Peace and Order and

Public Safety Planning

Legal Basis
• Section 16 and 116 of the Local Government Code
• General Welfare Clause
• Organization of Local Peace and Order Councils

• Executive Order No. 773 s. 2009

• Further Reorganization of the Peace and Order Council
Legal Basis
• DILG MC 2011-24
• Duties and Functions of the City/Municipal Peace and Order
Councils and Barangay Peace and Order Committees
Legal Basis
• DILG MC 2015-128
• Guidelines on the
Formulation of Peace
and Order and Public
Safety Plan
DILG MC 2015-128
• Prescribed Content of the POPS Plan
DILG MC 2015-128
• Set the formulation period of the 3-year POPS Plan starting
from January 2017 to December 2019

• The 3-year POPS Plan is to be formulated within 100 days

every after the assumption of office of the newly-elected
LCE.
DILG MC 2015-128
• Set the formulation period of the 3-year POPS Plan starting
from January 2017 to December 2019

• The 3-year POPS Plan is to be formulated within 100 days

every after the assumption of office of the newly-elected
LCE.
DILG MC 2022-118
• Set the formulation period of the 3-year POPS Plan starting
from January 2023 to December 2025

• The 3-year POPS Plan is to be formulated and approved

within 200 days every after the assumption of office of the
newly-elected LCE.
Introduction:
Defining POPS
Defining POPS: POPS Plan

• A 3-year term based plan formulated by the local Peace and

Order Council

• Consists of programs and activities on peace and order

and public safety (DILG Memorandum Circular 2015-128), as
well as those that ‘strengthen local government capability aimed
towards the effective delivery of basic services’ (DILG Memorandum
Circular 2015-003)

• Incorporated in the Comprehensive Development Plan (CDP) of

the Local Government Unit
Defining POPS: POPS Plan

• The Peace and Order and Public Safety (POPS) Plan is to be

formulated and approved by the Peace and Order Council to
improve life in the communities by ensuring social protection and
safety in the locality.

• As a requirement for consideration and review of the Department of

Interior and Local Government (DILG) and endorsement to the
Department of Budget and Management (DBM), the Plan will be the
basis of approval for budget allocation for the confidential
fund. It shall similarly replace the Integrated Area Community Public
Safety Plan (IACPSP).
Budget (MOOE) for Peace and Order programs
used for computation of Confidential Fund
Source: Joint Circular No. 2015-
01, COA, DBM, DILG, DND,
GOCCs
Peace and Order
Focus Area: Crime and Disorder

• Violations of the law and

situations that disrupt harmonious
living within a community.
Peace and Order
Focus Area: Conflict

• “a situation where two or more parties are in disagreement over

the control and possession of a resource. (Resource can be
tangible in nature, i.e. things that can be physically accounted;
or intangible, like prestige, honor, influence, power etc.).
Peace and Order
Focus Area: Conflict

• Conflict is manifested when one party feels deprived, offended, or

oppressed by another. It may be between warring families ,
communities, organizations, individuals; it can be between people
and the state (or agencies/representatives of the state); it can also
be between the state and non-state groups.
Peace and Order
Focus Area: Conflict
• In conflicts with the state, the
source of disagreement may be
over policies, programs,
activities, or conversely when
the state determines that
private groups or individuals
are oppressing a segment of
the population or entire
communities.” (DILG-OPAPP-
DSWD-PCW-NCIP JMC No. 1)
Defining POPS: Public Safety Programs

Prevention and education activities that protect the

community from dangers affecting their general welfare and
safety such as accidents, disaster, and crime.
Public Safety
Focus Area: Emergency/Crisis Management and Fire Safety

• the organization and management of resources and responsibilities for addressing all
aspects of emergencies, which are unforeseen or sudden occurrence, especially danger,
demanding immediate action. (Republic Act No. 10121: Philippine Disaster Risk
Reduction and Management Act of 2010)
• Crisis/Emergency – a threatening condition that requires urgent action or response
Public Safety
Focus Area: Road and Vehicle Safety

• Situations related to traffic and road conditions which pose risk

to motorists, passengers and pedestrians
STEPS
in the Formulation of
POPS PLAN (2020-2022)
1. Convene POC

• The POC must be convened at the start of the first 200 days of
the newly-elected LCE to initiate the planning process. During
the meeting, the overall methodology of POPS Planning must
be discussed. This will also be the time to identify the
members of the POPS Plan TWG which shall be responsible for
the drafting of the POPS Plan. POPS Planning must begin in
conjunction with the preparation for the CDP to ensure
inclusion in the Local Development Investment Program
(LDIP).
 2. Establish POC TWG

