OBJECTIVES:

I. Give an overview of the COMELEC Strategic Plan 2011-2016

C O M E L E C

II. Present the accomplishments of each Strategic Pillar with Graphical Presentation III. Present the overall accomplishment of COMSTRAT 1116

C O M E L E C

What is COMSTRAT 1116?

It is an acronym for COMELEC Strategic Plan 2011 to 2016.

C O M E L E C

It is a Strategic Plan that will enable the COMELEC to efficiently and effectively perform its mandated functions, adapting to the changing needs of the time. Consists of Ten (10) Pillars Championed and ViceChampioned by the Chairman and the Commissioners.

Each Pillar has a Lead Person.

Each Pillar has a Strategic Goal, Strategic Objectives and Strategic Steps to accomplish.

COMELEC STRATEGIC PLAN 2011-2016

Brief History on COMELECs Strategic Plans:
Period 1. Before 2006 (1992) Strategic Plan

C O M E L E C

Oplan MODEX Modernization

with Excellence Operation MERIT:

2. 2006-2010

Modernization and Electoral Reforms with Integrity and Transparency.

COMSTRAT 1116 COMELEC

3. 2011-2016

Strategic Planning 2011-2016

THE STRATEGIC PLANNING PROCESS

En Banc Approval and Creation of the Technical Working Group Writeshop with the TWG May 9-11, 25-26, 2011

March 15, 2011

C O M E L E C

Ratification Workshop Organizational Surveys and Interviews March 16 April 30, 2011 Consultation Workshops March 17-19, April 15-16, April 18-19, May 2-3, 2011 IMPLEMENTATION July 2011 to present

June 3-4, 2011

En Banc Approval June 27, 2011

COMELEC STRATEGIC PLAN 2011-2016

June 17, 2011 Commission en banc promulgated Resolution No. 9254 also known as COMSTRAT 1116 resolution July 20, 2011 - Commission en banc Minute Resolution No. 11-0749 approved a budget of 3.5 Billion Pesos for the whole project.

C O M E L E C

COMSTRAT 1116 Pillars Proposed Budget for CY 2012 and 2013

Pillar I - Election Administration II - Electoral Dispute Adjudication III - Voter Education Budget indicated in Minute Reso. No. 11-0749 (in Php) 250 Million 40 Million 50 Million 40 Million Total Obligations As of August 28, 2012 (in Php) 8,568,000.00 1,742,510.00 1,725,200.00 1,547,598.50 Balance As of August 28, 2012 (in Php) Proposed Budget for CY 2013 submitted by Lead Person (in Php) 20,629,900.00 7,435,323.05 3,349,445.00 9,086,396.30

241,432,000.00 38,257,490.00 48,274,800.00 38,452,401.50

IV - LegalC Policy and Framework O V - Empowerment of Field Offices and Personnel M VI - Professional Competency E VII - Technological Capacity L VIII - Integrity and Accountability E IX - Linkage with External Stakeholders C
X - COMELEC Main Building and Field Offices TOTAL

100 Million 105 Million 500 Million 40 Million 40 Million

4,208,260.00 3,719,972.89 17,663,059.00 1,368,000.00 1,882,719.82

95,791,740.00 101,280,027.11 482,336,941.00 38,632,000.00 38,117,280.18

33,187,450.00 22,092,168.00 128,440,000.00 8,800,591.00

(to follow)
53,409,620.00 (for field offices only) 286,430,893.35

2.335 Billion 3.5 Billion

1,188,865,295.82 1,231,290,616.03

1,017,597,696.18 2,140,172,375.97

COMELEC STRATEGIC PLAN 2011-2016

October 5, 2011 pursuant to Minute Resolution No 111027 the Commission en banc approved the constitution of the COMSTRAT 1116 Management Office (CMO) and designation of Deputy Executive Director for Administration Helen G. Aguila-Flores as COMSTRAT 1116 Manager.
Functions of the CMO: a. Calls for regular meeting among the lead persons of each strategic pillar to coordinate activities and to keep abreast of the projects/activities being implemented; b. Request relevant departments and pillar lead persons to submit progress reports on the progress of implementation of relevant strategic plan activities; c. Ensures the complete and timely submission of progress reports; d. Consolidates and summarizes reports gathered/received, highlighting progress and problematic areas for the attention of the strategic pillar champion and vice-champion;

C O M E L E C

COMELEC STRATEGIC PLAN 2011-2016

(cont) Functions of the CMO: e. Updates the Commission en banc during its weekly meeting or as needed, about the COMSTRAT 1116 implementation; f. Ensures that COMSTRAT 1116 implementation is well documented; g. Ensures that there is an audit trail of project decisions, issues, risks and changes; h. Coordinates the activities of the lead persons of the different pillars; and, i. Such other functions as may be ordered/given by Commission en banc Functions of the Public Information Management Group (PIMG): a. To communicate COMSTRAT 1116 and its significance to the officials and employees of the COMELEC and its stakeholders b. To closely monitor the news and provide timely answers to issues and concerns on the implementation of COMSTRAT 1116 c. To ensure speedy and timely dissemination of information regarding programs and activities of COMSTRAT 1116 to the COMELEC personnel and stakeholders through emails, letters, press statements or press conferences and seminars d. To established close and strong relations with media networks and other significant interest groups and stakeholders for smooth dissemination of information regarding COMSTRAT 1116.

C O M E L E C

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. 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.

C O M E L E C

Mandate
The COMELEC is the premier guardian of the ballot. Its principal role is to enforce and administer all laws and regulations relative to the conduct of elections, plebiscites, initiatives, referendums and recalls. As protector of the peoples right of suffrage, the COMELEC endeavors to faithfully and evenly discharge its solemn constitutional responsibility of ensuring the sanctity of elections.

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

C O M E L E C

MISSION We, 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.

Independence

Efficiency

Integrity

C O M E L E C

Service orientation

Accountability

GUIDING PRINCIPLES

Rule of law

Transparency

Professionalism

Impartiality

STRATEGIC PILLARS
Pillar 1 Pillar 2 Pillar 3 Election Administration Electoral Dispute Adjudication Voter Education Legal and Policy Framework Empowerment of Field Offices and Personnel Professional competency Technology Capable COMELEC Integrity and Accountability

C O M E L E C

Pillar 4 Pillar 5 Pillar 6 Pillar 7 Pillar 8

Pillar 9
Pillar 10

Linkage with External Stakeholders

COMELEC Main Office Building

C O M E L E C

PILLAR 1: ELECTION ADMINISTRATION

Acting Champion: Comm. Armando C. Velasco Acting Champion: Comm. Elias R. Yusoph Lead Person: Dir. Ferdinand P. De Leon

C O M E L E C

Strategic Goal: To improve the institutional and organizational capacity of the COMELEC for managing and implementing modernized electoral processes.
Strategic Objectives: 1. Develop the project management capacity of the senior staff. 2. Upgrade the IT skills of the central and field office personnel. 3. Streamline systems and structures in the main office.

Strategic Objective 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). WEIGHT 20 % Original Timeline Strategic Weight % Accomplishments on Reso. Steps (%) Accomplished No. 9254 Timeline Jul 2011Aug 2011

Strategic Steps

Outputs

1.1.1 Identify the senior staff performing project management tasks during the preparation for and conduct of elections. 1.1.2 Enter into a MOA with an academic or training institution for the design of a training seminar on project management. 1.1.3 Conduct the training seminar for the Program Management Office and senior staff with project management functions. 1.1.4 Define and delineate the tasks of senior staff performing project management functions during election period. 1.1.5 Preparation and submission to En Banc PMO Organization, functions and budget requirements.

COMPLETED

2%

2%

List of senior staff with project management functions Duly signed MOA with an academic or training institution Training plan and modules; no. of COMELEC personnel trained Scopes of Work for senior staff during election period. Approved PMO and budget requirements

COMPLETED

Jul 2011Aug 2011 Before First Quarter of Aug 2011 2012

3%

3%

COMPLETED

7%

7%

COMPLETED

Sept 2011

3%

3%

COMPLETED Conducted PMO Training (sponsored by IFES) for Division Chiefs and selected NCR personnel dated March 3 and 10, 2012

Sept-Oct 2011

5%

5%

Total

20%

20%

Strategic Objective 1.2 Upgrade the IT skills of the central and field office personnel to support the requirements of AFIS and AES. WEIGHT 40% Original Strategic Timeline on Weight % Accomplishments Steps Reso. No. 9254 (%) Accomplished Timeline 2% 2%

Strategic Steps

Outputs

1.2.1 Identify and prioritize staff whose work require knowledge of IT. 1.2.2 Conduct training needs analysis on IT capability of the staff so identified.

