castino Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Norma Nunez Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Dennis Alcaraz Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Julie Ann Lara Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Joshua Miguel Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Balsy Batalla Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Assistant Chief Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Division c/o Ms. Clavel

Description

164YB32-2547898526 874YB32-17845841054 154YB32-2487432350 564YB32-11255027870 554YB32-11194561694 C64YB32-26492504222 GW8SB32-36778192670 484YB32-9199177886 J74YB32-41790446750 H74YB32-37436882078 G84YB32-35320565918 F64YB32-33022851230 984YB32-20083089566 784YB32-15729524894 994YB32-20143555742 594YB32-11436426398 B94YB32-24497120414 C74YB32-26552970398 C44YB32-26371571870 384YB32-7022395550 174YB32-2608364702 G74YB32-35260099742 194YB32-2729297054 H54YB32-37315949726 254YB32-4664214686 7B4YB32-15910923422 474YB32-9138711710 B54YB32-24255255710 IPPRB32-3731701214 894YB32-17966773406 574YB32-113154046 D74YB32-28729752734 7B4YB32-15910923422 354YB32-6840997022 964YB32-19962157214 G94YB32-3538103294 34W8R42-CNOHHGGM-64180-525-1VFU 7TXDR42-CNOHHGGM-64180-525-33JU D6PHR42-CNOHHGGM-64180-525-232U 9TXDR42-CNOHHGGM-64180-525-27EU GHWDR42-CNOHHGGM-64180-525-26PU 5WW7R42-CNOHHGGM-64180-525-27JU 8XWCR42-CNOHHGGM-64180-525-44LU 3VXDR42-CNOHHGGM-64180-525-4HVU 85W8R42-CNOHHGGM-64180-525-27FU B6YCR42-CNOHHGGM-64180-525-1UYU CNO9R42-CNOHHGGM-64180-525-272U 36W8R42-CNOHHGGM-64180-525-33ZU 16W8R42-CNOHHGGM-64180-525-1WMU BVXDR42-CNOHHGGM-64180-525-3E6U 48W8R42-CNOHHGGM-64180-525-22HU 9RXDR42-CNOHHGGM-64180-525-281U

June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 June 18, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015

Purchase Price 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,850.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00 44,998.00

Handed Over June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 20. 2015 June 28, 2015 June 28, 2015 June 28, 2015 June 28, 2015 June 28, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 June 25, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015

CE 2015-229 CE 2015-230 CE 2015-231 CE 2015-232 CE 2015-262

DILG-Central Office DILG-Central DILG-USLG DILG-USLG DILG Region 7

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Printer EPSON L210

46WDR42-CNOHHGGM-64180-525-1PGU 95W8R42-CNOHHGGM-64180-525-27KU DVXDR42-CNOHHGGM-64180-52Q-1SWL GGPHR42-CNOHHGGM-64180-51S-OQTL SMXK228592

August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015

Working Working Working Working Working

44,998.00 44,998.00 44,998.00 44,998.00 10,000.00

April 28, 2015 April 28, 2015 April 28, 2015 April 28, 2015 August 28, 2014

CE 2015-263 CE 2015-264 CE 2015-265 CE 2015-266

DILG Region 11 DILG Region 5 DILG Region 4B DILG Region 6

Janet Florendo Janet Florendo Janet Florendo Janet Florendo Rene K Burdeus / Ammie Generale Ananias Villacorta Isabel Rosal James Fadrilan Anthony Nuyda

Printer EPSON L210 Printer EPSON L210 Printer EPSON L210 Printer EPSON L210

SMXK228624 SMXK229550 SMXK229582 SMXK228582

August 19, 2015 August 19, 2015 August 19, 2015 August 19, 2015

Working Working Working Working

10,000.00 10,000.00 10,000.00 10,000.00

August 28, 2014 August 28, 2014 August 28, 2014 August 28, 2014

Transferred/Donated to LGUs and Other Partner Offices Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

CE 2011

Metro Iloilo Guimaras (MIGEDC)

Jed Patrick Mabilog

CNG8C37M13

March 16, 2011

Working

37,200.00 March 18, 2011

CE 2011 CE 2011 CE 2011 CE 2011

Metro Iloilo Guimaras (MIGEDC) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Jed Patrick Mabilog Angie Gabinete Angie Gabinete Angie Gabinete

EYK17010050430063E5901 CNFX402214 31590335 N/A

March 17, 2011 April 30, 2009 March 31, 2009 September 21, 2011

Working Working Working Working

38,500.00 61,200.00 53,562.50 26,785.71

March 18, 2011 May 4, 2009 April 15, 2009 September 30, 2011

CE 2011 CE 2011 CE 2011 CE 2011 CE 2011 CE 2011

Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete

N/A N/A N/A N/A N/A N/A

September 21, 2011 September 21, 2011 September 21, 2011 September 21, 2011 September 21, 2011 September 21, 2011

Working Working Working Working Working Working

35,714.29 17,857.14 17,857.14 21,428.57 31,622.32 80,877.68

September 30, 2011 September 30, 2011 September 30, 2011 September 30, 2011 September 30, 2011 September 30, 2011

CE 2011 CE 2012 CE 2012 CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete

N/A N/A N/A N/A N/A

September 21, 2011 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012

Working Working Working Working Working

44,642.86 1,750.00 1,500.00 9,000.00 24,000.00

September 30, 2011 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012

CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete

N/A N/A

June 29, 2012 June 29, 2012

Working Working

CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete

N/A N/A N/A N/A N/A N/A N/A

June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012

Working Working Working Working Working Working Working

1,600.00 3,500.00 4,500.00 3,200.00 1,400.00 300.00 12,000.00

July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012

CE 2012 CE 2012 CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete

N/A N/A N/A N/A

June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012

Working Working Working Working

4,500.00 3,000.00 3,900.00 14,000.00

July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012

CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete

N/A N/A

June 29, 2012 June 29, 2012

Working Working

200.00 July 15, 2012 1,400.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

N/A

June 29, 2012

Working

194,000.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

N/A

June 29, 2012

Working

5,000.00 July 15, 2012

CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete

N/A N/A

June 29, 2012 June 29, 2012

Working Working

16,000.00 July 15, 2012 1,800.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

Multifunction Printer - HP Laserjet M2727nf Laser Printer/Fax/Scanner/Copier ACER P1203 DLP Projector HP LaserJet Printer - P4014 Toshiba Data Projector-TDP-P8 Stainless Vat for Dying of burl leaves rectangular shape to accommodate 1 meter long burl leaves Gasifyer for Drying 10 Units - Spooling Machine for Burl Leaves 5 Units/Pcs. - Stripper in different sizes Rack dryer for burl leaves w/ stand Storage cabinet Analytical balance, metal casing, force restoration mechanism, RS-232 bi directional interface, Model PW-214, Readability 0.0001g, Pan Size 90mm, Calibration; Internal/external 10 Units/Pcs. - Cutter Heavy duty 1Set - KitchenAid - Gas cooker, heavy duty 2Set -LPG Regulator and Hose - 1meter 1cyl - LPG Tank - Shellane 50g with content 1pc-Bibingka Oven/Cooker Fabricated, 2 trays load Tray: 18x20, Oven: 24wx222dx44h Charcoal, mild steel frames, stainless steel walls 1 year warranty 1pc- Meat Grinder - Germany Made, Silver 1Set-Flat Fryer - Philips Brand Dimensions: 235wx230hx325d mm 3.8 kg, white 1pc-Kyowa Water Heater - 1.5L 1pc-Fruit Juicer Philips 1pc-Oster Electric Blender - 16 speed 1pc-KitchenAid Hand Mixer - 7 speed Electric Hand Mixer 1pc-Fuji Weighing Scale - 10kg digital Blue 1pc-Fabricated Coconut Meat Grinder - Manual 1pc-Fabricated Coconut Meat Grinder Electric w/ 1.0Hp electric motor; 220 volts single phase, blade and hood; stainless steel; mild steel frame w/ blade and hood w/ electric motor 10pcs-Pyrex Oblong baking dish - 9x3 baking dish 1pc-Rosetti Chafing Dish - 9 liters/6kgs. 10pcs - Sharon Baking Pans 1pc-Fabricated Cooking Grill - Stainless Steel 36wx18dx32h, will grill pan and plate 1pc-Ecko Meat tenderizer - Metal 1pc.-Imarflex Waffle Maker Power supply 220v/60Hz 1pc-Fabricated Food Dehydrators 20-40kgs/with rotating racks and trays 1 yr warranty 1pc-KitchenAid Food Processors 12cups, 700 watt; 21.5x17.5x10.4 inch; 9 pounds, onyx black 1pc-Samsung Refrigerator - 8 cu ft. 2- door 1pc-Fabricated Charcoal Stove - 12 x 9H Mild Main Frame Steel, outside wall stainless steel, cement insulation 1pc-Fabricated Steel Shelf - 36wx20dx72h (for cooking equipment)

N/A

June 29, 2012

Working

22,000.00 July 15, 2012

Asset number

Purchase Price

Handed Over

EQUIPMENT

1,500.00 July 15, 2012 4,200.00 July 15, 2012

Transferred/Donated to LGUs and Other Partner Offices Asset number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

Purchase Price

Handed Over

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

N/A

June 29, 2012

Working

32,000.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

N/A

June 29, 2012

Working

28,000.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

N/A

June 29, 2012

Working

8,000.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

1pc-Fabricated Kitchen Working table 42wx90dx30h; stainless#30; post and bracess stainless steel pipes heavy duty coasters w/ brake systems 1pcs-Fabricated Multi-Shelf Cabinet/Eating Utensils 4 shelves; 36wx22dx72h 1set-Fabricated Storage Box For spoons, forks, and ladles; Made of stainless steel 22w x 16d x 18h 1pc-Fabricated Drinking Glass/Draining Sorage Rack - Aluminum

N/A

June 29, 2012

Working

6,000.00 July 15, 2012

CE 2012

Province of Guimaras (CBRT)

Angie Gabinete

N/A

June 29, 2012

Working

48,000.00 July 15, 2012

CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012

Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT)

Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012

2,800.00 6,500.00 2,500.00 12,000.00 900.00 3,600.00 3,000.00 6,000.00 450.00 300.00 250.00 600.00 2,500.00 150.00 150.00 250.00 850.00 800.00 500.00 300.00 1,500.00 230.00 900.00 500.00 200.00 400.00 100.00 250.00 200.00 200.00 250.00 250.00 120.00 250.00 350.00 400.00 12,000.00

July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012

CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2013

Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Province of Guimaras (CBRT) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC)

Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Angie Gabinete Jed Patrick Mabilog Jed Patrick Mabilog Jed Patrick Mabilog Jed Patrick Mabilog Jed Patrick Mabilog

