Pops Plan Guidebook Oct 2016 V 2

Peace and Order and Public Safety
(POPS) Planning Guidebook
Department of the Interior and Local Government

CY 2016
TABLE OF CONTENTS
1
Introduction……………………………………………………………… i
About The POPS Planning Guidebook………………………………... iii
Definition of Terms ……………………………………………………. iv
Acronyms………………………………………………………………….vi
10 Steps in Developing and Monitoring the Implementation

of Peace and Order and Public Safety Plan:
An Instruction Guide for the POC Secretariat………………………… vii
DRAFTING THE POPS PLAN: A STEP BY STEP GUIDE PER CHAPTER
Chapter A .Review of Local Strategic Direction………………………. 1
Chapter B. Peace and Order and Public Safety Situation…………….. 5
Chapter C .Priority Peace and Order and Public Safety Challenges…… 11
Chapter D. Objectives, Strategies, Targets, Indicators, and Baseline Data.. 14
Chapter E. Critical Policies, Programs, Projects, Services and Activities… 18
Chapter F. Funding Requirements…………………………………………… 19
Chapter G. Implementation Arrangements and

Annual Implementation Plan................................................. 20
Chapter H. POPS Plan Monitoring and Evaluation and Reporting……….. 21
Chapter I. Communicating Results to the Public

and to the Stakeholders…………………………………... 26
Chapter J. Summary……………………………………………………………. 27
Chapter K. Annexes…………………………………………………………….. 27
Tools and Forms…………………………………………………….
Sources of Information……………………………………………..
Legal Bases…………………………………………………………...
List Boxes
Box 1: Vision and Mission Statements and Goals

Box 2: Guide Questions for Conflict Analysis and Problem Identification
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Box 3: Important Guidelines in Articulating Causes and Effects
Box 4: Sample Response Strategies
List of Tables
Table A: VISION-GOAL DESCRIPTORS

Table B: Peace and Order and Public Safety Situation Matrix
Table C: PRIORITIZING PEACE AND ORDER AND PUBLIC SAFETY ISSUES
Table D: Strategy Formulation Matrix by POPS Issue
Table E: Activity Matrix by Strategy
Table F: Funding Requirements
Table G.1: Collaboration Matrix
Table H: Indicator Profile
Table I: Stakeholders Analysis
Table I.2J: Communication Plan
Annexes
Annex 1: List of Peace and Order and Public Safety Indicators from the Rationalized Planning
Indicators and Data Set (RaPIDS)
Annex 2: Conflict Analysis and Problem Identification
Annex 3: Household Survey Questionnaires (Sec. A-B; C-D; E)
Annex 4: Guide Questions for a (Community Level) Focus Group Discussion
Annex 5: Guide to Facilitate Write-up for Peace and Order and Public Safety Profile
Annex 6: Determining the Vision-Reality Gap
Annex 7: Determining the Priority POPS Issue
Annex 8: Identification of Indicative Responses to Peace and Order and Public Safety Priority Issues
Annex 9: Stakeholder Analysis
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Introduction
Pursuant to Section 116 of Republic Act No. 7160, or the “Local Government Code of 1991”,
and Executive Order No. 773, s. 2009, which calls for the further reorganization of the Peace and
Order Council, every Province, City, and Municipality is mandated to create a Peace and Order
Council (POC). Likewise, every Barangay, pursuant to E.O. No. 366, s. 1996, is mandated to
create a Barangay Peace and Order Committee (BPOC) as the implementing arm of the
City/Municipal POC.
Based on the above, then Secretary of Interior and Local Government Jesse M. Robredo issued a
Memorandum Circular dated February 17, 2011 reminding all Local Chief Executives and
Sanggunian Members of the duties and functions of the Peace and Order Council. The MC
mentions the formulation of a Peace and Order and Public Safety Plan, with a suggested outline
and examples. However, a manual or guide was not drafted to operationalize the said POPS Plan.
On November 2, 2015, Memorandum Circular 2015-128, entitled Guidelines on the Formulation

of Peace and Order and Public Safety Plan, was issued. This Guidebook serves as the operational
manual of the said MC.
The POPS Plan is a 3-year term based plan which shall be incorporated in the Comprehensive
Development Plan (CDP) of the Local Government Unit. It is to be formulated and approved by
the Peace and Order Council to improve life in the communities by ensuring social protection
and safety in the locality. As a requirement for consideration and review of the Department of
Interior and Local Government (DILG) and endorsement to the Department of Budget and
Management (DBM), the Plan will be the basis of approval for budget allocation for the
Confidential Fund.
Linking the Confidential Fund to the POPS Plan
Pursuant to JMC No. 2015-01, entitled “GUIDELINES ON THE ENTITLEMENT,

RELEASE, USE, REPORTING AND AUDIT OF CONFIDENTIAL AND/OR
INTELLIGENCE FUNDS,” Confidential Fund refers to the lump sum amount provided as
such in the General Appropriations Act (GAA) for NGAs, in appropriation ordinances for LGUs,
and in Corporate Operating Budget for GOCCs, for their Confidential Expenses.
Confidential Expenses refer to expenses pertaining/related to surveillance activities in civilian

government agencies that are intended to support the mandate or operations of the agency.
LGUs whose peace and order is a priority concern and which have duly allocated Confidential
Fund (CF), but not Intelligence Fund (IF), in their annual appropriation ordinances are entitled to
CF, provided that specific amount for Peace and Order Programs is included in their POPS
Plan and, provided further, that there is a specific appropriation for Peace and Order Programs in
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their annual budget. The computation of allowable CF of an LGU shall be based on the
budget of the LGU’s Peace and Order Programs only.
The total amount for CF shall not exceed thirty percent (30%) of the total annual amount
allocated for the LGU’s Peace and Order Programs.
About the Guidebook
This POPS Plan Guidebook will serve as a guide for all concerned in the preparation of peace
and order and public safety plan of the locality.
The Tools and Forms in this Guidebook are non-prescriptive and may or may not be used by the
local planners, subject to the needs of the LGU.
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Definition of Terms
1. Local Chief Executive (LCE)

Highest elected official in a locality (e.g. Governor and Mayor).
2. Integrated Area/Community Public Safety Plan (IA/CSP) –

Consists of the programs and activities, within the POPS Plan, which are being
implemented by the local PNP stations.
Section 51 (b) (2) of Republic Act No. 6975, or the Department of the Interior and Local
Government Act of 1990 states that, “The municipal/city mayor shall, in coordination with
the local peace and order council of which he is the chairman pursuant to Executive Order
No. 309, as amended, develop and establish an integrated area/community public safety
plan embracing priorities of action and program thrusts for implementation by the local
PNP stations.”
3. Peace
An environment where conflicts are managed well; individuals and communities are able to
fully develop their potentials and attain progress; and freely exercise their rights with due
regard for the rights of other while being equally mindful of their responsibilities. (OPPAP,
2009)
4. Peace and Order and Public Safety Plan (POPS Plan)

3-year plan consisting of programs and activities on peace and order and public safety in a
particular locality, which is formulated by the local POC within 100 days after the
assumption of office of a newly elected Local Chief Executive.
5. Provincial Public Safety Plan

MC 2015-128: Consolidated IA/CPSP of the cities and municipalities within the province.
6. Security
A state or condition wherein the country’s interests, its sovereignty, territorial integrity and
democratic institutions, and the people’s way of life, cherished values, welfare and well-
being are preserved. (National Security Council, 2010).
Acronyms
AFP Armed Forces of the Philippines
AIP Annual Investment Program
BFP Bureau of Fire Protection
BJMP Bureau of Jail Management and Penology
CBMS Community Based-Monitoring System
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CDP Comprehensive Development Plan
CICL Children in Conflict with the Law
CSO Civil Society Organizations
CSWD City Social Welfare and Development
DepEd Department of Education
DILG Department of the Interior and Local Government
DOJ Department of Justice
DPWH Department of Public Works and Highways
DRRM Disaster Risk Reduction and Management
DSWD Department of Social Welfare and Development
ED Enforced Disappearance
EJK Extra-Judicial Killings
ELA Executive Legislative Agenda
ELK Extra-Legal Killings
GAD Gender and Development
GSIS Government Service Insurance System
LCE Local Chief Executive
LDIP Local Development Investment Program
LDRRMP Local Disaster Risk Reduction and Management Plan
LGPMS Local Government Performance Management System
LGU Local Government Unit
LPRAP Local Poverty Reduction Action Plan
LSWD Local Social Welfare and Development
MC Memorandum Circular
MMDA Metro Manila Development Authority
NCIP National Commission on Indigenous Peoples
NCMF National Commission on Muslim Filipinos
NGO Non-Governmental Organization
OCA Office of the Court Administrator
OPPAP Office of the Presidential Adviser on the Peace Process
PAO Public Attorney’s Office
PCW Philippine Commission on Women
PDEA Philippine Drug Enforcement Authority
PNP Philippine National Police
POC Peace and Order Council
POPS Peace and Order and Public Safety
RPS Rationalizing the Local Planning System
SC Supreme Court
SSS Social Security System
TWG Technical Working Group
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PEACE, SECURITY, AND DEVELOPMENT: A POST-2015 DEVELOPMENT GOAL
The concept of human security dates back to 1945, although the concept as it is known today was first
introduced by the United Nations in 1994. Recently, Goal No. 16 of the new set of Sustainable Development
Goals, again reflects human security, as it aims to: promote peaceful and inclusive societies for sustainable
development, provide access to justice for all and build effective, accountable and inclusive institutions at all
levels.
Along this goal, states are expected to reduce all forms of violence, and governments and communities should
find lasting solutions to conflict and insecurity. The UN has emphasized the need to look at the causes of
poverty, not only its symptoms. It also recognizes a number of factors, which can move countries from
poverty to wealth, among which is the ‘absence of conflict’.
The Office of the Presidential Adviser on the Peace Process (OPPAP) in its Guidebook on Conflict-Sensitive
and Peace-Promoting (CSPP) Local Development Planning explains that human security provides an
integrative link between peace and development (2009, p. 17). It means “security of people, including their
physical safety, their economic and social well-being, respect for their dignity and worth as human beings, and
the protection of their human rights (2009, p. 19)”.
Peace, security, and development are the underlying pillars for human security, the framework used to guide
the formulation of Peace and Order and Public Safety (POPS) plan for local governments.
Towards mainstreaming the three pillars of development for pursuing POPS towards fulfilling Goal No. 16 in
the Philippines, LGUs shall adopt specific interventions (programs, projects, services, and activities – PPSAs)
and incorporate these into existing local government processes (planning, programming, and implementation).
DILG Memorandum Circular No. 2015-128 mandates the Peace and Order Councils (POCs) to oversee the
preparation of POPs plan through a POPS Technical Working Group, which shall serve as the focal point for
coordinating with the local council to incorporate the POPS plan into the Comprehensive Development Plan.
Peace and Development Agenda
Embedding peace and security concerns in development agendas can be captured in the concept of human
security. Adopting conflict-sensitive and peace (CSPP) building approaches based on the Resource Pack on
Conflict Sensitive Approaches (2004), an international initiative of peace organizations, defines conflict
sensitivity as the ability of an organization to: (1) understand the context in which they operate; (2) understand
the interaction between their intervention and the context; and (3) act upon the understanding of this
interaction in order to avoid negative and maximize positive impacts.
According to the Office of the Presidential Adviser on the Peace Process (OPPAP), peace is generally defined
as a state of quiet or tranquility, as an absence of disturbance or agitation. At the minimum, peace refers to
absence of violence or war. However, it may not just be necessarily so; instead it means addressing the root
causes of conflict (OPAPP, 2016).
Applied in the Philippine context, the Conflict Sensitive and Peace Promotion (CSPP) Approach means
understanding the interaction between the context and roots of conflict, and to identify proposed peace
interventions that do not exacerbate the conflict situation in an area.
The current administration (2016 – 2022) outlines six paths to Peace in its Peace and Development Agenda:
1. Meaningful implementation of the Framework Agreeement on the Bangsamoro (FAB) and the
Comprehensive Agreement on the Bangsamoro (CAB) towards healing in the Bangsamoro
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2. Completion of implementation of remaining commitments under the GPH-MNLF Peace Agreement for a
just closure
3. Accelerated signing and implementation of peace accords with communist insurgents
4. Immediate conclusion of the peace process with CPLA and RPMP-RPA-ABB
5. Peace promoting catch up socio-economic development in conflict affected areas
6. Building of a culture of peace and conflict sensitivity
Fig. 1. Conflict Sensitivity and Peace Promotion (CSPP) Approach as guide to OPAPP
Community Service and Oriented Planning (CSOP) in POPS

(Source: NAPOLCOM Briefing Material 2016)
Community Service Oriented Policing (CSOP), defined

