Preliminary Pages:

Foreword

All local government units are mandated by law, specifically the Local Government Code of 1991, to have a “comprehensive multi-sectoral development plan to be initiated by its development council and approved by its Sanggunian.”

The CDP is a process participated by all sectors, not just those within the government but more importantly the civil society organizations and other stakeholders. The CDP outlines the challenges and opportunities being experienced by the municipality, and ways to respond to these. Moreover, it considers the long-term land use plan, the 2013-2016 Executive-Legislative Agenda, the national/regional/provincial development plans, the current situation, various projections and the aspects impacted by the various challenges and opportunities.

The CDP likewise sets the direction for the municipality and spells out the different strategies that are further expressed into PPAs to attain the vision. These all become more significant as the municipality of Canaman is experiencing considerable growth, change and pressing development challenges. Like any area undergoing change, the municipality is facing a range of challenges which, if capitalized on, present great opportunities for Canaman.

Guided by the vision statement: “Canaman: The Citadel of Bicol Culture; God loving, excellent in service, and a brilliant blend of development in a resilient environment”, this CDP represents the municipality’s effort to define Canaman’s way forward for the next three years. This future direction, as summarized by the vision, underscores the need to capitalize on a range of opportunities and strengths with a balanced rural and urban development in mind; the importance of culture; a strong bias for sustainable inclusive development; and the need to ensure that people, lives, livelihood and the built environment are resilient in the ever changing climate.

Moreover, the Local Development Investment Program (LDIP) is integrated in this document. By definition, the LDIP is a multi-layer listing of programs and projects with cost estimates and sources of funds that will serve as a tool in implementing the comprehensive local development plan.

Being formulated with full participation of all stakeholders, I am confident that this CDP and LDIP will enjoy a broad base of support needed for its success. Since planning is a repetitive cycle, it is also our agreement with all the stakeholders to undertake a regular review and updating of the plan to make it more responsive.

All the people of Canaman, the partners and stakeholders of Canaman’s continuing progress and sustainable development are called upon to join in making this CDP-LDIP work.

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Acknowledgement

This CDP-LDIP was prepared through the Municipal Planning and Development Office, working closely with a Technical Working Group containing representatives of the Municipal Engineering Office, Municipal Mayor’s Office, Municipal Budget Office, Municipal Budget Office and the MLGO Office. The plenary workshops, consultations, formal and informal dialogues were conducted to gather/validate information and consider inputs from other municipal offices, elected officials, external stakeholders and the communities.

Acknowledgement, then, is due to the following whose participation and commitment made the completion of this significant document:

 all the Civil Society Organizations who actively participated in the workshops conducted in the course of the preparation of this document.

 the elected municipal officials of Canaman, headed by Municipal Mayor Henry P. Ragodon and the Sanggun9ang Bayan of Canaman headed by Municipal Vice-Mayor Roberto S. Requejo, for their active participation and commitment in the CDP-LDIP activities that became the basis of the 2017-2019 Executive-Legislative Agenda of Canaman

 all the municipal offices of Canaman, for providing the needed information and suggestions, and even accommodating informal discussions on issues relative to their respective fields

 all the national government agencies in the municipality, for actively participating and positively engaging in all the discussions and deliberations in the workshops

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Table of Contents

Preliminary Pages: ...... i Foreword ...... i Acknowledgement ...... ii Table of Contents ...... iii Chapter 1 Quick Facts About Canaman ...... 1 1.1 Brief Historical Background ...... 1 1.2 Geo-physical Characteristics ...... 1 1.2.1 Location and Total Land Area ...... 1 1.2.2 Topography ...... 2 1.2.3 Climate ...... 2 1.3 Population and Demographic Profile ...... 3 1.4 Social Services ...... 4 1.5 Economy ...... 4 1.6 Infrastructure ...... 5 1.7 Environment ...... 5 1.8 Institutional Machinery ...... 6 Chapter 2. Local Development Indicators ...... 6 Chapter 3. Comprehensive Development Plan ...... 11 3.1 Vision ...... 11 3.2 Vision – Reality Gap Analysis ...... 12 3.3 Cross-Sectoral / Special Issues and Concerns ...... 14 3.4 Sectoral Development Plans ...... 14 3.4.1 Social Development Plan ...... 14 3.4.2 Economic Development Plan ...... 16 3.4.3 Infrastructure and Physical Development Plan ...... 18 3.4.4 Environmental Management Plan ...... 19 3.4.5 Institutional Development Plan...... 21 3.5 Three-Year Cross-Sectoral Plan/Program ...... 22 3.5.1 Housing: ...... 23 3.5.2 Tourism: ...... 24 3.5.3 Education ...... 24 3.5.4 Land Banking: ...... 25 3.5.5 Parks and Recreation: ...... 25 3.5.6 Solid Waste Management: ...... 26

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3.5.7 Disaster Risk Reduction/Environment: ...... 26 3.5.8 Livelihood: ...... 27 3.5.9 Health and Nutrition: ...... 27 3.5.10 Parent Effectiveness: ...... 28 3.5.11 IT Operation/Computerization: ...... 29 3.5.12 Infrastructure Support: ...... 29 3.5.13 Institutional Capability Building: ...... 30 Chapter 4. Local Development Investment Program ...... 30 ANNEXES ...... 36 Outputs of the workshops: ...... 36 Photos of the workshops: ...... 44 Attendance: ...... 47

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Chapter 1 Quick Facts About Canaman

This chapter presents the quick statistics about the Municipality of Canaman.

1.1 Brief Historical Background  It is now part of the collective memory of taga-Canaman that the area now known as Canaman was thickly forested before the area entered western consciousness and recorded annals. According to Jesuit anthropologist Frank X. Lynch, the town’s name is derived from “cana,” a tree used as building material suffixed with “man.” Canaman native Bicol historian Danilo M. Gerona argues that the “cana” tree produced wood used as a decorative material.  According to Gerona, Canaman has been in existence as a thriving Christian community for over 400 years. Canaman became a doctrina during the third Franciscan Chapter meeting held in Manila in June 1583. This marked the birth of the municipality as a vibrant Christian community.  In 1900, militant taga-Canaman burned their church after they heard that Americans are closing in. It was an act of self-immolation and effort to save the old church from desecration at the hands of the invaders. Several taga-Canaman were suspected of collaboration with the Filipino Revolutionary Army which resulted in the establishment of a garrison in the town and the replacement of the local force.  In 1902, Canaman was annexed to Naga City and was under its administration. However, seven years later, Canaman regained its former status as an independent town in 1909 through Rep. Tomas Arejola.  On 8 March 1942, taga-Canaman formally organized the Tangcong Vaca Guerilla Unit, one of the least known local fighting forces in the province in response to Japanese oppression. The guerilla unit was founded by Elias V. Madrid in barangay San Nicolas. Maj. Juan Q. Miranda, his nephew, served as the Commanding Officer while Leon SA. Aureus, from Libmanan acted as the Executive Officer. Miranda became the representative of the district after the War and he progressed the cityhood of Naga. The battle for the liberation of Naga was launched on 9 April 1945 and produced an authentic hero in 22 year-old guerilla Lt. Delfin C. Rosales whose roots were from Canaman. A park was established in San Nicolas which includes a marker in honor of the Tangcong Vaca Guerilla Unit.

1.2 Geo-physical Characteristics

1.2.1 Location and Total Land Area  Canaman has a total land area of 4,327 hectares and is centrally located in the province of Camarines Sur, about 380 kilometers south of Manila, about five (5) kilometers northwest of Naga City and 100 kilometers north of Legazpi City, Albay.  The area is between 13°36’25” and 13°40’00” East longitude and 123°04’01 and 123°12’30” North latitude. It is bounded on the North by the Municipality of Magarao and on the South by the Municipalities of Camaligan and Gainza. The Eastern portion is bounded by the City of Naga and to the Western side by the

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Municipalities of Libmanan and Pamplona the Bicol River serving as a natural boundary.

1.2.2 Topography

 The municipality is topographically situated on the estuarine floodplain along the low lying areas on the northern and western sides of the bank of the Bicol River.  Canaman is relatively flat with 96% of its land area having a slope of 0-3%. The remaining portion has a slope of 3.10% to 5% and these are located is in the eastern part of the municipality going up to Mount

Isarog. Location of Canaman within the Bicol River Basin

Google Earth Image of Canaman and its Environs

1.2.3 Climate

 The municipality of Canaman belongs to the fourth type of climate, where rainfall is more or less evenly distributed throughout the year. Rainfall is of Type B (humid) where rain is well or less evenly distributed throughout the year with at most three dry months.  This type of climate and rainfall depend on the annual coming and going of three great air masses: The Southwest Monsoon, the Northeast Monsoon and the Northeast Trade. The Southeast Monsoon, most humid by far of these air streams, enters the Southwest portion of the archipelago and usually reaches Canaman about mid-June. It brings less rain in Canaman unlike the Northeast Monsoon which gives heavy downpour to Canaman from October to February. Page | 2

 Driest and warmest of the air streams, the Northeast Trade starts in the Northwest from November to February (along with the Northeast Monsoon), then gradually swings to the Southeast by March and April and in May join the Southeast Monsoon when the latter returns from below the equator it begun its annual trek within April or May.

