Papers by John Patrick Olmedo
This study explores the necessity of institutionalizing Internal Audit Services (IAS) within the ... more This study explores the necessity of institutionalizing Internal Audit Services (IAS) within the Presidential Commission for the Urban Poor (PCUP) to strengthen internal controls, enhance governance, and ensure compliance with existing laws and regulations. Despite legal mandates requiring the establishment of an internal audit unit in government agencies, PCUP has historically lacked such a division, leading to inefficiencies in financial oversight and operational accountability.
Through qualitative research methods, including key informant interviews and document analysis, the study examines the existing internal control mechanisms at PCUP, the challenges posed by the absence of an IAS, and the conflicting interests between administrative and field operations divisions. Findings indicate that weak internal controls, inconsistent policy enforcement, and delays in financial processes hinder the agency’s effectiveness. The study also highlights the perspectives of PCUP employees and management, who recognize the need for an internal audit unit to improve compliance, streamline processes, and foster transparency.
The study proposes a phased approach to institutionalizing IAS, beginning with an ad-hoc internal audit unit, followed by the formal creation of plantilla positions, and culminating in a fully established internal audit division. These recommendations align with best practices in public administration and aim to enhance PCUP’s ability to fulfill its mandate while maintaining accountability and efficiency in governance.
This study examines the Human Resource Development (HRD) climate within the Presidential Commissi... more This study examines the Human Resource Development (HRD) climate within the Presidential Commission for the Urban Poor (PCUP), assessing its effectiveness in fostering employee growth and organizational efficiency. Using the ADDIE model as a framework, the research evaluates the agency’s HRD initiatives, including training and development, career planning, and organizational improvement. Surveys and interviews conducted with PCUP employees and HR personnel reveal significant gaps in HRD implementation, including limited personnel, inadequate funding, and lack of strategic career development programs.
Findings indicate that while employees demonstrate resilience and self-initiative in professional growth, the agency’s HRD efforts remain fragmented and underprioritized. The absence of an integrated HR information system, outdated policies, and insufficient training opportunities hinder personnel development. Furthermore, PCUP’s compliance with HRD best practices is rated at an evolving level, signifying the need for structural reforms.
To enhance HRD, the study recommends institutionalizing merit-based HR policies, increasing HRD funding, implementing systematic career tracking, strengthening inter-agency collaborations, and upgrading PCUP’s HR unit to a division-level entity. These measures aim to future-proof the agency and ensure a more effective and motivated workforce capable of addressing urban poverty challenges.
The discussion relative to Human Resource Development (HRD) as a discipline and profession is an ... more The discussion relative to Human Resource Development (HRD) as a discipline and profession is an extensive dialogue that needs another paper just to be discussed. With that, the researcher would like to focus on the simplest definition of Human Resource Development to distinguish it from the other topics.
HRD is defined as “the integrated use of training and development, organization development, and career development to improve individual, group, and organizational effectiveness” (McLagan, January 1989). This definition is excerpted from the Human Resource Wheel of McLagan differentiates the scope of HRD from Human Resource Management. In that way, those activities from the three primary areas should be the focus and pre-requisite to know that HRD is within an organization.
In this paper, the researcher will utilize the above definition to assess the person who is supposedly responsible for the HRD of the Presidential Commission for the Urban Poor (PCUP). The paper will be guided by the following topics: functions of the focal personnel, appropriateness of those functions as HRD, and effectiveness in performing those functions.
Then the researcher conducted a voluntary online survey of the employees of the PCUP, who are the clients of the HR, to assess the HRD of the organization on the already mentioned three primary areas by McLagan. This will also serve as a counter-validation of the output of the interview conducted with the supposed person responsible for the HRD.
Forced evictions and demolitions remain pressing human rights issues in the Philippines, dispropo... more Forced evictions and demolitions remain pressing human rights issues in the Philippines, disproportionately affecting underprivileged and homeless families. This paper examines the legal framework governing demolition and eviction activities, evaluates the role of the Pre-Demolition Conference (PDC) in ensuring just and humane implementation, and assesses the effectiveness of relocation and financial assistance programs. Using the lens of New Public Administration (NPA), the study explores how public institutions navigate these challenges while promoting social equity.