COMPLETED

July 2011

List of staff performing crucial IT works

COMPLETED

July-Aug 2011

8%

8%

TNA

1.2.3 Prepare training modules based on the TNA.

COMPLETED

Aug-Sept 2011

Before First Quarter of 2012

9%

9%

Training modules; no. of personnel trained

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

COMPLETED

Sept 2011

6%

6%

Approved En Banc IT Skills enhancement program

1.2.5 Training Roll out

1. MR# 12-0625 IT Proficiency Training of main office personnel still on going

Aug-Oct 2012

15%

3%

IT Skills enhancement

Total

40%

28%

Strategic Objective 1.3 Streamline systems and structures in the main office to be more responsive to the requirements of AFIS and AES. WEIGHT 40% Accomplishments Original Strategic Steps Timeline Jul - Jun 2013 Timeline Weight % on Reso. (%) Accomplished No. 9254

Strategic Steps

Outputs

1.3.1 Conduct review of systems and procedures to identify system inefficiencies caused by the transition from manual to automated elections.

ON-GOING

5%

2%

Report

1.3.2 Pass en banc resolution adopting recommendations of the review.

1.3.3 Create an oversight body to implement recommended changes. 1.3.4 Implement business process reengineering. 1.3.5 Implement a change management strategy to help the COMELEC and its stakeholders manage the transition from manual to automated elections. 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.

July 2013 Nov-Dec 2012 Jan 2012-Dec Before 2016 2015

4%

En Banc Resolution
List of members for oversight body Streamline & systems and structures

3%

15%

Jan 2012-Dec 2015

10%

Culture change

Feb 2013-Dec 2015

3%

Feedback Mechanism

Total

40%

2%

SUMMARY: Pillar 1 (Election Administration)

% Accomplished % Accomplished per per Strategic strategic Objective Goal

Strategic Objectives

Timeline

% Weight

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

20%

20%

100%

1.2 Upgrade the IT skills of the central and field office personnel to Third Quarter of support the requirements of AFIS and 2012 AES. 1.3 Streamline systems and structures in the main office to be more responsive to the requirements of AFIS and AES.

40%

28%

70%

Before 2016

40%

2%

5%

%Total

100%

50%

Pillar 1 - Election Administration Graph per Strategic Objective

100.00% 90.00% Objectives
1.1

100.00%

100.00%

100.00%

A
100%

U
0%

Timeline
Before 1st Quarter of 2012
Third Quarter of 2012 Before 2016

80.00% 70.00% 62.50% 60.00% 52.50% 50.00% 40.00% 30.00%

70.00%

1.2

70%

30%

1.3

5%

95%

% Accomplished for Strategic Objective 1 % Accomplished for Strategic Objective 2 % Accomplished for Strategic Objective 3

20.00% 10.00%

5.00% 0.00% July 2011 to January 19, 2012 0.00% 1st quarter of 2012 August of 2012

0.00%

PILLAR 2: ELECTORAL DISPUTE ADJUDICATION

Champion: Comm. Lucenito N. Tagle Vice-Champion: Comm. Christian Robert S. Lim Lead Person: Dir. Maria Lea R. Alarkon

C O M E L E C

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

Strategic Objectives:
1. 2. 3. Resolve all pending cases one (1) year before the conduct of each regular election. Improve and automate document and case management system. Compile and publish in COMELEC promulgated decisions starting from 2007 cases.

Strategic Objective 2.1 Resolve all pending cases one (1) year before the conduct of each regular election. WEIGHT 30%
Strategic Steps Accomplishments Date of Completion May 2, 2012 (ECAD) May 4, 2012 (LAW) Oct 2012 15% 11% Timeline on Modified Reso. No. Timeline 9254 Weight % (%) Accomplished Outputs

2.1.1 Develop a system wherein each assigned End Users required the department will identify integration of features in the election (contest) cases one Case Management Information (1) year before they System (CMIS) that will generate become moot. reports on case aging On-going 2.1.2 Adopt/establish a system for prioritizing the resolution of cases using the first in first out rule.

De-clog dockets of cases and no backlog of cases

Required the Directors IV of March 20, ECAD, LAW and COC to submit 2012 their proposed policies and procedures on how to adopt and integrate in their present system the policy of FIRST IN FIRST OUT. On-going Oct 2012

Starting January 2012

5%

3%

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.

Jan 2013 Required the ASD to submit March 15, proposals on suggested 2012 areas/space to be used as additional hearing/court and archive room of ECAD, LAW and COC. On-going Total

10%

5%

No. of contracts of lease

30%

19%

Strategic Objective 2.2 Improve and automate document and case management system. WEIGHT 50%
Strategic Steps 2.2.1. Conduct study of the current document and case management system to identify bottlenecks and causes of delay. 2.2.2. Review and document rules of procedure and proposed amendments to make them more efficient. Accomplishments Date of Completion Timeline on Reso. No. 9254 Weight % Accomplished (%) Outputs De-clog dockets of cases and no backlog of cases

COMPLETED

20 January 2012

5%

5%

Development of Key Activity Plan on the amendment of COMELEC Rules of Procedure COMPLETED

Oct 2012

5%

3%

Report

2.2.3. Determine user and system specification to identify needs and requirements users.
2.2.4. Develop software to automate the document and case management system.

20 January 2012 18 APRIL 2012 23 APRIL 2012

10%

10%

Report

TOR preparation) Submission of Requirements for the CMIS HARDWARE specifications: COMPUTERS FOR CMIS; ABC ITD DEMONSTRATION OF CMIS for the LAW DEPARTMENT Beta Testing of CMIS

2 MAY 2012 25 June 2012 (deferred due to law depts busy schedule) 1 July 2012 (target dateDeferred until finalization of beta testing)

Before January 2013

10%

9%

Software

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

5%

(To be conducted after development of CMIS)

No. of trained employees; results of post-training examination 0% En Banc Resolution; 2010 records inputted; Automated case/records sys.

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

15%
(To be conducted after CMIS development 30 September 2012 (target date)

Total

50%

27%

Strategic Objective 2.3 Compile and publish in COMELEC promulgated decisions starting from 2007 cases. WEIGHT 20%
Strategic Steps 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). 2.3.2 Designate a group to produce COMELEC gazette/Reports 2.3.3 Assign ITD personnel to post case status in COMELEC website. Accomplishments Date Completed Timeline on Reso. No. 9254 Modified Timeline Oct 2012
COMELEC LEGAL EDITORS BOARD TRAINING On the Development of the COMELEC REPORTS. 1-2 June 2012

Weight(%)

% Accomplished

Outputs

5%

3%

En Banc Resolution

Training of LEB at Clark, Pampanga

8-9 June 2012

Apr 2012

COMPLETED
Required ITD to assign the participants to the LEB training for purposes of uploading in the website of the COMELEC REPORTS IT counterpart of LEB, Training at Clark Field, Pampanga Web layout design to be submitted on 27 August 2012 COMPLETED

21 March 2012

10% Starting 2013 June 9, 2012

10%

5 issues of COMELEC Gazette

16 May 2012

5%
8-9 June 2012

5%

Completed website page: 2011 cases uploaded

Total

20%

18%

SUMMARY: Pillar 2 (Electoral Dispute Adjudication)

Strategic Objectives Timeline % Weight % Accomplished % Accomplished per per strategic goal strategic objective

2.1 Resolve all pending cases one (1) year before the conduct of each regular election. WEIGHT 30% Third Quarter of 2012

30%

19%

63.33%

2.2 Improve and automate document and case management system. WEIGHT 50%

Before January 2013

50%

27%

54%

2.3 Compile and publish in COMELEC promulgated decisions starting from 2007 cases. WEIGHT 20% Third Quarter of 2012

20%

18%

90%

%Total

100%

64%

Pillar 2 - Electoral Dispute Adjudication Graph per Strategic Objective

100.00% 90.00% 80.00% 70.00%
63.30% 63.30% 80.00% 90.00%

Objectives 2.1

A 63.3%

U 36.7%

Timeline Third Quarter of 2012 Before January 2012 Third Quarter of 2012

2.2

54%

46%

2.3

90%

10%

60.00%
54.00% 54.00%

50.00% 40.00% 30.00% 20.00%

40.00% 36.00%

% Accomplished for Strategic Objective 1 10.00% % Accomplished for Strategic Objective 2 % Accomplished for Strategic Objective 3 0.00%

10.00%

July 2011 to January 19, 2012

1st quarter of 2012

August of 2012

PILLAR 3: VOTER EDUCATION

Champion: Comm. Elias R. Yusoph Vice-Champion: Comm. Rene V. Sarmiento Lead Person: Dir. James Arthur B. Jimenez Strategic Goal: To make voter education more effective and far reaching by decentralizing conduct thereof and improving quality of education materials.
Strategic Objectives: 1. Produce a Training Module on Voter Education for Teachers. 2. Produce Voter Education Hand-out and Classroom Voting Kit for distribution to schools. 3. Improve the capacity of field offices to conduct voter education in their respective districts.