1.3 Population and Demographic Profile

 Canaman has registered continuous increase in population albeit at fluctuating growth rate. From 3,710 inhabitants in 1918, Canaman has grown into a community of around 35,000 people in 2015.  Based on the 2007-2015 growth rate of 1.0037%, Canaman’s population will breach the 40,000 mark by year 2025.  Per October 2015 Census by the Philippine Statistics Authority, Canaman has a total population of 34,210; a total of 16,761 or 49% female and the remaining 51% or 17,449 are male

Historical Growth of Population Canaman, Camarines Sur 1918-2015 40,000

35,000 34,210 31,583 32,390 30,000 27,719 25,000 22,732 20,000 20,298

15,787 15,000 14,522 12,422 10,000 9,032 8,988

5,000 5,592 3,710 0 1918 1939 1948 1960 1970 1975 1980 1990 1995 2000 2007 2010 2015

 59% or 20,276 of the population live in the 9 urban barangays and 13,934 or 41% are located in the 15 rural barangays.  Overall population density in Canaman is 8 persons per hectare. However, urban area density is 26 persons per hectare while rural area density is 4 persons per hectare.  The top barangays with highest population density is San Agustin (62 persons per hectare) and Pangpang (61 persons per hectare). The barangays with lowest population density is San Juan (1 person with hectare) and San Nicolas (2 persons per hectare)  A total of 5,297 belongs to elementary school age population (6-12 years old); 2,555 of which are female and 2,742 are male  A total of 2,893 belongs to secondary school age population (13-16 years old); 1,404 of which are female and 1,489 are male  Young dependents (0-14 years old): 11,580 persons (5,542 female; 6,038 male) or 33.8% of the total population Page | 3

 Old dependents (65 years old and above): 1,793 persons (1,040 female; 753 male) or 5.2% of the total population  There are 11,851 members of the labor force (4,050 female; 7,801 female) representing 34.6% of the total population  Canaman is still predominantly Catholic. CY 2009 CBMS results showed 96% of the residents are Roman Catholics. The religion of the remaining 4% are Protestants, Iglesia ni Cristo, Aglipay, and other Christian groups.

1.4 Social Services

Education  The Municipality of Canaman, particularly Barangay Baras, is host to two tertiary educational institutions namely Mariners Polytechnic Colleges Foundation, Inc. and Aeronautical Academy of the Philippines.  Public education in Canaman is catered by three (3) public high schools and eighteen (18) public elementary schools.  There are three (3) private schools in the municipality, two caters to pre-schoolers and one offers complete elementary grades.  All the 24 barangays have day care centers. Health  There is no hospital in Canaman but there are three birthing clinics that operates 24/7; two are privately owned and the remaining one is LGU-operated.  The main health center is the municipal health office and birthing clinic located in Pangpang. There are four satellite health stations strategically located in the covered cluster of barangays (Sua, Poro, san Nicolas and Haring). Housing  Per 2014 CBMS Survey: 2,630 households living in housing made of light/makeshift wall/roof (511 households in makeshift house)  Per 2014 CBMS Survey: 3,337 households are either insecure or partially insecure (565 informal settlers, 2,772 renting or rent-free w/ consent) Protective  The municipal police station has a total of 30 personnel: 1 PCO, 25 PNCO and 4 NUP. The police force is helped by force multipliers in the barangays, particularly the barangay tanods.  The Canaman Municipal Fire Station is being manned by two BFP personnel. At present, the municipality has no fire truck and relies on the neighboring localities especially Naga for the services of fire truck in case of emergency.

1.5 Economy

 Major economic activities in the municipality are agriculture, retail trade and services.  The 2014 CBMS Survey showed that the main source of income of the 79% of the total households are from the secondary and tertiary sectors and only 21% are into the primary sector. This makes the level of urbanization of Canaman at 79%.

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Structure of the Economy

1.6 Infrastructure

 All the 24 barangays is reached by electricity provided by CASURECO II. However, 697 households were still reported to have no electricity (CBMS 2014).  Per advisory from the Local Water and Utilities Administration, the water table in the entire Canaman is already infiltrated by saline hence is not fit for drinking. Source of Potable Water in the municipality is the Metro Naga Water District. At present, 12 barangays are reached by the services. Pipeline extension to seven more barangays has just been completed and is expected to be operational by 2017.  All barangays have road networks ranging from concrete pathwalks to concrete roads.  Residents of four barangays (Iquin, San Nicolas, San Juan and Palo) and 2 sitios of Barangay Mangayawan are isolated; they need to cross the more than 100-meter wide cut-off channel using banca reach their homes.  Four national government agencies have offices in Canaman, namely BFP, PNP, DAR and DPWH.

1.7 Environment

 Solid Waste Management is a continuing challenge. Baras MRF needs upgrading and there is a need for barangay MRFs.  Ten-year SWM Plan needs completion, review & updating to have a cohesive SWM system. Need to strengthen barangays to perform their function in SWM. Need for strategy to comply with the Sanitary Landfill requirement  Based on the CBMS 2014 Survey the following are the household solid waste management practices: 17.6% - garbage is collected; 77.6% - burning; 18.4% composting; 14.2% recycling; 34.1% segregation; 3.3% pit with cover; 16.5% pit without cover; and 6.7% throwing in rivers  Air quality in the municipality is relatively clean, especially in the rural barangays  Water quality of the rivers and waterways is turbid and with lots of floating debris  Underground water is already infiltrated by saline per information from LWUA

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1.8 Institutional Machinery

 Canaman has 24 barangays, 9 are classified as urban and 15 are classified as rural per NSO classification  Urban barangays: Baras, Del Rosario, Dinaga, Haring, Pangpang, San Agustin, Sta. Cruz, San Vicente, Tibgao  Rural Barangays: Fundado, San Juan, Iquin, San Nicolas, Liñaga, San Roque, Mangayawan, Sta. Teresita, Palo, Sua, Poro, Talidtid, San Francisco, San Jose East, San Jose West  LGU Structure and staffing: 12 Municipal Offices; 11 Elective Officials (including LIGA Pres. and SK); 72 Permanent Employees (33M, 39F) and 1 Co-terminus (Male)

Organizational Structure Canaman, Camarines Sur

Chapter 2. Local Development Indicators

 The low elevation and its location exposes Canaman to some risks such as flooding, sea level rise and even tsunami.  Flood risk. The occurrence of flooding is regularly related to and follows a typhoon storm event. In addition, low lying areas along the Bicol River experience flooding associated with cyclic tidal influence and torrential rains.  Flooding most commonly occurs within barangays San Nicolas, San Juan, Iquin, and Palo, which are surrounded by Bicol River. These areas are mostly located in the coastal barangays, although extend inland in localized depressions. At the same time, there are also portions of the municipality that experience localized flooding, not necessarily because of proximity to a river or low elevation, but because of inadequate/poorly maintained drainage, and location downstream of other subdivisions. Haring is one such location where this is true.

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25-Year Return Flood Hazard map of Canaman ptovided by DOST-UP as part of the LIDAR-DREAM Project

 Sea level rise risk. In order to make preliminary assessment of sea level risks in Canaman, sea level rise scenarios have been taken from firetree.net. The mapping is based on current elevations (using information from Google maps and NASA) to project the possible spatial extent of sea-level rise. Areas likely to be impacted by a sea level rise of a given height are shaded blue in the mapping. It was observed that the sea-level rise models of firetree.net closely resemble the 5-year, 25-year and 100-year rain return flood maps provided by the DOST-UP. Below is the 2m sea-level rise model from firetree.net, it shows that approximately 70% of the municipality is within or below sea-level. Moreover, it appears that most of the settlements are affected especially in the island where San Juan, San Nicolas & Palo is located.

Inundation at two-meters (2m) of sea level rise, LGU Canaman and surrounds, June 2013 (source: http://flood.firetree.net)  Tsunami risk. The low-lying nature of Canaman within the Bicol River delta and the way in which water can easily funnel through the delta from San Miguel Bay means that a tsunami triggered

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by an off-shore earthquake may significantly impact barangays of Canaman, especially at the barangay Palo. Below is a Tsunami Hazard map, developed by the Philippine Institute of Volcanology and Seismology and the Philippine Department of Science and Technology in 2007 assuming a tsunami is triggered by an 8.1 magnitude earthquake along the Philippine trench and a wave height at the coastline of 3m

CANAMAN

Tsunami Hazard Map for Camarines Sur

 2011 PAGASA projections under medium-range emission scenario, contained in the report Climate Change in the Philippines regarding likely changes to temperature, rainfall and the frequency of extreme weather events for all provinces in the Philippines demonstrated the following possible trends for Canaman: o An overall warmer climate, especially during March-April-May, the traditional dry season (average of 30.4 degree Celsius in 2050) and June-July August (average of 31.3 degree Celsius in 2050); o More rainfall overall, but with less rain during March-April-May, (average decrease of 40.1mm by 2050) and more rain during June-July-August (average increase of 26mm by 2050); months of September to November is still projected to have the most rains (from average of 1,029.4mm to 1,037.1mm by 2050. o Of particular concern within these projections are the projected changes to the traditional dry season (i.e. March, April, May) in the form of warmer temperatures and decreased rainfall

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Seasonal temperature increase and rainfall change in Bicol (source: PAGASA 2011 Report, Climate Change in the Philippines) o The projected changes to temperatures and rainfall are greater in Camarines Sur compared with other provinces in the Philippines, showing that the province is expected to experience greater climatic changes than other parts of the Philippines, making us more vulnerable to climate change impacts

Difference in temperature comparing existing PAGASA records (1979-2006) with PAGASA projected temperatures.