• The POC Secretariat, shall, during the first meeting, orient the POPS Plan
TWG regarding their duties and responsibilities, and identify the output
and tasking. The POPS Plan TWG members shall provide and agree on the
tasking relative to the data gathering process and profiling of POPS. The
following documents must be prepared prior to the drafting of POPS Plan:
 2. Establish POC TWG
• LGU Profile;
• LGU Mission, Vision, and Goals;
• Comprehensive Development Plan;
• Barangay Development Plan;
• BPOPS Plan Summary;
• Crime Statistics from the Philippine National Police (PNP);
• Local Anti-Crime Action Plan, if available;
• Statistics on Insurgency and Terrorism Threats Data from the Armed Forces of
the Philippines (AFP), if applicable;
• Data and Statistics on Children in Conflict with the Law (CICL); and
• Other accurate facts and figures relative to peace and order and public safety
situation of the LGU
 Suggested list of members of the TWG
• a. TWG Chair: Provincial/City/Municipal Planning Officer;
• b. Members :
• Province/City/Municipality Budget Officer;
• League of City/Municipality Federation Presidents (for Provinces);
• Liga ng mga Barangay President (for City/Municipality);
• Highest Ranking Regional/Provincial/City/Municipal PNP Officer ;
• Highest Ranking Regional/Provincial/City/Municipal AFP Officer;
• Indigenous Peoples’ Mandatory Representative, wherever applicable;

• Highest Ranking Regional/Provincial/City/Municipal DILG Officer;

• Provincial/City/Municipal Social Welfare and Development Officer;
• Provincial/City/Municipal Environment and Natural Resources Officer;
• Provincial/City/Municipal Public Works and Highways Officer;
• Province/City/Municipal Health Officer;
• Province/City/Municipal DRRMO Representative;
• CSO Representative; and
Step 3: Draft the POPS Plan

• Using the gathered data from reliable sources, the POPS Plan TWG
shall draft the POPS Plan using the POPS Plan Workbook (Annex A)
provided by this omnibus guidelines. The members may choose to
conduct a multi-sectoral workshop with the council to further equip
each member the necessary skills and knowledge for drafting the
plan. The following are the required and sequential content outline of
the POPS Plan:
 Step 3: Draft the POPS Plan

(A) Review of Local Strategic Direction

• This chapter contains required sections such as the LGU Socio-Economic
Profile, Local Strategic Directions, and the Vision-Mission- Goal Descriptors.
The CDP shall serve as the reference document for the completion of this
chapter.
(B) Peace and Order and Public Safety Situation
• This chapter contains both tabular and narrative formats. It enumerates the
different POPS Plan focus areas and its corresponding input indicators. For
peace and order, the focus areas are: (1) Crime and Disorder; and (2) Conflict.
In addition, there should be a mandatory sub-focus area on Illegal Drugs
under Crime and Disorder per Republic Act No. 9165, or the Comprehensive
Dangerous Drugs Act of 2002. For Public Safety, the focus areas are: (1) Road
and Vehicle Safety; and (2) Emergency/Crisis Management and Fire Safety.
 Step 3: Draft the POPS Plan

(C) Priority Peace and Order and Public Safety Challenges

• This chapter evaluates the data enumerated in Chapter B. Based on those
data, the POPS Plan TWG shall identify the LGU POPS issues and challenges.

(D) Objectives, Strategies, Targets, Indicators, and Baseline Data

• This chapter identifies the specific objectives to address the issues and
challengers in Chapter C. This chapter also elaborates the necessary
approaches such as identifying strategies, targets, indicators and baseline
data. A Strategy Formulation Matrix by POPS Issue is provided to complete
this chapter.
 Step 3: Draft the POPS Plan

(E) Critical Policies, Programs, Projects, Services, and Activities

• This chapter identifies imperative actions after formulating the strategies such as
critical policies, programs, projects, services, and activities (PPPSAs) for POPS
issues. Certain PPPSAs shall be placed per indicated strategies.

(F) Funding Requirements

• This chapter applies the Annual Investment Program (AIP) as a required template
for writing the funding proposal for submission to the Sanggunian for the
indicative annual expenditure of the local government. It includes the detailed
annual allocation for each PPPSAs and in the regular operational budget items
broken down into Personnel Services (PS), Maintenance and Other Operating
Expenses (MOOE), and Capital Outlay (CO). An Annual Investment Program or
Plan and a narrative of Regulatory Measures are needed to complete this chapter.
 Step 3: Draft the POPS Plan

(G) Actual Allocation

• This chapter indicates Target Amount and Allocated Amount corresponding to
each PPPSAs identified. The total amount appropriated for POPS Plan each
year, General Appropriations Ordinance Number, Date Approved, and the
General Appropriation Amount shall be placed thereto, as well as a scanned
copy of the said document, to complete the chapter.

(H) Reporting Form 1

• This chapter shall include the 1st semester and 2nd semester physical and
financial accomplishment report of the POPS Plan These reports shall be
submitted based on the schedule provided in 7.1.4.
 Step 3: Draft the POPS Plan

(I) Reporting Form 2

• This chapter is also an accomplishment report. It measures the effectiveness of the
POPS Plan through the achievement of the identified objectives to address the issues
and challenges indicated in Chapter D.

(J) POC Secretariat Report

• This chapter contains the narrative or tabular format of the PPPSAs assisted or
accomplished by the POC Secretariat for every semester.

