STRATEGY REVIEW DIVISION (SRD)

DIVISION FUNCTIONS

  1. Responsible for the conduct of periodic review of strategies and identification of performance gaps;
  2. Study and recommend best practices to improve strategic outcomes;
  3. Collate and document best practices and lessons learned for replication and adoption; and
  4. Perform other tasks as directed.

SECTIONS AND THEIR FUNCTIONS

  1. Monitoring and Evaluation Section (MES)
  • Manages the development of a comprehensive monitoring and evaluation framework including performance indicators and standards for each aspect of the organization’s processes;
  • Conduct competency training for  the CPSM SRD staff on the use of Monitoring and Evaluation tools;
  • Develops a comprehensive reporting mechanism where result of the evaluation shall inform the development of new strategies;
  • Examines periodic reports and submits the corresponding evaluation reports to assist leadership in decision making;
  • Develops system and establish mechanism for collecting data to monitor the development of defined indicators under the comprehensive reporting framework;
  • Ensure conduct of periodic evaluation as an integral part of the Monitoring and Evaluation system;
  • Implements the project monitoring and evaluation strategy and recommends any possible changes based on the lessons learned;
  • Ensures that established guidelines for project monitoring and evaluation for different project components are implemented;
  • Monitors and reports on the performance of the programs in the region and suggests measures to improve the monitoring system;
  • Assists the Chief, SRD and Chief, OAD in preparing periodic reports on the activities, schedule, and financial status of all project components in a standard reporting format;
  • Coordinates with the concerned Offices/ Units on meeting the monitoring and evaluation requirements; and
  • Coordinates with SMUs and local communities, service providers and local government units to ensure a long-term approach to participatory monitoring and evaluation process.

2. Change Management and Best Practices Section (CMBPS)

  • Develops and implements a change management framework to ensure the adoption and greater understanding of the management of change within the organization;
  • Maximizes the Change Management Team to make them consistently deliver exceptional service and continuous improvements in the change management framework;
  • Builds strong relationships with CPSM personnel to facilitate the effective management of change;
  • Engages and develops senior Officers to lead in change management;
  • Develops new and appropriate strategic objectives into transformational change programs;
  • Coordinates with the DHRDD’s General Doctrine Development Division for the collection of best practices, as reported by the PROs/NSUs.
  • Organizes teams to process best practices utilizing approved criteria to extract information that can be used for planning, operations management, policy direction and doctrine development;
  • Disseminates best practices and lessons learned to include practices adopted by other leading private and public organizations;
  • Coordinates with OAD-IT Alignment Section in publishing the best practices online;
  • Gathers the outstanding performance and initiatives that were exemplified by PNP Units/Offices which contribute mainly to the attainment of the PNP’s Vision and proper execution of the PNP’s Mission;
  • Analyzes and recommends best practices showed by PNP Units/Offices for further replication nationwide and proposes similar outstaying program fitting to every area/location. Works closely with all Division and Sections to gain ownership on refining best practices to be replicated;
  • Assesses and documents the lessons learned to avoid doing the same mistakes in the past strategies;
  • Organizes annual learning events to share best practices between and among staff once every two years; and
  • Reviews the performance indicators and reports produced by different   stakeholders and suggests necessary changes;