Conso CDP

Table of Contents
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Chapter 1. The Planning Environment and Planning Process
1.1 The Study Area 1-1
1.2 Planning Framework 1-3
Chapter 2: Vision, Mission, Goals and Strategies 2-1
2.1 Vision Statement 2-1
2.2 Mission 2-1
2.3 Goals and Strategies 2-1
Chapter 3: Comprehensive Land Use Plan and Zoning Ordinance 3-1
Chapter 4: Comprehensive Development Plan 4-1

I. Introduction 4-1
II. Inputs and Processes 4-4
III. Comprehensive Development Planning Process 4-5
4.1 Social Development Plan 4-9
4.1.1 Introduction 4-9
4.1.2 Challenges 4-9
4.1.3 Potentials 4-12
4.1.4 Goals 4-13
4.1.5 Objectives and Targets 4-14
4.1.6 Strategies and Policies 4-15
4.1.7 Programs and Projects 4-16
4.2 Economic Development Plan 4-21
4.2.4 Goals 4-24
4.2.6 Strategies 4-25
4.3 Environment Management Plan 4-32
4.3.4 Goals 4-37
4.4 Physical and Land Use Development Plan 4-44
4.4.4 Goals 4-52
4.5 Development Administration Plan 4-60
4.5.4 Goals 4-64
4.6 Disaster Risk Reduction and Climate Change Adaptation 4-69
4.6.3 Goals 4-72
Chapter 5: Local Development Investment Programming 5-1
5.1 Background 5-1
5.2 Selection and Prioritization of Programs/Projects 5-7
5.3 Analysis of Fiscal Capability 5-24
5.4 Implementation Strategies and Policies 5-31
Annexes
Annex A: List of Project Briefs
Annex B: Additional Projects
L IST OF F IGURES
Figure 1-1 The Study Area 1-2

Figure 1-2 Climate Change (CC) and Disaster Risk Reduction (DRR) 1-3
Mainstreaming Framework
Figure 2-1 A development framework for CSFP showing the linkages 2-2
and transformation processes between growth drivers,
strategies, goals, mission, and vision
Figure 4-1 The Comprehensive Development Planning Process 4-6
Figure 4-2 A Sample Tourism Hub and Spoke Framework for the City of 4-27
San Fernando
Figure 4-3 Critical Intersections within CSFP 4-47
Figure 4-4 Proposed hierarchy of urban centers in Central Luzon 4-52
Figure 5-1 LDIP Seven Step Process Flow Chart 5-3
Figure 5-2 LGU Financing Options 5-36
Figure 5-3 Project Development Cycle 5-40
List of Tables
Table 5-1 Goal-Achievement Matrix Format 5-11
Table 5-2 Weighted Goals 5-12
Table 5-3 Ranked GAM Summary 5-13
Table 5-4 Ranked List of Programs and Projects per Category 5-19
Table 5-5 Distribution of Income/Revenue by Source, 2010-2014 5-25
Table 5-6 City’s Total Receipt from 2012-2015 5-25
Table 5-7 CSFP’s Actual Expenditure by Object, 2013-2015 5-26
Table 5-8 Actual Expenditure by General Account, 2013-2015 5-27
Table 5-9 Revenue and Expenditure, 2013-2015 5-27
Table 5-10 Comparative Growth of Income and Expenditure, 2013-2015 5-28
Table 5-11 Projected LGU Development Financing Potential 5-29
1. T HE P LANNING E NVIRONMENT
1.1 T HE S TUDY A REA
City of San Fernando, Pampanga (CSFP) is located some 70
kilometers north of Metro Manila (Figure 1-1). It is situated at the
spatial centers of Pampanga and Central Luzon, thus, it enjoys
strategic locational advantage over other major urban regional
centers. It can be accessed through the national key arterial
road and expressway systems such as the Manila North Road
(MNR) a.k.a. MacArthur Highway, Gapan-San Fernando-
Olongapo (GSO) Road a.k.a. Jose Abad Santos Avenue (JASA),
the North Luzon Expressway (NLEs), and the Subic-Clark-Tarlac
Expressway (SCTEx). The city is traversed by MNR from north to
south, bisecting it into eastern half and western half. JASA, on
the other hand, negotiates the city from east to west, dividing it
into northern part and southern part.
The resulting crossroads between JASA, NLEX, and MNR are all
located in CSFP. These favorable conditions on access and
circulation helped transform CSFP in to a regional transportation
hub, financial center, regional administrative center, regional
urban center, and an inter-regional retail services center.
CSFP is bounded by Angeles City, Mexico, Santo Tomas, and

Bacolor on the north, east, south, and west, respectively. North
to south, CSFP is about 17 kilometers in length, and from east to
west, it is approximately five (5) kilometers on its widest part.
All its 35 barangays are classified urban. CSFP has a total land
area of 69.32 square kilometers (sq.km.) that represents 3.25
percent of the total land area of Pampanga. At annual growth
rate of 2.57 percent, CSFP’s 2010 census year population of
285,912 is projected to reach 324,573 mid 2015. CSFP, along
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with other 32 of the total 130 cities and municipalities in Central
Luzon with population ranging from 100 – 400 thousand are
under large city category.
Figur
e 1-
1.
The
Stud
y
Area
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1.2 P LANNING F RAMEWORK
To incorporate climate adaptation and vulnerability reduction
measures in the plans of CSFP, the study team adopted the
disaster risk reduction (DRR) mainstreaming framework of NEDA
which was prepared through a technical assistance jointly
funded by United Nations Development Program (UNDP) and
European Commission Humanitarian Aid (EUHA) in 2008 (Figure
1-2). The framework has three (3) major components, namely: i)
disaster risk assessment (DRA), ii) entry points of DRA in plan
formulation process, and iii) investment programming,
budgeting and results monitoring. A GIS-based sieve mapping
tool was used to formulate the land use and settlement
framework of CSFP. DRR-CCA measures and principles were
introduced in the sieve map to deliver settlements from harm’s
way and achieve the highest and best use of land.
Figure 1-2. Climate Change (CC) and Disaster Risk Reduction (DRR)
Mainstreaming Framework
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2. V ISION , M ISSION , G OALS AND S TRATEGIES
2.1 V ISION S TATEMENT
To transform CSFP into a regional destination that will showcase
the Kapampangan history, people, culture, and achievements
to fellow Asians and to the world, the vision was formulated as
shown below:
City of San Fernando, Pampanga: Center of
Kapampangan culture; and
A preferred tourism destination in Asia by
2020.
2.2 M ISSION
The Fernandino will aim to improve the quality of life of
everyone, leaving no one behind. As such, its mission is stated as
follows:
To develop a livable, ecologically-balanced and
economically-viable City through effective and socially
inclusive governance that will enhance the quality of life
of Fernandinos.
2.3 G OALS & S TRATEGIES

CSFP’s vision and missions are supported by the following
sectoral goals and development strategies, to wit:
a) Center of Kapampangan culture and heritage

b) Preferred tourism destination
c) Livable and ecologically balanced communities
d) Effective and inclusive governance
e) Vulnerability responsive and growth oriented infrastructure
systems
f) Enhanced quality of life of the Fernandinos
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Figure 2-1. A development framework for CSFP showing the linkages and
transformation processes between growth drivers, strategies, goals, mission,
and vision
The development framework showing the linkages and

transformation processes between growth drivers, strategies,
goals, mission, and vision for CSFP is presented in Figure 3-1.
The realization of the goals which were captured in a single

mission statement will help transform CSFP into a regional
destination that will showcase the Kapampangan history,
culture, heritage and achievements to fellow Asians and to the
world. These goals are described and defined as follows:
A. C EN TER OF K APAMPANGAN C UL TURE AN D
H ERITAGE
Cultural and heritage refers to the legacy of physical artifacts
and intangible attributes of a society from past generations,
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restored and preserved in the present, and handed to future
generations. It includes buildings, monuments, landscapes,
books, works of art, and artifacts or folklore, traditions, language,
local knowledge, historical milestones or challenges (e.g.
eruption of Mt. Pinatubo), and the like. The Fernandino will
preserve, enrich, and promote the Kapampangan cultural
heritage, and it shall assume the lead role in realizing this
objective.
B. P REFERRED TO URISM DES TINA TION
In line with the objective of preserving and enriching the

Kapampangan cultural heritage, the city will be transformed
into a preferred holiday and tourism destination in Asia by
2020, not only to showcase the rich Kapampangan cultural
heritage, but also to share with people the contemporary
culture and achievements of the Kapampangan. A vibrant
tourism industry along with its production, industry and service
linkages will create jobs and investments that will further
accelerate local development.
C. L IVABLE AN D EC OLOGICAL LY BALANCED
COMMUNITIES
A modern livable human ecology that contains the proper

balance of the built, social, and natural environments will define
the City and its communities in the future. The life-sustaining
ecosystems will be rehabilitated and preserved for the
enjoyment of the contemporary and future generations. Access
to adequate, safe and affordable housing, including the
upgrade slums and informal settlements will be provided.
Access to safe, inclusive and accessible, green and public
spaces will be provided to the people particularly for women,
children and people with disabilities. Human settlement
planning and management will be geared towards inclusive
and sustainable urbanization.
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D. V ULNERABILITY - RESPONSIVE A ND GROWT H -
ORIENTED INFRASTRUCT URE SYSTEMS
The city will develop its infrastructure systems towards improving

resiliency to geologic hazards, enhancing adaptive capacity to
climate change, and modernizing facilities to hasten economic
growth particularly through micro, small, and medium
enterprises (MSMEs) and small-scale industrial firms. The
infrastructure systems will improve economies of scale and
facilitate the integration of local MSMEs into domestic and
global value chains. The city will significantly increase access to
information and communications technology and strive to
provide universal and affordable access to the Internet
supportive of business and social media needs.
E. E FFECTIVE AN D INCLUSI VE GOVERNANCE
Effective and inclusive governance will address graft and

corrupt practices in all sectors (e.g. public and private) and in
all bureaucratic levels (e.g. local and national). It will promote
and implement better government policies and fair and
accountable public institutions. The program of the national
government on good financial housekeeping, disaster
preparedness and public safety, social protection, business-
friendly LGUs, law and order, and environmental management
will be vigorously pursued at the local level.
F. E N HANCED QUALI TY OF LIFE OF THE F ERNANDINOS

The Fernandinos will aim for an inclusive society free from hunger
& poverty. Its human development index shall have the highest
life expectancy, highest access to quality education, and
highest income per capita.
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4. COMPREHENSIVE DEVELOPMENT PLAN
I. I NTRODUCTION
The City Government of San Fernando (P) in the next ten years
(2016-2025) shall implement policies, programs and projects
based from comprehensive analysis of the various challenges
confronted by the City. The main objective of the
comprehensive development planning is to fully capture the
problems/issues faced by its citizens, as well as their needs and
aspirations.
The Comprehensive Development Plan (CDP) embodies the

vision, sectoral goals, objectives and development strategies of
the city with the corresponding programs, projects and
activities. The updating of this plan shall consider the emerging
trends in development such as climate change adaptation and
disaster risk reduction, contributing to the attainment of inclusive
and resilient growth. While the CDP is implementable within the
medium-term, it can serve as a stepping stone towards the
attainment of long-term and sustainable development in the
city.
L EGAL M ANDATE
The Local Government Code of 1991 (Republic Act 7160) under
Section 6, mandates every local government unit (LGU) to
prepare a comprehensive multi-sectoral development plan to
be initiated by its local development council, and approved by
its Sanggunian. Furthermore, Section 6, Chapter 2 of RA 7160
states that an LGU has the power to create bodies that shall be
deemed necessary in the implementation of its development
plans to attain proper governance and promote the common
good.
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The City Planning and Development Coordinator’s Office of the
City of San Fernando identified that it is necessary to review,
amend, reformulate or enhance the City Comprehensive Land
Use Plan (CLUP) and Comprehensive Development Plan (CDP)
taking into account climate change adaptation and disaster
risk reduction (DRR) concerns, alongside with the rapid
urbanization faced by the City. Based on the Philippine Disaster
Risk Reduction and Management Act of 2010 (RA 10121), all
LGUs are mandated to prepare local DRR management plans
that will build the adaptive capacities of communities, increase
the resilience of the vulnerable sectors, as well as optimize
disaster mitigation opportunities.
The planning process ensures that the City of San Fernando (P)
Comprehensive Development Plan is consistent with the vision
of the Central Luzon Regional Development Plan, and the
Integrated Barangay Development Plans of the 37 barangays
are embodiment of the said CDP.
S ECTORAL C ONCERNS
Most of the sectoral issues and concerns reflected in this Plan
were culled out from the Socio-Economic and Biophysical Profile
(SEBP) of the City. The SEBP contained analysis of the problems
identified and were validated during the conduct of public
consultations participated by various stakeholders. The
consultations were done in order to formulate a plan where the
citizens can have a sense of ownership of the programs/projects
being implemented in the City.
(1) S OCIAL D EVELOPMENT

The goal of the social sector is to promote quality of life for all
Fernandinos through the provision of quality health and
education services, affordable housing, and accessible social
services. These services prioritize the vulnerable sector of the
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population which includes among others, the indigent senior
citizens, street children, and persons with disabilities.
(2) E CONOMIC D EVELOPMENT

This chapter presents the strategies of the economic sector in
the attainment of the City’s vision of being the Center for
Kapampangan culture and a preferred tourist destination in
Asia. The challenge of sustaining the gains made in having a
strategic location and safe environment for business institutions
to operate has been identified in this Plan.
(3) E NVIRONMEN TAL M ANAGEMENT

With the demands of the growing population and economy, the
City’s natural resources will be continuously exploited. Hence,
conservation and proper management is needed to ensure
that the City can efficiently perform its role as the regional urban
center of Central Luzon. The goal of this chapter is to place
sustainable environmental management at the forefront in
addressing environmental concerns and formulation of
development interventions.
(4) P HYSICAL AND LAN D USE D EVE LOPMENT

This chapter illustrates the City’s goal in sustaining economic
growth by providing enabling infrastructure systems and proper
land use management. With the City’s role as one of the major
economic and service center in the region, investments to
ensure easy access and connectivity among people, places
and commodities are deemed essential.
(5) D E VELOPMENT A DMINIS TRATION

The City focuses on the optimum use of its resources while
empowering the administrative structure of the City
government. In this chapter, the challenges and potentials of
the City are identified towards an effective city government. A
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secure, resilient, systematic, and competitive city shall be the
primary concern to achieve good governance.
II. I NPUTS AND P ROCESSES
The identification and definition of development issues and

problems were based on the following inputs: Socio-Economic
and Biophysical Profile, secondary data, interviews with key
informants, web articles, and printed reports.
The detailed discussions of the development constraints in the

succeeding chapters will show the interrelationship of the
development issues/problems identified in the City of San
Fernando across sectors.
(1) T HE S OCIO -E CONOMIC AND B I OPHYSICAL

P ROFILE (SEBP)
Initial inputs to the identification of problems/issues were largely
obtained from the City’s Updated Socio-Economic and
Biophysical Profile. The SEBP contains a comprehensive
information and data on the built, natural, and social
environments of the City of San Fernando, which served as basis
in the preparation of the CDP, CLUP, and LDIP. Furthermore,
said SEBP contains situational analysis where major indicators
were presented and analyzed.
(2) S ECONDARY D ATA

Aside from the SEBP, the initial data on problem identification
were gathered from previous plan documents, taking into
consideration progress that took place in the city. Other
references also include printed reports and news articles about
the city found in the internet, mostly generated from the city’s
website.
(3) I NTERVIE W WI TH K EY I N FORMANTS
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Other sources of information were obtained from the public
consultations. The problems and issues initially identified were
validated by the stakeholders. The planning team interviewed
key informants to provide detailed information on the subject.
The key informants or sectoral experts were mostly head of the
city offices such as the City Social Welfare Office, City
Environment and Natural Resource Office, City Engineer’s
Office, among others.
(4) P UBLIC C ONS ULTA TIONS WI TH D EVELOPMEN T

S TAKEHOLDERS
The First Public Consultation was held on 17 February 2016 at the
Heroes Hall of the City of San Fernando. The objective of this
activity was to validate the development issues/problems
presented by each sectoral group. The stakeholders provided
deletions, as well additions to the matrix (list of problems)
provided by the planning team. During this activity, strategies
and corresponding interventions were also initially identified.
On 19 May 2016, the second public consultation was

conducted. During this activity, the issues and strategies were
finalized, as well as the goals and objectives were formulated.
An initial listing of programs, projects, policies, and activities
were also identified to address the validated challenges.
III. C OMPREHENSIVE D EVELOPMENT P LANNING

P ROCESS
The City Government of San Fernando requested the National
Economic and Development Authority Regional Office 3 (NRO3)
to be the agency partner who shall provide technical
assistance in the preparation of the CDP. Upon signing of the
Memorandum of Understanding (MOU) (through Resolution No.
2015-086) between CSFP and NEDA, the City Mayor issued
Executive Order No. 021 creating the composition of the various
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Technical Working Groups (TWGs) on Social Development,
Economic Development, Physical/Land Use Development,
Environmental Management, and Institutional Management.
Figure 4-1: The Comprehensive Development Planning

Process
As shown on the above figure, the analysis of the planning

environment involves chain of planning activities: i) Situational
Analysis, ii) Goal Formulation, iii) Objective Formulation, iv)
Target Setting, and v) Strategy Formulation.
(1) S ITUA TIONAL A NA LYSIS : P ROBLEM

IDENTIFICATION AND V ALIDA TION / ANA LYSIS
The first step of the planning process is the situational analysis.
This includes two phases: i) problem identification, and ii)
problem validation and analysis.
On problem identification, the planning team initially listed

problems based on secondary data such as available literature
on the internet, published and annotated reports, and previous
development plans. In the assessment of the planning
environment, statistical data were obtained. Standard values of
indicators unique to the different sectors were used as basis in
the problem identification process. The identified development
issues/problems obtained indicators that fall short of accepted
standards. Furthermore, to validate if the problem/issue exists,
there were values which were compared to the province
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(Pampanga), the region (Central Luzon), to other highly
urbanized cities in the province (Angeles City), and to the
country as a whole.
On Problem validation/analysis, the issues that were identified

initially were subjected to public consultation. This process
involved participation from different stakeholders: regional line
agencies (RLAs), local government offices, private sector,
academe, non-government organizations (NGOs), and
people’s organizations (POs). The participants during the
consultations were divided into five (5) workshop groups based
on the sectoral concerns presented above. During the
workshop, the initial challenges that were presented were
validated by each group on whether the problems still persist or
experienced on the ground. Furthermore, the magnitude or
extent of the problem and adverse effects on the people were
determined. Problem analysis also involved identification of
proximate and underlying determinants, or the factors
contributing to the problem. Inputs or feedback from
stakeholders also determined additional development
challenges.
(2) G OAL F ORMUL ATION

Goals, objectives and targets are responses to identified issues
and problems, guided by the vision of the City. Based on the
problem analysis that was done in the first phase, the desired
future condition of each sector could be identified. Goal
formulation involved determining the desired future state or
scenario when the problem/s should have been eliminated. In
the standard planning process, goals should be broad, inter-
sectoral in nature, responds to a general problem, and has
medium-long term timeframe. The collection of goals when
achieved, shall contribute to the attainment of the City’s vision.
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(3) O BJECTIVE F ORMULATION
Like the goal, an objective is also a condition when the problem
should have been addressed. The difference is that objective
has a short timeframe, sectoral, responds to a specific problem
and more specific compared to the goal. The attainment of
objectives shall lead to the achievement of a particular goal.
(4) T ARGET S E TTING

The process of target setting is more specific than the objective.
It has the same characteristics as the objective, but it included
a desired state that is more specific, measurable, achievable,
realistic, and time bound. Obtaining historical data in this
process was done in order to identify the trend and set the
target within the plan period.
(5) S TRA TEGY F ORMULATION

Strategies were technically formulated to ensure that they
contribute to the attainment of objectives and targets.
Strategies are statements on how goals and objectives are to
be achieved. They are more directly associated with drivers of
development such as the people, economy, and physical
resources. Moreover, strategies guided program and project
identification and implementation.
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4.1 S OCIAL D EVELOPMENT P LAN
4.1.1 I NTROD UCTION

Investing in human development is essential in promoting
economic growth. Improving quality of life involves provision of
adequate and quality social services and assets. The social
development sector in the City of San Fernando can be
gleaned with improved access to and quality of service delivery
in health, education, housing, and social welfare.
The various challenges in the social sector deter the attainment

of having an improved quality of life. With appropriate strategies
and interventions, these problems could be addressed, thereby
promoting healthy, educated, and empowered Fernandinos.
4.1.2 C HA LLENGES
E DUCA TION
A) LOW NA T ION AL A CHIE VEM E NT T E S T (NAT) RE S U L T S
The national achievement test (NAT) results aims to assess the

level of knowledge of students and further propose concrete
actions and recommendations to improve the quality of
education in government schools. The NAT results for the City fall
below the 75 percent minimum standard in four-consecutive
school years (SY 2011-12 to 2014-15). For elementary level, latest
data showed a very low mean percentage score of 58.78
percent. This reveals that students in general may not be
acquiring the required mastery of subject areas in English,
Science, Mathematics, Filipino, and Araling Panlipunan. Poor
performance is the same for both elementary and secondary
levels. Low NAT results can be attributed to shortage of
educational inputs such as teachers, classrooms, textbooks, and
other instructional materials. Furthermore, poor performance
may also stem from poor nutritional and health status of school-
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aged children. Around 20 percent of students are said to be
malnourished.
S OCIAL WELFARE
B) P RE VA L E N CE O F MEN DICA N T S AN D CHIL DRE N IN CON FL ICT
WIT H T HE L A W ( CICL )
It was observed that mendicant children are being prevalent in

the City of San Fernando, particularly around the Poblacion
area of the city. Data showed that street children aged from as
young as 3 years old to 13 years old. Most children are said to
be residents of Barangays Sta. Lucia, San Pedro Cutud, San
Nicolas, Sto. Niño, Quebiawan, Calulut, and Malpitic. These
street children are many times the same children who are in
conflict with the law. Most CICL are from poor families who
stopped schooling or never attended school at all. There is a
need to actively promote responsible parenthood as a way to
address mendicancy of young children.
C) L A CK O F DA TA ON T HE P RE VA LE N CE O F SU BS T AN CE A BU S E
& I N VO L VE MEN T O F MINO RS IN IL LE GA L DRUG S
Combatting the use of illegal drugs is among the top priorities of

the current administration. But since it is a prohibited act,
gathering of data pertinent to the users of the substance or
those who are undergoing rehabilitation remains a challenge
for the City. It is also not clear on who should be taking the lead
in this all-out campaign against drug abuse. The concern cuts
across issues on health, social welfare, and peace and order.
Although there were no exact data/figures generated, the City
Social Welfare Office identified that there is prevalence of illegal
drug use among the youth. The involvement of minors in illegal
drugs stems from the lack of guidance form parents or
guardians. Problems among the youth also resulted from social
eagerness to meet the social standards of the society, as well as
lack of preventive measures in the different barangays.
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H EALTH
D) LOW U S E O F FA MIL Y PLA NN ING ME T HO DS (LOW
CO N T RA CE PT IVE PRE VAL E N CE RA T E )
The City of San Fernando as a first class component city has a

high population of 306,659, based on the 2015 census of
population. Data from surveys revealed that only a very small
percentage (21%) of the population in the city reported using
family planning methods. Among those who admitted not using
any method revealed that they intend to space or limit births,
but they have no access or means to avail. This illustrates the
same results with the national picture, and revealed that
“unmet need” for family planning is greater in poor households
and women with no education. Responsible parenthood allows
couples to decide on their desired family size and plan for a
better future for the family.
E) L IFE S T Y L E DIS EA S E S A S L EA DING CAU S ES OF MO RT A L ITY AN D
MO RBIDIT Y
Non-communicable diseases or lifestyle-related diseases are the

leading causes of mortality in the City. These diseases are those
contracted through biological, behavioral, social and
environmental factors. In the City of San Fernando, heart
disease, cancer of all forms, diabetes mellitus and its
consequent complications such as chronic renal failure, are the
leading causes of mortality. The prevalence of lifestyle diseases
can be attributed to the growing number of fast food chains
and declining open spaces for sports and exercises such as
running and biking. Increasing in-migration is also a contributing
factor considering the socio-economic services (schools,
hospitals, malls) available in the city. Efforts to address lifestyle
diseases need to be geared towards prevention, rather than
cure. Promoting health lifestyle such as “Wellness program” is a
way to address this growing concern.
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H OUSING
F) E XPA N DIN G NU MBE R O F I N FO RMAL S E TT L ER FA MIL IE S ( IS F )
The increasing number of informal settlers or squatters in the City

is a growing concern. Data in 2015 showed that there were
10,834 informal settler families (ISF) squatting in the City of San
Fernando. The trend continues to grow over the years. The influx
of in-migration contributes to the increasing demand for socio-
economic services such as housing, health and education. The
problem of squatting may result to other social problems such as
higher crime incidence, and higher unemployment.
4.1.3 P OTEN TIALS
A) H IG H Q UA L IT Y HEA L T H SE RVICE DE L IV E RY
The City of San Fernando has been delivering quality health

services, both private and public. The private tertiary hospitals,
Regional Hospital, with competent skilled health professionals
have been drawing visitors to the city. The transient visitors avail
of these services which translate to revenues for the city. With
the provision of high quality health service delivery, business
investment will be greater. The city government recognizes that
the health and welfare of every Fernandino is important, as it
reflect the citizen’s productivity that is crucial in attaining a
progressive city.
B) E FFE CT IVE S O CIA L WEL F A RE PROG RA MS
Social welfare programs addressing the needs of the most

vulnerable population are implemented effectively in the city.
Among these programs are those that cater to the needs of the
elderly (senior citizens), persons with disabilities (PWDs), street
children, and solo parents. One example is the Self-Employment
Assistance-Kaunlaran (SEA-K) Program, a livelihood assistance
which aims to enhance socio-economic, entrepreneurial skills of
poor families, including solo parents. The indigent senior citizens
are also given focus by providing monthly stipend to augment
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subsistence and medical needs. The city government
emphasizes the important role of the elderly in nation building,
and recognizes their integral part in the city hence giving full
support to the improvement of their well-being and their full
participation in the society. The relevance of the City’s social
welfare programs for senior citizens and PWDs is a development
opportunity for transforming resources into active exponents of
development.
C) S T RO N G LO CA L GO VE RN ME N T S U PPO RT T O E A RL Y
C HIL DHO O D C A RE A ND D E VE LO PMEN T (ECCD) S Y S T E M
The Early Childhood Care and Development (ECCD) System

refers to the full range of health, nutrition, early education, and
social services development programs that provide for the basic
and holistic needs of young children 0 to 4 years, promoting
their optimum growth and development. The establishment of
day care centers is among the major program of the ECCD. All
35 barangays have their respective day care centers (DCC).
Some barangays even have more than one DCC in their area,
namely: Baliti (2), Calulut (2), Dolores (2), Del Carmen (2),
Maimpis (2), Northville (4), Quebiawan (2), San Jose (3), San
Pedro (2), Sindalan (3), Sta. Lucia (2), and Telabastagan (2). As
of 3rd quarter of 2016, there are 60 day care centers in the city.
The city government recognizes that investing fully in early
childhood today will ensure the well-being and productivity of
future generations. The city has been instrumental in the
provision of welfare and development programs for the children
particularly on education and health. Programs are laid down in
adherence to the four basic rights of the children, namely:
survival, protection, development, and participation.
4.1.4 G OALS
To improve the quality of life of Fernandinos through the
provision of quality social services through:
 Affordable tertiary education
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 Quality basic education
 Accessible health care
 Affordable housing/settlement
 Adequate social welfare programs
4.1.5 O BJECTIVES AND T ARGETS

