DILG Strategic Plan 2023-2028

Chapter 1 Overview of the DILG Strategic Plan 1

Published by: Department of the Interior and Local Government Planning Service - Planning and Programming Division DILG-NAPOLCOM Center, EDSA cor. Quezon Ave., West Triangle, Quezon City, 1104 www.dilg.gov.ph DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT STRATEGIC PLAN 2023-2028 The development of the DILG Strategic Plan 2023 - 2028 was spearheaded by the Office of the Assistant Secretary for Plans and Programs (OASPP) and Planning Service (PS) with the support of the DILG Core Planning Group, Support for the Local Governance Program - Project Management Office (SLGP - PMO) and the Development Academy of the Philippines (DAP) .

DILG Strategic Plan 2023-2028 i Table of Contents Foreword Preface Messages from DILG Officials Part I: Introduction Chapter 1: Overview of the DILG Strategic Plan An Introduction to the DILG: The Ever-Evolving and Dynamic Department Mandate Enhanced Guiding Principles: Mission, Vision, and Shared Values Environmental Scanning Alignment to the National Development Agenda The DILG Results Framework and Priority Thrusts Part II: Strategic Directions Chapter 2: Excellence in Local Governance Upheld Assesment and Challenges Strategy Framework Strategies Strategic Goal 1: Sustain accountable, transparent, and people-centric local governments Strategic Goal 2: Propel innovative and future-ready local governments Legislative Agenda End of Plan Results Chapter 3: Peaceful, Orderly, Safe, and Secure Communities Strengthened Assesment and Challenges Strategy Framework Strategies Strategic Goal 1: Bolster peace and order and security of communities as safe places to live, work, and do business Strategic Goal 2: Enhance humane safekeeping and facilitate productive social reintegration of Persons Deprived of Liberty (PDL) Strategic Goal 3:Improve the protection of communities from fires and response to emergencies Legislative Agenda End of Plan Results v vi vii x 1 2 2 3 6 9 10 14 15 15 17 18 18 22 25 27 28 28 34 35 35 40 42 43 46

ii DILG Strategic Plan 2023-2028 Chapter 4: Resilient Communities Reinforced Assesment and Challenges Strategy Framework Strategies Strategic Goal 1: Intensify adaptive capacities of LGUs and communities to natural and human-induced hazards/disasters Legislative Agenda End of Plan Results Chapter 5: Inclusive Communities Enabled Assesment and Challenges Strategy Framework Strategies Strategic Goal 1: Advance the full potential and interests of women, youth, vulnerable and at-risk sectors as stakeholders of national development Legislative Agenda End of Plan Results Chapter 5: Highly Trusted Department and Partner Assesment and Challenges Strategy Framework Strategies Strategic Goal 1: Cultivate a culture of accountability and professionalism and boost human resource welfare and morale Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes Legislative Agenda End of Plan Results Part III: Plan Implementation, Monitoring, and Evaluation Implementation Monitoring and Evaluation Annexes Results Matrix Matrix of Strategies and Responsible Offices Acronyms References Acknowledgements 47 47 49 50 50 53 53 54 54 56 57 57 60 60 61 61 65 66 66 68 70 71 72 73 74 75 76 97 113 118 121

DILG Strategic Plan 2023-2028 iii List of Figures DILG Results Framework The DILG UNITE Agenda SGLG Passers (2015-2022) DILG Organizational Outcome 1 Strategy Framework Crime Statistics (2016-2022) Congestion Rate in BJMP-managed Jails (2016-2022) Mortality rate of PDL (2016-2022) DILG Organizational Outcome 2 Strategy Framework Philippine Statistics on Damages, Incidents, and Deaths due to Disasters (2010-2019) DILG Organizational Outcome 3 Strategy Framework DILG Organizational Outcome 4 Strategy Framework DILG-Wide Budget (2018-2023) DILG Organizational Outcome 5 Strategy Framework 10 12 16 17 29 31 32 34 47 49 56 61 65 List of Tables 1.1 1.2 2.1 2.2 3.1 3.2 3.3 3.4 4.1 4.2 5.1 6.1 6.2 DILG Shared Values Legislative Agenda on Upholding Excellence in Local Governance Fire Statistics (2016-2022) Emergency 911 Statistics (2018-2022) Legislative Agenda on Strengthening Peaceful, Orderly, Safe, and Secure Communities Legislative Agenda on Reinforcing Resilient Communities Reported Cases on Violence Against Women (2022) Legislative Agenda on Enabling Inclusive Communities Ideal and Actual Officer-to-Population Ratios Ideal and Actual Fill-up rates of the PNP, BFP, and BJMP Legislative Agenda on Highly Trusted Department and Partner 5 25 33 33 43 53 55 60 63 64 70 1.1 2.1 3.1 3.2 3.3 4.1 5.1 5.2 6.1 6.2 6.3

iv DILG Strategic Plan 2023-2028 The Department of the Interior and Local Government's Strategic Plan 2023-2028— an integrated and systematic roadmap in implementing the Department's policies, programs, and projects in our communities— serves as an anchor for the agency to ensure that its efforts are consistent with the Philippine Development Plan 2023-2028 and in line with this administration's Bagong Pilipinas brand of governance. It underscores the diverse concrete strategies and interventions that will guide both the DILG and our local government units in upholding social cohesion and order, championing community welfare, and strengthening our resiliency against disasters and calamities. It likewise emphasizes the collective goals of our offices and social institutions, in addition to our commitment to fostering responsive, reliable, and inclusive governance across the country. Furthermore, it also anticipates the emergence of various political, environmental, and socioeconomic risks as well as presents prospective solutions that can help our public servants address them efficiently and effectively. As we embrace our role in shaping the future of our nation, we reaffirm the hope of the Filipino to achieve enduring peace, security, and prosperity in our land. I therefore encourage everyone to take heart everything contained in this plan and join us in bringing about the real transformation we ardently aspire for our nation. May the spirit of unity that lives in our hearts inspire us to work for the actualization of our dream of a Bagong Pilipinas—a nation with a principled and accountable government supported by patriotic and compassionate citizens. Foreword

DILG Strategic Plan 2023-2028 v I am pleased to present our agency’s Strategic Plan 2023-2028, which is our collective and shared blueprint for a peaceful and progressive “Bagong Pilipinas”. Cognizant of our historical roots, the DILG continues to establish its role as an institutional force in Philippine governance; one that is resilient, capable, responsive, and reliable to perform anytime and any circumstance. Our dynamic progression continues to prove our enduring relevance in enhancing the capacities of local governments and maintaining public order and safety of our communities. Today, we face new challenges and opportunities that continue to shape this period of our history. These situations necessitate bold, imaginative, and high-yield solutions to benefit our local governments and the citizenry. Under this premise, we have crafted a strategic plan that represents our collective goal to create “peaceful, safe, progressive, resilient, and inclusive communities.” Synergy is the driving force behind our efforts to ensure that our programs and initiatives are centered on meeting the needs and advancing the interests of the people. Critically, the plan prepares the DILG for emerging opportunities and threats, as well as strengthens our organizational capacities while putting prospective technological advances to use. It is a blueprint that lives up to the ethos of the Department— practical and well-grounded yet dynamic, progressive, and forward-thinking. My DILG family, the task before us is clear: Let’s act decisively together today — with fervor, zeal, passion, commitment and resolve! With this plan standing as our foundation, it is up to us to actualize what we have committed to. I urge everyone— the DILG people, every LGU we engage with, our development partners, and the general public—to band together with fervor, true to and consistent with our UNITE Agenda, and realize our common aspiration for our country. Ito ang ating sinumpaang tungkulin bilang matino, mahusay, at maaasahang Kagawaran. Kaakibat ang inyong suporta at pagtitiwala, tiyak ang kaunlaran ng mamamayan at bansa! Tara na at magkaisa tayo para sa bawat mamamayang Pilipino! Preface ATTY. BENJAMIN C. ABALOS JR. Secretary Department of the Interior and Local Government

vi DILG Strategic Plan 2023-2028 Message from the Undersecretary for Plans and Programs As we collectively recover from the unprecedented impact of the pandemic, we recognize the significance of adaptability, resilience, and forward-thinking towards economic and social recovery in an ever-evolving landscape. This is why we have made a great effort to develop the DILG Strategic Plan with the Philippine Development Plan as its guiding compass in charting the direction of the Department [up] until 2028. In support of President Ferdinand “Bongbong” Marcos, Jr.’s vision of a “Bagong Pilipinas”, the plan contains diverse measures to futureproof our Department in recognition of the necessity to anticipate and prepare for new possibilities and challenges. By staying ahead of the curve, we can proactively respond to emerging trends and the evolving needs of our society, particularly in ensuring effective governance, maintaining peace and order and public safety, and championing inclusive development where no one is left behind. May this plan serve as a source of inspiration and guidance for all stakeholders in the pursuit of sustainable development for the general welfare of the communities. Mabuhay ang Bagong Pilipinas! Message from the Undersecretary for Local Government The landscape of governance is evolving rapidly. Building upon the national thrusts and priorities of the President in his ‘Bagong Pilipinas’ brand of governance, the Department is committed to adapting and embracing new responsibilities, opportunities, and challenges to keep our local government units (LGUs) more effective, responsive, and accountable. The DILG Strategic Plan 2023–2028 demonstrates our shared commitment to strive for excellence in pursuing local development and providing efficient public services with the highest standards the people deserve. It sets the direction we will take over the next five (5) years as we strive for good and clean governance, and future-ready and self-reliant local governments. I call on our LGUs to strengthen inter-local cooperation and ensure that their initiatives are in accordance with the bigger national goals to maximize the impact of our collective actions for the Filipino people. May we all keep moving forward to achieve the future we want for our people and our country. Undersecretary

