Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
The document discusses strategies to ensure people-centered, clean, and efficient governance in the region. It outlines programs that were implemented to assess frontline services, enhance transparency, ensure public participation, and improve government procurement. Challenges discussed include longer processing times, weak implementation of anti-red tape laws, and poor access to online government information. Priority strategies proposed to address these include strict enforcement of anti-red tape laws, competency-based hiring, continuing training of government workers, monitoring performance of local governments, and strengthening crime prevention. The legislative agenda suggests establishing a Professional Regulation Commission office, reviewing procurement laws, and streamlining government transactions.
The document summarizes the Regional Development Plan (RDP) for SOCCSKSARGEN Region for 2017-2022. The RDP was crafted through a participatory process to translate the national development goals into specific strategies to guide the region's development, focusing on the pillars of Malasakit, Pagbabago, and Patuloy na Pag-unlad. It serves as the blueprint to achieve inclusive growth, poverty reduction, and the fulfillment of AmBisyon Natin 2040. The Regional Development Council expresses gratitude for all who contributed to the completion of this plan to promote prosperity in the region.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
The document discusses strategies to ensure people-centered, clean, and efficient governance in the region. It outlines programs that were implemented to assess frontline services, enhance transparency, ensure public participation, and improve government procurement. Challenges discussed include longer processing times, weak implementation of anti-red tape laws, and poor access to online government information. Priority strategies proposed to address these include strict enforcement of anti-red tape laws, competency-based hiring, continuing training of government workers, monitoring performance of local governments, and strengthening crime prevention. The legislative agenda suggests establishing a Professional Regulation Commission office, reviewing procurement laws, and streamlining government transactions.
The document summarizes the Regional Development Plan (RDP) for SOCCSKSARGEN Region for 2017-2022. The RDP was crafted through a participatory process to translate the national development goals into specific strategies to guide the region's development, focusing on the pillars of Malasakit, Pagbabago, and Patuloy na Pag-unlad. It serves as the blueprint to achieve inclusive growth, poverty reduction, and the fulfillment of AmBisyon Natin 2040. The Regional Development Council expresses gratitude for all who contributed to the completion of this plan to promote prosperity in the region.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
This document discusses mainstreaming gender and development (GAD) budgeting in the Comprehensive Development Plan (CDP) at the local government unit (LGU) level in the Philippines. It provides the legal basis which mandates that 5% of agency/LGU budgets be allocated to GAD plans and programs. A GAD plan is a set of gender-responsive services, programs and projects carried out over time, while a GAD budget is 5% of the annual budget intended for such plans/projects. The 5% GAD budget can fund activities like gender trainings, advocacy events, and facilities that support women's needs.
This document discusses gender mainstreaming and strategies for effectively mainstreaming gender and development (GAD) in local plans. It defines GAD mainstreaming as a process and strategy that makes women's and men's concerns integral dimensions of all policies and programs. The key points made are:
1) Gender mainstreaming is a strategy for pursuing gender equality and women's empowerment across all sectors and levels.
2) It involves assessing policies, programs and projects for their impacts on women and men.
3) Mainstreaming a gender perspective transforms organizations from being gender-blind to gender-responsive.
The document summarizes recommendations from an online meeting organized by the Sustainable Development Policy Institute on combating COVID-19 in Pakistan. Key recommendations included: 1) political parties need unity and federal/provincial coordination; 2) priorities should be saving lives over the economy; 3) a communication strategy is needed using media in local languages to raise awareness; and 4) measures like social distancing, screening, and preparing volunteers are necessary to contain the virus's spread.
Philippine Development Plan oral report (madayag, laarni grace f.)LaarniGraceMadayag1
REFERENCES
Philippine Development Plan 2017-22 Abridged Version. 2017. Retrieved from http://www.neda.gov.ph/wp-content/uploads/2017/12/Abridged-PDP-2017-2022_Final.pdf
About AmBisyon Natin 2040. (n.d.). Retrieved from http://2040.neda.gov.ph/about-ambisyon-natin-2040/
- The document discusses Bhutan's national development planning, guided by its Gross National Happiness policy. It outlines key aspects of Bhutan's population, economy, poverty reduction efforts, governance, education, and health. It also summarizes an agriculture project funded by IFAD that aimed to improve livelihoods and reduce poverty in eastern Bhutan. The project helped increase production, income, and access to services but capacity for value addition and enterprise remains limited.
The document discusses Philippine laws and policies related to promoting gender equality and empowering women, including the Women in Development and Nation-Building Act, Magna Carta of Women, and Responsible Parenthood and Reproductive Health Act. It also outlines the Philippine Plan for Gender-Responsive Development's objectives of eliminating gender bias in education, upgrading education system efficiency, ensuring equitable access for women, and raising awareness of women's issues. While the government has increased funding for its Gender and Development budget over time, compliance with allocating funds has remained low and there is no mechanism to actively promote compliance.
The document discusses economic planning in Bangladesh. It defines economic planning as the conscious selection of economic priorities and activities by a public authority to achieve targets within a specified time period. Economic planning in Bangladesh is necessary for development, proper resource utilization, increasing national income, improving living standards, reducing inequality, and establishing new industries. Plans can be short-term (under 1 year), mid-term (5 years), or long-term (10-25 years). The document also discusses Vision 2021, which outlines 8 goals for Bangladesh to become a middle-income country by that year, including becoming a true democracy, equitable society, and integrated in the global economy.
The Kenya Vision 2030 is Kenya's new long-term development plan covering 2008 to 2030. It aims to transform Kenya into a middle-income country providing a high quality of life. The Vision was developed through extensive stakeholder consultations to understand development challenges and strategies. It is based on three pillars: economic, social, and political. The economic pillar aims for 10% annual GDP growth. The social pillar pursues equitable social development. The political pillar goals are democratic governance and human rights.
