OFFICE OF CIVIL DEFENSE STRATEGIC PLAN 2020-2022

STRATEGIC PLAN2020-2022OFFICE OF CIVIL DEFENSE

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Executive Summary

Part II: Situational Analysis• Rapid Performance Review• SWOT Identification

Part III. Strategic Directions• Guiding Principles• Strategy Map• Performance Scorecard

Part V: Strategic Initiatives• Pillar Program• Parangal Program• Tuloy Buhay Program• Progress Enhancement of Performance Leading to

Effective, Efficient and Quality Services (PEOPLE-QS)• Advance Government Activity on Procurement

(AGA-Procurement)• Warning and Alert Zoning in Unison Program (WAZUP)• Four-Part Program for the Enhancement of OCD’s

Disaster Response Operations (4PEDRO)• Organizational Structure Enhancement Program (OSEP)• Information Systems Services and Applications

Program (ISSAP)• Facilities Improvement Program (FIP)• Financial Management Enhancement Program (FMEP)

Part IV: Strategic Risk Assessment and Proposed Treatments

Part VI: Moving Forward and Beyond

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List of Acronyms

The Civil Defense Administrator's Guidance

Boracay Declaration 2019

OCD Executive Committee and Technical Working Group

Foreword

20 | Part I: Introduction• Background• Planning Framework and Methodology

CONTENTSOCD 2020-2022 Strategic Plan

On behalf of the Department of National Defense and the National Disaster Risk Reduction and Management Council (NDRRMC), I would like to extend our warmest congratulations to the Office of Civil Defense (OCD) on the completion and publication of the OCD Strategic Plan 2020-2022.

The role that civil defense plays in keeping the Filipino people safe and secure is extremely critical particularly in an era where the incidence and the magnitude of natural as well as manmade disasters appear to be on the rise.

To be a fully capacitated agency that can truly be responsive to the people in dire times, and to be able to instill a mindset of preparedness and resilience among the citizens, the government must implement an integrated civil defense and DRRM Program.

I, therefore, commend the OCD and its leadership for its initiative to assess its organizational performance over the past several years and craft a plan which defines the strategic direction of civil defense in the country. We have high hopes for a secure and resilient Philippines and we look forward to the alignment of the OCD’s operations with the overall strategy contained in the OCD Strategic Plan 2020-2022.

Congratulations!

Republic of the PhilippinesDepartment of National Defense

Office of the Secretary

Republica ng PilipinasKagawaran ng Tanggulang Pambansa

Tanggapan ng Kalihim

foreword

DELFIN LORENZANASecretary

It is my great joy and pride to extend my congratulations to the entire Office of Civil Defense family on the publication of our OCD Roadmap and Strategic Plan!

As an organization imbued with public interest, trust and confidence in the implementation of comprehensive program in Civil Defense and Disaster Risk Reduction and Management Programs, this Strategic Plan will help us determine the very core of our work, our plans for the future and the critical priorities for us to succeed in our goals as an organization and in our services to the people.

I commend all the members of the OCD Strategic Plan Technical Working Group in coming up with our enhanced Mission, Vision and Core Values for our OCD. Together, we will move forward guided by its dictates in performing our mandate. The targets set forth in the Strategic Plan will be our motivation.

Again, my warmest regards and thank you very much!

foreword

USEC. RICARDO B JALAD Administrator

November last year when we started this endeavor with the Inception Meeting, it was there when we started to unravel this milestone for the future of OCD.

I am proud of what our Technical Working Group composed of all our Services and Regional Directors together with personnel from OCD Central and Regional Offices, and with the assistance of our dear friends from the Development Academy of the Philippines have collectively and passionately formulated the OCD Strategic Plan 2020-2022.

On a solid foundation, lies a resilient nation. To further realize this, it is just and proper for the Office of Civil Defense, being the implementing arm of the National Disaster Risk Reduction and Management Council, to have a concrete guide towards the attainment of its goals anchored in the CDA’s four-point agenda, the OCD-first policy. As we go on a journey for 2020-2022, we will expect that while we strengthen our core, it will translate to an effective service to the people. Indeed, real change will start from within ourselves.

Congratulations to all of us!

foreword

DIR. BERNARDO RAFAELITO R. ALEJANDRO IV, CESO IVHead, Executive Committee for OCD Strategic Plan

THE CIVIL DEFENSE ADMINISTRATOR'S GUIDANCE

My dear Deputy Administrator, Central Office Directors, Regional Directors and Division Chiefs, a pleasant afternoon to all of you. I appreciate your efforts and commitments on working to almost sleepless nights just to draft our vision and strategic objectives - something we truly own and reflect our dreams and aspirations. As we held our conference here in Boracay, let’s all capitalize from the lessons we could glean from the success of its rehabilitation - a paradise which was once lost but has now regained its vigor.

As sentinels of what may OCD become in the future, we leaders and managers should demonstrate at the very best of our abilities to ensure a credible and competent human resource capable of delivering our mandates to our stakeholders

From now on, it is my fervent desire to entrust you with the “OCD-First-4-point Agenda” that will serve as our guiding principle until the last days of my administration:

Agenda No. 1: “Establish a more responsive OCD structure and staffing pattern that will attract and retain highly technical personnel for OCD to perform its mandate under RA 10121, including the activation of the National DRRM Training Institute (NDRRMTI)”.

As a priority, I hereby direct the AFMS to reconstitute the TWG that will develop the enhanced OCD OSSP including the National DRRM Training Institute and submit the same before the end of the year.

Further, I enjoin AFMS to expedite the submission of formal request to create a permanent Procurement Division at the Central Office and Procurement Sections in our Regional Offices.

As regards our functions prescribed under the NSTP law and other related policies, I direct CBTS to create a study group to review the existing policies particularly the approved guidelines for the establishment of the NSRC.

Agenda No. 2: “Promote an organizational culture to realize our core values and ensure continuous professional development of the OCD workforce by institutionalizing strategic human resource management system”.

For a start, I commend all your efforts for doing your best to draw our strategic map based on the “OCD First-4-point Agenda” just the other day. Although we have a good take off, more is yet to be done to immediately finish it. Thus, I direct the PDPS to ensure that we will have a Strategic Plan before the end of this semester with list of initiatives to support the accomplishment of strategic objectives and measures.

In doing so, let us consider culture building specially the OCD-first policy in developing our next generation leaders to efficiently and effectively deliver our mandates. I hereby direct AFMS and CBTS to instill the spirit of public service, accountability and organizational pride in professionalizing our personnel and officials.

Agenda No. 3: “Promote streamlining and process improvements under Ease of Doing Business Act (RA 11032) by enhancing our procurement system; DRRM Fund administration, reporting, monitoring and evaluation, etc.”

In compliance to this, let us strategize to incentivize our compliance to ease of doing business and good governance through the Performance-Based Bonus (PBB). For three years now, we have been failing to comply with our PBB requirements. If there is an award for the non-compliance to PBB, we might have been on the list of Hall of Famers.

SENIOR LEADER'S CONFERENCEFIRST SEMESTER (FISCAL YEAR 2019)

06 - 09 March 2019Boracay, Malay, Aklan

Strategic Plan 2020-2022 5

But let us take this seriously not for incentives alone but to ensure a citizen-centric public service to bring OCD closer to the people and encourage them to give feedback on public services and frontline transactions.

Therefore, I call up n CBTS and RRMS to streamline and improve the processes of OCD’s critical services enrolled in the Citizen’s Charter such as the administration of NDRRM Fund and the provision of Training Programs, respectively.

I entrust to the lnterim Procurement Division, Bid and Awards Committee, and all Regional Directors as HOPE to ensure our compliance by facilitating the posting of procurement activities such as PhilGeps posting, early procurement, results of APCPI, annual procurement plans and other related documents.

I also call on to our Public Affairs Office (PAO) to take the lead in our compliance along ‘Freedom of Information’, and ‘Citizen’s Client Satisfaction and Transparency Seal’ updating. I also entrust to PAO the maintenance and updating of OCD website and other official social media accounts and OCD publications as well as to provide facilitate responses to 888 compliances and manage contents of our other advocacies.

In order to do this, I direct OS through the ICTD to detail personnel to assist PAO. More than our arm to liaise with the general public, PAO shall serve as OCD’s voice and face to our dear clienteles.

Further, I remind the OS for them to expedite the QMS documentation and validation of your processes being the core process owner enrolled for ISO 9001:2015 certification.

Moreover, I call on o the Performance Management Team to establish our agency’s ranking of delivery units.

Agenda No.4: “Sustain OCD initiatives along with the establishment of the state-of-the-art facilities, improvement of fiscal management and delivery of DRRM services, and strengthening capacity of partners.”

Along this agenda, let us continue and develop our initiatives and programs with regard for the welfare and promotion of OCD in mind.