(K) POPS Plan Summary

• This chapter encapsulates all the chapters of POPS Plan in a matrix format, covering the
prioritized issues and challenges in Chapter C, formulated strategies in Chapter D,
identified PPPSAs in Chapter E, and the calculated funding requirements in Chapter F.
Step 4: Draft the POPS Plan

• Supervise convening of the POC TWG in the drafting of the POPS

Plan, possibly through a multi-sectoral workshop led by the POC
TWG. The TWG will do the following:
1. Ensure that the data are readily available 
2. Conduct situation analysis, problem identification and review of
local strategic directions based on the data gathered. This will be
presented to the POC for determination of Priority POPS Issues,
and will serve as inputs to the first three Chapters of the POPS
Plan. It is highly recommended that the POC TWG involve the
POC in the determination of Priority POPS Issues.
3. Draft the POPS Plan. The POPS Workbook and Guidebook are
available to guide the drafting of the POPS Plan.
4. Invite other stakeholders as needed to complete the POPS Plan.
Step 5: Review and approval the POPS Plan

• Push for the POC to convene for the review and approval
of the POPS Plan including funding recommendation.
Step 6: Obtain funding for POPS Plan

• Assist the POC TWG in obtaining corresponding budget

approval for the POPS Plan. Direct the TWG to breakdown
financial requirements as required for the Local
Development Investment Program (LDIP) and as basis for
the computation of Confidential Funds. Annual
implementation plans must be submitted to the Local
Finance Committee for inclusion in the Annual
Investment Program (AIP) and the Annual Budget
subsequent approval by the Sanggunian.
Step 7: Implement POPS Plan

• Once funding for the POPS Plan is approved in the Annual Budget,
implement the Policies, Programs, Projects, Services and Activities
(P/P/P/S/As), regularly communicating results to the public to
promote peace and order and public safety.
Step 8: Undertake communication activities

• Ensure that the contents of the POPS Plan, particularly the

P/P/P/S/As are communicated to stakeholders for rounding up
support, mobilization, and facilitating implementation. In addition,
make sure that achievements of the implementation of planned
activities are also communicated.
Step 9: Monitor POPS Plan

• Monitor implementation of the POPS Plan using the completed

Reporting Forms 1 and 2. Based on findings from monitoring,
recommend revisions in the plan as needed for more effective
implementation.
Step 10: Submit Accomplishment Reports

• Submit semestral POC progress reports using Reporting Form 1 and

annual performance accomplishment using Reporting Form 2.
POPS Plan Outline
 Outline of POPS Plan

A. Review of Local Strategic Directions (Vision, Mission and Goals)

B. Peace and Order and Public Safety Situation
C. Priority Peace and Order and Public Safety Challenges
D. Objectives, Strategies, Targets, and Indicators
E. Policies, Programs, Projects, Services and Activities
F. Funding Requirements
G. Implementation Arrangements and Annual Implementation Plan
H. POPS Plan Monitoring and Evaluation
I. Communicating the POPS Plan (and Results of POPS Plan)
J. Summary of POPS Plan
K. Annexes
POPS Plan at a glance
Funding Requirements
Polici
es, Source Year 1 Year 2 Year 3 Total
Progr
ams, Office
Peace and
Projec Expe (r)
Order and
ts, Prima
Public Indicato Baseline Target Strategie cted
Objective Servic rily
Safety r Data by ____ s es Outp
Resp
Challenge/ and / uts
onsib
Issue or
le
Activit
ies

                       

  

Source: Peace and Order and Public Safety Plan Matrix (MC 2015-128, Annex 2)
 Chapter A
Review of Local Strategic Directions
(Vision, Mission and Goals)
Chapter A: Review of Local Strategic Directions
(Vision, Mission and Goals)

Reference/Source Documents:
• Comprehensive Development Plan

Required Sections/Tools:
• LGU Socio-Economic Profile
• Local Strategic Directions; and
• Vision-Mission-Goal Descriptors
V-M-G
▶ Vision – describes an ideal situation aspired by the local government for the future. It
should be inspiring and challenging, enduring, and easy to understand.
▶ For example: “We envision the Municipality of Cordova to be peaceful, progressive
and ecologically-balanced, whose inhabitants are God-fearing, empowered, self-reliant,
living in an atmosphere of social justice, healthy lifestyle and lead through a transparent
and participatory governance by 2019.”
▶  Mission – describes the local government’s purpose, its priorities. It can describe the
basic needs or particular functions that the local government is mandated to perform,
reflect the expectations or requirements of its stakeholders, or its overall purpose.
▶ For example: To guarantee delivery of basic services for our residents within a safe,
livable, and sustainable environment.
▶  Goal – describes long-term performance targets that are in line with the local
government’s mission and vision. It describes the local government’s desired state for
undertaking a set of planned actions. It is results-oriented and operationalizes the mission.
▶ For example: To reduce crime rate
DESCRIPTORS

▶ Vision descriptors – key words that reflect the feature or image of a

vision, distinguishing it from another vision.
▶ For example: “peaceful” (extracted from the sample Vision above)
CATEGORIES OF DESCRIPTORS

▶ Directly Related to POPS- these are descriptors which

pertain directly to peace and order and public safety (e.g. safe,
secure, orderly, peaceful, etc.)
▶ Require Support from POPS- these descriptors, although
not directly relevant to peace and order and public safety, may
be affected by POPS (e.g. progressive, social justice, economic
growth, resilient, competitive, sustainable environment, etc.)
▶ Promote Active Participation of Citizens in the
Promotion of Peace and Development- these descriptors
refer to the participation of the citizenry in implementing POPS
(e.g. empowered citizenry, increased awareness of constituents,
public participation, etc.)
SAMPLE VISION AND MISSION
Vision
By 2025, Orani is a dynamic center of development with flourishing
tourism industry, accessible social services and accountable
governance.

