ISSN: 1655-7336
About the Cover
LGA’s 2019 Annual Report cover finds
its inspiration and cue in the word puzzle
game Wordscapes in introducing the
Capacity Development Framework for Local
Governments developed by LGA in changing
the game in local governance capacity
development. True to the spirit of the
game, the cover highlights six (6) capacity
development pillars, for effective local
governance capacity development, namely:
Structure, Competency, Management
Systems & Processes, Enabling Policies,
Knowledge & Learning, and Leadership
which LGA has identified to be as the
governing factors that will indicate the
local governments’ capacity in delivering
the desired results, and in realizing their
respective mission, vision, and goals.
LGA ANNUAL REPORT 2019
CHANGING THE GAME IN
LOCAL GOVERNANCE CAPACITY DEVELOPMENT
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LGA ANNUAL REPORT 2019
Table of Contents
I. Message from the Executive Director 1
II. 2019 At a Glance 2
III. LGA as a Game Changer in Capacity 3
Development for Local Governments
(the story of LGA in 2019)
IV. Summary of 2019 Accomplishments 6
a. CapDev for LGUs
b. CapDev for DILG and LGA
c. Research and Development
d. Partnership and Network Management
V. Gallery of Knowledge Products 68
VI. List of Partners 69
VII. Financial Report 70
VIII. Outlook for 2020 71
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENTIN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
CHANGING THE GAME
Message from the Executive Director
2019 has been an exciting year for the LGA as we
welcomed the new set of local officials who won in the May
elections. As much as the local officials were eager to fulfill
their campaign promises, the same can be said of the LGA as
we pursue our commitment in capacitating the local officials
all over the country.
We put a premium on the Program for the Newly-Elected
Officials or the Program for NEOs which we fine-tuned to make
it more responsive to the capacity development needs of the
elected officials. More than a term-based and competency-
based program, the NEO program has become a convergence
platform where various development institutions can work
together with a common goal of producing empowered
communities through good local governance.
In 2019, we also experienced the same challenges in terms of
assisting our local governments in preparing and recovering
from natural and man-made calamities, countering the
peace and order issues and sustaining local development.
And anything that concerns local governments, the LGA was always ready when sought for assistance
by government and non-government organizations. We were able to respond to the call even with
limited resources both human and financial, through the strategic partnerships we have established
through the years.
This annual report describes how we strive to continue changing the game in local governance
capacity development in the country. We are confident that we can fulfill our mission of changing
mindsets and influencing the behavior of local officials with the support of the people and institutions
who continue to trust the LGA and share our vision of a better Philippines.
Looking forward to a great year ahead for all good local governance champions and stakeholders!
THELMA T. VECINA, CESO IV
Executive Director
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LGA ANNUAL REPORT 2019
LGA ANNUAL REPORT 2019
2019 At a Glance
By the Numbers
MAJOR FINAL OUTPUT 1, 883 LGUs Trained
16,064 LGU Officials
and Staff Trained
4,829 DILG - LG Sector
Personnel Trained
729 Local Chief
NEWLY-ELECTED Executives
OFFICIALS (NEOs)
60 Governors
103 City Mayors
566 Municipal Mayors
PARTNER NETWORKS ENGAGED 16 Partner Organizations
Engaged Membership to
1 Local Network
3 International Networks
CITIZENSHIP DEVELOPMENT 167 Youth Leaders Engaged
in Citizenship Development
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENTIN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
CHANGING THE GAME
LGA as a Game Changer in Capacity
Development for Local Governments
INTRODUCING THE X-FACTOR IN LOCAL GOVERNANCE
CAPACITY DEVELOPMENT
For 31 years, the Local Government And ultimately, coming up with two
Academy (LGA) has been steadfast in its important points of consideration
commitment to deliver quality programs about the very nature of what capacity
to local government units and to the building really is: First, is that capacity
DILG-Local Government Sector personnel development is largely an internal process
in response to their emerging capacity of growth and change; and, two, efforts
development needs. for capacity development should be
results-oriented.
Having both the progressive experience
and exposure for capacity building With the LGA possessing the authority
and local governance, the organization and the strategic position to lay down
continues to evolve and is more eager the standards for local governance
in its pursuit of innovative and creative capacity development, it has
solutions to the most pressing concerns formulated what is called the Capacity
and issues that hamper the development Development (CapDev) Framework for
of local governments. Cultural diversity, local governments. A game-changing
varying institutional capacities, the innovation that will not only address the
disparity in socio-economic development, learning and development curve of local
the demands of fast-paced regional governments but at the same time, alter
integration, and even threats to social the very landscape and delivery of local
cohesion are just some of the many governance capacity development in the
challenges that the LGUs are facing. country.
The need for innovative solutions and The framework is designed to define
approaches has become a requisite the parameters for assessing, planning,
for the LGA with the business for executing, monitoring and evaluating
capacity development going beyond capacity development interventions
the conventional that would demand required for local governments to realize
understanding and ownership of their desired state of performance. It
the obstacles that inhibit people, also serves its purpose of promoting a
organizations and societies from realizing shared understanding of the vital capacity
their development goals. development components among key
players and stakeholders for a holistic
and a whole-system approach to capacity
development.
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LGA ANNUAL REPORT 2019
For 2019, efforts to mainstream the ENSURING ACHIEVEMENT
capacity development framework OF RESULTS AND
has been productive with the LGA’s
deliberate initiatives to address the ALIGNING WITH OVERALL
capacity development needs across six (6) DEVELOPMENT GOALS
component areas, or what are referred to
as “capacity pillars”, which serves as the
governing factors that will indicate the The year 2019 also saw the LGA
LGUs’ capacity in fulfilling their mission implement strategies in support of the
and vision, while delivering the desired new vision as an institution that sets the
results. standards for local governance capacity
development. These strategic initiatives
In manifesting these capacity pillars are valued as contributory to ensuring
in its programs, LGA conducted sets that capacity development programs for
of interventions across the following the LGUs and DILG -LG sector personnel
outcomes: Business-Friendly and are delivered and achieving organized-
Competitive LGUs, Environments- focused objectives.