DILG Strategic Plan 2023-2028 vii Message from the Undersecretary for Peace and Order Peace and order remain as the cornerstones of progress and play a critical role in fostering transformation in all sectors — social, economic, political, and environmental. When a country fully enjoys the benefits of a safe, stable, and secure nation, it creates an environment wherein people live comfortable lives, empowers businesses, attracts investments, and encourages development at all levels. As we envision the goal of having peaceful and secure communities, we must continue to intensify our collective efforts in crime solution, policing, and prevention and ensure that our law enforcement agencies are readily equipped with the necessary capacities to respond to the continuously evolving nature of crime. The DILG Strategic Plan, deeply anchored by the administration’s vision, is fundamental as we march towards a progressive, harmonious, and prosperous nation. I am confident that the dedicated men and women of the Department will readily give their best efforts to combat all forms of criminality in the service of our fellow Filipinos. Message from the Undersecretary for Public Safety Maintaining public safety is instrumental in the implementation of many developmental interventions among local governments and communities, and without this essential strategy component, the goal of social and economic transformation cannot be eminently realized. Keeping our people safe also means protecting them from hazards and calamities. With the Philippines considered as one of the countries most vulnerable to natural disasters due to its unique geographic location, taking action today is crucial given the enormous work that still needs to be done to build resilient communities. Together with our brave frontliners, we will step up our efforts at disaster risk reduction and management and quickly respond to any unfortunate events that could compromise public safety. On the other hand, public saftey also necessitates the enhancement of humane safekeeping and facilitation of productive social reintegration of Persons Deprived of Liberty (PDL) through the decongestion initiatives and efforts of the Jail Bureau, jail management reforms and maximizing the use of digital technology towards the speedy administration of justice. I am confident that the measures outlined in the DILG Strategic Plan will lead us in the right direction as we work together to address our vulnerabilities head-on and ensure that our country is well-prepared and able to withstand whatever the future brings. For our great work towards the future of DILG, and the future of public safety. OSCAR F. VALENZUELA Undersecretary Undersecretary Undersecretary

viii DILG Strategic Plan 2023-2028 Message from the Assistant Secretary for Plans and Programs The DILG Strategic Plan 2023-2028 (StratPlan) is our way of charting the direction and designing the future, not only for the Department but also for the people and their communities who are the ultimate beneficiaries of our plans and programs in the DILG. In a nutshell, it recognizes the need to recalibrate our efforts by pursuing strategies that are grounded in evidence-based approaches and equipped with foresight-driven solutions to better translate these interventions into development gains that trickle down at the grassroots and are felt by the people. The plan is a concrete yet flexible medium that can withstand turbulence and sudden swerves, but always makes it a point to converge with the ideal course and ensure its oneness with the national development agenda. Simply put, the most outstanding characteristic of the StratPlan is its undivided tenacity amidst the remarkable turnarounds in technology and innovations, coupled with the headways and compounded by the shifts in local governance and public safety and security fronts. It is with great pride that I present to you this “first of its kind” plan that encapsulates the aspirations of the entire DILG family. I extend my warmest gratitude to our internal and external stakeholders who have given their utmost support to our StratPlan team in this very long and careful process. More than anything, our plan demands collective action. While we have at least six (6) years to reach our targets as embedded in the StratPlan, we need to collectively work now so we can inevitably steer clear of unfortunate slips and even go beyond our targets. The challenge before us is massive, and we must face it with so much resolve and action to help the Department fulfill the needs and expectations of our fellow Filipinos. Message from the Director of the Planning Service Putting together the first foresight-based DILG-wide Strategic Plan (2023- 2028) required long and meticulous preparations. The Planning Service engaged in extensive consultations (group and one-on-one), facilitated discussions with our internal and external stakeholders, and learned from these experiences to build on the StratPlan. We also assessed the impact of our interventions to ensure that the strategies and targets we set truly reflect the aspirations of the DILG for our local governments units (LGUs) and communities. Our sincere appreciation to the brilliant and dedicated core planning group members and our external partners who have generously shared their time, knowledge, and expertise in the formulation of this Plan; and to our Department officials for their constant guidance and additional inputs. It has been a great privilege to take part in crafting this StratPlan—a milestone in DILG history—that reflects the oneness of the DILG family, with people from different agencies and sectors collectively working to achieve our desired state. Launching this StratPlan is only the beginning of a longer, more challenging journey. More collective efforts are needed to put this Plan into concrete actions. VIVIAN P. SUANSING Assistant Secretary Director IV

DILG Strategic Plan 2023-2028 9 Part I Introduction

1 DILG Strategic Plan 2023-2028 Introduction The Department of the Interior and Local Government (DILG) Strategic Plan 2023-2028 (StratPlan) is a collective representation of the shared goals of the Department and its attached agencies bound by its commitment to being a “Matino, Mahusay, at Maaasahang Kagawaran” to contribute to the realization of President Ferdinand R. Marcos, Jr.’s eight (8)-point socioeconomic agenda as contained in the Philippine Development Plan 2023-2028 and guided by the principles of the "Bagong Pilipinas" brand of governance. This StratPlan sets the direction of the Department on what it strives to achieve in the future for the local government units (LGUs) and the communities, given the shifts and trends in governance and anticipating the emergence of political, environmental, and socio-economic uncertainties at the global and local contexts. It includes strategies and interventions to produce high-yield results to achieve peaceful, progressive, safe, resilient, and inclusive communities. Characteristics of the Strategic Plan To effectively achieve its goal, as well as to meet the challenges and capitalize on the opportunities ahead, the Department's strategic plan was developed through an extensive, thorough, and participatory process. The StratPlan as a whole strives to embody the Department’s collective response to the changing times. It aspires to develop and implement programs, projects, and policies that will characterize the DILG as an agency, that is: Alliance-driven It maximizes the engagements and collaboration with all stakeholders across the country, including national and local governments, civil society organizations (CSOs), the private sector, international partners, and members of the DILG family, to achieve mutual goals and growth towards improved delivery of public goods and services. People-centric It ensures that the initiatives prioritize the Filipino people's interests by providing tailored interventions and enabling platforms and mechanisms to transform government initiatives into policies, programs, and services that are responsive to and truly reflective of the needs and welfare of the citizens. Future-ready It infuses improvements to prepare for the future, not just in breakthroughs and technologies, but also in training future leaders and providing various resources, tools, and other solutions they need to adapt to emerging challenges to ensure the resilience and relevance of the organization as a key player in nation-building.

Chapter 1 Overview of the DILG Strategic Plan 2 Chapter 1 OVERVIEW OF THE DILG STRATEGIC PLAN 2023 - 2028 “We all want peace in our land. You and your children want a good chance at a better life; in a safer, more prosperous country. All that is within reach of a hardworking, warm, and giving race. Your dreams are mine; pangarap niyo ay pangarap ko. How can we make them come true? How can we do it together?” - President Ferdinand Romualdez Marcos, Jr., Inaugural Address, June 30, 2022 Many have written about the strife and struggles of the proud Filipino people and their communities. What has been constant across time is the Filipinos’ unyielding persistence and pride in achieving their goals in the face of colonization, war, disaster, and independence. The Philippines has reached a turning point in modern history as the country gradually transition to a new normal, following an unprecedented global pandemic. As a way to deal with and recover from the impact of the pandemic, the President calls for unity to bring about an economic and social transformation for the country. Moreover, this period is characterized by rapid changes in the political, socio-cultural, and economic spheres of the country, influenced by technological advancements, the confluence of global trends and local interests, the emergence of unprecedented opportunities and challenges to the quality of life, and an increase in sophisticated threats to the collective security. Since the Philippine revolution, the DILG has been tasked with advancing the internal interests of the country. In this rapidly evolving governance environment, the DILG is once again entrusted to fulfill the aspirations of every Filipino pamayanan (community) and mamamayan (citizen). It is under this premise that the DILG develops a strategic plan that not only embodies its unwavering commitment to serving the country but also makes the most of the strengths of the organization and its attached agencies to reinforce its position as one of the country’s highly trusted and dependable departments and partners in nation-building that works toward the fulfillment of the shared goal of preserving peaceful, safe, progressive, resilient, and inclusive communities. This plan is ultimately the blueprint for the future as the Department works to contribute to the dream of every Filipino of having a “Matatag, Maginhawa at Panatag na Buhay”.

3 DILG Strategic Plan 2023-2028 An Introduction to the DILG: The Ever-Evolving and Dynamic Department As one of the biggest agencies in the country with a reach that encompasses the entire archipelago and being entrusted with significant tasks by the President and the Congress, the Department has experienced its fair share of successes and challenges for more than 30 years: • Expanded its scope over sectoral concerns and widened citizen participation to ensure inclusive governance and development • Intensified peace and order initiatives through development-driven projects and local and international collaborations • Fortified local governments for optimal devolution to improve service delivery • Intensified disaster preparedness and response, particularly during the onslaught of the COVID-19 pandemic and other major disasters • Bridged the national and local governments toward national harmony and prosperity Recognizing the whole-of-society approach, the DILG has engaged with various government and non-government organizations to ensure the effective delivery of its services to every Filipino, solidifying its reputation as an active and dependable partner in nation-building. The modern-day Department is firmly rooted in the revolutionary ideals of Asia's first republic, and it now forms an essential component of Philippine governance. Since it was established by the Katipunan Government at the historic Tejeros Convention and enshrined in the Biak-na-Bato Constitution (1897) and Malolos Constitution (1899), a Philippine interior agency has evolved to act on tasks such as the supervision over local units, forest conservation, public instructions, control and supervision over the police, counter-insurgency, rehabilitation, community development, and cooperative development programs. The Department owes its current mandate and structure from Republic Act No. 6975 which reorganized the Department of Local Government (DLG) to the Department of the Interior and Local Government (DILG) comprised of the offices under the Office of the Secretary (OSEC) and the Local Government Academy (LGA), together with the Interior Sector agencies, namely, the National Police Commission (NAPOLCOM), Philippine Public Safety College (PPSC), Philippine National Police (PNP), Bureau of Fire Protection (BFP), and Bureau of Jail Management and Penology (BJMP). The DILG’s primary functions include assisting the President in the exercise of general supervision over LGUs, promoting peace and order, and maintaining public safety. In 2018, the National Youth Commission (NYC), National Commission on Muslim Filipinos (NCMF), and Philippine Commission on Women (PCW) were transferred under the DILG wings pursuant to Executive Order No. 67, s. 2018. Mandate

Chapter 1 Overview of the DILG Strategic Plan 4 In light of recent developments, the Department’s Mission-Vision Statements and Shared Values were enhanced and adopted by virtue of Circular No. 2023-001. These have been improved to ensure harmony and unanimity across the entire DILG family and serve as an anchor in pursuing the Department’s mandate and transforming it into an inclusive, responsive, and highly trusted agency. Mission “The Department shall ensure peace and order, public safety and security, uphold excellence in local governance, and enable resilient and inclusive communities” This mission statement encapsulates the mandate of the Department as reflected in the numerous laws and policies enacted. The following are the elements indicated in the statement: “ensure peace and order, public safety and security” These are mandates and functions related to protecting the people from harm and threats to their safety and way of life such as the enforcement of laws and policies to maintain peace and order and internal security; managing district, city, and municipal jails; safekeeping and development of persons deprived of liberty (PDL); providing efficient fire prevention and suppression services; responding to emergency operations during natural and humaninduced disasters; professionalizing PNP, BFP, and BJMP personnel and services; and modernizing facilities and equipage. “uphold excellence in local governance” This refers to the supervisory and oversight functions of the DILG over local governments to enable them to fulfill their mandates effectively, deliver high-quality public services, and foster an environment that values accountability, transparency, and high performance. “enable resilient and inclusive communities” These are programs, projects, services, and other initiatives that will help communities be able to adapt to and bounce back from adverse situations with full access to available services and resources, and assure equal treatment and opportunity for everyone. Vision “A highly trusted Department and Partner in nurturing local governments and sustaining peaceful, safe, progressive, resilient, and inclusive communities towards a comfortable and secure life for Filipinos by 2040” The vision statement is a declaration of the Department’s purpose and aspirations as an organization, what it strives for, and what it wants to achieve in the future for the LGUs, communities, and the Filipino people. Hence, the following key elements are defined, to wit: “A highly trusted Department and Partner” The DILG earns the trust and confidence of the people, the President, national and local governments, civil society, and the private sector as their indispensable partner in nation-building. Enhanced Guiding Principles

