DILG Annual Report 2013

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

ANNUAL REPORT 2013

DILG in 2013: Pushing, Sustaining and Succeeding

in the Drive for Good Local Governance

About the Cover

Likened to a beehive, this year’s annual report features seven (7)

interlocking hexagonal blocks representing the priority outcome

areas of the Department, wherein the DILG family, similar to worker

bees, labor together as a colony towards the attainment of these

outcome areas. With the concerted efforts of the LGUs and the

DILG Family, we will reap our “sweet golden honey” or the fruits of

our united labor in the different areas of governance .

The metal background represents the LGUs’ resiliency in times of

disasters, as well as, their self-reliance in confidently facing the

challenges of local governance.

DILG in 2013: Pushing, Sustaining and Succeeding

in the Drive for Good Local Governance

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

ANNUAL REPORT 2013

What’s Inside

Secretary’s Message 1

Introduction 3

Highlights of Operations

We made sure LGUs continue the practice of transparency and accountability 4 and we continued incentivizing good LGU performance

Full Disclosure Policy Seal of Good Housekeeping Performance Challenge Fund Local Governance Performance Management System

We afforded the people the opportunity to take part and decide on projects that address 8 their concerns, and made CSOs, NGOs, POs active partners in LG reforms and in the quest for good governance Grassroots Participatory Budgeting Process Citizens Satisfaction Index System Vigilance to Volunteerism: Program Intensifying People’s Engagement in Local Governance

We helped ensure orderly transition of power at the local level 10 and primed the winners to confidently face the challenges of local governance Newly Elected Officials Program We primed LGUs to become more competitive and business-friendly 11 Business Permits and Licensing System Streamlining Technical Assistance in Local Economic Policies and Programs Development Organizing and Strengthening of Local Economic Development and Investment Promotion Office Alliance Building for Local Economic Development Special Local Roads Fund Provincial Road Management Facility

We improved people’s access to safe water and mobility for local economic growth, 14 even as we did our share in making peace and development realities in conflict-affected LGUs Provision of Potable Water Supply

Sagana at Ligtas na Tubig sa Lahat Grassroots Participatory Budgeting Process Areas Transition Investment Support Plan for ARMM

Payapa at Masaganang Pamayanan

We reduced the vulnerability of Informal Settler Families living in danger areas 16

We reduced the vulnerability of women and children 17 Functionality of Local Council for the Protection of Children Creation of Local Committees on Anti-Trafficking and Violence Against Women and their Children Establishment of Violence Against Women (VAW) Desks in every Barangays Localization of the Comprehensive National Juvenile Intervention Program

We prepared LGUs to become disaster-resilient and climate change adaptive 18 Disaster Risk Reduction Management-Climate Change Adaptation Efforts Manila Bay Clean-Up, Rehabilitation and Preservation Project

We worked to help LGUs affected by various disasters this year get back to their feet and rebuild 22 We worked for Secure and Fair Elections (SAFE) - and Cleaner too 23 We improved our peace and order and public safety efforts to make communities safer 24 Protecting Communities from Destructive Fires and other Emergencies 29 Safekeeping and Development of District, City and Municipal Jail Inmates 31 We continued to professionalize the PNP, BJMP and BFP Personnel and Services 32 We continued to strengthen our internal organizational capacity 33

DILG - LG Sector Outcome Framework 38

DILG - LG Sector Priority Projects for FY 2014 42

DILG Program Thrusts for FY 2014 43

Directory of DILG Officials 44

With:

Regional Innovations Testimonials

Message of the Secretary

The year 2013 was probably one of the country’s most

challenging years as we were faced with various obstacles that tested

our resiliency as a nation. The series of natural calamities that struck

the country, threats to national security, and allegations of corruption

in the government were among the many hurdles that we had to

overcome. We were challenged, but we managed to deliver.

In the light of the ever-increasing demand for local governments to become more responsive to

the needs of the people, we relentlessly pursued the realization of our commitments to the five key

result areas of the President’s Social Contract with the Filipino people through the successful, swift and

effective implementation of relevant programs and projects that directly contributed to the fulfillment

of our desired outcomes for the LGUs. We have, likewise, remained steadfast in keeping peace and

order and public safety especially during times of disasters, calamities and unrest where our presence

was needed the most. In responding to the needs of the times, we were able to refocus and shift gears

without compromising what needs to be done.

I salute every DILG official and employee for your significant contributions to the

accomplishments of the Department. Indeed, the fruits of our labor for the past year are inevitably

sweet and worth every effort.

As President Aquino puts it, we will never settle for numbers that look good only on paper,

because growth is a narrative that has always depended on the success of its people.

Keep up the good work, DILG Family. Together, let us continue to build a strong workforce

capable of meeting the demands of the time.

MAR ROXAS

Secretary

Introduction

The year 2013 was both fruitful and challenging to the Department in our earnest efforts to push good local

governance to greater heights and improve the country’s peace and order situation and public safety in order to sustain business and investor confidence in the country, so that the President’s vision of inclusive growth and poverty reduction will be realized.

As the national government through the Department of Budget and Management (DBM) National Budget

Memorandum No. 118 called upon all agencies to come up with programs and projects that are consistent with the Philippine Development Plan (PDP) and to coordinate/converge with each other in objectives, space and time to maximize the impact on unemployment and poverty reduction in identified geographical areas – agricultural, fisheries and tourism in FY 2014, the DILG jumped the gun and prioritized this early the provision of interventions in some of the identified LGUs, especially in gearing them up for and promoting local economic development. We also implemented programs and projects meant to strengthen our own internal capacity, for a more effective and efficient delivery of services to our clients - the Local Government Units (LGUs).

What we went through was not easy by all means, but because of the commitment, dedication and resolve of each and every official and employee of the DILG family – from the Local Government Bureaus, the Local Government Academy (LGA), National Police Commission (NAPOLCOM), Philippine National Police (PNP), Bureau of Fire Protection (BFP), Bureau of Jail Management and Penology (BJMP), and Philippine Public Safety College (PPSC), we were able to log significant and meaningful accomplishments this year.

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 2013 3



We made sure LGUs continue the practice of

transparency and accountability as we continue

incentivizing good LGU performance.

In support for the President’s call for clean and honest governance both at the national and local levels, the Department made sure that transparency and accountability will continue among our LGUs, even as we continued the provision of incentives to those that practiced good local governance.

LGU compliance to the Full Disclosure Policy (FDP) remained high as we saw a total of 1,532 LGUs (72

provinces, 137 cities and 1,323 municipalities) or 96% of the 1,591 LGUs nationwide (excluding ARMM) disclosed to their constituents and the general public, important financial documents, therefore showing where and how they utilized their resources.

Also, 86% or 34,135 of all barangays, excluding

ARMM have complied in the posting of their budget, statement of income and expenditures, and other financial transactions and annual procurement plan in conspicuous places.

This year also saw the full operationalization of the

Full Disclosure Policy Portal (www.fdpp.blgs.gov.ph) which the Department launched in November 2012 to widen people’s access to these vital LGU documents.

In order to make the disclosed information more useful and beneficial to the public, we have tied-up with several academic institutions and people’s organizations to establish mechanisms on how the LGU reports can be utilized, thereby ensuring as well people’s participation in making such information more useful to the LGUs themselves and policy makers as well.

We also closely worked with the World Bank for the enhancement of the FDP Portal for re-launch in January 2014 at the Good Governance Summit, an event spearheaded by the Department of Budget and Management (DBM), in partnership with the Presidential Communications Development and Strategic Planning Office (PCDSPO), the Procurement Service (PS), and the Government Procurement Policy Board Technical Support Office (GPPB-TSO).

We also issued a new policy entitled

“Implementing Guidelines on the Full Disclosure of Local Budget and Finances, and Bids and Public Offerings” (DILG MC 2013-140 dated December 18, 2013) to reiterate the two required modalities of posting (conspicuous places and FDP Portal) and to inform the LGUs of the final list of required documents to include two (2) additional documents, namely Manpower Complement and Unliquidated Cash Advances. The said MC shall be implemented effectively starting CY 2014.

We continued to incentivize the practice of good

governance by LGUs through our Seal of Good Housekeeping (SGH) and the Performance Challenge Fund (PCF) which give due recognition and award to LGUs that have exhibited excellent performance in internal/financial housekeeping and other important areas of governance. While we scaled up the bar for measuring LGU performance to include their compliance to procurement policies and improved public perception on their services through the results of the Report Card Survey (RCS), a total of 1,007 LGUs (FY 2012 recipients: 52 provinces, 90 cities and 865 municipalities) nationwide including ARMM managed to reach the bar and, thus conferred with the Seal. While, 365 LGUs (8 provinces, 17 cities and 340 municipalities) passed the SGH Bronze.



Beginning FY 2014, the

Seal of Good Housekeeping (SGH) will be transformed into the

Seal of Good Local Governance (SGLG), to include

gauging LGU performance not only in the areas of good financial housekeeping and people’s participation, but also on important areas such as business competitiveness, disaster preparedness, environmental protection, social protection, peace

and order and public safety. This makes for a more comprehensive and encompassing metrics and awards/recognition program that will be conferred on LGUs that will perform extremely well in the areas covered by the Seal.

We continued to provide the Performance Challenge Fund (PCF), a development fund given to LGUs

that were conferred the SGH, to be used for the implementation of projects related to local economic development, disaster risk reduction and management, ecological solid waste management, and the Millennium Development Goals (MDGs). Since it was given beginning 2010, a total of 1,327 projects were implemented wherein 841 projects (32 in 2010, 486 in 2011 and 323 in 2012) were already completed and benefitting people in LGUs where these are located and 486 more projects are either on-going or complying with administrative requirements.

For FY 2013, a total of 719 LGUs (21 provinces, 60

cities and 638 municipalities) were beneficiaries of the PCF amounting to Php1B. These LGUs are now in the process of completing the necessary requirements for them to commence the implementation of their chosen projects.

On the other hand, we enhanced the PCF Manual

of Operations in partnership with the ASIA Foundation and revised the PCF website for better monitoring of PCF projects and at the same time, provide the public easy access to relevant information in connection with the status of PCF-supported projects.

Figure 1. Comparative Summary of PCF Projects, CYs 2010 to 2012, by Project Status

as of 31 December 2013




As a show of the Seal’s value on good governance, even the provincial government of South Cotabato, through the support of the DILG-Region XII, has come up with its own SGH dubbed Dungog sang Barangay, a program which gives due recognition to barangays with outstanding performance. For the said provincial government, it pays to replicate something that inspires barangays to raise their level of performance and instills the value of good governance as a way of improving public service and the lives of the people.

DILG XII Officials witness the ribbon-cutting for the PCF-funded projects of Glan, Sarangani Province in June 2013

Paving the way for local development in Paniqui, Tarlac

PCF Subsidy: Php1,000,000.00 Beneficiaries: 1,191 residents of Brgy. San Carlos, Paniqui, Tarlac “Dati po nahihirapan kami dito sa aming kalsada dahil mabato at lubak-lubak, tapos kapag umuulan ay maputik kaya delikado sa tulad kong magsasaka, malaki ang hirap namin lalo na sa pagdadala ng mga ani namin dito sa bukid para maibenta sa bayan, says Gregorio Ordonio, a farmer (60 yrs. old) and resident of SitioTalana, Bgry. San Carlos Municipality for almost 35 years now.

“Mabuti na lang po at inayos na ang kalsada namin.Naibsan po ang hirap hindi lamang ng mga magsasaka kundi namin ding mga nanay na naghahatid ng mga anak papunta sa kanilang paaralan, at pati na rin sa aming araw-araw na pagpunta sa palengke upang makapamili at minsan ay magtinda ng mga gulay adds Marlene Sodaria (31 yrs. old), a housewife of the said Sitio. Brgy. Captain Conchita Zabala, (45 yrs. old) said “Kami po ay taos pusong nagpapasalamat sa aming mga lokal na opisyal pati na rin po sa DILG-PCF sa maganda at maayos na proyektong ipinagkaloob sa aming lugar. Lubos po akong nagagalak dahil naayos na ang aming kalsada at napapakinabangan ang dulot na ginhawa nito”.

Pushing the educational and cultural advancement in the City of Ilagan, Isabela

PCF Subsidy: Php 1,000,000.00 LGU Counterpart Fund: Php 3,700,000.00 Beneficiaries: Residents, students and tourists of Ilagan City, Isabela Mr. Romeo C. Garcia, City Planning Development Officer of Ilagan City, recalls a time when young students would ask of places where they could borrow books for research and leisure reading. He would automatically say schools were the first places to go since there are no existing public libraries in Ilagan City. But now, things have changed for the better since the construction of the City Library and Museum Building as a result of the Gawad Pamana ng Lahi (GPL) award under the PCF. Mary Jane Ramos, a grade five elementary student residing in Bliss Village attested as to how the library provided access to important resource materials needed for projects and assignments. She calls the library her second home. “Palagi ako pumupunta po dito pagkatapos ng klase lalo na kapag may malaking proyekto o asignatura, bago ang mga libro at malamig sa loob ng library at higit sa lahat libre at walang bayad humiram.” Mary Jane is only one of the countless children benefiting from the newly constructed Library.

Transforming communities,

Improving lives through the PCF

The farm-to-market road at Sitio Talna, Brgy. San Carlos, Paniqui, Tarlac

The museum and library in the City of Ilagan, Isabela




6 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 2013

We gauged the performance of LGUs in various areas

of governance through the Local Governance Performance Management System (LGPMS) wherein

all of the 1,591 LGUs (excluding ARMM) have submitted their respective Performance Reports of all these LGUs for FY 2012 (e.g., State of Local Governance Performance, State of Local Development and Financial Reports) and were already accessible and available on-line. Based on their submitted SLGR reports, 920 or 58% of the 1,591 LGUs (excluding ARMM) have shown improvement in their performance as compared to their 2011 performance.

Meanwhile, 598 of these LGUs have already

communicated the results of their SLGRs to their constituents through various modalities such as assemblies, conferences and dialogues.






To sustain a high level of communication of LGPMS results, our own DILG-Region IV-B has in fact developed a Regional Protocol that serves as guide on how the LGPMS information can be best relayed to the public. The Regional Office likewise introduced the use of cloud computing in monitoring LGPMS implementation down to the municipal level in the entire region.