The document discusses visions and missions for public higher education in the Philippines from 2017-2022. It provides context by outlining preceding visions at the national level from development plans as well as for higher education. The key proposed vision presented is for state universities and colleges (SUCs) to be national instruments for poverty reduction, holistic human development, and generation of new knowledge and innovative technologies that translate to balanced and self-sustaining engines of inclusive growth. The corresponding proposed mission is for SUCs to educate professionals, generate new knowledge and technologies that translate to innovations, and extend knowledge to address societal problems and inform policy. The document also outlines visions for other higher education bodies like the Commission on Higher Education, private institutions, and
This document provides an overview of gender budgeting. It defines gender budgeting as assessing budgets through a gender lens to promote gender equality. The document outlines the history and evolution of gender budgeting in India. It describes the advantages of gender budgeting and key actors. Steps in the gender budgeting process include situation analysis, assessment of policies, budget allocation, monitoring, and impact assessment. The document also discusses gender auditing, responsive budgeting, and examples of gender budgeting initiatives in various sectors and governments.
The scheme is implemented by local Panchayati Raj institutions at the district, block, and village levels, with resources allocated based on poverty ratios, rural population, and SC/ST population indices.
PIND’s economic development projects supports rural farmers in several sectors though private sector development, linkages to best practices, finance, technology, ICT, WASH and vocation
Evaluating poverty reduction strategy paper a civil society perspectiveNazeer Mahar
This document provides an analysis of Pakistan's Poverty Reduction Strategy Paper (PRSP) from a civil society perspective. It discusses the genesis of the PRSP process, noting that PRSPs were introduced by the IMF and World Bank in 1999 to link debt relief to poverty reduction. The document outlines key principles of the PRSP approach such as country ownership and participation. It then discusses Pakistan's PRSP process, noting the interim PRSP in 2001 and final PRSP in 2003. The document argues that Pakistan's PRSP lacks a rights-based approach and consumer protection framework. It also notes limited civil society participation and lack of focus on key issues like health and governance.
This document summarizes UNDP's integrated 2012-2016 country programme for The Gambia. The programme focuses on three main areas: Democratic Governance, Inclusive Growth, and Energy and Environment. It aims to enhance the capacities of institutions for economic management and governance to promote inclusive growth, as well as enhance sustainable livelihoods for disadvantaged groups through income diversification and better environmental management. Specific projects under Inclusive Growth focus on pro-poor policy and planning, strengthening statistical capacity, supporting youth employment in agriculture, and establishing an entrepreneurship program. Projects under Democratic Governance include strengthening governance institutions and facilitating civil service reform. Activities under Sustainable Development include formulating a climate-resilient development strategy, promoting sustainable resource
Kenya has had long term development plans since independence to guide planning and investment. The current plan is Vision 2030, which aims to transform Kenya into a middle-income country by 2030. It has three pillars: economic, social, and political. Progress has been made in achieving the goals under each pillar, such as GDP growth in priority sectors and increased access to education, health care, and water. However, challenges remain like inadequate infrastructure hindering sectors like tourism, and shortages of resources and skilled workers limiting progress. Overall the document analyzes the goals, achievements and ongoing challenges of implementing Kenya's long-term development plan, Vision 2030.
Infrastructure a critical public policy issue that faces the kenyan nation ...Beatrice Amollo
This paper focuses on infrastructure as one of Kenya's most critical issues, as it impacts social and economic progress. Infrastructure development is needed to attract private investment and spur economic growth, but Kenya's infrastructure investment levels are far below what is required. Some key infrastructure challenges Kenya faces include inadequate electricity, roads, ports, schools and hospitals. To address these issues, Kenya must increase infrastructure funding, pursue public-private partnerships, and develop practical policies that encourage cooperation across all sectors of society.
The document discusses rural employment schemes in India, including the Swarnjayanti Gram Swarozgar Yojana (SGSY) and the National Rural Livelihoods Mission (NRLM). SGSY was launched in 1999 to provide self-employment opportunities to rural poor through skills training and marketing support. It was restructured and renamed as NRLM in 2010 to implement the scheme in a mission mode. NRLM aims to cover all rural poor families through self-help groups and federations, provide financial inclusion, livelihood skills, and wage employment opportunities. It is implemented through national, state, district, block and sub-block level units.
The Caribbean Policy Research Institute (CaPRI) is a nonprofit think tank based in Jamaica that conducts research and policy analysis to inform decision-making across a range of economic and social issues in Jamaica and the wider Caribbean region. CaPRI's mission is to provide impartial, evidence-based research and analysis to policymakers, citizens, and other stakeholders to support more informed public policy debates and decisions. It focuses on key thematic areas like social issues, economics, energy, and governance. CaPRI disseminates its findings through reports, briefs, and advocacy efforts aimed at influencing public policy.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
This document discusses mainstreaming gender and development (GAD) budgeting in the Comprehensive Development Plan (CDP) at the local government unit (LGU) level in the Philippines. It provides the legal basis which mandates that 5% of agency/LGU budgets be allocated to GAD plans and programs. A GAD plan is a set of gender-responsive services, programs and projects carried out over time, while a GAD budget is 5% of the annual budget intended for such plans/projects. The 5% GAD budget can fund activities like gender trainings, advocacy events, and facilities that support women's needs.
This document discusses gender mainstreaming and strategies for effectively mainstreaming gender and development (GAD) in local plans. It defines GAD mainstreaming as a process and strategy that makes women's and men's concerns integral dimensions of all policies and programs. The key points made are:
1) Gender mainstreaming is a strategy for pursuing gender equality and women's empowerment across all sectors and levels.
2) It involves assessing policies, programs and projects for their impacts on women and men.
3) Mainstreaming a gender perspective transforms organizations from being gender-blind to gender-responsive.
The document summarizes recommendations from an online meeting organized by the Sustainable Development Policy Institute on combating COVID-19 in Pakistan. Key recommendations included: 1) political parties need unity and federal/provincial coordination; 2) priorities should be saving lives over the economy; 3) a communication strategy is needed using media in local languages to raise awareness; and 4) measures like social distancing, screening, and preparing volunteers are necessary to contain the virus's spread.
Philippine Development Plan oral report (madayag, laarni grace f.)LaarniGraceMadayag1
REFERENCES
Philippine Development Plan 2017-22 Abridged Version. 2017. Retrieved from http://www.neda.gov.ph/wp-content/uploads/2017/12/Abridged-PDP-2017-2022_Final.pdf
About AmBisyon Natin 2040. (n.d.). Retrieved from http://2040.neda.gov.ph/about-ambisyon-natin-2040/
- The document discusses Bhutan's national development planning, guided by its Gross National Happiness policy. It outlines key aspects of Bhutan's population, economy, poverty reduction efforts, governance, education, and health. It also summarizes an agriculture project funded by IFAD that aimed to improve livelihoods and reduce poverty in eastern Bhutan. The project helped increase production, income, and access to services but capacity for value addition and enterprise remains limited.