 Overall dependency ratio in Canaman is 64.2%, meaning there are 65 dependents (57 young and 8 old) for every 100 population. (Overall dependency ratio = (young dependents + old dependents) / working age population)  The 2014 CBMS Survey results showed that 36.5% of the households in Canaman have income below poverty threshold.

Poverty Incidence per Barangay

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 There is no hospital in Canaman  Per 2014 CBMS Survey: 2,630 households living in housing made of light/makeshift wall/roof (511 households in makeshift house)  Per 2014 CBMS Survey: 3,337 households are either insecure or partially insecure (565 informal settlers, 2,772 renting or rent-free w/ consent)  The municipal police station has a total of 30 personnel: 1 PCO, 25 PNCO and 4 NUP  The Canaman Municipal Fire Station is being manned by two BFP personnel. At present, the municipality has no fire truck and relies on the neighboring localities especially Naga for the services of fire truck in case of emergency.  Per CBMS 2014, 3,191 households without access to safe water

Household Access to Safe Water

 Residents of four barangays (Iquin, San Nicolas, San Juan and Palo) and 2 sitios of Barangay Mangayawan are isolated; they need to cross the more than 100-meter wide cut-off channel using banca reach their homes.

Road Network/Circulation Map

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 Solid Waste Management is a continuing challenge. Baras MRF needs upgrading and there is a need for barangay MRFs.  Ten-year SWM Plan needs completion, review & updating to have a cohesive SWM system. Need to strengthen barangays to perform their function in SWM. Need for strategy to comply with the Sanitary Landfill requirement  Based on the CBMS 2014 Survey the following are the household solid waste management practices: 17.6% - garbage is collected; 77.6% - burning; 18.4% composting; 14.2% recycling; 34.1% segregation; 3.3% pit with cover; 16.5% pit without cover; and 6.7% throwing in rivers  Air quality in the municipality is relatively clean, especially in the rural barangays  Water quality of the rivers and waterways is turbid and with lots of floating debris  Underground water is already infiltrated by saline per information from LWUA

Chapter 3. Comprehensive Development Plan

3.1 Vision

The Citadel of Bicol Culture; God loving, excellent in service, and a brilliant blend of development in a resilient environment

Vision Elements Brief Explanation Outward looking:  Citadel of Bicol Culture Canaman has rich history and is touted as a bastion of Bicol culture. Fr. Frank Lynch, an American sociologist heralded Canaman as the home of pure Bicol. Canaman is proud of its rich cultural heritage and is equally proud to persevere in preserving it amidst the ever changing world. The municipality’s rich cultural heritage is an identifying mark of Canaman as a town and as a people, and it will likewise influence its strategies towards the envisioned development. Inward looking: Page | 11

 God loving God loving is not just about the religiousity of the people of Canaman, but more importantly, the inherent traits of God-loving people, regardless of religious affiliation or denomination. This includes respect for others, care for the family and the community as reflected in the peace and order situation of the municipality.  excellent in service Required services is provided to the constituents exemplified by a professional, committed and responsive LGU officials and employees personifying public service excellence.  brilliant blend of Balanced rural and urban development characterized by activities development that have great regard to the impact of development to the environment and the people.  resilient environment Clean, green and climate-change/disaster resilient people, community, economy, surroundings and infrastructure.

3.2 Vision – Reality Gap Analysis

What needs to happen Vision Elements Success Indicators Current Reality Gap to make the vision a reality  Citadel of Bicol Culture  God loving Peaceful & orderly Incidence of Poor implementation Well-disciplined & law Good moral crime of government abiding citizen Environment Preservation of policies/ordinances Proper guidance & friendly traditions & -High Techno counseling (all sectors) Harmonious customs -Modernization of Well-disciplined & low relationship among Poor waste technology abiding citizen family members & management Lack of awareness Information society Minimal -Irresponsible dissemination (IEC) Responsible incidence of Less interaction Economic stability parenthood family among family Prioritization feud/conflict members due to Proper time Strong family ties modern technology management Irresponsible Lack of quality time for the family  excellent in Service Awardee SGLG Golden Unable to meet Comply needed service Full Automation Award not certain requirement requirements Paperless achieved Funding Additional budget Performance Manual /Semi Funding Additional budgets Pledges Achieved Paper Dependent Absence of training, capability ISO Standard Not all signatories dev’t. Complete office transactions Funding & skills Designated signatories departments Non-ISO Funding salary ceiling online Clients Satisfaction Incomplete -See # 4 Additional Budget & Full manpower offices -Employees attitude Training, CD Not all clients are No creation of Proper designation satisfied positions/funding -personality dev’t. Lack of Creation of position/ manpower funding job orders  brilliant blend High quality/ Low production Support from the -Plant GSR palay seeds quantity of due to climate gov’t. for palay seeds (green super rice) Page | 12

What needs to happen Vision Elements Success Indicators Current Reality Gap to make the vision a reality of development Agricultural change and other inputs -proper irrigation products 80% delinquent Lack of political will facility Updated payment Few MSMEs (enforcement of Strict implementation of market rentals -With dragon ordinance) of market ordinance Presence of boat camp -Incentive to Pass/amend the (establishment - TVGU investors existing incentive manufacturing) monument park -Land disputes/ proof ordinance to attract Industries (small & -No established of ownership possible investors medium) tourism office Funding -assist in the Established/operati negotiations of onal tourist settlement of disputes destination Allocate funds and fund sourcing  Sufficient parks Limited and Around 2 hectares to Landbanking and recreation declining space comply with the Development of linear areas Seemingly it is standards parks not a priority of encourage the the GUs barangay LGU’s to prioritize freedom parks -Counterparting of funds by municipal LGU & Barangay LGU’s  Full automation Manual /semi Funding/manpower Additional Budget Well equipped CSO No CSO Funding Additional Budget for offices offices/No Limited space for CSO Modern offices available location modern offices Construction of New CDP achieved Crowded offices Funding office Buildings Full participation of Partially achieved Limited support Additional Funding CSO & NGO’s Minimal Provide incentives participation  Resilient Constructed Partially Funding Fund sourcing environment bridges, farm to implemented Trainings, seminars, -Conduct trainings & market roads and Lack of infra equipment seminars other facilities projects 20% in terms of road -Purchase of needed Full 80% in terms of network equipment/tools/mat implementation of Road Network 100% in terms of erials DRRM Plan and 0% in terms of Bridges connecting Increase local income updated regularly Bridges island barangays to finance local roads (Barangay & connecting island Not yet opened & & Bridges Municipal) barangays implemented Roads not, yet opened & implemented but under CLUP

Complete irrigation Around 50% of 50% of agricultural Request NIA for study, systems the agricultural land design and funding for land only implementation Comprehensive No Lack of Funds, Lack of -Funding for survey, Drainage and Flood comprehensive human resource & design and Control System system equipment implementation Page | 13

What needs to happen Vision Elements Success Indicators Current Reality Gap to make the vision a reality Typhoon resilient Presence of Lack of Funds, Lack of Land banking for public and private houses made of human resource & resettlement and building and light/makeshift equipment housing program housing materials Funding for study, Presence of design and old/dilapidated implementation buildings Nat’l Building Code is strictly implemented -Monitoring, supervision of NGA projects (DPWH & DEPED)

3.3 Cross-Sectoral / Special Issues and Concerns

The CDP process, per DILG guidelines, is structured around the five traditional planning sectors, namely: economic, social, environment, institutional and infrastructure/physical sector. However, in the analysis of the situation and determination of strategies, the problems and solutions cuts across a number of sectors. For example, housing program can address several sectoral concerns such as economic, social, infrastructure and even environment.

Likewise, livelihood programs are response to both economic and social sectoral concern. The same goes with the other PPAs.

3.4 Sectoral Development Plans

3.4.1 Social Development Plan

3.4.1.1 Introduction:

This compendium of proposed activities is designed to deal with the identified issues and concerns relative to improving the state of wellbeing of the local population and upgrading the quality of social services such as health, education, welfare, housing and the like. Questions of equity and social justice and gender sensitivity are also addressed by this sectoral plan. Many programs and projects in this sector are of the “soft” non-capital type but they are as important as the capital investment or “hard” projects.

3.4.1.2 Goals: All taga-Canaman are self-sufficient and able to achieve their desired quality of life through improved livelihood opportunities, peace and order, public safety, housing, education, health and other support services

3.4.1.3 Objectives: 1. To improve access to, and quality of all forms of education from barangay day care right through to college, towards the goal of one college graduate per household. 2. Improved nutrition outcomes through joined up agriculture-social welfare-health programs. Page | 14

3. Improved primary health outcomes through enhanced curative and preventative services at barangay and municipality levels. 4. Safe and secure housing for those living in informal settlements, hazardous locations and/or in makeshift housing. 5. Infrastructure and service delivery that support peace and order, recreation, Bicol culture and quality of life. 6. To improve safety and security of the people and communities 7. Increased and diversified household incomes through skills trainings, household/agri-based livelihood, access to capital and marketing support. 8. Support well-planned urban development that houses a growing population.

