Enhancing the decision making process at the Philippine Drug Enforcement Agency through the institutionalization of the completed staff work doctrine /
Johanna Faith R. Villar.
- various pagings
Public Management Development Program
The enactment of Republic Act No. 9165, or the "Comprehensive Dangerous Drugs Act of 2002 in June 2002 created the Philippine Drug Enforcement Agency as single-missioned law enforcement unit purposely to implement the provisions of the anti-illegal drug law and regulations and policies issued by the Dangerous Drugs Board. A scan of the organization revealed the gaps in the performance of duties and responsibilities of the PDEA. The Re-Entry Project was developed to address the most significant operational gap in the PDEA as identified through an organizational diagnosis -- the incomplete staff work. As the lead agency in the fight against the drug menace, PDEA must expeditiously act on information involving illegal drug activities, Presidential directives and other matters relating to the national anti-illegal drug campaign. Strategic decision-making is an essential function of management. Yet, the incomplete staff work prolongs decision-making process, or forced to decide based on incomplete information.evidence resulting in unsuitable courses in a given situation. Ultimately, the incomplete staff work in the decision-making process results in delays, inefficiency and ineffective performance of tasks and activities. The project aims to "enhance the decision-making process in the Philippine Drug Enforcement Agency" with a higher goal of "improving the efficiency and effectiveness of PDEA in the performance of its tasks for better delivery of services to the Filipinos". The Institutionalization of the Complete Staff Work Doctrine in the Agency will be instrumental for effective and efficient decision-making process. This is will be possible when the decision maker is confident that the recommended course(s) of action went through, or deliberated upon by the agency's core officials. Two strategies were conceptualized to effectively implement the project. First in the Formulation of a Policy on the Institutionalization of Completed Staff Work Doctrine in the Philippine Drug Enforcement agency. Under the strategy, the delivered activities includes: (a) Director General's approval of the ReP concept, (b) Formulation of Provisional Policy, (c) Finalization and submission of the Policy to the Director General, and (d) Director General's approval of the Policy for the Institutionalization of Completed Staff Work Doctrine thru an Agency Memorandum Circular. The above-stated activities were the projects' deliverables and focus of the ReP. Second strategy is the Implementation of the Completed Staff Work Doctrine in the Philippine Drug Enforcement agency. Most of the activities stated in this strategy were for implementation in Post-Rep Implementation and For Further Action. Yet, there were activities that were delivered during the actual ReP implementation period, such as (a) implementation of the Policy Guidelines in all PDEA offices, (b) monitoring of the implementation of CSWD in PDEA documents, (c) Director General's briefing of PDEA officers, (d) focused group discussions on designing a TNA and POI for orientation of CSWD, and (e) training/orientation of and division chiefs in the National Office on CSWD.