Ela 2023-2025

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The cover portrays the collective pictures of our


CY 2023-2025 ELA DIGITAL COPY
KaProbinsiaan’s admiration for the people-centered
government that enables universal access to basic needs.
It also ensures a sustainable and progressive local
economy through an orderly, resilient component LGUs
and barangays. The theme “Pagkakaisa para sa PUSO” is
in pursuit of the #LaUnionProbinsyanihan in the Province
promoting its programs, projects and activities
encapsulated in this Executive-Legislative Agenda.

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2023-2025 EXECUTIVE LEGISLATIVE AGENDA

Table of Contents
Message of the Governor i
Message of the Vice Governor iii
Table of Contents v
List of Acronyms vii
List of Table and Figures xi
Chapter I Process and Framework
Rationale 3
Planning Process 4
Vision, Mission, and Values 5
Agri-Tourism Road Map 5
P.U.S.O. Agenda 11
Chapter II Provincial Profile
Brief History 15
La Union at Present 15
Geography 16
Demographics 17
Employment and Economy 18
Chapter III Financial Stability Sector
Sectoral Framework 21
Accelerating Sustainable Revenue Generation 24
Guarantee Effective and Prudent Budget Planning and Allocation 27
Achieve Optimal and Responsible Utilization of Financial Resources 29
Enhance External Resource Mobilization 32
Chapter IV Economic Dynamism and Competitiveness Sector
Sectoral Framework 37
Spur Sustainable Agri-Tourism Development 39
Foster Conducive Climate for Tourism, Trade and Industry 42
Sustain Agricultural Development through Agri-preneurship 50
Accelerated Strategic Development of Disaster and Climate Resilient 57
Infrastructure and Comprehensive Transport System
Chapter V Resilient Communities Sector
Sectoral Framework 63
Access to Affordable and Safe Housing 66
Equitable Access for Vulnerable Sectors 69
Enhance Integrated Health Service Delivery 75
Quality and Accessible Basic Education for All 81
Uphold the Safety and Liberty of Citizens 84
Preserve and Promote Culture and Traditions 88
Intensify Disaster Risk Mitigation, Preparedness and Response 91
Maintained Ecological Integrity 95
Chapter VI Organizational Accountability and Governance
Sectoral Framework 101
Integrated Governance Systems 104
Sound, Responsive and Proactive Policy and Planning Environment 107
Strengthen Digital Governance to Improve Public Service Delivery 110
Efficient Organizational Security, Logistical and Infrastructure Support 113

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Strengthen Citizen’s Engagement 116
Efficient and Innovative Organization 119
Chapter VII Capacity Development Agenda
Staff Complement 125
Trainings 125
Chapter VIII Implementation and Monitoring Mechanism
Implementation Mechanism 135
Monitoring and Evaluation 135
Annexes Annex 1: SWOT Analysis
Financial Stability Sector 139
Economic Dynamism and Competitiveness Sector 143
Resilient Communities Sector 147
Organizational Accountability and Governance Sector 153
Annex 2: Sectoral Vision and Goals
Financial Stability Sector 159
Economic Dynamism and Competitiveness Sector 167
Resilient Communities Sector 177
Organizational Accountability and Governance Sector 193
Annex 3: Programs, Projects, and Activities
Financial Stability Sector 203
Economic Dynamism and Competitiveness Sector 208
Resilient Communities Sector 222
Organizational Accountability and Governance Sector 236
Annex 4: Legislative Agenda
Financial Stability Sector 249
Economic Dynamism and Competitiveness Sector 251
Resilient Communities Sector 256
Organizational Accountability and Governance Sector 271
Annex 5: Capacity Development Agenda
Financial Stability Sector 279
Economic Dynamism and Competitiveness Sector 287
Resilient Communities Sector 294
Organizational Accountability and Governance Sector 298
Annex 6: Public-Private Partnership Projects 301
Annex 7: List of ELDAC Members and Participants 307
Annex 8: Photo Documentation 325

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List of Acronyms
AIDS Acquired Immunodeficiency Syndrome
AWFP Annual Work and Financial Plan
BAC Bids and Awards Committee
BLS Basic Life Support
BP 944 Batas Pambansa Bilang 944
BPLOs Business Process Licensing Offices
CBHRMS Competency Based Human Resource Management System
CBMS Community-Based Monitoring System
CCTV Closed-circuit television
CDP Comprehensive Development Plan
CIW Correctional Institution for Women
CLUP Comprehensive Land Use Plan
CMCI Cities and Municipalities Competitiveness Index
COA Commission on Audit
CPH Census of Population and Housing
CPI Consumer Price Index
CSC Civil Service Commission
CSOs Civil Society Organizations
DBP-DCI Development Bank of the Philippines – Data Center, Incorporated
DCSPG Day Care Service Parents Groups
Department of Environment and Natural Resources Environmental
DENR - EMB
Management Bureau
DHs District Hospitals
DHSUD Department of Human Settlement and Urban Development
DILG Department of the Interior and Local Government
DOAS Differential Optical Absorption Spectroscopy
DOH Department of Health
DOT Department of Tourism
DRR Disaster Risk Reduction
DRR+CCA Disaster Risk Reduction and Climate Change Adaptation
DRRM Disaster Risk Reduction and Management
DRRMOs Disaster Risk Reduction and Management Officers
DSWD Department of Social Welfare and Development
ELA Executive-Legislative Agenda
EMR Electronic Medical Record
ENC Essential Newborn Care
ENR Environment and Natural Resources
EO Executive Order
EOC Emergency Operations Center
ePPMES Electronic Provincial Project Monitoring and Evaluation System
FBT Food, Beverages and Tobacco
FLW Fuel, Light and Water
FMRs Farm-to-Market Road

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FSS Financial Stability Sector
GIDAs Geographically Isolated and Disadvantaged Areas
GIS Geographic Information System
GO Government Organizations
HEI Higher Educational Institutions
HFEP Health Facilities Enhancement Program
HIS Health Information System
HIV Human Immunodeficiency Viruses
HR Human Resources
HRAC Human Rights and Advocacy Center
HRMPSB Human Resource Management Personnel Selection Board
HW Health Worker
IBP Integrated bar of the Philippines
ICT Information and Communications Technology
IMS Integrated Management System
IOLUG Information Officers of La Union Guild
IPs Indigenous Peoples
IRR Implementing Rules and Regulations
ISO International Standards Organization
IYCF Infant and Young Child Feeding
LCCAP Local Climate Action Plan
LCE Local Chief Executive
LEE Local Economic Enterprises
LEEIPU Local Economic Enterprise and Investment Promotion Unit
LGUs Local Government Units
LSP Local Shelter Plan
LSWDOs Local Social Welfare and Development Offices
LUCCSO La Union Coalition of Civil Society Organization
LUIIC La Union Investment and Incentives Code
MAIP Medical Assistance to Indigent Patients
MFARMC Municipal Fisheries and Aquatic Resources Management Council.
MNCHN Maternal Newborn Child Health and Nutrition Program
MOA Memorandum of Agreement
MPDC Municipal Planning and Development Coordinator
MSMEs Micro, small and medium enterprises
NBP New Bilibid Prison
NCC National Competitiveness Council
NCD Noncommunicable diseases
NCMH National Center for Mental Health
NGOs Non-governmental organizations
OCD Office of the Civil Defense
OFW Overseas Filipino Worker
OPAcc Office of the Provincial Accountant
OPAg Office of the Provincial Agriculture
OPAss Office of the Provincial Assessor
OPCR Office Performance Commitment and Rating

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OPS Office of the Provincial Strategies
PBO Provincial Budget Office
PCCI Philippine Chamber of Commerce and Industry
PCPC Provincial Council for the Protection of Children
PCSO Philippine Charity Sweepstakes Office
PCTAC Provincial Core Team Against Covid
PDAF Priority Development Assistance Fund
PDL Persons Deprived of Liberty
PDNA Post-Disaster Needs Assessment
PDPFP Provincial Development and Physical Framework Plan
PEO Provincial Employment Service Office
PESOs Public Employment Service Offices
PGLU Provincial Government of La Union
PGS Performance Governance System
PHIC Philippine Health Insurance Corporation
PhilHealth Philippine Health Insurance Corporation
PLO Provincial Legal Office
PMS Project Monitoring System
PNP Philippine National Police
POs People’s Organizations
POVR Provincial Ordinance Violation Receipt
PPAs Programs, projects, and Activities
PPDO Provincial Planning and Development Office
PPMC Provincial Project Monitoring Committee
PPMC1 Poro Point Management Corporation
PPP Public-Private Partnership
Program to Institutionalize Meritocracy and Excellence in Human Resource
PRIME-HRM
Management
PSAP Public Safety Answering Point
PSWDO Provincial Social Welfare and Development Office
PTO Provincial Treasury Office
People-centered and Driven Governance; Universal Access to Basic Needs;
PUSO Agenda Sustainable and Progressive Economy, Orderly, Sustainable and Resilient
Component LGUs and Barangays,
PUSO App Provincial Unified Services Online Application
PUVMP Public Utility Vehicle Modernization Program
QR Code Quick Response Code
RBOs Rural-Based Organizations
RDANA Rapid Damage Assessment and Needs Analysis
ROI Return of Investment
RPMES Regional Project Monitoring and Evaluation System
RPU Real Property Units
RRCY Regional Rehabilitation Center for Youth
SDG Sustainable Development Goals
SDN Service Delivery Network
SGLG Seal of Good Local Governance
SK Sangguniang Kabataan

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SMVs Small Minute Value
SOTA State-of-the Art
SP Sangguniang Panlalawigan
SPM Sangguniang Panlalawigan Members
SSIP Strategic Investment Priority Plan
SSS Social Security System
SWOT Strengths, Weaknesses, Opportunities and Threats
TVET Technical-Vocational Education and Training
TWG Technical Working Group
UHC Universal Health Care
UPCR Unit Performance Commitment and Rating
Voc-Tech Technical-Vocational
WEDCs Women in Especially Difficult Circumstances
RPTAR Real Property Tax Account Register

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List of Tables and Figures
Chapter I Process and Framework
Figure 1.1. 2023-2025 ELA Theme 3
Figure 1.2. 2023 - 2025 ELA Planning Process Timeline 4
Figure 1.3. Agri-Tourism Road Map 4
Table 1.1 Agri-Tourism Enterprise Scorecard 7
Figure 1.3. P.U.S.O. Agenda 11

Chapter III Financial Stability Sector


Figure 3.1. Updated Sectoral Framework of the Financial Stability 23
Sector
Table 3.1. SWOT Analysis for Goal 1 Accelerating Sustainable 24
Revenue Generation
Figure 3.2. Framework for Goal 1 Accelerating Sustainable Revenue 24
Generation
Table 3.2. Scorecard for Goal 1 Accelerating Sustainable Revenue 25
Generation
Table 3.3. SWOT Analysis for Goal 2 Guarantee Effective and Prudent 27
Budget Planning and Allocation
Figure 3.3. Framework for Goal 2 Guarantee Effective and Prudent 27
Budget Planning and Allocation
Table 3.4. Scorecard for Goal 2 Guarantee Effective and Prudent 28
Budget Planning and Allocation
Table 3.5. SWOT Analysis for Goal 3 Achieve Optimal and 29
Responsible Utilization of Financial Resources
Figure 3.4. Framework for Goal 3 Achieve Optimal and Responsible 30
Utilization of Financial Resources
Table 3.6. Scorecard for Goal 3 Achieve Optimal and Responsible 30
Utilization of Financial Resources
Table 3.7. SWOT Analysis for Goal 4 Enhance External Resource 32
Mobilization
Figure 3.5. Framework for Goal 4 Enhance External Resource 32
Mobilization
Table 3.8. Scorecard for Goal 4 Enhance External Resource 33
Mobilization
Table 3.9. Legislative Agenda for the Financial Stability Sector 33

Chapter IV Economic Dynamism and Competitiveness Sector


Figure 4.1. Updated Sectoral Framework of the Economic Dynamism 38
and Competitiveness Sector
Table 4.1. SWOT Analysis for Goal 1 Spur Sustainable Agri-Tourism 39
Development
Figure 4.2. Framework for Goal 1 Spur Sustainable Agri-Tourism 40
Development
Table 4.2. Scorecard for Goal 1 Spur Sustainable Agri-Tourism 40
Development
Table 4.3. Legislative Agenda for Goal 1 Spur Sustainable Agri- 41
Tourism Development
Table 4.4. SWOT Analysis for Goal 2 Foster Conducive Climate for 42
Tourism, Trade and Industry

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Figure 4.3. Framework for Goal 2 Foster Conducive Climate for 43
Tourism, Trade and Industry
Table 4.5. Scorecard for Goal 2 Foster Conducive Climate for 44
Tourism, Trade and Industry
Table 4.6. Legislative Agenda for Goal 2 Foster Conducive Climate for 48
Tourism, Trade and Industry
Table 4.7. SWOT Analysis for Goal 3 Sustain Agricultural 50
Development Through Agri-preneurship
Figure 4.4. Framework for Goal 3 Sustain Agricultural Development 51
Through Agri-preneurship
Table 4.8. Scorecard for Goal 3 Sustain Agricultural Development 52
Through Agri-preneurship
Table 4.9. Legislative Agenda for Goal 3 Sustain Agricultural 55
Development Through Agri-preneurship
Table 4.10. SWOT Analysis for Goal 4 Accelerated Strategic 57
Development of Disaster and Climate Resilient
Infrastructure and Comprehensive Transport System
Figure 4.5. Framework for Goal 4 Accelerated Strategic Development 58
of Disaster and Climate Resilient Infrastructure and
Comprehensive Transport System
Table 4.11. Scorecard for Goal 4 Accelerated Strategic Development 58
of Disaster and Climate Resilient Infrastructure and
Comprehensive Transport System
Table 4.12. Legislative Agenda Goal 4 Accelerated Strategic 60
Development of Disaster and Climate Resilient
Infrastructure and Comprehensive Transport System

Chapter V Resilient Communities Sector


Figure 5.1. Updated Sectoral Framework of the Resilient Communities 65
Sector
Table 5.1. SWOT Analysis for Goal 1 Access to Affordable and Safe 66
Housing
Figure 5.2. Framework for Goal 1 Access to Affordable and Safe 66
Housing
Table 5.2. Scorecard for Goal 1 Access to Affordable and Safe 67
Housing
Table 5.3. Legislative Agenda for Goal 1 Access to Affordable and 67
Safe Housing
Table 5.4. SWOT Analysis for Goal 2 Equitable Access for Vulnerable 69
Sectors
Figure 5.3. Framework for Goal 2 Equitable Access for Vulnerable 70
Sector
Table 5.4. Scorecard for Goal 2 Equitable Access for Vulnerable 70
Sector
Table 5.5. Legislative Agenda for Goal 2 Equitable Access for 72
Vulnerable Sector
Table 5.6. SWOT Analysis for Goal 3 Enhance Integrated Health 75
Service Delivery
Figure 5.4. Framework for Goal 3 Enhance Integrated Health Service 77
Delivery
Table 5.7. Scorecard for Goal 3 Enhance Integrated Health Service 77
Delivery
Table 5.8. Legislative Agenda for Goal 3 Enhance Integrated Health 80
Service Delivery

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Table 5.9. SWOT Analysis for Goal 4 Quality and Accessible Basic 81
Education
Figure 5.5. Framework for Goal 4 Quality and Accessible Education for 82
All
Table 5.10. Scorecard for Goal 4 Quality and Accessible Education for 82
All
Table 5.11. Legislative Agenda for Goal 4 Quality and Accessible 83
Education for All
Table 5.12. SWOT Analysis for Goal 5 Uphold the Safety and Liberty of 84
Citizens
Figure 5.6. Framework for Goal 5 Uphold the Safety and Liberty of 85
Citizens
Table 5.13. Scorecard for Goal 5 Goal Uphold the Safety and Liberty of 85
Citizens
Table 5.14. Legislative Agenda for Goal 5 Goal Uphold the Safety and 86
Liberty of Citizens
Table 5.15. SWOT Analysis for Goal 6 Preserve and Promote Culture 88
and Traditions
Figure 5.7. Framework for Goal 6 Preserve and Promote Culture and 89
Traditions
Table 5.16. Scorecard for Goal 6 Preserve and Promote Culture and 89
Traditions
Table 5.17. Legislative Agenda for Goal 6 Preserve and Promote 90
Culture and Traditions
Table 5.18. SWOT Analysis for Goal 7 Intensify Disaster Risk 91
Mitigation, Preparedness and Response
Figure 5.8. Framework for Goal 7 Intensify Disaster Risk Mitigation, 92
Preparedness and Response
Table 5.20. Legislative Agenda for Goal 7 Intensify Disaster Risk 93
Mitigation, Preparedness and Response
Table 5.21. SWOT Analysis for Goal 8 Maintained Ecological Integrity 95
Figure 5.9. Framework for Goal 8 Maintained Ecological Integrity 96
Table 5.22. Scorecard for Goal 8 Maintained Ecological Integrity 96

Chapter VI Organizational Accountability and Governance Sector


Figure 6.1. Updated Sectoral Framework of the Organizational 103
Accountability & Governance Sector
Table 6.1. SWOT Analysis for Goal 1 Integrated Governance Systems 104
Figure 6.2. Framework for Goal 1 Integrated Governance Systems 105
Table 6.2. Scorecard for Goal 1 Integrated Governance Systems 105
Table 6.3. SWOT Analysis for Goal 2 Sound, Responsive and Proactive 107
Policy and Planning Environment
Figure 6.3. Framework for Goal 2 Sound, Responsive, and Proactive 108
Policy and Planning Environment
Table 6.4. Scorecard for Goal 1 Sound and Responsive and Planning 108
Environment
Table 6.5. SWOT Analysis for Goal 3 Strengthen Digital Governance 110
to Improve Public Service Delivery
Figure 6.4. Framework for Goal 3 Strengthen Digital Governance to 111
Improve Public Service Delivery
Table 6.6. Scorecard for Goal 3 Strengthened Digital Governance to 111
Improve Public Service Delivery

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Table 6.7. Table 6.7. SWOT Analysis for Goal 4 Efficient 113
Organizational Security, Logistical and Infrastructure
Support
Figure 6.5. Framework for Goal 4 Efficient Organizational Security, 113
Logistical and Infrastructure Support
Table 6.8. Scorecard for Goal 4 Efficient Organizational Security, 116
Logistical and Infrastructure Support
Table 6.9. SWOT Analysis for Goal 5 Strengthen Citizen’s 117
Engagement
Figure 6.6. Framework for Goal 5 Strengthen Citizens Engagement 117
Table 6.10. Scorecard for Goal 5 Strengthened Citizens Engagement 117
Table 6.11. SWOT Analysis for Goal 6 Efficient and Innovative 119
Organization
Figure 6.7. Framework for Goal 6 Efficient and Innovative 119
Organization
Table 6.12. Scorecard for Goal 6 Efficient and Innovative Organization 119
Table 6.13. Legislative Agenda for the Organizational Accountability 121
and Governance Sector

Chapter VII Capacity Development Agenda


Table 7.1. Staff Complement by Status as of June 30, 2022 125
Figure 7.1. Summary of Proposed Training by Sector 126
Table 7.2. Training for the Financial Stability Sector 126
Table 7.3. Training for the Economic Dynamism Sector 127
Table 7.4. Training for the Resilient Communities Sector 128
Table 7.5. Training for the Organizational Accountability and 130
Governance Sector

Chapter VIII Implementation and Monitoring Mechanism


Figure 8.1. Figure 8.1 ELA Monitoring and Reporting Process 135
Annex 1 SWOT Analysis 139
Annex 2 Sectoral Scorecard 159
Annex 3 Programs, Projects, and Activities 203
Annex 4 Legislative Agenda 249
Annex 5 Capacity Development Agenda 279
Annex 6 PublicPrivate Partnership Projects 301
Annex 7 List of Participants 307
Annex 8 Photo Documentation 325

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I
Process and
Framework

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CHAPTER I

Process and Framework


Rationale
The Provincial Development and Physical Framework Plan (PDPFP) provides a basis for the medium-term
development planning and annual budgeting for judicious spending of scarce resources. With the PDPFP
in place, the Executive-Legislative Agenda (ELA) can be considered as one of its implementing instruments.
The ELA is a 3-year program of action crafted based on the priorities and thrusts of newly or re-elected
Local Chief Executive (LCE) and Sanggunian Members in the context of the vision, goals and objectives of
the Local Government Unit (LGU). Likewise, this serves as a guide to LCE and Members of the Sanggunian
in the development of the province for the duration of their 3-year term of office.

Moreover, pursuant to Section 106 of the Local Government Code of 1991 mandating each local
government unit to prepare a comprehensive multi-sectoral development plan to be initiated by its local
development council and approved by its Sanggunian, thus, the Provincial Government of La Union
formulated its 2023-2025 Executive-Legislative Agenda. As a unifying document that presents the mutual
agreement of the executive and legislative departments of the Provincial Government with the provincial
stakeholders, the ELA supports the long-term vision of the Province to be the Heart of Agri-Tourism in
Northern Luzon by 2025.

This term's ELA theme is "Pagkakaisa para sa P.U.S.O'' which highlights unity amongst the executive and
legislative department and the vital stakeholders of the Province in the attainment of the Province's Long
Term Vision and the new administration's P.U.S.O. Agenda. And as one Province to respond to the call of
unity of our National Leadership, the La Union PROBINSYAnihan will be the manifestation of our love for
La Union and will the measure of our successes and the realization of the P.U.S.O Agenda and the
Framework.

Figure 1.1. 2023 - 2025 ELA Theme

Chapter 1 Process and Framework | 3


Planning Process
For this term’s ELA Preparation Process, we have three stages as follows: a) PAGHAHANDA; b)
PAGKONSULTA; and c) PAGKAKAISA.

Figure 1.2. 2023 - 2025 ELA Planning Process Timeline

Under the first stage PAGHAHANDA, we have updated the 2020-2022 ELA performance of the Province
and have conducted the Part 1: ELA Kick-off cum Partnership for Goals Webinar, wherein we invited
representatives from the Department of the Interior and Local Government (DILG) La Union Provincial
Office, Public-Private Partnership (PPP) Center of the Philippines, and from the National Volunteer Service
Coordinating Agency (PNVSA) to shed light on the importance of the Executive-Legislative Agenda (ELA)
and the Role of Public-Private Partnerships (PPPs) and Civic Participation in the attainment of the
Province’s Vision to be the Heart of Agri-Tourism in Northern Luzon by 2025 and P.U.S.O Agenda The DILG-
LUPO representative, LGOO Nicolette May O. Amon discussed how to develop a good Executive-
Legislative Agenda (ELA) highlighting the legal basis and guidelines in the formulation and emphasizing on
the qualities of a good ELA and relationship with other LGU plans. Likewise, Mr. Agape Sem Comendador
of PPP Center presented on PPP Legal Frameworks, pertinent laws and issuances, and sample local PPPs
where the province can take in achieving its long-term goals through PPP. Moreover, PNVSA Executive
Director Donald James D. Gawe presented on the role of civic participation and volunteerism in
development. This strengthened partnership with the voluntary and civil society organizations will be the
foundation for convergence championing civic participation in local development.

Under PAGKONSULTA, the ELA Visioning Workshop cum Strategy Refresh was conducted on September
16, 2022. The Province’s Vision, developed in 2016 as part of the Performance Governance System (PGS)
Elements, serves as the inspiration of stakeholders and the driving force of the Provincial Government in
its delivery of public services. During the session, the Agri-Tourism Strategy Map and Scorecard were
revisited to set the Strategic Direction of the ELA, retaining the existing vision of the Province to be “The
Heart of Agri-Tourism in Northern Luzon by 2025.” This is followed by the conduct of a Focus Group
Discussion (FGD) to ensure the active participation of internal and external stakeholders of the Province
in the development of the ELA consistent with the Governor’s call for Probinsyanihan the Provincial
Government encourages the participation of stakeholders. The session served as a preliminary
consultation to validate the initial list of priority issues and accurately identify program needs and capacity
requirements for the achievement of the Vision and P.U.S.O Agenda.

After which, in line with the Governor’s thrust to accelerate socio-economic development by leveraging
on PPP, a best practice sharing session together with the Provincial Government of Bataan was conducted
wherein Bataan programs achieved through PPP were showcased. This is followed by the conduct of the
Executive Agenda Session where outputs from the conducted FGD were finalized as the administration’s
agenda. Last but not the least under the PAGKONSULTA stage, a Development Legislation Seminar and
Legislative Agenda Formulation of the 23rdSangguniang Panlalawigan (SP) was conducted on October 24-
25, 2022. The session aimed to enhance the legislative capability and effectiveness of the participants
both in the procedural aspect and in the participatory dimension of legislation in local governments.
Likewise, the members of the 23rd SP have come up with their respective individual legislative agenda
through their respective committee chairmanship as their policy commitment and direction for their

4 | Chapter 1 Process and Framework


whole term and finally, integrating it to become the Legislative Agenda of the 23rd Sangguniang
Panlalawigan.

For the final stage PAGKAKAISA in the ELA Preparation Process, a workshop among the members of the
Executive-Legislative Development Advisory Council (ELDAC) was conducted on November 8-9, 2022. The
session served as a venue for the Executive and Legislative departments of the Provincial Government to
mutually agree on an integrated plan that will contain the major development thrust and priorities of the
Province consistent with the goals, objectives, thrusts and priorities of the LCE and the Sanggunian for the
next three years.

Mission, Vision, Values


The Provincial Government of La Union will be adopting its existing Governance Charter – Vision, values
and Mission. Hence, the Province will continue to envision La Union to be the Heart of Agri-Tourism in
Northern Luzon by 2025. This entails that all the endeavors of the Province will be guided by and directed
towards the attainment of this Vision. PGLU is on its last medium-term in turning this Vision into a reality.
The focus in the Province’s Vision has evolved from agriculture in 2016-2019 to tourism in 2019-2022 and
farm-tourism for 2022-2025.

In pursuing this Vision, the Provincial Government and its employees will embody this four core values:
(1) God-Loving or Maka-Dios, wherein we put God first in our actions; (2) People-Oriented or Makatao, in
which we deliver public services that will empower our Kaprobinsyaan; (3) Accountable or “Agsungbat a
Tao”, where we take full responsibility for our actions and commitments; and (4) Committed or
“Nakakumit”, wherein we will continuously be driven by our commitment to public service through
transformative governance.

Finally, taking into account the organization’s purpose or reason, the Province will be guided by its Mission
to be the catalyst for sustainable and inclusive development that improves competitiveness and quality
of life. This will direct the day-to-day operations of PGLU, communicate to external stakeholders the core
solutions and priority programs and projects PGLU provides to the society as well as offer to our
Kaprobinsyaan, and motivate its employees toward the achievement of the abovementioned medium-
term goal.

Agri-Tourism Road Map


Figure 1.3. Agri-Tourism Road Map

Chapter 1 Process and Framework | 5


In the next medium-term, the Province will continue its transformative governance journey by leaning on
its established core values: God-loving, People-oriented, Accountable, and Committed, and will remained
to be guided by its mission to be the catalyst for sustainable and inclusive development that improves
competitiveness and quality of life.

With the aim to strengthen and increase the responsiveness and efficiency of the PGLU in delivering public
service, the Provincial Government laid down the following support objectives, which are necessary to
effectively execute the identified strategies of its various offices: (1) strengthen digital governance to
improve public service delivery, (2) strengthen citizens engagement to empower them to articulate their
needs as they participate in the decision-making process, program planning, implementation, monitoring
and evaluation at the provincial level, and (3) foster an efficient and innovative organization to ensure
continued and timely delivery of public service. These are among the sectoral objectives of the
Organizational Accountability and Governance Sector and are also included in the top priorities of the
present administration. Another support objective that the Province will pursue is to ensure efficient
financial resource management, which is the Vision of the Financial Stability Sector. All these support
objectives will result in an enhanced bureaucratic efficiency and sound fiscal management, and at the
same time are consistent with the principles of good governance: participation, openness and
transparency, and performance orientation and accountability.

Under the core process perspective, the Province will focus on four strategic objectives to realize the 2025
Vision for La Union. These strategic objectives include the following sectoral goals of the Economic
Dynamism and Competitiveness Sector: (1) spur sustainable agri-tourism development primarily to
increase to increase tourist arrival in La Union and stir local economic development; (2) foster conducive
climate for tourism, trade and industry to generate more investments and encourage more economic
enterprises; (3) sustain agricultural development through agripreneurship to sustain the Province’s food
sufficiency, and increase agri-based enterprises; and(4) accelerate strategic development of disaster and
climate resilient infrastructure to reduce travel time and production costs, and increase productivity. This
also means that the Province will increase its growth potential by leveraging on agri-tourism. Likewise,
PGLU will (5) uphold empowered and resilient communities conducive for agri-tourism, which is the
vision of the Resilient Communities Sector. This strategic objective aims to develop and protect the
capabilities of individuals and families provincewide by promoting human capital and social development.

Achieving a competitive and sustainable La Union Economy along with the pursuit of the other Sectoral
Visions will enable the Provincial Government to position La Union as the preferred agri-tourism
destination in Northern Luzon in 2025. Hence, the Province aspired to improve the quality of life of every
Kaprobinsyaan where no one is left behind by leveraging on agri-tourism and promoting Probinsyanihan.

Table 1.1 provides the list of indicators with their respective baseline, targets from 2023-2025 and
measure owner that will be used to measure the Province’s accomplishments and track its performance
towards the achievement of the La Union Transformative Roadmap and realization of the Province Vision
to be the heart of agri-tourism by 2025.

6 | Chapter 1 Process and Framework


Table 1.1 Agri-Tourism Enterprise Scorecard

Baseline Targets Measure


PERSPECTIVE # STRATEGIC OBJECTIVES # PERFORMANCE INDICATOR
2022 2023 2024 2025 Owner
IMPACT 1 Leverage on Agri- 1 Poverty Incidence Population 5% 3% 1% PPDO
Tourism to Improve 77.31 (2021)
Quality of Life
Families
13.36 (2021)

2 Employment Rate (Regional 94.10% 94.50% 95% 95.50% PPDO, PESO


Data)
Proxy Indicator: 3,847 5% increase 7% increase 9% increase PESO, LUPTO
No. of job placements on the (190) (280) (390)
tourism sector
3,990 4,350 4, 740
Proxy Indicator: Rice-12,549 Rice-12740 Rice-12740 Rice-12740 PESO, OPAg
No. of jobs generated on the Corn-1,452 Corn-1455 Corn-1459 Corn-1459
agriculture sector Fruits-318 Fruits-2099 Fruits-2099 Fruits-2099
Vegetables-2,883 Vegetables-2340 Vegetables-2340 Vegetables-2340
Spices-172 Spices-48 Spices-48 Spices-48
Fishery-16,890 Fishery-16,940 Fishery-17,024 Fishery-17,194

Total: 34,264 Total: 35,622 Total: 35,710 Total: 35,880

3 Improved Ranking in the NCCI’s Rank 11 Top 5 Nationwide, Top 3 Nationwide, Top 1 Nationwide, LEEIPU
Cities and Municipalities 1st Regionwide 1st Regionwide 1st Regionwide
Competitiveness Index
4 Performance in the Most Finalist Awardee Awardee Awardee LEEIPU
Business Friendly Local
Government Unit of the PCCI

Chapter 1 Process and Framework | 7


Baseline Targets Measure
PERSPECTIVE # STRATEGIC OBJECTIVES # PERFORMANCE INDICATOR
2022 2023 2024 2025 Owner
FOCUS 2 Position La Union as the 5 Percentage Share of Tourist NDA NDA NDA NDA LUPTO
Preferred Agri-Tourism Arrivals in La Union to Northern
Destination in Northern Luzon (Region 1, 2, and CAR)
Luzon Provinces
6 Average Tourist Satisfaction 3 (satisfied) 3 3 4 LUPTO
Rating
CORE 3 Spur Sustainable Agri- 7 Ratio of Agri-Tourism Arrivals to Day Tourist Arrivals Day Tourists Day Tourists Day Tourists LUPTO
Tourism Development Total Tourism Arrivals 167, 994 (as of June 50,000 75,000 100,000
2022)

Guest Nights
(Tourist Arrivals)
95, 002 (as of June
2022)

8 Number of Agri-Tourism Sites 4 10 20 30 LUPTO


Developed
4 Foster Conducive 9 Amount of Investments Agriculture Agriculture Agriculture Agriculture LEEIPU
Climate for Tourism, Generated in Agriculture, PHP 325M PHP 357.5M PHP 393.25M PHP 432.58M
Trade and Industry Tourism, and Agri-Tourism
Tourism Tourism Tourism Tourism
PHP 63M PHP 69.3M PHP 76.23M PHP 83.85M

Agri-Tourism Agri-Tourism Agri-Tourism Agri-Tourism


PHP 3.4M PHP 4.5M PHP 4.95M PHP 5.45M

10 No. of businesses established in Agriculture Agriculture Agriculture Agriculture LEEIPU


Agriculture, Tourism, and Agri- 812 893 982 1,080
Tourism
Tourism Tourism Tourism Tourism
564 620 682 750

Agri-Tourism Agri-Tourism Agri-Tourism Agri-Tourism


NDA NDA NDA NDA

8 | Chapter 1 Process and Framework


Baseline Targets Measure
PERSPECTIVE # STRATEGIC OBJECTIVES # PERFORMANCE INDICATOR
2022 2023 2024 2025 Owner
5 Sustain Agricultural 11 Average Income of Farmers Farmers Farmers Farmers Farmers OPAG, OPVET
Development Through (Crops and Fisheries) 188,531.27 197,957.83 207,855.73 218,248.51
Agripreneurship
Fisherfolks Fisherfolks Fisherfolks Fisherfolks
99,772.62 104,761.25 109,999.31 115,499.28

Tobacco Farmers Tobacco Farmers Tobacco Farmers Tobacco Farmers


Virginia - 39,398.16 Virginia-39,792.14 Virginia-40,190.06 Virginia-40,591.96
Burley - 126,437.75 Burley-127,702.13 Burley-128,979.15 Burley-127,702.13
Native -62,611.48 Native-63,237.59 Native-63,869.97 Native-64,508.67

Livestock Farmers Livestock Farmers Livestock Farmers Livestock Farmers


55,846.03 58,638.33 61,570.24 64,648.75
No. of ATI-accredited Learning 2 4 4 4 OPAG
Sites
No. of completed N/A 3 2 2 OPAG
Agripreneurship Development
Milestones
6 Accelerate Strategic 12 No. of completed Agri-Tourism 6 processing Center 2 Processing 2 Processing 2 Processing PEO, LUPTO
Development of infrastructure milestones projects completed, Centers Centers Centers
Disaster and Climate 1 Eco-Tourism constructed, 1 Eco- constructed constructed
Resilient Infrastructure project developed Tourism site
and Comprehensive developed
Transport System

7 Uphold an Empowered 13 Percentage of Component 100% 100% 100% 100% PHO


and Resilient Health Facilities Integrated in
Environment Conducive the Service Delivery Network
to Agri-Tourism (SDN)
14 Emergency Response Time 7mins within 10km 5mins within 10km 5mins within 10km 5mins within 10km PDRRMO
radius radius radius radius
15 Number of Agri-Tourism Sites 4 2 2 2 PG-ENRO
with Water Quality Monitoring

Chapter 1 Process and Framework | 9


Baseline Targets Measure
PERSPECTIVE # STRATEGIC OBJECTIVES # PERFORMANCE INDICATOR
2022 2023 2024 2025 Owner
16 Air Quality Index Good Good Good Good PG-ENRO
17 Percentage Decrease in Peace 38.40% 40.70% 43.14% 45.73% PPDO
and Order Crimes
18 Percentage Decrease in Public 4.24% 4.49% 4.76% 5.04% PPDO
Safety Index Crimes
19 Insurgency Free Certification No insurgency No insurgency No insurgency No Insurgency PPDO
SUPPORT 8 Strengthen Digital 20 Percentage of Information 100% 100% 100% 100% ICTU
Governance to Improve Systems developed and
Public Service Delivery deployed out of the overall 8 IS 9 IS 10 IS 5 IS
target
9 Strengthen Citizens 21 Number of CSOs engaged in 100% of the SP 100% of the SP 100% of the SP 100% of the SP PPDO
Engagement Agri-Tourism Development accredited CSOs accredited CSOs accredited CSOs accredited CSOs

10 Foster an Efficient and 22 No. of completed innovation n/a 5 5 5 PPDO


Innovative Organization milestones
23 Percentage of OPCR with at least 100% 100% 100% 100% OPPDC
VS Rating in Strategic Activities
11 Ensure Efficient 24 Amount of investments sourced PHP2.4M PHP 110M PHP 110M PHP 110M OPACC, PBO
Financial Resource from National Government
Management Agencies
25 No. of completed PPP 1 1 2 3 LEEIPU
milestones
26 Total Revenue Generated 3,357,313,283.38 2,258,089,242.06 2,441,118,616.32 2,591,895,473.65 PTO
27 Percentage of budget allotted to 8% 11% 25% 35% PBO
strategic activities

10 | Chapter 1 Process and Framework


P.U.S.O. Agenda
Figure 1.3. P.U.S.O. Agenda

The PUSO Agenda of Governor Raphaelle Veronica “Rafy” Ortega-David, the first lady Governor of the
province, encapsulates her priorities in the next three years.

People-Centered and Driven Governance is linked with the achievement of the sectoral goals of the
Organizational Accountability and Organizational Accountability and Governance Sector that includes (1)
integrated governance system; (2) sound and responsive policy and planning environment; (3) strengthen
digital governance to improve public service delivery; (4) efficient organizational security, logistical and
infrastructure support; (5) strengthen citizens engagement; and (6)efficient and innovative organization.

Meanwhile, Universal Access to Basic Needs will pursue the attainment of access to affordable and safe
housing, equitable access for vulnerable sectors, enhanced integrated health service delivery and quality
and accessible basic education for all,which are among the sectoral goals of the Resilient Communities
Sector. All these will be achieved by ensuring an efficient organizational security, logistical and
infrastructure support, which is one of the sectoral goals of the Organizational Accountability and
Governance Sector.

For Sustainable and Progressive Economy, the Province will be aiming to achieve the sectoral goals of
Economic Dynamism and Competitiveness Sector, which include the following: spur sustainable agri-
tourism development, foster conducive climate for tourism, trade and industry, sustain agricultural
development through agripreneurship, and accelerated strategic development of disaster and climate
resilient infrastructure and comprehensive transport system. In addition, under this Agenda, PGLU will
preserve and promote culture and traditions, one of the sectoral goals of the Resilient Communities
Sector.

Lastly, under the Orderly, Sustainable and Resilient Component LGUs and Barangays, the Provincial
Government will seek to realize some of the sectoral goals of the Resilient Communities Sector, which
comprised maintained ecological integrity, intensify disaster risk mitigation, preparedness and response,
and uphold the safety and liberty of citizens. This Agenda also covers one of the sectoral goals of the
Economic Dynamism and Competitiveness Sector, which is to accelerate strategic development of disaster
and climate resilient infrastructure and comprehensive transport system.

Chapter 1 Process and Framework | 11


Encompassing the PUSO Agenda will be the achievement of the sectoral goals of the Financial Stability
Sector, which include accelerate sustainable revenue generation, guarantee effective and prudent budget
planning and allocation, and enhance external resource mobilization. These are vital in ensuring that the
identified priority programs and programs of the Provincial Government will be funded and implemented
in the next medium-term.

12 | Chapter 1 Process and Framework


II
Provincial Profile

1
CHAPTER II

Provincial Profile
Brief History
The name La Union, which is often associated with the terms "the merger" or "the united," accurately
defines the province that was created by the union of municipalities from the provinces of Ilocos Sur,
Pangasinan, and Benguet. When La Union was established as a province in 1850, the entire region of
Northern Luzon was split into three provinces, namely Pangasinan, Ilokos Province, and Cagayan. Ilocos
Sur, Ilocos Norte, a portion of Abra, and a portion of La Union were all included in the province of Ilokos
at the time. Ilokos was split into the Ilocos Sur and Ilocos Norte provinces, and Pangasinan was
established as a province in 1611.

The Superior Decreto (executive edict) establishing the province of La Union was signed by Governor-
General Antonio Maria Blanco on March 2, 1850. San Fernando was chosen to serve as the "cabecera,"
or capital, on that same day. Twelve towns, namely Purao (Balaoan), Namacpacan (Luna), and Bangar
from the province of Ilocos Sur, and Sto, made up the province when it was first established. The
province of Pangasinan was home to Sto. Tomas, Agoo, Aringay, Caba, Naguilian, Bauang, San
Fernando, San Juan, and Bacnotan. Between 1850 and 1900, two towns - Rosario (then a barrio of Sto.
Tomas) and Tubao were added to the original 12 towns (then a barrio of Agoo and Aringay). Two days
later, on March 4, 1850, Señior Don Toribio Ruiz de la Escalera was appointed Governador-Politoco y
Militar.

La Union underwent relief and restoration following World War II, just like the other provinces in the
nation. Pugo, Sudipen, San Gabriel, and Burgos, Bagulin, and Santol were transformed into regular
municipalities, giving La Union a total of 17 municipalities. Santol became a legitimate municipality in
1949. Following the conversion of Burgos and Bagulin into regular municipalities in 1962 and 1963,
respectively, the province now has 20 municipalities.

After sponsoring House Bill 7544 (An Act Converting the Municipality of San Fernando into a Component
City to be known as “City of San Fernando” on February 19, 1997, then-President Fidel V. Ramos signed
it into law. Finally, on March 20, 1998, the people of San Fernando demonstrated their resounding YES
in the plebiscite that ratified said Law, thus realizing the dream for San Fernando to become a city.

La Union at Present
La Union, is now home to 822,352 friendly and hospitable people (2020 Census of Population). La Union,
the most hospitable province in the Philippines, as well as the cleanest and greenest in Region I, has
maintained its position as one of the most business-friendly local governments in the entire country.
With a land area of 149,309 hectares and a population of 576 barangays, it is currently the
administrative center of Region I.

It provides a naturally occurring combination of seas and mountains, rivers and valleys, undulating hills
and terrains, and beautiful and magnificent panoramas. La Union is a home away from home where a
visitor can experience the sea of love, union, and concord.

The province offers a ready supply of educated, highly trained workers, computer-literate business
owners, managers, and professionals who value honesty, discipline, creativity, and hard work.

Regarding its geographic advantage, it is reachable by land, sea, and air travel, with world-class port and
customs facilities, as well as first-rate highways and bridges to and from Baguio City, the Hundred
Islands, the Lingayen Gulf, Vigan, Laoag City, Manila, and other points in the region. It is also a neighbor
to popular Countries like Hong Kong (520 km), Taiwan (620 km), Korea (300 000 km), and Japan (2,380
kms). It also serves as the Ilocos-Pangasinan Region's administrative hub.

Chapter 2 Provincial Profile | 15


As it opens its doors to both domestic and foreign tourists in the new normal setting, La Union is swiftly
coming back as one of the most popular tourist destinations in the North. The province is home to some
of the nation's top beaches particularly San Juan La Union, seashore mountain parks, a 10-hectare
botanical garden (the only one north of Manila), as well as a variety of cultural and historical attractions
that are available for year-round business and leisure travel. There are top-notch hotels, restaurants,
parks, museums, theaters, golf courses, sports and entertainment clubs, communication and convention
centers, and recreational amenities everywhere.

The province is blessed with a favorable climate of "endless summer" and has abundant agricultural and
mineral resources for the development of agro-industrial activities. San Fernando City Airport is ready to
be upgraded to the standards required for landing tourists and investors from the neighboring East
Asian countries. It also has well-maintained road networks and traffic-free roads and highways, an
adequate power system and supply, and excellent telecommunication facilities with telephone and
cellular services.

The province is well-served by enough commercial and financial organizations, prestigious educational
institutions that turn out top-notch graduates, and greatly enhanced health and medical facilities.

The province is known for its colorful and sturdy inabel blankets made on Ilocano looms, San Juan
pottery, Basi and Tapuy native spirits, fine shell crafts created by family businesses in Bauang, and Caba
bamboo furniture. Local industries are now thriving.

Most importantly, it is a recovering and resilient community of warm, cheerful, God-fearing, creative,
honest, kind, and hospitable people who are prepared to welcome and bring home tourists for a taste of
the Ilocano cuisine, basi toast, and hospitable accommodations.

Presently, Governor Raphaelle Veronica “Raffy” Ortega - David, the youngest and first female governor
of the Province, is directing the Provincial Government of La Union through the PUSO Agenda, which
places an emphasis on "Probinsyanihan," a collaborative engagement among the National and the
Provincial Governments, the Private Sector, and the people of La Union to achieve its vision to be the
Heart of Agri-Tourism in Northern Luzon by 2025. She was supported by his dynamic team, the
Sangguniang Panlalawigan headed by Vice Governor Mario Educardo C. Ortega, and backed by the
powerful combination of Congressman Francisco Paolo P. Ortega V of the 1st District and Congressman
Dante S. Garcia of the 2nd District, motivated by the dynamism of the lone city mayor and 19 municipal
mayors, the NGO’s and PO’s and inspired by the people, his very own constituents whom he had vowed
to serve and protect, there is no reason why La Union will not become a much better place to live in.

La Union is a first-class province and is now ISO 9001-2015 certified. It has a transformation agenda of
becoming the “Heart of Agri-Tourism in Northern Luzon by 2025”. To date, the province has introduced
various initiatives/strategies towards outcomes that have proven to promote sustainable development.

Geography
Location and Boundaries
La Union is located at the southwestern part of the Ilocos Region. The government seat is at San
Fernando City (the former capital town) which is 273 kilometers north of Manila and 57 kilometers from
Baguio City. It stretches over a length of 102 kilometers from north to south and falls within latitude of
16o 55” and longitude 120o 35”. It is bounded on the north and northeast by Ilocos Sur; on the south by
Pangasinan; on the east by Benguet; and on the west by the Lingayen Gulf and China Sea.

Land Area
Among the Ilocos provinces, La Union is the smallest in terms of land area with 149,309 hectares or
equivalent to 11.60 percent of the region’s 1,284,019 hectares which is about 0.5 percent of the total
land area of the country.

District I’s land area of 70,069 hectares is 46.93 percent of the province’s area and 5.46 percent of the
region’s area. The municipality of San Gabriel has the biggest land area with a share of 10.38 percent, or
15,500 hectares followed by San Fernando City (10,688 hectares) while Luna has the smallest area with
only about 3.01 percent.

16 | Chapter 2 Provincial Profile


Second District’s land area of 79,240 hectares which is 53.07 percent of the province’s area and 6.17
percent of the region. Bagulin has the widest area (14,762 hectares), followed by Aringay (12,207
hectares) while Sto. Tomas had the least (3,242 hectares). Refer to Table 1.

Political Subdivisions
The province accounts second least in terms of the number of municipalities and barangays in the
region. Under its jurisdiction is a lone city and 19 municipalities which is equivalent to 16.39 percent of
the region and 576 barangays accounting to 17.76 percent of the regions total.

The northern towns of Sudipen, Bangar, Luna, Balaoan, Santol, San Gabriel, Bacnotan, San Juan and San
Fernando City comprise the First District. The towns of Bagulin, Naguilian, Burgos, Caba, Bauang,
Aringay, Agoo, Tubao, Rosario, Pugo, and Sto. Tomas belong to the Second District.

Demographics
Population
The population of La Union was recorded at 822,352 persons based on the 2020 Census of Population
and Housing (CPH) as of May 1, 2020. The 2020 population of the province increased by 35,699 persons
as compared to the population of 786,653 in 2015; by 80,446 thousand compared with the population
of 741,96 in 2010; and by 164,407 compared with the population of 657,945 in 2000.

Population Growth Rate


During the period of 2015 and 2020, La Union's overall population grew by an average of 0.94 percent
per year or an average of 9 people added to the population of the province for every 1,000 people. In
contrast, the province's population increased at a faster rate, 1.12 percent, between 2010 and 2015
with the same picture observed in 2000-2010 (Table 2)

Population Density (per sq.km.)


The value of population density (people per square kilometer of land area) in La Union was 441 in 2000.
Over the past fifteen years this indicator reached the value of 526 or an increase of 85 persons in 2015.
Based on the Philippine Statistical Authority actual census of population for 2020, La Union reflects a
population density of 551 persons per square kilometer.

Urban Rural Population


Based on the 2020 PSA Census, of the total population of 822,352, twenty-one-point-one percent
(21.1%) resides in the urban areas while 78.90 percent are in the rural areas. This means that for every
100 residents 21 lives in the urban areas and 79 in the rural areas.

Household size
As of 01 May 2020, La Union had a total population of 822,352 persons. Of this total, the household
population comprised 99.75 percent or 820,343 persons. The total number of households is 205,034.
This reflects an average household size of 4 persons per household.

Language/Dialects
A total of 91.83 percent of the total population use Iloko/Ilocano as medium of communication, a slight
increase to 92.23% or 0.4% was observed during CY 2000. The rest use Kankanai/Kankaney/Kankanaey
(2.84 percent), Tagalog (2.63 percent) Pangasinan/Panggalatok (0.89), Ibaloi/Inibaloi (0.26) and the
remaining 1.15 percent uses other ethnic vernacular. Residents of the coastal barangays in the
Municipalities of Sto. Tomas and Rosario also speak Pangasinense while ethnic communities bordering
the Cordilleras speak Ibaloi or Kankanaey. Filipino and English remain to be the basic tool of instruction
in schools.

Religious Sects
The inhabitants of La Union as of CY 2000 are predominantly Roman Catholic comprising 86.71 percent
of the total population. About 2.42 percent are Iglesia Ni Cristo members while the Evangelical Church

Chapter 2 Provincial Profile | 17


and the United Church of Christ in the Philippines account for 2.31 percent and 1.64 percent,
respectively.

Ethnic Groups
In 1995 and 2000 the total population of the six (6) identified indigenous municipalities is 73,257. San
Gabriel of District I has the biggest share among the communities with 22.07 percent or a total of 26,
733 and the least number of indigenous is in Burgos with a total of 9,833.

Citizenship
In 2010 Census of Population records show that the majority of the household population in La Union
are Filipinos at 739,140; fifty-point thirty five percent (50.35%) of which are male and 49.65 percent are
female. American Citizens account for 0.09 percent of the total Household population; Indians at 0.016
percent, Canadians at 0.015 percent; Chinese at 0.014 percent and the remaining 0.195 percent are
citizens from different countries.

Employment and Economy


Labor and Employment
The PSA Estimated Labor Force Participation Rate for the province of La Union (15 years and over) is
62.70 percent of the total population. Using the PSA 2020 actual census of population, this percentage
reflects a total of 515,614 labor force. From this figure, 85.70 percent are gainfully employed while
14.30% are unemployed.

Labor and Employment Consumer Price Index


The overall consumer price index (CPI) in the province, which is an indicator for the
adequacy/inadequacy of supply for the basic commodities, went up to 115.20 from the level of 113.10
in 2019 or an increase of 2.1 points in 2020. With the ever-increasing prices, the consumer price index
reached its peak in December 2020 at 117.6

Inflation Rate
The province’s inflation rate decelerated to 1.86 percent as compared to its level a year ago of 1.16
percent. The deceleration was more apparent in food, beverages and tobacco (FBT). Despite the
increase in the inflation rate for fuel, light and water (FL&W) from 10.4 percent last year to 14.7 percent
in the year in review, its impact was diffused by the decline in food inflation due to sustained increase in
agricultural production throughout the year that helped keep food prices down

Poverty Incidence

The Province still remains as one of the least Poor Provinces in Region 1 and in the country. However,
the Province has not yet fully recovered from the impacts of COVID, with its Poverty Incidence is
significantly higher in 2021, than in 2018 (pre-pandemic), which is at 6.6% among Families and 9.3%
among population.

18 | Chapter 2 Provincial Profile


III
Financial Stability
Sector
1
CHAPTER III

Financial Stability Sector


Sectoral Framework
By the end of 2025, the Financial Stability Sector envisions La Union to be the haven of Sound Financial
Management. To achieve this, the Provincial Government will ensure that efficient financial resource
management is in place, which is the sector’s breakthrough and one of the support objectives of the
Province’s Agri-Tourism Road Map. Efficient financial resource management is seen as a necessary
condition to effectively implement the priority programs, projects and activities of the Province, which
are vital in the realization of the Province’s vision.

Among the strategies identified to ensure efficient financial resource management include the following:
(1) accelerate sustainable revenue generation; (2) guarantee effective and prudent budget planning and
allocation; (3) achieve optimal and responsible utilization of financial resources; and (4) enhance external
resource mobilization. The first three strategies were retained and lifted from the previous Sectoral
Framework as they were perceived as effective strategies in pursuing the sector’s breakthrough.
Meanwhile, the strategy to “enhance external resource mobilization” is an upgraded version of the
previous strategy which is to “foster linkages across sectors for a flexible fiscal space” to give emphasis
on the priority of the current administration, to engage in public-private partnership and to explore
other means to increase local revenues generated.

To accelerate sustainable revenue generation, the Provincial Government will also ensure efficient
collection of revenue, efficient assessment of real property units (RPUs) and taxable properties, and
efficient collection from the economic enterprises and other sources. This will be reinforced by good
financial planning, monitoring and evaluation to guarantee effective and prudent budget planning and
allocation.

To achieve optimal and responsible utilization of financial resources, the Provincial Government will
prioritize expenditure management, improve transparency in public finance, and enhance value for
money in the implementation of programs, projects, and activities. Lastly, the Province will strengthen
its partnership with line agencies and private sectors to enhance its external resource mobilization.
Sustaining and securing new and additional resources for the Provincial Government means more funds
to be utilized in the implementation of priority PPAs. Hence, this will result in a widened and increased
coverage of the said PPAs with more benefiting Kaprobinsiaan.

Moreover, having a competitive and sustainable economic growth and a transparent, accountable and
efficient government are the prerequisites to push through with the realization of the sectoral goals and
breakthrough as well as the attainment of the Sector’s vision.

Chapter 3 Financial Stability Sector | 21


Figure 3.1. Updated Sectoral Framework of the Financial Stability Sector

22 | Chapter 3 Financial Stability Sector


Goal 1: Accelerating Sustainable Revenue
Generation
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The Province was able to accelerate and sustain revenue generation efforts with collection efficiency
rate increasing from 103% in 2019 to 154% in 2021. This is supported by an increase in assessment of
RPU and taxable properties, efficient collection in economic enterprises and other local sources.
However, the sector is inhibited by the limited funding support to provide the necessary technologies to
develop, manage and secure financial and assessment systems. Table 3.1 shown below is the SWOT
Analysis for Goal 1.

Table 3.1. SWOT Analysis for Goal 1 Accelerating Sustainable Revenue Generation
STRENGTHS WEAKNESSES

• Increased tax revenue through • Limited funding requirement to technologies necessary


strengthening partnership and computers, device for field collection, devices to
coordination with the OPG-ICTU on house/manage systems (PTO)
digitalization of financial information • Absence of in-house data and collection and reporting
(PTO) management system software (PTO)
• Adjusted revenue rates by 2023 (PTO) • Limited knowledge on digital applications (PTO)
• Improved non-tax revenues thru • Increasing number of real property tax delinquency (PTO)
strengthened linkage with • Lack of PTO's intervention in local taxation policies (PTO)
stakeholders (PTO) • Branding and marketing of La Union District Hospitals as Local
• Attendance to capacity Economic Enterprises (LEE) (FSS)
development/trainings (PTO) • Lack of additional in-house Real estate, assessment, appraisal,
• Continuing capacity development to and tax mapping trainer to augment level 1 and level II
personnel for quality service delivery employees (OPAss)
upholding the PUSO ideals (PTO, • Lack of Real Estate Licensed Appraiser/Engineers with
OPAss) knowledge in mapping (OPAss)
• Continuing support for the revenue • No large format scanners and plotters for maps for e-filing
and collection strategy (OPAss)
implementation from the executive • Low specifications of computers especially for GIS/AutoCad
and the legislative mapping and insufficient computer desktop and laptops for
departments/committee (PTO) map output for processing (OPAss)
• Technically Knowledgeable in • Unstable internet connectivity of wireless backbone (OPAss,
Assessment and Appraisal Operations PTO)
(OPAss) • Duplicated Records due to multiple claimants with court cases
• Identified Lots projected in Google and adverse claims (OPAss)
Map and plotted maps by AutoCAD, • Non-existence of Hospital Business plan (PHO/DH)
TMCR and Reports (OPAss) • Uncalibrated hospital equipment (PHO/DH)
• Digital mapping, plotting capabilities • Leveling up of Organizational Structure (Streamlining of
and having LAN capabilities even Manpower) in the DHs (FSS)
having moderate internet capability
(OPAss)
• Connectivity of the Electronic Real
Property Taxation System (ERPTS)
with partner Departments and LGUs
and ready for cloud connectivity
(OPAss, PTO)
• Increase collection through increasing
number of payments of taxes, fees
and charges enforced thru strategic
measures (OPAss, PTO)
• Existence of specialized physicians to
perform medical, operating and
laboratory services (DH)
• Funding/Equipment Support from
donations/subsidy (DH)

Chapter 3 Financial Stability Sector | 23


OPPORTUNITIES THREATS

• Local Treasury Eligibility/trainings and • National and local policies in conflict, like, the taxability of the
education advancements for effective economic enterprises of the LGUs, and other income-
delivery of functions in the treasury generating which are intended only to recover in part/full the
services (PTO) cost-of-service delivery and or materials directly identified to
• Partnership to the income. (PTO)
payment/disbursement channels • Possible breach on data security and protection on
available in the market, looking outsourced systems, as well as external channels for collection
forward to introducing GCash to and disbursements amidst existence of Data Privacy Act.
expand online options (PTO) Developers claim no absolute guarantee to eliminate breach,
• Information Education Campaign therefore, requiring additional/contingency measures. Should
(IEC) thru multimedia platforms (PTO) be established and made available (PTO)
• Intervention to Hospital financial • No balance billing policy of PHIC (Sector)
management (including target • Services not covered in the PHIC Packages or outside of the
revenue setting) (Sector) package limit requires funding source availability. Non-
• Funding from domestic and foreign availability of fund source may as well affect other funds
financing/grant (Sector) available (Sector)
• Universal Health Care Law (Sector, • Licensing requirement without funding support from National
PHO) Government Agencies (Sector)
• Inventory of multiple tax declaration • Presence of many hospitals, lying-in and clinics in La Union
claimants (OPAss) (Sector)
• Legislative measures - Rep. Sandro • High Prices of Drugs and Medicines (Sector)
Marcos wants branches of Ph • Court litigation concerns on multiple tax declaration (OPAss)
Specialty Hospitals in Northern Luzon • Uncontrollable claims of taxpayers (OPAcc)
(PTO)
• Anticipated General Revision of
Schedule of Fair Market Values (ELA
TWG)

Objectives and Targets


The strong partnership and coordination of the Provincial Government with the Component LGUs,
National Agencies and Civil Society Organizations towards digitalization of financial information through
online, in-house, and outsourced systems shall aid in the faster assessment and collection operations.
Figure 3.2 shows the framework for Goal 1.

Figure 3.2. Framework for Goal 1 Accelerating Sustainable Revenue Generation

Targets to accelerate and sustain revenue generation were based on the estimates submitted to the
Bureau of Local Government Finance and other concerned agencies. Table 3.2 shows the updated
indicators, baseline and end of plan targets for 2025 for Goal 1.

24 | Chapter 3 Financial Stability Sector


Table 3.2. Scorecard for Goal 1 Accelerating Sustainable Revenue Generation
BASELINE END OF PLAN OPR
INDICATOR
2022 TARGET 2025

Objective 3.2.1 Efficient Collection of Revenue

Collection Efficiency Rate 100 100 PTO

Total Revenue Collection (with support breakdown) 3,357,313,283.38 3,302,187,724.93 PTO


(FY 2021 baseline)

Percent Locally Sourced Revenues to Total LGU 0.15 0.21 PTO


Revenue

Objective 3.2.2 Efficient Assessment of RPU and Taxable Properties

Real Property Tax Accomplishment Rate 100% 100% PTO - Actual


OPAss -
Target basis

Total Net Assessed Value 14,434,322,640.00 54,239,895,940.00 OPAss

Net Assessed Value for Agricultural Areas 2,267,294,640.00 4,665,183,370.00 OPAss

Net Assessed Value for Urban Areas 12,167,028,000.00 49,574,712,570.00 OPAss

Objective 1.3: Efficient Collection from Economic Enterprise and Other Sources

District Hospital Revenues 313,326,563.30 403,097,870.94 PHO & DH

Other Sources Revenues 50,000,000.00 50,000,000.00 PTO

Programs, Projects and Activities


Objective 1: Efficient Collection of Revenue
• Conduct of public auction activities, meetings with stakeholders, and RPTAR records
management. Proper data management and transparency shall aid in increasing the Provincial
Government’s revenue collection through publication of RPT Delinquencies, enabling policies,
and data reconciliations and analysis.
• Partner with Electronic Payment Gateway Providers for Digital Collections. The establishment
of E-resibo, E-bayad, Gcash and Link.Biz.Poral digital modes of payment shall not only save the
Provincial Government time and other resources, it also increases efficiency and guarantees
clients with hassle-free and contactless transactions.
• Increase stakeholder awareness and appreciation on taxation. Tax awareness campaign to
senior high students, tax symposium during Barangay General Assembly, Tax appreciation
campaigns, and recognition of Top 10 LGUs as partners in local taxations are among the
activities that were employed to cascade the importance of taxation and spread awareness on
related local ordinances.

Objective 2: Efficient Assessment of RPU and Taxable Properties


• Update Schedule of Market Values. The general revision of the Schedule of Fair Market Values
was done wherein 100% of SMVs for agricultural and urban lands were updated for taxation and
idle lands, new buildings, and new machineries were identified.
• Publication of Real Property Tax Delinquencies. List of tax delinquencies are published and
posted within designated bulletin boards to inform and update stakeholders of the needed
settlements to be addressed.
• Identification of New Road Openings, lots, and other properties for assessment and taxation.
Apart from these, taxable quarry sites, commercial sand and gravel sites were identified to
further expand coverage and improve the implementation of taxation processes in the Province.

Chapter 3 Financial Stability Sector | 25


Objective 3: Efficient Collection from Economic Enterprise and Other Sources
• Adjustment of rates, fees, and charges. The strong implementation of the Universal Health Care
law and the finalization of the hospitals’ business plans led to the identification of the needed
adjustments on the rates, fees, and charges since the hospitals are considered as local economic
enterprises of the Province.
• Business Planning and Rightsizing of District Hospitals. Restructuring the district hospitals
corresponds with the efficient business plan so it can profit more efficiently and meet updated
business objectives. Knowing domain; the level and structure of the organization's resources
and enhance the skills that contribute to the realization objectives and goals; competitive
advantage, aimed unique position that an organization develops in relation to its competitors;
and synergizing the effects of what is expected, due to the implementation of decisions and the
use of resource organization.
• Identifying PGLU Assets for Income Generating. With the consideration of the Full Devolution,
the PGLU is expected to deliver a more comprehensive programs and services to each
Kaprobinsian, thus in order to cope with the increase in program expenditure the strategy to
identify assets for rental purpose is recognized.
• Amendment of Revenue Code. Levy local taxes on banks and other financial institutions based
on gross receipts. Complying with the DOF provided guidelines Impositions under the taxing
power of LGUs for the purpose of raising revenues, e.g., real property tax, business tax and
other local taxes, Professional tax, Tax on business of printing and publication, Idle land tax
franchise tax and amusement tax and Tax on sand, gravel and other quarry resources

26 | Chapter 3 Financial Stability Sector


Goal 2: Guarantee Effective and Prudent Budget
Planning and Allocation
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The Province needs to improve on the provision of funding for programs planned in the Annual
Investment Program as of 2021, only 13.9% of the Investment Program have funding sources. Moreover,
with the implementation of the Integrated Financial Management Information System (IFMIS), the
sector projects improvement in link between plan-to-budget and procurement. Table 3.3 shows the
SWOT Analysis for Goal 2.

Table 3.3. SWOT Analysis for Goal 2 Guarantee Effective and Prudent Budget Planning and Allocation
STRENGTHS WEAKNESSES

• Conduct of coaching and mentoring • Low percentage of PPAs funded from AIP (General Fund)
session (PBO) (OPPDC, PBO)
• Transparency on the utilization of PPAs
(PBO)
• Monitoring of PPAs (PBO)
• Burn rate on expenditures (OPAcc)
• DBM review actions Operative in its
Entirety (PBO)

OPPORTUNITIES THREATS

• Implementation of FMIS (PBO) • Some PPAs requested by offices are not included in the
AIP (PBO)
• Change of PPA priorities (PBO)

Objectives and Targets


To guarantee effective and prudent budget planning and allocation, the Province will establish the link
of plan-to-budget procedures and provide regular monitoring and reporting of physical and financial
accomplishments for more transparency. Figure 3.3 shows the framework for Goal 2.

Figure 3.3. Framework for Goal 2 Guarantee Effective and Prudent Budget Planning and Allocation

Targets to guarantee effective and prudent budget and planning allocation focus on the percentage of
funded programs in provincial plans. This is to put emphasis on the importance of linking budget
priorities to targeted programs that will support the achievement of the Province vision. Table 3.4 shows
the updated Goal 2 indicators, baseline and end of plan targets for 2025.

Chapter 3 Financial Stability Sector | 27


Table 3.4. Scorecard for Goal 2 Guarantee Effective and Prudent Budget Planning and Allocation
BASELINE END OF PLAN
INDICATOR OPR
2022 TARGET 2025

Objective 3.4.1 Good Financial Planning, Monitoring and Evaluation

Percentage of Funded Programs, Projects and Activities from the AIP 17.25% 20% PBO

Percentage of Budget allocated to Strategic Activities 8% 35% PBO

Percentage of Budget allocated to Operational Activities 92% 65% PBO

Programs, Projects and Activities


Objective 1: Good Financial Planning, Monitoring and Evaluation
• Report percentage of funded operational and strategic PPAs. As a means to facilitate better
resource allocation, mobilization, and monitoring, the percentage of funded PPAs from the AIP
was determined as well as the percentage of the total budget which were allocated to such.
• Capacity Building Series for Provincial Government Offices on the Planning Cycle. With the
objective for a more harmonious and aligned planning and budgeting process, the series of
capacity building on the planning and budgeting process will be executed.

28 | Chapter 3 Financial Stability Sector


Goal 3: Achieve Optimal and Responsible Utilization
of Financial Resources
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Realizing the functions of financial management are equally important, especially highlighting fund
utilization. In 2021, we have an almost 77.80% utilization rate for strategic activities from 94% in 2020
from 100% in 2019 while the utilization rate for operational activities in 2021 is almost 98.84% from 63%
in 2020 from 95% in 2019. The decrease and increase in the year 2020 to 2021 is brought by the effect
of the COVID-19 pandemic. Full and Strict Compliance reached 100% with the Full Disclosure Policy and
Economy, Efficiency and Effectiveness of Programs, Projects, and Activities Implementation and
qualified opinion from 2019 to 2021. Table 3.5 shows the SWOT Analysis for Goal 3.

Table 3.5. SWOT Analysis for Goal 3 Achieve Optimal and Responsible Utilization
of Financial Resources
STRENGTHS WEAKNESSES

• Zero Outstanding Disallowance, suspension and • Lack of Manpower to conduct pre-audit of financial
charges as of Dec 31, 2021 (OPAcc) transactions (OPAcc)
• Timely remittances of BIR withholding taxes, • Slow procurement process of Hospital supplies
GSIS premiums, HDMF, LBP loans, PHIC, CBLU, (BAC/DH)
SSS, LUPGEMPC and Saranay (OPAcc) • Some of the PPAs in the AIP is not linked to the
• Updated reconciliation of cash accounts (OPAcc) LDIP (OPPDC)
• Strict monitoring of liquidation of cash advances • lack of manpower to conduct Value for Money
(OPAcc) audit (OPAcc)
• Presence of electronic accounting system • Data on desired results / post evaluation data (End
• COA qualified opinion (OPAcc) users)
• Availability of funds for timely payment of
financial obligations (PTO)
• Seal of Good Financial Housekeeping compliant
(OPAcc)
• Public Financial Management Assessment Tool
compliant (OPAcc)
• Existence of PGLU website where financial
documents are being published (OPAcc)
• Posting of scanned disbursement vouchers and
other financial documents in the COA Agency
Records Custodial Information System (ARCIS)
(OPAcc)
• Readily available financial data from Accounting
e-library (OPAcc)

OPPORTUNITIES THREATS

• Implementation of New Government Accounting • Obsolescence of software (OPAcc)


Manual for LGUs (OPAcc) • Late submission of financial documents by
• Electronic Procurement System opportunity implementing Offices for payment affecting
(LFC, BAC) utilization of funds. No basis to pay when Offices
• Incentives given by NGAs for complying do not process on time (PTO)
transparency in government financial • Mobilization issues like weather, force majeure
transactions (OPAcc) (FSS)
• Electronic means of reporting public finances
(OPAcc, PTO)
• Readily available assistance of COA (OPAcc, PTO)
• Readily available technical assistance in treasury
operations by the BLGF-DOF (OPAcc, PTO)

Chapter 3 Financial Stability Sector | 29


Objectives and Targets
An effective and efficient fund utilization enables the government in profit and wealth/returns
maximization, minimization of the cost of capital, improving savings and bettering its value. When funds
are optimally utilized, it really helps the government to grow and flourish in the long-term. Promoting
the achievement of three outcomes, the aggregate fiscal discipline, allocative efficiency, and the
government operational efficiency in ensuring that all programs are focused on results valuing
taxpayers' money and are aligned with the government's priorities and responsibilities to the
constituents. The availability of reliable, relevant, and timely information about the institutional
arrangements for public finance allows for the assessment of a government’s financial position and the
true cost and benefit of government activities. Figure 3.4 shows the framework for Goal 3.

Figure 3.4. Framework for Goal 3 Achieve Optimal and Responsible Utilization of Financial Resources

Targets to guarantee achievement of optimal and responsible utilization of resources focuses on


expenditure management, transparency measures and ensuring value for money in all government
transactions. It is based on required rates to be met in audit standards such as the Seal of Good Local
Government, among others. Table 3.6 shows the Goal 3 updated indicators, baseline and end of
plan targets for 2025.