3.4.1.4 Strategies:  Linkaging with Metro Naga Water District (MNWD) & Libmanan Water District (LIWAD) for the extension of potable water pipelines to barangays (especially Fundado, Sua, Iquin, San Juan, San Nicolas and Palo)  House to house visitation and IEC (Oplan Tokhang)  Increased visibility of police personnel and force multipliers  Sustained drive against criminalities and illegal activities in partnership with all sectors  Revitalization of concerned local special bodies  Hiring of technical personnel (legal officer, health personnel, engineering personnel)  Revisit assistance to indigents  Vaccination and supplemental feeding  Creative packaging or programs and projects to provide multiple benefits and address multi- sectoral concerns  Linkaging and partnership with NGAs, NGOs, business organizations and other group  Strict enforcement of government policies/regulations  Strengthen tertiary scholarship  Issuance of supporting Executive Order  Revisit related ordinance or formulate needed legislation  Local shelter plan preparation  Acquisition of lands  Fund sourcing

3.4.1.5 Programs and Projects: Education:  Canaman 2020 Education Innovation  Municipal Scholarship Program  Educational Assistance Program  Alternative Learning System Health:   Maternal and Child Care Program  Nutrition Program  Early Warning System on Food and Nutrition  Operation Timbang  Family Planning/Reproductive Health Program  Disease Control and Prevention Program  Environmental Sanitation Program  Health Equipment a  Health Infrastructure Social Welfare Page | 15

 Day Care Services  Universal Insurance Program (Philhealth Enrolment)  Counseling Services  Parent Effectiveness Program  Assistance to Vulnerable Sectors  Assistance to Individuals in Crisis Situation  Referral Services  Strengthen Local Council for the Protection of Children  Sustainable Livelihood Program Housing and Utilities:  Local Shelter Plan Formulation  Resettlement Program  Land banking  Housing Program  Adoption of green and disaster/climate-change resilient designs  Partnership with MNWD and LiWAD Peace and Order:  Operation Tokhang  Strengthening of MADAC & BADAC  Streetlighting Program  Visibility of proper authorities (tanod, PNP, other government officials) 

3.4.1.6 Proposed Legislations  Local legislation in consonance with Reproductive Health Law  Revisit/revise Scholarship Ordinance, Housing Ordinance, Traffic Ordinance  Expropriation ordinance (if needed)  Resolution Requesting Funding Assistance 

3.4.2 Economic Development Plan

3.4.2.1 Introduction: This sector covers the issues on the core subsectors of agriculture, tourism, commerce and trade. It leverages the city’s vibrant economy to sustain its growth and create new opportunities for expansion, especially through targeted government investments in both existing and emerging industries.

3.4.2.2 Goals: A strong and distinctly ‘Canaman’ local economy characterized by sustainable agriculture, expanding industries and businesses, creative use of nipa and other natural resources and growing tourism sector.

3.4.2.3 Objectives: 1. To ensure the long term future of agriculture and fisheries in Canaman through demonstration of organic and integrated farming approaches, targeted infrastructure support and sound environmental management. 2. Increased agricultural and commercial investment through increasing access to finance, along with necessary trainings on financial management. Page | 16

3. To increase the capacity of all taga-Canaman to generate income through education, trainings and skill development. 4. To promote alternative livelihoods, such as Bicol River tourism, local vegetable production, and value- adding to native products. 5. To provide infrastructure that supports economic activities.

3.4.2.4 Strategies:  Intensify and diversify crop production  Increase farm and livestock production and promotion of production boosting methods  Accelerate local economic development  Encourage entrepreneurship and investment promotions  Encourage participation of the private sector in the provision of support facilities to meet future agricultural demands, prevent pollution and top soil deterioration  Minimize land conversion to ensure continuity of local food supply  Formulation of detailed urban development plan  Provision of support facilities, equipment and infrastructures  Climate-resilient livelihood  Conduct of studies and research  Coordination with NGAs, NGOs  Fund Sourcing 

3.4.2.5 Programs and Projects:  Sustainable Livelihood Program o Skills Training and Start-up Kit for Head of the families o Livelihood & Training for OSY, women, PWD, and other disadvantaged sectors o Promotion of native products and support to producers  Sustainable Agri-based Livelihood Program o Gulayan sa paaralan at Pamayanan o Organic Piggery o Production of OPV vegetable o Organic Farming/Palayamanan o Vegetable production o Swine Raising o Community Food Production o Conduct pa contest sa barangay to palay & vegetable growers o  Enhanced Palay Production Program o Promotion of GSR palay seeds o Constructions/rehabilitation of irrigation facilities o Reorganization/organization of irrigations association o Support on agricultural equipment and machineries to organized & registered association o Conduct “ Pa contest sa Barangay” to palay growers as one way of encouraging growers o Promotion of Organic farming and Integrated farming  Tourism Program o Promotion of tourism o Identifying tourism spots/destination

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o River Cruise and Dragon Boat: Pilot/POC of Floating Restaurant,; Improvement of TVGU Park; of Park; Construction/improvement of dragon boat camp & its facilities; Procurement of additional life saving equipment for rescue & Dragon boat camp; Massage Training (DOH Certified) o Lagaylay Festival o Canaman Festival o Establishment of Rondalla Group o Training and start-up support on souvenir items production  Institutional Mechanisms o Formulation of Local Economic Development Plan o Creation of LEIPO o Enhanced Monitoring of Livelihood Projects o Revisit livelihood guidelines and agreement with beneficiaries

3.4.2.6 Proposed Legislations  Revision of incentive ordinance  Revisit Tax/Market Ordinance  Study possible legislative action on Local Economic Development Team  Ordinance on Creation and funding of position/office (Legal Officer , Local Economic and Investment Promotions Office/r) 

3.4.3 Infrastructure and Physical Development Plan

3.4.3.1 Introduction: This part deals with physical development program which involves road projects, bridges, power, water, drainage, slope protection, public buildings and other infrastructure projects to help improve the living condition of the people. The PPAs in this sector usually cuts across several sectors as they are designed to contribute to social development, economic development and environmental management. It also includes the opening of new roads and bridges to open up new urban expansion areas or new growth centers, as well as the development and expansion of communication, water and power projects. The physical development plan may include proposals for the redevelopment of old and declining sections of the locality, opening up new settlement areas or development of new growth centers in conformity with the chosen spatial strategy.

3.4.3.2 Goals: The provision of vital infrastructure is integrated with all other areas of service delivery, so that it brings multiple benefits to taga-Canaman.

3.4.3.3 Objectives: 1. Infrastructure provision is integrated with long term planning, and itself is planned, to ensure the benefits of public investment are maximized. 2. To provide infrastructures whose needs are well documented, such as but not limited to: - Roads - Bridges - Drainage and Flood Control - Public Cemetery - Recreational Areas - Irrigation systems - Evacuation center, multi-purpose buildings, school buildings and other public buildings Page | 18

- Transport terminal in the poblacion - Water augmentation to rural barangays - Materials Recovery Facilities in all barangays. 3. Support well-planned urban development that houses a growing population 4. To maintain infrastructures in a planned, funded and coordinated manner

3.4.3.4 Strategies:  Research/Adoption of Disaster/climate change resilient designs  Research/Adoption of green design  Conduct of studies and research  Land Banking  Conduct of feasibility studies  Coordination with NGAs, NGOs  Fund Sourcing 

3.4.3.5 Programs and Projects:  Road Improvements Program (road reblocking, road concreting, road opening)  Bridge Improvement Program (foot bridges, concrete bridges, cable bridges)  Land Banking program (for terminal, public cemetery, schools, park/recreation areas, housing)  Formulation of Local Shelter Plan  Riverbank/slope Protection Program (along Bicol river, cut-off channels, Canaman River and other critical tributaries)  Comprehensive Drainage and Flood Control Program  Government Buildings and Parks Improvement Program (BFP and PNP buildings, school buildings, LGU office, parks and recreation areas, evacuation/multi-purpose buildings, integrated transport terminal, etc.)  Establishment of Canaman Public Cemetery  Irrigation Program 

3.4.3.6 Proposed Legislations  Resolution for Funding Assistance  Ordinance on the Establishment of Canaman Public Cemetery as a Local Econom9ic Enterprise  Ordinance on Creation and funding of position for engineering technical personnel 

3.4.4 Environmental Management Plan

3.4.4.1 Introduction: This section consolidates the environmental implications of all development proposals within the municipality and provides mitigating and preventive measures for their anticipated impacts. It embodies programs for maintaining cleanliness of air, water and land resources and rehabilitating or preserving the quality of natural resources to enable them to support the requirements of economic development and ecological balance across generations. A major component of this sectoral plan will also include measures to minimize the vulnerability of the local residents to natural hazards, disasters and climate change.

3.4.4.2 Goals: Page | 19

Ecological protection, along with sustainable economic development, climate change adaptation and disaster resilience are achieved through careful management of our environment and natural resources.

3.4.4.3 Objectives: 1. To achieve effective solid waste management in the interests of human health and environmental quality. 2. To improve the quality of all waterways to deliver better environmental (water quality, biodiversity, erosion control), public health and livelihood benefits. 3. To reduce the vulnerability of our people, buildings and infrastructure to disasters through - mitigating known risks and hazards - careful management of land use and the environment - developing everyone’s capacity – from individual person, to households, communities, to barangays, the municipality and other stakeholders, to plan, prevent, prepare and respond to disasters. 4. To develop the capacity of all sectors to adapt to a changing climate, characterized by drier dry seasons, wetter wet seasons, increased flood hazard and rising sea levels.