On the establishment of the state of the art and modern facilities, I direct the OS to review our ISSP to consider our manpower complement in the programming of our ICT equipment, both the hard and software requirements of the Central and Regional Offices. Further, OS should expedite the launching of the National Loss and Damage Registry along with the enhancement of the disaster data management and reporting aligned with the SFDRR and SDG indicators.

Further, I direct the PDPS and AFMS to collaborate on the multi-year programming of the establishment of government-owned Regional Offices across the country. This also includes establishment and operationalization of the alternate Government Command and Control Center in support of our advocacy for public service continuity.

To improve the delivery of our civil defense and DRRM services, I hereby direct the PDPS with the support of our Central Office Services and Regional Offices to review and revise our success indicators in the Program Expenditure Classification (PREXC) to reflect our actual functions and accomplishment as mandated by RA 10121 such as the review of the LDRRMP.

Accordingly, PREXC should be developed back to back with the formulation of the Strategic Plan. Further, our targeting of success indicators for the Office Performance and Commitment should be tailored fit with these documents. In the like manner, APB and APP should be developed side by side to ensure that no important items should be left out in planning and execution.

Further, I’d like to reiterate that CBTS should craft an operational guideline for the Regional Offices in the implementation of the CSC Resolution on training of Public Sector Employees on DRRM.

Office of Civil Defense6

With the ever-present threats of our communities to natural and human-induced hazards, I reiterate to OS with the support of AFMS and RRMS my guidance on crafting of a policy to institutionalize the deployment of OCD personnel to support the operation of the affected regional office/s.

Therefore, I hereby direct all central services and regional offices to adopt and implement the OCD-first-four-point agenda in programming your targets and commitments in harmony and accord with these thrusts and priorities to better serve and empower our partners and stakeholders in delivering our mandates.

I direct further the AFMS to develop a communication plan to cascade the “OCD-First-4-point Agenda” agenda to inculcate understanding and cultivate ownership of these agenda among OCD leaders, officials and personnel.

As we move forth, let me share with you this realization. OCD is not created by law, it is created by us — the people and the greatest asset of this organization. Thus, the future of OCD that we are worthy to become, whether we’ll be the core of a department or a mere bureau of th DND, depends on what we decide to be. In closing, I hope that these agenda would be more than just words printed but rather an action compassionately performed. At the end of my term, I would want OCD to be looked up as a credible and capable leader in DRRM, empowering the citizenry and mobilizing partners towards resilience.

Thank you very much!

USEC RICARDO B. JALADAdministrator


Boracay Declaration 2019

We the undersigned Office of Civil Defense Officials participating in the First Semester Senior Leaders’ Conference, have convened from 07 to 08 March 2019 in Boracay Island, Malay, Aklan , Philippines, which has demonstrated a successful rehabilitation banking on the whole-of-government and whole-of-society efforts and thus, by our steadfast dedication to perform our mandate to the people and the nation, do hereby state, on our honor, the following:

WE ADHERE to the generally accepted principles of international law embodied in the Global Disaster Risk Reduction and Management and Development Frameworks such as the Sendai Framework for Disaster Risk Reduction, Paris Agreement and the Sustainable Development Goals. We abide by the Priorities for Action and Goals, as stated in the said global declaration in the integration and formulation of our laws and policies, recognizing its importance in our national efforts to strengthen our disaster risk reduction and prevent losses of lives and properties.

WE SOLEMNLY UPHOLD the role of the State to protect and advance the right of the people to a balanced and healthful ecology in accord with the rhythm and harmony of nature; and uphold further, the time-honored principle enshrined in our Constitution that a public office is a public trust, and as public officers and employees, we must at all times be accountable to the people, serve them with utmost responsibility, integrity, loyalty, and efficiency, act with patriotism, and justice, and lead modest lives.

WE AFFIRM our commitment in performing our duties in upholding the people’s constitutional rights to life and property by addressing the root causes of vulnerabilities to disasters, strengthening the country’s institutional capacity for disaster risk reduction and management and building the resilience of local communities to disasters including climate change impacts.

WE RECOGNIZE our standing in the world risk index and the rapidly changing complex and uncertain landscape that our country and the world generally face in terms of the new normal of climate change impacts and our constant exposure to hazards and evolving risks. Hence, we must heed to the call of the ever-changing times to address such vulnerabilities exacerbated by poverty and environmental concerns.

WE STRONGLY BELIEVE in the innate Filipino culture of resilience in facing the challenges of our time, solidified by constant collaborative efforts to nurture and develop our craft in providing necessary knowledge, skills and attitude in the field of Disaster Risk Reduction and Management that will ultimately bear the gift of preparedness to our countrymen.

WE VALUE the important role that our partners and stakeholders play and we recognize their unceasing and collective efforts and contribution to further realize our nation safer from the risk disasters in the decades to come for the benefit of present and future generations.

WE RECALL Republic Act No. 10121 , or otherwise known as the “Disaster Risk Reduction and Management Act of 2010” - the enabling law of OCD-NDRRMC. As such, all lessons learned from experiences in the past shall be our guiding principles to exhaust every leaps and bounds of our duty as provided for in the said law.

WE REAFFIRM our commitment to the achievement of a safer, adaptive and disaster-resilient Filipino community towards sustainable development.

WE BELIEVE in the administration’s recognition of the need for a truly empowered department characterized by a unity of command, science-based approach and full-time focus on natural hazards and disasters, and the wherewithal to take charge of the disaster risk reduction, preparedness, and response, with better recovery and faster rehabilitation.

Pledge of Commitment for OCD 2020 and Beyond


WE LOOK FORWARD that by 2022, the Office of Civil Defense (OCD) is a fully-capacitated agency that leads in the implementation of an integrated civil defense and DRRM program.

WE AIM for OCD to be looked up as a credible and capable leader in DRRM, empowering the citizenry and mobilizing partners towards resilience.

WITNESSETH OUR HIGH RESOLVE

In order to attain these, we hereby declare to:

1. Establish a more responsive OCD structure and staffing pattern that will attract and retain highly technical personnel for OCD to perform its mandate under RA 10121, including the activation of the National DRRM Training Institute (NDRRMTI).

2. Promote an organizational culture to realize our core values and ensure continuous professional development of the OCD workforce by institutionalizing strategic human resource management system.

3. Promote streamlining and process improvements under Ease of Doing Business Act (RA 11032) by enhancing our procurement system; DRRM Fund administration, reporting, monitoring and evaluation.

4. Sustain OCD initiatives along with the establishment of the state-of-the-art facilities, improvement of fiscal management and delivery of DRRM services, and strengthening capacity of partners.

We are strongly committed to the implementation of this Declaration as the guide to enhance our efforts for the future.

ADOPTED in Boracay Island, Malay, Aklan, Philippines on the Eight Day of March in the Year of our Lord Two Thousand Nineteen.