To scale-up the use of LGPMS as a performance management tool in DILG-Region VI, the Region launched in May 2013 the Regional LGPMS Stewardship Award. The award seeks to recognize individuals and organizations in their accomplishments to the institutionalization and utilization of the LGPMS in the region. The conferment of

winners in individual and organizational category was held during the DILG-Region VI Annual Pagdayaw held in December 2013.

Usec Austere Panadero and BLGS Director Manuel Gotis present the award of Region VI as Rank 2 in the Institutional Category of LGPMS Stewardship Award - National Level to the LGPMS Regional Focal Person, Carmelo Orbista (2nd from left)

e-BPGMS is now being utilized by DILG-NCR using the Google Cloud Technology. e-BGPMS is a powerful tool that determines the level of compliance of barangays in various service areas through a scoring system processed electronically. Results of this self-assessment serve as a guide for barangays in coming up with plausible and responsive PPAs, particularly on areas of governance with identified gaps and deficiencies.

We afforded the people the opportunity to take part and decide on

projects that address their concerns and made CSOs, NGOs, POs

active partners in LG reforms and in the quest for good governance.

We continued to harness the participation of the people, civil society organizations (CSOs), non-governmental organizations (NGOs), people’s organizations (POs) and the private sector in providing technical assistance and legal support to the programs of the Department and in the transformation of our communities nationwide.

In partnership with local officials, CSOs were actively

engaged in crafting the Local Poverty Reduction Action Plan or LPRAP, which contains the programs and projects that they themselves have identified for funding by the national government which are intended to alleviate poverty in the country’s poorest cities and municipalities. This is part of the process called Bottom-Up Budgeting Approach, which the

Department now calls the Grassroots Participatory Budgeting Process (GPBP).

As a result, a total of 595 cities and municipalities

were able to formulate their FY 2013 LPRAPs in which 5,892 poverty reduction projects worth Php8.3B were identified.

Also this year, we helped 1,233 cities and munici-palities come up with their LPRAPs, with 1,226 of them man-aging to submit their LPRAPs for review, validation and con-solidation by the Regional Poverty Reduction Action Teams. These plans are composed of 19,533 poverty reduction pro-jects worth Php20B.

The Department gave CSOs and POs the

opportunity to actively take part in local governance through their participation and membership in Local Special Bodies (LSBs) and encouraged volunteerism among the citizenry to bring about a more vibrant and dynamic LGU-people partnership in governance.

Going through the GPBP in itself is already part of the solution

Fay Lucila Irasga of Barangay Progreso, San Juan City, Women’s Sector Representative, recounted her positive experience with the GPBP program during her interview by LGOO VI Leo R. Gamundoy in December 2013:

“I was thrust into the BuB (GPBP) because of my involvement with organizing the women of San Juan in order to help them become empowered. For the very first time, we, the representatives of the various sectors in the city, were called by the DILG to participate in this process of involving civil society groups in planning for projects that aim to alleviate poverty.

Though I have had similar workshops before where discussions led to the making of the problem and solution trees, this was the very first time that I was doing it with government officials. For the LGU representatives, this might also have been the first time that they were doing the planning with us, the NGOs and POs. For the very first time, we were made to see what was on the other side. I am quite sure we all learned from each other.

When we were discussing priorities, I was struck with the words of one of my groupmates — I am not going to choose a lot of projects, to give way to others, probably, more important ones. I am just going to choose what are really essential.

The lesson that I was able to glean from this was that we really cannot just look at genuine service to the people from our own limited point of view. Since we all want what is best for the people, we have to widen our vision and look at the bigger picture. It is quite natural to push for what you think is the best solution to problems, but through dialogs with the other sectors, you also get to see the ideas of others. Another lesson is, humility, to accept that your beliefs are not the only ones that matter.

As a whole, this BuB (GPBP) experience was very meaningful for me, because we were given the opportunity to learn lessons and further expand and strengthen the means in which we can help serve our marginalized sisters and brothers”.


ANNUAL REPORT 2013

DILG-Region VIII initiated a consultation activity with NGAs, CSOs and LGU key personnel and came up with a strategy to fast track the preparation of Local Poverty Reduction Action Plans (LPRAPs) by putting up a GPBP One-Stop-Shop, where LGUs can directly confer with various NGAs on their concerns in the preparation of their LPRAPs.

We afforded the people the opportunity to take part and decide on

projects that address their concerns and made CSOs, NGOs, POs

active partners in LG reforms and in the quest for good governance.

We continued to implement the Citizen Satisfaction Index Survey (CSIS) which uses citizen

feedback to gauge LGU delivery of essential services. The CSIS, in contrast with other performance measurement systems being implemented by the DILG, is an external evaluation strategy that centers on citizens in looking at the performance of local governments. The tool has been initially field-tested in FY 2012 in seven (7) LGUs (Phase I - El Salvador City, Iloilo City and Sto. Tomas, Batangas; and Phase II – Lipa City, Batangas, Iloilo City, Iloilo, Tagoloan, Mis. Oriental and San Juan). For this year, the Department conducted two (2) Focused Group Discussions in Sto. Tomas, Batangas and in San Juan City aimed to present the findings of the pilot-test to various stakeholders. Also, we conducted cluster trainings on CSIS attended by 112 key personnel from 34 target cities with Local Resource Institutes (LRIs) and 24 DILG Regional Offices in Luzon and Mindanao. The LRIs shall take the lead in the implementation of the survey in the local level while the Regional Offices shall monitor and evaluate the implementation of the project.

Through our Vigilance to Volunteerism: Program Intensifying People’s Engagement in Local Governance (V2V PIPELOG) Project, we strengthened

and capacitated the Local Special Bodies (LSBs) in 565 LGUs (17 provinces, 62 cities and 486 municipalities) to enable them to more meaningfully engage CSOs in their respective localities.

In support to the volunteering efforts of government and non-government sectors, we have also issued a policy on Volunteer and Citizenship Program (DILG MC 2013-27) which provides, among others, for the establishment of a Volunteer Database Management System, and Volunteer and Citizenship Desk in the LGUs.

DILG-NCR, headed by RD Renato Brion, convened the heads of identified LRIs for a consultation meeting/dialogue to get their commitment in the implementation of the CSIS and forge stronger partnership with the Association of Local Colleges and Universities

With the Department pushing for the active participation by the citizenry in the affairs of their local governments, it was found out in the Local Development Councils of some LGUs in Region IV-A, that 55 representatives are from the Women Sector; 30 are Women members; five (5) are Indigenous peoples; 19 CSO representative as vice- or co-chair in the LDC; 59 CSO representatives are involved in health services; and 60 LSB CSO representatives are involved in education services, helping ensure that such concerns will be adequately addressed by their LGUs.


ANNUAL REPORT 2013

DILG-Region II, in collaboration with the Public-Private Partnership Center of the Philippines and NEDA, has conducted a Regional Orientation Workshop on Public-Private Partnership (PPP) for LGUs in two (2) schools attended by 31 LGUs aimed to strengthen the capacities of LGUs in the development and implementation of PPP projects.

The 2013 Local Elections ushered in the election of new local officials nationwide that will spearhead local development and act as prime movers in carrying out critical services related to among others health, education, housing, and water supply.

Thus, we made sure there will be a peaceful and

orderly transition of power at the local level. Transition teams were formed to help winning incoming local officials organize and account for all the resources of the LGU they will lead and govern in the next three (3) years.

Furthermore, we primed especially the newly-minted

and re-elected ones to effectively address the challenges of local governance and administration as well as deliver the kind of services expected from them by their constituents.

Thus, through the Local Government Academy, we

implemented the Newly Elected Officials (NEO) Program aimed to capacitate these elected local officials to

be able to translate their own vision and agenda for their LGUs into feasible plan that they can implement over the course of their term, in direct response to the needs of their particular constituency and in support of the overall national development goals. The program employed a multi-stakeholder approach with the different Leagues of Local Governments, National Government Agencies (NGAs), Local Resource Institutions (LRIs) and other good local governance stakeholders being engaged in developing and implementing the package of capacity building interventions we provided. So far, we were able to train a total of 1,474 participants in 758 LGUs on “Jumpstarting Local Governance” or Track 1: Orientation for Newly-Minted Officials (250 participants in 250 LGUs attended the NEO Webinar series, and 1,224 participants in 509 LGUs attended the Regional Face-to-Face Orientation), and Track 3: Electives of Executive Coaching Session on:

Effective Good Governance, CCA and DRRM, and Local Economic Development = 40 LGUs (3 cities, 37 municipalities) attended by 40 Mayors

Local Income Generation and Expenditures = 43 LGUs (1 province, 2 cities, 40 municipalities) attended by 57 Mayors

Local Economic Development = 10 LGUs attended by 20 Mayors

As an alternative approach to attending the NEO

Program, the LGA has developed an online platform which offers the following first set of modules: Pnoy’s Social Contract on the Ground, Decentralization and Governance, Local Economic Development, Health Governance, Education Governance, Regulatory System Simplification, and Biodiversity, in which a total of 252 local officials enrolled in the online training program.

Likewise, the following training activities were

initiated by some Regional Offices for the NEOs:

We helped ensure orderly transition of power at the

local level and primed the winners to confidently

face the challenges of local governance.

DILG-Region I initiated the conduct of Business Competitiveness Training for Newly-Elected Officials dubbed as “Revving-Up LGU Potentials for Local Economic Development”, participated in by 305 NEOs from 66 LGUs in the region, to impress on them the need to focus efforts in improving LGU competitiveness to generate investments that will bring about employment and livelihood opportunities to their constituents.

DILG-Region III held an orientation course program entitled “Be BOLD and Aim for the BEST: An Orientation on Local Governance” that was intended to equip the newly-elected local officials and re-electionist local chief executives with the necessary knowledge and attitude to effectively and efficiently manage their respective localities in the next three years. A total of 81 LCEs attended the said training.

NEO Basic Orientation Seminar for the newly-minted and re-elected Mayors in CALABARZON in July 2013


ANNUAL REPORT 2013

In an effort to contribute to the promotion of local employment and livelihood opportunities to people, and to enhance business/investor confidence in LGUs, we pushed LGUs to adopt reforms that will contribute to the improvement of local economic development through streamlining of local government processes, especially in acquiring permits and providing technical assistance and capacity development meant to hasten and bolster local economic development.

A total of 1,136 LGUs (137 cities and 999

municipalities) have already completed their Business Permits and Licensing System (BPLS) Streamlining

which includes the 209 (16 cities and 193 municipalities) out of the 247 LGUs the Department targeted for CY 2013. The number also includes LGUs identified/prioritized by the National Competitiveness Council (NCC). These LGUs are now complying with the national standards, which include the adoption of the BPLS single unified form, at least five (5) signatories and maximum of five (5) steps in the application process.

As a result of the BPLS streamlining of these LGUs, a

total of 60,429 new business establishments had been served and issued business permits by these LGUs during the period January to June 2013. Furthermore, 43 cities and 45 municipalities, respectively have landed on the Top 50 Competitive Cities and Municipalities based on the July 2013 National Competitiveness Survey of the Department of Trade and Industry. This NCC survey indicates the Department’s success in priming LGUs to become havens for business and investment.

In order to further streamline their business

processes and make business start-up easier, we are now moving towards the enhancement/simplification of transaction-based services and their computerization through:

Also, the DILG through the Local Government Academy has assisted/coached 31 LGUs about RS4LG aimed to rationalize regulations, procedures and processes to reduce their complexity and inefficiencies leading to further boost economic activities in the community.

Regulatory Simplification for Local Governments (RS4LG) Project has been pilot-tested in three (3) cities/municipalities of:

Region II (Cities of Cauayan, Santiago and Ilagan)

Region III (Cities of Angeles, San Fernando and Olongapo)

Region IV-A (Cities of Cabuyao, Tanauan and Mun. of Kawit)

DILG-Region III has implemented Forging Public-Private Alliance for the implementation of streamlining the e-BPLS which aims to cover the most number of LGUs at the least possible cost on a multi-layered program implementation.

In the middle of the year, the Department has committed to the President, through the Economic

Development Cluster, the start of Streamlining of Building/Construction and Occupancy Permitting System.

Some ROs, therefore, have initiated the conduct of

certain activities that will lead to the streamlining of said system, particularly:

We primed LGUs to become more competitive

and business-friendly.

DILG-CARAGA which has conducted an inventory on the processes employed by the cities of Butuan, Bislig and Surigao in issuing Building /Construction and Occupancy Permits.

DILG Region IV-A reported that Batangas City was chosen by USAID to be pilot city for the conduct of INVEST or the Investment Enabling Environment in the next two years, along with the cities of Iloilo and Cagayan de Oro, owing to its demonstrated economic potential. Through the program, Batangas City has logged Php4.4B worth of registered investments from January to September, and entry of new investments such as Business Process Outsourcing (BPOs) companies and big players like AG&P and Toyota.

Another accomplishment was the Electronic Frontline Services Information System (e-FSIS) under the 5Ps in Calauag, Quezon, designed to computerize major frontline services in the municipality, particularly the Integrated Real Property Tax Administration System (IRPTAS), Integrated Business Permit and Licensing System (IBPLS), and the Integrated Treasury Operations System (ITOS).


ANNUAL REPORT 2013

DILG-CAR which reported that the LGUs of Tabuk City, Kalinga and Kabugao, Apayao have commenced their assessment of their existing Business / Construction and Occupancy Permitting Systems.

We also focused our efforts on improving business friendliness and competitiveness of LGUs identified under National Budget Memorandum No. 118 as program/project target areas. Among the projects we implemented and accomplished are as follows:

Technical Assistance in Local Economic Policies and Programs Development

Six (6) agro-industrial and eight (8) tourism provinces (Abra, Apayao, Kalinga, Mt. Province, Northern Samar, Sultan Kudarat, Catanduanes, Aklan, Capiz, Guimaras, Iloilo, Cebu and Siquijor) including 6 non-target provinces, 10 cities and 122 municipalities were assisted in the formulation and/or updating of their Local Revenue Investment and Incentive Code (LRIIC). Also, we assisted eight (8) cities in the updating of their Schedule of Market Values (SMVs), three (3) cities and eight (8) municipalities in forming alliances and 11 cities and 21 municipalities in the formulation of local ordinances that are in conformity with national laws.

