Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 38 Strategy 4: Strengthen security, response to threats, and resilience of the Philippine cyberspace to combat cybercrime Rapid technological improvements bring benefits, but they may also lead to an increase in cybercrimes such as cyberattacks, cyberterrorism, hacking, identity and intellectual property theft, online fraud, phishing, and illegal online gambling (i.e., e-sabong). To keep up with these advancements, the PNP shall strengthen the capability of its units that are dealing with cybersecurity such as the Information Technology Management Service, the AntiCybercrime Group, and the Cybersecurity Division of the Directorate for Information and Communication Management, specifically by implementing the following: • Full implementation of the PNP Secured, Mobile, AI-Driven, RealTime (SMART) Policing through the approval of its Information System Strategic Plan (ISSP) • Increase the percentage of personnel with Digital Forensic Training certification • Increase the percentage of Certified Cybersecurity Professionals personnel • Increase the percentage of Digital Forensic Equipment requirement fillup It shall also pursue the following policy agenda: • Cyber Security Management Policy (CSMP) • Capacitating local investigators on cyber-enabled crimes To strengthen critical information infrastructure (CII), and assure the interoperability of security agencies in tracking and monitoring online activities of criminal elements, terrorist organizations, and illegal drug traders, the PNP will also forge stronger partnerships with local and international partners. To ensure intelligence fusion with other law enforcement agencies, the PNP shall maintain the conduct of intelligence exchange exercises, joint simulation exercises, and joint operations, as well as active participation in various coordination mechanisms and platforms such as the Joint AFP-PNP Intelligence Committee (JAPIC) and the Joint Peace and Security Coordinating Center (JPSCC). On the other hand, the BJMP will set up an ICT-driven system that will identify and prevent PDL transactions on any illegal acts that may take place inside or outside of jails. Strategy 5: Deepen partnerships with local, national, and international partners to sustain collaboration on peace and order and public safety Regional and international partnerships will be strengthened to counter and prevent threats from terrorism, violent extremism, transnational crimes (e.g., trafficking in persons), illegal drugs, and other nontraditional security threats, including cybersecurity threats such as Online Sexual Abuse or Exploitation of Children (OSAEC) and other gender-based sexual harassment. To strengthen regional and international partnerships, the PNP, through the InterAgency and International Affairs Division (IAIAD) and the United Nations Peacekeeping Operations Center (UNPOC) of the Directorate for Plans and the Foreign Liaison Division (FLD) of the Directorate for Intelligence, will utilize the following platforms: • ASEAN Chiefs of National Police (ASEANAPOL)
39 DILG Strategic Plan 2023-2028 • International Criminal Police Organization (INTERPOL) • United Nations (Deployments/ Meetings/Training) • Indonesia- Malaysia- Philippines (INDOMALPHI) • Mutual Defense Board Security Engagement Board (MDB-SEB) • Regional Counter Terrorism Information Sharing Workshop (RCTISW) • Other Intelligence Exchange Exercises (INTELEX) The PNP will also pursue international agreements through the signing of memoranda of understanding (MOUs) and continue to participate in various international training and meetings. Additionally, it will keep sending Police Attachés to countries of strategic relevance. To identify, understand, and address the underlying causes of criminality such as poverty, inequality, and other social challenges, the agency will also expand the structures for collaboration and interactive partnerships with LGUs and other NGAs. To have a clear and accurate picture of the current political, environmental, sociocultural, technological, and legal factors that could affect the community's situation for peace and order and public safety, the PNP shall step up the conduct of area studies and environmental scanning in collaboration with the LGUs that will be used to develop the Local Peace and Order and Public Safety (POPS) Plans. Further, to increase peace and order and public safety sector efficiency and accountability, coordination procedures with other members of the pillars of justice such as the Department of Justice (DOJ) and the Judiciary, or collectively through the JSCC, will be improved. A particular focus will be on case backlogs that result in jail overcrowding. The following are some additional ways that the Department will improve and broaden police relationships with local governments and communities, as well as localize efforts to prevent, report, and resolve crime: • Police efforts that are more community- and service-focused • Strengthening local institutions such as the People's Law Enforcement Board (PLEB), Local ADACs, and POCs • Increasing collaborations with LGUs to aid in case development (e.g., barangay tanods for the preservation of crime scenes and the handling of evidence) • Enhancing extension and auxiliary services and community collaboration programs such as community volunteers and Barangay Peacekeeping Action Teams
Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 40 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 The BJMP will revisit and upgrade its standards to modernize and decongest jails. In particular, it will improve the structural standards and spacing of jails to take into account prevailing factors like population and resources. To expedite its decongestion efforts, it will also strengthen paralegal assistance for qualified PDL and streamline requirements for plea bargaining and probation procedures. The NCMF will also provide paralegal support for Muslim PDL in order to meet their specific needs. Furthermore, the Jail Bureau will promote and support the implementation of Republic Act No. 10389, also known as the Law on Recognizance or the act of releasing individuals in custody who cannot afford to pay bail or other fees. To help with the declogging of court cases and congestion in jails, the barangay justice system will be strengthened as an alternative dispute resolution mechanism through the Katarungang Pambarangay (KP). The Department's efforts to build more jails and acquire modern facilities will be accelerated by urging more local governments to donate lots in strategic locations for the construction of new jails, as well as for the maintenance and repair of dilapidated jails and facilities. Jail structures and facilities should also be resilient and climate-proof by being built in locations away from hazard zones and maintaining structural integrity in accordance with infrastructure/building requirements. To improve the BJMP's custodial capability, modern equipment and logistics will be procured such as prisoners' vans, firearms, handcuffs, and other duty gear. To identify additional solutions to the decongestion situation, the BJMP will conduct assessments and studies on potential alternative detention options. Strategy 2: Improve PDL welfare and safety The welfare and safety of PDL will be a top priority by ensuring that BJMP-manned jails are free from contraband to avoid drug abuse, violence, and the commission of further crimes. To improve the maintenance and operations of jails, the Bureau will also explore the possibility of semi-privatization and outsourcing of some jail services such as jail maintenance and the provision of healthcare services to PDL. By outsourcing such services, the BJMP will be able to focus on other functions to resolve urgent issues such as decongestion. The provision of nutritious food for PDL and the conduct of regular check-ups, laboratory services, and other medical and psychosocial interventions will also be prioritized, particularly for the vulnerable, including the elderly, immunocompromised, and pregnant women to improve their health and wellness. Furthermore, the BJMP will promote gender and cultural sensitivity in jails through interventions such as providing Halal food for Muslim PDL, separating men and women, providing prayer areas, designating rooms as breastfeeding stations for mothers with infants, and providing prenatal check-ups for pregnant women.
41 DILG Strategic Plan 2023-2028 Strategy 3: Intensify measures for effective rehabilitation and reintegration of PDL in the community The BJMP will ensure that PDL are prepared for their eventual reintegration into society by implementing rehabilitation programs that take a multi-disciplinary approach directed towards improving behaviors, skills, and mental health, and social functioning. They will also be provided with access to education and employment opportunities during and after their detention to encourage them to be productive members of the community. PDL who are due for release will be given access to halfway houses where they can spend their time in reintegration programs. The Jail Bureau will also actively engage and institutionalize partnerships and cooperation with NGAs, the private sector, LGUs, CSOs, and communities in monitoring and continuously supporting the PDL's social reintegration, including the provision of livelihood opportunities, managing risks of potential recidivists and repeat offenders, and attending to their particular concerns and needs. In addition, a mechanism should be put in place to remove the stigma of incarceration and preconceived views about PDL through community awareness and information drives and campaigns. Through this, prejudice will be reduced, particularly when looking for work or job possibilities. Strategy 4: Maximize the use of digital technology for interoperability and swift administration of justice Digital technologies will be leveraged to expedite processes in jails as well as decongestion activities. The BJMP will explore new technologies to expand current ICT breakthroughs like the e-Dalaw, which allows PDL to connect with family members and friends utilizing a digital platform, as well as channels and procedures to facilitate accessible legal counseling through online means. Together with the JSCC, the digitization of case management systems will be improved to support the country's reforms in the swift administration of justice. Information exchange and data sharing between and among justice sector organizations as well as other technological improvements, will be promoted to facilitate a harmonized, methodical, interoperable, and data-driven justice system.
Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 42 STRATEGIC GOAL 3: Improve the protection of communities from fires and response to emergencies Strategy 1: Support the modernization of the BFP to improve fire prevention, suppression, investigation, and emergency medical and rescue services The BFP will strengthen the capability of its personnel and speed up the acquisition of state-of-the-art fire prevention, suppression, investigation, and emergency medical and rescue service facilities, vehicles and equipment to facilitate the implementation of the BFP Modernization Program (Republic Act No. 11589). To prevent the occurrence of fires, the agency will strictly enforce laws and policies on fire safety and protection such as the Fire Code and the Building Code. In fire investigations, forensic science and other technologies will be utilized to ensure that the origin and cause of fire incidents are determined quickly. Likewise, the agency will build and upgrade its fire stations tailored to the needs of the local communities, as well as its logistics and equipment such as fire trucks, water tankers, fire hydrants, fire ladders, rubber boats, and ambulances, particularly in highrise structures and congested areas. The Department will also ensure that all cities and municipalities have firetrucks by the end of 2028. Standards for calculating the ratio of firetrucks to population and the ratio of fire stations to city/municipality will also be revisited to take into account pertinent data and factors including geography, daytime migration, density, and specific LGU vulnerabilities. The use of long-range fire alarm systems, modern fire trucks drones, and motorcycles to speed up response are some of the innovations that will be introduced, along with the formation of barangay fire brigades and the installation of fire hydrants in strategically important and densely populated areas. Part of the fire modernization program is the establishment of specialized fire protection services such as for high-rise building fires, forest fires, aircraft and airport fires, and chemical fires as well as disaster rescue services, and emergency medical services. As such, the BFP capabilities will be upscaled to include rescue operations during natural and human-induced disasters, and other emergencies such as the containment of hazardous materials (HAZMAT) and Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) materials. Strategy 2: Improve interoperability and monitoring mechanisms for more coordinated response during emergencies to save more lives The Department will invest in upgrading technology for faster relay and response to emergencies through the promotion of a smart city-like mechanism in the Emergency 911 Operation Center. This also includes the use of digital apps and artificial intelligence, the installation of closed-circuit television (CCTV), and the development of an online monitoring system to help in monitoring emergencies. To ensure vertical and horizontal coordination on the operation and deployment of personnel and assets, the CODIX, in collaboration with the Emergency 911 National Office, BFP, PNP, and other concerned agencies, will establish a DILG Operations Center for quick and more coordinated response during emergencies. Furthermore, the use of 911 as the nationwide Emergency Hotline Number will
43 DILG Strategic Plan 2023-2028 Strategy 3: Enhance partnerships with LGUs and the communities to improve public safety services The BFP will expand its collaboration with local governments to improve fire protection and emergency services, particularly through the acquisition/donation of lots for the construction of fire stations. To ensure that streets remain free of obstructions, the Department will seek support and continue to monitor LGU road clearing operations to allow fire trucks and emergency services to respond quickly. Similarly, engagements with local groups such as the establishment and training of Barangay Volunteer Auxiliary Forces and the City and Municipal Public Order and Safety Management Office will be strengthened to improve response. To gain community support, the BFP will also invest heavily in fire prevention information and education efforts using new tools in science, technology, and arts through the conduct of fire drills, simulation exercises, incorporation of fire safety in school curriculum and in barangay information centers, and the implementation of childfriendly interventions such as the Junior Kiddie Fire Marshall Program. Similarly, community advocacy and awareness initiatives will be increased in order to reduce the frequency of prank calls received through the 911 hotline and cut the call queue waiting time. be institutionalized pursuant to Executive Order No. 56, s. 2018 to facilitate the prompt deployment of a seamless nationwide communication infrastructure for emergency services. Thus, more LGUs will be enjoined to establish and run local 911 call centers within their areas of jurisdiction, while engagements with major support service responders will be further strengthened. Legislative Agenda Below is the list of priority legislative agenda that will complement and support the strategies to strengthen peaceful, orderly, safe, and secure communities. Table 3.3 Legislative Agenda on Strengthening Peaceful, Orderly, Safe, and Secure Communities LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Institutionalizing the DILG as the National Peace and Order Council (NPOC) Secretariat Amend Section 4 of Executive Order No. 773, s. 2019 and establish the DILG as the NPOC Secretariat, in lieu of the National Security Council. DILG-OSEC (BLGS) Restructuring the PNP Strengthen the overall command structure of the PNP and further enhance its operational capabilities. The bill calls for the establishment of a PNP Command Group, Directorial Staff system, and Area Police Commands. The bill also amends sections involving the powers and limitations of the PNP Chief, the appointment of officers, and benefits for Philippine National Police Academy (PNPA) cadets. PNP
Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 44 LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Institutionalizing the National Police Clearance System (NPCS) Include the ability to formulate and implement policies for the institutionalization of a NPCS as part of the powers and functions of the PNP. The NPCS shall oversee the issuance of the national police clearances and maintenance of national records on all reported crime incidents, warrants of arrest, profiles of arrested and wanted persons, fingerprints, and ballistic examination records. PNP Institutionalizing ADAC in every LGU Institutionalize the ADAC to serve as the administrative structural framework for the implementation of anti-drug policies and programs in LGUs. DILG-OSEC (BLGS) Establishing a Forensic DNA Database in the Philippines Act as a centralized nationwide DNA database for the collection, storage, and maintenance of genetic identification information. The database allows NGAs to conduct comparative searches for the purpose of crime prevention, crime solution, and delivery of justice. PNP Power of Subpoena for the PNP AntiCybercrime Group (PNP-ACG) Amend Republic Act No. 10973 to grant the PNP-ACG the ability to issue Subpoena and Subpoena Duces Tecum to aid in the investigation of cybercrimerelated incidents. PNP Amending the New AntiCarnapping Act Propose the inclusion of a provision on the act of concealment of carnapping be penalized with imprisonment for not less than two (2) years nor more than six (6) years, and imposed a fine equal in amount to the acquisition cost of the motor vehicle, motor vehicle engine, or any other part involved in the violation. PNP Strengthening Cyber Security Measures Seek the passage of legislative measures for the following: • National Cyber Security Law • Mandatory installation of CCTV Systems for both public and private establishments • Increasing the penalties of Republic Act No. 10175 (Cybercrime Prevention Act); Republic Act No. 10173 (Data Privacy Act); Republic Act No. 8484 (Access Devices as amended by Republic Act No. 11449); Republic Act No. 11930 (Anti-Online Sexual Abuse or Exploitation of Children); and other ICT related laws PNP
45 DILG Strategic Plan 2023-2028 LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY • Allowing the PNP, NBI, and other law enforcement agencies to have direct access to Philippine Identification System in support of Criminal Investigations • Mandatory use of Rapid Identification Systems in all government databases PNP Declaring Prison Health as a Public Concern Improve the welfare of PDL through the improvement of the delivery of healthcare services in jail facilities. BJMP Unifying Provincial and Sub-Provincial Jails under the BJMP Unify the fragmented corrections system in the country and ensure that correction facilities follow the same standards and processes. BJMP Prohibiting the Usage of Drones near Jail Facilities and Providing Penalties for Violation Prohibit the operation of unmanned aerial vehicles (UAV) commonly known as drones near jail facilities as well as provide corresponding penalties for violations in order to safeguard the security of the facilities and PDL. BJMP Penalizing Sneaking of Prison Contraband Penalize the sneaking in of contraband or any article, item, or thing prohibited by and/or forbidden by jail rules into jail facilities that would pose security hazards or endanger the lives of the PDL, other visitors, personnel, or any person. BJMP Allowing BJMP Authority to Transfer PDL Propose that the BJMP be granted the authority to transfer a PDL from one (1) jail to another without or with less intervention from the court and/or court processing intended to prevent jail congestion and ensure efficient facilitation of legal procedures. BJMP Skills Training Program for PDL Institutionalize the establishment of a skills training program for inmates in all correctional facilities in the Philippines, providing them a means to learn and be productive during their detention and additional skills for their reform. BJMP
Chapter 3 Peaceful, Orderly, Safe, and Secure Communities Strengthened 46 LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Welfare of Women in State Custody Protect all women in state custody, enumerating their rights and prescribing the minimum standard rules for their treatment, as well as mechanisms for proper redress of their complaints and concerns. BJMP Welfare of Mothers Deprived of Liberty and their Children Establish special accommodation for all necessary prenatal and postnatal care and treatment for women inmates, strengthening adherence to the Nelson “Mandela Rules” or the United Nations Standard Minimum Rules for the Treatment of Prisoners. BJMP End of Plan Results By the end of 2028, we aspire to achieve the following: Strategic Goal 1: Bolster peace and order and security in communities as safe places to live, work and do business • Five (5) percent annual decrease in the number of drug-affected barangays (Baseline: 8,451 barangays) • Decrease in the Average Monthly Index Crime Rate (from 2.91% to 2.14%) • Increase in National Safety Index (Baseline: 55%) • Three (3) percent annual increase in Crime Solution Efficiency (Baseline: 65.39%) • Increase in LGUs with improved peace and order recognized through the SGLG (from 54% to 68%) Strategic Goal 2:Enhance humane safekeeping and facilitate productive social reintegration of Persons Deprived of Liberty • Decrease in the average congestion rate in jail facilities (from 367% to 290%) • Reduction in reoffending rate (from 19% to 17%) • Reduction in jail disturbances (from 31 to 23) • Increase in PDL benefiting from Welfare and Development Services (from 88.78% to 91.5%) Strategic Goal 3: Improve the protection of communities from fires and response to emergencies • Reduction in the number of casualties and injured persons due to fire (Baseline: 313 deaths; 1,010 injured persons) • Reduction in the amount of property damage due to fire (Baseline: Average amount of Php400,657 per fire incident) • Reduction in fire incidents (Baseline: 9,525 fire incidents) • Increase in fire alarms and emergency calls responded within 7 minutes (from 75.75% to 90%)
47 DILG Strategic Plan 2023-2028 Disasters and calamities can stymie any progress made by the government. According to the United Nations Office for Disaster Risk Reduction (UNDRR) (2023), disasters and calamities endanger to “steal precious development gains and progress” toward the attainment of the Sustainable Development Goals (SDGs). The increasing scale and magnitude of calamities, exacerbated by the country’s geographical location and climate change, make highly vulnerable areas more prone to severe devastation, loss of life, and livelihood. Thus, the Department envisions a future in which LGUs and communities are resilient to disasters and calamities, substantial decline in the number of fatalities and property losses, fast recovery from disasters, and the application of innovative and adaptable solutions to lessen the effects of climate change. The measures to be implemented to ensure resilient communities are laid forth in this chapter, which also analyses the current situation and the challenges confronting LGUs in disaster preparedness and response. As the Vice-Chair for Disaster Preparedness of the National Disaster Risk Reduction and Management Council (NDRRMC), all offices and attached agencies of the DILG will collaborate and work together to achieve resiliency by strengthening LGUs' and communities' adaptive capacities to natural and human-caused hazards/disasters. The Philippines is one of the most disasterprone countries in the world. Geographically situated in the Pacific Ring of Fire and along the typhoon belt in the Pacific, the country is often struck by destructive typhoons, flash floods, storm surges, landslides, earthquakes, and volcanic eruptions (World Bank, 2023). According to the World Risk Index Report in 2022, the Philippines obtained an overall disaster risk score of 46.82 out of 100, the highest among 193 countries worldwide (UNDRR, 2022). In the last 10 years, the number of incidents and deaths due to natural extreme events in the Philippines has declined but the damages and losses remained a problem to many LGUs and communities (PSA, 2022). Assessment and Challenges Figure 4.1 Philippine Statistics on Damages, Incidents, and Deaths due to Disasters (2010-2019) Source: PSA (2022) CHAPTER 4 ORGANIZATIONAL OUTCOME 3 RESILIENT COMMUNITIES REINFORCED Total of Php 463 billion worth of damages incurred due to natural extreme events and disasters from 2010 to 2019 Total of 12,097 deaths recorded from 2010 to 2019, with the highest number accounted in 2013 Worth of Damages in Billion PH Pesos No. of Events No. of Deaths No. of Natural Disasters Occured No. of Deaths Recorded