USEC RICARDO B JALADAdministrator

ASEC KRISTOFFER JAMES E PURISIMADeputy Administrator for Administration

DIR. HAROLD N. CABREROSAdministrative and Financial

Management Service

DIR. EDGAR L. POSADASOperations Service

DIR. BERNARDO RAFAELITO R. ALEJANDRO IVPolicy Development and Planning Service

DIR. SUSANA G. JUANGCO, RN, MPHCapacity-Building Training Service

DIR. MELCHITO M. CASTRORegional Office I

DIR. OLIVIA M. LUCESRegional Office CALABARZON

DIR. JOSE ROBERTO R. NUÑEZRegional Office VI

DIR. MANUEL LUIS M. OCHOTORENARegional Office IX AND XI

DIR. RAYLINDO S. ANIÑONRegional Office ARMM

DIR. DANTE D. BALAORegional Office II

DIR. RUBEN L. CARANDANGRegional Office MIMAROPA

DIR. EUGENE G. CABRERARegional Office VII

DIR. ROSAURO ARNEL O. GONZALES, JRRegional Office X

DIR. ALBERTA A. MOGOLRegional Office CAR

DIR. ROMULO M. CABANTAC, JR.Regional Office NCR

DIR. MARLOU L. SALAZARRegional Office III

DIR. CLAUDIO L. YUCOTRegional Office V

DIR. HENRY ANTHONY M. TORRESRegional Office VIII

DIR. MINDA C. MORANTERegional Office XII

DIR. LIZA R. MAZORegional Office CARAGA

DIR. TECSON JOHN S. LIMRehabilitation and Management and Planning Service

ASEC CASIANO C MONILLADeputy Administrator for Operations


OCD EXECUTIVE COMMITTEE AND TECHNICAL WORKING GROUPFOR THE DEVELOPMENT OF OCD STRATEGIC PLAN 2020-2022

EXECUTIVE COMMITTEE

DIR. BERNARDO RAFAELITO R. ALEJANDRO IV, CESO IVPDPS

DIR. EDGAR L. POSADAS, CESEOS

USEC. RICARDO B. JALADCDA

CHAIR VICE CHAIRS

MEMBERS

ASEC. KRISTOFFER JAMES E. PURISIMACDDA-A

ASEC. CASIANO C. MONILLACDDA-O

DIR. HAROLD N. CABREROSAFMS


TECHNICAL WORKING GROUP

DIR. MELCHITO M. CASTROOCDRO I

DIR. DANTE D. BALAOOCDRO II

DIR. MARLOU L. SALAZAROCDRO III

MEMBERS

DIR. TECSON JOHN S. LIMRRMS

DIR. SUSAN G. JUANGCOCBTS

DIR. MARIA THERESA R. ESCOLANOIMEO


DIR. JOSE ROBERTO R. NUÑEZOCDRO VI

DIR. EUGENE G. CABRERA, CESO VOCDRO VII

DIR. HENRY ANTHONY M. TORRES OCDRO VIII

DIR. OLIVIA M. LUCESOCD CALABARZON

DIR. RUBEN L. CARANDANGOCD MIMAROPA

DIR. CLAUDIO L. YUCOTOCDRO V


DIR. RAYLINDO S. ANIÑONOCD BARMM

DIR. ALBERT A. MOGOLOCD CAR

DIR. LIZA R. MAZOOCD CARAGA

DIR. MANUEL LUIS M. OCHOTORENAOCDRO IX and XI

DIR. ROMULO M. CABANTAC JR.OCD NCR

DIR. ROSAURO ARNEL Q. GONZALES JR.OCDRO X

DIR. MINDA C. MORANTEOCDRO XII


SECRETARIAT

MR. AUGUSTO C. IGLESIA AFMS-FMD

MR. RONNIEL JAYSON S. MAGO AFMS-HRMDD

MR. CHRISTOPHER B. GACUTAN AFMS-GSD MR. ALLEN M. FORTES AFMS-PMS MS. MA. TERESA J. GALANG CBTS-ITAD MR. JOE-MAR S. PEREZ CBTS-CDD MR. RELAN JAY ASUNCION OS-24/7 OpCen

MS. SUSAN E. QUIAMBAO OS-LIFMD

MR. KELVIN ART T. OFRECIO OS-ICTD

MR. MANUEL R. NIVERA JR. PDPS-DDSD MR. FRANCIS RANDY J. HORTELANO PDPS-PPPDMD

MS. CHERYL LOISE T. LEAL PDPS-DRGD MR. BENITO L. SALVADOR JR. PDPS-DDSD MR. ELSON T. TAYKO RRMS-PDEMD MR. JOSELITO F. BERNABE RRMS-DFMD

MS. LENIE D. ALEGRE OCDRO XI

MS. SHELBY A. RUIZ OCD NCR

TECHNICAL WORKING GROUP

MEMBERS

HEAD MEMBERS

MR. BENITO L. SALVADOR JR. PDPS-DDSD

MR. RENATO C. LIBUNAO JR. PDPS-DDSD

MS. MARINEL ALEXIS D. RETORAN PDPS-DDSD

MS. GIA MAE R. RESABA PDPS-DDSD

MR. JOE CARLO L. SORIANO PDPS-DDSD

MS. MONICA M. LLANERA PDPS-DDSD


LIST OF ACRONYMS

AFMS Administrative and Financial Management ServiceAPB Annual Plans and BudgetBSC Balanced ScorecardCBTS Capacity-Building and Training ServiceCCA Climate Change AdaptationCOA Commission on AuditCP Contingency PlanCSO Civil Society OrganizationDAP Development Academy of the PhilippinesDBM Department of Budget and ManagementDND Department of National DefenseDRRM Disaster Risk Reduction and ManagementDSWD Department of Social Welfare and DevelopmentEOC Emergency Operations CenterFIs Food ItemsFMD Financial Management DivisionGOCCs Government-Owned and Controlled CorporationsGSD General Services DivisionHRMDD Human Resource Management and Development DivisionICS Incident Command SystemICT Information and Communications TechnologyICTD Information and Communications Technology DivisionIMT Incident Management TeamLGUs Local Government UnitsLIFMD Logistics, Interoperability and Force Management DivisionMLEs Medium and Large EnterprisesNDRRMF National Disaster Risk Reduction and Management FundNFIs Non-Food ItemsNGAs National Government AgenciesOCD Office of Civil DefenseOpCen Operations CenterOP Office of the PresidentOPIF Organizational Performance Indicator FrameworkOS Operations ServiceOSSP Organizational Structure and Staffing PatternPAO Public Affairs OfficePCP Public Service Continuity PlanPDNA Post Disaster Needs AssessmentPDPS Policy Development and Planning ServicePPBER Program Performance and Budget Execution ReviewPREXC Program Expenditure ClassificationPRIME HRM Program to Institutionalize Meritocracy and Excellence in Human Resource ManagementQRF Quick Response FundRDANA Rapid Damage Assessment and Needs AnalysisRDT Rapid Deployment TeamROs Regional OfficesRRMS Rehabilitation and Recovery Management ServiceSWOT Strengths, Weaknesses, Opportunities and ThreatsTAT Technical Assistance TeamTWG Technical Working Group


EXECUTIVE SUMMARY

The Office of Civil Defense (OCD), as the implementing arm of the National Disaster Risk Reduction and Management Council, shall have the primary

mission of administering a comprehensive national civil defense and disaster risk reduction and management program by providing leadership in the continuous development of strategic and systematic approaches as well as measures to reduce the vulnerabilities and risks to hazards and manage the consequences of disasters.1

The OCD 2020-2022 Strategic Plan was formulated to align with the intents of R.A. 10121 and embark on a journey towards quality and performance excellence, as it pursues its mandate on the administration of a comprehensive national civil defense and disaster risk reduction and management program. This was produced through a series of activities that internally and externally assessed its environment; revisited the mission, vision and core values; crafted the strategy map and scorecard; and, identified possible programs and projects.

Rapid environment scanning workshop was also conducted to provide opportunity for officers to assess the previous years’ organizational performance and suggest new critical programs and projects. Clean-up and consultative sessions were facilitated to further refine the initial outputs of the strategic planning workshop. The results of this exercise are contained in the OCD 2020-2022 Strategic Plan.

Determined to become a fully capacitated agency that leads the implementation of an integrated civil defense and DRRM Program, nine (9) strategic objectives were determined to attain the four thematic perspectives as follows:

SO1. Enhanced capacities on DRRM and Civil Defense of LGUs

SO2. Strengthened engagements with Partners

SO3. Adequately assisted disaster-affected communities and individuals

SO4. Enhanced administrative processes

SO5. Improved operational processes

SO6. Standardized operations and delivery of services

SO7. Enhanced competency of workforce

SO8. Improved operational capacity

SO9. Enhanced efficiency and effectiveness of financial resources management

TH

EM

AT

IC P

ER

SPE

CT

IVE

S

STRATEGIC OBJECTIVES

Stakeholders Perspective

Learning and Growth Perspective

Internal Process Perspective

Financial Perspective

1 http://www.ocd.gov.ph/about-ocd/mandate-mission-and-vision.htmlStrategic Plan 2020-2022 17

a. 5,869 DRRMO Officers/Staff and 20% increase (from 2019) of volunteer groups capacitatedb. 80% satisfactory rating from stakeholdersc. 100% of LDRRMP of P/C/M reviewed and evaluatedd. 1715 (or 100%) Local DRRM Offices assessed

SO1.

SO3.

SO5.

SO2.

SO4.

SO6.

ENHANCED CAPACITIES ON DRRM AND CIVIL DEFENSE OF LGUS

ADEQUATELY ASSISTED DISASTER-AFFECTED COMMUNITIES AND INDIVIDUALS

IMPROVED OPERATIONAL PROCESSES

STRENGTHENED ENGAGEMENTS WITH PARTNERS

ENHANCED ADMINISTRATIVE PROCESSEST

STANDARDIZED OPERATION & DELIVERY OF SERVICES

e. 271 Council Resolutions/Circulars approved and issued which covers the four thematic areasf. 265 recognized and acknowledged partners g. 108 sustained engagements and new forged partnershipsh. 100% of NGAs and GOCCs (Central) with PCP or CP and 21% increase (from 2021) of private organizations trained in DRRM

i. 100% of disaster risk management operations supported (RDTs, FIs and NFIs)j. 100% of project proposal/request processed k. 100% of qualified beneficiaries provided with assistance

p. Decreased in response (turnaround) time of OpCen and other operational processes

l. Reduction in turn-around time of administrative processes (APB, PPBer, Policy Development)m. 100% compliance to liquidation standards (or instructions)n. 100% of grievance cases resolved at the level of OCDo. 100% of procurement transactions awarded within the timeline

q. 12 organizational processes documented and internally auditedr. 40 policy guidelines developed, reviewed and updateds. Recognized for PRIME HRM Level 3t. 2 operational processes ISO-certified

Thirty-three (33) performance indicators/measures with their end-of-plan success indicators2 were identified to operationalize the nine (9) strategic objectives.

