Strategic Planning and

Development Workshop
for the
Office of the Chief Minister
(OCM)

FACILITATORS’ REPORT
from the SUBATRA Project

for the
Office of the Chief Minister (OCM)

Table of Contents
March 2021
 TABLE OF CONTENTS

Page

I. Background 3
II. Strategic Planning Process Framework 3
III. Strategic Planning Management Tool 4
IV. OCM’s Mandate and Goal 4
V. Workshop Schedule 5
VI. Workshop Outputs 6
VII. Strategic Plan, Workplan and Proposed Activities 22
VIII. Annexes 26

List of Figures

Figure 1: Strategic Planning Process Framework 3

Figure 2: Mandate and Goal of OCM 4

List of Tables

Table 1: Schedule of Activities 5

Table 2: Core Values of OCM 6
Table 3: Vision and Mission of OCM 7
Table 4: External Environment Issues 7
Table 5: Internal Environment Issues 11

Table 6: Identified Strengths of OCM 14

Table 7: Identified Weakness of OCM 15
Table 8: Identified Opportunities of OCM 15
Table 9: Identified Threats of OCM 16
Table 10: SWOT Matrix of OCM 16
Table 11: Strategies ranked in terms of Prioritization 17
Table 12: Strategic Plan per Programmatic Areas 21
Table 13: Strategic Plan of OCM with Outcome and Output Indicators 22

Annexes

Annex A: Programme 26
Annex B: Workshop 2 Vision Outputs of 6 groups 29
Annex C: Workshop 3 Mission Outputs of 6 groups 30
Annex D: Recommendation on Next Steps 31

2|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
I. BACKGROUND

The European Union (EU) project “Support to the Bangsamoro Transition” (SUBATRA)
provides technical assistance for capacity building of executive and legislative branches of
the BTA (during transition) and, further Bangsamoro Government (after transition). This EU
five-year project has the overall objective to contribute to a peaceful, cohesive, secure, and
inclusively developed Bangsamoro. This project has the following purpose for the Executive:

 Purpose 1: enhanced capacity of the BTA’s executive branch to efficiently handle the
transition through improved capacity of the executive branch superstructure to plan,
impulse and monitor transitional policies as well as enhanced capacity of the
administrative machinery, especially key governance ministries, to implement
policies and deliver basic social services

One of the project’s assistance to BTA is the provision of technical expertise during the
conduct of the Strategic Planning and Development Workshop for the Office of the Chief
Minister (OCM).

II. STRATEGIC PLANNING PROCESS FRAMEWORK

The 3-day workshop facilitated by strategic planning experts followed the Strategic Planning
Process Framework from Fred David.

Figure 1: Fred David’s Strategic Planning Process Framework

3|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
This strategic planning management process framework is composed of three stages:

Strategic Formulation – is the stage where there is development of vision, mission, and
identifying organization internal strengths and weaknesses (SW) and external opportunities
and threats (OT) , goal setting, strategy and selection.

Strategic Implementation – is called “the action stage” where the organization needs to
establish the objective, policies and allocate resources.

Strategic Evaluation – is the final stage of the strategic plan where the management needs
to know when the particular strategies are not working well, by reviewing, measuring
performances and taking corrected actions.

The assistance of the SUBATRA Project covered the Strategic Formulation part where the
facilitators were able to generate the OCM’s core values, vision, mission, SWOT, and
strategies from the participants. The facilitators also employed the technology of
participation (ToP) to enable participants collectively formulate the OCM‘s strategies.

III. STRATEGIC PLANNING MANAGEMENT TOOL

The workshop employed a high-level strategic management approach to evaluate possible

strategies. The Quantitative Strategic Planning Matrix (QSPM) provides an analytical method
for comparing feasible alternative actions for an organization from the analysis of its
internal and external environment scan results. The QSPM needs as well, the organizations
goal, SWOT table which plots the office’s strengths, weaknesses, opportunities and threats
and the SWOT Matrix which analyzed the effect of the SWOT as against each other.

IV. OCM’S MANDATE AND GOAL

All workshop outputs were all anchored in the Office of the Chief Minister’s mandate and
one of the 8 Development Goals of BARMM based on the Bangsamoro Development Plan
(BDP).

Figure 2: Mandate and Goal of OCM

MANDATE

The mandate of the Office of the Chief Minister

(OCM) is to respond to the specific needs and
requirements of the Chief Minister to achieve the
purposes and objectives inherent in the exercise of
his/her powers and functions as the Head of the
Bangsamoro.

4|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 GOAL

Establish the foundations for an inclusive,

transparent, accountable, and efficient governance

V. WORKSHOP SCHEDULE

Table 1 shows the workshop schedule which was conducted from March 1-4, 2021 at the
Microtel by Wyndham Hotel in General Santos City.

Table 1: Schedule of Activities

Date Activities
March 1 PM: Meet and Greet

March 2 AM: Inputs from the authorities on the following: Administrative Code,
Strategic Performance Management System (SPMS), Bangsamoro Development
Code, OCM’s mandate and current organizational structure

PM: Start of the following workshops

Workshop 1: Formulation of Core Values
March 3 AM: Continuation of the workshops
Workshop 2: Formulation of Vision
Workshop 3: Formulation of Mission

PM: Continuation of the workshops

Workshop 4: External Environment Scan
Workshop 5: Internal Environment Scan

March 4 AM: Continuation of the workshops

Workshop 6: Consolidation of Strengths, Weaknesses, Opportunities and
Threats and Putting weights to the SW and OT Tables
Workshop 7: SWOT Matrix – analyzing the SWOT and generation of strategies

PM: Continuation of the workshops

Workshop 8: QSPM Matrix – analyzing all strategies as against the SWOT
Workshop 9: OCM Workplan

The detailed program is found in Annex A.

5|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
VI. WORKSHOP FINAL OUTPUTS

The following narrative stipulates OCM’s core values, Vision, Mission, SWOT Table, SWOT
Matrix and Strategies which are all anchored on its Mandate and Goal No. 1 from the 8
Development Goals, that OCM contributes to.

