DILG Strategic Plan 2023-2028

Annexes 88 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Advance the full potential of women, youth, at-risk and other sectors as stakeholders of national development PM 4: Percentage of beneficiaries with access to the cultural programs of the NCMF increased The cultural programs offered by the NCMF encompass various endeavors aimed at promoting and developing madrasah education, producing highly skilled Shari'ah Councilors, organizing Qur'an reading competitions, facilitating the Hajj Operation, and hosting a range of activities like festivals, workshops, and other initiatives that celebrate and uphold the traditions of the Muslim community. These programs strive to enhance educational opportunities, religious knowledge, cultural appreciation, and community engagement among Muslims, fostering a vibrant and inclusive environment. 1,136 1,250 (10% increase) 1,375 (10% increase) 1,512 (10% increase) 1,663 (10% increase) 1,829 (10% increase) 2,011 (10% increase) Annual Accomplishment Report NCMF Organizational Outcome 4: Inclusive communities enabled STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Cultivate a culture of accountability and professionalism and boost human resource welfare and morale PM 1: Client Satisfaction rating on DILG services The indicator pertains to the result of Client Satisfaction Survey administered to DILG clients on the services provided by the Department, using tools such as the Harmonized Client Satisfaction Measurement Guidelines pursuant to the Anti-Red Tape Authority (ARTA) issued Memorandum Circular No. 2022-05 dated September 20, 2022 and/or other survey tools, either in-house or to be outsourced from third party survey/ research providers. Average Overall Client Satisfaction Measurement Rating of 4 (using various agency CSS tools) Development of DILG-wide CSS tool Establishment of baseline data Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Client Satisfaction Measurement (ARTA) and other Survey results OSEC (PS, FMS, ROs) and all attached agencies Organizational Outcome 5: Highly trusted Department and Partner

89 DILG Strategic Plan 2023-2028 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Cultivate a culture of accountability and professionalism and boost human resource welfare and morale PM 2. Maturity level in the Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HR) The Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) of the Civil Service Commission (CSC) is a mechanism that empowers government agencies by developing HRM competencies, systems and practices toward HR excellence. It has four (4) levels, as follows: Level 1 - Transactional HRM: Processes are compliant with CSC and other relevant authorities' regulations and guidelines; Some processes are characterized by projects and are often reactive; Often produces services and outputs that work but frequently exceed prescribed timelines; Success depends on the competence of people, and not by using proven processes Level 2 - Process-Defined HRM: Processes are attuned to the Agency's requirements; Programs are performed and managed according to documented processes; Some processes are proactively managed through the use of automated systems, but the integration of data is not fully in place. Level 3 - Integrated HRM: Quantitative objectives are used to measure the quality and performance of process for continous improvement; HR Partners with the Agency leadership to drive HR Systems in order to support the agency's business needs; Quality and process performance measures are used to support data-driven decision-making; Has developed an HR Management Toolkit Level 4: Strategic HRM: Focuses on continually improving process performance through both incremental and innovative improvements; Has quantitative process improvement objectives which are regularly updated to reflect changes in Agency objectives; used to manage process improvements: Hr helps to drive agency business decision on people, data, and insight; Hr Strategy is part of Agency Strategy. PRIME-HR Certification OSEC (AS) and all attached agencies - OSEC Level 2 Level 2 Level 3 Level 3 Level 3 Level 3 Level 3 (preparing for Level 4) - BFP N/A N/A Level 1 Level 2 Level 2 Level 3 Level 3 - BJMP Level 2 Level 2 Level 2 Level 2 Level 2 Level 3 Level 3 - LGA Level 1 Level 2 Level 3 Level 3 Level 3 Level 3 Level 3 - NCMF N/A N/A Level 1 Level 2 Level 2 Level 3 Level 3 - NAPOLCOM Level 1 Level 1 Level 2 Level 2 Level 3 Level 3 Level 3 - NYC Level 1 Level 2 Level 3 Level 3 Level 3 Level 3 Level 3 - PNP N/A N/A Level 1 Level 2 Level 2 Level 3 Level 3 - PPSC Level 1 Level 1 Level 1 Level 2 Level 2 Level 3 Level 3 - PCW N/A N/A Level 1 Level 2 Level 3 Level 3 Level 4 Organizational Outcome 5: Highly trusted Department and Partner

Annexes 90 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Cultivate a culture of accountability and professionalism and boost human resource welfare and morale PM 3. Employee satisfaction index score The indicator is a measure of level of satisfaction of employees with their job, their level of motivation, as well as, their satisfaction on learning and development interventions, scholarships, wellness and welfare program for the employees. TBD Establishment of baseline data (development of standard tool for administration in all DILG agencies) Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Overall satisfaction rating of at least 4 (with 5 as the highest) Results of satisfaction survey OSEC (AS) and all attached agencies PM 4. Number of DILG personnel with administrative cases filed with concerned authorities This pertains to an administrative proceeding instituted against a government officer or employee (uniformed and non-uniformed) for an act or omission punishable under Civil Service Laws, the 1987 Revised Administrative Code, Republic Act (RA) 67132, NAPOLCOM rules and procedures in the case of police officers, and/or other laws pertaining to public officers and employees. Decreasing number of DILG personnel filed with administrative cases Agency Reports OSEC (AS, LLLS, ROs) and all attached agencies - OSEC 8 - BFP 11 - BJMP 449 - LGA 0 - NCMF 0 - NAPOLCOM 0 - NYC 0 - PNP 2,314 - PPSC 0 - PCW 0 Organizational Outcome 5: Highly trusted Department and Partner

91 DILG Strategic Plan 2023-2028 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes PM 1: Number of DILG agencies that are ISO- certified/ recertified Attainment of ISO 9001 Certification demonstrates the Department's capacity to consistently meet clients' requirements and comply with statutory/legal and organizational requirements. An External Certifying Body issues the ISO 9001 Certification with a 3-year validity upon completing two stages of certification audits and performs yearly Surveillance Audits during that 3-year period to check if the Department is still adhering to the requirements. All DILG agencies are ISO 9001:2015 certified/ recertified All DILG agencies have maintained ISO 9001:2015 certification/ recertification All DILG agencies have maintained ISO 9001:2015 certification/ recertification All DILG agencies have maintained ISO 9001:2015 certification/ recertification All DILG agencies have maintained ISO 9001:2015 certification/ recertification All DILG agencies have maintained ISO 9001:2015 certification/ recertification All DILG agencies have maintained ISO 9001:2015 certification/ recertification "Agency Reports; ISO Certificate/ Attestation Certificate OSEC (FMS) and all attached agencies" Organizational Outcome 5: Highly trusted Department and Partner

Annexes 92 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes PM 2: Budget Utilization Rate (BUR) The budget utilization rate consists of the following: 1. Obligation rate, which is used to measure the ability of the agency to utilize (spend) the allotment or obligational authority made available by the Department of Budget and Management (DBM); measured as ratio/percentage over the allotment issued to the agency (i.e. obligation divided by allotment); may be computed per allotment class or total obligation over total allotment for all allotment class (Including RLIP/ SAGF, as of end of December, 2022 Agency Reports OSEC and all attached agencies 2.1 Obligation Rate At least 90% Financial Accountability Report (FAR) OSEC (FMS) and all attached agencies - OSEC 94.12% - BFP 99.43% - BJMP 94.60% - LGA 89.20% - NCMF 99.05% - NAPOLCOM 96.62% - NYC 93.29% - PNP 99.16% - PPSC 98.33% - PCW 92.22% Organizational Outcome 5: Highly trusted Department and Partner

93 DILG Strategic Plan 2023-2028 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes PM 2: Budget Utilization Rate (BUR) 2. Disbursement rate, which is used to measure the ability of the agency to pay or settle its obligation, "to pay" means the ability of the agency to spend cash allocated and released to it by the DBM; measured as the ratio/percentage of disbursement over the obligation incurred by the agency (i.e. disbursement divided by obligation). This may likewise be per disbursement by allotment class or total disbursement over total obligation. (Including RLIP/ SAGF, as of end of December, 2022 Agency Reports OSEC and all attached agencies 2.2 Disbursement Rate At least 90% Financial Accountability Report (FAR) OSEC (FMS) and all attached agencies - OSEC 97.42% - BFP 96.46% - BJMP 98.10% - LGA 88.03% - NCMF 100% - NAPOLCOM 91.51% - NYC 95.10% - PNP 98.39% - PPSC 85.91% - PCW 88.37%

Annexes 94 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes PM 3: Percentage of agency commitments accomplished Commitments of agencies are are under the Program Expenditure Classification (PREXC) which are indicated in the General Appropriations Act (GAA) and corresponding Budget Execution Documents (BED 2, Physical Plan) submitted to the Department of Budget Management (DBM). The PREXC is a reform program that restructures the current budget by grouping activities and projects under major programs or key strategies and agency commitments under this are used as among the bases in the agency perfomance assessment by DBM and other oversight agencies. Agency Reports OSEC and all attached agencies - OSEC 100% 100% 100% 100% 100% 100% 100% OSEC (PS) and all attached agencies - BFP 100% 100% 100% 100% 100% 100% 100% - BJMP 100% 100% 100% 100% 100% 100% 100% - LGA 100% 100% 100% 100% 100% 100% 100% - NCMF 100% 100% 100% 100% 100% 100% 100% - NAPOLCOM 100% 100% 100% 100% 100% 100% 100% - NYC 100% 100% 100% 100% 100% 100% 100% - PNP 100% 100% 100% 100% 100% 100% 100% - PPSC 100% 100% 100% 100% 100% 100% 100% - PCW 100% 100% 100% 100% 100% 100% 100% Organizational Outcome 5: Highly trusted Department and Partner

95 DILG Strategic Plan 2023-2028 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes PM 4: Percentage of Audit recommendations implemented The implementation of audit recommendations is being monitored and measured to ensure the improvement of internal control processes and the enhancement of operational effectiveness. This covers the audit recommendations from the: 1. Commission on Audit - compliance rate with the Performance-Based Bonus (PBB) required rating on the implementation of COA audit recommendations as per PBB Guidelines Signed/Approved Consolidated Annual Audit Report - Agency Action Plan and Status of Implementation (CAAR-AAPSI) submitted to COA OSEC (FMS) and all attached agencies 4.1. On COA Audit Recommendation - OSEC 58.33% per FY 2021 CAAR (as of December 31, 2022) 100% Compliance with the required rating in the PBB - BFP 100% - BJMP 41% - LGA 100% - NCMF 100% - NAPOLCOM 100% - NYC 100% - PNP 93.44% - PPSC 100% - PCW 100% Organizational Outcome 5: Highly trusted Department and Partner

