LED4LGUs is an innovative program designed to provide local government units (LGUs) with a solid understanding of

the principles and decision tools of LED to assess their local economic opportunities, develop and implement their LED
initiatives that will create an enabling environment for retaining businesses and attract investment. As a result, it will
create jobs and alleviate poverty in the community.

The project is organized to develop and enhance the capacities of LGU officials and functionaries to generate strategic
options and develop unique and unconventional approaches towards improving productivity of their locality. It is carried
out by the local Government Academy (LGA) with technical assistance provided by the Local Government Support
Program-Local Economic Development (LGSP-LED).

Regional Office Commitments:

 Conduct Training to Target LGUs on:

o Entrepreneurial LGU management towards Sustainable LED
o Development of LED strategy
o Formulation of Business Plan with financing option
 Formulation of Local Incentives & Investment Code

Performance Indicators Target

No. of LGUs provided with training have produced the following outputs:

 LED Action Plan 50 LGUs

 LED Strategy (with financing options)
 Business Plan
 Local Incentives & Investment Code

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The Seal of Disaster Preparedness (SDP) is conferred to a local government which demonstrates an acceptable level
of disaster preparedness and disaster preparedness response before and during calamities as an official symbol of
excellence.

The Seal has two levels of assessment. The first level looks into disaster preparedness before a calamity occurs.
The second level focuses on disaster preparedness-response during a calamity.

A local government that passes Level 1 Assessment receives a Certificate of Recognition. This Certificate is to be sent
through official correspondence from the Secretary of the Interior and Local Government.

On the other hand, a local government that passes both Level 1 and Level 2 Assessments receives the Seal and
Disaster Management Fund or Disaster Equipage.

OBJECTIVES

1. To recognize and incentivize local government performance in institutionalizing disaster preparedness.

2. To assess performance gaps, link gaps to policy or program intervention and monitor improvement(s) on disaster
preparedness.
ASSESSMENT TOOLS

1. Data Capture Form-tool for gathering data requirements for assessment.

2. User`s Guide-operations guide for key implementers in the conduct of the assessment, data verification, data
processing and reporting.
3. Disaster Preparedness Index Template- is an automated spreadsheet that is capable of computing the Disaster
Preparedness Index or the Disaster Preparedness-Response Index
Level 1 Assessment Criteria: Disaster Preparedness

1. Leadeship Structure
o Organization of the Disaster Risk Reduction and Management Council and the Disaster Reduction and
Management Office
o Incident Command System
o Disaster Operations or Emergency Center
2. Guide to Action
o Risk Assessment and Mapping
o Institutionalized Planning and Budgeting
3. Disaster Preparedness
o Technical Competency
o Community Awareness
o Contingency Planning, Early Warning and Evacuation Alert System, Pre-emptive Evacuation, Stockpiling and
Equipping
4. Partnership, Volunteerism and Innovation
Level 2 Assessment Criteria: Disaster Preparedness Response

1. Search and Rescue

o Trained Personnel
o Response time
o Equipage
o Zero Casualty
2. Evacuation Center Management
o Adequate Temporary shelter for evacuees
o Power
o Food and Water Supply
o Health and Sanitation
o Counseling
o Trained Center Management Personnel
RPS consists of systems and procedures that will harmonize existing guides to rationalize local planning with emphasis
on:

 integrating NGA sectoral concerns into the CDP and CLUP;

 strengthening links of planning, budgeting, investment programming and expenditure management;
 strengthening complementation of the province and its component LGUs on planning and budgeting
The major features of the RPS are:

1. It reduces the number of plans that LGUs must prepare to the two (2) comprehensive plans (CLUP and CDP) that are
mandated in the Local Government Code;
2. Reconfigures the planning process from its traditional technocratic form into one that accommodates the imperatives
of multi-stakeholders participation and consultation;
3. Emphasizes the importance of strengthening the LDC as the mandated structure to formulate development plans in
the LGU, organization of functional committees to assist the LDC in the development of the plan;
4. Underscores the importance of the legislative body as partners of the executive branch in advancing the general welfare
of its constituents, thus both have important roles to play in planning for their jurisdictions; and
5. Promotes the development of a medium term CDP (6 years) to align with the MTPDP and MTPIP, and a term-based
CDP (3 years) which becomes the LGU’s ELA.
Role of DILG:

1. To establish and formulate plans, policies and programs to strengthen the technical, fiscal and administrative
capabilities of local governments; and
2. To continue its advocacy towards a rationalized planning system for adoption by all cities and municipalities.

Under ACCOUNTABLE, TRANSPARENT, PARTICIPATIVE and EFFECTIVE LG

Barangay Governance Performance Management System (BGPMS)

PUBLISHED: 27 NOVEMBER 2012

This is a tool for assessing barangay performance in terms of service delivery and compliance to the provisions of the
1991 Local Government Code and other issuances. Through the system, city and municipal governments, which
exercise supervision over their component barangays and the barangays themselves, will be provided with a clear
picture of the performance of barangays, particularly in the areas of Administration, Social Services, Economic
Development and Environmental Management.

Under BGPMS, barangays are expected to come up with their State of Barangay Governance Report or SGBR whose
content serves as basis for the city and municipal governments and the DILG in coming up with the necessary
interventions and/or assistance to them. The System was field-tested in 4,798 barangays in the middle of 2011.

Office Commitments:

 Provide all barangays with technical assistance

o in preparation of SGBRs and Analysis Report, Barangay Development Plans based on BGPMS results
o to improve barangay performance rating
Performance Indicators Targets

Implementing guidelines approved and Within the 1st quarter of the current year
disseminated

Percentage of barangays with annual 100% of barangays (for 2012, 40% of

SGBRs submitted barangays in cities and 20% in
municipalities)

National Report prepared and published By the end of June of the current year

Full Disclosure Policy (FDP)

PUBLISHED: 22 SEPTEMBER 2011

It is the government’s policy that requires certain local officials of provinces, cities, and municipalities to fully disclose
particular financial transactions of the LGU to keep their constituents informed of how the LGU budget is managed,
disbursed and used. LGUs are directed to disclose or post in conspicuous places (CP) within public buildings, in print
media (PM) of community or general circulation, and in the website (Web) their documents as mandated by Section 84
of Republic Act No. 10155 or the General Appropriations Act, Fiscal Year 2012.

IMPORTANCE OF FULL DISCLOSURE

 Help minimize, if not totally prevent corruption and misuse of public funds
 Increase the people’s awareness of the available public funds and the allocated amount for development projects
in their localities
 Promote honest, transparent, and orderly management of public funds

ROLE OF DILG:
 Help the government ensure maximum compliance to FDP
 Guide those concerned on the proper FDP procedures and processes
 Recommend sanctions against non-complying officials
 Implement a reward and recognition system for complying officials through its Performance Challenge Fund (PCF)
and Seal of Good Housekeeping Awards

Where Can LGUs Post their Financial Documents?

1. For a Provincial or City Government, financial documents are to be posted through the following means:
o LGU Website; AND
o At least three (3) publicly accessible and conspicuous places within the province or city, OR, to be published
in a newspaper of general circulation in the territorial jurisdiction of the local government unit.
2. For a Municipal Government, financial documents are to be posted through the following means:
o LGU Website, if any; OR
o At least three (3) publicly accessible and conspicuous places within the province or city; OR
o To be published in a newspaper of general circulation in the territorial jurisdiction of the local government
unit.

What are Conspicuous Places?

