GSC CDP Ela

Table of Contents
GENERAL SANTOS CITY PROFILE ............................................................................................ 1
1.1 Brief Historical Background .......................................................................................... 1
1.2 Geo-physical Characteristics ........................................................................................ 2
1.2.1 Locat ion and Tot al Land Area .......................................................................................... 2
1.2.2 Topography..................................................................................................................... 2
1.2.3 Climat e ........................................................................................................................... 2
1.3 Population and Demographic Profile ............................................................................ 2
1.3.1 Tot al Population .............................................................................................................. 2
1.3.2 Populat ion Densit y .......................................................................................................... 3
1.3.3 Et hnicit y .......................................................................................................................... 3
1.3.4 Religion ........................................................................................................................... 3
1.3.5 Language/ dialect s........................................................................................................... 4
1.3.6 Povert y Incidence ............................................................................................................ 4
1.3.7 Populat ion Project ion ...................................................................................................... 4
1.4 Social Services.............................................................................................................. 4
1.4.1 Number of Schools .......................................................................................................... 4
1.4.2 Number of Hospitals and Ot her Public Health Facilities .................................................... 5
1.4.3 Daycare Cent ers .............................................................................................................. 5
1.5 Economy ...................................................................................................................... 5
1.5.1 M ajor Economic Act ivit ies ............................................................................................... 5
1.5.2 Number of Business Establishment s by Indust ry Sect or .................................................... 6
1.6 Infrastructures ............................................................................................................. 6
1.6.1 M ajor Circulat ion Netw ork .............................................................................................. 6
1.6.2 Wat er Supply .................................................................................................................. 6
1.6.3 Pow er Supply .................................................................................................................. 7
1.6.4 Communicat ion Facilit ies................................................................................................. 7
1.6.5 Int ernational St andard Airport ........................................................................................ 7
1.6.6 Seaport ........................................................................................................................... 7
1.6.7 Administ rative infrast ruct ures ......................................................................................... 7
1.7 Environment ................................................................................................................ 8
1.7.1 Solid Wast e M anagement ............................................................................................... 8
1.7.2 General Air Qualit y .......................................................................................................... 8
1.7.3 General Wat er Quality .................................................................................................... 8
1.8 Institutional M achinery ................................................................................................ 8
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1.8.1 Political Subdivisions ....................................................................................................... 8
1.8.2 Organizat ional St ruct ure ................................................................................................. 8
1.8.3 Development Planning Process ........................................................................................ 9
TEN POINT AGENDA ............................................................................................................ 10
2.1 The Way to Go ........................................................................................................... 10
2.1.1 Livable GenSan 2040 – The Vision .................................................................................. 10
2.1.2 M ission ......................................................................................................................... 12
2.1.3 Over-all Goal .............................................................................................................. 12
2.2 Functional Role of General Santos City ..................................................................... 12
2.2.1 Role in SOCCSKSARGEN Area ......................................................................................... 12
2.2.2 Role in the M indanao Area ............................................................................................ 13
2.2.3 Role in the Philippines and t he Global Region ................................................................. 13
2.3 Development Paradigm and Key Development Goals & Strategies ............................. 14
2.3.1 Development Paradigm ................................................................................................. 14
2.3.2 Key Development Goals – THE TEN POINT AGENDA ....................................................... 15
2.3.3 Key Development St rat egies .......................................................................................... 16
2.4 Sectoral Goals ........................................................................................................... 17
2.4.1 Social Development (Livabilit y) ...................................................................................... 17
2.4.2 Environmental M anagement (Livabilit y) ........................................................................ 18
2.4.3 Economic Development (Competit iveness) ..................................................................... 18
2.4.4 Infrast ruct ure Development (Compet itiveness) .............................................................. 19
2.4.5 Instit utional Development (Good Governance and Bankabilit y) ...................................... 19
DEVELOPM ENT CHALLENGES AND OPPORTUNITIES............................................................. 21
3.1 Perceived Critical Concerns of the “ Generals” ............................................................ 21
3.2 M ajor Development Challenges and Opportunities .................................................... 21
3.2.1. High population grow t h rat e ........................................................................................ 21
3.2.2 High povert y incidence .................................................................................................. 22
3.2.3 Growing t raffic congest ion in major st reet s and highways ............................................. 22
3.2.4 Increasing number informal set t lement s........................................................................ 22
3.2.5 Increasing demand for pow er and wat er supply............................................................. 22
3.2.6 Lack of good paying jobs in the local market .................................................................. 23
3.2.7 Cont inuing marginalizat ion of small farmers.................................................................. 23
3.2.8 Increasing cost of land due to speculations and land t enure ........................................... 23
3.3. Sectoral Development Challenges and Opportunities................................................ 24
3.3.1 Social Development Challenges and Opport unit ies......................................................... 24
3.3.2 Environmental M anagement Challenges and Opport unit ies........................................... 31
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3.3.3 Economic Development Challenges and Opport unities ................................................... 33
3.3.4 Infrast ruct ure Development Challenges and Opport unities ............................................ 37
3.3.5 Instit utional Development Challenges and Opportunit ies ............................................... 39
VISION-REALITY GAPS.......................................................................................................... 43
4. 1 Gaps in the desired qualities of the people (Social Development).............................. 43
4.1.1 Gaps in being healt hy .................................................................................................... 43
4.1.2 Gaps in being w ell educat ed .......................................................................................... 43
4.1.3 Gaps in cult ure preservat ion .......................................................................................... 44
4.2 Gaps in the State of the Natural Environment (Environmental M anagement) ............ 45
4.2.1 Gaps in forest prot ect ion and conservation .................................................................... 45
4.2.2 Gaps in wat ershed prot ection ........................................................................................ 45
4.2.3 Gaps in preservation of mangroves and ot her coast al resources .................................... 45
4.3 Gaps in the desired qualities of the economy ............................................................. 45
4.3.1 Gaps in being globally compet itive ................................................................................ 46
4.3.2 Gaps in being prosperous .............................................................................................. 46
4.3.3 Gaps in being the leading tourism dest ination in Region XII............................................ 46
4.4 Gaps on the desired qualities of the built environment (Green and livable place)....... 46
4.5 Gaps to the Quality of Governance (Institutional Development)................................. 47
4.5.1 Gaps in having effect ive governance.............................................................................. 47
4.5.2 Gaps on high and st eady local revenues......................................................................... 47
SOCIAL DEVELOPM ENT PLAN (LIVABILITY) ........................................................................... 48
5.1 Education................................................................................................................... 49
5.1.1 Goals for Education: ...................................................................................................... 49
5.1.2 Specific Object ives for Educat ion: .................................................................................. 49
5.1.3 Target s for Educat ion: ................................................................................................... 49
5.1.4 M ajor Programs/ Project s/ Act ivit ies for Educat ion: ........................................................ 50
5.1.5 St rat egies for Educat ion: ............................................................................................... 50
5.2 Health and Nutrition .................................................................................................. 50
5.2.1 Goals for Health and Nut rit ion:...................................................................................... 50
5.2.2 Specific Object ives for Health and Nut rit ion: .................................................................. 50
5.2.3 Target s for Healt h and Nut rition: ................................................................................... 50
5.2.4 M ajor Programs/ Project s/ Act ivit ies for Health and Nutrit ion: ........................................ 51
5.2.5 St rat egies for Healt h and Nut rition: ............................................................................... 53
5.3 Housing and Basic Utilities ......................................................................................... 53
5.3.1 Goals for Housing and Basic Utilit ies: ............................................................................. 54
5.3.2 Specific Object ives for Housing and Basic Utilities: ......................................................... 54
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5.3.3 Target s for Housing and Basic Ut ilities: .......................................................................... 54
5.3.4 M ajor Programs/ Project s/ Act ivit ies for Housing and Basic Ut ilities: ............................... 54
5.3.5 St rat egies for Housing and Basic Ut ilities: ...................................................................... 54
5.4a Peace and Order and Public Safety ......................................................................... 55
5.4a.1 Goal for Peace and Order and Public Safety ................................................................. 55
5.4a.2 Specific Object ives for Peace and Order and Public Safet y ........................................... 55
5.4a.3 Target s for Peace and Order and Public Safet y ............................................................. 55
5.4a.4 M ajor Programs/ Project s/ Act ivities for Peace and Order and Public Safety .................. 55
5.4.a.5 St rategies for Peace and Order and Public Safet y ....................................................... 56
5.4b DISASTER RISK REDUCTION AND M ANAGEM ENT .................................................. 56
A. Disast er Prevent ion and M itigat ion ................................................................................... 56
5.4b.1A Goal .......................................................................................................................... 56
5.4b.2A Specific Object ives: .................................................................................................... 56
5.4b.3A Target s: .................................................................................................................... 57
5.4b.4A M ajor Programs/ Project s/ Act ivit ies.......................................................................... 57
B. Disast er Preparedness ...................................................................................................... 57
5.4b.1B Goal: ......................................................................................................................... 57
5.4b.2B Specific Object ives: .................................................................................................... 57
5.4b.3B Target s: .................................................................................................................... 57
5.4b.4B M ajor Programs/ Project s/ Act ivit ies........................................................................... 58
5.4b. 4B St rat egies: ................................................................................................................ 58
C. Disast er Response ............................................................................................................ 58
5.4b.1C Goal: ........................................................................................................................ 58
5.4b.2C Specific Object ives: ................................................................................................... 58
5.4b.3C Target s:.................................................................................................................... 58
5.4b.4C M ajor Programs/ Project s/ Act ivities .......................................................................... 58
5.4b.4C St rat egies: ................................................................................................................ 58
D. Disast er Rehabilitat ion and Recovery ................................................................................ 59
5.4b.1D Goal: ........................................................................................................................ 59
5.4b.2D Specific Object ives:.................................................................................................... 59
5.4b.3D M ajor Programs/ Project s/ Act ivit ies........................................................................... 59
5.4b.4D St rat egies: ................................................................................................................ 59
5.5 Sports and Recreation ................................................................................................ 59
5.5.1 Goals for Sport s and Recreat ion:.................................................................................... 59
5.5.2 Specific Object ives for Sport s and Recreation: ................................................................ 60
5.5.3 Target s for Sport s and Recreat ion:................................................................................. 60
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5.5.4 M ajor Programs/ Project s/ Act ivit ies for Sport s and Recreat ion: ...................................... 60
5.5.5 St rat egies for Sport s and Recreat ion: ............................................................................. 60
5.6 Social Welfare and Development ............................................................................... 61
5.6.1 Goals for Social Welfare and Development : ................................................................... 61
5.6.2 Specific Object ives for Social Welfare and Development: ................................................ 61
5.6.3 Target s by 2022 for Social Welfare and Development : ................................................... 61
5.6.4 M ajor Programs/ Project s/ Act ivit ies for Social Welfare and Development : ................ 61
5.6.5 St rat egies for Social Welfare and Development : ............................................................ 61
5.7 Ten Point Agenda Out comes and Performance Indicators .......................................... 63
ENVIRONM ENTAL M ANAGEM ENT PLAN (LIVABILITY) .......................................................... 74
6.1 Forest Ecosystem ....................................................................................................... 75
6.1.1 Goals for Forest Ecosyst em: ........................................................................................... 75
6.1.2 Specific Object ives for Forest Ecosyst em: ....................................................................... 75
6.1.3 M ajor Target s for Forest Ecosyst em:.............................................................................. 75
6.1.4 M ajor Programs/ Project s/ Act ivit ies for Forest Ecosyst em: ............................................. 75
6.1.5 St rat egies for Forest Ecosyst em: .................................................................................... 76
6.2 Watershed Ecosystem ................................................................................................ 76
6.2.1 Goals for Wat ershed Ecosyst em: ................................................................................... 76
6.2.2 Specific Object ives for Watershed Ecosyst em: ................................................................ 77
6.2.3 M ajor Target s for Wat ershed Ecosyst em: ...................................................................... 77
6.2.4 M ajor Programs/ Project s/ Act ivit ies for Watershed Ecosyst em: ...................................... 77
6.2.5 St rat egies for Wat ershed Ecosyst em: ............................................................................. 77
6.3 Coastal Ecosystem ..................................................................................................... 78
6.3.1 Goal for Coast al Ecosyst em: .......................................................................................... 78
6.3.2 Specific Object ives for Coastal Ecosyst em: ..................................................................... 78
6.3.3 M ajor Target s for Coast al Ecosyst em: ............................................................................ 78
6.3.4 M ajor Programs/ Project s/ Act ivit ies for Coastal Ecosystem: ........................................... 79
6.3.5 St rat egies Coast al Ecosyst em: ....................................................................................... 79
6.4 Urban Ecosystem ....................................................................................................... 79
6.4.1 AIR ............................................................................................................................... 80
6.4.2 WATER......................................................................................................................... 81
6.4.3 SOLID WASTE ................................................................................................................ 82
6.5 Ten Point Agenda Outcomes and Performance Indicators..................................... 83
ECONOM IC DEVELOPM ENT PLAN (COM PETITIVENESS) ........................................................ 86
7.1 Agriculture and Veterinary Services ........................................................................... 87
7.1.1 M ajor Goals for Agriculture and Vet erinary Services:................................................ 87
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7.1.2 Specific Object ives for Agriculture and Vet erinary Services: .......................................... 87
7.1.3 M ajor Target s for Agriculture and Vet erinary Services: ................................................. 87
7.1.4 M ajor Programs/ Project s/ Act ivit ies for Agriculture and Vet erinary Services: .................. 87
7.1.5 St rat egies for Agriculture and Vet erinary Services: ....................................................... 88
7.2 Entrepreneurship, Business and Industry Promotion ................................................. 88
7.2.1 Goals for Ent repreneurship, Business and Indust ry Promot ion: ...................................... 88
7.2.2 Specific Object ives for Ent repreneurship, Business and Indust ry Promotion: .................. 89
7.2.3 M ajor Target s for Ent repreneurship, Business and Indust ry Promot ion: .......................... 89
7.2.4. M ajor Programs/ Project s/ Act ivities for Ent repreneurship, Business & Indust ry Promotion:90
7.2.5 St rat egies for Ent repreneurship, Business and Indust ry Promot ion: ................................ 90
7.3 Tourism ..................................................................................................................... 91
7.3.1 Goal for Tourism: .......................................................................................................... 91
7.3.2 Object ives for Tourism: .................................................................................................. 91
7.3.3 M ajor Target s for Tourism: ............................................................................................ 91
7.3.4 M ajor Programs/ Project s/ Act ivit ies for Tourism: ........................................................... 91
7.3.5 St rat egies:..................................................................................................................... 92
7.4 Culture....................................................................................................................... 93
7.4.1 Goal for Cult ure:............................................................................................................ 93
7.4.2 Specific Object ives for Culture:....................................................................................... 93
7.4.3 M ajor Target s for Cult ure: ............................................................................................. 93
7.4.4 M ajor Programs/ Project s/ Act ivit ies for Culture: ............................................................. 93
7.4.5 St rat egies for Cult ure: ................................................................................................... 93
7.5 Ten Point Agenda Out comes and Performance Indicators .......................................... 94
INFRASTRUCTURE BLUEPRINT (COM PETITIVENESS) ........................................................... 101
8.1 Roads and Bridges.................................................................................................. 102
8.1.1 Goal for Roads and Bridges: ........................................................................................ 102
8.1.2 Specific Object ives for Roads and Bridges: ................................................................... 102
8.1.3 M ajor Target s for Roads and Bridges: .......................................................................... 102
8.1.4 M ajor Programs/ Project s and Act ivit ies for Roads and Bridges: ................................... 102
8.1.5 St rat egies for Roads and Bridges: ................................................................................ 102
8.2 Drainage and Flood Control ..................................................................................... 103
8.2.1 Goal for Drainage and Flood Cont rol:........................................................................... 103
8.2.2 Specific Object ives for Drainage and Flood Cont rol: .................................................... 103
8.2.3 M ajor Target s for Drainage and Flood Cont rol: ............................................................ 103
8.2.4 M ajor Programs/ Project s and Act ivit ies for Drainage and Flood Cont rol:...................... 103
8.2.5 St rat egies for Drainage and Flood Cont rol: .................................................................. 103
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8. 3 Transport and Traffic M anagement ......................................................................... 103
8.3.1 Goal for Transport and Traffic M anagement :............................................................... 103
8.3.2 Specific Object ives for Transport and Traffic M anagement :.......................................... 103
8.3.3 M ajor Target s for Transport and Traffic M anagement :………………………………………………..104
8.3.4 M ajor Programs/ Project s and Act ivit ies for Transport and Traffic M anagement : ........ 104
8.3.5 St rat egies for Transport and Traffic M anagement : ...................................................... 104
8. 4 Water Supply .......................................................................................................... 105
8.4.1 M ajor Goals for Wat er Supply: .................................................................................... 105
8.4.2 Specific Object ives for Water Supply: ........................................................................... 105
8.4.3 M ajor Target s for Wat er Supply: ................................................................................. 105
8.4.4 M ajor Programs/ Project s/ Act ivit ies for Water Supply: ................................................. 105
8.4.5 St rat egies for Wat er Supply: ........................................................................................ 105
8.5 Pow er Supply ........................................................................................................... 106
8.5.1 Goals for Power Supply:............................................................................................... 106
8.5.2 Specific Object ives for Pow er Supply: ........................................................................... 107
8.5.3 M ajor Target s for Pow er Supply: ................................................................................. 107
8.5.4 M ajor Programs and Project s for Pow er Supply: .......................................................... 107
8.5.5 St rat egies for Pow er Supply: ........................................................................................ 107
8.6 Information and Communication Technology........................................................... 108
8.6.1 Goals for Informat ion and Communicat ion Technology: ............................................... 108
8.6.2 Specific Object ives for Information and Communicat ion Technology: ........................... 108
8.6.3 M ajor Target s for Informat ion and Communication Technology: .................................. 108
8.6.4 M ajor Programs/ Project s/ Act ivit ies for Information and Communicat ion Technology: . 108
8.6.5 St rat egies for Information and Communication Technology: ...................................... 108
8.7 Ten Point Agenda Out comes and Performance Indicators ........................................ 108
INSTITUTIONAL DEVELOPM ENT PLAN ................................................................................ 111
9.1 Development Administration ................................................................................... 112
9.1.1 M ajor Goals for Development Administ ration: ............................................................. 112
9.1.2 Specific Object ives for Development Administ rat ion:.................................................... 113
9.1.3 M ajor Target s for Development Administ rat ion: .......................................................... 113
9.1.4 M ajor Programs/ Project s/ Act ivit ies for Development Administ ration: ........................ 113
9.1.5 St rat egies for Development Administ rat ion: ................................................................ 114
9.2 Transparency and Accountability ............................................................................. 114
9.2.1 Goals for Transparency and Accountabilit y: ................................................................. 114
9.2.2 Specific Object ives for Transparency and Account ability:.............................................. 115
9.2.3 M ajor Target s for Transparency and Accountabilit y: .................................................... 115
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9.2.4 M ajor Programs/ Project s/ Act ivit ies for Transparency and Account ability:.................... 115
9.2.5 St rat egies for Transparency and Accountabilit y: .......................................................... 115
9.3 Public Participation .................................................................................................. 115
9.3.1 Goal for Public Participat ion: ..................................................................................... 115
9.3.2 Specific Object ives for Public Part icipation: .................................................................. 116
9.3.3 M ajor Target s for Public Part icipat ion: ........................................................................ 116
9.3.4 M ajor Programs/ Project s/ Act ivit ies for Public Part icipat ion: .................................. 116
9.3.5 St rat egies for Public Participat ion: ............................................................................... 116
9.4 Organization and M anagement ................................................................................ 116
9.4.1 Goals for Organizat ion and M anagement : ................................................................... 116
9.4.2 Specific Object ives for Organizat ion and M anagement : ............................................... 117
9.4.3 M ajor Target s for Organization and M anagement : ...................................................... 117
9.4.4 M ajor Programs/ Project s/ Act ivit ies for Organizat ion and M anagement : ..................... 117
9.4.5 St rat egies for Organization and M anagement : ............................................................ 117
9.5 REVENUE GENERATION ............................................................................................ 118
9.5.1 Goal ............................................................................................................................ 118
9.5.2 Specific Object ives: ...................................................................................................... 118
9.5.3 M ajor Target s: ............................................................................................................ 118
9.5.4 M ajor Programs/ Project s/ Act ivit ies: ...................................................................... 119
9.5.5 St rat egies:................................................................................................................... 119
9.6 Revenue Allocation and Utilization .......................................................................... 119
9.6.1 Goal: ........................................................................................................................... 119
9.7 Financial Accountability ........................................................................................... 119
9.7.1 Goals: ......................................................................................................................... 119
9.7.2 Specific Object ives: ...................................................................................................... 119
9.7.3 St rat egies.................................................................................................................... 120
9.8 Ten Point Agenda Out comes and Performance Indicators ........................................ 120
FINANCING THE PLAN ........................................................................................................ 124
CAPACITY DEVELOPM ENT PLAN ......................................................................................... 126
11.1 Social Development ............................................................................................... 126
11.1.1 Education ................................................................................................................ 126
11.1.2 Health and Nut rit ion ................................................................................................ 127
11.1.3 Housing and Basic Utilit ies......................................................................................... 127
11.1.4a Peace & Order and Public Safety ............................................................................ 127
11.1.4b Disast er Risk Reduct ion & M anagement .................................................................. 128
11.1.5 Sport s and Recreat ion ............................................................................................... 128
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11.1.6 Social Welfare and Development ............................................................................... 128
11.2 Environmental M anagement.................................................................................. 129
11.2.1 Forest Ecosyst em ....................................................................................................... 129
11.2.2 Wat ershed Ecosyst em ............................................................................................... 130
11.2.3 Coast al Ecosyst em ..................................................................................................... 130
11.2.4 Urban Ecosyst em....................................................................................................... 130
11.3 Economic Development ......................................................................................... 131
11.3.1 Agriculture/ Vet erinary Services ................................................................................. 131
11.3.2 Ent repreneurship, Business and Indust ry Promot ion ................................................... 131
11.3.3 Tourism ..................................................................................................................... 132
11.3.4 Cult ure .................................................................................................................... 132
11.4 Infrastructure Development ................................................................................... 132
11.4.1 Roads and Bridges ................................................................................................... 132
11.4.2 Drainage and Flood Cont rol ..................................................................................... 132
11.4.3 Transport ation and Traffic M anagement ................................................................. 132
11.4.4 Wat er Resources ..................................................................................................... 133
11.4.5 Pow er Supply ........................................................................................................... 133
11.5 Institutional Development ..................................................................................... 133
11.5.1 Development Administ ration ..................................................................................... 133
11.5.2 Public Part icipation ................................................................................................... 133
11.5.3 Transparency and Accountabilit y ............................................................................... 133
11.5.4 Organizat ion and M anagement ................................................................................. 134
11.5.5 Revenue Generat ion .................................................................................................. 134
11.5.6 Resource Allocation and Utilizat ion............................................................................ 134
11.5.7 Financial Account ability............................................................................................. 134
LEGISLATIVE REQUIREM ENTS ............................................................................................ 135
12.1 Social Development ............................................................................................... 135
12.1.1 Education .................................................................................................................. 135
12.1.2 Health and Nut rit ion ................................................................................................. 135
12.1.3 Housing and Basic Utilit ies......................................................................................... 135
12.1.4a Peace & Order and Public Safet y .............................................................................. 136
12.1.4b Disast er Risk Reduct ion and M anagement ............................................................... 136
12.1.5 Sport s and Recreat ion ............................................................................................... 136
12.1.6 Social Welfare ........................................................................................................... 136
12.3 Environment al M anagement .................................................................................. 136
12.4 Economic Development .......................................................................................... 137
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12.5 Infrast ruct ure Development ................................................................................... 137
12.6 Inst it ut ional Development ...................................................................................... 137
IM PLEM ENTING THE PLAN ................................................................................................ 139
13.1 The M anagement Commit t ee (M ANCOM ) and Depart ment Clust ers ...................... 139
13.2 Procurement System and Financial M anagement System……………………………………..141
13.3 The Performance M anagement System.................................................................. 141
13.4 The Program for Rew ards and Incentives for Excellence (PRAISE) Committee…….…142
M ONITORING AND EVALUATION ....................................................................................... 143
13.1 OBJECTIVES OF M & E ............................................................................................ 143
13.2 ORGANIZATION FOR M & E SYSTEM ....................................................................... 144
13.3 Selected M & E Reports .......................................................................................... 146
13.4 DEVELOPM ENT INDICATORS ................................................................................. 147
GENERAL SANTOS CITY CDP 2017-2022/ ELA 2017-2019 x

Chapter 1
GENERAL SANTOS CITY PROFILE
1.1 Brief Historical Background
 The nomadic B’laan people are the original settlers of General Santos City, a
placew hich they called “ Dadiangas” after the thorny Ziziphusspina-christi tree.This
speciethat bears bright yellow berry-like fruits w as once abundant in the area and is
now protected under Republic Act 8371 or the Indigenous Peoples’ Right Act of
2007.
 The country’s first organized settlement program know n as the National Land
Settlement Administration (NLSA) establishedAlagao (now barangay Lagao) as the
first formal settlement.
 Thefirst w ave of 62 settlers of the NLSA landed at the Sarangani Bay specifically in
Dadiangas on February 27, 1939 and started agricultural development of the fertile
lands.
 The settlement became M unicipality of Buayan by virtue of Executive Order No. 82

dated August 18, 1947 by President M anuel Roxas, after 9 years of development
activities.
 In June 15, 1954, the M unicipality of Buayan w as renamed to General Santos in

honor of General Paulino Torres Santos, the settlement’s General M anager by virtue
of Republic Act 1107 aut hored by Congressman LuminogM angelen of Cotabato
Province.
 On July 8, 1968, t he M unicipality of General Santos w as declared as a City w hile

retaining its name by virtue of Republic Act No.5412 authored by Congressman
James L. Chiongbian.
 General Santos City w as declared a Highly-Urbanized City on its 20

th
City Charter
anniversary in 1988.
 Republic Act No. 9649 amended the City Charter to give the city the final authority
over the titling of vast government lands in its territory.
 General Santos City (GSC or GenSan) became known as the Tuna Capital of the
Philippines due to its tuna industry that begun toflourish in the 1970s.
 GenSan is also know n as the “ Home of Champions” having citizens of the city as
w orld and national champions in their specific fields notably the boxing legend and
Senator M anny Pacquiao, M s. Universe runner-up ShamceySupsup, XB
GENSAN,Gerald Anderson, M elaiCantiverosand many others.
 In the 90’s, citizens of the city came to be locally referred to as the “ Generals” .
 In 2009, “ M agandangGenSan” icon/ logo w as launched. This is the official brand of

General Santos City, and a shortened phrase of the City’s Vision of a place to live for
a better quality of life.
GENERAL SANTOS CITY CDP 2017-2022/ ELA 2017-2019 1

1.2 Geo-physical Characteristics
1.2.1 Location and Total Land Area
 GenSan is a port city located at the southernmost portion of M indanao betw een
o o o o
latitudes 5 58’ and 6 20’ Northand betw een longitudes 125 1’ and 125 17’ East.
 It nestles in a natural harbor making its strategic location easily accessible to major
points of the country and Asia.
 Total land area is 53,606 hectares or 0.18% of the Philippine territory.

 Alienable and disposable land is 28,049.05 hectares or 52.70% w hile the rest are
timberlands and National Commission for Indigenous Peoples (NCIP) claims.
 Reservation area of 556 hectares know n as Lots 1, 2, and 3 in Barangay Fatima is

now anurban relocation site w ith a row of flourishing commercial activities along
the Airport Road.
1.2.2 Topography
 The city is a vast and gently rolling plain stretching from Sarangani Bay.
 The terrain has five (5) major slopes w ith 35% of land belonging to 0-3% slope
w hich are suitable for urban land uses such as residential, commercial, industrial
and institutional.
 Gently undulating terrain (3.1% - 7% slope) or 14% of the land area are suitable for
intensive agriculture.
 Lands suitable for specialized agriculture have slopes ranging from 7.1% to 15% or
28.2% of the land area.
 Elevation of 2meters above sea level endangers 9 coastal barangays to storm surge
and 17 barangays to flooding.
1.2.3 Climate
 Type IV climate w ith rain evenly distributed over the year.

 Geographic location as a natural harbor makes GenSan a typhoon free area.
 Wind with average velocity of 1 meter per second (mps) blow s tow ards the North
and Northeast.
 With climate change, drought is more pronounced during the first few months of
the year.
1.3 Population and Demographic Profile
1.3.1 Total Populat ion
Some demographic characteristics of the city based on the 2010 National Census are:
 Total household population - 538,086 or 0.58% of the Philippine population.

 Annual population grow th rate (PGR) – 2.71% w hich is higher than the Philippine
PGR of 1.91%.
 Urban population – 523,734 or 97.61%.

 Rural population – 12, 832 or 2.39%.
 Population is predominantly young; half of population is aged 23 and below.
 There are 102 males for every 100 females.
 M ale and female labor forces are almost equal.
 Dependency rate – 56 dependents for every 100 w orking age population.
 Average household size – 4.3 persons.
 Literacy rate of 98.4% is higher than that of SOCSKSARGEN w hich is 94.1%.
Table1. Population Composition by Type, Age Group & Sex, General Santos City, 2010
M ALE FEM ALE SEX
AGE GROUP BOTH SEXES % Share
NO. % Share NO. % Share RATIO
School going population 230,654 43% 116,313 21.68% 114,341 21.31% 102
Pre-school (3-6) 48,531 9% 25,026 4.66% 23,505 4.38% 106
Element ary (7-12) 68,151 13% 34,975 6.52% 33,176 6.18% 105
Secondary (13-18) 67,467 13% 33,356 6.22% 34,111 6.36% 98
Tertiary (17-21) 46,505 9% 22,956 4.28% 23,549 4.39% 97
Labor force (15 and over) 313,076 58% 156,210 29.24% 156,210 29.11% 100
Working age (15-64) 344,365 64% 173,108 32.26% 171,257 31.92% 101
Dependent population 192,201 36% 98,012 18.27% 94,189 17.55% 104
Young (0-14) 177,255 33% 91,226 17.00% 86,029 16.03% 106
Old (65 and over) 14,946 3% 6,786 1.26% 8,160 1.52% 83
TOTAL 536,566 100% 271,120 50.5 265,446 49.47% 102
Sour ce of Basic Dat a: Philippine St at ist ical Aut horit y

Not e: Det ails do not t ally w it h t he t ot al
1.3.2 Population Density
 City population density is 1,004 persons per sq. km.

 22 barangays w ith a t otal land area of 467.56 sq. km. are classified as urban
 Urban density is 1,123 persons per sq. km.
 The densest urban barangay is Dadiangas West w ith 17,677 persons per sq. km.
w hile the least dense is Sinaw al at 156 persons per sq. km.
 4 barangays w ith a total land area of 68.5 sq. km are classified as rural.
 Rural density is 188 persons per sq. km.
 The densest rural barangay is Ligaya at 630 persons per sq. km. w hile the least
dense is Upper Labay at 121 persons per sq. km.
1.3.3 Ethnicity
 41% of population areCebuanos but almost 100 types of Philippine ethnic groups
such as Ilongo, Bisaya, M aguindanaoand foreign nationals also reside in the city.
 The city population is an assortment of various cultures and ethnic groupings
1.3.4 Religion
 70% of t he population are Roman Catholics.

 The rest of the population are members of 50 other denominations of either
evangelicals and non-Christian or tribal religions and those w ithout any reported
religious affiliation.
1.3.5 Language/ dialects
 M ost of the “ Generals” being families of settlers speak various dialects of their
ethnic tribes in the follow ing order: Cebuano, Ilonggo, Hiligaynon, Tagalog and
Ilocano.
1.3.6 Poverty Incidence
 The CityCensus conducted in 2011 established the poverty situation inGenSan. The
Living Standards Index (LSI) w as used to classify households based ontheir
economic status. Some 25% or 31,672 of the households belong to the 1st quartile
or poorest segment of the city’s economic scale.
 The 2012 M unicipal and City Level Small Area Poverty Estimates of the Philippine
Statistics Authority (PSA) show ed that the poverty incidence in General Santos City
is only 19.3 %.
 Of the 10 LGUs in South Cotabato, General Santos City has the low est poverty
incidence that can be attributed to high employment rate and presence of small,
medium and micro industries in the city.
1.3.7 Population Projection
Base year, Participation

Grouping 2017 2018 2019 2020 2021 2022 2023 2024 2025
2010 Rate
Population 536,566 648,845 666,428 684,489 703,038 722,091 741,659 761,758 782,402 803,605
School going population 308,848 57.56% 373,476 383,597 393,992 404,670 415,636 426,900 438,469 450,351 462,556
Pre - school 48,531 9.02% 58,521 60,106 61,735 63,408 65,127 66,892 68,704 70,566 72,479
Elementary 68,151 12.67% 82,179 84,406 86,694 89,043 91,456 93,934 96,480 99,095 101,780
Junior High School 44,022 8.20% 53,234 54,676 56,158 57,680 59,243 60,849 62,498 64,191 65,931
Senior High School 23,445 4.37% 28,351 29,119 29,908 30,719 31,551 32,406 33,285 34,187 35,113
Tertiary 57,232 10.67% 69,208 71,084 73,010 74,989 77,021 79,108 81,252 83,454 85,715
Working Age Population 344,365 64.18% 416,425 427,710 439,301 451,206 463,434 475,993 488,892 502,141 515,749
Labor Force Source of Basic Dat a: 63.80%
224,318 2010 Census, PSA
413,963 425,181 436,704 448,538 460,694 473,179 486,002 499,172 512,700
Project ion: 2.71% annual population growt h rat e
Dependent 192,201 35.82% 232,420 238,718 245,188 251,832 258,657 265,667 272,866 280,261 287,856
Young (0-14) 177,255 33.04% 214,346 220,155 226,121 232,249 238,543 245,008 251,647 258,467 265,472
Old (65 and over) 14,946 2.79% 18,074 18,563 19,066 19,583 20,114 20,659 21,219 21,794 22,384
1.4 Social Services
1.4.1 Numberof Schools
 It has 68 public elementary schools including pre-schools and 26 public secondary

schools. The existing public schools are complemented w ith 133 private schools,
composed of 63 pre-school and elementaryschools and 17 secondary

1.4.2 Number of Hospitals and Other Public Health Facilities
 8 private and public hospitals composed of :

o 3 w ith DOH Level 3 License to Operate (St. ElizabethHospital , Gen. Santos
Doctor’s Hospital & SOCSARGEN County Hospital)
o 1 w ith DOH Level 2 License to Operate (M indanao M edical Center)

o 2w ith DOH Level 1License to Operate (Dr. Jorge P. Royeca Hospital –
publicand R.O.Diagan Cooperative Hospital- private)
o 1 w ith DOH PrimaryLicense to Operate –Labella Hospital and 1 infirmary –

Auguis Clinic and Hospital
 41 Public Health Facilities composed of:

o 1 City Health Center
o 12 Rural Health Units/ Lying–in Clinics
o 14Barangay Health Centers
o 15Barangay Health Stations
 5 Botikang Barangay
1.4.3 DaycareCenters
 184 day care centers in 26 barangays but only 1 is DSWD accredited due to non-
compliance of facilities to set standards
1.5 Economy
1.5.1 M ajor Economic Activities
 General Santos City as “ The Tuna Capital of the Philippines” garnered the Guinness
World Record on t he largest tuna display in 2014.
 Sarangani Bay is the main fishing ground but tuna rich fishing grounds include M oro
Gulf and M indanao.
 General Santos City has 4,468 fishing households or 3.45% of its total households.
 There are eight (8) registered canning factories with 9,148 employees (based on
w orking permits issued (2015).
 General Santos City is considered the hub for business and trade particularly for
fresh and processed agricultural products in the SOCSKSARGEN Region.
 Agricultural production area is 15,697.96 hectares or 29% of the total land

arealocated in 15 agricultural barangays.
 In 2015, the City has a total of 5,837 farming households (City Agri. Office).
 The City has nine (9) coastal barangays or a total of 21 agri-fishing barangays as
follow s: Agricultural barangays includes Batomelong, Conel, Katangaw an, Lagao,
Ligaya, M abuhay, Olympog, San Isidro, San Jose, Sinaw al, Tinagacan and Upper
Labay w hile coastal barangays are Baluan, Buayan, Bula, Dadiangas South,
Dadiangas West, Calumpang, Labangal, Siguel and Tambler.

 M ajor crops include rice, corn, coconut, mango and banana. Other crops include
asparagus, cassava, pineapple, coffee, sugarcane and assorted vegetables. Some
barangays are also into aquaculture/ inland fishing.
 For three consecutive years, Canned Pineapple and Canned Tuna are the top 2
exported products, w hile the tuna exported products has a total combined value of
295,759,161.74 S$ (88,545,119.19 kgs.) or 37.02% of t he total exported products in
2015.
 Top exporters are Dole Philippines Inc., Cargill Oil M ills Philippines Inc., 4.5 Top 20
Exporters; GenTuna Corp; Philbest Canning Corp; Alliance Select Foods
International; Century Pacific Agricultural Ventures INc.; Ocean Canning Corp;
Seatrade Canning Corp; Lapanday Foods Corp and Celebes Canning Corp.
 Top 10 Export Destinations according to value of exported goods; USA,

Netherlands, Japan, United Kingdom, Germany, China, Korea, Spain, Italy and UAE.
 M ajor livestock produced are cattle, carabao, sw ine, goat and poultry w ith a total
value of ofPhp 1,994,886,930.00 in 2015.
1.5.2 Number of Business Establishments by Industry Sector
 In 2015 there are 10,665 registered businesses in General Santos City with
Retail/ Wholesale having the highest count of 3,090 or 28.97%, follow ed by
contractors w ith 2,515 or 23.58% establishments.
1.6 Infrastructures
1.6.1 M ajor Circulation Network
 Total road netw ork - 700.279 kms (barangay roads - 267.707 kms; city roads -
314.932 kms.; national roads –117.64 kms.)
 Type of construction:
o Concrete– 252.415kms.
o Asphalt– 41.904kms.
o Gravel – 26.282kms.
o Earth – 378.617kms.
1.6.2 W ater Supply
 The main source of w ater in General Santos is ground w ater. There are only tw o
major potable w ater distributors in the City.
 The General Santos City Water District (GSCWD) is the main provider of potable
w ater supply in urban areas of the city.
 Potable w ater sources in remote parts of t he city are served by community

deepw ells constructed by the city and the Depart ment of Public Works and
Highw ays (DPWH). These are managed by the Rural Waterw orks and Sanitation
Associations (RWSAs).
 There are 167 RWSA’s operating and serving seventeen (17) barangays in the City.
These are under the general supervision of the City M ayor’s Office-Integrated
Barangay Affairs Division (CM O-IBA).

1.6.3 Power Supply
 The National Transmission Corporation (TransCo) provides the city’s pow er

requirements. These are distributed by the second district South Cotabat o Electric
Cooperative (SOCOTECO II).
1.6.4 Communication Facilit ies
 World Class telecommunication infrastructures are among the best in the country;
59 telecommunication tow ers are present in the City (41- Globe, 13- Smart, 5 - Sun
Tow ers (CPDO).
 Landline companies operating in the City are Philippine Long Distance Telephone
Company (PLDT), Bayan Telecommunications (Bayantel), M arbel
Telecommunications and Globe Telecom (Globelines); these companies also
provide internet access for personal and business needs.
 The Philippine Postal Office operates in the city.
1.6.5 International Standard Airport
 The General Santos International Airport is the largest airport in M indanao. It has
a built-up area for aviation use of about 250 hectares w ith the remaining 350
hectares available for development of other airport related facilities. The airport
has a 3,200 meter x 45 meter runw ay w hich can accommodate 1 arrival per 5
minutes.
1.6.6 Seaport
 The Port of General Santos City know n as the M akar Wharf is considered as one
of the best ports in the country. It is the government port managed by the
Philippine Ports Authority that covers an area of 14.70 hectares.
 Vessel and cargo facilities maintained in the port include the 841 meters
berthing area, RORO ramp facility, anchorage areas, container yards/ open
storage, livestock stuffing area w ith w aste w ater treatment facility, reefer
facilities, and w eighbridge.
1.6.7 Administrative infrastructures
 There are 38 National Government Offices (NGAs) operating in the city
 M ost of the NGAs have offices in the Central Business District (CBD)and ot her
urban barangays
 Buildings ow ned by the city are:
o one (1) main city hall building

o one (1) SangguniangPanlungsod (SP) building
o one (1) Investment Action Center
o and a few other LGU department buildings in the Central Business District
(CBD)

1.7 Environment
1.7.1 Solid W aste M anagement
 The city government handles the collection anddisposal of solid w aste generated in
the city.
 Somebarangays have their ow n M aterials RecoveryFacilities to promote reuse and

recycling of solidw aste.
 The Sanitary Landfill is located in BarangaySinaw al.
1.7.2 General Air Quality
 Air quality is still within the national standards inspite of the increase of vehicle use
and the number of industries in the city.
 Full implementation of Ordinance on Anti-Smoking in the city.
1.7.3 General W ater Quality
 Ground w ater quality is not tested periodically. M onitoring the volume of ground
w ater extraction especially by large industries is not being done.
 The Local Waterw orks and Utilities Administration (LWUA) oversees the
development of the GSCWD including setting of the w ater quality and service
standards.
1.8 Institutional M achinery
1.8.1 Political Subdivisions
 GenSan is one of the 5 cities and the only highly urbanized LGU of Region 12
composed of South Cotabato, Cotabato City, Sultan Kudarat, Sarangani and General
Santos City (SOCCSKSARGEN).
 It belongs to the First Congressional District.

 It has 26 barangays; 22 of w hich are classified as urban w hile 4 are still rural.
1.8.2 Organizat ional Structure
 Composed of 2 branches of government – the executive and legislative

 The executive branch has 24 departments w hile t he legislative branch has 3
departments
 Total LGU w orkforce– 3,177 (as of 2015)

o Elected - 14
o Appointed/ Co-term/ Contractual - 73
o Permanent -1,299
o Job Order -1,791
 Government w orkforce to population ratio–1:194

1.8.3 Development Planning Process
 The development planning process is typically an in-house effort of the LGU. This is
spearheaded by the City Development Council (CDC) and the
SangguniangPanlungsod as the political components.
 The City Planning and Development Office serves as the CDC technical
secretariatbased on the provisions of the Local Government Code, in Sec 113 that
states “ The secret ariat s of t he provincial, cit y, and municipal development councils
shall be headed by t heir respect ive planning and development coordinat ors.”
 The technical component of development planning is composed of the various LGU

departments divided into four (4) clusters as follow s: good governance, bankability,
livability and competitiveness.
 The good governance cluster takes care of the institutional sector covering the
performance areas of development administration, transparency and
accountability, public participation and organization and management.
 The bankability cluster is responsible for the financial side of institutional

development. It covers the performance areas of revenue generation, revenue
allocation and utilization and financial accountability.
 The competitiveness cluster is responsible for steering the city’s economic

development. It covers policy development and agriculture and veterinary services
as w ell as entrepreneurship, business and industry promotion.
 The livability cluster takes care of the w elfare goal for the people as envisioned in
the local code. It covers the social development sector and the environmental
management sector.
 Each cluster is mandated by the LGU M anagement Committee to w ork closely

together and develop a synergy in utilizing its Core Values of Godliness, Service
Excellence, Commitment, Teamw ork and Openness to Change (GSC-TO) in
development planning and service delivery.
 The department clusters are empow ered to w ork closely w ith the relevant CDC
sectoral committees in developing the development plans and investment
programs of the city.
 The Annual Investment Program (AIP) is an annual slice of the Local Development
Investment Program (LDIP). It is the basis for the Annual Executive Budget. Once
approved, the Annual Appropriation becomes the basis for the preparation of
annual department plans (DP).
 The various local development plans are cascaded dow n to t he department and
individual employees through the Strategic Performance M anagement System
(SPM S) Performance M anagement Team (PM T). This team sees to it that the DP
performance targets and accomplishments are aligned tow ards the attainment of
the city vision.
 Annual development plan updating is based on the department accomplishments.

