Directorate/ Office: Center for Jail Excellence and Strategy Management (CJESM) INTERNAL AND EXTERNAL CONTEXT OF THE ORGANIZATION Date: October 19, 2022 Instruction: Complete the necessary information foreach area assocated with each factor. In addon to the Information already supplied, you can a further crterta Is possible to leave certain factors unanswered because some ofthe mentioned elements might not be applicable to some Drectrates/Ofces. ie ‘ny 5 out of 20 CJESM Personnel which undergone the same. ‘Organizational Structure; Delegation of Roles and Responses Roles and responsibities ‘are well-defined 15 25% are working in aful-tme capacty Highy-copable roster of personne f= Lack of Data Analysts) Statscans for ata management ‘Strategy, objectives ‘The Center serves to ensure that the)» Unavallablty of resources to Tecate bureau adopts the Performance | capacty bulding of CIESM. Staff to Governance System methodology under| ensure. the effective management of | JALLPlan 2040 which is the BIMPs| bureaus strategies Roadmap towards being beyond better The staff are well versed in organizational strategies ‘Guidelines, processes, Famework "The Center anchors Islf to the NEDAS| © Office Manual is nt yet fuly-developed “ambisyon 2040" Development Plan and| © Guidelines, Processes and Frameworks the Performance Governance System] " thatare being curentyusedin the office (PGS) Framework not yet institutionalize’ CCapabiies understood terms of resources and| © The offce carrentiy prizes all ts] No physical offce (curently using | knowedge (eg. tine, people, processes, personnel to undergo Governance | incon) systems and technologes) ‘Bootcamp; curently 50% of our Staff has | © PAS of the Center have yet to be Incorporated in the APB J “Changing Les tung afi Neti”This office Fas established a system of| ‘coordination with Directorates Offices and Regions through our designated. Focal Persons to ensure proper cascading “The Center has established social media platforms (F8 Page and YouTube Chance!) to better reach the target autience ‘Data collection and management with Disapproval of the proposal to engage ith social research instiulons ‘Technological (Tecinlogy tat can ate the way you make, dss, and ‘unite your" sareas. THe, Indes. teddy an ‘comune infasrure, coeumer acces to tology, ‘Development of a data management system that will alow a more accurate = Lack of resources “Changing Lives alin afer to”| seing techno, autraton, epilation sud txt, ‘each and novation, btlectial pert reuse, compar {cieley and development, techgy nerves ‘aggregation of data (rom dashboards to scorecard) ‘= Technological advancements within the whole organization in terms of the 4 Perspectives of JALL. Pian 2040 to ensure achievement offs breakthrough Legal (Cure ard re ea and regulon regrets Impact he Poli facors do oss over with ge fcrs wee, hey Gtfernce I that pba factors ae le by gore Pky, ‘> Review of procedures and processes In ‘connection to the realzation of JAIL. Pan 2040 and aligning the same to legal requirements ‘© Lobbying of laws/acts/requatons that are ‘= Lack of stakeholder support (These factors ae ifuenced bythe surenaing eneeent a [pact of ecological aspect. It clues west comete cae, {aeton fcr envrenmeral Tepito, pohon lows Se ‘arg, reqeng are waste management pes, suppor To sonnei ete, 2) Incorporation of ‘Environmental Policies and Guldance in our strategie planning actives ‘whereas el acors mst be cp Wh. necessary to ensure achievement of our ‘bureaus vision Environmental = Our Center would advocate the |» Environment elated activites are ony tangential to the strategic focus of the bureau and isnot considered impactful Prepared by: 101 sons poe JCINSP IAYREX I JUSTINERA Giet of Stat ‘Changing Lives Buing aftr Naton™ ‘Approved by: ISSUPT RENANTE B RUBIO. ‘Chet, OES‘STAKEHOLDER ANALYSIS ‘MP Personnel Proper cascading ofthe basic | Some platforms may nat reach ontorng and evaluation oF pringples and purpose of other target audience ‘cascading techniques and SLALL. Plan 2040 trough the ‘actives fecitated by Regional ‘communication lan Focal Persons to Persone ‘within their AOR | Resional Focal Persons ‘Guidelines specicaly to ensure | A possbilty of ineffective Devise an effective and effective cascading ofthe cascacing ofthe basic concepts | efficent feedback mechanism MP's Roadmap and ideals due to lack of direct from Regions to the Center to knowledge bythe designated ‘ensure prompt response to any Provision of ear quidance to focal persons Issue/concern