Table 3.6. Scorecard for Goal 3 Achieve Optimal and Responsible Utilization of Financial Resources
BASELINE END OF PLAN
INDICATOR OPR
2022 TARGET 2025

Objective 3.6.1: Sound Expenditure Management

Issuance of Unqualified or Qualified Opinion Qualified or Qualified or OPAcc


Unqualified Opinion Unqualified Opinion

Timeliness of reconciliation and liquidation of Zero disallowance Zero disallowance OPAcc


Cash Advances and zero suspensions and zero suspensions
for the year ended for the year ended

Obligation Rate (Strategic) 77% 95% PBO

Obligation Rate (Operational) 98% 98% PBO

Disbursement rate (Strategic) 77% 92% OPAcc, PTO

Disbursement rate- (Operational) 81% 95% OPAcc, PTO

Sustained Compliance with Audit Findings 37% fully 95% OPAcc


implemented prior
years' audit
recommendations

30 | Chapter 3 Financial Stability Sector


BASELINE END OF PLAN
INDICATOR OPR
2022 TARGET 2025

Objective 3.6.2 Transparency in Public Finance

Full and Strict Compliance with the Full 100% Compliant 100% Compliant OPAcc, PTO
Disclosure Policy

Objective 3.6.3 Value for Money in the Implementation of Programs, Projects and Activities

Economy, Efficiency and Effectiveness of 313,326,563.30 403,097,870.94 PHO & DH


Programs, Projects and Activities Implemented

Other Sources Revenues 50,000,000.00 50,000,000.00 PTO

Programs, Projects and Activities


Objective 1: Sound Expenditure Management
● Automation of financial processes. The Integrated Financial Management Information System
(IFMIS) was done to drastically increase speed and efficiency as well as to minimize the
possibility of error. Among the modules that were automated were the APP-PPMP, Budget,
Accounting, Treasury, and Office of the Provincial Governor.
● Strengthen liquidation of cash advances. The liquidation of cash advances as well as the status
of cash advances were strongly monitored to ensure proper management of resources.

Objective 2: Transparency in Public Finance


● Maintain zero COA Disallowance and Suspension. The Provincial Government proved its
transparent and proper management of finances as no COA disallowance or suspension were
issued by the said agency.
● Uphold transparency through full disclosure of financial reports and fund utilization. The Trust
Fund Liquidation as well as the execution of PPAs by the concerned offices was strictly
monitored as a means to uphold proper fund utilization. Implementing offices who failed to
execute their identified PPAs were given notices and reminders.
● Provide public access to key information Financial documents were posted within three
conspicuous spaces as well as to the full disclosure portal to ensure that the public has proper
access to the said information. Scanned disbursement vouchers and other financial documents
were also submitted and posted to the COA Agency Records Custodial Information System
(ARCIS).

Objective 3: Value for Money in the Implementation of Programs, Projects and


Activities
● Strengthen project monitoring and evaluation. Post site visitations, inspections, and value-for-
money audits were done in order to determine whether the desired outputs of the projects
were attained within the set time frame.

Chapter 3 Financial Stability Sector | 31


Goal 4: Enhance External Resource Mobilization
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Collaboration with Real Estate Associations, Enforcement Agencies and other Government and Private
Institutions helped to fund and enhance various PPAs. In 2021, we have a total amount of
Php191,877,475.70 funding support from 4 Regional line agencies from Php154,064,614.68 in 2020 from
Php157,658,691.38 in 2019. Table 3.7 shows the SWOT Analysis for Goal 4.

Table 3.7. SWOT Analysis for Goal 4 Enhance External Resource Mobilization
STRENGTHS WEAKNESSES

● Established good working relationship with ● Only 1 PPP accomplished (Bauang Diesel Power
government agencies and private sectors (FSS) Plant) (FSS)
● Strong political will of our leaders to results- ● Lack of established policy/ordinance to
driven plans and programs. The execution and implement (FSS)
further evaluation of its impact to the community
and environment (FSS)
● Collaboration with Real Estate Associations and
Enforcement Agencies (OPAss)

OPPORTUNITIES THREATS

● Electronic disbursement system like LBP We ● Unstable connectivity deter/suspend activities


Access and PISO Pay (PTO) that shall affect timely response on issues and
● Conduct training on Assessment and tax Mapping concerns, report preparation and submission.
Operations with partner agencies (OPAss) Troubleshooting consumes extra time, effort and
other resources affecting other activities (OPAss)
● Hacking (OPAss)
● Lack of accredited speakers and available
speakers (OPAss)

Objectives and Targets


Established good working relationships with government agencies and private sectors,
partnered with the strong political will of our leaders to results-driven plans and programs and
enhancing external resources will help to improve the delivery of services to our Kaprobinsiaan.
Figure 3.5 shown below is the framework for Goal 4.

Figure 3.5. Framework for Goal 4 Enhance External Resource Mobilization

Targets to enhance external resource mobilization are based on anticipated partnership and funding
support from national agencies such as the Department of Health, Department of Agriculture,
Department of Energy, Philippine Charity Sweepstakes Office, PPP Center of the Philippines, among
others. Moreover, targets in Public Private Partnerships (PPPs) were also limited with the current

32 | Chapter 3 Financial Stability Sector


capacities of the Provincial Government to pursue PPPS. Table 3.8 shown below are the Goal 4
updated indicators, baseline and end of plan targets for 2025.

Table 3.8. Scorecard for Goal 4 Enhance External Resource Mobilization


BASELINE END OF PLAN
INDICATOR OPR
2022 TARGET 2025

Objective 3.8.1: Strengthened Partnership with Line Agencies and Private Sectors

No. of PPAs funded by external source 5 5 PBO, OPAcc,


PTO

Amount of funding support sourced from 175,489,050.60 110,000,000.00 OPAcc, PTO


PPAs funded by external source

No. of PPAs funded by external source 5 (DOH, DA, DILG, 5 (DOH, DA, DILG, PBO, OPAcc,
implemented DOE, PCSO) DOE, PCSO) PTO

No. of PPP Milestones Brief Introduction on To enter into one (1) LEEIPU, FSS
the PPP Process PPP Project

Programs, Projects and Activities


Objective 4.1: Strengthened Partnership with Line Agencies and Private Sectors
• Forge partnerships for better resource mobilization and complementation of efforts. Standing
as one of the identified developmental thrusts of the current administration, the establishment
of PPPs shall be one of the points of focus to meet funding gaps and provide an alternative
resource in implementing social and infrastructure projects by looking to forge new partnerships
with the line agencies and private sector.

Legislative Agenda
There are 14 Proposed Legislative Measures for the Financial Stability Sector which will be pursued for
the planning period.

Table 3.9. Legislative Agenda for the Financial Stability Sector


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED

1 Ordinance Providing for the Rules and Procedures Boundary Disputes SP, PLO, OPAss
in the Internal Settlement of Boundary Dispute.

2 Ordinance Institutionalizing the One Stop Shop Finance, Budget and SP, PSWDO, PBO,
Assistance Desk Appropriations PAcctg, PTO, PPDC,

3 PGLU Financial Assistance Code Finance, Budget and SP, PBO,PTO, OPAcc
Appropriations

4 Resolution on Procurement of Lots for Finance, Budget and SP, PPDO, PTO,
Government Use particularly for Housing, Sports Appropriation PBO,OPAss
Complex, Terminal Hub, Agri-Tourism Center, La
Union Culture and Arts Center and other
Government Infrastructure Purposes

5 Ordinance Amending the Sand and Gravel Ways and Means SP, PTO, PG-ENRO,
Ordinance of the Province of La Union PTO

6 Bantay Colorum Ordinance: Localization of Real Ways and Means SP, OPAss,

Chapter 3 Financial Stability Sector | 33


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED

Estate Service Act (RESA) in the Provincial


Government of La Union

7 Ordinance Amending the existing Top Performing Ways and Means SP, PTO
LGUs on Tax Collection to include the Top
Performing LGUs on Tax Assessment

8 Amendment of the Revenue Code Ways and Means SP, PTO, LFC, PHO,
PVO, OPAg, PPDC,
OPA

9 Ordinance Providing for the Rules and Standards, Ways and Means SP, OPA, PTO, PBO
in the Operation and Maintenance of PGLU Food
Concession, Pursuant to Book I, Title One,
Chapter 2, Section 18 of the Local Government
Code and for other Purposes.

10 Resolution for the grant of authority to Gov. for Ways and Means SP, PTO, OPA
the PGLU to enter into a Memorandum of
Agreement with G-XCHANGE, Inc. (GXI) to accept
and collect payment from PGLU client who are
registered to GCash and for their Scan to Pay
Service

11 Amendment of the Ordinance Approving the Ways and Means SP, PTO, OPAss
Schedule of Fair Market Value and Assessment
levels of all Real Property to include the proposed
schedule of fair market values for urban lands.

12 Ordinance to Conduct Public Auction Ways and Means SP, PTO, OPA

13 Ordinance for the Full Implementation of Ways and Means SP, FSS
Integrated Financial Management Information
System (IFMIS) through System Development
Meetings and Trainings of Updates and its
Operations

14 An Ordinance to Established a Public Private Ways and Means SP, FSS, LEEIPU
Partnership Section under LEEIPU to Strengthen
Partnership with Line Agencies and Private
Sectors

34 | Chapter 3 Financial Stability Sector


IV
Economic
Dynamism and
Competitiveness
1
Sector
CHAPTER IV

Economic Dynamism and


Competitiveness Sector
Sectoral Framework
The Economic Dynamism and Competitiveness Sector intends to contribute to the achievement of the
Province’s vision by ensuring that a competitive and sustainable economic growth is achieved by 2025.
To achieve this sectoral vision and breakthrough, the Provincial Government will pursue these sectoral
goals: (1) spur sustainable agri-tourism development; (2) foster conducive climate for tourism, trade and
industry; (3) sustain agricultural development through Agri-preneurship; and (4) accelerate strategic
development of disaster and climate resilient infrastructure. These goals were laid down as the core
objectives of the La Union Transformative Governance Roadmap in consideration of its vital role to the
realization of the vision for La Union to be the heart of agri-tourism by 2025.

Specifically, the Province identified sectoral objectives or strategies, which are necessary for the
attainment of these four sectoral goals. To spur sustainable agri-tourism development, PGLU will
develop its agri-tourism sites. Having more DOT-accredited farm tourism sites will attract more tourists
in the province. Meanwhile, in order to foster conducive climate for tourism, trade and industry, the
Province will bank on and pursue these particular strategies: (a) spur growth in investments and
economic enterprises, (b) improve access to business development services; (c) increase employment
opportunities; (d) expand access to industry-related trainings, capacity buildings and
enhancement/development programs; (e) encourage Innovation and digitization in business; (f)
Institutionalize tourism-related policy frameworks and support systems; (g) develop Competitive
Tourism Products; and (h) enhance Tourism Branding and Destination Marketing. Promoting local
economic development will encourage more local investments and will generate not just more
employment opportunities or higher level productivity jobs, but also decent work.

On the other hand, the Province will undertake these strategies to sustain agricultural development
through agriprenuership in the province: (a) sustain its high sufficiency level for its food requirements,
(b) increase income of farmers and fisherfolks, and (c) increase agri-based enterprises. Lastly, to
accelerate strategic development of disaster and climate infrastructure, PGLU will ensure that the travel
time, transportation costs, safety and convenience of the riding public provincewide will be reduced.
Infrastructure development is regarded as one of the foundations of sustainable development in the
province.

In contribution to the attainment of a sustainable and competitive economy in La Union, the Resilient
Communities Sector must accelerate human capital development while the Organizational
Accountability and Governance Sector will ensure transparent, accountable and efficient government.

Chapter 4 Economic Dynamism and Competitive Sector | 37


Figure 4.1. Updated Sectoral Framework of the Economic Dynamism and Competitiveness Sector

38 | Chapter 4 Economic Dynamism and Competitive Sector


Goal 1: Spur Sustainable Agri-Tourism Development
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The tourism sector has gained its strength with the increasing number of tourist arrivals since the
pandemic, a total of 76,874 tourists visited the province in 2021 compared to 31,795 in 2020. In terms of
DOT accreditation, 135 out of 211 or 64% of the establishments were already accredited. And there
were 2 tourism sites that have been developed, the rehabilitation and improvement of the access road
to Salapak Tunnel in Aringay and the Construction of Museo Ti Iloko (Phase I).

These achievements were attained through the efforts that have been made by the province, the
Tourism Development Plans were crafted by the component LGUs and was aligned to the vision and
mission of the province. Tourism Innovations like the Green Tourism Enterprise Program were
implemented to boost the competitiveness of the province. Likewise, promotional activities, branding
and marketing and tourist assistance desks were established to help in reviving the tourism industry.

With the vision of the province, tourism is one of its major priority thrusts. It remained strong due to the
engagement and partnership with different organizations and stakeholders. Even if there is a lack of
tourism facilities and Agri-Tourism assistance in the province, there is still an increase in tourist arrivals,
and it is due to the strategic location of the province in Region 1 and with the available access of
transportation. Tourism Branding and Destination Marketing is also one of the strong points that the
province has despite lack of plantilla positions in its components LGUS. With tourism planning, research
and information management, opportunities may rise, like an increase in stakeholders and partners to
support infrastructure projects and build tourism facilities. However, the increase in tourism and
economic activities may lead to threats in the environment and agricultural lands will be lessened due to
land reclassification or conversion.

Table 4.1. SWOT Analysis for Goal 1 Spur Sustainable Agri-Tourism Development
STRENGTHS WEAKNESSES

• Tourism as one of the major priority thrusts of the • Lack of tourism plantilla in component
administration (LUPTO) LGUs (Ms. Gongora)
• Strong engagement and partnership with tourism • Lack of policy frameworks to support
organizations and stakeholders (LUPTO) tourism (REBAP)
• Tourism Planning, Research and Information • Low functionality of tourism councils
Management (LUPTO) (Ms. Gongora)
• Tourism Branding and Destination Marketing • Absence of agritourism assistance in
(LUPTO) component LGUs (IBITS)
• Strategic Location Of La Union (Ms. Gongora) • Lack of family-oriented facilities and
• Accessibility (PPMC1) packages (LUPTO)
• Lack of tourism facility (LUPTO)
• Lack of water supply (IBITS)

OPPORTUNITIES THREATS

• Increase in IRA due to devolution (LUPTO) • Mass tourism (LUPTO)


• TRIPPC for Tourism infrastructure (LUPTO) • Saturation of carrying capacity of San
• Use of other infra such as ports (REBAP) Juan (LEEIPU)
• Partnership with other LGUs, Private Organizations • Environmental threat (sustainability)
(LUPTO) (LUPTO)
• Opportunity for MICE (LUPTO) • Illegal land conversion/reclassification
• Expansion of tourism influx (LUPTO) (LUPTO)

Chapter 4 Economic Dynamism and Competitiveness Sector | 39


Objectives and Targets
To achieve and sustain Agri-Tourism development, the province must strengthen its policies and support
systems to develop competitive Agri-Tourism sites. Sustainable Agri-Tourism development requires the
informed participation of all relevant stakeholders, as well as strong political leadership to ensure wide
participation. Sustainable tourism should also maintain a high level of tourist satisfaction and ensure a
meaningful experience to the tourists, raising their awareness about sustainability issues and promoting
sustainable tourism practices amongst them.

Figure 4.2. Framework for Goal 1 Spur Sustainable Agri-Tourism Development

Targets to spur sustainable Agri-Tourism Sites mostly concern indicators to measure the outcomes of
programs that focus on the improvement of Agri-Tourism sites.

Table 4.2. Scorecard for Goal 1 Spur Sustainable Agri-Tourism Development


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025

Objective 4.2.1 Developed Competitive Agri-Tourism Sites

Tourist Arrivals (Day Tourists) in Agri-Tourism Sites NDA 100,000 LUPTO

Number of DOT-Accredited Farm Tourism Sites 4 30 LUPTO

Percentage of Farm Sites Provided with Training and Technical LUPTO


NDA 75%
Assistance

Programs, Projects and Activities


• Develop tourism products for Agri-Tourism Sites. The Provincial Government will be providing
capital and loan assistance to owners of Agri-Tourism sites as a means of support in developing
and sustaining their respective farms.
• Capacitate Agri-Tourism sites with technical skills. As the number of Agri-Tourism sites
increases, owners shall be trained and will be provided with technical assistance to enhance
their knowledge as they grow and develop their farms.
• Reward and incentivize Agri-Tourism site development. To further promote agri-tourism
development in the Province, an ordinance institutionalizing a rewards and incentives program
for DOT-accredited agri-tourism sites is proposed which consequently encourages proprietors
to have their farms accredited.
• Market and promote Agri-Tourism Sites. Agri-Tourism Expos will be conducted to help
promote and advertise the Agri-Tourism industry in the Province. The Provincial Government
shall look to maximize all forms of media to effectively convey its agri-tourism efforts to the
key stakeholders.

40 | Chapter 4 Economic Dynamism and Competitiveness Sector


Legislative Agenda
Table 4.3 shows the priority agenda that will support the implementation of PPAs for Goal 1 Spur
Sustainable Agri-Tourism Development.

Table 4.3. Legislative Agenda for Goal 1 Spur Sustainable Agri-Tourism Development
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED

1 Tourism and Development Code of the Province of La Tourism SP, LUPTO


Union

2 Resolution Endorsing the Establishment of Sisterhood Tourism SP, LUPTO


Agreement with Singapore, Cebu City and Palawan

3 Ordinance Institutionalizing the Green Tourism Enterprise Tourism SP, LUPTO


Award in the Province of La Union

4 Ordinance Institutionalizing rewards and incentives to Tourism SP, LUPTO


DOT Accredited Agri-Tourism Sites

5 Ordinance Establishing the Tourism, Culture, and Arts Tourism SP, LUPTO, PEO
Support Infrastructure in the Province of La Union

Chapter 4 Economic Dynamism and Competitiveness Sector | 41


Goal 2: Foster Conducive Climate for Tourism, Trade
and Industry
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Trade and Industry showed positive trends in 2021 as there was an increase in investments generated
by the additional investments in services, manufacturing, tourism infra and new business registrations.
Number of registered businesses and MSMEs provided with assistance also increased. An increase in
registered business can be attributed to the satellite markets installed in barangays because of the
pandemic. The increase in MSMEs provided with assistance is due to the additional MSME promotion in
La Union. Likewise, 40% of LGUs have also streamlined BPLS to ease doing business.

Employment Rate showed an increase compared to 2020 data and was also higher vis-à-vis the 2021
target, while underemployment decreased but was higher compared to 2021 target. Illegal recruitment
cases and labor cases in the province decreased, but are still not able to meet the target of zero cases.
There is an increase in the Number of Assisted TVET graduates and Scholarship Program Beneficiaries.

A total of 789 students, 302 males and 487 females, were provided with career guidance. Student-
participants were educated and provided with knowledge on the topics discussed in the First Time
Jobseekers Assistance Act, Right of Workers, Importance and Objectives of the Career Service
Examination, Social Security System Membership and Benefits, and PhilHealth Universal Health Care.

With the emerging economy on trade and industry, one of the weaknesses that have been identified is
that the province still does not have a local product to represent La Union. But despite this, support
from the legislative through resolutions and ordinances are still being made and implemented to
provide services for trade, commerce, and industry. Capacity development and training to boost the
products of La Union are supported and they are gradually being known and identified to neighboring
provinces, thus, this may lead to strengthened and good partnership with other agencies and to the
private sector. With the ongoing global crises, upsurge in prices of commodities, fuel and other goods
and services may be a threat and may lead to the decrease in purchasing power of economic players.

Table 4.4. SWOT Analysis for Goal 2 Foster Conducive Climate for Tourism, Trade and Industry
STRENGTHS WEAKNESSES

• Establishment and strengthening of the • Need of Capability Development Training


Local Economic Enterprise and Investment especially in investment promotions, PPP
Promotions Office (LEEIPU, HOLCIM, projects (LEEIPU, HOLCIM, PPMC1)
PPMC1) • Lack of Information Dissemination regarding the
• Strong support of the Sangguniang Investments and Incentives, finalization of the
Panlalawigan in the passage of Investment Priority Areas (IPA) in the Province,
resolutions/ ordinances for the alignment of the province's IPA to the Strategic
implementation of programs and services Investment Priority Plan (SIPP) (LEEIPU, HOLCIM,
related to Trade, Commerce and Industry PPMC1)
(LEEIPU) • There is no local product yet to represent La
• There are many high-quality products of La Union (BM Balbin)
Union such as corns, chips, coffee, etc (BM
Balbin, PPMC11 )

OPPORTUNITIES THREATS

• Maintain good partnership with National • Small number of La Union made products which
Agencies such as DTI, PCCI, DOLE among are FDA registered. This can hamper the
others in the implementation of programs marketing of the products either local or abroad
and services (LEEIPU) (LEEIPU)
• Presence of an international Seaport and • Global Increase of Fuel (PPMC1)
Domestic Airport (PPMC1, HOLCIM) • Health Crisis or Pandemic (PPMC1)
• Opening of the TPLEX (LEEIPU) • Increasing energy and water costs (PPMC1)
• Creation of Law or Ordinance (PPMC1, • Importation that leads to oversupply of

42 | Chapter 4 Economic Dynamism and Competitiveness Sector


HOLCIM) commodities (HOLCIM)
• Proposed Bauang EcoTourism Zone • Increasing price of fertilizers (PPMC1)
(PPMC1) • Delayed construction projects due to lack of
• Identification of La Union outstanding skilled manpower in the province (HOLCIM)
products through collaboration with
LEEIPU, DTI and MSMED and
implementation of the La Union Labeling
and Branding Ordinance (BM Balbin,
LEEIPU))
• Water desalination projects, innovation/
solar energy projects and other renewable
energy projects (PPMC1, HOLCIM)
• Presence of Poro Point Freepoint Zones
(PPMC1)

Objectives and Targets


As we are recovering from the pandemic, economic development needs to be enhanced for financial
viability, productivity, and competitiveness of micro, small and medium-sized private sector enterprises,
resulting in increasing employment opportunities. Improvement of employment potential of individuals
is also important to increase benefits and opportunities in the informal and formal business sectors.

For the improvement and development of the economy, the province shall establish a conducive
environment and sound policies to encourage investment, innovation, and economic growth.

Figure 4.3. Framework for Goal 2 Foster Conducive Climate for Tourism, Trade and Industry

The PGLU aims to maintain and improve its consistent high rankings to these National Awards as a guide
and indicator of the developments in the Province’s economy. In order to promote a conducive climate
for tourism, trade and industry, the province shall work hard in promoting trade investments,
transparency and efficiency in the delivery of services to different sectors. Investments and economic
enterprise is also one of the targets to attain the goal, projects through PPP may help in achieving this
with the amount of investments that will be generated and job opportunities for the people in the
province.

Chapter 4 Economic Dynamism and Competitiveness Sector | 43


Table 4.5. Scorecard for Goal 2 Foster Conducive Climate for Tourism, Trade and Industry
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025

Objective 4.5.1 Growth in investments and economic enterprise

Total amount of investments generated PHP 5.9B PHP 6.829 B LEEIPU

Agricultural Investments PHP 325M PHP 432.58M LEEIPU

Tourism Investments PHP 63M PHP 83.85M LEEIPU

Agri-tourism investments PHP 3.4M PHP 5.45M LEEIPU

Number of DTI Registered Businesses Names 5,354 7,127 LEEIPU

Number of LGU Registered Business 10,278 13,680 LEEIPU

Percentage of E-BPLS Compliance (Ease of Doing 40% 100% LEEIPU


Business)

Objective 4.5.2: Improved Access to Business Development Services

Number of LGU OTOP Development workshops LEEIPU


20 20
conducted

Number of MSMEs provided with Business Development LEEIPU


4 7
Services

Number of businesses established in agriculture 812 1,080 LEEIPU

Number of businesses established in tourism 564 750 LEEIPU

Objective 4.5.3 Increased Employment Opportunities

Employment Rate 94.1% 95.5% LEEIPU


Agri- 0.39 Agri- 0.48

Underemployment Rate 14.70% 13% LEEIPU

Objective 4.5.4 Expanded Access to Industry Related Trainings, Capacity Buildings and Enhancement/
Development Programs

Number of participants/beneficiaries of PGLU sponsored


Trainings, Capacity Buildings and Enhancements/ 300 450 LEEIPU
Development Programs related to Economic Activities

Objective 4.5.5 Innovation and Digitalization in Business

Number of completed innovation milestones 2 5 LEEIPU

Objective 4.5.6 Institutionalized tourism-related policy frameworks and support systems

Number of Component LGUs with Functional Tourism 3 20 LUPTO


Councils

Number of LGUs with SB Approved Local Tourism 2 20 LUPTO


Development Plan

44 | Chapter 4 Economic Dynamism and Competitiveness Sector


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025

Number of Component LGUs with Permanent Tourism 3 20 LUPTO


Officer Plantilla Position

Number of Tourism Related Policies/Legislations 17 5 LUPTO


Enacted (this will be Legislative agenda Indicator)

Objective 4.5.7 Develop Competitive Tourism Products

Tourist Arrivals (integrated in tourism indicators for 76,874/97,293 500,000 LUPTO


analysis) (June 2022)

Number of New Tourism Products Developed New 5 LUPTO


(integrated in tourism indicators for analysis) Farm Tourism
Bike Tourism
Gastronomic
Tourism
Eco/Dive Tourism
Pilgrimage Tourism

Number of Existing Tourism Sites Developed (integrated 2/ 1 (June 2022) 8 LUPTO


in tourism indicators for analysis)

Objective 4.5.8 Strengthened Tourism Support Services and Compliance to Established Standards

Percentage of DOT Accredited Establishments 64%/60% (June 90% LUPTO


(integrated in tourism indicators for analysis) 2022)

Number of DOT Accredited Establishments (integrated 135/176 (June 250 LUPTO


in tourism indicators for analysis) 2022)

Average Tourist Satisfaction Rate (integrated in tourism 3 (satisfied) 4 LUPTO


indicators for analysis) (June 2022)

Number of Tourism Workers Trained with Filipino Brand 95 (August 2022) 150 LUPTO
of Service Excellence (this should be a PPA indicator)

Objective 4.5.9 Enhanced Tourism Branding and Destination Marketing

Number Tourism Related Marketing and Promotions New 15 LUPTO


Events

Percentage in Social Media and Digital Platforms New 60% LUPTO


Engagements (this should be part of Tourism)

Number of Tourism Collaterals Produced and Distributed New 5000 LUPTO


(this should be a PPA indicator)

Programs, Projects and Activities


Objective 1: Growth in Investments and Economic Enterprise
• Sustain and improve rankings in national awards. The Provincial Government strives to
maintain and even go up the national rankings in the two of the major good governance awards
across the country - the Philippine Chamber of Commerce and Industry’s (PCCI) Most Business
Friendly LGU award and National Competitiveness Council’s (NCC) Cities and Municipalities

Chapter 4 Economic Dynamism and Competitiveness Sector | 45


Competitiveness Index (CMCI). These awards cover major developmental aspects such as
economic dynamism, infrastructure, resiliency, and innovation which are key measures of good
governance.
• Spur economic growth through new investments. The La Union Investment and Incentives Code
(LUIIC) aims to attract new investments in the province to spur local economic development and
generate employment for the people of La Union. Through the LUIIC, the PGLU shall be able to
identify its Investment Priority Areas, locate the province’s investible locations, and available
resources, and attract potential investors to invest in the Province.
• Build connections and linkages. The Provincial Government aims to take part in local, regional,
national, and even international summits and conferences to open doors of opportunities to
build connections and linkages that can benefit the Province moving forward. These summits
and conferences are essential to attract investors, observe and absorb best practices, strategies
and innovations.

Objective 2: Improved Access to Business Development Services


• Develop and Promote Local MSME Products. Considering that the MSMEs play a large role in
growing the economy, various activities shall be conducted as a means to empower them and
promote their respective products for their growth and development. Among these are: SaLU-
SALO: Saluad La Union para Serbisio, Agri-turismo, Lako ken Oportunidad (Provincial Mobile
Agri-Tourism Market), Business Development Training and Market Matching activities. As part of
the One Town One Product (OTOP) program, the development and promotion of Coffee
products and the Establishment/Renovation of Pasalubong centers will be implemented.
• Provide livelihood assistance to vulnerable sectors. As we are still in the recovery phase of the
pandemic, this program aims to provide Livelihood Assistance to vulnerable sectors of the
community that were greatly affected by the pandemic. This project shall provide
starting/supplemental business packages to help recover these sectors.

Objective 3: Increased Employment Opportunities


• Increase employment generation and opportunities. The Provincial government shall provide
platforms, services and systems that help increase generation and advance the promotion of
employment activities in La Union. These platforms include the conduct of Jobs Fairs and
Caravans in partnership with local partner establishments. The services include special programs
for the employment of students, career and employment coaching, recruitment assistance to
employers and labor law compliance. Lastly, PGLU innovates and digitalizes the recruitment and
employment process by establishing systems such as the Jobs Portal, ManPower Registry
System and provision of Jobs Kiosk in key locations in the Province.

Objective 4: Expanded Access to Industry Related Trainings, Capacity Buildings


Enhancement/Development Programs
• Building and enhancing capacities. Capacity Building and enhancement for BPLOs, MSMEs,
PESOs and OFW Leaders/Migrant’s Desk Officers will help them to develop competencies and
skills that can make them more effective and sustainable. It will also allow them to do new
things and improve on what they are currently doing.
• Train and develop the Province’s workforce. The PGLU shall provide continuing training and
development to the province’s workforce specifically to the formal and informal workers,
displaced individuals, returning OFWs and their families. This program aims to equip our labor
force with up-to-date training on skills, employment, productivity, financial, and
entrepreneurship which consequently open new doors of opportunities for growth and
development.

Objective 5: Innovation and digitalization in business


• Capitalize on innovation in identifying new programs. With innovation now being part of the
major aspects of good governance, the PGLU ensures competitiveness through the
establishment of an investment, tourism and innovation hub in the province of La Union which
aims to provide potential investors access to the province’s investment portfolio. The Tourism
hub aims to provide tourists with information about tourist destinations, recreations and

46 | Chapter 4 Economic Dynamism and Competitiveness Sector


activities. The Innovation Hub aims to provide clients an avenue to develop their ideas and
projects as well as to assist them in the development and registration of their projects.
• Increase performance efficiency through digitalization. With the aim to promote the
digitalization of relevant information and key processes through Digitalization, the PGLU plans
to establish a Centralized Economic Data System that will gather all the information in one place
that is inclusive and accessible. This will result in better marketing to the potential investor of
investable areas in the Province. Together with this system, a Price Coordinating System and a
Business and Employment Database were also integrated to serve the needs of clients of this
sector.

Objective 6: Institutionalized Tourism-Related Policy Frameworks and Support


Systems
• Tourism-Related Policy Formulation and Implementation. The formulation of tourism-related
policy infusing the learnings brought about by the pandemic provided a paradigm shift in the
behavior of the tourist visiting La Union. To make the tourism policy relevant and cover the
tourist to be responsible, the Sanguninag Panlalawigan together with the LUPTO will formulate
and implement better policy in consultation with component LGUs. Strengthening of Tourism
Councils and Organizations is also part of the program because there is a low functionality of
Tourism Councils as part of the policy Incentive Program for Tourism-Oriented LGUs and LGUs
with Best Tourism Practices will continue.

Objective 7: Develop Competitive Tourism Products


• Tourism Product Development. The development and improvement of the tourism
infrastructure sites helps the PGLU address issues of lack of facilities and amenities. In support
of this, to increase the average length of stay of visitors in the Province, the PGLU needs to
improve its tour packages to attract more tourists.

Objective 8: Strengthened Tourism Support Services and Compliance to


Established Standards
• Competency Support Program for Tourism Industry Workers. This program aims to capacitate
tourism industry workers in the Province to enhance their skills and capabilities in the delivery of
service to guarantee high outcome performances.
• Strengthening of Tourism Services Standards Compliance of Tourism Enterprises. This program
entails tourism business enterprises to comply with the minimum standard for the operation of
facilities and services. With this, the PGLU aims to establish a mobile accreditation which
encourages non-compliant enterprises to be accredited to provide better services and meet its
clients expectations and needs.
• Strengthening of Tourist Assistance Services. To address and resolve issues in the different
tourism sites that tourists are encountering, the province will establish a Tourist Assistance and
Emergency Response Center in Major Tourism Sites along with the establishment of a 24/7
tourism hotline for PGLU and LGUs which will respond to queries and concerns of the tourists.
• Tourism, Culture, and Arts Support Infrastructure. Recognizing the talents and promoting local
artists in the Province, the PGLU aims to establish an infrastructure program which will help
artists to showcase their talents in contemporary arts. To achieve this, the construction of a
Tourism, Culture, and Arts Center is needed. This will also be an avenue to display their works
through exhibits.

Objective 9: Enhanced Tourism Branding and Destination Marketing


• Tourism Branding and Destination Marketing Program. Branding personifies the tourism
business of the PGLU which serves as a marketing strategy or tactic to provide quality and
unique image of the products of La Union along with the identification of tourist areas and
destinations in the Province. Further, activities of this program include; LGU Assistance for
Tourism Branding and Digital Marketing; Establishment of Partnerships and Networks for
Tourism Promotions and Marketing; Tourism Marketing and Promotional Expos and Events;
Tourism Marketing and Promotional Collaterals; and Improvement of Digital Tourism Marketing
Presence.

Chapter 4 Economic Dynamism and Competitiveness Sector | 47


Legislative Agenda
Table 4.6 shows the top priority agenda to achieve the Goal 2 Foster Conducive Climate for Tourism,
Trade and Industry.

Table 4.6. Legislative Agenda for Goal 2 Foster Conducive Climate for Tourism, Trade and Industry
NO. LEGISLATIVE AGENDA COMMITTEE OPR
IN-CHARGED

1 Draft Provincial Ordinance No. 420-2022 "An Trade, Commerce, and SP, LEEIPU
Ordinance Enacting the Revised 2022 La Union Industry
Investment and Incentives Code"

2 Resolution Authorizing the Governor to Enter into Trade, Commerce, and SP, LEEIPU
Memorandum of Agreement in the conduct of Industry
Micro, Small, and Medium Enterprise Bazaar and
Summit in the Province of La Union

3 Resolution for the Guidelines of Trainings for Trade, Commerce, and SP, LEEIPU
Micro, Small, and Medium Enterprises Members in Industry
the Province of La Union

4 Policy/Guidelines in Establishing Economic Trade, Commerce, and SP, LEEIPU


Enterprise (Revisit the Economic Enterprise Industry
Ordinance)

5 Resolution Requesting LEEIPU updates on the Trade, Commerce, and SP, LEEIPU
Formulation of IRR of Product Labeling Ordinance Industry

6 Ordinance on Provincial Livestock and its By- Trade, Commerce, and SP, OPVet
Products Marketing and Price Stabilization Industry

7 Resolution Authorizing the Governor to Enter into Trade, Commerce, and SP, LEEIPU, ICTU
Memorandum of Agreement in the establishment Industry
of Business and Employment Database in the
Province of La Union a Public Private Partnership
project between

8 Resolution Authorizing the Governor to Enter into Trade, Commerce, and SP, LEEIPU
Memorandum of Agreement in the establishment Industry
of Investment and Innovation Center in the
Province of La Union a Public Private Partnership
project between

9 An Ordinance institutionalizing the Investment Trade, Commerce, and SP, LEEIPU


Forum in the Province of La Union Industry

10 Ordinance Localizing the Special Program for Labor and Employment SP, LEEIPU
Employment of Students (SPES) in the Province of
La Union

11 Resolution encouraging Offices, Agencies and Labor and Employment SP, LEEIPU
Establishments to Open-Up and Consider Job
Opportunities for K-12 Graduates

12 Resolution reiterating the implementation of RA Labor and Employment SP, LEEIPU


10524 ( An Act Expanding the Positions Reserved
for Persons with Disability, Amending for the
Purpose RA No. 7277, As Amended, Otherwise
Known as the Magna Carta for Persons With
Disability) in the Province of La Union

48 | Chapter 4 Economic Dynamism and Competitiveness Sector


NO. LEGISLATIVE AGENDA COMMITTEE OPR
IN-CHARGED

13 Draft Provincial Ordinance No. 411-2022 entitled, Labor and Employment SP, LEEIPU
"An ordinance amending the Title and Section 3 of
Ordinance No. 191-2019 entitled: “Requiring All
Business Establishments Within The Territorial
Jurisdiction of the Province to submit the lists of
their Job Openings to the Provincial Government's
Public Employment Service Office (PESO) and the
PESOs of the component Local Government Units
(LGUs) where they maintain their principal offices”

14 Resolution enjoining LGUs to support the conduct Labor and Employment SP, LEEIPU
of Labor Education Seminar to establishments to
intensify compliance to labor laws and other
related issuances

Chapter 4 Economic Dynamism and Competitiveness Sector | 49


Goal 3: Sustain Agricultural Development through
Agri-preneurship
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Food sufficiency levels in all the major commodities were sustained to 100% to reach the food
requirements of the province. Rice commodity recorded 129 % sufficiency level in 2021 as compared to
131.00% in 2020. But for the sufficiency of the corn commodity, there is a decrease from 131% in 2020
to 171% in 2021. The sufficiency levels of all high value crops: legumes, fruits, root crops, commercial
crops, leafy and fruit vegetables were also higher when compared to their levels in the preceding year.
While for the fish commodity, the sufficiency level also decreased from 106% in 2020 to 103% in 2021.
Even though some commodities have decreased in their sufficiency level, their accomplishments were
still above the target.

As for the income of the agriculture sub-sector, a total of Php10, 791,786,542.00 was generated in 2021
and this came from rice, corn, high value crops and fisheries, as compared to 2020 which is
Php9,884,184,857.00 or an increase of 9.16%.

Despite the lack of a database for agriculture, the province still manages to have good food sufficiency
levels and be able to provide interventions to our farmers, fisherfolks and livestock raisers. Also, climate
change must be considered as it will be a threat in the production level and may affect the sufficiency
and prices of produce. But with the unforeseen effects of climate change, supply and production on
agricultural products may be affected, that is why, continuous capacity building, technical assistance and
support programs were still provided to farmers/fisherfolks to develop and teach them on different
technical know-hows for agriculture and veterinary services. With the formulated plans and
implementation of various programs, opportunities may escalate and support in the development and
infrastructure projects of the agriculture sector. Moreover, with the presence of partner agencies and
RA 7171, various programs were effectively and efficiently implemented and had helped a lot of
farmers/fisherfolk/livestock raisers.

Table 4.7. SWOT Analysis for Goal 3 Sustain Agricultural Development Through Agri-preneurship
STRENGTHS WEAKNESSES

• Provision of intervention (Seeds, Fingerlings, • Lack of database (monitoring and evaluation) (OPAG)
fertilizers, Irrigation support, post-harvest • Lack of processing centers (OPAG)
facilities) (OPAG) • Lack of training on value-adding and GMP (OPAG)
• Food sufficient (OPAG) • Opening of priority plantilla positions (OPAG)
• Capacity building, linkaging, and coordination • Lack of inputs and machineries (MFARMC)
with stakeholders (RBOs, NGAs, CSOs) (OPAG) 1. Fisherfolks
• Presence of technically competent personnel a. 1 capture fisheries (non-motorized banca,
(OPAG) marine engines, payao, lambaklad, fishing gears ,
• Availability of plantilla positions (OPAG) fish finders, GPS, life vest)
• Market matching (OPAG, LEEIPU) a. 2 aquaculture inputs (feeds, fertilizers,
• Capable pull of experts on fisheries (OPAG) fingerlings, supplies for net fabrication, water
• Active MFARMC's and trained Bantay Dagat pumps and hose)
(OPAG) a.3 post-harvest (marketing materials, display
• Existence of six (6) Animal Quarantine cabinets for dried fish, vacuum sealer, freezer,
Checkpoints (OPVET) desiccant
• Passage of Provincial Ordinance supporting 2. Farmers
Animal Quarantine Regulation (OPVET) b. 1. fertilizers,
• Provision of immunity against rabies (OPVET) b2. rice reaper combine harvester
• Support Program for the Genetic upgrading of b3. hand tractor
Large and Small Ruminants (OPVET) b4. multi-cultivator
b5. mechanical dryer, 4-wheel drive tractor, silage
machine, composting facilities, power sprayers,
provision of palay seeds and vegetable seeds)
• Lack of technical know-how of assigned LGUs
service provider (OPAG)

50 | Chapter 4 Economic Dynamism and Competitiveness Sector


• Unauthorized land conversion of agricultural lands
(OPAG)
• No local policy for providing logistic supports
(incentives and work benefits) (OPAG)
• Unfilled plantilla positions/disruption of animal
quarantine operation (OPVET)
• Low vaccination coverage (OPVET)
• Lack of trained Artificial Inseminator (OPVET)

OPPORTUNITIES THREATS

• Presence of technically equipped • Unpredictable production output due to climate


personnel (OPAG) change (OPAG)
• Increased allocation from the IRA due to • Veracity of information derived from beneficiaries
the implementation of Mandanas Ruling (OPAG)
(OPAG) • Prioritization of the agri-fishery sector (OPAG)
• Enhanced extension delivery thru PAFES • Conflicts which might result to supply chain
(OPAG) disruption (OPAG)
• Development of on-farm/learning sites • Price increase of commodities (OPAG)
or farm school activities (OPAG) • Unstable prices (OPAG)
• Private Public Partnership (OPAG) • Pre-enterprise (OPAG)
• Presence of RA7171 as source of fund • Occurrence of pest and diseases (OPAG)
(OPAG) • Approval of project proposal (OPAG)
• National agencies partner in providing • Expiration on the validity of ID's (OPAG)
counterpart source of fund (OPAG) • Funding source (OPAG)
• Filed Senate Bill No. 1919 or Bantay • Illegal entry of livestock along coastal areas of La
Dagat Welfare and Incentives Act (OPAG) Union (OPVET)
• Availability of qualified agri-fishery • Availability of funds (OPVET)
graduates (OPAG) • Occurrence of electricity brown-out which will
• Presence of associations/cooperatives affect the efficacy of vaccines (OPVET)
engaged in processing (OPAG) • Poor genetic makeup of breeders (OPVET)
• Filling up of plantilla positions (OPVET)
• Budget appropriation for implementation
(OPVET)
• Decrease incidence of Rabies (OPVET)
• Training of technical personnel (OPVET)

Objectives and Targets


Entrepreneurship in agriculture should be promoted to accelerate agricultural development. Innovations
and Modern Technology will help in the expansion and growth of the agriculture sector. Sufficiency level
of food requirements must be sustained as it will help in the increase in the income of farmers and
fisherfolks and the provision of basic food commodities to constituents.

Figure 4.4. Framework for Goal 3 Sustain Agricultural Development Through Agri-preneurship

Chapter 4 Economic Dynamism and Competitiveness Sector | 51


Sustained sufficiency level of food requirement can be attained if the food sufficiency level and
productivity level of crops is beyond its target and maintained, thus the food requirements that the
province needs will be sustained. As for the income of farmers and fisherfolks, baseline data and
previous accomplishment shows that it surpasses its target and has been increasing, and in connection,
it shows that farmers and fisherfolks growth rate in agriculture is also increasing. In order to achieve its
objective on agri-based enterprise, support to farmers must be thoroughly implemented so that they
will become successful agripreneurs. Innovative measures must be done to help them in endeavoring
and achieving better support and development.

Table 4.8. Scorecard for Goal 3 Sustain Agricultural Development Through Agri-preneurship
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025

Objective 4.8.1 Sustained Sufficiency Level of Food Requirements

Food Sufficiency Level (Rice Corn, Fruits, Rootcrops, OPAg,


Vegetables, Legumes,Meat and Fishery) % OPVet

Rice 129 135

Corn 117 123

Fruits 185 213

Vegetables

Rootcrops 379 436

Leafy VEgetables 392 452

Fruit Vegetables 291 336

Legumes 108 123

Spices 60 69

Fishery 103 105

Beef 123 142

Carabeef 184 213

Pork 87 101

Chevon 164 190

Poultry 293 339

Productivity level (tons/ha) OPAg

Rice

Irrigated 5.44

Rainfed 4.87

Corn 5.6

Yellow Corn 6.3 5.02

52 | Chapter 4 Economic Dynamism and Competitiveness Sector


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025

White Corn 4.18

High Value Crops 6.49

Legumes 1.5 4.3

Fruit Vegetables 19.48

Leafy Vegetables 10 1.55

Fruits 15.16 20.05

Rootcrops 14.84 10.3

Fisheries 15.61

Municipal Fishing 2.74 15.27

Communal Fishing 1.05

Aquaculture 8.31 2.75

Objective 4.8.2 Increased Income of Farmers and Fisherfolks

Average Increased Income of Farmers and Fisherfolks OPAg,


Quarterly/Annual OPVet

Farmers 188,531.27 218,248.51

Tobacco 228,447.39 232,802.76

Virginia 39,398.16 40,591.96

Burley 126,437.75 127,702.13

Native 62,611.48 64,508.67

Fisherfolks 99,772.62 115,499.28

Average Income of Farmers on Livestock 55,846.03 64,648.75

Employment in Agriculture Growth Rate 0.39 0.48 OPAg,


OPVet

Objective 4.8.3 Increased Agri-based Enterprises

Increased Agri-Based Enterprises 9 24 OPAg


peanut-2 (5 Additional)
mango -1 onion-1
cassava - 1 salt - 2
mungbean - 1 bagoong - 1
seaweeds - 2 ube - 1
banana - 1
sugarcane - 1

DOT Accredited Agri-tourism Sites 9 15 OPAg

ATI accredited Learning Sites 2 4 OPAg

Chapter 4 Economic Dynamism and Competitiveness Sector | 53


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025

Number of Agri-based MSMEs 28 37 OPAg

No. of Completed Agri-preneurship Development new OPAg


Milestone

a. Concept Paper OPAg

b. Meeting conducted (internal and external) 4 OPAg

c. Capacity building program for stakeholders 2 OPAg

d. No. of agri-enterprise in operation 20 20 OPAg

Programs, Projects and Activities


Objective 1: Sustained Sufficiency Level of Food Requirements
• Captured Fisheries Program. The fishery sector plays an important role in sustaining food
sufficiency level, but it is considered one of the vulnerable sectors, hence, PGLU through this
program will enhance the captured fish production with the objective to increase their income.
This includes the production of quality and sufficient fingerlings.
• Aquaculture Support Program. This program aims to help fisherfolks and fishpond operators
by providing them with aquaculture inputs like materials for fish cages fabrication, fish seeds,
fertilizer/enzymes, and machinery to help out on the breeding, raising and harvesting of fish,
shellfish and aquatic plants. This also re-enforces skills of these fisherfolks, capacity building and
training for aquaculture and package of technologies were proposed in this program.
• Agricultural Support Production Services. Agriculture production plays a vital role in a province,
it is the backbone of the economic system for development. It provides food, materials, a source
of livelihood and employment opportunities. This program encompasses production support,
research and extension, post-harvest, marketing support, and capacity for the farmers with the
goal to increase their production rate.
• Agri-Fishery Post-Production and Processing Support Program. This program aims to give
amenities for the proper handling and processing of products by providing storage facilities,
processing centers, packaging materials and equipment to associations.
• Animal Quarantine Regulatory Services. As mandated by the Local Government Code and
supported by Provincial Ordinance on Animal Quarantine Regulation, this program will be
continuously implemented to ensure the protection of our constituents against animal emerging
and re-emerging livestock diseases. This service will be strictly enforced to achieve the goal as
authorized by the statutory law.
• Agricultural Innovations. As PGLU aims to be the heart of agri-tourism in Northern Luzon by
2025, innovations will be integrated into the agricultural systems and procedures. Among the
identified agricultural innovation projects that will be cascaded to component LGUs once the
procedure was finalized are Hydroponics and Aquaponic Systems and Smart Greenhouses.
• Agriculture Mechanization and Digitalization Program. Supported by RA 10601 or the Agri-
Fishery Mechanization Law, the program will provide farm and fisheries equipment in
partnership with the Department of Agriculture. While the Agri-Digitalization will attempt to
database the information profile of farmers or the Agri-Registry of the Province to better serve
them in the right agriculture intervention and this will also be used for monitoring and
evaluation purposes.
• Livestock Upgrading Program. The development of technology in the livestock industry
continues to evolve, and the PGLU will capitalize on this technology and thus the
implementation of this program. Artificial Insemination Project and Swine Multiplier Project will
be implemented in the three years to further contribute to food sufficiency.

54 | Chapter 4 Economic Dynamism and Competitiveness Sector


Objective 2: Increased Income of Farmers and Fisherfolks
• Alternative Livelihood Programs for Fisherfolks and Livestock Raisers. This program will provide
capacitation to fisherfolks and livestock raisers on value-adding, livestock raising, solar salt
production, and skills training (welding, automotive, carpentry, fiberglass boat making,
cosmetology, therapy) to help them increase their source of income.
• Clustering Approach of High-Value Commodities. To help farmers and fisherfolks increase their
income, promotion of production for High-Value Crops through establishment of clustered areas
for peanut, mungbean, coffee and onion is proposed. Likewise, a multi-species hatchery and
aquaculture facility is also aimed to be established to contain, grow or hold fish for later harvest.
And since rabbit is an emerging commodity, capability training rabbit meat processing training is
proposed for women as this may be a source of income for them.

Objective 3: Increased Agri-based Enterprises


• Capability building for Agri-Fishery Entrepreneurs. Leveraging the effect of tourism goals, this
program aims to capacitate entrepreneurs on product development, processing, packaging and
labeling, GMP, Food Safety, and Financial Management to cater to the ‘pasalubong’ needs of the
tourists of La Union. Assistance to existing farm schools and emerging learning sites will also be
implemented to help in the development of on-farm/learning sites or farm school activities that
are also included in the Program.

Legislative Agenda
Table 4.9 shows top priority agenda to achieve the Goal 3 Sustain Agricultural Development Through
Agri-preneurship

Table 4.9. Legislative Agenda for Goal 3 Sustain Agricultural Development


Through Agri-preneurship
NO. LEGISLATIVE AGENDA COMMITTEE OPR
IN-CHARGED

1 Ordinance Institutionalizing Agricultural Digitalization In The Province Of Agriculture and SP, OPAg
La Union, Appropriating Funds Thereof And Ardently Requesting Support Aquatic
Of Its Component City And Municipal Agricultural Offices To The Resources
Program

2 Ordinance Reviving The Kadiwa System In The Province Of La Union And Agriculture and SP, OPAg
Mandating The Establishment Of Elyu Agri-Trading Centers And Or Elyu Aquatic
Agri- Products Mobile Market By Local Government Units Of The Resources
Province Of La Union

4 Institutionalizing Clustering Approach in all component LGUs Agriculture and SP, OPAg
Aquatic
Resources

5 Establishing the Multi-species hatchery and Aquaculture Facility Towards Agriculture and SP, OPAg
Fish Sufficiency Aquatic
Resources

6 Amendment of Provincial Ordinance No. 256-2020 Mandatory Agriculture and SP, OPVet
Registration of Hog Raisers and/or Backyard Farm Owners in All Aquatic
Barangays in the Province of La Union and Requiring All Barangays to Resources
Maintain and Regularly Update List of Registered Hog Raisers and
Backyard Farm Owners (to include all livestock commodities)

7 Amendment of Provincial Ordinance No. 02-2002 An Ordinance Agriculture and SP, OPVet
Providing for Animal Quarantine Regulations to Prevent the Entry and Aquatic
Spread of Communicable Diseases of Livestock, Poultry, Meat and its By Resources
Products and Guidelines for its Implementation in the Province of La
Union (update the provisions from recent administrative orders,

Chapter 4 Economic Dynamism and Competitiveness Sector | 55


NO. LEGISLATIVE AGENDA COMMITTEE OPR
IN-CHARGED

memorandum circulars and penalties)

8 Resolution Authorizing the Governor to Enter into Memorandum of Agriculture and


Agreement with Fuel Companies for the Fuels Subsidies for motorized Aquatic
bancas operators Resources

9 Ordinance Localizing the Implementation of Section 14 of RA 10068 Agriculture and SP, OPAg
Organic Agriculture Act of 2010 Aquatic
Resources

10 A Resolution for the policy guidelines of SP Ordinances 104-2016, Agriculture and SP, OPAg
entitled: "An Act Requiring Every Household in the Province to Maintain Aquatic
Year-Round Backyard Garden of Herbs, Vegetables and Ornamental Resources
Plants" and 197-2019 entitled: "Institutionalizing the Organic Gulayan sa
Barangay for Healthy Living Project"

11 Ordinance Institutionalizing an Integrated Coffee and Cacao Industry Agriculture and SP, OPAg
Development Plan in La Union (includes establishment of accredited Aquatic
nursery, incentivizing local businesses in the utilization of locally Resources
produced cacao and coffee, etc)

12 Adopting/ Localizing Cooperative Code of the PH (RA6938 & RA9520) Cooperatives SP, OPAg

13 Institutionalizing the La Union Cooperative Development Council Cooperatives SP, OPAg

14 Resolution Encouraging the Establishment of Municipal/City Cooperative Cooperatives SP, OPAg


Development Council in every Municipality/City in the Province of La
Union

15 Ordinance Requiring All Accredited Cooperatives in La Union to Submit Cooperatives SP, OPAg
Annual Community Development Program

16 Streamlining the Cooperative Accreditation in the Province of La Union Cooperatives SP, OPAg

56 | Chapter 4 Economic Dynamism and Competitiveness Sector


Goal 4: Accelerated Strategic Development of
Disaster and Climate Resilient Infrastructure and
Comprehensive Transport System
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Enhanced strategic infrastructure programs and activities were implemented in the province where it
has completed 22 projects amounting to P242,105,845.58. Construction, rehabilitation and
improvement of roads is one of the main programs for infrastructure to address the gaps for the major
industries. The province implemented 36 FMR projects, nine of which started in 2020 while the
remaining 28 projects started in 2021. All these projects were funded under RA 7171 except for the
PRDP funded Parasapas project that has a bridge component. The completed projects developed 30
different FMR networks in the province. The total project cost for the construction, rehabilitation and
improvement of the 11.148 kilometers total road length of FMRs was P225,597,249.82

Also, 3 irrigation projects, 3 post-harvest processing centers, and 20 farmers' multi-purpose centers
were completed. These irrigation systems will help the local farmers sustain the quality of their crops
and address their problem on water supply.

Even if there is a decrease in funds due to the pandemic, the province ensured the continuous
rehabilitation, improvement/upgrading and maintenance of roads, bridges and other infrastructures.
With these projects that have been implemented, opportunities still escalate especially on the
construction of the Transport Terminal and Sports Complex. Also, there is an active participation of
transport groups and strong coordination with concerned line agencies with respect to the
implementation of public infrastructure.

Table 4.10. SWOT Analysis for Goal 4 Accelerated Strategic Development of Disaster and Climate
Resilient Infrastructure and Comprehensive Transport System
STRENGTHS WEAKNESSES

• Continuous rehabilitation, • Lack of funding requirements and technical


improvement/upgrading and maintenance of personnel (PEO)
roads, bridges and other infrastructures (PEO) • Local funding requirements and unavailability
• Presence of adequate public utility of transport terminals; absence of baseline
transportations (PEO, PPDO) data on transport related indicators; traffic
• Available site for women’s center project (PEO, congestion in some LGU's of the province
PSWDO) especially in the growth areas (SFC, Bauang,
• Availability of sports enthusiasts and known Agoo, Rosario, etc.,) (PEO, PPDO)
athletes to excel in their field (PEO, PPDO) • Local financial requirements (PEO, PSWDO)
• Availability of urban planner consultant (PEO) • Financial requirements and unavailability of
site for the establishment of sports complex
(PEO, PPDO)
• Lack of monitoring in the quality of
construction of Farm to Market Road (IBITS)
• Low aesthetic support/input to infra designs
(PPDO, LUPTO)
• Insufficient trading center and cold storage
facilities (Ms. Gongora)

OPPORTUNITIES THREATS

• Strong coordination with concerned line • Presence of problems/issues arising from road
agencies with respect to the implementation of right-of-way concerns; brain drain (PEO, PPDO)
public infrastructure (PEO, PPDO) • Lack of IEC from national government agencies
• Active participation of transport groups in the on their initiated PPA's including policies and
preparation of public transport La Union Public guidelines to the concerned stakeholders (PEO,
Transport and Route Plan (PEO, PPDO) PPDO)

Chapter 4 Economic Dynamism and Competitiveness Sector | 57


Objectives and Targets
The provincial roads play a vital role in the movement of people and goods and are used for inter-
municipality travels. The proximity of these provincial roads to the agricultural centers as well as their
interconnection with the farm-to-market roads and barangay roads makes them a more viable option to
be used for economic purposes.

Improving the access to tourism sites, can result in a possible influx of tourists, thus creating more
opportunities for local business establishments in the province. Aside from improving access leading to
tourism sites, PGLU also looked into improving heritage sites that will help create a more diverse
tourism site options for tourists and will also help showcase the culture of the province.

Figure 4.5. Framework for Goal 4 Accelerated Strategic Development of Disaster and Climate Resilient
Infrastructure and Comprehensive Transport System

Agriculture remains to be the main economic driver and income generator of the people in La Union, in
this regard, the province funded various projects like construction of Farmer’s Multi-Purpose Centers,
establishment of Irrigations and Post-harvest facilities. These infrastructures cater to the various needs
of farmers as well as empower them not only to become producers of raw materials but also to become
processors as well.

Farm-to-Market Roads (FMR) also contribute to the movement of people and goods within the province
especially in the far-flung or hard to reach areas. Given its immense impact to the agricultural and
tourism sectors, the Province continued to prioritize the construction of new FMRs and access roads
leading to tourism sites.

Table 4.11. Scorecard for Goal 4 Accelerated Strategic Development of Disaster and Climate Resilient
Infrastructure and Comprehensive Transport System

BASELINE END OF YEAR TARGET


INDICATOR OPR
2022 2025

Objective 4.11.1 Reduced Travel Time, Transportation Costs, Safety and Convenience of the Riding Public

Number of LGUs with Approved 0 21 PPDO


LPTRP

Upgrading of Unpaved Provincial 1.46% of provincial road 0.00% of provincial road PEO
Roads unpaved unpaved

Rehabilitation/Improvement of 2.991 Km of provincial roads 3 km paved provincial road PEO


Provincial Roads Rehabilitated/Improved rehabilitated/Improved

58 | Chapter 4 Economic Dynamism and Competitiveness Sector


BASELINE END OF YEAR TARGET
INDICATOR OPR
2022 2025

Maintenance of Provincial Roads & 34% length of provincial roads 30% length of provincial PEO
Bridges and 330 li.m. bridges maintained roads and 35 li.m. of
bridges for maintenance

Addressed Infrastructure Gaps in 3 access road paved 1 access road paved PEO
Major Industries and other Social
Infrastructure

1 irrigation projects completed; 4 irrigation system OPAG


1 post-harvest processing center rehabilitated/ constructed;
completed; 1 post-harvest processing
7 FMPC completed center constructed;
6 FMPC completed

No. of completed agri-tourism 6 processing Center projects 2 Processing Centers PEO


infrastructure milestones completed, 1 Eco-Tourism constructed
project developed

Programs, Projects and Activities


• Maintenance of provincial roads and bridges in fair to good condition. In order to preserve
roads, regular maintenance will be conducted to provincial roads and bridges. In order to
properly implement said program, there should be a proper and correct assessment and audit to
address cracks, potholes, and drainages following the schedule and strict implementation of
activities.
• Upgrading of unpaved provincial roads. In order to ease the growing problem of traffic
congestion, gravel roads will be upgraded to concrete or asphalt to provide smoother and safer
roads to motorists.
• Rehabilitation and improvement of poor to bad provincial roads. Implementation of road
rehabilitation will address the major defects like bumpy and crack roads. Likewise, upgrading of
amenities, drainage/slope protection, widening of carriageway and provision of bike lanes are
also part of this program .
• Integrated Transport Terminal (Border, Localized); Promotion of Public Utility Vehicle
Modernization Program (PUVMP). Establishing a transport terminal provides security and
comfort for travelers and this will entice more tourists. A pre-feasibility will be made for review
and analysis of the benefits that may help in the economic growth of the province. Likewise,
PUVMP is already underway nationwide, for the province of La Union it includes the following:
(1) proposing a new multi modal land transportation terminal and localized bus/puj terminals
for LGUs (2) proposing additional road safety features and signages (3) promoting to the LGUs
the completion of their LPTRPs based on the agreement, orders and issuances.
• Sports Development Program. This program aims to empower youth and develop young
athletes for national and international events. The construction of a Sports Complex will provide
a venue for multidisciplinary sports activities of the province and will help in the promotion of
health.

Chapter 4 Economic Dynamism and Competitiveness Sector | 59


Legislative Agenda
Table 4.12 shows top priority agenda to achieve the Goal 4 Accelerated Strategic Development of
Disaster and Climate Resilient Infrastructure and Comprehensive Transport System

Table 4.12. Legislative Agenda Goal 4 Accelerated Strategic Development of Disaster and Climate
Resilient Infrastructure and Comprehensive Transport System

NO. LEGISLATIVE AGENDA COMMITTEE OPR


IN-CHARGED

1 Ordinance/Resolution Adopting the LTPRP of the Province of La Union Transportation SP,


OPPDC

2 Establishment of a Transport Management Office especially in Urban LGUs in Transportation SP,


the Province (Agoo, Rosario, Bauang, San Juan, Bacnotan, Naguilian, City of OPPDC
San Fernando)

3 Ordinance/resolution institutionalizing the establishment of transport hub in Transportation SP,


the province of La Union OPPDC,
PEO

60 | Chapter 4 Economic Dynamism and Competitiveness Sector


V
Resilient
Communities
1
Sector
CHAPTER V

Resilient Communities Sector


Sectoral Framework
Taking off from the tagline of the Provincial Government of La Union, “We do all these because we love
La Union and everything we do is for the love of La Union”, the Resilient Communities Sector envisions
La Union to be Home of Empowered and Resilient People by 2025. This will be achieved by pursuing the
Sector’s Breakthrough, which is accelerating Human Capital Development in the province. Notably, the
Sector’s vision is captured as one of the four core objectives of the La Union Transformative Governance
Roadmap. Hence, this means that the Resilient Communities Sector plays a vital role in the achievement
of the overall breakthrough, which is to leverage on tourism to improve competitiveness and quality of
life.

Further, to realize the Sector’s Vision and Breakthrough, nine sectoral goals were determined, namely:
(1) improved access to affordable and safe housing; (2) proportional access for vulnerable sectors (3)
enhanced Integrated health service delivery; (4) improved quality and basic education for all; (5)
preserved and promote culture and traditions; (6) Uphold the safety and liberty of citizens; (7) intensify
disaster risk mitigation, prepared and response; (8) maintained ecological integrity; and
(9)accelerated strategic development of disaster and climate resilient infrastructure.

For the Housing Sub-Sector, the Province intends to improve access to affordable and safe housing by
assisting its displaced households and informal settlers. In addition to the Local Shelter Plans (LSPs) that
are being prepared by its components LGUs, PGLU will also craft its respective LSP. As of 2021, there are
already seven LGUs with LSPs (Bangar, Santol, Sto. Tomas, Agoo, Naguilian, Bauang, and Caba).

In order to provide proportional access for the vulnerable sector, the Provincial Government will
expand the social insurance coverage to ensure that more Senior Citizens will be served by its Social
Pension for Indigent Senior Citizens Program. PGLU will also continue to pursue its initiatives on
improving the access to social welfare services especially in ensuring continuity in child development,
empowering the youth and women, enabling the persons with disabilities, and enhancing its social
services for the Senior Citizens, Women and children, Youth, Indigenous Peoples, and Local
Entrepreneurs, among others. Moreover, the Provincial Government will also promote human rights
provincewide to ensure that swift and fair administration of justice is attained in the medium-term.

In contribution to the achievement of the Sustainable Development Goal No. 3, which is good health
and well-being - Ensure healthy lives and promote well- being for all at all ages, and to guarantee that
human capital and social development is promoted in the province, PGLU will further enhance its
Integrated health service delivery by improving the overall health of the community especially the well-
being of mothers, infants and children, prevent and control communicable diseases, promote healthy
lifestyle among the Kaprobinsyaan, reduce mental-health related suicide cases, expand the access to
public health services, ensure adequate human resources for health, continue the implementation of its
programs for reproductive health and safe water and sanitation, protect the health of animals and
people, and sustain the operations of its five District Hospitals and the La Union Medical Center. This
entails that substantial increase in health financing will be prioritized by the Province.

On the other hand, PGLU will also ensure the attainment of an improved quality and basic education for
all in the next three years. This is both in support to the achievement of the SDG No. 4, Quality
Education – ensuring inclusive and equitable quality education and promoting lifelong learning
opportunities for all, and national priority of the present administration to boost health and nutrition to
promote human capital and social development. To realize this, the Province will improve the quality of
basic education, increase the access to quality and affordable higher and whole-person (intellectual,
spiritual, ethical) education, and guarantee adequate human capital development.

Chapter 5 Resilient Communities Sector | 63


To promote Philippine and local culture and awareness, the Province will preserve and promote culture
and traditions. Among the undertakings to be done include the preservation of assets, increasing
cultural awareness through the conduct of various culture-related festivals and traditions, and hiring of
Indigenous People (IP) qualified teachers.

Moreover, to uphold the safety and liberty of its citizens, PGLU will continue to improve crime
prevention, upgrade human resources for law enforcement, sustain adequacy of human resources for
custodial and escort services, and ensure the welfare of Prisoners Deprived of Liberty (PDLs). Ensuring
peace, security and public safety as well as the abovementioned enhancing of the administration of
justice are also both considered as foundations for sustainable development, thus, are considered
necessary conditions to realize not just economic but also human capital development.

To intensify disaster risk mitigation, preparedness and response provincewide, the Provincial
Government will improve the effectiveness of its DRRM measures to ensure zero casualty during
disaster, and ensure timely and efficient disaster response. The Province will also ensure that disaster
risk reduction in planning is mainstreamed among its component LGUs, increase disaster preparedness
capacity, sustain the availability of disaster rehabilitation and recovery services, and have more capacity
development for DRR personnel and volunteers.

In its aim to maintain ecological integrity, the Province will ensure that climate change adaptation in
planning is mainstreamed provincewide. PGLU will also improve its environmental quality as well as
continue to protect its biodiversity. This sectoral goal is linked with the SDG Goals No. 13 – Climate
Action: Take Urgent Action to combat climate change and its impacts, 14- Life Below Water: Conserve
and sustainably use the oceans, seas and marine resources for sustainable development, and 15 – Life
on Land: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage
forests, combat desertification, and halt and reverse land degradation and half biodiversity loss.

The Sectoral Goals on intensifying disaster risk mitigation, prepared and response, and maintaining
ecological integrity are both considered as foundations of sustainable development particularly along
the national priority - accelerating climate action and strengthening disaster resilience.

Lastly, PGLU will also prioritize the strategic development of disaster and climate resilient social
infrastructure. The Province will address the social infrastructure gaps such as health and education
infrastructure improvements, and other social infrastructures. As mentioned in the Economic Dynamism
Sector, this particular sectoral goal is perceived as a foundation of sustainable development. It is also
related and will contribute to the achievement of national priority on expanding and upgrading
infrastructure.

64 | Chapter 5 Resilient Communities Sector


Figure 5.1. Updated Sectoral Framework of the Resilient Communities Sector

Chapter 5 Resilient Communities Sector | 65


Goal 1: Access to Affordable and Safe Housing
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Eight (8) of the component LGUs were able to formulate their Local Shelter Plan. There are 17 displaced
households relocated or assisted by the province in 2021. Unfortunately, the Province was not able to
capture data on the percentage of housing that needed to be addressed. The absence of an Office
dedicated to implement and coordinate the implementation of housing services posted as the main
issue to achieve the goal. The same issue was identified as a hindrance to organize the community in
established settlement areas.

Table 5.1. SWOT Analysis for Goal 1 Access to Affordable and Safe Housing
STRENGTHS WEAKNESSES
• Housing Sector is top priority (PHB) • Inactive Provincial Housing Board (PHB)
• No available Office to responsible for Housing
concerns
OPPORTUNITIES THREATS
• DHSUD and other key shelter agencies • The initial implementation of Housing in the Sagayad
are willing to support interested LGUs Phase 1 faces issues of selling title/ownership to
(PHB) other people. (PHB)
• No staff of PGLU to ensure community development
in the Sagayad Phase 1 (PHB)

Objectives and Targets


Affordable and safe housing will be realized through the formulation of Local Shelter Plan (LSP) for all
component LGUs including the Provincial Government. The formulated LSP will serve as a basis of the
LGUs to address the housing needs of the Province. Table 5.2 shows the indicators to achieve the stated
goal.

Figure 5.2. Framework for Goal 1 Access to Affordable and Safe Housing

66 | Chapter 5 Resilient Communities Sector


Table 5.2. Scorecard for Goal 1 Access to Affordable and Safe Housing
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 5.2.1. Displaced Household and Informal Settlers Relocated or Assisted
Number of LGUs with SB approved Local Shelter 7 LGUs (Bangar, 20 LGUs OPG-PHB
Plan (LSP) Santol, Sto.
Tomas, Agoo,
Naguilian,
Bauang, and
Caba)
Number of Displaced Households and Informal 287 400 displaced OPG-PHB,
Settlers Relocated or Assisted households and PSWDO
informal settlers
Percentage of Housing Need Addressed 100% 100% OPG-PHB

Programs, Projects and Activities


Objective 1: Displaced Household and Informal Settlers Relocated or Assisted
• Crafting of the Local Shelter Plan. Training will be provided to all LGUs in partnership with the
DHSUD. This training will capacitate in the formulation of the said plan. Once the LGUs have
completed their respective plans, these will be the basis for the formulation of the Provincial
Shelter Plan.
• Creation of Provincial Housing Development Office. This activity will address the absence of a
Housing Office to cater all housing and development concerns. At the end of the ELA period it is
expected that the Office will be established with the corresponding workforce needed.
• Project Feasibility Study for Low Cost Housing. This program aims to address the housing needs
of the province and will respond to the objective which is to provide affordable and safe
housing. And to aid in achieving this, partnership with National Key Shelter Agencies and private
sectors is proposed. Aligned with the objective to provide affordable and safe housing while
harnessing the partnership with National Key Shelter Agencies and private interested groups
such as Gawad Kalinga.

