DILG Annual Report CY 2015 - LML final

Republic of the Philippines 

DEPARTMENT OF THE INTERIOR 

AND LOCAL GOVERNMENT 

DEEPENING GOOD LOCAL 

GOVERNANCE REFORMS 

AND IGNITING MEANINGFUL 

TRANSFORMATIONS 

ANNUAL REPORT 2015

About the Cover 

This year’s annual report features several hand prints in 

different colors representing the efforts of the Department in 

the implementation of its priority projects, wherein the DILG 

family, together with the local government units, and the 

community, similar to hands that labor, work together towards 

the attainment of the different outcome areas through 

improved cooperation with other stakeholders and the 

participation of the people. With our concerted efforts, we act 

and work hand in hand, leaving imprints in the hearts of the 

LGUs which deepens good local governance reforms and ignites 

meaningful transformations, both in the local government and 

interior sectors. The yellow blocks serve as governance pillars 

that assist the LGUs in improving service delivery to the 

communities. 

The metal background signifies the LGUs’ continued resiliency in 

times of disasters, as well as, their boldness in confidently facing 

the challenges of governance.

DILG in 2015: 

Deepening Good Local Governance Reforms 

and Igniting Meaningful Transformations 


DILG 2015: DEEPENING GOOD LOCAL GOVERNANCE REFORMS AND 

IGNITING MEANINGFUL TRANSFORMATIONS 

Secretary’s Message 1 

Introduction 3 

Highlights of Accomplishments 

We sustained the drive for LGU transparency, accountability and performance 6 

Full Disclosure Policy 

Performance Challenge Fund 

Seal of Good Local Governance 

We continued to make the people and civil society organizations integral parts 9 

of local project identification and implementation 

Bottom-up Budgeting Process 

Ugnayan ng Barangay at Simbahan Project 

Citizens’ Satisfaction Index System 

Barangay Assemblies 

We introduced policies that aided LGUs and boosted local autonomy, 11 

and promoted innovative approach in program and project development 

and implementation 

Various DILG-issued policies 

LGU Performance Scorecard 

Disaster preparedness on the most vulnerable people through Family Development Sessions 

We boosted people’ employment chances by making LGUs more competitive 16 

and business-friendly 

Streamlining of Business Permits and Licensing System 

Regulatory Simplification for Local Governments Project 

Accelerating Investments for More Business in LGUs Project 

Local Governance Support Program for Local Economic Development 

Skills Training for Accelerated Growth in Local Governments Project 

Provincial Road Management Facility 

Special Local Roads Fund 

We boosted the capacities of LGUs to brace and bounce back from disasters 20 

Enhancing LGU Capacity on Disaster Risk Reduction and Climate Change Adaption Program 

DRMM Act / Calamity Response Protocols 

Management of the Dead and Missing 

DRR Knowledge Products 

The Operation LISTO 

Bohol Earthquake Assistance Project 

Rehabilitation and Reconstruction Assistance for Yolanda-Affected Areas Project 

Manila Bay Clean Up, Rehabilitation and Preservation Project

We helped LGUs obtain the means to address the needs of the poor 34 

and the marginalized 

Sagana at Ligtas na Tubig Program 

BuB Water Project 

BuB Local Access 

BuB Other Local Infrastructure 

Payapa at Masaganang Pamayanan Program 

Comprehensive Local Integration Program 

Mainstreaming Gender in Local Governance: Localizing Magna Carta of Women 

Local Council for the Protection of Children 

Local Committees on Anti-Trafficking and Violence Against Women and their Children 

Violence Against Women Desks 

Assistance to Informal Settler Families Living in Danger Areas Program 

People’s Action Team Responding On-Line 117 

We continued to professionalize the Police Force 44 

We stepped up our drive to make our people and communities safe, peaceful and orderly 46 

We continuously protected the communities from destructive fires and other emergencies 50 

We tightened security in all District, City and Municipal Jails and worked for the 52 

welfare of inmates 

We continued to upscale the knowledge and skills of the PNP, BFP and BJMP 54 

personnel and services 

We continued to strengthen our internal organizational capacity 58 

DILG Budget Allocation FY 2015 60 

DILG Objectives and Priority Thrusts for FY 2016 62 

DILG - LG Sector Priority Projects for FY 2016 63 

DILG - Interior Sector Priority Projects for FY 2016 64 

DILG - LG Sector Outcome Framework 65 

Moving Forward 70 

Directory of DILG Officials 71

Message of the Secretary 

The journey of good governance is a continuous challenge that leads to a singular 

expectation of the people - a government responsive to their needs and one that preserves 

peace and safety of their communities. Hence, we are proud to present to you our 2015 

achievements, wherein challenges have presented itself in many ways through the years as we 

hurdled it and managed to live up to the people's expectations,. 

We were able to reach a greater number of local government units, as well as, the most 

vulnerable and underprivileged people, including those living in conflict-affected areas, providing 

them with, among others, potable drinking water, evacuating families living within the danger 

zones and providing them housing settlements. Typhoons and natural disasters had served as 

pedagogue for the Department to heighten the call to develop and further strengthen the 

capacity of our LGUs in disaster preparedness and management, all aimed at providing safer 

communities in general. We are also mindful of the need for safety of the people as we 

continued to strengthen our programs and projects carried out by the interior sector agencies. 

As we go all out for the realization of deepening good local governance reforms and 

igniting meaningful transformations, we continuously examine ourselves and raise the bar of 

good local governance by stepping up our efforts in making all LGUs transparent, accountable, 

and responsive to the needs of its citizenry. 

We fuel the stride to a collective development that radiates from the center, down to the 

peripheries of the government through the development and implementation of programs and 

projects that are anchored on the Sustainable Development Goals. Together, may we be able to 

be reminded of this great responsibility bestowed upon our shoulders and let us continue serving 

the Filipino people by working harder towards a better Philippines. 

Mabuhay ang Kagawaran ng Interyor at Pamahalaang Lokal!

INTRODUCTION 

The year 2015 proved to be a very challenging, yet fulfilling one for the Department with the 

accomplishments it registered both in the local government and peace and order and public safety 

fronts. With the Department somewhat “returning” to its erstwhile roots of community / local 

development, it was able to bring development to communities by making sure that projects chosen, 

funded and implemented were those actually needed by the people and have the potential to change 

and develop both the lives of the people and the condition in the localities where they live. 

The year also saw the change of leadership in the DILG with Western Samar 1 st District 

Representative Mel Senen S. Sarmiento receiving the mantle of leadership from outgoing Secretary Mar 

Roxas. This change, however, did not stall but in fact further fueled the Department’s desire to 

contribute immensely to the realization of the President’s Daang Matuwid governance platform, as we 

continue making local government units (LGUs) adhere to the principles of good governance, especially, 

transparency, accountability, participation and high level of performance which are critical ingredients in 

making them responsive to the needs of, and effective in delivering quality public service to, their 

constituents. 

D e p a r t m e n t o f t h e I n t e r i o r a n d L o c a l G o v e r n m e n t 

ANNUAL REPORT 2015 3

Drive for local transparency 

and accountability pushed 

LGUs have been assessed, recognized and given incentives for good local governance, 

while optimizing citizen participation. 

96% of LGUs (73 provinces, 139 cities and 1,318 municipalities) and 

36,506 barangays complying with the Full Disclosure Policy (FDP) 

254 LGUs (41 provinces, 28 cities and 185 municipalities) conferred 

with the Seal of Good Local Governance (SGLG); SGLG was 

recognized as 12th place in the Open Government Awards (OGA) from 

30 participating countries showcasing active involvement in good 

governance 

Performance Challenge Fund (PCF) amounting to a total of Php4B 

granted to qualified LGUs based on the SGLG 

89% (1,946) of the 2,187 PCF-subsidized projects for the period 2010-2015 

already complete 

67 provinces and 29 HUCs entered into agreement with inter 

-faith groups under the Ugnayan ng Barangay at 

Simbahan (UBAS) to monitor the status of 41,156 Bottomup 

Budgeting (BuB) projects, of which 40% (16,576) are 

already completed 

Citizen’s Satisfaction Index System (CSIS) implemented in 141 

cities, results of which amplified citizens’ feedback in improving service 

delivery in LGUs

We sustained the drive for 

LGU transparency, accountability and performance 

The Full Disclosure 

Policy (FDP) continued to 

inspire provinces, cities, 

municipalities and even 

barangays to reveal to their 

constituents through various 

means, where and how they 

utilized their resources. Since the introduction of 

the Policy in 2010, we recorded an annual 

average of 95% compliance rate of our LGUs. This 

year, compliance rate reached to 94% or a total 

of 1,495 LGUs (73 provinces, 139 cities and 1,283 

municipalities). At the barangay level, since the 

FDP was introduced in 2011, we logged a 

consistently increasing trend of compliance - 

from 64% or 25,186 barangays in said year to 

36,506 barangays in CY 2015. 

The creation of the FDP Portal in CY 2012 

further gave the public easier access to LGU 

financial documents online. The said portal 

serves as the primary platform of information on 

LGU financial disclosure which also highlights the 

Department’s commitment to Open Data 

Partnership and the open data portal 

(data.gov.ph) of the national government. 

The Department 

continued to provide the 

Performance Challenge 

Fund (PCF) to those LGUs 

conferred with the Seal of 

Good Local Governance 

(SGLG) which showed 

their strong performance 

in the areas of good financial housekeeping, 

disaster preparedness, social protection, 

business competitiveness, environmental 

protection and peace and order and public 

safety. For this year, a total of 254 SGLG passers 

were provided the PCF amounting to a total of 

Php1 Billion which they will be using to 

implement pro-poor and developmental projects 

in their respective communities, which include 

concreting of pathways and rough roads, 

construction of farm-to-market roads and 

bridges, construction of public markets, school 

buildings, health facilities, water supply facilities, 

evacuation centers, flood control systems, and 

sanitary landfills, among others. 

The SGLG is 

indicative of how 

successful the DILG was 

able to steer the LGUs 

in translating good 

governance practices. 

The Seal was recognized in the 2015 Open 

Government Awards (OGA) by placing 12th from 

among the 30 participating countries at the 

international award for showcasing the active 

involvement of different stakeholders in good 

governance -- civil society organizations, central 

and local governments, businesses, and aid 

donors. The 2015 OGA aims to recognize how 

government initiatives promote the values of 

accountability, transparency and participation, 

and foster improvement of public service 

delivery. 

Since PCF’s inception in 2010, the 

Department has already provided financial 

subsidy amounting to Php3.949 Billion to a total 

of 2,223 good performing local government units 

(LGUs) which funded 2,187 projects related to 

local economic development, disaster risk 

reduction and management, ecological solid 

waste management, and the Millennium 

6 



Development Goals (MDGs). Of the projects 

identified, 1,946 projects (89%) were already 

completed and are now benefitting the people in 

the LGUs with the remaining 241 projects (11%) 

now in various stages of implementation. 

BEFORE 

Financial documents of LGUs were 

not disclosed to the public 

Local financial performance not 

known to the community 

Mechanisms and processes for 

citizen participation in local 

governance not optimized 

NOW 

Data required for disclosure can be 

viewed by the public through web 

portals, print media, and in 

conspicuous places within the LGU 

LGUs are now assessed, recognized 

and given incentives for good local 

governance 

Opportunities have been 

supported for citizens to 

participate in local governance 

Table 1. SGH / SGLG Passers and PCF Qualified LGUs through the years (CY 2010 to CY 2015) 

SGH / SGLG PASSERS 

CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 

30 LGUs 

30 Ms 

1,327 LGUs 

71 Ps 

111 Cs 

1,145 Ms 

1,372 LGUs 

SGH Silver: 

52 Ps 

90 Cs 

865 Ms 

Transition 

Year from 

SGH to SGLG 

248 LGUs** 

28 Ps 

27 Cs 

193 Ms 

254 LGUs 

41 Ps 

28 Cs 

185 Ms 

PCF BENEFICIARIES 

30 LGUs 

30 Ms 

397 LGUs 

17 Ps 

33 Cs 

347 Ms 

SGH Bronze: 

8 Ps 

17 Cs 

340 Ms 

560 LGUs 

58 Ps 

70 Cs 

432 Ms 

734 LGUs * 

22 Ps 

62 Cs 

650 Ms 

248 LGUs ** 

28 Ps 

27 Cs 

193 Ms 

254 LGUs 

41 Ps 

28 Cs 

185 Ms 

* Includes the additional 13 Yolanda-affected LGUs. 

** The recipients for PCF 2014 were based from the remaining 1 st class LGUs with SGH 2012 and revalidated via 2012 

Good Financial Housekeeping, wherein 248 of the 273 LGUs were declared eligible to access the Fund. 

The Barangay Seal of Good Governance (BSOGO) is an initiative of DILG- 

Region IVA which aims to come up with synchronized plan of action among all the 

barangays in the region in order to further enhance barangay operations and 

sustain the gains of good governance. 

In 2015, the data capture form was pilot tested in 310 barangays from 

selected cities and municipalities (1 st -3 rd and 4 th -6 th class) in the region. 



Matibuey Hanging Footbridge in San 

Emilio, Ilocos Sur constructed through the 

DILG’s Performance Challenge Fund (PCF). 

EXPRESS LANE FOR EASIER COMMERCE 

Thirty-eight years old farmer Nick G. Jueves, a long-time resident of Barangay Matibuey in the town of 

San Emilio in Ilocos Sur province, Region I, recounts the difficulty of farmers like him to tend to their farmland 

and livestock whenever they could not cross the swelling Abra River during the rainy season. “We had to wait 

for balsa (bamboo raft) to aid us in crossing the rapid current of river,” said Jueves. “The river is deep and the 

current is strong especially during typhoon. We could not just take our chances. If there is no balsa, we had to 

wait for the storm to die down a little bit,” he added. 

Recognizing this dire situation, the Municipal Government of San Emilio set out for the construction of 

a hanging footbridge in Barangay Matibuey, utilizing P6M from the municipal coffers together with the P1M 

Performance Challenge Fund (PCF) it has received from the DILG for the construction of the 272-meter long 

footbridge. 

“The footbridge provided an all-weather, 24/7 access to farmers in order for them to visit their rice 

fields at the other side of the river. The structure reduced the risks to farmers who need not cross the river 

during rainy season,” said Barangay Matibuey Chairman Warlito B. Makey. 

San Emilio Mayor Ferdinand A. Banua Sr. added, “It is another breakthrough in the infrastructure 

development in the municipality as it does not only benefit the farmers or residents of Barangay Matibuey but 

also provides accessibility to the residents of Tubo in our neighbor province Abra.” 

Meanwhile, Ilocos Sur Governor Ryan Luis V. Singson opined, “The hanging footbridge that connects 

Sitio Panpaniki and Masiosioay in Barangay Matibuey is symbolic for the town's battlecry, ‘Umakdangka San 

Emilio’ which means move or step forward.” 

8 



We continued to make the people and 

civil society organizations integral parts of 

local project identification and implementation 

Participation, being one of the good governance principles that we follow in the Department, was 

continuously strengthened as Civil Society Organizations (CSOs) and People’s Organizations (POs) 

remained LGU partners in local governance. 

Through the 

Bottom-up Budgeting 

(BuB) Process, the 

citizenry, CSOs and POs 

actively took part in 

identifying needsbased 

projects of their 

communities through the formulation of the 

Local Poverty Reduction Action Plans (LPRAPs) 

which contained the projects they wanted 

implemented in their localities and which served 

as basis for funding by the national government. 

Since 2011, these CSOs and POs have 

partnered with the local chief executives and 

functionaries of cities and municipalities 

throughout the country where 41,156 BuB 

projects have been identified, funded by the 

national government and implemented. Among 

the projects identified through this dynamic LGU- 

CSO/PO partnership were the provision of 

capacity development, livelihood subprojects, 

solid waste management, improvement of 

evacuation centers, installation of steel gate/ 

barrier, flood control and DRRM equipment 

purchase of equipment, and construction of 

infrastructure projects which include water 

projects implemented by the DILG. Overall, 40% 

(16,576) of these projects are now complete. 

To ensure that these projects are actually 

implemented and resources used to implement 

them do not go to waste, the Department sought 

and won the participation of interfaith groups 

and barangays to help the 

national government 

monitor the status of the 

BuB projects through the 

Ugnayan ng Barangay at 

Simbahan (UBAS) Project. 

Today, 83% (67 of 

81) of the provinces and 88% (29 of 33) of the 

HUCs are now covered under UBAS with a formal 

MOA between the LGUs and the inter-faith 

groups. 