Annexes 96 Organizational Outcome 5: Highly trusted Department and Partner STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes PM 4: Percentage of Audit recommendations implemented 2. Internal Audit Service of DILG-OSEC - compliance with SILG-approved audit recommendations to address the inadequacies identified in ensuring effectiveness of internal controls and 4Es of operations. Formula to measure this is: % = no. of audit recommendations fully complied / total number of approved audit recommendations due for implementation Internal Assessment of Compliance to Audit Recommendations (IAsCARes) and Auditee's Action Plan and Implementation Status (AAPIS) OSEC (IAS) and all attached agencies 4.2. On Internal Audit Recommendation - OSEC 100% 100% of internal audit recommendations complied - BFP 100% - BJMP 100% - LGA 100% - NCMF 100% - NYC 100% - PPSC 100% - PCW 100%

97 DILG Strategic Plan 2023-2028 Annex B: STRATEGIC GOALS AND STRATEGIES WITH LEAD AND IMPLEMENTING OFFICES Organizational Outcome 1: Excellence In Local Governance Upheld Strategic Goal 1: Sustain accountable, transparent and people-centric local governments Strategy 1: Scale-up, diversify and tailor-fit capacity development interventions for LGUs Sub-Strategies Lead* and Implementing Offices a Utilize capacity-performance assessment results (e.g., SGLG, capacityperformance segmentation, compliance and performance audit results) and LGU-driven plans and tools (e.g., LGU DTP, LGU Capacity Development Agenda) as bases in LGU capacity development interventions OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA, PNP, NYC • Promote targeted and focused interventions to NGAs through the Council of Good Local Governance (CGLG) based on SGLG results, analytics of LGU DTP, and LGU performance OSEC (BLGS, BLGD), LGA b Elevate the SGLG as the country’s primary governance index for LGUs OSEC (BLGS) c Adopt the Capacity Development Framework and Pillars (to cover all capacity pillars such as systems, structure, leadership, policies, competency, knowledge & learning) in the design and implementation of LGU capacity development programs/projects LGA, OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), Concerned Attached Agencies d Expand avenues and methods for learning and innovation • Sharing of innovations and learning experiences between and among LGUs • Technical exchanges, and building alliances with local and international development partners • New learning modalities, such as ICT-based Learning Management Systems OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA e Promote inter-LGU cooperation, and collective action in addressing common issues/problems OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA Strategy 2: Exact accountability from LGUs to improve service delivery and performance Sub-Strategies Lead* and Implementing Offices a Push for the hierarchy of supervision to work among LGUs through capacity development, performance monitoring, and exercise of discipline OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA b Raise LGU service standards through results-oriented performance measures (e.g. compliance/performance audits such as SGLG, POC, ADAC) OSEC (BLGS, OPDS, NBOO, BLGD, ROs) LGA c Devise schemes/ measures to drive exemplary performance among LGUs and exact accountability (i.e. new or different incentive modalities for high-income and for low-income LGUs) OSEC (BLGS, BLGD, NBOO, OPDS, LLLS, ROs), LGA d Intensify transparency and anti-corruption measures in LGUs, including Sangguniang Kabataan OSEC (BLGS, NBOO, ROs), LGA, NYC e Promote inter-LGU cooperation, and collective action in addressing common issues/problems OSEC (BLGS, BLGD, OPDS, PACS, ROs) f Integrate leadership ethics and values for LGU officials and personnel in capacity development programs LGA, OSEC (RO) *Lead Office - office/ agency in bold text

Annexes 98 Strategy 3: Promote inclusive governance to advance the interests of the people Sub-Strategies Lead* and Implementing Offices a Improve the quality of participation of sectoral/CSO representatives in local special bodies and other local institutions (e.g. capacitate CSOs on various areas of engagement with LGUs) OSEC (SLGP-PMO, BLGD, BLGS, NBOO, OPDS, ROs) LGA, NYC, PCW, NCMF b Enjoin LGUs to establish/ institutionalize CSO Desks and People’s Councils to ensure meaningful and inclusive participation in local governance OSEC (BLGS, SLGP-PMO, BLGD, NBOO, OPDS), NYC, PCW, NCMF c Heighten advocacy campaigns on citizens’ role in governance and nationbuilding OSEC (SLGP-PMO,BLGS, BLGD, NBOO, OPDS, PMOs), LGA d Assess the state of citizen participation (quality) and ensure that its results are communicated to concerned local officials and stakeholders (e.g., inclusion in the town hall meetings, capacitating LGUs on how to further improve citizen engagement in governance processes) OSEC (SLGP-PMO, BLGS), LGA Strategy 4: Put a premium on trust-building between and among the DILG, LGUs and communities Sub-Strategies Lead* and Implementing Offices Between LGUs and their constituencies a Monitor LGU compliance with policies on financial disclosure and transparency of transactions and services • Promote awareness and enhance understanding of CSOs and the public on information accessible in the Full Disclosure Policy Portal • Compliance with Procurement Act (RA 9184) OSEC (BLGS, NBOO, RO) b Monitor LGU compliance on laws and policies that aim to reduce red tape in frontline services • Compliance with EODB-EGSD Act OSEC (BLGD, RO) Between DILG and LGUs c Continue regular dialogues, fora and other platforms that facilitate consultation with LGUs (e.g. implementation of Mandanas-Garcia ruling) d Act as “champion” of local governance in advancing local autonomy (e.g. avoid overprescribing policies that hinder creativity of LGUs) OSEC (BLGD, SLGP-PMO, BLGS, OPDS, NBOO, RO) LGA Between DILG and the community e Development of people-centric programs/ projects f Establish DILG citizen feedback platforms and mechanisms (e.g. to report abuses/corruption/ overreaches of LGs against citizenry, extreme situations/cases, Dagyaw Town Halls, Barangay Assemblies) OSEC (BLGS, BLGD, OPDS, NBOO, PACS, SLGP-PMO, ROs), LGA *Lead Office - office/ agency in bold text

99 DILG Strategic Plan 2023-2028 Strategic Goal 2: Propel innovative and future-ready 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 Sub-Strategies Lead* and Implementing Offices a Advocate for the coherence of plans and programs among national governments and clarify the roles of local governments OSEC (BLGD, BLGS, OPDS, NBOO, PMOs ROs), LGA b Espouse shared responsibility for enhancing LGU capacities with other NGAs, including the implementation and monitoring of projects at the local level OSEC (BLGD, BLGS, OPDS, NBOO, PMOs ROs), LGA c Promote stronger intergovernmental relations between and among LGUs, regional institutions and national government agencies OSEC (BLGS, BLGD, NBOO, OPDS, LLLS ROs), LGA d Strengthen intergovernmental relations with the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM) through the implementation of development interventions OSEC (OUSMASC, BLGS, BLGD, OPDS, NBOO, ROs), LGA, PNP, BFP, BJMP, NAPOLCOM, NCMF e Advance linkages and partnerships of local governments with various stakeholders, such as international development organizations, the private sector, academe, and civil society organizations OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA Strategy 2: Undertake efforts to embrace technology-driven governance Sub-Strategies Lead* and Implementing Offices a Promote leveraging of technology towards digitally enabled, data-driven, and smart local governance • Use of data analytics, public feedback loops, and adoption of smart city initiatives and green technology OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA b Foster creativity through science, arts, and technology and adopt best practices and other innovations in local governance OSEC (BLGS, BLGD, NBOO, OPDS, PMOs) LGA Strategy 3: Boost local economic development potential to broaden economic opportunities and improve self-reliance of LGUs Sub-Strategies Lead* and Implementing Offices a Promote and create an enabling policy for LGUs to maximize and fully harness their corporate powers OSEC (BLGS, BLGD, LGA) b Intensify collaborations with international partners and NGAs in providing interventions to increase local economies’ capacity OSEC (BLGD, BLGS, OPDS, NBOO, ROs), LGA c Encourage LGUs to pursue Public-Private Partnerships (PPP) and other similar modalities OSEC (BLGD, LLLS, ROs), LGA d Advocate and push for the passage of priority legislative agenda to both Houses of Congress which will include several amendments to the LGC OSEC (BLGD) *Lead Office - office/ agency in bold text

Annexes 100 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 Sub-Strategies Lead* and Implementing Offices a Develop and hone the skills of future local leaders by prioritizing capacity development for local officials, and instilling values-centered leadership in the Sangguniang Kabataan NYC, LGA b Enhance competency requirements for local government officials and functionaries to align with international norms. OSEC (BLGS, BLGD, OPDS, NBOO, PMOs, ROs), LGA Organizational Outcome No. 2: Peaceful, Orderly, Safe And Secure Communities Strengthened Strategic Goal 1: Sustain accountable, transparent and people-centric local governments Strategy 1: Promote a holistic approach in addressing illegal and dangerous drugs Sub-Strategies Lead* and Implementing Offices a Utilize a science-health-security-based approach to reduce the supply and demand of drugs and illegal substance abuse, with respect for human rights alongside restorative interventions for drug users and their dependents PNP, OSEC (BLGS, NBOO), BJMP b Intensify partnerships, advocacy and education campaigns in the communities (eg. partnerships with NGAs, league of LGUs, private sectors, faith-based organizations, and civil society organizations on BIDA program implementation) OSEC (BLGS), PNP, NAPOLCOM, BJMP, BFP, PPSC, LGA, NYC, NCMF, PCW c Advance community-based rehabilitation and socio-economic development (e.g. engagements with interfaith organizations, private sector) OSEC (BLGS), PNP, BJMP d Step up aggressive but honest and rules-based law enforcement operations to arrest high-value and street-level individuals involved in the illegal drug trade PNP e Prevent the entry, use, and movement of illegal drugs in jails BJMP, PNP f Strengthen the reward and disciplinary measures for local governments and the police organization (e.g. recognize effective and performing ADACs, withdrawal of police deputation and filing of cases of offending LCEs,) OSEC (BLGS, NBOO), PNP, NAPOLCOM g Perform random drug testing in all offices/ agencies within the Department and adopt zero-tolerance policy for illegal drug use/ trade OSEC (BLGS, AS), PNP, NAPOLCOM, BJMP, BFP, PPSC, LGA, NYC, NCMF, PCW Strategy 2: Pursue effective law enforcement to safeguard people from criminality Sub-Strategies Lead* and Implementing Offices a Pursue and advocate human-rights-based policing PNP, NAPOLCOM b Accelerate the PNP’s next-generation investigation solutions (NGIS) or e-projects PNP, NAPOLCOM *Lead Office - office/ agency in bold text