C O M E L E C

Strategic Objective 3. 1 Produce a Training Module on Voter Education for Teachers. WEIGHT 30% Original Timeline on Accomplishments Strategic Reso. No. ONGOING Steps 9254 Timeline

Strategic Steps

Modified Timeline

Weight % (%) Accomplished)

Outputs

3.1.1 Establish a Memorandum of Agreement (MOA) with the DepEd for a program on voter education for teachers. 3.1.2 Develop a Training Module on Voter Education for Teachers. 3.1.3 Pre test and refine the module. (including En Banc approval and roll-out to voter Education partners)

Nov. 2011

3%

3%

MOA

Dec. 2011 to Mar 2012 Initiated On hold, pending passage of Voter Education law, Before June Mar. to May authored by Rep. 2012 2012 Edwin L. Olivarez (House Bill 5784)

To be determined

10%

2%

Training Module for Teachers for voters education Module (alpha version)

To be determined

5%

3.1.4 Submit to DepEd Module for approval.

June to Jul 2012

To be determined

2%

Certification

3.1.5 Open training program on voter education for teachers.

Aug. 2012

Starting June to 1st week of August 2012 Total

10% 30% 5%

Schedule of trainings

Strategic Objective 3.2 Produce Voter Education Hand-out and Classroom Voting Kit for distribution to schools. WEIGHT 30% Original Timeline Strategi on Reso. Modified c Steps No. Timeline Timeline 9254 Weight % (%) Accomplished

Strategic Steps

Accomplishments

Outputs

3.2.1 Establish MOA On hold, pending passage of Voter with the DepEd for a Education law, authored by Rep. voter education Edwin L. Olivarez (House Bill 5784) program in schools.

Nov. 2011

3%

MOA

3.2.2 Develop Voter Education Handout and Classroom Voting Kit.

COMPLETED

Dec. 2011 to Mar 2012

Whole of February 2012

10%

10%

Master copy kit

3.2.3 Pre test and finalize the Handout and Kit. (En Banc Approval)

COMPLETED

Before August Last week of Mar. to Feb to 3rd 2012 Apr. 2012 week of Mar 2012

5%

5%

Kit (alpha version)

3.2.4 Secure approval of DepEd. 3.2.5 Print and distribute Handbooks and Kits to schools. Roll-out

On hold, pending passage of Voter Education law, authored by May 2012 Rep. Edwin L. Olivarez (House Bill 5784) On going June 2012

To be determined

2%

Certification

To be determined Total

10%
30%

2%

500,000 kits

17%

Strategic Objective 3.3 Improve the capacity of field offices to conduct voter education in their respective districts. WEIGHT 40% Accomplishments Original Strategic Steps Timeline Nov. 2011 to Jan. 2012 Timeline Modified Weight % on Reso. Timeline (%) Accomplished No. 9254 Starting July to 1st week of Oct 2012 Starting July to Nov 2012 (24 weeks to complete the template)

Strategic Steps

Outputs

3.3.1 Develop and produce the Voter Education Kit for EOs. 3.3.2 Develop and produce the Informational Handouts for EOs offices.

Draft completed, finalization on-going Drafts completed, finalization on-going (Pamphlets)

10%

9%

Master copy kit

June 2012

5%

4.5%

Master copy handouts

3.3.3 Produce Informational Done (Voter Education Handouts to be displayed at posters delivered) the EOs offices.

Jul 2012-Sep 2012 Before 2016 Sep 20122016

5%

5%

2,000 handouts

3.3.4 Conduct Voter Education Training for all REDs, PES, and EOs.

Voter Education Training included in Memoradum for Comm. Elias R. Yusoph, dated Aug. 20, 2012 re: Proposal for Stakeholder Education Program (StEP UP!)

15% Starting January 2014 to May 2014

6%

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 Drafting on-going for voter education is regularly included in Annual Budget.

Sept 2012

5%

2%

Approved guidelines distributed to field offices

Total

40%

26.5%

SUMMARY: Pillar 3 (Voter Education)

Strategic Objectives

Timeline

% Weight

% Accomplished % Accomplished per per strategic strategic objective goal

3. 1 Produce a Training Module on Voter Education for Teachers. WEIGHT 100% To be determined

30%

5%

16.7%

3.2 Produce Voter Education Hand-out and Classroom Voting Kit for distribution to schools. WEIGHT 100% To be determined

30%

17%

56.7%

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

July 2012 to May 2014

40%

26.5%

66.25%

%Total

100%

22%

Pillar 3 - Voter Education Graph per Strategic Objective

100.00%
Objectives

A 16.7%

U 83.3%

Timeline To be determined To be determined July 2012 to May 2014

90.00% 80.00% 70.00%

% Accomplished for Strategic Objective 1

3.1

% Accomplished for Strategic Objective 2

% Accomplished for Strategic Objective 3 66.25%

3.2

56.7%

43.3%

3.3

66.25%

33.75 %

60.00%
50.00% 40.00% 30.00% 20.00%

56.70%

56.70%

56.70%

16.70%

16.70%

16.70%

10.00%
0.00% 0.00% July 2011 to January 19, 2012 0.00% 1st quarter of 2012 August of 2012

PILLAR 4: LEGAL AND POLICY FRAMEWORK

Champion: Comm. Christian Robert S. Lim Vice-Champion: Comm. Elias R. Yusoph Lead Person: DEDO Bartolome J. Sinocruz, Jr. Strategic Goal: To harmonize all election laws, rules and regulations and come up with a revised Omnibus Election Code that is complete, updated, clear and enforceable.
Strategic Objectives: 1. Submit to Congress a revised Omnibus Election Code. 2. Effectively lobby for the passage of the revised Omnibus Elections Code (a new bill).

C O M E L E C

Strategic Objective 4.1 Submit to Congress a revised Omnibus Election Code. WEIGHT 70%
Strategic Steps
4.1.1 Devised Action Plan

Accomplishments/Remarks

Timeline
June 2011 to October 2011 June 2011 to October 2011 Not later than December 2011

Outputs
Action Plan Proposed Budget

Weight (%) 5.0% 5.0% 5.0% 10.0% 5.0%

% Accomplished
5.0% 5.0% 5.0% 10.0% 5.0%

Accomplished as of 03 November 2011 Accomplished as of 03 November 4.1.2 Proposed Budget 2011 4.1.3 Secure Commission en banc approval for Accomplished as of 29 November Action 2011 4.1.4 Consolidate the present Omnibus Election Code and all existing laws 4.1.5 Constitute Technical Working Group ("TWG's") and Secretariat ("SEC")

Commission en banc resolution Consolidation of Accomplished as of 05 December August 2011 to December the Omnibus Code 2011 2011 and al existing laws Pillar structure and Accomplished as of 10 January 2012 Not later than January 2012 composition Accomplished. Progress Reports have been filled and are being prepared for submission. At present, the Secretariat has received more than seventy-five percent (75%) of the TWGs output and is consolidating and formatting the same for presentation.

