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FOREWORD
The PNP is amidst its journey to the roadmap for transformation. As
envisioned by the organization, by the year 2030, with the guidance
of the Almighty, the PNP shall be a highly capable and credible law
enforcement organization. Police Regional Offce 02, the home of
the valley cops has been doing its fair share of instigating countless
programs to realize this vision.
The recent awarding of the Performance Governance System
(PGS) Initiation Stage to PRO2 by the Center for Police Strategy
Management (CPSM) during the PNP Unit Certifcation and
Governance Reporting last November 27, 2013 in Camp Crame is
a big leap for PRO2 towards its PGS journey.
This PRIMER covers substantial information on the Frequently-
Asked Questions (FAQs) on the PNP P.A.T.R.O.L. Plan 2030 with
the Chief, PNPs strategic focus: CODE-P: 2013 and Beyond. The
questions and answers are succinctly compiled and consolidated
by personnel of the Regional Police Strategy Management Unit
(RPSMU) to orient and instill among the Valley Cops a sense of
ownership concerning the P.A.T.R.O.L. Plan.
Our commitment for change is unambiguously seen not only through
the contents of this PRIMER but also by the collective efforts of
every Valley Cop to cause courses of actions. With the combined
support of the community and stakeholders, there will be more to
come from PRO2. Our march towards transformation cannot be
halted.
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5. . . . . . . . . . . . . . . . . . . . . . What is the PNP ITP-PGS 2030?
5. . . . . . . . . . . What does the acronym P.A.T.R.O.L. stand for?
5. . . . What happened to the Integrated Transformation Program?
5-6. . . What are the changes introduced to improve the ITP using
the PGS framework?
6. . . . . . . . . . . .Why do we use the PGS as the framework for the
PNP PATROL PLAN 2030?
7. . . . . . . . . . . . . . . . . . . . . . . . . .What are the stages of the PGS?
7. . . . . . . . . . . . . . . . . . Where is the PNP in its governance journey?
7. . . . . . . . . . . . . . . . . . . . Who formulated the PATROL PLAN 2030?
7-8. . . . . . . What is the role of the PGS Technical Working Group in the
implementation of the PATROL PLAN?
8. . . . . . . . . . . . Is the PATROL PLAN 2030 the ultimate solution to all the
problems of the PNP?
8. . . . . . . . . . . . . . . . . . . . . . . . . . . . .What is the new vision of the PNP?
8. . . . . . . . . . . . . . . . . What is rationale behind the timeline of 2030 of the
Patrol Plan?
9. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is the mission of the PNP?
9. . . . . . . . . . . . . . . . What are the philosophy and core values of the PNP?
9. . . . .What are the four (4) strategic perspectives of the PNP Strategy Map?
10. . . . . . . . . . . . . . . . . . . .What is the rationale behind choosing the four (4)
strategic perspectives of the PNP Strategy Map?
10. . . . . . . . . .What is the role of the stakeholders in the PATROL Plan 2030?
11. .What are the benefts to the PNP organization using a scorecard system?
11. .What is the rationale of choosing the 11 strategic initiatives?
11. .What is C.O.D.E.-P 2013 and Beyond?
12. .PRO2 P.A.T.R.O.L. PLAN 2030 ROAD MAP?
13. .PRO2 RPSMU
14. .Technical Working Group
14. .Composition of RAC Members
15. .CODE-P - The PNP Strategic Focus for 2013 and Beyond
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FREQUENTLY ASKED QUESTIONS RE PNP P.A.T.R.O.L. Plan 2030
Question 1. What is the PNP ITP-PGS 2030?
Answer: The PNP ITP-PGS 2030 is the governance Roadmap of the PNP
which is an upgraded version of the ITP.
The PGS is the Philippine adaptation of the Balanced Scorecard, a management
tool used in tracking the organizations progress in attaining its vision by 2030.
The PNP ITP-PGS Roadmap, using the PNP-ITP as its core foundation, was
formulated, focusing its direction toward the achievement of the PNPs vision
by year 2030.
The PNP ITP-PGS Roadmap is now called as thePNP PATROL Plan 2030.
Question 2. What does the acronym P.A.T.R.O.L. stand for?
Answer: Peace and Order
Agenda for
Transformation and Upholding of the
Rule
Of
Law
Question 3. What happened to the Integrated Transformation Program (ITP)?
Answer: ThePNP ITPhas evolved into an updated version by the introduction
of the PGS as a management tool which provides a tracking mechanism to
determine how far is the PNP from its vision and is it on the right track.
The transition from ITP to the ITP-PGS can be best illustrated by a software
upgrade, say for example, fromWindows XPtoWindows 7. While the original
platform still works, the new system includes updates that address current
needs, makes programs run faster and ultimately help improve operating
effciency.
Question 4. What are the changes introduced to improve the ITP using the PGS
framework?
Answer: The introduction of the scorecard encapsulates all the changes
brought about by PGS framework to the ITP.
First, the vision is now set with timeline of 2030 although the PNP may attain it
at an earlier time.
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The charter statement was formulated which is a one-page Roadmap for the
PNP.
The PNP strategies are mapped out in the strategy map according to the four
(4) perspectives that serves as the pillars of our vision.
Feedback mechanism is put in place.
Individual and collective performance can be easily tracked.
Targets were set to serve as the check and balance if we are on the right track
and how far are we from our vision 2030.
The National Advisory Group for Police Transformation and Development
(NAGPTD)was formally organized with 15 members who serve as institutional
partners and advisers.
The Program Management Offce (PMO) was deactivated on December 14,
2011. TheCenter for Police Strategy Managementwas activated as required
by the PGS to ensure the sustainability ofPATROL PLAN 2030. It is responsible
for integrating, coordinating and monitoring activities across functions and other
offces to ensure alignment of strategies, resources and operations.
Question 5. Why do we use the PGS as the framework for the PNP P.A.T.R.O.L . PLAN
2030?
Answer: The PGS Framework is a holistic approach.
It provides balance on all the perspectives that are closely interrelated and
inter-connected that address the issues and concerns of the PNP as it moves
toward the realization of its vision.
As a management tool, it provides transparent reporting of measures, targets
and initiatives and milestones which are all made available to all its personnel
and external stakeholders.
Performance of the individual PNP personnel as well as the performance of the
PNP as an organization can be easily tracked by the use of scorecard.
It serves as a useful aid in planning at all levels. It provides for the clear direction
individually and collectively towards PNP vision 2030.
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Question 6. What are the stages of PGS?
6. What are the stages of the PGS?
Question 7. Where is the PNP in its governance journey?
Answer: The PNP has successfully satisfed the requirements of the frst three
(3) stages of the PGS namely:

a. Initiation stage (September 24, 2009)
b. Compliance stage (October 14, 2011)
c. Profciency stage (September 26, 2012)

It is now gearing towards achieving the fourth and fnal stage, which is
Institutionalization.

Question 8. Who formulated the PATROL PLAN 2030?

Answer: The PATROL PLAN 2030 is the result of tedious analysis and review
on previous PNP plans and programs, issues and concerns, challenges and
inputs both from internal and external stakeholders which served as the basis
of the TWG in formulating its Transformation Roadmap 2030.
Question 9. What is the role of the PGS Technical Working Group in the
implementation of the PATROL PLAN?
Answer: The PGS TWG which is composed of all Executive Offcers of the
Directorates, selected Senior and middle level offcers and NUP are in-charged
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in the cascading of CPNPs Scorecard in the Police Regional Offces
(PROs).
It assists PROs in the development of their Regional Scorecards and the
Operational Dashboards of Provincial Directors.
Question 10. Is the PATROL PLAN 2030 the ultimate solution to all the
problems of the PNP?
Answer: Yes, the contents of the PATROL PLAN are basically the entire
range of policing. It laid down the strategies to keep the PNP responsive
at all times to the needs of the community/society.
While it is laid down as a plan until the vision year 2030, annual review
or as the need arises will not in any manner deter the inclusion or
amendments to develop better strategies.
It is a dynamic and fexible document that allows necessary amendments
as the need arises in order to cope with the challenges brought about
by different factors affecting the law enforcement/policing industry.
Question 11. What is the new vision of the PNP?
Answer: The new vision of the PNP states thatImploring the aid of the
Almighty, by 2030, we shall be a highly capable, effective and credible
police service, working in partnership with a responsive community
towards the attainment of a safer place to live, work and do business.

