comelec strategic plan 2011-2016

COMMISSION ON ELECTIONS

COMELEC STRATEGIC PLAN 2011-2016

ii Strategic Plan 2011-2016

COMELEC STRATEGIC PLAN2011 to 2016

ContentsMESSAGE OF THE CHAIRMAN 1

1. Introduction 2

2. Overview of the COMELEC 3

Organizational Structure of the COMELEC 4

COMELEC Departments/Offices5

3. The Strategic Planning Process 7

3.1 En Banc Approval and Creation of the Technical Working Group (TWG)7

3.2 Organizational Surveys and Interviews 7

3.3 Consultation Workshops 8

3.4 Writeshop with the TWG 8

3.5 Ratification Workshop 8

3.6 En Banc Approval 8

4. Strategic Foundations 9

Vision 9

Mission 9

Guiding Principles 9

5. Strategic Pillars and Directions 11

5.1 Election Administration 11

5.2 Electoral Dispute Adjudication 12

5.3 Voter Education 13

5.4 Legal and Policy Framework 14

5.5 Empowerment of Field Offices and Personnel 15

5.6 Professional Competency 16

5.7 Technological Capability 17

5.8 Integrity and Accountability 18

5.9 Linkage with External Stakeholders 19

5.10 COMELEC Main Building and Field Offices 20

6. Implementation 21

6.1. Roles of TWG 21

6.2. Review Mechanism for Newly Proposed Activities 22

6.3. Budgetary Requirements 22

6.4. Awarding of Best Performing Departments and Field Offices 22

7. Strategic Steps and Outputs 24

7.1 Election Administration 24

7.2 Electoral Dispute Adjudication 26

7.3 Voter Education 27

7.4 Legal and Policy Framework 28

7.5 Empowerment of Field Offices and Personnel 29

7.6 Professional Competency 30

7.7 Technological Capability 32

7.8 Integrity and Accountability 34

7.9 Linkage with External Stakeholders 36

7.10 COMELEC Main Building and Field Offices 38

8. Risk Analysis 40

9. Rollout and Communications 41

10. Monitoring and Evaluation 43

10.1. Monitoring and Evaluation Framework and Methodology 43

10.2Monitoring and Evaluation Group 44

10.3.Reportorial Requirements 45

Annex A: Members of the TWG 47

Annex B: Organizational Assessment 48

Annex C: Participants of the Consultation Workshops 61

Annex D: Participants of the Writeshops 66

Annex E: Participants of the Ratification Workshops 67

Annex F: Quarterly Reporting Template 68

Annex G: Performance Indicators Worksheet 71

ii Strategic Plan 2011-2016

The Chairman’s Message

In about a week, the President will be delivering his State of the Nation Address. We, on the other hand, will be delivering to him and the Filipino people our new COMELEC Strategic Plan – the roadmap we will be following for the next five years.

The COMELEC Strategic Plan – which we will call COMSTRAT1116 – sets the direction for our Commission and embodies all our aspirations for our agency and for ourselves.

Our Technical Working Group has worked long and hard, always in consultation and cooperation with representatives from every level of our organization, and have crafted a sound new mission statement and vision. This is accompanied by strategic goals and targets which, as realistic as they are, nevertheless reflect our tireless struggle to improve our service to our most important clients: the Filipino people.

Over the next few weeks, we will be sharing this strategic plan with all COMELEC employees. We will provide complete explanations of why we are pursuing these goals, how we intend to achieve them, and what is expected from each and everyone of us. Just as importantly, we will be detailing the challenges that will arise, and how we can overcome those challenges together.

These are very exciting days for all of us. The road ahead is clear and straight as an arrow. We will walk that road together, and adhering to COMSTRAT1116 as one, we will ensure a brighter future for the COMELEC, and the Filipino nation.

1 Strategic Plan 2011-2016

1. Introduction

Election is considered the largest, most costly and most administratively and logistically burdensome operation at a national level that a single country could ever undertake in times of peace. It encompasses a complex and large-scale set of operations, which involves a multitude of activities and sub-activities. They include delivery of professional trainings to thousands of employees and officials and deputized government agencies. It requires financial control, procurement of hundreds of single items in enormous quantities, introduction of regulations, promulgation of legal reforms, registering voters, monitoring campaigns, developing voting and counting procedures, designing and implementing civic and voter education, liaising with stakeholders, dealing with security, adjudicating electoral disputes and much more. All of these have to be done with limited resources and within a framework and deadlines set by laws.1

As such, election administration requires a great deal of planning and preparation to enable an election management body like the COMELEC to administer honest elections to produce election results that are credible. Inadequate planning often leads to problematic execution that compromises the credibility of the entire process and can even lead to failure of elections.

Strategic planning is a process of self-examination that allows an organization to map out its strategies in order to achieve its mission and vision based on the analysis of the present. It is one of the most widely used methods by any type of organization deciding to undertake a long-term planning exercise with a two-fold aim of enhancing its ability to anticipate and respond to needs that it will/may confront and conduct a structured and long-term institutional strengthening effort. Strategic planning, therefore, is an assessment tool, a planning tool and an implementation tool.

For organizations like COMELEC, which operates in difficult political, social and security environments, and with limited resources, strategic planning is a crucial tool for delivering credible elections. Through a strategic plan, it is able to define its strategy, or direction, and makes realistic decisions on allocating resources required to pursue the set strategy. Its adoption and implementation will help the COMELEC optimize its performance, deliver efficient and comprehensive services to voters, maximize use of often limited financial and human resources and strengthen itself as professional and credible institution of governance.

This is not the first time that the COMELEC has adopted and implemented a Strategic Plan. Past Strategic Plans include OPLAN MODEX and OPLAN MERIT. All the lessons learned from the implementation of these past strategic plans were taken into account in the formulation of this plan.

1 Antonio Espinelli, Strategic Planning for Effective Electoral Management: A Practical Guide for Electoral Management Bodies to Conduct a Strategic Planning Exercise, IFES (2011); see also Joe Baxter’s Strategic Planning for Election Organisations (IFES).


2. Overview of the COMELEC

The COMELEC is the principal government agency tasked by the Constitution to enforce and administer all laws and regulations concerning the conduct of regular and special elections.2 It is a body that is designed to be constitutionally independent from the executive, legislative and judicial branches of government to ensure the conduct of free, fair and honest elections. As an added measure, the constitution also grants fiscal autonomy to enable the COMELEC to operate effectively, efficiently and free from political interference. The constitution mandates that “funds certified by the Commission as necessary to defray the expenses for holding regular and special elections, plebiscites, initiatives, referenda, and recalls, will be provided in the regular or special appropriations and, once approved, will be released automatically upon certification by the Chairman of the Commission.”3

In addition to its primary task of election administration, the COMELEC also performs judicial, regulatory and administrative functions. Its judicial mandate consists of taking exclusive original jurisdiction over all contests relating to the elections, returns, and qualifications of all elective regional, provincial, and city officials, and appellate jurisdiction over all contests involving elective municipal officials decided by trial courts of general jurisdiction, or involving elective barangay officials decided by trial courts of limited jurisdiction. Except on issues involving the right to vote, it has regulatory and administrative authority to decide on all questions affecting elections, including determination of the number and location of polling places, appointment of election officials and inspectors, and registration of voters.

The Commission has the power to propose to Congress measures to minimize election spending, including limitation of places where propaganda materials will be posted, and to prevent and penalize all forms of election frauds, offenses, malpractices, and nuisance candidacies. Likewise, it can recommend to the President the removal of any officer or employee it has deputized, or the imposition of any other disciplinary action, for violation or disregard of, or disobedience to, its directive, order, or decision. On its own, or upon verified complaint, the COMELEC can file petitions in court for inclusion or exclusion of voters and investigate/prosecute cases of violations of election laws, including acts or omissions constituting election frauds, offenses, and malpractices.4

2 Regular elections in the Philippines consist of the national elections for the office of president and vice-president every 6 years and for senators and party-list representatives every 3 years, local elections for members of the House of Representatives and provincial, city, and municipal officials every 3 years, barangay elections and SangguniangKabataan every 3 years. Special elections include initiatives, referendums, plebiscites, and recalls. In ensuring free, orderly, honest, peaceful, and credible elections, the COMELEC can deputize law enforcement agencies and instrumentalities of the Government, including the Armed Forces of the Philippines.3 Section 9, C. Commission on Elections, Article IX. Constitutional Commissions, 1987 Constitution. There were various instances in the past, however, when the institutional independence of the COMELEC was undermined both by the executive and legislative branches. As noted by one study, the “issues against [the] COMELEC prove that the safeguards defined by the Constitution and Omnibus Election Code are not sufficient to ensure its integrity and independence against political machinations from within and outside.” Even its supposed fiscal autonomy has yet to be operationalized as budget proposals by the COMELEC have been slashed, increased or decreased by the Department of Budget and Management (DBM).?

4 Section 2, C. Commission on Elections, Article IX. Constitutional Commissions, 1987 Constitution.


The COMELEC consists of one Chairman and 6 commissioners, all of whom have a 7-year term without reappointment. Figure 2.1 provides the organizational structure of COMELEC. In all matters pertaining to election administration and policymaking, the commissioners act as a collegial body. In election cases and pre-proclamation controversies, however, the Commission sits in two divisions initially, but decides en banc on motion to reconsider a division decision.5

Figure 2.1. Organizational Structure of the COMELEC

Assisting the Chairman in managing the day-to-day affairs and operations of the COMELEC is the Executive Director. As the highest-ranking career official, he implements the policies and decisions of the Commission, takes charge of the administrative affairs and serves as the communication and operational link between

5COMELEC website, http://www.comelec.gov.ph/aboutus_/structure.html.


INTERNAL AUDIT

OFFICE

the staff and Commissioners. He is assisted by a Deputy Executive Director for Administration (DEDA) and a Deputy Executive Director for Operations (DEDO).

The COMELEC has 10 offices and 10 departments in the central office, each headed by a director (see Table 2.1). In the field, there are 16 Regional Election Director (REDs), 80 Provincial Election Supervisor (PESs), 1,613 Election Officers (EOs) and their staff. The EOs are based in every city and municipality whose main function is to supervise the conduct of electoral activities within their areas of responsibility as field representatives of the Commission.6

Table 2.1.COMELEC Departments/OfficesDepartments/Offices Divisions

Office of the Chairman

Office of the Commissioner (6)

Administrative Services Department (ASD)

a. Cash Divisionb. Property Divisionc. General Services Divisiond. Internal Records Divisione. Library Division

Election and Barangay Affairs Department (EBAD)

a. Precincts and Voting Centers Divisionb. Registration Division

Electoral Contests Adjudication Department (ECAD)

a. First Divisionb. Second Divisionc. Judicial Records Division

Education and Information Department (EID)

a. Information Divisionb. Public Relations Division

Election Records and Statistics Department (ERSD)

a. Records and Statistics Divisionb. National Central File Divisionc. Voters Identification Division

Finance Services Department (FSD)

a. Budget Divisionb. Accounting Divisionc. Voucher Processing Divisiond. Data Processing Division

Internal Audit Office (IAO)

Office of the Clerk of the CommissionOffice of the COMELEC Secretary

Personnel Department (PD) a. Personnel Divisionb. Manpower Development Divisionc. Health Services Division

Planning Department a. Planning and Programming Divisionb. Management Systems Development Division

Law Department a. Investigation and Prosecution Divisionb. Legal Opinion and Research Division

Information Technology Department (ITD)

a. Systems and Programs Division b. Systems Operations Division c. Management Information System Division

On May 10, 2010, the COMELEC conducted the Philippines’ first fully automated synchronized national and local elections. The implementation of the automated election system (AES) was generally viewed as successful. However, a COMELEC initiated assessment of the AES recommended various reforms, including the adoption of a new strategic plan, in order to replicate the success of the 2010 elections. It also

6 Ibid.


noted that most of the problems encountered during the preparations for, and the conduct of, elections were caused by the inadequate of strategic planning.7

7George Carmona, Mike Yard and Juhanni Grossmann, Assessment of the 2010 Automated Elections in the Philippines (September 2010).


3. The Strategic Planning Process

The current Strategic Plan is a product of a series of intensive consultative workshops with the internal and external stakeholders of COMELEC. In addition, assessment surveys and interviews were conducted to fully grasp the challenges faced by the COMELEC in the performance of its mandate. The planning process likewise benefited from the findings of past assessments that looked into the performance of the COMELEC in conducting the automated election system that was held in May 2010.

From March to May 2010, the following steps were taken by the COMELEC to surface organizational issues and challenges and to define its vision, mission, goals and objectives in the next 5 years.

3.1 En Banc Approval and Creation of the Technical Working Group (TWG)The strategic planning process formally commenced after the Commission en banc gave its approval to the strategic planning process. It constituted a TWG composed of 8 senior staff and 2 support personnel (see Annex “A” for list of TWG members) to take the lead role in the drafting of a new strategic plan. Included in the mandate of the TWG are the following: a) assist in the conduct of the organizational assessment;b) plan and coordinate the strategic planning sessions; c) prioritize or narrow the issues to be discussed during the strategic planning sessions; d) identify and prepare the documents that will be needed during consultation workshops; e) co-facilitate workshop sessions and serve as resource persons; f) draft and finalize the Strategic Plan; g) helpensure the efficiency and quality of the entire process; and h) ensure and monitor implementation of the Strategic Plan. An external facilitator was engaged to guide the strategic planning process and ensure that it stays focused.8

3.2 Organizational Surveys and InterviewsOrganizational assessments through surveys and interviews were conducted prior to the planning process and before the start of each consultation workshop. The initial survey with 111 respondents from the main office helped identify what the COMELEC staff considers as priorities for organizational improvement and directions for reform. It was also a valuable input in the design of the consultation workshops. The surveys conducted prior to each workshop helped the participants evaluate the COMELEC as an organization and provided them with a framework in conducting a SWOT analysis. They were complemented by individual interviews. The highlights of the results of these surveys are attached as Annex “B”.

8As part of its technical assistance to the COMELEC, IFES, which provides technical assistance to the commission, engaged the services Dr. George V. Carmona, Mr. Michael Yard and Ms. Carol Pascual-Sanchez, as facilitators and resource persons of the strategic planning process.


3.3 Consultation WorkshopsFour consultation and planning workshops were conducted throughout the strategic planning process. The senior staff, the regional election directors, the election officers and the division chiefs from the main office participated in these workshops.9 In each of the workshops, external stakeholders took active part in evaluating the COMELEC as an organization and provided valuable suggestions in defining the key issues and strategic directions. The list of participants is attached as Annex “C.”

During these workshops, the participants evaluated the internal strengths and weaknesses and matched them with external opportunities and threats affecting the COMELEC. They also formulated and finalized the COMELEC’s new vision and mission statements, the strategic goals and objectives and their guiding principles.

3.4 Writeshop with the TWGTo consolidate all the outputs of the 4 workshops, the members of the TWG held two writeshops to produce the first and second drafts of the Strategic Plan. A writeshop is an intense participatory process, designed to allow crucial documents to be developed, revised and put into final form as quickly as possible, taking full advantage of the experience and expertise of the participants (the members of the TWG). Additional personnel from the main office assisted the TWG in crafting the Strategic Plan. Participants of the writeshops are listed in Annex “D.”

3.5 Ratification WorkshopThe Final Draft of the Strategic Plan was presented to the Chairman, Commissioners and their respective chief of staff, senior staff and REDs for validation and eventual ratification. They also helped in formulating roll out and implementation plans. The list of participants in the ratification workshop is found attached as Annex “E.”

3.6 En Banc ApprovalApproval by the Commission en banc of the Strategic Plan was the final step to the planning process.

While the planning process sought to be comprehensive in its assessment and in proposing measures to address strategic issues and challenges, it endeavored to be realistic in its goals and objectives taking into account resource limitations and capacity of the organization to implement reforms.

9 Consultation workshops were held in Clark, Pampanga (for the Luzon REDs and PES/Acting PES), Cebu City (for the Visayas and Mindanao REDs and PES/Acting PES) and Manila (for the division chiefs).


4. Strategic Foundations

VisionIndependent, empowered and fully modernized institution conducting transparent electoral processes with credible results in strong partnership with election stakeholders.

MissionWe, the guardians of the sovereign will of the Filipino people, in partnership with election stakeholders, commit ourselves to conduct honest, orderly, peaceful, fully automated and credible elections in order to build strong democratic institutions.

Guiding PrinciplesIn the pursuit of our vision and mission, we are guided by the following principles:

IndependenceWe aspire to continuously gain the confidence of the electorate by being independent of any party, the sitting government and any vested political interest in our decision-making processes. We are not influenced by any governmental, political or other partisangroups. At the same time, we assert our fiscal autonomy as mandated by the constitution.

IntegrityWe are the primary guarantor of the integrity of the electoral process. We assume direct responsibility for ensuring the credibility of results of all the electoral exercises that we administer.

