Setting/Revisiting the Vision

THE ENHANCED CDP CYCLE

What is a Vision?

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

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• Stakeholders’ shared image of the LGU’s future

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

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• Serves as an inspiration and a guide to action

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• Keeps the LGU in its course despite changing demands of constituents and shifting political and economic forces

VISION answers this question:

How do you see your LGU in the future?

Why is it important for an LGU to have a vision?

It is important for an LGU to set its vision because its serves as:

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• an end toward which all future actions specified in the plan are directed;

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• criteria for evaluating alternative strategies, approaches and policies; and

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• standard against which success of each action is measured.

Characteristics of a Good Vision

LONG-TERM. It covers a fairly long time horizon.

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

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EASILY UNDERSTOOD. It should be well articulated using simple language.

Components of a Good Vision

• “outward-looking” component - Desired role of the LGU or the best contribution it can make to the development of the nation

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• “inward-looking” component - defines the desired conditions of the following:

• Local population (social sector)
• Local economy (economic sector)
• Natural environment (environment sector)
• Built form (infrastructure sector)
• Local leadership/ governance (institutional sector)

Who is responsible for setting the Vision?

• Everyone in the community has a stake in setting the vision. The visioning exercise should be a highly participatory process because it entails determining the desired state or condition of the place where the people live and make a living.

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

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• The technical and administrative aspects of the activity, however, shall be the responsibility of the LPDO.

When is a Vision developed?

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The proper occasion for drafting a vision statement is in connection with the preparation of the Comprehensive Land Use Plan (CLUP).

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

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• The Synchronized Local Planning and Budgeting Calendar suggests that the LGU vision may be formulated or re-visited within the month of July during an election year.

How is a Vision developed?

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

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• household surveys
• barangay consultations
• seminar – workshops
• Interviews

A series of workshops or focus group discussions involving various stakeholders representing the following:

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• development sectors and sub-sectors (social, economic, infrastructure, environment and institutional), and

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• societal sectors (women, indigenous peoples, youth, business, academe, civil society organizations, religious, farmers, etc. as possible, may be conducted.

How is a Vision developed?

Steps in Formulating a Vision Statement

1. Begin by explaining the meaning, importance and the characteristics of a good LGU Vision.

2. Elicit from the participants ideas on what they would like their city or municipality to be in say, 12 to 30 years.

Through a plenary brainstorming:

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

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

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• Agree on not more than three (3) desired roles of the LGU.

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

Steps in Formulating a Vision Statement

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

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

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

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

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

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• Capacity and qualities of the local leadership - What do you desire from your local leaders and institutions?

Steps in Formulating a Vision Statement

3. Match the descriptors with the vision elements

Steps in Formulating a Vision Statement

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

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

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• the descriptors they assigned to each vision element.

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• Create a style committee of 3 – 5 members to prepare different versions of the vision statement for presentation and final adoption by the LDC in plenary.

State of the local economy

Let’s do a quick exercise

TOLOSA, LEYTE

“The alternate tourist destination for rest and recreation in Leyte, the center of fishery education and a growing agro-industrial town with an adaptive, resilient, and God-fearing people enjoying a peaceful and ecologically balanced and safe environment with a diversified and self-sufficient economy under a strong local leadership.”

A peaceful, economically stable and progressive tourism-based municipality with God-loving, healthy and empowered people living in a friendly environment and climate change adaptive and disaster resilient community with established infrastructure under an efficient, transparent, accountable and gender responsive government.

MARABUT, SAMAR

Formulating Success Indicators

Formulate as many success indicators for each descriptor. The success indicators are the specific aspects of the desired descriptors of each sector. Success indicators may take the form of inputs, outputs or outcomes.

Guide Questions in Revisiting the LGU Vision

Tacloban City: “A globally competitive, green and resilient city propelled by God-loving, gender responsive leaders and empowered citizenry”

Sample LGU Vision with risk lens

Basey, Samar: A globally competitive tourist destination with a diversified agro industry and ecologically balanced environment, disaster resilient, God-loving and empowered citizenry guided by transparent and responsible governance.

Sample LGU Vision with risk lens

Basey, Samar

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Descriptor: Disaster Resilient

Sample Success Indicators with risk lens

Basey, Samar

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Descriptor: Disaster Resilient

Basey, Samar

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Descriptor: Disaster Resilient

WORKSHOP 1:

Translating Vision into Success Indicators

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

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2. Formulate Success Indicators for each element descriptor. Formulate success indicators with risk lens, where applicable. You may use risk and vulnerability indicators from CDRA.

Belison, Antique: "A progressive agricultural community of God-fearing and empowered people living in a safe and well-balanced environment with upright governance.”

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Risk and Vulnerability Indicators

Risk and Vulnerability Indicators