This refers to the provincial capitol, city hall, municipal hall, barangay hall and government owned facilities to include,
but not limited to, social center, gymnasiums. Auditoriums, manpower development center, training center, transport
terminal, public market, public school, health station or center and hospital.

Likewise, such required documents may also be posted in privately-owned buildings or facilities where the general
public usually converges, including those owned by religious groups, and the Chamber of Commerce, subject to their
consent, provided that the cost of installing a bulletin board for the purpose shall be borne by the concerned local
government.

What are the required documents to be posted?

1. Budget Reports
2. Procurement Reports
3. Special Purpose Fund Reports

Budget Reports

Type of Report Start of Posting Frequency

Annual Budget Report On or before January 20 of each year or not later Annual
than 20 days after the approval of the Local
Sanggunian

Statement of Debt Service 20 days after the approval of Local Chief Executive Annual
(LCE) of the Statement of Debt Service Annual
Report

Statement of Receipts and 20 days after the approval of Local Chief Executive Annual
Expenditures (LCE) of the Statement of Receipts and
Expenditures Annual Report
 Quarterly Statement of Cash Flow Within 20 days after the end of every quarter Quarterly

Procurement Reports

Type of Report Start of Posting Frequency

Annual Procurement Plan or Procurement On or before January 31 of each year. Annual

List

Items to Bid Within the prescribes Period under the Quarterly

Government Procurement Reform Act
and its Implementing Rules and
Regulations, and to be updated quarterly

Bid Results on Civil Works, Goods and Within the prescribes Period under the Quarterly
Services, and Consulting Services Government Procurement Reform Act
and its Implementing Rules and
Regulations, and to be updated quarterly

Abstract of Bids as Calculated Within the prescribes Period under the Quarterly
Government Procurement Reform Act
and its Implementing Rules and
Regulations, and to be updated quarterly

Supplemental Procurement Plan, if any Not later than 20 days after the approval Monthly
by the head of Procuring Unit

Special Purpose Fund Reports

Type of Report Start of Posting Frequency

SEF Income and Expenditure Estimates 20 days after the approval by the Local Annual
School Board of the SEF Income and
Expenditure Annual Report

Report of SEF Utilization 20 days after the end of each quarter Quarterly

Annual GAD Accomplishment Report Not later than the end of January of Annual
each year
 Trust Fund Report (PDAF) 20 days after the end of each quarter Quarterly

20% Component of the IRA Utilization 20 days after the end of each quarter Quarterly

Report of Local Disaster Risk Reduction 20 days after the end of each quarter Quarterly
and Management Fund (LDRRMF)
Utilization

What if the LGUs do not have Debt Service or PDAF?

LGUs still need to post a Certificate of No Debt Service or no PDAF duly signed by the concerned Local Chief Executive.

Information Sharing with Civil Society and NGO’s

Local Chief Executives, upon request, are to provide copies of these documents to the media, civic, basic sector and
business groups.

If the LGU has no website, where can the posting be accommodated?

LGUs may now post their full disclosure documents at the DILG’s Full Disclosure Policy Portal at http://fdpp.dilg.gov.ph

Grant of Death Benefits to Barangay Officials

PUBLISHED: 24 SEPTEMBER 2012

LEGAL BASES

 Local Government Code , Section 393 (b) (2)

 Executive Order No. 115, dated August 5, 2002 entitled “AUTHORIZING PAYMENT OF DEATH BENEFITS TO
BARANGAY OFFICIALS WHO DIE DURING THEIR TERM OF OFFICE”
 DILG Memorandum Circular No. 2008-124 dated August 21, 2008
re: REVISED RULES AND REGULATIONS IMPLEMENTING EXECUTIVE ORDER NO. 115 ENTITLED:
AUTHORIZING PAYMENT OF DEATH BENEFITS TO BARANGAY OFFICIALS WHO DIE DURING THEIR TERM
OF OFFICE”
EFFECTIVITY
This covers Barangay Officials who passed away during their term of office from January 1, 2002 up to present

COVERAGE
Barangay Officials who die during their term of office specifically:

 Punong Barangay (PB)

 Seven (7) Members of the Sangguniang Barangay Member (SBM)
 Sangguniang Kabataan Chairman (SKC) as ex-officio member of the sanggunian
 Barangay Secretary (BS)
 Barangay Treasurer (BT)
BENEFITS
PHP 22,000.00

 Punong Barangay (PB)

PHP 12,000.00

 Sangguniang Barangay Member (SBM)

 Sangguniang Kabataan Chairman (SKC)
 Barangay Secretary (BS)
 Barangay Treasurer (BT)

Lupong Tagapamayapa Incentive Award (LTIA)

PUBLISHED: 10 AUGUST 2011

The Lupong Tagapamayapa is an administrative body created by law to operationalize the barangay justice system
which is better known as the Katarungang Pambarangay. It is not in legal contemplation a court (DOJ Opinions No. 95,
s. 1981 and No. 43, s. 1982). The Lupon or its Chairman and the Pangkat do not try cases and decide cases which are
the essence of the jurisdiction vested upon a court of law (Gonzales v. Court of Appeals, 151 SCRA 287, 291-292
[1987]).

Katarungan Pambarangay (KP) is the Philippine response to the continuing global search for indigenous mediation
structures capable of resolving disputes within a community, and beyond the formal courts of justice. The principal
feature of KP is the Lupong Tagapamayapa. For years of conflict resolution of experiences, there is the view that
successes have been largely attributed to the commitment and dedication of Lupon members in the performance of
their duties and responsibilities. Cognizant to the significant contributions of the Lupons in the furtherance of the KP
objective through the years, the DILG launched the Lupong Tagapamayapa Incentives Awards, both as a function of
public policy and as a tribute to outstanding Lupon performance.

The Lupong Tagapamayapa Incentives Awards (LTIA) was established pursuant to Section 406 (b) of the LGC of 1991
which mandates the DILG to grant economic and other incentives to Lupong Tagapamayapa (LT) for their outstanding
contributions to attain the objectives of the Katarungang Pambarangay.

It was established in 1997 as a means to institutionalize a system of granting economic benefits and other incentives
to the Lupong Tagapamayapa that demonstrates exemplary performance in settling disputes at the grassroots level.
The performance and accomplishments of the lupons were evaluated by committees organized at the regional,
provincial and municipal levels on the basis of a) efficiency of operations; b) effectiveness in securing the katarungang
pambarangay objectives and c) creativity and resourcefulness of mediators.

Role of DILG:

1. To spearhead the organization of different Award Committees in different levels.

2. Regional Director as the Chairman in the Regional Awards Committee
3. DILG Offices in the Provincial, HUC’s, CC’s and Municipal levels provides technical and secretariat services to the
committees; and
4. Provide economic and other incentives/awards to the declared winners
Newly Elected Officials (NEO) Orientation Program

PUBLISHED: 10 AUGUST 2011

It is a ground breaking initiative of the Local Government Academy (LGA) in its commitment to come up with harmonized
and holistic capacity development delivery mechanism for the local government units.

The NEO consisting of three parts, is intended to capacitate LGUs in formulating a term based development roadmap
that is anchored on the national agenda.

Part I. General Orientation Program

Track 1: Orientation Program for the new set of Local Officials to help them understand the LGU State of Local
Governance, their tasks and responsibilities, critical steps for the 1st 100 days in office and assist them in crafting an
ELA.

Track 2: Special Orientation for local chief executives that will be designed depending on the needs of LCEs as
identified by the leagues of local governments

Part II. Provincial Orientation and Alliance Building

The Provincial Government supported by the DILG, thru its provincial offices, will conduct this part of the NEO program
to help provincial governments define their strategic direction. Together with the component cities and municipalities,
the provincial governments are expected to formulate the development agenda and investment priorities thru the ELA.
The alliance building workshops shall ensure the vertical and horizontal integration of local government plans.

