Group 1 - Written Report (University of the City of Manila) PDF

PAMANTASAN NG LUNGSOD NG MAYNILA University of the City of Manila Gen Luna. cor. Muralla St. Intramuros, Manila, 1002 A.Y. 2024 - 2025 WRITTEN REPORT GROUP 1 BPA 3005-1 PROGRAM ADMINISTRATION Submitted b...

PAMANTASAN NG LUNGSOD NG MAYNILA University of the City of Manila Gen Luna. cor. Muralla St. Intramuros, Manila, 1002 A.Y. 2024 - 2025 WRITTEN REPORT GROUP 1 BPA 3005-1 PROGRAM ADMINISTRATION Submitted by: CONDEZ, Mika Anne M. CRISOSTOMO, Andrei Nicole B. LURIZ, Amelia May A. OSANO, Nicolei Louielle A. REYES, Julie Ann V. VIDAD, Julianna Kelly M. Submitted to: Mr. Cristopher Malanum  TABLE OF CONTENTS WHAT IS PROGRAM ADMINISTRATION?.................................................................... 2 THE ROLE OF PROGRAM ADMINISTRATION IN......................................................... 2 PUBLIC ADMINISTRATION CHALLENGES IN PROGRAM ADMINISTRATION.........................................................4 DIFFERENCE BETWEEN PROGRAM ADMINISTRATION............................................ 5 AND PUBLIC ADMINISTRATION STRATEGIC PLANNING IN PUBLIC ADMINISTRATION..............................................7 NEEDS ASSESSMENT AND STAKEHOLDER ANALYSIS............................................... 8 SETTING GOALS OBJECTIVES AND PERFORMANCE INDICATORS...........................11 REFERENCE................................................................................................................... 15 1  WHAT IS PROGRAM ADMINISTRATION? Program administration in the public sector refers to the coordination and management of specific programs or initiatives by government agencies or organizations. This includes tasks such as planning, organizing, directing, and controlling program activities to achieve desired outcomes. Public sector program administrators are responsible for overseeing the implementation of government policies and programs, as well as ensuring effective and efficient delivery of services to the public. Term of Program Administration 1. Program Planning - Developing clear objectives, strategies, and timelines for program implementation to achieve desired outcomes. 2. Strategic Planning - The process of defining an organization's strategy, setting goals, and determining actions to achieve those goals. 3. Budgeting - The process of creating a financial plan for a program, including estimating costs, allocating resources, and monitoring expenditures. 4. Monitoring and Evaluation - The ongoing process of tracking program activities, outputs, and outcomes to assess performance and make improvements as needed. THE ROLE OF PROGRAM ADMINISTRATION IN PUBLIC ADMINISTRATION The role of program administration plays a critical role in public administration as it serves as the mechanism through which government policies are being translated or implemented through actionable programs and services for the public. As stated by Carmelo Bihasa in his book Introduction to Public Administration “The execution of government plans and Programs based on the approved public policy make up the process of public administration”. The responsibilities of program administration are essential to ensure that policies, plans, and objectives set by the government are effectively executed. 2 Here's a breakdown of the Role of Program Administration; 1. Policy Implementation - Administering programs to put laws and policies into effect. The policy lays out the legal basis of program administration, through policies, different programs are created; usually, the implementation of laws or policies is in the form of government programs. Program Design - Program administrators are responsible for designing programs that align with government policies and objectives. Program administrators identify the needs of the community or country and craft programs that can address those needs. There are no standard procedures for a program proposal and implementation. It varies from organization, agency, or state. The following are the most common parts of program design. ○ Title of the program; ○ Authors; ○ Rationale/Introduction; ○ Vision; ○ Mission; ○ Goals and objectives; ○ Legal basis; ○ Target Beneficiaries; and ○ Program details. 2. Public Service Delivery - The dissemination and implementation of the program to the public. It is managing the execution of services that governments provide. 3. Coordination with Stakeholders - Facilitate coordination and partnership among other government agencies or private entities for successful program implementation. By fostering partnerships, the government can more effectively deliver services to the public and ensure that resources are used efficiently. Successful coordination is key to delivering services to the public smoothly. 4. Compliance and Accountability - Administrators must ensure that programs comply with national laws, regulations, and ethical standards. Administrators should be bound by ethical guidelines, ensuring that they act with integrity and avoid corruption or misuse of public resources. They also have to account for the use of public funds and provide transparency through regular reporting and audits, especially through the public. 5. Monitoring and Evaluation - (performance management or evaluation) It is also their role to conduct monitoring of the performance of the programs as well as evaluate its results. This helps identify challenges, improve processes, and ensure the program achieves its intended impact. 