UP Diliman School of Urban & Regional Planning

Plan 203B: Land Use Planning

COMMUNITY
VISIONING
PROCESS

Arpon | Katigbak | Palma

PRESENTATION
OUTLINE
Introduction

Visioning Process

Case Examples

Summary and Conclusion

 “A vision is like a lighthouse, which
illuminates rather than limits, giving
direction rather than destination”
- James J. Mapes
KEY TERMS
COMMUNITY - A social group of any size whose members reside in a specific locality,
share government, and often have a common cultural and historical heritage
CONSENSUS - Agreement made by a group as a whole.
SITUATIONAL ANALYSIS - the process of collecting, evaluating, and organizing
information regarding internal and external environments.
VISIONING - The act of imagining the future

COMMUNITY VISIONING
A process wherein the community defines the future they want.
Participatory and iterative process that engages residents in
developing consensus of what they want their community to
be, where the community seems to be heading and what has
to be done to achieve the desired common vision.
THE DIFFERENCE BETWEEN A VISION STATEMENT DEFINES FUNCTIONAL ROLE OF
MISSION STATEMENT AND A THE PLANNING AREA WITHIN THE BROADER
VISION STATEMENT PLANNING CONTEXT
The primary product of the visioning process, to be approved
MISSION VISION by the Local Chief Executive/Sangguniang Bayan
STATEMENT STATEMENT Participatory and iterative process among the key stakeholders
(private sector, women, indigenous communities,
children/youth, and basic sectors groups) and community
What you members of the LGU
What the
collectively
organization is Necessary scientific, baseline assessment and technical
hope to achieve
doing right now information should be made available and understood by
in the future
participants
Different levels of the process: community, barangay, municipal
Looks to the Done through town meetings, community assemblies, FGDs,
Focuses on the
future and surveys, interviews, workshops
present and
defines No right or wrong answers; process-oriented to arrive at a
defines purpose
aspirations consensus
The vision will be incorporated into the next master plan update
PURPOSE DESTINATION and implementation mechanisms
IMPORTANCE AND VALUE OF A VISION OF A
COMMUNITY’S FUTURE DEVELOPMENT
Serves as the driving force and guidance towards achieving the common
development direction and the next stages of the planning process
Basis for the formulation of goals, objectives, outcome and output indicators,
programs, and polices

Emphasis on early and continuous public participation. Lets the community

identify their purpose, core values and vision of the future that is relevant to the
LGU’s needs and requirements

Assesses the options and opportunities available based on the shared values
and purposes: Emphasizes community assets instead of needs for it to be realistic

Builds consensus regarding the common future of the community

Consensus-building technique; Can bring residents together to discuss the
community in new ways. Motivates them to become more involved
SOURCE: HLURB (2013)
IMPORTANCE AND VALUE OF A VISION OF A
COMMUNITY’S FUTURE DEVELOPMENT
Community satisfaction; people like to make meaningful contributions

Keeps the process on track; Fosters ownership - residents makes sure that
the issues raised will be addressed in the process and how it will be achieved.
A reminder of their commitment.

Place community goals and plans at the center of the community land
protection.
Raises awareness of increasing natural resource scarcity and the long-­-
term consequences of unsustainable natural resource use
Supports communities to recognize and reflect on how their community’s
relationship to its lands and natural resources has changed over time

SOURCE: HLURB (2013)

 COMPONENTS OF AN LGU’S VISION
STATEMENT
1. ROLE IN THE WIDER REGION (Outward-looking) 2. AS A DESIRED HUMAN HABITAT (Inward-looking)
Defining the LGU's role in the wider region to Picture of a desirable environment where people live and make
which it can make a unique or substantial a living. This should correspond to the five (5) development
contribution sectors: social, economic, environment, infrastructure and
institutional.
Consensus on the role can be determined by
revisiting existing higher-level plans, laws and Defined through the use of at least 3 descriptors (adjectives) that
administrative issuances. articulate the most desired end-state scenario.

If no such role is assigned, the local planning team Social Economic Environmental Infrastructure Institutional

may work together to determine:

The wider region to which the LGU relates or Healthy Productive Safe Resilient Capable
Educated Robust Sanitary Green Efficient
makes a substantial contribution Empowered Competitive Livable Sufficient Innovative
The LGU’s role in the region at the present
and in the future.

SOURCE: DILG (2008) & HLURB (2013)

CRAFTING A VISION STATEMENT

Review the existing CLUP's

vision, goals, objectives Disseminate the adopted
vision to the public
Formulate the vision statement

Adopt the vision

Present the refined vision
to LDC for endorsement to
SP/B for adoption

SOURCE: DILG (2008) & HLURB (2014)

CRAFTING A VISION STATEMENT
Review of the existing vision, goals and
objectives.

Revisit the existing vision (and its descriptors) based

on the situational analysis.
A group activity attended by the Local
Development Council (LDC) and other important
stakeholders in the LGU.
A Vision-Reality Gap Analysis may be done.

SOURCE: DILG (2008) & HLURB (2013)

CRAFTING A VISION STATEMENT
Vision-Reality Gap Analysis
Descriptor Success Indicator Rating

Longer life expectancy 3

Healthy
Lower mortality rate 3

Productive Lower unemployment rate 2

Safe Zero settlements in high risk areas 1

Sufficient Important growth centers are connected 3

100% of staff have the required knowledge, skills and

Capable 3
competency
CRAFTING A VISION STATEMENT
Formulate the vision statement
Based from the results of the analysis,
projections and estimations of land use
demand, demographic changes and other
factors.
Done through a visioning workshop and may
be complemented by a public or
stakeholders perception survey
May also be conducted at the barangay level
prior to the city level visioning

SOURCE: DILG (2008) & HLURB (2013)

CRAFTING A VISION STATEMENT
The Visioning Workshop
To be attended by the LDC with the key stakeholders in the city (CSOs, NGOs, private groups)
Participants to be grouped into the five (5) development sectors: environment, social,
economic, infra and institutional.
Generate idea on the perceived conditions of the LGU.
Based on the results of the VRG and future projections, each will come up with descriptors that
will be part of the vision statement.