101 DILG Strategic Plan 2023-2028 Strategy 3: Heighten measures to counter threats from terrorism, violent extremism, and radicalization Sub-Strategies Lead* and Implementing Offices a Strengthen convergence of programs and ensure that development interventions are people-centered, conflict-sensitive and peacepromoting to address root causes of insurgency and radicalization PNP, OSEC (EO70 PMO, NBOO), BJMP, PPSC, PCW, NYC, NCMF b Expedite normalization and reintegration of former combatants and their families, and the rehabilitation of conflict-affected communities OSEC (NBOO, EO70 PMO), PNP c Establish appropriate mechanisms to counter threats from terrorism, radicalization, and violent extremism PNP, OSEC (NBOO), NAPOLCOM, BJMP d Enhance cooperation management to effectively address insurgency and other concerns pertaining to internal security operations (ISO) PNP, NAPOLCOM, OSEC (EO70 PMO) e Ensure the protection of vulnerable groups in conflict-affected communities PNP, PCW, NCMF, OSEC (NBOO) Strategy 4: Strengthen security, response to threats, and resilience of the Philippine cyberspace to combat cybercrime Sub-Strategies Lead* and Implementing Offices a Strengthen capacity and upgrade the technical skills of the PNP in cybersecurity and addressing online crimes (e.g. cyberattacks, hacking, identity and intellectual property theft, online fraud, online gambling or e-sabong, etc) PNP b Forge stronger collaboration with local and international partners to strengthen critical information infrastructure (CII) (e.g. sharing of best practices, information sharing) OSEC (BLGS, ISTMS, PS), NAPOLCOM, PNP, BJMP, BFP, PPSC, LGA, NYC, NCMF, PCW c Ensure interoperability and intelligence fusion of security and law enforcement agencies in tracking and monitoring online activities of criminal elements, terrorist groups, and illegal drug traders (PDP) (to include proofing of BJMP facilities to deter transactions of PDL with outside parties) PNP, NAPOLCOM, BJMP c Advance information sharing, interoperability, and harmonization of information with other stakeholders (e.g. synchronize LGU data with PNP and other NGAs, sharing of NGIS data) PNP, NAPOLCOM, BJMP, BFP, PPSC, d Upgrade police standards (e.g. police deployment, Crime Solution Efficiency or CSE, Crime Clearance Efficiency or CCE, measurement of criminality, response) in consideration of prevailing data and factors (e.g. geography, day-time migration, vulnerabilities, etc) OSEC (BLGS, NBOO, E911) e Enhance the PNP’s intelligence gathering and forensic capabilities to improve police investigations and CSE PNP, NAPOLCOM f Ensure the procurement of modern equipage and construction of resilient facilities • Move, Shoot, Communicate PNP, NAPOLCOM • Accelerate the construction of police stations (e.g. urge LGUs to donate lots) PNP, OSEC (OUSPO/ BLGS) *Lead Office - office/ agency in bold text

Annexes 102 Strategic Goal 2: Enhance humane safekeeping and facilitate productive social reintegration of Persons Deprived of Liberty (PDL) Strategy 1: Pursue reforms to modernize and decongest jails Sub-Strategies Lead* and Implementing Offices a Upgrade jail standards (e.g. structural arrangements and spacing of jails) with consideration to prevailing factors (e.g. population, resources, etc.) BJMP b Reinforce paralegal assistance for qualified PDL and streamline requirements for plea bargaining and probation procedures (to include paralegal support of NCMF to Muslim PDL) BJMP, NCMF c Promote and support the implementation of RA 10389 or the law on Recognizance (e.g. person in custody who cannot post bail due to poverty may be given temporary liberty by placing them under the custody of a qualified member of the barangay, city, or municipality where the accused resides) BJMP d Promote and strengthen the barangay justice system as an alternative dispute resolution mechanism that will aid in declogging of court cases and overcrowding in jails OSEC (NBOO, BLGS, LLLS), BJMP e Heighten efforts on classification, risk assessment, and case management of PDL in all jails BJMP f Undertake studies on alternative detention options BJMP Strategy 5: Deepen partnerships with local, national, and international partners to sustain collaboration on peace and order and public safety Sub-Strategies Lead* and Implementing Offices a Strengthen regional and international partnerships to counter and prevent threats from terrorism, violent extremism, transnational crimes, illegal drugs, and other non-traditional security threats, including cybersecurity threats such as Anti-Online Sexual Abuse or Exploitation of Children (OSAEC) and other gender-based sexual harassment PNP, OSEC (USPO, NBOO, BLGS), BJMP, NAPOLCOM, PCW b Strengthen collaboration and interactive partnerships with national government agencies and LGUs to determine and address root causes of criminality OSEC (BLGS, EO70), NAPOLCOM, PNP, BJMP c Strengthen coordination mechanisms with other members of the pillars of justice to enhance sector efficiency and accountability (such as the DOJ and the Judiciary) PNP, OSEC (NBOO), BJMP d Deepen and expand police engagements with LGUs and communities and localize efforts to prevent, report and resolve crimes PNP, NAPOLCOM, OSEC (BLGS, NBOO, ROs) • Heighten police efforts that are more community- and servicefocused PNP, NAPOLCOM • Strengthen local institutions (Peace and Order Councils, AntiDrug Abuse Councils, People’s Law Enforcement Board) OSEC (BLGS, NBOO, ROs), NAPOLCOM • Increase partnerships with LGUs to aid in case development (e.g. barangay tanods on crime scene preservation and evidence management) PNP, OSEC (ROs, NBOO) • Enhance extension and auxiliary services and community collaboration programs (e.g. Barangay Peacekeeping Action Teams or BPATs, community volunteers) NAPOLCOM, PNP, BJMP, BFP, PPSC *Lead Office - office/ agency in bold text

103 DILG Strategic Plan 2023-2028 Strategy 2: Improve Persons Deprived of Liberty (PDL) welfare and safety Sub-Strategies Lead* and Implementing Offices a Eliminate and prevent the entry and use of contraband to avoid drug abuse, violence and the commission of further crimes. BJMP, PNP b Explore semi-privatization of jail services (e.g. food, facilities management, health care services) BJMP c Provide sufficient health and wellness services for PDL (e.g. check-up, laboratory services and other regular medical interventions) BJMP d Promote gender and cultural sensitivity in jails (e.g. Halal food for Muslim PDL, separation of women and men, prayer area, separation of mothers, pre-natal check-ups for pregnant women, breastfeeding stations) BJMP, NCMF, PCW Strategy 3: Intensify measures for effective rehabilitation and reintegration of PDL in the community Sub-Strategies Lead* and Implementing Offices a Employ a multi-disciplinary approach for the rehabilitation of PDL, directed toward improving behaviors, skills, mental health, and social functioning, and providing access to education and employment (during and after detention) BJMP, PNP, NCMF b Actively engage and institutionalize cooperation with NGAs, the private sector, LGUs, CSOs and communities in monitoring and continuously supporting their social reintegration (including the provision of livelihood opportunities, managing risks of potential recidivists and repeat offenders) BJMP, OSEC (NBOO), PNP, NCMF c Provide halfway houses in preparation for PDL reintegration into their community BJMP, PNP d Institute mechanisms that will reduce or remove the stigma associated with incarceration (e.g. community awareness) BJMP, OSEC (NBOO) g Accelerate construction and repair and maintenance of jail facilities (e.g. urge LGUs to donate lots) BJMP, OSEC (OUSPS, BLGS) h Ensure the procurement of modern equipage (e.g. prisoners’ vans, firepower, handcuffs and other duty gear) and construction of resilient facilities to improve jail operational capability BJMP Strategy 4: Maximize the use of digital technology for interoperability and swift administration of justice Sub-Strategies Lead* and Implementing Offices a Expand mechanisms to facilitate legal counseling and explore digital technologies to prepare PDL for social reintegration (e.g., e-Dalaw) BJMP b Support ICT-enabled information exchange and data sharing between and among justice sector agencies BJMP c Adopt digitalization to support court hearings and case management systems BJMP *Lead Office - office/ agency in bold text

Annexes 104 Strategic Goal 3: Improve the protection of communities from fires and response to emergencies (BFP, DILG-E911,CODIX, BJMP, PNP) Strategy 1: Support the modernization of the BFP to improve fire prevention, suppression, investigation, and emergency medical and rescue services Sub-Strategies Lead* and Implementing Offices a Ensure strict implementation of laws and policies on fire safety and protection, such as the Fire Code and Building Code BFP (with support from PNP) b Utilize forensic science and other technologies and tools in fire investigations to ensure the speedy determination of the origin and cause of fire incidents BFP (with support from PNP) c Upgrade logistics and DRRM equipment (tankers, hydrants, firetrucks, ambulance) and fire stations customized to the needs of the local community BFP d Ensure that all cities and municipalities have firetrucks by the end of 2028 BFP e Upgrade fire standards (e.g. fire truck to population ratio, fire station to barangay ratio) in consideration of relevant data and factors such as geography, day-time migration, density, vulnerabilities, etc BFP f Introduce new fire prevention and suppression mechanisms/innovations such as the organization of barangay fire brigades and customized policies depending on area density and vulnerability, among others. BFP g Develop and introduce innovations to upgrade fire suppression efforts (e.g., a long-range fire alarm system that goes directly to the operations center, the use of drones, modern fire trucks, and the use of motorcycles to speed up response) BFP h Upscale the BFP’s capabilities for rescue operations, medical emergencies, and containment of hazardous materials (HAZMAT), chemical biological, radiological, nuclear and explosive (CBRNE) materials BFP Strategy 2: Improve interoperability and monitoring mechanisms for more coordinated response during emergencies to save more lives Sub-Strategies Lead* and Implementing Offices a Upgrade technology for faster relay and response to emergencies • Promote the operationalization of a Smart City-like mechanism in the institutionalization of 911 Emergency Operation Center • Use of applications and artificial intelligence in monitoring emergencies for faster response time (e.g. CCTVs) • Establishment of an online monitoring system for CODIX PNP, BFP, DILG OSEC (E911, CODIX) b Strengthen emergency response and coordination platforms to ensure seamless operation and deployment of personnel and assets OSEC (E911, CODIX) PNP, BFP, BJMP c Establish the Department’s Operations Center for a more coordinated and quick response OSEC (CODIX) *Lead Office - office/ agency in bold text