Protective, Climate Change Adaptive and
Disaster Resilient LGUs, Socially-Protective In the delivery of the Major Final Output
LGUs, Peaceful, Orderly, and Safe LGUs, (MFO) for the year, the LGA trained a
Accountable, Transparent, Participative, total of 1,883 LGUs, 16,064 LGU officials
and Effective Local Governance, and and staff, and 4,829 of the DILG - Local
Strengthened Internal Organizational Government (LG) Sector personnel.
Capacity. The numbers are visualized to translate
to improved performance rating of these
The CapDev Framework also significantly individuals who are capacitated through
gained international recognition this year the post-training action plans that
with no less that the Secretary of the were implemented in their respective
Interior and Local Government Eduardo institutions.
M. Año presenting to the delegates of the
Public Service Innovation Forum in Busan, The programs delivered in 2019 for LGUs
South Korea the country’s initiatives and DILG made modest contributions
on capacity development where the to the overall sector outcome of
framework was showcased as an strengthened local governance and to the
innovation in directing initiatives on local societal goal of people-centered, clean
governance capacity development in the and efficient governance.
country.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
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LGA ANNUAL REPORT 2019
LGA ANNUAL REPORT 2019
Summary of
Accomplishments
Capacitating Local Governments
for Empowered Communities
Serving the mandate as the training arm of the Department of the Interior and Local
Government (DILG), the Local Government Academy (LGA), in its endeavor to be
the premier local governance capacity development institution in the country, has
implemented developmental programs and delivered capacity development initiatives
across six (6) outcome areas in nurturing capable local government units and shaping
the Department as truly matino, mahusay, at maasahan.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
OUTCOME 1:
BUSINESS-FRIENDLY AND
COMPETITIVE LGUs
The passage of Republic Act 11032, or otherwise known as the Ease of Doing Business
and Efficient Government Services Delivery Act, has seen local governments pacing
towards cutting red tape and streamlining procedures in their service delivery in pursuit
of economic reforms that will provide the enabling environment for communities where
businesses and investments can thrive.
With the country’s standing in the global competitiveness and ease of doing business
index showing significant progress, the LGA for 2019 has continued to implement
programs in support of this developments: The Regulatory Simplification for Local
Governments (RS4LG) and the Local Economic Development for Local Government Units
(LED4LGUs).
This is to ensure that local governments are well capable of setting the environment
conducive for local economies to thrive while keeping the process of doing business both
simple and efficient.
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LGA ANNUAL REPORT 2019
REGULATORY SIMPLIFICATION FOR LOCAL GOVERNMENTS
(RS4LG)
A program which finds its inception During the 4-day coaches’ training,
prior to the enactment of the Ease of participants underwent five (5) learning
Doing Business Act, the Regulatory sessions which includes: 1.) an overview
Simplification for Local Governments on RA 11032; 2.) enabling regulatory
(RS4LG) is a continuing work of the LGA environment in local governments for
which offers both training and coaching ease of doing business; 3.) introduction
assistance to LGUs in simplifying their to the RS4LG; 4.) planning for regulatory
regulatory process. It also assists them simplification; and 5.) an in-depth
in streamlining their respective Business discussion and walkthrough of the
Permitting and Licensing System (BPLS) regulatory simplification phases.
in support to the present thrust of the
government to create business-friendly Participants at the end of the activity
and competitive LGUs. were able to craft their respective regional
action plans that they will look on as
The program primarily puts prime on they coach their LGUs in addressing key
LGUs in laying the foundation for an governance issues that deter businesses
environment that is conducive for local and investments, and facilitate the
economies to thrive, invest, and do entry of policy reforms and systems
business. improvement in their respective localities
for a more transparent and enhanced
For this year, the LGA conducted a means of doing business.
Coaches’ Training on RS4LG which was
participated by 14 LGUs.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
LOCAL ECONOMIC DEVELOPMENT FOR LOCAL
GOVERNMENT UNITS (LED4LGUs)
Another program implemented
by the LGA is the Local Economic
Development for Local Government
Units (LED4LGUs). The program
sets to build the capacities of LGUs
in improving their local economic Salvacion Z. Baccay Prof. Amado Jimenez,
initiatives in compliance with the Provincial Director Former Provincial Treasurer
Ease of Doing Business (EODB) of DILG Quirino of Bataan
law and other existing regulatory
requirements.
The program likewise builds on
the capacity of LGUs in improving
their local initiatives to achieve
Dir. Francisco Gentoral,
more vibrant local economies and Hon. Carlos Jericho Petilla, LED Expert & Executive Director of
Former Governor of the
generate local employment. Province of Leyte the Iloilo Economic Development
For this year, LGA conducted a Foundation
Coaches’ Training on LED4LGUs
as part of its initiative to formally
organize a pool of subject matter
experts and coaches/mentors on
LED to address the learning gap
in translating LED principles and Hon. Prudencio Maxino, Jr. Hon. John Bongat
concepts into actual workplace Former Mayor of Mulanay, Naga City
enhancements. Quezon
Participants for the conduct of this
program involved 11 individuals
composed of Former Provincial
Governors, Former Mayors,
Professor, and seasoned LED Hon. Rafael L. Coscolluela Hon. Ramon Oñate
Experts, who have undergone Former Governor of Negros Occidental Palompon, Leyte
mentoring skills enhancements in
preparing them to carry out their
duties as LED mentors/coaches to
LGUs.
Dir. Erlito Pardo, Dr. Aser B. Javier,
Former Director of Bureau Professor & Governance
of Local Government Finance Expert
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LGA ANNUAL REPORT 2019
At the end of the three (3) day activity, In line with this, the LGA, working under
the participants, more than just having the principle of “good governance as good
a clear and heightened appreciation of economics”, engaged with 13 LGUs to
the concepts and principles of LED, were champion LED through the 38 officials and
also able to come up with their LED plans functionaries it capacitated.
which will serve as guide in rolling-out
LED initiatives. The training provided the LED champions
with an in-depth understanding of the
Similarly, an equally important activity key LED concepts and tools and harness
conducted under this program is the available means and resources to
Creating Local Economic Development promote inclusive and sustainable LED at
(LED) Champions. While it is understood the local level.
that local governments are providers of
basic services, they also play a pivotal role
in promoting economic development in
their communities.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
OUTCOME 2:
ENVIRONMENT PROTECTIVE,
DISASTER RESILIENT AND
CLIMATE CHANGE ADAPTIVE
LGUs
Being a country that is under the constant threat of natural disasters, the Philippines,
requires Filipinos to be at all times prepared. Resilient as the Filipino spirit may be, our
people’s ability to cope and prepare for threats imposed by either natural or man-made
disasters merits utmost priority.
