StratPlanning Manual 220713.pdf

Guidebook on Strategic Planning:
MAFAR BARMM

Module 2: Assessing Internal and External Realities
and Formulating Strategic Goals and Objectives
Assessing Internal Reality
Assessing External Reality
Determining Strategic Goals and Objectives
(Impact, Goals, Core, Support)
Module 3: Identifying Plans and Programs
to Support the Strategic Goals and Objectives
Putting It All Together for Operationalization
Translating Strategic Objectives into Key Result Areas,
Identifying Performance Indicators, and Formulating
Programs, Activities, Timelines and Resources
Gender Equality, Disability and Social Inclusion
Sustaining the Strategic Planning Process
Leading Change in a VUCA World
8-Step Kotter Framework
The DICE Model
Monitoring and Evaluating the Performance Scorecard
Institutionalizing the Strategic Planning Process
A. Agriculture Scorecards
B. Fisheries Scorecards
C. Agrarian Reform Scorecards
Table of Contents
Message from the Australian Ambassador to the Philippines
Message from the Program Director of AAAEP-Philippines
Message from the Minister of MAFAR-BARMM
Definition of Terms
Introduction to Strategic Planning
What is Strategic Planning?
The Strategic Planning Framework
What is a Strategic Plan?
Why Should Organizations Embark on Strategic Planning?
The Strategic Planning Process
Module 1: Revisiting Strategic Directions and
Assessment of Current Realities
The Vision Statement
The Mission Statement
Scenario Building Exercise:
Reviewing the Current Vision, Mission and Values
Review of Current Realities:
Determining the Strengths, Opportunities,
Aspirations and Results (SOAR Model)
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The Australian Government is proud to support the
Training on Strategic Planning, which was provided by
Australia Awards Philippines, to the Bangsamoro Ministry
of Agriculture, Fisheries, and Agrarian Reform (MAFAR).
This was a milestone in Australia’s continued provision of
development assistance in Mindanao and, in particular,
the Bangsamoro region, for this was the first time that
Australia Awards Philippines delivered a learning and
development activity specifically for the MAFAR.
We recognize the important role that the ministry plays
in promoting the sustainable growth and development
of the region’s agriculture and fisheries sector, which is
very critical to the Bangsamoro economy.
This programme was designed to further develop the
competencies of MAFAR officials in strategic planning,
to assist the ministry in undertaking the very important
exercise of updating its strategic plan.
The provision of this programme was well in line with
our long history of support to the Philippines for
education and training and furthers this very rich aspect
of the Philippine-Australian bilateral relationship.
This guidebook, which was a product of a short course
on Strategic Planning for MAFAR-BARMM is a practical
reference that will guide Top Management to review and
create long-term plans.
We hope that it will further empower MAFAR’s officials
in meeting the ministry’s mandate while navigating the
challenges posed by post-pandemic recovery.
I also wish to congratulate all the participants for
completing the training programme and for their
contributions in developing this guidebook.
The Australian Government looks forward to working
even more closely with the MAFAR, the Bangsamoro
government, and the Philippine government in ensuring
that a sovereign, stable, and resilient Philippines quickly
returns to economic growth post-COVID–19.
Message from the
Australian Ambassador
to the Philippines
Mabuhay!
STEVEN J. ROBINSON AO
Australian Ambassador
to the Philippines

Formulating, implementing and sustaining a strategic
plan are crucial steps to move organizations forward.
Guided by a Vision, Mission and Values, organizations
can enable the future by developing a plan that will
motivate and energise all its stakeholders to achieve
and accomplish articulated goals and targets.
Providing short courses has been one of our
significant undertakings at the Australia Awards and
Alumni Engagement Program-Philippines.
In addition, we assist in building the competencies of
selected organizations, such as training the officials
and technical staff of MAFAR-BARMM in reviewing
its current strategic plan to develop its new strategic
imperatives toward resilience in providing food
security in the region.
Anchored on its role in implementing strategic planning
reviews and programs, this Guidebook will help the
leaders in MAFAR-BARMM facilitate strategic planning
workshops within the sectors of Agriculture, Fisheries
and Agrarian Reform.
Not only will this Guidebook enable MAFAR-BARMM
to formulate strategic tools, it will also assist them in
implementing, monitoring and evaluating their goals,
strategies and targets regularly.
With MAFAR-BARMM’s commitment to continuously
review and improve its strategic direction to align with
the vision of BARMM, we shall attain our vision of a
brighter future for the Philippines, especially in the
Mindanao region, where MAFAR’s contribution can
make a difference.
Message from the
Program Director
of AAAEP-Philippines
“Coming together is the beginning.
Keeping together is progress.
Working together is a success.”
- HENRY FORD
MILALIN S. JAVELLANA
Program Director
Australia Awards and Alumni
Engagement Program - Philippines

Greetings!
Under the auspices of the Australian government
and in partnership with the Australia Awards Alumni
Engagement Program-Philippines (AAAEP-P), I would
like to extend my gratitude for the assistance in
making MAFAR improve its services and formulate a
better strategic planning direction.
Through the Short Course, the initiative of MAFAR
to develop its capacity to pursue the agency’s goal
to have socio-economically stable and globally
competitive farmers and fisherfolk was granted.
Message
from the Minister
of MAFAR-BARMM
From the formulation of concrete Strategic Plans,
Balanced Scorecards, and the Re-Entry Action Plan,
I would like to express my sincerest gratitude to the
Australian government for this initiative.
The benefits of these initiatives, particularly the
development of this Guidebook, will ensure that we
are able to fulfill our mandate in the years to come.
MOHAMMAD S. YACOB
Minister
MAFAR-BARMM

BARMM
Bangsamoro Autonomous Regional Government
GEDSI
Gender Equality, Disability, and Social Inclusion
MAFAR
Ministry of Agriculture, Fisheries, and Agrarian Reform
SOAR Model
Strengths, Opportunities, Aspirations, Results.
A SOAR analysis is a Strategic Planning tool that focuses
an organization on its current strengths and vision of the
future for developing its strategic goals.
Strategic Planning
Strategic planning is an organizational management activity
that is used to set priorities, focus energy and resources,
strengthen operations, and ensure that employees and
other stakeholders are working toward common goals.
Organizational Vision
Describes the company’s purpose, what the company
is striving for, and what it wants to achieve,
communicating the organization’s values and
its commitment to achieving its goals.
Organizational Mission
A brief, broad statement about an organization’s
goals and how it intends to meet those goals.
It often addresses what the organization offers and
how it hopes to serve its customers, community,
employees, investors or other stakeholders.
Strategic Objectives
Purpose statements that help create an overall vision
and set goals and measurable steps for an organization
to help achieve a desired outcome. A strategic
objective is most effective when it is quantifiable either
by statistical results or observable data.
VMOKRAPI-PATRES
Vision
Mission
Objectives
Key Result Areas
Performance Indicator
Programs
Activities
Timelines and
Resources
Framework for Action Planning
Definition of Terms