2 These represent the cummulative or additive targets for F.Y. 2020- 2022 depending on the nature of the performance measureOffice of Civil Defense18

SO7.

SO9.

SO8.

ENHANCED COMPETENCY OF THE OCD WORKFORCE

ENHANCED EFFICIENCY AND EFFECTIVENESS OF FINANCIAL RESOURCES MANAGEMENT

IMPROVED OPERATIONAL CAPACITY

In order to achieve these strategic objectives, eleven (11)major initiatives were identified by the OCD top management for implementation in the succeeding three (3) consecutive years:

1. Pillars Program

2. Parangal Program

3. Tuloy Buhay Program

4. Progress Enhancement of Performance Leading to Effective, Efficient and Quality Services (PEOPLE-QS)

5. Advance Government Activity on Procurement (AGA-Procurement)

6. Warning and Alert Zoning in Unison Program (WAZUP)

7. Four-Part Program for the Enhancement of OCD’s Disaster Response Operations (4PEDRO)

8. Organizational Structure Enhancement Program (OSEP)

9. Information Systems Services and Applications Program (ISSAP)

10. Facilities Improvement Program (FIP)

11. Financial Management Enhancement Program (FMEP)

u. 80% of Rank-and-File employees, and 100% of Senior Leaders (3rd level) and Middle Managers provided with appropriate Learning & Development Interventionv. 100% of employees undergone competency assessmentw. 80% of of employees who have met their required competency level

x. 1,518 of requested plantilla positions approved by the DBMy. 95% of authorized plantilla positions filledz. 16 ICT systems and 3,326 equipment established and updatedaa. 18 Regional Offices, 16 warehouses, and 1 Training Institute owned and functional

aa. 100% funds obligated and paidbb. 100% of Periodic Financial Reports Submitted on timecc. 80% reduction of recurring COA audit recommendationsdd. 50% of fully implemented COA audit recommendations


IntroductionPart I

BACKGROUND

It is a key function of the state to uphold the people’s constitutional rights to life and

property by addressing the root causes of vulnerabilities to disasters, strengthening

the country’s institutional capacity for disaster risk reduction and management and

building the resilience of local communities to disasters including climate change

impacts. Under the current administration of President Rodrigo Duterte, there is

a repeated underscoring “to carry out a consistent and fortified calamity defense

program to ensure the country’s sustainable development and inclusive growth

through strategic and systematic approaches to disaster prevention and mitigation”3.

The Office of Civil Defense (OCD), an attached bureau of the Department of National

Defense (DND), has the primary mission of administering a comprehensive national

civil defense and disaster risk reduction and management program by providing

leadership in the continuous development of strategic and systematic approaches

as well as measures to reduce the vulnerabilities and risks to hazards and manage

the consequences of disasters.

To continuously enhance its capacity to be more effective and efficient in the delivery

of its mandates, OCD identified the need to develop a medium-term strategic plan as

it adapts itself amidst the changes in political and leadership landscapes. It identified

the need to develop a medium-term strategic plan that will describe where the

organization is right now in terms of their programs and interventions; where they

want to go; and the course of actions needed to guide them in defining their strategic

medium-term directions. Pertinent in developing a well-defined and evidence-

based plan is to undertake a systematic performance assessment that would look

into agency’s various organizational dimensions. This will allow the agency to

determine the appropriate strategies and responsive interventions in addressing

organizational issues and concerns and help in the sustained enhancement of

the agency’s operations in order to deliver its products and/or services that meet

customer/client needs and requirements.

The OCD 2020-2022 Strategic Plan was crafted to guide the agency in fulfilling

its mandate as the State’s administrator of a comprehensive national civil defense

and disaster risk reduction and management program, aiming towards the vision of

becoming a fully capacitated agency that leads the implementation of an integrated

civil defense and DRRM Program.

3 http://manilastandard.net/news/national/285191/duterte-presses-creation-of-ddr-during-bicol-visit.htmlStrategic Plan 2020-2022 21

PLANNING FRAMEWORK AND METHODOLOGY

The planning process utilized the Program

Expenditure Classification (PREXC) and the

Balanced Scorecard (BSC) System as the government’s

current performance management framework.

The PREXC is a reform of the Organizational

Performance Indicator Framework (OPIF) that

restructures the nation’s budget by grouping activities

and projects under major programs or key strategies.

Through this innovation, the government was able

to assign performance targets—both outputs and

outcomes—at the level of programs. This way, the

direct link between strategies, budgets and intended

results will be clearer and program monitoring and

evaluation can provide evidence-based assessments.

Balanced Scorecard on the other hand, is an integrated

framework for describing strategy through the use of

linked performance measures in different balanced

perspectives – Customer or Stakeholders, Internal

Process, Learning and Growth, and Financial. BSC

acts as a measurement system, strategic management

system, and a communication tool.

• Customer/Stakeholder perspective focuses

on the organization’s articulation of its value

proposition for its critical customers and clients.

It contains measures that “identify the customer

and market segments in which the organization

will serve and the measures of the organization

delivery unit’s performance in these targeted

segments”. It is concerned with what kinds of

customers an organization has, what the needs

of those customers are and how best to align the

internal processes to meet those needs.

• Internal Process/Process Excellence perspective

deals with how managers view the business

processes of the organization in which it must

excel”. Managers use this perspective to ensure

that the internal business processes meet

customers’ needs and expectations in an effective

and efficient manner.

• Learning and Growth perspective identifies the

infrastructure that the organization must build

to create long-term growth and improvement.

It comes from three principal sources: people,

systems, and organizational procedures.

• Financial perspective summarizes “the readily

measurable economic consequences of actions

already taken”.

The intervention process was done through

experiential and active participation of both the

top management and relevant unit heads. Adult-

learning strategies including plenary and small group

discussions, workshops, assignments, and plenary

presentations were utilized.

Pre-work activities were undertaken to produce

critical outputs used during the four-day strategic

planning conference conducted last March 19-22,

2019 at Alta ‘D Hotel, Tagaytay City. Results of the

rapid performance review and SWOT identification

were incorporated in the actual strategic planning

workshop to provide opportunity for officers to assess

the previous year’s organizational performance

and thereafter suggest recommendations for

improvement and identify appropriate programs and

projects.

Post-workshop handholding sessions were provided

by the Development Academy of the Philippines’

Technical Assistance Team (DAP-TAT) to assist OCD-

Technical Working Group in the review, enhancement

and finalization of the different outputs of the

planning intervention.

To further illustrate how the planning intervention

was done, Figure 1 captures the major activities and

the outputs produced.


MilestoneSTRATEGIC PLANNING JOURNEY:

Rapid Performance Review and SWOT

Identification Workshop

(December 5, 2018)

Key Output: Initial SWOT List

Senior Leader’s Conference

(March 7-8, 2019)

Key Outputs: Validated SWOT

List Revisited Mission, Vision,

Core Values Draft Strategy Map

Strategic Planning Training/Workshop

(March 19-22, 2019)

Key Outputs: Revised Strategy

Map, Draft Performance

Scorecard, and Draft Strategy

Initiative Profiles

Clean-up Session(May 9-10, 30 & June 13, 2019)

Key Outputs: Revised Strategy Map

and Performance Scorecard Revised

Strategic Initiative Profiles

Figure 1


Situational Analysis

Part II

RAPID PERFORMANCE REVIEW

An assessment of the current situation of the OCD as an organization based on

actual experiences jumpstarted the planning activity. It was aimed at defining

its current situation as input in the formulation of its strategic directions. It was

designed to initially identify the organization’s strengths, weaknesses, opportunities

and threats through its operating and support services, and regional offices.

Workshop participants were asked to assess their organizational performance

from 2016-2018 along different functional areas. To guide them in this activity, the

following questions were asked:

• What are the KEY PERFORMANCE INDICATORS of the agency?

• What is the attainment LEVEL of each indicator?

• What is the performance TREND of each indicator?

• What were the helping and hindering factors in the performance?

• What are the possible recommendations to improve performance?

These questions were intended to assess the extent by which programs and projects

follow the directives, statutes, regulations, mandated performance standards and

other formal expectations, and validate and surface insights gained and lessons

learned from the promotion and adoption of strategies, methodologies and

technologies.

Responses and outputs from the rapid performance review were consolidated

and analyzed and used by the participants in the initial identification of strengths,

weaknesses, opportunities and threats of the organization, and in the identification

of the agency’s strategic initiatives.