5 DILG Strategic Plan 2023-2028 “nurturing local governments” The Department exercises its delegated power of general supervision over LGUs and initiates development efforts to improve the state of local governance in the country. “sustaining peaceful, safe, progressive, resilient, and inclusive communities” The DILG contributes to and engages with various sectors towards building communities that are free from security threats; people and properties are protected; developed and prosperous; adaptive to changing circumstances and withstand shocks; and in which everyone takes part in governance to achieve shared aspirations. “towards a comfortable and secure life for Filipinos by 2040” All the DILG’s efforts ultimately contribute to the realization of the government’s AmBisyon Natin 2040 or the country’s long-term vision for every Filipino: Matatag, Maginhawa, at Panatag na Buhay para sa Lahat. Shared Values “Ang DILG ay Matino, Mahusay, at Maaasahan” The Department’s Shared Values are based on shared principles upheld by all members of the DILG family, whether as an organization or as individuals and are intended to encompass and complement the various agency core values. As Individuals As DILG Family Matino (Accountable, committed, works with integrity) Work with integrity and genuine commitment to accountability and transparency Honest and trusted Mahusay (Skillful, capable, methodical, excellent) Provide capable, methodical, and excellent service to clientele as further strengthened by continuous professionalization and capacity building Excellent and effective Maaasahan (Dependable, reliable, accessible) Engage the clientele and the general public as dependable, reliable, and accessible government workers who are able, willing, and prepared to extend assistance and services to the people to advance their welfare and interests Dependable partner of the Filipino people, the President, NGAs, LGUs, CSOs, and people’s organizations, private sector Table 1.1 DILG Shared Values

Chapter 1 Overview of the DILG Strategic Plan 6 Environmental Scanning A thorough analysis of the current environment is necessary to determine the needed and appropriate strategies, resources, and tools to be utilized as the DILG charts the path to genuinely contribute to the nation's collective prosperity. Embedding the lessons learned from the pandemic Crises are frequently powerful learning experiences. The COVID-19 pandemic sparked a shift in the governance landscape, revealing strengths and vulnerabilities in government policies, systems, and capacities. As the pandemic spread over the world, the Philippine government acted quickly to address the mounting public health, economic, and social needs of the people. While the pandemic altered lives, the country remained resilient in the face of long lockdowns, economic losses, and social distress, as Filipinos learned how to cope with such difficulties through collective actions and selfless service. Technologies, including videoconferencing tools, digital payments, and teleservices were leveraged for service delivery while overcoming mobility restrictions and other geographic limitations. Mobile applications were also used to support contact tracing and other pandemic response operations, while LGUs continued to provide basic services online for business registrations, tax payments, and other public services, allowing people access at their own safety and convenience. In addition, the Department increased collaboration and engagements with diverse stakeholders in the delivery of critical services, including citizens, civil society, businesses, and international partners, fully realizing the whole-of-society approach to governance as an effective strategy. While the spread of the COVID-19 has subsided, many of the effects of the pandemic still linger. Economic and social concerns such as impeded Gross Domestic Product (GDP) growth, unemployment, poverty, and education losses continue to persist, as reported by the Philippine Statistics Authority (PSA) (2023a; 2023b). As programs are being undertaken to reignite national recovery, government institutions need to adopt anticipatory governance practices, ensuring that the plans and programs in place can withstand what the future holds. Responding to perennial and emerging challenges Anticipatory governance encourages organizations to consider potential trends and shifts in the future that may have an impact on organizational effectiveness. The same is true for public entities seeking to improve the delivery of services to the public. These are evident in the actively promoted concepts of strategic foresight and futures thinking that have been integrated into planning and programming initiatives. Beyond embedding the lessons of the global pandemic, the Department keeps an eye on the future as it works to be prepared to respond to upcoming challenges and capitalize on potential opportunities to sustain its relevance as a credible and reliable agency. In today's rapidly evolving global scene, the concept of a volatile, uncertain, complex, and ambiguous (VUCA) world, paired with a dynamic understanding of polycrises or multiple catastrophic events simultaneously happening, as described by the World Economic Forum (WEF) (2023a), has become increasingly significant in planning and decision-making. With these ideas in mind, various factors influencing the future can be scrutinized.

7 DILG Strategic Plan 2023-2028 Global and local security threats Geopolitical conflicts such as the ongoing clash between Russia and Ukraine in Europe, the recent confrontation between Israeli security forces and Palestinian armed groups in Gaza, as well as tensions in the Korean peninsula and disputes in the West Philippine Sea can disrupt global security should they continue to escalate. Hindering of global economic growth, disruption of global supply chains, and forced migration of those fleeing from conflict are also potential outcomes. Similarly, terrorist activities continue to be a matter of concern. According to the Global Terrorism Index Report (2022), terrorist activities have been concentrated in South Asia and sub-Saharan Africa, surpassing the Middle East and North American regions in terms of terrorism-related deaths for the past four (4) years. Locally, similar threats also exist. Insurgencies and local communist terror groups continue to be a hurdle to national development. The Office of the Presidential Adviser on Peace, Reconciliation, and Unity (OPAPRU) (2022) recognized the Philippines’ improvement in the Global Peace Index (GPI) in 2022, moving up four (4) notches to 125th place out of 163 countries. The country is one of the five (5) countries worldwide with the largest improvements in peace and security, along with Libya, Egypt, Saudi Arabia, and Algeria. The OPAPRU links the country’s improved rank to the national government’s steadfast commitment to push forward the comprehensive Philippine peace process. The results of the GPI also recorded the Philippines’ largest improvement in the Asia-Pacific region, driven by the changes in the country’s safety and security and ongoing conflict domains. The country also registered its best score in peacefulness in a decade, largely driven by significant improvements in political stability, the impact of terrorism, and homicide rates. However, despite these major improvements, the Philippines still has the third lowest peacefulness score in the region, followed by Myanmar and North Korea. In the digital sphere, the emergence of new technologies has also increased the risk of cyber threats. Artificial intelligence (AI) continues to become more evolving, allowing its users to generate realistic images, resemble real people, and even mimic distinct human features. These technologies, if abused, can open many opportunities for crime. Currently, cybercriminals not only possess the ability to target individuals online but also can attack large institutions. In these acts of cyberterrorism, government institutions, and other critical infrastructures can be targeted and disabled, uploaded with harmful or misinformative content, or robbed of valuable data. Climate change and disasters Aside from human-induced threats, natural disasters also pose a great risk to public safety. The effects of climate change continue to worsen, with global temperatures continuing to rise. Record-breaking heat waves are projected to be experienced in the next five (5) years (World Meteorological Organization, 2023), alongside intensified typhoons that are expected to continue to worsen within decades. Moreover, given its geographic location along the boundaries of major tectonic plates, the Philippines is also prone to numerous earthquakes. While generally unpredictable, the knowledge of the country’s active fault systems allows the government to monitor potential disasters. An example is the dreaded “Big One” or a magnitude 7.2 earthquake that can occur along the West Valley Fault, spanning through the cities of Marikina, Quezon, Pasig, Makati, Taguig, and Muntinlupa, as well as areas in Rizal, Bulacan, Cavite, and Laguna. Shifts in local governance In addition to the present issues, some factors create opportunities and challenges for the governance sector. The Supreme Court’s

Chapter 1 Overview of the DILG Strategic Plan 8 historic Mandanas-Garcia decision in 2018 is one of the most significant developments in Philippine governance. The landmark ruling increased the National Tax Allotment (NTA) of local governments, providing them with more financial resources. With a larger share from the total tax collection, there is greater demand and expectations from the people to improve public service delivery. The decision also caused further devolution of programs and functions from national agencies to LGUs. However, there are concerns that some LGUs may be at a disadvantage in performing their devolved responsibilities compared to their wealthier counterparts as they would require more resources to implement highimpact projects, in addition to their current initiatives. Hence, the Growth Equity Fund (GEF) was established to address issues of marginalization, unequal development, high poverty incidence, and disparities in the net fiscal capacities of LGUs as they assume the devolved functions in the delivery of basic services and facilities. The GEF is used as financial assistance for the implementation of priority projects to gradually enable the full and efficient implementation of the functions and services of concerned LGUs as provided under Section 17 of the Local Government Code (LGC) of 1991 (Republic Act No. 7160). Hearing these concerns, President Marcos Jr. has temporarily suspended the implementation and directed the review of Executive Order No. 138, s. 2021 to help optimize and evaluate which functions, services, and facilities should remain with national agencies in order to ensure that LGUs are empowered and not overloaded by their new responsibilities (Presidential Communications Office, 2023). After careful study has been done, measures will be taken to ensure a fair, equitable, and optimal devolution. Towards the broader horizon When the intermediary factors are multiplied together, they ultimately have an impact on the general quality of life and prosperity that the nation will strive for. These have an impact on the identified "megatrends" that have long-term planning and policy development implications, can last for decades, and are thought to have deep, long-lasting social impacts. According to the UN Social World Report (2023), global life expectancy has increased as a result of health and medical advances. Mortality rates across all age groups are declining, with deaths at younger ages becoming relatively rare in most regions such as in Europe, Northern America, Australia, New Zealand, and parts of Asia. In its most recent census, the PSA (2020) observed that the percentage of Filipino children in the population had slightly dropped. Children aged under five (5) years are now at 10.2 percent of the total population in 2020 from 10.8 percent in 2015, while Filipinos ranging from 15 to 30 years make up 28.9 percent of the household population, equivalent to 31.4 million. Meanwhile Filipinos at 60 years of age and older increased, comprising 8.5 percent of the population from 5.9 percent in 2015. These changes in the age demographics also meant that the Philippines' working-age population, or those between the ages 15-64, now make up 63.9 percent of the total population, a slight increase from 63.3 percent in 2015. Similarly, the way people work and learn is expected to drastically change in the coming years. Many jobs have become more automated and digitized as a result of the Fourth Industrial Revolution (FIRe). With advancements in robotics and AI, tasks involving manual labor, resource management, and customer service can now be performed remotely. Fully AIpowered public institutions rather than just digital governments may soon rise. Globally, the international stage has also shifted its focus to Asia, with many Asian countries slowly becoming central hubs in culture, technology, and industry. This pivot

9 DILG Strategic Plan 2023-2028 to Asia as an economic powerhouse opens many opportunities for development, with the region projected by the International Monetary Fund (IMF) (2023) to contribute to about 70 percent of global growth in 2023. Moving forward, it is critical for the Philippines to ensure that these developments are a boon to advancement rather than a barrier to the country's growth. To attain these goals, the country must navigate limited resources while also bridging skill and educational gaps brought over by the pandemic. Alignment to the National Development Agenda The DILG Strategic Plan, guided by the principles of the President’s “Bagong Pilipinas” brand of governance, is the Department’s contribution to the country’s long-term development agenda of the AmBisyon Natin 2040, which envisions the aspiration for the country in which Filipinos “enjoy a strongly rooted, comfortable, and secure life” by 2040 as embedded in the Philippine Development Plan (PDP) 2023-2028 by the National Economic and Development Authority (NEDA). The PDP seeks to “reinvigorate job creation and accelerate poverty reduction” towards a “high-growth” trajectory to realize an “economic and social transformation for a prosperous, inclusive, and resilient society” (NEDA, 2023). Specifically, the DILG’s contributions are in the following PDP chapters: establishing livable communities towards human and social development (Chapter 2); empowering communities to mitigate and recover from external shocks (Chapters 3 and 15); ensuring peace and security and the efficient administration of justice (Chapter 13); and addressing challenges and introducing innovations in reinforcing good governance and bureaucratic efficiency (Chapter 14).