What is Strategic Planning?
Strategic planning is an organizational management activity
that is used to set priorities, focus energy and resources,
strengthen operations, ensure that employees and other
stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess and
adjust the organization’s direction in response to a changing
environment to shape the desired future.
It is a disciplined effort that produces fundamental decisions
and actions that shape and guide what an organization is,
who it serves, what it does, and why it does what it does, with a
focus on the future. Effective strategic planning articulates not
only where an organization is going and the actions needed to
make progress, but also how it will know if it is successful.
Strategic Planning helps ensure that the desired future (Vision)
is aligned with the reason for existence (Mission) of the
organization and its Values.
Strategic Planning also involves the identification of needed
action to communicate and cascade institutional plans and
strategies so that these can be operationalized in the
day-to-day activities of the entire organization.
PART 1
Introduction to
Strategic Planning

Strategic Leadership
and Management
Vision, Mission, Objectives
Clarifies organizational
identity
Guides the organizational
decision-making
Guides culture-building
Strategic Planning
What unique value do we
bring to the table?
Where and how are we going
to compare?
What barriers prevent us?
Opportunities?
What resources do we need
to get where we want to be?
Cascading
Office of Strategy
Management
Communicating the Strategic
Direction to the entire
organization
Get buy-in/
align with performance
measures
Strategy Execution
Focus
Leverage
Engagement
Accountability
The Strategic Planning Framework for Leadership and
Management is captured in the image below.

KRA
(Key Result
Areas)
Actions
needed
GOALS
ELEMENTS OF A STRATEGIC PLAN
Timelines &
Resources
Outputs,
outcomes &
measures
Teams or
Individuals
responsible
What is a Strategic Plan?
A strategic plan is a document that communicates the
organization’s goals. It identifies key results areas where impact
will be assessed, and enumerates the outputs and outcomes to
be monitored, as well as the indicators by which these results
will be measured, the specific actions needed to achieve these
indicators, the timelines and resources needed to produce these
results, and the teams or individuals who are accountable for
these activities.
All these elements of a strategic plan are discussed and analyzed,
and are critical outputs of the strategic planning exercise.
Why Should Organizations
Embark on Strategic Planning?
Strategic planning is vital to an organization because it
provides a sense of direction and outlines measurable goals.
Strategic planning is a process that is useful for guiding the
overall directions of an organization and it is also useful for
guiding day-to-day decision-making.
It is a reference for tracking progress and changing strategies,
if necessary, to be able to continue moving forward.

The Vision Statement
A Strategic Planning process begins with a vision of the
organization’s desired future state or the end in mind of the
organization’s reason for being. The end in mind will direct
the organization toward a specific direction in the future,
which is captured in the Vision Statement.
The Vision is a futuristic picture of the organization and serves
as the guiding beacon, the North Star that grounds decision-
making and directions in an organization. A vision statement
focuses on tomorrow and what the organization ultimately
wants to become.
In the case of MAFAR, what is the agency’s vision of the kind
of organization that they want to see and where is the agency
relative to the future of the Bangsamoro community in five to
ten years from where they are right now?
A vision statement is meant to be a clear, vivid, definitive
statement of what an organization wants to accomplish,
and what the organization will look like once its mission is
accomplished.
The vision statement gives the organization a direction toward
the future, describing an end-state of the business and
emphasizes the organization’s overall purpose. The vision
statement is about what the organization wants to become
– it is meant to be aspirational.
PART 2
The Strategic
Planning Process
Module 1: Revisiting Strategic Directions
and Assessment of Current Realities

In the case of MAFAR, questions that can help guide the
crafting of its vision statements can include the following:
Vision Statement:
A Bangsamoro region of socio-economically stable,
resilient, and globally competitive farmers and fisherfolk.
QUESTIONS TO ASK:
• Does the MAFAR Vision capture the essence of
what it wants to achieve in the future?
• Does it inspire MAFAR to achieve
its future desired state?
• Is the Vision ambitious but realistic?
A vision statement is future-oriented and tends to remain the
same for a significant period of time, thus helping provide
a sense of what the organization values among both those
inside the organization and outside of it. Oftentimes, a vision
statement is used for public relations purposes, because vision
statements aim to encapsulate the overall strategic goals for
the organization.
Every organizational step is curated to be contributing to
the effort in achieving the overall vision of the organization.
Because of its transcendent and directive nature, vision
statements are often written in the present tense, but still
serve the future of the organization.
What are our hopes and dreams for the agency?
What problem are we solving for the greater
good of the Bangsamoro community?
Who and what are we inspiring to change,
particularly in the agriculture, fisheries, and
agrarian reform sectors in the BARMM?

The Mission Statement
The mission statement drives the organization. It outlines both
what you do and what comprises the core of the business, and
from this, objectives are made clear, followed finally by what
it takes to reach those objectives. A strong mission statement
is one that motivates a team to consistently advance toward a
common goal.
Questions that guide mission statements include:
Mission Statement:
To empower farming and fishing communities
by ensuring equitable access to quality services
and optimum economic benefits.
QUESTIONS TO ASK:
• Does the MAFAR Mission Statement
capture the reason for existence?
• Does it declare commitments to MAFAR’s
internal and external stakeholders?
What do we do?
Who do we serve?
How do we
serve them?
Mission statements establish a framework for the behavior of
those working in the organization, often starting with declarations
such as, “We provide…”, “We offer…”, or “We are a…”
Because of their reference to the everyday activities of the
organization, mission statements can often be used as a basis
for performance standards, and can guide members of the
organization at various levels in their decision-making.
Stemming from the articulated and agreed Vision, a Mission
Statement must also be articulated, one that focuses on today
and what an organization does to achieve it.

The Strategic
Planning Journey
VMO
• Assessing and validating the current
Vision and Mission statements
• Reviewing current reality
(internal and external environments:
determining strengths, opportunities,
aspirations, and results (SOAR Model)
• Determining Strategic Goals and Objectives
(Goals, Impact, Process, and Support)
KRAPI
• Translating strategic
objectives into Key
Results Areas
• Identifying Performance
Indicators
PATRES
• Developing Programs
and identifying needed
Activities, Timelines,
and Resources
Putting together all the key components of the Strategic
Planning process, the term VMO-KRAPI-PATRES, which
stands for Vision, Mission, Objectives, Key Result Areas,
Performance Indicators, Programs, Activities and
Resources, can be used as a reference to guide the team
in this critical organizational exercise.
Let’s Get Started!
The Strategic Planning Journey is illustrated below:

Scenario Building Exercise
A very powerful tool to examine the current Vision,
Mission and Values of the organization is the use of
Scenario Building Exercises.
What is Scenario building in Strategic Planning?
It
can be described as a story which is based on the
analysis and understanding of current and historic
trends and events. It includes a consistent description
of possible future situations. The development of sets
of narrative scenarios helps to identify possible
pathways toward a vision of the future.
It is 2030, and the Chief Minister has requested
the MAFAR-BARMM Minister to visit the
regional headquarters in Cotabato City and
talk about the successes of the Ministry in
achieving its targets and contributing
significantly to the achievements of
BARMM in improving the quality of life
of the Bangsamoro communities.
The Minister has asked your team
to help him prepare a report.
What would you put in the Minister’s report?
Scenario 1: Success

Scenario 3: Status Quo
Scenario 2: Failure of Execution
It is 2030, and the Chief Minister has requested
the MAFAR-BARMM Minister to visit the
regional headquarters in Cotabato City and
explain the poor performance of the Ministry,
including the Ministry’s failure to achieve
its targets and its lack of contribution
to BARMM’s vision of improving the quality
of life of the Bangsamoro communities.
It is 2030, and the Chief Minister has
requested the MAFAR-BARMM Minister
to visit the regional headquarters in
Cotabato City and discuss why the Ministry has
remained where it was in 2021, essentially
just performing at the same level over the last
ten years and contributing to the status quo
in terms of the quality of life
of the Bangsamoro communities.