To realize the goal of having an improved quality of life for all
Fernandinos, the following specific objectives and targets were
identified:
E DUCATION
 To increase national achievement test results above the
75% minimum standard
S OCIAL W ELFARE
 To alleviate and uplift the socio-economic condition of the
disadvantaged and marginalized groups, through the
provision of social services and other protective services
towards rehabilitation and improve functionality (children in
conflict with the law, vulnerable women in difficult
circumstances including solo parents, out of school youth,
elderly/senior citizens and persons with disabilities).
H EALTH
 To reduce the prevalence of lifestyle diseases (non-
communicable) as leading causes of morbidity and
mortality in the City
 To improve access to reproductive health services by
increasing contraceptive prevalence rate (CPR) from 21%
to at least 50%
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H OUSING
 To reduce the number of informal settler families (ISF) by at
least 20% from the 2015 data
4.1.6 S TRA TEGIES AND P OLICIES

Presented below are the strategic approaches with their
corresponding policies to translate the city’s social
development goal into concrete results:
E DUCATION
 Fully implement strategic directions established by
Department of Education to ensure improvement in
performance indicators
 Provision of adequate instructional materials and
equipment (e.g. desks, tables, books, computers),
development of learner-centered curriculum, and
improvement of quality of instruction and professional
development of teachers.
 Rehabilitate school infrastructures to promote environment
more conducive for learning
H EALTH
 Scale-up promotive and preventive public health programs
to improve health-seeking behavior (including nutrition)
among the most vulnerable population
 Provision of family planning commodities and information
dissemination and awareness campaign on family planning
H OUSING
 Intensify partnership with key shelter agencies (i.e.,HUDCC,
HDMF, NHA, SHDA, CREBA) to implement local shelter plan
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 Intensify prevention and control of informal settlers through
strict implementation of RA 8368 or Anti-Squatting Law
S OCIAL W ELFARE
 Strengthen Women and Child Protection Center which
caters the needs of children in conflict with the law, sexually
abused children, abused women, and habitual mendicants
 Strict implementation of Presidential Decree No. 1563 or the
Anti-Mendicancy Law which includes regularity of the anti-
mendicancy rescue operation
 Proper implementation/coordination of diversion programs
for the CICL
 Propose comprehensive program for the minor drug
surrenderers and strengthen barangay anti-drug abuse
councils (BADAC)
4.1.7 P ROGRAMS AND P ROJECTS

The following are the proposed programs and projects that can
address the issues/problems identified:
E DUCATION
S U PPL E ME NT AL FE E DING IN E L EMEN T A RY S CHO OL S
Poor nutritional status of children aged 7-12 was identified as

one of the main causes for the poor performance of elementary
pupils. School-based feeding program lasts for 120 days and
aims to restore at least 70 percent of beneficiaries to their
normal nutritional status, as well as improve class attendance by
85 to 100 percent. Direct and continuous intervention in this
regard is necessary to improve over-all health of school-aged
children.
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A L T E RNA T IVE L E A RN ING S Y S T E M / N ON - FORMA L E DU CA T ION
P RO G RAM
S CHO L A RS HIP FO R P OO R BU T D E S E RVIN G S TU DE NT S
E DU CA T IO N TO E MPL O YMEN T P RO G RA MS
H EALTH
N O N - COMMUN ICA BLE PRE VE N T IO N A N D CON T ROL PRO G RA MS
Although living a healthy lifestyle is matter of personal choice,

the constant exposure to relevant information would eventually
yield results. Commitment and support of the private sector
especially owners of television, radio stations and newspaper
publications shall be harnessed in this regard.
R E S PO N S IBLE P A REN T HOO D -F A MIL Y P LA NN IN G P ROG RA M
The Responsible Parenthood and Family Planning Program is a

component of the Philippine Population Management Program
that aims to help couples, parents, and individuals to achieve
their desired timing, spacing, and number of children, and to
contribute to the improvement of their maternal, neonatal, and
child health and nutrition status. It also aims to reduce the
unmet need for modern family planning.
F A MIL Y H E AL T H P ROG RA M
M ICRO N U T RIEN T S U PPL E ME N TA T ION P ROG RAM
HEALTH AND W E LL NE S S P ROG RAM
H OUSING
S O CIA L IZE D H OU S ING P RO G RA M : C O MMU N IT Y M O RTGA G E
P RO G RAM
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The Community Mortgage Program (CMP) is a mortgage
financing of the National Home Mortgage Finance Corporation
(NHMFC) which assists legally organized associations of
underprivileged and homeless citizens to purchase and develop
a tract of land under the concept of community ownership. The
primary objective of the program is to assist residents of blighted
areas to own the lots they occupy, or where they choose to
relocate to and eventually improve their neighborhood and
homes to the extent of their affordability.
S OCIAL W ELFARE
A N T I -M E N DICAN CY P ROG RA M
In concrete effort to control and eventually eradicate

widespread street begging in the Philippines, the Presidential
Decree No. 1563 or otherwise known as Mendicancy Law of
1978 was enacted. The LGU of the City of San Fernando sees
the implementation of the Anti – Mendicancy Law to be non -
repressive but as a tool to provide a more humane adaption of
rescue for the mendicants. It is responsive to the root of the
problem which is the lack of opportunity to uplift their means of
living, and this will be addressed by the fashioned livelihood
programs and granting of seed investments that are seen to
best suit the beneficiaries. Social preparation and post
assessment meetings shall be conducted to discuss strategies
that could be used during the operation and intervention plans
after the operation.
T HE L O CA L P AN TA WID
This program is a human development measure of the city

government which was based on the National 4Ps that provides
conditional cash grants to the poorest of the poor, to improve
the health, nutiriton, and the education of children aged 0-17.
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The 4Ps has dual objectives as the flagship poverty alleviation
program: (1) social assistance, giving monetary support to
extremely poor families to respond to their immediate needs
and (2) social development, breaking the intergenerational
poverty cycle by investing in the health and education of poor
children through programs such as health check-ups for
pregnant women and children aged 0-5, deworming of school
children aged 6-18, enrollment of children in day care,
elementary, and secondary schools, and family development
sessions.
T HE S E L F -E MPL O Y MEN T A S S IST AN CE -K AU NLA RAN (SEA-K)
The SEA-K now known as the Sustainable Livelihood Program is

also one of the strategic initiative of the LGU patterned by the
SLP program of the national government. With our aim to
improve the socio-economic status of the poor households from
survival to subsistence to self-sufficiency, provision of livelihood
opportunities through the SEA-K would address problems like
malnutrition, sanitation, non-schooling, etc. By ensuring their
economic sufficiency, families would be empowered to provide
for their own needs.
Self-Employment Assistance-Kaunlaran (SEA-K) is one of the core

social protection programs of the agency geared to combat
poverty. The SEA-K Program is an investment in building social
capital at the community level in order to increase the access
of marginalized households to financial services. It has the goal
of establishing community–based, self-managed and
sustainable credit facilities to enable the economically active
poor to have continued access to credit. SEA-K is the formation
of savings and credit facility to provide qualified beneficiaries
with access to socialized credit to enable them to finance
income-generating projects that can augment their low
income.
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P RO G RAMS FO R S PE CIA L G ROU PS
 Persons with Disabilities (PWD)

- PWD Capacity Building Program
- PWD Provision of Restorative Devices, Referral Services,
etc.)
 Senior Citizens
-Local Social Pension Program
 Solo Parents
-Solo Parents Capability Program
 Child and Youth

-ECCD Service (Day Care/Child Development Service
and Family Support Program)
-Supplemental Feeding
-Unlad Kabataan
-Community Based Services for CICL (Diversion Program)
 Women
D RU G A BUS E R E HA BIL ITA T ION F A CIL ITY /P ROG RA M
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4.2 ECONOMIC DEVELOPMENT PLAN
4.2.1 INTRODUCTION
The City of San Fernando has taken the lead role in the region in
providing a strategic location and safe environment for business
institutions to operate. Establishment of private schools and
universities, shopping malls, supermarkets, restaurants, hotels,
and resorts paved way for the influx of more tourists and settlers
that however encourage conversion of the City’s land from
agricultural to residential and commercial purposes. Hence, the
challenge remains for the City to sustain the needed and
suitable infrastructures and services to optimize potential
remunerations without impairing its land resources for further
economic development.
4.2.2 CHALLENGES
A) D E CL IN ING AG RICU LT U RAL PRO DU CT IVIT Y
Agricultural productivity has significantly decreased due to

amassed urban expansion brought forth by population increase
as well as commercial and industrial growth predominant in the
City. From 46.88 percent share of agricultural land to total area
in 2011, it has been reduced to 43.47 percent in 2015. Land
conversion from agricultural to residential and commercial
estates may not be detrimental at all if properly planned but
may affect the City’s self-sufficiency or capacity to sustain local
food supply and its contribution in improving the lives of farmers.
The City’s palay and corn production has been pegged to a

certain level and has not considerably increased over the years.
Palay production is estimated to be 5.01 mt/ha in 2014 from 5.10
mt/ha in 2013 while corn production is constant at 3.5 percent
for two consecutive years. More so, inadequate post-harvest
facilities and poor marketing channels for farm produce
contribute to low agricultural productivity.
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B) LOW T OU RIS M T RA JE CT O RY
Business opportunities have been on the rise in the City. With its
strategic location, influx of investors and migrants is no longer a
surprise for its fast growing market potential. Such development
may stimulate potential upturn of the tourism sector with its
efforts to preserve and promote its cultural and heritage milieu.
The number of built heritage preserved has doubled from 14
since 2005 to 33 in 2014. However, tourism growth trajectory in
the City has not vastly spiraled up. Efforts are poured down to
develop and organize further identified landmarks as part of a
tourism package in the province as well as for the whole region;
but little attention has been caught to increase the City’s tourist
inflows.
C) NEED T O PE N E T RA T E A N D E XPAN D MA RK E T O PPO RT U N IT IES
OF MSME S
Various programs and projects were put in place for further

expansion of micro, small, and medium enterprises (MSMEs).
However, opportunities for the organization and sustainable
growth of local industries such as lantern making, processed
meat, and other delicacies are needed to attract more
potential entrepreneurs that could provide additional
employment for Fernandinos. Improvement on the level of
government support and assistance to thriving enterprises is
necessary to pursue their exporting potentials and activities.
D ) DE VE LO PME NT O F A SU S TA INA BL E T RA N S PO RTA T ION S Y S TE M
There is a need to develop a sustainable transport system for the City

of San Fernando given its strategic location and its role as an
economic and service center in Central Luzon. It remains a challenge
for the City, that despite its thriving economic development, it will
continue to provide a sustainable, affordable and safe transportation
structure where in public transport and non-motorized modes are
encouraged. Traffic congestion has been an issue with fast-growing
economies. Hence, considering the trade and tourism growth
prospect of the City of San Fernando, it is worthwhile to ensure that
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transfer from various destinations within the City and to its neighboring
towns will not become detrimental to its further development.
4.2.3 POTENTIALS
A) I M PRO VE MEN T ON T HE E AS E O F DO IN G BU S IN E S S
The City is experiencing uptrend flow of investments for the

period 2010 to 2014. This can be anchored to the ease of doing
business in the City through its efficient business processing and
licensing system and investment promotion program. Much has
to be done to take advantage of its fast development and
integrate arts and culture as a strong industry. Government
support through enhanced infrastructures, sustained peace and
order, and holistically equipped Fernandinos shall be
continuously enabled to attract more culture-based businesses
to turn the City into “a cultural hub and a destination city” in the
region.
B) R A PID D E VE L O PME NT OF M A RK ET I N S T ITU TIO N S
The emergence of major shopping malls, supermarkets and

other commercial establishments in the City such as two SM
malls, Robinsons Starmills, Vista Mall, Puregold, and Waltermart
remains a potential for job creation as much as it draws
impending opportunities to attract more domestic tourists in the
City and to increase revenues of the local government for
further developmental projects and programs.
C) E ME RG IN G R OL E AS T HE F IN AN CIAL OR B U S IN ES S D IS T RICT
The sprawl of financial institutions in the City brought forth

accessibility to financing of Fernandinos that could potentially
spur the local economy in particular infrastructural and capital
development in the area. Majority of banks in the country had
established more than one branch in the City.
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D) S U PPO RT OF FOOD AND B E VE RAG E M AN U FACT U RIN G
Food and beverage manufacturing is a vital component of the

City’s economy. It affords massive opportunities through
employment, tax revenues, and other income-generating
opportunities to local communities. There are currently four large
bottling companies operating in the city namely: San Miguel
Corporation, Cosmos Bottling Corporation, Coca-Cola Bottled
Philippines Inc., and Pepsi Cola Manufacturing Corporation. In
terms of the food sector, given the appropriate technology and
export market, the industry’s competitiveness may further
improve.
4.2.4 GOALS
The overarching goal of sustaining a robust economy with well-
protected natural resources and enhanced cultural
preservation shall guide the City in maximizing its full potential as
a regional growth hub in support of its vision being the center of
Kapampangan culture and a preferred tourism destination in
2022.
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4.2.5 OBJECTIVES AND TARGETS
The following objectives and targets are identified to help
achieve the above goal:
a) To regulate land conversion from agriculture to other

purposes;
b) To improve farm productivity by 15-20 percent in the next
three years with the use of high yielding varieties;
c) To provide technical and market assistance to 22
barangays or 355 farmers in Northeastern CSFP;
d) To promote organic farming techniques for sustainable
agriculture;
e) To conduct training and information dissemination on
scientific farming and utilization of modern equipment;
f) To enhance the economic viability of the locality through
relevant urban development technologies;
g) To strengthen private enterprise by increasing the number
of registered establishments from the current level;
h) To expand market development of micro and small
industries;
i) To build and organize a healthy tourism industry with an
increased visitor arrival of 20 percent annually; and,
j) To promote community-based tourism programs;
4.2.6 STRATEGIES
AGRICULTURE
a) Improve market access and agribusiness
b) Adaptation of scientific farming and utilization of modern
equipment
c) Further development of manufacturing and agribusiness
industries
d) Rationalize land use allocation and conversion
e) Provide scholarships for agricultural courses
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f) Adoption of sustainable farming practices such as organic
farming
TRADE AND INDUSTRY

a) Develop city properties into viable economic zones
b) Review and amend Investment Priority Areas
c) Build new townships/centers to spread economic
development
TOURISM
a) Improve marketability and accessibility of tourism sites
b) Strengthen community participation
c) Accreditation of tourism-related establishments from the
Department of Tourism
d) Formulate the Tourism Development Plan
e) Declaration of Heritage District/Lazatin Blvd. as Tourism
Enterprise Zone
f) Restoration of the City Hall Building
g) Strengthen the City and Barangay Tourism and Arts Council
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Clark
Subic Day 3
Pasalubong Center
Metropolitan Cathedral
Candaba Wetlands
Local Resto Everybody’s Cafe
Pinatubo Trek
Train Station
Day 2 Local Resort Day 1

Heritage Houses
Local Hotel
Manila
San Guillermo Church
Figure 4-2. A Sample Tourism Hub and Spoke Framework for the City of San Fernando
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4.2.5 PROGRAMS AND PROJECTS
Below is the list of existing and proposed programs, projects, and
activities of the City of San Fernando that will facilitate the
realization of its goal and objectives:
AGRICULTURE
A) F A RME RS A S S EMBL Y /I N FO RMA T ION D IS S EMIN A T IO N
P RO G RAM ( S CIE N T IFIC FA RM ING AN D U T IL IZA T ION O F
MO DE RN E QU IPME N T )
Farmer Assembly or Information Dissemination Program is an

agricultural program or activity intended to use new and
advanced agricultural technologies and scientific farming in
relation to climate change, latest research in crop production
and protection, livestock production, diseases control and
management, machineries or modern equipment etc. were
done through farmers field school, trainings/seminars,
agricultural trade fair, agricultural forum, meetings among
farmer group, and the like.
B) F A RME R F IE L D S CHO O L P RO JE CT
Farmers’ Field School (FFS) Project is a non-formal farmer

education known as “Paaralang Wallang Dingding” that is
based on experimental learning techniques and participatory
method. It is a 16 weeks non-formal education held in the farm
with at least 25 farmer participants who are willing to learn
about the new package of technologies which are usually
done through participatory approach, monitoring, record
keeping, etc. The output of the project is that farmers will learn
and be able to choose between good and bad agricultural
practices. FFS is a practical way of delivering services among
farmers.
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TRADE AND INDUSTRY
C ) I N DU S T RY C LU S T E RIN G D E VELO PME N T P RO G RA M
The development and promotion of industry clusters are

identified as a major strategy under the Philippine Development
Plan 2011-2016 in helping achieve its vision of a globally-
competitive and innovative industry and services sector that
contributes significantly to inclusive growth and employment
generation. This is the approach to be considered as a key
strategy to MSME development of priority sector in a given
city/municipality.
In view of the opportunity present to the MSMEs engaged in

producing/manufacturing native or home-grown products, the
City Government of San Fernando together with other
government agencies will assist the entrepreneurs in availing this
program. This program will provide technical support and
strengthen the capabilities of the Clustered Industry by assisting
them in terms of Training and Seminar on Entrepreneurship,
Good Manufacturing Practices, Benchmarking and Capability
Building, Marketing and Promotion and Product Development
(Packaging and Labeling). 35 barangays in selected clustered
industries (Fernandino Micro-Entrepreneurs, MSMEs, Livelihood
Beneficiaries, Organic/Agricultural Entrepreneurs, and Women’s
Group) are target beneficiaries.
D) O N E T O WN /O N E B A RANG A Y O N E P RO DU CT P RO JE CT
As an initiative of the City Government of San Fernando (thru

the City Investment Promotion Office) in the promotion and
sustainability of the home-grown entrepreneurs in our area, the
City launched many activities such as One-Barangay, One
Product, MSME Business related trainings and weekend trade
fair in order to contribute to the globally composite product
manufactured in the country specifically in the City.
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TOURISM
E) T O U RIS M P RO MO T ION S P ROG RA M
The CSFP Tourism Star Card is essentially a “privilege card” for

tourists (living outside the City). It will be in a form of a discount
card to be presented in participating Tourism-Related
Establishments. This will be the very first loyalty or privilege card
for tourists launched by a local government unit in the
Philippines.
The City Tourism Branding Project is a bottom-up-budgeting

granted to the City in partnership with DOT III. The project aims
to showcase the City’s identity, and project a positive and
inviting image to tourists. The expected output is a distinct city
brand coupled with a comprehensive marketing plan to be
adapted by the LGU, cascaded to the barangays and private
sector as an umbrella brand.
F) C U L T U RAL P RO MO T ION AN D D E VE LO PMENT P RO G RAM

( T HRO UG H T HE I MPL E MEN TA T ION O F C E NT E R FO R
K A PA MPAN GA N C UL TU RE I N IT IA T IVE S /P RO JECT S )
The Cultural Mapping is to capacitate barangays to engage in

community-based tourism development and identify the
community’s strength and its resources.
It is intended to conduct an inventory of the cultural assets and

resources of the barangay (through mapping, interviews and
documentation) and to determine the resource efficiency and
links between arts and cultural groups as well as the common
aspirations and values of the barangays in the City.
The Heritage Trail Trek is a heritage tour highlighting the heritage

district of the City of San Fernando and other iconic structures in
the City. The City identified historical markers on each of the
existing sites. The trail will be traced through the heritage
passport to be supplied to the visiting tourists.
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G) C RE A T ION OF V IS IT O R ’ S B U REA U AND T OU RIS M N E T WO RK
With the current vision of the City comes the responsibility to

ensure that the most up to date information on its tourism
products and assets is easily available to tourists. In the age
where technology allows for the rapid dissemination and
acquisition of information, it is necessary to strengthen linkages
within and between local tourism industries. This requires the
mapping and monitoring of the City’s tourism network and
creation of a visitor’s bureau to be able to link various industry
players with each other, and with tourists.
The city government will make a pilot study putting up a kiosk

that could allow tourist to gain information easily at a more
accessible location even when the information centers are
closed. It contains many listings of the types of information tourist
are looking for.
H) B A RA N GA Y T O U RIS M P ROG RA MS
Under the Barangayan sa Turismo Program, the City will provide

technical support in planning, organizing and training of
barangay and community leaders along the lines of tourism
organization and development. The City will conduct a
quarterly meeting with the barangays to continuously apprise
them on developing their vision and mission. The ultimate goal is
creating a functioning Tourism Council in the barangay level,
capable of planning, monitoring and coordinating tourism
development progress in their barangay.
Another proposed project is establishing a Barangay Tourism

Network which is a database of tourism events per barangay.
Through a call for submission of proposals from barangays, the
City will support events with tourism potential through awarding
of subsidies to qualified proposals.
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4.3 E NVIRONMENT M ANAGEMENT P LAN

In the context of development and industrialization, the City’s
natural resources will be continuously exploited to sustain the
demands of the growing population and economy.
Conservation and proper management of these resources amid
disaster risk reduction and climate change adaptation will
therefore be critical to ensure that the City can efficiently
perform its role as the regional urban center of Central Luzon. In
this context, sustainable environmental management will be
espoused in the identification of priority environmental concerns
and on the formulation of corresponding development
interventions.
4.3.2 C HA LLENGES
A. U N RE G U LA TE D G ROUN DWAT E R E XT RA CT ION
The City is strategically located on top of a high productivity

aquifer which makes it an excellent source of groundwater. The
abundance and availability of this resource has drawn several
bottling companies to situate their manufacturing plants within
the City. Over the years however, the scale and magnitude of
groundwater abstraction required for the operation of these
industries now pose serious risks on sustainability and availability
for all water users within the City in the coming years. Under the
current legal framework, regulation of groundwater abstraction
by the water districts and other private systems is within the
responsibilities of the National Water Resources Board (NWRB).
The city government therefore only has a limited influence in
granting of water use permits and in ensuring abstraction is
within safe yields. However, the limited monitoring capabilities of
NWRB when it comes to actual resource use vis-à-vis projected
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demand and water availability in the future creates a challenge
in effective water resource management in the City.
B. P O S S IBL E C O NT A MIN AT IO N OF A Q U IFE RS
Pollutants from land-based sources, if not managed properly

may infiltrate and contaminate groundwater resources.
Potential sources of groundwater contamination may include
storage tanks for gasoline, oil or other types of chemicals, septic
systems, most especially households without the prescribed 3-
chamber septic system, hazardous wastes, landfills or open
dumpsites, and abandoned wells, among others. In the City,
abandoned irrigation wells, deep wells, and shallow wells are
the potential point of entry of pollutants. These abandoned
wells which are scattered and can be found in almost all
barangays are oftentimes left opened and unsealed, thereby
providing direct access for seepage and infiltration of pollutants
during heavy rainfall or flooding events. If left unsealed, these
wells may affect groundwater quality within the City.
C. A IR PO L L UT IO N FRO M MO BILE S OU RCE S AN D L IV E S TO CK
PRO DU CT ION FA RMS
Air pollution within the City may be attributed to mobile sources

such as tricycles, jeepneys, trucks, and private vehicles passing
through the busiest and major thoroughfares. Other notable
sources of air pollution, particularly due to production of foul
smell are livestock production farms located in the northern
barangays of Dela Paz Sur, Dela Paz Norte, Lara, Malino and Del
Rosario. The externalities of livestock production farms in these
areas are already affecting nearby households as well as other
stakeholders within the same airshed. This situation necessitates
implementation of re-zoning of the area to avoid further
damages to all concerned.
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D. D U MPIN G O F S OL ID WA ST E S IN CRE EK S
In the Philippine context in general, waterways have become

the most convenient way of disposing not only household
wastes and to some extent, commercial and industrial wastes.
The same can be said in the City, dumping of solid wastes in
creeks has been a common practice during the previous years
when solid waste management and collection is inefficient. A
closer look at the City’s waterways show that four (4) major
creeks: St. Jude Creek, Maimpis Creek, Calulut Creek, and
Mapalad Creek converge at the San Fernando River at the
southern portion. Consequently, the San Fernando River serves
as the catch basin of all surface runoff-including solid wastes
coming from the four major waterways. During the previous
years, government and private sector-led initiatives in cleaning
up and revitalizing the City’s waterways have been done.
Continuation and intensified implementation of similar activities
will therefore be a critical response to ensure that solid waste is
not channeled through these river networks.
E. U N T RE A T E D WA S TE WAT E R DIS CHA RG E FROM IN DU S T RIA L
S O U RCES
The Philippine Environmental Impact Assessment (EIA) System

provides for the granting of Environmental Compliance
Certificates (ECCs) to industries which have successfully
complied with the requirements. Based upon the records of the
Environmental Management Bureau III, some of the industries
with granted ECCs include, among others: beverage
manufacturing plants, feed manufacturing plants, concrete
batching plants, LPG refilling plants, poultry and piggery farms,
medical hospitals and gasoline filling stations. These industries,
most especially those classified as having high potential to
affect the environment should be closely monitored to ensure
that wastes are properly treated before disposal.
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F. D IS PA RIT Y IN CA PA BIL I T IE S A ND WIL L INGNE S S A MO NG
S T A KE HOL DE RS TO IMPL E MEN T PRO VIS ION S OF R.A. 9003

O R T HE E CO LO G ICA L S OL ID W A S T E M A NA GEME N T A CT
Geographic variation in the capabilities of barangays to

implement the provisions of the Ecological Solid Waste
Management Act has been forestalling a city-wide and full
implementation of the law. While a lot still remains to be done in
relation to solid waste management, the City in 2014 was
awarded by DILG III as the Most Outstanding LGU (City
Category) in complying with the key legal provisions of R.A. 9003
through the Environmental Compliance Audit (ECA).
Intensification of solid waste management campaigns from the
household level to institutions and commercial establishments
needs to be sustained. Strengthening of capabilities of
barangays in implementing mandatory segregation of wastes at
source, no littering and maintenance of functional materials
recovery facilities will be done by the City through discharging
its oversight functions on the barangays.
G. L A CK O F S E PT AG E MANA G EME NT S Y S TE M
As stated in Presidential Decree No. 198, highly urbanized cities,

non-highly urbanized cities and LGUs where water districts,
water utilities and LGU waterworks have already been
constituted and operational, the water supply utility provider
shall be responsible for the sewerage facilities and main lines.
Moreover, the Supreme Court Decision on Manila Bay
mandates the Local Water Utilities Authority (LWUA) in
coordination with the Department of Environment and Natural
Resources (DENR) “to provide, install, operate and maintain
sewerage and sanitation facilities and the efficient and safe
collection, treatment and disposal of sewage in the provinces of
Laguna, Cavite, Bulacan, Pampanga, and Bataan where
needed at the earliest possible time”. At present, the City in
partnership with the Water District is finalizing project
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components for the implementation and construction of a
septage management system.
4.3.3 P OTEN TIALS

The City of San Fernando despite rapid urbanization has still
maintained its endowment of natural resources including land
and water resources.
A. L A N D R E S OU RCE S
The City of San Fernando is shaped like a rectangle and is

around 14 kilometers southwest of Mt. Arayat, the most
pronounced landform in the central plains of the region. The
topography of the City is almost flat with no distinct natural
landmark except for the San Fernando River that crosses the
width at the southern end. Elevation along the whole coverage
of the City is between 5 to 70 meters above mean sea level and
an average slope of 0.54 percent.
In terms of soil type, the City has extensive sandy areas which
provides for good internal drainage. This however, may not be
conducive for production of crops that require submerged
conditions such as rice. Silt loam can be found in the southern
portion of the City, the same area that serves as catch basin of
surface runoff flowing in the San Fernando River. In general, the
soil condition is ideal for built development although the subsoil
conditions may prove otherwise. Studies conducted by NWRB
and the Japan International Cooperation Agency (JICA) in 2010
reveal that extensive areas in the City may not be able to
support high rise development.
B. W A T E R R E S O U RCES
One of the natural characteristics of the City is an extensive

network of natural water channels. Surface waters comprising of
creeks and rivers provide natural drainage. The four major water
channels draining the whole city are the St. Jude Creek,
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Maimpis Creek, Calulut Creek and Mapalad Creek. These four
creeks flow southwards of the City and converge at the San
Fernando River.
On the other hand, according to water resource management

studies conducted by JICA in 2010, the City is located on top of
a high productivity aquifer based on its hydrogeological
conditions. Water permits for groundwater abstraction within the
City consists of water for domestic/municipal use and water for
industrial use. In fact, of the total granted water permit for
groundwater abstraction for industrial use in the whole
Pampanga River Basin of 1.149 cubic meters per second (m 3/s),
0.777 m3/s or about 67 percent alone is sourced in the City of
San Fernando. The industries utilizing large amounts of
groundwater are mostly beverage and bottling companies.
4.3.4 G OALS
Sustainable environmental management through sound policies
and projects will be pursued by the City in order to ensure that
the quality of the urban landscape will be supportive of the 2022
vision of the City as the Center of Kapampangan Culture and a
preferred tourism destination in Asia.