The document discusses Philippine laws and policies related to promoting gender equality and empowering women, including the Women in Development and Nation-Building Act, Magna Carta of Women, and Responsible Parenthood and Reproductive Health Act. It also outlines the Philippine Plan for Gender-Responsive Development's objectives of eliminating gender bias in education, upgrading education system efficiency, ensuring equitable access for women, and raising awareness of women's issues. While the government has increased funding for its Gender and Development budget over time, compliance with allocating funds has remained low and there is no mechanism to actively promote compliance.
The document discusses economic planning in Bangladesh. It defines economic planning as the conscious selection of economic priorities and activities by a public authority to achieve targets within a specified time period. Economic planning in Bangladesh is necessary for development, proper resource utilization, increasing national income, improving living standards, reducing inequality, and establishing new industries. Plans can be short-term (under 1 year), mid-term (5 years), or long-term (10-25 years). The document also discusses Vision 2021, which outlines 8 goals for Bangladesh to become a middle-income country by that year, including becoming a true democracy, equitable society, and integrated in the global economy.
The Kenya Vision 2030 is Kenya's new long-term development plan covering 2008 to 2030. It aims to transform Kenya into a middle-income country providing a high quality of life. The Vision was developed through extensive stakeholder consultations to understand development challenges and strategies. It is based on three pillars: economic, social, and political. The economic pillar aims for 10% annual GDP growth. The social pillar pursues equitable social development. The political pillar goals are democratic governance and human rights.
The document discusses visions and missions for public higher education in the Philippines from 2017-2022. It provides context by outlining preceding visions at the national level from development plans as well as for higher education. The key proposed vision presented is for state universities and colleges (SUCs) to be national instruments for poverty reduction, holistic human development, and generation of new knowledge and innovative technologies that translate to balanced and self-sustaining engines of inclusive growth. The corresponding proposed mission is for SUCs to educate professionals, generate new knowledge and technologies that translate to innovations, and extend knowledge to address societal problems and inform policy. The document also outlines visions for other higher education bodies like the Commission on Higher Education, private institutions, and
This document provides an overview of gender budgeting. It defines gender budgeting as assessing budgets through a gender lens to promote gender equality. The document outlines the history and evolution of gender budgeting in India. It describes the advantages of gender budgeting and key actors. Steps in the gender budgeting process include situation analysis, assessment of policies, budget allocation, monitoring, and impact assessment. The document also discusses gender auditing, responsive budgeting, and examples of gender budgeting initiatives in various sectors and governments.
The scheme is implemented by local Panchayati Raj institutions at the district, block, and village levels, with resources allocated based on poverty ratios, rural population, and SC/ST population indices.
PIND’s economic development projects supports rural farmers in several sectors though private sector development, linkages to best practices, finance, technology, ICT, WASH and vocation
Evaluating poverty reduction strategy paper a civil society perspectiveNazeer Mahar
This document provides an analysis of Pakistan's Poverty Reduction Strategy Paper (PRSP) from a civil society perspective. It discusses the genesis of the PRSP process, noting that PRSPs were introduced by the IMF and World Bank in 1999 to link debt relief to poverty reduction. The document outlines key principles of the PRSP approach such as country ownership and participation. It then discusses Pakistan's PRSP process, noting the interim PRSP in 2001 and final PRSP in 2003. The document argues that Pakistan's PRSP lacks a rights-based approach and consumer protection framework. It also notes limited civil society participation and lack of focus on key issues like health and governance.
This document summarizes UNDP's integrated 2012-2016 country programme for The Gambia. The programme focuses on three main areas: Democratic Governance, Inclusive Growth, and Energy and Environment. It aims to enhance the capacities of institutions for economic management and governance to promote inclusive growth, as well as enhance sustainable livelihoods for disadvantaged groups through income diversification and better environmental management. Specific projects under Inclusive Growth focus on pro-poor policy and planning, strengthening statistical capacity, supporting youth employment in agriculture, and establishing an entrepreneurship program. Projects under Democratic Governance include strengthening governance institutions and facilitating civil service reform. Activities under Sustainable Development include formulating a climate-resilient development strategy, promoting sustainable resource
Kenya has had long term development plans since independence to guide planning and investment. The current plan is Vision 2030, which aims to transform Kenya into a middle-income country by 2030. It has three pillars: economic, social, and political. Progress has been made in achieving the goals under each pillar, such as GDP growth in priority sectors and increased access to education, health care, and water. However, challenges remain like inadequate infrastructure hindering sectors like tourism, and shortages of resources and skilled workers limiting progress. Overall the document analyzes the goals, achievements and ongoing challenges of implementing Kenya's long-term development plan, Vision 2030.
Infrastructure a critical public policy issue that faces the kenyan nation ...Beatrice Amollo
This paper focuses on infrastructure as one of Kenya's most critical issues, as it impacts social and economic progress. Infrastructure development is needed to attract private investment and spur economic growth, but Kenya's infrastructure investment levels are far below what is required. Some key infrastructure challenges Kenya faces include inadequate electricity, roads, ports, schools and hospitals. To address these issues, Kenya must increase infrastructure funding, pursue public-private partnerships, and develop practical policies that encourage cooperation across all sectors of society.
The document discusses rural employment schemes in India, including the Swarnjayanti Gram Swarozgar Yojana (SGSY) and the National Rural Livelihoods Mission (NRLM). SGSY was launched in 1999 to provide self-employment opportunities to rural poor through skills training and marketing support. It was restructured and renamed as NRLM in 2010 to implement the scheme in a mission mode. NRLM aims to cover all rural poor families through self-help groups and federations, provide financial inclusion, livelihood skills, and wage employment opportunities. It is implemented through national, state, district, block and sub-block level units.