Present
Future
Internal External
Time
Frame
Scope
The above scenarios enabled the participants to reflect and
process their insights on the following:
• What contributed to the Success of the Organization?
• What accounted for its Failure?
• What contributed to the Status Quo?
The stories of historical trends and data were analyzed
vis-à-vis the current Vision/Mission Statements of the
Organization. These were used to challenge the current
Vision/Mission Values of MAFAR.
After agreeing on the Vision/Mission and Values of MAFAR,
an Internal Scanning Tool was used to analyze its Strengths,
Opportunities, Aspirations, and Results (SOAR).
SOAR Model
Strengths, Opportunities, Aspirations, Results
A SOAR analysis is a Strategic Planning tool that
focuses an organization on its current strengths and
vision of the future for developing its strategic goals.
from the American Society of Quality
Strengths Opportunities
Aspirations Results

SOAR vs. SWOT
This tool differs from the commonly used SWOT (Strengths,
Weaknesses, Opportunities, and Threats) analysis. SOAR
engages all levels and functional areas of an organization,
while SWOT is typically a top-down approach. With SOAR, the
focus is on the organization and enhancing what is currently
done well, rather than concentrating on perceived threats
and/or weaknesses.
When conducting a SOAR analysis,
the basic questions to be answered are:
• What are our greatest strengths?
• What are our best opportunities?
• What is our preferred future?
• What are the measurable results that will tell us
we have achieved our vision of the future?
• Action
• Focusing on strengths
• Being the best
(from good to great)
• Innovation
• Engagement on all levels
• Planning-implementation
• Attention to results
• Planting seeds
• Achieving the good
• Analysis
• Focusing on weaknesses
and threats
• Beating the competition
(just be better)
• Incremental improvement
• Top-down
• Attention to gaps
• Pulling weeds
• Avoiding error
SOAR is about...
SWOT is about...

• What can we build on?
• What are we most
proud of as an
organization?
• What makes us
unique?
• What is our proudest
achievement in the
last year or two?
• How do we use
our strengths to get
results?
• How do our strengths
fit with the realities of
the marketplace?
• What do we do
or provide that
is world class for
our customers,
our industry, and
other potential
stakeholders?
• What do we care
deeply about?
• When we explore our
values and aspirations,
what are we deeply
passionate about?
• Reflecting on our
Strengths and
Opportunities
conversations, who are
we, who should we
become, and where
should we go in the
future?
• What is our most
compelling aspiration?
• What strategic initiatives
(projects, programs,
and processes) would
support our aspirations?
• What are our stakeholders
asking for?
• How do we make sense of
opportunities provided by
the external forces and trends?
• What are the top three
opportunities on which we
should focus our efforts?
• How can we best meet the
needs of our stakeholders?
• Who are possible new
customers?
• How can we distinctively
differentiate ourselves
from existing or potential
competitors?
• What are possible new markets,
products, services, or processes?
• How can we reframe
challenges to be seen as
exciting opportunities?
• What new skills do we
need to move forward?
• How do we know
we are succeeding?
• Considering our
Strengths, Opportunities,
and Aspirations, what
meaningful measures
would indicate that we
are on track to achieving
our goals?
• What are 3 to 5 indicators
that would create a
scorecard that addresses
a triple bottom line of
profit, people, and planet?
• What resources are
needed to implement
vital projects?
• What are the best rewards
to support those who
achieve our goals?
From: Stavros, J & Hinriche, G. (2009). The thin book of SOAR: Building strengths-based strategy. Bend, OR: Thinbook Publishing
SOAR Model Analysis (Appreciative Inquiry)
Strengths Opportunities Aspirations Results
The following are the Powerful Questions to ask
when going through the SOAR Model Analysis.

Assessing Internal Reality
To aid the SOAR Analysis, there is a need to do Internal
Scanning of the organizational environment.
Internal Scanning: Inventory of MAFAR’s Strengths
QUESTIONS TO ASK:
• What are the factors influencing our “reason for being”?
• What has been our contribution to BARMM’s
development efforts?
• How can we continue to be relevant in this effort?
• What is our unique added value as a Ministry?
Analysis of Organizational Capacities and Challenges
QUESTIONS TO ASK:
• What are the success factors that are critical to our
performance and contribution to agriculture, fisheries,
and agrarian reform in BARMM?
• What factors threaten or diminish our core and unique
value-added contributions to BARMM?
Strategic Issues and Directions
QUESTIONS TO ASK:
• From the discussions yesterday, what are our emerging
strengths and opportunities?
• From the outputs in previous conversations, what must
we watch out for in terms of threats and challenges,
both internal and external?
Strategic Objectives and Actions
QUESTIONS TO ASK:
• What are key elements of strategies that we must adopt
for the next 3-5 years?
• What do we need to do to ensure the execution of these
strategies?
Assessing External Reality
Aside from internal scanning, the organization likewise needs
to conduct an external scanning of its environment to help
determine factors that affect its existence and operations.
Elements of the external scanning exercise can include analysis
of the political, economic, social, technological, legal, and
environmental dimensions of the communities where MAFAR
operates.
Aside from major political (e.g., extension of the BTA) and
economic factors (e.g., means of production, market forces),
MAFAR should also take into consideration the impacts of the
ongoing pandemic (e.g., public health issues) as a critical factor
in its external environment.
Now that the environmental scanning of MAFAR’s Strengths,
Organizational Capacities and Challenges, Issues and
Directions, as well as Objectives and Actions were analyzed,
the next step is to craft the Strategy Map.
Module 2: Assessing Internal & External Realities and
Formulating Strategic Goals and Objectives

I
G
C
S
I
G
C
S
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G
C
S
I
G
C
S
I
G
C
S
BARMM Overall
8 Development Goals
3-5 year plan
MAFAR-BARMM Strategy Map
(Ministry-level) 3-5 year plan
MAFAR-BARMM
AGRICULTURE SECTOR
STRATEGY MAP (3-5 year plan)
MAFAR-BARMM
FISHERIES SECTOR
MAFAR-BARMM
AGRARIAN REFORM
Cascading
of Results
into Impact

