DILG Annual Report 2015

ANNUAL REPORT 2015

Republic of the Philippines

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

DEEPENING GOOD LOCAL

GOVERNANCE REFORMS

AND IGNITING MEANINGFUL

TRANSFORMATIONS

About the Cover

This year’s annual report features several hand prints in different colors representing the efforts of the Department in the implementation of its priority projects, wherein the DILG family, together with the local government units, and the community, similar to hands that labor, work together towards the attainment of the different outcome areas through improved cooperation with other stakeholders and the participation of the people. With our concerted efforts, we act and work hand in hand, leaving imprints in the hearts of the LGUs which deepens good local governance reforms and ignites meaningful transformations, both in the local government and interior sectors. The yellow blocks serve as governance pillars that assist the LGUs in improving service delivery to the communities.

The metal background signifies the LGUs’ continued resiliency in times of disasters, as well as, their boldness in confidently facing the challenges of governance.

DILG in 2015:

Deepening Good Local Governance Reforms

and Igniting Meaningful Transformations

ANNUAL REPORT 2015

DILG 2015: DEEPENING GOOD LOCAL GOVERNANCE REFORMS AND

IGNITING MEANINGFUL TRANSFORMATIONS

Secretary’s Message 1

Introduction 3

Highlights of Accomplishments

We sustained the drive for LGU transparency, accountability and performance 6 Full Disclosure Policy Performance Challenge Fund Seal of Good Local Governance

We continued to make the people and civil society organizations integral parts 9 of local project identification and implementation Bottom-up Budgeting Process Ugnayan ng Barangay at Simbahan Project Citizens’ Satisfaction Index System Barangay Assemblies

We introduced policies that aided LGUs and boosted local autonomy, 11 and promoted innovative approach in program and project development and implementation Various DILG-issued policies LGU Performance Scorecard Disaster preparedness on the most vulnerable people through Family Development Sessions

We boosted people’ employment chances by making LGUs more competitive 16 and business-friendly Streamlining of Business Permits and Licensing System Regulatory Simplification for Local Governments Project Accelerating Investments for More Business in LGUs Project Local Governance Support Program for Local Economic Development Skills Training for Accelerated Growth in Local Governments Project Provincial Road Management Facility Special Local Roads Fund We boosted the capacities of LGUs to brace and bounce back from disasters 20 Enhancing LGU Capacity on Disaster Risk Reduction and Climate Change Adaption Program

DRMM Act / Calamity Response Protocols Management of the Dead and Missing DRR Knowledge Products The Operation LISTO

Bohol Earthquake Assistance Project Rehabilitation and Reconstruction Assistance for Yolanda-Affected Areas Project Manila Bay Clean Up, Rehabilitation and Preservation Project

We helped LGUs obtain the means to address the needs of the poor 34 and the marginalized Sagana at Ligtas na Tubig Program BuB Water Project BuB Local Access BuB Other Local Infrastructure Payapa at Masaganang Pamayanan Program Comprehensive Local Integration Program Mainstreaming Gender in Local Governance: Localizing Magna Carta of Women Local Council for the Protection of Children Local Committees on Anti-Trafficking and Violence Against Women and their Children Violence Against Women Desks Assistance to Informal Settler Families Living in Danger Areas Program People’s Action Team Responding On-Line 117

We continued to professionalize the Police Force 44 We stepped up our drive to make our people and communities safe, peaceful and orderly 46

We continuously protected the communities from destructive fires and other emergencies 50 We tightened security in all District, City and Municipal Jails and worked for the 52 welfare of inmates We continued to upscale the knowledge and skills of the PNP, BFP and BJMP 54 personnel and services We continued to strengthen our internal organizational capacity 58

DILG Budget Allocation FY 2015 60

DILG Objectives and Priority Thrusts for FY 2016 62

DILG - LG Sector Priority Projects for FY 2016 63

DILG - Interior Sector Priority Projects for FY 2016 64

DILG - LG Sector Outcome Framework 65

Moving Forward 70

Directory of DILG Officials 71

Message of the Secretary

The journey of good governance is a continuous challenge that leads to a singular expectation of the people - a government responsive to their needs and one that preserves peace and safety of their communities. Hence, we are proud to present to you our 2015 achievements, wherein challenges have presented itself in many ways through the years as we hurdled it and managed to live up to the people's expectations,.

We were able to reach a greater number of local government units, as well as, the most vulnerable and underprivileged people, including those living in conflict-affected areas, providing them with, among others, potable drinking water, evacuating families living within the danger zones and providing them housing settlements. Typhoons and natural disasters had served as pedagogue for the Department to heighten the call to develop and further strengthen the capacity of our LGUs in disaster preparedness and management, all aimed at providing safer communities in general. We are also mindful of the need for safety of the people as we continued to strengthen our programs and projects carried out by the interior sector agencies.

As we go all out for the realization of deepening good local governance reforms and igniting meaningful transformations, we continuously examine ourselves and raise the bar of good local governance by stepping up our efforts in making all LGUs transparent, accountable, and responsive to the needs of its citizenry.

We fuel the stride to a collective development that radiates from the center, down to the peripheries of the government through the development and implementation of programs and projects that are anchored on the Sustainable Development Goals. Together, may we be able to be reminded of this great responsibility bestowed upon our shoulders and let us continue serving the Filipino people by working harder towards a better Philippines.

Mabuhay ang Kagawaran ng Interyor at Pamahalaang Lokal!

D e p a r t m e n t o f t h e I n t e r i o r a n d L o c a l G o v e r n m e n t

ANNUAL REPORT 2015 3

INTRODUCTION

The year 2015 proved to be a very challenging, yet fulfilling one for the Department with the

accomplishments it registered both in the local government and peace and order and public safety

fronts. With the Department somewhat “returning” to its erstwhile roots of community / local

development, it was able to bring development to communities by making sure that projects chosen,

funded and implemented were those actually needed by the people and have the potential to change

and develop both the lives of the people and the condition in the localities where they live.

The year also saw the change of leadership in the DILG with Western Samar 1st District

Representative Mel Senen S. Sarmiento receiving the mantle of leadership from outgoing Secretary Mar

Roxas. This change, however, did not stall but in fact further fueled the Department’s desire to

contribute immensely to the realization of the President’s Daang Matuwid governance platform, as we

continue making local government units (LGUs) adhere to the principles of good governance, especially,

transparency, accountability, participation and high level of performance which are critical ingredients in

making them responsive to the needs of, and effective in delivering quality public service to, their

constituents.

LGUs have been assessed, recognized and given incentives for good local governance, while optimizing citizen participation.

96% of LGUs (73 provinces, 139 cities and 1,318 municipalities) and

36,506 barangays complying with the Full Disclosure Policy (FDP)

254 LGUs (41 provinces, 28 cities and 185 municipalities) conferred

with the Seal of Good Local Governance (SGLG); SGLG was

recognized as 12th place in the Open Government Awards (OGA) from 30 participating countries showcasing active involvement in good governance

Performance Challenge Fund (PCF) amounting to a total of Php4B

granted to qualified LGUs based on the SGLG

89% (1,946) of the 2,187 PCF-subsidized projects for the period 2010-2015

already complete

67 provinces and 29 HUCs entered into agreement with inter

-faith groups under the Ugnayan ng Barangay at Simbahan (UBAS) to monitor the status of 41,156 Bottom-

up Budgeting (BuB) projects, of which 40% (16,576) are

already completed

and accountability pushed

Drive for local transparency

Citizen’s Satisfaction Index System (CSIS) implemented in 141 cities, results of which amplified citizens’ feedback in improving service delivery in LGUs



The Full Disclosure Policy (FDP) continued to inspire provinces, cities, municipalities and even barangays to reveal to their constituents through various means, where and how they

utilized their resources. Since the introduction of the Policy in 2010, we recorded an annual average of 95% compliance rate of our LGUs. This year, compliance rate reached to 94% or a total of 1,495 LGUs (73 provinces, 139 cities and 1,283 municipalities). At the barangay level, since the FDP was introduced in 2011, we logged a consistently increasing trend of compliance - from 64% or 25,186 barangays in said year to 36,506 barangays in CY 2015. The creation of the FDP Portal in CY 2012 further gave the public easier access to LGU financial documents online. The said portal serves as the primary platform of information on LGU financial disclosure which also highlights the Department’s commitment to Open Data Partnership and the open data portal (data.gov.ph) of the national government.

The Department continued to provide the Performance Challenge Fund (PCF) to those LGUs conferred with the Seal of Good Local Governance (SGLG) which showed their strong performance

in the areas of good financial housekeeping, disaster preparedness, social protection, business competitiveness, environmental protection and peace and order and public

We sustained the drive for LGU transparency, accountability and performance

safety. For this year, a total of 254 SGLG passers were provided the PCF amounting to a total of Php1 Billion which they will be using to implement pro-poor and developmental projects in their respective communities, which include concreting of pathways and rough roads, construction of farm-to-market roads and bridges, construction of public markets, school buildings, health facilities, water supply facilities, evacuation centers, flood control systems, and sanitary landfills, among others.

The SGLG is indicative of how successful the DILG was able to steer the LGUs in translating good governance practices. The Seal was recognized in the 2015 Open Government Awards (OGA) by placing 12th from among the 30 participating countries at the international award for showcasing the active involvement of different stakeholders in good governance -- civil society organizations, central and local governments, businesses, and aid donors. The 2015 OGA aims to recognize how government initiatives promote the values of accountability, transparency and participation, and foster improvement of public service delivery.

Since PCF’s inception in 2010, the Department has already provided financial subsidy amounting to Php3.949 Billion to a total of 2,223 good performing local government units (LGUs) which funded 2,187 projects related to local economic development, disaster risk reduction and management, ecological solid waste management, and the Millennium



CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015

SGH / SGLG PASSERS 30 LGUs 30 Ms

1,327 LGUs 71 Ps

111 Cs 1,145 Ms

1,372 LGUs SGH Silver:

52 Ps 90 Cs

865 Ms

SGH Bronze: 8 Ps

17 Cs 340 Ms

Transition Year from

SGH to SGLG

248 LGUs** 28 Ps 27 Cs

193 Ms

254 LGUs 41 Ps 28 Cs

185 Ms

PCF BENEFICIARIES 30 LGUs 30 Ms


347 Ms


432 Ms

734 LGUs * 22 Ps 62 Cs

650 Ms

248 LGUs ** 28 Ps 27 Cs

193 Ms


185 Ms

Table 1. SGH / SGLG Passers and PCF Qualified LGUs through the years (CY 2010 to CY 2015)

* Includes the additional 13 Yolanda-affected LGUs. ** The recipients for PCF 2014 were based from the remaining 1st class LGUs with SGH 2012 and revalidated via 2012

Good Financial Housekeeping, wherein 248 of the 273 LGUs were declared eligible to access the Fund.

Development Goals (MDGs). Of the projects identified, 1,946 projects (89%) were already completed and are now benefitting the people in the LGUs with the remaining 241 projects (11%) now in various stages of implementation.

BEFORE

Financial documents of LGUs were not disclosed to the public

Local financial performance not known to the community

Mechanisms and processes for citizen participation in local governance not optimized

NOW

Data required for disclosure can be viewed by the public through web portals, print media, and in conspicuous places within the LGU

LGUs are now assessed, recognized and given incentives for good local governance

Opportunities have been supported for citizens to participate in local governance

The Barangay Seal of Good Governance (BSOGO) is an initiative of DILG-Region IVA which aims to come up with synchronized plan of action among all the barangays in the region in order to further enhance barangay operations and sustain the gains of good governance.

In 2015, the data capture form was pilot tested in 310 barangays from selected cities and municipalities (1st-3rd and 4th-6th class) in the region.



EXPRESS LANE FOR EASIER COMMERCE

Thirty-eight years old farmer Nick G. Jueves, a long-time resident of Barangay Matibuey in the town of San Emilio in Ilocos Sur province, Region I, recounts the difficulty of farmers like him to tend to their farmland and livestock whenever they could not cross the swelling Abra River during the rainy season. “We had to wait for balsa (bamboo raft) to aid us in crossing the rapid current of river,” said Jueves. “The river is deep and the current is strong especially during typhoon. We could not just take our chances. If there is no balsa, we had to wait for the storm to die down a little bit,” he added. Recognizing this dire situation, the Municipal Government of San Emilio set out for the construction of a hanging footbridge in Barangay Matibuey, utilizing P6M from the municipal coffers together with the P1M Performance Challenge Fund (PCF) it has received from the DILG for the construction of the 272-meter long footbridge. “The footbridge provided an all-weather, 24/7 access to farmers in order for them to visit their rice fields at the other side of the river. The structure reduced the risks to farmers who need not cross the river during rainy season,” said Barangay Matibuey Chairman Warlito B. Makey. San Emilio Mayor Ferdinand A. Banua Sr. added, “It is another breakthrough in the infrastructure development in the municipality as it does not only benefit the farmers or residents of Barangay Matibuey but also provides accessibility to the residents of Tubo in our neighbor province Abra.” Meanwhile, Ilocos Sur Governor Ryan Luis V. Singson opined, “The hanging footbridge that connects Sitio Panpaniki and Masiosioay in Barangay Matibuey is symbolic for the town's battlecry, ‘Umakdangka San Emilio’ which means move or step forward.”

Matibuey Hanging Footbridge in San Emilio, Ilocos Sur constructed through the DILG’s Performance Challenge Fund (PCF).



Through the Bottom-up Budgeting (BuB) Process, the citizenry, CSOs and POs actively took part in identifying needs-based projects of their communities through the formulation of the Local Poverty Reduction Action Plans (LPRAPs) which contained the projects they wanted implemented in their localities and which served as basis for funding by the national government. Since 2011, these CSOs and POs have partnered with the local chief executives and functionaries of cities and municipalities throughout the country where 41,156 BuB projects have been identified, funded by the national government and implemented. Among the projects identified through this dynamic LGU-CSO/PO partnership were the provision of capacity development, livelihood subprojects, solid waste management, improvement of evacuation centers, installation of steel gate/barrier, flood control and DRRM equipment purchase of equipment, and construction of infrastructure projects which include water projects implemented by the DILG. Overall, 40% (16,576) of these projects are now complete. To ensure that these projects are actually implemented and resources used to implement them do not go to waste, the Department sought and won the participation of interfaith groups

We continued to make the people and civil society organizations integral parts of

local project identification and implementation

and barangays to help the national government monitor the status of the BuB projects through the Ugnayan ng Barangay at Simbahan (UBAS) Project.

Today, 83% (67 of 81) of the provinces and 88% (29 of 33) of the HUCs are now covered under UBAS with a formal MOA between the LGUs and the inter-faith groups.

DILG-CARAGA held the Pagdadayag: Showcasing the Gains of BuB which is an activity showcasing an array of BUB projects implemented by the participating agencies like farm to market roads, livelihood projects, and potable water supply projects. During the activity, testimonies of LGU-recipients on the different BUB processes such as conduct of CSO Assembly, LPRAP Workshop, implementation, operations, benefits and impact of the projects implemented were shared by different stakeholders coming from the LGU, the community, the CSO, and Barangay representatives.