The following are the objectives and targets for environmental
management:
a) To develop a comprehensive monitoring system on

groundwater level and quality as well as to measure land
subsidence;
b) To develop alternative sources of potable water and
water for industrial use;
c) To seal all abandoned irrigation wells, deep wells, and
shallow wells;
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d) To maintain air quality within standards set by R.A. 8749 or
the Clean Air Act;
e) To assess and monitor concentration of particulate
matter in the air;
f) To identify areas for tree planting and greenbelt
development;
g) Issuance of 5-year and 10-year exit plans to livestock
production farms;
h) To improve water quality and achieve standards set by
R.A. 9275 or the Clean Water Act;
i) To assess and monitor water quality on major rivers and
creeks within the city;
j) To ensure proper segregation, collection, transport,
storage, treatment, and disposal of solid waste including
healthcare waste management;
k) To enhance capabilities of local stakeholders in
implementing R.A. 9003;
l) To improve sanitation and maintain a good urban
environmental quality; and,
m) To promote Green Development
4.3.4 S TRA TEGIES

The following are the strategic approaches to translate the
City’s environmental management goals into concrete results:
G ROUNDWATER R ESOURCES M ANAGEMENT

 Rationalize groundwater extraction within the sustainable
level;
 Passage of the Water Extraction Ordinance;
 Establishment of Groundwater Monitoring;
 Identify possible alternative water sources for domestic,
municipal, and industrial water use.
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 Identification and inventory of abandoned irrigation
wells, deep wells, and shallow wells, including force
pumps and manual pumps
E NVIRONMENTAL Q UALITY
Air Quality
 Implementation of the Anti-Smoke Belching Ordinance

 Establishment of an Air Quality Monitoring System
 Development of an Urban Greening Master Plan
 Relocation of livestock production farms
Water Quality
 Advocacy on the designation of the province of

Pampanga as a Water Quality Management Area
(WQMA)
 Strict implementation of the provisions of R.A. 9275 (Clean
Water Act)
 Establishment of a Water Quality Monitoring System
Solid, Liquid, and Toxic and Hazardous Waste Management
 Implementation of the city’s 10-year Solid Waste

Management Plan (SWMP)
 Capability-building among barangay stakeholders on
their responsibilities as stipulated in R.A. 9003
 Passage of an ordinance to implement a septage
management program in partnership with the local
water district

Exploitation of the City’s natural resources will be in accordance
with sustainable development principles. This, and in
accordance with the City’s vision for the natural environment,
three (3) major programs will be implemented as follows:
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A. I N T E G RAT E D G ROU N DWA T E R M ANA G EMEN T P RO G RA M
Provisioning of adequate, clean and affordable water is one of

the most important services of local governments. As of the 2015
Census of Population and Housing, the City has a population of
about 306,659. Potable water to service the population is
provided by the City of San Fernando Water District. Domestic
and municipal water is distributed through a pipeline network
with pipe sizes ranging from 4 inches to 12 inches in diameter.
Aside from these, other major users of groundwater within the
City are the beverage and bottling companies accounting for
an aggregate of 0.777 m 3/s granted groundwater abstraction
permit. This groundwater abstraction rate is about seven (7)
times the rate of domestic and municipal consumption of 0.117
m3/s.
Furthermore, JICA in its study on Integrated Water Resources

Management for Poverty Alleviation and Economic
Development in Pampanga River Basin has evaluated that the
City, in as early as 2008 is already at high risk on groundwater
availability. Considering present utilization and future demand, it
is expected that by 2025, the City shall remain at high risk on
groundwater availability.
In view of this, it is critical for the City to come up with concrete

actions to be undertaken to ensure groundwater sustainability
and availability for future generations. The Integrated
Groundwater Management Program for the City of San
Fernando therefore shall have the following objectives:
a) To develop and implement a groundwater management

program that is pursuant with the requirements of
Presidential Decree No. 1067 or the Philippine Water
Code and R.A. 9275 or the Clean Water Act;
b) To provide the basis for investment programming in
groundwater management; and
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c) To develop appropriate institutional arrangements and
sound policies to ensure efficient and sustainable
groundwater management practices.
The Integrated Groundwater Management Program shall also

include, among others project components relative to legal
enforcement, capacity building on groundwater management,
drilling of monitoring wells, and regular groundwater monitoring
and assessment. Implementation of the program shall be in
close coordination with the DENR, NWRB and the City of San
Fernando Water District.
B. A DVO CA CY ON T HE F E AS IBIL IT Y S T U DY FOR T HE P A MPA NG A

B U L K W A TE R S U PPL Y P RO JE CT
C. S E A L IN G OF A BA N DON E D W E LL S P RO JE CT
D. A IR AND W A T E R P O L LU T IO N C ON T RO L P RO G RA M
In the City of San Fernando, vehicular and agro-industrial

emissions are the primary sources of air pollution. Road works
and other types of construction activities also contribute to
increases in total suspended particles in the air. In terms of
surface water pollution, primary culprits are solid wastes
dumped on creeks and urban runoff.
In view of this, the following projects to achieve air and water
quality within standards for the City will be implemented:
a) Emission Inventory Project;

b) Air Quality Monitoring Project;
c) Installation of LED Air Quality Display Modules;
d) Green Zones Development Project;
e) Waterway Clearing Project;
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f) Water Quality Monitoring Project;
g) Activation of River Patrols in Barangays
Implementation of these projects shall be complemented with

supporting local ordinances pursuant to the provisions of the
Clean Air and Clean Water Act of the Philippines.
E. S O L ID W A S T E M AN AG E ME N T A SS IS T AN CE P RO G RAM FO R
B A RA NGA Y S AN D C OMMUN IT IE S
F. C O MPRE HE N S IVE S E PT AG E AN D S E WA GE M A NA G EME NT

P RO G RAM
Based on the study of the UNICEF and World Health

Organization (WHO), only 10 percent of the country’s
wastewater is treated while only five (5) percent of the total
population is connected to a sewer network. Further, since
sludge treatment and disposal facilities are rare, domestic
wastewater is discharged without treatment.
Meanwhile, domestic and industrial septage, primarily treated

through septic tanks are also potential sources of pollution of
groundwater resources. This happens because septic tanks are
said to be effective only in low density areas. In high density
areas like the City of San Fernando, this type of septage
treatment facility may not be effective as the rate of effluent
flow from the combined septic tanks may be beyond the
natural capacity of the soil to decompose. Consequently,
seepage of untreated sewage, partially treated sewage and
direct discharge of raw sewage may potentially contaminate
groundwater.
In Central Luzon, the Subic Bay Freeport Zone (SBFZ), CDC

Special Economic Zone, and Authority of the Freeport Area of
Bataan (AFAB) have installed sewage/wastewater treatment
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facilities. At the LGU level, one (1) existing Sewage Treatment
Plant in Baliuag, Bulacan was constructed by the Water District.
The Supreme Court Decision on Manila Bay further directed

LWUA and DENR to provide, install, operate and maintain
sewerage and sanitation facilities for the treatment and disposal
of sewage in provinces surrounding Manila Bay, including
Pampanga. Section 7 of the Local Government Code on the
other hand mandates each LGU to appropriate the necessary
land for the construction of the sewage and/or septage
treatment facilities through the enactment of an ordinance. It is
within these legal bases that the City will work in close
coordination and partnership with concerned agencies such as
the City of San Fernando Water District, LWUA, DENR, and DPWH
to implement a comprehensive City-wide Septage and Sewage
Management Program.
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4.4 P HYSICAL AND L AND U SE D EVELOPMENT
P LAN
Strategic infrastructure and land use development are vital
components in the pursuit of economic growth of a city,
municipality, province, and even a country. In the case of City
of San Fernando (CSFP), the basic infrastructure systems are
already in place. However, urbanization, population growth,
and sustained local economic development are placing
considerable challenges on land use management and
infrastructure development. It has been cited that inadequacies
in infrastructure are critical constraints to investment and growth
(Asian Development Bank, 2007). With the city’s essential role as
one of the major economic and service centers of the region,
land use planning and management as well as infrastructure
investments to ensure easy access and connectivity among
people, places, and commodities are essential. These capital
intensive investments must be anchored on well-defined goals,
strategies, and objectives.
4.4.2 C HA LLENGES
A. L A N D U SE
A1.1 L A N D I DL IN G AND L AN D B AN K ING
Raw agricultural lands adjacent to commercial centers, built-

up areas, or located along major thoroughfares are often the
subject of land banking, idling, or speculation in anticipation of
higher transaction values once converted into residential,
commercial and mixed use subdivision developments. Rapid
growth of population and sustained economic development of
CSFP trigger land banking and speculation. Land banking not
only tends to push land prices up but also triggers food
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production to decline. Idle agricultural lands, like unbuilt
planned unit developments (PUDs), contribute in precluding the
city’s food security efforts because of forgone land productivity.
Fully implementing the provision of Local Government Code of
1991 that imposes five (5) percent real property tax on idle lands
may help address this problem.
A1.2 S PRA WL OR H O PPIN G U RBA N D E VE LO PME N T
Sprawl refers to the development of settlements away from the

main urban core to the urban fringes. These low density peri-
urban settlements may hop or leap-frog all-over the city
creating patches of PUDs within agricultural lands.
To some extent, land banking and idling hasten sprawl. Property

developers tend to hop in the fringes where raw lands are
cheaper than converge within urban core where land prices
are prohibitive. The challenge is how to provide fiscal incentives
and disincentives to the real property market so that sprawl can
be minimized and settlement expansion can be directed to
identified growth areas and corridors.
A1.3 C O N FL ICT IN G L AN D U S E S
Land use conflict occurs when incompatible uses are in

proximity to each other. Uses such as residential, heavy
manufacturing, or food processing when located next to each
other may yield to land use conflicts. The air, noise, water, and
land pollution from these plants may not be compatible with
residential activities. These are common occurrences in rapidly
urbanizing cities like CSFP. Provision of buffer zones or
implementation of mitigating measures may reduce the
impacts to the built and natural environments. Zoning, land use
monitoring and management are the effective tools to address
these concerns.
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B. I N FR A STR UCTUR E D EVELOPMENT
B1.1 R O A D N E T WO RK C ONG E S T IO N
Road network congestion or commonly known as traffic

congestion is defined as a condition on transport networks that
occurs as use increases, and is characterized by slower speeds,
longer trip times, and increased vehicular queuing (Herron,
2015). CSFP is regarded as the regional urban center of Central
Luzon. This is evidenced by the presence and continued growth
of investments, business establishments, and numerous
economic activities within the city. Moreover, the city is home to
Central Luzon’s Regional Government Center (RGC) which
attracts 1.1 million transient visitors and workers daily (Orejas,
2016). These developments affect vehicular volume and the
number of people coming into the city, hence, the city’s road
network gets saturated as road uses go beyond the capacity of
the road. Traffic congestion is noticeable specifically along
MacArthur Highway, Jose Abad Santos Avenue (JASA), Lazatin
Boulevard, Dolores, Telabastagan, and in the Poblacion area.
Moreover, the Traffic Management Division (TMD) of CSFP has
identified the critical intersections within the city as shown in
figure 7-1. In addition, the Transport and Traffic Management
Plan for City of San Fernando identified major traffic congestion
factors, namely: (i) the huge number of tricycle and PUJ
throughout the day; (ii) loading and unloading of public busses
passing through the city; (iii) uncontrolled or unregulated
behavior of the pedestrians and commuters; and, (iv) use of the
street as a venue for livelihood, apart from drivers which
includes ambulant vendors, beggars and street children.
B1.2 O N - S T RE E T P A RK IN G /V E HICL E E NCRO A CH MEN T IN
V A RIO U S R O A DS IDE S
A study of the League of Cities of the Philippines (LCP) on

transport and traffic conditions in five cities which includes CSFP,
pointed that high levels of on-street parking is a general
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challenge. This concern may be attributed to the increasing
number of establishments along major thoroughfares in the city.
Causes of this challenge include narrowness of several roads
and insufficient parking spaces in commercial establishments,
hospitals, schools, and other institutions along thoroughfares. As
such, mobility is impeded within the city.
Figure 4-3. Critical Intersections within CSFP

Several critical intersections in the city, shown in Figure 7-1, are as
follows:
 Paning’s MacArthur Intersection

 Holy Angel Village – MacArthur Intersection
 Del Rosario – MacArthur Intersection
 SACOP – MacArthur Intersection
 San Isidro/Quebiawan – MacArthur Intersection
 Dolores Intersection
 Makabakle – MacArthur Intersection
 Lazatin – OG Road Intersection
 San Juan – Palawe Intersection
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B1.3 S T RE E T L IG HT IN G AN D R OA D I L LU MINAT IO N C ON CE RN S
Efficient lighting is needed to provide illumination to the city’s

streets and thoroughfares. This illumination infrastructure includes
streetlights, lamp posts, and traffic lights. In CSFP, one notable
challenge that the city faces in terms of illumination is the lack
of traffic lights specifically on several road intersections. This
challenge results to risks in road safety and traffic congestion
within the city. Some of the noteworthy road intersections that
require traffic lights are the Lazatin – OG Road intersection,
Dolores intersection, and San Juan - Palawe intersection.
Furthermore, streetlights can be used to promote security in
urban areas and improve public safety (Street Lighting and
Road Safety, 2015), thus, enhancement of the provision of this
infrastructure facility should also be established.
B1.4 G A PS IN T HE P RO VIS IO N OF B A S IC I N FRA S T RU CTU RE S
Economic infrastructures provide access to basic services to the

citizens of CSFP. These economic infrastructures include public
markets, slaughterhouses, among others. These necessities are
being met in the central business district (CBD) of the city;
however, provision of these economic services should also be
ensured in other road segments of CSFP.
B1.5 C A PA CIT Y OF E X IS T IN G S O CIA L I NFRA S T RU CTU RE IN
S U S T A IN ING T HE C IT Y ' S S O CIAL D E VE LO PMEN T
Infrastructures such as daycare centers, primary and secondary

schools, health centers, sports and recreational facilities,
museums, public libraries, memorial parks, and cemeteries are
essential in the promotion of social development of the people.
While most of these are already present in the city, improving
the level of service provided by these facilities is a challenge. In
the provision of quality education, development and
modernization of the city’s public schools especially those
located in the flood susceptible areas should be prioritized. The
improvement and provision of day care and health centers in
each barangay is a must. Moreover, sports and recreation
centers help in developing a healthy lifestyle for the Fernandinos
and these could also provide positive influences on the youth of
the city and might aide in the campaign against drug abuse.
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Another challenge of the city is the maintenance and
monitoring of the cemeteries and memorial parlors’ adherence
to Presidential Decree 856 or the Code on Sanitation of the
Philippines which could affect health and sanitation in the
nearby communities. Buffer zones from the cemetery to
neighboring communities should be properly observed.
B1.6 A G IN G A DMIN IST RA T IVE IN FRA S T RU CT URE S Y S T E MS
As the capital of Pampanga and the regional urban hub of

Central Luzon, CSFP provides administrative services and
government assistance toto its constituents and people from
other surrounding municipalities. Thus, maintenance of the
infrastructures supporting these services remains a challenge.
Aging administrative infrastructure systems include government
centers, the city hall, barangay halls, and facilities used for
maintaining peace and order, among others. Security,
rehabilitation, and modernization of these facilities as well as
upgrading of equipment and amenities should be looked into.
B1.7 U PG RA DIN G OF U T IL IT Y I N FRA S T RU CT URE S Y S T E M
Water and electricity supply and distribution; information and

communication technology (ICT); solid waste management;
and, sanitation and sewerage are the public utilities (commonly
known as utilities) needed in a city/municipality. CSFP enjoys
high levels of service for water and electricity supply and
distribution, as provided by the City of San Fernando Water
District (CSFWD) and San Fernando Electric Light and Power
Company, Inc. (SFELAPCO), respectively. However, the Midterm
Update of the Central Luzon Development Plan (CLDP), 2014-
2016 identified that rapid urbanization and industrialization put
pressure on the utilization of water resources in the region. CSFP
has been noted as one of the urban centers in Central Luzon at
high risk of exceeding safe ground water abstraction rates in
2008 by the JICA and NWRB study on “Integrated Water
Resources Management for Poverty Alleviation and Economic
Development in Pampanga River Basin.”
While major power consumption areas in Central Luzon such as

freeports, economic zones, and major urban centers can be
adequately supplied with electricity within the medium term,
there is a strong need to reduce reliance on oil-based energy.
The region has to manage its carbon footprints within
sustainable levels. Thus, the development of renewable energy
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(RE) sources would be beneficial. CSFP on its part may
encourage the development of solar panel roofs in cooperation
with the local electric utility.
In terms of waste management, CSFP is recognized for the full

implementation of RA 9003 or the Ecological Solid Waste
Management Act of 2000 with its efforts on barangay
empowerment in solving the garbage problem. Material
Recovery Facilities (MRFs) were established in all the 35
barangays of the city. As of 2015, there are 170 operational
MRFs in CSFP which are located in barangays, schools,
subdivisions, and business establishments. However, to further
the adoption of best environmental practices in terms of solid
waste management in the city, the development of an
ecological waste management system facility needs to be
established.
B1.8 L IMIT E D A CCE S S T O IN FO RMA T IO N T E CHN O LO G Y
Information Technology (IT), which is the digital processing and

transmission of information, is now a force and driver of modern
technological development and globalization, and is generally
accepted as a key enabler of economic and technological
growth (Ejiaku, 2014). IT infrastructure is a set of shared tangible
and intangible resources composed of computers, network and
telecommunication technologies, data and core software
applications (Duncan, 1996). Investments in infrastructure aimed
at the development of information technology within the city
are significant in efficient communication, monitoring and faster
response to emergencies and/or disasters. Moreover, safety and
security as well as high paced development of the city can also
be influenced by IT development.
4.4.3 P OTEN TIALS

The City plays a critical role in providing access and
interconnectivity from the National Capital Region (NCR) to the
north of Luzon. Additionally, the city has emerging role in the
Metro Clark area and an inherent role as one of the major
economic and service center of the region. These depict the
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valuable potentials of the city towards providing extensive
infrastructure systems.
A. S TR A TEGIC L OCA TION OF THE C IT Y

The strategic location of CSFP makes its infrastructure systems
essential in providing access and circulation. One has to pass
through the City to be able to go to any province from all
directions, be it north to Tarlac and Pangasinan, west to Bataan
and Zambales, east to Nueva Ecija, south to Bulacan, and
onwards to Metro Manila (CLUP of CSFP, 2012-2021).
B. E MER GING R OLE AS THE R EGIONAL C ENTER OF

C EN TR A L L UZON AND P AR T OF THE M ETR OPOLITA N
C LA R K A R EA
The City of San Fernando as the capital of the province of
Pampanga and the designated regional center of Central
Luzon region, takes an inherent role as a major economic and
service center of Region III. Moreover, CSFP is part of an
emerging urban agglomeration which is popularly known as the
Metropolitan Clark (Metro Clark) with an aggregate population
exceeding one million in 2010. Together with Angeles City and
Mabalacat City, CSFP is one of the core drivers of Metro Clark
(Figure 7-2). Metro Clark is strategically located at the
convergence points of NLEX, SCTEX, GSO road, and the Manila-
North Road (MacArthur Highway). It hosts the Clark Freeport
and Special Economic Zone (CFSEZ) and the Clark International
Airport (CIA). Metro Clark is now a full-fledged metropolitan
center with a distinct urban core and identifiable service
hinterlands and is considered the industrial and residential
heartland of Central Luzon (Luzon Spatial Development
Framework, 2015).
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Figure 4-4. Proposed hierarchy of urban centers in Central Luzon
4.4.4 G OALS
The physical and land use development goal of City of San
Fernando is to sustain the growth of the city by providing the
enabling infrastructure systems and proper land use
management geared towards the following:
 Supporting the City’s vision as the Center for

Kapampangan Culture and a preferred tourism
destination in Asia by 2022;
 Enhancing access and mobility throughout the city; and,
 Developing an integrated infrastructure system that
provides access to basic services and uplifting
Fernandino’s social conditions.