105 DILG Strategic Plan 2023-2028 Strategy 3: Enhance partnerships with LGUs and communities to improve public safety services Sub-Strategies Lead* and Implementing Offices a Strengthen engagement with LGUs to improve fire protection, particularly on the acquisition/donation of lots for fire stations BFP, OSEC (OUSPS, BLGS) b Encourage continuous clearing of obstructions (e.g. Illegal parking, road clearing or removal of illegal structures and constructions) OSEC (NBOO, Regional Offices), PNP, BFP c Strengthen engagements with local groups to improve response such as organization and training of Barangay Fire Volunteers/ Auxiliary Forces, City and Municipal Public Order and Safety Management Office BFP, PNP d Invest heavily in information and education efforts on fire prevention utilizing new tools in science, technology and arts (e.g. fire drills, simulations, incorporation in school curriculum and in barangay information centers, Junior Kiddie Fire Marshall Program) BFP, PNP, OSEC (PACS, 911) e Reduce/deter prank calls by heightening advocacy campaigns and awareness on Emergency 911 to shorten call queue waiting time for swift response to emergencies E911, OSEC (PACS) d Institutionalize the Emergency 911 hotline as the national hotline for emergency calls • Increase LGUs with established local emergency response centers using the 911 hotline system • Strengthen engagements with relevant agencies and major support service responders OSEC (E911), PNP, BFP, BJMP Organizational Outcome No. 3: Resilient Communities Reinforced Strategic Goal 1: Intensify the adaptive capacities of LGUs and communities to natural and human-induced hazards/ disasters Strategy 1: Increase the level of awareness and understanding of local government units and communities on hazards, exposure, and vulnerabilities Sub-Strategies Lead* and Implementing Offices a Develop local DRRM and CCA advocacy and communication plans and programs utilizing risk information OSEC (PACS, ROs), LGA b Document and publish local government unit good practices and selfsufficient models on DRRM and CCA (e.g. Kwentong Listo) OSEC (PACS, ROs), LGA c Engage with development partners to heighten efforts in addressing hazards, exposures and vulnerabilities in high-risk communities OSEC (BLGD, ROs), LGA *Lead Office - office/ agency in bold text

Annexes 106 Strategy 2: Strengthen the capacity of LGUs and communities on disaster preparedness Sub-Strategies Lead* and Implementing Offices a Ensure the effectiveness of community evacuations by establishment of standard evacuation centers with appropriate rescue equipment and facilities in each LGU (e.g. infrastructure, logistics, and camp management) OSEC (OPDS), BFP b Conduct continuous education and training, especially of LGU-DRRM personnel on risk-informed planning, Incident Command Systems (ICS), Multi-hazards, Post-Recovery, Infrastructure Audit, Management of the Dead and Missing Persons, etc. OSEC (CODIX, OPDS, BLGD), LGA, PPSC, BFP c Assist LGUs to access resources for climate change adaptation projects and for disaster preparedness and response initiatives (i.e. People’s Survival Fund, rescue equipment, vehicles, etc) OSEC (BLGD, OPDS, E911), LGA, PNP, BFP d Develop Disaster Preparedness Manuals: Operation L!STO Protocols for emerging and re-emerging disasters for LGUs (including health emergencies) LGA, DILG OSEC (CODIX), PPSC, BFP e Promote and advocate for vertical and horizontal coherence in DRRM planning (e.g. scenario-based inter-LGU preparedness and response) OSEC (BLGD), BFP, LGA f Promote the establishment of regular and updated inter-LGU databases on vulnerability and other risk hazards in communities (e.g. participatory mapping) LGA, DILG OSEC (CODIX), PPSC, BFP Strategy 3: Ensure the continued operations and uninterrupted delivery of critical and essential services of the DILG and LGUs during and after a disaster Sub-Strategies Lead* and Implementing Offices a Craft a Department-wide Public Service Continuity Plan (PSCP) in consideration of emerging threats and hazards and ensure its operational readiness • Revisit agency PSCP OSEC (OUSPS, CODIX, AS), PNP, NAPOLCOM, BFP, BJMP, PPSC, LGA, NYC, NCMF, NYC b Ensure operational readiness of the DILG to respond to large-scale disasters through random and scheduled organizational and nationwide simulation exercises/drills (e.g. scenario-based drills affecting organizational operations to ensure continuity of government, Central - Regional chain of command) OSEC (AS, CODIX, E911), PNP, BFP, BJMP c Advocate for the development and updating of a holistic and scenariodriven LGU PSCP (e.g. possible inclusion in SGLG parameters) OSEC (CODIX, BLGS), LGA, PNP, BFP d Encourage LGUs to require the development of business continuity plans (BCP) for major industries and enterprises OSEC (BLGS), BFP *Lead Office - office/ agency in bold text

107 DILG Strategic Plan 2023-2028 Strategy 4: Strengthen mutually reinforcing regional and inter-LGU disaster preparedness and response plans and systems for synchronized, well-coordinated and swift disaster response and assistance to affected communities Sub-Strategies Lead* and Implementing Offices a Institutionalize protocols, mutual aid agreements, and inter-jurisdictional collaboration and cooperation during disasters/calamities to enable sharing of resources • Develop protocols for the deployment of equipment, people, and other resources for disaster/ emergency rescue and response, as well as extending assistance to affected communities OSEC (CODIX, BLGS, E911), LGA, PNP, NAPOLCOM, BFP, BJMP b Assist in the effective coordination of the National, Local, and Regional Disaster Risk Reduction and Management Councils (DRRMCs) for harmonized response • Reinforce the roles of NG and LGU in disaster risk management for effective coordination and response (preparedness, mitigation, response, rehabilitation and recovery) OSEC (CODIX, ROs), LGA, PNP, BFP, BJMP, E911 c Improve the capability of LGUs in humanitarian assistance and disaster response and protection services LGA, OSEC (CODIX, E911, ROs), PPSC, BFP d Ensure compliance of local chief executives to disaster protocols such as ensuring LCE presence during disasters, operational readiness of LDRRMO and Peace and Order units, prepositioning of assets, activation of evacuation centers, sufficient relief goods, maintenance of command and control structures, maintained coordination with national government through the Regional DRRMC OSEC (CODIX, BLGS, ROs), LGA, PNP e Enhance interoperability between government (N/LDRRMC, PNP, BFP, and LGUs) and private sectors before, during, and after disasters for strong and coordinated NGA-LGU-Private Sector action OSEC (CODIX, E911), PNP, BFP, BJMP, LGA, f Apply innovations and advocate for learning on disaster response from global best practices OSEC (BLGD, CODIX), LGA, PPSC, PNP, BFP Strategy 5: Integrate science, technology, strategic communication, and arts in disaster preparedness and risk management Sub-Strategies Lead* and Implementing Offices a Advocate for the adoption of smart technologies to improve and integrate risk management assessment tools into LGUs’ disaster risk reduction and management system to strengthen resiliency (NDRRMP 2020 - 2030) OSEC (BLGD, CODIX) b Enjoin LGUs to incorporate creativity and localized content for disaster risk communication OSEC (BLGS,PACS, ROs) c Promote awareness of LGUs and the public on official and credible sources of information on disaster risk reduction OSEC (PACS, ROs) d Assist in improving access, understanding, and use of updated risk information, DRR-related statistics, and research for LGUs OSEC (CODIX, PACS), LGA *Lead Office - office/ agency in bold text

Annexes 108 Organizational Outcome No. 4: Inclusive Communities Enabled Strategic Goal 1: Advance the full potential and interests of women, youth, vulnerable and atrisk sectors as stakeholders of national development Strategy 1: Encourage and assist national and local governments to develop and implement inclusive programs, projects, and policies that will benefit all Filipinos Sub-Strategies Lead* and Implementing Offices a Promote and assist national and local governments in the development and implementation of programs, projects, and policies that aim to provide basic needs and improve the quality of public services to communities, especially those marginalized, vulnerable and at-risk sectors that live in poverty. OSEC (NBOO, BLGD, BLGS, OPDS), LGA, PCW, NYC, NCMF, PNP b Intensify partnership with the Department of Agriculture (DA) and other relevant agencies on the implementation of programs that support efforts on food security (i.e. HAPAG) OSEC (NBOO, ROs) c Continue to support the implementation of Republic Act No. 1148 or "Kalusugan at Nutrisyon ng Mag-Nanay Act" OSEC (BLGD) d Coordinate with other NGAs in strengthening other local institutions such as the Local School Boards (LSBs) to advance quality education, Local Health Boards (LHBs) in the development and implementation of effective health programs for LGUs, and the local VAW desks to protect women and children from all forms of violence OSEC (BLGD, SLGP-PMO, BLGS, NBOO, ROs) e Encourage the prioritization of healthcare services, education and other basic needs in local plans such as the Comprehensive Development Plan (CDP) and the Annual Investment Plan (AIP). OSEC (BLGD) f Prioritize the needs and welfare of individuals and groups with inherent vulnerabilities to improve collaborative governance between and among sectoral and marginalized groups and the government (e.g. equal opportunities on employment, health and education, etc) OSEC (BLGD, NBOO, BLGS), PCW, NYC, NCMF Strategy 2: Provide avenues and create opportunities for all sectors, especially the vulnerable and at-risk, to fully engage their LGUs and government in the formulation of social, political and economic policies and programs in communities and LGUs Sub-Strategies Lead* and Implementing Offices a Enable and provide avenues for women, youth, and Muslim Filipinos to participate fully in the development of sociocultural, social protection, political, and economic policies and programs in communities and LGUs PCW, NYC, NCMF OSEC (BLGD, NBOO) • Review the representation of women, youth, Muslim Filipinos, and other marginalized sectors in local development councils and other local institutions OSEC (SLGP-PMO, BLGD), PCW, NYC, NCMF • Institutionalize the establishment of Muslim Consultative Councils (MCCs) nationwide to facilitate community-government dialogue NCMF (with support from OSEC/ BLGS) • Further efforts on issues addressing violence against women and children (VAWC) PCW *Lead Office - office/ agency in bold text