Initiated the conduct of a series of Stakeholders Workshop on Greening the Agribusiness in Javier, Leyte; Davao City; Guinobatan, Albay; and AVLDA Alliance in Region XII.

Provided technical assistance to 100 LGUs in Region II on LIIC preparation.

Inventory/profiling was also conducted in 216

provinces/cities with Comprehensive Land Use Plans (CLUPs), Comprehensive Development Plans (CDPs), Local Investment and Incentive Code (LIIC). As a result, 184 were found to have CLUPs, 159 have CDPs and 157 have LIIC.

Organizing and Strengthening of Local Economic Development and Investment Promotion Office (LEDIPO)

Conducted the following: 1. Actual Assessment on Local Economic Development

and Investments Promotion (LEDIP) Team/Office

efficacy in the following 18 provinces, cities and municipalities:

2. On-line survey on 720 LGUs (all Provinces, Cities, 1st and 2nd class municipalities) with LEIPO/LEDIPO, with the survey result expected to be released in January 2014.

Alliance Building for Local Economic Development

Cognizant of the effectiveness of pushing local economic development or LED through LGU collaborations and partnerships, the following regions have mobilized LGU efforts and reported the attainment of the following:



DILG-Region XII reported that, as a result of partnership with the LGSP-LED by the Province of South Cotabato, the latter was able to host the 1st South Central Mindanao Investment Conference where a total of Php37M in investments were drawn out.

DILG-Region I: LGU Alliances from the four (4) provinces, namely One Pangasinan Alliance of LGUs (OPAL) of Pangasinan composed of nine (9) LGUs; Coastal Towns in the North Clustered for Integrated Development (CoiNCIDe) of Ilocos Norte composed of four (4) LGUs; Cluster of Upland Municipalities of Ilocos Sur (CUMILOS) composed of seven (7) LGUs; and Metro La Union Development Coordinating Council (MLUDCC) of La Union composed of seven (7) LGUs.

NCR Marikina City

Region I Vigan City

Mun. of Kawayan

CAR Baguio City

Mun. of La Trinidad Prov. of Benguet

Region III Angeles City

San Fernando City Prov. of Bulacan

Prov. of Pampanga

Region IV-B Puerto Princesa City

Prov. of Palawan Region IV-A Tagaytay City

Santa Rosa City Batangas City

Prov. of Batangas Region XI

Prov. of Davao del Sur Mun. of Sta. Cruz

DILG-Region V: Metro Naga Development Council (MNDC) composed of 16 LGUs, including Naga City) in Camarines Sur.

DILG-Region VII: Panglao-Dauis-Baclayon Bohol Marine Triangle (PaDaYon BMT) in the province of Bohol.


ANNUAL REPORT 2013

DILG-Region VIII: Provincial Government of Leyte, with focus on the Northwest Leyte Tourism Corridor, including Ormoc City.

We continuously monitored the implementation of

the Special Local Roads Fund (SLRF) of the Motor

Vehicle Users’ Charge (MVUC) Law or RA 8794 in all LGUs nationwide (including ARMM) which paved the way for better road connectivity and improved access to goods and services as well as public service delivery. Our monitoring showed these accomplishments:

FY 2010 SLRF Funded Projects – 254 of the 324 road projects amounting to Php352.450M covering 621.965 kms. were already completed, while the remaining 70 projects (or a combined 81.405 kms) are in various stages of completion and/or fulfilling various requirements;

FY 2011 SLRF Funded Projects – 130 of the 271 road projects amounting to Php334.456M covering 37.752 kms were already completed, while the remaining 141 projects (or a combined 146.78 kms) are in various stages of completion and/or fulfilling various requirements.

FY 2012 SLRF Funded Projects – 13 of the 211 road projects amounting to Php419.710M covering 57.106 kms. were already completed, while the remaining 198 projects (or a combined 264.99 kms) are in various stages of completion and/or fulfilling various requirements.

We also monitored the LGUs in the updating of their local roads inventory which served as basis for SLRF apportionment and allocation of funds wherein 75 provinces, 141 cities and 1,203 municipalities have updated roads inventory. The SLRF, which is used exclusively for road maintenance, improvement of drainage, traffic management and installation of road safety devices seeks to institutionalize appropriate road management systems in provinces and cities in the areas of planning, programming and maintenance of road projects.

The Provincial Road Management Facility (PRMF) which was carried out by the Department in

partnership with the Australian Agency for International Development (AusAID), aims to improve the people’s access to basic services and ease the transport of agricultural products from source to markets or outlets. At present, a total of 19 road projects covering 80.180 kms. were already completed in seven (7) PRMF beneficiary provinces (Agusan del Sur, Misamis Occidental, Misamis Oriental, Surigao del Norte, Bohol, Bukidnon and Guimaras) while the remaining 15 projects covering 59.312 kms. are still on-going. Also, all these seven (7) provinces have achieved the five (5) reform targets in the areas of sustainable road maintenance; accountable budget and expenditure management; transparent procurement process; human resource development and management and internal control and internal audit.



Australian Ambassador Bill Tweddell and RD Evelyn Trompeta ceremonially turned over to the local barangay officials the 5.88 km Salvacion-Lanipe and 2.63 km Concordia-Oracon-Botconaway roads in Nueva Valencia, Guimaras rehabilitated by the AusAID PRMF in November 2013

13

Efforts to improve local roads management have begun to bear fruits as per report of DILG-CARAGA, Surigao del Norte was able to have a steady increase (400% increase in 2013 compared to year 1 PRMF) in budget allocation for road rehabilitation and maintenance activities and in locally-generated revenues (by around 17% as compared to last year) due to enhanced revenue generation efforts, and updating of the Revenue Code.


ANNUAL REPORT 2013

DILG-Region VI: Metro Iloilo-Guimaras Economic Development Council composed of seven (7) LGUs, including Iloilo City and province of Guimaras; Northern Iloilo Growth Corridor composed of Northern Iloilo Alliance for Coastal to Development (NIACDEV) and Banate-Barotac Bay Resource Management Council, Inc. (BBBRMCI) in Iloilo.

The Regional Office also launched the Micro-Tourism Innovation Challenge Fund and promoted the Sustainable Tourism Development Program which centers on Guimaras Province; Iloilo City and the municipalities of Leganes, Cabatuan, Pavia, Sta. Barbara, Oton and San Miguel.

DILG-Region XII: LGUs within the Allah Valley Landscape Development Alliance (AVLDA) were assisted in the development of an Eco-Cultural Circuit in priority destination areas, particularly Koronadal-Lake Sebu-Tourism Circuit and Tacurong-Isulan-Esperanza Circuit (including improved road access and installation of directional signs to priority tourism sites).

We improved people’s access to safe and potable water through the Sagana at Ligtas na Tubig sa Lahat Project, Grassroots Participatory Budget Process (GPBP) Areas and Transition Investment Support Plan for ARMM, expected to benefit an estimated 266,000 households in identified waterless municipalities and barangays nationwide.

Through the implementation of the Sagana at Ligtas na Tubig sa Lahat (SaLinTubig) Project, a total

of 96 LGUs out of the 252 FY 2011 SALINTUBIG have completed water supply facilities while 122 are on construction phase, 20 are on procurement/tendering phase and the remaining 14 are into Detailed Engineering Design (DED) preparation. To enhance the administrative and technical capability of beneficiary LGUs, advocacy and training were also provided to the organized WATSAN Councils in the 142 waterless municipalities and thematic areas on the preparation of simplified feasibility studies (SFS), community organizing and skills training, procurement and construction supervision, local water governance and strategic communication, and in operation and maintenance of water supply systems.

For the FY 2012 SALINTUBIG, 106 out of the 234 water supply facilities were already completed, while 128 projects are in various stages of project completion.

The Grassroots Participatory Budgeting Process Areas has 16 completed water supply facilities,

while 455 are in various stages of project completion. Orientation advocacy and training were also

provided to the organized WATSAN Councils in the 285 BUB cities/municipalities on program orientation and feasibility studies (SFS) preparation, detailed engineering design preparation and procurement, local water governance and strategic communication, and community organizing and skills training.

The Autonomous Region of Muslim Mindanao

(ARMM) continued to be the focus of the Department in promoting peace and development. Through the

Transition Investment Support Plan (TISP) for ARMM, we helped in addressing the need for safe and

potable water in select municipalities in the region. So far, nine (9) of 72 target water supply projects

were already completed while 63 are on-construction phase. In Basilan, all the 15 water projects in 10 target LGUs are in construction phase. With these projects, we hope to also reduce incidence of water-borne diseases in these LGUs/communities.

Part also of the TISP for ARMM, the Interior Sector

has already completed the construction of all 33 fire stations and awaiting turn-over, while acquisition for the 33

We improved people’s access to safe water and mobility for

local economic growth, even as we did our share in making

peace and development realities in conflict-affected LGUs.

DILG-CARAGA Officials, together with Esperanza Mayor Deo Manpatilan and councilors of Barangay Remedios, during the turnover of the Level III Potable Water System in Agusan del Sur


ANNUAL REPORT 2013

DILG-CAR conducted the Human Rights-Based Local Water and Sanitation (WATSAN) Governance Training for the Regional WATSAN Hubs aimed to orient/train the members of the WATSAN Councils/Teams on the application of human rights-based approach in every aspect of WATSAN program implementation.

In partnership with the Office of the Presidential Adviser on the Peace Process (OPAPP), a workshop entitled “Enhancing Capacities on Conflict Sensitivity and Peace Promotion for DILG Managers and Staff” was also conducted under this program aimed at developing the competency of DILG personnel on utilizing conflict-sensitive and peace promoting (CSPP) approaches, processes and tools in implementing the various PAMANA interventions. With these projects in place, we are optimistic conflicts will immensely be reduced and the people can now concentrate on rebuilding and improving their lives through essential services they can enjoy and opportunities for growth offered by renewed livelihood and employment opportunities in their areas.

We improved people’s access to safe water and mobility for

local economic growth, even as we did our share in making

peace and development realities in conflict-affected LGUs.

firetrucks is still on the process of bidding. Also, we have already completed the construction, rehabilitation and improvement of five (5) municipal jails, while the remaining one (1) jail is currently on-going construction. On the other hand, 10 police stations are on-going construction and 14 are not yet started, while the procurement of 23 police vehicles is under process with PS-DBM.

The Department also played a critical role in the

implementation of the Payapa at Masaganang Pamayanan (PAMANA) Program which aims to bring

peace and development in identified conflict-affected areas. Since we began taking part in the project, a total of 158 projects, mainly meant to boost local access and roads development and livelihood opportunities have been completed, out of the 405 projects identified. The remaining 247 projects are in various stages of completion and meeting basic requirements for implementation. A total of 20,739 households or 622,077 individuals are sure to benefit from these projects.

DILG-CAR Officials, together with Sadanga Mayor Gabino Ganggangan, VM Joseph Apopot and the OPAPP Team, during the ground breaking ceremony of the PAMANA Project: Betwagan Bridge and Betwagan Road in Mountain Province


ANNUAL REPORT 2013

We reduced the vulnerability of Informal Settler

Families living in danger areas.


ANNUAL REPORT 2013

In response to the President's directive to address the plight of informal settlers, especially those living in water-ways and danger areas, the Department, as the chair of the National Technical Working Group, closely worked with the LGUs of Metro Manila and other National Government Agencies such as NHA, DSWD, PCUP, DENR, DPWH and MMDA among others to find ways to provide them with safe and affordable housing. Priorities were given to those living on top and along 8 major waterways i.e., San Juan River, Tullahan River, Tripa de Gallina, Maricaban Creek, Pasig River, Manggahan Floodway, Estero de Sunog Apog and Estero de Maypajo.

Among the notable accomplishments logged during

the year were the following:

Started the social preparation activities for 11,731 informal settler families (ISFs) residing within the 3-meter easement or on top of the waterways wherein consultations with local communities affected by relocation were facilitated and Local Inter-Agency Committees were formed to safeguard the rights of the ISFs and to campaign for voluntary relocation. Social preparation activities include the conduct of census, tagging, validation, demarcation, biometrics, socio-economic profiling with the technical assistance from UP Planades and supported by the Australian Agency for International Development (AusAID).

Implemented the OPLAN LIKAS or "Lumikas para sa Iwas Kalamidad at Sakit" which started last August 2013 in which a total of 3,326 of the 11,731 ISFs were already resettled/relocated in Muzon, San Jose del Monte Bulacan; Batia, Bocaue, Bulacan; and Trece Martires, Cavite.

20 of the 33 target highly urbanized cities have completed their Local Shelter Plans (LSPs). The LSP is a roadmap to address the housing requirements for both the informal and formal sector of a city or municipality. Specifically, it provides information on the following:

present local housing situation (identification of housing problems, upgrading and future housing needs);

household’s affordability and local resources such as land, provision of basic services and finance; and

main shelter strategies and corresponding implementation plan (i.e. details of action to attain housing objectives).

The preparation of the LSP is important in the

sense that it helps focus efforts of different agencies concerned in the delivery of shelter to achieve better coordination; ensures realistic target setting; enables the LGU to plan and implement their specific mandates based on RA 7279 (UDHA) and RA 7160 (LGC); and facilitates the linkage between the LGU’s shelter plan and Comprehensive Land Use Plan (CLUP).

Photo courtesy of San Juan City website

Photo courtesy of Philippine Daily Inquirer website

Oplan LIKAS, headed by SILG Mar Roxas, DSWD Sec. Dinky Soliman, DPWH Sec. Rogelio Singson, MMDA Chairman Francis Tolentino, and San Juan City Mayor Guia Gomez, relocating ISFs living in danger areas in Brgy. Salapan, San Juan City to Brgy. Muzon, SFDM, Bulacan

SILG Mar Roxas and Social Welfare Secretary Dinky Soliman inspect a site in Brgy. Muzon, San Jose del Monte, Bulacan, where ISFs from San Juan City will be relocated

We reduced the vulnerability

of women and children.