In line with this, the LGA for 2019, continued to shape the country’s story of resilience
through sets of intervention that is founded on strengthening the country’s overall
capacity for disaster preparedness and mitigation under one of its banner programs:
Operation L!STO.
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LGA ANNUAL REPORT 2019
Operation L!STO
Serving as the umbrella program of
the DILG through the LGA for Disaster
Risk Reduction & Management and
Climate Change Adaptation (DRR-CCA),
the Operation L!STO uses a “one-
government” and “whole-of-society”
approach in pursuing the capacity
enhancement of local governments for
disaster management.
Overall, it is composed of three (3)
main components, namely: 1.) L!STONG
Pamahalaang Lokal; 2.) L!STONG
Pamayanan; and 3.) L!STONG Pamilyang
Pilipino.
L!STONG Pamahalaang Lokal
This component of Operation L!STO
ensures efforts in building local
government’s capacity for disaster
preparedness are delivered through
interventions focusing on skills needed
in the development and enhancement of
action and operational plans, coaching,
post-disaster rehabilitation and recovery ● Training on the Formulation of
management and re-orientation on the Local Climate Change Action Plan
key concepts of disaster preparedness. ● Training on DRR-CCA Risk
Assessment using GIS
Under this component, a total of ● Training on Post-Disaster
433 functionaries and 42 Local Rehabilitation and Recovery
Government Units were capacitated Management
through some of the following
interventions: ● Training on Climate and Disaster
Risk Assessment
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
RELAUNCH OF THE OPERATION L!STO MANUAL
After a series of consultations, the LGA The manual likewise encourages local
in 2019 came up with an enhanced government units to invest on partnership
version of the Operation L!STO disaster agreements with both the private and civil
preparedness manual that provides a set society organizations especially on human
of minimum progressive response actions resource training and capacity building
before, during and after a typhoon. for DRR personnel and volunteers, as well
as acquiring the needed equipment for
security, law and order, search and rescue
and clearing operations.
Over 52 DILG DRR-CCA Focal Persons
were oriented on the enhanced manual
during the conduct of the Orientation
on the Enhanced Disaster Preparedness
Manual and Program Overview last
January 28-29, 2019 where at the end of
training, participants of the program were
This is the third edition of Operation able to develop their respective action
L!STO manual which consolidates the plans in rolling out the enhanced manual.
Checklist of Early Preparedness Actions
for Mayors, Checklist of Minimum
Critical Preparedness Actions for Mayors
and Checklist for City/Municipal Local
Government Operations Officers, Chief
of Police and Fire Marshalls into one
comprehensive reference material.
Want to know more about this Enhanced
Disaster Preparedness Manual?
Scan this Quick Response (QR) Code to download the latest
edition of the LGU Disaster Preparedness Manual.
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LGA ANNUAL REPORT 2019
MANAGEMENT OF THE DEAD AND MISSING PERSONS
TRAINING OF TRAINERS (MDM-TOT)
Aside from the usual offerings under handling dead bodies (from retrieval,
this component, the LGA for 2019, in identification and up to its final disposal),
partnership with the DILG - Central Office as well as missing persons and the
Disaster Information and Coordinating bereaved families is given priority in
Center (CODIX), conducted its first two disaster management while ensuring that
batches of training on the Management legal norms are followed, and the that the
of the Dead and the Missing Persons dignity of the deceased and their families
(MDM) for members of the National are respected and guaranteed.
Disaster Risk Reduction and Management
Council and the DILG regional DRR-CCA While it is true that the management
Focal Persons. of the dead and missing remains as one
of the most difficult aspects in disaster
This program is developed with the response, over 84 trainers are now
intention of making disaster response capable in facilitating and cascading to
not only a matter of the living, but also local government units the vital role
essentially, a matter of the dead and the that MDM will play in effective disaster
missing. It is to ensure that the task in management.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
L!STONG Pamayanan ● Coaches’ Training on Quality
Assurance System for BDRRM
Aimed towards community-level capacity ● Courtesy Call and Orientation on the
development, interventions offered under Localization of the Comprehensive
the L!STONG Pamayanan component Emergency Program for Children
(CEPC) and Quality Assurance System
are designed to enhance the capacities (QAS) in the Province of Oriental
of frontline government officials, more Mindoro
particularly in the barangays, to be better
prepared for calamities and disturbances ● Coaches’ Training on Quality
with community-level preparedness Assurance System for BDRRMP
planning and actions serving also as key and Localization of Comprehensive
priorities. Emergency Program for Children
(CEPC) - in partnership with Save the
Under this component, the LGA for Children
2019 has implemented some of the ● Quality Assurance System for BDRRM
following interventions in ensuring that Plan
communities are well-prepared against
calamities and disasters: ● Training on Quality Assurance System
(QAS): Review of Barangay Disaster
Risk Reduction and Management
(BDRRM) Plan
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LGA ANNUAL REPORT 2019
Youth Camp on DRR-CCA
In jumpstarting a people-centered and
participatory style of governance, as well
as ensuring that the youth is well-engaged
and empowered towards Disaster Risk
Reduction and Climate Change Adaptation
(DRR-CCA), the LGA in partnership with
the DILG - Region 8 (Eastern Visayas),
conducted the Youth Engagement
for Sustainability, Welfare, and
Empowerment of Communities Across
the Nation (YES WE CAN!) program.
For three-days, 167 youth representatives
coming from different parts of Eastern
Visayas were capacitated not only to
be empowered and patriotic citizens,
but also to serve as leaders of their
communities.