CORE VALUES

There were 6 groups who thought of their respective values and upon consolidation, most
of them have common morals and ethical standards that they want OCM to also imbibe to:

Table 2: Core Values of OCM

Integrity Grounded from moral governance which is the policy of OCM

Most violated by employees*
In the service of Bangsamoro, do things in accord to morals and
ethical standards
Encompasses other values
Incorruptible people*
Gets across both rick and personal
Excellence Trusted by government and a duty to do the best
Excellence in delivering services
Provide best for the Bangsamoro
Inclusivity No one is be left behind
Not excluding any parties
Honor Fought for identity as Bangsamoro
Respect Acknowledges the different backgrounds and beliefs
Embraces diversity
Basic of all values
Just Avoid injustices
Avoid direct and indirect violence
Trust Needed in transformational leadership as lead office
Responsive Quick response to problems and plans with actions.

VISION AND MISSION

Participants were able to collectively consolidate and agreed to the vision and mission
statements below. These were also validated, affirmed and approved by the representatives
of OCM senior management.

6|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 Table 3: Vision and Mission of OCM

VISION

The Office of the Chief Minister shall be the premier institution

Embodying the principle of Moral Governance
in realizing the Bangsamoro struggle and attaining the peoples’ aspirations.

MISSION

To exemplify leadership in providing responsive support to the Chief Minister in the

formulation and execution of strategic policies and quality service delivery.

EXTERNAL ENVIRONMENT SCAN

Issues surrounding the external environment of OCM are depicted on the following table.
Six groups worked to identify these issues in terms of political, environmental, socio-
cultural, technology, economic and legal aspects.

Table 4: External Environment Issues

AREAS PROJECTION OPPORTUNITIES THREATS

Political Proposed  (2022 elections) the o (2022 elections) the
Extension of President-elect may President-elect may not
the support the extension support the extension of
Bangsamoro of the Bangsamoro the Bangsamoro Transition.
Transition Transition o The delivery of previously
 Continuation of the established programs,
implementation of projects, and activities will
programs, projects, be halted.
and activities.
o Low political stability
would tend to hamper the
delivery of basic services.

 Higher political
stability would create o Low-level coordination will
Level of an environment that cause delay in the
Political would encourage implementation of
Stability foreign investment. programs and projects.

 Strong relations will

ensure completion of
transition programs
7|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
AREAS PROJECTION OPPORTUNITIES THREATS
Inter- and projects.
Governmenta  It will also ensure
l Relations cascading of National
Programs and Projects
to BARMM.
Economic Potential  Local investors inside o Advent of global pandemic
increase of and outside that may hamper
business Bangsamoro territory investments
investments
opportunities o Pending enactment of the
 Increase of revenue Code; Issue of political
generation to fund border
Approval of Bangsamoro programs
Revenue and initiatives
Code o Unstable peace and order
 BARMM as Halal and security; Global
Industry Hub pandemic

Global o Lack of quality control

patronage to standard to market the
eco-tourism  Increase socio- products
and halal economic
industry opportunities for
revenue generation an
employment
Culture and
Tradition
Festivities
Socio- *KAPYANAN  Community-based o Conflict of interest of
cultural  Conglomeration local politicians
 Form urbanised o Lack of commitment of
communities contractors
 Investment o Community acceptance
Opportunities o Ethnocentrism
 Tolerance among (Oppression Olympics)
different cultures
and beliefs

 Engagement with
Private Hospitals
and
*AMBAG Pharmaceuticals o Compliance of Partner
 Adoption of Hospitals
SAJAHATRA
Program for
Indigent
8|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
AREAS PROJECTION OPPORTUNITIES THREATS
Bangsamoro

 Partnerships with
National Line
Agencies and
*BCH External Funders o Anti-terror
 Cultural Exchange Law/Tagging/Discrimin
Program ation
 Sustainable o Perception of
cultural enterprise communities
 Mainstreaming of o Sustainability
Bangsamoro o Implementation of
Histories, Arts, and mainstreaming
Culture o Compliance of LGUs for
 Implementation of culture and arts
cultural programs o Ethnocentrism
and activities of (Oppression Olympics)
the LGUs o Restrictions brought
 Tolerance among about by the pandemic
different cultures o Pandemic
and beliefs
 Revival and
recovery of
cultural activities
and tourism
 Closer ties with
ASEAN partners
Technologica Internet  Additional options for o Delayed implementation
l Connectivity internet o Peace and order
provider/source: o Power interruption
DITO – More Option
for the consumer o Unavailability of validated
DICT – Provide free and updated data
access of internet in o Authenticity of data
public places
o Cost
 Easy access of o Available technology
Data Banking information
and Archiving  Easy retrieval
 Easy formulation of
plans and programs

 Academic institutions
Use of Data offering the course
Science

9|P age
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
AREAS PROJECTION OPPORTUNITIES THREATS
Laws Bangsamoro  Opportunity for MILF o Qualifications set by the
Policing and MNLF qualified CSC, NAPOLCOM, DILG and
members to join the PNP may not be met by
PNP. most members.

o Congress reservations on
the part of the LCEs.
 The continuance of
Extension to services that were
2025 hindered by the Covid o Methods or procedure
pandemic. needed to effect the
transfer
 More office space for o Reluctance on the part of
BARMM employees some NGA’s to effect the
Transfer of  Incurring less expense transfer.
the Physical on rent or lease of
Assets in the office outside BGC o The tedious work and high
BGC to be degree of technicalities
utilized by required in aligning
different conventional banking and
BARMM Shariah banking.
Ministries  Foreign investments
and agencies. that allows to shariah
ruling

Establishment
of Shariah
Banking in
the
Philippines

10 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
INTERNAL ENVIRONMENT SCAN

An internal environment scan was also conducted to determine issues that besiege the OCM
as an institution. To be more systematic, the issues identified were according to its
departments: human resources, finance, administration, operations and knowledge
management.