Mission
To promote economic development by establishing continuous
livelihood, provide high quality education, accessible health care
services, develop a sustainable development, construct disaster
resilient infrastructure interconnecting the 6Fs of tourism and to
demonstrate accountable governance.
WORKSHOP 1
Guide Questions for Workshop A

• What are the descriptor or adjectives (words/phrases) that describe

the desired state for the locality? Be as concrete as possible in
describing the desired state. Discuss which indictors in the V-G
statement:

• 1) Are directly relevant to public order and safety?

• 2) Will require support from public order and public safety?
• 3) Promote active participation of citizens in the promotion of
peace and development?
Vision
By 2025, Orani is a dynamic center of development with flourishing
tourism industry, accessible social services and accountable
governance.

Mission
To promote economic development by establishing continuous
livelihood, provide high quality education, accessible health care
services, develop a sustainable development, construct disaster
resilient infrastructure interconnecting the 6Fs of tourism and to
demonstrate accountable governance.
Table A: POPS Success Indicators within
the Local Vision
“By 2025, Orani is a dynamic center of development with
flourishing tourism industry, accessible social services and
accountable governance.”
VISION DESCRIPTOR INDICATOR/S
A. Directly Related to POPS

B. Require Support from POPS

C. Promote Active Participation of citizens in the

promotion of peace and development
Table A: POPS Success Indicators within
the Local Vision
“We envision the Municipality of Cordova to be peaceful, progressive and ecologically-
balanced, whose inhabitants are god-fearing, empowered, self-reliant, living in an
atmosphere of social justice, healthy lifestyle and lead through a transparent and
participatory governance by 2017.”
VISION DESCRIPTOR INDICATOR/S
A. Directly Related to POPS  
1. Peaceful • Reduction in Crime Index
• Increase in Crime Solution Efficiency

B. Require Support from POPS  

2. Progressive •  Increase in Business Establishments
• Increase in locally sourced revenues
3. Social justice •  Increase in cases resolved by the Lupong
Tagapamayapa
• Decrease in households with members victimized
by crime
Table A: POPS Success Indicators within the
Local V-G
VISION DESCRIPTOR INDICATOR/S
C. Promote Active Participation of citizens  
in the promotion of peace and development

4. Transparent and participatory • Participation of CSO representative in the local POC

government • Use of CSOP model in local planning processes
• Posting of POPS Fund Utilization in conspicuous
places and in the website
 Chapter B
Peace and Order and Public Safety
Situation
Chapter B: Peace and Order and Public Safety
Situation
Reference/Source Documents:
1. Comprehensive Development Plan
2. Barangay Development Plans
3. Crime Statistics from the PNP
4. Local Anti-Crime Action Plan
5. Statistics on Insurgency and Terrorism threats
from the AFP, if Data and Statistics on Children
in Conflict with the Law
6. Other data and statistics on peace and order and
public safety
Table B: Peace and Order and Public Safety
Situation
WORKSHOP 2
Table B: Peace and Order and Public Safety
Situation
Actual Data/Information
Focus Area
Indicator Barangay Cases/
(Sector/Service Area) Municipal/
(if Qualitativ
City
available) e Data
 Chapter C
Priority Peace and Order and Public
Safety Challenges
Table C: PRIORITIZATION OF POPS ISSUES
(Issues/Problems can be based on the Problem/Conflict Tree Analysis)
Issues/ Manifestation Sources/ Who are most Consequence Objectives in Ranking
Problems s Causes affected s if not addressing
addressed the issue
80% of Children Limited Victims Perpet High Crime To reduce  1
barangays used for awareness of rators Rate; illegal drug
pushers and
drug selling consequence Street Gang
peddlers
affected drugs; s of drugs; childre membe Breakdown
tenements; High n rs; of families To reduce
unemployme street illegal drug
nt rate childre dependency
n;
[profile
of
pushers
]
Table C: PRIORITIZATION OF POPS ISSUES
Issues/ Manifestations Sources/ Who are most Consequenc Objectives Ranking
Problems Causes affected es if not in
addressed addressing
the issue

Prevalen 23 cases of High Victims Perpetr Fearful To 2

ators
ce of robbery unemploy citizens decreas
Mall Gang
Robbery/ and 56 ment   e the
goere memb
Theft cases in rate Decreas number
s ers
Q4Y2015;   ed of
night time; Insufficie number robbery
malls; nt police of /theft
Rizal street visibility investor cases
  s by 60%
  by 2019
 
The CORE PROBLEM
(Ideally, statistics and data are used in identifying the Core Problem,
Causes and Effects.)