Impact
Secure equitable
land distribution
and tenure
Identify,
acquire, and
distribute
CARP-
qualified land
Increase
production
of priority
traditional
commodities and
those of regional
significance
to benefit the
farmers
Increase
fisheries
and
aquaculture
production
to benefit
the
fisherfolk
Ensure that
AFF programs
and support
infrastructure are
disaster and climate
resilient, and
increase community
adaptive capacity
Increase economic
opportunities in agriculture,
fisheries, and forestry
Enhance disaster
resilience and climate
change adaptive capacity
of communities
Goals
Institutionalize
MAFAR
Adjudication
Board and
support ARBs
to uplift their
lives
Secure, download
timely, and manage
MAFAR-BARMM
funds in a fiscally
responsible manner
Achieve and sustain
an adequate number
of highly competent,
committed, and
service-oriented
MAFAR personnel
Research
and
Technology
Administrative
Support,
Procurement,
and Logistics
Identify crop
production
focus areas, and
support farmers
with technology,
farming inputs,
and market
development
Identify fisheries
& aquaculture
areas, and
support fisherfolk
with technology,
equipment, and
development
Embed disaster
and climate
resiliency in
the policy
and design of
AR programs
and support
infrastructures
Core
Support
Determining Strategic
Goals and Objectives
With the Vision, Mission, and Values as the primary elements
of the Strategic Map, the Impact, Goals, Core and Support
Elements must be identified.
• Impact and Goals must be consistent and aligned with
the Vision, Mission and Values of MAFAR; these must be
measurable and must include and specify performance
outcomes for MAFAR
• Support and Core Process are determined by the Outputs
using Lead Measures to measure results in the short-term
• Support and Core Processes are processes that should
support the achievement of the Impact and Goals
As an example, the Scorecard below show that “Impact” and
“Goals” are targets that are long-term in nature.
The “Core Processes” and “Support” targets in
this example are more immediate in nature:
It is very important to note that the Impact, Goals, Core
Processes, and Support are interconnected and interrelated to
one another, as illustrated in the Strategy Map on the next page.

Secure equitable land
distribution and tenure
Acquire, distribute, and
develop CARPable areas
Increase production of priority
traditional commodities and
those of regional significance
to benefit the farmers
Increase fisheries and
aquaculture production
to benefit the fisherfolk
Ensure that AFF programs
and support infrastructure
are disaster and climate resilient,
and increase community
adaptive capacity
Increase economic opportunities
in agriculture, fisheries, and forestry
Enhance disaster resilience and climate change
adaptive capacity of communities
Impact
Goals
Institutionalize MAFAR
Adjudication Board
and support ARBs to
uplift their lives
Secure, download timely,
and manage
MAFAR-BARMM funds
in a fiscally responsible
manner
Mission:
To empower farming and fishing
communities by ensuring equitable access to
quality services and optimum economic benefits
CORE Principles
Achieve and sustain an
adequate number of highly
competent, committed,
and service-oriented
MAFAR personnel
Research and Technology
Administrative Support,
Procurement, and Logistics
Identify crop production
focus areas, and support
farmers with technology,
farming inputs, and
market development
Identify fisheries and
aquaculture areas, and support
fisherfolk with technology,
equipment, and development
Embed disaster and
climate resiliency in the policy
and design of AR programs
and support infrastructures
Core
Support
VISION:
A Bangsamoro region of socio-economically stable,
resilient, and globally competitive farmers and fisherfolk.
MAFAR-BARMM (Master)
5-YR STRATEGY MAP
Transparency &
Accountability
Genuine &
Meaningful
Governance
Competence &
Excellence
Commitment to
Serve the People
Social Justice
Responsive &
Quality Services
Inclusivity
and Unity

VMOKRAPI-PATRES:
Putting It All Together for Operationalization
Vision:
Mission:
Objectives:
Goals/Client Perspective
Goal Measure Baseline/
Current Target Intervention
Core Processes Perspective
Support/Growth Perspective
Key Result
Area
Performance
Indicators
Programs Activities Timeline Resources
The “Goal/Client” perspectives
cited in the scorecard must address
the goal of achieving “Impact”
The Core Processes Perspective, on the
other hand, must be linked to ensuring
that the Goal Perspectives are achieved
Finally, the “Support/Growth
Perspective” must ensure that
the Core Processes are achieved
Once the Strategy Map has been created, the next step is to
put them all together through the VMOKRAPI-PATRES Planning
Framework.
This framework shows the relationships between and among
the Vision, Mission, and Objectives, the Key Result Areas and
Performance Indicators, and finally, the Programs, Activities,
Timelines, and Resources, needed to achieve the goals and
impacts outlined in the Strategy Maps.
Module 3: Identifying Plans and Programs to
Support the Strategic Goals and Objectives

This process ensures that the Strategy Maps will be translated
into more detailed aspects of Execution. More specifically,
the action plan must capture the following:
• Key Result Areas – the targets or
general outcome areas that the
organization wants to influence
• Performance Indicators – the
measures or evidences that will
indicate that the targets defined
as Key Result Areas are achieved
• Programs – the package of projects
that can be designed, developed,
and implemented to achieve the
Performance Indicators
• Activities – the set of activities
comprising the identified Programs
that are to be implemented on a
day-to-day basis
• Timelines – the amount of time
needed to execute the programs
and activities
• Resources – human, financial,
and other inputs that are needed
for the operationalization of the
programs and activities
Gender Equality, Disability and
Social Inclusion (GEDSI)
In the scorecards, GEDSI principles must be incorporated
in the organizational values.
Why are we concerned about
gender equality, disability and social inclusion?
Cross-cutting priorities/commitments to development,
humanitarian actions and human rights (Convention on
Elimination of All Forms of Discrimination Against Women,
Convention on the Rights of Persons with Disabilities,
Sustainable Development Goals)
• Means of contributing to peace and security, stability,
and development (BOL, Normalization)
• Addressing the challenges faced by women, indigenous
people, LGBTQIA and people with disabilities from
achieving their full potential
• Some people—such as the poorest of the poor, people
with disabilities, indigenous peoples and women—are
most often excluded from decision-making processes
• Societal responsibility to ensure that vulnerable and
disadvantaged groups are included and accounted for in
management processes and outcomes.

Context in addressing GEDSI
National laws and Policies: For Gender Equality
• The Magna Carta of Women (RA 9710) is the Philippines’
key gender equality law which sets out the government’s
responsibilities with regard to gender equality.
• The Philippines Plan for Gender Responsive Development
envisions a society that promotes gender equality and
women’s empowerment, and upholds human rights,
among others.
• The General Appropriations Act (GAA) requires all
departments, bureaus, offices and agencies to set
aside at least five per cent of their appropriations for
gender specific projects. The GAA also requires the
development of disability programs and allocates
for improvements to make all government facilities
accessible to persons with disability.
National laws and Policies: For Persons with Disabilities
• The Magna Carta for Disabled Persons (RA 7277), (RA
9442), and related laws
• BOL, development plans
• Peace Process (Normalization)
What is Gender Equality?
Refers to the principle asserting the equality of men and
women and their right to enjoy equal conditions realizing their
full human potentials to contribute to and benefit from the
results of development, and with the State recognizing that all
human beings are free and equal in dignity and rights.
Principle of substantive equality - full and equal enjoyment
of rights and freedoms; encompasses de jure and de facto
equality and also equality in outcomes.
Source: RA 9710
Who are Persons with disabilities?
include those who have long-term physical, mental, intellectual
or sensory impairments which, in interaction with various
barriers, may hinder their full and effective participation in
society on an equal basis with others.
Source: CR PD
What is social inclusion?
The process of improving the terms for individuals and
groups to take part in society, or the process of improving
the ability, opportunity, and dignity of people, especially the
disadvantaged, to take part in society.
Source: World Bank

