Ela

EXECUTIVE LEGISLATIVE AGENDA (2011-2013)

Local Government Unit of Camaligan Province of Camarines Sur
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Republic of the Philippines Province of Camarines Sur

Municipality of Camaligan

Office of the Mayor
EXECUTIVE STATEMENT
A must in every Local Government Unit to have its own Executive and Legislative Agenda which will serve as guide of the present administration in executing proper service to the people. The sharing of governmental functions between the Executive and the Legislative branches of the LGU-Camaligan is needed to achieve this document. This objective is the spirit that strongly propelled the 1st IMUKLAT Mobile Municipal-Barangay Planning, Consultation and a series of massive scale multisectoral meetings/dialogue which was conducted all throughout the thirteen (13) barangays of Camaligan, Camarines Sur. Budget Preparation activity calls for the formulation of both the Comprehensive Municipal Development Plan (CMDP) by the Local Development Council and the Executive-Legislative Agenda (ELA) by the Local Chief Executive and the Sangguniang Bayan. The Mobile Municipal-Barangay Planning & Consultation and the Multisectoral dialogue was aimed to consolidate the plans of the executive and the legislative departments geared towards the promotion of developmental goals and objectives for the effective and efficient delivery of basic services and facilities to the people. Furthermore, the conduct of this strategic planning/consultation and the service of multi-sectoral meetings/dialogue were designed by the present administration headed by Mayor Emmanuel T. Prado to take stock of their traditional roles and to realign, develop new approaches, strategies as well as to arrive at practical and effective answers and solutions to development issues that would address stunted economic growth, increased population growth, and urban development being experienced by the locality. It will propel this local administration to perform the multifarious roles of delivery of basic services, employment generation, development planning, provision of infrastructure facilities and many others. As a clear recommended management tool, the formulation of the ELA will provide a strategy that will help facilitate the convergence of development priorities. As a final output, the Municipal and Barangay Officials, Department
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heads, sectoral representatives and other stakeholders will plan and formulate all sectoral policies, strategies, goals and objectives for the attainments of the incumbent administration’s vision and mission. Through these consultative activities within the thirteen (13) barangays, it is hoped that the commitment of stakeholders in local government operations to attain long-term organizational and developmental goals will be boosted. The Executive and Legislative stakeholders must work together as a team to achieve the Municipality’s dream to become… “Matuninong na Banwaan, Magayon na Istaran” (A peaceful and a good dwelling place.) Through “IMUKLAT” advocacy for change…

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RESOLUTION FROM SANGGUNIANG BAYAN ADOPTING THE ELA:
EXCERPTS from the minutes of the Regular Session of the Sangguniang Bayan held at the SB Session Hall on March 28 , 2011. PRESENT: Eduardo C. Loriaga - Municipal Vice Mayor/Presiding Officer Ma. Belen A. Paura - Municipal Councilor/Member Shiela A. Morico - Municipal Councilor/Member Marissa F. Trinidad - Municipal Councilor/Member Alfredo A. Azutillo - Municipal Councilor/Member Josefina N. Asor - Municipal Councilor/Member Jose O. Agomaa - Municipal Councilor/Member Purificacion M. Caudilla - LNB President/Member Diano SJ. Ibardaloza, Jr. - Municipal Councilor/Member

ABSENT:

ON SICK LEAVE: Jacquereen Q. Prado - SKF President ON BIRTHDAY LEAVE: Arturo P. Almendral

- Municipal Councilor/Member

RESOLUTION NO. 050, Series of 2011
A RESOLUTION ADOPTING THE 2010-2013 EXECUTIVELEGISLATIVE AGENDA OF CAMALIGAN, CAMARINES SUR. WHEREAS, the local government of Camaligan envisions the best and most responsive governance for the people of Camaligan; WHEREAS, to accomplish this vision, specific goals and objectives have to be outlined to assure that mechanisms and interventions are all in accordance with the said vision; WHEREAS, the local government has taken the necessary consultations, and as an offshoot, has come up with the 2010-2013 Executive-Legislative Agenda; WHEREAS, said ELA has to be formally approved prior to its adoption; WHEREFORE, on joint and collective motion by all the members present, be it:RESOLVED AS IT HEREBY RESOLVES, to adopt the 2010-2013 ExecutiveLegislative Agenda. RESOLVED FURTHER, let copies of this resolution be provided to all agencies and offices concerned for their information, reference and appropriate action. UNANIMOUSLY APPROVED.
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p. 2 of two pages Res. No. 050-11

WE HEREBY CERTIFY to the correctness and truthfulness of the foregoing.

JOY MARIE I. SAN BUENAVENTURA Sangguniang Bayan Secretary

MA. BELEN A. PAURA Municipal Councilor

SHIELA A. MORICO Municipal Councilor

MARISSA F. TRINIDAD Municipal Councilor

ALFREDO A. AZUTILLO, SR Municipal Councilor

JOSEFINA N. ASOR Municipal Councilor

ARTURO P. ALMENDRAL Municipal Councilor

JOSE O. AGOMAA Municipal Councilor

DIANO SJ. IBARDALOZA, JR. Municipal Councilor

PURIFICACION M. CAUDILLA Liga ng mga Barangay President

JACQUEREEN Q. PRADO SK Federation President

Attested by:

EDUARDO C. LORIAGA Municipal Vice-Mayor and Presiding Officer Approved:

EMMANUEL T. PRADO Municipal Mayor

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VISION-MISSION-GOALS-OBJECTIVES
VISION
Righteous governance and truthful service to the people

MISSION
To achieve accountability, transparency and people’s participation in the local government unit of Camaligan.

GOALS and OBJECTIVES
      Promote accountability in office; Encourage sound moral virtues and stewardship; Build solidarity and alliances; Spark true human aspirations; Instill discipline, commitment and obedience to law; Initiate and implement plans, programs and activities;  Involve and consult the people

IMUKLAT CAMALIGAN is a battle cry movement for Camaligueńos to advocate
for change in local governance and to exercise vigilance and sincerity to come up with its realization.
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It was organized along such seven (7) principles as Integrity (I) ,Model (M), Unity (U), Kindle (K), Law Enforcement (L), Action (A), and Transparency (T). These seven principles are the seven-point agenda for change as well as their program of government which shall be implemented in the local government of Camaligan in the coming years.

Specifically they are defined as follows:

INTEGRITY- For Accountability and sincerity in office
   Discourage graft and corruption by eliminating bureaucratic red-tape in all office transactions; Active involvement and participation of the private sector in the bidding and implementation of the government projects; and Prompt implementation of the mandated regular financial reporting and monitoring of local government income and expenditures.

MODEL – For sound moral virtues of leaders
    Promotion of righteous leadership & good governance; Be a good stewards in performing of functions both for government officials and employees; Leading by example as a servant leader; and Strong drive for political will

UNITY – For establishing partnerships, linkages and camaraderie
      Ensure representation of the private sector in all local special bodies; Upgrading and enhancement of POs and NGOs/CVOs; Strengthen solidarity among local government officials and employees; Sisterhood Program and private-government partnership; Empower people‟s participation and individual involvement/intervention; Promote bringing the Municipality closer to the people.
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KINDLE – For the promotion of various innovations in facilities, culture, arts and
sciences, enhance/strengthen SMES and special events.     Promote innovations in various projects and support facilities. Revival/introduction of local festivals and wholesome cultural activities and sports events. Promotions and enhancement of talents, skills and business for local, national and international recognition. Establishments of various state of the art tourist facilities.

LAW ENFORCEMENT – For upholding the rule of law, public peace and order
      Strengthening of law enforcement boards, such as the Peace and Order Council and others. Organization of local disaster risk management and mitigation boards. Prompt implementation of government policies and laws. Faithful observance of National Laws and Local Ordinances. Strict imposition of corresponding penalties for violation of Laws and Ordinances. Instill total discipline & institute moral standards

ACTION – For initiating and prompt implementation of Plans, Programs and Activities
(PPAs)       Develop proper planning capability among municipal officials, department heads, employees and the private sectors; Provision of regular and external funding support and adequate local budget allocation for PPAs; Ensure food sufficiency, livelihood and employment opportunities; Assist local Micro-Small-Medium Enterprises (MSMEs); Ensure basic social services delivery and infrastructure facilities. Prompt sectoral consultations though Local Chief Executive and Sanguniang Bayan mobile planning sessions and meetings schedules.
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 

More responsive to the needs of the people. Establishment action plans in every aspect of governance.

TRANSPARENCY – For purity of intention and honest governance.
     Ensure proper and adequate representation of all sectors both in executive and in the legislative body; Institutionalization of popular consultations and participation in the planning and honest implementation of government programs, projects and activities; Encourage/Initiate suggestions/recommendations from all concerned persons & entities; Strengthen info-dissemination drive program; Prompt implementation of proper posting, advertising of various government transactions & updating public knowledge program.

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VICINITY MAPS
Philippine Map

Camarines Sur Map

Camaligan Map

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Aerial View of Camaligan

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Map of Camaligan, Camarines Sur
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Individual Sketch Map of Thirteen (13) Barangays
Legend: Purok (Zone)

Barangay San Jose-San Pablo Land Area: 7.44 Population: 604

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Barangay San Marcos Land Area: 10.73 Population: 1284

Barangay San Lucas Land Area: 11.21 Population: 590

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Barangay Sto. Tomas Land Area: 6.92 Population: 907

Barangay Sto. Domingo Land Area: 5.91 Population: 693

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Barangay San Mateo Land Area: 15.36 Population: 1496

Barangay San Juan-San Ramon Land Area: 24.55 Population: 872
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Barangay San Francisco Land Area: 29.43 Population: 667

Barangay Marupit Land Area: 95.68 Population: 3408
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Barangay Tarosanan Land Area: 36.01 Population: 1962

Barangay Sua Land Area: 69.13 Population: 1571

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Barangay Dugcal Land Area: 117.86 Population: 3801

Barangay San Roque Land Area: 38.87 Population: 3542
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BRIEF NARRATIVE HISTORY OF THE MUNICIPALITY The origin of the town, along with its name, traces back to the early settlers of the place, known as the “canoadores” (certadores) to the early Spanish colonizers who came to the place in the early Seventeenth Century, who cut timbers from nearby mountains located upriver or around San Miguel Bay area and made this as their form of living. Out of these timbers, they hewed out canoes, or “bancas”, which they stored under small sheds or huts. Later, when these sheds became abundant in the area, as they were made the permanent dwelling places by these canoe-makers, the place was called “Camaligan”, from the word “kamalig” or shed, or a place where so many “kamalig” are found. The sheds served to shelter the canoe-makers and to protect their boats from the natural elements. Hence, the name and origin of the town is historically tied to the river and its early inhabitants.

The original settlement was considered a religious visita of Naga, which was then under its ecclesiastical jurisdiction. But in 5 June 1795, a petition to the Spanish religious authorities was sent by the natives, and signed by the supposedly officials (not clear whether municipal officials or barangay officials) of the place, to request for a resident curate (Cfr. Archivo Franciscano Ibero-Oriental MSS. 1795. Sign. 97/39, Madrid,Spain). The supposed officials‟ names were: Andres Casa, Diego Lobao, Simeon de la Cruz, Manuel del Espiritu Santo, Fernando Valenzuela, Agustin del Espiritu Santo, Marcos David, Domingo Flores, Pedro Negre, Bartolome Rodriguez, and Valentin de los Santos (Cfr. Danilo Gerona, Fiesta Magazine Souvenir Program, June 12-13, 2000). If these were truly “officials”, and not merely prominent residents of the place at that time, then the foundation year of municipality, as far as the civil government is concerned, may be placed even before the date of the signing and transmittal of this petition to the ecclesiastical authority.

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However, as far as the civil government is concerned, the official establishment of the municipality maybe safely placed in the year 1902, through an act of the Philippine Legislature, and naming Pedro Bustamante as the first municipal mayor. This event of the creation of the municipality of Camaligan was brought about by a historical fact when Camaligan was eventually separated from being an annex town to the Naga government, an annexation act which was supposedly done for “better administration” during the early period of the American occupation of the Philippine Islands.

Since then, the municipality of Camaligan had 31 municipal mayors up to the present.

The Bicol River is an important factor in maintaining the ecological balance of plant and animal life in the Bicol River Valley. The river serves as the natural habitat for so many number of plants and animals, such as the barayong, kalpi, anrorogat and the bebe (fresh water clam), many of which are native and peculiar to the place and cannot be found anywhere else in the Philippines.

The river serves as a natural source of irrigation and fertilization to the land where agriculture is still considered as a major industry. Out of the 468.1370 hectares total land area, 175 hectares are devoted to rice production, all of which are irrigated and fertilized by the river through the occasional flooding of the river.

The people of Camaligan derive their socio-cultural identity, as a river people, from the existence of the river. Their festivals, songs and dances find their source and inspiration from the river. Hence, we could say that the river ecology has bred its own distinct river economy.

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Characteristics of Camaligan

Camaligan is considered as the smallest municipality the province of Camarines Sur, it has the Camaligan Fishing Port Complex situated along the Bicol River and has an ice plant and complex with cold storage facilities. The presence of the CFPC can form the foundation of a fish processing and export industry in the province as well as in the region. With Naga City‟s influence and attractiveness to investors, it can be readily divert food processing-relevant investments to Camaligan. Camaligan is just a kilometer away from Naga City. This riverside town, considered as one of the smallest towns in Metro Naga and the Province of Camarines Sur, serves as the spillover locality for medium to low income earners who can no longer find good and affordable residential areas in Naga City. The rise in the number of low to medium cost housing projects and commercial activities through the CFPC are seen as elements for its growth potentials. With expansion plans in conception, in-migration in Camaligan is expected to increase as a result of employment opportunities. In terms of the broom industry, Naga City can help in the promotion of the brooms from Camaligan. Since Camaligan can produced so much volume of brooms, Naga City can be a good venue for the promotion of the brooms. Replicating the Baguio City craftsmanship will now be possible. In like manner, Naga City can be Camaligan‟s gateway to market its processed pili nut products especially during the annual Peñafrancia Festival in September. Naga City can surely catapult any member of the MNDC at the right place and at the right time. Camaligan has failed to take advantage of its being proximate to Naga City. Camaligan‟s proximity to Naga City has paved way for the town to be a target as growth town in the near future in terms of low-cost and middle-income housing. Camaligan, together with Canaman, Camarines Sur will basically absorb the spillover residential population of Naga City, most of which belong to low and middle-income class.