• The ‘heart of the matter’ or the reason why a program is

needed.
• The behavioural manifestation of a POPS problem/ conflict
brought about by a confluence of causes.
• In very complex conflict situation, there may be more than
one Core Problem, in which case, the analysis will require
the same number of conflict tree analyses.
• Operationally, the local peace agenda should address the
core problem(s).
Causes and Effects
(Ideally, statistics and data are used in identifying the Core Problem, Causes and
Effects.)

• Ideally, causes and effects must be articulated using

ideas that could be quantified

• Ex. Instead of poverty, use levels of poverty index or income

levels
• Ex. Instead of poor justice system, use number of cases files or
number of resolved/unresolved cases.
Causes and Effects

• Causes and effects are stated as concrete problems that

need concrete solutions.
• The statements should enable planners to easily think of
appropriate responses or solution.
• Ex. ‘Discrimination against minority group’ can be broken
down so that planners could easily find appropriate responses.
• We can use ‘significant number of crimes committed against
minority groups’.
• -> For this cause (or effect), planners could easily come up with
solutions such as high visibility of security forces in areas
where minority groups are present.
How to Prioritize Issues

• Rank an issue on the basis of: (a) Intensity of

impact/consequence, and (b) Likelihood of occurrence.
• 1. Determine the Intensity of Impact/Consequence (“I” or
column 1 of Table C.1)
• 1 - Very Low Impact (a minor inconvenience)
• 2 – Low Impact (small disruptions)
• 3 - Medium Impact (suspension of operations, minor injury)
• 4 – High Impact (serious to very serious injury or loss of lives,
serious to very serious loss of significant assets or damage)
How to Prioritize Issues

• 2. Determine the Likelihood of Occurrence (“L” column 1 of

Table tool 1)
• 1- Very Low Likelihood of Occurrence
• 2 - Low Likelihood of Occurrence
• 3 – Medium Likelihood of Occurrence
• 4 – High Likelihood of Occurrence
• 3. Determine Rating (“Rt” column 1 of Table C.1)
⮚ Compute for seriousness of the issue: Intensity of Impact/Consequence X
Likelihood of Occurrence
• 4. Determine Rank of POPS Issue (“Rn” column 1 of Table C.1)
⮚ The higher the rating, the more serious the issue. Confirm with the group the
ranking of issues based on the rating.
Table C.1: Prioritizing Issues
Example:
Ranking Issues Where/ How Sources/Causes
(Manifestations of Manifested
I L Rt Rn
Threats, Instability,
Vulnerability)

4 3 12 1 80% of barangays drug Children used for selling Lack of Education; Lack
affected drugs; tenements of Job Opportunities

3 3 9 2 Prevalence of Robbery/ 23 cases of robbery and Unemployment

Theft 56 cases in Q4Y2015;  
night time; malls; Rizal
Insufficient police
street
visibility

2 2 4 3 Domestic violence 3% of total Adult Men taking liquor

women reported in late at night
local police desks
as battered wives
WORKSHOP 3
Guide Questions for Problem Tree Analysis

1. What are the core problems and lines of conflict related to Peace and
Order and Public Safety that may hinder the LGU’s progress
economically, politically, socially, culturally?
2. What are the root causes of such problems? It is possible that the
issues and interests of some vulnerable groups are not always given
due attention in development programming, which might cause of
the feeling of deprivation of these groups that lead to (violent)
conflict.
3. Which scenarios for future or effects (6 months – 5 years) are
conceivable? What comprises the greatest potentials for escalation of
conflicts or problems if such are not addressed now?
Table C: PRIORITIZATION OF POPS ISSUES
Issues/ Manifestations Sources/ Who are most Consequenc Objectives
Problems Causes affected es if not in
addressed addressing
the issue

Increase Victims Perpetra

tors
in crime
volume
 Chapter D
Objectives, Strategies, Targets
and Indicators
Objectives

▶ A state you would like to achieve

Strategies

▶ the plan of action for the approach taken in meeting the objective.
Inputs

▶ Inputs are resources such as people, transport, budget, materials needed

to carryout activities and produce desired outputs.
Outputs

▶ Expected results (completed tasks or project deliverables) from the

project

▶ What will be the measurable end products of the planned activities?

Outcome

▶ An end result of an objective

Result Areas

Goal • Societal impact

Objectives • Sectoral outcomes

Strategy • Activity outputs

Indicators

▶ Indicators are standards against which change can be

measured/ performance determined. They specify realistic
targets for measuring or judging the achievement of each
objective (or activity). They are objective measures that lead
any observer to the same conclusion. They provide the basis
for review, monitoring and evaluation, results of which are
used to better manage implementation and plan for subsequent
activities. The process of setting indicators contributes to
transparency, consensus and ownership of the overall
objectives and plan.
Characteristics of indicators developed/
Objectives (SMART)