MARKETS
Land
Housing
Labor
Credit
SERVICES .
Social
protection
Information
Electricity
Transport
Education
Health
Water
Political
Physical
Cultural
Social
SPACES
The Goals of GEDSI
• integration of gender equality, disability, and social
inclusion leading to more equitable and sustainable
outcomes
• Participation, non-discrimination, empowerment,
opportunities for leadership
The Principle of Inclusion
Means that people have the resources, opportunities and
capabilities they need to:
• Learn (participate in education and training);
• Work (participate in employment, unpaid or voluntary
work including family and career responsibilities);
• Engage (connect with people, use local services and
participate in local, cultural, civic and recreational
activities); and
• Have a voice (influence decisions that affect them)
Source: Australia Social Inclusion Board
Mainstreaming GEDSI
A strategy for considering and addressing the different needs,
perspectives and experiences of women, men, persons with
disabilities, different ethnicities and other socially excluded
people in all aspects of program and policy assessment, design,
implementation and evaluation.
Steps in Mainstreaming GEDSI
1. GEDSI Situational Analysis
• Surface the differential situation of men, women,
persons with disabilities, and ethnic minorities in terms
of access to resources, opportunities and participation
• Where are they? What roles do they play?
• Analyze the differential impact of programs or project
interventions to men, women, persons with disabilities,
ethnicities and other categories
• What is the impact of the
programs on them?
2. Identify Entry Points
• People
• Policies
• Programs and Projects
• Enabling Mechanisms
Interventions can be done within the organization and through
programs
and services where GEDSI should be identified and spelled-out.
Ability
+
Dignity
+
Opportunity

V
U
C
A
Volatile
Unstable
Constant Change
Uncertain
Inability to fully
know everything
Complex
Interconnectedness
Interdependent
Non-linear
Ambiguous
Many interpretations
Vision
Clear Vision,
Communication,
Flexible Implementation
Understanding
Diversity,
Experimentation
Clarity
Creating Context for
Organizations to Succeed
Agility
Understanding Context
and Systems Thinking
OUR RESPONSE TO VUCA
VUCA PRIME
Leading Change
Our reality today: We live in a VUCA World, that is Volatile,
Uncertain, Complex and Ambiguous.
Our response to VUCA is to VUCA-PRIME our organizations,
leading transformative action to move the organization from
Volatility to having a Vision, from Uncertainty to Understanding,
from Complexity to Clarity, and from Ambiguity to Agility.
PART 3
Sustaining the Strategic
Planning Process

Shared Vision
Vision owned by all levels;
Create focus and energy for learning
Systems Thinking
Interdependence among
all functions;
Working together
as a whole system
Learning
Organization
Personal Mastery
Individual commitment
to process of learning
Team Learning
Accumulation of
individual learning;
Sharing together with others that
which becomes team knowledge
Mental Models
Unlearn unwanted values;
Learn new and applicable values
Establish
a sense of
urgency
Create a
Guiding
Coalition
Anchor
Change in
the Culture
Empower
broad-based actions
Generate
Short-Term Wins
Consolidate
Gains
Develop a
Vision and
Strategy
Communicate
the Change Vision
BAKIT? SINO?
ANO NA?
PAANO?
ANO PA?
ANO?
KANINO?
To respond as VUCA-PRIME, organizations must become
learning organizations.
What is a Learning Organization?
A Learning Organization is an organization made up
of employees skilled at CREATING, ACQUIRING, AND
TRANSFERRING KNOWLEDGE. These people could help their
firms cultivate TOLERANCE, foster OPEN DISCUSSION, and
THINK HOLISTICALLY AND SYSTEMICALLY. Such learning
organizations would be able to adapt to the unpredictable
more quickly than their competitors could.
The execution of the Strategy Maps and VMOKRAPI-PATRES
would need Top Management to lead the change. A Leading
Change Framework that can be used is the 8-Step Kotter’s
Framework.
John Kotter, a professor at Harvard Business School,
introduced the 8-Step Model on Leading Change. Anchored on
the work of Kurt Lewin, the 8-step model sets out steps for the
change process to succeed.
Systems Thinking needs to be a competency to allow
members of an organization to look at the interrelatedness and
interconnectedness of the Strategy Maps and the VMOKRAPI-
PATRES being crafted – making sure that the decisions made
today will not have adverse results in the future.
THE KOTTER FRAMEWORK:
8 STEPS FOR LEADING CHANGE

Step 1: Establish a Sense of Urgency
Change initiatives must come from the Top.
The idea of a change being necessary for the success of an
organization can be powerful. One way to create the sense of
urgency is to create a forum that aims to discuss the current
realities and challenges, as well as the potential solutions
among the different stakeholders in the change process.
This emphasizes that it is important to engage stakeholders
and be prepared well before jumping into the change process.
This step creates an environment where Stakeholders see the
“need” to change, rather than just the “want” to change.
This process is critical to getting support from all the
Stakeholders and will make a lot of difference in the
change process.
Step 2: Create a Guiding Coalition
After establishing the sense of urgency among the
stakeholders, the next step is to identify team members that
can collaborate and complement one another in making the
change process successful. The coalition is recommended
to be people with different perspectives and experiences to
maximize its effectiveness.
Step 3: Develop a Vision and Strategy
More often than not, the change initiative will be very complex,
complicated and hard to grapple with, especially for employees
in the lower hierarchy of the organization and may be, to some
extent, external stakeholders. Anchoring the change initiative
into a compelling vision will create energy and focus toward
the change that the organization is co-creating.

Step 4: Communicate the Change Vision
Once a compelling vision is created, there is a need to
generate support for it by communicating to everyone in the
organization. The guiding coalition formed in step 2 would be a
great messenger of the Change Vision.
Step 5: Empower broad-based actions
Identifying obstacles that are blocking the change initiatives
will be a critical path to success. There is a need to identify
resources to break them down, and address them, without
disrupting the other areas involved in the change process.
Step 6: Generate Short-Term Wins
While creating change may be a long process, it will be good
to identify gains in the process by rewarding short-term wins.
The reward system can motivate and re-energize those who
are involved in the change process. Celebrating milestones and
short-term wins will be a great intervention to continuously
energize the entire team throughout the long change process.
Step 7: Consolidate Gains
Complacency may get in the
way of the change processes
leading to failure toward the
tail-end of the project.
It is recommended to keep
setting goals and analyzing
what can be done differently
to achieve the desired
lasting effect.