Table 5: Internal Environment Issues

DEPARTMENTS HISTORICAL STRENGTH WEAKNESS

PERFORMANCE
Human Slow Recruitment,  The Bangsamoro o There are
Resources Selection, and Placement Job Portal – overlooked factors
process inclusive and in paper evaluation
transparent. since it is being
done manually.
o Only 18% of
positions in the
approved NOSCA of
Variance in number of OCM have been
Job Orders and Contracts  Reinforced filled.
of Service vs. Organic workforce of OCM-
Personnel BARMM o Lack of
accountability
Received complaints and among JOs and
appeals from disqualified COSPs.
applicants.  Responsiveness of
HRMD Personnel.
Delay in payment of
salaries of employees o Absence of
 Availability of grievance of
funds for payment mechanism.
of salaries.

o Inability to
consolidate
necessary
requirements in
time.
Admin Procurement System  Well documented o Requires longer
processing time
o Not Cost efficient

Inadequate facilities,  Opportunity to o Limited client to be

personnel and office improve/develop/b served
space uild a new facility
11 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
DEPARTMENTS HISTORICAL STRENGTH WEAKNESS
PERFORMANCE

Lack of skilled personnel  Opportunity for o Target

personnel performance not
development thru met
capacity building
program

Finance 4.153 Billion Worth of  Strong Philippine o Lack of funds for

Investment for FY 2019 Investment promotional
Promotion collaterals and
Program of BBOI; limited
due to enhanced participation in
security and order inbound/ outbound
in BARMM vicinity investment mission
No appropriation for
Capital Outlay (CO)  Increased fund
particularly on the o Lack of Knowledge
Capital Outlay (CO) Management (KM)
from the outgoing
Weak Internal Control personnel; lack of
System permanent
 Enactment of personnel
Bangsamoro
Administrative o ARMM Service
Code Manual (Quality
Management
System) not
revisited, reviewed,
and revised to suit
BARMM set-up
Operations OCM Special Programs  Struggle of the o Lack of baseline
that bring government Bangsamoro data
closer to the people boosts the o Unfinished
Government of the programs
Delayed response Day to create o Inadequate
concerning the national special programs capacity to manage
government’s program  OCM’s programs to the program
that resulted to OCM’s the people respond
intervention in creating to the needs of the
and implementing people
programs  Programs
implemented by
the OCM is
inclusive regardless
of territorial
12 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
DEPARTMENTS HISTORICAL STRENGTH WEAKNESS
PERFORMANCE
location

Knowledge Management systems of  Readily-accessible o Registry platform

Management cultural data and data yet to be
knowledge products established
available

Job Portal, website, data

server, internet, and  IC platforms o Infra outdated;
employee database “mabenta” absorptive capacity
established of management of
job applications
low
Integrated library system
established
 Easy access and o Computer
retrieval of infrastructure
bibliographic outdated
Database management information
system upgraded;
security measures  Upgrading led by
established top management o Document storage
area not
Knowledge and work permanent/disturb
process unretained (COS ed
staff, no turnover)  Skilled personnel
o No permanent
Document/multimedia  Skilled personnel employees
management system  IC platforms
established but still “mabenta” (job o Tech infra outdated
challenged portal; database, and needs
etc.) upgrading
Knowledge/data/systems Info/Knowledge
retention challenged  BOL/BAC/BCSC
(Contract-of-service give importance to o Management
personnel, no turnover) KM; Tech systems systems
upgrading personnel’s
supported by absorptive capacity
agency heads low
Legal and documentary (multitasking)
bases for new knowledge  Data management
still developing and and storage o Document storage
becoming more complex systems of some areas needs
(BOL; Priority codes; IGR, agencies available expansion
etc.)
13 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
SWOT TABLES

Below matrices were the enumerated Strengths, Weaknesses, Opportunities and Threats
(SWOT) based on the results of OCM’s external and internal environment assessment
conducted in the previous workshop. Each identified SWOT was supported with context and
explanations that were presented and documented during plenary.

Strengths Table

There are about 22 strengths enumerated by the participants in the workshop for OCM,
which were from the context of Human Resources, Administrative, Finance, Operations, and
Knowledge Management. Participants consolidated all of these into 6 major strengths found
in Table 6.
Table 6: Identified strengths of OCM

Strengths Remarks and Explanations

1. Creation of the Bangsamoro Job Portal that
ensures equal opportunity for employment.
2. Funds are available for the advancement of
personnel development thru capacity building
program.
3. Enactment of Bangsamoro Administrative
Code that ensures proper delineation of
functions of the different offices under OCM.
4. People-responsive and need-focus PPAs are
being implemented thru its Flagship Program.
5. Availability of document and Information
Management System that stores and maintains
records that are readily accessible.
6. The passage of the BOL paved the way for the
allocation of the Block Grant that ensured fiscal
autonomy for the BARMM government.
- Provides fair chance to all people who desire to
apply; Accessible anywhere.
- Creation of additional capacity building
program to equip new employees with necessary
skills is feasible.
- Responsibility of each is properly defined.
- Services for the people is properly delivered on
time through OCM's flagship program.
- Keeps information/documents for future
references.
- Have autonomy is using funds without the
restrictions of national policies.

Weaknesses Table

Of the 23 weaknesses enumerated by the participants, most were focused on Knowledge

Management and Human Resources. These include, but not limited to the following: a) no
permanent employee, b) low absorptive capacity of personnel (with multitask
responsibilities), c) outdated technical infrastructures, d) registry platform is not yet
established, e) absence of grievance redress mechanism, among others.

14 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 Table 7: Identified weaknesses of OCM

Weaknesses Remarks and Explanations

1. Absence of Documented and Consolidated
Quality Service Manual that details the policies,
functions, processes of each
offices/services/division of OCM.
2. Inadequacy of facilities, equipment, and
technological advancements which results to
inefficient and ineffective processing of
transactions.
3. Delayed recruitment selection and placement
process for plantilla positions which results to
frequent employee turn-over
4. Lack of Baseline data in program planning and
implementation.
5. Lack of skilled personnel to perform highly
technical functions.
- No readily available document for reference.
- Unavailability of up-to-date technology that
responds to signs of times.
- .4 million unprocessed applicants. Only 60k
processed. Other persons currently in office
cannot be held accountable.
- Unavailability of baseline data as point of
reference affects planning of crucial efforts and
initiatives.
- Strong financial support in capacity building but
lack of skilled personnel

Opportunities Table

There were about 34 opportunities enumerated by the participants in the workshop which
were from the context of Political, Economic, Socio-cultural, Technological, Legal, and
Environmental. These were further narrowed down into 5 items found on Table 8.