4.1.6 Monitor TWG's progress

January 2012 to March 2012 Progress reports

4.1.7 Submit portions of draft 4.1.8 Consolidate and style draft 4.1.9 Review an edit draft 4.1.9a Invite external stakeholders and conduct public hearings (please refer to 4.2.2) 4.1.10 Revise draft and submit the same to Commission en banc for review and comment 4.1.11 Revise draft for Commission en banc approval and endorsement 4.1.12 Submit final draft to the Commission en banc for approval and endorsement

Not later than March 2012 Not later than April 2012 Not later than July 2012 July 2012 to September 2012 Not later than September 2012

Portions of first draft First Draft Set 1 of Revisions Second Draft Set 2 of Revisions Third Draft, Minutes of Public Hearings Set 3 of Revisions Fourth Draft

5.0% 5.0% 5.0%

3.75% 3.75%

5.0% 10.0% 10.0% 70% 37.5%

September 2012 to October Final Draft 2012 Not later than October 2012 Commission en banc resolution Total

Strategic Objective 4.2. Effectively lobby for the passage of the revised Omnibus Elections Code (a new bill). WEIGHT 30%

Strategic Steps

Accomplishments/ Remarks Accomplished; we have collated all the pending bills in both houses and have distributed the same to the appropriate TWG's. Subsequent bills are gathered and are similarly provided to the appropriate TWG's.

Timeline

Outputs

Weight(%)

% Accomplished

4.2.1 Participate in congressional hearings and serve as resource person.

July 2011 to July 2012

Collation of pending bills in both houses of Congress

15.0%

15.0%

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

Set 2 of Revisions July 2012 to Third Draft, Minutes September 2012 of Public Hearings

15.0%

Total

30%

15%

SUMMARY: Pillar 4 (Legal and Policy Framework)

Strategic Objectives

Timeline

% Accomplished % Accomplished per % Weight per strategic strategic objective goal

4.1 Submit to Congress a revised Omnibus Election Code. WEIGHT 70% Not Later than October 2012

70%

37.5%

53.6%

4.2. Effectively lobby for the passage of the revised Omnibus Elections Code (a new bill). WEIGHT 30%

September 2012

30%

15%

50.0%

%Total

100%

52.5%

Pillar 4 - Legal and Policy Framework Graph per Strategic Objective

100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% % Accomplished for Strategic Objective 2 0.00% Updates Submitted February 22, 2012 1st quarter of 2012 August of 2012 50.00% 42.90% 50.00% 42.90% 53.60% 50.00%

Objectives 4.1 4.2

A 53.6% 50%

U 46.4% 50%

Timeline Not later than Oct. 2012 Sept. 2012

% Accomplished for Strategic Objective 1

PILLAR 5: EMPOWERMENT OF FIELD OFFICES AND PERSONNEL

Champion: Comm. Armando C. Velasco Vice-Champion: Comm. Lucenito N. Tagle Lead Person: Dir. Adolfo A. Ibanez Strategic Goal: 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.
Strategic Objectives: 1. Delegate to the REDs the authority to procure office supplies and non-accountable forms in the region. 2. Authorize the REDs to act on selected personnel matters within his/her region.

C O M E L E C

Strategic Objective 5.1 Delegate to the REDs the authority to procure office supplies and non-accountable forms in the region. WEIGHT 50 %

Strategic Steps

Accomplishments

Original Timeline on Strategic Modified Weight % Reso. No. Steps Timeline (%) Accomplished 9254 Timeline

Outputs

5.1.1 Submit rules for approval the rules governing the decentralization of Draft rules ready for procurement including the fine tuning in time for composition, powers and training accountabilities of RBAC in each region.

Dec 2011

Oct 2012

20%

15%

Rules and Regulations for the Decentralization of Procurement of Regular Office Supplies and Non-Accountable Forms and Supplies Guidelines; 16 Annual Procurement Plans

5.1.2 Draft guidelines for the preparation and submission of an Annual Procurement Plan for each region. 5.1.3 Operationalize the RBAC in each region to conduct bidding and award contracts to winning vendors in accordance with rules and procedures.
5.1.4 Train the RBAC.

Before December 2011

Nov 2012

10%

Training set in September 2012

Jan 2013

10%

5%

16 RBACs formed

On-going

Oct 2012 Total

10% 50%

5% 25%

No. of RBAC personnel trained

Strategic Objective 5.2 Authorize the REDs to act on selected personnel matters within his/her region. WEIGHT 50% Original Timeline Strategic Modified Weight % on Reso. Steps Timeline (%) Accomplished No. 9254 Timeline

Strategic Steps

Accomplishments ONGOING

Outputs

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

On-going

Jun 2012

Nov 2012

30%

20%

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.

On-going Jun 2012

Before June 2012 List of designated personnel

Oct 2012

20%

10%

Total

50%

30%

SUMMARY: Pillar 5 (Empowerment of Field Offices and Personnel)

Strategic Objectives

Timeline

% Weight

% Accomplished % Accomplished per per strategic strategic objective goal

5.1 Delegate to the REDs the authority to procure office supplies and non-accountable forms in the region. WEIGHT 50 %

Oct 2012

50%

25%

50%

5.2 Authorize the REDs to act on selected personnel matters within his/her region. WEIGHT 50 %

Nov 2012

50%

30%

60%

%Total

100%

38%

Pillar 5 - Empowerment of Field Offices and Personnel Graph per Strategic Objective
100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 40.00% 36.00% 40.00% 36.00% 60.00% 50.00% % Accomplished for Strategic Objective 1 % Accomplished for Strategic Objective 2

Objectives 5.1 5.2

A 50 % 60 %

U 50 % 40 %

Timeline Oct 2012 Nov 2012

0.00%
July 2011 to January 19, 2012 1st quarter of 2012 August of 2012

PILLAR 6: PROFESSIONAL COMPETENCY

Champion: Chairman Sixto S. Brillantes, Jr Vice-Champion: Comm. Lucenito N. Tagle Lead Person: Dir. Margaret C. Ching

C O M E L E C

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

Strategic Objectives: 1. Establish a competency-based Recruitment System that is more stringent than Civil Service Commission (CSC)-prescribed policies. 2. Establish a Policy on Gender Development. 3. 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. 4. Improve employees salary and establish an employees welfare and assistance program to boost their morale. 5. Develop an organizational structure and position reclassification that meets the current needs of the Commission. 6. Establish a COMELEC Academy that will strengthen manpower development and enhance professionalism and competence of COMELEC Personnel.

Strategic Objective 6.1 Establish a competency-based Recruitment System that is more stringent than Civil Service Commission (CSC)-prescribed policies. WEIGHT 20%

Strategic Steps

Accomplishments

Modified Timeline

Weight (%)

% Accomplished

Outputs

1. Submitted 6.1.1 Review current hiring recommendation to policies and procedures for the En Banc on approval of the En Banc. composition of new PSB members

Last Quarter of 2012

5%

3%

Approved memo

6.1.2 Modify and recommend to 2. CVL Tech and ITD the en banc and the CSC Contractual positions Last Quarter of 2012 qualification standards of submitted already to selected positions. DBM for approval 6.1.3 Update the existing job 3. main Office Skills descriptions for the approval of Proficiency the En Banc. Assessment DONE. 6.1.4 Develop a competency standard manual for the approval of the En Banc. Last Quarter of 2015

2%

1%

Amended Qualification Standards

5%

2%

Updated job description

Last Quarter of 2016

2%

Competency standard manual Improved recruitment tools

6.1.5 Improve current recruitment tools for the approval of the En Banc.
6.1.6 In line with the reorganization, to fill up necessary positions based on the amended hiring policies and procedures.

On-going

Last Quarter of 2013

5%

2%

Last Quarter of 2015

1%

No. of newly recruited personnel

Strategic Objective 6.2 Establish a Policy on Gender Development. WEIGHT 15%

Strategic Steps

Accomplishments) 1. Minute Resolution No. 12-0436 approving GAD Plan and Budget.

Modified Timeline

Outputs

Weight(%)

% Accomplished

2. Submission of COMELEC GAD Plan and Budget to PCW and DBM on June 2012.

Last Quarter of 2012

Policy on Gender Awareness

15%

15%

Total

15%

15%

Strategic Objective 6.3 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. WEIGHT 5%

Strategic Steps

Accomplishments

Modified Timeline

Outputs

Weight (%)

% Accomplished

6.3.1 Develop a competency-based PRR.

1. Developed already.

2nd Quarter of 2012

Competency-based PRR

2%

1%

2. Creation of 6.3.2 Create a PRAISE PRAISE Committee committee who will list pursuant to Minute PRAISE rewards, set Resolution No. 12criteria, and draft rules and 0318. Series of procedures. meetings to revise PRAISE.