3  CHALLENGES IN PROGRAM ADMINISTRATION 1. Resource Constraints - It is one of the most common challenges faced in program administration, the lack of sufficient resources. Public programs often operate on limited budgets, which can restrict the ability to hire enough staff, provide adequate training, purchase necessary materials, or maintain infrastructure, or in simple terms hinder its capacity to provide quality public service. 2. Complexity - Deploying government programs often requires coordination of multiple government agencies as well as collaboration with the private sector, if applicable. As more stakeholders are involved, with lots of checks/balances and layers of supervisory authority, this is usually where the level of complexity in public programs typically rises. This dynamic and complex aspect can make decision-making more lengthy, delay implementation, and make achieving program effectiveness goals more difficult. 3. Political Influence - Public programs are often subject to the political agendas of government officials, which can lead to decisions being made based on political interests rather than public needs. Political interference can result in favoritism, inefficient resource allocation, or program changes that are inconsistent with the original policy goals. 4. Accountability and Transparency - The key challenge like any government employer welfare scheme is Ensuring accountability and transparency in program administration. They are responsible for ensuring that public funds are spent wisely and programs deliver as promised. However weak forms of accountability can result in inefficiency, corruption, and poor performance. Lack of transparency and oversight also weakens public trust, making it difficult to track resource utilization 4  DIFFERENCE BETWEEN PROGRAM ADMINISTRATION AND PUBLIC ADMINISTRATION PROGRAM AD PUBLIC AD SCOPE Subset of Public Broad field of administration Administration TIME Short-lived / Long-Lived Long Lived FOCUS Specific General OBJECTIVES Serve the public 1. SCOPE Introduction of Public Administration by Carmelo Bihasa (2022) provides the scope of public administration, difference of public administration from private administration, and its peculiarities. He discussed in the book how public administration has an exceptional size. It covers the three branches of government, the national and local government, and the overall government affairs. One of the affairs of the government is the policymaking process. Policymaking process includes policy problem and agenda setting, policy formulation, policy adoption, policy implementation, and policy evaluation. Government drafts policies to give solutions to the different problems of the country. A policy grants programs legality and authority to be enforced and implemented by the government. In implementing a program, several factors need to be weighed in. Manpower, budget, the scope and complexity of the program, and the skills and knowledge of the implementers (administrators) of the program. These factors contribute to the success of the programs. The program administration covers the process of overseeing and managing government programs to achieve specific public objectives. The program administration being taught under public administration gives an in-depth understanding about implementing a program. Suffice to say, program administration is a subset of public administration which public administration students need to grasp in order to deliver efficient and effective government programs to the citizens. 5 2. TIME The public administration acts as a stabilizing force in the government by providing continuity of the government from one administration to the next (Introduction to Public Administration, 2022) therefore it is longer lasting than program administration. When the election is finished and new sets of public officials are elected, public administration still continues to provide services to the public. On the other hand, programs may be short-lived or long-lived. Programs, when deemed ineffective by the government, may get discontinued. Also, some programs of the previous administration, although successful, once the administration changes, may not be prioritized by the current administration. EXAMPLE: Oplan Tokhang [discontinued] This is an anti-drug war of the Duterte Administration. This program is known as a police strategy where the authority knocks on the doors of those suspected drug addicts. Bato Dela Rosa claimed that this was successful although many human rights advocates claimed that casualties were almost over thousands. The current administration continues the essence of the program “war on drugs” but vowed to focus more on catching the bigger fish and prevention and rehabilitation of drug users. Pantawid Pamilyang Pilipino Program (4PS) [continued] The program was based on the R.A. 11310 or “An Act Institutionalizing Pantawid Pamilyang Pilipino Program. It provides cash grants to the poor Filipino people provided that they are eligible to the said program and complied with the requirements. The program started in 2007 but the succeeding administrations reformed and continued 4PS up to the current year 2024 with several Filipino beneficiaries enjoying the assistance. 