CSOP is a philosophy that promotes organizational strategies, which support the systematic use of
partnerships and problem solving techniques, to proactively address the immediate conditions that give rise to
public safety issues, such as crime, social disorder, and fear of crime.
CSOP as a philosophy
CSOP is often misunderstood as a program or set of programs such as, foot patrols, bike patrols, or police
substations. Although each may be incorporated as part of a broader strategic CSOP plan, these programs are
not CSOP. Rather, CSOP is an overarching philosophy that informs all aspects of police business that
promotes organizational strategies.
CSOP emphasizes changes in organizational structures to institutionalize its adoption. Agencies should be
aligned to support partnerships and proactive problem solving in areas such as training, hiring, reward and
authority structures, technology, and deployment, “which support the systematic use of partnerships”
CSOP recognizes that police can rarely solve public safety problems alone and encourages interactive
partnerships with relevant stakeholders. The range of potential partners includes other government agencies,
businesses, nonprofits, individual community members, and the media. These partnerships should be used to
accomplish the two interrelated goals of developing solutions through collaborative problem solving and
improving public trust.
CSOP adopts problem solving techniques. It emphasizes proactive problem solving in a systematic and
routine fashion. Problem solving should be infused into all police operations and guide decision-making
efforts. Agencies are encouraged to think innovatively about their responses and view making arrests as only
one of a wide array of potential responses.
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The approach aims to proactively address the immediate conditions that give rise to public safety issues.
Rather than responding to crime only after it occurs, CSOP encourages agencies to work proactively develop
solutions to the immediate underlying conditions contributing to public safety problems. Rather than
addressing root causes, police and their partners should focus on factors that are within their reach, such as
limiting criminal opportunities and access to victims, increasing guardianship, and associating risk with
unwanted behavior. This approach aims to address social issues, such as crime, social disorder and fear of
crime. CSOP recognizes that social disorder and fear of crime are also important issues to be addressed by the
police. Both significantly affect quality of life and have been shown to be important contributors to crime. It is
also important for the police and the communities they serve to develop a shared understanding of their
primary mission and goals. The public should be involved in shaping the role of the police and the
prioritization of public safety problems.
POPS concerns and Crisis Management
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10 Steps in Developing and Monitoring the Implementation of Peace and Order
and Public Safety Plan
This serves as an instruction guide for the DILG as the local POC Secretariat and Champion
in POPS Planning.
Step 1
As POC Secretariat, organize the convening your Peace and Order Council (POC) at the start of
the first 100 days of the newly-elected Local Chief Executive (LCE) to initiate the start of the
planning process. To ensure inclusion in the Local Development Investment Plan, it is best that
the planning for POPS is initiated alongside the planning for the Comprehensive Development
Plan (CDP). During the meeting, discuss the process of POPS Planning and identify members for
a POC Technical Working Group (TWG). (Refer to this Guidebook for suggested list of TWG
members.)
Step 2
Recommend to the LCE as POC Chairperson to establish a POC TWG (ref: MC 2015-130 Sec.
A. 2k). Be sure to orient the POC TWG on their Terms of Reference.
The following is the suggested list of members of the TWG:
1. Local Planning Officer

2. Liga ng mga Barangay President
3. Police City Director or Chief of Police
4. Highest Ranking AFP Officer in the area
5. IP Mandatory Representative
6. DILG City Director or Municipal Local Government Operations Officer (MLGOO)
7. City Social Welfare and Development Officer
8. City Environmental and Natural Resources Officer
9. Private sector representative
10. CSO Representative
11. Other members as deemed appropriate and responsive to the local context
Step 3
Ensure that the POC TWG agree on and implement tasks for data gathering and profiling of
POPS. Support the local police and Barangay POC and secretariat in the conduct of discussions
with barangay to develop their respective Barangay POPS Plan, to be incorporated in the
corresponding Barangay Development Plan. The Barangay POPS Plan shall be developed using
the Community and Service-Oriented Policing (CSOP) Strategy of the PNP and the National
Police Commission (NAPOLCOM).
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Step 4
Supervise the convening of the POC TWG in the drafting of the POPS Plan, possibly through a
multi-sectoral workshop. The TWG will do the following:
a. Ensure that the following data are readily available:

1. LGPMS LGU Profile
2. LGU Mission, Vision and Goals
3. Comprehensive Development Plan
4. Barangay Development Plans
5. Crime Statistics from the PNP
6. Local Anti-Crime Action Plan
7. Statistics on Insurgency and Terrorism threats from the AFP, if applicable
8. Data and Statistics on Children in Conflict with the Law
9. Other data and statistics on peace and order and public safety
b. Conduct situation analysis, problem identification and review of local strategic directions based on
the data gathered. This will be presented to the POC for determination of Priority POPS Issues, and
will serve as inputs to the first three Chapters of the POPS Plan. It is highly recommended that the
POC TWG involve the POC in the determination of Priority POPS Issues.
c. Draft the POPS Plan. Use the Step by Step Guide Per Chapter in this Guidebook.
d. Invite other stakeholders as needed to complete the POPS Plan. Tasks are to be assigned to members
of the TWG as needed to complete the write-up of the POPS Plan. This POPS Planning Guidebook
provides tools that may be used for the said purpose.
Step 5
Push for the POC to convene. Ensure that the POC TWG will present the completed draft POPS
Plan to the POC for review and approval.
Step 6
Assist the POC TWG in obtaining budget approval for the POPS Plan. Direct the TWG to
breakdown financial requirements as required for the Local Development Investment Program
(LDIP) and as basis for the computation of Confidential Funds. Annual implementation plans
must be submitted to the Local Finance Committee for inclusion in the Annual Investment
Program (AIP) and the Annual Budget subsequent approval by the Sanggunian.
Step 7
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Once funding for the POPS Plan is approved in the Annual Budget, implement the Policies,
Programs, Projects, Services and Activities (P/P/P/S/As), regularly communicating results to the
public to promote peace and order and public safety.
Step 8
Ensure that the contents of the POPS Plan, particularly the P/P/P/S/As are communicated to
stakeholders to round up support, mobilize, and facilitate implementation. In addition, make sure
that achievements of the implementation of planned activities are also communicated.
Step 9
Monitor implementation of the POPS Plan using the completed Reporting Forms 1 and 2. Based
on findings from monitoring, recommend revisions in the plan as needed for more effective
implementation.
Step 10
Submit semestral POC progress reports using Reporting Form 1 and annual performance
accomplishments using Reporting Form 2.
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A. Review of Local Strategic Direction
In this Chapter, we explore the link between the Vision, Mission and Goals of the local
government, and the concept of peace and order and public safety. This Chapter has three
Sections: 1. LGU Socio-Economic Profile; 2. Local Strategic Directions; and 3. Vision-
Mission-Goal Descriptors.
1. LGU Socio-Economic Profile

This section is a narrative describing the Socio-Economic Profile of the locality.
a. Location
Example: The Municipality of X is located in the Province of Y. It is situated in the
slopes of the ABC Mountains and is landlocked on four corners by City D on the
north, Municipality E on the west, Municipality F on the east, and Municipality G on
the south.
b. Income class and Economy

Example: The Municipality of X is a 2nd class municipality. The predominant source of
livelihood is agriculture.
Annual income is P 85,000,000.00 from agriculture, manufacturing, and operation of

economic enterprises.
c. Demographic profile
Example: The Municipality of X has a predominantly rural population. Approximately
75% percent of the total populace lives in rural areas, while the remaining 24.15%
lives in urban areas.
The Municipality of X has a large youth demographic, with 40% of the total
population younger than 16 years of age. The largest age group, however, is the 15 to
64 range, which comprises 55% of the population. Those aged 65 years and older
represent the remaining 5% percent.
The sex ratio is 90 males for every 100 females.
d. Component LGUs
(Barangays, in the case of the City/Municipality; and Component
Cities/Municipalities, in the case of Provinces)
The Municipality of X has 10 barangays:

1. ___ 6. ____
2. ___ 7. ____
3. ___ 8. ____
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4. ___ 9. ____
5. ___ 10.___
e. Other details
2. Local Strategic Directions

In this Section, we list the LGU’s Vision and Goals as written in the LGU’s
Comprehensive Development Plan. Box 1 is space provided for the LGU’s Vision and
Goals. A sample Box 1 is provided below.
Note
Vision – describes an ideal situation aspired by the local government for the future. It should be
inspiring and challenging, enduring, and easy to understand.
For example: “We envision the Municipality of Cordova to be peaceful, progressive and
ecologically-balanced, whose inhabitants are God-fearing, empowered, self-reliant, living in an
atmosphere of social justice, healthy lifestyle and lead through a transparent and participatory
governance by 2017.”
Goal – describes long-term performance targets that are in line with the local government’s mission
and vision. It describes the local government’s desired state for undertaking a set of planned actions.
It is results-oriented and operationalizes the mission.
For example: Reduce crime rate
Box 1: Vision Statement and Goals

Example:
Vision Statement: A model of balanced development characterized by empowered citizenry, a

safe, secure, and progressive community, competitive economy and guided by a leadership
committed to good governance.
Goals
1. To make our community a safe place to live, work, and do business;

2. To develop a competitive and world class skilled labor force and productive citizenry
3. To organize, mobilize and empower citizenry in the achievement of a safe and peaceful society
Narrative: Description of the significance of Peace and Order and Public Safety to the
LGU’s Local Strategic Direction and the Progress to Date.
The following are guide questions to come up with the narrative for this section:
✓ How would you describe the significance of peace and order
and public safety to the LGU's strategic directions or development aspirations and the
progress to date?
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✓ How are peace and order and public safety actually
contributing to the achievement of the local strategic direction?
3. Vision-Goal Descriptors
In this Section, we extract key words or descriptors in the Vision and Goals, which are
directly or indirectly related to peace and order and public safety.
Note
Vision descriptors – key words that reflect the feature or image of a vision, distinguishing it
from another vision.
For example: “peaceful” (extracted from the sample Vision above)
Success indicators – standards representing aspects of the Vision agains which you would like to
be measured
For example: “peaceful” can mean reduction in crime rate to [target] and increase in crime
solution to [target]
The descriptors may be classified as:
a. Directly Related to POPS- these are descriptors which pertain directly to peace and order and public
safety (e.g. safe, secure, orderly, peaceful, etc.)
b. Require Support from POPS- these descriptors, although not directly relevant to peace and order and
public safety, may be affected by POPS (e.g. progressive, social justice, economic growth, resilient,
competitive, sustainable environment, etc.)
c. Promote Active Participation of Citizens in the Promotion of Peace and Development- these
descriptors refer to the participation of the citizenry in POPS (e.g. empowered citizenry, increased
awareness of constituents, public participation, etc.)
Note that not all classifications need to be filled-up. If the LGU has no descriptors directly
related to POPS, this may simply mean that the LGU’s Local Strategic Directions need to be
revisited, or POPS is not a major concern in the locality since it is generally peaceful.
Once descriptors have been extracted and classified, success indicators of these descriptors
are to be determined. What indicator/s will enable the measurement of the descriptors? You
may refer to your targets in past plans.
Note
Success indicators – standards representing aspects of the Vision against which you would like
to be measured.
For example: “peaceful” can mean reduction in crime rate to [target] and increase in crime
solution to [target].
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Table A: Vision-Goal Descriptors is to be used for this purpose. (Please see example below)
Table A: VISION-GOAL DESCRIPTORS
Vision-Mission-Goal Descriptors Success Indicator

A. Directly Related to POPS (provide targets if available from past plans)
1. Safe Percentage of crime incidence reduced

Percentage of crime solution efficiency
increased
Percentage of drug surrenderees rehabilitated
increased
2. Secure Percentage of deployment of mobile PNP
increased
Percentage of deployment of PNP foot patrol

increased
Number of clients availing free security

assistance program increased
B. Require Support from POPS
1. Progressive Percentage of business permits issued

increased
2. Competitive Percentage of business investments increased
3. Good Governance Presence of community-oriented policies
C. Promote Active Participation of citizens in

the promotion of peace and development
1. Empowered Citizenry Number of CSOs/associations participating in

POPS activities increased
Number of Tanods on foot patrol increased
Number of partnerships between the LGU, PNP

and CSOs increased
Barangay Assemblies conducted in all

barangays
Presence of CSO representatives in Local

Special Bodies
D – N: Additional V-G Descriptors to

Describe Ideal POPS Situation based on
Multi-stakeholder Conflict Analysis Additional Indicators for V-G Descriptors**
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B. Peace and Order and Public Safety Situation
In this Chapter, we look at the current POPS situation in the locality. This Chapter contains two
Sections: 1. The Overview of the Peace and Order and Public Safety Situation in the LGU; and
2. The Peace and Order and Public Safety Situation Matrix.
Make the following source materials available in completing this Chapter:
o Comprehensive Development Plan

o Barangay Development Plans
o Crime Statistics from the PNP
o Local Anti-Crime Action Plan
o Statistics on Insurgency and Terrorism threats from the AFP, if applicable
o Data and Statistics on Children in Conflict with the Law
o Other data and statistics on peace and order and public safety
In addition to the data from the abovementioned sources, other optional tools are included as
Annexes in this Guidebook. Annex 3 provides a suggested survey instrument to conduct a
Household Survey or an FGD Guide (Annex 4) to get an overview of the peace and order
situation from the household members’ points of view.
Analysis of the Peace and Order and Public Situation in the LGU may be started by using any
Conflict Situation Analysis tool. One of the simplest tools is the Conflict Tree Analysis (see
Annex 2). After a discussion on identifying the Core POPS / Peace and Conflict Problem(s), their
underlying causes and effects, we begin the narrative describing the peace and order and public
safety situation of your locality.
The POPS Plan draws the line between Peace and Order and Public Safety, noting that the
computation of the confidential fund is solely based on the budget dedicated to Peace and Order
programs, projects, or activities. Under each category are focus areas that further differentiates
approaches between the two.
a. Peace and Order- includes law enforcement activities that directly address criminality, armed conflict
and human rights violations and bring about the achievement of justice, peace and order; and
b. Public Safety- covers prevention and education activities that protect the community from dangers
affecting their general welfare and safety such as accidents, disaster, and crime.
Under Peace and Order, focus areas are:
▪ Crime and Disorder- violations of the law and situations that disrupt harmonious living within a
community; this shall include violations related to illegal drugs as a mandatory sub-focus area; and
▪ Conflict- for purposes of POPS planning, this refers to a situation where two or more groups are in
disagreement with each other or in disagreement with the State. The source of disagreement may be
over the control and possession of resources; when one party feels deprived, offended or oppressed
by another; or over policies and programs of the State.
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For Public Safety, focus areas are:
▪ Road and Vehicle Safety- refers to situations relative to traffic and road conditions which pose risk to
motorists, passengers and pedestrians; and
▪ Emergency/ Crisis Management and Fire Safety- the organization and management of resources and
responsibilities for addressing all aspects of emergencies, which are unforeseen or sudden
occurrence, especially danger, demanding immediate action. (Republic Act No. 10121: Philippine
Disaster Risk Reduction and Management Act of 2010)
Disaster Risk may be included in this Chapter to present a holistic picture of the LGU POPS
Situation. However, Disaster Risk will not be included in the actual planning for POPS activities,
since the PDRRM Act of 2010 mandates a separate plan specifically for Disaster Risk Reduction
and Management.
The Sections in this Chapter are as follows:
1. Peace and Order and Public Safety Situation Matrix
This Matrix shows us the POPS Situation of the LGU at a glance. The example below
includes indicators required by the CDP, mandatory indicators required by laws and policies
(such as in the case of the anti-illegal drug focus area under Peace and Order), and sample
indicators, for ease of reference. You should also include in this matrix the indicators for your
Vision-Mission-Goal descriptors.
Table B: Peace and Order and Public Safety Situation Matrix is to be used for this
purpose.
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Table B: Peace and Order and Public Safety Situation Matrix
Focus Area Indicator Actual Data
City/Municipality Barangay (if Cases/