Chapter 2
TEN POINT AGENDA

DEVELOPM ENT BLUEPRINTS 2017-2022
2.1 The W ay to Go
General Santos is a port city strategically sheltered in a cove by the beautiful Sarangani Bay.
The advantages of easy access by land, air and sea to all points of the country and the
neighboring Asian countries provide excellent potentials for city grow th and progress. These
advantages combined with vast lands fit for residential, commercial, industrial and
agricultural development, a strong and educated labor forceand good governance w ill propel
the city to global competitiveness and eventual “ good life” for all.
To take advantage of these capacities,the LGU of General Santos City mapped its
development blueprints for the next six (6) years to achieve its vision, mission and over-all
goal. To make things more methodical, the TEN POINT AGENDA or Call for Action is designed
to guide city grow th and respond to various development challenges and opportunities in
order to create a bet ter General Santos City.
2.1.1 Livable GenSan 2040 – The Vision
“ By 2040, General Santos City, the Home of Champions is a prosperous and sustainable place
to stay, w ork and enjoy a productive life.”
In consonance w ith “ AmbisyonNatin 2040” of the national government, “ Livable GenSan

2040” adopts a theme of sustainability as it addresses climate change and disaster risk
resilience. It maps out the sustainable future of the city in three (3) vision elements: 1)
people and governance, 2) economy and 3) place. It sees a more economically sound,
connected, inclusive,livable city - a vibrant place to live, w ork and nurture a family. The
descriptors of the vision elements are:
The Home of Champions (PEOPLE AND GOVERNANCE)
a) Qualities of the people

 Healthy
 Well educated
 Responsible and God fearing
 Skilled and self-sufficient
 Environment protector
 Disaster risk resilient and climate change adaptive
 Civic-minded
 Preserves culture
b) Qualities of governance
 Fair/ inclusive
 Honest/ no corruption
 Effective and efficient response to people’s needs
 Participative
 Transparent

 High and steady local revenues
 Highly productive and gender sensitive w orkforce
1) Prosperous (ECONOM Y)
a) Qualities of the economy
 High employment rate
 Large economic base
 Diverse
 Globally competitive
 High food sufficiency
 High minimum w ages
 Green economy
 Quality and sufficient infrastructures
2) Green and livable (PLACE)

a) Qualities of the built environment
 Green w ith plenty of open spaces
 Well-built, w ell-designed and connected roads
 Streets have facilities for safe w alking and biking
 Easily accessible schools, w orkplaces, commercial areas and hospitals
 Safe, energy efficient buildings
 Disaster risk resilient
 Climate change adaptive
 Easy access t o communication facilities (fast internet services, landlines in
all barangays)
 Secured
 Culture rich
b) Qualities of the natural environment

 Clean air
 Clean w ater
 Tolerable noise
 Biodiversity maintained
 Riverbanks protected from flooding and erosion
 Seaw alls in place
 Ecotourism sites preserve the environment
 Production forest
 Protection forest improved
General Santos as a livable city is a place w here people w ant to live, study, w ork or pursue a
business, relax and be entertained. As the desired qualities of the vision elementsare
achieved, livable General Santos City will be characterized as:
1. Safe. People, especially the children and the elderly are able to w alk, jog or bike at the
streets at all hours of the day or night w ithout fear of getting harmed. The city is w ell
lighted; there is high police visibility and immediate response for assistance is available.
The city and the people are prepared for any disaster through adequate mitigation
measures, proper training and community organizing.
2. People friendly. Design of buildings, streets and other public infrastructures are gender
and environment sensitive. To encourage w alking or biking, streets have shadetrees, a

few benches offer a brief respite from w alking for pedestrians. A row of neat commercial
displays or convenience stores along the streets offers refreshments and some
necessities. To make w alking enjoyable, sculptures of other local artw orks can be
incorporated in t he design of public areas t o provide a sense of place and neighborhood.
The private sector develops their properties based on established city themes.
3. Accessible. Connectivity of neighborhoods or puroks and barangays is improved. It is

easier and less expensive to get w here anyone needs to be. Travel time is shortened and
w alking or cycling encouraged due to roads designed for vehicular and pedestrian safety.
Kids are able to w alk or bike for 5 minutes to neighborhood schools safely. Senior citizens
live more independently, w alking in their neighborhoods w ithout fear of being run over
by vehicles. Puroks are stronger and have attractive, comfortable local shopping streets
w ith sidew alk cafes. Strolling and jogging are popular for a healthier lifestyle of the
“ Generals” .
4. Affordable. The city is a relatively cheap place to live. Quality education and housing are
affordable. The city is more welcoming to immigrants making the economy more vibrant
and competitive. Access to basic services is easy and quick. Variety of goods and services
is available to everyone at reasonable price. Economic zones and entrepreneurship
provide high employment and minimum w ages. People can afford to provide for their
current and future needs. M arket places have abundant and variety of goods for buyers’
different options. The city’s tourism industry is robust.
5. Green. Urban green spaces are plentiful. Cleanliness is a characteristic of the air, w ater
and the general surroundings. Buildings and technology of industries are green. Design of
buildings and structures maximizes the benefits from natural lighting and renew able
energy. Air and w ater are cleaner and people will be healthier as people value and
protect the environment.
6. Culture-rich. The city’s rich cultures are seen in music, dances, fashion, art w orks,
furniture and food. These are show cased in cultural centers, museums, parks, and street
and building designs. Entertainment is affordable and diverse, catering to the preferences
of all types of people. The evolving culture of the various ethnic groups in the city is
continuously documented for posterity.
2.1.2 M ission
“ To pursue a stable local economy supportive of development and grow th, environmental
protection, and security for all people in General Santos City.”
2.1.3 Over-all Goal
To achieve a strong sense of community, strengthen resiliency, increase capacity for change
and enhance the quality of life of the “ Generals” .
2.2 Functional Role of General Santos City
2.2.1 Role in SOCCSKSARGEN Area
 Transportation Hub and Transshipment Point

General Santos City is considered as the transportation hub of the region due to major
infrastructures such as the international standard airport, the M akar Wharf and good
roads providing access to all points of the country by land, sea and air. The city’s

strategic location and presence of airport, seaport and modern fishport, makes the city
a logical processing center of agricultural products of the region for domestic and
international exports. Further improvement of these major infrastructures w ill bolster
the role of the city as hub of export and import products. It is also the transshipment
point to tourism sites in the SOCCSKSARGEN Area.
 Financial Hub, Shoppers’ Haven and Next “W eb City”

The presence of numerous banks and financial institutions coupled w ith modern and
fast communication facilities, hotels, and convention centers easily makes the city a
financial hub and Information, Communication and Technology (ICT) hub of the region.
The city is also considered as a “ must” stop for shoppers. Residents from nearby tow ns
and provinces visit to shop and enjoy life and leisure activities in several huge
shopping malls.M ore shopping establishments are also being constructed.
 Center for Institutions

Several educational institutions, hospitals and health facilities serve the population
from the region. This is noted in the increase of patients in the city’s four major
hospitals and the grow th of enrollment in some schools and colleges. Because of this
demand, several investors are putting up more hospitals, schools and colleges in the
city.
 Housing market
The demand for housing has also grow n significantly as evidenced by the grow th in the
number of new and expanding subdivisions in the city. With this new development,
the city is fast becoming a dormitory tow n of the region. The number of renters clearly
show s the need for more affordable housing to cater not only for city residents but for
the w orkforce from t he region as w ell.
2.2.2 Role in the M indanao Area
 Secondary Growth Center
General Santos City being a highly urbanized city is considered as the second grow t h
center to Davao City in the Southern M indanao Region. Its strategic location and
modern infrastructure facilities make the city a logical regional industrial center in
M indanao. It is a major supplier of livestock and poultry and transshipment point of
tourists to the SOCCSKSARGEN area.
The city w ill go beyond strengthening the tuna industry. It w ill develop alternate
industries such as shrimp culture and strengthen its position as an agro-industrial
center and financial and service hub of the South. Acceleration of the grow th of value
added processing and packaging industries w ill be through improving local facilities
particularly the airport, fishport and seaport. Establishment of a stable source of
pow er based on alternative renew able energy sources w ill support industry grow t h
and development and guarantee climate change adaptation.
2.2.3 Role in the Philippines and the Global Region
 Tuna Capital
The Philippines is ranked 2nd largest canned and processed tuna manufacturer in Asia,
next only to Thailand. As such, the city vision builds on it s competitive edge as the
Philippines’ Tuna Capital and a major player in the Brunei-Indonesia-M alaysia-
Philippines – East Asean Grow th Area (BIM P-EAGA) region. Being the “ Tuna Capital” of

the Philippines, General Santos City captures a very large chunk of the landings of
frozen and fresh tuna for processing in the seven (7) canning factories in the city. It is
the largest producer of sashimi-grade tuna in the Philippines that are exported to
different countries. GenSan also accounts for the second largest daily total fish catch in
the country after Navotas City in the National Capital Region.
The current restrictive policies on tuna fishing in Indonesian territorial w aters are
beginning to negatively impact on the city’s flourishing tuna industry. National
government support in forging agreements w ith the Indonesian government to lift the
restrictions w ill bring a new life to the city’s tuna industry.
The Bureau of Fisheries and Aquatic Resources indicated that it is time for Filipino tuna
fishing companies to tap into the eastern side of the Philippine archipelago to expand
their fishing operations in the seas off Davao Oriental up to Cagayan in the north.
 Transshipment Point for ASEAN Trade

Based on the city’s strategic location and proximity to the BIM P-EAGA, it can easily
serve as a transhipment point for ASEAN trade and cultural exchanges.
 Alternate M eetings, Incentives, Conferences & Exhibit ions (M ICE) Center

The city has 25 venues that cater to meetings, conferences, conventions, seminars/
w orkshops/ trainings and other special events. Some of these venues are usually found
in shopping malls and in some hotels of the city. The city’s popularity as Tuna Capital
and home of champions is another factor that draw s national conventions and
conferences to be held in the city. This gives rise to the grow ing tourism interest in the
city.
2.3 Development Paradigm and Key Development Goals & Strategies
2.3.1 Development Paradigm
The LGU of General Santos City recognizes everyone’s right to life, survival and
development in keeping w ith its vision. Based on the universal and inalienable right to
quality life, the LGU’s development framew ork (Fig. 1) placed the people as the central
object of development to ensure inclusive grow th. This framew ork is consistent with
Executive Order No.5 of President Rodrigo R. Duterte prescribing development
planning guidelines that the people should be the cent er of development.
Figure 1. General Sant os City Development Paradigm

This development paradigm will guide the LGU in ensuring that the right to development is
fulfilled to equitably meet the population, development and environmental needs of the
present and future generations. In the w ords of the Rio Declaration “ human beings are at the
center of concerns for sustainable development. They are entitled to a healthy and
productive life in harmony w ith nature.”
2.3.2 Key Development Goals – THE TEN POINT AGENDA
To achieve the vision of “ Livable GenSan 2040” the city developed its set of general
goals in the TEN POINT AGENDA or Call t o Act ion on “ Creating a Livable Environment
for All “ Generals” Tow ards Nation Building or (TEN to C.L.E.A.N.) inGenSan.
The TEN POINT AGENDA or Call for Action for the next 6 years 2017 – 2022 are as
follow s:
GOOD GOVERNANCE
1. Ensure a w ell-run, honest, inclusive and participative government;
2. Achieve excellence in transparency and accountability in government processes;
BANKABILITY
3. Realize revenue grow th and sound management of financial resources;
4. Increase infrastructure spending through public-private partnership in
implementing development projects;
COM PETITIVENESS
5. Develop economic zones, enhance agricultural productivity, tourism & culture
and strengthen micro, small and medium enterprises;
6. Improve business permitting processes for ease of doing business;
7. Build business, environment and people friendly infrastructures and
transportation systems;
LIVABILITY
8. Improve access to basic services such as health, housing, education and ensure
people protection from t hreats of life, security and property;
9. Preserve environmental integrity through climate change adaptation and disaster
risk resilience; and
10. Improve quality of education, employment, livelihood and marketing programs
to empow er the poor and provide social protection for vulnerable and
marginalized population tow ards productivity and progress to promote poverty
reduction.

2.3.3 Key Development Strategies
Four sustainability principles adopted by the World Bank for its City Development
Strategies Programme w here GenSan is a member, will help GenSan pursue its vision
of a sustainable development for the city and its people. These four (4) major
development strategies of the LGU as show n in Fig. 2 are as follow s:
1. Good Governance – This strategy involves responsive and inclusive policy formulation,
careful and inclusive urban and land use planning, prudent legislation and uniform
implementation of existing rules and regulations to ensure excellent customer service.
Transparency to encourage public participation and integrity and accountability in
quality management of government affairs to promote sustainable development.
Good governance ensures that a team of committed and public service minded
government officials and local government employees manage government affairs.
This also involves community participation in project development and
implementation and in the collective effort of seeing to it that all concerned
appropriately utilize government development projects. Since government
bureaucracy w ill be responsible for the day to day LGU operations, human resource
management and development w ill have to be on t op of ensuring that a crop of highly
capable, committed and gender sensitive employees are deployed in the different
offices to provide necessary public services;
2. Bankability – If good governance is pursued relentlessly and appropriate policies and

legislations are passed, more revenues can be generated to improve government
capacity to be financially self-sustaining. Thus, it w ill be able to deliver basic services
and implement sustainable development programs, projects and activities. This entails
development and implementation of sustained revenue generation measures and
prudent resource allocation and utilization. This also involves a close linkage w ith the
private sector and other national and foreign development assistance entities for fund
sourcing for optimum implementation of development programs and projects that
w ould benefit all the “ Generals” especially those w ho are marginalized and at risk;
3. Competitiveness – Prudent policy development strengthens city capacity to sustain

and guide the economy to globalization. It w ill have to ensure climate change
adaptation and disaster risk resilience through the practice of green technology in
production, processing, and tourism development. City competitiveness w ill be
enhanced by business friendly policy formulation, provision of necessary public
infrastructures and support and proper regulation of businesses, commercial and
industrial activities and easy permitting system as w ell as sustained peace and order
and safety all throughout the city;
4. Livability – This involves the continuing improvement of the quality of life of citizens
by empow ering the people to productivity and progress. This means providing easy
access to quality education, health services and modified social services to promote
poverty reduction and social protection. Protection of lives and properties and
directing and controlling urban development to be climate change adaptive and
disaster risk resilient are also main concerns of this sector. Urban and transport
planning also play significant roles in ensuring quality life of the “ Generals” . These will
enable disaster risk resilience and climate change adaptation to enhance the quality of
life and even prolong the lifespan of the citizens. Safety of everyone, especially the
children is of prime importance. A livable city w ill have people w alking or biking on the
streets at anytime of the day w ithout fear of being assaulted.

Figure 2. Key Development Strategies
GOOD GOVERNANCE
W ell-run, participatory, transparent and

accountable politically mature, fair to
everyone, honest, effective and efficient and
embraces the anti-red-tape law
Creating a Livable
BANKABILITY Environment for COM PETITIVENESS
High local revenues, All “Generals”
Thriving economy, high
developmental revenue
towards Nation employment, high income
allocation, good financial
management, no corruption per capita
Building
LIVABILITY
Nurtured, protected and empow ered

“Generals” in secured, w ell designed,
w ell-built and connected,
environmentally sensitive, disaster
resilient and climate change adaptive
communities
2.4 Sectoral Goals
Sectoral development goals w ere developed to provide more details to the TEN POINT
AGENDA goals. These w ere based on issues and concerns raised during the CDP-ELA
Formulation Workshop and in the course of data analysis. These goals are consistent w ith
the development planning sectors identified in the rat ionalized planning system as designed
by the Department of Interior and Local Government.
2.4.1 Social Development (Livability)
TEN POINT AGENDA Goals:
Agenda 8. Improve access t o basic services such as health, housing, educat ion and ensure
people prot ect ion from t hreat s of life, securit y and propert y;
Agenda 10. Improve qualit y of educat ion, employment , livelihood and market ing programs to
empow er t he poor and provide social prot ect ion for vulnerable and marginalized
populat ion t ow ards product ivit y and progress t o promot e povert y reduct ion.

Sectoral Goals for Social Development:
In order to achieve the general goals of the TEN POINT AGENDA, the Social Development
Sector shall pursue the follow ing general goals:
1. To make education available to all “ Generals” ;
2. To facilitate easy and immediate access to quality public health services in all
government facilities;
3. To assist eligible households in need to access affordable housing programs;
4. To ensure community safety from harm and protection from natural and man-
made disasters;
5. To develop sports and recreation programs for healthy lifestyles in the 26
barangays; and
6. To provide social protection to the poor and marginalized sectors.
2.4.2 Environmental M anagement (Livability)
TEN POINT AGENDA Goal:
Agenda 9. Preserve environment al int egrit y t hrough climat e change adapt at ion and
disast er risk resilience.
Sectoral Goals for Environmental M anagement:
In order to achieve the general goals of the TEN POINT AGENDA, the Environmental
M anagement Sector shall pursue the follow ing general goals:
1. To safeguard the right of the people to clean air, clean w ater and garbage free
environment;
2. To enhance environmental quality through integrated management of critical

ecosystems and creation of functionally and visually desirable built environment for
a healthy community;
3. To promote collaborative partnership of government and the community in

maintaining ecological reliability and economic sustainability of the environment;
4. To preserve, protect and rehabilitate the environment and other natural resources
for climate change adaptation and disaster risk resilience; and
5. To encourage the use of “ green” technology in production and processing as w ell

as in urban development.
2.4.3 Economic Development (Competitiveness)
Agenda 5. Develop economic zones, enhance agricult ural product ivit y, t ourism & cult ure
and st rengt hen micro, small and medium ent erprises;
Agenda 6. Improve business permit t ing processes for ease of doing business;
Sectoral Goals for Economic Development:
In order to achieve the general goals of the TEN POINT AGENDA, the Economic Development
Sector shall pursue the follow ing general goals:
1. To improve business environment for enhanced competitiveness and business

grow th;

2. To provide adequate business friendly infrastructure support for economic
development;
3. To improve productivity and marketability of agri-fishery products for the local and
global markets;
4. To strengthen the city's role as one of the key trade and tourism hubs in M indanao;
and
5. To firm up the city’s role as ICT hub.
2.4.4 Infrastructure Development (Competitiveness)
TEN POINT AGENDA Goal:
Agenda 7. Build business, environment and people friendly infrast ruct ures and t ransport at ion
syst ems.
Sectoral Goals for Infrastructure Development:
In order to achieve the general goals of the TEN POINT AGENDA, the Infrastructure
Development Sector shall pursue the follow ing general goals:
1. To safeguard life, health, property and public welfare consistent w ith the principles
of sound environmental management and development control standards;
2. To provide good quality and disaster risk resilient public infrastructures; and
3. To ensure that supply of pow er and w ater remains sustainable.
2.4.5 Institutional Development (Good Governance and Bankability)
Agenda 1. Ensure a w ell-run, honest , inclusive and part icipative government ;
Agenda 2. Achieve excellence in t ransparency and account ability in government

processes;
Agenda 3. Realize revenue grow t h and sound management of financial resources;
Agenda 4. Increase infrast ruct ure spending t hrough public-privat e part nership in
implement ingdevelopment project s.
Sectoral Goals for Institutional Development:
In order to achieve the general goals of the TEN POINT AGENDA, the Institutional
Development Sector shall pursue the follow ing general goals:
1. To ensure strong commitment to genuine public service with uncompromised

integrity;
2. To ensure transparency, accountability and quality management of government

processes for economical and efficient delivery of effective basic services to
provide excellent customer service;
3. To promote sustainable development through greater public participation and

gender equality;
4. To ensure LGU full compliance to the anti-red tape law and all national government
assessment tools; and

5. To develop a team of committed and public service minded government officials
and employees to continuously improve governance for the greater good of the
public.
6. To promote w ider public participation in updating and monitoring and evaluation

of development plans through the city w ebsite and the barangay development
councils;
7. Pass and regularly update development legislations;
8. To fully computerize applicable government processes for easy and fast customer
service;
9. To recruit, train, empow er and deploy a professional, proactive, gender sensitive, IT

capable and lean and mean bureaucracy; and
10. To provide adequate, safe, healthy, gender responsive, w ell equipped and
customer friendly w orkplaces.

Chapter 3
DEVELOPM ENT CHALLENGES AND OPPORTUNITIES
Data analysis and comments/ perceptions from the community have draw n-up a list of
challenges and opportunities to city development. These concerns need to be responded
effectively and efficiently by the LGU to achieve the vision of “ Livable GenSan 2040” .
3.1 Perceived Critical Concerns of the “Generals”

A survey undertaken by the City M ayor’s Office revealed ten (10) priority concerns of the
“ Generals” . These perceptions show the performance areas w hich the citizens believe
directly affect their lives and require further attention by the LGU. Based on data analysis,
the priority ranking in the survey is not necessarily in that order. How ever, the concerns are
real. It is important to consider these in development planning. The citizen’s critical concerns
are listed as follow s:
1. Education
2. Peace and Order
3. Health Services
4. Labor and Employment
5. Economic Services/ Development
6. Transportation
7. Housing and Community Development
8. Social Welfare Services
9. Infrastructure
10. Environment
From the planning perspective, these concerns form part of the development requirements
in the city vision on improved quality of life. It is critical to note that environment appears as
the last priority in the survey. This priority rating indicates general lack of aw areness of the
citizens on the global issues and concerns affecting climate change and disaster risk
reduction and management. M any of these concerns can be addressed through various
programs/ projects/ activities (PPAs) or through policy development and coordination w ith
national government agencies and most especially through active community participation.
3.2 M ajor Development Challenges and Opportunities
In terms of development planning, the various challenges faced by the city are brought about
by the interplay of urban grow th, increasing population in all of the city’s 26 barangays and
the current environmental issues confronting it.
M ajor cross-sect oral development challenges and opportunities include the follow ing:
3.2.1. High population growth rate
General Santos City is one of the fastest growing cities in the country. Its 2.71%
population grow thrate w ill double the number of city dw ellers in 26 years. The city’s
strategic location and urban magnetsas a more progressive and livable placewith
plenty of jobs, entrepreneurship, educational and health facilities, housing,
entertainment and accessibility attract immigrants.

M ajor gains of high population grow th rate are a dynamic economy and increasing
opportunities for globalization. A w ell-educated and skilled w orkforce that meets the
requirements of the labor market w ill ensure high employment rate and
corresponding increases in income.
Increasing population nevertheless requires corresponding grow ths in social services

and infrastructure development. Land requirements for development and utilities are
expected to correspondingly grow .
3.2.2 High poverty incidence
1
The city Living Standards Index (LSI) based on a local census revealed that 25% or
st
31,672 of the households belong to the 1 quartile or poorest segment of its economic
scale. Despite the high poverty incidence, t he same census also revealed that hunger is
not a problem in the city. This implies that there are ample opportunities for economic
grow th provided that one is enterprising, skilled and industrious.
3.2.3 Growing traffic congestion in major streets and highways
M ajor streets in the central business district (CBD) and along national highw ays and
entrances to the city are experiencing traffic congestion during rush hours. The traffic
problem results to longer travel time and traffic accidents. M ajor reasons for
congestion include: high volume of vehicles, not fully developed or concreted
national,presence of illegal structures, illegal parking and slow moving vehicles like
tricycles and “ habal-habals” . Lack of road discipline of motorists and pedestrians also
account to traffic congestion and accidents.The location of quality educational
facilities and w orkplaces in the CBD further aggravates the traffic condition.
Inadequate road infrastructures such as traffic signals and signages, sidew alks,
motorcycle/ bicycle and pedestrian lanes also w orsen congestion.
3.2.4 Increasing number informal settlements
Informal settlements have indiscriminately developed due to poverty and lack of

sustainable housing program that w ould allow w orkers to be close to their job sites.
Lack of proper implementation of the Urban Development and Housing Act (UDHA) on
professional squatting has also given rise to informal settlements and with it, the
number of informal settler families (ISFs). Urban blights along riverbanks, the coastal
area of the Sarangani Bay and roads right of w ay are very noticeable especially near
commercial and industrial areas. Some built their houses over irrigation canals; others
encroached on vacant lands zoned for agriculture.
3.2.5 Increasing demand for power and water supply
Pow er source is mainly hydropow er from the TransCohydroelectric plants in Bukidnon

and Lanao Del Norte. This is augmented by diesel firedpow er plants located in the
cityand the neighboring provinces. Total pow er supply for the city in 2016 is only
about 167,000 megaw atts (M W) w hile peak demand is estimated at 143,000 M W
leaving a relatively small reserve of roughly 25,000 M W. Although a new coal fired
pow er plant in Sarangani Province is expected to provide 70,000 M W to SOCOTECO II,
the available load from the coal plant will be shared by the city and its eight (8)
neighboring municipalities.
1
Cit y Census 2011 (Cit yCen 2011)

The largest consumer of pow er is still the residential sector follow ed by the industrial
and commercial sectors. How ever, if the city w ishes to promote industrialization and
commercial grow th, it needs to prioritize the increase of load and stability of pow er
supply. Coal or diesel as pow er sources are not environment friendly w hile
hydropow er is very vulnerable to drought. The city needs to explore the possibility of
utilizing renew able pow er sources. Vast timberlands ideal for construction of solar
pow er plants are available. The problem of land tenure how ever, prevents
investments as many of the lands are also claimed by indigenous peoples (IPs) and
forest land leasees.
A total of 56,728 households or 40% of the total household population have no supply
of potable and safe w ater. M ost of them are located in far flung barangays w here
w ater table is usually low requiring drilling of more pipes making the project quite
expensive and difficult to develop. Some residents in this area still rely on rain, dug
w ells and rivers that are sources of w ater-borne diseases. Others have their ow n w ater
w ells like pitcher pumps and jetmatic pumps w hich have no guarantee or assurance of
potability.
3.2.6 Lack of good paying jobs in the local market
Disparity of educational qualifications w ith the job requirements of the local market
encourages trained and skilled w orkers such as medical practitioners to venture
overseas for employment. M any unskilled w orkers especially w omen find jobs abroad
as domestic helpers.
Cost of higher education in the city is increasing. M any of the courses such as nursing,
hotel and restaurant management, w elding and housekeeping offered by colleges,
technical schools and the TESDA are designed for easy employment abroad instead of
the local market. Consequently local w orkforce are shifting to foreign employment.
The challenge is for the city to be able to create jobs that afford adequate pay
commensurate to existing expertise. The education and business sector need to plan
together to be able to respond to this concern.
3.2.7 Continuing marginalization of small farmers
High cost of farm inputs, lack of capital, insufficient irrigation w ater and w eak market
support continue to be the perineal problem of small farmers. These cause them to
turn to w hat is locally know n as “ 5-6” or local usurers for capitalization and market
support. Invariably, farmers could hardly break even and could not avail of the very
limited LGU assistance for inputs.
3.2.8 Increasing cost of land due to speculations and land tenure
Balancing demand for urban land uses and land requirements for food sufficiency is
becoming a critical concern as the city progresses. Cost of land is increasing since most
of the barangays became urbanized. Another reason is the high zonal valuation
released by the Bureau of Internal Revenue. A declining interest in the agriculture
sector in alienable and disposable lands is noted. M any land ow ners w ho have died or
could no longer cultivate their lands due to lack of irrigation w ater and increasing cost
of farm inputs have opted to sell their lands or divide these among the heirs. Land
speculators and buyers from outside the city are increasing. It is also noted that IPs

w ho w ere granted ow nership of lands or even those w ho are still processing their
claims have already subdivided their lands or sold these to real estate developers.
3.3. Sectoral Development Challenges and Opportunities
3.3.1 Social Development Challenges and Opportunities
a. Education
a.1) Classroom shortage and limited buildable space
Classroom shortage is more prevalent in public schools in the CBD and its fringes than
in the distant barangays. Shortage is due to increasing enrollmentof children from
distant barangays and neighboring municipalities in schools at the urban centers that
are reputed to have high standard and quality of teaching. Vehicles for pupils and
students travelling daily to schools in urban centers contribute to traffic congestion
during rush hours.
The existing classroom-student ratios of 1:49 for elementary and 1:58 for secondary
are not conducive to a good learning environment. These fall below the standard
classroom requirement of 1:35 for elementary and 1:40 for secondary.
Limited buildable space for public school buildings is more evident in the urban
centers. This is due to the lack of school site development plan for building expansion
and proper lay-out of school facilities. Usually required playgrounds for school children
are no longer provided to give w ay to building construction. This violates the rights of
children to play outdoor sports and recreation causing many to turn to virtual games
for recreation.
a.2) Elementary school teacher shortage
The existing teacher to pupil ratio is 1:37 w hich is slightly below the standard ratio of
1:35. The shortage of elementary school teachers is also attributed to the increasing
number school going age population and high migration rate in the city. The shortage
of teacher is more apparent in the urban centers due t o students from the rural areas.
a.3) Low public school achievement rate and school performance
Undernourishment is a common cause of low performance and low achievement level

of public school children. A total of 1,419 pre-schoolers are under-nourished due to
lack of nutritious food intake.Some parents fail to prepare healthy foods for their
children due to busy daily w ork activities thuschildren are given instant and junk foods
at home. Lack of proper oral hygiene resulting to tooth decay is also seen as a factor
for frequent absenteeism andlow performance at school.
Inadequacy of reference materials, learning modules and to some extent the

unavailability of some learning facilities and equipment also contribute to the low
academic performance of public school children. Teacher factor is attributed to lack of
trainings and updates on teaching techniques. Proliferation of internet cafés near the
schools attracts children to play computer games and neglect to study. This results to
poor academic performance. Some poor high school students are forced t o w ork and
study at the same time also causing poor academic performance.

a.4) Slow and non-reader pupils
Only 40% of enrolled 4 years old pre-school pupils are able to read 5-10 three-letter
w ords. M any grades 1 - 3 pupils are also non - readers. This is due the lack of parental
support and low motivation by parents and teachers. The lack of food intake and t o
poverty contributed to their mental functioning in reading. A total of 1,419 pre-school
and day care children are recorded undernourished in CY 2014-2015.
a.5) Lack of sustainable program and scarcity of Community Learning Centers (CLC) for
Alternate Learning System (ALS)
There are about 15,138 out of school children, youths and adults (OSCYA) in the city.
There is inadequate sustainable program that will help provide parallel and viable
alternative learning to the existing formal education for the poor OSCYA. The city has
only 5 CLCs established in Barangays Bula, Calumpang, Dadiangas South, Dadiangas
West and Tinagacan. These centers are barely able to provide entrepreneurial skills to
help alleviate poverty and improve the quality of life OSCYA. Current facilities and
equipment of these CLCs are inadequate.
b. Health and Nutrition
The neighboring provinces and municipalities of SOCCSKSARGEN are increasingly

depending on the city clinics and hospital facilities for health services. Very often,
major hospitals in the city have relatively long lines of patients queuing for admission
due to lack of hospital beds. There are also instances w hen patients have to share
beds or bring their ow n beds for hospital care in the corridors particularly in the public
hospital. At times, local patients can no longer be admitted to the city operated
hospital since the beds are already taken by those com ing from other LGUs.
b.1) Increasing maternal mortality
M aternal deaths recorded a slight increase of 1.69 % for the last five years w ith a rate
of 0.54/ 1,000 live births in 2015. This could be attributed to complications during
deliveries, incomplete pre-natal care and poor health seeking behavior of the
concerned pregnant mother. Implementation of Service Delivery Netw ork (SDN)
guidelines is not strictly follow ed bysome birthing homes.They only refer the delivery
to the hospital w hen complications occur causing mat ernal death in some cases.
b.2) Increasing infant mortality
Infant mortality rate w as at 12.04/ 1,000 live births w ith 154 deaths in 2015. This could
be attributed to incomplete pre-natal visits of the mother and incomplete
immunization of the infant due to non-access to health services or could also be the
delayed delivery of vaccines from the Department of Health. Children under five
mortality w as recorded at 15.40/ 1000 live births or 137 deaths in 2015.
b.3) High malnutrition rate
Prevalence malnutrition among 0-71 months old children is 4.48% or 5,306. This could
be attributed to below birth w eight during deliveries and poor health seeking
behaviour of the mother.

b.4) Low contraceptive prevalence rate (CPR)
Contraceptive Prevalence Rate is 64% or 48,814 users w hich is below the National
Objective for Health (NOH) 2016 target of 65% as set by the Department of Health.
b.5) Low tuberculosis success rate (TBSR)
TB success rate w as recorded at 78% in 2015. Failure to reach 100% success rate w as
due to the poor health seeking behaviour and noncompliance to treatment of the
patients concerned. Collaboration with private hospitals in management of TB patients
must be done.
b.6) Increasing number of patients with Sexually Transmitted Disease (STD)
There are 155 cases of HIV infected patients recorded by the Social Hygiene Clinic
although these are not all residents of the city. Non-residents have sought medical
assistance and counselling here to retain their anonymity due to stigma of the disease.
Increasing number of HIV and other sexually transmitted diseases are due to risky
behaviour, non-condom use, poor health seeking behaviour and low information on
HIV care and support program. Since the city is a catchment of neighbouring tow ns
and cities, the Social Hygiene Clinic needs to be improved to have some counselling
room and additional trained personnel to handle cases such as these.
b.7) Increasing cases of dog bites
In 2015 there are 4,397 cases of dog bites but no incidence of human rabies w as
recorded. This is due to increasing number of non-rabies vaccinated stray dogs. This is
attributed to lack of strict implementation of City Ordinance No. 13 series of 2008 or
the Anti-Stray Animals Ordinance. An Animal Bite Center w as established in the city
hospital since 2005. Provisions for post exposure t reatment is augmented by the
Center for Health and Development in DOH XII.
b.8) Increasing deaths due to dengue
Fifteen deaths due to dengue occurred in 2015. This could be the result of delayed
access to care or poor/ dirty/ unsanitary household environment. This could be
prevented through the conduct of anti-dengue community activities at the Purok Level
by the Barangay Health Workers and those in charge at the Rural Health Units and
Barangay Health Stations.
c. Housing and Basic Utilities

c.1) Increasing informal settlements and urban blights
Increasing informal settlements along the riverbanks and Sarangani Bay is observed.
City census showed that 21,847 or 17% of households are informal settlers. It also
noted that not all informal settlers are poor. Some just need to live near the sources of
livelihood such as the sea and public markets. Lack of relocation sites is an existing
development problem of the city. Although Republic Act No. 9649 vested the city t he
ow nership of government lands in the city, it is unable to have government lands titled
for its ow n development requirements. It is currently resorting to purchasing lands for
relocation site and could only afford to relocate a meager 700 households per year. If
a major comprehensive housing program is not implemented soon, the urban blights
w ill continue to exist and possibly increase over the years.
c.2) Proliferation of professional squatters

M any beneficiaries of local housing programs have sold their rights over relocation lot s
aw arded to them and returned to the blighted zones as informal settlers. The

inadequacy of the housing database system has given these professional squatters the
opportunity to be relocated and subsequently sell their aw ards again.
c.3) Encroachment of settlements in lands zoned as agricultural

The housing industry is booming in the city as noted from increasing applications for
development permits. The increase in the number of Community M ortgage Program
(CM P) originators is impressive as the civil society organizations (CSOs) are increasing
and able to help themselves. How ever, these projects have encroached in agricultural
lands as these are the relatively low priced lands. Lands zoned as residential have
remained undeveloped as their market price rose due to the classification.
d. Peace and Order
d.1) Lack of police visibility, delayed response time and low apprehension rate
The city has 790 police officers or only 64% of the standard police to population ratio
of 1:500. With this, police visibility is relatively low and response to calls for help is not
as fast as needed. Similarly, the city’s 60 fire fighters cover only 20% of the standard
fire fighters to population ratio of 1:2,000.
PNP and BFP national budget constraints cause the slow recruitment of police officers
and fire fighters for the city. Crime incidence, low crime prosecution rate, and low
apprehension rate may be attributed to deficiency in the strength of the police force.
Response time to fire alarms is also affected by the number of firefighters and the
distance of the location of the fire incidents.
d.2) Insufficient lot area of police stat ions

Police stations (PS) No. 2, 4 and 5 are classified as type “ A” police station. Each PS
requires a lot area of 2,500 sq.m. w hich was not met as said lots w ere only donations
by private donors. Currently, there is inadequate space for parking area and floor area
of the PS and the detention cell. Congestion of prisoners due to limited space is noted.
Further, future expansion of detention cell is no longer possible.
d.3) Susceptibility of protective services facilities to climate change

Police station 6 and JFT Gensan headquarters are highly susceptible to tw o (2) meters
storm surge due to their location along the coastal area. This hazard event may cause
potential damage to the structures that w ill affect protective services delivery and
endanger the lives of prisoners and policemen. The BJM P-GSC jail is susceptible to
landslide due to its location near the river. The impact of this hazard may affect a total
of 1,746 inmates and 92 jail personnel and are likely to involve damage to the existing
jail facilities, offices and recreational facilities w ithin the compound of the GSC Jail.
d.4) Congested city jail

A total of 1,605 inmates as of December 31, 2015 are detained at the GSC main Jail.
There is an existing cell to inmate ratio of 1:36 w hich is below the standard of 1:20.
The jail congestion resulted to increased incidence of infectious diseases. The jail is
managed by 78 jail personnel.
d.5) Persistent drug use and drug trafficking
Drug use in the city is still observed due to insufficient drug awareness campaign,
availability of drugs at the street, absence of drug rehabilitation centers and
dysfunctional families or members as market of illegal drugs.

Drug use gives rise to trafficking w hich cannot be fully eliminated due to many factors.
These include insufficient intelligence in identifying personalities and modus operandi;
lack of skilled personnel in drug enforcement operations; low conviction rate of drug
personalities due to dismissal of cases; delay in the resolution of drug cases; lack of
logistic and financial resources needed in drug enforcement operations; and minors
are employed as drug couriers.
e. Disaster Risk Reduction and M anagement
e.1) Delay in emergency response
The ageing ambulance purchased in 2013, radio interferences from other users and
absence of mobile interconnection to hotline are just some of the several factors that
contribute to delay in emergency response. These factors could eventually result to
possible loss of life and injury for both patient and responders. M oreover,
maintenance expenses for ageing ambulance is expensive and contributes to frequent
dow n time.
e.2 Insufficient medical and rescue equipment and supplies
Although there are sufficient funds from the 5% Calamity Fund, the procurement
process remains to be a challenge. To prevent possible loss of life and injury for both
calamity victims and responders, procurement needs to be significantly improved and
the implementers adequately trained to fast track t he processes.
e.3 Responders in unsafe working conditions
Calamity areas are alw ays unsafe and dangerous. Responding to calamities without
appropriate Personal Protective Equipment (PPE) compounds the danger for both the
victims and the responders. Without the PPEs, responders w ill not be safe and distinct
w hich could further delay the rescue process. Lack of PPEs may cause possible loss of
life and injury for both patient and responders. It could also cause possible
contamination/ cross-infection for both patient and responders.
e.4M ajority of populat ion in hazard prone areas have no access to early warning and alert
system
The city’s early w arning and alert system needs significant improvements to prevent
possible loss of life and injuries including possible damage to property.
Among the items that need t o be improved are:
a) the defective DOST Radar since M ay 2015 w hich w as recently restored needs
adequate and regular maintenance;
b) Non-bridge type Water Level Gauges that are not capable of providing accurate
data;
c) Limitations in internet services such that only SM ART users can access regular
disaster w arning and information since the INFOCAST is a subsidized service of a
telephone company; non-SM ART users have no access to the early w arning
system;
d) LGU relies on national w eather advisories;

e.5) W eak capacity of communities to address and mitigate their own emergencies and
disasters
Barangays remain dependent on the city government to address their Disaster Risk
Reduction and Climate Change Adaptation (DRR/ CCA) needs. This may be due to low
priority of Barangay LGUs in terms of improving their human and material investments
in managing their hazards and risks. This institutional incapacity increases the
vulnerability of exposed population to hazards.
e.6) Absence of mechanism for coordinated and integrated early recovery and restoration
Lack of coordination betw een disaster response agencies and other support agencies
causes delay in delivery of recovery and restoration measures.
f. Social W elfare and Development
f.1) 98.9% of Day Care Centers (DCCs) did not meet the DSW D standards
Out of 184 DCCs in the city, only one (1) is compliant to the accreditation standards
required by DSWD on establishment of Day Care Centers/ Child Development Centers
per RA 10410 or Early Years Act (EYA Law ). Although one (1) other center conforms to
the standard it could not yet be accredited due to lack of required gender sensitive
restroom. All the other DCCs have only one comfort room common to girls and boys.
They also do not have the required building area and ancillary facilities. Learning and
socialization potentials of 3-4 years old children w ill not be maximized in preparation
for kindergarten and higher levels of education if the standard is not met and this w ill
not provide opport unities for acquiring gender sensitivity.
f.2) Lack of facility for child rehabilitation – Girls & Boys
In 2015, there is a total of 491 male and 160 female Children in Conflict w ith Law
(CICL)/ Children at Risk (CAR) and 114 male and 127 female Children in Need of Special
Protection (CNSP) cases inside the central public market that w ere registered. These
CICL/ CAR w ere involved in theft and malicious mischief resulting to damage of
property, violation of RA 9165 (Comprehensive Dangerous Drugs Act of 2002), other
serious and less serious crimes. At present, the city’s facilities include Substitute Home
for Girls at Fatima w hich caters to the abused and exploited children or the CNSP and
Temporary Home for Boys inside the CSWDO Compound. These facilities need
rehabilitation and improvement.
A residential care facility called the BahayPag-asa for Boys is now being constructed
and w ill soon be operational to guarantee the social protection of the children needing
special protection. As of now these children are housed temporarily at the CSWDO
compound. This BahayPag-asa is only for male CICL/ CAR so there is still a need for a
BahayPag-asa for Girls. Female CICL shall be accommodated separately from male
CICL.
M arcellin Home run by a non-government organization compliments the residential

care of the CAR CICL aged 10-18 years old. These children are also given educational
and technical training to prepare them for their future life outside of the rehabilitation
centers.

f.3) Low compliance on accessibility law
There are 2,458 Persons w ith Disability (PWD) provided w ith identification cards in
2015. Out of these, 993 or 40% are female and 1,465 or 60% are male. The highest five
(5) types of disabilities include the following: 1. Orthopedic Disability – 35%; 2. Visual
Disability – 12%; 3. M ental Disability – 9%; 4. Learning Disability – 9%; and 5. Speech
Impairment – 8%. These comprise 73% of the tot al disabilities. As of now , the
accessibility law is not yet fully implemented in the city. There are still many
establishments and government offices w hich have not yet complied to the
Accessibility Law or the Batas Pambansa 344, as mandated by the M agna Carta for
Disabled Persons (Republic Act 7277).
f.4) 25% or 31,672 of the city’s household are poor
The computation based on living standard index show s that poorest of the poor
includes those w ho do not ow n their houses and residential lots; houses have
temporary w alling and flooring materials and have weak structural condition; source
of drinking w ater is not potable; unsanitary toilet facilities and many other variables.
Poor families usually have large household size. Low income of the family is brought
about by lack of skills, lack of access t o job opportunities or plain lack of interest t o
find other means of earning a living.
g. Sports and Recreation
g.1) Slow full implementation of GSC Sports Academy program
This lack of adequate support to sports w ill affect the eagerness of the city’s athletes
to excel in regional, national and international competitions. Sports training are
affected if the quality or condition of the sports facilities is poor and t heir training
needs are not met.
g.2) Poor condition of sports and recreational facilities
Out of the 353 public sports and recreational facilities, 73 or 21% of facilities are in
poor condition. These facilities are not properly managed and maintained. There is
also a recognized lack of auxiliary facilities such as lights, bleachers, benches and
toilets w hich need to be addressed. There are basketball courts that have unpaved
floorings and some sports and recreational facilities have no or poor sanitary and
hygiene facilities. Some facilities need improvement and repair w hile others are
unfinished structures. An example is the Pedro Acharon Sports Complex w hich has
poor maintenance. The sports facilities in the Sports Complex are in poor condition. It
needs repair w hile others need replacement. The electrical w ires are subject for
condemnation and hazardous to fire. There are no lights and w ater supply. The
comfort rooms need renovation. The Sports Complex is in great need of rehabilitation
for the use of the athletes in their trainings and in big sports events.
g.3) Roads used as basketball courts
Due to lack of accessible basketball courts, some puroks in the barangays have
temporary basketball courts built by residents that are located on the streets. Using
roads as basketball courts can cause traffic hazards and poses a great danger to the
lives of the people playing on the streets as w ell as the motorists and commuters. This
is a violation of the existing traffic rules and land use law s, rules and regulations.

g.4) Poor maintenance of the city parks
The city has 5 parks; 3 w ere already developed. These are Plaza Heneral Santos
located in Brgy. Dad.South, General Santos Park in Brgy.Dad. West and Hadano Park
located in National Highw ay of Brgy. Apopong. How ever, these parks are not properly
maintained. Due to lack of funds to sustain the maintenance, t he beauty of the parks is
not preserved. People w ill not use and enjoy the facility.
g.5) Inadequate public parks and sports and recreation facilities
Public parks and sports facilities are essential for public leisure and recreation. The
Carlos P. Garcia Park and the Queen Tuna Park are major public parks located in the
Central Business District. These still need to be developed by the city government for
full enjoyment of the public. Currently, lack of financial resources has deferred the
development of the parks.Existingpublic parks fall short of the standard lot
requirement of 500 sq.m. per 1,000 since many barangays have not established a
public park. Total lot requirement for public parks is about 25 hectares of land.
g.6) No sports and recreational facilities in open spaces of 36 subdivisions in the city
There is no city policy that urges the homeow ners to develop open spaces in private
subdivisions and they have not ventured into developing their ow n parks and open
spaces. At present, t here are undeveloped open spaces of 36 subdivisions. Some of
these have a few recreational facilities but others have no development at all. Once
developed, these open spaces can provide ample place for leisure and relaxation to
residents.
g.7) 24 sports and recreational facilities are highly susceptible to hazards
The Queen Tuna Park in Brgy. Dad.South and the Pioneer’s Park in Brgy.Dad. West are
susceptible to 2 meters Storm Surge. There are 24 sports and recreational facilities in
the different barangays of the city that are also highly susceptible to Storm Surge,
Volcanic Eruptions, Landslide and Flood. Without mitigating measures to reduce the
impacts of hazard events, damages to the sports and recreational facilities are
expected. There are also tw o (2) public basketball courts that are located near the cliff.
These facilities are unsafe to patrons and possible injury is imminent.
3.3.2 Environmental M anagement Challenges and Opportunities
a. Forest Ecosystem
a.1) Unregulated cutting of trees for firewood and charcoal making; hunting, bat pouching,
illegal bird trade and improper agricultural practice
Charcoal production intensifies the cutting of trees because it becomes the source of
livelihood of the upland dw ellers. Unregulated cutting of trees in the upstream w ill
make the community vulnerable to flooding and landslide during extreme rainfall
events. It can also affect the flora and fauna; degradation of w atershed due to loss of
forest cover and loss ecological functions in the forest (e.g. predators, pollinators and
seed dispersers); destruction of terrain, landscape and habitat. Landslides and flash
floods caused sedimentation due to erosion and siltation of coastal areas; w hile
upland improper agricultural practice also degrades coastal marine ecosystem and loss
of biodiversity since run-off w ater with agricultural-chemical contamination

deteriorates marine w ater quality and marine life resulting to the decrease in fish
production and endangered food security.
b. W atershed Ecosystem
b.1)Presence of agricultural and aquaculture coliform and Biochemical Oxygen Demand

(BOD) load in the water
Water quality in the four major rivers are contaminated by different agricultural and
aquaculture coliform that results to higher BOD.
b.2) Lack of advocacy for watershed protection and improvement of water quality
The success of w atershed protection and improvement of w ater quality is a continuing

challenge. Sustained advocacy is needed to develop community aw areness and
develop support from stakeholders in planting trees and protecting the w aters in
rivers and the bay.
b.3) Lack of aesthetics and greening master plan

There is no overall framew ork to guide and enhance the greening of the environment
to protect the w atershed areas and undertake street scape improvement. At present
no priority sites for greening and development of city’s landscape (e.g. promenade,
public places, footbridges, streets and pedestrian zones) are identified. There is also a
need for community support and private sector’s involvement apart from government
greenery projects for the success of the greening efforts.
c. Coastal Ecosystem
c.1) Low survival rate of mangroves
The low survival rate of mangroves is due to pollution, siltation and sedimentation.
These are direct results of pollution from point sources such as agricultural water run-
off contaminated w ith chemicals as w ell as w astew ater from industrial and
commercial establishments that directly dispose their untreated w aste w ater t o
Sarangani Bay. Non-point sources of pollutants include domestic w aste disposed in
coastal w aters such as garbage, sew age and human excreta from coastal households
that do not have toilet facilities.
Non-relocation of informal settlers and inadequate resources in the implementation of

coastal resource management program in conservation, rehabilitation and protection
continue to degrade existing mangroves and marine life. Destruction of mangroves has
increased the city’s vulnerability to storm surge and climate change. It is important to
properly maintain and preserve the mangroves because they also help reduce organic
pollution to improve w ater quality and clarity. M angroves also protect the shoreline as
buffer zones and serve as recreational grounds for bird w atching and observations of
w ildlife as “ protector of shore-line” is reasonable enough for us to conserve them,
since coastlines aside from pollution are facing problems on coastal erosion and threat
of rising sea levels because of global w arming.
c.2) Informal settlers in coastal areas, riverbanks are increasing and they are highly
vulnerable to sea level rise and flooding
The nine coastal barangays of the city and riverbanks has significant number of
informal settlers, some encroached mangrove areas that lead to loss of breeding
grounds for fish; decrease in fish production; and loss of natural protection to coastal
soil erosion. These informal settlers opted to settle along hazards areas because of

the absence of relocation site and the non-implementation of a mandatory 20 meter
coastal and river easement making the population increasing also the non-monitoring
by the concerned agencies also contribute to unplanned expansion. These
communities are highly susceptible to disasters such as tsunami, sea level rise and
storm surges and flooding.
c.3) W ater pollution from agriculture and livestock production