109 DILG Strategic Plan 2023-2028 Strategy 3: Promote diversity and inclusion to advance and protect the rights and welfare of every individual Sub-Strategies Lead* and Implementing Offices a Promote and intensify efforts of the government to institutionalize diversity and inclusion programs as specified in Executive Order No. 100 series of 2019 PCW, NYC, NCMF, LGA, OSEC (BLGD, BLGS, NBOO, OPDS, All PMOs, ROs) b Conduct a large-scale IEC campaign on Gender Equality, Disability, and Social Inclusion (GEDSI) in areas such as schools, workplaces, LGUs, and social media OSEC (BLGD), PCW, NYC, NCMF • Intensify collaboration efforts with various agencies for the effective implementation of the Safe Spaces Act PCW b Step up measures to uplift the living conditions of Muslim communities through the implementation of its Development and Reform Agenda or Vision 2040 NCMF c Ensure that all commitments in the PYDP and the Local Youth Development Plan (LYDP) will be carried out NYC d Continue mobilizing the Sangguniang Kabataan and other youth organizations for various advocacies and develop programs that will intensify efforts that will address social issues NYC Organizational Outcome 5: Highly Trusted Department And Partner Strategic Goal 1: Cultivate a culture of accountability and professionalism and boost human resource welfare and morale Strategy 1: Enhance the competencies of officials and personnel to meet the evolving demands of clientele Sub-Strategies Lead* and Implementing Offices a Officials • Pursue development interventions for officials to effectively fulfill their roles and responsibilities as leaders of their respective offices/operating units LGA (for LG Sector), OSEC (AS), PNP, NAPOLCOM, BFP, BJMP, PPSC, LGA, NYC, NCMF, PCW b Uniformed Personnel • Scale-up education and training program for uniformed personnel of BFP, BJMP, PNP OSEC (AS), PPSC, NAPOLCOM, PNP, BFP, BJMP, • Expand and intensify local and international linkages and partnerships on the professionalization of uniformed personnel NAPOLCOM, PNP, BJMP, BFP, PPSC c Technical and Administrative Personnel • Prioritize upskilling of Local Government Operations Officers (LGOOs) to provide effective technical assistance to LGUs LGA • Pursue capacity building on relevant and emerging competencies (e.g. artificial intelligence, data sciences) OSEC (AS), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW *Lead Office - office/ agency in bold text

Annexes 110 Strategy 2: Advance employee welfare to improve overall well-being and job satisfaction Sub-Strategies Lead* and Implementing Offices a Implement policies, programs, and activities that promote work-life balance, health and wellness and advance personnel welfare OSEC (AS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW b Provide support for performing and law-abiding personnel who are facing lawsuits in the performance of their official functions/duties to motivate and sustain performance (both uniformed and non-uniformed) OSEC (LLLS, AS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW c Measure the level of satisfaction of employees with their jobs, their level of motivation, as well as, their satisfaction with learning and development interventions, scholarships, and wellness and welfare programs for the employees (Note: AS to develop a common tool for adoption of all agencies) OSEC (AS), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW Strategy 3: Strictly enforce policies, rules and regulations to uphold the highest standards of integrity and conduct among DILG officials and personnel Sub-Strategies Lead* and Implementing Offices a Strict adherence to CSC policies, rules and regulations OSEC (AS), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW b Strengthen internal disciplinary mechanisms for uniformed personnel NAPOLCOM (for PNP), PNP, BFP, and BJMP c Intensify efforts on integrity building for uniformed personnel NAPOLCOM, PNP, PPSC, BFP, BJMP d Integrate values formation in capacity development interventions (e.g. Integrity Management Program) OSEC (AS), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW e Ensure effective handling of cases, impartial investigation, and resolution of cases against erring uniformed personnel (PNP, BFP, BJMP) within the set timelines OSEC (LLLS), NAPOLCOM, PNP, BFP, BJMP f Utilize client satisfaction survey results to improve service delivery (Unified Client Satisfaction System) OSEC (FMS, PS, ROs), Strategy 4: Ensure the functionality and effectiveness of the Department’s organizational structure Sub-Strategies Lead* and Implementing Offices a Revisit and assess the relevance of existing functions, positions, and the structure of offices/operating units (e.g. ideal manpower requirements, compensation standards for specialized positions) OSEC (AS, FMS, ROs), PNP, NAPOLCOM, BFP, BJMP, PPSC, LGA, NYC, NCMF, PCW b Prepare Organizational Effectiveness proposal for submission to DBM OSEC (AS, FMS, ROs), PNP, NAPOLCOM, BFP, BJMP, PPSC, LGA, NYC, NCMF, PCW *Lead Office - office/ agency in bold text

111 DILG Strategic Plan 2023-2028 Strategy 5: Revisit/ Update qualifications and requirements for hiring and selection Sub-Strategies Lead* and Implementing Offices a Fast track the filling up of vacant positions with adherence to the principles of merit, competence, fitness, and equality (selection is open to all who are qualified, regardless of gender identity, civil status, disability, religion, ethnicity) OSEC (AS, ROs), PNP, NAPOLCOM, BFP, BJMP, PPSC, LGA, NYC, NCMF, PCW b Revisit/ Update the qualifications, competencies, and requirements for hiring and promotion to accelerate diversity in hiring skilled professionals in specialized fields (e.g. chemists, doctors, engineers, criminologists, IT professionals) OSEC (AS, ROs), PNP, NAPOLCOM, BFP, BJMP, PPSC, LGA, NYC, NCMF, PCW Strategy 6: Invest in modern facilities and quality supplies and equipment Sub-Strategies Lead* and Implementing Offices a Push for the construction of modern and resilient office buildings and facilities OSEC (AS, FMS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW b Procure adequate and quality supplies, equipment, and other logistical requirements to improve productivity and efficiency in operations OSEC (AS, FMS), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes Strategy 1: Strive toward information system and database interoperability, knowledge management and information exchange across the Department Sub-Strategies Lead* and Implementing Offices a Invest heavily in innovative solutions to improve systems and processes through the use of technology and other strategies OSEC (AS, ISTMS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW b Pursue interoperability of information systems and databases across all operating units and attached agencies OSEC (CO, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW c Utilize the Local Governance Resource Centers (LGRCs) for the conduct of knowledge sharing and fora, and sharing of best practices/innovations. OSEC (ISTMS, AS), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW d Pursue knowledge management and information sharing across all operating units and attached agencies (e.g. LGRCs, Knowledge Sharing Forum, sharing of best practices/ innovations OSEC (CO, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW *Lead Office - office/ agency in bold text

Annexes 112 Strategy 2: Increase research and development (R&D) activities Sub-Strategies Lead* and Implementing Offices a Creation/ upgrading of R&D units OSEC (CO & ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW b Promote the utilization of data for management decisions (data management/data science) OSEC (ISTMS, CO & RO), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW Strategy 3: Develop, enhance and harmonize the Department’ various systems and processes Sub-Strategies Lead* and Implementing Offices a Adopt digital governance (e.g., digitalization of frontline services, systems and processes) OSEC (ISTMS, AS, FMS, LLLS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW b Institutionalize measures to maintain and secure critical information infrastructure, databases and information systems OSEC (ISTMS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW c Revisit, streamline, and harmonize various systems and processes which include the following: • Performance and Incentives and Rewards Systems such as Strategic Performance Management System (SPMS), Program on Awards and Incentives for Service Excellence (PRAISE), Performance-based Bonus (PBB), Capacity Development Awards for Catalysts of Excellence (CapDev ACE) • Management systems and processes such as in finance, administrative, human resource, procurement, results-based planning, monitoring and evaluation, legal, audit, information systems, public affairs and communications, and Quality Management Systems • DILG Management coordinating mechanisms (e.g. DILG Management Committee and Regional Management Coordinating Committee) OSEC (PS, AS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW OSEC (AS, PS, FMS, PACS, ISTMS, LLLS, IAS ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW OSEC (AS, PS, ROs) Strategy 4: Implement mechanisms to ensure the efficient and prudent utilization of funds Sub-Strategies Lead* and Implementing Offices a Ensure timely compliance with financial and procurement policies and standards and other mechanisms to ensure efficient and prudent utilization of funds • Compliance with finance-related requirements (e.g. liquidation, COA AOM, financial reports) • Compliance with procurement-related requirements (e.g. APPnon CSE, EPA, APP-CSE, APCPI, Updating of PhilGEPS Posting) OSEC (FMS, AS, ROs), LGA, PNP, NAPOLCOM, BFP, BJMP, PPSC, NYC, NCMF, PCW *Lead Office - office/ agency in bold text

113 DILG Strategic Plan 2023-2028 Annex C: List of Acronyms ACG ADAC AFP AI AOM APCPI APP CSE APP Non-CSE AS ASEAN ASEANAPOL BARMM BCP BIDA BIN BFP BJMP BLGD BLGS BOM BPAT BuB CapDev CapDev ACE CBDR CBDRRM CBRNE CCE CCTV CDP CDRA CGLG CHED CIDMS CII CIRAS CMGP CLGOO COA CO CODIX COVID-19 CSC CSE — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — Anti-Cybercrime Group Anti-Drug Abuse Council Armed Forces of the Philippines Artificial Intelligence Audit Observation Memorandum Agency Procurement Compliance and Performance Indicators Annual Procurement Plan for Common-Use Supplies and Equipment Annual Procurement Plan for Non-Common-Use Supplies and Equipment Administrative Service Association of Southeast Asian Nations ASEAN Chiefs of National Police Bangsamoro Autonomous Region in Muslim Mindanao Business Continuity Plan Buhay Ingatan, Droga’y Ayawan Barangay Information/Intelligence Network Bureau of Fire Protection Bureau of Jail Management and Penology Bureau of Local Government Development Bureau of Local Government Supervision Building Operations Maintenance Barangay Peacekeeping Action Team Bottom-up Budgetting Capacity Development Capacity Development Awards for Catalysts of Excellence Community-Based Drug Rehabilitation Community-Based Disaster Risk Reduction and Management Chemical, Biological, Radioactive, Nuclear and Explosive Crime Clearance Efficiency Close Circuit Television Comprehensive Development Plan Climate and Disaster Risk Assessment Council of Good Local Governance Commission on Higher Education Case Information Database Management System Critical Information Infrastructure Crime Information, Reporting, and Analysis System Conditional Matching Grant to Provinces City Local Government Operations Officer Commission on Audit Central Office Central Office Disaster Information Coordinating Center Coronavirus Disease 2019 Civil Service Commision Crime Solution Efficiency