SWOT IDENTIFICATION

The session was intended to identify internal and external factors in the delivery

of the OCD current strategies. It was able to initially identify and validate its

strengths, weaknesses, opportunities and threats as an organization and was able

to appreciate the assessment results vis-à-vis the four perspectives of the balanced

scorecard.

• Strengths refer to attributes of the organization that are helpful to achieving

the objective. It is a distinctive competence when it gives the organization a

comparative advantage to deliver its mandate.

• Weaknesses refer to attributes of the organization that are harmful to achieving

the objective. A weakness is a limitation or deficiency in one or more resources

or competencies that impedes the organization’s effective performance.

• Opportunities represent external conditions that are helpful to achieving

objective.

• Threats are major unfavorable situation in an organizational environment.

Threats are key impediments to the organization’s current or desired position.

Inputs from the Rapid Performance Review were used to serve as the initial basis of

the assigned group and later validated by the rest of planning participants. Initially

identified facilitating factors were used as reference for strengths and opportunities

while hindering factors for weaknesses and threats.

To guide the participants in a focused and holistic approach in analyzing its

environment, they were encouraged to use “lens” on internally and externally

assessing the agency’s environment: McKinsey’s 7S for internal assessment and

PESTLE (plus Security) for external assessment.

The following were identified as the OCD’s strengths:

S1. Strong legal basis and other DRR related policies, laws, national development

plans (national, international)

S2. Dedicated and committed personnel

S3. Availability of regular funding, emergency funds, donations

S4. Structured organization (national to local level)

S5. Standardized format structures for ICS, CP, 24/7 operations

S6. Strong and equipped sister bureau

S7. Availability of physical infrastructure

S8. Availability of basic ICT infrastructure


However, the perceived areas for improvement include:

W1. Absence of established human resource management system

W2. Limited personnel development/retention program

W3. Weak internal processes and systems

W4. Lack of knowledge management system

W5. Inadequate facilities, equipment and mobility

W6. Inadequate technological advancement

W7. Poor coordination with other stakeholders in the implementation of DRRM

efforts

W8. Poor technical assistance to the LGUs in the mainstreaming of DRRM efforts

W9. Absence of enabling policy to bridge DRRM and CCA efforts

W10. Weak administrative and support service in the regional office

W11. Poor and inefficient procurement system

Opportunities from the external environment that are helpful to achieve the

objectives of the agency were also identified. These include:

O1. Proposed expansion of plantilla positions

O2. Updating of NDRRM and NCCA Plan

O3. Engagement to DRRM Global and Regional platforms

O4. Availability of DRRM-related S & T initiatives

O5. Upgrading from Bureau to Department

O6. Recruitment of more competent personnel

O7. Implementation of PREXC

O8. Availability of foreign trainings and studies

O9. Presence of partner agencies

O10. Organized N/L DRRMC

The following were identified as threats from external environment which could do

damage to the agency’s performance.

T1. Change of leadership at the national and subnational level in the sustainability

of DRRM efforts

T2. Increasing intensity and occurrence of disaster


Strategic Directions

Part III

GUIDING PRINCIPLES

The mission and vision statements encapsulate the general direction the agency

wants to take. It serves as a guide not only to its managers and personnel but

most importantly to the public and stakeholders as to what they should expect from

OCD.

Mission statement defines the core purpose of the organization. It also reflects the

employees’ motivation for engaging in the organization’s work. It clarifies the true

purpose of the organization and articulates it to all stakeholders.

Referring on the existing statutes and relevant issuances, the OCD, as the

implementing arm of the National Disaster Risk Reduction and Management Council

and attached bureau of the Department of National Defense, serves as the State’s

administrator of a comprehensive national civil defense and disaster risk reduction

and management program. This was further espoused in its restated mission4 below.

MISSIONTo administer a comprehensive

civil defense and disaster risk reduction and management

program towards a safer and resilient community.

4 The previous mission statement of OCD was stated as follow: To provide leadership and administration of a comprehensive national civil defense and disaster risk reduction and management program. (Reference: http://ocd.gov.ph/index.php/mandate-mission-and-vision). Workshop participants were asked to revisit their mission statement ensuring that three basic elements are present: primary/core products and services; primary clients or customer; and, long-term outcomes determining success.


As a government agency, OCD puts premium on the following core values that will

serve as the underlying principles to guide and direct the way the agency performs.

These values represent the deeply held beliefs of the OCD and are encouraged to be

demonstrated through the day-to-day behavior of its officers and employees.

Meanwhile, vision represents the desired state to which the agency commits itself.

It bridges the organization’s reason for being as reflected in the mission, the values

which represent the organizational culture, and the strategy that will be put into

action to reach the desired future state.

CORE VALUES DEFINITIONS BEHAVIORAL INDICATORS

Excellence Achieving highest quality results by outstanding execution and continuous improvement in performing our mandates

We perform our tasks over and above what is expected from us.We execute duties and responsibilities seamlessly.We pursue exceptional ideas and innovative strategies in managing resources.

Professionalism Performing our mandates with competence and accountability as servant leaders

We perform our duties with proficiency and diligence.We observe proper conduct and decorum at all times.We are answerable for our decisions and actions made.

Integrity Possessing strong moral principles and uprightness of character

We serve with utmost credibility and trustworthinessWe do the right things right even when no one is watchingWe adhere to the highest ethical standards, at all times

Commitment Dedicating ourselves to deliver quality services

We are willing to provide services beyond the call of duty.We perform our mandated tasks effectively and efficiently.We, on our own volition, act and respond without expecting recognition.


5 The previous vision statement of OCD was stated as follow: A center of excellence in disaster risk reduction and management by 2020. (Reference: http://ocd.gov.ph/index.php/mandate-mission-and-vision). Workshop participants were asked to revisit their vision statement ensuring that three basic elements are present: a timeline for execution, a quantified success indicator, and definition of niche.6 Paul R. Niven, Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies, John Wiley & Sons Inc., p.133


VISIONBy 2022, OCD is a fully

capacitated agency that leads the implementation of an

integrated civil defense and DRRM Program.

The revisited and recrafted vision and mission statements were

operationalized through the crafting of strategic objectives.5 It represents

the broad priorities that were agreed and adopted by the organization

in recognition of its operating environment.6 It also refers to the overall

directional areas the organization will pursue to achieve its mission and

vision.

To ensure a holistic and balanced approach of the institution, the strategic

objectives crafted represent the four perspectives of customer/stakeholder,

internal processes, learning and organizational growth, and finance.

Nine (9) strategic objectives were crafted to represent the broad priorities

and are adopted by OCD for the next three years in recognition of its

operating environment and in pursuit of its vision.


The OCD engages and satisfies its stakeholders with the following strategic

objectives:




The OCD excels on its core processes that are at par with global standards

and best practices with the following strategic objectives:



SO6. Standardized operations and delivery of services

The OCD equips the organization (people capital, information capital, &

organizational capital) with the tools, competencies and values that are necessary

to be responsive to a changing environment with these objectives:

SO7. Enhanced competency of workforce


The OCD allocates the needed resources and exercises fiduciary responsibility in

managing it efficiently through this objective:

SO9.Enhanced efficiency and effectiveness of financial resources

management

Consolidating all these, the following page illustrates the OCD Strategy Map

(Fiscal Year 2020-2022) which details the agency’s nine strategic objectives

along four organizational perspectives.

VISION

“By 2022, OCD is a fully capacitated agency that leads the implementation of an integrated civil defense and DRRM

Program”

MISSION

CORE VALUES

stakeholdersinternal processlearning and

growth

“To administer a comprehensive civil defense and disaster

risk reduction and management program

towards a safer and resilient community.”

SO1. Enhanced capacities on DRRM and Civil Defense of LGUsSO2. Strengthened engagements with PartnersSO3. Adequately assisted disaster-affected communities and individuals

SO7. Enhanced competency of workforceSO8. Improved operational capacity

SO4. Enhanced administrative processes SO5. Improved operational processesSO6. Standardized operations and delivery of services


financial

O C D S t r a t e g y M a p

Excellence. Achieving highest quality results by

outstanding execution and continuous improvement in performing our mandates

Professionalism. Performing our mandates

with competence and accountability as servant

leaders

Integrity. Possessing strong moral principles and

uprightness of character

Commitment. Dedicating ourselves to deliver quality

services

O C D S t r a t e g y M a p

Performance Scorecard

Performance measures were formulated primarily to gauge the feasibility of the strategic objectives. These are numerical information that quantify inputs,

outputs and performance dimensions of processes, products, services and overall outcomes. It helps the management and employees to understand where they are, which way they are going and how far they are from where they want to be. It also operationalizes the formulated strategic objective thus yearly performance targets are herein identified for three (3) fiscal years starting from F.Y. 2020 to F.Y. 2022.