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List of Mayors and Vice-Mayors of Camaligan Year 1902-03 1904-05 1905-06 1906-08 1908-09 1909-11 1912-15 1916-19 1920-23 1924-27 1928-31 1932-35 1936-41 1942-44 1944 1945 1946-47 1948-51 1951-55 1956-63 1964-67 1968-1972 1972-1986 1986 1986-1987 1987-1988 1988-1995 1996-2001 2001-2004 2004-2007 2007-2010 2010 to date Mayors Pedro Bustamante Quintin Bagsic Catalino Alayan Fabian Garcia Tomas Salvador Jose Agapor Mauricio Cordial Liberato Montiveros Antonio Sta. Ana Pedro Flores Vidal Custodio Elias Agna de Dios Teotimo Rebuquiao Felipe Cuadrante Glecerio Blas Andres Diez Julio Capucao Francisco A. Aurellano Buenaventura Plantado Agapito T. Loriaga Dalmacio A. Aurellano Agapito T. Loriaga Dalmacio Aurellano Napoleon Valiente Amelito Belen Priscilla T. Aurellano Manuel N. Prado Rolando C. Eduardo Rolando C. Eduardo Pablo N. Prado Rolando C. Eduardo Emmanuel T. Prado Vice-Mayors

Feliciano Oliva Agapito Loriaga Aguedo Encinas Bonifacio Aguid Napoleon Valiente Federico E. Bonafe (No appointed VM) Napoleon Valiente Fabian Valenciano Perjentino T. Loriaga Josefina N. Asor Ma. Belen A. Paura Ma. Belen A. Paura Nathaniel F. Capucao Eduardo C. Loriaga

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GEOGRAPHICAL FEATURES

Camaligan is the smallest municipality not only in Camarines Sur but in the Bicol Region in terms of land area. It is situated along the Bicol River,

landlocked, and is about two (2) kilometers from Naga City. As such, the residents are highly dependent on Naga City for their domestic, health, and social needs. It is bounded on the south by the Municipality of Milaor; on the southwestern side by the Municipality of Gainza; on the north by the Municipality of Canaman; and on the eastern side by Naga City. Based from the certification issued by the DENR,

Camaligan has a total land area of only 468.137 hectares.

CLIMATE

Camaligan, just like any other municipality in Camarines Sur has a distinct climate and a very pronounced rainfall. The prevailing weather phenomena and patterns experienced are the northeasterly winds or “amihan” (October – February); Southwesterly or “habagat” (June – September); and the Easterly to southeasterly (March – May). Camarines Sur is a typhoon-prone area. As such, Camaligan is never spared from weather disturbances that affect the province. Camaligan is most affected during the “habagat”, or better known as the Cyclone season, but more stronger typhoons are expected during the “amihan” season (October to December). The cyclone pattern in the Camarines Sur is that 1 cyclone directly hits the province in a maximum of 3 years interval. The climate and the weather phenomena have direct effects on the productivity of the town and the way of life of the town folks.

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TOPOGRAPHY AND SOIL Camaligan has a mono-topographic relief – flat lowland with slopes of 0 – 3o coupled with a rich soil (Canaman soil, Balongay soil, and the Libmanan soil), and considered to be suited for agriculture. 89% of the total land area is devoted to

agricultural purposes, however it ahs never been exploited to its fullest potential because of flooding during inclement weather. Rice lands are virtually converted into swamps or lakes during the rainy season. Apart from these, Camaligan would never be competitive in rice and vegetable production given their limited land area. These uncultivated and seasonally productive agricultural lands can be a venue for medium and low cost housing for Naga City. Since these agricultural lands still have to be reclaimed and land-filled, there is an opportunity by enticing big scale realty companies to convert these barren into subdivisions. The poblacion and other urban barangays occupy approximately only 10 percent of the total land area.

Being situated where flood hazard susceptibility (between 0.6 to 2.5 m flood depth) is present, liquefaction susceptibility is moderate to high and Peak Ground Accelaration Value (G-factor) is 0.31 to 0.40 g. (soft soil is 1.39 g), Camaligan is a natural disaster prone area due to flood, soil subsidence and earthquake. Hence, construction of housing, subdivision and other housing facilities should into consideration this very high risk to their investment.

CULTURE

The town is primarily composed of Bicolanos. However, in-migration, relocation, transients and the presence and the presence of the Camaligan Fishing Port Complex have brought a variety of ethnic origins and religious affiliation. Though some religious sects exist, the town is predominantly a Roman Catholic lair. However, for the last 5 years, it was observed that attendance in the Catholic religious services have declined. It was brought about by the presence of commercial complexes in Naga City. Because of these complexes, people from Camaligan would opt to attend church services
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in Naga City rather than in Camaligan, especially on Sundays, because it would be easier and facilitative for them to perform other activities after religious services. Naga City, for the Camaligan residents, is a one-stop-shop. Positively, the Catholic church plays a vital role in the culture of Camaligan and is also instrumental in refuting illegal gambling, drug addiction, and other illegal activities. Since the town is very proximate to Naga City and being its former visita, it cannot be denied that customs and traditions are very much similar to that of the capital city. People still run to Naga City for their domestic and social needs and other economic activities. Town folks, especially those coming from the two (2) barangays at the other side of the Bicol River (Barangays San Francisco and Tarosanan) earn their living through vending at the Naga City Public Market. Local home products such as soft brooms and pili nut sweets are being sold in Naga City and other neighboring towns. Vending can even reach Lucena City and Metro Manila. Generally, Camaligan activities can be described as highly dependent on Naga City.

DEMOGRAPHY

From 1970 to 2000, though population growth was erratic, Camaligan registered an increase of 11,367 in population or an average of 378.9 population growth per year. However, from 1960 to 1970, the town had a negative growth rate. Instead of growing, its population decreased by 708. It is assumed that the decrease in population was caused by low birth rate and out-migration. The main demographic figures based from the 2000 Census are as follows (Refer to Table No.1)

Table No. 1: Population and Population Growth Rate Population 2005 Camaligan Cam. Sur 15,436 2006 17,411 2007 19,188 1,551,549 Growth Rate 2005 3.46 1.74 2006 2.44 1.87 2007 1.96 1.74

1,305,919 1,432,598

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The total population of Camaligan in the year 2009 was estimated at 20000 and only 5,576 or 929 families (computed at 6 persons per household based from 2000 census) lived in urban barangays. There are 13 barangays – 8 urban and 5 rural. Due to the immense population density in the urban barangays, people migrate d/relocated to nearby rural barangays. This has brought a big growth to the rural barangays‟ population. The population density of Camaligan as of the 2000 Census was 15 people per hectare, which was 5 time the provincial population density. This is a clear indication that even with Camaligan‟s limited land area, people still opt to reside to municipality because of its proximity to the province‟s central business district. The town‟s average household size in 2000 was 5.59. Barangay Dugcal registered as the highest populated Barangay. Considering the massive in-migration and the current birth rate (2.14%), the town‟s population growth rate has ballooned to 3.63%. With the current annual population growth rate of 3.6%, the population is estimated to double in 20 years. As the population increases, Camaligan‟s agricultural lands would eventually be converted into residential areas.

The distribution of the population by age group manifests a large number of young population. The presence of a much younger population indicates a high rate of dependency. However, as this young population moves into the employment stage, the municipality will have to device means of providing employment to the growing young and adult population. The total population is distributed to the following age groups; 36.99% belong to the 0-14 old age group; 59.31% belong to the 15-65 old age group; 3.71% belong to the 65 and over age group.

As of the 2000 Census, the literacy rate of Camaligan (98.36%) was higher than that of the provincial (93.06%). The town‟s male literacy (98.47%) was slightly higher than the female literacy rate (98.25%). These indicators clearly show that Camaligan has a vast resource of educated people that will sustain the human resource needs of the domestic as well as international labor.

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EMPLOYMENT

a. PRESENT SITUATION 1. Local Employment There are very few employment opportunities in Camaligan. Approximately 80% of the town‟s working force is employed in Naga City and other parts of the province. Though there were no records of the number of OFWs in the municipality, it can be assumed that OFWs are included in the work force of Camaligan. The remaining 20% comprises the labor force within the municipality. The major sources of employment in the town are the fishing business (trawl operators), Camaligan Fishing Port Complex (including the 4 seafood processing companies in the compound), and the transport sector. In the CFPC alone, the primary beneficiaries are the local residents. The

employment in Camaligan increased by 15.46% from 1990-1995 and in 2000, it is expected to grow 3.6% per annum. This was brought about by the establishment of the Camaligan Fishing Port Complex in 1990. 90%-95% of the CFPC employees and

laborers of the 4 seafood processing companies come from Camaligan. The seafood processing companies hire 500-1000 locals depending on the season. Though the CFPC, together with Sual and Davao ports, add the least to employment compared to other ports in the Philippines, the seafood processing companies in the complex have provided steady employment to the local residents of Camaligan.

At present, the labor force population of Camaligan stands at 13,317 or an employment rate of 54.29%. The table below shows the comparative labor profile of the Region V and Camarines Sur. Table No. 2 2000 Region V Total Labor Force, 15 years old & over(„000) Employment Rate (%) Unemployment Rate (%) 91.6 8.4 91.7 8.3 92.4 7.6 92.4 7.6
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2001 Cam. Sur 948 Region V 2,885 Cam. Sur 976

2,820

2. OFWs Based from the OWWA‟s records (2001-2004), there are 72 land-based overseas workers from Camaligan, 52 of which are female. Forty five percent (45%) of the female OFWs are domestic helpers (DH) and 58% of the DHs are employed in Hong Kong. The rest are scattered in different countries such as the USA, Cyprus, and Saudi Arabia. According to OWWA, there could still be more especially sea-based OFWs, however, some of them have been directly hired by foreign firms and did not register with the OWWA anymore. b. 5 Year Plan

ACTIVITY

TIMEFRAME

BUDGETARY REQ‟T.

a. Identification of livelihood programs to be January 2011-2013 introduced/offered b. Capitalization through micro-financing c. Collection/Revolving scheme d. Direct hiring through “by Administration” January 2011-2013 Projects and SPES e. Public Employment Services Office i. Designate desk officer ii. Organize Youth Workers Council iii Actual Referral Activities January 2011-2013

300,000.00

100,000.00

1,000,000.00

30,000.00

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POVERTY INCIDENCE

c. PRESENT SITUATION

The poverty incidence in Region V and the Province of Camarines Sur is almost similar, however, the difference with that of the national figures was huge. Masbate had more than 60% poverty incidence in the years 1997 and 2000 while the rest of the provinces had less than 50%. However, this does not tell us that poverty is not prevalent in the province. Shown is the comparison of poverty incidence.

Annual Per Capita Poverty and Food Thresholds 2003, 2006 and 2009 Indicator Poverty Threshold and Poverty Incidence Annual Per Capita Poverty Threshold (in Pesos) Poverty Incidence of Families (%) Poverty Incidence of Population (%) 10,976 20.0 24.9 13,348 21.1 26.4 16,841 20.9 26.5 2003 2006 2009

Food Threshold and Subsistence Incidence Annual Per Capita Food Threshold (in Pesos) Subsistence Incidence of Families (%) Subsistence Incidence of Population (%) Source: National Statistical Coordination Board (NSCB). 7,577 8.2 11.1 9,257 8.7 11.7 11,686 7.9 10.8

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Table No. 3: Comparison of Poverty Incidence Philippines Poverty Threshold 1997 P9,843 2000 P11,605 2003 P10,976 2004 2006 P13,348 2009 P16,841 (Source:www.nsbc.gov.ph) Incidence of families 28.1% 28.4% 20.0% 21.1% 20.9% Region V Poverty Threshold P9,850 P11,553 P12,379 P13,366 P15,015 Incidence of Families 46.9% 46.0% 40.6% 41.8% Camarines Sur Poverty Threshold P9,686 P11,436 P11,873 P12,848 P14,634 Incidence of Families 43.7% 42.6% 47.1% 49.9%

Basing from province‟s 2000 poverty incidence estimates, there were close to 43% living below the poverty line. This would translate into 8,250 individuals or 1,475 households (based from 2000 census population). The municipality has no concrete and pronounced program for poverty alleviation. The municipal government had given

emergency assistance to poor people in crisis situation and capital assistance for livelihood projects, however, this would not result to poverty alleviation. With very few employment opportunities and with the rising inflation rate, poverty will remain persistent.

A study on low cost housing is underway. However, the LGU has no record on the current number of squatters and urban and rural poor in the municipality. A survey will have to be conducted and spearheaded by the LGU to determine the magnitude of squatters and poor people in the municipality so as to effectively act on it.

d. Plans for Poverty Alleviation in the next 3 years ACTIVITY a. Poverty alleviation health through care TIMEFRAME land January 2011-2013 and BUDGETARY REQ‟T. 3,000,000.00

distribution,

education/training b. Livelihood projects and agricultural January 2011-2013 1,450,000.00

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support programs and services c. Agricultural training d. Establishments of Municipal Nursery e. Provision of January 2011-2013 January 2011-2013 250,000.00 100,000.00 150,000.00

Agricultural January 2011-2013

Chemicals/fertilizers f. Provision of Biologics g. Provision of vegetable seeds January 2011-2013 January 2011-2013 20,000.00 30,000.00 30,000.00

h. Provision of Fabricated Equipment for January 2011-2013 Mushroom Production i. Provision of Veterinary Products January 2011-2013

20,000.00

HEALTH e. Present Situation

a.1 Health Indicators

There was a fluctuation in the Crude Birth Rate (CBR) of Camaligan from 1998 to 2001, however, a drastic decline occurred from 2001 to 2003. The Crude Death Rate fluctuated but gradually and steadily decreased from 2001-2003. For the past 6 years, the highest CDR at 7.5 per 1000 population was recorded in 2001. This decline would eventually be felt in the coming years as the younger population (0-14 old age group) will tend to widen the gap. As a result, the dependency ratio will directly increase.

For the past three (3) years, Cerebro Vascular Accidents (CVA), Tuberculosis (all forms), Renal Failure, and Diabetes Mellitus were the top leading causes of mortality in Camaligan while URTI, influenza, and diarrhea led the causes of morbidity.