3.4.4.4 Strategies:  Ensure resiliency to climate change related-risks  Disaster/climate change resilient infra  Implement resource rehabilitation, and science based conservation and management measures  Secure food availability and affordability  Strengthen research and development  Relocation/resettlement program especially those living in danger zones  Strict enforcement of laws (solid waste management, setbacks/easements, sanitation, etc.)  Livelihood programs that promote rural and value chain development toward increasing agricultural and rural enterprise productivity and environmental protection  Adoption of new but proven technology on solid waste management, agricultural production, etc.  Procurement of suitable lands  Advocacy on area-wide plans and programs especially on flooding (e.g. Bicol River Basin Flood Control/Mitigation Program)  Partnership with other municipalities on clustering for Sanitary Land Fill  Strengthen local councils (M/BDRRMC, M/BSWMB, etc.)

3.4.4.5 Programs and Projects:  Formulation of Comprehensive Irrigation and Drainage Plan  Disaster/Climate Change resilient Public Infra Program (multi-purpose buildings, evacuation centers, etc.)  Affordable and Safe Housing Program  Riverbank/Slope Protection Projects  Land Banking Program  Disaster/climate Change Resilient Support Infrastructure Program (core local access roads/bridges)  Procurement of solid waste management equipment  Sustainable livelihood program  Build-Back Better program  Regular Desilting/clearing of waterways Program  Adoption of disaster/climate-change resilient plant varieties (palay and vegetables)

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 Establishment of barangay MRFs  Partnership with near/neighboring LGUs (Naga, San Fernando, etc.) re: sanitary land fill  Capability Building Program

3.4.4.6 Proposed Legislations  Revisit Environmental Sanitation Ordinance and other related ordinances  Revisit Local Shelter Ordinance  Expropriation Ordinance (if needed)  Creation and funding of position/office (Environment Office and Officer, Legal Officer, 

3.4.5 Institutional Development Plan

3.4.5.1 Introduction: This section focuses on strengthening the capability of the local government bureaucracy as well as elected officials to plan and manage the development of the municipality. Manpower development, fiscal management and program/project management are the vital components of this sectoral plan. This sectoral plan likewise promotes the involvement of voluntary groups or civil society organizations in the preparation, implementation, monitoring and evaluation of the different sectoral programs, projects and activities.

3.4.5.2 Goals: To have a transparent, participatory, competent and accountable governance that responds to community concerns and provides excellent service to all clienteles

3.4.5.3 Objectives: 1. To have a competent and service-oriented officials and employees; 2. To have a well-equipped and technology-aided offices and services; 3. To institutionalize a system that value every citizen’s comments, suggestions, and needs, including those with special needs such as the differently-abled, pregnant women, and senior citizens; 4. To have a functional performance management system and a strong adherence to meritocracy in public service; 5. To ensure compliance to service standards resulting to timely and necessary provision of excellent services to all clienteles 6. To institutionalize participatory governance

3.4.5.4 Strategies:  Increase the capabilities of the institution and its people  Develop efficient, effective, accountable and transparent LGU systems and processes  Implementation of a performance-based management system  Adoption/utilization of new technology (e-governance)  Citizen/CSO engagement and empowerment  Empower women, IPs, PWDs, children and other marginalized sector through community based programs  Creation of task force/technical working group and Designation of focal persons  Creation of oversight committee as standing committee in SB  Strengthening of local special bodies  Improvement of offices  Increase local revenue  Strengthen collaboration between and among the government and private sectors Page | 21

 Ensure security of land tenure to encourage investments  Facilitate ease of doing business  Creation and filling-up of positions/offices  Careful study of LGU-staffing pattern of the LGU & Prioritization of Positions to be created/filled-up based on budget PS ceiling and long-term analysis

3.4.5.5 Programs and Projects:  Computerization Program (networking, computer systems/applications, municipal/barangay database systems, web presence, web applications, etc.)  Strategic Performance Management System  Capability Development Program (Municipal, Barangay, CSO/PO, disadvantaged sectors, local special bodies)  National Competitiveness Index  Formulation of multi-year ideal LGU-staffing pattern and proposed priority office/personnel  LGU-CSO Partnership Program  Seal of Good Local Governance  Business One-stop Shop  Partnership with DICT

3.4.5.6 Proposed Legislations  Revisit Incentive Ordinance  Ordinance/Resolution on Local Economic Development  Ordinance/Resolution on SB Oversight Committee  Creation and Funding of office/positions through a review of LGU staffing pattern and creation of priority position/office based on study/committee hearing results considering the PS ceiling and long-term financial implications (ICT Office/r, Environment Office/r, Legal Officer, Health Personnel, Engineering and Planning technical personnel, Local Economic and Investment Promotions Office/r)  Expropriation Ordinance (if needed)  Resolution authorizing the Mayor to enter into MOA (as the need arise) 

3.5 Three-Year Cross-Sectoral Plan/Program

An underpinning principle for the CDP process was look at the cross-sectoral nature of programs and to focus on areas of greatest need, where real progress can be made especially over the next three years, rather than trying to ‘do it all’. This is aimed at providing strategic direction, commonality of purpose, convergence of resources and complementary actions of all stakeholders. Moreover, this approach tries to strengthen the ties between the ELA and the CDP by emphasizing its commonalities thus providing unity of purpose and direction. This approach renders us to package identified interventions into focus areas covering at least three years.

The identified focus areas do not just cut across sectors but are also complementary wherein one focus area has an impact or contributory effect to one or more focus areas. As an example, DRR is a focus area that has an impact on housing, land banking and livelihood. Similarly, livelihood have an effect on health, nutrition and even housing as more Page | 22

income means more capability to have security of tenure and better housing.

Moreover, another core principle is mainstreaming disaster risk reduction and climate change adaptation wherein every PPA will take into consideration climate change adaptive and disaster resilient elements. This will be more evident in the detailed design of every PPA under each focus area.

Below are the identified 2017-2019 focus areas and its relationship with the traditional planning sectors:

Traditional Planning Sectors (source: ELA Preparation Manual) Focus Area Economic Social Environmen- Infra- Institutional Devt.t Services tal Mgt. structure 1. Housing ✔ ✔ ✔ ✔

2. Tourism ✔ ✔ ✔

3. Education ✔ ✔ ✔

4. Land Banking ✔ ✔ ✔ ✔

5. Parks and Recreation ✔ ✔ ✔ ✔

6. Solid Waste Management ✔ ✔ ✔ ✔

7. Disaster Risk Reduction ✔ ✔ ✔ ✔

8. Livelihood ✔ ✔ ✔

9. Health and Nutrition ✔ ✔

10. Parent Effectiveness ✔ ✔

11. IT Operation/Computerization ✔ ✔ ✔ ✔ 12. Institutional Capability Building ✔ ✔ ✔

13. Infrastructure Support ✔ ✔ ✔ ✔ ✔

The focus areas are briefly described below:

3.5.1 Housing:

Based on the CBMS data, only 43% of the households in Canaman are living in houses that are made of strong materials. The remaining 57% of the total households are living in shelters that are made of mixed strong and light materials, made of entirely light materials or made of makeshift materials. Moreover, there are informal settlers living in highly hazardous flood-prone land beside the municipality’s rivers, creeks and drains.

The target of this focus area is to improve the safety of the people from disasters, especially typhoons, through provision of housing program and tenurial security. Disaster/climate change resiliency shall be a core principle in site selection, design and prioritization of beneficiaries.

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Some of the identified PPAs for housing in the 2017-2019 CDP are landbanking, resettlement/socialized housing program, and Local Shelter Plan formulation.

3.5.2 Tourism:

Canaman is undoubtedly rich culture, history and other endowments that are potential for tourism development. While Canaman is not expected to become a major tourism district, there are sufficient events and attractive features that warrant promotion to draw new visitors, and increase local employment and economic activity. Key opportunities exist in terms of history, culture/religion and water based activities along the Bicol River. Finally, with respect to tourism, while Canaman is not expected to become a major tourism district, there are sufficient events and attractive features that warrant promotion to draw new visitors, and increase local employment an d economic activity. Key opportunities exist in terms of history, culture/religion and water based activities along the Bicol River.

The target of this focus area is to provide facilities and capabilities to harness the tourism potentials of the area, provide income generating activities and contribute to the improvement of the local economy. A core principle in the design and implementation of this focus area is to integrate disaster/climate change resiliency.

Some of the identified PPAs for tourism in the 2017-2019 CDP are Lagaylay Festival, Canaman Festival and Dragon Boat Camp. This is also closely linked to rural livelihood program.

3.5.3 Education

Although elementary completion rate is high and secondary completion rate is relatively high, tertiary participation rate and more so tertiary completion rate is very low in Canaman. This is seen to have an impact in the future of the children, the families and the community in general. Several models of “cycle of poverty” indicate the relationship of educational attainment, economic condition and its contribution to an ongoing cycle of disadvantage. Poor education contributes to low income, thereby making the family members to have poor access to education, thereby contributing to low income and so on. And it will continue to the next generation – making the family and the next generations of the family bound to repeat the same cycle of poverty if they will not be provided with outside intervention.

The target of this focus area is to provide a system where the youth will have more opportunities to advance in education through scholarships, alternative learning systems and accessible public

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elementary and secondary services. Every opportunity to integrate disaster/climate change resiliency in the design and implementation this focus area shall be undertaken.

Some of the identified PPAs for Education in the 2017-2019 CDP are Canaman 2020 Education Innovation, enhanced scholarship program and alternative learning system.

3.5.4 Land Banking:

Many of the identified needs and most the agreed strategies need one vital resource: site or place where the intervention will be placed. This includes resettlement/socialized housing area, evacuation centers, day care centers, barangay health stations, other municipal and barangay buildings, school buildings, parks and recreation, transport terminal, cemetery, etc. This focus area was identified as a cross-cutting program that addresses problems in all the five traditional planning sectors, namely social, economic, environment, infrastructure sector and institutional sector.