Chapter 4 Resilient Communities Reinforced 48 Since many calamities are now unpredictable, practically the entire nation has been affected, not only the places that were once recognized as being vulnerable. With nearly 6,000 fatalities, the devastation of the Super Typhoon Yolanda in 2013 is a case in point (Philippine Star, 2022). This count also explains the peak in the number of deaths accounted for in 2013. Many experts claimed that there would not have been as many casualties if only the storm surge warning had been heeded. Every year, the Philippines is hit by more than 20 typhoons, and this number is expected to rise as a result of climate change and global warming (Asia Disaster Reduction Center, 2018). Typhoons and natural disasters not only cause damage to houses and properties, but they also reverse the country's economic advances, particularly in the agriculture and fisheries industries. Even low-pressure areas, monsoons like Habagat (southwest monsoon) and Amihan (northeast monsoon), and torrential rains cause damage to the country and people, necessitating more government action, including mobilizing civilian and uniformed personnel to assist the affected population. The country is also warned to prepare for the "Big One", or the most destructive earthquake near the West Valley Fault in Metro Manila (DOST, 2019). Earthquakes have become increasingly common, like in the case of Abra, which became the epicenter of Magnitude 7 and Magnitude 6.4 earthquakes in July and October 2022, respectively (NDRRMC, 2022a; NDRRMC, 2022b). The many volcanic unrests and eruptions such as in Taal, which displaced thousands of residents and caused significant health risks, required attention as well. On the other hand, the oil spill in Oriental Mindoro impacted agriculture, fishing, and tourism in MIMAROPA, Western Visayas, and CALABARZON (NDRRMC, 2023). While the World Health Organization (WHO) has lifted the COVID-19 global health emergency status (WHO, 2023), pandemics and other health emergencies could occur at any time, necessitating collective preparedness and effective collaboration, as experts predict similar risks or more extreme pandemics that may be exacerbated by climate change. The key concern is how the government can assure the continuity of government operations in the affected local communities so that support and relief efforts may continue uninterrupted and these areas can quickly and effectively recover from such catastrophes. The Ambisyon Natin 2040 and PDP 2023- 2028 envision Filipino communities to be more resilient and adaptive to natural and human-induced disasters. The DILG is a vital agency in realizing these aspirations. As Vice Chairperson of the Disaster Preparedness Pillar of the NDRRMC, the DILG is entrusted with strengthening community capacity to predict, cope with, and recover from the impacts of disasters. Moreover, it serves as a link between the national and local governments, ensuring that all LCEs, down to the barangay level, are equipped with the necessary capacity to effectively and efficiently carry out their plans and manage all types of crises. These have been institutionalized through the implementation of Operation L!sto Protocols which include: • Disaster Preparedness Manuals for Volcanic Eruption, specifically for LGUs that are near Mt. Pinatubo, Mayon Volcano, Taal Volcano, Mt. Bulusan, and Mt. Kanlaon • Disaster Preparedness Manual for Tsunamis for Coastal Communities • L!STO Protocols for Managing Emerging Infectious Diseases based on the learnings from the COVID-19 pandemic
49 DILG Strategic Plan 2023-2028 • Management of the Dead and the Missing Persons in Disasters • Quality Assessment Tools for Barangay Disaster Risk Reduction and Management (DRRM) Plans and Committees • L!STO Manual Disaster Preparedness for Earthquakes During the occurrence of disasters and calamities, the PNP and BFP are also mobilized to provide manpower and logistical support in the evacuation, rescue, and relief operations. They also provide security services in disaster-stricken areas and evacuation centers to maintain peace and order and prevent incidents of looting and other forms of public disturbance. Despite these efforts and initiatives, LGUs still face many issues and challenges in performing their DRR-related functions. Among these are the lack or insufficient manpower and resources, limited knowledge and understanding of technology such as multi-hazard maps and early warning systems, weak coordination between local and national governments, and misalignment or the absence of local plans such as the Local Disaster Risk Reduction and Management (LDRRM) Plan, and Local Climate Change Action Plan (LCCAP). Given these current issues and challenges in DRR-Climate Change Adaptation (CCA), the Department will undertake several strategies and interventions to reinforce resilient and adaptive communities. Strategy Framework The Department will reinforce resilient communities by increasing the adaptive capacities of LGUs and communities to natural and human-induced hazards and disasters. Specifically, strategies will be implemented to raise the level of awareness and understanding of LGUs and communities about hazards, exposure, and vulnerabilities; strengthen their capacities in disaster preparedness; ensure the continued operations and uninterrupted delivery of critical and essential services by the DILG and LGUs before, during, and after a disaster; and strengthen mutually reinforcing regional and inter-LGU disaster preparedness. Figure 4.2 DILG Organizational Outcome 3 Strategy Framework
Chapter 4 Resilient Communities Reinforced 50 Strategies STRATEGIC GOAL 1: Intensify adaptive capacities of LGUs and communities to natural and humaninduced hazards/disasters Strategy 1: Increase the level of awareness and understanding of LGUs and communities on hazards, exposure, and vulnerabilities The LGA, in partnership with other DILG offices/agencies, will develop local DRRMCCA advocacy and communication plans and strategies, utilizing risk-informed data and information to increase awareness and understanding of LGUs on hazards, exposures, and vulnerabilities. Good practices and selfsufficient models of LGUs on DRRM-CCA will also be documented and published to serve as guides for other LGUs to replicate or adapt similar strategies. The Department will also collaborate with development partners to increase efforts in high-risk communities and encourage LGUs to do the same. Strategy 2: Strengthen the capacity of LGUs and communities on disaster preparedness To ensure that communities are prepared in the event of a calamity/disaster, the Department shall ensure the establishment of standard evacuation centers with appropriate rescue equipment and facilities in each LGU in accordance with the PDP 2023- 2028 and the National Disaster Risk Reduction and Management Plan (NDRRMP) 2020-2030. Continuous education and training will also be provided to them on risk-informed planning, Incident Command System (ICS), multihazards, post-recovery infrastructure audit, and management of the dead and the missing. Further, LGUs will be assisted in gaining access to People's Survival Fund (PSF) and other climate change and DRRM funds to carry out projects that aim at increasing their resilience in climate change adaptation, as well as support in their disaster preparedness initiatives such as rescue equipment, vehicles, among others. Further, to assist LGUs with necessary preparedness actions and standard local protocols, health emergencies and outbreaks, and other risks, will also be included in the Disaster Preparedness Manual of Operation L!sto. The Department will also encourage and advocate for vertical and horizontal linkage in DRRM planning such as scenariobased inter-LGU preparedness and response to address gaps and improve coherence between national and LGU plans. Inter-LGU databases on vulnerability and other risk hazards in communities will be developed and maintained regularly, which can be accomplished through community mapping.
51 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 Protocols, mutual aid agreements, and interjurisdictional collaboration and cooperation during disasters and calamities will be institutionalized to allow faster and more effective resource sharing among various levels of government, the private sector, and the development sector. This includes the deployment of equipment, personnel, and other resources for disaster and emergency operations, and the mechanisms for extending assistance to affected communities. The Department will assist in the effective coordination between and among National, Regional, and Local Disaster Risk Reduction and Management Councils (DRRMCs) for more harmonized and coordinated action and response. With this, national and local government roles in disaster risk management will be reinforced, allowing for better cooperation throughout disaster preparedness, response, rehabilitation, and mitigation efforts. Further, LGUs will be capacitated to effectively manage humanitarian assistance to ensure that national and foreign aid is effectively implemented at the local level and mechanisms are in place for swift, organized, and harmonized coordination. The LGUs are also expected to fully comply with disaster protocols by making sure that their respective Local Disaster Risk Reduction Management Office (LDRRMO) and Peace and Order Councils (POCs) are operationally ready, prepositioning assets and rescue equipment, activating disaster command centers and evacuation centers, providing an adequate supply of relief supplies, working and coordinating Strategy 3: Ensure the continued operations and uninterrupted delivery of critical and essential services of the DILG and LGUs during and after a disaster To ensure that people continue to receive unhampered public assistance, the Department shall ensure the continuity of its operations and uninterrupted delivery of critical and essential services during and after disasters. To that end, the Departmentwide Public Service Continuity Plan (PSCP) will be formulated to account for new and emerging threats and hazards. Likewise, to assure the agency’s operational readiness to respond to major disasters, random and scheduled organizational and nationwide simulation exercises and scenario-based drills will be conducted, taking into account the central-regional chain of command in such scenarios. Each attached agency's PSCP will also be reviewed to ensure alignment with the Department's PSCP. The development of LGU PSCP will also be advocated and encouraged, and its possible inclusion as one of the indicators in the SGLG will be explored. The technical expertise of other agencies will also be leveraged to ensure that the plan is holistic and data-driven. The private sector plays a crucial role in providing basic services to the communities such as electricity, water supply, telecommunications, banking, food, pharmaceuticals, and healthcare services. To ensure that essential services remain operational during disasters, the DILG will encourage local governments to require major industries and enterprises in their communities to prepare their own Business Continuity Plans (BCP). This will allow the private sector to have a clear plan and take the necessary precautions to guarantee the continual provision of key services during emergencies and disasters.
Chapter 4 Resilient Communities Reinforced 52 Strategy 5: Integrate science, technology, strategic communication, and arts in disaster preparedness and risk management The Department will promote the use of smart technologies to improve and integrate risk management assessment tools into the local government DRRM system to support more data-driven and technology-based plans and actions at the local level. The public must be appropriately informed about DRRM plans and activities to raise awareness and appreciation, which in turn spurs positive actions like better knowledge and understanding, enhanced perception, a shift in behavior, and even adherence to DRRCCA legislation and policies. It is necessary to ensure that the information sources are reliable and grounded in science. Since the majority of citizens presently access data and information online, such information sources must be adequately validated and accessible. In addition to taking a science-based approach to DRR-CCA, LGUs will be encouraged to use their creativity as well as locally relevant material for disaster risk reduction to engage the general public and make complex technical concepts easy to understand. Technical information like statistics, risk information, and scientific research may not be interesting to the general public, thus, it is necessary to use strategic communication and creative approaches when disseminating DRR-CCA concepts through various platforms like television, print, digital, and social media. with the national government, and ensuring the presence of LCEs whenever there are disasters. Additionally, interoperability between the government (DRRMCs, PNP, BFP, and LGUs) and the private sector will be improved to facilitate greater and more coordinated action. Local governments will also be encouraged to adopt and/or customize particular DRRM innovations, learnings, and global good practices.