DILG-CARAGA held the Pagdadayag: 

Showcasing the Gains of BuB which is an 

activity showcasing an array of BUB projects 

implemented by the participating agencies 

like farm to market roads, livelihood projects, 

and potable water supply projects. During the 

activity, testimonies of LGU-recipients on the 

different BUB processes such as conduct of 

CSO Assembly, LPRAP Workshop, 

implementation, operations, benefits and 

impact of the projects implemented were 

shared by different stakeholders coming from 

the LGU, the community, the CSO, and 

Barangay representatives. 



Likewise, the following were also 

organized: 

Table 2. UBAS Organized Groups 

Groups 

Convenors’ Group 

Technical Working 

Group 

Barangay Action 

Team 

LGU Coverage 

14 Regions 

40 Provinces 

26 HUCs 

23 Component cities 

344 municipalities 

13 Regional 

30 Provincial 

21 HUCs 

13 component cities 

274 municipalities 

4,036 BATs in 9 Regions 

On the other hand, the 

Department carried out the 

Citizens’ Satisfaction Index 

System (CSIS) in an effort to 

gather citizens’ feedback on the kind and quality 

of service rendered by their city government. 

Since the implementation of the program in CY 

2011, 141 of the 142 target cities have already 

conducted the survey, wherein 131 already have 

their respective Citizen Satisfaction (CS) Reports, 

while 135 have also conducted utilization 

conferences on the CS results, which helped 

guide them in the formulation of their plans and 

strategies for better public service delivery. 

Barangay Assemblies were also conducted twice 

a year to ensure that each barangay present to 

their constituents their Semestral 

Accomplishment Reports, Income and 

Expenditures, as well as, their proposed 

programs and projects that will address the 

problems affecting their barangay. In 2015, 93% 

or 38,936 of the 42,028 barangays nationwide 

were able to conduct barangay assemblies during 

the 1 st Semester, and 81% or 34,251 barangays in 

the 2 nd Semester. 

Left Photo: DILG-Region III, headed 

by RD Florida Dijan, showcased 

Barangay Cutcut of Angeles City 

during the conduct of the 1 st 

Semester Barangay Assembly Day. 

Right Photo: DILG-Region XII, 

headed by RD Reynaldo Bungubung, 

showcased Barangay Lagao of 

General Santos City for the 2 nd 

Semester Barangay Assembly Day . 

10 



We introduced policies that aided LGUs and boosted local 

autonomy and promoted innovative approach in program 

and project development and implementation 

The Department has issued numerous policies that assisted the local governments to improve 

their local autonomy, as well as, advocated innovative approaches in developing and implementing 

various priority programs and projects. 

Table 3. DILG-issued Policies 

Policy Subject Particulars 

MC 2015-11 

(13 Feb 2015) 


(26 June 2015) 


(21 July 2015) 

MC 2015-89 (29 

August 2015) 

2014 Climate-Adaptive 

and Disaster-Resilient 

(CLAD) Award for Cities 

and Municipalities 

2015 Local Legislative 

Award 

Early Preparedness 

Actions to Reduce 

Disaster Risks 

Support to the 

"LISTANAYAN" a Project 

Promoting the Biometrics 

Voter Registration 

The CLAD Award recognizes exemplar LGUs (Cities and 

Municipalities) which are implementing innovative 

strategies to manage climate and disaster risks. It also 

aims to highlight the outstanding CCA-DRR practices of 

cities and municipalities and seeks to encourage other 

LGUs to prioritize and emulate measures that will enhance 

the adaptive capacities and reduce vulnerabilities of their 

respective communities. 

The Award accords official recognition to a Sangguniang 

Panlungsod or to a Sangguniang Bayan that excels in the 

enactment of ordinances or resolutions that ultimately 

contribute to the attainment of desirable socio-economic 

and environmental outcomes. 

Relative to the provisions of Philippine Disaster Risk 

Reduction and Management Act of 2010 and in 

consideration of the increasing frequency, severity and 

unpredictability of disaster occurrences that the country 

has experienced for the past years, the Department 

enjoins all Local Chief Executives to perform early 

preparedness actions to reduce disaster risks. 

All Local Chief Executives were enjoined to support the 

Listanayan Project through publicity and information drive 

on mandatory biometrics voter registration using IEC 

materials, pursuant to R.A No. 10367 and MOA “Samahan 

para sa Tunay na Eleksyon sa Pilipinas” (STEP) which aims 

to increase awareness on the biometrics voter registration 

thereby reducing the number of voters without 

biometrics. 



Policy Subject Particulars 


(02 Nov 2015) 






(01 Dec 2015) 


(29 Dec 2015) 

Guidelines on the 

Formulation of Peace and 

Order and Public Safety 

Plan (POPS) Plan 


Functions of the Peace 

and Order Councils, 

Barangay Peace and 

Order Committees and 

the Peace and Order 

Council Secretaries 


Cancellation of Non- 

Moving Subprojects 

Under the BuB – DILG 

Fund 


Implementation of 

Training for Better Access 

to Job Opportunities 

(TraBAJO) 

Reiteration of Local 

Government Units’ Role 

and Functions in the 

Implementation of RA 

10354 Entitled 

“Responsible Parenthood 

and Reproductive Health 

(RPRH) Act of 2012” and 

its Implementing Rules 

and Regulations (IRR) 

Guidelines for the preparation of POPS Plan to strengthen 

POCs/BPOCs in tackling peace, order and public safety 

concerns in their localities and to develop and establish an 

integrated area/community public safety plan. 

Guidelines to further strengthen the POCs/BPOCs 

pursuant to the Peace and Development Agenda. 

This is to establish the procedure for cancellation of nonmoving 

subprojects under BuB-DILG Fund Project. 

Cancellation of non-moving locally-funded projects is one 

of the strategies employed to speed up project 

implementation to address the issue of low financial 

spending and low completion rate of the Department. 

All DILG Regional Directors were directed to implement 

TraBAJO, formerly known as STAG-LG, which aims to 

improve the capability of LGUs to develop and manage 

sound and responsive Workforce Development Program, 

and to provide the necessary technical assistance. 

The RPRH Law and its IRR mandates all LGUs to perform 

and undertake their roles and responsibilities such as 

ensuring the provision of full range of responsible 

parenthood and reproductive health care services; 

ensuring that all health facilities have an adequate 

number and adequate training for skilled health 

professionals for reproductive health care; etc. 

Being a former local chief executive 

himself, Secretary Sarmiento has not only the 

experience but also a feel of the condition of 

LGUs and what they actually need, as well as how 

government programs can be more felt and 

relevant to them and their constituents. Hence, 

he introduced several initiatives deemed 

innovative and more responsive to such 

condition. 

Secretary Sarmiento not only advocated 

but also pushed the Department to introduce the 

LGU Performance Scorecard where targets will 

be made by the LGUs themselves based on the 

data that DILG field officers will gather beginning 

January 2016, as part of localizing the Sustainable 

Development Goals (SDG) and in making local 

initiatives wholly focused on meeting the basic 

needs of their constituents. 

12 



Data to be generated in support of the 

Performance Scorecard will then be used to 

enhance or further beef up the training 

intervention being prepared for the incoming 

newly elected local officials (governors down to 

barangays), as well as to be incorporated in the 

SGLG which is being scaled up yearly, so that its 

criteria will be expansive and focus on the actual 

realities on the ground and performance of LGUs 

in addressing them. Likewise, with the Bottom 

Up Budgeting to be cascaded down the barangay 

level, in an effort to ensure that “no one gets left 

behind” in the country’s continuing drive for 

inclusive growth, the Scorecard will actually help 

in determining the kinds and types of projects 

that they will implement for their constituents. 

In all the training packages that the Local 

Government Academy (LGA), the Department’s 

training arm, the SILG wants such to be a 

combination of technology and experience, with 

current or former local chief executives sharing 

their experiences and best practices with their 

peers, as “lessons are found not only in books, 

but in the wealth of experience of those who 

actually handled and performed local governance 

functions.” 

The Secretary emphasized that one of the 

best ways to advocate and make people believe 

in the necessity of being prepared at all times 

during disasters is to focus such efforts on those 

who are actually vulnerable. Hence, he initiated 

a partnership with the Department of Social 

Welfare and Development (DSWD) that will 

include the DILG’s advocacy programs on disaster 

preparedness in the latter’s Family Development 

Sessions with the beneficiaries of the 

Conditional Cash Transfer (CCT) as these are 

thoroughly vulnerable to the impacts of 

disasters. Likewise, other capacity building 

interventions of the DILG will now become 

barangay- and family-centered so that 

awareness, preparedness and action will 

commence right at the household level, with 

everyone, not only government, moving to 

secure lives and properties during such events. 



Making businesses thrive 

in LGUs pressed 

Campaign for ease of doing business in LGUs was sustained. 

86% of cities and municipalities (139 cities and 1,264 municipalities) have 

already streamlined their Business Permit and Licensing System 

(BPLS) 

48 cities and 34 municipalities officially enrolled and coached on 

Regulatory Simplification for Local Governments (RS4LG), of 

which 27 have already completed the regulatory simplification work 

LGUs helped with local economic drivers under the Accelerating 

Investments for More Business (AIMBIZ) Project: 

 

 

49 cities and municipalities on updating the Local Revenue Code and 

Local Investment and Incentive Code 

56 LGUs on formulating LGU Business Plan, and organization of Local 

Economic and Investment Promotion Office (LEIPO) for local economic 

development and investment promotion 

663 kms. and 380 kms. local roads rehabilitated under the Special 

Local Roads Fund (SLRF) and Provincial Roads Management 

Facility (PRMF), respectively

We boosted people’s employment chances by making LGUs 

more competitive and business-friendly 

The Department also helped LGUs develop their local economic plans and programs and improve 

their business systems to create a better business environment that will bring about more employment 

opportunities to the community. 

The Streamlining of Business Permits and 

Licensing System (BPLS) continued which helped 

139 cities and 1,264 municipalities ease the way 

of doing business transactions and make them 

more attractive to investment and business. 

These LGUs now have simplified multiple forms 

for business application and renewal to one 

single form with at most five approving 

signatories, shortened the process from more 

than 10 steps to a maximum of five and reduced 

the processing time from one to three months to 

one to three days. 

Complementing the streamlining of BPLS 

is the Regulatory Simplification for Local 

Governments (RS4LG) Project which aims to 

improve a city’s process in starting a business. 

The Project provides standards not just for 

business applications and renewals but also for 

costs/fees and processes for required 

government applications across LGUs. Today, the 

simplified business registration process includes 

reduction in processing time from an average of 

45 days to 1 day, steps/procedures from 30 steps 

to 2 steps and establishment of IT support 

systems. 

A total of 82 first class cities and 

municipalities have been officially enrolled and 

coached on the RS4LG, 27 (18 cities and 9 

municipalities) of which have already completed 

the regulatory simplification work on business 

permitting and were able to issue an Executive 

Order (EO) signed by the Mayor on forwarding 

the implementation of simplified BPLS to support 

the reformed business permitting system. In 

addition, 20 cities and municipalities have 

completed the simplification and are in the 

process of signing/approving the Executive 

Order/Ordinance adopting the BPLS. 

Furthermore, another remaining 27 cities and 

municipalities are still in the process of 

completing the design of the reformed BPLS. 

To help LGUs identify critical business 

opportunities available in the locality and 

maximize its resources in pushing economic 

activities, the Department has started providing 

technical assistance to selected cities and 

municipalities in the preparation of their Local 

Revenue Code (LRC), Local Investments and 

Incentive Code (LIIC), and Business Plans, as well 

as, the organization of a functional Local 

Economic and Investment Promotion Office 

(LEIPO) for Local Economic Development (LED) 

and investment promotion, and ICT support on 

BPLS automation under the Accelerating 

Investments for More Business (AIMBIZ) in LGUs 

Project. 

Table 4. Technical Assistance provided for Local 

Economic Development (LED) 

Particulars 

Updating of Local Revenue Code 

Preparation of Local Investment 

and Incentive Code 

Preparation of LGU Business Plan 

Organization of functional LEIPO 

for LED and Investment 

Promotion 

ICT support on BPLS automation 

Total No. of 

LGUs 

49 CMs 

49 CMs 

56 CMs 

56 CMs 

300 CMs 

16 



To improve the country’s policy and 

programming framework for local economic 

development, the Department thru the Local 

Governance Support Program for Local 

Economic Development (LGP-LED) enabled LGUs 

to work collaboratively with the private sector 

and communities to grow local economies in 

sustainable ways, wherein 17 LG Alliances were 

formed since 2009. We have formulated 11 new 

DILG policies, programs and tools in support of 

sustainable LED, and 14 national policies, 

programs and tools on LGU business-friendliness 

and competitiveness, wherein 134 LGUs accessed 

the Department’s LED support programs. 

To improve local infrastructures such as 

roads that will speed up the conduct of trade and 

commerce, the Department continued the 

implementation of the Provincial Road 

Management Facility (PRMF) wherein 10 

provincial governments have been assisted to 

improve their local road network plans, 

management and maintenance. Since the 

project started in CY 2010, a total of 379.76 

kilometers of road were rehabilitated and 248.26 

kilometers of road maintained. 

Similarly, we implemented the Special 

Local Roads Fund (SLRF) of the Motor Vehicle 

Users’ Charge (MVUC) Law or RA 8794 in all 

provinces and cities nationwide which paved the 

way for better road connectivity and improved 

access to goods and services as well as public 

service delivery where a total of 552 of 1,108 

road projects are already completed covering a 

total of 663 kilometers of road. 

LED initiatives were spearheaded by DILG-Region VI wherein LGUs 

belonging to the Batch 3 LED sites in Region VI (Northern Iloilo, Northern 

Panay and Bacolod-Talisay-Silay circuit) continuously put in place projects 

and activities as part of their respective Work Plans and Tourism 

Development Plans. Northern Iloilo circuit, among others, has completed 

activities geared towards restoring and promoting Northern Iloilo as a 

tourism destination after Typhoon Yolanda left the area devastated. Similarly, 

Bacolod-Talisay-Silay circuit conducted its customer relations training as part of improving 

enabling conditions towards sustainable LED. Business planning for workforce development was 

also facilitated by the DILG together with LGSP. On the other hand, Northern Panay with 

municipalities traversing the provinces of Aklan and Antique, also completed its Tourism 

Development Plan. Negosyo Centers for the 3 LED Sites were also launched. 



24/7 disaster preparedness 

in LGUs compelled 

Local capacities to anticipate and manage disasters have been enhanced. 

Introduced early and critical LGU preparedness actions under Alpha, Bravo 

and Charlie protocols to prevent loss of lives and properties under the 

Operation Listo 

LGU Disaster Manuals were distributed to all LGUs (Checklist of Early 

Preparations for Mayors, Checklist for Critical Preparations for Mayors, and 

Checklist for Municipal Local Government Officers, Chiefs of Police and Fire 

Marshall) 

Local capacities developed: 

 

 

 

1,004 LGUs on Local Climate Change Adaptation Plan 

730 LGUs on use of the Geographic Information System in risk 

analysis 

Around 4,000 barangays on community-based DRRM, contingency 

planning and community organizing 

Around 1,300 LGUs complying with the Disaster Risk Reduction 

Management (DRRM) Act 

Around 1,500 LGUs complying with the Calamity Response Protocols 

Speedy rehabilitation and recovery from disasters: 

 

 

551 of 1,079 sub-projects completed under the Bohol 

Earthquake Assistance (BEA) Project 

294 of 307 sub-project completed under the Recovery 

Assistance on Yolanda (RAY) Project- Batch 1, and 566 of 

3,626 sub-projects under Batch 2

We boosted the capacities of LGUs 

to brace for and bounce back from disasters 

The Department, being the Vice Chair on Disaster Preparedness as mandated under Republic Act 

10121, stepped up its efforts to make LGUs, especially the most vulnerable ones, more prepared when 

faced with disasters, believing that preparedness is the key to reducing loss of lives and the disasters’ 

impact on the people and communities. 

We ensured that Disaster Risk Reduction 

Management (DRRM) and Climate Change 

Adaptation (CCA) efforts are mainstreamed in 

local plans and those local institutions are in 

place and fully functioning to address concerns 

related to disasters and calamities. 

We likewise sustained the provision of 

capacity building, technical assistance, advocacy, 

and assessments for our LGUs to hike their 

preparedness. These are consistent with the 

requirements of the Philippine DRRM Act of 2010 

(Republic Act No. 10121), especially with regard 

to the formation and reorganization of Local 

Disaster Risk Reduction and Management 

(DRMM) Councils, and the integration of disaster 

risk reduction and climate change adaptation 

into local development plans, programs, and 

budgets. 