1pc-Fabricated Kitchen refuse Shredder -Up to 400-600kg/day of fresh banana peeling 1pc-Camel Steamer- 3 Levels No. 42 1pc-Nation Wok/Carajay - No. 35 1pc-Seagull Frying Pan/Carajay - 30 cm 4pc-Camel Cauldron (assorted 1,2,3,4) 6pc-Sunny ware Pails - Plastic 6pc-Sunny ware - Tubs 125 Liters Plastic w/ cover 6pc-555 Basins - 48 cm 1pc-Wordmatic Kitchen Scale - Digital 1pc-Ecko-Candy Thermometer 1pc-Colander - Big Plastic 1pc-K Everyday Chopping Board 3pc-Royale Crown Cutting Board - XL Polyethylene plastic 1pc-Ched Classic Timer - Digital 1Set-HW Dry Measuring Cup - Plastic 1Set-Ecko Liquid Measuring cup - Plastic (set of 3 cups) 1pc-Ecko Food Grater - 26.67 cm 1set-K Everyday Knife - Assorted 4pcs-Stainless Laddles #42 2pcs.-Ecko Strainer - Fine Coarse holed 2pcs.-Chef Classic Kitchen Scissors 1set-Imagenea Mandoline (6-piece set w/ vegetable slicer) white 1pc-Ecko Measuring Spoon (8 measures) 3pcs-Zebra Mixing Bowl - Stainless 2pcs-555 Mixing Spoons - Stainless 2pcs-Ecko Mixing Spoons - Plastic 1set-Marble Mortar and Pestle - Medium Marble 2pcs-Homeworld Peppermill - Medium Wood 1pc-Rosetti Potato Masher 1pc-Chef Classic Spatule/Pan Scraper 1pc-K Everyday Slotted Spoon 1pc-Chef Classic Tong - Big w/ Lock 1pc-Chef Classic Tong - Long handled w/ Lock 1pc- K Everyday Vegetable Peeler 1pc-Euro Chef Egg Slicer 1pc-Kyowa Blender - 1.8 Liter - Manual 1set-Ecko Decorting Ser (for cakes and pickles) 30pcs.-Mermitico Glass Preserving Bottles - 1 Liter w/ cap and sealer 1pc-Diamond Utensils Tray - Stainless 2pcs-Kitchen Aid Stock Pots - Stainless 30pcs.-Klio Storage Containers (plastic for ingredients) 2sets-Oriental Design Dish Stand - 5 Layers Black 10tray-Sharon Muffins Tins - 14x10 (12 pcs. per tray) Macbook Pro 13-inch: 2.4 GHz Macbook Pro 13-inch: 2.4 GHz Canon SLR-EOS 1100D Camera with 4 GB SD Card Memory Infocus Projector IN105 - 3000 Lumens PS-51F4900ARX SAMSUNG PLASMA 3D TV

N/A N/A N/A N/A N/A J5678PIQF3B L3458THYF3B 10803768709 BJBK350025785 LGGB3DHD400670

June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 June 29, 2012 March 12, 2012 March 12, 2012 March 13, 2012 March 14, 2012 August 15, 2013

Working Working Working Working Working Working Working Working Working Working

1,200.00 8,000.00 6,000.00 5,000.00 4,500.00 54,500.00 54,500.00 25,444.73 29,500.00 37,722.00

July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 July 15, 2012 March 23, 2012 March 23, 2012 March 23, 2012 March 23, 2012 August 20, 2013

Transferred/Donated to LGUs and Other Partner Offices Asset number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

Purchase Price

Handed Over

CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2013 CE 2009 CE 2009 CE 2009

Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) Metro Iloilo Guimaras (MIGEDC) PADAYON Alliance Province of Bohol Province of Bohol

Samuel Gumarin Ronilio Caspe Adop Jaen Vicente Fores Mike Gorriceta Victor Saclauso Dennis Superficial Jed Patrick Mabilog Samuel Gumarin Ronilio Caspe Adop Jaen Vicente Fores Mike Gorriceta Victor Saclauso Dennis Superficial Ellen Grace Gallares Atty. John Vistal Atty. John Vistal

LGGB3DHD400667 LGGB3DHD400716 LGGB3DHD400844 LGGB3DHD600028 LGGB3DHD400707 LGGB3DHD400710 LGGB3DHD600053 H6L48AA48 H6L48AA49 H6L48AA50 H6L48AA51 H6L48AA52 H6L48AA53 H6L48AA54 H6L48AA55 20590364 CNFX403338 58405460W

August 15, 2013 August 15, 2013 August 15, 2013 August 15, 2013 August 15, 2013 August 15, 2013 August 15, 2013 September 25, 2013 September 25, 2013 September 25, 2013 September 25, 2013 September 25, 2013 September 25, 2013 September 25, 2013 September 25, 2013 March 31, 2009 April 30, 2009 March 31, 2009

Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working

CE 2009 CE 2009 CE 2009 CE 2009 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2013

Province of Bohol BIAD V Alliance BIAD V Alliance BIAD V Alliance BIAD V Alliance BIAD V Alliance BIAD V Alliance BIAD V Alliance BIAD V Alliance PADAYON Alliance

Atty. John Vistal Edgar Chatto Edgar Chatto Edgar Chatto Edgar Chatto Edgar Chatto Edgar Chatto Edgar Chatto Edgar Chatto Ellen Grace Gallares

19590114 N/A N/A N/A N/A N/A N/A N/A N/A NXRZ6SP00330810ADA7600

March 31, 2009 March 31, 2009 March 31, 2009 March 31, 2009 March 22, 2012 March 22, 2012 March 22, 2012 March 22, 2012 March 22, 2012 March 08, 2013

Working Working Working Working Working Working Working Working Working Working

CE 2013

PADAYON Alliance

Ellen Grace Gallares

NXRZ6SP00330810ADA7600

March 08, 2013

Working

44,312.50 March 15, 2013

CE 2013

PADAYON Alliance

Ellen Grace Gallares

NXRZ6SP00330810ADA7600

March 08, 2013

Working

44,312.50 March 15, 2013

CE 2012 CE 2012 CE 2012

PADAYON Alliance PADAYON Alliance PADAYON Alliance

Ellen Grace Gallares Ellen Grace Gallares Ellen Grace Gallares

PS-51F4900ARX SAMSUNG PLASMA 3D TV PS-51F4900ARX SAMSUNG PLASMA 3D TV PS-51F4900ARX SAMSUNG PLASMA 3D TV PS-51F4900ARX SAMSUNG PLASMA 3D TV PS-51F4900ARX SAMSUNG PLASMA 3D TV PS-51F4900ARX SAMSUNG PLASMA 3D TV PS-51F4900ARX SAMSUNG PLASMA 3D TV HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop HP PAVILION 500-032D PC Desktop Toshiba Data Projector-TDP-P8 HP LaserJet Printer - P4014 N.Toshiba - Portege M800-A360(PPM80L - 033013) (Installed MS -CS-044) Toshiba Data Projector-TDP-P8 6 Units/Sets - Garbage Shredder Machine 6 Units/Sets - Motor Operated Sorter/Sifter for Vermicast 6 Units/Set - Weighing Scale- 500KG Capacity Foot Sealer Vacuum Packaging Machine Industrial Blower Bag Closer Grain Grinder/1 HP ACER Aspire Laptop V3-471G-736B4G1TMAKK with OS of Windows 8 Home & Student Edition and Bundled with MS Office 2010 Home & Student ACER Aspire Laptop V3-471G-736B4G1TMAKK with OS of Windows 8 Home & Student Edition and Bundled with MS Office 2010 Home & Student ACER Aspire Laptop V3-471G-736B4G1TMAKK with OS of Windows 8 Home & Student Edition and Bundled with MS Office 2010 Home & Student 2 Pcs./Units-Office Table - Model: IFNT6601 2 Pcs./Units - Office Chair - Model: HBZOC7420 1 Unit - Steel Cabinet/3Drawe Lateral Filing - Model: SCZCC5670

N/A N/A N/A

September 06, 2012 Working September 06, 2012 Working September 06, 2012 Working

4,910.71 September 15, 2012 4,633.93 September 15, 2012 4,464.29 September 15, 2012

CE 2012 CE 2013

PADAYON Alliance Province of Leyte

Ellen Grace Gallares Carlos Petiila

2 Pcs./Units - Stand Fan - Model: HBTOBB4657 5 Units 14-FT Inca Tandem Kayak (with set of two life vest and two double ended paddle)

N/A

September 06, 2012 Working August 13, 2013 Working

3,392.86 September 15, 2012 138,392.86 April 28, 2013

CE 2012

Province of Leyte

Carlos Petiila

N/A

March 13, 2012

Working

220,000.00 March 25, 2012

CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012

Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte

Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila

10 Units -14-FT Tandem Kayaks with 20pcs. Double ended roar & 20pcs. Life Vest Nikon Camera, 12 mega pixel, 15x optical zoom, lithium battery Air Conditioner, 1 HP with remote control, Carrier aircon 2pcs-Office table with 4 drawers with lock, steel 2pcs-Office chair, swivel, gas lift (w/ arm) 13.3" Apple MacBook Pro - MD101ZP/A with MAC Office 13.3" Apple MacBook Pro - MD101ZP/A with MAC Office 13.3" Apple MacBook Pro - MD101ZP/A with MAC Office 13.3" Apple MacBook Pro - MD101ZP/A with MAC Office 13.3" Apple MacBook Pro - MD101ZP/A with MAC Office Apple Macbook Pro - MD101ZP/A with MAC Office Apple Macbook Pro - MD101ZP/A with MAC Office Apple Macbook Pro - MD101ZP/A with MAC Office Apple Macbook Pro - MD101ZP/A with MAC Office Apple Macbook Pro - MD101ZP/A with MAC Office Acer Desktop - Aspire ZS600 bundled MS Office

N/A WCARGOIOEE N/A N/A J8012TMRF6W G8025TORF6W M7025TORF6W K7073TORF6W N8023TORF6S R6135WOWF7H P5435PSUF5R J5678PIQF3B W8765LKAG1F Y3476PART4S EYK1701005043006615833

September 04, 2012 September 04, 2012 September 04, 2012 September 04, 2012 September 27, 2012 September 27, 2012 September 27, 2012 September 27, 2012 September 27, 2012 December 4, 2012 December 4, 2012 December 4, 2012 December 4, 2012 December 4, 2012 December 4, 2012

Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working

37,722.00 37,722.00 37,722.00 37,722.00 37,722.00 37,722.00 37,722.00

August 20, 2013 August 20, 2013 August 20, 2013 August 20, 2013 August 20, 2013 August 20, 2013 August 20, 2013 September 30, 2013 September 30, 2013 September 30, 2013 September 30, 2013 September 30, 2013 September 30, 2013 September 30, 2013 September 30, 2013 53,562.50 April 10, 2009 61,200.00 May 5, 2009 62,491.07 April 7, 2009 53,562.50 830,357.16 64,285.74 105,364.32 12,000.00 65,000.00 2,700.00 13,500.00 19,000.00 44,312.50

16,053.57 17,232.14 14,241.07 5,267.86 58,785.71 58,785.71 58,785.71 58,785.71 58,785.71 53,562.50 53,562.50 53,562.50 53,562.50 53,562.50 42,848.21

April 7, 2009 April 7, 2009 April 7, 2009 April 7, 2009 March 30, 2012 March 30, 2012 March 30, 2012 March 30, 2012 March 30, 2012 March 15, 2013

September 12, 2012 September 12, 2012 September 12, 2012 September 12, 2012 September 12, 2012 September 12, 2012 September 12, 2012 September 12, 2012 September 12, 2012 December 18, 2012 December 18, 2012 December 18, 2012 December 18, 2012 December 18, 2012 December 18, 2012

Transferred/Donated to LGUs and Other Partner Offices Asset number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2012 CE 2009 CE 2009 CE 2009

Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte Province of Leyte DDPKaRoMa DDPKaRoMa DDPKaRoMa

Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Carlos Petiila Teresa De Jesus Teresa De Jesus Teresa De Jesus

EYK1701005043006615834 EYK1701005043006615835 EYK1701005043006615836 EYK1701005043006615837 EYK1701005043006615838 EYK17067850420006765901 37773922 CNFX403339 20590341 58405548W

December 4, 2012 December 4, 2012 December 4, 2012 December 4, 2012 December 4, 2012 December 4, 2012 September 18, 2008 April 30, 2009 March 31, 2009 March 31, 2009

Working Working Working Working Working Working Working Working Working Working

42,848.21 42,848.21 42,848.21 42,848.21 42,848.21 17,633.93 66,995.37 61,200.00 53,562.50 62,491.07

December 18, 2012 December 18, 2012 December 18, 2012 December 18, 2012 December 18, 2012 December 18, 2012 September 25, 2008 May 7, 2009 April 13, 2009 April 13, 2009

CE2010 CE2010 CE2010 CE2010 CE2010

JRMSU JRMSU DDPKaRoMa JRMSU DDPKaRoMa

Joseph Campiseno Joseph Campiseno Teresa De Jesus

BJBK350065431 CNX0020LIF (missing) 216944112683 N/A

April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010

Working Working Working Working Working

26,000.00 32,390.00 32,390.00 16,995.00 12,760.00

April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010

CE2010 CE2010 CE2010 CE2010 CE2010 CE2010

JRMSU DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa

Joseph Campiseno Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus

Z2WRBAASC00408X Z2WRBAASC00475Z N/A N/A N/A N/A

April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010

Working Working Working Working Working Working

11,000.00 11,000.00 11,053.57 11,053.57 11,000.00 400.00

April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010

CE2010 CE2010 CE2010 CE2010 CE2010 CE2010 CE2010

DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa

Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus

N/A N/A N/A N/A N/A N/A N/A

April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010

Working Working Working Working Working Working Working

1,800.00 28,000.00 11,000.00 1.00 50.00 2,400.00 40,000.00

April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010

CE2010 CE2010 CE2010 CE2010 CE2013

DDPKaRoMa DDPKaRoMa DDPKaRoMa DDPKaRoMa Province of South Cotabato

Teresa De Jesus Teresa De Jesus Teresa De Jesus Teresa De Jesus Arthur Pinggoy

Acer Desktop - Aspire ZS600 bundled MS Office Acer Desktop - Aspire ZS600 bundled MS Office Acer Desktop - Aspire ZS600 bundled MS Office Acer Desktop - Aspire ZS600 bundled MS Office Acer Desktop - Aspire ZS600 bundled MS Office Acer Projector - X1140A Toshiba Data Projector-TDP-P9 HP LaserJet Printer - P4014 Toshiba Data Projector-TDP-P8 N.Toshiba - Portege M800-A360(PPM80L - 033013) (Installed MS -CS-044) INFOCUS LCD Projector - 2400 Lumens HP Pavilion P6240D HP Pavilion P6240D Canon IXUS 80IS MS Office SB 2007 - Charity Edition Open License - 2 Licenses (License to Asset No. C-DA0211/0212) with Media Kit Installer All In One Samsung Printer - 4623F All In One Samsung Printer - 4623F Makita Scroll Saw SJ-401 Makita Scroll Saw SJ-401 Fabricated Punching Machine 1/2 HP 4 Units - Punching Machine Cutter Blades in mm#'s: 2.3/ 4.5/ 8 /10 3 Units - Punching Machine Cutter Blades in mm#'s 15, 20 & 25 Fabricated Tumbling Machine 1/2 HP Fabricated Beading Machine 1/2 HP w/ 2 plates Fabricated Spindle Fabricated Spring 3 Units - Fabricated Housing 4 Colonies - Standard Hive, 1 Queen bee, 4 Brood & Food Frames, 6 Wooden Frames, 6 Foundation wax Stainless Steel Smoker Stainless Steel Hive tool Bee veil 1-Unit 3-Framer honey extractor SAMSUNG LED/TV - Model: UA40EH5000 LED TV Full HD with Home Theater

April 13, 2010 April 13, 2010 April 13, 2010 April 13, 2010 January 17, 2013

Working Working Working Working Working

1,500.00 750.00 200.00 34,000.00 31,920.00

April 22, 2010 April 22, 2010 April 22, 2010 April 22, 2010 January 28, 2013

CE2013

Province of Sultan Kudarat

Datu Mangudadatu

January 17, 2013

Working

31,920.00 January 28, 2013

CE2013 CE2013 CE2013

AVLDA AVLDA AVLDA

Roger Acosta Roger Acosta Roger Acosta

January 17, 2013 January 17, 2013 March 18, 2013

Working Working Working

51,651.79 January 28, 2013 56,500.00 January 28, 2013 6,696.43 March 28, 2013

CE2013

AVLDA

Roger Acosta

March 18, 2013

Working

6,696.43 March 28, 2013

CE2013

AVLDA

Roger Acosta

March 18, 2013

Working

6,696.43 March 28, 2013

CE2013

AVLDA

Roger Acosta

March 18, 2013

Working

6,696.43 March 28, 2013

CE2013 CE2013 CE2013 CE2013 CE2013 CE2013 CE2013 CE2013 CE2013 CE2013

AVLDA AVLDA AVLDA AVLDA AVLDA AVLDA AVLDA AVLDA AVLDA AVLDA

Roger Acosta Roger Acosta Roger Acosta Roger Acosta Roger Acosta Roger Acosta Roger Acosta Roger Acosta Roger Acosta Roger Acosta

March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013 March 21, 2013

Working Working Working Working Working Working Working Working Working Working

8,473.21 8,473.21 8,473.21 8,473.21 8,473.21 8,473.21 8,473.21 8,473.21 8,473.21 8,473.21

Teresa De Jesus

N/A N/A N/A N/A LED TV: LF6G3DCC01258K / Home Theater: ZVX01RPCB01953H SAMSUNG LED/TV - Model: UA40EH5000 LED TV Full HD with LED TV: LF6G3DCCB00554X / Home Theater Home Theater: ZVX01RPCB01953H ACER V3-471G-73618G-75MAKK NXRZ6SP0022750EB1A7600 Nikon D7000 with 8GB Memory Card, Tripod, Bag & Lens Pen 8206658 N/A HQT TH - 2000 VHF Portable Radio N/A HQT TH - 2000 VHF Portable Radio N/A HQT TH - 2000 VHF Portable Radio N/A HQT TH - 2000 VHF Portable Radio Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A Pentax Prostaff Binacular 10 x 50 N/A

Purchase Price

Handed Over

April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013

Transferred/Donated to LGUs and Other Partner Offices Asset number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

CE2013 CE2013 CE2013 CE2011

AVLDA AVLDA AVLDA AVLDA

Roger Acosta Roger Acosta Roger Acosta Roger Acosta

N/A N/A N/A CNG8C37MOR

March 21, 2013 March 21, 2013 March 21, 2013 March 16, 2011

Working Working Working Working

8,473.21 8,473.21 8,473.21 37,200.00

CE2009 CE2009

AVLDA AVLDA

Roger Acosta Roger Acosta

Pentax Prostaff Binacular 10 x 50 Pentax Prostaff Binacular 10 x 50 Pentax Prostaff Binacular 10 x 50 Multifunction Printer - HP Laserjet M2727nf Laser Printer/Fax/Scanner/Copier ACER P1203 DLP Projector Netgear WNR 2120 - WIFi Router

EYK1701005043006195901 1XV28B5405A65

March 17, 2011 October 12, 2009

Working Working

38,500.00 April 7, 2013 3,600.00 October 24, 2009

CE 2014-029 CE 2014-016 CE 2014-110

LGU IP Desk Philippine Chamber of Commerce BAHHR

Crisanto Frianeza Crisanto Frianeza Florencia Pestelos

Canon Camera - DS126181 MacBook Pro 13-inch" with Retina Display - MD212ZP/A HP Pavillion Deskstop w/CPU (500-232-D)

1080368709 C02KG882DR53 / MD212ZP/A Monitor - #3CM4040K4Y CPU - #4CE4110B0K

December 05, 2008 Working June 28, 2013 Working September 11, 2014 Working

CE 2015-121

Negros Occidental

Alfredo Maranon Jr.

Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE 2015-122

Negros Occidental

Alfredo Maranon Jr.

CE 2015-123

Negros Occidental

Alfredo Maranon Jr.

CE 2015-124

Guinobatan, Albay

Ann Y. Ongjoco

CE 2015-125

Daanbantayan, Cebu

Augusto Corro

CE 2015-126

Medellin, Cebu

Ricardo Ramirez

CE 2015-127

San Remigio, Cebu

Mariano Martinez

CE 2015-128

Madridejos, Cebu

Salvador Dela Fuente

CE 2015-129

Sta. Fe

Jose Esgana

CE 2015-130

Pilar, Sorsogon

Dennis Sy-Reyes

CE 2015-131

Donsol, Sorsogon

CE 2015-132

Daraga, Albay

Josephine AlcantaraCruz Gerry R. Jaucian

CE 2015-133

Guinotan, Albay

Ann Gemma Ongjoco

CE 2015-134

Camalig, Albay

Carlos Irwin Baldo

CE 2015-135

Bogo,Cebu

BRC - Mayor

CE 2015-136

Maria, Siquijor

Meynard Asok

CE 2015-137

Enrique Villanueva, Siquijor

Gerald Pal-ing

CE 2015-138

Manjuyod, Negros Oriental

Felix Sy

CE 2015-139

Siquijor, Siquijor

Mei Ling Quezon

CE 2015-140

San Juan, Siquijor

CE 2015-141

Lazi, Siquijor

Wilfredo Q. Capundag Jr. Orpheus A. Fua

CE 2015-142

Larena, Siquijor

Dean S. Villa

CE 2015-143

Siquijor, Siquijor

Mei Ling M. Quezon

CE 2015-144 CE 2015-145

LEDIP Office, Negros Occ LEDIP Office, Negros Occ

Lucille Gelvolea Lucille Gelvolea

F09KW22-CNOHHGGM-64180February 13, 2015 49P-02UL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 739KW22-CNOHHGGM-64180February 13, 2015 49P-D34M Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor J09KW22-CNOHHGGM-64180February 13, 2015 49P-1C3L Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor DY9KW22-CNOHHGGM-64180- February 13, 2015 49P-1BQL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 199KW22- CNOHHGGM-64180- February 13, 2015 49P-01CL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 449KW22-CNOHHGGM-64180February 13, 2015 49P-01NL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 4L9KW22-CNOHHGGM-64180February 13, 2015 49P-020L Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 689KW22-CNOHHGGM-64180February 13, 2015 49P-06UL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 6Z9KW22-CNOHHGGM-64180February 13, 2015 49P-19WL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 8F9KW22-CNOHHGGM-64180February 13, 2015 49P-1DAL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 909KW22-CNOHHGGM-64180February 13, 2015 49P-1E2L Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 90BKW22-CNOHHGGM-64180February 13, 2015 49P-002L Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 5QFCH32-CNOHHGGM-64180February 13, 2015 49P-01KL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor FD9KW22-CNOHHGGM-64180- February 13, 2015 49P-01XL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor FH9KW22-CNOHHGGM-64180- February 13, 2015 49P-02FL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor FY8KW22-CNOHHGGM-64180February 13, 2015 49P-02JL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor H49KW22-CNOHHGGM-64180February 13, 2015 49P-06RL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor J49KW22-CNOHHGGM-64180February 13, 2015 49P-08AL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor JY9KW22-CNOHHGGM-64180February 13, 2015 49P-1A0L Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 1TL9H32-CNOHHGGM-64180-49P- February 13, 2015 0ARL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 45JCH32-CNOHHGGM-64180-49P- February 13, 2015 0EJL Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor 67JCH32CNOHHGGM-64180-49P- February 13, 2015 1A7L Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor D2M9H32-CNOHHGGM-64180February 13, 2015 49P-09FL LG TV 43CF6300 W/Stand and Power Cord 503KCF115891 February 13, 2015 Canon Camera EOS700D w/Memory Card, Power Cord, Battery, 258072069074 February 13, 2015 Battery Charger, Bag, Lens and Stand w/Bag