Part III. Special Topics on Core LGU Operations and Sectoral Concerns

After going thru the orientation program, local officials may immediately avail of training programs on various local
governance areas. Briefing on special topics will focus on Governance, Administration, Social Services, Economic
Development and Environmental Management. An inventory of training programs for LGUs offered by national
government agencies, local resource institutions and other training institutes will be made available thru the Local
Governance Resource Centers (LGRCs).

Performance Challenge Fund (PCF)

PUBLISHED: 10 AUGUST 2011

INTRODUCTION

1. The passage of the Local Government Code in 1991 has put the spotlight on Local Government Units (LGUs),
particularly on the huge responsibility that was entrusted to them as well as the amount of resources that are now
at their disposal to effectively discharge the devolved functions.
2. LGUs’ share in national internal revenues called the Internal Revenue Allotment (IRA) has been increasing since
1991. For the period 2001–2008, the IRA accounted for 16.6 % of the total national government budget. For 2010,
LGUs stand to receive P265.8 billion which accounts for 20.3% of the total national government budget.
3. Under the LG Code, at least 20% of IRA should be set aside for development projects to be used for specific
programs, projects and activities in furtherance of the development agenda of the government. For CY 2010, the
20% local development funds (LDF) of LGUs amounts to P53Billion.
4. Per fiscal performance of LGUs from 2001-2008, the provinces are the most dependent on national government
transfers followed by municipalities with 80% and 76, respectively, % of their resources are IRA. For cities, IRA
accounts to less than half of cities resources.
5. On February 20, 2009, the Development Budget Coordinating Committee (DBCC) approved the Performance
Based Incentive Policy (Annex 1) which provides for an incentive framework to rationalize national government
intergovernmental transfers to LGU towards improving LGU performance in governance and delivery of basic
services. It seeks improvement in LGU performance by linking incentives to the achievement of a set of performance
targets.
6. In line with the Performance-Based Incentive Policy, the DILG initiated the Performance Challenge Fund to
stimulate local government to put premium on performance in order to avail themselves of financial support to
jumpstart and sustain local economic development initiatives for poverty reduction in their localities.
DESCRIPTION/ OBJECTIVES

The Performance Challenge Fund for Local Government Units (PC Fund) is an incentive fund to LGUs in the form
of counterpart funding to high-impact capital investment projects in the Annual Investment Program (AIP) and
funded out of the 20% Local Development Fund consistent with national goals and priorities. It shall seek to
rationalize national government intergovernmental transfers to LGUs, and encourage alignment of local development
initiatives with national government development agenda and priorities.

Specifically, the PC Fund aims to:

1. Recognize good governance performance particularly in the adoption of “good housekeeping” along the areas of
governance and link with incentives and grants;
2. Encourage alignment of local development investments program with national development goals and priorities to
achieve the Millennium Development Goals (MDGs), boost local economic development and comply with Philippine
Disaster Risk Reduction and Management Act of 2010 and Climate Change Adaptation Act of 2009; and
3. Assist poor LGU in developing and implementing project for local economic development and poverty reduction.
TARGET LGUs

The PC Fund shall be open to all provinces, cities and municipalities awarded with the Seal of Good Housekeeping
provided that the LGU shall allocate counterpart fund to implement capital investment projects aligned with the national
development agenda and priorities.
LGUs may be targeted based on income class or alternative indicators of fiscal need (e.g., income/IRA per capita,
poverty incidence) or level of LGU. Priority consideration to low-income LGUs and those with high poverty incidence

GRANT CONDITIONS AND ELIGIBILITY CRITERIA

In order to qualify for the grant, target LGUs must comply with the eligibility criteria which is the test of the Seal
of Good Housekeeping focused on:

1. Sound Fiscal Management highlighting the absence of adverse COA Opinion on LGU financial statements
2. Transparent and Accountable Governance putting value on the Full Disclosure
Seach for Outstanding Barangay Tanod

PUBLISHED: 10 AUGUST 2011

It is a pioneering project of the Regional Management Coordinating Committee of Region VI composed of DILG
agencies (DILG-LG, NAPOLCOM, BFP, BJMP, PNP and PPSC-RTS6) which recognizes the contribution of volunteer
peace-keepers in the barangay. Launched in 2005, its criteria include the legal basis for the organization of the
barangay tanod, organization and functional structure, logistical and financial support, trainings, support facilities and
equipment as well as accomplishments.

The Barangay Tanod along with other non-government and public/private volunteer organizations/responders are prime
contributors and major stakeholders in the implementation of the government’s peace and order programs, projects
and initiatives. They served their barangays on a purely voluntary basis, risking their lives and limbs to preserve peace
and order in their locality, for minimal or negligible financial remuneration.

The Barangay Tanods are considered to be the agents of persons in authority who act as the front liners in the
preparation and response to any type of atrocities, public disorders, emergencies and even disasters or man-made
calamities that threaten peace and order and public safety. Their spirit of volunteerism and unwavering concern for the
community deserves to be recognized and honored through the conduct of the Search for the Outstanding Barangay
Tanods. It aims to recognize the best performing Barangay Tanods in Western Visayas region in pursuit of the
implementation and management of peace and order programs, projects and initiatives.

Specifically, the search which has four (4) categories:

1. Outstanding individual tanod;

2. Outstanding group tanod;
3. Heroism award
4. Posthumous award
It aims to provide incentives and awards to best performing Barangay Tanods (individual and group); strengthen the
volunteer system and auxiliary network between and among public and private responders; strengthen the monitoring
system at various levels and provide a vehicle for improvement of skills, knowledge and techniques in pursuit of the
preservation of peace and order and public safety

Role of DILG:

1. Field Officer are mandated to render TA in the organization of Barangay Tanods in all barangays;
2. Regularly update and submit membership of barangay tanods to higher offices;
3. Render/furnish regular or special reports concerning activities, accomplishments and queries affecting barangay
tanods ;
4. Coordinate with different LGUs /NGAs, POs, NGOs, CSOs and other partner –donor agencies in the organization
of different selection committee members/ teams in the different levels;
5. For HUCs and CCs, Identify and conduct assessment of nominees at their level based on the guidelines issued by
the RSC; serves as consultants in the preparation of supporting documents for nomination and submit nominations
to RSC;
6. For Provincial offices, evaluate municipal and component city nominees based on the guidelines set by RSC; submit
provincial nominees to the RSC and coordinate activities for successful implementation of the assessment and
award system;
7. For Regional Office, responsible for fund sourcing in relation to the conduct of the search; set the criteria for
evaluation of nominees in various categories; receive and conduct table (individual) and field (group) evaluation;
8. As Search Secretariat, prepare documents required for the implementation of the activity (including activity design,
plaques and other awards); responsible for the preparation of financial requirements and consummation of
 awarding ceremonies to include the venue, invitation and accommodation of participants and other related activities
and submit post-activity report to higher authorities.
Seal of Good Local Governance (SGLG)

PUBLISHED: 16 OCTOBER 2016

The Seal of Good Local Governance (SGLG) originated from the Seal of Good Housekeeping (SGH). It is the
departments response to the clamor of the people for integrity and performance in public service. SGLG therefore,
challenge local governments to continue good governance practices while providing better public services.

Thus, the Seal of Good Local Governance symbolizes integrity and good performance of local governments. It is a
continuing challenge for provincial, city, and municipal governments to do better today and in the years to come.