The Caribbean Policy Research Institute (CaPRI) is a nonprofit think tank based in Jamaica that conducts research and policy analysis to inform decision-making across a range of economic and social issues in Jamaica and the wider Caribbean region. CaPRI's mission is to provide impartial, evidence-based research and analysis to policymakers, citizens, and other stakeholders to support more informed public policy debates and decisions. It focuses on key thematic areas like social issues, economics, energy, and governance. CaPRI disseminates its findings through reports, briefs, and advocacy efforts aimed at influencing public policy.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
This document discusses promoting Philippine culture and values in the region. It describes the cultural diversity in the region, including various indigenous groups that maintain distinct practices and value systems. It also outlines some key challenges faced by indigenous peoples, such as lack of involvement in development processes, poverty, unresolved ancestral domain claims, overlapping land tenure issues, lack of health services, outdated population data, and lack of documentation of indigenous cultures. The document proposes strategies to address these challenges, including promoting social justice, issuing ancestral domain titles, implementing laws protecting indigenous rights, and providing basic services, livelihood opportunities, and cultural documentation.
The document discusses reaching the demographic dividend in Region XII. It explains that the region has experienced a decline in population growth and a shift towards a higher percentage of working-age people compared to dependents. However, many workers are still unskilled laborers and farmers with low productivity. To optimize the demographic dividend, the region needs to invest in health, education, gender equity, and create new economic opportunities to productively employ the working-age population. The priority strategy involves integrating population management into development plans through family planning, adolescent health programs, gender equity, and legislative support for responsible parenthood. The target is to increase contraceptive use and reduce early pregnancies to transition the population to lower fertility and sustain economic growth.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
This document discusses ensuring a sound macroeconomic policy in the SOCCSKSARGEN region of the Philippines. It covers fiscal policy, monetary policy, and financial and trade policy. For fiscal policy, it notes the need for LGUs to update their real property tax assessments and broaden their local revenue bases. Monetary policy aims to ensure price stability and support growth through the regional banking system. Financial and trade policy focuses on improving access to markets and financing for MSMEs. Key challenges include outdated tax systems, lack of financial inclusion, and an uncompetitive business environment. Priority strategies involve professionalizing tax assessment, expanding access to banking, and promoting Islamic finance and MSME competitiveness.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
The document summarizes the plan implementation and monitoring process for the SOCCSKSARGEN Regional Development Plan (RDP) 2017-2022. It discusses coordination among stakeholders, monitoring efficiency and effectiveness, review and approval processes, integration with other plans, financing, and advocacy. Key aspects include using a results matrix to track targets, strengthening project monitoring committees, conducting advocacy activities, and identifying long-term priority projects to sustain momentum towards the national long-term vision of Ambisyon Natin 2040.
The Department of the Interior and Local Government (DILG) is responsible for promoting peace and order, ensuring public safety, and strengthening local government units in the Philippines. The DILG oversees local governance, disaster management, public safety, and barangay affairs. It works through various attached agencies and provides support to local government units (LGUs) through capacity building, technical assistance, and training programs. While the Local Government Code has improved local autonomy and governance, issues remain regarding unequal revenue sharing between central and local governments, the level and structure of devolved responsibilities and powers, and weak barangay governance.
Effectiveness of Public Private Partnership Strategies in Urban Crime Managem...ijtsrd
The document discusses the effectiveness of public-private partnership (PPP) strategies in managing urban crime in Kaduna South Local Government Area of Nigeria. It finds that 73% of residents are aware of PPP strategies and 41.7% agree they are effective. The most effective strategy is found to be the use of vigilante groups, while the least is job creation for ex-offenders. The study recommends establishing crime management offices in all districts and encouraging collaboration between local vigilantes and community leaders to improve PPP effectiveness in crime management.
This document summarizes accomplishments under the four thematic objectives of the CRC Thematic Chapter in the Philippines from 2010-2015. Key accomplishments include:
1) Passage of 9 laws promoting children's rights and 75% implementation of priority legislative agenda.
2) Training of over 450 judges and court personnel on children's issues. Consistency achieved in interpreting laws related to children in conflict with the law.
3) Over 97.5% implementation of programs to support children with disabilities, adolescents, and those in conflict with the law.
4) Establishment of monitoring systems and databases. Inter-agency coordination strengthened through councils and committees.
The document discusses public safety in the Philippines. It covers the key areas of public safety including law enforcement, fire safety, emergency medical services, disaster preparedness, and crime prevention. It also discusses the key stakeholders involved which include government agencies, community organizations, private sector organizations, and individuals. Several challenges to public safety in the Philippines are outlined such as natural disasters, crime, road safety issues, and resource constraints. The document also provides an overview of various policies and programs implemented by the Philippine government related to public safety.
The document discusses internal security and community policing in Malaysia, Indonesia, and Nigeria. It examines community policing models in Malaysia and Indonesia that emphasize police-community partnerships through organizations like Rukun Tetangga in Malaysia and task forces in Indonesia. The document proposes several policy options for Nigeria, including emphasizing data-driven policing, training police in community engagement, ensuring community policing forums are inclusive, and evaluating community policing programs. The goal is for Nigeria to adopt innovative community policing practices that have been successful in other countries.
This document discusses various topics related to understanding culture, society, and politics in the Philippines. It provides information on social stratification, gender inequality, laws protecting women's rights (RA 6725, Magna Carta of Women), indigenous people's rights (RA 8371), child protection (RA 7610), and government programs addressing social inequality. These programs include Conditional Cash Transfer (4Ps) to alleviate poverty through social assistance, infrastructure development through BBB, social protection programs like MCCT, free tertiary education, and rehabilitation programs for Marawi and disaster-affected communities.
The document provides an overview of the Performance Governance System (PGS) implemented in the Philippine National Police (PNP). The key points are:
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1. The document discusses various strategic planning models used by the National Economic and Development Authority (NEDA) to guide Philippine development planning, including models from 1993, 2001, and for the 2011-2016 period.
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3. The document provides examples of strategic frameworks developed by NEDA to guide areas of development planning like agribusiness, infrastructure, governance, and environmental management.
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The document discusses public safety in the Philippines. It outlines several key areas of public safety that the Philippine government addresses, including law enforcement, fire safety, emergency medical services, disaster preparedness, and crime prevention. It also discusses the various stakeholders involved in ensuring public safety, such as government agencies, community organizations, private sector organizations, and individuals. Finally, it examines some of the challenges to public safety in the Philippines, like natural disasters, crime, road safety issues, and resource constraints.
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This presentation is designed to motivate the teens to avoid illegal drugs, help them become aware of the PNP transformation program, and appreciate the law enforcement profession.