More importantly, it contributes to the
aspect where the youth can be an active
exponent to the cause of Disaster Risk
Reduction and advocate and take action
against the growing impacts of Climate
Change, especially in their respective
communities.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
L!STONG Kagawaran
For this component of Operation L!STO,
personnel of the DILG and LGA are
capacitated to be effective enablers of
local resilience through interventions
that are directed towards enhancing
their capacities for DRR-CCA. Capacity
development offered under this
component are the following:
● Training on Public Service Continuity
Plan for DILG
● Capacity Enhancement for DRR-CCA
(Manila-Taipei Shake-Share)
● Basic Life Support and First Aid Training
for LGA
● Kuwentong L!STO 4 Writeshop
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LGA ANNUAL REPORT 2019
Media-Forum on DRR-CCA
With typhoons coming in and out of the
country, the Department of the Interior
and Local Government (DILG) and the
Local Government Academy (LGA) taps
17 of its media partners through a
media forum organized on September
4, 2019. The activity provided a venue
to orient members of the media on
the department’s DRR-CCA programs
to help mainstream efforts on disaster
preparedness and risk management as
the country continues to brace for more
typhoons this year.
DILG Undersecretary for Public Affairs “We recognize that a responsible media
and Communications and spokesperson can support the national and local
Jonathan E. Malaya underscored the governments in disaster risk management
importance of the forum as being actions. Naniniwala po kami na kailangan
timely and relevant and at the same ng pamahalaan ang epektibong
time recognized the vital role of the pakikipagtulungan ng pribadong sector
media in communicating the disaster kabilang ang media upang epektibong
preparedness actions and risk reduction makatulong sa pangkalahatang
and management activities being done by paghahanda, pamamahala at pagtugon
the Department. sa mga sakuna.”
Usec. Malaya highlighted the role of
local chief executives (LCEs) and local
government units (LGUs) in preparing for
disasters in their respective areas. He also
called on the government and the media
to work hand in hand in nurturing an
informed citizenry of the risk and hazards
they face in the eye of disaster. Providing
timely and relevant information on
disaster preparedness and risk reduction
and management.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
DILG and its role in disaster preparedness
LGA Assistant Director Esmeralda Daphne There is no denying that the country has
N. Purnell gave an overview of the been under constant threat of disasters,
Operation L!STO program as well as other ranking 3rd under the 2018 World Risk
efforts in assisting LGUs to reduce the Index of most disaster-prone countries
risks and impacts of disasters. She also in the world. Our previous experiences
shared LGA’s initiative with the assistance show that the lack of awareness and
of GIZ in incorporating various disaster communication has cost the country and
risk reduction strategies into a decision its people severe consequences.
support tool kit that will help LGUs
develop the required plans on DRR and And by looking back and taking lessons
CCA. from previous experiences, the country
has been on the move to proactively
City Director Silvestre Z. Barrameda, Jr. address the continuing threats of disasters
of DILG San Juan, on the other hand, (both natural and human-induced) by
introduced the enhanced Operation L!STO putting in place appropriate policies,
manual which does not only provide structures, and programs needed to
a preparedness checklist for city and develop disaster-ready and resilient
municipal mayors, DILG field officers, communities.
chiefs of policies and fire marshals, but
now provides the authority to the LCEs An equally important factor in the
to undertake pre-emptive or mandatory success of all DRR and CCA programs
evacuation if deemed necessary. Other is establishing awareness among the
progressive actions on preparedness and citizenry and key stakeholders and this is
response that LGUs need to undertake where the vital role of the media comes
depending on the 3 Alert Levels Alpha, in.
Bravo and Charlie, are also included in the
enhanced manual.
Dir. Edgar Allan B. Tabell, Director of the
DILG – Central Office Disaster Information
Coordinating Center (CODIX) was also
in attendance to brief the media on the
Department’s initiatives in capacitating
LGUs on the management of the dead
and the missing in the event of a disaster.
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LGA ANNUAL REPORT 2019
BUILDING ALLIANCES FOR LOCAL RESILIENCE
Efforts towards building alliances for Other activities conducted include:
local resilience was also productive
in 2019 through the active support ● Focus Group Discussions on Costs and
and grants provided by international Benefits of (In)Coherence
donor institutions such as the Spanish
Agency for International Development ● Workplace Coaching for Resilience
Cooperation (AECID) and the GIZ - Global Planning
Disaster Risk Management (GDRM).
● Resilience Planning Consultation
Workshop
Through AECID’s assistance, LGA
conducted a training on Gender ● Training Workshop on Information
Inclusivity in Disaster Risk Management and Data Governance
as part of its efforts in the Strengthening
the Capacities of Philippine Local ● CDRA Decision Support Toolkit
Governments in Disaster Risk Reduction Consultation Workshop
(SCPLG – DRR) project in collaboration
with the Provincial Governments of ● Coaches Training on the Guidelines
Northern Samar and Negros Occidental on Mainstreaming DRR-CCA in the
which was able to capacitate 243 local Comprehensive Development Plan
functionaries. (CDP+) (Batch 1 and 2)
● Coaches Training on the Climate and
The LGA, also for 2019, in partnership Disaster Risk Assessment (CDRA),
with the GIZ - Global Disaster Risk Greenhouse
Management (GDRM) conducted the
first batch of workshop Local Resilience Overall, a total of 1,726 national and
Planning Workshop in Metro Cebu for local functionaries from 211 LGUs were
26 local functionaries. This workshop is a capacitated by LGA under Outcome
first of a series of activities to harmonize 2, in support of the LGA to the DILG’s
the Local Disaster Risk Reduction and collective effort to support government
Management Plan (LDRRMP) and the efforts in building an environment that
Local Climate Change Action Plan (LCCAP) is protective, climate adaptive, as well as
into a singular Local Resilience Plan for disaster resilient communities.
a much coherent approach in planning,
implementing and reporting on Disaster
Risk Management.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
OUTCOME 3:
SOCIALLY-PROTECTIVE LGUs
It is crucial for local governments to look after the welfare of their constituents. But more
importantly, it must also look on the needs of the poor and marginalized, and provide
them with the opportunities that will empower themselves in improving their quality of
life.