COVERAGE

The SGLG Assessment covers all Provinces, cities, and Municipalities across the country.

Ugnayan ng Barangay At Simbahan (UBAS)

PUBLISHED: 14 OCTOBER 2016

The Ugnayan ng Barangay At Simbahan (UBAS) is a strategic partnership of Barangays, the Church and other faith-
based organizations, and the Department of the Interior and Local Government (DILG) for good governance and for
common good. The story of UBAS began in January 2011 when the late DILG Secretary Jesse Robredo invited the
Bishops of the Philippines through a letter for the “network of parishes to actively involve in local governance
processes”. The following month, Most Reverend Bishop Antonio Tobias from the Diocese of Novaliches responded
positively to his letter. He was eager to tap this opportunity believing that “the last National Elections have made us
realize how badly needed is the local church to be involved in Governance to help elected officials to deliver their
election promises”.
Though the movement suffered a loss following the untimely demise of Sec. Jesse Robredo, the drive to promote
Grassroots Governance did not waver. In early 2014, DILG Secretary Mar Roxas felt the need to reaffirm the UBAS
vision, and expand the same to more Barangays. A parallel orientation occurred with the DILG Regional Directors
during the 2014 Regional Directors Planning Conference at the DILG Central Office in July 8, 2014.
On July 22, 2014, UBAS had one of its most critical turning points when His Eminence Luis Antonio Cardinal Tagle,
DILG Secretary Mar Roxas, and Liga ng mga Barangay (LnB) National President Atty. Edmund Abesamis came
together as convenors to clarify the directions of UBAS and affirm its commitments. The formal UBAS launch and
Memorandum of Agreement (MOA) Signing for the National Capital Region subsequently followed on September 14,
2014.

Objectives
1. Participate in and monitor the proper implementation of the projects under the Bottom-Up Budgeting (BUB) –
formerly known as Grassroots Participatory Process (GPP);
2. Create an enabling environment for a meaningful people’s participation in the implementation of DILG projects,
especially those in scaling up the practice of good governance at the local level;
3. Initiate and implement programs, projects, and activities to curb corruption and promote transparent, honest and
effective governance in Local Government Units (LGUs); and
4. Undertake other engagements or activities as may be deemed necessary or appropriate or as may be identified
by the communities, such as but not limited to Community-Based Disaster Risk Reduction and Management
(CBDRRM), environmental protection, children’s protection and development, and peace and order.

Elements of UBAS
• Grassroots-based: UBAS is grounded in making changes at the most basic political unit, the Barangay. Its aim is to
make the Barangay the center of and for development. It brings us back to the values of collaborative neighborhoods,
socially responsible and engaged lay people, and the emergence of homegrown leaders.
• Faith-impelled: For UBAS, faith is a powerful tool, a vehicle, a prized resource for community transformation. Faith
serves as a catalyst in raising consciousness, building relationships, and making changes amidst differences and
daunting concerns. It calls for “love in action” manifested in concrete participation for good governance.
• Interfaith: The plurality and synergy of faiths is honored in UBAS. It believes that the sum of core values and faith-
based principles when combined synergistically can create an impact larger and more meaningful than religious
affiliations. At best, it begins by fostering respect and appreciation of differences for a bigger cause.

Organizational Structure
UBAS as an organization works on multiple geographical levels— Regional, Provincial, City or Municipal, and Barangay
. It is composed of the Board of Convenors, Technical Working Group, and Barangay Action Team wherein each
structure has a unique purpose that shapes the whole and integrated system of UBAS operations.

Convenors’s Group
At the Regional, Provincial, City and Municipal levels of organizing, the DILG Secretary or the Regional or Provincial
Director, Bishop or Head of other faith-based organizations, and the LnB National, Regional, or Provincial President
constitute the Board.
The main purpose of the Board is to facilitate the coming together of the local government, faith-based organizations,
and Barangays for the promotion of the official purpose of UBAS. The Convenors also serve as a guide that directs,
encourages and inspires the flow of the movement and the operations of the organization.

Technical Working Groups (TWGs)

Technical Working Groups are responsible for the research, documentation, information-dissemination, creation of
guidelines, monitoring and improvement of the system. TWGs shall meet monthly or as often as necessary. Members
shall be composed of DILG Regional, Provincial or City Directors, Municipal Local Government Operations Officers,
field officers, LnB City or Municipal Presidents and staff, church or priest coordinators, lay leaders of faith-based
organizations, professionals, and other volunteers .
In the national level, an Executive Committee (Execom) has been organized to take oversight function in the Regional
and Provincial level and facilitate the proper and timely coordination of partners.

Barangay Action Team (BAT)

A BAT is composed of the actively engaged people in the Barangay. Here, we refer to grassroots leaders including the
Punong Barangay, members of the Sanggunian barangay, parish or church coordinators, sectoral representatives,
heads of other organizations in the barangay (e.g. non-government organizations, parents-teachers’ association,
teachers’ organizations) and other volunteers. They meet regularly with the goal of helping their Barangay. BATs can
help ensure that the Barangay has a proper Information Desk and Citizen’s Charter. They participate in the Barangay
Development Planning and in the semi-annual Barangay Assembly. In upholding transparency, they can co-monitor
compliance with the Full Disclosure Policy. BAT can also undertake collaborative programs. They can begin with a
proper assessment of their situation, and then proceed to planning, resource-sharing and implementation of services.
In the process of Bottom-up Budgeting (BUB), BAT joins the civil service organizations in co-monitoring budgeted
projects and programs devoted to their Barangay.

WEBSITE: http://www.ubas.org.ph/

Vigilance to Volunteerism: Program Intensifying People’s Engagement in Local Governance (V2V PIPELOG)

PUBLISHED: 22 SEPTEMBER 2011

It is developed in support to the government/ administration’s advocacy for transparent, accountable and participatory
governance.

A DILG initiative to increase the CSOs participation in local governance, and at the same time, enhance partnerships
and relationships between GO and CSOs. This is because the Department acknowledges the significant contributions
of the CSOs in local governance and also acknowledges the capacities of CSOs to participate more or have greater
role in governance, only if there are opportunities for them to participate – maybe through projects and putting
appropriate mechanisms in place. Thus, V2V PIPELOG.

The V2V PIPELOG, will not only support these policies but also help CSOs by developing and implementing a capacity
development program for and with the CSOs. This is to enhance their capacities on local government policies, systems
and mechanisms where they can actively participate.

These among others and in support to the administration’s advocacy for transparent, accountable and participatory
governance are the focus of V2V PIPELOG.

Specifically, the V2V PIPELOG have the following objectives:

1. Develop a Knowledge Map of CSOs in local governance
2. Strengthen capacitates of CSOs on how to engage with LGUs and find other venues for participation in local
governance through policy discussions and development
3. Improve access of CSOs to local governance through policy reforms and strengthening the Local Special Bodies
(LSB)
4. Promote CSOs and citizens’ volunteerism by participating in immersions programs and providing technical
assistance
5. Develop a performance evaluation and feedback mechanism to help government assess LGU performance
6. Strengthen GO-CSO partnerships
To operationalize these goals, the program have Four (4) major Components and these components have its respective
target results to ensure that all interventions will not put into waste and will directly contribute to the general goal of the
project and of other DILG programs

Component 1 is the CSO Mapping. This research activity aims to increase awareness on the level of participation of
CSOs in local governance through conduct of research on CSO enumeration and analysis on CSO capacity building
needs.