(Indicate name of C/M and its available) Qualitative Data
corresponding quantitative
data)
A. PEACE AND ORDER

1. Crime and Disorder
(CDP) Incidence of Index Total: 35 Brgy 1- ___ Incidence is
Crimes (crimes against persons Brgy 2- ___ highest in Brgy ___
such as rape, murder, homicide, Breakdown:
physical injury, kidnapping and Municipality 1-___
crime against property such as
robbery, theft, carnapping, and
City 1-____
cattle rustling) Municipality 2- ____
(CDP) Incidence of Non-Index Total: 5,325
Crimes (violations of laws,
including illegal gambling; illegal Breakdown:
logging; illegal fishing; loose
firearms; illegal drugs; illegal Municipality 1- ____
possession of bladed; pointed or Municipality 2- ____
blunt weapons; violence vs. women
and children (RA 9262); child
abuse (RA 7610); violation of
Kasambahay law; extortion (RA
9160)
(CDP) Crime Volume
(CDP) Crime Solution 89% solution efficiency

Efficiency (4,741 cases solved)
(CDP) Crime Clearance

Efficiency
(CDP) Ratio of police personnel

to total population
(CDP) Number of police
outposts/1000 population
(CDP) Number and types of
human rights violations,
with information on
perpetrators and victims
and disaggregated by sex,
age and ethnicity
election-related violent
22
incidents
Sample Indicator Number of Children in Total: 200 10% of CICL are
Conflict with the Law high school
students
A. 1.
i. Illegal
Drugs
(mandatory
per RA 9165,
NADPA,
DILG MCs)
Number of drug
personalities
Number of drug affected
barangays
Number of drug clearing

operations
Number of buy-bust
operations
Presence of Special Drug
Education Centers (for
P/HUC/ICC only)
Presence of rehabilitation
services for drug
dependents (centers/
outpatient care)
Partnerships with
CSOs/NGOs/POs for
rehabilitation and
aftercare of drug
dependents
2. Conflict
violent incidents related
to armed groups
violent ethnic conflicts
resource-based conflicts
(i.e. minerals, forestry,
agrarian land, water)
(CDP) Number of communities,
households and
individuals displaced by
armed conflict
(CDP) Ratio of military and
police personnel to total
population
23
(CDP) Number and location of
military camps and police
stations
(CDP) Types of issues affecting
Indigenous Peoples (i.e.,
human rights violations,
ancestral domain, natural
resource conflicts,
displacement, royalty tax,
etc.)
(CDP) Number of women who
were affected by gender-
based violence (i.e., in
situations of armed
conflict and natural
disasters, includes sexual
violence, displacement,
trafficking, etc.
(CDP) Number of children who
are affected by armed
conflict (i.e.,
displacement,
recruitment, trafficking,
etc.)
(CDP) Number of former rebels
enrolled in integration
programs, by age, sex and
ethnicity
PUBLIC SAFETY
Road and Vehicle Safety
(Sample indicator) Number of Road
Accidents
(Sample indicator) Number Roads with poor
condition
(Sample indicator) Number of traffic

warning signage
installed.
(Sample indicator) Number of CCTV

installed
Emergency/Crisis Management and Fire Safety

(Sample indicator) Number of barangays
recently affected by
natural calamities
(Sample indicator) Number of fire incidents
(Sample indicator) Number of High Value
Targets
24
(Sample indicator) Number of vital
installations/lifelines
(Sample indicator) Number and type of
available resources to
respond to an emergency
(e.g.
human/physical/financial
resources)/Number and
type of needed resources
2. The Overview of the Peace and Order and Public Safety Situation in the LGU
For the Narrative Summary, based on the profiling done in the POPS Situation Matrix, prepare a
summary profile for the peace and order and public safety issues identified. The guide template
below may be used for the narrative:
“Since (year), (prioritized / major issue) has been happening in (state specific areas, state periods
of time or trends) due to ______________. It has affected (population profile of affected,
provide quantitative data) in the following ways (impact of issue on people, places, processes)
__________________________.
“The following are directly causing the situation of conflict in the locality as evidenced by:
______________________________.
In response to the conflict situation, the following have been the responses by the LGU and
the other stakeholders ________________, with the following results (describe whether strong,
weak, etc.) _______________________.”
The following outline may be used:
a. Crime and Disorder - (Description of challenges, effects and capacities past and current)
▪ Trends in index and non-index crimes, proportion of persons who are victims of crimes, crime
volume, crime solution efficiency, crime clearance efficiency, crime hot spots, presence of threat
groups, no. of barangays affected or threatened (insurgency affectation), household survey results
▪ Effects and implications
▪ Causes
▪ Responses and capacities of the LGU (input and output indicators) and other stakeholders
b. Conflict
▪ Trends in conflict
▪ Causes
c. Road and Vehicle Safety

▪ Trends in road and vehicle accidents
25
▪ Causes
d. Emergency/Crisis Management and Fire Safety

▪ Trends in emergencies experienced in the locality (e.g., medical or health such as epidemics) and fire
accidents
▪ Causes
Annex 5 may also be used as a more thorough Guide to Writing the POPS Situation in your locality.
C. Priority Peace and Order and Public Safety Challenges
This Chapter focuses on identifying priority POPS issues and challenges, stakeholders or people
involved in the implementation of POPS, and what the consequences are if these issues are not
addressed. This Chapter has two Sections: 1. Table on Prioritizing Peace and Order and
Public Safety Issues; and 2. Profile of Priority POPS Issues in the Locality.
The actual data contained in Table B of Chapter B (the Peace and Order and Public Safety
Situation Matrix) is to be used in determining which are the priority POPS issues. In addition, a
Conflict Analysis and Problem Identification may be undertaken.
Box 2: Guide Questions for Conflict Analysis and Problem Identification
Ideally, at the start of your LGU’s development planning, your CDP committees would have
undergone a conflict analyses within a conflict sensitivity and peace promoting framework. If
conflict analyses have not been undertaken, the POC TWG may use the guide questions below for
peace and conflict assessment.
The following are Key Questions for Peace and Conflict Assessment:
1. In which areas and/or sectors do tensions or dissatisfaction currently exist?

2. What are the core problems and lines of conflict?
3. Who are relevant groups of actors in relation to these conflict lines? Which goals are
they pursuing? What power and resources do they possess?
4. Which conflict resolution and bodies and mechanisms exist at the governmental and
non-governmental levels? How are these currently utilized? Are they seen as legitimate and useful
for managing conflicts?
5. Which role does the LGU, Line Agencies and other Government bodies play as actors
in these conflicts? How are they perceived on the ground?
6. Which scenarios for future development (6 months-5 years) are conceivable? What
comprises the greatest potentials for escalation of conflicts? What are the greatest potentials to
prevent escalation and/ or to create peace?
Source: Shaping a Local Peace Agenda: Peace Building and Development Needs as Guideposts
26
To expand your analysis of Gap versus Reality situation of Peace and Conflict in the Locality, a
Gap-Reality Analysis Tool may also be used, which can be found in Annex 6. Other tools for
prioritizing or ranking Peace and Order and Public Safety Issues and Challenges can be found in
Annex 7, which may be used in prioritizing across submitted Barangay POPs.
1. Table on Prioritizing Peace and Order and Public Safety Issues
Prioritizing POPS challenges is best done with the POC. Complete the analysis by first filling in
the information required for columns (b) to (g) of Table C. Upon completion of columns (b) to
(g) following the discussions, issues are then to be ranked under column (a) in determining
priority issues for the 3-year POPS Plan.
Table C: PRIORITIZING PEACE AND ORDER AND PUBLIC SAFETY ISSUES

Ranking Issues/ Manifestations Sources/ Who are Consequence Objectives in
(a) Problems (Where and Causes involved/ s if not addressing the
(b) How) (d) affected addressed issue
(c) (e) (f) (g)
Peace and Order
a. Crime and Disorder
1 Prevalence 23 cases of Unemployment Citizens Fearful To decrease the
of robbery and 56 citizens number of
Robbery/ cases of theft in Insufficient robbery/theft
Theft from last police visibility Decreased cases by 60% at
quarter of CY number of the end of the
2015 to investors third year
present,
occurring in
all barangays
A.1.i. Illegal Drugs
2 Proliferati 5% of the total Unemployment Students, Increase in To reduce the
on of population are Minors, crime rate supply of drugs in
illegal drug dependent Presence of Community, the Municipality
drugs drug pushers PNP Fearful
citizens
Influx of
people from
other places
b. Conflict
Public Safety
c. Road and Vehicle Safety
3 High 14 accidents Undisciplined Motorists, High To decrease
Incidence per month on commuters, death/injuries vehicular
drivers pedestrians
in average rate accidents
Vehicular Unpaved roads
Accidents Low trust in
Lack of traffic the
government
27
signs
d. Emergency/Crisis Management and Fire Safety
Reference:
Column (a): Ranking – numerical value representing the order of priority for the POPS issue, with 1
representing the highest priority (to be filled in after completing column (b) to (g))
Guide Questions: What issue has the highest negative effect on your locality?
What issue has is affecting the most number of constituents?
Column (b): Issues/Problems – phrase describing a challenge in the peace and order and public safety
situation, which is affecting the locality
Guide Question: What are the priority POPS issues in your locality?
Column (c): Manifestations – description of where and how the issue arises; observable condition
Guide Question: How and where does this issue occur?
Column (d): Sources/Causes – description of the reason for the occurrence of the issue
Guide Question: What is the root cause of the issue?
Column (e): Who are involved/affected – list of groups peoples or stakeholders most affected by the issue or
problem or those causing the problem
Guide Questions: Who are involved in bringing about this issue (perpetrators)?
Who are affected if this issue persists?
Column (f): Consequences if not addressed – description of what can happen to the locality or those affective
if the issue is not addressed
Guide Question: What are the consequences of not addressing the issues/problems?
Column (g): Objectives to address the issue – description of that state you would like to achieve in order to
address the issue
Guide Question: What should be the objectives in addressing these issues/problems?
2. Profile of Priority POPS Issues
This Section is for a narrative on the Priority POPS issues drawing from information in Table
C.
The following are guide questions to come up with the narrative for this section:
✓ What are the priority issues?