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LGA ANNUAL REPORT 2019
Sustainable Development Goals - Family-based Actions
for Children and their Environs (SDG - FACEs)
An offshoot of the Millennium The following are the results of the
Development Goals (MDG) - Family- survey:
based Actions for Children and their
Environs (FACEs), the SDG - FACEs project 25% of the Cities has signed
establishes and adopts measures that will
improve the living conditions of families the SDG-FACEs Memorandum
and poor communities while supporting of Agreement
the 2030 Global Agenda for Sustainable
Development.
25% with organized City Core
Team
For 2019, the LGA in partnership with DILG
Region XI conducted the SDG-FACEs Project
Summit to focus on the status of project 28% established partnership
implementation of the selected project with various stakeholders
sites, share experiences and hear
testimonials from the mothers and children
who benefited from the project. 31.3% has a signed Pledge of
Commitment
A total of 108 participants attended
the Summit which is composed of the
beneficiaries and the thirty-two (32) 40% has an organized
cities, represented by their officials and Integrity Circle
functionaries of the project sites.
Aside from sharing best practices, 40% of the cities has an SDG-
participants were also given the FACEs Child Report Card
opportunity to discuss strategies in
addressing roadblocks and challenges in
the course of the implementation of the 20 cities out of 32 cities has
project and determine applicable an established Demonstration
mechanisms that will sustain its Project
implementation.
The results of the SDG-FACEs online survey
were also presented in the summit wherein
32 City representatives from 8 Regions
participated.
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CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
OUTCOME 4:
ACCOUNTABLE, TRANSPARENT,
PARTICIPATIVE, AND EFFECTIVE
LOCAL GOVERNANCE
2019 has seen new blood take on the political landscape at the national and local level.
With new mandates to assume, the newly-elected officials, serving as the political leaders
of their respective localities are handed with the burden of proving their competence, but
also their integrity as leaders to make good on their promises during the campaign as an
invaluable part of their social contract with their constituents.
Understanding this important need for competent local officials, and in an effort towards a
more accountable, transparent, participative, and effective brand of local governance, the
LGA has scaled up its efforts and initiatives towards priming the country’s newly-minted
local chiefs in their newfound mandate with the Program for the Newly Elected Officials
(NEOs) taking the center stage for the interventions offered by LGA under Outcome 4.
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LGA ANNUAL REPORT 2019
Program for the Newly-Elected Officials (Program for NEOs)
The Program for the Newly-Elected governments to provide effective and
Officials is a continuing program of the efficient basic services to the citizens
DILG through the LGA which prepares and cultivate a culture of good local
the NEOs in fulfilling their task and governance, and ultimately bringing the
responsibilities as leaders of their government closer to the Filipino
localities. people.
It is a complete and innovative package of Equally important, the Program draws
education, training and support services on the country’s vision, as embodied in
for local governments and their elected the AmBisyon 2040, to help LGUs usher
leaders which will help transform their in a new brand of public service that will
vision and agenda into concrete actions – contribute to nation-building and improve
programs, projects, and initiatives. the lives of their constituents, especially
the vulnerable and marginalized.
With the theme “Pamumuno para sa
Mapayapa. Matatag, at Patuloy na The NEO Program further aims to provide
Pag-unlad ng Buhay at Kinabukasan ng interventions that are anchored on
Bawat Pilipino” (“Leading for a Peaceful, the LGU Capacity Pillars of Structure,
Resilient, and Sustainable Life and Competency, Management, Enabling
Future of Every Filipino”), the 2019 Policies, Knowledge and Learning,
Program for NEOs aims to strengthen the and Leadership which will ensure that all
capacity of local facets affecting LGUs achieving optimal
performance are well-considered.
24
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
As a term-based program, the Program for NEOs is composed of five components:
Ensuring Smooth Transition Creating the Roadmap for LGU
Which will guide NEOs during the Development
transition of LGU operations from the Supports the LGUs in formulating
outgoing leadership. and updating local plans, as well as
develop alliances at the provincial and
Jumpstarting Local Governance national levels.
Provides the foundation that will
help understand and think critically Sharpening the Saw
about the new mandates and Develops specialized skills among
the organizational, political and LGU officials and other staff, such
constitutional environment of public as strategic planning, legislation,
service. financial management, and
partnership building.
LGU Performance Management
Guides LGUs in conducting
performance assessment and audits
to meet the requirements for
the Seal of Good Local Governance,
the Performance Challenge Fund, and
other awards, as well as in applying
for grants and other incentive
programs.
25
LGA ANNUAL REPORT 2019
Basic Orientation Course for the Newly Elected Officials
As newly-minted officials, the LGA A Basic Orientation Course for the
understands the need of elected Newly-Elected Officials (NEOs) for Luzon,
officials to think critically and have a Visayas, and Mindanao trained a total of
strong understanding of their newfound 729 newly-minted local chief executives
mandates and environment. That is why to learn more about their duties and
during the months of July and August, the functions, understand key governance
LGA, in partnership with various National concepts and principles, and participate in
Government Agencies, Leagues (of problem seeking and solution seeking
Provinces, Cities, and Municipalities), session on key governance challenges.
Development partners, and Non-
Government Stakeholders, conducted a At the end of the activity, local chief
series orientation for the newly- executives were able to come up with
minted officials under the NEO Program’s their respective Executive-Legislative
second component, Jumpstarting Local Agenda and their First 100 Days Agenda
Governance, in grooming them to be as which shall serve as their action
effective development managers and plan for their first crucial days in public
empowered world-class service.
leaders.
26
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
Mentoring for Optimal Leadership (MOLD) Program Orientation
and Mentoring
Competency Enhancement For this initiative, 18 seasoned local
An equally important aspect of the officials were invited in by the LGA to
Program for NEOs under Component 4: undergo mentoring enhancement as a
Sharpening the Saw, is the Mentoring for necessary competency needed when they
Optimal Leadership (MOLD) Program assume their role as mentors to their
Orientation and Mentoring Competency newly elected mentees.
Enhancement conducted under the
Leadership Development Program for
Local Officials in preparation for MOLD
the NEOs project.