In the area of strengthening LGU planning 

capacities and structures on disaster 

preparedness and climate change, and as a result 

of our efforts in Enhancing LGU Capacity on 

Disaster Risk Reduction and Climate Change 

Adaptation, we have conducted various capacity 

building initiatives starting CY 2013, wherein: 

1,004 LGUs capacitated on Local Climate 

Change Adaptation Plan (LCCAP) formulation 

730 LGUs capacitated on Geographic 

Information System (GIS) for Climate and 

Disaster Risk and Vulnerability Reduction 

75 Coaches trained on the GIS 

 

 

 

 

 

 

 

653 LGUs capacitated on Mainstreaming CCA- 

DRR in the Comprehensive Development Plan 

(CDP) 

171 LGUs capacitated on the Utilization of 

Multi-Hazard Maps , including Flood and 

Landslide Susceptibility Hazard Maps 

89 LGUs on Infrastructure Audit 

3,873 barangays on the preparation of 

Community-Based Disaster Risk Reduction 

Management (CBDRRM) Plan; which all now 

have their respective CBDRRM Plans 

3,529 barangays on Contingency Plan 

5,176 barangays on Barangay Readiness 

Profile 

4,262 barangays on organized CBDRRM 

Structure 

Meanwhile, more and more LGUs are 

now complying with the requirements of the 

DRMM Act (RA 10121) and the Department’s 

Calamity Response Protocols and Associated 

Actions (DILG MC No. 2010-079) for flood and 

landslide-prone LGUs as, out of the 1,591 LGUs 

nationwide (excluding ARMM), we now have the 

following: 

LGUs complying with DRMM Act (RA 10121): 

1,373 LGUs with functional DRRM Councils 

(74 provinces, 138 cities, 1161 municipalities) 

1,248 LGUs with Annual DRRM Plan (68 

provinces, 135 cities, 1045 municipalities) 

1,390 LGUs with DRRM Office (70 provinces, 

127 cities, 1193 municipalities) 

20 



1,523 LGUs with designated DRRM Officer (74 


LGUs complying with Calamity Response 

Protocols (DILG MC 2010-079): 

1,510 LGUs with Disaster Command and 

Auxiliary Center (74 provinces, 138 cities, 

1298 municipalities) 

1,528 LGUs with Emergency Response Rescue 

and Medical Teams (76 provinces, 142 cities, 

1310 municipalities) 

1,522 LGUs with evacuation centers (74 


1,506 LGUs with warning and alarm systems 

(75 provinces, 137 cities, 1294 municipalities) 

Management of the Dead and Missing (MDM) 

Under the National Disaster Response 

Plan (NDRP), the DILG is the cluster lead in the 

Management of the Dead and Missing Persons 

(MDM), and CODIX is at the forefront, especially 

in developing the guidelines and operational 

mechanisms, and ensuring its implementation. 

In coordination with the Office of Civil 

Defense, Philippine Red Cross, National Bureau 

of Investigation, Department of Health and 

Department of Social Welfare and Development, 

CODIX has facilitated inputs into draft rules and 

regulations governing the implementation of 

MDM and drafted the policy on the role of the 

Department in MDM and the policy on the 

implementation of the Management of the Dead 

and Missing for the DILG Regional Offices. 

DRR Knowledge Products 

Aside from our capacity development 

initiatives, we also supported advocacies, 

through production of knowledge products such 

as development of “Listo si Kap” flyer for 

dissemination in all barangays nationwide, and 

printing of flood and landslide susceptibility 

composite maps which already disseminated to 

171 Yolanda-affected areas. Development of Online 

Barangay Disaster Readiness Checklist 

(BDRC)”, an audit tool to provide a national 

database for the level of preparedness of the 

barangay and to aid the national government in 

developing programs to address the areas for 

improvement in DRRM at the barangay level. 

The Operation Listo 

As added 

advocacy on LGU 

disaster preparedness 

and pursuant to RA 

10121, the Department, 

thru the Local 

Government Academy (LGA), launched Oplan 

Listo in CY 2014, which aims to strengthen the 

capacity and level of preparedness of LGUs 

through the creation of Listo Teams, both from 

the interior and local government sectors. 

It aims to boost emergency response and 

rehabilitation at grassroots level by using terms 

like ”Alpha”, “Bravo” and “Charlie” to warn the 

public of incoming weather disturbances instead 

of the usual public storm warning signals in 

numerals. Said protocol is meant to make 

advisories easier to understand whether in urban 

centers or in remote communities. A 

comprehensive pre-disaster risk assessment will 

be conducted this year in coordination with 

DSWD to be able to identify the appropriate 

response strategies based on the actual needs of 

specific areas. 

Three (3) LGU Disaster Preparedness 

Manuals were developed and distributed in the 

regions, namely: 8,903 copies of Checklist of 

Early Preparations for Mayors; 8,903 copies of 



Checklist of Critical Preparation for Mayors; and 

5,473 copies of Checklist for Municipal Local 

Government Officers (MLGOOs), Chiefs of Police 

(COPs), and Fire Marshalls (FMs). These manuals 

were not only disseminated among the Listo 

Teams but also with the other key partners such 

as national government agencies, state colleges, 

universities, private sector and civil society 

organizations. Furthermore, Local Chief 

Executives (LCEs) were also given one (1) set of 

Preparedness Action Flowchart tarpaulins (Alpha, 

Bravo and Charlie) together with the manuals. 

After rolling-out the strategy on cascading 

the manuals and Operation Listo, it records the 

following accomplishments: 

Table 5. Accomplishments of Operation LISTO for CY 2015 

Convergence of the 

Local and Interior 

Government Sector 

Engaging various Sectors 

in Building Disaster 

Resilient Communities. 

Changing the Mindset 

from “Me” to “We” – 

Youth Participation in 

Building Disaster 

Resilient Community. 

All 1,490 cities and municipalities nationwide have participated in and initiated 

the convergence action planning in 80 provinces including NCR, end goal of 

which is to set its municipal convergence action plan where the local (Local 

Chief Executive, LDRRMO) and interior (PNP, BFP, MLGOO) government 

sectors converge to join the advocacy. Inter-operability among LGUs is also 

being highlighted as an approach to further strengthen partnerships. 

The Department engaged CSOs, NGOs, Private Sectors, Local Resource 

Institutes and media through Provincial Disaster Preparedness Dialogue 

activities. In 47 provinces where the activity was facilitated with around 4,700 

partners, there were some initial agreements and established partnerships 

among LGUs and partners concerning initiatives on DRRM, such as the 

conveyed intention of SIKAP Incorporated to enter into a Memorandum of 

Agreement with the LGU of the Municipality of Veruela, Agusan Del Sur, 

wherein they committed to provide volunteers during repacking and 

distribution of relief goods in times of disasters, and assist the LGU in the 

formulation of LCCAP and Local DRRM Plan, as well as to the distribution of IEC 

materials. 

Through the Wemboree for DRR, approximately, 2,700 Youth Volunteers in 27 

provinces were oriented and familiarized on the initiatives of the Department 

on Operation Listo and DRRM, the goal of which is to organize, at the 

minimum, 27 Youth Volunteers’ Desks in the provincial and municipal level for 

DRRM related activities and programs and initially strategize action plans to 

conduct field surveys in their respective municipalities and/or communities to 

collect data on the total number of population residing in the danger/hazard 

areas and number of houses made of light materials. 

22 



Project PREPARE (Popularizing and Recognizing Excellence in 

Preparedness and Resilience Against Emerging Disasters) was launched by DILG- 

Region II in order to assess the disaster preparedness of the LGUs in the region. 

The project aims to recognize the invaluable efforts of the LGUs in disaster 

readiness as mandated by RA 10121 or the Disaster Risk and Reduction 

Management Act of 2010 and RA 9729 or the Climate Change Act of 2009. 

An awarding ceremony for Regional Excellence Award for Disaster Prepared 

LGU of the Year was also conducted to recognize the Regional awardees of the 

Project PREPARE Assessment. 

In an effort to capacitate DILG field officers in rendering appropriate 

technical assistance to the LGUs in the implementation of major Department 

programs and projects, DILG-Region VI conducted a capability development 

intervention entitled “Knowledge Sharing on DRRM-CCA and GAD 

Mainstreaming to the Comprehensive Development Plan (CDP)” wherein 121 

DILG field officers and Regional personnel were capacitated on the processes of 

integrating DRRM-CCA and GAD into the LGU’s CDP. It was agreed that a 

knowledge product will be formulated to serve as a simple guide to the LGUs on 

how to integrate DRRM-CCA and GAD and other thematic areas in the CDP. 


continuously helped 

our LGUs ravaged by 

the October 2013 

earthquake in Bohol 

and Cebu through the 

Bohol Earthquake 

Assistance (BEA) 

Project which paved the way for the 

reconstruction and rehabilitation of damaged 

infrastructures in 52 LGUs. A total of 1,079 BEA 

sub-projects have been identified for 

implementation, 551 (51%) of which are already 

completed, while the remaining sub projects in 

various stages of implementation. 

A total of Php2.389 Billion was released 

to the Province of Bohol for the reconstruction, 

repair and rehabilitation of 1,066 partially and 

totally-damaged LGU facilities in 43 Bohol LGUs. 

These facilities include municipal halls, public 

markets, civic centers, barangay facilities, water 

supplies, and bridges. Similarly, Php23.86M was 

released to Cebu, with a total of Php20.298 

Million released to nine (9) LGUs for their 13 subprojects. 



Before and After. Municipal Training Center in Bugang, San Miguel, Bohol during 30% on-going 

construction (left) and the completed project (right). 

LEARNING BY DOING IS MUCH APPRECIATED IN AN AGRICULTURAL MUNICIPALITY 

“About 80-90% of the households in San Miguel is engaged into farming,” explained Municipal 

Agriculture Officer (MAO) Felix Lucip of San Miguel, Bohol. This the reason why the LGU developed a fivehectare 

land in Barangay Bugang, San Miguel solely for agricultural training purposes. Various fruit 

bearing plants like mango, rice, cassava, and other crops were cultivated in the area using organic 

farming. At the heart of the property is the training center which served as the learning ground for 

farmers within the municipality. But the LGU had to stop using the building when it sustained major 

damages after 7.2 magnitude earthquake hit Bohol in 2013. 

Bugang Training Center received Php1.1 Million funding from the BEA Project which the LGU of 

San Miguel pursued for the rehabilitation initiatives of the training center. Right after the project 

completion, the LGU moved back the rice sower, rice planter, incubator, and other agricultural machines 

to the newly-rehabilitated training center. LGU-hired agricultural workers in San Miguel restarted 

demonstrating the proper usage of the various equipment to the farmers. After observing, the farmers 

were given chance to operate the various machines. 

“Learning by doing here at the training center facilitates technology transfer to the farmers as 

they are able to personally experience the process,” said MAO Lucip. “We conduct skills training to the 

farmers on organic fertilizer, liquid fertilizer, and other agricultural practices that can help them improve 

their farm production.” 

Workers at the training center likewise expressed their deep appreciation of the BEA Project. 

“Pasalamat mi ug daku kay nalugar na ang training center ug nagamit na ug balik magtraining susama sa 

pagsabod sa humay, livestock, poultry ug uban pa,” said Guillermo Lucip, one of the workers. (We are 

very thankful because the training center is now more spacious. We are now able to use it again for 

trainings like rice sowing, livestock production, poultry production, and many more.) 

24 



Before and After. Façade of Haguilanan Barangay Hall in Catigbian, Bohol before the project 

implementation (left) and after completion (right). 

BOHOL EARTHQUAKE IN A DIFFERENT VIEW 

Along the highways in the interior part of Bohol stands a spacious but unfinished barangay hall of 

Haguilanan in Catigbian, Bohol. The barangay officials once had grand plan for this 384 sq. m. facility. 

However, since the local government unit (LGU) only had limited barangay internal revenue allotment 

(IRA) the building remained unfinished. 

Despite the wide area inside the barangay hall, constituents had to stay at the grounds whenever 

there is an assembly for there was no flooring inside. Until the 7.2 magnitude earthquake struck Bohol on 

October 15, 2013. Since the walls were not finished, the entire wall at the back portion caved in. 

The barangay of Haguilanan received funding support amounting to Php816,000 from the BEA 

Project. The said amount was utilized not just for the repair of the damaged wall at the back portion. The 

amount went a long way and funded the completion of not just the entire barangay hall but the day care 

center and barangay health station duplex as well. 

While the earthquake had initially brought massive destruction, the people of Haguilanan are 

now able to look back the incident in a different view. “Ug dili pa tungod sa linog dili mahuman ang 

among wala natiwas nga barangay hall,” said Barangay Captain Sergio Bastasa (Had it not been for the 

earthquake, our unfinished barangay hall would not have been completed.) 

With the functional barangay hall, the barangay constituents now freely go inside the building. 

The spacious facility now accommodates all the people during their barangay assembly. The children now 

roam around the day care center without fear of getting hurt in case they stumbled on the floor. 

In the end, the massive earthquake had turned into a blessing in disguise for it had been 

instrumental in completing barangay Haguilanan’s unfinished facility. 



BEFORE AND AFTER THE REHABILITATION EFFORTS THRU BEA PROJECT 

Barangay Hall in Buacao, Clarin, Bohol 

Day Care Center in Maca-as, Tubigon, Bohol 

Public Market in Lungsodaan, Candijay, Bohol 

26 



The Project RAY 

(Recovery Assistance 

on Yolanda), on the 

other hand, aims to 

facilitate the recovery and restoration efforts of 

the government service and economic activities 

in Typhoon Yolanda-affected areas through the 

provision of financial grant assistance for the 

reconstruction and rehabilitation of LGU-owned 

and managed facilities with consideration on 

Build Back Better (BBB) designs and standards to 

ensure a more safer and a disaster resilient 

public infrastructures. 

We established the RAY-DILG Funds 

amounting to Php4.012 Billion in which half was 

allocated for the repair and rehabilitation of 307 

totally and partially-damaged public facilities 

such as municipal and city halls, public markets, 

civic center among others under RAY Batch 1. 

Simultaneously, the Department prepared for 

the implementation of RAY Batch 2 facilities 

using the other half of the budget and focuses on 

the repair and rehabilitation of 3,688 totally and 

partially damaged barangay facilities such as 

barangay halls, daycare centers and barangay 

civic centers. 

Overall, we already completed 294 of 307 

sub-projects in RAY Batch 1 and the remaining 13 

subproject are still on-going construction. On the 

other hand, the RAY Batch 2 with 3,626 facilities 

have already completed repair of 566 facilities, 

993 still on-going, and 1,902 on procurement 

process and the remaining 271 subprojects are 

still under various level of project preparation 

stages. 

As the RAY Batch 1 projects are nearing 

completion, the RAY Program has begun the 

second-phase of repair projects. From March to 

May 2015, funds were released to LGUs for RAY 

Batch 2 with a total funding allocation of Php2 

Billion allocated to the repair of totally and 

partially-damaged barangay facilities along with 

municipal facilities not included in the RAY Batch 

1. 

“The rain didn’t scare us, but the strong winds did.” 

Fortunately, those in the coastal areas had already received 

orders to evacuate prior to the onslaught of Typhoon 

Yolanda. “Even though we have experienced other signal 

number 3 typhoons, the last time I’d experienced a typhoon 

like Yolanda was in 1984, with Typhoon Undang. Some of 

the areas in Roxas City were flooded, but not so much in the 

city proper.” 

Before and After. Roxas City Civic 

Center before (top) and the completed 

project (bottom). 

It was the powerful winds that would see an 

estimated ninety percent of the roofs in the city hall, public 

market and civic center destroyed. “Right after Yolanda, we 

prepared for the budget costing, and we were uncertain 

whether we’d have enough for rehabilitation, given the 

widespread impact and immediate need. Then we learned 

about the funding assistance from RAY-DILG.” 

Ardieli D. Ambrosio 

City Engineer, Roxas City 



Before and After. Comparative photos of the Civic Center of Panitan, Capiz before rehabilitation (top) 

and after completion (bottom). 

THESE STUDENTS BELONG TO THIS PLACE 

Strategically located between the local secondary and elementary schools, the Panitan Civic Center 

provides a vital space for the municipality’s young people to gather, learn and socialize. 

As Mayor Generoso D. Derramas of Panitan, Capiz explains, “the gym is very important to us. It is 

very symbolic for the town, strategic for the school, and symbolizes the greatness of Panitan.” Yet the 

structure of the building was no match for the magnitude of Yolanda. With much of the roofing damaged, 

much of the surrounding area would be deemed unfit for use. 

For Micle S. Haguisan, a Social Sciences teacher, the civic center holds particular significance. It is 

there that he and his colleagues maintain a small ‘museum’ that showcases the history, artifacts, key figures 

and culture of Panitan. When Yolanda struck, Micle feared that much of this irreplaceable history would be 

lost. Fortunately, much of these artifacts survived: and since then, improvements can ensure their continued 

safety. 