that may aise ‘ensure relable and valid data | «Different interpretations by ‘capture of strategic and ‘cal persons onthe guidance | data needed for Provided SAL Pian 2040, ‘Scorecard Focal Persons Ensure tat the Programs ‘> isaligned PPAS due to lack of Facltaton of regular strategic Projects and Activites inal proper coordination planing sessions and actives ‘anchored to JALLL. Plan 2040 with decorates and offices “haggis ula Sif Non”“© Avaimentof socal research Lack of resources to aval the serves to know the same ‘community's perception and ‘awareness about the BIMP which shall serve as one of our baseline for strategic planning Tnkerational Organizations ‘Communicaton of ALLL. lan ack of appreciation and ‘= Devise effective communication (UNODC; Australian Embassy/ ICRC) 2040 and ination of projects, understanding on the ‘materials and strategies to ‘programs and activities relative Importance of this strategic persuade stakeholders on the to the realization ofthe plan Importance of the ALL. Plan ‘bureau's roadmap for possible 2040 support ‘consultants "+ Facitation of Benchmarking ‘= Unavalabilty of resources to Inclusion in the centers PPMP (ISA PNP/ DSWD) ‘activities to adopt the best formally aval ISA's consuitaton ‘and AOPB practices and strategic services ‘techniques of said agencies ‘© PNP and DSWD may not always ‘that would insinuate success of be avaiable to guice our ‘ur strategy map bureau Prepared by Reviewed by: ‘oproved by: 301 ymeda-Suyu JICINSP JAYREX. JUSTINERA JSSUPT RENANTE B RUBIO ‘Admin NOR (Chef of Stat (Chit, CES “Chang Lis ung Safer ain” :Date: October 19, 2022 att | ca BBs | Rtg | uy ‘Actions to prevent a Description contac | Ma? | macarons | Acts 3 8 a your process) ‘occurred Some platforms may not reach other| 4 a | Unacceptable | Monitoring and Revisit the Ineffecive | target audience | evaluation of ALL Pian 2040 Cascading of c2scadng techniques | Communication SALLPan | A possibilty of ineffective cascading ‘and aces Pian and 2040 ofthe basic concepts and ideals due. {aciitaled by Regional | incorporate the to lack of direct knowledge by the Focal Fersonsto | Necessary designated focal persons essomel win ther | Trerents Different interpretations by focal persons on the guidance provided Devise an effective | 1 ‘and effcent feedback Misaligned PPAs due to ack of proper ‘mechanism fom coordination | Regions tothe Center | to ensure prompt response to any 'ssue/concer that may arse Facitaion of regular strategc planing sessions and actives with directorates anc offices “Changing Lis uly a Sefer Nati”Lack of ‘Lack Of resources to avail social 5 Fs 4 ‘Unacceptable | Tndlusion in the ‘Heighten efforts Resourcesto research ‘ss to brow the carters PrnPand [tp enare tp raergo.”[eommunty’s* pecepton” ang sore brass born {eetaton and |awereness abou the EMP wich gpa or | Sal seve a one of our baseline fr Aaivaion of maces ec pare Natl Advioy | Counc tact Ureatabity of resources to | the, beau on fermaly val TSAS"consutaton inating potent services | ae NP and OSWD may not aay be bvatale to guide the bureau prepared by evened by oorove by: poi eked cos JEINSP 2AYREX. ERA _—_SSSUPT RENANTE B RUBIO fain NOR Siero sat chit, ESM “chap Lins: ulin a Safe Nation= TIKELTHOOD TTMPACT/ CONSEQUENCES RISK ACCEPTANCE ing Risk/Event ‘Occurence | ‘most Certain: ‘plein 2 monthe | Catastrophe: = ‘Very high probably of occurence ‘Can resi tn dscotinuity/toppage of Isexpeted/Expecte tocar ‘operations legal noncompliance; r severe 5 | most creumstonces. damage to organizations reputation; significant Cameras hha to empoyess orth partis resulting in fatty ‘kl ‘Grae every montis | Major: Probabity of ocumence is Can resuit in nonconforming services; deayed «4 | expected probably occur in alvery; customer compat dsrupten of — ros creamstances operators; serious castes resuting inthe crepe long-term pia impaiment of personel or requires confinement | Possile/Moderate: ‘Once every TS years | Moderate: ae Probabity of ecurence Is Can rest nthe inconsistent implementation of | 3 | reasonabiy expected; happened in processes and procedures to a certain degree, Tolerable Fesuting in inconsent delivery of service, ‘moderate harm to employees o hid partes. Unkle ‘Ghee every #5 yeas | Minor ‘2 | Probailtyof occurence ow Minimal negative impacto the organization; 7 ‘can be posily accepted ati minor harm to — employees or third pats Rare: ‘hoe every TO veers | Hnsigniticant= : Nornegatve impact at. i ‘Amst rot possible to occur at all “Chong Lis ulin Sf Nation”