▶ S - specific
▶ M - measurable
▶ A - achievable
▶ R - realistic
▶ T - timely / time
bound
Characteristics of indicators adopted
(SPICED)
▶ Subjective: key informants (beneficiaries/stakeholders) have
a special position or experience that gives them unique insights
which may yield high return time-wise. What may be seen by
some as 'anecdotal evidence' becomes critical data because of
the source's value
▶ Participatory: indicators should be developed together with
those best placed to assess them, ie. with the project's ultimate
beneficiaries, local staff and other stakeholders

Source: Roche, C. 1999. Impact Assessment for Development Agencies:

Learning to Value Change. Oxfam GB.
Characteristics of indicators

▶ Interpreted and communicable: locally defined indicators may not mean much

to others, which means they need to be explained or interpreted to different
stakeholders
▶ Cross-checked and compared: the validity of indicators needs to be cross-
checked by comparing different indicators and progress, and by using different
stakeholders and methods to ensure validity
▶ Empowering: the process of developing and assessing indicators should be
empowering in itself and should allow stakeholders to reflect critically on their
changing situation
▶ Diverse and disaggregated: there should be a deliberate effort to seek out
different indicators from a range of groups and across gender. The data needs
to be recorded in a way that these differences can be assessed over time.
Table H: Indicators Profile

Objective Indicator Definition Source Frequency Data

of Data In-Charge
Collection
           
Reduce Percentage Drawn from PDEA Annual Michelle
illegal drug of PDEA’s list Tan, PDEA
pushers barangays of ‘cleared
and ‘cleared of barangays’
peddlers drugs’
   
           
Target

➢ a measurement for successful achievement of your

objective within three years
Responsible Center/Person / Champion

▶ the name of the person and the agency who can take the
lead in developing and implementing strategies for the
said objective and ensuring the implementation of related
activities (policy change, program, project, activities, and
service enhancements)
Table D: Strategy Formulation Matrix by POPS Issue

Priority POPS Issue: 80% of barangays drug affected

Objective Indicator Target (by end Strategies Champion
of 2019)
Reduce illegal Percentage of 90% of Engage [Name],
drug pushers barangays barangays community in the Chief of
and peddlers ‘cleared of ‘cleared of conducting anti- Police
drugs’ drugs’ illegal drug
operations
Percentage of 90% of peddlers
peddlers and and pusher Strengthen
pushers removed from functionalities of [Name],
removed from ‘watch list’ ADACs MLGOO
the ‘watch list’
of PNP Strengthen
accountability of [Name],
law enforcers PLEB Chair
WORKSHOP 4
Table D: Strategy Formulation Matrix by POPS Issue

Priority POPS Issue: Increase in Crime Volume

Objective Indicator Target Strategies Champion
 Chapter E
Critical Policies, Programs, Projects,
Services and Activities
Table E: Definition of terms

▶ Policies - a principle of action that is needed to be adopted

▶ Services - regular functions of a given office to be

performed by the regular staff of that office using existing
facilities and budget (DILG Memorandum Circular: Guide to
Comprehensive Development Plan Preparation for Local
Government Unit); a system of implementing tasks to
provide a public need
Table E: Definition of terms (cont’d.)

▶ Programs - Several related projects implemented for a

purpose

▶ Projects - Any series of related activities that is intended to

solve a problem or achieve an objective, and has a beginning
and an end

▶ Activities - Set of actions needed to obtain outputs. What will

be done to achieve each output?
Table E: Critical PPSA’s
Strategy PPSAs Lead/ Main Schedule of Expected
Implementing Implementation Output
Group
Starting Completion
Date Date
Engage
community in
conducting
anti-illegal
drug
operations
Table E: Critical PPSA’s
Strategy PPSAs Lead/ Main Schedule of Expected
Implementing Implementation Output
Group
Starting Completion
Date Date
Engage 1.Capacitate the Local Police, Jan 2017 Jun 2017 All monitoring
community in ADAC and volunteers CADAC/BADACvolu network
conducting as a ‘monitoring nteer group members
anti-illegal network’ trained
drug 2. Regularly meet 24 monthly
operations with ADAC as a Local Police, meetings
monitoring network CADAC/BADAC, Jul 2017 Dec 2019
volunteer group
3. Patrol to obtain
info from ‘volunteer Summary
monitors’ Local police reports from
Jul 2017 Dec 2019 Chief of Police
 Table E: Critical Policies, Programs, Projects, services and
Activities
Strategy PPSAs Lead/ Main Impelmenting Schedule of Implementation Expected
Group Output

Starting Completion
Date Date
Strengthen
functionalitie
s of ADACs
 Table E: Critical Policies, Programs, Projects, services and
Activities
Strategy PPSAs Lead/ Main Impelmenting Schedule of Implementation Expected
Group Output

Starting Completion
Date Date
Strengthen 1. Profile DILG MLGOO; barangay Jan 2017 March 2017 ADACs
functionalitie ADACs officials Profile with
s of ADACs needs
LCE; City Planning Officer assessment

2. Allocate ADAC September December Amount

‘substantial 2016 2016 included in
amount’ LDIP

3. Establish April 2017 October 2017 Monitoring

monitoring guidelines
mechanism and
with rewards templates
 Strategy PPSAs Lead/ Main Schedule of Implementation Expected
Impelmenti Output
ng Group