WHAT DO YOU WANT YOUR CITY/MUNICIPALITY

TO BECOME 10-20 YEARS FROM NOW?

SOURCE: DILG (2008) & HLURB (2013)

LIMITATIONS OF THE PROCESS
The output is limited to the values of those involved in the
process.
Since the vision is long term, it may not be flexible to
changes such as advances to technology and
demographic changes.
Balancing attention to different areas/sectors is
challenging.
This requires long term commitment from the community.

SOURCE: MURPHY AND EAGLE (2008)

CASE EXAMPLES: DIFFERENT
VISION STATEMENTS
MUNTINLUPA CITY MANILA CITY VALENZUELA CITY

“We envision Muntinlupa City as “To become the magnificent and

one of the leading investment world-class capital city of the
hubs in the country, with country, with its rich history and
educated, healthy and God- distinct character, diverse hubs of
loving people living peacefully knowledge and creativity and "A MODERN VALENZUELA CITY
and securely in a climate change- centers for social, cultural, IN THE 21st CENTURY"
adaptive and disaster-resilient educational commerce and trade,
community, under the rule of linking the nation to the world,
transparent, caring and inspiring the hopes of its people
accountable leadership.” and putting God first, at all times.”

SOURCES:
LGU MUNTINLUPA (N.D.)
LGU MANILA (N.D.)
LGU VALENZUELA (N.D.)
NAVOTAS CITY
VISION
“Navotas as a world-class fishing and industrial
eco-port with a God-fearing, family-oriented,
disciplined, resilient and empowered citizenry,
living in an ordered, green, and aesthetically
pleasing urban setting, supported by adequate,
responsive, efficient, progressive infrastructure,
sheltered by an ecologically balance,
sustainable, safe environment, strengthened by a
financially self-sufficient, economically viable,
dynamic local economy administered by a
responsive, committed and strong leadership
and governance.”

SOURCE: LGU NAVOTAS (N.D.)

SUMMARY
Vision is the future plan while mission is the action of making the vision to become a reality one.

Crafting a vision statement involves processes such as review, formulation, presentation,

dissemination, and adoption.

The vision statement has two (2) components, outward-looking and inward-looking. LGU vision should
not deviate from, but rather should be a local variation on the very aspiration of the national
government to attain their fullest development as self-reliant communities and become more effective
partners in the attainment of national goals

The mechanism of visioning is to involve the community to attain the vison, mission, and goals for the 5
development sectors planning.

The visioning process involves the different sectors of the community to have shared responsibility and
accountability that would result to decisions which is realistic, ethical, legal, consensus, and moral.

Lastly, visioning emphasizes preservation, conservation, and development of the community.

CONCLUSION
The vision keeps the LGU in its course despite changing demands of constituents and shifting political and economic forces.
It should contain outward and inward looking components and must be derived through the use of various tools and
activities participated by the Local Development Council and key LGU stakeholders.

Tools such as GIS and remote sensing are important in providing a clearer picture of the LGU's current situation. Good
situational analysis gives the LGU a profound baseline resulting to realistic and achievable visions. Furthermore, the
involvement of the community reinforces the process as they share their lived experiences and aspirations. This fosters the
community’s sense of ownership which is critical in the achievement of the vision.

A GOOD VISION A BAD VISION

• People own it • Self serving intention
• Engages everyone • Focus only on selected group
• Inspiring and compelling • Too unrealistic
• Concrete and specific • So many plans but doesn’t serve the purpose or needs of
• Beyond limitations and constraints the LGU
• Suggests what people need to do • No quantitative objectives or measurements
• Applies SMART Objective in setting a good vision. • Too technical: cannot be easily understood by the people
• Has forecasted goal to be well known as place of • Unaligned to current resource and capacity of the society
and government
THANK YOU
References:
i

https://www.nj.gov/state/planning/assets/docs/pe-docs/pe-doc-community-visioning-standards.pdf
Department of the Interior and Local Government. (2008). Guide to Comprehensive Development Plan (CDP)
Preparation for Local Government Unit. Retrieved from Department of the Interior and Local Government:
https://dilg.gov.ph/PDF_File/issuances/memo_circulars/MC2008-156.pdf
Housing and Land Use Regulatory Board (2013). A Guide to Comprehensive Land Use Plan Preparation Volume 1:
https://lcp.org.ph/UserFiles/League_of_Cities/file/HLURB_CLUP_Guidebook_Vol_1_11042015.pdf
Murphy and Eagle (2008). Elements of Community Visioning: https://minds.wisconsin.edu/handle/1793/52971
LGU Muntinlupa Vision (n.d.). Retrieved from https://muntinlupacity.gov.ph/history/
LGU Manila Vision (n.d.). Retrieved from https://citycouncilofmanila.com.ph/mission-and-
vision/#:~:text=To%20become%20the%20magnificent,putting%20God%20first%2C%20at%20all
LGU Valenzuela Vision (n.d.). Retrieved from https://valenzuela.gov.ph/the_city/mission_vision
LGU Navotas Vision (n.d.). Retrieved from https://www.navotas.gov.ph/OurGovernment/MissionVision
Palma, Norivn, Strategic Business Analysis with Management,Books Atbp Publishing Corp, 2023