AccountabilityWe ensure an accountable electoral administration in each stage of the electoral process to guarantee the integrity of the electoral process. We take full responsibility for all our actions and will always be answerable to the Filipino people and all our stakeholders.

TransparencyWe are transparent in our policies and actions, and ensure that the stakeholders have access to relevant information. We are also transparent in our operational and financial management of the electoral exercises.

ImpartialityWe treat all election participants fairly and equally, without giving advantage to any political partiesor interest group. We perform our administrative, regulatory and adjudicative functions in a politically neutral and impartial manner.


ProfessionalismAs a professional electoral management body, we ensure that all candidates, parties, and voters are treated equally and fairly and the electoral processes and facilities are used as efficiently as possible.We recognize the importance of professionalism and the need to have a properly trained and motivated staff.

EfficiencyWe endeavor to be more efficient in our day-to-day operations and in the administration of all electoral processes. We exert all efforts to adhere to our timelines and project costs.

Service orientationWe recognize that election management is essentially a service industry and that our stakeholders have a high expectation of our ability to perform our tasks effectively and efficiently. We strive to achieve for every voter the highest quality service possible with the least possible inconvenience, regardless of resource limitations.

Rule of lawWe at all times comply and respect all election laws, and apply them fairly. We clearly explain the legal rationale for our decisions. We ensure that within the legal framework of the country, laws relating to elections are fully and strictly implemented.


5. Strategic Pillars and Directions

From the consultative workshops, surveys and the analysis of our environment, below are the key strategic pillars, as well as our strategic directions in the next 5 years in order to address and/or strengthen them:

5.1 Election AdministrationElection administration is our primary and most important mandate. It is for this

reason that the COMELEC is considered the primary guardian of the sovereign will of the people. Our experience in the May 2010 automated elections, however, highlighted the need to enhance and upgrade our project management skills and IT capabilities in order to effectively and efficiently implement an automated election system. As election administration is our most important mandate, our commitment to administer honest, orderly, peaceful and credible elections will be meaningless unless we address this limitation. We also need to improve our competency in other aspects of election administration that include the conduct of pre- and post-election activities such as maintaining and cleansing voter registration lists, drawing of precincts, selecting of polling place sites, procuring of equipment, recruiting and training of poll workers, counting and canvassing of vote, and proclamation of winners.

Strategic Goal No. 1To improve the institutional and organizational capacity and accountability of the COMELEC for managing and implementing modernized and credible electoral processes.Strategic Objectives

Before First Quarter of 2012, develop the project management capacity of the senior staff to enable them to effectively manage the preparation for and implementation of an automated election system (AES).

Before First Quarter of 2012, upgrade the IT skills of the central and field office personnel to support the requirements of AES.

Before 2016, streamline the systems and structures of the main office to be more responsive to the requirements of AES.

Impact: Enhancing our capacity to administer and supervise electoral exercises will strengthen democracy and our democratic institutions. By performing our mandate more effectively and efficiently, the public's trust and confidence increases thereby rendering election results more credible.


5.2 Electoral Dispute AdjudicationIn every election, there will always be electoral disputes. It is part of the

democratic processes and consistent with the requirements of the rule of law. It is, thus, one of the primary functions entrusted to us by the constitution. Our assessment, however, pointed to the need for reforming our election dispute resolution system to make it more efficient, transparent, and credible. The urgency of the problem is highlighted by the fact that some of our cases in the past had been rendered moot and academic because of our failure to resolve them on time.

Strategic Goal No. 2To resolve election cases in an efficient, transparent, and credible manner.Strategic Objectives

Starting January 2012, compile and publish COMELEC promulgated decisions starting from 2007 cases.

Before January 2013, improve and automate document and case management system.

Starting 2013, pending proceedings and contest cases will be resolved within one (1) year before the conduct of the next succeeding elections.

Impact: A just and transparent system for resolving electoral contests builds overall confidence in the way we perform our tasks. Similarly, their efficient and timely adjudication will help determine the real will of the voters, thereby enabling the rightful winners to assume their posts immediately and discouraging cheating and other unlawful practices and deter the filing of baseless complaints. Through the improvement of our document and case management system, the political parties and candidates will be able to track the status of their cases and make the process more transparent.

5.3 Voter EducationAny election can only be credible if the voters can effectively exercise their

voting rights and express their political will intelligently. Our past voter education programs have been assessed as effective but are not sufficient as they do not reach all


sectors of the society. In this regard, we need to continuously innovate and find creative approaches to reach more people especially those who do not have access to traditional media. In the next 5 years, we will be involving more stakeholders in our voter education program, particularly the teachers. We will also expand the role of our field offices in the conduct of education and information campaigns.

Strategic Goal No. 3To make voter education more effective and far reaching by decentralizing the conduct thereof and improving the quality of education materials.Strategic Objectives

Before June 2012, produce a template on Voter Education Hand-out and Classroom Voting Kit for distribution to schools.

Before August 2012, produce a Training Module on Voter Education for Teachers.

Before 2016, improve the capacity of field offices to conduct voter education in their respective jurisdiction.

Impact: An effective voter education program leads to a more active and meaningful participation of the people in the electoral exercise. Educated voters are able to vote intelligently and responsibly, which strengthens democracy.


5.4 Legal and Policy FrameworkThe piecemeal amendments to the Code have made it difficult for us to

administer elections and enforce election laws. These have also caused confusion among our stakeholders. For us to effectively perform our mandate, updating and rationalizing the legal and policy framework governing elections is a priority concern that we need to address.

Strategic Goal No. 4To harmonize all election laws, rules and regulations through the passage of a new Omnibus Election Code that is complete, updated, clear and responsive to the requirements of an automated election system.Strategic Objectives

By June 2011, form the TWG to draft the revised Omnibus Election Code.

Before December 2011, draft a revised Omnibus Election Code for submission to Congress.

Before July 2013, start lobbying for the passage of the revised Omnibus Election Code (a new bill).

Impact: A sound and responsive legal framework is a key component for ensuring the credibility of electoral exercises. The revision and updating of the Omnibus Election Code is the first and the most crucial step in providing a legal foundation that will support the proposed reforms, many of which are included in this Strategic Plan.


5.5 Empowerment of Field Offices and PersonnelOur field officers are our front liners. As a service oriented organization, we

recognize the need to empower our field personnel to enable them to serve our clientele effectively and efficiently. We recognize that the current highly centralized structure of the COMELEC has caused a lot of inefficiencies to the detriment not only of the field office but also of the voters and other stakeholders of the COMELEC. To address this, we have to make serious efforts to truly decentralize some aspects of our operations and administration.

Strategic Goal No. 5To make the field offices more autonomous on procurement and personnel mattersto promote efficiency and effectiveness in responding to the needs of the employees and stakeholders.Strategic Objectives

Before December 2011, delegate to the REDs the authority to procure office supplies and non-accountable forms in the region.

By June 2012, authorize the REDs to act on selected personnel matters including approval of leave applications, reassignment and reshuffling of field personnel, appointment of election officers, except lawyer position within their respective region.

Impact: Empowering the field office is a key reform to make the COMELEC efficient and more responsive to its clientele. Being in the forefront of our service delivery, the field offices need to have sufficient authority to respond to day-to-day challenges that confront them as they perform their tasks. Decentralizing some aspects of procurement and personnel matters will be a major step to achieve this.


5.6 Professional CompetencyPeople have a high expectation of the COMELEC as an institution and criticize us

if our personnel fall short of their standards. Given the important role that our institution plays in strengthening our democratic institutions, there is an urgent need for us to upgrade and update our competencies especially in the light of the move towards full modernization of the COMELEC and its processes. A COMELEC Academy will help institutionalize capacity building efforts of our agency. Agencies such as the Commission on Audit have benefited from high standard and regular training structured within an academy.We also need to address the concerns of our personnel to boost their morale and instill in them the confidence and professionalism that are demanded of us.

Strategic Goal No. 6To establish a modern competency-based Human Resource Management System.Strategic Objectives

Before 2012, develop a competency-based Recruitment System.

Before 2012, customize the Performance Evaluation System (PES) based on the 2010 PES requirement of the CSC and strengthen the existing Program on Awards and Incentives for Service Excellence (PRAISE) of the Commission.

Before 2012, improve employees’ salary and compensation and establishing an employees’ welfare and assistance program to boost their morale.

Before 2015, develop an organizational structure and position reclassification that meets the current needs of the Commission.

Before the end of 2011, establish a COMELEC Academy to strengthen manpower development and enhance professionalism and competence of personnel.

Before end of 2011, establish a policy on gender development.

Before end of 2011, establish a policy on knowledge sharing both local and international

Impact: Upgrading the skills, competence and morale of the personnel in the central and field offices will have a great impact in improving the overall performance of the COMELEC, enabling it to better serve the needs of its clientele. It will boost their confidence in performing their tasks, which because of election automation have changed significantly.


5.7 Technological CapabilityCOMELEC cannot be fully modernized unless it upgrades its technological

capability. This involves the acquisition of new information technology (IT) and communication facilities, hiring of additional staff and IT training for our current personnel. We need to improve our systems and processes, which are no longer aligned with the requirements of election modernization. Unless we do this in the next 5 years, it will be difficult for us to effectively manage and supervise elections, which now have to be automated.

Strategic Goal No. 7aTo enhance the IT capability of COMELEC to support the conduct of modernized, efficient, transparent and credible elections and election adjudication.Strategic Objectives

Before end of 2011, develop and establish an Information Systems Strategic Plan (ISSP) in order to achieve integrated and streamlined systems aiming to give more efficient and quality service to the Commission and the stakeholders.

Before the May 2013 elections, setup adequate and fully-functional ICT facilities to ensure efficient technological support services in the conduct of modernized electoral exercises and office processes.

Strategic Goal No. 7bTo strengthen ICT (information and communications technology)–capable personnel in their pursuit of supporting modernized elections

Before June 2012, upgrade qualification standards in the selection of field personnel by including IT proficiency.

Before June 2012, expand the ITD organizational structure to include 44 new ICT plantilla positions at the Main office, 16 upgraded plantilla positions at the Regional offices and 111 upgraded plantilla positions at the OPES level.

Before 2016, implement a sustainable training program for main and field personnel on IT proficiency.

Impact: Enhancing the IT capability of the COMELEC and its personnel will improve the overall performance of the COMELEC, especially in the administration of automated elections. It will also make processes and communications within the COMELEC more efficient.


5.8 Integrity and AccountabilityIntegrity and accountability issues have been hounding the COMELEC for the

past several years. These have affected the morale of the employees and the public’s trust and confidence in our organization. We need to address these at the soonest possible time. The May 2010 elections have demonstrated for us the difficulty of working with our external stakeholders who were distrustful of our organization.

Strategic Goal No. 8To enhance the accountability and transparency of COMELEC management and operations.Strategic Objectives

Before 2013, conduct an integrity development review and adopt an integrity development action plan.

Before June 2014, update and revise the current COMELEC Code of Conduct/Ethical Standards, in consultation with COMELEC personnel and in consonance with RA 6713 (COMELEC Manual Code of Conduct/Ethical Standards and Administrative Rules and Regulations and Office Decorum).

Before 2016, strengthen the Internal Audit Office for the permanent monitoring of various programs affecting accountabilities, responsibilities and values formation.

Impact: Fostering a culture of accountability and integrity in the COMELEC will greatly impact on the way we perform our tasks and how the public perceives us. This will in turn increase their trust and confidence in the integrity of the electoral process and the credibility of election results.


5.9 Linkages with External StakeholdersThe collaboration of our external stakeholders is a crucial ingredient for the

success of every election. Without them, it would be very difficult, if not impossible, for us to hold credible elections. During the consultation, however, they pointed out that we are not able to fully utilize their assistance as we only seek partnership/s with them during the election period. They reminded us that our partnership with them should be continuous and should be made more meaningful beyond what they traditionally perform during election period. They challenged us to find waystomake full use of their services and resources in order to remedy our resource constraints during elections.

Strategic Goal No. 9To establish and maintain a strong and continuing partnership with external stakeholders.Strategic Objectives

Before 2013 elections, increase stakeholders’ participation in the formulation and implementation of policies, rules and regulations, programs on issues affecting them.

Before 2013 elections, improve the efficiency and efficacy COMELEC’s services to its public clientele by responding effectively, efficiently to the complaints, suggestions recommendations of stakeholders gathered through feedback mechanisms.

Before 2016, an annual capacity-building program already in place for implementation even during off-election period for various stakeholders and deputies.

Impact: Strengthening our current partnership with our external stakeholders will result in more effective, efficient and credible electoral exercises. It will increase transparency in the way we perform our functions, help augment our limited resources and broaden our understanding and approach for instituting reforms and changes.


5.10 COMELEC Main Building and Field OfficesCOMELEC has no building of its own to house its main office and in most of its

field offices. It is the only constitutional commission that is temporarily holding its central office in a building shared with other government offices, while its field offices are mostly provided by local governments. This has prevented us from making long-term plans, which are crucial to our modernization efforts and, in the case of the field office, sometimes threatens our independence. This arrangement has also proved to be less cost-effective and inefficient. Past efforts to acquire our own building have proven insufficient for our failure to follow through with our requests.However, one region has shown the possibility of building an office from savings of PhP30 million. In establishing field offices, we are proposing to annually set aside savings of PhP20 millionto build one regional office per year. The schedule of what region will be done will be based on the submission of the requirements, beginning with the cities with REDO, OPES, and OCEO. Given the limited timeline, office space for municipal election officers and other cities will be taken up after the completion of a main building and 5 regional office spaces.

Strategic Goal No. 10To construct COMELEC’s own main building and field offices for improved morale, efficiency and independence.Strategic Objectives

Before 2016, complete the construction of a new COMELEC building.

Before 2016, complete an integrated COMELEC Office in 5 regions to house REDO, OPES and OCEO.

Impact: Among the three constitutional commissions, it is only the COMELEC that does not have its own building. As such, it is unable to make long term plans for modernizing its operations and process, key components of this Strategic Plan. Owning its own building will have a great impact in improving and professionalizing the work environment in the main office and boosting the morale of the personnel. In the field offices, it will promote independence and professionalism.


6. Implementation

6.1. Roles of TWGTo facilitate implementation, the TWG was divided into 4 subgroups or

subcommittees: 1) rollout/communications; 2) budget/resource; 3) implementation; and 4) monitoring and evaluation. The rollout/communications group developed a plan for disseminating the Strategic Plan and addressing concerns of both internal and external stakeholders. Once approved, they will have the overall responsibility of ensuring that the Strategic Plan is widely disseminated, understood and supported by the COMELEC officers and staff, and external stakeholders. They will regularly coordinate with the REDs in ensuring that all election officers and COMELEC stakeholders are made aware of the Strategic Plan.

The budget/resource groupreviewed the Strategic Plan and categorized the strategic steps based on the following: do not require additional funding, included in the 2011-2012 budget, can source funding from savings, and need additional funding. Once departmental work plans are developed and specific activities are identified with required detail (e.g. actual number of personnel for training), then the budget/resource group will coordinate with the FSD in drafting a budget/financial plan.In coordination with FSD, they will assist department or field office in determining and obtaining budget or resource required for activities under the Strategic Plan.

The implementation group will coordinate with the different departments and field offices in crafting a work plan. The annual work plan is necessary in planning and managing implementation. The following is a sample template10:

Objective:1.1. [insert defined Objective from the Strategic Plan]

Strategic Steps:1.1.1. [insert defined Strategic Action from the Strategic Plan]

Expected outputs:[outputs listed on the Strategic Plan]

New outputs: [new outputs identified from Work Plan]

Owner: [Name of Manager responsible for this Action]

Year: [insert planning year]

Ref # Individual Activities

Person Responsible

Cost/ Inputs

Start Date

Target End Date

Milestones Completed Y/N?

RemarksQ1 Q2 Q3 Q4

ab

Such template should be completed by the Manager assigned to implementthe Strategic Action within the identified department. The individual activity should list specific steps needed to implement with sufficient details to determine resource/budget requirements. The Manager should assign an individual activity to a specific staff who will be in charge of carrying out the activity, coordinate with staff and/or budget/resource group/TWG if necessary, in identifying required costs and inputs. Clear timeline should be shaded under milestones for a quick view of overlapping

10 Adopted from Antonio Espinelli, Strategic Planning for Effective Electoral Management: A Practical Guide for Electoral Management Bodies to Conduct a Strategic

Planning Exercise, IFES (2011).


activities. At implementation, the Manager regularly coordinates with the assigned staff on the completion of the activity.

The implementation group collects a copy of work plans and provides copies to the monitoring and evaluation group for consideration in the monitoring.TWG should be informed about any change on the work plan by submitting revised copy to the implementation group. The implementation group will tweak the Strategic Plan based on possibly new information drawn from the work plan.

On the other hand, the monitoring and evaluation group initiated the monitoring evaluation plan. They will finalize the performance indicators and propose the formation of a monitoring and evaluation group headed by the Executive Director.As member of the monitoring and evaluation group that will be newly formed, in coordination with the ITD, they will develop an IT system for the monitoring and evaluation of Strategic Plan implementation. The tasks of the monitoring and evaluation group under the Executive Director are found in section 9 of this Plan.