Participation, being one of the good governance principles that we follow in the Department, was continuously strengthened as Civil Society Organizations (CSOs) and People’s Organizations (POs) remained LGU partners in local governance.



On the other hand, the Department carried out the Citizens’ Satisfaction Index System (CSIS) in an effort to

gather citizens’ feedback on the kind and quality of service rendered by their city government. Since the implementation of the program in CY 2011, 141 of the 142 target cities have already conducted the survey, wherein 131 already have their respective Citizen Satisfaction (CS) Reports, while 135 have also conducted utilization conferences on the CS results, which helped guide them in the formulation of their plans and strategies for better public service delivery. Barangay Assemblies were also conducted twice a year to ensure that each barangay present to their constituents their Semestral Accomplishment Reports, Income and Expenditures, as well as, their proposed programs and projects that will address the problems affecting their barangay. In 2015, 93% or 38,936 of the 42,028 barangays nationwide were able to conduct barangay assemblies during the 1st Semester, and 81% or 34,251 barangays in the 2nd Semester.

Likewise, the following were also organized:

Table 2. UBAS Organized Groups

Groups LGU Coverage

Convenors’ Group 14 Regions 40 Provinces 26 HUCs 23 Component cities 344 municipalities

Technical Working Group

13 Regional 30 Provincial 21 HUCs 13 component cities 274 municipalities

Barangay Action Team

4,036 BATs in 9 Regions

Left Photo: DILG-Region III, headed by RD Florida Dijan, showcased Barangay Cutcut of Angeles City during the conduct of the 1st

Semester Barangay Assembly Day.

Right Photo: DILG-Region XII, headed by RD Reynaldo Bungubung, showcased Barangay Lagao of General Santos City for the 2nd Semester Barangay Assembly Day .



The Department has issued numerous policies that assisted the local governments to improve their local autonomy, as well as, advocated innovative approaches in developing and implementing various priority programs and projects.

Table 3. DILG-issued Policies

Policy Subject Particulars

MC 2015-11 (13 Feb 2015)

2014 Climate-Adaptive and Disaster-Resilient (CLAD) Award for Cities and Municipalities

The CLAD Award recognizes exemplar LGUs (Cities and Municipalities) which are implementing innovative strategies to manage climate and disaster risks. It also aims to highlight the outstanding CCA-DRR practices of cities and municipalities and seeks to encourage other LGUs to prioritize and emulate measures that will enhance the adaptive capacities and reduce vulnerabilities of their respective communities.

MC 2015-68 (26 June 2015)

2015 Local Legislative Award

The Award accords official recognition to a Sangguniang Panlungsod or to a Sangguniang Bayan that excels in the enactment of ordinances or resolutions that ultimately contribute to the attainment of desirable socio-economic and environmental outcomes.

MC 2015-76 (21 July 2015)

Early Preparedness Actions to Reduce Disaster Risks

Relative to the provisions of Philippine Disaster Risk Reduction and Management Act of 2010 and in consideration of the increasing frequency, severity and unpredictability of disaster occurrences that the country has experienced for the past years, the Department enjoins all Local Chief Executives to perform early preparedness actions to reduce disaster risks.

MC 2015-89 (29 August 2015)

Support to the "LISTANAYAN" a Project Promoting the Biometrics Voter Registration

All Local Chief Executives were enjoined to support the Listanayan Project through publicity and information drive on mandatory biometrics voter registration using IEC materials, pursuant to R.A No. 10367 and MOA “Samahan para sa Tunay na Eleksyon sa Pilipinas” (STEP) which aims to increase awareness on the biometrics voter registration thereby reducing the number of voters without biometrics.

We introduced policies that aided LGUs and boosted local autonomy and promoted innovative approach in program

and project development and implementation



Policy Subject Particulars

MC 2015-128 (02 Nov 2015)

Guidelines on the Formulation of Peace and Order and Public Safety Plan (POPS) Plan

Guidelines for the preparation of POPS Plan to strengthen POCs/BPOCs in tackling peace, order and public safety concerns in their localities and to develop and establish an integrated area/community public safety plan.

MC 2015-130 (03 Nov 2015)

Guidelines on the Functions of the Peace and Order Councils, Barangay Peace and Order Committees and the Peace and Order Council Secretaries

Guidelines to further strengthen the POCs/BPOCs pursuant to the Peace and Development Agenda.

MC 2015-134 (13 Nov 2015)

Guidelines on the Cancellation of Non-Moving Subprojects Under the BuB – DILG Fund

This is to establish the procedure for cancellation of non-moving subprojects under BuB-DILG Fund Project. Cancellation of non-moving locally-funded projects is one of the strategies employed to speed up project implementation to address the issue of low financial spending and low completion rate of the Department.

MC 2015-138 (01 Dec 2015)

Guidelines on the Implementation of Training for Better Access to Job Opportunities (TraBAJO)

All DILG Regional Directors were directed to implement TraBAJO, formerly known as STAG-LG, which aims to improve the capability of LGUs to develop and manage sound and responsive Workforce Development Program, and to provide the necessary technical assistance.

MC 2015-145 (29 Dec 2015)

Reiteration of Local Government Units’ Role and Functions in the Implementation of RA 10354 Entitled “Responsible Parenthood and Reproductive Health (RPRH) Act of 2012” and its Implementing Rules and Regulations (IRR)

The RPRH Law and its IRR mandates all LGUs to perform and undertake their roles and responsibilities such as ensuring the provision of full range of responsible parenthood and reproductive health care services; ensuring that all health facilities have an adequate number and adequate training for skilled health professionals for reproductive health care; etc.

Being a former local chief executive himself, Secretary Sarmiento has not only the experience but also a feel of the condition of LGUs and what they actually need, as well as how government programs can be more felt and relevant to them and their constituents. Hence, he introduced several initiatives deemed innovative and more responsive to such condition.

Secretary Sarmiento not only advocated but also pushed the Department to introduce the LGU Performance Scorecard where targets will be made by the LGUs themselves based on the data that DILG field officers will gather beginning January 2016, as part of localizing the Sustainable Development Goals (SDG) and in making local initiatives wholly focused on meeting the basic needs of their constituents.



Data to be generated in support of the Performance Scorecard will then be used to enhance or further beef up the training intervention being prepared for the incoming newly elected local officials (governors down to barangays), as well as to be incorporated in the SGLG which is being scaled up yearly, so that its criteria will be expansive and focus on the actual realities on the ground and performance of LGUs in addressing them. Likewise, with the Bottom Up Budgeting to be cascaded down the barangay level, in an effort to ensure that “no one gets left behind” in the country’s continuing drive for inclusive growth, the Scorecard will actually help in determining the kinds and types of projects that they will implement for their constituents.

In all the training packages that the Local

Government Academy (LGA), the Department’s training arm, the SILG wants such to be a combination of technology and experience, with current or former local chief executives sharing their experiences and best practices with their peers, as “lessons are found not only in books,

but in the wealth of experience of those who actually handled and performed local governance functions.”

The Secretary emphasized that one of the

best ways to advocate and make people believe in the necessity of being prepared at all times during disasters is to focus such efforts on those who are actually vulnerable. Hence, he initiated a partnership with the Department of Social Welfare and Development (DSWD) that will include the DILG’s advocacy programs on disaster preparedness in the latter’s Family Development Sessions with the beneficiaries of the Conditional Cash Transfer (CCT) as these are thoroughly vulnerable to the impacts of disasters. Likewise, other capacity building interventions of the DILG will now become barangay- and family-centered so that awareness, preparedness and action will commence right at the household level, with everyone, not only government, moving to secure lives and properties during such events.

86% of cities and municipalities (139 cities and 1,264 municipalities) have

already streamlined their Business Permit and Licensing System (BPLS)

LGUs helped with local economic drivers under the Accelerating Investments for More Business (AIMBIZ) Project:

49 cities and municipalities on updating the Local Revenue Code and

Local Investment and Incentive Code

56 LGUs on formulating LGU Business Plan, and organization of Local

Economic and Investment Promotion Office (LEIPO) for local economic development and investment promotion

Campaign for ease of doing business in LGUs was sustained.

48 cities and 34 municipalities officially enrolled and coached on

Regulatory Simplification for Local Governments (RS4LG), of

which 27 have already completed the regulatory simplification work

663 kms. and 380 kms. local roads rehabilitated under the Special

Local Roads Fund (SLRF) and Provincial Roads Management Facility (PRMF), respectively

in LGUs pressed

Making businesses thrive



The Streamlining of Business Permits and Licensing System (BPLS) continued which helped 139 cities and 1,264 municipalities ease the way of doing business transactions and make them more attractive to investment and business. These LGUs now have simplified multiple forms for business application and renewal to one single form with at most five approving signatories, shortened the process from more than 10 steps to a maximum of five and reduced the processing time from one to three months to one to three days.

Complementing the streamlining of BPLS is the Regulatory Simplification for Local Governments (RS4LG) Project which aims to improve a city’s process in starting a business. The Project provides standards not just for business applications and renewals but also for costs/fees and processes for required government applications across LGUs. Today, the simplified business registration process includes reduction in processing time from an average of 45 days to 1 day, steps/procedures from 30 steps to 2 steps and establishment of IT support systems. A total of 82 first class cities and municipalities have been officially enrolled and coached on the RS4LG, 27 (18 cities and 9 municipalities) of which have already completed the regulatory simplification work on business permitting and were able to issue an Executive Order (EO) signed by the Mayor on forwarding the implementation of simplified BPLS to support the reformed business permitting system. In

We boosted people’s employment chances by making LGUs more competitive and business-friendly

addition, 20 cities and municipalities have completed the simplification and are in the process of signing/approving the Executive Order/Ordinance adopting the BPLS. Furthermore, another remaining 27 cities and municipalities are still in the process of completing the design of the reformed BPLS.

To help LGUs identify critical business

opportunities available in the locality and maximize its resources in pushing economic activities, the Department has started providing technical assistance to selected cities and municipalities in the preparation of their Local Revenue Code (LRC), Local Investments and Incentive Code (LIIC), and Business Plans, as well as, the organization of a functional Local Economic and Investment Promotion Office (LEIPO) for Local Economic Development (LED) and investment promotion, and ICT support on BPLS automation under the Accelerating Investments for More Business (AIMBIZ) in LGUs Project.

Table 4. Technical Assistance provided for Local Economic Development (LED)

Particulars Total No. of

LGUs

Updating of Local Revenue Code 49 CMs

Preparation of Local Investment and Incentive Code

49 CMs

Preparation of LGU Business Plan 56 CMs

Organization of functional LEIPO for LED and Investment Promotion

56 CMs

ICT support on BPLS automation 300 CMs

The Department also helped LGUs develop their local economic plans and programs and improve their business systems to create a better business environment that will bring about more employment opportunities to the community.



To improve the country’s policy and programming framework for local economic development, the Department thru the Local Governance Support Program for Local Economic Development (LGP-LED) enabled LGUs to work collaboratively with the private sector and communities to grow local economies in sustainable ways, wherein 17 LG Alliances were formed since 2009. We have formulated 11 new DILG policies, programs and tools in support of sustainable LED, and 14 national policies, programs and tools on LGU business-friendliness and competitiveness, wherein 134 LGUs accessed the Department’s LED support programs.

To improve local infrastructures such as roads that will speed up the conduct of trade and commerce, the Department continued the implementation of the Provincial Road Management Facility (PRMF) wherein 10 provincial governments have been assisted to

LED initiatives were spearheaded by DILG-Region VI wherein LGUs belonging to the Batch 3 LED sites in Region VI (Northern Iloilo, Northern Panay and Bacolod-Talisay-Silay circuit) continuously put in place projects and activities as part of their respective Work Plans and Tourism Development Plans. Northern Iloilo circuit, among others, has completed activities geared towards restoring and promoting Northern Iloilo as a tourism destination after Typhoon Yolanda left the area devastated. Similarly,

Bacolod-Talisay-Silay circuit conducted its customer relations training as part of improving enabling conditions towards sustainable LED. Business planning for workforce development was also facilitated by the DILG together with LGSP. On the other hand, Northern Panay with municipalities traversing the provinces of Aklan and Antique, also completed its Tourism Development Plan. Negosyo Centers for the 3 LED Sites were also launched.

improve their local road network plans, management and maintenance. Since the project started in CY 2010, a total of 379.76 kilometers of road were rehabilitated and 248.26 kilometers of road maintained.

Similarly, we implemented the Special

Local Roads Fund (SLRF) of the Motor Vehicle Users’ Charge (MVUC) Law or RA 8794 in all provinces and cities nationwide which paved the way for better road connectivity and improved access to goods and services as well as public service delivery where a total of 552 of 1,108 road projects are already completed covering a total of 663 kilometers of road.

Local capacities to anticipate and manage disasters have been enhanced.

Local capacities developed:

1,004 LGUs on Local Climate Change Adaptation Plan

730 LGUs on use of the Geographic Information System in risk

analysis

Around 4,000 barangays on community-based DRRM, contingency

planning and community organizing

Introduced early and critical LGU preparedness actions under Alpha, Bravo and Charlie protocols to prevent loss of lives and properties under the

Operation Listo

LGU Disaster Manuals were distributed to all LGUs (Checklist of Early Preparations for Mayors, Checklist for Critical Preparations for Mayors, and Checklist for Municipal Local Government Officers, Chiefs of Police and Fire Marshall)

in LGUs compelled

24/7 disaster preparedness

Around 1,300 LGUs complying with the Disaster Risk Reduction

Management (DRRM) Act

Around 1,500 LGUs complying with the Calamity Response Protocols

Speedy rehabilitation and recovery from disasters:

551 of 1,079 sub-projects completed under the Bohol

Earthquake Assistance (BEA) Project

294 of 307 sub-project completed under the Recovery

Assistance on Yolanda (RAY) Project- Batch 1, and 566 of

3,626 sub-projects under Batch 2



We ensured that Disaster Risk Reduction Management (DRRM) and Climate Change Adaptation (CCA) efforts are mainstreamed in local plans and those local institutions are in place and fully functioning to address concerns related to disasters and calamities.

We likewise sustained the provision of

capacity building, technical assistance, advocacy, and assessments for our LGUs to hike their preparedness. These are consistent with the requirements of the Philippine DRRM Act of 2010 (Republic Act No. 10121), especially with regard to the formation and reorganization of Local Disaster Risk Reduction and Management (DRMM) Councils, and the integration of disaster risk reduction and climate change adaptation into local development plans, programs, and budgets.