Chapter 1 Overview of the DILG Strategic Plan 10 The DILG Results Framework and Priority Thrusts The DILG Results Framework illustrates the Department’s alignment with the PDP and its desired outcomes in accordance with the DILG Vision. Underneath each outcome are specific strategic goals that aim to develop and implement specific sectoral and cross-sectoral concerns to achieve the outcomes. This is to ensure that all interventions of the Department will produce meaningful results and enable the organization to significantly contribute to the medium- and long-term development agenda of the government. Results Framework Figure 1.1 DILG Results Framework Societal Outcome "Economic and social transformation for a prosperous, inclusive, and resilient society" - Philippine Development Plan 2023-2028 The government aims to reinvigorate job creation and accelerate poverty reduction by steering the Philippine economy back to its high-growth trajectory and effect economic and social transformation for a prosperous, inclusive, and resilient society. Organizational Outcomes Contributing to the achievement of the sectoral and societal outcomes, the DILG identified four (4) organizational outcomes focused on external clients, and one (1) internal organizational outcome along with their respective strategic goals that embody the Department’s collective vision for the LGUs, the communities, and the DILG family in the coming years. Supporting the attainment of these outcomes are cross-cutting strategies that will further bolster the realization of the intended outcomes.

11 DILG Strategic Plan 2023-2028 Peaceful, Orderly, Safe, and Secure Communities Strengthened The development of peaceful, orderly, safe, and secure communities is a vital enabler of long-term and broad prosperity. With the perennial and emerging threats of criminality, illegal drugs, cybercrime, radicalization, and violent extremism, as well as the occurrence of devastating fires and other critical emergencies, the DILG remains at the forefront of preventing and responding to threats to the collective security and safety. Excellence in Local Governance Upheld As the country ushers in a new governance landscape, the DILG will continue to uphold excellence in local governance in line with our delegated function of general supervision over LGUs. Beyond ensuring the fulfillment of devolved functions and services, the Department will strive to advance service delivery and the performance of local governments to meet the ever-growing demands of citizens today and in the future. Resilient Communities Reinforced The increasing scale and magnitude of calamities, exacerbated by the country’s geographical location and climate change, make highly vulnerable areas more susceptible to severe devastation, loss of life, and livelihood. As such, it is crucial to strengthen the communities' resilience to be able to adapt, bounce back, and recover quickly from the socio-economic impact of disasters. Inclusive Communities Enabled The Department will champion the promotion of the well-being of all Filipinos, regardless of age, gender, religion, or other kinds of marginalization and vulnerability, by providing equitable access and opportunities and removing discriminatory barriers. As such, it will craft policies and implement initiatives that will assure inclusion in governance and encourage everyone to contribute to the overall welfare of the people. Highly Trusted Department and Partner To ensure that the DILG fulfills all its commitments, it is critical that it strengthen the organization’s capacities, its people, processes, and assets, to become a highly trusted Department and Partner in national development.

Chapter 1 Overview of the DILG Strategic Plan 12 “Tiyak na marami pang hamon tayong haharapin sa pagtupad ng ating sinumpaang tungkulin para sa bayan. Kaya’t kailangan natin magsama-sama upang maisakatuparan ang ating mga pangako at palakasin ang ating pwersa bilang One DILG Family at bilang kabahagi ng opisyal na pamilya ni Pangulong Bongbong Marcos” - Secretary Benjamin C. Abalos, Jr., State of the DILG Address, January 2023 Inspired by the President’s call for unity, the Department created its priority thrusts under the Marcos Jr. Administration known as the UNITE agenda. These thrusts depict the DILG’s efforts in key sectoral areas which are aligned with the priorities and directives of the President and the Secretary. The DILG Priority Thrusts Figure 1.2 The DILG UNITE Agenda Unleash the maximum potential of good local governance The DILG will scale up its capacity development interventions and incentives programs in response to the demands of the governance landscape, ensuring not only improved service delivery and performance of local governments, but also gradually transforming the future of local governance in the country. Nourish the bonds of national and local governments to address key sectoral concerns Strengthening engagements between and among national and local governments, in partnership with various stakeholders, is critical to ensuring the success of the whole-of-nation approach to addressing issues and concerns affecting the entire country such as the economic recovery from the COVID-19 pandemic, food security, disaster preparedness and response, and the war on illegal drugs. Intensify efforts to ensure public order and safety While stepping up its efforts to protect the public from criminal activities and other threats, the Department will act in strict accordance with the law and promote community-driven solutions to achieve genuine peace and development throughout the country.

13 DILG Strategic Plan 2023-2028 Transform governance through technology and innovation Underscoring the crucial role that innovation plays in dramatic improvements in governance, the DILG will strive to integrate new technologies such as AI, cloud technologies, and data management, as well as other developments in organizational management such as futures thinking to improve operational capabilities and performance. Enhance the capabilities of the Department Ultimately, the Department and its attached agencies will need to stay ahead of the curve by improving the competencies and skill sets of their personnel as they acquire cutting-edge technologies and build modern facilities that will level up operational performance and increase visibility across the country.

Chapter 1 Overview of the DILG Strategic Plan 14 Part II Strategic Directions

15 DILG Strategic Plan 2023-2028 CHAPTER 2 ORGANIZATIONAL OUTCOME 1 EXCELLENCE IN LOCAL GOVERNANCE UPHELD Future LGUs are expected to exhibit excellence in local governance by being high-performing, accountable, transparent, people-centered, innovative, and future-ready. This chapter provides an overview of the concerns and challenges confronting LGUs and describes how the local governance environment in the Philippines has changed over time as a result of shifting priorities, policies, and national and international developments and trends. These changes in the governance landscape indicate that the Department has to reassess its strategies in accordance with its delegated function of general supervision over LGUs as part of ensuring the fulfillment of the latter‘s devolved functions and services to meet the constantly increasing demands of citizens today and in the future. The OSEC and the LGA, in collaboration with the other attached agencies, will pursue strategies to uphold excellence in local governance as well as propel innovative and future-ready local governments. Good governance is a fundamental tenet of the PDP Strategy Framework for 2023-2028. Because many national strategies have to be implemented at the local level to attain the intended goals and long-term vision of the country, the value of local governance was embedded in the majority of the PDP chapters. As a result, LGUs have become instrumental and are indeed key players in eminently realizing the ultimate goal of economic transformation. Local governments, like any other institution, have had their fair share of ups and downs, swings and turns, that challenge the way governance is performed at the local level, where ordinary individuals can feel government interventions and public services the most. According to a study conducted by the Philippine Institute of Development Studies (PIDS) (2022), at least 75 percent of LGUs in the Philippines continue to rely significantly on the NTA to support their programs and initiatives. This heavy reliance on the NTA prevents LGUs from realizing the full potential of their local economies, which only serves to strengthen their dependence and hampers efforts to enhance locally generated revenues and absorptive capacity. As the country moves toward full devolution, many LGUs raised concerns that given the different capacity levels of local governments in implementing projects, the full devolution order has placed underprivileged towns in a very disadvantageous situation in carrying out their new responsiblities. This observation prompted President Marcos Jr. to order a review of Executive Order No. 138 s. 2021 to determine which national government functions must be devolved to LGUs, given that the windfall from the Mandanas-Garcia ruling is unlikely to be sufficient to fund the devolved functions, especially among 4th- to 6th-class municipalities. With the Supreme Court's decision in favor of the Mandanas-Garcia petitions, the task now is to effectively transform these resource advantages into quality public services Assessment and Challenges

Chapter 2 Excellence in Local Governance Upheld 16 that are felt by the people. Considering the complex nexus between development and politics that has been a recurring issue at the local level, it is imperative that the government can provide its constituents access to highquality public services. There is a need to minimize the effects of the shift caused by the implementation of the full devolution, which may expose bottlenecks, silos, and variations in participation practices and service delivery efficiency across different sectors of the government. There are additional shortfalls that amplify the need for a pragmatic approach in the devolution transition, highlighting the need for local service delivery to be a cut above the levels in the past, with more resources now allocated to LGUs that have massive potential to create high-impact and highyield interventions. This is where capacity development initiatives come in to help local governments carry out their devolved functions. The LGA created a mechanism to categorize or profile LGUs in terms of capacity and performance. In analyzing LGU performance using the Seal of Good Local Governance (SGLG) data, only 25 LGUs have consistently passed the SGLG assessment from 2015 to 2022 and maintained their prior high-performance status. It is necessary that LGUs be able to get through and not falter with the improvements in the criteria. When the SGLG assessment first started in 2015 and up to 2017, albeit with improvements per year, LGUs needed only to pass a certain number of the identified governance areas categorized as core (good financial housekeeping, social protection, disaster preparedness, and peace and order) or essential (business-friendliness and competitiveness, environment management, and tourism, culture and arts). The “all-in” principle was then applied in 2018 and 2019, where LGUs must hurdle all seven (7) core and essential components. Following the issuance of DILG Memorandum Circular No. 2022-026, the assessment criteria expanded to ten (10) in 2022, with the addition of three (3) governance areas (health, education, and youth development). The challenge, therefore, is to figure out how local governments can improve their performance even with increasingly stricter standards and parameters. Similarly, there is a need for the Department to further its efforts on transparency, accountability, and citizen participation in local governments. Interventions such as monitoring LGU compliance with the Full Disclosure Policy (FDP), the CSO-People's Participation and Partnership Program Figure 2.1 SGLG Passers (2015-2022) Note: No assessment and conferment were made in CYs 2020 and 2021 due to the pandemic. No. of LGUs

17 DILG Strategic Plan 2023-2028 (CSO-PPPP), and the Support for the Local Governance Program (SLGP) must be transformed and reimagined to keep up with and cater to citizens' evolving interests and needs, as well as the most recent technological advances in governance. Taking cognizance of the paradigm shifts and emerging global and regional trends that affect governance such as potential economic and socio-political uncertainties caused by conflicts and technological advancements, the challenge is to determine how the DILG can galvanize more concerted efforts between and among government agencies in light of the increased demand for LGU supervision. This is to assure excellence and integrity in their work with the numerous programs, projects, and services that must be devolved to offer them more autonomy to effectively implement and deliver the functions enumerated in the LGC. Simply put, the government must coordinate and supplement its efforts to promote good practices and creative ways for local governments, as well as for local chief executives (LCEs) to have stronger resolve on issues that directly concern or influence their jurisdictions. Along with removing impediments to good governance, the Department must also address structural and multifaceted challenges to bureaucratic efficiency. These include uneven resource distribution to streamline transactions and services at both the national and local levels, as well as the limited ability of some local governments to catch up with the pace of rapid innovation such as digitalization and digitization. Furthermore, strategies must be developed to address key governance and public administration issues while also dealing with environmental and conflict crises that seriously test the country’s preparedness and resilience. Taking into account the numerous challenges and emerging issues on the local, national, and global scales, the Department will implement the following strategies through its various programs, projects, and interventions in the coming years to support excellent local governance and advance innovative and future-ready LGUs. Strategy Framework Figure 2.2 DILG Organizational Outcome 1 Strategy Framework Excellence in local governance will be upheld by sustaining transparent, accountable, and people-centered LGUs to improve service delivery and performance, as well as implement strategies that advance innovations and future-ready local governments.