Annexes 114 CSIS CSMP CSO CSO-PPPP CTG DA DATRC DBM DDB DepEd DICT DILG DOF DOH DOJ DOST DOT DPWH DRMIS DRR-CCA DRRM DRRMC DRRMO DTP E911 ECLIP EGSD EO70 EODB EPA FBO FDP FLD FMS FR FVE GAD GIDAs GEDSI GEWE HAZMAT HRAO HUC HVI IAIAD ICAD — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — Citizen Satisfaction Index Survey Cyber Security Management Policy Civil Society Organization Civil Society Organization-People Participation and Partnership Program Communist Terrorist Groups Department of Agriculture Drug Abuse Treatment and Rehabilitation Center Department of Budget and Management Dangerous Drugs Board Department of Education Department of Information and Communications Technology Department of the Interior and Local Government Department of Finance Department of Health Department of Justice Department of Science and Technology Department of Tourism Department of Public Works and Highways Disaster Risk Management and Institutional Strengthening Disaster Risk Reduction and Climate Change Adaptation Disaster Risk Reduction and Management Disaster Risk Reduction and Management Council Disaster Risk Reduction and Management Office Devolution Transition Plan Emergency 911 Enhanced Comprehensive Local Integration Program Efficient Government Service Delivery Executive Order 70 Ease of Doing Business Early Procurement Activities Faith Based Organization Full Disclosure Policy Foreign Liaison Division Financial Management Service Former Rebel Former Violent Extremist Gender and Development Geographically Isolated and Disadvantaged Areas Gender Equality, Diversity, and Social Inclusion Gender Equality and Women’s Empowerment Hazardous Material Human Rights Affairs Office Highly Urbanized City High-Value Individuals Inter-Agency and International Affairs Division Inter-Agency Committee on Anti-Illegal Durgs

115 DILG Strategic Plan 2023-2028 ICC ICS ICT IMF IMS INDOMALPHI INTERPOL INTELEX ISO ISSP ISTMS IT JAPIC JPSCC JSCC KP LCE LDRRMO LEA LG LGC LGA LGOO LGRC LGSF LGSF-AM LGSF-DRRAP LGU LLLS LOI LRI LYDP M&E MCC MDB-SEB MLGOO MOU NAPOLCOM NBOO NCCA NCMF NDRRMC NEDA NGA NGIS — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — Independent Component Cities Incident Command System Information and Communication Technology International Monetary Fund Incident Management System Indonesia- Malaysia- Philippines International Criminal Police Organization Intelligence Exchange Exercises International Security Operations Information System Strategic Plan Information Systems and Technology Management Service Information Technology Joint AFP-PNP Intelligence Committee Joint Peace and Security Coordinating Center Justice Sector Coordinating Council Katarungang Pambarangay Local Chief Executive Local Disaster Risk Reduction and Management Office Law Enforcement Agency Local Government Local Government Code Local Government Academy Local Government Operations Officer Local Government Resource Center Local Government Support Fund Local Government Support Fund - Assistance to Municipalities Local Government Support Fund - Disaster Rehabilitation and Reconstruction Assistance Program Local Government Unit Legal and Legislative Liaison Service Letter of Instruction Local Resource Institute Local Youth Development Plan Monitoring and Evaluation Muslim Consultative Council Mutual Defense Board Security Engagement Board Municipal Local Government Operations Officer Memorandum of Understanding National Police Commission National Barangay Operations Office National Commission on Culture and Arts National Commission on Muslim Filipinos National Disaster Risk-Reduction and Management Council National Economic and Development Authority National Government Agency Next Generation Investigation Solutions

Annexes 116 NG NHQ NPCS NPOC NSC NTA NTF-ELCAC NYC ODA OP OPB OPDS OSAEC OSEC OUSMASC OUSPO OUSPS PACS PADS PAGASA PBB PCF PCM PCO PCW PDEA PDMU PDL PDP PFM PGM PhilGEPS PHIVOLCS PIDS PMO PNA PNP PNPA PO POC POPS PPP PPSC PRAISE PSCP PS — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — National Government National Headquarters National Police Clearance System National Peace and Order Council National Security Council National Tax Allotment National Task Force to End Local Communist Armed Conflict National Youth Commission Official Development Assistance Office of the President Operations Plan and Budget Office of Project Development Services Online Sexual Abuse or Exploitation of Children Office of the Secretary Office of the Undersecretary for Mindanao Affairs and Special Concerns Office of the Undersecretary for Peace and Order Office of the Undersecretary for Public Safety Public Affairs and Communication Service Philippine Anti-Illegal Drug Strategy Philippine Atmospheric, Geophysical and Astronomical Services Administration Performance-Based Bonus Performance Challenge Fund Province, City, Municipality Presidential Communications Office Philippine Commission on Women Philippine Drug Enforcement Agency Project Development Monitoring Unit Person Deprived of Liberty Philippine Development Plan Public Financial Management Participatory Governance Metrics Philippine Government Electronic Procurement System Philippine Institute of Volcanology and Seismology Philippine Institute of Development Studies Project Management Office Philippine News Agency Philippine National Police Philippine National Police Academy People’s Organization Peace and Order Council Peace and Order and Public Safety Public-Private-Partnership Philippine Public Safety College Program on Awards and Incentives for Service Excellence Public Service Continuity Plan Planning Service

117 DILG Strategic Plan 2023-2028 PSA PWUD R&D RAPID RCSP RCTISW RDC RMCC RO RPOC SDGs SEPDR-HANDA SGLG SGLG-IF SK SLGP SLI SPMS TF-DTEAP TIP UMP UNDRR UNPOC VAW — — — — — — — — — — — — — — — — — — — — — — — — Philippine Statistics Authority Person Who Use Drugs Research and Development Resilience and Preparedness towards Inclusive Development Retooled Community Support Program Regional Counter Terrorism Information Sharing Workshop Regional Development Council Regional Management Coordination Committee Regional Office Regional Peace and Order Council Sustainable Development Goals Support to Environmental Protection and Disaster Resiliency - Harmonizing Actions in Local Planning for Disaster and Climate Adaptation Seal of Good Local Governance Seal of Good Local Governance Incentive Fund Sangguniang Kabataan Support for the Local Governance Program Street Level Individuals Strategic Performance Management System Touch of Life-Disaster Training and Equipment Assistance Project Trafficking in Persons Unified Mapping Project United Nations Office for Disaster Risk Reduction United Nations Peacekeeping Operations Center Violence Against Women

Annexes 118 Annex D: References Asian Disaster Reduction Center (ADRC) (2018). Information on Disaster Risk Reduction of the Member Countries: Philippines. Retrieved from https://www.adrc.asia/nationinformation. php?NationCode=608&Lang=en#:~:text=Located%20along%20the%20typhoon%20 belt,frequent%20earthquakes%20and%20volcanic%20eruptions Caliwan, C. (2023, July 25). PBBM Accepts Resignation of 18 Senior Police Officials. Philippine News Agency. Retrieved from https://www.pna.gov.ph/articles/1206357 Casayuran, M. (2022, November 27). Bato: Law enforcement sector has strong opposition to decriminalizing drug use. Manila Bulletin. Retrieved from https://mb.com.ph/2022/11/26/bato-law-enforcementsector-has-strong-opposition-to-decriminalizing-drug-use Cervantes, F. (2023, April 12). Marcos, Duterte maintain high approval, trust ratings: Pulse Asia. Philippine News Agency. Retrieved from https://www.pna.gov.ph/articles/1199258 De la Cruz, J. N. (2023, September 8). Rep. Yamsuan issues call to reverse deterioration of penal institutions. Business Mirror. Retrieved from https://businessmirror.com.ph/2023/09/08/rep-yamsuan-issuescall-to-reverse-deterioration-of-penal-institutions/ Department of Finance - Bureau of Local Government Finance (BLGF) (2021). Matrix of Annual Regular Income and Dependencies by LGU. Department of Science and Technology (2019). DOST-PHIVOLCS Urges Public to Prepare for “The Big One”. Retrieved from https://www.phivolcs.dost.gov.ph/index.php/news/8542-dost-phvolcs-urges-publicawareness-to-prepare-for-the-big-one Department of Science and Technology- Food and Nutrition Research Institute. (2021). Expanded National Nutrition Survey. Retrieved from https://nnc.gov.ph/phocadownloadpap/userupload/Rocaragawebpub1/2021-ENNS-National-Results-Dissemination.pdf De Vera-Ruiz, E. (2023, February 8). Crime victimization, public safety fears on the rise — SWS. Manila Bulletin. Retrieved from https://mb.com.ph/2023/02/07/crime-victimization-public-safety-fears-on-the-risesws-survey/ Fernandez, D. (2022, November 24). Decriminalize drug use? Yes, please, says dela Rosa. Inquirer.net. Retrieved from https://newsinfo.inquirer.net/1697396/fwd-dela-rosa-wants-decriminalization-ofillegal-drug-use Franziska A., B. S. (2022). Focus: Digitalization. World Risk Report 2022, 75. Gallup (2022). 2022 Global Law and Order. Retrieved from https://www.gallup.com/analytics/356963/gallupglobal-law-and-order-report.aspx Institute for Economics & Peace (2023). Global Terrorism Index 2023: Measuring the Impact of Terrorism, Sydney, March 2023. Retrieved from http://visionofhumanity.org/resources Inquirer (2022, August 24). BJMP: 740 inmates evacuated due to ‘Florita’. Retrieved from https://newsinfo. inquirer.net/1652603/bjmp-740-inmates-evacuated-due-to-florita International Monetary Fund (2023, April 13). Asia Likely to See Dynamic Economic Growth, but With Policy Challenges. Retrieved from https://www.imf.org/en/Blogs/Articles/2023/04/13/asia-likely-to-seedynamic-economic-growth-but-with-policy-challenges National Disaster Risk Reduction and Management Council (2023a). Situational Report for Magnitude 7.0 Earthquake in Tayum, Abra. Retrieved from https://monitoring-dashboard.ndrrmc.gov.ph/page/ situation/situational-report-for-magnitude-70-earthquake-in-tayum-abra-2022