Component 2, on the other hand, is the LSB Strengthening. This component aims to improve local governance
processes for enhanced CSOs/ NGOs participation. At present, the Department have issued memorandum circulars
that provides opportunities for CSOs to participate in governance such accreditation processes and representation in
the LSB. Inclusivity and accessibility of accreditation and LSB representation, are the issues and gaps this specific
initiative aims to address.

Component 3, is the Volunteerism Program which aims to enhance policy environment mechanisms in engaging
CSOs in local governance. Together with partner CSOs, the DILG will develop and implement a volunteerism program
to encourage CSOs to provide volunteer works through technical assistance and/or immersion activities with LGUs.

Lastly, we have Component 4, which is the Local Governance Watch. This component aims to increase capacity of
CSOs in monitoring and evaluation of local government performance as ‘ guardians of good local governance’ and
service delivery. This also aims to enhance LGUs-CSO partnerships in the development and implementation of
performance measurement tools that will be developed out of this project.

PROGRAMS UNDER SOCIALLY PROTECTIVE AND SAFE LGUs

Anti-violence Against Women and their Children

PUBLISHED: 10 AUGUST 2011

Republic Act No. 9262 or the Anti-Violence Against Women and their Children Act or (AVAWC Act of 2004) is the law
penalizing acts of violence against women and their children as a public crime.

The State values the dignity of women and children and guarantees full respect for human rights. It also recognizes
the need to protect the family and its members particularly women and children from violence and threats to their
personal safety and security

VIOLENCE AGAINST WOMEN

Any ACT or series of ACTS committed by ANY PERSON against a WOMAN who is his

 Wife
 former wife
 a woman with whom the PERSON HAS or HAD a SEXUAL or DATING relationship or
 with whom he has a common child, or
 against her child, legitimate or illegitimate, within or without the family abode
Results in or is likely to result in
 Physical
 Sexual
 Psychological harm or suffering
 Economic abuse includes threats thereof
o Battery
o Assault
o Coercion
o Harassment or
o Arbitrary deprivation of liberty
Nature

 Public offence
Prosecuted upon

 Criminal complaint
 any citizen
 personal knowledge of circumstances involving the commission of the crime
Venue

 RTC designated as Family Court or

 In the absence of FC, RTC where the crime or any of its elements was committed at the option of the complainant

VIOLENCE CLASSIFIED

Physical Violence

 acts that include bodily or physical harm

 Medical Certificate or medico legal report needed
Sexual Violence

 acts causing or attempting to cause the victim to engage in any sexual activity by force, threat of force, physical or
other harm, threat of physical or other harm, coercion, and
 prostituting the woman or her child
Psychological Violence

 Acts or omission causing or likely to cause mental or emotional suffering to the victim such as
 Intimidation
 Harassment
 Stalking
 damage to property
 public ridicule or humiliation
 repeated verbal abuse
 marital infidelity
Economic Abuse

 acts that make or attempt to make a woman financially dependent, includes

o withdrawal of financial support
o preventing the victim from engaging in legitimate profession, occupation, business or activity except in cases
wherein the other spouse/partner objects on valid, serious and moral grounds as defined in Art. 73 of the
Family Code
o deprivation or threat of deprivation of financial resources and the right to the use and enjoyment of the
conjugal, community or property owned in common
o destroying HOUSEHOLD property
o controlling the victim’s own money or properties or solely controlling the conjugal money or properties
REMEDIES AND RELIEFS

1. Protection Orders
o Barangay Protection Order
o Temporary Protection Order
o Permanent Protection Order
2. Confidentiality
o Law enforcement officials, prosecution, judges, court personnel and medical practitioners as well as parties
to the case shall recognize the right to privacy of the VS during investigation, prosecution and trial of an
offence under the Act
o Law enforcement officers and prosecutors conduct closed-door investigation
o Media not allowed to have access to any information regarding the VS. Adult victim has choice to go public
or speak with the media, preferably with the assistance of counsel
o Barangay officials, law enforcers, prosecutors and court personnel not disclose names and personal
circumstances of the VS or complainants or other information tending to establish their identities to the
media or the public or compromise her identity
o Unlawful for any person utilizing tri-media or information technology to cause publicity of the name or identity
of the VS or complainant without her consent. Identities of children shall not be disclosed to the public
without conformity of the city or provincial DSWD
*** Imprisonment of one (1) year and Fine of not more than P500,000.00

ROLE OF DILG:

 Coordinate and monitor the implementation of RA 9262 through submission of quarterly VAWC Reports
 Encourage the LGUs to establish the Creation of Local Committees on Anti-trafficking and Violence Against Women
and Their Children (LCAT-VAWC) per DILG,DSWD & DOJ Joint MC 2010-01
 Ensure LGU compliance on the Establishment of a VAW Desk and VAW Point Person in every barangay pursuant
to Joint DILG-DSWD-DepEd-DOH-PCW MC No. 2010-2 dated December 9, 2010
 As member of the Inter-agency Council on VAWC, attend meetings and activities and participate in the formulation
of programs and projects to eliminate VAW based on the agency’s mandate
Community-Based Monitoring System (CBMS)

PUBLISHED: 10 AUGUST 2011

The Community-Based Monitoring System (CBMS) is a diagnostic tool to assess poverty in the barangay, municipal,
city, and provincial level. It provides policymakers and program implementers with a good information base for tracking
the impacts of macroeconomic reforms and various policy shocks.

It is an organized way of collecting information at the local level for use of LGUs, national government agencies, NGOs,
and civil society for planning, program implementation and monitoring. CBMS is a tool intended for a more improved
governance and greater transparency and accountability in resource allocation.

The CBMS addresses the lack of necessary disaggregated data for diagnosing extent of poverty at the local level,
determines the causes of poverty, serves as guide for formulating appropriate policies and programs, identifies eligible
beneficiaries, and assesses the impact of policies and programs.

Benefits to be derived from the CBMS include building up of the capacity of the members of the community to participate
in the development planning and monitoring process, enrichment of existing LGU databases, enhancement of the
preparation of socioeconomic profiles, development and investment plans, aids in diagnosing poverty at the local level
and in formulating appropriate interventions, identifying resource allocations and eligible beneficiaries.

Go to CBMS website

Excellence in Local Governance (EXCELL) Awards

PUBLISHED: 24 MAY 2011

The local governance arena has gone through a dynamic and cutting-edge transformation since 1991 when the
decentralization agenda was still a new concept. But as the environment evolves and new challenges emerge, there is
one thing that is sure to stay: our commitment to providing quality capacity building intervention remains steadfast By
exploring various strategies and means, we will continue to uplift the quality of local governance in the years to come.

One strategy is the Regional Search for EXCELLENCE IN LOCAL GOVERNANCE or EXCELL, an awards program
for LGUs. It is conceptualized as a continuing project of the DILG VI for best managed local governments in the region
showcasing their achievements in governance, administration, social services, economic development and
environmental management initiatives. These are the components of the Local Governance Performance Management
System (LGPMS), upon which the performance of the LGUs shall be measured.

With LGUs’ unwavering commitment to support and encourage innovation, best practices, the award will recognize
municipalities, cities and provinces commendable for their efforts in instituting good governance in their respective
constituencies.

There are endless opportunities yet to be explored in the interest of good local governance. We only have to seek the
helping hands of partner institutions and individuals who believe in the advocacy of good local governance. Thus, to all
our indispensable partners and supporters, we offer this our humble accomplishment. We hope to continue our
collaboration with you in the furtherance of good local governance.