Table 8: Identified opportunities of OCM

Opportunities Remarks and Explanations

1. Strong political stability w/ support from the - Easy retrieval for plans and programs.
National Government and International
communities.
2. Support, engagement, and commitment of
communities, international partners, national
government agencies, local and traditional
leaders and other stakeholders for strong
partnership, social cohesion, promotion of
Bangsamoro identity and tolerance.
3. Availability of internet service providers for
internet services easy access to infirmation for
BARMM.
4. Strengthened trade and investment for Halal - Halal industry existing for so long that benefits
Industry and local products thus increasing the not only Muslim but all people as well.
revenue and increasing the investors’ confidence
in the Region.
5. Strengthened Islamic banking and financing - Strengthen Shariah banking for BARMM.
system.

15 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
Threats Table

Of the 32 threats enumerated by the participants, most were focused on Socio-cultural and
Technological. These include, but not limited to the following: a) Ethnocentrism (Oppression
Olympics), b) Conflict of interest of local politicians, c) Anti-terror Law/Tagging/
Discrimination, d) Compliance of LGUs for culture and arts, e) Restrictions brought about by
the pandemic, f) Unavailability of validated and updated data, g) power interruption, h)
unavailability of technology, among others. But these were narrowed down into three major
threats found on Table 9.

Table 9: Identified threats of OCM

Threats Remarks and Explanations

1. Disruption in the implementation of programs
and projects due to low level of coordination
between the National and Bangsamoro
Government, pandemic restrictions, political
instability, disasters/climate change,
geographical inaccessibility, and peace/order
situation.
2. Challenged knowledge management in
BARMM because of outdated tech infra and
baseline data deficit.
3. Risks of overlooking the management of
expectations of the public.
- Capture disruption of program and project
implementation.
- Geographical inaccessibility
- Closing of business establishments will affect
funding and support of the government. Current
restrictions might include economic situation
because of pandemic.
- No available baseline data.
- Inaccessibility because of limited
transportation, especially in the island provinces.
- Consider high influx of applicants and
unmanaged expectation that might result to
mistrust and confidence.

SWOT ANALYSIS OF THE OCM

The SWOT Matrix is a consolidated presentation of all the strengths and weaknesses as
matched to the opportunities and threats of OCM. They were all analyzed and were the
basis for key strategies formulation. Table 10 identifies all the 11 Strategies as top priorities
for OCM’s first 5 year of operation.

16 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021

VISION, MISSION, GOALS OF OCM
Vision: The Office of the Chief Minister shall be the premier institution
embodying the principle of Moral Governance in realizing the
Bangsamoro struggle and attaining the peoples’ aspirations.
Mission: To exemplify leadership in providing responsive support to the
Chief Minister in the formulation and execution of strategic policies and
quality service delivery.
Goal: Establish the foundations for an inclusive, transparent,
accountable, and efficient governance
OPPORTUNITIES
1. Strong political stability w/ support from the National Government
and International communities.
2. Support, engagement, and commitment of communities, international Partner with iNGOs for funding support and technical assistance
partners, national government agencies, local and traditional leaders
and other stakeholders for strong partnership, social cohesion,
promotion of Bangsamoro identity and tolerance.
3. Availability of internet service providers for internet services easy
access to infirmation for BARMM.
4. Strengthened trade and investment for Halal Industry and local
products thus increasing the revenue and increasing the investors’
confidence in the Region.
5. Strengthened Islamic banking and financing system.
THREATS
1. Disruption in the implementation of programs and projects due to low Establish an inter-agency knowledge management system serving
level of coordination between the National and Bangsamoro
Government, pandemic restrictions, political instability, disasters/climate
change, geographical inaccessibility, and peace/order situation.
2. Challenged knowledge management in BARMM because of outdated Strengthen strategic formulation, development, and execution of
tech infra and baseline data deficit.
3. Risks of overlooking the management of expectations of the public.
Table 10: SWOT Matrix of OCM
STRENGTHS
1. Creation of the Bangsamoro Job Portal that ensures equal
opportunity for employment.
2. Funds are available for the advancement of personnel
development thru capacity building program.
3. Enactment of Bangsamoro Administrative Code that ensures
proper delineation of functions of the different offices under
OCM.
4. People-responsive and need-focus PPAs are being
implemented thru its Flagship Program.
5. Availability of document and Information Management
System that stores and maintains records that are readily
accessible.
6. The passage of the BOL paved the way for the allocation of
the Block Grant that ensured fiscal autonomy for the BARMM
government.
S X O Strategies
Establish strong network and linkages with development partners
for capacity building programs
in software development projects for document and information
management systems
Establish mechanisms to ensure effective and efficient
implementation of the OCM Flagship Programs
S X T Strategies
multi-purpose services with a centralized physical infrastructure.
government policies and plans that supports the development of
enabling institutions.
Establish standard systems and procedures on government
services and intensify its public awareness
WEAKNESSES
1. Absence of Documented and Consolidated Quality Service Manual
that details the policies, functions, processes of each
offices/services/division of OCM.
2. Inadequacy of facilities, equipment, and technological
advancements which results to inefficient and ineffective processing
of transactions.
3. Delayed recruitment selection and placement process for plantilla
positions which results to frequent employee turn-over
4. Lack of Baseline data in program planning and implementation.
5. Lack of skilled personnel to perform highly technical functions.
W X O Strategies
Institutionalizing investment generation mechanism and programs
Partner with iNGOs for funding support and technical assistance in
software development projects for document and information
management systems
Establish mechanisms to ensure effective and efficient
implementation of the OCM Flagship Programs
Strengthening the Human Resource Development System in the OCM.
W X T Strategies
Strengthening the established guidelines and policies of OCM to
ensure stakeholders' paticipation and visibility of programs and
services to the grassroots.
Fastracking the hiring process, establish data management system,
and intensify the capacity of personnel to efficiently implement PAPs
and address challenges.
Upgrading the facilities, equipment and technology in response to
knowledge management challenges in BARMM.
STRATEGIES PER RANK AND PRIORITY

The participants from 4 groups were able to rank their respective strategies and put weights
in terms of how attractive or relevant these strategies in responding to each of the
enumerated strengths, weaknesses, opportunities and threats. These were all consolidated
and arranged from highest scored strategy to the lowest.