✓ How were these identified?
✓ Why are they considered priorities?
✓ How and where do they occur?
✓ Who are involved (perpetrators)?
✓ What is its history?
28
✓ What are its impacts?
✓ Who are the vulnerable population? What makes them vulnerable?
✓ In the case of conflict, what factors drive or restrain resolution?
Example:
Since 2015, robbery and theft has occurred in all barangays, with a total of 79 cases reported.
It has affected mostly the age group of the 20-60 year old range. Cash, personal effects, crops,
and livestock are the common valuables to be taken. The cause of the increase of the incidence of
robbery and theft is said to be the decline in employment opportunities in the Municipality.
In response to this, the LGU and other stakeholders prioritized the following measures:
a) Police visibility
b) Provision of livelihood opportunities
c) Coordination between city gov’t and barangays in maintaining peace and order
The proliferation of illegal drugs is also a cause for concern, with 5% of the total population
reported to be drug dependent, and 9 out of 10 barangays are drug affected. This is seen to be
connected to the influx of people coming from other places.
To date, 1826 personalities have surrendered as a result of Oplan Tokhang of the PNP, and the
local government faces a dilemma on the rehabilitation and treatment of the surrenderees.
If this will not be addressed and handled well, there is a probability these surrenderees will go
back to their habits and worse, increase the number of crime incidence in the municipality.
As discussed in the POC Meeting, drug addiction and pushing is tied with insufficient livelihood
in the locality, presence of drug pushers, and unmonitored influx of people from other places.
The following measures are thus to be undertaken

a) Strict Checkpoint
b) Police visibility
c) Coordination between city gov’t and barangays in maintaining peace and order
d) Oplan Tokhang
e.) Increased information dissemination against illegal drugs
As previously mentioned in Chapter B, road accidents have been frequently occurring in the
municipality primarily due to the poor condition of the asphalt road along Road Y, affecting 80%
of barangays. There are also problems with lack of proper signages and poor lighting, and
undisciplined motorists and pedestrians.
To address this, the following actions have been undertaken by the LGU and the other
stakeholders:
a) Coordination with DPWH and the local government in road maintenance
b) Coordination with barangay officials in reporting incidents of accidents and crime
c) Institutionalization of Municipal Public Safety Office
d) Strict implementation of traffic ordinances
29
Box 3: Important Guidelines in Articulating Causes and Effects
 Must be stated in concise phrases
 Must be articulated using ideas that could be quantified
Examples:
Instead of poverty, use levels of poverty index or income levels
Instead of poor justice system, use number of cases filed or number of
resolved/unresolved cases
 Keep in mind that causes are concrete problems that need concrete solutions, thus they must be
articulated in a way that they should appear as problems which planners could easily think of
appropriate responses or solutions.
Example: “Discrimination against minority group” is a catch-all problem that needs to
be broken down so that planners could easily find appropriate responses. We can instead use,
“significant number of crimes committed against minority groups.” This way, planners could
easily come up with solutions such as high visibility of security forces in areas where minority
groups are present.
 To aid in identifying causes and effects, the Conflict Tree Analysis may be used. Aside from
identifying causes and effects, it is also useful to know the stakeholders in the conflict and the history
of the conflict. Hence, the Conflict Tree may be complemented by the Stakeholders’ Analysis and
history of conflict analysis (please see Annexes for details on the tools mentioned).
 Gender dimensions should always be taken into account in coming up with conflict analysis.
30
D. Objectives, Strategies, Targets, Indicators, and Baseline Data
In this Chapter, we use as basis the Priority POPS Issues in the previous Chapter, and further
examine the objectives listed in Table C (Prioritizing Peace and Order and Public Safety Issues)
to come up with recommended strategies that will help us in addressing the issues and achieving
the said objectives. We now consider responses to each issue that are within the capacity of the
local government.
Strategies can focus on different aspects of peace and order and public safety, such as the
offender or the situation. There can be several strategies for one objective. Box 4 below shows us
Sample Response Strategies.
Box 4: Sample Response Strategies

Intervention Space: Crime Prevention and the Conjunction of Criminal Opportunity
Offender Response Strategy

Criminality Intervention in early lives to reduce know risk factors and enhance known
protective factors through family, school and peer groups; supplying remedial
treatment for those who have been convicted
Lack of skills to avoid crime Training offenders in social and work skills
Readiness to commit crime Changing current life circumstances including drug and alcohol problems,
alleviating stressors such as poor housing and reducing conflicts
Resources for committing Restricting resources for crime - control of weapons, tools and information on targets
crime and transfer of criminal knowhow
Decision to commit offense Deterrence - raising the perceived risk and costs of getting caught; awakening
conscience may prompt to anticipate and avoid the pain of guilt and shame
Presence in the crime situation Excluding/deflecting offenders from crime situation
Situation Response Strategy
Target person/property Target hardening, removal, value reduction
Target enclosure Perimeter access and security

Wider environment Environmental design and management, including aiding surveillance, resolving
conflicts and setting rules
Absence of crime preventers Boosting preventers through their presence, alertness, competence, motivation and
responsibility whether through formal control (surveillance, access control),
informal social control, self-protection or avoidance
Presence of crime promoters Discouraging or deterring promoters and awakening their conscience - eg naming
and shaming, civil liability, tackling a criminal subculture, procedural controls or
market reduction
31
Box 5 defines the different result areas: Goals, Objectives, Strategies, Targets, Indicators and
Activities.
Box 5: Summary of Result Areas and Statements

Type Definition Example
Goal -Higher level To have a drug free municipality

-Medium to long term
-An observable and measurable end result having one or
more objectives to be achieved
-Operationalizes the Mission
Objectives -Lower level To reduce the supply of illegal drugs
-Short to medium-term
-A state you would like to achieve
-Operationalizes the Goal within a specific period and
in consideration of specific factors
- Not a strategy or completed activity
Strategies - The key processes you would undertake to reach Undertake weekly buy bust
your objective (how would you meet your objective?) operations.
Targets -A measurement of successful achievement of your By the end of the third year, the
objective within three years number of drug personalities in the
Municipality would have been
reduced by 50%.
Indicators -Standards against which change can be measured or Percentage of drug personalities in
performance determined. the Municipality reduced
-They specify realistic targets for measuring or
judging the achievement of each objective (or
activity).
-They are objective measures that lead any observer
to the same conclusion.
-They provide the basis for review, monitoring and
evaluation, results of which are used to better
manage implementation and plan for subsequent
activities.
Activities - Can be accomplished in days Monitoring of suspected drug
- Undertaken to meet the strategies identified personality
1. Strategy Formulation Matrix by POPS Issue (Table D)
For this Chapter in the POPS Plan, Table D: Strategy Formulation Matrix by POPS Issue will be
used. Determine the targets and strategies for the objectives written in Tool C by completing Tool D
following these steps:
Step 1. Write the objective under C-7 of Tool C in C-1 of Tool D. You may enhance the
objective statement as you see fit. Start with the issue ranked as first priority.
32
Step 2. Discuss and define the standard against which you would like to measure
performance in the achievement of the objective.
Step 3. Set the target for achieving the objective within 3 years.
Step 4. Using the information provided in Chapter/Tool C, define the strategies that will best
lead to the meeting of objectives.
Step 5. Select a ‘champion’ from the POC or POC TWG who will lead and give attention to
the implementation of strategies that will ensure achievement of the objective. A champion
outside the POC may be selected as you appropriate.
Table D: Strategy Formulation Matrix by POPS Issue

Priority POPS Issue:
Objective Indicator Target Strategies Champion
(a) (b) (c) (d) (e)
Reference:
Column 1 (C-1): Objective – a state you would like to achieve

Guide Question: What would you like to achieve?
Column 2 (C-2): Indicator – a standard against which you would like your performance in achieving your
objective measured
Column 3 (C-3): Target – a measurement for successful achievement of your objective within three years
(annual targets will also be used for Form 4 required in a POPS Plan)
Column 4 (C-4): Strategies – the plan of action for the approach taken in meeting the objective. There can be
several strategies for one objective.
Guide Question: How would you meet your objective?
Column 5 (C-5): Champion – the name of the person and the agency who can take the lead in developing and
implementing strategies for the said objective and ensuring the implementation of related activities (policy
change, program, project, activities, and service enhancements).
In defining your target and selecting your indicator, make sure that there is data available that can be
collected at reasonable cost (time, effort, and financial) for credible monitoring and evaluation.
Note
1. Input indicators- Inputs are resources such as people, transport, budget, materials needed to carryout
activities and produce desired outputs.
2. Output indicators- expected results (completed tasks or project deliverables) from the project.
3. Outcome indicator- an end result of an objective
33
Examples:
Objective- To reduce the supply of illegal drugs in the municipality
Input indicator- Number of Trainings on the Anti-Illegal Drug Campaign
Output indicator- Number of persons trained on the Anti-Illegal Drug Campaign
Outcome indicator- Number of barangays cleared of drugs
It is best to come up with Outcome Indicators for purposes of POPS Planning. In Table D below,
note that we are crafting indicators for the Objective, and not the strategies.
Below is an example of a completed Strategy Formulation Matrix:
1. Priority POPS Issue 1

POPS Issue: Prevalence of Robbery/Theft
Objective Indicator Target by 2019 Strategies Champion
(see Box 5 for (see Box 5 for (see Box 5 for definition) (see Box 5 for
definition) definition) definition)
To decrease the Percentage of 2017- reduced by Enhance police COP-PNP

number of robbery/theft 30% visibility
robbery/theft cases cases 2018- reduced by
by 60% at the end 20%
Forge Partnership
of the 3rd year 2019- reduced by with NGO/CSO as LCE
10% force multiplier
Strengthen LGU Info Officer

Advocacy

POPS Issue: Proliferation of Illegal Drugs
To reduce supply of 90% of barangays Strengthen DILG
Percentage of
drugs in the cleared of drugs Functionalities of
barangays
Municipality ADACs
cleared of drugs
Conduct of Anti- COP-PNP
Illegal Drug
Operations
Strengthen Drug MHO, MSWDO

Rehabilitation
Programs
34
POPS Issue: High Incidence in Vehicular Accidents
To decrease Percentage of 2017- 15% Develop and LCE
vehicular accidents vehicular accidents reduction 2018- Implement Road
by 80% 25% reduction Safety Code
2019- 40%
reduction
Improve Road LCE and Municipal

Networks Engineer
Using information provided in Tool D, write a narrative on the targets and strategies to address POPS
issues.
35
E. Critical Policies, Programs, Projects, Services and Activities
This Chapter looks at the POPS Issues, Objectives and Strategies identified in Chapter D to come up
with critical policies, programs, projects, services and activities that the local government will
implement.
Note
Policy- High-level overall principle of action embracing the general goals and acceptable procedures
especially of a governmental body.
- A principle of action that is needed to be adopted
Example: Ordinance designating ‘No Smoking’ zones
Program - Operations undertaken to meet objectives of the government

-Several related projects implemented for a purpose
Example: Pantawid Pamilyang Pilipino Program
Project- Any series of related activities that is intended to solve a specific problem or achieve an
objective; it has a starting date and an end date
Example: Construction of Bahay Pag-Asa Project
Service- Regular functions of a given office to be performed by government using existing facilities
and budget
- A system of implementing tasks to provide a public need
Example: Frontline services such as processing of Mayor’s permit
Activity- Set of actions needed to obtain outputs.

Example: Training for parents of Children-in-Conflict with the Law
This Chapter contains the Activity Matrix by Strategy (please see example below).
1. Activity Matrix by Strategy
Example:
Priority POPS Issue (1st Issue): Prevalence of Robbery/Theft

Objective: To decrease the number of robbery/theft cases by 60% at the end of the 3rd year
Target: 2017- reduced by 30%
2018- reduced by 20%
2019- reduced by 10%
36
Table E: Activity Matrix by Strategy
Strategy PPSAs Lead/Main Schedule of Implementation Expected
Implementin Output
Starting Date Completion
g Group
Date
Enhance PPSA 1___

police
PPSA 2____
visibility
PPSA 1____
Forge
Partnership
with
NGO/CSO as
force
multiplier
PPSA 1____
Strengthen
Advocacy
Priority POPS Issue (2nd Issue): Proliferation of Illegal Drugs

Objective: To reduce supply of drugs in the Municipality
Target: 90% of barangays cleared of drugs by 2019

Implementin Output
g Group
Date
Strengthen PPSA 1___

Functionalitie
PPSA 2____
s of ADACs
Conduct of
PPSA 1____
Anti-Illegal
Drug PPSA 2____
Operations
PPSA 3____
Strengthen
Drug PPSA 1____
Rehabilitation
Programs
Priority POPS Issue (3rd Issue): High Incidence in Vehicular Accidents

Objective: To decrease vehicular accidents by 80%
Target: By 2019, vehicular accidents reduced by 80%
37
Implementin Output
g Group
Date
Develop and PPSA 1____

Implement
PPSA 2____
Road Safety
Code
Improve Road PPSA 1____

Networks
PPSA 2____
PPSA 3____
38
F. Funding Requirements
To be able to implement the POPS Plan, it is crucial to have it funded. Otherwise, it is a only a
mere scrap of paper.
PPSA Impleme Schedule of Expecte Regulatory Possible Amount

s nting Implementation d Measures Fundin (g)
(a) Office (c) Output (e) g PS MO CO Tota
(b) s Source (g1) OE (g3) l
(d) (f) (g2) (g4)
Startin Comple Executi Legislat
g Date tion ve ive
(c1) Date Require Require
(c2) ment ment
For this Chapter in the POPS Plan, the Table for POPS Plan Funding will be used.
Table F: Funding Requirements
Column (a) – in the PPSA column, indicate responses to the problem that will meet the objective,
which may be a policy issuance or change, implementation of a program, project, or activities, or
enhancement to a current service delivery or procedures.
Column (b) - indicate who will implement the PPSAs identified
Column (c) – indicate when the PPSAs are targeted to be started and finished
Column (d) – indicate what is expected to be produced by the PPSAs identified
Column (e) – indicate the estimated financial amount needed to implement the policies,
programs, projects, services and/or activities.
Column (f) – indicate the entity where the amount needed to implement will come from (e.g.
General Appropriations, Development Fund, agency, international or private donor)
Column (g)- indicate the amount to be charged to Personal Services (PS), Maintenance and Other
Operating Expenses (MOOE), or Capital Outlay (CO)
2. POPS Plan for Funding
Example:
39
Priority POPS Issue 1- Prevalence of Robbery/Theft: Strategy 1 for Year 1-3
1.
PPSAs Implementing Schedule of Expected Regulatory Measures Possible Amount
Office Implementation Outputs Funding
Executive Legislative Source P MOOE C Total
Starting Completio Requiremen Requireme S O
Date n Date t nt
PPSA PNP Jan Jun 2017 Output 1 GA 100,00 100,0

1 2017 0 00
Priority POPS Issue- Proliferation of Illegal Drugs: Strategy 2 for Year 1-3
Date n Date t nt

1 2017 0 00
Priority POPS Issue- High Incidence in Vehicle Accidents: Strategy 3 for Year 1-3