8 10 12 14 16 18 20 22 24 26 28
5-
4-
3-
2-
1-
0-
Highly
Successful
Mediocre
Highly
Unsuccessful
Step 8: Anchor the Changes in the Culture
It is important to continuously renew mindsets, strengthen
hearts by embracing them and energizing the will to deliver
and sustain change in the organization. Instilling the new
culture changes such as putting in some structures to make
these changes institutionalized will have a lasting effect.
Keeping top management onboard, continuing to co-create
possible solutions and encouraging all employees and
stakeholders to continue cementing the changes will ensure
success in the change process.
Kotter outlines the 8-steps to emphasize that change is not an
easy process. Many steps of planning are required and even
when the change has been implemented there is still a lot to
do to ensure it is successful.
Change can be planned. Subcribing to the 8-steps will ensure
success in the installation of the change initiatives that are
sustainable.
DICE: The Hard Side of Change
One way to measure success in the change initiative is to use
the DICE Model. To see whether or not a change effort will
succeed or fail, it is recommended that the DICE Score be
measured at the start of a change implementation process.
Ideally, if you want the change effort to succeed, your
organization score should be in the “Win” zone. It is important
to genuinely reflect on the score because this is your baseline
of knowing whether you will succeed or not.
WIN!
WORRY
WOE
What
your
Scores
Mean

DICE
(C) Commitment
Senior Management Commitment
• Do Senior Managers regularly communicate the reason
for the change and the importance of its success?
• Is the message convincing?
• Is the message consistent, both across the top
management team and over time?
• Has top management devoted enough resources
to the change program?
Employee Commitment
• Do the employees most affected by the change
understand the reason for it and believe it is worthwhile?
• Are they enthusiastic and supportive
or worried and obstructive?
(E) Effort
• What is the percentage of increased effort that
employees must make to implement the change effort?
• Does the incremental effort come up on top of
a heavy workload?
• Have people strongly resisted the increased
demands on them?
• Should we get additional manning to complement or
automate our processes in order to ensure the change
process happens?
Duration + Integrity + Commitment + Effort
If you happen to be in the Worry or Woe zone, don’t panic!
This DICE Formula will give you the indicators on where your
organization needs to improve on.
Questions to Consider
(D)uration
• Is it about ensuring that the Strategy Map is reviewed
more often than what’s happening now?
• Do formal project reviews occur regularly?
• If the project takes more than two months to complete,
what is the average time between reviews?
(I)ntegrity
• Is the team leader capable?
• How strong are Team Members’ skills and motivations?
• Do they have sufficient time to spend
in the change initiative?

Institutionalizing the
Strategic Planning Process
1. Develop a Monitoring and Evaluation System
A Monitoring and Evaluation System should be set up at the
onset to strengthen the implementation of the strategic plans.
This Monitoring and Evaluation system will track the progress
of implementation of all the Measures identified in the
scorecard. A monthly operational review must always see to it
that part of the agenda is the progress of the scorecards.
This monthly review will be able to produce timely
adjustments and corrective actions to the goals and targets
stated in the scorecard.
2. Align the Strategic Plan with the Overall Ministry
down to the Individual Scorecards
Structure influences behavior. The structure that can be put in
place to get surefire implementation of the strategic plans is to
make sure that there is a clear line of sight link to the Overall
Ministry Targets, down to the individual scorecards, through a
Performance Management System.
3. Cascading of the Strategic Plans
To ensure understanding of the Ministry targets, a cascading
activity must be done at the start of the performance period.
During the cascading of the
overall-ministry scorecard,
targets down into the
sector, units and individual
levels must be agreed
and communicated across the
organization.
A coaching and mentoring session among the immediate
superior and the employees must be done to ensure that the
individual contributions are achieved up to the Ministry level.

ANNEX
A1
AGRARIAN REFORM SECTOR
GOAL MEASURE/INDICATORS BASELINE/CURRENT TARGET INTERVENTION
Widen utilized
agricultural land
areas
(agriland –
9, 744.99 sq km
or 974,499 ha)
Area planted/harvested
(ha)
18% (1,754.10 sq km
or 175,400 ha) of
agrilands are utilized
Increase utilized agrilands
to 30% (4,677.60 sq km or
467,760 ha)
• Inputs on commodity production
and support services
• Provision of pre- and post-harvest
machineries
• Infrastructure and irrigation facilities
• Farm-to-Market roads
• Market linkages
• Cross-cutting activities
(research, training, product
development, organic production,
policy, etc.)
Number of farmers
engaged in farming
Volume of
production (mt)
of the following
commodities:
» Rice
» Corn
» Cassava
» Coffee
» Banana
20% increase in number of
farmers engaged in farming
Volume of production
(mt)
Number of tons per
hectare (2022)
» Rice
» Corn
» Cassava
» Coffee
» Banana
Develop Climate
Smart Production
System together
with its support
infrastructure,
research and
development,
and watershed
conservation and
protection
Number of developed
Climate Smart Farming
System (Model Farms)
No available data 5 priority commodities
per PLGU
• Establishment of nurseries
• Inputs on commodity productions
and support services
• Post-harvest facilities
• Save a Mountain projects
• Adopt a Mountain projects
• Lowland, marsh, and lake
development
Number and kinds of
support infrastructures
Watersheds: 5 kinds of support
infrastructure per PLGU
Number of sustained
watersheds
South Upi (1,894 ha) 3 declared watersheds
Establish
Corporate
Farming System
(commercial scale)
with ensured
technological
capacity and
advancement
Number of corporate
farms
Only small/
cooperative scale
Each province must have
3 corporate farms with 3
priority commodities
• Have federate cluster cooperatives
that engage the same production
commodities
• Intensify trainings on advanced
technologies
• Provide infrastructure support
• Facilitate contract growing
Number of hectares,
farmers involved, and
volume of produce
Goals/Clients Perspective

GOAL MEASURE/
INDICATORS BASELINE/CURRENT TARGET INTERVENTION
Empower
farmers by
providing
support services
and advanced
technological
capacity
Number of
empowered
farmers
• Trained individual farmers (CY 2020):
» Rice - 163
» Corn/Cassava - 50
» High value crops - 250
» Organic - 0
» Livestock - 500
10,000 farmers • Capacity building relative to crop production
(nutrient, pests, water, pre-harvest and
post-harvest management)
• Farm visits to developed farms
• Market linkages and access to credit
institutions (Islamic banking)
• Registry System for Basic Sector in Agriculture
(RSBSA) registration
Identify
commodity-
focused
production
areas and
embed disaster
and climate
resiliency in the
policy roadmap
and design of
programs
Number of
formulated
policies
• Bangsamoro Food Security and
Nutrition (FSN) Roadmap
• Bangsamoro Development Plan
(BDP 2020-2022)
1 Agricultural Policy
Roadmap
• Formulate policy roadmap on disaster and
climate resiliency
• Commodity mapping
• Geo-referencing
• Farm profiling
• Soil fertility and crop suitability mapping
Number
of focused
priority
commodities
• Priority Commodities
(based on PCIP data):
» Maguindanao (Banana, Coconut,
Coffee, Goat, Oil Palm, Rubber)
» Lanao del Sur (Abaca, Banana,
Cacao, Cassava, Coconut)
» Basilan (Coconut, Rubber,
Seaweed)
» Sulu (Abaca, Cassava, Coffee,
Seaweed)
» Tawi-Tawi (Cassava, Coconut,
Seaweed)
5 priority commodities
for the 5 provinces,
including Cotabato
City and 63 barangays
Engage farmers
in contract
growing of
different
commodities
Number of
engaged
farmers in
contract
growing
• 1 Upian Agri-Pinoy Farmers
Producers Coop (rice, coffee seed
grower)
• Maguindanao rice seed growers
affiliated with Upian Agri-Pinoy
Farmers Producers Coop
20 farmers per
commodity
• Investment forum
• Summit
• Investment mission to Middle East countries
• PPP
• Farm clustering
• Provision of pre- and post-harvest machineries
• Infrastructure support
ANNEX
A2
Core Process Perspective