Table 11: Eleven (11) Strategies ranked in terms of Prioritization

Rank Strategy Options Scores

Establish standards systems and procedures on
1 7.81
government services and intensify its public awareness
Strengthen strategic formulation and execution of
2 government policies and plans that supports the 7.07
development of enabling institutions
Institutionalizing investment and revenue generation
3 6.57
mechanisms and programs
Establish inter-agency KMS serving multi-purpose services
4 6.56
with the centralized physical infrastructure
Fast tracking the hiring process, establish data
management systems, and intensify the capacity of the
5 6.48
personnel to efficiently implement PAPs, and address
challenges
Strengthening the established guidance and policies of
6 OCM to ensure stakeholders' participation and visibility of 6.37
programs and services to the grassroots
Partner with iNGOs for funding support and technical
7 assistance in software development projects for document 6.29
and information management systems
Establish mechanisms to ensure effective and efficient
8 6.22
implementation of the OCM Flagship programs
Strengthening the human resource development system in
9 6.03
the OCM
Establish strong network and linkages with development
10 5.84
partners for capacity building programs
Upgrading the facilities, equipment and technology in
11 5.59
response to knowledge management challenges to BARMM

1. Establish standards systems and procedures on government services and intensify its
public awareness

The Bangsamoro Administrative Code was just passed in the later part of 2020. Transitioning
from ARMM to BARMM underwent several processes, merging of agencies, inclusion of
Cotabato City and 63 barangays in North Cotabato, phasing in and phasing out of human
resources, including transition from unitary form of government into parliamentary form of
government. The Bangsamoro constituents are certainly waiting for the immediate delivery
of government services. It is noted though, that there are various bureaucratic layers that
the new Bangsamoro Transition Authority has to endure which highly affect the flow of
public goods and services from the duty bearers down to the Bangsamoro communities.

With the passage of the Bangsamoro Admin Code and Bangsamoro Civil Service Code, it is
imperative that BARMM thru the OCM shall establish standards on systems and procedures
and be able to communicate these to the public to raise awareness and enjoin their support
towards the development in BARMM.

2. Strengthen strategic formulation and execution of government policies and plans that
supports the development of enabling institutions

It is noted that the pace of the formulation and execution of BARMM policies and plans are
not yet at their optimum levels. At the onset, the BARMM shall be able to deliver immediate
delivery of results that shall provide quick impact to the lives of the Bangsamoro. To make it
happen, the above strategy must be carried out in a timely fashion.

3. Institutionalizing investment and revenue generation mechanisms and programs

The OCM shall facilitate the immediate institutionalization of investment and revenue
generation mechanism in BARMM. One of the best features of BARMM is that it has its fiscal
autonomy. With the establishment of BARMM, investment in the area is already ripe.
Investors, both local and international, are just on standby mode due to absence of enabling
environment and ease of doing business. Opening the “gate” for investment is now timely.
But BARMM must ensure that the government is ready to deal and management
investments.

In the BOL, there are a lots of revenue sources that BARMM can generate. It is just a matter
again of the readiness of BARMM to implement these mechanisms and programs.

4. Establish inter-agency KMS serving multi-purpose services with the centralized

physical infrastructure

The BARMM has a sizeable number of knowledge products lodged in its various ministries,
agencies and offices. To maximize this wealth of information, there must be a centralized
physical infrastructure that will serve as knowledge management center of BARMM in the
OCM.

5. Fast tracking the hiring process, establish data management systems, and intensify
the capacity of the personnel to efficiently

As noted so far, only 18% of positions in the approved NOSCA of OCM have been filled and
data management system is not yet fully established in BARMM. It is highly imperative to
fast track the hiring process to be able to catch in filling the desired human resources needs
of the BARMM to make responsive towards the realization of Moral Governance.

19 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
6. Strengthening the established guidance and policies of OCM to ensure stakeholders’
participation and visibility of programs and projects

As premier institution in the BARMM, the OCM shall immediately establish policies and
guidelines to demonstrate its core values and ensure participation of its stakeholders in an
inclusive and transparent manner.

7. Partner with INGOs for funding support and technical assistance in software
development projects for document and information

Establishment of database management system in BARMM is one of the top priorities of the
government especially in the OCM. During the transition, the capacity of the government to
do software development and like is still low. Thus, support of the development partners in
the helping the BARMM catch up in the digital era is highly anticipated.

8. Establish mechanism to ensure effective and efficient implementation of the OCM

Flagship programs

The OCM has several flagship programs from humanitarian, rehabilitation and infrastructure
development. To ensure that these programs will provide impact to the lives of the
Bangsamoro, a mechanism on project development, project implementation, monitoring
and evaluation shall be established

9. Strengthening the human resource development system in the OCM

The prime mover of the OCM is its human resources. With the established and functional
human resources management and development system in the office, it is expected that it
will fulfill its mandate and deliver quality services to support the Chief Minister.

10. Establish strong network and linkages with development partners for capacity
building programs

As a new political entity, the BARMM certainly welcomes network and linkages with
development partners in building its capacity in various offices in the OCM such as: human
resources, administrative management, financial management, operations, knowledge
management, among others.

11. Upgrading the facilities, equipment and technology in response to knowledge

management challenges to BARMM

The technological capacity of BARMM is still at its lower level. In realizing its mandate,
digitalization of the systems and processes will be an advantage to support the OCM reach
its vision as premier institution in BARMM.