Date n Date t nt

1 2017 0 00
40
G. Implementation Arrangements and Annual Implementation Plan
In this Chapter, we look closer into the implementation of the POPS Plan. This Chapter has two
Sections: 1. Implementation Arrangements, which enumerates the Agencies, Offices, Committees,
Organizations or Entities primarily responsible for the implementation of each Policy, Program,
Projects, Services, and Activities; and 2. Annual Implementation Plan, which provides the annual
breakdown for the 3-year POPS Plan.
1. Implementation Arrangements
This Section describes the stakeholders responsible for the implementation of the POPS Plan.
The outline below may be the starting point, with the description of the Local Peace and Order
Council. For inter-agency, multi-level, or multi-sectoral programs or projects, Table G.1. may be
used in analyzing the relationships or areas of collaboration among the different mechanisms,
groups, or offices to maximize use of resources.
a. LPOC Structure, Composition and Functions

▪ POC Composition
▪ POC TWG Composition and Functions
▪ Others
b. Relationships with Other Mechanisms
▪ BPOCs, PPOC, RPOC
▪ DRRMC
▪ LCPC
▪ BADAC, MADAC
▪ Others
Table G.1: Collaboration Matrix

Organization/
Responsibilit Organization Organization Organization Organization Organization
y A B C D E
Organization
A
Organization
B
Organization
C
Organization
D
41
Organization
E
Example:
Organization/ LGU Local Police BADAC

Responsibility
LGU Allocate funds Monitor BADAC
Local Police Oplan Tokhang Conduct buy-bust
operations
BADAC Develop prevention Refer suspected drug IEC
programs users
c. Annual Implementation Plan

This Section presents the implementation of the POPS Plan for Year 1, Year 2, and Year 3 for
each issue.
Table G.2: Annual Implementation Plan

PPSAs Imple Schedule of Expecte Possible Funding Requirements
mentin Implementation d Fundin PS MOO C TOTA
g Outputs g E O L
Office Source
Started Comple
ted
1. PEACE AND
ORDER
a. Crime and Disorder
a.i Illegal Drugs
b. Conflict
TOTAL
2. PUBLIC SAFETY
c. Emergency/crisis
management
d. Road and vehicle
safety
TOTAL
GRAND TOTAL
42
H. POPS Plan Monitoring and Evaluation and Reporting
This Chapter focuses on the Actual Accomplishment or Implementation and Fund Allocation of
policies, programs, projects, services and activities in relation to the projected or proposed ones. It
provides the reporting templates needed for monitoring and evaluating the implementation of the
POPS Plan. There are two reporting.
Table H: Indicator Profile

Objective Indicator Definition Source Frequency of Data
Data In-Charge
Collection
Example:
Objective Indicator Definition Source Frequency of Data

Data In-Charge
Collection
Reduce illegal Percentage of Drawn from PDEA Annual Michelle Tan,

drug pushers barangays PDEA’s list of PDEA
and peddlers ‘cleared of ‘cleared
drugs’ barangays’
Reporting Form 1 (semi-annual)

PPSAs Objectiv Indicators Physical Accomplishment Funding Remarks
es Target Actual Date of Targeted Actual
Conducted/ Completion/Dat Allocatio
Accomplishe e Conducted n
d
PEACE AND ORDER
PUBLIC SAFETY
__________________________________________ __________________________________________
____ _
DILG Provincial Director/City Director/City or Provincial/City/Municipal Peace and Order
Municipal Local Government Operations Officer Council Chairperson
Date signed Date signed
Reporting Form 2 (annual)
43
Objective Indicato Baseline Target Actual
r
Year 1 Year 2 Year 3 Year 1 Year 2 Year 3
44
I. Communicating Results
This Chapter focuses on the development of a communication plan for the implementation of a specific policy,
program, project, and activity, or to promote peace and order and public safety in general. The
communications plan can be directed at mobilizing stakeholders, promoting participation, or encouraging
stakeholders to create an integrated and synchronized efforts in addressing peace and order and public safety
issues.
Note
Who are Stakeholders?

▪ Any person, group, or organization that can place a claim on the organization’s resources, attention,
or output, or is affected by its output (Bryson 1995: 27)
▪ All parties who will be affected by or will affect strategy (Nutt and Backoff 1992: 439)
▪ People or small groups with the power to respond to, negotiate with, and change the strategic future
of the organization (Eden and Ackerman 1998: 117)
▪ Those individuals or groups who depend on the organization to fulfill their own goals and on whom,
in turn, the organization depends (Johnson and Scholes 2002: 206)
What is Stakeholder Analysis?

It is a means for identifying who the organization’s are, how they evaluate the organization, how they
influence the organization, what the organization needs from them, and how important they are
(Bryson)
Why is Stakeholder Analysis Important?

▪ To ensure that key stakeholders are not left out (Creighton 2005)
▪ To target the public participation program to reach the parties interested in the specific decision.
▪ 'Success' for public organizations -and certainly survival -depends on satisfying key stakeholders
according to their definition of what is valuable (Bryson 1995: 27)
▪ To assess and enhance political feasibility (Eden and Ackermann 1998), especially when it comes to
articulating and achieving the common good
▪ To satisfy those involved or affected that requirements for procedural justice, procedural rationality
and legitimacy have been met (Eden and Ackermann 1998)
▪ To assess the potential level of controversy (Creighton 2005)
Where to Get Information about Potential Stakeholders (Creighton 2005)

 Get people to self-identify as stakeholder. Send out information, and let
people who are interested be counted in.
 Analyze prior decision-making documents or reports and review who were the
participants during the decision-making process (review attendance sheets).
 Ask other people who might be interested. Ask others who are knowledgeable
about the POPS issue or will have an interest in the issue by virtue of their
position (role in an ifluential organization), reputation (power behind the
scenes) or influence on past decisions of a similar nature.
45
 Identify based on staff knowledge. Make use of knowledge of other staff in
your organization who might be knowledgeable about the issues and the
community to help identify stakeholders.
 Identify based on past participation in similar issues (go through local
newspapers and identify the people or groups that have been active on
similar issues within the community.
To help identify stakeholders, we ask the question:

 Who might be affected (by the POPS issue)?
 Who are the representatives of those likely affected?
 Who are the voiceless?
 Who is responsible for what is intended?
 Who will be actively opposed?
 Who can contribute resources?
 Whose behavior would have to change if this decision were made?
Other possible typologies in identifying stakeholders:
By probable interest:
 Directly affected
 Indirectly affected
 Possible interest
 General interest
By sector:
 Public sector
 Private sector
 Interest groups
 Individuals
By location:
 Local
 Regional
 National
 Neighboring countries
 International
Roles that stakeholders may play
Some of the roles that stakeholders might play are the following (Creighton 2005):
Unsurprised apathetics: those who choose not to actively participate in your planned intervention or in
addressing the issue even if you have informed them about it.
Observers: people who read the newspapers and your reports or information dissemination, but unless they
become very concerned about the public information documents they read or become very concerned with
they they see going on, your team may not hear from them. However, they are a very important part of public
46
opinion in general because they make comments to other units of government, public interest groups and
special interest groups. They may become concerned if the project suddenly loses transparency.
Commenters: these individuals or groups are very interested about the issue but have also to deal with other
important obligations or tasks that the are involved in. They might comment by speaking at a meeting or by
sending a letter, but would not make the commitment to spend time or participate in a meeting.
Technical reviewers: many agencies interact in arriving at an agency decision, yet even if they do not share in
arriving at a substantive decision, they do their share in decision making authority, such as in evaluation
methodologies.
Active participants: these are people who will commit the time and energy to be sure that they have an
influence on the decisions. They will participate in an advisory group, attend workshops or meetings, organize
the community and engage in other ways. They care about the issue and it is your interest to channel their
interest, energy and commitment into your POPS program.
Co-decision makers: people in your organization who will make the final decision, plus people or
organizations that have veto poer over your organization’s decision.
1. Stakeholder Analysis
Table I.1 is a useful tool in analyzing stakeholders. You may also refer to tools in Annex 9.
Table I: Stakeholders Analysis
POPS Issue or Intervention Identified

__________________________________________________
Stakeholder What is their interest? Interest Power
(High, Low) (High, Low)
Based on your stakeholders’ analysis, accomplish Tool I.2 to formulate your communication plan.
2. Communications Plan
This Section develops your communications plan using Table I.2 based on information you
have about your stakeholders (Table I.1)
POPS Issue: ________________________________________________________________

Objective of PPSA to address POPS Issue: ________________________________________
47
Table 1
Communicatio Audience Key Communication Focal Point Time Frame
n Objective (2) Message Channel (5) (6)
(1) (3) (4)
Direction: Ask participants to identify Communication Objectives to address each major POPS Issue. In other
words, one plan for each POPS issue.
Guide Questions for participants:
1. Column 1 - What specific communication objectives would you have to address the particular POPS
Issue you have identified. Communication objectives can either be any one or all of objectives addressing the
following dimensions: knowledge or awareness; attitudes or behavior; and skills or practices. For example, to
“increase awareness in the health-related problem drugs”; or “to persuade the youth to attend drug prevention
programs at least once a month”; or “to hold volunteer community referral sessions”, etc.
2. Column 2 - The audience refers to any of your identified audiences/stakeholders in Tool I.2. For each
communication objective, you may have one or more audiences. To which audience would you address your
communication objectives? Who do you think would be your allies or advocates / supporters? Who would
need more information, increase in awareness and knowledge? Who needs upgrading in conflict analysis or
peace building efforts in general?
3. Column 3 - The key messages are your bottom lines for each POPS Issue. Craft not more than 5 main short
messages for each POPS Issue. What does the POPS issue mean for each audience? What is its significance to
a group or specific individuals? What do you want the audience to know, or how would you package
information in order to persuade them to take action with you about the POPS issue?
4. Column 4 - The communication channel is any specific communication medium (e.g. print, video, radio,
TV, social media, personal, text blast, other electronic, or other specific information, education, or
communication (IEC) activities, etc.) that you think may be the more appropriate medium to channel your
messages. How can the key messages about the POPS issue be better relayed or communicated to a specific
audience / stakeholder?
5. Column 5 – The focal point is any person or group responsible for overseeing the design, production, and
distribution of communication materials to deliver the message in support of the intervention addressing the
POPS issue or problem.
6. Column 6 – The time line indicates by when the communication materials will be delivered and to whom.
Based on your stakeholders analysis and communication plan, develop a narrative on all
communication activities included as part of your support programs for your PPSAs . As much as
48
possible, have a budget for your communication activities and include them in your overall budget for
your POPS plan.
MODULE 4: COMMUNICATING RESULTS TO THE PUBLIC

AND TO THE STAKEHOLDERS
WORKSHOP 6: Stakeholder Analysis and Communication Planning
I. Communicating Results to the Public and to the Stakeholders
Introduction: Community participation is an important aspect of the concept of Community and Service
Oriented Policing (CSOP). Hence it is important to do the following simultaneously: (1) identify the people
and organizations who will likely see themselves as having an interest or stake in the decision to be made with
regard to POPS intervention (stakeholders or interested parties), and (2) identify the issues and concerns that
are likely to arise during the decision-making process.
When thinking about stakeholders, what comes to mind are the issues these stakeholders will raise and what
other stakeholders will be concerned of with regard to these issues. It is therefore important to think about
issues and the stakeholders who will have an interest in them alongside those who will likely be influential in
decisionmaking or in any capacity regarding such issues.
How is Stakeholder Analysis done?
Start by identifying or listing the priority POPS issues to work on. Think about who is likely to see themselves
as affected by those issues. As you identify those stakeholders, you will be able to identify other issues that
will emerge if those stakeholders are involved. Once you have identified the stakeholders, identify what their
interests are and what their role might be with regard to the POPS issue.
Do a Stakeholders Analysis and accomplish Tool I.1 below. For more details, refer to the Tools on Annex 9.
TOOL I.1 - Stakeholders Analysis
TOOL I.2 - Communication Plan
Introduction: Communication is the process of transmitting ideas and information. For a grass roots initiative
or community based organization, that means conveying the true nature of your organization, the issues it
deals with, and its accomplishments to the community.
Communication can take many forms, including:
 Word of mouth
 News stories in both print and broadcast media
 Press releases and press conferences
49
 Posters, brochures, and fliers
 Outreach and presentations to other health and community service providers and to community groups
and organizations
 Special events and open houses that your organization holds
To communicate effectively, it helps to plan out what you want from your communication, and what you need
to do to get it.
WHAT IS A PLAN FOR COMMUNICATION?

Planning is a way to organize actions that will lead to the fulfillment of a goal.
Your goal in this case is to raise awareness about your initiative's long-term benefits to your community.
To develop a plan for communication of any sort, you have to consider some basic questions:
 Why do you want to communicate with the community? (What’s your purpose?)
 Whom do you want to communicate it to? (Who’s your audience?)
 What do you want to communicate? (What’s your message?)
 How do you want to communicate it? (What communication channels will you use?)
 Whom should you contact and what should you do in order to use those channels? (How will you
actually distribute your message?)
The answers to these questions constitute your action plan, what you need to do in order to communicate
successfully with your audience. The remainder of your communication plan, involves three steps:
 Implement your action plan. Design your message and distribute it to your intended audience.
 Evaluate your communication efforts, and adjust your plan accordingly.
 Keep at it
Communication is an ongoing activity for any organization that serves, depends upon, or is in any way
connected with the community. The purpose, audience, message, and channels may change, but the need to
maintain relationships with the media and with key people in the community remain. As a result, an important
part of any communication plan is to continue using and revising your plan, based on your experience,
throughout the existence of your organization.
WHY SHOULD YOU DEVELOP A PLAN FOR COMMUNICATION?