3. FOCUS As we have tackled the differences in scope between the programs administration and public administration, the public administration is broader but it focuses on the universal side, while the program administration focuses on the particularity and reality of a policy. The public administration creates policies, but the program administration deals with the day-to-day management of the programs. 4. OBJECTIVES Although there are differences between the two concepts, the thing that makes them similar is their goals/objectives. These two concepts aim to serve the public by delivering efficient and effective basic goods and services to the people. 6  STRATEGIC PLANNING IN PUBLIC ADMINISTRATION Strategic planning in public administration is a crucial process used by government agencies to set long-term goals, prioritize actions, and effectively allocate resources. This approach ensures that public organizations can deliver services efficiently and achieve their objectives. Key Components: 1. Mission and Vision Mission: Defines the organization’s purpose and core activities. Vision: A vision statement serves as a clear guide for choosing current and future courses of action — a definition of where you want your organization to be in the long term. 2. Goal Setting Long-Term Goals: Broad, overarching objectives aligned with the mission and vision. Short-Term Objectives: Specific, actionable steps to achieve the long-term goals. 3. Strategy Development Action Plans: Detailed plans outlining how goals will be achieved, including timelines and responsibilities. Resource Allocation: Determining the financial, human, and technological resources needed. 4. Implementation Execution: Putting action plans into practice. Monitoring and Evaluation: Regularly assessing progress and making necessary adjustments. Example: City Development Plans: For instance, a city might implement a strategic plan to improve public transportation and infrastructure to support urban growth and enhance residents' quality of life. Public Health Initiatives: A national health strategy could focus on expanding vaccination programs and improving healthcare access to address public health needs. 7  NEEDS ASSESSMENT AND STAKEHOLDER ANALYSIS What is a Needs Assessment? It is a systematic process of collecting and analyzing information about the current condition of a target area or community. In simple terms, it identifies the ‘gaps’ or deficiencies within the community that require intervention or assistance." Benefits of Needs Assessment: Identifying Major Problems: A Needs Assessment helps us uncover the primary issues or challenges facing the community. By understanding these problems, we can prioritize our efforts and resources more effectively. Targeting Affected Groups: It allows us to identify which specific areas or groups within the community are most impacted by these issues. This targeted approach ensures that interventions are directed towards those who need them the most. Effective Resource Allocation: By understanding the critical needs, we can ensure that our resources are used efficiently. This means that we are not just throwing resources at problems randomly, but rather strategically addressing the most urgent needs to achieve the best outcomes." 8 Steps in Conducting a Needs Assessment: 1. Set up an assessment committee or workgroup - Create a team responsible for gathering data. Include key stakeholders for comprehensive input. 2. Examine existing data - Assess current data on risks and protective factors to understand what is already known. 3. Identify data gaps - Determine what additional information needs to be collected by your group. 4. Develop a data collection plan - Decide the best methods to gather data and create a clear plan for collection. 5. Implement the data collection plan - Carry out the planned steps to gather the necessary information. 6. Analyze and interpret data - Review the collected data to identify trends, risks, and protective factors. 7. Prioritize factors - identify the most critical risks and protective factors to address. 8. Set goals and select programs - Use the prioritized factors to create goals and choose the appropriate programs or strategies to implement. 8  What is a Stakeholder? A stakeholder is any individual, group, or organization that has an interest in, is affected by, or can influence a program or organization's activities and decisions. Stakeholders can be internal, like employees and shareholders, or external, such as local communities, regulators, and environmental groups. Stakeholder concerns and interests can range from financial returns and employment opportunities to regulatory compliance and environmental protection. What is a Stakeholder Analysis? Stakeholder analysis is the process used to identify and assess the importance, influence, interests, or impact of various stakeholders in relation to a project or program decision. The primary objective of stakeholder analysis is to ensure that the needs and opinions of stakeholders are considered, allowing for better decision-making and the effective management of potential conflicts or issues. Purpose of Stakeholder Analysis: Identify Stakeholder Influence: Determine who holds significant power or authority that can affect the project's success. This