To realize the physical and land use development goal, the
following specific objectives and targets were identified:
a) To improve access, mobility, and safety in the City’s

transportation systems
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a.1. To rehabilitate and modernize utilities and
a.2. To increase road density
a.3. To manage traffic volume
a.4. To improve travel time within the city
a.5. To reduce traffic accidents
a.6. To improve pedestrian facilities
a.7. To further develop traffic and road illumination
b) To provide access to major tourism destinations;
c) To develop and construct additional tourism
infrastructures
d) To attain adequate and effective drainage, sewerage,
and flood control systems
e) To further enhance the delivery of social infrastructure
facilities
f) To modernize administrative infrastructures
g) To sustain the delivery of economic infrastructures
h) To upgrade utility infrastructures
i) To improve access to information on the City’s exposure
to various natural hazards (such as flooding) and
emergencies
h.1. To modernize Information and Communications
Technology (ICT) facilities and systems in the city
h.2. To improve response lead time of
responders/rescuers in terms of traffic and other
emergencies
4.4.6 S TRA TEGIES

Below are the strategic approaches to translate the city’s
infrastructure development goal into concrete results:
a. Improve Land Use Planning, Monitoring, and

Management
b. Conduct a detailed study on Urban Design and
Development
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c. Rehabilitate and modernize transportation systems
d. Provision/construction of new access roads and alternate
roads
e. Implement non-motorized and pedestrian-oriented
f. Improve the Traffic Management Bureau (Traffic
Management Division) in the City
g. Designation of Traffic Discipline Zones
h. Provision of Median Strip on CSFP roads that will also be
used for the installation of traffic lights
i. Sustain the delivery of economic infrastructures
j. Enhance the delivery of social infrastructure facilities
k. Modernize administrative infrastructures
l. Upgrading of Utility Infrastructure System
m. Modernize Information and Communications Technology
(ICT) facilities and systems

The following interventions are to be pursued in accordance
with the identified strategies towards attaining the physical and
land use development goal and objectives of the city, to wit:
A. I MPR OVE L AND U SE P LANNING , M ONITOR ING , AN D

M A NA GEMENT
a. Unmanned aerial vehicle (UAV)-based (drone) land
cover change monitoring and land use management
project
b. 3-D and 2-D GIS-based mapping, real property taxation,
and land administration project
B. C ON DUCT A DE TAILED ST UDY ON U R B A N D ESIGN AND

D EVELOPMENT
In order to realize the City’s vision to be the Center for
Kapampangan Culture and a preferred tourism destination in
Asia by 2022, a detailed study on Urban Design and
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Development is recommended to be undertaken by the city
government.
Redesigning the city’s landscapes and skylines is not necessary

solely to realize its vision. The City of San Fernando, as Central
Luzon’s regional capital and provincial capital of Pampanga,
serves as the gateway of tourists in discovering the entire region.
It may also serve as an example of proper urban management
and development to the remaining 129 cities and municipalities.
C. R EHA B ILITATE AND MODE RNIZE TR ANSPOR TATION
SYSTEM S
a. City-wide Road network (Arterial, collector, distributor

and subdivision roads) rehabilitation/improvement
projects to include the following roads:
 Entrance road to Dela Paz Sur
 Road going to Transfer Station
 San Isidro to Alasas
 San Isidro to Primavera
b. JASA-NLEX Interchange redevelopment project
c. Tourism road development project
d. Vertical parking and Integrated public transportation
terminals (Busses, PUJs, etc.) development project
e. Tricycle and pedicab terminals development project
D. P R OVISION / CONSTR UCT ION OF NEW A CCESS R OADS

A N D A LTER NATE R OADS
a. Aquino by-way improvement project (Del Rosario to

Calulut)
b. Del Rosario road (parallel to Megadike)
construction/expansion project
c. Service road parallel to NLEX construction/expansion
project
d. Magliman-Del Rosario road development project
e. Balimbing Road Dike improvement project
f. Barangay Bridges Rehabilitation/Construction Project
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E. I MPLEMENT NON - MOTOR IZED AND PEDEST R IAN -
OR IEN TED TR ANSPOR TAT ION SYSTEM S
a. Covered walkways for pedestrians, arcades, grade-

separated sidewalks construction project
b. Bike/electric bike lanes development project
F. I MPR OVE THE T R AFFIC M ANAGEMENT B UR EAU (T R AFFIC

M A NA GEMENT D IVISION ) IN THE C IT Y
a. Advanced Traffic Management and Control System
project
b. Strict enforcement of ordinances on the use of bicycle
and motorcycle lanes
c. Lazatin Boulevard redevelopment project
G.D ESIGN A TION OF T R AFFIC D IS CIPLINE Z ONES

a. Dolores Intersection redevelopment and traffic
management project
b. Dolores Intersection Pedestrian overpass (with lift)
development project
H. P R OVISION OF M EDIAN S TR IP ON CSFP R OADS THA T

WILL A LSO B E USED FO R THE INSTALLAT IO N O F TR AFFIC
LIGHTS
a. Street Lighting Project

b. Traffic lights provision, rehabilitation and maintenance
project
I. S USTA IN THE DELIVER Y OF ECONOMIC I NFR ASTR UCTUR ES

a. Barangay public markets construction/rehabilitation
project
b. Slaughter house facilities redevelopment project
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J. E N HA N CE THE DE LIVER Y OF SOC IAL INFR ASTR UC TUR E
FA CILI TIES
a. Primary and Secondary schools rehabilitation project

b. Technical/vocational & non-formal education (NFE)
facilities development project
c. Health centers and day care facilities rehabilitation and
construction project
d. Sports & recreational facilities, and public assembly
areas construction and development project
e. Museum & public libraries construction and rehabilitation
project
f. Memorial Parks and Cemeteries rehabilitation and
upgrading project
K. M ODER N IZE ADMINISTR AT IVE INFR ASTR UCTUR ES

a. City government center, halls, & other government office
buildings rehabilitation and upgrading project
b. Barangay Multi-Purpose Hall Improvement Project
c. Fire protection facilities rehabilitation project
d. Public order & safety facilities (jails and police offices)
modernization and expansion project
L. U PGR A DING OF U TILI TY I NFR ASTR UCTU R E S YSTEM

a. Ecological waste management system facility
development project
b. Air & water pollution monitoring systems development
project
c. Water Treatment facilities and water impounding projects
d. Renewable energy development and utilization project
e. Surface bulk water supply facility construction project
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M. M ODER NIZE I NFOR MATION AND C OMMUNICATION S
T ECHN OLOGY (ICT) FACI LI TIES AND SYST EMS
a. Information Technology (IT) infrastructure upgrading
project
b. Command and Control Center (C3) Development
Project
c. Wired and wireless communication systems expansion
project
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B I BLI OGRAPHY
Street Lighting and Road Safety. (2015). Retrieved July 22, 2016, from The Royal Society for
the Prevention of Accidents: http://www.rospa.com/
Asian Development Bank. (2007). Phiilippines: Critical Development Constraints. ADB

Publications.
Cities Alliance (CA) and the World Bank (WB). (2015). Transport and Traffic Management Plan
for San Fernando City, Pampanga. Almec Corporation.
CLUP of CSFP, 2012-2021. (n.d.). Comprehensive Land Use Plan of the City of San Fernando,
Pampanga 2012-2021. CSFP.
(n.d.). CSFP CDP, 2011-2016.
Duncan, N. B. (1996). Capturing flexibility of information technology infrastructure: A study of

resource characteristics and their measure. Journal of Management Information
Systems, 12(2), 37--57.
Ejiaku, S. A. (2014). Technology Adoption: Issues and Challenges in Information Technology

Adoption in Emerging Economies. Morgan State University, Department of Information
Science and Systems. USA: International Information Management Association, Inc.
Herron, D. (2015, April 14). Traffic Congestion. Retrieved July 15, 2016, from Green
Transportation.info: http://greentransportation.info/
Luzon Regional Development Committee (RDCOM). (2015). Luzon Spatial Development

Framework, 2015-2045.
Orejas, T. (2016, February 3). Pampanga city shuns Metro jam. Inquirer.net.
Pia Agatep, Ronald Catagena, and Paulie Mora. (2014, March 20). Improving Mobility in
Cities. Retrieved July 15, 2016, from League of Cities of the Philippines:
http://www.lcp.org.ph/11/26/improving-mobility-in-cities
(n.d.). SEBP of CSFP, 2015.
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4.5 D EVELOPMENT A DMINISTRATION
4.5.1 I NTRODUCTION
According to the Local Government Code of 1991, every local
government has the mandate to ensure a responsive and
accountable local government structure through the institution of
efficient mechanisms, initiatives, and referendum. With the power
vested on the units, they must attain their fullest development as
self-resilient communities in collaboration with various development
partners in the fulfillment of national goals and local development
objectives. The linkage between the planning and implementation
process may be ambiguous. As such, the success in this process
lays fully on the perspective and understanding of the city on how
to maximize its resources in order to deliver transparent and
accountable public services.
CSFP focuses on the optimum use of its sources while empowering

the administrative structure towards the attainment of the city’s
vision. The combined efforts of the public and private sectors in the
city translate to attainment of inclusive growth and development.
This chapter presents the challenges and potentials of the city in

having an effective city government. A more secured, resilient,
systematic, and competitive city shall be the primary concern of
the administration in order to achieve good governance.
Moreover, goals, objectives, and targets are formulated to
appropriately address the challenges concerning institutional
development, peace and order, fire protection, and disaster risk
reduction management while maximizing the full potentials of the
city. As a result, a list of programs and projects were listed to serve
as interventions in closing the gaps in governance and
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achievement of an accountable, transparent, participatory, and
self-resilient local government.
4.5.2 C HAL LENGES
A. I N A DE QU AT E CA PA CITY B U IL DING AN D S KIL L S D E VEL O PME N T
Out of the 1,476 personnel working in the City government, only 39

percent (569) are permanent. Majority or 43 percent (629) of the
personnel are with a Job Order status while 19 percent (278) are
Contractual or co-terminus. Most of the permanent personnel are
heads of the departments and/or at least with bachelor’s degree.
In terms of providing major capacity building and skills
development trainings, the personnel with permanent status are
prioritized. Thus, this limits the capacities of the majority of the
employees. Coping up with trends and new ideas is vital in
providing quality public service.
B. C O N G ES T E D FRON T L IN E S E RVICE CEN T E RS
The city population as of 2010 is about 295,815. The volume of the

clients on a daily basis contributes to the congestion of the frontline
service centers in the city. The limited frontline personnel cannot
accommodate the volume of clients. Thus, this results to long
waiting lines and delays.
C. W E A K DA TA MAN AG E ME N T SY S T EM
The uniformity of managing data has been a huge dilemma in

local planning. The weak collaboration between the national and
barangay entities entails insufficient, incomplete, and inconsistent
data. Data management is a mechanism which identifies statistical
assets. The data collected and managed provide a foundation for
developing evidence-based policies and analyses for decision-
making. It also provides clear, relevant, and robust guidance to
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measure the performance and sustainability of the national and
regional agencies, local government sectors, and stakeholders.
D. W E A K P O L ICE F O RCE
It is noticeable that the response time of the policemen to alerts

may not be ideal. One of the important factors that contribute to
this scenario is the disparity among the policemen to population
ratio (1:2,288) of the city which is very far from the ideal standard of
1:500. In addition, the limited move (vehicles), shoot (guns), and
communication (radio) equipment of the policemen deter the
enforcement of laws and maintenance of peace and order in the
city.
E. I N S U FFICIE N T S T O RA G E FA CIL IT IE S
The city has sufficient number of fire trucks, response vehicles,

patrol cars among others. However, the city lacks facilities to house
the said vehicles. In addition, the lack of impounding facilities has
also become an issue. Impounding facilities are important in
providing and maintaining a storage area for vehicles confiscated
and/or impounded within the scope of the police authority, and
safeguarding these vehicles until they are disposed according to
law.
F. I N S U FFICIE N T DRRM P E RS O NN E L
CSFP is situated in the midstream of Pampanga River Basin (PRB)

and is vulnerable to flooding brought about by strong typhoons
and downpour at upstream of PRB. In this case, it is necessary to
strengthen the local disaster risk reduction management unit. Out
of the 41 DRRM personnel, only 30 personnel are designated in
disaster and rescue operations. With this number, one rescuer is
responsible for 9,530 individuals. Aside from their duties and
responsibilities in the city, CSFP’s DRRMO also provides disaster and
rescue assistance in the nearby towns.
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G. D IS PA RIT Y IN T HE FIRE ME N - T O - PO PUL AT IO N RAT IO
With the city population of 285,912, only 28 fire personnel are

employed in the fire department placing the firemen-to-population
ratio at 1:10,211. This ratio is evidently far-off from the ideal firemen-
to-population ratio of 1:2,000 set by the Housing and Land Use
Regulatory Board (HLURB). Aside from the inadequate fire
personnel in the city, the fire department’s equipment and fire
trucks are stored in the poblacion area, a traffic zone. Thus, this
affects the response time of the fire team and eventually may
cause delay.
4.5.3 P OTEN TIALS
A. M A IN T E NA N CE OF ISO 9001:2008
For 10 consecutive years, the city was conferred the ISO 9001:2008
Certification for having joint efforts in providing efficient and
effective management system. The city’s sustained delivery of
quality business permit and licensing procedure is the primary
factor in receiving this certification. Thus, the city is expected to at
least maintain or even improve ease of doing business.
B. R E CO G N IT IO N TO BE A B U S IN E S S -F RIE NDLY C IT Y
After earning the Hall of Fame in 2010, the city continues to be

recognized as the Most Business-Friendly City for two consecutive
years (2014 and 2015) in the component city category. This award
reflects the city’s efforts in the field of trade, investment, public-
private partnership, inter-local government, and quality customer’s
service. The adaptation and institutionalization of innovative and
best practices in good governance result to significant benefits to
the business community and the citizenry.
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C. H IG H C O MPE T IT IVE N E SS I N DE X
Based on the Cities and Municipalities Competitiveness Index, the

local government of CSFP grabbed second place for two
consecutive years (2015 and 2016). This competitiveness ranking
measures the productivity of the local economy in terms of its
stable expansion of business and trade opportunities. The index
also mirrors how the local government maximizes its resources while
producing efficient, sustainable, and reliable management. The
connectivity of the locality and its basic inputs of productivity are
also evaluated.
D. H IG HE R IN T E RN AL RE VE N U E S
The city’s efficiency in income generation which are mainly

collected from real property tax and regulatory fees from permits
and licenses resulted in higher internal revenues. From 2013 – 2015,
the average share of local revenues to total receipts was 61.9%
compared to an average of 38% of IRA.
E. E S T A BL IS HE D DRRMO
Seven out of 35 barangays of the city are situated in areas highly

susceptible to flooding. With this, the city continues to strengthen
the resiliency and adaptive capacity of the communities to disaster
risks and climate hazards. For two consecutive years (2014 and
2015), the CDRRMC was recognized as the Best CDRRMC in the
Independent and City Category in the Gawad Kalasag by the
RDRRMC. In the same years, the council also emerges as second in
the Government Emergency Response Management (GEM).
4.5.4 G OALS
Effective and inclusive governance through the collective efforts of
the private sector, local government, citizenry, and other
stakeholders will be the guiding principle of the city to ensure a
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responsive, transparent, and competent administration as the
Center for Kapampangan Culture by 2022.

The following are the objectives and targets in terms of
development administration:
a) To improve the delivery of quality, efficient, transparent, and

accountable public service by achieving at least 90%
satisfactory rating
b) To establish one modern barangay hall per barangay
c) To provide additional centers for frontline services transactions
and establish an internet-based transactions
d) To improve data management system by providing at least 40
training hours per IT staff per year
e) To intensify police force by recruiting at least 450 Police
Personnel
f) To identify crime prone areas to maximize the deployment of
police personnel and reduce crime rate by 10% annually
g) To establish a command center for PNP, BFP, and DRRMO
personnel
h) To intensify BDRRMO Coordination by designating at least three
BDRRM staff per barangay
i) To strengthen the preventive and response capabilities of the
city to fire hazard by 10% reduction of fire incidents by 2020
4.5.6 S TRA TEGIES

a) Strengthen skills and capabilities of personnel
b) Enhance delivery of public services
c) Upgrade and modernize data management system
d) Intensification of police force
e) Strengthen fire protection and hazard mitigation
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INSTITUTIONAL DEVELOPMENT
A. C A PA CIT Y B U IL DING AN D S K IL L S D E VE LOPME N T P ROG RA M
This annual program aims to strengthen and improve the

capabilities and skills not only the permanent personnel but also
the non-permanent personnel of the city. Introduction to new
trends and ideas can be the emphasis of these trainings.
B. F A S T E R T RA N SA CT ION P ROG RA M
Although the city received several awards due to its competent

and reliable public transaction services, projects listed below shall
also be introduced to improve the delivery of service to all
Fernandinos.
 “One-Click Transaction Program”

 Roving Transaction Center Project
C. U PG RA DIN G AN D M A IN S T REA MING OF D A T A M ANA G EME NT

SYSTEM
This program shall ensure the consistency of data across the

departments in the city. IT personnel shall be involved in several
capacity building and skills development training to increase their
competencies in terms of data management. Moreover, a
concrete, reliable, well-rounded, and consistent data
management system will be introduced. Mechanisms on the
maintenance of the system shall also be one of the focus of the
various trainings.
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PEACE AND ORDER
D. I N T E N S IFICA T IO N OF P O L ICE F O RCE
To address the disparity of police to population ratio, programs

were identified to strengthen police force. A mass recruitment shall
be conducted to increase the number of policemen in the city by
2020. Along with the recruitment, intensive training for the new and
existing policemen in the city shall also be facilitated. Thus, other
programs are listed below:
 PNP Recruitment Program

 Intensive Peace and Order Training Program
 City-wide CCTV installation Project
 Security Information Network Program
 Oplan Kalampag Program
 Equipment maintenance and skills development Program
E. C O N S T RU CT ION OF S A N I S IDRO – D E L R O S A RIO C O MMAN D

CENTER
The proposed command center is strategically located at the

center of the city to effectively facilitate faster response. The
command center shall be composed of central headquarters for
City Police, Fire Department, and CDRRMO. The center shall also
include complete response vehicles, equipment, etc.
DISASTER RISK REDUCTION AND

MANAGEMENT
F. Q U ICK R E S PO N S E AND D IS AS T E R I MPA CT M IT IG A T ION
P RO G RAM
The intensification of BDRRMO coordination shall be the focus of

the city in compensating the insufficient DRRMO personnel.
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Consequently, intensive training shall be provided to the BDRRM
Staff to strengthen the barangay’s Quick Response Capabilities.
Said activities are listed below:
 Preparedness and response capabilities on disaster and

emergencies enhancement program
 Barangay IEC Advocacy Training on Climate Change
Mitigation and adaptation
FIRE PROTECTION
G. I MPRO VE ME N T A N D MO DE R N IZA T ION O F F IRE P RE VE N T IO N
AND P ROT E CT ION P ROG RA M
The city targeted to reduce the fire incidents by 10% and response
time by 75% by 2020. Thus, the fire department of the city and the
barangays shall be given competent skills and capabilities training.
Activities and programs include, among others, Barangay Fire
Brigade Project, and Reactivation and repair of barangay fire
hydrants.
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4.6 D ISASTER R ISK R EDUCTION AND C LIMATE
C HANGE A DAPTATION

Livelihood and economy of the city can be threatened by the
onset of disasters and climate change. Owing to the
geographical location and climatic conditions as specified in
the Socio-economic and Biophysical Profile of CSFP (SEBP 2016-
2025), City of San Fernando is vulnerable to climate change and
various hazards.
The Local Disaster Risk Reduction Management (LDRRM) Plan of

CSFP, 2014 – 2019 has been crafted with interventions for hazard
mitigation and disaster resilience. Following the National Disaster
Risk Reduction and Management Framework, the LDRRM Plan
of the city is composed of four (4) thematic areas, to wit: i)
prevention and mitigation; ii) disaster preparedness; iii) disaster
response; and, iv) rehabilitation and recovery.
Republic Act (RA) No. 9729 also known as the Climate Change
Act of 2009 and RA 10121 or the National Disaster Risk Reduction
and Management Act of 2010 mandate local government units
(LGUs) to mainstream their local Disaster Risk Reduction (DRR)
and Climate Change Adaptation (CCA) plans to their local
development plans. These documents will serve as roadmaps in
addressing and mitigating the impacts of disasters and climate
change in the city.
4.6.2 C HA LLENGES
A. F L O O DING IN T HE LO W - LY ING A REA S O F THE C IT Y A N D
T HO S E A LO NG MA JO R CR E E K S
CSFP is located in the Central Luzon floodplain bounded in the

east-northeast by Sierra Madre and Caraballo mountain ranges
and in the west by the Zambales mountain range (SEBP of CSFP,
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2015). Situated in a relatively flatland with elevations ranging
from below one (1) meter to more than 70 meters above mean
sea level, City of San Fernando is generally susceptible to
flooding. About 20 percent of CSFP barangays (7 out of 35) are
entirely situated in areas highly susceptible to flooding while
some portions of other barangays are exposed to low, and
moderate flooding susceptibility. The city’s estimated built-up
area susceptible to flooding is at 3,554 ha which is 99.9 percent
of the city’s total built-up.
B. I N CRE A S ING IN T EN S IT Y A N D MA GN IT UDE O F U RBAN
FL O ODIN G
Localized flooding or urban flooding is also a challenge to CSFP.

CSFP is the main drainage way for surface runoff and flood
waters and is fed by four creeks namely St. Jude, Maimpis,
Calulut, and Mapalad Creek (CSFP CDP, 2011-2016). The
southern part of the city serves as a catch basin for all run off
from the four (4) creeks traversing nearby municipalities. As
conveyed through the drainage network, rain waters
accumulate in the city if runoff shall not be drained out. A
gentle streamflow upstream on the slopes of Mt. Pinatubo in
Porac and Angeles City could easily become a rampaging
floodwater downstream in CSFP depending on the intensity and
magnitude of precipitation (SEBP of CSFP, 2015). This impact is
amplified with the advent of climate change as short duration
high intensity rainfall is now frequently experienced in the city.
C. A BO U T 19 P E RCE N T OF CSFP IS H IG HL Y V U L NE RA BLE TO
L IQ U E FA CT IO N
Liquefaction, a geologic hazard which causes for the strength

of the soil to be reduced to a point where it is unstable to
support structures or remain stable (Kramer, 1996), is also a
challenge in the city. Based on the liquefaction map generated
from PHIVOLCS (SEBP of CSFP, 2015), 19.45 percent or 1,348
hectares are highly susceptible to liquefaction in the city while
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71.63 percent and 8.92 percent are with moderate and low
susceptibility to liquefaction. This phenomenon can be
observed in saturated soils such as those near rivers, bays and
other bodies of water. Since CSFP is part of Pampanga and is
standing on mostly sand and silt, a big earthquake can
generate liquefaction in the city and could cause harm to the
population and built environment of the city.
D. C L IMA T E C HA NG E I MPA CTS
With the advent of climate change, several impacts are being

experienced and/or projected to emanate such as changes in
temperature and rainfall increases.
Data on seasonal temperature increases (oC) under the

medium range scenario for the province of Pampanga,
prepared by the Philippine Atmospheric, Geophysical and
Astronomical Service Administration (PAGASA), states that the
province will get warmer, and the temperature increases will be
more pronounced in the summer months. Pampanga, whose
capital is CSFP, will have an approximately 0.9-1.1oC
temperature increase by 2020 and 1.8-2.2 oC increase by 2050.
This would mean an average of 29.1-30.1oC and 30.1-31.1oC
temperature for the city by the years 2020 and 2050,
respectively (SEBP of CSFP, 2015). With these projected ambient
temperatures, food security in the whole province of Pampanga
is at stake as the income of farming communities would be
severely affected by factors such as significant drop in crop
yields as irrigation supply is diminished, drop in the livestock and
poultry production because of heat stress, among others (CCVA
Report on Pampanga River Basin, 2016).
Furthermore, CSFP along with the other cities and municipalities

in Pampanga will become wetter in rainy season as evidenced
by the projected increases in precipitation levels in the months
of JJA and SON. Reduction in rainfall during summer months
(MAM) as much as 18.8 percent and 26.4 percent is projected
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to be experienced in the province of Pampanga by 2020 and
2050, respectively. However, during rainy season (JJA) until the
month of February, rainfall is likely to increase as much as 16.3
percent which could result flooding (if not properly managed) in
the city.
4.6.3 G OALS
The disaster risk reduction and climate change adaptation
(DRR/CCA) goal of City of San Fernando is to provide safe and
resilient environment by preventing hazards and mitigate their
impacts through early detection of vulnerabilities and exposures
and strengthening capabilities of communities through
synergized planning and resources.

To realize the DRR/CCA goal of the city and make Fernandinos
be more disaster-resilient, the following specific objectives and
targets were identified:
a) Disaster prevention and mitigation

a.1. To reduce vulnerability and exposure of the
communities to all kinds of hazards
a.2. To strengthen capabilities of communities to reduce
their own risks and cope with the impact of all
hazards
b) Disaster preparedness
b.1. Establish and strengthen capacities of communities
to anticipate, cope, and recover from the negative
impacts of emergency occurrences and disasters
b.2. Increase the level of awareness of the community to
the threats and impacts of all hazards, risks, and
vulnerabilities
c) Disaster response
c.1. Provide life preservation and meet the basic
subsistence needs of affected population based on
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acceptable standards during or immediately after a
disaster
c.2. Decrease the number of preventable deaths and
injuries
c.3. Provide basic subsistence needs of affected
population
d) Recovery and rehabilitation
d.1. Restore and improve facilities, livelihood and living
conditions and organizational capacities of
affected communities, and reduce disaster risks in
accordance with the “building back better”
principle
d.2. Restore people’s means of livelihood and continuity
of economic activities and businesses
d.3. Restore shelter and other buildings/installation
d.4. Reconstruct infrastructures and other public utilities
4.6.5 STRATEGIES
The following strategies were crafted to transform the DRR/CCA
goal of CSFP into concrete results:
a. Reduce vulnerability and exposure of the communities to

all kinds of hazards
b. Improve surface run-off and water flows in natural
drainage ways
c. Diversion of major creeks from Angeles City
d. Provision of basic infrastructure for response and
rehabilitation
4.6.6 PROGRAMS AND PROJECTS

In accordance with the city’s strategies in providing safe and
resilient environment to the community, the following major
interventions are to be pursued:
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A. RE DU CE VU LN E RA BIL IT Y AN D E XPO SU RE OF T HE
CO MMU N IT IE S TO AL L K INDS O F HA ZA RDS
e. Integrate DRRM and CCA in sectors, barangays and

local development plans, programs, projects, activities
and Barangay Annual Budget
f. Conduct ocular inspection of existing infrastructures and
compel the building owners to hire experts to conduct
testing (NDT/DT) in determining the safety, stability,
integrity of existing structures
g. Risks’ assessment and hazards’ mapping for the city and
barangay levels
h. Provision of safe area for the protection, maintenance,
and security of DRRM facilities and equipment
B. I MPRO VE S U RFA CE RU N - O FF A ND WA TE R FL O WS IN N A TU RAL
DRA IN AG E WA Y S
a. Spillway and drainage development projects

b. San Fernando River Dredging project
c. Creeks Total Clean-up Project
d. Local Drainages Rehabilitation Project
e. Collaboration project with neighboring LGUs to ensure
efficacy of the City’s drainage system
C. D IVE RS IO N O F T WO (2) M A JO R C RE E KS FRO M A N GE L E S

C IT Y
a. Provision of a spillway diverting the surplus water from

Telabastagan Channel to Maluwalu Creek
b. Utilization of the Siquako Dam (across Calulut Creek) for
flood control
c. Construction of water reservoir (water retarding basin) in
Baliti area
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D. P RO VIS IO N O F BA S IC IN FRA S T RU CT U RE FOR RE S PO N S E A N D
RE HA BIL IT A T IO N
a. Central Evacuation Facility Construction Project in

barangay San Isidro
b. Acquisition of DRR-CCA Training Facilities
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5. L OCAL D EVELOPMENT I NVESTMENT
P ROGRAMMING
5.1 B ACKGROUND
Development investments are collective public investments
categorized into “hard” and “soft” assets. Examples of hard
assets include infrastructures such roads and bridges,
slaughterhouses, community centers and other buildings, water
and wastewater treatment plants, construction equipment, etc.
Soft assets cover human resource programs such as
employment, business development programs like credit
facilities and livelihood programs.
The Local Development Investment Program (LDIP) is the

principal instrument for implementing the Comprehensive
Development Plan. It is a document that translates the CDP into
programs and projects and prioritizes those that will be pipelined
up by the LGU for funding in the annual general fund budget or
through special fund generation schemes.
5.1.1 T HE L OCAL I NVESTMENT P ROGRAMMING