Legislative Agenda
Table 5.3 shows the top priority agenda to achieve the Goal 1 Access to Affordable and Safe Housing.

Table 5.3. Legislative Agenda for Goal 1 Access to Affordable and Safe Housing
NO. LEGISLATIVE AGENDA COMMITTEE OPR
IN-CHARGED
1 Policy Amending the Procedure on the Processing, Housing, Land Use SP, PPDO
Review and Approval of Land Reclassification and Relocation
(REAL ESTATE BROKER SUMMIT)
2 Policy Institutionalizing the Process, Review and Housing, Land Use SP, PPDO
Approval of Comprehensive Land Use Plans and and Relocation
Zoning Ordinances
3 MOA of the PGLU with DPWH or Private Partners Housing, Land Use SP, PPDO
on the Funding of the Multi-Storey Parking Space and Relocation
Building in the Government Center of the Province
of La Union
4 Resolution Authorizing the Gov to enter into a Housing, Land Use SP, PPDO
MOA with Partner Agencies and/or Private and Relocation
Organizations with regard to Providing Affordable
Housing Programs to Qualified Families in the
Province of La Union
5 Ordinance Enacting the Provincial Shelter Plan of Housing, Land Use SP, PPDO
La Union and Relocation
6 Resolution Adopting the Ridge to Reef for the Housing, Land Use SP, PPDO

Chapter 5 Resilient Communities Sector | 67


NO. LEGISLATIVE AGENDA COMMITTEE OPR
IN-CHARGED
Comprehensive Land Use Plans and Provincial and Relocation
Physical Framework and Development Plan of the
Province of La Union
7 Policy Reactivation of Provincial Housing Board Housing, Land Use SP, PPDO
including the creation and budgetary need for and Relocation
Provincial Housing Development Office
8 Authorization to enter into MOA/Contract with FS Housing, Land Use SP, PPDO
3rd party service provider (PHB) and Relocation
9 Ordinance Creating Establishment of a One Stop Housing, Land Use SP, PPDO
Processing Center for Real Estate Transactions and Relocation

68 | Chapter 5 Resilient Communities Sector


Goal 2: Equitable Access for Vulnerable Sectors
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Data shows that there was an increase in families accessing social welfare services from 11% in 2020 to
35% in 2021. However, the programs and services being provided to the Pantawid Pamilya Pilipino
Program beneficiaries families proved to be insufficient to cushion the unprecedented impact of the
pandemic in almost all aspects of life. This resulted in a decline in the percentage of families moving up
from survival and subsistence to the level of self-sufficiency. To address this predicament, provisions of
the Bayanihan 2 or the "Recover as One Act“ include economic recovery and livelihood programs such as
the Livelihood Assistance Grant for families who are in need.

With the available legislative support on the provision of financial assistance to senior citizens ages 80
(octogenarian) and 90 (Nonagenarian), the executive departments will address the issue on a limited
budget for this program. The completion of Social Facilities such as Bahay Pag-asa, Refuge Center for
Children and Women was identified as a concern to fully utilize the social facilities and serve its purpose.
Meanwhile the incomplete sector basic data was also an issue that may lead to poor planning of
programs and services. Disaster remained to be the top threat of the sector and across the other FERO
sector.

Table 5.4. SWOT Analysis for Goal 2 Equitable Access for Vulnerable Sectors
STRENGTHS WEAKNESSES
• Financial Assistance to Different Sectors • Limited Budget for Implementation
(PSWDO) Nonagenarian, Octogenarian, Social Pension and
• Establishment of Bahay Pag-asa for Youth other Social Welfare (PSWDO)
(PSWDO) • Non completion of Bahay Pag-asa structure
• Close coordination of representatives to (phase 3) and incomplete amenities, and
the different basic sectors (PSWDO) manpower (PSWDO)
• Incomplete or not updated database of the
sector ( Women, Youth, PWDs, IPs, and Senior
Citizens ) (PSWDO)
• No free legal assistance to IPs (PSWDO)
• No residential care facility for the other sectors
(women, elderly) (PSWDO)
OPPORTUNITIES THREATS
• Technical and Resource Augmentation • Susceptibility of natural disasters (PG-ENRO)
from NGAs (PSWDO) • Absence of mainstreamed IP Plan for Ancestral
• Well organized sectoral group (PSWDO) Domain LGUs such as Sudipen, San Gabriel,
• Active professional organizations such as Santol, Bacnotan (Arosip), and Burgos (PG-ENRO)
IBP and among others (PLO) • Limited livelihood for IP communitie (OPPDC))
• Rollout of CBMS to generate the needed
data (OPPDC)

Objectives and Targets


The objectives for the goal “Equitable Access for Vulnerable Sectors” are retained from the previous ELA
with the additional objective on Functional Social Facilities. Figure 5.3 shows the alignment of the
objectives under this goal and toward the empowerment of people. Table 5.4 specified the indicators to
achieve the objective for the vulnerable sector.

Chapter 5 Resilient Communities Sector | 69


Figure 5.3. Framework for Goal 2 Equitable Access for Vulnerable Sector

Table 5.4. Scorecard for Goal 2 Equitable Access for Vulnerable Sector
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 5.4.1. Social Insurance Coverage
% of Senior Citizens served through the Social Pension 100% (23,405 100% PSWDO
for Indigent Senior Citizens Program served out of
the target
23,405)
Objective 5.4.2. Access to Social Services
% of 4Ps Families Moved up to Self-Sufficiency Level 100% 100% PSWDO
(23,405 served
out of the target
23,405)
% of Families Benefiting from Social Welfare Services 100% 100% PSWDO
(172,995 served
through SAP and
4Ps)
% of Vulnerable Sectors Benefiting from Livelihood 100%( 5,411) 100% (5,411) PSWDO
Programs
Level of Functionality of PCPC 79% mature 85-100 Ideal PSWDO
% of CFLG Compliant LGUs 18 municipalities 20 PSWDO
% of Functional LSWDOs 2.07(silver) 3pts (gold) PSWDO
Objective 5.4.3 Adequate Social Services for Senior Citizens
Adequate Social Services for Senior Citizens 23,481 40,235 PSWDO
Objective 5.4.4. Adequate Social Services for PWDs
Percentage of Provincial Government Infrastructures 100% 100% PSWDO
with Accessibility Law
Objective 5.4.5. Adequate Social Services for Youth
Percentage of Out-of-School Youth with Access to 100% 68% PSWDO
Social Protection Services (5,121 out of (3,500 out of
5,121 out of 5,121)
school youth)
Objective 5.4.6. Well-defined IP Education
Ratio of Men and Women Engaged in Livelihood 1:1 1:1 PSWDO
Programs
Objective 5.4.7. Functional Social Facilities

Number of Clients Served in Residential or Community 22 30

70 | Chapter 5 Resilient Communities Sector


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Based Facilities PSWDO

RRCY (subsidize only) 20 5


Bahay Pag-asa 2 15
Home for Elderly n/a 5
Refuge Center for Women and Children n/a 5
Objective 5.4.8. Promotion of Human Rights
Percentage of Assisted Clients 70% 100% PLO
(21/30 client
assisted)

Programs, Projects and Activities


Objective 1: Social Insurance Coverage
• Augmentation to LGUs for Livelihood Assistance and Technical Assistance for solo parents. The
objective of this project is to provide, capacitate and develop the skills of the selected
beneficiaries as they are recovering from the effects of pandemic and as an additional source of
income to the selected beneficiaries.
• Social Pension Program PGLU Funded. This government assistance given to eligible senior
citizens is mandated under Republic Act 9994 or “The Expanded Senior Citizens Act of 2010. This
program aims to augment the daily expenses and medical needs of indigent senior citizens.

Objective 2: Access to Social Services


• Family Welfare Program. In cooperation with the DSWD, the province will provide technical
assistance to LGUs in the implementation of the Pantawid Pamilyang Pilipino Program to help in
the improvement of the lives of the beneficiaries for them to attain self-sufficiency.
• Orientation of PCPC and DCSPG members conducted. With the aim to strengthen the program
for children, the collegial body of the Local Child Protection Council in the Province will enforce
laws protecting the vulnerable sector, the children.

Objective 3: Adequate Social Services for Senior Citizens


• Financial Assistance to Nonagenarian, Octogenarian, and Social Pension. With the increasing
number of older persons or Senior Citizens in the Province, financial assistance will be given to
them as an incentive and as a tribute to their productive years and contributions to our
province. This program is supported by legislation and will be funded by the province.

Objective 4: Adequate Social Services for PWDs


• Persons with Disabilities Welfare Program. La Union also aims to be a more inclusive
community, the sector of persons with disabilities will be given high respect and acknowledged
for their potential contribution. Implementation of the Sangguniang Panlalawigan Ordinance for
the full implementation of BP944 will be observed.

Objective 5: Adequate Social Services for Youth


• Child and Youth Program. The priority of La Union to have functional social facilities will
contribute in achieving adequate social services for youth. The completion of Bahay Pag-asa and
construction of a Special Drug Education Center with amenities for rehabilitation, and
manpower to implement various activities is expected to be realized within this term.
• Strengthening Youth Development Council. The youth arm of the Province will persist to
implement programs, projects, and activities aligned with Republic Act 10742 up to barangay
level. Projects to be implemented by the Youth Development Council will be in coordination

Chapter 5 Resilient Communities Sector | 71


with Sangguniang Panlalawigan, National Youth Commission, and Local Youth Development
Council.

Objective 6: Well-defined IP Education


• Indigenous People Welfare Program. La Union is a diverse place, with diverse people, the
Indigenous People Welfare Program will implement to cater to the needs of this vulnerable
group. Included in this program are Scholarships for Indigent but deserving IPs; Livelihood
Training and Capital Assistance for IP; provision of musical instruments for the Ancestral Domain
Municipalities, provision of cultural vest for IPs; and construction of a roads network to GIDA
areas

Objective 7: Functional Social Facilities


• Women's Welfare Program. The construction of the Refuge Center for Women and Children will
take place as part of the rehabilitation of women in difficult circumstances (WEDC). This is the
last line of intervention for rehabilitation along with strengthening the prevention activities with
the objective to lessen the number of WEDCs in the province.
• Senior Citizens Welfare Program. The operationalization of Home for Elderly will serve as a
center for Senior Citizens, especially for the abandoned senior citizens. This will be expected to
promote active aging among the older persons in the province.

Objective 8: Promotion of Human Rights


• Strengthening of Information Drive through Human Rights and Advocacy Center (HRAC) and
Youth Congress. With the objective to promote human rights to all Kaprobinsiaan, the
Information Drive will be strengthened in the operationalization of HRAC and conduct of the
Youth Congress to improve awareness of basic human rights.

Legislative Agenda
Table 5.5 shows top priority agenda to achieve the Goal 2 Equitable Access for Vulnerable Sector

Table 5.5. Legislative Agenda for Goal 2 Equitable Access for Vulnerable Sector
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Draft Ordinance entitled: "Granting Benefits and Social Services SP, PSWDO
Incentives to Child Development Workers (CDWs)
in the Province of La Union and for Other
Purposes." (proposed by BM MASDG)
2 Enactment of a Resolution Encouraging All Social Services SP, PSWDO, LEEIPU
Component LGUs and Government Agencies
located in La Union to hire PWDs with special skills
3 Ordinance Creating the Disability Affairs Officer I Social Services SP, PSWDO,
under the PSWDO
4 Ordinance Institutionalizing a Comprehensive Social Services SP, PSWDO
Program for Children to the Province and give
attention to all Persons with Disability especially
with their Learning and Developmental Disorders.
(proposed by PCL Pres)
5 Ordinance Institutionalizing the 10 Outstanding Women, Responsible SP, GAD Focal
Elyukana Award Parenthood and
Gender and
Development
6 Ordinance Institutionalizing a Livelihood Women, Responsible SP, GAD Focal
Assistance and Business Stimulus Program for Parenthood and
Women and LGBTQIA+ Community Gender and
Development
7 Ordinance Establishing WCPD Desk in all Tourism Women, Responsible SP, GAD Focal
Circuits Parenthood and
Gender and
Development

72 | Chapter 5 Resilient Communities Sector


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
8 An Ordinance Establishing a Mother's Class Women, Responsible SP, GAD Focal
Program in the Province Parenthood and
Gender and
Development
9 Declaration of LGBTQIA + Celebration Day Women, Responsible SP, OPG
Parenthood and
Gender and
Development
10 Resolution Encouraging All Component Local Women, Responsible SP, LGUs
Government Units Of The Province Of La Union To Parenthood and
Establish Their Respective City/Municipal Gender Gender and
And Development Committee (C/Mgadc) Development
11 Ordinance on prohibition of online sexual Women, Responsible SP, Gad Focal
harassment Parenthood and
Gender and
Development
12 Updating of the GAD Code Women, Responsible SP, Gad Focal
Parenthood and
Gender and
Development
13 Ordinance On The Establishment Of The Gad Women, Responsible SP, Gad Focal
Office Parenthood and
Gender and
Development
14 Ordinance Institutionalizing The Pglu Gad Local Women, Responsible SP, Gad Focal
Learning Hub Parenthood and
Gender and
Development
15 Ordinance Institutionalizing The Search For Most Women, Responsible SP, Gad Focal
GAD Responsible LGUs Parenthood and
Gender and
Development
16 Resolution/Ordinance for the Guidelines in the Women, Responsible SP, Gad Focal
Search for the Ten (10) Outstanding Brgy. Violence Parenthood and
Against Women and their Children (VAWC) Desk Gender and
Award in the Province of La Union (SP 324-2021) Development
17 Ordinance on the establishment of Women Women, Responsible SP, Gad Focal
Council in the Province and all its component LGUs Parenthood and
Gender and
Development
18 LU LGBTQIA+ community protection and Women, Responsible SP, Gad Focal
recognition ordinance in the province of la union Parenthood and
and providing funds thereof Gender and
Development
19 Enacting the Province of La Union Code of Women, Responsible SP, GAD Focal
Parental Responsibility for the Protection of Parenthood and
Childrens' Right (SP113-2017) Gender and
Development
20 Ordinance entitled: La Union Sports Development Youth and Sports SP, OPG, PYDO
Council Development

To have a database of
athletes/clubs/organizations/associations
including the coaches and umpires for the
professionalization of each mentioned concerned
counterparts
21 Provincial Ordinance: Institutionalization of the Youth and Sports SP, OPG, PYDO
Live to Lead as the Continuing Capacity Development
Development Training of the SK's/LYDO's

Chapter 5 Resilient Communities Sector | 73


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
22 Establishment of the Provincial Youth Excellence Youth and Sports SP, OPG, PYDO
Award to all empowered youth Development
and Youth Serving/Youth Organizations (Provincial
Ordinance)
23 Establishment of the Youth Heritage Camp Youth and Sports SP, OPG, PYDO
(Provincial Ordinance) Development
24 Establishment of the 10 Outstanding Young Youth and Sports SP, OPG, PYDO
Entrepreneurs (Provincial Ordinance) Development
25 Resolution Enjoining all Young Entrepreneurs to Youth and Sports SP, OPG, OPA
establish a Province-wide Organization Development
26 Ordinance on Provincial Sports Code Youth and Sports SP, OPG
Development
27 Draft Provincial Ordinance No. 415-2022 entitled: People's Organization, SP, PPDO
"Providing for a more Comprehensive Criteria, Non-Government
Coverage and Process of Selection for the Basi and Organizations and
Abel Awards or the Civil Society Organizations Indigenous Peoples
(CSOs), Non-Government Organizations (NGOs),
Peoples Organizations (POs) and other Private
Organizations Awards of the Province of La Union,
Amending Sections 14a.02, 14a.03(d) and (e),
14a.04 and 14a.05 of Article A, Chapter 14 of
Ordinance 22-2012, or the Code of General
Ordinances and Repealing SP Resolution 139-98."
28 Institutionalizing 20k Financial Assistance to People's Organization, SP, OPG, OPA
Accredited CSOs of the Provincial Government of Non-Government
La Union Organizations and
Indigenous Peoples
29 Resolution Granting Full Scholarship to Indigent People's Organization, SP, PSWDO
but Deserving IP's Non-Government
Organizations and
Indigenous Peoples

74 | Chapter 5 Resilient Communities Sector


Goal 3: Enhance Integrated Health Service Delivery
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The 2021 ELA Assessment shows that the mortality rate declined significantly from 110 to 4 which is
even way lower than the tolerable target risk of 70 for every 100,000 live births. A decline in Under-Five
Mortality Rate was also noted and these can be attributed to the improved maternal and child care
programs. Meanwhile, infant mortality is at 9.31 due to sepsis, pneumonia, and the prematurity of
babies. An increase in teenage pregnancy and the adolescent birth rate was recorded but is lower than
the 2021 target; the increase is due to poverty and peer influence. Also, the performance of the
Provincial Government through its District Hospitals and LUMC were accredited by DOH and PHIC as
Level 1 and Level 2, respectively.

Healthcare personnel is still the top priority of the Province, with the current pandemic, the PGLU
invested to the frontliners which was translated in the improvement along the Physician to Population
Ratio of 1:34,508 in 2020 to 1:31,853 in 2021 but still fell short of our 2021 target. The percentage of
households with access to sanitation facilities increased to 86% in 2021 which fell short of the target of
90% due to inadequate access to basic safe water supply, and sanitary toilets. With the emergence of
the swine flu outbreak, a total of 14,781 cases of livestock diseases were recorded in 2020. Efforts,
technology, and resources were allocated to control and manage the cases of livestock diseases in 2021
and while the previous number of cases was trimmed down to 585 in 2021, it is still far from the target
set in 2019 of 16 cases.

Some of the indicators set for the objectives remained with no data available during the time of
assessment. These indicators were improved, dropped and replaced by better indicators to measure the
performance of the health subsector.

The integration of IT infrastructure in the operations of the hospital was identified as a pressing concern
but was being addressed to cope with the demand of the operations. It is expected to deliver better
hospital services with the improvement of its system while satisfying and sustaining the Integrated
Management System or IMS certification for ISO. The enticing opportunities outside the PGLU, such as
work abroad may result in the low retention rate of medical personnel and thus may have disrupted the
operation of the health services of the province.

Table 5.6. SWOT Analysis for Goal 3 Enhance Integrated Health Service Delivery
STRENGTHS WEAKNESSES
• Strong PGLU governance supportive on • Policies are not observed (LUMC, District Hospitals)
health(PHO) • Regular conduct of oversight committee meetings
• Established Health Care Provider Network both in public hospitals and public health (PHO)
(HCPN) to strengthen the Primary Care Provider • Overloaded with work (LUMC, District Hospitals, PP
health facilities moving towards the Universal Hospitals)
Health Care (UHC) integration (PHO) • Insufficient number of manpower (LUMC, District
• ISO Certified Integrated Management System Hospitals)
(IMS) Policies- Compliance to government and • Significant number of contractual workers (LUMC,
legal requirements (LUMC, DHs) District Hospitals)
• Presence of oversight committee both in public • Ideal ratio of nurses to patients are not met
hospitals and public health (PHO, LGUs, District (LUMC, District Hospitals)
Hospitals and LUMC) • Increase in turnover rate due to transfer or
• UHC integration preparatory phase activities resignation of staff (LUMC, District Hospitals)
already started as required in the Local Health • Limited amount of surplus from collected revenues
System Maturity Level monitoring tool (PHO, of District Hospitals; (LUMC, District Hospitals)
LGUs, LUMC, District Hospitals) • No or limited Point of care / point of services;
• Presence of EO on Pharmacy Therapeutic (District Hospitals)
Committee (PHO, LUMC and DHs) • Insufficient funds for supplies and other
• Complied with minimum requirements for diagnostics (LUMC, District Hospitals)
employment per standards (LUMC, District • PHIC and Cash collections due to decreased
Hospitals, PP Hospitals) number of patients (LUMC, District Hospitals
• Presence of regular budget for health; • Magna Carta benefits for HWs not fully
• Reallocation of funds for new diagnostic implemented/ updated (PHO)

Chapter 5 Resilient Communities Sector | 75


STRENGTHS WEAKNESSES
supplies, medications and therapeutic • Delay delivery of commodities (drugs and medical
equipment and medicines (LUMC, CDH, RDH, supplies) (LUMC, District Hospitals)
NDH) • Increasing trends on maternal mortality, infant
• Availability of MAIP and PGLU subsidy to PGLU mortality, neonatal deaths, under 5 mortality,
hospitals (LUMC, CDH, RDH, NDH) teenage pregnancies, Lifestyle Related Diseases,
• Presence of regular service delivery (PHO) non-communicable diseases, infectious diseases
• Presence of healthcare waste management (HIV/ AIDS cases) to including emerging and re-
(PHO, PGENRO) emerging diseases (PHO)
• Existing equipment, vehicles and buildings • High cost of healthcare waste management
(LUMC, District Hospitals, PP Hospitals) (Treatment Storage and Disposal) (LUMC, District
• Achieved Hospital Bed to Population Ratio Hospitals)
(1:800) • Infrastructure/Equipment- 1) Hospital
• Regular conduct of strategic and operational computerization of processes not fully
activities of public health and public hospitals implemented (LUMC, District Hospitals)
(LUMC, District Hospitals, PP Hospitals) • Poor maintenance of hospital buildings, equipment
• Expansion of Scaling-Up MNCHN Program and vehicles (LUMC, District Hospitals)
activities (PHO) • Lack of proper communication equipment (LUMC,
• LGU Orientation with hands-on training on District Hospitals)
Electronic Medical Record (EMR) System already • Lack of storage area for files in District Hospitals
started with live run in the Municipal Health (District Hospitals)
Offices (DBP-DCI, LGUs) • Insufficient and deteriorated drainage system
(LUMC, District Hospitals)
• Delayed completion of infrastructure projects
(LUMC, District Hospitals)
• Lack of operating room for infectious diseases
(LUMC, District Hospitals)
• Slow internet connectivity (LUMC, District
Hospitals)

OPPORTUNITIES THREATS
• PGLU assistance via DAF (subsidy) and • End to Contractualization with regards to
Political intervention on hospital bills (MAIP) budget allocation (LUMC, District Hospitals)
(LUMC, District Hospitals) • Decline giving health declaration (LUMC,
• DOH/Philhealth accreditation and District Hospitals)
certification (LUMC, District Hospitals) • Re-assignment/transfer/migration of trained
• Presence of NGOs, GOs partners in providing personnel (LUMC, District Hospitals)
technical assistance. (LUMC, District • End to Contractualization with regards to
Hospitals) budget allocation (LUMC, District Hospitals)
• Universal Healthcare integration and linkage • Increase in Building and Fire insurance
with Philhealth (LUMC, District Hospitals) premiums, this entails additional hospital
• DOH technical assistance as to capability operational cost (LUMC, District Hospitals)
building and HRH augmentation (PHO) • Effect of high inflation (LUMC, District
• Presence of ITRMC as APEX hospital, Hospitals)
specialized private hospitals and clinics • Increasing change rates and oil price hikes
(PHO) (LUMC, District Hospitals)
• Capability buildings provided by DOH and • Additional cost for the Monthly subscription
other stakeholders (PHO) for the installation of Electronic Medical
• Manpower augmentation through Post- Record in La Union (LUMC, District Hospitals)
Residency Employment Program and
Deployment of Project-Based Nurses by the
PGLU (PHO,PGLU Hospitals)
• PCSO assistance to ambulance service
provider (PGLU Hospitals)
• Solicitation of funds for hospital operations
(PGLU Hospitals)
• Philippine Business for Social Progress Fund
can be tapped for possible assistance
(PHO,PGLU Hospitals)

76 | Chapter 5 Resilient Communities Sector


STRENGTHS WEAKNESSES
• DOH supports the HFEP of the PGLU
(PHO,PGLU Hospitals)
• Presence of public private partners (DBP-
DCI) for the installation of Electronic Medical
Record in La Union (PHO,PGLU Hospitals)

Objectives and Targets


The objectives for the goal “Enhance Integrated Health Service Delivery” are retained from the previous
ELA with the addition of Functional Social Facilities. Figure 5.4 shows the alignment of the objectives
under this goal toward a healthy people and community. Table 5.6 will specify the indicator to achieve
and enhance integrated health service delivery

Figure 5.4. Framework for Goal 3 Enhance Integrated Health Service Delivery

Table 5.7. Scorecard for Goal 3 Enhance Integrated Health Service Delivery
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 5.7.1. Improved Overall Health of the Community
Life Expectancy Rate 72.4 74 PHO
Objective 5.7.2. Improved Well-being of Mothers, Infants and Children

Maternal Mortality Rate 150/100,000LB 52/100,000LB PHO


17/1000LB PHO
Infant Mortality Rate 7.84%/1000LB National Target
25/1000LB PHO
17/1000LB
Under- Five Mortality Rate 1.56%/1,000 LB National Target
Prevalence of stunted children 3.9 2.4 PHO
Objective 5.7.3. Prevention and Control of Communicable Disease

Number of HIV/AIDS Cases 430 313 PHO


Objective 5.7.4. Promotion of Healthy Lifestyle
Mortality Rate Attributed to Lifestyle Related 1.8/1000 1.5/1000 PHO
Diseases population population
Objective 5.7.5. Mental Health-reduction of suicide cases
0.002/1,000 0.007/1000 PHO
Mortality Rate for Suicide population population
Objective 5.7.6. Expanded Access to Public Health Services

Chapter 5 Resilient Communities Sector | 77


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Number of Geographically Isolated and Disadvantage PHO/DOH
Areas/Brgy (GIDA) 42 36
DHs/LUMC/
Revenue Enhancement/Income Expenditure Ratio 88% 100% PHO
Percentage of Component Health Facilities PHO
Integrated in the Service Delivery Network (SDN) 100% 100%
Objective 5.7.7. Adequate Human Resources for Health

Physician to Population Ratio 1:22,112 1:20,000 PHO

Public Nurse to Population Ratio 1:8,420 1:10,000 PHO

Midwife to Population Ratio 1:8,420 1:5,000 PHO

Dentist to Population Ratio 1:1684 1:50,000 PHO


Objective 5.7.8. Reproductive Health

Modern Contraceptive Prevalence Rate 28% 35% PHO

Adolescent Birth Rate 10% 7% PHO

Incidence of Teenage Pregnancy 10% 7% PHO


Objective 5.7.9. Safe Water and Sanitation
Percentage of Households with Access to Safely PHO
Managed Sanitation Services 53% 65%
Objective 5.7.10. Protected Health of Animals and People

Number of Rabies-free areas/municipality 15 17 PHO

Incidence of human-rabies death case 1 0 PHO


Objective 5.7.1 1.Sustainable Hospital Operations
Average Expenditure to revenue collections rate 86% 100% DHs, LUMC,
PHO

Programs, Projects and Activities


Objective 1: Improved Overall Health of the Community
• Health Information System (HIS). The improvement of the database through the Health
Information System will be implemented. This will integrate data collection, processing,
reporting, and use of the information necessary for improving health service effectiveness and
efficiency through better management at all levels of health services.
• Medical-Dental Outreach Programs and IP/Non-IP Caravan. The success of the First 100 Days
Commitment of the Provincial Health Office to visit and provide medical-dental services to 100
barangays in 100 days will be continued, 239 barangays were served initially and reaching 9,098
kaprobinsian. The aim to duplicate the success of this program is set.
• Women-Child Health Care Packages. This program will focus on the complex public health
problems affecting women, children, and their families. This will address the concerns of the
public regarding pregnancy, reproduction, and infant and child well-being.

Objective 2: Improved Well-being of Mothers, Infants and Children


• Maternal Newborn Child Health and Nutrition Program (MNCHN) and National Immunization
Program. These programs are aligned with the National Government Program, specifically the
Department of Health; these include essential newborn care (ENC), newborn screening, infant
and young child feeding (IYCF), and among others. The Immunization Program will secure the
health and safety of infants and children in with emerging diseases

78 | Chapter 5 Resilient Communities Sector


Objective 3: Prevention and Control of Communicable Diseases
• HIV/AIDS and STI Prevention and Control Program. The program is implemented in schools
including prevention education programs designed specifically to reduce sexual risk behaviors
and youth asset-development programs, which provide adolescents with more general skills
that help them engage in healthy behaviors and solve problems. In terms of the control portion
of the program, Epidemiology Surveillance will be conducted. This is in partnership with the
Population Commission and the Department of Health.

Objective 4: Promotion of Healthy Lifestyle


• Non Communicable Disease (NCD) Prevention and Control Program. To address the increasing
number of morbidity and mortality of cancer, cardiovascular disease, chronic obstructive
pulmonary disease, and diabetes patients, the PGLU will improve the implementation of NCD
Prevention and Control Program by lessening the risk factors such as tobacco use, unhealthy
diet, physical inactivity, and harmful alcohol intake.

Objective 5: Mental Health-reduction of suicide cases


• Mental Health Education and Promotion. The PGLU aims to reduce suicide cases in the Province
through to Mental Health Education and Promotion Program. The implementation of this is in
partnership with an existing program of DOH. The conduct of the forum as the promotion of
mental health will integrate.

Objective 6: Expanded Access to Public Health Services


• Capacity Development Programs on Public Health Services. The public health services promote
the welfare of the entire population, ensure its security and protect it from the spread of
infectious disease and environmental hazards, and help to ensure access to safe and quality care
to benefit the population. The Capacity Development Program to enhance the implementation
of medical workers of the province in advocating public health.
• Hospital Facility Enhancement Program. In order to expand the delivery of health services, a
Super Health Center in Pugo will be constructed, while a Dialysis Center to be tied-up with
private service providers will also be put in plan for this planning period.

Objective 7: Adequate Human Resources for Health


• Quality Assurance Program. This program will provide standards in the delivery of public health
programs including the hospital management program. DOH will be an ally to expand the quality
of service to the public.

Objective 8: Safe Water and Sanitation


• Water Quality Monitoring Program. In coordination with the Department of Health, the Water
Quality Monitoring Program will help to track the status of drinking water quality surveillance.
The establishment of a Committee will be included to perform the functions and achieve safe
water for all.

Objective 9: Protected Health of Animals and People


• Rabies Control Program. This strategy in the country and in the province includes the traditional
mass vaccination of dogs, movement restriction, control of 'stray' dogs, and community
education.

Chapter 5 Resilient Communities Sector | 79


Legislative Agenda
Table 5.8 shows top priority agenda to achieve the Goal 3 Enhance Integrated Health Service Delivery

Table 5.8. Legislative Agenda for Goal 3 Enhance Integrated Health Service Delivery
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Enactment of the Universal Health Care Code of the Health SP, PHO
Province of La Union
2 Institutionalization of the Medicine and Medical Health SP, PHO
Supplies Consignment System of Provincial District
Hospitals
3 Amending the Sanitation Code of the Province of La Health SP, PHO
Union
4 Ordinance Mandating the labeling of Expiration of all Health SP, PHO
Food and Food Products within the territorial
jurisdiction of the province of La Union (proposed by
BM MASDG)
5 Pandemic Code of the Province of La Union Health SP, PHO
6 Resolution Encouraging All Public and Private Health SP, PHO
Hospitals in the Province of La Union to Invite
Geriatrics Practitioners for our Elderly Constituents

MOA between PGLU and Geriatrics

(proposed by BM PCO)

80 | Chapter 5 Resilient Communities Sector


Goal 4: Quality and Accessible Basic Education
for All
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The previous ELA assessment posted significant improvement in access to education was noted in 2021
despite the hurdles brought by the pandemic. The targets set along the provision of scholarships to
college, IP, and Voc-Tech beneficiaries were all exceeded. However, no data was provided by the DepEd
to measure improvement in the quality of education in 2021.

The retention of employees was identified as one of the weaknesses of the education subsector while
the national issues on the effects of disaster, poverty, and child labor need to be addressed in a whole
government approach.

Table 5.9. SWOT Analysis for Goal 4 Quality and Accessible Basic Education
STRENGTHS WEAKNESSES
• Strong/supportive Local School Board bodies • Need for retooling / retraining of teachers to
chaired by the LCE (PSB) cope up with the new norms (PSB)
• Established Division Learning Continuity Plan and • Infrastructure Issues (water sanitation facilities,
School Operational Learning Continuity Plan toilets, classroom /building shortage,
(DepEd) insufficient armchairs, dilapidated classrooms)
• Formulated Learning Recovery Plan: La Union (DepEd)
Schools Division integrated and Inclusive Learning • The need to replace condemned classrooms and
Recovery through School Based Reading Program furniture (DepEd)
(DepEd) • The need for additional teaching personnel
(DepEd)
• The need increase honorarium for PSB-funded
teachers (PSB)
OPPORTUNITIES THREATS
• Presence of active NGOs to be tapped as potential • Majority of school buildings built several years
partners in education programs (DepEd) ago are in the stage of deterioration and need
• More collaborative researches and extension immediate replacement and/or rehabilitation
services aligned to the PGLU's Vision and Mission (DepEd)
(DMMMSU) • Increasing number of school-going-age
• There is an overwhelming support of LGU population (DepEd)
(DMMMSU) • Effect of natural disasters (DepEd)
• A collaborative governance in terms of research and • Diverse effect of poverty to children (DepEd)
extension is feasible (DMMMSU) • The increasing issue of child labor (DepEd)
• Establishment of Student Hub for the Open • Effect of poor health condition (DepEd)
University to re-compensate mental issues from the
past 2 years of pandemic (DMMMSU)
• Youth/student participation in promoting local
language and history (SP and LUPTO-CAU)

Objectives and Targets


The objectives for the goal “Quality and Accessible Education for All” are retained from the previous ELA
Figure 5.5 shows the alignment of the objectives under this goal toward achieving quality education for
all. Stronger ties with the DepEd and other education stakeholders drive the direction of this goal. Table
5.8 shows the indicators how the PGLU will achieve this goal.

Chapter 5 Resilient Communities Sector | 81


Figure 5.5. Framework for Goal 4 Quality and Accessible Education for All

Table 5.10. Scorecard for Goal 4 Quality and Accessible Education for All
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 5.10.1. Quality Basic Education Achieved
Net Enrolment Ratio in Elementary Education 92.37% 99% DepEd
Net Enrolment Ratio in Secondary Education
Junior High School 90.11% 90.11% DepEd
Senior High School 71.39% 76.59% DepEd
Cohort Survival Ratio in Elementary Education 97.78% 99%
Cohort Survival Ratio in Secondary Education 75.97% 80% DepEd
Completion Rate in Elementary Education 97.57% 99% DepEd
Completion Rate Ratio in Secondary Education 74.88% 80% DepEd
Objective 5.10.2. Access to Quality and Affordable Higher and Whole -Person (Intellectual, Spiritual, Ethical)
Education
Number of Senior High School Stipend Beneficiaries 2866 (2021) 2900 DepEd
Number of College Scholarship Beneficiaries 1099 (2021) 1130 OPG
Number of IP Scholarship Beneficiaries 100 100 OPG
Objective 5.10.3. Adequate Human Resource and Facilities
Teacher to pupil Ratio 1:24 (SY 2020- 1:24 DepEd
2021)
Teacher to Student Ratio 1:25 (SY 2020- 01:30 DepEd
2021)
Classroom to Student Ratio 1:31 ES (SY 2020- 01:30 DepEd
2021)

Programs, Projects and Activities


Objective 1: Quality Basic Education Achieved
• Educational Personnel Capability Enhancement Program. To continuously deliver
quality education in the Province, this program encapsulates all the projects and
activities toward achieving quality and accessible education.
• Manpower Augmentation of Non-Teaching Personnel. The assessment of the supply
side of the education sector posted a lack of manpower, the Province will continue to
provide augmentation on non-teaching personnel to ease the burden on teachers.

82 | Chapter 5 Resilient Communities Sector


Objective 2: Access to Quality and Affordable Higher and Whole -Person
(Intellectual, Spiritual, Ethical) Education
• Comprehensive Scholarship Program. This program will be more comprehensive to
cater to the other sectors such indigenous people. Supported by legislative measures,
this program will intend to harmonize with another existing scholarship program of the
Province.

Objective 3: Adequate Human Resource and Facilities


• Provincial School Board (PSB) Program. This program will intend to collate all the
efforts of stakeholders to work on for education. The PSB as a support body of the
DepEd will augment in workforce and educational infrastructures.

Legislative Agenda
Table 5.11 shows top priority agenda to achieve the Goal 4 Quality and Accessible Education for All

Table 5.11. Legislative Agenda for Goal 4 Quality and Accessible Education for All
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Resolution to fast track/ follow up the crafting of Education, Culture SP, OPG
IRR of the LU Educational Assistance and and Arts
Scholarship Code of 2022
2 Ordinance Creating Educational Assistance to Education, Culture SP, OPG
Students Pursuing Post-graduate Studies, Second and Arts
Courses such as Medicine, Law, Masteral,
Doctoral Degrees and the likes
3 Ordinance Creating the Annual Search for the Education, Culture SP, LGUs, DOST
Outstanding Science Research in La Union and Arts
4 Ordinance creating Pop-Up Library (school to Education, Culture SP, PIO
school or municipal parks) in the province of La and Arts
Union
5 Ordinance Integrating La Union history in History Education, Culture SP, LUPTO
Subjects and Arts
6 Resolution requesting the Provincial School Education, Culture SP, PSB
Board to increase honorarium for PSB-funded and Arts
teachers in La Union
7 Ordinance amending the PTA Week Ordinance Education, Culture SP, PSB
adjusting the yearly fund from 200,000.00 to and Arts
300,000.00
8 Ordinance Creating the Annual Search for Education, Culture SP, PSB
Outstanding Public School Heads and Public and Arts
School Non-Teaching Personnel
9 An Ordinance requiring Mandatory Attendance Education, Culture SP, DepEd
of all Parents and Guardians of students Grade 6 and Arts
Junior High School and Senior High School in all
Public and Private schools to Mandatory
Orientation Seminar on Responsible Parenthood
as Part of the Requirements for such Grade
Levels in the Province of La Union and
Appropriating Funds Thereof
10 Authorization to enter into MOA/Contract with Education, Culture SP, PSB
Synergia for Educational Personal skills and and Arts
knowledge upgrade and learning resource
upgrade

Chapter 5 Resilient Communities Sector | 83


Goal 5: Uphold the Safety and Liberty of Citizens
Strengths, Weaknesses, Opportunities and Threats (SWOT)
In the development of resilient communities, upholding the safety and liberty of its citizens remains a
precedency. The 2021 performance of the province remained to be free from insurgency varied crime
index measures did not meet the set target, the general peace and order situation in the province is still
manageable through the sustained commitment of the implementers and cooperation of the citizenry.
Efforts are sustained to implement regular activities resulting in the enhanced capacities of 91 PDLs and
889 PDLs being escorted to essential transactions in 2021 despite the travel restrictions brought about
by the Covid-19 restrictions. There was also an increase in the subsistence allowance for PDLs from Php
55 to Php 60, although this still fell short of our Php 70 Target. Overall this goal aims to continue to
uphold the safety and liberty of the general public.

This plan period of ELA 2023 -2025 shows that security of tenure of workforce and updating of plan
remain as top issues, while externally the internet connections and budget for the programs for this goal
are limited thus affecting the performance of the sector.

Table 5.12. SWOT Analysis for Goal 5 Uphold the Safety and Liberty of Citizens
STRENGTHS WEAKNESSES
• Adequate human resource for custodial and • Lack of appropriate eligibility of casual and Job
escorting services (LUPJ) Order personnel (LUPJ)
• Provision of skills capacitation program for PDL • Lack of interest by some PDL in capacity or skills
in partnership with other agencies and CSOs enhancement (LUPJ)
• Present average of PDL population (LUPJ) • Influx of PDL for commitment (dependent on the
• 24/7 Operational for Emergency Response, issuance of a court order by concerned court)
Safety and Security (POPS-PNP) (LUPJ)
• Existence of force multipliers in the province • Shortage of trained personnel on incident
(POPS-PNP) command system and simulation exercises (POPS-
• Existing Public Safety Plan (POPS-PNP) PNP)
• Proactive barangays in countering drugs (POPS- • Non-centralized Communication System (POPS-
PNP) PNP)
• Shortage of trainors to capacitate and expedite
trainings for force multipliers (POPS-PNP /
PDRRMO)
• Outdated and not reviewed Public Safety Plan
(POPS-PNP)
• Outdated list of cleared barangays on drugs (POPS-
PNP)
OPPORTUNITIES THREATS
• Filling-up of vacant plantilla positions (LUPJ) • Non-promotion of personnel with no appropriate
• Equipping trade skills to PDL which they can eligibility (LUPJ)
utilize for their livelihood programs (LUPJ) • Budgetary requirements to support their livelihood
• Better management of PDLs due to decreased projects/ limited resources, marketing strategy due
number of average population (LUPJ) to their confinement (LUPJ)
• Establishment of Provincial Incident • Sustainability of welfare for PDLs due to Increase in
Management Team (PDRRMO) the cost of market goods and inflation rate (LUPJ)
• Synergize and Integration of Local CCTVs Units • Lack of Communication (POPS-PNP)
to the Provincial EOC Communication System • Connectivity Issues (POPS-PNP)
(POPS-PNP)
• Network is in place up to the barangay level
(POPS-PNP)

Objectives and Targets


The objectives for the goal “Uphold the Safety and Liberty of Citizens” are retained from the previous
ELA. Figure 5.6 shows the alignment of the objectives under this goal to maintain the peace and order in
the province. The set targets will ensure the achievement of resilient communities by the enforcement
of law. The table 5.10 shows the indicators on how to achieve the objectives on peace and order for ELA
2023-2025.

84 | Chapter 5 Resilient Communities Sector


Figure 5.6. Framework for Goal 5 Uphold the Safety and Liberty of Citizens

Table 5.13. Scorecard for Goal 5 Goal Uphold the Safety and Liberty of Citizens
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 5.13.1. Improved Crime Prevention
Percentage Decrease in Peace and Order Crimes 6.16% 7.34% PNP
Percentage Decrease in Public Safety Index Crimes 47.22% 56.24% PNP
Peace and Order Index Crime Solution Efficiency 80% 95.28% PNP
Public Safety Index Crime Solution Efficiency 95.91% 100% PNP
Peace and Order Index Crime Clearance Efficiency 99% 100% PNP
Public Safety Index Crime Clearance Efficiency 100% 100% PNP
Objective 5.13.2. Upgraded Human Resource for Law Enforcement
Police to Population Ratio 1:653 1:567 PNP
Objective 5.13.3. Sustained Adequacy of Human Resource for Custodial and Escort Services
Zero Escape Incidents 1 0 LUPJ
Objective 5.13.4. Ensured Welfare of PDLs
Number of Capacitated PDLs 177 80% LUPJ
Number of escorted PDL transferred to LUPJ
NBP/CIW/NCMH, court hearing and Motion to Pass 289 100%
Increased Prisoner's Subsistence Allowance (PSA) Php70.00/day LUPJ
effective July 1,
2022 Php100.00

Programs, Projects and Activities


Objective 1: Improved Crime Prevention
• Crime Prevention Program This includes provision of logistical support for the implementation
of programs of the police and other law enforcement entities including systems, tools,
equipment and facilities to enhance police visibility and also their capacity and capability with an
end goal of reducing the incidence of crimes in the province.
• Anti-Drugs Abuse Program This shall be implemented to strengthen coordination with other
law enforcement agencies to suppress the supply and demand of illegal drugs and strengthen
operations against drug personalities in the province with an end goal of reducing the number of
drug-affected barangays in La Union until the province becomes a drug-free province. The
program includes provision of financial support for the conduct of Barangay Drug Clearing
Program (BDCP).

Chapter 5 Resilient Communities Sector | 85


Objective 2: Upgraded Human Resource for Law Enforcement
• Capacity Building Development Program. Training and seminars for the police, military, and
other law enforcement entities will be conducted to enhance their capacity and capability.
• Programs for Force Multipliers. Skills training shall be provided to the force multipliers or
volunteers/informants to become an effective guide to police operations.
• Provision of Incentives to Outstanding Police Officers This is an annual award conducted by the
Provincial Government of La Union to give due recognition to outstanding police officers whose
dedications and commitments to service contribute to the maintenance of peace and order in
the province by virtue of SP Ordinance No, 119-2017. Each of the outstanding police officers will
be awarded Plaque of Recognition and cash gift of Php 10,000.00

Objective 3: Sustained Adequacy of Human Resource for Custodial and Escort


Services
• Custody and Escorting Services. A regular operation of the La Union Provincial Jail to ensure the
safety of PDLs and order by Court of Justice.
• Improvement of Jail Facility/Infrastructure Programs. A project for the conducive rehabilitation
of PDLs.
• Rehabilitation Program for PDL. A set of activities in partnership with religious organizations,
TESDA and among others to divert the PDL into more responsible and accountable citizens of
the Province.

Legislative Agenda
Table 5.14 shows the top priority agenda to achieve the Goal 5 Goal Uphold the Safety and Liberty of
Citizens.

Table 5.14. Legislative Agenda for Goal 5 Goal Uphold the Safety and Liberty of Citizens
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Policy Establishing a Provincial Special Drug Peace and Order and Public SP, PSWDO
Education Center for Out-of-School Youth and Safety
Street Children
2 Policy Creating a Tourist Police Assistance Peace and Order and Public SP, PDRRMO
Center in the Surfing Site of the Province of La Safety
Union
3 Amendment of the Peace and Order and Public SP, PNP
TOPLU Ordinance Safety
4 Ordinance Amending the CCTV Ordinance of Peace and Order and Public SP, ICTU
the Province of La Union Safety
5 Approval and Adoption of POPS Plan 2023- Peace and Order and Public SP, PNP-LUPPO
2025 Safety
6 Ordinance Mandating all telecommunication Public Works and Utilities SP, OPG, PEO
companies, service providers, and other
similar entities that use overhead wires and
/or cables operating within the province of la
union along all public roads (national,
provincial, municipality and barangay roads)
to install and / or relocate wire and cable
system underground
7 Ordinance Banning the use of Wooden Public Works and Utilities SP, OPG, PEO
Electric Poles in the province of La Union
8 3. Ordinance Providing for the Common Public Works and Utilities SP, OPG, PEO
UnderGround Pipes for TelCos; enter into a
PPP agreement with a qualified Investor
9 Ordinance Providing for Excavation Fees for Public Works and Utilities SP, OPG, PEO
any Road Excavations along the National
Highway within the Jurisdiction of the

86 | Chapter 5 Resilient Communities Sector


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
Province of La Union and within all Provincial
Roads
10 Ordinance Institutionalizing the Kalsada Public Works and Utilities SP, OPG, PEO
Program
11 Towing Ordinance Public Works and Utilities SP, PLO
12 Impounding Ordinance Public Works and Utilities SP, PLO

Chapter 5 Resilient Communities Sector | 87


Goal 6: Preserve and Promote Culture and
Traditions
Strengths, Weaknesses, Opportunities and Threats (SWOT)
In 2021, various activities were also conducted to preserve and promote culture and traditions but fell
short of the target in terms of conducting the IP Summit, Piloting Living Traditions in Schools and Hiring
of IP Teachers due to mass gathering restrictions and adjustments in teaching methods.

For the plan period of ELA 2023 -2025 intensified its PPAs to address the limited budget and difficulty to
conduct big cultural events. It was also noted that cultural and heritage sites are vulnerable to natural
disasters.

Table 5.15. SWOT Analysis for Goal 6 Preserve and Promote Culture and Traditions
STRENGTHS WEAKNESSES
• Conduct of festivals with authentic representation • Limited budget allocation; limited time to prepare
of historic events (LUPTO-CAU) for the event due to overlapping of schedule
• Significant values of heritage sites - its historical, (LUPTO-CAU)
touristic and educational values; strong sense of • Lack of group experience in planning for a large-
place to locals and nearby towns/residents scale inclusive festival (LUPTO-CAU)
(LUPTO-CAU) • Physical attributes brought by unregulated
• High number of qualified IP Teachers (LUPTO- development (unrestricted proliferation of
CAU) retails/outlets in the heritage sites compounded
by vendors (LUPTO-CAU)
• No cultural musical instruments for the IP Schools
(gongs, solibao) (IPMR)
• No permanent item/plantilla positions available
for IP Teachers (LUPTO-CAU)
OPPORTUNITIES THREATS
• Employment opportunities for locals during the • The risk of bad weather conditions (LUPTO-CAU)
conduct of events/festivals (LUPTO-CAU) • Lack of transport for the conduct of events;
• Providing integration of cultural tourism with Limited availability of dates/schedule to book
other touristic attractions (LUPTO-CAU) particular venues for the event; potential effects
• Increase of collaboration between of political changes on event/festival organization
government/LGUs and tourism sector (LUPTO- (LUPTO-CAU)
CAU) • Cultural/Heritage sites vulnerable to natural
• Build connections with LGUs, academe, NGOs and calamities such as typhoons and earthquakes
other organizations for future partnerships (LUPTO-CAU)
(LUPTO-CAU)
• Wide room for development particularly for
heritage interpretation - businesses and activities
could evolve which would provide economic
opportunities and financing that can propel
economic development (LUPTO-CAU)

Objectives and Targets


The objectives for the goal “Preserve and Promote Culture and Traditions” are also retained from the
previous ELA. Figure 5.7 shows the alignment of the objectives under this goal to preserve and promote
the culture and traditions of La Union. The set targets will cultivate the self-identify as one Province
through the programs and projects. Table 5.16 shows the indicators to achieve the objectives on culture
and traditions for ELA 2023-2025.

88 | Chapter 5 Resilient Communities Sector


Figure 5.7. Framework for Goal 6 Preserve and Promote Culture and Traditions

Table 5.16. Scorecard for Goal 6 Preserve and Promote Culture and Traditions
BASELINE END OF PLAN
INDICATOR OPR
2022 TARGET
Objective 5.16.1. Preserved Cultural Assets
Number of LGUs with Cultural Asset LUPTO
Inventory 18 20
Number of Cultural Sites Preserved 1 2 LUPTO
Number of LGUs with IPMR (Municipalities LUPTO
and Province) 11 11
Number of LGUs with Local Cultural and Arts LUPTO
Council 21 21
Number of Pilot Schools of Living Tradition LUPTO
established 0 3
Number of LGUs with completed Cultural LUPTO
Mapping 3 6
Objective 5.16.2. Increased Cultural Awareness
Number of Culture Related Festivals and LUPTO /
Celebrations 2 5 PSWDO
Number of Culture Related IEC Activities LUPTO /
Conducted 133 160 PSWDO
Objective 5.16.3. Increase the hiring IP Qualified Teacher
No. of IP Teacher Maintained 6 (1 Bago,1 Bagi, 4 PSB
Kankanaey) 9

Programs, Projects and Activities


Objective 1: Preserved Cultural Assets
• Cultural Mapping. This activity deals with the identifying community or group resources leading
to efficiencies and links between arts and cultural groups, as well as their common aspirations
and values.
• La Union Culture and Arts Center. This facility will house all the cultural assets of the Province to
support cultural assets preservation. A feasibility study will be conducted to check the best
location and in succeeding years the construction will commence.

Objective 2: Increased Cultural Awareness


• Partnership with Tradition Bearers. With the objective to increase the cultural awareness of the
Province the partnership with the tradition bearers will implement various activities like
orientations and training on cultural and tradition awareness.

Chapter 5 Resilient Communities Sector | 89


Objective 3: Increase the hiring IP Qualified Teacher
• Hiring of IP Teacher. The hiring of IP will be augmented from the fund by the Provincial School
Board, this is towards the inclusive education for all and at the same ensuring the
mainstreaming of IPs in the education system.

Legislative Agenda
Table 5.17 shows the top priority agenda to achieve the Goal 6 Preserve and Promote Culture and
Traditions.

Table 5.17. Legislative Agenda for Goal 6 Preserve and Promote Culture and Traditions
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Heritage Conservation Ordinance & Creation of TWG Education, Culture and SP, LUPTO
Arts
2 Resolution Encouraging LGUs to conduct Cultural Mapping Education, Culture and SP, LUPTO
Arts
3 Ordinance Organizing Creative Industries in the Province of La Education, Culture and SP, LUPTO
Union Arts
4 Ordinance establishing Training Center for Intangible Cultural Education, Culture and SP, LUPTO
Practices such as loomweaves, pottery, basketry, etc. Arts

90 | Chapter 5 Resilient Communities Sector


Goal 7: Intensify Disaster Risk Mitigation,
Preparedness and Response
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The natural disaster and pandemic continue to hit the Province in the past, based on the previous ELA
assessment in 2021, 2 billion total value of damages to properties most in affecting the agriculture
sector with 12 casualties from the typhoon are also recorded in 2021. Cognizant to the need to intensify
disaster risk mitigation, preparedness, and response, the different component LGUs hugely invested in
the provision of basic emergency response trainings among its personnel and in the operationalization
of local DRRM Councils .It is worthy to mention that a 5-minute response time was set to immediately
respond to all requests being coursed through the Emergency Operations Center.

Despite the decline in the tourist arrivals and tourism activities in 2021, the province also invested in the
training of 100 tourist guides along security and Basic Life Support. Key disaster response offices likewise
ensured the timely, appropriate, and adequate assistance were provided to affected households
including economic assistance to the farmers and fisherfolks sector who were affected by the disasters.

Information Technology Infrastructure and accredited trainors to capacitate the disaster responders
were identified as key concerns. Currently, various PPAs were implemented and continue to be
implemented for the improvement of the capacity in terms of integrating information technology, and
collaborating with the OCD to increase the pool of resource persons to conduct training on advances in
disaster response will soon commence.

Table 5.18. SWOT Analysis for Goal 7 Intensify Disaster Risk Mitigation, Preparedness and Response
STRENGTHS WEAKNESSES
• Capacitate LGUs through conducting DRR • Shortage of trainors to capacitate and expedite
trainings (PDRRMO) trainings for force multipliers (PDRRMO)
• Equipment used in Disaster Response is in tip top • Inadequate Search and Rescue equipment and
shape (PDRRMO) modernized emergency vehicles (fire trucks, etc)
• Emergency and Non-Emergency Calls Catered (PDRRMO)
• Reduced Response time (PDRRMO) • Influx in receiving prank calls/erroneous call
• Establishment of Emergency Operations Center (PDRRMO)
(EOC) satellite offices (Balaoan & Rosario) • Outdated Computer Hardware (PDRRMO)
(PDRRMO) • Lack of proper communication with some local
DRRMOs (PDRRMO)
OPPORTUNITIES THREATS
• Commitment of PNP Personnel to reduce the • Increase of expenses due to training updates
number of prank callers through tracing numbers (PDRRMO)
of violators (PNP) • Fluctuation of price ((PDRRMO)
• Invitations of training to Increase trained • No available system in tracking numbers
Telecommunicators (PDRRMO) (PDRRMO)
• Legal basis in support to the creation of the
provincial ordinance to penalize prank callers
(PLO, PDRRMO)
• Existence of Local DRRM Officers Association
(PDRRMO)
• The existing PCTAC (Provincial Core Team Against
Covid)/ Provincial Incident Management Team
can be converted as the Provincial Crisis
Management Team (PDRRMO)

Objectives and Targets


The intensification of disaster risk and mitigation, preparedness and response is part of upholding an
empowered and resilient people and communities. Set of PPAs were identified to achieve this goal and
put La Union as a place of resilient people and communities. Partnerships and fostering volunteerism
are the approaches recognized to achieve a pathway of resiliency. Figure 5.8 shows the alignment of the

Chapter 5 Resilient Communities Sector | 91


objectives under this goal to become a resilient Province of La Union. The set targets will prove that La
Union is a place of resilient people. The table 5.14 shows the indicators to achieve the objectives on
peace and order for ELA 2023-2025.

Figure 5.8. Framework for Goal 7 Intensify Disaster Risk Mitigation, Preparedness and Response

Table 5.19. Scorecard for Goal 7 Intensify Disaster Risk Mitigation, Preparedness and Response
BASELINE END OF PLAN TARGET
INDICATOR OPR
2022 2025
Objective 5.19.1. Effective DRRM Measures
Number of Casualties from Natural Hazards 0 0 PDRRMO
during Disasters
Value of Damages to Properties from Natural N/A 0 PDRRMO
Hazards during Disasters
Objective 5.19.2.Mainstreaming Disaster Risk Reduction in Planning
Number of Component LGUs with Updated and 19 20 OPPDC
DRR+CCA Mainstreamed CLUPs
Number of Component LGUs with Updated and 19 20 OPPDC
DRR+CCA Mainstreamed CDPs
Objective 5.19.3.Increased Disaster Preparedness Capacity
Number of LGUs Covered with Basic Emergency 10 LGUs 20 LGUs PDRRMO
Response Trainings
Number of LGUs with Functional Local DRRM 11 LGUs 21 LGUs (including the PDRRMO
Councils Province Level)
Objective 5.19.4.Timely and Efficient Disaster Response
Emergency Response Time 7mins within 5 mins within 10 kms PDRRMO
10kms radius radius
Percentage of Calls from Public Safety PDRRMO
Answering Point (PSAP) Addressed 100% 100%
Percentage of LGUs with Emergency Operations PDRRMO
Center 100% 100%
Objective 5.19.5.Availability of Disaster Rehabilitation and Recovery Services
Percentage of Affected Households Provided 100% 100% PDRRMO
with Disaster Relief
Percentage of Affected Farmers and Fisherfolks 100% 100% PDRRMO
Provided with Disaster Relief
Objective 5.19.6.Capacity Development for DRR Personnel and Volunteers
Number of DRRMS, LGUs and DHs trained on 100 250 PDRRMO
security, BLS, etc.

92 | Chapter 5 Resilient Communities Sector


Programs, Projects and Activities
Objective 1: Effective DRRM Measures
• Innovation of Tools for Research and Development. To address and respond properly with the
effect of natural disaster, the innovation activities will be conducted based on research including
the transfer of knowledge through training and capacity development.

Objective 2: Mainstreaming Disaster Risk Reduction in Planning


• Enhancing the DRRM Plan. This activity will enhance all the DRRM Plan of component LGUs in
partnership with the OCD. The training to enhance the plan includes GIS, RDANA, PDNA and
development of software for timely data gathering.

Objective 3: Increased Disaster Preparedness Capacity


• Capacity Development Program for Disaster Responders. This training aims to develop a pool
of disaster responders in the Province to better respond in times of disaster.

Objective 4: Timely and Efficient Disaster Response


• Operability of the Province-wide Communication System. This is a radio communication
system to respond timely and efficiently. This is expected to be operationalized within 2023.

Objective 5: Availability of Disaster Rehabilitation and Recovery Services


• Implementation of Disaster Rehabilitation and Recovery. This program revolves along social,
provision of livelihood, agriculture, housing, and physical infrastructure recovery with the aim to
build back better.

Objective 6: Capacity Development for DRR Personnel and Volunteers


• Capacity Development for Disaster Systems. This will continue as strategies to increase and
improve the capacity of DRR Personnel in disaster response. Volunteers will also be included in
the training to improve the capacity.

Legislative Agenda
Table 5.20 shows the top priority agenda to achieve the Goal 7 Intensify Disaster Risk Mitigation,
Preparedness and Response.

Table 5.20. Legislative Agenda for Goal 7 Intensify Disaster Risk Mitigation, Preparedness
and Response
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Draft Ordinance Penalizing Prank Callers to Disaster Preparedness and SP, PDRRMO
Emergency Hotline (911) Management and Relief
Services
2 Ordinance Institutionalizing the DRRM-H of the Disaster Preparedness and SP, PDRRMO
Province Management and Relief
Services
3 Policy for LGUs to set up their own functional Disaster Preparedness and SP, PDRRMO
DRRM-H System Management and Relief
Services
4 Ordinance Establishing an Organization for La Disaster Preparedness and SP, PDRRMO
Union Youth Disaster Risk Reduction Management and Relief
Management Council Services
5 Ordinance/Resolution Officially Designating Disaster Preparedness and SP, PDRRMO
Flag Signs and Colors to Swimmable and Not Management and Relief
Swimmable Areas at Tourist Sites in the Services
Province
6 Resolution enjoining all barangays to have their Disaster Preparedness and SP, PDRRMO

Chapter 5 Resilient Communities Sector | 93


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
Disaster Risk Reduction corner with Management and Relief
Participatory Rapid Appraisal tools in Services
conspicious Places
7 Resolution enjoining all stakeholder in Disaster Disaster Preparedness and SP, PDRRMO
Risk Reduction and Management training Management and Relief
program Services
8 Ordinance for standardization of operating Disaster Preparedness and SP, PDRRMO
procedure and HCDN for EMS in La Union Management and Relief
Services
9 Resolution for financial assistance on Disaster Disaster Preparedness and SP, PDRRMO
Risk Reduction and Management (DRRM) Management and Relief
related research. Services
10 SP ordinance on establishing Disaster Resilient Disaster Preparedness and SP, PDRRMO
Infrastructure standards in the Province of La Management and Relief
Union Services
11 Resolution for Creating TWG for LDDRMP Disaster Preparedness and SP, PDRRMO
Management and Relief
Services

94 | Chapter 5 Resilient Communities Sector


Goal 8: Maintained Ecological Integrity
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Efforts and resources of the Provincial Government are likewise devoted to maintaining ecological
integrity. There are 54 wastewater treatment facilities established by LGUs for slaughterhouses and
public markets and PGLU for district hospitals, 17 have institutionalized water quality monitoring and 16
have sanitary landfills. To further improve the ambient air quality monitoring in the province, the PG-
ENRO in partnership with DENR-EMB had established 2 monitoring stations at Bauang and Bacnotan
aside from the DOAS (Differential Optical Absorption Spectroscopy), a real time monitoring facility
located at Parian, City of San Fernando. A Biodiversity Index of 2.8 was also noted in 2021 with 7 LGUs
having Forest Land Use Plans approved. The previous ELA also provided 13 Protected Areas as
continuously maintained in the province including additional 8.4 hectares was also reforested thereby
resulting in a total of 538.4 hectares maintained in 2021. However, the seedling survival rate of 85% had
dropped to 78% in 2021 due to the effects of the El Niño phenomenon brought about by climate change.

Lack of equipment to perform the functions of the Office was identified as a bottleneck in successful
program implementation. Benefits for the environmental workers were identified threats along with the
high cost of environmental infrastructure.

Table 5.21. SWOT Analysis for Goal 8 Maintained Ecological Integrity


STRENGTHS WEAKNESSES
• With budget allocation/appropriation for • Insufficient tools and equipment (ICT, drone,
environmental infra projects (PG-ENRO) vehicle, software, etc.) for the conduct of
• Creation of ENRO Department through environmental monitoring and assessment to
Provincial Ordinance No. 236-2020 (PG-ENRO) sustain the PPAs (PG-ENRO)
• Unfilled ENR technical positions (PG-ENRO)
OPPORTUNITIES THREATS
• Grants from national government agencies • No provision of hazard pay for environmental
(DENR-EMB, DOST, DPWH, etc) in support to workers (garbage collectors, sweepers, landfill
PGLU waste management initiatives (PG-ENRO) operators, quarry field workers and other
• Membership/ Partnership with national and environmental monitoring officers) - DILG/Financ
international environmental groups/ orgs (PG-ENRO)
(ICLEI, Cities with Nature, PLLENRO, SWAPP, • High cost of ENR technology (PG-ENRO)
etc) (PG-ENRO) • Insufficient counterparts from LGUs (ENR plantilla
positions) (PG-ENRO)
• Non-complementation of national and local
requirements and procedures in the implementation
of PPAs (e.g. infra projects) (PG-ENRO)

Objectives and Targets


The objectives for the goal “Maintained Ecological Integrity” are also retained from the previous ELA.
Figure 5.9 shows the alignment of the objectives under this goal to ensure preservation of environment
and natural resources. The set targets specified the direction of natural environment preservation and
nurturing it for the future generation’s use. The Table 5.22. shows the indicators to achieve the
objectives on environment for ELA 2023-2025

Chapter 5 Resilient Communities Sector | 95


Figure 5.9. Framework for Goal 8 Maintained Ecological Integrity

Table 5.22. Scorecard for Goal 8 Maintained Ecological Integrity


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 5.12.1. Mainstreaming Climate Change Adaptation in Planning
Number of Component LGUs with Updated and 19 20 PG-ENRO
DRR+CCA Mainstreamed CLUPs
Number of Component LGUs with Updated and 19 20 PG-ENRO
DRR+CCA Mainstreamed CDPs
Number of LGUs with LCCAP 3 (Balaoan, 21 PG-ENRO
Aringay, City of
San Fernando)
Objective 5.12.2. Environmental Quality Improved
Number of Component LGUs with Water Quality 20 20 PG-ENRO
Monitoring
Number of Agritourism sites with Water Quality 4 PG-ENRO
Monitoring Simminublan
Falls, Tangadan
2
Falls, Bulalakaw
Falls & Tapuakan
River
Number of LGUs with Wastewater Treatment Facility PG-ENRO
11 19
(Septage, Market, Slaughter, CBS, etc.)
Number of LGUs with Sanitary Landfill 17 20 PG-ENRO
Air Quality Index Good Good PG-ENRO
Objective 5.12.3. Biodiversity Protected
Number of Protected Areas 15 Locally 17 Locally PG-ENRO
Managed Managed
3 Nationally 3 Nationally
Managed Managed
Number of LGUs with Forest Land Use Plans 10 13 PG-ENRO
Number of LGUs with reforestation area 10 20 PG-ENRO
Survival Rate of Seedlings Planted 85% 85% PG-ENRO
Biodiversity Index Flora - 3.051 PG-ENRO
Fauna - 2.7 to 3.3
High to Moderate
(High to
Moderate)

96 | Chapter 5 Resilient Communities Sector


Programs, Projects and Activities
Objective 1: Mainstreaming Climate Change Adaptation in Planning
• Enhanced Local CCAP. This is the action plan formulated by local governments to address
climate change concerns. It focuses on both climate change adaptation and mitigation and
describes how LGUs plan to respond to the impacts of climate change and mainstream them
into local development plans (i.e. land use plan, sectoral development plan, investment
program).

Objective 2: Environmental Quality Improved


• Integrated Waste Management Program. This program is in accordance to RA 9003 or the
Ecological Solid Waste Management Act provides for a systematic, comprehensive and
ecological waste management program. Its aim is to ensure waste is managed in a more
integrated way, from waste generation to disposal, removing barriers and promoting value-
based decision-making.
• Air Quality Management Program. In consonance with RA 8749 provides for the creation of a
national program and local program of air pollution management focusing primarily on pollution
prevention. This is also includes promotion of mass media communication in order to create
social awareness and active participation in air quality planning and monitoring
• Water Resources Management. Its main objective is to achieve scientific and orderly
development and management of all the water resources of the Province consistent with the
principles of optimum usage, conservation, and protection to meet present and future needs.
• Renewable Energy Program. Work with industry and other key groups to encourage efficient,
clean technologies such as combined heat and power and green power from renewable
resources. The priority is to mainstream the use of renewable energy in the province.

Objective 3: Biodiversity Protected


• Biological Diversity Program. This program collaborates with partners on nature conservation
strategies and policies. It will facilitate restoration and stewardship of the Province’s wildlands
and wildlife habitats, and educate the public about the living natural heritage and local
ecological stewardship opportunities.
• Project TREE/ La Union Greening Program. This is a priority program of the Provincial
Government of La Union that aims to promote environmental stability, and biodiversity
conservation; it also enhances climate change mitigation and adaptation in the long-term goal
perspective.

Legislative Agenda
Table 5.23 shows the top priority agenda to achieve the Goal 8 Maintained Ecological Integrity.

Table 5.23. Legislative Agenda for Goal 8 Maintained Ecological Integrity


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Resolution enjoining all Component LGUs in the Environment Human SP, PG-ENRO
Province of La Union, especially those which Ecology and Security
have not yet created/established their
Environment and Natural Resources Office to
comply with the mandate of Section 8.2 of the
Provincial Ordinance No. 352-2021 or the
Provincial Environmental Management and
Protection Code of the Province of La Union
particularly for the creation of Environment and
Natural Resources Office in their LGU.
2 Sewage Treatment and Septage Management Environment Human SP, PG-ENRO
Ordinance (SSMO) - Ecology and Security
Ordinance on the establishment of wastewater
collection and treatment facility in all
accommodations and food establishments in all

Chapter 5 Resilient Communities Sector | 97


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
component LGUs and Providing Penalties
thereof
3 Ordinance Establishing a Yearly Electronic Environment Human SP, PG-ENRO
Waste Disposal/Institutionalizing the proper Ecology and Security
Electronic Waste disposal in the Province of La
Union and Providing Funds thereof

Establishing the system for the proper


management storage collection disposal and
monitoring of hazardous wastes including the
establishment of treatment storage and
disposal facility in LU
4 Ordinance on Public Private Partnership Environment Human SP, PG-ENRO
Projects; Ordinance Regulating GroundWater Ecology and Security
Extraction (Deep Well Construction)
5 RESOLUTION to encourage the LGUs to provide Environment Human SP, PG-ENRO
Hazard pay for their MENROs or focal persons, Ecology and Security
environmental workers I.e. garbage collectors,
sweepers etc.
6 ordinance to providing Incentives for the Environment Human SP, PG-ENRO
Bantay Dagat, Bantay Gubat and members of Ecology and Security
the Provincial Task Force
7 Ordinance Amending the Plastic Ordinance Environment Human SP, PG-ENRO
Ecology and Security
8 Ordinance on Anti Smoke Belching Environment Human SP, PG-ENRO
Ecology and Security
9 SP Resolution Adopting Local Climate Change Environment Human SP, PG-ENRO
Action Plan (LCCAP) Ecology and Security
10 Ordinance Establishing Solar Powered Irrigation Energy SP, OPAg
System in the Province of La Union

98 | Chapter 5 Resilient Communities Sector


VI
Organizational
Accountability and
Governance Sector
1
CHAPTER VI

Organizational Accountability
and Governance Sector
Sectoral Framework
The Organizational Accountability and Governance Sector envisions La Union to be known for its
excellent service through transformative governance. The Sector aims to realize this vision by ensuring
and sustaining a transparent, accountable and efficient government in the medium-term. The Province
will continue to be an ISO certified organization, and will aim to pass the Seal of Good Local Governance
(SGLG) of the Department of the Interior and Local Governm ent (DILG) and hurdle the
institutionalization stage of the Performance Governance System (PGS).