6.2. Review Mechanism for Newly Proposed ActivitiesThe TWG recognizes that there may be activitiesthat were not included in the

Strategic Plan but support the goals and objectivesset stated in the Strategic Plan. This may still be considered by submitting proposed activities to the monitoring and evaluation group through the Executive Director. The monitoring and evaluation form that will be distributed to implementing units and used for reporting progress also provides the opportunity to propose alternative activities as implementers face issues.

In addition, so as not to derail the focus of the agency in implementing activities in line with the Strategic Plan, all proposed activities/projects are best coursed through the Executive Director. The Executive Director, in consultation with the monitoring and evaluation group, will review the proposal and submit their recommendation to the Executive Director for approval of the Commission En Banc.

6.3. Budgetary RequirementsIn consultation with the FSD, the budget group reviewed the budgetary

requirements of the strategic steps. Based on the count, about 44% of the activities do not require additional funding and only about 20% require additional funding. 8% of the activities are training related and can be funded with the 2011 PhP10 million budget for training. The rest of the activities are already budgeted in the 2011-2012budget or can be budgeted using savings.

6.4. Awarding of Best Performing Departments and Field OfficesDepartments and Field Offices that perform well will be awarded by way of

commendation and/or financial incentives. The monitoring and evaluation group will set up a mechanism for awarding performing implementing units based on results from their monitoring and evaluation. Criteriafor selecting awardees,which includes timeliness and contribution to reaching objectives, will be drafted and provided.


7. Strategic Steps and Outputs

The following are matrices defining the strategic steps for each objective and the corresponding responsible unit, timeline, and outputs:

7.1 Election Administration

STRATEGIC OBJECTIVES

STRATEGIC STEPS RESPONSIBLEUNIT

TIMELINE OUTPUTS

Strategic Goal No. 1: To improve the institutional and organizational capacity and accountability of the COMELEC for managing and implementing modernized and credible electoral processes.1.1 Develop the project management capacity of the senior staff to enable them to effectively manage the preparation for and implementation of an automated election system (AES).

1.1.1 Identify the senior staff performing project management tasks during the preparation for and conduct of elections.

PD Jul 2011-Aug. 2011 List of senior staff with project management functions

1.1.2Enter into a MOA with an academic or training institution for the design of a training seminar on project management.

PD Jul -Aug. 2011 Duly signed MOA with an academic or training institution

1.1.3 Conduct the training seminar for the Program Management Office and senior staff with project management functions.

PD Aug. 2011 Training plan and modules; no. of COMELEC personnel trained

1.1.4 Define and delineate the tasks of senior staff performing Preparation and project management functions during election period.

PD Sept. 2011 Scopes of Work for senior staff during election period.

1.1.5- Preparation and submission to En Banc PMO Organization, functions and budget requirements.

PMO Sept.-Oct. 2011 Approved PMO & budget requirements

1.2 Upgrade the IT skills of the central and field office personnel to support the requirements of AES.

1.2.1 Identify and prioritize staff whose work requires knowledge of IT.

ITD and PD July 2011 List of staff performing crucial IT works

1.2.2Conduct training needs analysis on IT capability of the staff so identified.

PD July-Aug. 2011 TNA

1.2.3Prepare training modules based on the TNA. ITD Aug.-Sept. 2011 Training modules; no. of personnel trained

1.2.4- Submission to En Banc IT Skills enhancement modules and training budgetary requirements.

PD Sept.2011 Approved En Banc IT skills enhancement program

1.2.5 – Training Roll out PD, ITD Oct. –Dec. 2011 IT Skills enhancement

1.3Streamline systems and 1.3.1 Conduct review of systems and procedures to identify ED/PMO Head/ Jul 2011-Dec. 2011 Report


structures in the main office to be more responsive to the requirements of AES.

system inefficiencies caused by the transition from manual to automated elections.

Senior Staff

1.3.2 Pass en banc resolution adopting recommendations on various components of the review.

ED Sept. 2011-Feb. 2012 En Banc Resolution

1.3.3 Create an oversight body to implement recommended changes.

ED Nov. – Dec. 2011 List of members for oversight body

1.3.4 Implement business process reengineering. ED Jan. 2012 – Dec. 2015 Streamline & Systems and Structures

1.3.5 Implement a change management strategy to help the COMELEC and its stakeholders manage the transition from manual to automated elections.

ED Jan. 2012-Dec. 2015 Culture Change

1.3.6 Review reporting mechanisms from field to main office and from the public to COMELEC (e.g. Command Centers) and adopt reform measures for improved communications.

ED/PMO Head/ Senior Staff

Feb 2013-Dec. 2015 Feedback Mechanism


7.2 Electoral Dispute Adjudication

STRATEGIC OBJECTIVES

STRATEGIC STEPS RESPONSIBLE UNIT

TIMELINE OUTPUTS

Strategic Goal No. 2: To resolve cases in an efficient, transparent, and credible manner.2.1 Resolve all pending cases one (1) year before the conduct of each regular election.

2.1.1 Develop a system wherein each assigned department will identify election (contest) cases one (1) year before they become moot.

ECAD, LAW, COM-SEC

Aug. 2011-Dec. 2012 De-clog dockets of cases and no backlog of cases

2.1.2 Adopt/establish a system for prioritizing the resolution of cases using the “first in first out” rule.

ECAD, Law, COM-SEC

Aug 2011-2016 Draft Rules of Procedure by department; En Banc Resolution

2.1.3 Provide additional hearing rooms; address logistics problems / concerns in resolving cases for revision (venue and storage) by contracting/renting additional office space for purposes of hearings and warehouse needs.

En Banc and ASD Sep 2011-Oct 2011 No. of contracts of lease

2.2 Improve and automate document and case management system.

2.2.1. Conduct study of the current document and case management system to identify bottlenecks and causes of delay.

ECAD, LAW, COM-SEC

Jun 2011-May 2012 De-clog dockets of cases and no backlog of cases

2.2.2. Review and document rules of procedure and proposed amendments to make them more efficient.

ITD, ECAD, Law, COMSEC

May 2012- Jul 2012 Report

2.2.3. Determine user and system specification to identify needs and requirements users.

ITD, ECAD, LAW, COM-SEC

Aug. 2012 – Sept. 2012 Report

2.2.4. Develop a software to automate the document and case management system.

ITD Oct. 2012 Software

2.2.5. ITD shall train concerned employees on how to use the system.

ITD Nov. 2012-Dec 2012 No. of trained employees; results of post-training examination

2.2.6. Adopt and implement an enhanced (automated) document and case management system.

ECAD, LAW, COM-SEC

Jan 2013 En Banc Resolution; 2010 records inputted; Automated case/records sys.

2.3 Compile and publish in COMELEC promulgated decisions starting from 2007 cases.

2.3.1 Pass en banc resolution allowing posting of case status in COMELEC website (including guidelines for posting and system of information departmental exchanges).

En Banc directing ITD, ECAD, LAW, COM-SEC

Aug 2011 En Banc Resolution

2.3.2Designate a group to produce COMELEC gazette/Reports.

EID, ECAD, LAW, COM-SEC

Dec 2011 5 issues of COMELEC Gazette

2.3.3 Assign an ITD personnel to post case status in COMELEC website.

ITD, ECAD, LAW, COM-SEC

Dec 2011 Completed website page: 2011 cases uploaded


7.3Voter Education

STRATEGICOBJECTIVES


TIMELINE OUTPUTS

Strategic Goal No. 3: To make voter education more effective and far reaching by decentralizing conduct thereof and improving quality of education materials.3. 1 Produce a Training Module on Voter Education for Teachers.

3.1.1 Establish a Memorandum of Agreement (MOA) with the DepEd for a program on voter education for teachers.

EID Nov. 2011 MOA

3.1.2 Develop a Training Module on Voter Education for Teachers.

Dec. 2011 to Mar 2012 Training Module for Teachers for voters education

3.1.3 Pre test and refine the module. Mar. to May 2012 Module (alpha version)3.1.4 Submit to DepEd Module for approval. June to Jul 2012 Certification3.1.5 Open training program on voter education for teachers. Aug. 2012 Schedule of trainings

3.2 Produce Voter Education Hand-out and Classroom Voting Kit for distribution to schools.

3.2.1 Establish MOA with the DepEd for a voter education program in schools.

EID Nov. 2011 MOA

3.2.2 Develop Voter Education Handout and Classroom Voting Kit.

Dec. 2011 to Mar 2012 Master copy kit

3.2.3Pre test and finalize the Handout and Kit. Mar. to Apr. 2012 Kit (alpha version)3.2.4 Secure approval of DepEd. May 2012 Certification3.2.5 Print and distribute Handbooks and Kits to schools. June 2012 500,000 kits

3.3 Improve the capacity of field offices to conduct voter education in their respective districts.

3.3.1 Develop and produce the Voter Education Kit for EOs. EID Nov. 2011 to Jan. 2012 Master copy kit3.3.2 Develop and produce the Informational Handouts for EO’s offices.

June 2012 Master copy handouts

3.3.3 Produce Informational Handouts to be displayed at the EO’s offices.

Jul 2012-Sep 2012 2,000 handouts

3.3.4 Conduct Voter Education Training for all REDs, PES, and EO’s.

Sep 2012-2016 2,000 REDs, PES, and Eos trained

3.3.5 Draft guidelines for submitting budget proposals for distribution to field offices to ensure Field Office budget for voter education is regularly included in Annual Budget.

Sep 2012 Approved guidelines distributed to field offices


7.4 Legal and Policy Framework

STRATEGICOBJECTIVES


TIMELINE OUTPUTS

Strategic Goal No. 4: To harmonize all election laws, rules and regulations and come up with a revised Omnibus Election Code that is complete, updated, clear and enforceable.4.1 Submit to Congress a revised Omnibus Election Code.

4.1.1 Create a TWG to study all election laws. En Banc Jun 2011 En Banc Resolution4.1.2 Draft a revised Omnibus Election Code. TWG Aug 2011-Dec.- 2011 Proposed Omnibus Election Code4.1.2 Secure En Banc approval and endorsement to both Houses of Congress.

TWG Jan 2013-Jun 2013 En Banc Resolution

4.2. Effectively lobby for the passage of the revised Omnibus Elections Code (a new bill).

4.2.1 Participate in congressional hearings and serve as resource person.

TWG Jan. 2012-Jun. 2013 Report

4.2.2 Engage election stakeholders and the public in lobbying for the passage of proposed Omnibus Election Code.

TWG Jan. 2012-Jun. 2013 Written communications; meeting (structured dialogue) notes


STRATEGICOBJECTIVES


TIMELINE OUTPUTS

Strategic Goal No. 5: To make the field offices more autonomous on procurement and personnel matters to promote efficiency in responding to the needs of the employees and stakeholders.5.1 Delegate to the REDs the authority to procure office supplies and non-accountable forms in the region.

5.1.1 Submit rules for approval the rules governing the decentralization of procurement including the composition, powers and accountabilities of RBAC in each region.

ASD December 2011 Rules and Regulations for the Decentralization of Procurement of Regular Office Supplies and Non-Accountable Forms and Supplies

5.1.2 Draft guidelines for the preparation and submission of an Annual Procurement Plan for each region.

RBAC Guidelines; 16 Annual Procurement Plans

5.1.3 Operationalize the RBAC in each region to conduct bidding and award contracts to winning vendors in accordance with rules and procedures.

RBAC 16 RBACs formed

5.1.4 Train the RBAC. PD No. of RBAC personnel trained

5.2 Authorize the REDs to act on selected personnel matters within his/her region.

5.2.1 Submit rules for approve the rules defining the authority of REDs to decide matters within his/her region to include approval of vacation, sick and mandatory leaves, reassignment and re-shuffling of field personnel, and other administrative requests of field personnel.

PD June 2012 Rules and Regulations on the expanded authority of REDs to act on vacation, sick and mandatory leave applications.

5.2.2 Designate and train personnel to be in-charge of leave administration in the field offices.

REDsPD

June 2012 List of designated personnel

7.5 Empowerment of Field Offices and Personnel


7.6 Professional Competency

STRATEGICOBJECTIVES


TIMELINE OUTPUTS

Strategic Goal No. 6: To establish a modern competency-based Human Resource Management System.6.1 Establish a competency-based Recruitment System that is more stringent than Civil Service Commission (CSC)-prescribed policies.

6.1.1Review current hiring policies and procedures for the approval of the En Banc.

PD Last Quarter of 2011 Approved memo

6.1.2 Modify and recommend to the en banc and the CSC qualification standards of selected positions.

Last Quarter of 2012 –For selected positionsBefore 1st Quarter of 2015 – Submission to En Banc and CSC

Amended Qualification Standards

6.1.3 Update the existing job descriptions for the approval of the En Banc.

Last Quarter of 2012 –For selected positionsBefore 1st Quarter of 2015 – Submission

Updated job description

6.1.4 Develop a competency standard manual for the approval of the En Banc.

2nd Quarter of 2012 Competency standard manual

6.1.5 Improve current recruitment tools for the approval of the En Banc.

1st Quarter of 2012 Improved recruitment tools

6.1.6 In line with the re-organization, to fill up necessary positions based on the amended hiring policies and procedures.

last Quarter of 2015 No. of newly recruited personnel

6.2 Customize the Performance Evaluation System (PES) based on the 2010 PES requirement of the CSC and strengthen the existing Program on Awards and Incentives for Service Excellence (PRAISE) of the Commission.

6.2.1 Develop a competency-based PRR. PD 1st Quarter of 2012 Competency-based PRR

6.2.2 Create a PRAISE committee who will list PRAISE rewards, set criteria, and draft rules and procedures.

3rd Quarter of 2012 Approved memo

6.2.3 Develop a monetary rewards system anchored on individual and group performance.

3rd Quarter of 2012 Policy on monetary rewards systems


6.3 Improve employees’ salary and establish an employees’ welfare and assistance program to boost their morale.

6.3.1 Reclassify salary structure and compensation for En Banc and DBM approval.

PD 1st Quarter of 2012 Amended salary structure

6.3.2 Establish a concrete policy on the computation and payment of relocation allowance and premium pay of field employees.

1st Quarter of 2012 Updated policy on relocation allowance and premium pay

Policies and procedures on scholarship grants and educational assistance

6.3.3 Develop policies and procedures on scholarship grants and educational assistance.

3rd Quarter of 2012 Amount of scholarship

6.3.4 Subsidize health card, life insurance, medical and dental assistance allowance.

Jan 2012-Jun 2012 Amount allocated for assistance; guidelines

6.3.5 Establish day care center for COMELEC personnel. Jul-Dec 2012 Day care center; guidelines6.3.6 Subsidize in-house health programs. Jul-Dec 2012 Amount allocated; guidelines

6.4 Develop an organizational structure and position reclassification that meets the current needs of the Commission.

6.4.1 Conduct a job evaluation program. PD Last Quarter of 2012 –For selected positionsBefore 1st Quarter of 2015 – Submission to En Banc and CSC

Report

6.4.2 Establish an updated organizational structure, salary structure and position reclassification.

Jan 2012-Dec 2015 Report / recommendation on organizational structure

6.4.3 Draft an early retirement program for approval of the En Banc.

Apr-Jun 2015 Recommendation on Early Retirement Program

6.5 Establish a COMELEC Academy that will strengthen manpower development and enhance professionalism and competence of COMELEC Personnel.

6.5.1 Create a unit that will focus on career development: continuous professional enhancement, career pathing, career planning.

PD Last Quarter of 2011 Committee on career development

6.5.2 Draft a “position specific” curriculum (with core and specialized subjects) for review and approval of the En Banc.

Last Quarter of 2011 Curriculum

6.5.3 Draft a teaching and student manual for the approval of the En Banc.

Last Quarter of 2011 Teaching and Student Manuals

6.5.4 Establish continuing basic training programs (e.g.: New Employee Orientation) and seminars (e.g.: policy updates).

Last Quarter of 2011 Basic annual training program

6.5.5 Develop a pool of professional trainers. Last Quarter of 2011 Submission of list of qualified trainers


7.7 Technological Capability

STRATEGICOBJECTIVES


TIMELINE OUTPUTS

Strategic Goal No. 7a: To enhance the IT capability of COMELEC to support the conduct of modernized, efficient, transparent and credible elections and election adjudication.7a.1 Develop and establish an Information Systems Strategic Plan (ISSP) in order to achieve integrated and streamlined systems aiming to give more efficient and quality service to the Commission and the stakeholders.

7a.1.1 Request to the en-banc for the conduct Information Systems Strategic Plan (ISSP) to address all IT systems definition and subsequent needs of the Commission

ITD, OED, En Banc

Jul 2011 En Banc Resolution

7a.1.2 Gather all process owners to understand the technicalities in coming up with the ISSP through workshops.