20 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
STRATEGIES PER PROGRAMMATIC AREA

All of these strategies are for implementation. The scores only represent the order of
priorities which is recommended for OCM to act upon immediately. These strategies were
further classified into three categories so OCM can very well track accomplishments based
on three programmatic areas: (A) Institutionalization of OCM, (B) Planning and Operations,
and (C) Monitoring and Evaluation.

Table 12: Strategic Plan of OCM per Programmatic Areas

Ranking of Strategic Options based on QSPM

Rank Strategy Options Scores
A. Institutionalization of OCM
Establish standards systems and procedures on government
1 7.81
services and intensify its public awareness
Strengthen strategic formulation and execution of
2 government policies and plans that supports the 7.07
development of enabling institutions
Fast tracking the hiring process, establish data management
5 systems, and intensify the capacity of the personnel to 6.48
efficiently implement PAPs, and address challenges
Strengthening the established guidance and policies of OCM
6 to ensure stakeholders' participation and visibility of 6.37
programs and services to the grassroots
Strengthening the human resource development system in
9 6.03
the OCM
Establish strong network and linkages with development
10 5.84
partners for capacity building programs
B. Planning and Operations
Institutionalizing investment and revenue generation
3 6.57
mechanisms and programs
Partner with iNGOs for funding support and technical
7 assistance in software development projects for document 6.29
and information management systems
Establish mechanisms to ensure effective and efficient
8 6.22
implementation of the OCM Flagship programs
C. Monitoring and Evaluation
Establish inter-agency KMS serving multi-purpose services
4 6.56
with the centralized physical infrastructure
Upgrading the facilities, equipment and technology in
11 5.59
response to knowledge management challenges to BARMM

21 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
VII. STRATEGIC PLAN, WORKPLAN AND PROPOSED ACTIVITIES

The following matrix below illustrates the initial strategies enumerated by the participants
and corresponding activities, outcome and output indicators of OCM. These are all anchored
in OCM’s vision, mission, goal and mandate.

Table 13: Strategic Plan of OCM with Outcome and Output Indicators

Office of the Chief Minister Strategic Plan

Vision: The Office of the Chief Minister shall be the premier institution embodying the principle of
Moral Governance in realizing the Bangsamoro struggle and attaining the peoples’ aspirations.

Mission: To exemplify leadership in providing responsive support to the Chief Minister in the
formulation and execution of strategic policies and quality service delivery.
Goal: Establish the foundations for an inclusive, transparent, accountable, and efficient governance

Strategies Outcome and Output Indicators

A. Institutionalization of OCM
Strategy 1: Establish standards systems and procedures
on government services and intensify its public
awareness
Activity 1: Application to ISO 9001:2015 documentation
requirements to certify the OCM's quality management
systems
Activity 2: Development of a communication plan
Activity 3: Development of an Operational Plan
Activity 4: Development of an M&E Plan
Strategy 2: Strengthen strategic formulation and
execution of government policies and plans that
supports the development of enabling institutions
Activity 1: Approval of organizational structure, budget,
and staffing pattern of remaining newly-created
attached agencies and offices (at the OCM level)
Standards systems and procedures on
government services and intensify its public
awareness established
Number of Manual of Operation developed
and installed
Number of workshops conducted
Number of internal mock audits conducted
Number of communication plans produced
Number of Operations Plan developed
Number of M&E Plan developed
Strategic formulation and execution of
government policies and plans that supports
the development of enabling institutions
strengthened
Percentage of newly-created attached
agencies and offices endorsed to MFBM

Activity 2: Development of a Cabinet Manual Number of Cabinet Maual produced

Activity 3: Development of standard Monitoring &
Evaluation system of policies and programs executed by Number of MOA Program/Project M&E
the Ministries, Agencies, and Offices. system developed

Activity 4: Conduct series of Legal and Policy Research
Strategy 3: Fast tracking the hiring process, establish
data management systems, and intensify the capacity of
the personnel to efficiently implement PAPs, and
address challenges
Number of legal and policy research
conducted
PAPs are efficiently implemented.
Functional data management system installed

22 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 Office of the Chief Minister Strategic Plan
Vision: The Office of the Chief Minister shall be the premier institution embodying the principle of
Moral Governance in realizing the Bangsamoro struggle and attaining the peoples’ aspirations.

Mission: To exemplify leadership in providing responsive support to the Chief Minister in the
formulation and execution of strategic policies and quality service delivery.
Goal: Establish the foundations for an inclusive, transparent, accountable, and efficient governance

Strategies Outcome and Output Indicators

Activity 1: Establishment of human resource and
financial systems, processes, and mechanisms
Activity 2: Establishment of data management system
Activity 3: Conduct of TNA and capacity development
sessions
Strategy 4: Strengthening the established guidance and
policies of OCM to ensure stakeholders' participation
and visibility of programs and services to the grassroots
Activity 1: Crafting of communication plan
Activity 2: Capacity Building
Activity 3: Information, Education and Communications
Campaign
Activity 4: Establishment of helpdesk and/or hotline
Strategy 5: Strengthening the human resource
development system in the OCM
Activity 1: Upgrading of Human Resource Information
System
Activity 2: Development of an Individual Competency
Profile
Activity 3: Conduct of a Training Needs Assessment to
harness the skills and potentials of OCM Personnel
Strategy 6: Establish strong network and linkages with
development partners for capacity building programs
Activity 1: Job Matching, "Putting the right person in the
right job"
Activity 2: Establish collaboration with training service
providers and experts
Number of human resource and financial
system established
Number of data management system set
Number of cap dev sessions conducted
Number of participants capacitated
Guidelines and policies for programs and
services of OCM operationalized and IEC
intensified
One (1) communication plan crafted
Fifteen (15) capacity building activities
conducted
Two (2) IECs conducted per ministry every
year
Five (5) stakeholders' forum conducted
Five (5) annual reports published
Sixty (60) radio program aired
One (1) helpdesk established
One hotline established
Human resource development system in the
OCM strengthened
Human Resource Information System
developed
Percentage of individual competency profile
evaluated
Number of TNA conducted
Strong network and linkages with
development partners for capacity building
programs established
Percentage of reviewed job description
Number of training service providers officially
engaged as the official TSPs of OCM in
capacity building activities

23 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 Office of the Chief Minister Strategic Plan
Vision: The Office of the Chief Minister shall be the premier institution embodying the principle of
Moral Governance in realizing the Bangsamoro struggle and attaining the peoples’ aspirations.