OBJECTIVES

The project is aimed to recognize LGUs that have demonstrated outstanding accomplishments in governance,
administration, social services, economic development and environmental management. Further, the project is
intended for:

1. Advocacy for transparency and accountability in governance

2. Positive reinforcement for good performers
3. Popularizing replicable best practices
4. Educating the electorate

AWARDS CATEGORIES

The following are the awards categories for EXCELL:

RANK

CATEGORY RANK PRIZE

P 50,000.00 +
Outstanding Province 1st Place
Plaque

P 50,000.00 +
Outstanding Highly Urbanized City 1st Place
Plaque
 P 50,000.00 +
Outstanding Component City 1st Place
Plaque

Outstanding 1st-3rd Class Municipality P 30,000.00 +

1st Place
(Category A) Plaque

Outstanding 4th-6th Class Municipalities P 30,000.00 +

1st Place
(Category B) Plaque

Special Awards for sustaining the existing P 50,000.00 +

Gawad Pangulo sa Kapaligiran
DILG programs Plaque

Gabay sa Mamamayan Aksyon Center in the P 30,000.00 +

Barangays Plaque

P 30,000.00 +
Lupong Tagapamayapa Incentives Awards
Plaque

TOTAL P 320,000.00

POLICIES AND GUIDELINES

 The search shall cover all cities, municipalities, provinces regionwide.

 The city/municipal/provincial search committee, as the case may be, shall only submit one nominee in each
category to the next higher level search committee. The provincial search committee shall submit top performing
nominees in each category to the regional search committee. In case of tie, the search committee concerned shall
further validate the results to break the tie and determine the awardee or nominee.
 An awardee for three (3) consecutive years in the same awards category shall be a recipient of a Hall of Fame
Award.
 The decision of the regional search committee is final.

ASSESSMENT AND SELECTION PROCEDURES

Provincial Search Committee

1. The Provincial Search Committee (PSC) shall be the principal assessment team to evaluate the performance of
component cities and municipalities based on the results submitted by the city/municipal search committee.
2. The PSC shall accomplish the applicable assessment forms for each component city and municipality and
consolidate their over-all assessment numerical rating and shall rank all contestant LGUs based on the over-all
assessment numerical rating (OANR) from the highest to lowest. The OANR shall be computed by dividing the
Grand Total Point Score (GTPS) by the number of assessors. To arrive at the GTPS, get the sum of the Assessment
Numerical Rating (ANR) of each assessor in every criterion to get the Total Point Score (TPS) for that criterion and
add the TPS of all the criteria.
3. The PSC may validate the assessment made by the lower level committee, however, validation should be limited
to those closely top performing nominees.
4. After having determined the top performing nominees, the PSC shall submit to the RSC, the comparative
assessment of the top performing nominees in each category and with complete documentation.
5. The PSC shall nominate to the Regional Search Committee the following:
1. The Outstanding Province
2. The Outstanding Component City
3. The Outstanding Category A and B municipalities

REGIONAL SEARCH COMMITTEE

1. The Regional Search Committee (RSC) shall assess/evaluate all nominees for component cities, and Categories
A and B municipalities based on the results submitted by the PSC.
2. The RSC shall evaluate the performance of highly urbanized city and province
3. The RSC shall assess these LGUs through ocular inspection and analyses of documents. It shall likewise conduct
briefing and feedback conferences with the local officials and functionaries concerned.
4. The RSC may validate the assessment made by the lower level committee, however, validation should be limited
to those closely top performing nominees.
Search Committees: Composition and Functions

REGIONAL SEARCH COMMITTEE FUNCTION

1. Initiate and coordinate activities towards the

Chairman: RD, DILG successful implementation of the EXCELL project in
Members: RED, DENR the region
RD, DSWD
RD, DOH 2. Assess all provinces, HUCs and provl./city
RD, DepEd nominees for the awards categories
RED, DA
RD, PNP
Private Sector (2) 3. Select the regional winners in all awards
The Operations Services Division (OSD) of the DILG Regional categories
Office VI shall provide administrative and technical support to
the committee 4. May plan and implement appropriate awarding
ceremonies for the winners

PROVINCIAL SEARCH COMMITTEE FUNCTIONS

Chairman: PD, DILG 1. Initiate and coordinate activities towards the

PENRO/CENRO successful implementation of the EXCELL project in
PSWDO the province
PHO
Provl. DepEd
2. Assess all component cities and municipalities in
PAO
the province
Provl. PNP
Private Sector (2)
3. Select the provincial nominees and nominate
The DILG Provincial Office shall provide administrative and same to the RSC for further evaluation, or other
technical support to the committee appropriate action
 4. May plan and implement appropriate awarding
ceremonies for the provincial winners

Gender and Development (GAD)

PUBLISHED: 10 AUGUST 2011

Republic Act No. 7192 or Women in Development and Nation Building Act recognizes the role of women in nation-
building and promotes the fundamental equality before the law of women and men.

GAD is a development perspective that recognizes that there are blocks/ gender biases that prevent people from
attaining their full potentials. GAD works to remove gender biases in individual, families, and institutions. GAD enables
women and men to do productive work and have control of and benefit from the income; and able to be knowledgeable,
skilled, confident with abilities and comfortable with achievements, independence, and power.

Role of DILG:

As one of the oversight agencies, the DILG enjoins LGUs to mainstream and institutionalize GAD, ensuring that it is
integrated and incorporated in the LGUs planning and budget processes which further ascertains the creation of the
Local Councils of Women in every LGU.

DILG also maintains active partnership with other gender responsive institutions through UGSAD, the Regional Gender
Resource Center for Western Visayas composed of GAD Focal Persons in the region. UGSAD created a venue that
effectively address gender issues particularly in the workplace.

Republic Act 7192 - An act promoting the integration of women as full and equal partners of men in development and
nation building and for other purposes

Republic Act 9262 - The Anti-viloence against Women and their Children Act of 2004

Republic Act 9710 - Magna Carta of Women

Guidelines on the Localization of Magna Carta Law of Women

Strengthening LGUs efforts to combat trafficking in person - an issuance supplementing Memorandum Circular No.
2005-26 on the strict implementation of Republic Act 9208, otherwise known as "Anti Trafficking in Persons Act of 2003"

LGU Performance Scorecard

PUBLISHED: 10 AUGUST 2011

It is a self-assessment and web-based developement management tool for provinces, cities and municipalities capable
of providing information on the capacities and limitations of LGUS in the delivery of essential public services. It aims
to provide results-oriented information concerning levels of LGU management capacity, service delivery and state of
development from which may evolve decisions or actions to optimize investments or resources, establish LGU
performance benchmarks and generate strategic data for local and national policy development.

Its major output called the Annual State of Local Governance Report or SLGR, in downloadable electronic format,
provides strategic information concerning LGU performance in governance along the areas of Administration, Social
Services, Economic Development, Environmental Management and Valuing the Fundamental of Governance.

the following e-Reports could be generated:

 State of Local Governance Performance e=Report (e-SLGPR)
 State of Local Development e-Report (e-SLDR)
 Financial Performance e-Report
 e-Summary Reports (provincial, regional, national)
There are two (2) LGPMS areas covered, with its respective sub-areas:

 Governance Aspect
o Administrative Governance
o Social Governance
o Economic Governance
o Environmental Governance
o Valuing Fundamentals of Good Governance
 Developmental Aspect
o Social Development
o Economic Development
o Environmental Development
SLDR Performance Scale. A perfect scale of 5 denotes excellent performance while performance scales of 1-4
indicates for improvement:

5= Excellent
4= High
3= Fair
2= Low
1= Very Low

SLDR Performance Scale. a 5-point scal and color codes are applied to visualize the result. The numerical equivalent
used to gauge the level of development is called the "Development Index":

5 4 3 2 1

Very High High Fair Poor Bad

Lately, the LGU Scorecard on Health and Local Tourism Statistical System was integrated as sub-system of LGPMS
version 2.1 aimed to generate crucial information that will serve as a common platform particularly to helath and tourism.