OED, ITD July –Aug. 2011 Convened Business Owners & consolidation of IT Resource needs

7a.1.3 Draft the ISSP document. ITD, Business Owners

Aug. –Sep. 2011 ISSP document

7a.1.4 Submit ISSP proposal for approval by the En Banc and NCC

ITD, OED, En Banc

Oct. 2011 En Banc resolution

7a.1.5 Implement the ISSP. ITD, OED, FSD Jan. 2012- Dec. 2016 Installation and start of IT resources and solutions for business owners

7a.2 Setup adequate and fully-functional ICT facilities to ensure efficient technological support services in the conduct of modernized electoral exercises and office processes.

7a.2.1 Draft the structure of the Support ICT Centers for submission and approval of En Banc.

ITD, OED, En Banc

Jul 2011-Sept. 2011 Support Center Layout, Structure and Manpower

7a.2.2 Conduct inventory of IT resources of the main and field offices as basis for ITD to request supplies and equipment as replacement for defective units on a semi-annual basis.

ITD, REDO, OPES

July- Oct. 2011 Complete IT Resource inventory

7a.2.3 Provide CVL Technicians with updated equipment and application programs to cater to computer problems in the field.

ITD, ASD, FSD, OPES

Jan. 2012-Apr. 2012 Provision of IT related equipment and software tools for CVL Technicians

7a.2.4 Provide communication infrastructure in the maintenance of on-line connection to all field offices nationwide via a secure wide area network.

ITD, FSD, ASD Jan.2012-Apr. 2012 Secured Communication and Network Infrastructure

7a.2.5 Develop and maintain an updated, informative and interactive website.

ITD Jan. 2012-Apr. 2012 Upgraded Web facility

7a.2.6Set-up the support ICT centers ITD, FSD,ASD, REDO

Feb. 2012-Apr. 2012 Set up the required support ICT centers, structure and manpower complement

7a.2.Test &Implement Support ICT Center ITD, Field Fully-functional ICT-facility


May 2012-Apr. 2013

Strategic Goal No. 7b: To strengthen ICT (information and communications technology) – capable personnel in their pursuit of supporting modernized elections7b.1 Upgrade the qualification standards in the selection of field personnel by including IT proficiency.

7b.1.1 Review and revise the qualification standards of field personnel and include IT proficiency in the selection process.

ITD, PD, FSD, Planning

Aug.2011-Sep 2011 Documentation on the study and proposed revision on the QS for field personnel plantilla positions

7b.1.2 Submit the revised qualification standards to the EnBanc and CSC for approval.

PD, FSD, OED, En Banc

Oct. 2011 EnBanc Resolution

7b.1.3 Implement the revised qualification standards thru the Personnel Department.

PD, REDO, OPES

June 2012 CSC Resolution and upgraded Field Personnel plantilla positions

7b.2 Expand the ITD organizational structure to include 44 new ICT plantilla positions at the Main office, 16 upgradedICT plantilla positions at the Regional offices and 111 upgradedplantilla positions at the OPES level.

7b.2.1 Submit an expanded ITD organizational structure to En Banc.

ITD, PD, FSD, Planning, OED

Jul 2011 Provision of IT related equipment and software tools for CVL Technicians

7b.2.2 Recommend to DBM the approval of the expanded ITD organizational structure.

En Banc, OED, PD, FSD

Sep 2011 Submitted revised organizational structure

7b.2.3 Pending approval for an expanded ITD, to request En Banc for the creation of the same ICT positions in contractual capacity.

ITD, COPM, OED, En Banc

Sep-Dec 2011 En Banc Resolution

7b.2.4 After En Banc approval for the contractual ICT positions, to hire qualified IT applicants.

PD, ITD, En Banc

Sep 2011-Jun 2015 No. of recruited staff

7b.2.5 Lobby for the fast approval by the DBM of the plantillapositions.

ITD, PD, FSD Sep 2011-May 2012 Approved plantillapositions

7b.3 Implement a sustainable training program for main & field personnel on IT proficiency

7b.3.1 Conduct review of initial roll-ot of training on IT skills enhancement

ITD,PD Jan.-Mar.2012 Review finding

7b.3.2 Make recommendations to En Banc based on revie, IT relevant survey & ISSP program, including modules, class target & budgetary requirements

ITD, PD Apr.-June 2012 Approved sustainable training program

7b.3.3 Prepare and implement training program ITD, PD July 2012 – Dec. 2015 Personnel IT Proficiency


7.8 Integrity and Accountability

STRATEGICOBJECTIVES


TIMELINE OUTPUTS

Strategic Goal No. 8: To enhance the accountability and transparency of COMELEC management and operations.8.1 Update and revise the current COMELEC Code of Conduct/Ethical Standards, in consultation with COMELEC personnel and in consonance with RA 6713 (COMELEC Manual: Code of Conduct/Ethical Standards and Administrative Rules and Regulations).

8.1.1 Create a TWG to update/revise the current COMELEC Code of Conduct/Ethical Standards including its Administrative Rules and Regulation for its recommendation to the Commission En Banc.

Planning, PD Aug-Sep 2011 En Banc Resolution on the revised Code of Conduct / Ethical Standards

8.1.2 Develop and publish Manual on Code of Conduct/Ethical Standards and Administrative Rules and Regulations including proper office decorum.

En Banc, OCEDA, ODEDO, Law Dept., PD

Jan-Dec 2013 500 published manuals

8.1.3 Conduct information campaign on the Manual. Jan-Dec 2013 Memo; communication materials8.1.4 Establish rules of procedures on grievance mechanism for violations of the provisions of the manual (including schedule of penalties/sanctions).

Jan-Dec 2013 En Banc Resolution

8.1.5 Develop a program of reporting and continuous monitoring on the strict implementation of the COMELEC Code of Conduct/ Ethical Standards.

Jan-Jun 2014 Written program

8.2 Conduct an integrity development review and adopt an integrity development action plan.

8.2.1 Create a TWG to lead the process. IAO Jan 2012 Memo listing members8.2.2 Train internal assessors to conduct the IDR. Feb 2012 No. of trained internal assessors8.2.3 Review systems and procedures and formulate recommendations for enhancing integrity based on the results of the IDR.

Mar-Jun 2012 Report

8.2.4 Implement approved reform measures. Jul 2012-2016 Integrity development action plan


STRATEGICOBJECTIVES


TIMELINE OUTPUTS

8.3 Strengthen the Internal Audit Office for the permanent monitoring of various programs affecting accountabilities, responsibilities and values formation.

8.3.1 Study other government agencies with similar office responsible for ensuring accountability.

OED, ODEDA, ODEDO, PD, Planning, Law Dept., IAOIAO

Sep-Dec 2011 Reports of monitoring

8.3.2 Institutionalize the IAO (including defining of the mandate and functions of the IAO and identifying plantilla positions based on existing laws and changing its status from ad hoc to regular office).

Jan 2012-Jun 2013 En Banc Resolution (with IAO mandate and functions)

8.3.3 Coordinate with the Association of Government Internal Auditors (AGIA) for the setting up and capacity building of IAO.

Jan 2012-2016

8.3.4 Develop training program for IAO personnel. Jan 2013-2016 Training program; No. of IAO personnel trained


7.9 Linkage with External StakeholdersSTRATEGIC

OBJECTIVESSTRATEGIC STEPS RESPONSIBLEU

NITTIMELINE OUTPUTS

Strategic Goal No. 9: To establish and maintain a strong and continuing partnership with external stakeholders.9.1Institutionalize stakeholders’ participation in the formulation and implementation of policies, rules &regulations, programs on issues affecting them.

9.1.1 Create an “Election Stakeholders’ Committee (ESC)” to coordinate with stakeholders.

Planning Dept. and EID

Aug. 2011 Draft Resolution

9.1.2 Establish rules to govern the participation of stakeholders in policy formulation.

Sr Staff, COM-SEC and En Banc

Sep 2011 En Banc Resolution

9.1.3 Forward proposals from the stakeholders to the Executive Director as inputs for the senior staffs’ consideration in the drafting of the appropriate resolution.

OED, Planning and EID

Oct 2011-Dec 2012 ESC and schedules of regular meetings

9.2 Improve the efficiency and efficacy of COMELEC’s services to its public clientele by responding effectively, efficiently and without delay to the complaints, suggestions and recommendations of stakeholders gathered through feedback mechanisms.

9.2.1 Set up a feedback mechanism to encourage stakeholders/public to submit complaints, suggestions, recommendations, queries, problems and issues affecting COMELEC which might not have been properly addressed.

EID, ASD, OED and Office of the Chairman

Dec 2011-Dec 2012 Feedback mechanisms using suggestion boxes placed in COMELEC offices / departments / office lobbies and internet

9.2.2Draft guidelines for gathering and documenting feedbacks and forwarding to the concerned office or department for action, copyfurnish the Office of the Chairman.

EID and Office of the Chairman

Dec 2011 Gathered and documented complaints, suggestions and recommendations from the public; Report

9.3 Set up an annual capacity-building program for various stakeholders and deputies for

9.3.1 Create a Committee on Election Partners’ Development (CEPD)

Planning, PD, EID, COM-SEC and En Banc

Sep 2011 En Banc Resolution


implementation even during off-election period.

9.3.2 Create a committee composed of planning, personnel & EID to take charge of the capacity-building programs for the stakeholders and deputies.

Committee composed of Planning, PD and EID

Oct 2011 MemoCommittee on Election Partners’ Development (CEPD); no. of meetings

9.3.3 Design and develop a capacity-building programs for purposes of:a. Voter Information and Educationb. Conduct of Electionsc. Election Monitoringd. Feedback Mechanism

CEPD Nov-Dec 2011 Draft of Capacity-Building / Training Program

9.3.4 Partner with NGO’s for funding CEPD and Funding Institutions

Dec 2011-Jan. 2012 MOA with Funding Institutions

9.3.5 Submit a draft resolution to the En Banc of the proposed capacity-building programs

CEPD, OED Dec 2011 Draft Resolution

9.3.6 Approval of the proposed programs by the En Banc COM-SEC and En Banc

Jan 2012 Resolution

9.3.7 Conducttrainings and seminars for the various stakeholders:a. Citizens’ groupb. Mediac. Deputiesd. PWDse. Youthf. Indigenous peoplesg. Migrant Workers’ Organizations

CEPD, Stakeholders, Funding Institutions

Mar. and Sept. every year starting 2012

No. of trainings conducted; no. of personnel trained

9.3.8 Monitoring and evaluation CEPD December 2011-2016 Assessment Report


7.10 COMELEC Main Building and Field Offices

STRATEGICOBJECTIVES

STRATEGIC STEPS RESPONSIBLE UNIT

TIMELINE OUTPUTS

Goal 10: To construct COMELEC’s own main building and field offices for improved morale, efficiency and independence.10.1 Construct a COMELEC building which caters to the needs of COMELEC and its employees.

10.1.1 Create a committee composed of Office of the Chairman, OED, ASD and FSD

Office of the Chairman, OED, ASD and FSD

Oct 2011 List of committee members

10.1.2 Design a plan detailing the needs of COMELEC and its employees

Nov 2011-2012 Building plan

10.1.3 Locate a strategic place where the building will be constructed

2012

10.1.4 Propose and lobby for appropriate funding to DBM and Congress

2013

10.1.5 Get budget approval and request for its release, or a portion of it to start acquisition of lot

2013 Budget allocation

10.1.6 Construct building Sep 2012-201610.2 Construct an integrated COMELEC Office in 5 regions to house REDO, OPES and OCEO.

10.2.1 Require REDs to coordinate with the local government unit concerned for the provision of land, or if not available, submit to ASD at least three (3) proposed sites for the construction of building with a minimum area of 1,000 square meters and estimated costing, indicating, among others, the following: (a) means of acquisition; (b) topographic description; (c) accessibility.

REDs Jun-Aug 2011 (1) Concept paper on the construction of uniform integrated COMELEC Offices;(2) Building plans for uniform implementation and budget proposal; (3) Deed of Donation of Land, if any; (4) Duly constituted Building Project Management Committee; (5) En Banc-approved building plan and budget; (6) Approved building permits, licenses, etc.; (7) Contract of Service for the construction of building.

10.2.2 Submit building plans and budget proposal to the En Banc for approval.

ED, ASD Aug 2011-Dec 2012

10.2.3 Constitute Building Project Management Committee (BPMC).

En Banc Aug 2011-2016 List of committee members

10.2.4 Allocate budget requirements for the first building. FSD, BPMC Sep 2011-2016 Budget allocation10.2.5Draft guidelines and determine the recipient region for the construction of building from a list of three priority areas submitted by BPMC.

En Banc Oct 2011-2016 Selected region


10.2.6 Purchase lot after bidding and secure title. BAC, BPMC Dec 2011-Feb 201210.2.7 Finalize plans for the implementation of the project and prepare bidding documents.

BPMC Mar-May 2012

10.2.8 Secure approval of the En Banc of plans ED, BPMC Jun-Jul 201210.2.9 Conduct bidding for the construction of building. BAC Aug-Oct 201210.2.10 Secure building permits and other licenses. BPMC Nov-Dec 201210.2.11 Construct the first regional integrated COMELEC Office.

BPMC, Winning Bidder

Jan 2013-2016


8. Risk Analysis

We recognize that the successful implementation of the Strategic Plan is determined by different factors, some of which are beyond our control. We need to identify these challenges and come up with strategic solutions to mitigate the risks associated therewith. From our assessment of our organizational environment, they can be classified into internal and external risks.

8.1. Internal RisksThe implementation of the strategic plan can only be successful if it receives the

support of the personnel, the management (senior staff) and the leadership (en banc). During the consultation workshops, several personnel expressed their skepticism about the Strategic Plan pointing to the fact that previous ones were not fully implemented. Some of them are taking a wait-and-see attitude rather than fully supporting the Strategic Plan, which is a pre-requisite for a successful implementation. There is also a danger that the Plan is properly explained to the staffs especially those from the field office, which may result to non-implementation of crucial reforms.

For the same reasons, there is also a risk that some of the senior staff will not support or even resist the strategic plan since it requires changes in the way things are to be done in the COMELEC. Just like any reform document, the plan would necessitate modifications in policies, systems, procedures and even behavior. The senior staffs and regional directors have to help in managing this process by ensuring the participation of their subordinates in the reform process.

The complete buy-in and sustained commitment of the Commission en banc to the meaningful implementation of the Strategic Plan is also indispensable. Sufficient resources (financial, personnel, time) have to be allocated for the plan’s execution and only the en banc can provide this level of commitment. Without devoting sufficient resources, the COMELEC will surely fail to accomplish its strategic goals and objectives.

8.2. External RisksTo get the resources needed to fund the various activities identified in this plan,

the support of Congress and the Department of Budget and Management (DBM) is necessary. Unless they are convinced of the merits, necessity and urgency of these reforms, many of the plans we have laid out for the next five years will be difficult to implement.

We also need the support of Congress to reform the legal framework governing the administration of election in the country. We recognize that it is time consuming and has to compete with many other important legislative measures.


9. Rollout and Communications

In responding to the risks, along with the incentives structures that would be developed by the monitoring and evaluation group, an effective communications plan will be implemented.

The objectives of the rollout/communications plan for the Strategic Plan are the following:

To inform the Filipino citizens, both internal and external to COMELEC that it has updated its Vision, Mission and Guiding Principles in a five (5)-year Strategic Plan that we have formulated; and

To ensure comprehension of the goals and priorities set by the Strategic Plan thereby guaranteeing the accomplishment of the goals.

The communications plan will address the needs of both the internal and external stakeholders.

For the internal stakeholders including COMELEC officials and employees, the rollout plan is expected to (1) promote sense of ownership in the Strategic Plan; (2) gain support in the implementation of the goals; and (3) achieve COMELEC’s vision and mission as laid out in the Strategic Plan.

For the external stakeholders including the general public and elections stakeholders, the media plan is expected to (1) make our Strategic Plan known to the public; (2) gain the public’s support in the implementation of the different goals (i.e. lobby with DBM and Congress for funding support and enactment of pertinent laws necessary for the carrying out of COMELEC’s mandated functions to conduct automated elections); and (3) increase public trust and confidence in COMELEC as to its performance of its mandated functions.

The plans will seek to address the issues of apathy, budgetary constraints, political will, and lack of compliance. These issues both affect the COMELEC as an institution and the Filipino people, in general.

The Commission En Banc is the best communicator of the key message we want to impart: The COMELEC must be supported in implementing its goals under the Strategic Plan in order for it to efficiently and effectively conduct clean, honest, credible and peaceful elections through effective communication plan or system and efficient implementation of said Plan.

At the same time, orientation teams will be formed from the TWG, the Senior Staff, the COMELEC National Pool of Trainers, and selected COMELEC employees to serve as communication agents. They will be briefed / trained on our Strategic Plan. They will likewise develop key messages appropriate for their audience (e.g. highlighting the areas in the Strategic Plan giving benefits to COMELEC personnel).