53 DILG Strategic Plan 2023-2028 End of Plan Results By the end of 2028, we aspire to achieve the following: Strategic Goal 1:Intensify adaptive capacities of LGUs and communities to natural and human-induced hazards/disasters • Increase in LGUs with improved disaster preparedness recognized through the SGLG (from 30.61% to 45%) • Five (5) percent annual increase in cities and municipalities compliant with the LISTO Protocols: • Early Preparedness (Baseline: 69% of cities and municipalities) • Critical Preparedness (Baseline: 33% of affected cities and municipalities) • 90 percent of barangays compliant with Listo si Kap Protocols Legislative Agenda The table below presents the priority legislative agenda that will complement and support the strategies to reinforce resilient communities. Table 4.1 Legislative Agenda on Reinforcing Resilient Communities LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Inclusion of NYC in the NDRRMC Seek to promote youth participation in the NDRRMC process and ensure that youth-sensitive provisions are integrated in the development of its policies and knowledge materials. NYC SK, Youth Organizations as Members of Local DRRMCs Advocate for the inclusion of the SK and communitybased youth organizations in the local DRRMCs. The policy would ensure that the concerns of the youth will be raised and addressed in the development of DRRM programs. NYC
Chapter 5 Inclusive Communities Enabled 54 "Sabay-sabay na pag-unlad" is a Filipino concept that can be translated to inclusive and equitable progress, where no one is left behind, all facets of society are embraced, and the needs of disadvantaged people are prioritized. The Department will champion the promotion of the wellbeing of all Filipinos, regardless of age, gender, religion, or any other kinds of marginalization and vulnerability, by providing equitable access and opportunities and removing discriminatory barriers. This chapter looks into the recent issues and challenges, particularly those faced by women, youth, Muslims, marginalized and vulnerable sectors in the country, and offers strategies that will significantly support the government's efforts to enable inclusive communities through the PCW, NYC, NCMF, and LG sector bureaus. The transfer of PCW, NYC and NCMF provides opportunities for the DILG to take an active role in promoting the rights and welfare of women, youth, and Muslim Filipinos to build inclusive communities. Data revealed that gender equality in the Philippines fares better as compared to other countries. In fact, the country has emerged as the front-runner in Asia in terms of closing the gender gap based on the 2023 Global Gender Gap Index (GGGI) report by the WEF. The report showed that the Philippines ranked 16th out of 146 countries globally with 79.1 percent gender parity in the areas of economic participation and opportunity, educational attainment, health and survival, and political empowerment (WEF, 2023b). The study conducted by the Philippine Institute for Development Studies (PIDS) (2018) also showed that, while the Philippines has passed several laws that provide wide protections against acts of violence against women and children (VAWC) and take a relatively progressive view of women’s rights, the constraints are often on the enforcement and implementation side. Even with great strides over the years in legislation to protect women and children against violence, there has been limited improvement in reported experiences of women. The decrease in the proportion of women aged 15-49 who reported having experienced physical violence at age 15 is very minimal, from 20.1 percent in 2008 to 19.6 percent in 2013. Likewise, those who have been victimized by sexual violence among women aged 15-49 declined by a little over two (2) percentage points, from 8.7 percent in 2008 to 6.3 percent in 2013, based on selfreports in a household survey conducted. In 2022, the top three (3) cases of violence against women reported to the PNP through the CIRAS are the violation of Republic Act No. 9262, followed by rape and acts of lasciviousness. Assessment and Challenges CHAPTER 5 ORGANIZATIONAL OUTCOME 4 INCLUSIVE COMMUNITIES ENABLED
55 DILG Strategic Plan 2023-2028 According to the United Nations Office of the Special Representative of the SecretaryGeneral for Children and Armed Conflict, specific issues such as recruitment and use of children in armed conflict, abduction of children, killing and maiming of children, attacks against schools and hospitals, and denial of access to humanitarian aid can also be observed in conflict-affected areas in the Philippines (UN, 2023). The recent National Youth Assessment Study conducted by the NYC in 2021 revealed that, although a majority of young people are registered voters, fewer percentage voted in the last SK elections. Based on the consultations conducted for the formulation of the Philippine Youth Development Plan (PYDP) 2023-2028, the majority agreed Cases Grand Total Anti-Violence against Women and their Children (Republic Act No. 9262) 7,614 Anti-Rape Law (Republic Act No. 8353) 2,285 Acts of Lasciviousness (Revised Penal Code Article 336) 1,697 Safe Spaces Act (Republic Act No. 11313) 283 Anti-Photo and Video Voyeurism Act (Republic Act No. 9995) 199 Concubinage (Revised Penal Code Article 334) 147 Sexual Harassment Act (Republic Act No. 7877) 79 Anti-Trafficking in Persons Act (Republic Act No. 9208) as amended by Republic Act No. 10364 (Expanded ATIP) 56 TOTAL 12,360 Table 5.1 Reported Cases on Violence Against Women (2022) that the low involvement of the youth in community activities, policy formulation, and volunteerism was caused by the general lack of awareness on political and social issues. Inequalities in accessing basic services still persist within and among ethnic groups in the Philippines. According to the PIDS (2017), disparities such as poor access to education, healthcare, and safe water are common problems experienced by Muslim Filipinos. These issues are also prolonged by the severe economic and social displacement caused by natural disasters, armed conflicts, and cases of violent extremism, among other issues. The challenge now lies in reducing poverty and achieving lasting peace to ensure inclusive and sustainable growth in Muslim communities. Socio-political barriers to inclusion and meaningful participation of marginalized sectors must also be strategically addressed, particularly gaps in implementing the Magna Carta for Women (Republic Act No. 9710), representation of the basic sectors of women, youth, and Muslim Filipinos in nation-building, and policies advocating government support for these sectors' participation at all levels of government. Further, in the 2021 Expanded National Nutrition Survey (ENNS) by the Department of Science and Technology – Food and Nutrition Research Institute (DOST-FNRI), it shows that one (1) in every four (4) or 26.7 percent of children under five years old is stunted or failed to reach their full growth potential. On the other hand, the prevalence of overweight and obesity has risen in recent years, especially among older adults. The same survey also showed that three (3) out of 10 households experienced moderate to severe food insecurity. Food insecurity, as described by the Global Forum on Food Security of the United Nations Food and Agriculture Organization, is
Chapter 5 Inclusive Communities Enabled 56 Strategy Framework The Department will advance the full potential and interests of women, youth, Muslim Filipinos, vulnerable, and at-risk sectors as stakeholders in national development through the policies, capacity development interventions, information, education, and communication (IEC) campaigns, and other interventions of the PCW, NYC, NCMF, BLGS, BLGD, NBOO and the rest of the DILG and its attached agencies. By promoting inclusivity and collaboration, the DILG continues to strive to create a society where every Filipino, regardless of gender, age, or religious background, has an equal opportunity to contribute towards the development of the nation. Figure 5.1 DILG Organizational Outcome 4 Strategy Framework the state in which people are at risk or actually suffering from inadequate consumption to meet nutritional requirements as a result of the physical unavailability of food, their lack of social or economic access to adequate food, and/or inadequate food utilization. With these current issues and challenges, the Department will undertake the following strategies and interventions to enable inclusive communities.
57 DILG Strategic Plan 2023-2028 Strategies STRATEGIC GOAL 1: Advance the full potential and interests of women, youth, vulnerable, and at-risk sectors as stakeholders of national development The Department will continue to 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 at at-risk sectors that live in poverty. In support of the President’s commitment to attaining food security and “zero hunger” in the country, the DILG will further its partnership with the Department of Agriculture (DA) and other relevant agencies on the implementation of programs that support efforts on food sufficiency such as the Halina’t Magtanim ng Prutas at Gulay (HAPAG) sa Barangay Project. The project promotes the adoption of sustainable urban agricultural technologies and encourages LGUs to establish their respective barangay community gardens and households to have backyard gardens. It will also bolster the implementation of relevant policies for LGUs that ensure unhampered transportation of produce with no additional fees and further the efforts against illegal price manipulation. Malnutrition is exacerbated by poverty, food insecurity, and limited access to safe drinking. To effectively address all forms of malnutrition in children, especially stunting and wasting, the Department, as the ex officio Vice Chairperson of the National Nutrition Council (NNC) Governing Board, will continue to support the implementation of Republic Act No. 1148 or "Kalusugan at Nutrisyon ng MagNanay Act" by encouraging and capacitating LGUs to integrate maternal, neonatal, and child health and nutrition programs into their respective Local Nutrition Action Plans (LNAP) and develop policies that support local investments in nutrition. To further improve the healthcare services for all Filipinos, the Department will closely coordinate with concerned national government agencies in enhancing the capacities of the Local Health Boards (LHBs) in the development and implementation of effective health programs for LGUs in accordance with the standards and criteria set by the DOH pursuant to pertinent provisions of Republic Act No. 11223, otherwise known as the Universal Health Care Act. It will also assist in strengthening other local institutions such as the Local School Boards (LSBs) to advance quality education, and the local VAW desks to protect women and children from all forms of violence, and 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). The needs and welfare of individuals and groups with inherent vulnerabilities should be given priority such as the poor and transient poor, children, women, persons with disabilities (PWDs), indigenous peoples, overseas Filipinos (OFs) and their families, and senior citizens. They should be afforded equal rights, equal protection of the law, and equal opportunities in terms of employment, health and education to ensure that no one is left behind, especially those needing them the most. Strategy 1: Encourage and assist national and local governments to develop and implement inclusive programs, projects, and policies that will benefit all Filipinos
Chapter 5 Inclusive Communities Enabled 58 This will be done to overcome certain social stigma affecting and vulnerable sectors and improve collaborative governance between and among sectoral and marginalized groups and the government. The representation of women, youth, Muslim Filipinos, and other underrepresented groups in local development councils and local institutions will be encouraged to fully engage the LGUs in the formulation of policies, plans, and programs that advance their needs and interests. Their engagement must be extended not only to local institutions but also to other avenues and platforms for them to fully participate in the development and implementation of sociocultural, social protection, political, and economic policies, and programs in communities. This includes capacitating communities and traditional leaders such as datus and sultans as part of the governance system. The NCMF will also institutionalize the establishment of Muslim Consultative Councils (MCC) in local governments nationwide to facilitate community involvement discussions between the government and Muslim Filipinos. As the governing body primarily responsible for women's concerns, the PCW will continue to further its efforts on issues addressing VAWC.Additionally, the agency will work to improve the gender responsiveness of government policies, plans, and programs, as well as intensify its collaboration efforts with LGUs and various national government agencies in the effective implementation of the Safe Spaces Act (Republic Act No. 11313). The NCMF, on the other hand, will step up measures to uplift the living conditions of Muslim communities through the implementation of its Development and Reform Agenda or Vision 2040 to establish culturally sensitive, progressive, and peaceful communities. The agency’s efforts will include intensifying its traditional peacebuilding and mediation mechanisms, pro-actively pursuing the development and promotion of halal agroindustrial hubs, providing shariah-compliant micro-credit and investment, digitalizing all frontline services paving the way for ease of doing business, and continuous transformation in the hajj operations. To maximize the participation of the youth in nation-building as responsible and proactive citizens, the NYC will ensure that all commitments in the PYDP and the Local Youth Development Plan (LYDP) will be carried out. This is to ensure that the needs of the youth and their economic, social, cultural, civil, and political rights will be given priority by the national and local governments. Similarly, the agency will continue mobilizing the Sangguniang Kabataan and other youth organizations for various advocacies and develop programs that will intensify efforts to address social issues, including those related to the fight against illegal drugs, youth mental health, participation in peacebuilding, measures to address the causes of the rising number of teenage pregnancies, as well as provide the youth the opportunities to fully engage with development partners to realize their potential such as civil society and nongovernment organizations, international and national donors, and the business community. 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