Hon. Generosa Malibiran-Dela Fuente Hon. Leonora C. Wong
Former Mayor of Samal, Bataan Vice-Mayor of San Simon, Pampanga
Hon. Fernando Luna Mesa
Mayor of Alabat, Quezon
Hon. Ma. Teresa F. Debuque Hon. Rolando B. Distura
Vice-Mayor of Anilao, Iloilo Board Member of Dumangas, Iloilo
Hon. Carolyn S. Fariñas
Board Member of San Felipe, Zambales
Hon. Mary Jean D. Feliciano Hon. Rony L. Molina
Mayor of Brooke's Point, Palawan Former Senior Provincial Board
Member of the Province of Antique
27
LGA ANNUAL REPORT 2019
Hon. Edna C. Tabanda Hon. Mei Ling M. Quezon
Former Mayor of La Trinidad, Benguet Vice-Governor of Province of Siquijor
Hon. Rafael L. Coscolluela
Former Governor of Negros Occidental
Hon. Ramon A. Piang Sr.
Hon. Erick M. Wagan
Mayor of Upi, Maguindanao
Mayor of San Antonio, Quezon
Hon. Leonardo Genesis T. Calingasan
Vice-Mayor of Libona, Bukidnon
The MOLD program builds on the idea
that mentoring is one of the most
effective tools in developing people and
leaders. A powerful approach to nurturing
and enhancing leadership skills and
talents. Through the program, mentors
are expected to harness the full potential
of mentoring in building the capacities
of new local officials to be the best and
finest of local leaders in the course of
their term and governance journey.
Moreover, it works under the
premise that leaders learn best from their
fellow leaders.
28
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
Barangay Newly-Elected Officials (BNEO) Program
Towards Grassroots Renewal and Empowerment for
Accountable and Transparent (GREAT) Barangays Program
The barangays play a pivotal role in Like the NEO Program, the GREAT
good local governance being the one Barangay Program is a term-based
closest to the people and able to bridge capacity development program anchored
the gap between the government and on the basic tenets of good governance
communities in communicating public offered to barangay officials.
policies and bringing down the needed
government interventions at the local Under the Program, LGA has implemented
level. various capacity development
interventions for our barangay officials in
Understanding the strategic role that giving them a head start at good barangay
our barangays play in the dynamics of governance by enhancing their
good local governance, the LGA for 2019 competencies essential for service
through its Barangay Newly-Elected delivery at the local level which involves
Officials (BNEO) Program Towards development planning, strengthening
Grassroots Renewal and Empowerment of barangay-based institutions, good
for Accountable and Transparent resource mobilization, barangay
(GREAT) Barangays Program, capacitated budgeting, and procurement, and
608 barangay officials in guiding them effective alternative dispute resolution.
to perform their mandated task and
responsibilities.
29
LGA ANNUAL REPORT 2019
LGA ANNUAL REPORT 2019
OUTCOME 5:
PEACEFUL, ORDERLY,
AND SAFE LGUs
A functional local government shall, at all times, place high regard for peace
and order, and safety of its constituent. Being at the key position to address
conflicts, enhance local justice, and maintain peace and order in their
communities especially in conflict-affected areas, local governments, must
be equipped with the necessary competencies that will enable them to build
safe communities that prides itself with just and lasting peace.
30
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
CHANGING THE GAME
IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
TRAINING ON CRISIS MANAGEMENT FOR LOCAL
GOVERNMENTS
Understanding the repercussions brought about by crisis, the LGA conducted two
batches of training on Crisis Management for Local Governments which capacitated 104
individuals in increasing the efficiency and effectiveness of LGUs to build peaceful and
safe communities by improving their capacity to address and manage local conflicts, and
implementing responsive programs on peace and order, and public safety.
31
LGA ANNUAL REPORT 2019
OUTCOME 6:
STRENGTHENED INTERNAL
ORGANIZATIONAL
CAPACITY
Developing a Competent Workforce
Towards a Matatag, Mahusay at
Maaasahang DILG
Given its mandate of capacitating the DILG workforce to make them capable
of assisting the local governments, the LGA has continuously provided quality
interventions to the DILG andLGA personnel in keeping up with the performance of
their duties and functions.
Human resources development programs were designed for the different level of
competencies required for the position.
32
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
EXECUTIVE DEVELOPMENT PROGRAM
This program contributes to enhancing the leadership and management competencies
of the DILG Directors, aligned to DILG’s Competency Framework and the Continuing
Professional Development System for the Career Executive Service.
33
LGA ANNUAL REPORT 2019
Laying the Grounds for a DILG Training for Middle Managers:
Mentoring Program Creating Strategic Leaders
for Better Organizational
As the training arm of the Department, Results
the LGA recognizes not only the need
to enhance the competencies of its Recognizing the essential role that
frontline staff, but also its executives, Provincial and City Directors play in
whose role and leadership are deemed guiding the field personnel of the
necessary for the growth of the overall Department, and their potentiality to
organization. assume higher responsibilities.
Having identified under the The LGA, in partnership with the
Department’s Competency Dictionary Center for Leadership and Change
the need of Developing and (CLCI), conducted a Training for Middle
Inspiring Others, and the equally Managers in Creating Strategic Leaders
important need to place a succession for Better Organizational Results for 43
plan in maintaining the stability of the Provincial and City Directors in enhancing
organization in light of changes in the and profiling their respective leadership
Department’s leadership. and management competencies.
In line with this, the LGA laid out for the This training program is designed to
Department its mentoring blueprint in help the Department’s Provincial and
enriching the organization’s succession City Directors to identify strategies that
planning process, while maintaining the will guide their journey to be effective
stability of the Department’s leadership and apply their respective
organization dynamics. Leadership Agenda.
Towards realizing this objective, the LGA
for 2019, conducted an orientation on
Modern Mentoring for the Department’s
23 executives which is composed by
select Assistant Regional Directors and
Provincial Directors. With it, a Technical
Working Group (TWG) workshop was
also conducted for 15 of the
Department’s executives which
will spearhead the development
and designing of the Department’s
Mentoring Program which will suite the
shall suite its culture and mandate.
34
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
SUPERVISORY DEVELOPMENT PROGRAM
The Supervisory Development Program aims to enhance the competency of the DILG
personnel occupying supervisory and middle managerial positions particularly on
transformational and accountable leadership. The program contributes to strengthening
the culture of learning and the promotion of DILG as a Knowledge-Centric Organization,
enhance its organizational productivity and harmonize institutional relationships.