The following will be used as mediums of communication:

For the rollout plan, distribute a copy of our detailed Strategic Plan to all offices both in the main and

field offices; prepare and distribute a copy of the Executive summary/abstract (one sheet) of

our Strategic Plan for posting in all offices and strategic locations in our building; conduct lectures to different offices, especially the implementing offices for them

to understand the Strategic Plan and what are expected of them insofar as its implementation is concerned; and

furnish a copy of our detailed Strategic Plan to the Library.

For the media plan, hold press conference; distribute article feed; prepare and distribute Executive Summary (one page, printed in a fan) to all

deputies and stakeholders; post/publish the Strategic Plan in our COMELEC website and Facebook; make use of tri-media; and make use of text blast.

Meanwhile, the EID will undertake the following by June 2011:

Hold a Press Conference o Identify the officials who will conduct the Press Conference, the place

where it will be conducted and the date with the corresponding budget, if any;

o Draft a Press Statement;o Send invitation letters to the Members of the Press on the scheduled

PressConference; ando Distribute an Executive Summary of the Strategic Plan.

Support an article feedo Request a Commissioner to write an article feed; ando Furnish copies of the article to print-media personalities for possible

publication of the article.


10. Monitoring and Evaluation

To ensure effective and timely implementation of the strategic plan, the COMELEC will establish a monitoring and evaluation system. The system will help ensure that the goals, objectives, and strategic steps are implemented as scheduled. At the same time, the system will help implementing units be conscious of achieving the goals and objectives based on expected performance standards. The implementation of the strategic plan is expected to make an actual difference in the life of the agency and stakeholders.

The objective of the monitoring and evaluation system is to gather information that can help in improving process of implementation within the 6 year period of the strategic plan. At the end of the strategic plan implementation, learning gained from monitoring and evaluation can also be used for improved planning of subsequent activities.

10.1.Monitoring and Evaluation Framework and MethodologyMonitoring will be done at threelevels: monitoring of implementation,

monitoring of budget rollout and requisitions and monitoring of performance measures.

Figure 10.1. Monitoring and Evaluation Framework

In monitoring implementation, the inputs (human resource, finances) that go into the activities or strategic steps, the timeliness of completing activities, and the immediate results or product of activities, will be tracked. A quarterly reporting template will be distributed among implementing units to gather relevant details on the progress of implementation, which will then be verified by the monitoring and evaluation group.


Strategic steps

(activities)

Strategic objectives

Strategic goals

Monitoring of implementation and budget rollout and requisitions

Monitoring of performance measures (with evaluation)

Inputs

Figure 10.2. Monitoring of Implementation

In monitoring budget requisitions and roll-out, time-driven plan will be adopted to help in scheduling budget and budget requests for steps undertaken within the different yearly budget cycles.

In many occasions, performance is only evident over time. In evaluating performance, long-term and intermediate results will be monitored and analyzed. Impact and outcomes that result from the achievement of goals and objectives were determined by field personnel, division heads, and TWG in the series of regional consultation workshops. Performance indicators for outcome and impact will be used to assess whether the steps taken actually led to the intended goals and objectives. The monitoring and evaluation group will complete a performance indicators worksheet in gathering data for analyzing results of the steps undertaken.

Figure 10.3. Monitoring of Performance Measures

Covering these bases will strengthen accountability in the implementation of activities. Findings from the monitoring and evaluation can feed into decision-making of implementing units and management for improved implementation of succeeding activities. Sufficient resources and performance driven management will lead to successful implementation of COMELEC’s strategic plan and achievement of its stated goals and objectives.

10.2.Monitoring and Evaluation GroupThe monitoring and evaluation system will be managed (or DEDO/DEDA) by a

monitoring and evaluation group under the oversight of the Executive Director, assisted by designated members of the TWG and the Planning Department. The group will also include a representative from the CREDO and department heads or his/her assigned personnel in the implementation plan. The monitoring and evaluation group will undertake the following activities:

1. Complete monitoring plan to include how the reportorial requirements for monitoring will be communicated to concerned implementing units and how the review or verification team will be assigned and deployed;

2. Finalize and distribute reporting templates for monitoring and evaluation;3. Collate and review completed reports for monitoring and evaluation;4. Verify reported information as reasonably planned;5. Coordinate with implementing units on meeting reportorial requirements and

with Strategic Plan TWG on implementation issues;


6. Ensure that the performance data is available as scheduled and that the correct data is collected and complete the Performance Indicator Worksheet in coordination with implementing units;

7. Conduct survey as necessary to gather data and approve performance indicators or any changes on performance indicators/targets;

8. Provide feedback to concerned implementing units, TWG, and management on findings from quarterly monitoring, annual evaluation, and review;

9. Analyze information provided and data collected and publish an annual report on the progress of the implementation of the strategic plan; and

10. Perform tasks necessary for effective monitoring and evaluation of the strategic plan.

The monitoring and evaluation group will use automated tracking support systems like project management tool and issue (alert) management systems will be deployed to ensure efficient monitoring and accountability.They will also give appreciation/commendation for assigned personnel or department for ensuring progress and compliance with the Strategic Plan.

10.3 Reportorial RequirementsPart of the monitoring and evaluation will include the following reportorial

requirements:

1. Monthly ReportingOn monthly basis, progress of each strategic step will be evaluated by the assigned personnel of the activity and reported to the manager of the strategic step within the department (based on the Work Plan).

2. Quarterly Reporting Implementing units are required to complete a quarterly reporting template (see draft at Annex “F”) and submit to the monitoring and evaluation group. The report provides information on whether or not the set strategic steps (milestones) have been accomplished as scheduled, on problems and issues encountered in the process of implementation, and on actions taken to resolve problems or address issues. Problems or issues may include unexpected delays in implementation or unexpected reaction from stakeholders, which can be explained in the report. The report also highlights the next steps for the following quarter and draws any request for changes in the plan or implementing schedule.

3. Annual ReportingPerformance Indicators Worksheet summarizes the indicators used for each pillar (see draft at Annex “G”). It provides information on the description of data used as performance indicator, source of data, and individual and department responsible for collecting data. It also provides the baseline data and the targets from 2013-2016. The monitoring and evaluation group, in coordination with the implementing units, will collect baseline data and targets at the start of strategic plan implementation and collect actual data every year.


These data, along with information provided every quarter, will be analyzed to evaluate the progress of the strategic plan. An annual report will be published by the monitoring and evaluation group presenting findings from Quarterly Report and Performance Indicators Worksheet.

4. Regular updating to management and stakeholdersThe monitoring and evaluation group will regularly coordinate with implementing units and update management and stakeholders of any implementation issues. Further, updates to partners and external stakeholders will be provided. These updates will help in managing strategic plan activities and improve implementation.


Annex A: Members of the TWG

Head: DEDO Bartolome J. Sinocruz, Jr.1) PLANNING DEPARTMENT

Dir. Esmeralda Amora-LadraDir. Ma. Lea B. Alarkon

2) PERSONNEL DEPARTMENT

Dir. Adolfo A. IbañezDir. Margaret C. Ching

3) INTERNAL AUDIT OFFICE

Ms. Ma. Agnes T. Carreon

4) INFORMATION TECHNOLOGY DEPARTMENT

Dir. Ferdinand de Leon

5) DOCUMENTERS from the PLANNING DEPARTMENT

Ms. Rosalinda M. Luna Ms. Regina Sabbun


Annex B: Organizational Assessment

IntroductionDuring the three regional consultation workshops for COMELEC strategic planning, participants were asked to complete a questionnaire on organizational assessment. The survey completion was part of the consultation process in drafting the COMELEC’s new Strategic Action Plan. It provided some indication as to the concerns of the organization. It was not intended for strict scientific study. The survey provided feedback from participants that identified the COMELEC’s internal strengths and weaknesses, performance, problems and potentials.

Profile of RespondentsThere were a total of 160 participants for the regional consultation workshops. Out of the 160 participants, 73 (45%) completed and submitted the survey questionnaire. The following is the breakdown of respondents:

Activity Date/Venue Number of respondents

Number of participants

Regional consultation workshop (RCW) with field personnel from Luzon office

15-16 April 2011Holiday Inn Hotel, Clark, Pampanga

21 (40%) 52

Regional consultation workshop with division heads

18-19 April 2011Casa Marinero, Manila

29 (64%) 45

Regional consultation workshop with field personnel from Visayas and Mindanao offices

2-3 May 2011Marco Polo Hotel, Cebu City

25 (40%) 63

The following presents the profile of the respondents:

PositionPosition RCW w/ Luzon field

personnelRCW w/division heads RCW w/ Visayas and

Mindanao field personnel

Total

Regional Election Director 4 4Assistant Regional Election Director

0

Acting/Provincial Election Supervisor

24 19 43

Election Officer 1 3 3 7Division Head 13 13Note: The above total numbers does not add up to the 73 respondents because some respondents did not provide information on the requested background details.

Out of the 67 participants who declared their position in the survey, 64% (43) were Provincial Election Supervisors. On the other hand, 19% (13) were Division Heads and 10% (7) Election Officers.

GenderGender RCW w/ Luzon field

personnelRCW w/division heads RCW w/ Visayas

Mindanao fieldTotal


Male 17 (82%) 4 (25%) 17 (74%) 38Female 03 (18%) 12 (75%) 06 (26%) 21Note: The above total numbers does not add up to the 73 respondents because some respondents did not provide information on the requested background details.

Males dominated the field offices, while females dominated the central office. Out of the 59 participants who declared their gender in the survey, 64% were male, while 36% were female. However, there were more female than male division heads. Approximate ratio of male to female in each workshop is 3:1.

Length of Service in COMELECLength of Service RCW w/ Luzon field

personnelRCW w/division heads RCW w/ Visayas and

Mindanao field personnel

Total

1-4 years 5 0 6 115-10 years 8 3 9 2011 years or more 10 14 6 30Note: The above total numbers does not add up to the 73 respondents because some respondents did not provide information on the requested background details.

With extensive experience in COMELEC, respondents are likely knowledgeable of the ins and outs of the agency. Out of the 61 participants who declared the length of service they have rendered in COMELEC, 49% have been with the COMELEC for 11 years or more. This means that 30 participants experienced working under at least 3 administrations. 32% have been with COMELEC for 5-10 years and experienced working under at least 2 administrations, while the 19% who have only been with COMELEC for 1-4 years have experienced working under at least 1 administration.

Interpretation of ResultsThe survey questionnaire obtained views of the workshop participants in the following areas: (1) past strategic planning implementation (OPLAN MERIT); (2) leadership; (3) organizational structure and governance; (4) human resource management; (5) financial management; (6) infrastructure and resource management; (7) program management and service delivery; (8) communications; (9) organizational monitoring and evaluation; (10) inter-organizational linkages and dealings with the public.

The respondents were asked to rate a given set of positive statements related to each of the above areas. The following Likert scale was used in rating the statements:

1 – Strongly Disagree; 2 – Disagree; 3 – Neither agree nor disagree; 4 – Agree; 5 – Strongly Agree.

To get a more accurate picture of the opinion of COMELEC personnel, the net rating is obtained. The percentage of respondents who Strongly Disagree and Disagree, is deducted from the percentage of those who Strongly Agree and Agree. For the purposes of this assessment, the percentage and number of neutral responses for each statement were disregarded. Clear agreements and disagreements are prioritized over neutral responses as they suggest a more assertive view. The neutral responses either mean that the respondent does not have sufficient information to decide or the respondent neither agrees nor disagrees with the statement provided. The fence sitter responses may indicate that the implementation measure from the prescribed statement was not communicated clearly to COMELEC personnel. For example, 50% of the division head respondents had neutral rating for the following statement under human resource management: “There are appropriate grievance procedures inside the organization. (I know exactly what to do and where to


go when I want to report any offense, abuse, or impropriety).” In this case, perhaps, the grievance procedures in COMELEC are not clear to most of its personnel. A net rating of above +50 indicates that there is strong agreement, while a rating of above -50 indicates strong disagreement among COMELEC personnel in the existence or achievement of implementation measure. On the other hand, net ratings of +31 to +50 and -31 to -50 still suggest substantial agreement or disagreement respectively. Still net ratings of +11 to +30 and -11 to -30 indicate limited agreement/disagreement among COMELEC personnel. While a net rating of +10 to -10, suggest split opinion. That is, there are almost the same numbers/percentages of COMELEC personnel agreeing or disagreeing to the given statement within the prescribed area of assessment.

Net Rating Interpretation

Above +50 Strong agreement+31 to +50 Some agreement+11 to +30 Limited agreement+10 to -10 Split opinion-11 to -30 Limited disagreement-30 to -50 Some disagreementAbove -50 Strong disagreement

Survey ResultsOverall, the opinion of COMELEC personnel on the implementation measures within the assessment areas are mostly split or in limited agreement/disagreement. For example, in the areas of past strategic planning implementation, human resource management, financial management, communications, and organizational monitoring and evaluation, COMELEC personnel generally have split opinion on the implementation measures, with ratings falling between +10 and -10. In the areas of organizational structure and governance, infrastructureand resource management, program management and service delivery, and inter-organizational and dealings with public, there are limited agreements or disagreements, with ratings falling between +11 and +30 or -11 and -30.

While a number of COMELEC personnel agree to the existence or achievement of the implementation measures, almost the same number equally disagree with the truth of the implementation measures resulting in the low net ratings. These low net ratings reflect either limited or inconsistent implementation of the measure. For example, with a net rating of 0, concerned personnel possibly do not regularly use a financial management manual. The issue on liquidating cash advances discussed during the workshop reflects the inconsistent use or ignorance of the availability of a financial management manual. There were cases cited wherein the finance department allowed certain spending on one cash advance but not on the other. The inconsistent application of guidelines sends mixed signals and may be considered as not having any guidelines.

Only one assessment area stands out with COMELEC personnel in agreement with its progress. Leadership received an overall net rating of +44. COMELEC officers and employees have very positive view of their leaders. They find the current commission goal-oriented, respectable, and guardian of the rule of law. Further, they find their top and senior managers as competent and conscious of doing work well. Top and senior managers are also seen to foster integrity within the agency.


Assessment Area Net Rating(1) past strategic planning (OPLAN MERIT) +10(2) leadership +44(3) organizational structure and governance +19(4) human resource management +6(5) financial management +1(6) infrastructure and resource management -16(7) program management and service delivery +12(8) communications +4(9) organizational monitoring and evaluation +4(10) inter-organizational linkages and dealings with the public +18

Observations in Each Assessment Area:The following are observations based on results with significant findings, particularly implementation measures with very high or very low net ratings.

Past Strategic Planning Implementation1. Participants from Visayas/Mindanao seem more aware of the benefits of

past strategic planning implementation. On the statement “Strategic planning in the past has helped the COMELEC achieve its goals and objectives,” responses of COMELEC personnel from Visayas/Mindanao resulted in +44 net rating, while responses of those from Luzon and central office resulted in +14 and -11, respectively. Perhaps, there were more participants in the workshop with field personnel from the South who were part of past strategic planning workshops.

2. Further, more participants from Visayas/Mindanao find that COMELEC’s performance has helped them better understand COMELEC. On the statement, “Oplan Merit has helped me clarify and understand COMELEC priorities,” responses of personnel from Visayas/Mindanao resulted in +52 net rating as opposed to the split opinions within Luzon and central office, with net ratings down to +3 and -5, respectively. At the same time, on the statement, “Oplan Merit helped improve performance of COMELEC staff and personnel,” responses of personnel from Visayas/Mindanao resulted in +40 net rating with -7 net rating of Luzon personnel and +11 net rating of division heads.

3. However, past strategic plan did not serve as basis for decision making or effective resource management. There were split opinions on the statement “COMELEC used Oplan Merit to make major decisions.” Slightly more personnel from Luzon did not agree to this statement with a net rating of -10. The split opinion among division heads and that among personnel from Visayas/Mindanao are apparent in the +5 and +24 net ratings. On the statement “Oplan Merit enabled the COMELEC to use its resources more efficiently and effectively,” there were more disagreements within Luzon field office (at -19 and -11 respectively). Personnel from Visayas/Mindanao had slightly more positive view with net rating at +24.

4. COMELEC personnel are clear of the vision of the agency. However, most find that the current set up of COMELEC does not support its mission. On the statement, “COMELEC’s role and mandate is clearly defined in its current mission statement,” personnel responses peaked at +75 with Visayas/Mindanao (Luzon


at +38, central at +37). On the other hand, on the statement, “COMELEC’s mission and vision as stated in Oplan Merit are supported by its structures,” responses resulted in split opinion with an overall rating of +10 (Luzon at +3, central at -5, and Visayas/Mindanao at +28).

Leadership5. The current Commission en banc is well respected within the agency. With

the highest overall net rating at +73 for the following statement: “The current commission en banc is well respected by COMELEC staff.”