Aside from fishing, hog raising is also one of t he major agro industries that provide
employment but also generate large volume of w astew ater. Considering that there are
25 commercial piggeries, 13,253 backyard piggeries mostly in Lagao, SInaw al, Conel,
Ligaya, San Isidro, Katangaw an, and San Jose are the biggest sources of w ater-borne
pollutants in the city that contaminate coastal resources, w hich are utilized for fishing
and recreation.
d. Urban Ecosystem
d.1) Increasing toxic gas emitted by 20% of diesel fed vehicles
The poor maintenance of diesel fed engines continue to contribute in the increase in
total suspended particles (tsp) and total suspended solid (tss) is toxic and considered
as health risks. At present, the LGU does not have testing equipment for gasoline fed
vehicles thus, there is no data as to the extent of pollution cause by t hese engines
d.2) Foul smell from hog farms
Emission of foul odor from hog farms is due to poor housekeeping and non-
compliance of the ow ners to the different conditions reflected in the Environmental
Compliance Certificate (ECC) issued by the Department of Environment and Natural
Resources-Environmental M anagement Bureau Region 12 (DENR-EM B 12). Continued
emission of foul smell w ill contribute to air pollution and spread of airborne diseases.
3.3.3 Economic Development Challenges and Opportunities
Enabling the private sector to diversify the economy and venture into sustainable food
production, processing, manufacturing, cottage industries, tourism and services is a
tough challenge for the LGU. To do this, the city must be able to develop appropriate
policies for economic grow th and ensure a suitable atmosphere for business grow th
and development.
a. Agriculture/ Veterinary Services
a.1) M ost farmers and fisherfolks still rely on government support in terms of agricultural
inputs
Continuing marginalization of farmers and fisherfolks has been an unsolved problem

of the agriculture and fishery sector for a long time. With the limited LGU budget for
support to farmers and fisherfolks, only few of them can avail of input subsidy (if there
is any). Hence, there is a need to increase budget allocation for full package of
production assistance to increase number of beneficiaries. This can also serve as their
initial capitalization for a more independent and self-reliant farming and fishing
activities.

a.2) Lack of irrigation water
The city derives its irrigation w ater from both national irrigation system and communal
irrigation system. Both systems are very vulnerable to drought w hich is a frequent
natural hazard in the city. The three (3) River Irrigation Systems (RIS) cover a tot al of
3,390 hectares of crop land as follow s: Siluay - 1,504 has.,Buayan - 1,468 has.
andSinaw al - 418 has. Since the total area for rice and corn that needs irrigation w ater
is 6,500.72 has., some 3,111 has. are left w ith less water supply resulting to frequent
crop failures particularly for rice.
a.3) Budget allocation on the control of pests and diseases is limited
The city is still reliant from the support of the Depart ment of Agriculture (DA) during
pest and disease outbreaks due to its limited budget. While there is a need to augment
budget allocation for the control of pests and diseases, there is also the need to teach
farmers how to undertake natural preventive and mitigating measures to control pests
and diseases.
a.4) Only few farmers are practicing organic agricult ure technology
M ost farmers are not receptive to the technology offered through Republic Act 10068,
otherw ise know n as the Organic Agriculture Act of 2010. This is due to the expected
drastic decline of production volume as a result of transition from inorganic to organic
w ay of farming. Currently, government has not offered any support to cushion the
impact of the transition expected to last from three t o five years (3-5). The high cost
of certification requirement and the lack of market support for organic product s
discourage farmers to shift. There is a need to come up w ith a roadmap on how to
intensify the implementation of the law and come up w ith strategic directions for
organic agriculture practitioners.
a.5) Prime agricultural lands are converted to non-agricultural uses
M any farmers w ho ow n small parcels of land have now aged, are already sick and can
no longer take care of their land w hile others have already died. It is noted that many
of the children of these farmers have no interest in farming. Hence, there is need for
more comprehensive consultations to identify the Strategic Agriculture and Fishery
Development Zones (SAFDZs) to delineate areas that w ill be retained as agricultural.
a.6) Traffic of hot meat is still observed in the city
The city is unable to stop the traffic of hot meat due to the increasing number of
establishments that may sell these unregulated products. The number of personnel is
not enough to cover meat inspection of additional establishments. M oreover, the city
cannot require all establishments to slaughter their animals in the existing City
Slaughterhouse since this is not accredited by the National M eat Inspection Service
(NM IS) as it does not conform with the standards. The new AAA Abattoir is still under
construction. Existing personnel lack technical know ledge for the completion of all
infrastructure components and installation of equipment in the new abattoir.
a.7) High incidence of rabies cases in dogs
There w ere 4,397 cases of dog bites in January to August 2015 alone. M any pet
ow ners do not have their dogs vaccinated and leave them w andering in public places.
The city has limited personnel to conduct vaccination and public aw areness on

responsible pet ow nership. The only pound vehicle used is also dilapidated hence, dog
impounding is not regular. There is a need to augment personnel and vehicle to cover
at least 80% of the total dog population in the city for t he next 5 years.
b. Entrepreneurship, Industry and Services
b.1) Absence of implementing rules and regulations of the PPP Code

The absence of the Implementing Rules and Regulations (IRR) of the Public Private
Partnership (PPP) Code prevents the full implementation of the scheme. The
completion of the PPP IRR is expected to provide a faster procurement process that
w ould facilitate the implementation of major projects of t he government at least cost
or investment from the LGU. This will enable LGU funds to be used for needed services
instead of hard infrastructures.
b.2) Low degree of economic diversification as shown by large percentage of tuna products
as top export of the region
Having a low degree of economic diversification as show n by large percentage of tuna

products as top export of the region (4 out of 10 major export commodities are tuna
products), economic development sustainability may not be achieved w ithin the long
term since it creates dependency to a specific industry w hich limits possibilities for
new businesses, business expansion and diversification.
b.3) Deteriorating condition of the Central Public M arket (CPM ) & competition w ith the City
Bagsakan Center
Irregular maintenance and garbage collection at the public market has made it dirty
and unattractive to market goers. The proliferation of malls further discourages
market goers to patronize the market since the price of goods in the mall are almost
the same if not low er than those sold in the market. An additional perk is the
cleanliness, air-conditioning units and the perceived correct w eights of goods sold in
the mall. Lack of patronage of the public market results to low profitability of the stall
ow ners/ vendors creating a domino effect of not paying their rentals. This results to
revenue loss for the city.
Competition betw een the CPM and the City Bagsakan Center developed as market
goers prefer buying goods especially fruits and vegetables at the Bagsakan. This is due
to its w holesale price compared w ith the retail price at CPM .
b.4) Proliferation of private terminals
The limited area of the existing city terminal cannot accommodate the number of
operating PUVs. This resulted to sprouting of many private terminals even in areas not
allow ed under the zoning ordinance. Non-issuance of cash tickets/ terminal fees to
some PUJs in private terminals result to revenue losses to the city.
c. Tourism
c.1) Absence of Tourism M asterplan
There is lack of capabilities and technical persons that w ill prepare the masterplan.
Hence, the city has no Tourism M aster plan that w ill identify the existing tourism
sites/ destinations and cultural and historical heritage and plan for their development
to show case the city. The absence of a master plan w ill allow the sprouting of

uncontrolled and unregulated tourism activities and poor management of t ourism
destinations due to no direction in t ourism planning.
c.2) Non-compliance of several Tourism Related Establishments (TREs) to the accreditation

standard of the Department of Tourism (DOT)
Out of the 562 TREs in the city only 43 are accredited by the DOT. Others have not
applied for accreditation due to numerous and complex requirements. These TREs
have not been assessed against the minimum standards for the operation of tourism
facilities and services to demonstrate safety, comfort and convenience of tourist. With
these, TREs in the city may not be at par with the international standards on tourism
and hospitality management.
c.3) Tourism establishments lack safety systems, first aid facility with t rained safety officer
and emergency evacuation plans to respond to possible natural disasters and man-
made threats
There are tourism establishments that are not compliant to safety standards especially
the small scale tourism enterprises. This may be due to the lack of enforcement of
some law s regarding safety standards that w ould compromise guests/ customer’s
safety and security.
c.4) Insufficient training of workforce in the tourism industry
Some accommodation establishments still need improvement in terms of the quality

of services. Poor quality of services provided by the w orkforce in the tourism industry
is an indication of lack of training or skills to perform a good quality of service. Thus,
w ithout the necessary support from the government, this w orkforce may continue to
provide poor or unimproved quality of services.
c.5) No tourism information materials at airport, bus terminals and hotels, etc.
Up to now , the city has no fixed information center and has limited number of tourism
promotion materials that w ill help improve the image of Gensan to tourists and
investors.
c.6) Proliferation of garbage at Klaja Karst Ecotourism Park especially at Sanchez

Peak/ Forest fires on natural attractions/ illegal activit ies in tourist areas
In mountain areas, trekking tourists generate a great deal of w aste and there are also
those that conduct illegal activities in tourist areas such as poaching that could lead to
extinction of remaining Bat species and destruction to the environment. There is no
local policy for the conservation, protection, pollution control and rehabilitation
measures of the natural attractions in the city. These natural attractions w ill be at risk
of man-made threats as w ell as natural disasters.
c.7) Some tourism related establishments are not Disaster Risk Resilient – Climate Change
Adaptive (DRR-CCA) sensitive investments
Existing TREs are still not adopting “ green practices” . Conservation efforts such as
using energy efficient appliances or facilities, alternative sources of pow er and w ater
efficient facilities, recycling and green technology such as building design. If such
efforts are not practiced, the negative effects brought by the tourism industry w ill not
be addressed and subsequently harm the environment.

c.8) Lack of good access roads leading to tourist attractions
Roads leading to tourism development areas are still unpaved due to lack of financial
resources and road right of w ay problems. Unpaved roads w ill cause inconvenience of
travelers in going to the t ourist attractions w hich w ill create bad perception among
tourists and t heir review s.
c.9) Limited tourism destinations in Gensan/ underdeveloped landmarks or icons
The city lacks image enhancement strategies/ programs to promote its image as the
“Tuna Capital of the Philippines” and “Home of the Champions”. Visitors coming in
have no quick recall of the city’s image w hich could facilitate tourism grow th and
development.
The city has tourism attractions that are potential for new product development.
Partial development has been introduced to some potential attractionssuch as the
Queen Tuna Park (QTP). How ever, this partial development is not sufficient to make it
competitive to increase tourist arrivals in the city.
3.3.4 Infrastructure Development Challenges and Opportunities
a) Roads and bridges
a.1) only about 30% of roads has concrete or asphalt
Although most of the city roads are in fair condition, concrete roads account for only
29.85% or 173.63 km. w hile asphalt roads comprise only 0.53%. or 3.06 kilometers.
Length of gravel roads is only 4.52% or 26.28 km. w hile earth roads have a total length
of 378.62 km. or 65.10%. The 26 barangays are already w ell connected to each other
w ith good access to the CBD. How ever, unpaved roads generally found in rural areas
cause delays in service delivery andtransport of products from agricultural barangays
to the market centers.
M ost of t he roads in old subdivisions are in poor condition and cannot be

improved/ maintained by the City Government since these are not yet turned-over to
the city. Sub-standard roads not in conformity w ith the approved plans are not
accepted by the city and therefore cannot be improved.
a.2) Lack of funds for improving or constructing new roads
A major factor that results to the poor level of road service is the slow pace of
improving or constructing new roads, attributed to lack of budget. In the last 5 years,
no new roads were opened. Priorities for budgeting are road concreting but the
available funds are still not enough to cover a large part of the unpaved roads. There is
imbalance in road improvement and construction rat e as against both the increase in
population and vehicular and commuter mobility.
b) Drainage
b.1) Slow implementation of the drainage masterplan
The stability and functionality of the road netw ork system has been challenged by the
recurring flooding in the national highw ay and major streets. This is due to the lack of

drainage system. Although the city has a Drainage M asterplan, it requires high
investments w hich the city cannot afford. The yearly funding is not enough to fast
track the completion of the drainage projects, part icularly for trunkline/ secondary
lines. This problem will deteriorate road infrastructures already in place, slow dow n
traffic movement and strand commuters during flooding.
c) W ater Resources
c.1) about 95% of Industrial users have no permit to extract water
According to the GSC Water District (GSCWD), records of the National Water Resource
Board (NWRB) show that industrial users extract w ater w ithout any permit. There is no
monitoring team that is conducting inspection of establishments w hich have their ow n
w ells. As a result, unregulated extraction of underground w ater may result to
seaw ater intrusion and groundw ater depletion in the future.
c.2) RW SAs are unable to sustainably manage their w ater systems
Although 90% of the RWSAs are functional, many of them are problematic. Out of 117
RWSAs, 12 are non-functional because of the defective w ater systems due to lack of
maintenance. M ost of the RWSAs lack technical, financial, and management
capabilities resulting to ineffective operation. Community suffers because of
unregulated increases in w ater rates. There are also RWSAs that manage more than
one w ater system to the detriment of its services. Water supply of most RWSAs is not
tested periodically for w ater quality. The City Health Office need to intensify
monitoring on the quality of w ater supplied by RWSAs to ensure that the Philippine
National Standards for Drinking Water are met.
c.3) A total of 56,728 households or 40% have no supply of safe water
M ost of these households live in distant barangays where w ater table is usually low.
Because this requires drilling of more pipes, the project becomes quite expensive and
difficult to develop preventing the LGU to construct more w ater systems. Some
residents in these areas still rely on rain, dug w ells and rivers that become sources of
w ater-borne diseases. Other households have their ow n w ater w ells like pitcher
pumps and jetmatic pumps but these do not guarantee or assure potability.
c.4) Absence of right-of-ways for the installat ion of w ater pipelines in simple subdivisions
The GSCWD is concerned about the absence of ROW in simple subdivisions that did
not go through the process of approval by the LGU. Utilities w ere not considered in
the subdivision approval of these subdivisions hence the cost of providing access to
potable w ater is high.
c.5) Excessive use of laser lights
There are groups/ individuals in the city w ho are using laser lights to prevent rainfall
during their activities. This may contribute to dry spell. Unfortunately, there is no city
ordinance that prevents the use of laser lights.
c.6) Lack of awareness and practice of water conservation
Since all w ater systems in General Santos City are highly susceptible to drought,
communities should be encouraged to have an alternative w ater source like rain w ater
harvesting to augment the w ater supply especially for non-potable uses such as for
flushing of toilets, landscape irrigation, garden watering and general cleaning.

Implementation of Ordinance No. 02, series of 2011 (An ordinance providing for the
mechanisms for proper harvesting, storage and utilization of rainw ater in the city of
General Santos) is significant at present because the state and condition of our w ater
resources may change as a result of the impacts of climate change.
d) Power Supply
d.1) Relatively low power reserve of roughly 25,000 M W
Although a new coal fired pow er plant in Sarangani Province is expected to provide
70,000 M W to SOCOTECO II, the available load from the coal plant w ill be shared by
the city and its eight (8) neighboring municipalities. Although the largest consumer of
pow er is still the residential sector, if the city w ishes to promote industrialization and
commercial grow th, it needs to prioritize the increase of load and stability of pow er
supply.
d.2) Unst able and hazardous power sources
Coal or diesel as pow er sources are not environment friendly w hile hydropow er is very
vulnerable to drought. The city needs to explore the possibility of utilizing renew able
pow er sources. Vast timberlands ideal for construction of solar pow er plants are
available.
3.3.5 Institutional Development Challenges and Opportunities
a) Development Administration
a.1) Not all required legislations are passed on time
Opinions of other stakeholders (private agencies, business sectors, NGOs, et c.) on

proposed legislations sometimes differ thus necessitating lengthy discussions and a
series of committee/ consultative meetings to resolve the differences before measure
is finally passed compromising government services since not all required legislations
are passed on time. The proportion of “ development” legislation to total sanggunian
output is 80.49% last administration and 85.8% for the current administration.
a.2) Existing Comprehensive Land Use Plan (CLUP) and CDP/ CDS are not updated
Lack of mobility and personnel constraint to do focused planning and tedious data
gathering process on climate and disaster risk assessment (CDRA) has delayed the
updating of the CLUP. This w as last updated for the planning period 2001-2010 and
approved per SP Ordinance No 10, S. 2001 and HLURB Res. No. 742, S. 2003. The
CDP/ CDS w as partially updated in 2013 through the CDS/ Executive and Legislative
Agenda (2014-2016) approved per SP Res. No. 499, S. 2013 due to difficulty in regular
data gathering because reporting on development indicators are considered less
priority by many data generators. The city census in 2011 as basis of planning and
targeting of beneficiaries is already outdated because of the changing development
needs its data is not fully utilized by departments as planning and targeting tool
because staff is not trained on research utilization and development planning is not
highly valued.

a.3) Lack of regular monitoring of existing land use conditions as bases for plan updating
(developments w ithout applications)is not updated every 5 years w herein the latest
Its impact evaluation is also not regularly done and disseminated because of lack of
local expertise to focus on the project , that should serve as inputs to the evaluation
resulting to untimely inputs to land use plan updating and policy adjustments.
There is a need to update the data used for planning to become responsive to the
development needs particularly on climate change mitigation and adaptation as well
as disaster risk resilience
b) Public Participation
b.2) Need for CDC reorganization
There is a need to reorganize the CDC since the fully constituted City Development Council
(CDC) is composed of 46% CSOs/ POs/ PS members though represented in most LSBs, the fully
constituted bodies are not composed of 40% w omen (per DILG M emo Circ. 2016-97 on 2016
Accreditation of CSOs and Selection of Representatives to LSBs). How ever, children (up to 18
years old) are also represented in LSBs by one SP accredited organization.
c) Organizat ion and M anagement
c.1) Unclear policies and guidelines on the creation of offices/ plantilla posit ions and re-
assignment or career pathing of personnel
There are various offices that prepared proposed organizational structure directly to the City
M ayor and to the SP w ithout passing through t he HRM DO for review and recommendation
w hich results to duplications of functions and a tendency that proposals are for the purpose
of promoting the employees w ithin the organization.
c.2) Redundant and/ or wrong training interventions

Sixty percent (60%) of the trainings are requested or attended by the same employees w ho
are sent to same training every year w ith w rong employees attending training interventions
w ith 90% late requests of training attendance/ attendance to training w ithout
memorandum.
c.3) SPM S / PM T calendar not followed

Ninety percent (90%) of t he departments submits the OPCR late affecting calendar schedule.
c.4) Outdated TM S- PM S System

Having an outdated system w hich w as procured in 2001 results to the need for manual
computation.
3.e) Some departments do not have adequate, safe and hazard free workspaces
There is a need to improve/ renovate the offices that t hreat the safety of employees and its
customers as w ell as to provide conducive w orkspace.
d) Transparency and Accountability

d.1) Non-conformance to government assessment tools and audit services
The LGU is not fully compliant to some indicators of national government assessment
tools such as GAD-GeRLKa Ba/ PFM AT/ SGLG / COM PETITIVENESS/ PRIM E-HRM / IIP/
LRM P/ RISK ASSESSM ENT/ APCI.
d.2) Absence of approved internal audit manual and fully equipped internal auditors
The city has no approved internal audit manual w hich intends to organize the Audit
Services in conformity with Philippine Government Internal Audit M anual. Its CIAS
personnel are not fully equipped w ith required competencies, necessary tools of the
trade to gain certifications w hich can be obtained for service excellence. M oreover,
there is also a need to evaluate compliance of LGU activities and units to mandates,
policies, government regulations, established objectives, systems and procedures,
processes and contractual obligations. A need to review and appraise systems and
procedures, processes, organizational structure, asset management practices, financial
and management records, reports and performance standards of the units covered
and various AOM s and NS issued by COA w hich needs to be addressed promptly.
BANKABILITY
e) Revenue generation
 No computer netw ork interlinking City Assessor’s Office, City Treasurer’s Office
& Business Permits and Licensing Division
 No Revenue Code w hich is not more than 5 years
 LGU Annual Revenue Generation Plan is not used in updating the Revenue Code
 No automated financial management information system w hich could have
given management up to date information for immediate corrective actions to
improve the city’s capacity to generate revenues as follow s:
e.1) High Dependency rate from external revenue sources
The city is highly IRA dependent at 69.37% w hich means that locally generated
revenues were at a low of 30.63%. Since average of HUCs was 38.88%, the desired
state is at least 37% IRA dependency only. This means a tall order of having to reverse
the percentage of local revenues over the IRA. By 2022, the projected IRA is to be only
P2,175,341,142 for a 50% IRA dependency.
e.2) High cost of revenue collection
Cost to collect revenues is high at 6.78%. Low ering the cost to collect revenues should
be considered as a priority area for improvement in order to contribute t o revenue
grow th. It is also noted that among the LGUs in the country, General Santos City has
the low est business tax rates in contrast to other LGUs that have already maximized
those prescribed by the local code. This indicates that the city still has very wide
latitude to increase its revenues through taxation.
e.3) Very low locally sourced revenues per capita
Revenue per capita w as also very low at P842.74. This indicates that if IRA w ere to be
reduced significantly, the low of less than a thousand pesos per capita expenditures
w ill further be eroded and the city government w ill be unable to operate on its ow n.

Collection for Real Property Tax (RPT) and other impositions is high at 103%. Actual
revenues collected w ere more than the estimated collection since estimates cannot be
higher because of the constraints due to outdated revenue code.
e.4) Local economic enterprises are not revenue generators and highly subsidized
The city continues to subsidize the operations of LEEssince their income can only
provide 39% of their operational cost, negating the concept of economic enterprises. A
review of the economic enterprise revenue code and ordinances including full cost
accounting is in order to fully determine the viability of the enterprises. The possibility
of Private-Public-Partnership (PPP) particularly on the operations of the public market
w hich the private sector has better expertise than the LGU should be explored.
f. Resource allocation and ut ilization
f.1) Budget is not effectively based on written policies
 M ulti-year perspective in fiscal planning and budgeting is not observed since there
w as no LDIP as basis for AIP;
 M ulti-year perspective in fiscal planning and authorization process on adherence to
a fixed calendar budget preparation and authorization phases since there delays in
completing some required steps;
 Orderliness of activities in the annual budget preparation and authorization phases
on timely enactment and approval of Appropriation Ordinance authorizing the
Annual Budget.
 The Social services delivered by the city to each constituent is P576.04; Economic
development is P358.43, and Infrastructure development is P353.23.

Chapter 4
VISION-REALITY GAPS
The CDP-ELA Formulation Workshop with the participation of CSOs/ POs/ PS, national
government agencies and LGU departments generated the observed conditions in the city.
Then the vision-reality gaps w ere identified by comparing the observed conditions or current
realities against the desired state. The success indicator gaps w ere later used to develop
policy options or PPAs as w ell as capacity development and legislative requirements to
achieve the vision.
Vision-Reality Gaps w ere analyzed to reveal the following gaps:
4. 1 Gaps in the desired qualit ies of the people (Social Development)
The Home of Champions (PEOPLE AND GOVERNANCE)
The “ Generals” are envisioned to be healthy, w ell educated, secured, skilled and champions
of environmental protection, civic mindedness and culture preservation.
4.1.1 Gaps in being healthy
 Deliveries attended by skilled health professionals is only 85% and 15% are still done
by “ hilots” . Deliveries at the health facilities consist of only 79% w hile 21% are done
at home. These practices cause maternal mortality in some cases.
 Ten percent of the households do not have access to sanitary toilet and 40% do not
have access to potable w ater. M orbidity rate of diarrhea is 252/ 100,000 population
w hich is higher than the National Objective for Health (NOH) 2016 of 230/ 100,000
population.
 There are 37% or 6,628 out of 16,607 0-6 mont hs old children that are not fully
immunized. In addition, there are 5% underw eight and severely underw eight 0-59
months old children.
 In terms of communicable diseases, tuberculosis success rate (TBSR) is only 78% with
a gap of 22%. Sexually transmitted diseases among most at risk population is 3.42%
low er than the NOH 2016 target of 5.65% w hile HIV/ AIDS is less than 1% or 155 cases
and w ithin the standard HIV prevalence of less than 1% but not 0.
 The city’s existing medical health personnel is far below the DOH standards. The city
needs to hire more personnel to include 20 doctors, 15 nurses, 91 midw ives and in
coordination w ith the barangay, 6,821 more Barangay Health Workers to ensure that
health and nutrition status of the constituents are taken care of.
4.1.2 Gaps in being well educated
 Literacy rate at 98.97% is slightly higher than the national average of 97.5%. Only
about 1% of the “ Generals” are unable to read and w rite or do simple calculations
and understand simple messages. This means that about 5,000 people are still in
need of alternative learning system.

 Completion rate for public elementary level is already 100% since it is a policy to pass
all pupils to the next grade. Public secondary level completion rate is only 98.32%
due to dropping out and failing grades of some students.
4.1.3 Gaps in culture preservation
 At present, very little has been attained to achieve the goal of preserving historical
sites. A cultural heritage mapping to identify all the heritage resources in every
barangayis neededto address the gap.
 There is inadequate collection of historical data w hich w ill be used for a
comprehensive historical and heritage conservation planning. Immediate
intervention in the protection of heritage resources against damages that may be
caused by abrupt development and the impacts of climate change is required.
4.1.4 Gaps in living in a safe place
 100% fire incidence suppressed but response time is t oo long
Although all fire incidents w ere responded by the BFP-GSC, there is still a need to
improve the response time to prevent extensive damage by fire.Construction of
additional fire sub-station to meet the 5 minutes response time w ithin 5 kilometers
radius from every fire station. There is also a need to hire additional fire fighters and
provide additional fire trucks to meet the standard requirements.
 Zero crime rate is not achieved
Aside from not attaining the desired ideal situation of zero crimes, out of total crimes
reported, only 26.45% w ere solved. The police departmentneeds to hire more
officers, intensify intelligence gathering capacity, recruit more force multipliers,
intensify Police Community Relations (PCR), provide communications equipment and
intensify capacity building trainingin investigation, technical w riting and
jurisprudence. It also needs to intensify coordination w ith LGU agencies in response,
communication and peace and order monitoring.
 Zero drug related incidence not achieved
Drug use is being eliminated through strict implementation of PNP programs like the
Double Barrel campaign (Tokhang and High Value Target), strict implementation of
RA 9165 otherw ise know n as Comprehensive Dangerous Drugs Act of 2002,
utilization of Anti-drug Abuse Council for intelligence gathering, additional trial court
fiscals, implementation of existing law , and implementation of VAWC, additional
personnel and facilities to handle minor offenders.
 Standard police-population ratio (1:500) and fire fighter to population ratio of

1:2,000 are not attained
Additional of 440 police officers are needed to meet the standard requirement of
police officers per population of 1:500. Additional 247 fire fighters to serve the city
especially those in distant barangays are also needed.
 Standard cell to inmate ratio of 1:20is not attained
An additional of 36 new detentions cells are needed t o decongest the jail and at tain
the standard cell to inmate ratio.

4.2 Gaps in the State of the Natural Environment (Environmental M anagement)
4.2.1 Gaps in forest protection and conservation
 100% of the total land area are planted and maintained

It w ill take 15 years to plant mangroves at the remaining 83% of the vacant land. To
address the gap, 20,000 mangrove tree seedlings will be planted annually. There is a
need to strengthen the coastal resource management plan implementation and
stakeholders participation in the protection, restoration and rehabilitation program
for ecosystem.
4.2.2 Gaps in w atershed protection
 Degradation of watershed due to loss of forest cover and loss of ecological

functions in the forest
There is a need to maintain forest cover or even expand it and to regulate and
adhere to strict implementation and compliance of the existing law s regarding illegal
cutting of trees thru the creation and deputation of forest guards. Since w atershed
areas contributes to the w ater quality of Silw ay river and Sarangani bay, an
ecosystem based approach has to be implemented to sustain environmental quality
through integrated management of critical ecosystem such as Forest and M arine
ecosystem conservation that rehabilitate and reforest upland barangays.
 Erosion in lands developed for agriculture

This can be prevented through forging an agreement w ith the adjoining
municipalities in the preservation and conservation measures of our forest and
w atershed and the practice of SALT farming. Encourage farmers to organic farming
and decrease usage of inorganic inputs to be able to increase w ater quality of Silw ay
River and Sarangani bay. M ore importantly, intensify information, education
campaign.
4.2.3 Gaps in preservation of mangroves and other coastal resources
 Destruction of mangroves and degradation of other coastal marine resources, and

ecosystem.
To prevent further degradation of coastal biodiversity the city has to formulate the
shelter plan that includes the relocation of informal settlers along riverbanks and
coastal areas and the mandatory relocation policy on structures or dw elling within
the 20 meter coastal and river easements as w ell as the provision of affordable
housing units to those w ho will be relocated. Set aside areas for open spaces,
recreation or parks, breakw ater, or sea w all structures; establishment of early
w arning systems and formulation of contingency plan on the exposed families as a
preparedness measure to lessen impacts to population.
Establish a monitoring system for a periodic assessment particularly encroachment
of informal settlers on mangrove areas is also necessary. The need of the city to
strictly implement the environmental ordinances such as Ecological Solid Waste
M anagement Ordinance; Septage M anagement Ordinance, and Fisheries and aquatic
law s and to require all industries to put up their ow n pollution device and modern
w astew ater treatment facilities to avoid polluting the bay.
4.3 Gaps in the desired qualities of the economy

To be globally competitive and prosperous are tw o descriptors of local economy nature in
w hich the City of General Santos envisions. To achieve such state, various success indicators
from different assessment tools and national scorecards have been adopted to link gaps

betw een the current realities to the vision. Below are some of the success indicators in
comparison to t he city’s attainment;
4.3.1 Gaps in being globally competitive
 Quality M anagement System (QM S) for business processing is not yet in place
although five (5) stages of QM S are targeted for implementation.
 Absence of implementing rules and regulations on the Public-Private Partnership

(PPP) Code delays the preparation of six (6) preliminary project st udies targeted t o
be developed in 6 years.
4.3.2 Gaps in being prosperous
 Due to the absence of local data on employment, the Philippine Statistics

Authority, January 2016 Labor Force Survey for Region 12 w as utilized and show ed
that unemployment rate is 3.9% w hile underemployment rate is 23.8%.
 In 2015 only one association is transformed into cooperative though over the
target of 90 associations transformed into cooperatives and CDA registered.
 Over-all, 69% of existing cooperatives have been registered w ith CDA.

 Public market operation is subsidized because it has very low profitability due to
lack of maintenance of the market building and the outdated M arket Code.
4.3.3 Gaps in being the leading tourism destination in Region XII
 The city needs to formulate a Tourism M aster Plan to have a direction in tourism
planning and good management of tourism destinations.
 The local government needs to support tourism enterprises in their drive to be

compliant to environmental law s, safety standards and DOT accreditation standards.
In addition, the need to support in upgrading the human resource base and improve
the quality of services in the tourism sector.
 There is an urgent need to improve accessibility to tourism destinations.
 There is a need to develop and implement sustainable tourism strategies such as

establishing a community based tourism destinations and broadening the tourism
product portfolio to include eco-tourism, M ICE tourism, cultural tourism and farm or
agri- tourism. In doing this, existing and potential tourism attractions as w ell as
landmarks or icons w ill have to be developed and promoted to enhance the image of
the city. Legislative requirements and capacity development requirements is also
essential in the improvement of tourism promotion and development.
4.4 Gaps on the desired qualities of the built environment (Green and livable place)
 The city still lacks greening and some open spaces in the CBD are beginning to be
developed
 There is a need to improve the road conditions as w ell as design to incorporate

greening and provide facilities for safe w alking and biking
 M any schools, w orkplaces, commercial areas and hospitals are concentrated in the
CBD. There is a need to disperse these in the barangays to prevent congestion in
the CBD and to reduce traffic and travel time especially for children.

 There are very few energy efficient buildings in the city. there is also a need to
ensure the safety of many buildings especially those w hich do not have building
permits.
 Culture and heritage are not integrated in the design of communities or

buildings.
4.5 Gaps to the Quality of Governance (Institutional Development)

To achieve effective governance such state, various success indicators from different
assessment tools and national scorecards have been adopted to link gaps between the
current realities to the vision. Below are some of the success indicators in comparison to the
city’s attainment;
4.5.1 Gaps in having effective governance
• Organizational Structure of the City is not able to cope up w ith its development
challenges – there is a need to design a new LGU organizational structure
• There is a need to mainstream CC-DRRM to the CLUP/ CDP
• There is no GAD database to be used in project development and implementation
• Not all LGU offices are automated though some offices implement their ow n
system innovations.
• Planning Data Base needs to be updated (CBM S/ GPS enhancement) through t he

City census in 2018 since city census in 2011 is already outdated
4.5.2 Gaps on high and steady local revenues
 LGU IRA dependency is high at 69.37% (below ELA target of 50%); locally sourced
revenues is only 30.63% of total revenues.
 Collection from business taxes could have been increased to a higher level if a
reliable tax base w as instituted. Estimated income from this source could have
been targeted at a level based on a tax base information. Due to the unavailability
of such, targets w ere based on the past trend of actual collection.
 Rentals from the public market have not been strictly collected from the
stallholders.Problems such as stallholders’ delinquency, inefficient system of
collection, poor maintenance of the public markets resulting to poor physical
structures of the public utilities w ere raised as deterrent factors affecting the
revenues derived from the public markets. The same reasons w ere also raised in
the operations of the slaughterhouse and the public terminal.
 The capacity of the local government in revenue generation is limited since it

operates under the 20-year-old Revenue Code of 1996 w hich provides low er
market value of properties, low er assessment level, and a tax rate of only 0.75%.
Section 219 of the LGC provides for a general revision of assessments and property
classification every three years hence, the city needs a revised assessment and
classification of property.
 There is also a need t o provide a bigger and better harmonious w ork place and
enhance the grow th and development of personnel especially in income generating
offices in the pursuit of excellence in public service.

Chapter 5
SOCIAL DEVELOPM ENT PLAN (LIVABILITY)
The social development plan of General Santos City w ill promote the continuing
improvement of the quality of life of the “ Generals” by empow ering them to productivity
and progress. This means providing easy access to quality education, quality health services,
housing and basic utilities, sports development and modified social services to promote
poverty reduction and social protection.
Protection of lives and properties, climate change adaptation and disaster risk resiliency are
meant to enhance the quality of life and even prolong the lifespan of the citizens. Safety of
everyone, especially the children is of prime importance. A livable city w ill have people
w alking or biking on the streets at anytime of the day w ithout fear of being assaulted.
Building the capacity of the poor and marginalized sectors of society is a continuing
challenge. These sectors need improved access to social development services and equitable
opportunitiesfor grow th to become self-sufficient and productive members of society.
FIVE LIVABILITY PRINCIPLES FOR SOCIAL DEVELOPM ENT
Implementation of the social development plan w ill be guided by the follow ing:
1. Safeguard the equal rights of the people to survival, protection and development;
2. Empow er the people by providing opportunities for grow th and self-sufficiency;
3. M ainstream gender sensitivity in education, health, housing, disaster risk

management, sports and social protection and development services;
4. M ainstream climate change adaptation and disaster risk reduction and

management in programs, projects and activities; and
5. M ainstream cultural and heritage preservation in all aspects of social

development.
TEN POINT AGENDA GOALS FOR SOCIAL DEVELOPM ENT
AGENDA 8. Improve access t o basic services such as healt h, housing, educat ion and
ensure people prot ect ion from t hreat s of life, securit y and propert y; and
AGENDA 10. Improve quality of educat ion, employment , livelihood and market ing
programs t o empower t he poor and provide social prot ect ion for
vulnerable and marginalized population t owards product ivit y and
progress t o promot e povert y reduct ion.
SECTORAL GOALS FOR SOCIAL DEVELOPM ENT
1. To make education available to all “ Generals” ;
2. To facilitate easy and immediate access to quality public health services in all
government facilities;
3. To assist eligible households in need to access affordable housing programs;

4. To ensure community safety from harm and protection from natural and man-made
disasters;
5. To develop sports and recreation programs for healthy lifestyles in the 26 barangays;
and
6. To provide social protection to the poor and marginalized sectors.
M AJOR STRATEGY
LIVABILITY strategy will be utilized in implementing the social development plan to Nurt ure,
Prot ect and Empow er the “ Generals” . This will be applied in the six (6) performance areas as
follow s: education, health and nutrition, housing and basic utilities, peace and order and
disaster risk reduction and management, sports and recreation and social w elfare and
development.
5.1 Education
The general social development goal to make education available to everybody is translated
into the performance area goals, specific objectives, targets, PPAs, success indicat ors and
strategies.
5.1.1 Goals for Education:
1. To promote comprehensive and equitable education for all through improved and
adequate educational facilities; and
2. To fully equip the education w orkforce to provide quality learning experience.
5.1.2 Specific Objectives for Education:
1. To raise the public elementary teacher-pupil ratio and classroom-pupil ratio from
1:48 to 1:35;
2. To raise the public secondary student-classroom ratio and student-teacher ratio

from 1:52 to 1:40;
3. To raise the cohort survival, completion and graduation rates to 100%at all levels
of public schools;
4. To raise the city literacy rate from 98.7% to 100%;
5. To increase the number of poor but deserving students w ho are able to achieve
tertiary education; and
6. To increase the number of Out of School Youths and Adults (OSYA)w ho have
achieved practical education and livelihood skills.
5.1.3 Targets for Education:
1. M aintain 100% Cohort Survival Rate for elementary pupils;
2. Increase Cohort Survival Rate for secondary learners by 1.34%;
3. M aintain 100% Elementary Completion Rate;
4. M aintain 100% Elementary Graduation Rate;
5. Increase Secondary Completion Rate by 1.68%;
6. Increase Secondary Graduation Rate by 1.78%; and

7. Increase Literacy Rate by 1.03%.
5.1.4 M ajor Programs/ Projects/ Activities for Education:
1. Construction of School Buildings;
2. Rehabilitation and Repair of School Buildings;
3. Development & Reproduction of Contextualization of Learning Resources;
4. Reproduction of Learning Resources (LR);
5. Library Hub: Procurement of Books and Equipment;
6. Development & Reproduction of Lesson Exemplars in AralingPanlipunan;
7. Reproduction of Localized & Contextualized Instructional M aterials in

EdukasyonsaPagpapakatao;
8. Conduct of Actional Research in AralingPanlipunan;
9. Support to Secondary Students Leaders’ Summit;
5.1.5 Strategies for Education:
1. Strengthen public scholarship programs such as EDUKAR GENSAN for poor but
deserving students and out of school youths;
2. Provide and maintain adequate educational facilities responsive to Climate Change

Adaptation and Disaster Risk Reduction CDRRA;
3. Coordinate w ith the private sector for the establishment of responsive technical
and vocational education that supports the current economic development needs
of the city;
4. Improve the quality of instructional skills of the teachers in the basic education,
vocational and technology education and higher education;
5. Strengthen the public school building program in the barangays to decongest the
pre-school, elementary and secondary schools in the central business district;
3. Develop education programs for IP and Islam pupils and students; and
7. Provide employment assistance to OSYAs w ho have been trained on livelihood skills

and manpow er development;
5.2 Health and Nutrition

The general social development goal to facilitate easy and immediate access to quality public
health services is translated into the performance area goals, specific objectives, targets,
PPAs and strategies.
5.2.1 Goals for Health and Nutrition:
1. To sustain a health delivery system that provides equitable, quality and accessible
services especially to the poor; and
2. To provide resources for health at affordable cost to t he community in the spirit of

self-reliance and self-determination.
5.2.2 Specific Objectives for Health and Nutrition:
1. To increase percentage of fully immunized children from 63% to 93%%

2. To reduce malnutrition prevalence rate among children 0-71 months old from
4.48% to ˂4%;
3. To increase percentage of exclusively breastfed infants ( 0-6 months old) from 99%
to 100%
4. To increase HHs w ith access to potable drinking w ater from 96% t o 100%
5. To increase percentage of HHs w ith sanitary toilets from 90% to 100%
6. To increase TB Success Rate (TBSR) from 79% to 95%
7. To ensure that HIV prevalence rate among population aged 15–24 years does not
exceed the national level of 1%
8. To at tain 100% Registration of Vital Events (births, deaths, marriages)
5.2.3 Targets for Health and Nutrit ion:
1. Decrease M aternal M ortality Rate (M M R) from 0.54deaths/ 1000LB to

˂0.52deaths/ 1000LB;
2. Increase Contraceptive Prevalence Rate (CPR) from 64% to 65%;
3. Decrease Infant M ortality Rate (IM R) to ˂12.04deaths/1000LB;
4. Decrease Under Five M ortality Ratio (UFM R) to ˂15deaths/1000LB;
5. Decrease M alnutrition Prevalence Rate among children 0-71 months old to ˂4%;
6. HIV/ AIDS Prevalence Rate sustained at ˂1%;
7. Increase TB Success Rate (TBSR) from 79% to 95%;
8. M aintain Zero M alaria Case M ortality Rate;
9. Reduce Dengue Case M orbidity Rate (DCM R) 439/ 100,000 pop to

˂156cases/ 100,000pop;
10. M aintain zero human rabies mortality;
5.2.4 M ajor Programs/ Projects/ Activities for Health and Nutrition:
1. M aternal Care and Family Planning Program - M aternal and Family Planning
Program covers all Women of Reproductive age (WRA) regardless of marital status,
the components of w hich include delivery of reproductive health services, prenatal
care, maternal delivery, intrapartum, and postpartum care and basic oral health
care. Total PPA Cost - 65, 523,598.48
2. Child Care and Nutrition Program -Child care and nutrition programs covers all
infants and children 0-71 months w hich components includes new born screening,
immunization, vitamins and minerals and micronutrients supplementation,
w eighing, dew orming, treatment of pneumonia, diarrhea and given basic oral
health care. Total PPA Cost-62,578,357.4304
3. Health Financing Program- NHTS Household Profiling Program -Health Financing

Program covers all field health facilities as well as Social Hygiene Clinic for annual
PHIC accreditation and getting DOH license to operate. Once accredited facilities
by PHIC, the city government is being reimbursed for the services rendered t o
PHIC sponsored beneficiaries. Total PPA Cost -4,357,314.85
4. Communicable Disease Prevention Program -The program covers all person

regardless of age and sex, w hich includes voluntary counselling and testing on
HIV/ AIDS, as w ell as provision of care and support and case detection and

treatment of Pulmonary Tuberculosis and Leprosy, sustenance of zero malaria
incidence, zero rabies related fatality and promotion of anti-dengue campaign in
the community and through the efforts of City Social Hygiene Clinic and Rural
Health Units. Total PPA Cost – 61,421,677.35
5. Non-Communicable Disease Prevention Program - Non-communicable diseases is

also a lifestyle related disease includes the access to safe w ater and sanitary toilet.
This program covers persons 25 years old and above regardless of sex w ho avail
the services of rural health units for consultation, diagnosis and treatment of
lifestyle related diseases like HPN, Diabetes M ellitus, w ith prioritization
particularly the NHTS beneficiaries, the elderly and persons w ith disability among
others. This also includes essential non communicable diseases like violence Total
PPA Cost -20,755,582.96
6. Hospital Operations and M edical Services Development- This program covers the
consultation, diagnostic, laboratory, surgical, treatment and other related medical
services to in-patient and out-patient w ho seeks medical care at the hospital. –
Total PPA Cost-900,000,000.00
7. Hospital Facility Development-Acquisition of various medical equipment in

accordance w ith the DOH standards for a level II Hospital. Total PPA Cost-
133,320,000.00
8. Indigent M edical Assistance (PHIC Enrolment - Point Of Care) -Subsidized

hospitalization and medical services to indigents and emergency enrollment to
PHIC. Total PPA Cost – 34,560,000.00
9. M igration/ Population Information & Research- Descriptive study using both

quantitative and qualitative data, data gathering, know ledge-based information
system, capacity building program for the CPM O staff to implement a population
monitoring database system starting at the barangay level as a part of
sustainability plan in an integral part of action research program. Total PPA Cost –
160,000,000.00
10. Database M anagement on GAD-Establishment and management of GAD related

data for development planning. Total PPA Cost – 2,562,292.35
11. Responsible Parenthood Program/ Adolescent Health & Youth Devt. Program-
Conduct of coordination and information, education and communication activities
on Responsible Parenthood including Pre-M arriage Counseling w ith the objective
of empow ering families and consider the same w ay as a w ay of life tow ards the
attainment of sustainable human development. This also includes, Adolescent
Health and Development and Population Dynamics, provision of secretariat
services to PM C Team and Teen Support Group of the city. This program is also
extended to 4Ps beneficiaries through its Family Development Sessions, M odule 2
on Responsible Parenthood. Total PPA Cost-2,073,673.00
12. Administration of Local Civil Registry System- Registration of births, deaths and
marriages, issuances of certified true copies and archiving of all registered civil
registry documents. Conduct of Information Education Campaign in schools,
Churches and organizations. Implementation of all Civil Registry Law s as mandated
to the office such as, Republic Acts 9048, 9255, 10172, 9858, Legal Instruments,
Court Orders / Judicial Decrees. Total PPA Cost – 2,661,539.10

5.2.5 Strategies for Health and Nutrition:
1. Deliver better and more effective health services through adequate public health
manpow er and improved facilities;
2. Strengthen community-based health care program s and promote preventive

medicine through better health and sanitation practices in private households;
3. Strengthen the immunization program for disease prevention particularly among

children;
4. Promote the development of proper nutrition, childcare and population

management;
5. Intensify public health aw areness and sanitation by strengthening the Barangay

Healthcare Program through an effective netw ork of Barangay Healthcare Workers
to promote preventive and curative medicines;
6. Undertake effective control of air and w ater pollution for disease prevention by
establishing a potable, constantly monitored, drinking w ater source for every
household and requiring industries to safely dispose of their industrial w astes;
7. Intensify the immunization program by providing enough vaccines and logistics as

w ell as sufficient information, communication and education to encourage
participation in the program;
8. Conduct regular sanitary inspections of food/ restaurant establishments,

manufacturing and food processing establishments as w ell as food handlers to
ensure sanitation and eventually prevent the spread of communicable diseases
through food contamination;
9. Cooperate and coordinate w ith other agencies both in government and private
entities, for promotion of right health practices and maximum utilization of
available health resources;
10. Enhance and provide medical and health facilities to both field health (preventive)
and hospital (curative) services by upgrading all facilities (buildings, clinical labs,
OR, ICU stockroom, etc.) and procurement of needed health equipment and
supplies;
11. Complementation of health personnel to service all the constituents of the city.
This includes health and administrative staff to man the different health facilities;
12. Establish satellite hospitals in the city’s five districts for accessibility of all
barangays;
13. Invite investors to venture into hospital business or medical tourism industry by
offering profitable incentives; and
14. Recommend the establishment of a government hospital in Sarangani Province and

the expansion of the existing government hospital in South Cotabato t o decongest
the city’s hospital.
5.3 Housing and Basic Utilities

The general social development goal to assist households in accessing affordable housingis
translated into the performance area goals, specific objectives, targets, PPAs and strategies.

