SETTING/REVISITING THE

VISION
THE ENHANCED CDP CYCLE
 What is a Vision?

❑ A desired state or scenario of the LGU and its people

❑ Stakeholders’ shared image of the LGU’s future

❑ Describes what the LGU wants to become or where it wants to go

❑ Serves as an inspiration and a guide to action

❑ Keeps the LGU in its course despite changing demands of

constituents and shifting political and economic forces
 VISION answers this question:

How do you see your LGU in the

future?
 Why is it important
for an LGU to have a
vision?
It is important for an LGU to set its vision because its serves
as:
❑ an end toward which all future actions specified in the plan are
directed;
❑ criteria for evaluating alternative strategies, approaches and
policies; and
❑ standard against which success of each action is measured.
 Characteristics of a Good
Vision
LONG-TERM. It covers a fairly long time horizon.

INSPIRING. It should encourage commitment and inspire enthusiasm.

It should be powerful and compelling so that the people concerned can
relate to it and work hard to achieve it. It should be a driving force even
at trying times. It should capture the imagination, engage the spirit and
inspire performance.

EASILY UNDERSTOOD. It should be well articulated using simple

language.
 Components of a Good
Vision
❑ “outward-looking” component - Desired role of the LGU or the
best contribution it can make to the development of the nation

❑ “inward-looking” component - defines the desired conditions of the

following:

➢ Local population (social sector)

➢ Local economy (economic sector)
➢ Natural environment (environment sector)
➢ Built form (infrastructure sector)
➢ Local leadership/ governance (institutional sector)
 Who is
responsible for
setting the Vision?
❑Everyone in the community has a stake in setting the vision. The
visioning exercise should be a highly participatory process
because it entails determining the desired state or condition of
the place where the people live and make a living.

❑The LDC and its sectoral and functional committees shall be at the
forefront of the visioning exercise.

❑The technical and administrative aspects of the activity, however, shall be

the responsibility of the LPDO.
 When is a Vision
developed?

The proper occasion for drafting a vision statement is in connection

with the preparation of the Comprehensive Land Use Plan (CLUP).

❑The CDP and other short – term plans must NOT have another vision
statement. They should simply adopt the vision in the CLUP and must
contribute towards its eventual realization.

❑The Synchronized Local Planning and Budgeting Calendar suggests that

the LGU vision may be formulated or re-visited within the month of July during
an election year.
 How is a Vision developed?

It may be done through one or a combination of the following:

➢ household surveys
➢ barangay consultations
➢ seminar – workshops
➢ Interviews
 How is a Vision developed?

A series of workshops or focus group discussions involving various

stakeholders representing the following:

❑development sectors and sub-sectors (social, economic, infrastructure,

environment and institutional), and

❑ societal sectors (women, indigenous peoples, youth, business, academe,

civil society organizations, religious, farmers, etc. as possible, may be
conducted.
 Steps in Formulating a
Vision Statement
1. Begin by explaining the meaning, importance and the characteristics of a
good LGU Vision.
2. Elicit from the participants ideas on what they would like their city or
municipality to be in say, 12 to 30 years.

To capture the “outward – looking” component of the vision

Through a plenary brainstorming:

➢ Identify the region/province to which the LGU intends or intends to make unique or
substantial contributions and the desired role/s of the LGU in that region/province.

➢ Ask the question: “What role do you like your city/ municipality to perform in relation to
the identified region, the province, and/or the country in general?”

➢ Agree on not more than three (3) desired roles of the LGU.
 Steps in Formulating a
Vision Statement
To capture the “inward – looking” component of the vision

Group the participants into five (5) smaller groups, each to be assigned to characterize
one of the “elements” of a vision by suggesting not more than three (3) “descriptors” or
adjectives to describe the desired:

➢Qualities of the people as society - What do you want your people to be? What are
your aspirations as a people?

➢ Nature of the local economy - What do you desire to be the state of your local
economy?
➢ State of the natural environment - What do you dream to be the condition of your
city’s/ municipality’s natural environment?

➢ Condition of the built environment - What do you dream to be the condition of your
city’s/ municipality’s and built environment?

➢ Capacity and qualities of the local leadership - What do you desire from your local
leaders and institutions?
 Steps in Formulating a
Vision Statement
3. Match the descriptors with the vision elements

VISION ELEMENTS DESCRIPTORS

People as a Society God-loving, empowered, vigilant

Local Economy Competitive, diversified, environment

– friendly

State of the Natural Environment Clean, safe, restored

Condition of the Built Environment Balanced, planned, attractive

Capacity and Quality of the Local Firm, decent, progressive

Leadership/ Governance
 Steps in Formulating a
Vision Statement

4. Formulate a vision statement from the participants’ declaration of the

following:

➢ the role they desire for their city/municipality in relation to the “outside”
world; and

➢ the descriptors they assigned to each vision element.

4. Create a style committee of 3 – 5 members to prepare different versions of the

vision statement for presentation and final adoption by the LDC in plenary.
 SAMPLE VISION STATEMENT
“Dagupan City: The premiere center of the north for education, information technology,
health, commerce and trade, aquaculture, where a God-loving, empowered and vigilant
citizenry live in a balanced, attractive and safe environment and a globally competitive,
diversified and environment-friendly economy under a firm, decent and progressive
leadership.”