ANNUAL REPORT 2013

LGUs, being at the forefront of protecting their vulnerable constituents, especially women and children, were provided technical assistance on ensuring the functionality of local institutions that deal with the rights and welfare of said

groups. Functionality of Local Councils for the Protection of Children (LCPC) was reported to be at

76%, wherein 53 provinces, 117 cities, 1,096 municipalities and 32,080 barangays have functional LCPCs as of end of CY 2013.

Another area monitored by the Department was

the LGU compliance to JMC 2010-01 or the Creation of Local Committees on Anti-Trafficking and Violence Against Women and their Children (LCAT-VAWC) which showed that a total of 36 provinces,

106 cities and 1,051 municipalities have already established their LCAT-VAWC during the period. LGU compliance to

JMC 2010-02 or the Establishment of Violence Against Women (VAW) Desk in Every Barangay was also monitored wherein a total of 31,431 barangays have established their VAW Desks as of December 31, 2013.

An on-going project called Localization of the Comprehensive National Juvenile Intervention Program (CNJIP) is being implemented by the

Department which also focuses on addressing the issues of Children at Risk (CAR) and Children in Conflict with the Law (CICL). The project aims to assist LGUs in planning, designing, developing and implementing their local comprehensive juvenile intervention programs for CAR and CICL. A total of seven (7) pilot LGUs (Cities of Davao, Caloocan, Bacolod, Naga and Surigao and Municipalities of La Trinidad, Benguet and Vinzenso Sagun, Zamboanga del Sur) are now developing their respective CLJIP which are expected to be implemented in three (3) years starting FY 2014.

DILG-Region VI has spearheaded the roll out of the Strengthening Capacity and CSO Participation in the Implementation and Monitoring of the Local Council for the Protection of Children (LCPC) at all Levels in the region, as well as cascaded Multi-Level Capacity Building on Strengthening and Sustaining LCPC-Training of Trainors.

Through the advocacy and assistance extended by DILG-Region IV-A, the City of Tagaytay in Cavite has received the Presidential Award for Most Child-Friendly LGU (City Category).

Tagaytay City Mayor Abraham Tolentino receives the Presidential Award for the Most Child-friendly Component City from DepEd Sec. Armin Luistro, DSWD Sec. Dinky Soliman and DILG Sec. Mar Roxas

Photo courtesy of DOLE-IVA website

DILG-NCR reported that Mandaluyong City was adjudged as Metro Manila’s Most Child-Friendly LGU.

We prepared LGUs to become disaster-resilient

and climate change adaptive.

Recent calamities, not just super typhoon Yolanda (Haiyan), have pointed to the need to capacitate and strengthen our LGUs to make them more prepared in dealing with such eventualities which the Department has done in the last several years. For 2013, the Department focused its disaster-preparedness efforts in 450 LGUs including ARMM that are located in the 18 Major River Basins, consistent with the Presidential directive and aligned with what other national government agencies are doing.

It ascertained that Disaster Risk Reduction

Management–Climate Change Adaptation (DRRM/CCA) efforts are mainstreamed in local plans and that institutions at the local level are in place and fully functioning to address concerns related to disasters and calamities. We likewise sustained our capacity building, technical assistance, advocacy, and assessments for our LGUs to hike their preparedness. As a result of our efforts, we now have:

1,280 or 80% of the 1,591 LGUs have functional LDRRM Councils in which 414 are in the Major River Basins (MRBs);

1,556 or 98% of the 1,591 LGUs have DRRM Offices (418 are in the MRBs);

1,537 or 97% of the 1,591 LGUs have designated DRRM Officers (425 are in the MRBs);

1,313 or 83% of the 1,591 LGUs have DRRM Plans (378 are in the MRBs); and

573 or 36% of the 1,591 LGUs have Local CCA Plans (114 are in the MRBs.)

Furthermore, in adherence to the Department policy

on Calamity Response Protocols and Associated Actions (DILG MC No. 2010-079) for flood and landslide-prone LGUs, we have the following number of LGUs with institutions to

respond to and/or address the needs of victims of disasters:

1,439 or 90% have activated their Disaster Command and Auxiliary Centers (349 LGUs in the MRBs);

1,457 or 92% have organized Emergency Response, Rescue and Medical Teams (352 LGUs in the MRBs);

1,529 or 96% have Evacuation Centers (354 LGUs in the MRBs); and

1,354 or 85% have area-wide warning and alarm system (341 LGUs in the MRBs).

To measure their readiness during disasters, the

Department completed assessment of all 1,591 LGUs nationwide, excluding ARMM, in which 422 of them are in the Major River Basins. We also assisted 108 cities in the conduct of Environmental Compliance Audit and 38 other LGUs in the conduct of infrastructure audit aimed to determine the structural integrity of their infrastructure assets. As a result, these LGUs have already submitted their Infrastructure Audit Reports. We also assisted a total of 11,173 barangays in the preparation of their Barangay Disaster Readiness Profiles.

In the area of strengthening LGU planning

capacities and structures on disaster preparedness and climate change, the Department, in partnership with our various local and foreign development partners, have conducted the following capacity building initiatives:

Strengthening Alliances in the River Basin participated in by Panay River Basin participated in by 18 LGUs from Capiz Province, Municipality of Cuartero (Dao, Dumantay, Ivisan, Jaminda, Maayon, Mambusao, Panitan,

Sec. Mar Roxas meets Metro Manila Mayors on disaster preparedness in August 2013


ANNUAL REPORT 2013



DILG-Region IV-A launched the MAKALICAS-SAN Project under the 5Ps in Batangas province to identify and address the commonalities in weaknesses among the member LGUs. MAKALICASSAN is an acronym for the six (6) municipalities of District 3B in the province, namely Mataas na Kahoy, Alitagtag, Cuenca, Agoncillo, San Nicolas and Santa Teresita. The Region, in coordination of DENR-MGB, also spearheaded the conduct of the Regional Summit for DRR and CCA for Local Chief Executives of Region IV-A aimed to well orient them on the importance of hazard mapping in local development planning. Further, as part of strengthening its internal system to be more efficient in the delivery of its services to its clientele, DILG-Region IV-A created the CALABARZON DRRM Database which aims to monitor compliance to the DRRM Act (RA 10121) of all 147 LGUs within the region.

In the Bicol Region, DILG-Region V partnered with Leaders Consultancy, Association of Local Budget Officers of Region V (ALBOREV) and ANM-DRRM for the conduct of the Training on Social Transformation for Environmental Protection (STEP) Towards Ecological Solid Waste Management (ESWM) and Disaster Risk Reduction Management (DRRM).

Sigma, Tapaz); and Iloilo Province (Ajuy, Barotac, Viejo, Binguan);

Training on Understanding Multi-Hazard Maps, their Usage and Application in Development Planning for LGUs conducted in 3,256 LGUs (27 provinces, 26 cities, 276 municipalities, and 2,927 barangays) in 11 regions;

Training on the Formulation of Local Climate Change Adaptation Plan (LCCAP) which is a requirement under the Climate Change Act participated in by 573 LGUs (23 provinces, 53 cities, 491 municipalities and 2,927 barangays), including 137 LGUs in MRBs that resulted in the completion of their LCCAP;

Training on Geographic Information System (GIS) for Climate and Disaster Risk and Vulnerability Reduction in 12 regions covering 36 provinces, 16 cities and 118 municipalities; and

Barangay Disaster Rescue and Response Training attended by barangays from 36 provinces, one (1) city and 25 municipalities.

Advocacy materials were also developed and printed

for distribution to LGUs. This includes a Guidebook on the Preparation of Local CCA Action Plan and Family Guide to Action on Disaster which was published and distributed in the 10,750 barangays in the MRBs.

We also assisted LGUs in the formation and organization of LG Alliances nationwide aimed to strengthen their partnership and networking with one another in times of disasters. So far, a total of nine (9) LG Alliances were already organized in CAR, Regions I, II, III, VI, and X and these are the following: Cagayan MRB Council; Abra River Mgt. Council; Pampanga River Basin Committee; Agro River Basin; Panay River Basin Alliance; CDO River Basin Committee; Tagoloan River Basin Council;A7-Pasig Laguna De Bay; and Metro Manila-Rizal Network.

Being at the frontline of rescue and response during

disasters and calamities, barangays were also capacitated in mainstreaming their DRR/CCA initiatives into plans, with 9,417 of them having their Community-Based DRRM Plans (CBDRRMPs); 11,173 with Barangay Disaster Readiness Profile; 11,678 with organized Barangay DRRM structure; and 7,329 barangays having their Contingency Plan per hazard.

A total of 4,142 C/M/BDRRM members from 1,267

cities and municipalities participated in the five-month long activity. A total of 2,496 ESWM Action Plans and BDRRM Plans were drafted and ready for adoption and approval by the concerned Sanggunian.

The Summit on Disaster Risk Reduction and Management, organized by the Regional DRRM Council of Region VII, mobilized more or less 700 participants from both the government and private sectors, which consist of the LCEs, Local DRRM Officers, Local Development Planning Officers of the 136 LGUs in Central Visayas, as well as, the DILG-Region VII Field Officers.

Barangay Empowerment through Waste Industry and Sustainable Enterprise (BEWISE) is being implemented by DILG-Region II under the 5 Ps Program (Panibagong Paraan sa Pagpapalakas ng Panlokal na Pamahalaan), in partnership with LGA and World Bank, which aims to instill not only the spirit of cooperativism, thrift and resource pooling, but also injects the concept of Solid Management Framework.

Regional participants from DILG-CARAGA were able to participate in various DRRM-CCA-related activities such as, workshops on Vulnerability Risk Assessment, and Mainstreaming Biodiversity in CLUP, Summit on DRRM for LCEs, Integrated Ecosystem Management for Regional Convergence Initiative, MINDA Forum, Field Validation on Gawad Kalasag, etc.


ANNUAL REPORT 2013



The Department also contributed to the government

efforts to improve Manila Bay through its Manila Bay Clean-up, Rehabilitation and Preservation Project which covers 178 LGUs in Region III, NCR and IV-A. This is in compliance to a Supreme Court directive which calls on LGUs to monitor compliance of business establishments and house-holds to have their hygienic septic tanks and wastewater treatment facilities in order to avoid further damages to the bay and prevent floods that would affect the low lying areas surrounding it.

The following were accomplished:

All 178 cities and municipalities have already finished the inspection of commercial establishments (CEs), factories (Fs) and private homes (PHs) for hygienic septic tanks and wastewater treatment facilities (100%) in their jurisdictions. Of this number inspected, 407,291 or 70% were found compliant and the remaining 10,351 or 30% are non-compliant to the directives of the Supreme Court.

Issuance of compliance notices to non-complying CEs, Fs and PHs started in 2012 with the following latest results:

Out of 12,394 identified non-compliant CEs, 8,483 (68%) already complied upon issuance of compliance notices;

Out of 838 identified non-compliant Fs, 565 (67%) already complied upon issuance of compliance notices; and

Out of 204,877 identified non-compliant PHs, 99,303 (48%) already complied upon issuance of compliance notices.

All LGUs have been audited of their compliance to R.A. No. 9003 or the Ecological Solid Waste Management Act of 2000 where it was found that, while only two (2) of the 178 LGUs have a National Solid Waste Management Commis-sion (NSWMC)-approved 10-Year Solid Waste Management Plan—Sta. Rosa City, Laguna and Quezon City, majority of the LGUs have Plans that are either pending approval from the NSWMC or in the process of completion. In order to hasten the process of LGU compliance to this provision of the law, the Department, through Regional Offices III, IV-A and NCR pro-vided financial assistance to 30 LGUs for the conduct of Waste Analysis Characterization Study (WACS)— a major pre-requisite for the formulation of the local 10-Year Solid Waste Management Plan. As a result, 5 cities and 13 municipalities in Region III have WACS, to wit: Cities of Balanga, Tarlac, Gapan, Palayan and Angeles; Mariveles and Samal, Bataan; Calumpit, Doña Remedios Trinidad, Meycauayan, San Jose del Monte and

DILG-NCR conducts One Day One Bay (ODOB) at the Baywalk area, Roxas Blvd. and other Manila Bay areas in response to the devastation brought about by typhoons and habagat, mobilizing participants from the DILG-NCR, its field offices, the Interior Sector agencies, DPWH and other volunteers


ANNUAL REPORT 2013




ANNUAL REPORT 2013

Guiguinto, Bulacan; Concepcion, Tarlac; Carranglan and Llanera, Nueva Ecija; Bacolor, Lubao, Mabalacat and Magalang, Pampanga.

110 (62%) of the 178 LGUs are compliant to segregation at source; 55 (31%) are compliant to segregated collection; 79 (44%) have functional materials recovery facilities; and 57 (32%) are serviced by a sanitary landfill.

There are already 104,447 informal settler families (ISFs) tagged (data c/o MMDA for NCR and DPWH for Regions III and IV-A). Out of the ISFs tagged, 11,537 (11%) are permanently cleared.

The Regional Offices are continuously conducting

regular cleanup activities to all 178 local governments twice a month. Other forms of IEC activities are also being done, like press releases in both national and local media networks, dissemination of IEC materials and conduct of Solid Waste Management Seminars to Barangay Officials and communities.

The clean-up drive made a big difference for our environment

“Isa ang Maytunas Creek sa pinakamalaking daluyan ng tubig dito sa Mandaluyong City, sa tuwing uulan ng malakas, agad-agarang tumataas ang tubig at dagliang pinapasok ang aming mga bahay ng tubig ulan, sa dahilan hindi makadaloy ang tubig sa creek. Normal ng tanawin ang mga basura sa kahabaan ng Maytunas Creek. Subalit nang simulan ng DILG, katuwang ang city government ng Mandaluyong at opisyales ng aming barangay, ang regular clean-up, napakaganda ng nangyari sapagkat naibsan ang makapal na basura at masangsang na amoy basura, at pansinin ninyo tuloy-tuloy na ang daloy ng tubig, at ang mas mahalaga, sa tuwing uulan ng malakas, hindi na kami nagtataas ng mga gamit sa bahay kasi hindi na kami pinapasok ng tubig ulan bagkus, diretso na sa Maytunas Creek ang daloy ang tubig". Alicia A. Nonong, Brgy. Daang Bakal, Mandaluyong City, interviewed by Rhodora Rabacca, LGOO V, DILG-NCR.