Purchase Price

Handed Over April 7, 2013 April 7, 2013 April 7, 2013 April 7, 2013

38,700.00 April 6, 2016 59,366.52 July 7, 2013 39,850.00 September 28, 2014

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 24, 2015

Working

44,998.00 February 24, 2015

Working

44,998.00 February 24, 2015

Working

44,998.00 February 27, 2015

Working

44,998.00 February 27, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working

44,998.00 February 28, 2015

Working Working

27,992.00 February 28, 2015 28,995.00 February 28, 2015

Transferred/Donated to LGUs and Other Partner Offices Asset number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

CE 2015-146 CE 2015-147 CE 2015-148 CE 2015-150 CE 2015-151

Lucille Gelvolea Lucille Gelvolea Lucille Gelvolea Henry Chua Henry Chua

February 13, 2015 February 13, 2015 February 13, 2015 February 13, 2015 February 13, 2015

Working Working Working Working Working

4GCCA001869

February 13, 2015

Working

25,000.00 February 28, 2015

Henry Chua Raul R.Lee

Dell Inspiron 14 Laptop Dell Inspiron 14 Laptop Printer EPSON L210 Dell Inpiron Desktop Server w/Power Cord and Manual Panasonic All in One w/Power Cord,CD,Telephone Cord, USB Cord & Manual Panasonic All in One w/Power Cord,CD,Telephone Cord, USB Cord & Manual Server OS CD Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

GB4YB32-35501964446 C84YB32-26613436574 SMXK265852 GV5V0Z1 4GCCA001865

CE 2015-153 CE 2015-189

LEDIP Office, Negros Occ LEDIP Office, Negros Occ LEDIP Office, Negros Occ Leyte Leyte / Leyte Chamber of Commerce and Industry Leyte / Leyte Chamber of Commerce and Industry Leyte / Leyte Chamber of Commerce and Industry Province of Sorsogon

Working Working

February 28, 2015 44,998.00 August 30, 2015

CE 2015-190

Donsol, Sorsogon

Josephine A. Cruz

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 30, 2015

CE 2015-191

Province of Negros Occidental

Alfredo G. Maranon Jr. Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

MICP73-06165-101 February 13, 2015 4RWCR42-CNOHHGGM-64180- August 19, 2015 525-IVHU 2YZ7R42-CNOHHGGM-64180-525- August 19, 2015 IXDU 2CSDR42-CNOHHGGM-64180August 19, 2015 525-3BCU

Working

44,998.00 August 30, 2015

CE 2015-192

Province of Negros Oriental

Lucille Gelvolea

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 28, 2015

CE 2015-193

Dauin, Negros Oriental

Neil B Credo

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 28, 2015

CE 2015-194

Dumaguete,Negros Oriental

Manuel T. Sagarbarria Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 28, 2015

CE 2015-195

Province of Davao Del Norte

Rodolfo Del Rosario

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-196

Province of Albay

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 28, 2015

CE 2015-197

Samal, Davao Del Norte

Jose Ma. Clemente Salceda Aniano P Antalan

Working

44,998.00 August 27, 2015

CE 2015-198

Dumaguete

Working

44,998.00 August 28, 2015

CE 2015-199

Concepcion,Iloilo

Millard Villanueva

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-200

Estancia,Iloilo

Rene S. Cordero

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-201

Tibiao, Antique

Gil Bandosa

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-202

Libertad, Antique

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-203

Sebaste, Antique

Working

44,998.00 August 27, 2015

CE 2015-204

Ajuy, Iloilo

Norberto Raymundo Jr. Jose Christopher A. Varona Juan R. Alvarez

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-205

Samal, Davao del Norte (EBPLS)

Aniano P. Antalan

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 25, 2015

CE 2015-206

Coron, Palawan

Clara Reyes

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 25, 2015

CE 2015-207

Working

44,998.00 August 27, 2015

CE 2015-208

Leyte / Leyte Chamber of Commerce Henry Chua and Industry Province of Palawan Jose C Alvarez

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-209

Coron, Palawan

Clara E. Reyes

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-210

Province of Siquijor

Zaldy S. Villa

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 August 27, 2015

CE 2015-211

Siquijor, Siquijor

Mei Ling M. Quezon

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 Augsut 19, 2015

CE 2015-228

PCCI

Crisanto Frianeza

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Working

44,998.00 April 6, 2016

CE 2015-233 CE 2015-234 CE 2015-235

Coron, Palawan Camalig, Albay Daraga, Albay

Clara E. Reyes Printer EPSON L210 Carlos Irwin G. Baldo Printer EPSON L210 Gerry R. Jaucian Printer EPSON L210

JVW7R42-CNOHHGGM-64180August 19, 2015 525-2OFU 5VW7R42-CNOHHGGM-64180August 19, 2015 525-OQSL B7W8R42-CNOHHGGM-64180August 19, 2015 525-IWJU GCSDR42-CNOHHGGM-64180- August 19, 2015 525-3C9U 26W8R42-CNOHHGGM-64180August 19, 2015 525-3RVU 27W8R42-CNOHHGGM-64180August 19, 2015 525-4JOU 17PHR42-CNOHHGGM-64180August 19, 2015 4BQ-19BU BTXDR42-CNOHHGGM-64180August 19, 2015 525-IGKU FSSCR42-CNOHHGGM-64180August 19, 2015 4BP-IW5U DYWCR42-CNOHHGGM-64180- August 19, 2015 525-IXHU CDZ8R42-CNOHHGGM-64180August 19, 2015 525-3FDU 1QSCR42-CNOHHGGM-64180August 19, 2015 525-4AVU 7TSCR42-CNOHHGGM-64180August 19, 2015 4BP-IWKU G4PHR42-CNOHHGGM-64180August 19, 2015 525-32JU C4PHR42-CNOHHGGM-64180August 19, 2015 525-44PU 2SZ7R42-CNOHHGGM-64180August 19, 2015 4BP-OMAU F718R42-CNOHHGGM-64180-525- August 19, 2015 1TMU 1YW7R42-CNOHHGGM-64180August 19, 2015 525-2YKU 2QSCR42-CNOHHGGM-64180August 19, 2015 525-3CAU 66W8R42-CNOHHGGM-64180August 19, 2015 525-1V2U JSSCR42-CNOHHGGM-64180-525-August 19, 2015 271U SMXK229559 August 19, 2015 SMXK229555 August 19, 2015 SMXK229561 August 19, 2015

Working Working Working

10,000.00 August 8, 2015 10,000.00 August 8, 2015 10,000.00 August 8, 2015

CE 2015-152

Henry Chua

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Dell Inspiron 5348 Core Desktop with 19.5inch LED Monitor

Purchase Price 44,850.00 44,850.00 10,000.00 150,000.00 25,000.00

Handed Over February 28, 2015 February 28, 2015 February 28, 2015 February 28, 2015 February 28, 2015

Transferred/Donated to LGUs and Other Partner Offices Asset number

Location/Organization

Assigned to

Description

CE 2015-236 CE 2015-237 CE 2015-238 CE 2015-242 CE 2015-243 CE 2015-244 CE 2015-245 CE 2015-246 CE 2015-247 CE 2015-248 CE 2015-249 CE 2015-250 CE 2015-251 CE 2015-252 CE 2015-253 CE 2015-254 CE 2015-255 CE 2015-256 CE 2015-257 CE 2015-258 CE 2015-259 CE 2015-260 CE 2015-267

Guinobatan, Albay Donsol, Sorsogon Pilar, Sorsogon Ajuy, Iloilo Conception, Iloilo Estancia,Iloilo Bantayan, Cebu Daanbantayan, Cebu Madridejos, Cebu Madellin, Cebu San Remigio, Cebu Santa Fe, Cebu Bais City, Negros Oriental Dauin, Negros Oriental Manjuyod, Negros Oriental Enrique Villanueva, Siquijor Larena, Siquijor Lazi, Siquijor Maria, Siquijor San Juan, Siquijor Siquijor, Siquijor Samal , Davao Guinobatan, Albay

Ann Y. Ongjoco Printer EPSON L210 Josephine A. Cruz Printer EPSON L210 Dennis A. Sy-Reyes Printer EPSON L210 Juan R. Alvarez Printer EPSON L210 Millard S. Villanueva Printer EPSON L210 Rene S. Cordero Printer EPSON L210 Ian Christopher Printer EPSON L210 Escario Corro Augusto Printer EPSON L210 Salvador Dela Fuente Printer EPSON L210 Ricardo Ramirez Printer EPSON L210 Mariano Martinez Printer EPSON L210 Jose Esgana Printer EPSON L210 Mercedes T. Goni Printer EPSON L210 Neil B Credo Printer EPSON L210 Felix A. Sy Printer EPSON L210 Gerold V Pal-ing Printer EPSON L210 Dean S. Villa Printer EPSON L210 Orpheus A. Fua Printer EPSON L210 Meynard R. Asok Printer EPSON L210 Wilfredo Q. Capundag Jr. Printer EPSON L210 Mei Ling M. Quezon Printer EPSON L210 Aniano P Antalan Printer EPSON L210 Ann Y. Ongjoco Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE 2015-268

Camalig, Albay

Carlos Irwin Baldo

Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE 2015-269

Daraga, Albay

Gerry R. Jaucian

Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE 2015-270

Legazpi, Albay

Noel E. Rosal

Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE 2015-271

Pilar, Sorsogon

Dennis Sy-Reyes

Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE 2015-272

Culion, Palawan

CE 2015-273

Busuanga, Palawan

Emiliano P. Marasigan Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor Jr Samuel A. De Jesus Dell Inspiron 3647 Core Desktop w/19.5inch LED Monitor