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This document provides information on several programs and activities of the Department of the Interior and Local Government (DILG) in the Philippines, including:
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2. Technical assistance provided to LGUs on tracking Millennium Development Goals (MDGs) and accessing MDG funds.
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This briefing paper summarizes discussions from a five-day training course on policing communities in fragile and conflict-affected states. The course aimed to increase knowledge and skills for policing in these environments. Five syndicates discussed challenges, lessons learned, and guiding principles. Key themes included the importance of understanding local culture, building trust with communities and local police, developing accountability mechanisms, working with non-state actors, and engaging the right community members to disseminate information. The paper provides summaries of each syndicate's presentation and proposed guiding principles for effective policing with communities in fragile and conflict-affected states.
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The 2018 Regional Development Report (RDR) of the SOCCSKSARGEN Region showcases the performance of the region during the year. It provides detailed assessment on the achievements made vis-a-vis the targets set in the Regional Development Plan (RDP) 2017-2022.
The Regional Development Report of SOCCSKSARGEN is an annual assessment of the socio-economic performance of Region XII for the year 2018. It provides comprehensive information on the region's achievements based on targets in the 2017-2022 Regional Development Plan. The report highlights the region's pursuit of inclusive growth and poverty reduction, analyzing key indicators in macro, governance, economic, social and infrastructure sectors. It identifies lagging sectors to prioritize resources and address challenges to achieve effective service delivery.
The Philippine Public Administration is greatly challenged by the recent and uninvited spread of the Corona Virus Disease (COVID-19) worldwide. Given the state of national emergency due to the COVID-19 pandemic, our government’s vision for effective and efficient delivery of services, while earnestly promoting transparency and accountability, remains unshaken. It is for this reason, that NEDA XII updated its Citizen’s Charter to ensure that the agency’s frontline services are efficiently cascaded to its regional stakeholders amid a new normal environment.
Guided by the provisions of Republic Act No. 11032, otherwise known as the “Ease of Doing Business and Efficient Government Services Delivery Act of 2018”, NEDA XII commits to strengthen its policies toward prevention of graft and corruption, and advocate simplified procedures to reduce red tape and enable a more vibrant business environment in the region.
Through this updated Citizen’s Charter, we dedicate to continually adhere to our mission and values to fulfill our commitments to regional stakeholders, and to the Nation.
Mabuhay, SOCCSKSARGEN Region! Mabuhay, Pilipinas!
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The document presents the Regional Development Plan for SOCCSKSARGEN Region for 2017-2022. It outlines the plan's goals of laying the foundation for inclusive growth, a high-trust and resilient society, and a globally competitive knowledge economy by 2022. The plan was developed through collaboration between the Regional Development Council and local stakeholders. It contains strategies across sectors like agriculture, industry, human capital development, and infrastructure to achieve the region's development targets and contribute to national development goals as outlined in the Philippine Development Plan.
- Total crime volume and crime rates decreased from 2018 to 2019 due to strengthened security measures like martial law in Mindanao. The labor force participation rate and employment rate slightly decreased while unemployment rate slightly increased.
- Agricultural production of crops like palay, corn, banana, and fisheries declined likely due to dry spells and shifting crops. Livestock inventory also declined to meet holiday demand.
- Inflation rate decreased to 2.8% in 2019 compared to 6.2% in 2018. The purchasing power of the peso and unemployment rate also slightly decreased while investments and tourism grew.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Council XII-Advisory Committee met on January 29, 2019 to discuss priority projects in SOCCSKSARGEN region. Key topics discussed included expediting the conversion of Allah Valley Community Hospital into the SOCCSKSARGEN General Hospital, improving the South Cotabato Provincial Hospital, upgrading the Sarangani Hospital, completing the Marbel-Makar Road, and prioritizing the expansion of the General Santos City International Airport. The committee also pushed for upgrading Makar Wharf to accommodate larger vessels.
This 3 sentence summary provides an overview of the key points from the socioeconomic report on the SOCCSKSARGEN region for CY 2018:
The report assessed the region's economic performance in 2018, finding improvements in production for several crops and livestock as well as employment, but declines in some crops, investments, and inflation. While crime decreased and tourism increased, critical incidents like a tax reform law and typhoon damage to irrigation systems impacted the economy. In general, the region saw mixed results with growth in some areas and declines in others compared to 2017.
This Socioeconomic Report provides a rapid assessment of the region’s performance in the Calendar Year 2018 by presenting trends of key indicators, such as production, investments, labor, tourism, prices, and critical incidents. It also presents the development outlook for the year 2019. Results are compared with the data of the previous year, 2017.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The document summarizes the 9th RDC-PSR National Convention held in General Santos City from May 22-25, 2018. About 140 private sector representatives from RDCs nationwide attended the annual gathering, which aimed to strengthen the roles of PSRs and enhance their understanding of responsibilities in the RDC. Key government officials spoke on topics like peace and security, federalism, and agriculture. Participants also visited tourism sites in the region and experienced local delicacies and culture. The RPMC recommended expediting infrastructure projects in SOCCSKSARGEN as some faced delays due to weather, funds, and permitting issues.
This document provides an introduction and overview of the SOCCSKSARGEN Regional Development Plan 2017-2022. It begins with a foreword from Philippine President Rodrigo Duterte emphasizing the importance of regional development plans in complementing the Philippine Development Plan and guiding policy and investments in the regions over the next six years. It then includes messages from NEDA Secretary Ernesto Pernia and RDC XII Chairperson Ronnel Rivera about aligning the regional plan with national goals. The document outlines the plan formulation process and provides the table of contents for the 21 chapters that make up the full regional development plan.
The 2017 Regional Development Report (RDR) of the SOCCSKSARGEN Region showcases the performance of the region during the year. It provides detailed assessment on the achievements made vis-a-vis the targets set in the Regional Development Plan (RDP) 2017-2022.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Quarterly Regional Economic Situationer (QRES) provides a rapid assessment of the region’s performance based on key indicators, such as production, investments, prices, security situation, and critical incidents, among others, that could affect economic activities. It also presents a development outlook for the succeeding two quarters.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
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3. Chapter 18 Ensuring Security, Public Order and Safety 137
Chapter 18
Ensuring Security, Public Order
and Safety
Regional security and public order are essential elements in building the founda-
tion for inclusive growth, a high trust and resilient society, and a globally compet-
itive knowledge economy. People feel safe wherever they are in the region and are
able to conduct their business, economic or social pursuits as long as they do not
violate other people’s economic, social, and cultural rights. Such a condition en-
ables the free flow of goods and services. Thus, along with peace, security-public
order-safety constitute the bedrock of the 0 to 10 point Socioeconomic Agenda
of the administration.