6. COMELEC personnel from the central office tend to be more critical of their leaders. They have limited agreement in considering the current commission en banc as goal oriented (+14) and guardians of the rule of law (+16), while their counterparts were in some, if not strong, agreements. Further, division heads are divided in saying that their top and senior managers lead by example, while their counterparts in the field hold some agreement. Field personnel were in strong agreement that the top and senior managers are competent in leading COMELEC and are concerned in doing work well, while division heads are only in some (or almost limited) agreement. Please refer to the following table for references:

StatementsPES-

LuzonDiv

HeadsPES-

Vis/Min OverallThe current commission en banc uphold the rule of law. (I find that the current commission firmly implements policy and are not swayed by political interventions or other factors). +45 +16 +52 +40

The current commission en banc is goal-oriented. (I find that the COMELEC is progressing in a clear direction). +52 +14 +48 +40The top and senior managers of COMELEC lead by example. (I find that my superiors do what they say). +38 +0 +28 +24

The top and senior managers of COMELEC are competent in leading the organization. (The guidance provided to me by my superiors helps me perform my tasks in logical order). +66 +33 +60 +55

The top and senior managers of COMELEC are concerned about getting significant activities done well. (My superiors encourage me to do my work well). 62% 32% 56% 52%

7. There are mixed perception on the clarity of the lines of accountability within COMELEC. More COMELEC personnel, particularly from Visayas/Mindanao, are clear on the lines of accountability within the agency. On the statement “There are clear lines of accountability within COMELEC. (I know who I should report to and who should report to me),” responses of field personnel from Visayas/Mindanao resulted in +52 net rating. While field personnel from Visayas/Mindanao were in strong agreement, field personnel from Luzon office (+34) and division heads from central office (+24) hold limited (just slightly more than limited) agreement. Possibly, personnel from the latter may refer more to the central office and get lost in the governance set up there, while personnel from the South see themselves more as independent from the central office and relate more with regional officers.


8. Field personnel call on their leaders to attend to their concerns. The following were cited as qualities of COMELEC leaders that can help in the progress of the agency:(1) COMELEC leaders concerned with the welfare and benefits of field officers; accountable and concerned COMELEC leaders; (2) well being of and support to the field personnel in order to lift the morale and esteem of the people in the field; (3) proactive actions to upgrade line-staff pay; increase of financial autonomy of PES; (4) be more open-minded approachable and listen to suggestions from the field; (4) attentive to the needs of field officers; (5)integrity, willingness to delegate functions to the field personnel.

9. COMELEC personnel are concerned with the competency within the Commission. The following were cited as suggested qualities of COMELEC leaders for progress of the agency: (1) Competence; (2)integrity, independent-minded, complete grasp of the functions of responsibilities of the commission; and (3) at least 2 commissioners come from the COMELEC itself. Workshop participants likewise raised that leadership of the commission would improve with extensive knowledge of COMELEC operations. When commissioners are appointed from outside COMELEC, the term duration may just be enough for the learning curve.

10. In addition, the respondents cited the following as qualities of COMELEC leaders that can enhance progress of the agency: (1) independence, firmness and determination; (2) dedication, strong resolve, political will; (3) live up to the true meaning of COMELEC mission and vision; (3) God-fearing; (4) Avoid palakasan.

Organizational setup and governance11. Most COMELEC personnel feel that decision-making is too centralized to

promote productivity and good morale. In particular, responses from personnel of Luzon field office to the statement “Decision-making is sufficiently decentralized to promote productivity and good morale” resulted in a -45. On the other hand, there were split opinions or limited agreements among division heads (0) and personnel from Visayas/Mindanao field offices.

Human Resource Management12. While COMELEC personnel find that they have a competent human

resource department, there are a number of people who do not find that there is an appropriate evaluation system in place. On the statement “The COMELEC has a competent human resource department. (I find that the human resource department does its job effectively),” there was strong or some agreement among field personnel at +41 net rating from Luzon and +56 from Visayas/Mindanao. However, on the statement “The COMELEC has a performance evaluation system in place. (My job performance is reviewed annually using a tool/form that is known and understood by all),”respondents provided lower net ratings. Responses from Luzon personnel resulted in +21 net rating, while those from Visayas/Mindanao resulted in +48 net rating.

13. COMELEC personnel may differentiate the human resource department and political interventions through top management resulting in the difference


in the above opinions. There were limited disagreements on the statement “The COMELEC has merit-based promotion procedures. (I find that my colleagues were selected for promotion for the excellent work that they do and not for other reasons such as political interventions,” resulting in an overall -12 net rating. The need for the development of an appropriate performance evaluation was raised and even crafted as a strategic measure during a regional consultation workshop.

14. Again, division heads hold split opinion or slightly more negative view of the human resource management. Division heads hold split opinion on the competency of the human resource department (+5) and limited disagreement (-16) on the existence or use of a performance evaluation system. Further, more people from the central office, do not agree that there is a merit-based promotion procedures. On the statement “The COMELEC has merit-based promotion procedures. (I find that my colleagues were selected for promotion for the excellent work that they do and not for other reasons such as political interventions),” division head responses resulted in -30 net rating. The same rating concluded for the statement “The right people are in the right job. (I find that my colleagues have the talent, skills, and experience to carry out the requirements of their respective jobs).”

15. Division heads are particularly concerned on the enhancement of COMELEC’s grievance procedures and sanction mechanisms. On the statement “There are appropriate grievance procedures inside the organization. (I know exactly what to do and where to go when I want to report any offense, abuse, or impropriety),” division heads had some disagreements with net rating at -30 and split opinions among field personnel (+7 for Luzon and -8 for Visayas/Mindanao). In addition, on the statement “Officials and staff who violate COMELC/government policies are appropriately sanctioned/penalized,” division heads had a strong disagreement with a net rating at -42. The field personnel had split opinions on this matter (with net rating of -3 for Luzon personnel and +4 for Visayas/Mindanao personnel).

16. COMELEC personnel call for the review of its salary and incentive structure. The following were cited as areas where the COMELC can help personnel do their jobs better: (1) improve pay scale for lawyer positions; (2) improve working conditions; increase salary standard; (3) sort of incentives; (4) more incentives; higher salary rates; equal to other constitutional commissions; (5) upgrade position, increase salary; (6) COMELEC must provide learning incentives by conducting training in all levels. At the same time, the issues of low pay or lack of incentives were raised in all regional consultation workshops.

17. COMELEC personnel see the need for the reinforcement of merit-based recruitment and promotion. The following were cited as ways to improve job performance: (1) hiring/promotion should be based on merit; (2) expedite and convene the selection board right away for us to get our promotion; (3) check on the promotion system if its different departments to ensure that it would be implemented in fair and objective, merit-based manner.


Financial Management18. Slightly more COMELEC personnel, particularly from the Luzon office, tend

to disagree that the agency has sufficient internal control mechanisms to prevent financial leakages. On the statement “There are sufficient internal control mechanisms in place to prevent financial leakages. (I find that it would be difficult to steal COMELEC funds given its systems and procedures),” responses resulted in -11 net rating (-17 for Luzon, -10 for central office, and -8 for Visayas/Mindanao).

19. Further, there is very split opinion that ‘internal and external auditors are satisfied with the controls of cash and assets being utilized by the person in charge of COMELEC finances.’ On the statement “Internal and external auditors are satisfied with the controls of cash and assets being utilized by the person in charge of COMELEC finances,” responses resulted in overall 0 net rating. Further, slightly more division heads disagreed to this statement, with a net rating of -15.

20. In addition, a number of COMELEC personnel doubt the integrity of the bidding process. On the statement “The COMELEC conducts fair and honest bidding processes. (I believe that there is no collusion in the bidding process),” there was split opinion among COMELEC personnel resulting in overall +3 net rating. Again, slightly more division heads disagree that there is fair and honest bidding process with a -5 net rating.

21. Further, cheaters of the bidding process are not likely penalized. Responses on the statement “The COMELEC penalizes suppliers and personnel who ‘cheat’ in the bidding process (e.g. by blacklisting or filing cases),” resulted in -14 net rating. While there were split opinions from central office (-10) and Visayas/Mindanao (-8), COMELEC personnel from Luzon were in limited disagreement (-21).

22. COMELEC can make better use of its funds. Slightly more people disagree with the statement “The items procured by the agency make best use of COMELEC funds” resulting in -30 net rating among division heads. Field personnel are a bit more positive with -17 net rating for those from Luzon and -16 net rating for those from Visayas/Mindanao.

23. COMELEC personnel find that the solution for improved financial management is the decentralization of financial management functions and clarification of the process of liquidation of cash advances. The following were cited in the survey: (1)MOOA to field officer; (2) allow field offices to propose its respective budget yearly; (3) decentralize operating expenses; (4) don't allow special disbursing officers with cash advance not liquidated; (5) early deadline for submission of claims; (5) simplify procedure. These were likewise raised during the workshop discussions.

Infrastructure and Resource Management24. While one opined that most resources are concentrated in the central

office, COMELEC personnel from the central office feel that the facilities and infrastructure are inadequate to effectively support their performance. On


the statement “Facilities and infrastructure are adequate to support effective performance,” there was strong agreement among division heads and field personnel from Visayas/Mindanao resulting in -55 and -56, respectively. On the other hand, there is limited disagreement from field personnel of Luzon office with a net rating of -28. The overall strong disagreement (57%) among COMELEC personnel on the adequacy of facilities and infrastructure and the discussions during the workshop highlight the discontent of COMELEC personnel in this regard.

25. Majority of COMELEC personnel find that infrastructure and facilities do not adequately support daily work. 51% disagree with the statement “The buildings and services (e.g. water, electricity) at the main and field offices are adequate to support and facilitate daily work.” Further, most division heads find that infrastructure are not managed effectively and efficiently. Responses of division heads on the statement “The infrastructure, including building and equipment, are managed effectively and efficiently” resulted in -65 net rating.

26. Field personnel from Luzon office are most affected in technology resource limitations. On the statement “Technology resources affect COMELEC’s performance,” there was strong agreement among division heads (+45) and Visayas/Mindanao field personnel (+76) but very limited agreement among field personnel from Luzon office.

Program Management and Service Delivery27. While not very divergent, more COMELEC personnel find that program and

projects do not have clear timelines and adequate budgets. On the statement “Program and projects have clear timelines and adequate budgets,” responses from COMELEC personnel resulted in overall -15 net rating (-10 for Luzon, -20 for central, -16 for Visayas/Mindanao).

28. Interestingly, field personnel from Visayas/Mindanao were in agreement that election administration is carried out with integrity; compared to the results from central office and even more field personnel from Luzon do not agree that COMELEC effectively carries out election administration with integrity. On the statement “The COMELEC effectively carries out election administration, with integrity,” the strong agreement among field personnel from the South resulted in +56 net rating, while there was limited agreement division heads with net rating of +20. Responses from field personnel of Luzon resulted in -14 net rating.

29. The same trend can be seen in their views on voters’ registration, political party accreditation and registration, and voters’ education.COMELEC personnel from Visayas/Mindanao are in agreement in confirming the effectiveness of their service delivery, while their counterparts are less satisfied. Responses from field personnel of Visayas/Mindanao were in strong agreement that COMELEC carries out its services effectively, resulting in +60 net rating for voters’ registration, +60 for voters’ education, and some agreement with net rating of +40 for political party accreditation. The following provides summary of ratings:


StatementsPES-

LuzonDiv

HeadsPES-

Vis/Min Overall

The COMELEC effectively carries out voters’ registration, with integrity. +7 +20 +60 +28

The COMELEC effectively carries out political party accreditation and registration, with integrity. +3 +10 +40 +18

The COMELEC effectively carries out voters’ education, with integrity. +10 +20 +60 +30

30. However, the split opinion on the COMELEC’s effectiveness is more apparent in the views on electoral dispute adjudication. There are slightly more COMELEC personnel from central office who disagree with the effectiveness of electoral dispute adjudication, where this service is mainly carried out. On the statement “The COMELEC effectively carries out electoral dispute adjudication, with integrity,” division head responses resulted in -5 net rating, while responses from the field personnel resulted in +3 (Luzon) and +24 (Visayas/Mindanao) net ratings. This is consistent with the view raised during the workshop that decisions are sometimes compromised or COMELEC’s independence is often challenged.

31. The following were cited as factors preventing the COMELEC to effectively carryout their programs: consistency, political patronage, budgetary/resource constraints, red tape, centralized organizational set up, unclear policy directions. Lack of consistency in carrying out COMELEC services/ programs may be brought about by political interventions and unclear policy directions.

Communications32. There are diverging views on the communications within COMELEC, except

for the fact that there exists an annual report. However, this annual report has not been useful in communicating to the public on the policies and programs of COMELEC. Slightly more COMELEC personnel, especially from Luzon office, find that COMELEC does not employ an efficient system for communicating COMELEC’s policies and programs to the public. On the statement “There is an efficient system for communicating COMELEC’s policies and program to the public,” field personnel responses from Luzon office resulted in -17 net rating. There were split opinion among division heads and Visayas/Mindanao field personnel resulting in -10 and -8 net rating, respectively.

33. More COMELEC personnel, particularly those from central office, find internal communications problematic. More COMELEC personnel disagree that internal communication flows smoothly from the commission en banc to COMELEC staff. At the same time, more COMELEC personnel, though slightly less, disagree that information circulating in COMELEC regarding policies, programs and activities are clear and objective and that internal communication flows smoothly from the COMELEC staff including field personnel to the commission en banc and senior staff. The same delay in communications to field personnel was raised during the workshops.


StatementsPES-

LuzonDiv

HeadsPES-

Vis/Min Overall

Information circulating in COMELEC regarding policies, program and activities are clear and objective. -3 -10 -4 -5

Internal communication flows smoothly from the commission en banc to COMELEC staff, including field personnel. -10 -25 -4 -12

Internal communication flows smoothly from the COMELEC staff, including field personnel, to the commission en banc and senior staff. -3 -5 -4 -4

Organization Monitoring and Evaluation

34. Field personnel and personnel from central office have diverging views on the system of monitoring and evaluation of COMELEC. Field personnel tend to be in agreement, for example, on the existence of policies and procedures to guide evaluation and monitoring of COMELEC. On the other hand, the more division heads find that there are not sufficient policies and procedures to guide evaluation and monitoring. On the statement “The COMELEC has policies and procedures to guide evaluation and monitoring,” responses from Visayas/Mindanao field personnel resulted in +44 net rating, while division heads were in slight disagreement with net rating at -15 (and Luzon in some agreement at +21 net rating).

Inter-organizational linkages and dealing with the public35. While the discussions during the workshop raised the need to strengthen

relationship with external stakeholders, more COMELEC personnel agree that the organizational linkages effectively contribute to the organizational goals and mission. COMELEC has fruitful ongoing partnerships with external organizations that bring new ideas or resources to the organization, and COMELEC is conscious of the needs of the public in the delivery of its services. Further, consistent with the workshop results, relationships with external stakeholders in Visayas/ Mindanao are better developed than those in Luzon and central office. Stakeholders from Visayas/Mindanao discussed clearly defined programs that integrate with the actions of COMELEC field offices. In the survey, COMELEC personnel from Visayas/Mindanao strongly agree that there are fruitful ongoing partnerships with external organizations that bring new ideas or resources to the organization. The following provides results of the survey:

StatementsPES-

LuzonDiv

HeadsPES-

Vis/Min Overall

Organizational linkages contribute to the organizational goals and mission in an effective way. +21 +25 +48 +31

COMELEC has fruitful, ongoing partnerships with external organizations that bring new ideas and/or resources to the organization. +31 +30 +60 +41


The COMELEC is conscious of the needs of the public in the delivery of its services. +10 +25 +48 +27

36. However, there is strong disagreement that the COMELEC has controlled corruption involving the public (e.g. use of fixers, briber, and extortion). This is a strong view of COMELEC personnel from the central office with -50 net rating for the statement “The COMELEC has effectively controlled corruption involving the public (e.g. use of fixers, bribery, and extortion).” Field personnel have more positive view with net rating of +7 from Luzon and +12 from Visayas/Mindanao.

37. The following are suggested efforts that may improve communications, monitoring and evaluation, and dealings with the public: (1) provide high technology communication instruments; (2) work on improved perception of COMELEC; (3) send communications directly to concerned field personnel; (4) allow field officers to undergo ‘lakbayaral’ and international electoral exposure; (5) publish pertinent information in the web, provide COMELEC the opportunity to correct its mistakes while being cautious in their responses.

Conclusion and recommendationsOverall, the results of the survey support the issues raised during workshop. Thus, the concerns of COMELEC personnel are not based on anecdotal experience but on system-wide challenges. The main concerns of COMELEC personnel are related to the centralized decision making, human resource policies/practices (incentive structure and merit-based recruitment and selection), unclear financial guidelines, lack of monitoring and evaluation (including difficulties in planning/scheduling), limited communications, and control of corruption.

The female dominated division heads tend to be more critical of the leaders and policies and procedures of COMELEC. Thus, COMELEC has not managed to effectively communicate even within its central office and address the concerns of its internal stakeholders. More importantly, this breakdown has led to the view, particularly from central and Luzon offices) that the delivery of COMELEC services (election administration, registration, voters education) have not been carried out effectively and with integrity. The views of the field personnel from VIsayas/Mindanao, who tend to be much more positive with the delivery of its services, reflect an apparent detachment from the central office.