To ensure the achievement of the Province’s Vision and Sector Breakthrough, the Provincial
Government came up with six sectoral goals, two of which were lifted from the previous sectoral
framework while the remaining four goals were an upgraded version of the prior sectoral goals. These
include (1) integrated governance system; (2) sound and responsive policy and planning environment;
(3) strengthen digital governance to improve public service delivery; (4) efficient organizational security,
logistical and infrastructure support; (5) strengthen citizens engagement; and (6)efficient and innovative
organization.

In its aim to continually improve its business processes, PGLU seeks to attain integrated governance
systems by sustaining its compliance with the anti-red tape act, which measures the efficiency of the
organization in the delivery of government services to the public. In addition, the Province will also
strengthen the strategic alignment of offices as well as continue to comply with the Data Privacy Act of
2012.

In order to lay down a sound and responsive policy and planning environment in the province, PGLU will
ensure that the development plans of the component LGUs are aligned not just with the priorities of the
Province but have also mainstreamed DRR+CCA in their respective CLUPs and CDPs. The Province will
establish a supportive policy environment by ensuring that the necessary executive orders and
legislative actions stipulated in this Executive-Legislative Agenda are issued and enacted as well as
implemented and monitored. The Provincial Government will also continue to strengthen the
monitoring of its performance by tracking the progress of its various programs and projects as well
conduct actual site monitoring to be undertaken by the Provincial Project Monitoring Committee
(PPMC), which is composed of the PGLU, DILG and selected Civil Society Organizations (CSOs).

In the next three years, PGLU will also strengthen digital governance to improve public service delivery.
This will be done by continuously automating its business process to streamline its business
transactions, achieve digital transformation, increase service quality, and improve service delivery for
our Kaprobinsiaan.

On the other hand, to ensure organizational security, logistical and infrastructure support, the Province
will continue to provide a conducive working environment for its employees as well as have a client-
friendly environment. PGLU will also sustain the timely delivery of logistical requirements for its offices
to ensure fast and efficient delivery of public service.

From increasing citizens participation as its goal in the past three years, PGLU will now move towards
achieving citizens engagement in the next medium-term by (a) ensuring participatory planning and
development processes through Civil Society Organizations (CSOs) engagement in the local planning and
other development processes of the Province, (b) gauging and improving the overall citizen satisfaction
through the provision of appropriate and effective programs and projects, and (c) enhancing public

Chapter 6 Organizational Accountability and Governance Sector | 101


access to information to ensure that our Kaprobinsiaan are well informed of the undertakings of the
Province and that we are compliant with the full disclosure policy.

To achieve efficient and innovative organization, the PGLU will ensure adequate and competent human
resource management, high organizational performance, and comply with the CSC Rules and
Regulations. All these sectoral objectives will contribute to the achievement of the Sector’s vision to
make La Union the hallmark of service excellence.

Moreover, three of the identified and above-mentioned Sectoral Goals were among the selected
support objectives of the La Union Transformative Governance Roadmap. These include strengthening
digital governance to improve public service delivery, intensify citizens engagement, and efficient and
innovative organization.

102 | Chapter 6 Organizational Accountability and Governance Sector


Figure 6.1. Updated Sectoral Framework of the Organizational Accountability & Governance Sector

Chapter 6 Organizational Accountability and Governance Sector | 103


Goal 1: Integrated Governance Systems
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The compliance of the Province in the Anti-Red Tape Act has improved with the updating of the citizen’s
charter and expansion of ISO coverage. However, the Province still has four remaining offices to be ISO
certified. There is also a need for the Provincial Government to address issues on lack of manpower and
capacity development to help sustain the growing improvement of governance systems in the
organization.

Table 6.1. SWOT Analysis for Goal 1 Integrated Governance Systems


STRENGTHS WEAKNESSES
• Open communication (PGSO) • No institutional staff from the
• Participatory governance evident on increased institutionalization stage. Only 2 OPS Staff
number of CSO Involvement in Governance (eg. trained on strategic management (OPPDC)
100+ Accredited CSOs, CSO Involvement in • No Rapid Cascading Conducted on Strategic
Planning Activities, Regular Public Hearing, etc.) Alignment and Contributions since 2020
(PGSO) (OPPDC)
• Being ISO Certified/ Compliant (OPG) • Lack of partnership guidelines/policy (OPG)
• Dynamic leadership approach (OPG) • Limited Document Tracking System (OPG)
• Institutionalized Internal Audit Services (OPG- • Limited number of personnel to discharge the
IASU) functions of the office (OPG-IASU)
• Timely release of relevant provincial issuances • Lack of Capacity Development (OPG)
(OPG) • Mental Health Program not established (for
• Presence of Health and Wellness Program (OPA) inclusion in the succeeding targets)
• Presence of Registered and Unregistered Manual (OPAdmin)
of Procedure (SP) • Procedures not strictly implemented (SP)
• Level II accredited status in the CSC PRIME-HRM • No competency framework established
(Deregulated agency) (OPA) (OPADmin)
• PGS Proficiency (PGSO) • Low enforcement of provincial ordinances
• National/Regional Awards with penalties (lack of office or unit in the
PGLU that monitor the implementation of
ordinances) (SP)
• Not SGLG Awardee since 2019 (ELA TWG)
OPPORTUNITIES THREATS
• Strong support from component LGUs, NGAs, • National directives which are to be adopted may
CSOs, etc. (OPG) have adverse impacts on the implementation of
• Political party and affiliation (PGSO) governance initiatives (PGSO)
• Moral Recovery Program (Provincial Ordinance • Global health crises/health emergency (PGSO)
168-2019) (NCP) • Not fully implemented on some agencies like
• Strong support and assistance coming from CSC PSWDO, PDRRMO, POPS (NCP)
(OPADMIN) • High employee attrition due to better job offers
locally/abroad (OPADMIN)

Objectives and Targets


The Provincial Government will remain steadfast to attain integrated governance systems by sustaining
its compliance with the Anti-Red Tape Act leveraging on the ISO Certification along with the updating of
its citizen’s charter from various offices and hospitals. Moreover, the PGLU continues to strengthen the
alignment of strategic priorities and initiatives in the roadmap to achieve its vision and to strictly comply
with the Data Privacy Act.

104 | Chapter 6 Organizational Accountability and Governance Sector


Figure 6.2. Framework for Goal 1 Integrated Governance Systems

Anti-Red Tape Act helps in the improvement of efficiency in the delivery of government service to the
public to prevent graft and corruption. To attain this, the PGLU needs to be transparent on its processes
and delivery of services, that is why the province applied for ISO. And in order to achieve a successful
integrated governance, compliance to different laws must be considered to protect the values and rights
of the stakeholders and people, and this will allow prosperity and success of the province. Table 6.2
shows the updated indicators, baseline and end of plan targets for 2025.

Table 6.2. Scorecard for Goal 1 Integrated Governance Systems


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.2.1. Compliance with the Anti-Red Tape Act
Number of Frontline Offices with Updated Citizen’s 26 26 OPAdmin,
Charter OPG
Number of District Hospitals with updated citizens charter 5 5 PHO and
DH Chiefs
Number of Offices Covered by ISO IMS 26 26 OPAdm,
OPG
Number of District Hospitals Covered by ISO IMS 5 PHO and
DH Chiefs
Objective 6.2.2. Strengthened Strategic Alignment of
Offices
Percentage of On-Track Scorecard Measures 34.14% 100% OPPDC
Number of Governance Achiever Awardees 6 26 OPPDC
Objective 6.2.3 Compliance with Data Privacy Act of 2012
Number of DP Manual (new) n/a 1 PLO,DPO,
All offices

Objective 1: Compliance with the Anti-Red Tape Act


• Updating the Citizen’s Charter. This program measures the number of offices and district
hospitals with an updated citizens charter which is in compliance with the ARTA.
• ISO IMS Institutionalization. This activity aims to cover all offices and district hospitals to be ISO
IMS certified to improve the delivery of services to meet the expectations of the clients or
people.

Objective 2: Strengthened Strategic Alignment of Office


• Performance Governance Systems (PGS) Institutionalization on Revalida. The PGLU continues
to implement its transformative governance agenda to go beyond the “business as usual”
mindset. This is made possible through the implementation of the PGS. Currently, the Province,

Chapter 6 Organizational Accountability and Governance Sector | 105


being PGS Proficient, has implemented high impact PPAs and has reaped breakthrough results
aligned to its Stronger La Union strategy. Hence, the Province shall bid for PGS
Institutionalization to further its culture of good governance and elevate its public service
delivery, enabling an improved quality of life.

Objective 3: Compliance with Data Privacy Act of 2012


• Establishment of Data Privacy Manual. The establishment of the DPM is in compliance with the
Data Privacy Act of 2012. To achieve this, the PGLU needs to have as follows; Consultancy for
DPA; Creation of DP Manual Registration to NPC; and conduct Benchmarking Cascading
Sessions.

Objective 4: Strengthen Internal Control System


• Audit Proper (Road-Related Offices) Baseline Assessment Interim Audit and Risk-Based Audit.
With the aim to strengthen the internal control system in the PGLU, the OPG-IASU monitors and
provides audit observation reports, interim audit report, compliance audit report; and baseline
assessment report.

106 | Chapter 6 Organizational Accountability and Governance Sector


Goal 2: Sound, Responsive and Proactive Policy and
Planning Environment
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The sector continues to extend technical assistance to all the component LGUs in updating its
mainstreamed plans ensuring the alignment of its strategic initiatives. In this regard, 19 out of the 20
component LGUs (except Bagulin) have updated their DRR-CCA Enhanced CDPs in 2021. The enactment
of legislative actions has also improved and the sector sustained its compliance in required executive
issuances by the National Government. Moreover, all qualified projects were also enrolled in the
Regional Project Monitoring and Evaluation System and all offices have accomplished at least 85% of
their targets in 2021. However, the weak GIS capabilities is among the hindrances being identified in the
provision of digitized sectoral maps which is necessary for the formulation and updating of plans in the
PGLU.

Table 6.3. SWOT Analysis for Goal 2 Sound, Responsive and Proactive Policy and Planning Environment
STRENGTHS WEAKNESSES
• Updated Plans (PDPFP, etc.) (PDPFP) • Lack of Established Sectoral Maps due to Weak
• Presence of PPP Code (OPG) GIS Capabilities (OPPDC)
• Dynamic, young and educated workforce; newly • Poor Data Submission Turn- Out (OPPDC)
minted set of SPMs with heterogeneous fields of • Lack of Technically Trained PGLU Employees
expertise (SP) (Planning-Monitoring) (OPPDC)
• Timely review of municipal/city ordinances with on • Increase Conversion of Agricultural Land to
time submission of the PLO review (SP/PLO) Other Uses(OPPDC)
• Additional lawyers hired (PLO) • Bulk requests for legal opinion and review of
• On time submission of legal opinion as requested other legal documents (SP)
by other offices and SP, and review of legal • Non-Compliance to Data Privacy Act of 2012 (too
documents broad - specify) (PGLU)
• Component LGUs with Court Cases are now well • No established Data Privacy Manual for PGLU
represented with the hiring of new lawyers (PLO) (PGLU and Data Privacy Officer)
• Appointed a Data Privacy Officer (PLO)

OPPORTUNITIES THREATS
• Passing of the National Land Use Plan by the • Changing Planning Guidelines from NGAs
DSHUD (OPPDC) (DSHUD, DILG, etc.) (OPPDC)
• Alignment with national thrusts and priorities • Additional Requirements from NGAs (DSHUD,
(PGSO) DILG, etc.) Resulting to Lack of Staff and Non
Delivery of Supposed Mandates (OPPDC)
• Changing national thrusts and priorities ((PGSO)
• Retirement of MPDCs at the Component LGU
Level and Lack of Licensed ENPs in the LGU
(OPPDC)
• Low level of Involvement of CSOs during
communication meetings for hearings and public
hearings (SP)

Objectives and Targets


To foster a sound, responsive and proactive policy and planning environment, the PGLU ensures timely
monitoring of implemented PPAs and guarantees the alignment of its various plans to the strategic
initiatives of the Province in the attainment of the vision.

Chapter 6 Organizational Accountability and Governance Sector | 107


Figure 6.3. Framework for Goal 2 Sound, Responsive and Proactive Policy and Planning Environment

Targets to provide substantial and reactive planning processes of programs , projects and activities
focuses on the alignment of development plans to strategic initiatives and strengthened monitoring and
evaluation of the implemented PPAs to guarantee effectiveness of these programs. Table 6.4 shows the
updated indicators, baseline and end of plan targets for 2025.

Table 6.4. Scorecard for Goal 1 Sound and Responsive and Planning Environment
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.4.1 Aligned Development Plans
Number of Component LGUs with Updated and DRR+CCA 19 20 OPPDC
Mainstreamed CLUPs
Number of Component LGUs with Updated and DRR+CCA 19 20 OPPDC
Mainstreamed CDPs
Objective 6.4.2 Supportive Policy Environment
Percentage of enacted Legislative Actions identified in the 79% 100% SP
ELA
Percentage of Ordinances implemented and Monitored TBD 95% SP
Percentage of required Executive Issuances issued 100% 100% OPG,
OPAdmin
Objective 6.4.3 Strengthened Monitoring of Performance
Percentage of Qualified Projects Enrolled in the RPMES 100% (16 100% OPPDC
enrolled
projects for
2022)
Number of Monitored & Evaluated PPAs by the PPMC 30 50 OPPDC,
PEO
Number of Offices with at least 85% accomplishment 24 offices and 24 offices and 8 OPPDC
(AWFP) 8 units units

Programs, Project and Activities


Objective 1: Aligned Development Plans
• Technical Assistance to LGUs on updating on DRR+CCA mainstreamed CLUPs and CDPs. The
PGLU ensures that all the 20 component LGUs of the Province must have an updated DRR+CCA
mainstreamed CLUPs and CDPs. Hence, this activity aims to continuously provide technical
assistance to all the component LGUs in updating their mainstreamed plans.

108 | Chapter 6 Organizational Accountability and Governance Sector


Objective 2: Sound, Responsive and Proactive Policy and Planning Environment
• Province-wide CMBS Implementation. CBMS is an organized technology-based system of
collecting, processing, and validating necessary disaggregated data, that may be used for
planning, program implementation and impact monitoring at the local level while empowering
communities to participate in the process. The OPPDC was directed to research on the
possibility of implementing the La Union Provincial Government’s CBMS Assistance to LGU
programs identifying their necessary needs. As a result, the Province will enter into a MOA with
LGUs; an Ordinance providing “Incentives” to responders; and resolution encouraging LGUs to
implement CBMS.
• La Union Landbanking Initiative. This program is among the top priorities as a support to the
Governor’s thrust to accelerate socio-economic development by leveraging Public-Private
Partnerships (PPP). This aims to aggregate and identify idle parcels of land with potential
investment opportunities for future development and investors.
• ArcGIS Mapping and Monitoring. The ArcGIS is a geographical information system (GIS)
software that allows handling and analyzing geographic information by visualizing geographical
statistics through layer building maps like climate data or trade flows. Hence, this project will
help the PGLU improve its capacity to better planning services using visualized maps along with
the area of disaster response, land assessment, tourism planning, real estate tax collection and
other areas.
• Monitoring of Implemented Ordinances. This activity aims to provide a real-time monitoring of
implemented ordinances in the Province along with the establishment of a database.
• La Union Research Grant for Development. This is a research partnership to conduct more
extensive studies to address the identified concerns of the Province’ development sectors in
partnership with the members of the Academe for its support and assistance to achieve these
commitments.

Sub-Goal 3: Strengthened Monitoring of Performance


• Electronic Provincial Project Monitoring and Evaluation System. The ePPMES is a digital tool for
monitoring and evaluating locally funded projects in the Province. It is an internet based
solution to facilitate project enrollment, documentary submission, status updating, and report
generation. Moving forward, the PGLU aims to establish its own ePPMES portal. In support, a
policy requirement is needed to encourage component LGUS to utilize the PMS.
• Compliance to the Regional Project Monitoring and Evaluation System. The program ensures
100% compliance to the RPMES of the enrolled various PPAs in the eRPMES and timely
submission of quarterly reports as expected output. This also covers the actual field monitoring
of the selected PPAs to be evaluated by the PPMC.
• Preparation of Annual Work and Financial Plan. The AWFP includes the programs, projects and
activities of various offices. This covers the monitoring of implemented PPAs from 32
departments and units of PGLU. This gets measured by the number of offices with at least 85%
accomplishment from the AWFP.

Chapter 6 Organizational Accountability and Governance Sector | 109


Goal 3: Strengthen Digital Governance to
Improve Public Service Delivery
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The sector capitalized on ICT with the increase in the number of information systems developed. The
PGLU has deployed 6 information systems to date. However, systems to address the gaps brought about
by COVID-19 were prioritized in 2021 instead of what was originally targeted to cater the requests and
needs of the public.

Further, to increase productivity among the employees, the PGLU needs to invest in purchasing and
upgrading its needed ICT requirements such as the presence of licensed software, systemized and
digitalized business procedures. Below were identified SWOT of this goal during the discussions as
follows:

Table 6.5. SWOT Analysis for Goal 3 Strengthen Digital Governance to Improve Public Service Delivery
STRENGTHS WEAKNESSES
• Updated ISSP (OPG-ICTU) • Presence of unlicensed software (OPG-ICTU)
• Established Network Infrastructure (OPG-ICTU) • High ratio on employee vs equipment (maintenance
• In-housed development of IS (Info system) activities) (OPG-ICTU)
(OPG-ICTU) • Limited budget for ICT requirements (OPG-ICTU)
• Conducted of Annual Preventive Maintenance • Insufficient No. of technical staff to administer the
and ICT Inventory (OPG-ICTU) LIS and program its enhancements (SP)
• Documented Information Systems (End-user • Systematized/digitalized order and calendar of
and Operator Manual) (OPG-ICTU) business procedure is not yet operational (SP)
• Updated Hardware resources (OPG-ICTU) • Slow search due to inclusion of committee reports
• Presence and functional LIS (Legislative info (need enhancement)
system) (SP) • Unstable (sometimes) internet connectivity for the
• Automated Customer Feedback (OPG-ICTU) PGLU EDMS (OPPDC/PLO)
• Enhanced LIS through the LISearch (SP) • Unstable Internet Connection (PLO)
• Online mode of holding of committee
meetings/hearings, encouraging more
participation from the public (SP)
• Digitized most of PLO File because of the PGLU
EDMS (PLO)
OPPORTUNITIES THREATS
• Available Open Source and Enterprise Firewall • Vulnerability to Malwares, Viruses, etc (OPG-ICTU)
Security (OPG-ICTU) • Internet connection as provided by ISPs is
• Presence of End-to-End Fiber Internet solution unpredictable, affects internet connections during
(OPG-ICTU) online meetings (SP)
• Partnership with DICT for more ICT projects • Uncontrollable market value for hardware and
(OPG-ICTU) software (OPG-ICTU)
• Conduct of Penetration Test by DICT for • A percentage of staff not yet technically adapted to
deployed IS (Vulnerability) (OPG-ICTU) google workspace (SP)
• Creation of La Union ICT Council (OPG-ICTU)
• Provincewide text messaging platform for
information dissemination (in times of
calamities/disasters, etc.) (PIO)

Objectives and Targets


Technology has set standards when it comes to business processes nowadays. In this regard,
the PGLU is looking forward to devising creative ways to improve public service delivery to the public for
the next three years. Imposing automation to its business processing helps increase productivity and
performance to address the growing and changing needs of its clients. Hence, to achieve this, the PGLU
is guided by the results of the e-Government Development Index Survey which will support expanding
its efficiency gains to automation.

110 | Chapter 6 Organizational Accountability and Governance Sector


Figure 6.4. Framework for Goal 3 Strengthen Digital Governance to Improve Public Service Delivery

Targets to boost transactions for a faster and more convenient delivery of services include the
automation of business processes and electronic development. Hence, digital governance could also be
a help in having higher transparency, higher comfort, development in income and also reduction in costs
of supplies. Table 6.6 shows the updated indicators, baseline and end of plan targets for 2025.

Table 6.6. Scorecard for Goal 3 Strengthened Digital Governance to Improve Public Service Delivery
END OF YEAR
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.6.1 Automated Business Processes
Percentage of Business Process Automated n/a 100% OPG-ICTU
Number of Information Systems developed and deployed 100% 100% OPG-ICTU
8 IS 7 IS
End-User Satisfaction and Compliance Rating (new) n/a 4.1 to 5.0 OPG-ICTU
Objective 6.6.2 E-Government Development Indexing
Number of e-Participation Survey conducted (new) n/a 1 OPAdmin,
OPG-ICTU

Programs, Projects and Activities


Objective 1: Automated Business Processes
• ISO IMS Citizens Charter. The activity for this program includes the Registration of Quality
Procedures to provide streamlined processes to drive into automation.
• Development and Deployment of Information Systems. In line with the new administration’s
P.U.S.O agenda, the PGLU sets its target to establish the PUSO App (Provincial Unified Services
Online Application) under this program along with the development of other internal systems.
The PUSO App is one of the key initiatives under the Provincial Government of La Union to
develop a common, unified platform and to facilitate a single point of access to all government
services. It is envisaged to act as a master application, which will integrate major government
services from various sectors such Agriculture, Social Service, Health, Legal Services among
others. The application will enable users to access e-Government services from the Provincial
Government of La Union, local bodies and their agencies
• Institutionalize an End-user Satisfaction and Compliance Rating. Activities under this program
include the Revision of ISO procedures and Consultation Meetings Feedback Mechanism. The
end-user satisfaction and compliance rating entails to improve public service delivery.
• Automation of Supply and Property Management. With the continuous shifting of processes to
automation, the PGLU aims to upgrade business processes with the establishment of databases
for easier access of data.

Chapter 6 Organizational Accountability and Governance Sector | 111


Objective 2: E-Government Development Indexing
• Conduct of e-Participation Survey. This is a new program under the E-Government
Development Indexing objective which reinforces the interaction between the PGLU and its
people.
• Upgrading Office Equipment for Efficient Service Delivery. This program under the Provincial
Information Office aims to upgrade their social media marketing tools and office equipment to
provide high quality media coverage (videos, photos, infographics, documentaries, etc.) to keep
up with the social media trends that will satisfy the viewers.

112 | Chapter 6 Organizational Accountability and Governance Sector


Goal 4: Efficient Organizational Security, Logistical
and Infrastructure Support
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The PGLU continues to recognize the importance of a safe and conducive working environment. In 2022,
the PGLU made necessary improvements of its buildings and concerned offices.

Table 6.7. SWOT Analysis for Goal 4 Efficient Organizational Security, Logistical and
Infrastructure Support
STRENGTHS WEAKNESSES
• Available resources (lot and office) (PGSO) • Current setup of some offices do not meet the
• Adequate office space and conference halls (SP) needed space (PGSO)
• presence of operational CCTV within the • Lack of personnel to maintain (SP-RMAB)
building premises (SP)
• maintenance of zero threat to security of PGLU
workplaces and facilities (SSU)
OPPORTUNITIES THREATS
• No identified opportunities • Possible breach of security and destruction of
properties through arson, vandalism and other
human induced hazards/risks (SSU)
• Construction of additional PGLU offices / Facilities
that will lead to additional manpower requirement
(SSU)
• Unstable economy and market (PGSO)

Objectives and Targets


Having a conducive working environment and adequate office space promotes safety and growth to
both employees and the transacting public. To sustain the smooth flow of transactions and work
activities, the PGLU continues to invest in upgrading its infrastructure facilities and workspaces along
with the timely monitoring and upgrading of logistical requirements to vehicles and its ICT resources.
However, the PGLU remains persistent in maintaining the safety and security of everyone to
unauthorized access or security threats.

Figure 6.5. Framework for Goal 4 Efficient Organizational Security, Logistical and Infrastructure
Support

To drive people to work hard and deliver better service, a conducive working environment is needed.
Before one could understand the most important elements in considering the work performance in
relation to the work environment, it is first poignant to look at the criteria of a conducive office
environment. A positive work environment and complete logistics can be helpful in attaining success
and efficiency of work. Table 6.8 shows the updated indicators, baseline and end of plan targets for
2025.

Chapter 6 Organizational Accountability and Governance Sector | 113


Table 6.8. Scorecard for Goal 4 Efficient Organizational Security, Logistical and Infrastructure Support
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.8.1 Conducive Working Environment
Number of Offices with Rehabilitated Workspace 4 Provincial 8 (Renovate-1 PGSO
Buildings New Buildings- 7)
improved/
rehabilitated
Number of Major Facilities Constructed - 1 Provincial - At least 1 PEO
Buildings Provincial
Constructed Building
- Construction Constructed
of POS-EOC - Construction of
Building, PWSDO
Sevilla, San Building
Fernando City - Construction of
PHO Building
Percentage of Public Facilities Maintained 100% 100% PGSO
Number of Unauthorized Access or Security Threats 0 0 SSU
Objective 6.8.2 Timely Provision of Logistical Requirements
Percentage of Vehicle Requirement Upgraded 2020-2022 84% 100% PGSO
(43 purchased, 9
for purchase)
2020:100%;
2021:143%;
2022:60%

Percentage of offices with upgraded ICT resources 29% 75% OPG-ICTU


Percentage of PGLU Uptime of Web Services 99% 99% OPG-ICTU
Percentage of Mesh Services (new) NA 95% OPG-ICTU

Programs, Projects and Activities


Objective 1: Conducive Working Environment
• Construction, rehabilitation and improvement of provincial buildings, offices and facilities.
Activities under this program include; Construction of new Office Buildings; Renovation of Office
Spaces; Construction of Extension to Existing Buildings. This program will help the offices have
more comfortable working spaces to ensure a smooth sailing workflow in the delivery of
services.
• Construction of Provincial Buildings. This activity is in partnership with the DPWH. Through this
program, it helps the PGLU to address issues and concerns being identified on lack of adequate
office spaces.
• Installation of Solar Roof Panels at the Provincial Capitol. Solar panels are a great way to offset
energy costs. In this regard, this program aims to provide alternative energy power providers for
the PGLU.
• Provincial Legislative Library and Archives Center - Provisioning of its SOTA Equipment. The
center will serve as a repository of all legislative records of the SP to preserve, organize,
maintain and secure the documents.
• Fund Requirement for the Finishing Phase of the SP Legislative Records and Archives Building.
These programs need an appropriation ordinance for the completion and improvement of the
building.
• Improvement of the SP Session Hall. The program aims to improve existing structures with
additional improvements for the betterment of the session hall.

114 | Chapter 6 Organizational Accountability and Governance Sector


• Building and Grounds Maintenance. This program maintains the cleanliness of the building and
grounds of PGLU ensuring proper sanitation of waste disposal and regular check-up of office
properties and preventive maintenance of other resources.
• Conduct of Posts Inspection and Roving. In order to maintain peace and order in the PGLU and
to attain a zero unauthorized access and security threats, security personnel ensure that visitors
register their names, inspect their luggages and they are properly guided to their destinations.

Objective 2: Timely Provision of Logistical Requirements


• Vehicle Requirement Upgrade. Reaching the average lifespan of vehicles, there is indeed to
upgrade the vehicles with high-grade performance to cover the needs of the employees in terms
of logistics and monitoring.
• PGLU Re-fleeting Program. The program entails the upgrading and procurement of necessary
vehicles of various offices to be used in the PGLU.
• Maintenance for Hardware and Software Upgrade. This program concerns the timely semi-
annual preventive maintenance of systems and ICT resources to support the upgrading of the
needed ICT equipment.
• Maintenance for PGLU Server and Network Connectivity Resources. This is an activity and
process that keeps the server software updated and running so that a computer network can
operate smoothly and avoid downtime or loss of data. Regular maintenance will keep the server
running as expected and will help avoid a total or partial network failure.
• Maintenance for La Union Wireless Province-wide Mesh High Speed Local Network Backbone.
A mesh refers to rich interconnection among devices or nodes. Through the establishment of
the Wireless Mesh Network, the province can have a devoted wireless network that it fully owns
and controls. Compared to other connectivity options it can be installed faster at a reasonable
cost.
• Upgrading of Security Equipment. This program is beneficial to the employees and clients in the
PGLU to efficiently deliver public security service for safety.

Chapter 6 Organizational Accountability and Governance Sector | 115


Goal 5: Strengthen Citizen’s Engagement
Strengths, Weaknesses, Opportunities and Threats (SWOT)
The PGLU continues to provide responsive and accountable Information communication services to the
public through enhancing its operations and governance processes. In this regard, the Province
improved the public access to information and maintained its openness and transparency, thus, public
trust and confidence. With the improved customer feedback, the percentage of citizen’s complaints and
customer complaints resolution have decreased in 2021. There was also an increase in website visitors
and Facebook followers. The sector continues to sustain this indicator through the institutionalization of
the PUSO PULSO survey. This implies that the public pays interest on the latest updates implemented in
the Province. However, representation of Civil Society Organizations in Local Special Bodies has been
sustained with a higher percentage of legislative measures undergoing public hearings. Below were
identified SWOT of this goal during the discussions as follows:

Table 6.9. SWOT Analysis for Goal 5 Strengthen Citizen’s Engagement


STRENGTHS WEAKNESSES
• Institutionalized feedback mechanism (Elyunite) • Sampling size and variety of respondents not
(PIO) ensured with the online survey. (Elyunite survey)
• Institutionalized constituent and social media (PIO)
listening through PUSO PULSO Survey (PIO) • Official email domain currently not available -
• 17 Established Public libraries provincewide (PIO) where we receive feedback from online
• Functioning Information Officers of La Union community (PIO)
Guild (IOLUG) (IOLUG) (PIO) • Low engagement with national media outfits.
• Existing La Union Association of Government (Lack of manpower to engage with national media
Information Officers (LUAGIO) (PIO) outfits) (PIO)
• Involvement of CSOs during comm meetings. • Low engagement of constituents (PUSO PULSO -
hearings and public hearings (SP) method) (PIO)
OPPORTUNITIES THREATS
• Province-wide survey (partnering with LGUs) for • Not all constituents are reachable online (PIO)
preferred mode of disseminating information of • Cyber-crime and data privacy breaches (PIO)
PGLU PPAs (PIO) • Designation and appointment of Information
• Strengthened constituent engagement for surveys Officers and Public Librarians (LGU-level) are
through incentivising and boosting (PIO) optional (PIO)
• Establishment of barangay libraries in partnership • Uncontrollable virality of information and content
with the SK Teen Centers (PIO) (PIO)
• Upskilled Information Officers provincewide (PIO) • No elected IPMR (SP)
• Citizen Reporting Mechanism (PIO)
• Establish public libraries to 3 remaining LGUs
(PIO)

Objectives and Targets


Achieving innovative approaches to delivering high-quality public services to its people, the sector
continues to strengthen its partnership with its stakeholders. Engaging its people in decision-making
processes promotes greater success in building a more progressive community. Hence, to achieve these
objectives aligned with the P.U.S.O agenda call for La Union Probinsyanihan, the sector continues to
work on having good overall citizen satisfaction, enhanced access to public information and
participatory planning and development processes.

116 | Chapter 6 Organizational Accountability and Governance Sector


Figure 6.6. Framework for Goal 5 Strengthen Citizens Engagement

To monitor and verify the satisfaction of the citizen or the people being served, customer feedback
forms are being filled up. And the results that will be consolidated will show the performance of the
government and will help to scale up the services and interventions being implemented. Improvement
of the official website is also essential since the public is now very active on social media. And through
this enhancement, people will be able to view, be informed and be engaged in the activities and services
that are and will be offered to the public. Table 6.10 shows the updated indicators, baseline and end of
plan targets for 2025.

Table 6.10. Scorecard for Goal 5 Strengthened Citizens Engagement


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.10.1 Good Overall Citizen Satisfaction
Customer Feedback Rating 92.73% 85-100% OPAdmin
Customer Complaint Resolution Rate (New) 87.51% (27) 85-100% OPAdmin
Objective 6.10.2 Enhanced Public Access to Information
Number of LGUs with Official Website - 12 with 20 OPG-ICTU
website
and
updated
- 2 websites
outside
.gov.ph
domain
- 4 with
website
but down
- 2 no
website
Number of Visitors in PGLU Official Website 68,000 90,000 OPG-ICTU
Number of LGUs with Facebook Accounts backed up by a 3 20 PIO
Local Ordinance
Number of Facebook Followers in Official Facebook 273,000 350,000 PIO
Account
Number of Information Desks/Kiosk/Bulletin Boards in 0 10 (target be PIO
Strategic GIDAs based on the
result of CBMS to
be conducted on
2023)
Compliance with Full Disclosure Policy (Bulletin and 100% 100% LFC
Electronic)
Objective 6.10.3 Participatory Planning and Development
Process

Chapter 6 Organizational Accountability and Governance Sector | 117


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Percentage of Legislative Measures that need public 5 100% SP
hearings conducted
Percentage of LSBs with CSO representation 100% 100% (33 LSBs) OPPDC
Number of CSOs engaged in the local development 48 48 OPAdmin-
process HRMU

Objective 1: Good Overall Citizen Satisfaction


• Elyunite Innovation Hub. This program aims to establish the Province as an innovation incubator
that provides technical support including resources, information, skills, and other necessary
requirements that will facilitate business growth of start-up businesses.
• Ensuring Citizens Satisfaction. To identify lapses and issues concerning the satisfaction of its
clients, the PGLU needs to improve the existing survey tools and instruments to be used in the
assessment of the results.
• Launching of the automation feedback QR code, Citizen's- Complaints Desk, and Hotline. This
program helps the PGLU measure the satisfaction of its clients on public service deliverables.
The automation of feedback forms helps the PGLU to increase the number of respondents.

Objective 2: Enhanced Public Access to Information


• Web Press Release Updates and Template Customization. Assistance to web hosting. This
activity will improve the LGU web presence for accountability and transparency and will help all
the component LGUs of the Province to establish its own websites utilizing the “gov.ph” official
domain.
• Maintenance of Website: As part of the maintenance, this activity aims to update the data and
contents of the website such as press releases, knowledge resource hub, and improve its system
User Interface to provide a more satisfying and informative site.
• Social Media Platforms. This program boosts to increase followers in the Official Facebook Page
of the PGLU using online generating demand tools for easier access of information.
• Community-based Survey on Information Dissemination in the Province and Production of
Materials for Information Desk (2024-2025). This program helps the constituents in
Geographically Isolated and Disadvantaged Areas (GIDA) who do not have access to general
information on PGLU announcements and PPAs being published online. To achieve this, the
PGLU will conduct a community-based survey on information dissemination in the Province
along with the establishment of physical desks in strategic GIDAs.
• Strengthening of Information Drive (HRAC, Youth Congress, IBP). The establishment of Law
Library /corners from various offices or areas helps the students or the people in the community
to have easier access to related-data studies.

Objective 3: Participatory Planning and Development Processes


• Civil Society Organizations (CSO) Engagement. Good governance is vital in the pursuit of
excellence in local public administration and development. To realize this, it is equally important
to develop and strengthen partnerships with the Civil Society Organizations (CSOs) in
empowering citizens to lobby their needs and concerns as they participate in the various
decision-making process, program planning, implementation, monitoring and evaluation
activities, which can increase the responsiveness and efficiency of the Provincial Government in
delivering quality and effective public service. Among the programs to be implemented by the
Province include the provision of financial assistance to all SP accredited CSOs; conduct of
LUCCSO Week in celebration of their foundation anniversary; conduct of various capacity
building programs to enhance their capacity in planning, implementing and sustaining relevant
and impactful projects that are aligned with the Province’s Vision; and the search for
outstanding CSO in the Province.

118 | Chapter 6 Organizational Accountability and Governance Sector


Goal 6: Efficient and Innovative Organization
Strengths, Weaknesses, Opportunities and Threats (SWOT)
With the aim to improve and uplift the employees’ effectiveness to achieve better performances, the
PGLU sustained the implementation of the organizational development programs.

Table 6.11. SWOT Analysis for Goal 6 Efficient and Innovative Organization
STRENGTHS WEAKNESSES
• On-time resolution of • evidence submitted by complainants are sometimes incomplete
administrative cases • No formal training conducted on the development legislative training of the
new set of SPMs
• Insufficient technical training of PS on the formulation of ordinances and
resolutions (technical training on policy formulation and policy analysis)

Objectives and Targets


The sector maintains regular monitoring of the high performances to attain efficient and innovative
organization. In this regard, the PGLU will remain compliant with the Civil Service Rules and Regulations
and ensure 100% of administrative cases are resolved.

Figure 6.7. Framework for Goal 6 Efficient and Innovative Organization

To attain the objectives, different measures will be used, having a high performance and sufficient and
adequate personnel is important to an organization for a better, effective and efficient service delivery.
For a personnel to be competent, trainings are needed to address their lapses and for them to develop
their skills. Table 6.12 shows the updated indicators, baseline and end of plan targets for 2025.

Table 6.12. Scorecard for Goal 6 Efficient and Innovative Organization


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.12.1 Adequate and Competent Human Resource Management
Number of Offices with Sufficient Staff Complement
Percentage of Training Needs Addressed
- Technical 70% 90% OPAdmin-
HRMU
- Foundation 66% 100% OPAdmin-
HRMU
- Supervisory/Leadership 66% 100% OPAdmin-
HRMU

Chapter 6 Organizational Accountability and Governance Sector | 119


END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Objective 6.12.2 High Organizational Performance
Percentage of OPCR with at least VS Rating with breakdown 100% 100% OPPDC
Percentage of UPCR/IPCR with at least VS Rating 100% 100% OPAdmin-
HRMU
Objective 6.12.3 Compliance with CSC Rules and
Regulations
Percentage of Administrative Cases resolved 100% 100% PLO
(11/11 Cases
Resolved)

Programs, Projects, and Activities


Objective 1: Adequate and Competent Human Resource Management
• Recruitment, Selection and Placement. Activities of this program include; Manpower Planning;
HRMPSB Meeting; On-boarding; Job placement of qualified job orders. This program helps
address the issue of insufficiency of staff.
• Learning and Development. This program aims to address the training needs of the employees
and find alternative strategies and approaches to learning such as mentoring, coaching, on the
job training, self-study, etc. Activities under this program includes: conduct of capacity-
development program for various job families; conduct of awareness seminar to supervisors on
alternative strategies and approaches and; conduct of ROI assessment.
• Development, Installation of Competency Based Human Resource Management System
(CBHRMS). Activities under this program include; Formulation of Competency Framework,
Model & Table; Preparation of competency profile and competency-based job description;
Development of competency-based assessment process and instruments.
• Organizational Development and Interdepartmental and Inter Agency Programs and
Coordination and Organizational Development. These programs provide coordination and
administrative support services to various meetings ensuring the provision of necessary
assistance to guests and officials.
• Skills Capacitation Program for Security Personnel. This program aims to capacitate its security
personnel through Marksmanship Training, Security Refresher Course, and Attendance to HR
initiated training related to security.

Objective 2: High Organizational Performance


• Performance Management. This activity measures the percentage of UPCR/IPCR of
various offices with at least VS Rating to sustain a high performance rating in the PGLU.
• Employee Health and Wellness. This activity promotes work life balance activities to the
employees of PGLU along with the conduct of Annual Physical Exam and Mental Health
Program. In support, an Ordinance is needed for the establishment of this program in
the PGLU.
• Rewards and Recognition. This program recognizes the PGLU employees who exemplify
their work with extraordinary accomplishments in the delivery of public service and to
their personal endeavors.
• Investigate and Resolution of Administrative Cases. This activity measures the
administrative cases resolved in the PGLU.

120 | Chapter 6 Organizational Accountability and Governance Sector


Legislative Agenda
There are 38 Proposed Legislative Measures for the Organizational Accountability and
Governance which will be pursued for the planning period.

Table 6.13. Legislative Agenda for the Organizational Accountability and Governance Sector
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
1 Character Ordinance (Proposed by BM MASDG) Ethics and Good Government SP, PSWDO

2 Institutionalizing The Structure, Mechanisms And Ethics and Good Government SP, OPG, OPA
Standards To Implement The ISO Quality Management
Program in the Province of La Union
3 Institutionalization of Performance Governance System Ethics and Good Government SP, OPG, OPA
(PGS) which is to be included also in the Admin Code
4 Ordinance Establishing the Mental Health Program of the Ethics and Good Government SP, OPG, OPA
Provincial Government of La Union
5 Ordinance in connection with adaptation of the Localized Ethics and Good Government SP, PIO,OPG,
Implementation of the CBMS Act (RA11315) OPA
6 Ordinance Institutionalizing the Granting of PRAISE Civil Service and Human SP, OPG, OPA
Transformative Governance Year-End Incentive to all Resource Development
Officials and Employees (Permanent, Casual, Co-
terminus, Temporary, and Elected) of the Provincial
Government of La Union
7 Ordinance Amending the Health and Wellness Program Civil Service and Human SP, OPG, OPA
and Granting Health Benefits for all Officials and Resource Development
Employees of the Provincial Government of La Union Act
of 2018 focuses more on the preventive side of health
system of employees
8 Ordinance/Resolution for the Creation of Plantilla Civil Service and Human SP, OPG, OPA,
Positions of the Provincial Legal office Resource Development PLO
9 Resolution for a budget support to transfer Provincial Civil Service and Human SP, OPG, OPA,
Legal Office into a more spacious and conducive Office Resource Development PLO
10 Ordinance Institutionalizing and Strengthening of Human Civil Service and Human SP, OPG, OPA,
Rights Information Drive through HRAC and La Union Resource Development PLO
Youth Congress
11 Ordinance Providing Incentives to the Responders for the Civil Service and Human SP, PPDO,PIO
Province-wide CBMS Implementation -Survey Assistance, Resource Development/
Processing and Roll-out Information and
Communications Technology
12 Ordinance Creating the Information and Information and SP, ICTU
Communications Technology (ICT) Council of the Communications Technology
Province of La Union, Defining its powers and functions
and for other purposes
13 Resolution Enjoining All Component LGUs Which had not Information and SP, OPG, PIO
yet Enacted their FOI Ordinance to Enact their Communications Technology
Respective FOI Ordinance
14 Resolution Adopting the Information Systems Strategic Information and SP, ICTU,
Plan of the Province of La Union Communications Technology PPDO
15 Resolution authorizing the governor to enter into a "Data Information and SP, ICTU, PLO
Sharing Agreement" with the component LGUs Communications Technology
16 Resolution enjoining the component LGUs to utilized the Information and SP, ICTU,
"findjobs" portal for posting of job vacancies of Communications Technology LEEIPU, PESU
businesses
17 Resolution authorizing the governor to enter into a Information and SP, ICTU,
Memorandum of Agreement (MOA) with Higher Communications Technology LEEIPU, PESU
Educational Institutions(HEIs) to register their graduating
students in the province's job portal to build La Union
Skills Registry

Chapter 6 Organizational Accountability and Governance Sector | 121


COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
18 Ordinance/ Resolution in establishing Big Data and Information and SP, ICTU
Network Infrastructure Communications Technology
19 Ordinance in Establishment ELYU AgriVet IS Information and SP, ICTU
Communications Technology
20 Ordinance to support the establishment of PUSO Information and SP, ICTU
Application Communications Technology
21 SP Resolution on the adoption of SPMS Performance Information and SP, ICTU
Standard Communications Technology
22 Ordinance Providing for the Guidelines in the Information and SP, ICTU, PTO
implementation and development of the POVR Communications Technology
Monitoring System
23 Resolution on Continuous Roll out of the System Information and SP, ICTU
Procurement Training Communications Technology
24 Resolution enjoining the LGUs to Use the FindJobs Portal Information and SP, ICTU
as the Official Job portal of the Province of La Union Communications Technology
25 Resolution encouraging LGUs to Draft Local Ordinance Information and SP, ICTU, PIO
for their official website Communications Technology
26 Resolution Authorizing the Governor to sign Information and SP,
Memorandum of Agreement with Local Government Communications Technology ICTU,PPDO,
Units in the ARC GIS Mapping and Monitoring System PDRRMO,
Procurement and Training and its Continuous Roll Out OPAss,
27 Ordinance Providing for the Guidelines in the Issuance of Laws, Rules and Privileges SP, PLO, PTO
POVR
28 Updating the Code of General Ordinances Laws, Rules and Privileges SP, PLO
29 Ordinance institutionalizing the guidelines in the conduct Laws, Rules and Privileges SP, PLO
of review of ordinances originating from the
Sangguniang Bayan
30 Ordinance Re-organizing the Council Members of the Component City and SP, PSWDO
Local Council for the Protection of Children in the Municipal Affairs
Province of La Union Defining its Powers, Duties, and
Functions
31 Ordinance Providing Incentives to Business Component and Municipal SP, PSWDO
Establishments Who Employ PWDs in their Workforce Affairs
32 Ordinance increasing Honorarium Of Barangay Officials Barangay Affairs SP, OPG
33 Ordinance Amending the Lupong Tagapamayapa Award Barangay Affairs SP, OPG
34 Ordinance Promoting Good Governance Practices With Barangay Affairs SP, OPG
All Barangays of the Province of La Union, Establishing
The Empowerment And Advancement of Barangays on
Local Legislation Program and Appropriating Funds For
The Purpose
35 Draft Provincial Ordinance Providing Barangay Officials of Barangay Affairs SP, OPG
the Province of La Union Access to Free Annual Medical
Check Up in All District Hospitals of La Union
36 Ordinance Providing for the rehabilitation of prisoners Justice and Human Rights SP, PLO, PJail
and establish reintegration programs through early
intervention system
37 Institutionalized the Conduct of sensitivity programs on Justice and Human Rights SP, OPG, PLO
sexual harassment, emerging issues, gender equality,
human rights, child’s rights etc.
38 Resolution Providing of Basic Needs for PDL Justice and Human Rights SP, OPG, PLO

122 | Chapter 6 Organizational Accountability and Governance Sector


VII
Capacity
Development
1
Agenda
CHAPTER VII

Capacity Development Agenda


The Executive and Legislative Branches of the Provincial Government of La Union have converged in
crafting the Executive-Legislative Agenda for CY 2023-2025 to identify and determine major development
thrust and priorities focusing on the F E R O Sectors namely: a) Financial Stability; b) Economic Dynamism
& Competitiveness; c) Resilient Communities; and d) Organizational Accountability and Governance. In
line with this, the Capacity Development Agenda under the ELA, the Capacity Assessment and
Requirement for each program and activities of each sector were identified and analyzed. Accordingly,
the Capacity Development Agenda per area are as follows:

Human Resource
Staff Complement
As of June 30, 2022 71.42% or 1,112 of the 1,557 plantilla positions were filled from 33 offices as per
report of the OPAdim-HRMU. Using the same data it also shows that 4% or 79 of the 1,877 positions are
elected and co-term; 72% or 1,032 of the 1,877 positions are classified as permanent, temporary and
casual; and the remaining 24% or 148 of the 1,877 classified as job orders, contract of services and
consultants.

Table 7.1 Staff Complement by Status as of June 30, 2022


Status
Sector
Elected/ Temporary Permanent Casual Job Order Contract Gov’s
Coterm of Service Consultant

Financial Stability 101 23 5 2

Economic Dynamism 3 234 49 34 34

Resilient
501 120 101 117
Communities

Organizational
Accountability and 79 1 192 130 66 79 6
Governance

Total 79 4 1028 322 206 232 6

Trainings
There are 186 proposed training from the entire Sectors. The Resilient Communities Sector posted the
highest proposed training with 51% or 94 out of 186 proposed trainings, most of these trainings focus on
Health and Social Welfare. The Organizational Accountability and Governance Sector posted 23% or 43
out of 186 proposed trainings, most training are dive on the improving of The Economic Dynamism and
Competitiveness Sector shared 14% or 26 out of 186 proposed training which will expected to improve
the capacity on programs implementation while the Financial Stability shared 12% or 23 out of the 186
proposed training, mostly the proposed trainings of the sector are in improving public fund management.

Chapter 7 Capacity Development Agenda | 125


Figure 7.1. Summary of Proposed Training by Sector
Financial Economic Resilient Organization

12%
23%

14%

51%

The Offices in the Financial Stability Sector identified 23 training categorized as technical and leadership.
PTO identified the most training needed with 9 trainings while PBO and OPAcc have identified 4 trainings.
Table 7.2 shows the training specific from the Financial Stability Sector. This training will improve the
financial management and leadership capacity of the sector. Table 7.2 shows the training need and its
timeframe for implementation for this sector.

Table 7.2. Training for the Financial Stability Sector


Office Trainings 2023 2024 2025

Autocad ✓ ✓ ✓
GIS ✓ ✓ ✓
Mapping Drone Operation/ licensing with CAAP ✓ ✓ ✓
OPAss

Updates on Assessment Operations

Land Laws ✓ ✓ ✓
Records Archiving ✓ ✓ ✓
Philippine Budgeting System ✓ ✓ ✓
Public Financial Management ✓ ✓ ✓
PBO
Updates on Budgetary Rules and Regulations ✓ ✓ ✓
Other related training on Financial Management ✓ ✓ ✓
Leadership Training ✓ ✓ ✓
New Government Accounting Manual for Local Government Units ✓
OPAcc
(GAM-LGUs) Training
Government Procurement Reform Act (RA 9184) ✓ ✓
Leadership Training ✓ ✓ ✓
Basic Operations on Local Treasury Services ✓ ✓ ✓
LGFPMS using LIFT Capacitations ✓ ✓ ✓
PTO Examination of books ✓ ✓ ✓
Public Auction trainings/seminars/experience ✓ ✓ ✓
Public speaking trainings to be equipped during IEC ✓ ✓ ✓
Cash management trainings on AMLA ✓ ✓ ✓

126 | Chapter 7 Capacity Development Agenda


Office Trainings 2023 2024 2025

Internal audit & control trainings for document review ✓ ✓ ✓


MS Excel literacy on basic and advanced ✓ ✓ ✓
Written communication skills training for correspondence and ✓ ✓ ✓
Narrative reporting

For the Economic Dynamism Sector, the offices belonging to this sector have identified a total of 26
trainings. It is interesting to mention that the proposed Transportation Unit proposed 7 trainings that will
capacitate the personnel to handle this unit. While LUPTO, OPag and OPVet have identified 19 trainings
to fully assume the functions and perform all PPAs identified in this plan. Table 7.3 shows the training
need and its timeframe for implementation for this sector.

Table 7.3. Training for the Economic Dynamism Sector


Office Trainings 2023 2024 2025
Basic / Advanced Course on Transportation Planning and Traffic ✓
Engineering and Management
Practical Technology on Intelligent Transport System ✓ ✓ ✓
Traffic Administration Course ✓ ✓ ✓
Training Course on Road Safety Audit ✓
Transport
Traffic Course on Road Works Safety ✓ ✓ ✓
Traffic Impact Assessment for Technical Evaluators ✓ ✓ ✓
Other relevant trainings from Development Academy of the ✓ ✓ ✓
Philippines (DAP), UP-SURP, UP-PLANADES, TTPI, JICA-sponsored
trainings
Training on Basic Meat Inspection and Training on Good ✓ ✓
OPVet Manufacturing Practices (2023 and 2024)
Regenerative Agriculture (2023-2025) ✓ ✓ ✓
Training on the Utilization of Geo Mapping and Geo-referencing for ✓ ✓ ✓
Agricultural Development Programs and Agri-fishery Damage
OPAg
Assessment
Training on Value Chain Analysis for Priority Commodities ✓ ✓ ✓
How to Conduct Research (2023-2024) ✓ ✓ ✓
Trainings on the Fisheries Regulatory and Law Enforcement Program ✓ ✓ ✓
specially on the conduct of Quarantine Checkpoints (2023-2024)
Trainings on Performance standards of Agri-Infra Support and Farm ✓ ✓ ✓
Mechanization (2022-2024)
Training on Basic Project Monitoring and Evaluation (2023-2025) ✓ ✓ ✓
Training on How to Conduct Impact Assessment Survey (2023 -2025) ✓ ✓ ✓
Tour Guiding Training (2023, 2024, 2025) ✓ ✓ ✓
Advanced Tourism Statistics (2023, 2024, 2025) ✓ ✓ ✓
Museum Management Training (2023, 2024) ✓ ✓
Tourism Branding and Marketing Trainings (2023,2024,2025) ✓ ✓ ✓
LUPTO Farm Tourism Trainings (2023,2024) ✓ ✓
Records Management Trainings (2023, 2024) ✓ ✓ ✓
Farm Tourism Management Trainings (2023, 2024) ✓ ✓
Creative Media Trainings (Photography, Image and Video Processing) ✓ ✓ ✓
(2023, 2024, 2025)
Social Media Management (2023,2024) ✓ ✓
Culture Based Governance Trainings (2023) ✓

For the Resilient Communities Sector 94 trainings was proposed to enhance the capacity and perform the
needed functions as required by the programs, project and even the policy requirements. The Health sub-
sector with 51 trainings identified will improve the capacity of the hospitals and the PHO. Also 17 training

Chapter 7 Capacity Development Agenda | 127


was proposed for social and gender development leading to a more gender response agencies. The
environment and housing have specified the 18 trainings to augment the capacity of environmental and
housing services of the Province. Table 7.4 shows the training need and its timeframe for implementation
for this sector.

Table 7.4. Training for the Resilient Communities Sector


Office Trainings 2023 2024 2025

Building and Enhancing Negotiation Skills(2023) ✓

PSWDO
Training on Data Collection (2023) ✓
Training for House Parents (2023) ✓
Positive Discipline for Pre Delinquent and Delinquent Youth (2023) ✓
Training on Sustaining Quality Mgmt During Crisis (2024) ✓
Training on Basic Project Monitoring and Evaluation (2024) ✓
Paralegal Training on Women and Children's Law (2024) ✓
Preparation of GAD Code ✓ ✓ ✓
GFPS and GAD M&E Functionality Assessment Tool ✓ ✓ ✓
Basic GAD Concepts and Gender Sensitivity ✓ ✓ ✓
Gender Analysis and GAD Tools - GeRL, GMEF and HGDG Assessment ✓ ✓ ✓
Tools
GFPS GPB and GAD Accomplishment Report Preparation ✓ ✓ ✓
Preparation of GAD Agenda ✓ ✓ ✓
Basic GAD Concepts and Gender Sensitivity ✓ ✓ ✓
Training on processing of LGU financial documents ✓ ✓ ✓
PSB Preparation of minutes and resolutions ✓ ✓ ✓
Secretariat Training ✓ ✓ ✓
Museum Management Training (2023, 2024) ✓ ✓
Records Management Trainings (2023, 2024) ✓ ✓ ✓
Creative Media Trainings (Photography, Image and Video Processing) ✓ ✓ ✓
Culture
(2023, 2024, 2025)
Social Media Management (2023,2024) ✓ ✓ ✓
Culture Based Governance Trainings (2023) ✓ ✓
ISO Trainings (2023-2025) ✓ ✓ ✓
Basic Life Support Training (2023-2025) ✓ ✓ ✓
Emergency Management Training (2024-2025) ✓ ✓ ✓
PHO Supervisory Training (2024-2025) ✓ ✓ ✓
Incident Command System Training (2024-2025) ✓ ✓ ✓
Data Management Training (2024-2025) ✓ ✓ ✓
Data Visualization and Infographics Trainings (2024-2025) ✓ ✓ ✓
OR Trainings for nurses ✓ ✓ ✓
ACLS for all nurses and physicians ✓ ✓ ✓
ISO related trainings ✓ ✓ ✓

BDH UHC related trainings for healthcare providers ✓ ✓ ✓


BeMONC Training ✓ ✓ ✓
NALS/PALS ✓ ✓ ✓
ER/OR/DR/Ambulance Conduction ✓ ✓ ✓
BLS Training (2025) ✓ ✓ ✓
Supervisory Development Course Track I ✓ ✓ ✓
OR Trainings for nurses ✓ ✓ ✓
BLDH
ACLS for all nurses and physicians ✓ ✓ ✓
ISO related trainings ✓ ✓ ✓
BeMONC Training ✓ ✓ ✓

128 | Chapter 7 Capacity Development Agenda


Office Trainings 2023 2024 2025

NALS/PALS ✓ ✓ ✓
ER/OR/DR/Ambulance Conduction ✓ ✓ ✓
BLS Training (2025) ✓ ✓ ✓
Supervisory Development Course Track I ✓ ✓ ✓
OR Trainings for nurses ✓ ✓ ✓
ACLS for all nurses and physicians ✓ ✓ ✓
ISO related trainings ✓ ✓ ✓
UHC related trainings for healthcare providers ✓ ✓ ✓
BeMONC Training ✓ ✓ ✓
NALS/PALS ✓ ✓ ✓
ER/OR/DR/Ambulance Conduction ✓ ✓ ✓
CDH BLS Training (2025) ✓
Supervisory Development Course Track I ✓ ✓ ✓
OR Trainings for nurses ✓ ✓
ACLS for all nurses and physicians ✓ ✓ ✓
ISO related trainings ✓ ✓ ✓
NDH UHC related trainings for healthcare providers ✓ ✓ ✓
BeMONC Training ✓ ✓ ✓
NALS/PALS ✓ ✓ ✓
ER/OR/DR/Ambulance Conduction ✓ ✓ ✓
BLS Training (2025) ✓ ✓ ✓
Supervisory Development Course Track I ✓ ✓ ✓
OR Trainings for nurses ✓ ✓ ✓
ACLS for all nurses and physicians ✓ ✓ ✓
ISO related trainings ✓ ✓ ✓

RDH UHC related trainings for healthcare providers ✓ ✓


BeMONC Training ✓ ✓ ✓
NALS/PALS ✓ ✓ ✓
ER/OR/DR/Ambulance Conduction ✓ ✓ ✓
BLS Training (2025) ✓
Supervisory Development Course Track I ✓ ✓ ✓
PLLENRO (2023-2025) ✓ ✓ ✓
LCCAP (2023-2025) ✓ ✓ ✓
Mining Summit/ Convention (2023-2025) ✓ ✓ ✓
SWAPPCON (2023-2025) ✓ ✓ ✓
Philippine Solid & Hazardous Waste Management Conference (2023- ✓ ✓ ✓
2025)
PG-ENRO
GIS Mapping Basic & Advance (2023-2025) ✓ ✓ ✓
Administrative & Financial Enhancement Training (2023-2025) ✓ ✓ ✓
Drone Technology (2023-2025) ✓ ✓ ✓
PIEP (2023-2025) ✓ ✓ ✓
Convention of Society of Filipino Foresters (2023-2025) ✓ ✓ ✓
Supervisory Development Course Track I,II & III (2023-2025) ✓ ✓ ✓
Trainings related to Land and Water (Coastal & Fresh), Air ✓ ✓ ✓
Management (2023-2025)
PCO Training (2023-2025 * Biodiversity (2023-2025) ✓ ✓ ✓
ICLEI Training/Symposium (2023-2025) ✓ ✓ ✓
Philippine Institute of Civil Engineers Convention (2023-2025) ✓ ✓ ✓
Housing Local Shelter Planning 2023 ✓ ✓ ✓

Chapter 7 Capacity Development Agenda | 129


Office Trainings 2023 2024 2025

Housing Demand Analytics ✓ ✓


DSHUD trainings ✓ ✓ ✓
Marksmanship Training ✓ ✓ ✓
LUPJ Customer Service Training ✓ ✓ ✓
Customer Service Training ✓ ✓ ✓

The Organizational and Accountability and Governance Sector have a total of 43 trainings, these training
are more on updating and re-orientation of existing rules and regulations such as the procurement Act
and its IRR, risk-based and internal auditing process. The OPAdmin as the central administration
management of the PGLU have identified 4 training merely on the organization and capacity development.
The SP also intends to improve its policy formulation process by identifying 7 trainings including policy
research and analysis. Table 7.5 shows the training need and its timeframe for implementation for this
sector.

Table 7.5. Training for the Organizational Accountability and Governance Sector
Office Trainings 2023 2024 2025

Risk Based Internal Auditing for LGUs ✓ ✓ ✓


Operations and Management Auditing ✓ ✓ ✓
Green Procurement ✓ ✓ ✓
IASU
Baseline Assessment of Internal Control System ✓ ✓ ✓
Procurement Law (for new staff) ✓ ✓ ✓
Updates on the R.A. 9184 and its updated IRR (2023-2025) ✓ ✓
Internal Control System for Supply and Property Management (2023- ✓ ✓ ✓
2025)
BAC Records Management (2023) ✓
Accounting for Non-Accountants (2023) ✓ ✓ ✓
Supervisory Management and Leadership Training (2023-2025) ✓ ✓ ✓
Updates on the Procurement Monitoring Report (PMR)/ Agency ✓ ✓ ✓
Procurement Compliance and Performance Indicators (APCPI) (2023)
Contract Implementation and Administration (2023) ✓
SSU Marksmanship Training (2023-2025) ✓ ✓ ✓
Security Refresher Course Training (2023-2025) ✓ ✓ ✓
Strategic Trainings (to be identified as need arise) (2023-2025) ✓ ✓ ✓
HR Initiated Training (2023-2025) ✓ ✓ ✓
Programming Bootcamps (2023) ✓
User Experience Design Bootcamps (2023) ✓
ICTU MERN Full Stack Development Training Course (2024) ✓ ✓
Secretariat Services (2023) ✓
Records Management (2023) ✓
ICT Project Management (2023) ✓
Design Thinking for Development Communication Training (2023) ✓

PIO
Strategic Communication and Crisis Communication Planning ✓
Workshop (2024)
Capacity Building of La Union Public Libraries Association (LUPLA) ✓ ✓ ✓
(2023)
Training and Development of PIO Employees ✓ ✓ ✓
PGSO Philippine Association of GSOs (2023) ✓
Internal Control System for Supply and Property Management (2023) ✓
PGSO
Records Management (2023) ✓
Accounting for Non-Accountants (2023) ✓
Supervisory Management and Leadership Training (2023) ✓

130 | Chapter 7 Capacity Development Agenda


Office Trainings 2023 2024 2025

Road Safety Education for Government Drivers (2023) ✓


Course on CBHR Program and Coaching Sessions with CSI ✓ ✓ ✓
Training on Organizational Development ✓
OPAdmin Training on Data Analysis, Impact Measurement and Integration ✓ ✓ ✓
Training on the development of index to measure client satisfaction ✓ ✓
Development Legislation Seminar ✓ ✓ ✓
Policy Research, Formulation and Policy Analysis ✓ ✓ ✓
Records Management Seminar ✓ ✓ ✓
Human Resource Management ✓ ✓ ✓
Software Technology Application ✓ ✓ ✓
SP
Leadership Skills Training ✓ ✓ ✓
Gender and Development Seminar ✓ ✓ ✓

Chapter 7 Capacity Development Agenda | 131


132 | Chapter 7 Capacity Development Agenda
VIII
Implementation
and Monitoring
Mechanism
1
CHAPTER VIII

Implementation and
Monitoring Mechanism
Implementation Mechanism
Various programs and projects identified in this Plan shall be implemented through the cooperative
efforts of the various provincial implementing offices of the Provincial Government of La Union. These
efforts will be coordinated by the Executive-Legislative Development Advisory Council (ELDAC) and the
Provincial Development Council, being the executive policy-making body in the province. Various
support activities shall be made to ensure successful implementation of the plan and these include: (1)
Strengthened relationship of the executive departments and the legislative body defining their role as
partners in provincial development;(1) Inclusion of the proposed programs, projects and activities in the
ELA in the approved CY 2023 Annual Investment Program and succeeding Investment Plans for 2024 and
2025 of the Province including those of the line agencies operating in the province; and (3) Re-inforced
partnership between the Provincial Government Component LGUs and Civil Society Organizations.

Monitoring and Evaluation


Consistent with cyclical pattern of planning and for the efficient and effective implementation and
management of the proposed programs and projects in the Sectoral Plans, a plan monitoring and
evaluation system is recommended. There should be one overall Sector-Specific Monitoring Framework
that shall be operationalized in the province to include the macro-economic, administrative governance,
social governance, economic governance and the environmental governance. The sole objective of this
chapter is to set up a feedback information base for plan refinement and updating. It also helps
determine the problems in program implementation and its impact to serve as a basis for future
planning.

ELA Monitoring and Reporting Process


There shall be a regular monitoring and reporting of the progress of the Executive-Legislative Agenda at
a monthly, quarterly, semestral and annual basis, as follows:

Figure 8.1 ELA Monitoring and Reporting Process


Monitoring Mechanism Objectives Participants Medium

Activity: To monitor and manage short-term • Provincial • Live or Zoom


Monthly Sectoral Meetings financial and operational performance Department Reporting
and challenges. Heads • Document
Monitoring Document: • SP Committee Submission
Program Updates and/or Chairmen/
Execution Plan Status Chairwomen

Monitoring Mechanism Objectives Participants Medium

Activity: To review ELA Strategic and Operational • Governor • Live or Zoom


Quarterly Strategy Reviews Indicators and assess how the delay or • Vice Governor Reporting
movement in PPAs affect the • Sangguniang • Document
Monitoring Document: achievement of our goals. Panlalawigan Submission
Agri-Tourism and ELA • Provincial • Website
Scorecard Update; Department Uploading
Program Updates and/or Heads • Social Media
Execution Plan Status • MSGC Posting
• CSOs

Chapter 8 Implementation and Monitoring Mechanism | 135


Monitoring Mechanism Objectives Participants Medium

Activity: To rate employees, units and • Performance • Document


Semestral I/U/OPCR Rating departments according to the quality, Management Submission
and Targeting quantity and timeliness of their Team
achievement of commitments and • All Provincial
Monitoring Document: delivery of basic services. Employees and
Semestral I/U/OPCR Forms Departments

Activity: SOPA: To apprise the Sangguniang • Governor • Live or Zoom


State of the Province Panlalawigan and General Public on the • Vice Governor Reporting
Address; ELDAC Meeting accomplishments for the previous year. • Sangguniang • Document
Panlalawigan Submission
Monitoring Document: ELDAC: Discuss, Assess and Adjust the • Provincial • Website
Annual Accomplishment Executive-Legislative Agenda. Department Uploading
Report; ELA Update Heads • Social Media
• MSGC Posting
• CSOs • Posting of
• Constituents Printed
Collaterals

Provincial Project Monitoring Committee (PPMC)


Monitoring and evaluating the projects included in this Plan shall be done by the Monitoring and
Evaluation Unit if th OPPS. Supported by the Provincial Project Monitoring Committee, composition as
mandated by Memorandum Circular No. 2020-070 “Organization/Reactivation of Project Monitoring
Committees (PMCs) in the Local Government Units” dated April 7, 2020. The Project Monitoring
Committee (PMC) of the Province of La Union was reorganized and strengthened through Executive
Order No. 35, series of 2022, approved on October 14, 2022. The PMC of La Union is composed of the
following:
Chairperson MR. RANDY CHRISTOPH A. BERNER
President, Chamber of Real Estate & Builders’ Association
(CREBA) – La Union

Members DIR. REGGIE R. COLISAO


Provincial Director, DILG – La Union

MR. ERVEN JAY VERGARA


President, Lupon ng mga Indibidwal na Nangangalaga
sa Kalikasan, Inc. (LINK)

MR. ALAIN SHERWIN S. GO


President, Rotary Club of San Fernando (LU), Inc.