In the area of strengthening LGU planning

capacities and structures on disaster preparedness and climate change, and as a result of our efforts in Enhancing LGU Capacity on Disaster Risk Reduction and Climate Change Adaptation, we have conducted various capacity building initiatives starting CY 2013, wherein:

1,004 LGUs capacitated on Local Climate

Change Adaptation Plan (LCCAP) formulation 730 LGUs capacitated on Geographic

Information System (GIS) for Climate and Disaster Risk and Vulnerability Reduction

75 Coaches trained on the GIS

We boosted the capacities of LGUs to brace for and bounce back from disasters

653 LGUs capacitated on Mainstreaming CCA-DRR in the Comprehensive Development Plan (CDP)

171 LGUs capacitated on the Utilization of Multi-Hazard Maps , including Flood and Landslide Susceptibility Hazard Maps

89 LGUs on Infrastructure Audit 3,873 barangays on the preparation of

Community-Based Disaster Risk Reduction Management (CBDRRM) Plan; which all now have their respective CBDRRM Plans

3,529 barangays on Contingency Plan 5,176 barangays on Barangay Readiness

Profile 4,262 barangays on organized CBDRRM

Structure

Meanwhile, more and more LGUs are now complying with the requirements of the DRMM Act (RA 10121) and the Department’s Calamity Response Protocols and Associated Actions (DILG MC No. 2010-079) for flood and landslide-prone LGUs as, out of the 1,591 LGUs nationwide (excluding ARMM), we now have the following:

LGUs complying with DRMM Act (RA 10121): 1,373 LGUs with functional DRRM Councils

(74 provinces, 138 cities, 1161 municipalities) 1,248 LGUs with Annual DRRM Plan (68

provinces, 135 cities, 1045 municipalities) 1,390 LGUs with DRRM Office (70 provinces,

127 cities, 1193 municipalities)

The Department, being the Vice Chair on Disaster Preparedness as mandated under Republic Act 10121, stepped up its efforts to make LGUs, especially the most vulnerable ones, more prepared when faced with disasters, believing that preparedness is the key to reducing loss of lives and the disasters’ impact on the people and communities.



1,523 LGUs with designated DRRM Officer (74 provinces, 137 cities, 1312 municipalities)

LGUs complying with Calamity Response Protocols (DILG MC 2010-079): 1,510 LGUs with Disaster Command and

Auxiliary Center (74 provinces, 138 cities, 1298 municipalities)

1,528 LGUs with Emergency Response Rescue and Medical Teams (76 provinces, 142 cities, 1310 municipalities)

1,522 LGUs with evacuation centers (74 provinces, 138 cities, 1310 municipalities)

1,506 LGUs with warning and alarm systems (75 provinces, 137 cities, 1294 municipalities)

Management of the Dead and Missing (MDM) Under the National Disaster Response Plan (NDRP), the DILG is the cluster lead in the Management of the Dead and Missing Persons (MDM), and CODIX is at the forefront, especially in developing the guidelines and operational mechanisms, and ensuring its implementation. In coordination with the Office of Civil Defense, Philippine Red Cross, National Bureau of Investigation, Department of Health and Department of Social Welfare and Development, CODIX has facilitated inputs into draft rules and regulations governing the implementation of MDM and drafted the policy on the role of the Department in MDM and the policy on the implementation of the Management of the Dead and Missing for the DILG Regional Offices. DRR Knowledge Products Aside from our capacity development initiatives, we also supported advocacies, through production of knowledge products such as development of “Listo si Kap” flyer for

dissemination in all barangays nationwide, and printing of flood and landslide susceptibility composite maps which already disseminated to 171 Yolanda-affected areas. Development of On-line Barangay Disaster Readiness Checklist (BDRC)”, an audit tool to provide a national database for the level of preparedness of the barangay and to aid the national government in developing programs to address the areas for improvement in DRRM at the barangay level. The Operation Listo As added advocacy on LGU disaster preparedness and pursuant to RA 10121, the Department, thru the Local Government Academy (LGA), launched Oplan Listo in CY 2014, which aims to strengthen the capacity and level of preparedness of LGUs through the creation of Listo Teams, both from the interior and local government sectors. It aims to boost emergency response and rehabilitation at grassroots level by using terms like ”Alpha”, “Bravo” and “Charlie” to warn the public of incoming weather disturbances instead of the usual public storm warning signals in numerals. Said protocol is meant to make advisories easier to understand whether in urban centers or in remote communities. A comprehensive pre-disaster risk assessment will be conducted this year in coordination with DSWD to be able to identify the appropriate response strategies based on the actual needs of specific areas. Three (3) LGU Disaster Preparedness Manuals were developed and distributed in the regions, namely: 8,903 copies of Checklist of Early Preparations for Mayors; 8,903 copies of



Checklist of Critical Preparation for Mayors; and 5,473 copies of Checklist for Municipal Local Government Officers (MLGOOs), Chiefs of Police (COPs), and Fire Marshalls (FMs). These manuals were not only disseminated among the Listo Teams but also with the other key partners such as national government agencies, state colleges, universities, private sector and civil society organizations. Furthermore, Local Chief Executives (LCEs) were also given one (1) set of

Table 5. Accomplishments of Operation LISTO for CY 2015

Convergence of the Local and Interior Government Sector

All 1,490 cities and municipalities nationwide have participated in and initiated the convergence action planning in 80 provinces including NCR, end goal of which is to set its municipal convergence action plan where the local (Local Chief Executive, LDRRMO) and interior (PNP, BFP, MLGOO) government sectors converge to join the advocacy. Inter-operability among LGUs is also being highlighted as an approach to further strengthen partnerships.

Engaging various Sectors in Building Disaster Resilient Communities.

The Department engaged CSOs, NGOs, Private Sectors, Local Resource Institutes and media through Provincial Disaster Preparedness Dialogue activities. In 47 provinces where the activity was facilitated with around 4,700 partners, there were some initial agreements and established partnerships among LGUs and partners concerning initiatives on DRRM, such as the conveyed intention of SIKAP Incorporated to enter into a Memorandum of Agreement with the LGU of the Municipality of Veruela, Agusan Del Sur, wherein they committed to provide volunteers during repacking and distribution of relief goods in times of disasters, and assist the LGU in the formulation of LCCAP and Local DRRM Plan, as well as to the distribution of IEC materials.

Changing the Mindset from “Me” to “We” – Youth Participation in Building Disaster Resilient Community.

Through the Wemboree for DRR, approximately, 2,700 Youth Volunteers in 27 provinces were oriented and familiarized on the initiatives of the Department on Operation Listo and DRRM, the goal of which is to organize, at the minimum, 27 Youth Volunteers’ Desks in the provincial and municipal level for DRRM related activities and programs and initially strategize action plans to conduct field surveys in their respective municipalities and/or communities to collect data on the total number of population residing in the danger/hazard areas and number of houses made of light materials.

Preparedness Action Flowchart tarpaulins (Alpha, Bravo and Charlie) together with the manuals. After rolling-out the strategy on cascading the manuals and Operation Listo, it records the following accomplishments:



Project PREPARE (Popularizing and Recognizing Excellence in Preparedness and Resilience Against Emerging Disasters) was launched by DILG-Region II in order to assess the disaster preparedness of the LGUs in the region. The project aims to recognize the invaluable efforts of the LGUs in disaster readiness as mandated by RA 10121 or the Disaster Risk and Reduction Management Act of 2010 and RA 9729 or the Climate Change Act of 2009.

An awarding ceremony for Regional Excellence Award for Disaster Prepared

LGU of the Year was also conducted to recognize the Regional awardees of the Project PREPARE Assessment.

In an effort to capacitate DILG field officers in rendering appropriate technical assistance to the LGUs in the implementation of major Department programs and projects, DILG-Region VI conducted a capability development intervention entitled “Knowledge Sharing on DRRM-CCA and GAD Mainstreaming to the Comprehensive Development Plan (CDP)” wherein 121 DILG field officers and Regional personnel were capacitated on the processes of integrating DRRM-CCA and GAD into the LGU’s CDP. It was agreed that a knowledge product will be formulated to serve as a simple guide to the LGUs on how to integrate DRRM-CCA and GAD and other thematic areas in the CDP.

The Department continuously helped our LGUs ravaged by the October 2013 earthquake in Bohol and Cebu through the Bohol Earthquake Assistance (BEA)

Project which paved the way for the reconstruction and rehabilitation of damaged infrastructures in 52 LGUs. A total of 1,079 BEA sub-projects have been identified for implementation, 551 (51%) of which are already completed, while the remaining sub projects in various stages of implementation.

A total of Php2.389 Billion was released to the Province of Bohol for the reconstruction, repair and rehabilitation of 1,066 partially and totally-damaged LGU facilities in 43 Bohol LGUs. These facilities include municipal halls, public markets, civic centers, barangay facilities, water supplies, and bridges. Similarly, Php23.86M was released to Cebu, with a total of Php20.298 Million released to nine (9) LGUs for their 13 sub-projects.



LEARNING BY DOING IS MUCH APPRECIATED IN AN AGRICULTURAL MUNICIPALITY

“About 80-90% of the households in San Miguel is engaged into farming,” explained Municipal Agriculture Officer (MAO) Felix Lucip of San Miguel, Bohol. This the reason why the LGU developed a five-hectare land in Barangay Bugang, San Miguel solely for agricultural training purposes. Various fruit bearing plants like mango, rice, cassava, and other crops were cultivated in the area using organic farming. At the heart of the property is the training center which served as the learning ground for farmers within the municipality. But the LGU had to stop using the building when it sustained major damages after 7.2 magnitude earthquake hit Bohol in 2013. Bugang Training Center received Php1.1 Million funding from the BEA Project which the LGU of San Miguel pursued for the rehabilitation initiatives of the training center. Right after the project completion, the LGU moved back the rice sower, rice planter, incubator, and other agricultural machines to the newly-rehabilitated training center. LGU-hired agricultural workers in San Miguel restarted demonstrating the proper usage of the various equipment to the farmers. After observing, the farmers were given chance to operate the various machines. “Learning by doing here at the training center facilitates technology transfer to the farmers as they are able to personally experience the process,” said MAO Lucip. “We conduct skills training to the farmers on organic fertilizer, liquid fertilizer, and other agricultural practices that can help them improve their farm production.” Workers at the training center likewise expressed their deep appreciation of the BEA Project. “Pasalamat mi ug daku kay nalugar na ang training center ug nagamit na ug balik magtraining susama sa pagsabod sa humay, livestock, poultry ug uban pa,” said Guillermo Lucip, one of the workers. (We are very thankful because the training center is now more spacious. We are now able to use it again for trainings like rice sowing, livestock production, poultry production, and many more.)

Before and After. Municipal Training Center in Bugang, San Miguel, Bohol during 30% on-going construction (left) and the completed project (right).



BOHOL EARTHQUAKE IN A DIFFERENT VIEW

Along the highways in the interior part of Bohol stands a spacious but unfinished barangay hall of Haguilanan in Catigbian, Bohol. The barangay officials once had grand plan for this 384 sq. m. facility. However, since the local government unit (LGU) only had limited barangay internal revenue allotment (IRA) the building remained unfinished. Despite the wide area inside the barangay hall, constituents had to stay at the grounds whenever there is an assembly for there was no flooring inside. Until the 7.2 magnitude earthquake struck Bohol on October 15, 2013. Since the walls were not finished, the entire wall at the back portion caved in. The barangay of Haguilanan received funding support amounting to Php816,000 from the BEA Project. The said amount was utilized not just for the repair of the damaged wall at the back portion. The amount went a long way and funded the completion of not just the entire barangay hall but the day care center and barangay health station duplex as well. While the earthquake had initially brought massive destruction, the people of Haguilanan are now able to look back the incident in a different view. “Ug dili pa tungod sa linog dili mahuman ang among wala natiwas nga barangay hall,” said Barangay Captain Sergio Bastasa (Had it not been for the earthquake, our unfinished barangay hall would not have been completed.) With the functional barangay hall, the barangay constituents now freely go inside the building. The spacious facility now accommodates all the people during their barangay assembly. The children now roam around the day care center without fear of getting hurt in case they stumbled on the floor. In the end, the massive earthquake had turned into a blessing in disguise for it had been instrumental in completing barangay Haguilanan’s unfinished facility.

Before and After. Façade of Haguilanan Barangay Hall in Catigbian, Bohol before the project implementation (left) and after completion (right).



BEFORE AND AFTER THE REHABILITATION EFFORTS THRU BEA PROJECT

Day Care Center in Maca-as, Tubigon, Bohol

Public Market in Lungsodaan, Candijay, Bohol

Barangay Hall in Buacao, Clarin, Bohol

The Project RAY (Recovery Assistance on Yolanda), on the other hand, aims to

facilitate the recovery and restoration efforts of the government service and economic activities in Typhoon Yolanda-affected areas through the provision of financial grant assistance for the reconstruction and rehabilitation of LGU-owned and managed facilities with consideration on Build Back Better (BBB) designs and standards to ensure a more safer and a disaster resilient public infrastructures. We established the RAY-DILG Funds amounting to Php4.012 Billion in which half was allocated for the repair and rehabilitation of 307 totally and partially-damaged public facilities such as municipal and city halls, public markets, civic center among others under RAY Batch 1. Simultaneously, the Department prepared for the implementation of RAY Batch 2 facilities using the other half of the budget and focuses on the repair and rehabilitation of 3,688 totally and

partially damaged barangay facilities such as barangay halls, daycare centers and barangay civic centers.

Overall, we already completed 294 of 307 sub-projects in RAY Batch 1 and the remaining 13 subproject are still on-going construction. On the other hand, the RAY Batch 2 with 3,626 facilities have already completed repair of 566 facilities, 993 still on-going, and 1,902 on procurement process and the remaining 271 subprojects are still under various level of project preparation stages.

As the RAY Batch 1 projects are nearing completion, the RAY Program has begun the second-phase of repair projects. From March to May 2015, funds were released to LGUs for RAY Batch 2 with a total funding allocation of Php2 Billion allocated to the repair of totally and partially-damaged barangay facilities along with municipal facilities not included in the RAY Batch 1.

“The rain didn’t scare us, but the strong winds did.” Fortunately, those in the coastal areas had already received orders to evacuate prior to the onslaught of Typhoon Yolanda. “Even though we have experienced other signal number 3 typhoons, the last time I’d experienced a typhoon like Yolanda was in 1984, with Typhoon Undang. Some of the areas in Roxas City were flooded, but not so much in the city proper.”

It was the powerful winds that would see an estimated ninety percent of the roofs in the city hall, public market and civic center destroyed. “Right after Yolanda, we prepared for the budget costing, and we were uncertain whether we’d have enough for rehabilitation, given the widespread impact and immediate need. Then we learned about the funding assistance from RAY-DILG.”

Ardieli D. Ambrosio City Engineer, Roxas City

Before and After. Roxas City Civic Center before (top) and the completed project (bottom).





THESE STUDENTS BELONG TO THIS PLACE

Strategically located between the local secondary and elementary schools, the Panitan Civic Center provides a vital space for the municipality’s young people to gather, learn and socialize.

As Mayor Generoso D. Derramas of Panitan, Capiz explains, “the gym is very important to us. It is very symbolic for the town, strategic for the school, and symbolizes the greatness of Panitan.” Yet the structure of the building was no match for the magnitude of Yolanda. With much of the roofing damaged, much of the surrounding area would be deemed unfit for use.

For Micle S. Haguisan, a Social Sciences teacher, the civic center holds particular significance. It is there that he and his colleagues maintain a small ‘museum’ that showcases the history, artifacts, key figures and culture of Panitan. When Yolanda struck, Micle feared that much of this irreplaceable history would be lost. Fortunately, much of these artifacts survived: and since then, improvements can ensure their continued safety.