“I wanted the students to know their own history,” Micle explains, “to know when this gym was first 

built, and who the founders of our community were. I wanted them to know that even after what happened, 

even after the typhoon, they belong to this place.” 

With the civic center now repaired, “our normal life has returned,” school Principal Maria Lea O. Dais 

says, proudly. “We can again use our gym for sports, music, arts and performance, and for activity-based 

courses.” 

After Yolanda, vital lessons were learned that will also serve to protect the lives of students, their 

families, and the community in times of disaster. “We have now developed contingency plans on how to 

respond during future calamities, and we provide this information regularly to our students,” the school 

principal added. 

28 



Before and After. Comparative photos of the Municipal Hall (top, left and right) and Public Market 

(bottom, left and right) of Santa Fe, Bantayan Island, before rehabilitation and after completion. 

REHABILITATION MEANS EFFORTS TO SAVE LIVES, NOW AND IN THE FUTURE 

Situated on popular tourist spot known as Bantayan Island, Santa Fe, famed for its white sand 

beaches, is perhaps not especially known for its Yolanda experience. As the storm raged, some 1,000 of the 

municipality’s local citizens sought refuge in the nearby municipal hall. 

“It was really scary, watching objects flying around the room. The roof (of the municipal hall) peeled 

away, piece by piece, like tissue paper,” remembers Joanes Paulo M. Esgana, local municipal administrator. 

Some were even less fortunate. “There were those people who weren’t able to go to the municipal hall - 

those who were on their way, but beaten there by Yolanda - they held on to coconut trees,” Esgana explained. 

“During Typhoon Yolanda, we had volunteers help out. They are our Barangay Volunteer Emergency 

Response Team,” Esgana explains. “They shared that it was challenging for them to evacuate people before 

Yolanda. With many local people having survived Typhoon Frank, they were confident that they would also 

survive Yolanda without evacuating,” he says. 

Ivy R. Illustrisimo, a stall owner in the Santa Fe public market, was one of those who did not evacuate 

during Yolanda. Instead, she stayed at home and watched as the typhoon wrecked havoc on nearby houses 

and infrastructure. “We didn’t expect it to be that strong, but we were wrong,” she explains. “The whole 

surroundings changed after the typhoon. It devastated our market, and our community.” 

With assistance from RAY-DILG, the public market has now been significantly improved, with view to 

greater resilience in the face of calamities. “Our stalls now have roll-up doors, keeping our products safe 

overnight,” Ivy says. The addition of a second floor also means more vendors, and a more vibrant space. “Our 

market is made of concrete, with proper division for the stall owners. It was really a make-over here in our 

market,” she added. 

The Santa Fe municipal hall also experienced significant improvements. “Before (Yolanda), the 

municipal hall looked like a warehouse,” Esgana says. “Where once we had jalousie windows, now we have 

sliding windows and doors. New floor tiles have also been installed, while our payment centers now also have 

glass windows. The RAY DILG fund was a big help in Santa Fe,” he ended. 



BEFORE AND AFTER THE REHABILITATION EFFORTS THRU PROJECT RAY 

Public Market in Bantayan, Cebu 

Public Market in Guiuan, Eastern Samar 

Municipal Hall in Carigara, Leyte 

30 



Also part of the Department’s 

environmental advocacy is the restoration of 

Manila Bay through its Manila Bay Clean-up, 

Rehabilitation and Preservation Project, where 

LGUs in NCR and Regions III and IV-A were 

monitored to ensure compliance of households 

and establishments within these areas to having 

hygienic septic tanks and wastewater treatment 

facilities in adherence to a Supreme Court 

directive mandating the DILG and other 

concerned agencies to clean-up, rehabilitate and 

preserve the Manila Bay. All 178 covered LGUs 

have finished inspection of 90% (53,813 of 

60,074) of commercial establishments (CEs), 98% 

(2,352 of 2,409) of factories (Fs) and 54% 

(398,155 of 730,720) of private homes (PHs) 

within their jurisdictions, with a compliance rate 

of 61%, 32% and 59%, respectively, or were able 

to construct wastewater treatment facilities / 

septic tanks following inspection. 

DILG Pampanga joins the City-Wide Clean-Up Day of the City Government of San 

Fernando last February 2015, wherein DILG provincial and field office personnel 

equipped themselves with broomsticks, recycled dust pans, and sacks to sweep 

the busy streets and alleyways of the San Fernando downtown. 



Poverty reduction initiatives 

agreed and implemented 

Collaboration among LGUs, CSOs and DILG fostered to bring about shared solutions to 

local poverty. 

Provided safe and potable water for people in waterless LGUs and 

communities: 

332 of 1,215 water projects completed under the Sagana at Ligtas na 

Tubig (SalinTubig) Program 

971 of 2,815 water projects completed under the BuB Water Project 

Helped forward the agenda that bring peace and development to 

conflict-affected areas: 

422 of 651 sub-projects completed under the Payapa at 

Masaganang Pamayanan (PAMANA) – Pillar 3 

Helped build roads and other vital local infrastructures identified at the 

grassroots level: 

523 of 684 sub-projects completed under the BuB Local Access 

Project 

148 of 1,432 sub-projects completed under the BuB Other Local 

Infrastructure Project 

Addressed the plight of the marginalized sector living in dangerous 

areas: 

21,756 Informal Settler Families (ISFs) in 8 major waterways and 17 

other waterways relocated and 18,961 ISFs provided with dislocation 

assistance thru the Assistance to ISFs Living in Danger Areas 

Program

We helped obtain the means to address 

the needs of the poor and the marginalized 

The Aquino administration afforded the Department the opportunity to make more 

meaningful changes in the lives of the people by almost directly implementing programs and projects 

that benefit the people and bring about local development. Aside from technical assistance and 

capability building interventions that the DILG gives the LGUs, the Department more importantly 

provided them with financial resources they used to meet the needs of their constituents, especially the 

poor and the marginalized. 

Provided safe and potable water for people in 

waterless LGUs and communities in need 

The Department continued to provide 

safe and potable water to people living in 

waterless municipalities as well as in LGUs whose 

people deemed such projects as the ones they 

need to improve their condition. 

Through the Sagana at 

Ligtas na Tubig (SALINTUBIG) 

Program which paved the way 

for the poor and waterless 

municipalities to have access 

to safe and potable water, a 

total of 1,215 water projects 

were identified for implementation in waterless 

municipalities and thematic areas throughout the 

country. Of this number, 332 are now complete 

and benefit 170,423 households or 1,022,538 

individuals. 

On the other hand, under the BuB Water 

Project, the Department provided capacitybuilding 

interventions and financial subsidy to 

745 cities and municipalities that have identified 

water facilities as their priority project. 2,817 

water projects (with 2 projects cancelled) were 

identified for implementation in cities and 

municipalities, of which 971 water projects are 

complete which now benefit 485,366 households 

or 2,912,196 individuals. Even in the PAMANA 

program, people in 89 cities and municipalities 

deemed water projects as important for their 

everyday living, hence 145 water projects have 

been implemented. Of this number, 70 are 

already complete and being used by 6,960 

households. 

“Simula po nang nagawa po yung water supply 

system dito sa aming barangay sa tulong ng SalinTubig 

Project ay hindi na po naming kailangan pang bumili 

nang maiinom sa mga water refilling station at lahat po 

kami dito sa barangay ay may supply na nang tubig na 

kailangan po namin sa pang araw-araw na gawain. Higit 

po sa lahat, ang binabayaran lang po naming ay Php5 per 

cu.m lang.” 

Evelyn Elpidang 

Resident of Sitio Dinumaran, Brgy. Patong, 

Magsingal, Ilocos Sur 

34 



“We, here in Barbaza, have 

benefited so much in the SalinTubig 

Program of the DILG because the water 

source here is so far from the households. 

But after the implementation of the 

program, it had a big impact or help to the 

households of six barangays since this 

program was very useful to the 

community.” 

Gerry C. Necor 

Municipal Mayor 

Barbaza, Antique 

“The water project that we have under the BUB-Water is located in Barangay Calacabian. It is a 

water project that caters to 30 houses, to the Calacabian Elementary School and barangay facilities. We 

can say that this has a big impact for us because it is a geographically isolated for the disadvantaged area. 

People don’t need to fetch waters from Aklan River. Right now, they have water source direct from the 

faucet.” 

Vincent I. Navarosa 

Municipal Mayor 

Libacao, Aklan 



Helped build roads and other vital local 

infrastructures identified at the local level 

Still under the BuB, the Department 

completed a total of 523 sub-projects out of the 

686 local access sub-projects (with 2 projects 

cancelled) in 195 cities and municipalities, and a 

total of 148 completed out of the 1,436 other 

local infrastructure sub-projects (with 4 projects 

cancelled) in 875 cities and municipalities. These 

sub-projects include improvement of evacuation 

centers, installation of steel gate / barrier, flood 

control and DRRM equipment, among others. 

CENTRAL EVACUATION FACILTY 

Agno River quietly traverses across 

the lower portion of Loo Valley vegetable 

terraces in Buguias, Benguet. While this 

major river is the main source of water 

supply for the vegetable produce such as 

lettuce, cabbage, and carrots. But the very 

the same river also pose major threat to the 

growers during heavy rains for the water 

river surely overflows. When such situation 

happens, the growers particularly those who 

live along the river banks, automatically 

leave their homes and evacuate to their 

relatives for several days until the river water 

subsides. 

DILG Family, Buguias LGU and beneficiaries in front of 

the completed evacuation center in Loo Valley, 

Buguias, Benguet. 

With such premise, the Local Poverty 

Action Team (LPRAT) of Buguias, Benguet targeted to centralize the evacuation system of the vegetable 

growers in Loo Valley. The team composed of Local Government Unit (LGU) and Civil Society Organization 

(CSO) representatives proposed for such facility to through the Bottom-up Budgeting of the Department 

of the Interior and Local Government (DILG-BuB) amounting to PhP1.13 million. With the central 

evacuation facility, the Buguias LGU aimed for faster delivery of services and rescue operations in times of 

disaster. The Municipal Planning and Development Officer (MPDC) Engr. Johny Carlos looks forward to 

store emergency supplies and other basic facilities in the evacuation center. 

In the meantime, the LGU has the evacuation center ready for disaster especially the typhoon 

months are here. As Municipal Planning and Development Officer Engr. Johny Carlos puts it: “Gusto 

naming ang BuB Project kasi natutulungan kami magkaroon ng pondo para sa mga proyekto sa Bugias. At 

dahil may evacuation center na kami, medyo mas napaganda na ang aming paghahanda para sa mga 

kalamidad.” 

36 



The newly purchased DRRM equipment in Guagua, Pampanga (left) while MRRDM Officer Aldwin 

Mallari demonstrates the proper usage of the DRMM equipment. 

READY FOR DISASTER 

“Rainy season is almost near and when it comes, people in Guagua will have to ride in banca,” 

said Mayor Dante Torres of Guagua, Pampanga. 

The municipality seemingly adopts its name vis-à-vis its location, for Guagua means “water”. It is 

located on a flat terrain surrounded with fish ponds. The Guagua River, which is the catch basin for three 

other major rivers in the Northern Luzon, is only 30 meters away from the municipal hall. This makes the 

municipality highly prone to flooding, liquefaction, and even ground shaking. In the past, Guagua had 

experienced severe flooding and was isolated from adjacent municipalities. 

This explains why the residents together with the key officials have always wanted to purchase 

life- saving equipment. For several years, this plan was always included in the annual budget allocation 

but was never attained the prices had already increased by the time the funds were available. 

This long-time plan just materialized when the LGU’s proposal through the DILG Bottom-up 

Budgeting (BuB)-Other Projects was released with funds for the purchase equipment brand new DRRM 

equipment. 

MDRRM Officer Aldwin Mallari along with the team members demonstrated the proper use of 

each equipment. “The BuB Project is 101% very good since we are finally able to purchase the calamity 

equipment that we needed for so long,” said Mr. Mallari. 

Now, Guagua has the complete package of active, knowledgeable, 24/7 functioning MDRRM 

team, equipment, and facility just in case another disaster strikes again. “Now we have peace of mind 

when there is forced evacuation since we are now 80-85% ready,” Mayor Torres stated. 



Helped forward the agenda that bring peace 

and development to conflict-affected areas 


also played a key role in 

the implementation of 

the Payapa at 

Masaganang Pamayanan (PAMANA) Program by 

providing subsidy to 253 cities and municipalities 

(127 out of 253 LGUs are repeating LGU 

beneficiaries, therefore a total of 380 cities and 

municipalities for the 4-year period from CY 2012 

to CY 2015) for infrastructure projects such as 

roads, water, bridges, public market, etc. 

identified through the Conflict-Analysis and 

Planning Process (CAPP) to alleviate the plight of 

conflict-affected communities and drive-in the 

peace-building efforts within the community. 

Since we started the project in CY 2012, we have 

identified and implemented 677 sub-projects 

(with 26 projects cancelled) mainly meant to 

boost local access and roads development, and 

livelihood opportunities, 422 of which were 

already completed while the remaining 229 are 

in various stages of implementation and/or 

complying with administrative requirements. 

IMPROVED SOCIO-ECONOMIC CONDITIONS 

With the completion of the Php10M 3-km. PAMANA Road Project: Rehabilitation of NRJ San Juan- 

New Tubigon Road in Agusan del Sur, dramatic changes in the lives of the residents were experienced. 

Mr. Ernesto Bayo, a resident of Barangay San Juan explained, “In the 20 years of residing in our barangay, 

only this time I experienced the comfort of a good road.” He recalls the time before the PAMANA Project 

when only motorcycles can access the road and the expensive transportation of their agricultural 

products. “Government services were also made accessible because of the road project and transportation 

during medical emergencies were made easy,” he added. Travel time was also reduced to almost an hour 

from Bayugan City to the heart of Barangay San Juan in the Municipality of Sibagat and 4-wheel vehicles 

can now access using the PAMANA rehabilitated road. 

38 



Hundreds of participants composed of provincial, city and municipal local 

government units, civil society organizations, and other development partners 

participated in the Local Governance Roadshow conducted by DILG-Region II 

through the Local Governance Resource Center (LGRC). The event ran under the 

theme “Matapat at Responsableng Pamamahala, sa mga LGUs ang Simula”. 

The main feature of the roadshow was the audio-visual presentations featuring the high impact 

of DILG projects to the LGU-beneficiaries under the programs Bottom-up Budgeting (BuB), Sagana 

at Ligtas na Tubig sa Lahat (SALINTUBIG), and Performance Challenge Fund (PCF). Exhibit materials 

featuring successfully implemented projects in the region were also displayed for viewing. 

The roadshow was made more momentous because of the sharing of success stories and 

implementation strategies of selected LCEs and local officials from the different provinces of the 

region. Beneficiaries were also invited to share how DILG projects have affected their lives. 

Likewise, through the Comprehensive 

Local Integration Program (CLIP) for Former 

Rebels, the Department provided financial 

support amounting to Php22.3 Million as 

immediate assistance to 649 former rebels (FRs), 

livelihood assistance to 636 FRs, and firearms 

remuneration to 16 FRs, which they can use to 

continue rebuilding their lives together with their 

families, away from violence that has 

characterized their lives in the past. 

President Benigno Aquino, MILF Chair Murad 

Ebrahim, SILG Mar Roxas and Presidential Peace 

Adviser Teresita Deles witnessing the handover of 

decommissioned ammunitions by the MILF in Sultan 

Kudarat. (Photo credits: Philippine Daily Inquirer 

website) 

As one region implementing the CLIP Program in all four (4) provinces and 

HUC, through the leadership of DILG-Region XII, members of the CLIP Committees 

were made to see and learn how Happy Home, Davao Oriental’s Halfway House for 

Former Rebels (FRs), is being operated. A study tour was conducted wherein they 

were provided insights and learned how to apply Happy Home’s Best Practices in 

the region for a faster, more effective and more efficient processing of FR claims. 

The knowledge learned from this endeavor will go a long way in the promotion of 

peace and harmony in the region. 



Addressed the vulnerabilities of women and 

children 

An on-going project of the Department, 

Mainstreaming Gender in Local Governance: 

Localizing the Magna Carta of Women, 

advocated for women and child rights thru 

planning and initiating interventions for women 

and children in the locality, wherein 1,448 LGUs 

were able to reconstitute their respective Gender 

and Development (GAD) Focal Point, 1,222 LGUs 

with GAD Plan, 1,442 LGUs with GAD Database, 

415 LGUs with GAD Code, and 243 LGUs with 

GAD responsive CDP. 

Additionally, 21,271 LGUs have organized 

their respective Local Council for the Protection 

of Children (LCPC), 1,205 LGUs with organized 

Local Committees on Anti-Trafficking and 

Violence Against Women and their Children 

(LCAT-VAWC), and 35,093 barangays with 

Violence Against Women (VAW) Desks. 