MR. ANTONIO S. HAO


President, Federatrion of Filipino-Chinese Chamber of
Commerce and Industries (FFCCCI), Inc. – La Union

Technical Partners: President, Philippine Institute of Civil Engineers


(PICE), Inc. – La Union Chapter

Accredited Architects Organization

Secretariat: Office of the Provincial Planning and Development


Coordinator- Monitoring and Evaluation Unit

136 | Chapter 8 Implementation and Monitoring Mechanism


Annexes
Annex 1: SWOT
1
Analysis
Form A: SWOT Analysis
Financial Stability Sector
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Increased tax revenue through Limited funding requirement to Local Treasury Eligibility/trainings National and local policies in conflict,
strengthening partnership and technologies necessary... computers, device and education advancements for like, the taxability of the economic
coordination with the OPG-ICTU on for field collection, devices to effective delivery of functions in the enterprises of the LGUs, and other
digitalization of financial house/manage systems) ; treasury services income-generating which are
information(online/in-house/ outsourced and Absence of in-house data and collection intended only to recover in part/full
systems) and LBP partnership on online management(reporting) system software the cost of service delivery and or
payment options thru the initial Link.Biz materials directly identified to the
Portal and the existence of Office IT to income.
facilitate from end
Revenue rates are being adjusted, Limited knowledge on digital applications Partnership to Possible breach on data security and
implementation will be for FY 2023 payment/disbursement channels protection on outsourced systems, as
available in the market, looking well as external channels for
forward to introduce GCash to collection and disbursements amidst
expand online options existence of Data Privacy Act.
Developers claim of no absolute
guaranty to eliminate breach,
therefore, requiring
additional/contingency measures.
Should be established and made
available.
Improved non-tax revenues thru Increasing number of real property tax Information Education No balance billing policy of PHIC.
strengthened linkage with stakeholders delinquency Campaign(IEC) thru multimedia Services not covered in the PHIC
platforms Packages or outside of the package
limit requires funding source
availability. Non-availability of fund
source may as well affect other funds

Annexes SWOT Analysis | 139


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
available.
Attendance to capacity Lack of PTO's intervention in Intervention to Hospital financial Licensing requirement without
development/trainings to act as resource local(municipality) taxation policies management (including target funding support from National
persons/trainers for technical assistance revenue setting) Government Agencies
to Office and MTOs
Continuing capacity development to Branding and marketing of La Union District Funding from domestic and foreign Presence of many hospitals, lying-in
personnel for quality service delivery Hospitals as Local Economic Enterprises financing/grant and clinics in La Union
upholding the PUSO ideals (LEE)
Continuing support for the revenue and Lack of additional in-house Real estate, Universal Health Care Law High Prices of Drugs and Medicines
collection strategy implementation from assessment, appraisal and tax mapping
the executive and the legislative trainor to augment level 1 and level II
departments/committee employees.
General Revision of Schedule of Fair Lack of Real Estate Licensed Inventory of multiple tax declaration Court litigation concerns on multiple
Market Values on-going Appraiser/Engineers with knowledge in claimants tax declaration
mapping
Technically Knowledgeable in Assessment No large format scanners and plotters for Legislative measures - Rep. Sandro Uncontrollable claims of taxpayers
and Appraisal Operations maps for e-filing Marcos wants branches of Ph
Specialty Hospitals in Northern Luzon
Identified Lots projected in Google Map Low specifications of computers especially Implementation of New Government Obsolescence of software
and plotted maps by Autocad, TMCR and for GIS/Auto Cad mapping and insufficient Accounting Manual for LGUs
Reports computer desktop and laptops for map
output for processing.
Digital mapping, plotting capabilities and Unstable internet connectivity of wireless Electronic Procurement System Late submission of financial
having LAN capabilities even having backbone opportunity documents by implementing Offices
moderate internet capability for payment affecting utilization of
funds. No basis to pay when Offices
do not process on time.
Connectivity of the Electronic Real Duplicated Records due to multiple Implementation of FMIS Some PPAs are not included in the
Property Taxation System (ERPTS) with claimants with court cases and adverse AIP
partner Departments and LGUs and ready claims
for cloud connectivity

140 | Annexes SWOT Analysis


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Increase collection through increasing Non-existence of Hospital Business plan Incentives given by NGAs for Change of PPA priorities
number of payments of taxes, fees and complying transparency in
charges enforced thru strategic measures government financial transactions
(including outsourced funds).
Existence of specialized physicians to Uncalibrated hospital equipment Electronic means of reporting public Mobilization issues like weather,
perform medical, operating and finances force majeure
laboratory services
Funding/Equipment Support from Levelling up of Organizational Structure Readily available assistance of COA Unstable connectivity deter/suspend
donations/subsidy (Streamlining of Manpower) in the DHs activities that shall affect timely
response on issues and concerns,
report preparation and submission.
Trouble shooting consumes extra
time, effort and other resources
affecting other activities
Zero Outstanding Disallowance, Lack of Manpower to conduct pre-audit of Readily available technical assistance Hacking
suspension and charges as of Dec 31, financial transactions in treasury operations by the BLGF-
2021 DOF
Timely remittances of BIR withholding Slow procurement process of Hospital Electronic disbursement system like Lack of accredited speakers and
taxes, GSIS premiums, HDMF, LBP loans, supplies LBP We Access and PISO Pay available speakers
PHIC, CBLU, SSS, LUPGEMPC and Saranay
Updated reconciliation of cash accounts Low percentage of PPAs funded from AIP Conduct training on Assessment and
(General Fund) tax Mapping Operations with partner
agencies
Strict monitoring of liquidation of cash Some of the PPAs in the AIP is not linked to
advances the LDIP
Presence of electronic accounting system lack of manpower to conduct Value for
Money audit
COA qualified opinion Data on desired results / post evaluation
data
Availability of funds for timely payment of Only 1 PPP accomplished (Bauang Diesel
financial obligations Power Plant)

Annexes SWOT Analysis | 141


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Conduct of coaching and mentoring Lack of established policy/ordinance to
session implement
Transparency on the utilization of PPAs
Monitoring of PPAs
Burn rate on expenditures
DBM review actions Operative in its
Entirety
Seal of Good Financial Housekeeping
compliant
Public Financial Management Assessment
Tool compliant
Existence of PGLU website where
financial documents are being published
Posting of scanned disbursement
vouchers and other financial documents
in the COA Agency Records Custodial
Information System (ARCIS)
Readily available financial data from
Accounting e-library
Established good working relationship
with government agencies and private
sectors
Strong political will of our leaders to
results-driven plans and programs. The
execution and further evaluation of its
impact to the community and
environment
Collaboration with Real Estate
Associations and Enforcement Agencies

142 | Annexes SWOT Analysis


Economic Dynamism and Competitiveness Sector
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Tourism as one of the major priority thrusts of lack of tourism plantilla in component LGUs Increase in IRA due to devolution Mass tourism
the administration
Strong engagement and partnership with Lack of policy frameworks to support TRIPPC for Tourism infrastructure Saturation of carrying capacity of San
tourism organizations and stakeholders tourism Juan
Tourism Planning, Research and Information Low functionality of tourism councils Use of other infra such as ports Environmental threat (sustainability)
Management
Tourism Branding and Destination Marketing Absence of agri-tourism assistance in Partnership with other LGUs, Private Illegal land
component LGUs Organizations conversion/reclassification
Strategic Location Of La Union Lack of family-oriented facilities and Opportunity for MICE Unpredictable production output due
packages to climate change
Accessibility Lack of tourism facility Expansion of tourism influx Veracity of information derived from
beneficiaries
Provision of intervention (Seeds, Fingerlings, Lack of water supply Presence of technically equipped Prioritization of the agri-fishery
fertilizers, Irrigation support, Post-harvest personnel sector
facilities)
Food sufficient Lack of database (monitoring and Increased allocation from the IRA Conflicts which might result to supply
evaluation) due to the implementation of chain disruption
Mandanas Ruling
Capacity building, linkaging, and coordination Lack of processing centers Enhanced extension delivery thru Price increase of commodities
with stakeholders (RBOs, NGAs, CSOs) Lack of training on value-adding and GMP PAFES
Presence of technically competent personnel Opening of priority plantilla positions Development of on-farm/learning Unstable prices
sites or farm school activities
Availability of plantilla positions Lack of inputs and machineries Private Public Partnership
Fisherfolks
a. 1 capture fisheries (non-motorized banca,
marine engines, payao, lambaklad, fishing
gears , fish finders, GPS, life vest)
a. 2 aquaculture inputs(feeds, fertilizers,
fingerlings, supplies for net fabrication,

Annexes SWOT Analysis | 143


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
water pumps and hose)
a.3 Post-harvest (marketing materials,
display cabinets for dried fish, vacuum
sealer, freezer, desiccant
Farmers
b.1fertilizers,
b2. rice reaper combine harvester
b3. Hand tractor
b4. multi-cultivator
b5. mechanical dryer, 4 wheel drive tractor,
silage machine, composting facilities, power
sprayers, provision of palay seeds and
vegetable seeds)
Market matching lack of technical know-how of assigned Presence of RA7171 as source of Free enterprise
LGUs service provider fund
Capable pull of experts on fisheries Unauthorized land conversion of agricultural National agencies partner in Occurrence of pest and diseases
lands providing counterpart source of fund
Active MFARMC's and trained Bantay Dagat No local policy for providing logistic Filed senate bill no.1919 or Bantay Approval of project proposal
supports (incentives and work benefits) Dagat Welfare and Incentives Act
Existence of six (6) Animal Quarantine Unfilled plantilla positions/disruption of Availability of qualified agri-fishery Expiration on the validity of ID's
Checkpoints animal quarantine operation graduates
Passage of Provincial Ordinance supporting Low vaccination coverage Presence of
Animal Quarantine Regulation associations/cooperatives engaged
in processing
Provision of immunity against rabies Lack of trained Artificial Inseminator Filling up of plantilla positions Limited/Lack of funding
Support Program for the Genetic upgrading of Need of Capability Development Training Budget appropriation for Illegal entry of livestock along coastal
Large and Small Ruminants especially in investment promotions, PPP implementation areas of La Union
projects
Establishment and strengthening of the Local Lack of Information Dissemination regarding Decrease incidence of Rabies Availability of funds
Economic Enterprise and Investment the Investments and Incentives, finalization
Promotions Office of the Investment Priority Areas (IPA) in the
Province, alignment of the province's IPA to

144 | Annexes SWOT Analysis


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
the Strategic Investment Priority Plan (SIPP)
Strong support of the Sangguniang There is no local product yet to represent La Training of technical personnel Occurrence of electricity brown-out
Panlalawigan in the passage of resolutions/ Union which will affect the efficacy of
ordinances for the implementation of vaccines
programs and services related to Trade,
Commerce and Industry
There are many high quality products of La Lack of funding requirements and technical Maintain good partnership with Poor genetic make-up of breeders
Union such as corns, chips, coffee, etc personnel National Agencies such as DTI, PCCI,
DOLE among others in the
implementation of programs and
services
Continuous rehabilitation, improvement/ Local funding requirements and Presence of an international Seaport Small number of La Union made
upgrading and maintenance of roads, bridges unavailability of transport terminals; and Domestic Airport products which are FDA registered.
and other infrastructures absence of baseline data on transport This can hamper the marketing of the
related indicators; traffic congestion in products either local or abroad
some LGU's of the province especially in the
growth areas ( SFC, Bauang, Agoo, Rosario,
etc.,)
Presence of adequate public utility Local financial requirements Opening of the TPLEX Global Increase of Fuel
transportations
Available site for women’s center project Financial requirements and unavailability of Create Law Health Crisis or Pandemic
site for the establishment of sports complex
Availability of sports enthusiasts and known Lack of monitoring in the quality of Proposed Bauang EcoTourism Zone Increasing energy and water costs
athletes to excel in their field construction of Farm to Market Road( 1 year
lng sir na)
Availability of urban planner consultant Low aesthetic support/input to infra designs Identification of La Union Importation that leads to oversupply
outstanding products through of commodities
collaboration with LEEIPU, DTI and
MSMED and implementation of the
La Union Labelling and Branding
Ordinance
Insufficient trading center and cold storage Water desalination projects, Increasing price of fertilizers

Annexes SWOT Analysis | 145


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
facilities innovation/ solar energy projects
and other renewable energy projects
Presence of Poro Point Freeport Delayed construction projects due to
Zones lack of skilled manpower in the
province
strong coordination with concerned Presence of problems/issues arising
line agencies with respect to the from road right-of-way concerns;
implementation of public brain drain
infrastructure
Active participation of transport Lack of IEC from national government
groups in the preparation of public agencies on their initiated PPA's
transport La Union Public Transport including policies and guidelines to
and Route Plan the concerned stakeholders

146 | Annexes SWOT Analysis


Resilient Communities Sector
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Financial Assistance to Different Sectors Limited Budget for Implementation ( Technical and Resource Augmentation Susceptibility to natural disasters
Nonagenarian, Octogenarian, Social from NGAs
Pension, etc
Establishment of Bahay Pagasa for Youth Non completion of Bahay Pagasa structure Well organized sectoral group Absence of mainstreamed IP Plan
(phase 3) and incomplete amenities, and for Ancestral Domain LGUs such as
manpower Sudipen, San Gabriel, Santol,
Bacnotan (Arosip), & Burgos
-Limited livelihood for IP
communities
Close coordination of representatives to the Incomplete/updated database of the sector Active professional organizations (IBP, Denial on health declaration
different basic sectors (Women, Youth, PWDs, IPs, and SC) etc
Strong PGLU governance supportive on health No free legal assistance to IPs Rollout of CBMS to generate the Re-assignment/transfer/migration
needed data of trained personnel
Established Health Care Provider Network No residential care facility for the other Established organizational leaders of End to Contractualization with
(HCPN) to strengthen the Primary Care sectors (women, elderly) IPs in La Union regards to budget allocation and
Provider health facilities moving towards the increase in Building and Fire
Universal Health Care (UHC) integration insurance premiums
ISO Certified Integrated Management System Weak implementation of BP 344 PGLU assistance via DAF (subsidy) and High national inflation rate;
(IMS)- ; Policies- Compliance to government Political intervention on hospital bills increasing change rates and oil
and legal requirements (MAIP) price hikes
Presence of oversight committee both in Inactive and no office in-charge for housing DOH/Philhealth accreditation and Monthly subscription for electronic
public hospitals and public health concerns certification medical records
UHC integration preparatory phase activities Policies- strict implementation of policies Presence of NGOs, GOs partners in No provision of hazard pay for
already started as required in the Local Health not observed providing technical assistance. environmental workers (garbage
System Maturity Level monitoring tool collectors, sweepers, landfill
operators, quarry field workers and
other Environmental Monitoring
Officers)
Presence of EO on Pharmacy Therapeutic Regular conduct of oversight committee Universal Healthcare integration and

Annexes SWOT Analysis | 147


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Committee meetings both in public hospitals and public linkage with Phil health
health
UHC integration preparatory phase activities Overloaded with work DOH technical assistance as to High cost of ENR technology
already started as required in the Local Health capability building and HRH
System Maturity Level monitoring tool augmentation
Presence of EO on Pharmacy Therapeutic Insufficient number of manpower; still with Presence of ITRMC as APEX hospital, Insufficient counterparts from LGUs
Committee significant number of contractual workers; specialized private hospitals and clinics (ENR plantilla positions)
ideal ratio of nurses to patients are not met;
increase in turnover rate; and influx of
personnel or employees to greener
pastures.
Committed and responsible personnel Limited amount of surplus from collected Capability buildings provided by DOH Non-complementation of national
revenues; Point of care / point of services; and other stakeholders and local requirements and
Insufficient funds for supplies and other procedures in the implementation
diagnostics; PHIC and Cash collections due of PPAs (e.g. infra projects)
to decreased number of patients
Complied with minimum requirements for Magna Carta benefits for HWs not fully Manpower augmentation Thru Post- Majority of school buildings built
employment per standards ; Availability of implemented/ updated residency employment program and several years ago are in the stage of
Project-Based Nurses on COVID wards; deployment of Project-Based Nurses deterioration and need immediate
Presence of the following: HEMS, Pollution by the PGLU. replacement and/or rehabilitation
Control Officer, and Safety Officer;
Presence of regular budget for health; PCSO assistance to ambulance service Increasing number of school-going-
Reallocation of funds for new diagnostic provider age population
supplies, medications and therapeutic
equipment and medicines; availability of MAIP
and PGLU subsidy to PGLU hospitals
Presence of regular service delivery Not on time delivery of commodities (drugs Solicitation of funds for hospital Poverty
and medical supplies) operations
Presence of healthcare waste management Increasing trends on: maternal mortality, Philippine Business for Social Progress Poor health condition
infant mortality, neonatal deaths, under 5 fund
mortality, teenage pregnancies, Lifestyle
Related Diseases, non-communicable

148 | Annexes SWOT Analysis


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
diseases, infectious diseases (HIV/ AIDS
cases) to including emerging and re-
emerging diseases
Existing equipment, vehicles and buildings High cost of healthcare waste management DOH support on HFEP Increase of expenses due to training
(Treatment Storage and Disposal) updates
Achieved Hospital Bed to Population Ratio Infrastructure/Equipment- 1) Hospital Presence of Hazardous storage facility Fluctuation of price
(1:800) computerization of processes not fully
implemented;2) poor maintenance of
hospital buildings, equipment and vehicles;
3) lack of proper communication
equipment; 4) lack of storage area for files;
5) insufficient and deteriorated drainage
system; 6) delayed completion of
infrastructure projects; 7) Lack of operating
room for infectious diseases
Regular conduct of strategic and operational HCPN institutionalization not fully Presence of public private partners No available system in tracking
activities of public health and public hospitals implemented (DBP-DCI) for the installation of numbers
Electronic Medical Record in La Union
Expansion of Scaling-Up MNCHN Program Sustainability of LUMC and DHs as Local Grants from national government Non-promotion of personnel with
activities Economic Enterprise agencies (DENR-EMB, DOST, DPWH, no appropriate eligibility
etc.) in support to PGLU waste
management initiatives
LGU Orientation with hands-on training on no permanent building for PHO Membership/ Partnership with Budgetary requirements to support
Electronic Medical Record (EMR) System national and international their livelihood projects/ limited
already started with live run in the Municipal environmental groups/ orgs (ICLEI, resources, marketing strategy due
Health Offices Cities With Nature, PLLENRO, SWAPP, to their confinement
etc)
With budget allocation/appropriation for Increasing trends on: maternal mortality, Presence of active NGOs to be tapped Sustainability of welfare for PDLs
environmental infra projects infant mortality, neonatal deaths, under 5 as potential partners in education due to Increase in the Cost of
mortality, teenage pregnancies, Lifestyle programs market Goods, Inflation rate
Related Diseases, non-communicable
diseases, infectious diseases (HIV/ AIDS

Annexes SWOT Analysis | 149


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
cases) to including emerging and re-
emerging diseases
Creation of ENRO Department through slow internet connectivity, monthly More collaborative researches and Lack of Communication
Provincial Ordinance No. 236-2020 subscription extension services aligned to the
PGLU's Vision and Mission
Overwhelming supports of local political Insufficient tools and equipment (ICT, Overwhelming support of LGU Connectivity Issues
leaders drone, vehicle, software, etc.) for the
conduct of environmental monitoring and
assessment to sustain the PPAs
Strong/supportive Local School Board bodies Unfilled ENR technical positions collaborative governance in terms of Presence of street level drug
chaired by the LCE research and extension peddlers from other
municipalities/provinces
Established Division Learning Continuity Plan Need for retooling / retraining of teachers Establishment of Student Hub for the The risk of bad weather conditions;
and School Operational Learning Continuity to cope up with the new norms Open University to recompensate Lack of transport for the conduct of
Plan mental issues from the past 2 years of events; Limited availability of
pandemic dates/schedule to book particular
venues for the event; potential
effects of political changes on
event/festival organization;
Formulated Learning Recovery Plan: La Union Infrastructure Issues (water sanitation Youth/student participation in Cultural/Heritage sites vulnerable
Schools Division integrated and Inclusive facilities, toilets, classroom /building promoting local language and history to natural calamities such as
Learning Recovery through School Based shortage, insufficient armchairs, dilapidated typhoons and earthquakes
Reading Program classrooms)
Capacitate LGUs through conducting DRR replacement of condemned classrooms and Partnership/Invitation from CSO,
trainings furniture’s NGOs that are willing to provide
trainings
Equipment used in Disaster Response is in need for additional teaching personnel; Procurement of water assets.
tiptop shape increase honorarium for PSB-funded Donations of DRR equipment
teachers
Emergency and Non-Emergency Calls Catered Limited/no internet connectivity Commitment of PNP Personnel to
reduce the number of prank callers
through tracing numbers of violators

150 | Annexes SWOT Analysis


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Reduced Response time Influx in receiving prank calls/erroneous call Invitations of training to Increase
trained Telecommunicators
Establishment of Emergency Operations Out-dated Computer Hardware’s Legal basis in support to the creation
Center (EOC) satellite offices (Balaoan & of the provincial ordinance to penalize
Rosario) prank callers
Provided relief goods to affected community Shortage of trainers to capacitate and Existence of Local DRRM Officers
during disaster/emergency expedite trainings for force multipliers Association
Adequate human resource for custodial and Inadequate SAR equipment and modernized Filing-up of vacant plantilla positions
escorting services emergency vehicles (fire trucks, etc)
Provision of skills capacitation program for Lack of proper communication with some Equipping trade skills to PDL which
PDL in partnership with other agencies and local DRRMOs they can utilize for their livelihood
CSOs programs
Present average of PDL population Lack of appropriate eligibility of casual and Better management of PDLs due to
Job Order personnel decreased number of average
population
24/7 Operational for Emergency Response, Lack of interest by some PDL Establishment of Provincial Incident
Safety and Security Management Team
Existence of force multipliers in the province Influx of PDL for commitment (dependent Synergize/ Integration of Local CCTVs
on the issuance of a court order by Units to the Provincial EOC
concerned court) Communication System
Existing Public Safety Plan Shortage of trained personnel on incident Establishment of Emergency
command system and simulation exercises Operations Center (EOC) satellite
offices (Balaoan & Rosario) - on
process
Proactive barangays in countering drugs Non-centralized Communication System The existing PCTAC (Provincial Core
Team Against Covid)/ Provincial
Incident Management Team can be
converted as the Provincial Crisis
Management Team
Conduct of festivals with authentic Shortage of trainers to capacitate and Network is in place up to the barangay
representation of historic events expedite trainings for force multipliers level

Annexes SWOT Analysis | 151


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Significant values of heritage sites - its Ineffective enforcement of protocols Employment opportunities for locals
historical, touristic and educational values; during the conduct of events/festivals;
strong sense of place to locals and nearby Providing integration of cultural
towns/residents tourism with other touristic
attractions; Increase of collaboration
between government/LGUs and
tourism sector; Build connections with
LGUs, academe, NGOs and other
organizations for future partnerships;
High number of qualified IP Teachers Out-dated and not reviewed "needs Wide room for development
revisiting, review, and updating" particularly for heritage interpretation
- businesses and activities could evolve
which would provide economic
opportunities and financing that can
propel economic development
Out-dated list of cleared barangays on drugs Creation/Federation of Culture and
Arts-related
organizations/associations
Budget allocation: limited time to prepare Revive La Union Special School for
for the event due to overlapping of Culture and Arts (LUSSCA) in Santol as
schedule; lack of group experience in a School of Living Traditions
planning for a large-scale inclusive festival;
Physical attributes brought by unregulated
development (unrestricted proliferation of
retails/outlets in the heritage sites
compounded by vendors
No cultural musical instruments for the IP
Schools (gongs, solibao)
No permanent item/plantilla positions
available for IP Teachers

152 | Annexes SWOT Analysis


Organizational Accountability and Governance Sector
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Open communication No institutional staff from Strong support from component National directives which are to be
institutionalization stage. Only 2 OPS Staff LGUs, NGAs, CSOs, etc. adopted may have adverse impacts
trained on strategic management. on the implementation of
governance initiatives
Participatory governance evident on increased No Rapid Cascading Conducted on Strategic Political party and affiliation Global health crises/health
number of CSO Involvement in Governance Alignment and Contributions since 2020. emergency
(eg. 100+ Accredited CSOs, CSO Involvement
in Planning Activities, Regular Public Hearing,
etc.)
Being ISO Certified/ Compliant since 2017 in Lack of partnership guidelines/policy Moral Recovery Program Not fully implemented on some
QMS for All Provincial Offices and Hospitals (Provincial Ordinance 168-2019) agencies like PSWDO, PDRRMO,POPS
Dynamic leadership approach Limited Document Tracking System Strong support and assistance High employee attrition due to better
coming from CSC job offers locally/abroad
Institutionalized Internal Audit Services Limited number of personnel to discharge Passing of the National Land Use Changing Planning Guidelines from
the functions of the office Plan by the DSHUD NGAs (DSHUD, DILG, etc.)
Timely release of relevant provincial issuances Lack of Capacity Development Alignment with national thrusts and Additional Requirements from NGAs
(Executive Orders) priorities (DSHUD, DILG, etc.) Resulting to Lack
of Staff and Non Delivery of
Supposed Mandates
Presence of Health and Wellness Program for Mental Health Program not established (for Available Open Source and Changing national thrusts and
1,458 employees inclusion in the succeeding targets) Enterprise Firewall Security priorities
Presence of Registered and Unregistered Procedures not strictly implemented Presence of End-to-End Fiber Retirement of MPDCs at the
Manual of Procedure Internet solution Component LGU Level and Lack of
Licensed ENPs in the LGU
Level II accredited status in the CSC PRIME- No competency framework established Partnership with DICT for more ICT Low level of Involvement of CSOs
HRM (Deregulated agency) projects during committee meetings. hearings
and public hearings
PGS Proficiency low enforcement of provincial ordinances Conduct of Penetration Test by DICT Vulnerability to Malwares, Viruses,
with penalties (lack of office or unit in the for deployed IS (Vulnerability) etc

Annexes SWOT Analysis | 153


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
PGLU that monitor the implementation of
ordinances)
National/Regional Awards Lack of Established Sectoral Maps due to Creation of La Union ICT Council Internet connection as provided by
Weak GIS Capabilities ISPs is unpredictable, affects internet
connections during online meetings
Updated Plans (PDPFP, etc.) Poor Data Submission Turn- Out Province wide text messaging Uncontrollable market value for
platform for information hardware and software
dissemination (in times of
calamities/disasters, etc.)
Presence of PPP Code Lack of Technically Trained PGLU Employees Province-wide survey (partnering A percentage of staff not yet
(Planning-Monitoring) with LGUs) for preferred mode of technically adapted to Google
disseminating information of PGLU workspace
PPAs.
Dynamic, young and educated workforce; Increase Conversion of Agricultural Land to Strengthened constituent Possible breach of security and
newly minted set of SPMs with heterogeneous Other Uses engagement for surveys through destruction of properties through
fields of expertise incentivizing and boosting. arson, vandalism and other human
induced hazards/risks
Unstable (sometimes) internet connectivity Establishment of barangay libraries Construction of additional PGLU
for the PGLU EDMS in partnership with the SK Teen offices / Facilities that will lead to
Centers. additional manpower requirement
Timely review of municipality/city ordinances No formal training conducted on the Up skilled Information Officers Unstable economy and market
with on time submission of the PLO review development legislative training of the new province wide
set of SPMs
On-time resolution of administrative cases Insufficient technical training of PS on the Citizen Reporting Mechanism Not all constituents are reachable
formulation of ordinances and resolutions online.
(technical training on policy formulation and
policy analysis)
Additional lawyers hired - on time submission Bulk requests for legal opinion and review of Establish public libraries to 3 Cyber-crime and data privacy
of legal opinion requested by other offices and other legal documents remaining LGUs breaches.
SP, and review of legal documents
Digitized most of PLO File because of the PGLU Evidence submitted by complainants are Designation and appointment of

154 | Annexes SWOT Analysis


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
EDMS sometimes incomplete Information Officers and Public
Librarians (LGU-level) are optional.
Component LGUs with Court Cases are now Bulk requests for legal opinion and review of Uncontrollable virality of information
well represented with the hiring of new other legal documents and content.
lawyers
Appointed a Data Privacy Officer Unstable (sometimes) internet connectivity Low engagement of constituents
for the PGLU EDMS (PUSO PULSO - topic)
Updated ISSP Unstable Internet connections No elected IPMR
Established Network Infrastructure Non-Compliance to Data Privacy Act of 2012
(too broad - specify)
In-housed development of IS (Info system) No established Data Privacy Manual for
PGLU
Conducted of Annual Preventive Maintenance Presence of unlicensed software
and ICT Inventory
Documented Information Systems (End-user High ratio on employee vs. equipment
and Operator Manual) (maintenance activities)
Updated Hardware resources Limited budget for ICT requirements
Presence and functional LIS (Legislative info Insufficient No. of technical staff to
system) administer the LIS and program its
enhancements
Automated Customer Feedback systematized/digitalized order and calendar
of business procedure is not yet operational
Enhanced LIS through the LISearch slow search due to inclusion of committee
reports (need enhancement)
Online mode of holding of committee Current setup of some offices do not meet
meetings/hearings, encouraging more the needed space
participation from the public
Available resources (lot and office) Lack of personnel to maintain
Adequate office space and conference halls Sampling size and variety of respondents
not ensured with the online survey.
(elyunite survey)

Annexes SWOT Analysis | 155


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Presence of operational CCTV within the Official email domain currently not available
building premises - where we receive feedback from online
community.
Maintenance of zero threat to security of Low engagement with national media
PGLU workplaces and facilities outfits. (Lack of manpower to engage with
national media outfits)
Institutionalized feedback mechanism Low engagement of constituents (PUSO
(Elyunite) PULSO - method)
Institutionalized constituent and social media No elected IPMR
listening through PUSO PULSO Survey.
17 Established Public libraries province wide
Functioning Information Officers of La Union
Guild (IOLUG)
Existing La Union Association of Government
Information Officers (LUAGIO)
Involvement of CSOs during committee
meetings. hearings and public hearings
Various awards received

156 | Annexes SWOT Analysis


Annexes
Annex 2: Sectoral
1
Scorecard
Form B: Sectoral Scorecard
Financial Stability Sector
SECTOR BREAKTHROUGH: Sustainable and Sound Financial Management

RESULTS INDICATORS BASELINE (2021/2022) 2023 2024 2025 Source of Data

Seal of Good Financial House Keeping Awardee Passer Passer Passer Passer OPACC

Public Financial Management Assessment Tool draft score Enhanced Public Financial
(PFMAT) five-point scale from 0 Management Assessment
to 4 with 4 as the Tool (ePFMAT) For Local
highest Government Units (LGUS)
Pillar 1: Policy-Based Budgeting 1.58 3.00 3.00 4.00 PPDO, PBO
a) Multi-year perspective in fiscal planning and
budgeting
b) PFM improvement policies address weaknesses
identified in the assessment
c) Orderliness of activities in the annual budget
preparation and authorization phases
d) Financial self-reliance of Local Economic
Enterprises (LEE)
Pillar 2: Comprehensiveness and Transparency 4.00 4.00 4.00 4.00 PBO, LCE
a) Comprehensiveness of budget information
contained in the Appropriation Ordinance covering
the Annual Budget
b) Public access to key information

Annexes Form B: Sectoral Scorecard | 159


RESULTS INDICATORS BASELINE (2021/2022) 2023 2024 2025 Source of Data

Pillar 3: Credibility of the Budget 3.67 4.00 4.00 4.00 PTO, PBO
a) Actual local revenue collections compared with
estimated revenues in the budget
b) Actual expenditures compared with
appropriations
Pillar 4: Predictability and Control in Budget 2.08 3.00 3.00 4.00 PTO, BAC
Execution
a) Real Property Tax (RPT) Accomplishment Rate
b) Effectiveness of tax enhancement measures
c) Predictability in the availability of cash for
commitment to expenditures
d) Value for money and controls in procurement
Pillar 5: Accounting, Recording and Reporting 3.75 3.75 4.00 4.00 OPACC
a) Timeliness and Regularity of Accounts
Reconciliation;
b) Timeliness of Reconciliation and Liquidation of
Cash Advances;
c) Quality and Timeliness of Regular Financial
Reports and Annual Financial Statements
Pillar 6: Internal and External Audit 2.67 3.00 3.00 4.00 LCE, OPACC
a) Effectiveness of internal audit
b) Follow up on external audit
Pillar 7: Citizen's Participation in the Budget Process 0.50 3.00 3.00 4.00 PPDO, PBO
a) Civil Society Organization (CSO) accreditation by
the Local Sanggunian
b) Degree of citizens’ participation in the budget
process

160 | Annexes Form B: Sectoral Scorecard


RESULTS INDICATORS BASELINE (2021/2022) 2023 2024 2025 Source of Data

Local Government Unit Fiscal Sustainability LGU FSS on Qualitative


Scorecard (LGU FSS) Indicators per
DOF D.O. 075-2018 &
BLGF MC 004-2019
a.) Statement of Receipts Expenditures (SRE) Compliant Compliant Compliant Compliant PTO
-Submission of timely and accurate SRE -Submitted -Submitted -Submitted -Submitted

b.) Schedule Market Values (SMV) Compliant Compliant Compliant Compliant OPAss
-Regular updating of SMV and conduct of GR of -Updated -Implemented -Implemented -Implemented
property assessments

c.) Quarterly Report on Real Property Compliant Compliant Compliant Compliant OPAss
Assessments (QRRPA) -Submitted -Submitted -Submitted -Submitted
-Submission of timely and accurate QRRPA

Baseline Target Source of


Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Accelerate Efficient Collection 100 100 100 100 PTO
Sustainable Collection of Efficiency Rate
Revenue Revenues Total Revenue 3,357,313,283.38 2,874,630,892.06 3,103,002,841.12 3,302,187,724.93 PTO
Generation Collection (with (DH
support included)
breakdown) (FY
2021 baseline)
Percent of Locally 0.15 0.20 0.21 0.21 PTO
Sourced Revenues
to Total LGU
Revenue

Annexes Form B: Sectoral Scorecard | 161


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Efficient Real Property Tax 100.00% 100.00% 100.00% 100.00% PTO -
Assessment of Accomplishment Actual
RPU and Taxable Rate OPAss -
Properties Target
basis
Total Net Assessed 14,434,322,640.00 14,781,255,050.00 53,176,368,570.00 54,239,895,940.00 OPAss
Value
Net Assessed Value 2,267,294,640.00 2,312,640,530.00 4,576,709,180.00 4,665,183,370.00 OPAss
for Agricultural
Areas
Net Assessed Value 12,167,028,000.00 12,468,614,520.00 48,602,659,390.00 49,574,712,570.00 OPAss
for Urban Areas
Efficient District Hospital 313,326,563.30 342,693,755.00 371,807,335.40 403,097,870.94 PHO &
Collection from Revenues DH
Economic Other Sources 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 PTO
Enterprise and Revenues
Other Sources
Guarantee Good Financial Percentage of 17.25% 18% 18% 20% PBO
Effective and Planning, Funded Programs, (To include external
Prudent Monitoring and Projects and sources such as RA
Budget Evaluation Activities from the 7171, CMGP, etc.
Planning and AIP Specify details)
Allocation Percentage of 8% 11% 25% 35% PBO
Budget allocated
to Strategic
Activities
Percentage of 92% 89% 75% 65% PBO
Budget allocated
to Operational
Activities

162 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Achieve Expenditure Issuance of Qualified or Unqualified Qualified or Unqualified Qualified or Unqualified Qualified or Unqualified OPAcc
Optimal and Management Unqualified or Opinion Opinion Opinion Opinion
Responsible Qualified Opinion
Utilization of Timeliness of Zero disallowance and Zero disallowance and Zero disallowance and Zero disallowance and OPAcc
Financial reconciliation and zero suspensions for the zero suspensions for the zero suspensions for the zero suspensions for the
Resources liquidation of Cash year ended year ended year ended year ended
Advances
Obligation Rate 77% 90% 90% 95% PBO
(Strategic)
Obligation Rate 98% 98% 98% 98% PBO
(Operational)
Disbursement rate 77% 87% 87% 92% OPAcc,
(Strategic) PTO
Disbursement rate- 81% 95% 95% 95% OPAcc,
(Operational) PTO
Sustained 37% fully implemented 100% full 100% full 100% full OPAcc
Compliance with prior years' audit implementation of the implementation of the implementation of the
Audit Findings recommendations prior years' audit prior years' audit prior years' audit
recommendations recommendations recommendations
Transparency in Full and Strict 100% Compliant 100% Compliant 100% Compliant 100% Compliant OPAcc
Public Finance Compliance with PTO
the Full Disclosure
Policy

Annexes Form B: Sectoral Scorecard | 163


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Value for Money Economy, 100% of PPAs 100% of PPAs 100% of PPAs 100% of PPAs OPAcc
in the Efficiency and implemented should be implemented should be implemented should be implemented should be
Implementation Effectiveness of efficient, economical efficient, economical efficient, economical efficient, economical
of Programs, Programs, Projects and effective based on and effective based on and effective based on and effective based on
Projects and and Activities established standards established standards established standards established standards
Activities Implemented and the desired results and the desired results and the desired results and the desired results
as per project proposal as per project proposal as per project proposal as per project proposal
were achieved were achieved were achieved were achieved

Enhance Strengthened No. of PPAs funded 5 5 5 5 PBO,


External Partnership with by external source OPAcc,
Resource Line Agencies and PTO
Mobilization Private Sectors Amount of funding 175,489,050.60 110,000,000.00 110,000,000.00 110,000,000.00 OPAcc,
support sourced PTO
from PPAs funded
by external source
No. of PPAs funded 5 (DOH, DA, DILG, DOE, 5 (DOH, DA, DILG, DOE, 5 (DOH, DA, DILG, DOE, 5 (DOH, DA, DILG, DOE, PBO,
by external source PCSO) PCSO) PCSO) PCSO) OPAcc,
implemented PTO
No. of PPP Brief Introduction on Attended trainings on Creation of the LEEIPU- To enter into one (1) LEEIPU,
Milestones the PPP Process PPP 101: Orientation on PPP Section PPP Project FSS
PPP Concepts and
Processes, Review on
the La Union PPP Code,
crafting of its IRR,
Capacity Buildings

164 | Annexes Form B: Sectoral Scorecard


Baseline Target
Goals Objectives Results Indicator Source of Data
2021/ 2022 2023 2024 2025
Accelerate Sustainable Efficient INCREASE IN REAL Without GR
Revenue Generation Collection of PROPERTY TAX 14,434,322,640.00 14,781,255,050.00 15,017,469,270.00 15,317,818,660.00 OPAss
Revenues ASSESSMENT
With GR
14,434,322,640.00 14,781,255,050.00 53,176,368,570.00 54,239,895,940.00 OPAss
A. LOCAL SOURCES 518,368,114.08 564,180,647.00 643,228,630.85 682,497,867.38
A-1. TOTAL TAX 134,735,502.49 148,874,081.00 196,547,203.35 202,038,495.13 PTO (2021 data are
REVENUE regular revenue,
COLLECTION excluded the non-
recurring)
Real Property Tax
Provincewide 261,030,443.96 308,571,428.29 401,142,856.77 409,165,713.91 PTO & MTO (with
Barangay)
PGLU 110,937,938.31 131,142,857.00 177,042,856.95 180,583,714.09
Local Business and 23,797,564.18 17,731,224.00 19,504,346.40 21,454,781.04
Other Taxes
A-2. TOTAL NON-TAX 20,306,048.29 22,612,811.00 24,874,092.10 27,361,501.31 PTO
REVENUE
COLLECTION
Fees and Charges 16,705,173.76 20,412,811.00 22,454,092.10 24,699,501.31

Regulatory Fees 10,230,346.84 15,172,636.00 16,689,899.60 18,358,889.56 OPVet, PG-ENRU,


(Exclusive of fees POVR related
related to BDPP)
Charges 6,474,826.92 5,240,175.00 5,764,192.50 6,340,611.75 PEO, PGSO
Other Income 3,600,874.53 2,200,000.00 2,420,000.00 2,662,000.00 PTO
(GF and SEF)
Operating as A-3.HOSPITAL 363,326,563.30 392,693,755.00 421,807,335.40 453,097,870.94 District Hospitals

Annexes Form B: Sectoral Scorecard | 165


Baseline Target
Goals Objectives Results Indicator Source of Data
2021/ 2022 2023 2024 2025
Economic INCOME AND (COH & Accountants)
Enterprise RECEIPTS
B. EXTERNAL 2,475,618,606.00 1,917,756,490.06 2,037,966,874.87 2,166,591,986.62
SOURCES
Achieve Optimal and Expenditure Utilization Rate - 77.8%(2021) 100% 100% 100% PBO
Responsible Utilization Management Strategic
of Financial Resources Utilization Rate - 98.84% (2021) 100% 100% 100% PBO
Operational

166 | Annexes Form B: Sectoral Scorecard


Economic Dynamism and Competitiveness Sector
SECTOR BREAKTHROUGH: Competitive and Sustainable Economic Growth

BASELINE
RESULTS INDICATORS 2023 2024 2025 Source of Data
2021/ 2022

Improved Ranking in the NCC’s Cities and Municipalities Competitiveness Index Rank 11 (2022) Among the Top 5 Among the Top 3 Top 1 LEEIPU
Performance in the Most Business Friendly Local Government Unit of the PCCI Finalist Awardee Awardee Awardee LEEIPU

Baseline Target Source of


Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Spur Developed Tourist Arrivals (Day NDA 50,000 75,000 100,000
Sustainable Competitive Tourists) in Agri-Tourism
Agri-Tourism Agri-Tourism Sites
Development Sites Number of DOT-Accredited 4 10 20 30
Farm Tourism Sites
Percentage of Farm Sites NDA 25% 50% 75%
Provided with Training and
Technical Assistance
Foster Growth in Total amount of PHP 5.9B PHP 6.195 B PHP 6.504 B PHP 6.829 B LEEIPU,
Conducive Investments investments generated BPLOs/
Climate for and Economic LEIPO/ LGUs
Tourism, Trade Enterprises Agricultural Investments PHP 325M PHP 357.5M PHP 393.25M PHP 432.58M LEEIPU,
and Industry BPLOs/
LEIPO/ LGUs

Annexes Form B: Sectoral Scorecard | 167


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Tourism Investments PHP 63M PHP 69.3M PHP 76.23M PHP 83.85M LEEIPU,
BPLOs/
LEIPO/
LGUs
Agri-tourism investments PHP 3.4M PHP 4.5M PHP 4.95M PHP 5.45M LEEIPU,
BPLOs/
LEIPO/
LGUs
Number of DTI Registered 5,354 5,889 6,479 7,127 DTI
Businesses Names
Number of LGU Registered 10,278 11,306 12,437 13,680 BPLOs/LGUs
Business
Percentage of E-BPLS 40% 60% 80% 100% BPLOs/LGUs,
Compliance (Ease of Doing DICT
Business)
Improved Number of LGU OTOP 20 20 20 20 LEEIPU, DTI,
Access to Development workshops LGU
Business conducted
Development Number of MSMEs provided 4 5 6 7 LEEIPU
Services with Business Development
Services
Number of businesses 812 893 982 1,080 LEEIPU
established in agriculture
Number of businesses 564 620 682 750 LEEIPU
established in tourism
Increased Employment Rate 94.1% 94.5% 95% 95.5% PSA
Employment (breakdown for Agri , Agri- 0.39 Agri- 3.96 Agri- 0.25 Agri- 0.48
Opportunities Tourism, etc.)

168 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Underemployment Rate 14.70% 14% 13.50% 13% PSA
(breakdown for Agri ,
Tourism, etc.)
Expanded Number of 300 350 400 450 LEEIPU, DTI,
Access to participants/beneficiaries of DOLE
Industry PGLU sponsored Trainings,
Related Capacity Buildings and
Trainings, Enhancements/
Capacity Development Programs
Buildings and related to Economic
Enhancement/ Activities
Development Number of MSMEs provided 4 5 6 7 LEEIPU
Programs with Business Development
Services
Number of businesses 812 893 982 1,080 LEEIPU
established in agriculture
Number of businesses 564 620 682 750 LEEIPU
established in tourism
Innovation and Number of completed 2 3 4 5 LEEIPU, DTI,
Digitalization in innovation milestones DOLE, DICT,
Business DOST
Institutionalized Number of Component 3 10 15 20 LUPTO
tourism-related LGUs with Functional
policy Tourism Councils
frameworks Number of LGUs with SB 2 10 15 20 LUPTO
and support Approved Local Tourism
systems Development Plan
Number of Component 3 6 12 20 LUPTO, LGUs
LGUs with Permanent
Tourism Officer Plantilla

Annexes Form B: Sectoral Scorecard | 169


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Position (this cannot be
controlled by the Province,
we'll be bound to fail, but
can be proposed for support
legislation from SP)
Number of Tourism Related 17 5 5 5 LUPTO, SP
Policies/Legislations Enacted
(this will be Legislative
agenda Indicator)
Develop Tourist Arrivals (integrated 76,874/97,293 200,000 350,000 500,000 LUPTO
Competitive in tourism indicators for (June 2022)
Tourism analysis)
Products Number of New Tourism New 2 3 5 LUPTO
Products Developed Farm Tourism Farm Tourism Farm Tourism
(integrated in tourism Bike Tourism Bike Tourism Bike Tourism
indicators for analysis) Gastronomic Tourism Gastronomic Tourism
Eco/Dive Tourism
Pilgrimage Tourism
Number of Existing Tourism 2/ 1 (June 3 5 8 LUPTO
Sites Developed (integrated 2022)
in tourism indicators for
analysis)
Strengthened Percentage of DOT 64%/60% 70% 80% 90% LUPTO
Tourism Accredited Establishments (June 2022)
Support (integrated in tourism
Services and indicators for analysis)
Compliance to Number of DOT Accredited 135/176 (June 200 230 250 DOT
Established Establishments (integrated 2022)
Standards in tourism indicators for
analysis)

170 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Average Tourist Satisfaction 3 (satisfied) 3 3 4 LUPTO
Rate (integrated in tourism (June 2022)
indicators for analysis)
Number of Tourism Workers 95 (August 150 150 150 LUPTO
Trained with Filipino Brand 2022)
of Service Excellence (this
should be a PPA indicator)
Enhanced Number Tourism Related New 6 10 15 LUPTO
Tourism Marketing and Promotions
Branding and Events (this should be a PPA
Destination indicator)
Marketing Percentage in Social Media New 30% 40% 60% LUPTO
and Digital Platforms
Engagements (this should be
part of Tourism)
Number of Tourism New 2000 3000 5000 LUPTO
Collaterals Produced and
Distributed (this should be a
PPA indicator)
Sustain Sustained Food Sufficiency Level (Rice OPAg, OPVet
Agricultural Sufficiency Corn, Fruits, Rootcrops,
Development Level of Food Vegetables, Legumes, Meat
through Requirements and Fishery) %
Agripreneurship Rice 129 132 134 135
Corn 117 120 122 123
Fruits 185 194 203 213
Vegetables
Rootcrops 379 397 416 436
Leafy Vegetables 392 411 431 452
Fruit Vegetables 291 305 320 336

Annexes Form B: Sectoral Scorecard | 171


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Legumes 108 113 118 123
Spices 60 63 66 69
Fishery 103 103 104 105
Beef 123 129 135 142
Carabeef 184 193 203 213
Pork 87 91 96 101
Chevon 164 172 181 190
Poultry 293 308 323 339
Productivity level (tons/ha)
Rice
Irrigated 5.44 5.49 5.54 5.6
Rainfed 4.87 4.92 4.97 5.02
Corn
Yellow Corn 6.3 6.36 6.43 6.49
White Corn 4.18 4.22 4.26 4.3
High Value Crops
Legumes 1.5 1.52 1.53 1.55
Fruit Vegetables 19.48 19.67 19.86 20.05
Leafy Vegetables 10 10.1 10.2 10.3
Fruits 15.16 15.31 15.46 15.61
Rootcrops 14.84 14.98 15.12 15.27
Fisheries
Municipal Fishing 2.74 2.72 2.73 2.75
Communal Fishing 1.05 1.1 1.1 1.1 OPAg,Fishery
Aquaculture 8.31 8.31 8.31 8.5

172 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Increased Average Increased Income OPAg, OPVet
Income of of Farmers and Fisherfolks
Farmers and Quarterly/Annual
Fisherfolks Farmers 188,531.27 197,957.83 207,855.73 218,248.51
Tobacco 228,447.39 230,731.86 233,039.18 232,802.76
Virginia 39,398.16 39,792.14 40,190.06 40,591.96
Burley 126,437.75 127,702.13 128,979.15 127,702.13
Native 62,611.48 63,237.59 63,869.97 64,508.67
Fisherfolks 99,772.62 104,761.25 109,999.31 115,499.28
Average Income of Farmers 55,846.03 58,638.33 61,570.24 64,648.75
on Livestock
Employment in Agriculture 0.39 3.96 0.25 0.48 OPAg, OPVet
Growth Rate
Increased Agri- Increased Agri-Based 9 14 19 24 OPAg
based Enterprises peanut-2 (5 Additional) (5 Additional) (5 Additional)
Enterprises mango -1 duck - 1 cacao - 1 onion-1
cassava - 1 dried fish -2 bangus - 1 salt - 2
mungbean - 1 coffee - 2 mushroom - 1 bagoong - 1
seaweeds - 2 rabbit -1 ube - 1
banana - 1 tiger grass - 1
sugarcane - 1
DOT Accredited Agri- 9 11 13 15 OPAg
tourism Sites (2 additional) (2 additional) (2 additional)
ATI accredited Learning 2 4 4 4 OPAg
Sites
Number of Agri-based 28 31 34 37 OPAg
MSMEs

Annexes Form B: Sectoral Scorecard | 173


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
No. of Completed new OPAg
Agripreneurship
Development Milestone
a. Concept Paper 1 OPAg
b. Meeting conducted 4 4 4 OPAg
(internal and external)
c. Capacity building program 2 2 2 OPAg
for stakeholders
d. No. of agri-enterprise in 20 20 20 20 OPAg
operation
Accelerated Reduced Travel Number of LGUs with 0 6 16 21 PPDO
Strategic Time, Approved LPTRP
Development of Transportation Upgrading of Unpaved 1.46% of 1.40% of provincial 0.21% of provincial 0.00% of provincial PEO
Disaster and Costs, Safety, Provincial Roads provincial road unpaved road unpaved road unpaved
Climate and road unpaved
Resilient Convenience of Rehabilitation/Improvement 2.991 Km of 3 km paved provincial 3 km paved provincial 3 km paved provincial
Infrastructure the Riding of Provincial Roads provincial road road road
Public roads rehabilitated/Improved rehabilitated/Improved rehabilitated/Improved
Rehabilitated/
Improved
Maintenance of Provincial 34% length of 20 % length of 25 % length of 30% length of PEO
Roads & Bridges provincial provincial roads and 17 provincial roads and 33 provincial roads and 35
roads and 330 li.m. of bridges for li.m. of bridges for li.m. of bridges for
li.m. bridges maintenance maintenance maintenance
maintained
Addressed Infrastructure 3 access road 1 access road paved 1 access road paved 1 access road paved PEO
Gaps in Major Industries and paved
other Social Infrastructure 1 irrigation 2 irrigation system 3 irrigation 4 irrigation system OPAG
projects rehabilitated/ system rehabilitated/ rehabilitated/
completed; constructed; constructed; constructed;

174 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
1 post-harvest 1 post-harvest 1 post-harvest 1 post-harvest
processing processing center processing center processing center
center constructed; constructed; constructed;
completed; 5 FMPC completed 7 FMPC completed 6 FMPC completed
7 FMPC
completed
No. of completed agri- 6 processing 2 Processing Centers 2 Processing Centers 2 Processing Centers PEO
tourism infrastructure Center constructed, 1 Eco- constructed constructed
milestones projects Tourism site developed
completed, 1
Eco-Tourism
project
developed

SUPPORT INDICATORS
Baseline Target Source of
Goals Objectives Results Indicator
2021/2022 2023 2024 2025 Data
Spur Sustainable Agri- Developed Competitive Agri- Number of DOT Accredited 0.00 10 20 30
Tourism Development Tourism Sites Farm Guides
Foster Conducive Climate for Strengthened Tourism Support Tourist Arrival in Major TBD/ 97, 985 (June 120,000 160,000 200,000 LUPTO/DOT
Tourism, Trade and Industry Services and Compliance to Tourism Sites 2022)
Established Standards Average Occupancy Rates 14.%/ 15.08% (June 17% 20% 25% DOT
2022)
Visitor Length of Stay 1.51 Days/ 1.32 1.8 2.5 3 DOT
Days (June 2022)
Average Tourist Expenditure NDA/1,418.35 1800 2000 2500 LUPTO/DOT
(June 2022)
Increased Employment Number of Jobs Generated 14,500 15,000 15,500 16,000 LEEIPU,
Opportunities (Jobs Fair) DOLE

Annexes Form B: Sectoral Scorecard | 175


SUPPORT INDICATORS
Baseline Target Source of
Goals Objectives Results Indicator
2021/2022 2023 2024 2025 Data

Sustain Agricultural Growth in investments and Value of Agricultural 16.85 19.7 20.01 20.49
Development through economic enterprise Production (in Billion Php)
Agripreneurship Volume of Agricultural 435,049.30 441,136 446,897 456,272
Production (in Thousand MT)
Agriculture Labor 491,874.60 552,783.11 562,284.96 571,076.98
Productivity
Employment Generated 34,264 35,622 35,710 35,880
Commodity
Rice 12,549 12740 12740 12740
Corn 1,452 1455 1459 1459
Fruits 318 2099 2099 2099
Vegetables 2,883 2340 2340 2340
Spices 172 48 48 48
Fishery 16,890 16,940 17,024 17,194
Percentage Share of
Agricultural Employment to
Total Employment
No. of Insured Farmers and 49,425 49,919 50,418 50,922
Fisherfolks

176 | Annexes Form B: Sectoral Scorecard


Resilient Communities Sector
SECTOR BREAKTHROUGH: UPHOLD AN EMPOWERED AND RESILIENT COMMUNITIES CONDUCIVE FOR AGRI-TOURISM

BASELINE
RESULTS INDICATORS 2023 2024 2025 Source of Data
2021/ 2022

Champions for Health Governance 3 5 5 5 PHO


DOH Red Orchid Awardee 5 DHs 5 5 5 PHO, DOH-CHD1
DOH Star Awards 1- CDH is the only 3 3 5 5 District Hospital,
recipient LUMC
Insurgency Free Certification None-Awardee Awardee Awardee Awardee PNP
ADAC Audit High Functionality High High Perfect POPS, PNP
Functionality Functionality Functionality
Gawad Kalasag Award None-Awardee Awardee Awardee Awardee PDRRMO, LGUs
Performance in the Most Business Friendly Local Government Finalist Awardee Awardee Awardee LEEIPU
Unit of the PCCI

Baseline Target Source of


Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Access To Displaced Number of LGUs with 7 LGUs (Bangar, 20 LGUs 20 LGUs 20 LGUs PPDO
Affordable Households and SB approved Local Santol, Sto.
And Safe Informal Settlers Shelter Plan (LSP) Tomas, Agoo,
Housing Relocated or Naguilian,
Assisted Bauang, and
Caba)
Number of Displaced 287 350 375 400 PSWDO

Annexes Form B: Sectoral Scorecard | 177


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Households and
Informal Settlers
Relocated or Assisted

Percentage of Housing 100.00% 100.00% 100.00% 100.00% PSWDO


Need Addressed
Proportional Social Insurance % of Senior Citizens 100% (23,405 100% 100% 100% PSWDO
Access for Coverage served through the served out of
Vulnerable Social Pension for the target
Sectors Indigent Senior Citizens 23,405)
Program
Access to Social % of 4Ps Families 100% 90% 95% 100% PSWDO
Services Moved up to Self- (23,405 served
Sufficiency Level out of the target
23,405)
% of Families 100% 100% 100% 100% PSWDO
Benefitting from Social (172,995 served
Welfare Services through SAP and
4Ps)
% of Vulnerable Sectors 100%( 5,411) 100% (5,411) 100% (5,411) 100% (5,411) PSWDO
Benefitting from
Livelihood Programs
Level of Functionality of 79% mature 85-100 Ideal 85-100 Ideal 85-100 Ideal PSWDO
PCPC
% of CFLG Compliant 18 20 20 20 PSWDO
LGUs municipalities
% of Functional 2.07(silver) 3pts (gold) 3pts (gold) 3pts (gold) PSWDO
LSWDOs
Adequate Social Number of Senior Centenarian-32, Centenarian-54,E-AGE- Centenarian-58,E-AGE- Centenarian-60,E-AGE- PSWDO
Services for Citizens Availing of SWD E-AGE-44, 150, Octogenarian- 160, Octogenarian- 170, Octogenarian-

178 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Senior Citizens Programs Soc.Pen-23,405 12,684,Nonagenarian- 13,500,Nonagenarian- 13,100,Nonagenarian-
Total =23,481 2,545, Soc.Pen-23,405, 2,650, Soc.Pen-23,405, 3,500, Soc.Pen-23,405,
Total=38,838 Total=39,773 Total=40,235
Accessible Percentage of Provincial 100 100 100 100 PSWDO
Services for Government
PWDs Infrastructures with
Accessibility Law
Adequate Percentage of Out-of- 100% 87% 78% 68% PSWDO
Services for the School Youth with (5,121 out of (4,500 out of 5,121) (4,000 out of 5,121) (3,500 out of 5,121)
Youth Access to Social 5,121 out of
Protection Services school youth)
Well-defined IP Ratio of Men and 1:1 1:1 1:1 1:1 PSWDO
Education Women Engaged in
Livelihood Programs
Functional Social Number of Clients 22 20 23 30 PSWDO
Facilities Served in Residential or
Community Based
Facilities
RRCY (subsidize only) 20 10 5 5
Bahay Pag-asa 2 10 15 15
Home for Elderly n/a 0 3 5
Refuge Center for n/a 0 0 5
Women and
Children
Promotion of Percentage of Assisted 70% 100% 100% 100% PLO
Human Rights Clients (21/30 client
assisted)

Enhance Improved Overall Life Expectancy Rate 72 72.4 73 74 PHO


Integrated Health of the

Annexes Form B: Sectoral Scorecard | 179


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Health Service Community
Delivery

Improved Well- Maternal Mortality Rate 150/100,000LB 52/100,000LB National 52/100,000LB 52/100,000LB PHO
being of Target
Mothers, Infants Infant Mortality Rate 7.84%/1000LB 17/1000LB National 17/1000LB National 17/1000LB National PHO
and Children Target Target Target
Under- Five Mortality 1.56%/1,000 LB 25/1000LB 17/1000LB 25/1000LB 17/1000LB 25/1000LB 17/1000LB PHO
Rate National Target National Target National Target
Prevalence of stunted 3.9 .5% reduction .5% reduction .5% reduction PHO
children
Prevention and TB Treatment Success 95 PHO
Control of Rate (remove)
Communicable Number of HIV/AIDS 430 10% reduction 10% reduction 10% reduction PHO
Disease Cases
Promotion of Mortality Rate 1.8/1000 pop 1.5/1000 pop 1.5/1000 pop 1.5/1000 pop PHO
Healthy Lifestyle Attributed to Lifestyle
Related Diseases
Mental Health- Mortality Rate for .002/1,000 pop reduction by .02%/1,000 reduction by .02%/1,000 reduction by .02%/1,000 PHO
reduction of Suicide pop pop pop
suicide cases
Expanded Access Number of 42 40 38 36 PHO
to Public Health Geographically Isolated
Services and Disadvantage
Areas/Brgy (GIDA)
Revenue 88% 100% 100% 100% PHO
Enhancement/Income
Expenditure Ratio
Percentage of 100 100% 100% 100% PHO
Component Health

180 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Facilities Integrated in
the Service Delivery
Network (SDN)
Adequate Human Physician to Population 22112 01:20,000 pop 01:20,000 pop 01:20,000 pop PHO
Resources for Ratio
Health Public Nurse to 8420 01:10,000 pop 01:10,000 pop 01:10,000 pop PHO
Population Ratio
Midwife to Population 8420 1:5,000 pop 1:5,000 pop 1:5,000 pop PHO
Ratio
Dentist to Population 1684 1:50,000 pop 1:50,000 pop 1:50,000 pop PHO
Ratio
Reproductive Modern Contraceptive 28 35 National Target 35 National Target 35 National Target PHO
Health Prevalence Rate
Adolescent Birth Rate 10 lower ABR by 1% lower ABR by 1% lower ABR by 1% PHO
Incidence of Teenage 10 lower teenage lower teenage lower teenage PHO
Pregnancy pregnancy by 1% pregnancy by 1% pregnancy by 1%
Safe Water and Percentage of 11.13% 53% 53% 53% PHO
Sanitation Households with Access
to Safely Managed
Sanitation Services
Protected Health Number of Rabies-free 15 16 17 OPVet
of Animals and areas/municipality 2022: 15 LGUs
People Incidence of human- 2022: 1 0 0 0 PHO
rabies death case
Sustainable Average Expenditure to 86% 100% 100% 100% PHO,
Hospital revenue collections rate Hospitals
Operations
(NEW)
Quality And Quality Basic Net Enrollment Ratio in 92.37 94 97 99 DepEd
Accessible Education Elementary Education LUSDO

Annexes Form B: Sectoral Scorecard | 181


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Basic Achieved (DepEd Net Enrollment Ratio in 90.11 (JHS) 90.11 (JHS) 73 (SHS) 90.11 (JHS) 75 (SHS) 90.11 (JHS) 76.59(SHS) DepEd
Education For LUSDO Only) Secondary Education 71.39 (SHS) LUSDO
All
Cohort Survival Ratio in 97.78 (SY 2020- 98 99 99 DepEd
Elementary Education 2021) LUSDO
Cohort Survival Ratio in 75.97 (SY 2020- 77 79 80 DepEd
Secondary Education 2021) LUSDO
Completion Rate in 97.57 (SY 2020- 98 99 99 DepEd
Elementary Education 2021) LUSDO
Completion Rate Ratio 74.88 (SY 2020- 76 78 80 DepEd
in Secondary Education 2021) LUSDO

Number of Senior High 2866 (2021) 2890 2895 2900 PSB


Access to Quality School Stipend
and Affordable Beneficiaries
Higher and Number of College 1099 (2021) 1110 1120 1130 PSB
Whole -Person Scholarship
(Intellectual, Beneficiaries
Spiritual, Ethical) Number of IP 100 100 100 100 PSB
Education Scholarship
Beneficiaries
Adequate Human Teacher - pupil Ratio 1:24 (SY 2020- 1:24 1:24 1:24 DepEd
Resource and 2021) LUSDO
Facilities Teacher - Student Ratio 1:25 (SY 2020- 01:30 01:30 01:30 DepEd
2021) LUSDO
Classroom - Student 1:31 ES (SY 01:30 01:30 01:30 DepEd
Ratio 2020-2021) LUSDO
Preserve And Preserved Number of LGUs with 18 20 20 20 LUPTO-
Promote Cultural Assets Cultural Asset Inventory CAU
Culture And

182 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Traditions Number of Cultural 1 2 2 2 LUPTO-
Sites Preserved CAU
Number of LGUs with 11 11 11 11 PSWDO
IPMR (Municipalities
and Province)
Number of LGUs with 21 21 21 21 LUPTO-
Local Cultural and Arts CAU
Council
Number of Pilot Schools 0 1 2 3 LUPTO-
of Living Tradition CAU
established
Number of LGUs with 3 4 5 6 LUPTO-
completed Cultural CAU
Mapping
Increased Number of Culture 2 3 4 5 LUPTO-
Cultural Related Festivals and CAU,
Awareness Celebrations PSWDO
Number of Culture 133 140 150 160 LUPTO,
Related IEC Activities PSWDO
Conducted
Hire IP Qualified No. of IP Teacher 6 (1 bago,1 Bagi, 1 1 1 PSB
Teacher Maintained 4 kankanaey)
Uphold The Improved Crime Percentage Decrease in 6.16% 6.53 6.92 7.34 PNP
Safety And Prevention Peace and Order Crimes
Liberty Percentage Decrease in 47.22% 50.05% 53.06% 56.24% PNP
Of Citizens Public Safety Index
Intensify Crimes
Disaster Risk
Mitigation,
Preparedness

Annexes Form B: Sectoral Scorecard | 183


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
And Response Peace and Order Index 80.00 84.8 89.89 95.28 PNP
Crime Solution
Efficiency
Public Safety Index 95.91 100 100 100 PNP
Crime Solution
Efficiency
Peace and Order Index 99.00 100 100 100 PNP
Crime Clearance
Efficiency
Public Safety Index 100.00 100 100 100 PNP
Crime Clearance
Efficiency
Upgraded Human Police to Population 1:653 1:614 1:590 1:567 PNP
Resource for Law Ratio
Enforcement
Sustained Zero Escape Incidents 1 0 0 0 LUPJ
Adequacy of
Human Resource
for Custodial and
Escort Services
Ensured Welfare Number of Capacitated 177 80% 80% 80% LUPJ
of PDLs PDLs
Number of escorted 289 100% 100% 100% LUPJ
PDL transferred to
NBP/CIW/NCMH, court
hearing and Motion to
Pass
Increased Prisoner's Php70.00/day Php80.00 Php90.00 Php100.00 LUPJ
Subsistence Allowance effective July 1,
(PSA) 2022

184 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Effective DRRM Number of Casualties 0 0 0 0 PDRRMO
Measures from Natural Hazards
during Disasters
Value of Damages to N/A 0 0 0 PDRRMO
Properties from Natural
Hazards during
Disasters
Mainstreaming Number of Component 19 20 20 20 OPPDC
Disaster Risk LGUs with Updated and
Reduction in DRR+CCA
Planning Mainstreamed CLUPs
Number of Component 19 20 20 20 OPPDC
LGUs with Updated and
DRR+CCA
Mainstreamed CDPs
Increased Number of LGUs 10 LGUs 15 LGUs 18 LGUs 20 LGUs PDRRMO
Disaster Covered with Basic
Preparedness Emergency Response
Capacity Trainings
Number of LGUs with 11 LGUs 15 LGUs 18 LGUs 21 LGUs (including the PDRRMO
Functional Local DRRM Province Level)
Councils
Timely and Emergency Response 7mins within 5 mins within 10 kms 5 mins within 10 kms 5 mins within 10 kms PDRRMO
Efficient Disaster Time 10kms radius radius radius radius
Response Percentage of Calls 100 100 100 100 PDRRMO
from Public Safety
Answering Point (PSAP)
Addressed

Annexes Form B: Sectoral Scorecard | 185


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Percentage of LGUs 100 100 100 100 PDRRMO
with Emergency
Operations Center
Availability of Percentage of Affected 100 100 100 100 PDRRMO
Disaster Households Provided
Rehabilitation with Disaster Relief
and Recovery Percentage of Affected 100 100 100 100 PDRRMO
Services Farmers and Fisherfolks
Provided with Disaster
Relief
Capacity Number of DRRMS, 100 150 200 250 PDRRMO
Development for LGUs and DHs trained
DRR Personnel on security, BLS, etc.
and Volunteer's
Maintained Mainstreaming Number of Component 19 20 20 20 OPPDC
Ecological Climate Change LGUs with Updated and
Integrity Adaptation in DRR+CCA
Planning Mainstreamed CLUPs
Number of Component 19 20 20 20 OPPDC
LGUs with Updated and
DRR+CCA
Mainstreamed CDPs
Number of LGUs with 3 (Balaoan, 5 6 6 PG-ENRO,
LCCAP Aringay, City PDRRMO
of San
Fernando)
Environmental Number of Component 20 20 20 20 PG-ENRO
Quality Improved LGUs with Water
Quality Monitoring

186 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Number of Agritourism 4 2 2 2 PG-ENRO
sites with Water Quality Simminublan
Monitoring Falls, Tangadan
Falls, Bulalakaw
Falls &
Tapuakan River
Number of LGUs with 11 2 3 3 Concerned
Wastewater Treatment LGUs, PG-
Facility (Septage, ENRO,
Market, Slaughter, CBS, PHO, PEO
etc.)
Number of LGUs with 17 20 20 20 PG-ENRO,
Sanitary Landfill PEO
Air Quality Index Good Good Good Good PG-ENRO
Biodiversity Number of Protected 15 Locally 16 Locally Managed 17 Locally Managed 17 Locally Managed PG-ENRO
Protected Areas Managed 3 Nationally Managed 3 Nationally Managed 3 Nationally Managed
3 Nationally
Managed
Number of LGUs with 10 2 1 13 PG-ENRO
Forest Land Use Plans
Number of LGUs with 10 5 5 20 PG-ENRO
reforestation area
Survival Rate of 85% 85% 85% 85% PG-ENRO
Seedlings Planted

Annexes Form B: Sectoral Scorecard | 187


Baseline Target Source of
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 Data
Biodiversity Index Flora - 3.051 High to Moderate High to Moderate High to Moderate PG-ENRO
Fauna - 2.7 to
3.3 (High to
Moderate)
Number of wildlife 0 1 1 1 PG-ENRO,
critical areas Envi
assessed/identified Consultant

SUPPORT INDICATORS
Results Baseline Target
Goals Objectives Source of Data
Indicator 2021/2022 2023 2024 2025
Enhance Expanded Additional LUMC (Breathcare Positive LUMC (Cabling for new LUMC (ABG Machine LUMC- District Hospitals
Integrated Access to equipment as Airway Pressure generator and installation of Ambulance (Ambulance
Health Public per DOH Clinical Centrifuge 24 Automatic Transfer Switch Anesthesia Machine Ultrasound 3D
Service Health Licensing placer ABG Machine Autoclave/Steam CT scan
Delivery Services Requirement Defibrillator Anesthesia Machine Sterilizer Delivery table
and PhilHealth Dressing cart Autoclave/Steam Sterilizer Bicycle ergonometer Digital Radio-
accreditation Fetal doppler Binocular microscope header Binocular microscope Fluoroscopy X-ray
ICU beds Binocular microscope with oil header Machine 500mA
Infant weighing scale immersion objective Binocular microscope or higher with
Infrared Thermometer Biological Safety Cabinet with oil immersion integrated system
Laryngoscope, with 4 Caesarean Section objective Hydrogen Gas
blades Instrument Cervical Traction Plasma sterilizer
Mechanical Beds with Clinical Centrifuge 12 or 24 CTG Machine Laparoscopic
complete accessories placer Defibrillator Machine
Mechanical Ventilator CTG Machine Defibrillator for Mammography
Oxygen Concentrator Defibrillator for neonate neonate Machine
Oxygen Tank with gauge Delivery Room Light Delivery Room Light Stress Test
Patient Monitor, ECG Delivery set Delivery set Machine)

188 | Annexes Form B: Sectoral Scorecard


SUPPORT INDICATORS
Results Baseline Target
Goals Objectives Source of Data
Indicator 2021/2022 2023 2024 2025
Machine Dental chair ECG Machine
Portable Ventilator Electrocautery Machine Electrocautery Machine
Portable X-ray Machine mono/bipolar mono/bipolar
Pulse Oximeter, hand held Electrocautery Machine with Electrocautery Machine
Resuscitator (adult, pedia TURP with TURP
and neonate) Emergency cart Emergency cart
Stethoscope Endoscopic Machine with Endoscopic Machine
Suction Machine gastroscope, colonoscope, with gastroscope,
Video Laryngoscope) bronchoscope colonoscope,
Fetal Doppler bronchoscope
ICU Beds Fetal Doppler
Infant Incubator Industrial Washing
Infant Incubator for transport Machine
Infant Weighing scale Infant Incubator
Infusion Pump Infant Incubator for
Major Operating Surgical transport
Instruments Infant weighing scale
Mechanical Beds with Infusion Pump
complete accessories Major Operating
Minor Instrument set Surgical Instruments
Nebulizer Mammography
Newborn Hearing Screener Machine
Operating microscope Mechanical Beds with
Operating room light, LED complete accessories
Operating table Mechanical Ventilator
OR light (portable) Minor Instrument set
Orthopedic Equipment and Mobile Clinic
Instruments Ambulance
Patient monitor with 1 Nebulizer
central monitor Newborn Hearing

Annexes Form B: Sectoral Scorecard | 189


SUPPORT INDICATORS
Results Baseline Target
Goals Objectives Source of Data
Indicator 2021/2022 2023 2024 2025
Phototherapy Machine Screener
Picture Archiving Operating room light,
Communications LED
System/Radiology Operating table
Information System OR light (portable)
Pulse Oximeter, hand held Patient Monitor
Resuscitator ( adult, pedia Phototherapy Machine
and neonate) Picture Archiving
Sphygmomanometer adult Communications
and pedia, desk type System/Radiology
Sphygmomanometer adult Information System
and pedia, mobile type Pulse Oximeter, hand
Suction machine (portable) held
Syringe pump Pulse Oximeter, table
Urology Instruments set top
Wheelchair Sphygmomanometer
X-ray Machine (floor adult and pedia, desk
mounted tube) with type
integrated digital radiography Stress Test Machine
system) Suction Machine
Suction machine with
wheels
Therapy Machine
Transcutaneous electric
nerve Stimulator (TENS)
Urology instrument set
Wheeled stretcher
X-ray Machine (floor
mounted tube) with
integrated digital

190 | Annexes Form B: Sectoral Scorecard


SUPPORT INDICATORS
Results Baseline Target
Goals Objectives Source of Data
Indicator 2021/2022 2023 2024 2025
radiography system)