To harness the support and ensure the collaboration of LGUs in Metro Manila for the project, DILG-NCR has initiated the conduct of Area-Based Management Planning Orientation for Malabon-Navotas, Tullahan and Tinejeros (MANATUTI River Cluster), Muntinlupa- Paranaque-Las Piñas-Zapote MUNTIPARLASPI-ZAP River Cluster) and Pasig-Marikina-San Juan (PAMARISAN River Cluster).

While officially outside of the Manila Bay area, DILG-Region II has conducted for its field personnel and LGUs of Cagayan Valley a Training Workshop on Waste Analysis and Characterization Study (WACS), aimed to capacitate them on the processes involved in the conduct of WACS, as well as data consolidation and analysis.

We worked to help LGUs affected by various disasters

this year get back to their feet and rebuild.

This year, various disasters struck the country, but we were able to brace and sharpen our capability, as well as utilize our manpower and resources, to respond to such situations.

Right after the 7.2 magnitude earthquake that struck

Bohol Province in Region VII, we immediately dispatched 374 rescuers and firefighters of the Bureau of Fire Protection (BFP) and utilized 41 firetrucks to provide the much-needed search-and-rescue operations in the affected areas, rationing of potable water, distribution of relief goods and medicines and providing related assistance in the various command centers and evacuation centers.

The Spanish Government through AECID (Spanish

Agency for International Development Cooperation) has assisted us in the grant of emergency relief to the victims of the Bohol earthquake that included the acquisition of community tents and generators; building of water, sanitation and health-care facilities; and repair of damaged local schools.

During the on-slaught of Super Typhoon Yolanda in

November 2013, no less than the DILG Secretary was present in Tacloban City to act as the Incident Commander where he immediately set-up an Incident command post in the premises of the BFP Regional Office in the area. BFP responders from Regions 3, 5, 7, 10 and 11, ARMM, CARAGA, NCR and NHQ provided support in rescue and retrieval operations.

In view of the sizeable number of victims missing,

Task Force Cadaver (TFC) was organized which is a composite team of local and foreign-based responders/rescuers including BFP personnel. Other member agencies of the TFC are NBI, DOH, DPWH, MMDA, AFP, PHILEX mines, OCD-NCR,

Team Albay and volunteer groups from France, Korea and the United States of America.

In terms of medical assistance, BFP was able to

dispense appropriate/prescribed medicines, provide blood pressure monitoring, inject tetanus toxoid and provide stress debriefing/psychosocial sessions to affected residents as well as to its personnel.

On the other hand, close to 2,000 PNP officers and

personnel were deployed in Tacloban City and nearby affected LGUs to restore law and order following the wrath of Yolanda.

A team from DILG Cebu Province was organized

with the mission of linking up with Regional Director Pedro A. Noval of Region VIII, report their status to the Central Office and assess damage of the Regional Office. The team was composed of CLGOO Celerino Magto, Jr. (Talisay City), CLGOO Michael Eltanal (Carcar City), MLGOO Dennis Itom (Badian) and MLGOO Jose Rey Pacres (Alcoy), and from the Provincial Office, LGOOV Richard Ouano.

The Department likewise did a damage assessment

on vital local government infrastructures in the 171 heavily-affected LGUs and came up with a Recovery Plan worth Php4B which will be used to rehabilitate and construct municipal halls, public market, civic centers and barangay facilities. In partnership with the Department of Public Works and Highways, the Department is optimistic the Plan’s implementation will be fast-tracked to restore governance in the areas affected and for these LGUs to bring the much-needed services to their constituents.

Photo courtesy of Philstar website

Sec. Mar instructs the PNP Task Force Yolanda Command Group

Relief operations done by members of the BFP in Tacloban City for the victims devastated by Typhoon Yolanda (Haiyan) last 08 November 2013


ANNUAL REPORT 2013

We worked for Secure and Fair Elections (SAFE)

- and Cleaner, too.


ANNUAL REPORT 2013

To help make the 2013 Local and Barangay elections safe and peaceful, we conducted massive advocacy activities and peace and order campaigns particularly in the 15 priority provinces identified as having presence of private armed groups (PAGs) and where there was intense political rivalry. In fact, the Department with PNP taking the lead has collaborat-ed with the Commission on Elections (COMELEC) and has agreed to come up with battle cries called: Secure And Fair Elections (SAFE) 2013 and Credible And Reliable Elections (CARE) 2013. The National Task Force SAFE 2013, aside from its major concerns on identification of election hot spots in the country, monitoring and neutralization of PAGs, and accounting of loose firearms, provides strategic direction and supervision to all PNP units on matters of police operations. Likewise, NTF SAFE 2013 provided for the creation of provisional units from the national down to provincial levels to foster coordination in addressing election related concerns.

We also partnered with The Asia Foundation (TAF) in the conduct of Partners’ Meeting on Election Related Violence which was attended by different stakeholders/representatives coming from the different government agencies specifically the PNP, AFP, COMELEC, TAF and allied non-government organizations based in Mindanao. The activity laid down the groundwork for the possible conduct of peace intervention activities to dissipate or eradicate the occurrence of election-related violence in areas of Lanao Del Sur, Maguindanao and Basilan in ARMM and North Cotabato in Region XII.

Thus, from the start of the election period for both local and barangay elections on January up to the end of November 2013, election-related violent incidents decreased by 45, from 172 incidents (147 local and 25 brgy.-related) during the same period in 2010 to 127 (70 local and 57 brgy.-related) for the same period in 2013.

These, and other similar notable activities such as forging of peace covenants between and among political rivals have resulted in the following:

Reduction in the number of Private Armed Groups (PAGs) from 112 during the 2010 election period to 41 this year or a whopping 63% decrease;

Apprehension of 172 PAG members from 01 October 2012 (filing of candidacy) to 17 June 2013, and recovery of 336 firearms for the same period.

Also, a total of 3,708 persons were apprehended. Further, 2,575 high-powered and 1,037 low-powered firearms were confiscated. Other items confiscated were 163 gun replicas, 1,079 bladed weapons and 754 grenade and other explosives.

With regard to the barangay elections conducted in October, 2013, a total of 888 persons were apprehended from the start of the election period on 28 September 2013 up to the end of election period on 12 November 2013. Further, 444 high-powered and 328 low- powered firearms were confiscated. Other items confiscated were 29 gun replicas, 267 bladed weapons and 95 grenade and 294 explosives.

Aside from making the polls secure and fair, the Department, through DILG-NCR, also staged a Synchronized Clean-up of Polling Places following the elections to restore cleanliness in schools used as polling precincts.

PNP Chief PDG Alan Purisima inspects the loose firearms confiscated by police units in Eastern Visayas as part of election security operations ahead of the May 2013 polls

To further intensify our efforts in the maintenance of peace and order and public safety, we continued to implement various crime prevention and control support systems, programs and projects through the Philippine National Police (PNP).

In line with the desire to enforce “Serbisyong

Makatotohanan”, the PNP has introduced and put in place an

improved crime reporting system called LOI Unit Crime Periodic Report (LOI UCPER) wherein the true crime

situation is tallied by including incidents reported in the police blotter, barangay blotter and reports from other law enforcement agencies. The new system is aimed to put a uniform procedure in implementing a standard counting mechanism and recording of crime incidents in all police stations nationwide.

Thus, for CY 2013, the total crime volume using LOI

UCPER was recorded at 1,033,833 incidents. Index crimes accounted for 44.30% or 457,944 while non-index crimes registered at 575,889 or 55.70% of the total crime volume.

Crime Solution Efficiency (CSE), the number of cases

with at least one of the accused was arrested, was recorded 38.49% in CY 2013 while Crime clearance rate (CCE), which refers to the number of cases where the suspects were identified and cases were filed in court, registered at 47.44%.

Crime Prevention The PNP pursued its various programs in operations consisting of anti-criminality initiatives; community safety and protection programs; internal security operations; and strengthening linkages with other law enforcement agencies. Police visibility was intensified through the continued

implementation of the PNP's LOI 63/2010: Police Integrated Patrol System (PIPS), which directed all PNP

units to intensify police presence (foot and mobile patrols), anti-criminality and police security operations, Oplan Bakal/Sita (campaign against criminals riding in motorcycles), and other police interventions.

The deployment of PNP uniformed personnel assigned to administrative functions to perform beat patrol

duties through LOI 45/2011: Patrulya ng Pulis Project

for maximum police presence as well as to intensify law enforcement operations, anti-criminality campaigns and public safety services also further contributed to the decrease in crime incidents especially street crimes.

Also, through the Pulis Nyo Po sa Barangay (PSB) Program, the PNP deployed one (1)

policeman in every barangay nationwide as a gesture and commitment to pursue an effective police-community partnership. The 33,007 PSBs which serve as focal persons in all barangays nationwide have been instrumental in linking the police to the community through various initiatives such as community house/school visitation, community dialogue/ugnayan, distribution of informative materials, police assistance and other community activities.

The Barangay Peacekeeping Operations (BPO) was

also institutionalized and operationalized through LOI 22/09: BAYANIHAN to serve as a “catch-all” community

policing strategy which mandates the creation of Barangay Peacekeeping Action Teams (BPATs) that serve as “force multipliers” and as main operators of the BPOs. To date, a total of 385,577 BPAT members were organized in 37,331 barangays nationwide. Of this number, BPATs in 27,895 barangays were trained by the PNP on the basics of law enforcement and disaster preparedness.

The PNP likewise implements a brand of policing

that adheres to international human rights standards and practices in the conduct of police or law enforcement functions. Hence, a total of, 1,845 Human Rights Help Desks were established nationwide to serve as focal points in all aspects of human rights promotion and protection in law enforcement. Along with the 558 Tourist Assistance Centers (TACs) established by the Department of Tourism (DOT) and the LGUs, the PNP has also established 1,838 Tourist Assistance Desks (TADs) nationwide since the

implementation of LOI 56/2010: Bantay Turista. A

total of 3,907 Tourist Police have been trained and graduated under the NTOPCOP project in coordination with the DOT. The Tourist Police were deployed in the 25 Priority Tourist Destination Areas.

Due to its relentless efforts to better serve and protect the community, the PNP gained a+52 net satisfaction rating given by the majority of Filipinos in its fight against criminality as recorded by the Social Weather Stations (SWS) during the 3rd Quarter of 2013. This is a clear reflection of the public’s higher level of trust and confidence in the police force. The effective implementation of law enforcement programs of the PNP was also instrumental in boosting the country’s standing in the Global Peace Index (GPI) which is the world’s leading measure of global peacefulness.

We improved our peace and order

and public safety efforts to make communities safer.


ANNUAL REPORT 2013




ANNUAL REPORT 2013

The Department also made sure Local Peace and Order Councils (LPOCs) are functional and are doing their

share in the improvement of the peace and order climate throughout the country. In fact, 36,592 LGUs (75 provinces, 139 cities, 1,376 municipalities, and 35,002 barangays) out of 41,128 LGUs nationwide (excluding ARMM) have functional LPOCs.

To complement the efforts of the PNP, the DILG

through its People’s Action Team Responding On-Line 117 (PATROL 117) was continuously implemented

wherein it responded to 23,873 legitimate emergency calls with an average response time of 7.12 minutes per emergency call. PATROL 117 is a crime prevention and public safety program of DILG which serves as the direct access of the people to the government by serving as a quick response mechanism from the police, fire department, emergency medical services and other forms of emergencies using the Emergency Hotline 117.

Aside from ensuring their functionality, DILG-CARAGA has reported that it has steered the RPOC-CARAGA to formulate its own Roadmap to Peace Framework, aside from ensuring their functionality, which contains the things it will carry out to improve peace and order in the region, taking into account the situation of the so-called Internally-Displaced Persons or IDPs who need the support and protection by the government during internal conflicts.

DILG-Region XII reported its active involvement in the Sama-Samang Kabataan Upang Labanan ang Kasamaan ng Bisyo at Adiksyon (SKUL KA BA), a locally-developed inter-agency project designed to provide awareness on the ill-effects of drugs, unwanted pregnancy and sexually-transmitted infections among high school students, especially those in 4th year. The project is funded by the Provincial Peace and Order Council (PPOC) and implemented in partnership with the Provincial Anti-Drug Abuse Council (PADAC). This is a classroom-based educational approach wherein 45-minute lecture on SKUL KA BA Modules are delivered in six (6) sessions per high school class section. For CY 2012-2013 there are 4,094 graduates under the SKUL KA BA.

Photo courtesy of Zambaonga City website

Zamboanga City Mayor Maria Isabelle Climaco-Salazar, together with VM Cesar Iturralde, presides over the City Peace and Order Council meeting to discuss the peace and order situation in Zamboanga City in December 2013

DILG-CAR has sustained its Search for the Most Outstanding Peace and Order Committee to recognize and reward the outstanding performance of the committee in addressing peace and order concerns in the Region.

DILG-NCR, for its part, has worked to ensure that Metro Manila LGUs can formulate their Local Peace and Order and Public Safety (POPS) Plan.




ANNUAL REPORT 2013

Law Enforcement

The PNP, through its intensified anti-criminality efforts, was able to accomplish the following:

Campaign Against Illegal Drugs. The 10,307 anti-

illegal drugs operations consisting of buy-bust operations, house raids/searches and marijuana plantation eradications resulted in the arrest of 16,429 pushers and users, confiscation of illegal drugs with an estimated Dangerous Drug Board (DDB) value of Php4.107B and the filing of 12,433 cases in courts. Operations conducted were 28% higher from the 2012 data of 8,042 to 10,307.

Other notable accomplishments were the seizure of Controlled Precursors and Essential Chemicals (CPEC); 626 kilograms of shabu with an estimated street value of Php3.3B; one kilogram of cocaine with an estimated street value of Php5M; arrests of 13 Chinese Nationals, eight (8) Filipinos and two (2) Filipino-Chinese. A total of 1,702,320 fully grown marijuana plants, 204,270 pieces seedlings, 893 marijuana stalks, and 230 kilograms of marijuana dried leaves with an estimated street value of Php484M were destroyed.

Campaign Against Carnapping. Anti-carnapping

operations resulted in the recovery of 1,882 vehicles out of 11,326 carnapping incidents reported registering a recovery efficiency of 17%, with 1,220 suspects neutralized, which is 48% higher compared to the 827 suspects neutralized in the same period last year. Cases filed in court increased by 99% from 463 to 921.