119 DILG Strategic Plan 2023-2028 National Disaster Risk Reduction and Management Council (2023b). Situational Report for Magnitude 6.4 Earthquake in Lagayan, Abra. Retrieved from https://monitoring-dashboard.ndrrmc.gov.ph/page/ situation/situational-report-for-magnitude-64-earthquake-in-lagayan-abra-2022 National Disaster Risk Reduction and Management Council (2023). Effects of Oil Spill in CALABARZON, MIMAROPA, and Region VI. Retrieved from https://monitoring-dashboard.ndrrmc.gov.ph/page/ situation/effects-of-oil-spill-in-calabarzon-mimaropa-and-region-vi National Economic and Development Authority (2023). Philippine Development Plan 2023-2028. Retrieved from https://pdp. Retrieved from neda.gov.ph/philippine-development-plan-2023-2028/ Office of the Presidential Adviser on Peace, Reconciliation, and Unity (2022). OPAPRU welcomes PH’s improved ranking in Global Peace Index 2022; PH one of 5 countries with ‘largest improvements’ worldwide. Retrieved from https://peace.gov.ph/2022/06/opapru-welcomes-phs-improved-rankingin-global-peace-index-2022-ph-one-of-5-countries-with-largest-improvements-worldwide/ Philippine Institute for Development Studies (2022, August 4). The Mandanas Ruling and Prospects for NTAdependent LGUs. Retrieved from https://serp-p.pids.gov.ph/event/public/view?slug=the-mandanasruling-and-prospects-for-nta-dependent-lgus Philippine Institute for Development Studies (2017). Inequality of Opportunities Among Ethnic Groups in the Philippines. Retrieved from https://pidswebs.pids.gov.ph/CDN/PUBLICATIONS/pidsdps1742.pdf Philippine Statistics Authority (2023a). National Accounts of the Philippines. Retrieved from https://psa.gov. ph/statistics/national-accounts Philippine Statistics Authority (2023b). Employment Rate in June 2023 was Estimated at 95.5 Percent. Retrieved from https://www.psa.gov.ph/content/employment-rate-june-2023-was-estimated-955- percent Philippine Statistics Authority (2023, March 24). Poverty Statistics: Highlights of the 2021 Full Year Official Poverty Statistics Among the Basic Sector in the Philippines. Retrieved from https://psa.gov.ph/ statistics/poverty Philippine Statistics Authority (2022). Damages Due to Natural Extreme Events and Disasters Amounted to Php.463 Billion. Retrieved from https://psa.gov.ph/sites/default/files/attachments/ird/ specialrelease/2.%20Signed%20Press%20Release%20-%20Component%204.pdf Philippine Statistics Authority (2020). Age and Sex Distribution in the Philippine Population (2020 Census of Population and Housing). Retrieved from https://psa.gov.ph/content/age-and-sex-distributionphilippine-population-2020-census-population-and-housing Presidential Communications Office (2023, March 22). PBBM urges Army to be vigilant amid external security threats; promises continued AFP modernization. Retrieved from https://pco.gov.ph/news_ releases/pbbm-urges-army-to-be-vigilant-amid-external-security-threats-promises-continued-afpmodernization/ Presidential Communications Office (2023, May 19). PBBM: new EO on Mandanas ruling to strengthen coordination, partnership between national, local government will be out by year-end. Retrieved from https://pco.gov.ph/news_releases/pbbm-new-eo-on-mandanas-ruling-to-strengthen-coordinationpartnership-between-national-local-government-will-be-out-by-year-end/ Puente, B. (2023, April 25). ANTI-INSURGENCY | AFP turning over internal security operations to PNP still being discussed. Retrieved from News 5 https://news.tv5.com.ph/breaking/read/anti-insurgencyafp-turning-over-internal-security-operations-to-pnp-still-being-discussed Romero, Alexis. (2022, November 9). ‘Remember Yolanda’s uncounted dead’. PhilStar. Retrieved from https:// www.philstar.com/headlines/2022/11/09/2222455/remember-yolandas-uncounted-dead Santiago, C. (2008). Gender Profile of the Philippines. PHILIPPINES: Country Gender Profile, 79.

Annexes 120 Srinivasan, K., & Scott, A. (2023, April 13). Economic Growth: Asia Likely to See Dynamic Economic Growth, but with Policy Challenges. Retrieved from https://www.imf.org/en/Blogs/Articles/2023/04/13/asialikely-to-see-dynamic-economic-growth-but-with-policy-challenges The World Bank (2023, March 7). Towards a Comprehensive Disaster Risk Management System for the Philippines. Retrieved from https://www.worldbank.org/en/country/philippines/brief/towardsa-comprehensive-disaster-risk-management-system-for-the-philippines#:~:text=The%20 Philippines%20is%20one%20of,pandemics%20are%20exacerbating%20those%20risks. United Nations (2023). World Social Report 2023: Leaving No One Behind in an Ageing World. Retrieved from https://social.desa.un.org/sites/default/files/publications/2023-02/WorldSocialReport2023.pdf United Nations Office for Disaster Risk Reduction. (2023). Disaster Risk and the 2030 Agenda for Sustainable Development. United Nations Office for Disaster Risk Reduction. United Nations Office of the Special Representative of the Secretary-General for Children and Armed Conflict (2023). Retrieved from https://childrenandarmedconflict.un.org/where-we-work/philippines/ World Economic Forum (2023, March 7). This is why ‘polycrisis’ is a useful way of looking at the world right now. Retrieved from https://www.weforum.org/agenda/2023/03/polycrisis-adam-tooze-historianexplains/ World Economic Forum (2023). Global Gender Gap Report. Retrieved from https://www3.weforum.org/docs/ WEF_GGGR_2023.pdf World Health Organization (2023, May 5). Statement on the fifteenth meeting of the IHR (2005) Emergency Committee on the COVID-19 pandemic. Retrieved from https://www.who.int/news/item/05-05-2023- statement-on-the-fifteenth-meeting-of-the-international-health-regulations-(2005)-emergencycommittee-regarding-the-coronavirus-disease-(covid-19)-pandemic World Meteorological Organization (2023). Earth had hottest three-month period on record, with unprecedented sea surface temperatures and much extreme weather. Retrieved from https://public. wmo.int/en/media/press-release/earth-had-hottest-three-month-period-record-unprecedentedsea-surface#:~:text=A%20report%20in%20May%20from,one%20of%20the%20five%20years

121 DILG Strategic Plan 2023-2028 Annex E: Acknowledgements The DILG wishes to acknowledge the following officials and individuals for their support and contributions to the crafting of the DILG Strategic Plan. Office of the Secretary ATTY. BENJAMIN C. ABALOS, JR. Secretary ATTY. KEVIN R. CARPESO Head Executive Assistant Undersecretaries MARLO L. IRINGAN, CESO III Undersecretary for Local Government OSCAR F. VALENZUELA Undersecretary for Peace and Order ATTY. LORD A. VILLANUEVA Undersecretary for Operations ATTY. MARGARITA N. GUTIERREZ Undersecretary for Plans and Programs ATTY. ALFREDO F. BAYAN Undersecretary for Mindanao Affairs and Special Concerns ATTY. JUAN VICTOR R. LLAMAS Undersecretary for External, Legal and Legislative Affairs SERAFIN P. BARRETTO JR., CESO IV Undersecretary for Public Safety FELICITO A. VALMOCINA Undersecretary for Barangay Affairs ATTY. ODILON L. PASARABA,CESO III Undersecretary for Project Development Management Assistant Secretaries FRANCISCO R. CRUZ, CESO III, MMG Assistant Secretary for Plans and Programs ESTER A. ALDANA, CESO II Assistant Secretary for Administration, Finance and Comptrollership FLORIDA M. DIJAN, CESO III Assistant Secretary for Human Resource Development LILIAN M. DE LEON Assistant Secretary for International Relations ROLANDO C. PUNO Assistant Secretary for Communications and External Affairs ATTY. ROMEO P. BENITEZ Assistant Secretary for Legal and Legislative Affairs FLORENCIO M. BERNABE JR. Assistant Secretary for Public Safety ELIZABETH N. LOPEZ DE LEON Assistant Secretary for Community Participation JUABILLY P. RACHO Assistant Secretary for Peace and Order DILG OFFICIALS

Annexes 122 Heads of Attached Agencies ATTY. ALBERTO A BERNARDO Vice Chairperson and Executive Officer National Police Commission (NAPOLCOM) PGEN BENJAMIN C ACORDA JR Chief, Philippine National Police (PNP) FDIR LOUIE S PURACAN Chief, Bureau of Fire Protection (BFP) JDIR RUEL S RIVERA, DSC Chief, Bureau of Jail Management and Penology (BJMP) PBGEN FERDINANDO G SEVILLA, (Ret) MPSA President, Philippine Public Safety College (PPSC) THELMA T. VECINA Executive Director, Local Government Academy (LGA) ATTY. KRISTINE ROSARY E. YUZON-CHAVES Executive Director, Philippine Commission on Women (PCW) USEC. RONALD GIAN CARLO CARDEMA Chairperson and Chief Executive Officer, National Youth Commission (NYC) ATTY. GUILING A. MAMONDIONG Secretary, National Commission on Muslim Filipinos (NCMF) DILG Core Planning Group Members of the Core Planning Group • DIR. ALFONSO MARALLI, JR., OPDS • DIR. DEBIE T. TORRES, BLGS • CHERYL T. NAVARRO, NBOO • CHARLES ANTHONY C. VEGA, BLGS • ANNA VICTORIA QUIBOT, BLGD • PAUL IRINEO B. MONTANO, OPDS • ELBERT G. HIBIONADA, OPDS • KRISTINA B. LABORTE, AS • CATHERINE S. MANLANGIT-DASIGAN, FMS • ATTY. GINA V. WENCESLAO, LLLS • NESREEN A. HADJIRASID, PACS • ATTY. BENJAMIN J. ZABALA, JR., IAS • NIKKO D. MADRELIJOS, ISTMS • ROBIN E. LIM, CODIX • JAMES NIGEL C. PANGANIBAN, SLGP • JAN CHAEL L. PON-AN, OASPP • MARIA ELIZABETH Y. PEREZ, OASPP • GLENN Q. MIRANDA, SLGP • RENELYN G. DE CLARO, PS • MARIA VIRNA V. STA. MINA, PS • ROWENA T. TALIPING, PS • ARMIDA B. PARAÑAL, PS • HANNAH P. ABAD, PS • KATHLEEN JOY A. GABAON, PS • JAN FREDERICK LAWRENCE M. ONGKINGCO, PS • LEILANI M. LINDO , PS • DYLEN A. ECHANES , PS Managing Officials ASSISTANT SECRETARY FRANCISCO R. CRUZ, CESO III, MMG DIRECTOR VIVIAN P. SUANSING Office of the Secretary - Central Office (OSEC-CO)