The Philippine National Police (PNP) is the
government’s law enforcement agency for
the prevention and control of crimes, the
maintenance of peace and order to ensure
the safety of the people. SOCCSKSARGEN
Region (XII) is constantly threatened by the
existence of CNN (Communist Party of the
Philippines/New People’s Army/National
Democratic Front of the Philippines (CPP/
NPA/NDFP), Bangsamoro Islamic Freedom
Fighters (BIFF), and other armed lawless
groups.
The Police Regional Office (PRO) XII
adopted the following strategies to ensure
a stable peace and order situation in the
region:
• Continuous full alert status within PRO
XII area of responsibility;
• Conduct of checkpoint/chokepoints as
part of the target hardening measures
to impede or stop the objectives of
criminal elements;
• Regular conduct of intelligence fusion
between the PNP and AFP;
• LGU Pikit, Kabacan and Provincial
Government with AFP and PNP
initiated the Anti-Criminality Plan and
Anti-Terrorism Plan which is being
implemented by Task Force Kabacan
and Task Force Pikit in coordination
with Provincial Peace and Order
Council (PPOC). A part of this strategy
is the implementation of the Police
Integrated Patrol System (PIPS) to
curtail threats by criminal elements and
terrorists;
• Continuous implementation of Oplan
Firewall spearheaded by the Philippine
Army’s 602nd Brigade based in
Cotabato Province;
• Continuous conduct of legal offensives
against suspects/perpetrators;
• Identification of entry route of IED
couriers;
• Implementation of Oplan Bitag
Sasakyan which is a strategy to stop
the actions of criminal elements and
recover stolen motorcycles;
• Downloading of PNP personnel from
mobile companies with attrition quota
to vulnerable Municipal Police Station
(MPS).
Through the implementation of CODE-P,
PRO XII has redefined its previous battle
cry of “to serve and protect the community”
and leveled it up into “to better serve and
protect the community” with emphasis
Assessment
4. 138 | SOCCSKSARGEN Regional Development Plan 2017-2022
Table 48: Crime Solution/Crime Clearance Efficiency, 2011-2016
Source of data: PNP/PRO XII
on crime solution and arrest of more
criminals. PRO XII reported that it was
unable to achieve the targets in terms of
crime solution efficiency and improvement
in crime clearance efficiency for the period
2014 to 2015 and cited inadequate funds
for investigation as a primary factor for the
non-attainment of targets.
BasedonPresidentialProclamationNo.461,
seriesof1994,theNationalCrimePrevention
Week is celebrated every September of
each year. The NCPW is commemorated
annually to unite all sectors of society to
stand-up, move and fight criminality. The
active involvement through the concerted
efforts of the community resulted in the
resounding success of NCPW celebration
in the SOCCSKSARGEN Region for the
period 2011-2016. The National Police
Commission (NAPOLCOM) XII initiated
and spearheaded coordination and
dissemination activities and an aggregate
total of 877 crime prevention activities was
conducted from 2011-2016 which is 373
more than the target of 504 for the six-year
period.
NAPOLCOM XII ably facilitated
coordination with DILG XII and DepEd
XII whereby all PNP territorial units
under PRO 12 visited different barangays
and school campuses in order to conduct
orientation seminars on Barangay Drug
Abuse Council (BADAC), Barangay Crime
Prevention Committee (BCPC) Drug Abuse
Resistance Education (DARE) and Student
Crime Prevention Committee (SCPC).
In 2015, Philippine Drug Enforcement
Agency (PDEA) XII seized the following
worth and quantity of illegal drugs: a)
898.876 grams of shabu with a value of
PhP6.74 million; b) 60,483.63 grams of
dried marijuana leaves worth PhP2.12
million; and 13 caps of ecstasy with a value
of PhP19,500.00. A total of 43 persons were
arrested resulting from the conduct of drug
buy-bust operations and serving of warrant
of arrest across the region.
For the objective of acquiring manpower,
logistical and capability building
requirements, the matrix below shows the
accomplishments for the previous planning
period:
Year
Crime Solution Efficiency (%) Crime Clearance Efficiency (%)
Actual Target Actual Target
2011 40.00 40.43 55 60.46
2012 40.00 43.18 55 61.55
2013 40.00 35.10 55 48.33
2014 40.00 39.09 55 54.29
2015 40.00 30.56 55 41.10
2016 40.00 41.13 55 53.63
Table 49: Crime Solution/Crime Clearance Efficiency, 2011-2016
Source of data: PNP/PRO XII
INDICATOR 2011 2012 2013 2014 2015 2016
Police-to-Population Ratio 1:785 1:766 1:787 1:750 1:773 1:727
5. Chapter 18 Ensuring Security, Public Order and Safety 139
For the period 2011-2016, critical
infrastructure were implemented. For
the construction or completion of City/
MunicipalPoliceStations(C/MPS),theTupi
MPS was completed in 2011, the Banisilan
MPS in 2012, and the Alamada MPS and
President Roxas MPS in 2013. In 2014, there
were four (4) buildings constructed namely:
Motor pool, Extension of Administrative
Regional Headquarters Building, Regional
Public Safety Battalion (RPSB) 12 Building
and President Quirino MPS. In 2015, five (5)
buildings were constructed/ rehabilitated,
namely: Kidapawan CPS, Polomolok
MPS, Tantangan MPS, Glan MPS and
Rehabilitation of President Roxas MPS.
The Bureau of Fire Protection (BFP)
XII is at the forefront of preventing and
suppressing destructive fires, investigating
the causes of fire incidents and providing
emergency medical and rescue services
to ensure public safety. Fire prevention is
best accomplished through the conduct
of inspection and emergency drill
campaigns. BFP XII pursued its mandate
of reviewing and processing of building
plans which led to the issuance of Fire
Safety Inspection Certificate (FSIC). BFP
XII has continually conducted emergency
fire drills, trainings and seminars with
government offices, private organizations,
business establishments and schools as
target participants. As of December 2016,
the existing ratio is 1:6,481. The reason for
the non-attainment of the target is that BFP
XII is dependent on the quota downloaded
by BFP National Headquarters (NHQ).