Addressed the plight of the marginalized sector 

Under the Assistance to Informal Settler 

Families (ISFs) Living in Danger Areas Program, 

the Department have already relocated to safer 

areas a total of 21,756 ISFs previously residing in 

eight (8) major waterways and 17 other 

waterways, and facilitated the provision of 

Php18,000 Interim Shelter Fund to 18,961 ISFs. 

Disbursements for the ISF financial assistance in 

CY 2013 were taken directly from the SARO of 

DSWD, while disbursements in CYs 2014 and 

2015 were sourced from the funds downloaded 

by the DILG to DSWD, as stated in the GAA of 

2014. 

Through the Resettlement Governance Policy, DILG-NCR was able to 

facilitate the formulation of 17 resettlement action plans as well as 5 cooperative 

arrangement plans for 2015. These plans are envisioned to resolve adverse 

economic, political, and cultural impacts of displacement to communities relocated 

from danger areas. 

Also, a manifesto of partnership for resettlement sustainability was signed with the Philippine 

Council for the Urban Poor (PCUP). DILG-NCR also initiated a field immersion program for students of 

UP College of Social Work and Community Development in resettlement areas in the provinces of 

Bulacan, Rizal and Cavite. 

Moreover, the region has led the transfer of Php 100 Million to Quezon City for the Apolonio 

Samson Housing Project, while Php 36 Million has been granted to the City of Manila for the Dubai 

Housing Assistance Program in Dubai, BASECO Compound in Manila. DILG-NCR also provided 

transportation assistance for1,751 ISFs of the different LGUs of Metro Manila. 

40 



Empowered the citizenry in reporting crime and 

other emergencies 

The Department, through its People’s 

Action Team Responding On-Line 117 (PATROL 

117), responded to 56,923 legitimate emergency 

and non-emergency calls with an average 

response time of 8.28 minutes. 

In collaboration with the Local Chief 

Executives of the 2 nd District of Quezon, DILG- 

Region IVA initiated the Aksyon Laban sa 

Droga: Aasenso ang Bayan Program to 

combat the fight against the distribution and 

use of illegal drugs. Series of meetings were 

conducted prior to the conduct of an activity 

that aims to establish a strong nation and 

healthy citizenry. 

The event was participated by around 

200 contingents from six (6) participating 

LGUs. Each contingent was headed by the 

City/Municipal Anti-Drug Abuse Council (C/ 

MADAC) members (LCE, PNP DepEd, DOJ, 

Local Health Officer, Local SWDO, Local 

Information Officer, CSO/NGO/UBAS and the 

DILG Family). Other attendees include 

Punong Barangays, Barangay Kagawads, 

Barangay Tanods, school principals, students, 

and media representatives. 

DILG-Region XII, as part of its function 

as the Regional Peace and Order Council 

(RPOC) Secretariat, conducted the Regional 

Anti-Illegal Drugs Summit (RAIDS) last June 

2015 in Koronadal City. It was attended by a 

total of 468 participants composed of RPOC 

members, officials from national government 

agencies, local government units, civil society 

organizations, academe, students and other 

stakeholders. 

The regional event concluded with the 

signing of the Pledge of Commitment by the 

Local Chief Executives and stakeholders. 



Peace and order 

and public safety strengthened 

The Department has continuously ensured safe, peaceful and orderly communities. 

 

Crime Clearance Efficiency (CCE) and Crime Solution Efficiency (CSE) 

improved to 63.92% and 51.36% from the previous 56.11% and 43.55%, 

respectively 

Improved police-to-population ratio to 1:627 from 1:674 

 

 

1,470 patrol cars and various “move, shoot and communicate” gear and 

equipment (radio, vests, armor) procured 

47 police stations constructed in various PROs 

Improved fireman-to-population ratio of 1:4,750 from the previous 1:5,327 

 

 

 

68.4% or 1,118 cities and municipalities with firetrucks 

65.85% or 1,076 cities and municipalities with fire stations 

Additional firefighting gears (1,600 pairs of boots, gloves and helmets) 

procured 

 

 

 

Improved jail officers-to-jail population to 11,466 from the previous 

10,759 

177 9mm pistol Taurus procured improving the firearms capability to 1:1 ratio 

(including handheld radios, prisoner’s vans, batons, handcuffs, solar, satellite 

phone and CCTV units) 

13 jail facilities constructed and 15 jail facilities repaired 

 

 

 

 

1,870 PNP offices / stations / units nationwide were subjected to audit and 

inspection 

1,174 complaints against PNP personnel acted upon (498 endorsed for summary 

dismissal proceedings, 400 referred to the PNP for disciplinary authorities for 

appropriate action, and 276 dropped, withdrawn or dismissed) 

Continuous professionalization of the police, fire and jail officers thru the conduct 

of 42,955 classes on various programs 

Various construction and rehabilitation of dormitories and other facilities

We further strengthened police, fire, and jail capability to improve 

peace and order and public safety throughout the country 

NATIONAL POLICE COMMISSION 

The National Police Commission (NAPOLCOM) is at one with the PNP to 

forward the agenda of professionalizing our PNP personnel. Their share to this agenda 

is contained within the three (3) Major Final Outputs (MFOs) of the Commission. 

Police Policy Services 

The Commission was able to formulate 

plans and programs as well as conducted 

researches and surveys that aimed to strengthen 

and improve the management of police systems 

and structure. It also spearheaded 

commemorative activities that highlighted 

Criminal Justice and Crime Prevention among 

others. 

Police Administrative Service 

Throughout the year, the Commission 

was able to formulate and issue resolutions and 

memorandum circulars that provided the PNP 

with operational and administrative guidance 

which reinforces its drive of professionalizing the 

PNP personnel. In CY 2015, the Commission was 

able to formulate and issue 11 resolutions and 

one (1) memorandum circular that provided the 

PNP with operational and administrative 

guidance which reinforces its drive of 

professionalizing the PNP personnel. 

Police Officers taking the promotional examinations. 

44 



Likewise, offices / stations / units 

inspections were conducted to determine actual 

condition and operations of police personnel, 

activities and facilities. Overall, a total of 1,870 

PNP offices / stations / units nationwide were 

subjected to audit and inspection, of which 1,762 

were regular inspections while 108 were spot 

inspections. Breakdown as follows: 

Table 6. Breakdown of Inspections Conducted 

SPECIFICS 

TOTAL 

Regular Inspection 1,762 

NHQ Offices 46 

Police Regional Office 8 

Provincial Police Office 56 

District Office 6 

Mobile Force Groups 118 

City Police Office 22 

City Police Station 81 

Municipal Police Station 1,010 

Sub-Stations/Precinct 176 

NCR Police Station 23 

Support Units 216 

Spot Inspection 108 

Total 1,870 

against PNP members were received, of which 

1,174 were evaluated, wherein a total of 498 

were endorsed for summary dismissal 

proceedings, 400 were referred to the PNP for 

disciplinary authorities for appropriate action, 

and 276 were dropped, withdrawn or dismissed. 

Other PNP members with cases filed with 

the National Appellate Board (NAB), Regional 

Appellate Boards (RABs) and the People’s Law 

Enforcement Boards (PLEBs) are the following: 

Table 7. Breakdown of PNP Administrative Cases 

filed with NAB, RABs and PLEBs 

Cases NAB RABs PLEBs 

No. of cases 

disposed 

37 

appealed 

cases 

117 

appealed 

cases 

88 cases 

No. of PNP 

members 

involved in 

cases 

disposed of 

and 

decisions 

rendered 

51 PNP 

members 

161 PNP 

members 

148 PNP 

members 

The Commission also conducted various 

monitoring functions such as monitoring of law 

enforcement programs such as the compliance of 

PNP offices and units with NAPOLCOM audit 

inspection and recommendation, monitoring on 

the status of 5,658 administrative and 444 

criminal cases recorded for disposition during the 

period under review and moved towards the 

disposal of 1,081 administrative cases and 53 

criminal cases this year. 

The Commission also acted to complaints 

against the uniformed personnel on their alleged 

involvement to illegal activities, organized crime 

groups, human right violations and other forms 

of misbehavior. A total of 1,786 complaints 

Police Benefits and Fund Administration 

The Commission was able to disburse a 

total of Php234.6 Million fund that will cover the 

death, hospitalization, medical and pension 

benefits of retired PNP members and/or their 

dependents. In addition to that, a total of 

Php10.5 Million has been paid for the tuition and 

miscellaneous fees for the scholarship of 506 

PNP scholarship beneficiaries under the 

Scholarship Program for all surviving children of 

deceased or permanently incapacitated police 

personnel pursuant to Republic Act No. 6963. 



PHILIPPINE NATIONAL POLICE 

To make the citizenry feel safer in and out of their homes, the Department 

poured resources on the Philippine National Police (PNP) in an effort to improve police 

visibility and to upgrade its equipage and facilities, which are necessary to combat 

criminality and to improve the overall peace and order situation throughout the 

country. 

Beefing up and Professionalization of PNP 

Personnel 

In 2015, the PNP recruited a total of 

11,052 Police Officers 1 that were deployed in 

the field to improve police visibility. Their 

absorption to the police force helped raise the 

number of PNP manpower complement to 

161,479 and improved the police-to-population 

ratio from 1:674 in 2014 to 1:627 in 2015. 

The Department complemented this 

increase in the PNP workforce by procuring 

various equipage and improvement in facilities 

which are also critical to improve in the overall 

the PNP’s performance. This year, 1,470 patrol 

cars were distributed to various police units 

nationwide, while various “move, shoot and 

communicate” gear and equipment such as 550 

units of handheld radio (procured under APEC 

funds), 34 HFF/SSB radio with encryption; 135 

waistcoat vest level II-A; 261 tactical vest level III- 

A; 2,000 anti-riot body armor; 6,470 shield; 5,999 

helmet; 3,381 truncheon; 3,000 tactical vest IVA; 

and 200 waistcoat level IVA were similarly 

distributed to our men in uniform to help them 

effectively carry out their peacekeeping and 

crime-fighting capabilities in fighting crimes. To 

provide a more modernized equipment 

responsive to the emerging needs of the 

community for public safety and security, the 

PNP has also distributed 210 Units of K2700 4x4 

Light Patrol Carrier to Public Safe Forces (PSF). 

These initiatives similarly improved the 

PNP’s Crime Clearance Efficiency (CCE) and Crime 

Solution Efficiency (CSE), which stand at 63.92% 

and 51.36%, respectively for CY 2015 (as 

compared to 56.11% CCE and 43.55% CSE in CY 

2014. 

Various organizations have expressed 

their recognition and responsiveness to the 

needs of the PNP through donations in which, 

the Public Safety Savings and Loan Association, 

Inc. (PSSLAI) provided financial assistance worth 

Php2.166 Million for the renovation of the 2 nd 

floor of Kiangan Hall, Camp Crame and around 

half a million worth of office equipment for the 

newly refurbished hall. Likewise, the PSSLAI also 

donated 200 units of motorcycle vehicles, which 

will be distributed to all Districts of NCRPO. Said 

motorcycle vehicles will be utilized to provide 

quick response to deter and investigate criminal 

activities and other situations in the community 

that require police actions. Moreover, the World 

Medical Relief, Inc. (WMRI) provided Medical and 

diagnostic equipment worth Php57 Million for 

the PNP General Hospital (PNPGH). 

For the year, a total of 14 lots were titled 

in the name of the PNP with a total land area of 

169,769 sq.m. for different Police Regional 

Offices (PROs), while an additional 29 more lots 

with a total land area of 58,353 sq.m were 

donated to the PNP in 29 PROs nationwide. 

Construction of police stations were also 

undertaken by the PNP with a total of 47 police 

stations completed in various PROs. 

46 



The PNP Oplan Lambat Sibat 

The PNP also vigorously pursued Oplan 

Lambat-Sibat in an effort to curb criminality that 

victimizes the people and to instill greater 

accountability from police officers. Through this, 

the PNP was able to address multiple crime 

problems and issues such as murder/homicide, 

robbery/theft, carnapping and physical injuries 

by conducting an increased number of anti-crime 

strategies and tactics, such as: 

Oplan Lambat-Sibat is a multi-dimensional 

approach to address crime problems which 

involves the implementation of multiple 

strategies and tactics, use of patrol and multiple 

specialized units to address multiple crime 

problems and issues in a particular geographic 

area. It is also an intelligence-driven driven 

targeted action against crime groups responsible 

for most crime incidents which demands all 

intelligence and specialized units of PNP to work 

together to establish a single target list for 

neutralization. 

Table 8. The PNP Anti-Crime Strategies/tactics anchored on Oplan Lambat-Sibat 

Strategies / Tactics 

Activities 

Checkpoints 

Conduct of a total of 306,058 two-hour police check of vehicular and/or pedestrian 

traffic by at least 8-man complement in a place normally considered chokepoint or 

crime hotspot. 

Mobile and Beat / Foot One or more police officers (usually a buddy system) conducted a total of around 

Patrol 

1,839,534 patrol within designated sector using land based conveyance such as 

bicycles, motorcycles and motor vehicles; or moving around on foot within the 

designated beat in order to maintain order, prevent crimes and enforce laws and local 

ordinances. 

Oplan Bulabog 

Conducted 2,317 saturation drive, spot checks and inspection at the barangays 

especially in crime-prone places targeting unregistered, undocumented and stolen 

motorcycles. 

Oplan Katok Physical verification and accounting of registered firearms through a total of 142,226 

house visitations of known address indicated by the licensed firearm owners/holders 

to prevent the proliferation of loose firearms and verified the correct addresses of the 

firearm owners/holders. 

Oplan Bakal/Sita Conducted 327,131 spot checks on persons at bar joints and/or areas considered 

crime-prone or hotspots to confiscate loos firearms and deadly weapons and prevent 

them from being used in crimes. It further aims to arrest or neutralize would-be 

motorcycle riding and walking criminals. 

Oplan Galugad 

Conduct of saturation drives at critical areas or places where illegal activities like illegal 

drug pushing, illegal gambling and other street crimes are rampant to arrest criminal 

suspects and wanted persons from their suspected hideouts. 

Sustained Service of 

Search Warrants and 

Warrants of Arrest 

Focused law enforcement operations targeting criminal suspects, gangs and syndicates 

listed in the PNP Watch List and Target List, and involves sustained manhunt 

operations to arrest the Most Wanted Persons (MWPs), wherein a total of 8,695 

Warrants of Arrest were served. 



Following the success of Oplan Lambat- 

Sibat, there was a significant reduction in crime 

in NCR by 61% since its implementation in June 

2014. Likewise, a total of 39 CCTVs were 

installed in identified crime-prone areas to help 

deter the commission of crimes as well as help 

authorities easily identify perpetrators of crimes: 

Caloocan City, (Kaunlaran Langit Road, 

Zabarte Road, and Monumento) 

Vicinity of Mega Public Market, Pasig 

City (along Urbano Velasco Avenue; 

inside center aisle; and inside open 

circle) 

Mandaluyong City (Boni MRT 

Southbound along EDSA infront of GA 

Tower; Sierra Madre corner Sultan at 

the back of Nice Hotel; and Guadix 

Drive near EDSA and ADB) 

Raxabago, Manila (R10-Moriones; R10 

-Kapulong; and R10-Shell at 

Southbound) 

Sampaloc, Manila (Lerma-España N. 

Rey; Legarda-I. Figueras; and Maceda- 

España) 

Ermita, Manila (Mabini P. Faura; 

Pedro Gil cor Taft Avenue; and Taft 

UN Avenue 

Pasay City (Microtel Hotel; Philtranco; 

and Heritage Hotel Baclaran) 

Makati City (Makati Avenue P. Burgos; 

Buendia; Chino Roces; and Makati- 

Pasay boundary bridge in front of 

Imarflex) 

Taguig City (MLQ Avenue corner 

Magsaysay Road, Brgy. New Lower 

Bicutan; MRT Avenue, corner Ballecer 

St., Brgy. Hagonoy, and Maharlika 

Road cor. Pendatum St., Brgy. 

Maharlika) 

Masambong, Quezon City 

(Congressional / EDSA; EDSA / West 

Avenue; and Agham / Mindanao 

Avenue) 

Talipapa, Novaliches, Quezon City 

(North Diversion Road-Camachile, 

Quirino Highway-Mindanao-Avenue; 

and Shortbom. Road 20) 

Batasan Hills, Quezon City (Ilang-Ilang 

Street Alley 6 Street; and 

Commonwealth Avenue Ever Gotesco 

overpass) 

Kamuning, Quezon City (EDSA-South 

Borromeo; East Avenue / V. Luna; and 

East Avenue / BIR Road) 

Through the PNP’s intensified anti-crime 

efforts in 2015, a total of 41,585 criminals and 

wanted persons were arrested/neutralized, 105 

criminal gangs and syndicates including Kidnapfor-Ransom 

(KFR) gangs busted, three (3) drug 

syndicates and 42,700 pusher/users arrested, 

where 636.48 kilograms of illegal drugs such as 

shabu with an estimated street value of 

Php5.737 Billion were seized. 