Malnutrition in the municipality has gone down from 1998 up to 2003. For the underfed, severe cases went down by 86.84%, moderate by 16.48%, and the mild cases by 16.48%. However, for the overfed, overweight cases surged higher by 24.66%. These results tell us that the municipal health office focused their malnutrition drive only on
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underfed children and seemed to ignore the overfed ones. There is still this impression that only underfed people are considered malnourished.

a.2 Health Personnel

The number of health workers is just enough to answer the primary health care needs of the town since majority of the population of the municipality goes to Naga City for secondary and tertiary health care necessities. The municipal health office is readily accessible to the 11 barangays because of a good road network, however, the 2 barangays will still have to cross the river to gain access to municipal health service in the municipal health office. In that case, BHWs are deployed to these detached barangays for primary health services. a.3 Health Facilities

Camaligan has no hospital; however, it has a Municipal Health Center that caters to the primary health care and other basic medical needs of towns, especially the needy ones. A move to renovate and improve the municipal health center is underway. A 5-bed lying-in mini hospital with emergency room will be annexed to the existing health center to address the health needs of the constituents especially during normal deliveries. This will mean an additional facility and hopefully better health services for the municipality. An ambulance is provided by the municipality to transport patients to any hospitals in Naga City during medical emergencies.

Camaligan may have delivered satisfactorily primary and basic municipal health services to the people but definitely, people will still rush to Naga City for medical attention since Naga City has all the modern hospitals and probably the best medical practitioners in that part of the Region.

34

f. Plans ACTIVITY TIMEFRAME BUDGETARY REQ‟T. a. Improvement of health center and facilities b. Provision of medicines and supplies January 2011-2013 5,300,000.00 January 2011-2013 1,000,000.00

c. Provision of environmental supplies and January 2011-2013 50,000.00 equipments d. Training on basic health care, maternal and January 2011-2013 100,000.00 child care e. Training on proper environmental habit, January 2011-2013 50,000.00 food handlers and others f. Continuation of on-site supplemental January 2011-2013 100,000.00 feeding g. Provision of TB patients h. Provision of toilet bowls i. Provision of Diarrhea medicines j. Provision of Dental supplies January 2011-2013 100,000.00 January 2011-2013 50,000.00 January 2011-2013 20,000.00 and January 2011-2013 200,000.00

equipments k. Training on sick prevention and January 2011-2013 50,000.00

epidemiology

EDUCATION a. Present Situation Camaligan has 6 elementary schools and 1 high school – all public. There are no private elementary and secondary schools in town. Due to the town‟s proximity to Naga City and the absence of private schools in the locality, children, especially those from the higher echelon of the community are sent to Naga City for their education being home to some of the best schools in the region. Despite of this, the elementary schools and the lone high school were able to come up with a total enrolment of 10,682 and 5,601
35

respectively for the past 4 school years. The small number of students was one of the reasons why Camaligan education performed excellently as shown in the table. Significantly, the small teacher to student ratio gives the teacher more leverage and focus on their students learning and performance.

Table No. 4: Comparison of Basic Performance Indicators by Level of Education SY 2010-2011 Elementary Camaligan Teacher-student ratio Classroom-Student Ratio Participation Rate Survival Rate Drop Out Rate Graduation Rate 1:37 1:26 95.48 90.43 1.84 96.49 Camarines Sur 1:35 1:39 93.77 75.12 1.43 85.51 High School Camaligan 1:63 1:63 78.03 95.35 3.5 93.5 Camarines Sur 1:32 1:44 70.15 68.56 5.68 92.8

(Sources:Camaligan District Supervisor and Sto. Tomas High School)

The total enrolment and the participation rate declined. During the SY 20002001, there were 2,815 enrollees however, in SY 2003-2004, the total number of enrollees slipped down to 2,554. The same thing happened to the participation rate. There was a steady decline in the magnitude of students attending school in Camaligan. From 98.21% in SY 2000-2001, the participation rate dropped to 88.2%. Although the total number of enrollees and the participation rate has declined, it does not mean that the children have lost interest in school. Based from the elementary participation rate of SY 2003-2004 (88.2%), 3002 out of the town‟s 2000 census 6 – 12 old age group population of 3,404 attend school in Camaligan while the remaining number may have either attended school in Naga City or did not attend school at all.

However, what happened in the elementary schools was totally opposite of that in the lone secondary school. Although Sto. Tomas‟ participation rate declined in School Years 2000-2003, it rebounded and made a significant increase in SY 2003-2004. Sto.
36

Tomas participation rate is even higher than the province‟s as shown in the table. One of the glaring reasons for the low participation rate in Sto. Tomas High School is that children in Camaligan, especially those belonging to the higher echelon of the society, are sent off to Naga City for secondary education. It is a fact in Camaligan that since there are no private schools, families with preference for private schools send their children to Naga City for primary, secondary, and tertiary schooling. The bias on the perceived mediocrity of public schools and that sending children to private schools would mean better education and opportunities persists. It is evident that only children from low income families attend schooling in public elementary schools.

b.Plans ACTIVITY TIMEFRAME BUDGETARY REQ‟T. a. Introduction of ALS classes January 2011-2013 100,000.00 100,000.00

b. Provision of Socio-cultural supplies and January 2011-2013 equipments c. Provision of sports supplies and January 2011-2013

100,000.00

activities d. Provision of Livelihood Projects January 2011-2013 200,000.00

HOUSING a. Present Situation There are no existing subdivisions in the municipality. However, there are 8 existing housing projects and five of them are registered with the Home Insurance and Guarantee Corp. (HIGC),now with HLURB. Listed in the table are the following

housing projects which were specifically undertaken for low to medium income residents of the municipality.

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Table No. 5: Housing Projects Name of Projects 1. St. Anthony Homeowners San Ramon Location Juan-San No. Of Houses 39 Owner NHA-Land Tenure Assistance Program (LTAP) Financial Assistance from Cong. J. Jacob Members Contribution & Fund Sourcing Fund Sourcing from Government Agencies LGU Assistance & members contribution
LGU Assistance Members Contribution Members Contribution and Fund Sourcing

2. Sua Homeowners Asso. Tampac, Sua Inc. (SUHAI)

174

3. Samahang San Roque San Roque Homeowners Asso. Inc. (SSRHAI) 4. Dugcal Homeowners Asso. Dugcal Inc. (DUHAI)

183

102

5. Mathewville Homeowners San Mateo Asso.

90

6. Neighborhood Assistance Marupit Shelter Asso. 7. Rea Village San Juan-San Ramon 8. Marupit Homeowners Marupit Asso. Inc. (MAHAI)

50 150 115

Source: MPDC, LGU Camaligan, Cam.Sur, Councilor Jo Asor, Founder/Facilitator on Socialized Housing, Camaligan, C.S. Based from the latest but unofficial municipal survey (2004), there are a total of 3,683 houses. The number has increased by 7.45% from the 2000 Census official count of 3,424. The quality of houses has improved as well as shown in the table below.

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Table No. 6: Housing Construction Type of Dwelling Temporary Semi-Permanent Permanent Mixed Materials Material Used Bamboo/Nipa/”barong-barong” Wood and GI sheet Concrete and GI sheet Part wood/Part concrete/GI or Nipa Roofings No. of Houses 590 891 932 860

(Source: NSO 2000 Census on Population and Housing)

There are 2,259 households that are original house owners while 129 are living in compounds and /or duplex type dwellings. The improved quality of houses is evident with the type of toilets, type of fuel used for cooking, and the source of water supply. Though majority of the households in Camaligan use LPG for cooking, there is still a portion of the households that uses wood for cooking; pit toilets still exist that would lead to unsanitary conditions; there is still a considerable number of households without access to treated community/piped water supply. A low cost housing and resettlement project plan spearheaded by the LGU is underway. This is to address the growing population of squatters and urban poor. It is sad to note that the municipality has no record of the number of squatters and urban poor. It is sad to note that the municipality has no record of the number of squatters and urban poor, which is critically needed in the planning stage of the housing and resettlement project. However, a survey has been commissioned by the Office of the Municipal Mayor to determine the magnitude. There is also an opportunity to develop vacant areas and unproductive agricultural lands into low to medium class subdivisions. Since Camaligan is highly dependent on real property taxes, it would be beneficial for them to convert the unproductive and unyielding areas to residential areas and for it to be attractive, it would have to be developed into low cost or socialized housing. Establishing low cost or socialized

housing subdivisions in the municipality would transform unproductive lands into productive ones and could even bring in revenue for the municipality in terms of taxes. Camaligan can readily be an expansion area for Naga City in terms of low to medium income housing projects or socialized housing.
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With the rapid increase of taxes and value of real property in Naga City, people, especially employed in Naga and those belonging to the low to medium income classes, will eventually seek for a less expensive alternative residence. Based from the current provincial record, the cost of raw land in Naga City ranges from PHp 1,000 – PHp 8,000 per square meter. While the cost of raw land in Camaligan and Canaman ranges PHp 500 – PHp 2,000. with Camaligan‟s extreme proximity to Naga City, developing

unproductive agricultural lands into residential areas would be highly attractive and competitive, notwithstanding the difference of the prices of raw lands in Naga City and Camaligan. Aside from the fact that the cost of land in Camaligan is relatively cheaper that that of Naga‟s, the tax in Camaligan is still low because of its income classification.

According to the National Housing Authority, Camaligan still needs a total of 6,822 housing units more while Naga City needs 1,852 housing units. Developing low cost or socialized housing project in Camaligan is a good prospect and it could be carried out by the NHA in joint venture or cooperation with the LGU. The NHA is keen on developing a housing project in Camaligan and Naga City will be interested because of the need for an alternative residential area for its spillover population. Naga City‟s population is rapidly increasing due to in-migration spurred by economic growth. Its population density stood at 1,489 people per square kilometer in 1990 and 1,779 people per square kilometer in 2000, registering a growth of 19.47% in a span of 10 years. Naga City‟s population density is projected to balloon to 2,095 people per square kilometer in 2010. Meanwhile, Camaligan‟s population density in 2000 stood at 1,476 people per square kilometer and is projected to reach 1,793 people per square kilometer in 2010 or a growth of 21.47% in 10 years. Due to Naga City‟s rapid economic expansion and continuous increase in taxes and prices of lands, people, especially those employed in Naga City would look for alternative residential areas near to Naga City, that has the basic infrastructures such as electrification, water supply,

telecommunications, low cost of land and lower taxes. Camaligan suits as an alternative residential area.

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ENVIRONMENT

a. Present Situation Camaligan, being a river community, has its share of environmental concerns, some of which are vital in its quest for development. All these years, the municipality has been finding means on how to arrest environment threats that could hinder their bid for development and economic growth.

1. Solid Waste Management

One of the biggest problems that beset Camaligan is its environmental concerns. Republic Act 9003 of the Ecological Solid Waste Management Act of 2000 empowers local government units to actively pursue their respective solid waste management systems by providing them the needed policy and technical support. One of the salient features of R.A. 9003 is the preparation of a 10-year solid waste management (SWM) plans by all LGUs, however, the municipality has no such plan which makes the LGU non-compliant with the mandate. The absence of a garbage disposal area further

complicates the issue. The prevalent manner of garbage disposal in the municipality is burning, which is hazardous to health and the environment. Solid waste segregation is not practiced and strictly enforced.

Camaligan used to dump its garbage in the Naga City dumpsite, however, due to the heavy volume of garbage that Naga City collects daily, a dumping prohibition was imposed by Naga City to its contiguous municipalities, Camaligan and Canaman. Camaligan alone generates 6 – 7 tons of garbage daily while Naga City collects 62 – 70 tons daily. Naga City strictly enforces its SWM program and effectively uses its Materials Recycling Facility (MRF), however, the maximum capacity of Naga‟s MRF is only 40 tons. Naga‟s generated garbage alone surpasses the maximum capacity of the MRF. That is mainly the reason why contiguous municipalities were prohibited from
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dumping their solid wastes in the Naga City dumpsite.

The topography hinders

Camaligan from putting up a dumping site. The DENR discourages the municipality from putting up a dumpsite within the area. Since the town is sloping 0 – 3o, it is considered a low-lying area and flood prone and could create environmental and health hazards to the community. Additionally, Camaligan, being a river basin community, might wreak environment problems if a dumpsite is put up in the municipality.

Residents dump non-segregated garbage on road sides and left uncollected. However, the alarming situation is that garbage is being thrown out into the Bicol River. These practices if not stopped will pose a threat to the health and sanitation of the town and could aggravate the present plight (pollution) of the Bicol River. The Bicol River flushes its wastes into the San Miguel Bay. If the pollution of the river would persist, then, it would greatly contribute to the pollution of the bigger body of water, which is considered a fishing lair.

2. Air Pollution

Camaligan has no smoking-emitting industries and factories that could cause air pollution. However, the prevalent practice of burning garbage has a tremendous effect in the air. Since garbage is not collected, residents resort to burning. Aside from the air pollution, burning could contribute to the depletion of the ozone layer. The exhaust of the 75 units of 2-stroke tricycles and 26 units of diesel powered jeepneys can also contribute to air pollution.

3. Water Pollution The absence of a garbage collection system and a dumpsite entice the people living on the Bicol River banks to dispose off wastes in the river. The garbage and other solid contaminants add as water pollutants. Likewise, liquid wastes of residences, trawls and other big fishing vessels are unabashedly disposed in the river, creeks, and other tributaries. Polluting the Bicol River would mean pollution of San Miguel Bay since the river ends at the bay. This would eventually create bigger environmental problems.
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4. Erosion River erosion,

which is the weathering of the soil along the river banks caused by the strong water current of the river during

flooding, has caused the river to widen at a rate of 44.444 cubic meter(m ) annually. For the whole municipality, the river has claimed a total of 40 hectares of eroded land along the river bank from 1960 up to the present. The portion of the Bicol River along Camaligan consists of a total length of 6.9 kilometers on both banks. From the banks, the present width is 80 to 100 meters, with a depth of 10 to 15 meters at its deepest portion. A total of 57 houses had been affected by the erosions. In the year 2001-2002, the total cost of damages to infrastructure affected by erosions was placed at PHp 3.830 Million. The rate at which the river bank is eroding is alarming. Residents along the river banks are in virtual danger especially during the rainy season where floods are common and destructive. A river protection program is now underway. The program would facilitate the rip-rapping of the river banks and prevent the erosion from eating up the river banks.
3

Plans ACTIVITY a. Solid Waste Management b. Erosion control of rivers and creeks c. Environmental friendly practices d. Drainage system e. Construction of MRF f. Dredging and Revetment Circumferential Creek g. Street Cleaning and grass cutting TIMEFRAME January 2011-2013 January 2011-2013 January 2011-2013 January 2011-2013 January 2011-2013 of January 2011-2013 January 2011-2013 BUDGETARY REQ‟T. 2,000,000.00 1,000,000.00 100,000.00 14,000,000.00 1,000,000.00 10,000,000.00 Within Brgy. Budget with LGU Counterpart.
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PEACE AND ORDER

The Philippine National Police (PNP) is responsible in the maintenance of the peace and order in the municipality. The PNP is manned by 25 personnel (1 PCO and 24 PNCO). There was a decline in the number of crimes. There may be an increase in the number of index crimes, however, these were eventually solved as manifested by 100% Crime Solution Efficiency (CSE). CAMALIGAN PNP PROFILE: 1. Number of Members - 25 (1 PCO and 24 PNCO) 2. Number of Buildings - 1 Headquarters Station 3. Number of Firearms 4. Number of Vehicles: a. Patrol Car – 1 Unit b. Motorcycle – 1 Unit The Municipality of Camaligan, Camarines Sur has a total of eleven (11) entrances and exits that contribute strategically convenience to criminals in their conduct of operation within this jurisdiction particularly the most common robbery hold-up, not only in this Municipality but in the neighboring towns and city. Conduct of check points and visibility patrols alone minimize but does not totally eradicate incidents of Robbery and other crimes because criminals are given a clear chances to implement their own plans in places where there is no established check point and when the patrol team and personnel manning the area are visibly operating in other crime prone area or points of entrance and exit, and contributory to crime incidents are the negligence of the victims. Therefore, there is a need to implement anew and effective strategy to counter the strategy of the enemy which is to strike in a particular place when the people are busy performing check point or patrolling somewhere in the jurisdiction. At this point in time, the police could not yet gain full support from the community in the fight against criminality because majority of the people fear from reprisal of the criminals and their alleys and they lack trust and confidence to the Witness Protection Program of the Government as it could not provide in immediate and effective protection to all witnesses and their families whose lives are also at stake. A clear, concrete and immediate protection is necessary to regain the trust of victims and witnesses of crimes for them to testify bravely under oath. There were hearsays of drug abuse and drug addiction but there were no reported cases of such violation and there were no apprehension recorded. Although, some rape cases in the municipality were blamed and linked to drugs, these allegations were unfounded. With the very low crime rate in the municipality, it can be concluded that the place is generally peaceful. Insurgency problem in the municipality is non-existent.