3rd Quarter of 2012

Approved memo

2%

1%

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

up to 2016

Policy on monetary rewards systems

1%

Total

5%

2%

Strategic Objective 6.4 Improve employees salary and establish an employees welfare and assistance program to boost their morale. WEIGHT 10% Modified Timeline Last Quarter of 2015 Weight (%)

Strategic Steps 6.4.1 Reclassify salary structure and compensation for En Banc and DBM approval. 6.4.2 Establish a concrete policy on the computation and payment of relocation allowance and premium pay of field employees. 6.4.3 Develop policies and procedures on scholarship grants and educational assistance.

Accomplishments

Outputs

% Accomplished

Amended salary structure

1%

Updated policy on relocation allowance and premium pay Third Quarter of Policies and procedures on 2012. scholarship grants and educational assistance Third Quarter of 2015. Last Quarter of 2012 Amount of scholarship

2%

2%

6.4.4 Subsidize health card, life insurance, medical and 1. Continuous Health dental assistance Programs from the Clinic. allowance. 6.4.5 Establish day care center for COMELEC personnel. 6.4.6 Subsidize in-house health programs.

Amount allocated for assistance; guidelines

2%

1%

Last Quarter of Day care center; guidelines 2016 2. Proposal on Medical and Dental Allowance for Field up to 2016 Amount allocated; guidelines Employees submitted already to FSD on March 15. Total

1%

2%

2%

10%

3%

Strategic Objective 6.5 Develop an organizational structure and position reclassification that meets the current needs of the Commission. WEIGHT 25%

Strategic Steps

Accomplishments

Modified Timeline

Outputs

Weight (%)

% Accomplished

6.5.1 Conduct a job evaluation program. Job evaluation with employees done; Will meet with Department Directors for revalidation.

Last Quarter of 2012

Report

10%

4%

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

Last Quarter of 2015

Report / recommendation on organizational structure

10%

5%

6.5.3 Draft an early Recommendation on Early Retirement retirement program Program. Proposal on Retiree's April - June 2015 for approval of the En Farewell Program submitted to FSD Banc. for budget recommendation.

Recommendation on Early Retirement Program

5%

2%

Total

25%

11%

Strategic Objective 6.6 Establish a COMELEC Academy that will strengthen manpower development and enhance professionalism and competence of COMELEC Personnel. WEIGHT 25% Modified Timeline Weight (%)

Strategic Steps

Accomplishments

Outputs

% Accomplished

1. Discussion with CSC on 6.6.1 Create a unit that will the creation of Civil focus on career development: Service Institute. continuous professional 2. Approval on Workshop enhancement, career pathing, to Design the Academy career planning. pending with Chairman's Office. 6.6.2 Draft a position specific Discussion with CSC on the curriculum (with core and accreditation of COMELEC specialized subjects) for review trainings.. and approval of the En Banc. 6.6.3 Draft a teaching and student manual for the approval of the En Banc. 6.6.4 Establish continuing basic training programs (e.g.: Continuous training New Employee Orientation) programs. and seminars (e.g.: policy updates). 6.6.5 Develop a pool of professional trainers.

Fourth Quarter of Committee on career 2012 development

10%

2%

Fourth Quarter of 2012

Curriculum

3%

1%

up to 2016

Teaching and Student Manuals

2%

up to 2016

Basic annual training program

5%

5%

Fourth Quarter of Submission of list of 2012 qualified trainers Total

5% 25% 8%

SUMMARY: Pillar 6 (Professional Competency)

Strategic Objectives Timeline % % Accomplished % Accomplished per Weight per strategic strategic objective goal

6.1 Establish a competency-based Recruitment System that is more stringent than Civil Service Commission (CSC)-prescribed policies. 6.2 Establish a Policy on Gender Development.

Last quarter of 2012 to Last quarter of 2015 Last Quarter of 2012

20% 15%

8% 15%

40.0% 100%

6.3 Customize the Performance Evaluation System (PES) based on the 2010 PES requirement of the CSC and strengthen the existing Program on Awards 2nd quarter of and Incentives for Service Excellence (PRAISE) of 2012 to 2016 the Commission. 6.4 Improve employees salary and establish an employees welfare and assistance program to boost their morale.

5%

2%

40.0%

3rd quarter of 2012 to 2016

10%

3%

30.0%

6.5 Develop an organizational structure and position Last quarter of reclassification that meets the current needs of the 2012 to Last Commission. quarter 2015 6.6 Establish a COMELEC Academy that will strengthen manpower development and enhance professionalism and competence of COMELEC Personnel. Last quarter of 2012 to 2016

25%

11%

44.0%

25% 100%

8% 47%

32.0%

%Total

Pillar 6 - Professional Competency Graph per Strategic Objectivity

100.00% Objectives 6.1 A 40% U 60% Timeline Last quarter of 2012 to last quarter of 2015 90.00% 80.00% 70.00% % % % % % % Accomplished Accomplished Accomplished Accomplished Accomplished Accomplished for for for for for for Strategic Strategic Strategic Strategic Strategic Strategic Objective Objective Objective Objective Objective Objective 1 2 3 4 5 6
100.00%

6.2
6.3

100%
40%

0%
60%

Last quarter of 2012

2nd quarter of 2012 to 2016 3rd quarter of 2012 to 2016 Last quarter of 2012 to last quarter of 2015 Last quarter of 2012 to 2016

66.70%

60.00%
50.00%
44.00% 44.00% 40.00% 40.00% 32.00% 32.00%

6.4

30%

70%

6.5

44%

56%

40.00% 30.00% 20.00%

40.00% 36.00%

40.00%

30.00%

30.00%

6.6

32%

68%

20.00%

20.00%

20.00%

10.00%
0.00%
0.00%

10.00%

July 2011 to January 19, 2012

1st quarter of 2012

August of 2012

PILLAR 7: TECHNOLOGICAL CAPABILITY

Acting Champion: Comm. Christian Robert S. Lim Lead Person: Dir. Ferdinand P. De Leon
Strategic Goal (a): To enhance the IT capability of COMELEC and its personnel to support the conduct of modernized, efficient, transparent and credible elections. WEIGHT 50 % Strategic Objectives: 1. Develop and establish an Information Systems Strategic Plan (ISSP). 2. Setup adequate and fully-functional Information and Communications Technology (ICT) facilities.

C O M E L E C

PILLAR 7: TECHNOLOGICAL CAPABILITY

Champion: Comm. Augusto C. Lagman Acting Champion: Comm. Christian Robert S. Lim Lead Person: Dir. Ferdinand P. De Leon
Strategic Goal (b): To strengthen ICT (information and communications technology) capable personnel in their pursuit of supporting modernized elections. WEIGHT 50 %
Strategic Objectives: 1. Upgrade the qualification standards in the selection of field personnel by including IT proficiency. 2. Expand the ITD organizational structure to include 44 new ICT plantilla positions at the Main office, 16 new ICT plantilla positions at the Regional offices and 111 provincial computer technician plantilla positions. 3. Implement a sustainable training program for main and field personnel on IT proficiency.

C O M E L E C

Strategic Objective 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. WEIGHT 60% Original Timeline Strategic Accomplishments on Reso. Weight (%) Steps No. 9254 Timeline % Accomplished

Strategic Steps 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. 7a.1.2 Gather all process owners to understand the technicalities in coming up with the ISSP. 7a.1.3 Draft the ISSP document.

Outputs

COMPLETED

Jul 2011

5%

5%

En Banc Resolution

COMPLETED

Jul-Aug 2011

5%

5%

Convened Business Owners & consolidation of IT Resource need ISSP document

COMPLETED COMPLETED

Aug-Sep 2011
Oct 2011 Before end of 2011

15%

15%

1. DOST-NCC 7a.1.4 Re-sent and submit ISSP endorsed/approved proposal for approval by the En ISSP dated March 12 Banc. 2. DBM received copy of ISSP dated March 26
1. CMIS, Warehouse Management System, Procurement and Assets Management System and On-line Application for Registration System are on their development stage.

5%

5%

En Banc resolution

7a.1.5 Implement the ISSP.

Jan 2012Dec 2016

30%

10%

Installation and start of IT resources and solutions for business owners

Total

60%

40%

Strategic Objective 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. WEIGHT 40%
Original Strategic Steps Timeline Jul 2011-Sep 2011

Strategic Steps 7a.2.1 Draft the structure of the Support ICT Centers for submission and approval of En Banc. 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 semiannual basis. 7a.2.3 Provide CVL Technicians with updated equipment and application programs to cater to computer problems in the field.