The target of this focus area is to acquire lands as sites for various priority PPAs identified in the CY 2017-2019 CDP such as those enumerated in the preceding paragraph. Disaster/Climate change resiliency shall be a primordial consideration in the site selection and eventual design of the project that will be built in the acquired lands.

3.5.5 Parks and Recreation:

Spaces and facilities suitable for sport and recreation play an important role in promoting active lifestyles and connections between people. This is because parks, reserves, basketball courts and other facilities are places where all members of the community are welcome and can come together for various formal and informal activities. Recreational opportunities can also prevent boredom in young people, reducing the likelihood of engaging in anti-social behavior. In addition, sporting champions in the community can become positive role models for young people – not only in their sporting activity but also for positive life choices.

The 2013-2023 Sectoral Studies for CLUP provided a clear picture of the state of sporting and recreational facilities and open spaces in the municipality. It has revealed that while there are good number of basketball courts and multi-function pavements, many of these are not well maintained. It is also clear that there are limited open spaces beyond these, such as parks, reserves, playgrounds and running/cycling paths. Based on standards, the computed backlog is at least 2 hectares of parks and open spaces.

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The target of this focus area is to establish a system and provide start-up PPAs to have available, accessible and adequate parks and recreation spaces for the people of Canaman. Integration of disaster/climate change resiliency is a core principle to be considered in the design and implementation of this focus area.

Some of the identified PPAs for Solid Waste Management in the 2017-2019 CDP are improvement of DPH Boulevard and other road sides as linear parks, improvement of barangay/municipal parks and recreational facilities and promotion of vertical development to preserve open spaces especially in government compounds.

3.5.6 Solid Waste Management:

Canaman is a municipality that is particularly vulnerable to human diseases because of improper waste management, because many people live and depend upon waterways impacted by poor waste management practices. Although we have a Solid Waste Management Council and a Municipal Materials Recovery Facility, neither are fully operational at the moment, meaning our municipality does not have the sufficient capacity for effectively managing present and future wastes generated.

There is an urgency of streamlining efforts towards full compliance of RA 9003 and Municipal Ordinance No. 2005-108 as the impacts of poor waste management practices on the town’s appearance, water quality, agriculture and health worsen. Moreover, solid waste management was regularly identified as a major challenge facing Canaman in the recent consultations undertaken as part of the CLUP preparation.

The target of this focus area is to provide support to the existing systems and structures through provision/enhancement of facilities and knowledge. Integration of disaster/climate change resiliency is a core principle to be considered in the design and implementation of solid waste management programs, projects and activities.

Some of the identified PPAs for Solid Waste Management in the 2017-2019 CDP are establishment of MRFs, research on appropriate technologies and purchase of equipment.

3.5.7 Disaster Risk Reduction/Environment:

Canaman is particularly vulnerable to flood and typhoon events because of its low-lying topography and the potential for torrential rain to combine with Bicol River downstream flooding, upstream storm surge and run-off from Naga City. Disaster events impact all aspects of life in Canaman, from damaging property to destroying crops and creating disease outbreaks.

Disaster Risk Reduction/Environment is a focus area for this ELA because it is recognized that activities that are achievable within the

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period will not only reduce our immediate disaster risk but also contribute to priority infrastructural, social, economic and environmental development.

The target of this focus area is to provide PPAs to lessen the vulnerability of Canaman to disasters through a blend of soft and hard projects with both short term and long term benefits.

Some of the identified PPAs for Disaster Risk reduction in the 2017-2019 CDP are rehabilitation/desilting of waterways, formulation of a comprehensive drainage plan, construction of evacuation centers, riverbank stabilization, tree planting, flood control and capability building.

3.5.8 Livelihood:

The economic condition of our people is an indicator of their quality of life – and this is also mirrored by their family income. The integrated sectoral analysis prepared as part of the CLUP showed that more than 40% of the households in Canaman are below the poverty threshold. Moreover, consultations with the barangays highlighted the urgent need for alternative household income generation activities.

The target of this focus area is to enhance self- sufficiency of constituents through a blend of support to a wide variety of livelihood programs to benefit the out of school youth, women, person with disabilities, unskilled laborers, skilled laborers and all other disadvantaged sectors. Integration of disaster/climate change resiliency is a core principle to be considered in the design and implementation of this focus area.

Some of the identified PPAs for Livelihood in the 2017-2019 CDP are livelihood skills training, provision of support equipment and machineries and provision of starter kits.

3.5.9 Health and Nutrition:

The Local Government Unit of Canaman is mandated to provide basic health services to its constituents. Foremost of this is Section 17 of the Local Government Code of 1991 which enumerates the basic services and facilities that every municipality must provide and/ or have. These are: “health services which include the implementation of programs and projects on primary health care, maternal and child care, and communicable and non-communicable disease control services; access to secondary and tertiary health services; purchase of medicines, medical supplies, and

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equipment needed to carry out the services herein enumerated”. In addition to these legal requirements, the municipality is expected to provide services and programs that support meaningful participation of all people in social and economic life.

The Integrated Sectoral Analysis and barangay consultations recently as part of the CLUP preparation reveal that primary health remains a challenge to this day. Malnutrition has risen in recent years; limited health facilities exist, especially in rural bara ngays; health personnel per head of population is below accepted standards; high poverty incidence; presence of people living in high risk areas for water borne diseases and/or in poor living conditions; and so on.

The target of this focus area is to have healthy communities and a high quality of life in all barangays through improved access to a blend of basic curative and preventive health services. Integration of disaster/climate change resiliency is a core principle to be considered in the design and implementation of health programs, projects and activities.

Some of the identified PPAs for Health and Nutrition in the 2017-2019 CDP are supplemental feeding, procurement of additional medicines, hiring of additional health personnel, and sustained regular health programs such as maternal and child care, reproductive health, environmental sanitation and health infrastructure.

3.5.10 Parent Effectiveness:

The role of parents in molding the youth cannot be discounted. From birth, parents serve as their children’s first teachers. They are responsible in molding the children and providing them the first education they need to survive. Many parents do not understand the dynamics of the behavior of a growing child, which when not attended to, will make the child feel unwanted and thus creating problems in the family and in the community. Parent effectiveness is not just assisting the parents in leading their children to become responsible citizens but it also covers livelihood, family health, discipline, nutritious food, relationships and other important areas. It is acknowledged as a good strategy that has multiple effects and has both short term and long term impact in a society.

The target of this focus area is to conduct parents’ class, counseling and other activities that will help parents build strong foundation for their children to prosper in life. Integration of disaster/climate change resiliency is a core principles to be considered in the design of program modules.

Some of the identified PPAs for this focus area in the 2017-2019 CDP are conduct of PARREKO, parent effectiveness seminar and counseling.

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3.5.11 IT Operation/Computerization:

Local governance requires continuing efforts as it must adapt or adjust to be effective and relevant in the constantly changing environment, especially in this information age. Computerized or computer-aided system is widely acknowledged as a key way to improve efficiency and help maximize the use of resources and ultimately enhance local governance.

The target of this focus area is to enhance service delivery through development/installation/updating of office computer systems and through capability building of personnel.

Some of the identified PPAs for Computerization in the 2017-2019 CDP are software development for offices, hardware enhancement, capability building, local area networking, web presence and e- marketing/promotions.

3.5.12 Infrastructure Support:

The quality and quantity of infrastructures directly affects a community’s growth potential. They are basic essentials that should be put in place to enable development to occur. Socio-economic development can be facilitated and accelerated by the presence of social and economic infrastructures. If these facilities and services are not in place, development of a community will be very difficult. These infrastructures are basic facilities which is helpful in the overall development of an economy, business and human development such as transportation, electricity, water, schools, housing, flood control, slope protection, etc.

The target of this focus area is to provide infrastructures that would facilitate inclusive local economic development, promote human development and enhance public safety.

One of the core principles to be considered in design, site selection and other vital factors will be disaster/climate change resiliency to benefit both the infrastructure itself and the community.

Some of the identified PPAs for this focus area in the 2017- 2019 CDP are electrification program and construction/improvement/ rehabilitation of evacuation

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centers, multi-purpose buildings, wharves, roads, bridges, riverbank/slope protection, transport terminal and cemetery. This focus area cuts across sectors and is likewise directly correlated and complementary to most, if not all, the other focus areas.

3.5.13 Institutional Capability Building:

The business of local governments is local governance – to act in the best interest of, and for the general welfare of the people living in a particular locality. Administrative and institutional capacities of local governments are therefore basic necessities to properly fulfill these roles and deliver the desired services. Also, the quality of people working for any organization represents the difference between an organization achieving its goals – or otherwise. In the case of government agencies which draw financial support from taxes collected, this becomes more pronounced and even more critical. That is why local governance requires continuing efforts as it must adapt or adjust to be effective and relevant in the constantly changing environment.

Moreover, civil society organizations are vital partners of local governments and LGUs are in fact mandated to engage the active participation of CSOs in governance. In this note, the LGU must ensure that the CSOs are fully capable to have fruitful engagement and fully fulfill their role as active partners in local development.

The target of this focus area is to spell out the overall requirements and strategies to improve the capabilities of the entire organization and its partner CSOs achieve the goals of various plans. One of the core principles to be considered in the design of capability building PPAs is the integration of disaster/climate change resiliency.