BFP XII has proposed the provision of
646 slots/quota of Fire Officer 1 (FO1) to
complete the minimum requirements for its
personnel.
• Sporadic encounters in some areas
between armed groups that trigger
evacuation and dislocation of civilians.
• Potential threat posed by terrorist
groups particularly in the urban centers.
• Need to strengthen the capability of
the security sector agencies to address
vulnerable areas.
• Presence of groups such as the Ansar
Khilafah Philippines (AKP) and
Cotabato City Cell-Maute Group that
are sympathetic to violent extremism,
like ISIS.
• Vulnerability of coastal beach resorts to
attacks.
• Vulnerability of coastal areas (the
“southern backdoor”) as entry/exit
points
• Piracy in the high seas.
• Bombing of vital installation like power
transmission towers.
Challenges
In building the public’s
sense of safety and
security
Prevalence of crimes
against person such as
murder, homicide, rape and
physical injuries
The region is confronted with the prevalence
of crimes against property such as robbery,
theft and motornapping. Among the
organized crime groups are the Kidnap for
Ransom Groups (KFRGs) and the organized
squatting in urban areas
Vulnerability to security
threats
6. 140 | SOCCSKSARGEN Regional Development Plan 2017-2022
Proliferation of illegal
drugs leading to criminal
activities
• Transporting, trading, pushing and
using of illegal drugs remains rampant.
• Pushing of illegal drugs which include
shabu, marijuana and ecstasy caps
• Most of crimes committed were related
to illegal drugs.
• Existence of narco-politics from the
regional, provincial, city, municipal and
barangay levels
• Involvement of law enforcers and
military personnel in illegal drug trade
• Involvement of lawless armed groups in
the illegal drug trade
In building the public’s
trust and confidence
towards the government’s
effort in improving peace
and order.
• Marginalized community reluctant
to participate in local public safety
and security planning (“Bottom-up”
planning).
• Uncomprehensive local public safety
and security activities could not
encourage full participation of the
community.
• Insufficient community empowerment
and mobilization activities.
• Stakeholders’ full potential in support
to sustain peace and order in their
locality are not fully tapped.
In building the public’s
trust and confidence
towards the government’s
effort in improving peace
and order.
• Marginalized community reluctant
to participate in local public safety
and security planning (“Bottom-up”
planning).
• Uncomprehensive local public safety
and security activities could not
encourage full participation of the
community.
• Insufficient community empowerment
and mobilization activities.
• Stakeholders’ full potential in support to
sustain peace and order in their locality
are not fully tapped.
Inadequate capability for
ensuring public safety
• Lack of well-equipped fire stations due
to inadequate funds.
• Absence of typical fire stations in
municipalities with newly issued fire
trucks
• Dilapidated fire stations
• Worn-out fire trucks
• Absence of Fire Sub-Station, aerial
ladder and tanker truck for cities.
• No fire trucks in two (2) clustered
municipalities of Lutayan and Magpet.
• Insufficient rescue trucks and Personal
Protective Equipment (PPE)
• Inadequate communication facilities
and groups especially in during
incidents of forest fires
• LackofcapabilityinIncidentCommand
System (ICS)
• Limited forest fire equipment especially
during El Nino in Mt. Apo and Mt.
Matutum
• No motorcycles to be utilized for
fire safety inspections in cities and
municipalities
• Increasing risks brought by natural and
man-made disasters.
• Lackoffirehydrantsinthicklypopulated
7. Chapter 18 Ensuring Security, Public Order and Safety 141
Priority Strategy
In building the public’s
sense of safety and
security
Improved crime prevention
strategy through:
• Integrated Patrol
- Checkpoint
- Beat Patrol
- Mobile Patrol
- ComparativeStatistics(COMSTAT)
activities with local stakeholders
• Aggressive serving of Arrest Warrants
and implementation of Search Warrants
• Intensified Law Enforcement
Operations
- Illegal logging campaign
- Illegal possession of firearms
- llegal gambling campaign
- Other special laws
• Strengthen PNP Firearms Regulatory
Control Program (Regulatory
Function)
• Strengthen security coverage during
major/special events, and of dignitaries/
VIPs
• Intensify PNP support role to the AFP
Internal Security Operations (ISO)
• Strengthen Customs, Intelligence,
Quarantine, Security (CIQS)
particularly in the coastal LGUs
• Safety and Security of domestic and
international tourists
• Intensified case build-up against
criminal gangs.
• Target Hardening - fortifying security
of vital installations and Target
Personalities (Security Survey, Security
Inspection, Threat Assessment)
• Detection and monitoring of criminals,
organized crime groups and threat
groups
• Recruitment and mobilization of
Informants
• Formulation of Local Anti-Criminality
Action Plan and the Peace and Order
and Public Safety Plan (POPSP)
• Intensify law enforcement operations
against cybercrime
Improved crime control
strategy through:
• Establish Police Emergency Response
System
• Enrich Standard Investigative System
and Procedures
- Utilization of available investigative
information systems (E-blotter,
E-warrant, E-rogue gallery)
- Adaptation of case management
system
Anti/Counter Illegal Drugs
Campaign through
• Supply and demand reduction of illegal
drugs through the strict enforcement of
RA 9165 (Comprehensive Dangerous
Drugs Act of 2002)
• Double Barrel Reloaded
- Operation Plan (Oplan) Tokhang
(Tuktok Hangyo)/ Taphang (Tapok
Hangyo)
areas need to be addressed (maybe
considered under infrastructure policy
design before a concrete road / drainage
system, there must be a provision for
fire hydrants)
• Absence of water impounding areas
during fire operations
8. 142 | SOCCSKSARGEN Regional Development Plan 2017-2022
- Oplan HVT (High Value Target)/
LVT (Low Value Target)
• Demand reduction campaign
- Sustain the implementation of Drug
Abuse Resistance Education (DARE)
- Conduct of symposiums and
pulong-pulong
- Institutionalize Positive Life Skills
Seminar
- Intensifyinformationdissemination
campaign on drug abuse specifically for
students and out-of-school youth
- Drug abuse awareness campaign,
etc.