“I wanted the students to know their own history,” Micle explains, “to know when this gym was first built, and who the founders of our community were. I wanted them to know that even after what happened, even after the typhoon, they belong to this place.”

With the civic center now repaired, “our normal life has returned,” school Principal Maria Lea O. Dais says, proudly. “We can again use our gym for sports, music, arts and performance, and for activity-based courses.”

After Yolanda, vital lessons were learned that will also serve to protect the lives of students, their families, and the community in times of disaster. “We have now developed contingency plans on how to respond during future calamities, and we provide this information regularly to our students,” the school principal added.

Before and After. Comparative photos of the Civic Center of Panitan, Capiz before rehabilitation (top) and after completion (bottom).



REHABILITATION MEANS EFFORTS TO SAVE LIVES, NOW AND IN THE FUTURE Situated on popular tourist spot known as Bantayan Island, Santa Fe, famed for its white sand beaches, is perhaps not especially known for its Yolanda experience. As the storm raged, some 1,000 of the municipality’s local citizens sought refuge in the nearby municipal hall.

“It was really scary, watching objects flying around the room. The roof (of the municipal hall) peeled away, piece by piece, like tissue paper,” remembers Joanes Paulo M. Esgana, local municipal administrator. Some were even less fortunate. “There were those people who weren’t able to go to the municipal hall - those who were on their way, but beaten there by Yolanda - they held on to coconut trees,” Esgana explained. “During Typhoon Yolanda, we had volunteers help out. They are our Barangay Volunteer Emergency Response Team,” Esgana explains. “They shared that it was challenging for them to evacuate people before Yolanda. With many local people having survived Typhoon Frank, they were confident that they would also survive Yolanda without evacuating,” he says.

Ivy R. Illustrisimo, a stall owner in the Santa Fe public market, was one of those who did not evacuate during Yolanda. Instead, she stayed at home and watched as the typhoon wrecked havoc on nearby houses and infrastructure. “We didn’t expect it to be that strong, but we were wrong,” she explains. “The whole surroundings changed after the typhoon. It devastated our market, and our community.”

With assistance from RAY-DILG, the public market has now been significantly improved, with view to greater resilience in the face of calamities. “Our stalls now have roll-up doors, keeping our products safe overnight,” Ivy says. The addition of a second floor also means more vendors, and a more vibrant space. “Our market is made of concrete, with proper division for the stall owners. It was really a make-over here in our market,” she added.

The Santa Fe municipal hall also experienced significant improvements. “Before (Yolanda), the municipal hall looked like a warehouse,” Esgana says. “Where once we had jalousie windows, now we have sliding windows and doors. New floor tiles have also been installed, while our payment centers now also have glass windows. The RAY DILG fund was a big help in Santa Fe,” he ended.

Before and After. Comparative photos of the Municipal Hall (top, left and right) and Public Market (bottom, left and right) of Santa Fe, Bantayan Island, before rehabilitation and after completion.



BEFORE AND AFTER THE REHABILITATION EFFORTS THRU PROJECT RAY

Public Market in Bantayan, Cebu

Public Market in Guiuan, Eastern Samar

Municipal Hall in Carigara, Leyte



Also part of the Department’s environmental advocacy is the restoration of Manila Bay through its Manila Bay Clean-up, Rehabilitation and Preservation Project, where LGUs in NCR and Regions III and IV-A were monitored to ensure compliance of households and establishments within these areas to having hygienic septic tanks and wastewater treatment facilities in adherence to a Supreme Court directive mandating the DILG and other concerned agencies to clean-up, rehabilitate and preserve the Manila Bay. All 178 covered LGUs

have finished inspection of 90% (53,813 of 60,074) of commercial establishments (CEs), 98% (2,352 of 2,409) of factories (Fs) and 54% (398,155 of 730,720) of private homes (PHs) within their jurisdictions, with a compliance rate of 61%, 32% and 59%, respectively, or were able to construct wastewater treatment facilities / septic tanks following inspection.

DILG Pampanga joins the City-Wide Clean-Up Day of the City Government of San Fernando last February 2015, wherein DILG provincial and field office personnel equipped themselves with broomsticks, recycled dust pans, and sacks to sweep the busy streets and alleyways of the San Fernando downtown.

Collaboration among LGUs, CSOs and DILG fostered to bring about shared solutions to local poverty.

agreed and implemented

Provided safe and potable water for people in waterless LGUs and communities:

332 of 1,215 water projects completed under the Sagana at Ligtas na

Tubig (SalinTubig) Program

971 of 2,815 water projects completed under the BuB Water Project

Helped forward the agenda that bring peace and development to conflict-affected areas:

422 of 651 sub-projects completed under the Payapa at

Masaganang Pamayanan (PAMANA) – Pillar 3

Helped build roads and other vital local infrastructures identified at the grassroots level:

523 of 684 sub-projects completed under the BuB Local Access

Project

148 of 1,432 sub-projects completed under the BuB Other Local

Infrastructure Project

Addressed the plight of the marginalized sector living in dangerous areas:

21,756 Informal Settler Families (ISFs) in 8 major waterways and 17

other waterways relocated and 18,961 ISFs provided with dislocation

assistance thru the Assistance to ISFs Living in Danger Areas Program

Poverty reduction initiatives



We helped obtain the means to address the needs of the poor and the marginalized

and benefit 170,423 households or 1,022,538 individuals.

On the other hand, under the BuB Water

Project, the Department provided capacity-building interventions and financial subsidy to 745 cities and municipalities that have identified water facilities as their priority project. 2,817 water projects (with 2 projects cancelled) were identified for implementation in cities and municipalities, of which 971 water projects are complete which now benefit 485,366 households or 2,912,196 individuals. Even in the PAMANA program, people in 89 cities and municipalities deemed water projects as important for their everyday living, hence 145 water projects have been implemented. Of this number, 70 are already complete and being used by 6,960 households.

Provided safe and potable water for people in waterless LGUs and communities in need

The Department continued to provide safe and potable water to people living in waterless municipalities as well as in LGUs whose people deemed such projects as the ones they need to improve their condition.

Through the Sagana at Ligtas na Tubig (SALINTUBIG) Program which paved the way for the poor and waterless municipalities to have access to safe and potable water, a total of 1,215 water projects

were identified for implementation in waterless municipalities and thematic areas throughout the country. Of this number, 332 are now complete

The Aquino administration afforded the Department the opportunity to make more meaningful changes in the lives of the people by almost directly implementing programs and projects that benefit the people and bring about local development. Aside from technical assistance and capability building interventions that the DILG gives the LGUs, the Department more importantly provided them with financial resources they used to meet the needs of their constituents, especially the poor and the marginalized.

“Simula po nang nagawa po yung water supply system dito sa aming barangay sa tulong ng SalinTubig Project ay hindi na po naming kailangan pang bumili nang maiinom sa mga water refilling station at lahat po kami dito sa barangay ay may supply na nang tubig na kailangan po namin sa pang araw-araw na gawain. Higit po sa lahat, ang binabayaran lang po naming ay Php5 per cu.m lang.”

Evelyn Elpidang Resident of Sitio Dinumaran, Brgy. Patong, Magsingal, Ilocos Sur



“We, here in Barbaza, have benefited so much in the SalinTubig Program of the DILG because the water source here is so far from the households. But after the implementation of the program, it had a big impact or help to the households of six barangays since this program was very useful to the community.”

Gerry C. Necor Municipal Mayor Barbaza, Antique

“The water project that we have under the BUB-Water is located in Barangay Calacabian. It is a water project that caters to 30 houses, to the Calacabian Elementary School and barangay facilities. We can say that this has a big impact for us because it is a geographically isolated for the disadvantaged area. People don’t need to fetch waters from Aklan River. Right now, they have water source direct from the faucet.”

Vincent I. Navarosa Municipal Mayor Libacao, Aklan



Helped build roads and other vital local infrastructures identified at the local level

Still under the BuB, the Department

completed a total of 523 sub-projects out of the 686 local access sub-projects (with 2 projects cancelled) in 195 cities and municipalities, and a total of 148 completed out of the 1,436 other local infrastructure sub-projects (with 4 projects cancelled) in 875 cities and municipalities. These sub-projects include improvement of evacuation centers, installation of steel gate / barrier, flood control and DRRM equipment, among others.

CENTRAL EVACUATION FACILTY

Agno River quietly traverses across the lower portion of Loo Valley vegetable terraces in Buguias, Benguet. While this major river is the main source of water supply for the vegetable produce such as lettuce, cabbage, and carrots. But the very the same river also pose major threat to the growers during heavy rains for the water river surely overflows. When such situation happens, the growers particularly those who live along the river banks, automatically leave their homes and evacuate to their relatives for several days until the river water subsides. With such premise, the Local Poverty Action Team (LPRAT) of Buguias, Benguet targeted to centralize the evacuation system of the vegetable growers in Loo Valley. The team composed of Local Government Unit (LGU) and Civil Society Organization (CSO) representatives proposed for such facility to through the Bottom-up Budgeting of the Department of the Interior and Local Government (DILG-BuB) amounting to PhP1.13 million. With the central evacuation facility, the Buguias LGU aimed for faster delivery of services and rescue operations in times of disaster. The Municipal Planning and Development Officer (MPDC) Engr. Johny Carlos looks forward to store emergency supplies and other basic facilities in the evacuation center. In the meantime, the LGU has the evacuation center ready for disaster especially the typhoon months are here. As Municipal Planning and Development Officer Engr. Johny Carlos puts it: “Gusto naming ang BuB Project kasi natutulungan kami magkaroon ng pondo para sa mga proyekto sa Bugias. At dahil may evacuation center na kami, medyo mas napaganda na ang aming paghahanda para sa mga kalamidad.”

DILG Family, Buguias LGU and beneficiaries in front of the completed evacuation center in Loo Valley, Buguias, Benguet.



READY FOR DISASTER

“Rainy season is almost near and when it comes, people in Guagua will have to ride in banca,” said Mayor Dante Torres of Guagua, Pampanga. The municipality seemingly adopts its name vis-à-vis its location, for Guagua means “water”. It is located on a flat terrain surrounded with fish ponds. The Guagua River, which is the catch basin for three other major rivers in the Northern Luzon, is only 30 meters away from the municipal hall. This makes the municipality highly prone to flooding, liquefaction, and even ground shaking. In the past, Guagua had experienced severe flooding and was isolated from adjacent municipalities. This explains why the residents together with the key officials have always wanted to purchase life- saving equipment. For several years, this plan was always included in the annual budget allocation but was never attained the prices had already increased by the time the funds were available. This long-time plan just materialized when the LGU’s proposal through the DILG Bottom-up Budgeting (BuB)-Other Projects was released with funds for the purchase equipment brand new DRRM equipment. MDRRM Officer Aldwin Mallari along with the team members demonstrated the proper use of each equipment. “The BuB Project is 101% very good since we are finally able to purchase the calamity equipment that we needed for so long,” said Mr. Mallari. Now, Guagua has the complete package of active, knowledgeable, 24/7 functioning MDRRM team, equipment, and facility just in case another disaster strikes again. “Now we have peace of mind when there is forced evacuation since we are now 80-85% ready,” Mayor Torres stated.

The newly purchased DRRM equipment in Guagua, Pampanga (left) while MRRDM Officer Aldwin Mallari demonstrates the proper usage of the DRMM equipment.



Helped forward the agenda that bring peace and development to conflict-affected areas The Department also played a key role in the implementation of the Payapa at Masaganang Pamayanan (PAMANA) Program by providing subsidy to 253 cities and municipalities (127 out of 253 LGUs are repeating LGU beneficiaries, therefore a total of 380 cities and municipalities for the 4-year period from CY 2012 to CY 2015) for infrastructure projects such as roads, water, bridges, public market, etc.

identified through the Conflict-Analysis and Planning Process (CAPP) to alleviate the plight of conflict-affected communities and drive-in the peace-building efforts within the community. Since we started the project in CY 2012, we have identified and implemented 677 sub-projects (with 26 projects cancelled) mainly meant to boost local access and roads development, and livelihood opportunities, 422 of which were already completed while the remaining 229 are in various stages of implementation and/or complying with administrative requirements.

IMPROVED SOCIO-ECONOMIC CONDITIONS With the completion of the Php10M 3-km. PAMANA Road Project: Rehabilitation of NRJ San Juan-New Tubigon Road in Agusan del Sur, dramatic changes in the lives of the residents were experienced. Mr. Ernesto Bayo, a resident of Barangay San Juan explained, “In the 20 years of residing in our barangay, only this time I experienced the comfort of a good road.” He recalls the time before the PAMANA Project when only motorcycles can access the road and the expensive transportation of their agricultural products. “Government services were also made accessible because of the road project and transportation during medical emergencies were made easy,” he added. Travel time was also reduced to almost an hour from Bayugan City to the heart of Barangay San Juan in the Municipality of Sibagat and 4-wheel vehicles can now access using the PAMANA rehabilitated road.



Hundreds of participants composed of provincial, city and municipal local government units, civil society organizations, and other development partners participated in the Local Governance Roadshow conducted by DILG-Region II through the Local Governance Resource Center (LGRC). The event ran under the theme “Matapat at Responsableng Pamamahala, sa mga LGUs ang Simula”.

The main feature of the roadshow was the audio-visual presentations featuring the high impact of DILG projects to the LGU-beneficiaries under the programs Bottom-up Budgeting (BuB), Sagana at Ligtas na Tubig sa Lahat (SALINTUBIG), and Performance Challenge Fund (PCF). Exhibit materials featuring successfully implemented projects in the region were also displayed for viewing.

The roadshow was made more momentous because of the sharing of success stories and

implementation strategies of selected LCEs and local officials from the different provinces of the region. Beneficiaries were also invited to share how DILG projects have affected their lives.

Likewise, through the Comprehensive Local Integration Program (CLIP) for Former Rebels, the Department provided financial support amounting to Php22.3 Million as immediate assistance to 649 former rebels (FRs), livelihood assistance to 636 FRs, and firearms remuneration to 16 FRs, which they can use to continue rebuilding their lives together with their families, away from violence that has characterized their lives in the past.

As one region implementing the CLIP Program in all four (4) provinces and HUC, through the leadership of DILG-Region XII, members of the CLIP Committees were made to see and learn how Happy Home, Davao Oriental’s Halfway House for Former Rebels (FRs), is being operated. A study tour was conducted wherein they were provided insights and learned how to apply Happy Home’s Best Practices in the region for a faster, more effective and more efficient processing of FR claims. The knowledge learned from this endeavor will go a long way in the promotion of peace and harmony in the region.

President Benigno Aquino, MILF Chair Murad Ebrahim, SILG Mar Roxas and Presidential Peace Adviser Teresita Deles witnessing the handover of decommissioned ammunitions by the MILF in Sultan Kudarat. (Photo credits: Philippine Daily Inquirer website)



Addressed the vulnerabilities of women and children

An on-going project of the Department,

Mainstreaming Gender in Local Governance: Localizing the Magna Carta of Women, advocated for women and child rights thru planning and initiating interventions for women and children in the locality, wherein 1,448 LGUs were able to reconstitute their respective Gender and Development (GAD) Focal Point, 1,222 LGUs with GAD Plan, 1,442 LGUs with GAD Database, 415 LGUs with GAD Code, and 243 LGUs with GAD responsive CDP.