involves mapping out stakeholders based on their ability to make decisions, their level of authority, and their potential to influence outcomes. Understanding their influence helps prioritize whom to engage more closely and manage their expectations effectively. Determine Engagement Needs: Assess how and when different stakeholders need to be involved in the project. This includes identifying their preferred communication channels, the frequency of updates they require, and their involvement in decision-making processes. Tailoring engagement strategies to meet these needs ensures that stakeholders are adequately informed and engaged at appropriate times. Optimize Resource Allocation: Allocate time, effort, and resources efficiently by focusing on stakeholders who are most critical to the project’s success. This means investing more in managing relationships with high-influence stakeholders and ensuring that resources are used effectively to gain their support and address their concerns while minimizing effort on those with lesser impact. Build and Maintain Support: Develop and implement strategies to gain and sustain stakeholder support throughout the project lifecycle. This involves proactive communication, addressing stakeholder concerns, and demonstrating how the project aligns with their interests and goals. Regular engagement and positive relationship management are key to maintaining ongoing support. Minimize Risks: Identify and address potential risks associated with stakeholder interests and conflicts. This includes anticipating issues that might arise from differing stakeholder priorities, resistance to change, or conflicting interests. Developing strategies to manage these risks, such as negotiation or compromise, helps mitigate potential problems and ensures smoother project execution. Update Regularly: Continuously review and adjust the stakeholder analysis to reflect changes in stakeholder influence, interests, or project dynamics. Regular updates ensure that the analysis remains relevant and accurate, allowing for timely adjustments in engagement 9  strategies and resource allocation as the project or program progresses and stakeholders’ positions evolve. 4 Steps in Conducting a Stakeholder Analysis: 1. Identify your Stakeholders Draw up a comprehensive list of all individuals and groups who may impact – or be impacted by – your project. Ensure all affected parties are recognized and duly considered. 2. Understand your Stakeholders Identify the issues that matter to them, along with their expectations and needs. 3. Group your Stakeholders Classify stakeholders according to their levels of interest and influence to strategically target your engagements. Identify how different groups interact and how those interactions may help or harm your interests. 4. Evaluate your key Stakeholders Identify stakeholders with the most interest and influence in your project. Identify potential risks, issues, or misunderstandings that could disrupt the project, and proactively address concerns to secure social acceptance and improve outcomes. Stakeholder Classification? Stakeholders can be broadly categorized based on various criteria such as their relationship to the organization, their level of influence, or their interest in the organization’s actions. Internal vs. External stakeholders: Internal stakeholders - refer to individuals or groups within an organization (employees, owners, and board of directors are good examples. External stakeholders - are individuals or groups outside of the organization but are affected by its decisions and actions. Depending on its activities and projects, an organization usually has more external stakeholders than internal ones. This can include customers/clients, suppliers and vendors, investors and shareholders, creditors, community, landowners, regulators, partners or collaborators, NGOs, associations, and community groups Primary vs. Secondary Stakeholders: Primary stakeholders - are those individuals or businesses directly affected by an organization’s actions, objectives, and policies such as employees, landowners, community around the project, and customers. Secondary stakeholders - refer to people and organizations who are indirectly affected by a project or business activities. Like the media, industry associations, competitors, and the general public, for example. Influential vs. Non-Influential Stakeholders: 10  Influential stakeholders - are those who have significant sway or influence over an organization’s decisions and actions. Good examples of influential stakeholders would be: Major shareholders, regulators, or significant clients. They could also be groups that have been defined by law or project requirements as important: Tribal groups and environmental justice communities for example. Non-influential stakeholders - are individuals or groups whose interests matter but might not have significant power to affect change directly (also referred to as latent or tertiary stakeholders). These stakeholders can vary widely and range from individual community members, casual customers, non-active shareholders, indirect suppliers, and minority groups. Supportive vs. Non-Supportive (or Adversarial) Stakeholders: Supportive stakeholders - are those who agree with and support the organization’s goals and objectives. Typically this group is composed