Trainings for LUMC-Basic and LUMC- Training for Eye LUMC- Training for Eye LUMC- Training District Hospitals
Specialized Mandatory Trainings for Center, Heart Station, Stone Center, Heart Station, for Eye Center,
Service Nurses and Medical Center, and Gastro Center Stone Center, and Heart Station,
Doctors Gastro Center Stone Center, and
Gastro Center

No Balance NDH - Compliant; CDH- NDH - Compliant; CDH- NDH - Compliant; CDH- NDH - Compliant; Hopsital/PhilHealth
Billing (NBB) Compliant; BCDH- Compliant; BCDH - Compliant; Compliant; BCDH - CDH- Compliant;
Compliant; LUMC- LUMC-Compliant; BLDH - Compliant; LUMC- BCDH - Compliant;
Compliant; BLDH - Compliant Compliant; BLDH - LUMC-Compliant;
Compliant Compliant BLDH - Compliant
Philhealth NDH - Compliant; CDH- NDH - Compliant; CDH- NDH - Compliant; CDH- NDH - Compliant; Hospital/
accreditation Compliant; BCDH - Compliant; BCDH - Compliant; Compliant; BCDH - CDH- Compliant; PhilHealth
(Case Rate) of Compliant; LUMC- LUMC-Compliant; BLDH - Compliant; LUMC- BCDH - Compliant;
Hospitals Compliant; BLDH - Compliant Compliant; BLDH - LUMC-Compliant;
Compliant Compliant BLDH - Compliant

Medical and BCDH - 1; LUMC - 2; NDH - 1;


Dental BLDH - 1
Outreach
Program

Annexes Form B: Sectoral Scorecard | 191


SUPPORT INDICATORS
Results Baseline Target
Goals Objectives Source of Data
Indicator 2021/2022 2023 2024 2025
Creation of NDH-No creation of BLDH - no creation of
additional additional plantilla additional plantilla positions
plantilla positions; administrative as to DOH Licensing
position for positions were unfunded; personnel requirements;
Hospital as per BCDH - No creation of administrative positions and
DOH Licensing additional plantilla some ancillary and nursing
position for Hospital as positions were unfunded for
per DOH Licensing; All CY 2023; LUMC -103 Plantilla
Administrative Positions Position
were unfunded for CY
2023; LUMC-No creation
of additional plantilla
positions;

192 | Annexes Form B: Sectoral Scorecard


Organizational Accountability and Governance Sector
SECTOR BREAKTHROUGH: TRANSPARENT, ACCOUNTABLE AND EFFICIENT GOVERNMENT

BASELINE
RESULTS INDICATORS 2023 2024 2025 Source of Data
2021/ 2022

Seal of Good Local Governance 13 (2019) 10% of Comp. LGUs + PGLU 10% of Comp. LGUs + PGLU 10% of Comp. LGUs + PGLU Seal of Good Local Governance
ISO Certification 1 QMS 1 IMS Surveillance Audit 1 IMS (Re-certification) ISO Certification
Performance Governance System Proficiency Institutionalization Institutionalization Institutionalization Performance Governance System

Baseline Target Source of Data


Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Integrated Compliance with Number of Frontline 26 26 26 26 OPAdm, OPG
Governance the Anti-Red Offices with Updated
Systems Tape Act Citizen’s Charter
Number of District 5 5 5 5 PHO and DH
Hospitals with updated Chiefs
citizens charter
Number of Offices 26 26 26 26 OPAdm, OPG
Covered by ISO IMS
Growth in Number of District 5 5 5 PHO and DH
Investments and Hospitals Covered by ISO Chiefs
Economic IMS
Enterprises
Strengthened Percentage of On-Track 34.14% 100% 100% 100% PPDO
Strategic Scorecard Measures
Alignment of
Offices

Annexes Form B: Sectoral Scorecard | 193


Baseline Target Source of Data
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Number of Governance 6 26 26 26 PPDO
Achiever Awardees

Compliance with Number of DP Manual n/a 1 1 1 PLO/DPO, All


Data Privacy Act (new) Offices
of 2012
Sound and Aligned Number of Component 19 20 20 20 OPPDC
Responsive Policy Development LGUs with Updated and
and Planning Plans DRR+CCA Mainstreamed
Environment CLUPs
Number of Component 19 20 20 20 OPPDC
LGUs with Updated and
DRR+CCA Mainstreamed
CDPs
Supportive Policy Percentage of enacted 79% 50% 75% 100% SP
Environment Legislative Actions
identified in the ELA
Percentage of TBD 75% 85% 95% SP
Ordinances implemented
and Monitored
Percentage of required 100% 100%% 100% 100% OPG, OPAdmin
Executive Issuances
issued
Strengthened Percentage of Qualified 100% 100% 100% 100% OPPDC
Monitoring of Projects Enrolled in the (16 enrolled
Performance RPMES projects for 2022)
Number of Monitored & 30 50 50 50 OPPDC, PEO
Evaluated PPAs by the
PPMC

194 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of Data
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Number of Offices with 24 offices and 8 24 offices and 8 units 24 offices and 8 24 offices and 8 OPPDC
atleast 85% units units units
accomplishment
(AWFP)
Strengthen Digital Automated Number of Business n/a 33 33 17 OPG-ICTU
Governance to Business process automated
Improve Public Processes
Service Delivery Automated Percentage of Business n/a 100% 100% 100% OPG-ICTU
Business Process Automated
Processes 24 31 13
Number of Information 100% 100% 100% 100% OPG-ICTU
Systems developed and
deployed 8 IS 8 IS 7 IS 7 IS
End-User Satisfaction n/a 2.0 to 3.0 3.1 to 4.0 4.1 to 5.0 OPG-ICTU
and Compliance Rating
E-Government Number of e- n/a 1 1 1 OPA, OPG-ICTU
Development Participation Survey
Indexing conducted
Efficient Conducive Number of Offices with 4 Provincial 23 (Renovate-9 19 (Renovate-7 8 (Renovate-1 PGSO
Organizational Working Rehabilitated Workspace Buildings New Buildings- 12 New Buildings- 10 New Buildings-
Security, Logistical Environment improved/ Building Extension-2) Building 7)
and Infrastructure rehabilitated Extension-2)
Support Number of Major 1 Provincial atleast 1 Provincial atleast 1 atleast 1
Facilities Constructed Buildings Building Constructed Provincial Building Provincial
Constructed Constructed Building
Constructed

Annexes Form B: Sectoral Scorecard | 195


Baseline Target Source of Data
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Construction of Construction of Multi- Construction of Construction of PEO
POS-EOC Building, Purpose Building at PGLU Multi- PWSDO and PHO
Sevilla, San Government center 1 Purpose Building Building
Fernando City and PGLU Commercial with Parking,
Building at Government Mabanag
Center 1, Sevilla San Quadrangle
Fernando, La Union -Construction of
PEO Building
Percentage of Public 100% 100% 100% 100% PGSO
Facilities Maintained
Number of Unauthorized 0 0 0 0 SSU
Access or Security
Threats
Timely Provision Percentage of Vehicle 2020-2022 84% 100% 100% 100% PGSO
of Logistical Requirement Upgraded (43 purchased, 9
Requirements for purchase)
2020:100%;
2021:143%;
2022:60%
Percentage of offices 29% 35% 50% 75% OPG-ICTU
with upgraded ICT
resources
Percentage of PGLU 99% 99% 99% 99% OPG-ICTU
Uptime of Web Services
Percentage of Mesh n/a 90% 93% 95% OPG-ICTU
Services (new)
Strengthen Good Overall Customer Feedback 92.73% 85-100% 85-100% 85-100% OPAdm
Citizens Citizen Rating
Engagement Satisfaction

196 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of Data
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Customer Complaint 87.5% (27) 85-100% 85-100% 85-100% OPAdm
Resolution Rate (New)
Enhanced Public Number of LGUs with 12 with website 15 17 20 OPG-ICTU
Access to Official Website and updated
information 2 websites outside
.gov.ph domain
4 with website but
down
2 no website
Number of Visitors in 68,000 70,000 80,000 90,000 OPG-ICTU
PGLU Official Website
Number of Visitors in 68,000 70,000 80,000 90,000 OPG-ICTU
PGLU Official Website
Number of LGUs with 3 10 15 20 PIO
Facebook Accounts
backed up by a Local
Ordinance
Number of Facebook 273,000 300,000 325,000 350,000 PIO
Followers in Official
Facebook Account
Number of Information 0 0 5 10 PIO
Desks/Kiosk/Bulletin (target areas be (target be based
Boards in Strategic GIDAs based on the on the result of
result of CBMS to CBMS to be
be conducted on conducted on
2023) 2023)\
Compliance with Full 100% 100% 100% 100% LFC
Disclosure Policy
(Bulletin and Electronic)

Annexes Form B: Sectoral Scorecard | 197


Baseline Target Source of Data
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Participatory Percentage of Legislative 5 (pls convert into 100% 100% 100% SP
Planning and Measures that need percentage)
Development public hearings
Process conducted
Percentage of LSBs with 100% 100% 100% 100% OPPDC
CSO representation (33 LSBs) (33 LSBs) (33 LSBs)
Number of CSOs 48 48 48 48 OPPDC
engaged in the local
development process

Efficient and Adequate and Number of Offices with 12 out of 32 - as of 15 26 31 OPA-HRMU


Innovative Competent Sufficient Staff September 30, LUPTO, OPAG, PHO OPAss, PBO, All 5 DH
Organization Human Resource Complement 2022 LEEIPU, PGENRO,
Management PDRR, PSWDO,
OPAcctg, OPVet, Legal, PGSO, PTO,
PEO, OPG-Jail, OPG-IASU,
OPG, OPG-SSU, OPG-BAC,
OPG-ICTU, OPA,
OPVG, SP, PPDC,
PIO
Percentage of Training 70% 75% 80% 90% OPA-HRMU
Needs Addressed
- Technical
- Foundation 66% 100% 100% 100% OPA-HRMU
- Supervisory/ 66% 100% 100% 100% OPA-HRMU
Leadership
High Percentage of OPCR with 100% 100% 100% 100% OPPDC
Organizational at least VS Rating with
Performance breakdown

198 | Annexes Form B: Sectoral Scorecard


Baseline Target Source of Data
Goals Objectives Results Indicator
2021/ 2022 2023 2024 2025 RANK
Percentage of 100% 100% 100% 100% OPA-HRMU
UPCR/IPCR with at least
VS Rating
Compliance with Percentage of 100% 100% 100% 100% PLO
CSC Rules and Administrative Cases (11/11 Cases
Regulations resolved Resolved)

Annexes Form B: Sectoral Scorecard | 199


Annexes
Annex 3: Programs,
Projects, and
1
Activities
Form C: Sector Priority Programs, Projects, and
Activities
Financial Stability Sector
Physical Targets Public-
Needed
Issues/ Observed Implementing Private
Goals /Objectives Program Project/ Activity Expected Output Lead Office Legislative Volunteers
Conditions 2023 2024 2025 Partners Partnership
Measures
(PPP)
Accelerate Increasing Revenue 1. Tax Campaign n/a n/a n/a
Sustainable Revenue number of real Generation
Generation: Efficient property tax Program
Assessment and delinquency
Collection of a. Tax Awareness Seminar Conducted 2 2 2 PTO OPAss n/a n/a n/a
Revenues Campaign to Senior
High School Students
b. Tax Symposium Symposium 2 2 2 PTO League of n/a n/a n/a
during Barangay Conducted Barangays
General Assembly
2. Tax Appreciation Awarded recognition 1 1 1 PTO OPG-SP n/a n/a n/a
Campaign to qualified
recipients
3.Conduct of Public Conduct of meetings 19 PTO OPAss/MTs n/a n/a n/a
Auction Activities with stakeholders
and data
reconciliations and
analysis.
Public auction 1 PTO SP/BLGF/ Strengthen n/a n/a
procedures and PLO/OPAss/ Public Auction
enabling policies MTO Policy

Public Auction 1 PTO n/a n/a n/a

Annex 3: Sector Priority Programs, Projects, and Activities | 203


Physical Targets Public-
Needed
Issues/ Observed Implementing Private
Goals /Objectives Program Project/ Activity Expected Output Lead Office Legislative Volunteers
Conditions 2023 2024 2025 Partners Partnership
Measures
(PPP)
Conducted
a. Posting and Lists of delinquents 19 MTO, 5 DH, 19 MTO, 5 DH, 19 MTO, 5 PTO 19 MTO, 5 DH, n/a n/a n/a
Publication of RPT posted on PGLU, LUMC PGLU, LUMC DH, PGLU, LUMC
Delinquencies designated Bulletin LUMC
board/s

b. Records Taxpayer records 19 MTOs 19 MTOs 19 MTOs MTO PTO n/a n/a n/a
Management of existed
RPTAR
4. Cascading to Cascading conducted 8 7 - OPAss MAOs n/a n/a n/a
Barangay Captains to 19 Municipalities Municipalities Municipalities
and Secretaries re:
Assessment and land 250 Brgy.
laws Captains and 197 Brgy.
Secretaries Captains and
Secretaries
5. Distribution of Distributed to 9 10 - OPAss MAOs n/a n/a n/a
Brochures to Barangay Captains Municipalities Municipalities
Barangay Captains and Secretaries of 19
and Secretaries of 19 Municipalities 138 Barangay 379 Barangay
Mun. Captains and Captains and
Secretaries Secretaries
6. Implementation of 19 MTOs 19 MTOs 19 MTOs n/a n/a n/a
Compromise
Agreement
Ordinance 333-2021
7. Partnership with Establishment of E- 1 MOA 1 MOA Continuity PTO OPG, SP and Yes, Yes
Electronic Payment resibo and E-bayad Team Resolution (PISOPAY,
Gateway Providers allowing to MAYA, etc.)
for Digital enter the
Collections/ Payment PGLU into
(Payment options partnerships
availability) with e-money
8. Examination of No. of Books of 5 5 5 PTO OPG and Team n/a n/a n/a
Books for Businesses business
subject to provincial establishment
Imposition examined
9.Partnership with No. of Mun and Brgy PTO LGUs n/a n/a n/a
municipalities and Counterparts ENRU
barangays in the manning the PLO
monitoring of Sand checkpoints SP

204 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Needed
Issues/ Observed Implementing Private
Goals /Objectives Program Project/ Activity Expected Output Lead Office Legislative Volunteers
Conditions 2023 2024 2025 Partners Partnership
Measures
(PPP)
and Gravel
Operations
10. Adjustment of 1 1 1 PTO Revenue- n/a n/a n/a
rates whenever generating
appropriate Office
(fees and charges)
Recognition of Top No. of LGUs PTO/OPASS SP Yes, policy n/a n/a
Performing LGUs recognized recognizing
the Top
Preforming
LGUs on tax
Collection
Activities
General Revision of 100% Updated SMVs 2% increase in 260% increase 2% OPAss MAOs Ordinance No. n/a n/a
SFMV for agricultural and Assessed in Assessed increase in 364-2022
urban lands for Value Value Assessed
taxation Value
12. Identification of 100% identified idle 100% 100% 100% OPAss MAOs Ordinance No. n/a n/a
Idle Lands lands for taxation 364-2022
13. Assessment of 100% electric poles 100% 100% 100% OPAss MAOs Ordinance No. n/a n/a
Electric Post identified for 364-2022
taxation
14. Identification of 100% New Road 100% 100% 100% OPAss MAOs Ordinance No. n/a n/a
New Road Openings Openings identified 364-2022
for Assessment and for taxation
Taxation Purposes
15. Identification of 100% electric poles 100% 100% 100% OPAss MAOs Ordinance No. n/a n/a
New buildings identified for 364-2022
taxation
16. Identification of 100% New 100% 100% 100% OPAss MAOs Ordinance No. n/a n/a
New Machinery Machineries 364-2022
identified for
taxation
17. Identification of 100% quarry site, 100% 100% 100% OPAss MAOs Ordinance No. n/a n/a
Taxable quarry site, commercial sand and 364-2022
commercial sand and gravel sites identified
gravel sites for taxation

Annex 3: Sector Priority Programs, Projects, and Activities | 205


Physical Targets Public-
Needed
Issues/ Observed Implementing Private
Goals /Objectives Program Project/ Activity Expected Output Lead Office Legislative Volunteers
Conditions 2023 2024 2025 Partners Partnership
Measures
(PPP)
Guarantee Effective Some PPAs are Planning and Budget Percentage Report of 1 1 1 PBO PPDO n/a n/a n/a
and Prudent Budget not included in Alignment Activities Funded PPAs
Planning and the AIP
Allocation: Good
Financial Planning,
Monitoring and
Evaluation
Achieve Optimal and COA Zero Pre-Audit of financial COA Notice of Zero 4 4 4 OPAcct n/a n/a n/a
Responsible Disallowances Disallowance transactions Disallowance and
Utilization of and Suspensions and Zero Notice Zero of
Financial Resources: Suspensions Suspension
Transparency in Poor Full disclosure Preparation of Trust Information as to 4 4 4 OPAcct n/a n/a n/a
Public Finance implementation of financial Fund Liquidation unimplemented
of PPAs funded by reports Reports PPAs of end-users/
external source departments
concerned
Monitoring and Sending of notices 4 4 4 OPAcct n/a n/a n/a
reporting of Trust /Letter reminder to
Fund Liquidation implementing offices
for the execution of
unimplemented
PPAs funded by
external sources
Accessibility of Public Access Posting of financial Financial documents 4 4 4 OPAcct n/a n/a n/a
key information to key documents in three posted in three (3)
information (3) conspicuous conspicuous places
places
Posting in the full FDP forms posted in 4 4 4 OPAcct PPDO n/a n/a n/a
disclosure portal Full Disclosure Portal
Submission and Scanned 12 12 12 OPAcct n/a n/a n/a
Posting of scanned disbursement
disbursement vouchers and other
vouchers and other financial documents
financial documents are submitted to
in the COA Agency COA and posted in
Records Custodial their Agency Records
Information System Custodial
(ARCIS) Information System
(ARCIS)

Achieve Optimal and Non-operational Value for Identification of VFM subject 2 2 2 OPAcct end-users/ n/a n/a n/a

206 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Needed
Issues/ Observed Implementing Private
Goals /Objectives Program Project/ Activity Expected Output Lead Office Legislative Volunteers
Conditions 2023 2024 2025 Partners Partnership
Measures
(PPP)
Responsible donated projects money Audit donated projects project
Utilization of and determination implementor
Financial Resources: whether the desired
Value for Money in outputs of the
the Implementation projects are attained
of Programs, within the timeframe
Projects and set
Activities Site Visitation/ 100% post inspection 100% 100% 100% OPAcct n/a n/a n/a
Inspection
Enhance External Lack of Strengthened Established good Projects funded from 1 1 1 OPAcct PBO Yes, policy Yes, to be n/a
Resource established Partnership working relationship external source allowing to identified
Mobilization : policy/ordinance with Line with government enter in
Strengthened to implement Agencies and agencies and private MOU/MOA on
Partnership with Private Sectors sectors partnerships
Line Agencies and
Private Sectors

Annex 3: Sector Priority Programs, Projects, and Activities | 207


Economic Dynamism and Competitiveness Sector
Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Developed Lack of Tourism Product Capital Assistance/Loan Number of Agri- 2 4 6 LUPTO LFC Ordinance n/a n/a
Competitive activities and Development for Assistance to Emerging Tourism Sites LEEIPU Institutionalizing
Agri-Tourism facilities in Agri-Tourism Sites Agri-Tourism Sites Assisted MFIs Soft Loan/ Financial
Sites agri-tourism (Capital/Loan Assistance to Farm
sites Assistance) Owners
Lack of Capacity Training and Technical Percentage of Agri- 25% 50% 75% LUPTO DOT None n/a n/a
training and Development Assistance to Agri- Tourism Sites DA
technical Program for Agri- Tourism Sites Provided with DAR
assistance to Tourism Sites Training and BFAR
agri-tourism Technical Assistance OPAg
sites OPVet
LEEIPU
Low turn-out Rewards and Incentive Package for Number of 10 20 30 LUPTO DOT Ordinance n/a n/a
of DOT- Incentives Program DOT-Accredited Agri- Incentivized Agri- LEEIPU Institutionalizing
accredited for Agri-Tourism Tourism Sites Tourism Sites LFC rewards and
agri-tourism Sites SP incentives to DOT
sites Accredited Agri-
Tourism Sites
Lack of Marketing and Agri-Tourism Expos and Number of Agri- 2 4 6 LUPTO DOT n/a n/a n/a
marketing Promotions Events Tourism Expos and TPB
and Program for Agri- Events Conducted LEEIPU
promotional Tourism Sites Marketing Collaterals for Number of Agri- 1000 2000 3000 LUPTO DOT n/a n/a n/a
activities for Agri-Tourism Sites Tourism Marketing LEEIPU
agri-tourism Collaterals Produced
sites and Circulated
Institutionalize Lack of policy Tourism-Related LGU Assistance in Number of LGUs 5 10 20 LUPTO DOT Resolution n/a n/a
d tourism- frameworks Policy Formulation Tourism Development with SB Approved PPDO Approving the
related policy and support and Planning Tourism Provincial Tourism
frameworks systems Implementation Development Plans Dev’t Plan
and support Low Strengthening of Tourism Number of LGUs 5 10 20 LUPTO DOT n/a n/a
systems functionality Councils and with Functional
of Tourism Organizations Tourism Councils
Councils
Incentive Program for Number of Tourism- 1 2 5 LUPTO DOT n/a n/a n/a
Tourism-Oriented Oriented LGUs
LGUs/LGUs with Best Incentivized
Tourism Practices

208 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Absence of a
permanent
focal person
for tourism
operations in
LGUs
Developed Lack of Tourism Product Tourism Site Number of Tourism 2 2 2 LUPTO DOT n/a Infra n/a
Competitive activities, Development Development Project Sites Developed TIEZA Developmen
Tourism facilities and PEO t of Sites
Products amenities
Low average Tour Package Number of Tour 2 4 6 LUPTO DOT n/a n/a n/a
length of stay Development Package Developed LUATTA
of tourists
Strengthened Lack of Competency Reskilling and Upskilling Number of Tourism 150 150 150 LUPTO DOT n/a n/a n/a
Tourism trained Support Program of Tourism Industry Industry Workers
Support industry for Tourism Workers Trained
Services and workers Industry Workers
Compliance to Non- Strengthening of Mobile Accreditation Number of DOT- 200 230 250 LUPTO DOT n/a n/a n/a
Established compliance Tourism Services Program Accredited
Standards of tourism Standards Establishments
enterprises Compliance of
to Tourism
established Enterprises
policies and
standards
Absence of Strengthening of Establishment of Tourist Number of 2 3 4 LUPTO DOT Authority to Sign Establishme n/a
established Tourist Assistance Assistance and Functional Tourist PEO MOA, Ordinance No: nt of TAC
and Services Emergency Response Assistance & PDRRMO 357-2021 (Infa and
functional Center in Major Tourism Emergency Response LEEIPU Real
Tourist Sites Center Established PHO Property)
Assistance Component SMC,
Center in LGUs Department
major tourist of Tourism,
sites Tourism
Promotions
Board, TIEZA
Establishment of a 24/7 Number of 5 10 20 LUPTO n/a n/a n/a
Tourism Hotline for PGLU Functional Tourism LGUs
and LGUs Hotline Established

Annex 3: Sector Priority Programs, Projects, and Activities | 209


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Lack of Tourism, Culture, Construcion of Support No. of Tourism, 1 2 2 LUPTO PEO Authority to Sign POSSIBLE LGU's
Tourism, and Arts Support Infrastructure Project Culture, and Arts LEEIPU MOA PPP FOR
Culture, and Infrastructure Infra Projects OPAG INFRA
Arts Completed Component SMC, NCCA,
Infrastructur LGUs National
e Museum,
Cultural
Center of
the
Philippines,
Department
of Tourism
Enhanced Lack of Tourism Branding LGU Assistance for Number of LGUs 10 15 20 LUPTO DOT n/a n/a n/a
Tourism tourism and Destination Tourism Branding and with Established LGUs
Branding and branding and Marketing Digital Marketing Tourism Branding
Destination marketing Program Campaign
Marketing programs Number of LGUs 10 15 20 LUPTO LGUs n/a n/a n/a
with Digital
Marketing Platform
Establishment of Number of 2 4 6 LUPTO SP Resolution Granting Partnership N/A
Partnerships and Established OPAdmin Authority to the with LGU,
Networks for Tourism Partnerships and OPG Governor to Enter Tourism
Promotions and Networks for into a Brands,
Marketing Tourism Promotions MOA/MOU/Sisterho Stakeholders
and Marketing od
Tourism Marketing and Number of Tourism 2 4 4 LUPTO DOT n/a n/a n/a
Promotional Expos and Expos and Events LUATTA
Events Conducted LUHRRA
SJRRHAS
Tourism Marketing and Number of Tourism 2000 3000 5000 LUPTO DOT n/a n/a n/a
Promotional Collaterals Marketing
Collaterals Produced
and Circulated
Improvement of Digital Number of 5 5 5 LUPTO DOT n/a n/a n/a
Tourism Marketing Updated/Upgraded ICTU
Presence Tourism Digital
Platforms Managed
Growth in Maintain and Most Business Friendly Bid Books 3 3 3 LEEIPU DTI n/a n/a n/a
Investments improve Competition of PCCI
and Economic national Cities and Municipalities 20 LGUs Assisted 20 20 20 LEEIPU DTI, LGU n/a n/a n/a
Enterprises rankings from Competitiveness Index

210 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
award giving (CMCI)
bodies as an
indicator of
growth in
local
economy
Need to Establishment of PPP Number of PPP 1 1 1 LEEIPU PPP Center n/a n/a n/a
enter to PPP projects projects
to fund implemented
projects of
the PGLU
Lack of Cascading of the LUIIC to LUIIC Cascaded to 20 20 20 LEEIPU DTI Updated La Union n/a n/a
promotion the component LGUs the 20 Component Investment and
activities for LGUs Incentives Code
the (LUIIC)
Investment IEC materials, Investment Number printed IEC 100 100 100 LEEIPU PIO n/a n/a n/a
and Kits, Corporate Folders materials
Incentives
Operationalized La Union Established LUIIPC 1 1 1 LEEIPU DTI n/a PPP - PCCI n/a
Code
Investment and
Incentives Promotion
Center (LUIIPC)
Improvement La Union Investment Conducted the La 1 1 1 LEEIPU DTI, BOI Ordinance for the n/a n/a
of the Forum Union Investment institutionalization
promotion Forum of the Investment
and Forum
information Participation in Travel/ Conducted the La 1 1 1 LEEIPU DTI n/a n/a n/a
disseminatio trade fairs and other Union Fairest
n of La Union related special events Attended the 1 1 1 LEEIPU DTI, BOI, n/a n/a n/a
as an
Philippine Travel
investiment
Mart
area
Attended the North 1 1 1 LEEIPU LUPTO n/a n/a n/a
Travel Expo
MSME Summit Number of MSME 100 150 200 LEEIPU DTI n/a n/a n/a
participants
Improved Development OTOP Development and Develop the coffee 5 5 5 LEEIPU DTI, DOST, LGUs Ordinance/ n/a n/a
Access to and Promotion products for the 5 Resolution for the
Business Promotion of circuits updating of the
Development Local OTOP of component
Services Products LGUs
Business Development Number of MSMEs 20 20 20 LEEIPU DTI n/a n/a n/a

Annex 3: Sector Priority Programs, Projects, and Activities | 211


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Training for MSMEs assisted

Market Matching Number of MSMEs 6 8 10 LEEIPU DTI n/a n/a n/a


Activities assisted
Conduct of the SALU- Number of MSMEs 20 20 20 n/a n/a n/a
SALO assisted
Elyu Pasalubong Centers Number of San Juan, Luna, San LEEIPU PEO, LGUs Authority to Sign MSMEs n/a
/ Produkto ti La Union established/ Rosario Bauang Fernando, MOA
renovated Agoo
Pasalubong Centers
Provision of Provision of Livelihood Number of MSMEs 5 6 7 LEEIPU DTI n/a n/a n/a
Livelihood Assistance to MSMEs provided with
Assistance to livelihood assistance
affected Provision of Livelihood Number of Formal 4 5 6 LEEIPU DTI n/a n/a n/a
sectors of the Assistance to Informal and Informal sectors
economy and Formal Workers provided with
livelihood assistance
Increased Conduct of Jobs Fair Number of 800 850 900 LEEIPU DOLE n/a n/a n/a
Employment Jobseekers assisted
Opportunities La Union Jobs Portal Maintenance and 100% 100% 100% LEEIPU ICTU, DOLE n/a n/a n/a
operational jobs
portal
Find Jobs La Union Number of caravans 2 3 4 LEEIPU ICTU, DOLE n/a n/a n/a
Caravan conducted
La Union OFW Assistance establishment of the 1 1 1 LEEIPU OWWA n/a n/a n/a
and Tracer System OFW Assistance and
Tracer System
Special Program for the 100 student 100 100 100 LEEIPU DOLE n/a n/a n/a
Employment of Students beneficiaries
(SPES)
Anti-illegal Recruitment 900 clients 900 900 900 LEEIPU DOLE n/a n/a n/a
Trafficking in persons
Campaign
Manpower Registry 1000 jobseekers 1000 1000 1000 LEEIPU DOLE n/a n/a n/a
System
Referral and Job - 600 jobseekers 600 600 600 LEEIPU DOLE n/a n/a n/a
Placement of Jobseekers

212 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Career Employment 250 students and 250 250 250 LEEIPU DOLE n/a n/a n/a
Coaching/ Career 250 Jobseekers students students students
Guidance to Students and 250 and 250 and 250
Jobseeker Jobseeker Jobseeker
s s s
Recruitment Assistance 28 employers 28 30 32 LEEIPU DOLE n/a n/a n/a
to employers assisted
Labor Law Compliance Number of 275 300 350 LEEIPU DOLE n/a n/a n/a
Establishments
Health and Occupational Number of 275 300 350 LEEIPU DOLE n/a n/a n/a
Safety Establishments
Expanded Continuing Capacity Enhancement Capacity 20 20 20 LEEIPU DTI, BPLOs n/a n/a n/a
Access to capacity for BPLOs Enhancement for the
Industry building and 20 BPLOs of
Related enhancement component LGUs
Trainings, programs Capacity Building for Capacity Building for 30 40 50 LEEIPU DTI n/a n/a n/a
Capacity MSMEs MSMES
Buildings and
Capacity Enhancement Capacity 20 20 20 LEEIPU DOLE n/a n/a n/a
Enhancement
for PESOs Enhancement for the
and
20 PESOs of
Development
component LGUs
Programs
Capacity Enhancement Capacity 20 20 20 LEEIPU DOLE, OWWA n/a n/a n/a
for OFW Leaders/ Enhancement for the
Migrant's Desk Officers 20 Migrant's Desk
Officers of
component LGUs
Continuing Training for employment Number of 75 75 75 LEEIPU DOLE n/a n/a n/a
trainings and (formal and informal beneficiaries
development workers)
programs Skills training and Number of 50 50 50 LEEIPU TESDA, DOLE n/a n/a n/a
Employability beneficiaries
Enhancement for
Displaced workers
Productivity Training for Number of 50 50 50 LEEIPU DoT n/a n/a n/a
Tourism and Tourism beneficiaries
Related Workforce
Financial Literacy Number of 50 50 50 LEEIPU DTI n/a n/a n/a
Training for returning beneficiaries
OFWs & their families

Annex 3: Sector Priority Programs, Projects, and Activities | 213


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Entrepreneurship Number of 50 50 50 LEEIPU DTI n/a n/a n/a
Development Trainings beneficiaries
for Job seekers &
Returning OFWS
Innovation and For La Union Establishment of the 1 Online Shop 1 1 1 LEEIPU ICTU n/a n/a n/a
Digitalization to spur Pasalubong Center established
in Business innovation Online Shop
and Investment, Tourism and Establishment/ Concept Constructi Final LEEIPU LUPTO, OPAG n/a PPP - LUEPA, n/a
digitalization Innovation Hub / La Renovation of the Paper, on Phase Phase, MASONRY,
in business Union Agri-Tourism LUATC 1&2 Inaguratio FCCLU
Center n
Centralized Economic 1 established 1 1 1 LEEIPU DTI, DILG n/a n/a n/a
Data System centralized
economic data
system
Ease of Doing Business Number of BPLOs 1 1 1 LEEIPU DICT n/a n/a n/a
provided with
assistance for
digitalization
La Union Price 1 established 1 1 1 LEEIPU ICTU n/a n/a n/a
Coordinating Council Centralized Price
(LUPCC) Coordinating System
La Union Peddlers 1 established 1 1 1 LEEIPU ICTU n/a n/a n/a
Identification Card centralized data
(LUPIC) system for Peddlers
Identification
Business and established Project Data Data LEEIPU ICTU, PPDC, n/a n/a n/a
Employment Database centralized database proposal, Gathering Managem PSA, LGUs
for Business and Concept ent
Employment paper
Increased Limited Alternative Capability building Number of capability 12 5 5 OPAg Component
Income of source of livelihood activities on value buildings conducted C/MLGUs,
Farmers and income of programs for adding, livestock raising, partner agencies
Fisherfolks farmers, fisherfolks and solar salt production, and
fisherfolks livestock raisers skills training (welding,
and livestock automotive, carpentry,
raisers fiber glass boat making,
cosmetology, therapy)
Promotion of production Number of clustered 4 1 1 OPAg Component Institutionalizing Yes, with C/FARMCs,
for High Value Crops production areas C/MLGUs, Clustering Approach NGOs and C/MAFCs,
established (peanut, partner of High Value private Farmers'

214 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Clustering mungbean, coffee agencies, Commodities in All companies Coops/Assoc
Approach of High and onion) private Component s (FCAs)
Value companies C/MLGUs
Commodities
Multi-Species hatchery Number of multi- OPAg Component Establishing the Yes, with C/FARMCs,
and Aquaculture Facility species hatchery and C/MLGUs, Multi-Species NGOs and C/MAFCs,
aquaculture facility partner Hatchery and private Farmers'
agencies, Aquaculture Faciity companies Coops/Assoc
private towards Fish s (FCAs)
companies sufficiency
Capability building on Number of 100 OPVET Winning n/a n/a n/a
rabbit raising for women beneficiaries Supplier
Rabbit Meat Processing Number of 200 OPVET DOST n/a n/a n/a
Training beneficiaries
Increased Agri- Lack of Capability building - Conduct training on Number of training 1
Based training on product development, conducted
Enterprises agri- processing, packaging
enterprises and labelling, GMP, Food
Safety and Financial
Management
Development Assistance to existing Number of existing 3 3 3 OPAg TESDA- n/a n/a
of on- farm school and farms schools accredited Farm
farm/learning emerging learning sites assisted Schools
sites or farm
school
activities
Number of emerging 3 3 3 OPAg Learning Sites n/a n/a
learning sites for Agriculture
assisted
Reduced poor to bad Maintenance of Conduct proper road Percentage of fair to 20% 25% 30% PEO Ordinance/resolutio n/a n/a
Travel Time Road provincial roads condition assessment good provincial n of road projects
and conditions and bridges in fair and audit, schedule & roads maintained
Transportation and existence to good condition strictly implement road
Costs of earth & maintenance activities
gravel roads Upgrading of Implement Road Percentage of 1.40% 0.21% 0% PEO DPWH, DILG, Ordinance/resolutio n/a n/a
Unpaved provincial upgrading projects unpaved provincial DOT, LGUs n of road projects
Roads roads
Rehabilitation and Implement Road Length of provincial 3km 3km 3km PEO DPWH, DILG, Ordinance/resolutio n/a n/a
improvement of rehabilitation, upgrading roads rehabilitated, DOT, LGUs n of road projects
poor to bad and improvement upgraded and
provincial roads projects improved

Annex 3: Sector Priority Programs, Projects, and Activities | 215


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Lack of Integrated Pre-Feasibility Study for Number of Pre- 1 PEO PPDO, DOTR ORDINANCE/RESOL PPP CENTER LGU's
Transport Transport Terminal Site/Location, Feasibility Study and UTION OF THE
Terminals (Border, Procurement of Lot Procurement of Lot INSTITUTIONALIZING PHILS
Along MNR Localized); THE
Promotion of ESTABLISHMENT
Public Utility OFTRANSPORT HUB
Vehicle IN LA UNION
Modernization
Program (PUVMP)
Construction Transport Number of Transport 1 PEO PPDO, DOTR ORDINANCE/RESOL PPP CENTER LGU's
Terminal Terminal UTION OF THE
INSTITUTIONALIZING PHILS
TRANSPORT HUB IN
LA UNION
Empowerment Lack of venue Sports Feasibility Study for Number of 1 ORDINANCE/RESOL PPP CENTER LGU's
of Youth and for multi- Development Site/Location, Feasibility Study and UTION OF THE
development disciplinary Program Procurement of Lot Procurement of Lot INSTITUTIONALIZING PHILS
of local sports FOR THE
athletes for related CONSTRUCTION OF
international activities ( SPORTS COMPLEX IN
events; Palarong LA UNION
Promotion of Pambansa,
Health Regional
Athletic
Meet,
Provincial
Meet )
Construction Sports Number of 1 ORDINANCE/RESOL PPP CENTER LGU's
Complex Constructed Sports UTION OF THE
Complex INSTITUTIONALIZING PHILS
FOR THE
CONSTRUCTION OF
SPORTS COMPLEX IN
LA UNION
Sustained Dwindling Production Provision of fishing gear Number of 5 8 OPAg Component n/a n/a C/FARMCs
Sufficiency fish support services paraphernalia (payao, fisherfolks LGUs
Level of Food production on capture NMB, marine engines, associations
Requirements fisheries fish finder, GPS, gill nets, benefited
life vest, cooler box)
Promote and establish Number of 1 1 OPAg Component n/a n/a C/FARMCs
LAMBAKLAD project LAMBAKLAD LGUs
established

216 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Provision for fuel Number of 1500 1500 OPAg Component Authority to Enter
subsidies for motorized fisherfolks benefited LGUs into Agreement with
bancas operators Fuel Companies
Production Assistance in the Number of 70 70 70 OPAg
support services provision of aquaculture fisherfolks
on aquaculture inputs(materials for fish association
cages fabrication, benefited
fingerlings, fish feeds,
fertilizers/enzymes,
cooler box)
Provision of fuel Number of 500 500 OPAg n/a n/a n/a
subsidies for fish pond fisherfolks benefited
operators
Provision of fishpond Number of 50 50 OPAg n/a n/a n/a
operators machineries fisherfolks benefited
(waterpump,
venturi/solar powered
aerator)
Capability building on Number of trained 90 90 OPAg n/a n/a n/a
Aqua Culture for fish fisherfolks
farmers
Trainors Training on Number of trainings 1 OPAg n/a n/a n/a
Package of Technologies conducted
on Fisheries
Lack of Support to Hybrid/Certified Number of farmers 19,647 19,719 OPAg n/a n/a n/a
agricultural Agricultural Assistance Program in benefitted
inputs Production Support to Rice Farmers
Services in the Province of La
Union
Procurement of Inbred Number of farmers 1,000 1,000 1,000 OPAg n/a n/a n/a
Corn Glutinous/Purple benefitted
Procurement of Inorganic Number of farmers 10,722 OPAg n/a n/a n/a
Fertilizer (Synthetic) and benefitted
organic fertilizer
(vermicast)
Provision of livelihood Number of OPAg n/a n/a n/a
projects (peanut beneficiaries
production and benefitted
processing)
Establishment and Number of 20 20 20 OPAg Component with existing SP n/a Barangay

Annex 3: Sector Priority Programs, Projects, and Activities | 217


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Maintenance of established LGUs Ordinances 104- Councils
Community Gardens community gardens 2016 and 197-2019
Number of sustained 50 50 50 OPAg Component with existing SP n/a Barangay
community gardens LGUs Ordinances 104- Councils
2016 and 197-2019
Implementation of Number of farmers 25 25 25 OPAg Component Implementation of n/a C/MAFCs,
Organic Agriculture (OA) trained on OA and LGUs Section 14 of RA CMFARMCs
Program and Good GAP 10068 Organic
Agricultural Agriculture Act of
Practices(GAP) 2010
Number of GAP/OA 10 10 10 OPAg Component n/a C/MAFCs,
practitioners/farmer LGUs CMFARMCs
s assisted
Establishment of Organic Number of Organic 2 2 2 OPAg Component with exsiting SP n/a C/MAFCs,
Techno Demo Farm techno demo farm LGUs Ordinance 197-2019 C/MFARMCs
established , farmers
Establishment of Organic Number of organic 1 1 OPAg n/a n/a n/a
Aquaculture Techno aquaculture techno
Demo demo established
Gulayamanan: Gulayan Number of 15,000 15,000 15,000 OPAg Component with exsiting SP n/a C/MAFCs,
Pagyamanin Program seedpacks LGUs Ordinance 104-2016 C/MFARMCs
distributed to , farmers
households
PUNLAD: Punla sa Pag- Number of Cacao 15,500 15,500 15,500 OPAg Component Institutionalizing an Yes, with C/MAFCs,
Unlad Program and Coffee Seedlings LGUs Integrated Coffee NGO and C/MFARMCs
distributed and Cacao Industry private , farmers
Development Plan in companies
La Union (includes
establishment of
accredited nursery,
incentivizing local
businesses in the
utilization of locally
produced cacao and
coffee, etc)
OA4K Program Number of Organic 25,000 25,000 25,000 OPAg Component In support to RA n/a C/MAFCs,
fertilizer distributed LGUs 10068 Organic farmers
(bags) Agriculture Act of
2010
Maisaganang Buhay sa Number of Yellow 500 500 500 OPAg n/a n/a n/a
Barangay and White Corn

218 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
Distributed

Establishment of La Number of sites 8 12 20 OPAg n/a n/a n/a


Union Clustered Hybrid established
Advocacy Mentoring and
Partnership (LU CHAMP)
Procurement of Number of 500 500 500 OPAg n/a n/a n/a
pesticides, insecticides, bottles/packs
herbicides and fungicides procured
of La Union
Production of Establishment of fish No. of sites 1 2 2 OPAg n/a n/a n/a
quality and nurseries and hatcheries established
sufficient
fingerlings
Support to post - Provision of storage Number of 6 6 6 OPAg n/a n/a n/a n/a
production and facilities, processing associations
processing of agri- centers, packaging benefitted
fishery products materials and equipment
Support to Rehabilitation/constructi No. of site 4 4 4 OPAg n/a n/a n/a n/a
FA/Coop/SWISA on of irrigation system rehabilitated/constr
(SSIP, SPIS, SWIP, SFR and ucted
PIP)
Promotion of Establishment of No. of site 4 4 4 OPAg n/a n/a n/a n/a
agricultural Hydroponics and established
Innovations aquaponic system and
smart greenhouses
Strenghthen/expa Strenthening/Consultatio Number of 22 OPAg n/a n/a n/a n/a
nd Private-Public n dialogue and consultation
Partnership workshop, Conduct of conducted
Rural Based
Organization's (RBOs)
Congress, regular
meetings of FFCAs
Low Support to RA Provision of Farm No. of machinery 20 20 20 OPAg
Sufficiency 10601 or AFMech machineries/tools and distributed
Level of Law equipment
Mechanizatio
n
Lack of Institutionalization a. AgriRegistry data system 1 1 1 OPAg ICTU, C/MLGUs, Adoption of Agri- NGO, private C/MFARMCs
database of Agri- b. Development of institutionalized DA, BFAR Digitalization System companies , C/MAFCs,
(monitoring Digitalization Marketplace System in all Component FCAs

Annex 3: Sector Priority Programs, Projects, and Activities | 219


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
and System C/MLGUs
evaluation)
Low Rabies Eradication Number of dogs 17,000 17,850 18,743 OPVET n/a n/a n/a
vaccination and Control vaccinated
coverage Program
Emerging and Animal Quarantine Enforcement of Number of 100% 100% 100% OPVET LGU-Livestock n/a n/a n/a
re-emerging Regulatory Provincial Ordinance inspection Inspector
of livestock Checkpoint supporting animal
diseases quarantine regulation
Lack of Cattle/Carabao Artificial Insemination Number of technical 1 1 OPVET DA-PCC n/a n/a n/a
trained Genetic Upgrading Training on Large personnel
Artificial Program by Ruminants (Buffaloes)
Inseminator Artificial
Insemination
Construction of Cattle Number of cattle 2 OPAG n/a n/a n/a
Dairy Facilities dairy facility
Number of stocks 100 100 100 OPVET National Dairy
procured Authority
Swine Multiplier Establishment of building Number of building 1 OPVET n/a n/a n/a
Farm and procurement of established
stocks
Number of breeding 21 n/a n/a n/a
stocks procured
Establishment of Swine Number of center 1 OPVET n/a n/a n/a
Semen Processing Center established
Number of n/a n/a n/a
equipments and
supplies procured
Capacity Development of Number of Hog 3,243 OPVET DA-ATI n/a n/a n/a
Hog Farmers Farmers capacitated
Provincial Passage of Sangguniang Number of SP 1 OPVET SP, PLO, OPG- Amendment of n/a n/a
Livestock and Its Panlalawigan Ordinance ICTU Provincial Ordinance
By-Products Ordinance/Executive enacted/Executive No. 256 series of
Marketing and Order Order issued 2020
Price Stabilization
Program
Establishment of Digital Number of digital 1 OPVET OPG-ICTU n/a TELCO n/a
System Data system data Provider
Infrastructure and infrastructure and
Internet Provision internet provision

220 | Annex 3: Sector Priority Programs, Projects, and Activities


Physical Targets Public-
Issues/ Needed
Implementing Private Volunteers
Objectives Observed Program Project/ Activity Expected Output Lead Office Legislative
2023 2024 2025 Partners Partnership
Conditions Measures
(PPP)
established

Capacity Development of Number of barangay 576 OPVET OPG-ICTU n/a n/a n/a
barangay officials and officials capacitated
Establishment of
livestock auction market
Number of livestock 1 OPVET n/a n/a n/a
auction market
established
Honey Bee Capacity Training of Bee Number of 21 OPVET DA-ATI, NARTD n/a n/a n/a
Production Cooperators participants
Provision of Bee Colonies Number of starter 75 OPVET n/a n/a n/a
and Technical Assistance bee colony, hive
equipments, supplies
and biologics, etc.
Honey Marketing Honey yield 1,800 OPVET n/a n/a n/a
Sustainability produced (in kg)

Annex 3: Sector Priority Programs, Projects, and Activities | 221


Resilient Communities Sector
Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Accessible, No Formulation of Technical Assistance to LGUs provided of 20 20 20 OPPDC DHSUD n/a n/a LLPDCPI La
Affordable established Local Shelter Plan Component LGUs technical Union
and Safe Provincial assistance of Local Chapter
Housing Housing Board Shelter Plan
Office Formulation
Creation of Provincial Provincial Housing 1 OPAdm- Yes, n/a n/a
Housing Board Office Board Office HRMU Ordinance/Resolu
created tion for the
creation of
Provincial Housing
Board
Creation of Plantilla 0 2 3 OPAdm- n/a n/a n/a
Positions to Man the HRMU
Provincial Housing
Board Office
Housing Program Project Feasibility - 1 - PHB n/a n/a n/a
Study

Social Incomplete Social Protection Updated data of 100% 100% 100% PSWDO ICTU, PPDO n/a n/a BNS, DCWs
Insurance data of basic Survey, Rollout of basic sectors
Coverage sectors CBMS to generate the
needed data. (SC,
PWDs, Women, Youth,
Children, Solo Parents)
Women's Welfare Partnership with UP Comprehensive 100% PSWDO UP Research n/a n/a
Program research institute on data bank Institute
the formulation of
research design and
interpretation of data
gathered
Construction Women's Welfare Creation of GAD office Functional GAD 1 PSWDO PPDO n/a n/a
of GAD Office Program in accordance with the office
GAD Code

222 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Lack of Program for Solo Augmentation to LGUs Solo parents 100% 100% 100% PSWDO MSWDO n/a n/a BNS, DCW,
livelihood Parents for Livelihood provided KALIPI
assistance for Assistance and livelihood
solo parents Technical Assistance assistance and
for solo parents technical
assistance
Lack of Released PDL Livelihood assistance Released PDL 75% 85% 100% PSWDO LUPJ n/a TESDA, BJMP LGUs
comprehensiv and after care program returned to
e program for for released PDLs normal life
released PDLs
Access to Family Welfare Technical assistance to LGUs provided 20 20 20 PSWDO MSWDO,DSWD n/a n/a
Social Program LGUs implementing 4Ps technical
Services Program assistance
Child and Youth Strengthening and Orientation of 50 50 50 PSWDO DSWD,MSWDO n/a n/a
Welfare Program Orientation of PCPC, PCPC and DCSPG
DCSPG, members
conducted
Adequate Limited Senior Citizens FA to Nonagenarian, FA for SC are 75% 85% 100% PSWDO MSWDO n/a n/a DCWs
Social Budget to Welfare Program Octogenarian, Social properly
Services for implement Pension implemented
Senior the program
Citizens

Accessible Weak Persons With SP Ordinance for the Full 100% 100% 100% PSWDO PEO, DPWH, n/a n/a
Services for implementatio Disabilities full implementation of implementation LTO,SP
PWDs n of BP 944 Welfare Program BP944 of BP944

Adequate Non Children and Completion of BP Functional 1 PSWDO PEO n/a n/a n/a
Services for Completion of Youth Welfare structure, amenities, facilities for youth
the Youth Structure of Program and manpower (CICL)
BP (Phase 3),
amenities, and
manpower
Well- Limited Indigenous Scholarship for Indigent IPs are provided 75% 85% 100% PSWDO NCIP, MSWDO, n/a n/a n/a
defined IP Livelihood People Welfare but deserving IPs, scholarship TESDA, DEPED
Education Assistance for Program Livelihood Training and programs,
IPs and Capital Assistance livelihood

Annex 3: Sector Priority Programs, Projects, and Activities | 223


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Scholarship trainings and
Assistance to capital assistance
IPs
Limited Indigenous Provision of Musical Preservation of 7 sets 8 sets 10 sets PSWDO NCIP n/a n/a n/a
musical People Welfare Instruments for the culture and
instruments Program Ancestral Domain tradition
during IP Municipalities
festivals
Indigenous Provision of Cultural Promotion and 80% 90% 100% PSWDO NCIP n/a n/a n/a
People Welfare Vest for IPs identification of IP
Program members
Limited Indigenous Construction of roads Access to GIDA 50% 60% 70% PSWDO PEO, OPAss, ENRU n/a n/a n/a
accessibility of People Welfare network to GIDA areas areas
some GIDA Program
areas
Functional Lack of Women's Welfare Construction of Refuge Functional 1 PSWDO PEO, Ordinance LUVWI KALIPI, Day
Social facilities for Program Center for Women and facilities for creating the 10 Care
Facilities basic sectors Children Women and Outstanding Day Children’s
Children Care Parents Parents
Groups Groups
Senior Citizens Operationalization of Functional Facility 1 PSWDO PEO n/a n/a FSCALU
Welfare Program Home for Elderly for home for
elderly
Children and Construction of Special Functional Facility 1 PSWDO PEO n/a n/a LU Medical
Youth Welfare Drug Education Center for Children and Society
Program Youth
Promotion Information Drive Strengthening of No. of activities 2 2 2 PLO PSWD, SP n/a n/a CHR. IBP
of Human Information Drive ( conducted
Rights HRAC, Youth Congress)
Improved Increasing Health Saluad Salun-at No. of activities 20 20 20 PHO, PGLU n/a n/a n/a
Overall incidence of information Medical Dental Mission conducted Hospitals,
Health of communicable system (HIS), with Risk Assessment ITRMC
the and non- Medical-Dental Screening, Buntis
Community communicable Outreach Congress, NCD Risk
diseases Programs, Assessment, APE of
IP/Non-IP PGLU Employees
Caravan, Women-
Child health Care
Packages

224 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Improved increasing Maternal Health promotion No. of maternal 2 Reviews 2 Reviews 2 Reviews PHO, PGLU n/a n/a n/a
Well-being infant and Newborn Child advocacies, and neonatal (1/sem) (1/sem) (1/sem) Hospitals,
of Mothers, maternal Health and immunization, death reviews ITRMC
Infants and mortality and Nutrition Maternal Mortality and conducted
Children morbidity, Program Neonatal Death
including (MNCHN), Review, Scaling-Up
malnourished National MNCHN Program with
children Immunization Family Planning (FP),
Program, basic oral health care,
micronutrient
supplementation, food
fortification and
Pinggang Pinoy with
dietary
supplementation, 1st
1,000 Days, Operation
Timbang Plus, Oplan
Malunggay, food
sustainability and
security, integrated
management on acute
malnutrition and
Nutrition in
Emergencies
Prevention Increasing STI/HIV/AIDS Community-based No. of activities 20 20 20 PHO, LGUs n/a n/a n/a
and Control incidence of program, Screening and Testing conducted
of communicable Epidemiology for HIV/AIDS; Usapang
Communica diseases surveillance Sexual
ble Disease program,
emerging and re-
emerging
programs
Promotion top 8 out of NCD prevention health promotion No. of activities 4 4 4 PHO, LGUs n/a n/a n/a
of Healthy 10 leading and control advocacies, NCD risk conducted
Lifestyle causes of program assessment, Pilipinas
mortality and Go 4 Health Program,
morbidity in
the Province
are lifestyle
related
diseases

Annex 3: Sector Priority Programs, Projects, and Activities | 225


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Mental Increasing Mental Health Adolescent Health No. of attendees PHO, LGUs n/a n/a n/a
Health mental Education and Summit; Accessible
disorders Promotion Adolescent Health
Facility (separate
facility for Mental
Health)
Expanded Insufficient Quality Assurance Accreditation/Certificat No. of health 26 26 26 PHO, PGLU n/a n/a n/a
Access to no. of Program (with ion of Public Health facilities Hospitals,
Public manpower; DOH) Facilities accredited and LGUs
Health budgetary certified
Services constraints

Adequate Capacity Training Needs No. of HWs 100 120 130 PHO, PGLU n/a n/a n/a
Human Development Assessment trained Hospitals,
Resources Programs LGUs
for Health

Reproductiv High incidence Adolescent Usapang Sexual; Family No. of attendees 50 50 50 PHO, LGUs n/a n/a n/a
e Health of teenage Health and Planning Sessions
pregnancy Development
Program
Safe Water Low % in Water Quality Establishment of Food No. of food and 2 2 2 PHO, LGUs n/a n/a n/a
and water quality Monitoring and Water Laboratory water laboratories
Sanitation testing Program established

Protected Increasing no. Rabies Prevention Rabies Advocacy and No. of attendees 20 25 25 PHO, LGUs n/a n/a n/a
Health of of rabies cases and Control Vaccination
Animals and Program No. of animal bite
People cases

226 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Sustainable Present Revenue Revision of the Local Revised Local 85% 90% 95% PHO, PLGU n/a n/a n/a
Hospital revenue Enhancement Revenue Code; Revenue Code Hospitals
Operations mechanisms Programs- Establishment of
are not Establishment of separate BAC for DHs; Establishment of
enough to separate BAC for Establishment of separate BAC for
sustain DHs; Hospital Hospitals as Centres of DHs;
hospital Branding; Hope; Strengthen Strengthened and
operations; Enhancement of Therapeutic Committee Functional
target: Hospital Business with Enhanced Hospital Therapeutic
increased Plans Business Plan Committee;
revenue Enhanced Hospital
collection Business Plan
efficiency
Quality Limited access Educational Retooling/Capacitate no of trainings 1 1 1 n/a n/a n/a
Basic to quality Personnel Skills teachers to develop conducted
Education learning and Knowledge and augment the
Achieved resource upgrade limited learning
materials and resources in
inability of the form of Reading
learners to Enhancement Activity
read and Sheets /
understand Reproduction and TBD TBD TBD TBD n/a n/a n/a
the contents Procurement of
of the Instructional materials
modules

Lack of Non- Manpower Hiring of PSB non- No of PSB non- 100% of 100% of 100% of n/a n/a n/a
Teaching Augmentation of teaching personnel teaching target target target
personnel Non-teaching personnel teaching teaching teaching
who could personnel personnel personnel personnel
assist in the hired hired hired
workload of
teaching
personnel
particularly in
the Learning
Information
System

Annex 3: Sector Priority Programs, Projects, and Activities | 227


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Access to No identified N/A N/A N/A N/A N/A N/A N/A n/a n/a n/a
Quality and PPAs, but a
Affordable support PPAs on
Higher and scholar on this
Whole - objective
Person
(Intellectual
, Spiritual,
Ethical)
Education

Adequate Infrastructure PSB Program Promote good hygiene Increase in 1.27 1.27 1.27 PSB PEO, PPDO n/a n/a n/a
Human Issues (water habits among learners attendance
Resource sanitation through the among learners
and facilities, implementation of
Facilities toilets, Water Sanitation
classroom Program;
/building Computerization
repair, Program - Internet
insufficient Connectivity
armchairs,
dilapidated
classrooms)
Preserved PPAs for this N/A N/A N/A N/A N/A n/a n/a n/a
Cultural objective were
Assets integrated in the
list of PPAs of
LUPTO
Increased PPAs for this N/A N/A N/A N/A N/A n/a n/a n/a
Cultural objective were
Awareness integrated in the
in Local list of PPAs of SP
Legislative
Councils

228 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Established No curricular Partnership with Capacity Revival of LUSSCA 1 1 1 LUPTO PSWDO, NCIP, n/a n/a n/a
Pilot offering on IP Tradition bearers Building/Upskilling for as School of Living LUSDO
Schools of Culture/Schoo IP Teachers on Traditions
Living l of Living Indigenous Knowledge
Traditions Traditions. Systems and Practices
(IKSP)

Hire IP Lack of PSB Program Hiring of Provincial More competent 2 2 2 PSB SP-Committee on n/a n/a n/a
Qualified teachers- School Board/Local Teachers Education
Teacher students School Board IP
interaction Teachers
due to
language and
cultural
barriers
Improved Security Crime Prevention Logistical Support 90% of requests 90% 90% 90% PPOC- PNP/PDEA/BFP/P n/a n/a n/a
Crime concerns Programs Program for Provincial from law LUADAC DRRMO/PSWDO
Prevention during influx Police Force enforcement
of tourists in entities addressed
La Union Establishment of Tourist Police Unit 1 - - PPOC- PNP/LUPTO n/a n/a n/a
Tourist Police Unit Building LUADAC
Building established
Anti-Drug Abuse Supply Reduction SDEC Established 1 - - PSWDO PPOC-LUADAC n/a n/a n/a
Programs Program in La Union
- Establishment of
Special Drug Education
Center
Emerging Demand Reduction More 9 10 11 PPOC- PDEA/PNP n/a n/a n/a
crimes that Program municipalities LUADAC
are highly - Provision of Support drug-cleared n/a n/a
sophisticated for the Conduct of
Barangagy Drug
Clearing Program
(BDCP)
Incidence of Public Safety Construction/Improve Access road 1 1 1 PPOC- PGLU/DPWH n/a n/a n/a
vehicular Programs ment of Access Roads leading to tourist LUADAC
traffic leading to tourist destination
incidents destinations with improved/constru
Signages and Proper cted
Lightings

Annex 3: Sector Priority Programs, Projects, and Activities | 229


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Maintain Monitored Ending Local Provision of Cash 100% 100% 100% 100% PPOC DILG/AFP n/a n/a n/a
Insurgency presence of Communist Assistance Package to FRs/surrenderees
Free Communist Armed Conflict Former Rebels through provided financial
Province Front (ELCAC) Programs the Enhanced assistance and
Organizations, Comprehensive Local assisted in their
Criminal Integration Program (E- reintegration to
Gangs and CLIP) society
Criminal/Lawl Support to information 100% request for 100% 100% 100% PPOC AFP n/a n/a n/a
ess Elements drives in the vulnerable financial
areas assistance
provided
Upgraded Inadequate Capacity Building Intelligence Officers 100% intelligence 100% 100% 100% PPOC PNP n/a n/a n/a
Human Number of Development Basic Course officers
Resource Police - Police Program capacitated
for Law to population Programs for Training/Seminar Force multipliers 100% of 100% of 100% of PPOC PNP/CSOs n/a n/a n/a
Enforcemen ratio (1:583) Force Multipliers capacitated target target target
t as of August PDRRMO PDRRMO PDRRMO
2022 staff trained staff trained staff
trained
Provision of Selection and 10 deserving 10 10 10 PGLU PNP n/a n/a n/a
Incentives to Conferment for the Ten police officers
Outstanding Outstanding Police awarded
Police Officers Officers of La Union
(TOPLU)
Sustained Custody and Custody and Escorting Efficient custody 100% 100% 100% LUPJ n/a n/a n/a
Adequacy of Escorting Services Services and escorting
Human services
Resource
for
Custodial
and Escort
Services

230 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Ensured there is Improvement of Establishment of 1 detention room 100% - LUPJ PEO n/a n/a n/a
Welfare of limited Jail Conjugal Room (LUPJ) converted into 6 completion
PDLs visitations to Facility/Infrastruc conjugal rooms of Conjugal
prisoners ture Programs Room
because face
to face is
limited and
there is no
privacy in
visitations
Repair of Guard Hose 2 guard house 100% 100% n/a n/a n/a
(Post 4 & 5) repaired completion
Repainting of detention 100% detention 100% 100%% n/a n/a n/a
cell building cells repainted completion
Refurbishing of LUPJ 100% 100% 100% 100% n/a n/a n/a
Library, water proofing refurbishment completion
of detention cells and made to the LUPJ
Multi-purpose Hall Library, water
proofing of
detention cells
and Multipurpose
hall
Construction Improvement of Water Water System is 100% - - LUPJ PEO n/a n/a n/a
of deep -well System (LUPJ) improved completion
was proposed of water
by the PEO system
Inadequate Provision of Basic Prisoners subsistence Increased Php 80.00 Php 90.00 Php LUPJ SP Resolution n/a n/a
Subsistence Needs for PDL Allowance Prisoners 100.00
for Prisoners subsistence
Lack of skills Rehabilitation Skill Capacitation Provision of skills 100% 100% 100% LUPJ TESDA and other n/a n/a n/a
to pursue Program for PDL Program for PDL training for PDL Prov
livelihood
programs
while under Health and Wellness Provision of 100% 100% 100% LUPJ n/a n/a n/a
detention Program health and
wellness to
program to
achieve healthy
well-being of PDL
both mentally and
physically
Health and Wellness Prisoners 80% of PDLs 80% of PDLs 80% of LUPJ HLAF, OPAg, n/a n/a n/a

Annex 3: Sector Priority Programs, Projects, and Activities | 231


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Program provided with PDLs OPVet,
livelihood for DMMMSU, TESDA
income
generation
Effective Lack of Innovation of DRR related trainings : Real time and 100% of real 100% of real 100% of PDRRMO N/A n/a n/a n/a
DRRM upgraded tools for research GIS, RDANA, PDANA accurate data and time and time and real time
Measures technologies/ and development development of reports prepared accurate accurate and
systems used software for real time report report accurate
for data data gathering prepared prepared report
gathering prepared
Mainstream Out-dated Enhancing of the Writeshop on LDRRM 20 component 80% of LGUs 100% of 100% of PDRRMO, OCD E.O creating TWG n/a n/a
ing Disaster Disaster Risk DRRM Plan Planning LGUs or 100% of undergone LGUs LGUs PPDO, ENRU for LDRRMP
Risk Reduction LGUs w/ LDRRMPlani undergone undergon
Reduction Plan mainstreamed ng writeshop LDRRM e LDRRM
in Planning DRR plans aligned Planning Planning
Limited with the write shop write
number of provincial DRRM shop
technical Plan
working group
Increased Out-dated Capacity Building 100% of LGUs 100% of 100% of 100% of PDRRMO, OCD n/a n/a n/a
Disaster Disaster Program for LGUs trained on LGUs LGUs LGUs
Preparedne Preparedness updated disaster
ss Capacity Capacities of trainings
some LGUs

Timely and delayed Operability of the Centralized Radio Centralized Radio Centralized Centralized Operation PDRRMO N/A n/a n/a n/a
Efficient reporting due Province-wide Communication thru Communication Radio Radio alization
Disaster to out-dated Communication the Provincial EOC and activities Communicat Communica of the
Response communicatio System its satellite EOCs ion tion Radio
n lines/ (Balaoan, Rosario, established established Communi
connectivity Agoo, Bacnotan) cation
issues System

accessibility in
some areas

232 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Availability Out-dated Planning Session for 1 Rehabilitation 1 plan PDRRMO OCD, and All LGUs n/a n/a n/a
of Disaster Rehabilitation Rehabilitation and and Recovery Plan prepared
Rehabilitati and Recovery Recovery Plan prepared and and
on and Plan approved approved
Recovery
Services

Capacity limited Capability All included in other N/A N/A n/a n/a n/a
Developme number of Building for DRR PPAs listed PDRRMO
nt for DRR trained/equip personnel, aligned with other
Personnel ped force community objectives
and multiplier responders and
Volunteer's volunteers

Mainstream Limited Enhanced Local Training on CDRA and CDRA and GHI 5 6 6 PG-ENRO, PPDO n/a n/a n/a
ing Climate number of CCAP GHGI formulation plan PDRRMO
Change technical
Adaptation personnel
in Planning

Environmen - High cost of Integrated Waste Assistance to LGUs in 100% of LGUs 17 20 20 PG-ENRO PEO n/a n/a n/a
tal Quality ENR Management the with
Improved technology Program establishment/improve established/acces
ment of Sanitary sed to SLF
'- Insufficient Landfill
tools and Development of Waste Compliance to RA PG-ENRO PHO n/a n/a n/a
equipment Management System 9003 & RA 6969
(ICT, drone, for Household and
vehicle, LGU-owned Healthcare
software, etc.) Facilities
for the
Air Quality Air Quality Monitoring Good Air Quality Good Air Good Air Good Air PG-ENRO n/a n/a n/a
conduct of
Management Index Quality Quality Quality

Annex 3: Sector Priority Programs, Projects, and Activities | 233


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
environmental Program Index Index Index
monitoring
and Anti-smoke belching No. of 2 2 2 PG-ENRO DENR-EMB, LTO n/a n/a n/a
assessment to campaign with EMB & interventions
sustain the LTO conducted
PPAs Water Resources River is Life Program: Number of 1 (Aringay) 1 (Bued) PG-ENRO PENRO n/a n/a n/a
Management Watershed Master Plan Integrated
Unfilled ENR Watershed
technical Development
positions Master Plan
formulated
Water Quality Compliance to 2 2 2 PG-ENRO DENR-EMB n/a n/a n/a
Monitoring DENR Water
(Agritourism Sites) Quality
Guidelines/Numb
er of tourism sites
for water quality
sampling stations
Assistance to LGUs in 100% access to 2 3 3 PG-ENRO PEO n/a n/a n/a
the establishment of adequate and
wastewater facilities equitable envi
sanitation
facilities/Number
of established
facilities
Establishment of Bulk Establishment of Feasibility - - PG-ENRO PPDO n/a n/a n/a
Water Facility Bulk Water PG-ENRO
Facility (Feasibility PEO
Study) other concerned
OPR
Establishment of - Constructio Constructi PG-ENRO PPDO n/a Yes, to be n/a
Bulk Water n on PG-ENRO determined
Facility PEO
(Construction) other concerned
OPR
Renewable Establishment of Reduce 1 1 1 PG-ENRO PEO n/a n/a n/a
Energy renewable energy greenhouse gas
(pilot project) emissions/Numbe
r of projects
implemented
Biodiversity - Insufficient Biological Assessment of wildlife Status of wildlife 1 1 1 PG-ENRO DENR n/a n/a n/a

234 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Issues/ Physical Targets Needed
Goals Lead Implementing Private
Observed Program Project/ Activity Expected Output Legislative Volunteers
/Objectives Office Partners Partnership
Conditions 2023 2024 2025 Measures
(PPP)
Protected counterparts Diversity Program critical areas critical
from LGUs habitat/Number
(ENR plantilla of areas
positions); identified/assesse
'- Non- d (Integrated
complementat Coastal
ion of national Management/Rid
and local ge to Reef
requirements Program)
and Project TREE/ La Enrichment of Increased forest 10 15 20 PG-ENRO DENR n/a n/a n/a
procedures in Union Greening reforestation/plantatio cover/Number of
the Program n areas LGUs with
implementatio declared
n of PPAs (e.g. reforestation
infra projects) areas

Annex 3: Sector Priority Programs, Projects, and Activities | 235


Organizational Accountability and Governance Sector

Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Integrated Some offices use Updating of the Compliance with 26 26 26 OPAdm, OPG n/a n/a n/a
Governance LED and tarpaulin Citizen's Charter ARTA
Systems : All District 5 5 5 PHO and DH n/a n/a n/a
Compliance Hospitals use Chiefs
with the Anti- tarpaulin. No
Red Tape Act changes/revision
s on their
Citizen's Charter
Delayed Certification ISO IMS Certified 26 26 26 OPAdm, OPG n/a n/a n/a
submission of
revised 5 5 5 PHO and DH n/a n/a n/a
procedures/form Chiefs
s
Integrated Performance PPDO n/a n/a n/a
Governance Governance System
Systems : (PGS)
Strengthened Institutionalization
Strategic Revalida
Alignment of
Offices

Integrated No existing DP Establishment Consultancy for DPA Data Privacy 1 1 1 PLO/DPO, All n/a n/a n/a
Governance Manual of Data Privacy Creation of DP Manual Offices
Systems : Manual Manual
Compliance Registration to NPC
with Data Benchmarking
Privacy Act of Cascading Sessions
2012

236 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Integrated -Audit Proper (Road Audit 5 5 5 IASU n/a n/a n/a
Governance Related Offices) Observation
Systems : Baseline Assessment Report
Strengthen Interim Audit Interim Audit
Internal -Risk Base Audit Report
Control Compliance Audit
System Report
Baseline
Assessment
Report