59 DILG Strategic Plan 2023-2028 Through the initiatives of the DILG and all of its attached agencies, the effort of the government to institutionalize diversity and inclusion programs as specified in Executive Order No. 100 s. 2019 will be promoted and intensified to foster a collaborative and inclusive environment for all. To do this, capacity building interventions and large-scale information campaigns will be conducted to address discrimination and prevent all barriers to equal opportunities. The LGUs will also be encouraged to pass ordinances and develop plans and programs supporting diversity and inclusion within their respective jurisdictions. This in line with the policy of the government to advance and protect the rights and welfare of all Filipinos through the implementation of mechanisms and undertake measures against the discrimination of persons on the basis of age, disability, national or ethnic origin, language, religious affiliation or belief, political affiliation or belief, health status, physical features, or sexual orientation and gender identity and expression. Similarly, through the efforts of the PCW, the LGUs and general public should be educated on and encouraged to support gender equality, disability, and social inclusion (GEDSI), as well as the prevention of gender-based sexual harassment (GBSH) committed in public spaces, educational or training institutions, workplaces, and online spaces by running extensive IEC programs in strategic areas and platforms such as schools, workplaces, LGUs, and social media. Strategy 3: Promote diversity and inclusion to advance and protect the rights and welfare of every individual
Chapter 5 Inclusive Communities Enabled 60 End of Plan Results By the end of 2028, we aspire to achieve the following: Strategic Goal 1: Advance the full potential and interests of women, youth, vulnerable, and at-risk sectors as stakeholders of national development • Increase in LGUs with good social protection and sensitivity practices recognized through the SGLG (from 24% to 42%) • 100 percent of LGUs with comprehensive LYDP • 50 percent of NGAs with improved level of gender responsiveness • 10 percent annual increase in the number of beneficiary Muslim Filipinos with access to the cultural and social protection services and programs Legislative Agenda The following table presents the priority legislative agenda that will complement and support the strategies to enable inclusive communities. Table 5.2 Legislative Agenda on Enabling Inclusive Communities LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY SK, Youth Organizations as Members of Local DRRMCs Advocate for the inclusion of the SK and communitybased youth organizations in the local DRRMCs and ensure that the concerns of the youth will be raised and addressed in the development of DRRM programs. NYC Women’s Political Participation and Representation Law Address constraints on women’s political participation and representation and provide measures to boost the presence of women in the decision- and policy-making processes of the government. PCW Increasing the Quota Requirements of PNP Female Officers Recognize the contributions of female police officers towards the improvement of law enforcement effectiveness and increase the reserved quota for women to 15 percent of the PNP’s annual recruitment, training, and education quota within the next five (5) years and increase it to 20 percent for the succeeding years. PNP
61 DILG Strategic Plan 2023-2028 Given the changing needs and demands of its clients, the Department recognizes the need to continuously develop its organizational capacity to successfully carry out its mandate and perform bigger roles and responsibilities. As a government agency that is at the forefront of performing critical actions to achieve national goals and priorities, the DILG must consistently increase its internal capabilities to establish itself as a highly trusted Department and Partner to provide quality services to the LGUs and communities, specifically in maintaining peace and order and public safety, and achieving progress and development in LGUs. This chapter will discuss the issues and challenges encountered by the Department as an organization and the measures and strategies to be undertaken to improve its organizational capacity. The DILG's engagement with local governments and the general public has grown significantly over the past few years, giving rise to a large number of programs and initiatives that must be carried out. The Department also has to comply with several presidential directives as well as interagency and international agreements and commitments. The significant changes in the way the DILG functions over time necessitate improving its internal systems to meet the evolving demands and needs of the LGUs and communities. For 2018-2023, the Department saw a continuous increase in its yearly budgetary Assessment and Challenges Figure 6.1 DILG-Wide Budget (2018-2023) CHAPTER 6 ORGANIZATIONAL OUTCOME 5 HIGHLY TRUSTED DEPARTMENT AND PARTNER 0 Amount Allocated in PH Pesos
Chapter 6 Highly Trusted Department and Partner 62 allocation. The bulk of the budget is for the tri-bureau (PNP, BFP, and BJMP), wherein a significant amount is allocated for their capacity enhancement and modernization programs such as the construction of police, fire, and jail buildings; the procurement of vehicles and specialized facilities and equipment for crime prevention and solution, fire suppression and investigation, emergency response; and jail management. These agencies also require a large number of manpower since their police, fire, and jail officers carry out crucial tasks to ensure peace and order and public safety in all provinces, cities, and municipalities nationwide, hence, the bulk of their budget goes toward their salaries and benefits. For the OSEC, the number of locally-funded projects that the Department implemented increased over the years. Such projects were diverse, ranging from those addressing issues of transparency, accountability, and performance to local economic development, disaster preparedness, environmental protection, and social protection. Most of these projects are infrastructure such as water supply systems, local access roads, evacuation centers, and health centers, among others. In 2019, funds for these infrastructure projects were directly downloaded to LGUs through the Local Government Support Fund (LGSF), but the monitoring and evaluation, as well as the conduct of capacity development and technical assistance remained with the DILG. While the numerous DILG projects were found to be relevant and crucial for LGUs, some of these projects, however, went beyond its mandate and competencies such as the provision of housing for informal settler families, which was later transferred to more appropriate agencies. The Department, while appreciative of having been entrusted with enormous resources, did not anticipate that in the future it might handle and implement a wide array of projects that will require an upgrade of its own people’s capacities and competencies and appropriate systems and processes for efficient operations. During the implementation of the Rationalization Plan in 2011 (for regional and field offices) and in 2013 (for the central office), the DILG LG Sector experienced an abrupt decrease in its manpower capacity, which also coincided with the increase in its budget and projects. The sudden surge in the number of projects proved quite burdensome to handle, as it did not match the number of personnel that had to carry out all the required work. Further, the DILG Field Officers such as the City/Municipality Local Government Operations Officer (C/MLGOO) are always at the forefront of the implementation of initiatives from the national government at the local level. Other NGAs seek the assistance of the DILG in cascading their policies, plans, and programs since it has the manpower down to the municipal level. Given the limited manpower, the field officers were overburdened with performing their tasks on top of their regular functions. Thus, a greater number of manpower equipped with the right and multi-faceted capacities, competencies, and systems and processes are crucial and necessary. While these challenges tested the Department’s technical and absorptive capacity, they served as an opportunity for the DILG to assess and improve its internal systems, operational processes, and human resource capacity to deliver and address organizational constraints to make it more flexible and adaptable to the changing needs of the times. For the tri-bureau, there is also a need to increase their manpower capacity to reach the ideal police-to-population ratio, firemanto-population ratio, and jail officer-to-PDL custodial ratio to improve their operations, especially on the field. While the PNP is generally close to the ideal police-topopulation ratio of 1:500, other factors such as daytime versus nighttime population, high population density in certain cities/ municipalities/barangays, and areas with high crime volumes which may necessitate more PNP personnel on the ground must be
63 DILG Strategic Plan 2023-2028 considered. The BFP and BJMP still have a significant gap to fill to reach the ideal number of uniformed personnel. The same goes for NAPOLCOM, PPSC, LGA, PCW, NYC, and NCMF which also need to increase their manpower capacity to meet the specific demands of their clientele and the general public. To efficiently perform their functions, it is also crucial for the Department and its attached agencies to have enough facilities, equipment, and logistics that will be used in their regular operations in order to provide timely and necessary assistance and services to their clientele. Today, however, there are still agencies in the central, regional, and field offices that do not have their own office buildings and facilities, including the DILG Central Office, and others that require repairs and renovations. The table above depicts the actual fill-up rate of existing facilities and equipment of the PNP, BJMP, and BFP. Further, to ensure that the Department and all of its personnel remain highly trusted, especially as partners in ensuring peace and order and public safety in communities, there is a need to strengthen its internal cleansing efforts and disciplinary mechanisms. Records show that agencies, particularly the uniformed sector were confronted with several issues about their people who were found involved in illegal activities. The PNP, for instance, had 350 police personnel dismissed from January to June 2023 due to administrative cases as a direct result of violation of PNP rules and regulations, or involvement in criminal activities, particularly drug-related cases. The BFP and BJMP also recorded several cases of dismissal and other penalties such as suspension, demotion, and other offenses due to various violations. The DILG's sustained relevance in the face of a changing governance landscape demonstrates the organization's strength and adaptability, as evidenced by the various initiatives it has undertaken in recent years to adapt to changes and explore innovations to increase its organizational capability. This, however, will be a continuing challenge as it establishes its strategic directions up to 2028 to achieve the goal of making the DILG a highly trusted Department and Partner of the government and the people. Agency Ideal Ratio Actual Ratio (2023) PNP 1 Police Officer : 500 population 1 Police Officer : 531 population* (215,423 Police Officers) BFP 1 Fire Officer : 2,000 population (56,446 Fire Officers) 1 Fire Officer : 3,199 population** (35,286 Fire Officers) BJMP 1 Jail Officer : 3 PDL (42,244 Jail Officers) 1 jail officer : 7 PDL*** (20,790 Jail Officers) Table 6.1 Ideal and Actual Officer-to-Population Ratios * Based on PSA projected population for 2023 of 114,387,230 ** Based on PSA projected population for 2023 of 112,892,781 ***Based on PDL Population as of June 30, 2023 of 26,733
Chapter 6 Highly Trusted Department and Partner 64 Agency Ideal (2023) Actual Fill-up (2023) PNP 1,786 Standard Police Stations 1,219 (68%) 3,711 Light Transport Vehicle (Marked) 2,195 (59%) 227,410 Striker Fired 9mm Pistol 226,266 (99.50%) 227,410 5.56mm Basic Assault Rifle 138,943 (61.10%) 45,552 Body Worn Camera (stand alone) 2,756 (6.05%) BFP 1 Fire Station in every city and municipality (1,634) 1,472 (90%) 1 Fire truck for every 28,000 population (4,032 fire trucks*) 2,948 (73%) 13,976 Self-contained Breathing Apparatus (SCBA) 10,435 (75%) BJMP 893 Jail Buildings 478 (53.5%) 933 BJMP Transport Vehicle 668 (71.6%) 1 short firearm per personnel 18,231 (87.38%) Handcuffs: 50 percent of the average PDL count 32,443 (51.20%) 2,440 Handheld Radios 509 (21%) Table 6.2 Ideal and Actual Fill-up rates of Logistical Requirements of the PNP, BFP, and BJMP * Based on PSA projected population for 2023 of 112,892,781
65 DILG Strategic Plan 2023-2028 Strategy Framework The Department will foster a culture of accountability and professionalism among its officials and personnel, as well as improve their welfare and morale to further motivate them to perform their responsibilities to the highest standards and integrity to meet the evolving needs and demands of the local governments and communities. It will also infuse innovative solutions in organizational systems and processes to improve operational efficiency. Figure 6.2 DILG Organizational Outcome 5 Strategy Framework
Chapter 6 Highly Trusted Department and Partner 66 Strategies 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 The Department will enhance the competencies of officials and personnel to fulfill the evolving demands of their clientele at the workplace. Capdev interventions for officials will be specifically designed to improve their leadership skills to undertake managerial tasks and responsibilities in their respective offices. For the uniformed personnel of PNP, BFP, and BJMP, educational and training programs of the PNP and PPSC will be scaled up, specifically to address new and growing trends and concerns in peace and order and public safety such as cybercrime and operational digitization for organizational efficiency. Scholarship awards, training, study visits, knowledge exchange activities, and benchmarking of best practices will be strengthened to intensify local and international links and cooperation on the professionalization of uniformed and nonuniformed personnel and enhance technical capacities. For the LG Sector, the LGA will prioritize the upskilling of LGOOs for them to provide effective technical assistance to LGUs. Education and training programs to capacitate personnel on relevant and emerging competencies such as AI and data science will also be promoted, supported, and prioritized. Strategy 2: Advance employee welfare to improve overall well-being and job satisfaction Employee morale and welfare will also be enhanced to boost the overall well-being and job satisfaction of employees. Policies, programs, and activities that promote work-life balance, health and wellness, and other personnel welfare initiatives will be implemented such as the provision of spaces for nursing mothers, initiatives for solo parents, senior citizens, and PWDs, among other programs and activities. Additionally, the Department will assist law-abiding and performing employees who are being sued while carrying out their official responsibilities to inspire and encourage them to work harder and perform their duties despite the risks. The Administrative Service of the DILG OSEC will facilitate the development of a common tool that will 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.