CE-2016-274

Iloilo Negosyo Center

Velma Jane Lao

HP Printer Color Laserjet PRO-MFP M476nw

Serial No./MODEL

Date Purchased

SMXK228597 August 19, 2015 SMXK229574 August 19, 2015 SMXK228633 August 19, 2015 SMXK229606 August 19, 2015 SMXK228622 August 19, 2015 SMXK228600 August 19, 2015 SMXK229557 August 19, 2015 SMXK229563 August 19, 2015 SMXK228606 August 19, 2015 SMXK228621 August 19, 2015 SMXK229589 August 19, 2015 SMXK228589 August 19, 2015 SMXK229401 August 19, 2015 SMXK228465 August 19, 2015 SMXK228631 August 19, 2015 SMXK228618 August 19, 2015 SMXK228587 August 19, 2015 SMXK228581 August 19, 2015 SMXK229556 August 19, 2015 SMXK228627 August 19, 2015 SMXK228580 August 19, 2015 SMXK228630 August 19, 2015 FIWBH32-CNOHHGGM-64180-525- February 13, 2015 IW6U 53YGH32-CNOHHGGM-64180-525-February 13, 2015 285U 9QXGH32-CNOHHGGM-64180- February 13, 2015 525-47QU 2KXGH32-CNOHHGGM-64180February 13, 2015 52Q-IUCL GTYGH32-CNOHHGGM-64180- February 13, 2015 525-28OU BD3HH32-CNOHHGGM-64180February 13, 2015 525-1V6U 2WVBH32-CNOHHGGM-64180- February 13, 2015 525-IU5U CN6H8BFGZ March 11, 2016

Status

Purchase Price

Handed Over

Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working Working

10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 33,000.00

August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 August 8, 2015 February 24, 2015

Working

33,000.00 February 24, 2015

Working

33,000.00 February 24, 2015

Working

33,000.00 February 24, 2015

Working

33,000.00 February 24, 2015

Working

33,000.00 February 24, 2015

Working

33,000.00 February 24, 2015

Working

75,000.00 February 6, 2016

Furniture and Fixtures to be Transferred to DILG Asset number

Number

Location/Assigned to

Description

FURNITURES

F2014-001

Reception-LED

Round table 90MT Diameter w/Gromet

F2014-003

F2014-010

F2014-011

F2014-012

F2014-013 F2014-014 F2014-019

1 1 1

F2014-020

F2014-021

F2014-022 F2014-023 F2014-024 F2014-025 F2014-026

1 1 1 1 1

Peds Catubig /Rey Ramos Director's Table - Free Standing Parabolic Table w/side return and center drawer 1.80x1.85 (refurbished to built in 1 layer table ) Kim Reyes Manager's Office L-Shape Table - MLT 150150WG Metal Let Table w/side return 1.50x1.50mts. Randi Alampay Manager's Office L-Shape Table - MLT 150150WG Metal Let Table w/side return 1.50x1.50mts. Phem Grafilo Manager's Office L-Shape Table - MLT 150150WG Metal Let Table w/side return 1.50x1.50mts. Conference -LED MLT 15075 Conf. Table w/Groommet/Wire Management .75x1.50mts. Conference -LED MLT 15075 Conf. Table w/Groommet/Wire Management .75x1.50mts. Common Area -LED MLT 11575WG Conference Table w/Wire Management Center Table .75x1.15( refurbished to double layered table for printer) Gladys Lopez MLT 15075 WG - Metal Leg Table ( refurbished to built in table for cubicle) (150L x 75W x 75H cm) MFC laminted, woodgrain tabletop with powder coated perforated modesty and leg) Tina Abella MLT 15075 WG - Metal Leg Table( refurbished to built in table for cubicle) (150L x 75W x 75H cm) MFC laminted, woodgrain tabletop with powder coated perforated modesty and leg) Grekka Armiento WT 120120WG Support Staff J Shape table 1.20x w/retractable keyboard tray Vacant WT 120120WG Support Staff J Shape table 1.20x w/retractable keyboard tray Carolyn Encinas WT 120120WG Support Staff J Shape table 1.20x w/retractable keyboard tray Mercy Joveres WT 120120WG Support Staff J Shape table 1.20x w/retractable keyboard tray Common Area-LED MLT 18060WG Staff Centralized Fax/Copier/Printer area workstation, w/grommet retractable keyboard tray (refurbished to built in1 layer table for scanner and fax machine)

F2014-027

Common Area-LED

F2014-028

F2014-032 F2014-033 F2014-034 F2014-035 F2014-036 F2014-037 F2014-038 F2014-039 F2014-040 F2014-041 F2014-042 F2014-043 F2014-044 F2014-045 F2014-046 F2014-047 F2014-048 F2014-049 F2014-050 F2014-051 F2014-052 F2014-053 F2014-054 F2014-055 F2014-056

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

IT cabinet under server LED Peds Catubig Carolyn Encinas Mercy Joveres Gladys Lopez Tina Abella Grekka Sarmiento Kim Reyes Randi Alampay Phem Grafilo Francis Gentoral LED Office Supply LED Office Supply Francis Gentoral Francis Gentoral Francis Gentoral Randi Alampay Kim Reyes Peds Catubig Rey Ramos Carolyn Encinas Mercy Joveres Gladys Lopez Tina Abella Phem Grafilo Vacant

MLT 15060WG Managers centralized printer area .60x1.20x75 w/ retractable trays (refurbished to cabinet for suplies and side built in 2 layer ) MLT 12060WG Webmasters Workstation .60x1.20x.75 table w/ retractable keyboard tray ( refurbishedto a closed cabinet udner server) MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray MC-10 Mobile Pedestal light gray LC 4 Lateral File Cabinet Light Gray LC 4 Lateral File Cabinet Light Gray LC 4 Lateral File Cabinet Light Gray JG 304138GS Executive Swivel Chair for Dir. JG 304238GS Mid Back Chair for Asst. Dir. JG 304238GS Swivel Chair for Managers JG 304238GS Swivel Chair for Managers JG 304238GS Swivel Chair for Managers JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff

Serial No./MODEL

Date Purchased

Status

Purchase Price

FOR DISPOSAL To be Discarded

N/A

29-Oct-09

Good

3,712.50

N/A

05-Nov-09

Good

7,155.00

N/A

05-Nov-09

Good

5,737.50

N/A

05-Nov-09

Good

5,737.50

N/A

05-Nov-09

Good

5,737.50

N/A N/A N/A

05-Nov-09 05-Nov-09 05-Nov-09

Good Good Good

4,725.00 4,725.00 3,847.50

N/A

23-Nov-11

Good

5,625.00

N/A

23-Nov-11

Good

5,625.00

N/A N/A N/A N/A N/A

05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09

Good Good Good Good Good

3,037.50 3,037.50 3,037.50 3,037.50 4,387.50

N/A

05-Nov-09

Good

4,050.00

N/A

05-Nov-09

Good

3,307.50

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 23-Nov-11 23-Nov-11 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 29-Oct-09 29-Oct-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09

Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good Good

2,187.50 2,187.50 2,187.50 2,187.50 2,187.50 2,187.50 2,187.50 2,868.75 2,868.75 9,000.00 9,000.00 9,000.00 5,000.00 4,750.00 4,750.00 4,750.00 4,750.00 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50

To be Sold

Furniture and Fixtures to be Transferred to DILG Asset number

F2014-057 F2014-058 F2014-059 F2014-060 F2014-061 F2014-062 F2014-063 F2014-064 F2014-065 F2014-066 F2014-087 F2014-090 F2014-092

Number

1 1 1 1 1 1 1 1 1 1 1 1 1

Location/Assigned to

Grekka Sarmiento Conference room-LED Conference room-LED Conference room-LED Conference room-LED Conference room-LED Conference room-LED Reception-LED Reception-LED Reception-LED Pantry-BLGD Dir Anna/Mercy Francis Gentoral

Description

JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 503130GA Swivel Chair for Staff JG 304237Z VS Visitors Chair SLED 1 Set Coffee Table (small @ LED Office & big - c/o DILG Office) Book Shelves size: w-605mm x d-450mm x h-2100mm

Serial No./MODEL

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Date Purchased

05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 05-Nov-09 21-Dec-09 25-May-10

Status

lost lost Good Good Good Good Good Good Good Good Damaged Good Good

FOR DISPOSAL

Purchase Price

To be Discarded

2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 2,312.50 3,625.00 Yes 10,714.00 13,200.00

To be Sold

Asset/Equipment To Be Transferred to DILG Asset number

Number

Location/Organization

Assigned to

Description

Serial No./MODEL

Date Purchased

Status

Purchase Price

FOR DISPOSAL To be To be Discarded Sold

EQUIPMENT CE 2014-001 CE 2014-002

1 1

Common Area Common Area

Francis Gentoral Veronica Manzon

Macbook White Macbook Aluminum 13" - 2.0 GHz

A1181 W89211X98QR

March 2009 11-Jun-09

Unserviceable Working (Power Cord Damage)

62,759.38

CE 2014-003

Common Area

Rey Ramos

HP P6155D Desktop - (Installed MS Office)

S.#: CNX9241BSN; P/N: KY676AA-A2K / Monitor-S#:3CQ9222LSX

16-Jul-09

Not Working Defective

39,500.00 Yes

CE 2014-004

Common Area

Pedrosino Catubig

HP P6155D Desktop - (Installed MS Office)

16-Jul-09

Working

39,500.00

CE 2014-005 CE 2014-006 CE 2014-007 CE 2014-008

1 1 1 1

Common Area Common Area Common Area Common Area

Rosalie Fuentes Gladys Gopez Nico Musni Grekka Sarmiento

21-Jul-10 21-Jul-10 11-Mar-11 11-Mar-11

Working Working Working Working

71,000.00 71,000.00 55,800.00 55,800.00

CE 2014-012 CE 2014-014 CE 2014-015

1 1 1

Common Area Common Area Common Area

Mercy Joveres Tina Abella Randi Alampay

MACBOOK PRO - A1278 (MC375ZP/A) MACBOOK PRO - A1278 13.3 Inch 2.66GHz MACBOOK PRO (MC700ZP/A) 13.3 Inch 2.66GHz MACBOOK PRO (MC700ZP/A) Macbook Pro Battery - 13-inch 13.3 Inch 2.66GHz MACBOOK PRO (MC700ZP/A) MacBook Pro 13-inch" with Retina Display - MD212ZP/A MacBook Pro 13-inch" with Retina Display - MD212ZP/A

S.#: CNX9241BFK; P/N: KY676AA-A2K /Monitor: 3CQ9222LTO W80269LRATN W80282GMATN C2XF989UDH2G C2XF97RNDH2G C2WF9YKVDH2G C0KG882DR53 C0KG6V8DR53

18-Apr-11 28-Jun-13 28-Jun-13

Working Working Working

55,800.00 59,366.52 59,366.52

CE 2014-018 CE 2014-019 CE 2014-020 CE 2014-021

1 1 1 1

Common Area Common Area Common Area Common Area

Unassigned Unassigned Marjorie Cavan Ella Duran

ASUS U30SD-RX064R with MS Office Neo Laptop - B2300 N (Installed MS Office -CS-044) SONY Vaio SVE11136CV Netbook HP Envy Sleekbook 41055TX with MS Office Pro Plus 2010

B6N0AS174420239 NKC4801QC000A00360 54516206000202 CND2260QMZ

22-Nov-11 16-Feb-10 13-Feb-13 24-Oct-12

No MS Office Working Working Working

CE 2014-022

Common Area Common Area

Unassigned Unassigned

CNFX213662 CNBX309893

30-Apr-09 22-Sep-09

Working Working

61,200.00 12,300.00

CE 2014-025 CE 2014-026 CE 2014-027 CE 2014-028

1 1 1 1

Common Area Common Area Common Area Pantry (BLGD)

Unassigned Unassigned Unassigned Unassigned

HP LaserJet Printer - P4014 HP LaserJet Automatic Duplexer for Two-Sided Printing CB519A Toshiba Data Projector-TDP-P8 ACER P1203 DLP Projector Checkwriter - Paymaster S9000 Toshiba Photocopying Machine-eStudio 452