Chapter 2 Excellence in Local Governance Upheld 18 Strategies STRATEGIC GOAL 1: Sustain accountable, transparent, and people-centric local goverments Strategy 1: Scale-up, diversify, and tailor-fit capacity development interventions for LGUs Capacity development (Capdev) interventions for local governments will be scaled up, diversified and tailored to the individual needs of LGUs. The Department recognizes that each LGU has unique needs and situations to consider, may it be economic, geographic, and cultural characteristics. The Segmentation Capacity-Performance Quadrants will be used in providing interventions, given that not all local governments have the same level of capacity and performance, and hence one-size-fits-all interventions could not be implemented across all LGUs. The LGU Capdev Agenda and the Devolution Transition Plan (DTP) will also be taken into consideration in developing interventions that are specifically suited to the capdev requirements of local governments. The SGLG results will also be used to determine which areas of development need to be enhanced and developed for LGUs. The capdev interventions of NGAs will be harmonized by the Local Government Academy (LGA) to carry out the shared responsibilities in strengthening the capabilities of LGUs in their respective fields of expertise, particularly regarding the devolved functions and services to local governments. Through the Bureau of Local Government Supervision (BLGS), the SGLG will be elevated as the country’s primary governance index for LGUs, wherein it could provide an overall picture of local governance performance in the country. The proposed index could also provide the detailed situation and condition of every LGU through the collected data sets, which could be used as a basis for the development of tailored interventions for each locality. In the design and implementation of capdev programs and projects, the Capacity Development Framework and Pillars will be adopted. This is to ensure that the interventions are comprehensive and encompassing to cover the different facets of LGU performance and capacity such as systems, structure, leadership, policies, competency, knowledge, and learning. The Department will expand avenues and broaden alternative methods of learning beyond the classroom and discussion-style approach. The capdev interventions will take into account the principles of adult learning and incorporate experience-based learning such as benchmarking, sharing of good practices, and practicum-type of training to apply the concept of “learning by doing” to acquire new knowledge, develop or improve skills and attitudes, and to motivate local officials and functionaries to perform their duties more effectively. A clustering approach to providing capdev interventions will also be applied to local governments with similar training and capacity needs to foster the sharing of knowledge and learning experiences between and among LGUs. The DILG and LGUs can tap the services of other NGAs, Local Resource Institutes (LRIs), academe, private training institutions, and other capdev service providers to conduct capdev interventions, especially those with specialized or highly technical capacities that require expertise. Furthermore, the Department will engage with international development partners to enhance the capacities of LGUs by building alliances and expanding its network of service

19 DILG Strategic Plan 2023-2028 Strategy 2: Exact accountability from LGUs to improve service delivery and performance The DILG will push for the hierarchy of supervision to work among LGUs to improve service delivery and performance. The LGC, Executive Order No. 262, s. 1987, and Administrative Order No. 267, s. 1992 specifically delineated the supervision of DILG at the different levels of LGUs. Based on the law, the Department has direct supervision over provinces, highly urbanized cities (HUCs), and independent component cities (ICCs); through the provinces concerning their component cities and municipalities; and through cities and municipalities with respect to their barangays. With this, higherlevel LGUs should oversee their component LGUs in terms of capacity development, performance monitoring, and exercise of discipline. Higher LGUs will be assisted in performing such functions to promote the sharing of responsibility and accountability, thereby improving the quality of performance and delivery of services to their constituents. The service delivery standards at the local level should also be scaled up to resultsoriented performance measures. The SGLG and other performance audit tools will be elevated to sharper and results-oriented performance metrics that will gauge the level of performance of LGUs based on the amount and quality of service they provide to their constituents. Measuring outcomes will ensure that programs and projects implemented by LGUs will translate to meaningful results and benefit the communities by addressing their needs and concerns. Additionally, there should be a balance between rewarding outstanding and highperforming LGUs and taking disciplinary actions against those local officials who are negligent in their duties or break the law. New ways of incentivizing LGUs beyond monetary rewards or the SGLG Incentive Fund (SGLGIF) should be established based on their capacities and priorities to motivate LGUs to deliver more and perform better. On the other hand, more developmental interventions ought to be provided to underperforming LGUs to help them improve through a variety of assistance modalities. The Department will also intensify its transparency and anti-corruption measures in LGUs as well as the Sangguniang Kabataan (SK). Policies and platforms that will require LGUs to disclose financial and non-financial information to the public in a timely, accurate, and accessible manner should be developed and established to ensure citizen-centric and corrupt-free LGUs. Similarly, the NYC shall implement measures that will promote transparency and full public disclosure of all the transactions and documents of the SK in the promotion of the general welfare, development, and empowerment of the youth. Existing anti-corruption measures and mechanisms accessible to citizens should be revitalized and enhanced to keep up with the recent trends in governance and technology. Another way of exacting accountability from LGUs is through citizen feedback providers to offer top-notch training that is at par with international standards. It will also promote exchanges to create and strengthen partnerships with international communities and advance new learning modalities. This allows the Department to stay current on global trends and norms in local governance. Inter-LGU cooperation and local collective action will also be promoted for the sharing of services and addressing common issues and concerns. Cooperation may be arranged between and among LGUs for them to work together, exchange knowledge and resources for the sharing of services and benefit from one another, and jointly plan and implement programs and projects to address issues that mutually affect them.

Chapter 2 Excellence in Local Governance Upheld 20 Strategy 3: Promote inclusive governance to advance the interests of the people The DILG has been a constant advocate and active partner in enhancing citizen participation at the local level. Several initiatives have already been introduced to deepen citizen participation in LGUs through Dagyaw or town hall meetings. To further this effort, sectoral and CSO participation in local special bodies and other local institutions will be strengthened through the provision of capdev interventions in the areas of project development, implementation, and monitoring, and other areas of engagement in LGU processes. Additionally, LGUs will be enjoined to establish and institutionalize CSO Desks and People's Councils to ensure the meaningful and inclusive participation of CSOs representing various stakeholders in governance, especially those disadvantaged and vulnerable sectors. This is in line with DILG Memorandum Circular No. 2021-054, which encourages the creation of a CSO Desk and a People's Council composed of representatives from local CSOs accredited and recognized by their respective LGUs. The CSO Desk handles all CSO-related concerns in their respective jurisdictions, while the People’s Council actively participates in the planning, implementation, monitoring, and evaluation of programs, projects, and activities in their LGUs, and, if allowed by the Sanggunian, and, if allowed, proposes legislation, participate, and vote at the committee level of the Sanggunian. The DILG will also heighten its advocacy campaigns on citizens' role in governance to encourage them to be vigilant and hold their LGUs accountable for performing their functions and providing quality public service. Relevant topics such as social responsibility, nation-building, and the importance of citizen participation in governance will also be highlighted in coordination with relevant agencies such as the Department of Education (DepEd), Commission on Higher Education (CHED), Presidential Communications Office (PCO), and National Commission for Culture and the Arts (NCCA). In the development and implementation of programs and projects at the local level, the Department will also encourage LGUs to utilize the Participatory Governance Metrics (PGM) under the SLGP to assess the quality of citizen participation and determine if such mechanisms, including complaint and help desks or hotlines, as well as monitoring the status of projects such as through the SubayBAYAN, which provides real-time and accurate information on necessary and basic data about the project. These mechanisms should be readily available and accessible to the public, preferably through online platforms, to provide their comments and elevate their concerns easily. Other means of gathering feedback are through the conduct of citizen satisfaction surveys to gauge the satisfaction of citizens with the quality of services provided by their local governments such as the Citizens Satisfaction Index System (CSIS) and Rate my LGUs, which should be further enhanced and institutionalized to cover all LGUs through the use of latest technology for real-time and ease in data gathering and analysis. In providing interventions, emphasis will be placed on values-centric capacity development programs for LGU officials and personnel, which will specialize in topics such as leadership and workplace ethics, values formation, interpersonal relations, and integrity in public governance. This is to inculcate values in the workplace and create a culture of accountability, integrity, professionalism, and clean and honest governance as a means of raising the standards for public officials and personnel.

21 DILG Strategic Plan 2023-2028 interventions would lead to the advancement of people’s needs and welfare. This is to ensure that the programs and projects implemented at the local level are peoplecentric and responsive to the needs of their constituents. LGUs, on the other hand, will be capacitated on how to further citizen engagement in local governance processes. Strategy 4: Put a premium on trust building between and among the DILG, LGUs, and communities Trust in the government system is crucial for the success of any government-led interventions. For the coming years, the Department will embark on trust-building efforts between and among the DILG, LGUs, and communities. For local governments to earn the trust of their constituents, they must demonstrate transparency and accountability in all their undertakings and transactions. As such, the Department will continue its intensified monitoring of LGU compliance with national laws and policies that promote transparency and accountability in government such as the FDP and the Procurement Act (Republic Act No. 9184). The FDP will be enhanced so that CSOs and the public can easily access government data and serve as third-party monitors. Accessibility of public documents, especially of financial transactions, will provide a window to scrutinize thoroughly how public funds are being spent to be assured of a clean and honest government. Similarly, through the Bureau of Local Government Development (BLGD), the LGUs will be capacitated and monitored on their compliance with the Ease of Doing Business and Efficient Government Service Delivery Act of 2018 to ensure that LGUs adhere to the standards in public service delivery. On the other hand, to enhance trust between the DILG and LGUs, the Department will open and establish more platforms that facilitate the conduct of regular dialogues, fora, and consultations to ensure alignment of national priorities with local governments, particularly on the implementation of the MandanasGarcia ruling. It will also position itself as a “champion” for good local governance and further advance local autonomy by supporting LGUs to independently fulfill their functions. The Department will also do away with overprescribing policies that limit the ability of LGUs to be creative and innovative. By putting more trust in the local governments, they can independently flourish and develop their highest potential. Citizen engagement plays a key role in the exercise of the supervisory function of DILG over LGUs. Hence, collaborations with the communities will be strengthened as partners in furthering local governance and gaining public trust through the development of people-centric programs and projects, the institutionalization of various citizen feedback mechanisms such as the Dagyaw and Barangay Assemblies, and the establishment of online systems and other avenues where citizens could report abuses, irregularities, and corrupt practices of local officials.