Working with the People in the Grassroots 

Through the Pulis nyo po sa Barangay 

(PSB) Program launched in CY 2012, PNP 

personnel were deployed (one in every barangay 

nationwide) in around 86% of barangays in the 

past three (3) years to serve as focal persons and 

to conduct community engagement activities in 

barangays nationwide such as community/ 

house/school visitation, community dialogue/ 

ugnayan, distribution of information materials, 

police assistance and other community 

engagement activities. Police force which adds 

the barangays in their beats also act as conduits 

between the community and the police station or 

unit, while the uniformed personnel holds office 

at the barangay within the week providing a 

strong momentum to the community policing. 

This has undoubtedly made the PNP closer to the 

community and made crime prevention and the 

drive against criminality easier. 

48 



The Mamasapano Incident and the Anti- 

Terrorism Drive of the PNP 

One of the most highlighted efforts of the 

PNP this year on its anti-terrorism campaign was 

the success of Oplan Exodus or the Mamasapano 

encounter that leads to the neutralization of the 

Malaysian terrorist Zulkifli Bin Hir, a.k.a. Marwan. 

The Operation concluded with the 

sacrifice of 44 Special Action Force (SAF) of the 

PNP. Although saddened by the unfortunate loss 

of lives, their bravery and sacrifice stand still as a 

shining testament of the PNP’s commitment to 

peace. 

Apart from the financial assistance that 

President Benigno Aquino personally distributed 

to their orphaned families, the PNP awarded a 

total of Php66.37 Million to the families of the 

fallen 44 SAF Commandos. Additionally, each 

family continuously receives a monthly pension 

from the PNP and NAPOLCOM, as well as 

scholarship grants for all orphaned children. 

The Visit of Pope Francis 

The PNP also played a key role in securing 

and making the visit of Pope Francis to the 

country peaceful and orderly. As part of the 

Committee on Security and Public Order (CSPO) 

and Joint Task Force (JTF) “PAPAL VISIT,” the PNP 

deployed a total of 22,092 PNP personnel and 

Joint Task Group “LEYTE” with a total of 31,386 

personnel which manned and provided security 

in areas that the Pope visited. 

Pope Francis waves to Filipinos after mass at the Cathedral Basilica of the Immaculate Conception in Manila 

last 16 January 2015, as the police force controls the crowd and ensured his security. 

(Photo credits: Philippine Daily Inquirer website) 



BUREAU OF FIRE PROTECTION 

The Department stepped up its fire prevention campaign and efficient fire 

suppression services in order to make communities safer by responding to the 

modernization demand of the Bureau of Fire Protection (BFP) by focusing on the 

upgrading of its equipment and increasing the number of its personnel. 

In 2015, the BFP has recruited a total of 

2,753 new firefighters that has brought the 

number of to 20,141 firefighters nationwide and 

improved the fireman-to-population ratio to the 

current 1:4,750 from 1:5,327 in the previous 

year. 

At the same time, 245 new firetrucks 

were procured in which 197 were already 

distributed to beneficiary cities and 

municipalities, bringing the total to 68.4% or 

1,118 cities and municipalities with firetrucks. 

While, 65.85% or 1,076 cities and municipalities 

have fire stations. 

Along with these was the procurement of 

additional firefighting gears in an effort to 

protect our men and women when responding to 

the call of duty. These include 1,600 pairs of 

boots, 1,600 pairs of gloves, and 1,600 helmets. 

With these upgrade, we have kept the 

number of firefighter casualties to a minimum (1 

firefighter at the minimum and 2 firefighters at 

the most) for the past five years, although we 

continuously strive towards zero casualty in the 

near future. 

78% is recorded from those establishments 

inspected vis-à-vis those issued with the Fire 

Safety Inspection Certificate (FSIC). 

75 establishments were recommended 

for closure in CY 2015 from the previous 102 

establishments in CY 2014. The 74% decrease in 

the number of establishment recommended for 

closure shows that they are complying with the 

provisions of RA 9514 or the New Fire Code of 

the Philippines. 

Strict implementation of Fire Code of the 

Philippines and increased fire safety inspection 

conducted resulted to an increase by 7% fire 

code fees collection from Php1.128 Billion in CY 

2014 to Php1.201 Billion in CY 2015. The fire 

code fees collection is now being utilized for the 

modernization of BFP such as for the 

procurement of firetrucks, other firefighting 

equipment, personal protective equipment, 

construction of fire station, and repair and 

maintenance of firefighting equipage and fire 

station. 

The hike in the BFP manpower and 

personnel has enabled the Bureau to carryout 

inspections to more establishments, checking 

their compliance with the provisions of the Fire 

Code of the Philippines. From 948,475 

establishments inspected in CY 2014, it increased 

by 39% or 1,320,202 establishments inspected in 

CY 2015, where an annual compliance average of 

50 



(Left photo) Secretary Mar Roxas turns over the 1st batch of firetrucks while Secretary Mel Senen 

Sarmiento (right photo) turns over the 2nd batch of firetrucks intended for local government units at 

Camp Vicente Lim, Laguna last August and December 2015, respectively. 

BFP’s FIRST 

This is the first time in BFP history to have the biggest firetruck procurement with a total of 469 

units, 244 of which are 1000 gallons capacity while 225 are 500 gallons capacity that amounted to Php2.5 

Billion. 

80 units of 1000 gallons firetrucks were distributed last August 2015 by Secretary Mar Roxas 

while the second batch of distribution with a total of 120 units of 1000 gallons firetrucks by Secretary Mel 

Senen Sarmiento last December 2015 at Camp Vicente Lim parade grounds in Canlubang, Laguna. 

According to BFP Chief, Director Ariel Barayuga, these new additional firetrucks will aid in the 

filling up of BFP shortages on its assets and will intensify fire suppression capability of the Bureau. With 

the standard ratio of 1: 28,000, meaning one firetruck manning a twenty eight thousand population and 

at present with almost 100 million population as of the latest count of the Philippine Statistics Authority 

(PSA), the BFP still needs at least one thousand more firetrucks to achieve the lacking requirement 

considering that at present there are 2,491 firetrucks being utilized by the BFP all over the Philippines. 

The release of the remaining firetrucks will be distributed in 2016. 

BFP News Release 

Reference: Office of the Public Information Services, BFP-NHQ 



BUREAU OF JAIL MANAGEMENT AND PENOLOGY 

The Bureau of Jail Management and Penology (BJMP) managed and took under 

its care 96,894 inmates nationwide, consistent with its mandate of safekeeping 

inmates under its custody. 

Progress has also been made on all major 

programs for Inmates Welfare and Development 

(IWD), with 51,135 inmates benefitting from the 

BJMP’s livelihood services; 217,533 for health 

services; 92,146 for inter-faith programs; 87,354 

for Therapeutic Community Modality Program 

(TCMP); 52,601 for literacy program; and 45,867 

inmates released through paralegal program. 

Through these programs, the inmates were given 

the chance to develop their skills and to guide 

them in their quest for transformation and 

renewal. 

To address the increase in jail population, 

the Jail Bureau has recruited 707 new Jail Officers 

1 in 2015. Of this number, 500 JO1s were 

recruited on the regular basis while 207 JO1s 

were recruited through the attrition recruitment 

program of the Bureau. This has brought the jail 

officers-to-jail population from the previous 

10,759 to 11,466. 

Furthermore, the BJMP continued 

professionalizing its officers and personnel by 

allowing them to take part in trainings and 

courses such as the following: mandatory 

Training/Career Course at the National Jail 

Management and Penology Training Institute 

(NJMPTI) participated in by 1,618 personnel, and 

Special Tactics and Response (STAR) Course for 

236 others. 

25 additional prisoner’s vans, 1,050 batons, 

2,604 handcuffs, 80 solar, 18 satellite phone and 

55 CCTV units. Moreover, BJMP has constructed 

13 jail facilities and repaired 15 jail facilities. 

Through Oplan Decongestion, 45,867 

inmates were released through applicable laws in 

which inmates were given the chance to develop 

their skills and to guide them in their quest for 

transformation and renewal. 

On Oplan Greyhound / Galugad, 14,498 

jail operations were conducted nationwide in 

which the following were confiscated from 2,015 

inmates and 432 visitors through various search 

during the year: 420 sachet and 82 grams of 

shabu; 2 sticks, 3 sachets and 26 grams of 

marijuana; 936 drug paraphernalia and 200 other 

prohibited drugs; 2,924 packs and 14,581 sticks 

of cigarettes; 17 liquors; 744 cellular phones; 

Php487,641 money; and 41,575 other 

contraband. 

As to deadly weapons, 32 firearms, 4,324 

bladed and 2,517 scrap metals were likewise 

confiscated from the inmates/visitors. Moreover, 

a total of 16 inmates escapees were recovered 

and/or surrendered to the BJMP out of 39 

escapees in 19 incidences through the Balik- 

Piitan Program of the Jail Bureau. 

Likewise, the BJMP in CY 2015 has 

procured 177 short firearms (9mm pistol Taurus) 

that improved the firearms capability to 1:1 ratio, 

along with 50 digital portable handheld radios, 

52 



Oplan Greyhound / Galugad. BJMP Officers search inmates at the Quezon City Jail in Kamuning as part of 

the Jail Bureau’s Oplan Greyhound / Galugad. (Photo credits: Manila Bulletin website) 

Inmates Welfare and Development. BJMP detainees attending a welfare program in Valenzuela City Jail 

(2014 Best City Jail) . (Photo credits: Valenzuela City Government website) 



PHILIPPINE PUBLIC SAFETY COLLEGE 

The Philippine Public Safety College (PPSC) as the premier educational 

institution for the training, human resource development and continuing education for 

all the personnel of the Philippine National Police (PNP), the Bureau of Fire Protection 

(BFP), and the Bureau of Jail Management and Penology (BJMP) pursuant to Republic 

Act 6975 or the “Department of the Interior and Local Government (DILG) Act of 1990, 

has achieved major milestones in its legacy initiatives for CY 2015. 

Providing direction, administration and 

control of the various education and training 

programs conducted at the six (6) Constitutive 

Units: National Police College (NPC), Philippine 

National Police Academy (PNPA), National Police 

Training Institute (NPTI, including its 17 Regional 

Training Centers), National Fire Training Institute 

(NFTI), National Jail Management and Penology 

Training Institute (NJMPTI), and National Forensic 

Science Training Institute (NFSTI), the PPSC has 

conducted a total of 42,955 classes (including 

15,530 carryover from CY 2014) on various 

programs (degree, mandatory courses for 

Officer/Non-Officers and Special courses) for CY 

2015. 

The PPSC has acquired two (2) buses, two 

(2) utility vehicles and two (2) staff cars and 

distribute the same to recipient beneficiaries in 

CY 2015. 

Likewise, construction/rehabilitation of 

PPSC facilities are being undertaken by the 

institution in which the accomplishments as of 

end of CY 2015 are as follows: 

Types and Location of Facilities 

Status 

Construction/Rehabilitation 

PNPA 

4-storey cadet dormitory 

60% completed 

2-storey cadet dormitory 

95% completed 

Installation of primary and secondary lines 95% 

Construction of drainage system 

15% mobilization 

Land formation and riprap 42.35% 

NPC 

3-storey building with roof deck 

15% mobilization 

Motorpool 

100% completed 

54 



Secretary Mel Senen Sarmiento during the blessing and inauguration of the PNPA ladies dormitory, together 

with PPSC President Ricardo de Leon, Usec Edwin R. Enrile and PNP officials last December 2015. 

Additionally, the following are some of 

the organizational and operational reforms 

institutionalized by the PPSC: 

Implementation of the Philippine 

National Police Academy (PNPA) 

Transition Curriculum towards K-12 

Readiness. The SILG approved the 

adoption and implementation of a 

transition curriculum for the PNPA’s 

Bachelor of Science in Public Safety. 

This is to ensure that the Public Safety 

Cadetship Program adheres to 21 st 

century learning and to CHED’s 

outcomes-based teaching and 

learning (OBTL) and outcomes-based 

education (OBE). 

Adoption of the New PNPA Manual of 

Operations and the PNPA Manual 

Inauguration of the New PNPA Female 

Dormitory 

Awarding of ISO Certification 

Cascading of the LISTO II Program 

through a Tripartite Partnership 

Conduct of Joint Peace and Security 

Team (JPST) Training 

Institutionalization of the Twinning 

Program between PPSC/NPC-PSOSEC 

(Public Safety Officers Senior 

Executive Course) and DAP-MPM PSD 

(Master in Public Management major 

in Public Safety Development) 

Creation and Activation of the 

Regional Training Center 18 

Re-Opening of the Master in Public 

Safety Administration 

Approving the proposed permanent 

site for PPSC building 



Improving internal governance 

capacities prioritized 

The Department has invested in support systems to help deliver meaningful results. 

Various systems and processes implemented within the 

Department and/or its Attached Agencies, such as: 

 

 

 

 

 

Quality Management System (QMS) 

Results-based Monitoring and Evaluation (RbME) 

System 

Plan Implementation Monitoring System (PIMS) 

Performance Governance System (PGS) 

Electronic Time Allowance Calculator (ETAC) 

Implemented Regional innovations initiated by the Regional 

Offices for its personnel and the LGUs meant to improve the 

performance of both

We strengthened the Internal Organizational Capacity 

of the DILG LG and Interior Sectors 

Being sensitive to the plight of its 

personnel, the Department provided the needed 

benefits, both for the Local Government Sector 

and the Interior Sector, like the Year-End Bonus 

and Cash Gift, Performance Based-Bonus (PBB), 

Productivity Enhancement Incentive (PEI), among 

others. 

To facilitate the ISO Certification 

9001:2008 Quality Management System (QMS), 

the DILG-Office of the Secretary, the BJMP 

National Headquarters, and the BJMP-National 

Capital Region started the Quality Management 

System (QMS) process to further improve the 

kind of service they render. 

We firmed up our Results-Based 

Monitoring and Evaluation (RBME) System, a 

management strategy that focuses on 

performance in the achievement of outputs, 

outcomes, and impact of our programs and 

projects. We also proposed the development of 

the Plan Implementation Monitoring System 

(PIMS), an automation effort of the Annual 

Operations Plan and Budget (OPB) and Quarterly 

Accomplishment Reports of the priority 

programs and projects of the Department. 

by the National Archives of the Philippines. 

The NAPOLCOM, on the other hand, 

passed the Compliance Stage of the Performance 

Governance System (PGS) Public Revalidation 

with a Silver Trailblazer Award last October 2015 

which brings them a step higher in the PGS 

pathway. 

To boost the morale of BJMP personnel, 

the Bureau leadership assisted 111 personnel to 

avail of the different National Housing 

Administration (NHA) housing projects 

nationwide. Furthermore, some 394 house and 

lots were raffled to qualified personnel in 

different regional offices. The PNP likewise 

continued providing decent and affordable 

housing to officers and personnel which already 

reached to a total of 12,891 as of end of 2015. 

The BJMP also developed a software 

program called the Electronic Time Allowance 

Calculator (ETAC) aimed at helping paralegal 

officers in the computation of the time allowance 

of inmates for good behavior pursuant to 

Republic Act No. 10592 or Grant of Good 

Conduct and Time Allowance (GCTA). 

Furthermore, the Department was 

recognized for its participation in the first 

National Government Excellence Class (GEC) 

initiated by the Development Academy of the 

Philippines (DAP) as a complementary 

mechanism to the Philippine Quality Award. Also 

this year, the DILG Records Section of the 

Administrative Service was able to rank as 

Second Best National Performer garnering 93% 

completion on the National Inventory of Records 

58 



INNOVATIONS FOR THE LGUs 

The LGU Incentives and Awards Program, implemented by DILG-Region II, 

includes the Search for Most Outstanding Barangay Public Information 

Assistance Center, Anti Red Tape Implementer at all levels; Barangay Tanod, 

Barangay Peace and Order Committee, Lupong Tagapamayapa; and Most 

Outstanding Barangay, Barangay Executive, Sangguniang Barangay, Barangay 

Treasurer and Barangay Secretary or BESTS. The Recognition Rites for the 

various search awards was held last October 2015 in Santiago City, which was 

also the culminating activity of the Region’s 24th Anniversary Celebration of the 

Local Government Code. 