All groups had a more negative view of the delivery of electoral adjudication. Perhaps, along with the challenge of COMELEC’s independence, the inconsistency of the application of rules seem ingrained in COMELEC’s practices. Such inconsistency has sent mixed signals to its constituents and confused them on the guidelines or procedures, for example, on liquidation of cash advances and use of grievance mechanism.

Given the system-wide concerns, the first step that COMELEC can undertake is a review of its policies and procedures. These policies and procedures also impact integrity related concerns. The Integrity Development Review has been used by other agencies in assessing the sufficiency of corruption safeguards and identifying vulnerabilities within its systems.


For the implementation of the strategic plan to be effective, along with the support from top management, the financial implications of the plans should be accurately determined. Budget should be allocated for the approved plan given that there is a tendency for approved activities to remain unfunded. The plan should also be accompanied by careful planning for monitoring and evaluation. Given the challenges of communications within COMELEC, crafting the right message to round up support for the strategic plan should be included in the rollout plan. The scheduling of planned activities should go along or work with the scheduling of requirements for election administration to ensure implementation. Thus, follow up activities from strategic planning include financial planning, planning for monitoring and evaluation, rollout with communications planning and formation of a management committee for proper coordination.


Annex C: Participants of the Consultation Workshops

Consultation Workshop with Senior StaffEugenio Lopez Center, Antipolo18-19 March 2011

Name Position/ Department

1 Chairman SixtoS. Brillantes2 Commissioner Rene V. Sarmiento3 Commissioner Lucenito N. Tagle4 Commissioner Armando C. Velasco5 Commissioner Elias R. Yusoph6 Dir. Jose M. Tolentino, Jr. Executive Direcor7 Dir. BartolomeSinocruz Deputy Exec director for Operations8 Dir. Estrella de Mesa Deputy Exec director for Administration9 Dir. Eduardo Mejos Director IV, Finance Services Department

10 Dir. Adolf Ibanez Director IV, Personnel Department11 Dir. Ester L. Villaflor Director IV, Election Records Statistics Dept

12 Dir. Betty B. Pizana Director IV, Election Contests and Adjudication Dept

13 Dir. Thaddeus Hernan Director IV, Administrative Services Department14 Dir. Esmeralda Ladra Director IV, Planning Department

15 Dir. James Jimenez Director IV, Education and Information Department

16 Dir. TeopistoElnas, Jr. Director IV, Election Barangay Affairs Department

17 Dir. Ferdinand Rafanan Director IV, Law Department

18 Dir. Jeannie V. FlororitaActing Director IV, Information Technology Department

19 Dir. Ferdinand P. de Leon Director III, Information Technology Department20 Dir. TeopistoElnas, Jr. COMELEC secretary21 Dir. Agnes Carreon OIC, Internal Audit Department22 Dir. Leah J. Alarkon Director III, Planning Department23 Dir. Margaret Ching Director III, Personnel24 Mr. Renato Garcia Consultant, Chairman's Office25 Dir. Ray Sumalipao Director IV, ARMM region26 Dir. NoliPipo Director IV, Region 127 Dir. Julius Torres Director IV, CAR28 Dir. LeonelPetalcorin Director IV, Region VII29 Dir. Johnny Icaro Director IV, Region V30 Regina Sabbun Staff, OED

31 Rosalinda M. Luna Planning Officer II, Planning


Regional Consultation Workshop with Field Personnel from LuzonHoliday Inn Hotel, Clark PampangaApril 15-16, 2011

Name Position Region/DeptCOMELEC Personnel1. Adolfo A. Ibañez Director IV Personnel2. Alberto T. Caňares III PES II Masbate3. Allan S. Enriquez PES III4. Amancio S. Sese, Jr. OIC-OES Romblon5. Annie R. Cortez PES II6. B/Gen. Edgardo M. Gurrea,

(Ret.)Head Executive Assistant Chairman’s Office

7. Bartolome J. Sinocruz, Jr. DEDO ODEDO8. Calixto L. Aquino, Jr. PES Sorsogon9. Catherine P. Bangi-Allas PES III10. Cesar Torrado PES I11. Comm. Robert Christian Lim12. Comm. Lucenito N. Tagle13. Dioscoro P. Pajutan PES14. Ederlino U. Tabilas * RED Region II15. Edwin R. Villa PES II16. Edgardo Padua Laguna17. Elaiza S. David18. Elmo P. Duque PES II19. Emmanuel E. Ignacio * Director III20. Erwin M. Valerozo PES Quirino21. Esmeralda Amora-Ladra Director IV Personnel22. Ferdinand De Leon Director III ITD23. Fernando C. Besiňo PES24. Fernando F. Cot-om PES Tarlac25. Gilbert S. Almario PES Aurora26. Gloria R. Petallo PES Batangas27. Jims Dandy G. Ramos28. Joel J. Gines PES La Union29. John Mark R. Tambasacan PES Oriental Mindoro30. Juanito V. Ravanzo, Jr. PES Cavite31. Lydia F. Pangilinan PES Pampanga32. Ma. Aurea Bo-Bunao PES I33. Ma. Lea R. Alarkon Director III Personnel34. Manuel J. Castillo, Jr. PES Isabela35. Ma. Agnes T. Carreon OIC Internal Audit Office36. Margaret C. Ching37. Marino V. Salas PES II38. Modesto D. Bahul, Jr. * EO IV Baguio City CAR39. Nicasio S. Jacob PES Apayao40. NorielBadiola41. Panfilo C. Doctor PES Nueva Ecija42. Rafael B. Olaňo * ARED NCR43. Regina P. Sabbun44. Ricardo B. Bulintao PES Ifugao45. Ricardo Lampac PES Mt. Province46. Rogelio T. Bagtang Acting PES Kalinga47. Romeo B. Fortes * Acting RED Region V48. Romeo G. Serrano PES III


49. Rosalinda M. Luna50. Rosemary G. Borras Main51. Sabino C. Mejarito PES Bulacan52. Temie P. Lambino PEV IV53. Urbano C. Arlando PES Palawan54. Vanessa M. Roncal ARED/PES CAR55. Wilma Dulnuan-Binbinon EO III56. Zenaida S. Lorenzo Main

External Stakeholders1. Homer Bautista SRS II2. Billy San Juan CLTV 363. Arthur Felix E. Asis Chief ROPD4. Don Soltung CLTV 365. JeremoDimal CLTV 36

Regional Consultation Workshop with Division Chiefs (Central Office)Casa Marinero, Intramuros ManilaApril 18-19, 2011

Name Position Region/DeptCOMELEC Personnel

1. Adolfo A. Ibaňez2. Aida C. Fernandez Info Tech Office II3. Antonio S. Santella Chief Admin Officer GSD4. B/Gen. Edgardo M. Gurrea, (ret.)5. BartolomeJj. Sinocruz, Jr.6. Carmen N. Fortez7. Charina Z. Co8. Consuelo R. Bernabe Chief Admin Officer9. Dindo S. Maglasang Atty VI10. Dulce C. Sagles PO V Planning11. Eden C. Bolo ITO II ICTD12. Elizabeth D. Balbacal Chief Accountant FSD13. Ellen B. Zoleta14. Emma-lynn S. Masongsong Info Officer II EID15. Erna T. Malinao Mgt. and Audit Analyst V Planning16. Esmeralda Amora-Ladra17. Jennifer D. Felipe Acting Atty. IV EBAD18. JovencioBalanquit EO IV Manila19. Lolita D. Zara Identification Officer II ERSD20. Leah B. Abad Atty VI21. Leonides E.G. Nicolas EA IV ODEDA22. Ma. Lea R. Alarkon23. Ma. Agnes Carreon24. Magellan P. Ferrer Atty VI ECAD25. Margaret C. Ching26. Maria Norina T. Casingal Atty VI Law27. Josephine Acacio28. Martin B. Niedo Budget Officer V FSD29. Myrna M. Segundo30. Patrick Enaje EO IV Valenzuela31. Regina Sabbun32. Ronald Sindo EO IV Quezon City


33. Lolita H. Garcia Supply Officer III ASD34. Ramon Rosello EO IV Las Piñas35. Rene TC Garica36. Romeo U. Alcazar EO Mandaluyong-NCR37. Rosalinda M. Luna38. Saga D. Mabaning Chief JRD ECAD39. Vergil Juan S. Soriano Stat III ERSD40. Wilhelmina A. Asistores Exec. Assistant IV ITCD41. Zenaida S. Lorenzo Cashier IV ASD42. Zita Buena-Castillon Accountant V FSP

External Stakeholders1. ToixCerna Transparency and

Accountability Network2. Reylynn Transparency and

Accountability Network3. Ramon Casiple Executive Director Institute For Political and

Electoral Reform4. AndieLasala Program Officer Institute For Political and

Electoral Reform5. Henrietta T. de Villa Chairperson PPCRV6. TelibertLaoc National Council Member NAMFREL

Regional Consultation Workshop with Field Personnel from Visayas& MindanaoMarco Polo Hotel, Cebu CityMay 2-3, 2011

Name Position Region/DeptCOMELEC Personnel

1. Abu B. Talipan Acting PES Tawi-Tawi2. Adolfo Ibañez3. Agnes Carreon4. Alma C. Acosta Acting PES CARAGA/Surigao del Sur5. Andrew Bido PES N. Samar6. Aniano T. Bautista, Jr.7. Antonio Gulay, Jr. PES8. April Joy Balano CARAGA

9. BartolomeSinocruz10. CarlitoRavelo PES11. CiriloNala PES Misamis Occidental12. Comm. Christian Robert Lim13. Dennis Ausan RED REDO VI14. Duque Kadatuan PES North Cotabato15. EliseoLabaria PES Bohol16. Elizabeth Doronila PES Iloilo17. Emerald Ladra18. FelicisimoEmbalsado PES19. Francisco Pobe RED CARAGA20. Gay A. Enumerables PES Davao del Norte21. Geraldine Samson PES Surigao del Norte22. Gil B. Barcenal PES23. Helen Aguila-Flores RED REDO IX24. Ian Lee Ananoria PES Aklan25. Ignacio Baya PES26. Jay Gerada PES South Cotabato27. Jerome Brillantes EO Guihulngan


http://www.google.com.ph/url?sa=t&source=web&cd=1&ved=0CCEQFjAA&url=http%3A%2F%2Fwww.iper.org.ph%2F&rct=j&q=IPER&ei=pTvmTZW6EI2muAO-uOGSCw&usg=AFQjCNGxjH3j18TEMAkyN4ALrHRc9NAU8g&sig2=kg4VLnbBmwM7LapQ-ZqiVA&cad=rja




28. Jessie Suarez PES Negros Occidental29. Jose Alvin Quiñancia30. Jose M. Tolentino31. Jose Nick Mendros RED32. Jose Villanueva Acting ARED33. Joseph Hamilton Cuevas PES34. JossilMacute PES Zamboanga del Norte35. Karen Cahipo ARED36. Kenneth Laguilam PES Sultan Kudarat37. Lea Alarkon38. Leandro Magusara PES Siquijor39. Lionel Castillano PES Cebu40. LordinoSalvaña PES Bukidnon41. Ma. FebesBarlaan PES42. Manuel Felicilda Acting PES Dinagat43. Margaret Ching44. Marlon S. Casquejo ARED REDO XI45. Michael Abas RED46. NasibYasin PES Lanao del Sur47. Regina Sabbun48. RemlaneTambuang RED49. Renato Magbutay RED REDO X50. Rey Rene T. Buac RED REDO VII51. Richard Japson Acting PES52. Robert Salazar PES53. Roberto dela Peña PES Basilan54. Roland G. Edayan ARED/PES Butuan55. Rosalinda Luna56. Roy Ediza PES57. Sergio A. Manligoy, Jr. Acting PES58. Stalin Baguio PES Camiguin59. UdtogTago PES III Maguindanao60. Vidzfar Julie PES Sulu61. WilArceño PES Capiz

External Stakeholders1. Earl Bonachita President IBP Cebu Chapter2. John Oliver Gabun Chief of Operations Branch OU3, CENTCOM, AFP3. EnelitoDatwin Chief Clerk OU7, CENTCOM, AFP4. Ma. Luisa Chiongbian Executive Director C-CIMPEL5. Dorothy Maglasang Office Manager C-CIMPEL6. PetronelliBaldebrin AC, ROPD PRO7-PNP7. LeoncioBaliguat Jr. Police Superintendent ROPD, C.LES, PNP8. Aniano T. Bautista Jr. Department of Education


Annex D: Participants of the Writeshops

TWG Writeshop I The Linden Suites, Ortigas9-11 May 2011

Name Position Department/Office1. Adolfo Ibañez Director IV Personnel2. Allen Francis B. Abaya Director III ECAD3. Bartolome Sinocruz DEDO ODEDO4. Betty Pizaña Director IV ECAD5. Candy Tipan-Orense Attorney V Personnel6. Chosadela Cruz Administrative Office V Personnel7. Esmeralda A. Ladra Director IV Planning8. Ferdinand de Leon Director III ITD9. Fritzie Claire Casiño-Caigoy Attoney IV ECAD10. Heidi Bacolor-Ragsac Attorney V Personnel11. J.P. de Mesa Director III Law12. James Jimenez Director IV EID13. Lea Alarkon Director III Planning14. Ma. Agnes Carreon OIC Internal Audit Office15. Ma. Vina T. Zamora Legal Office IV ASD16. Margaret Ching Director III Personnel17. Maria Victoria Dulcero Public Relations Officer V EID18. Raul M. Castillo Admin Manager PPCRV-National Office19. Regina Sabbun Clerk Office of the Executive Director20. Rosalinda M. Luna Planning Officer II Planning21. Wilhelmina Asistores Executive Assistant IV ITD

TWG Writeshop II G Hotel, Manila25-26 May 2011

Name Position Department/Office1. Adolfo Ibañez Director IV Personnel2. Bartolome Sinocruz DEDO ODEDO3. Bernardo Carpio PRO III Office of the Chairman4. Eduardo D. Mejos Director IV5. Emelyn Martinez Office of Comm. Lagman6. Esmeralda A. Ladra Director IV Planning7. Ferdinand de Leon Director III ITD8. James Jimenez Director IV EID9. JanniceCañeba Office of Comm. Tagle10. Lea Alarkon Director III Planning11. Lumna G. Zaman Executive Assistant Office of Comm. Yusoph12. Ma. Agnes Carreon OIC Internal Audit Office13. Margaret Ching Director III Personnel14. Martin B. Niedo Budget Office V15. MindaZitaSongko Budget Officer IV16. Regina Sabbun Clerk Office of the Executive Director17. Rosalinda M. Luna Planning Officer II Planning


Annex E: Participants of the Ratification Workshops


Annex F: Quarterly Reporting Template


Quarterly Report(sample template)

1. Goal: To improve the institutional and organizational capacity and accountability of the COMELEC for managing and implementing modernized and credible electoral processes.

1.1. Objective: _________________________________________________________________________________________

Strategic Steps Target Date

Budgeted/Spent

Outputs Means of Verification

Assigned Personnel

Milestone Accomplished

(Y/N)?


(Page 2 of Quarterly Report)

1. Goal: ____________________________________________________________________

1.1. Objective:______________________________________________________________

Issues or problems encountered in the implementation/ reasons for not accomplishing targets? Actions taken?

Plans for next quarter:

Needed changes in plan: (Indicate if “ADDITION OF PROJECT/S ensuring alignment with strategic plan)

Prepared by:

Position:

Unit:

Approved by:[Name of Department Head]

Date submitted:

Verified by:[Name of Verifier]

Verification date:

Verification Comments:

Annex G: Performance Indicators Worksheet

Performance Indicators Worksheet

Pillar 1: Election AdministrationGoal Performance

IndicatorUnit of Measure /Description

Source of Data

Person Responsible of Collecting Data

Baseline Data

Performance Targets/ Actual

2013 2014 2015 2016

T A T A T A T ATo improve the institutional and organizational capacity and accountability of the COMELEC for managing and implementing modernized and credible electoral processes.

% of precincts with successful election

(from 2010 nat’l elections)

% of precincts with failure of election

Failure of election (defined by law)


% of precincts with delayed elections (start after 7AM)% of candidates proclaimed within __ days (automated/manual) % of field personnel handling IT related activities during elections (based on ITD certification)Satisfaction rating based on SWS survey


Pillar 2: Electoral Dispute AdjudicationGoal Performance


Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo resolve election cases in an efficient, transparent, and credible manner.

% of cases resolved from filing to resolution/disposition rate

75%

90%

100%

Case age from filing to resolution

Case age from filing to promulgation% cases considered as final and executory% of cases appealed (% of SC reversals and % of SC affirmation including with modification)


Pillar 3: Voter EducationGoal Performanc

e IndicatorUnit of Measure /Description

Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo make voter education more effective and far reaching by decentralizing the conduct thereof and improving the quality of education materials.