PERFORMANCE MEASURES

Responsible Delivery

Unit/s

BASELINE (2018)

TARGETS

2020 2021 2022


PM1. Percentage of LDRRMOs and volunteer groups capacitated

a. DRRM Officers/staff CBTS/ROsProgram will start in 2020

1663 1912 2294

b. Recognized Volunteer Groups

OS/ROs No Data10% increase

from 201915% increase

from 201920% increase

from 2019

PM2. Percentage of satisfactory rating from stakeholders

CBTS/ROsWill be

determined in 2019

70% 75% 80%

PM3. Percentage of LDRRMP of the P/C/M reviewed and evaluated

ROs53%

(911/1715)100% 100% 100%

PM4. Percentage of Local DRRM Offices assessed

PDPS/ROs82 (GK

Awardee)65%

(1115/1715)87%

(1476/1715)100%

(1715/1715)


PM5. Number of Council Resolutions/Circulars approved and issued covers the four thematic areas

PDPS/ROs 72 81 90 100

PM6. Number of recognized and acknowledged partners

PDPS/ROs 157 175 211 265

PM7. Number of sustained engagements and new forged partnerships

PDPS/CBTS/ROs

27 66 87 108

PM8. Percentage of Organizations capacitated

• National Government Agencies (NGAs) –Central Office/Department

CBTS No Data 30% 60% 100%

• GOCCs (excluding Water Districts) – Head Offices

CBTS No Data 30% 60% 100%

• Service Providers (utilities)

ROs No Data 30%2020 Target + 10% increase

2021 Target + 15% increase

• MLEs (e.g. SM, Ayala) ROs No Data 30%2020 Target + 10% increase


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Unit/s

BASELINE (2018)

TARGETS

2020 2021 2022

• CSOs (as accredited by DSWD, etc.)

ROs No Data 30%2020 Target + 10% increase



PM9. Percentage ofdisaster risk management operations supported• Activation and Deployment of EOCs, RDTs (IMT, etc.)• Provision of FIs and NFIs

OS/ROs No Data 100% 100% 100%

PM10. Percentage of project proposal/ request processed

RRMS/ROs No Data 85% 90% 95%

PM11. Percentage of qualified beneficiaries endorsed for assistance provision

RRMS/ROs No Data 100% 100% 100%

PM12. Percentage of disaster risk management operations supported

OS/ROs No Data 100% 100% 100%


PM13. Percentage reduction in turn-around time of administrative processes

APB PDPS No Data

Approved indicative APB three

months before the start of the fiscal year

Approved indicative APB four months

before the start of the fiscal year

Approved indicative

APB six months

before the start of the fiscal year

PPBER AFMS No Data

Submitted on time based

on DND deadline

Submitted a week

before DND deadline

Submitted two week before the

deadline

Policy Development All Services No Data

Submitted final draft based on deadline



PM14. Percentage compliance to liquidation standards (or instructions)

All Services No Data 100% 100% 100%

PM15. Percentage of Grievance cases resolved at the level of OCD

AFMS No Data 100% 100% 100%

PM16. Percentage of procurement transactions awarded within the timeline

AFMS 69.11% 75% 90% 100%


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Unit/s

BASELINE (2018)

TARGETS

2020 2021 2022

PM17. Response time of operational processes

Request for transportation Support of the affected Regional Offices and NDRRMC Member Agencies

LIFMD 2 days 6 hours 3 hours 1 hour

Deployment of Emergency Communication Team during “down time communication”

ICTD/ LIFMD 12 hours 10 hours 9 hours 8 hours


Distribution of NFI (upon receipt of the goods)

LIFMD, AFMS-GSD

15 working days

10 working days

7 working days

5 working days

QRF (Supplemental)24/7 OPCEN, ICTD, LIFMD,

AFMS15 days

7 working days

6 working days

5 working days

Warning Message sent through Telco

24/7 OPCEN 20 mins 15 mins 10 mins 5 mins

Request for emergency assistance facilitated by LIFMDa. Internal OCDb. NDRRMC-member

LIFMD 3 days 2 days 1 day 1 day

Pooling and Deployment of RDANA Team for large-scale disasters (national intervention) (With proper PPEs equipped)

LIFMD 48 hours 36 hours 24 hours 8 hours

Training Development CBTS No Data 10 months 8 months 6 months

Technical AssistanceAll Services/

ROsNo Data

30 working days

25 Working days

20 working days

Disaster ReportsInitial/Incident Report

OS/ROs 72 hours 48 hours 48 hours 24 hours

Final/Terminal Report OS/ROs 24 months 12 months 12 months 6 months

RDANA Report OS/ROs 14 days 11 days 7 days 3 days

PDNA Report RRMS/ ROs 12 months 10 months 8 months 6 months

Resolution of NDRRM Fund request (either endorsement to OP or denied/expired)

RRMS 6 months 4 months 3 months 2 months

Monitoring and Evaluation Report of NDRRMF Projects

RRMS30 days after

the visit25 days 20 days 15 days


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Unit/s

BASELINE (2018)

TARGETS

2020 2021 2022

SO6. Standardized operation and delivery of services

PM18. Number of organizational processes documented and internally audited

PDPS, ROs and

concerned Services

On-going finalization of

documentation4 4 4

PM19. Number of policies and guidelines developed, reviewed and updated

All Services 7 13 13 14

PM20. PRIME HRM Accreditation

AFMS-HRMDD

N/A Awarded

with Level 2

Assisted and Assessed for

Level 3

Recognized for Level 3

PM21. Number of operational processes ISO-certified

PDPS and concerned

ServicesN/A 0 1 2

PM22. Percentage of employees provided with appropriate Learning & Development Intervention

Rank & File employees provided with Learning & Development Intervention

AFMS-HRMDD,

CBTSNo Data 50% 65% 80%

SO7. Enhanced competency of the OCD workforce

Senior Leaders (3rd level) and Middle Managers provided with leadership development trainings

AFMS-HRMDD,

CBTSNo Data 100% 100% 100%

PM23. Percentage of employees undergone competency assessment

AFMS-HRMDD

No Data 100% 100% 100%

PM24. Percentage of employees who have met their required competency level

AFMS-HRMDD

No Data 50% 65% 80%


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Unit/s

BASELINE (2018)

TARGETS

2020 2021 2022


PM25. Number of requested plantilla positions approved by the DBM

AFMS-HRMDD,

OSSP TWG

Not Applicable

1,072 1,518 1,518

PM26. Percentage of authorized plantilla positions filled

AFMS-HRMDD

71.58% 85% 90% 95%

PM27. Number of ICT systems and equipment established and updated

Systems ICTD, LIFMD 10 12 14 16

Equipment ICTD, LIFMD 2171 2458 2744 3326

PM28. Number of OCD-owned and functional physical facilities

Central and Regional Offices

AFMS6 (CO-3, R2, R5, R9) 2019

– R1

12 (+CARAGA, R7, R10, R6,

CO)

16 (+R11, R12, R4B, R8)

18 (+R4A, CAR)

Warehouses AFMS/OS4 (CO, R2, R5,

R9)8 (+R2, R3,

R8, CARAGA)12 16

Training Institutes CBTSMaster Plan

Development (2019)

Master Plan Budget

ApprovalConstruction Operational

PM29. Percentage of serviceable equipment (except ICT)

PDPS/CBTS/OS/ROs

No Data 70% 85% 95%

SO9. Enhanced efficiencyandeffectiveness offinancialresources management

PM30. Percentage of funds obligated and paid

Obligated AFMS 97% 100% 100% 100%

Paid AFMS 100% 100% 100% 100%

PM31. Percentage of Periodic Financial Reports Submitted on time

AFMS 100% 100% 100% 100%

PM32. Percentage reduction of recurring COA audit observations

AFMS No Baseline 50% 75% 80%

PM33. Percentage of fully implemented COA audit recommendations

AFMS/ ROs No Data 50% 50% 50%


Strategic Risk Assessment and Proposed Treatments

Part IV

Important in the implementation of the strategic plan is the assessment and

treatment of scenarios and events that are beyond the control of the organization

and may affect the attainment of strategic objectives. Likelihood (chance of

something happening) and Impact (outcome) of these uncertainties were analyzed

to determine risk level. Possible treatments were identified to respond to these risks

and support the achievement of strategic objectives.