5.3.1 Goals for Housing and Basic Ut ilities:
1. To provide access to affordable, decent and safe shelt er that has adequate basic
utilities to all city constituents; and
2. To institutionalize the mechanism to implement the City Shelter Plan and other
related programs, projects and activities.
5.3.2 Specific Objectives for Housing and Basic Utilit ies:
1. To develop 53 hectares of land for housing and resett lement of Informal Settler
Families (ISFs) specifically those in danger zone areas beginning 2017 until 2022;
2. To reduce the displaced households by 39.16%orbetw een 2017 to 2022;
3. To reduce doubled-up households annually beginning 2017-2022;
4. To encourage structural upgrading of dilapidated, condemned and houses

needing major repair annually starting 2017 until 2022.
5.3.3 Targets for Housing and Basic Utilities:
1. Relocate 4,200 ISFs or 700HHs annually;
2. Acquire 1.5 hectares of land for fisherfolks settlement
5.3.4 M ajor Programs/ Projects/ Activities for Housing and Basic Utilities:
1. Relocation and resettlement of informal settler families (ISF)
2. Land acquisition and social preparation for fisherfolks settlements
5.3.5 Strategies for Housing and Basic Utilities:
1. Identify and acquire additional possible available suitable sites;
2. Develop the new sites for housing (vacant lands, both new acquired & already
ow ned by the city;
3. Netw ork w ith private developers to access their 15% balance housing compliance
to augment the land and housing finance resources of the city;
4. Coordinate w ith National Housing Authority to access technical and financial

assistance;
5. Strictly enforce the Zoning Ordinance and the National Building Code;
6. Provide adequate basic services and infrastructure facilities to all socialized

housing projects and relocation sites;
7. Identify socialized housing areas in every barangay to guide private developers in

the selection of sites for 20% socialized housing compliance;
8. Advocate government participation and leadership in the housing program

through government social housing projects;
9. Encourage the private sector, community associations, NGOs and POs

participation in holistic housing development;
10. Establish a system of priorities for servicing the target beneficiaries and priority
development areas to ensure maximum benefits for scarce resources such as land
and capital;

11. Strengthen the capacities of communities by encouraging them to organize and
promote self-help land-acquisition and/ or construction;
12. Create finance resources for socialized housing; and
13. Coordinate w ith private and government financing institutions to provide seed
capital for small scale and micro-industries as sources of livelihood of relocated
families.
5.4a Peace and Order and Public Safety

The general social development goal to ensure community safety from harm and protection
from natural and man-made disasters is translated into the performance area goals, specific
objectives, targets, PPAs and strategies.
5.4a.1 Goalfor Peace and Order and Public Safety
To sustain peace and order for a crime and drug-free city.
5.4a.2 Specific Objectivesfor Peace and Order and Public Safety
1. To reduce crime volume by 5% annually;
2. To increase crime solution and clearance efficiency by 5% annually;
3. To reduce the incidence of fire and man-made calamities;
4. To ensure public safety by reducing occurrences of accidents by 16% annually caused

by lack or non-observance of public safety measures;
5. To strengthen community involvement in peace and order, public safety and disaster
risk reduction and mitigation in the 26 barangays;
6. To ensure that human rights are protected at all times; and
7. To foster humane treatment of prisoners and facilitate out-of-court solution of cases

and speedy trial of cases brought to the courts.
5.4a.3 Targets for Peace and Order and Public Safety
1. Increase police visibility and the number of force multipliers;
2. Reduce police, fire and disaster emergency response time to 10 minutes;
3. Construct additional fire sub-station by 2018;
4. Construct 1 box culvert for Police Station 5 by 2018;
5. Construct Police Station 1 by 2018;
6. Construct additional cell building for BJM P by 2018;
7. Construct one river bank protection near BJM P area by 2018;
5.4a.4 M ajor Programs/ Projects/ Activitiesfor Peace and Order and Public Safety
1. Crime Prevention. Law Enforcement, Anti-Terrorism and Counter Insurgency

M easures – This includes peace and order program in support to activities of GSCPO,
JFT - Gensan, Charlie Company Ready Reserve, 1002nd Infantry Brigade, Traffic
M anagement and Peace and Order Council. Support for these NGAs total to
P610,301,735.74;

2. Community Involvement . This includes peace and order programs in support to
activities of the city and private sectors involved in the maintenance of peace and
order such as BarangayKontraDroga, Barangay Laban saKrimen, Peace Building and
Development Responsive Program, and provision of lighting facilities. Total cost-
P276,950,355.68.
3. Support t o BJM P-GSC Jail and Female Dormitory. This w ill to strengthen security
control of jail facilities and services and security measures to prevent jail breaks and
other untow ard incidents. Total cost- P6,905,201.14.
4. Support to Courts and Prosecution. This peace and order program supports the
Public Attorney’s Office (PAO), M unicipal Trial Courts in the Cities (M TCC), Parole and
Probation Office, the Regional Trial Court (RTC), Philippine M ediation and
Conciliation Center, City Prosecutors Office (CPO) and People’s Law Enforcement
Services (PLEB). Total cost -P112,411,674.40.
5. Public Safety M easures. Programs, projects and activities include the construction of
progressive type fire sub-station; replacement of the open drainage to a box culvert
at the side of police station 5; construction of police station 1; construction of
additional detention cell building; and construction of riverbank protection near
BJM P area. Total cost - P18,500,000.00.
The implementation of the above programs/ projects is planned for the next six years
(2017 – 2022).
5.4.a.5 Strategies for Peace and Order and Public Safety
1. Enhance t he capability of the law enforcement agencies and force multipliers;
2. Empow er community members through neighborhood oriented policies in

attaining peace, sustainable development and a healthy environment;
3. Generate greater aw areness and sustained involvement of barangay officials,

tanods, barangay constituents and the media in crime prevention control;
4. Improve crime reporting and monitoring capabilities of the 26 barangays;
5. Lobby for the hiring of additional policemen and firemen and for the filling up of
vacant positions in the Prosecutors' Office, M TCC and RTC;
6. Provide adequate facilities, modern equipment and logistics; and
8. Provide adequate and proper rehabilitation programs for offenders.
5.4b DISASTER RISK REDUCTION AND M ANAGEM ENT

To ensure disaster risk reduction and management for public safety and protection
at all times of all “ Generals” especially the children.
A. Disaster Prevention and M itigation
5.4b.1A Goal
To avoid hazards and mitigate their potential impacts by reducing vulnerabilities and
exposure and enhancing capacities of communities
5.4b.2A Specific Objectives:
1. To reduce vulnerability and exposure of communities to all hazards

2. To enhance capacities of communities to reduce their ow n risks and cope with the
impacts of all hazards
5.4b.3A Targets:
1. DRRM and CCA mainstreamed and integrated in local development policies, plans
and budget
2. Increased disaster resilience of infrastructures
3. Community based and scientific, DRRM and CCA assessment, mapping, analysis and
monitoring are conducted and/ or improved
4. Communities have access to effective and applicable disaster risk financing and
insurance
5. End-to-End (monitoring and response),forecasting and early w arning for all hazards
are established and/ or improved
5.4b.4A M ajor Programs/ Projects/ Activities
1. Public Safety Prevention and M itigation. Programs, projects and activities include
operation & maintenance of rescue 727 hotline; safety services for the general
public; installation of early w arning systems and CCTVs linked to DRR; infrastructures
that w ill mitigate/ prevent disasters; conduct of flood control mitigation activities;
conduct of continuous hazard & risk assessment; stockpiling of basic food & non-
food goods for victims of disaster and emergencies; community based monitoring
system for CityCen 2018; rapid community response projects (RCRP) and conduct of
disaster preparedness and aw areness trainings and seminars. Total cost -
P260,833,951.07.
2. Public Safety Services. Programs, projects and activities include city disaster risk &
reduction management office services, security services and aid to Bureau of Fire
Protection (BFP).Total cost - P228,698,994.12.
B. Disaster Preparedness
5.4b.1B Goal:
To establish and strengthen capacities of communities to anticipate, cope and

recover from the negative impacts of emergency occurrences and disasters
5.4b.2B Specific Objectives:
1. To increase the level of aw areness of the community to the threats and impacts of
all hazards, risks and vulnerabilities
2. To equip the community w ith the necessary skills to cope w ith the negative impacts
of a disaster
3. To increase the capacity of institutions in the mechanisms of DRR and CCA
4. To develop and implement comprehensive local disaster preparedness policies, plans

and systems
5. To strengthen partnership among all key players and stakeholders
5.4b.3B Targets:
1. Increased level of aw areness and enhanced capacity of the community to the

threats and impacts of all hazards

2. Communities are equipped w ith necessary skills and capability to cope w ith the
impacts of disasters
3. Increased DRR and CCA capacity of CDRRM C and BDRRM C’s
4. Developed and implemented comprehensive local preparedness response policies,

plans, and systems
5. Strengthened partnership and coordination among all key players and stakeholders
5.4b.4B M ajor Programs/ Projects/ Activities
1. Climate Change Adaptation Programs, projects and activities include soil

conservation measures and preparation of environmental code. Total cost - P8,
600,000.00.
5.4b. 4B Strategies:
1. Continuation of the RCPR Project w ith emphasis on youth;
2. Capacity building on DRR and CCA for communities, institution and businesses;
3. Reproduction of DRR and CCA IEC materials
C. Disaster Response
5.4b.1C Goal:
Provide life preservation and meet the basic subsistence needs of affected
population based on acceptable standards during and immediately after a disaster.
5.4b.2C SpecificObjectives:
1. To decrease the number of preventable deaths and injuries
2. To provide basic subsistence of affected population
3. To immediately restore basic services
5.4b.3C Targets:
1. Well-established disaster response operation system
2. Adequate and prompt assessment of needs and damages
3. Integrated and coordinated Search, Rescue and Retrieval (SRR) capacity
4. Affected community(s)/ family(s) evacuated safely and on time
5. Temporary shelter needs are adequately addressed
6. Basic health services provided to affected population
7. Psychosocial w ell-being promoted and mental health problems and risks reduce
8. Coordinated, integrated system for early recovery implemented
5.4b.4C M ajor Programs/ Projects/ Activities
1. Disaster Response Projects. Programs, projects and activities include purchase of

evacuation bus and purchase of mat tresses. Total cost - P10,500,000.00.
5.4b.4C Strategies:
1. Provide temporary shelter needs

2. Ensure safe and timely evacuation
3. Stockpiling of basic FNFI for victims of emergencies
4. RESCUE 727 EM S
D. Disaster Rehabilitation and Recovery
5.4b.1D Goal:
Restore and improve facilities, livelihood and living conditions and organizational
capacities of affected communities, and reduce disaster risks in accordance w ith the
“ build back better” principle.
5.4b.2D Specific Objectives:
1. To restore people’s means of livelihood and continuity of economic activities and

business
2. To restore shelter and other buildings / installations
3. To reconstruct infrastructure and ot her utilities
4. To assist in the physical and psychological rehabilitation of persons w ho suffered

from the effects of disaster
5.4b.3D M ajor Programs/ Projects/ Activities
2. Disaster Rehabilitation & Recovery. Programs, projects and activities include the
relocation of population exposed to natural hazards and quick response fund(QRF)
for relief & recovery projects and activities. Total cost- P229,396,625.52.
5.4b.4D Strategies:
1. Damage, losses and needs assessed
2. Economic activities restored, strengthened and/ or expanded
3. DRRM / CCA elements incorporated in human settlement
4. Disaster and climate change-resilient and infrastructure reconstructed
5. A psychologically sound, safe and secured citizenry that is protected from the effects
of disasters able to restore to normal functioning after each disaster
5.5 Sports and Recreation

The general social development goal to develop sports and recreation for healthy lifestyles
and culture for global competitiveness is translated into the performance area goals, specific
5.5.1 Goals for Sports and Recreation:
1. To translate the vision of “ Home of the Champions” w ith competitive athletes

supported through quality trainings and good sports facilities; and
2. To promote physical fitness among the citizenry by increasing access to sports and
recreational facilities.

5.5.2 Specific Objectives for Sports and Recreation:
1. To establish GSC Sports Academy and Performing Arts Academy;
2. To enhance the skills of the city athletes;
3. To improve existing sports and recreational facilities;
4. To improve the quality, accessibility and management of existing sports and

recreational facilities;
5. To provide new facilities to meet demand;
6. To provide future area requirements for athletic fields and parks;
7. To develop barangay parks in every barangays for use as a venue for recreational
activities;
8. To develop open spaces of the subdivisions and barangay parks as green spaces;
9. To provide adequate sports and recreational facilities to all city residents; and
10. To produce a good number of athletes and players for regional and national
competitions.
5.5.3 Targets for Sports and Recreation:
1. GSC Sports and Performing Arts Academy institutionalized
2. By year 2022, all constituents have access to parks
3. By 2022, all barangays have barangay parks developed

4. By 2022, open spaces of 168 subdivisions in the city are developed
5. AC Acharon Sports Complex rehabilitated by 2018
6. By 2017, Boxing Gym w ill be constructed
5.5.4 M ajor Programs/ Projects/ Activities for Sports and Recreation:
 Facilitation of city sponsored sports tournaments and other activities - A w hole year
setof new and on-going activities that includes Summerlympics, ParangalsaM anlalaro,
International Youth Day, PWD Week Sportfest, Boxing at the Park, CM RCR Cup Sargen
Inter-agency Sportsfest, Participation to invitational Cup/ PSC Sanctioned Competitions,
Play and Learn Sports and other tournaments – P12,950,000.00
 M aintenance of Sports Center - Yearly maintenance of sports center w hich includes
salaries and w ages of JO personnel –P5,000,000.00
 Institution of Sports Academy - A yearly program of the LGU-GSC to see to it that our
local athletes are w ell supported in terms of their education and training needs-
P5,000,000.00
 Construction of Restroom/ Show er at Queen Tuna Park – P750,000.00
 Construction of Boxing Gym – 10,000,000.00
 Funding of M ayor’s Park at P. Acharon Blvd. junction Brgy. Bula –P3,500,000.00
 Rehabilitation of AC Acharon Sports Complex and other sports facilities – Repair of w ater
system and other sports facilities – P12,300,000.00
5.5.5 Strategies for Sports and Recreation:
1. Institution of Sports Academy and Performing Arts Academy

2. Increase community access to sports and leisure opportunities
3. Upgrade/ Retrofit existing sports and recreational facilities and construct auxiliary
facilities
4. Regular maintenance program for all city sports facilities
5. Develop strategies for income generation of sports facilities
6. Demolition of Basketball Courts on roads
7. Relocation of sports facilities in safe areas
8. Improvement of park w hich includes landscaping and designating space in the park
for the installation of exercise facilities to address the needs of the senior citizens
and PWD in compliance w ith RA 9257(Senior Citizen) and RA 9442 (PWD)
9. Encourage the barangays to provide lots for barangay parks and develop it as green
areas.
10. Development of barangay parks or green areas (except those w ith existing parks)
11. Encourage subdivision homeow ners to improve their open spaces by constructing
sports and recreational facilities and develop as green areas for residents and
introduce green initiatives
12. Encourage community to help in development and maintenance of barangay parks.
5.6 Social W elfare and Development

The general social development goal to ensure community safety from harm and protection
from natural and man-made disasters is translated into the performance area goals, specific
5.6.1 Goals for Social W elfare and Development:
1. To improve access to social w elfare and development services; and
2. To provide opportunities for grow th and self-sufficiency to the vulnerable groups.
5.6.2 Specific Objectives for Social W elfare and Development:
1. Provide day care children w ith 100% adequate standard learning centers and
services;
2. Provide Temporary Shelter to 100% female children w ho cannot remain in their

ow n homes due to risk of further abuse;
3. Properly house 100% Children in Conflict with the Law (CICL) to prevent them from
loitering the streets especially at night and provide them w ith treatment and
interventions to improve their social functioning w ith the end goal of reintegration
to their families and communities;
4. Promote self-reliance and capability building of individuals and communities;
5. Provide social services and social protection to the vulnerable groups;
5.6.3 Targets by 2022 for Social W elfare and Development:
1. Provide 44,320 day care children w ith adequate standard learning centers and
services;
2. Provide 3,042 CICL/ CAR/ CNSP with community-based intervention/ diversion

program;

3. Provide 6,612 w omen w ith training skills for livelihood;
4. Provide 1,990 PWDs w ith sustainable livelihood projects;
5. Provide 100% older persons w ith all benefits mandated by law ; and
6. Fully establish community-based intervention program in 2 Badjao communities.
5.6.4 M ajor Programs/ Projects/ Activities for Social W elfare and Development:
1. Child Welfare Program
2. Women Welfare Program
3. PWD Welfare Program
4. Senior Citizens Welfare Program
5. Family and Community Welfare Program
6. Construction of Day Care Centers
7. Construction/ Improvement of Social Welfare Facilities
5.6.5 Strategies for Social W elfare and Development:
1. Institutionalize M onitoring and Evaluation System on all social w elfare programs;
2. Develop monitoring tool for children’s program (Social Protection Information

System – Integrated Children’s Program);
3. Develop Community-Based intervention program for mendicants and Badjao;
4. Strengthen advocacy and information campaigns for all social programs and
services;
5. Establish a strong linkage betw een government and private organization in

extending all out support to the vulnerable groups;
6. Educate individuals, families and communities on law s involving programs and

services from LGU, NGAs and CSO’s and encourage partnership initiatives;
7. Provide skills trainings, livelihood assistance and a strong and consistent product
development and market support for products developed by vulnerable groups to
promote livelihood improvement and employment;
8. Seek to reduce poverty and vulnerability and avoid continuous dole-outs as much
as possible;
9. Plan on how to make the assistance more sustainable to enhance the social status
and rights of the marginalized; and
10. Protect against hazards and sudden loss of income, and improving people’s
capacity to manage or handle risks

5.7 Ten Point Agenda Outcomes and Performance Indicators
Expected Outcomes of the Social Development Plan w ill be the results of the deliverables of
the various LGU departments. These w ill be measured every semester or annually as the
Performance M easurement Team (PM T) recommends to the Chief Executive based on
department performance. The deliverables in the long medium and short terms are show n in
the follow ing tables:
Table 5.7.1. Outcome and Success Indicators for Education by Planning Period, Gen. Santos City, 2017 - 2022.
TEN POINT COM PREHENSIVE DEVELOPM EN T PLAN 2017-2022

AGENDA ELA 2017-2019 ELA 2020-2022
PPAs
OUTCOM E
INDICATORS 2017 2018 2019 2020 2021 2022
24 volunt eer t eachers t each cat ch-up 24 volunt eer t eachers t each cat ch-up
Support t o Cat ch up classes classes
100% pre- Classes 100% of 5 yrs. Old children w ho did 100% of 5 yrs. Old children w ho did not
school not undergo kinder classes undergo kinder classes
part icipat ion 10,849 Kindergart en
Purchase of KD
rat e (Tables and Chairs);
chairs t ables,
6,227 elem. armchairs;
armchairs
290 secondary armchairs
Developm ent &
reproduct ion of 100% of learners in grade 3 & 6
100% of learners in grade 3 & 6 incr eased
cont ext ualizat ion increased at least 3% M PS/ SY in LAPG
at least 3% M PS/ SY in LAPG & NAT
100% learning resources & NAT
Elem ent ary (LR)
Achievem ent Reproduct ion of 100% of learners and t eachers. 100% of learners and t eachers. Incr eased
Rat e learning resources Increased at least 3% M PS/ SY in NAT at least 3% M PS/ SY in NAT (all learning
(LR) f or science (all learning areas) areas)
grade 3 and grade 6
pupils
Com munit y Teach 2,400 pupils enhanced reading skills 2,400 pupils enhanced reading skills t hru
100%
Program t hru summ er reading pr ogram sum mer reading program
Elem ent ary
Supplement al
pupils are
feeding of 800 grade 800 800 800 800 800
readers
1-3 pupils per year
EDUKAR GENSAN 545 poor but deserving st udent s 719 poor but deserving st udent s
(Scholarship provided scholarships provided scholarships
Zero OSY
Program f or t he 181 199 218 239 262
165
Poor)
100% Purchase of Science
14 public 12 public
Secondary Laborat ory for 26
secondary secondary
Achievem ent Secondary Schools
schools schools
Rat e
20,000 st udent s
increased at least 3%
5 5 4 4 4 4
M PS/ SY in NAT
100% M ast ery
(Science)
Level
Provision of EPP/ TLE
Secondary
Worksheet s in
(NAT Year IV)
Grade 7 t o 10 2,000 2,500 3,000 3,300 3,500 4,000
St udent s of Public
Schools

AGENDA
PPAs ELA 2017-2019 ELA 2020-2022
OUTCOM E
INDICATORS 2017 2018 2019 2020 2021 2022
6 unit s 2 st orey building w it h 6 1 unit 2 st orey building w it h 6 classrooms in 1

School Building classrooms in 6 school sit es school sit es
Ideal Const ruct ion Program
2 2 2 1
classroom-
st udent rat io
School Building Repair Repair of 84 classrooms of 7 elem ent ary Repair of 82classrooms of 7 elem ent ary
met
and Rehabilit at ion school buildings school buildings
Program 28 28
100% of public School Sit es Tit ling
schools acquired 28 Elem ent ary Schools 3 3 6 6 4 6
Lot Tit les w it hout Lot Tit les
School Building 2 st orey w it h 6
2 st orey w it h 6 classrooms t o 6
Const ruct ion Program classrooms
Ideal classroom - ident ified school sit es
st udent rat io 2 2 2 1
42 Classrooms
met
Classroom Repair and Repair of 84 classrooms of 9 elem ent ary Repair of 82classrooms of 6 elem ent ary school
Rehabilit at ion Program school buildings buildings
3 3 3 3 3
Procurement of 1,000 st ory & Procurement of 1,000 st ory & supplement al
100% public
Library hub : supplem ent al books, facilit ies and books, facilit ies and equipment for 68,000
School
procur em ent of books equipm ent f or 68,000 learners and learners and t eachers
Achievem ent
and equipment t eachers
Rat e
Const ruct ion of M ult i-

3 3 3 2 2 2
Availabilit y of Purpose Buildings
Public School Const ruct ion of Hand
5 Elem. 5 Elem. 5 Elem. 5 Elem. 5 Elem.
Facilit ies Washing t oot h brushing 5 Elem. schools
schools schools schools schools schools
and Dent al Facilit ies
Const ruct ion of

1 st orey w it h 2 genderized room
genderized dormit ory
Double Deck Beds & 20 unit s of bed 20 unit s of

Beddings f or Dormit ory and 40 set s of bed and 40
100% Elem ent ary
part icipat ion rat e Program beddings set s of
beddings
6 Special School IP 100% B'laan learners 100% B'laan learners
Com munit y (IPEd
Program)
Purchase of Armchairs
for 6 Special Schools for 240 Armchairs
IP com m unit y
M uslim Division ALIVE(Arabic
Educat ion) Language and Islam
Provision of honoraria t o 75 ALIVE
Values Educat ion) Provision of honoraria t o 75 ALIVE t eachers
t eachers
M uslim Educat ion
Program
33% of OSCYA
t rained on 33% of OSCYA t rained
Yout h and Adult IGP & on IGP & com m unit y-
Generat ing Project (YAIG) com munit y- based skills
Zero OSY based skills
1,667 1,667 1,667 1,667 1,667 1,667

LIKAY DROGA 100% of OSCYA are aw are of ill-effect s of 100% of OSCYA are aw are of ill-effect s of
(LingapKabat aanAyaw sa drugs drugs
Droga)
CITY LIBRARY
Book M obile
Purchase of vehicle
100% Lit eracy 1 m obile
w hich w ill be used as
Rat e library
M obile library t o serve
far-flung barangays

Table 5.7.2. Outcome and Success Indicators for Health and Nutrition by Planning Period, Gen. Santos City,
2017 – 2022
COM PREHENSIVE DEVELOPM ENT PLAN 2017-2022

TEN POINT AGENDA OUTCOM E
PPAs ELA 2017-2019 ELA 2020 - 2022
INDICATORS
2017 2018 2019 2020 2021 2022
CITY HEALTH OFFICE
Improved access to health services

and ensure people protection from
threat s of life, security and
property
Decrease Maternal Mortality Rate (MMR) from .54deaths/1000LB to ˂.52deaths/1000LB (NOH)

Maternal Mortality Rate (MMR)
decreased from .54deaths/ 1000LB Decrease MMR
to .52deaths/ 1000LB or low er (NOH- to .52deaths or maint ain 0.52 deaths or low er maint ain 0.52 deaths or low er
SDG) MATERNAL CARE AND low er
FAMILY PLANNING ˂9 Deaths ˂9 Deaths ˂9 Deaths ˂9 Deaths ˂9 Deaths ˂9 Deaths
PROGRAM
Increase Contracept ive Prevalence Rate (CPR) from 64% to 65% (NOH)
Contraceptive Prevalence Rate
(CPR) increased from 64% to 65% or Increase CPR to
Maintain 65% CPR Maintain 65% CPR
higher (NOH) 65%
51,980 CU 53,389 CU 54,836 CU 56,322 CU 57,848 CU 59,416 CU
Decrease Infant Mortality Rate (IMR) to ˂7.7deaths/1000LB

Infant Mortality Rate (IMR) of
12.04deaths/ 1000LB maintained or Decrease IMR to low er than 12.04 deaths/ 1000LB Decrease IMR to lower t han 12.04 deaths/ 1000LB
low ered (NOH is 17deaths/ 1000LB)
Less than 136 Less than 122 less t han 109 less than 98 less than 88 less than 79
Decrease Children Under Five Mortality Ratio (UFMR) to less than 15 deaths/ 1000LB (NOH is
25.5deaths/ 1000LB)
Children Under Five Mortality Ratio
Decrease UFMR
(UFMR) decreased to CHILD CARE AND NUTRITION Decrease UFMR t o less than 15
to 15deaths/ Decrease UFMR to less than 15deaths/ 1000LB
15deaths/ 1000LB or low er (NOH is PROGRAM deaths/ 1000LB
1000LB
25.5 deat hs/ 1000LB)
<15 deaths/ <15 deaths/ <15 deaths/ <15 deaths/ <15 deaths/ <15 deaths/
1000LB 1000LB 1000LB 1000LB 1000LB 1000LB
Decrease Malnutrition Prevalence Rat e among children 0-71 months old to less than 4% (NOH 5%)
Malnutrition Prevalence Rate
Decrease MPR to
among children 0-71 months old Decrease MPR to less t han 4% Decrease MPR to less t han 4%
4%
decreased to 4% or low er (NOH 5%)
below 4,204 below 4,318 below 4,435 below 4,555 below 4,679 below 4,805
HIV/ AIDS Prevalence Rate sustained/ reduced at less than 1% (MDG)

HIV/ AIDS Prevalence Rate
sustained/ reduced at less than 1% Maintain/ reduce HIV/ AIDS PR at less than 1% Maintain/ reduce HIV/ AIDS PR at less than 1%
(MDG)
190 (N) 233 (N) 286 (N) 351 (N) 431 (N) 530 (N)
COMMUNICABLE DISEASE
PREVENTION PROGRAM
Increase TB Success Rate (TBSR) from 88% to 95% (NOH)
TB Success Rat e (TBSR) increased

Increase TBSR from 88% to 91% Increase TBSR from 92% to 95%
from 79% to 95% (NOH)
1596 (N) 1639 (N) 1683 (N) 1729 (N) 1776 (N) 1824 (N)

PPAs ELA 2017-2019 ELA 2020 - 2022
INDICATORS
2017 2018 2019 2020 2021 2022
M aintan Zero M alaria Case Mortality (M CM)
Zero M alaria Case Mort ality (M CM) Maintain zero MCM M aintain zero M CM
maintained
0 case mortality 0 case m ortality 0 case mortality 0 case m ortality 0 case mortality 0 case m ortality
Reduce Dengue Case Morbidity Rate (DCMR) from 158cases/100,000pop (1,080 ) to ˂156/100,000pop (NOH)
Dengue Case M orbidity Rat e
Decrease DCMR
(DCMR) reduced from 158 COMM UNICABLE DISEASE
to ˂156cases/ Maintain ˂156cases/100,000 Maintain ˂156cases/100,000
cases/ 100,000pop to PREVENTION PROGRAM
100,000 pop or pop or low er pop or lower
˂156cases/100,000pop (NOH)
low er
<972 (N) <875 (N) <787 (N) <708 (N) < 637 (N) <609 (N)
M aintain Zero Hum an Rabies Case Fatality Rate (HRCFR)

Zero Hum an Rabies Case Fatality
M aintain 0 HRCFR Maintain 0 HRCFR
(HRCF)
0 HRCFR 0 HRCFR 0 HRCFR 0 HRCFR 0 HRCFR 0 HRCFR
Reduced mortality rate from lifestyle-related diseases (HPN & DM ) - HPN - from 68.77/ 100,000pop (N-
423) to 30.20/ 100,000 popn (N-224); DM - 38.37/ 100,000pop (N-236) to 16.98/ 100,000 popn (N-126)
Mortality rate for HPN is reduced from 58.71/ 100,000 M ortality rate for HPN is reduced from 39.40/ 100,000
popn to 44.99/ 100,000 popn and for DM from popn to 30.20/ 100,000 popn and for DM from
M ortality rates from lif estyle NON-COM MUNICABLE 32.67/ 100,000 popn to 26.50/ 100,000 popn 22.04/ 100,000 popn to 16.98/ 100,000 popn
related diseases (HPN & DM) DISEASE PREVENTION
reduced PROGRAM M ortality Not Mortality Not M ortality Not Mortality Not M ortality Not Mort ality Not
more than: HPN- m ore than: HPN- more than: HPN- m ore than: HPN- more than: HPN- m ore than: HPN-
58.71/ 100,000 51.31/ 100,000 44.99/ 100,000 39.40/ 100,000 34.48/ 100,000 30.20/ 100,000
popn (N-381); popn (N-342); popn (N-308); popn (N-277); popn (N-249); popn (N-224);
DM- DM - DM- DM - DM- DM -
32.67/ 100,000 28.66/ 100,000 26.50/ 100,000 22.04/ 100,000 19.38/ 100,000 16.98/ 100,000
popn (N-212) popn (N-191) popn (N-172) popn (N-155) popn (N-140) popn (N-126)
Reduced m orbidity rate from lifestyle-related diseases (HPN & DM ) - HPN - from 546/ 100,000 popn (N-
3,364) to 402/ 100,000 popn (N-2,983); DM -83/ 100,000pop (N-513) t o 62/ 100,000 popn (N-457)
M orbidity : HPN-546/ 100,000 popn to 463/ 100,000 M orbidity : HPN-442/ 100,000 popn t o 402/ 100,000
M orbidity rates from lifestyle NON-COM MUNICABLE popn; DM -83/ 100,000 popn to 71/ 100,000 popn popn; DM -68/ 100,000 popn to 62/ 100,000 popn
related diseases (HPN & DM ) DISEASE PREVENTION
reduced PROGRAM
M orbidity: HPN- M orbidity: HPN- Morbidity : HPN- M orbidity : HPN- Morbidity : HPN- Morbidit y :HPN-
508/ 100,000 485/ 100,000 463/ 100,000pop 442/ 100,000 421/ 100,000 402/ 100,000
popn (N-3297); popn (N-3232); (N-3168); DM - popn (N-3105); popn (N=3043); popn (N-2983);
DM- 78/ 100,000 DM - 74/ 100,000 71/ 100,000popn DM-68/ 100,000 DM -68/ 100,000 DM - 62/ 100,000
popn(N-503) popn(N-493) (N-484) ponp(N-475) popn (N-466) popn (N-457)
Serve all cust omers in every Barangayan per schedule
Sustain a health delivery system 100% of cust omers served 100% of custom ers served
and services w hich are equitable
BARANGAYAN 21,450 23,595 25,954 28,549 31,403 34,543
and accessible especially to the
poor 100% of Health Facilities accredited
M aintain: MCP - 8 PCB - 8 TBDOTS - 8 & 2 ABTC Maintain: M CP - 8 PCB - 8 TBDOTS - 8 & 4 ABTC
Accredit 2 new
MCP and 7 TB- M aintain: Maintain: M aintain: Maintain: M aintain:
HEALTH FINANCING
PHIC accreditation of Health DOTS and 1 ABTC MCP - 8 PCB - 8 M CP - 8 PCB - 8 MCP - 8 PCB - 8 M CP - 8 PCB - 8 MCP - 8 PCB - 8
PROGRAM- Health Facility
Facilities sust ained m aintain: TBDOTS - 8 and 1 TBDOTS - 8 & 2 TBDOTS - 8 & 3 TBDOTS - 8 & 4 TBDOTS - 8 & 4
Accreditation Program
MCP - 6, PCB - 8, ABTC ABTC ABTC ABTC ABTC
TBDOTS - 8
Governm ent-sponsored PHIC 70% of Governm ent-sponsored PHIC beneficiaries profiled, assessed, and provided prim ary care services
beneficiaries profiled and HEALTH FINANCING
provided primary health care PROGRAM- NHTS Household 201,243 HH prof iled 278,498 HH profiled
services and assessed as to access Profiling Program
to water and sanitary f acility 63,216 69,537 76,490 84,139 92,552 101,807
100% of foodhandlers and w orkers certified healthy and fit for w ork
100% of foodhandlers and w orkers HEALTH REGULATION 100% of foodhandlers and workers cert ified healthy 100% of foodhandlers and w orkers certified healthy
certified healthy and fit for w ork PROGRAM and fit for work and fit for w ork
62,000 63,000 64,000 65,000 66,000 67,000

PPAs ELA 2017-2019 ELA 2020 - 2022
INDICATORS
2017 2018 2019 2020 2021 2022
100% of businesses/ building structures certified for sanit ation occupancy
100% of businesses/ building structures certified for 100% of businesses/ building structures cert ified f or
100% of businesses/ building
sanitation occupancy sanitation occupancy
structures certif ied for occupancy
HEALTH REGULATION 1201 sanitary 1260 sanitary 1320 sanit ary 1390 sanitary 1460 sanitary 1530 sanitary
PROGRAM permits issued permits issued permits issued permits issued permits issued permits issued
Food establishments certif ied as to

500 WPC issued 525 WPC issued 551 WPC issued 580 WPC issued 600 WPC issued 640 WPC issued
w ater potability
100% of policies prepared for bett er health service delvery

SUSTENANCE OF THE LOCAL 100% of policies prepared for bett er health service 100% of policies prepared f or bet ter healt h service
HEALTH BOARD delvery delvery
2 4 4 4 4 4
100% of death certificates verified and released in 15 minutes after verification and f illed up forms done
100% of death certificates verif ied and released in 100% of death certificates verified and released in
HEALTH INFORMATION
15 minutes after verification and filled up forms 15 minutes after verification and filled up f orms
MANAGEMENT PROGRAM
done done
100% 100% 100% 100% 100% 100%
DR. JORGE P. ROYECA HOSPITAL
100% of patients at tended
Ensure that all constituents of the HOSPITAL OPERATIONS AND 100% of patients attended 100% of pat ients attended
city w ho seek medical assistance MEDICAL SERVICES
are catered especially the DEVELOPMENT 100% of pat ients 100% of patients 100% of patients 100% of patients 100% of patients 100% of patients
marginalized sect or attended at tended attended att ended attended attended
HOSPITAL FACILITY
DEVELOPMENT 14 STRUCTURES
COMPLETED
14,400 indigent pat ients enrolled to PHIC
INDIGENT MEDICAL
7200 indigent patients enrolled to PHIC 7200 indigent patients enrolled to PHIC
ASSISTANCE
2400 2400 2400 2400 2400 2400
CITY POPULATION M ANAGEM ENT OFFICE
BPMIC established in 26 barangays

MIGRATION/ POPULATION
BMIC established in 14 barangays BMIC established in 12 barangays
INFORMATION & RESEARCH
Population is well informed of the 5 5 4 4 4 4
pros and cons of early marriage, 1 DATABASE MANAGED
teen age pregnancy, family DATABASE MANAGEMENT
management and all other prorams 1 DATABASE MANAGED 1 DATABASE MANAGED
ON GAD
relat ed to population management 1 1 1 1 1 1
RESPONSIBLE PARENTHOOD 26 barangays profiled/ oriented on responsible parenthood

PROGRAM/ ADOLESCENT
26 barangays 26 barangays
HEALTH & YOUTH DEVT.
PROGRAM 26 barangays 26 barangays 26 barangays 26 barangays 26 barangays 26 barangays
LOCAL CIVIL REGISTRAR

ADMINISTRATION OF LOCAL 211,290 Civil Registry Documents registered
CIVIL REGISTRY SYSTEM
105, 654 CRD documents registered 105, 654 CRD document s registered
Birth, death and marriage are
properly documented 35,215 CRD 35,215 CRD 35,215 CRD 35,215 CRD 35,215 CRD 35,215 CRD
documents document s documents documents documents documents
registered registered registered registered registered registered

Table 5.7.3 Outcome and Success Indicators for Housing and Basic U tilities by Planning Period, Gen. Santos City, 2017 – 2022
TEN POINT AGENDA COM PREHENSIVE DEVELOPM EN T PLAN 2017-2022

OUTCOM E PPAs ELA 2017-2019 ELA 2020 – 2022
INDICATORS 2017 2018 2019 2020 2021 2022
39.16% of HH in Relocat ion and 4,200 ISF or 39.16% of t he t ot al pot ent ial beneficiaries w ill be relocat ed
blight ed reset t lem ent of
areas/ danger informal set t ler 2100 ISF 2100 ISF
zones ar e families (ISF)
relocat ed 700 ISF 700 ISF 700 ISF 700 ISF 700 ISF 700 ISF
Land acquisit ion 1.5 hect ares of land procured

and social
preparat ion f or 1.5 has
fisherfolks
set t lement s
Table 5.7.4 Outcome Indicators and Success Indicators for Peace and Order and Disaster Risk Reduction & M anagement by
Planning Period, Gen. Santos City, 2017 - 2022
COM PREHENSIVE DEVELOPMENT PLAN 2017-2022

TEN POINT AGENDA
PROGRAM / PROJECT/ ACTIVITIES ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
100% of "Generals" are safe
and protected PEACE AND ORDER PROGRAM To reduce crime rate by 30% from 0.5611/ 100,000 population to 0.3928 /100,000 population
nd
(PNP Operations, 1002 Infantry 15% reduction in crime volume 30% reduction in crime volume
th
Brigade, PA, JTF Gensan - 6 ID, PA,
Local Task Force, Peace & Order
Council, Barangay Kotra Droga,
Barangay Laban sa Krimen,Peace bldg. 5% reduction of 5% reduction of 5% reduction of 5% reduction of 5% reduction of 5% reduction of
crime volume crime volume crime volume crime volume crime volume crime volume
& Dev't. Responsive Program, Provision
of Ligthing Facility)

TEN POINT AGENDA
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
100% of "Generals" are f ree DISASTER PREVENTION & M ITIGATION To avoi d hazards and mi ti gate their potenti al i mpacts by reducing vul ner abi l i ti es and exposur e and
f rom treat s of public safet y enhanci ng capaci ti es of communi ties
and protected during disast ers
100% oper ati onal DRRM Center 100% operati onal DRRM Center
1) OPERATION & MAINTENANCE OF 100% 100% 100% 100% 100% 100%
RESCUE 727 HOTLINE operational oper ati onal oper ati onal oper ati onal oper ati onal operati onal
DRRM C DRRM C DRRM C DRRM C DRRM C DRRM C
100% vi cti ms provi ded wi th medi cal ser vi ces 100% vi cti ms pr ovi ded wi th medi cal ser vi ces
2) SAFETY SERVICES FOR THE GENERAL 100% vi cti ms 100% vi cti ms 100% vi cti ms 100% victi ms 100% vi cti ms 100% vi cti ms
PUBLIC provi ded w/ pr ovided w/ pr ovi ded w/ pr ovi ded w/ pr ovi ded w/ provi ded w/
medi cal medi cal medi cal medi cal medi cal medi cal
assi stance assi stance assi stance assi stance assi stance assi stance
Enhance moni tori ng system Enhance moni tor i ng system
3) INSTALLATION OF EARLY WARNING

100% i nstal l ed 100% i nstal l ed 100% i nstal l ed 100% i nstal l ed 100% i nstal l ed 100% i nstal l ed
SYSTEMS & CCTVs LINKED TO DRR and l i nked to and l i nked to and l i nked to and li nked to and l i nked to and l i nked to
DRR DRR DRR DRR DRR DRR
1.5 fl oodways project constructed and i mpl emented 3 fl oodways proj ect constructed and i mpl emented
4) INFRASTRUCTURE THAT WILL
1 fl oodway 1 fl oodway 1 fl oodway 1 fl oodway 1 fl oodway 1 fl oodway
MITIGATE/ PREVENT DISASTERS
proj ect pr oj ect pr oj ect pr oj ect pr oj ect project
constr ucted i mpl emented constr ucted i mpl emented constr ucted i mpl emented
Hazar d suscepti bi l i ty of affected area r educed Hazar d suscepti bi l i ty of affected area r educed
Dr edgi ng, Dredgi ng, Dr edgi ng, Dredgi ng, Dr edgi ng, Dr edgi ng,
5) CONDUCT OF FLOOD CONTROL desi l ti ng or re- desi l ting or r e- desi l ti ng or r e- desi l ti ng or r e- desi l ti ng or r e- desi l ti ng or re-
MITIGATION ACTIVITIES channel i ng on channel i ng on channel i ng on channel i ng on channel i ng on channel i ng on
hazar d hazar d hazard hazar d hazard hazar d
suscepti bl e suscepti bl e suscepti bl e suscepti ble suscepti bl e suscepti bl e
areas conducted ar eas conducted areas conducted ar eas conducted ar eas conducted areas conducted
Updated hazar d data and maps Updated hazar d data and maps
6) CONDUCT OF CONTINUOUS HAZARD

Hazar d & r i sk Hazard & ri sk Hazar d & r i sk Hazar d & r isk Hazard & r i sk Hazar d & r i sk
& RISK ASSESSMENT assessment assessment assessment assessment assessment assessment
conducted conducted conducted conducted conducted conducted
7) STOCKPILING OF BASIC FOOD & NON- Vi cti ms pr ovi ded Vi cti ms provi ded Vi cti ms pr ovi ded Vi cti ms pr ovi ded Vi ctims provi ded Vi cti ms pr ovi ded
wi th food and with food and wi th food and wi th food and wi th food and wi th food and
FOOD GOODS FOR VICTIMS OF
non-food non-food non-food non-food non-food non-food
DISASTER & EMERGENCIES suppli es suppl i es suppl i es suppl i es suppl i es suppl i es
100% of popul ati on i n 26 bar angays i ncl uded i n 100% of ci ty devel opment PPAs benefi ci ar ies are
database gener ated fr om census data
100% of 100% of 100% of 100% of

8) COMMUNITY BASED MONITORING
100% 100% of popul ati on data popul ati on data popul ati on data popul ati on data
SYSTEM FOR CITYCEN 2018 households i n 26 popul ati on i n 26 processed, pr ocessed, processed, pr ocessed,
bar angays bar angays uti l i zed and uti l i zed and util i zed and uti l i zed and
geotagged enumer ated pr ovi ded to provi ded to pr ovi ded to pr ovi ded to
departments depar tments departments depar tments
100% community leaders able DISASTER PREPAREDNESS

t o lead t heir communit y t o To establ i sh and strengthen the capaci ti es of communi ti es to anti ci pate, cope and recover fr om the negati ve
i mpacts of emergency occurr ences and di saster s
safet y during disast er
100% tr ai nees tr ai ned and updated on RCRP 100% tr ai nees tr ai ned and updated on RCRP
1) RAPID COMMUNITY RESPONSE

100% tr ai nees 100% tr ai nees 100% tr ai nees 100% trai nees 100% tr ai nees 100% trai nees
PROJECTS (RCRP)
updated on RCRP updated on RCRP updated on RCRP updated on RCRP updated on RCRP updated on RCRP
100% tar get tr ai nees trai ned for di saster 100% target tr ai nees trai ned for di saster
pr epar edness and awar eness pr eparedness and awar eness
2) CONDUCT OF DISASTER
100% tar get 100% tar get 100% target 100% tar get 100% target 100% tar get
PREPAREDNESS & AWARENESS
tr ai nees tr ai ned trainees tr ai ned tr ai nees trai ned tr ai nees tr ai ned tr ai nees trai ned tr ai nees tr ai ned
TRAINING & SEMINARS for di saster for di saster for di saster for di saster for disaster for di saster
pr epar edness pr epar edness prepar edness pr eparedness pr epar edness pr epar edness
and awar eness and awareness and awar eness and awareness and awar eness and awar eness

TEN POINT AGENDA
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
100% evacuees t ransport ed t o To pr ovi de l i fe pr eser vati on and meet the basi c needs of affected popul ati on based on acceptabl e sta ndards
DISASTER RESPONSE
saf ety by a gender sensit ive dur i ng of i mmedi atel y after a di saster
evacuat ion bus
Avai l abi l i ty of functi onal evacuati on bus 24/ 7 Avai l abi l i ty of functi onal evacuati on bus 24/ 7
Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of
1) PURCHASE OF EVACUATION BUS
functi onal functi onal functi onal functi onal functi onal functi onal
evacuati on bus evacuati on bus evacuati on bus evacuati on bus evacuati on bus evacuati on bus
24/ 7 24/ 7 24/ 7 24/ 7 24/ 7 24/ 7
Avai l abi l i ty of matr esses for evacuati on center s Avai l abi l i ty of mattr esses for evacuati on center s
2) PURCHASE OF MATRESSES
Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of Avai l abi l i ty of
mattr esses for mattr esses for mattr esses for mattresses for mattresses for mattr esses for
evacuati on evacuati on evacuati on evacuati on evacuati on evacuati on
center center center center center center
100% of population exposed DISASTER REHABILITATION & RECOVERY

t o hazard provided and
To r estor e and i mpr ove faci l i ti es, l i vel i hood and l i vi ng condi ti ons and organi zati onal capaci ti es of affected
rehabilit at ed 1) RELOCATION OF POPULATION communi ti es, and r educe di saster ri sks i n accor dance wi th “ bui l d back better’ pr i nci pl e
EXPOSED TO NATURAL HAZARDS
Standby fund for rel i ef and recover y pr oj ects and Standby fund for r el i ef and r ecover y proj ects and
acti vi ti es acti vi ti es
QUICK RESPONSE FUND (QRF) FOR
RELIEF & RECOVERY PROJECTS & 100% 100% 100% 100% 100% 100%
ACTIVITIES avai l abi l i ty of avai l abi l i ty of avai l abi l i ty of avai l abi l i ty of avai l abi l i ty of avai l abi l i ty of
fund dur i ng fund dur i ng fund dur i ng fund duri ng fund duri ng fund dur i ng
di saster di saster di saster di saster di saster di saster
100% Environmental Code CLIM ATE CHANGE ADAPTATION

To r educe soi l er osi on thr ough new technol ogi es on sustai nabl e/ or gani c far mi ng pr acti ces
f ormulat ed and t rained
f armers on SALT2 and 15
100% tr ai ned far mers on SALT2 and 7.5 has. 100% tr ai ned far mer s on SALT2 and 7.5 has.
hectares established w ith
establ i shed on techno-demo far m establ i shed on techno-demos far m
t echno-demos
1) ADOPTATION OF SOIL
100% far mer s 100% far mers 100% far mers 100% farmer s 100% farmer s 100% far mer s
CONSERVATION MEASURES
tr ai ned and 2.5 tr ai ned and 2.5 tr ai ned and 2.5 tr ai ned and 2.5 trai ned and 2.5 tr ai ned and 2.5
has. wi th techno- has. wi th techno- has. wi th techno- has. wi th techno- has. wi th techno- has. wi th techno-
demos. demos. demos. demos. demos. demos.
Dr awi ng up of the Envi r onmental Code thr ough

tr ai ni ng and wor kshops
2) PREPARATION OF ENVIRONMENTAL
CODE
1 Envi ronmental
code for mul ated
100% population serve, saf e PUBLIC SAFETY M EASURES To construct pr otecti ve servi ces faci l i ti es to ensur e publ i c safety
and prot ected
1) CONSTRUCTION OF PROGRESSIVE 1 fi r e sub-stati on constructed
TYPE FIRE SUB-STATION