OUTWARD- Dagupan City : The premiere center of the north for

LOOKING education, information technology, health, commerce and
trade, aquaculture
with God-loving, empowered and vigilant Qualities of the people as
citizenry individuals and as society

and a globally competitive, diversified and State of the local

INWARD- environment-friendly economy economy
LOOKING
who live in a balanced, attractive and safe State of the natural &
environment built environment

under a firm, decent and progressive Capacity of local

leadership.” government leadership
 SAMPLE VISION STATEMENT
Palo, Leyte: “The prime location of government and IT-BPM centers, the core of
culture and the arts, and the major economic convergence point in the Province of
Leyte; with God-loving and empowered citizenry, in an economically vibrant and
disaster resilient community, served by people-oriented and proactive leaders
exercising good governance.”
OUTWARD- The prime location of government and IT-BPM centers,
LOOKING the core of culture and the arts, and the major economic
convergence point in the Province of Leyte
with God-loving and empowered Qualities of the people as
individuals and as society
citizenry
in an economically vibrant State of the local
INWARD- economy
LOOKING
and disaster resilient community State of the natural &
built environment

served by people-oriented and proactive Capacity of local

leaders exercising good governance. government leadership
Let’s do a quick exercise
TOLOSA, LEYTE

“The alternate tourist destination for rest and recreation in Leyte, the center of
fishery education and a growing agro-industrial town with an adaptive, resilient,
and God-fearing people enjoying a peaceful and ecologically balanced and safe
environment with a diversified and self-sufficient economy under a strong local
leadership.”
VISION ELEMENTS DESCRIPTORS
OUTWARD LOOKING:
INWARD LOOKING:
1. People as a Society
2. Local Economy
3. State of the Natural Environment
4. Condition of the Built Environment
5. Capacity and Quality of the Local
Leadership/ Governance
 MARABUT,
SAMAR
A peaceful, economically stable and progressive tourism-based
municipality with God-loving, healthy and empowered people living in a
friendly environment and climate change adaptive and disaster resilient
community with established infrastructure under an efficient,
transparent, accountable and gender responsive government.

VISION ELEMENTS DESCRIPTORS

OUTWARD LOOKING:
INWARD LOOKING:
1. People as a Society
2. Local Economy
3. State of the Natural Environment
4. Condition of the Built Environment
5. Capacity and Quality of the Local
Leadership/ Governance
Formulating Success Indicators
Formulate as many success indicators for each descriptor. The success
indicators are the specific aspects of the desired descriptors of each sector.
Success indicators may take the form of inputs, outputs or outcomes.

VISION ELEMENTS ELEMENT DESCRIPTORS SUCCESS INDICATORS

Qualities of the
people as individuals Peaceful 0% crime rate
and as a society
Active citizen
Empowered
participation in
planning, project
implementation &
monitoring
Highly skilled Labor force fully
employed

God-loving 0% crime rate

 VISION ELEMENTS ELEMENT DESCRIPTORS SUCCESS INDICATORS

State of the natural & Presence of greenbelts

Sustainably
built environment Use of “green” technology
developed
promoted & adopted
Ecologically Pollution control/
balanced prevention measures
strictly enforced
Nature of the local Increased business permits
economy Progressive issued
Increased the number of
commercial & industrial
Capacity and characteristics
of local government Well-governed establishments
leadership 1. Transparent Prompt & adequate
2. Accountable delivery of basic services
3. Proactive
 Guide Questions in Revisiting the LGU Vision

What is the existing Vision?

What is the assessed risk situation? What is the current reality of the
city/municipality based on CDRA
results?
How will the risk affect the LGU ? Does the existing vision reflect a
situation wherein the assessed risk
based on the CDRA is already
addressed? If not, improve the
existing vision
How can the Vision be more Which descriptors aspire for
responsive to risk situation (applying resiliency?
risk lens)?
Vision Statement – Descriptor – What will be the basis that the vision
Success Indicators with risk lens has been achieved? These indicators
must be measurable.
 Review Existing Vision

Process/ Methods that CDRA Results

can be used

Step 1 – Organize and collect climate

change and hazard information
• Local Climate Change Projections
• Inventory of Natural Hazards and their
Characteristics
• Summary of Barangay-level Hazard
inventory matrix
• Tabular compilation of Historical Disaster
• Reflective review of damages/loss data
Existing Vision Step 4 – Climate and Vulnerability
• Visioning Exercise Assessment
• Impact Area Map
• CCVA Summary decision areas and
issues matrix
• CCVA Vulnerability assessment matrix
Step 5 – Disaster Risk Assessment
• Disaster Risk Assessment per Hazard
• DRA Summary decision areas and issues
matrix
• Disaster risk maps
 Descriptors Success indicators
(DRR-CCA lens) (examples only, inferred from CDRA results, or refined
later by a CDRA-informed SEPP)
Resilient *100% of Farmers/Farmer’s Coop are covered by crop
insurance
*90% of public infrastructure employs hazard and climate
change-proof design
Adaptive *Farmers are utilizing climate-smart agriculture
*Improved livelihood and well-being of the people even
after a disaster
*100% access to evacuation centers
Safe *Availability of quick response team and facilities in all
barangay
*Early warning systems covers all hazard areas
*Only 1% of population are exposed to high risk (low
exposure)
 Sample LGU Vision with risk lens

