Ela 2023-2025
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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
v
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
vi
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
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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
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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
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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
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I
Process and
Framework
1
CHAPTER I
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.
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
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.
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.
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.
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
Guest Nights
(Tourist Arrivals)
95, 002 (as of June
2022)
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.
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.
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.
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.
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
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.
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.
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.
Table 3.1. SWOT Analysis for Goal 1 Accelerating Sustainable Revenue Generation
STRENGTHS WEAKNESSES
• 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)
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.
Objective 1.3: Efficient Collection from Economic Enterprise and Other Sources
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)
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.
Percentage of Funded Programs, Projects and Activities from the AIP 17.25% 20% PBO
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
Figure 3.4. Framework for Goal 3 Achieve Optimal and Responsible Utilization of Financial Resources
Table 3.6. Scorecard for Goal 3 Achieve Optimal and Responsible Utilization of Financial Resources
BASELINE END OF PLAN
INDICATOR OPR
2022 TARGET 2025
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
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
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
Objective 3.8.1: Strengthened Partnership with Line Agencies and Private Sectors
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
Legislative Agenda
There are 14 Proposed Legislative Measures for the Financial Stability Sector which will be pursued for
the planning period.
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,
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
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.
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
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 4.3. Legislative Agenda for Goal 1 Spur Sustainable Agri-Tourism Development
COMMITTEE
NO. LEGISLATIVE AGENDA OPR
IN-CHARGED
5 Ordinance Establishing the Tourism, Culture, and Arts Tourism SP, LUPTO, PEO
Support Infrastructure in the Province of La Union
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
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
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.
Objective 4.5.4 Expanded Access to Industry Related Trainings, Capacity Buildings and Enhancement/
Development Programs
Objective 4.5.8 Strengthened Tourism Support Services and Compliance to Established Standards
Number of Tourism Workers Trained with Filipino Brand 95 (August 2022) 150 LUPTO
of Service Excellence (this should be a PPA indicator)
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
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
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
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
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)
OPPORTUNITIES THREATS
Figure 4.4. Framework for Goal 3 Sustain Agricultural Development Through Agri-preneurship
Table 4.8. Scorecard for Goal 3 Sustain Agricultural Development Through Agri-preneurship
END OF PLAN
BASELINE
INDICATOR TARGET OPR
2022
2025
Vegetables
Spices 60 69
Pork 87 101
Rice
Irrigated 5.44
Rainfed 4.87
Corn 5.6
Fisheries 15.61
Legislative Agenda
Table 4.9 shows top priority agenda to achieve the Goal 3 Sustain Agricultural Development Through
Agri-preneurship
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,
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
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
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
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)
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
Objective 4.11.1 Reduced Travel Time, Transportation Costs, Safety and Convenience of the Riding Public
Upgrading of Unpaved Provincial 1.46% of provincial road 0.00% of provincial road PEO
Roads unpaved unpaved
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
Table 4.12. Legislative Agenda Goal 4 Accelerated Strategic Development of Disaster and Climate
Resilient Infrastructure and Comprehensive Transport System
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.
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.
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)
Figure 5.2. Framework for Goal 1 Access to Affordable and Safe Housing
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
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)
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
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
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
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)
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)
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
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
(proposed by BM PCO)
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)
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)
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
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)
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
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
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)
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
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
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)
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.
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
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.
Legislative Agenda
Table 5.23 shows the top priority agenda to achieve the Goal 8 Maintained Ecological Integrity.
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
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.
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 6.3. 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)
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
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)
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
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)
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.
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 6.11. 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)
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 6.13. 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
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.
Resilient
501 120 101 117
Communities
Organizational
Accountability and 79 1 192 130 66 79 6
Governance
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.
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.
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 ✓ ✓ ✓
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.
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
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 ✓ ✓ ✓
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 ✓ ✓ ✓
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
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) ✓
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.
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
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
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
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
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
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
BASELINE
RESULTS INDICATORS 2023 2024 2025 Source of Data
2021/ 2022
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
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)
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
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
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
Achieve Optimal and Non-operational Value for Identification of VFM subject 2 2 2 OPAcct end-users/ n/a n/a n/a
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)
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
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
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
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
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
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
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
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
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
Creation/Filling TBD TBD TBD PLO OPA-HR, SP, n/a n/a n/a
up of Plantilla PBO
Positions (Attys
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
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
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
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
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
- 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
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
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
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
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)
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
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
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
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
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
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
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
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
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
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)
(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
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
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
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
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 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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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 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
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
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-
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
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
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
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
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
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
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
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.
External Members
Renato Segundino O. Hernandez, CPA
La Union Coalition of Civil Society Organizations
Rev. Brennus H. Paragas
Multi-Sectoral Governance Council
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
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
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
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
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
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
launion.gov.ph