Some of the identified PPAs for this focus area in the 2017-2019 CDP are Team Building & Personality Development, technical trainings, Skills Training and Monitoring for NGOs/CSOs and coaching sessions.

Chapter 4. Local Development Investment Program

This chapter draws up from Chapter 3 to build a three-year development investment program containing the list of programs and projects with their estimated costs. The list consists of either new projects or expansion of existing initiatives aimed at addressing the development indicators in the vision-reality gap analysis. Moreover, given the cross-sectoral nature of the identified interventions and as discussed in Chapter 3.5, the list of projects will be presented according to major focus areas identified in the workshops.

Herein below is the 2017-2019 Local Investment Development Plan embodying the list of programs, projects and activities to be funded out of local funds and outside sources such as NGAs, NGOS, and other institutions that provides grants to LGUs.

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ESTIMATED AMOUNT (IN THOUSAND PESOS) FOCUS AREA/PPAS 2017 2018 2019 HOUSING 1 Housing Program Fund 500.00 500.00 500.00 2 Provision of core house/Resettlement 7,000.00 7,000.00 7,000.00 3 Preparation of Local Shelter Plan 20.00 - - 4 Resettlement/Relocation/Housing Project 10,000.00 10,000.00 10,000.00 TOURISM 1 Lagaylay Festival (May) - competition prizes 150.00 150.00 150.00 2 Canaman Festival (August) - Competition Prizes 150.00 150.00 150.00 3 Dragon Boat Camp 1,233.00 108.00 108.00 Sagwan - - - Medical team - - - Engine kan Dragon Boat river cruise - - - Hauling cost of 5 dragon boats - - - Dragon boat garage - - - Maintenance - 108.00 108.00 Provision of additional life saving equipment for dragon boart - - - 4 Establishment of Mini-museum at TVGU Park 800.00 108.00 108.00 Construction of Mini-Museum - - - Operation of Mini-museum - 108.00 108.00 IT OPERATIONS IT Operations/Computerization - - - Registration of www.canaman.gov.ph at dns.gov.ph DOST 30.00 - - Inventory & assessment of current computer infra 100.00 - - Licensing of Operating System and Common Apps 300.00 - - Bare metal online server subscription w/ security 180.00 - - Development and deployment of Canaman Official Website 60.00 - - Development & deployment of secure email system w/ Canaman domain 50.00 - - Unified Intra-network Infra (department/offices & barangays) - 1,500.00 - Purchase of multi-role server - 1,500.00 - Implementation of Secure file sharing and storage system - 50.00 - E-legislation system and protocols - 200.00 - Development of RDAIS System - 300.00 - Development and Implementatoin fo DSR Tool kit - 250.00 - E-Tourism Marketing Sysem w/ social media outreach - 200.00 - development and Implementation of Permit and Clarance System - - 300.00 HR System enhancement and update - - 100.00 development of Municipal Inter-operability and single sign-on system - - 200.00 Implementation o0f Municipal Assets and Property System - - 200.00 Development and implementation of Emergency and information dispatch tech via SMS mobile - - 250.00 Page | 31

ESTIMATED AMOUNT (IN THOUSAND PESOS) FOCUS AREA/PPAS 2017 2018 2019 apps EDUCATION 1 Canaman 2020 Educ-Innovation - - - A. ACCESS - - - A.1. Opening of School less barangays - - - San Roque 50.00 50.00 50.00 Haring Annex 100.00 100.00 100.00 Baras 50.00 50.00 50.00 Sta. teresita 50.00 50.00 50.00 Palo Integrated 50.00 50.00 50.00 A.2. SR High School Assistance - - - Sta. Cruz 50.00 50.00 50.00 Mangayawan 50.00 50.00 50.00 Northern Canaman 50.00 50.00 50.00 A. 3. ALS 100.00 100.00 100.00 B. QUALITY - - - B.1. Monitoring & Evaluation 50.00 50.00 50.00 B.2. Reading Program 50.00 50.00 50.00 B.3. Sports/Cultural/Acad. Program 100.00 100.00 100.00 B.4 Awards 50.00 50.00 50.00 C. GOVERNANCE - - - C.1 teachers Capacity Building 100.00 100.00 100.00 C.2. Scholarship Program 100.00 100.00 100.00 2 Scholarship Program of Canaman 1,000.00 1,000.00 1,000.00 LAND BANKING 1 Landbanking for government project/buildings - - - Integrated Terminal 2,000.00 3,000.00 - PNP & BFP stations & other buildings 1,500.00 2,000.00 - Public Cemetery - - 3,000.00 2 Landbanking for housing projects/ Relocation and Resettlement Sites 5,000.00 - - RECREATION AND OPEN SPACES 1 Improvement of DPH Blvd 3,000.00 3,000.00 3,000.00 2 Construction/rehabilitation/upgrading of recreational center/facilities 3,000.00 3,000.00 3,000.00 SOLID WASTE MANAGEMENT 1 Establishment of Barangay MRFs 1,600.00 1,600.00 - 2 Research on Alternative Technology on Waste Management 20.00 20.00 20.00 3 Purchase of Vehicle for Garbage Collection - 1,500.00 - 4 Purchase of Equipment for Plastic Reduction & other SWM technology 3,000.00 3,000.00 3,000.00 5 SWM Final Disposal (partnership w/ Naga once they operate their Sanitary Landfill) 2,000.00 2,000.00 2,000.00 6 Provision of support to barangays for the establishment of barangay MRFS 1,200.00 1,200.00 - DISASTER RISK REDUCTION/ENVIRONMENT 1 Desilting/Rehabilitation of Waterways - - - Canaman Creek 3,000.00 5,000.00 5,000.00

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ESTIMATED AMOUNT (IN THOUSAND PESOS) FOCUS AREA/PPAS 2017 2018 2019 San Agustin to Iquin 1,000.00 20,000.00 20,000.00 Baras to Tibgao 1,000.00 10,000.00 10,000.00 San Francisco to Fundado 1,000.00 10,000.00 10,000.00 2 Training/Seminar/Workshop on CRA & Contingeny Planning 200.00 200.00 100.00 3 IEC on DRR 40.00 20.00 20.00 4 Construction of Two-storey Evacuation Centers at 24 Barangays 8,000.00 20,000.00 20,000.00 5 Tree Planting 50.00 100.00 100.00 6 Revetment/Riverbank protection project of Riverbanks at San Francisco, San Nicolas, San Juan, Palo, Iquin Fundado & other barangays 30,000.00 80,000.00 80,000.00 7 Regular Maintenance of Waterways & Canals 1,500.00 1,000.00 1,000.00 8 Construction of Control Structure Canaman Creek- Flood Control Canal Junction in Baras 2,000.00 - - 9 Construction of drainage canal with service road from Sitio Tampak, Sua, Camaligan to Poro, Canaman - 50,000 50,000 LIVELIHOOD 1 Provision OF Farm Equipment & Machineries 4,000.00 4,000.00 4,000.00 2 Livelihood Programs 3,500.00 4,315.00 4,415.00 Palay seeds (P1,300/bag) 1,300.00 1,300.00 Vegetable Seeds & Garden tools 50.00 50.00 Livestock & Poultry 100.00 100.00 Fisheries (Fingerlings & Feeds) 50.00 50.00 Integrated Community Food Production 1,000.00 1,000.00 Gulayan sa Paaralan (Vegetables) 10.00 10.00 Trainings & Seminars (Food & Training kit) Vegetable Production & Livestock Meat & Food Processing Farming as a business 400.00 500.00 General Code Mushroom 3,500.00 Tile setting Shoe making - - Fiber glass - - Weaving/ waterlily 100.00 100.00 sewing craft 65.00 65.00 Pastry & Commercial Cooking 50.00 50.00 Other Trainings - - Driving 50.00 50.00 Welding 60.00 60.00 Candle making 30.00 30.00 Soap making 50.00 50.00 Others 1,000.00 1,000.00 HEALTH AND NUTRITION 1 Supplemental feeding 990.00 1,500.00 1,500.00 2 Additional medicines 3,000.00 2,000.00 2,000.00 3 Hiring of registered midwives and nurses 576.00 2,000.00 2,000.00

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ESTIMATED AMOUNT (IN THOUSAND PESOS) FOCUS AREA/PPAS 2017 2018 2019 PARENT EFFECTIVENESS 1 Implementation of PARE KO 100pax for 2days 60.00 30.00 30.00 2 Parent Effectiveness Seminar (PES) 80.00 40.00 40.00 INSTRITUTIONAL CAPABILITY BUILDING 1 Annual Team Building & Personality Development 200.00 100.00 100.00 2 Workshop on Economic & Investment Program 10.00 100.00 100.00 3 Coaching Session on SGLG - - - 4 Skills Training and Monitoring for NGOs/CSOs 60.00 60.00 60.00 5 Computer Literacy Program - - - Phase1-All employees 100.00 100.00 100.00 Phase 2-Brgy. Level - 100.00 100.00 6 Comprehensive Technical Training on Cyber Security 150.00 150.00 150.00 7 Trainings for PWDs, SC, Solo Parents, OSY, women 400.00 200.00 200.00 INFRA SUPPORT 1 Road Improvements - - - Road Reblocking - - - Fundado to San francisco 20,000.00 - - Sua to Mangayawan 20,000.00 - - Mangayawan to Iquin 20,000.00 - - Del Rosario to Poblacion 10,000.00 - - Del Rosario to Sua 20,000.00 Sporadic Maintenance 2,000.00 - - Sua, Iquin, Mangayawan 500.00 - - San Francisco, Iquin, Fundado 500.00 - - Poro, San Jose East, San Jose West 500.00 - - Road Concreting - - - Iquin to San Francisco 10,000.00 - - San jose East to West 10,000.00 - - Road Opening - - - Sua, Canaman to Del Rosario - - - Linaga to San roque 30,000.00 - - San Agustin to Dinaga 50,000.00 - - Sua to Poro 50,000.00 - - Baras to San Vicente 40,000.00 - - Del Rosario to San Viente 30,000.00 - - 2 Bridges - - - Cable Bridges - - - Mangayawan to Sitio Maalsom 10,000.00 - - Iquin 10,000.00 - - Concrete Bridges - - - Linaga 14,000.00 - - Fundado-Borobaybay-Palo 250,000.00 - - Sta. Teresita to Poro 3,000.00 - - Pangpang to Sta. Cruz 3,000.00 - - Sta.Cruz Replacement 3,000.00 - - Tibgao 3,000.00 - - 3 Footbridges - - - Poro to Banawang 2,000.00 - -