67 DILG Strategic Plan 2023-2028 Values and integrity among DILG officials and employees will be a top priority as the Department will strictly implement policies, rules, and regulations to uphold the highest standards and integrity and conduct in the performance of their functions and responsibilities, taking into account civil service regulations, the internal disciplinary mechanisms of the NAPOLCOM (for PNP), PNP, BJMP, and BFP. The disciplinary processes and efforts on integrity building for uniformed personnel will be pursued, in addition to the effective and prompt administration of justice in the processing of cases, impartial investigation, and resolution of cases. Values formation will also be considered in the capacity development interventions to further the Integrity Management Program. To support efforts to innovate and improve organizational performance, the Department will likewise strengthen the implementation of the Client Satisfaction Measurement system by administering a client satisfaction survey to generate clientele feedback, especially on delivered services. Results of the survey will be utilized to identify the priorities and measures for service improvements and address the critical gaps and weaknesses, if any, to sustain high client satisfaction. Strategy 3: Strictly enforce policies, rules and regulations to uphold the highest standards of integrity and conduct among DILG officials and personnel Strategy 4: Ensure the functionality and effectiveness of the Department’s organizational structure The Department will also ensure that its organizational structure is functional and effective to provide more flexibility in responding to shifts in the governance landscape. Hence, offices and agencies under the DILG shall revisit and assess the relevance of existing functions, positions, and structure such as the ideal human resource ratio and the compensation standards for specialized positions, to evaluate their continued applicability to the current and future demands of the workplace. Following the review, they shall prepare a proposal for organizational effectiveness responsive to the proposed legislation on rightsizing the bureaucracy with primary considerations on the welfare of their human resources and for the effective delivery of public goods and services. Strategy 5: Revisit/ Update qualifications and requirements for hiring and selection To attain greater efficiency, each agency/ office shall speed up the filling-up of its vacant plantilla positions anchored to the principles of merit, competence, fitness and equality. The qualification standards and requirements for hiring and selecting LGOO positions, patrolman/woman, fire officers and jail officers, and other administrative and technical positions will be revisited and updated, taking into account the future skill set and competencies needed to adapt to changing times. Hence, diversity in the hiring of skilled professionals in specialized fields will be accelerated such as forensic specialists, chemists, doctors, engineers, criminologists, lawyers, and IT professionals. Qualifications and competencies in selection will also be adhered to correspond with the agency's basic values of ensuring equal opportunities for all, regardless of age, gender, civil status, religion and ethnicity.
Chapter 6 Highly Trusted Department and Partner 68 STRATEGIC GOAL 2: Infuse innovative solutions for more effective and efficient systems and processes Strategy 6: Invest in modern facilities and quality supplies and equipment To improve organizational efficiency, the Department will also invest in modern facilities as well as high-quality supplies and equipment that are critical to employee productivity and safety. This is necessary, more particularly in agencies that rely heavily on the quality and quantity of facilities and equipment to effectively perform functions such as crime prevention and suppression, fire suppression and investigation, emergency rescue and response, and the safekeeping of jails. With this, the Department will push for the improvement/construction of modern and resilient office buildings and training facilities in central, regional, and field offices of the DILG and all of its attached agencies, and other facilities critical to the performance of duties. Quality supplies and other logistical requirements will also be procured to support productivity and efficiency in operations such as vehicles, computers, and specialized equipment. Strategy 1: Strive towards information system and database interoperability, knowledge management and information exchange across the Department For the Department to become innovative and future-ready, it must invest heavily in innovative solutions to improve systems and processes through the use of technology and other strategies. To enable quick and effective data sharing and collaboration within and among various agencies and offices, it will strive for interoperability of its information systems and databases across all operating units in the country. Database interoperability will also help to ensure that collected datasets are uniform and make data collection and management more effective. The utilization of the Local Governance Resource Centers (LGRCs) will be pursued for the conduct of knowledge sharing and fora, and sharing of best practices/innovations. Strategy 2: Increase research and development (R&D) activities Research and development (R&D) efforts will likewise be advanced through the creation or upgrading of R&D and innovation units with appropriate funding support for the implementation of R&D-related initiatives. Data management and data science will be promoted, especially their use in decision-making for more data-driven and research-oriented policies and programs. Benchmarking will likewise be undertaken to identify best practices and improve operational efficiency.
69 DILG Strategic Plan 2023-2028 Additionally, investing in technologies will be prioritized to improve the Department’s operational efficiency through the adoption of digital governance, especially in the digitalization of frontline services, systems, and processes. Essential to this is the institutionalization of cybersecurity measures to secure and safeguard DILG’s critical information infrastructure, which contains highly important and classified data and information. Maintenance and proper management of critical IT infrastructure, databases, and information systems is also a top priority to ensure efficient and continuous operations. In improving organizational systems, it is necessary to 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 such as DILG Management Committee and Regional Management Coordinating Committee (RMCC) Strategy 3: Develop, enhance, and harmonize the Department's various systems and processes Strategy 4: Implement mechanisms to ensure the efficient and prudent utilization of funds By ensuring compliance with and prompt adherence to financial and procurement policies and standards, the Department will put in place procedures to ensure effective, prudent and judicious use of funds. • Finance-related requirements such as liquidation of funds, response to Commission on Audit’s (COA) Audit Observation Memorandum (AOM), and submission of financial reports • Procurement-related requirements such as submission of Annual Procurement Plan for Non-CommonUse Supplies and Equipment (APP Non-CSE) and Annual Procurement Plan for Common-use Supplies and Equipment (APP-CSE), the conduct of Early Procurement Activities (EPA), utilization of the Agency Procurement Compliance and Performance Indicator (APCPI) System, and the updating of Philippine Government Electronic Procurement System (PhilGEPS) posting
Chapter 6 Highly Trusted Department and Partner 70 Legislative Agenda Presented below is the list of priority legislative agenda that will complement and support the strategies to become a highly trusted Department and Partner. Table 6.3 Legislative Agenda on Highly Trusted Department and Partner. LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY PNP Modernization Bill Further strengthen the PNP through filling-up of basic equipage, construction of standard police stations and offices, acquisition of modern equipage, and adoption of secure AI-driven and real-time ICT systems to integrate into police administration and operations. PNP BJMP Modernization Program Improve the capabilities of the BJMP through the modernization of jail facilities, upgrading of equipment, increase of manpower, and introduction of ICT devices in service delivery. BJMP Legal Assistance for Uniformed Personnel Provide free legal assistance to officers, uniformed personnel and civilian employees of the AFP, BFP, BJMP, PCG, and PNP in all stages of criminal, civil, or administrative proceedings arising from servicerelated incidents. PNP, BJMP, BFP Educational Requirement for the Lateral Entry Program in the PNP Include other baccalaureate degrees to be considered in the lateral entry for line officers. These include degrees in teaching, mass communications, social work, and marine studies provided that they also have a PRC license, civil service professional eligibility, or its equivalent. PNP Field Training Program of Police Trainees Amend Section 19 of Republic Act No. 8551 to specify that the 12-month Field Training Program of the PNP shall consist of a six (6)-month academic phase and a six (6)-month Field Training Exercise involving actual assignment to police stations. PNP Recruitment, Selection, Appointment of PNP Uniformed Personnel Establishment of the PNP Recruitment and Selection Service as a separate unit focused on the standardization and streamlining of the PNP’s recruitment processes to boost the PNP’s capability to fill their manpower. PNP Magna Carta for the Non-Uniformed Personnel in Military and Uniformed Agencies Promote and improve the social and economic wellbeing of all non-uniformed personnel in uniformed agencies by the declaration and protection of rights, privileges, and other benefits that nonuniformed personnel are entitled to enjoy during their service in uniformed agencies. PNP, BFP, BJMP
71 DILG Strategic Plan 2023-2028 End of Plan Results By the end of 2028, we aspire to achieve the following: Strategic Goal 1:Cultivate a culture of accountability and professionalism and boost human resource welfare and morale • Achieved overall satisfaction rating of at least four (4) from clients on DILG services (with 5 as the highest) • Reached at least maturity level 3 in the Meritocracy and Excellence in Human Resource Management Program of the CSC • Employee satisfaction index score of at least four (4) (with 5 as the highest) • Decreasing number of DILG personnel with administrative cases Strategic Goal 2: Infuse innovative solutions for more effective and efficient systems and processes • The DILG and all its attached agencies are ISO certified • At least 90 percent Budget Utilization Rate (BUR) achieved • 100 percent of approved annual agency commitments accomplished • 100 percent of audit recommendations implemented LEGISLATIVE AGENDA RATIONALE/ KEY FEATURES RESPONSIBLE AGENCY Government Employee Status for PNPA Cadets Call for granting qualified PNPA cadets the status of government employees of the national government and Civil Service Eligibility for appointment, therefore entitling them to salaries, privileges, and other benefits. PNP Upgrading the Rank Classification Structure of the Uniformed Members of the BFP and BJMP Resolve disparities of rank between officers and observe uniformity and clarity of command within the uniformed sector. The bill would reclassify and upgrade the ranks of BJMP and BFP to match their counterparts in the PNP and BJMP. BFP, BJMP Annual Psychiatric, Psychological Drug and Physical Tests for Police Officers Seek for the mandatory conduct of their annual psychiatric, psychological drug, and physical tests for police officers as well as the establishment of stress debriefing programs to ensure their mental and psychological well-being. PNP
Chapter 1 Overview of the DILG Strategic Plan 72 Plan Implementation, Monitoring, and Evaluation Part III