 A plan will make it possible to target your communication accurately. It gives you a structure to
determine whom you need to reach and how.
 A plan can be long-term, helping you map out how to raise your profile and refine your image in the
community over time.
 A plan will make your communication efforts more efficient, effective, and lasting.
 A plan makes everything easier. If you spend some time planning at the beginning of an effort, you
can save a great deal of time later on, because you know exactly what you should be doing at any
point in the process.
Communications include all written, spoken, and electronic interaction with association audiences. A
communication plan encompasses objectives, goals, and tools for all communications, including but not
limited to:
 periodic print publications;
 online communications;
 meeting and conference materials;
 media relations and public relations materials;
 marketing and sales tools;
 legal and legislative documents;
 incoming communications, including reception procedures and voice mail content;
50
 committee and board communiques;
 corporate identity materials, including letterhead, logo, and envelopes;
 surveys;
 certificates and awards;
 annual reports;
 signage;
 speeches; and
 invoices.
Table I.2J: Communication Plan
POPS Issue: ________________________________________________________________

Objective of PPSA to address POPS Issue: ________________________________________
Reference Communicatio Audience Key Message Mode of Budget

No. PPSAs n Objective Communicatio
n
Based on your stakeholders analysis and communication plan, develop a narrative on all
communication activities included in your PPSA’s.
Guide Questions for participants:
1. Column 1 - What specific communication objectives would you have to address the particular POPS
Issue you have identified. Communication objectives can either be any one or all of objectives addressing the
following dimensions: knowledge or awareness; attitudes or behavior; and skills or practices. For example, to
“increase awareness in the health-related problem drugs”; or “to persuade the youth to attend drug prevention
programs at least once a month”; or “to hold volunteer community referral sessions”, etc.
2. Column 2 - The audience refers to any of your identified audiences/stakeholders in Tool I.2. For each
communication objective, you may have one or more audiences. To which audience would you address your
communication objectives? Who do you think would be your allies or advocates / supporters? Who would
need more information, increase in awareness and knowledge? Who needs upgrading in conflict analysis or
peace building efforts in general?
3. Column 3 - The key messages are your bottom lines for each POPS Issue. Craft not more than 5 main short
messages for each POPS Issue. What does the POPS issue mean for each audience? What is its significance to
a group or specific individuals? What do you want the audience to know, or how would you package
information in order to persuade them to take action with you about the POPS issue?
4. Column 4 - The communication channel is any specific communication medium (e.g. print, video, radio,
TV, social media, personal, text blast, other electronic, or other specific information, education, or
51
communication (IEC) activities, etc.) that you think may be the more appropriate medium to channel your
messages. How can the key messages about the POPS issue be better relayed or communicated to a specific
audience / stakeholder?
5. Column 5 – The focal point is any person or group responsible for overseeing the design, production, and
distribution of communication materials to deliver the message in support of the intervention addressing the
POPS issue or problem.
6. Column 6 – The time line indicates by when the communication materials will be delivered and to whom.
Based on your stakeholders analysis and communication plan, develop a narrative on all communication
activities included as part of your support programs for your PPSAs . As much as possible, have a budget for
your communication activities and include them in your overall budget for your POPS plan.
J. POPS Plan Summary

This Chapter puts together the outputs from previous Chapters in one matrix, presenting your POPS Plan
in a glance.
52
POPS Challenges/Issues Obje Indicator Baselin Targ Strategies PPSAs Expected Office(r
ctive e et by Outputs Primari
____ Responsi
_ e
A.PEACE AND ORDER
1.Crime and Disorder
A.1.i Illegal Drugs
2.Conflict
B.PUBLIC SAFETY
1.Road and Vehicle

Safety
2.Emergency/Crisis
Management and Fire
Safety
Table J: POPS Plan Summary
53
K. Annexes
54
Annex 1
Annex 1: List of Peace and Order and Public Safety Indicators from the Rationalized Planning
Indicators and Data Set (RaPIDS)
Sector/Service Area Indicator Source Definition/Remarks
Peace and order Proportion of persons CBMS Household member

who are victims of became a victim of
crimes murder, theft, rape,
abuse or physical injury
regardless of place of
occurrence of the crime.
Peace, Security and Effectiveness of Local LGPMS Input

Disaster Risk Peace and Order Indicator
Management Council
Peace, Security and Quality of Integrated LGPMS Input

Disaster Risk Area/Community Indicator
Management Public Safety Plan
Peace, Security and Percentage of LGPMS Input

Disaster Risk barangays with Indicator
Management organized barangay
tanods
Peace, Security and Percentage of LGPMS Input

Disaster Risk barangays with Indicator
Management organized Lupong
Tagapamayapa
Peace, Security and Percentage LGPMS Output

Disaster Risk interpersonal disputes Indicator
Management resolved by Lupong
Tagapamayapa
Peace, Security and Incidence of Index LGPMS Outcome Assessment of

Disaster Preparedness Crimes Indicators development condition
in the locality or
outcome
Index crimes include a)

crimes against persons
(murder, homicide,
physical injury and
rape); b) crimes against
property (robbery, theft,
car napping, cattle
55
rustling)
Peace, Security and Incidence of Non-Index LGPMS Outcome Assessment of

Disaster Preparedness Crimes Indicators development condition
in the locality or
outcome
Promotion of health Pedestrian General Welfare Goals

and safety sidewalks/crossings or from 1991 LGC Sec.
traffic signals provided 16 as recommended in
in busy streets the RPS Manual
Promotion of health Fire station and fire- General Welfare Goals

and safety fighting equipment in from 1991 LGC Sec.
every municipality 16 as recommended in
the RPS Manual
Promotion of health Facilities to rehabilitate General Welfare Goals

and safety the mentally ill and from 1991 LGC Sec.
drug users available 16 as recommended in
the RPS Manual
Promotion of health No users/pushers of General Welfare Goals

and safety dangerous drugs from 1991 LGC Sec.
16 as recommended in
the RPS Manual
Maintenance of peace Adequate facilities for General Welfare Goals

and order police services (police from 1991 LGC Sec.
headquarters and police 16 as recommended in
outposts) the RPS Manual
Maintenance of peace Well-appointed courts General Welfare Goals

and order from 1991 LGC Sec.
Well-maintained jails 16 as recommended in
and detention cells the RPS Manual
Maintenance of peace Facilities to prevent General Welfare Goals

and order drug abuse available from 1991 LGC Sec.
16 as recommended in
the RPS Manual
Maintenance of peace Rehabilitation centers General Welfare Goals

and order for vagrants, beggars, from 1991 LGC Sec.
street children, juvenile 16 as recommended in
delinquents, and the RPS Manual
victims of drug abuse
in place
Maintenance of peace Legal assistance to General Welfare Goals

and order from 1991 LGC Sec.
56
paupers offered 16 as recommended in
the RPS Manual
Maintenance of peace Sports promotion and General Welfare Goals

and order development from 1991 LGC Sec.
consistently pursued 16 as recommended in
the RPS Manual
Social Sector - Proportion of Local Development

households with Indicators
Social Justice members victimized by recommended in the
crime to total RPS Manual
(Security)
households, 2 reference
years
Infrastructure No. of fire trucks per Local Development

capita Indicators
Administrative recommended in the
Support (Public Safety) RPS Manual
Infrastructure No. of police Local Development

outposts/1000 pop’n Indicators
Infrastructure No. of Local Development

Elements of a good conflict analysis:
prisoners/detention cell Indicators
1. Presents a direct and logical relationship between causes and
effects. Effects should be directly resulting from identified
causes without any ‘missing link’ in the relationship.
Note: CBMS – Community-Based Management
2. IdentifiedSystem; LGPMS
Causes and– Effects
Local Government Performance
are Specific. Management
Identifying
System; RPS – Rationalizing the Local Planning System.
interventions will be a challenge if the identified causes or
issues are generalized. It will be easier to come up withAnnex
a 2
proposed solution to ‘limited access to potable water
system’ compared to limited access to basic services.’
3. Cautious use of the word “lack”. Lack means absence or non-
existence. ‘Lack’ is far different from ‘limited’ Annex 2.a
4. Includes “invisibles”. Some of the most potent causes of conflict
are invisibles such as quality of relationships, norms, culture
Tool for Conflict Analysis : Conflict Analysis and Problem Identification
and values. These are not very visible to the naked eyes but
are very crucial in analysing conflict.
5. Traces causes of causes and effects of effects. Causes are also
effects sine there are also factors that bring out these
causes. Going deep down the causes of causes and effects
of effects helps to get a complete picture of the conflict.
6. Reflects the problems/issues of marginalized/vulnerable sectors
(i.e., women, children, IPs, PWDs, senior citizens, etc.). The
issues and interests of the minority/marginalized/ vulnerable
groups are not always given due attention in development
programming. This is usually the cause of the feeling of
deprivation of these minority/marginalized/ vulnerable
groups that lead to violent conflict.
7. Backed up by hard data. Any issue, without hard data are 57
considered as assumptions. Causes and effects can only be
validated if they are supported by data.
8. Validated by other stakeholders. Conflict analysis should not be
undertaken with just one set of stakeholders. It has to be
validated with other stakeholders to make it acceptable to all
Effects
Core Problem
Root Causes
Source: DILG-OPPAP/COSERAM
The CORE PROBLEM
The Core Problem is the ‘heart of the matter’ or the reason why a program exists or why a peacebuilding program is
being designed. Technically speaking, the Core Problem is the behavioural manifestation of conflict brought about by
a confluence of causes. In very complex conflict situation, there may be more than one Core Problem, in which case,
the analysis will require the same number of conflict tree analyses. Operationally, the POPS local peace and
Important guidelines in articulating causes and effects:
development agenda and programs should respond to the key (core) problem of communities affected by and
vulnerable to situations
 Causes andof armed conflict.
effects must be stated in concise phrases short
enough to fit inside the box but long enough to express a concrete
idea
 Causes and effects must be articulated using ideas that could be
quantified
 Ex. Instead of poverty, use levels of poverty index or income levels
 Ex. Instead of poor justice system, use number of cases files or
number of resolved/unresolved cases
 When identifying and articulating causes of conflict, keep in mind
that these are concrete problems that need concrete solutions.
This means that causes must be articulated in a way that they
should appear as problems which planners could easily think of
appropriate responses or solution.
 Ex. ‘Discrimination against minority group’ is a catch-all problem
that needs to be broken down so that planners could easily find
appropriate responses. So instead of using ‘discrimination against
minority groups,’ we can use ‘significant number of crimes
committed against minority groups’. This way, planners could easily
come up with solutions such as high visibility of security forces in 58
areas where minority groups are present.
 Aside from identifying the causes and effects of conflict, it is also useful to
know the stakeholders in the conflict and the history of conflict. Hence,
Conflict Tree can be accompanied/complemented by Stakeholders’
Analysis and history of conflict analysis
Key Messages
 Conflict Analysis is the foundation of any peacebuilding intervention,

hence, it should be systematically undertaken, validated and must reflect
the conditions of all stakeholders.
 Conflict Analysis should be regularly reviewed, updated and enhanced to
correspond with the current local peace and development condition.
Instructions:
Workshop (45 mins)
 After giving the introduction on the Conflict Tree Analysis, group the participants
by province (or as the case may be) and pre-assign a Facilitator for each group.
 The group shall elect a documenter and a presenter who shall report on the
group’s discussion
 Participants shall discuss the Guide Questions below: (Refer to Box 1: Guide
Questions for Conflict Analysis and Problem Identification).
 The facilitator shall lead a plenary discussion on the conflict analysis. Ask
participants to use metacards – one idea per card. Tape appropriate metacards in
the Conflict Tree.
 The Conflict Analysis Tree shall be made visible/available for reference by the
participants for subsequent workshops.
 The facilitator shall then encourage the group members to ask questions and
clarifications regarding the process (Refer to Guide Questions on Box 2.
 SUGGESTED WORKSHOP OUTPUT: The facilitator shall provide a synthesis of
the Conflict Analysis Tree with focus on the key features of the conflict analysis
and the core messages.
Box 1. Guide Questions for Conflict Analysis and Problem Identification
Ideally, at the start of your LGU’s development planning, your CDP committees would have
undergone a conflict analyses within a conflict sensitivity and peace promoting framework. If conflict
analyses have not been undertaken, the POC TWG may use the guide questions below for peace and
conflict assessment before POPS Planning proper.
The following are Key Questions for Peace and Conflict Assessment:
59
1. In which areas and/or sectors do tensions or dissatisfaction currently exist?
2. What are the core problems and lines of conflict?
3. Who are relevant groups of actors in relation to these conflict lines? Which goals are they
pursuing? What power and resources do they possess?
4. Which conflict resolution and bodies and mechanisms exist at the governmental and non-
governmental levels? How are these currently utilized? Are they seen as legitimate and useful for
managing conflicts?
5. Which role does the LGU, Line Agencies and other Government bodies play as actors in these
conflicts? How are they perceived on the ground?
6. Which scenarios for future development (6 months – 5 years) are conceivable? What comprises
the greatest potentials for escalation of conflicts? What are the greatest potentials to prevent
escalation and/ or to create peace?What are possible success indicators for these?
Source: Shaping a Local Peace Agenda: Peace Building and Development Needs as Guideposts
Box 2. Clarificatory Guide Questions to Validate and Gain Consensus on Conflict Analysis
1. Do you agree with the identified causes and effects of conflict in the
analysis?
2. Does the conflict analysis have the elements to make it a good one (refer
to elements of a good conflict analysis above)? Specify.
3. Does it consider cross-cutting themes of gender, children, IP, PWD, senior
citizens, among other related Human Rights concerns (are their issues
and concerns reflected in the conflict analysis)?
4. Should there be deletions or additions or any other forms of
enhancement in the analysis? Specify.
Box 2.
Annex 2.b
Tool for Conflict Analysis: Force Field Analysis: Diagram
60
What the Model Means:
Before change happens, the force field is in equilibrium between forces favourable to change
and those resisting it. Lewin spoke about the existence of a quasi-stationary social equilibrium.
Change happens when the status quo, or equilibrium must is upset – either by adding
conditions favorable to the change or by reducing resisting forces. Suppose the desired state is
a peaceful and orderly LGU with 15% of the residents living below the threshold level. What are
the driving forces to achieve this state?
What Kurt Lewin proposes is that whenever driving forces are stronger than restraining
forces, the status quo or equilibrium will change.
This means that there will always be driving forces that make change attractive to people, and
restraining forces that work to keep things as they are. Applying this to conflict analysis, conflict
management and change can be achieved by either strengthening the driving forces or
weakening the restraining forces.
The force field analysis integrates with Lewin’s three stage theory of change: (1) as you work
towards unfreezing the existing equilibrium, (2) moving towards the desired change, and then
(3) freezing the change at the new level so that a new equilibrum exists that resists further
change.
Directions for using the Force Field Analysis by Kurt Lewin:

1. Define the change you want to see. Write down the goal or vision of a future desired
state. Or you might prefer to understand the present status quo or equilibrium.
2. Brainstorm or Mind Map the Driving Forces - those that are favourable to change.
Record these on a force field diagram.
61
3. Brainstorm or Mind Map the Restraining Forces - those that are unfavourable to, or
oppose change. Record these on the force field diagram.
4. Evaluate the Driving and Restraining forces. You can do this by rating each force,
from 1 (weak) to 5 (strong), and total each side. Or you can leave the numbers out
completely and focus holistically on the impact each has.
5. Review the forces. Decide which of the forces have some flexibility for change or which
can be influenced.
6. Strategise! Create a strategy to strengthen the driving forces or weaken the restraining
forces, or both. If you've rated each force how can you raise the scores of the Driving Forces
or lower the scores of the Restraining Forces, or both?
7. Prioritise action steps. What action steps can you take that will achieve the greatest
impact? Identify the resources you will need and decide how to implement the action
steps.Hint: Sometimes it's easier to reduce the impact of restraining forces than it is to
strengthen driving forces.
Source: DILG-OPPAP/COSERAM
62
Key Messages
Conflict Analysis is the foundation of any peacebuilding intervention, hence, it should be systematically
undertaken, validated and must reflect the conditions of all stakeholders.
Conflict Analysis should be regularly reviewed, updated and enhanced to correspond with the current
local peace and development condition.
63
Annex 3
Annex 3: Household Survey Questionnaires (Sec. A-B; C-D; E)
Section A: Identification
No. Question Response
|__|__| / |__|__|
A1 Date of interview
DD / MM
A2 Name of enumerator
Introduction and consent
Hello. My name is ____________________ and I

work for __________________. We are conducting
a survey of the public order and public safety
A3 situation in the barangay.
You have been selected at random to participate

in this survey. Your participation is completely
voluntary and you may choose not to participate.
Your responses will be kept confidential. The
interview will take around 20 min.
A4 Interview start time |__|__| : |__|__|
Interview end time
A5 |__|__| : |__|__|
A6 Name of Beneficiary
A7 Sex 1 = Male 2 = Female

A8 Civil Status 1 = Single 2 = Married
3 = Separated 4 = Widow/er
5 = Common law partners
A9 Is the household male or female headed?
(FHH – widow, divorced, single or husband away 1= MHH 2 = FHH
for more than 6 months a year)
A10 Total number of people in the HH:
A11 How many members are 14 years old or less?
A12 How many members are male?
A13 How many members are female?
Section B: Perception of Threats, Instability and Vulnerability

Tick if yes and add details
Question: GIVE PHRASE BELOW
provided
B1 Do you feel safe in your locality?
B2 Did you feel threatened, or put in an unstable or vulnerable

situation in the last 12 months?
B3 Have you noted an increase in criminality/illegal activities in your
barangay in the last 12 months? If yes, how much would you say
is the increase in incidence of criminality that you observed during
that time?
B4 Do you personally know of anyone who was victimized by
criminality/illegal activities in your barangay in the last 12
64
months?
B5 Do you think the level of criminal/illegal activities in your
barangays could get worse in the coming days? Why?
B6 Have you noted an increase in violence (armed-related conflict) in
your barangay in the last 12 months? If yes, how many incidence
of conflict/violence were observed during that time?
B7 Do you personally know of anyone who was victimized by armed
violence in your barangay in the last 12 months?
B8 Do you think the level of armed violence in your barangay could
get worse in the coming days? Why?
B9 Have you noted an increase in disasters in your barangay in the
last 12 months? Why do you consider them disasters?
B8 Do you personally know of anyone who was victimized by
disasters in your barangay in the last 12 months?
B10 Do you think the level of disasters in your barangays could get
worse in the coming days? Why?
Section C: Causes of Threats, Instability and Vulnerability
1= Not significant at all
C What were the causes of your experience of being 2 = Minor significance, we

threatened or put in an unstable or vulnerable situation? are affected but not in a
On a scale of 1 to 4 rate the significance of each cause. major way
3 = Significant, is a source
of worry and apprehension
4 = Very significant, this

affects the quality of our
life and our future
prospects in the locality
A Armed encounters (specify who were involved)

_________________
B Armed encounters (specify who were involved)

_________________
C Criminal activities (specify by type)

___________________________
D Criminal activities (specify by type)

___________________________
e Disaster (specify)
__________________________________________
F Disaster (specify)
__________________________________________
G Hazard (specify)
65
___________________________________________
H Hazard (specify)
___________________________________________
I Others (specify)
____________________________________________
J Others (specify)
____________________________________________
Section D: Stakeholders Involved
Please use:
D Who do you think should be involved in public 1 = Used to be needed but not anymore
order and public safety in your locality? 2 = Level of involvement needs to be sustained at
the current levels
3 = Needs to be more involved in certain ways or
involved a little bit longer
4 = Needs to continue indefinitely
1 Barangay local government
2 Municipal/City local government
3 Government agencies (specify)
4 PNP
5 AFP
6 Church or religious groups (specify)
7 Academe/schools (specify)
8
Non-government organizations (specify)
9 Youth
10
Media
11
Traditional leaders (specify)
12 Others (specify)
Section E: Recommendations
66
E1 What do you think needs to be done and by
whom to reduce the level of fear or insecurity
and make the people in your locality more
secure?
E2 What are you prepared to do or contribute to

reduce the level of fear or insecurity and
make the people in your locality more
secure?
67
Annex 4
Annex 4: Guide Questions for a (Community Level) Focus Group Discussion

Instructions:
➢ Based on the (1) Conflict Analysis Tree identified Core Problems and Effects and (2) Statistics / Data
collected at household and barangay level, related to POPS, how would you describe the current
peace and order /conflict situation in the area?
➢ Use the following as guide questions for analyzing data related to POPS and Human Security.
Sample Guide Questions
▪ Do you feel safe in your locality?

▪ What do you consider as the top 3 issues in your community preventing you from feeling safe
and secure?
▪ Did you feel threatened, or put in an unstable or vulnerable situation in the last 12 months?
▪ Have you noted an increase in criminality/illegal activities in your barangay in the last 12
months? If yes, how much would you say is the increase in incidence of criminality that you observed during
that time?
▪ Do you personally know of anyone who was victimized by criminality/illegal activities in
your barangay in the last 12 months?
▪ Do you think the level of criminal/illegal activities in your barangay could get worse in the
coming days? Why?
▪ Have you noted an increase in violence (armed-related conflict) in your barangay in the last 12
months? If yes, how many incidence of conflict/violence were observed during that time?
▪ Have you noted an increase in violence (armed-related conflict) in your barangay in the last 12
months? If yes, how many incidence of conflict/violence were observed during that time?
▪ Do you personally know of anyone who was victimized by armed violence in your barangay
in the last 12 months?
▪ Do you think the level of armed violence in your barangay could get worse in the coming
days? Why?
▪ Have you noted an increase in disasters in your barangay in the last 12 months? Why do you
consider them disasters?
▪ Do you personally know of anyone who was victimized by disasters in your barangay in the
last 12 months?
▪ Do you think the level of disasters in your barangay could get worse in the coming days?
Why?
68
Annex 5
Annex 5: Guide to Facilitate Write-up for Peace and Order and Public Safety Profile
Aspects for Data / Information Needed Guide Questions for LIP
Baselining
General Description Political jurisdiction 1. What are the

& Attributes LGU class province/city/municipality’s (P/C/M’s)
characteristics in terms of LGU type?
Extent of geographic scope 2. Briefly describe the P/C/M’s land area
Shared political borders and geography
Major land and/or maritime features
Population and basic demography 3. What are the P/C/M’s population and
Annual appropriation and income basic demography, financial, and
Source/s of income economic profile?
List of major economic activities
PEACE AND ORDER

State of crime and Crime Statistics 1. What are the general figures and
disorder (past 3 List of high priority crimes statistics on: Index crimes, non-index
years) List of crime-prone areas crimes, and other non-index crimes?
2. Which crimes or violations are viewed
as priority issues by the LGU and local
authorities?
3. Which specific barangays are prone to,
or contain the highest incidents of
crime and disorder-related issues?
Efficiency rating in addressing crime 4. What are the general figures and
Police-population ration vis-à-vis ideal statistics with regard to crime
conditions (1:500) resolution rate?
Initial gauge on police visibility and 5. What is the current police-population
public reassurance ratio in the P/C/M?
6. Is there sufficient visibility and
effective coverage of law enforcement
personnel in the P/C/M?
Initial gauge on public trust levels 7. To what extent do the local law
towards law enforcement and other enforcement authorities and other
authorities tasked with the officials tasked in maintaining public
maintenance of public order order (e.g. local police, Barangay
Identification of other entities tasked tanod, etc.) enjoy the trust and
with maintaining public order confidence of the community? (Please
Presence or absence of local indicate and describe level of trust:
mechanisms to monitor or check the Low, Mid or High trust)
actions of officials tasked with the 8. Are the civilian volunteer
maintenance of public order organizations (CVOs) or similar
groups currently operating in the area?
Based on your impressions, how
69
would you characterize their day-to-
day operations?
9. Are there LGU measures or
mechanisms in place to address
possible community grievances or
complaints as regards the performance
or actions of local law enforcement
personnel, barangay tanods and/or
CVOs?
Status of local List of specific areas affected by 1. How many cities/municipalities of the
armed conflicts armed conflict province or barangays of /C/M are
situations (past 3 Statistics on armed conflict-related affected by the armed conflict?
years) incidents Provide general description of these
areas.
2. What are the figures and statistics on
the number and types of incidents
involving the rebel groups in the area
(including armed encounters with
Government forces)?
PUBLIC SAFETY
State of public List of public safety issues of priority 1. What are the chief issues that endanger
safety (past 3 years) to the LGU and community the lives or property of community
List of LGU efforts to resolve members (or that could possibly lead
identified public safety issues to the loss of life or property) in the
P/C/M?
2. What LGU efforts/programs/activities
are in place to address these possible
dangers to life or property of
community members?
3. What are the other primary concerns of
the P/C/M with respect to the
following areas of public safety (please
answer only where applicable):
a. Health and sanitation
b. Disaster risk reduction and
management
c. Fire prevention
d. Environmental protection
e. Transportation and road safety
RESPONSES AND MECHANISMS

Efforts to ensure and Inventory of LGU Executive Orders 1. What local legislative measures (EOs
maintain peace and (EOs) and local issuances relating to and ordinances) have been enacted to
order and public peace and order and public safety that address peace and order issues and
safety (past 3 years) were passed in the last 3 years combat criminality?
2. What local legislative measures (EO
and ordinances) have been enacted to
address public safety issues?
Presence or absence of conflict 3. In the past 3 years, had there been
resolution mechanisms in the area specific LGU programs and activities
on conflict resolution that are in place?
70
If so, provide a general description of
these.
List OF Established bodies mandated 4. What is the current status of the
to oversee or implement specific community and service oriented
aspects of peace and order and public policing system in the area? Is it
safety functional and effective, and if so,
Initial gauge on effectiveness or what are the bases for stating that it is?
mandated bodies in implementing their 5. What is the current status of the
tasks Village Justice System in the area? Is it
List of other special bodies established functional and effective, and if so,
by the LGU to address specific what are the bases for stating that it is?
issues/incidents on peace and order 6. What is the status of the Local Council
and public safety for the Protection of Children? Is it
functional and effective, and if so,
what are the bases for stating that it is?
7. What other official ad hoc bodies have
been created by the LGU to help
maintain peace and order and public
safety, or address specific concerns/
incidents?
Appropriations allotted by LGUs for 8. How much financial resources from

identified bodies the LGUs have been expended for
these bodies so they carry out their
respective mandates?
List of community initiatives to help 9. What is the level and nature of
address peace and order and public community involvement in the
safety issues maintenance of peace and order and
List of LGU and/or community public safety?
initiatives and activities (whether 10. What specific mechanisms (e.g.
separate or joint) to address the armed initiatives, organized bodies at
conflict situation in the area community level, early warning
systems, specific community response
activities in relation to major or high
profile incidents, etc.) are in place?
11. In the past 3 years, had there been
LGU and/or community local peace
initiatives (e.g. local dialogues with
rebel groups, peace zones, etc.) to help
address the armed conflict in the area?
If so, how would you assess their
effectiveness?
State of the local Number of POC meeting convened 1. How many times has the local POC
Peace and Order Initial gauge on substantive depth and convened in the past 3 years?
Council (past 3 effectiveness of POC meetings 2. Based on the minutes of the meetings
years) (information sharing, decision making, how would you characterize the
substance of discussions in terms of
problem solving and work planning)
peace and order and public safety
planning implementation and
monitoring and evaluation?
Copy of the latest plans related to 3. Does the P/C/M have plans related to
71
peace and order and public safety peace and order and public safety?
4. What are the salient features of the
plan? Do these features address the
primary issues on peace and order and
public safety? If so, how do these
features address them?
List of POC interventions on specific 5. Has the local POC been mobilized to
peace and order and public safety address specific incidents or events
incidents/issues relating to peace and order and public
safety? Please describe briefly the
circumstances and outcomes.
Appropriations allotted by LGUs for 6. How much financial resources from
plan implementation the LGU have been expended for the
implementation of specific
components of the plan?
List of other established oversight 7. Apart from POC, are there other
bodies for peace and order and public special and/or ad hoc bodies
safety constituted by the LGU to help oversee
peace and order and public safety
issues in general?
72
Annex 6
Annex 6: Determining the Vision-Reality Gap