Additionally, 21,271 LGUs have organized

their respective Local Council for the Protection of Children (LCPC), 1,205 LGUs with organized Local Committees on Anti-Trafficking and Violence Against Women and their Children (LCAT-VAWC), and 35,093 barangays with Violence Against Women (VAW) Desks.

Addressed the plight of the marginalized sector

Under the Assistance to Informal Settler Families (ISFs) Living in Danger Areas Program, the Department have already relocated to safer areas a total of 21,756 ISFs previously residing in eight (8) major waterways and 17 other waterways, and facilitated the provision of Php18,000 Interim Shelter Fund to 18,961 ISFs. Disbursements for the ISF financial assistance in CY 2013 were taken directly from the SARO of DSWD, while disbursements in CYs 2014 and 2015 were sourced from the funds downloaded by the DILG to DSWD, as stated in the GAA of 2014.

Through the Resettlement Governance Policy, DILG-NCR was able to facilitate the formulation of 17 resettlement action plans as well as 5 cooperative arrangement plans for 2015. These plans are envisioned to resolve adverse economic, political, and cultural impacts of displacement to communities relocated from danger areas.

Also, a manifesto of partnership for resettlement sustainability was signed with the Philippine Council for the Urban Poor (PCUP). DILG-NCR also initiated a field immersion program for students of UP College of Social Work and Community Development in resettlement areas in the provinces of Bulacan, Rizal and Cavite.

Moreover, the region has led the transfer of Php 100 Million to Quezon City for the Apolonio Samson Housing Project, while Php 36 Million has been granted to the City of Manila for the Dubai Housing Assistance Program in Dubai, BASECO Compound in Manila. DILG-NCR also provided transportation assistance for1,751 ISFs of the different LGUs of Metro Manila.



Empowered the citizenry in reporting crime and other emergencies

The Department, through its People’s Action Team Responding On-Line 117 (PATROL 117), responded to 56,923 legitimate emergency and non-emergency calls with an average response time of 8.28 minutes.

In collaboration with the Local Chief Executives of the 2nd District of Quezon, DILG-Region IVA initiated the Aksyon Laban sa Droga: Aasenso ang Bayan Program to combat the fight against the distribution and use of illegal drugs. Series of meetings were conducted prior to the conduct of an activity that aims to establish a strong nation and healthy citizenry.

The event was participated by around

200 contingents from six (6) participating LGUs. Each contingent was headed by the City/Municipal Anti-Drug Abuse Council (C/MADAC) members (LCE, PNP DepEd, DOJ, Local Health Officer, Local SWDO, Local Information Officer, CSO/NGO/UBAS and the DILG Family). Other attendees include Punong Barangays, Barangay Kagawads, Barangay Tanods, school principals, students, and media representatives.

DILG-Region XII, as part of its function as the Regional Peace and Order Council (RPOC) Secretariat, conducted the Regional Anti-Illegal Drugs Summit (RAIDS) last June 2015 in Koronadal City. It was attended by a total of 468 participants composed of RPOC members, officials from national government agencies, local government units, civil society organizations, academe, students and other stakeholders. The regional event concluded with the signing of the Pledge of Commitment by the Local Chief Executives and stakeholders.

The Department has continuously ensured safe, peaceful and orderly communities.

Improved fireman-to-population ratio of 1:4,750 from the previous 1:5,327

68.4% or 1,118 cities and municipalities with firetrucks

65.85% or 1,076 cities and municipalities with fire stations

Additional firefighting gears (1,600 pairs of boots, gloves and helmets)

procured

and public safety strengthened

Peace and order

Crime Clearance Efficiency (CCE) and Crime Solution Efficiency (CSE)

improved to 63.92% and 51.36% from the previous 56.11% and 43.55%,

respectively

Improved police-to-population ratio to 1:627 from 1:674

1,470 patrol cars and various “move, shoot and communicate” gear and

equipment (radio, vests, armor) procured

47 police stations constructed in various PROs

Improved jail officers-to-jail population to 11,466 from the previous

10,759

177 9mm pistol Taurus procured improving the firearms capability to 1:1 ratio

(including handheld radios, prisoner’s vans, batons, handcuffs, solar, satellite phone and CCTV units)

13 jail facilities constructed and 15 jail facilities repaired

1,870 PNP offices / stations / units nationwide were subjected to audit and

inspection

1,174 complaints against PNP personnel acted upon (498 endorsed for summary

dismissal proceedings, 400 referred to the PNP for disciplinary authorities for appropriate action, and 276 dropped, withdrawn or dismissed)

Continuous professionalization of the police, fire and jail officers thru the conduct

of 42,955 classes on various programs

Various construction and rehabilitation of dormitories and other facilities



Police Policy Services The Commission was able to formulate

plans and programs as well as conducted researches and surveys that aimed to strengthen and improve the management of police systems and structure. It also spearheaded commemorative activities that highlighted Criminal Justice and Crime Prevention among others.

Police Administrative Service Throughout the year, the Commission

was able to formulate and issue resolutions and memorandum circulars that provided the PNP with operational and administrative guidance which reinforces its drive of professionalizing the PNP personnel. In CY 2015, the Commission was able to formulate and issue 11 resolutions and one (1) memorandum circular that provided the PNP with operational and administrative guidance which reinforces its drive of professionalizing the PNP personnel.

Police Officers taking the promotional examinations.

We further strengthened police, fire, and jail capability to improve peace and order and public safety throughout the country

NATIONAL POLICE COMMISSION

The National Police Commission (NAPOLCOM) is at one with the PNP to forward the agenda of professionalizing our PNP personnel. Their share to this agenda is contained within the three (3) Major Final Outputs (MFOs) of the Commission.



Likewise, offices / stations / units inspections were conducted to determine actual condition and operations of police personnel, activities and facilities. Overall, a total of 1,870 PNP offices / stations / units nationwide were subjected to audit and inspection, of which 1,762 were regular inspections while 108 were spot inspections. Breakdown as follows:

The Commission also conducted various

monitoring functions such as monitoring of law enforcement programs such as the compliance of PNP offices and units with NAPOLCOM audit inspection and recommendation, monitoring on the status of 5,658 administrative and 444 criminal cases recorded for disposition during the period under review and moved towards the disposal of 1,081 administrative cases and 53 criminal cases this year.

The Commission also acted to complaints

against the uniformed personnel on their alleged involvement to illegal activities, organized crime groups, human right violations and other forms of misbehavior. A total of 1,786 complaints

against PNP members were received, of which 1,174 were evaluated, wherein a total of 498 were endorsed for summary dismissal proceedings, 400 were referred to the PNP for disciplinary authorities for appropriate action, and 276 were dropped, withdrawn or dismissed.

Other PNP members with cases filed with

the National Appellate Board (NAB), Regional Appellate Boards (RABs) and the People’s Law Enforcement Boards (PLEBs) are the following:

Police Benefits and Fund Administration

The Commission was able to disburse a

total of Php234.6 Million fund that will cover the death, hospitalization, medical and pension benefits of retired PNP members and/or their dependents. In addition to that, a total of Php10.5 Million has been paid for the tuition and miscellaneous fees for the scholarship of 506 PNP scholarship beneficiaries under the Scholarship Program for all surviving children of deceased or permanently incapacitated police personnel pursuant to Republic Act No. 6963.

Table 6. Breakdown of Inspections Conducted

SPECIFICS TOTAL

Regular Inspection 1,762

NHQ Offices 46

Police Regional Office 8

Provincial Police Office 56

District Office 6

Mobile Force Groups 118

City Police Office 22

City Police Station 81

Municipal Police Station 1,010

Sub-Stations/Precinct 176

NCR Police Station 23

Support Units 216

Spot Inspection 108

Total 1,870

Table 7. Breakdown of PNP Administrative Cases filed with NAB, RABs and PLEBs

Cases NAB RABs PLEBs

No. of cases disposed

37 appealed

cases

117 appealed

cases

88 cases

No. of PNP members involved in cases disposed of and decisions rendered

51 PNP members

161 PNP members

148 PNP members



Beefing up and Professionalization of PNP Personnel

In 2015, the PNP recruited a total of

11,052 Police Officers 1 that were deployed in the field to improve police visibility. Their absorption to the police force helped raise the number of PNP manpower complement to 161,479 and improved the police-to-population ratio from 1:674 in 2014 to 1:627 in 2015.

The Department complemented this

increase in the PNP workforce by procuring various equipage and improvement in facilities which are also critical to improve in the overall the PNP’s performance. This year, 1,470 patrol cars were distributed to various police units nationwide, while various “move, shoot and communicate” gear and equipment such as 550 units of handheld radio (procured under APEC funds), 34 HFF/SSB radio with encryption; 135 waistcoat vest level II-A; 261 tactical vest level III-A; 2,000 anti-riot body armor; 6,470 shield; 5,999 helmet; 3,381 truncheon; 3,000 tactical vest IVA; and 200 waistcoat level IVA were similarly distributed to our men in uniform to help them effectively carry out their peacekeeping and crime-fighting capabilities in fighting crimes. To provide a more modernized equipment responsive to the emerging needs of the community for public safety and security, the PNP has also distributed 210 Units of K2700 4x4 Light Patrol Carrier to Public Safe Forces (PSF).

These initiatives similarly improved the PNP’s Crime Clearance Efficiency (CCE) and Crime Solution Efficiency (CSE), which stand at 63.92% and 51.36%, respectively for CY 2015 (as compared to 56.11% CCE and 43.55% CSE in CY 2014.

Various organizations have expressed

their recognition and responsiveness to the needs of the PNP through donations in which, the Public Safety Savings and Loan Association, Inc. (PSSLAI) provided financial assistance worth Php2.166 Million for the renovation of the 2nd floor of Kiangan Hall, Camp Crame and around half a million worth of office equipment for the newly refurbished hall. Likewise, the PSSLAI also donated 200 units of motorcycle vehicles, which will be distributed to all Districts of NCRPO. Said motorcycle vehicles will be utilized to provide quick response to deter and investigate criminal activities and other situations in the community that require police actions. Moreover, the World Medical Relief, Inc. (WMRI) provided Medical and diagnostic equipment worth Php57 Million for the PNP General Hospital (PNPGH).

For the year, a total of 14 lots were titled

in the name of the PNP with a total land area of 169,769 sq.m. for different Police Regional Offices (PROs), while an additional 29 more lots with a total land area of 58,353 sq.m were donated to the PNP in 29 PROs nationwide. Construction of police stations were also undertaken by the PNP with a total of 47 police stations completed in various PROs.

PHILIPPINE NATIONAL POLICE To make the citizenry feel safer in and out of their homes, the Department poured resources on the Philippine National Police (PNP) in an effort to improve police visibility and to upgrade its equipage and facilities, which are necessary to combat criminality and to improve the overall peace and order situation throughout the country.



The PNP Oplan Lambat Sibat

The PNP also vigorously pursued Oplan Lambat-Sibat in an effort to curb criminality that victimizes the people and to instill greater accountability from police officers. Through this, the PNP was able to address multiple crime problems and issues such as murder/homicide, robbery/theft, carnapping and physical injuries by conducting an increased number of anti-crime strategies and tactics, such as:

Oplan Lambat-Sibat is a multi-dimensional approach to address crime problems which

involves the implementation of multiple strategies and tactics, use of patrol and multiple

specialized units to address multiple crime problems and issues in a particular geographic

area. It is also an intelligence-driven driven targeted action against crime groups responsible

for most crime incidents which demands all intelligence and specialized units of PNP to work

together to establish a single target list for neutralization.

Table 8. The PNP Anti-Crime Strategies/tactics anchored on Oplan Lambat-Sibat

Strategies / Tactics Activities

Checkpoints Conduct of a total of 306,058 two-hour police check of vehicular and/or pedestrian traffic by at least 8-man complement in a place normally considered chokepoint or crime hotspot.

Mobile and Beat / Foot Patrol

One or more police officers (usually a buddy system) conducted a total of around 1,839,534 patrol within designated sector using land based conveyance such as bicycles, motorcycles and motor vehicles; or moving around on foot within the designated beat in order to maintain order, prevent crimes and enforce laws and local ordinances.

Oplan Bulabog Conducted 2,317 saturation drive, spot checks and inspection at the barangays especially in crime-prone places targeting unregistered, undocumented and stolen motorcycles.

Oplan Katok Physical verification and accounting of registered firearms through a total of 142,226 house visitations of known address indicated by the licensed firearm owners/holders to prevent the proliferation of loose firearms and verified the correct addresses of the firearm owners/holders.

Oplan Bakal/Sita Conducted 327,131 spot checks on persons at bar joints and/or areas considered crime-prone or hotspots to confiscate loos firearms and deadly weapons and prevent them from being used in crimes. It further aims to arrest or neutralize would-be motorcycle riding and walking criminals.

Oplan Galugad Conduct of saturation drives at critical areas or places where illegal activities like illegal drug pushing, illegal gambling and other street crimes are rampant to arrest criminal suspects and wanted persons from their suspected hideouts.

Sustained Service of Search Warrants and Warrants of Arrest

Focused law enforcement operations targeting criminal suspects, gangs and syndicates listed in the PNP Watch List and Target List, and involves sustained manhunt operations to arrest the Most Wanted Persons (MWPs), wherein a total of 8,695 Warrants of Arrest were served.



Following the success of Oplan Lambat-Sibat, there was a significant reduction in crime in NCR by 61% since its implementation in June 2014. Likewise, a total of 39 CCTVs were installed in identified crime-prone areas to help deter the commission of crimes as well as help authorities easily identify perpetrators of crimes:

Caloocan City, (Kaunlaran Langit Road,

Zabarte Road, and Monumento) Vicinity of Mega Public Market, Pasig

City (along Urbano Velasco Avenue; inside center aisle; and inside open circle)

Mandaluyong City (Boni MRT Southbound along EDSA infront of GA Tower; Sierra Madre corner Sultan at the back of Nice Hotel; and Guadix Drive near EDSA and ADB)

Raxabago, Manila (R10-Moriones; R10-Kapulong; and R10-Shell at Southbound)

Sampaloc, Manila (Lerma-España N. Rey; Legarda-I. Figueras; and Maceda-España)

Ermita, Manila (Mabini P. Faura; Pedro Gil cor Taft Avenue; and Taft UN Avenue

Pasay City (Microtel Hotel; Philtranco; and Heritage Hotel Baclaran)

Makati City (Makati Avenue P. Burgos; Buendia; Chino Roces; and Makati-Pasay boundary bridge in front of Imarflex)

Taguig City (MLQ Avenue corner Magsaysay Road, Brgy. New Lower Bicutan; MRT Avenue, corner Ballecer St., Brgy. Hagonoy, and Maharlika Road cor. Pendatum St., Brgy. Maharlika)

Masambong, Quezon City (Congressional / EDSA; EDSA / West Avenue; and Agham / Mindanao Avenue)

Talipapa, Novaliches, Quezon City (North Diversion Road-Camachile, Quirino Highway-Mindanao-Avenue; and Shortbom. Road 20)

Batasan Hills, Quezon City (Ilang-Ilang Street Alley 6 Street; and Commonwealth Avenue Ever Gotesco overpass)

Kamuning, Quezon City (EDSA-South Borromeo; East Avenue / V. Luna; and East Avenue / BIR Road)

Through the PNP’s intensified anti-crime

efforts in 2015, a total of 41,585 criminals and wanted persons were arrested/neutralized, 105 criminal gangs and syndicates including Kidnap-for-Ransom (KFR) gangs busted, three (3) drug syndicates and 42,700 pusher/users arrested, where 636.48 kilograms of illegal drugs such as shabu with an estimated street value of Php5.737 Billion were seized.