The Search for Excellence in Local Governance (EXCELL) Awards, a pioneering program of DILG- 

Region VI started in 2008, is as a mechanism that recognizes the best managed LGUs in the Region 

with achievements in the fields of Administrative Governance, Social Governance, Economic 

Governance, and Environmental Governance. This year, EXCELL Awards adopted several changes 

in order to harmonize it the Seal of Good Local Governance (SGLG) to make it more responsive to 

the current thrust of the national government. 

The Search for the Outstanding Barangay Tanod is an initiative of DILG-Region VI in partnership 

with all the agencies under the Regional Management Coordinating Committee (RMCC). This year, 

the evaluators composed of representatives from DILG-LG Sector, PNP, BFP, BJM, NAPOLCOM and 

PPSC-RTS assessed a total of eight (8) nominees both for individual and group category. In 

addition, the group also assessed one tanod nominee for the posthumous award. 

INNOVATIONS FOR THE DILG PEOPLE 

DILG IV-A created a Social Media Team (SMT) that will jumpstart the online 

presence of DILG-Region IVA and help usher the Region onto the world of 

powerful connectivity. Point persons from the (five) 5 provinces and the City of 

Lucena were identified and tasked to assist the region in posting photos and 

relevant articles. Provinces should also create their accounts on Facebook and 

Twitter, and existing accounts were linked to the Region’s social media account. 

DILG-Region VI conducted a 3-day Communication Boot Camp to build up the proficiency skills of 

designated Information Officers, IT Officers, Program Managers and Cluster Leaders of the Region 

last December 2015 in Iloilo City. The activity, also tagged as e-Kwento, guided the participants in 

writing good press releases and scripts, introduced strategies in documenting the PPAs of the 

Department with the use of Adobe Premier Pro, browsing web portals and popular electronic 

platforms including discussions on basic story board writing and photography. 

To ensure that our DILG officials are kept abreast of the legal opinions of DILG and issuances of 

other government agencies, recent enactments of Congress and rulings of the Supreme Court on 

issues affecting Local Governance, DILG-Region XI institutionalized the conduct of the Continuing 

Legal Education Seminar (CLES) held last December 2015 and was participated around 80 

participants comprising its regional and field officers. 



BUDGET ALLOCATION FY 2015 

FY 2015 has been a very busy year for the Department of the Interior and Local Government in 

the implementation of its programs and projects vis-à-vis its organizational outcome targets formulated 

within the context of the agency Major Final Outputs and its corresponding Performance Indicators that 

are linked to its mandated Organizational Performance Indicator Framework (OPIF). 

With a total budget of ₱104,566,889,000.00 under the General Appropriations Act FY 

2016 (RA 10717) for the Department of the Interior and Local Government, the following were 

appropriated for the following operating expenditures: 

Personal Services 

(PS) 

Maintenance and 

Other Operating 

Expenses (MOOE) 

Capital Outlay 

(CO) 

TOTAL 

Office of the Secretary 1,903,124,000 13,182,843,000 736,000,000 15,821,967,000 

National Police Commission 1,266,910,000 159,903,000 1,426,813,000 

Philippine National Police 60,454,653,000 8,208,636,000 2,100,000,000 70,763,289,000 

Bureau of Fire Protection 6,475,181,000 1,198,971,000 411,002,000 8,085,154,000 

Bureau of Jail Management and 

Penology 

3,936,608,000 2,595,845,000 189,875,000 6,722,328,000 

Philippine Public Safety College 696,378,000 627,386,000 211,735,000 1,535,499,000 

Local Government Academy 17,910,000 193,929,000 211,839,000 

Total FY 2015 Appropriations 74,750,764,000 26,167,513,000 3,648,612,000 104,566,889,000 

The big bulk of the DILG-OSEC and LGA budget were MOOE funds for the conduct of capacity 

development programs and the implementation of its programs and projects for the Local Government 

Units, while the budget of the Interior Sector Agencies have higher PS funds due to the large number of 

its personnel tasked to maintain peace and order and public safety nationwide. 

60 





DILG CY 2016 OBJECTIVES AND PRIORITY THRUSTS 

Consistent with the mandate of the Department to push for excellence that will lead to local 

good governance, economic performance and alleviation of the plight of the people, especially of the 

marginalized sector, we will vigorously carry out the following for CY 2016: 

 

 

 

 

Sustain good local governance initiatives that will lead to: 

Greater transparency, accountability and performance among LGUs and of local officials; 

wider people’s participation; scaled up performance metrics and providing awards and 

incentives to LGUs that meet the standards 

Stronger capacity of LGUs, especially the vulnerable ones, to effectively deal with and 

bounce back from disasters and calamities 

Faster implementation of infrastructure and other poverty alleviation projects to address 

the needs and plight of the poor, vulnerable and the marginalized 

Greater capacity of LGUs to attract business and investment for wider employment and 

livelihood opportunities to their constituents 

Continuously build-up the Department’s internal governance capacity for better 

organizational and individual performance 

Scale up efforts to prevent and suppress crimes by intensifying police operations, instituting 

reforms for more effective and credible law enforcement and continuing efforts for PNP’s 

capability build-up 

Continue to boost fire protection and suppression services to keep communities safe 

62 



DILG - LOCAL GOVERNMENT SECTOR PRIORITY PROJECTS CY 2016 

Accountable, Transparent, Participative 

and Effective Local Governance 

Environment-Protective, Climate Change 

Adaptive and Disaster Resilient LGUs 

 

 

 

 

 

 

 

Full Disclosure Policy 

Seal of Good Local Governance 

Performance Challenge Fund 

Citizen’s Satisfaction Index System 

Lupong Tagapamayapa Incentives and Awards 

Katarungang Pambarangay 

Ugnayan ng Barangay at Simbahan 

 

 

 

 

Enhancing LGU Capacity on DRR-CCA Program 

Assessment 

LG Capacity Development 

Advocacy: OPLAN LISTO 

Rehabilitation and Reconstruction Assistance 

to Yolanda-Affected Areas Project 

Bohol Earthquake Assistance Project 

Manila Bay Clean-Up, Rehabilitation and 

Preservation Project 

Socially-Protective and Safe LGUs 

Business-Friendly and Competitive LGUs 

 

 

 

 

 

 

 

Sagana at Ligtas na Tubig (SalinTubig) 

Support to Bottom-up Budgeting (BuB) 

2017 LPRAP Preparation 

BuB Water Supply 

BuB Local Access 

BuB Other Local Infrastructure and 

Support 

Payapa at Masaganang Pamayanan (PAMANA) 

- Pillars 1 & 3 

Assistance to Informal Settler Families (ISFs) in 

Danger Zones 

Comprehensive Local Integration Program 

(CLIP) for Former Rebels 

Sustaining the Effectiveness of Sub-National 

Peace and Order Councils (POCs) 

Enhancing Local Capacity for the Promotion 

and Fulfillment of Women’s and Children’s 

Rights 

 

 

 

 

 

 

 

 

 

 

 

 

 

Accelerating Investments for More Business 

(AIMBIZ) in LGUs 

Streamlining of Business Permits and 

Other Local Regulatory Services (BPLS) 

Regulatory Simplification for Local Governments 

(RS4LG) 

Training for Better Access to Job Opportunities 

(TraBAJO) 

Konkreto at Ayos na Lansangan at Daan Tungo 

sa Pangkalahatang Kaunlaran (KALSADA) 

Special Local Road Fund (SLRF) 

Provincial Road Management Facility (PRMF) 

Strengthened Internal 

Organizational Capacity 

Strategic Performance Management System 

(SPMS) 

Results-based Monitoring and Evaluation 

(RbME) System 

Development of IT Systems 

Development of DILG-LG Sector HRD Plan 

Personnel Competency Build-Up 

Quality Management System 



DILG INTERIOR SECTOR PRIORITY PROJECTS CY 2016 

Police Supervision and Control 

 

 

 

Policies, Plans, Standards and Regulatory Services for the Police 

Police Administration 

Police Benefit Fund Administration 

Crime Prevention, Suppression and Investigation 

 

 

 

 

Crime Prevention and Control and Law Enforcement 

Intelligence and Counter-Intelligence Operations 

Case Investigation and Management 

Case Monitoring 

Fire Prevention, Suppression and Investigation 

 

 

 

 

 

Fire Safety Inspection and Issuance of Fire Safety Inspection Certificate 

Fire Safety Awareness Campaign 

Organization and Training of Fire Brigades 

Response to Fire Calls 

Investigation of Fire Incidence 

Inmates Safekeeping and Development 

 

 

 

 

Security Management of Inmates 

Jail Decongestion 

Provision of Basic Needs of Inmates 

Behavior Development of Inmates 

Capability Building for Uniformed Personnel 

 

Education and Training Service Program 

64 



DILG - LOCAL GOVERNMENT SECTOR OUTCOME FRAMEWORK 

The DILG LG Sector Outcome Framework calls attention to the question of relevance. More than a 

hundred years in existence, is the Department still relevant in the face of modern-day challenges in public 

administration and development? Do our commitments have meaning and significance in the overall design of 

things in our society – directly or otherwise? 

Being the primary agency tasked to scale up the capacities of the less able local governments, perform 

oversight function and incentivize exemplary performance, we need to position ourselves in a way that we can 

really influence local authorities to model the transformation process, be it social, economic or environmental, 

under conditions of self-reliance, law and order and public safety. 

Both the Department and local governments need to be robust to meet their respective mandates, with 

the former needing to strengthen its internal governance capacity to shepherd and nurture a local government 

to become accountable, transparent, participative and effective. On the other hand, local authorities are 

expected to observe the tenets of good governance as they pursue social development and protection, economic 

development and environmental management amid the imperatives of climate change and natural disasters. 

Whatever the Department engages itself, it must be guided by the primacy of designed and destined local 

development. Everyone in the Department, from the highest official to the lowest employee, must understand 

that rooted development is only possible where local governance is really understood and sustainably practiced, 

beyond mere rhetoric and public discourse. 

The agency is not a work output producer for the sake of producing it. Any output must be clearly linked 

to, and help bring about, a desirable outcome. Local government contribution in the realization of inclusive 

growth and poverty reduction is better assured of success where desirable outcome-orientation is the norm. 



Taking the Framework Frame by Frame 

Societal Outcome - 

Poverty in Multiple Dimensions Reduced 

and Massive Quality Employment Created 

This is an outcome statement expressed in the Philippine Development Plan for 2011 to 2016, and 

serves as the guiding light for all national government agencies. The country’s development roadmap 

describes this as growth that is rapid enough to matter given the country’s large population, geographical 

differences, and social complexity. It is a sustained growth that creates jobs, draws the majority into the 

economic and social mainstream, and continuously reduces mass poverty. 

It shows the overarching strategic framework of the Updated Philippine Development Plan, with 

inclusive growth – defined as poverty reduction in multiple dimensions and massive creation of quality 

employment – as the desired outcome. 

For job creation, capital accumulation is necessary. Investment must continually rise for the 

economy to grow and absorb labor into productive jobs. Being a bet on the future, investment requires a 

stable and predictable market environment. Macroeconomic stability, supported by sound monetary and 

fiscal policy, a strong financial system, and healthy external sector, is thus essential to maintaining positive 

consumer and business expectations about the future. Financial markets also tend to look more favorably 

at countries whose macroeconomic house is in order. 

The performance of the production sectors (i.e. agriculture, industry, and services) is, of course, a 

critical determinant of the economy’s growth potential and its ability to create jobs. In part this is 

influenced by macroeconomic policy, but sector-specific policies (e.g. fiscal incentives, credit subsidies) 

and other crosscutting measures (e.g. labor market regulations and policies towards foreign direct 

investments) also affect competitiveness. Of special importance in raising productivity and expanding the 

range of products and services produced in the economy is private investment in research and 

development (R&D), which government can influence through its science and technology policy. The state 

of the country’s infrastructure (roads, ports, airports, telecommunications, transportation, etc.) and the 

availability of a healthy, highly trainable and skilled labor force are similarly important factors bearing on 

the cost of doing business. 

Circumscribing the above are the quality of governance, the natural environment, and national 

security, all of which exert a profound influence on the economy’s productive potential. 

Sectoral Outcome - 

Sustainable Development-Oriented Local Government 

This recognizes the importance of local governments in the fulfillment of the societal outcome. 

Under an environment of self-reliance and where law and order and public safety prevail, well-meaning 

local authorities can assume a complementary lead role in the realization of the societal outcome. 

Self-reliance means that a local government is able to grow and flourish with a very limited 

dependence, if any, on national government support, is capable of setting the direction of local 

development and of mobilizing local or external support systems, including the resources to finance 

development. Law and order and public safety refer to a condition where constituents feel secure and 

safe from threats to security, life and limb, and thereby enabling them to go on with their life and 

endeavors freely and securely. 

66 



Local governments are key pillars in the realization of the societal outcome. However, the 

likelihood of a local government contributing is better assured of success under a condition where 

sustainable development is valued. After all, social well-being, economic well-being and environmental 

well-being are what public service and public welfare all about. 

Sub-Sector Outcomes 

The sub-sector outcomes indicate that a local government has reached the state where it is 

already capable of addressing local needs and challenges along the lines of economic development, 

environmental protection and preparedness to deal with climate change phenomena, and protection, 

development and safety of the constituents especially the poor, vulnerable and marginalized. In the 

contemplation of the framework, a local government that is able to deliver or achieve these sub-sector 

outcomes can be considered as a leader of the pack in development. 

It must be emphasized that, while the DILG offers a menu of programs and projects that are 

geared towards the hastening of the fulfillment by local governments of these outcomes, it is not only the 

Department that is into this continuing challenge but other agencies and community of interest as well. 

The key is to build a collaborative tension among all concerned partners. 

Inclusive growth and poverty reduction are anchored on sustainable development. 

The environment provides the natural resource capital for economic development. Unshared 

economic prosperity further marginalizes the poor. The poor cannot productively engage in economic 

transformation. Survival drives the poor to be instruments of environmental degradation. 

Business-Friendly and Competitive LGUs 

This is a condition where a local government is genuinely committed to take the lead in 

sustainable and inclusive economic development. Setting the direction and minding it are aptly the role of 

local authorities. Investing in it is the domain of the business sector. 

Minding development means creating an assuring policy environment and investment climate, 

projecting resource endowment potentials, projecting an ability to maintain industrial peace, reforming 

the business processing and permitting systems, engaging in a robust investment promotion strategy, and 

investing in disaster risk reduction and management, among other fundamentals. 

Environment-Protective, Climate Change Adaptive 

and Disaster Resilient LGUs 

This is a condition where a local government puts premium on the integrity of the natural 

environment, and ably confronts the challenges posed by destructive climate change phenomena such as 

strong typhoons, extreme rainfall, flood-flashflood, coastal flood or urban flood, or landslide, or by a 

geologically-induced disaster such earthquake or tsunami. 



Resiliency is commonly understood as an occurrence of rebounding or springing back from 

something. When used in the context of climate change or a natural disaster, resiliency means a local 

government’s ability to brace or prepare itself, fortify the community to minimize or cushion the impact, 

adequately protect and address the sudden and urgent needs of inhabitants during such situation and to 

fast track the return to normalcy of the lives of the affected. 

Resiliency implies that a local government must have the appropriate and adequate technical 

knowhow and equipage – leadership structure, plans, internal and external administrative systems, 

logistics and equipment – that can be mobilized at any given time. After all, adapting to climate change 

and building disaster-resiliency are the ultimate assuring measures of local institutional capability in 

environmental management and in advancing the interest of public welfare. 

Socially-Protective and Safe LGUs 

This is a condition where a local government is capable of addressing the well-being of every 

member of the community particularly the poor, the vulnerable and the marginalized. This can be 

attained when a province, city, municipality or barangay accords high importance on, and adequately 

address, the needs of the least able and most needy. In its broad sense, social protection is concerned 

with preventing, managing, and overcoming a situation that adversely affects a person’s well-being. 

A policy or program designed to reduce poverty and diminish exposure to risks brought about by 

a disaster is a good start. 

On the other hand, the notion of safety emphasizes the condition where people live and go on 

with their lives free from any fear, worry or threat of being victims of violence or exploitation or of being 

mired in the middle of conflicts that slow down if not altogether stall their and their communities’ 

development. 

The terms, social protection and safe in this particular sub-sector outcome furthers the argument 

that ensuring livability in a community - safe and potable water, decent shelter, other basic needs, getting 

people out of a hazardous location, protecting human rights, addressing issues that engender conflict, etc. 

– is at the very core of local government existence. 

Organizational Outcome - 

Accountable, Transparent, Participative 

and Effective Local Governance 

This is a condition where a province, city, municipality or barangay defers and practices the basic 

tenets of good local governance. 