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Table 1 ACTIVITY TIMEFRAME BUDGETARY REQ‟T. a. Police visibility January 2011-2013 Within PNP budget Within Brgy. Budget

b. Activation of Tanod Ronda and Foot January 2011-2013 Patrol c. Crime prevention/drug awareness January 2011-2013

30,000.00

program training d. Implementation of existing ordinance January 2011-2013 on Peace and Order e. Strengthen the Law Enforcement January 2011-2013 50,000.00 60,000.00

Strategies:
A. Systematic conduct of visibility patrols and check points; B. When the personnel conducting check point and visibility patrols abandoned a certain place or left specific area to conduct the same operation in another area, another team of PNP personnel in plain clothes should surreptitiously take place to monitor the situation while the standby force are ready down suspicious persons who entered the AOR immediately conduct spot check point in the place where those person may pass or exit; C. Spot check points should stay only for a few minutes in every place and should transfer in another place to deceive the criminals; D. Regularly coordinate with the friendly forces and share with them a new information and effective strategies to fight common criminals; E. Sharing of those information with the PEDEA and other operating units should be maintained; F. Recommend to the Municipal Mayor and the Sangguniang Bayan proposals to enact ordinances that could help in the fight against common criminals; G. Coordinate with the LGU, Sangguniang Bayan, Barangay Officials, Religious Leaders, Officers and Members of the MPOC and NGOs to formulate an effective approach; H. Support other pillars of the Criminal Justice System and other groups concerned with the fight against lawless elements; I. Personnel shall response and take action immediately on citizens request for police assistance but must verify first the report and should not forget the lessons learned to avoid casualties on PNP personnel and innocent civilians;

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J. In case of crime incidents in the neighboring towns and city, immediately putup a blocking force in an strategic area of entrance or exit; K. Immediately relay to friendly forces any crime incidents within this jurisdiction specially when the perpetrator is not yet arrested; and L. Continuously implement all Letter of Instructions enumerated in the abovecited references.

Tasks:
A. Intelligence Section 1. Ensure that tasked personnel are provided with necessary intelligence updates or activities of any individual committing the herein specified felonious/prohibited acts; 2. Perform other tasks on order. B. Investigation Section 1. In case of crime incidents, proper investigation should be conducted before filing the appropriate case to include the proper collection of evidences, know the mode of operation and strategies applied by the suspects, know their identity and affiliation to other groups and other necessary information; 2. Monitor and follow-up all cases filed; and 3. Perform other tasks as ordered. C. Operation Section 1. Ensure the implementation of this IMPLAN; 2. Prepare necessary reports to CSPPO relative to the implementation of this IMPLAN; 3. Maintain a reaction team to augment in case of robbery hold-up incident in the neighboring jurisdiction; and 4. Perform other tasks as ordered. D. Supply Section 1. Allocate POL or provide vehicle to the tasked personnel directed to implement this IMPLAN; and 2. Perform other tasks on order. E. PCR Section 1. Discuss over radio/television the importance of community participation in the fight against criminality; 2. Plan, develop and supervise the PCR activities in linkages with concerned government agencies and NGOs; 3. Perform other tasks as ordered.
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Convince the Sangguniang Bayan to enact the following:
1. Ordinance augmenting the provisions of the present Witness Protection Program of the Government to provide more realistic support and protection to witnesses and their immediate families; 2. Ordinance requiring motorcycle owners to print a visible registered numbers in their helmets; 3. Ordinance requiring the Loan Institutions to submit the names and identity of their agents operating in this jurisdiction particularly those riding in tandem collectors who are potential victims of hold-up; and 4. Ordinance requiring the Barangay council to provide the police the list of new residents particularly those occupying boarding houses and apartments as these establishments may be used as safe houses of bad elements; 5. Conduct regular information campaign for the people‟s awareness of their importance in the fight against criminality; 6. Inform the community of the present situation, the strategy of the criminals and reveal to them the identities of the suspects that may possibly victimize them.

Finance Section
1. Provide additional fund requirements of tasked units; and 2. Perform other tasks on order.

Coordinating Instruction
1. Respect for human rights shall be observed always; 2. Coordination with LGU, Barangay Officials, Government Organizations, NonGovernment Organizations on the implementation of this IMPLAN must be done.

Service Support
Transportation Firearm/Ammo MEDEVAC Organic Vehicle/Mobile Car/Motorcycle Government Issue Nearest Hospital/Municipal Health Office

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PNP Work Accomplishments (2010)
1. Crime Against Illegal Drugs – 1 2. Crime Against Illegal Gambling – 3 3. Cases Involving Violence Against Children – 2 4. Campaign Against Property – 7 5. Crime Against Public Order – 1 6. Arrest and Confiscation of Campaign Materials – 1 7. Illegal Possession of Firearms – 1 8. Riding in Tandem – 3 9. Arrested Persons with Warrant of Arrest – 13 10. Service of Court Processes – 18 Subpoenas 11. Recovered Evidence Stolen Items – 7 12. Internal Security Operations – 2

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INTEGRATED AREA COMMUNITY PUBLIC SAFETY PLAN (IACPSP) CY 2011

KEY RESULT AREAS

PROGRAMS / PROJECTS / ACTIVITIES

OBJECTIVES

EXPECTED OUTPUT

TIME FRAME

LEAD AGENCY

SUPPORT ORGANIZATION / AGENCIES

REMARKS

Crime Prevention

To provide augmentation to PNP in Re-organization and rethe maintenance of training of Barangay Peace & Order and; in Tanods the protection of lives and properties

Ensure Police and/or other Enforcer's visibility at strategic areas Jan. - Mar. and assure quick response to any call for assistance

LGU/PNP

DILG/LGU Mayor, SB, MPDC, PB

Organization of Crime/Drug Watch at Barangay Level

To monitor the activities of suspected drug personalities and report the same to the PNP To encourage people's participation and cooperation in the fight against illegal drugs and other crimes

More effective campaign against regulated and prohibited drugs

Jan. - Mar.

LGU/PNP

LGU / DILG / DepEd

49

Creation of Special Task Force to counter the proliferation of all kinds of illegal activities

To designate people who will work exclusively on tasks/activities requiring stricter focus and attention

Sensitive areas of concern are given adequate attention without jeopardizing the safety and security of other sectors Arrest and prosecution of violators Ensure people's participation and cooperation in the fight against crimes

Jan. - Mar.

LGU/PNP

DILG/LGU Mayor, SB & PB

To intensify the campaign against all forms of illegal activities. To Enhance awareness on the present Peace & Order situation Conduct dialogues and seminars regarding crime prevention for all sectors including government employees.

To educate the people regarding existing laws and local ordinances and their roles and responsibilities as citizens of the Philippines To ensure visibility police

Ensure compliance with the provisions of the law

Once every quarter

LGU/PNP

DILG/LGU Mayor, VM, VM, PB

Regular conduct of mobile and foot patrol by PNP

preempt commission crimes

of

Jan. - Dec. (Daily)

PNP

LGU-Mayor/PB

50

Intensify campaign for the empowerment of the youth (i.e. Sports, culture & arts, summer job, skills enhancement, educational assistance) and likewise for the rehabilitation of those who are hooked to illegal activities

Exposure of the youth to more productive activities rather To maximize and unify than allowing all efforts and resources them to wander around and get of concerned offices to and agencies to come attracted illegal acts up with fruitful youth activities Develop the youth's skills, talents, intelligence and abilities

Jan. - Dec.

LGU/PNP

Media/ LGU Mayor, VM, SB, MPDC, MSWDO

Conduct training to PNP Win the trust personnel on how to To enhance PNP-civilian and confidence Jan. - Mar. prevent crimes through relationship of the people PCR activities Develop and implement reactive strategy in investigation, apprehension and prosection of criminals Daily Inspecion of vital installations and entry points To improve the capability of PNP in Increase crime solving crimes and solution rate maintaining peace & order To safeguard vital installation & the entire community Suppress any terroristic plans and/or action to sabotage to government

LGU/PNP

Media/ LGU Mayor, VM, SB, MPDC, PB

Jan. - Dec.

PNP

Media / LGUMayor

Jan. - Dec. (Daily)

PNP

Media / LGUMayor, SB

Safeguard vital installation & the entire

51

To preempt illegal trade and unlawful activities along the stretch of the Bicol River especially within the AOR of Camaligan Regain trust and confidence of the community on law enforcers thereby ensuring civilian cooperation and participation in all law enforcement activities Could attain at least 8 to 10 minutes response time

community

Law Enforcement

To uplift the moral and Conduct Moral spiritual values of PNP Recovery Programs / personnel and other Seminars locally created law enforcement groups

Jan. - Dec.

PNP / LGU

Clergy / LGU / DILG / NGO

To ensure the readiness Improve Response and of the PNP in Reaction Time responding to calls for assistance

Jan. - Dec.

PNP

DILG / LGU

52

To establish effective linkages among Upgrade concerned agencies, communication system the community and its and facilities residents up to the most remote areas.

Quick response to any call for assistance and immediate augmentation of forces, rescue and emergency units to situations requiring so Neutralization of suspected and wanted criminal elements Anticipate and prepare for any intention to disturb peace and order

Jan. - Jun.

PNP

DILG/LGUMayor, SB, MPDC

Improvement of Intelligence Networking

To develop a system that will enhance information gathering and at the same time provide adequate protection to information providers

Jan. - Dec.

PNP

DILG / LGU

53

CounterInsurgency, Calamity and other Threat Groups

To join all efforts and resources of concerned government agencies, NGO's, and the private Creation of the sector to come up with Ensure safety of Community Disaster a well defined disaster lives and Jan. - Mar. Coordinating Council contingency plan, properties measures and countermeasures and; a solid action before, during, and after disaster Intensified Implementation of the Fire Code of the Phil. (RA 9514) To ensure that all buildings, whether for construction, on-going construction or existing (a) Process and Issue has complied with the Safe application for FSIC & fire safety standards as secured FSEC required by law(i.e. buildings provision for fire exits, emergency equipments & detailed electrical & building plan

LGU

PNP/BFP and all the members of the council

Fire Prevention and Suppression

and Quarterly BFP

DILG / LGU MO,

54

To ensure that (b) Conduct periodic occupational safety inspection of standards are well Commercial & Industrial observed and the safety establishments of the workers are given due concern Fire Program Prevention

Safe working condition and protected workers

Quarterly

BFP

DILG / LGU MO,

(a) Post Streamers, Distribute Fire Safety posters and leaflets

To increase the public's awareness and consciousness on fire safety and prevention

More conscious and educated public when it comes to fire safety and prevention Youngsters be considered as partners in fire prevention and suppression rather than excess baggage and cause of panic

Quarterly

BFP

DILG/LGU/ DepEd/PB

(b) Implementation of the Kiddie and Junior Fire Marshal project

To educate the young generation on how to act and react in case of fire and emergencies

Summer

BFP

DILG/LGU /DepEd

55

(c) Promotion, organization and training of Fire Brigades in all Barangays, industrial & commercial establishments and other institutions (d) Conduct and/or participate in fire safety promotional activities, such as:- Fire Olympics, Poster Making and Essay Writing contests (e) Conduct UGNAYAN SA BARANGAY which includes Barangay visitation and House-toHouse Inspection

To be able to organize groups in specific areas who will augment the limited force of BFP personnel in case of fire and emergencies To encourage participation and cooperation from private and civilian individuals or groups in line with fire safety campaign To maintain close coordination with Barangay Officials as partners in the advocacy to a fire safe community

Increased number of volunteer fire brigades with enough skills to respond to any call for emergencies

Jan.-Jun.

BFP

DILG/LGU/PB

Ascertain consciousness on fire safety standards

Quarterly

BFP

DILG/LGU/PB

Strong linkages between the lead agency, the support group and Barangay Officials

4th Quarter

BFP

DILG/LGU/PB

56

(f) Conduct of OPLAN KALULUWA

To ensure safety of every residences and establishments while the members are out to celebrate All Saints Day

To maintain peaceful and safe celebration of All Souls Day

Mobilize Barangay Volunteer Fire Brigades to conduct massive fire safety campaign and to augment the BFP as they secure the cemetery area

Nov.

BFP

DILG/LGU/PB

(g) Conduct of OPLAN IWAS PAPUTOK

To educate the public regarding Fire Crackers: its usage, disadvantages and consequences

Encourage the use of alternative , non-dangerous instruments, equally entertaining as firecrackers

Dec.

BFP

DILG/LGU/PB

57

To raise alert status of concerned agencies and volunteer groups; maintain A1 condition of Fire Equipments, and provide necessary emergency gadgets and supplies Fire Suppression Programs Outsource acquisition of fire protection equipage and accessories such as fire truck, communication equipment and other similar instruments

Mobility and quick response to emergency calls

To be able to provide the necessary equipments and accessories for the BFP

Efficient & effective fire protection service

Jan.-Jun.