Building the Corp of Ethical For 2019, the LGA conducted an Ethics
Public Servants in the DILG: and Accountability training for 58 of
Training on Ethics and the Department’s public managers
Accountability who are holding supervisory function
or acting as middle managers. Not only
does the activity intend to promote
Aside from ensuring the timely delivery
of quality service to the general public, the growth of a sound and ethical and
public officials must be at the frontlines accountable culture in the Department.
in exemplifying the values of ethics and It also introduces the participants to
accountability in the Department’s work the concept of Phronetic Leadership as
in public service. a pillar in promoting the brand of DILG
as a Knowledge-Centric Organization
(KCO) and identify the trends, challenges,
mechanisms of ethics in the public sector.
35
LGA ANNUAL REPORT 2019
Broadening DILG Coaches for
Optimal Development and
Excellence: DILG C.O.D.E
Coaching local governments has been
one of the Capacity Development
interventions of Local Government
Operations Officers since the inception of
the Local Government Code. As the
frontline officers of the Department,
LGOOs have the primary function to
help and assist local government units,
which includes coaching them on
different key areas of local governance.
These key governance areas include: 1.)
performance management, 2.) strategic
partnerships, and 3.) transformative
participation.
In enhancing the coaching competency
of the DILG’s Field Personnel, the LGA,
through a virtual seminar capacitated
over 77 DILG field officers in further
enhancing their knowledge on
performance management,
transformative participation, and strategic
partnership.
By the end of the activity, participants
are expected to be able to manage the
performance of LGUs; Development
strategic partnerships in LGUs; and Ensure
the transformative participation
in LGUs.
36
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
Defining the Emerging Roles of Crafting a DILG Roadmap in
the DILG Personnel Support of PRIME-HRM
Towards Strategic and
Recognizing that there are new emerging Integrated HRMD in DILG
roles that the DILG field officers will be
needing to fulfill, the LGA deemed it Similarly, the LGA also conducted an
necessary to update the Department’s activity in crafting a DILG roadmap in
Competency Dictionary and Framework, support of the Program to Institutionalize
and institutionalize coaching in order to Meritocracy and Excellence in Human
develop indicators that will define and Resource Management (PRIME-HRM) of
outline strategic interventions for the the Civil Service Commission (CSC) which
development of the Department’s provides an assessment of systems and
personnel which will solidify its role as practices for agencies to determine levels
coach to local governments. of maturity in the following HRM areas:
• Recruitment, Selection and
Under this activity, the LGA invited Placement (RSP);
over 56 DILG personnel to participate • Learning and Development
in the review and enhancement (L&D);
of the competency dictionary of • Performance Management (PD); and
the Department. After a series of • Rewards and Recognition (R&R)
consultations, a presentation of the
results/analysis will be presented to the With the Department already obtaining
Assistant Secretary for Human Resource Level 2 maturity under the PRIME-HRM,
Development, select Regional Directors, the LGA, sees it fit to support its mother
agency to achieve further maturity.
Bureau Directors, and Services Directors.
In line with this the LGA invited 56 DILG
personnel composed of top management
executives of the Department, regional
HRMD teams, and staff from the
Administrative Services to revisit the
gains of the Department under the
PRIME-HRM and review its action plan
to be able to craft a roadmap towards
reaching an integrated and strategic HRM
in the few years.
In addition to the activities conducted
under this program. LGA has likewise
conducted a Knowledge Exchange and
Training for HRMOs for 30 participants
in helping them develop a Learning
Development Plan for the Department.
37
LGA ANNUAL REPORT 2019
FRONTLINE MANAGEMENT PROGRAM
Activities offered under this program focuses significantly on improving the core,
leadership, and functional competencies of field officers to help them excel in their line
of work and to prepare them for bigger responsibilities in the future. Initiatives under
this program aims to support the objectives of the Department to increase productivity,
accountability, and efficiency of the workforce.
Improving DILG Service
Delivery: A Training on
Customer Service Sensitivity
Skills for Non-LGOOs
Customer Focus, Organizational Sensitivity
and Ensuring Excellent Results. These core
competencies are identified to be a must
for every DILG personnel. Competencies
that would be manifested in the ability of
the Department personnel to efficiently
and effectively delivery high-quality
services responsive to the needs of both
of its internal and external customers and
positively influence organizational
operations towards excellent
performance.
In recognizing these essential competency
requirements, and likewise in compliance
with the “Ease of Doing Business Act”, the
LGA conducted a Training on Customer
Service Sensitivity Skills for 43 non-
LGOOs in improving further the DILG’s
Administrative personnel capacity to
deliver needed quality service to their
clients.
38
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
Enhancing Project Management Capacity of the DILG:
Fundamentals of PDM
Local Government Operations Officers As such, it is a must for LGOOs to
(LGOOs), as the forefront officers of the be equipped with comprehensive
Department, are tasked to facilitate the knowledge and practical skills on Project
implementation of local development Development and Management (PDM). In
projects. They are expected to provide line with this, the LGA continued
the necessary guidance and advices to further enhance the knowledge and
Local Government Units (LGUs) in the skills of the DILG’s personnel by conduct
development of projects, accessing a training of Fundamentals of Project
resources and management of project Development and Management (PDM).
implementation. Where in 2019, LGA was able
to capacitate over 93 LGOOs.
Orientation on E-Coaches for the Enhanced Platform of the
Training for LGOOs II & III
In preparation for the conduct of the The enhanced platform is an initiative
Training for LGOOs II & III Batch 52, the of the LGA for the LGOOs which now
LGA last January 24-25, 2019 oriented 16 features a learn and e-coach friendly
DILG e-coaches on its new online training interface, and a hassle-free distance
platform. learning environment.
39
LGA ANNUAL REPORT 2019
Training for Local Government Operations Officer II & III: Batch 52
A dynamic program, the Training for LGOOs II & III, is an LGA flagship program designed
to equip the Department’s forefront officers with the necessary competencies to
become effective advocates for excellence in local governance and which would enable
them to perform their mandated functions efficiently and effectively. It also grooms its
participants who are eligible for promotion with the basic competencies required for
higher LGOO positions.