20590364(U) EYK1701005043006615901 5697A10 CIA952206

31-Mar-09 17-Mar-11 27-Mar-09 31-Mar-09

Working Working Working for repair

53,562.50 38,500.00 19,400.00 258,928.57

CE 2014-031 CE 2014-035 CE 2014-036

1 1 1

Common Area Pantry-BLGD Common Area

Unassigned Unassigned Unassigned

1 1

Common Area Common Area

Mercy Joveres Unassigned

CN8AQA608V 5PS1CYH1 CNCJB1G005 N/A SN: ELD23618 N/A

02-Jun-09 04-Nov-09 24-Mar-10 21-Jan-13 13-Apr-10 07-Jun-10

Unserviceable Working Unserviceable

CE 2014-037 CE 2014-039 CE 2014-040

Common Area

Unassigned

N/A

07-Jun-10

Working

5,000.00

CE 2014-046

Common Area

Unassigned

N/A

30-Aug-10

Working

19,196.43

CE 2014-048 CE 2014-049

1 1

Common Area ITserver -LED Office

Unassigned Unassigned

N/A N/A

01-Jun-11 Sep-2009

Working Working

34,812.50 79,729.50

CE 2014-050 CE 2014-051

1 1

Common Area Common Area

Grekka Sarmiento Grekka Sarmiento

1833291 572472200724

13-Mar-12 14-Nov-12

Working Working

4,554.00 42,995.00

CE 2014-064

1 1

Common Area Common Area

Unassigned Unassigned

N/A 5VP3AD2F

22-Jan-10 25-Jan-10

Working Working

40,680.00 17,720.00

CE 2014-065

Common Area

Unassigned

N/A

13-Jan-10

Working

4,900.00

CE 2014-066 CE 2014-067 CE 2014-068

1 1 1

Common Area Common Area Common Area

Unassigned Unassigned Unassigned

N/A P.N.: J7951G ; S.#: 001B7SE8855F 58405493W

08-Sep-11 22-Jul-09 31-Mar-09

Working Working Unserviceable

7,500.00 10,500.00 62,491.07 Yes

CE 2014-069 CE 2014-070 CE 2014-071

1 1 1

Common Area Common Area Common Area

Unassigned Unassigned Unassigned

HP Scanjet N6310 Scanner Microwave Oven - 3D WO-823ACD Color Laserjet CP 3525dn Printer Fuser Assembly for Attached to 3525 HP Printer Multifunction Canon Printer - MF4350dn 10 lbs.cap HCFC 123 (Dichloro Trifloaroethane) Fire Extinguisher 10 lbs.cap HCFC 123 (Dichloro Trifloaroethane) Fire Extinguisher Thermal Binding Machine - WindBind Binding Machine Model WIN-500 Polycom Sound Station 2 Expandable w/ Display PABX - Panasonic KX-TES824 (1-Mother Phone & 14 Analog Phone Sony Recorder - ICD - PX312M VideoCamera - Canon VIXIA HF M50, 2.07Mega Pixel with Accessories (Tripod and Memory Card) NETGEAR Ready NAS RND 4000 4 Pcs. - HDD SATA 7200 RPM 1TB - Seagate Barracuda Attached to NEATGEAR Ready NAS RND 4000 (Asset No. SD-0170) DLINK DPR 1061 3 PORTS PRINT SERVER (2 X USB/ 1 X PARALLEL) CISCO-LINKSYS E4200 Dual-Band Wireless Router HP Jetdirect EW400 Wireless Print Server N.Toshiba - Portege M800-A360(PPM80L - 033013) (Installed MS Office) N.Toshiba - Portege M800-A336W (Installed MS Office) N.Toshiba - Portege M800-A336W (Installed MS Office) Thinkpad Series - Lenovo (ThinkPad X Series X61)

68144825W 68144709W P/N:767592U - S.N.: .L3-AAL7A-08/06

18-Sep-08 05-Dec-08 June - July 2008

Unserviceable Unserviceable Unserviceable

58,026.79 Yes 63,562.50 Yes Yes

CE 2014-072 CE 2014-073 CE 2014-074

1 1 1

Common Area Common Area Common Area

Unassigned Unassigned Unassigned

42T4633 N/A

18-Aug-09 09-Aug-10 17-May-10

Unserviceable Unserviceable Damage/Broken

7,798.00 Yes 7,609.00 Yes 10,700.00 Yes

CE 2014-075

Common Area

Unassigned

IBM Battery pack - BATT8CSPMY-508459 IBM Battery pack - BATT8CSPMY-42T4776 Grandview Portable Pull-Up Projector Screen (Standable 4:3 diagonal 80") Hard Drive -My Book 1TB Hard Driv

WCAY44585832

02-Dec-08

Note: Power Adapter missing

w/slight defect Working

Yes

47,125.00 Free from PLDT 20,356.30 41,300.00

33,000.00 Yes 3,895.00 73,000.00 Yes 19,939.98 18,995.00 5,000.00

6,900.00

Asset/Equipment To Be Transferred to DILG

CE 2014-077

Common Area

Unassigned

SONY Vaio SVE 11136CV Netbook with MS Office installed 545162060000465

13-Feb-13

Not Working

FOR DISPOSAL To be To be Discarded Sold 20,356.30 Yes

CE 2014-078 CE 2014-079 CE 2014-080 CE 2014-081

1 1 1 1

Common Area Common Area Common Area Common Area

N. Toshiba - Portege M800-A336W N. Toshiba - Portege M800-A360W(PPM80L-033013) I ASUS U30SD-RX064R with MS Office SONY Vaio SVE 11136CV Netbook with MS Office installed

18-Sep-08 31-Mar-09 22-Nov-11 13-Feb-13

Not Working Not Working Working Working

58,026.79 Yes 62,491.07 Yes 47,125.00 20,356.30

CE 2014-082

Common Area

Unassigned Unassigned Unassigned Rodelin Malones/Evan Arias Unassigned

SONY Vaio SVE 11136CV Netbook with MS Office installed 545162110000738

13-Feb-13

Not Working

20,356.30 Yes

CE 2014-083 CE 2014-084 CE 2014-085 CE 2014-086

1 1 1 1

Common Area Common Area Common Area Common Area

Unassigned Unassigned Aulynn Yue Sin Diane Ravina

SONY Vaio SVE 11136CV Netbook SONY Vaio SVE 11136CVB Netbook Macbook Pro 2.66Ghz SONY Vaio SVE 11136CV Netbook with MS Office installed

545162110000651 545162060000217 W80280XRATN/Part#: MC375ZP/A 545162110000263

13-Feb-13 13-Feb-13

For Reformat Working Working Working

20,356.30 20,356.30 69,000.00 20,356.30

CE 2014-087 CE 2014-088 CE 2014-089 CE-2014-109 CE 2014-117 CE 2014-119 CE 2015-261 CE-2014-109 CE 2014-033

1 1 1 1 1 1

Common Area Common Area Common Area Common Area Common Area Common Area Common Area Common Area Common Area

Fae Illut Alfred Allaga Alfred Allaga Mercy Fae Illut Carol Encinas Unassigned Mercy

SONY Vaio SVE 11136CV Netbook MACBOOK Pro-A1278 ASUS U30SD-RX064R with MS Office Printer EPSON L550 Dell Inspiron 14 Laptop Dell Inspiron 14 Laptop Printer EPSON L210 Printer EPSON L550 Brother Fax Machine 2820

545162060000207 W80282M5ATN B6N0AS174393239 S4QY011807 6BDQ4Z1 - 13748876461 49DQ4Z1 - 9274379437 SMXK228539 S4QY011807 E63449E9N897478

13-Feb-13 22-Nov-11 08-Sep-14 23-Sep-14 23-Sep-14 08-19-15 08-Sep-14 13-Jul-09

Working Working Working Working Working Working Defective/For Repair Working Working

20,356.30 71,000.00 47,125.00 12,850.00 44,850.00 44,850.00 10,000.00 12,850.00 9,241.07

Asset number

Number

1 1

Location/Organization

Assigned to

Description

Serial No./MODEL

68143774W 68143414W B6N0AS174401237 545162110000217

Date Purchased

Status

13-Feb-13

Purchase Price

OFFICE SOFTWARE CE 2014-054

Common Area

Unassigned

Office SB 2007 Single OPL/NL - 12 Licenses (CD)-Installed X12-80652 / PN: W87-01806 to 9 Toshiba Laptop, ThinkPad & 2 Desktop Computer

25-May-09

Installed

178,800.00

CE 2014-055 CE 2014-056

1 1

Common Area Common Area

Unassigned Unassigned

X12-97623 N/A.

25-May-09 26-Feb-10

Installed Installed

1,500.00 28,350.00

CE 2014-057

Common Area

Unassigned

N/A

01-Jun-11

Installed

31,120.00

CE 2014-058

Common Area

Unassigned

Office SB 2007 Win 32 ENG Disk Kit MVL-(CD) MAC Office 2008 for MacBook- 5 Licenses w/ MS Office Kit (CD)-Installed to 5 Macbook computer (MMV/Sef/Randi/Madel/Francis) 8 Licenses - Windows 7 SNGL Upgrade OLP NL Charity Edition (CD)-Installed in 6 Toshiba Computers & 2 Desktop Computers Intuit QuickBooks Pro 13.0 (CD)-Installed netbooks of FAAs, Kim and Mercy

N/A

17-Mar-13

Installed

78,900.00

CE 2014-059

Common Area

Unassigned

31-Mar-09

Installed

15,500.00

CE 2014-060

Common Area

Unassigned

18-Sep-08

Installed

15,500.00

CE 2014-061

Common Area

Unassigned

Windows XP Pro OEM-MS Office Sofware (CD)-Installed to N/A Toshiba Laptop - Serial No. 68143774W Windows XP Pro OEM-MS Office Sofware (CD)-Installed to N/A Toshiba Laptop - Serial No. 68144825W 4 Licenses - MS Office Licenses for Netbooks w/ MS Office N/A Kit (CD)-Installed to 4 Netbooks (RD Netbooks) per PO 106

18-Sep-08

Installed

26,970.00

CE 2014-062

Common Area

Unassigned

N/A

11-Mar-11

Installed

33,350.00

CE 2014-063

Common Area

Unassigned

N/A

11-Mar-11

Installed

21,520.00

CE 2014-010 CE 2014-011

1 1

Common Area Common Area

Unassigned Unassigned

5 Licenses - MS Office Pro Plus 2010 Charity Ed for Win Open License (for 4 Units Desktop & Netbook) w/ Media Kit (CD)-Installed to Netbook & Desktop - Region 1/6/7/9 4 Licenses - MAC Office Standard Plus 2010 Charity Ed for MAC Open License (CD)-Installed to Macbook Computer Cathy/Becky/Tina/Mercy Adobe Suite CS5.5 Design Standard for MAC (CD) Adobe Acrobat X Pro License for MAC (CD)

N/A N/A

21-Sep-11 21-Sep-11

Installed Installed

59,400.00 19,840.00

Annex G Financial Performance

Annex G: Program Financial Performance WBS

1112.1 1112.2

Outcome Area

Contract Budget

Actual Expenditure (Actual to May 2016 + Estimated June to July)

Variance %

Variance $

Provide TA to DILG on development of LED policy, programs, interagency coordination for LED, and information tools Support inter-agency mechanisms to coordinate NGA programs for LED

Reason for Variance

Although much effort was made on national level enabling environment and inter-agency support mechanisms, the cost was less than anticipated in order to achieve results. Resources were then moved to 1212 to improve the LGU environment, where results were achieved.