Campaign Against Criminals Riding in Motorcycles.

A total of 3,654 incidents were reported, 438 suspects of

QCPD Acting District Director PSSUPT Richard Albano presents to Chief PNP PDG Alan Purisima the P250M worth of shabu seized in a buy-bust operation conducted by the District Anti-Illegal Drugs-Special Operations Task Group (DAID-SOTG)

which were neutralized, 30 motorcycles, 23 high-powered, 13 low-powered firearms were recovered, and 250 cases were solved.

Campaign Against Kidnapping-for-Ransom. Of the

50 incidents reported during the period, 35 suspects were neutralized and 17 cases were solved. Notable are the arrests of the following suspects:

a. Felizardo Pagulayan and two of his cohorts in

Brgy Molino, Bacoor City, Cavite on November 5, 2013. Pagulayan is on the list of the Most Wanted Persons nationwide involved in KFR activities with a monetary reward of Php500,000.00.

b. Sehar Muloc aka Commander “Red Eye”, a notorious KFRG leader operating in Zamboanga Sibugay and nearby provinces of Zamboanga Peninsula on August 7, 2013.

c. Emerson Ocado y Padrique and his cohorts during an entrapment operation in Brgy. Baguio, Tayabas City on January 19, 2013.

Campaign Against Bank Robbery. 26 incidents

were reported and eight cases were solved. Among the gains in this campaign are the foiled bank robberies of Producer’s Bank along JP Rizal Avenue, Brgy Poblacion, Mangaldan, Pangasinan on February 5, 2013; and the BDO Universal Bank, Antipolo Branch in Sumulong Highway, Brgy Mayamot, Antipolo City on February 17, 2013 where the suspects were arrested during the operations. Campaign Against Hijacking / Highway Robbery. Thirty-four hijacking incidents were reported which is 17%

Photo courtesy of InterAksyon News website

Sec. Mar Roxas with freed Abu Sayyaf hostages Ramilito Vela (center) and Rolando Letrero (left) at Camp Crame in Quezon City in February 2013




ANNUAL REPORT 2013

lower than the 41 incidents reported for the same period last year. Two (2) cases were solved. On the campaign against highway robbery, 1,096 incidents were reported of which 254 cases were solved which is 103% higher compared with the 125 cases solved last year. Campaign Against Illegal Gambling. The 29,004 anti-illegal gambling operations conducted resulted in the arrest of 12,939 persons, confiscation of cash bets amounting to Php9.9M and the filing of 5,766 criminal cases in courts which is 24% higher than the 4,656 cases filed in courts for the same period last year. Campaign Against Smuggling / Piracy. An estimated Php35M worth of smuggled and pirated goods were confiscated during the conduct of 2,812 anti-smuggling / anti-piracy operations where 26 persons were arrested and nine (9) cases were filed in courts.

Campaign Against Wanted Persons with Head Prize. Seventy-five Top Most Wanted Persons (TMWPs) with head prize or monetary rewards were captured during the period. Among the top most wanted captured were:

Campaign Against Wanted Persons without Head Prize. The campaign registered a total of 32,635 other wanted persons arrested, 13 killed and 263 surrendered.

Campaign Against Terrorism. The PNP figured in 20

government-initiated encounters against communist terrorists (CPP-NPA-NDF) that resulted in the killing of 14 NPAs, capture of two persons and recovery of 39 high-powered firearms. In other operations, 38 were arrested, 16 surrendered and five high-powered firearms were recovered. It also initiated 16 government-initiated encounters with the Southern Philippines Secessionist Groups (SPSGs) resulting in the killing of 23 SPGs, arrest of 26 persons, and recovery of seven high-powered firearms.

Campaign Against Loose Firearms. Firearms confiscated for violation of RA 10591 or the Comprehensive Firearms and Ammunition Regulation Act increased by 22% from 7,957 to 9,706; and firearms confiscated from PAGs

increased by 49% from 177 to 264. Consequently, a total of 6,646 persons were arrested and 4,701 cases were filed in courts.

The campaign was further intensified with the implementation of Oplan Katok where owners of loose firearms with expired licenses are visited and reminded to renew their licenses or deposit the firearms to police stations while they are processing the renewal of their licenses. A total of 525,163 house visitations or 98.53% of 532,981 target for the year were conducted in which 109,631 firearms licenses were renewed, 7,959 were surrendered for safekeeping, and 39,305 licenses are on process for renewal. Environment and Natural Resources Protection Campaign. The 8,843 anti-illegal logging operations conducted resulted in the confiscation of 3,669,105 board feet of logs/lumber, arrest of 1,579 persons, and filing of 248 cases in courts. On the other hand, 9,032 anti-illegal fishing operations were conducted that resulted in the arrest of 10,001 persons, confiscation of assorted fish and fishing paraphernalia with an estimated value of Php226M and filing of 770 cases in courts. Campaign Against Prostitution/Vagrancy and Child Abuse. In the 3,183 anti-prostitution operations conducted, 659 persons were arrested and 71 cases were filed in courts. Other cases were referred to the Department of Social Welfare and Development (DSWD). On the Campaign against child abuse/pedophilia, 13,502 operations were conducted that resulted in the arrest of 4,631 persons and the filing of 5,980 criminal cases in courts.

Top Most Wanted Person Date Captured Reward

Rodolfo Gragazin Faustino 27 Feb 2013 Php400,000.00

Rodrigo Labitad 25 Nov 2013 Php300,000.00

Agustin Palattao Quibang 05 Nov 2013 Php300,000.00

Rolando Santiago Jr. 05 May 2013 Php300,000.00

Jimmy Bughaw 12 Aug 2013 Php300,000.00

Datu Dainga Ampatuan 13 March 2013 Php250,000.00

Peter John B Dumdamaya 18 March 2013 Php200,000.00

PNP Chief PDG Alan Purisima personally inspects the loose firearms recovered by police authorities region-wide during his visit at Camp Delgado, Iloilo City in April 2013




ANNUAL REPORT 2013

Criminal Gang Criminal Activity Date Arrested

Dumaguit Criminal Gang with the arrest of Mario Dumaguit y Toñares, Josela Dumaguit y Avila @ Jojie, and Kelvin Jontilla y Avila

Gunrunning, Drug Trafficking and Illegal

Number Games 03 Aug 2013

Ozamis Robbery Hold-up Group with the arrest of Nestor Buenabent y Fuertes @ Moklo, Rogie Soriano y Fuentez @ Tong, Cesar Devera y Santos @ Cesar, Donde Pedrosa y Labajo @ Alvin Cuyag y Tiongson @ Ben Ricky Parojinog/Limbaring @ Kambal, leader, Wilfredo Damas Panogalinga Jr @ Kulot/Junjun and Dave Clark Bagaboyboy Lago @ Carlo

Robbery hold-up 11 July 2013

and 12 July 2013

Bye-Bye Kidnapping for Ransom Group with the arrests of Darryl Alcordo Morteho and two other cohorts

Kidnapping for Ransom Group

11 July 2013

Villacorta Robbery Hold-up and Carnapping Group with the arrest Rommel Villacorta y Sumylo @Bumbay, leader and his members

Robbery Hold-up and Carnapping Group

23 July 2013

Ondo Perez Group with the arrest of Raymundo M Vargas and the killing of Fernando Vargas during an encounter

Kidnap for ransom, carnapping and robbery

04 June 2013

Batangas Romblon Leyte (BLR) Group with the arrest of Rex Borinaga y Saligada, leader and 5 members

Bank robbery and other robbery activities while

riding motorcycles 03 May 2013

Martinez Gang with the arrest of Juan Martinez y Congrado, leader and three members

Carnapping 08 May2013

Rado Group with the arrest of Noel Rado y Crisostomo @ Noel Rado y Domingo, leader of the Rado Group

Robbery hold-up, gun for hire and drug trafficking

30 April 2013

Ozamis Organized Crime Groups with the arrests of one of the core leaders identified as Ariel Bundaon y Abria @ “Bokbok” and two members

Robbery/hold-up 06 March 2013

Burnok Group with the arrests of eight members

Gun-for-hire/ robbery hold-up

23 Feb 2013

Avelino Group with the arrests of Allan Banson Avelino @ Allan, leader and five members

Gunrunning 12 Jan 2013

Campaign Against Criminal Gangs. Operations against criminal gangs resulted in the neutralization of 153 gangs and 885 members, recovery of 139 assorted firearms and the filing of 263 cases in courts which is 19% higher than the 221 cases filed in courts for the same period last year. Captured gang leaders and members were:

The Department through the Bureau of Fire Protection (BFP) provided effective fire prevention campaign and efficient fire suppression services including rescue operations, fire investigation and emergency medical services. Our fire suppression service was bolstered following the purchase this year of 76 brand new Rosenbauer firetrucks that brought to 1,673 the number of firetrucks the Bureau now uses when responding to fire incidents and at the same time decreased the shortfall on firetrucks (from 1,793 to 1,717). The Rosenbauer firetrucks are top-of-the-line water pumpers with 3,000 liters/minute water pump discharge capacity; with two (2) passenger cab that accommodates seven (7) passengers; a corrosion-proof water tank made of reinforced glass fiber and with 240 H.P. prime-mover engine.

Additional 1,582 Personal Protective Equipment (PPE) such as fire coats and trousers, helmets and gloves were also acquired to ensure that firefighters are well-equipped and protected when responding to fires.

On the other hand, a total of 1,073 Fire Officer 1

(FO1) were recruited and sworn into office and assigned in the different Fire Stations. This has significantly increased the BFP’s authorized strength to 17,771 in 2013.

Inspection of business establishments were

conducted nationwide by the different BFP field units to determine their compliance to prescribed fire safety standards. From January to December, 2013, of the total 771,704 business establishments inspected, 664,652 or

86.12% were found compliant and were subsequently issued with Fire Safety Inspection Certificate (FSIC).

This represents a 1% improvement in compliance

rate compared with last year’s performance of 85.25%. On the other hand, the number of establishments issued with notice to comply/correct violation and subject for re-inspection decreased by 11.17% from 63,805 of last year down to 56,681 this year.

Meanwhile, the number of business permits

processed increased by almost 12.23% or a total of 579,794 compared with 516,592 during the same period of last year. Fire Code Fees collection amounted to Php940.869M representing a significant increase of 15% from previous year’s collection of Php817.603M.

In an effort to further educate and inform the

general public on safety to life and property against fires and other emergencies, the BFP made use of the tri-media such as radio, TV and print in order to reach a greater number of people. The BFP likewise joined the Office of the Civil Defense (OCD)’s Project DINA (Disaster Information for National Awareness), which showcases a number of audio visual presentations that discuss on what to do before, during and after potential hazards (earthquakes, tsunamis, tropical cyclones, floods, landslides, volcanic eruptions and fires).

Protecting the communities from

destructive fires and other emergencies.

Sec. Mar Roxas in fire control action using one of the top-of-the-line Rosenbauer firetrucks, distributed initially to Metro Manila cities in February 2013


ANNUAL REPORT 2013

Protecting the communities from

destructive fires and other emergencies.

For CY 2013, a total of 12,788 fire incidents were suppressed nationwide, which is 37.27% higher than the 9,316 registered in CY 2012. There were no reported casualties among the firefighters.

Photo courtesy of ft.com website

A BFP firefighter during the fire that ravaged Divisoria Mall in May 2013


ANNUAL REPORT 2013

The Bureau of Jail Management and Penology (BJMP) has staunchly worked on the fulfillment of its mandate on inmates’ safekeeping and development. First on the BJMP’s priority list is decongestion. In 2013, paralegal efforts of jail personnel resulted in the release of a total of 30,169 inmates. Paralegal officers facilitate the release of inmates through the different modes under the law.

Under its security banner is the Operation Greyhound, a search and seizure operation aimed to rid jail

facilities of contrabands. In 2013, the Bureau led a total of 22,164 greyhound operations nationwide, 4,991 strip searches, and 26,207 frisk/pat searches, resulting in the seizure of cash money amounting to P429,053.00 and $440, aside from the confiscation of 6,672 deadly weapons (firearms, ammunitions, bladed metal), 249 sachets of sha-bu, 51 sticks of marijuana, and 1,625 other prohibited drugs, 670 drug paraphernalia, 491 cellular phones, and 24,502 other contrabands. These greyhound operations and searches in jail facilities led to the apprehension of some 573 inmates and 87 visitors for actual possession of said contrabands. The high number of escapees in 2013 brought about by force majeure—earthquake in Region VII and Typhoon

Yolanda in Region VIII—gave rise to the creation of Task Force Balik-Piitan, tasked to recover all 256 escapees. A

total of 181 escapees were recaptured, or a 70.7 percent recovery rate. Those still at large remain under manhunt.

BJMP’s rehabilitation efforts for inmates are bundled in its inmates’ welfare and development arm since the health of inmates is always a priority for the BJMP. Personal care and medical assistance were provided to 30,596 inmates. The health package included 7,806 medical, dental services and education. The Alternative Learning System (ALS), through the

“Tagapangalaga Ko, Guro Ko”, produced a total of

8,050 graduates both in high school and elementary in 2013.

The Therapeutic Community Modality Program (TCMP), a behavior-shaping program and

structured activities for inmates, which seeks to discover and develop their skills and potentials, helped a total of 28,898 inmates in dealing with their situation behind bars. There were 21,040 inter-faith projects participated in by a total of 32,669 inmates of different religious affiliations.

Safekeeping and development of District,

City and Municipal Jail Inmates.


ANNUAL REPORT 2013

We continued to professionalize

the PNP, BJMP and BFP Personnel and Services.

In order to accelerate the professionalization of the police service and strengthen the organization and management of the PNP, the DILG through the National Police Commission (NAPOLCOM), issued 675 Resolutions and seven (7) Memorandum Circulars that guided the PNP in its administration, personnel, and logistics operations.

NAPOLCOM conducted inspection and audit in the

2,131 PNP offices/station/units nationwide to assess the actual condition of police personnel, facilities and equipment as well as the status of operations in all management levels in the PNP. We also evaluated a total of 39 proposals for various logistical requirements of the PNP wherein 18 were found to be following the standard specifications while the rest are ongoing review.