For 2019, one hundred and one (101) LGOOs marched on stage to receive their
alampays last October 28, 2019 after almost a year of training.
40
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
41
LGA ANNUAL REPORT 2019
Outstanding trainees were likewise
given recognition for their exemplary
performance, where out of the 101
trainees, 10 graduates were given special
citations, with a graduate from Region
6 notching the highest rank. The list of
outstanding trainees for the Hinirang
Batch LGOO training are as follows:
1. Mar Anthony B. Balani (Region 6)
2. Archie Rose G. Vasquez (Region 13)
3. Jon Leo J. Licayan (Region 12)
4. Job Daniel B. Cassion (Region 13)
5. James Edward M. Pecson (Region 5)
6. Ana Katrina Bianca W. Remoto
(Region 6)
7. Steven Jay P. Abian (Region 6)
8. Yvoughn Nadine Navarra (Region 6)
9. Donna Dial D. Madelo (Region 13)
10. Dave Robert H. Capada (Region 6)
42
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
RETOOLED COMMUNITY SUPPORT PROGRAM (RCSP)
The LGA serves as a member of the
DILG Task Team in Complementing
Ending Local Communist Armed Conflict
(ELCAC) National Task Force created
by virtue of Executive Order No. 70 s.
2018. As such, it has implemented the
Retooled Community Support Program
which focuses on empowering and
strengthening the local government
units.
RCSP Write Shop
In support of the government’s efforts to
end all armed threats in the government
through the use of a Whole-of-Nation
approach, the LGA, tapping the technical
support of the Armed Forces of the
Philippines (AFP), Philippine National
Police (PNP), Bureau of Local Government
Development (BLGD), National Barangay
Operations Office (NBOO), Bureau of
Fire Protection (BFP), and DILG Regional
Offices conducted an activity to craft a
step-by-step protocol checklist that will
be use for the effective implementation of
the retooled program.
A total of 30 participants were invited
to craft a step-by-step protocol
checklist for the actors involved in the Moreover, 78 participants were likewise
retooled program, where specific tasks, trained on the RCSP Protocols’ pilot-test
responsibilities and deliverable are and with 82 participants on the other
identified for each phase of the RCSP. hand were trained for the RCSP National
Core Team.
43
LGA ANNUAL REPORT 2019
STRENGTHENING OF THE MINISTRY OF INTERIOR AND
LOCAL GOVERNMENT FRONTLINERS’ COMPETENCY
Through a Memorandum of Agreement,
the LGA and the Ministry of Interior
and Local Government (MILG) of the
Bangsamoro Autonomous Region
of Muslim Mindanao (BARMM)
implemented a training program for Local
Government Operations Officers (LGOOs)
to effectively deliver the mandate of the
MILG to the LGUs and to BARMM as a
region.
Under this program, a total of 96 trainees
finished the residential training held from
November 20 – December 19, 2019 in
Cotabato City.
HUMAN RESOURCE TECHNICAL ASSISTANCE PROGRAM
Technical assistance and other capacity development interventions provided under this
program focuses on improving the human resource management practices of the DILG
Offices such as competency which includes activities such as competency profiling and
orientation on various LGA tools and systems.
Managing the Competencies of the DILG-LG Human Resource
Orientation on the Use of the LGA Competency Dashboard
For 2019, LGA continued to orient the DILG’s personnel on the use of the LGA’s
Competency Dashboard and to further assess the system’s durability and utility.
Over 319 DILG personnel were oriented on the significance of the dashboard in the
Department’s trajectory towards an integrated and strategic HR.
44
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
CHANGING THE GAME IN LOCAL GOVERNANCE CAPACITY DEVELOPMENT
RECOGNIZING THE GEMS OF THE DILG: THE 4 CAPACITY
TH
DEVELOPMENT AWARD FOR CATALYSTS OF EXCELLENCE
(CapDEV ACE)
The CapDev ACE serves as the LGA’s The Awards Committee is composed of
program highlight of 2019 as all roads LGA Executive Director Thelma T. Vecina,
lead to the historic Manila hotel to Former Regional Director of Western
recognize the Department’s finest for Visayas Evelyn Trompeta, former CSC
their exemplary performance and Chairperson Corazon Alma de Leon,
for being the true epitome of a “matino, former Secretary of the Interior and
mahusay, at maasahang” DILG personnel Local Government Jose D. Lina, Jr., DILG
during the Gabi ng Parangal held on Assistant Secretary for Human Resources
December 8, 2019 which was attended by Development Florida M. Dijan, and UP
218 DILG personnel. NCPAG Professor Alex Brillantes, Jr.
This year’s installment of the CapDev Other crucial activities conducted in
ACE is described as the rise of the preparation of this activity include:
Department’s exemplars where deserving
DILG – LG sector officials, employees, and • RD’s Meeting on the Revised CapDev
LGRRC units were recognized for their ACE
outstanding performance in the delivery • Policy and Guidelines
of programs, projects, and activities • Validator’s Orientation for CapDev
through capacity development. • ACE Onsite Validation
• On-site Validation Reports
Shortlisted nominees for each award • Panel Interview of CapDev ACE
category had to go through a series of Panelist
assessment including interviews by the
members of the technical working group
of the LGA and the Awards committee,
after which the winners were selected.
45
LGA ANNUAL REPORT 2019
LGA ANNUAL REPORT 2019
LGA ANNUAL REPORT 2019
2019 Awardees
Dagitab ng Paglilingkod
“A catalyst of excellence is
someone who has love and
dedication for work and is
well-trained and capacitated to
perform the tasks.”
Rhodalyn O. Panganiban
(DILG – NCR)
Dangal ng Kagawaran
“As a catalyst of excellence, a
DILG officer must take advantage
of his position to respond
to the needs of the regional
constituents using the principles
of convergence and multi-
stakeholdership.”
Giselle Grace Gerial
(DILG – Region VI)
Singsing ng Tanikala
“To be a catalyst of excellence
one must be creative and
innovative, proactive and
propels the team to work hard
for success.”
Maria Maida Daniot
(DILG – Region X)
46
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