Accomplishments

Timeline on Reso. No. 9254

Weight (%) 3%

% Accomplished 3%

COMPLETED

COMPLETED

July-Oct 2011

2%

2%

1. MR#12-0054 En Banc approves use of Open Source Software 2. Office of Comm. Lagman endorses to En Banc dated March 21 approval of Acquisition of laptops for Main and Field officers (SG 24 and above) 3. MR# 12-0259 En Banc dated March 7 approves the bidding and acquisition of CVL Technician Hard disk supplies (service units)

Jan -Apr 2012

Before June 2012 5% 2%

7a.2.4 Provide communication infrastructure in 4. MR#12-0214 En Banc dated the maintenance of on-line connection to all February 29 approves testing of on-line field offices nationwide via a secure wide area accomplishment of application form for network. registration. 7a.2.5 Develop and maintain an updated, informative and interactive website. 7a.2.6 Set-up the support ICT centers. 7a.2.7 Test and Implement Support ICT centers. 1. MR # 12-0697 Launching of Web Upgrade Aug. 15, 2012 Initial phase completed Initial phase completed

Jan -Apr 2012

12%

7% 8% 3% 2% 27%

Jan -Apr 2012 2013 May 2012-Apr 2013 Total

8% 5% 5% 40%

SUMMARY: Pillar 7a (Technological Capability)

Strategic Objectives (under Strategic Goal No. 7a)

Timeline

% Weight

% Accomplished % Accomplished per per strategic goal strategic objective)

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 December of 2016 to the Commission and the stakeholders.

60%

40%

66.7%

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

April of 2013

40%

27%

67.5%

%SubTotal

100%

67%

Pillar 7a - Technological Capability Graph per Strategic Objective

100.00% Objectives 7a.1 A 66.7% U 33.3% Timeline Decemb er of 2016 April of 2013

90.00%
80.00% 70.00% 60.00% 66.70% 66.70% 67.50% 66.70%

7a.2

67.5%

32.5%

52.50%
50.00% 40.00% 30.00% % Accomplished for Strategic Objective 1 % Accomplished for Strategic Objective 2 20.00% 10.00% 0.00% July 2011 to January 19, 2012

52.50%

1st quarter of 2012

August of 2012

Strategic Objective 7b.1 Upgrade the qualification standards in the selection of field personnel by including IT proficiency by September 2011. WEIGHT 20 %

Strategic Steps

Original Accomplishments Strategic Timeline on Reso. Weight Steps No. 9254 (%) Timeline

% Accomplished

Outputs

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

COMPLETED

Aug 2011Sep 2011

5%

5%

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 En Banc and CSC for approval.

COMPLETED

Oct 2011

Before June 2012

5%

5%

En Banc Resolution

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

ON- GOING

Oct 2012

10%

3%

CSC Resolution and upgraded Field Personnel plantilla positions

Total

20%

13%

Strategic Objective 7b.2 Expand the ITD organizational structure to include 44 new ICT plantilla positions at the Main office, 16 new ICT plantilla positions at the Regional offices and 111 provincial computer technician plantilla positions. WEIGHT 40% Accomplishments Original Strategic Steps Timeline Timeline on Reso. No. 9254

Strategic Steps

Weight % (%) Accomplished

Outputs Provision of IT related equipment and software tools for CVL Technicians Submitted revised organizational structure

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

COMPLETED

July 2011

5%

5%

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

COMPLETED

Sep 2011

5%

5%

COMPLETED

Sep-Dec 2011

Before the May, 2013 elections

5%

5%

En Banc Resolution

1. Additional six(6) 7b.2.4 After En Banc approval for personnel were hired for the contractual ICT positions, to contract of service for ICT hire qualified IT applicants. positions. 7b.2.5 Lobby for the fast approval by the DBM of the plantilla positions.
2. Reiteration of request for upgrade of CVL Technicians to Computer Maintenance Technologist 1 dated March 27 with delineation of functional and administrative supervision of ITD and OPES, respectively

Sep 2011Jun 2015

10%

6%

No. of recruited staff

Mar Dec 2012

15%

2%

Approved plantilla positions

Total

40%

23%

Strategic Objective 7b.3 Implement a sustainable training program for main and field personnel on IT proficiency. WEIGHT 40%

Strategic Steps

Accomplishments

Original Timeline on Strategic Reso. No. Steps Timeline 9254

Weight (%)

% Accomplished

Outputs

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

ON- GOING

Oct -Dec 2012

5%

2%

Review Finding

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

June 2013 Before December 2015

15%

Approved sustainable training program

7b.3.3 Prepare and implement training program.

July 2012-Dec 2015

Personnel IT proficiency 20%

Total

40%

2%

SUMMARY: Pillar 7b (Technological Capability)

Strategic Objectives (under Strategic Goal No. 7b)

Timeline

% Weight

% Accomplished % Accomplished per per strategic goal strategic objective

7b.1 Upgrade the qualification standards in the selection of field personnel by including IT proficiency by September 2011.

Oct 2012

20%

13%

65.0%

7b.2 Expand the ITD organizational structure to include 44 new ICT plantilla positions at the Main office, 16 new ICT plantilla positions at the Before the May, Regional offices and 111 provincial computer technician plantilla positions. 2013 elections

40%

23%

57.5%

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

Before December 2015

40%

2%

5.0%

%Subtotal

100%

38%

Pillar 7b - Technological Capability Graph per Strategic Objective

100.00% Objectives 7b.1 A 65% U 35% Timeline Oct 2012 90.00% 80.00% 70.00% 57.50% 52.50% 50.00%

7b.2

57.5%

42.5%

Before the May 2013 elections

65.00% 57.50%

7b.3

5%

95%

Before Dec. 60.00% 2015 50.00% 40.00% 30.00%

35.00%

% Accomplished for Strategic Objective 1 % Accomplished for Strategic Objective 2 % Accomplished for Strategic Objective 3

20.00% 10.00%

5.00%

5.00%

5.00%

0.00%
July 2011 to January 19, 2012 1st quarter of 2012 August of 2012

SUMMARY: Pillar 7 (Technological Capability) Total % Accomplishments

Total % Accomplished per goal

% Weight

% Accomplished

% Strategic Goal #1

50%

67%

33.50%

50% % Strategic Goal #2

38%

19.00%

% Accomplishment of Pillar 7

52.5%

PILLAR 8: INTEGRITY AND ACCOUNTABILITY

Champion: Chairman Sixto S. Brillantes, Jr. Vice-Champion: Comm. Rene V. Sarmiento Lead Person: Ms. Ma. Agnes T. Carreon Strategic Goal: To enhance the accountability and transparency of COMELEC management and operations.
Strategic Objectives: 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). 2. Conduct an integrity development review and adopt an integrity development action plan. 3. Strengthen the Internal Audit Office.

C O M E L E C

Strategic Objective 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). WEIGHT 30%
Original Timeline Strategic Modified Weight Accomplishments on Reso. Steps Timeline (%) No. 9254 Timeline 1. April to June 2012 2. July to June 2012 January to March 2013 April to June 2013 Before 2013

Strategic Steps

% Accomplished

Outputs

1. Formulated the Code of Conduct Governing Procurement activities of the Commission, submitted to and approved by the Commission en Banc in its Resolution No. 9307 as promulgated on December 6/11, 8.1.3 Conduct information campaign together with the ff. on the Manual. Senior Staff: Dirs. 8.1.4 Establish rules of procedures on Hernan & Blas-Perez; grievance mechanism for violations of Ombudsman Favila; Mr. Valido (ECAD); the provisions of the manual Ms. Carreon (IAO) (including schedule of 8.1.1 (1) Create a TWG to (2) update/revise the current COMELEC Code of Conduct/Ethical Standards including its Administrative Rules and Regulation for its recommendation to the Commission En Banc. 8.1.2 Develop and publish Manual on Code of Conduct/Ethical Standards and Administrative Rules and Regulations including proper office decorum. penalties/sanctions). 8.1.5 Develop a program of reporting 2. Posters on "I like Clean" being and continuous monitoring on the distributed. strict implementation of the COMELEC Code of Conduct/ Ethical Standards.