Starting Completion
Date Date
Strengthen
accountability
of law
enforcers
 Strategy PPSAs Lead/ Main Schedule of Implementation Expected
Impelmenti Output
ng Group

Starting Completion
Date Date
Strengthen 1.Regularly POC January December 36 monthly
accountability convene the 2017 2019 meetings
of law PLEB
enforcers All
2.Capacitate POC; Legal January June 2017 members
the PLEB Officer 2017 of PLEB
trained

Point
3.Develop PLEB Chair June 2017 December persons
monitoring 2017 designated;
and database
reporting produced
mechanism
 Chapter F
Funding Requirements
Funding POPS

▶ Local Development Investment Program

▶ Principal instrument for implementing the CDP.
▶ It is a document that translates the CDP into programs and
projects within a 3-year timeframe and selects those that will
be picked up by the LGU for funding in the annual general fund
budget and through special fund generation schemes.
▶ Basis for the budget document in DBM’s Budget Operations
Manual
▶ Annual Investment Plan/Program – annual component of LDIP
Legislative Requirements

▶ Legislative Requirements – priority legislations that need to be

enacted or current legislation that need to be amended by the
Sanggunian to support implementation of program or project

▶ Executive and Legislative Agenda – planning document, covering a

3-year period corresponding to the term of local elective officials
that is mutually developed and agreed upon by both the executive
and legislative departments of an LGU.

Source: DILG Concise Illustrative Guide for the Preparation, Review,

Monitoring, and Updating of the CDP and LDIP.
Total (A+B)
Table F: Funding Requirements
PPSA Impleme Schedule of Expected Possible Amount
s nting Implementat Outputs Funding Funding
Office ion Requirements Source

Start Comp P M C Tota

Date letion
Date S O O l
OE
Peace and Order
Sub-Total (A)
Indicative Confidential Fund (optional, 30% of MOOE)

Public Safety

Sub-Total (B)
 Chapter G
Implementation Arrangements and
Annual Implementation Plan
Collaboration Mix

• POPS promotes participation of stakeholders/community.

• Participation of stakeholders/community fosters commitment to
the Plan by developing a sense of ‘ownership.’
• For leveraging resources and effective implementation, work with
stakeholders in delivering desired results through collaboration
in interrelated activities.
• The collaboration plan may include what stage in the decision-
making process various stakeholders will be involved.
Instructions

• Describe the LPOC Structure, composition and the functions of

each member.
• Identify other mechanisms and structures/organizations which
the LPOC members need to collaborate with, and the activities
they will do together. Refer to Table E.
• Enter the particular PPSA in the appropriate cells in Table G.1.
Sample Mechanisms/Organizations that
Collaborate
Describe the following:
1. LPOC Structure, Composition and Functions
• POC Composition
• POC TWG Composition and Functions
• Others
2. Relationships with Other Mechanisms
• BPOCs, PPOC, RPOC
• DRRMC
• LCPC
• BADAC, MADAC
• Others
Table G.1: Implementation Arrangements
Collaboration Matrix: Engage community in conducting anti-illegal drug operations

Organization/ LGU PNP B/ADAC

Responsibility

LGU Allocate Conduct IEC Revive ADAC;

funds campaign support
meetings
PNP Provide intel Conduct Capacitate
community ADAC
dialogue

B/ADAC Develop Refer Recruit

prevention suspected volunteer
programs drug users monitors
 Chapter H
POPS Plan Monitoring and Evaluation
and Reporting
Reporting Forms

▶ Reporting Form 1 – progress reporting, semi-annual

▶ Reporting Form 2 – performance reporting, annual

 Reporting form 1 – SEMI-ANNUAL
PPSA Date of Actual Financial Level of Remar
s Implementa Conducted/Accomplished to Accomplishments Implementation ks
tion Date
Target Actua Target Actual Actual Budget Amount Actual
l Conducted/ Conduct released amount
Accomplish ed/Acco during released
ed during mplishe reportin to date
reporting d date g period
period

Peace
and
Order
Public
Safety
Reporting form 2 - ANNUAL

Objective Indicator Baseline Target Actual

(Year)

      Year 1 Year 2 Year 3 Year 1 Year 2 Year 3

     

     

     
 Chapter I
Communicating Results
WHO ARE STAKEHOLDERS?
▶ Any person, group, or organization that can place a claim on the organization’s
resources, attention, or output, or is affected by its output (Bryson 1995: 27)
▶ All parties who will be affected by or will affect strategy (Nutt and Backoff 1992:
439)
▶ People or small groups with the power to respond to, negotiate with, and change
the strategic future of the organization (Eden and Ackerman 1998: 117)
▶ Those individuals or groups who depend on the organization to fulfill their own
goals and on whom, in turn, the organization depends (Johnson and Scholes
2002: 206)
Stakeholder analysis- a means for identifying who the organization’s are,
how they evaluate the organization, how they influence the organization,
what the organization needs from them, and how important they are
(Bryson)
BASIC STAKEHOLDER ANALYSIS: POWER VS. INTEREST GRID
Ex of PPSA: ____________________________________