Chapter 2 Excellence in Local Governance Upheld 22 STRATEGIC GOAL 2: Propel innovative and futureready local governments Strategy 1:Strengthen intergovernmental relations to ensure coherence of actions and sharing of responsibilities across all levels of government and achieve dynamic partnerships with various stakeholders National government initiatives for LGUs should be consistent, supportive, and complementary with one another to produce optimal results at the local level. To assist LGUs in being self-reliant and adaptable in light of the shift in the governance landscape, the Department will support all national government initiatives that allow them to carry out delegated functions while exercising local autonomy. It will lead in promoting the utilization of results of the SGLG and the DTP analytics in developing and providing targeted and focused interventions to LGUs by NGAs through the Council of Good Local Governance (CGLG). Streamlining and aligning national government priorities with those of local governments will also be encouraged to ensure the coherence of government programs through mechanisms such as the Regional Development Council (RDC) and Regional Peace and Order Council (RPOC), among other local councils. Through the horizontal and vertical alignment of NGA priorities implemented in LGUs, there will be a clear delineation of NGA-LGU roles in the implementation of national government initiatives for a distinct sharing of responsibilities and accountability at the local level. This will lead to the proper allocation of resources and a focus on priorities to produce the desired results. The Department will espouse shared responsibility in overseeing LGUs with other NGAs, particularly in enhancing their capacities to ensure that needed interventions in particular areas of concern will be provided (e.g., DOH for basic health services, DSWD for social protection and welfare services, etc.). Roles and responsibilities between and among the NGAs should also be clarified, delineated, and agreed upon with the NGAs in implementing programs and projects at the local level. Hence, for the upcoming years, the DILG will promote stronger intergovernmental relations between and among LGUs, regional institutions, and national government agencies. Local governments will be encouraged to create alliances and partnerships such as “town twinning or sister cities”, where LGUs collaborate in the implementation of programs and projects, knowledge exchanges, and sharing of good practices and resources to produce better results. Intergovernmental cooperation between the DILG and the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM) will be enhanced as well, particularly in the provision of developmental interventions suited to their needs and priorities. The DILG will also advance linkages and partnerships between local governments and non-government organizations such as international development organizations, the private sector, academe, and civil society organizations. Through this approach, initiatives at the local level will have more impact and achieve significant results as more expertise, resources, and assets are pooled together. This will also ensure that there is buy-in and support from the different sectors in the implementation of programs and projects by LGUs. Strong collaboration and creating linkages between and among the different levels of

23 DILG Strategic Plan 2023-2028 government, the private sector, and the citizens themselves are key ingredients to spur the agile and adaptive LGUs of the future. The effectiveness of a whole-of-society approach and multi-sectoral collaboration is evident in how the country handled the COVID-19 pandemic, in which national and local governments collaborated with various organizations, the private sector, international partners, and governments across borders to effectively manage the health crisis. Strategy 2: Undertake efforts to embrace technology-driven governance Technology is at the heart of future-proofing local governments as organizations now heavily rely on information technologies to earn a competitive advantage and achieve fast, reliable, and high-quality products and services. In the public service realm, e-government is the buzzword adopted by highly developed and emerging economies and governments worldwide. The application of information and communications technology (ICT) to government processes, functions, and procedures increases transparency and citizen participation. It also improves effectiveness and efficiency in public service delivery, government processes and procedures, and decisionmaking, and allows better communication, collaboration, and linkages among different levels of government, stakeholders, and the public. With this, the DILG will heavily promote the leveraging of technology towards digitally enabled, data-driven, and smart local governance, specifically in the use of data analytics, public feedback loops, smart city initiatives, and green technology. The use of big data and analytics will be promoted to create baselines and generate data sets crucial for the decision-making and implementation of data-driven initiatives by local governments. Harmonized and centralized databases should also be promoted to ensure the integrity and accessibility of data without compromising the security of stored data through strict cybersecurity measures to avoid data breaches. Technology will also be used to digitize local government processes and transactions for efficiency and accessibility to the public and as a means to increase citizen participation in local governance through online feedback loops and platforms, particularly in project prioritization, implementation, and monitoring. LGUs will also be encouraged to adopt smart cities and green technology as more countries and governments move towards them as a solution to rapid urbanization. Such innovations will provide opportunities for emerging LGUs with high potential for growth and investment and for development to move and spread across the country, thereby reducing the influx of people in the metropolis and urban areas. Fostering creativity and innovation among LGUs through science, arts, and technology will also be promoted through continuous knowledge sharing, research and development, and the adoption of best practices and innovations for local governance. This will facilitate LGUs to be more forward-looking, anticipatory, and capable of adapting to changes and new challenges in the future. Strategy 3: Boost local economic development potential to broaden economic opportunities and improve self-reliance of LGUs In future-proofing local governments, it is necessary to increase their local economic development potential to improve their economic future and self-reliance. The LGC has declared it a policy to grant local governments the power to create and broaden their sources of revenue to enable them to discharge their powers and effectively carry out their functions under the law. To realize this Code-mandated power, the Department

Chapter 2 Excellence in Local Governance Upheld 24 will promote and create an enabling policy for LGUs to maximize and fully harness their corporate powers in the implementation of programs and projects that aim to improve local economic opportunities and upgrade the quality of life of the people in the community. The Department will also intensify its collaborations with international partners and NGAs such as the Department of Trade and Industry (DTI), Department of Tourism (DOT), Department of Finance (DOF), and other relevant agencies, in providing interventions to increase local economies’ capacity. This includes the formulation of sound local economic plans and fiscal policies, digitization of processes, improvement of local infrastructure, development of tourism capacities, urban planning, local revenue generation, development of local industries, and the promotion of agricultural technologies and innovations, among other areas. To further local development, the LGUs will be encouraged to pursue Public-Private Partnerships (PPP) and other similar modalities in the implementation of programs and projects to provide the LGUs with the needed expertise, manpower, and financial support. Engagement through the PPP also provides them with the opportunity to gain knowledge on the private sector technologies and innovations to improve operational efficiency for better public service delivery. The recent approval of Republic Act No. 11964, which provides for the automatic income classification of LGUs, is a welcome development and a positive step for local governments to accelerate and improve the quality of economic growth and distribute national resources based on the needs of the communities. Under the new law, a general income reclassification of provinces, cities, and municipalities shall be made within six (6) months and then automatically every three (3) years thereafter. This income classification impacts the ability of LGUs to undertake developmental programs and priority projects and access financial grants from various sources, among other purposes. To further strengthen local governance and mobilize local revenues, the DILG will advocate and push for the passage of its priority legislative agenda to both Houses of Congress which will include several amendments to the LGC aimed at updating the legal framework for local governance. The amendments cover the enhancements on budgeting and expenditure management, inter-local government cooperation, businessfriendliness and competitiveness, and revenue generation and resource mobilization. The Department will continue to consult LGU leagues, NGAs, and other stakeholders in the review and amendment of relevant LGC provisions to address inherent inefficiencies that encourage fragmentation and perpetuate fiscal imbalances among LGUs, as well as to ensure the full benefits of devolution. It will also support other legislations that are intended to achieve genuine decentralization and local autonomy, such as those proposed by DOF on enhancing local revenue generation and rationalizing inter-governmental fiscal transfers, among other proposals. Strategy 4: Scale up the competencies and infuse transformational and values-centered leadership in capacity development interventions for local and SK officials as potential future leaders The NYC, in coordination with the LGA, will develop and hone the skills of future local leaders by prioritizing the capacity development and instilling values-centered leadership in the Sangguniang Kabataan in partnership with the DepEd, CHED, LRIs, and development partners. This is to prepare them for the potential leadership roles they will assume and ensure that they are wellequipped with the necessary knowledge, skills, attitudes, and values to function as a highly capable, competent, and well-rounded

25 DILG Strategic Plan 2023-2028 set of local officials in the future. To ensure that their knowledge and skills are up to par with the current and future demands of the citizenry, particularly in terms of the quality of public service delivery, competency requirements for local government officials and functionaries will be enhanced to align with international norms. Future local leaders and functionaries are expected to possess a high level of technical, administrative, interpersonal, and leadership competence as well as strategic and anticipatory, with high morale, and a strong commitment to serving the community. Legislative Agenda Below is the list of the priority legislative agenda that will complement and support the strategies to uphold excellence in local governance. LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Amendments to the Local Government Code (LGC): a. Inter-Local Partnerships Establish a regulatory framework for the creation, registration, and monitoring of inter-local alliances. The proposed amendment to the LGC would enable LGUs to organize themselves as a legal personality when engaging in cooperative ventures. DILG-OSEC (BLGD) b. BusinessFriendly Tax Remedies Institutionalize legal measures and observe procedural due process in safeguarding and upholding the rights of taxpayers. The bill proposes amendments to the processes involving the passage of tax ordinances; clarification on the publication, posting and public hearing requirements of tax ordinances; as well as introduce and institutionalize procedures such as appeals, dispute of assessments, and refund claims. DILG-OSEC (BLGD) c. Standardizing Cost of Doing Business Mandate the DOF through its Bureau of Local Government Finance (BLGF) to provide oversight and guidance to LGUs in the setting of fees and charges, standardizing the cost of doing business and ensuring balance with LGU income generation and promotion for private businesses. DILG-OSEC (BLGD) d. Enhancing Tax Powers of LGUs Update the taxing powers of LGUs, taking into consideration the reduction of value of tax collections due to factors such as the annual increase in the national inflation rate. The bill proposes adjustments in tax rates, simplification of tax determination processes, changes in taxable bases, and alterations in the authority to grant tax exemptions. DILG-OSEC (BLGD) Table 2.1 Legislative Agenda on Upholding Excellence in Local Governance

Chapter 2 Excellence in Local Governance Upheld 26 LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY e. Rationalizing Credit Financing for LGUs Enable LGUs greater access to financing services such as credit financing, debt issuance, and publicprivate partnerships by removing preferences to only carry out transactions with government finance institutions. DILG-OSEC (BLGD) f. Simplifying Local Taxes Call for harmonizing business taxes imposed by LGUs into a single rate of 1.5% of gross sales or receipts. The uniform rate is expected to increase the competitiveness of our LGUs by making the administration, enforcement, and collection of taxes faster and more efficient. DILG-OSEC (BLGD) g. Efficient Use of National Wealth for Local Development Promote the efficient use of LGU resources by removing restrictions on the use of proceeds from the development and utilization of energy sources, thus, allowing LGUs to apply funds to other critical programs, projects, and activities identified in their investment programs. DILG-OSEC (BLGD) h. Enhancing Local Public Financial Management Mandate the DILG, the Department of Budget and Management (DBM), DOF, and NEDA to guide in matters regarding local public financial management (PFM) and strengthening the alignment of local plans and investment programs across different levels of governance. DILG-OSEC (BLGD) i. Rationalizing the Functional Assignments of LGUs Rationalize and define the fully devolved functions and shared functions of the national and local governments, easing the burden of LGUs and improving their delivery of services. DILG-OSEC (BLGD) j. Rationalizing Income Requirements for the Creation of a Municipality, the Declaration of Highly Urbanized Status in the Case of Component Cities and the Creation of a Province Rationalize the requirements set for the creation/ conversion of a municipality, HUC, and province to match the updated income requirements for the creation of cities. The proposed measure also transfers the duty to declare as HUC from the President to Congress through the passage of a joint resolution. DILG-OSEC (BLGD)

27 DILG Strategic Plan 2023-2028 LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Youth-Friendly Safe Spaces in LGUs Incentivize and give recognition to LGUs in establishing and maintaining youth-friendly safe spaces in their localities by including it as part of the SGLG. DILG-OSEC (BLGS), NYC Institutionalizing People’s Councils Establish People’s Council in every LGU to ensure wider involvement of CSOs in local governance. DILG-OSEC (BLGS) Magna Carta for Barangay Health Workers Promote the welfare and well-being of barangay health workers, recognize the invaluable service they render, and provide ample incentives and compensation for their duties. DILG-OSEC (NBOO) End of Plan Results By the end of 2028, we aspire to achieve the following: Strategic Goal 1: Sustain accountable, transparent and people-centric local governments • Increase in high-capacity and high-performing LGUs (from 40% to 43%) • 100 percent of LGUs with active participatory mechanisms in local governance • 90 percent average citizen’s satisfaction rating on local services • Increase in LGUs with improved performance recognized through the leveled-up SGLG (from 20.5% to 34%) Strategic Goal 2: Propel innovative and future-ready local governments • 100 percent of cities and municipalities with automated services for business permit and licensing system • 45 percent of LGUs with optimal devolution of functions, services and facilities • Increase in business-friendly and competitive LGUs recognized through the SGLG (from 56.38% to 70%) • Good practices on innovation and governance adopted

Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 28 Peace and order is considered one of the “bedrock” or fundamental requisites for achieving economic and social transformation and vital enabler of long-term and broad prosperity. This chapter provides the state of peace and order and public safety in the country and the current issues and challenges at the national and global scale that will have a significant impact on the peace and order situation in the future, of which the DILG plays a vital role. With the perennial and emerging threats of criminality, illegal drugs, cybercrime, radicalization, and violent extremism, as well as, the occurrence of devastating fires and other critical emergencies, the DILG remains at the forefront of preventing and responding to threats to the collective security and safety, through the collective efforts of the PNP, BFP, BJMP, NAPOLCOM, and PPSC. Ensuring peace and order through better policing and law enforcement forms the basic foundation of the Strategy Framework of the PDP 2023–2028. It is considered a “bedrock” or foundational outcome since peace and order in communities is one of the essential factors and a prerequisite to attaining any other development, may it be economic, social, or cultural. Throughout the years, there have been improvements in the crime situation in the country, with a significant decrease in the total crime volume down by 205,234 in 2022 from its 2016 level and the police-topopulation ratio becoming closer to the ideal 1:500, which suggested that such manning levels of the PNP have established better police visibility and surveillance to deter or respond to crimes. There were also increasing trends in crimes cleared and solved; both indicators appeared to be very satisfactory, as reported by the PNP in 2022. There is also promising feedback based on various citizen perception surveys. The Gallup Global Law and Order Index (2022), for instance, ranked the Philippines 11th out of 120 countries in terms of instilling people’s sense of personal security, while the 1st quarter Pulse Asia Survey (2023) showed 68 percent or the majority of the Filipinos being content with the government’s efforts in fighting criminality. However, the Social Weather Station (SWS) Survey (2023) revealed otherwise with more Filipinos feeling unsafe in the streets (50%), in fear of burglary (60%) and drug addicts (40%). Hence, the differences between these perception surveys even push the Department not to be complacent and strive more to intensify its efforts in keeping the communities peaceful and safe. Illegal drug use and trade have remained a social menace. One of the major accomplishments of the Department that directly contributed to the reduction in crime volume and index crimes was the intensified Assessment and Challenges CHAPTER 3 ORGANIZATIONAL OUTCOME 2 PEACEFUL, ORDERLY, SAFE, AND SECURE COMMUNITIES STRENGTHENED

29 DILG Strategic Plan 2023-2028 campaign against illegal drugs. The PNP, together with the Philippine Drug Enforcement Agency (PDEA) and other member agencies of the Inter-Agency Committee on Anti-Illegal Drugs (ICAD), successfully arrested 45,871 drug personalities (4,616 high-level and 41,255 street-level) and confiscated illegal drugs with an estimated street value of more than Php18.34 billion as of 2022. The President accepted the courtesy resignations of 18 PNP senior officers, based on the recommendation of the NAPOLCOM Ad Hoc Advisory Group that investigated their alleged involvement in illegal drug activities (Philippine News Agency, 2023). In response to the call to pursue an integrated, transparent, people-centered, and human rights-based peace and security policy, the DILG recalibrated its anti-illegal drugs initiatives through the Buhay Ingatan, Droga’y Ayawan (BIDA) Program to galvanize community support and promote a holistic approach to countering the proliferation of illegal and dangerous drugs. The Department also strengthened and mobilized local peace and order institutions, such as the Local Anti-Drug Abuse Councils (ADACs) and Peace and Order Councils (POCs) to serve as conduits for maintaining peace and order at the grassroots. The intensified Barangay Drug-Clearing Program resulted in 26,244 barangays being declared drugfree as of November 2022. Aside from combating illegal drugs, the Department has also implemented rehabilitation programs for Persons Who Use Drugs (PWUDs) so that they will be safely reintegrated into mainstream society. The DILG, as the Chair of the Drug Abuse Treatment and Rehabilitation Center (DATRC) Inter-Agency Task Force, has supervised the establishment of 22 DOHoperated DATRCs nationwide to ensure that relevant services are made available and accessible to PWUDs in various areas. The DILG also provided community-based recovery and outpatient wellness activities to a total of 605,984 PWUDs classified as “low risk” or those with low levels of drug addiction, and may not be accepted in conventional rehabilitation facilities. The agency, likewise, enlisted the participation of 719 cities and municipalities and 11,396 barangays nationwide in providing Community-Based Drug Rehabilitation (CBDR) services such as detoxification, psychosocial interventions, and educational, employment, and moral recovery programs. A total of 783,005 PWUDs have been catered to by LGUs. Figure 3.1 Crime Statistics (2016-2022) No. of Crimes Percentage of Crimes Cleared/Solved

Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 30 With the insurgency now coming to an end, President Marcos Jr. directed the Armed Forces of the Philippines (AFP) to prepare for external threats because of more complex and unpredictable situations following the Ukraine-Russia war, tensions in the Middle East Asia, the looming conflict between China and Taiwan, as well as China’s aggressive tactics in the West Philippine Sea (Presidential Communications Office, 2023). This even amplified the talks of the AFP turning over the Internal Security Operations (ISO) to the PNP, which according to the National Security Council (NSC), requires some serious capacity building and capability enhancement on the part of the PNP (News 5, 2023). While these matters are still up for more comprehensive discussions, the Department continues to implement development projects among conflict-affected areas as well as provide assistance to former rebels and lure them back into the fold of law. The Department also led the efforts in vigorously addressing local communist insurgency through the whole-of-government approach by engaging LGUs, particularly barangays, in extending needed projects and services from the government, especially in conflict-affected areas. This was pursued alongside the conduct of aggressive law enforcement operations against communist terrorist groups (CTGs) to weaken and eventually end their existence. As a composite member of the National Task Force to End Local Communist Armed Conflict (NTF-ELCAC), the DILG implemented the Retooled Community Support Program (RCSP) which is an inclusive intervention that aims to address the collective issues identified by the communities themselves through the provision of government programs and services while ensuring sustainable development and promoting peace in Geographically Isolated and Disadvantaged Areas (GIDAs) that were influenced by rebel groups. A total of 2,228 conflict-cleared barangays for 2021-2022 were identified and have been recipients of the development projects under the Support to the Barangay Development Program (SBDP). The Enhanced Comprehensive Local Integration Program (ECLIP) was also instrumental in encouraging former rebels to return to the fold of the law through the provision of various benefits and assistance to help them start anew and build better lives with their families. As a result, a total of 9,078 former rebels/former violent extremists (FRs/FVEs) were provided with benefits and assistance under the program since 2018. With these threats to peace and security — crimes, illegal drugs, insurgency, terrorism, and violent extremism — there is a bigger picture as to why these problems occur. There are root causes of peace and security issues such as poverty, lack of economic opportunities, and social injustices, which when aggravated by external factors from several crises occurring simultaneously, can lead to shifts like criminality becoming more organized and digital over time. Hence, this demands smart and technology-driven policing and law enforcement. The key is to balance the advancements in ICT so as not to compromise data privacy and respect for human rights. With this, there is a challenge to increasing the level of people’s confidence in the police force and implementing strategies for the PNP to restore public trust. While taking cognizance of these human rights concerns, it is also crucial to look after the welfare of the police personnel, especially those who have been wrongly held accountable in the performance of their duties and responsibilities just to protect the people and communities. As the nature of crime progresses, there is also a need to invest in ICT to strengthen the PNP’s technological capabilities, given the reported incidents of massive data leaks that compromised the personal data and information of various individuals. Other challenges that need to be addressed in the coming years are the points of convergence between and among the agencies within

31 DILG Strategic Plan 2023-2028 the DILG and external stakeholders, the interoperability in security operations, the LGU contribution in policing and law enforcement, and, more importantly, citizen and community engagements in peacebuilding and community policing. The BJMP has also a crucial role in attaining public safety and security in the localities. In the current setup, the local jail system seems fragmented since the municipality, city, and district jails are managed by the BJMP, while provincial jails, including sub-provincial extension facilities, are under the supervision of the provincial governments. Hence, there is a stronger call for a unified penology system to ensure effective jail management and improve the safekeeping of PDL and their reintegration into the communities. Pending the enactment of a law transferring the supervision of provincial jails to the BJMP to address the issue of a fragmented local jail system due to inconsistent and lack of national standards in the operational management of all local jails, it is imperative to scrutinize and assess the current capabilities of the Jail Bureau, not just to help improve provincial jails but also to assess its carrying capacity. Another major challenge that the BJMP is facing is the high congestion of jails, to the point that PDL have to sleep in shifts (Business Mirror, 2023), not to mention that some need to be evacuated to higher grounds during heavy rains due to the risk of flooding (Inquirer, 2022). This is a continuing problem in many BJMP-manned jails across the country which need very urgent attention. The jail congestion rate peaked at 612 percent in 2017, then significantly improved to 367 percent in 2022 with the release of nearly 60,000 PDL due to the agency’s continued and steady decongestion efforts through paralegal assistance and construction of jail facilities. Another challenge is to ensure the provision of adequate basic needs for PDL amid the inflation and rising prices of commodities given the current daily subsistence allowance of Php70 per PDL. Aside from providing their usual basic needs, it is necessary to pursue a more holistic approach towards upholding their welfare through various services and development programs that will enable them to be easily integrated back into their communities. The rise in PDL mortality among local jails must be given attention, especially in the last four (4) years wherein local jails remained congested. Whether these are health-related or due to jail riots, this still boils down to Figure 3.2 Congestion Rate in BJMP-managed Jails (2016-2022) Congestion Rate No. of PDL No. of released PDL thru various applicable laws Congestion Rate

Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 32 creating a better penal environment for them through construction or improvements of facilities or even ensuring that jail officers perform their mandates with integrity and in accordance with the law. Data also shows that, on average, 70 percent of PDL are drug offenders. Hence, there were also calls about decriminalizing the use of illegal drugs (Inquirer, 2022) — from punishment to rehabilitation and treating the same as a health issue rather than a criminal issue, which may heavily decongest jails. But apart from this proposed legislation that was put on hold due to the strong opposition from many law enforcement agencies (Manila Bulletin, 2022), and considering the DILG as an active member of the Justice Sector Coordinating Council (JSCC), there are better alternatives that can help in the decongestion of jails, such as the improvement in the quality and efficiency of the disposition of cases, particularly the use of alternative dispute resolution mechanisms such as the Katarungang Pambarangay and even the provision or extension of access to free, quality, and affordable legal services for PDL. Further, the BFP has continuously provided effective fire prevention and suppression services by conducting fire inspections of establishments and buildings in terms of the standard requirements provided by the Fire Code of the Philippines. As a result, a significant increase in the number of establishments and buildings issued with Fire Safety Inspection Certificates (FSIC) by 69.64 percent has been noted from 1,304,570 in 2016 to 2,213,142 in 2022. The BFP data in 2022 showed that out of the 1,488 municipalities nationwide, 1,289 have fire trucks, leaving 199 municipalities still without fire trucks. With this, the agency needs to facilitate the equitable distribution of vehicles and equipment to improve firefighting capabilities in areas that need them the most. The data from the BFP in 2022 also revealed that there were increases in the number of fire incidents, fire injuries, and the cost of damages due to fires. While there is a drop in the number of casualties in the same year, the decrease remains insignificant relative to the bleak increases accounted for in other indicators. These findings only imply that there must be some gaps in the status quo that need to be addressed to ensure consistency and sustain the positive results from the previous years. In line with the rapid modernization and urbanization in the country, the BFP takes into account new challenges such as fire suppression in high-rise buildings Figure 3.3 Mortality among PDL (2016-2022) No. of Deceased PDL No. of Deaths/Average Jail Population No. of Deceased PDL No. of Deaths/Average Jail Population