➢ Discuss: What is the POPS current situation / reality viz-a-vis the desired vision
and outputs and outcomes for the locality?
➢ Fill up Box below.
Vision-Reality Gap Analysis for Peace and Order and Public Safety
Vision Indicator Current Reality Explanation of Rating What Needs to be Done to

Descriptor Rating of Effort Close the Gap, if Any
to Achieve the
Vision/
Goal*
Reference:
* Current Reality Rating Scale
Rating Interpretation
0 Absolutely nothing has been done about the goal
1
2 Something is already being done to achieve the goal but the level of attainment is still on
3 the low side
4
5 The goal is half accomplished
6
7
Goal is more than half-fulfilled but still short of full attainment
8
9
10 The goal is completely attained
Proposed Guide Questions for Resource Persons to Determine Need for Governance Reform
Session A. Public Order and Public Safety: Realities and the Need for Reform (20 minutes
sharing/presentation)
1. What were the challenges concerning criminality (public order), instability (stability) and threats
(public safety) that you encountered in your locality? Were these challenges significant to the
development of your area?
2. How did you respond to the challenges? How was this response different from or more important
compared to other responses? What were the results of your response?
3. On hindsight, would you respond differently to the challenges concerning criminality, instability, and
threats? What would you change and why?
4. If you were asked to advice an incoming local chief executive about public order and public safety,
what would your advice be?
Session B. Public Order and Public Safety in Local Governance (45 minutes
sharing/presentation)
1. Please describe the policy environment concerning local governments and public order and public
safety. Are there any policy issues (overlaps or gaps)?
2. What are the performance measures or standards that the LGUs have to meet in this performance
area/sector?
3. What support and encouragement are being provided by DILG and other oversight agencies to LGUs
with respect to performing well in public order and public safety?
4. What reforms are being advocated by DILG/national government in public order and public safety, if
any? How do your envisioned reforms in public order and public safety support the overall reforms
in local governance espoused by DILG?
Sample Vision Reality Goal Activity or VRGA Matrix
DESCRIPTORS SUCCESS CURRENT VISION – REALITY WHAT

INDICATORSREALITY GAP TO DO TO
RATING CLOSE THE GAP
(Based on a 10 pt. scale)
0% Crime rate 4
Full employment 6
Citizen participation 7
➢ Write a Vision-Reality Gap) narrative based on the VGRA above.

Annex 7
Annex 7: Determining the Priority POPS Issue
Determining the Priority POPS Issue
Instructions:
 Workshop: Proposed Questions for the Identification of Priority Issues
1. Building on the results of the Vision-Reality Gap Analysis, what are the current
and emerging specific manifestations of threats, instability and vulnerability in
our locality? Where and how are they particularly manifested?
Alternate question: What are those that strike fear in our citizens and make them
feel insecure?
2. What might be the sources or causes of such issues?
3. Using the results of the Vision-Reality Gap Analysis and the group’s appreciation
of the issues, rank the issues to come up with the key issues that the POC should
focus on for the period 2017-2019.
 Rank an issue on the basis of: (a) intensity of impact/consequence, and (b)
likelihood of occurrence.
 Determine the Intensity of Impact/Consequence ( “I” or column 1 of Table

Tool 1)
1 - Very Low Impact (a minor inconvenience)
2 – Low Impact (small disruptions)
3 - Medium Impact (suspension of operations, minor injury)
4 – High Impact (serious to very serious injury or loss of lives, serious to very serious loss of significant
assets or damage)
 Determine the Likelihood of Occurrence (“L” column 1 of Table tool 1)

1- Very Low Likelihood of Occurrence
2 - Low Likelihood of Occurrence
3 – Medium Likelihood of Occurrence
4 – High Likelihood of Occurrence
 Determine Rating ( “Rt” column 1 of Table Tool 1)

Compute for seriousness of the issue: Intensity of Impact/Consequence X Likelihood of Occurrence
 Determine Rank of POPS Issue (“Rn” column 1 of Table IX)
The higher the rating, the more serious the issue. Confirm with the group the ranking of issues based on
the rating.
Table Tool 1: Matrix on Public Order and Public Safety Ranking of Priority Issues
Locality: _______________________________________ Date Accomplished: ____________________
Ranking Issues (Manifestations of Where/How Manifested Sources/Causes

Threats, Instability,
Vulnerability)
I L Rt Rn
SUGGESTED WORKSHOP OUTPUT : NARRATIVE SUMMARY OF THE PRIORITY POPS

ISSUES IN THE LOCALITY
Summarize the results of the prioritization of pops issues and write a narrative by answering the
following:
A. Priority POPS Issues in Locality

1. What are the priority issues?
2. How were these identified?
3. Why are they considered priorities?
B. Profile of Priority Issue 1
1. Description of the issue. How grave is it? How and where does it occur? Who are involved
(perpetrators)? In the case of conflict, who are the actors involved? What is its history?
2. What are its impacts?
3. Who are the vulnerable population? What makes them vulnerable?
4. In the case of conflict, what factors drive or restrain resolution?
Table Tool 2 : Expanded Priority Issues/Challenges and Goals in Addressing the Issues
Ranking Issues/ Manifestations Sources/ Who are Consequences Goals in

Problems (Where and Causes Involved/ if not Addressing
How) Affected addressed The Issue
(Impact)
Table Tool 3: Prioritization of Issues Using the CSPP Priority Matrix

ISSU Potential Impacts Potential to Worsens Negatively Potential to Impacts Potential Can be TOTA
ES to create adversely strengthen degradation affects the reinforce adversely to hamper addresse L
violent on the non-state of the peoples’ minoritizati on access the local d
conflict lives of armed environment perception of on of to basic economic through
(1) women, groups (4) the certain services conditions availabl
children, (3) Government segments of (water, (8) e local
IPs, et.al., (5) the electricity resource
MVGs population ) s
(2) (6) (7) (9)
A.
B.
C.
D.
E.
F.
Annex 8
Annex 8: Identification of Indicative Responses to Peace and Order and Public Safety Priority
Issues
1. Identify indicative responses (can be multiple) to each of the priority issues.
2. Determine whether a response can be undertaken mainly or led by a particular governance
stakeholder group (i.e., LGU, PNP, AFP, civil society, barangay, etc.). A response can be a policy,
program/project, service or activity.
3. Try to cluster responses whether they are one or a combination of the following:
a. Tackling instability and vulnerabilities
b. Tackling underlying causes
c. Promoting stronger community action and responsibility, and
d. Promoting personal action and responsibility
Tool 3: Matrix on Indicative Responses to Public Order and Public Safety Priority Issues
Priority Issues Indicative Response (Policy, Typology of Lead/Main Group
Program/Project, Service or Response Responsible
Activity)
1-N
Annex 9
Stakeholder Analysis Crowds

Inform via general communications Leaders/Players
Aim to increaseSubjects
interest Focus efforts on this group
Context
Make use ofSetters Involve in in
interest through involvement governance/decision
low risk areas making bodies
Engage and consult
Keep oninformed
interest areas Engage
and consult on interest and consult regularly
areas
Try to increase their level ofsupporter/goodwill
Potential interest ambassador
Aim to increase interest
Annex 9: Stakeholder Analysis

Level of Interest
Level of Power
Source: Eden and Ackermann (2010).
Classification of Stakeholders:
 Crowd: they have low level of interest and low level of power. They can be considered as the
“least important“ among the stakeholders and should be informed via general communications.
The objective for this group is to increase their level of interest to make them context setters.
 Subjects: these are the stakeholders who have high level of interest yet they have low level of
power. Considerations should be given to this group in making use of their interest by involving
them in low risk areas. They should be informed and consulted on their interest areas since they
are potential supporters or advocates.
 Context Setters: this group has a high level of power but low level of interest. The aim is to
move the subjects to be part of the key players by trying to increase their level of interest. They
should be consulted and engaged on interest areas.
 Players/Leaders: these are the stakeholders who have high level of interest and high level of
power. Efforts should be focused on this group and they should be involved in governance and
decision making. They should be engaged and consulted regularly.
References:
Bryson, J. M. (1995). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining
organizational achievement. San Francisco, California: Jossey-Bass.
Creighton, J.L. (2005). The public participation handbook: Making better decisions through citizen involvement. San
Francisco, USA: John Wiley & Sons.
Ackerman, F. & Eden, C. (2010). Strategic Management of Stakeholders: Theory and Practice. Long Range Planning 44
(2011) 179-196.
Johnson, G. & Scholes, K. (2002). Exploring corporate strategy. Harlow, England: Pearson Education.
Nutt, P. C. & Backoff, R. W. (1992). Strategic management of public and third sector organizations: a handbook for
leaders. San Francisco: Jossey-Bass.
OPAPP, UNDP, & STRIDES. (2009). Guidebook on Conflict Sensitivity and Peace-Promoting Local Development
Planning. Pasig City, Manila: OPAPP.

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Peace and Order and Public Safety

(POPS) Planning Guidebook

Department of the Interior and Local Government

About The POPS Planning Guidebook………………………………... iii

Definition of Terms ……………………………………………………. iv

10 Steps in Developing and Monitoring the Implementation

An Instruction Guide for the POC Secretariat………………………… vii

DRAFTING THE POPS PLAN: A STEP BY STEP GUIDE PER CHAPTER

Chapter A .Review of Local Strategic Direction………………………. 1

Chapter B. Peace and Order and Public Safety Situation…………….. 5

Chapter C .Priority Peace and Order and Public Safety Challenges…… 11

Chapter D. Objectives, Strategies, Targets, Indicators, and Baseline Data.. 14

Chapter E. Critical Policies, Programs, Projects, Services and Activities… 18

Chapter F. Funding Requirements…………………………………………… 19

Chapter G. Implementation Arrangements and

Chapter H. POPS Plan Monitoring and Evaluation and Reporting……….. 21

Chapter I. Communicating Results to the Public

Tools and Forms…………………………………………………….

Box 1: Vision and Mission Statements and Goals

Table A: VISION-GOAL DESCRIPTORS

On November 2, 2015, Memorandum Circular 2015-128, entitled Guidelines on the Formulation

Linking the Confidential Fund to the POPS Plan

Pursuant to JMC No. 2015-01, entitled “GUIDELINES ON THE ENTITLEMENT,

Confidential Expenses refer to expenses pertaining/related to surveillance activities in civilian

About the Guidebook

1. Local Chief Executive (LCE)

2. Integrated Area/Community Public Safety Plan (IA/CSP) –

4. Peace and Order and Public Safety Plan (POPS Plan)

5. Provincial Public Safety Plan

Peace and Development Agenda

Community Service and Oriented Planning (CSOP) in POPS

Community Service Oriented Policing (CSOP), defined

POPS concerns and Crisis Management

The following is the suggested list of members of the TWG:

1. Local Planning Officer

a. Ensure that the following data are readily available:

1. LGU Socio-Economic Profile

b. Income class and Economy

Annual income is P 85,000,000.00 from agriculture, manufacturing, and operation of

The sex ratio is 90 males for every 100 females.

The Municipality of X has 10 barangays:

2. Local Strategic Directions

Box 1: Vision Statement and Goals

Vision Statement: A model of balanced development characterized by empowered citizenry, a

1. To make our community a safe place to live, work, and do business;

The descriptors may be classified as:

Table A: VISION-GOAL DESCRIPTORS

Vision-Mission-Goal Descriptors Success Indicator

1. Safe Percentage of crime incidence reduced

Percentage of deployment of PNP foot patrol

Number of clients availing free security

1. Progressive Percentage of business permits issued

C. Promote Active Participation of citizens in

1. Empowered Citizenry Number of CSOs/associations participating in

Number of Tanods on foot patrol increased

Number of partnerships between the LGU, PNP

Barangay Assemblies conducted in all

Presence of CSO representatives in Local

D – N: Additional V-G Descriptors to

Make the following source materials available in completing this Chapter:

o Comprehensive Development Plan

The Sections in this Chapter are as follows:

1. Peace and Order and Public Safety Situation Matrix