Findings indicate significant gaps in policy implementation, including inconsistencies in the provision of mandatory relocation and financial assistance, lack of enforcement mechanisms, and continued illegal demolitions. While PDCs serve as a platform for consultation, they lack the authority to compel local government units (LGUs) to comply with housing mandates. Data from the Presidential Commission for the Urban Poor (PCUP) show that only a fraction of displaced families receive the required assistance, highlighting the need for stronger oversight and policy reform.
The study recommends legislative action to strengthen PCUP’s mandate, increase funding for LGUs, expansion of social housing programs, and enhance inter-agency coordination to uphold the rights of vulnerable communities. Strengthening ethics and accountability in public administration is crucial in securing more humane and just housing policies in the Philippines.
This paper examines the institutionalization of a control and planning system within the Presiden... more This paper examines the institutionalization of a control and planning system within the Presidential Commission for the Urban Poor (PCUP), a Philippine government agency tasked with advocating for and coordinating programs that address urban poverty. Tracing its historical evolution from its establishment in 1986 under Executive Order No. 82 to its current structure, the paper highlights the challenges faced by the PCUP in fulfilling its mandate. These include insufficient manpower, lack of systematic monitoring, reliance on paper-based processes, and the absence of a cohesive long-term development plan.
Applying Frederick Taylor’s Scientific Management Theory, the study evaluates PCUP’s existing planning and control mechanisms, identifying inefficiencies in its responsibility centers, monitoring frameworks, and financial allocation processes. The paper also outlines a series of strategic reforms, including the creation of a PCUP Development Plan (2025-2028), the establishment of new divisions such as an Information Technology Division and an Internal Audit Services Unit, and the adoption of digital governance solutions to streamline operations.
Ultimately, the study advocates for structural and procedural improvements to enhance PCUP’s effectiveness, ensuring it remains a robust, future-proof institution capable of addressing the growing challenges of urban poverty. These recommendations aim to optimize management efficiency, improve service delivery, and strengthen the agency’s role as a key stakeholder in urban development planning.
On June 19, 2023, one of PCUP’s Commissioner, Atty. Andre Niccolo G. Tayag addressed the employee... more On June 19, 2023, one of PCUP’s Commissioner, Atty. Andre Niccolo G. Tayag addressed the employees of PCUP Central Office during flag ceremony and promised to stop the ‘Marites culture’ by establishing an effective grievance mechanism: “para matigil na yang pagma-marites na yan” he said, followed by resounding laughs and giggles by the employees which seemingly confirms the existence of the said culture. This has led the student researcher to pursue this inquiry: (1) How do the PCUP employees view “pagma-marites” or gossiping in workplace? (2) Why does Marites culture proliferate in PCUP workplace? and (3) What are the possible courses of action or policies that the PCUP management should adapt to counter the said culture?
This paper aims to briefly discuss the Philippines' adoption of a merit system in the public sect... more This paper aims to briefly discuss the Philippines' adoption of a merit system in the public sector, its historical development, and the role of the Civil Service Commission (CSC) in implementing and reinforcing its provision. This study will also try to present the current status or standing of the merit system and if it serves its purpose and goal install a personnel system that will produce responsive and reasonable government which can deliver public services with adequate efficiency.
This paper aims to briefly discuss the history of demolition and eviction in the Philippines and ... more This paper aims to briefly discuss the history of demolition and eviction in the Philippines and to provide special focus on the government’s aim to achieve just and humane demolition and eviction for the underprivileged and homeless families through the conduct of Pre-Demolition Conferences (PDCs). This study will also try to make policy recommendations using the observations from the PDC data gathered by the Presidential Commission for the Urban Poor – Field Operations Division for Luzon for the year 2022.
To further understand the policy of implementing the Pre-Demolition Conference and incorporating human rights concepts by the Philippine government, the student-researcher will use the New Public Administration Theory of Dwight Waldo.