1 fi r e sub-stati on
constr ucted
1 box cul ver t constructed

2) CONSTRUCTION OF BOX CULVERT AT
THE SIDE OF POLICE STATION No. 5 at 1 box cul vert
constructed for
TAMBLER JUNCTION FATIMA
pol i ce stati on 5
1 Pol i ce stati on constr ucted
3) CONSTRUCTION OF POLICE STATION 1 1 Pol i ce stati on

constr ucted
4 addi ti onal detenti on cel l bui ldi ng constr ucted

4) CONSTRUCTION OF ADDITIONAL
4 addi ti onal cel l
DETENTION CELL BUILDING
bui l di ng
constr ucted
Ri ver bank pr otecti on constr ucted
5) CONSTRUCTION OF RIVERBANK
1 r i ver bank
PROTECTION NEAR BJMP AREA pr otecti on
constr ucted

Table 5.7.5. Outcome Indicators and Success Indicators for Sports and Recreation by Planning Period, Gen. Santos City, 2017 -
2022
TEN POINT AGENDA COMPREHENSIVE DEVELOPMENT PLAN 2017-2022

OUTCOME PPAs ELA 2017-2019 ELA 2020 - 2022
INDICATORS
2017 2018 2019 2020 2021 2022
Access to sport s Facili tat ion of To facil itate 7 city sponsored sports act ivi ties annual ly
and recreational city sponsored 7 sports act ivi ties f aci litated 7 sports act ivit ies facil itated
f acilit ies improved sports 7 sport s 7 sports 7 sports 7 sport s 7 sport s 7 sports
tournaments activities acti vit ies act ivi ties act ivi ties activities activiti es
To establi sh and i nst itutionalize Sports Academy to support local at hletes in terms of t heir
Instit uti on of education and t rai ning needs
Sports
200 l ocal athlet es trained 200 l ocal athl et es trained
Academy
200 l ocal 200 local 200 local 200 l ocal 200 l ocal 200 local
at hl etes athlet es athletes at hletes athl etes athlet es
To provide access to a w ell-managed and maintai ned public sports and recreat ional facili ties f or
Rehabili tat ion athletes and t he constit uents
of AC Acharon AC Acharon Sport s Compl ex rehabili tat ed
Sports Complex
AC Acharon
and ot her AC Acharon
Sports
sports facili ties Sports Complex
Complex
rehabilit ated
rehabi litated
100% sports center mai nt ained 100% sports center mai ntained
Mai ntenance of 100% sports 100% sport s 100% sports 100% sports 100% sports 100% sport s
Sport s Center center center cent er center center center
maint ained maintai ned maintained mai ntained maint ained maintai ned
1 Boxing Gym constructed

Construction
of Boxing Gym 1 Boxing Gym
constructed
Expansion/ Imp 1 Covered Court improved

rovement of
Bangsamoro
1 Covered
Covered Court
Court improved
at Brgy.
Calumpang
Construction 1 Basketball Court constructed

of Bahay Pag-
asa Basketball 1 Basketball
Court with ring Court
at Brgy. constructed
Sinawal
100% of parks maintained 100% of parks maintained

Maintenance
100% of parks 100% of parks 100% of parks 100% of parks 100% of parks 100% of parks
of parks
maintained maintained maintained maintained maintained maintained

Table 5.7.6. Outcome Indicators and Success Indicators for Social W elfare and Development by Planning Period, Gen. Santos
City, 2017 - 2022

TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
CHILD WELFARE PROGRAM : 44,320 day care children provided with adequate standard learning centers and services
Day Care Service/
21, 840 children 22,480 children
Improved implementation of Supplemental Feeding
Project
Day Care Service/ Early 7,200 7,280 7,360 7,440 7,520 7,520
Childhood Care for 3-4 year
CONSTRUCTION OF CHILD- 1 project
old disadvantaged children. MINDING ROOM implemented
CONSTRUCTION OF DAY CARE 1 project

CENTERS implemented
CICL/ CAR/ CNSP provided with community-based intervention/ diversion program
Community Based 1,764 CICL/ CAR (boys & girls) 5,420 CNSP 1,279 CICL/ CAR (boys & girls) 3,785 CNSP
intervention/ Diversion
Program for CAR/ CICL/ CNSP 651 CICL/ CAR (boys 586 CICL/ CAR (boys 527 CICL/ CAR (boys 474 CICL/ CAR (boys 424 CICL/ CAR (boys 381 CICL/ CAR (boys
& girls) 2,000 CNSP & girls) 1,800 CNSP & girls) 1,620 CNSP & girls) 1,460 CNSP & girls) 1,224 CNSP & girls) 1,101 CNSP
Children in conflict with the

CONSTRUCTION OF GENSAN 1 project
law (CICL), children at risk HOME FOR BOYS implemented
(CAR) and children in need of
special protection (CNSP) are COMPLETION OF SUBSTITUTE 1 project
HOME FOR GIRLS implemented
properly housed and
prevented from loitering the CONSTRUCTION OF BAHAY 1 project
streets especially at night PAG-ASA FOR GIRLS implemented
CONSTRUCTION OF BAHAY 1 project

PAG-ASA BASKETBALL COURT implemented
WITH RING
CONSTRUCTION OF BAHAY 1 project

PAG-ASA MULTI-PURPOSE implemented
BUILDING
W OM EN WELFARE
6,612 women provided with training skills for livelihood
PROGRAM :
26 associations mobilized; members profiled and issued 26 associations mobilized; members profiled and issued
wit h ID wit h ID
* Mobilization Project for
26 associ ati ons 26 associ at i ons 26 associ ati ons 26 associ ati ons 26 associ at i ons 26 associ ati ons
Disadvantaged Women
Increase participation of mobi l i zed; m em bers m obi l i zed; mem bers mobi l i zed; m embers m obi l i zed; m em bers m obi l i zed; mem bers mobi l i zed; m embers
profi l ed and i ssued prof i l ed and i ssued profi l ed and i ssued profi l ed and i ssued profi l ed and i ssued profi l ed and i ssued
women in community w i th ID with ID w i th ID w i th ID w i th I D w i th ID
development and
partnership in protection 508 volunteer women responders trained and functional
issues & concerns
220 volunteer women responders trained and functional 288 volunteer women responders trained and functional
* Violence Against Women
(VAW) Volunteer
Mobilization Project 97 volunteer w omen 97 volunteer women 97 vol unteer women 97 volunteer women 94 volunteer women
26 volunteer women
responders trained responders trained responders trained responders trai ned responders trained
responders trained
and functional; 24% and functional; 43% and functi onal; 62% and functional; 81% and functional; 100%
and functi onal
of Prks of Prks of Prks of Prks of Prks

TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
PW D W ELFARE PROGRAM : 1990 PWDs availed sustainable livelihood projects

Improved Access to Services
for PWDs per RA 9442 and BP * Sustainable Livelihood 790 PW Ds 1200 PW Ds
Project
344.
390 PWDs 400 PWDs 400 PWDs 400 PWDs 400 PWDs
100% of older persons provided with benefits mandated by law

SENIOR CITIZENS W ELFARE
PROGRAM : 450 older persons availed center-based special services 900 older persons availed cent er-based special services
Center-based special social

100 older persons 150 older persons 200 older persons 250 older persons 300 older persons 350 older persons
services for older persons
availed center-based availed center-based availed center-based availed center-based availed center-based availed center-based
Improved Access to Social
special services special services special services special services special services special services
Protection Services for Older
Persons per RA 9994.
CONSTRUCTION/ RENOVATION OF
1 project
SENIOR CITIZEN CENTERS OR BRGY.
FSCAP OFFICE IN EVERY BARANGAY implemented
IM PROVEMENT OF M ODEL SENIOR

1 project
CI TIZEN CENTER TO I NCLUDE
PERIMETER FENCE implemented
FAM ILY AND COM M UNITY

Community Based Intervention Program fully established
W ELFARE PROGRAM :
Development of Communi ty-

2 Communities established and members profiled (Brgy. 2 Community members trained and program fully
Based i nterventi on program for
Decrease mendicancy mendicants
Bawing & Prk. Kulasi) established (Brgy. Bawing & Prk. Kulasi)
incident in GSC
CONSTRUCTION OF EVACUATION
AND MULTI -PURPOSE FACILITY FOR
INTERNALLY DISPLACED FAMILIES
AT CSWDO COMPOUND 1 proj ect implemented

Chapter 6
ENVIRONM ENTAL M ANAGEM ENT PLAN (LIVABILITY)
The environmental management plan of General Santos City aims to promote environmental
security and rehabilitation. This includes protection and enhancement of existing natural
resources and guaranteeing that development remains environmentally sensitive, disaster
resilient and climate change adaptive.
Environmental protection and rehabilitation should be a prime concern of government, the

community and the individual. This partnership needs to be strengthened considering the
global challenge for climate change adaptation and disaster risk reduction and mitigation
that affects everyone. How ever, significant paradigm shift of individuals, business
establishments and industries from being the polluter to the protector of the environment
must happen first.
FIVE LIVABILITY PRINCIPLES FOR ENVIRONM ENTAL M ANAGEM ENT
Implementation of the environmental management plan w ill be guided by the follow ing:
1. Everyone has a right to a balanced ecology;
2. Air, w ater and noise quality are prime considerations in planning and development
control;
3. The rivers, remaining biodiversity and timberland, mangroves and the Sarangani Bay
must be protected and continuously rehabilitated;
4. People and community participation in environmental management must be

maximized; and
5. Open and green spaces must be developed in urban areas.
TEN POINT AGENDA GOAL FOR ENVIRONM ENTAL M ANAGEM ENT
Agenda 9. Preserve environment al int egrit y t hrough climat e change adapt at ion and
disast er risk resilience.
SECTORAL GOALS FOR ENVIRONM ENTAL M ANAGEM ENT
1. To safeguard the right of the people to clean air, clean w ater and garbage free
environment;
2. To enhance environmental quality through integrated management of critical
3. To promote collaborative partnership of government and the community in caring
for the environment and maintaining its ecological reliability and economic
sustainability;
4. To preserve, protect and rehabilitate the environment and other natural
resources for climate change adaptation and disaster risk resilience; and
5. To encourage the use of “ green” technology in production and processing as w ell
as in urban development.

M AJOR STRATEGY
LIVABILITY strategy w ill be utilized in implementing the environmental management plan to

promot e environment al securit y and rehabilit at ion. This w ill be applied in the four (4)
performance areas as follows: forest ecosystem, w atershed ecosystem, coastal ecosystem
and urban ecosystem. Although these four (4) ecosystems are closely interlinked, they are
presented separately to provide focus t o programs/ projects and activities for implementers.
6.1 Forest Ecosystem

This performance area is focused on tree planting and grow ing in timberlands and riverbanks
both for protection and production uses. It is also concerned w ith establishing barangay
nurseries to grow the seedlings to be planted.
6.1.1 Goals for Forest Ecosystem:
1. To protect , restore, promote sustainable use of terrestrial resources and

conservation of local forest system to be able to reverse land degradation and halt
biodiversity loss; and
2. To increase the level of aw areness of the communities relative to environmental

concerns to encourage them to protect the environment for climate change
adaptation.
3. To promote conservation, protection and rehabilitation of critical habitats
6.1.2 Specific Objectives for Forest Ecosystem:
1. To increase developed Integrated Social Forestry (ISF) areas by 26% or 1,201

hectares from 4,594.63 to 5,795.72.63 hectares;
2. To increase tree grow th in 4 major riverbanks by 30% from 14,000 trees to 72,000
trees;
3. To establish 7 Upland Barangay Nurseries and explore partnership w ith DENR in

forest protection and rehabilitation;
4. To maintain 584 hectares of forest cover and regulate cutting of trees in

partnership w ith DENR and t he community; and
5. To intensify information education campaign to achieve behavioral change and

increase level of aw areness on environmental law s and climate change adaptation
and mitigation.
6.1.3 M ajor Targets for Forest Ecosystem:
1. Develop 200.18 hectares ISF area every year;
2. Increase tree grow th in 4 major riverbanks at 12,000 t rees annually;
3. Regulate tree cutting in 584 hectares of forest cover;
4. Conduct regular information education campaign and other activities that highlight
the need to care for the environment.
6.1.4 M ajor Programs/ Projects/ Activities for Forest Ecosystem:
1. Integrated Social Forestry Program and Centralized Nursery
2. Riverbank Rehabilitation Program
3. Enforcement of Forest and other Environmental Law s

6.1.5 Strategies for Forest Ecosystem:
1. Strengthen collaborative effort of the different agencies and stakeholders for

monitoring, and evaluation of forest and riverbanks through creation of M ulti-
Partite M onitoring Team (M M T);
2. Strengthen collaborative efforts w ith other LGUs, NGOs to at tain sustainable

management of forest resources and sharing of responsibility for protection,
restoration and conservation;
3. Undertake tree growing activity through “adopt-a-river/ estuaries” projects in

partnership w ith DENR;
4. Reclaim easement areas and establish potential linear park development projects
and relocation of informal settlers along riverbanks;
5. Promote community based action for the conservation, rehabilitation, restoration

and management of forest ecosystem through For a and public consultations;
6. Provide adequate funds for protection, restoration and rehabilitation program for
ecosystem;
7. Develop areas for open spaces, recreation or parks, structures w ithin the riverbank
areas to implement environmental policies on structures and dw ellings within the
“ no build zones” in required riverbank easements;
8. Formulate forest management comprehensive tree planting program and

communication plan;
9. Intensify information and education campaign to achieve behavioral change and

increase level of aw areness on environmental management and protection;
10. Formulate and implement a campaign (sustainable livelihood and entrepreneurship

programs, community stakeholders empow erment) and a strong advocacy program
based on the National Government Program “ Save Philippine Rivers and River
Basins” ;and
11. M aintain forest cover and regulation of cutting of trees in partnership w ith DENR
12. Deputation of Enforcers from the Barangay and City level.
13. Procurement of tools and equipment, reference books
14. Increase capacity of rivers through removal of sediments or temporary damming of

hardened silts/ sediments deposition through physical/ mechanical means to
prevent stream bank erosion;
6.2 W atershed Ecosystem

Rapid urbanization of the city significantly changes the qualities of both surface and ground
w ater. This is mainly due to the human impact from point and non-point sources of
pollutants. This performance area is focused at managing human impact such as
development, industries, tree cut ting, use of fertilizers and pesticides, improper solid w aste
disposal, etc.
6.2.1 Goals for W atershed Ecosystem:
1. Establish 19 tree parks by 2022

2. To promote collaborative partnership in the integrated management of land and
w ater resources for a healthy w atershed to ensure ecological reliability and
economic sustainability;
3. To enhance aesthetics and greening environment and to raise aw areness on

environmental issues and concerns;
4. To ensure effective management, protection and maintenance of small w atershed

areas w hich are sources of local w ater supply; and
5. To enhance technical capacity of the implementing department and foster

relationship betw een the local government units and national agencies.
6. To ensure effective, participatory and integrated w ater resources management
approach for the protection, development and maintenance of the w atershed.
6.2.2 Specific Objectives for W atershed Ecosystem:
1. To enhance tree Parks annually thru re-planting, landscaping, pruning and regular
monitoring;
2. To reduce agricultural and aquaculture coliform and Biochemical Oxygen Demand

(BOD) load by 10% to improve w ater quality;and
3. To prepare and sustain advocacy programs to increase aw areness and support

from stakeholders in protecting the w atershed.
4. To intensify information education campaign to achieve behavioral change, and in

support t o policy or decision-making process
6.2.3 M ajor Targets for W atershed Ecosystem:
1. Enhance and maintain (3) three parks per year
2. Increase vegetation cover of w atershed, riparian zones, gulleys and other

tributaries of river systems using bamboo and endemic forest species;
3. M obilize private and public partners/ organizations, stakeholders for the protection
and conservation of w atershed areas for conservation and protection of
w atershed areas for effective environmental governance;
4. Active participation of CENRO-LGU and WM O in the Water Quality M anagement

Areas (WQM As) Standing Committees and M ulti-Sectoral Group;
6.2.4 M ajor Programs/ Projects/ Activities for W atershed Ecosystem:
1. Sustained and Enhancement Barangay Tree Parks;
2. Reduce impact of flooding thru tree planting and conservation program;
3. Formulation and implementation of Policy Advocacy Program;
4. Periodic monitoring and sampling of w ater quality
6.2.5 Strategies for W atershed Ecosystem:
1. To establish and manage Rural and upland Barangay Nurseries and explore
partnership w ith DENR
2. Regular M onitoring and Evaluation of w atershed areas
ecosystem.

4. Forge an agreement w ith different Local Government Units in conservation and
protection of common w atershed areas;
5. Intensify Information, Education Campaign (IEC) to promote community based

action for the conservation, rehabilitation, restoration and management of w ater
sources;
6. Conduct comprehensive study on hydrological mapping of w ater resources w ithin

its political jurisdiction;
7. Undertake rehabilitation of critical w atershed areas and implement measures for

safe and adequate w ater supply;
8. Create Greening M aster Plan Committee to oversee the development and

implementation of the Greening Development Plan;
9. To formulate one Aesthetic and Greening M aster Plan to include a comprehensive

tree planting program;
10. Strengthen Stakeholders’ Alliance for Disaster Risk Reduction and Climate Change
Adaptation;
11. Enforcement and values formation training, to improve attitude tow ards
environmental protection, sanitation and management.
6.3 Coastal Ecosystem
6.3.1 Goal for Coastal Ecosystem:
1. To sustain environmental quality through integrated management of critical

2. To promote conservation, protection, preservation and revival of the quality of the

fresh, brackish and marine w aters through a Comprehensive Coastal M anagement
Program, and
3. To be able to achieve behavioral change for a cleaner living environment.
6.3.2 Specific Objectives for Coastal Ecosystem:
1. To plant and grow 20,000 mangrove seedlings in 2 has. of mangrove annually;
2. To increase mangrove tree stand by 19.3% from 50,304 for the 1st three years t o
60,000 tree stands in the next three-years for a total tree stand in 6 years of
114,000 covering a total area of 11.4 has;
3. To establish periodic monitoring and w ater sampling through stakeholders

partnership, by keeping the w ater body and its tributaries within the w ater quality
standards conforming to the w ater body’s classification or even improve the quality
to higher classification that is from C to B or SC t o SB;
4. To formulate and periodically update a sustainable marine sanctuary and

integrated coastal management plan.
6.3.3 M ajor Targets for Coast al Ecosystem:
1. By 2017 to 2019 there w ill be an increase mangrove tree stand by 19.3% from
50,304

2. By 2020 to 2022 an increase of 60,000 trees. The t otal tree stand in 6 years is
114,000 covering a total area of 11.4 has.
6.3.4 M ajor Programs/ Projects/ Activities for Coastal Ecosystem:
1. Coastal Resource Profile upgrading and management, community development,

enterprise and economic development and coastal law enforcement and mangrove
tree grow ing
2. Construction of Observation post
3. Establishment of Wildlife Rescue and Rehabilitation Center (WRRC) – the center is

needed to be able the rescued mammals to be rehabilitated before releasing them
into the sea –
4. Enforcement and values formation training.
5. Livelihood Skills Training - Training on techno-demo on seaw eed farming. This is t o

alleviate income of fishers folks especially w omen sector
6.3.5 Strategies Coastal Ecosystem:
1. Formulate tree planting and management plan;
2. Strengthen collaborative effort of the different agencies and stakeholders to

conduct periodic monitoring and w ater quality sampling and enforcement;
3. Creation a Bayw ide Team to serve as M ulti-Partite M onitoring Team (M M T);
4. Conduct Public consultation for the Sarangani Bay Protected area M anagement
Zonation;
5. Install permanent markers or monuments, bouys and signages to

delineate/ demarcation of mangrove habitat prot ection area and protected
seascape;
6. Establish and manage Wildlife Rescue and Rehabilitation Center (WRRC) and
construct observation posts;
coastal ecosystem;
8. Implement relocation policy on structures and informal settlers w ithin the required
coastal easements;
9. Set aside areas for open spaces, recreation or parks, breakw ater, or seaw all
structures w ithin the coastal areas;
10. Promote community-based action for the conservation, rehabilitation, restoration

and management of coastal ecosystem.
11. Intensify information education campaign on environmental law s and local

ordinances
12. To rehabilitate mangrove, local reef and enhance nursery propagation;
13. To formulate marine sanctuary management plan and implement;
6.4 Urban Ecosystem

The urban ecosystem must achieve and maintain clean air, clean w ater and ecological w aste
management to support the sustainable social and economic development of the city. It can
consider strict imposition of environmental user’s fee to sustain environmental programs

and projects and t o encourage the community to care for the environment. As such, the
urban ecosystem is further divided into three (3) sub-performance areas of air, w ater and
solid.
6.4.1 AIR
6.4.1.1 Goals for Air:
1. To maintain ambient air quality within the national guidelines for “ criteria” air
pollutants for public w elfare protection, including protection against decreased
visibility and damage to animals, crops, vegetation, and buildings to minimize
possible associated impacts on the economy and the environment;
2. Intensify implementation of national and local law s on, Clean Air Act.
6.4.1.2 Specific Objectives for Air:
1. To regulate air emissions pollution from industries and commercial establishments

w ithin the city to conform to national standards;
2. To undertake testing of diesel and gasoline fed vehicles to reduce carbon emission
from vehicles;
3. Undertake intensified monitoring and implementation of regulatory measures on

air pollution.
6.4.1.3 Targets for Air:
1. In CY 2018, Procurement of testing equipment for gasoline fed vehicles;
2. In CY 2018, conduct of smoke testing of gasoline fed vehicles and diesel fed
vehicles;
3. An annual target of smoke tested vehicles - 8,000 units, both gasoline and diesel
fed;
6.4.1.4 M ajor Programs/ Projects/ Activities for Air:
1. Air and Water Pollution Control Program
2. Ambient Air Quality M onitoring Instrument
6.4.1.5 Strategies for Air:
1. Increase the number of equipment/ instruments used in smoke belching that

conforms to the standards of the Department of Environment and Natural
Resources (DENR) – Environmental M anagement Bureau (EM B);
2. Procure and install additional air sampling equipment at the different areas of the
city;
3. Identify additional stations/ test sites for the smoke testing of vehicles;
4. Formulate a M emorandum of Agreement w ith Land Transportation Office (LTO)

relative to the result of smoke testing of vehicles conducted by the city and the
renew al of registration of vehicle of w hich a smoke emission test is required by
LTO;
5. Establish close coordination w ith other national agencies regulating air emissions;
6. Strictly implement Local Ordinance on air quality and monitoring

7. Prepare a comprehensive air quality management policy, program, and plans aimed
to achieve and maintain healthy air for all the constituents;
8. Enhance air quality monitoring netw ork and develop innovative technology for air
quality maintenance;
9. Waste M anagement Office (WM O) to take the lead in all efforts concerning air
quality protection and rehabilitation and full administration of air quality
management;
10. Prepare a comprehensive air quality management policy, program, and plans aimed
to achieve and maintain healthy air for all the constituents;
11. Require agro-industries to adopt environment friendly technology and to plant

adequate vegetative buffer zone to mitigate foul odor emission;
12. To formulate local law s and ordinance that w ould serve as basis in resolving issues
anchored on Clean Air Act;
13. Intensify Education information campaign on Clean Air Act.
14. Enhance air quality monitoring netw ork and develop innovative technology for air
quality maintenance;
15. Waste M anagement Office (WM O) to take the lead in all efforts concerning air
quality protection and rehabilitation and full administration of air quality
management;
6.4.2 W ATER
6.4.2.1 Goal for W ater:
1. To maintain w ater quality w ithin the national guidelines for clean w ater
classification;
2. Intensify implementation of national and local law s on Clean Water Act.
6.4.2.2 Specific Objectives for W ater:
1. To regulate w aste w ater released to the Sarangani Bay, the rivers and storm drains
by 100% industries and large commercial establishments to conform to national
standards;
2. To maintain w ater quality at Class AA for public w ater supply, Class B and SB for
recreational w aters, Class C, Class SB and SC for fishery w aters and Class D for
agriculture, irrigation, livestock w atering and industrial w ater supply to protect
public health, safety and general w elfare;
3. To promote upland organic farming and decrease usage of inorganic inputs to

improve Silw ay River and Sarangani Bay w ater quality;
6.4.2.3 Target for W ater
To institutionalize stakeholders’ partnership in the protection of w ater bodies and its

tributaries in maintaining the water quality standards conforming to the w ater body’s
classification or even improve the quality to higher classification;
6.4.2.4 M ajor Programs/ Projects/ Activities for W ater
1. Septage Treatment Facility
2. Wastew ater Pollution Prevention Program

6.4.2.5 Strategies for W ater
1. Strict implementation of WQM A M anagement Plan (Sarangani Bay and Silway

River) and coastal management program;
2. Strict enforcement of Septage M anagement Ordinance as amended;
3. Compliance monitoring of stakeholders on effluent standards;
4. Organization and strengthening of local private desludgers;
5. Improvement of sanitation condition of all households to have septic tank and/ or

desludge every three years and make the 26 barangays of the city Zero Open
defecation (ZOD) community;
6. Construction of communal w astew ater treatment facility on areas not connected t o

GSC Water District;
7. Strictly monitor all canning, manufacturing establishments, piggery farms and other
industries relative to w astew ater effluent;
8. To conduct quarterly monitoring and w ater sampling through stakeholders’

partnership to ensure that w ater bodies and its tributaries are w ithin the w ater
quality standards conforming to the w ater body’s classification or even improve the
quality to higher classification;
9. Require all industries to put up their ow n pollution device and modern w astew ater
treatment facilities to avoid polluting the bay;
6.4.3 SOLID W ASTE
6.4.3.1 Goal for Solid W aste:
1. Undertake intensified monitoring and implementation of regulatory measures for

industries on hazardous w astes disposal;
2. To ensure that solid w aste is reduced, reused, recycled and appropriately disposed;
3. To formulate an effective collection schedule and scheme;
6.4.3.2 Specific Objectives for Solid W aste:
1. To enforce w aste segregation and reduction at source;
2. To establish materials recovery and processing;
3. To safely close and rehabilitate open dumpsite;
6.4.3.3 M ajor Targets for Solid W aste:
1. To prepare Detailed Engineering Design (DED) for dum psite closure at Brgy.
Tambler;
2. Strictly enforce Ecological Solid Waste M anagement Ordinance;
3. Improve disposal management;
4. Promotion of w aste reduction techniques;
6.4.3.4 M ajor Programs and Projects for Solid W aste:
1. Solid Waste M anagement Program
2. Expansion of garbage collection areas thru privatization

3. M aterials Recovery & Processing Program
4. Disposal M anagement Program (Sanitary Landfill)
5. Augment Collection Fleet
6. Aftercare M aintenance of Tambler Dumpsite
6.4.3.5 Strategies for Solid W aste:
1. Strict enforcement of national and local law s on Solid Waste M anagement such as
the Ecological Solid Waste M anagement Ordinance No. 12 series of 2008;
2. Full enforcement of the 4-types of w aste segregation at source and the “ No

Segregation No Collection” and “ No Segregation No Disposal” policies;
3. Establish a systematic and regularized collection rout e and schedule to maximize

the use and efficiency of the limited garbage collection resources of the city;
4. Eliminate indiscriminate disposal (burning and dumping) of w astes in the

backyards, streets, canals, vacant spaces, rivers, seas and in other public spaces;
5. Safely close and rehabilitate the open dumpsite at Barangay Tambler and ensure
that aftercare activities are maintained;
6. Procurement of collection fleet as indicated in the Ecological Solid Waste

M anagement Plan;
7. Intensify w aste management campaign for the w hole city on all Environmental
Law s and Ordinances;
8. Develop an advocacy program to increase aw areness of environmental issues
9. Formulate environmental fees to be incorporated in the tax ordinance of the city;
10. Promote public-private partnership in applicable projects such as garbage

collection, materials recovery and processing;
11. Promote livelihood development through the reuse, recycling of solid w astes;
12. Develop and maintain public parks and plazas as green spaces.
13. Install w aste diversion equipments at disposal facility;

Expected Outcomes and Outputs of the Environmental M anagement Plan will be the
results of the deliverables of the various LGU departments. These w ill be measured
every semester or annually as the Performance M easurement Team (PM T)
recommends to the Chief Executive based on department performance. The
deliverables in the long medium and short terms are show n in the follow ing tables:

Table 6.5.1.Outcomes and Success Indicators for Infrastructure Development by Planning
Period, Gen. Santos City, 2017 – 2022.

Chapter 7
ECONOM IC DEVELOPM ENT PLAN (COM PETITIVENESS)

The economic development plan of General Santos City aims to promot e economic
diversification of invest ment s for a t hriving economy, high employment rat e and high income
per capit a. This means providing the necessary business atmosphere for economic grow th
such as good infrastructure, skilled labor force and policy support for local and foreign
investments as w ell as the medium, small and micro enterprises (M SM Es). The economic
development plan also involves strengthening the agriculture and livestock industries w hich
are the traditional sources of income of about 8.5% of the “ Generals” . M any of the small
scale farmers are actually marginalized and need support in terms of irrigation w ater and
farm inputs. Agricultural, veterinary and marketing services to increase farmers’ income are
essential if agriculture will continue to provide a certain level of food sufficiency for the city
and make local products competitive in the global market.
FIVE LIVABILITY PRINCIPLES FOR ECONOM IC DEVELOPM ENT
1. Public health and w elfare must not be jeopardized in the pursuit of economic
development;
2. The air, land and w ater must be kept clean to make the economy sustainable;
3. Green technology in production w ill be encouraged to maximize the use of land
and other renew able resources;
4. Product quality should be t he mantra of all producers and w orkers; and
5. Education and skills development should match the labor force requirements of
business and industries.
SECTORAL GOALS FOR ECONOM IC DEVELOPM ENT:
1. To improve business environment for enhanced competitiveness and business

grow th;
2. To provide adequate business friendly infrastructure support for economic
development;
3. To improve productivity and marketability of agri-fishery products for the local and
global markets;
and
5. To firm up the city’s role as ICT hub.
TEN POINT AGENDA GOALS FOR ECONOM IC DEVELOPM ENT
Agenda 5. Develop economic zones, enhance agricult ural product ivit y, t ourism &
cult ure and st rengt hen micro, small and medium ent erprises;
Agenda 6. Improve business permit t ing processes for ease of doing business; and
Agenda 7. Build business, environment and people friendly infrast ruct ures and
t ransport at ion syst ems.

7.1 Agriculture and Veterinary Services
7.1.1 M ajor Goals for Agriculture and Veterinary Services:
1. To at tain sustainable Agriculture and Fishery Production and improve food

production by introducing high value crops and new farm technologies and
techniques; and
2. To safeguard life, health, property, and public w elfare consistent with

soundenvironmental management and control.
7.1.2 Specific Objectives for Agriculture and Veterinary Services:
1. To increase production volume of staple food by at least 5% by the end of 2022;
2. To increase To increase dog vaccination by at least 10% annually to reduce rabies

in dogs;
3. To promote improved animal health and management practices by treating,

vaccinating and providing vitamin supplementation to at least 486,000 livestock,
poultry and companion animals;
4. To ensure safety of households from possible infections coming from domestic

animals and from farm practices.
7.1.3 M ajor Targets for Agriculture and Veterinary Services:
1. 3% productivity of staple food by 2017 and 5% in 2018 and annually thereafter;
2. at least 12 M T per hectare mango production yield to by 2022;
3. Increase organic vegetable agriculture practitioners from 23 in 2016 to at least 20

per agri-barangay in 2019 and 30% increase in 2022;
4. Extended livelihood assistance to farmers and fisherfolks;
5. 8% of dog population are rabies vaccinated in 5 years
6. 100% of stray dogs apprehended & impounded;
7. At least 81,000 livestock, poultry and companion animals treated vaccinated and
provided vitamin supplementation annually;
8. 100% of meat establishments compliant to National M eat Inspection Standards

(NM IS);
9. Reduced risks from zoonotic diseases and diseases of economic importance; and
10. Infrastructure projects constructed/ rehabilitated/ completed in support to

agricultural services
7.1.4 M ajor Programs/ Projects/ Activities for Agriculture and Veterinary Services:
1. Agri-Fishery Extension and Production Support Services
2. Implementation of Projects Under DA & Other NGAs
3. Animal Disease And Control Program
4. Rabies Prevention And Control Program
5. Animal Production Services – Livestock & Poultry
6. M eat Inspection Services

7. Trade and Travel Exposition and Exhibits (Program On City Promotion, Campaigns &
Events M anagement)
8. Festivals, M ajor Events, Conference and Seminars
9. Training, Capability Building For Business, Enterprise And Tourism Stakeholders
10. Cooperative Organizational Enhancement
11. Process Improvement and Policy Formulation
7.1.5 Strategies for Agriculture and Veterinary Services:
1. Provide full package of technology and input support t o farmers and fisherfolks;
2. Improve agri-fishery extension services through timely implementation of

programs and projects and provision of technical assist ance;
3. Revitalize and strengthen farmers and fisherfolks organizations such as t he CAFC,

BAFCs, CFARM C, cooperatives and associations;
4. Craft Organic Agriculture Roadmap to set the strategic direction of Organic

Agriculture implementation in the city. This will encourage more organic
practitioners in the city;
5. Improve animal health services through timely provision of vaccines and

supplements to target beneficiaries;
6. Intensity aw areness campaigns on rabies and other pests and diseases affecting
crop and animal production;
7. Implement livelihood assistance to farmers and fisherfolks;
8. Operationalize the AAA Abattoir;
9. Intensity inspection to meat establishments to reduce cases of hot meat;
10. Complementation of technical personnel to service all the constituents of the city;
11. Continuous linkaging and forging of partnerships w ith both government and private
entities to serve as partners in the implementation of various agricultural programs
and projects in the city;
12. Identification of SAFDZ areas devoted to agri-fishery production; and
13. Farmers & fisherfolks strengthened through organization of cooperatives,

management trainings, social preparation and capacity development and
accredited by authorized gov't institution
7.2 Entrepreneurship, Business and Industry Promotion
7.2.1 Goals for Entrepreneurship, Business and Indust ry Promotion:
1. To increase investment generation, improve quality service and strengthen Public-

Private Partnership and other advantageous arrangements;
2. To improve business environment for enhanced competitiveness;
3. To enhance connectivity of the city to and from its influence areas in the country;
4. To improve productivity and marketability of agri-fishery products;
5. To safeguard life, health, property and public w elfare consistent w ith the principles

and
7. To develop local policies that w ould promote the grow th of the ICT industry in the
city.

7.2.2 Specific Objectives for Entrepreneurship, Business and Industry Promotion:
1. Increase compliance of establishments to permitting requirements of the City and

the National Building Code, its IRR and all other referral codes;
2. Promote Foreign Direct Investments (FDI) through establishment of Special

Economic Zones under the Philippine Economic Zone Authority and TIEZA;
3. Create and implement a City Tourism Development M aster Plan anchored on

regional integration;
4. Encourage investments on business and public infrastructure through Public Private

Partnership arrangement and other similar arrangements;
5. Strengthen institutional partnership w ith concerned National Government

Agencies, other local government units and the private sectors for the continued
development of support infrastructure such as but not limited to the GSC Airport,
M akar Wharf, drainage system, w ater & pow er supply and telecommunications.
6. Improve food production by introducing high value crops and new farm
technologies and techniques, and improvement of irrigation facilities;
7. Ensure and sustain availability of safe and quality livestock and poultry products
that are free of contaminants from farming practices for consumers;
8. Ensure safety of households from possible disease infections coming from

companion animals;
9. Provide assistance to micro, cottage and small enterprises;
10. Ensure availability of postharvest facilities including trading posts for farmers and
fisherfolks for product development and enhanced competitiveness;
11. Construct/ rehabilitate the road netw ork for better access to tourism destination
and agricultural areas;
12. Sustain and support existing and proposed policies, agreements and institutional
relationships for the advancement of the Fishing Industry of the city.
7.2.3 M ajor Targets for Entrepreneurship, Business and Industry Promotion:
1. 72 exhibits and expositions conducted and participated w ith at least Satisfactory

Rating;
2. 78 events conducted w ith an increase in t ourist arrival of at least 5% every year’
3. a total of 90 community enterprises enrolled for 6 months under CITEM on

product development & marketing
4. 90 associations transformed into cooperatives and CDA registered
5. 6 preliminary project studies on PPP developed
6. 16,324 building and ancillary permits issued
7.2.4. M ajor Programs/ Projects/ Activities for Entrepreneurship, Business and Industry
Promotion:

1. Installation of computerization programs/ system to offices that stirs economic
development. (e.g. City Treasurer’s Office, City Accounting’s Office, City Assessor’s
Office, City Budget Office and Business Permits and Licensing Division);
2. Continuous repair, rehabilitation and improvement of collection of the central

public market;
3. Clearing operations in areas affected by road-right-of-w ay and the implementation

of the zoning ordinance.
Services
1. Conducts 39 events and increase tourist arrival of at least 5% every year;
2. Enrolls 45 community enterprises for 6 months under CITEM on product

development & marketing;
3. Transforms 45 associations into cooperatives and facilitates CDA registration
4. Organizes and registers 24 new cooperatives w ith 525 beneficiaries to CDA;
o Develop 3 preliminary project studies on PPP.

o Ranks 24 participating barangays according to competitiveness.
o Conduct and participate to 36 exhibits and expositions w ith at least
satisfactory rating.
o Completes 4 Stages in QM S implementation.
o 15 new enterprises avails incentives.
7.2.5 Strategies for Ent repreneurship, Business and Industry Promotion:
1. Accelerate the grow th of value-added processing and packaging industries w hile

improving further the local facilities;
2. Develop the industry sector to go beyond strengthening the tuna industry and
improve the city’s position as the agro-industrial center, trade and transport hub of
the south as one of the major players in the BIM P-EAGA Grow th Region;
3. Strengthen investment promotion and tax incentives taking advantage of the

ASEAN integration;
4. Regulate new and existing businesses and industrial establishments w hile

promoting good practices and service excellence.
5. Secure and maintain peace and order situation in the city as w ell as disaster
preparedness.
7.3 Tourism
The general economic development goal to develop sports and recreation for healthy
lifestyles and culture for global competitiveness is translated into the performance area
goals, specific objectives, targets, PPAs and strategies
7.3.1 Goal for Tourism:
To develop General Santos City as a leading and sustainable tourism destination in

Region 12 that contributes to economic grow th, employment generation,

alleviation of poverty, preservation of environment and infrastructure
improvements.
7.3.2 Objectives for Tourism:
1. To formulate Tourism M aster Plan anchored on regional integration
2. To develop community based tourism destinations w ith significant cultural and

historical values
3. To develop tourism project sites aligned to the LGU’s thrust of developing

economic and tourism zones
4. To establish and maintain city landmarks
5. To strengthen the city’s potential to be the M ICE destination of the region
6. To sustain the branding campaign for It’sGensan Now Campaign
7. To improve tourism promotional and marketing programs
8. To identify, develop and promote existing and potential tourism areas
9. To strengthen partnership w ith tourism enterprises in tourism promotional and

development programs
10. To support t ourism enterprise to improve the quality of services and compliance to
safety standards, environmental law s and accreditation standards
11. To promote “ Green Tourism” concept to mitigate the effects of global w arming
12. To increase General Santos City’s share of global visitor markets
13. To promote tourism development that contributes to economic grow th,

employment-creation and alleviation of poverty and infrastructure improvements.
14. To promote Gensan as the leading tourism destination in Region 12
7.3.3 M ajor Targets for Tourism:
1. By 2019, one Tourism M aster Plan anchored on regional integration w ill be

formulated
2. By 2019, five city landmarks w ill be established and maintained
3. By 2022, five community based tourism destinations w ill be developed
4. By 2022, four tourism project sites w ill be developed as economic and tourism
zones
5. By 2022, the city’s image as the region’s M ICE destination w ill be strengthened
7.3.4 M ajor Programs/ Projects/ Activities for Tourism:
1. Process Improvement and Policy Formulation
2. Servicing and Facilitation
3. Project Studies and Area Development Proposals
4. Festivals, M ajor Events, Conference and Seminars (Program On City Promotion,

Campaigns & Events M anagement)
5. Establishment of GSC M useum Project

7.3.5 Strategies:
1. Enforce accreditation system for primary tourism enterprises under RA 9593

Tourism Act
2. Provide continuing training of w orkforce in the tourism industry with the technical
assistance of the DOT;
3. Integrate the City’s Tourism M asterplan to t he Region 12 Tourism M asterplan;
4. M arket Gensan as regional M ICE tourism destination, Tuna Capital of the

Philippines, a home of the champions, a festival destination, a safe and w holesome
destination;
5. Promote Public Private Partnership Projects in tourism destination areas;
6. Restore old City Hall Building as GSC M useum;
7. Develop Queen Tuna Park, Klaja Karst Eco Tourism Park and Japanese Bunkers,
Upper Labay Cultural Living M useum;
8. Enhance t he IP cultural celebrations;
9. Construction of Tourist Information Centers;
10. Create a w ebsite to highlight the tourism products of Gensan and use social
media campaign;
11. Develop a campaign to improve foreign markets’ perceptions of Gensan’s safety

and security and strengthen security coverage in the t ourist destinations;
12. Create Culture Exchange Experience;
13. Develop roads connecting to major tourist attractions;
14. Develop the city’s tourism potentials and promote the preservation of its cultural
heritage as part of the tourist and historical attractions in Region 12;
15. Develop image enhancement program;
16. Encourage private sector participation through the establishment of art galleries
for cultural and arts development and incorporate arts competitions in all festival
activities and encourage w inners to join national and international competitions;
17. Encourage tourism enterprise to participate in tourism promotional and

development programs
18. Provide trainings to tourism establishments regarding safety standards,

environmental law s, accreditation standards and green initiatives;
19. Establish community based tourism initiatives;
20. Develop mitigation and adaptive measures to prevent or lessen the impacts of the
hazards to tourism destinations and tourism facilities
7.4 Culture
7.4.1 Goal for Culture:
To identify, protect and manage cultural heritage resources for the benefit, enjoyment
and use of present and future generations.

7.4.2 Specific Objectives for Culture:
1. To establish one (1) public museum that w ill preserve the city’s cultural heritage;
2. To identify, record and reduce the loss and degradation of 100% heritage resources
of the city to provide sufficient information for the LGU to make informed decisions
on heritage significance particularly in local planning and development control;
3. To facilitate conservation, re-use, study and increase public aw areness and

appreciation of 100% local heritage resources;
4. To respect and protect the rights of 100% Indigenous Cultural Communities or

Indigenous Peoples;
5. To provide guidelines for the conservation and development of heritage resources

to ensure that development does not adversely affect the significance of 100%
heritage places; and
6. To encourage participation of private sectors and the community in the

conservation, rehabilitation, restoration and management of 100% heritage
resources.
7.4.3 M ajor Targets for Cult ure:
1. Old city hall building restored as GSC M useum
2. By 2018, all historical sites in the city w ill be identified, preserved and protected;
3. IP mandatory celebrations w ill be observed annually; and
4. By 2017, the city w ill have a public museum.
7.4.4 M ajor Programs/ Projects/ Activities for Culture:
1. City M useum
2. Cultural Research/ History
3. NFE M adaris Program
4. Aid to Tri-people
5. Livelihood Skills Training
6. LakbayKultural
7.4.5 Strategies for Culture:
1. Work collaboratively w ith heritage stakeholders in building and enhancing

community heritage conservation and management capacity;
2. Implement cultural mapping to identify heritage resources in every barangay;
3. Conduct research on the history of the city to include cultural heritage of IPs;
4. Identify and document the historical and cultural significance of areas, sites,
buildings and other objects;
5. Promote aw areness of such heritage in order to highlight its value and the need for
its conservation and the financial viability of rehabilitation;
6. Encourage and support local heritage and cultural institutions, associations and
communities in their conservation and rehabilitation efforts;
7. Provide adequate financial and legal support for the effective protection of the
cultural heritage;

8. Promote community based action for the conservation, rehabilitation, restoration
and management of heritage resources;
9. Promote incentives for conservation and rehabilitation to public and privat e

sectors;
10. Ensure the incorporation of environmental concerns in conservation and

rehabilitation projects; and
11. Ensure that the accessibility concerns of people with disabilities are incorporated in
conservation and rehabilitation projects.