P ROCESS
In the local investment programming process, the programs,
projects, and activities (PPAs) are given their corresponding
resource requirements like funding, manpower or
implementation schedule. Usually, LGUs prepare the Annual
Investment Program (AIP) which should be the annual slice of
the LDIP and only provides a year’s worth of PPAs. The local
development investment program (LDIP), on the other hand, is a
3-year investment program that provides for a more impactful
and sustainable list of PPAs.
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The basic reference used in the preparation of the LDIP is the
Guidelines on Local Planning and Expenditure Management,
Volume 3 (Investment Programming Revenue Generation). The
said guidelines illustrated the seven-step process (Figure 1-2)
involved in LDIP formulation, namely:
Step 1. Establish LDIP policies. Key policies that guide the
investment programming process are defined. These
include, among others, the time frame, methods of
financing, and criteria for prioritization.
Step 2. Develop and define the prioritization approach.
Criteria for prioritizing and ranking the PPAs are defined.
Step 3. Formalize and rank the list of development
investment projects. Total investment requirements of the
PPAs are estimated. PPAs are then scored and ranked
using the criteria and procedures developed in Step 2.
Step 4. Analyze the development investment financing
capacity. The capability of the city to fund the PPAs is
estimated.
Step 5. Iteratively develop the financing plan and finalize
the investment schedule. The annual investment
requirement estimated in Step 3 is matched with the
initial annual investment capacity (funding capability)
estimated in Step 4. If they match, then the financing
plan and investment schedule are finalized. If not, then
the project list is reviewed on the cost side and/or
additional sources identified on the revenue side.
Step 6. Legally adopt the LDIP. The final LDIP financing
plan and investment schedule are packaged into a draft
LDIP for review and endorsement to the Sangguniang
Panglungsod; the Sanggunian deliberates and then
legally adopts the LDIP.
Step 7. Update the LDIP. The LDIP is updated annually to
reflect changing field and financing conditions, and to
5-2
include new project requests arising from
changes/adjustments.
Figure 5-1: LDIP Seven-Step Process Flow Chart
5.1.1.1 P REPARING THE F INAL P ROJECT L IST

The final list of development projects that the City of San
Fernando committed to implement were derived from the CLUP
and CDP. To consider changing field and financing conditions,
the list could be expanded as new projects are identified to be
relevant to the growth and development of the City.
The selection of projects that were included in the final list were
based on the evaluation of projects’ possible contribution to the
attainment of the City’s long term goals, and in the case of land
5-3
use-based contingent projects, their consistency to the
preferred spatial development strategy.
5.1.1.2 F INANCIAL A NALYSIS AN D P ROJECTION

Analysis of the LGU’s financial resources and expenditure
management was used to project future revenues to determine
its financial capacity. The funds available for public investments
are funds not earmarked for the use of personnel services,
maintenance and other operating expenses, servicing of debts,
mandatory reserves and other statutory obligations.
5.1.1.3 F ISCAL M ANAGEMEN T

The projected total funds available for investment are matched
with the total funds required to implement the projects in the
final list. In instances where funding requirements exceed
available funds, the LDC or the Sanggunian Panlungsod may
adopt any or a combination of the following options:
i. Trim down the final list further, starting from the bottom of the
ranked list until the cumulative total cost matches with the
available funds.
ii. Retain the project list and program but implement project
funds by:
a. Intensifying collection of revenue sources where the
current collection efficiency is low;
b. Tightening the belt on non-essential expenditures; and,
c. Enacting new revenue measures such as utilizing the
special levies on private property, e.g. idle lands tax,
special benefit assessment, and the like, or taxing new
5-4
subjects and activities within the prescribed powers of
the LGU.
iii. Contract for loans and other forms of indebtedness as
authorized in the Local Government Code.
iv. Privatize some projects or enter into joint venture
arrangements.
5.1.2 I NVESTMENT P ROGRAMMING IN THE
F UTURE
An investment program is cognizant of future demand or needs.
Therefore, limiting the number of projects depending on the
availability of funds tend to be unacceptable since there are
additional projects that need to be funded in the long run. LGUs
are then required to augment their resources through bolder
options (e.g. loans, and bond flotation, among others) to be
able to meet financing requirement, as authorized under the
Local Government Code (LGC).
5.1.3 A BOUT T HIS V OLUME

The LDIP is usually an integral chapter of the Comprehensive
Development Plan. In the case of the City of San Fernando, the
LDIP was prepared as a separate document for easy reference
for those will use it more frequently. This may include, among
others, the City Development Council, the Local Finance
Committee, and the Sangguniang Panglungsod. This volume
has four (4) main parts, namely:
Part 1: The Local Development Investment Programming
which provides the introduction in the programming
process.
Part 2: Selection and Prioritization of Programs/Projects
which discusses the processes that guide the investment
5-5
programming. This part includes Steps 1-3 of the LDIP
Seven-Step Process.
Part 3: Analysis of Fiscal Capability is the Step 4 of the LDIP
process. It presents the resources of the city and the
projection of funds expected to become available for
investment programming.
Part 4: Implementation Strategies and Policies suggests
various strategies to augment the city’s financial
resources.
5-6
5.2 S ELECTION AND P RIORITIZATION OF
P ROGRAMS /P ROJECTS
5.2.1 R ANDOM L IST OF P ROGRAMS /P ROJECTS

Five (5) technical working groups (TWG) were organized for the
preparation of the Comprehensive Land Use Plan (CLUP), and
Comprehensive Development Plan (CDP), and Local
Development Investment Program (LDIP), to wit:
1. TWG on Social Development.

2. TWG on Economic Development;
3. TWG on Environment
4. TWG on Infrastructure Development;
5. TWG on Development Administration;
The TWGs were composed of representatives from the local

government offices, non-government organizations (NGOs),
private sector, and peoples’ organizations. Attached as Annex
A are the complete lists of participants of the TWGs.
There were three (3) public consultations that were conducted

for the formulation of the CLUP, CDP and LDIP. Members of the
Local Development Council (LDC) including a number of the
city’s barangay chairpersons also participated during the said
consultations.
A total of 87 projects were identified as critical to the

achievement of the city’s goals, listed below:
5.2.1.1 S OCIAL D EVE LOPMENT S ECTO R

1. Supplemental Feeding in Elementary Schools
2. Alternative Learning System/ Non-formal Education Program
3. Scholarship for Poor But Deserving Students
7
4. Non-Communicable Prevention and Control Program
5. Health Promotion Program
6. Responsible Parenthood-Family Planning Program
7. Family Health Program
8. Micronutrient Supplementation Program
9. Socialized Housing Program
10. Anti-Squatting Program
11. Anti-Mendicancy Program
12. Local Pantawid
13. Self-Employment Assistance-Kaunlaran (SEA-K)
14. PWD Capacity Building Program
15. Local Social Pension Program for Senior Citizens
16. Senior Citizens Welfare Program
17. Solo Parents Capability Programs
18. Youth Development Program
19. Gender and Development (GAD) Program
20. Values Formation Program
21. ECCD Service/Child Development and Family Support
Program
22. Community-Based Service for Children in Conflict with the
Law (CICL) Diversion Program
23. Women and Children Protection Services
24. Drug Abuse Rehabilitation Facility/Program
5.2.1.2 E CONOMIC D EVELOPMEN T S E CTOR

25. Farmers Assembly/Information Dissemination Program
26. Farmer Field School Project
27. Industry Clustering Development Program
28. One Town/One Barangay One Product Project
29. Lantern Decoration Project/ Shining Star Project
30. Heritage Infrastructure Project
31. CSFP Tourism Star Card
32. City Tourism Branding Project
33. Cultural Promotion And Development Program
34. Creation Of Visitor’s Bureau And Tourism Network
5-8
35. Barangay Tourism Programs
5.2.1.3 E N VIRONMENT M ANAGEMENT S ECTOR

36. Integrated Groundwater Management Program
37. Sealing of Abandoned Wells Project
38. Emission Inventory Project
39. Air Quality Monitoring Project
40. Installation of LED Air Quality Display Modules Project
41. Green Zones Development Project/ Urban Greening Project
42. Waterway Clearing Project
43. Water Quality Monitoring Project
44. Activation of River Patrols in Barangays
45. Comprehensive Septage and Sewage Management
Program
46. Rehabilitation of San Fernando River
47. Solid Waste Management Assistance Program for Barangays
and Communities
48. Manila Bay Rehabilitation Program
5.2.1.4 I NFRAS TRUCT URE D EVELOPMEN T S ECTOR

49. City-wide Road network (Arterial, collector, distributor and
subdivision roads) Rehabilitation/Improvement Projects
50. JASA-NLEX Interchange redevelopment project
51. Vertical parking and Integrated public transportation
52. Tricycle and pedicab terminals development project
53. Aquino by-way improvement project (Del Rosario to Calulut)
54. Del Rosario road (parallel to Megadike) construction/
expansion project
55. Service road parallel to NLEX expansion project
56. Magliman-Alasas-Del Rosario road development project
57. Balimbing Road Dike improvement project
58. Barangay Bridges Rehabilitation/Construction Project
59. Covered walkways for pedestrians, arcades, grade-
5-9
60. Bike/electric bike lanes development project
61. Advanced Traffic Management and Control System project
62. Lazatin Boulevard redevelopment project
63. Dolores Intersection redevelopment and traffic
management project
64. Dolores Intersection Pedestrian overpass (with lift)
development project
65. Street Lighting Project
66. Traffic lights provision, rehabilitation and maintenance
project
67. Spillway and Drainage Development Projects:
68. San Fernando River Dredging project
69. Creeks Total Clean-up Project
70. Local Drainages Rehabilitation Project
71. Collaboration Project with neighboring LGUs to Ensure
Efficacy of the City’s Drainage System
72. Provision of a Spillway Diverting the Surplus Water from
73. Utilization of the Siquako Dam (across Calulut Creek) for
flood control
74. Construction of water reservoir (water retarding basin) in
Baliti area
75. Central Evacuation Facility Construction Project in barangay
San Isidro
76. Acquisition of DRR-CCA Training Facilities
77. Information Technology (IT) infrastructure upgrading project
78. Command and Control Center (C3) Development Project
79. Wired and wireless communication systems expansion
project
5.2.1.5 D EVELOPMEN T A D MINISTRATIO N S ECTOR

80. Capacity Building and Skills Development Program
81. Faster Transaction Program
82. Upgrading and Mainstreaming of Data Management System
83. Intensification of Police Force
5-10
84. Construction of San Isidro – Del Rosario Command Center
85. Quick Response and Disaster Impacts Mitigation Program
86. Improvement and Modernization of Fire Prevention and
Protection Program
87. Central Evacuation Facility Program
5.2.2 R ANKED L IST OF P ROJECTS

The eighty seven (87) projects were subjected to a ranking
process using the Goal Achievement Matrix (GAM). This process
involved matching the projects with the city’s goals (discussed
in detail in the CDP), by evaluating the projects’ contribution to
the attainment of said goals.
Table 5-1 Goal-Achievement Matrix (GAM) Format

GOALS Weight Project Number
(%) 1 2 n...
1. Preferred tourism destination

2. Vulnerability-responsive and growth-
oriented infrastructure systems
3. Livable and ecologically balanced
communities
4. Effective and inclusive governance
5. Enhanced quality of life of the
Fernandinos
The goals that were identified cover the five (5) sectoral
objectives of the city: economic, infrastructure, environment,
development administration, and social.
In the process of evaluating the projects, weights were assigned

to each of the city’s goals. The participants of the LDIP workshop
allotted weights based on the perceived importance of the
5-11
criteria, and considering the city’s vision. Below were the
weights agreed during the consultation:
Table 5-2 Weighted Goals

GOAL AGREED
WT. (%)
1. Preferred tourism destination 11
2. Vulnerability-responsive and 23
growth-oriented infrastructure
systems
3. Livable and ecologically 22
balanced communities
4. Effective and inclusive 28
governance
5. Enhanced quality of life of 17
the Fernandinos
TOTAL 100%
Following the goal assessment, the order of prioritization or

ranking of the projects were done during the workshop vis-à-vis
the goals. Each project was rated using the following rating
scale:
0 Project does not contribute to the fulfilment of the
particular goal
1 Project contributes slightly
2 Project contributes moderately
3 Project contributes greatly
Following the ratings, these were then multiplied to the

corresponding weight of the goal to get the product scores.
Table 2-3 shows the Ranked GAM Summary or list of programs
and projects (PPs).
5-12
Table 5-3 Ranked GAM Summary (Ranked List of Programs and
Projects), CSFP
PROJECT Sector Technical Working Group (TWG) TOTAL
Physical Social DevAd Econ Envi SCORE
1 City-wide Road network Infra

(Arterial, collector, distributor 2.01 2.59 2.07 2.25 2.33 11.25
and subdivision roads)
Rehabilitation/Improvement
Projects
2 Service road parallel to NLEX Infra
expansion project 1.61 2.30 2.84 2.04 2.29 11.08
3 Socialized Housing Program Social
1.59 2.33 2.16 2.47 2.27 10.82
4 JASA-NLEX Interchange Infra
redevelopment project 1.85 2.59 2.22 2.04 2.26 10.97
5 Rehabilitation of San Envi
Fernando River 1.88 2.81 1.95 2.03 2.26 10.93
6 Vertical parking and Infra
Integrated public 1.78 2.59 2.31 2.05 2.26 11.00
transportation terminals
(Busses, PUJs, etc.)
development project
7 Green Zones Development Envi
Project/ Urban Greening 1.69 2.50 2.23 2.05 2.22 10.70
Project
8 Solid Waste Management Envi
Assistance Program for 1.74 2.67 2.00 2.02 2.21 10.64
Barangays and Communities
9 Covered walkways for Infra
pedestrians, arcades, grade- 1.73 2.34 2.22 2.16 2.21 10.67
separated sidewalks
10 Creeks Total Clean-up Project Infra
1.81 2.46 2.15 2.04 2.20 10.65
11 Collaboration Project with Infra
neighboring LGUs to Ensure 1.74 2.46 2.17 2.04 2.20 10.60
Efficacy of the City’s Drainage
System
12 Local Drainages Infra
5-13
Rehabilitation Project 1.74 2.41 2.12 2.09 2.19 SCORE
10.56
13 Command and Control Center Infra
(C3) Development Project 1.83 2.42 2.20 1.98 2.18 10.61
14 Spillway and Drainage Infra
Development Projects: 1.77 2.44 2.34 1.93 2.18 10.66
15 Dolores Intersection Infra
redevelopment and traffic 1.71 2.22 2.31 1.96 2.17 10.38
management project
16 Aquino by-way improvement Infra
project (Del Rosario to 1.69 2.24 2.28 2.13 2.17 10.51
Calulut)
17 Waterway Clearing Project Envi
1.76 2.40 2.01 1.93 2.17 10.27
18 San Fernando River Dredging Infra
project 1.74 2.44 2.23 1.97 2.17 10.54
19 Improvement and DevAd
Modernization of Fire 1.69 2.48 2.08 2.00 2.16 10.41
Prevention and Protection
Program
20 Anti-Squatting Program Social
1.49 2.42 1.94 2.17 2.16 10.19
21 Central Evacuation Facility DevAd
Program 1.83 2.30 1.99 2.14 2.15 10.41
22 Construction of water Infra
reservoir (water retarding 1.79 2.46 2.16 1.85 2.15 10.41
basin) in Baliti area
23 Water Quality Monitoring Envi
Project 1.76 2.52 1.87 1.90 2.14 10.18
24 Quick Response and Disaster DevAd
Impacts Mitigation Program 1.68 2.38 1.88 2.08 2.14 10.17
25 Barangay Bridges Infra
Rehabilitation/Construction 1.68 2.28 2.22 1.86 2.14 10.19
Project
26 Bike/electric bike lanes Infra
development project 1.68 2.31 2.23 1.92 2.14 10.28
27 Lazatin Boulevard Infra
redevelopment project 1.70 2.22 2.20 1.93 2.14 10.19
5-14
28 Central Evacuation Facility Infra SCORE
Construction Project in 1.66 2.58 2.16 1.88 2.13 10.41
barangay San Isidro
29 Street Lighting Project Infra
1.71 2.18 2.27 1.93 2.13 10.22
30 Utilization of the Siquako Dam Infra
(across Calulut Creek) for 1.69 2.19 2.32 1.90 2.12 10.23
flood control
31 Balimbing Road Dike Infra
improvement project 1.64 2.28 2.09 2.04 2.12 10.17
32 Del Rosario road (parallel to Infra
Megadike) construction/ 1.56 2.24 2.13 2.07 2.12 10.12
expansion project
33 Advanced Traffic Infra
Management and Control 1.71 2.19 2.30 1.89 2.10 10.19
System project
34 Magliman-Alasas-Del Rosario Infra
road development project 1.61 2.26 2.04 2.01 2.10 10.01
35 Provision of a Spillway Infra
Diverting the Surplus Water 1.69 2.33 1.94 1.89 2.10 9.94
from Telabastagan Channel to
Maluwalu Creek
36 Intensification of Police Force DevAd
1.34 2.73 2.12 1.90 2.07 10.17
37 Information Technology (IT) Infra
infrastructure upgrading 1.57 2.28 2.10 1.79 2.06 9.81
project
38 Dolores Intersection Infra
Pedestrian overpass (with lift) 1.58 2.22 2.07 1.98 2.06 9.91
development project
39 Comprehensive Septage and Envi
Sewage Management 1.60 2.26 1.70 2.07 2.05 9.68
Program
40 Traffic lights provision, Infra
rehabilitation and 1.73 2.12 2.14 1.86 2.05 9.90
maintenance project
41 Manila Bay Rehabilitation Envi
Program 1.63 2.41 1.65 1.83 2.04 9.57
5-15
42 Air Quality Monitoring Project Envi SCORE
1.47 2.44 1.79 1.96 2.04 9.70
43 Construction of San Isidro – DevAd
Del Rosario Command Center 1.72 1.98 1.89 2.16 2.04 9.79
44 Integrated Groundwater Envi
Management Program 1.47 2.39 1.86 1.95 2.03 9.70
45 Acquisition of DRR-CCA Infra
Training Facilities 1.66 2.04 1.99 1.87 1.99 9.55
46 Activation of River Patrols in Envi
Barangays 1.69 2.29 1.44 1.94 1.98 9.34
47 Tricycle and pedicab Infra
terminals development project 1.42 1.96 1.84 2.06 1.95 9.23
48 Sealing of Abondoned Wells Envi
Project 1.30 2.24 1.75 1.82 1.92 9.03
49 Wired and wireless Infra
communication systems 1.50 1.92 1.99 1.78 1.92 9.11
expansion project
50 Drug Abuse Rehabilitation Social
Facility/Program 1.16 2.27 1.80 1.91 1.90 9.04
51 Installation of LED AirQuality Envi
Display Modules Project 1.29 2.35 1.58 1.99 1.90 9.11
52 Faster Transaction Program DevAd
1.41 2.01 1.77 1.80 1.90 8.89
53 Heritage Infrastructure Project Econ
1.22 1.89 1.96 1.70 1.89 8.65
54 Emission Inventory Project Envi
1.36 1.99 1.52 1.85 1.87 8.60
55 Health Promotion Program Social
0.85 2.22 1.81 1.93 1.86 8.66
56 One Town/One Barangay Econ
One Product Project 1.11 1.88 1.99 1.73 1.86 8.56
57 Upgrading and Mainstreaming DevAd
of Data Management System 1.12 1.79 1.84 1.85 1.80 8.41
58 Industry Clustering Econ
Development Program 0.98 1.95 1.69 1.76 1.79 8.17
59 Anti-Mendicancy Program Social
1.00 1.89 1.77 2.03 1.77 8.47
5-16
60 Capacity Building and Skills DevAd SCORE
61 Lantern Decoration Project/ Econ
Shining Star Project 0.75 1.94 1.66 1.71 1.73 7.79
62 Family Health Program Social
0.97 1.91 1.73 1.72 1.72 8.06
63 Farmers Econ
Assembly/Information 1.08 1.77 1.58 1.70 1.70 7.82
Dissemination Program
64 Women and Children Social
Protection Center 0.93 1.80 1.53 1.83 1.70 7.79
65 Barangay Tourism Programs Econ
0.93 1.80 1.77 1.67 1.68 7.85
66 Alternative Learning System/ Social
Non-formal Education 1.11 1.79 1.46 1.61 1.65 7.63
Program
67 Non-Communicable Social
Prevention and Control 0.81 1.82 1.39 1.78 1.65 7.44
Program
68 Creation Of Visitor’s Bureau Econ
And Tourism Network 0.87 1.79 1.72 1.52 1.65 7.54
69 Farmer Field School Project Econ
0.95 1.32 1.68 1.69 1.64 7.27
70 PWD Capacity Building Social
Program 0.75 1.68 1.60 1.83 1.63 7.50
71 CSFP Tourism Star Card Econ
0.71 1.61 1.64 1.70 1.63 7.30
72 City Tourism Branding Project Econ
0.89 1.82 1.58 1.67 1.63 7.59
73 Cultural Promotion And Econ
74 Responsible Parenthood- Social
Family Planning Program 0.95 1.69 1.59 1.72 1.59 7.55
75 Community-Based Service for Social
Children in Conflict with the 0.96 1.80 1.48 1.70 1.58 7.52
Law (CICL) Diversion
Program
76 Values Formation Program Social
5-17
0.88 1.87 1.35 1.70 1.57 SCORE
7.36
77 Self-Employment Assistance- Social
Kaunlaran (SEA-K) 0.74 1.53 1.43 1.83 1.56 7.09
78 Scholarship for Poor But Social
Deserving Students 1.06 1.54 1.48 1.48 1.56 7.11
79 Micronutrient Social
Supplementation Program 0.66 1.66 1.37 1.76 1.53 6.99
80 Youth Development Program Social
0.75 1.54 1.62 1.54 1.52 6.98
81 ECCD Service/Child Social
Development and Family 0.80 1.65 1.46 1.60 1.48 6.99
Support Program
82 Local Pantawid Social
0.81 1.35 1.43 1.76 1.47 6.82
83 Supplemental Feeding in Social
Elementary Schools 0.97 1.64 1.05 1.63 1.44 6.73
84 Senior Citizens Welfare Social
Program 0.71 1.48 1.30 1.76 1.42 6.67
85 Local Social Pension Program Social
for Senior Citizens 0.71 1.34 1.34 1.68 1.40 6.46
86 Gender and Development Social
(GAD) Program 0.71 1.13 1.45 1.60 1.37 6.25
87 Solo Parents Capability Social
Programs 0.71 1.08 1.33 1.61 1.34 6.07
5-18
On the other hand, Table 2-4 shows the classification of projects
into “hard”, “soft”, or “hard and soft”. As the table indicates,
there are 39 hard PPs, 3 hard and soft PPs, and 45 soft PPs.
Table 5-4 Ranked List of Programs and Projects per Category,

CSFP
PROJECT Category Sector COST (PhP)
1 City-wide Road network (Arterial, Hard Infra 100,000,000.00

collector, distributor and subdivision
roads) Rehabilitation/Improvement
Projects
2 Service road parallel to NLEX Hard Infra 100,000,000.00
expansion project
3 Socialized Housing Program Soft Social 300,000.00
(annually)
4 JASA-NLEX Interchange redevelopment Hard Infra 20,000,000.00
project
5 Rehabilitation of San Fernando River Hard Envi 5,300,000.00
6 Vertical parking and Integrated public Hard Infra 50,000,000.00
transportation terminals (Busses, PUJs,
etc.) development project
7 Green Zones Development Project/ Hard Envi 3,000,000.00
Urban Greening Project
8 Solid Waste Management Assistance Soft Envi 5,000,000.00
Program for Barangays and
Communities
9 Covered walkways for pedestrians, Hard Infra 25,000,000.00
arcades, grade-separated sidewalks
10 Creeks Total Clean-up Project Hard Infra 25,000,000.00
11 Collaboration Project with neighboring Hard Infra
LGUs to Ensure Efficacy of the City’s
Drainage System
12 Local Drainages Rehabilitation Project Hard Infra 25,000,000.00
13 Command and Control Center (C3) Hard Infra 20,000,000.00
Development Project
5-19
14 Spillway and Drainage Development Hard Infra 50,000,000.00

Projects:
15 Dolores Intersection redevelopment and Hard Infra 650,000,000.00
traffic management project
16 Aquino by-way improvement project Hard Infra On-going
(Del Rosario to Calulut)
17 Waterway Clearing Project Hard Envi 450,000.00
18 San Fernando River Dredging project Hard Infra 25,000,000.00
19 Improvement and Modernization of Fire Hard and DevAd 50,000,000.00
Prevention and Protection Program Soft annually
20 Anti-Squatting Program Soft Social 100,000.00
21 Central Evacuation Facility Program Hard DevAd 20,000,000.00
22 Construction of water reservoir (water Hard Infra 20,000,000.00
retarding basin) in Baliti area
23 Water Quality Monitoring Project Soft Envi 450,000.00
24 Quick Response and Disaster Impacts Soft DevAd 70,000,000.00
Mitigation Program annually
25 Barangay Bridges Hard Infra 75,000,000.00
Rehabilitation/Construction Project
26 Bike/electric bike lanes development Hard Infra 25,000,000.00
project
27 Lazatin Boulevard redevelopment Hard Infra 50,000,000.00
project
28 Central Evacuation Facility Construction Hard Infra 100,000,000.00
Project in barangay San Isidro
29 Street Lighting Project Hard Infra 50,000,000.00
30 Utilization of the Siquako Dam (across Hard Infra 20,000,000.00
Calulut Creek) for flood control
31 Balimbing Road Dike improvement Hard Infra On-going
project
32 Del Rosario road (parallel to Megadike) Hard Infra 100,000,000.00
construction/ expansion project
33 Advanced Traffic Management and Hard Infra 25,000,000.00
Control System project
34 Magliman-Alasas-Del Rosario road Hard Infra 50,000,000.00
development project
5-20
35 Provision of a Spillway Diverting the Hard Infra 75,000,000.00

Surplus Water from Telabastagan
Channel to Maluwalu Creek
36 Intensification of Police Force Soft DevAd 3,000,000.00
annually
37 Information Technology (IT) Hard Infra 20,000,000.00
infrastructure upgrading project
38 Dolores Intersection Pedestrian Hard Infra 30,000,000.00
overpass (with lift) development project
39 Comprehensive Septage and Sewage Hard and Envi 158,000.00
Management Program Soft
40 Traffic lights provision, rehabilitation and Hard Infra 25,000,000.00
maintenance project
41 Manila Bay Rehabilitation Program Soft Envi
42 Air Quality Monitoring Project Soft Envi 750,000.00
43 Construction of San Isidro – Del Rosario Hard and DevAd 200,000,000.00
Command Center Soft for the
development of
the land.
44 Integrated Groundwater Management Soft Envi 158,000.00
Program
45 Acquisition of DRR-CCA Training Hard Infra 20,000,000.00
Facilities
46 Activation of River Patrols in Barangays Soft Envi 80,000.00
47 Tricycle and pedicab terminals Hard Infra 10,000,000.00
development project
48 Sealing of Abondoned Wells Project Hard Envi 40,000.00
49 Wired and wireless communication Hard Infra 30,000,000.00
systems expansion project
50 Drug Abuse Rehabilitation Hard Social 4,200,000.00
Facility/Program
51 Installation of LED AirQuality Display Hard Envi 1,000,000.00
Modules Project
52 Faster Transaction Program Soft DevAd 4,000,000.00
Annually
53 Heritage Infrastructure Project Hard Econ 750,000.00
54 Emission Inventory Project Soft Envi 54,000.00
5-21
55 Health Promotion Program Soft Social 4,200,000.00