ANNEX
A3
Adequate and
morally upright
personnel
with secure
administrative
support
systems
Number of hired
personnel
500 hired personnel 1,500 hired
personnel
Hire competent personnel
Guarantee
annual budget
allocation from
Block Grant
and Special
Development
Fund
Amount in Pesos • Annual allocation of
BARMM Appropriation Act (BAA)
from Block Grant (BG) and Special
Development Fund (SDF):
» BAA - 1.5B
» SDF -
• Special fund from DA-National:
» ALPAS (through DA-XII)
» RCEF (PhilRice, PhilMech)
Sustain BAA
allocation
Advocacy programs on moral
governance to ensure raising
outputs and impact
Farm
Mechanization
Support
System with
intensified
research and
development
system
Number of farmers
that benefited
To be provided by the
Agriculture Services
5,000 farmers Provide farm machineries and
equipment
Number of
commodities
developed through
research
No research conducted
on farm mechanization
(from 1994 to date)
5 researches
on farm
mechanization
(based on priority
commodities)
Generate technology through
research and development
Support Growth Perspective

ANNEX
B1
FISHERIES SECTOR
Increase socio-economic
stability of fisherfolk
• % of poverty incidence in
fisherfolk reduced
54.3% poverty incidence of
fisherfolk in BARMM (PSA, 2018)
• Decrease by at
least 3-5% annually
• Increase post-harvest value adding
in fishery products
• Improve post-harvest and cold chain
facilities
• Establish enabling policies on
marketing linkage/chain
• Launch aqua-based business school
Protect and conserve fishery
resources in the region
• Number of declared
protected areas
(MPAs, sanctuaries, etc.)
Only LGU declared MPAs and
sanctuaries
• Establish 1 per
province annually
• Implement fishery laws and
regulations
• Ensure community participatory
engagement
Increase and sustain
fisheries production
• Number of annual
production
2020 production data:
421,540.16 mt
» Municipal fisheries: 16.33%
» Commercial fisheries: 10.32%
» Aquaculture: 73.35%
• 3-5% increase
annually
• Enhance monitoring and data
banking system
• Increase inputs on aquaculture and
strengthen stock enhancement
• Engage in advance production
technology
• Number of
operationalized fish
hatchery facilities
• Number of established
fish hatchery facilities
Only 2 fish hatchery facilities
(freshwater)
» 1 bangus hatchery
- not operational yet (new)
» 1 multi-species hatchery
- not operational yet
(marine, new)
• Fully operationalize
existing fish
hatchery facilities
by 2025
• Add fish hatchery
facilities
• Launch demo farm for new
technologies
• Strengthen networking to allied
agencies and private sector in the
market chain
• Number of capacitated
technical staff
Technical manpower were newly
hired
• Increased technical
capability trainings
• Strengthen networking to allied
agencies
Ensure that fisheries
programs and support
infrastructure/facilities are
disaster and climate resilient,
and increase community
adaptive capacity
• Number of resilient
infrastracture/facilities,
e.g., High Density
Polyethylene (HDPE)
circular cages
No installed HDPE circular cages
in the region
• Establish 4-6 HDPE
circular cages per
province
• Embed disaster and climate
resiliency in the policy and design
of fisheries programs and support
infrastructures/ facilities
• Number of climate-
resilient solar dryers for
seaweed and fish products
0 installed

ANNEX
B2
• Increase in post-
harvest fishery value
• Number of post-harvest
facilities established and
operationalized
• 56 CFLCs as of 2020 • Operationalize all available CFLCs in the region
• Propose large scale consolidation center
(for seaweed and other high valued fishery
commodities)
• Increase capability training to fisherfolk on
post-harvest facilities
• Improve and establish monitoring
systems for the operationalization of
CFLCs
• Improve post-harvest
and cold chain facilities
• Cold storage
» non-operational - Sulu
• Establish enabling
policies on marketing
linkage/chain
• Seaweed buying stations
» Maguindanao: 1
» Sulu: 2
» Basilan: 1
» Tawi-Tawi: 2
• No buying station for other
high valued fishery
commodities (e.g., lobster)
• Live fishery products
holding facility
• Request fund for the scaling up of
buying stations for high valued fishery
commodities
• Allot funds for the capability trainings
for fisherfolk
• Implement fishery laws
and regulations
• Ensure community
participatory
engagement
• Number of monitoring,
control, and surveillance
conducted
• No MCS Section in MAFAR
• 1 patrol boat operationalized
• Propose MCS section in the organizational
structure of MAFAR
• Assistance from the admin and finance
services thru HR
• Number of MCS vessels • No MCS vessel • Propose MCS vessel • Allot funds for the procurement of MCS
vessel
• Number of LGUs assisted in
fishery-related ordinances
• No data on how many
municipalities have
ordinances for fishery
resources protection
• Inventory of municipalities with ordinances for
fishery protection and conservation
• Issue memorandum to MAFAR
provincial offices on the inventory of
ordinances
• Number of operational FLAs • Operationalize all FLAs • Inventory of FLAs
• Identify fisheries areas,
and support fisherfolk
with technology,
equipment, and market
development
• Strengthen institutional
partnership
• Engage in advance
production technology
• Number of operationalized
Community Fish
Landing Centers (CFLCs)
• 56 CFLCs as of 2020:
» Maguindanao: 17 CFLCs
» Basilan: 11 out of 12 are
operational
» Sulu: 18 established,
1 ongoing construction
of CFLS
• Operationalize all CFLCs by 2022
• Propose additional CFLC per province
• Increase monitoring of CFLCs
• Provide training for fisherfolk on
aquaculture and post-harvest
technologies
• Improve data banking
system
• Piloted geo-tagging in
Maguindanao
• Adopt geo-tagging to fisheries sites and
resources, including location of beneficiaries
by 2021 - 50% accomplished
• Capacitate newly hired employees of
fisheries on geo-tagging
• Embed disaster and
climate resiliency in the
policy and design of
fisheries programs and
• Number of climate resilient
fisheries programs
• Artificial reefs:
» 2018 - 100 units
» 2021 - 13 units
• Mangrove rehabilitation
program
• Fish coral CRM PLAN
• Increase number of artificial reefs in the region
• Increase number of areas for mangrove
rehabilitation
• Enhance and replicate CRM plans to
municipalities with coastal resources
• Allot funds for artificial reefs and
mangrove rehabilitation
• Train fisherfolk on climate-resillient
initiatives
• Validate municipalities with CRM plans
FISHERIES SECTOR