During the period, NAPOLCOM acted on a total of

1,409 complaints, including those that were carried over from 2012. Of this number, 913 complaints were evaluated, 239 of which were referred to PNP disciplinary authorities, 348 filed for summary dismissal proceedings and the remaining 286 dropped/dismissed and/or withdrawn by complainants.

Under its summary dismissal authority, the

Commission decided on 68 cases involving 113 police respondents, 69 of whom were meted out with various penalties, including dismissal from the service for 11, demotion for 15 and suspension for one lawman.

Through the National Appellate Board (NAB), the

Commission acted on 18 out of 39 cases that were previously decided by the Chief, PNP. The Regional Appellate Boards (RABs), on the other hand, were able to dispose of 139 out of 186 appeals on decisions rendered by the People’s Law Enforcement Boards and PNP Regional Directors or their equivalent supervisors. Penalties involved are either demotion in rank or dismissal from the service.

The Philippine Public Safety College (PPSC) for its

part, conducted mandatory and specialized training and continuing quality education to PNP, BFP and BJMP uniformed personnel aimed to institutionalize a competent, credible and

professionalized corps of peace and order and public safety personnel.

Through its Constitutive Units and Regional

Training Schools, the PPSC has conducted a total of 714 classes attended by 34,876 police, fire and jail officers during the year. Of this number, 384 classes were completed with 19,446 graduates, of which, 17,391 are from PNP, 907 from BFP and 1,148 from BJMP; while 330 classes are still on-going with 15,430 students.

To keep abreast with the current development and

training needs of the uniformed personnel of PNP, BFP and the BJMP, the PPSC conducted the following activities:

a. Series of pilot demonstration testing of the enhanced Instructor’s Session Guide for the following subjects: 1) Fundamental of Criminal Investigation; 2) Interview and Interrogation; 3) Police Intelligence; 4) Foundation of Human Rights; 5) Forensic Chemistry; 6) Forensic Ballistics; 7) Gender Awareness and Development; 8) Ecology and Environmental Protection ; 9) Stress Management, and 10) Foundation of Human Rights.

b. Organized a faculty core group (guest lecturers) who are tasked to formulate a uniformed and standard syllabi based on POI.

c. Conducted coordinative meeting with PNP HRDD and Center for Police Strategic Management (CPSM) to incorporate in the POI of mandatory courses the PNP Patrol Plan 2030.

We also strengthened and intensified our tie-ups with foreign institutions/organization such as the following: United Nations Office on Drugs and Crime (UNODC) for computer-based training; Singapore Police Force; Royal Malaysian Police; Thonburi Remand Prison, Corrections Museum and Training in Bangkok, Thailand; Firefighters Without Boarders, an NGO based in Amsterdam, and FBI, Los Angeles, California, USA for the higher level executive law enforcement training of PSOSEC students.

PNPA Cadets during the 34th Commencement Exercises in March 2013


ANNUAL REPORT 2013

The Department, while in the thick of pushing good governance among LGUs and implementing programs and projects for the year, recognized the need to improve its own internal governance in order to be more effective in fulfilling its mandate and deliver its own commitments to the President. Among the notable things that were carried out are the following:

PERFORMANCE-BASED BONUS. Consistent with the Administration’s desire to provide incentives to organizations and employees based on performance, the Department for the first time implemented the Performance-Based Bonus or PBB. For the 2012 edition of the said bonus, which was granted/released only this year, adjudged as best delivery units were the following: Regions VI and CARAGA for the Regional Office Category, Local Government Academy (LGA) for the Bureau Category, and Financial Management Service (FMS) for the Service Office Category. Bonus provided to their employees ranged from Php 35,000.00 to Php 10,000.00. The ranking of the delivery units were based on among others, their accomplishments of PBB performance targets and of Department programs, projects and activities as reflected in their Operations Plans and Budget (OPB); and support or technical assistance provided to other offices that have led to the successful implementation of key programs and projects. For the following year’s implementation of the PBB, the DILG-OSEC Performance Management Group (PMG) was reconstituted, chaired by the Undersecretary for Operations and Public Safety, with all the Undersecretaries and Assistant Secretaries as members. Likewise, Planning, Performance Evaluation and Review, as well as Personnel Performance and Grievance Committees were created, with the Administrative Service (AS) acting as the Overall Secretariat of the PMG.

INTERNAL COMMUNICATION SYSTEM. Internal

communication was given a big boost this year through the assistance of the Philippine-Australia Human Resource and Organization Development Facility (PAHRODF) in an effort to provide fast, accurate and reliable information concerning the Department’s numerous programs and projects for LGUs and to enable better communication between and among officials, employees and offices. Among

the main features of the new internal communication system is the Department’s migration to the use of electronic mail or e-mail and on-line reporting when sending and receiving official communications and for all interoffice communication, and the development and use of an on-line calendar for Department events and activities that is expected to effectively plan activities related to the Department’s programs and projects, and to avoid conflicts in and overlapping of schedules and even of participants. The Internal Communication Manual which will serve as guide to all officials and employees of the Department will be printed and distributed in the 1st quarter of 2014.

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM.

The Department, through the Administrative Service and Planning Service, began the process of establishing a personnel performance rating system that objectively reflects the capacity of personnel and aligns individual performance targets and work priorities with that of their respective offices through the conduct of a workshop on the establishment of the Strategic Performance Management System or SPMS in the Department. The workshop enabled the participants, both from Central and Regional Offices, to have a grasp of what SPMS is all about and its relevance to the Department’s efforts to advance its numerous programs and projects and fulfill its desired outcomes for LGUs.

DILG-Region V already crafted its SPMS aligned with the performance goals and measurements based on national development plans, agency mandate, vision, mission and strategic priorities as enumerated in its Annual Operations Plan and Budget.

We continued to strengthen our

internal organizational capacity.

Asec Ester Aldana and Atty. Anthony Nuyda with CO and RO participants during the Seminar-Workshop on the Establishment of Strategic Performance Management System (SPMS) in the DILG


ANNUAL REPORT 2013

CUSTOMIZED AND UNIFIED DILG RESULTS-BASED MONITORING AND EVALUATION FRAMEWORK AND SYSTEM. Given the magnitude and variety of the programs and projects the Department implemented this year, and will continue to implement in the coming years, and the money entrusted to us by the administration to carry them out, the DILG commenced the review of its current and similarly varied monitoring and evaluation systems in an effort to come up with a unified and harmonized Results-Based Monitoring and Evaluation Framework and System that is capable of effectively tracking and assessing the progress and results of our various PPAs. Aided anew by the PAHRODF, the initiative will allow the Department to determine whether targets and deliverables are met, and confidently say that such programs and projects have contributed to, or will contribute, to the Department’s desired outcomes. Activities initially conducted were among others a validation workshop and revisiting of the DILG Results Framework, focused group discussions to account current M&E systems in place and organization assessment, partly to gauge the Department’s readiness or capacity to handle a single and harmonized M and E system.

EXACTING GREATER FISCAL ACCOUNTABILITY FROM

AND ADHERENCE TO PROCUREMENT LAWS AMONG DILG OFFICIALS. With the money entrusted to the Department to implement its numerous programs and projects, greater accountability and adherence to among others procurement processes are demanded and expected from DILG officials. For them to meet such, a series of conference-workshops that among others served as venues for them to listen to and get reacquainted with financial accountability and procurement laws was held, participated in by Central and Regional officials and personnel, as well

as those from the attached agencies (LGA, PNP, BFP, BJMP, PPSC and NAPOLCOM). Financial accountability was among the topics during the Program Assessment and Planning Consultative Conference Workshop held at Oxford Hotel in Clark, Pampanga, while Procurement Laws and Processes and Property Management were the focus of seminar-workshops for Department Bids and Awards Committee (BAC) Members, technical working group and secretariat and operating units of the Department, respectively.

EXECUTIVE LEADERSHIP SEMINARS. In an effort to

hone the leadership capabilities and potentials of the Department’s current corps of officials, from Central and Regional Office Directors, Assistant Regional Directors, Provincial Directors and Cluster Leaders, the Department has offered them executive leadership development seminars. Through such initiatives, it was expected that the current officials of the Department will be more capable of steering their respective units towards the delivery of more effective and efficient service and sterling performance and motivate their personnel to contribute to the completion of the Department’s various programs and projects.

SCHOLARSHIP GRANTS. For 2013, 15 DILG personnel,

nine (9) from the Regional Offices and six (6) from Central Office, were granted with foreign scholarship programs with the assistance of PAHRODF. This is to advance their knowledge and skills that they can use and apply in their respective offices once they return to the country following their graduation. These courses include Program Management, Mobilizing Civil Society Participation, Peace and Conflict and Local Economic Development.



Usec Rafael Antonio Santos welcoming the participants during the Seminar-Workshop on Government Procurement for Department Bids and Awards Committee Members, TWG and Secretariat


ANNUAL REPORT 2013

IMPROVING INTERNAL SYSTEMS AND PROCESSES. Various ROs have introduced and implemented new systems meant to improve their performance:

DILG-NCR introduced various technologies that helped improve governance at the regional level, namely Google Cloud Computing which has brought easy decision making for the RD and his ARD who can pull out and study reports anywhere through their laptops, tablets and smartphones. Right now, Division Chiefs and Program Managers upload the communications, issuances, forms and templates prepared and shared to the 17 field offices either for compliance, reference or information.

Online Databank System, a web-based system to support centralized filing of the office. The facility also includes quick and easy access of the documents. The System aids in storage, control, manipulation and easier retrieval of data; makes filing of documents centralized; and facilitates speedy, easier and efficient monitoring system.

Online Barangay Official’s Database System (BODS, which can be accessed through http://bod.ncr.dilg.gov.ph) is made accessible to the public for them to search names and contact information of NCR Barangay Officials.

DILG-Region III forged partnership with the Philippine Association of State Universities and Colleges and IT Industry representative in the development of a Webpage Development Project for LGUs in Central Luzon in response to the overwhelming interest of LGUs to have their respective official website to showcase LGU programs and projects and provide a venue for posting public documents.

LGU Database System serves as an information portal of the Department to the LGUs and provides an on-line access of LGU information to DILG-Region III Management as well as to the public. The system is web-based and will be linked to the proposed Regional website with temporary site address: dilgr3.com/news-site and is labeled as Region III Profiles. Further, the database shall serve as “201 File” of the LGU; a venue or a source of information to easily and readily access files on LGU and a tool which will be utilized for operations such as in assessing, crafting a program and providing technical assistance to the LGU and other services.



DILG-CAR conducted a 3-day Training on Community-Based Monitoring System and Geographic Information System intended for provincial/city CBMS focal persons to increase their level of awareness on the utility and application of CBMS and GIS as a tool in diagnosing poverty, creation of local database based from household survey and generating poverty maps.

DILG-Region I formulated a Manual of Operations to strengthen its Internal Control System. It contains the administrative and financial controls being practiced by the Regional Office to effectively and efficiently deliver services to its clienteles.

Cloud Computing was introduced to strengthen the IT capacity of the Region, together with the purchase of high-end IT equipment.

In response to the request for a Legislative Tracking and Performance Monitoring System, DILG-Region II conducted a hands-on Training for Systems Users of the Sanggunian Information System (SIS) in the 13 LGUs of the region. Semestral monitoring of the system and documentation of LGU Best Practices on SIS was likewise conducted to ensure its functionality and sustainability.

DILG-Region IV-A made use of Cloud Computing to simplify the monitoring of reports between the regional office and its field offices within the region.

DILG-Region IV-B with its Project Anonymous Beaver. Beaver is a repository of documentary evidence to all reports that the LGUs claim to have, and provides for an immediate feedback from the field units to the RO. The idea is to make the documents accessible at all times by end-users.


ANNUAL REPORT 2013

INCENTIVIZING EXEMPLARY PERFORMANCE. DILG

Regional Offices implemented various awards system to incentivize performance of LGUs and DILG personnel:

For LGUs



DILG-Region IV-A provided incentives to its five (5) provinces for their efforts in in DRR-CCA activities:

Province of Batangas for ”Vigilance for Safe and Disaster Resilient Communities”

Province of Cavite for “Mainstreaming DRRM-CCA Initiatives in the Provincial Development and Physical Framework Plan”

Province of Quezon for “2 Million Mangroves in 1 Day (2-in-1) Project”

Province of Rizal for “Philippine Association of Disaster Risk Reduction and Management Officers (PADRRMO) - Rizal Chapter”

Province of Laguna for “Gawad Kalasag Award for Region IV-A CY 2013”

One of the most highlighted initiatives/innovations of the DILG-Region VI is the Regional Search for Outstanding Tanod in which 7 Tanod Groups and individuals were assessed and awarded. Barangay Tanods from all over Region VI are assessed/evaluated of their performances. The winners are awarded in different categories such as: Most Outstanding Tanod (Individual Category), and Most Outstanding Tanod Group (Regional, Provincial, City and Municipal levels). The winners get a plaque and cash prize. Through this search, Barangay Tanods are challenged to perform and deliver very well the maintenance of the peace and order situation in their respective localities.

The Excellence in Local Governance (EXCELL) Awards is a continuing program of DILG-Region VI which recognizes best managed LGUs in the region that demonstrates exemplary performance in all areas of local governance.


ANNUAL REPORT 2013

DILG-Region VIII advocated the Sanggunian Information System (SIS) innovation to sanggnuians of provinces, cities and municipalities to facilitate effective and efficient legislative tracking. The Office also provided technical assistance and handled the installation or upgrade of the SIS software to LGUs that request for the said program.

To facilitate better office transactions, the Region continuously implements the Local Governance Performance Enhancement through Teamwork (LGPET) strategy and establishment of the Call Center for Local Governance.

In keeping up with the demands of advances in technology, DILG-Region IX has adapted Cloud Computing to organize current available files in the possession of the Regional Office. The “paperless transaction” concept of the system has been very useful and has hugely contributed to the timely and efficient generation of reports, as well as, in its gathering and retrieval by the field offices. DILG-Region X established a Database of LGU

Awards and LGU Profiles which serves as an information database about Region X LGUs.

Cloud Computing was introduced in the Region for report collaboration and report preparation.

The Region also conducted series of webinars to capacitate MLGOOs about Results-based Monitoring and Evaluation (RbME) System.