Sound, Technical Assistance DRR+CCA 20 20 20 OPPDC n/a n/a n/a


Responsive to LGUs on updating Mainstreamed
and Proactive on DRR+CCA CLUPs updated
Policy and mainstreamed CLUPs
Planning Technical Assistance DRR+CCA 20 20 20 OPPDC PDRRMO, PG- n/a n/a n/a
Environment : to LGUs on updating Mainstreamed ENRO
Aligned on DRR+CCA CDPs updated
Development mainstreamed CDPs
Plans
Sound, Monitoring of OPA-HRMU n/a n/a n/a
Responsive Implemented
and Proactive Ordinances
Policy and Province-wide -Survey Assistance LGUs assisted 20 OPPDC PSA, LGUs Authority to Sign USAID Dev Live n/a
Planning CBMS -Processing and Roll- MOA with LGUs;
Environment : Implementatio out Ordinance
Supportive n Providing
Policy “Incentives” to
Environment Responders
La Union Land 1. Coordination and FS prepared 1 OPPDC OPAss, PTO, Authority for Pro n/a n/a
banking Feasibility Study PLO, PEO, PGSO
Initiative 2. Procurement of 100% or required 100% 100% n/a n/a n/a
Lots coordination,
validation and
survey conducted

Creation/Filling TBD TBD TBD PLO OPA-HR, SP, n/a n/a n/a
up of Plantilla PBO
Positions (Attys

Annex 3: Sector Priority Programs, Projects, and Activities | 237


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
and Staff)

Sound, eRPMES Enrolment of various 100% Compliance 13 13 13 PPDO NEDA n/a n/a n/a
Responsive PPAs in the eRPMES with the
and Proactive enrolment and
Policy and submission of
Planning quarterly reports
Environment: Absence of some Actual Field Completion of 50 50 50 OPPDC PEO, OPAcctg, n/a n/a n/a
Strengthened members during Monitoring Monitoring of the PTO, PBO,
Monitoring of the conduct of selected PPAs to PPMC
Performance actual Field be Monitored 24 Offices 24 Offices 24 Offices OPPDC n/a n/a n/a
Monitoring & 8 Units & 8 Units & 8 Units
Arc GIS 1. System Arc GIS Mapping 1 OPPDC ICTU, OPAss, Authority to sign n/a JICA
Mapping and Procurement and and Monitoing in PDRRMO MOA with LGUs
Monitoring Training placed
2. Continuous Roll-
out
Strengthen Unstreamlined ISO IMS Registration of Streamlined 100% 100% 100% OPG-ICTU All PGLU Offices n/a n/a n/a
Digital processes Citizens Charter Quality Procedures processes
Governance No specific legal
to Improve bases 24 31 13
Public Service Not included in
Delivery : ISO Standard
Automated Insufficient Development a. Development of IS Increased 100% 100% 100% OPG-ICTU All PGLU Offices n/a n/a n/a
Business technical staff and - Establishment of productivity and
Processes Outdated ICT Deployment of PUSO App efficiency of
Resources Information - Other Internal offices
System Systems 7 7 7
b. End-user and
Operator Manual
c. End-user Trainings

White elephant IS Institutionalize Revision of ISO Improved public 2.0-3.0 3.1-4.0 4.1-5.0 OPG-ICTU n/a n/a n/a
No/Low a End-User procedures service delivery
utilization rate Satisfaction Consultation
and Meeting
Compliance Feedback
Rating Mechanism

238 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Automation of Awarding to TBD TBD TBD TBD PGSO n/a n/a n/a
Supply and Consultant and
Property Deployment
Management
Development
Strengthen No matrix for e- Conduct of e- Creation of Concept Two-way form, 1 1 1 OPG-ICTU OPA n/a n/a n/a
Digital Participation Participation Paper promoting
Governance Survey Guidelines for e- interaction
to Improve Participation Survey between the
Public Service government and
Delivery : E- its people
Government
Development
Indexing
Upgrading of 1. Procurement PIO LGUs n/a n/a n/a
Office 2. Equipment
Equipment for Management
Efficient 3. Equipment
Service Delivery Management
Efficient Lack of adequate Construction, 1. Construction of 1. New buildings 23 19 8 PGSO n/a n/a n/a
Organizationa and conducive rehabilitation new office buildings constructed (Renovat (Renovate (Renovate
l Security, office spaces and 2. Renovation of 2. Renovated e-9 -7 -1
Logistical and improvement office spaces Office Spaces New New New
Infrastructure Provincial 3. Construction of 3. Constructed Building- Building- Building-
Support : Buildings, extension to existing new extension 12 10 7)
Conducive offices and buildings buildings Building Building
Working facilities 4. Transfer to a more Extension Extension-
Environment spacious and -2) 2)
conducive office
Lack of adequate Construction of Construction of new New buildings 1 Building 1 Building 1 Building PEO DPWH ORDINANCE/RESO n/a n/a
office space Provincial office buildings constructed Construct Construct Construct LUTION
Buildings ed ed ed INSTITUTIONALIZI
NG THE
ESTABLISHMENT
OF DIFFERENT
PROVINCIAL
BUILDINGS IN LA
UNION

Annex 3: Sector Priority Programs, Projects, and Activities | 239


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Building and - Maintenance of Facilities cleaned 100% 100% 100% PGSO n/a n/a n/a
Grounds cleanliness and and maintained
Maintenance sanitation
- Regular check-up of
office properties and
conduct of
preventive
maintenance

Efficient Motor vehicles Grandia - Grandia -1 Pick-up - 1 PGSO n/a n/a n/a
Organizationa purchased 4 Innova - 4 WT - 1
l Security, Prado - 1 Pick-up - 2 FX Van -1
Logistical and Innova -2 MC - 7
Infrastructure Pick-up - FX Van -5
Support : 1
Timely MC w/ SC
Provision of -2
Logistical WT - 2
Requirements Bus - 2
Outdated ICT Maintenance Semi-Annual Increase support, 35% 50% 75% OPG-ICTU n/a n/a n/a
Resources for Hardware Preventive maintained and
and Software Maintenance upgraded ICT
Resources ICT Inventory resources
Program
PGLU ICT Upgrade

Maintenance Subscription to 3 24/7 Accessibility 99% 99% 99% OPG-ICTU PLDT, Innove n/a n/a n/a
for PGLU Server ISPs within PGLU (Globe)
and Network Subscription of SSL offices
Connectivity Provision of ICT
Resources Resources

Maintenance Provision of 24/7 Accessibility 90% 93% 95% OPG-ICTU LUELCO n/a n/a n/a
for La Union Electricity
Wireless Provision of ICT

240 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Province-wide Resources
Mesh High
Speed Local
Network
Backbone
Upgrading of 1. -Firepower TBD TBD TBD TBD SSU PGLU n/a n/a n/a
Security -Communication
Equipment Equipment
-Ammunitions
2.Other Security
Equipment
(Probation and
defense equipment)
3. Procurement of
Digital Metal
Detector
Strengthen Elyunite -Policy and Training OPAdm/PPDO LEEIPU, PCCI, La Union PCCI Business
Citizens Innovation Hub Innovation Grant Roll DTI, DOST Innovation Code Professional
Engagement : out Groups for
Good Overall -Innovation Summit Mentoring
Citizen Ensuring 1. Review and OPA-HRMU PIO/OPPDC n/a n/a n/a
Satisfaction Citizens Improvement of
Satisfaction Existing Survey
Programs and
Instruments
2. Deployment/
Implementation of
instruments and
assessment of
results

Decrease in the Launching of Increase the 85-100% 85-100% 85-100% OPAdm n/a n/a n/a
number of the automation number of
Respondents feedback QR respondents with
code, Citizen's 85-100% rating
Complaints
Desk, and
Hotline
OPAdm

Annex 3: Sector Priority Programs, Projects, and Activities | 241


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
- Late submission 85-100% 85-100% 85-100% OPAdm n/a n/a n/a
of Action Plans
- Comments and
suggestions of
Infra concerns of
offices are
included in the
AIP of the
following year

Strengthen -Not all LGUs Web Press Release Improved LGU 15 LGUs 17 LGUs 20 LGUs OPG-ICTU, PIO 20 component Resolution n/a n/a
Citizens have official Updates and web presence for LGUs, DICT- encouraging LGUs
Engagement : websites and/or Template accountability ASTI, DILG-Full to draft local
Enhanced no website at all. Customization and transparency Disclosure ordinance for
Public Access -Some website of Portal their official
to LGUs were not Assistance to web websites
information utilizing the hosting
"gov.ph" official
domain

Some contents of Maintenance of Increase in 70,000 80,000 90,000 OPG-ICTU, All 20 component Resolution n/a n/a
the website are Website: number of concerned offices LGUs, DICT-ASTI encouraging LGUs
not updated -Press releases Official Website to draft local
-Knowledge visitors ordinance for
Resource Hub their official
-Website Content websites
and UI
Constituents in Use of boosting and Increase in 300,000 325,000 350,000 PIO n/a n/a n/a
urban areas are other demand number of Followers Followers Followers
shifting to online generation tools to Facebook
means for access generate greater Followers
to information following on the
Official Facebook
Page of the
Provincial
Government

242 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Constituents in 1. Community-based 1. Information 1 5 10 PIO OPPDC Ordinance n/a n/a
Geographically Survey on Dissemination Informati Informati Informati adapting RA
Isolated and Information Survey Report on on Desks on Desks 11315 (CBMS Act)
Disadvantaged Dissemination in the 2. Physical Dissemin to support
Areas do not Province Information ation Community-based
have access to 2. Production of Desks in Strategic Survey survey for info
general Materials for GIDAs (2024- Report dissemination
information on Information Desk 2025)
PGLU (2024-2025)
announcements
and PPAs
published online

Strengthen Strengthening Law Library PLO CHR, SP COMM SP Authority of NGOs, NGAs n/a
Citizens of Information establishment ON YOUTH, IBP, Gov to enter into
Engagement : Drive (HRAC, /corner LAW SCHOOLs MOA &/or PPP
Participatory Youth Contract
Planning and Congress, IBP)
Development CSO Institutionalization n/a n/a n/a
Process Engagement of the LUCCSO Week
-Search for
Outstanding CSO in
the Province
-Financial Assistance
to CSO

Annex 3: Sector Priority Programs, Projects, and Activities | 243


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
Efficient and -Insufficient staff Recruitment, - Manpower - 1 plan prepared 1 1 1 OPA-HRMU PGLU Offices/ n/a n/a n/a
Innovative due to Devolved selection and planning - 100% 100% 100% 100% Hospitals
Organization : functions from placement - HRMPSB Meeting Appointment
Adequate and the National - On-boarding issued/vacant
Competent Government - Job placement of position filled-up 100% 100% 100%
Human '-Staff qualified Job Orders - 100%
Resource insufficiencies appointees 40% 60% 80%
Management are usually retained
augmented by - % of JOs
the hiring of appointed to
Contract of casual/permanen
Service t position
personnel, Job
Order personnel;

- lack of training Learning and - L & D planning - 1 plan prepared 1 1 1 OPA-HRMU PGLU Offices/ n/a n/a n/a
opportunity for development - Conduct of - % of planned 100% 100% 100% Hospitals
some employees capacity- intervention
- alternative development conducted
strategies and program for various - 1 awareness 100% 100% 100%
approaches to job family seminar
learning not fully - Conduct of conducted 1 1 1
utilized awareness seminar - 1 ROI
(coaching, to supervisors on assessment
mentoring, job alternative strategies conducted
rotation, on-the- and approaches
job training, self- - Conduct of ROI
study, etc. assessment
- return of
investment not
measured
Development, Formulation of 1 competency 1 530,000 Civil Service n/a n/a n/a
Installation of Competency framework, Institute
Competency Framework, Model & model & table
Based Human Table prepared
Resource Preparation of 1 competency 1 535000 Civil Service n/a n/a n/a
Management competency profile profile and Institute
System and competency- competency
(CBHRMS) based job based job

244 | Annex 3: Sector Priority Programs, Projects, and Activities


Public-
Physical Targets Implementing Needed
Goals Issues/ Observed Private
Program Project/ Activity Expected Output Lead Office Partner Legislative Volunteers
/Objectives Conditions Partnership
2023 2024 2025 Measures
(PPP)
description description
prepared
Development of 1 Competency- 1 540000 Civil Service n/a n/a n/a
competency-based based assessment Institute
assessment process process and
and instruments instruments
developed
Skills 1. Marksmanship SSU PGLU,PNP,
Capacitation Training OPA-HRMU
Program for 2. Security Refresher
Security Course
Personnel 3. Attendance to HR
Initiated Training
Related to security
Efficient and Performance Updating of 1 performance 1 1 1 OPA-HRMU SP Resolution on
Innovative management performance standard manual the adoption of
Organization : standard updated SPMS
High Performance
Organizationa 100% employees 100% 100% 100% Standard
l Performance Review of U/IPCRF w/ VS Rating

Employee - Annual Physical 100% employees 100% 100% 100% OPA PEO (for the n/a
Health and Exam benefited Health and
Wellness - Work life balance Wellness gym
activities 100% activities 100% 100% 100% per SP
- Mental Health conducted Ordinance 170-
Program 2019)
100% activities 100% 100% 100%
conducted
incomplete Investigate and 100% Resolved 5 cases 5 cases 2 cases PLO n/a n/a n/a
documents Resolution of Cases resolved resolved resolved
submitted by Administrative Cases
complainants

Annex 3: Sector Priority Programs, Projects, and Activities | 245


246 | Annex 3: Sector Priority Programs, Projects, and Activities
Annexes
Annex 4:
Legislative Agenda
1
Form D: Legislative Agenda
Financial Stability Sector
SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Ordinance Providing for the Rules and Procedures in the Internal Settlement of Boundary
BM Rachel Dispute.
1 Boundary Disputes PLO OPAss
Pinzon
Author: BM Jennifer C. Mosuela-Fernandez
Finance, Budget and BM Chary
2 PSWDO PBO, PACCTING, PTO, PPDC, Ordinance Institutionalizing the One Stop Shop Assistance Desk
Appropriations Nisce
Finance, Budget and BM Chary PBO, PACCTING, PTO, PPDC,
3 PGLU Financial Assistance Code
Appropriations Nisce PSWDO
FSS,LEEIPU, Resolution on Procurement of Lots for Government Use particularly for Housing, Sports
Finance, Budget and BM Chary
4 PPDO, PEO, PBO, OPAcc Complex, Terminal Hub, Agri-Tourism Center, La Union Culture and Arts Center and other
Appropriations Nisce
LUPTO government infrastructure purposes
BM Victor PTO
5 Ways and Means PTO Ordinance Amending the Sand and Gravel Ordinance of the Province of La Union
Rivera PG-ENRO
BM Victor
6 Ways and Means OPAss OPAss, REBAP, PRC, NBI Localization of RESA Law on the Provincial Government of La Union
Rivera
BM Victor Ordinance Amending the existing Top Performing LGUs on Tax Collection to include the
7 Ways and Means PTO PTO
Rivera Top Performing LGUs on Tax Assessment
Amendment of the Revenue Code
BM Victor LFC, PHO, PVO, OPAg, PPDC,
8 Ways and Means PTO
Rivera OPA
(Request from Executive)
Ordinance Providing for the Rules and Standards, in the Operation and Maintenance of
PGLU Food Concession, Pursuant to Book I, Title One, Chapter 2, Section 18 of the Local
BM Victor
9 Ways and Means PGSO PTO, PBO Government Code and for other Purposes.
Rivera

Annexes Form D: Legislative Agenda | 249


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Resolution for the grant of authority to Gov for the PGLU to enter into a Memorandum of
Agreement with G-XCHANGE, Inc. (GXI) to accept and collect payment from PGLU client
BM Victor
10 Ways and Means PTO PTO, OPA, Globe Telcos who are registered to GCash and for their Scan to Pay Service
Rivera
(Request from executive)
Amendment of the Ordinance Approving the Schedule of Fair Market Value and
BM Victor PTO
11 Ways and Means OPAss, OPA Assessment levels of all Real Property to include the proposed schedule of fair market
Rivera OPAss
values for urban lands.
BM Victor PTO
12 Ways and Means OPAcc Ordinance to Conduct Public Auction
Rivera OPAss

Ordinance for the Full Implementation of Integrated Financial Management Information


BM Victor All PGLU Offices (esp. ICTU)
13 Ways and Means FSS System (IFMIS) through System Development Meetings and Trainings of Updates and its
Rivera and 5 District Hospitals
Operations

BM Victor An Ordinance to Established a Public Private Partnership Section under LEEIPU to


14 Ways and Means FSS, LEEIPU
Rivera Strengthen Partnership with Line Agencies and Private Sectors

250 | Annexes Form D: Legislative Agenda


Economic Dynamism and Competitiveness Sector
LEAD SUPPORT EXEC
LEAD SP PROPOSED RESOLUTION/ORDINANCE/
NO. CHAIRPERSON EXECUTIVE OFFICES/ NATIONAL
COMMITTEE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
OFFICE AGENCIES/CSOS
ICTU,
PSWDO
An Ordinance Institutionalizing Agricultural Digitalization In The Province Of La Union,
Agriculture and BM Geraldine DA
1 OPAg Appropriating Funds Thereof And Ardently Requesting Support Of Its Component City And
Aquatic Resources Ortega Cooperatives
Municipal Agricultural Offices To The Program
Farmers and Fisherfolks
CSOs
OPVet, DA, An Ordinance Reviving The Kadiwa System In The Province Of La Union And Mandating The
Agriculture and BM Geraldine
2 OPAg Cooperatives, Farmers Establishment Of Elyu Agri-Trading Centers And Or Elyu Agri- Products Mobile Market By Local
Aquatic Resources Ortega
and Fisherfolks CSOs Government Units Of The Province Of La Union
Institutionalizing Clustering Approach in all component LGUs
Agriculture and BM Geraldine
3 OPAg
Aquatic Resources Ortega
REQUEST FROM OPAG
Establishing the Multi-species hatchery and Aquaculture Facility Towards Fish Sufficiency
Agriculture and BM Geraldine
4 OPAg
Aquatic Resources Ortega
REQUEST FROM OPAG
Amendment of Provincial Ordinance 256-2020, entitled: "Mandatory Registration of Hog Raisers
and/or Backyard Farm Owners in all Barangays in the Province of La Union and Requiring All
Agriculture and BM Geraldine Barangays to Maintain and Regularly Update List of Registered Hog Raisers and/or Backyard
5 OPVet
Aquatic Resources Ortega Farm Owners (to include all livestock commodities)"

From OPVet
Amendment of Provincial Ordinance No. 02-2002 An Ordinance Providing for Animal Quarantine
Regulations to Prevent the Entry and Spread of Communicable Diseases of Livestock, Poultry,
Agriculture and BM Geraldine Meat and its By Products and Guidelines for its Implementation in the Province of La Union
6 OPVet
Aquatic Resources Ortega (update the provisions from recent administrative orders, memorandum circulars and penalties)

From OPVet
Agriculture and BM Geraldine Resolution Authorizing the Governor to Enter into Memorandum of Agreement with Fuel
7 OPG, OPAg
Aquatic Resources Ortega Companies for the Fuels Subsidies for motorized bancas operators
Agriculture and BM Geraldine An Ordinance Localizing the Implementation of Section 14 of RA 10068 Organic Agriculture Act
8 OPAg
Aquatic Resources Ortega of 2010

Annexes Form D: Legislative Agenda | 251


LEAD SUPPORT EXEC
LEAD SP PROPOSED RESOLUTION/ORDINANCE/
NO. CHAIRPERSON EXECUTIVE OFFICES/ NATIONAL
COMMITTEE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
OFFICE AGENCIES/CSOS
A Resolution for the policy guidelines of SP Ordinances 104-2016, entitled: "An Act Requiring
Every Household in the Province to Maintain Year-Round Backyard Garden of Herbs, Vegetables
Agriculture and BM Geraldine
9 OPAg PSWDO and Ornamental Plants" and 197-2019 entitled: "Institutionalizing the Organic Gulayan sa
Aquatic Resources Ortega
Barangay for Healthy Living Project"

An ordinance Institutionalizing an Integrated Coffee and Cacao Industry Development Plan in La


Agriculture and BM Geraldine
10 OPAg DTI Union (includes establishment of accredited nursery, incentivizing local businesses in the
Aquatic Resources Ortega
utilization of locally produced cacao and coffee, etc)

BM Cynthia
11 Cooperatives Angelica OPAg OPG, CDA Adopting/ Localizing Cooperative Code of the PH (RA6938 & RA9520)
Bacurnay
BM Cynthia
12 Cooperatives Angelica OPAg OPG, CDA Institutionalizing the La Union Cooperative Development Council
Bacurnay

BM Cynthia
Resolution Encouraging the Establishment of Municipal/City Cooperative Development Council
13 Cooperatives Angelica OPAg OPG, LGUs
in every Municipality/City in the Province of La Union
Bacurnay

BM Cynthia
Ordinance Requiring All Accredited Cooperatives in La Union to Submit Annual Community
14 Cooperatives Angelica OPAg Cooperatives
Development Program
Bacurnay
BM Cynthia
15 Cooperatives Angelica OPAg OPG, Coops Institutionalizing the Annual Search for Outstanding Cooperatives in La Union
Bacurnay

BM Cynthia
16 Cooperatives Angelica OPAg OPG, Coops Streamlining the Cooperative Accreditation in the Province of La Union
Bacurnay

Labor and OPA-HR, DOLE, OPG, Ordinance Localizing the Special Program for Employment of Students (SPES) in the Province of
17 BM Joy Ortega LEEIPU
Employment PESO La Union

252 | Annexes Form D: Legislative Agenda


LEAD SUPPORT EXEC
LEAD SP PROPOSED RESOLUTION/ORDINANCE/
NO. CHAIRPERSON EXECUTIVE OFFICES/ NATIONAL
COMMITTEE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
OFFICE AGENCIES/CSOS

Labor and OPA-HR,OPG, PESO, Resolution encouraging Offices, Agencies and Establishments to Open-Up and Consider Job
18 BM Joy Ortega LEEIPU
Employment DTI, DEP-ED, CHED Opportunities for K-12 Graduates

OPA-HR, OPG, PESO, Resolution reiterating the implementation of RA 10524 ( An Act Expanding the Positions
Labor and
19 BM Joy Ortega LEEIPU DTI, DSWD, CHED, Reserved for Persons with Disability, Amending for the Purpose RA No. 7277, As Amended,
Employment
PSWDO Otherwise Known as the Magna Carta for Persons With Disability) in the Province of La Union

Draft Provincial Ordinance No. 411-2022 entitled, "An ordinance amending the Title and Section
3 of Ordinance No. 191-2019 entitled: “Requiring All Business Establishments Within The
Labor and OPA-HR, PESO,LGUs,
20 BM Joy Ortega LEEIPU Territorial Jurisdiction of the Province to submit the lists of their Job Openings to the Provincial
Employment DTI
Government's Public Employment Service Office (PESO) and the PESOs of the component Local
Government Units (LGUs) where they maintain their principal offices”

Labor and OPA-HR, SP, Resolution enjoining LGUs to support the conduct of Labor Education Seminar to establishments
21 BM Joy Ortega LEEIPU
Employment PESO,LGUs, DTI to intensify compliance to labor laws and other related issuances

22 Tourism BM Joy Ortega LUPTO PLO Tourism and Development Code of the Province of La Union

OPG Resolution Endorsing the Establishment of Sisterhood Agreement with Singapore, Cebu City and
23 Tourism BM Joy Ortega PLO
LUPTO Palawan

OPG
24 Tourism BM Joy Ortega Ordinance Institutionalizing the Green Tourism Enterprise Award in the Province of La Union
LUPTO

25 Tourism BM Joy Ortega LUPTO Ordinance Institutionalizing rewards and incentives to DOT Accredited Agri-Tourism Sites

LEEIPU, LUPTO A Resolution Authorizing the Governor to Enter into Memorandum of Agreement in the
26 Tourism BM Joy Ortega PEO Component MSMED Council, LUHRA establishment of ELYU Pasalubong and Tourist Assistance Centers in the Province of La Union a
LGU's Public Private Partnership project between (name of partner agencies/institutions)

Annexes Form D: Legislative Agenda | 253


LEAD SUPPORT EXEC
LEAD SP PROPOSED RESOLUTION/ORDINANCE/
NO. CHAIRPERSON EXECUTIVE OFFICES/ NATIONAL
COMMITTEE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
OFFICE AGENCIES/CSOS
27 Tourism BM Joy Ortega LUPTO Ordinance/ Resolution for the updating of the OTOP of component LGUs
28 Tourism BM Joy Ortega LUPTO Resolution Approving the Provincial Tourism Development Plan
29 Tourism BM Joy Ortega LUPTO Ordinance Institutionalizing Soft Loan/Financial Assistance to Farm Owners
An Ordinance Establishing the Tourism, Culture, and Arts Support Infrastructure in the Province
30 Tourism BM Joy Ortega LUPTO PEO
of La Union

Trade, Commerce, Draft Provincial Ordinance No. 420-2022 "An Ordinance Enacting the Revised 2022 La Union
31 BM Henry Balbin LEEIPU DTI, FCCI, CCI
and Industry Investment and Incentives Code"

Trade, Commerce, A Resolution Authorizing the Governor to Enter into Memorandum of Agreement in the conduct
32 BM Henry Balbin LEEIPU LEEIPU, DTI, FCCI, CCI
and Industry of Micro, Small, and Medium Enterprise Bazaar and Summit in the Province of La Union

Trade, Commerce, Propose Resolution for Guidelines of Trainings for Micro, Small, and Medium Enterprises
33 BM Henry Balbin LEEIPU DTI, FCCI, CCI
and Industry Members in the Province of La Union

Trade, Commerce, Policy/Guidelines in Establishing Economic Enterprise (Revisit the Economic Enterprise
34 BM Henry Balbin LEEIPU DTI, FCCI, CCI
and Industry Ordinance)

Trade, Commerce,
35 BM Henry Balbin LEEIPU DTI, FCCI, CCI Resolution Requesting LEEIPU updates on the Formulation of IRR of Product Labeling Ordinance
and Industry

Passage of Ordinance on Provincial Livestock and its By-Products Marketing and Price
Trade, Commerce, Stabilization
36 BM Henry Balbin OPVet OPVet
and Industry
From OPVet

A Resolution Authorizing the Governor to Enter into Memorandum of Agreement in the


Trade, Commerce,
37 BM Henry Balbin LEEIPU MSMED Council establishment of Business and Employment Database in the Province of La Union a Public
and Industry
Private Partnership project between (Name of partner agencies/institutions)

254 | Annexes Form D: Legislative Agenda


LEAD SUPPORT EXEC
LEAD SP PROPOSED RESOLUTION/ORDINANCE/
NO. CHAIRPERSON EXECUTIVE OFFICES/ NATIONAL
COMMITTEE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
OFFICE AGENCIES/CSOS

A Resolution Authorizing the Governor to Enter into Memorandum of Agreement in the


Trade, Commerce,
38 BM Henry Balbin LEEIPU PCCI, FCCI establishment of Investment and Innovation Center in the Province of La Union a Public Private
and Industry
Partnership project between (Name of partner agencies/institutions)

Trade, Commerce, A Resolution Authorizing the Governor to Enter into Memorandum of Agreement in the conduct
39 BM Henry Balbin LEEIPU MSMEs
and Industry of Micro, Small, Medium Enterprise Summit and Bazaar in the Province of La Union.

Trade, Commerce,
40 BM Henry Balbin LEEIPU DTI, FCCI, CCI An Ordinance institutionalizing the Investment Forum in the Province of La Union
and Industry

Trade, Commerce,
41 BM Henry Balbin LUPTO Ordinance/ Resolution for the updating of the OTOP of component LGUs
and Industry

BM IPMR
LTFRB, PLO, PNP, DoTR, Ordinance/Resolution Adopting the LTPRP of the Province of La Union
42 Transportation Vice Chairperson OPPDC
LUTODA
BM Chary Nisce

BM IPMR
LTFRB, PLO, PNP, DoTR, Establishment of a Transport Management Office especially in Urban LGUs in the Province
43 Transportation Vice Chairperson OPPDC
LUTODA (Agoo, Rosario, Bauang, San Juan, Bacnotan, Naguilian, CSF)
BM Chary Nisce

BM IPMR
LTFRB, PLO, PNP, DoTR, Ordinance/resolution institutionalizing the establishment of transport hub in the province of La
44 Transportation Vice Chairperson PEO, OPPDC
LUTODA Union
BM Chary Nisce

Annexes Form D: Legislative Agenda | 255


Resilient Communities Sector
SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Disaster
Preparedness and BM Gerard
1 PDRRMO SP, NTC, OPG Draft Ordinance Penalizing Prank Callers to Emergency Hotline (911)
Management and Ostrea
Relief Services
Disaster
Preparedness and BM Gerard
2 PDRRMO, PHO LGUs, LUMC, District Hospitals Ordinance Institutionalizing the DRRM-H of the Province
Management and Ostrea
Relief Services
Disaster
Preparedness and BM Gerard
3 PDRRMO, PHO LGUs, LUMC, District Hospitals Policy for LGUs to set up their own functional DRRM-H System
Management and Ostrea
Relief Services
Disaster
Preparedness and BM Gerard Ordinance Establishing an Organization for La Union Youth Disaster Risk
4 PDRRMO, PSWDO LGUs
Management and Ostrea Reduction Management Council
Relief Services
Disaster
Preparedness and BM Gerard Ordinance/Resolution Officially Designating Flag Signs and Colors to Swimmable
5 PDRRMO LGUs, PNP
Management and Ostrea and Not Swimmable Areas at Tourist Sites in the Province
Relief Services

Disaster
Preparedness and BM Gerard OCD, PPDC, DILG, ALURM, Resolution enjoining all barangays to have their Disaster Risk Reduction corner
6 PDRRMO
Management and Ostrea BDRRMCs with Participatory Rapid Appraisal tools in Conspicuous Places
Relief Services

256 | Annexes Form D: Legislative Agenda


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

Disaster
Resolution enjoining all stakeholder in Disaster Risk Reduction and Management
Preparedness and BM Gerard PHO, OCD, DOH, ALUR, DILG,
7 PDRRMO training program
Management and Ostrea TESDA
Relief Services

Disaster
Preparedness and BM Gerard ALURM, BFP, ITRMC, DH, Ordinance for standardization of operating procedure and HCDN for EMS in La
8 PDRRMO
Management and Ostrea RHUs, BDRRMCs Union
Relief Services

Disaster
Preparedness and BM Gerard Resolution for financial assistance on Disaster Risk Reduction and Management
9 PDRRMO
Management and Ostrea (DRRM) related researches.
Relief Services

Disaster
Preparedness and BM Gerard SP ordinance on establishing Disaster Resilient Infrastructure standards in the
10 PDRRMO
Management and Ostrea Province of La Union
Relief Services

Disaster
Preparedness and BM Gerard
11 PDRRMO Resolution Creating TWG for LDDRMP
Management and Ostrea
Relief Services

BM Cynthia
Education, Culture Resolution to fast track/ follow up the crafting of IRR of the LU Educational
12 Angelica OPG PSB
and Arts Assistance and Scholarship Code of 2022
Bacurnay

Annexes Form D: Legislative Agenda | 257


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

BM Cynthia Ordinance Creating Educational Assistance to Students Pursuing Post-graduate


Education, Culture
13 Angelica OPG PSB Studies, Second Courses such as Medicine, Law, Masteral, Doctoral Degrees and
and Arts
Bacurnay the likes

BM Cynthia
Education, Culture Ordinance Creating the Annual Search for the Outstanding Science Research in La
14 Angelica OPG LGUs, DOST
and Arts Union
Bacurnay

BM Cynthia
Education, Culture Ordinance creating Pop-Up Library (school to school or municipal parks) in the
15 Angelica PIO DepEd, PSB, LGUs
and Arts province of La Union
Bacurnay

BM Cynthia
Education, Culture
16 Angelica PSB LUPTO, DepEd Ordinance Integrating La Union history in History Subjects
and Arts
Bacurnay

BM Cynthia
Education, Culture
17 Angelica OPG, PSB LUPTO Heritage Conservation Ordinance & Creation of TWG
and Arts
Bacurnay

BM Cynthia
Education, Culture Resolution requesting the Provincial School Board to increase honorarium for
18 Angelica OPG PSB
and Arts PSB-funded teachers in La Union
Bacurnay

BM Cynthia
Education, Culture
19 Angelica LUPTO LUPTO Resolution Encouraging LGUs to conduct Cultural Mapping
and Arts
Bacurnay

258 | Annexes Form D: Legislative Agenda


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

BM Cynthia
Education, Culture Ordinance amending the PTA Week Ordinance adjusting the yearly fund from
20 Angelica OPG PSB
and Arts 200,000.00 to 300,000.00
Bacurnay

BM Cynthia
Education, Culture
21 Angelica LUPTO LEEIPU Ordinance Organizing Creative Industries in the Province of La Union
and Arts
Bacurnay

BM Cynthia
Education, Culture Ordinance Creating the Annual Search for Outstanding Public School Heads and
22 Angelica OPG PSB
and Arts Public School Non-Teaching Personnel
Bacurnay

An Ordinance requiring Mandatory Attendance of all Parents and Guardians of


students Grade 6 Junior High School and Senior High School in all Public and
BM Cynthia Private schools to Mandatory Orientation Seminar on Responsible Parenthood as
Education, Culture
23 Angelica OPG, PSB DepEd, LGUs Part of the Requirements for such Grade Levels in the Province of La Union and
and Arts
Bacurnay Appropriating Funds Thereof

proposed by BM MASDG

BM Cynthia
Education, Culture Authorization to enter into MOA/Contract with Synergia for Educational Personal
24 Angelica PSB, DEPED
and Arts skills and knowledge upgrade and learning resource upgrade
Bacurnay
BM Cynthia
Education, Culture Ordinance establishing Training Center for Intangible Cultural Practices such as
25 Angelica LUPTO
and Arts loomweaves, pottery, basketry, etc.
Bacurnay

Annexes Form D: Legislative Agenda | 259


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Resolution enjoining all Component LGUs in the Province of La Union, especially
those which have not yet created/established their Environment and Natural
Environment Human BM Pablo Resources Office to comply with the mandate of Section 8.2 of the Provincial
26 PG-ENRO
Ecology and Security Ortega Ordinance No. 352-2021 or the Provincial Environmental Management and
Protection Code of the Province of La Union particularly for the creation of
Environment and Natural Resources Office in their LGU.

Sewage Treatment and Septage Management Ordinance (SSMO)


Environment Human BM Pablo
27 PG-ENRO Ordinance on the establishment of wastewater collection and treatment facility
Ecology and Security Ortega
in all accommodations and food establishments in all component LGUs and
Providing Penalties thereof

Ordinance Establishing a Yearly Electronic Waste Disposal/Institutionalizing the


proper Electronic Waste disposal in the Province of La Union and Providing Funds
thereof
Environment Human BM Pablo
28 PG-ENRO
Ecology and Security Ortega
Establishing the system for the proper management storage collection disposal
and monitoring of hazardous wastes including the establishment of treatment
storage and disposal facility in LU

Environment Human BM Pablo Ordinance on Public Private Partnership Projects; Ordinance Regulating
29 PG-ENRO
Ecology and Security Ortega Groundwater Extraction (Deep Well Construction)

Environment Human BM Pablo RESOLUTION to encourage the LGUs to provide Hazard pay for their MENROs or
30 PG-ENRO
Ecology and Security Ortega focal persons, envi workers I.e. garbage collectors, sweepers etc.

Environment Human BM Pablo Ordinance to providing Incentives for the Bantay Dagat, Bantay Gubat and
31 PG-ENRO
Ecology and Security Ortega members of the Provincial Task Force
Environment Human BM Pablo
32 PG-ENRO Ordinance Amending the Plastic Ordinance
Ecology and Security Ortega

260 | Annexes Form D: Legislative Agenda


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

Environment Human BM Pablo


33 PG-ENRO Ordinance on Anti Smoke Belching
Ecology and Security Ortega

Environment Human BM Pablo


34 PG-ENRO PPDO SP Resolution Adopting Local Climate Change Action Plan (LCCAP)
Ecology and Security Ortega

Ordinance No. 274-2021 “An Ordinance Regulating the Extraction, Disposition,


PG Environment and Utilization, and Processing of Quarry and other Mineral Resources within the
Environment Human BM Pablo
35 Natural Resources Territorial jurisdiction of the Province of La Union and Imposing various Taxes
Ecology and Security Ortega
Office and Fees therefore, amending related provisions of the Revenue Code of 2017
and providing Manpower of this Ordinance”

BM Alyssa
Ordinance Establishing Solar Powered Irrigation System in the Province of La
36 Energy Kristine B. OPAg DOE, OPG, DA
Union
Sibuma
BM Alyssa
DOE, OPG, DTI, DOST,
37 Energy Kristine B. OPAg, PG-ENRO Policy Supporting Solar Salt Production
DMMMSU, CHED, TESDA
Sibuma

BM Ruperto
38 Health PHO Enactment of the Universal Health Care Code of the Province of La Union
Rillera

BM Ruperto Institutionalization of the Medicine and Medical Supplies Consignment System of


39 Health PHO, District Hospitals, LUMC
Rillera Provincial District Hospitals

BM Ruperto
40 Health PHO Amending the Sanitation Code of the Province of La Union
Rillera

An Ordinance Mandating the labeling of Expiration of all Food and Food Products
BM Ruperto
41 Health LEEIPU PHO within the territorial jurisdiction of the province of La Union (proposed by BM
Rillera
MASDG)

Annexes Form D: Legislative Agenda | 261


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
BM Ruperto
42 Health PHO PDRRMO, LEEIPU, PTO Pandemic Code of the Province of La Union
Rillera

Resolution Encouraging All Public and Private Hospitals in the Province of La


Union to Invite Geriatrics Practitioners for our Elderly Constituents
BM Ruperto
43 Health PHO
Rillera MOA between PGLU and Geriatrics

(proposed by BM PCO)

Policy Amending the Procedure on the Processing, Review and Approval of Land
Housing, Land Use BM Victor Reclassification
44 PPDC, DSHUD, OPAss, SB-LGUs
and Relocation Rivera
(REAL ESTATE BROKER SUMMIT)

Housing, Land Use BM Victor Policy Institutionalizing the the Process, review and Approval of Comprehensive
45 PPDC, DSHUD, OPAss
and Relocation Rivera Land Use Plans and Zoning Ordinances

MOA of the PGLU with DPWH or Private Partners on the Funding of the Multi-
Housing, Land Use BM Victor
46 PPDC, OPA, PEO, PGSO Storey Parking Space Building in the Government Center of the Province of La
and Relocation Rivera
Union
Resolution Authorizing the Provincial Governor to enter into a MOA with Partner
PPDC, NHA, OPG, Low Cost
Agencies and/or Private Organizations with regard to Providing Affordable
Housing, Land Use BM Victor Housing Provider (Villar Group
47 Housing Programs to Qualified Families in the Province of La Union
and Relocation Rivera of Companies, Social Housing
Finance Corporation etc)
(with similarities to executive low cost housing)
Ordinance Enacting the Provincial Shelter Plan of La Union
Housing, Land Use BM Victor
48 PPDC, NHA, OPG
and Relocation Rivera
(same with the executive request)

Housing, Land Use BM Victor Resolution Adopting the Ridge to Reef for the Comprehensive Land Use Plans and
49 PPDC, UPLB, OPA
and Relocation Rivera Provincial Physical Framework and Development Plan of the Province of La Union

262 | Annexes Form D: Legislative Agenda


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Policy Reactivation of Provincial Housing Board including the creation and
Housing, Land Use BM Victor DSHUD, PPDO, OPAss, PEO, budgetary need for Provincial Housing Development Office
50
and Relocation Rivera PSWDO, PHBO, PDRRMO
(REQUEST FROM EXECUTIVE)
Office of the Provincial
Housing, Land Use BM Victor Authorization to enter into MOA/Contract with FS 3rd party service provider
51 Assessor/Provincial
and Relocation Rivera (PHB)
Housing Board

Office of the Provincial


Housing, Land Use BM Victor Ordinance Creating Establishment of a One Stop Processing Center for Real
52 Assessor/Provincial
and Relocation Rivera Estate Transactions
Housing Board

Peace and Order and BM Gerard Policy Establishing a Provincial Special Drug Education Center for Out-of-School
53 PSWDO OPG, DSWD
Public Safety Ostrea Youth and Street Children

Peace and Order and BM Gerard Policy Creating a Tourist Police Assistance Center in the Surfing Site of the
54 PDRRMO, LUPTO LGUs, PNP
Public Safety Ostrea Province of La Union

Peace and Order and BM Gerard


55 PNP, PNP,PPDC Amendment of the TOPLU Ordinance
Public Safety Ostrea

Peace and Order and BM Gerard


56 ICTU, PNP, LGUs, OPG Ordinance Amending the CCTV Ordinance of the Province of La Union
Public Safety Ostrea
Peace and Order and BM Gerard
57 PNP-LUPPO/PPOC-LUADAC Approval and Adoption of POPS Plan 2023-2025
Public Safety Ostrea

Draft Provincial Ordinance No. 415-2022 entitled: "Providing for a more


People's Comprehensive Criteria, Coverage and Process of Selection for the Basi and Abel
Organization, Non- Awards or the Civil Society Organizations (CSOs), Non-Government Organizations
BM IPMR/
58 Government PPDO, LUCCSO, NCIP (NGOs), Peoples Organizations (POs) and other Private Organizations Awards of
VChair RARJ
Organizations and the Province of La Union, Amending Sections 14a.02, 14a.03(d) and (e), 14a.04
Indigenous Peoples and 14a.05 of Article A, Chapter 14 of Ordinance 22-2012, or the Code of General
Ordinances and Repealing SP Resolution 139-98."

Annexes Form D: Legislative Agenda | 263


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

People's
Organization, Non-
BM IPMR/ Institutionalizing 20k Financial Assistance to Accredited CSOs of the Provincial
59 Government
VChair RARJ Government of La Union
Organizations and
Indigenous Peoples

People's
Organization, Non- BM Alyssa
60 Government Kristine B. PSWDO Resolution Granting Full Scholarship to Indigent but Deserving IP's
Organizations and Sibuma
Indigenous Peoples
Ordinance Mandating all telecommunication companies, service providers, and
BM Maria OPG, OPA, PEO, PLO, PTO,
Public Works and other similar entities that use overhead wires and /or cables operating within the
61 Annabelle S. De LUPPO, DPWH, all TelCos,
Utilities province of la union along all public roads (national, provincial, municipality and
Guzman LUECO, LUELCO
barangay roads) to install and / or relocate wire and cable system underground
BM Maria OPG, OPA, PEO, PLO, PTO,
Public Works and
62 Annabelle S. De LUPPO, DPWH, all TelCos, Ordinance Banning the use of Wooden Electric Poles in the province of La Union
Utilities
Guzman LUECO, LUELCO
BM Maria OPG, OPA, PEO, PLO, PTO,
Public Works and Ordinance Providing for the Common Underground Pipes for TelCos; enter into a
63 Annabelle S. De LUPPO, DPWH, all TelCos,
Utilities PPP agreement with a qualified Investor
Guzman LUECO, LUELCO
BM Maria OPG, OPA, PEO, PLO, PTO, Ordinance Providing for Excavation Fees for any Road Excavations along the
Public Works and
64 Annabelle S. De LUPPO, DPWH, all TelCos, National Highway within the Jurisdiction of the Province of La Union and within
Utilities
Guzman LUECO, LUELCO all Provincial Roads
BM Maria OPG, OPA, PEO, PLO, PTO,
Public Works and
65 Annabelle S. De LUPPO, DPWH, all TelCos, Ordinance Institutionalizing the Kalsada Program
Utilities
Guzman LUECO, LUELCO

BM Maria
Public Works and
66 Annabelle S. De PLO Towing Ordinance
Utilities
Guzman

264 | Annexes Form D: Legislative Agenda


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
BM Maria
Public Works and
67 Annabelle S. De PLO Impounding Ordinance
Utilities
Guzman
BM Maria
Public Works and An ordinance/ resolution to Implement Road rehabilitation, upgrading and
68 Annabelle S. De PEO
Utilities improvement projects
Guzman
BM Maria
Public Works and Ordinance/resolution institutionalizing the establishment of Provincial Buildings
69 Annabelle S. De PEO
Utilities in la union
Guzman

BM Maria
Public Works and ORDINANCE/RESOLUTION INSTITUTIONALIZING FOR THE CONSTRUCTION OF
70 Annabelle S. De PEO
Utilities SPORTS COMPLEX IN LA UNION (PEO)
Guzman

Draft Ordinance entitled: "Granting Benefits and Incentives to Child


BM Pablo
71 Social Services PSWDO Development Workers (CDWs) in the Province of La Union and for Other
Ortega
Purposes." (proposed by BM MASDG)

BM Pablo SP, PHO, Public and Private Resolution for the Purchase of Manipulative (educational toys for fine motor
72 Social Services
Ortega Hospitals, OPG, DOH skills) Toys (to be distributed to daycare children) - proposed by BM MASDG

BM Pablo Ordinance Establishment the Home for the Elderly


73 Social Services PSWDO
Ortega Kalinga sa matatanda project - proposed by BM MASDG

Policy Giving Regular Assistance to Indigent Families with Family Member/s


BM Pablo OPG, PBO,Acctng, PTO, Suffering from Physical and Mental Disabilities
74 Social Services PHO, PSWDO
Ortega PSWDO, District Hospitals
amendment of the FA ordinance

BM Pablo OPG, PBO,Acctng, PTO,


75 Social Services PSWDO Enactment of a Resolution Encouraging All Component LGUs and Government
Ortega PSWDO, OPA-HR, DTi, LEEIPU,

Annexes Form D: Legislative Agenda | 265


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
PESO, Government Agencies Agencies located in La Union to hire PWDs with special skills
and establishments
OPG, PBO,Acctng, PTO,
BM Pablo PSWDO, OPA-HR, DTi, LEEIPU,
76 Social Services PSWDO Ordinance Creating the Disability Affairs Officer I under the PSWDO
Ortega PESO, Government Agencies
and establishments

Ordinance Institutionalizing a Comprehensive Program for Children to the


BM Pablo
77 Social Services PPDC, PSWDO, OPG, DSWD Province and give attention to all Persons with Disability especially with their
Ortega
Learning and Developmental Disorders. (proposed by PCL Pres)

BM Pablo Granting Monetary Incentive to Centenarian, Octogenarian, Nonagenarian to the


78 Social Services PSWDO
Ortega qualified residents of Province of La Union (PO 381-2022)

Resolution Authorizing the Governor to enter into Memorandum of Agreement


BM Pablo
79 Social Services PSWDO for PGLU between DSWD in the establishment of Home for Elderly in the
Ortega
Province of La Union

BM Pablo Ordinance Creating the Awarding of Ten (10) Outstanding Day Care parents
80 Social Services PSWDO
Ortega Group

BM Pablo
81 Social Services LUPJ SP Resolution granting P10.00 yearly increase of Prisoner’s Allowance
Ortega
BM Pablo
82 Social Services LUPJ Resolution Providing of Basic Needs for PDL
Ortega

BM Alyssa
Youth and Sports Resolution on the Guidelines in the Provision of Free Hospitalization of Senior
83 Kristine B. PSWDO
Development Citizens 100 years old and Above (SP110-2017)
Sibuma

266 | Annexes Form D: Legislative Agenda


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Women, Responsible
Parenthood and
84 BM Chary Nisce Ordinance Institutionalizing the 10 Outstanding Elyukana Award
Gender and GAD Focal (PPDO)
Development
Women, Responsible
Parenthood and Ordinance Institutionalizing a Livelihood Assistance and Business Stimulus
85 BM Chary Nisce PSWDO. LEIPU
Gender and Program for Women and LGBTQIA+ Community
Development
Women, Responsible
Parenthood and
86 BM Chary Nisce LGU's Ordinance Establishing WCPD Desk in all Tourism Circuits
Gender and
Development
Women, Responsible
Parenthood and
87 BM Chary Nisce GAD Focal An Ordinance Establishing a Mother's Class Program in the Province
Gender and
Development
Women, Responsible
Parenthood and
88 BM Chary Nisce OPG Declaration of LGBTQIA + Celebration Day
Gender and
Development
Women, Responsible
Resolution Encouraging All Component Local Government Units Of The Province
Parenthood and
89 BM Chary Nisce LGUs Of La Union To Establish Their Respective City/Municipal Gender And
Gender and
Development Committee (C/Mgadc)
Development
Women, Responsible
Parenthood and
90 BM Chary Nisce GAD Focal Ordinance on prohibition of online sexual harassment
Gender and
Development
Women, Responsible
Parenthood and
91 BM Chary Nisce GAD Focal Updating of the GAD Code
Gender and
Development

Annexes Form D: Legislative Agenda | 267


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Women, Responsible
Parenthood and
92 BM Chary Nisce GAD Focal ORDINANCE ON THE ESTABLISHMENT OF THE GAD OFFICE
Gender and
Development
Women, Responsible
Parenthood and
93 BM Chary Nisce GAD Focal Point System ORDINANCE INSTITUTIONALIZING THE PGLU GAD LOCAL LEARNING HUB
Gender and
Development
Women, Responsible
Parenthood and ORDINANCE INSTITUTIONALIZING THE SEARCH FOR MOST GAD RESPONSIBLE
94 BM Chary Nisce OPG, GAD-FPS
Gender and LGUS
Development
Women, Responsible
Resolution/Ordinance for the Guidelines in the Search for the Ten (10)
Parenthood and
95 BM Chary Nisce PSWDO / GAD FPS OPG Outstanding Brgy. Violence Against Women and their Children (VAWC) Desk
Gender and
Award in the Province of La Union (SP 324-2021)
Development
Women, Responsible
Parenthood and Ordinance on the establishment of Women Council in the Province and all its
96 BM Chary Nisce PSWDO / GAD FPS OPG
Gender and component LGUs
Development
Women, Responsible
Parenthood and LU LGBTQIA+ community protection and recognition ordinance in the province of
97 BM Chary Nisce PSWDO / GAD FPS OPG
Gender and la union and providing funds thereof
Development
Women, Responsible
Parenthood and Enacting the Province of La Union Code of Parental Responsibility for the
98 BM Chary Nisce PSWDO OPG
Gender and Protection of Children’s' Right (SP113-2017)
Development

268 | Annexes Form D: Legislative Agenda


SUPPORT EXEC
LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
-Office of the Governor
-Provincial Youth
Development Office To pass a Provincial Ordinance entitled: La Union Sports Development Council
BM Alyssa (Provincial Sports Officer)
Youth and Sports
99 Kristine B. - Provincial Information Office To have a database of athletes/clubs/organizations/associations including the
Development
Sibuma - Provincial Budget Office coaches and umpires for the professionalization of each mentioned concerned
- Provincial Engineering Office" counterparts
- Private Sectors and
Institutions
-Office of the Governor
BM Alyssa -Provincial Youth
Youth and Sports Provincial Ordinance: Institutionalization of the Live to Lead as the Continuing
100 Kristine B. Development Office (PSWDO)
Development Capacity Development Training of the SK's/LYDO's
Sibuma - Provincial Information Office
- Admin Office- HRMU
- Office of the Governor
- HRMU (Admin Office)
BM Alyssa - Provincial Youth
Youth and Sports Establishment of the Provincial Youth Excellence Award to all empowered youth
101 Kristine B. Development Office
Development and Youth Serving/Youth Organizations (Provincial Ordinance)
Sibuma - Provincial Budget Office
- Provincial Public Employment
Service Office
- Office of the Governor
- HRMU (Admin Office)
BM Alyssa - Provincial Youth
Youth and Sports
102 Kristine B. Development Office Establishment of the Youth Heritage Camp (Provincial Ordinance)
Development
Sibuma - Provincial Budget Office
- Provincial Public Employment
Service Office
- Office of the Governor
- HRMU (Admin Office)
BM Alyssa
Youth and Sports - Provincial Youth
103 Kristine B. Establishment of the 10 Outstanding Young Entrepreneurs (Provincial Ordinance)
Development Development Office
Sibuma
- Provincial Budget Office
- Provincial Public Employment

Annexes Form D: Legislative Agenda | 269


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LEAD EXECUTIVE PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON OFFICES/NATIONAL
OFFICE LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS
Service Office

- Office of the Governor


- HRMU (Admin Office)
- Provincial Youth
BM Alyssa
Youth and Sports Development Office Resolution Enjoining all Young Entrepreneurs to establish a Province-wide
104 Kristine B.
Development - Provincial Budget Office Organization
Sibuma
- Provincial Public Employment
Service Office
- DOLE

BM Alyssa La Union Physical


Youth and Sports
105 Kristine B. Fitness and Sports Ordinance on Provincial Sports Code
Development
Sibuma Development Council

270 | Annexes Form D: Legislative Agenda


Organizational Accountability and Governance Sector
SUPPORT EXEC
PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON LEAD EXECUTIVE OFFICE OFFICES/NATIONAL
LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

Ethics and Good BM Ruperto A.


1 Character Ordinance (Proposed by BM MASDG)
Government Rillera, Jr.

Institutionalizing The Structure, Mechanisms And Standards To


Ethics and Good BM Ruperto A. Implement The ISO Quality Management Program in the Province of
2
Government Rillera, Jr. La Union

Civil Service and


BM Rachel Institutionalization of Performance Governance System (PGS) which
3 Human Resource Office of the Provincial Administrator
Pinzon is to be included also in the Admin Code
Development
Civil Service and
BM Rachel Office of the Provincial Administrator- Ordinance Establishing the Mental Health Program of the Provincial
4 Human Resource
Pinzon Human Resource Management Unit Government of La Union
Development

Civil Service and


BM Rachel Ordinance in connection with adaptation of the Localized
5 Human Resource Provincial Information Office
Pinzon Implementation of the CBMS Act (RA11315)
Development

Ordinance Institutionalizing the Granting of PRAISE Transformative


Civil Service and
BM Rachel Governance Year-End Incentive to all Officials and Employees
6 Human Resource OPA-HRMU, CSC
Pinzon (Permanent, Casual, Co-terminus, Temporary, and Elected) of the
Development
Provincial Government of La Union

Ordinance Amending the Health and Wellness Program and Granting


Civil Service and Health Benefits for all Officials and Employees of the Provincial
BM Rachel
7 Human Resource Government of La Union Act of 2018 focuses more on the preventive
Pinzon
Development side of health system of employees

Annexes Form D: Legislative Agenda | 271


SUPPORT EXEC
PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON LEAD EXECUTIVE OFFICE OFFICES/NATIONAL
LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

Civil Service and


BM Rachel Ordinance/Resolution for the Creation of Plantilla Positions of the
8 Human Resource Provincial Legal Office
Pinzon Provincial Legal office
Development

Civil Service and


BM Rachel Resolution for a budget support to transfer Provincial Legal Office
9 Human Resource Provincial Legal Office
Pinzon into a more spacious and conducive Office
Development

Civil Service and


BM Rachel Ordinance Institutionalizing and Strengthening of Human Rights
10 Human Resource Provincial Legal Office
Pinzon Information Drive through HRAC and La Union Youth Congress
Development

Information and BM Ma. Ordinance Creating the Information and Communications


11 Communications Annabelle S. De ICTU PLO Technology (ICT) Council of the Province of La Union, Defining its
Technology Guzman powers and functions and for other purposes

Information and BM Ma.


Resolution Enjoining All Component LGUs Which had not yet Enacted
12 Communications Annabelle S. De PIO
their FOI Ordinance to Enact their Respective FOI Ord
Technology Guzman

Information and BM Ma.


Resolution Adopting the Information Systems Strategic Plan of the
13 Communications Annabelle S. De ICTU
Province of La Union
Technology Guzman

Information and BM Ma.


ICTU Ordinance Providing for the Guidelines in the implementation and
14 Communications Annabelle S. De PTO
PLO development of the POVR Monitoring System
Technology Guzman

272 | Annexes Form D: Legislative Agenda


SUPPORT EXEC
PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON LEAD EXECUTIVE OFFICE OFFICES/NATIONAL
LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

Information and BM Ma. Ordinance


15 Communications Annabelle S. De ICTU, PLO Resolution authorizing the governor to enter into a "Data Sharing
Technology Guzman Agreement" with the component LGUs

Resolution enjoining the component LGUs to utilized the "findjobs"


portal for posting of job vacancies of businesses
Information and BM Ma.
Resolution authorizing the governor to enter into a Memorandum of
16 Communications Annabelle S. De LEEIPU ICTU, PESU
Agreement (MOA) with Higher Educational Institutions(HEIs) to
Technology Guzman
register their graduating students in the province's job portal to build
La Union Skills Registry
Information and BM Ma.
Information Communications Technology Ordinance/ Resolution in establishing Big Data and Network
17 Communications Annabelle S. De
Unit Infrastructure
Technology Guzman

Information and BM Ma.


Information Communications Technology
18 Communications Annabelle S. De Ordinance in Establishment ELYU AgriVet IS
Unit
Technology Guzman

Information and BM Ma.


Information Communications Technology
19 Communications Annabelle S. De Ordinance to support the establishment of PUSO Application
Unit
Technology Guzman

Information and BM Ma.


Information Communications Technology
20 Communications Annabelle S. De SP Resolution on the adoption of SPMS Performance Standard
Unit
Technology Guzman

Information and BM Ma.


Information Communications Technology Resolution Adopting the Information Systems Strategy Plan of the
21 Communications Annabelle S. De
Unit Provincial Government of La Union
Technology Guzman

Annexes Form D: Legislative Agenda | 273


SUPPORT EXEC
PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON LEAD EXECUTIVE OFFICE OFFICES/NATIONAL
LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

Information and BM Ma.


Information Communications Technology Resolution on Continuous Roll out of the System Procurement
22 Communications Annabelle S. De
Unit Training
Technology Guzman

Information and BM Ma.


Information Communications Technology Resolution enjoining the LGUs to Use the FindJobs Portal as the
23 Communications Annabelle S. De
Unit Official Job portal of the Province of La Union
Technology Guzman

Information and BM Ma.


Information Communications Technology Resolution encouraging LGUs to Draft Local Ordinance for their
24 Communications Annabelle S. De
Unit official website
Technology Guzman

BM Jennifer
Laws, Rules and
25 Mosuela- PLO, Treasurer's office Ordinance Providing for the Guidelines in the Issuance of POVR
Privileges
Fernadez

BM Jennifer
Laws, Rules and
26 Mosuela- PLO, SP Updating the Code of General Ordinances
Privileges
Fernadez

274 | Annexes Form D: Legislative Agenda


SUPPORT EXEC
PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON LEAD EXECUTIVE OFFICE OFFICES/NATIONAL
LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

BM Jennifer
Laws, Rules and Ordinance institutionalizing the guidelines in the conduct of review
27 Mosuela- PLO, SP
Privileges of ordinances originating from the Sangguniang Bayan
Fernadez

Component City and Ordinance Providing Incentives to Business Establishments Who


28 BM Henry Balbin PSWDO
Municipal Affairs Employ PWDs in their Workforce

Ordinance Re-organizing the Council Members of the Local Council


Component City and for the Protection of Children in the Province of La Union Defining its
29 BM Henry Balbin PSWDO
Municipal Affairs Powers, Duties, and Functions

BM Geraldine
30 Barangay Affairs OPG Ordinance increasing HONORARIUM OF BARANGAY OFFICIALS
Ortega

BM Geraldine
31 Barangay Affairs OPG Ordinance Amending the Lupong Tagapamayapa Award
Ortega
An Ordinance Promoting Good Governance Practices With All
BM Geraldine Barangays of the Province of La Union, Establishing The
32 Barangay Affairs SP
Ortega Empowerment And Advancement of Barangays on Local Legislation
Program and Appropriating Funds For The Purpose
Draft Provincial Ordinance Providing Barangay Officials of the
BM Geraldine
33 Barangay Affairs PHO, DHs Province of La Union Access to Free Annual Medical Check Up in All
Ortega
District Hospitals of La Union

BM Jennifer
Justice and Human Ordinance Providing for the rehabilitation of prisoners and establish
34 Mosuela- PLO, Prov. Jail, BJM
Rights reintegration programs through early intervention system
Fernandez

Annexes Form D: Legislative Agenda | 275


SUPPORT EXEC
PROPOSED RESOLUTION/ORDINANCE/
NO. LEAD SP COMMITTEE CHAIRPERSON LEAD EXECUTIVE OFFICE OFFICES/NATIONAL
LEGISLATIVE MEASURE TO BE ENACTED BY THE SP
AGENCIES/CSOS

BM Jennifer Institutionalized the Conduct of sensitivity programs on sexual


Justice and Human
35 Mosuela- OPG, VAWCI, PLO harrassment, emerging issues, gender equality, human rights, childs
Rights
Fernandez rights etc.