Tacloban City: “A globally competitive, green and resilient city

propelled by God-loving, gender responsive leaders and empowered
citizenry”
 Sample LGU Vision with risk lens

Basey, Samar: A globally competitive tourist destination with a diversified

agro industry and ecologically balanced environment, disaster resilient,
God-loving and empowered citizenry guided by transparent and
responsible governance.
 Sample Success Indicators with risk lens

SUCCESS INDICATORS
DRRM Activities is fully implemented
100% of the barangays conducted community risk assessment
100% of BDRRMC are trained and capacitated
All MDRRMC members are trained and capacitated
Basey, 100% of SDRRMCs (High School Level) are trained and capacitated
Samar 100% of SDRRMCs (Elementary Level) are trained and capacitated
Full participation & attendance of the MDRRMC members during regular
Descriptor: meetings
Disaster Full participation and attendance of BDRMMC members during regular meetings
Resilient Full participation and attendance of SDRRMC members during regular meetings
100 % of day care centers have integrated DRR in their lesson plans
100% of pre-elem schools have integrated DRR in their lesson plans
100% of elem schools have integrated DRR into their lesson plans
100% of high schools have integrated DRR into their lesson plan
Identified school evac. Center have access to potable water
Identified school evac center have electricity
Identified school evac center have adequate toilets.
Updated municipal contingency plans
Quarterly municipal level earthquake drill conducted
 SUCCESS INDICATORS
Yearly municipal level landslide drill conducted
Yearly municipal level tsunami drill conducted
Yearly municipal level flood drill conducted
100% of barangays have contingency plans
100% of barangays conducted yearly community drills on worst case scenario
All day care centers have contingency plans
Basey,
Samar all day care centers conducted quarterly school earthquake drills
100% of elem schools have contingency plans
Descriptor: 100% of elem schools conducted quarterly earthquake drill
Disaster 100% of high schools have contingency plans
Resilient 100% of high schools conducted quarterly earthquake drills
all of the population are informed on local hazards, safety tips
all of the population are informed on early warning system
100% of the MDRRMCs are oriented on DRRM Act
100% of the BDRRMCs are oriented on DRRM Act
100% of the SDRRMCs are oriented on DRRM Act
Rescue teams fully trained
Rescue teams fully equipped
Database program of facilities, equipment and human resources
70% of 5% of Calamity Fund utilized for Disaster Prevention, Mitigation, and
Preparedness
 SUCCESS INDICATORS
Full upgrading of the Early Warning System Devices
100% of early warning reports harmonized
100% of day care centers have integrated CCA in their lesson plans
Basey,
100% of pre-elem schools have integrated CCA in their lesson plans
Samar
100% of elem schools have integrated CCA into their lesson plans
Descriptor: 100% of high schools have integrated CCA into their lesson plan
Disaster Institutionalized MDRRMO with permanent building
Resilient Institutionalized MDRRMO with permanent staff (1 MDRRM Officer and 3 staff)
Disaster volunteers are established
Availability of fire hydrants at strategic places.
Evacuation Centers are provided by basic supplies
 WORKSHOP 1:
Translating Vision into
Success Indicators
Belison, Antique: "A progressive agricultural
community of God-fearing and empowered
people living in a safe and well-balanced
environment with upright governance.”

1. Identify the Element Descriptors. Identify descriptor that aspire for

resiliency

2. Formulate Success Indicators for each element descriptor. Formulate

success indicators with risk lens, where applicable. You may use risk and
vulnerability indicators from CDRA.
 Vision Elements Element Descriptor Success Indicators per
element descriptor
(risk-sensitive)

1 2 3 4

Belison, Antique: OUTWARD

LOOKING:
a progressive
agricultural community INWARD LOOKING:
of God-fearing and 1. People as a
empowered people living Society
in a safe and well- 2. Local Economy
balanced environment
with upright governance. 3. State of the Natural
Environment
4. Condition of the
Built Environment
5. Capacity and
Quality of the Local
Leadership/
Governance
Risk and Vulnerability Indicators
Risk and Vulnerability Indicators
 Paint your dream.

3. After completing the columns, work as a group to “paint” a risk-sensitive

vision. Get materials from the secretariat. You may utilize any suitable pieces
of materials inside or around the room/venue.

4. Make a painting that looks like a manual site plan or a manual

architectural plan, or a landscape architecture document. Or draw
something that depicts your vision.

30 minutes
5. Assign a group member who will explain your risk-sensitive vision.

Gallery Walk

30 minutes
 Sample Paintings: Luzon Cluster

Region
Region I II Region 3 Region IV-A

Region IV-B Region V CAR NC

R