73 DILG Strategic Plan 2023-2028 The implementation of the strategic plan requires the effective cascading and translation of organizational outcomes and strategic goals into policies, plans, and programs to ensure the achievement of desired results. To realize this, a policy shall be issued to provide the overall guidance and direction to all offices/agencies within the Department on operationalizing the plan, specifically, to align their respective roadmaps, policies, programs, and projects towards attaining the overall organizational aspiration for peaceful, safe, progressive, resilient, and inclusive communities. The policy for the strategic plan operationalization shall also prescribe the institutional arrangements such as defining the roles and responsibilities of various offices in carrying out identified interventions, as well as clustering of concerned offices and designating Department officials who will provide direction and oversee the implementation of initiatives for each of the organizational outcomes. Likewise, areas and mechanisms for convergence will be established to ensure coherence and harmonization of initiatives between and among the Department offices/ agencies, which is a crucial part of the plan’s operationalization. New programs, projects, and activities (PPAs) will be developed while existing PPAs will be adjusted to ensure they yield meaningful results consistent with those indicated in the plan. Also, the accompanying Results Matrices (RMs), which contain indicators and annual targets for the achievement of organizational goals will serve as a tool and reference in identifying PPAs and implementing them. To get buy-in and make everyone engaged in its implementation, the plan will be communicated not only to all Department officials and personnel but to external stakeholders as well. Communicating the plan consistently by making it an integral part of the various activities and consultations within the Department and with other partners and emphasizing on its purpose and benefits, will facilitate effective plan implementation and lead to greater results. Implementation
DILG Strategic Plan 2023-2028 74 Monitoring and evaluation (M&E) is essential in ensuring that DILG goals and corresponding strategies embodied in the strategic plan are implemented and fulfilled. Thus, the progress in attaining the identified results will be monitored and assessed using the success indicators and yearly targets indicated in the accompanying RMs. Towards this end, the Department will pursue the harmonization of its planning, program/ project monitoring and evaluation, and performance assessment tools, processes, and mechanisms such as the Program Expenditure Classification (PREXC), SPMS, QMS ISO 9001:2015, PBB, and Performance Dashboards. Likewise, the gaps and challenges in linking these systems, including data generation and storage (e.g., absence of appropriate methodology to measure progress, baseline data, structures, policies, etc.) will be sorted out and addressed. Among them is by working on the development and establishment of a unified and digitalized DILG-wide Results-based Planning, Monitoring and Evaluation System (RbPMES) which will serve as a management tool to monitor and evaluate the progress of the strategic plan’s implementation. The system is envisioned to strengthen the generation and collection of evidence-based data/information that will be shared between and among offices/agencies, thereby enabling easier access to real-time data and improving data utilization for faster and better policy- and decision-making by the management. The Department will also build upon assessments to check whether the targets were met. Based on the evidence gathered through M&E processes, periodic reviews (i.e., annual, midterm, and final) will be carried out not only to gauge the overall progress of the DILG Strategic Plan implementation but, more importantly, to identify problems and ultimately take corrective actions to address them. Subsequently, the Department will conduct research and evaluation studies as bases for policy and program/project development. Also, a client satisfaction survey will be undertaken to determine the public’s perception regarding the performance of the DILG and the effectiveness of the delivery of its various services. The results of these studies will help review and update the current strategic plan, as well as in formulating the succession plan. Monitoring and Evaluation
75 DILG Strategic Plan 2023-2028 Annexes
Annexes 76 Annex A: Results Matrix Organizational Outcome 1: Excellence in local governance upheld STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Sustain accountable, transparent and people-centric local governments PM 1: Percentage of high capacity- high performing LGUs Using the SGLG assessment criteria, a mechanism was devised to categorize LGUs into four capacity-performance quadrants. P/C/Ms that belong to Quadrant 1 of the Segmentation Framework (with high capacity - high performance) are exemplars of local governance. 40.3% (691 of 1,715 LGUs; based on 2022 SGLG results) 41% (703 LGUs) 41% (703 LGUs) 42% (720 LGUs) 42% (720 LGUs) 43% (737 LGUs) 43% (737 LGUs) LGU Segmentation Report/ GAR LGA, OSEC (ROs) PM 2: Percentage of LGUs with active participatory mechanisms in local governance The indicator pertains to the percentage of LGUs with active Civil Society Organizations (CSOs) in Local Development Councils (LDCs). Active CSOs are those that satisfy the ff. criteria: (1) accredited by the Local Sanggunian; (2) attended Council meeting at least once every six (6) months; (3) capacity developement beneficiary; and (4) with collective action plan submitted to the LDC. 16% of C/Ms (246 of 1,515 C/Ms) 47% of C/Ms (705 C/Ms) 54% of C/Ms (820 C/Ms) 62% of C/Ms (950 C/Ms) 72% of C/Ms (1,100 C/Ms) 85% of C/Ms (1,300 C/Ms) 100% of C/Ms (1,515 C/Ms) Assessment Report OSEC (SLGP- PMO) PM 3: Citizen satisfaction rating on LGU service delivery Citizens’ satisfaction on service delivery performance of LGUs will be generated using the Citizen Satisfaction Index System (CSIS), Rate my LGU, and/ or other satisfaction survey tools. 85.33% (15 LGUs; based on 2022 CSIS results) 88% 88% 88% 90% 90% 90% Citizen Satisfaction Reports (CSIS), Rate My LGU, and/or other satisfaction survey results OSEC (BLGS, BLGD, ROs)
77 DILG Strategic Plan 2023-2028 Organizational Outcome 1: Excellence in local governance upheld STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Sustain accountable, transparent and people-centric local governments PM 4: Percentage of LGUs conferred with the Seal of Good Local Governance (SGLG) increased (Commitment under PDP Ch. 14, for PCMs) The SGLG serves as the primary awards and recognition-based program for LGUs to drive them to continually progress and improve their performance across various governance areas. For provinces, cities and municipalities (P/C/Ms), the following are the areas comprised in the SGLG for LGU performance assessment, which maintains the “All-in” principle where a P/C/M must pass ALL governance areas: 1. Financial Administration and Sustainability 2. Disaster Preparedness 3. Social Protection and Sensitivity 4. Health Compliance and Responsiveness 5. Sustainable Education 6. Business-Friendliness and Competitiveness 7. Safety, Peace and Order 8. Environmental Management 9. Tourism, Heritage Development, Culture & Arts 10. Youth Development 20.5% (352 of 1,715 P/C/ Ms) 21%(360 P/C/Ms) 22%(377 P/C/Ms) 25% (429 P/C/Ms) 28% (480 P/C/Ms) 31%(532 P/C/Ms) 34% (583 P/C/Ms) List of SGLG passers for the year (increments every two (2) years) OSEC (BLGS, ROs) Meanwhile, assessment criteria are as follows under the SGLG for barangays: Core Governance Areas 1. Financial Administration and Sustainability 2. Disaster Preparedness 3. Safety, Peace and Order Essential Governance Areas 4. Social Protection and Sensitivity 5. Business-Friendliness and Competitivenes 6. Environmental Management To qualify, barangays have to pass all of the three (3) governance areas and at least one (1) of the essential areas. 50% Barangays assessed (Baseline to be established, assessment on SGLG for barangays started only in 2023) 30% of Barangays 50% of Barangays 55% of Barangays 60% of Barangays 70% of Barangays List of SGLGB passers for the year OSEC (NBOO, ROs)
Annexes 78 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 2: Ensure innovative and future-ready local governments PM 1: Percentage of C/Ms with automated services for business permit and licensing system Automated services refer to the online portal or website for processing business permit and licensing system (BPLS) with the functionalities of online or electronic submission of applications, issuance of electronic order of payment, online payments, issuance of electronic version of permits and/or with courier services. 55.5% (841 of 1,515 C/Ms) 62.7% (950 C/Ms) 70.2% (1,063 C/Ms) 77.6% (1,176 C/Ms) 85.1% (1,289 C/ Ms) 92.5% (1,402 C/Ms) 100% (1,515 C/Ms) BPLS Online Monitoring System OSEC (BLGD, ROs) PM 2: Percentage of LGUs assuming devolved functions, services, and facilities The indicator pertains to the number of P/C/Ms that assumed the delivery of devolved functions, services, and facilities (FSFs) as provided under the LGC and subsequent laws devolving functions to LGUs TBD Establishment of baseline 15% (239 of 1,591 P/C/Ms) 30% (478 P/C/Ms) 45% (716 P/C/Ms) CDP, LDIP Alignment Form OSEC (BLGD, ROs) PM 3: Percentage of LGUs that passed the parameters of SGLG on area of Business- Friendliness and Competitiveness Passers of this governance area are determined by whether they succesfully complied with the indicators on the area of Business-Friendliness and Competitiveness as expressed in the SGLG policy annually. These are P/C/Ms that enable pro-competitive policies and interventions, and facilitate ease of doing business. Sample indicators include, establishment of Local Economic Development and Investment Promotions Office/ Unit and presence of citizen’s charter for securing permits for new business and business renewal. 56.38% (967 of 1,715 P/C/ Ms) 57% (978 P/C/Ms) 58% (995 P/C/Ms) 61% (1,046 P/C/Ms) 64% (1,098 P/C/ Ms) 67% (1,149 P/C/ Ms) 70% (1,200 P/C/Ms) SGLG List of Passers on the area of Business- Friendliness and Competitiveness OSEC (BLGS, BLGD, ROs) Organizational Outcome 1: Excellence in local governance upheld
79 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: Ensure innovative and future-ready local governments PM 4: Percentage of targeted LGUs that adopted good practices The indicator refers to the percent of P/C/M/Bs that adopted good/ next practices out of the total number of targeted PCMBs. A good practice is an institutionalized system meeting a certain set of standard/s in implementing a policy, program or project in local governance that, through experience and research, has been proven and recognized to be effective resulting to the desired result and impact to the lives of the community in a particular locality. The criteria for good practices are: 1. Compliant to national laws; 2. Achieved results addressing the national thrust or local issues and challenges; 3. Proven and effective solutions to the problems encountered by LGUs; 4. Potential for multipier efffect or further replication; 5. Innovativeness TBD Development of policy (criteria), etc. Establishment of baseline 20% of target LGUs 30% of target LGUs 40% of target LGUs 50% of target LGUs Accomplishment Report/ Status Report LGA, OSEC (BLGD, OPDS, NBOO, BLGS, ROs) Organizational Outcome 1: Excellence in local governance upheld
Annexes 80 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Bolster peace and order and security in communities as safe places to live, work and do business PM 1:Percentage decrease in the number of drug- affected barangays The indicator pertains to the number of barangays with a decrease in the level of drug affectation, such as slightly affected, moderately affected, and seriously affected, based on (1) the presence of PWUDs, pushers, drug den maintainers, coddlers, protectors, financiers, cultivators, manufacturers, and others; (2) existence of illegal drug activities; and (3) prevalence of illegal drug activities. 8,451 affected barangays 5% decrease (decrease of 423 brgys from 8,451 affected barangays) 5% decrease from the preceding year's remaining drug- affected barangays 5% decrease from the preceding year's remaining drug- affected barangays 5% decrease from the preceding year's remaining drug- affected barangays 5% decrease from the preceding year's remaining drug- affected barangays 5% decrease from the preceding year's remaining drug- affected barangays - Data on drug situation and/or drug clearing operations in the LGU from PDEA-RO - Certification of drug-cleared barangay per DDB resolution no. 03 s. 2017 PNP (DPCR), OSEC (BLGS- PADS PMO) PM 2: Average monthly index crime rate (Commitment under PDP Ch. 13) The index crime rate is the number of crime incidents in a given period of time for every 100,000 inhabitants in an area. It also refers to the Peace and Order Index 2.91% 2.76% 2.63% 2.49% 2.37% 2.25% 2.14% Crime Information, Reporting and Analysis System (CIRAS) PNP (DO) Organizational Outcome 2: Peaceful, orderly, safe and secure communities bolstered