123 DILG Strategic Plan 2023-2028 • DIRECTOR MYRNA DE PERSIA-MEDINA • EVANGELINE R. ALMIRANTE • ROMMEL I. CAPARAS • DONNA CAPARAS • MA. DELIA D. DELA ROSA • MA. RITA R. POLCA National Police Commission (NAPOLCOM) • PBGEN DEXTER G RELLORA • PCOL DWIGHT D MONATO • PCOL PRIMITIVO C BAYONGAN, JR • PCOL MARY GRACE R MADAYAG • PLTCOL LUISITO R NEVADO • PLTCOL BENJAMIN D BALAIS • PLTCOL GLENDA ARCILLA-LIM • PMAJ CONRALUZ G TANG • NUP JENNIFER ROSE S RAMOS Philippine National Police (PNP) • CSUPT JESUS P FERNANDEZ • CSUPT NAHUM BARBA TARROZA • GEOFFREY A. AGCAMBOT • LOIDA F. GERONIMO Bureau of Fire Protection (BFP) • JSSUPT ANALIZA P BIDES • JSSUPT RANDEL H LATOZA • JCSUPT AMADO A CONCEPCION JR • ARNEL V. CAJIGAL • JO1 RONA SUYU Bureau of Jail Management and Penology (BJMP) • EMELIE R. REGADO • MARIA LEONORA G. TUIBEO • CORRENE S. BUENA • CHRISTINE JOYCE G. PEREZ Philippine Public Safety College (PPSC) • ASST. DIR. ESMERALDA DAPHNE N. PURNELL • LEAH MARIE C. SANCHEZ Local Government Academy (LGA) • ALETHEA CEDO, Region I • IVE BAJA SALUDEZ, Region II • ARD JAY E. TIMBREZA, Region III • MONETTE S. LANDICHO, CALABARZON Region • GERMAN F. YAP, MIMAROPA Region • RAYMOND GERARD E. DE ASIS, NCR • ZOTICO GERSON A. VILLANUEVA, JR., CAR • LEANDRO S. GIGANTOCA, Region V • MARIA JENICA D. VILLABETO, Region VI • IAN KENNETH B. LUCERO, Region VII • ARD ATTY. DARWIN N. BIBAR, Region VIII • GRACE M. ECHINIQUE, Region IX • ARD YVETTE TOLENTINO SUNGA, Region X • MARIA RUBY BUSTALEÑO BATINGAL, Region XI • IAN JON S. CLEMENTE, Region XII • JASON RYAN R. LAM, CARAGA Region Office of the Secretary - Regional Offices (OSEC-ROs)

Annexes 124 • DIR. HAIDEE AMPATUAN • BAI DONESSA MAE UTTO • PUTRIEJAH BAI MAMALO National Commission on Muslim Filipinos (NCMF) • MARICAR D. VILLALUNA • RHODORA A. CASAS • RAMIL P. SANTOS Philippine Commission on Women (PCW) • JENIVIE ANNE RAMIREZ-SALMO • CONRADO RIGOR, JR. • ROWELL B. VELONZA • SARAH JEAN B. GRUTAS • TEODOLFO BONITEZ National Youth Commission (NYC) Audiovisual Production Team • RENELYN G. DE CLARO • MARIA VIRNA STA. MINA • HANNAH P. ABAD • ANNABELLE TELAN • LIBERTY L. DELA CRUZ • JAN FREDERICK LAWRENCE M. ONGKINGCO • JOSEPH LORENZ B. ROYO • CHOLLIM T. VOCAL • ARA MAE R. SAMIA • GENESIS L. LAQUEO • ROSITA P. ALBAO DILG Planning Service (PS) • NOEL DAYANG • CORNELIO SAGDULLAS • JORGE GERONIMO DILG Public Affairs and Communications Service (PACS) • PSMS JANICE C ARENAS • NUP LEONITO C. NAVALES • CIV ARNOLD C DOCTORA • PMSG JULIE JAY A ECLEO • PMSG JOEAN PAUL R DE GUZMAN • PCMS ERIC P SANTOS Philippine National Police • PMAJ ANTHONY FRANCES RAMOS, PNP • JINSP JAMES LAWRENCE GONZALES, BJMP • SUPT ANNALEE ATIENZA, BFP • MARIA LEONOR TUIBEO, PPSC • RAMON YPIL, NAPOLCOM • LEAH MARIE SANCHEZ, LGA • CAMILLE H. BELDA, PCW • DIR. HAIDEE AMPATUAN, NCMF • KEVIN ARNAN SANCHEZ, NYC • JOSEPH LORENZ B. ROYO, OSEC Representatives of the DILG and Attached Agencies

125 DILG Strategic Plan 2023-2028 Special Thanks Experts from the DILG Roundtable Discussions Session 1: The Future of Public Safety and Disaster Risk Reduction and Response in the Philippines KRISTOFFER B. BERSE, PHD Dean, National College of Public Administration and Governance (NCPAG) University of the Philippines-Diliman Moderator • RICHARD L. VILLACORTE Program Manager II Support for the Local Governance - Project Management Office (SLGP-PMO) • ATTY. ENGELBERT C. CARONAN, JR. President and Chief Executive Officer • MAGDALENA L. MENDOZA Senior Vice President for Programs • IMELDA C. CALUEN Vice President and Managing Director • ALVIN P. PRINCIPE Director, Operations Management Office (OMO) Development Academy of the Philippines (DAP) • GLENN Q. MIRANDA Program Manager I • MERRIAM P. DY Project Coordinator • JOY ANN E. DUMLAO • QUEEN YOLANDA S. TORRES • GLENJOY M. NATE • JESSE M. MENDOZA • LESLIE L. RAMOS • MARIZ P. POTESTADES SERAFIN BARRETTO JR. Undersecretary for Public Safety DILG GUILLERMO LUZ Chief Resilience Officer Philippine Disaster Resilience Foundation HON. ALFRED ROMUALDEZ Mayor Tacloban City ALFREDO MAHAR FRANCISCO A. LAGMAY Director for Institution Building UP Resilient Institute University of the Philippines Resource Persons/ Experts RENATO SOLIDUM, JR., PHD Secretary Department of Science and Technology SUPT JOEL KARLO R. BLANDO Chief, Fire Suppression Operation Division BFP PCOL DWIGHT D. MONATO Chief, Operation and Management Division PNP CESAR M. IDIO, CESE Director, Operations Service Office of Civil Defense RACHELLE ANNE L. MIRANDA Project Development Officer IV Department of Science and Technology

Annexes 126 Session 2: The Future of Policing, Law Enforcement, and Penology in the Philippines ARIES A. ARUGAY, PHD Chairperson, Department of Political Science University of the Philippines – Diliman Moderator USEC. OSCAR F. VALENZUELA Undersecretary for Peace and Order DILG PBGEN VERT T. CHAVEZ (RET) Vice President for Academics PPSC COL JACOB THADDEUS M. OBLIGADO (INF) PA Chief of Staff to the Officer in Charge Department of National Defense LTC ROLAND JAVINES ONG INF (GSC) PA (R), MNSA Territory Manager and Solutions Consultant Federal/Government and Service Providers, FireEye Inc. (Asia-Pacific Operations) Resource Persons/ Experts JCSUPT AMADO A. CONCEPCION JR. Chief, Director for Program Development BJMP RAYMUND NARAG, PHD Associate Professor Southern Illinois University Carbondale, USA FRANCISCO J. LARA, JR., PHD Retired Full Professor, College of Social Science and Philosophy University of the Philippines – Diliman ALFRED DALIZON Reporter People’s Journal PBGEN DEXTER G. RELLORA Deputy Director, Directorate for Plans PNP Session 3: The Future of Local Governance in the Philippines CZARINA MEDINA-GUCE Governance Expert Moderator USEC. MARLO L. IRINGAN Undersecretary for Local Government DILG ATTY. JUAN VICTOR R. LLAMAS Undersecretary for External, Legal, and Legislative Affairs, DILG USEC. JOSEPH J. CAPUNO Undersecretary, Investment Programming Group, NEDA HON. DAKILA CARLO E. CUA Governor, Quirino Province National President, Union of Local Authorities of the Philippines National Chairman, League of Provinces of the Philippines Resource Persons/ Experts ASEC. ESTER A. ALDANA Assistant Secretary for Administration, Finance and Comptrollership DILG ASEC. FRANCISCO R. CRUZ Assistant Secretary for Plans and Programs DILG LEAH TALDE VILLALON Executive Director and COO NYC ALEX B. BRILLANTES, JR., PHD Professor Emeritus, National College for Public Administration and Governance University of the Philippines – Diliman

127 DILG Strategic Plan 2023-2028 • RENELYN G. DE CLARO • MARIA VIRNA V. STA. MINA • HANNAH P. ABAD • JAN FREDERICK LAWRENCE M. ONGKINGCO • JOSEPH LORENZ B. ROYO • JAN CHAEL L. PON-AN Writers Strategic Plan Editorial Team • JOSEPH LORENZ B. ROYO (Full Version) Layout and Graphics • JAN FREDERICK LAWRENCE M. ONGKINGCO (Abridged Version)