Working with the People in the Grassroots

Through the Pulis nyo po sa Barangay

(PSB) Program launched in CY 2012, PNP personnel were deployed (one in every barangay nationwide) in around 86% of barangays in the past three (3) years to serve as focal persons and to conduct community engagement activities in barangays nationwide such as community/ house/school visitation, community dialogue/ugnayan, distribution of information materials, police assistance and other community engagement activities. Police force which adds the barangays in their beats also act as conduits between the community and the police station or unit, while the uniformed personnel holds office at the barangay within the week providing a strong momentum to the community policing. This has undoubtedly made the PNP closer to the community and made crime prevention and the drive against criminality easier.



The Mamasapano Incident and the Anti-Terrorism Drive of the PNP

One of the most highlighted efforts of the

PNP this year on its anti-terrorism campaign was the success of Oplan Exodus or the Mamasapano encounter that leads to the neutralization of the Malaysian terrorist Zulkifli Bin Hir, a.k.a. Marwan.

The Operation concluded with the

sacrifice of 44 Special Action Force (SAF) of the PNP. Although saddened by the unfortunate loss of lives, their bravery and sacrifice stand still as a shining testament of the PNP’s commitment to peace.

Apart from the financial assistance that

President Benigno Aquino personally distributed to their orphaned families, the PNP awarded a

total of Php66.37 Million to the families of the fallen 44 SAF Commandos. Additionally, each family continuously receives a monthly pension from the PNP and NAPOLCOM, as well as scholarship grants for all orphaned children.

The Visit of Pope Francis

The PNP also played a key role in securing and making the visit of Pope Francis to the country peaceful and orderly. As part of the Committee on Security and Public Order (CSPO) and Joint Task Force (JTF) “PAPAL VISIT,” the PNP deployed a total of 22,092 PNP personnel and Joint Task Group “LEYTE” with a total of 31,386 personnel which manned and provided security in areas that the Pope visited.

Pope Francis waves to Filipinos after mass at the Cathedral Basilica of the Immaculate Conception in Manila last 16 January 2015, as the police force controls the crowd and ensured his security. (Photo credits: Philippine Daily Inquirer website)



In 2015, the BFP has recruited a total of 2,753 new firefighters that has brought the number of to 20,141 firefighters nationwide and improved the fireman-to-population ratio to the current 1:4,750 from 1:5,327 in the previous year.

At the same time, 245 new firetrucks

were procured in which 197 were already distributed to beneficiary cities and municipalities, bringing the total to 68.4% or 1,118 cities and municipalities with firetrucks. While, 65.85% or 1,076 cities and municipalities have fire stations.

Along with these was the procurement of

additional firefighting gears in an effort to protect our men and women when responding to the call of duty. These include 1,600 pairs of boots, 1,600 pairs of gloves, and 1,600 helmets.

With these upgrade, we have kept the

number of firefighter casualties to a minimum (1 firefighter at the minimum and 2 firefighters at the most) for the past five years, although we continuously strive towards zero casualty in the near future.

The hike in the BFP manpower and

personnel has enabled the Bureau to carryout inspections to more establishments, checking their compliance with the provisions of the Fire Code of the Philippines. From 948,475 establishments inspected in CY 2014, it increased by 39% or 1,320,202 establishments inspected in CY 2015, where an annual compliance average of

78% is recorded from those establishments inspected vis-à-vis those issued with the Fire Safety Inspection Certificate (FSIC).

75 establishments were recommended

for closure in CY 2015 from the previous 102 establishments in CY 2014. The 74% decrease in the number of establishment recommended for closure shows that they are complying with the provisions of RA 9514 or the New Fire Code of the Philippines.

Strict implementation of Fire Code of the

Philippines and increased fire safety inspection conducted resulted to an increase by 7% fire code fees collection from Php1.128 Billion in CY 2014 to Php1.201 Billion in CY 2015. The fire code fees collection is now being utilized for the modernization of BFP such as for the procurement of firetrucks, other firefighting equipment, personal protective equipment, construction of fire station, and repair and maintenance of firefighting equipage and fire station.

BUREAU OF FIRE PROTECTION

The Department stepped up its fire prevention campaign and efficient fire suppression services in order to make communities safer by responding to the modernization demand of the Bureau of Fire Protection (BFP) by focusing on the upgrading of its equipment and increasing the number of its personnel.



BFP’s FIRST This is the first time in BFP history to have the biggest firetruck procurement with a total of 469 units, 244 of which are 1000 gallons capacity while 225 are 500 gallons capacity that amounted to Php2.5 Billion. 80 units of 1000 gallons firetrucks were distributed last August 2015 by Secretary Mar Roxas while the second batch of distribution with a total of 120 units of 1000 gallons firetrucks by Secretary Mel Senen Sarmiento last December 2015 at Camp Vicente Lim parade grounds in Canlubang, Laguna. According to BFP Chief, Director Ariel Barayuga, these new additional firetrucks will aid in the filling up of BFP shortages on its assets and will intensify fire suppression capability of the Bureau. With the standard ratio of 1: 28,000, meaning one firetruck manning a twenty eight thousand population and at present with almost 100 million population as of the latest count of the Philippine Statistics Authority (PSA), the BFP still needs at least one thousand more firetrucks to achieve the lacking requirement considering that at present there are 2,491 firetrucks being utilized by the BFP all over the Philippines. The release of the remaining firetrucks will be distributed in 2016.

BFP News Release Reference: Office of the Public Information Services, BFP-NHQ

(Left photo) Secretary Mar Roxas turns over the 1st batch of firetrucks while Secretary Mel Senen Sarmiento (right photo) turns over the 2nd batch of firetrucks intended for local government units at Camp Vicente Lim, Laguna last August and December 2015, respectively.



Progress has also been made on all major programs for Inmates Welfare and Development (IWD), with 51,135 inmates benefitting from the BJMP’s livelihood services; 217,533 for health services; 92,146 for inter-faith programs; 87,354 for Therapeutic Community Modality Program (TCMP); 52,601 for literacy program; and 45,867 inmates released through paralegal program. Through these programs, the inmates were given the chance to develop their skills and to guide them in their quest for transformation and renewal.

To address the increase in jail population,

the Jail Bureau has recruited 707 new Jail Officers 1 in 2015. Of this number, 500 JO1s were recruited on the regular basis while 207 JO1s were recruited through the attrition recruitment program of the Bureau. This has brought the jail officers-to-jail population from the previous 10,759 to 11,466.

Furthermore, the BJMP continued

professionalizing its officers and personnel by allowing them to take part in trainings and courses such as the following: mandatory Training/Career Course at the National Jail Management and Penology Training Institute (NJMPTI) participated in by 1,618 personnel, and Special Tactics and Response (STAR) Course for 236 others.

Likewise, the BJMP in CY 2015 has

procured 177 short firearms (9mm pistol Taurus) that improved the firearms capability to 1:1 ratio, along with 50 digital portable handheld radios,

25 additional prisoner’s vans, 1,050 batons, 2,604 handcuffs, 80 solar, 18 satellite phone and 55 CCTV units. Moreover, BJMP has constructed 13 jail facilities and repaired 15 jail facilities.

Through Oplan Decongestion, 45,867

inmates were released through applicable laws in which inmates were given the chance to develop their skills and to guide them in their quest for transformation and renewal.

On Oplan Greyhound / Galugad, 14,498

jail operations were conducted nationwide in which the following were confiscated from 2,015 inmates and 432 visitors through various search during the year: 420 sachet and 82 grams of shabu; 2 sticks, 3 sachets and 26 grams of marijuana; 936 drug paraphernalia and 200 other prohibited drugs; 2,924 packs and 14,581 sticks of cigarettes; 17 liquors; 744 cellular phones; Php487,641 money; and 41,575 other contraband.

As to deadly weapons, 32 firearms, 4,324

bladed and 2,517 scrap metals were likewise confiscated from the inmates/visitors. Moreover, a total of 16 inmates escapees were recovered and/or surrendered to the BJMP out of 39 escapees in 19 incidences through the Balik-Piitan Program of the Jail Bureau.

BUREAU OF JAIL MANAGEMENT AND PENOLOGY

The Bureau of Jail Management and Penology (BJMP) managed and took under its care 96,894 inmates nationwide, consistent with its mandate of safekeeping inmates under its custody.



Oplan Greyhound / Galugad. BJMP Officers search inmates at the Quezon City Jail in Kamuning as part of the Jail Bureau’s Oplan Greyhound / Galugad. (Photo credits: Manila Bulletin website)

Inmates Welfare and Development. BJMP detainees attending a welfare program in Valenzuela City Jail (2014 Best City Jail) . (Photo credits: Valenzuela City Government website)



Providing direction, administration and control of the various education and training programs conducted at the six (6) Constitutive Units: National Police College (NPC), Philippine National Police Academy (PNPA), National Police Training Institute (NPTI, including its 17 Regional Training Centers), National Fire Training Institute (NFTI), National Jail Management and Penology Training Institute (NJMPTI), and National Forensic Science Training Institute (NFSTI), the PPSC has conducted a total of 42,955 classes (including 15,530 carryover from CY 2014) on various programs (degree, mandatory courses for Officer/Non-Officers and Special courses) for CY 2015.

The PPSC has acquired two (2) buses, two (2) utility vehicles and two (2) staff cars and distribute the same to recipient beneficiaries in CY 2015.

Likewise, construction/rehabilitation of

PPSC facilities are being undertaken by the institution in which the accomplishments as of end of CY 2015 are as follows:

PHILIPPINE PUBLIC SAFETY COLLEGE

The Philippine Public Safety College (PPSC) as the premier educational institution for the training, human resource development and continuing education for all the personnel of the Philippine National Police (PNP), the Bureau of Fire Protection (BFP), and the Bureau of Jail Management and Penology (BJMP) pursuant to Republic Act 6975 or the “Department of the Interior and Local Government (DILG) Act of 1990, has achieved major milestones in its legacy initiatives for CY 2015.

Types and Location of Facilities Status

Construction/Rehabilitation

PNPA

4-storey cadet dormitory 60% completed

2-storey cadet dormitory 95% completed

Installation of primary and secondary lines 95%

Construction of drainage system 15% mobilization

Land formation and riprap 42.35%

NPC

3-storey building with roof deck 15% mobilization

Motorpool 100% completed



Additionally, the following are some of the organizational and operational reforms institutionalized by the PPSC:

Implementation of the Philippine National Police Academy (PNPA) Transition Curriculum towards K-12 Readiness. The SILG approved the adoption and implementation of a transition curriculum for the PNPA’s Bachelor of Science in Public Safety. This is to ensure that the Public Safety Cadetship Program adheres to 21st century learning and to CHED’s outcomes-based teaching and learning (OBTL) and outcomes-based education (OBE).

Adoption of the New PNPA Manual of Operations and the PNPA Manual

Inauguration of the New PNPA Female Dormitory

Awarding of ISO Certification Cascading of the LISTO II Program

through a Tripartite Partnership Conduct of Joint Peace and Security

Team (JPST) Training Institutionalization of the Twinning

Program between PPSC/NPC-PSOSEC (Public Safety Officers Senior Executive Course) and DAP-MPM PSD (Master in Public Management major in Public Safety Development)

Creation and Activation of the Regional Training Center 18

Re-Opening of the Master in Public Safety Administration

Approving the proposed permanent site for PPSC building

Secretary Mel Senen Sarmiento during the blessing and inauguration of the PNPA ladies dormitory, together with PPSC President Ricardo de Leon, Usec Edwin R. Enrile and PNP officials last December 2015.

The Department has invested in support systems to help deliver meaningful results.

Various systems and processes implemented within the Department and/or its Attached Agencies, such as:

Quality Management System (QMS)

Results-based Monitoring and Evaluation (RbME) System

Plan Implementation Monitoring System (PIMS)

Performance Governance System (PGS)

Electronic Time Allowance Calculator (ETAC)

Implemented Regional innovations initiated by the Regional

Offices for its personnel and the LGUs meant to improve the performance of both

capacities prioritized

Improving internal governance



Being sensitive to the plight of its personnel, the Department provided the needed benefits, both for the Local Government Sector and the Interior Sector, like the Year-End Bonus and Cash Gift, Performance Based-Bonus (PBB), Productivity Enhancement Incentive (PEI), among others.

To facilitate the ISO Certification

9001:2008 Quality Management System (QMS), the DILG-Office of the Secretary, the BJMP National Headquarters, and the BJMP-National Capital Region started the Quality Management System (QMS) process to further improve the kind of service they render.

We firmed up our Results-Based

Monitoring and Evaluation (RBME) System, a management strategy that focuses on performance in the achievement of outputs, outcomes, and impact of our programs and projects. We also proposed the development of the Plan Implementation Monitoring System (PIMS), an automation effort of the Annual Operations Plan and Budget (OPB) and Quarterly Accomplishment Reports of the priority programs and projects of the Department.

Furthermore, the Department was

recognized for its participation in the first National Government Excellence Class (GEC) initiated by the Development Academy of the Philippines (DAP) as a complementary mechanism to the Philippine Quality Award. Also this year, the DILG Records Section of the Administrative Service was able to rank as Second Best National Performer garnering 93% completion on the National Inventory of Records

We strengthened the Internal Organizational Capacity of the DILG LG and Interior Sectors

by the National Archives of the Philippines. The NAPOLCOM, on the other hand,

passed the Compliance Stage of the Performance Governance System (PGS) Public Revalidation with a Silver Trailblazer Award last October 2015 which brings them a step higher in the PGS pathway.

To boost the morale of BJMP personnel,

the Bureau leadership assisted 111 personnel to avail of the different National Housing Administration (NHA) housing projects nationwide. Furthermore, some 394 house and lots were raffled to qualified personnel in different regional offices. The PNP likewise continued providing decent and affordable housing to officers and personnel which already reached to a total of 12,891 as of end of 2015.

The BJMP also developed a software

program called the Electronic Time Allowance Calculator (ETAC) aimed at helping paralegal officers in the computation of the time allowance of inmates for good behavior pursuant to Republic Act No. 10592 or Grant of Good Conduct and Time Allowance (GCTA).



INNOVATIONS FOR THE LGUs The LGU Incentives and Awards Program, implemented by DILG-Region II,

includes the Search for Most Outstanding Barangay Public Information Assistance Center, Anti Red Tape Implementer at all levels; Barangay Tanod, Barangay Peace and Order Committee, Lupong Tagapamayapa; and Most Outstanding Barangay, Barangay Executive, Sangguniang Barangay, Barangay Treasurer and Barangay Secretary or BESTS. The Recognition Rites for the various search awards was held last October 2015 in Santiago City, which was also the culminating activity of the Region’s 24th Anniversary Celebration of the Local Government Code.