Expected Out comes of the Economic Development Plan w ill be the results of the deliverables
of the various LGU departments. These w ill be measured every semester or annually as the
Performance M easurement Team (PM T) recommends to the Chief Executive based on
department performance. The deliverables in the long medium and short terms are show n in
the follow ing tables:
Table 7.7.1 Outcome and Success Indicators for Economic Development by Planning Period, Gen.
Santos City, 2017 - 2022

AGENDA ELA 2017-2019 ELA 2020 - 2022
PPAs
OUTCOM E
INDICATORS 2017 2018 2019 2020 2021 2022
OFFICE OF THE CITY AGRICULTURIST

Rice = 6.12 M T average yield per hect are; Corn = 4.33 M T average yield per hect are
Rice = 5.29 M T average yield per hect are; Rice = 17.5 M T average yield per hect are;
Corn = 10.71 M T average yield per hect are Corn = 16.10 M T average yield per hect are
Increased
product ivit y by 3% Rice = 5.55 Rice = 5.83
Rice = 5.04 M T Rice = 5.29 M T
for st aple food in Rice = 4.8 M T M T average M T average Rice = 6.12 M T
average yield average yield
2017 and 5% in average yield yield per yield per average yield per
per hect are; per hect are;
2018 and annually per hect are; hect ar e; hect ar e; hect ar e;
Corn = 3.57 Corn = 3.74
t hereaft er Corn = 3.4 M T Corn = 3.9 Corn = 4.13 Corn = 4.33 M T
M T average M T average
average yield M T average M T average average yield per
yield per yield per
per hect are yield per yield per hect ar e
hect ar e hect ar e
hect ar e hect ar e
AGRI-FISHERY
Increased organic at least 46 pract it ioner per agri barangays
EXTENSION AND
veget able at least 20 pract it ioner per agri barangays at least 26 pract it ioner per agri barangays
PRODUCTION
agricult ure
SUPPORT SERVICES
pract it ioner from
23 in 2016 t o at at least 20 at least 20 at least 20 at least 20
at least 20 at least 20
least 20 per agri- pract it ioner pract it ioner pract it ioner pract it ioner
pract it ioner per pract it ioner per
barangay in 2019 per agri per agri per agri per agri
agri barangays agri barangays
and 30% increase barangays barangays barangays barangays
in 2022;
Increase mango product ion from 7mt / ha t o 10mt / ha by 2019 and 12m t / ha by 2022;
High value product
Increase mango product ion from 7mt / ha t o Increase mango product ion from 10mt / ha t o
increase in
10mt / ha by 2019 12mt / ha by 2022;
product ion/ Yield
(M T) per hect are 7 - 10 M T average yield per hect ar e
10.5 M T / ha 11 M T / ha 12 M T/ ha
annually
an addit ional of 12 t o exist ing 22 organized
243,000 livest ock, poult ry and com panion
Farmers and fisherfolks coop/ associat ions,
animals t reat ed, supplement ed w it h vit amins
accredit ed by aut horized government
and vaccinat ed
inst it ut ion
EXTENSION AND
6 Farm ers and 6 Farm ers and
AGRI- FISHERY
fisherfolks fisherfolks
PRODUCTION
coop/ associat ion coop/ associat io
SUPPORT SERVICES
s becom e ns becom e
81,000 81,000 81,000 81,000
accredit ed by accredit ed by
aut horized aut horized
government government
inst it ut ion inst it ut ion

TEN POINT AGENDA COM PREHENSIVE DEVELOPM EN T PLAN 2017-2022
OUTCOM E PPAs ELA 2017-2019 ELA 2020 - 2022
INDICATORS 2017 2018 2019 2020 2021 2022
Im plem ent at ion of 100% of dow nloaded PPAs from nat ional governm ent im plem ent ed in support t o
100% of t arget Project s Under DA- marginalized farm ers/ fisherfolks
beneficiaries have AgriPinoy Programs/ DA
100% of dow nloaded PPAs from nat ional 100% of dow nloaded PPAs from nat ional
availed of PPAs Food Securit y Program/
government implem ent ed in support t o government implem ent ed in support t o
dow nloaded from DA-BUB/ DA-PRDP
marginalized farm ers/ fisherfolks marginalized farm ers/ fisherfolks
t he Nat ional BFAR/ DAR in
government coordinat ion w it h ot her 100% 100% 100% 100% 100% 100%
LGU offices
Displaced fisherfolks
are t rained,
Fishing Gears and
capacit at ed and
Paraphernalia
provided w it h 1 project
(BUB 2017)
fishing gears and implement ed
paraphernalia
Infrast ruct ure
project s
const r uct ed/ rehabili
Infrast ruct ure project s
t at ed/ complet ed in
in support t o 10 infra
support t o
agricult ural services project s
agricult ural services
implement ed
a t ot al of 486,000 livest ock, poult ry and com panion animals t reat ed, supplement ed
Animal healt h
w it h vit amins and vaccinat ed
services and
managem ent ANIM AL DISEASE 243,000 livest ock, poult ry and
pract ices AND CONTROL 243,000 livest ock, poult ry and com panion
com panion animals t reat ed,
provided t o all PROGRAM animals t reat ed, supplement ed w it h
supplem ent ed w it h vit amins and
agricult ural vit amins and vaccinat ed
vaccinat ed
barangays
81,000 81,000 81,000 81,000 81,000 81,000
220,445 dogs vaccinat ed against rabies in 6 years

70% of dog RABIES PREVENTION
populat ion are AND CONTROL 165,000 dog vaccinat ed in 3 years 220,000 dog vaccinat ed in 3 years
rabies vaccinat ed PROGRAM
50,000 55,000 60,500 66,550 73,205 80,525
100% of st ray dogs 4,800 dogs im pounded

GENERAL SANTOS CITY 2400 dogs impounded 2400 dogs impounded
apprehended &
POUND
impounded 800 800 800 800 800 800
ANIM AL PRODUCTION 48,000 lit ers of liquid nit rogen produced
SERVICES –
increased product ion 24,000 lit ers of liquid nit rogen produced 24,000 lit ers of liquid nit rogen produced
OPERATIONALIZATION
of nit rogen
OF M INI LIQUID
NITROGEN PLANT 8000 8000 8000 8000 8000 8000
12,000 chicks dispersed t o t arget beneficiaries f or livelihood
6,000 chicks dispersed t o t arget beneficiaries 6,000 chicks dispersed t o t arget

ANIM AL PRODUCTION for livelihood assist ance beneficiaries f or livelihood assist ance
livelihood assist ance
SERVICES – POULTRY
t o far mers 2
PRODUCTION
0
2000 2000 2000 2000 2000
0
0
100% meat est ablishment inspect ed
100% of m eat 100% meat est ablishment inspect ed 100% meat est ablishment inspect ed
est ablishment s 100% 100% 100% 100% 100% 100%
com pliant t o 160 vessel; 1800 cont ainer vans; 100 t rucks and haulers; 80 garbage bins; 300 foot bat hs
M EAT INSPECTION
Nat ional M eat disinfect ed every year
Inspect ion St andards 160 vessel; 1800 cont ainer vans; 100 t rucks 160 vessel; 1800 cont ainer vans; 100
(NM IS) and haulers; 80 garbage bins; 300 f oot bat hs t rucks and haulers; 80 garbage bins; 300
disinfect ed every year foot bat hs disinfect ed every year

COM PREHENSIVE DEVELOPM EN T PLAN 2017-2022
TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
160 vessel; 160 vessel; 160 vessel;

160 vessel;
1800 1800 1800 160 vessel;
1800 160 vessel; 1800
AIDE TO cont ainer cont ainer cont ainer 1800 cont ainer
cont ainer cont ainer vans;
reduced risks from AUCTION vans; 100 vans; 100 vans; 100 vans; 100
vans; 100 100 t rucks and
zoonot ic diseases and M ARKET t rucks and t rucks and t rucks and t rucks and
t rucks and haulers; 80
diseases of economic (OKSYON haulers; 80 haulers; 80 haulers; 80 haulers; 80
haulers; 80 garbage bins; 300
import ance M ARKET garbage garbage bins; garbage garbage bins;
garbage bins; foot bat hs
PROGRAM bins; 300 300 bins; 300 300 foot bat hs
300 foot bat hs disinfect ed
foot bat hs foot bat hs foot bat hs disinfect ed
disinfect ed
disinfect ed disinfect ed disinfect ed
Infrast ruct ure project s

const r uct ed/ rehabilit at ed Infrast ruct ure
5 infra pr oject s im plement ed
/ com plet ed in support t o project s in
support t o 1 infra
agricult ural services 4 infra
agricult ural project
project s
services implement e
implement ed
d
CITY ECON OM IC M ANAGEM EN T &
COOPERATIVE DEVELOPM ENT
Trade and Travel
Exposit ion and 72 exhibit s and exposit ions conduct ed and part icipat ed w it h at least Sat isf act ory Rat ing
Exhibit s
(Program on cit y 36 exhibit s and exposit ions conduct ed
36 exhibit s and exposit ions conduct ed and
prom ot ion, and part icipat ed w it h at least Sat isfact ory
generat ed @ least 5% part icipat ed w it h at least Sat isfact ory Rat ing
campaigns & Rat ing
invest ment s t hrough
event s
host ing of f est ival, major 12 12 12 12 12 12
managem ent )
event s, conf erences &
Fest ivals, M ajor 78 event s conduct ed w it h an incr ease in t ourist arrival of at least 5% every year
seminars and
Event s,
part icipat ion t o t rade & 39 event s conduct ed w it h an increase in 39 event s conduct ed w it h an increase in t ourist
Conf erence and
t ravel exposit ion and t ourist arrival of at least 5% every year arrival of at least 5% every year
Seminars
exhibit s
(Program on cit y
prom ot ion,
campaigns & 13 13 13 13 13 13
event s
managem ent )
Training, a t ot al of 90 com m unit y ent erprises enrolled f or 6 m ont hs under CITEM on product
Capabilit y developm ent & market ing
Building For
Business, 45 comm unit y ent erprises enrolled f or 6 45 comm unit y ent erprises enrolled f or 6
Ent erprise and mont hs under CITEM on product mont hs under CITEM on product development
Tourism developm ent & market ing & market ing
St akeholders 15 15 15 15 15 15
M icro, cot t age and small 90 associat ions t ransform ed int o cooperat ives and CDA regist er ed
ent erprises assist ed Cooperat ive
Organizat ional 45 associat ions t ransform ed int o 45 associat ions t ransform ed int o cooperat ives
Enhancem ent cooperat ives and CDA regist ered and CDA regist ered
15 15 15 15 15 15
66 new cooperat ives w it h 1350 beneficiaries organized and r egist ered t o CDA
LGU Financing
Program f or 24 new cooperat ives w it h 525 beneficiaries 42 new cooperat ives w it h 825 beneficiaries
M SM E organized organized and r egist ered t o CDA
8 new 10 new 12 new

6 new 14 new
Organizat ion Of cooperat ives cooperat ives cooperat ive 16 new
cooperat ives cooperat ives
New w it h 175 w it h 200 s w it h 250 cooperat ives w it h
M icro, cot t age and small (150 w it h 275
Cooperat ives beneficiaries beneficiaries beneficiarie 300 beneficiaries
ent erprises assist ed beneficiaries beneficiaries
and Regist rat ion organized organized s organized organized and
organized and organized and
w it h CDA and and and regist ered
regist ered ) regist ered
regist ered regist ered regist ered

TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
Invest m ent s on business 6 preliminary project st udies on PPP developed

and public infrast ruct ure Project St udies
t hrough Public Privat e and Area 3 preliminary project st udies on PPP
3 preliminary project st udies on PPP developed
Part nership arrangem ent Developm ent developed
and ot her similar Proposals
arrangement s 1 1 1 1 1 1
Compet it iveness ranking 26 part icipat ing barangays ranked accor ding t o compet it iveness
of barangays in t he cit y 24 part icipat ing barangays ranked 26 part icipat ing barangays ranked accor ding t o
developed and according t o compet it iveness com pet it iveness
Process
implement ed
Im provem ent 20 22 24 26 26 26
Qualit y managem ent and Policy 5 St ages in QM S implem ent at ion com plet ed
syst em f or business Form ulat ion 4 St ages in QM S im plement at ion
5 St ages in QM S implem ent at ion com plet ed
processing developed com plet ed
and adapt ed 1 2 1 0 0 1
Research base f or 1 economic dat abase

economic dat a banking syst em operat ional &
inst alled publicly accessed
Process 1 E-business
library
e-business library Im provem ent
est ablished and
est ablished and Policy pat ronized by
Form ulat ion st akeholder s
Servicing and 40 new ent erprises availing incent ives
Facilit at ion 25 new ent erprises availing
15 new ent erprises availing incent ives
(Business, incent ives
Tourism And
at least 5% new jobs and
Invest m ent )
a 6-years aggregat e of
Facilit at ion and
P10B t ot al new
Servicing For
invest ment s generat ed
Availment of 4 5 6 7 8 10
annually
Incent ives Under
t he Invest m ent
Code and PPP
Code
CM O-PUBLIC
EM PLOYM EN T SERVICES
OFFICE
M inimum of 5% ref erred Applicant s Placed / Hired M ont hly f or 6 years
M inimum of 5% M in. of 5% referred Applicant s Placed / Hired M ont hly f or 3 M in. of 5% referred Applicant s
Employm ent years Placed / Hired M ont hly f or 3 years
Applicant s
Facilit at ion
referred/ placed/ hired at least 5% at least 5% at least 5% at least 5% at least 5% at least 5%
(Local &
mont hly under Local 5% of Overseas Applicant s report ed Placed / Deployed Quart erly f or 6 year s
Overseas
Employm ent / Overseas 5% Overseas Applicant s report ed Placed / Deployed 5% Overseas Applicant s report ed
Employm ent )
Employm ent Facilit at ion M ont hly for 3 yrs Placed / Deployed M ont hly for 3 yrs
at least 5% at least 5% at least 5% at least 5% at least 5% at least 5%
At least 200 Addit ional 9,600 St udent s / OSY Placed / Hired for 6 years
st udent s/ OSY 5,700 St udent s / OSY Placed / hired
Special Program 3,900 St udent s / OSY Placed / hired for 3 years
placed/ hired annually for 3 years
for Employm ent
st art ing 2018 under t he 1,100 1,300 1,500 1,700 1,900 2,100
of St udent s
Special Program f or
(SPES)
Employm ent of St udent s
(SPES)

TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
Sust ainable Livelihood

230 w om en
Program (Wit h St art er
graduat ed
Kit ) f or W omen Who
from
Will be Graduat ing
dressmaking
from Dressmaking
and provided
st art er kit
Product ion of
Tradit ional Food,
Sust ainable livelihood 500 w om en
Craft s, and Business
programs f or w om en t rained and
Developm ent f or
Ot her W om en - Led provided
Ent erprises livelihood
program
Pyroclast ic (Lahar) 500 w om en

Bricks M aking t rained and
Product ion provided
livelihood
program
Com munit y/ Group

Ent erprise
M icro, cot t age and small
Developm ent For 260 M SM Es
ent erprises assist ed
M icro, Small And provided
M edium Ent er prises int ervent ion
CM O-BUSINESS PERM ITS &

LICENSING
79,429 Business per mit s processed w / in 24 hours for renew al & 72 hours f or
Im proved business new applicat ions
permit t ing processes f or ease
Licensing Services
of doing business and at t ract an average of 11,185 business permit s an average of 15,291 business permit s
Foreign Direct Invest m ent s; processed / yr. processed / yr.
10,210 11,141 12,205 13,861 15,232 16,780
100% Non-Business permit s processed w it hin in 4 hours.

100% applicat ion f or non-
business per mit w it h
Issuance of Non-
com plet e r equirem ent s and
Business Permit s 100% non-business per mit s pr ocessed 100% non-business per mit s pr ocessed
corresponding f ees
processed w it hin 20 minut es w it hin 4 hours w it hin 4 hours
100% 100% 100% 100% 100% 100%
100% applicat ion f or operat ors permit processed w it hin 4 hours

100% applicat ion f or
operat ors per mit w it h
com plet e r equirem ent s and Franchising Services 100% operat ors per mit s pr ocessed 100% operat ors per mit s pr ocessed
corresponding f ees w it hin 4 hours w it hin 4 hours
processed w it hin 20 minut es
100% 100% 100% 100% 100% 100%

TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
CITY ADM INISTRATOR'S OFFICE-Economic Enterprise
Administ rat ive &

Logist ics Support t o
Im plem ent at ion of ordinances on economic ent erprises are enforced
Cent ral Public
M arket
Im proved operat ion of Administ rat ive &

economic ent erprises and Logist ics Support t o
it s business environment Im plem ent at ion of ordinances on economic ent erprises are enforced
Bulaong Cit y
for enhanced Terminal
com pet it iveness
Administ rat ive &
Logist ics Support To Cit y Im plem ent at ion of ordinances on economic ent erprises are enforced
Slaught erhouse
Impr ovem ent Of elect ricit y

Slaught erhouse inst alled
Est ablishm ent of

1 project
Int egrat ed Land
Transport Terminal
implement ed
Impr ovem ent of Cit y 1 project

Terminal implement ed
Const ruct ion of AA

1 project
Abat t oir w it h provision
of facilities and ut ilit ies
implement ed
OFFICE OF THE BUILDING OFFICIAL

10949 inspect ion report s forw arded t o client s
Building and Indust ry 9458 inspect ion report s forw arded t o 1096 inspect ion report s forw arded t o
Safet y Inspect ion client s client s
3000 3150 3308 3473 3647 3829
Increased com pliance of 16,324 building and ancillary permit s issued
est ablishment s t o Building and Ancillary,
8758 building and ancillary permit s
permit t ing requirem ent s of Occupancy Permit 7566 building and ancillary permit s issued
Processing
issued
t he Cit y and t he Nat ional
Building Code, it s IRR and 2400 2520 2646 2778 2917 3063
all ot her ref erral codes Digit alizat ion of Archives
and Creat ion of
Soft w are for Building
Informat ion 1 project
M anagement Syst em of implement ed
OBO
CITY ECON OM IC M GT. & DEVT. OFFICE

TOURISM AND CULTURE PROCESS To form ulat e and implement a Tourism M ast er Plan anchored on regional
ENHANCED IM PROVEM ENT AND int egrat ion
POLICY Tourism M ast er Plan prepared &
FORM ULATION Tourism M ast er Plan im plement ed
implement ed
Tourism Tourism
Tourism M ast er Tourism M ast er Tourism
Tourism M ast er M ast er Plan M ast er Plan
Plan implemen Plan implemen M ast er Plan
Plan formulat ed implemen implemen
t ed t ed implement ed
t ed t ed
SERVICING AND
To increase Tourism Relat ed Est ablishment s compliance rat e for Ordinance No.
FACILITATION 22 series of 2014 by 100%
95% com pliance rat e 100% com pliance rat e

85% 90% 95% 95% 100% 100%

TEN POINT AGENDA
PPAs ELA 2017-2019 ELA 2020 - 2022
OUTCOM E INDICATORS
2017 2018 2019 2020 2021 2022
To develop 4 t ourism project sit es aligned t o t he LGU’s t hrust of developing
economic and t ourism zones
3 t ourism project sit es developed 1 t ourism project sit e developed
Queen
Japanese Tuna
PROJECT STUDIES AND
TOURISM AND CULTURE M angrove t hemed cooperat iv Project Project Project
AREA DEVELOPM ENT
ENHANCED Village Park garden and e park Cornville Cornville Cornville
PROPOSALS
park developm e
nt
To est ablish and maint ain 5 cit y landmarks
5 cit y landmarks est ablished 5 cit y landmarks maint ained
2 landmarks 1 landmarks 2 landmarks 5 landmarks 5 landmarks 5 landmarks
To st rengt hen t he cit y’s t ourism prom ot ion pr ograms and management of event s
FESTIVALS, M AJOR
t hrough part icipat ion of privat e sect ors w it h an increase in t ourist arrivals of at
EVENTS, CONFERENCE
least 10% annually
AND SEM INARS
(Program on cit y 39 event s conduct ed w it h an increase in 39 event s conduct ed w it h an increase in
prom ot ion, cam paigns t ourist arrivals of at least 10% annually t ourist arrivals of at least 10% annually
& event s management ) 13 13 13 13 13 13
To develop/ enhance 5 com munit y based t ourism dest inat ions w it h significant
cult ural and hist oric values
TOURISM AND CULTURE
ENHANCED 2 t ourism dest inat ions developed 3 t ourism dest inat ions developed
Upper Labay Upper Buayan Baluan Sinaw al Wild West
PROJECT STUDIES AND Living Labay Cult ural Agri-Tourism Indigenous and
AREA DEVELOPM ENT M useum and Living Tow n Square Village Peoples Park Cow boy
PROPOSALS Cult ural M useum developed developed developed Count y
Com munit y and developed
Developm ent Cult ural
Com munit y
Developm e
nt
To est ablish and maint ain a public museum t hat w ill preserve t he cit y’s cult ural
ESTABLISHM ENT OF herit age
GSC M USEUM PROJECT
1 m useum est ablished 1 m useum maint ained
1 m useum 1
1 museum 1 m useum
est ablished museum
CULTURAL
To conduct a st udy on t he hist orical origin of places and cult ural herit age of t he
RESEARCH/ HISTORY
people in Gensan
TOURISM AND CULTURE 1 st udy conduct ed

ENHANCED Cont inua Cont inua
1 st udy
t ion t ion
conduct ed
of st udy of st udy
To conduct Cult ural Herit age M apping t o ident ify and docum ent all t he herit age
resources of t he 26 barangays
CULTURAL HERITAGE Cult ural Herit age M apping conduct ed

M APPING 1 Cult ural
Herit age
M apping
conduct ed

Chapter 8
INFRASTRUCTURE BLUEPRINT (COM PETITIVENESS)
The Infrastructure Blueprint of General Santos is the 6-year infrastructure development plan
that w ill make it a secured, w ell-designed, w ell-built and connected city. This plan w ill ensure
that as envisioned, the city w ill become environmentally sensitive, disaster resilient and
climate change adaptive. Connectivity of neighborhoods or puroks and barangays w ill be
improved to ensure accessibility making it easier and less expensive to get w here anyone
needs to be.
This long term plan w ill focus on the major areas of roads and bridges, drainage and flood
control, transport and traffic management, w ater supply, pow er supply and information and
communication technology. Infrastructure support to economic development, social
development, environmental management and institutional development are integrated in
the respective plans of the sectors. How ever, the design and types of projects of the sect ors
shall be subject to the general infrastructure development policies of the city.
FIVE LIVABILITY PRINCIPLES FOR INFRASTRUCTURE DEVELOPM ENT
Implementation of the infrastruct ure development plan w ill be guided by the follow ing:
1. Infrastructure development must not endanger people’s right to life, safety and
protection;
2. Environmental protection, gender sensitivity and cultural and heritage preservation

are major considerations in planning and implementing development projects;
3. Climate and Disaster Risk Assessment w ill be a required input in the design and
location of infrastructure projects;
4. Design of public infrastructure projects shall consider sustainability and maximum

use of natural lighting or renew able energy as w ell as urban greening;
5. Public infrastructures shall as much as possible be multi-functional and adaptable

to all types of people’s needs (children, elderly, PWDs, pregnant w omen).
TEN POINT AGENDA GOALS FOR INFRASTRUCTURE DEVELOPM ENT
AGENDA 7. Build business, environment and people- friendly infrast ruct ures and
t ransport at ion syst ems
AGENDA 9. Preserve environmental int egrit y t hrough climat e change adapt at ion and
disast er risk resilience
SECTORAL GOALS FOR INFRASTRUCTURE DEVELOPM ENT
1. To safeguard life, health, property and public welfare consistent w ith the principles
2. To provide good quality and disaster risk resilient public infrastructures;
3. To ensure that supply of pow er and w ater remain sust ainable;and
4. To facilitate the grow th of the Information and Communication Technology(ICT)

industry in the city.

M AJOR STRATEGIES FOR INFRASTRUCTURE DEVELOPM ENT
COM PETITIVENESS and LIVABILITY strategies w ill be utilized in implementing the

infrastructure development plan to have a secured, w ell-designed, w ell-built and connected
city that is environmentally sensitive. Infrastructure development w ill venture into building
w orld class facilities considering the globalization goal of the city. This w ill be applied in six
(6) performance areas as follow s: roads and bridges, drainage and flood control, transport
and traffic management, w ater supply, pow er supply and information and communication
technology.
8.1 Roads and Bridges
8.1.1 Goal for Roads and Bridges:
1. To establish an efficient, environment-friendly and affordable multi-modal means

of transportation to facilitate safe & convenient mobility for people, goods &
services; and
2. To shorten travel time w ithin the city due to improved accessibility and road
facilities for w alking or cycling.
8.1.2 Specific Objectives for Roads and Bridges:
1. To increase paved roads by 38.09% to a total of 495.36 km. of road netw ork;
2. To decrease road deficit by 6.05% from 215.49 km. to 202.45 km.;
3. To increase road rehabilitation by 1.67 km. by 2022.
8.1.3 M ajor Targets for Roads and Bridges:
1. Pave 196.48 km. of road
2. Construct 13.04 km. of road
3. Construct 8 bridges
4. Rehabilitate 1.67kms. of road
8.1.4 M ajor Programs/ Projects and Activities for Roads and Bridges:
1. Road improvement projects
a) City-w ide Road Concreting Projects
b) Bridge Construction Projects
c) Road Rehabilitation Projects
2. Road Opening Projects
a) M iddle Ring Road w ith bridge construction
b) Road opening projects in barangays Tinagacan, Apopong, City Heights
8.1.5 Strategies for Roads and Bridges:
1. Fast track the formulation & implementation of a Road Netw ork Development Plan;
2. Strictly enforce road right-of-w ays;
3. For new areas to be developed, install in advance underground conduits in roads as

a ready provision for future installation of piping and w iring;

4. Provide bikew ays, sidew alks, pedestrian lanes and loading and unloading bays and
other amenities such as shade trees/ bushes that w ould encourage biking and
w alking;
5. Convert major city roads to national roads to ensure adequate funding for road
maintenance;
6. Institutionalize Road Safety Audit;
7. Adopt International Road Assessment Program (IRAP);
8. Close coordination and communication betw een infrastructure agencies and utility
companies in project planning and implementation;
9. Encourage subdivision homeow ners to develop subdivision roads as originally

planned to facilitate acceptance by the city government; and
10. Design, install and utilize the latest computer applications to provide necessary
information in the management of assets, from construction through to operation,
maintenance, refurbishment and eventual replacement/ disposal;
8.2 Drainage and Flood Control
8.2.1 Goal for Drainage and Flood Control:
 Implement an effective drainage and flood control syst em.
8.2.2 Specific Objectives for Drainage and Flood Cont rol:
 To implement drainage masterplan
8.2.3 M ajor Targets for Drainage and Flood Control:
 Construct 49.18 km. of major drainage/ floodw ays
8.2.4 M ajor Programs/ Projects and Activities for Drainage and Flood Control:
 Construction of Drainage and Floodw ays
8.2.5 Strategies for Drainage and Flood Control:
1. Fastrack the completion of the implementation of the Drainage M asterplan;
2. Develop w ell-designed drainage projects that are gender-sensitive & considers the
convenience of other special groups;
3. Declog w aterw ays of debris and silt especially before rainy season; and
4. Reforestation of w atershed & vegetative measures for the control of run-off.
8. 3 Transport and Traffic M anagement
8.3.1 Goal for Transport and Traffic M anagement:
 To provide an effective and sustainable transport and t raffic management system.
8.3.2 Specific Objectives for Transport and Traffic M anagement:
1. To fully install traffic signalization system in all critical junctions by 2019;
2. To deploy traffic enforcers in 100% of congested intersections without traffic

signalization system;

3. To prepare a major legislation to regulate the city transportation system; and
4. To undertake a study on the feasibility of establishing an Integrated Transport

Terminal in the city.
8.3.3 M ajor Targets for Transport and Traffic M anagement:
1. 12 traffic signalization systems installed
2. Traffic enforcers manage 100% congested intersections w ithout traffic signalization

systems
3. Formulate 1 Transportation Code
4. Complete 1 Feasibility Study on Integrated Transport Terminal
8.3.4 M ajor Programs/ Projects and Activities for Transport and Traffic M anagement:
1. Traffic Signalization System with Intersection Reconfiguration
2. Traffic M anagement Program
3. Formulation of Comprehensive Transportation Code
4. City Transport Enforcement Services Program
5. Establishment of a New Integrated Transport Terminal
8.3.5 Strategies for Transport and Traffic M anagement:
1. Provide adequate road signages and lightings to minimize traffic accidents;
2. Provide adequate parking spaces based on Building Code/ Zoning Ordinance;
3. Promote use of clean fueled vehicles ( CNG & LPG, EV) w hile int ensifying road side
emission monitoring;
4. Improve on Driver's Education and Licensing Process;
5. Encourage use of non-motorized transport and provide bicycle and pedestrian

facilities;
6. Develop w ell-designed transportation projects that are gender-sensitive &

considers the convenience of other special groups;
7. Promote mixed use developments (compact cities, shorter distance);
8. Establishment of pre, elementary & secondary schools in the barangays t o

decongest traffic at the Central Business District;
9. Promote w alkable city concept;
10. Strict regulation of roadside land use; and
11. Expand/ Upgrade airport and seaport facilities to improve services and support
economic grow th.

8. 4 W ater Supply
8.4.1 M ajor Goals for W ater Supply:
1. To ensure the sustainability of w ater supply;
2. To ensure that 100% of the household population have access to safe and potable
w ater;
3. To capacitate RWSAs in handling the operation
8.4.2 Specific Objectives for W ater Supply:
1. To develop a partnership w ith GSCWD to find alternative sources of potable w ater

supply such as springs and lakes by 2017;
2. To reduce the number of households, schools and government facilities without

access to potable w ater by 20% in 2019;
3. To provide trainings/ w orkshops for technical, financial and management

capabilities to 100% of RWSAs in the city by 2022; and
4. To educate 100% households on the importance of w ater conservation for climate

change adaptation.
8.4.3 M ajor Targets for W ater Supply:
1. By 2022, alternative source of w ater supply w ill be developed by GSCWD;
2. By 2022, 100% of households w ill be provided w ith pot able w ater supply; and
3. By 2022, 100% of RWSAs are capacitated to sustainably manage their w ater

systems.
8.4.4 M ajor Programs/ Projects/ Activities for W ater Supply:
1. Preparation of Feasibility Study
8.4.5 Strategies for W ater Supply:
1. Prepare a Feasibility Study to tap/ develop surface/ fresh w ater/ lakes or springs as
an alternative source of w ater supply;
2. Invite investors or establish a task group to conduct and prepare a study on the
alternative w ater source;
3. Prohibit construction of new deep w ells in areas covered by GSC Water District ,
RWSAs, and Community Waterw orks to protect underground w ater sources;
4. M onitor and regulate w ell w ater usage and w ell drilling in coordination w ith NWRB
for conservation of w ater resources and prevention of salt w ater intrusion in the
aquifer;
5. Coordinate w ith NWRB to fast track the approval of w ater permit applications in
coordination w ithGSCWD;
6. Allocate government funds to implement potable w ater supply projects in strategic

areas;
7. Implement Ordinance No. 27, S. 2015 (An Ordinance prescribing the guidelines in
the operation of RWSAs in GSC) after the enactment of its IRR;

8. Capacitate the CM O-BAD to conduct Inventory of RWSAs yearly and to provide
technical and management assistance as needed;
9. Require RWSAs to submit annual status report covering inventory data required;
10. Capacitate the RWSAs to properly handle the operation through

trainings/ w orkshops;
11. RWSA’s shall see to it that w ater sampling is conducted periodically per PD 856
Chapter II (Code on Sanitation of the Philippines-Water Supply);
12. Continuous implementation of LGU-GSC in requiring NWRB permit for building

permit application for commercial and industrial use;
13. Full implementation of sanitation code for compliance by the operators of w ater
refilling stations/ w ater vending machines
14. City Health Office to conduct regular laboratory testing and sampling for w ater
potability in all w ater utility establishments and w ater refilling stations to ensure
that supply passed the requirements set by the Philippine National Standards for
Drinking Water;
15. Diligent monitoring and regulation of water supply providers by Business Permits
and Licensing Division;
16. Bureau of Foods and Drugs t o closely monitor the selling of bottled w ater;
17. Political boundaries should be considered before funding of spring development

projects;
18. Source of w ater and volume of extraction should be incorporated in building permit
application/ renew al;
19. Forge an agreement w ith other local government units for a concerted effort for
the rehabilitation and protection of w atershed areas as shared responsibility;
20. Ban usage of laser lights;
21. Encourage community to install on-site rain w ater collection and storage facilities
as conservation measure; and
22. Fast track formulation of IRR for the effective implementation of the Rainw ater
Harvesting Ordinance
8.5 Power Supply
8.5.1 Goals for Power Supply:
1. To promote development of affordable, reliable, sustainable, modern and

renew able energy sources for all;
2. To at tain legal electrical connection of all households or residential consumers;
3. To install and regularly maintain lighting facilities in all streets;
4. To formulate and implement energy conservation policies for climate change

adaptation and sustainable energy systems development; and
5. To climate-proof all pow er supply infrastructures.

8.5.2 Specific Objectives for Power Supply:
1. To adopt measures to ensure adequate and reliable electricity supply to

households, businesses, public institutions, commercial establishments and
industries;
2. To provide consumers w ith a satisfactory electrification system at the same time

educate them on the proper use and conservation of pow er supply;
3. To be able to design safeguards to ensure achievement of long term energy

security to optimize grow th and diversity of generation, transmission and
distribution capacity and management of energy;
4. To facilitate legal electrical connection of 100% households by year 2025;
5. To complete and achieve 100% electrification and street lighting projects w ithin the
city and different barangays including proper maintenance and upgrading of
existing electrical system.
8.5.3 M ajor Targets for Power Supply:
1. 100% Households have access t o electricity
2. 100% City Streets lighted and w ell maintained
3. 100% pow er substation and other facilities located in hazard prone areas protected
from possible damage;
4. 20.50 km street lighting project along Diversion from Barangay Katangaw an

Highw ay to Airport (Both sides of road w ill be covered - DPWH Funded)
5. Carlos P. Garcia Park electrical system improvement/ enhancement
8.5.4 M ajor Programs and Projects for Power Supply:
1. Electrification and Street Lighting Project (w ithin the Central Business District );
2. Barangay Electrification (w ithin Barangays);
3. Upgrading of Electrical System @ Carlos P. Garcia Park, GSC;
4. Electrification and street lightings(along Diversion Road from Barangay Katangaw an

Highw ay to Airport);
5. Construction of 1-35/ 43.75 M VA Substation at Tambler; and
6. Reconductoring from 336 ACSR to 795 ACSR Ligaya-M ain Office Highw ay Leon Llido
69 kV line.
8.5.5 Strategies for Power Supply:
1. Coordinate w ith SOCOTECO II to facilitate access to electricity of 100% households

Coordinate with government agencies and the private sector to attain goals,
objectives and targets of the pow er sect or;
2. Adopt energy efficiency measures to reduce the grow t h rate of electricity demand;
3. Increase capacity of power by inviting investments on sustainable energy systems

development or renew able pow er sources such as solar energy;
4. Coordinate with pow er producers and distributors to ensure that pow er

infrastructures are climate change adaptive and climate-proofed;

5. Utilize Climate and Disaster Risk Assessment (CDRA) studies as basis in locating and
designing public infrastructures on pow er;
6. Provide ample support to sustain Information, Education and Communication

campaign activities regarding energy conservation and efficiency measures;
7. Rationalize local government requirements and provide incentives to encourage

participation in investing on Renew able Energy projects; and
8. Provide street lighting in all streets of the city and undertake periodic maintenance
of existing pow er lines/ streetlights to reduce pow er consumption.
8.6 Information and Communication Technology
8.6.1 Goals for Information and Communication Technology:
1. To be a part of the “ Next Wave Cities” Program of the country; and
2. To establish modern and state-of-the-art communication facilities at par w ith

global standards to support a robust, dynamic economy.
8.6.2 Specific Objectives for Information and Communication Technology:
1. Broaden access t o ICT and ICT-enabled services;
2. Increase use of ICT by the private sector and t he citizenry; and
3. Improved e-governance systems in the public sector.
8.6.3 M ajor Targets for Information and Communicat ion Technology:
 Establish a city-w ide netw ork that w ill include the schools, barangays, public
places, and security cameras.
8.6.4 M ajor Programs/ Projects/ Activities for Information and Communication Technology:
 Establishment of LGU city-w ide netw ork (includes the schools, barangays, public
places, and security cameras)
8.6.5 Strategies for Information and Communication Technology:
1. I nstall satellite postal offices;
2. Encourage business locators to establish letter couriers;
3. Stimulate more private investments; and
4. Encourage private sector tapping into BEST Cable System of BIM P-EAGA.

Expected Out comes of the Infrastructure Development Plan will be the results of the
deliverables of the various LGU departments. These w ill be measured every semester or
annually as the Performance M easurement Team (PM T) recommends to the Chief Executive
based on department performance. The deliverables in the long medium and short terms are
show n in the follow ing tables:

Table 8.7.1 Outcome and Success Indicators for Infrastructure Development by Planning Period,
Gen. Santos City, 2017 – 2022
TEN POIN T
AGENDA
PPAs
OUTCOM E ELA 2017-2019 ELA 2020-2022
INDICATORS 2017 2018 2019 2020 2021 2022
ROAD IM PROVEM ENT PROJECTS
increase paved road by 196.48 km t o a t ot al of 495.36 km . or

a) Cit y-w ide Road Concret ing 38.09% of t he t ot al road net w ork
Project s (km .) 95.97 km . 100.51 km s.
38.61 22.13 35.23 36.66 31.65 32.20

Ef f icient road b) Bridge Const ruct ion Project s 2 2 2 1
net w ork f or c) Road Rehabilit at ion Project s 0.33 1.33
econom ic devt . & d) Underpass along nat ional 1 project
im proved highw ay
accessibilit y f or increase road lengt h by 13.043 km . reducing t he current road
people, goods & def icit by 6.05% f rom 215.49 km . t o 202.447 km .
services ROAD OPENING PROJECTS 8.543 km . 4.50 km .
2.00 6.543 4.50
a) M iddle Ring Road w it h 2-Bridge 4.50 4.50

Const ruct ion (km .)
b) Road Opening Project s in Brygs. 2.00 2.043
Tinagacan, Apopong, Cit y Height s
(km .)
100% of Drainage Const ruct ion of Drainage and 49.18 km . of m ajor drainage/ f loodw ays const ruct ed
M ast erplan Floodw ays 24.20 km . 24.98 km
im plem ent ed 8.45 11.13 4.62 12.25 6.56 6.17
100% of congested intersections wit hout traffic

Traffic M anagement Program
signalization system deployed with traffic enf orcers
City Transport Enf orcement 100% plans/ policies recommended/ coordinated
Services Program
Formulation of Comprehensive 1 Code
Improved road Transportat ion Code
safety & reduced
Traffic Signalization System with 12 Systems installed
traffic congestion Int ersection Reconfiguration
12
6 4 2
Asphalt Overlay w it h Pavem ent regular overlay w it h asphalt w it h pavem ent m arkings f or
Markings road/ t raf f ic m aint enance
Est ablishm ent of a new FS f or t erm inal Int egrat ed Transport
Int egrat ed Transport Term inal Term inal t hru PPP

TEN POINT AGEN DA COM PREHEN SIVE DEVELOPM EN T PLAN 2 017-20 22
OUTCOM E PPAs ELA 201 7-2019 ELA 2 020 - 2022

IN DICATORS
2017 2018 2019 2020 2 021 2022
Potable Water Syst em Projects,

Construction: (Prk Changco II
Baw ing, Prk Reformville
Calum pang, FVR Village Fatima,
Kidam Olym pog, Prk 12
Batom elong, Prk 3, Tucanop &
Ensure t hat 100% of t he population have access to safe and pot able w ater
Biscayda Olympog, Prk 2,7,11
Katangaw an)
Repair/ Rehabilitat ion:
( Tribal Village Siguel, Prk
Bantilan Sinaw al, Prk 5 Sansapan
and Prk 4 Abt ois Upper Labay)
100% HHs have
access to safe and ( Tribal Village Siguel, Prk To reduce num ber of households w ithout To reduce number of households w ithout
pot able w ater Bantilan Sinaw al, Prk 5 Sansapan 4 Projects 6 Project s 3 Projects 2 Projects
Pot able Wat er Syst em Projects To reduce number of schools and governm ent To reduce number of schools and government
–Schools and Gov’t Facilities. 4 Projects 1 Project
Provision of Potable Water 100%
To develop possible source of potable w ater To develop possible source of potable w ater
Spring Development in f ar flung
in f ar flung areas such as springs and lakes in f ar flung areas such as springs and lakes
Purok, Calf ungal Siguel
1 Project 1 Project 1 Project
To capacit ate RWSAs in handling the operation
To provide RWSAs trainings/ w orkshops f or
Support to Rural Waterw orks and
t echnical, f inancial and management
Sanitation Association
capabilities
100%

TEN POINT AGENDA OUTCOM E ELA 2017-2019 ELA 2020 - 2022
PPAs
INDICATORS
2017 2018 2019 2020 2021 2022
To increase city streetlightings by 100% from 242 or 44% to 552 or 66%

Electrification and Streetlightings Project at
General Santos City (w ithin the City) To construct 2 projects
1 Proj. 1 Proj. 0 0 0 0
To increase city streetlightings by 100% from 242 or 34% to 552 or 66%
Barangay Electrification(w ithin Barangays) To construct 3 projects To construct 3 projects
1 Proj. 1 Proj. 1 Proj. 1 Proj. 1 Proj. 1 Proj.
To improved/ enhanced the existing electrical system in Carlos P. Garcia Park

Upgrading of Electrical System @ Carlos P.
To construct of 1 project
Garcia Park, GSC
100% City Street lighted 1 Proj.
To improved/ enhanced the existing electrical system and Transportation Systems

Pow er Supply System(Provision of lighting
To construct of 3 projects To construct of 3 projects
facility-Electrification System)
1 Proj. 1 Proj. 1 Proj. 1 Proj. 1 Proj. 1 Proj.
Increase City Street lighted and well-maintained

Electrification and Streetlights at General
Santos City(20.50 km project along To construct 1 project
Diversion from Barangay Katangawan
Highway to Airport; Both sides of road will
1 Proj.
be covered). DPW H Funded

Chapter 9
INSTITUTIONAL DEVELOPM ENT PLAN

(Good Governance and Bankability)
This sectoral development plan aims to improve governance and institutional capacity of the
LGU in public service. It will pave the w ay to excellent customer service to its constituent s
w hich w ill contribute to enhanced quality of life in the city.
Transparency and accountability of the bureaucracy w ill be pursued and people participation
w ill be improved. This plan also aims to improve revenue generation for LGU financial
sustainability in the implementation of development programs/ projects/ activities (PPAs) for
the w elfare of the citizens.
FIVE LIVABILITY PRINCIPLES FOR INSTITUTIONAL DEVELOPM ENT
1. The poor, marginalized, and vulnerable sectors especially the children are priorities
in local policy development and in planning and PPA implementation;
2. Each PPA design shall contribute to the ultimate att ainment of any or all of the
seven (7) characteristics of a livable city as envisioned in Chapter 2 (safe, people-
friendly, accessible, affordable, green, culture-rich and w orld class);
3. M ainstreaming of the 7 characteristics of a livable city w ill be a major

consideration in PPA prioritization in the General Santos City Local Development
and Investment Program (GSC-LDIP). PPA Profiles and shall be one of the indicators
in monitoring and evaluation;
4. Responsive and delightful customer service will be the norm, not the exception;
and
5. People participation in governance will be maximized through membership in Local

Special Bodies of the different NGOs/ POs/ PS as w ell as through various
government consultations, bulletins, fora and the internet.
TEN POINT AGENDA GOALS FOR INSTITUTIONAL DEVELOPM ENT:
Agenda 1. Ensure a w ell-run, honest , inclusive and part icipative government ;
Agenda 2. Achieve excellence in t ransparency and account abilit y in government processes;
Agenda 3. Realize revenue grow t h and sound management of financial resources;
Agenda 4. Increase infrast ruct ure spending t hrough public-privat e part nership
inimplementing development project s;
SECTORAL GOALS FOR INSTITUTIONAL DEVELOPM ENT
1. To ensure strong commitment to genuine public service with uncompromised

integrity;
2. To pass and regularly update development legislations;
3. To fully computerize applicable government processes for easy and fast customer
service;
4. To ensure LGU full compliance to the anti-red tape law and all national government
assessment tools;

processes for economical and efficient delivery of effective basic services to
6. To promote sustainable development through greater public participation and

gender equality in PPA implementation;
7. To promote w ider public participation in updating and monitoring and evaluation

of development plans through the city w ebsite and the barangay development
councils;
8. To develop a team of committed and public service minded government officials

and employees that w ould continuously improve governance for the greater good
of the public;
9. To recruit, train, empow er and deploy a professional, proactive, gender sensitive, IT

10. To provide adequate, safe, healthy, gender responsive, w ell equipped and
customer friendly w orkplaces.
M AJOR STRATEGIES
GOOD GOVERNANCE and BANKABILITY strategies w ill be utilized in implementing the

institutional development plan. This w ill provide responsive and inclusive policies, prudent
legislation and uniform implementation of existing rules and regulations to ensure excellent
customer service.
Improvement of government capacity to be financially self-sustaining will enable the city to

deliver basic services and implement sustainable development programs, projects and
activities. This entails development and implementation of sustained revenue generation
measures and prudent resource allocation and utilization. Transparency to encourage public
participation and integrity and accountability in quality management of government affairs
w ill promote sustainable development.
GOOD GOVERNANCE strategy w ill be applied in four (4) performance areas as follow s:
Development Administration, Transparency & Accountability, People Participation and
Organization and M anagement.
BANKABILITY strategy w ill be applied in three (3) performance areas as follow s: Revenue
Generation, Revenue Allocation and Utilization and Financial Accountability.
9.1 Development Administration
9.1.1 M ajor Goals for Development Administration:
1. To develop and implement PPAs that contribute to t he full attainment of the city
vision of “ Livable GenSan 2040” ;
2. To promote sustainable development and gender equality in the process of crafting

responsive and timely plans and legislations;
3. To see to it that legislations, development plans, programs, projects and executive

priorities are implemented effectively and efficiently as planned;
4. To provide responsive and timely support services to enable frontline LGU

departments to achieve the w elfare goals for the const ituents; and

5. To establish and maintain cust omer-friendly, gender sensitive, safe and hazard free
w orkplaces that is w ell-equipped with adequate and appropriate IT facilities.
9.1.2 Specific Objectives for Development Administration:
1. To pass/ update/ publish development legislations such as but not limited to:
Environment Code, Revenue Code, Local Investment Incentive Code, Gender and
Development Code, Code of General Ordinances and Zoning Ordinance;
2. To pass 100% of required development legislations on time;
3. To fast track completion & submission of the 2017-2025 Comprehensive Land Use
Plan for HLURB approval and subsequent updating every five (5) years thereafter;
4. To make legislations readily accessible to the public and the bureaucracy through
the Sangguniang Panlungsod (SP) w ebsite for proper observance and
implementation;
5. To regularly update the local population and development data using geographical
information system (GIS) technology as basis in development planning and PPA
development and implementation;
6. To harness the pow er of Information and Communications Technology (ICT) as a

cost-effective and convenient means to build up a corporate image and instill
professionalism to enhance customer satisfaction;
7. To conduct annual assessment of the PPAs and make adjustments as necessary

through the PPA Profiles to achieve the TEN-POINT AGENDA expected outcomes
and present the same during the Annual LGU Planning Conference;
8. To ensure that quality goods and services required to deliver services are procured
and delivered as scheduled in the approved PPM Ps; and
9. To increase the aw areness level of the constituents of the 26 barangays on their

legal rights and obligations.
9.1.3 M ajor Targets for Development Administration:
1. Comprehensive Land Use Plan and Zoning Ordinance approved by SP and the
Housing and Land Use Regulatory Board;
2. Updated development plans and Investment Programs (CDP/ ELA/ LDIP and AIP
adopted by the City Development Council (CDC) and approved by the SP;
3. Community Service Information System (CSIS) based on CityCen 2018 maintained

and updated as development planning data base; and
4. 100% of policy recommendations/ project development documents for special

projects prepared and submitted.
9.1.4 M ajor Programs/ Projects/ Activities for Development Administration:
1. Policy Development
2. LGU Computerization Program
3. Finalization of 2017-2025 CLUDP/ Zoning Ordinance
4. City Census 2018
5. Geographical Information System (GIS) Data Collection and Systems Enhancement

Project

6. Pillars of Justice Program
7. Barangay Justice Series Program
9.1.5 Strategies for Development Administration:
1. Fully computerize applicable government processes for easy and fast customer
service;
2. ISO compliant processes facilitate fast, efficient and effective customer services of
various departments;
3. 26 barangays w ith operational Barangay Clearance System emanating from the

city census database;
4. One updated city project implementation performance billboard published in city

w ebsite for the w idest reach possible to promote democratic governance;
5. Tw enty tw o (22) in-house developed system softw ares utilized for efficiency of city
department operations;
6. Official domain of the city (gensantos.gov.ph) utilized in all e-mail correspondence

to instill professionalism and promote collaboration through the use of related ICT
applications;
7. 100% of pleadings/ memoranda briefs prepared, served and filed upon receipt of
court or Administrative Board Order w ithin allow able time;
8. 100% of queries for opinion/ comment/ legal advice are rendered/ answ ered within
5 days from receipt;
9. 100% of w alk-in customers and CSWDO evaluated cases for modified social
services are provided w ith legal advice/ assistance;
10. 100% violations of existing local rules and regulations are prosecuted w ithin
allow able period;
11. 100% of NSFs/ dishonored checks collected as payment of government taxes

through personal checks;
12. 100% of business establishments padlocked for non-compliance to business

permits requirements; and
13. Procurement M anagement System (database) established and maintained.
9.2 Transparency and Accountability
9.2.1 Goals for Transparency and Accountability:

processes for efficient and economical delivery of effective basic services to
2. To increase the NGO/ PO/ PS membership in local special bodies (LSBs) to enhance
people participation in development; and
3. To regularly inform the public about LGU policies and plans including the status of
implementation of various development plans and PPAs.