1000 1212.1 1212.2

National Environment for LED Provide training for LGU LEIPOS Provide TA to LGUs on business planning, LED policy and program development and LGU transactional services streamlining

5,457,391

4,632,540

15%

824,851

2000 1222.1 1222.2

LGU Environment for LED Provide TA to LED actors for LED initiatives planning Provide TA to LED actors for implementation of sustainable LED initiatives

2,604,917

3,630,884

-39%

(1,025,967)

3000

LED Initiatives Sub-total

5,043,660 13,105,968

5,154,978 13,418,402

-2% -2%

(111,318) (312,434)

4000

Program Support and Management Program Support and Management - Canada Program Support and Management - Philippines Sub-total GRAND TOTAL

1,287,969 2,096,383 3,384,352 16,490,320

1,195,480 1,876,438 3,071,918 16,490,320

7% 10% 9% 0.0%

92,489 219,945 312,434 (0)

See above

Annex H End of Project Survey Forms

Annex H: End of Project Survey Proposed Respondents for the Survey The survey will cover all pilot sites of Batches 2 and 3. There will be three sets of data collection instruments, as follows: PA Form – is a data collection guide intended for Partnership Advisers (PAs). The form contains data gaps from secondary materials that need to be validated/collected from the project sites. Survey Form 1 – aims to gather insights of selected NGA partners on the implementation of the program. As one of the hallmarks of successful LED, convergence of LED stakeholders, particularly national government agencies, was pursued to provide more coordinated support to LGU LED efforts. In this regard, the survey will target representatives from the Regional and Provincial Offices of NGAs who were involved in LED activities in the project sites. The following are suggested NGA respondents: • DILG • Department of Trade and Industry • Department of Tourism • DOLE/TESDA Survey Form 2 – is intended for select LED Team Members to provide key information and insights on LGSP-LED contributions in enhancing their own and LGU capabilities on LED. The survey will cover three key members of the LED Team that was mainly involved in the development and implementation of the project site’s LED strategy and initiatives. These will include any three of the following: • LEIPO • Tourism Officer • PESO • Private Sector Representative Survey forms 1 and 2 will be distributed and collected by the Partnership Advisers and completed forms will be emailed to the PMO, copy furnished the EOP Team, on or before March 17. The EOP team members and their email addresses are as follows: • • •

Connie Milligan (connie_pabalan@yahoo.com; connie.pabalan@gmail.com) Ryan Evangelista (rpg_evangelista@yahoo.com) Jean de Pano (depanojean@gmail.com)

Data processing and analysis will be conducted from March 21-25. Draft EOP report will be submitted on March 31, 2016.

LGSP-LED END-OF-PROJECT REPORT Data Gathering Guide for LGSP-LED Partnership Advisers Dear Partnership Adviser, We would like to seek your assistance in gathering additional data needed for the preparation of the overall End-of-Project Report. Having been involved in the implementation of LGSP-LED local projects, you can provide useful insights on the success/failure of local projects in achieving the program outcomes and results, the factors behind this success/failure, what worked and did not work, lessons learned and the way forward for LED. Please email your responses on or before March 17, 2016 to fgentoral@lgsp-led.ph copy furnished the following: connie_pabalan@yahoo.com, depanojean@gmail.com, rpg_evangelista@yahoo.com. Thank you for your cooperation. LGSP-LED Field Director

Name: _____________________________________________LGU Assignment/s: _______________________________________ Email address: ____________________________________Celphone No.: _____________________________________________ Part I. INTERMEDIATE OUTCOMES - IMPROVED LOCAL CONDITIONS FOR LED Amount of LED investments by type generated in the identified sectors of participating LGUs Please get the breakdown of investment data using the suggested templates below. 1. LGU

Breakdown of Private Investment by Source, Local vs. External Local (investors from External (investors within the tourism from outside the circuit) tourism circuit)

Total

Year 1

Year 2

Sources of Data: 2. LGU Year 1 Year 2

Breakdown of Private Investment by Type, Expansion vs. New Expansion (of existing New business)

Total

Sources of Data: 3. LGU

Breakdown of Private Investment by Type of Investor, Large vs. MSME MSME* Large Enterprise Total

Year 1 Year 2

*Definition of MSME: Micro – 1-9 employees and Up to P3M asset size; Small – 10-99 employees and P3,000,001 to P15M asset size; Medium – 100 to 199 employees and P15,000,001 to P100M asset size Sources of Data:

4. LGU

Breakdown of Private Investment by Type of Investor, Large vs. MSME MSME* Large Enterprise Total

Year 1

Year 2

List of MSMEs who have become suppliers of large companies Name of MSME Nature of business

Year 1

Year 2

Get a list of LGUs that participated in roadshows or investment forum, with the following breakdown No. of formal inquiries received

No. of inquiries responded to

No. of investment projects under negotiation

No. of investment projects with signed contract or contract signing underway

In the areas you covered, how many LED initiative proposals were developed by the LGUs, how many of these got funding and which type of projects generated the most interest from investors?

LGU

No. of LED proposals developed

No. of Proposals that received funding

Please specify proposals that were funded

No. of employees (F/M) of registered MSMEs in the identified sectors of the participating LGUs 8.

Please gather employment data using the suggested templates below.

No. of new jobs by job category Job category Male

Female

Total

Tour guides Frontline/customer service staff ……

Source of data 9.

From your experience, which of the program interventions (training and non-training interventions) have contributed the most in enhancing the competitiveness of tourism-related MSMEs?

10. What is the involvement of local chambers in promoting the competitiveness of tourism-related MSMEs? What project interventions were given to achieve this end? Are local chambers ready to assume this lead role in promoting MSME competitiveness? What support will they need from government to perform this role effectively? Was there any coordination made with SMED Councils? 11. Workforce Development – What is the participation of the private sector and the local community in preparing the Workforce Development Plan? • For PADAYON, what is the status of the Skills Registry System? To what extent has it facilitated job matching? What as worked so far? Hitches in implementation? Key factors to sustaining the system? 12. Support for business innovation – only for MIGEDC •

• • • • • • •

To what extent has the business innovation fund contributed to the creation of employment opportunities either directly through the expansion of the business or through backward and forward linkages with other enterprises in the tourism circuit operating across the MIGEDC tourism circuits? How was the Innovation Fund conceptualized? What was the intent of the Fund? Who were involved in its conceptualization and implementation? Who were the target beneficiaries and were they able to access the Fund? How successful was the Innovation Fund implemented? What were implementation challenges? What is the overall performance of the Fund in terms of access by beneficiaries, utilization and repayment? How effective was the Fund in achieving its objectives? Were there other business innovation initiatives or projects that were pursued in the LGUs that had similar objectives as the Fund? How can it be better implemented? sustained?

•

What lessons can be learned from the implementation of the Innovation Fund?

Private Sector Participation Strengthened ability of Led Actors to Plan and Implement Sustainable LED Initiatives In Participating LGUS/Alliances 13. What has been the role of private sector in supporting implementation of LED in the LGUs you covered? 14. How effective is the private sector in promoting LED? What specific programs/ activities of the private sector contributed to the success of LED initiatives? 15. What were LGSP-LED interventions that enabled the private sector to support LGU-LED programs and investment promotion? 16. What kind of cooperation exists between private sector and LGU in supporting sustainable LED? Who was mainly responsible for engaging private sector participation in LGU LED policies, plans, programs and initiatives? What was the consultation process adopted in engaging private sector participation? 17. What kind of projects are being pursued jointly by the LGU and the private sector? 18. How are these projects funded? What benefits of such partnership have been derived? 19. What facilitated these partnerships? What challenges were faced by the project? How were these challenges overcome? 20. How satisfied are private sector stakeholders with existing LED polices and programs of LGUs (to be culled from LED stakeholder satisfaction survey)? With the existing partnerships with LGUs? 21. Are existing LGU-private sector partnerships likely to be sustained? What support is needed to sustain active involvement of partner agencies in operationalizing t he national LED framework? 22. Any good practice on private sector participation? What lessons can be learned? No. of annual business registrations in the identified sectors of participating LGUs 23. Please get breakdown of new business registrants as follows: • % of new business to total business registrations for the last 2 to 3 years • Nature of business of registrants - Start up vs. existing; local vs external or from outside the region/LGUs LED governance 24. What LED governance structure and collaborative arrangements were formed at the local level? How effective was this structure/arrangement in leading the LED process? What helped make this structure/arrangement work? What were key challenges? 25. From your experience, what has been the role of the LED Team in leading the LED process? What is the ideal composition of the LED Team and who is in the best position to assume the lead role in the team (aside from the Local Chief Executive)? 26. How likely are these partnerships to be sustained? 27. What are future plans of the partnerships and what support will they need from the LGU, DILG, NGA, etc.?

Thank you. Your time and effort are greatly appreciated!

LGSP-LED End-of-Project Report Survey Questionnaire for NGA Partners Dear Respondent: Thank you for your willingness to take part in this survey which is part of LGSP-LED and DILGâ&#x20AC;&#x2122;s M&E activities. The survey aims to gather your insights on the implementation of the program and how your participation has benefited you and your agency. Your honest responses will provide valuable information in defining the way forward for LED. LGSP-LED Field Director

Respondent Information Name: ____________________________________________ Agency___________________________________________ Position/Designation: _____________________________________No. of Years in the Position:__________ Email: _______________________________________________Cellphone No. _________________________________ Part I. Your Participation in LGSP-LED 1.

What was your participation in LGSP-LED activities?

What factors facilitated or constrained your participation in the program?

What conditions in your agency encouraged/supported your participation in the program?

How did your participation facilitate the implementation of LED activities and achievement of LGSP-LED outcomes, such as increase in investment, employment, visitor arrivals?

How did your participation in LGSP-LED activities enhance your relationship with other NGAs and other LED stakeholders? Is this relationship/collaboration likely to continue after the project? Why or why not?

Part II. Your Learning Gains from LGSP-LED 6.

What new learnings (knowledge and skills) have you gained from your participation in LGSP-LED convergence activities?

How did you apply or intend to apply these learnings to provide LED assistance to LGUs? To create change in your agencyâ&#x20AC;&#x2122;s delivery of LED services to LGUs?

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How effective are the interventions (e.g. workshops, training, meetings, etc.) provided by the project improve convergence mechanisms for LED in the region/province?

Part III. Results of Your Participation in LGSP-LED 9.

How did your participation in LGSP-LED convergence activities help achieve the mandate of your agency? Improve your agency’s delivery of services to LGUs? What positive benefits to your agency were produced as a result of your participation in the project?

10. How did the project support inter-agency convergence for LED in the region?

11. How did the project enhance vertical coordination (across levels – central, regional, provincial) within your agency?

12. How did your participation in the program improve your agency’s relationship with LGUs?

13. How effective is the existing convergence mechanism for LED? What changes/ improvements (i.e. policies, structure, support) can be made to make LED convergence more effective and sustainable?

14. What are your agency’s plans to sustain support in enhancing the competitiveness of the tourism circuit? enhancing existing convergence for LED?