ANNEX
B3
Secure MAFAR-
BARMM funds
and manage
in a fiscally
responsible
manner
• Number of formulated
appropriate proposals and
plans for BAA and GAAB
readiness of all required
documents in support to the
PAPs
• Existing implementing guidelines
• Annual validation of beneficiaries
• Equipped budget and accounting
officers
• Centralized budget and
accounting office catering to
3 sectors (agri, fisheries, and
agrarian reform)
• Properly manage fund
utilization
• Propose admin additional
accountable personnel
for budget/accounting
(focused on fisheries)
• Consistent communication
with admin and finance
personnel
• Bottoms-up budgeting
and planning approach
Achieve and
sustain adequate
number of highly
competent,
committed, and
service-oriented
MAFAR personnel
• Number of hired personnel • 434 hired employees out of 1,125
• fisheries:
» Region: 24 out of 31
» Province: 14 out of 53
» Municipal: 14 out of 119
• 1,125 filled positions by end
of 2021
• Increase number of
capability buildings trainings
in 2022
• Capacitate all hired
technical employees in
technical skills and moral
governance training
• VTT
Improve research
and development
technology
• Number of developed
research and technology
• Existence of 2 research outreach
stations and 2 regional research
centers (located at Tawi-tawi and
Cotabato City)
• Operationalize within 2021 • Facilitate timely fund
release
• Increase allocation of
enough fund for research
and development PPAs
• Access to related research
institutions
• Number of developed and
published relevant researches
and innovation for increased
productivity of fisheries
• 4 research studies for 2021 GAAB • Add research outreach
stations to Basilan and Sulu
• Facilitate
operationalization and
proposal for new ROS in
Basilan and Sulu
• Number of partnership with
SUCs and other research
institutes
• 4 of MSU system and 2 State
University/Colleges available
in the region
• Link with SUCs and research
institutes with MOA
• Facilitate MOU/MOA
FISHERIES SECTOR

ANNEX
C1
GOAL MEASURE/INDICATORS BASELINE/
CURRENT TARGET INTERVENTION
• Identify, acquire,
distribute, and
develop CARPable
areas
• Number of hectares distributed and developed
• Number of hectares with agricultural and economic
activities
120,000 ha • Enhance/strengthen database management
• Strengthen partnership and networking
with CIAs and other stakeholders
• Resolution of agrarian related cases
• Ensure absorptive capacity and adoption
of technologies by ARBs/ARBOs
• Produce priority and
marketable traditional
commodities
• Number of products developed
• Number of products made available in the
commercial markets
• Number of products with value adding
• Number of HALAL certified products
• Number of new market established
5
0
7
10
• Product development and enhancement
• Provision of training on HALAL certification
• Participation in local and
international trade fairs/exhibits
• Conduct market matching activities/linkages
• Successful forging of contracts/MOAs
• Develop agrarian
reform communities
with empowered
agrarian reform
beneficiaries and
ARBOs
• Household income increased
• Number of ARCs with high level of maturity
(level 4 or level 5)
• Number of ARCDPs integrated with the local
development plan of LGUs
• Improved socio-economic activities
• Strengthened ARB membership recruitment
• Increased job opportunities/employment
• Empowered women agrarian reform beneficiaries
• Create and launch ARCs
• Strengthen conduct of techZero
mission-related activities
• Organize ARB organization
• Maximize advocacies on membership
benefits and opportunities/privileges
• Provide access to credit/
financial assistance program
• Maximize women participation in
all phases of development
• Adopt implementation of ARC Connectivity/
convergence approach
• Ensure that AR
programs and
support infrastructure
are disaster and
climate resilient, and
increase community
adaptive capacity
• Number of climate-resilient and disaster-ready
ARBOs
• Self-sufficient ARBOs with sustainable economic
operations
0 • Training on climate resilience and mitigation
• Provision of AES and CSF
• Partnership development with local
and foreign stakeholders
• Implementation of rural and
economic infrastructures

ANNEX
C2
Uplift ARB lives through
legal and other support
services
• Increased number of ALI
cases resolved by 50%
38 150 • Fast track inventory and resolution of cases
• Strengthen information campaign on legal
rights and responsibilities of ARBs
• Agrarian-related conflict
processed/resolved through
ADR/mediation and
conciliation increased by 30%
382 800 • Continuous provision of capacity development for legal
officers, special investigators, and MMOs
• Strengthen issuance of clearances
• Reorganize/reactivate Barangay Agrarian
Reform Committee (BARC)
• Empowered ARBs through
delivery of agrarian justice
0 150 • PBD Lawyering activities
• Representation before the judicial and quasi-judicial courts
• Minimize clogging of court cases by
institutionalization of ADR Scheme
Institutionalize
Bangsamoro Agrarian
Reform Adjudication Board
(BARAB)
• Full operationalization of the
BARAB
0 • Establish baseline (work for an operational BARAB)
• Fast track inventory/filing of cases for adjudication
• Increased resolution of cases
by 30%
7 30 • Strengthen functionality of BARC
• Continuous provision of capacity development for
legal officers, special investigators, and MMOs
• Improved adjudication of
Agrarian Reform Cases (AARC)
0 25 • Resolution of BARAB cases
Identify crop production
focus areas, and support
farmers with technology,
farming inputs, and market
development
• Increased ARC Development
growth rate by 30%
• Increased ARB household
income growth rate by 30%
• Intensify implementation of integrated, holistic,
complementary, and essential support services delivery for
the ARCs and ARBOs (CDD, AED, CSF, EI, RI, SLP, IMF)
Embed disaster and climate
resiliency in the policy and
design of AR programs and
• Increased climate resiliency
awareness by 30%
• Increased risk reduction by
30%
• Conduct climate change awareness
campaign/information drive
• Implement climate change resiliency programs/activities
• Ensure engagement of stakeholders
• Ensure implementation/adoption of environmental
and social safeguard

ANNEX
C3
Secure,
download timely,
and manage
responsibly
MAFAR-BARMM
funds
• Financial processes simplified
and systematized
• Setting up of standard
procedures on the flow of
financial transactions
• Timely downloading of funds
• Observe transparency and accountability
• Implement/adopt Software Data Based System/Paperless
Document Management System
• Comply with financial guidelines/procedures set by
authorities
Achieve and
sustain adequate
number of highly
competent,
committed, and
service-oriented
MAFAR personnel
• Increased hiring of personnel by
50%
• Intensified conduct/provision of
trainings/capacity building
• Capacity-building for new entrants
• Appropriate placement of personnel
• Ensure engagement of personnel
• Provincial participation in the hiring process/
decentralization of hiring process
Develop and
enhance research
and technology
• Institutionalized IT innovations/
systems
• Continuing conduct of legal
research and land tenure studies
• Land tenure
mechanism
fit for the
Bangsamoro
• R.A. 6657/
R.A. 9700
• MMA 43
• Implement, improve, and sustain IT innovations (EROS,
OpTool, ITEMA, and LCMS) at all levels
• Close coordination with national counterparts for learnings
and technical support
Administrative
and legal support,
procurement, and
logistics
• Work systems institutionalized
to improve program
implementation in coordination
with partner agencies
• Policies/legal infrastructures and
procedures established
• Partnership and engagement
with other CIAs strengthened
• MMA 43
• R.A. 6657 and
9700
• National LCMS
• OpTool/EROS
• Adopt Simplified Procurement Procedure to hasten project
implementation/development
• Download funding in provincial offices on the basis
of approved WFP (SVP and PB), to declog workload of
regional office BAC/SBAC
• Empower provincial BAC/SBAC
• Formulate policies, crafting, and passage of the Regional
Agrarian Reform Law
• Establish and operationalize Legal Case Monitoring/
Tracking System/database

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