BFP

DILG/LGU

Construction Station

of

Fire

To be able to transfer to a permanent Fire Station complete with fire fighting capabilities To be able to form an augmentation force to back the limited number of BFP personnel

A wellmaintained Station with upgraded facilities Quick response to any emergency call

Jan.-Dec.

BFP

DILG/LGU

Organization Training of Auxiliaries and Volunteers

and Fire Fire

Jan.-Jun.

BFP

DILG/LGU

Fire Intelligence & Investigation Programs

58

Attend Trainings offered by PPSC regarding Investigation, Arson, and Intelligence matters Emergency Medical & Rescue Programs

To enhance the knowledge and skills and increase the level of competency of BFP personnel in line with their job

Efficient & effective fire protection service

Quarterly

BFP

DILG/LGU

(a) Acquisition of Emergency Medical and Rescue Equipments, Communication Equipment, supplies and materials.

To be able to respond to situations requiring medical and/or FirstAid attention

Maximized effort of BFP personnel which will not limit their capabilities to fire fighting alone but also to other emergency and rescue calls. Responsible parenting and child nurturing Reduced cases of malnourished children

Jan.-Jun.

BFP

DILG/LGU

Health and Sanitation

Campaign against malnutrition

To educate parents and would-be parents on proper child care and nourishment To eliminate undernourished cases in the municipality

Year round

MHO

LGU-Mayor, MSWDO/ PB/BNS LGU-Mayor, MSWDO/ PB/BNS

Feeding Program

Year round

MHO

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Campaign on Family Planning and Population Control

To emphasize the importance of family planning and population control

Limited birth rate based on the capacity of the family to afford decent & normal lifestyle to its children Well coordinated efforts to effectively & efficiently bring all health programs up the least of constituents Residents are motivated to handle the responsibility of maintaining cleanliness Early Childhood Care and Development are enjoyed in the entire municipality

Year round

MHO

LGU-Mayor, MSWDO/ PB/BHW

Establish network with Community Leaders and Civic Organizations

To enhance linkages from the national government up to the least zonal leader for effective and efficient delivery of health services

Year round

MHO

LGU-Mayor, MSWDO/ PB/BHW

Conduct Beautification Contest

To educate the people on the importance of proper hygiene, cleanliness and sanitation

Year round

MHO

LGU-Mayor, GSO/ PB/BHW

Community Development

Establish/Maintain Day Care Service for preschool children

To extend free preschool education even to less fortunate families

Year round

MSWDO

LGU / DSWD

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Conduct counseling on Responsible Parenthood and on Parent Effectiveness Service

To educate parents about their responsibilities to their children, rights of children, budgetary and home management & husband and wife relationship To train individuals on practical/vocational courses which will give them opportunity for alternative source of income To provide livelihood opportunity to members of the solo parents and the women sector

Healthy family relationship

Oct. Nov.

MSWDO

LGU

Conduct practical skills training and occupational safety and health seminar Conduct Skills Training on Soap Making, Dishwashing Liquid and Fabric Conditioner for solo parents and women

enhanced skills and employment opportunity

Oct.

MSWDO

LGU

Alternative income opportunity

Oct.

MSWDO

LGU

Conduct Skills Training on Water lily Handicraft Production

To provide livelihood opportunity using natural raw materials indemic in the locality

Alternative income opportunity while declogging the river

Dec.

MSWDO

LGU

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Conduct training on entrepreneurial skills for women

To improve entrepreneurial and managerial skills of women planning to indulge into business

Decrease in the number of newly opened business which eventually failed Local Manufacturers producing globally competitive products and meeting internationally accepted standards Optimistic results in any business venture Opportunity to venture into business

Nov.

MSWDO

LGU

Conduct of Training on Good Manufacturing or To improve the quality Production Business of locally manufactured Practices which products, making it includes:- Food more competitive in the Handling, Food market Processing, Labeling and Packaging To improve business managerial skills of individuals planning to invest in business To support individuals with no financing capacity but has technical capability to run a business

Nov.-Dec.

MSWDO

LGU/DTI

Livelihood

Conduct of Basic Business Management Skills Training Extend Capital Assistance thru coordination with micro-financing institution

Nov.-Dec.

MSWDO

LGU/DTI

Dec.

MSWDO

LGU

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Environmental Protection

Formulation of Ordinance providing for a sustainable management, development and conservation of municipal waters

To ensure conservation of municipal waters by controlling the wastes coming from marine vessels, residences along the riverbanks and commercial & household garbages To utilize and develop the area making it economically productive and naturally attractive To regulate fishing activities on the river

Wellmaintained river and riverbanks which can be attractive to tourists and at the same time a good source of livelihood for local residents

Oct.-Nov.

MAESO

LGU/DENR

Registration of Municipal Fisher folks

Only acceptable manner and equipments for fishing are used Proper usage and proper selection of pesticides and insecticides are religiously complied bay farmers including disposal of any chemical wastes

Year round

MAESO

LGU

Conduct information campaign on proper handling and usage of agricultural chemicals (pesticides/insecticides)

To ensure safety of users when using pesticides and chemicals

Year round

MAESO

LGU

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To educate users on the proper disposal of chemical wastes Biodegradable farm residues may be converted into organic fertilizers

Conduct training on proper management of farm residues

To educate farmers on proper waste management

Year round

MAESO

LGU

Establishment of Slaughter House

To ensure safety and to maintain good quality of meat for trade and/or for human consumption To ensure that generally accepted standard or manner for slaughtering animals is used To ensure that the municipal waters and road entry points are not being used as passageway for illegal logs and other timber by-products

Centralized meat slaughtering plant opened to regulate meat butchery and trade

Sept.

MAESO

LGU

Intensified campaign against illegal logging

Strictly guarded passage points to control illegal logging and transport of illegal logs and other wood byproducts

Year round

MAESO

LGU/ PCG /PNP

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Formulation of environmental program for the preservation of rainforest and for the development of parks and gardens Formulating and upgrading of contingency plan for disaster preparedness

To encourage the citizenry to actively participate in various reforestation projects

All idle lands be made productive by planting trees or other plants Well organized and systematic contingency measures during times of disaster Allow the public and all concerned agencies to make necessary preparations and appropriate action Minimized commission of errors , inactions or omissions during implementation of disaster contingency measure

Year round

MAESO

LGU/DENR

Civil Defense

To come up with an effective and realistic disaster preparedness plan

1st quarter

MDCC

LGU/PNP/BFP/ Civic & Religious groups

Activation and promulgation of disaster warning system

To educate the public of the generally accepted early warning system in times of disaster

Jan.-Jun.

MDCC

LGU/PNP/BFP/ Civic & Religious groups

Regular conduct of meeting by the disaster management committee

To keep the members updated on forecasts, plans, situation and condition of the locality, issues and concerns

Semiannually

MDCC

LGU/PNP/BFP/ Civic & Religious groups

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Social Welfare

Family Counseling Establish network with concerned LGU's, agencies, civic and private groups and institutions Capability Building

To strengthen family and interpersonal relationship To enhance linkages between concerned sectors for referral and resolution of unsettled issues and concerns

Stronger family ties

Every Sunday

Year round Year round

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LOCAL GOVERNANCE Camaligan belongs to the 3rd District of Camarines Sur. As such, the town votes for the governor and the congressman. The politics in Camaligan is not as grand as the politics in the other municipalities of Camarines Sur. Although too much partisan politics apparently exist, there were no records of political and election-related violence in the municipality. At present, the LGU of Camaligan is run by 2 political parties. The Executive Department is headed by the Mayor while the Legislative Department is headed by the Vice-Mayor. The present mayor is the 31st since 1902. Camaligan has 12,059 registered voters. However, during the May 10, 2010 elections, only 80.35% or 9,690 voters actually voted.

The political situation can significantly spell the difference in any LGU. The presence of 2 warring political parties and personalities may result to transparency but eventually, too much partisan politics will prove to be a stumbling block to the development of the town and will even widen gaps between elected officials who should be working vis-à-vis with each other towards the development of the place.

ECONOMY

The economic activity in Camaligan can be considered sloppy. It has been overshadowed by its proximity to Naga City, which is considered as the commercial capital of Camarines Sur. It cannot be denied that people in Camaligan go to Naga for commercial and domestic needs. As a result, commercial and other economic endeavors have never really prospered. However, the presence of the Camaligan Fishing Port complex makes Camaligan unique from other municipalities in Camarines Sur. With its in-place infrastructure on cold storage and freezing facilities makes it attractive and feasible for a marine and seafood processing industry. The CFPC and the export businesses therein are one of the major revenue contributors to the LGU. Therefore, it is worth for the LGU to give focus to this industry.
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Apart from the seafood export processing opportunity, which is considered a high-end category industry, there also exist some small scale industries such as the broom and pili nut industries. Though small and not a major tax contributor, these industries must be given attention by the LGU. Developing and strengthening these SMEs would provide livelihood and employment to the constituents. Clustering these SMEs into cooperatives may help in the strengthening and growth.

However, one of the better opportunities for Camaligan to pursue is its opportunity on real estate. The LGU has failed to grab the opportunities stemming out of the unproductive agricultural lands. It would be wise for Camaligan to explore other uses of these agricultural lands which are not at all competitive with other agriculture-based municipalities in Camarines Sur in terms of land size production. With seemingly high taxes in Naga City and increasing price of residential lots and other real estates, Camaligan can be a better alternative as a residential area, especially to the low to middle income classes. Once these lands are converted into residential areas, other economic activities will naturally sprout in the municipality as a result of increase in population and

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demand for specific services. The residential and housing imperatives were discussed of the marine and seafood export processing, broom, and pili nut industries and the other economic activities in Camaligan.

Broom Industry Capital outlay has always been the perennial cause of setbacks in almost all small and medium business ventures. The broom industry in Camaligan is not an exemption to this problem. The broom industry in Camaligan has been in existence for a couple of generations already. There were no records to show when and how this industry started but according to middle-aged sources, the broom industry in Camaligan has been handed down to them by their grandparents and parents. There are approximately 40 to 100 households involved in broom making. individual per month is 200 brooms. The average volume produced per

Though the broom industry has provided

livelihood to the broom makers, it has not elevated their standard of living nor made impact on their lives. All these years, it has remained a backyard industry and has never really flourished. One of the main reasons for this is that the industry never had support from the LGU. The industry and some of its obstacles are elaborated in the succeeding discussions.

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Raw Materials Tiger grass is one of the resources which are needed in our broom making industry. Our broom maker still goes to other town to buy these raw materials. The present administration will undergo planting of the said Tiger grass to the 44 hectares land located at Duwang Niog, Libmanan, Camarines Sur so as to solve the raw materials needed by our broom makers. The Department of Trade and Industry will be tapped to assist our broom makers specially on packaging, labeling and marketing. Tiger grass, which is locally called “boi-boi” in the Cordillera, is the source of raw material used for soft broom making. It is also called “sarinas” in Camarines Sur. Rowing tiger grass is considered a viable livelihood venture because of its potential in generating cash income from the harvested panicles of the plant once proper management is employed. Tiger grass is propagated for the production of panicles for soft broom making. The stalks of the panicles form part of the soft broom handle, but when damaged, the stalks are used for the manufacture of handicrafts like gift boxes either big or small items.

There are two species of Tiger grass used in the manufacture of soft brooms. These are scientifically known as Thysanolaena maxima and Phragmites vulgaris of the family Graminae.

Thysanolaena maxima grows as high as 2.5 meters and can thrive at low to medium elevations but can grow faster in higher elevation. Normally, it grows in open areas particularly in logged-over areas, mountain slopes and ravines. It grows abundantly is San Jose, Camarines Sur where the supply comes from. San Jose, Camarines Sur thrives with open areas and also has some areas in Mt. Isarog.

Its leaves are linear, about 5 cm wide and 30 cm long; and are alternately arranged at an interval of 12.5 cm. The panicles which are the main material for soft broom production has an average length of 50 cm while its stalk measure about 70 cm long. The
70

panicles of the species are preferred for broom making because they are more durable and command higher market price.

On the other hand, Phragmites vulgaris is widely distributed in low and medium elevations. This variety grows in swamps along muddy streams or in places where there is stagnant or running water. Since Camaligan thrives with swamps and marshlands, it is a good venue to grow this variety of the Tiger Grass. Its leaves are also linear which are 2 to 3 cm wide and about 20 to 25 cm long. These are arranged alternatively at a regular interval of 5 cm. Its panicles are shorter than that of the Thysanolaena maxima with an average length of about 32 cm.

Moreover, both species are good planting materials for controlling soil erosion and as agro-forestry crop. It would then be beneficial for Camaligan to plant the Phragmites vulgaris variety to somehow control the erosion in the river banks. The leaves of the plant can be a good forage for ruminants like goats, cattle and other farm animals like the carabao.

Tiger Grass is being propagated by upland farmers in some parts of Benguet Province. Likewise, it grows abundantly in the highland areas of Ifugao and Mt. Province. It can be grown in many types of soils such as clay loam and sandy loam.

A one and one-half year old Tiger Grass starts producing panicles in good sites. Panicle is the branching inflorescence in which small flowers are borne along an elongated axis. The panicles usually develop from October to March every year.

For best results, the rootstocks are planted during the onset of the rainy season. The plants produce more shoots and could yield more panicles. Panicles usually develop from October to March. The best time therefore to harvest the panicles is during the summer season in the months of February and March. The panicles are ensured that it reach the desired length, softness and greenness to produce quality soft brooms. The age of the panicles to be harvested is 5 months.
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First class tiger grass and handles are also sourced from Sabang, Partido. “Lupi” and “buntal”, the second class and inferior types of grasses, are sourced from Bombon, Camarines Sur and Pasacao, Camarines Sur respectively.

Other Materials

Aside from the tiger grass, the other materials needed for broom-making are sticks, tire wire (#18), plastic straw, and varnish. These materials can be bought in commercial establishments in Naga City.