Incidence of election-related violence

PNP report James Jimenez, EID


Incidence of vote buying

SWS survey

James Jimenez, EID


Perception of orderliness of election based on COMELEC prescribed format (rate)

(scorecard to be developed in coordination with accredited citizens arm)Accredited citizens arm (e.g. PPCRV)

James Jimenez, EID


Pillar 4: Legal Policy and FrameworkGoal Performanc


Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo harmonize all election laws, rules and regulations through the passage of a new Omnibus Election Code that is complete, updated, clear and responsive to the requirements of an automated election system.

Draft Omnibus Election Code by 2013

Milestone Comp

Submission of new Omnibus Election Code to Congress by 2013

Milestone


Pillar 5: Field Office EmpowermentGoal Performanc


Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo make the field offices more autonomous on procurement and personnel matters to promote efficiency and effectiveness in responding to the needs of the employees and stakeholders.

% of ‘functioning’ RBAC based on

(functioning – 100% of purchase items requiring bidding gone through RBAC)

(RBAC report to) RED report

5 10

16

16

Publication of vacancy, name of short-listed qualified applicants, and selected candidate% of vacancies filled within 6 months

from publication of vacancy (to appointment)

RED report

% of Daily Time Records submitted within 15 days of the following month

RED report

Number of male and female applicants and hiresNumber of updated leave cards based on RED report


Pillar 6: Professional CompetencyGoal Performanc


Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo establish a modern competency-based Human Resource Management System.

Turnover rate No. of employees resigning, transferring to other government agencies)

Personnel Report

Margaret Ching, PD

Number of career service eligible personnel

Personnel Report

Margaret Ching, PD

Number of male and female applicants and hires

Personnel Report

Margaret Ching, PD

Number of male and female personnel promoted

Personnel Report

Margaret Ching, PD

Number of male and female personnel who obtained higher degrees

Personnel Report

Margaret Ching, PD

Approved training and development program

Milestone Personnel Report

Margaret Ching, PD


Pillar 7: Technological CapabilityGoal Performanc


Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo enhance the IT capability of COMELEC to support the conduct of modernized, efficient, transparent and credible elections and adjudication.

% of field personnel handling IT related activities during elections (based on ITD certification)

ITD Report

% of claims disbursed within __ from filing (

Claims – salary and personnel, purchases and services, and travel)

Number of COMELEC web usage

ITD Report

To strengthen ICT (information, communications, technology)-capable personnel in their pursuit of supporting modernized elections.

% of complaints of election and main officers to COMELEC IT help desk responded to within 24 hours

IT help desk report


Pillar 8: Integrity and AccountabilityGoal Performanc


Source of Data


Baseline Data


2013 2014 2015 2016

T A T A T A T ATo enhance the accountability and transparency of COMELEC management and operations

[Number of administrative violation

Administrative violations – DTR, misconduct, dishonesty, insubordination, and loafing

Personnel Annual Report

% of enforced sanctions

Personnel Report

Adoption of integrity measures based on an integrity development action plan

Milestone


Pillar 9: Linkages with External StakeholdersGoal Performance


Source of Data


Baseline Data

Performance Targets

2013 2014 2015 2016

T A T A T A T ATo establish and maintain a strong and continuing partnership with external stakeholders.

Number of consultative and coordinative meetings per year with stakeholders participation

% of resolutions promulgated per year with stakeholders’ participationNumber of recurring complaints from hotline, online, and suggestion box every six (6) months

EID and Command Center’s report

Response time per class/category

EID and Command Center’s reports

Stakeholders’ satisfaction rating based on COMELEC led survey


Pillar 10: COMELEC Main Building and Field OfficesGoal Performance


Source of Data


Baseline Data

Performance Targets

2013 2014 2015 2016

T A T A T A T ATo construct COMELEC’s own main building and field offices for improved efficiency and independence.

Acquisition of land by 2013

Milestone

Forward obligation authority from DBM; Budget allocated by 2013

Milestone

Main building constructed by 2016

Milestone

5 field offices constructed by 2016

Milestone 2 3 4 5

A COMMITMENT TO INSTITUTIONAL AND SERVICE EXCELLENCE

We, the corps of COMELEC executives, representing our respective offices, conscious of our mandate to conduct free, honest, orderly, peaceful and credible elections, collectively manifest:

That, in consultation with our main and field offices key personnel and external stakeholders, we have drafted and ratified a COMELEC Strategic Plan for the period 2011 to 2016;

That, this document charts the roadmap by which the COMELEC desires to follow as it delivers its constitutional and statutory responsibilities;

That, we hereby commit ourselves and the resources at our command towards the full implementation of the said plan, together with its implementing activities.

IN WITNESS hereof, we hereby affix our signatures this 3rd day of June 2011 at the Eugenio Lopez Center, Antipolo City.

REPUBLIC OF THE PHILIPPINES

COMMISSION ON ELECTIONSM A N I L A

IN THE MATTER OF THE COMMISSION’S STRATEGIC PLAN FOR 2011-2016 NAMED AS “COMSTRAT 1116: COMELEC STRATEGIC PLAN 2011-2016

CHAIRMAN SIXTO S. BRILLANTES, JR.COMMISSIONER RENE V. SARMIENTO

COMMISSIONER LUCENITO N. TAGLE

COMMISSIONER ARMANDO C. VELASCO

COMMISSIONER ELIAS R. YUSOPH

COMMISSIONER CHRISTIAN ROBERT S. LIM

COMMISSIONER AUGUSTO C. LAGMAN

X.........................................X

PROMULGATED: June 17, 2011

RESOLUTION NO. __9254__

WHEREAS, the Commission on Elections (COMELEC) is an independent institution mandated under law to conduct free, honest, orderly, modernized and credible elections;

WHEREAS, a professional election management body needs to continuously plan its strategic operations to enable it to efficiently and effectively perform its mandated functions, adapting to the changing needs of the times;

WHEREAS, there is a need to review and update our Strategic Plan for 2006-2010 which was dubbed as Operation “MERIT: Modernization and Electoral Reforms with Integrity and Transparency”;

WHEREAS, on July 6, 2010, Minute Resolution No. 10-0661 approved in principle the conduct of a Strategic Planning Seminar Workshop in January 2011, the main aim of which was “to set the Commission’s five-year policy direction (2011-2016)”;

WHEREAS, on March 15, 2011, the creation of the Technical Working Group for the Strategic Planning Seminar Workshop was approved by the Honorable Commission En Banc;

WHEREAS, on March 17-19, 2011, a Training Workshop on Strategic Planning was conducted in Antipolo City which was participated by the Chairman and four (4) Commissioners, their Chiefs of Staff, the Technical Working Group (TWG), the Senior Staff and the five (5) officers of the COMELEC Regional Election Directors Organization (CREDO);

WHEREAS, on April 27, 2011, Resolution No. 9208 approved the budgetary requirement for the holding of a series of Strategic Planning Seminar-Workshops for a total of 106 participants composed of the four (4) members of the Commission En Banc, twelve (12) Regional Election Directors (REDs) and eighty (80) Provincial Election Supervisors from Luzon, Visayas and Mindanao, including the ten (10) members of the TWG;

WHEREAS, forty-five (45) Division Chiefs from the different departments of the Main Office and five (5) Election Officers from the National Capital Region were also consulted;

WHEREAS, several representatives from our external stakeholders with offices located at the National Capital Region, Pampanga and Cebu City also participated and gave their valuable inputs to our five-year Strategic Plan;

WHEREAS, based on the outputs of the intensive consultative and participative workshops, the proposed Strategic Plan for 2011-2016 is crafted as follows:

A. STRATEGIC FOUNDATIONS

Vision

Independent, empowered and fully modernized institution conducting transparent electoral processes with credible results in strong partnership with election stakeholders.

Mission

We, the guardians of the sovereign will of the Filipino people, in partnership with election stakeholders, commit ourselves to conduct free, honest, orderly, peaceful, fully automated and credible elections in order to build strong democratic institutions.

Guiding Principles

1) Independence2) Integrity3) Accountability4) Transparency5) Impartiality6) Professionalism7) Efficiency8) Service orientation9) Rule of law

B. STRATEGIC PILLARS / ISSUES

1) ELECTION ADMINISTRATION

Strategic Goal 1: To improve the institutional and organizational capacity and accountability of the COMELEC for managing and implementing modernized and credible electoral processes.

a) Strategic Objectives :

Before First Quarter of 2012, develop the project management capacity of the senior staff to enable them to effectively manage the preparation for and implementation of an automated election system (AES).

Before First Quarter of 2012, upgrade the IT skills of the central and field office personnel to support the requirements of the AES.

Before 2016, streamline the systems and structures of the main office to be more responsive to the requirements of the AES.

b) Key Activities

o Capacity-building in project management and ITo Strengthening of reporting mechanism

2) ELECTORAL DISPUTE ADJUDICATION

Strategic Goal 2: To resolve election cases in an efficient, transparent, and credible manner.

a) Strategic Objectives

Starting January 2012, compile and publish COMELEC promulgated decisions starting from 2007 cases.

Before January 2013, improve and automate document and case management system.

Starting 2013, pending proceedings and contest cases will be resolved not later than one (1) year before the conduct of the next succeeding elections.

b) Key Activities

o Policies on prioritizingo Additional hearing roomso Enhanced/Automated case management systemo Publication of case status

3) VOTER EDUCATION

Strategic Goal 3: To make voter education more effective and far reaching by decentralizing the conduct thereof and improving the quality of education materials.

a) Strategic Objectives:

Before June 2012, produce a template on Voter Education Handout and Classroom Voting Kit for distribution to schools.

Before August 2012, produce a Training Module on Voter Education for Teachers.

Before 2016, improve the capacity of field offices to conduct voter education in their respective jurisdiction

b) Key Activities

o Production and distribution of Training Module for Voter Education for Teachers, Voter Education Handout and Classroom Voting Kit, and Voter Education Kit and Information Handouts for E0s

o Training of REDs, PES, and EOs

4) LEGAL POLICY AND FRAMEWORK

Strategic Goal 4: To harmonize all election laws, rules and regulations through the passage of a new Omnibus Election Code that is complete, updated, clear and responsive to the requirements of an automated election system.


By June 2011, form the TWG to compose the revised Omnibus Election Code.

Before December 2011, draft a revised Omnibus Election Code for submission to Congress.

Before July 2013, start lobbying for the passage of the revised Omnibus Elections Code (a new bill).

b) Key Activities

o Drafting and submission of new Omnibus Election Code to Congress

o Engagement of stakeholders in drafting and in lobbying efforts

o Regular coordination with Congress

5) FIELD OFFICE EMPOWERMENT

Strategic Goal 5: To make the field offices more autonomous on procurement and personnel matters to promote efficiency and effectiveness in responding to the needs of the employees and stakeholders.


Before December 2011, delegate to the REDs the authority to procure office supplies and non-accountable forms in the region.

Before June 2012, authorize the REDs to act on selected personnel matters including approval of leave applications, reassignment and reshuffling of field personnel, appointment of election officers, except lawyer position, within their respective regions .

b) Key Activities

o Delegation of procurement functions and selected personnel functions

o Capacity building for the delegated authority

6) PROFESSIONAL COMPETENCY

Strategic Goal 6: To establish a modern competency-based Human Resource Management System.


Before 2012, develop a competency-based Recruitment System.

Before 2012, customize the Performance Evaluation System (PES) based on the 2010 PES requirement of the CSC and strengthen the existing Program on Awards and Incentives for Service Excellence (PRAISE) of the Commission.

Before 2012, improve employees’ salary and compensation; and establish an employees’ welfare and assistance program to boost their morale.

Before 2015, develop an organizational structure and position reclassification that meets the current needs of the Commission.

Before the end of 2011, establish a Comelec Academy to strengthen manpower development and enhance professionalism and competence of personnel.

Before end of 2011, establish a policy on gender development

Before end of 2011, establish a policy on knowledge sharing both local and international

b) Key Activitieso Establishment of system for improved recruitmento Development of incentive programs and welfare and

assistance program for personnelo Establishment of a COMELEC Academyo Conduct of capacity building activities

o Upgrading of position classification

7) TECHNOLOGICAL CAPABILITY

Strategic Goal 7.A: To enhance the IT capability of COMELEC to support the conduct of modernized, efficient, transparent and credible elections and election adjudication.

a)Strategic Objectives:

Before end of 2011, develop and establish an Information Systems Strategic Plan (ISSP) in order to achieve integrated and streamlined systems aiming to give more efficient and quality service to the Commission and the stakeholders.

Before the May, 2013 elections, setup adequate and fully-functional ICT facilities to ensure efficient technological support services in the conduct of modernized electoral exercises and office processes.

b) Key Activities

o IT systems streamliningo Enhancement of IT facilities

Strategic Goal 7.B : To strengthen ICT (information and communications technology) – capable personnel in their pursuit of supporting modernized elections.

a)Strategic Objectives

Before June 2012, upgrade qualification standards in the selection of field personnel by including IT proficiency.

Before June 2012, expand the ITD organizational structure to include 44 new ICT plantilla positions at the Main office, 16 upgraded plantilla positions at the Regional offices and 111 upgraded plantilla positions at the OPES level.

Before 2016, implement a sustainable training program for main and field personnel on IT proficiency.

b) Key Activities

o Recruitment of IT personnelo Capacity building on IT

8) INTEGRITY AND ACCOUNTABILITY

Strategic Goal 8: To enhance the accountability and transparency of COMELEC management and operations.


Before 2013, conduct an integrity development review and adopt an integrity development action plan.

Before June 2014, update and revise the current COMELEC Code of Conduct/Ethical Standards, in consultation with COMELEC personnel and in consonance with RA 6713 (COMELEC Manual Code of Conduct/Ethical Standards; Administrative Rules and Regulations and Office Decorum).

Before 2016, strengthen the Internal Audit Office for the permanent monitoring of various programs affecting accountabilities, responsibilities and values formation.

b) Key Activities

o Drafting and publication of a Manual on Code of Conduct/Ethical Standards, Administrative Rules and Regulation including Office Decorum

o Orientation activitieso Integrity Development Reviewo Capacity building and

institutionalization of the Internal Audit Office

9) LINKAGES WITH EXTERNAL STAKEHOLDERS

Strategic Goal 9: To enhance a strong and continuing partnership with external stakeholders domestic and international.

a)Strategic Objectives

Before 2013 elections, increase stakeholders’ participation in the formulation and implementation of policies, rules and regulations, and programs on issues affecting them.

Before 2013 elections, improve the efficiency and efficacy of COMELEC’s services to its public clientele by responding effectively and efficiently to the complaints, suggestions and recommendations of

stakeholders gathered through feedback mechanisms.

Before 2016, an annual capacity-building program already in place for implementation even during off-election period for various stakeholders and deputies

b) Key Activities

o Formation of an Election Stakeholders’ Committeeo Setup of feedback mechanism and procedures for

responseso Formation of a Committee on Election Partners’

Development (CEPD) and capacity building activities for deputies and stakeholders (e.g. voters education, election monitoring)

10) COMELEC MAIN OFFICE BUILDING AND FIELD OFFICES

Strategic Goal 10: To construct COMELEC’s own main office building and field offices for improved morale, efficiency and independence.

a)Strategic Objectives/Key Activities

Before 2016, complete the construction of a new COMELEC building.

Before 2016, complete an integrated COMELEC Office in 5 regions to house REDO, OPES and OCEO.

NOW THEREFORE, the Commission RESOLVED, as it hereby RESOLVES to:

1) ADOPT the proposed Vision and Mission, including the Guiding Principles as the new Vision, Mission and Guiding Principles of COMELEC;

2) APPROVE the herein-detailed Strategic Plan for 2011-2016, without prejudice to other programs and/or projects that may be pursued later to accomplish / implement the goals and objectives under the Pillars as formulated;

3) ADOPT COMSTRAT 1116 as the short title for COMELEC STRATEGIC PLAN 2011-2016

4) SECURE AND APPROPRIATE the necessary funds for the implementation of the Key Activities as the priority programs or projects of the Commission for the next five years;

5) TAP the support, assistance and resources of both government agencies and non-government institutions, deputies and external stakeholders alike, whether based locally or abroad, without contravening any constitutional provision or statutory laws;

6) DIRECT all officials and personnel of the Commission to support and work for the implementation of the different Pillars of COMSTRAT 1116; and

7) DESIGNATE a Commissioner to “champion” the implementation of each aforesaid Pillar.

SO ORDERED.

(SGD) SIXTO S. BRILLANTES, JR.CHAIRMAN

(SGD) RENE V. SARMIENTOCOMMISSIONER

(SGD) LUCENITO N. TAGLECOMMISSIONER

(SGD) ARMANDO C. VELASCOCOMMISSIONER

(SGD) ELIAS R. YUSOPHCOMMISSIONER

(SGD) CHRISTIAN ROBERT S. LIM

COMMISSIONER

(SGD) AUGUSTO C. LAGMANCOMMISSIONER

comelec strategic plan 2011-2016

Documents