The Search for Excellence in Local Governance (EXCELL) Awards, a pioneering program of DILG-

Region VI started in 2008, is as a mechanism that recognizes the best managed LGUs in the Region with achievements in the fields of Administrative Governance, Social Governance, Economic Governance, and Environmental Governance. This year, EXCELL Awards adopted several changes in order to harmonize it the Seal of Good Local Governance (SGLG) to make it more responsive to the current thrust of the national government.

The Search for the Outstanding Barangay Tanod is an initiative of DILG-Region VI in partnership

with all the agencies under the Regional Management Coordinating Committee (RMCC). This year, the evaluators composed of representatives from DILG-LG Sector, PNP, BFP, BJM, NAPOLCOM and PPSC-RTS assessed a total of eight (8) nominees both for individual and group category. In addition, the group also assessed one tanod nominee for the posthumous award.

INNOVATIONS FOR THE DILG PEOPLE DILG IV-A created a Social Media Team (SMT) that will jumpstart the online

presence of DILG-Region IVA and help usher the Region onto the world of powerful connectivity. Point persons from the (five) 5 provinces and the City of Lucena were identified and tasked to assist the region in posting photos and relevant articles. Provinces should also create their accounts on Facebook and Twitter, and existing accounts were linked to the Region’s social media account.

DILG-Region VI conducted a 3-day Communication Boot Camp to build up the proficiency skills of

designated Information Officers, IT Officers, Program Managers and Cluster Leaders of the Region last December 2015 in Iloilo City. The activity, also tagged as e-Kwento, guided the participants in writing good press releases and scripts, introduced strategies in documenting the PPAs of the Department with the use of Adobe Premier Pro, browsing web portals and popular electronic platforms including discussions on basic story board writing and photography.

To ensure that our DILG officials are kept abreast of the legal opinions of DILG and issuances of

other government agencies, recent enactments of Congress and rulings of the Supreme Court on issues affecting Local Governance, DILG-Region XI institutionalized the conduct of the Continuing Legal Education Seminar (CLES) held last December 2015 and was participated around 80 participants comprising its regional and field officers.



BUDGET ALLOCATION FY 2015

FY 2015 has been a very busy year for the Department of the Interior and Local Government in

the implementation of its programs and projects vis-à-vis its organizational outcome targets formulated

within the context of the agency Major Final Outputs and its corresponding Performance Indicators that

are linked to its mandated Organizational Performance Indicator Framework (OPIF).

With a total budget of ₱104,566,889,000.00 under the General Appropriations Act FY

2016 (RA 10717) for the Department of the Interior and Local Government, the following were

appropriated for the following operating expenditures:

The big bulk of the DILG-OSEC and LGA budget were MOOE funds for the conduct of capacity development programs and the implementation of its programs and projects for the Local Government Units, while the budget of the Interior Sector Agencies have higher PS funds due to the large number of its personnel tasked to maintain peace and order and public safety nationwide.

Personal Services

(PS)

Maintenance and

Other Operating

Expenses (MOOE)

Capital Outlay

(CO) TOTAL

Office of the Secretary 1,903,124,000 13,182,843,000 736,000,000 15,821,967,000

National Police Commission 1,266,910,000 159,903,000 1,426,813,000

Philippine National Police 60,454,653,000 8,208,636,000 2,100,000,000 70,763,289,000

Bureau of Fire Protection 6,475,181,000 1,198,971,000 411,002,000 8,085,154,000

Bureau of Jail Management and

Penology

3,936,608,000 2,595,845,000 189,875,000 6,722,328,000

Philippine Public Safety College 696,378,000 627,386,000 211,735,000 1,535,499,000

Local Government Academy 17,910,000 193,929,000 211,839,000

Total FY 2015 Appropriations 74,750,764,000 26,167,513,000 3,648,612,000 104,566,889,000





DILG CY 2016 OBJECTIVES AND PRIORITY THRUSTS

Consistent with the mandate of the Department to push for excellence that will lead to local good governance, economic performance and alleviation of the plight of the people, especially of the marginalized sector, we will vigorously carry out the following for CY 2016:

Sustain good local governance initiatives that will lead to: Greater transparency, accountability and performance among LGUs and of local officials;

wider people’s participation; scaled up performance metrics and providing awards and incentives to LGUs that meet the standards

Stronger capacity of LGUs, especially the vulnerable ones, to effectively deal with and bounce back from disasters and calamities

Faster implementation of infrastructure and other poverty alleviation projects to address the needs and plight of the poor, vulnerable and the marginalized

Greater capacity of LGUs to attract business and investment for wider employment and livelihood opportunities to their constituents

Continuously build-up the Department’s internal governance capacity for better organizational and individual performance

Scale up efforts to prevent and suppress crimes by intensifying police operations, instituting reforms for more effective and credible law enforcement and continuing efforts for PNP’s capability build-up

Continue to boost fire protection and suppression services to keep communities safe



Accelerating Investments for More Business (AIMBIZ) in LGUs

Streamlining of Business Permits and Other Local Regulatory Services (BPLS)

Regulatory Simplification for Local Govern-ments (RS4LG)

Training for Better Access to Job Opportunities (TraBAJO)

Konkreto at Ayos na Lansangan at Daan Tungo sa Pangkalahatang Kaunlaran (KALSADA)

Special Local Road Fund (SLRF) Provincial Road Management Facility (PRMF)

Business-Friendly and Competitive LGUs

Sagana at Ligtas na Tubig (SalinTubig) Support to Bottom-up Budgeting (BuB)

2017 LPRAP Preparation BuB Water Supply BuB Local Access BuB Other Local Infrastructure and

Support Payapa at Masaganang Pamayanan (PAMANA)

- Pillars 1 & 3 Assistance to Informal Settler Families (ISFs) in

Danger Zones Comprehensive Local Integration Program

(CLIP) for Former Rebels Sustaining the Effectiveness of Sub-National

Peace and Order Councils (POCs) Enhancing Local Capacity for the Promotion

and Fulfillment of Women’s and Children’s Rights

Socially-Protective and Safe LGUs

Full Disclosure Policy Seal of Good Local Governance Performance Challenge Fund Citizen’s Satisfaction Index System Lupong Tagapamayapa Incentives and Awards Katarungang Pambarangay Ugnayan ng Barangay at Simbahan

Accountable, Transparent, Participative

and Effective Local Governance

Enhancing LGU Capacity on DRR-CCA Program Assessment LG Capacity Development Advocacy: OPLAN LISTO

Rehabilitation and Reconstruction Assistance to Yolanda-Affected Areas Project

Bohol Earthquake Assistance Project Manila Bay Clean-Up, Rehabilitation and

Preservation Project

Environment-Protective, Climate Change

Adaptive and Disaster Resilient LGUs

Strategic Performance Management System (SPMS)

Results-based Monitoring and Evaluation(RbME) System

Development of IT Systems Development of DILG-LG Sector HRD Plan Personnel Competency Build-Up Quality Management System

Strengthened Internal

Organizational Capacity

DILG - LOCAL GOVERNMENT SECTOR PRIORITY PROJECTS CY 2016

DILG INTERIOR SECTOR PRIORITY PROJECTS CY 2016

Crime Prevention and Control and Law Enforcement Intelligence and Counter-Intelligence Operations Case Investigation and Management Case Monitoring

Crime Prevention, Suppression and Investigation

Fire Safety Inspection and Issuance of Fire Safety Inspection Certificate Fire Safety Awareness Campaign Organization and Training of Fire Brigades Response to Fire Calls Investigation of Fire Incidence

Fire Prevention, Suppression and Investigation

Security Management of Inmates Jail Decongestion Provision of Basic Needs of Inmates Behavior Development of Inmates

Inmates Safekeeping and Development

Policies, Plans, Standards and Regulatory Services for the Police Police Administration Police Benefit Fund Administration

Police Supervision and Control

Education and Training Service Program

Capability Building for Uniformed Personnel



The DILG LG Sector Outcome Framework calls attention to the question of relevance. More than a

hundred years in existence, is the Department still relevant in the face of modern-day challenges in public administration and development? Do our commitments have meaning and significance in the overall design of things in our society – directly or otherwise? Being the primary agency tasked to scale up the capacities of the less able local governments, perform oversight function and incentivize exemplary performance, we need to position ourselves in a way that we can really influence local authorities to model the transformation process, be it social, economic or environmental, under conditions of self-reliance, law and order and public safety.

Both the Department and local governments need to be robust to meet their respective mandates, with

the former needing to strengthen its internal governance capacity to shepherd and nurture a local government to become accountable, transparent, participative and effective. On the other hand, local authorities are expected to observe the tenets of good governance as they pursue social development and protection, economic development and environmental management amid the imperatives of climate change and natural disasters.

Whatever the Department engages itself, it must be guided by the primacy of designed and destined local development. Everyone in the Department, from the highest official to the lowest employee, must understand that rooted development is only possible where local governance is really understood and sustainably practiced, beyond mere rhetoric and public discourse.

The agency is not a work output producer for the sake of producing it. Any output must be clearly linked

to, and help bring about, a desirable outcome. Local government contribution in the realization of inclusive growth and poverty reduction is better assured of success where desirable outcome-orientation is the norm.



DILG - LOCAL GOVERNMENT SECTOR OUTCOME FRAMEWORK

Taking the Framework Frame by Frame Societal Outcome -

This is an outcome statement expressed in the Philippine Development Plan for 2011 to 2016, and serves as the guiding light for all national government agencies. The country’s development roadmap describes this as growth that is rapid enough to matter given the country’s large population, geographical differences, and social complexity. It is a sustained growth that creates jobs, draws the majority into the economic and social mainstream, and continuously reduces mass poverty.

It shows the overarching strategic framework of the Updated Philippine Development Plan, with inclusive growth – defined as poverty reduction in multiple dimensions and massive creation of quality employment – as the desired outcome.

For job creation, capital accumulation is necessary. Investment must continually rise for the economy to grow and absorb labor into productive jobs. Being a bet on the future, investment requires a stable and predictable market environment. Macroeconomic stability, supported by sound monetary and fiscal policy, a strong financial system, and healthy external sector, is thus essential to maintaining positive consumer and business expectations about the future. Financial markets also tend to look more favorably at countries whose macroeconomic house is in order.

The performance of the production sectors (i.e. agriculture, industry, and services) is, of course, a critical determinant of the economy’s growth potential and its ability to create jobs. In part this is influenced by macroeconomic policy, but sector-specific policies (e.g. fiscal incentives, credit subsidies) and other crosscutting measures (e.g. labor market regulations and policies towards foreign direct investments) also affect competitiveness. Of special importance in raising productivity and expanding the range of products and services produced in the economy is private investment in research and development (R&D), which government can influence through its science and technology policy. The state of the country’s infrastructure (roads, ports, airports, telecommunications, transportation, etc.) and the availability of a healthy, highly trainable and skilled labor force are similarly important factors bearing on the cost of doing business.

Circumscribing the above are the quality of governance, the natural environment, and national security, all of which exert a profound influence on the economy’s productive potential.

Sectoral Outcome -

This recognizes the importance of local governments in the fulfillment of the societal outcome. Under an environment of self-reliance and where law and order and public safety prevail, well-meaning local authorities can assume a complementary lead role in the realization of the societal outcome.

Self-reliance means that a local government is able to grow and flourish with a very limited

dependence, if any, on national government support, is capable of setting the direction of local development and of mobilizing local or external support systems, including the resources to finance development. Law and order and public safety refer to a condition where constituents feel secure and safe from threats to security, life and limb, and thereby enabling them to go on with their life and endeavors freely and securely.

Poverty in Multiple Dimensions Reduced

and Massive Quality Employment Created

Sustainable Development-Oriented Local Government



Local governments are key pillars in the realization of the societal outcome. However, the

likelihood of a local government contributing is better assured of success under a condition where sustainable development is valued. After all, social well-being, economic well-being and environmental well-being are what public service and public welfare all about. Sub-Sector Outcomes

The sub-sector outcomes indicate that a local government has reached the state where it is already capable of addressing local needs and challenges along the lines of economic development, environmental protection and preparedness to deal with climate change phenomena, and protection, development and safety of the constituents especially the poor, vulnerable and marginalized. In the contemplation of the framework, a local government that is able to deliver or achieve these sub-sector outcomes can be considered as a leader of the pack in development.

It must be emphasized that, while the DILG offers a menu of programs and projects that are geared towards the hastening of the fulfillment by local governments of these outcomes, it is not only the Department that is into this continuing challenge but other agencies and community of interest as well. The key is to build a collaborative tension among all concerned partners.

Inclusive growth and poverty reduction are anchored on sustainable development.

The environment provides the natural resource capital for economic development. Unshared

economic prosperity further marginalizes the poor. The poor cannot productively engage in economic transformation. Survival drives the poor to be instruments of environmental degradation.

This is a condition where a local government is genuinely committed to take the lead in sustainable and inclusive economic development. Setting the direction and minding it are aptly the role of local authorities. Investing in it is the domain of the business sector.

Minding development means creating an assuring policy environment and investment climate,

projecting resource endowment potentials, projecting an ability to maintain industrial peace, reforming the business processing and permitting systems, engaging in a robust investment promotion strategy, and investing in disaster risk reduction and management, among other fundamentals.

This is a condition where a local government puts premium on the integrity of the natural environment, and ably confronts the challenges posed by destructive climate change phenomena such as strong typhoons, extreme rainfall, flood-flashflood, coastal flood or urban flood, or landslide, or by a geologically-induced disaster such earthquake or tsunami.

Business-Friendly and Competitive LGUs

Environment-Protective, Climate Change Adaptive

and Disaster Resilient LGUs



Resiliency is commonly understood as an occurrence of rebounding or springing back from

something. When used in the context of climate change or a natural disaster, resiliency means a local government’s ability to brace or prepare itself, fortify the community to minimize or cushion the impact, adequately protect and address the sudden and urgent needs of inhabitants during such situation and to fast track the return to normalcy of the lives of the affected.

Resiliency implies that a local government must have the appropriate and adequate technical

knowhow and equipage – leadership structure, plans, internal and external administrative systems, logistics and equipment – that can be mobilized at any given time. After all, adapting to climate change and building disaster-resiliency are the ultimate assuring measures of local institutional capability in environmental management and in advancing the interest of public welfare.

This is a condition where a local government is capable of addressing the well-being of every member of the community particularly the poor, the vulnerable and the marginalized. This can be attained when a province, city, municipality or barangay accords high importance on, and adequately address, the needs of the least able and most needy. In its broad sense, social protection is concerned with preventing, managing, and overcoming a situation that adversely affects a person’s well-being.

A policy or program designed to reduce poverty and diminish exposure to risks brought about by

a disaster is a good start. On the other hand, the notion of safety emphasizes the condition where people live and go on

with their lives free from any fear, worry or threat of being victims of violence or exploitation or of being mired in the middle of conflicts that slow down if not altogether stall their and their communities’ development.