Capital The small yet striving industry existing in Barangay San Mateo has always been in financial constraint. Capital is difficult to determine because the raw material for the industry is seasonal in nature. However, it was revealed that initial capital usually ranges from PHP 3,000 to PHP 5,000. The cost of material varies depending on the season. Since Tiger Grass is not grown in Camaligan, the broom makers are totally dependent of the suppliers. The prices of the raw materials are therefore dictated by the suppliers. During the summer when supply of tiger grass or is abundant, a bundle of the grass costs PHP 700,000, however, during the rainy season, the cost of a bundle catapults to as high as PHP 1,200.00. A bundle is measured 130 centimeters in circumference and 50 brooms could be made from it. This means that much capital is required by the broom maker when the raw material is very much available because its price is low since they can directly get them from the source. Yet, capital investment is to be recovered longer when raw material is held in stock. However, when capital is unavailable at the time that the raw material is in season, the broom makers will have to contend with the high price being commanded by the seller since they are buying stocked raw materials with an already compounded cost. Besides, when broom makers stock their own raw materials, market demand for the product is quite erratic that return of equity is quite uncertain. Additionally, because of the high price of the tiger grass, broom-makers are forced to reduce the tiger grass used in the brooms. As a result, the thickness, which is the very first thing a buyer looks for, is sacrificed. Hence, most of them rely on raw materials
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which they acquire on a piece meal basis , buying from sellers when orders for brooms are high or when market demand for the product is likely to increase.

Because of the seasonal character of the raw materials, broom makers could not afford to hire much manpower or to expand their industry. Hence, the industry has always been home-based, almost a backyard type of industry, and has been confined to immediate members of the family ever since. A single broom-maker can make an average of 15 brooms in a day.

The Tiger Grass is sourced from San Jose, Camarines Sur that is approximately 50 kilometers from Camaligan.

Market Brooms are marketed in Naga City and other parts of Camarines Sur. Brooms are also brought to Lucena City. Within Camarines Sur, first class brooms are sold at PHP 30.00 for wholesale while PHP 40.00 for retail. Second class quality brooms are sold PHP 20.00 for wholesale while PHP 25.00 for retail. In Lucena City, brooms are sold at PHP 40.00 to 45.00 each, for a minimum order of 300 brooms, which is the wholesale price. There are no records to show the number of brooms sold annually. Broom-makers usually gather a minimum of 300 brooms before they transport the product to Lucena City. However, since the tiger grass comes from San Jose, Camarines Sur, local residents had begun producing brooms themselves. This made the market competition stiffer. During abundance season of the tiger grass, broom-makers in San Jose Camarines Sur sell these brooms at PHP 20.00-25.00 each. This poses a dilemma to the Camaligan Broom-makers because they cannot compete in the price offered by the San Jose broommakers.

Aside from the market competition with San Jose, Camaligan are also facing competiton from Baguio City broom-makers. Since Baguio City had long been known for its brooms, Camaligan broom-makers have suffered the stigma of the impression that their brooms are inferior quality. There had been bold attempts to duplicate the
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craftsmanship of the Baguio City brooms but due to lack of promotion and support from the LGU, it did not flourish.

Market consumption of the product is erratic, since cleaning materials, such as brooms though considered household commodity, yet demand is low because of the irregularity of its use.

Financial Support The broom-making industry has not received support from the LGU. Due to the absence of support from the LGU, the broom makers resort to borrowing from unscrupulous moneylenders for capital. Before, broom-makers were organized into a cooperative but due to poor management, the cooperative was deactivated and eventually ended into a small broom makers association.

The approximate expenses of the broom makers are shown in the table below. One bundle of tiger grass can be made into 50 brooms. If each broom using the ordinary plastic straw is sold at PHP 35.00 each, during the season of the tiger grass, a broom maker earns PHP 1,750.00 (PHP 35.00 * 50 brooms) and a net income of PHP 860.00 while during the off-season, a broom maker earns a net income of only PHP 360.00.

Table No.12 Materials Sarinas Stick Tire Wire (#18) Plastic Straw (ordinary) Varnish Total SEASON P 700/ bundle P 65/ 50pcs P 60/ kilo P 30/ 500m P 35/ bottle P890.00 OFF-SEASON P1,200/bundle P 65/ 50pcs P 60/ kilo P 30/ 500cm P 35/ bottle P1,390.00

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The table below shows the expenses using the good quality plastic straw. The broom made from good quality plastic straw is sold at PHP 45.00 each. A broom maker earns PHP 2,250.00 gross and earns a net income of PHP 1,315.00 during the season and PHP 815.00 during off-season.

Table No. 13 Materials Sarinas Stick Tire Wire (#18) Plastic Straw (good quality) Varnish Total SEASON P 700/ bundle P 65/ 50pcs P 60/ kilo P 75/ 500m P 35/ bottle P 935.00 OFF-SEASON P 1,200/ bundle P 65/ 50pcs P 60/ kilo P 75/ 500m P 35/ bottle P 1,435.00

Bargaining power of suppliers

The suppliers of broom materials especially the tiger grass can easily dictate the price of the basic material. During times when demand for the tiger grass from the broom makers is high, prices relatively increases. This control of the prices by the suppliers is caused by the oligopoly of the raw material and besides it cannot be bought commercially. The high quality raw material can only be sourced from the suppliers in Sa Jose and Sabang, Camarines Sur

Bargaining Power of Customers/buyers

Brooms are not commodities that are necessitated regularly, as such, the demand for the product is irregular. Customers can buy brooms during seasons (summer) when prices are down and stock it for future uses and in anticipation of the lean season when the prices will certainly increase. Additionally, customers now have a wide array of broom sellers, the increase in the number of sellers benefit the buyers since they can bid for the lowest price offered.
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Threat of substitute products With the advent of technology, different cleaning materials and gadgets have surfaced. These gadgets can make cleaning easier and faster. There is also the

introduction of rubber and plastic brooms which proved to be stronger, reliable and lasts longer that the traditional brooms. These new and substitute products threaten the

existence and market of the traditional brooms.

Rivalry among players Most of the players in the broom industry, especially in Camarines Sur, can be categorized as backyard producers. There is no big scale production yet. However, the entry of new broom makers from San Jose and Sabang, Camarines Sur have stiffened the rivalry among the broom makers. Aside from the fact that basic raw materials can be easily sourced, they can somehow dictate the trend of the prices. Quality will have to spell the difference for Camaligan to address the rivalry and threat from the new players. Though there is a rivalry among players, Camaligan should be able to edge the new players out in quality.

Given the right attention, promotion and support by the LGU, the Broom Industry in Camaligan can flourish and could compete with other broom makers in the region. The riverbanks, swamps and marshlands can be converted into tiger grass plantation and be a wide source of raw materials. Aside from providing raw materials for the broom makers, it would also help in the prevention of soil erosion in the river banks. Unproductive municipal-owned marshlands and swamps can be converted into tiger grass plantations. This move would somehow emancipate the broom makers from dependency on the tiger grass producers.

The broom industry may not provide the LGU significant revenue but the social effect will be tremendous. This industry, just like any micro-enterprise activity, prevails among a large number of rural and urban households and involve most family members. Micro-enterprises are not singular activities but a combination of various economic
76

activities designed to seize the opportunities presenter by the seasonal fluctuations in the environment, market demand and low barriers to entry. Entrepreneurship is a natural trait among Filipino informal sector members. The informal sector has great economic

potential. It is an important source of labor and entrepreneurial skill, and contributes to the economy through consumption and production linkages with the formal sector. It will have more substantial contribution if its productivity can be expanded and sustained.

a. Agriculture ` Although Camaligan is primarily categorized as an agricultural area, its production cannot be compared with other agricultural areas in Camarines Sur. Approximately 78.87% of the total land area is devoted to agriculture; however, only 49% of the total agricultural area is planted with rice. The 565 hectares of rice land, with only 265 hectares irrigated, yields an annual production of 1,260 MT. With this level of production, the municipality only yields an average of 44 cavans (computed at 50 kg/cavan) per hectare annually. Basing from the 2002 unofficial municipal population survey (24,528), the annual per capita rice production is only 1 cavan. This is a clear manifestation that the rice production in Camaligan is not at all sufficient to feed its populace. The low production can be attributed to the following reasons: (1) small land area, (2) poorly irrigated fields, (3) frequent weather disturbances, (4) floods, and (5) high cost of fertilizers and pesticides. The poorly utilized and cultivated agricultural and palay fields could better be utilized to provide livelihood to the land owners, as well as the residents. It could even provide additional income to the municipality if properly utilized. A livelihood that would utilize the river and that could yield higher productivity and income should be considered. Commercial fishponds that would cultivate “tilapia”, catfish (hito), and milkfish (bangus) would be ideal. Although there is already a commercial hatchery in the municipality, it could be replicated and done by the land owners given the assistance, training and technology. However, these are not to be carried out by small palay farmers alone. Assistance will be provided by the LGU and cultivators of fishpond operators will
77

have to be “cooperativized” for better operation, production and marketing. The presence of the Camaligan Fishing Port Complex could also be exploited. With the in-place infrastructure of the CFPC such as cold storage plants and contact freezers (used as quick freezing facility for exportable marine products), post-harvest operation could be easily facilitated. There also the opportunity for the uncultivated farmlands to be converted into tiger grass plantation or socialized housing/residential areas in coordination with national agencies such as National Housing Authority(NHA) and HUDCC and local development organization such as the DTI. With this, the broom makers in Camaligan would no longer have to outsource their main raw materials from San Jose and Sabang, Camarines Sur. On one hand, planting tiger grass would help the broom makers with the supply of tiger grass. On the hand, Camaligan can now compete in the market in the supply of tiger grass.

b. Commerce

Camaligan has no commercial establishments or any big scale commercial activities. Because of its proximity to Naga City, people still go to Naga for commercial and other business activities. Close to 75% of the total number of business

establishments are sari-sari stores and general merchandise stores. Due also to the fact that the town is a dead-end and lacks economic and commercial activities, bigger businesses are not enticed to establish its venture in the municipality.

Table No. 8: Number of Registered Business Establishments Year 2005 2006 2007 2008 2009 2010 No. of Business Establishments 102 59 64 111 133 126
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c. Banking and Finance Services

There is only one (1) existing bank in Camaligan, the Southeast Country Bank previously Rural Bank of Camaligan, Inc. (RBCI), founded in 1974 and a member of the PDIC. The SECB caters savings and time deposits and offers loan to individuals and small businesses an interest rate of 20% - 28% per annum. The SECB also caters to OFW remittances through its affiliation with Western Union . Loans offered by the bank ranges from PhP 5,000 to PhP 100,000. Salary loans are payable in 10 months while business or agricultural loans are payable in 180 days. The absence of big commercial banks indicates the absence of big commercial and trading activities in the municipality.

d. The Marine and Seafood Processing Industry

Camaligan Fishing Port Complex

CFPC

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Vision The PFDA is a dynamic and viable government corporation that provides services and contribute to the country‟s food security by supporting an environmentally sustainable and competitive fishing industry through technologically advanced post harvest facilities and infrastructure.

Mission The PFDA is anchored by a dedicated and competent workforce, provides services and supports the development of the fishing industry through the provision of fish ports, refrigeration, processing, marketing and ancillary facilities to the fish producers, operators, traders, buyers, processors and exporters.

• • • • •

• • •

CFPC is being managed by PFDA pursuant to PD No. 977 as amended by E.O. 772 Located approximately 4 to 5 kms away from Naga City and 1.5 km from the Municipality of Camaligan, Camarines Sur Land Area- 1.6 hectares (developed land inclusive of land area where facilities are located) and 2.4 hectares agricultural land Funded thru loans from Overseas Economic Cooperation Fund (OECF) under the Nationwide Fishing Port Package 1 Implementation/construction was managed by the DPWH/DOTC Project Management Office – Fishing Ports (PMO-FP) while the construction was under technical supervision of the Pacific Consultants International (PCI) of Japan in association with the Basic Technology and Management Corporation (Basic Team) of the Philippines CFPC construction was completed on October 16, 1990 and estimated project cost was Php100.00 M December 28, 1990 – CFPC was inaugurated by then Pres. Corazon C. Aquino October 1991 – CFPC was turned over to the PFDA for the initial operation and management

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PORT COMPONENTS 1. Refrigeration Building

2. Ice Plant (15 tons capacity)

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3. Cold Storage Room (3 rooms) 1 Unit - 35 C 30 MT 1 Unit - 25 C 20 MT 1 Unit - 25 C 15 MT

4. Contact Freezer (4 Units)

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5. Pier (30 Linear Meters)

6. Refrigerated Vans (5 Units)

7. Fish

Processing Area Original Fish Processing Area is about 340 sq. m. & 5 years ago we added 300 sq. m. as the Market Hall was converted into Fish Processing area, an initiative of one of our clients

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8. Open Pavement (2,500 sq. m.)

OPERATING PERFORMANCE per Facility • Ice Plant Output & Sales (MT)

Operating Performance Output Sales

CY 2003 5230.75 5216.15

CY 2004 4607.30 4597.76

CY 2005 3627.60 3614.33

CY 2006 4107.60 4091.78

CY 2007 4474.80 4462.55

CY 2008 3023.55 3001.13

CY 2009 1937.65 1913.15

6000

6000 5000 4000 4000 3000 3000 2000 2000 1000 1000 0 0
5000 2003

Output Output Sales Sales

2003

2005

2005

2007

2007

2009

2009

84

COLD STORAGE

Utilization Capacity -35 C (30MT CAP) -25 C (20MT CAP) -15 C (20MT CAP)

CY 2003 100%

CY 2004 100%

CY 2005 100%

CY 2006 100%

CY 2006 100%

CY 2007 100%

CY 2008 100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Cold Storage Utilization
100% 100% 90% 90% 80% 80% 70% 70% 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0%

-35C(30MT) -25 C (20 MT) -25C(20MT)MT) -15 C (15 -15C(15MT)

-35 C (30 MT)

2003 2004 2005 2006 2007 2008 2009 2003 2004 2005 2006 2007 2008 2009

85

CONTACT FREEZER

2000 1500 1000 500 0

2000 1500 1 tonner 1000 500 0 400 400 kgs

1 toner kgs

2003 2003

2004 2004

2005 2005

2006 2006

2007 2007

2008 2008

2009 2009

Contact Freezer (cycle) (1 toner)

CY 2003 517

CY 2004 CY 2005 CY 2006 CY 2007 CY 2008 CY 2009

467

320

147

200

145

28

(400 kgs)

1893

1618

840

586

430

196

105

Total

2410

2085

1160

733

630

341

133

REFRIGERATED VAN REVENUE TRIP

Destination Manila Sorsogon Tacloban Tabaco, Albay Pasacao Sabang Lucena/Tiaong

CY 2003 190 26 12 3 3

CY 2004 180 11 6 1

CY 2005 142 4 18 30 1

CY 2006 92 8 8

CY 2007 68 6 4

CY 2008 77

CY 2009 48

21

1 3

5 1 11 1

86

Masbate/Surigao Total

1 235

5 204 206 172 89 98

12 64

REFRIGERATED VAN TRIP

200 180 180 160 160 140 140 120 120 100 100 80 80 60 60 40 40 20 20 0 0 2003 2004 2005 2006 2007 2008 2009 2003 2004 2005 2006 2007 2008 2009
200 VOLUME OF PROCESSED PRODUCTS