Question 12. What is the rationale behind the timeline of 2030 of the PATROL
PLAN?
Answer: We must aspire now for realistic greater heights and dare for
more sustainable progress. We have been underperforming due to
restraints we put on ourselves & our organization.
To become A TRULY TRANSFORMED PNP, we must strive for more and
do better. We must strive to become the best we could be.
We must:
-Strengthen and reinforce Leadership
-Re-examine our capabilities & renew commitment
-Build momentum & nurture success
-Promote & establish partnerships
-Measure progress & make adjustments
-Defne responsibilities & demand accountabilities
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Question 13. What is the mission of the PNP?
Answer: The mission of the PNP as provided for by Republic Act No.
6975, as amended by RA 8551 and further amended by RA 9708 is,
To enforce the law, prevent and control crimes, maintain peace and
order, and ensure public safety and internal security with the active
support of the community.

Question 14. What are the philosophy and core values of the PNP?
Answer: The PNPs PHILOSOPHY is framed by service, honor and
justice, and the PNP CORE VALUES are: makaDiyos, makabayan,
makatao and makakalikasan (pro-God, pro-country, pro-people and
pro-environment).
The philosophy and core values are the institutional bedrock of the
PNP that provide a solid anchor which can keep it safely and soundly
grounded as it goes through the vicissitudes of pursuing its mission in
gearing toward its vision by 2030.
Question 15. What are the four (4) strategic perspectives of the
PNP Strategy Map?
Answer: a. Resource Management
b. Learning and Growth
c. Process Excellence
d. Community
RESOURCE MANAGEMENT
The frst perspective is resource management. For the PNP to eventually
realize its vision, the resources provided in pursuit of its mission should
be adequate.
Moreover, those resources provided should be used optimally. (Insert
roadmap here)
To help achieve maximum utilization of resources, the PNP must observe
high standards of transparency and accountability in all its fnancial
and logistical transactions.
LEARNING AND GROWTH
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The second perspective is learning and growth. This is crucial for the
PNP because it cannot keep doing the same things as in the past if it is
to realize its vision by 2030.
The PNP realized that status quo and doing business as usual is not an
option anymore. (Insert roadmap here)
It has to look forward, towards a future, in which it does things much better and
more effcient through more capable people and better processes than in the
past.
Thus, it has to invest in people and processes so it can win stakeholders
support and undertake proper, effcient and effective management of its
resources.
Recognizing how crucial learning and growth to the police organization, the
PNP has decided to put two (2) strategic priorities closely related and tightly
inter-connected. The set of strategic priorities starts with developing competent,
motivated and values-oriented police personnel. This when attained will result
to the development of a responsive police organization that is capable and
ready to do its mandated tasks. (Insert roadmap here)
Without any doubt, all these strategic priorities within the second perspective of
learning and growth would depend upon the adequacy of resources provided
by the PNP and upon the commitment of the PNP to its philosophy framed by
service, honor and justice as well as to the four (4) core values it has chiselled
into its governance charter. Resources and commitment need to go together
for them to produce results.
Question 16. What is the rationale behind choosing the four (4) strategic
perspectives of the PNP Stategy Map?
The PNP has chosen to highlight four (4) Perspectives considered to bring
about the principal outcome in the process of realizing its vision by 2030. Within
each of these 4 perspectives are the stategic priorities the PNP seeks to give a
lot of importance to, as it go about the strategic tasks related to becoming, a
highly capable, effective and credible police service, Stakeholders Support
is highlighted as an important intervening factor in all of the four perspectives.
Question 17. What is the role of the stakeholders in the P.A.T.R.O.L. Plan 2030?
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The stakeholders play a very important role in the successful implementation of
the PNP PATROL Plan 2030. Their partnership and cooperation with the PNP
through public information and dialogue will provide the necessary feedbacfk
on the performance of the PNP and at the same time they can provide support
to help the PNP in moving forward its vision by 2030.
Question 18. What are the benefts to the PNP organization using a scorecard
system?
Answer:
a. Measures performance on a regular basis
b. Lays down duties and responsibilities clearly
c. Ensures transparency and accountability
d. Provides feedback mechanism
Question 19. What is the rationale of choosing the 11 strategic initiatives?
Answer: The rationale in prioritizing the eleven (11) strategic initiatives is due to
funding gap. The TWG deemed these 11 initiatives to bring better results and
greater impact on the performance of the PNP as an organization.