Aug-Sep 2011

3%

1%

En Banc Resolution on the revised Code of Conduct / Ethical Standards 500 published manuals Memo; communication materials En Banc Resolution

Jan-Dec 2013 Jan-Dec 2013 Jan-Dec 2013

18%

7%

3%

1%

July to September 2013 October to December 2013

3%

Jan-Jun 2014

3%

Written program

Total

30%

9%

Strategic Objective 8.2 Conduct an integrity development review and adopt an integrity development action plan. WEIGHT 35% Original Strategic Steps Timeline Jan 2012 March to April 2012 Timeline Modified Weight % on Reso. Timeline (%) Accomplished No. 9254

Strategic Steps

Accomplishments

Outputs

Conducted the Integrity 8.2.1 Create a TWG to lead Summit on November the process. 16, 2011 culminating with the signing of Integrity Pledge for Election Management by COMELEC Senior Staff, Regional Directors, 8 Deputized Agencies, 11 Citizens' Arms & Civil 8.2.2 Train internal Society Org., 1 assessors to conduct the Congressman, 2 political IDR. parties, 1 from the senate, 9 from the Media, the Resident COA, the Resident Ombudsman. 8.2.3 Review systems and Conducted the ff.: 7 procedures and formulate TWG Meetings; 2 Workshops; Focus recommendations for enhancing integrity based Group Discussion (FGD) on the results of the IDR. w/ representatives from different Departments and Regions, several 8.2.4 Implement approved interviews including reform measures. during the Goodwill Games in Luzon.

5%

5%

Memo listing members

Feb 2012

Before June 2014

5%

5%

No. of trained internal assessors

Jan 2012

May to July 2012

10%

9%

Memo listing members

Feb 2012

September 2012 to 2016 Total

15%

No. of trained internal assessors

35%

19%

Strategic Objective 8.3 Strengthen the Internal Audit Office for the permanent monitoring of various programs affecting accountabilities, responsibilities and values formation. WEIGHT 35%

Strategic Steps

Accomplishments

Original Timeline Strategic on Reso. Steps No. 9254 Timeline

Modified Timeline

Weight % (%) Accomplished

Outputs

Coordinating with the 8.3.1 Study other government AGIA and the agencies with similar office Ombudsman. responsible for ensuring accountability. 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).
8.3.3 Coordinate with the Association of Government Internal Auditors (AGIA) for the setting up and capacity building of IAO. 8.3.4 Develop training program for IAO personnel.

Sep-Dec 2011

February to May 2012 June to December 2013

5%

3%

Reports of monitoring

Jan 2012Jun 2013 Before 2016 June 2013 to 2016

15%

5%

En Banc Resolution (with IAO mandate and functions)

Jan 20122016

5%

2%

Jan 20132016

June 2013 t0 2016

10%

En Banc Resolution (with IAO mandate and functions) 10%

Total

35%

SUMMARY: Pillar 8 (Integrity and Accountability)

Strategic Objectives

Timeline

% Weight

% Accomplished % Accomplished per per strategic goal strategic objective

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). WEIGHT 40%

April 2012 to December 2013

30%

9%

30%

8.2 Conduct an integrity development review and adopt an integrity development action plan. WEIGHT 30%

January 2012 to 2016

35%

19%

54.3%

8.3 Strengthen the Internal Audit Office for the permanent monitoring of various programs affecting February 2012 to accountabilities, responsibilities and 2016 values formation. WEIGHT 30%

35%

10%

28.6%

%Total

100%

38%

Pillar 8 - Integrity and Accountability Graph per Strategic Objective

100.00% Objectives 8.1 A 30% U 70% Timeline April 2012 to Dec. 2013 Jan. 2012 to 2016 Feb. 2012 to 2016 90.00% 80.00% 70.00% 60.00%
54.30% 54.30% 70.00%

8.2

54.3%

45.7%

8.3

28.6%

71.4%

50.00% 40.00% 30.00%

28.60%

% Accomplished for Strategic Objective 1

20.00% 10.00% 0.00%

17.50% 10.00% 6.67%

17.50%

% Accomplished for Strategic Objective 2

% Accomplished for Strategic Objective 3

6.67%

July 2011 to January 19, 2012

1st quarter of 2012

August of 2012

PILLAR 9: LINKAGE WITH EXTERNAL STAKEHOLDERS

Champion: Comm. Rene V. Sarmiento Lead Person: Dir. Esmeralda A. Ladra

C O M E L E C

Strategic Goal: To establish and maintain a strong and continuing partnership with external stakeholders.
Strategic Objectives: 1. Institutionalize stakeholders participation in the formulation and implementation of policies, rules & regulations, programs on issues affecting them. 2. Improve the efficiency and efficacy of COMELECs services to its public clientele by responding effectively, efficiently and without delay to the complaints, suggestions and recommendations of stakeholders gathered through feedback mechanisms. 3. Set up an annual capacity-building program for various stakeholders and deputies for implementation even during off-election period.

Strategic Objective 9.1 Institutionalize stakeholders participation in the formulation and implementation of policies, rules & regulations, programs on issues affecting them. WEIGHT 35% Accomplishments UPDATE ONGOING
1. Formation of the InterAgency done 2. Various meetings with the Inter-Agency was held 3. Study Tour of Interim Independent of Electoral Commission of Kenya 4. TWG Committee on Electoral Reforms - Accessible Polling Places 5. And other related meetings 1. Submission of the proposed Rules on Detainee Registration and Voting 2. COMELEC Rules and Regulations for the Registration of Members of Indigenous Cultural Communities (ICCs)/Indigenous Peoples (IPs) 1. Promulgation of COMELEC Resolution No. 9371, otherwise known as "Rules and Regulations on Detainee Registration and Voting 2. Formal creation of the InterAgency NGO & PO on Empowering Ips in the Electoral Process 3. And other related meetings

Strategic Steps

Original Strategic Steps Timeline

Timeline on Reso. No. 9254

Modified Timeline

Weight (%)

% Accomplished

Outputs

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

Aug. 2011

Feb - March 2012

10%

10%

Draft Resolution

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

Sep 2011

Before 2013 elections

Oct 2012

10%

8%

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.

Oct 2011-Dec 2012

15%

9%

ESC and schedules of regular meetings

Total

35%

27%

Strategic Objective 9.2 Improve the efficiency and efficacy of COMELECs services to its public clientele by responding effectively, efficiently and without delay to the complaints, suggestions and recommendations of stakeholders gathered through feedback mechanisms. WEIGHT 35% Accomplishments ONGOING
1. Publication of the PWD

Strategic Steps

Original Timeline Strategic on Reso. Steps No. 9254 Timeline

Modified Timeline

Weight % (%) Accomplished

Outputs

9.2.1 Set up a Registration Poster in Philippine Star feedback mechanism and Philippine Daily Inquirer 2. Discussion on the Automated to encourage Election System for 2013 NLE stakeholders/public to 3. Meeting with the Asia Foundation submit complaints, and other organizations for their suggestions, Dec 2011projects for PWDs 4. And other related meetings and recommendations, Dec 2012 queries, problems and seminars issues affecting COMELEC which might not have been properly addressed.
1. Presentation and discussion of the Draft rules on IP registration within some senior staff 2. Discussion on the possible pilot areas for IP registration 3. And other related meetings and seminars

20%

20%

Feedback mechanisms using suggestion boxes placed in COMELEC offices / departments / office lobbies and internet

Before 2013 elections Gathered and documented complaints, suggestions and recommendatio ns from the public; Report

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

Dec 2011

15%

15%

Total

35%

35%

Strategic Objective 9.3 Set up an annual capacity-building program for various stakeholders and deputies for implementation even during off-election period. WEIGHT 30%
Strategic Steps 9.3.1 Create a Committee on Election Partners Development (CEPD) 9.3.2 Create a committee composed of planning, personnel & EID to take charge of the capacitybuilding programs for the stakeholders and deputies. Accomplishments UPDATE ONGOING Meeting with the Asia Foundation and other organizations for PWD activities Signing of Memorandum of Agreement (COMELEC, NCIP AND DILG) to implement the policy on voter's registration, voter's education and voting of Ips in the pilot areas Original Strategic Steps Timeline Oct 2012 Timeline on Reso. No. 9254 Weight (%) % Accomplished (Estimated) Outputs

2%

2%

Oct 2012

2%

2%

En Banc Resolution

9.3.3 Design and develop a capacity-building programs Formed a monitoring team for purposes of: a. Voter Information and Education b. Conduct of Elections c. Election Monitoring d. Feedback Mechanism 9.3.4 Partner with NGO's for funding 9.3.5 Submit a draft resolution to the En Banc of the proposed capacity-building programs. 9.3.6 Approval of the proposed programs by the En Banc 9.3.7 Conduct trainings and seminars for the various stakeholders: a. Citizens Group b. Media c. Deputies d. PWD's e. Youth f. Indigenous peoples g. Migrant Workers' Organizations 9.3.8 Monitoring evaluation Dec 20112016 Total 2% 30% Mar and Sep every Year starting 2012 10% Oct 2012 Oct 2012 3% Oct 2012 3% Before 2016 3% Oct 2012 5%