9.2.2 Specific Objectives for Transparency and Accountability:
1. To conduct continuing studies and consultations necessary to develop legislations

and major development PPAs for more effective project implementation;
2. To regularly update applicable development plans such as the CDP/ ELA and
/ LDIP/ AIP to incorporate community feedbacks as needed;
3. To conduct annual CDP/ ELA review of accomplishments and impact evaluation

every 3 years;
4. To harness the pow er of ICT as a cost -effective and convenient means to promote
openness and transparency; and
5. To review existing LGU management structure and systems to establish w ell-

defined roles for transparent and efficient processes and achieve ISO-compliance to
improve customer satisfaction in all LGU transactions.
9.2.3 M ajor Targets for Transparency and Accountability:
1. One Strategic Audit Plan (2017-2019) approved by SP;
2. M anagement and Value for M oney Audit;
3. One operational Project M onitoring Committee ensuring efficient and effective

project implementation at the city level; and
4. 26 operational Barangay Project M onitoring Committees ensuring efficient and

effective projectimplementation at the barangay level.
9.2.4 M ajor Programs/ Projects/ Activities for Transparency and Accountability:
1. Formulation of Strategic Audit Plan
2. M anagement audit of ten priority agenda
3. Value for money audit of ten priority agenda
4. M onitoring and Evaluation System
9.2.5 Strategies for Transparency and Accountability:
1. Invite accredited CSOs/ POs/ PS and w omen and children groups in public hearings
on development concerns;
2. Constitute CDC, DRRM C, LSB, LHB in accordance w ith existing rules and regulations;
and
3. Widely disseminate/ post on the city w ebsite discussions on development issues

and consider these in policy development, legislation and PPA design and
implementation.
9.3 Public Participation
9.3.1 Goal for Public Participat ion:
1. To encourage greater public participation in the process of crafting responsive and

timely plans and legislations;
2. To in the development control process to put in place adequate mitigation

measures; and

3. CSOs/ POs/ PS, w omen and children actively participate in development initiatives
through membership in the local special bodies in accordance to existing rules and
regulations.
9.3.2 Specific Objectives for Public Part icipation:
1. To reorganize the CDC w ith at least 1/ 4 of the fully constituted body composed of
CSOs/ POs/ PS;
2. Increase w omen participation in LSBs to at least 40% (or as may be practicable) of

the fully constituted bodies; and
3. Public hearings on development concerns are participated by at least 50% of SP

accredited CSOs/ POs/ PS and w omen and children groups.
9.3.3 M ajor Targets for Public Part icipation:
1. At least 14 CSOs/ POs/ PS representatives appointed to the CDC; and
2. At least 30% w omen members to the CDC.
9.3.4 M ajor Programs/ Projects/ Activities for Public Participation:
1. Development of policy papers and technical studies – This is to provide technical

support, secretariat services and coordination in the development of programs and
project development. Total PPA Cost - 7,964,343.52
2. Support to National Government Agencies (NGAS) – This include support t o National

Commission on Elections (COM ELEC) AND National Commission on M uslim Filipino
(NCM F). Total PPA Cost - 6,980,334.51
3. Support to Liga ng mga barangay – This serves as a forum of the barangays in order
to forge linkages w ith government and non-government.
Total PPA Cost - 7,400,000.00
9.3.5 Strategies for Public Participation:
1. Encourage children's organizations to be represented at least in the CDC
2. Annual Investment Programs approved by the Sangguniang Panlungsod (SP) before

budget call; and
3. Comprehensive Development Plan/ Comprehensive Land Use Plan/ City

Development Strategies/ Executive and Legislative Agenda and ot her needed
legislations and Codes approved by SP.
9.4 Organization and M anagement
9.4.1 Goals for Organization and M anagement:
1. To develop uncompromised integrity and competence of the bureaucracy to deliver

the best inclusive, efficient, effective and genuine public services for the w elfare of
all the citizens especially the population in need;
2. To strengthen a team of highly disciplined, committed, professionalized,

competent, proactive, responsible, gender-sensitive and public service minded
government officials and employees to continuously improve governance for the
greater good of the public;

3. To institutionalize total quality service and gender equality to ensure responsive
service and eliminate incidence of abuse/ exploitation in all local government
offices;
4. To regularly update and disseminate the Citizen Charter to comply w ith the anti-red
tape law and all national government assessment tools for LGUs; and
5. To achieve the organizational vision of a learning organization delivering total

quality service that delights its customers.
9.4.2 Specific Objectives for Organization and M anagement:
1. To decrease proportion of vacancies to plantilla positions from 16% t o 15%;
2. To decrease ratio of JO w orkers over plantilla position holders from 125% to 50%;
3. To provide at least 8 hours development intervention to 100% employees;
4. To review and recommend improvements on the organizational structures of 18

departments;
5. To embed and continually improve the on-line recruitment and selection

mechanism of applicants from 5% to 10%; and
6. 100% employees w ith ATM ID.
9.4.3 M ajor Targets for Organization and M anagement:
1. Annual filling-up of funded vacant positions to achieve at least 15% ratio of funded
vacant positions over-filled positions by 2022;
2. Annual decrease in number of hired JOs for a total of 75% by 2022;
3. 100% employees provided at least 8 hours development intervention annually;
4. Average of 3 department organizational structures review ed annually;
5. PRIM E -HRM ACCREDITATION;
6. Anti-Red Tape (ARTA) Recognition; and
7. Investors in People (IIP) Aw ardee.
9.4.4 M ajor Programs/ Projects/ Activities for Organization and M anagement:
1. Policy development on Organizational Structure
2. Succession M anagement Program (Program on Cross Posting / Job Rotation/

Onboarding)
3. HR Plan Implementation
4. Appointment, Selection and Restructuring Program
5. Employee Auto Savings Program
6. Employee ID & ATM Combo
7. Government Fund Facility for Employee Loans Program
8. Welfare and Discipline Program
9.4.5 Strategies for Organization and M anagement:
1. Recruit, train, empow er and deploy a professional, proactive, gender sensitive, IT


2. Provide adequate, safe, healthy, gender responsive, w ell equipped and customer
friendly w orkplaces
3. Promote w ider public participation in updating and monitoring and evaluation of

development plans through the city w ebsite and the barangay development
councils;
4. Pass and regularly update development legislations;
5. Fully computerize applicable government processes for easy and fast customer
service; and
6. Provide adequate, safe, healthy, gender responsive, w ell equipped and customer
friendly w orkplaces.
9.5 REVENUE GENERATION
9.5.1 Goal
To transform General Santos City into a financially sustainable LGU deriving 50% of its
income from local resources.
9.5.2 Specific Objectives:
1. To increase local revenues to 45% thereby decrease IRA dependence to 41.14% by

2019;
2. To enhance public-private partnership to contribute to increased local revenues;
3. To provide a bigger and better harmonious w ork place and enhance the grow th and
development of personnel in an income generating office in the pursuit of
excellence in public service;
4. To be able to formulate a Comprehensive Revenue Generation Plan w hich contains

all strategies to undertake in order to realize and collect the annual estimated
revenues w hich includes revision of the Revenue Code;
5. To be able to undertake a general revision of real property assessments and

classification for an effective and efficient real property administration w hich
aimed to increase the city’s revenue; and
6. To provide resources for the implementation of a computerized revenue

assessment and collection system.
9.5.3 M ajor Targets:
1. Presence of Comprehensive Revenue Generation Plan by 2017;
2. Presence of Annual Revenue Generation Plan;
3. Revised Revenue Code by 2017;
4. Approval of the revised assessment and property classification by CY 2017 to take

effect on the same year;
5. Improvement of City Treasurer’s Office and City Assessor’s;
6. At least 20% increase in revenue per capital for every year, reaching P1,668.62 per
capita by 2019;
7. Real Property Assessment Statistical Reports submitted monthly;

8. 5% increase in Real Property Tax by Instituting civil remedies to delinquent real
property taxpayers; and
9. 100% implementation of funded programs and project s.
9.5.4 M ajor Programs/ Projects/ Activities:
1. Comprehensive Revenue Generation Plan
9.5.5 Strategies:
1. Prepare/ review/ update relevant economic legislations;
2. Implement updated Zoning Ordinance;
3. Consider the privatization of Economic Enterprise;
4. Explore possibility of bank payments for more efficient customer service;
5. Undertake business tax mapping;
6. Enhance tax education and information campaign w ith the help of the barangays;
7. Undertake full cost accounting of all LEE’s.
8. Review economic enterprise revenue codes/ ordinances; and
9. Ensure that all law s and policies governing the appraisal and assessment of real
properties for taxation purposes are properly executed.
9.6 Revenue Allocation and Utilization
9.6.1 Goal:
Ensure developmental allocation of resources by increasing per capita expenditures for the
greater benefit of the public.
9.7 Financial Accountability
9.7.1 Goals:
 To improve fiscal management to promote fast, efficient and effective delivery of

quality services for development; and
 To ensure transparency and accountability in the collection, disbursement and

utilization of LGU finances.
9.7.2 Specific Objectives:
1. To increase effectiveness of tax enhancement measures through computerization ;
2. To increase the predictability in the availability of cash for commitment of

expenditures through an updated cash flow ;
3. To increase value for money and controls in procurem ent through cost accounting;
4. To undertake 100% timely and regular accounts reconciliation;
5. To facilitate 100% compliance w ith audit recommendations;
6. To ensure that 100% of COA disallow ances are settled on time; and
7. To ensure that there are no adverse COA audit findings on both the quality and
timeliness of the regular financial reports and annual financial statements.

9.7.3 Strategies
1. Strictly implement the 30-day rule for liquidation;
2. Implement sanctions for delays in liquidation;
3. Update Cash Flow Forecast to ensure predictability and control of budget

execution;
4. Orient concerned implementing department/ agencies on the utilization of fund

allocation and regular review / evaluation of city financial/ project implementation
scheme.
5. To increase effectiveness of tax enhancement measures through computerization ;
6. To increase the predictability in the availability of cash for commitment of

expenditures through an updated cash flow ;
7. To increase value for money and controls in procurem ent through cost accounting;
8. To undertake 100% timely and regular accounts reconciliation;
Expected Outcomes of the Institutional Development Plan w ill be the results of the
deliverables of the various LGU departments. These w ill be measured every semester or
annually as the Performance M easurement Team (PM T) recommends to the Chief Executive
based on department performance. The deliverables in the long medium and short terms are
show n in the follow ing tables:
Table 9.8.1 Outcome and Success Indicators for Institutional Development by Planning Period, Gen.
Santos City, 2017 – 2022

COM PREHENSIVE LAND USE AND DEVELOPM ENT PLAN 2017 - 2025
TEN POINT AGENDA SECTORAL DEVELOPM ENT PLANS 2017-2022
PPA
OUTCOM E INDICATORS ELA 2017-2019 ELA 2020 - 2022
2017 2018 2019 2020 2021 2022
Development Administration
100 % computers / n etwork ba ckbo ne mai nta ined a nd networ k cabl in g instal l ed
10 0% computer s / network b ackb one mai nta ined and 100% co mp uters / netwo rk backbo ne main tai ned a nd
network cabl ing i nstal led netwo rk cab li ng i nstall ed
COM PUTER HARDW ARE AND

SOFTW ARE M ANAGEM ENT 1 00% computer s / 10 0% computer s / 10 0% computer s / 100 % computers / 100% co mputers / 100% co mp uters /
n etwork ba ckbo ne n etwo rk backbo ne netwo rk backbon e networ k backbon e networ k backbone networ k backbone
main tai ned an d ma intai ned an d mai ntai ned and mai ntain ed and mai ntain ed and mai nta ined and
Full computerization of networ k cabl in g network cabl ing network cabl ing n etwo rk ca bli ng netwo rk ca bli ng networ k cab li ng
instal led i nstal led i nstal led i nstal led i nstall ed in stall ed
governm ent processes
for m ore ef fective, 10 systems a ssessed d evelop ed and i mplemented
eff icient and cust om er
10 systems assessed develo ped and i mpl emented 10 systems assessed devel oped and imp lemented
f riendly t ransact ions
SYSTEM DEVELOPM ENT
(clear syst ems and 10 systems 10 systems 10 systems 10 systems 10 systems 10 systems
AND/ OR IM PLEM ENTATION
assessed assessed a ssessed assessed assessed assessed
policies)
d evelop ed and devel oped and devel oped a nd devel oped a nd devel oped an d develo ped an d
impl emented impl emen ted impl emented i mpl emented i mplemented i mplemented
COM PUTERIZATION 100% i ncr ese i n prod uctivity rate

PROGRAM (CTO, 100 % i ncr ese i n pro ducti vity ra te 100% in crese i n p rod uctivi ty rate
ACCOUNTING, ASSESSOR, 100% i ncrese i n
BUDGET, BPLD) pr oducti vi ty r ate
PROCUREM ENT OF 1 gener ator set

GENERATOR SET pro cur ed
10 0% tra ini ng desi gn impl emented

1 00% tr ain ing d esi gn i mp lemented 100 % tra ini ng design impl emen ted
PILLARS OF JUSTICE
PROGRAM 10 0% tra ini ng 100 % trai ni ng 100% trai ni ng 100% trai ni ng 100% tr ai nin g 1 00% tr ai ning
design desi gn d esi gn d esi gn desi gn desi gn
Im m ediate resolution of
10 0% tra ini ng desi gn impl emented
all Admin Board Cases
1 00% tr ain ing d esi gn i mp lemented 100 % tra ini ng design impl emen ted
BARANGAY JUSTICE SERIES
PROGRAM 10 0% tra ini ng 100 % trai ni ng 100% trai ni ng 100% trai ni ng 100% tr ai nin g 1 00% tr ai ning
design desi gn d esi gn d esi gn desi gn desi gn

PPA
2017 2018 2019 2020 2021 2022
1 CLUDP/ ZO rati fi ed
FINALIZATION OF 2017-2025
1 CLUDP/ ZO ratified
CLUDP/ ZONING ORDINANCE
1 CLUDP/ ZO
rati fi ed
100% updated l ocal data on the local devel opment indicators down to purok level
100% updated local data on the local devel opment

indicators down to purok level
Local development plans CITY CENSUS 2018 100% updated 100% updated 100% updated
are updat ed in a l ocal data on the local data on the l ocal data on the
participatory manner l ocal development l ocal development local devel opment
and duly approved by indicator s down i ndi cators down indicators down
to purok l evel to pur ok level to purok l evel
relevant governm ent
institut ions 100% Hazar d, Infr astructure and Faci li ti es M aps and data updated/ gener ated
100% Hazard, Infrastr ucture and Faci li ties M aps and data
GEOGRAPHICAL updated/ gener ated
INFORM ATION SYSTEM (GIS)
DATA COLLECTION AND
100% Hazard, 100% Hazard, 100% Hazar d,
SYSTEM S ENHANCEM ENT
Infrastr ucture and Infr astructur e and Infrastr ucture and
PROJECT
Faci li ti es M aps Facil iti es M aps Faci li ties M aps
and data updated/ and data updated/ and data updated/
generated gener ated generated
20 camer as / 65
computer s
Web-based LGU r ecordi ng 24/ 7
INTERNET PROTOCOL (IP)
Perf orm ance Billboard ready for playback
SURVEILLANCE & NETW ORK
/ inter connected
and Feedback Sit es are SYSTEM
for fil e and
visit ed by at least 15% of resour ce shari ng
city population
30 pr ojects acqui red

FURNISHING/ IM PROVEM ENT
OF LEGISLATIVE BUILDING & 15 projects acqui red 15 proj ects acquir ed
PROVISION OF LOGISTICS
All departm ents strict ly 5 proj ects 5 pr oj ects 5 proj ects 5 pr oj ects 5 projects 5 proj ects
SUPPORT
observe provisions of acqui red acquir ed acqui red acqui red acqui red acqui red
the RA 9485 or anti red 1 record center /
t ape act of 2007 CONSTRUCTION OF RECORD
archive bldg
CENTER / ARCHIVE BUILDING
m easured by at least constructed
90% rating on LGU
100% offi ce renovated
services sat isfaction
survey RENOVATION/ IM PROVEM ENT
100% office r enovated 100% offi ce r enovated
OF THE OFFICE OF THE
SANGGUNIANG PANLUNGSOD
100% offi ce 100% office 100% offi ce 100% office
renovated r enovated renovated r enovated

PPA
2017 2018 2019 2020 2021 2022
TRANSPARENCY AND ACCOUNTABILITY
12 OD Plan impl emented (Staggered Implementati on-posi ti ons created)
PROFESSIONALIZING THE 6 OD Pl an impl emented 6 OD Plan impl emented

INTERNAL AUDIT SERVICES
2 OD Pl an 2 OD Plan 2 OD Pl an 2 OD Plan 2 OD Pl an 2 OD Pl an
impl emented i mplemented impl emented i mplemented impl emented i mplemented
2 Strategi c Audi t Pl anni ng formul ated and submi tted to SP for approval 1 week after LCE's approval
1 Strategi c Audi t Pl anni ng (2017-2019) formulated and 1 Strategic Audit Planning (2020-2022) formul ated and
submitted to SP for approval 1 week after LCE's approval submi tted to SP for approval 1 week after LCE's approval
FORM ULATION OF STRATEGIC 1 Strategic Audi t

1 Strategi c Audi t
AUDIT PLAN (2017-2019) Planning (2017-
Planni ng (2017-
2019) formul ated
2019) formul ated
and submi tted to
Organizati onal and submitted to
SP for approval 1
devel opment impl emented SP for approval 1
week after LCE's
to professi onal i ze and raise week after LCE's
approval
the moral e of government approval
servi ce providers for the
best customer service 100% Internal Audit Reports submitted to the City M ayor
deli very
100% Internal Audi t Reports submi tted to the Ci ty M ayor 100% Internal Audit Reports submi tted to the Ci ty M ayor
M ANAGEM ENT AUDIT OF TEN
PRIORITY AGENDA
100% Internal 100% Internal 100% Internal 100% Internal 100% Internal 100% Internal
Audi t Reports Audit Reports Audi t Reports Audi t Reports Audit Reports Audi t Reports
submi tted to the submitted to the submi tted to the submitted to the submi tted to the submi tted to the
Ci ty M ayor City Mayor Ci ty M ayor City M ayor Ci ty M ayor City M ayor
100% Internal Audit Reports submitted to the City M ayor
100% Internal Audi t Reports submi tted to the Ci ty M ayor 100% Internal Audit Reports submi tted to the Ci ty M ayor
VALUE FOR M ONEY AUDIT OF
TEN PRIORITY AGENDA 100% Internal 100% Internal 100% Internal 100% Internal 100% Internal 100% Internal
Audi t Reports Audit Reports Audi t Reports Audi t Reports Audit Reports Audi t Reports
submi tted to the submitted to the submi tted to the submitted to the submi tted to the submi tted to the
Ci ty M ayor City Mayor Ci ty M ayor City M ayor Ci ty M ayor City M ayor
100% processes and empl oyee productivity improved

Web-based LGU
Performance Billboard 100% processes and empl oyee producti vi ty i mproved
and Feedback Sites are CITY CHRONICLES ON TV
100% processes 100% processes 100% processes
visited by at least 15% of
and employee and empl oyee and employee
city population
productivi ty producti vity productivi ty
improved i mproved improved

Chapter 10
FINANCING THE PLAN
This Comprehensive Development Plan named as the TEN POINT AGENDA 2017-2022 aims to
develop the city tow ards the attainment of the vision of “ LIVABLE GENSAN 2040” . To
achieve the plan, the Local Development Investment Program (LDIP) w as prepared by the
different LGU departments and the CDC Working Committees. This document w ill serve as
the link betw een the plan and the budget to ensure the plan implementation.
Annually, the LDIP will be updated as the Annual Investment Program (AIP) is sliced out of
the 6-year plan. The LDIP w ill also be adjusted based on the accomplishments and the
development conditions obtaining each year.
The total fund requirement for the plan implementation is P11.5 B as show n in Table---. The
same table also show s that economic development is the priority for investments in the next
six (6) years follow ed by social development, environmental management and institutional
development.
Table 10.1.1 Summary of Programs/ Projects/ Activities by Sector/ Performance Area and
Estimated Cost, General Santos City, 2017-2022.
ESTIM ATED COST

SECTOR/ PERFORM ANCE AREA % SHARE TO
2 01 7 20 18 2 019 20 20 2 02 1 20 22 TO TAL
TOTAL
SOCIAL DEVELOPM ENT - LIVABILITY 906,613,443.85 1,093,302,834.01 2,275,698,195.04 797,703,023.82 617,971,706.43 591,358,451.96 6,282,647,655.10 48.59%
Education 19 2,7 11 ,50 0.2 0 345 ,93 0,2 76 .94 1 40,913 ,43 5.0 0 11 7,8 05,5 03 .00 1 18 ,86 9,5 58.00 10 2,5 01 ,71 7.0 0 1,0 18 ,731 ,99 0.1 4 7.8 8%
Healt h and Nut rit ion 23 3,9 14 ,35 5.4 0 56 ,63 1,7 90 .94 79,436 ,14 9.1 3 6 2,2 61,378 .95 84 ,16 1,6 54.74 6 6,4 16 ,98 5.6 9 5 82,822 ,31 4.8 6 4.5 1%
Housing and Basic Ut ilit ies 14 5,1 59 ,00 0.0 0 87 ,40 0,0 00 .00 94,730 ,00 0.0 0 9 4,6 53,000 .00 85 ,31 5,3 00.00 9 0,5 06 ,83 0.0 0 5 97,764 ,13 0.0 0 4.6 2%
Pe ace and Order and Disast e r Risk Re duction M anagem e nt 18 4,9 33 ,10 7.1 3 455 ,82 7,1 63 .13 1,8 29,626 ,08 6.5 1 45 0,1 17,8 05 .33 2 53 ,80 5,2 05.93 25 4,1 58 ,57 5.3 9 3,4 28 ,467 ,94 3.4 1 26 .52 %
Social W elfare and Deve lopm ent 14 9,8 95 ,48 1.1 2 147 ,51 3,6 03 .00 1 30,992 ,52 4.4 0 7 2,8 65,336 .54 75 ,81 9,9 87.75 7 7,7 74 ,34 3.8 8 6 54,861 ,27 6.6 9 5.0 6%
ENVIRONM ENTAL M ANAGEM ENT - LIVABILITY 39 9,6 67 ,46 5.3 9 73 ,90 4,8 17 .42 2 08,849 ,52 8.6 0 19 0,6 84,7 32 .40 91 ,81 4,1 41.68 11 7,5 48 ,67 8.6 1 1,0 82 ,469 ,36 4.1 0 8.3 7%
Coastal Resource M anagem e nt 1,2 38 ,53 0.5 4 1 ,48 6,2 36 .65 1,783 ,48 3.9 8 2,1 40,180 .77 2 ,56 8,2 16.93 3,0 81 ,86 0.3 1 12 ,29 8,50 9.1 8 0.1 0%
Fore st Ecosyst em 4,8 53 ,07 8.6 9 8 8,1 82 .58 960 ,21 9.2 0 1,1 52,262 .92 1 ,38 2,7 15.51 1,6 59 ,25 8.6 1 10 ,09 5,71 7.5 1 0.0 8%
Urban Ecosyst e m 39 2,6 97 ,10 5.3 8 72 ,24 2,2 15 .61 2 05,145 ,60 6.2 2 18 6,2 40,0 25 .79 86 ,48 0,4 93.73 11 1,1 48 ,30 1.0 8 1,0 53 ,953 ,74 7.8 1 8.1 5%
W at ershe d Ecosyst em 8 78 ,75 0.7 8 8 8,1 82 .58 960 ,21 9.2 0 1,1 52,262 .92 1 ,38 2,7 15.51 1,6 59 ,25 8.6 1 6,121 ,38 9.6 0 0.0 5%
ECONOM IC DEVELOPM ENT - COM PETITIVENESS 1 ,06 0,6 42 ,13 9.6 9 739 ,02 9,1 65 .69 9 10,587 ,28 8.3 4 84 0,0 51,9 62 .12 8 63 ,66 2,7 00.05 68 3,8 34 ,63 8.9 0 5,0 97 ,807 ,89 4.7 9 39.43%
Agricult ure/ Ve te rinary Se rvice s 12 8,7 83 ,87 5.2 8 234 ,93 9,9 76 .52 2 42,907 ,84 9.1 7 29 0,8 51,0 17 .95 5 24 ,08 1,7 30.38 39 8,8 17 ,53 6.1 8 1,8 20 ,381 ,98 5.4 8 14 .08 %
Ent reprene urship, Busine ss and Industry Prom ot ion 93 1,8 58 ,26 4.4 1 504 ,08 9,1 89 .17 6 67,679 ,43 9.1 7 54 9,2 00,9 44 .17 3 39 ,58 0,9 69.67 28 5,0 17 ,10 2.7 2 3,2 77 ,425 ,90 9.3 1 25 .35 %
INSTITUTIONAL DEVELOPM ENT - GOOD GOVERNANCE 9 0,2 50 ,39 4.6 3 136 ,59 0,3 23 .52 39,581 ,93 3.2 8 3 3,4 51,573 .54 30 ,50 1,3 22.71 2 6,9 47 ,28 2.9 9 3 57,322 ,83 0.6 7 2.7 6%
Deve lopme nt Adm inistrat ion 8 4,7 64 ,80 2.4 3 129 ,56 5,8 50 .00 30,069 ,43 5.0 0 2 3,2 75,378 .50 18 ,34 1,7 16.35 1 3,4 12 ,68 7.9 9 2 99,429 ,87 0.2 7 2.3 2%
Transpare ncy and Account abilit y 3,4 85 ,59 2.2 0 3 ,02 4,4 73 .52 3,512 ,49 8.2 8 2,1 76,195 .04 2 ,15 9,6 06.36 1,5 34 ,59 5.0 0 15 ,89 2,96 0.4 0 0.1 2%
Public Part icipation 2,0 00 ,00 0.0 0 4,0 00 ,00 0.0 0 6 ,00 0,0 00 .00 8,0 00 ,00 0.0 0 1 0,0 00 ,00 0.0 0 12 ,00 0,0 00 .00 4 2,0 00 ,00 0.0 0 0.3 2%
INSTITUTIONAL DEVELOPM ENT - BANKABILITY 50,113,120.00 11,268,552.00 10,306,607.20 11,754,667.92 12,371,734.71 13,597,708.18 109,412,390.02 0.85%
Re venue Ge ne rat ion 5 0,1 13 ,12 0.0 0 11 ,26 8,5 52 .00 10,306 ,60 7.2 0 1 1,7 54,667 .92 12 ,37 1,7 34.71 1 3,5 97 ,70 8.1 8 1 09,412 ,39 0.0 2 0.8 5%
TOTAL 2,507,286,563.56 2,054,095,692.64 3,445,023,552.46 1,873,645,959.80 1,616,321,605.58 1,433,286,760.64 12,929,660,134.68 100.00%
In terms of sources, the General Fund is the biggest source follow ed by the 20%
Development Fund (Table ---). The city also expects the National Government to provide
projects t o the tune of P1.6 billion over the next six (6) years.

Table 10.1.2 Summary of Programs/ Projects/ Activities by Source of Fund and Estimated
Cost, General Santos City 2017-2022.
ESTIM ATED COST

SOURCE OF FUND
2017 2018 2019 2020 2021 2022 TOTAL
GF- General Fund Proper 1,108,788,657.42 1,180,178,011.23 905,123,153.05 831,759,136.39 878,305,795.77 901,904,105.55 5,806,058,859.41
GF - LDF 20% of IRA 290,997,605.94 387,722,448.41 460,656,598.41 465,296,848.41 501,739,470.41 332,748,198.41 2,439,161,169.99
GF- 5% LDRRM F (70%) 46,500,000.00 51,500,000.00 34,500,000.00 80,000,000.00 80,000,000.00 79,900,000.00 372,400,000.00
SEF 181,547,300.20 135,048,933.00 129,742,753.00 105,622,753.00 105,523,533.00 87,931,089.00 745,416,361.20
NATIONAL FUND 851,153,000.00 299,646,300.00 1,915,001,048.00 390,967,222.00 50,752,806.40 30,803,367.68 3,538,323,744.08
TRUST FUND 15,300,000.00 15,300,000.00
M OTOR VEHICLE USER'S CHARGE (M VUC) 13,000,000.00 - - - - - 13,000,000.00
TOTAL 2,507,286,563.56 2,054,095,692.64 3,445,023,552.46 1,873,645,959.80 1,616,321,605.58 1,433,286,760.64 12,929,660,134.68
New Development Investment Financial Potential in Table – show s that the city is not able to
fund all the development PPAs needed to or f how it should enter into public private
partnerships utilizing the LGU P4 strategy to finance the needed development.
Table 10.1.3.New Development Investment Financial Potential, General Santos City, 2017 –
2022.
Y E A R
PARTICULARS
2016 2017 2018 2019 2020 2021 2022
1 Project ed Tot al
1,842,789,253.58 2,023,105,562.94 2,322,604,606.05 2,776,515,166.11 3,255,290,877.82 3,772,750,916.81 4,350,682,284.01
Revenues
Less:
2 Project ed M andat or y
1,062,302,948.82 1,250,907,737.63 1,355,233,454.96 1,473,833,734.78 1,560,282,306.81 1,651,721,697.92 1,749,194,612.31
Expendit ur es
2.1 Personal Services 643,786,992.55 695,369,379.02 764,906,316.92 841,396,948.61 883,466,796.04 927,640,135.85 974,022,142.64
2.2 M OOE (Operat ions) 229,980,240.25 287,583,035.32 301,962,187.09 317,060,296.44 332,913,311.26 349,558,976.83 367,036,925.67
2.3
Capit al Out lay (Office) 749,323.40 31,624,121.44 33,205,327.51 34,865,593.89 36,608,873.58 38,439,317.26 40,361,283.12
2.4 Debt Services 2,888,767.04 30,665,532.46 30,665,532.46 30,665,532.46 30,665,532.46 30,665,532.46 30,665,532.46
2.5 Ot her Cont ract ual
Obligt ions
(M andat ory Aid t o
Barangays,
104,073,980.39 111,556,433.00 117,132,954.65 122,988,302.38 129,136,417.50 135,591,938.37 142,370,235.29
Regist rat ion and
Insurance; and
Int er special Account
Transfers)
2.6 5% CDRRM Fund 80,823,645.19 94,109,236.39 107,361,136.33 126,857,061.00 147,491,375.96 169,825,797.15 194,738,493.13
3 New Development
Invest ment Financial
780,486,304.76 772,197,825.31 967,371,151.09 1,302,681,431.33 1,695,008,571.01 2,121,029,218.89 2,601,487,671.70
Pot ent ial (NDIF) =( 1.0
- 2.0)
4 Int ernal Revenue
1,194,841,430.00 1,350,715,700.00 1,485,787,270.00 1,634,365,997.00 1,797,802,596.70 1,977,582,856.37 2,175,341,142.01
Allot ment (IRA)
5 20% Local
Development Fund 238,968,286.00 270,143,140.00 297,157,454.00 326,873,199.40 359,560,519.34 395,516,571.27 435,068,228.40
(LDF20% of IRA)
6 LDF Com pliance Rat io
327% 286% 326% 399% 471% 536% 598%
(3.0/ 5.0)
Source: Cit y Budget Office

Chapter 11
CAPACITY DEVELOPM ENT PLAN
Capacity development for the LGU covers three (3) levels: the individual, the institutional and
systems or sector capacity. Efficiency and effectiveness of service delivery largely depends on
the degree of capacity improvement of each level.
The three (3) levels of capacity development are:
1. Individual level – refers to the set of know ledge/ skills/ values/ attitudes that w ere
developed/ acquired/ or to be developed by the employee to be applied in the
performance of the job and human relations w ithin t he organization. This capacity
greatly influences the effectiveness and quality of the individual outputs.
2. Institutional level/ capacity – includes three (3) areas:
a. w ork environment and motivation systems affecting the employee

performance;
b. organizational capacity or organization’s structure, w ork processes, tools and

equipment, supplies and materials, technology, internal communication and
physical facilities;
c. leadership and communication or the organization’s strategic directions and

the manner by w hich these are communicates to its internal and external
stakeholders.
3. Systems/ sector level of system/ sector capacity – the enabling external environment
w ithin w hich the organization operates. The organization needs to have the capacity
to seize the opportunities and be prepared for the challenges presented by its
external environment.
11.1 Social Development
11.1.1 Education
PRE-SCHOOL, ELEM ENTARY & HIGHSCHOOL EDUCATION
1. Teachers/ Capability building, production of instructional materials;
2. Human Resource Training & Development Including Teacher’s Training, Scholarship

& Fellow ship Grants and Capacity building for Non-Teaching Personnel;
3. Parents orientation on oral hygiene, proper tooth brushing and intensify the IECs
on schools;
4. Parents orientation on parental guidance and support to their in-school and out- of
school children;
5. Research & M aterials Development;
6. Capacitation of implementers on the use of LIKAY Droga M odule;
ALTERNATIVE LEARNING SYSTEM (ALS)
1. Literacy related events for OSCYA including reading, science fair, critical thinking
enrichment, and the like;

2. Develop Implementers ability in teaching Andragogy to learners;
3. Series of trainings on Financial Literacy for OSCYA and ALS Implementers;
4. Enhancement know ledge and skills of ALS implementers in conducting Advocacy

and Social M obilization through Community Immersion;
5. Capacitation on marketing strategies, both tactical and operational;
6. Capacity enhancement for Banka Eskw ela teacher specialists;
11.1.2 Health and Nutrition
1. Reporting System and Data M anagement
2. Annual allocation of budget for supplementary feeding of malnourished

preschoolers
3. Laboratory unit w ith blood chemistry test/ RHU
4. Presence of doctors in each RHU
5. Strengthen partnership w ith the private sect or
6. All health facilities as w ell as the Social Hygiene Clinic accredited by PHIC and DOH
7. Competency trainings as required by PHIC for accredit ation
8. Close coordination w ith PHIC to strengthen financial risk protection and generate
resources to improve public health service
9. Capacitate the RHUs on aftercare of mothers and infants w ith birth deficiencies
follow ing proper medications
10. Strengthen linkage to barangays to provide additional trained volunteer nutrition

w orkers and other resource requirements
11. Establish standard Social Hygiene Clinic
11.1.3 Housing and Basic Utilities
1. Training of technical personnel on database management
2. Training of Technical personnel on shelter planning
3. Training of survey enumerators
4. Upgrading of department’s organizational structure
11.1.4a Peace & Order and Public Safety
1. Conduct law enforcement seminars/ trainings for police officers;
2. Training on firefighting for new fire fighters;
3. Provision of funds for acquisition of lot area;
4. Budgetary allocation for lot requirement;
5. Provision of funds for slope protection and retrofit ting of GSC Jail;
6. Provision of funds t o construct additional prison cell;
7. Conduct intelligence w orkshop;

8. Conduct Narcotics Investigation Course (refresher course) for Law Enforcement
Agencies (LEAs)
9. Conduct seminar and dialogue w ith judges and fiscals;
10. Conduct drug aw areness orientation/ lecture/ symposium;
11. Activation and training of Barangay Anti-drug Abuse Council (BADAC) personnel;
12. Recruitment and training of rehab staff;
13. Conduct systematic training for effective parenting.
11.1.4b Disaster Risk Reduction & M anagement
1. Acquire additional ambulance, equipment and supplies for efficient service delivery
2. Purchase of appropriate PPEs for responders
3. Strengthen local EWs and disaster monitoring and dispatch systems
4. Enhance capacity building of CDRRM C and BDRRM C’S in DRR/ CCA
5. Strengthen capacity of responding and support agencies in the mechanism of DRR
6. Relocate population occupying danger zones to remove them from the risks of life
and property
7. Operate and maintain the DISASTER OPERATION CENTER
8. Enhance early w arning and alert system for natural and man-made emergencies
and disasters by providing end-to-end system of monitoring and dispatch
11.1.5 Sports and Recreation
1. Capability building for the management of the Sports Academy and Performing Arts
Academy
2. Provision of funds for the repair of sports facilities and installation of auxiliary
facilities
3. Conduct inventory and assessment of sports and recreational facilities as to safety
4. Conduct demolition of all Basketball Courts on the road right of w ays
5. Provision of additional funds for t he regular maintenance of city’s park
6. Provision of park signages displaying relevant information and regulations relating

to the use of t he parks
7. Provision of funds for the development of city parks
8. Provision of funds for the repair, improvement and maintenance of sports facilities
9. Provision of lots for parks w ith standard lot requirement in every barangays (500
sq.m. of park per 1,000 population)
10. Provision of funds for climate proofing of sports and recreational facilities
11.1.6 Social W elfare and Development
CHILD WELFARE
1. Orientation and Training of New Day Care Workers/ Child M inding Center Staff to
be Child Development Teachers (CDTs)
2. Orientation on Supplemental feeding, EYA Law and GSC Children’s' Code

3. Trainer's Training on Empow erment and Re-affirmation of Paternal Abilities
(ERPAT)
4. M obilization of VACDO in 26 barangays
WOM EN WELFARE
1. Creation of functional Steering committee for w omen
2. M obilization Project for Disadvantaged Women
3. Filling up of position of a regular M edico Legal Officer
4. Violence Against Women (VAW) Volunteer M obilization Project
PWD WELFARE
1. Educational Assistance and Sustainable Livelihood Project for PWD
2. M obilization of PWD Association
3. Advocacy Activities (NDPR Week Celebration, Stakeholders' Forum)
4. Accessibility Special Project (Vehicle stickers, Booklet)
5. Disaster Risk Reduction on Climate Change Adaptation (DRRCCA) Capability

Building
OLDER PERSON
1. Home care training for elderly
2. Implementation of RA 9994 Burial Assistance for elderly
3. M obilization of Senior Citizens Association
4. Leadership Training
5. Provision of Free M ovie booklets for Older Person
FAM ILY WELFARE
1. Provision of Limited M aterial & Financial Assistance for Individuals/ Families in

Crisis Situation
2. Educational and Livelihood assistance
3. M utual Aid Fund for M ortuary Assistance (M AFM A)
4. Skills Training/ BBM T
5. Implementation of FRAM E M overs Up Project
6. FRAM E "BantayKabanayugKomunidad" (BKK)
7. Leadership Training for FRAM E Leaders
8. M obilization of FRAM E PM G & SET Gs
11.2 Environmental M anagement
11.2.1 Forest Ecosystem
1. Skills Training for conservation and management
2. Training on environmental law s and values formation
3. Training on forest enforcement program

4. Training on techno-demo intrinsic/ organic farming
5. Continuous training and capacity development of technical personnel and

management capability building
6. Training on Climate Change and Adaptation
7. Strengthening of upland farmer's associations (IEC, farmer's training, community

organizing),
8. Training and Capacity Building of Technical Personnel on ISF
11.2.2 W atershed Ecosystem
2. Training on environmental law s
3. Enhanced training to raise the professional standard of tree management

personnel
4. Strengthening community organizing in the upland barangays;
6. Training of personnel on Urban Landscaping (indoor and outdoor), floriculture
11.2.3 Coastal Ecosystem
2. Training on environmental law s
3. Training on forest and coastal fishery enforcement program
4. Training on techno-demo on seaw eed farming
5. Training on values formation
6. Continuous training and capacity development of technical personnel
7. Strengthening community organizing in the upland and coastal barangays
11.2.4 Urban Ecosystem
AIR
1. Skills training on air quality management;
2. Training on environmental law s;
3. Training on values formation;
4. Continuous training and capacity development of technical personnel;
5. Research on law s and ordinances t hat can address issues and concerns on all
establishments/ industries that emit foul smell;
6. Training on Climate Change Adaptation;
WATER
1. Skills training on w ater and w astew ater quality management;
2. Increase collaboration activities betw een GSC Water District and city departments
relative to Septage M anagement ordinance;

3. Training on environmental law s;
4. Training on values formation;
5. Continuous training and capacity development of technical personnel;
6. Research on law s and ordinances t hat can address issues and concerns on all
establishments/ industries that emit foul smell;
7. Training on Climate Change Adaptation;
SOLID
1. Training for IEC and Enforcement;
2. Conduct of time and motion study;
3. Training on Community organizing/ value formation;
4. SWM training for barangay officials and purok leaders particularly the prohibited
acts of Ordinance No. 12, series of 2008;
5. Conduct enforcement training at purok level;
6. Technical training on landfill operation;
11.3 Economic Development
11.3.1 Agriculture/ Veterinary Services
1. Provision of inputs to the focus farmers, fisherfolks, farmw omen and farmyouth,
capability building activities through skills trainings/ Seminars;
2. Provision of additional budget regular programs.
3. Enhance capability building through techno-demo.
4. Re-organization of the City Fishery Law Enforcement Team (CFLET)
11.3.2 Entrepreneurship, Business and Industry Promotion
1. Installation of computerization programs/ system to offices that stirs economic

development. (e.g. City Treasurer’s Office, City Accounting’s Office, City Assessor’s
Office, City Budget Office and Business Permits and Licensing Division)
2. Continuous repair, rehabilitation and improvement of collection of the central

public market.
3. Clearing operations in areas affected by road-right-of-w ay and the implementation

of the zoning ordinance.
4. Conducts 39 events and increase tourist arrival of at least 5% every year.
5. Enrolls 45 community enterprises for 6 months under CITEM on product

development & marketing.
6. Transforms 45 associations into cooperatives and registers to CDA.
7. Organizes and registers 24 new cooperatives w ith 525 beneficiaries to CDA.
8. Develop 3 preliminary project studies on PPP.
9. Ranks 24 participating barangays according to competitiveness.