of individuals or organizations whose interests align closely with the organization. Non-supportive/adversarial stakeholders - may oppose the organization’s actions or policies because their interests are in conflict with the organization’s goals. SETTING GOALS OBJECTIVES AND PERFORMANCE INDICATORS Setting Goals Objectives Public policy and program administration, goals, and objectives focus on achieving specific outcomes like improving public welfare or addressing key issues. Performance Indicators Performance indicators track progress and success through metrics like service efficiency, cost-effectiveness, and public satisfaction, helping ensure that we are keeping on track and guide for improvements. Setting Goals Objectives and Performance Indicators Setting goals and objectives in public policy is crucial because it provides clarity, direction, and accountability. This helps the policymakers, program administrators, and the people in the society understand the vision and actions of our government for a better country to live in. 11  Clarity and Focus: Having clearly stated goals and objectives helps stakeholders, government agencies, and legislators know what they are trying to accomplish. This clarity ensures that everyone is working toward the same goals when addressing societal issues and helps prevent confusion. Measurable Progress: By classifying more general policy objectives into more focused, doable actions, objectives foster easier progress monitoring. Objectives such as "create 100,000 jobs in the next year" offer precise benchmarks for evaluating success if the objective is, say, to reduce unemployment. Resource Allocation: Clearly defining goals and objectives aids in the efficient prioritization and distribution of resources by legislators. It guarantees that resources—money, manpower, and time—are allocated to projects that will most effectively contribute to the accomplishment of goals. Accountability and Evaluation: Policymakers can be held responsible for outcomes if they have clear goals and objectives. Setting objectives enables one to evaluate whether policies are effective or require revision. Public's trust in government actions is improved by this transparency. Effective Communication: Goals and objectives make it easier to communicate the intent and expected outcomes of policies to the public, stakeholders, and other government bodies. This fosters collaboration and support for policy initiatives. These goals and objectives are closely connected to “Performance Indicator” Performance indicators are tools used to measure how well goals and objectives are being met. These are the metrics that show whether those objectives are being achieved. It also helps our policymakers to monitor progress and hold individuals or departments accountable for their performance. Goals provide the broad direction, while objectives specify what needs to be done without clear goals and objectives, it would be difficult to define what success looks like. NATIONAL ECONOMIC AND DEVELOPMENT AUTHORITY matatag, maginhawa, at panatag na buhay Goals and Objectives Performance Indicator Aims to promote sustainable economic GDP growth rate growth, reduce poverty, and improve the quality of life for Filipinos. Poverty incidence NEDA’s objectives include guiding the Employment rate country’s long-term development plans, ensuring efficient resource allocation, Inflation rate and coordinating national and local policy implementation. Infrastructure development Human Development Index (HDI) 12 GDP growth rate: Reflects economic performance and growth. Poverty incidence: Measures the proportion of the population living below the poverty line. Employment rate: Indicates the percentage of the labor force that is employed. Inflation rate: Tracks the rise in prices of goods and services, affecting purchasing power. Infrastructure development: Assesses progress in transportation, energy, and communication systems. Human Development Index (HDI): A composite index of life expectancy, education, and per capita income. In Public Policy and Program Administration, performance indicators in national economic development planning helps to assess the effectiveness of policies in achieving outcomes. PROJECTS by NEDA National Economic and Development Authority Project Goal / Objective Status to achieve a high standard of living. Long-term Plan AMBISYON NATIN better job Ongoing 2040 opportunities. improved access to public services. a medium-term Medium-term Plan PHILIPPINE plan that aligns Ongoing DEVELOPMEN PLAN with the goals of Ambisyon 2040. Short-term Plan BUILD, BUILD, aim to improve Ongoing BUILD transportation networks Ambisyon Natin 2024 - Ambisyon Natin 2040 was introduced on March 30 by the national government via the National Economic and Development Authority (NEDA). The aforementioned program seeks to guarantee the Philippines' overall development. “To ensure the continuity of policies, projects, and programs, development plans have to be anchored to a long-term view of what we want, and where we want the country and the economy to be in the foreseeable future,” NEDA said. NEDA started developing the Long-term Vision (LTV) project in early 2015. 