What is their Interest Power

Stakeholder
interest? (High, Low) (High, Low)
S1

S2

S3

SN

Questions to ask:
❑ Who are affected (in terms of benefit or harm) by the project or issue at hand?
❑ Who have the power to influence (help or hinder)?
❑ Who have knowledge and information about the issue?
❑ Who could oppose?
BASIC STAKEHOLDER ANALYSIS: POWER VS. INTEREST GRID
Ex of PPSA: Project “DOUBLE BARREL”

What is their Interest Power

Stakeholder
interest? (High, Low) (High, Low)
S1 PNP, Drug users list/
High High
CADAC, BADAC Documentation
Maintain Good
S2 LCE Low High
Image of LGU

S3 DOH Health counseling High Low

SN Business
Maintain business Low Low
groups

Questions to ask:
❑ Who are affected (in terms of benefit or harm) by the project or issue at hand?
❑ Who have the power to influence (help or hinder)?
❑ Who have knowledge and information about the issue?
❑ Who could oppose?
Stakeholder Analysis
Subjects Leaders/Players
✔ Make use of interest through ✔ Focus efforts on this group
involvement in low risk areas ✔ Involve in
✔ Keep informed and consult governance/decision making
Level of Interest on interest areas   bodies
✔ Potential supporter/goodwill ✔ Engage and consult regularly
ambassador  
Stakeholder

 
    Analysis

 
Crowds Context Setters
✔ Inform via general  
✔ Engage and consult on
communications interest areas
✔ Aim to increase interest ✔ Aim to increase interest
 
 
Level of Power
Table I: Communication Plan

POPS Issue: _________________

Ref. No. Communica Audience Key Communicati Focal Timeline Budget

PPSAs tion Message on Channel Point
Objective

   
Communication Objectives

• 1. Column 1 - What specific communication objectives

would you have to address the particular POPS Issue
you have identified.
• Communication objectives can either be any one or all of
objectives addressing the following dimensions: knowledge or
awareness; attitudes or behavior; and skills or practices. For
example, to “increase awareness in the health-related problem
drugs”; or “to persuade the youth to attend drug prevention
programs at least once a month”; or “to hold volunteer
community referral sessions”, etc.
Communication Audience

• 2. Column 2 - The audience may refer to any of your identified

audiences/stakeholders in Tool I.2.
• For each communication objective, you may have one or more
audiences.
• To which audience would you address your communication
objectives? Who do you think would be your allies or advocates /
supporters? Who would need more information, increase in
awareness and knowledge? Who needs upgrading in conflict
analysis or peace building efforts in general?
Key Message(s)

• 3. Column 3 - The key messages are your bottom lines for

each POPS Issue. Craft not more than 5 main short messages
for each POPS Issue.
• What does the POPS issue mean for each audience? What is its
significance to a group or specific individuals? What do you
want the audience to know, or how would you package
information in order to persuade them to take action with you
about the POPS issue?
Communication Channel

4. Column 4 - The communication channel is any specific

communication medium (e.g. print, video, radio, TV, social
media, personal, text blast, other electronic, or other specific
information, education, or communication (IEC) activities, etc.)
that you think may be the more appropriate medium to channel
your messages.
How can the key messages about the POPS issue be better
relayed or communicated to a specific audience / stakeholder?
Focal Point

• 5. Column 5 - The focal point is any person or group

responsible for overseeing the design, production, and
distribution of communication materials to deliver the message
in support of the intervention addressing the POPS issue or
problem.
Timeline

• 6. The time line indicates by when the communication

materials will be delivered and to whom.

Budget
• Have a budget for each communication channel /
activity.
 Table I: Communication Plan
POPS Issue: 80% of barangays drug affected
Objective of PPSA to address POPS Issue: To reduce illegal drug pushers & peddlers

Ref. Communication Audience Key Message Media/ Channel Focal Point Timeline
PPSAs Objective(S)
1.2. [Project 1. To increase the PLEB Find the Posters, POPS Team
“Double public’s awareness on Pusher; Artist Mar 2017-Sep 2017
Barrel”] the Project, “Double Save the User Pamphlets
Barrel”. PTA in public PR Group of
Regular the POC
schools
Counselling
2. To motivate the youth A Healthy Sessions
in committing to stay Homeowners Society: A
away from drugs. Association Healthy
3. To organize a moral Tomorrow
support group to do
counseling needs of
drug users and seek Family
alternative healthier Ministries in
options for the youth. Parish Pastoral
Teams
CHAPTER J
POPS Plan Summary
 Table J. POPS Summary
POPS Obj Indicat Bas Targ Strate PPSAs Expe Office(r  
Challenges/Issues ecti or eline et by gies cted )
Funding Requirements
ve ____ Outp Primaril
_ uts y
Sou Yea Yea Yea Tota
Respo
rce r 1 r 2 r 3 l
nsible

A.PEACE AND ORDER                          

1.Crime and                          
Disorder
                           

A.1.i Illegal                          
Drugs
                           

2.Conflict                          

                           

B.PUBLIC SAFETY                          

                           

1.Road and Vehicle                          

Safety

                           

2.Emergency/Crisis                          
Management and Fire