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Papers by John Patrick Olmedo
Through qualitative research methods, including key informant interviews and document analysis, the study examines the existing internal control mechanisms at PCUP, the challenges posed by the absence of an IAS, and the conflicting interests between administrative and field operations divisions. Findings indicate that weak internal controls, inconsistent policy enforcement, and delays in financial processes hinder the agency’s effectiveness. The study also highlights the perspectives of PCUP employees and management, who recognize the need for an internal audit unit to improve compliance, streamline processes, and foster transparency.
The study proposes a phased approach to institutionalizing IAS, beginning with an ad-hoc internal audit unit, followed by the formal creation of plantilla positions, and culminating in a fully established internal audit division. These recommendations align with best practices in public administration and aim to enhance PCUP’s ability to fulfill its mandate while maintaining accountability and efficiency in governance.
Findings indicate that while employees demonstrate resilience and self-initiative in professional growth, the agency’s HRD efforts remain fragmented and underprioritized. The absence of an integrated HR information system, outdated policies, and insufficient training opportunities hinder personnel development. Furthermore, PCUP’s compliance with HRD best practices is rated at an evolving level, signifying the need for structural reforms.
To enhance HRD, the study recommends institutionalizing merit-based HR policies, increasing HRD funding, implementing systematic career tracking, strengthening inter-agency collaborations, and upgrading PCUP’s HR unit to a division-level entity. These measures aim to future-proof the agency and ensure a more effective and motivated workforce capable of addressing urban poverty challenges.
HRD is defined as “the integrated use of training and development, organization development, and career development to improve individual, group, and organizational effectiveness” (McLagan, January 1989). This definition is excerpted from the Human Resource Wheel of McLagan differentiates the scope of HRD from Human Resource Management. In that way, those activities from the three primary areas should be the focus and pre-requisite to know that HRD is within an organization.
In this paper, the researcher will utilize the above definition to assess the person who is supposedly responsible for the HRD of the Presidential Commission for the Urban Poor (PCUP). The paper will be guided by the following topics: functions of the focal personnel, appropriateness of those functions as HRD, and effectiveness in performing those functions.
Then the researcher conducted a voluntary online survey of the employees of the PCUP, who are the clients of the HR, to assess the HRD of the organization on the already mentioned three primary areas by McLagan. This will also serve as a counter-validation of the output of the interview conducted with the supposed person responsible for the HRD.
Findings indicate significant gaps in policy implementation, including inconsistencies in the provision of mandatory relocation and financial assistance, lack of enforcement mechanisms, and continued illegal demolitions. While PDCs serve as a platform for consultation, they lack the authority to compel local government units (LGUs) to comply with housing mandates. Data from the Presidential Commission for the Urban Poor (PCUP) show that only a fraction of displaced families receive the required assistance, highlighting the need for stronger oversight and policy reform.
The study recommends legislative action to strengthen PCUP’s mandate, increase funding for LGUs, expansion of social housing programs, and enhance inter-agency coordination to uphold the rights of vulnerable communities. Strengthening ethics and accountability in public administration is crucial in securing more humane and just housing policies in the Philippines.
Applying Frederick Taylor’s Scientific Management Theory, the study evaluates PCUP’s existing planning and control mechanisms, identifying inefficiencies in its responsibility centers, monitoring frameworks, and financial allocation processes. The paper also outlines a series of strategic reforms, including the creation of a PCUP Development Plan (2025-2028), the establishment of new divisions such as an Information Technology Division and an Internal Audit Services Unit, and the adoption of digital governance solutions to streamline operations.
Ultimately, the study advocates for structural and procedural improvements to enhance PCUP’s effectiveness, ensuring it remains a robust, future-proof institution capable of addressing the growing challenges of urban poverty. These recommendations aim to optimize management efficiency, improve service delivery, and strengthen the agency’s role as a key stakeholder in urban development planning.
To further understand the policy of implementing the Pre-Demolition Conference and incorporating human rights concepts by the Philippine government, the student-researcher will use the New Public Administration Theory of Dwight Waldo.