Mission: To exemplify leadership in providing responsive support to the Chief Minister in the
formulation and execution of strategic policies and quality service delivery.
Goal: Establish the foundations for an inclusive, transparent, accountable, and efficient governance

Strategies Outcome and Output Indicators

B. Planning and Operations

Strategy 1: Institutionalizing investment and revenue Investment and revenue generation
generation mechanisms and programs mechanisms and programs institutionalized
Activity 1: Facilitate the passage of a revenue code

Activity 2: Strategic research and development on

profiling and mapping of baseline business linkages
among suppliers and service providers
Activity 3: Showcase products and investment
opportunities in BARMM through a Bangsamoro
Investment Summits
Strategy 2: Partner with iNGOs for funding support and Partnership with iNGOs for funding support
technical assistance in software development projects and technical assistance in software
for document and information management systems development projects for document and
information management systems established

Activity 1: Collaboration with the development partners

to access fund support and technical assistance in
software development on database management
Activity 2: Development of software on OCM’s database
management
Strategy 3: Establish mechanisms to ensure effective
and efficient implementation of the OCM Flagship
programs
Activity 1: Establish institutional arrangement on the
implementation of OCM Flagship Programs
Activity 2: Establish implementing mechanism to ensure
effective and efficient implementation of OCM Flagship
Programs
C. Monitoring and Evaluation
Strategy 1: Establish inter-agency KMS serving multi-
purpose services with the centralized physical
infrastructure
Activity 1: Development of inter-agency knowledge
management systems
Number of partnership agreement signed
Number of functional software developed
Implementing mechanism to ensure effective
and efficient implementation of OCM Flagship
Programs established
Number of institutional agreements approved
Functional Implementing mechanism
Inter-agency KMS serving multi-purpose
services with the centralized physical
infrastructure established
Number of workshops conducted
Number of KM Service process manual
developed

24 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 Office of the Chief Minister Strategic Plan
Vision: The Office of the Chief Minister shall be the premier institution embodying the principle of
Moral Governance in realizing the Bangsamoro struggle and attaining the peoples’ aspirations.

Mission: To exemplify leadership in providing responsive support to the Chief Minister in the
formulation and execution of strategic policies and quality service delivery.
Goal: Establish the foundations for an inclusive, transparent, accountable, and efficient governance

Strategies Outcome and Output Indicators

Number of KM system procured
Strategy 2: Upgrading the facilities, equipment and
Facilities, equipment and technology are
technology in response to knowledge management
upgraded and operationalized
challenges to BARMM
1. Invest in advancement of technology Number of technological platforms utilized

2. Procure equipment to address baseline data deficit Number of equipment procured

25 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
 ANNEXES

A. PROGRAMME

Strategic Planning and Development Workshop

Date: March 1-5, 2021
Venue: MICROTEL, General Santos City

Flow of Program
Day 1 March 1, 2021 (Monday)
Time Activity Assigned Person/s
7:00 AM – 8:00 AM Assembly All Participants
8:00 AM – 8:30 AM Departure from Official Station All Participants
12:00 NN – 1:00 PM Arrival/Registration At Aerostar Hall, Microtel
1:00 PM – 2:00 PM Lunch Buffet At Aerostar Hall, Microtel
2:00 PM – 2:30 PM Room Check-in
2:30 PM – 3:30 PM Break Time/ Prayer
3:30 PM – 4:00 PM Opening Prayer
National Anthem
BARMM Hymn
4:00 PM – 4:15 PM Opening Remarks ABDULLAH M. CUSAIN
Asst Executive Secretary
4:15 PM – 4:30 PM Message ABDULRAOF A. MACACUA
Executive Secretary
4:30 PM – 5:00 PM Introduction of Participants OCM Participants
Expectations
5:00 PM – 6:00 PM Socialization OCM Participants
6:00 PM Dinner At Aerostar Hall, Microtel

Day 2 March 2, 2021 (Tuesday)

Time
8:00 AM – 8:30 AM
8:30 AM – 8:40 AM
8:40 AM – 10:00 AM
Activity Assigned Person/s
Registration TMS Team
Opening Prayer
Defining the Bangsamoro
ATTY. SHA ELIJAH B. DUMAMA-ALBA
Administrative Code of
Attorney General, BARMM
BARMM