10. Conduct and participate to 36 exhibits and expositions w ith at least satisfactory
rating.
11. Completes 4 Stages in QM S implementation.
12. 15 new enterprises avails incentives.
11.3.3 Tourism
1. Stakeholder’s consultation (Tourism M aster Plan)
2. Education and Information Campaign on the TREs regarding the accreditation

standards of the DOT
3. Capacity building of TREs for t he development/ enhancement of t he city’s image as

the Tuna Capital of the Philippines and Home of the Champions
4. Capacity building on receptionist and information staff (Tourism Information

Center)
5. Orientation of TREs on green initiatives
6. Training to enhance skills of tourism w orkforce
7. Orientation of barangays concerned on the preservation, protection and

management of natural at tractions
8. Training on disaster preparedness
9. Training on Urban Development
11.3.4 Culture
1. Skills Training for conservation and management of heritage resources
2. Training on the management of museum
3. Training on cultural heritage mapping
4. Training on database management
5. Historical and cultural orientation
11.4 Infrastructure Development
11.4.1 Roads and Bridges
1. Funding allocation for yearly implementation of transportation projects should be

higher
2. Acquire new softw are to update the Road Database
11.4.2 Drainage and Flood Control
1. Training upgrades for Drainage Task Group
2. Procurement of updated drainage/ hydrology softw ares
11.4.3 Transportation and Traffic M anagement
1. Training on Road M anagement
2. Installation of a Road Crash Database M anagement System
3. Institutionalize Road Safety Audit

11.4.4 W ater Resources
1. Provide appropriate logistic requirements to reach w ater supply sources in far flung
barangays
2. Capacitate staff involved in the conduct of RWSA’s inventory yearly
3. Provide technical and financial inputs to RWSAs during training
4. Capacitate the Information Education Campaign (IEC) Team in the conduct of their
IEC in different barangays regarding the Rainw ater Harvesting Ordinance
11.4.5 Power Supply
1. Conduct of coordination meeting w ith SOCOTECO II
2. Enhancement of energy system responsive to climate change
3. Conduct massive information dissemination to all sectors to adopt energy

efficiency measure to reduce electricity demand grow th
4. Renew able Energy system
11.5 Institutional Development
11.5.1 Development Administration
1. Conduct of trainings for Legislative Staff on more effective drafting of

resolutions/ ordinance as w ell as legislative researches
2. Provide adequate operational funds for CPDO w riteshops and mobility for further
field validation of land uses
3. Enhance GIS capacity of CPDO (training, softw are and hardw are)
4. Provide adequate personnel, organizational structure and mobility to Land Use and
Zoning Administration Division of CPDO
5. Provide training on environmental impact evaluation of land uses, environmentally

critical projects and other urban development projects
6. Enhance monitoring and evaluation capacity of all LGU departments
7. Enhance planning capacity of all LGU departments as the technical arm for local
development planning
8. Strengthen CPDO monitoring and evaluation team and provide regular mobility
9. Train census team (enumerators, supervisors, barangay officials and encoders)
10. Train department program managers to utilize census data in planning and M & E
11. Training on preparation of logical framew ork for PPAs and M & E
11.5.2 Public Participation
1. Training on technology of participation
2. Training on feedbacking system
11.5.3 Transparency and Accountability
1. Professionalization of the internal audit service

2. Train CIAS personnel on the follow ing competencies : Generic, Technical/ Functional
& M anagerial/ Supervisory as prescribed by PGIAM Appendix B
3. Send CIAS staff to undergo training at the Institute of Internal Auditors w here they
can learn to practice in accordance w ith standards
4. LCE directive for all department heads to attend the strategic planning for uniform
understanding of CIAS' Audit strategy and function in t he LGU
11.5.4 Organization and M anagement
1. Re-Orientation on OD
2. Training of Personnel (technical/ administrative/ values formation/ code of

ethics/ ARTA)
3. Values Formation Workshop directed to Financial Literacy saving habits &

entrepreneurship
4. Creation of a Board/ Body and orientation / mechanisms onFinancial Literacy
5. Re-Orientation of DPM T Roles
6. Orientation/ Hands on training on installed updated TM S-PM S system
7. Provide training on improving LGU processes
8. Provide adequate computer softw are and hardw are w ith required supplies and
materials
9. Provide training on the use of computers/ databases
10. Provide adequate personnel, equipment and mobility support to processing units
to fast track inspection to check compliance of applicants to requirements and
regulations
11.5.5 Revenue Generation
1. Enhance CTO processes through computerization
2. Enhance CTO collection capability and processes
3. Training on Revenue Code Updating
11.5.6 Resource Allocation and Utilization
1. Training on full cost accounting
11.5.7 Financial Accountability

Chapter 12
LEGISLATIVE REQUIREM ENTS
This chapter contains proposed legislations that w ould facilitate the implementation of the
different plans by sector.
12.1 Social Development
12.1.1 Education
1. Ordinance requiring all public school to prepare and submit to LGU school site
Development Plan prior to school building expansion;
2. Future school expansion should abide w ith the st andard and guidelines of
school size and facilities;
3. Future school expansion should be situated in low risks areas;
4. Ordinance on the regulation the proliferation of internet Café along

institutional and residential zones;
12.1.2 Health and Nutrit ion
1. Ordinance on Creation of M aternal Death Review Team;
2. Ordinance Requiring Private Hospitals/ Birthing Facilities to submit Quarterly

Report to City Epidemiological and Surveillance Unit (CESU);
3. City ordinance on potability of w ater requirement;
4. An ordinance institutionalizing the hospital consignment system;
5. Revised M OA with Sarangani Province on the admission of patients w ho are

residents of the province;
6. An ordinance requiring all birthing facilities in the City of General Santos to

submit monthly report of births in their facilities;
7. Institutionalize the Barangay Civil Registration Outreach Program (BCROP)

through a city ordinance;
8. An ordinance establishing linkages and referrals of other health facilities to the

DJPRH and vice versa;
9. Ordinance on Re-Organization of the City Health Office (based on its current

demand); and
10. City Ordinance to localize PD 856 that w ould address the local health needs of
the city.
12.1.3 Housing and Basic Utilities
1. Ordinance establishing the socialized housing trust fund;
2. Ordinance extending the cut-off date of potential socialized housing

beneficiaries from M arch 28,1992 to march 3, 2002;
3. Ordinance on the protection and development of vacated danger zone areas;

4. Ordinance on housing program of the Local Government Unit of General Santos
City.
5. Ordinance requiring subdivision developers to locate the 15% balance housing

compliance w ithin General Santos City.
12.1.4a Peace & Order and Public Safety
1. Ordinance enhancing Barangay Anti-drug Abuse Council (BADAC)
2. Resolution authorizing the City M ayor to procure 2,000 sq.m. land for the
construction of additional fire sub-station
3. Resolution requesting the PNP to provide additional personnel for the city
4. Resolution requesting the BFP to provide additional personnel for the city
5. Resolution authorizing the City M ayor to procure land for the relocation of PS 6 and
JFT Gensan
12.1.4b Disaster Risk Reduction and M anagement
1. Institutionalize the RESCUE 727 as the official emergency response system for the
City of General Santos and 727 as the official emergency response number.
2. Enact the Traffic Code of the City of General Santos.
12.1.5 Sports and Recreation
1. Ordinance institutionalizing the GSC Sports Academy and Performing Arts Academy
2. Sports Code of General Santos City
3. Ordinance urging the barangays to establish barangay park w ith standard lot area
requirement (500 sq.m of park per 1,000 population) and subdivision homeow ners
to develop their open spaces as green areas to reduce urban heat.
12.1.6 Social W elfare
1. An ordinance defining the local implementation of RA 10410 (EYA Law ) & providing
funds thereof.
2. Ordinance Defining or Providing for Intervention Programs for CICL and CAR
3. An ordinance defining the qualification to avail mortuary assistance for Senior

Citizens
4. Amendment of Ordinance # 12 series of 2015 (An Ordinance Granting Senior Citizens

Free M ovie Privilege in M ovie Theaters in the City of General Santos, Prescribing
Guidelines and Promotions of Admission, and Providing Funds Thereof)
5. Ordinance for the implementation of Anti-M endicancy Law
6. Ordinance Institutionalizing FRAM E M overs Up Program as a poverty alleviation and

Social Protection Strategy of General Santos City
12.3 Environmental M anagement
1. Amendment of City Ordinance No. 04, series of 1993 t o include gas fed vehicles and
stationary engines;
2. Formulate ordinance addressing the issue on foul smell;
3. M emorandum of Agreement (M OA) w ith other national line agencies on the ;

4. Local Environment Code;
5. Amendment of Septage M anagement Ordinance No. 01 series of 2010;
6. Enter into a M emorandum of Agreement w ith GSC Water District relative to Septage
M anagement Ordinance;
7. M OA for PPP on garbage collection and disposal ;
8. E.O./ M OA to implement revenue sharing on garbage collection fees, fines and

penalties collected w ith percentage sharing to be identified by barangay and LGU;
9. Barangay Resolution creating the Barangay IEC Team and Barangay SWM
Committee;
10. Deputization of enforcers from barangay level up to the city level;
12.4 Economic Development
1. Resolution promoting the GSCIPP/ Ordinance Creating the GSC IPC
2. Localized Building Guidelines
3. Comprehensive Infrastructure Planning Guidelines
4. Economic Zone Development
5. Resolution supporting the GSC Investment Priorities Plan
6. Resolution urging the participation of financial intermediaries in the incubation of

M SM Es.
7. Ordinance to Institutionalize BEST Program for funding assistance to M SM E.
8. Ordinance requiring the barangays to harmonize barangay fees and taxes.
9. Resolution Authorizing the City M ayor to enter into M emorandum of Agreement

w ith the identified beneficiaries for livelihood assistance
12.5 Infrastructure Development
1. Resolution approving the Road Netw ork Development Plan
2. Ordinance converting city roads into national roads
3. Enactment of TIA Ordinance
4. Enactment of City Traffic Code
5. Amendment of the Loading/ Unloading Ordinance
6. Pedicabs and Tricycle Regulation
12.6 Institutional Development
1. Passage/ approval of the follow ing priority legislations:
a. (Amendment of the) Revenue Code
b. Environmental Code
c. Transportation Code
d. CLUP and Zoning Ordinance/ Code
2. Schedule of Fair M arket Value Ordinance
3. Updated Zoning Ordinance every 5 years

4. Resolution enjoining citizens to be counted in the census
5. Update resolution on census data utilization
6. Approval of the Proposed General Santos City M anual on Internal Audit
7. Approval of CIAS Charter M anual w ith Revised Structure
8. Approval of Strategic Audit Plan

Chapter 13
IM PLEM ENTING THE PLAN
The TENPOINT AGENDA w ill be implemented through the Executive Branch of the LGU
headed by the City M ayor. The City Administrator (CA) as Action Officer shall ensure that the
LGU mechanism functions smoothly to attain the goals and objectives of the plan. Periodic
monitoring and evaluation and reporting to the City Development Council will be done to
keep track of the progress of plan implementation.
13.1 The M anagement Committee (M ANCOM ) and Department Clusters
The M ANCOM is composed of the different department heads grouped in four (4) clusters
namely Good Governance, Bankability, Competitiveness and Livability. The cluster names
bear the key development strategies to ensure that Clusters w ork as a team to implement
the plan and achieve the goals, objectives and targets. The M ANCOM is the avenue for
discussion and resolution of cross-cluster issues and concerns. This forum w ill also provide
periodic feedbacks on the progress of plan implementation. As a policy development body,
the M ANCOM w ill provide the needed adjustments or redirections in plan implementation.
The composition of the M ANCOM is as follow s:
EXECUTIVE COM M ITTEE
Chairperson : City M ayor
Vice Chairperson : Vice M ayor
Action Officer : CA
M EM BERS : Chairpersons of the Good Governance, Bankability,

Competitiveness and Livability Clusters
Department clusters:
The departments are grouped into clusters. M embership to the cluster shall be at the
department head level. The head of the Cluster shall be determined through a consensus of
the members. Term of office of cluster head and respective internal rules and regulations
shall be formulated by the members. Regular reporting shall be done for M ANCOM
information and appropriate action. All departments shall be on call in all clusters w hen
needed for convergence and teamw ork. Clusters shall establish a regular meeting day.
The cluster shall be responsible in preparing the short, medium and long term development
plans for the sector assigned to it as follow s:
1. Good Governance and Bankability – Institutional Development

2. Competitiveness – Economic and Infrastructure Development
3. Livability – Social Development and Environmental M anagement
The department heads shall be grouped into the Good Governance, Bankability,
Competitiveness and Livability Clusters. Departments w ith cross-over functions, programs or
projects shall be integrated as honorary members of the appropriate cluster. These honorary
members are required to attend the cluster meeting w hen specific concerns affecting their
mandates w ill be discussed. The composition of the clusters are:

GOOD GOVERNANCE CLUSTER
Regular M embers – City Administrator

– Chief of Staff, City M ayor’s Office
– City General Services Officer
– Human Resource M gt. & Devt. Officer
– City Planning & Devt. Coordinator
– City Legal Officer
– City Internal Audit Services Officer
– Building Official
– Local Civil Registrar
– CM O, Business Permits and Licensing Division Chief
– Bids and Aw ards Committee
Honorary M embers – Waste M anagement Office
– CENRO
– City Treasurer
– City Accountant
– City Assessor
– City Budget Officer
– City Disaster Risk Reduction & M gt. Officer
BANKABILITY CLUSTER
Regular M embers – City Treasurer
– City Accountant
– City Assessor
– City Budget Officer
Honorary M embers – Chief of Staff, City M ayor’s Office
– City Administrator
– Bids and Aw ards Committee
COM PETITIVENESS CLUSTER

Regular M embers – City Econ. M gt& Coop. Devt. Officer
– City Agriculturist
– City Veterinarian
– City Engineer
– City Administrator
– Waste M anagement Office
– City Envi. & Nat. Resources Officer

LIVABILITY CLUSTER
Regular M embers – City Social Welfare & Devt. Officer
– City Health Officer
– City Hospital Chief
– City Engineer
– City Housing & Land M gt. Officer
– City Population & M gt. Officer
– City Envi. & Nat. Resources Officer
– Waste M anagement Officer
– City Disaster Risk Reduction & M gt. Officer
– Office of the Building Official
– Local Civil Registrar
– City Legal Office
– City Internal Audit Services
– Office of the Building Official
– CM O, Business Permits and Licensing Division
13.2 Procurement System and Financial M anagement System

Departments shall appropriately schedule their activities in consonance w ith their financial
management plan. The plan shall be clearly presented to the procurement body to ensure
that financial requirements, supplies and services to implement the plan are provided on
time in the correct quantity and desired quality. This is very important since inputs have a
direct bearing on the quality of services and outputs for the beneficiaries of the various
programs, projects and activities.
13.3 The Performance M anagement System

The various plans programs, projects and activities of the TEN POINT AGENDA shall be
adequately cascaded to the departments and its employees through a performance
management system. The current performance management system used is the Strategic
Performance M anagement System (SPM S) adopted from the Civil Service Commission. Based
on the SPM S, the departments prepare an Annual Department Plan (ADP) in accordance w ith
the Executive and Legislative Agenda, the Annual Investment Program and the department
appropriations for that year translated in the LBP Form 4 w hich is an at tachment in the
budget.
The ADP is divided into tw o semesters since the SPM S rating system is semestral. An Office
Performance Commitment and Review (OPCR) report for the semester is prepared
containing the expected outputs and the success indicators to measure the accomplishments
of the plan. The OPCR is submitted by the department head to PM T before the start of the
semester. The PM T review s the ADPs and OPCRs through the PM T Technical Secretariat
(coaches) to ensure that these are consistent w ith the plan and the annual budget. The OPCR
is subsequently approved by the Chief Executive upon the recommendation of the PM T.
Departments implement their plans based on the OPCR and submit a quarterly progress
report to the PM T. The CPDO is tasked t o monitor and evaluate department plan
accomplishments. At the end of the semester, the PM T through the coaches evaluate
department performance based on the agreed success indicators and means of verification
(M OV).
Based on the concept of Teamw ork and command responsibility, the department head is
rated in the OPCR based on the outputs of the entire office. The office w orkforce is rated

based on individual performance but average rating of individuals must not exceed that of
the office rating. This means that positive and negative performance affects everyone in the
team. The department head, assistant department head and supervisors of each department
and a GSCGEA employee of that office constitute the Department Performance M anagement
Team (DPM T). The DPM T is tasked to appropriately distribute the w orkload of the ADP and
to coach and mentor the employees of the office. This w ill ensure that the individual
performance is based on agreed standard and rated accordingly.
The city has a Performance M anagement Team (PM T) headed by a plantilla position holder
Department Head designated by the City M ayor. M embers include the department heads of
the HRM DO, CPDO, CBO the Training and Development Officer from the HRM DO and a
representative from the General Santos City Government Employees Association (GSCGEA).
It is the responsibility of the PM T to see to it that the success indicators of the department
13.4 The Program for Rewards and Incentives for Excellence (PRAISE) Committee
The LGU has the PRAISE Committee as a mechanism for providing incentives to excellent
performance of departments and individuals. The PM T is expected to submit a list of
departments and individuals w ho are eligible for the various aw ards, incentives and
recognitions provided through the PRAISE Committee.
Other aw ards and incentives that w ill be provided through national directives will still be
implemented through the initiatives of the PRAISE Committee.

Chapter 13
M ONITORING AND EVALUATION
Section 476 of Republic Act (RA) 7160 or t he Local Government Code of 1991 mandates
every local government unit to monitor and evaluate the implementation of the different
development programs, projects and activities (PPAs) in accordance w ith the approved
development plan.
M onitoring and Evaluation (M & E) is a project management mechanism that measures

w hether Programs/ Projects/ Activities (PPAs) are effectively and efficiently implemented for
the benefit of the target beneficiaries.
13.1 OBJECTIVES OF M & E

1. Provide constant feedback on the extent to w hich the PPAs are achieving their
goals;
2. Identify potential problems at an early stage and propose possible solutions or

immediate remedial measures;
3. M onitor the accessibility of the PPAs to all sectors of t he target population;
4. M onitor the efficiency w ith w hich the different components of the PPAs are being
implemented and suggest improvements;
5. Evaluate the extent to w hich the PPAs are able to achieve their general objectives;
6. Use information on lessons learned to provide guidelines for the planning and
budgeting of future PPAs;
7. Determine w hether project implementation is supportive of regional & national

development plans, goals, thrusts and priorities;
8. Improve project design. Use of project design tools such as the logframe (logical
framew ork) results in systematic selection of indicators for monitoring project
performance. The process of selecting indicators for monitoring is a test of the
soundness of project objectives and can lead to improvements in project design;
9. Provide a venue for greater participation of NGOs/ POs/ PS in development planning

process;
10. Incorporate view s of stakeholders. Aw areness is grow ing that participation by

project beneficiaries in design and implementation brings greater “ ow nership” of
project objectives and encourages the sustainability of project benefits. Ow nership
brings accountability. Objectives should be set and indicators selected in
consultation w ith stakeholders, so that objectives and targets are jointly “ ow ned” .
The emergence of recorded benefits early on helps reinforce ow nership, and early
w arning of emerging problems allow s action to be taken before costs rise;
11. Show need for mid-course corrections. A reliable flow of information during
implementation enables managers to keep track of progress and adjust operations
to take account of experience.

13.2 ORGANIZATION FOR M & E SYSTEM
City Planning and Development Office (CPDO)
M onitoring and Evaluation of development projects is one of the mandates of the CPDO as
stipulated in Rule XVII, Article 122, Section F-IV of the Local Government Code or RA 7160. As
such, the Project Evaluation Division (PED) of the CPDO handles the M & E of development
programs, projects and activities (PPAs) funded by the government w ithin the political
boundary of the city.
City Development Council (CDC)
Republic Act No. 7160 mandates the Local Development Councils (LDCS) to initiate the
preparation of a multi-sectoral development plan of the city for the approval by the
Sangguniang Panlungsod. In line with such provision, Rule XVIII, Article 122, Section F-IV of
the same code directed the said council to monitor and evaluate the implementation of
national and local programs/ projects w ithin the political boundary of the Local Government
Unit (LGU).
In the case of General Santos City, the CDC created the Project M onitoring Committee (PM C)
as one of its w orking committees to handle M & E in conformity w ith R.A.7160.
Project M onitoring Committee (PM C)
M emorandum Order (M O) No. 175, dated 25 M ay 1988 accorded the creation of the
committee at city level to monitor local government projects funded from the national
government and local government funds. To facilitate project implementation, monitoring
and evaluation at the LGU levels, a Regional Project M onitoring and Evaluation System
(RPM ES) w as established by the NEDA central office by virtue of Executive Order (EO) No.
376 dated 2 November 1989.
Responsibilities:
1. Provide list and schedule of all projects to be monitored to NGOs involved in project
monitoring;
2. Collect and process reports of implementers and NGO monitors on the status of
project implementation for the information of the development council;
3. Pinpoint problems and verify information to be submitted for analysis and actions of
the development council;
4. Provide feedback on the remedial actions of the development council and follow up
their implementation;
5. Prepare and disseminate periodic project monitoring report on the status of project
implementation; and
6. Elevate to higher bodies problems/ issues w hich are not resolved at their level.
Composition:
1. DILG Representative / City Director assigned in the area
2. One Representative of NGO/ PO w ho is not a member of the CDC
3. One Representative of NGO/ PO w ho is a member of the CDC
4. Four CDC members to be appointed by the Local Chief Executive (LCE) from among
the seven (7) nominees of the CDC
5. PM C additional member w ho is not a member of the CDC to be appointed by the LCE

Barangay Project M onitoring Committee (BPM C)
To compliment the city PM C, 26 BPM Cs w ere created as barangay based PM C w hose

jurisdiction is restricted w ithin its political boundary. Created in conformity w ith Executive
Order No. 35, Series of 1999, a BPM C is composed as follow s:
Chairman : Barangay Captain
Co-Chairman : Duly designated representative of the City M ayor
M embers :
 Barangay Council M ember (Committee on infrastructure)
 Barangay Development Council M ember
 Barangay Nutrition Scholar
 Barangay Health Worker
 Barangay – based Parent-Teacher Association President
 Barangay-based sector organization representative like farmers,

fisherfolks or Urban Poor Group
M onitoring, Review & Evaluation (M RE) System
The development of an M RE system and procedure is proposed in the light of climate change
and disaster risk reduction and management. The M RE is expected to track the changes in
land uses and progress in priority programs and projects implementation. Its shall also assess
the CLUP and ZO implementation to determine how these impacts in achieving
improvements in quality of life of locality through mainstreaming of climate change
adaptation measures and disaster risk reduction and management.
It is proposed t o expand the PM C to include monitors on the changes in land usest o include
the follow ing:
Composition
 City Planning and Development Coordinator
 Local Zoning / Enforcement Officer
 Local Zoning Review Committee
 M ulti –Sectoral M onitoring Body

Composition of M ulti–Sectoral M onitoring Body:
Thematic Area Additional M embers

Ancestral Domains NCIP- To assess compliance w ith IPRA Law
Forestry NIA representative- To assess the impact of CLUP implementation on
w ater yield and quality
DRM M O Representative- To assess the contribution of the CLUP to
disaster risk reduction
DENR Representative (2)
 Forester- Determine w hether the CLUP implementation
contributed to improving the rehabilitation and
development of production forestlands
 Biodiversity Specialist- Assess w hether identified protection
areas are conserved DOT
Coastal, M arine DA (BFAR)
and other w ater NWRB
bodies DENR (PAWB)
DOTC(PPA,M ARINA, Coast Guard)
DOT
Heritage Designated representative from the National Commission for Culture
Conservation and Arts (NCCA) and the appropriate cultural agency
DOT
National Historical Commission of the Philippines
Climate Change/ P/ C/ M DRRM O
Disaster Risk M ENRO / PENRO
Reduction and Climate Change Commission:
M anagement PHILVOCS -Philippine Institute of Volcanology and Seismology
PAGASA- Philippine Atmospheric, Geophysical and Astronomical
Services Administration
M GB- - M ines and Geosciences Bureau
NAM RIA- National M apping and Resource Information Authority
DPWH
13.3 Selected M & E Reports

Appropriations for development PPAs are raised from local taxes, borrow ings and national
and foreign loans or grants. Hence, the need to ensure optimum utilization of these
resources through M onitoring and Evaluation of PPAs w hich is a component of the project as
a safety measure. The M & E reports provide necessary information to stakeholders,
beneficiaries and decision makers.
Based on M onthly Reports submitted by the implementing agencies/ departments and/ or

field inspections, the PED usually generates the follow ing outputs:
 M onitoring Report (M R) – provides progress assessment of the status of individual

project implementation (infra and non-infra projects). The report identifies w hether
a project is in the pre-construction or construction stage; or having problems so it
could not be implemented. The report also provides data on the percent
accomplishment of on-going project as well as recommendations/ suggestions to fast
track project completion.
 M onitoring on Usability of Completed Projects – provides broad assessment of the

project after completion usually undertaken after 6-12 months. The report contains
the level of achievement of the project in terms of efficiency, outputs and effects.

 Field Validation Report (FVR) - contains assessment about the project
implementation of the partner organization (NGO/ PO). The report provides actual
and comparative findings on the physical aspect of project implementation by the
partner NGOs/ POs as provided in the M emorandum of Agreement (M OA) and
Project Proposal.
 Status of AIP v/ s Appropriation - provides information on the status of projects in

the AIP w hich w ere provided with appropriation and the current status of
implementation.
 Quarterly Status Report on the 20% Local Government Development Fund (LGDF)-
quarterly analysis on the status of implementation of projects funded out of the 20%
of the Internal Revenue Allotment (IRA).
 Semestral Status of Department Accomplishments- presents the percent

accomplishment based on the annual target of the semestral department
accomplishments. The report also identifies critical areas that w ere not or partially
implemented by the cluster that needs intervention.
13.4 DEVELOPM ENT INDICATORS

This CDP/ ELA has adopted the five (5) development sectors prescribed in the Rationalized
Planning System (RPS) of the DILG. The plan is divided into the Social Sector, Economic
Sector, Environmental M anagement Sector, Infrastructure Sector and Institutional Sect or. M
& E system is the strategy to ensure that planned objectives and targets of these
development sectors are achieved.
Since PPAs in the LDIP have already developed goals, objectives and success indicators
show ing performance measures and annual targets as enumerated in the sectoral plans,
these w ill be utilized in monitoring semestral and annual performance outputs.
Outcomes of the plan shall be evaluated using various general development indicators by
sub-sector and core concerns as w ell as indicators from various national scorecards. For the
five Sectors, General Santos City identified a total of 24 Sub-sect ors, 49 Core Concerns and
307 development indicators distributed as follow :
SECTOR SUB- SECTOR CORE CONCERNS INDICATOR

Social Development Sector 4 10 95
Economic Development Sector 5 6 33
Environmental M anagement Sector 8 17 75
Infrastructure Development Sector 3 9 27
Institutional Development Sector 4 7 77
TOTAL 24 49 307

Below are selected variables or the monitoring indicators of the City of General Santos
incorporating therein other national scorecards to measure the extent of the attainment of
planned development goals.
SECTOR/ CORE
INDICATOR OF DEVELOPM ENT
SUBSECTOR CONCERNS
1. SOCIAL SECTOR
Population  Population size (all census years available including
Size latest)
Population  Grow th Rate, Urban and rural, short term, medium
Grow th term, long term (formula used)
Demography  Gross population Density, 2 reference years
Population  Net population Density, 2 reference years
Distribution  Percent of urban population, 2 reference years
 Urban population density, 2 reference years
 Proportion of 6-12 year old children w ho are not in

elementary school, by sex, latest
 Proportion of 13-16 year old w ho are not in
secondary school, by sex, latest
 Ratio of girls to boys in elementary, secondary and
Access to
tertiary school, latest
Education
 Capacity of schools ( refer to CM CI)
 Local School Board Plan is aligned with School
Improvement Plan (SGLG)
 Local School Board Plan attained a completion rate
in PPAs or fund utilization (SGLG)
 85% Coverage of target population in Endemic
Areas w ith M ass Treatment for Filariasis
(Health Scorecard)
 85% Coverage of target population in Endemic
Areas w ith M ass Treatment for Schistomiasis
Level of Well (Health Scorecard)
Being  <0.8/ 1000 Annual Parasite Incidence for M alaria
(Health Scorecard)
 85% TB Case Detection Rate (all forms)
(Health Scorecard)
Access to  90% TB Cure Rate (Health Scorecard)
Health  95% Child Fully Immunized (Health Scorecard)
Services  Proportion of children under 5 years old w ho died
of illness, 2 reference years
 Proportion of w omen w ho died due to pregnancy,
2 reference years
 Proportion of 2 births at tended by skilled health
personnel to total deliveries, latest
 90% of deliveries attended by skilled Health
Professionals (M edical Doctors, Nurses &
M idw ives) (Health Scorecard)
 90% of Facility based deliveries
(Health Scorecard)

SECTOR/ CORE
SUBSECTOR CONCERNS
 12.7% Contraceptive Prevalence Rate for M odern
Family Planning M ethods (Health Scorecard)
 100% of Functional Community Health Teams
(Health Scorecard)
 Prevalence rates of HIV/ AIDS, malaria,
tuberculosis, and other diseases, latest
 Death rates of HIV/ AIDS, malaria, tuberculosis, and
other diseases, latest
 5 days Average length of stay in Level I LGU

administered hospital
(Health Scorecard)
 80-85% Bed Occupancy Rate in all LGU
administered hospital (Health Scorecard)
 <1% Gross Death Rate in all LGU administered
hospital (Health Scorecard)
 Capacity of Health Services (refer to CM CI)
Health &  100% RHUs/ Health Centers w ith signed
Nutrition Performance Commitment Contract (PCC) on
Primary Care Benefits (PCB) (Health Scorecard)
 100% RHUs/ Health Centers accredited by
PhilHealth for M aternal Care Package (Health
Scorecard)
 100% RHUs/ Health Centers accredited by
PhilHealth for TB-DOTS (Health Scorecard)
 50% of enrolled members sponsored by the LGU in
PHIC (Health Scorecard)
 Proportion of children 0-5 years old w ho are below
normal w eight for their age
 12.7% Prevalence of Underw eight and Severely
Underw eight 0-59 months old children
(Health Scorecard)
 54.75% of infants (0-6 months old) Exclusively
Breastfed (Health Scorecard)
Housing and  100% Households have access t o electricity
Basic Utilities  Households w ithout electricity (LGU Scorecard)
 100% City Street Lighted
 Households w ithout access t o potable w ater

(LGU Scorecard)
 88% of households w ith access t o safe w ater
(Health Scorecard)
 Households w ithout Sanitary Toilets
(LGU Scorecard)
 90% of Households w ith Sanitary Toilet Facilities
(Health Scorecard)
 Percent of households w ithout sanitary toilets,
latest

SECTOR/ CORE
SUBSECTOR CONCERNS
 Proportion of households w hose members eat less
than 3 full meals a day, 2 reference years
 Proportion of population w ith incomes below
poverty line (consult data of region)
 Number of age 0-5 children malnourished
(LGU Scorecard)
 Number of age 0-5 children have not received any
vaccine (LGU Scorecard)
 Number of w omen w ho died due to pregnancy
related causes (LGU Scorecard)
 Number of households w ho are living in makeshift
houses (LGU Scorecard)
 Difficult accessibility/ connection to pow er utilities
(tedious documentation/ PR)
 Proportion of households w ho are informal
settlers, 2 reference years
Social Justice Poverty
 Number of households w ho are informal settlers
(LGU Scorecard)
 100% of informal settlers relocated
 100% of household in blighted areas/ danger
zones are relocated
 100% of household living in makeshift houses are
provided w ith core shelter materials
 Number of households living in makeshift housing
(LGU Scorecard)
 Proportion of households w ith dw elling structures
unable to protect them from the elements, 2
reference years (focus on roofing and outer w alls)
 Proportion of households w ith members victimized
by crime to total households, 2 reference years
 Proportion of households w ithout access to level II
& III w ater supply system, 2 reference years
Peace & Order  Number of policemen in the locality (CM CI)
and Disaster  City Peace and Order Council operational
Risk Reduction (SGLG)
&  The LU has adopted a Local Anti- Criminality
M anagement Action Plan (SGLG)
 Number of complaints not settled through
LupongTagapamayapa (LGU scorecard)
 The LGU has provided logistical support to PNP City
Police Station Office (SGLG)
 The LGU has supported the organization of
Barangay Peacekeeping Action Teams, or any
similar unit (SGLG)
 National Gaw ad KALASAG Aw ardee for Best
LDRRM C or Hall of Fame Aw ardee from OCD
(SGLG)

SECTOR/ CORE
SUBSECTOR CONCERNS
 Risk and/ or vulnerability assessment is conducted
and information is linked to plans (SGLG)
 LGU is aw are of its hazards eg. Flood, landslide,
storm surge, tsunami, etc. (SGLG)
 Local Disaster Risk Reduction M anagement Council

operational (SGLG)
 Local Disaster Risk Reduction and M anagement
Officer (SGLG)
 Approved Local Disaster Risk Reduction and
M anagement (LDRRM ) Plan (SGLG)
 Approved Contingency Plan (SGLG)

 Approved Local Climate Change Action Plan
(SGLG)
 50% of barangays w ith approved DRR-related PPAs
w hich includes efforts involving the communities
(SGLG)
 The LGU has early w arning system (SGLG)
 Evacuation Center M anagement system is in-place

(SGLG)
 Search and Rescue or Emergency Response Teams
are organized, equipped and trained (SGLG)
 The LGU has early w arning system (SGLG)

 Evacuation Center M anagement system is in-place
(SGLG)
 Existence of signs/ directions going to the
evacuation center (LGU Scorecard)
 Search and Rescue or Emergency Response Teams
are organized, equipped and trained
(SGLG)
 Number of households w ithout emergency kit
(emergency balde/ emergency “ go bag”
(LGU scorecard)
 M obilization and management Of volunteer groups
(SGLG)
 Relief Operations (SGLG)
 M edical and/ or psycho-social support
 Security Services (SGLG)
 100% protection to Pow er Plants and Pow er
substation located in hazard prone areas for
possible damage
 Presence of Barangay Report on VAWC
(LGU scorecard)
 LGU Implemented social-protection related
programs for sectoral concerns for 2017

SECTOR/ CORE
SUBSECTOR CONCERNS
 LGU has Local Code for Children
 The LGU has a mechanism for handling cases filed in
barangay – VAWC desks or similar entities w ithin its
Gender jurisdiction as evidence of an EO or equivalent issuance
Social Justice
Equality (SGLG)
 Share of w omen in non- agricultural w age
employment
2. ECONOM IC
 Percent labor force employed by sex, 2 reference
years
 Dependency ratio, 2 reference years (youth and
old age)
 Percent of w orkers in non-agricultural occupation,
Labor and 2 reference years
General
Employment
 Proportion of persons 15 years old and above w ho
are not w orking but actively seeking w ork
 Proportion of children below 15 years old w ho are

employed to the total number of employed
persons
Agriculture/ Agricultural  Volume/ value of agricultural crop production by
Veterinary Production major crop, 2 reference years
Services
Food Self-  Food self-sufficiency index by food groups, latest
sufficiency
 Per capita value of production
Forestry  Employment contribution of forestry in percent of
total employment
 Per capita fish consumption (m.t./ year)
 Volume/ value of fish production inland & marine,
Fishery 2 reference years
 Fishing HH/ Total HH
 Ratio of commercial fishing production versus
municipal fishing production
Entrepreneurs  Ratio of electrical energy consumption in industry
hip, Business & commerce to total consumption
& Industry  Volume/ value or mining/ quarrying production, 2
Promotion reference years
 Number of employees derived from registered
new businesses and business renew als
(SGLG & CM CI)
 Ranked among the Top 50 of the Competitiveness
Index of the National Competitiveness Council
(NCC) (CM CI)
 Size of the Local Economy (refer to CM CI)
 Business Registration efficiency (refer to CM CI)

SECTOR/ CORE
SUBSECTOR CONCERNS
 Compliance to business Permits and Licensing
System (BPLS) (refer to CM CI)
 Number of approved business permits for New
Business Application (CM CI)
 Number of approved business Renew als
(CM CI)
 Cost of Living (refer t o CM CI)
 Cost of Doing Business (refer to CM CI)
 Financial Deepening (refer to CM CI)
 Productivity (refer to CM CI)

 Number of declared employees for business
RENEWALS (CM CI)
 Total Number of Business Groups (refer to CM CI)
 Percentage of households w ith secondary/ tertiary

Industry and Household source of income
Services Income  Percentage of households engaged in main source
of income only to total number of households
 Total number of commercial establishments, in
EEU, 2 reference years
Services
 Tourism receipts per year

100% of Business Application Processed on time
3. ENVIRONM ENT & NATURAL RESOURCES
 Change in stock of forestry resources: dipterocarp,
tree plantation, mangroves, pine, rat tan (ha/ year)
Resource Base
 Soil erosion in upland areas (mm/ year)
and Land Use
 Ratio of population t o certified A & D areas (in
percent)
 Tree Park in the city center or in strategic area
Forest
(LGU Scorecard)
Ecosystem
 Area covered by leases and permits per
lessee/ permittee
Tenure  Number of families benefitting from community-
Arrangement based projects as percent of total number of
families
 Grow th rate of upland population (per annum)
 Extent of area devoted t o agriculture in percent of
A& D
 Land Use changes (ha/ year)
Low land/ Land Use and
 Land productivity (m.t./ ha)
Agricultural Land
Ecosystem Productivity
 Ratio of upland devoted to agriculture over total
upland area (in %)
 Areas under IPM relative to total cropland (in
percent)
Low land/ Other  Cropland per agricultural w orker (ha)
Agricultural Agricultural  Extent of agricultural area under mechanized

SECTOR/ CORE
SUBSECTOR CONCERNS
Ecosystem Areas cultivation (in %)
 Ratio of agricultural w orkers to the number of
harvesters/ threshers servicing the area
 Extent of irrigable, irrigated, rainfed, non-irrigated
and prime lands converted to non-agricultural uses
(ha/ year)
 Extent of problem soils (hectarage) as percent of
total land area
 Erosion rates by land use (mm/ year)
Soil
 Area distribution of erosion/ degradation classes as
Degradation
percent of total land area
 Extent of soil conservation (area coverage) as
percent of eroded/ degraded soils
 Nitrogen use per unit of agricultural output
(kg./ m.t.)
Fertilizer and
 Pesticide use per unit of agricultural output
Pesticides Use
(kg/ m.t.)
 Inorganic fertilizer used per unit area (kg/ ha)
Tenure  Area by tenure of farm per household, 2reference
years
 Concentration of air pollutants at selected sites:
number of violations of standards in a year per site
Air Quality
 Incidence in a year per site per 1,000 inhabitants
 Emission levels of different pollutants per source
 Access to Sanitary Landfill
Clean and
(LGU Scorecard)
Livable
 Solid w aste per capita in m.t. or cu.m
Environment
 Non-biodegradable w aste per capita (m.t. or cu.m.)
 Waste generated per capita per year (in m.t. or
cu.m.)
 The LGU has a system of w aste collection as
embodied in a local ordinance (SGLG)
Urban
 Access to material recovery facility in the barangay
(e.g. solid w aste storage & recycling area
Ecosystem
(LGU Scorecard)
 Barangay practicing segregation at the barangay
hall
(LGU Scorecard)
 The LDU has M aterial Recovery Facility (M RF) at
the minimum storage for recyclable materials
(SGLG)
 The LGU has a Ten Year Solid Waste M anagement
Plan (SGLG)
 Effluents by source (various units)
 Concentration of w ater pollutants in selected
w ater bodies (various units)

SECTOR/ CORE
SUBSECTOR CONCERNS
 Informal settler density (informal settlers/ total
population
Land Use
 % of total land area occupied by squatters
 Rate of change in industrial land use (ha/ year)
 M angrove area: annual rate of depletion (ha/ year)
 Seagrass beds: number of species, 2 reference
years
 Seagrass beds: status of condition, 2 reference
years
 Coral reef and coral cover, status or condition, , 2
Resource Base reference years
 Area of fishing ground relative to fishing
Coastal population (ha./ 1,000 population)
M arine  M arine Protected areas as percent of total area of
Ecosystem municipal w aters
 Presence of indicator for fish species, 2 reference
years
 Concentration of key pollutants in selected sites, 2
reference years
 Concentration of coliform in selected beaches (in
Threats
ppm)
 Oil spills : number and magnitude
 Rate of sedimentation on selected bays (mm/ year)
 Physical Quality indicators, 2 reference years
 Chemical Quality Indicators, 2 reference years
Surface and  Biological Quality Indicators, Quality Indicators, 2
Ground Water reference years
Quality  Nitrate content of selected rivers, Quality
Freshw ater Indicators, 2 reference years
Ecosystem  Rating of the general condition of freshw ater
bodies, latest
Quality of
 Number of licensed abstractors and volume of
M ajor Fresh
abstraction in mcm per annum
Bodies
 Area of fish pens as percent of area of fresh w ater
bodies
Critical
Resources
 Ratio of mining incidents and accident to total no.
Of mining industry w orkers
 Incidence of illness due to mining operations per
M inerals and year
M ines  Hectarage disturbed by mining as percent of
mineralized areas
 Estimates of mineral deposit, by type of minerals in
metric tons
Ecosystem  Proportion of ecosystem area highly threatened
Biodiversity
Diversity species over total number of know n species

SECTOR/ CORE
SUBSECTOR CONCERNS
 Number of sites identified for migratory birds per
100 hectares
Ecosystem
 Number of exotic species introduced over t otal
Diversity
number of species
 Species diversity index
 Proportion of protected areas w ith illegal
settlements to total protected areas
 Level of ex site conservation in percent
Biodiversity
 Critical habitat/ areas restored in ha/ year
 Number of conservation programs implemented
Conservation
per five years
Efforts
 Habitat size restored/ rehabilitated per year
 Number of visitors in protected areas per year
 Percent of protected areas converted to other uses
 Number of households per square km. Of
protected area
4. INFRASTRUCTURE
 Number of public transport vehicles
(CM CI)
Utilities  Percent of HH served by electric pow er
 Ratio of HH served by piped w ater supply to total
urban HH
 Health Infrastructure
Health (CM CI)
 No. Of hospital beds per 1,000 population
Social Support  Education Infrastructure
(CM CI)
Education
 Classroom –to-pupil ratio in elementary schools; in
secondary schools
 No. Of telephones/ 1,000 urban HH
 Number of Automated Teller M achines (ATM s)
Telecommunic
(refer to CM CI)
ations
 Connection to Information & Communication
technology (ICT) (CM CI)
 LGU investment in Infrastructure (refer to CM CI)
 Distance of City Hall to M ajor Ports (CM CI)
 Existing Road Netw ork (CM CI)
 Total length of roads in km/ total land area of A & D
Public Roads land
 Kilometer of road per 100 population
Economic
Support
 Density of farm to market roads (km/ 100 ha of
farmland)
 Percent of permanent bridges
 Availability of Basic Utilities (CM CI)
 Number of DOT accredited Accommodations
(CM CI)

SECTOR/ CORE
SUBSECTOR CONCERNS
Office Space  Total office floor space per city employee (in sq.m.)
 Connection to Information and Communication
Administrative
Technology (CM CI)
Support
 No. Of fire trucks per capita
Public safety
 No of police outpost/ 1,000 HH
Public safety  No. Of prisoner/ detention cell
City Cemetery  Percent occupancy of city cemetery
Administrative  Total area of public open space per 1,000
Support inhabitants
Open space
 Total number of covered courts/ number of
barangays
5. INSTITUTIONAL
 Total Revenue per capita, 2 reference years
 Self-reliance index, 2 reference years (IRA
dependency)
 Proportion of delinquencies to total RPT collected,
2 reference years
 Total revenue collection to total revenue collected
(CM CI)
 Proportion of delinquent RPT payers total listed
payers (collection efficiency for RPT & other
Revenue impositions)
Performance  Ratio of proceeds from special levies to total
revenues, 2 reference years in previous and
present administrations
 Ratio of financial grants or donations to total LGU
income , 2 reference years in previous and present
administrations
 Local revenue per capita
Local Fiscal
 Average local revenue grow th for the last 3 years
M anagement
 Self –reliance of LEEs
 Increasing income of LEEs
 Total public expenditure on capital outlay per
capita, 2 reference years
 Increase total expenditure per capita
 Local Expenditure per capita
 Social Services Expenditure per capita
 Economic Development Expenditure per capita
Resource  Infrastructure Development per capita
Allocation &  45% of M OOE allocated for Health Services
Utilization (Health Scorecard)
 22% of City Budget Allocated for Health Services
(Health Scorecard)
 100% of City Health Expenditures
(Health Scorecard)
 Ratio city government employees to total no. Of
local taxpayers

SECTOR/ CORE
SUBSECTOR CONCERNS
 No. of big taxpayers w ho account for 80% of tax

revenues
 Total revenue collected as percent of annual
collection target, 2 reference years
RPT
 Percent RPT collected t o total potentially
collectible
 Amount of tax arrears recovered over t otal tax
arrears at the beginning of budget year
 Presence of Cash Flow
 Timely and regular reconciliation of accounts
 All COA disallow ances are settled
 No disallowances in the COA Annual Audit
 100% of COA recommendations w ere
implemented
 Audit recommendation compliant
 No adverse COA audit findings on both the quality
and timeliness of the regular financial reports and
annual financial statements.
 PFM improvement policies are included in the
budget covered by Appropriation Ordinance
Local Fiscal (PFM AT)
M anagement  Comprehensiveness of budget information
contained in the information contained in the
Appropriation Ordinance covering the Annual
Budget (PFM AT)
 Actual local revenue collections compared w ith
estimated revenues in the budget (PFM AT)
 Orderliness of activities in the annual budget
preparation and authorization phases (PFM AT)
 Financial self-reliance of Local Economic
Enterprises (LEEs) and Public Utilities (PUs)
City
(PFM AT)
Enterprises
 Proportion of receipts from city enterprises to t otal
local revenues
 Organizational Structure of the City able to cope
up w ith its development challenges
 Presence of CIAS
 Presence of Investment Promotion Unit
(CM CI)
Organization
 Ratio of postal employees to total HH population
and
 100% of LGU Offices evaluated under SPM S
M anagement
 Proportion of vacancies t o total plantilla positions,
previous and present administrations
 Ratio of casual employees, previous and present
administrations
 Ratio of employees to total no. of personnel by

SECTOR/ CORE
SUBSECTOR CONCERNS
type, 2 reference years (M anagerial, Technical,
Administrative)
 Ratio of confidential positions to total plantilla
positions, previous and present administrations
 3:20,000 Physician to Population Ratio

(Health Scorecard)
 3:5,000 RHU/ Health Center midw ife to Population
Ratio (Health Scorecard)
 3:20,000 Health Center nurse t o Population Ratio

(Health Scorecard)
 Discusses w ith senior managers and supervisors

the alignment of Success Indicators (SIs) w ith core,
functional and strategic organizational competency
goals (Prime HRM )
 Tracks compliance in preparing Performance
Appraisal Form, Individual Development Plans
(IDPs) and Performance Improvement Plan (PIP)
conduct of performance (Prime HRM )
 Applies a strategic Staffing Planning System aimed
at meeting the present up to t he long-term needs
of the Agency (Prime HRM )
 Engages employees and considers global practices
and emerging trends in the development of
programs that support the agency strategy
(Prime HRM )
Public  Ratio of LDC member NGOs and POs per capita,
Participation previous and present administrations
 LDIP w as based on approved CDP
 AIP w as based on approved LDIP
 Compliance to National Directives (CM CI)
 Completion of required steps for budget
preparation and authorization
 Computerization Program linking CTO, CAssO, CBO,
CAcctgO, BPLD
 All barangays regularly conduct tw o
assemblies/ year
 100% of Barangays are compliant to the BFD
 100% Compliant to Full Disclosure Policy
 Presence of CSOs in all special bodies
 1 GAD Database M anaged
 All implemented PPAs are responsive
 Continuous innovations in LGU processes and
systems (Barangayan, Purok Laban saKrimen)
 100% of LGU Offices automated
 100% of PPAs monitored and evaluated
 Planning Data Base Updated (CBM S/ GPS

SECTOR/ CORE
SUBSECTOR CONCERNS
enhancement) City census in 2018
 100%of IPM R in the Local Sanggunian
 Proportion of “ development” legislation to total
Sanggunian output, last and current
administrations
 Timely enactment and approval of Appropriation
Ordinance authorizing the Annual Budget
 Code of Ordinance review ed every three years
 Ordinance enforced
Legislative
 100% Responsive and meaningful legislative
measures
Output
 Indigenous People M andatory Representative
(IPM R) are issued with Certificate of Affirmation
and other information from NCIP as of August
2015
Development
(SGLG)
Administration
 Sanggunian-accredited or recognized CSO(s) is / are
represented in the local special bodies
(SGLG)
 The LGU has designated express lanes or has
posted priority signages for PWD, senior citizens
and pregnant w omen in the areas of frontline
Customer services
Service (SGLG)
 LGU has physical features or facilities to enable the
mobility of persons w ith disabilities
(SGLG)
Credit  Total public debt incurred by the LGU per capita,
Financing past and present administrations

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Table of Contents

GENERAL SANTOS CITY PROFILE ............................................................................................ 1

1.1 Brief Historical Background .......................................................................................... 1

1.2 Geo-physical Characteristics ........................................................................................ 2

1.2.1 Locat ion and Tot al Land Area .......................................................................................... 2

1.2.3 Climat e ........................................................................................................................... 2

1.3 Population and Demographic Profile ............................................................................ 2

1.3.1 Tot al Population .............................................................................................................. 2

1.3.2 Populat ion Densit y .......................................................................................................... 3

1.3.3 Et hnicit y .......................................................................................................................... 3

1.3.4 Religion ........................................................................................................................... 3

1.3.5 Language/ dialect s........................................................................................................... 4

1.3.6 Povert y Incidence ............................................................................................................ 4

1.3.7 Populat ion Project ion ...................................................................................................... 4

1.4 Social Services.............................................................................................................. 4

1.4.1 Number of Schools .......................................................................................................... 4

1.4.2 Number of Hospitals and Ot her Public Health Facilities .................................................... 5

1.4.3 Daycare Cent ers .............................................................................................................. 5

1.5 Economy ...................................................................................................................... 5

1.5.1 M ajor Economic Act ivit ies ............................................................................................... 5

1.5.2 Number of Business Establishment s by Indust ry Sect or .................................................... 6

1.6 Infrastructures ............................................................................................................. 6

1.6.1 M ajor Circulat ion Netw ork .............................................................................................. 6

1.6.2 Wat er Supply .................................................................................................................. 6

1.6.3 Pow er Supply .................................................................................................................. 7

1.6.4 Communicat ion Facilit ies................................................................................................. 7

1.6.5 Int ernational St andard Airport ........................................................................................ 7

1.6.6 Seaport ........................................................................................................................... 7

1.6.7 Administ rative infrast ruct ures ......................................................................................... 7

1.7 Environment ................................................................................................................ 8

1.7.1 Solid Wast e M anagement ............................................................................................... 8

1.7.2 General Air Qualit y .......................................................................................................... 8

1.7.3 General Wat er Quality .................................................................................................... 8

1.8 Institutional M achinery ................................................................................................ 8

GENERAL SANTOS CITY CDP 2017-2022/ ELA 2017-2019 i

1.8.2 Organizat ional St ruct ure ................................................................................................. 8

1.8.3 Development Planning Process ........................................................................................ 9

TEN POINT AGENDA ............................................................................................................ 10

2.1 The Way to Go ........................................................................................................... 10

2.1.1 Livable GenSan 2040 – The Vision .................................................................................. 10

2.1.2 M ission ......................................................................................................................... 12

2.1.3 Over-all Goal .............................................................................................................. 12

2.2 Functional Role of General Santos City ..................................................................... 12

2.2.1 Role in SOCCSKSARGEN Area ......................................................................................... 12

2.2.2 Role in the M indanao Area ............................................................................................ 13

2.2.3 Role in the Philippines and t he Global Region ................................................................. 13

2.3.1 Development Paradigm ................................................................................................. 14

2.3.2 Key Development Goals – THE TEN POINT AGENDA ....................................................... 15

2.3.3 Key Development St rat egies .......................................................................................... 16

2.4 Sectoral Goals ........................................................................................................... 17

2.4.1 Social Development (Livabilit y) ...................................................................................... 17

2.4.2 Environmental M anagement (Livabilit y) ........................................................................ 18

2.4.3 Economic Development (Competit iveness) ..................................................................... 18

2.4.4 Infrast ruct ure Development (Compet itiveness) .............................................................. 19

2.4.5 Instit utional Development (Good Governance and Bankabilit y) ...................................... 19

DEVELOPM ENT CHALLENGES AND OPPORTUNITIES............................................................. 21

3.1 Perceived Critical Concerns of the “ Generals” ............................................................ 21

3.2 M ajor Development Challenges and Opportunities .................................................... 21

3.2.1. High population grow t h rat e ........................................................................................ 21