56 One Town/One Barangay One Product Soft Econ 500,000.00
Project annually
57 Upgrading and Mainstreaming of Data Soft DevAd 10,000,000.00
Management System annually
58 Industry Clustering Development Soft Econ 720,000.00
Program
59 Anti-Mendicancy Program Soft Social 400,000.00
60 Capacity Building and Skills Soft DevAd 3,000,000.00
Development Program Annually
61 Lantern Decoration Project/ Shining Star Soft Econ 5,000,000.00
Project
62 Family Health Program Soft Social 44,800,000.00
63 Farmers Assembly/Information Soft Econ 400,00.00
Dissemination Program
64 Women and Children Protection Center Soft Social 1,420,000.00
65 Barangay Tourism Programs Soft Econ 627,700.00
66 Alternative Learning System/ Non- Soft Social 900,000.00
formal Education Program
67 Non-Communicable Prevention and Soft Social 16,400,000.00
Control Program
68 Creation Of Visitor’s Bureau And Soft Econ 118,000.00
Tourism Network
69 Farmer Field School Project Soft Econ 50,000.00
70 PWD Capacity Building Program Soft Social 2,050,000.00
71 CSFP Tourism Star Card Soft Econ 312,290.00
72 City Tourism Branding Project Soft Econ 118,000.00
73 Cultural Promotion And Development Soft Econ 2,052,640.00
Program
74 Responsible Parenthood-Family Soft Social 8,300,000.00
Planning Program
75 Community-Based Service for Children Soft Social 600,000.00
in Conflict with the Law (CICL) Diversion
Program
76 Values Formation Program Soft Social 2,200,000.00
77 Self-Employment Assistance-Kaunlaran Soft Social 2,000,000.00
(SEA-K)
5-22
78 Scholarship for Poor But Deserving Soft Social 60,000,000.00

Students
79 Micronutrient Supplementation Program Soft Social 2,200,000.00
80 Youth Development Program Soft Social 5,100,000.00
81 ECCD Service/Child Development and Soft Social 4,940,000.00
Family Support Program
82 Local Pantawid Soft Social 12,000,000.00
83 Supplemental Feeding in Elementary Soft Social 3,400,000.00
Schools
84 Senior Citizens Welfare Program Soft Social 10,000,000.00
85 Local Social Pension Program for Soft Social 3,000,000.00
Senior Citizens
86 Gender and Development (GAD) Soft Social 4,000,000.00
Program
87 Solo Parents Capability Programs Soft Social 300,000.00
GRAND TOTAL* 2,389,340,630.00
*exclusive of 4 projects/programs with no indicated costs
5-23
5.3 A NALYSIS OF F ISCAL C APABILITY
Critical to the development of a city or municipality is the

implementation of the identified priority investment programs
and projects. As a component of program or project
implementation, funding source identification is a requisite. This
entails assessment of the LGU’s local financial capacity. The
assessment process is essential for determining LGU’s needs to
generate additional resources. This chapter examines the local
financial capacity of CSFP by analyzing the city’s revenue
performance and spending pattern for the previous years.
5.3.1 P AST R EVENUE G ENERATION

The city’s income sources are mainly from the collection of real
property tax, business tax, regulatory fees from permits and
licenses, etc. (CSFP, SEP 2015-2025). A significant increase of 28.4
percent in the total general collection of the city can be
observed from 2010 to 2014. The average yearly increase in the
city’s total collection is at seven (7%) with the revenue on
business tax and licenses as the top revenue generating source
(Table 3-1).
In terms of estimated receipts, the share of locally-generated

revenues in the City of San Fernando is greater than the internal
revenue allotment (IRA) provided for the city from 2012 – 2015
(Table 3-2). The IRA allotment rate ranges from 32% to 39% of the
total receipts in the city while the local revenue receipts
average at 63% for the period 2012-2015.
Table 5-5. Distribution of Income /Revenue by Source, 2010-2014
Income Sources 2010 2011 2012 2013 2014 Income
(in million (in (in (in (in Generation
PhP) million million million million Growth
PhP) PhP) PhP) PhP) Rate 2010-
2014
Real Property Tax (RPT) 65.43 75.18 75.50 78.90 80.59 23.17%
Business Tax and 238.35 275.26 310.22 330.45 353.98 48.51%

Licenses
Other Taxes, Regulatory 126.11 147.31 144.48 159.92 171.86 36.28%
and Misc. Fees
Internal Revenue 409.83 439.44 389.53 419.96 471.53 15.05%
Collection (IRA)
Total General Collection 839.50 937.19 919.72 989.23 1,077.96 28.40%
Source: City of San Fernando Treasurer’s Office
Table 5-6. City’s total receipt from 2012 – 2015

Income Sources 2012 2013 2014 2015
(in million Php) (in million Php) (in million Php) (in million Php)
Local (Internal 814.58 659.33 804.19 863.77
Sources)
External Sources 389.53 418.30 469.86 537.00
(IRA)
Total Receipts 1,204.11 1,077.63 1,274.05 1,400.77
Source: City of San Fernando Local Expenditure Program (2015)
5.3.2 P AST E XPENDITURE P ATTERN

The total amount of money that an organization (government)
spends over a particular period of time is referred to as
expenditure (CSFP, SEP 2015-2025). The expenditure pattern of
the City of San Fernando shows a decline from Php1,199.96
million in 2013 to Php1,152.38 in 2014 and increased again to
Php1,275.68 million in 2015 (Table 3-3).
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3.2.1 E XPENDI TURE B Y O BJECT
Among expenditure items, the General Public Services received
the biggest share of CSFP’s budget for three (3) consecutive
years 2013 – 2015 with an average share of 48.97 percent. The
Social Services item followed with expenditure share averaging
31.75 percent while economic services, with an average of
19.29 percent emanates last.
Table 5-7. CSFP’s Actual Expenditure by Object, 2013 - 2015

Services/Expenses 2013 % 2014 % 2015 %
(in million Share (in million Share (in million Share
Php) Php) Php)
General Public 599.37 49.95 572.58 49.69 602.87 47.26

Services
Social Services 383.34 31.95 361.34 31.36 407.51 31.94

Economic Services 217.25 18.10 218.47 18.96 265.30 20.80
Total 1,199.96 100 1,152.38 100 1,275.68 100

5.3.2.2 E XPENDIT URE B Y G ENERAL A CCOUNT

Maintenance and Other Operating Expenses (MOOE) received
the biggest slice of the city’s expenditure from 2013 – 2015 with
an average share of 59 percent annually (Table 3-4). Personal
Services item follows with an average share of 33 percent of
Capital Outlay and Financial Expenses get the smallest slices of
CSFP’s expenditure pie which correspond to average shares of
seven (7) and one (1) percent, respectively. It can be observed
that MOOE and Personal Services take up an average of 92
percent or the bulk of the city’s total actual expenditure.
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Table 5-8. CSFP’s Actual Expenditure by General Account, 2013 - 2015
General Account 2013 % 2014 % 2015 %
(in million Share (in million Share (in million Share
Php) Php) Php)
Personal Services 403.84 34 384.88 33 397.63 31
MOOE 706.56 59 664.62 58 773.12 61

Financial Expenses 11.3 1 10.11 1 13.03 1
Capital Outlay 78.27 7 92.78 8 91.9 7
Total 1,199.96 100 1,152.38 100 1,275.68 100
5.3.3 A LLOTMENT B ALANCE

For the last two (2) years, 2014 and 2015, CSFP achieved budget
surpluses amounting to PhP121.67 million and PhP125.09 million,
respectively (Table 3-5). These surpluses indicated positive gains
in the city from the budget shortage incurred last 2013
amounting to Php122.33 million.
Table 5-9. Revenue and Expenditure, 2013 - 2015

Year Revenue Expenditure Allotment Balance
(in million Php) (in million Php) (in million Php)
2013 1,077.63 1,199.96 (122.33)
2014 1,274.05 1,152.38 121.67
2015 1,400.77 1,275.68 125.09
Total 3,752.45 3,628.02 124.43
Average 1,250.82 1,209.34 41.48
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5.3.4 C OMPARISON OF I NCOME AND
E XPENDITURE
Table 3-6 shows that the revenues generated by the City of San
Fernando from 2013 – 2015 increased annually. The revenue
received in 2014 posed an 18 percent increase from the 2013
revenue. However, in 2015 the increase slowed down to only
about 10 percent from the previous year. In terms of CSFP’s
expenditure pattern, 2014 spending showed a four (4) percent
decline from the 2013 spending then shoots again by 11
percent in 2015. The rate of increase in the expenditure pattern
of the city was outweighed by the rate of increase in the
revenue generated for the years 2014 and 2015; thus, surpluses
were recorded on the said periods. Approximately, revenue of
CSFP grew at an average of 14 percent while expenditures
grew only at an average of three (3) percent for the last 3 years.
Table 5-10. Comparative Growth of Income and Expenditure, 2013 - 2015

Year Revenue Annual Expenditure Annual Surplus /
(in million Php) Growth (in million Php) Growth (Deficit)
Rate (%) Rate (%)
2013 1,077.63 -- 1,199.96 -- (122.33)
2014 1,274.05 18 1,152.38 (4) 121.67
2015 1,400.77 10 1,275.68 11 125.09
Average 1,250.82 14 1,209.34 3 41.48
5.3.5 P ROJECTED C ITY I NCOME AND

E XPENDITURE
The financing potential or capacity of the City of San Fernando
was determined using its historical record of income and
expenditure. Table 3-7 shows the city’s revenue and
expenditure projections. The net surplus for the years 2016-2022
5-28
was also calculated for each of the years in projection. The net
operating surplus constitutes the financing potential of the city
for new public service investments before deducting
expenditures for debt service and appropriations for calamity
fund of five (5) percent. The net amount after deductions is
matched with the capital and current expenditure requirement
of the proposed programs and projects.
Table 5-11. Projected LGU Development Financing Potential

Year Revenue Expenditure Surplus/(Deficit)
(in million Php) (in million Php)
2016 1,598.09 1,318.64 279.46
2017 1,823.21 1,363.04 460.17
2018 2,080.04 1,408.93 671.10
2019 2,373.04 1,456.38 916.67
2020 2,707.33 1,505.41 1,201.91
2021 3,088.70 1,556.11 1,532.59
The city government’s available fund should match or cover the

investment requirements. At the initial stage, a mismatch is likely
to happen; hence, a matching process with the objective of
reaching a balance between the city’s funding capability and
investment requirements has to take place.
In this view, the city has to make certain adjustments so as to

free up additional funds and/ or to adjust the investment
requirements. This could be done either one or a combination of
the following measures:
 Proposed PPAs may be scaled down, or deferred;

 Raising additional local revenues – e.g., taxes, fees, and
charges;
 Borrowing capital funds -- i.e., through loans from
development financing and commercial banks and/or
5-29
bonds or through joint venture and BOT-type
arrangements; and,
 Re-allocating funds from the operating budget to the
investment budget.
Projects identified and ranked can fall under either as private or

public investments. Private participation can be encouraged on
income-generating projects while basic social services and
infrastructures are categorized under public investments which
can be pursued by the local government or national
government depending on the extent of the project’s cost and
development impact. The project list may be adjusted as
deemed necessary at a specific period in time by local officials
and stakeholders taking into consideration the needs and
priorities for the city.
The ranked priority projects shall serve as responsive

interventions of the government for the city’s sustainable and
equitable socio-economic development.
5-30
5.4 I MPLEMENTATION S TRATEGIES AND P OLICIES
Local government units (LGUs) can utilize various tools and
mechanisms to effectively and efficiently deliver goods and
services to the communities. These tools also provide a cushion
to LGUs in scenarios where investment requirements exceed the
available resources. The various legislative provisions that serve
as basis for LGUs to competently execute their mandated
functions are also provided in this chapter.
5.4.1 R ELEVANT N ATIONAL STRATEGIES AND

P OLICIES
5.4.1.1 1987 P HI LIPPINE C ONSTI TUTION

Article II of the 1987 Constitution provides that the State shall
ensure the autonomy of local governments (Section 25),
encourage non-governmental, community-based or sectoral
organizations that promote the welfare of the nation (Section
23), and maintain honesty and integrity in public service
(Section 27).
5.4.1.2 S ECTION 2( A ) OF T HE L OCAL G OVERNMENT

C ODE OF 1991
Declaration of Policy. – It is hereby declared the policy of the
State that the territorial and political subdivisions of the State
shall enjoy genuine and meaningful local autonomy to enable
them to attain their fullest development as self-reliant
communities and make them more effective partners in the
attainment of national goals. Toward this end, the State shall
provide for a more responsive and accountable local
government structure instituted through a system of
decentralization whereby local government units shall be given
more powers, authority, responsibilities, and resources. The
process of decentralization shall proceed from the national
government to the local government units.
5.4.1.3 S ECTION 3 OF THE LGC

(b) There shall be established in every local government unit an
accountable, efficient, and dynamic organizational structure
and operating mechanism that will meet the priority needs and
service requirements of its communities;
(c) The vesting of duty, responsibility, and accountability in local

government units shall be accompanied with provision for
reasonably adequate resources to discharge their powers and
effectively carry out their functions; hence, they shall have the
power to create and broaden their own sources of revenue and
the right to a just share in national taxes and an equitable share
in the proceeds of the utilization and development of the
national wealth within their respective areas;
(d) Local government units may group themselves, consolidate

or coordinate their efforts, services, and resources for purposes
commonly beneficial to them;
(e) The participation of the private sector in local governance,

particularly in the delivery of basic services, shall be
encouraged to ensure the viability of local autonomy as an
alternative strategy for sustainable development.
5.4.1.4 L OCAL G OVERNMENT C ODE OF 1991 ON
R ESOURCE M OBILIZATION T OOLS

Volume 3 of the Guidelines on PLPEM highlighted that the 1991
LGC provides LGUs with powerful resource mobilization tools
that can be grouped into five distinct classes of potential
revenue sources. These tools are as follows:
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1. L A N D -B AS E D T OO L S
These are prospective revenue sources that are dependent on

real property, to wit:
 Basic Real Property Tax (Sec. 232);
 Special Education Fund – SEF Real Property Tax (Sec.

235);
 Land Transfer Tax (Sec. 135);
 Idle Land Tax (Sec. 236);
 Public Land Use Tax (Sec. 235a);
 Land Sale of Foreclosed Real Properties (Sec. 257, 258
and 260);
 Land Investment1;
 Land Reclassification (Sec. 20);
 Land Development Permit Fee (557 and 558); and,
 Tax on Sand, Gravel, and other Quarry Resources (Sec.
138).
2. C O MMUN IT Y A CT IVIT Y - BAS E D T OO LS
These are revenue sources that rely on the flow of economic

activity within the territorial jurisdiction of an LGU, such as:
 Business Tax (Sec. 143);

 Community Tax (Sec. 156);
 Franchise Tax (Sec. 137);
 Tax on Business of Printing and Publication (Sec. 136);
 Professional Tax (Sec. 139);
 Amusement Tax (Sec. 140);
 Annual Fixed Tax on Delivery Trucks or Vans (Sec. 141);
 Fees and Charges (Sec. 147);
 Fees for Sealing and Licensing of Weights and Measures
(Sec. 148);
1 An LGU may acquire and develop land using its ordinary corporate power (Sec. 18), though purchase of foreclosed real properti es
(Sec 263) or through joint ventures (Sec. 302) with the private sector, or through build-operate-transfer (BOT) scheme. Such
investment in land development provides direct revenues to the LGUs in terms of profits upon disposition and also in terms of
enhanced property value and higher property tax base.
5-33
 Fishery Rentals, Fees and Charges (Sec. 149); and,
 Service Fees and Charges (Sec. 153).
3. I N FRA S T RU CT U RE -B A S E D T OO LS
These are revenue sources based on the “user” or “beneficiary”-

pay principle:
 Special Levy (Sec. 250);
 Toll Fees or Charges (Sec. 155); and,
 Public Utility Charges (Sec. 155).
4. D E BT -B A S E D T OO LS
These are tools that allow LGUs to secure debt finance for so
called “income-generating projects” (IGP) and to make
investment in financial debt instruments like securities (e.g.,
Treasury bills, commercial papers, and shares of stock).
 Debt Financing (Sec. 297-302); and,

 Financial Investment (Sec. 18).
5. R E VE NU E S HA RING -B A S E D T O OL S
These are tools based on national government revenues shared

with LGUs as provided for in the 1991 LGC. These are:
 Share in Mining, Fishery, and Forestry Taxes (Sec. 290);

 Share in the Gross Sales or Taxes of Government-Owned
and Controlled Corporation (Sec. 291); and,
 Congressional Funds2.
5.4.1.5 A DMINISTRA TIVE C ODE OF 1991
2 Members of the House of Representatives as well as members of the Senate are allocated funds that may allocate for
development projects within their respective districts or in the case of the Senators, in any location within the country tha t they may
so choose. Congressional funds have both “hard” and “soft” components. The i nfrastructure funds are for identified hard capital
projects such as roads, bridges, schools, hospitals, etc while the Priority Development Assistance Funds (PDAF) are for soft type
projects such as medical expenses of indigent patients or for scholarships.
5-34
The Administrative Code of 1987 provides that: “The State shall
ensure the autonomy of local governments. For this purpose, it
shall provide for a more responsive and accountable local
government structure instituted through a system of
decentralization. The allocation of powers and resources to
local government units shall be promoted and inter-local
government grouping, consolidation and coordination of
resources shall be encouraged.” (Book III, Title XII, Chapter 1,
Section 1, Administrative Code of 1987).
5.4.2 I MPLEMENTING THE I NVESTMENT

P ROGRAM
5.4.2.1 I NVEST MENT P ROGRAMMING AND
BUDGETING
The identified Programs, Projects, and Activities (PPAs)

contained in the Comprehensive Development Plan (CDP) shall
serve as primary inputs to investment programming and
budgeting. These PPAs shall have undergone prioritization for a
three to six year term based on the goals and objectives laid out
in the plan. Accordingly, the Local Finance Committee (LFC)
composed of the City Planning and Development Coordinator
(CPDC), City Treasurer, City Budget Officer, and City
Accountant then reviews and validates the Local Development
Investment Program (LDIP) for funding consideration.
The LDIP goes through the review and endorsement of the

Sangguniang Panlungsod. The LDIP is updated and revised
every year so as to determine project requirements and
financing conditions that may spur or delay its implementation.
LGUs should not waste their “IRA boon”, but instead leverage
their IRA to finance strategic income generating and revenue-
anticipating capital investment projects.
5-35
Schematically presented in Figure 4-1 are the possible options
that may be explored by City of San Fernando (P) to augment
its locally generated resources.
Figure 5-2 LGU FINANCING OPTIONS
Internal Revenue Credit Official

Allotment (IRA)/ Market Development
Local Revenues Options Assistance (ODA
Variants Direct Bond Grants Loans

of BOT Borrowings Floatation
Scheme
Government Private
Financing
Institutions
1. O FFICIA L D E VE L O PMEN T A S S IS TAN CE (ODA)
Section 2 of RA 8182 otherwise known as ODA Act of 1996,

defines ODA as a loan or loan and grant which meets all of the
following criteria:
a) It must be administered with the objective of promoting
sustainable social and economic development and welfare

of the Philippines;
b) It must be contracted with governments of foreign countries
with whom the Philippines has diplomatic, trade relations or

bilateral agreements or which are members of the United
Nations, their agencies and international or multilateral
lending institutions;
c) There are no available comparable financial institutions;
and,
d) It must contain a grant element of at least twenty-five
percent (25%).
5-36
Official development assistances (ODAs) are resource flows
provided by the following bilateral sources and multilateral
institutions with the objective of promoting the economic
development and welfare of the recipient country, to wit:
Bilateral Donors
 Australia
 Austria
 Belgium
 Canada
 Czech Republic
 Denmark
 Finland
 France
 Germany
 Italy
 Japan
 Korea, South
 Kuwait
 Netherlands, The
 New Zealand
 Norway
 Spain
 Sweden
 United Kingdom
 United States of America
Multilateral Donors
 Asian Development Bank (ADB)

 European Union
 Food and Agriculture Organization (FAO)
 International Atomic Energy Association (IAEA)
 International Fund for Agriculture Development (IFAD)
 International Labor Organization (ILO)
 United Nations Childrens Fund (UNICEF)
5-37
 United Nations Development Programme (UNDP)
 United Nations Industrial Development Organization
(UNIDO)
 United Nations Population Fund (UNFPA)
 World Bank, The
ODA may either take the form of soft loans or grants. Soft loans
have interest rates, which may range from zero to seven
percent, and maturity periods ranging from 10 to 50 years and
grace periods of five to 10 years. ODA grants, on the other
hand, have no repayment obligations and are mainly provided
in the form of experts, consultancy services, equipment,
commodities and training.
1. C RE DIT M A RK E T O PT IO NS
As noted3, LGUs may responsibly access the credit market to

finance vital development investment projects, especially so
called income generating and revenue-anticipating projects.
These credit market options include the following:
a. Variants of Build-Operate-Transfer (BOT) Scheme. BOT

variants offer an alternative to LGUs whose financial
resources cannot meet their fast-growing economies’
capital investment needs.
b. Bond Floatation.
c. Direct Borrowings from Private and Government

Financing Institution (GFI). GFIs include (i) commercial
banks; (ii) specialized GFIs like the Development Bank of
the Philippines (DBP) and Land Bank of the Philippines
(LBP); and, (iii) from government-managed specialized
lending lines like the Municipal Development Fund (MDF).
3
Annex F, Guidelines on PLPEM, Volume 3
5-38
The nature of the project to be financed and its financial
circumstances must be given in-depth evaluation before
entering into the abovementioned modes of credit financing.
5.4.3 I NSTITUTIONAL D EVELOPMENT

Provided below is a list of programs identified during a series of
public consultations and workshops that will further develop and
improve personnel and institutional capacity of the city.
A. C A PA CIT Y B U IL DIN G AND S K ILL S D E VEL O PME N T P ROG RA M
This involves introduction and application of new trends and

ideas that will strengthen the capabilities and skills, and values
formation of both internal and external stakeholders of the LGU.
B. F A S T E R T RAN S A CT IO N P RO G RA M
This includes implementation of the “One-Click Transaction

Program” and “Roving Transaction Center Project” both aim to
improve the delivery of public services. This program will involve
the continuous ISO certification of frontline business processes,
development of application systems for proper tracking and
record keeping of transactions.
C. U PG RA DING A ND M A IN ST RE A MIN G OF DATA

M A NA G EME NT S Y S T E M
This program shall ensure the consistency of data across the

departments in the city. It includes various capability building
and skills development training of IT personnel. Mechanisms on
the maintenance of the system shall also be one of the focuses
of the various trainings.
5.4.4 T ECHNICAL C APABILITY
5.4.4.1 P ROJECT D EVELOPMEN T
5-39
Capacity building of CPDO, other city departments and
concerned stakeholders shall be improved and strengthened in
order to ensure awareness of the project development process.
This is deemed necessary in selecting certain PPAs that are for
immediate implementation as provided in the Annual
Investment Program (AIP) of the City. The AIP is the annual slice
of the LDIP which indicates the yearly expenditure requirements
of the City and thus forms part of its annual budget.
Hence, these projects will therefore undergo project

development stages as shown on Figure 4-2 in order to acquire
appropriate funding support.
Figure 5-3. Project Development Cycle
5.4.4.2 P ROJECT M AN AGEMENT

Project management is the discipline of using established
principles, procedures and policies to manage a project from
conception through completion4.
4 www.searchcio.techtarget.com
5-40
Project implementation by LGUs involves two approaches either
by contract or administration. Local officials and personnel shall
be deemed capable and responsible for whichever approach
is undertaken. Hence, provision of training and seminars for all
local planning staff is necessary to improve their capability in
project development, contract administration, monitoring, and
evaluation.
5.4.4.3 M ONITORING AND E VAL UATION

Monitoring and evaluation are two important tools in the overall
project implementation. Equipped with proper project
information, the local government will be able to determine
what gaps need to be addressed in its full implementation. M&E
is important to determine the relevance of the project in
achieving the development goals and in improving the
efficiency and effectiveness of the projects. Data collection
and analysis shall be continuously considered in order to make
ready adjustments or interventions on any identified problem
that may delay implementation.
A Regional Project Monitoring Committee (RPMC) was

established through EO 376 on 2 November 1989 to facilitate the
implementation, monitoring and evaluation of projects at the
regional and sub-regional levels. It involves the participation of
various government agencies, LGUs, and non-government
organizations (NGOs).
5-41
ANNEX A: LIST OF PROJECT BRIEFS
No. Project Title Duration Total Cost (Php) in Lead
6 years Implementing
Agency
SOCIAL DEVELOPMENT PROJECTS
1 Supplemental Feeding in Elementary Schools 2017-2022 10,200,000.00 CHO, DepEd
(continuing)
Reduction of prevalence of malnutrition among elementary
school children through the conduct of supplemental
feeding.
2 Alternative Learning System/ Non-formal Education 2017-2022 5,400,000.00 DepEd
Program (continuing)
ALS is a free education program implemented by DEPED

which benefits those who cannot afford formal schooling
and follows whatever is their available schedule. This
program provides a viable alternative to the existing formal
education instruction, encompassing both the non-formal
and informal sources of knowledge and skills. Through this
program, school dropouts are able to complete elementary
and secondary education outside the formal system.
3 Scholarship for Poor But Deserving Students 2017-2022 420,000,000.00 CMO-CAD
Provision of scholarship for deserving Fernandino Youth (continuing)
Subsidy for Highschool Students
- Subsidy for HS students
4 Non-Communicable Prevention and Control Program 2017-2022 98,400,000.00 CHO
(continuing)
Increase awareness on disease prevention (non-
communicable diseases) and reduce incidences of
morbidity and mortality. Programs include the following:
- Diabetes Prevention and Control Program
- Cardiovascular Prevention and Control Program
- Renal Disease Prevention and Control Program
- Cancer Prevention and Control Program
- Smoking Cessation and Tobacco Control Program
- Dangerous Drug Abuse Prevention and Control
Program
Mental Health Program
5 Health Promotion Program 2017-2022 25,200,000.00 CHO
(Continuing
This program aims to reduce health related morbidity and Programs)
mortality cases through advocacy campaigns and educate
the community regarding different health related issues and
services being given by the City Government using IEC
materials such as lectures, for a, symposium, seminars and
through the use of tri-media.
6 Responsible Parenthood-Family Planning Program 2017-2022 49,800,000.00 CHO
Increase awareness on responsible parenting and family

planning through the following programs:
- Reproductive Health Law Orientation and Advocacy
- Responsible Parenthood Movement
- Adolescent Reproductive Health and Youth
Development
- Family Planning Programs
7 Family Health Program 2017- 268,800,000.00 CHO
2022(Conti
Integration of various health programs that would greatly nuing
benefit the welfare of the family i.e. maternal and child Program)
healthcare programs
- Women’s Healthcare Program
- Birthing Station Services
- Expanded Program on Immunization
- Integrated Management of Childhood Illnesses
- Dental Health Services
- Laboratory Services
8 Micronutrient Supplementation Program 2017- 13,200,000.00 CHO
2022(Conti
Provision/distribution of essential Vitamins to various nuing
barangays of the City through the CSFP Nutrition Program)
Committee
9 Socialized Housing Program 2017- 1,800,000.00 LHSD