• Implementation of the Mamayang
Ayaw sa Anolmalya, Mamayang Ayaw
sa Iligal na Droga (MASA MASID)
Program
- Accounting of drug surrenders
- Assessment of drug surrenderees
- Community-basedrehabilitationby
enjoining City, Municipal and Barangay
LGUs to implement sports development
program and value formation activities
for the youth.
- Treatment and rehabilitation
- After Care Projects
- Project D.U.T.E.R.T.E. (Drug
Use and Trafficking Elimination
through Rehabilitation Training and
Enforcement)
In building public’s trust
and confidence towards
the government’s effort in
improving peace and order
Enrich community
awareness and
empowerment on public
safety and security
through:
• Community-based awareness and
empowerment campaign
• School-based awareness and
empowerment campaign
Joint Government-
Community Mobilization
and Intervention Program
through:
• Organization of un-organized sectors
of the community
• Confederation and mobilization of
empowered community organizations:
- Continue operationalization of
Force Multiplier System (FMS) to aid
the regular law enforcement units to
increase vigilance and monitoring of
crimes.
• Education and Training of Force
Multipliers
• Mobilization of empowered community
Develop and maintain
community and
stakeholders support
through:
• Establish linkages with community and
stakeholders support
- Generate support from community
and stakeholdersSupport to Peace
Advocacy of socio-civic organizations
(e.g. Lions, Rotary, Kiwanis, etc.)
• Involve community and stakeholders in
“bottom-up” planning on public safety
and security.
- BarangayAnti-DrugAbuseCouncil
(BADAC), MASAMASID Program,
PNP Advisory Council, etc.
In ensuring the safety of
the people
• Strict compliance with RA 6975 in
9. Chapter 18 Ensuring Security, Public Order and Safety 143
Priority Legislative Agenda
• PNPReorganizationandModernization
Law
• BFP and BJMP Modernization Law
• Death Penalty Law
• Asset Forfeiture Law
• RA 9160 (Anti-Money Laundering Act
of 2001) to go after drug lords
• RA 4200 (Anti-Wire Tapping Law of
1965)
• Law imposing mandatory Drug
Test in National High Schools, State
Universities and Colleges (SUCs),
LGUs, RLAs, and GOCCs
• RA 10121 (PDRRM Act of 2010) by
ensuring plantilla position for local
DRRM personnel
attaining the ideal 1:2,000 fireman to
population ratio.
• Construction of typical fire stations in
municipalities with newly issued fire
trucks
• Procurement of fire trucks for clustered
municipality of Lutayan and Magpet
and other municipalities without fire
stations.
• Guarantee that response time to fire
incidents within the seven (7) minute
prescribed period.
• Construction of Fire Sub-station (1
sub-station per City Fire Station).
• Procurement of aerial ladder and tanker
truck for city fire stations.
• Upgrade Emergency Medical Service
(EMS) capability of concerned
entities such as forcible entry tools for
extrication of vehicular accidents
• Procurement of ambulance for city fire
stations and 3 selected fire stations.
• Procurement of motorcycles for city
and municipal fire stations
• Capability building for Disaster Risk
Reduction Management Councils
(DRRMCs) in emergency response and
rescue operations.
• Strengthen collaboration and
partnership of LGU-volunteer
organizations on disaster response.
• Conduct Contingency Planning on
maritime disasters and rescues, armed
conflict, airport emergency (e.g. airport
bush fires, plane crash)
• RDRRMC XII aggressively cascading to
Local DRRMOs on policy formulation,
capability building (before, during and
after assessment – Rapid Damage and
Needs Assessment (DANA), ICS, Post-
Disaster Needs Assessment (PDNA),
Pre-Disaster Risk Assessment (PDRA),
Contingency Planning, Community-
based Disaster Risk Reduction
Management (CBDRRM) Training).
• Deployment of PDNA Teams within
and outside of Region XII
• Request DILG XII for the preparedness
of LGUs in establishing the DRRM
offices
• Local DRRM officers and staff are on
temporary status or job order.
• Advocate the Core and Field Manual on
Crisis Management which was provided
by the National Security Council (NSC).
10. 144 | SOCCSKSARGEN Regional Development Plan 2017-2022
Table 50: Public Safety, Region XII, 2017-2022
Source of data: BFP XII
Targets
The table below presents the security and
safetytargetsfortheplanperiod. Thetargets
are set for firefighting, fire suppression/
investigation/medical response activities,
and sets of firefighting gears (PPEs)
procured, firefighting paraphernalia, and
forcible entry tools procured.
Indicator
Annual Plan Targets
2017 2018 2019 2020 2021 2022
Construction of typical fire station in
municipalities with newly issued fire
trucks
10 2
Repair and rehabilitation of fire
station
5 7 4 6 5 5
Repair and rehabilitation of fire trucks 5 6 12 6 5 5
Construction of Fire sub-station (1
sub-station per City Fire Station)
5
Procurement of fire trucks for
municipalities without fire stations
2 2
Procurement of aerial ladder fire truck
for city fire stations
8 5 4 4 4 4
Procurement of tanker trucks for city
fire stations
5
Procurement of ambulance for city
fire stations and 3 selected first class
municipality
8 6 4 4 4 4
Procurement of rescue truck (1 per
city fire station)
5 4 4 4 4
Procurement of motorcycle for city
and municipal fire stations
10 55
Procurement of 50 sets Personal
Protective Equipment(PPE) (Fire
Man's suit -jacket and trouser), Fire
Man's Helmet, Fire Man's Gloves, Fire
Man's Boots) @P90,000.00
100 sets of
PPE
50 50 50 50 50
5 sets of
forcible
entry tools
4 4 4 4
Procurement of Assorted Rescue
Tools and Equipment (1 set per fire
station)
14 sets 5 4 4 4 4
Procurement of Self-Contained
Breathing Apparatus (SCBA)
24 sets of
SCBA
35 sets of
SCBA & 8
portable
air
compresso
r for SCBA
refill
4 sets &
4 refill
4 sets &
4 refill
4 sets
& 4
refill
4 sets
& 4
refill
Installation/construction of antenna
tower for base radio
15 6 6
Procurement of speed guns