Strategic Objectives

RisksIdentificationRisk Analysis

Risk Evaluation Proposed Risk

TreatmentLikelihood Impact Risk Level


Unstable tenure of DRRMOs due to political influence

Unlikely (2)

Moderate (3)

Low (6)Continue the capacity building interventions


Peculiarities in MandateModerate

(3)Minor (2) Low (6) Strong leadership

SO3. Disaster-affected communities are adequately assisted

Limited Budget Availability Likely (4) Major (4) High (16)Prioritizationof 4th to 6th Class Municipalities

Parochial Preference - requests by congressmen

Likely (4)Moderate

(3)High (12)

Lobby for the increase of NDRRMF


Delayed procurement processes due to low absorptive capacity of concerned units

Almost Certain (5)

Major (4) High (20)

Activation of Procurement Division with corresponding plantilla position personnel

Full capacitation of Regional Offices Procurement Units


Delayed dissemination of Early Alert and Warning Messages

Moderate (3)

Major (4) High (12)

Enhance ICT Infrastructure

Formulation of EAWM Protocols to ensure immediate dissemination through fastest means

SO6. Standardized operation & delivery of frontline services

Non-compliance to ISO Certification requirements of frontline services

Almost Certain (5)

Major (4) High (20)

Creation of Technical Working Group with the assistance and supervision of a consultant to ensure the compliance to ISO requirements

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Strategic Objectives

RisksIdentificationRisk Analysis

Risk Evaluation Proposed Risk

TreatmentLikelihood Impact Risk Level

SO7. Enhanced competence of workforce

Resignation of competent employees resulting in “brain drain”

Almost Certain (5)

Moderate (3)

High (15)

Promotion

Conduct of purposive training for next-in-rank personnel


No clear standard structure that results in inadequate fill-up of personnel

Moderate (3)

Major (4) High (12)

Enhancement of Organizational Structure and Staffing Pattern (OSSP)

Lack of policy implementation of ICT at the regional level that affects connectivity and early warning systems

Likely (4) Major (4) High (16)Continue with redundancy of communication

Not so conducive work environment that affects employee morale

Almost Certain (5)

Minor (2) High (10)

Construction of office buildings with equipage

Rent a better facility


Delayed/non-approval of the GAA

Moderate (3)

Moderate (4)

High (12)Implement belt tightening and PAPs prioritization

COA Disallowances Likely (4)Extreme

(5)High (20)

Enhance internal control measures

Internal Fraud Rare (1) Major (4) Low (4)Enhance internal control measures

Inflation Risk Likely (2)Moderate

(3)Low (6)

Implement belt tightening and PAPs prioritization

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The initially identified proposed risk treatments were later considered in the

identification and profiling of keyprograms and projects.

Below is the Risk Rating Scheme and Risk Assessment Matrix that were utilized in

the Risk Analysis and the determination of Risk Level:

(Figure ___: Risk Rating Scheme; Figure ___: Risk Assessment Matrix)

R I S K R A T I N G S C H E M E

Risk Rating Impact Probability

Scale Rating SEVERITY (Negative Effect) Scale Likelihood

5 Extreme

Can result to discontinuity/stoppage of operations; Legal noncompliance, loss of customer, financial loss which can result to closure; or severe damage to organization’s reputation

5

Almost certain – Very high probability of occurrence is expected; happened more than once in a year

4 MajorCan result in nonconforming product, delayed delivery, customer complaint, disruption of operations

4

Likely – Probability of occurrence is expected; happened once in the previous year

3 Moderate

Can result to the inconsistent implementation of QMS processes in a certain degree, resulting to inconsistent quality

3

Moderate – Probability of occurrence is reasonably expected; happened once in the last 2 years

2 MinorMinimal negative impact to the iorganization; can be possibly accepted as it is

2Unlikely – Probability of occurrence is low; happened once in the last 5 years

1 Insignificant No negative impact at all 1Rare - Almost not possible to occur at all

I M P A C T

LIKE

LIHO

OD

5

5 25

20

15

10

5

20

16

12

8

4

15

12

9

6

3

10

8

6

4

2

5

4

3

2

1

4

4

3

3

2

2

1

1

RISK ASSESSMENT MATRIX

RATING RISK LEVEL COLOR ACTION

10-25 HIGHCONTROL PLAN / ACTION IS REQUIRED

8-10 MODERATEALERT LEVEL BUT NO ACTION REQUIRED

<8 LOW RISKNO ACTION IS REQUIRED


Strategic Initiatives

Part V

In order to operationalize the strategic objectives and realize the targets set by

OCD, different strategic initiatives were identified. In the BSC framework, strategic

initiatives are the action projects needed to help the organization be successful in

attaining its strategic objectives. They are of importance to the whole organization,

and are far reaching. In the conventional planning framework, it refers to the more

commonly known flagship programs and projects. It is an effort by the OCD to bridge

the gap between the current performance and targeted future performance of the

OCD.

The OCD intends to carry out a total of eleven (11) major strategic initiatives:

Summary of these strategic initiatives which include objectives, key milestones and

outputs, and components are discussed on the succeeding pages.

1 6

2 7

3 8

4 9

5 10

11

Pillars Program

Parangal Program

Tuloy Buhay Program

Progress Enhancement of Performance LeadingtoEffective,EfficientandQuality Services (PEOPLE-QS)

Advance Government Activity on Procurement (AGA-Procurement)

Warning & Alert Zoning in Unison Program (WAZUP)

Four-Part Program for the Enhancement of OCD’s Disaster Response Operations (4PEDRO)

Organizational Structure Enhancement Program (OSEP)

Information Systems Services and Applications Program (ISSAP)

Financial Management Enhancement Program (FMEP)

Facilities Improvement Program (FIP)


PILLARS PROGRAM

Objectives: The initiative aims to:a. Capacitate P/C/M LDRRM Officers/Training Officers/DRRM Council Members, accredited Volunteer Groups and other stakeholders.b. Review and evaluate the LDRRMPs of P/C/M.c. Assess the Local DRRM Offices and the government hospitals in LGUs.d. Develop, enhance, print, re-print and disseminate IEC materials to stakeholders.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Development and Implementation of Curriculum for Basic and Advanced DRRM/Civil Defense course • Review and Evaluation of Guidelines/Checklist for Local DRRM Planning• Development of Assessment Guidelines/Checklist for the assessment of Local DRRM offices• Constitute a Technical Team for assessment of government hospitals in LGUs• IEC Materials developed, enhanced, printed, re-printed and disseminated

Components: The program has the following elements:• Tanglaw Program• Gabay Program• Kaalaman Program

Strategic Objectives Addressed: The program will contribute to the attainment of the following strategic objectives:• SO1. Enhanced capacities on DRRM and Civil Defense of LGUs• SO2. Strengthened engagements with Partners

Program Champion: CBTS with OS, PDPS, RRMS, and PAO

PARANGAL PROGRAM

Objectives: The initiative aims to aims to provide incentivize and ensure sustainability of existing partnership and forge new engagements and development various databases to ensure recording of all resolutions crafted and approved.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Development of Standard Template for Resolutions / Circulars / Memorandum / Minutes or Highlights of the Meeting• Development of Database of Resolutions, Circulars, memoranda issued and approved • Development of Training Modules on Protocols and parliamentary procedures for the members of the Secretariat• Conduct of GK Impact Assessment• Conduct of partnership activities

Strategic Objectives Addressed: The program will contribute to the attainment of SO2. Strengthened engagements with Partners.

Program Champion: PDPS with AFMS, CBTS, OS and RRMS

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Strategic Initiative


PROGRESS ENHANCEMENT OF PERFORMANCE LEADING TO EFFECTIVE, EFFICIENT AND QUALITY SERVICES (PEOPLE-QS)

Objectives: The initiative aims to:a. Ensure standardization of core processes and the provision of quality service. b. Promote continual improvement in organizational processes and the entire system which will result to increased client satisfaction.c. Develop policies, plans, programs and processes in compliance with the provisions RA 10121 and other existing laws.d. Elevate the HR Management Systems and Processes from Traditional to Process defined and Integrated Level.

Key Milestones and Outputs: The key deliverables and activities of the program include:• CSC Approved OCD PRIME-HRM Action Plan and Policies on RSP, L&D, PM, and R&R• Implementation of HRM policies, systems, and processes under Level 3 indicators base on the approved action plan• Conduct of Competency Assessment • Updated HR records for validation of CSC (e.g. 201 files, leave cards)• Development, Review and/or Updating of Policy Guidelines on Administrative and Operational Processes• QMS Documentation, Approval, Internal Audit, Third Party Audit• Development of National Prevention and Mitigation Plan• Review and updating of the OCD Strategic Plan

Components: The program has the following elements:• Policies, Plans, Programs and Processes Review and Updating (4Ps Review and Updating )• Quality Management System Standardization Program• CSC PRIME Accreditation

Strategic Objectives Addressed: The program will contribute to the attainment of the following strategic objectives:• SO4. Enhanced administrative processes• SO5. Improved operational processes• SO6. Standardized operations and delivery of services

Program Champion: AFMS with CBTS, OS, PDPS, and RRMS

TULOY BUHAY PROGRAM

Objectives: The initiative aims to provide timely and adequate assistance to disaster

affected communities and individuals. This involves the processing of project proposals,

requests, and endorsement of qualified beneficiaries for assistance provision.