26 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
10:00 AM – 10:15 AM
10:15 AM – 12:00 AM
12:00 NN – 1:00 PM
1:00 PM – 2:00 PM
2:00 PM – 3:00 PM
3:00 PM – 3:30 PM
3:30 PM – 5:00 PM
6:00 PM
Time
8:00 AM – 8:20 AM
8:20 AM – 8:30 AM
8:30 AM – 9:15 AM
9:15 AM – 10:15 AM
10:15 AM – 10:40 AM
10:40 AM – 12:00 NN
12:00 NN – 1:30 PM
1:30 PM – 3:00 PM
3:00 PM – 3:30 PM
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
Break Time
Strategic Performance DOMINADOR E. GONZALES, JR.
Management System (SPMS) Acting Director III, CSC-BARMM
Lunch Break/Prayer
Continuation of Strategic
Performance Management
System (SPMS)
Socio-economic Profile of the
Bangsamoro Region and ENGR. MOHAJIRIN T. ALI
st
Overview of the 1 BDP 2020- Director General, BPDA-BARMM
2022
Break Time/ Prayer
Continuation of Socio-economic
Profile of Bangsamoro Region
and Overview of the 1st BDP
2020-2022
Dinner At Aerostar Hall, Microtel
Day 3 March 3, 2021 (Wednesday)
Activity Assigned Person/s
Registration TMS Team
Opening Prayer
Recap
General Mandate and NARCISA D. MACOG
Organizational Structure of OCM Director III, AMS-OCM
Workshop 1: Identifying the and Resource Person/ Lead Facilitator
Mission Statement of the OCM OCM Participants
Break Time
Workshop 2: Core Values of the Resource Person/ Lead Facilitator
OCM OCM Participants
Lunch Break/Prayer
Workshop 2: Identifying the Resource Person/ Lead Facilitator
Vision Statement of the OCM OCM Participants
Break Time/Prayer
27 | P a g e
3:30 PM – 5:00 PM
5:00 PM
Time
8:00 AM – 8:20 AM
8:20 AM – 8:30 AM
8:30 PM – 10:00 PM
10:00 AM – 10:15 AM
10:15 AM – 12:00 NN
12:00 NN – 1:00 PM
1:00 PM – 3:00 PM
3:00 PM – 3:30 PM
3:30 PM – 5:00 PM
6:00 PM
Time
9:00 AM – 10:00 AM
10:00 AM
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
Workshop 3: Scanning the OCM Resource Person/ Lead Facilitator
Environment (SWOT Analysis) OCM Participants
Dinner At Aerostar Hall, Microtel
Day 4 March 4, 2021 (Thursday)
Activity Assigned Person/s
Registration TMS Team
Opening Prayer
Recap
Workshop 4: Strategic Issues of Resource Person/ Lead Facilitator
the OCM OCM Participants
Break Time
Workshop 5: Strategic Goals of Resource Person/ Lead Facilitator
the OCM OCM Participants
Break Time/Prayer
Workshop 6: Developing the Resource Person/ Lead Facilitator
Work Plan of the OCM OCM Participants
Closing Program
 Giving of Certificates
 Video Presentation
 Summary
Closing Remarks NASSER P. IBRAHIM
Planning Officer V, TMS-OCM
Dinner At Aerostar Hall, Microtel
Day 5 March 5, 2021 (Friday)
Activity Assigned Person/s
Assembly Time
Departure
28 | P a g e
B. WORKSHOP 2: VISION (6 GROUPS)

GROUP 1
- The Office of the Chief Minister shall be the premiere agency in the Bangsamoro that
faithfully demonstrates excellent public service, unwavering integrity, responsiveness, and
inclusivity, thereby epitomizing the highest standard of moral governance.

GROUP 2
-We envision the Office of the Chief Minister shall be the center of excellence in the delivery
of public service to the Bangsamoro people upholding integrity, inclusivity, responsiveness
and promoting justice based on trust, respect and honor grounded on moral governance.

GROUP 3
-In the spirit of moral governance, the OCM envisions to be the pioneer in providing inclusive
and responsive services to the people with Honor, Excellence, Accountability, Respect, and
Trust. (HEART) #GobyernongMayPuso

GROUP 4
-· The Office of the Chief Minister reputed for operating under an unyielding system of
competence, transparency, and accountability, and distinguished in the delivery of public
service for its moral governance
· The Office of the Chief Minister shall be the embodiment of the Bangsamoro peoples’
aspiration for an excellent moral governance that promotes services with integrity,
responsive, respectful to the rights of others, inclusivity and trustworthy towards a just,
develop and morally upright society/ummah
· A pioneering office that is geared towards excellent, responsive, and inclusive public
service delivery to all Bangsamoro communities
· Empowered by highly reliable public servants dedicated to serving the people and the
Bangsamoro
· To be the hallmark of excellence in Public Service

GROUP 5
-A premiere institution in the delivery of quality services towards the attainments of the
aspirations of the Bangsamoro people, guided by moral governance.

GROUP 6
- a model institution with integrity, self-reliant, responsive, and inclusive to address the
plight of the Bangsamoro people

29 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
C. WORKSHOP 3: MISSION (6 GROUPS)

GROUP 1
-To take the lead of exemplifying Moral Governance by providing quality, effective and
responsive management support system and services specific to the needs of the Chief
Minister

GROUP 2
-The Office of the Chief Minister shall be fully responsive to the needs of the Bangsamoro
people by providing quality support services to the Chief Minister in the pursuit of his/her
mandate.

GROUP 3
-OCM commits to :
1. Provide inclusive and responsive Quality services to the people with utmost quality.
“ramdam ng tao”
2. Ensure quality service

GROUP 4
- To provide leadership in the delivery of public service through efficient, innovative,
and compassionate workforce that adheres to Moral Governance and promotes
inclusiveness as a means to the attainment of a brighter future of the Bangsamoro.

GROUP 5
- To efficiently support the needs of the Chief Minister for the strategic execution of policies
and effective delivery of services that would bring the Government closer to the
Bangsamoro people.

GROUP 6
- To provide assistance and help the Chief Minister in the execution of office policies and
implementation of development programs which are anchored to its objectives and
deliverables.

30 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021
D. RECOMMENDATIONS ON NEXT STEPS

A number of capacity building activities and institutionalization development activities are

recommended for the Office of the Chief Minister to sustain the gains of this Strategic
Planning and Development Planning Workshop. Here is the list of activities ranked in terms
of priority with 1 being the first priority.

No. Activity Timeframe Jan – Jun Jul – Dec 2022 and

2021 2021 onwards
1 Operations Planning and M&E 4-5 days 
Workshop
2 VMG and Strategic Planning 3 days  
Development Workshop of other
Agencies under the OCM
3 ISO 9001:2015 Certification Technical 6-8 
Assistance months
4 SPMS Orientation and Planning 3 days 
Workshop
5 Series of Leadership Courses (e.g. 2-5 days  
Basic, Advance, Executive, etc.)
6 Communications Planning, Social 4-5 days 
Media Management, Marking and
Branding Workshop
7 Team Building 1-2 days  
8 Knowledge Management Training 3 days 
Workshop
9 Establishment of a KM Systems 4 months 
Technical assistance
10 Other HR-related personality 3 days 
development-related trainings (e.g.
Gender and Development, Other
Stress Management, Conflict
Resolution,

31 | P a g e
Office of the Chief Minister (OCM)
Strategic Plan, March 2021