Question 20. What is C.O.D.E.-P 2013 and Beyond?
Answer: It serves as the PNPs blueprint towards the realization of the PNP
P.A.T.R.O.L. Plan 2030 to effectively meets its golas of better serving and
protecting the public by enhancing the Competence of each and every police
offcer, redefning and reforming the Organization, instilling Discipline, promoting
the culture of Excellence and institutionalizing Professionalism at all levels of the
organization.
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PRO2 RPSMU
PCSUPT RODRIGO P. DE GRACIA
Regional Director
PCSUPT MANUEL P. PINERA
DRDA/Chief, RPSMU
PSSUPT FRANKLIN MOISES R. MABANAG
RCDS/Asst. Chief, RPSMU
PSUPT BALTAZAR P. ISRAEL
C, Scorecard Section
SPO1 Rommel C. Rivera
Senior Action PNCO
PO3 Marjellie Q. Gallardo
Action PNCO
NUP Louella A. Tomas
Planning Offcer
NUP Armela Joyce U. Luczon
Project Evaluation Offcer
NUP Macario P. Tibis Jr.
Project Evaluation Offcer
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PSUPT AMORSOLO S. DELA CRUZ AC, RPHRDD
PSSUPT JOSELITO W. SANTOS C, RID
PSSUPT ALEXANDER P. SANTOS C, ROPD
PSSUPT VINCENT S. CALANOGA C,RLRDD
PSSUPT FERNANDO P. CRISTOBAL JR. C, RPCRD
PSSUPT RONALDO E. OLAY C, RCD
PSSUPT REYNALDO A. SINAON SR. C, RIDMD
PSSUPT AGUSTIN Y. TAMANGEN C, RHSG
PSUPT FELICIANO A. CARANGUIAN BC, 2RPSB
PSUPT DANILO R. ACOSTA C, HRAO
PCINSP GERALD P. MIGUEL C, ITMS
TECHNICAL WORKING GROUP
Hon. Jeferson P. Soriano Mayor, Tuguegarao City
Director Purita S. Licas RD, Philippine Information
Agency, Regional Ofce 2
Director Blessida G. Diwa RD, Department of Tourism,
Regional Ofce 2
Dr. Emmanuel James P.
Pattaguan
Vice President for Academics,
University of Saint Louis, Tugeu-
garao City
Dr. Nelia Z. Cauilan Dean, Graduate School, Cagayan
State University, Tuguegarao City
PSUPT Fe P. Quibol (Ret.) Past President, Rotary Club of
Tuguegarao Rainbow, Tuguegarao
City
Mr. Rodel DL. Ordillos President, Cagayan Alliance of
Media Practitioners, Tuguegarao
City
Hon. Rosauro Pastor Ross
G. Resuello
City Councilor, Tuguegarao City
COMPOSITION OF RAC MEMBRS
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CODE - P
THE PNP STRATEGIC FOCUS FOR 2013 and Beyond
STRATEGIC FOCUS 1: COMPETENCE
Intensify Policy Reform;
Review and pursue legislative agenda;
Improve teh Field Training Program (FTP) with emphasis on Field Training Exercise (Patrol,
Traffc and First Responder);
Standardize Specialized Courses for Operational Support
Staff/Units/Teams;
Improvement of existing Non-Uniformed Personnel (NUP) courses and development of
competency courses fro NUPs; and
Enhance operational procedures and practicies
STRATEGIC FOCUS 2: ORGANIZATIONAL DEVELOPMENT
Streamline the Organization;
Implement the concept of My IP is the Key, at all levels nationwide
Standardize recruitment, selection and placement of police personnel;
Instill leadership down to the lowest level to cummunicate and implement change; and
Complement or support organizational development through effcient resource
management.
STRATEGIC FOCUS 3: DISCIPLINE
Establish mechanism to determine the level of discipline of PNP personnel;
Institutionalize reforms and mechanism to fast track the resulution of admin cases against
PNP personnel; and
Enhance Counter-Intelligence efforts against erring PNP personnel.
STRATEGIC FOCUS 4: EXCELLENCE
Integrate the Subukan Nyo Po Kami SMS Center with the PNP TXT 2920;
Establish an effective feedback mechanism as the basis for evaluation and assessment on
teh performance of feld units;
Fully implement the adobpted ICT-assisted based system to support administrative
functions, investigation and police operations;
Redesign the PNP unifroms and institute safeguards against unauthorized manufacture
and use; and
Provide quality service to the people and the community.
STRATEGIC FOCUS 5: PROFESSIONALISM
Standaridize Placement and Promotion System based on merit and ftness; at all levels;
Develop various levels of expert professionals in the organization;
Rationalize Rewards and Incentive System and Enhance Morale and Welfare Program;
Continuously review and update police operational procedures and other police manuals;
and
Improve internal and external communication through proactive media program
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