LGPMS is among the criteria for LGU vying SGH Gold category. It is also one of the criteria for the Gawad Pamana
ng Lahi.

Regional Office Commitments:

 Provide all LGUs with technical assistance:

o in preparation of State of Local Govenance Reports
o to improve LGU performance based on SLGR

Performance Indicators Targets

Percentage of LGUs with Annual 100% of LGUs (province, cities, and municipalities) submitted by the end of May
SLGRs of the current year
 National report prepared and
No later than June of the current year
published

Local Council for the Protection of Children (LCPC)

PUBLISHED: 10 AUGUST 2011

It is a council organized at the provincial, city, municipal and barangay levels that serves as the umbrella organization
for all children’s concerns. It is a council fully harnessed to be an efficient and effective advocate of child’s rights that
implements all children’s programs at the local levels.

Role of DILG:

The DILG facilitates and provides Technical Assistance in the organization of LCPC and spearheads the monitoring
the functionality of LCPCs at all levels (DILG MCs 2002-121 and 2005-7)

Mamamayang Ayaw sa Anomalya, Mamamayang Ayaw sa Iligal na Droga (MASA-MASID)

PUBLISHED: 16 OCTOBER 2016

MASA MASID is a community-based initiative to engage volunteers in the fight against criminality, corruption, and
illegal drugs.

PURPOSE
To heighten community involvement by mobilizing the support of local stakeholders, volunteers, civic organizations,
faith-based organizations, and the private sectors in the fight against illegal drugs.
Specifically, the Program aims to:

1. Intensify the advocacy and education campaign in the community;

2. Mobilize the community in gathering information by installing a reporting mechanism on the illegal activities in the
locality;
3. Mobilize support group and encourage sharing of available resources to hasten the implementation of
the Community-Based Rehabilitation Program; and
4. Create an enabling environment to encourage collaboration among the community partners to effectively implement
the Community-Based Rehabilitation Program.
IMPLEMENTATION STRATEGIES

1. Demand Reduction through Advocacy and Education Campaigns

2. Supply Reduction through Information Gathering and Reporting
3. Community-Based Rehabilitation Program
o Holistic intervention for recovering drug patient with focus on the healing of the body and soul
o Covers psychological, neurological, spiritual and social dimensions
o Focuses not only on the healing of the patients but also car
o e for their families and the whole community
o Will be facilitated by the Community Rehabilitation Network Program duration is 48 days depending the
condition of the patient.
The Community-Based Rehabilitation Program has three (3) components namely:

1. Patients’ Care
2. Family Care
3. Community Care
ROLES AND RESPONSIBILITIES

1. Provincial Government
o Ensure that the Anti-Drug Abuse Councils are organized and operational in the province, component cities,
municipalities and barangays;
 o Provide support for the organization and mobilization of the MASA MASID Team and the Community
Rehabilitation Network;
o Provide support for the establishment of the Community-Based Rehabilitation Program;
o Provide support to the treated/drug free individual by endorsing him/her for job opportunity; and
o Monitor the implementation of the Program.
2. City/Municipal Government
o Ensure that the Anti-Drug Abuse Councils are organized and operational in the city/municipality and
component barangays;
o Provide support for the organization and mobilization of the MASA MASID Team and the Community
Rehabilitation Network;
o Consolidate the location of the surrenderers;
o Provide support for the establishment of the Community-Based Rehabilitation Program;
o Organize activities with the participation of the drug patients and other members of the community such as
sports, Zumba, tree planting, and livelihood activities for them to inter-act with other members of the
community to minimize stigma towards individual undergoing rehabilitation;
o Provide support to the treated/drug free individual by endorsing him/her for job opportunity; and
o Monitor the implementation of the Program.
3. DILG Provincial Field Offices

o Advocate the MASA MASID Program to the local government units;

o Coordinate with and provide technical assistance to DILG Field Officers at the City/Municipal level in the
implementation of the Program;
o Orient the Expanded UBAS C/M TWG on the Program; and
o Oversee the implementation of the Program in the component cities, municipalities and barangays and
ensure its successful implementation.

Millennium Development Goals (MDG)

PUBLISHED: 27 NOVEMBER 2012

This is a monitoring system that allows LGUs to track their contribution to the attainment of the Millennium Development
Goals (MDGs) as they are expected to among others integrate MDGs in their Local Plans, have MDG-responsive PPAs,
Annual Financial Allocation and Utilization and Financial Allocation and Utilization over a 3-year period.

Results generated through the system shall serve as basis for LGUs to come up with interventions to meet the MDGs
by 2015.

Office Commitments:

 Provide technical assistance to LGUs on the administration of the MDG tracking System
 Prepare Regional Report on MDG Tracking Results

Performance Indicators Targets

Percentage of target LGUs with installed 80% of target LGU (for 2012)
system

Percentage of target LGUs with completed 100% of target LGUs

MDG tracking forms

Percentage of LGUs assessed on the 100% of all LGUs

implementation of the MDGs
 National Report on the status of LGUs on National report prepared and submitted
MDG implementation prepared and within the prescribed period
submitted

MDG Database maintained and updated MDG database maintained and updated on
time

PROGRAMS UNDER ENVIRONMENT PROTECTIVE AND CLIMATE CHANGE ADAPTIVE AND RESILIENT LGUs

Comprehensive Development Plan (CDP) Preparation

PUBLISHED: 10 AUGUST 2011

The document that pertains to the multi-sectoral plan formulated at the city/municipal level, which embodies the vision,
sectoral goals, objectives, development strategies and policies within the term of LGU officials and the medium-term.
It contains corresponding PPAs which serve as primary inputs to investment programming and subsequent budgeting
and implementation of projects for the growth and development of local government territories.

Role of DILG:

The DILG shall ensure provision of technical assistance to the LGUs in the preparation of local plans and shall mobilize
the local planning structure to prepare this mandated plan.

Comprehensive Land Use Plan (CLUP) Preparation

PUBLISHED: 10 AUGUST 2011

The CLUP is a planning document prepared by LGUs to rationalize the allocation and proper use of land resources. It
projects public and private land uses in accordance with the future spatial organization of economic and social activities.

Under the LGC of 1991 and other pertinent laws, all LGUs are mandated to continue to prepare/revise/update their
comprehensive land use plan which shall be enacted through a zoning ordinance.

Role of DILG:

The DILG shall ensure provision of technical assistance to the LGUs in the preparation of local plans and shall mobilize
the local planning structure to prepare this mandated plan.

ADD OPERATION LISTO ANI

PROGRAMS UNDER BUSINESS FRIENDLY AND COMPETITIVE LGUs

Institutionalizing Inter-Local Cooperation

PUBLISHED: 21 NOVEMBER 2012

This project, formerly “one Cluster, One vision (OCOV) for local Development Project” is a continuing effort of the
Department which concretized the Constitutional and Codal Provisions on inter-local cooperation by pooling resources
and local capabilities to deliver services, as well as, address common issues, challenges and problems that go beyond
administrative and political boundaries of LGUs.

It is carried out though formal organization of LGU alliances/ cluster and providing assistance in building their capacities
on integrated area planning, project development and implementation, human resource development, enterprises and
entrepreneurship development, tourism development, etc, in cooperation with concerned agencies and development
partners.