Governance is all about the valuing of the key principles of performance, accountability, 

transparency and participation. Any program or project aimed at improving obtaining socio-economic and 

environmental conditions must be guided by these principles. Otherwise, a program or project is 

rudderless, and is destined to fail. And contemporary history is replete with examples of failures. 

68 



Where We Are and What We Should Do 

Good local governance must be understood as the platform or foundation of any and all policies, 

programs or projects that profess commitment to public welfare. 

As the national government agency mandated by law to assist the President in the exercise of the 

power of general supervision over local governments, the Department must be in a position to challenge 

local agencies to value good local governance. 

The Department must continuously strive to effectively engage in LG Capacity Development Services and 

Performance Oversight cum Awards and Incentives. Agency initiatives aimed at building a culture of performance, 

accountability, transparency and inclusivity must be regularly base-lined. This is a necessary strategy to scale up the 

focus and content of intervention, and thereby avoiding the pitfall of one size fits all. The idea is to cause an eventual 

transformation of local governments as juridical public exemplars. 

Suffice it to say, that if the DILG were to succeed in leading the transformation process, it must internally 

reinvent itself continuously, and must rebuild its image continuously. 

Internal Governance Outcome - 

Strengthened Internal 

Organizational Capacity 

This is all about overall administrative competence. 

It is a condition where officials and employees possess the necessary technical capacities, where internal 

and external administrative systems function as designed and where institutional value facilitates rather than 

hinders. 

Failing this, it is highly unlikely that we can move forward and succeed in carrying out our legal mandate. 

In the context of the multiple challenges that the Department is faced with, the question “are we equal to 

the tasks?” finds greater relevance and urgency. The business as usual mindset does not fit. Internal administrative 

systems must come to age, managerial and technical competencies must be assuring, and employee welfare must 

not be let to the employee alone but must now be acknowledged as a primary obligation of the Agency. 



MOVING FORWARD 

Secretary Sarmiento successfully led the 

Department in defending its budget for FY 2016 

before the two Houses of Congress. He ensured 

that it will have adequate resources it can utilize 

to fulfil its mandate and to effectively perform. 

Therefore, for 2016, all the DILG’s 

provincial offices will have vehicles they can use 

to monitor the more than 12,000 projects the 

Department implements throughout the country. 

Even the Municipal Local Government 

Operations Officers (MLGOOs), many of whom 

occupy offices in areas owned by the LGUs and 

most of the time victims of the LCE’s 

“temperament” and “whims,” will have their 

own separate office so they can freely perform 

their duties. In the words of Sarmiento, it is the 

Department’s way of returning the “self-respect” 

and “dignity” to our hard-working field people. 

For the Philippine National Police (PNP), 

SOCO vans, firearms, investigative, 

communication and ISO / anti-terrorism 

equipment will be procured, 281 police stations 

will be constructed and 10,000 police officers will 

be recruited, all aimed at improving police 

visibility and better crime prevention and fighting 

by its men and women. It is expected that such 

resources will help the PNP in continuously 

improving its Crime Clearance Efficiency (CCE) 

and Crime Solution Efficiency (CSE). 

For the National Police Commission 

(NAPOLCOM), in their share to forward the 

agenda of professionalizing our PNP personnel, 

will continue to formulate plans and programs 

aimed to strengthen and improve the 

management of police systems and structure, 

and likewise conduct inspections of offices/ 

stations/units to determine actual condition and 

operations of police personnel, activities and 

facilities. 

For the Bureau of Fire protection (BFP), 

additional 40 fire stations will be constructed, 

and 40 firetrucks and 469 breathing apparatus 

will be procured. We will also set up ICT 

equipment to fast-track the delivery of services 

in the BFP and recruit 1,200 additional fire 

officers. All of these are essential for increasing 

our firefighting capability that will reduce loss of 

lives and damages to properties that may be 

brought about by fire incidents, and continuously 

improve the current 1:4,964 fireman-topopulation 

ratio. 

For the Bureau of Jail Management and 

Penology (BJMP), 51 jail buildings will be 

constructed that will somehow ease the 

congestion rate of 374% prevailing in many of 

our jails; additional ICT equipment and computer 

software, and other jail equipment such as short 

firearms, batons, handcuffs, and prisoners vans 

will be procured; and 1,500 jail officers will be 

recruited. These are all crucial in improving 

BJMP’s capacity in safekeeping city, municipal, 

and district jails nationwide. 

For the Philippine Public Safety College 

(PPSC), budget was allocated for the 

construction of the PPSC head office building and 

PNPA complex and procurement of ICT and 

mobility requirements. All of which are essential 

to continue providing direction, administration 

and control of the various education and training 

programs of the training arm of the uniformed 

sector. 

70 



DIRECTORY OF OFFICIALS 

OFFICE OF THE SECRETARY 

HON. MEL SENEN S. SARMIENTO 

Department Secretary 

Email: dilg.osec2015@dilg.gov.ph 

Contact No.: 925-0330; 925-0331; Fax No. 925-0332 

ATTY. GEFER R. MANCOL 

Undersecretary / Chief of Staff 

Email: 

Contact No.: 925-1130; 925-0331 

FRENNA MAE C. AQUINO 

Head Executive Assistant 

Email: 

Contact No.: 925-1130; 925-0331 

UNDERSECRETARIES 

ASSISTANT SECRETARIES 

AUSTERE A. PANADERO, CESO I 

Undersecretary for Local Government 

Email: aapanadero@dilg.gov.ph 

Contact No.: 925-0347; Telefax No. 925-0361 

ATTY. EDWIN R. ENRILE 

Undersecretary for Operations 

Email: erenrile@dilg.gov.ph; 

erenrile.dilg@gmail.com 

Contact No.: 928-6713; 925-1145 

ATTY. PETER IRVING C. CORVERA 

Undersecretary for Public Safety 

Email: pccorvera@dilg.gov.ph 

Contact No.: 925-9114; 920-7783 

Undersecretary for Urban Poor, Informal Settler 

Families and Other Special Concerns 

Email: 

Contact No.: 925-1135 

ESTER A. ALDANA, CESO II 

Assistant Secretary for Finance, Comptrollership 

and Administration 

Email: eaaldana@dilg.gov.ph 


JOSEFINA CASTILLA-GO 

OIC, Assistant Secretary for Plans and Programs 

Email: jcgo@dilg.gov.ph 


ATTY. MA. PERPETUA B. UNICO 

Assistant Secretary for Legal Matters and Affairs 

Email: unico.dilg@gmail.com 


NARIMAN A. AMBOLODTO 

Assistant Secretary for Muslim Affairs and Special 

Concerns 

Email: naambolodto@dilg.gov.ph 

Contact No.: Telefax No. 925-0333 



BUREAUS 

SERVICES 

ANNA LIZA F. BONAGUA, CSEE 

OIC Director, Bureau of Local Government 

Development (BLGD) 

Email: afbonagua@dilg.gov.ph 

Contact No.: 929-9235; 920-3513; Telefax No.: 927-7852 

MANUEL Q. GOTIS, CESO III 

Director, Bureau of Local Government Supervision (BLGS) 

Email: mqgotis@dilg.gov.ph 

Contact No.: 925-1153; Telefax No.: 928-9181 

LEOCADIO T. TROVELA, CESO IV 

OIC Director, National Barangay Operations Office (NBOO) 

Email: lttrovela@dilg.gov.ph 

Contact No.: 925-0371; Fax No.: 925-1137 

ROLYN Q. ZAMBALES, CESE 

Director, Office of Project Development Services (OPDS) 

Email: rqzambales@dilg.gov.ph 


ATTY. JENA J. JAVAREZ 

OIC Director, Administrative Service (AS) 

Email: jjjavarez@dilg.gov.ph 


SARA JANE M. CEREZO 

OIC, Internal Affairs Service (IAS) 

Email: smcerezo@dilg.gov.ph 

Contact No.: 929-8613; Telefax. No. 925-6552 

LOIDA S. LINSON 

OIC Director, Information Systems and Technology 

Management Service (ISTMS) 

Email: lslinson@dilg.gov.ph 

Contact No.: 925-0370; 928-8065 

FRANCISCO R. CRUZ, CESO III, MMG 

Director, Planning Service (PS) 

Email: frcruz@dilg.gov.ph 


OTHER OFFICES 

EDGAR ALLAN B. TABELL 

OIC Executive Director, PATROL 117 

Chief, Central Office Disaster Information Coordinating 

Center (CODIX) 

Email: ebtabell@dilg.gov.ph 

117 Contact No.: 925-9111; Telefax No. 928-7281 

CODIX Contact No.: 939-4269 

MARIA TERESA T. VERGARA 

OIC, Public Assistance Center 

Email: mtvergara@dilg.gov.ph 

Contact No.: 925-0343; 925-1135 

Director, Financial Management Service (FMS) 

Email: 

Contact No.: Telefax No. 928-2447 

Director, Legal and Legislative Liaison Service (LLLS) 

Email: maia@marroxas.com; mbunico@dilg.gov.ph 

Contact No.: 929-7912; 925-3847; 920-8016 

Director, Public Affairs and Communication Service 

(PACS) 

Email: 

Contact No.: 925-0349; 925-7343 

72 



DILG REGIONAL OFFICES 

MARIA LOURDES L. AGUSTIN, CESO V 

OIC Regional Director, NCR 

Email: mlagustin@dilg.gov.ph 


MARLO L. IRINGAN, CESO V 

Regional Director, CAR 

Email: jmcastaneda@dilg.gov.ph; car_dilg@yahoo.com.ph 

Contact No.: (074) 442-5372 loc. 101; Telefax No. 442-9030 

JULIE J. DAQUIOAG, CESO IV 

OIC Regional Director, I 

Email: jjdaquioag@dilg.gov.ph 

Contact No.: (072) 888-2108; Fax No. 700-2703 

JOHN M. CASTANEDA, CESO III 

Regional Director, II 

Email: mliringan@dilg.gov.ph 

Contact No.: (078) 304-5378 / 304-1978; 

Fax No. (078) 304-9345 

FLORIDA M. DIJAN, CESO III 

Regional Director, III 

Email: fmdijan@dilg.gov.ph; dilgr3_ord@yahoo.com 

Contact No.: (045) 455-2405 / 455-3210; 

Fax No. 961-2904 

JOSEFINA CASTILLA GO, CESO III 

OIC Regional Director, IV-A 

Email: jcgo@dilg.gov.ph; dilgcalabarzon@yahoo.com 

Contact No.: (049) 827-4755 / 827-4587 

JAMES F. FADRILAN, CESO V 

OIC Regional Director, IV-B 

Email: jffadrilan@dilg.gov.ph 

Contact No.: (02) 995-7731; Telefax No. 995-7725 

ELOUISA T. PASTOR 

OIC Regional Director, V 

Email: etpastor@dilg.gov.ph 

Contact No.: (052) 480-1484 / 435-4642 / 437-2641; 

Fax No. 480-4023 

ATTY. ANTHONY C. NUYDA, CESO III 

Regional Director, VI 

Email: anthonynuyda.dilg6@gmail.com 

Contact No.: (033) 335-0465 / 509-9611 / 509-9610; 

Fax No. 336-2653 

ATTY. RENE K. BURDEOS, CESO III 

Regional Director, VII 

Email: rkburdeos@dilg.gov.ph 

amvillacorta@dilg.gov.ph 

Contact No.: (032) 253-5479; 253-5481; 

Fax. No. 253-5473 

PEDRO A. NOVAL, JR., CESO III 

Regional Director, VIII 

Email: panoval@dilg.gov.ph; dilg_r8@yahoo.com 

Contact No.: (053) 321-6609 / 321-2060; Fax No. 321-2093 

PAISAL O. ABUTAZIL, CESO III 

Regional Director, IX 

Email: poabutazil@dilg.gov.ph; 

operationsdivision_dilg9@yahoo.com 

Contact No.: (062) 850-7258 / 925-0282 / 985-1951; 

Telefax No. 850-0252 / 850-7252 

ARNEL M. AGABE, CESO IV 

Regional Director, X 

Email: amagabe@dilg.gov.ph; orddilg10@gmail.com 

Contact No.: (088) 858-2191 / 858-2193 / 859-12446 

ANANIAS M. VILLACORTA, CESO III 

Regional Director, XI 

Email: amvillacorta@dilg.gov.ph 

Contact No.: (082) 297-2604 / 297-2724 / 297-2606 

REYNALDO M. BUNGUBUNG, CESO IV 

OIC Regional Director, XII 

Email: rmbungubung@dilg.gov.ph 

Contact No.: (083) 228-1421; Telefax No. 520-0224 

LILIBETH A. FAMACION, CESO III 

OIC Regional Director, CARAGA 

Email: lafamacion@dilg.gov.ph; dilgxiii@yahoo.com 

Contact No.: (085) 342-2045; 341-1976; 

Fax No. 815-1229; 342-2134 

MARGIE A. BILIGAN, CESO IV 

OIC Director, NIR 

Email: 

Contact No.: 

ATTY. ANWAR A. MALANG 

Regional Secretary, ARMM 

Email: 

Contact No.: (064) 421-8644 



ATTACHED AGENCIES 

NATIONAL POLICE COMMISSION 

EDUARDO U ESCUETA 

Commissioner 

Vice-Chairman, and Executive Officer 

National Police Commission (NAPOLCOM) 


PHILIPPINE NATIONAL POLICE 

PDG RICARDO C MARQUEZ 

OIC, Philippine National Police (PNP) 


BUREAU OF FIRE PROTECTION 

CSUPT ARIEL A BARAYUGA, CEO VI 

OIC, Bureau of Fire Protection (BFP) 


BUREAU OF JAIL MANAGEMENT AND PENOLOGY 

CSUPT DEOGRACIAS C TAPAYAN, CES(E) 

Director, Bureau of Jail Management and Penology (BJMP) 

Contact No.: 927-6383 loc. 102 

PHILIPPINE PUBLIC SAFETY COLLEGE 

PDDG RICARDO F DE LEON (Ret.), Ph.D. 

President, Philippine Public Safety College (PPSC) 

Email: officeofthepresidentppsc@yahoo.com 


LOCAL GOVERNMENT ACADEMY 

MARIVEL C. SACENDONCILLO, CESO III 

Executive Director, Local Government Academy (LGA) 

Email: execdir@lga.gov.ph; rpdd@lga.gov.ph 

Contact No.: 634-6416; 634-6567 

74 



At the heart of the Department of the Interior and Local Government (DILG) 

logo is the acronym of the Department, DILG, written in black for easy recognition and 

as a strong manifestation of its steadfast commitment to promote peace and order, 

ensure public safety and strengthen the capability of local governments. 

Said acronym is prominently placed on top of the Map of the Philippines, 

representing the country’s national territory and comprising all local government units 

which are under the general supervision of the Department. 

The People and the Shields Forming the Circle correspond to the seventeen 

(17) regions of the country, including the Autonomous Region for Muslim Mindanao 

(ARMM). The shield also represents the interior sector or the peace and order and 

public safety sectors, while the people stands for the local government sector under 

one Department. The two symbols are placed alternately to underscore the need for 

both sectors to work together to bring about peaceful and progressive communities. 

MANDATE 

To promote peace and order, ensure public safety, and further 

strengthen local government capability aimed towards the effective 

delivery of basic services to the citizenry. 

MISSION 

The Department shall promote peace and order, ensure public safety, 

strengthen capability of local government units through active people 

participation and a professionalized corps of civil servants. 

VISION 

The DILG is the primary catalyst for excellence in local governance that 

nurtures self-reliant, progressive, orderly, safe and globally-competitive 

communities, sustained by God-centered and empowered citizenry. 

ACKNOWLEDGMENTS 

This Annual Report was prepared under the guidance of Planning Service Director Francisco R. Cruz. Special thanks to all 

Regional / Bureau / Service Directors, and Heads of Attached Agencies, such as LGA, BFP, BJMP, NAPOLCOM, PNP, and PPSC for the 

timely submission of their respective accomplishments; and to PS-MED staff for additional research, layout and design, namely, 

Lilibeth Masangkay, Armida Parañal, Leilani Lindo, Imelda Marcial, Arvin John Denaya and Julie Fe Rafael. Photo credits go to the 

photographers of the DILG Operating Units, the websites of the NAPOLCOM, PNP, BFP, BJMP, PPSC and LGA, as well as, various 

websites of DILG Regional Offices, LGUs, NGAs, online news articles and various social network sites.

ANNUAL REPORT 2013 

ANNUAL REPORT 2015 

“Matino, Mahusay at Maasahan” 

www.dilg.gov.ph 

Department of the Interior and Local Government 

DILG-NAPOLCOM Center, EDSA corner Quezon Avenue, 

West Triangle, Quezon City, 1104 Philippines

DILG Annual Report CY 2015 - LML final

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