DILG-Region V conducted a Search for Best Performing Provincial Team, Cluster Team and MLGOO, in line with the Program on Awards and Incentives for Service Excellence (PRAISE) Program of the CSC, to accord official recognition to MLGOO, Cluster Team and Provincial Team who demonstrated excellence in the performance of their duties and functions through awarding of monetary incentives and plaques of recognition to winners.



For DILG Personnel

DILG-Region VI sustained the implementation of its PISAN Awards or Personnel Incentives for Service and Novelty that recognizes and rewards DILG personnel for their exemplary acts and services. It was designed to encourage creativity, innovativeness, efficiency, integrity and productivity in the public service. Awardees are entitled to additional incentive in a form of a Red Day for Exceptional and Valuable Employee or RD EVE under Resolution 2012-01 of the PRAISE-PISAN Program, a three-day off with pay giving winners free time to energize for a more productive year ahead. The said resolution was duly approved by the central management.

The Search for The Outstanding Barangay Officials of the Year (TOBOY) is designed to give recognition to barangay officials in Region VII who have shown exemplary performance in the discharge of their functions. This is jointly undertaken by the DILG-Region VII, together with the Local Administration and Development Program Alumni Association of the Philippines (LADPAAP) Region VII Chapter, and the Liga ng mga Barangay of Region VII, with support of some institutions as partner-sponsors. There are five categories of the award, namely: Punong Barangay, Barangay Kagawad, Barangay Treasurer, Barangay Secretary and Sangguniang Kabataan Chairperson. A regional winner will be awarded in each level and category. There will be a total of fifteen regional awardees for the search.

DILG-Region VIII initiated the conduct of a Moral Recovery Program dubbed as Journeying Towards a Righteous Government Employee to foster good working relations among employees, which is to be held twice a year and follow-up activities will be done through pep talk by a priest on the sanctification of work every first Friday of the month all throughout the year.

The Barangay Excellence Award (BEA) is a replicable innovation initiated by DILG-Region XI in collaboration with DILG-Digos City and City Local Government Unit of Digos given to barangays and its officials recognizing their outstanding performance in barangay administration, which puts premium on exemplary performance, thus scaling up values on accountability, transparency and inclusive growth at the barangay level.


ANNUAL REPORT 2013

DILG-Region X revitalized the DILG Annual Parangal System which makes use of customized DILG Outcome-based indicators to measure actual performance/conditions of operating units and individuals. It also incorporates indicators taken from the instrument used in the Performance-Based Bonus.

Gawad Galing is a recognition conferred to individual men and women and Provincial/City Teams of DILG-Region XI who displayed exemplary performance in the delivery of all DILG PPAs based on the AOPB of the current year. Recently, the Gawad Galing Committee adopts the Micro-Macro Performance Evaluation System (MMPES) in consonance with the precept that individual performance of each MLGOO is indispensably linked with the DILG Provincial Field Office’s performance and in the total performance of the region.

DILG - LOCAL GOVERNMENT SECTOR

OUTCOME FRAMEWORK

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.


ANNUAL REPORT 2013


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.

Inclusive growth has three critical elements – high and sustained economic growth, growth that generates mass employment that draws the majority of the people into the economic and social mainstream, and growth that reduces poverty and facilitates the achievement of the Millennium Development Goals. Further, this outcome requires not only the effort of the national government, the private sector and the citizenry, but of the local governments as well. 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.

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.

Poverty in Multiple Dimensions Reduced

and Massive Quality Employment Created

Sustainable Development-Oriented Local Government


ANNUAL REPORT 2013


OUTCOME FRAMEWORK

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.

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.

Business-Friendly and Competitive LGUs

Environment-Protective, Climate Change Adaptive

and Disaster Resilient LGUs

Socially-Protective and Safe LGUs


ANNUAL REPORT 2013


OUTCOME FRAMEWORK

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. 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 eventual 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.

Accountable, Transparent, Participative

and Effective Local Governance

Strengthened Internal

Organizational Capacity


ANNUAL REPORT 2013


ANNUAL REPORT 2013

DILG — LOCAL GOVERNMENT SECTOR

PRIORITY PROJECTS FOR FY 2014

Skills Training for Accelerated Growth in Local Governments

Enabling Environment for Business-Friendly and Competitive LGUs

Streamlining of Business Permits and Licensing System/Occupancy & Building Permit

Provincial Road Management Facility

Special Local Road Fund

Business-Friendly and Competitive LGUs

Assistance to Informal Settler Families in Danger Zones

Provision of Potable Water Supply - SALINTUBIG & GPBP Areas

Transition Investment Support Plan for ARMM Payapa at Masaganang Pamayanan -

Pillars 1 & 3 Support to Grassroots Participatory Budget

Process (Empowerment Fund) Grassroots Participatory Planning and

Budgeting on Local Access Project Comprehensive Local Integration Program

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

Peace and Order Councils Millennium Development Goals – Family-

Based Actions for Children in their Environs in the Slums

Enhancing Local Capacity for the Promotion and Fulfillment of Women’s and Children’s Rights

Socially-Protective and Safe LGUs

Seal of Good Local Governance Full Disclosure Policy Performance Challenge Fund Civil Society Organizations - People’s

Participation Partnership Program / CSIS Local Governance Performance Management

System Vigilance to Volunteerism: Volunteer Program Lupong Tagapamayapa Incentives and Awards Technical Assistance on the Barangay Justice

System / Katarungang Pambarangay

Accountable, Transparent, Participative

and Effective Local Governance

Enhancing LGU Capacity on DRR-CCA Assessment LG Capacity Development

Manila Bay Clean-Up, Rehabilitation and Preservation Project

Rehabilitation and Construction of Yolanda-Affected Areas

Environment-Protective, Climate Change

Adaptive and Disaster Resilient LGUs


ANNUAL REPORT 2013

DILG PROGRAM THRUSTS FOR FY 2014

In 2014, the Department shall continue to promote a system of merit and recognition by rewarding the good performers;

to continue to capacitate LGUs and work together to achieve the programs and projects in the practice of good governance in the local government units through the Department’s outcomes in support to the five (5) key result areas under the President’s Social Contract for the Filipino people. On the other hand, those that need improvement and assistance shall be helped and supported, while those that have erred and fallen short of expectations shall be dealt with accordingly.

With the able support and cooperation of its partners and stakeholders, the DILG shall continue to sustain the gains of all

the initiatives that it has started in 2014 and step up the implementation of these efforts toward greater responsiveness and effectiveness.

OVERALLTHRUST: Step-up drive for good local governance and incentivize exemplary LGU performance leading to peaceful and

developed communities.

Set-up stricter performance measures to effectively gauge LGU performance in governance, economic, social and environmental fronts;

Continue recognizing and rewarding exemplary LGU performance through the Performance Challenge Fund;

Intensify efforts to boost LGU transparency and accountability and promote active CSO and people’s participation in local governance;

Intensify police operations and continuously institute reforms in the PNP for better performance on law enforcement and anti-criminality;

Improve fire prevention and suppression for safer communities;

Improve jail security, accelerate jail decongestion measures and improve inmates’ welfare;

Provide quality education and training programs for the continuous professionalization of uniformed personnel of PNP, BFP and BJMP; and

Strengthen the Department’s internal organizational capacity to meaningfully contribute to the fulfillment of the President’s “Social Contract” with the Filipino people.


ANNUAL REPORT 2013

ASSISTANT SECRETARIES

HON. MAR ROXAS Department Secretary Email: Contact No.: 925-0330 / 925-0331; Fax No. 925-0332 ATTY. MA. PERPETUA B. UNICO Head Executive Assistant Email: [email protected]; [email protected] Contact No.: 925-8888; Fax No. 925-0332

AUSTERE A. PANADERO, CESO I Undersecretary for Local Government Email: [email protected] Contact No.: 925-0347; Telefax No. 925-0361 ATTY. RAFAEL ANTONIO M. SANTOS Undersecretary for Operations and Public Safety Email: [email protected] Contact No.: 920-7783; Telefax No. 925-9114 FRANCISCO L. FERNANDEZ Undersecretary for Urban Poor, Informal Settler Families and Other Special Concerns Email: [email protected] Contact No.: 925-0357 / 925-0363

ESTER A. ALDANA, CESO II Assistant Secretary for Finance, Comptrollership and Administration Email: [email protected] Contact No.: 925-0375; Telefax No. 925-0334 NARIMAN A. AMBOLODTO Assistant Secretary for Muslim Affairs and Special Concerns Email: [email protected] Contact No.: Telefax No. 925-0333

OFFICE OF THE SECRETARY

UNDERSECRETARIES

ASSISTANT SECRETARIES

DIRECTORY OF DILG OFFICIALS



ANNUAL REPORT 2013

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 OIC Director, Bureau of Local Government Supervision (BLGS) Email: [email protected] Contact No.: 920-4845 loc. 721-406 Telefax No. 928-9181; ROLYN Q. ZAMBALES, CESE OIC Director, Office of Project Development Services (OPDS) Email: [email protected] Contact No.: 929-9601; Telefax No. 929-9406 VIRGILIO A. CASTRO, CESO V Director, National Barangay Operations Office (NBOO) Email: [email protected] Contact No.: 925-1137

ATTY. JENA J. JAVAREZ OIC Director, Administrative Service (AS) Email: [email protected] Contact No.: 925-0379; Telefax No. 926-3663 ARLENE O. ZAMORA Director, Financial Management Service (FMS) Email: [email protected] Contact No.: Telefax No. 928-2447 ATTY. ANTHONY C. NUYDA Director, Internal Affairs Service (IAS) Email: [email protected] Contact No.: Telefax. No. 925-6552 MARIA ELENA M. ROBOSA OIC Director, Information Systems and Technology Management Service (ISTMS) Email: [email protected] Contact No.: 925-0370; 928-8065 ATTY. JESUS B. DOQUE Director, Legal and Legislative Liaison Service (LLLS) Email: [email protected] Contact No.: 928-5522 FRANCISCO R. CRUZ, CESO IV, MMG Director, Planning Service (PS) Email: [email protected] Contact No.: Tel. No. 927-4112; 920-4845 loc. 722301; Telefax No. 925-0337 OIC, Public Affairs and Communication Service (PACS) Email: @dilg.gov.ph Contact No.: 925-0349

BUREAUS SERVICES

EDGAR ALLAN B. TABELL OIC, 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

OTHER OFFICES


RENATO L. BRION, CESO III Regional Director, NCR Email: [email protected] Contact No.: 435-6241; Telefax No. 441-5318 JOHN M. CASTANEDA, CESO III Regional Director, CAR Email: [email protected]; [email protected] Contact No.: (074) 442-5372 loc. 101; Telefax No. 442-9030 CORAZON P. GURAY, CESO III Regional Director, I Email: [email protected]; [email protected] Contact No.: (072) 888-2108; Fax No. 700-2703 MARLO L. IRINGAN. CESO V OIC Regional Director, II Email: [email protected] Contact No.: (078) 304-5378 / 304-1978; Fax No. (078) 304-9345 FLORIDA M. DIJAN, CESO IV Regional Director, III Email: [email protected]; [email protected] Contact No.: (045) 455-2405 / 455-3210; Fax No. 961-2904 JOSEFINA CASTILLA GO, CESO III Regional Director, IV-A Email: [email protected]; [email protected] Contact No.: (02) 838-5032 / 838-1526 / 838-6748; Fax No. 838-5323 JAMES F. FADRILAN, CESO V OIC Regional Director, IV-B Email: [email protected] Contact No.: (02) 995-7731; Telefax No. 995-7725 BLANDINO M. MACEDA, CESO III Regional Director, V Email: [email protected]; [email protected] Contact No.: (052) 480-1484 / 435-4642 / 437-2641; Fax No. 480-4023

EVELYN A. TROMPETA, CESO II Regional Director, VI Email: [email protected] Contact No.: (033) 335-0465 / 509-9611 / 509-9610; Fax No. 336-2653 ANANIAS M. VILLACORTA, CESO III Regional Director, VII Email: [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 ATTY. RENE K. BURDEOS, CESO III Regional Director, X Email: [email protected]; [email protected] Contact No.: (08822) 723-189 / 723-768; Fax No. (088) 858-2191 / 858-219 WILHELM M. SUYKO, CESO IV OIC Regional Director, XI Email: [email protected] Contact No.: (082) 297-2604;(082)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 ATTY. MAKMOD D. MENDING, JR. Regional Secretary, ARMM Email: Contact No.: (064) 421-2178; Telefax No. 421-1379

REGIONAL OFFICES


ANNUAL REPORT 2013



ANNUAL REPORT 2013

NATIONAL POLICE COMMISSION HON. MAR ROXAS Chairman, National Police Commission (NAPOLCOM) Email: Contact No.: 925-0330 / 925-0331; Fax No. 925-0332 PHILIPPINE NATIONAL POLICE PDG ALAN LM PURISIMA Chief, Philippine National Police (PNP) Email: Contact No.: 721-8339; 0917-8278181 BUREAU OF FIRE PROTECTION CSUPT CARLITO S. ROMERO OIC, Bureau of Fire Protection (BFP) Email: Contact No.: 927-6383 loc. 102 BUREAU OF JAIL MANAGEMENT AND PENOLOGY CSUPT DIONY D. MAMARIL, CESE OIC, Bureau of Jail Management and Penology (BJMP) Email: Contact No.: 927-6383 loc. 102 PHILIPPINE PUBLIC SAFETY COLLEGE ATTY. RUBEN R. PLATON, Ph.D. President, Philippine Public Safety College (PPSC) Email: [email protected] Contact No.: 659-3695 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

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, Armida Parañal, Leilani Lindo, Imelda Marcial, Hannah Abad, and Christian Mon Aniñon. Photo credits go to the photographers of the DILG Operating Units, the websites of the LGA, BFP, BJMP, NAPOLCOM, PNP and PPSC, as well as, various websites of DILG Regional Offices, LGUs, NGAs and online news articles.

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.

MANDATE

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

ANNUAL REPORT 2013 ANNUAL REPORT 2013

www.dilg.gov.ph

Department of the Interior and Local Government

DILG-NAPOLCOM Center, EDSA corner Quezon Avenue, West Triangle, Quezon City, 1104 Philippines

Documents

DILG Annual Report 2013