Regional Office Commitments:

 Advocate clustering concept to LGUs

 Assist BLGD in providing TA on:
o Formal organization of clusters
o Formulation of cluster plan/development of Cluster Tourism Plan
o Product development, packaging and marketing
 Monitor project implementation of LGU Cluster

Performance Indicators Performance Targets

No. of organized cluster LGUs/alliance Each region with at least one organized cluster LGUs/Alliance

Local Economic Development for Local Government Units (LED4LGUs)

PUBLISHED: 21 NOVEMBER 2012

LED4LGUs is an innovative program designed to provide local government units (LGUs) with a solid understanding of
the principles and decision tools of LED to assess their local economic opportunities, develop and implement their LED
initiatives that will create an enabling environment for retaining businesses and attract investment. As a result, it will
create jobs and alleviate poverty in the community.

The project is organized to develop and enhance the capacities of LGU officials and functionaries to generate strategic
options and develop unique and unconventional approaches towards improving productivity of their locality. It is carried
out by the local Government Academy (LGA) with technical assistance provided by the Local Government Support
Program-Local Economic Development (LGSP-LED).

Regional Office Commitments:

 Conduct Training to Target LGUs on:

o Entrepreneurial LGU management towards Sustainable LED
o Development of LED strategy
o Formulation of Business Plan with financing option
 Formulation of Local Incentives & Investment Code

Performance Indicators Target

No. of LGUs provided with training have produced the following outputs:

 LED Action Plan 50 LGUs

 LED Strategy (with financing options)
 Business Plan
 Local Incentives & Investment Code

Local Governance Support Program for Local Economic Development (LGSP-LED)

PUBLISHED: 10 AUGUST 2011

LGSP-LED is an 8-year collaborative project of the Governments of Canada and the Philippines that will support DILG
and other relevant national agencies in creating enabling conditions for decentralization and improving policies, laws,
programs and operations to enhance local governance and economic development. The goal of the Project is to foster
efficient, responsive, transparent and accountable governance at all levels. Its purpose is to reduce poverty by
strengthening local governance and supporting sustainable local economic development (LED). The Program operates
both at the national and local levels, providing a better enabling environment for LGUs and improved prospects for local
economic development in various communities.

PHASES

The focus of LGSP-LED assistance is to improve the capacity of the selected LGUs to create and maintain an
environment that sustains more value creation for its enterprises and greater prosperity for its people. Sustainable local
economic development dictates that the LGU makes efficient use of its natural resources, minimizing adverse effects
brought about by undirected growth. The important contribution of the Project is ensuring that LGUs have the
prerequisite enabling environment in pushing its businesses and residents oriented towards pro-poor, gender
responsive and environmentally sound local economic development.

Phase 1 - Working with Competitive LGUs. This Phase which would cover the initial 15 months (2008-2010), will
focus on strengthening the LED programming and partnership arrangements of selected four (4) eligible LGU alliances.
These are LGUs that have begun the LED process and would need assistance for further LED support and
implementation.

The lessons learned and experience gained during this Phase will serve to guide the succeeding phases of LGSP-LED
implementation. It is also intended to inform CIDA and DILG on whether the LGUs should continue into the longer term
phase and/or attract more LGUs into the Project.

Phase 2 - Working with LGUs in a State of Readiness for LED. This Phase is anticipated to run for the following
subsequent three (3) years (2010-2013), and will work with eight (8) LGUs, that have demonstrated commitment to
pursue a transparent and accountable process of LED and possess the technical, managerial, and financial capacity
to accomplish the development goals of the LGU. Separate selection guidelines will be established based on lessons
learned in Phase 1.

Phase 3 - Complementation and Leveraging Donor Resources for LGU LED Sustainability. Phase 3 will run for
another three (3) years (2013-2016) and may involve expanding coverage of LGSP-LED programming by DILG to other
LGUs through complementation and leveraging with other donors and financial institutions. In this stage, LGUs are able
to secure complementary investment support and funding assistance for their LED initiatives.

Millennium Development Goals Fund (MDGF)

PUBLISHED: 21 NOVEMBER 2012

The project Provides financing for 4th to 6th class municipalities for the implementation of their MDG projects, cognizant
of the funding constraints of lower-income LGUs in meaningfully attaining their own MDG targets. MDGF is a separate
lending facility initiated by the Department of Finance (DOF) though its Millennium Development Fund Office (MDFO)
and DILG to help low income LGUs fast track the attainment of the MDG at the local level.

It aims to catalyze LGU initiatives to rapidly address their social development program focusing on poverty, hunger,
disease, illiteracy, environmental degradation, slum upgrade, and gender discrimination. It likewise assists LGUs in
expanding and upgrading their social infrastructures to provide more quality MDG-supportive services to their
constituents.

The project has two(2) components, namely Investment Support and Institutional Capacity-Building. Investment
Support refers to the provision of capital investment requirements of the proposed projects and financed from the
500M second Generation Fund (SGF) being administered by MDFO-DOF that will cover the cost for civil work,
procurement of equipment/goods and other services on credit basis based on the Net Borrowing Capacity (NBC) of the
LGU. Institutional Capacity Building refers to the provision of technical assistance to eligible LGUs that will enhance
their capacity to implement and sustain their projects.
In helping out these LGUs, the project contributes to the empowerment of low-income LGUs to plan, implement and
manage their development projects, and at the same time provides impetus for these LGUs to be competitive and
business-friendly as their capacities are developed to spur economic development in their areas.

Regional Office Commitments:

 Prepare project profile for credit financing

Performance Indicators Targets

 No. of LGUs provided with capacity (demand-driven)

building assistance in project
development, implementation,
management and sustainability

 No of LGUs with feasibility study (demand-driven)

reviewed/evaluated and endorsed to
MDFO for funding

 No. of approved LGU MDG-Fund (demand-driven)

subprojects implemented and completed

Nationwide Streamlining of Business Permits and Licensing System (BPLS)

PUBLISHED: 21 NOVEMBER 2012

The project aims to Streamline the business permits and licensing system (BPLS in the Philippines in as many LGUs
as possible in an Effort to attract investors that will lead to increased local revenues. It involves the development of
policies and guidelines that standardize the streamlining of BPLS in cities and Municipalities in accordance with the
service standards which the national government has set consistent with Republic Act NO. 9485, otherwise known as
the Anti-red Tape Act of 2007.The Streamlining Includes Process reengineering, automation or computerization,
customer relations and institutionalization of the system. The project is in partnership with the Department of Trade
and Industry (DTI). A total of 480 LGUs have been targeted under the project under DILG-DTI MOA.

Standards on BPLS streamlining: (CHECK LATEST JMC NO. 01- 2016)

 Adoption of the BPLS Unified Form

 Reduction in the number of signatories (maximum of 5)
 Limit in the number of steps in applying/Processing business permits and licenses (maximum of 5)
 Reduction in processing time (new applications:maximum of 10 days; renewal:maximum of 5 days)
Regional Office Commitment

 Provide technical assistance to target LGUs

 Monitor and evaluate LGUs with streamlined BPLS
 Document BLPS good practices

Performance Indicators Targets

All remaining MCC-targeted LGUs, LGUs in tourism zones, plus

Completion of BPLS reforms
15 ARMM LGUs
NO. of target LGUs Adopting BPLS reforms All target LGUs

Monitoring and evaluation report prepared and

M&E reports prepared and submitted within the prescribed period
submitted

BPLS good practices documented for

BPLS good practices documented and disseminated
popularization