15. Any good practices you observed and lessons learned from your participation in enabling LED convergence for LGU? How do you plan to replicate your experience from the project in other LGUs?

16. Other insights, comments or recommendations

Thank you. Your time and effort are greatly appreciated!

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LGSP-LED End-of-Project Report Survey Questionnaire for Members of LED Team (LEIPO, Tourism Officer, PESO) Dear Respondent: Thank you for your willingness to take part in this survey which is part of LGSP-LED and DILGâ&#x20AC;&#x2122;s M&E activities. The survey aims to gather your insights on the implementation of the program and how your participation has benefited you and your agency. Your honest responses will provide valuable information in defining the way forward for LED. LGSP-LED Field Director

Part I. Respondent Information Name: ____________________________________________ Participating LGU:_____________________ Position/Designation in the LGU: ______________________________ Years with the LGU:___ Email: __________________________________________________Contact Number: __________________ Part II. Your Participation in LGSP-LED 1.

What was your participation in LGSP-LED implementation? What LED activities in your LGU were you involved in prior to, during and after LGSP-LED?

What factors facilitated or constrained you from participating in LGSP-LED activities in your LGU?

What are conditions that encourage or support the introduction of LED reforms (e.g. updating of LIIC, Local Revenue Code, BPLS streamlining, etc.) and implementation of LED initiatives in your LGU?

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Part III. Your Learning Gains from LGSP-LED 4.

How relevant are the LGSP-LED training programs you attended in your role as members of the LED Team? What new knowledge (examples, value chain analysis, destination marketing, etc.) and skills have you gained from the training and from your participation in LGSP-LED activities that you find useful in your LED work?

To what extent were you able to apply these new knowledge and skills? What helped and/or constrained you from applying these new knowledge and skills in your LED work?

What key challenges have you encountered in your LED work? How did the program assist you in overcoming these challenges?

What LGSP-LED interventions (training and non-training interventions) have helped you the most in undertaking your LED work? Have helped achieve LED outcomes of LGUs?

How useful are the training materials and LED tools provided by LGSP LED to improve your planning, implementation, coordination and monitoring skills on LED?

Part IV. Results of Your Participation in LGSP-LED 9.

What positive benefits to you and your LGU were produced as a result of your participation in the project? As a result of your enhanced capabilities on LED?

10. How can you share the knowledge gained from the project? What mechanisms are in place that would allow sharing of LED knowledge and experiences? Are they effective? Why or why not?

11. How did your participation in the program enhance your relationship with other LED stakeholders â&#x20AC;&#x201C; local business sector, regional and provincial offices NGAs, community groups, etc.

12. How confident are you in leading LED efforts of your LGU? What support would you need to help you effectively perform your

Annex G: End of Project Survey Forms | 9

functions?

Part V. Your LGU Experience in Implementing LED Reforms 13. What LGSP-LED interventions helped the most in enhancing your LGU’s capacity to formulate, implement, monitor and evaluate LED polices, plans and programs? Were there other organizations or programs that provided similar assistance to you LGU? LGU LED Policies, Reforms and Programs • What was business sector response (MSMEs and big business) to LGU LED policies, reforms and programs?

•

What problems were encountered in implementing these reforms and how were they overcome?

•

How are these LED policies, reforms and programs monitored and evaluated?

LGU Business Plan • How does the business plan support business friendly policies and promote investments and employment?

•

How effective is the collaboration with the private sector in implementing and monitoring the success of the business plan?

•

How is the LGU business plan integrated in the CDP? ELA? AIP?

Local Investment Incentives Code • How did LGSP-LED enable the LGU in developing its LIIC?

•

What is the contribution of LIIC in promoting investments?

BPLS Streamlined Processes • How functional are the automated BPLS? Any challenges encountered in operating the system?

•

How happy are businesses with the streamlined process?

14. What LED governance structure and collaborative arrangements were formed at the local level? How effective was this structure/arrangement in leading the LED process? What helped make this structure/arrangement work? What were key challenges? Whas been the role of the LED Team in leading the LED process? What is the ideal composition of the LED Team and who is in the best position to assume the lead role in the team (aside from the Local Chief Executive)?

Was there an economic transformation team that was created to provide convergent support to your LED activities? Who was

Annex G: End of Project Survey Forms | 10

responsible for convening this team? 15. What would be needed to sustain and further enhance existing collaboration for LED among agencies and enhance the business friendliness and competitiveness of your LGU?

16. Other insights, comments or recommendations

Thank you. Your time and effort are greatly appreciated!

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Local Government Support Program for Local Economic Development (LGSP-LED) Survey Questionnaire for LED Actors Dear Respondent: Thank you for your willingness to take part in this survey which is part of LGSP-LED and DILGâ&#x20AC;&#x2122;s M&E activities. The survey aims to gather your insights on the implementation of the program and how your participation has benefited you and your organization. Your honest responses will provide valuable information in defining the way forward for LED. LGSP-LED End-of-Project Team

Are you aware of the following LGU programs and services being implemented in your locality to promote sustainable local economic development? Yes

Local Investments and Incentives Code (LIIC) Formulation/Updating Local Revenue Code (LRC) Formulation/Updating Local Economic and Investment Promotion Officer Tourism Office or Officer Business Plans for Investment Promotion and Workforce Development Tourism Plan National Governance Agency Convergence Mechanisms for Rural Development or Tourism Development Business Permit and Licensing System (BPLS) Streamlining Business Permit and Licensing System (BPLS) Automation LED Information Portal (SPARKBIZ) Tourism Circuit Planning Destination Marketing Product Development LED Training Programs Business Assistance Services 2. How did you learn about these LGU and LGSP-LED activities in your LGU?

On a scale of 1 to 5, meaning 5=very satisfied; 4=satisfied; 3=not sure if satisfied or not; 2=not satisfied; 1=very dissatisfied, please tell us how satisfied you are with these LGU programs or services implemented. Please encircle the number corresponding to your rating. Local Investments and Incentives Code (LIIC) Formulation/Updating Local Revenue Code (LRC) Formulation/Updating Local Economic and Investment Promotion Officer Tourism Office or Officer

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

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Business Plans for Investment Promotion and Workforce Development Tourism Plan National Governance Agency Convergence Mechanisms for Rural Development or Tourism Development Business Permit and Licensing System (BPLS) Streamlining Business Permit and Licensing System (BPLS) Automation Tourism Circuit Planning Destination Marketing Product Development LED Training Programs Business Assistance Services

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

1 1 1 1 1 1 1

2 2 2 2 2 2 2

3 3 3 3 3 3 3

4 4 4 4 4 4 4

5 5 5 5 5 5 5

PART II. Your Participation in LGSP-LED 4.

What LGSP-LED activity/ies or training program/s did you participate in? What LGSP-LED assistance was provided to you?

What made you participate in this/these LGSP-LED activity/ies?

What resources did you have to contribute to participate in the activity?

What other other training or assistance you would need?

Part III. Results of Your Participation 8.

What benefits did you and your organization gain as a result of your participation in the program? For individual workers, did your participation increase your household income?

Did your participation have any negative effects to you or your organization?

10. What new skills and knowledge (for example, value chain analysis, tourism product development, etc.) did you acquire or were enhanced as a result of your participation in the program?

11. How were these new knowledge and skills utilized to introduce change in your business operation? What business results were achieved because of the change/changes introduced?

12. Did this/these change/s result in increase in employment opportunities? What kind of new employment was created/gained?

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13. What conditions in your organization or the local environment supported this/these change/s?

14. Did your participation in LGSP-LED activities enable you cooperate/work together with the LGU and other local stakeholders in pursuing LED objectives for your locality? In what way was this cooperation demonstrated?

15. What will sustain your willingness to work together with and support your LGU in pursuing local economic development?

16. How did your learnings translate to actual business or personal gains or opportunities? Increased competitiveness of your company? (cite specific examples)

17. What else do you think your LGU can do to promote local economic development in your locality?

18. Is there anything else you would like tot ell us about the programs and services implemented by your LGU to support sustainable LED?

Thank you. Your time and effort are greatly appreciated! With much appreciation from the LGSP-LED Project Management Team Local Government Support Program for Local Economic Development (LGSP-LED)

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Survey Questionnaire for LGU (LEIPO, Tourism Officer and PESO) Dear Respondent: Thank you for your willingness to take part in this survey which is part of LGSP-LED and DILGâ&#x20AC;&#x2122;s M&E activities. The survey aims to gather your insights on the implementation of the program and how your participation has benefited you and your LGU. . Your honest responses will provide valuable information in defining the way forward for LED. LGSP-LED End-of-Project Team

Respondent Information Name: __________________________________________________________ Gender: Female_____ Male______ LGU: __________________________________________________________________________________________________ Name of Department/Unit: ________________________________________________________________ Position/Designation: _________________________Years in the Position: ___________ Part I. Your awareness of LED programs and services of DILG/NGAs 19. Are you aware of the following DILG/NGA programs and services being implemented in your locality to promote sustainable local economic development? Yes No Local Investments and Incentives Code (LIIC) Formulation / Updating DILG with BOL, DTI Local Revenue Code (LRC) Formulation / Updating

DILG with BLGF

Designation or Appointment of Local Economic and Investment Promotion Officer (LEIPO) Designation or Appointment of LGU Tourism Officer

DILG

Business Plans for Investment Promotion and Workforce Development Tourism Plan

DILG, DTI DOT

Economic Transformation Teams (ETTs) or Convergence Mechanisms for Rural Development or Tourism Development Business Permit and Licensing System (BPLS) Streamlining

DILG

Business Permit and Licensing System (BPLS) Automation

DILG

LED4LGUs Curriculum LED Information Portal (SPARKBIZ)

LGA LGA, LGSP-LED

DOT

DILG, DTI

Other programs partially or fully related to LGSPLED Batch 1 (2009-2012), Batch 2 (2012-2014) or Batch 3 (2014-2016) interventions 20. How did you learn about these DILG/NGA and LGSP-LED activities in your LGU?

21. On a scale of 1 to 5, meaning 5=very satisfied; 4=satisfied; 3=not sure if satisfied or not; 2=not satisfied; 1=very dissatisfied, please tell us how satisfied you are with these DILG/NGA programs or services implemented. Please encircle the number corresponding to your rating.

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Local Investments and Incentives Code (LIIC) Formulation/Updating Local Investments and Incentives Code (LIIC) Formulation / Updating

1 1

2 2

3 3

4 4

5 5

Local Revenue Code (LRC) Formulation / Updating

Designation or Appointment of Local Economic and Investment Promotion Officer (LEIPO) Designation or Appointment of LGU Tourism Officer

Business Plans for Investment Promotion and Workforce Development Tourism Plan Economic Transformation Teams (ETTs) or Convergence Mechanisms for Rural Development or Tourism Development Business Permit and Licensing System (BPLS) Streamlining

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

Business Permit and Licensing System (BPLS) Automation

LED4LGUs Curriculum

LED Information Portal (SPARKBIZ) Other programs partially or fully related to LGSPLED Batch 1 (2009-2012), Batch 2 (2012-2014) or Batch 3 (2014-2016) interventions

1 1

2 2

3 3

4 4

5 5

Thank you. Your time and effort are greatly appreciated! With much appreciation from the LGSP-LED Project Management Team

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