Manila Sorsogon Sorsogon Tacloban Tacloban Albay Albay Pasacao Pasacao Masbate Masbate Lucena/Tiaong Lucena/Tiaong Sabang Sabang
Manila

CY 2003 CY 2004 CY 2005 CY 2006 CY 2007 CY 2008 CY 2009 Processed Product (MT)

1526.46

1517.9

905.71

439.25

289.61

372.82

170.24

87

1600 1600 1400 1400 1200 1200 1000 1000 800 800 600 600 400 400 200 200 0 0 2003 2003 2004 2005 2006 2007 2008 2009
2004 2005 2006 2007 2008 2009

Vol. of Processed Products by Species SPECIES • • • • • VOL. (MT) 45.46 6.26 48.63 0.00 0.00 F.Shrimp Cuttlefish Akegai Crabs Others Total 9.21 11.19 00.00 46.40 _ 3.09_ 170.24

Octopus Lobster Giant Squid Asohos Squid

88

Processed Products • Lobster – 6.26

•

Octopus - 45.46 MT

89



Akegai (nylon shell) - 00.00 MT



Giant Squid - 48.63MT

90



Scallop - 0.00 MT

• Crab - 46.40 MT

91

•

Asohos – 0.00 MT



Cuttlefish - 14.26 MT

92

VOLUME OF PROCESSED PRODUCTS EXPORTED

CY 2003

CY 2004 CY 2005 CY 2006 CY 2007 CY 2008 CY 2009

Processed Products for Export (MT)

1265.38

1288.24

721.51

480.86

253.08

329.66

123.20

1400 1200 1000 800 600 400 200

1400 1200 1000 800 600 400 200

0

0 2003

2003 2004 2004 2005 2006 2005 2006 2007 2007 2008 2008 2009 2009

93

Financial & Socio-Economic Benefits

The CFPC posted increase in revenue from its operation for a period covering 2003 to 2009 as follows:

YEAR

REVENUE

2003 2004 2005 2006 2007 2008 2009

P 18.934 17.359 16.773 17.096 16.435 14.275 11.303

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CAMALIGAN FISHPORT EXPANSION PROGRAM JICA PROJECT (Nationwide Fish Port Package III 2010-2016) Breakdown of base Cost for Camaligan Fish Port Unit: 1,000 PHP
Description of Work Items Unit Quantity Unit Price Amount

1. Construction Works 1.1 General Expences 1.2 Civil Works 1. Land Rehabilitation 2. Soil Improvement 3. Slope Protection 4. Perimeter Fence 5. External Works and Others Sub-Total of Civil Works: 1.3 Building Works 1. Fish Processing (HACCP) x 4 And Laboratory 2. Ref. Building (Repairing) 3. Waste Water Treatment 4. Demolishing of Existing Bldg. And others Sub-Total of Building Works: 1.4 Miscellaneous 1.5 Installation of Equipment Total Construction Works: VAT 12% Total of Construction Works Including Vat: 2. Equipment 2-1 Ice making, Storage and refrigeration Facilities 1. Ice Making Machine & storage 2. Blast Freezer and Refrigeration 3. Ice Making & Refrigeration (HACCP) Sub-Total of 2-1: 2-2 Other Equipment 1. Equipment for HACCP 2. Equipment for Market Hall 3. Equipment for Laboratory Sub-Total of 2-2: Total of Equipment Supply: VAT 12% Total of Equipment Including VAT:

L.S. m3 m2 lm lm L.S.

1 15,000 5,000 100 900 1

4,334.4 0.47 4.2 61.2 7.5 2,479.1

4,334.4 7,050.0 20,850.0 6,120.0 6,750.0 2,479.1 43,249.1

m2 L.S. L.S. L.S. L.S. L.S.

2, 484 1 1 1 1 1

18.1 3,376.2 10,096.1 1,296.8 1,111.5 23,439.9

44,960.4 3,376.2 10,096.1 1,296.8 59,729.5 1,111.5 23,439.9 131,864.4 15,823.7 147,688.1

L.S. L.S. unit

1 1 4

46,803.9 21,586.5 23,842.1

46,803.9 21,586.5 95,368.4 163,758.8

L.S. L.S. L.S.

1 1 1

4,029.2 9,030.9 18,941.7

4,029.2 9,030.9 18,941.7 32,001.8 195,760.6 23,491.9 219,251.9 366,940.0 95

3. Total Cost of Camaligan Fish Port Including VAT (3 =1+2):

PROPOSED SPECIFIC PROGRAMS AND PROJECTS BASED ON THREE (3) MAJOR AREAS OF CONCERN:

E- Edukasyon
 Support indigent children, pupils, students and Out of School Youths (OSYs) by providing educational assistance/scholarship, and other alternative learning system program.     Upgrading and values formation training/seminars. Skills training for employable individuals (Ages 17 and above) Livelihood education program for various sectors in the municipality. Mentors-Student capability building training/seminar.

T – Trabaho
 Livelihood enhancement program and employment generation through promotion of Micro-Small-Medium Enterprises (MSMEs) under the following: One Barangay One Product (OBOP) projects, to wit;-

96



ONE TOWN ONE PRODUCT (OTOP)
WATER LILY/WATER HYACINTH PROJECT AS OTOP

Water lily or water hyacinth is abundant in our Municipality. These plants made our Bicol River dirty and an eyesore to the people looking. Knowing the abundancy of the said plants, the present administration, decided to have as Water Hyacinth as One Town, One Product (OTOP) product of Camaligan, Camarines Sur. The Department of Trade and Industry (DTI) and Department of Science and Technology (DOST) will be requested to assist our OTOP players in terms of technical and financial assistance.
97



One Barangay One Product (OBOP) – As the leading product in every barangaySan Roque – Tinapa making

98

San Marcos – Puto making

Sto Domingo – Kakanin-making

99

San Jose-San Pablo – San Mateo – Soft & hard Broom- Making

100

Sto Tomas – Pancit Making

Dugcal – Chicharon making/Mushroom Production

101

Marupit – Candy making/Pili nut Candy making

Sua – Buri-Ragiwdiw handicraft

102

San Lucas – Putopao

San Juan-SanRamon – Cakes and Pastries

103

San Francisco – Duck-raising and balut-making

104

Tarosanan – Recycling, handicrafts, decors and others

San Mateo- Food Processing- Tocino, Longanisa

105

III. Organization of Skilled Labor Force of Camaligan (ages 17 & above) IV. Public Employment Services Office (PESO) P – Pasilidad –
I. On Water System

 

Potable water supply facility through construction of deep wells at selected areas in the municipality; and Improvement of existing shallow well pumps & local water service facility.

II. On Environment

  

Establishment of Solid Waste Management Center (MRF) in every barangay with provision of garbage trucks and other related dumping equipment; Municipal-wide massive tree planting activities; and Clean and Green Program must be strengthened in every Barangay.

III. On Agriculture

     

Provision of farm implements, equipments, other agricultural and fishery facilities; Alternative Farming System; Improvement of Agricultural and Fishery through fruit, vegetables & fish dispersal projects; Provide technical assistance and counter parting support to the farmers; Provide livelihood loan assistance with repayment scheme program; and Adopt Organic Agriculture of the Philippines through SB Resolution.

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IV. On Health

     

Improvement of Health Facilities with Lying-in Clinic, additional Ward Rooms, provision of X-ray machine, and additional barangay health centers. Botika sa Munisipyo and additional Botika sa Barangay Regular feeding program. Epidemic Prevention Program Maternal and Child Health Care Blood Letting Program

V. On Public Buildings                 Construction of New PNP building Construction of Livelihood Center Construction of New Municipal Health Center Construction of Municipal Disaster & Rescue Equipment Pool Construction of Senior Citizen Center Construction of Youth and PWD Center Construction of Slaughterhouse Construction of Municipal Public market Establishment of Municipal Museum and Library Creation of Vocational School and Community College Construction of Multi-purpose Buildings (e.g. Brgy. Halls & Other Public Buildings.) Repair and improvement of school buildings and public facilities Construction of Municipal Boundary Marker Expansion and improvement of Municipal Building Construction of Home Economics Building Construction of Cultural and Sports Center

107

VI. On Social Services and Tourism          Additional Zonal Electrification Projects. Provide quarterly LGU publication Socialized housing projects Family values and Youth development program Support to physically handicapped (PWD) and elderly (senior citizen) Construction of Municipal Park with eco-tourism and recreational facilities. JP Boulevard Improvement and Expansion Project Construction of 3-storey Spanish Type Gallion Establishment of Dove Park

VII. On Information Technology    Installation of Municipal Website Provision of Desktop computers to all municipal offices Establishment of IT Center and computer training

VIII. On Various Infrastructure      Construction of roads (New, additional and concreting of roads) Construction of Bridge/footbridges for zone and barangay linkages Asphalting of Poblacion Roads Revetment of Riverbanks (Main Bicol River) Installation of Streetlights

IX. On Disaster Risk Reduction Management Program      Provision of additional fire truck, ambulance, rubber boats and other prevention and rescue operation equipment and facilities Organization of Local Risk Reduction and Management Council Strengthen the Municipal Rescue Team Formulation of Local Disaster Risk Reduction Management Council Plan Training schedules for Calamity preparedness Program

108

X. On Drainage and Irrigation System  Improvement and rehabilitation of barangay and municipal drainage system – circumferential creek with desilting, riprapping, pathwalk and lightning provision.   Ripraping of eroded riverbanks from barangay Tarosanan, San Francisco, San Roque, San Jose-San Pablo up to San Mateo Improve irrigation facilities.

PROGRAMS AND PROJECTS
OUTCOME AREAS STRATEGIES PROGRAMS PROJECTS TIME FRAME 2011 2012 2013 BUDGET SOURCE INT. EXT

Employment

a.

Identification of Programs be

300,000

livelihood to

introduced/offered b. through financing c. Collection/ Revolving scheme d. Direct hiring “by 1,000,000 through Administration” Projects and SPES e. Public employment Services and Referral office i. Designate desk officer ii. Organize Youth Workers Council iii. Actual Referral Activities a. Poverty alleviation through land distribution, health care and education/training b. Livelihood projects and agricultural support programs and services Capitalization micro100,000

30,000 3,000,000

Poverty Alleviation

1,450,000

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Health Services Programs

Education Programs

Environment Programs

c. Agricultural training d. Establishments of Municipal Nursery e. Provision of Agricultural Chemicals/fertilizers f. Provision of Biologics g. Provision of vegetable seeds h. Provision of Fabricated Equipment for Mushroom Production i. Provision of Veterinary Products a. Improvement of health center and facilities b. Provision of medicines and supplies c. Provision of environmental supplies and equipments d. Training on basic health care, maternal and child care e. Training on proper environmental habit, food handlers and others f. Continuation of onsite supplemental feeding g. Provision of TB patients h. Provision of toilet bowls i. Provision of Diarrhea medicines j. Provision of Dental supplies and equipments k. Training on sick prevention & epidemiology a. Continuation of NFE classes b. Provision of Sociocultural supplies and equipments c. Provision of sports supplies and activities a. Solid Waste Management b. Erosion control of rivers and creeks

250,000 100,000 150,000

20,000 30,000 30,000

20,000 5,300,000

1,000,000

50,000

100,000

50,000

100,000

100,000 50,000 20,000 200,000

50,000

300,000 1,500,000

1,500,000 2,000,000 1,000,000

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c. Environmental friendly practices d. Drainage system e. Construction of MRF (Phase II) f. Dredging and Revetment of Circumferential Creek g. Street Cleaning and grass cutting a. Police visibility b. Activation of Tanod Ronda and Foot Patrol c. Crime prevention/drug awareness program training d. Implementation of existing ordinance on Peace and Order e. Strengthen the law enforcement

100,000 14,000,000 1,000,000 10,000,000

Peace and Order

30,000

60,000

50,000

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PROPOSED MAJOR TOURIST FACILITIES AND MUNICIPAL LANDMARKS
1. CAMALIGALLEON (Biyaheng P-Noy) A three (3) Storey Spanish Type concrete Galleon

2. JSP Boulevard and River Camalig River Porch View

112

3. CAMALIGAYON ISLAND PARK (Municipal Small Theme Park) 1. Biblical Garden 2. Playground 3. Recreational Village

4. Municipal Boundary Marker

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5. Municipal Dove Park (“A Friendly Municipality”)

6. Municipal Building

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Republic of the Philippines Province of Camarines Sur MUNICIPALITY OF CAMALIGAN

OFFICE OF THE VICE MAYOR

MESSAGE
IMUKLAT CAMALIGAN! It is my personal belief that the good public governance takes its strength from a sound policy environment. It must take into consideration the values of identity, transparency, people centeredness and responsiveness. It must not wallow in mediocrity, partisanship and patronage as all local statues must conform to the ideals of service and leadership. Moreover, it is my conviction, as well as those of the other honorable of Sangguniang Bayan to deliver quality local legislation which the people of Camaligan deserve. We will strive to give an output which would help give our fellow Camaligueños a brighter shared future together. All these efforts shall be in furtherance of the noble ideals set forth in our battle cry IMUKLAT. On behalf of all the members of the Sangguniang Bayan, I salute all of us for a promising future together. Dios mabalos po saindo sa gabos. “Towards a responsive good governance.”