The terms, social protection and safe in this particular sub-sector outcome furthers the argument that ensuring livability in a community - safe and potable water, decent shelter, other basic needs, getting people out of a hazardous location, protecting human rights, addressing issues that engender conflict, etc. – is at the very core of local government existence. Organizational Outcome -

This is a condition where a province, city, municipality or barangay defers and practices the basic tenets of good local governance.

Governance is all about the valuing of the key principles of performance, accountability, transparency and participation. Any program or project aimed at improving obtaining socio-economic and environmental conditions must be guided by these principles. Otherwise, a program or project is rudderless, and is destined to fail. And contemporary history is replete with examples of failures.

Socially-Protective and Safe LGUs

Accountable, Transparent, Participative

and Effective Local Governance



Strengthened Internal

Organizational Capacity

Where We Are and What We Should Do

Good local governance must be understood as the platform or foundation of any and all policies, programs or projects that profess commitment to public welfare.

As the national government agency mandated by law to assist the President in the exercise of the

power of general supervision over local governments, the Department must be in a position to challenge local agencies to value good local governance.

The Department must continuously strive to effectively engage in LG Capacity Development Services and Performance Oversight cum Awards and Incentives. Agency initiatives aimed at building a culture of performance, accountability, transparency and inclusivity must be regularly base-lined. This is a necessary strategy to scale up the focus and content of intervention, and thereby avoiding the pitfall of one size fits all. The idea is to cause an eventu-al transformation of local governments as juridical public exemplars.

Suffice it to say, that if the DILG were to succeed in leading the transformation process, it must internally

reinvent itself continuously, and must rebuild its image continuously.

Internal Governance Outcome -

This is all about overall administrative competence. It is a condition where officials and employees possess the necessary technical capacities, where internal

and external administrative systems function as designed and where institutional value facilitates rather than hinders.

Failing this, it is highly unlikely that we can move forward and succeed in carrying out our legal mandate.

In the context of the multiple challenges that the Department is faced with, the question “are we equal to

the tasks?” finds greater relevance and urgency. The business as usual mindset does not fit. Internal administrative systems must come to age, managerial and technical competencies must be assuring, and employee welfare must not be let to the employee alone but must now be acknowledged as a primary obligation of the Agency.



Secretary Sarmiento successfully led the Department in defending its budget for FY 2016 before the two Houses of Congress. He ensured that it will have adequate resources it can utilize to fulfil its mandate and to effectively perform.

Therefore, for 2016, all the DILG’s provincial offices will have vehicles they can use to monitor the more than 12,000 projects the Department implements throughout the country. Even the Municipal Local Government Operations Officers (MLGOOs), many of whom occupy offices in areas owned by the LGUs and most of the time victims of the LCE’s “temperament” and “whims,” will have their own separate office so they can freely perform their duties. In the words of Sarmiento, it is the Department’s way of returning the “self-respect” and “dignity” to our hard-working field people.

For the Philippine National Police (PNP), SOCO vans, firearms, investigative, communication and ISO / anti-terrorism equipment will be procured, 281 police stations will be constructed and 10,000 police officers will be recruited, all aimed at improving police visibility and better crime prevention and fighting by its men and women. It is expected that such resources will help the PNP in continuously improving its Crime Clearance Efficiency (CCE) and Crime Solution Efficiency (CSE).

For the National Police Commission (NAPOLCOM), in their share to forward the agenda of professionalizing our PNP personnel, will continue to formulate plans and programs aimed to strengthen and improve the management of police systems and structure, and likewise conduct inspections of offices/

stations/units to determine actual condition and operations of police personnel, activities and facilities.

For the Bureau of Fire protection (BFP), additional 40 fire stations will be constructed, and 40 firetrucks and 469 breathing apparatus will be procured. We will also set up ICT equipment to fast-track the delivery of services in the BFP and recruit 1,200 additional fire officers. All of these are essential for increasing our firefighting capability that will reduce loss of lives and damages to properties that may be brought about by fire incidents, and continuously improve the current 1:4,964 fireman-to-population ratio.

For the Bureau of Jail Management and Penology (BJMP), 51 jail buildings will be constructed that will somehow ease the congestion rate of 374% prevailing in many of our jails; additional ICT equipment and computer software, and other jail equipment such as short firearms, batons, handcuffs, and prisoners vans will be procured; and 1,500 jail officers will be recruited. These are all crucial in improving BJMP’s capacity in safekeeping city, municipal, and district jails nationwide.

For the Philippine Public Safety College (PPSC), budget was allocated for the construction of the PPSC head office building and PNPA complex and procurement of ICT and mobility requirements. All of which are essential to continue providing direction, administration and control of the various education and training programs of the training arm of the uniformed sector.

MOVING FORWARD





FRENNA MAE C. AQUINO Head Executive Assistant Email: Contact No.: 925-1130; 925-0331

ESTER A. ALDANA, CESO II Assistant Secretary for Finance, Comptrollership and Administration Email: [email protected] Contact No.: 925-0375; Telefax No. 925-0334 JOSEFINA CASTILLA-GO OIC, Assistant Secretary for Plans and Programs Email: [email protected] Contact No.: 925-1135 ATTY. MA. PERPETUA B. UNICO Assistant Secretary for Legal Matters and Affairs Email: [email protected] Contact No.: 929-4919 NARIMAN A. AMBOLODTO Assistant Secretary for Muslim Affairs and Special Concerns Email: [email protected] Contact No.: Telefax No. 925-0333

HON. MEL SENEN S. SARMIENTO Department Secretary Email: [email protected] Contact No.: 925-0330; 925-0331; Fax No. 925-0332 ATTY. GEFER R. MANCOL Undersecretary / Chief of Staff Email: Contact No.: 925-1130; 925-0331

AUSTERE A. PANADERO, CESO I Undersecretary for Local Government Email: [email protected] Contact No.: 925-0347; Telefax No. 925-0361 ATTY. EDWIN R. ENRILE Undersecretary for Operations Email: [email protected]; [email protected] Contact No.: 928-6713; 925-1145 ATTY. PETER IRVING C. CORVERA Undersecretary for Public Safety Email: [email protected] Contact No.: 925-9114; 920-7783 Undersecretary for Urban Poor, Informal Settler Families and Other Special Concerns Email: Contact No.: 925-1135

OFFICE OF THE SECRETARY

UNDERSECRETARIES ASSISTANT SECRETARIES

DIRECTORY OF OFFICIALS

ANNA LIZA F. BONAGUA, CSEE OIC Director, Bureau of Local Government Development (BLGD) Email: [email protected] Contact No.: 929-9235; 920-3513; Telefax No.: 927-7852 MANUEL Q. GOTIS, CESO III Director, Bureau of Local Government Supervision (BLGS) Email: [email protected] Contact No.: 925-1153; Telefax No.: 928-9181 LEOCADIO T. TROVELA, CESO IV OIC Director, National Barangay Operations Office (NBOO) Email: [email protected] Contact No.: 925-0371; Fax No.: 925-1137 ROLYN Q. ZAMBALES, CESE Director, Office of Project Development Services (OPDS) Email: [email protected] Contact No.: 929-9601; Telefax No. 929-9406

ATTY. JENA J. JAVAREZ OIC Director, Administrative Service (AS) Email: [email protected] Contact No.: 925-0379; Telefax No. 926-3663 SARA JANE M. CEREZO OIC, Internal Affairs Service (IAS) Email: [email protected] Contact No.: 929-8613; Telefax. No. 925-6552 LOIDA S. LINSON OIC Director, Information Systems and Technology Management Service (ISTMS) Email: [email protected] Contact No.: 925-0370; 928-8065 FRANCISCO R. CRUZ, CESO III, MMG Director, Planning Service (PS) Email: [email protected] Contact No.: 927-4112; Telefax No. 925-0337 Director, Financial Management Service (FMS) Email: Contact No.: Telefax No. 928-2447 Director, Legal and Legislative Liaison Service (LLLS) Email: [email protected]; [email protected] Contact No.: 929-7912; 925-3847; 920-8016 Director, Public Affairs and Communication Service (PACS) Email: Contact No.: 925-0349; 925-7343

EDGAR ALLAN B. TABELL OIC Executive Director, PATROL 117 Chief, Central Office Disaster Information Coordinating Center (CODIX) Email: [email protected] 117 Contact No.: 925-9111; Telefax No. 928-7281 CODIX Contact No.: 939-4269 MARIA TERESA T. VERGARA OIC, Public Assistance Center Email: [email protected] Contact No.: 925-0343; 925-1135



BUREAUS

OTHER OFFICES

SERVICES



MARIA LOURDES L. AGUSTIN, CESO V OIC Regional Director, NCR Email: [email protected] Contact No.: 435-6241; Telefax No. 441-5318

MARLO L. IRINGAN, CESO V Regional Director, CAR Email: [email protected]; [email protected] Contact No.: (074) 442-5372 loc. 101; Telefax No. 442-9030

JULIE J. DAQUIOAG, CESO IV OIC Regional Director, I Email: [email protected] Contact No.: (072) 888-2108; Fax No. 700-2703

JOHN M. CASTANEDA, CESO III Regional Director, II Email: [email protected] Contact No.: (078) 304-5378 / 304-1978; Fax No. (078) 304-9345

FLORIDA M. DIJAN, CESO III Regional Director, III Email: [email protected]; [email protected] Contact No.: (045) 455-2405 / 455-3210; Fax No. 961-2904

JOSEFINA CASTILLA GO, CESO III OIC Regional Director, IV-A Email: [email protected]; [email protected] Contact No.: (049) 827-4755 / 827-4587

JAMES F. FADRILAN, CESO V OIC Regional Director, IV-B Email: [email protected] Contact No.: (02) 995-7731; Telefax No. 995-7725

ELOUISA T. PASTOR OIC Regional Director, V Email: [email protected] Contact No.: (052) 480-1484 / 435-4642 / 437-2641; Fax No. 480-4023

ATTY. ANTHONY C. NUYDA, CESO III Regional Director, VI Email: [email protected] Contact No.: (033) 335-0465 / 509-9611 / 509-9610; Fax No. 336-2653

ATTY. RENE K. BURDEOS, CESO III Regional Director, VII Email: [email protected] [email protected] Contact No.: (032) 253-5479; 253-5481; Fax. No. 253-5473

PEDRO A. NOVAL, JR., CESO III Regional Director, VIII Email: [email protected]; [email protected] Contact No.: (053) 321-6609 / 321-2060; Fax No. 321-2093

PAISAL O. ABUTAZIL, CESO III Regional Director, IX Email: [email protected]; [email protected] Contact No.: (062) 850-7258 / 925-0282 / 985-1951; Telefax No. 850-0252 / 850-7252 ARNEL M. AGABE, CESO IV Regional Director, X Email: [email protected]; [email protected] Contact No.: (088) 858-2191 / 858-2193 / 859-12446

ANANIAS M. VILLACORTA, CESO III Regional Director, XI Email: [email protected] Contact No.: (082) 297-2604 / 297-2724 / 297-2606

REYNALDO M. BUNGUBUNG, CESO IV OIC Regional Director, XII Email: [email protected] Contact No.: (083) 228-1421; Telefax No. 520-0224

LILIBETH A. FAMACION, CESO III OIC Regional Director, CARAGA Email: [email protected]; [email protected] Contact No.: (085) 342-2045; 341-1976; Fax No. 815-1229; 342-2134

MARGIE A. BILIGAN, CESO IV OIC Director, NIR Email: Contact No.:

ATTY. ANWAR A. MALANG Regional Secretary, ARMM Email: Contact No.: (064) 421-8644

DILG REGIONAL OFFICES

NATIONAL POLICE COMMISSION EDUARDO U ESCUETA Commissioner Vice-Chairman, and Executive Officer National Police Commission (NAPOLCOM) Contact No.: 899-5093 PHILIPPINE NATIONAL POLICE PDG RICARDO C MARQUEZ OIC, Philippine National Police (PNP) Contact No.: 722-4085 BUREAU OF FIRE PROTECTION CSUPT ARIEL A BARAYUGA, CEO VI OIC, Bureau of Fire Protection (BFP) Contact No.: 426-4399 BUREAU OF JAIL MANAGEMENT AND PENOLOGY CSUPT DEOGRACIAS C TAPAYAN, CES(E) Director, Bureau of Jail Management and Penology (BJMP) Contact No.: 927-6383 loc. 102 PHILIPPINE PUBLIC SAFETY COLLEGE PDDG RICARDO F DE LEON (Ret.), Ph.D. President, Philippine Public Safety College (PPSC) Email: [email protected] Contact No.: 666-3342 LOCAL GOVERNMENT ACADEMY MARIVEL C. SACENDONCILLO, CESO III Executive Director, Local Government Academy (LGA) Email: [email protected]; [email protected] Contact No.: 634-6416; 634-6567



ATTACHED AGENCIES

MANDATE

To promote peace and order, ensure public safety, and further strengthen local government capability aimed towards the effec-

tive delivery of basic services to the citizenry.

MISSION

The Department shall promote peace and order, ensure public safety, strengthen capability of local government units through active people

participation and a professionalized corps of civil servants.

VISION

The DILG is the primary catalyst for excellence in local governance that nurtures self-reliant, progressive, orderly, safe and globally-competitive

communities, sustained by God-centered and empowered citizenry.

At the heart of the Department of the Interior and Local Government (DILG) logo is the acronym of the Department, DILG, written in black for easy recognition and as a strong manifestation of its steadfast commitment to promote peace and order, ensure public safety and strengthen the capability of local governments.

Said acronym is prominently placed on top of the Map of the Philippines,

representing the country’s national territory and comprising all local government units which are under the general supervision of the Department.

The People and the Shields Forming the Circle correspond to the seventeen

(17) regions of the country, including the Autonomous Region for Muslim Mindanao (ARMM). The shield also represents the interior sector or the peace and order and public safety sectors, while the people stands for the local government sector under one Department. The two symbols are placed alternately to underscore the need for both sectors to work together to bring about peaceful and progressive communities.

ACKNOWLEDGMENTS

This Annual Report was prepared under the guidance of Planning Service Director Francisco R. Cruz. Special thanks to all Regional / Bureau / Service Directors, and Heads of Attached Agencies, such as LGA, BFP, BJMP, NAPOLCOM, PNP, and PPSC for the timely submission of their respective accomplishments; and to PS-MED staff for additional research, layout and design, namely, Lilibeth Masangkay, Armida Parañal, Leilani Lindo, Imelda Marcial, Arvin John Denaya and Julie Fe Rafael. Photo credits go to the photographers of the DILG Operating Units, the websites of the NAPOLCOM, PNP, BFP, BJMP, PPSC and LGA, as well as, various websites of DILG Regional Offices, LGUs, NGAs, online news articles and various social network sites.

ANNUAL REPORT 2013 ANNUAL REPORT 2015

www.dilg.gov.ph

Department of the Interior and Local Government

DILG-NAPOLCOM Center, EDSA corner Quezon Avenue,

West Triangle, Quezon City, 1104 Philippines

“Matino, Mahusay at Maasahan”

DILG Annual Report 2015

Documents