5% Draft of CapacityBuilding / Training Program MOA with funding institutions Draft Resolution Resolution

No. Of trainings conducted; no. Of personnel trained

Assessment report 9%

SUMMARY: Pillar 9 (Linkage with External Stakeholders)

% Accomplished % Accomplished per % Weight per strategic strategic objective goal

Strategic Objectives

Timeline

9.1 Institutionalize stakeholders participation in the formulation and implementation of policies, rules & regulations, programs on issues affecting them. WEIGHT 35 %
9.2 Improve the efficiency and efficacy of COMELECs services to its public clientele by responding effectively, efficiently and without delay to the complaints, suggestions and recommendations of stakeholders gathered through feedback mechanisms. WEIGHT 35 % 9.3 Set up an annual capacity-building program for various stakeholders and deputies for implementation even during off-election period. WEIGHT 30 %

April 2012 to December 2013

35%

27%

77.1%

January 2012 to 2016

35%

35%

100%

February 2012 to 2016

30%

9%

30%

%Total

100%

71%

Pillar 9 - Linkage with External Stakeholders Graph per Strategic Objective

100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 31.40% 30.00% 22.86% 20.00% 10.00% 0.00% July 2011 to January 19, 2012 1st quarter of 2012 August of 2012 16.67% 22.86% 16.67% 31.40% 30.00% % Accomplished for Strategic Objective 1 100.00%

Objectives 9.1

Timeline April 2012 to Dec. 2013 Jan. 2012 to 2016 Feb. 2012 to 2016

% Accomplished for Strategic Objective 2

% Accomplished for Strategic Objective 3

22. 9% 77.1% 0% 70 %

77.10%

9.2 9.3

100% 30%

PILLAR 10: COMELEC MAIN BUILDING AND FIELD OFFICES

Champion: Chairman Sixto S. Brillantes, Jr. Vice-Champion: Comm. Armando C. Velasco Lead Person: Dir. Adolfo A. Ibanez
Strategic Goal: To construct COMELECs own main building and field offices for improved morale, efficiency and independence.
Strategic Objectives: 1. Construct a COMELEC building. 2. Construct an integrated COMELEC Office in 5 Regions to house REDO, OPES and OCEO.

C O M E L E C

Strategic Objective 10.1 Construct a COMELEC building which caters to the needs of COMELEC and its employees. WEIGHT 50% Accomplishments Strategic Steps UPDATE ONGOING Original Timeline Strategic on Reso. Steps No. 9254 Timeline Modified Timeline Weight % (%) Accomplished

Outputs

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

Oct 2011

Oct 2012

5%

List of committee members

10.1.2 Design a plan detailing the needs of COMELEC and its employees 10.1.3 Locate a strategic place where the building will be constructed 10.1.4 Propose and lobby for appropriate funding to DBM and Congress COMPLETED

Nov 20112012

Jan 2013

5%

3%

Building plan

2012

Before 2016

Oct 2012

5%

5%

2013

5%

2%

10.1.5 Get budget approval and request for its release, or a portion of it to start acquisition of lot
10.1.6 Construct building Suspended; 2013 Elections is the top priority

2013

20132016

10%

5%

Budget allocation

Sep 20122016 Total

20%

50%

15%

Strategic Objective 10.2 Construct an integrated COMELEC Office in 5 Regions to house REDO, OPES and OCEO. WEIGHT 50%
Accomplishments ON GOING Original Strategic Steps Timeline Timeline on Reso. No. 9254

Strategic Steps

Modified Timeline

Weight (%)

% Accomplished

10.2.1 Require REDs to coordinate with the local government Note: Not priority this year. 2013 preparations take the priority. 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

Jun-Aug 2011

To be determined

(b) topographic description (c) accessibility 10.2.2 Submit building plans and budget proposal to the En Banc for approval. 10.2.3 Constitute Building Project Management Committee (BPMC). 10.2.4 Allocate budget requirements for the first building. 10.2.5 Draft guidelines and determine the recipient region for the construction of building from a list of three priority areas submitted by BPMC. Aug 2011-Dec 2012 Aug 20112016 Sep 20112016 Oct 20112016 To be determined Before 2016 To be determined To be determined To be determined 5% 5% 2.50% 2.50%

10.2.6 Purchase lot after bidding and secure title.

10.2.7 Finalize plans for the implementation of the project and prepare bidding documents. 10.2.8 Secure approval of the En Banc of plans 10.2.9 Conduct bidding for the construction of building. 10.2.10 Secure building permits and other licenses. 10.2.11 Construct the first regional integrated COMELEC Office.

Dec 2011-Feb 2012

Mar-May 2012 Sep-Nov 2012 Aug-Oct 2012 Nov-Dec 2012 Jan 20132016 Before 2016

To be determined
To be determined

5%
2.50% 5% 5% 2.50% 10%

Total

50%

SUMMARY: Pillar 10 (COMELEC Main Building and Field Offices)

Strategic Objectives

Timeline

% Weight

% Accomplished % Accomplished per per strategic strategic objective goal

10.1 Construct a COMELEC building which caters to the needs of COMELEC and its employees. WEIGHT 50% April 2012 to December 2013

50%

15%

30.0%

10.2 Construct an integrated COMELEC Office in 5 Regions to house REDO, OPES and OCEO. WEIGHT 50% January 2012 to 2016

50%

0%

0.0%

%Total

100%

15%

Pillar 10 - COMELEC Main Building and Field Offices Graph per Strategic Objective
100.00%

90.00%
80.00% 70.00% 10.1 30 % 0% 70 % 100 % April 2012 to Dec. 2013 Jan. 2012 to 2016 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 30.00% 30.00%

% Accomplished for Strategic Objective 1 % Accomplished for Strategic Objective 2

Objectives

Timeline

10.2

30.00%

0.00%

0.00% July 2011 to January 19, 2012

0.00% 1st quarter of 2012

0.00% August of 2012

C O M E L E C

SUMMARY COMSTRAT 1116 % ACCOMPLISHMENT PER PILLAR with Different Timelines as of August of 2012
Pillars Pillar 1 Election Administration Pillar 2 Electoral Dispute Adjudication Pillar 3 Voter Education Pillar 4 Legal Policy Framework Pillar 5 Empowerment of Field Offices and Personnel Pillar 6 Professional Competency Pillar 7 Technological Capacity Pillar 8 Integrity and Accountability Pillar 9 Linkage with External Stakeholders Pillar 10 COMELEC Main Building and Field Offices Timeline Before 1st quarter of 2012 2016 Starting January 2012 January 2013 Starting February 2012 May 2014 June 2011 to October 2012 Oct Nov 2012 % 50% 64% 22% 52.5%

100%

90%
80%

Pillar Pillar Pillar Pillar Pillar

1 3 5 7 9

Pillar Pillar Pillar Pillar Pillar

2 4 6 8 10 71%

70% 60%

64% 52.5% 52.5% 47% 38% 38%

38%

2nd quarter of 2012 - 2016

50%
47%

50% 40% 30% 20%

Before end of 2011 52.5% December 2015 February 2012 2016 February 2012 2016 January 2012 2016 38%

22% 15%

71%

10%
15%

0%

SUMMARY of COMSTRAT 1116 % ACCOMPLISHMENT as of August of 2012

Pillars W %A A U

Pillar 1

10%

50% 64%

5% 6.4%

5% 3.6%

Pillar 2 Pillar 3

10%

10%

22%

2.2%

7.8%

Pillar 4
Pillar 5 Pillar 6 Pillar 7 Pillar 8 Pillar 9 Pillar 10 Total

C O M E L E C

10%
10% 10% 10% 10% 10% 10%

52.5% 5.25% 38% 47% 3.8% 4.7%

4.75% 6.2% 5.3%

55.00%

45.00%

52.5% 5.25%
38% 71% 15% 3.8% 7.1% 1.5% 45%

4.75%
6.2% 2.9% 8.5% 55%

100%

Accomplished

Unaccomplished

Legend: W- Weight % A - % Accomplished per Strategic Goal A Accomplished U - Unaccomplished

END