EDUARDO C. LORIAGA Municipal Vice Mayor

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PRIORITY LEGISLATIVE MEASURES 2011-2013 TERM

STRATEGIC THRUST POLICY 1. SOCIAL SERVICES

NEEDED LEGISLATVE MEASURES

WHEN NEEDED

An Ordinance Establishing Cash Assistance on Medical Services and Need to Indigents of the Municipality An Ordinance Establishing Medical and Burial Assistance to All Barangay Officials and Volunteer Workers. An Ordinance Increasing Medical and Burial Assistance to Senior Citizens An Ordinance Establishing Cash Assistance to Families of Solo Parents An Ordinance Regulating the Operation and Maintenance of Videoke Machine and Other Business of Similar Nature An Ordinance Creating the Municipal Urban Development Board An Ordinance Regulating The Operation of Mobile Potable Water in the Municipality An Ordinance Regulating the Naming of Streets, Public Buildings, and Other Public Places An Resolution Creating the People‟s Law Enforcement Board (PLEB) A Resolution Requesting Medicines/Medical Supplies Assistance from National Offices A Resolution Requesting Financial Assistance for All Infrastructure Programs from Senators, Congressmen, And Other National Offices A Resolution Requesting the Constituency to Plant Malunggay in their Own Backyard A Resolution to Conduct a Multi-Purpose Survey in Order to Determine the Livelihood, Employment and Economic Status of the Constituents A Resolution Allocating Funds to DSWD on Housing Programs to Qualified Indigents of the Municipality A Resolution Requesting Assistance in the Form of Wheelchair, Crutches, Stroller for Disabled Persons in the Municipality A Resolution Requesting Assistance in the Form of Eye Glasses for the Senior Citizens of the Municipality A Resolution Requesting Assistance in the Form of Used Clothing in Times of Calamity or for December

2011-2013 2011

2011 2011 2011

2011 2011 2011 2011 2011-2013 2011-2013

2011 2011

2011 2011-2013

2011-2013 2011-2013
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2. ECONOMIC DEVELOPMENT

3.ENVIRONMENT/ SOLID WASTE MANAGEMENT

Activity (Gift-Giving to the Poorest of the Poor) An Ordinance Requiring All Beneficiaries of Any Kind of Assistance Given By The LGU to Donate Blood in Return to Help Save Other Lives. An Ordinance Adopting the Official Color Blue and White in this Municipality A Resolution Creating the Municipal Environmental Office (MENRO) An Ordinance Promulgating the GAD Code of Camaligan, Camarines Sur Mandating the Implementation of Comprehensive Sustainable and Gender Development Program, Creating the Implementing Mechanisms Thereof, and Providing Funds for the Purpose. A RESOLUTION Extending Financial Assistance to One Barangay One Product (OBOP) Program A Resolution or Ordinance Establishing Terminal Market/Slaughter House Within the Municipality A Resolution Favorably Endorsing the Establishment of Business to Accommodate Local Employment within the Municipality A Resolution Increasing Financial Assistance to Livelihood Program A Resolution or Ordinance Identifying Products for OTOP (One Town One Product) An Ordinance Amending the OTOP Ordinance (including the OBOP) A Resolution Requesting Financial Assistance from International Agencies for the Solid Waste Management Program A Resolution Requesting Funding Assistance for the Revetment of Riverbanks to Impede Erosion A Resolution Requesting Other Government Agencies to Extend Their Assistance in Educating the Constituents of the Proper Segregation of Wastes within the Municipality An Ordinance Regulating the Establishment of Pigpens and Providing Penalties for Violations Thereof. An Ordinance Regulating the Operation and Establishment of Junkshops and Providing Penalties for Violation Thereof. An Ordinance Prohibiting the Cutting, Pulling or Uprooting of Growing Trees Planted Along the Municipal, Provincial, and National Roads, This Municipality and Providing Penalties for Violation

2011-2013

2010 2010 2011-2013

2011-2013 2011-2013 2011-2013

2011-2013 2011 2011-2013 2011-2013

2011-2013 2011-2013

2011-2013 2011-2013

2011-2013

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Thereof. An Ordinance Establishing “BANTAY-SULONG TASK FORCE” to Enforce the Provisions of Municipal Ordinances and Other National Laws.
An Ordinance Promulgating the “Bantay-Sulong Task Force”

2011-2013

4. EDUCATION

5. GOVERNANCE

An Ordinance Providing A Sustainable Management, Development and Conservation of Municipal Waters. An Ordinance Requiring All Public Utility Vehicles Plying Camaligan, Camarines Sur to Provide Trash Cans Inside the Vehicle and Providing Penalties for Violation Thereof. A Resolution Requesting Funding Assistance for Additional Classrooms and Chairs from National Offices and Officials A Resolution Requesting Funding Assistance for Additional Books from National Officials for the Establishment of Municipal Library A Resolution Requesting Funding Assistance From National Officials for the Creation of Vocational School and Community College A Resolution Requesting Funding Assistance for the Creation of New Home Economics Building A Resolution Granting Scholarship to Poor but Deserving Students of this Municipality A Resolution Establishing Fund for Locally Funded Teachers An Ordinance Prescribing the Guidelines in the Granting of Student Financial Support/Assistance to Poor but Deserving Students, This Municipality. An Ordinance Regulating the Operation of Family Computers, This Municipality and Providing Penalties for Violation Thereof. A Resolution on Accrediting NGOs A Resolution Supporting the LCE to Conduct Evaluation and Reorganization of All Personnel of LGU Camaligan A Resolution Requiring the Involvement and Participation of Private Sector in the Bidding and Implementation of the Government Projects A Resolution Requiring and Ensuring the Presentation of Private Sector/NGO/PO in all Local Special Bodies in the Committee of the Sangguniang Bayan to Maximize People‟s Participation. A Resolution Requesting the Office of the LCE to Strictly Implement the Various Ordinances Approved by

2011-2013 2011-2013 2011-2013

2011-2013

2011-2013

2011

2011-2013 2011-2013 2011-2013 2011-2013

2011-2013

2011-2013 2011-2013

2011-2013

2011-2013

2011-2013

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the Local Government Specifically: 1. Solid Waste Management 2. Anti-Rabies 3. Roaming Animals 6. REVENUE A Resolution Authorizing the LCE to Enter into a MOA GENERATION with Private Banks and Other Concerned Individuals for the Construction of Market, Terminal and Slaughter House An Ordinance Amending the Tax Code of Camaligan 7. A Resolution Requesting the LCE to Prioritize Repair & INFRASTRUCTURE Construction of Roads, Path Walk and Circumferential Creeks and Canals of the Municipality A Resolution Requesting Funding Assistance from National Officials for the Repair & Construction of Roads, Canals, and Other Infrastructure A Resolution Requesting the LCE to Strictly Implement the Ordinance Requiring Private and Government Contractors to Clean the Roadside Upon Completion of their Projects A Resolution Requesting the Office of the LCE to Prepare a Master Plan of the Municipal Drainage System 8. PEACE AND A Resolution Prohibiting Jueteng and other Related ORDER Illegal Gambling within the Municipality A Resolution Requesting the Office of the LCE to Strictly Implement the Ordinance Prohibiting Video Karera and other Forms of Gambling in the Municipality A Resolution Requesting the Office of the LCE to Strictly Implement the Ordinance Prohibiting the Sale of Toy Guns Replicating the Real Ones within the Municipality An Ordinance Revising/Amending the Transport Traffic Code of this Municipality An Ordinance Regulating the Curfew for Minors An Ordinance/Resolution Establishing the Organization of Crime and Drug Watch An Ordinance Vesting Special Task Force to Counter the Proliferation of All Kinds of Illegal Activities. 9. GENERAL An Ordinance Amending Certain Sections of Ordinance ORDINANCES Number 008-009,Series of 2009, Declaring Processed Food As the One-Town-One-Product (OTOP) of Camaligan, Camarines Sur An Ordinance Approving the Updated CLUP. This Municipality An Ordinance Approving the Zoning Ordinance, This Municipality

2011-2013

2011-2013 2011-2013

2011-2013

2011-2013

2011-2013

2011-2013 2011-2013

2011-2013

2011-2013 2011-2013 2011-2013 2011-2013 2011-2013

2011-2013 2011-2013

119

Conclusion Based from the external analysis and the patterns present in the environment, a conclusion can be drawn by the identification of the opportunities and threats critical to the progress and development of the municipality.

Opportunities  Big tract of uncultivated and unproductive lands. Since Camaligan is projected to absorb the spillover of Naga City‟s population, especially the low and medium income class, the big tract of uncultivated agricultural lands, marshlands and swamps can be the venue for low and medium cost housing projects. The LGU can enter into a joint venture with the NHA and the HUDCC.  Good road network. This is a requisite for development. Good road network will bring delivery of goods and services much faster. With all of its main and secondary roads fully cemented, transportation has become faster and the town has become more accessible. Good road network will attract developers and industry since accessibility has been addressed.  Presence of the CFPC and the seafood export processing companies. The presence of the CFPC and the seafood export processing companies in the municipality will attract investors of similar activities. The CFPC, together with the seafood processing and export companies, will remain as biggest employer in Camaligan. Furthermore, its expansion will trigger influx of inmigrants who would take advantages of the employment opportunity. In effect, Camaligan will have the opportunity to venture into housing to answer the housing needs of projected inmigrants.  Political alignment of the mayor with the 3nd District representative. The mayor will benefit from his political alignment with the congressman. Being aligned politically with
120

politicians holding key positions can spell the difference in developmental plans of an LGU. The mayor can easily lobby for developmental funds for development programs and projects.  The new mayor as a former provincial employee(department head). Being a former provincial employee(provincial employee) gives the mayor an edge in local governance. He knows the ins and outs and bottlenecks of the provincial government. He knows whom to approach for fund support for different programs and projects. In short, he has access and contact to the provincial government.  Long and unutilized riverbanks. The river banks may have been eroding for the past so many years but the municipality failed to see it as unutilized parcel of municipal property. Tiger grass can be grown abundantly on the riverbank and help prevent soil erosion. Planting tiger grass on the river banks can provide steady supply of tiger grass to broom makers and environmental benefits.  In-place telecommunication and complete electrification. The in-place telecommunication (Digitel and Bayantel) and complete electrification of the municipality can attract industries in Camaligan. Housing projects can also become attractive especially for low and medium cost housing.  Broom industry. This industry has been in Camaligan for a number of generations but its potential to provide revenue and income to the LGU and the people respectively has been really fully capitalized. Given the right support, especially financing, the broom industry in Camaligan can thrive. The broom industry can indirectly provide revenue for the LGU. If the broom industry thrives, the households involved could have a livelihood and source of income. As a result of the earnings from the livelihood, the broom makers would now be able to pay at least real property taxes to the LGU.
121



Solid Waste Management Project. Camaligan has been plagued by solid waste disposal problems ever since. The town does not have a dumping site of its garbage and other solid wastes, but the present administration look for possible site and reffered the same for approval of the Environmental management Bureau. Camaligan can look into the opportunity of partnering with the private sector and by engaging communities in waste management and earn income from garbage.

1.17.2 Threats 

Floods. The floods destroy livelihood and agricultural crops. Floods also turn the town into a virtual swamp and marshland during heavy rains and could become breeding ground of mosquitoes that could bring illnesses and diseases. The floods leave people homeless and impoverished.



Solid waste disposal problem. The absence of a Solid waste disposal area threatens to pollute the Bicol River. Garbage is also disposed along the roads that eventually get scattered by stray dogs. The absence of a solid waste disposal area will affect the health condition of the municipality. People will still resort to unaccepted practices such as burning and throwing of garbage in the river. It poses as an environmental and health risk.

 

High population growth rate. The high population growth rate can cause a surge in the unemployment rate in the municipality. In-migration. Camaligan is now experiencing influx of inmigrants in the municipality. In-migration is caused by the development of some places that resulted to dislocation of families. Massive in-migration might cause peace and order problems in the municipality. In-migration in the municipality will somehow increase the number of squatters and urban poor.

122



Ecological Degradation (River bank erosion). The erosion of the riverbanks will widen the width and decrease the depth of the river. Sustained erosion will affect and endanger the lives of the residents living along the riverbanks.

 Typhoons and other natural calamities. Typhoons, though
inevitable, are seen as threats by the investors, especially in the seafood processing industry. Since Camarines Sur is frequented by typhoons, there is an impression that operations and output will be adversely affected by the frequent typhoons.

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Republic of the Philippines Province of Camarines Sur MUNICIPALITY OF CAMALIGAN

OFFICE OF THE MAYOR

EXECUTIVE ORDER NO._____
Series of 2010 MOBILIZING AN EXECUTIVE-LEGISLATVE AGENDA TEAM (ELA TEAM) AND DESIGNATING THE COMPOSITION OF THE ELA TEAM

WHEREAS, the Local Government Code mandates local government units to prepare a Comprehensive Development Plan that outlines the key aspirations, challenges and concerns facing LGUs and a set of programs, projects and policies towards the sustained socio-economic development; WHEREAS, the Executive-Legislative Agenda serves as an implementing mechanism for the CDP, and its process ensures that the plan is reflective and supportive of the sentiments of and has generated popular support from the various stakeholders in the LGU; WHEREAS, the ELA process requires a team that will back up the chief executive in the various preparatory, consultative and technical activities in order to come up with good quality and acceptable outputs; NOW THEREFFORE, I, EMMANUEL T. PRADO, Municipal Mayor of the Municipality of Camaligan, Province of Camarines Sur, by virtue of the powers vested in me by law, do hereby identify and mobilize the ELA Team, to wit: Section 1. COMPOSITION The Executive-Legislative Agenda Team (ELA Team) shall be composed of the following: Chairman: EMMANUEL T. PRADO Members: Executive - Mrs. Nancy A. Atanacio , Municipal Development Planning Officer Engr. Levi R. Pabines, Municipal Engineer Dr. Felix N. Prado, Municipal Health Officer Ms. Evelyn Deuda , OIC-MAO/ENRO Ms. Purificacion Regidor –OIC-MSWDO

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Legislative - Hon. Eduardo C. Loriaga, Vice-Mayor Hon. Josefina Asor, SB Chairman, Committee on Appropriation Mr. Romeo A. Arco, MAFC Chairman (PO) Ms. , Local Council for Women President (NGO) Secretariat - MPDC Staffs Facilitator - Ms. Delia F. Ragrario, LGOO

Section 2. FUNCTIONS AND DUTIES OF THE ELA TEAM a. Review available plans and documents and gather data required in the development of the ELA; b. Assist the LCE in public hearings and other consultation sessions with various LGU stakeholders and affected sectors like the LGU offices, LDC, Sanggunian and other sectoral organizations; c. Assist the LCE and the LDC in drafting and finalizing the ELA to include the 3Year LDIP, current year Executive Budget and AIP; d. Assist the LCE in his presentation of the ELA to various stakeholders; and e. Do other tasks required by the Local Chief Executive in order to produce the desired outputs. Section 4. RELATIONSHIP WITH THE LDC AND OTHER UNITS The ELA Team shall work closely with the LDC as soon as it is reconstituted. The LDC shall act as the reference group for the ELA team and shall participate actively through its representative, in all stages of the ELA process. Section 5. SUPPORT REQUIREMENTS The team may call upon the assistance of relevant units and/or LGU personnel, through the respective department/unit heads, in the implementation of various activities. Everyone is enjoined to participate in the various activities of the ELA. Section 6. EFFECTIVITY The ELA Team shall exercise their functions and duties effective immediately and until the project closes. Done at Camaligan, Camarines Sur, Philippines, this 2nd day of July, 2010.

EMMANUEL T. PRADO Municipal Mayor
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