33 DILG Strategic Plan 2023-2028 and in the most densely populated and urbanized areas, as well as the occurrence of forest fires and other emergencies brought about by human activities and the effects of climate change. As to emergency response, while the DILG continues to scale up the operations of the Emergency 911 hotline, a substantial portion of the calls received were either incomplete, abandoned, or even prank calls. To address this, a mechanism that will facilitate efficient operations is necessary such as the integration of the system into key agencies like the BFP and the PNP to ensure quick response time during emergencies and other threats to public safety. Year Fire Incidents Casualties Injuries Est. Amount of Propert Damage 2016 19,292 285 987 3.07 B 2017 14,197 305 835 7.8 B 2018 14,364 260 817 12.5 B 2019 18,612 448 1,269 8.14 B 2020 14,420 253 721 3.806 B 2021 12,850 326 835 4.487 B 2022 13,195 313 1,010 5.286 B - Decrease in comparison to previous year - Increase in comparison to previous year Table 3.1 Fire Statistics (2016-2022) Types of Calls 2018 2019 2020 2021 2022 Emergency Calls 47,109 (1.5%) 36,979 (0.2%) 19,205 (0.1%) 26,315 (0.1%) 41,492 (0.2%) NonEmergency Calls 21,370 17,224 13,996 15,826 3,374 Incomplete Calls 444,568 2,575,067 1,883,002 2,988,793 4,063,934 Prank Calls 355,349 2,541,562 1,762,710 3,694,744 4,223,782 Abandoned Calls (including feedback call, inquiries, test calls and wrong number) 87,928 7,141,611 15,369,130 14,172,096 12,085,352 Others 2,201,783 6,171,190 2,964,014 3,830,632 4,197,240 Total 3,158,107 18,483,633 22,012,057 21,739,613 24,615,174 Table 3.2 Emergency 911 Statistics (2018-2022) Given these current issues, challenges, and opportunities faced by the peace and order and public safety sectors, the Department will undertake the following strategies and interventions to strengthen peaceful, orderly, safe, and secure communities in the next five (5) years.

Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 34 Strategy Framework Peaceful, orderly, safe, and secure communities will be achieved through the collective efforts of various agencies and the support of the people. The PNP, on its part, will pursue aggressive but honest law enforcement operations, to include a holistic approach to reduce the supply and demand of illegal and dangerous drugs. The BJMP, on the other hand, will enhance humane safekeeping and facilitate productive social reintegration of PDL by pursuing reforms to modernize and decongest jails. Lastly, the BFP, in collaboration with the Central Office Disaster Information Coordinating Center (CODIX) and Emergency 911 National Office, will improve the protection of communities from fires and emergencies by supporting the modernization of the Fire Bureau and strengthening partnerships with LGUs and communities. Figure 3.4 DILG Organizational Outcome 2 Strategy Framework

35 DILG Strategic Plan 2023-2028 Strategies STRATEGIC GOAL 1: Bolster peace and order and security of communities as safe places to live, work, and do business Strategy 1: Promote a holistic approach in addressing illegal and dangerous drugs The Department will support and adopt a holistic and science-health-securitybased approach to reduce the supply and demand of illegal and dangerous drugs that is within the framework of the law, respects human rights, and includes rehabilitation and socio-economic development for drug users and their dependents. To that end, the BIDA Program will be intensified to raise awareness on the negative effects of illegal drugs through advocacy and information/ education campaigns, promotion of health and wellness, and network building by forging partnerships with NGAs, LGU leagues, the private sector, faith-based organizations, CSOs, and other community stakeholders in the implementation of drug-reduction activities and advancing community-based rehabilitation. The PNP will step up its aggressive but honest and rules-based law enforcement operations to arrest high-value and street-level individuals involved in the illegal drug trade. It will strengthen its partnership and coordination with the PDEA and other law enforcement agencies to improve their interoperability in drug operations. It will also actively engage the Liga ng mga Barangay and the Barangay Information/Intelligence Network (BIN) to strengthen information collection and monitoring of personalities and activities related to illegal drugs in communities to bolster the Barangay Drug-Clearing Program of the government. As part of its community affairs and public information efforts, it will continue to hold drug-awareness lectures and fora in schools and barangays, as well as actively participate in the initiatives of the Local Anti-Drug Abuse Councils (ADACs), particularly in the operationalization of the Balay Silangan Program and other communitybased rehabilitation and welfare programs. The BJMP, on the other hand, will increase its efforts to prevent the entry, use, and movement of illegal substances in district, city, and municipal jails through intensified Oplan Greyhound operations and other antidrug interventions in jails, in collaboration with the PNP and other law enforcement agencies. To support these efforts, the Department will strengthen reward and disciplinary measures for LGUs. It will continue to recognize LGUs with effective and performing ADACs, particularly those that maintain their drugcleared or drug-free status, with graduates or enrollees of CBDR programs and other related innovations and good practices. On the other hand, the elected LCEs who are found to be involved in the illicit drug trade and activities will be charged, and suspended or withdrawn from their police deputation by the NAPOLCOM. To ensure a drug-free workplace, all offices and agencies within the Department shall conduct mandatory drug testing in accordance with the Civil Service Commission’s (CSC Resolution No. 1700653, s. 2017) and the Dangerous Drugs Board’s (DDB Regulation No.13, s. 2018) policies, which indicated that public officials and employees who test positive for drug use at first instance shall be subjected to disciplinary/administrative proceedings with a penalty of dismissal from

Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 36 the service. As part of strengthening its internal disciplinary mechanism, the PNP will increase screening and counter-intelligence monitoring of personnel involved in anti-illegal drug operations, as well as pursue integrity enhancement using the Preventive-PunitiveRestorative Framework. Strategy 2: Pursue effective law enforcement to safeguard people from criminality The PNP, through its Human Rights Affairs Office (HRAO), shall pursue and advocate human-rights-based policing by strictly implementing the Letter of Instruction (LOI) 55/7 PAMANA and related PNP Memorandum Circulars. It shall ensure that the human rights desks in every police station are properly manned and operationalized at all times. Moreover, the PNP has incorporated human rights as one of the general subjects included in the specialized courses offered to its personnel. The use of Next Generation Investigation Solutions (NGIS) and other information technology (IT)-based projects will be accelerated to improve operational efficiency, specifically in crime prevention, solution, and investigation. Through the use of IT systems, the data management of the PNP will be more efficient and effective in solving crime and keeping communities safe and peaceful. Some of the IT-based projects currently implemented by the PNP through the NGIS are the Crime Information, Reporting, and Analysis System (CIRAS), Case Information Database Management System (CIDMS), enhanced e-Warrant System, e-Rogues Gallery System, and e-Subpoena System. Implementation of IT-based solutions in policing will also enable and advance better collaboration and harmonization of information systems with concerned agencies. It also facilitates secure information sharing through cybersecurity measures and breaks down communication barriers between agencies and departments. This will be done by the PNP and the DILG operating units in coordination with the LGUs and other stakeholders to ensure data sharing, interoperability, and harmonization of databases and IT systems. To this end, data from NGIS such as the CIRAS and the National Police Clearance System (NPCS), among other systems, shall be readily available whenever needed by the LGU and other government agencies in conformity with the provisions of the Data Privacy Law and other related regulations. The PNP, in partnership with the NAPOLCOM, shall continuously evaluate and upgrade existing policies on the upgrading of police standards such as the ideal police-topopulation ratio, deployment of patrolmen and patrolwomen on the field, measurement for the Crime Solution Efficiency (CSE) and Crime Clearance Efficiency (CCE), and response time, in consideration of prevailing data and factors that include geography, daytime migration, and specific vulnerabilities in LGUs. In addition, the NAPOLCOM will update the police manual which aims to rationalize the structure and staffing pattern of the PNP. By revisiting and upgrading these standards, the PNP will be able to meet the current and emerging security demands and requirements in communities, which have already changed over time owing to major changes in population, urbanization, and economic, social, and political factors. The intelligence gathering and forensic capabilities of the PNP will be enhanced to improve police investigations and CSE. This will be done through continuous training and increasing the capacities of police investigators, as well as the procurement of state-of-the-art and modern facilities and investigative equipment. The hiring of experts in forensic science and investigation will

37 DILG Strategic Plan 2023-2028 Strategy 3: Heighten measures to counter threats from terrorism, violent extremism, and radicalization The DILG will make sure that development interventions are people-centered, conflictsensitive, and peace-promoting to address the underlying causes of insurgency and radicalization. It will also increase the coordination and convergence of programs against terrorism, violent extremism, and radicalization. To achieve long-term peace and development in the country, cooperation initiatives with the NTF-ELCAC will be further strengthened. Through the ongoing implementation of programs like the ECLIP, which assists former rebels in returning back to the folds of the law and becoming productive members of society, the Department will also hasten the normalization and reintegration of former combatants and their families as well as the rehabilitation of conflict-affected communities. This encourages non-violent reconciliation and guarantees the ongoing development of communities and those residing in conflict-affected areas. Additionally, appropriate processes will be enhanced and implemented. The PNP, in collaboration with the AFP and other government agencies, will continually conduct community-based awareness efforts and training on preventing and countering violent extremism as part of its Police Community Affairs and Development Master Plan (TAGATAGUYOD). To successfully combat insurgency and other concerns regarding ISO, cooperation management between the PNP and AFP will also be improved. Thus, the PNP will strengthen its ISO capabilities through continuous capability enhancement, training, and the provision of suitable facilities and equipment. Furthermore, it must maintain strict adherence to the current coordination mechanisms to improve communication and interoperability with the AFP and other law enforcement agencies. The National Barangay Operations Office (NBOO), PNP, PCW, NCMF, NYC, LGUs, and other stakeholders will work to ensure the security and protection of vulnerable groups in conflict-affected communities, including women, children, the elderly, and cultural minorities. In collaboration with other government organizations, the PNP will also increase its police presence and step up its community-based initiatives in these areas. The diverse peacebuilding and development interventions of the Department will similarly address the needs and concerns of these sectors. also be pursued to complement the existing manpower and increase the capacity of the police force. For the years ahead, the PNP will also ensure the procurement of modern equipment and the construction of resilient facilities to improve its “move, shoot, communicate, and investigate” capabilities. This includes motor vehicles, aircraft and watercraft, firearms, and communication equipment to reach the ideal ratio. Furthermore, the construction of police stations will be accelerated to ensure that every city and municipality has a PNP-owned police station. To do this, the agency will increase its collaboration and communication with various LGUs to acquire plots of land in key or strategic areas for the establishment of police stations.