BM Jennifer
Justice and Human
36 Mosuela- OPG, PLO, LUPPO Institutionalized the conduct of trainings on ethics and human rights.
Rights
Fernandez

BM Jennifer
Justice and Human
37 Mosuela- La Union Provincial Jail Resolution Providing of Basic Needs for PDL
Rights
Fernandez
Resolution on Procurement of Lots for Government Use particularly
Office of Provincial Planning and for Housing, Sports Complex, Terminal Hub, Agri-Tourism Center, La
38 TBD TBD
Development Coordinator Union Culture and Arts Center and other government Infrastructure
purposes

Provincial Legal Office/ La Union


Resolution Authorizing the Governor to enter into Memorandum of
39 TBD TBD Provincial Tourism Office, Local Economic
Agreement/Contract for the Public Private Partnerships
Enterprise Investment Promotions Unit

Office of Provincial Planning and


Resolution Authorizing the Governor to sign Memorandum of
Development Coordinator, Provincial
Agreement with Local Government Units in the ARC GIS Mapping
40 TBD TBD Disaster Risk Reduction and Management
and Monitoring System Procurement and Training and its Continuous
Office, Information Communications
Roll Out
Technology Unit, Provincial Assessor

Ordinance Providing Incentives to the Responders for the Province-


Office of Provincial Planning and
41 TBD TBD wide CBMS Implementation -Survey Assistance, Processing and Roll-
Development Coordinator
out

276 | Annexes Form D: Legislative Agenda


Annexes
Annex 5: Capacity
Development
1
Agenda
Form E: Capacity Development Agenda
Financial Stability Sector
Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
Structure
Timeliness of All payrolls, employee There should be a payroll Creation of Payroll Functional Payroll OPAcc 2023 2,013,720.00 OPacc OPG, SP, OPA-
Administrative benefits, unit to handle exclusively Unit Unit All Offices HRMU
Reports and reimbursements, for concerns regarding
Delivery of honorarium, TEVs, payments through ATM
Wildly scholarship payments so that administrative
Important are disbursed and and WIG reports are fully
Goals credited through ATM complied with
thereby increasing
workload for
disbursements and
delay or
implementation of
some Administrative
and WIG reports
Timeliness and Vacancy of Accountant Filled up Accountant and Filling up of Filled up Accountant OPAcc 2023- OPAcc OPG, OPA-
Regularity of and other technical other technical positions Accountant and other and other technical 2025 HRMU
Accounts positions technical positions positions
Reconciliation

Annex 5 ELA Form E: Capacity Development Agenda | 279


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
Achieving and Some licensed Organizational staffing in Re-align the Hire LAOO II and Office of the 2024- 1,553,899.50 1,553,899.50 OPAss OPG, OPA-
Maintaining appraisers OPAss compliant with the organizational LAOO III Provincial 2025 HRMU
Production retired/resigned from mandate of Manual on staffing pattern of Assessor,
Level through the office as a result Real Property Appraisal OPAss in accordance clients, 19
increase in there is a slope in the and Assessment with the local municipal
assessment staffing pattern and Operations and the Local government code assessors
and property increase of workloads Government Code and mandate
identification other real estate laws and
using maps and policies
other
engineering
controlled
drawings
Due to retirement and There should be another Restoration of the Hire LAOO I, Hire Office of the 2024 3,864,321.06 3,864,321.06 OPAss OPG, OPA
resignations, the office unit to conduct field dissolved Property LAOO II, Hire LAOO Provincial
suffers from low output appraisal, examine Valuation and III, Hire LAOO IV, Assessor,
and monitoring Examination Unit Admin Aide III (Clerk clients, 19
capabilities on actual I), Admin Aide I municipal
ground supervisions assessors
Legally knowledgeable There should be an Train all newly hired Hire an attorney Office of the 2024 1,165,837.81 1,165,837.81 1,165,837.81 OPAss OPG, OPA-
in assessment laws and additional manpower paralegals Provincial HRMU
basic civil laws but lack who possessed the Assessor,
legal or licensed qualifications of a clients, 19
entities to represent paralegal to represent municipal
the office in a court of this office in all court assessors
law and to conduct hearings other than the
aligned laws regarding Assistant Provincial
real estate Assessor and Records
Officer for the latter to
concentrate on their
functions
Only 73% of plantilla is 90% of the plantilla is filling-up of positions filled up positions PTO
being filled out filled out
66% of the PTO hiring of new and PTO
Personnel belong to 25 highly qualified
to 45 age group employees

280 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
Competencies

Provision of Transfer of trained and Trained and competitive Promotion of Promoted Trained OPAcc 2023 OPAcc OPG, OPA-
Leadership and competent staff to staff personnel and Competitive HRMU
Management other agencies for personnel
Training as promotions and
well as professional growth
Technical
Training

Limited budget and Full attendance to Additional budget for Sufficient budget for OPAcc 2023- OPAcc PBO, OPG,
resources for trainings relevant trainings and Trainings and Trainings and 2025 OPA-HRMU
and seminars seminars Seminars or Free In- Seminars
House Trainings and
Seminars
Low percentage of the at least 6 employees (1 training from at least 6 employees Rank and File 2023 to 6 employees 6 employees 6 employees PTO DILG/DOF-
employees have per unit) shall be sent to a DILG/DOF-BLGF (1 per unit) shall be employees 2025 BLGF
undergone basic local Basic Operations on Local sent to a Basic
treasury services Treasury Services Operations on Local
training which are Treasury Services
administered by
BLGF/DILG
only one employee is at least 6 employees (1 training from at least 6 employees at least one 2023 to 2 encoders 1 encoder 1encoder PTO DOF- BLGF
capacitated formally on per unit) shall be trained DILG/DOF-BLGF (1 per unit) shall be permanent 2025 1 alternate 1 alternate
LIFT Systems formally trained formally employee per reviewer reviewer
unit
no team well- trained/capacitated training and re- well- PT/APT and 2023 to 5 Officers as 5 Officers as 5 Officers as PTO DOF- BLGF
created/capacitated to team to examine books training(refresher trained/capacitated technical 2025 team members team team
do the examination of courses after the team to examine personnel from members members
books initial) from books Revenue,
DILG/DOF-BLGF Review and
Cash Receipts
Unit
PTO personnel has no capacitated personnel in training and re- Committee (Team) of
experience in the the conduct of Public training(refresher Public Auction
conduct of public Auction courses for
auction continuity) from
DILG/DOF-BLGF

Annex 5 ELA Form E: Capacity Development Agenda | 281


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
Technical staff empowered and attendance to empowered and 2023 to
facilitating events confident trainings course/s confident 2025
related to revenue facilitators/trainors/speak designed for this facilitators/trainors/s
generation for IEC and ers endeavor as a peakers
networking do not have levelling up from the
formal trainings for conduct of customer
public speaking service trainings
There are only 3 unit equipped and eligible unit leadership/ permanently Unit Heads 2023 to 1 UH 1 UH 1 UH PTO PGLU-
heads who are heads management training appointed unit heads 2025 HR;BLGF;CSC
permanently appointed and eligibility
while the other 3 are examinations
designated
only few employees well trained employees trainings/seminars on well trained all employees 2023-
had undergone Cash especially those handling Cash Management & employees in handling cash/ 2025
Management cash/checks. AMLA handling checks
Training/AMLA (Anti- cash/checks.
Money Laundering Act)
seminar
Status quo on data and formal training seminars/trainings or formal training At least 1 per 10 personnel 10 personnel 10 personnel PTO PGLU-HR;
document review for attendance for updates refresher trainings as attended for updates Unit but all BLGF;
internal audit/controls and strengthened continuing activity and strengthened personnel from COA/DILG
controls and monitoring controls and the Treasury
monitoring Operations
Review Unit
PTO Collectors are have well-trained and seminars/trainings on well-trained and PTO staff under 2023- 5 personnel 10 personnel PTO Tax Collection
nearing retirement age capable new collectors efficient and effective capable PTO the Cash 2025 expert/s
tax collection collectors Receipts Unit

There are employees All personnel are MS Excel user All personnel are PTO staff 2023
not familiar to equipped to use MS Excel trainings are to be equipped to use MS handling
maximize MS Excel as in data management/ conducted Excel in data clerical works
tool in data organization to be aligned management/organiz (at least 2 per
management/organizat to the on-going ation to be aligned to Unit)
ion digitization of collection the on-going
and related data banking digitization of
where data downloads collection and
are readable in Excel related data banking
formats where data

282 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
downloads are
readable in Excel
formats
Few staff are capable of PTO staff equipped and related PTO staff equipped Rank and File 2023 7 personnel 7 personnel 7 personnel PTO PGLU-
drafting letters, capable of writing letters, trainings/seminars/w and capable of and Officers of HR/Experts on
memos, reports, and memos, reports, and the orkshop writing letters, all Units the required
the like like memos, reports field
Management System
Timeliness of Electronic detection of The treasury and Updating of Treasury Updated Treasury Accounting 2024 OPacc ICTU, PTO
recording and paid transactions cashiering system should and Cashiering and Cashiering personnel
reporting of without Report of have a feature to detect System to include System (user of system)
financial Checks Issued (RCI) paid transactions without feature to detect paid
transactions RCI. transactions without
-tagging mechanism RCI
Automation of IFMIS Automated financial Adoption of IFMIS Functional IFMIS PGLU 2023- 300,000.00 200,000.00 200,000.00 OPacc ICTU/ BAC,
financial processes Accounting 2025 PBO, PTO,
processes- personnel OPG
Integrated (user of system)
Financial
Management
Information
System (IFMIS)
Timeliness of Lack of personnel to There should be Hire additional Centralized control Office of the 2024- 116,424.00 116,424.00 OPAss OPG, OPA
recording and handle per municipality additional personnel to personnel over the 19 Provincial 2025
reporting of outputs and services supervise the 19 Municipalities on Assessor, 19
assessment being rendered most municipal assessors in submissions of Municipalities,
transactions employees of this office terms of reports and transactions in clients
were overwhelmed due other issuances alignment of Sec. 200
to backlogs and prompt of RA 7160.
service to clients.
Employees take extra There should be a soft Scanning of all old tax Integrate the End users of 2023 OPAss OPG, OPA,
time pulling out PRF copy for old PRF and Old declarations and PRF scanned PRF and Old the ERPTS and ICTU
and Old tax tax declarations for easier TDs to the ERPTS taxpayers/clien
declarations access during traceback ts
Manual Computation of computerized/software Training for user- well-equipped in the technical staff 2023 to
Taxes enabled devices to friendly systems use of system are trained 2025
facilitate computation applications and the

Annex 5 ELA Form E: Capacity Development Agenda | 283


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
and recording of handling of financial
collection data data per
accountability
RPT Collection in the digital/e-payment will IEC to municipalities 17 municipalities will MTO/PTO 2023 to 5 6 6 PTO PTO/Electroni
municipality is still an also be an option engage to e-payment technical staff 2025 c Payment
onsite collection options Gateway
Providers
Enabling Policies
Strict Changes in policies by Uniformity of policies by Strengthening the Compliant to existing PGLU 2023- OPAcc OPG
compliance to COA, other oversight COA, other oversight linkages among rules and regulations 2025
existing rules agencies and other agencies and other oversight agencies affecting government
and regulatory bodies. regulatory bodies. and other regulatory financial transactions
regulations bodies. As a result,
affecting there is timely
government cascading of updates
financial
transactions
Biases in the Uniformity of policies by Updating thru Updated personnel All personnel in
implementation of COA, other oversight orientation/reorienta knowledge and the various
prescribed or adapted agencies and other tion training seminars performance fields of admin
policies regulatory bodies. of aligned policies compliance and technical
cascaded down
There is no existing Manual in the conduct of Training in the Manual in the Committee 2024 1 PTO BLGF
manual in the conduct public auction preparation and conduct of public (Team) on
of pubic auction conduct of public auction Public Auction
auction, including members
post monitoring
activities
Knowledge and Learnings
Automation of Best practices of other Effective and efficient Benchmarking with Adoption of the best Accounting 2023 500,000.00 OPacc OPG, OPA-
financial LGUs procurement and other LGUs that have practices of LGUs personnel HRMU
processes- payment processes functional IFMIS especially those with
Integrated functional IFMIS
Financial
Management
Information
System

284 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
Automation Best practices of other Faster processing of Benchmarking with Adoption of the best clients, OPAss, 2023 70,000.00 OPAss OPG, OPA
and innovation Provinces transactions and report other provinces with practices of other 19 municipal
on assessment generations automated process in province' system to counterparts,
transactions assessment integrate into the inline agencies
transactions. ERPTS
Bring the Some taxpayers/clients Accessibility to taxpayers Setup satellite offices Taxpayers/clients Taxpayers/ 2023- 285,000.00 OPAss
assessment are hardly able to travel from first district to in malls located in the well informed on clients 2025
services closer to the OPAss and lacks second district and on the first and second Real Property
to the the capacity to travel to eastern part of La Union.; district Taxation and
taxpayers/ and from their far flung less travel cost to assessment land laws
clients locations taxpayers
Benchmarking to other Benchmarking is training for a Guided improved business FSS 2023 to 1 1 1 FSS PGLU (HR)
LGUs with same class is prioritized as part of data format a purpose- processes Officers/Emplo 2025
not yet programmed gathering tool driven benchmarking yees

Barangay Assemblies is Strengthened partnership Equipping of pool of equipped speakers PTO/OPAss 2023 to 4 4 4 FSS/PTO/ DILG/DBM/DO
not being maximized as with barangays thru speakers and and secretariat 2023 OPAss F-BLGF
tool for data gathering Barangay Assemblies secretariat skills
and Tax IEC
Leadership
Effective and Strong team players Strong team players and Attendance to Effective and PGLU 2023- OPacc OPG, OPA-
efficient and work effectively work effectively with Leadership Training efficient Head of 2025 HRMU
leadership with employees employees to broaden more the Office and staff
strategy necessary skills
considering
output and
performance
based results
Trained, experienced, Trained, experienced, Attendance to
skilled and innovative skilled and innovative Leadership Training
leaders leaders to broaden more the
necessary skills

Annex 5 ELA Form E: Capacity Development Agenda | 285


Current State Desired State

Process
Source of
Objectives Capacity Target of Funding Requirements Owner/
Current State of Time Support/
Desired State of Capacity Development Expected Output Capacity Office
Capacity frame Technical
Intervention Development Respon-
Assistance
sible
2023 2024 2025
Excellent coaching and Excellent coaching and Attendance to
mentoring abilities mentoring abilities Leadership Training
to broaden more the
necessary skills

Conflict on the Better/smooth scheduling


schedule of unexpected of activities to avoid
activities and meetings overlapping of meetings
which may cause delay and activities
in the submission of
reports
Tendency to be always Better/smooth scheduling
working and thinking of activities to avoid
about many deadlines overlapping of meetings
causing stress, anxiety and activities
and other health risk

286 | Annex 5 ELA Form E: Capacity Development Agenda


Economic Dynamism and Competitiveness Sector
Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
Structure
Developed Absence of a Presence of Orientation of LGUs on RA Created Tourism Plantilla LGUs 2023-2025 LUPTO DOT/PPDO
Competitive permanent focal Permanent Tourism 9593 in Component LGUs
Agri-Tourism person for tourism Plantilla and Office
Sites operations in LGUs in All LGUs
Current office To have an Office possible relocation to a Conducive working space LUPTO CY 2023 5,000,000.00 LUPTO
space needs to be set up that can wider space to for staff and client friendly
upgraded to properly accommodate ALL LUPTO areas
accommodate the accommodate the Staff
different centers, walk in clients and
additional staff, additional staff
working groups and
meetings
Absence of To have a 7-days a Establishment of Tourist Operational TACs in Major LGUs 2023-2025 5,000,000.00 5,000,000.00 5,000,000.00 LUPTO, PEO DOT, TIEZA
established and week operational Assistance and Emergency Tourist Sites PGLU
functional Tourist Tourist Assistance Response Center in Major
Assistance Center Center in major Tourism Sites
in major tourist Tourism Sites/LGUs Establishment of a 24/7 Established Tourism 2023 80,000 80,000 80,000 LUPTO
sites Tourism Hotline for PGLU Hotline
and LGUs
Lack of activities, To increase leisure Tourism Product upgraded agri-tourism Agritourism 2023-2025 1,000,000 1,000,000 1,000,000 LUPTO DOT
facilities and activities in agri- Development for Agri- sites Sites
amenities tourism sites Tourism Sites and other
tourism sites
Low turn-out of 100% of Rewards and Incentives upgraded agri-tourism Agritourism 2023-2025 2,000,000 2,000,000 2,000,000 LUPTO DOT
DOT-accredited Agritourism sites Program for Agri-Tourism sites Sites
agri-tourism sites are DOT Accredited Sites
Low functionality of All Tourism Councils Strengthening of Tourism well planned tourism LGUs 2023-2025 1,000,000 1,000,000 1,000,000 LUPTO DOT
Tourism Councils in all component Councils and Organizations programs
LGUs are functional

Low average length increased length of Tour Package Development increased tourism receipts Travel and 2023-2025 1,000,000 1,000,000 1,000,000 LUPTO DOT
of stay of tourists stay of tourists Tour

Annex 5 ELA Form E: Capacity Development Agenda | 287


Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
Operators,
LGUs
Growth in There is a lack of All vacant positions 1. Approval of the proposed Filled up positions by 2023 LEEIPU December LEEIPU
Investments and manpower for the be filled up plantilla positions for 2023
Economic effective and
Enterprises efficient
implementation of
PPAs
Management
System
Lack of information Functional and 1. Improve existing systems Updated and improved LEEIPU January LEEIPU ICTU
dissemination and improved 2. Establishment of the Investment Portal and
promotion PPAs of Investment Portal Centralized Economic Data Centralized Economic Data
the LEEIPU and Centralized System System
Economic Data
System
Improved Current office To have an Office Provision of cubicles for Conducive working space LEEIPU December LEEIPU PGSO, PEO
Access to space needs to be set up that can Office space and working for staff and client friendly
Business upgraded to properly areas areas
Development accommodate the accommodate the
Services different centers, walk in clients,
additional staff, additional staff,
working groups and operation of the
board meetings different centers
assigned to LEEIPU and working groups
assigned to LEEIPU
Sustained Lack of manpower All vacant positions Approved plantilla positions filled up positions by 2023 OPAg 2023 OPAG CSC/DA
Sufficiency Level that will assist in and newly created by 2023
of Food the positions under DTP
Requirements implementation of are filled-up
PPAs
Created Regulatory & OPAg 2024 OPAG CSC/DA
Postharvest Plantilla
Positions for fisheries

288 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
Competencies
Developed Lack of training and To have technically Training and Technical Improve services in Farm Tourism 2023-2025 500,000 500,000 500,000 LUPTO, DOT, DA
Competitive technical assistance skilled manpower in Assistance to Agri-Tourism agritourism sites Stakeholders/ OPAg
Agri-Tourism to agri-tourism agritourism sites Sites site owners
Sites sites
Lack of trained Skilled pool of Competency Support improved tourism services Tourism 2023-2025 700,000 700,000 700,000 LUPTO DOT
industry workers Manpower Program for Tourism Stakeholders
Industry Workers
Management
System
Lack of marketing Capacitated LGU Assistance for Tourism Number of LGUs with LGUs 2023-2025 300,000 200,000 200,000 LUPTO DOT
and promotional Stakeholders in Branding and Digital Established Tourism Tourism
activities for agri- Promotions and Marketing Branding Campaign and Stakeholders
tourism sites and Marketing of Digital Marketing Platform
other tourism sites Tourism
Destinations, Sites,
Establishments

Active Social Media


Presence of
Tourism
Stakeholders

Active Marketing
and Branding
Activities
Establishment of Established Partnerships 500,000 500,000 500,000 LUPTO DOT
Partnerships and Networks and Networks for Tourism
for Tourism Promotions and Promotions and Marketing
Marketing
Tourism Marketing and Tourism Expos and Events 2,000,000 2,000,000 2,000,000 LUPTO DOT
Promotional Expos and Conducted and
Events participated
Tourism Marketing and Tourism Marketing 1,500,000 1,500,000 1,500,000 LUPTO DOT
Promotional Collaterals Collaterals Produced and
Circulated
Improvement of Digital Updated/Upgraded 500,000 300,000 200,000 LUPTO DOT, ICTU

Annex 5 ELA Form E: Capacity Development Agenda | 289


Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
Tourism Marketing Tourism Digital Platforms
Presence Managed
Growth in Lack of trainings on For the LEEIPU-LIPS Orientation, training and Training and workshop LEEIPU January LEEIPU DILG, PPP
Investments and the PPP policies, to have knowledge workshop on the PPP attended by the LEEIPU- Center
Economic process and and expertise in the Process and Procedures, LIPS
Enterprises guidelines PPP process Policies and Standards,
Implementing Rules and
Guidelines
Improved Lack of trainings for For the LEEIPU- 1. Training on Product Trainings, seminars and LEEIPU January LEEIPU DTI
Access to product LEDS to have Development workshops on Product
Business development and expertise in product 2. Training on Marketing Development and
Development marketing development and Strategies Marketing
Services marketing
Lack of Business For the LEEIPU- 1. Training for the Business Training and workshop LEEIPU January LEEIPU DTI
Continuity Plan LEDS to have Continuity Plan attended by the LEEIPU-
expertise in LEDS
Business Continuity
Plan
Expanded Limited knowledge improve the undergo training in LEEIPU Trained in LEEIPU LEEIPU DTI
Access to on technical know workforce industrial research and industrial research and
Industry Related how competencies for development, as well as development
Trainings, program transfer of appropriate
Capacity implementation technology from DTI
Buildings and
Enhancement
and
Development
Programs
Sustained Lack of capacity Trained personnel 1. Training of the Fisheries 4 Personnel trained OPAg 2023-2025 20,000.00 20,000.00 20,000.00 OPAg BFAR/PCG
Sufficiency Level building of assigned on the Regulatory and Law
of Food LGUs service implementation of Enforcement Program
Requirements provider PPAs especially on the conduct of
Quarantine Checkpoints
2. Trainings on performance 4 personnel trained OPAg 2023-2025 15,000.00 15,000.00 15,000.00 OPAg DA/NIA
standards of Agri-Infra
Support and Farm
Mechanization

290 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
3. Training on Trainors 2 personnel trained OPAg 2024-2025 20,000.00 20,000.00 OPAg BFAR
Training of Organic
Aquaculture
Low awareness on Gain and develop 1. Training on Basic Meat Highly-skilled personnel OPVET October 30,000.00 30,000.00 OPVET DA-NMIS and
proper meat the knowledge, and Inspection and Training on on meat safety and DA-ATI
handling, skills on Good Good Manufacturing control
processing, Manufacturing Practices
maintenance and Practices and
control importance of
proper handling,
maintenance and
control
2. Training of Trainers on Highly-skilled personnel OPVET July 30,000.00 30,000.00 OPVET DA-NMIS
Food Safety on food safety
Lack of information Increase awareness Orientation Seminar related No. of Food Safety OPVET October 53,000.00 53,000.00 OPVET LGU-LCE
dissemination that on GAD to Meat Inspection Training conducted to
would promote including topics on gender LGUs with at least 50% of
comprehensive, and development sensitivity women in attendance
gender, sensitive
policies, services
and programs
related to meat
inspection
Low adoption of High level adoption 1. Training on Artificial Highly skilled agriculture OPVET November 40,000.00 40,000.00 OPVET DA-PCC
livestock and on improved Insemination of Large extension workers
poultry livestock and Ruminants
technologies and poultry
cost effective technologies
adaptation
strategies
2. Rabbit Raising Seminar Increased number of OPVET July 29,000.00 OPVET Winning
for Women women raisers trained Supplier
3. Rabbit Meat Processing Increased number of OPVET 3rd - 4th 328,000.00 OPVET DOST
Training women raisers trained quarter
4. Basic Training on Bee Increased number of Bee Bee keepers 3rd - 4th 30,000.00 30,000.00 30,000.00 OPVET DA-ATI/NARTD
Keeping Cooperators quarter
5. Basic Training on Swine Highly skilled personnel on OPVET 3rd - 4th 30,000.00 30,000.00 OPVET DMMMSU/DA-

Annex 5 ELA Form E: Capacity Development Agenda | 291


Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
Husbandry Swine Industry quarter ATI
6. Digitalization Capability Computer Literacy of LGU PGLU 3rd - 4th 229,000.00 229,000.00 229,000.00 OPVET PGLU-ICTU
Development Barangay Officials quarter

7. Regular updates on Technical and non- OPVET June and 20,000.00 20,000.00 OPVET
quarantine procedures technical personnel December
capacitated
8. Training on Dairy Carabao Farm Workers capacitated OPVET 3rd 5,000.00 5,000.00 OPVET DA-PCC
Production quarter
9. Training on Small Farm Workers capacitated OPVET 4th 15,500.00 15,500.00 OPVET
Ruminant Production quarter
Lack of technical A graduate of Training on Crop Protection Crop Protection Specialist OPAg
staff Bachelor of Science
in Agriculture major
in Entomology
Enabling Policies
Developed Lack of policy in-place tourism LGU Assistance in Tourism Approved LGU TDP LGUs 2023-2025 100,000 100,000 100,000 LUPTO DOT
Competitive frameworks and policies and Development Planning
Agri-Tourism support systems development plans
Sites in all LGUs
Dynamic and Incentive Program for Incentive Program for LGUs 2023-2025 4,000,000 4,000,000 4,000,000 LUPTO DOT, ATOP
Proactive Tourism Tourism-Oriented LGUs
Management LGUs/LGUs with Best
Tourism Practices
Non-compliance of All TREs are DOT Mobile Accreditation Accredited TREs Tourism 2023-2025 100,000 100,000 100,000 LUPTO DOT
tourism enterprises Accredited Program Stakeholders
to established
policies and
standards
Sustained Absence of Long PDC/SP Approved Workshops on the Approved Agricultural and OPAg 2023-2025 10,000
Sufficiency Level Term Sector plan as Long Term Development of the Fisheries Modernization
of Food basis for Sector/Sub-sector Agricultural and Fisheries Plan
Requirements programming of plans Modernization Plan (AFMP)
future PPAs

292 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process Source of
Objectives Target of Funding Requirements
Current State of Desired State of Capacity Development Time Owner/ Support/
Expected Output Capacity
Capacity Capacity Intervention frame Office Technical
Development
Responsible Assistance
2023 2024 2025
Leadership
Developed lack of strong partnerships Tourism Governance Established Tourism LGUs 2023-2025 700,000 700,000 700,000 LUPTO Other LGUs
Competitive collaboration with and collaborations Partnerships Governance Partnerships Tourism Tourism Brands
Agri-Tourism private and public with other tourism Brands DOT
Sites entities for tourism entities
promotions and
development
Management System
Sustained Lack of Agricultural Established Development and Farmers and Fisherfolks OPAg 2023-2025 2,000,000 OPAg PGLU-ICTU,
Sufficiency Level Database Agricultural deployment of database for Agricultural Database OPPDC, BAC,
of Food database for farmers and fisherfolks System OPG, PBO, DA
Requirements farmers and and BFAR and
fisherfolks other
stakeholders
Logistical Support
Sustained Limited ICT soft Provision of ICT Organizational and Technically-equipped OPAG, 2023 OPAg PGLU-ICTU, DA,
Sufficiency Level and hard software, systems, technical capacitation of personnel/implementors component BFAR, CDA
of Food infrastructure to and devices for the OPAg personnel, and complete ICT LGUs, FFCAs
Requirements support agri- initiation of agri- component LGU infrastructure
digitalization for digitalization in the implementors, and
OPAg and Province Farmers/Fisherfolks
component LGUs Cooperative/Association
(FFCAs) co-operators

Annex 5 ELA Form E: Capacity Development Agenda | 293


Resilient Communities Sector
Current State Desired State

Process Source of
Objectives Capacity Development Target of Capacity Time Funding Requirements Owner/ Support/
Current State of Capacity Desired State of Capacity Expected Output
Intervention Development frame Office Technical
Responsible Assistance
2023 2024 2025
Structure
Access to Temporary PHO building conducive office space construction of new PHO New PHO building New PHO building 2023- 50,000,000.00 50,000,000.00 50,000,000.00 PHO
Affordable building constructed 2025
and Safe
Housing
Adequate Insufficient number of HR (due performing the necessary request for filling-up key filled-out key positions Technical and 2023- 120,000,000 120,000,000 120,000,000 PHO PGLU-HR
Human to unfilled positions)accountable functions of technical and positions aligned with the aligned with the UHC administra-tive 2025
Resources in performing the necessary admin positions UHC required staffing required staffing pattern staffs
for Health technical and administrative pattern
functions
Unfilled key positions Filled up key positions of Request for filling up of Functional PSWD Office 2023- 6,076,308 2,780,592 PSWDO OPA-HR,
Social Workers
responsible in the delivery of different units vacant positions 2024 DSWD, DILG
and PSWD Staffs
social welfare services
Maintained Unfilled key positions Filled up key positions of Requested for filling up of Functional ENRO Office 2023- PG-ENRO OPA-HR,
PG-ENRO
Ecological responsible in the delivery of different units vacant positions but PSB is 2024 DENR,
Technical
Integrity environmental management not yet scheduled as to PENRO
Personnel
services date
Unrefurbished PG-ENRO Office Monoblock block Office Request refurbishment of Refurbished PG-ENRO 2023- PG-ENRO PGSO
New PG-ENRO
tables and no cubicles PG-ENRO or construction Office/Bldg 2024
Office/Bldg
of new bldg
Competencies
Improved Knowledge and skills of health desired qualification capacity building of Competent PHO staff with PHO Technical 2023- 150,000,000 150,000,000 150,000,000 PHO DOH
Overall workers ;Technical competencies standard for the required technical staffs knowledge and skills Staff 2025
Health of as program managers on position; effective and
the planning, service delivery, efficient public health
Community including monitoring, workers
supervision and evaluation
Maintained Need refresher course, training, Knowledge advancement Request approval of Upgraded qualification Key technical 2023 - 500,000.00 500,000.00 500,000.00 PG-ENRO OPA-HRMU
Ecological workshops of Key Technical on environmental policies personnel capacity standard of key technical positions in 2024
Integrity Positions relative to Mines & and science-based studies enhancement thru PDC positions rendering
Geosciences, Land, related to land, air, water, environmental
Water(Coastal and Fresh) and Air coastal and marine initiatives & PPAs
Management and other resources, mine &
environmental trainings such as geosciences and climate

294 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process Source of
Objectives Capacity Development Target of Capacity Time Funding Requirements Owner/ Support/
Current State of Capacity Desired State of Capacity Expected Output
Intervention Development frame Office Technical
Responsible Assistance
2023 2024 2025
GIS, Climate Change, Biodiversity change
Management, and supervisory
trainings of supervisors.
Management System
Enhance ISO systems, processes and ISO systems, processes ISO capability building; ISO ISO systems, processes and ISO internal 2023- 50,000.00 50,000.00 50,000.00 PHO and Macro
Integrated procedures needs to be updated and procedures must be internal audit and ISO procedures updated and auditors and top 2025 PGLU Vision
Health updated and procedures both in PHO registered with ISO capacity management and Hospitals
Service communicated to create and PGLU hospitals building to internal auditors ISO procedures of
Delivery awareness (old and new ) PHO and PGLU
hospitals
Access to Various plans for health should updated GAD plan, Planning and budgeting Various plans for health PHO Technical 2023- 50,000.00 50,000.00 50,000.00 PHO DILG, DOH
Social be updated to monitor and LIPH/AOP, AIP, WFP, workshops for PHO updated to monitor and Staff 2025
Services evaluate the PPMP, etc program coordinators evaluate the
development/progress of development/progress of
strategic and operational plans strategic and operational
plans
Access to Outdated and weak Updated and strict Conduct internal audit and Existing ISO procedures Aid to Individual In 2023 No budgetary PSWDO OPA-HR
Social implementation of existing ISO implementation of ISO updated existing assessed and updated crisis Situation requirements
Services procedures procedure procedures Procedure, needed
Emergency Service
Procedure and
Day Care Service
Procedure
Maintained Need to amend the ISO QMS Institutionalized process Request amendment of Updated 3 QMS procedures PG-ENRO 2023 No fund
Ecological procedures to conform with flow and procedures in QMS procedures needed
Integrity Citizens Charter conduction environmental
services

Enabling Policies
Enhance Presence of out-dated health EOs, Resolutions adopted, workshop trainings in the Presence of updated health EOs, Resolutions 2023- 50,000.00 50,000.00 50,000.00 PHO DILG
Integrated related policies and executive disseminated and development of legislative related policies and executive 2025
Health orders; it should also be enforced orders orders; it should also be
Service adopted, disseminated and adopted, disseminated and
Delivery enforced enforced
Equitable Absence of/outdated long term PDC/SP approved long Workshop on the Approved long term and sub- 2023 No budgetary PSWDO SP
PSWDO
Access for sector plan as basis for term sector/sub sector development and approval sector plan requirements

Annex 5 ELA Form E: Capacity Development Agenda | 295


Current State Desired State

Process Source of
Objectives Capacity Development Target of Capacity Time Funding Requirements Owner/ Support/
Current State of Capacity Desired State of Capacity Expected Output
Intervention Development frame Office Technical
Responsible Assistance
2023 2024 2025
Vulnerable programming of future PPAs plans of long term sector and needed
Sectors sub-sector plan
Maintained Approval of the revised Strict implementation of Conduct of environmental Strengthened enforcement of 2023- 500,000.00 500,000.00 500,000.00 Concerned Concerned
Ecological Environmental Protection and environmental policies caravan in coordination policies thru LGU partners 2024 LGUs LGUs
LGU MENROs and
Integrity Management Code and Prov. within the territorial with MENROs of
Environmental
Ordinance No. 2021-274, an jurisdiction of La Union concerned LGUs
Management
ordinance regulating the
Coordinators,
extraction, disposition,
Barangay Officials,
utilization and processing of
CSO partners
quarry and other minerals in the
province.
Knowledge and Learning
Enhance Interoperable electronic medical interoperable and user workshop, training and live Interoperable electronic EMR, internet 2023- 500,000,000 100,000,000.00 100,000,000.00 PHO, LGUs DBM-DCI
Integrated record information system for friendly EMR run of the system medical record information connectivity and 2025
Health recording reporting and referral system with recording budget for the
Service of cases from primary care to the reporting and referral of installation and
Delivery next level of care cases from primary care to monthly
the next level of care with subscription
budgetary resources for
system sustainability
Equitable Absence/outdated data base or Established information Social Protection Survey, Updated data base of basic 2023 10,000,000.00 PSWDO ICTU, PPDO
Access for information system as basis to system for sector/sub- Rollout of CBMS to sectors, Stakeholders
PSWDO, ICTU,
Vulnerable evaluate or assess state of sector for statistics generate the needed data, information system fully
DSWD
Sectors sector/sub-sector monitoring Stakeholders Information implemented, Data base for
System social protection generated
Biodiversity -Lack of training on project Knowledge advancement Request approval of Knowledgeable technical 2023- PG-ENRO
Protected monitoring and investigation and on project monitoring and personnel capacity personnel on project PG-ENRO technical 2024
advance GIS training investigation and GIS advancement thru PDC monitoring and investigation personnel
mapping an GIS mapping
Biodiversity -Absence of GIS database system Environmental profiling Request procurement of Readily available GIS Database on 2023- PG-ENRO
Protected GIS database GIS software software environmental 2024
profiling
Leadership
Enhance Provincial Leadership for LCEs, MHOs, PHO staff governance training Provincial Leadership for LCEs, MHOs, 2023- 500,000,000 500,000,000 500,000,000 PHO, LGUs DOH, Zuellig
Integrated Governance Program and PGLU Hospitals workshop program Governance Program in place PHO staff and 2025 Family
Health with bridging leaders in PGLU Hospitals Foundation
Service public health

296 | Annex 5 ELA Form E: Capacity Development Agenda


Current State Desired State

Process Source of
Objectives Capacity Development Target of Capacity Time Funding Requirements Owner/ Support/
Current State of Capacity Desired State of Capacity Expected Output
Intervention Development frame Office Technical
Responsible Assistance
2023 2024 2025
Equitable Non functionality of local special Functional Provincial Updating/strengthening Members of different 2023 No budgetary PSWDO PPDO
Access for bodies concerning social welfare Councils and Committees different Provincial Provincial Councils and requirements
PSWDO
Vulnerable services concerning social welfare councils and committees Committees updated needed
Sectors services
Biodiversity Nee to establish partnerships Additional number of Request strengthening of Strengthened and 2023- PG-ENRO Concerned
Protected and collaboration among established/assigned LGU counterparts established MENRO 2024 LGUs
MENROs/EMCs
C/MENROs counterpart or EMC MENRO counterparts personnel of LGUs
designate
Logistical Support
Enhance Not functional office equipment functional and well regular logistics and well maintained and office equipment 2023- 500,000,000 500,000,000 500,000,000 PHO
Integrated and machineries ( computers, maintained equipment machinery maintenance functional office equipment and machineries 2025
Health laptops, printers, scanners, and machineries and machineries ( computers,
Service projectors, etc ) laptops, printers, scanners,
Delivery projectors, etc )
Access to Out-dated office equipment and Upgraded office Regular Machineries Well maintained machineries PSWDO 2023- 500,000 600,000 700,000 PSWDO GSO, ICTU
Social machineries (computers, equipment and Maintenance, Purchased and equipment 2025
Services printers, etc.) machineries of new equipment,
machineries

Biodiversity Outdated and insufficient ICTU Modernized ICT Request 1:1 ratio of ICT equipment as PG-ENRO technical 2023- PG-ENRO ICTU
Protected equipment equipment provision/procurement of to technical officers and and clerical 2024
ICT equipment clerical staff personnel

Annex 5 ELA Form E: Capacity Development Agenda | 297


Organizational Accountability and Governance Sector
Current State Desired State

Source of
Objectives Funding Requirements Process Owner/
Capacity Development Target of Capacity Support/
Current State of Capacity Desired State of Capacity Expected Output Time frame Office
Intervention Development Technical
Responsible
Assistance
2023 2024 2025
Structure
Efficient and Unfilled vacant position to All plantilla positions filled-up Filling-up of vacant permanent 100% vacant positions OPA 2023 - 2024 OPA OPA-HRMU
Innovative take on tasks to accomplish and casual positions filled-up OPPDC OPG
Organization PPAs set PLO
Absence of Technical Presence of functional TWG Formulation of TWG 1 EO organizing the March 2023
Working Group in the TWG signed
Formulation of CBHRMS
Efficient and Lack of technical know-how Improved capacity to start the Course on CBHR Program and 100% Focal Persons & CBHRMS TWG and 1st Quarter of
Innovative in setting-up CBHRMS formulation of CBHRMS Coaching Sessions with CSI TWG trained HRMU Technical 2023, 2024 &
Organization Team 2025
Small Office Space Transfer to a more spacious More office space = 1st Quarter of 200,000 PLO PEO and PGSO
office space to accommodate more staff , more CY 2023
clients especially elders and to fill clients , more delivery
up vacancies in the plantilla of basic services
Competencies
Enhanced Public Introductory knowledge on Intermediate knowledge on Design Thinking for 100% of Technical Staff Provincial 6 Week Php - - PIO
Access to Information incorporating design incorporating design thinking in Development Communication Trained Information Office Training 66,000
thinking in development development communication Training / Capitalizing on a Technical Staff Course
communication Data-Driven Public Governance
No formal training of All technical staff are equipped Strategic Communication and 100% of Technical Staff Provincial 2 Day - Php - PIO
technical staff on strategic with knowledge on strategic and Crisis Communication Planning Trained Information Office Workshop 100,000
and crisis communication crisis communication Workshop Technical Staff
Strengthen Digital Self-taught system All programmers to undergo MERN Full Stack Development 100% of Programmers ICTU Technical 14 Hours Php ICTU
Governance to development skills using formal technical training on new Training Course Trained Staff 132,000
Improve Public new programming programming approach
Service Delivery framework.
Use of different All programmers to utilize up-to- Programming Bootcamps 100% of Programmers ICTU Technical 40 Hours Php ICTU
programming framework in date programming frameworks Trained Staff 60,000
development of
information systems
Self-taught web design skills Dedicated User Experience (UX) User Experience Design 100% of UX Designers ICTU Technical 6 Months - 10 - Php - ICTU
Designers Bootcamps Trained Staff Hours a week 60,000

298 | Annex 5 ELA Form E: Capacity Development Agenda


Annexes
Annex 6: Public-
Private Partnership
1
Projects
List of PPAs for Public-Private
Partnership
LIST OF PPAs FOR PUBLIC-PRIVATE PARTNESHIP
PPAs Brief Description/
No. PPAs Office
Objective
1 Partnership with Electronic PTO Improve the financial transaction with the
Payment Gateway Providers for PGLU using the electronic payments to be
Digital Collections Payment provided by Gcash, Maya, Pisopay etc.
(Pisopay, Gcash, Maya, etc. )
2 Tourism Product Development LUPTO Tourism Site Development Project and Tour
Package Development
3 Strengthening of Tourist LUPTO Establishment of Tourist Assistance and
Assistance Services Emergency Response Center in Major
Tourism Sites. Also include establishment of
TAC (Infa and Real Property) SMC,
Department of Tourism, Tourism Promotions
Board, TIEZA
4 Tourism, Culture, and Arts LUPTO Construction of Support Infrastructure
Support Infrastructure Project to be partnered to SMC, NCCA, and
National Museum, Cultural Center of the
Philippines.
5 Tourism Branding and LUPTO Establishment of Partnerships and Networks
Destination Marketing Program for Tourism Promotions and Marketing. This
can be partner LGU, Tourism Brands, and
Stakeholders
6 Operationalized La Union OPG-LEEIPU This PPAs will be implemented based on the
Investment and Incentives La Union Investment Code Ordinance
Promotion Center (LUIIPC) enacted by the Sangguniang Panlalawigan
with the technical assistance of DTI and PPP
Center
7 Elyu Pasalubong Centers / OPG-LEEIPU 6 Pasulobong Center renovated in San Juan,
Produkto ti La Union Rosario, Luna, Bauang, San Fernando City,
and Agoo. These Pasalubong Center will
feature La Union products including OTOP
that are ready for distribution
8 Investment, Tourism and OPG-LEEIPU Target partners for this La Union Agri-
Innovation Hub / La Union Agri- Tourism Center are LUEPA, Mansonry and
Tourism Center FCCLU. This Agri-Tourism will cater agri-
tourism site and information center and
showcase La Union agricultural products
9 Clustering Approach of High OPAg Developing and sustaining the volume
Value Commodities - Promotion productions of high value crops
of production for High Value
Crops
10 Multi-Species Hatchery and OPAg This facility will provide support in input
Aquaculture Facility provision to the beneficiaries of the program

Annexes List of PPPs | 301


LIST OF PPAs FOR PUBLIC-PRIVATE PARTNESHIP
PPAs Brief Description/
No. PPAs Office
Objective
11 Integrated Transport Terminal PEO This include Pre-Feasibility Study for
(Border, Localized); Promotion Site/Location, Procurement of Lot and
of Public Utility Vehicle Construction Transport Terminal
Modernization Program
(PUVMP)
12 Sports Development Program - PEO This include Pre-Feasibility Study for
Construction of Sports Complex Site/Location, Procurement of Lot and
Construction of the Sports Complex

13 PUNLAD: Punla sa Pag-Unlad OPAg This program supports the input segment of
Program the value chain of Coffee and Cacao. This will
elevate the support in developing
commodities
14 Institutionalization of Agri- OPAg To better assist the farmer of La Union Agri-
Digitalization System Digitalization System will be established and
implemented. These include AgriRegistry
and Development of Marketplace System
15 Establishment of Digital System OPVet This will served as data system of livestock
Data Infrastructure and Internet raisers in the province and it will easily track
Provision the available livestock registered in the
information system
16 Establishment of Bulk Water PG-ENRO, The project involves the construction of a
Facility (Construction) PEO bulk water supply to augment the supply of
water, expand services to other barangays,
and to avoid depletion and preserve the
aquifer by utilizing the ground water as
source.
18 Elyunite Innovation Hub (PCCI) OPPDC An innovation hub is a physical space that
brings together researchers, creators and
innovators to nurture ideas into industry-
changing products and services for the
Province of La Union.
19 Province Wide CBMS OPPDC CBMS is an organized technology-based
Implementation (USAID system of collecting, processing, and
DEVLIVE) validating necessary disaggregated data that
may be used for planning, program
implementation and impact monitoring at
the local level while empowering
communities to participate in the process.
The OPPDC was directed to research on the
possibility of implementing the La Union
Provincial Government’s CBMS Assistance to
LGU programs identifying their necessary
needs. As a result, the Province will enter
into a MOA with LGUs; an Ordinance
providing “Incentives” to responders; and
resolution encouraging LGUs to implement
CBMS.

302 | Annexes List of PPPs


LIST OF PPAs FOR PUBLIC-PRIVATE PARTNESHIP
PPAs Brief Description/
No. PPAs Office
Objective
20 Law Library (NGAs and NGOs) PLO The establishment of Law Library /corners
from various offices or areas helps the
students or the people in the community to
have easier access to related-data studies.
21 Installation of Solar Roof Panels PGSO Solar panels are a great way to offset
at Provincial Capitol ( Alternative energy costs. In this regard, this program
Energy Providers) aims to provide alternative energy power
providers for the PGLU.

Annexes List of PPPs | 303


304 | Annexes List of PPPs
Annexes
Annex 7: List of
Participants
1
Executive-Legislative
Development Advisory Council
(ELDAC)
Composition of ELDAC as per Executive No. 44 2022

Chairperson: Governor Raphaelle Veronica Ortega-David


Provincial Governor

Co-Chairperson: Vice-Governor Mario Eduardo C. Ortega


Provincial Vice Governor

Members –Legislative Department Hon. Maria Rosario Eufrosina P. Nisce


Hon. Maria Annabelle S. De Guzman
Hon. Geraldine Joy R. Ortega
Hon. Henry B. Balbin
Hon. Gerard G. Ostrea
Hon. Cynthia Angelica M. Bacurnay
Hon. Jennifer C. Mosuela - Fernandez
Hon. Ruperto A. Rillera, Jr.
Hon. Victor I. Rivera
Hon. Rachel N. Pinzon
Hon. Pablo C. Ortega
Hon. Geraldine R. Ortega
Hon. Alyssa Kristine B. Sibuma

Members – Executive Department: Financial Stability Sector


Ms. Catherine E. Franco
Office of the Provincial Budget Officer
Atty. Albert F. Padilla
Office of the Provincial Accountant
Engr. Arnulfo A. Cacho
Office of the Provincial Assessor
Ms. Janet D. Molina
Office of the Provincial Treasurer

Economic Dynamism and Competitiveness Sector


Mr. Arthur S. Cortez, Jr.
Office of the Provincial Tourism Officer
Ms. Agnes Grace A. Cargamento
Office of the Provincial Agriculturist
Dr. Domingo Bobby C. Calub III
Office of the Provincial Veterinarian
Engr. Ressie A. Estrella
Office of the Provincial Engineer
Ms. Angela Grace C. Peralta
OPG - Local Economic Enterprise and Investment Promotion Unit

Resilient Communities Sector


Mr. Ranilo P. Ipac
Office of the Provincial Social Welfare and Development Officer

Annexes List of Participants | 307


Mr. Aureliano F. Rulloda
Office of the Provincial Disaster Risk Reduction and
Management Officer
OIC-Ms. Annalyn Rosario- Valdez, EnP
PG Environment and Natural Resources Office
Warden Rimas G. Calixto
OPG-La Union Provincial Jail
Dr. Eduardo S. Posadas, MD, MPM
Office of the Provincial Health Officer
Dr. Glenn Ernest Fonbuena, MD, FPCP, FPSG, FPSDE
La Union Medical Center
Dr. Zenserly D. Pagaduan
Bacnotan District Hospital
Dr. Mark Anthony S. Tomboc, MD, MPA
Balaoan District Hospital
Dr. Gretchen F. Aromin, MD, CFP, MPA
Caba District Hospital
Dr. Dan William Y. Dacanay II, MD, DFM
Naguilian District Hospital
Dr. Michelle D. Arellano, MD, MPH
Rosario District Hospital
PCOL Lambert Alban Suerte
La Union Police Provincial Office
Atty. Donato D. Balderas Jr.
DepEd - La Union Schools Division Office (LUSDO)

Organizational Accountability and Governance Sector


Mr. Arvin C. Camacho, MM
Office of the Provincial General Services Officer
Ms. Agnes Grace A. Cargamento
Office of the Provincial Administrator
EnP Michaela Louise T. Delfinado, MM
Office of the Provincial Planning and Development Coordinator
Atty. Dominique Jose S. Puzon
Office of the Provincial Legal Officer
Mr. Rowan Joshua E. Dimaculangan
Provincial Information Office
Mr. Donato A. Rimando, PhD
Office of the Sannguniang Panlalawigan
Ms. Zenaida S. Aspiras
OPAdmin - Human Resource Management Unit
Mr. Gerry D. Binas-o
OPG - Information and Communications Technology Unit
Engr. Ressie A. Estrella
OPG - Bids and Awards Committee Support Unit
Mr. Warden Rimas G. Calixto
OPG - Security Services Unit
Prov. Director Reggie R. Colisao
DILG-La Union Provincial Office

External Members
Renato Segundino O. Hernandez, CPA
La Union Coalition of Civil Society Organizations
Rev. Brennus H. Paragas
Multi-Sectoral Governance Council

308 | Annexes List of Participants


ELA Part I: ELA Kick-Off cum
Partnership for Goals Webinar
Via Zoom Teleconferencing
Date: September 1, 2022

LIST OF PARTICIPANTS
No. Name Offices/Agency/Organization
1 Jamie Rose Noto Mifa PGLU - OPG - ICTU
2 Abigael Balanon Sibayan PGLU/ OPA/ ASSU
3 Maeve Nalupa Zafra PIO
4 Geraldine Ramos Ortega SP
5 Lyndolf John Alto Flores OPG-IASU
6 Grissa Katrina Tolentino Campos SP
7 Denice Gia Visquera Bacani IASU
8 Francis Michael Cabo Eslava PGSO
9 Zenaida S. Aspiras OPAdmin-HRMU
10 Jane Tadina Flores OSP
11 Zenserly Difuntorum Pagaduan Bacnotan District Hospital
12 Geo Renae Estepa Flores LEEIPU
13 Loreta Ibasan Cepriaso MSGC/APSCU
14 Rhea Matilde Ballesteros OSP
15 Glenn Ernest Mangaser Fonbuena La Union Medical Centre
16 Daryl Elias Dacumos LUCATOA
17 Emilia Baldemor Panelo LUDCWA
18 Anna May Nieveras Saquing PTO
19 Norma Nisperos Tolentino La Union Sanitation Inspectors Association
(LUSIA)
20 Clarinda Hidalgo Vidamo PTO
21 Donato Dulce Balderas Jr Deped La Union Schools Division Office (LUSDO)
22 Mixico Villanueva Dulay OPG
23 Gretchen Florescaaromin Caba District Hospital
24 Jean Rose Espinueva Go PG-ENRO
25 Josefa Catherine Tayaban Bada Poro Point Management Corporation
26 Ruperto Jr. Abenoja Rillera SP
27 Rodolfo Bautista Abrio MSGC/PAFC
28 Lambert Alban Suerte La Union Police Provincial Office
29 Joseph Patrick Navarro Patricio La Union Medical Society
30 Marlon Cabugon Runas Caba District Hospital
31 Lovely Buckley Pimentel LINK
32 Cynthia Angelica Macusi Bacurnay SP
33 Julie Estioco Costales Naguilian District Hospital
34 Eduardo Vistan Regala LUATTA
35 MichaelRonquillo Lopez OSP
36 Julius Aguilar Manabat PGLU-LUPTO
37 Fraulein Serduar Salazar CCI of La Union
38 Annalyn Rosario Valdez PG-ENRO
39 Victor Ibay Rivera SP
40 Janet Domenden Molina PTO
41 Maria Dolor Queddeng Bilar Provincial Government Of La Union
42 Dominique Jose Salosagcol Puzon PLO
43 Evelyn Guerzon Obra OPAcc
44 Eduardo Sales Posadas PHO
45 Arthur Jr. Sandaga Cortez LUPTO

Annexes List of Participants | 309


No. Name Offices/Agency/Organization
46 Estrella Madrid Follosco OPG-LUPJ
47 Aureliano III F. Rulloda PDRRMO PGLU
48 Rimas Gawigawen Calixto Opg-La Union Provincial Jail
49 Kristian Ed Aloot Ramirez SP
50 Kristine Almira Bonuan Bautista OPG
51 Marionne Dumapias Guerrero PLO
52 Almira Viloria Abrazado PRC La Union Chapter
53 Zenaida Del Moral Sellem PSWDO
54 Dianne Azumbra Opinaldo Balaoan District Hospital
55 Rosemarie Glen Garcia Galban PGLU - La Union Medical Center
56 Benjie Nillusguin Rullepa La Union Federation of Parents Teachers
Association. (LUPTA)
57 Gerry Danguecan Binas-o OPG-ICTU
58 Julie Ann A Arciaga POPS
59 Nicolette May Ordoño Amon DILG La Union Provincial Office
60 Lorie Paz Fernandez Sambrano PLO
61 Elma Marie Rabulan Quinagoran SP
62 Glazel Dulay Mana-Ol PLO
63 Christine Joy Bautista Julio Sangguniang Panlalawigan
64 Gerard Galliguez Ostrea SP
65 Janette Ines Agsaulio PLO
66 Sherrene Surell Ostrea SP
67 Arvin Cabading Camacho PGSO
68 May Joy Is-Isa Martinez OPG-ICTU
69 Mark Anthony Borja Ofiaza ICTU
70 Rogust Sunio Queddeng OPG-ICTU
71 Michelle D. Arellanode Guzman Arellano Rosario District Hospital
72 Olivia Estoesta Doctolero La Union Medical Center
73 Genelen Bandiwan Nisperos PGLU
74 Glady Mae Bacurnay SP
75 Jp Roma Duque OPAg
76 Arnulfo Alcantara Cacho OPAss
77 Emille Flores Martinez PEO
78 Mark Anthony 0subido Tomboc Balaoan District Hospital
79 Ranilo Pabillonar Ipac PSWDO
80 Kim Han Piell Pasca Carmelo OPAdmin
81 Rowan Joshua Espinueva Dimaculangan PIO
82 Edgar Valdez Gamer PSWDO
83 Glo Ann Balcita Miranda PGLU - PPDO
84 Jericho Paolo Leones Zafra OPPDC-OPS
85 Jiroh Joy D. Marbella SP
86 Donato A. Rimando SP
87 Georgina Florendo Estepa-Flores LUVWI
88 Angela Grace Claro Peralta LEEIPU
89 Charito Castigo Dator OPG-LEEIPU
90 Leony Orejudos Gagni OPAg
91 Laarnie Castro Obligacion OPPDC
92 Ressie Ampo Estrella PEO/BAC
93 Donald James Gawe Philippine National Volunteer Service
Coordinating Agency
94 Xaviery Kim Mayo Camba OPGSO
95 Albert Fabro Padilla OPAcc
96 Domingo Bobby Cariaso Calub Iii OPVet
97 Maria Rosario Eufrosina Panis Nisce SP
98 Robert Lapitan Lelina PGSO
99 Jelina Mae Cayton Adriano LUPON NG MGA INDIBIDWAL NA
NANGANGALAGA NG KALIKASAN (LINK)

310 | Annexes List of Participants


No. Name Offices/Agency/Organization
100 Steven Abellera Angelo PPU
101 Bunnie Lyn Avelino Getaruelas PIO
102 Jovy Fontanilla Cabanban PGLU
103 Johnny Jr. Jubinal Gatan PGLU PGSO
104 Atty. Reynaldo Mina Mosuela OPG
105 Ms. Roshelle Mamaril, EnP. OPPDC-PPU
106 Mr. David M. Rabelas OPPDC-PPU
107 Ms. Marinette Aquino OPPDC-PPU
108 Ms. Mariel Faye M. Mina OPPDC-PPU

Annexes List of Participants | 311


ELA Part II: ELA Visioning
Workshop
Venue: Hotel Ariana, Paringao, Bauang, La Union
Date: September 16, 2022

LIST OF PARTICIPANTS
No. Name Offices/Agency/Organization
1 Governor Raphaelle Veronica Ortega-David OPG
2 Hon. Maria Eufrosina P. Nisce SPM
3 Hon. Ruperto Rillera Jr. SPM
4 Pstr. Brenus Paragas MSGC
5 Mr. Aurellano F. Rulloda PDDRMO
6 Ms. Michaela Louise T. Delfinado OPPDC
7 Ms. Sharon A. Viloria OPAG
8 Mr. Ranilo P. Ipac PSWDO
9 Mr. Arthur Cortez Jr. LUPTO
10 Ms. Angela Grace Peralta LEEIPU
11 Ms. Jessamine C. Garcinez PLO
12 Ms. Charito C. Dator LEEIPU
13 Ms. Annalyn Rosario- Valdez PG ENRO
14 Dr. Donato A. Rimando SP
15 Dr. Domingo Bobby C. Calub OPVET
16 Engr. Ressie A. Estrella PEO
17 Dr. Eduardo S. Posadas PHO
18 Ms. Lumina Padua OPVET
19 Ms. Loreta Cepriaso MSGC
20 Mr. Rowan Joshua Dimaculangan PIO
21 Atty. Albert F. Padilla OPACC
22 Ms. Catherine Franco PBO
23 Mr. Gerry Binas-o ICTU
24 Mr. Arnulfo Cacho OPASS
25 Ms. Elma Quinagoran SP
26 Ms. Judy Radaza SP
27 Mr. Julius Manabat LUPTO
28 Ms. Roshelle A. Mamaril OPPDC
29 Ms. Agnes Cargamento OPADM
30 Mr. Edmar Bacani PIO
31 Mr. Sonny Buenaventura PIO
32 Mr. Warren Casil PDRRMO
33 Ms. Edita Tamayo OPG
34 Mr. Jericho L. Zafra OPS
35 Ms. Gerimel Hernandez OPS
36 Ms. Loren Obillo OPS
37 Mr. Luh Mertola OPS

312 | Annexes List of Participants


ELA Part III: ELA Sectoral Focus
Group Discussion
Venue: Hotel Ariana, Paringao, Bauang, La Union
Date: September 20-21, 2022

LIST OF PARTICIPANTS
No. Name Offices/Agency/Organization
Hon. Raphaelle Veronica 'Rafy" Ortega-David Governor
1 Hon. Mario Eduardo C. Ortega Vice Governor
2 Hon. Victor I. Rivera SP
3 Hon. Ruperto A. Rillera, Jr. SP
4 Hon. Maria Annabelle S. De Guzman SP
5 Hon. Jennifer C. Mosuela-Fernandez SP
6 Hon. Geraldine R. Ortega SP
7 Hon. Maria Rosario Eufrosina P. Nisce SP
8 Hon. Jennifer C. Mosuela-Fernandez SP
9 Hon. Henry B. Balbin SP
10 Hon. Alyssa Kristine B. Sibuma SP
11 Hon. Cynthia Angelica M. Bacurnay SP
12 Ms. Catherine E. Franco PBO
13 Ms. Genelen Nisperos PBO
14 Ms. Jevi Chan PBO
15 Atty. Albert F. Padilla OPACC
16 Ms. Evelyn Obra OPACC
17 Engr. Arnulfo A. Cacho OPASS
18 Ms. Filma Salazar OPASS
19 Mr. William Garcia IV OPASS
20 Ms. Janet D. Molina PTO
21 Ms. Clarinda H. Vidamo PTO
22 Mr. Daryl Vincent Rivera SP
23 Mr. Michael R. Lopez SP
24 Ms. Elma Quinagoran SP
25 Mr. Arthur Cortez LUPTO
26 Mr. Julius Manabat LUPTO
27 Mr. Reymart John Tamares LUPTO
28 Mr. Randall B. Brioso AATGLU
29 Mr. Daryl E. Dacumos LUCATOA
30 Mr. Eduardo Regala LUATTA
31 Mr. Manuel G. Acosta Ibit’s Farm
32 Ms. Angela Grace Peralta OPG -LEEIPU
33 Ms. Charito C. Dator OPG -LEEIPU
34 Mr. Gee Flores OPG -LEEIPU
35 Mr. Matthew Almojuela Holcim
36 Ms. Eliza M. Maconocido PPMC
37 Ms. Josefa Catherine Y. Bada PPMC
38 Mr. Jose L. Salonim REBAP
39 Mr. Rodolfo B. Abrio PAFC
40 Engr. Ressie A. Estrella PEO
41 Engr. Emille F. Martinez PEO
42 Engr. Michael A. Manzano PEO
43 Engr. Dong Alcantara OPPDC
44 Ms. Agnes Grace A. Cargamento OPAg
45 Dr. Domingo Calub OPAg

Annexes List of Participants | 313


No. Name Offices/Agency/Organization
46 Ms. Vanessa Badua OPAg
47 Ms. Gemma N. Macusi OPAg
48 Ms. Sharon A. Viloria OPAg
49 Ms. Leony O. Gagni OPAg
50 Ms. Jane S. Llobrera OPAg
51 Ferdinand Buccat OPVet
52 Mr. Danilo Espinueva PLUVGA, Inc.
53 Ms. Diony J. Nida Goat Raiser
54 Mr. Rolando E. Rabang IFARMC
55 Mr. Oliver N. Gundran SP
56 Mr. Ranilo I. Ipac PSWDO
57 Mr. Edgar Gamer/Zenaida Zellem PSWDO
58 Ms. Roelita Asprin PSWDO
59 Mr. Felix Q. Baliclic Jr. PMKLU
60 Ms. Vilma Munar PMKLU-SFC
61 Ms. Celean B. Ortega SP
62 Dr. Eduardo S. Posadas PHO
63 Dr. Zenserly Pagaduan PGLU-BACDH
64 Anne Girlie Dulay PGLU-BACDH
65 Dr. Mark Anthony S. Tomboc, MD, MPA PGLU-BALDH
66 Diane Opinaldo PGLU-BALDH
67 Dr. Gretchen F. Aromin, MD, CFP, MPA PGLU-CDH
68 Marlon Runas PGLU-CDH
69 Dr. Dan William Dacanay PGLU-NDH
70 Julie Costales PGLU-NDH
71 Dr. Michelle D. Arellano, MD, MPH PGLU-RDH
72 Dr. Alexander Flores PGLU-RDH
73 Dr. Glenn Ernest Fonbuena LUMC
74 Kristel Gizelle A. Beñas, RN, MAN Philippine Nurse Association
75 Dr. Joseph Patrick N. Patricio LUMS
76 Ms. Norma Nisperos LUSI
77 Ms. Criselda Javier LUMA
78 Brennus H. Paragas MSGC
79 Ms. Anna Marie Brioso Phil. Red Cross
80 Mr. Aurellano F. Rulloda PDRRMO
81 Ms. Christine Paulete Navarro PDRRMO
82 Warden Rimas G. Calixto OPG-PJAIL
83 Ms. Estrella Follosco OPG-PJAIL
84 Ms. Jessa Andrada OPG-PJAIL
85 Ms. David Garcia POPS
86 PCOL Lambert Alban Suerte LUPPO
87 AOLTCOL Anthony Otinguey PNP
88 Ms. Annalyn Rosario- Valdez PG-ENRO
89 Ms. Shereal M. Catbagan PG-ENRO
90 Ms. Le Claire A. Sanglay LINK
91 Mr. Kristian Ed A. Ramirez SP
92 Ms. Laarnie C. Obligacion PSB / OPPDC
93 Atty. Donato D. Balderas Jr. DEPED-LUSDO
94 Dr. Uwian Luz Pacatpatan DEPED-LUSDO
95 Dr. Cristita G. Guerra DMMMSU-OUS
96 Atty. Jonald F. Carrera DMMMSU-OUS
97 Ms. Jo Ann Marie Ducusin DMMMSU-OUS
98 Dr. Dominga N. Lim NAP-PS
99 Ms. Joy Ann L. Gurtiza Culture and Arts Group
100 Ms. Glady Mae A. Bacurnay SP
101 Lorellie Ann Domenden Dagang OPG
102 Danica Donna Balcita Ochoco OPG

314 | Annexes List of Participants


No. Name Offices/Agency/Organization
103 Mr. Gerry Binas-o OPG-ICTU
104 Ms. Jamie Rose N. Mifa OPG-ICTU
105 Ms. Rachel S. Mallare/ Lyndolph Flores OPG-IASU
106 Denice Gia V. Bacani OPG-IASU
107 Gerardo V. Viloria BAC
108 Ms. Zenaida Aspiras OPAdmin-HRMU
109 Mr. Donato A. Rimando OSP
110 Ms. Jane T. Flores OSP
111 EnP Michaela Louise T. Delfinado OPPDC
112 EnP Darius Leo A. Cargamento OPPDC
113 Mr. Arvin C. Camacho PGSO
114 Robert L. Lelina PGSO
115 Atty. Dominique Jose S. Puzon PLO
116 Atty. Marion Guerrero PLO
117 Mr. Rowan Joshua E. Dimaculangan PIO
118 Ms. Maive N. Zafra PIO
119 Dolly Billar OPG-SSU
120 Chaplain Rene O. Tamoria NCP
121 Ms. Djuna R. Alcantara GUMIL-SFCLU
122 Engr. Reynaldo M. Sibayan LLPDCP-LU
123 Jane T. Flores, PhD LUPGEMPC
124 Atty. Eleber B. Jacla IBP-LU
125 Ms. Victoria L. Aragon OPG
126 Atty. Reynaldo M. Mosuela OPG
127 Mr. Gregor Mednel A. Panelo OPG
128 Ms. Angelita R. Gongora OPG
129 Ms. Mixico V. Dulay OPG
130 Mr. Rhoniel M. Dimaculangan OPG
131 Ms. Rocelyn Charina B. Flora DILG
132 Ms. Nicolette May O. Amon DILG
133 Ms. Rhea Ballesteros SP
134 Mr. Kim han Piell P. Carmelo OPAdmin
135 Hon. Aureo Augusto Q. Nisce OPG
136 Ms. Reggie R. Colisao DILG-PO
137 Mr. Charlie F.O. Balanon LGU Balaoan
138 Roshelle A. Mamaril OPPDC
139 David M. Rabelas OPPDC
140 Edna R. Raquedan OPPDC
141 Steven Angelo OPPDC
142 Marinette V. Aquino OPPDC
143 Loren M. Obillo OPPDC
144 Glo Ann B. MIranda OPPDC
145 Mariel Faye M. Mina OPPDC
146 Rey D. Tavares OPAdmin
147 Ernesto Callanta OPPDC
148 Wilbert Gacayan OPPDC
149 Mayer Abaya OPPDC
150 Nadz Cabrillos OPPDC
151 Arch. Archilles Lunzaga OPPDC

Annexes List of Participants | 315


ELA Part IV: Bataan Best
Practice Sharing Cum Executive
Agenda Session
Venue: Anvaya Cove, Morong, Bataan
Date: October 6-8, 2022

LIST OF PARTICIPANTS
No. Name Offices/Agency/Organization
1 Hon. Raphaelle Veronica "Rafy" Ortega-David OPG
2 Kevin Loui C. David OPG
3 Francisco Roverto A. Ortega VI OPG
4 Rhoniel M. Dimaculangan OPG-PS
5 Dr. Zenserly D. Pagaduan BCDH
6 Dr. Mark Anthony S. Tomboc BLDH
7 Dr. Gretchen F. Aromin CDH
8 EnP Annalyn R. Valdez ENRO
9 Lyndolf A. flores IASU
10 Gerry D. Binas-o ICTU
11 Angela Grace C. Peralta LEEIPU
12 Dr. Glenn Ernest M. Fonbuena LUMC
13 Rimas G. Calixto LUPJ
14 Arthur S. Cortez Jr. LUPTO
15 Dr. Dan William R. Dacanay II NDH
16 Atty. Albert F. Padilla OPACC
17 Agnes Grace A. Cargamento OPADM
18 Zenaida Aspiras OPA-HRMU
19 Sharon A. Villora OPAG
20 Engr. Arnulfo A. Cacho OPASS
21 EnP Michaela Louise T. Delfinado OPPDC
22 Mr. Jericho L. Zafra OPS
23 Dr. Domingo N. Calub OPVET
24 Catherine E. Franco PBO
25 Aureliano F. Rulloda III PDRRMO
26 Engr. Ressie G. Estrella PEO
27 Arvin C. Camacho PGSO
28 Dr. Eduardo S. Posadas PHO
29 Rowan Joshua E. Dimaculangan PIO
30 Atty. Dominique Jose S. Puzon PLO
31 Ranilo P. Ipac PSWDO
32 Janet D. Molina PTO
33 Dr. Michelle D. Arellano RDH
34 Dr. Donato A. Rimando SP
35 Shereal Catbagan PG-ENRO
36 Charito R. Dator LEEIPU
37 Estrella Follosco LUPJ
38 Julius Mangabat LUPTO
39 Dolores Villete OPACC
40 Kim Han Piell P. Carmelo OPADM
41 Leoni Gagni OPAG
42 Engr. Jandolf O. Sotto OPASS
43 Darius Leo Cargamento OPPDC

316 | Annexes List of Participants


44 Jericho Paolo Zafra OPS
45 Ferdinand Buccat OPVET
46 Genelen Nisperos PBO
47 Alvin Cruz PDRRMO
48 Engr. Michael Manzano PEO
49 Engr. Robert Lelina PGSO
50 Maeve Zafra PIO
51 Atty. Janette Agsaulio PLO
52 Edgar Gamer PSWDO
53 Clarinda Vidamo PTO
54 Dr. Jane T. Flores SP
55 Roshelle A. Mamaril OPPDC PPU
56 Roland F. Faminialagao OPPDC PPU
57 Angelica O. Estacio OPADM
58 Edna R. Raquedan OPADM
59 Danica Ochoco OPG
60 Steven Angelo OPPDC PPU
61 Marinette V. Aquino OPPDC PPU
62 Loren M. Obillo OPPDC AU
63 Glo Ann B. MIranda OPPDC AU
64 Mariel Faye M. Mina OPPDC PPU
65 Rey D. Tavares OPADM
66 Ernesto Callanta OPPDC AU
67 Eric Sarmiento OPADM

Annexes List of Participants | 317


ELA Part V: Legislative Agenda
Session
Venue: Seaview, Sangguniang Panlalawigan Building
Date: October 24-25, 2022

LIST OF PARTICIPANTS
No. Name Position
1 SPM Maria Rosario Eufrosina P. Nisce Sangguniang Panlalawigan Member
2 SPM Geraldine Joy R. Ortega Sangguniang Panlalawigan Member
3 SPM Gerard G. Ostrea Sangguniang Panlalawigan Member
4 SPM Jennifer C. Mosuela- Fernandez Sangguniang Panlalawigan Member
5 SPM Maria Annabelle S. De Guzman Sangguniang Panlalawigan Member
6 SPM Henry B. Balbin Sangguniang Panlalawigan Member
7 SPM Cynthia Angelica M. Bacurnay Sangguniang Panlalawigan Member
8 SPM Ruperto A. Rillera, Jr. Sangguniang Panlalawigan Member
9 SPM Victor I. Rivera Sangguniang Panlalawigan Member
10 SPM Pablo C. Ortega Sangguniang Panlalawigan Member
11 SPM Geraldine R. Ortega Sangguniang Panlalawigan Member
12 SPM Alyssa Kristine B. Sibuma Sangguniang Panlalawigan Member
13 Dr. Donato A. Rimando Provincial Secretary - SP Secretariat
14 Dr. Jane T. Flores Board Secretary V - SP Secretariat
15 Ms. Teodora Vivian D. Rimando SP Secretariat
16 Ms. Rhea Matilde A. Ballesteros SP Secretariat
17 Mr. Bryan G. Ronquillo SP Secretariat
18 Mr. Sylvester B. Flores SP Secretariat
19 Mr. Jiroh Joy D. Marbella SP Secretariat
20 Ms. Daphne Eden V. Obaña SP Secretariat
21 Mr. Rafael C. Mosuela SP Secretariat
22 Mr. Bryan C. Cañaveral SP Secretariat
23 Ms. Lara Geraldine D. Bacer SP Secretariat
24 Ms. Allily R. Galapon SP Secretariat
25 Mr. Jan Rei A. Sibaen SP Secretariat
26 Mr. Leonel Eric L. Lim SP Secretariat
27 Mr. Denver J. Badua Office of the Vice-Governor
28 Ms. Elma Marie R. Quinagoran Office of SPM Chary Nisce
29 Ms. Grissa Katrina T. Campos Office of SPM Joy Ortega
30 Ms. Christine Joy B. Julio Office of SPM Ostrea
31 Ms. Jona C. Sayaan Office of SPM Mosuela - Fernandez
32 Mr. Michael R. Lopez Office of SPM Pinzon
33 Ms. Delila M. Viluan Office of SPM De Guzman
34 Mr. Oliver Niño Z. Gundran Office of SPM Balbin
35 Ms. Glady Mae A. Bacurnay Office of SPM Bacurnay
36 Ms. Liahona G. Javier Office of SPM Rillera
37 Mr. Daryl Vincent R. Rivera Office of SPM Rivera
38 Ms. Celean B. Ortega Office of SPM Pablo Ortega
39 Ms. Lorie Ann F. Cacananta Office of SPM Denny Ortega
40 Mr. Kristian Ed A. Ramirez Office of SPM Sibuma
41 Ms. Loida C. Rivera Office of SPM Denny Ortega

318 | Annexes List of Participants


ELA Part VI: Executive –
Legislative Development
Advisory Council (ELDAC)
Workshop
Venue: Agora, Thunderbird Resorts, Poro, City of San Fernando La Union
Date: November 8-9, 2022

LIST OF PARTICIPANTS
No. Name OFFICES/AGENCY/ORGANIZATION
1 Gov. Raphaelle Veronica 'Rafy" Ortega-David OPG
2 Dr. Domingo Calub OPVet
3 Mr. Rhoniel M. Dimaculangan OPG
4 Ms. Danica B. Ochoco OPG
5 Ms. Loida C. Rivera SP
6 Ms. Nicolette May O. Amon DILG
7 Ms. Charina Flora DILG
8 Ms. Sharon Viloria OPAg
9 Gemma N. Macusi OPAg
10 Lorelie Ann Dagang OPG
11 Vice Gov. Mario Eduardo C. Ortega OVG
12 Hon. Pablo C. Ortega SP
13 EnP. Annalyn Rosario- Valdez PG-ENRO
14 Mr. Ranilo I. Ipac PSWDO
15 Ms. Sheree Villanueva OVG
16 Mr. Denver Badua OVG
17 Mr. Donato A. Rimando OSP
18 Ms. Jane T. Flores OSP
19 Ms. Celean B. Ortega SP
20 Hon. Henry B. Balbin SP
21 Hon. Geraldine Joy R. Ortega SP
22 Ms. Angela Grace C. Peralta LEEIPU
23 Ms. Charito Dator PESO
24 Mr. Arthur Cortez LUPTO
25 Grissa Katrina T. Campos SP
26 Oliver Nino Z. Gundran SP
27 Hon. Cynthia Angelica M. Bacurnay SP
28 Hon. Alyssa Kristine B. Sibuma SP
29 Virgilio C. Abuan, Jr. PSWDO
30 Atty. Donato D. Balderas Jr. DEPED
31 Laarnie Obligacion PSB
32 Mr. Rowan Joshua E. Dimaculangan PIO
33 Kristian Ed A. Ramirez AKBS
34 Glady Mae A. Bacurnay CAMB
35 Darlyn Joy A. Buccat PGLU-LUPTO
36 Hon. Maria Eufrosina P. Nisce SP

Annexes List of Participants | 319


37 Hon. Victor I. Rivera SP MEMBER
38 Ms. Catherine E. Franco PBO
39 Atty. Albert F. Padilla OPAcc
40 Engr. Venido Alcantara OPPDC-SPU
41 Ms. Glo Ann B. Miranda OPPDC-AU
42 EnP. Michaela Louise T. Delfinado OPPDC
43 EnP. Darius Leo Cargamento OPPDC
44 Ms. Janet D. Molina PTO
45 Engr. Arnulfo A. Cacho OPAss
46 Ms. Elma Marie R. Quinagoran SP
47 Mr. Daryl Vincent Rivera SP
48 Mr. Jandolf O. Sotto OPAss
49 Ms. Judy Ann Radaza SP
50 Ms. Cielo Murao SP
51 Ms. Clarinda H. Vidamo PTO
52 Hon. Ruperto A. Rillera SP
53 Ms. Agnes Grace A. Cargamento OPAdmin
54 Mr. Jericho Paolo Zafra OPPDC-SMU
55 Ms. Rachel S. Mallare OPG-IASU
56 Dr. Eduardo S. Posadas PHO
57 Dr. Zenserly Pagaduan BACDH
58 Dr. Mark Anthony S. Tomboc, MD, MPA BALDH
59 Dr. Gretchen F. Aromin, MD, CFP, MPA CDH
60 Dr. Dan William Dacanay NDH
61 Dr. Michelle D. Arellano, MD, MPH RDH
62 Dr. Glenn Ernest Fonbuena LUMC
63 Ms. Liahona G. Javier SP
64 Hon. Jennifer C. Mosuela- Fernandez SP
65 Atty Dominique Jose S. Puzon PLO
66 Zenaida M. Aspiras OPA-HR
67 Warden Rimas G. Calixto OPG- LUPJ
68 Mr. Celso L. Pang-ot OPG- LUPJ
69 Ms. Estrella Fullosco OPG- LUPJ
70 Ms. Jona C. Sayaan SP
71 Ms. Kristelle Maganis SP
72 Hon. Gerard G. Ostrea SP
73 Hon. Maria Annabelle S. De Guzman SP
74 Mr. Aurellano F. Rulloda PDRRMO
75 Mr. Alvin Cruz PDRRMO
76 PCOL Lambert Alban Suerte PNP- LUPPO
77 Ms. Julie Ann Arciaga POPS SECRETARIAT
78 Mr. Gerry Binas-o OPG- ICTU
79 Engr. Ressie A. Estrella PEO
80 Mr. Arvin C. Camacho PGSO
81 Ms. Christine Joy B. Julio SP
82 Ms. Delila M. Viluan SP
83 Ms. Maria Dolor Q. Bilar SSU
84 PLtCol Anthony Otinquey PNP- LUPPO
85 EnP. Roshelle A. Mamaril OPPDC-PPU
86 Mr. David M. Rabelas OPPDC-PPU
87 Ms. Marinette V. Aquino OPPDC-PPU
88 Mr. Roland F. Faminialagao OPPDC-PPU
89 Ms. Mariel Faye Mina OPPDC-PPU
90 Mr. Steven A. Angelo OPPDC-PPU

320 | Annexes List of Participants


91 Mr. Ernesto Callanta OPPDC-AU
92 Ms. Loren M. Obillo OPS
93 Ms. Edna R. Raquedan OPAdmin
94 Dr. Jane T. Flores SP
95 Ms. Rhea Matilde A. Ballesteros SP
96 Mr. Jiroh Joy Marbella SP
97 Arch. Achilles M. Lunzaga OPPDC-SPU
98 Mr. Mayer P. Abaya OPPDC-AU
99 Mr. Gino Justin Gacad OPPDC-AU
100 Mr. Rex Libadia ICTU
101 Mr. Jason Ducusin ICTU
102 Ms. Melda Pocsidio OPPDC-AU
103 Ms. Kimberly Alicna OPPDC-AU

Annexes List of Participants | 321


322 | Annexes List of Participants
Annexes
Annex 8: Photo
Documentation
1
Annexes Photo Documentation | 325
326 | Annexes Photo Documentation
Annexes Photo Documentation | 327
328 | Annexes Photo Documentation
Annexes Photo Documentation | 329
330 | Annexes Photo Documentation
CY 2023-2025 EXECUTIVE-LEGISLATIVE AGENDA (ELA)
PROVINCIAL GOVERNMENT OF LA UNION
Provincial Capitol Building, City of San Fernando,
La Union 2500

launion.gov.ph

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