Key Milestones and Outputs: The key deliverables and activities of the program

include:

• Development of Survey Form in determining the satisfactory rating of stakeholders

• Validated and Evaluated 2019 Project Requests (RPVET)

Strategic Objectives Addressed: The program will contribute to the attainment

ofSO3. Adequately assisted disaster-affected communities and individuals.

Program Champion: RRMS with AFMS and OS

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STRATEGIC INITIATIVE 6: WAZ UP (WARNING & ALERT ZONING IN UNISON PROGRAM)

Objectives: The initiative aims to develop the standards on Operation Center Communication Protocol on Alert and Early Warning. Likewise, it intends to formulate the framework on the development of national public warning system that will enhance the delivery of early warning messages at all levels.

Key Milestones and Outputs: The key deliverables and activities of the program include:• JMC between NDRRMC-OCD and DICT-NTC shall be issued relative to the standards of cell broadcast compliant mobile devices• Planning workshop of the TWG/TMG for the development of standard, framework and JMC• Formulation workshop of the standard and framework

Strategic Objectives Addressed: The program will contribute to the attainment of SO5. Improved operational processes.

Program Champion: OS

ADVANCE GOVERNMENT ACTIVITY ON PROCUREMENT (AGA-PROCUREMENT)

Objectives: The initiative aims to:

a. Fast-track the procurement of goods and services necessary for the implementation

of OCD’s PAPs.

b. Realize the early procurement guidance AO 25 s. 2011.

Key Milestones and Outputs: The key deliverables and activities of the program include:

• Issuance of APP Development Guidelines FY 2021

• Conduct of APP formulation workshop by ROs and CO

• Conduct of centralized APP workshop

Strategic Objectives Addressed: The program will contribute to the attainment of the

following strategic objectives:

• SO4. Enhanced administrative processes

• SO9. Enhanced efficiency and effectiveness of financial resources management

Program Champion: AFMS

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ORGANIZATIONAL STRUCTURE ENHANCEMENT PROGRAM (OSEP)

Objectives: The initiative aims to:a. Enhance the current OCD organizational structure and staffing pattern.b. Increase fill-up rate.c. Develop succession plan/career development plan.d. Strengthen recruitment process.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Organizational Structure and Staffing Pattern• Capability-Building and Improvement

Strategic Objectives Addressed: The program will contribute to the attainment of the following strategic objectives:• SO4. Enhanced administrative processes • SO5. Improved operational processes• SO8. Improved operational capacity


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FOUR (4)-PART PROGRAM FOR THE ENHANCEMENT OF OCD’S DISASTER RESPONSE OPERATIONS (4PEDRO)

Objectives: The initiative aims to:a. Strengthen the capability of OCD to assist in the request for transportation support of the NDRRMC Member Agencies during disaster response to post-disaster operations.b. Improve OCD’s capability in the provision of non-food items to the OCD Regional Offices as form of prepositioning or as augmentation in preparation or for actual response operations.c. Improve the operational process of the RDANA teams on the submission of disaster assessment reports to support the response operations in disaster-affected areas.d. Improve the tracking and monitoring on the utilization of the Quick Response Fund at all levels of the disaster response operations.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Development of Logistics Cluster Operational Guidelines• Conduct of Regional Logistics Capacity Assessment• Conduct of market research for the procurement of specific NFIs unique to the Region • Conduct of Warehouse management workshop• Conduct of the KOBO Toolbox training in relation to the use of RDANA forms (1-day training)• Creation of a Quick Response Fund (QRF) Monitoring Technical Working Group• Workshop/writeshop on the development of Quick Response Fun (QRF) policy and protocols

Components: The program has the following elements:• Humanitarian Emergency Relief Management for Enhanced Support Services (HERMES)• Allocation of Emergency Non-Food Items to OCD Regional Offices (ATHENA)• Enhancement of the Rapid Damage Assessment and Needs Analysis (RDANA) Report Submission to the Operations Service; and (EROS)• Quick Response Fund (QRF) Handling and Utilization Design for Emergency Situations (HADES)

Strategic Objectives Addressed: The program will contribute to the attainment of SO5. Improved operational processes.

Program Champion: OS with AFMS


INFORMATION SYSTEMS SERVICES AND APPLICATIONS PROGRAM (ISSAP)

Objectives: The initiative aims to provide efficient and effective information and communications technology systems and equipment for OCD as well as stakeholders that can be used for administrative and operational concerns of the Office.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Human Resource Management Information System• Planning and Budgeting Information Management System• DRRM Project Monitoring System• Asset Management System• Document Management System• IT Help Desk System

Strategic Objectives Addressed: The program will contribute to the attainment of the following strategic objectives:• SO4. Enhanced administrative processes • SO5. Improved operational processes• SO6. Standardized operations and delivery of services• SO8. Improved operational capacity

Program Champion: OS with AFMS and RRMS

FACILITIES IMPROVEMENT PROGRAM (FIP)

Objectives: The initiative aims to aims to establish functional OCD Regional Offices, warehouses, and training institutes to aid improvement in the operational capacity of OCD.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Conduct of scoping and site survey • Development of Site Plan and Building Design• Conduct of Facilities Management and Maintenance Training for OCD personnel• Approval of Training Institute Master Development Plan • Construction of Main Building, Building and Operation and Maintenance Center, Training Center, Hostel (Phase 1) and Simulation Center (Phase 2)Components: The program has the following elements:• Establishment of OCD Regional Offices and warehouses• Operationalization of Training Institute

Strategic Objectives Addressed: The program will contribute to the attainment of SO8. Improved operational capacity

Program Champion: AFMS with OS

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FINANCIAL MANAGEMENT ENHANCEMENT PROGRAM (FMEP)

Objectives: The initiative aims to:a. Strengthen OCD procurement system resulting to efficient and effective obligation and disbursement of funds; prompt submission of financial compliance reports and reduction of recurring audit recommendation and allocation of budget based on regional absorptive capacities and peculiarities.b. Fully implement decentralization of procurement process (including required staffing complement).c. Fully implement COA audit recommendations.d. Completely reduce recurring COA audit recommendations.

Key Milestones and Outputs: The key deliverables and activities of the program include:• Creation of an FPR Team to review and recommend process improvements on OCD’s financial transactions • Conduct Integrity Internal and External Integrity Survey• Development of OCD Integrity Enhancement Plan• IEC Materials developed, enhanced, printed, re-printed and disseminated

Components: The program has the following elements:• Financial Process Review (FPR) Program• FCEP (Financial Capability Enhancement Program

Strategic Objectives Addressed: The program will contribute to the attainment of the following strategic objectives:• SO4. Enhanced administrative processes • SO9. Enhanced efficiency and effectiveness of financial resources management



Moving Forward and Beyond

Part VI

The formulation of OCD 2020-2022 Strategic Plan can be considered as an

initiative itself on the part of the Agency and its current leadership. Substantial

resources and efforts have been allocated and used to ensure the relevance of OCD

by revisiting the organization’s mission, vision, core values and translating it into

tangible objective and measures. The formulated plan shall guide the Agency to the

path it wants to take and provide concise summary of the key success factors of the

organization and facilitate the alignment of its operations with the overall strategy.

However, the real challenge lies in the execution of the plan. The Agency may

have formulated its strategy map and scorecard that clarifies the strategic

objectives but the true success depends on its strategic implementation. Crucial

to its implementation is the cascading of the strategic plan and the formulation

of implementing guidelines of the major offices and units. This contributes to the

development of common and shared understanding of justified strategies, measures

and target among our officers and stakeholders. This serves as the starting point

to communicate the strategic objectives for both the executives of OCD and our

frontline workers whose performance is ultimately responsible for reaching these

goals. Regular monitoring, evaluation and obtaining feedback will be conducted to

assess the effectiveness and track progress of the implementation of plan.

The plan must evolve over time, as the organizational environment and its

capabilities change. OCD should be aware of the changing political, economic, social,

cultural and technological changes and advancement to ensure the relevance of the

plan. Events may unfold faster than what was projected during the planning period.

Initially identified programs and projects may not be complete to fully achieve the

goals stated in the plan and require developing additional initiatives. New measures

or performance indicators may be required to fully assess the continuously changing

nature of the agency. On the other hand, achievement of targets may be fast tracked

due to external conditions and stakeholder’s demand. The plan is not intended to

project the future completely and perfectly. However, it should not remain stagnant

but instead become a platform for continuous improvement in service delivery and

propel the Agency to become supportive of the national development agenda and

responsive to the new roles and functions it may assume in civil defence and DRRM.


OFFICE OF CIVIL DEFENSE STRATEGIC PLAN 2020-2022

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Transcript of OFFICE OF CIVIL DEFENSE STRATEGIC PLAN 2020-2022