13 Ambisyon Natin 2040 is envisioned to be a basis of unity among Filipinos, where the people generally want the Philippines to be by 2040, and serve as a guide in development planning across administrations. This vision is primarily guided by the Philippine Development Plan (PDP) 2023-2028, which outlines key strategies to accelerate poverty reduction, job creation, and inclusive economic growth. One of the critical focus areas is infrastructure development, alongside initiatives to enhance education, healthcare, and social services, all aimed at achieving a "matatag, maginhawa, at panatag na buhay" (strongly rooted, comfortable, and secure life) for all Filipinos. However, despite progress, achieving the vision remains a significant challenge, particularly in addressing inequality and improving the overall standard of living. Continuous monitoring and recalibration of policies are emphasized to stay on track toward the 2040 targets. Philippine Development Plan - This is a medium-term plan that aligns with the goals of Ambisyon 2040. It serves as the roadmap for achieving the targets set in Ambisyon 2040. The PDP is updated every six years and focuses on specific strategies, programs, and policies to drive economic and social development in the short to medium term, helping to achieve the longer-term vision. Build, Build, Build - Rodrigo Duterte, the 16th president of the Philippines, implemented the Build Build Build Infrastructure Program (BBB) as his infrastructure policy. His socio-economic policy included the program, which sought to address the nation's infrastructure gap, promote economic growth, lessen poverty, and ease traffic in Metro Manila. Commencing on April 18, 2017, the program encompassed the ongoing implementation of 44 infrastructure projects initiated by the Aquino administration. As of May of this year, DPWH data indicated that between 2016 and 2020, "Build, Build, Build" projects had generated 6.5 million jobs in the Philippines. Among the "Build, Build, Build" projects that have been completed are the Alabang-Sucat Skyway Extension, the final segment of the Tarlac-Pangasinan-La Union Expressway (TPLEX), Plaridel By-Pass Road Phase II, Harbor Link Segment 10 and C3-R10 Section of the North Luzon Expressway (NLEX), Skyway Stage 3, and Skyway Segment 10. Notable accomplishments in the road sector are the completed sections of the Manila Cavite Toll Expressway, Cavite Laguna Expressway, and Central Luzon Link Expressway (CLLEX). The country's highways and expressways were enlarged, according to the DPWH, to facilitate regional development and ultimately relieve traffic in densely populated areas. 14  REFERENCE Asana. (2022, November 15). What is a needs assessment? 3 types and examples Asana. https://asana.com/resources/needs-assessment Bihasa, C. R. (2022). Introduction to Public Administration. Books Atbp. Publishing Corp. Dalida, L. (2023, January 25). Build build build program infrastructure development status. AllProperties. https://www.allproperties.com.ph/build-build-build-program-infrastructure-development-statu s/ DSWD. (n.d.). Pantawid Pamilyang Pilipino Program (4Ps). https://fo3.dswd.gov.ph/pantawid-pamilyang-pilipino-program-4ps/#:~:text=In%202007%2C %20Pantawid%20Pamilyang%20Pilipino,Ecija%20with%207%2C545%20registered%20hou seholds. DSWD. (n.d.). “Pangarap, Pagtataya, Pagbabago at Pagtataguyod para sa Pamilyang Pantawid”. https://pantawid.dswd.gov.ph/about/ France-Presse, A. (2022, December 19). Bato: PNP should consider bringing back Oplan Tokhang. ABS-CBN News. https://news.abs-cbn.com/news/12/19/22/revival-of-pnps-oplan-tokhang-pushed Grégoire, P. (2023, August 24). Stakeholder analysis: What is it? Definitions, tools and techniques. Boréalis. https://www.boreal-is.com/blog/what-is-stakeholder-analysis/ Melchor Dioso. (2020, August 12). Program Administration Topic #2 What is a Program [Video]. YouTube. https://www.youtube.com/watch?v=9VRU3y7kgiU Melchor Dioso. (2020b, August 12). Program Administration Topic #4 Needs assessment [Video]. YouTube. https://www.youtube.com/watch?v=5jFDRJIpPXI 15 Monitoring and evaluation in the public sector: Key components, principles and examples. (2023, July 3). EvalCommunity. https://www.evalcommunity.com/sectors/monitoring-and-evaluation-in-the-public-sector/ National Economic and Development Authority. (n.d.). Philippine Development Plan. National Economic and Development Authority. Retrieved September 18, 2024, from https://www.neda.gov.ph/phl-development-plan/ National Economic and Development Authority. (2023). Philippine Development Plan 2023-2028. https://www.neda.gov.ph/philippine-development-plan-2023-2028/ National Economic and Development Authority. (n.d.). AmBisyon Natin 2040. https://www.neda.gov.ph/ambisyon-natin-2040/ National Economic and Development Authority. (2016, June 8). NEDA launches Ambisyon Natin 2040 for continuity of PH development. https://2040.neda.gov.ph/2016/06/08/neda-launches-ambisyon-natin-2040-for-continuity-of-p h-development/ Program administration. (2024, August 1). 400 The plain HTTP request was sent to HTTPS port. https://www.samhsa.gov/dtac/disaster-response-template-toolkit/program-administration. Simons, M. (2023, January 11). The Philippines Is Losing Its ‘War on Drugs’. Foreign Policy Magazine. https://foreignpolicy.com/2023/01/11/philippines-drug-war-manila-marcos/ Stakeholder analysis - the super simple guide. (2024, April 30). Simply Stakeholders. https://simplystakeholders.com/stakeholder-analysis/ 16