2022(Conti
Inventory of Lands/Census and Tagging nuing
Operations/Occupancy Verification. Master list of families Program)
as possible beneficiaries for our housing program and list
of lands in various barangays in the City that are suitable
for relocation
10 Anti-Squatting Program 2017-2022 600,000.00 LHSD
(Continuing
Conduct of anti-squatting seminars, forum, public Program)
consultations and meetings together with barangay officials
and the urban poor sector.
11 Anti-Mendicancy Program 2017-2022 2,400,000.00 CSWD
(Continuing
Profiling of mendicants and implementation interventions in Program)
order to give proper aid for them
12 Local Pantawid 2017-2020 48,000,000.00 CSWD
(Continuing
City Initiative on Poverty Reduction - Localized Program)
implementation of Pantawid Pamilya Program of DSWD.
13 Self-Employment Assistance-Kaunlaran (SEA-K) 2017 - 72,000,000.00 CSWD
2022(Conti
Provision of seed capital to qualified constituents including nuing
administrative expenses and livelihood trainings Program)
14 PWD Capacity Building Program 2017-2022 72,300,000.00 CSWD
Various programs intended for the welfare of Persons with

Disabilities to wit:
- NDPR Week Celebration
- PWD Monthly Meetings
- Restorative Devices
- Skills and Livelihood Training for PWDs
- PWD Welfare Day
- PSC-PHILSPADA Para-National Games
- PWD Advocacy in partnership with CSOs
- - PWD Organization/ Allowance
- - PWDA Services
15 Local Social Pension Program for Senior Citizens 2017 - 36,000,000.00 CSWD
2022(Conti
Monthly subsistence allowance to indigent senior citizens nuing
Program)
16 Senior Citizens Welfare Program 2017-2022 60,000,000.00 CMO-
Provision of benefits and privileges to registered Senior (Continuing OSCA/CSWD
Citizens of the City as per Republic Act 9994 Program)
17 Solo Parents Capability Program 2017-2022 4,800,000.00 CSWD
Solo Parent Advocacy and Empowerment through the (Continuing
conduct of Capability Building Seminars Program)
Solo Parents Registration and Organization
Solo Parent’s Day
18 Youth Development Program (continuing program) 2017- 909,240,000.00 DepEd
2022(Conti
Provision of well-designed and well-run youth development nuing
programs that promote youth leadership through Program)
journalism, leadership trainings, seminars and workshops,
scouting, values and resiliency themed trainings and
providing them avenues where their talents and skills be
exhibited through their participation in various academic
and non-academic competitions.
-Leading Education for Academic Performance
-Sustainability Programs for Education
-Research in Action Program
-Sports program
-Senior Highschool Program
-Extension Program for Education
19 Gender and Development (GAD) Program 2017-2022 81,000,000.00 CMO
Inform Fernandinos on Rights & Responsibilities of Women

and help them uplift their quality of life through the
provision of GAD Livelihood Trainings and Assistance
Programs
Includes Group Organizing, Capacity Building Programs
and IEC of Women’s Rights.
- GAD Advocacy Program
- Kababaynan para king Kaunlaran
- GAD Livelihood Trainings
20 Values Formation Program 2017-2020 8,800,000.00 CHRDO
(Continuing
The Values Formation Refresher Course through the Program)
Values Formation Program aims to align employees’
currently possessed values to that of the recently revised
City Core Values through a Values Alignment Course. This
shall highlight a more in-depth and interactive discussion
with group dynamics focused on the following morals:
Commitment, Fairness and Integrity, Excellence,
Innovation, Love of Country and Solidarity.
21 ECCD Service/Child Development and Family Support 2017-2022 83,340,000.00 CSWD
Program (Continuing
Program)
Various Early Childhood Care and Development (ECCD)
Programs that would further enhance children’s (5 years
and below) physical, cognitive, language, social and
emotional development
- Building improvement & relocation (center based)
- ECCD for CWDs
- Home-based ECCD (FSP, SNP, Mobile ECCD)
- Day Care Campaign and Early Registration
- ECCD instructional Materials and Supplies
- ECCD Moving Up
- ECCD Service Providers Training / Scholarship
- ECCD Handbooks/ Manual
- Center based Day Care Expansion
- CDC Conversion Program
- Improvement of DCCs furniture and fixtures and play
environment
- Celebration of Day Care Worker Week
- Day Care Health and Nutrition Advocacy
- Children’s Month Celebration
- DCWs Learning Meetings
- Parent Education/Parents Effectiveness Seminar
22 Community-Based Service for Children in Conflict with the 2017-2022 100,200,000.00 CSWD
Law (CICL) Diversion Program
LGU counter part for the rehabilitation of Children in
Conflict with the Law (CICL) clients in RRCY other
institutions.
-Organization of PagAsa Youth Association
-Youth Forum and Capability Building Seminars
-Youth Congress/PYAP Assembly
-Youth Home/Youth Development Center
-LGU Counterpart on Alay Lakad Scholarships
-Youth Oriented Sponsored/Subsidized Program
-Youth Oriented Seminars and Training Programs
-Youth Sponsorship Program
-Sports, Youth and Cultural Development Program
-Livelihood and Emplyment Seminar for OSY
23 Women and Children Protection Services 2017 - 15,840,000.00 CSWD
-Maintenance and operational expenses for the Women 2022(Conti
and Children Protection Center (WCPC) nuing
-Monitoring BCPC Functionality Program)
-Organization and Training of BCPCs
-Child Advocates Capacity Building Seminar
-State of the Children Report
-Local Council for the Protection of Children
24 Drug Abuse Rehabilitation Facility/Program 2017-2022 20,000,000.00 CHO

This program aims to reduce drug abuse cases and ill
effects to individuals. It would also aid persons to recover
from addictions, injuries, and even physical or mental
illnesses.
SUB-TOTAL COST 2,407,320,000.00
ECONOMIC DEVELOPMENT PROJECTS

25 Farmers Assembly/Information Dissemination Program 2017-2022 16,780,000.00 LGU-City
Twice every Agriculture and
Farmer Assembly or Information Dissemination Program year Veterinary Office
are agricultural programs or activities such new and
advanced agricultural technologies and scientific farming in
relation to climate change, latest research in crop
production and protection, livestock production, diseases
control and management, machineries or modern
equipment etc. were done through farmers field school,
trainings/seminars, agricultural trade fair, agricultural
forum, meetings among farmer groups, and the like.
Other Programs
-Provision of certified/Hybrid Seed
-Organic Agriculture
-Operation and Maintenance of Organic Trading Post
26 Farmer Field School Project 2017-2022 3,000,000.00 Department of
16 weeks/ 4 Agriculture, Office
Farmers’ Field School (FFS) Project is a non-formal farmer months of the Provincial
education known as “Paaralang Walang Dingding” that is (annually) Agriculturist and
based on experimental learning techniques and LGU-City
participatory method. It is a 16 weeks non- formal Agriculture and
education held in the farm with at least 25 farmer Veterinary Office
participants who are willing to learn about the new package
of technologies which are usually done through
participatory approach, actual demonstration, field
experiences, sharing of ideas, investigation, monitoring,
record keeping, etc. The output of the project is that
farmers will learn and be able to choose between good and
bad agricultural practices. FFS is a practical way of
delivering services among farmers.
27 Industry Clustering Development Program 2017 720,000.00 City Investment
continuing and Promotion
This program will be able to provide technical support and program Office/Department
strengthen the capabilities of the Clustered Industry by of Trade and
assisting them in terms of Training and Seminar in Industry/
entrepreneurship, GMP (Good Manufacturing Practices), Department of
Benchmarking and Capability Building, Marketing and Science and
Promotion and Product Development (Packaging and Technology
Labeling).
Proposed 6 Clustered Industries:
1.Furniture and Furnishing (a. Wood/Bamboo, b.
Steel, c. Mixed used)
2. Processed Food (a. Delicacies,b. Veg, Fruits and
Nuts, c. Ice Cream,d. Processed Meat, e.
Pastries and Sweets)
3. Gift Decors, House wares and Accessories (a.
Woodcraft,b. Basket,c. Bags,d. Water
Hyacinth,e. Fashion Accessories,f. Decorative
Items,g. Crocket,h. Curtains and Bed sheet,i.
Paper machete,j. Housewares)
4. Lantern and Lights (a. Christmas Lanterns,b. Lamp
Shades,c. Decorative Lanterns)
5. Organic and Agri-products(a. Organics Products,b.
Non–Organic Products)
6. Health & Wellness (a. Essential Oils,b. All purpose
liquid soap/soap,c. Massage/Spa centers,d.
Juices)
28 One Town/One Barangay One Product Project 2017-2022 3,000,000.00 LGU- Investment
(continuing Promotion Office/
program) DTI
One Barangay-One Product Program was crafted from the
One Town –One Product Program of the Department of
Trade and Industry. Through this program, the City aims to
maintain and develop product to each 35 barangays in our
city. The program will give chance to the constituents in
their livelihood by building them as entrepreneurs. The
scope of the projects will be from the how to start , access
to finance, access market, develop their products and also
training in preparation for the ASEAN integration. This
project will prioritize those PWD’s, 4P’s, out of school
youth’s and all those drug related victims as beneficiaries.
29 Lantern Decoration Project/ Shining Star Project 2017-2022 51,000,000 City Tourism
Promotion of City’s lantern by displaying their crafts within Office
the
-Giant Lantern Festival (in partnership with Giant Lantern
Festival Foundation)
30 Heritage Infrastructure Project 2017-2022 72,000,000 City Tourism
Office and CEO
The City envisions itself to be the Center for Kapampangan
Culture. To achieve this vision, the City should restore and
develop its existing historical structures. Among these are
the City Hall, Baluyut Bridge and Train Station. The City
Hall will be converted into a heritage center. The Baluyut
Bridge will be restored to its original structure as the first
concrete pavement. A curatorial plan is being designed for
the restoration of the San Fernando Train Station. This
includes the installation of two and three-dimensional art,
construction of walls or other architectural components,
security devices, to name a few.
Statues are erected to show that the City has a past worth
memorializing. The life-size monument of Ninoy Aquino will
be placed at the Heroes Park to replace the current statue
which is already deteriorating. The three local figures,
Sotero Baluyut, Antonio Consunji and Levi Panlilio have
great contributions in our local history. Thus, the City
Government would like to recognize their heroism by
putting up their bust monuments where they are significant.
Components
-Preserving Heritage for Progress Program
-Organization of Festivals and Events
-Improvement of heroes park, Heroes Hall, Lazatin Blvd., 2017 5,000,000.00
San Juan, CSFP
-Provision of Monument @ Heroes Parks, CSFP. 2017 1,000,000.00
-Tourism Infrastructure- CSFP. Entrance Arches 2017 1,000,000.00
-Rehabilitation of Cultural/Historical Sites 5,000,000.00
31 CSFP Tourism Star Card (be replaced by TOURISM 2017 – 312,290.00 City Tourism
PROMOTIONS PROGRAM) continuing Office and CEO
program
The CSFP TOURISM STAR CARD is essentially a

“privilege card” for tourists (living outside the City). It will be
in a form of a discount card to be presented in participating
Tourism- Related Establishments. This will be the very first
loyalty or privilege card for tourists launched by a Local
Government Unit in the Philippines.
STATUS: The STAR Card was initially launched on

September 24 in the CSFP Tourism Week at Robinsons
Starmills. Mass production is ongoing.
32 City Tourism Branding Project 2017-2022 118,000.00 DOT and LGU-

City Tourism
Office
The City Tourism Branding project, a BUB granted to the
City in partnership with DOT III. The project aims to
showcase the City’s identity, and project a positive and
inviting image to tourists. The expected output is a distinct
city brand coupled with a comprehensive marketing plan to
be adapted by the LGU, cascaded to the barangays and
private sector as an umbrella brand.
STATUS: The project proposal and Executive Order of the

TWG has been approved. The TWG is set to convene in
2017.
FUNDING SOURCE: BUB – Department of Tourism

Region III
33 Cultural Promotion And Development Program 2016 -2020 City Tourism
The program aims to restore and preserve the heritage and (continuing Office
culture of the Fernandinos through the following programs: program)
1. Cultural Mapping- is to capacitate

barangays to engage in community- based Phase 1-
tourism development and identify the 2015-2016 36,375,840.00
community’s strength and its resources.
Phase 2 -
Its objectives is to conduct an inventory of
2017
the cultural assets and resources of the
barangay (though mapping, interviews and
documentation) and to determine the
resource efficiency and links between arts
and cultural groups as well as the common
aspirations and values of the barangays in
the City.
STATUS: Phase 1 already complete
(Database and inventory of the 35
barangays)
Phase 2 to start in 2017 for the validation.
Phase 3 -
FUNDING SOURCE: LGU
2. Heritage Trail Trek- is a heritage tour

highlighting the heritage district of the City of
San Fernando and other iconic structures in
the city. The City identified historical 2016-2020
markers on each of the existing sites. The (continuing 400,000.00
trail will be traced through the heritage programs)
passport to be supplied to the visiting
tourists.
STATUS: Heritage sites were already

identified. Production of the heritage
passport as a marketing paraphernalia is
on-going.
Other components: 2017-2022

-City Arts and Culture Program 26,460,000.00
-Center for Kapampangan Culture Initiatives Consortium
-Organization of Local Special Bodies
34 Creation Of Visitor’s Bureau And Tourism Network 2017-2018 118,000.00 City Tourism
With the current vision of the City comes the responsibility Office, IPO
to ensure that the most up to date information on its
tourism products and assets is easily available to tourists.
In the age where technology allows for the rapid
dissemination and acquisition of information with the push
of a button, it is necessary to strengthen linkages within
and between local tourism industries. This requires the
mapping and monitoring of the City’s Tourism Network and
creation of a Visitor’s Bureau to be able to link various
industry players with each other, and with tourists.
Access to information is identified as weakness, in order to

settle such problem a proposed solution is the
implementation of 24 hours touchscreen tourist information
kiosks. The City Government of San Fernando, Pampanga
will make a pilot study putting up a kiosk that could allow
tourist to gain information easily at a more accessible
location even when the information centers are closed. It
contains many listings of the types of information tourist are
looking for.
35 Barangay Tourism Programs 2016 -2022 627,700.00 City Tourism

Under the Barangayan sa Turismo program, the City will continuing Office
provide technical support in planning, organizing and program
training of barangay and community leaders along the lines
of tourism organization and development. The city will
conduct a quarterly meeting with the barangays to
continuously update on the development of their vision and
mission. The ultimate goal is the creation of a functioning
Tourism Council in the barangay level, capable of planning,
monitoring and coordinating tourism development progress
in their barangay.
Another proposed project is the establishment of a

Barangay Tourism Network, a database of tourism
events per barangay. Through a call for submission of
proposals from barangays, the City will support events with
tourism potential through awarding of subsidies to qualified
proposals.
STATUS: 23/35 barangays with organized tourism

council. Continuous project implementation.
SUB-TOTAL COST* 222,911,830.00
ENVIRONMENTAL MANAGEMENT PROJECTS

36 Integrated Groundwater Management Program 2017-2022 30,158,000.00 City Health Office
Septage Treatment Plant and Siphoning of septic tank with collaboration
every 3 years of City Water
- Establishment of Septage Management System District of San
Fernando,
CENRO
37 Sealing of Abandoned Wells Project 2018 40,000.00 City Agriculture
Shallow Tube Well is the main source of irrigation of most and Veterinary
rice farmers in the City. Almost fifty percent (50%) engaged Office
in installation of tube wells especially in the Northern part of
the City which contribute to decrease in water table level
and contamination of our source of potable water. On the
other hand, rapid decrease of land area devoted to
agriculture because of urbanization resulted to
abandonment of existing wells. Concreting, sealing and
unstalling of abandoned well is one way to safeguard the
quality of groundwater and safety of people working nearby
abandoned areas.
38 Emission Inventory Project 2017-2022 654,000.00 City Environment

A 3-day Emission Inventory Training was conducted last and Natural
October 5-7, 2016. This was facilitated by the DENR - EMB Resources Office
Region 3. This aims to compute the concentration of air
pollutants within CSFP which will then be used in the
formulation of the Climate Change Action Plan. The output
of the inventory will also be used in the conceptualization of
programs in air quality management.
-Garage Vehicle Emission Testing
39 Air Quality Monitoring Project 2017-2022 4,350,000.00 City Environment
This is connected with the implementation of C.O. 2016 - and Natural
001 (Anti-Smoke Belching Ordinance of CSFP). This aims Resources Office
to improve the air quality of the City by apprehending the
smoke belchers that are plying along the roads of the City.
-Monitoring of CSFP Air Quality
40 Installation of LED Air Quality Display Modules Project 2017-2022 2,800,000.00 City Environment
The LED Display will be installed along strategic areas. and Natural
This aims to increase the awareness among passersby Resources
about the quality of the ambient air quality within CSFP. Offices
-Pollution Control Operations
41 Green Zones Development Project/ Urban Greening 2017-2022 42,000,000.00 City Environment
Project and Natural
This project aims to increase the City's compliance to the Resources
National Greening Program. The project also aims to Offices
improve the aesthetic view of the City and provide cleaner
air to commuters and the community and promote urban
development. The balance of development with green
zones. This project is also incorporated in the green
building system of development.
-ECO PARK Development and Operating Expenses
-Urban Greening Project
-Development of Urban Greening Master Plan
-Geo-tagging system and inventory of trees
42 Waterway Clearing Project 2017-2022 1,410,000.00 CENRO
-Search for Cleanest Waterways
43 Water Quality Monitoring Project 2016-2022 1,350,000.00 CHO, CENRO
Environmental Measures during emergency situation. Continuing
Availability and safeguard of potable drinking water supply program
by conducting a regular microbiological examination and
physic-chemical examination
-Water Resources Management Board
44 Activation of River Patrols in Barangays 80,000.00
45 Comprehensive Septage and Sewage Management 2017-2022 12,158,000.00 CENRO

Program
-Treatment and disposal of hazardous waste to accredited
treatment centers
46 Rehabilitation of San Fernando River 2017-2022 80,300,000.00 CENRO

-Waste Recovery Program
47 Solid Waste Management Assistance Program for 2017-2022 291,000,000.00 CENRO
●The City Solid Waste Management Board played an

important part in the formulation and approval of the 10 -
Year Solid Waste Management Plan. The Board monitors
the implementation of the said plan down to barangays,
business establishments, industries and institutions as they
form an integral part on waste generation.
●The Board ensures that all plans and programs of all
different sectors on solid waste management is in line with
the approved plan to achieve the target
-City Solid Waste Management Board
-Solid Waste Management Assistance Program for
-Food Waste Collection System
-Search for Cleanest and Best Practice on Solid Waste
Management
-Improvement of City Composting Center/Transfer Station
-Disposal of residual waste at Sanitary Landfill - Tipping
Fee
-Rehabilitation of former City Disposal Facility
-Barangay Monitoring Program
-Ecological Solid Waste Management (LPRAT project)
48 Manila Bay Rehabilitation Program 2016-2022 3,000,000.00 CENRO
Continuing
As per Manila Bay Writ of Continuing Mandamus of the program
Supreme Court different government office were mandated
to act in order to upgrade the water quality of Manila to
Class SB, which means it will be suitable for skin diving,
bathing, swimming and other water activities.
The San Fernando River being a tributary water body to
Manila Bay is to be rehabilitated and be upgraded to Class
B. Inventory, inspection, water sampling, coordination with
business establishments and households are some of the
activities to be done in this project.
SUB-TOTAL COST* 469,300,000.00
INFRASTRUCTURE DEVELOPMENT PROJECTS

49 City-wide Road network (Arterial, collector, distributor and 2017-2022 732,200,000.00 CEO
subdivision roads) Rehabilitation/Improvement Projects
The project aims to develop a road network with hierarchy

depending on the purpose of it. This will ease traffic and
will increase mobility in the City. Following are the
prioritized road network::
-Improvement of Del Carmen Paskuhan Road 2019-2022
-Improvement of Maligaya-Rodriguez Road 2019-2022
-Improvement of Malino-Pulung-Bulo-Balite Road 2017-2018 50,000,000.00 CEO and DPWH
-Proposed OG-Tail Dike Road 2019-2022
-Proposed Olivas- New Public Market Road 2019-2022
-Improvement of San Agustin-Quebiawan Rd. 2019-2022
-Improvement of San Pedro-San Nicolas Rd. 2019-2022
-Improvement of St. Anthony-St. Dominic Corinthians to 2019-2022
JASA Road
50 JASA-NLEX Interchange redevelopment project 2018-2020 20,000,000.00 CEO
Due to the rapid urbanization the City of San Fernando,

especially its southern portion experiences traffic jams
during peak hours. One of the infrastructure projects that
needs to be developed is the JASA-NLEX interchange.
This project will ease traffic flow in the area.
Also includes but not limited to;
-Provision of Directional Sign at JASA Road and Manila 2017 2,000,000.00
North Road, CSFP. (external)
51 Vertical parking and Integrated public transportation 2017-2022 50,000,000.00 CEO
The project is part of the promotion of the construction of
vertical infrastructure. This aims to maximize land usage
and to have enough spaces for parking. This will also help
in easing the road networks from illegally parked vehicles.
-Construction of Terminal at Baliti, City of San Fernando,
Pampanga (external)
-Construction of Terminal at Sindalan, City of San
Fernando, Pampanga (external)
-Construction of Terminal at New Public Market, Del Pilar,
City of San Fernando, Pampanga (external)
-Construction of Terminal at St. Jude, San Agustin, City of
San Fernando, Pampanga (external)
52 Tricycle and pedicab terminals development project
2017-2022 10,000,000.00 CEO
One of the pressing issues today, not just in the City of San
Fernando, (P) but in the whole country is the proliferation of
tricycle and pedicabs plying along national roads like Mc
Arthur Hi-way. This mode of transportation if prohibited on
national roads due to its unsafety features and possible
cause of traffic. Tricycle and pedicab terminal development
project is a project that will be launched to provide safe
area for operators and drivers and to provide technical
assistance on how they can continue their operation while
complying with the law. This will include the provision of
acceptable routes, terminals and new design for tricycle
that are both driver and commuter's friendly.
53 Aquino by-way improvement project (Del Rosario to On-going 25,600,000.00 CEO and DPWH
Calulut) DPWH
Project
The Aquino byway project is an initiative from the national 2017
government to increase the tourism potential of different
regions by conceptualizing and providing for inter-
city/municipality roads on critical regions. The Aquino
byway is a tourism convergence road traversing the
municipalities of Angeles and San Fernando Pampanga,
from east to west, serving the same purpose for traffic as
that of the existing Jose Abad Santos Avenue. The road is
proposed to be a four lane road, with a center island,
drainage system, bike lane and covered walkways. With
the initial construction phase on its completion, it is
expected to provide alternate east to west access and
circulation within the province of Pampanga.
54 Del Rosario road (parallel to Megadike) construction/ 2018-2022 100,000,000.00 CEO
expansion project
The construction of the Del Rosario Road, parallel to 2017 200,200,000.00

Megadike, will serve as an alternate service road for heavy (external)
vehicles traversing north to south, and vice versa, in the
City. The proposed road will transfer traffic from the now
congested McArthur Highway to the proposed parallel road
in Del Rosario and will provide service to the vehicles and
motorists at the western part of the City.
55 NLEX Parallel Service Road Expansion Project 2018-2022 100,000,000.00 CEO
This service road will travel north to south and vice versa,
following the path of the NLEX road in San Fernando. It will
also be parallel to McArthur Highway, servicing travellers at
the eastern part of the City. The road is another proposed
solution to decongest traffic in McArthur Highway.
56 Magliman-Alasas-Del Rosario road development project 2018-2022 50,000,000.00 CEO
Another service road proposed to be taken by heavy 2017 70,200,000.00

vehicles include the Magliman-Alasas-Del Rosario Road, (external)
traversing from the north to south, and vice versa, of the
City.
57 Balimbing Road Dike improvement project On-going
DPWH
To improve core-node and node to node traffic, various Project
arterial roads are proposed to be constructed and
improved. Balimbing Road Dike is proposed to be
improved to construct a paved road from the JASA to Brgy,
San Jose directly. The road will reduce the traffic from the
McArthur Highway to the existing provincial road traversing
along Barangay San Jose, and vice versa.
58 Barangay Bridges Rehabilitation/Construction Project 2017-2022 672,000,000.00 CEO
The project aims to have road connectivity within

barangays and to decongest major roads like Mc Arthur Hi-
way And JASA. This will also ease to travel from Northern
to Southern part of the City and vice-versa. The project will
definitely contribute to the City's economic growth.
59 Covered walkways for pedestrians, arcades, grade- 2018-2020 25,000,000.00 CEO

Phase 1
-Improvement/Construction of Sidewalk along Poblacion 2017 5,000,000.00
Area, Sto. Rosario, CSFP.
-Construction of Covered Sidewalk at Heroes Hall, San
Juan, CSFP.
60 Bike/electric bike lanes development project 2017-2019 25,000,000.00
These projects are part of the City's program entitle Task

Force Kaayusan para sa Kaunlaran at Kalikasan (TFKKK).
They promote the beautification of the City which leads to
pubic safety and order. The projects encourages the
Ferandinos to walk and/or ride the bicycle rather than
taking motor vehicles. Both walking and biking are
environment and health friendly, plus this will help in
reducing the number of vehicles plying the City's road
networks.
61 Advanced Traffic Management and Control System project 2017-2022 31,000,000.00
-Traffic Engineering Facilities
62 Lazatin Boulevard redevelopment project 2017-2018 50,000,000.00
Lazatin Boulevard is proposed to be declared as a