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ESTIMATED AMOUNT (IN THOUSAND PESOS) FOCUS AREA/PPAS 2017 2018 2019 San Francisco 1,000.00 - - Sta. Cruz 1,000.00 - - Del Rosario 1,000.00 - - Dinaga 1,000.00 - - 4 Buildings - - - Construction of Training Center - - 5,000.00 Construction of new office building - - 10,000.00 Establishment of Child Development Center 3,000.00 - - Establishment of Canaman Rehab Center 3,000.00 - - Renovation/upgrading of Public Market - - - Improvement/Upgrading of Municipal Buildings 1,000.00 3,000.00 - Construction/Rehabilitation/Improvement of Multi-purpose buildings cum evacuation center (San Francisco, Poro, Linaga, Mangayawan, Sta. Cruz, Sta. Teresita, Talidtid, Haring and other barangays with available site) 2,500.00 15,000.00 15,000.00 Improvement of Stage and other barangay facilities of the 24 barangays 500.00 4,000.00 4,000.00 5 Rehabilitation of Wharves - - - Mangayawan 5,000.00 - - San Nicolas 5,000.00 - - Iquin 3,000.00 - - Palo 3,000.00 - - San Jose West 300.00 - - San Juan 3,000.00 - - 6 Electrification Program (including Installation/ Improvement of Streetlights and adoption of green technology) 10,000.00 5,000.00 5,000.00

TOTAL 764,109.00 290,882.00 292,732.00

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ANNEXES

Outputs of the workshops:

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Photos of the workshops:

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Attendance:

Three-Day Comprehensive Development Plan Review and Updating Local Government Unit of Canaman, Camarines Sur Regent Hotel Naga City

ATTENDANCE

Day One: September 28, 2016

1. Mr. Exiquiel R. Requintina EA 2. Hon. Larry Nico Basmayor SB Member 3. Mr. Manuel R. Cabiles Jr. PSDS 4. Mr. Jose A. Adolfo Jr. MPDC 5. Ms. Marive Pimpolio Ad. Officer IV 6. SFO2 Robert Gil Praxidio Fire Marshall 7. Ms. Emma Elena De la Torre LGOO V 8. Mr. Mario C. Alma MDRMO 9. Dr. Salvador Betito Jr. MHO 10. Mrs. Myla R. Ani Ad. Officer IV 11. Ms. Jessica Sto Domingo AT 12. Mrs. Lilia Quintana Municipal Agriculturist 13. Mrs. Salome Bojador Municipal Civil Registrar 14. Mr. Rodolfo Nuñez Jr. Agriculturist II 15. Mrs. Luz S. Despabiladeras Fed. Pres. RIC 16. Mrs. Francia M. Arcayera MSWDO 17. Mrs. Rosalie T. Recientes Adm. Asst. III 18. Mr. Hubert Baynas MAFC 19. Mrs. Wendy G. Rieza Adm. Officer IV 20. SFO4 Allan C. Galicia PNP (DECOP) 21. Mrs. Zenaida Morata Municipal assessor 22. Hon. Leonardo Morallos SB Member 23. Hon. Arnel Ibasco Liga President 24. Hon. Amaamalhy Capsa SB Member 25. Mr. manuel Vichozo CSO 26. Mr. Menardo Amaro CSO 27. Engr. Daniel P. Dela Torre MEO 28. Hon. Dionisio Corporal SB Member 29. Mrs. Maria Peñaredondo CSO 30. Mrs. Imelda C. Mariscal Municipal Treasurer 31. Mr. Nolito Salcedo Municipal Accountant 32. Hon. Sabas P. Chica SB Member 33. Hon. Ruel Espiritu SB Member 34. Hon. Myra Cantillo SB Member 35. Leticia T. Agura SB Sec. 36. Clarisa Ballecer MSWD 37. Emelyne B. Paa Bookkeeper 38. Leticia T. Agura SB Secretary

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Three-Day Comprehensive Development Plan Review and Updating Local Government Unit of Canaman, Camarines Sur Regent Hotel Naga City

ATTENDANCE

Day Two: September 29, 2016

1. Mr. Exiquiel R. Requintina EA 2. Hon. Leonardo Morallos SB member 3. Mr. Manuel Cabiles Jr. PSDS 4. Marive A. Pimpolio Admin. Officer IV 5. Mr. Jose A. Adolfo Jr. MPDC 6. Mr. Nolito Salcedo Municipal Accountant 7. Mrs. Francia Arcayera MSWDO 8. Mrs. Leticia T. Agura SB Sec. 9. Mrs. Zenaida Morata Municipal Assessor 10. Mrs. Rosalie T. Recientes Admin. Asst. III 11. Mrs. Wendy G. Rieza Ad. Officer IV 12. Mrs. Salome Bojador Municipal Civil Registrar 13. Mr. Augusto Y. Agura MBO 14. Mrs. Myla Ani Admin. Officer IV 15. Mr. Frank DC. Gerona PYAP-CSO 16. Ms. Jessica Sto Domingo AT 17. Mr. Helbert Baynas MAFC 18. Engr. Daniel P. Dela Torre MEO 19. Dr. Salvador Betito Jr.MD. MHO 20. Hon. Larry Nico Basmayor SB Member 21. Mrs. Emma Elena De la Torre LGOO V 22. Mr. Manuel Vichozo CSO 23. Mr. Mario C. Alma Civil defense Officer 24. Hon. Myrna Cantillo SB Member 25. Mr. Menardo A. Amaro CSO 26. Hon. Digno F. Caudilla SB Member 27. Mr. Honesto Bermudo Tourism Focal Person 28. Hon. Dionisio Corporal SB Member 29. SF02 Robert Gil Praxidio Fire Marshal 30. Hon. Henry Ragodon Municipal Mayor 31. Mr. Rodolfo Nuñez Jr. Agri II 32. Hon. Sabas P. Chica SB Member 33. Mrs. Imelda C. Mariscal Municipal Treasurer 34. Mrs. Lilia Quintana Mun. Agriculturist 35. Hon. Ruel Espiritu SB Member 36. Mrs. Maria Peñaredondo CSO 37. Mrs. Luz Despabiladeras CSO 38. SPOI Sharon Azores PNP 39. Hon. Amaamalhy Capsa SB Member

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Three-Day Comprehensive Development Plan Review and Updating Local Government Unit of Canaman, Camarines Sur Regent Hotel Naga City

ATTENDANCE

Day Three: September 30, 2016

1. Mrs. Leticia T. Agura SB Secretary 2. Dr. Salvador Betito Jr. RHU/MHO 3. Mr. Manuel R. Cabiles Jr. PSDS 4. Mr. Rodolfo Nuñez Jr. Agri. II 5. Mrs. Salome Bojador Municipal Civil Registrar 6. Mrs. Zenaida Morata Municipal Assessor 7. Mrs. Rosalie T. Recientes Admin. Assistant III 8. Mr. Manuel Vichozo CSO 9. Mrs. Wendy G. Rieza Admin. Officer IV 10. Mrs. Jessica Sto Domingo AT/MNAO 11. Mrs. Francia M. Arcayera MSWDO 12. Mrs. Myla R. Ani Admin. Officer IV 13. Mrs. Lilia Quintana Mun. Agriculturist 14. Hon. Leonardo Morallos SB Member 15. Mr. Hubert B. Baynas MAFC 16. SPOI Sharon V. Azures PNP 17. Mr. Honesto Bermudo Jr. Municipal Sports Coordinator 18. Mr. Mario C. Alma MDRMO 19. Mr. Exiquiel R. Requintina EA 20. Hon. Larry Nico Basmayor SB Member 21. Hon. Digno T. Caudilla SB Member 22. Hon. Amaamahly D. Capsa SB Member 23. Engr. Daniel P. Dela Torre Municipal Engineer 24. Mrs. Luz Despabiladeras Federation Pres. RIC 25. Hon. Sabas P. Chica SB Member 26. Mrs. Imelda C. Mariscal Municipal Treasurer 27. Mr. Menandro Amaro CSO 28. Mayor Henry P. Ragodon Municipal Mayor 29. SFO2 Robert Gil Fraxidio Fire Marshal 30. Hon. Ruel Espiritu SB Member 31. Hon. Myrna Cantillo SB Member 32. Mr. Don Ryan Villamer CSO 33. Ms. Emma A. De la Torre LGOO V 34. Ms. Maria Peñaredondo CSO 35. Mr. Augusto Y. Agura MBO

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