Books by John Patrick Olmedo
Through qualitative research methods, including key informant interviews and document analysis, the study examines the existing internal control mechanisms at PCUP, the challenges posed by the absence of an IAS, and the conflicting interests between administrative and field operations divisions. Findings indicate that weak internal controls, inconsistent policy enforcement, and delays in financial processes hinder the agency’s effectiveness. The study also highlights the perspectives of PCUP employees and management, who recognize the need for an internal audit unit to improve compliance, streamline processes, and foster transparency.
The study proposes a phased approach to institutionalizing IAS, beginning with an ad-hoc internal audit unit, followed by the formal creation of plantilla positions, and culminating in a fully established internal audit division. These recommendations align with best practices in public administration and aim to enhance PCUP’s ability to fulfill its mandate while maintaining accountability and efficiency in governance.
Findings indicate that while employees demonstrate resilience and self-initiative in professional growth, the agency’s HRD efforts remain fragmented and underprioritized. The absence of an integrated HR information system, outdated policies, and insufficient training opportunities hinder personnel development. Furthermore, PCUP’s compliance with HRD best practices is rated at an evolving level, signifying the need for structural reforms.
To enhance HRD, the study recommends institutionalizing merit-based HR policies, increasing HRD funding, implementing systematic career tracking, strengthening inter-agency collaborations, and upgrading PCUP’s HR unit to a division-level entity. These measures aim to future-proof the agency and ensure a more effective and motivated workforce capable of addressing urban poverty challenges.
HRD is defined as “the integrated use of training and development, organization development, and career development to improve individual, group, and organizational effectiveness” (McLagan, January 1989). This definition is excerpted from the Human Resource Wheel of McLagan differentiates the scope of HRD from Human Resource Management. In that way, those activities from the three primary areas should be the focus and pre-requisite to know that HRD is within an organization.
In this paper, the researcher will utilize the above definition to assess the person who is supposedly responsible for the HRD of the Presidential Commission for the Urban Poor (PCUP). The paper will be guided by the following topics: functions of the focal personnel, appropriateness of those functions as HRD, and effectiveness in performing those functions.
Then the researcher conducted a voluntary online survey of the employees of the PCUP, who are the clients of the HR, to assess the HRD of the organization on the already mentioned three primary areas by McLagan. This will also serve as a counter-validation of the output of the interview conducted with the supposed person responsible for the HRD.
Findings indicate significant gaps in policy implementation, including inconsistencies in the provision of mandatory relocation and financial assistance, lack of enforcement mechanisms, and continued illegal demolitions. While PDCs serve as a platform for consultation, they lack the authority to compel local government units (LGUs) to comply with housing mandates. Data from the Presidential Commission for the Urban Poor (PCUP) show that only a fraction of displaced families receive the required assistance, highlighting the need for stronger oversight and policy reform.
The study recommends legislative action to strengthen PCUP’s mandate, increase funding for LGUs, expansion of social housing programs, and enhance inter-agency coordination to uphold the rights of vulnerable communities. Strengthening ethics and accountability in public administration is crucial in securing more humane and just housing policies in the Philippines.
Applying Frederick Taylor’s Scientific Management Theory, the study evaluates PCUP’s existing planning and control mechanisms, identifying inefficiencies in its responsibility centers, monitoring frameworks, and financial allocation processes. The paper also outlines a series of strategic reforms, including the creation of a PCUP Development Plan (2025-2028), the establishment of new divisions such as an Information Technology Division and an Internal Audit Services Unit, and the adoption of digital governance solutions to streamline operations.
Ultimately, the study advocates for structural and procedural improvements to enhance PCUP’s effectiveness, ensuring it remains a robust, future-proof institution capable of addressing the growing challenges of urban poverty. These recommendations aim to optimize management efficiency, improve service delivery, and strengthen the agency’s role as a key stakeholder in urban development planning.
To further understand the policy of implementing the Pre-Demolition Conference and incorporating human rights concepts by the Philippine government, the student-researcher will use the New Public Administration Theory of Dwight Waldo.