81 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: Bolster peace and order and security in communities as safe places to live, work and do business PM 3: National Safety index A safety index, also known as a safety rating or safety score, is a numerical or qualitative measure used to assess the level of safety within a particular context or domain. It is typically designed to provide an indication of the potential risks, hazards, or vulnerabilities present in a system, process, or environment. The national safety index indicates the feeling of safety of the people inside the house and outside the house including all public areas of convergence such as but not limited to churches, establishments, schools, places of work, parks, terminals, and the like during day and night time in which dangers and conditions are managed, administered and controlled in order to preserve the well-being of individuals and the community 55% 87% Increasing per year "Public perception of community safety and annual report PNP (DPCR), NAPOLCOM" PM 4: Crime Solution Efficiency (CSE) CSE is the percentage of the number of cases solved by the police out of the total number of crime incidents that are recorded into the blotter for a given period of time. The CSE only includes those cases handled by the police station. "65.39% " "69.97% " "72.07% (3% increase)" "74.23% (3% increase)" "76.46% (3% increase)" "78.75% (3% increase)" "81.11% (3% increase)" "CIRAS PNP (DIDM)" Organizational Outcome 2: Peaceful, orderly, safe and secure communities bolstered
Annexes 82 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Bolster peace and order and security in communities as safe places to live, work and do business PM 5: Percentage of LGUs that passed the parameters of SGLG on area of Safety, Peace and Order Passers of governance area on Safety and Peace and Order are determined by whether they succesfully complied with the indicators as expressed in the SGLG policy annually. These are P/C/Ms that protect constituents from threats to life and damage to property. Sample indicators include, functionality of the local peace and order councils and high functionality of the local anti-illegal drug abuse councils. 54.3% (932 of 1,715 P/C/ Ms) 55% (943 P/C/Ms) (Baseline to be established for barangays, assessment started only in 2023 covering 50% of barangays) 56% (960 P/C/Ms) 59% (1,012 P/C/Ms) 62% (1,063 P/C/ Ms) 65% (1,115 P/C/Ms) 68% (1,166 P/C/Ms) SGLG List of P/C/M/B Passers on area of Safety, Peace and Order OSEC (BLGS, NBOO, ROs) Strategic Goal 2: Enhance humane safekeeping and facilitate productive social reintegration of Persons Deprived of Liberty (PDL) PM 1: Average congestion rate in jail facilities reduced (Commitment under PDP Ch. 13) Congestion is the status of compliance with the ideal jail space or living area for every PDL in the 10 most congested jails in the Jail Bureau. It is computed as to the percentage of the PDL population versus the ideal cell space (4.7 sq. m) for each individual. 367% 356% 341% 328% 315% 302% 290% Annual Accomplishment Report BJMP (DO) PM 2: Reoffending Rate "The propensity of Persons Deprived of Liberty (PDL) to reoffend is reduced due to the implementation of effective aftercare referral and community reintegration strategies. Reoffending Rate is computed as follows: Average Reoffending Rate per region over total number of regions" N/A Collection of baseline data, simultaneous with the identification of the reduction in the PDL’s criminogenic risk score 19% 18% 17% Quarterly Report BJMP (DO/ CJESM)" Strengthening of ICT to ensure a more evidence- based database as a reference for PDL reoffenders Organizational Outcome 2: Peaceful, orderly, safe and secure communities bolstered
83 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: Enhance humane safekeeping and facilitate productive social reintegration of Persons Deprived of Liberty (PDL) PM 3: Number of jail disturbances/ incidences (including escape incidents) The indicator includes any untoward or uncommon actions, events or conditions such as jail break, riot, noise barrage, stabbing or assault of personnel that occurs in jail and perpetrated by any person, which may or may not have followed or depended upon another action of grave or serious consequences such as escape, injury, death, fire, flood, earthquake or other calamity which affects the jail. 31 jail disturbances 29 jail disturbances 28 jail disturbances 26 jail disturbances 25 jail disturbances 23 jail disturbances 23 jail disturbances Physical Report of Operations BJMP (DO) 9 escape incidents (actual 2022 per NEP 2024) decreasing PM 4: Percentage of PDL benefitted from Welfare and Development Services Welfare and development services are offered by the BJMP and availed by PDL (spiritual, healthcare, psychological, livelihood, behavior management, cultural and sports,guidance and counselling, educational, e-Dalaw, skills enhancement) based on their Risk-Needs- Responsivity Assessment 88.78% of the average no. of PDL 89% of the average no. of PDL 89.5% of the average no. of PDL 90% of the average no. of PDL 90.5% of the average no. of PDL 91% of the average no. of PDL 91.5% of the average no. of PDL Physical Report of Operations BJMP (DWD) Strategic Goal 3: Improve protection of communities from destructive fires and other emergencies PM 1: Number of casualties and injured persons due to fire The number of casualties (deaths) should not exceed one (1) death attributed to fire for every 200,000 population (1:200,000) 1:356,461 or 313 deaths (Projected Population 111,572,254) ≤ 1:200,000 ≤ 1:200,000 ≤ 1:200,000 ≤ 1:200,000 ≤ 1:200,000 ≤ 1:200,000 Annual Accomplishment Report BFP The number of injured persons should not exceed 1:100,000 1:110,468 or 1,010 injuries (Projected Population 111,572,254) ≤ 1:100,000 ≤ 1:100,000 ≤ 1:100,000 ≤ 1:100,000 ≤ 1:100,000 ≤ 1:100,000 Annual Accomplishment Report BFP Organizational Outcome 2: Peaceful, orderly, safe and secure communities bolstered
Annexes 84 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 3: Improve protection of communities from destructive fires and other emergencies PM 2: Amount of property damage due to fire The estimated amount of structural damage due to fire should not exceed an average of Php 300,000.00 per incident Average Cost is Php 400,657 per fire incident ≤ Php 300,000 per incident ≤ Php 300,000 per incident ≤ Php 300,000 per incident ≤ Php 300,000 per incident ≤ Php 300,000 per incident ≤ Php 300,000 per incident Annual Accomplishment Report BFP PM 3: Number of fire Incidents Destructive fire incidents should not exceed one (1) fire incident per 10,000 population (1:10.000 ) 1:11,713 or 9,525 (Projected Population 111,572,254) (2022) ≤ 1:10,000 ≤ 1:10,000 ≤ 1:10,000 ≤ 1:10,000 ≤ 1:10,000 ≤ 1:10,000 Annual Accomplishment Report BFP PM 4: Percentage of fire alarms responded within seven (7) minutes Response to an emergency or fire alarm call by BFP refer to the attendance of BFP firefighting crew/EMS/Rescue units to suppress, control and manage the spread of fire in the fire ground. The response time is counted from the time that the firetruck has departed from the fire station until the time of its arrival in the fire or emergency scene. 75.75% (11,829 responded within 7 mins. out of 15,629 fire and related emergencies of which 9,525 are fire calls and 2,314 are EMS calls) 90% 90% 90% 90% 90% 90% Annual Accomplishment Report BFP Organizational Outcome 2: Peaceful, orderly, safe and secure communities bolstered
85 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: Intensify adaptive capacities of LGUs to natural and human-induced calamities PM 1: Percentage of LGUs that passed the parameters of SGLG on area of Disaster Preparedness SGLG passers of the Disaster Preparedness governance area are P/C/Ms that prevent and prepare for disasters, whether natural or human- induced, in order to strengthen their resilience as determined by their succesful compliance with the indicators. Sample indicators include, functionality of Local Disaster Risk Reduction and Management Council and establishment of Local Disaster Risk Reduction and Management Office. 30.61% (525 of 1,715 P/C/Ms) 31% (532 P/C/Ms) 32% (549 P/C/Ms) 35% (600 P/C/Ms) 38% (652 P/C/Ms) 42% (720 P/C/Ms) 45% (772 P/C/Ms) SGLG list of passers on area of Disaster Preparedness OSEC (BLGS) PM 2: Compliance rate of LGUs on early and critical disaster preparedness protocols "Operation L!STO guides Local Government Units (LGUs), the Philippine National Police (PNP), Bureau of Fire Protection (BFP) and DILG personnel on the minimum actions that must be carried out before, during and after a disaster. Experiences of LGUs have shown that the non- implementation of, or low compliance in, early preparedness actions affect the effectiveness of the critical preparedness actions. To generate the Early Preparedness compliance/ progress of all LGUs nationwide (except BARMM) based on the Operation LISTO Checklist, the average percentage of LGU compliance under the sub-indicators and main indicators for each of the 3 early preparedness major components are computed. 69% overall average compliance rate of LGUs on early disaster preparedness (Average compliance on major components: 68% on Create and Institutionalize Structures, Systems, Policies and Plans; 64% on Build Competencies; 74% on Moblize Resources) 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year Disaster Online Reporting and Monitoring System (DORMS) OSEC (CODIX) Organizational Outcome 3: Resilient communities reinforced
Annexes 86 STRATEGIC GOAL/ INDICATOR DEFINITION OF INDICATOR BASELINE ANNUAL PLAN TARGET MOV/ SOURCE 2022 2023 2024 2025 2026 2027 2028 Strategic Goal 1: Intensify adaptive capacities of LGUs to natural and human-induced calamities PM 2: Compliance rate of LGUs on early and critical disaster preparedness protocols For Critical Preparedness, only affected cities and municipalities (every typhoon) will be covered since the number of LGUs activated depends on the magnitude and scale of the tropical cyclone. LGUs activated will undertake a set of minimum critical preapredness actions which are monitored through the Disaster Online Reporting and Monitoring System. The overall average compliance rate of LGUs (those activated) will be generated by computing the average compliance on the indicators/ sub indicators for all major components in the critical preparedness checklist. 33% overall average compliance rate of LGUs on critical preparedness (Average compliance on major components: 55% on Get Organized; 36% on Alert Communities; 18% on Execute Plans; 25% on COVID-19 related Early Preparedness Checklist) 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year 5% increase from the previous year Disaster Online Reporting and Monitoring System (DORMS) OSEC (CODIX) PM 3: Percentage of Barangays compliant with LISTO SI KAP Protocols Listo si Kap is a barangay-focused program capaciting barangay officials in formulating disaster risk reduction planning, management, rehabilitation, and recovery. The Program aims to equip the Barangay Officials with the necessary knowledge and skills in the protocol of disaster risk reduction and response management anchored in the National Disaster Risk Reduction and Management Framework, to address various respective vulnerabilities and formulate a sustainable recovery strategy. N/A N/A Rollout of the protocols 50% of Barangays compliant 70% of Barangays compliant 75% of Barangays compliant 90% of Barangays compliant Accomplishment Report/ Status Report OSEC (NBOO) Organizational Outcome 3: Resilient communities reinforced
87 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: Advance the full potential of women, youth, at-risk and other sectors as stakeholders of national development PM 1: Percentage of LGUs that passed the parameters of SGLG on area of Social Protection and Sensitivity SGLG passers of the Social Protection and Sensitivity governance area are P/C/Ms that demonstrate responsiveness to the needs of, and facilitate meaningful engagement with the marginalized and vulnerable sectors of society. Sample indicators include, implementation of gender and development mechanisms, compliance with the Accessibility Law and its ameded IRR, and mandatory IP representation in the Sanggunian, etc. 24% (411 of 1,715 P/C/ Ms) 27% (463 P/C/ Ms) 30% (514 P/C/ Ms) 33% (566 P/C/ Ms) 36% (617 P/C/ Ms) 39% (669 P/C/ Ms) 42% (720 P/C/ Ms) List of SGLG passers for the year OSEC (BLGS, ROs) PM 2: Percentage of LGUs with comprehensive Local Youth Development Plan (LYDP) The Local Youth Development Plan (LYDP) refers to the provincial, city, or municipal youth development plan as initially drafted by the SK Pederasyon, finalized by the LYDC and approved by the local sanggunian. The LYDP shall be anchored on the Philippine Youth (PYDP) and the local development plans of the local government unit concerned. The plan includes responses to local youth issues corresponding to the 10 centers of youth participation identified in the PYDP 2023- 2028 90.97% of CC/Ms 100% (CC/ Ms) 70% (P/ HUC/ICCs) 100% (P/ HUC/ICCs) 30% (CC/ Ms) 100% (CC/ Ms) 100% (P/ HUC/ICCs) 30% (CC/ Ms) 100% (CC/ Ms) Annual Accomplishment Report NYC PM 3: Percentage of NGAs with improved level of gender responsiveness The indicator pertains to the number of agencies that have shown improvement in the level of Gender Mainstreaming based on the administration of the Gender Mainstreaming Evaluation Framework (GMEF) tool 72.22% (26 out of 36) 50% (18 out of 36) 50% (18 out of 36) 50% (18 out of 36) 50% (18 out of 36) 50% (18 out of 36) 50% (18 out of 36) Annual Accomplishment Report; Annual Consolidated GMEF Validation Report PCW (SCD) Organizational Outcome 4: Inclusive communities enabled