Discipline Zone and at the same time a tourism road.
Ordinances will be strictly monitored and set backs among
structures will be implemented. Greening in the area will be
proposed while at the same time, grown trees will be
regular maintained.
-Improvement of Lazatin Bldv. (Bike Lane and Sidewalk)
Phase II, San Juan, CSFP.
63 Dolores Intersection redevelopment and traffic 2017-2018 650,000,000.00
management project
64 Dolores Intersection Pedestrian overpass (with lift) 2017-2019 30,000,000.00

development project
The adoption of advance technology in traffic management

will definitely help in the improvement of traffic
management in the City. The project will also device a
system that will strengthen the enforcement of both
national and local laws relevant to traffic management.
65 Street Lighting Project 2017-2022 50,000,000.00

Inclusion in the program is the formulation of a Street Light
Masterplan of the city
66 Traffic lights provision, rehabilitation and maintenance

project 2017-2020 25,000,000.00
These project are also part of the TFKKK program which

aims to promote public order and safety in the City. This
will also help in minimizing road accidents in the City.
67 Spillway and Drainage Development Projects: 2017-2022 50,000,000.00
68 San Fernando River Dredging project 2017-2022 25,000,000.00
69 Creeks Total Clean-up Project 2017-2022 25,000,000.00
70 Local Drainages Rehabilitation Project 2017-2022 25,000,000.00
71 Collaboration Project with neighboring LGUs to Ensure 2017-2022

Efficacy of the City’s Drainage System
72 Provision of a Spillway Diverting the Surplus Water from 2019-2022 75,000,000.00

73 Utilization of the Siquako Dam (across Calulut Creek) for 2017-2022 20,000,000.00
flood control
74 Construction of water reservoir (water retarding basin) in 2017-2022 20,000,000.00

Baliti area
These projects are identified as long term and medium

term projects that will help in controlling flood accurance in
the City. It is known that the Southern part of the City has a
lower elevation compared to its Northern part, this is one of
the reasons why the commercial area and the poblacion
area are flood prone. Dredging, desilting, clean-up are
some of the short and medium projects that have to be
continuously implemented to lessen floods in the area.
Long-term projects are spillways, reservoir and dams.
These projects aims to divert and lessen the water flowing
from Northern area to low-lying area. Through these
projects water volume going to San Fernando River will be
controlled.
75 Central Evacuation Facility Construction Project in 2017-2019 100,000,000.00 CEO and
barangay San Isidro CDRRMO
This is an adaptation project that will cater flood prone

communities. It has been a practice that school
rooms are utilized as evacuation centers in times of
calamity. But this practice has affected the classes to were
the evacuees are transferred. As a short term plan,
covered courts were utilized as camp sites, nevertheless
these area are still not suitable for evacuations as they are
not comfortable to live in. The construction of Central
Evacuation Center will definitely help victims of calamities
and will make the "force-evacuation" ordinance easy to
implement.
76 Acquisition of DRR-CCA Training Facilities 2017-2019 20,000,000.00 CEO
77 Information Technology (IT) infrastructure upgrading 2017-2020 20,000,000.00 CEO

project
78 Command and Control Center (C3) Development Project 2018-2021 20,000,000.00 CEO and
CDRRMO
79 Wired and wireless communication systems expansion 2018-2022 30,000,000.00 CPDCO-MITD
project
-Internet Connection
-CSFP ICT Council
SUB-TOTAL COST* 3,403,200,000.00
DEVELOPMENT ADMINISTRATION PROJECTS

80 Capacity Building and Skills Development Program 2017-2022 82,800,000.00 CHRDO, CMO,
To be able to implement the plans and strategies of CSWD, CVMO
the LGU effectively, capacity and skills of key
implementers are to be enhanced and developed. The
success of plan implementation lies on the knowledge,
skills and attitude of the personnel within the LGU and
the community where programs will be implemented.
Thus, the need for a Capacity building and Skills
Development Program.
This program will cover both the internal and external

stakeholders of the Local Government Unit.
Interventions will include technical trainings for the
development of knowledge and skills of employees
and officials in the LGU and values formation
seminars. Values formation seminars at community
levels will be enhanced to emphasize on the role of
the individual citizenry to development.
The CHRDO will be formulating yearly Capacity

Development and Training Plans for the LGU for the
implementation of this program. Identification of
needed training and capacity development
interventions will be based on competency mapping
and identified gaps in the performance of individual
employees through the semi-annual evaluation of the
submitted Individual Performance Commitment and
Review (IPCR) forms. Community related values
formation activities will be identified and coordinated
through the City Social Welfare and Development
Office and the Community Affairs Division.
Status/Progress
Ongoing. Competency mapping to be completed and

updated.
81 Faster Transaction Program 2017-2022 93,720,000.00 CPDCO-

Improvement of the internal processes in a local MITDCAdminO-
government unit is a priority considering the number of ICD,
measures implemented by the current national City Vice Mayor’s
Office, OSP,
government administration in trying to reduce the
CAccO, CBO,
number of hours and days spent in processing for CTO, CGSO,
various mandatory documentary requirements. At the CENRO
LGU level, these process involve the issuance of
Business Permit and other ancillary permits and the
issuance of civil registry documents. Continuous
process improvement and streamlining programs has
to be done to ensure the ease of doing business that
will consequently result to the attractiveness of the city
both for business and individual clientele.
This program will involve the continuous ISO

certification of frontline business
processes,development of application systems for
proper tracking and record keeping of transactions.
-Web-based application system infrastructure
-Biometrics Timekeeping System
-Geographic Information System
-Fiscal Management Information System
-PROGRESS Software Renewal and Additional

License
-Streamlining of Compliance to Procurement Law
82 Upgrading and Mainstreaming of Data Management 2017-2022 82,800,000.00 CPDCO-MITD,

System OSP, CAccO,
A centralized database system will be established for CCRO
easy retrieval of LGU data. Currently, individual offices
maintain their own database. A proposal to integrate
all database is pushed to be implemented.
Status/Progress
To be established.
83 Intensification of Police Force 2017-2022 18,000,000.00 CMO and PNP

the rapid increase in population and urbanization in
the locality, there is an arising need to secure the
territories and establish a safe living environment for
the constituency. The police forces present in the City
strengthens the peace and safety drive to have a
secured living environment in the City. The 2016
police to population ratio of the City is at around
1:2000.This is way beyond the standard of 1:500 for
an urban area. Thus, the need to intensify the police
forces in the locality by employing force multipliers at
community and barangay levels, by capability and
skills development of the local police forces and
community volunteers.
Status/Progress
The barangay force multipliers must be reactivated

and trained by the PNP.
84 Construction of San Isidro – Del Rosario Command Center 2017-2022 200,000,000.00 for CEO and CPDCO
Infrastructure development is a vital component in for the full the development of
encouraging a country’s economic growth. For realization the land.
developed countries, infrastructure support has a of the
planned
crucial role as a multiplier, enabling further
civic center.
development and allowing governments to achieve
social, economic and political claims. The role of
infrastructure for developing countries, however, goes
deeper as being the catalyst of development in
undeveloped communities, which comprise the
majority of a nation, by aiding in the provision of
services to households and industries.
The Asian Development Bank (ADB) states that a total

amount of $8 Trillion dollars in infrastructure
investments will be needed by Asia to be at par with
the infrastructure of Europe by 2020, and the
Philippines being part of Asia is included in the
planned improvement of infrastructure in the coming
years. Much like other developing countries, the
Philippines, a developing country itself, is considered
to still lack sufficient infrastructure that will promote
inclusiveness in overall development, which currently
is limited to the metro cities of the country.
The City of San Fernando, situated just outside Metro

Manila, is yet to improve on infrastructure support.
Though the City has been one of the best location
considerations for industries and businesses outside
Metro Manila due to its well established soft
infrastructure in the form of regulations and policies,
the hard infrastructure component needs to catch up
alongside other social support infrastructure to
improve accessibility to services.
It is with this identified need that the Local

Government Unit of the City of San Fernando intends
to develop social and business support infrastructures
within its territorial jurisdiction. To complement the
mixed-use development planned to be implemented
on the middle-east part of the City—in Barangay
Calulut—a government facility development on the
middle western part of the City is proposed to be done
in Barangay San Isidro. Thus, the 68,094 sq. meters
Civic Center Development at Barangay San Isidro is
conceptualize.
In terms of social support infrastructure, the increasing

population of the City entails an increase in
responsibility concerning basic education for the City
Schools Division, in addition to the challenge of the K-
to-12 program, to maximize the potentials of local
residents engaging in the service and knowledge-
based industries emerging within the City. It is in this
regard that an improvement to the existing
infrastructure support to the education services of the
City is proposed to take place urgently.
The City Schools Division, therefore, proposes to

construct another Division Office in Barangay San
Isidro with lot area of 20,000 sq. meters. The said site
is adjacent to the proposed Civic Center and will be
part of the goal to improve access to education
services through envisioned infrastructure support
facilities.
The 8.8 has. CSFP Civic Center is proposed to be

located in Brgy. San Isidro, accessible from south
through Brgy. San Isidro Road, east through McArthur
Highway and north through Barangay Del Rosario
Road, in conjuction with the proposed Aquino-Byway
Tourism Road—traversing from NLEX-Mexico to Brgy.
Del Rosario CSFP—through right of way donation by
the adjacent Bridgepoint Subdivision.
The development project will be as follows:
● Publicly operated Multi-Purpose Facility for the

Permanent Evacuation Center and/or Senior Citizen
Center = 10,000 SQ. MTS.
● City Park = 10,815 SQ. MTS.
● City Government Satellite Offices = +/- 10,000 SQ.
MTS.
● Office of the Disaster Risk Reduction and
Management Command Center (CDRRM Office/
Rescue Units) = +/- 28,145 SQ. MTS.
● Roads = +/- 9,040 SQ. MTS.
● DEPED Facility = 20,000 SQ. MTS.
Status/Progress
Land already purchased.
85 Quick Response and Disaster Impacts Mitigation Program 2017-2022 600,000,000.00 CDRRMD,
Community resiliency in the locality is essential to prevent CAdminO, OSP
casualties in life and property, especially in identified and CPDCO
disaster prone areas. The CSFP has flood hazard areas
due to it being at the lower parts of the Pampanga River
Basin. Disaster Impacts Mitigation and Quick response
program must encompass engineering techniques for
mitigating infrastructures and hazard-resistant construction
as well as improved environmental policies and public
awareness.
Status/Progress
Ongoing/Continuing
Components
-70% Disaster Preparedness fund
-Disaster Awareness Program and IEC
-Community Resilience Program
-Climate Change Adaptation Program
-Mobile Response Capability Program
-Emergency Shelter Program
-Anti Crop Infestation Program
-Capability Enhancement Program for DRRM Personnel
-Development and Institutionalization of Early Warning

Systems
-Emergency and LIfesaving Equipment Program
-Pandemic/Epidemic/Emerging/Reemerging/INfectious
Diseases Mitigation Program
-Provision of Medicines and Vaccines for Common

Illnesses during Calamities/Disasters
-Provision of Veterinary Medicines, vaccines, animal feeds
-Prepositioning of Goods
-CDRRMC Planning, Meeting, Monitoring
86 Improvement and Modernization of Fire Prevention and 2017-2022 50,000,000.00 BFP

Protection Program
The CSFP’s Fire Prevention and Protection Program
will cover Fire Safety Awareness through Barangay &
Industrial Fire Olympics, and acquisition of fire
prevention equipment and vehicles. The
establishment of a BFP post at the proposed Civic
Center is also expected to improve response time for
fire emergencies coming from the northern parts of the
City.
Status/Progress
Ongoing
87 Central Evacuation Facility Program 2018-2019 20,000,000.00 CEO and

Currently, public facilities like schools and multi- CDRRMD
purpose halls serve as evacuation facilities for
displaced people during disasters (flooding). Staging
areas are also located in various parts of the City prior
distribution of calamity victims to alternate evacuation
facilities. The proposed Civic Center is planned to
have a permanent evacuation facility for the CSFP.
Status/Progress
Not yet started. Land for the location already
purchased.
SUB-TOTAL COST* 1,1471,320,000.00
GRAND TOTAL COST* 7,650,051,830.00
*Exclusive of PPAs with no project costs at present

ANNEX B: ADDITIONAL PROJECTS
No. Project Title Duration Total Cost (Php) Lead
Implementing
Agency
88 Proposed road going to transfer station 2018-2019 35,000,000.00 CEO
2017 22,200,000.00
89 Proposed tourism road in San Isidro-Del Rosario Area as 2018-2020 20,000,000.00 CEO w/ DPWH
access road for the Civic Center
90 Proposed entrance road to Dela Paz Sur 2017-2018 10,000,000.00 CEO
The proposed entrance road is situated adjacent to the

concrete road at beside Jumbo Jenra. The current concrete
road is proposed to be extended westward, ending at the
Dela Paz Sur barangay road, providing the barangay its
own entrance road. Currently, to reach Dela Paz Sur, one
has to pass Dhavsan Village in Barangay Sindalan before
reaching Dela Paz Sur. This proposed road is eyed to
decongest the Sindalan roads and provide a direct entry
point and access to barangay Dela Paz Sur.
Subtotal 87,200,000.00
LGU Services
91 Poverty Alleviation Programs (Continuing Program) 2017-2022 14, 400,000.00 CSWD

-LGU Intervention to Pantawid Pamilya
-Updating of Poor Families Profile and Assessment
-Northville Community Development Plan
92 Crisis Interventions (Continuing Program) 2017-2022 166, 200,000.00 CMO/CSWD
-Assistance to Individuals in Crisis Situations (AICS)
-Relief Operations
-Case Conferences
-Construction of Reception Action Center
93 Health Extension Programs (Continuing) 2017-2022 510,000,000.00 CHO
-Ambulatory Services
-City Medical Unit
-Health Emergency Management Staff Services
-Employees Health Programs
-City Epidemiology and Surveillance Unit
-Health Education and Promotions Services
-Environmental Health and Sanitation Services
-Barangay Health Workers Program
94 Prevention and Control Programs (Continuing) 2017-2022 89,700,000.00 CHO

-Prevention and Control of Infectious and Communicable
Diseases
-National Tuberculosis Program
-STI/HIV/AIDS Prevention and Control Program
-Dengue Prevention and Control Program
-Immunizable Diseases Program,
95 Other infectious diseases program (continuing) 2017-2022 25,500,000.00 CHO

-Leprosy Prevention
-Psoriasis Program
-Rabies Prevention and Control Program
96 Health Care Program (continuing) 2017-2022 880,950,000.00 CHO
-Health care for the Elderly
-Health Program for Persons with Disabilities
-Philhealth Services
-Nutrition Program
97 Auxiliary Health Services (Continuing) 2017-2022 181,200,000.00 CHO

-Voluntary Blood Donation Services
-Pharmacy Services
-Medical Services for Prisoners
-Medical Missions
98 Educational Support Program (Continuing) 2017-2022 407,880,000.00 DEPED
-Program BUILD (Building Useful Infrastructures for
Learning and Development)
-Governance Operations and Innovation Program
-Human Resource Development for Educators
-Subsidy for Teaching Devices
-Fitness and Wellness Program
-Instructional Teaching Learning Support
99 City College Students Development Program (continuing) 2017-2022 21, 720,000.00 CCSF
-for BA, ICT and Educa Students
100 City College Support Program (continuing) 2017-2022 22,260,000.00 CCSF
-Guidance Counseling
-Office of Student Affairs Services
-Medical and Dental Unit Services
-Library Services
-Special Program
101 City College-Organizational Strengthening Program 2017-2022 243,300,000.00 CCSF
(continuing)
-Faculty Development
102 City Employment and Livelihood Program 2017-2022 59,400,000.00 CESD/CAdminO
-Job Fair and Recruitment Activities
-NEGOkart and Starter Kit Project (Livelihood Formation,
Enhancement, Restoration)
-Emergency Employment (TUPAD, SRS, PESO
Coordinators)
-Special Program for the Employment of Students (SPES)
-Jobstart Project
-Skills Training Program
103 Consumer Welfare and Protection Program 2017-2022 12,420,000.00 Market
-Market Monitoring and Surveillance Program Operations/CAdm
-Tiangge Program inO
104 Community Assistance Program (Continuing Program) 2017-2022 120,000,000.00 CMO
-Financial Assistance to Brgy. Pulung Bulu
-Community Assistance Projects
-Assistance to ABC, ABK, BSTA
105 Public Consultation and Community Engagement Program 2017-2022 230,427,000.00 CMO, CVMO
(Continuing Program)
-Kumustahan sa Kanto ni Mayor Program
-Kapihan, Talakayan sa Villa
-Kapihan, Talakayan sa Barangay
-Multi-Sectoral Assembly (MSGC)
-Community Organizing and Development Trainings
106 Community Enhancement and Community Based Service 2017-2022 210,000,000.00 CMO
Delivery Programs (Continuing Program)
-E-Barangay Governance Program
-Fernandino Access Card
-Barangay Sanitation Brigade Program
-MDR Distribution cum Philhealth Orientation
107 Public Information Programs (Continuing Program) 2017-2022 204,960,000.00 CIO, City Vice
-Production of TV Program Mayor’s Office,
-Production of Radio Program CAVO, CENRO
-Production of Newsletter and other IECs
-Media Liaison
-Hiring of Media Consultant
-Procurement of Media Equipment and other
Furnitures/Fixtures
-Local Ordinances and other Policies

-Agriculture, Veterinary and other related Programs
-Environmental Program Celebrations
108 Legislative Researches (Continuing Program) 2017-2022 21,600,000.00 City Vice Mayor’s
Office
109 Information Campaigns on Government Services 2017-2022 19,758,000.00 City Treasurer’s
(Continuing Programs) Office, CCRO,
CLO, CEO/LBOD
110 Organizational Competitiveness Program (Continuing 2017-2022 134,460,000.00 CHRDO
Program)
-Incentive Program
-Benefits Program
111 Proper Inventory and Legal Documentation of City 2017-2022 180,000,000.00 CGSO
Government Real Properties (Continuing Program)
-Proper Registration and Insurance of City’s Properties
-Research and Survey/Titling of CG Properties
-Improvement of warehousing system and Motorpool
facilities
-Preventive/corrective maintenance of City Vehicles and
Equipment
-Motorpool management systems
112 Centralized Records Management Programs (Continuing 2017-2022 21,000,000.00 CGSO
Program)
-Compliance to RA 94701 or the Archiving Policy
-Maintenance and Preservation of Public Records
-Proper utilization of Supplies and Equipment
113 General Services to LGU and Public Properties (Continuing 2017-2022 300,000,000.00 CGSO
Program)
-Improvement of Security Services
-Pests and Termites Control Program
-Improvement/beautification of City’s Landmarks and
roundabouts
-Improvement of garbage collection and disposal system
-Improvement of Janitorial Services
114 Investment Promotion Programs (Continuing Program) 2017-2022 48,000,000 IPO
-Investment Promotion and Negosyo Center
-Organization of Investment and Incentive Board/SMED
Council
-Business Roving Academy/Counseling
-Investment Promotion Representation Project
-Trade Missions
-Media Advertisements/CSFP Packaging and Labeling
Room
115 Transparency and Accountability Programs (Continuing 2017-2022 7,100,000.00 City Treasurer’s
Program) Office
-Safeguarding of LGU assets and accountabilities
-Data and Property Records Management
116 Revenue Generation Programs (Continuing Program) 2017-2022 18,470,000.00 City Treasurer’s
-Public Auction and Legal Action for Delinquent Accounts Office, City
-Taxpayers’ Saturation Drive Assessor’s Office
-Consultative Meetings and Dialogue
-Real Property Tax Advocacy
-General Revision of all Real Property Assessments
112 Agriculture and Veterinary Programs (Continuing Program) 2017-2022 129,360,000.00 CAVO
-Food Sustainability Programs
-Animal Disease Eradication Programs
-Consumer Protection Program and Meat Safety
-Farm Mechanization Programs
Subtotal for LGU Services 4,077,745,000.00
Year Year Year Year Year Year Implementi

2017 2018 2019 2020 2021 2022 ng Office
Infrastructure Projects
City Government Offices and 545,050,000 108,960,000 108,960,000 108,960,000 108,960,000 108,960,000 CEO
Public Infrastructure
Improvement Program (250M external
funding for Hall
-Provision for the construction of Justice and
and rehabilitation/ maintenance Boys Town)
of various city government
offices and other public infra
such as but not limited to
livelihood, productivity, senior
citizens, etc.,
ECCD Support Facility Program
-entails the construction and 332,000,000 30,000,000 30,000,000 30,000,000 30,000,000 30,000,000 CEO
rehabilitation of various Day
Care Centers at the city
Educational Support Facilities CEO

Projects
-programs for the construction 22,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000
and repair and maintenance of
various school buildings, school
libraries, workshops and
laboratories among others.
Flood Mitigation Projects CEO

-Construction and improvement 422,800,000
84,560,000 84,560,000 84,560,000 84560,000 84,560,000
of Line Canals and slope
*Gugu dike *Gugu dike *Gugu dike *Gugu dike *Gugu dike
protections, including the and Pumping and Pumping and Pumping and Pumping and Pumping
desilting and declogging of Station 10M Station 10M to Station 10M Station 10M to Station 10M
to be be externally to be be externally to be
various waterways in the city externally sourced externally sourced externally
and the supplies and materials sourced sourced sourced
for the implementation of the
same.
Health Facility Support Program
23,000,000 23,000,000 23,000,000 23,000,000 23,000,000 CEO
-This includes the construction 32,500,000
and improvements of Birthing

Stations and Health Centers at
Various Barangay, CSFP
Infrastructure Support to CEO

7,500,000
Economic Enterprises Program
-This infrastructure service
covers the maintenance and
securing of existing economic
enterprises in the City (Old
Public Market, Himlayang
Fernandino)
Specific multi-phase infra

projects are as follows:
-
Construction/Improvement/Reh 50,000,000
abilitation of Old Public Market,
Sto. Rosario, City of San
Fernando,Pampanga
- Construction of Old Public 300,000,000

Market Phase 3, Sto. Rosario,
CSFP
Rehabilitation/Development/Co
200,000,000
nstruction of Camarin A and B
of the New Public Market, Del
Pilar, CSFP.
Strengthening Barangay 84,500,000 16,900,000 16,900,000 16,900,000 16,900,000 16,900,000 CEO
Infrastructure Projects
-This includes the construction
and repairs of multi purpose hall
and barangay halls across 35
barangays of the city
Other Infrastructure Support 51,000,000 10,200,000 10,200,000 10,200,000 10,200,000 10,200,000 CEO
-This service provides for the

professional services, right-of-
way acquisition
(rowa),disturbance
compensation, purchase of
equipment for infrastructure
construction, among others.
Construction of Artesian Wells, 17,000,000 3,400,000 3,400,000 3,400,000 3,400,000 3,400,000 CEO
Reservoir, Pumping Station and

Conduits
Wellness Facilities Projects 76,500,000 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 CEO
Construction of the City Sports

50,000,000
Complex
Subtotal for Infrastructure 1,640,850,000 332,020,000 682,020,000 532,020,000 332,020,000 332,020,000 3,850,950,000
Services

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Table of Contents

Chapter 4: Comprehensive Development Plan 4-1

Figure 1-1 The Study Area 1-2

CSFP is bounded by Angeles City, Mexico, Santo Tomas, and

2.3 G OALS & S TRATEGIES

a) Center of Kapampangan culture and heritage

The development framework showing the linkages and

The realization of the goals which were captured in a single

A. C EN TER OF K APAMPANGAN C UL TURE AN D

B. P REFERRED TO URISM DES TINA TION

In line with the objective of preserving and enriching the

C. L IVABLE AN D EC OLOGICAL LY BALANCED

A modern livable human ecology that contains the proper

ORIENTED INFRASTRUCT URE SYSTEMS

The city will develop its infrastructure systems towards improving

E. E FFECTIVE AN D INCLUSI VE GOVERNANCE

Effective and inclusive governance will address graft and

F. E N HANCED QUALI TY OF LIFE OF THE F ERNANDINOS

The Comprehensive Development Plan (CDP) embodies the

(1) S OCIAL D EVELOPMENT

(2) E CONOMIC D EVELOPMENT

(3) E NVIRONMEN TAL M ANAGEMENT

(4) P HYSICAL AND LAN D USE D EVE LOPMENT

(5) D E VELOPMENT A DMINIS TRATION

II. I NPUTS AND P ROCESSES

The identification and definition of development issues and

The detailed discussions of the development constraints in the

(1) T HE S OCIO -E CONOMIC AND B I OPHYSICAL

(2) S ECONDARY D ATA

(3) I NTERVIE W WI TH K EY I N FORMANTS

(4) P UBLIC C ONS ULTA TIONS WI TH D EVELOPMEN T

On 19 May 2016, the second public consultation was

III. C OMPREHENSIVE D EVELOPMENT P LANNING

Figure 4-1: The Comprehensive Development Planning

As shown on the above figure, the analysis of the planning

(1) S ITUA TIONAL A NA LYSIS : P ROBLEM

On problem identification, the planning team initially listed

On Problem validation/analysis, the issues that were identified

(2) G OAL F ORMUL ATION

(4) T ARGET S E TTING

(5) S TRA TEGY F ORMULATION

4.1.1 I NTROD UCTION

The various challenges in the social sector deter the attainment

A) LOW NA T ION AL A CHIE VEM E NT T E S T (NAT) RE S U L T S

The national achievement test (NAT) results aims to assess the

It was observed that mendicant children are being prevalent in

& I N VO L VE MEN T O F MINO RS IN IL LE GA L DRUG S

Combatting the use of illegal drugs is among the top priorities of

The City of San Fernando as a first class component city has a

E) L IFE S T Y L E DIS EA S E S A S L EA DING CAU S ES OF MO RT A L ITY AN D

Non-communicable diseases or lifestyle-related diseases are the

The increasing number of informal settlers or squatters in the City

4.1.3 P OTEN TIALS

The City of San Fernando has been delivering quality health

B) E FFE CT IVE S O CIA L WEL F A RE PROG RA MS

Social welfare programs addressing the needs of the most

The Early Childhood Care and Development (ECCD) System

4.1.5 O BJECTIVES AND T ARGETS

4.1.6 S TRA TEGIES AND P OLICIES

4.1.7 P ROGRAMS AND P ROJECTS

Poor nutritional status of children aged 7-12 was identified as

S CHO L A RS HIP FO R P OO R BU T D E S E RVIN G S TU DE NT S

Although living a healthy lifestyle is matter of personal choice,