Overviewof The PNP P.A.T.R.O.L. Plan 2030 Short Version

Philippine National Police
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

SEQUENCE OF PRESENTATION
• HISTORICAL BACKGROUND
• THE PNP PGS JOURNEY
• THE PNP P.A.T.R.O.L. PLAN 2030

 PNP Charter Statement
 PNP Scorecard
 3 Important Components of the PGS
• WAY FORWARD
 2015 Commitments
 Institutionalization
• CERTIFICATION PROCESS

Tipping Point
constantly
against
virtually
everything
Early
Adopters
14%
Malcolm Gladwell, The Tipping Point

PNP
INTEGRATED
TRANSFORMATION
PROGRAM

Philippine Government
Policy Improvement Processes (PIPs)
• PIP on Developing 120 Local Government Units (LGUs)
as Sparkplugs for Economic Development
• PIP on Improving Transparency in Budget Delivery
• PIP on the Institutionalization of Performance

Governance System (utilizing the Balanced Scorecard) in
Six (6) National Government Agencies

Batch 1 (“MCC” 6)
Six (6) national government

agencies were chosen to
apply the globally-
recognized performance
governance system (PGS) in
order to raise the standards
of governance practice
through the assistance of the
DAP and ISA / NCC.

The PNP was chosen because:
• Of its developmental impact to the country;
• It was deemed ready because of the reform

programs currently being pursued; and
• It is one national government agency that has

close daily direct contact with ordinary citizens
and immediate positive impact on the welfare
of the people in all communities it serves.

PERFORMANCE – delivering actual results that show
real progress in pursuit of a roadmap
• Delivery of Results
• Measurable progress
• Meeting Targets
• Identifying initiatives

o Designed to raise the standards of governance
 Address corruption
 Maintain political & economic stability
 Upholding the rule of law

GOVERNANCE – is about strategy which
introduces radical change
FROM TO
Personalities Institutions
Short Term Long Term

Single Issues Inter-connected
Priorities
Tactics Strategies

SYSTEM – operational discipline of
connecting strategy with execution
• Vision & Mission (influence of core

values)
• Strategy Map & Governance Scorecard
• Headquarters, Operating Units &
Stakeholders
• Alignment of strategic initiatives,
measures & Targets

PGS BENEFITS
Flight Runway
PHILOSOPHY: We don’t count customers, we count partners in Governance
METHOD: Content facilitation not imposition
1 Ensures
Strategic Objectives
Alignment Stakeholders
“If we succeed, how will we look to

our stakeholders?”
Internal Processes
“To satisfy our customers, at which

processes must we excel?
Learning & Growth
"To execute our processes, how must our

organization learn and improve?"
Resource and Finance
“In order to succeed, what resources

do we need?”

PGS BENEFITS
2 Facilitate Ownership Through Cascading

Complete Framework for PNP Strategic Map
Strategy Objectives Measures
PNP
Major Units
Sub-Units

Worldwide, the system has proven it can work…
PALLADIUM HALL OF FAME
VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"
LEGAL BASIS
Memorandum from
the Executive
PNP Mandate Secretary dated
RAs 6975, 8551 June 23, 2009 on the
Executive Briefing of
and 9708 PGS for the Six (6)
National Government
Agencies
Memorandum from
the Executive PNP Letter of
Secretary dated July 9, Instruction 53/09
2009 mandating the “Institutionalization
Institutionalization of of Performance
PGS in the Six (6) Governance System”
National Government dated August 11, 2009
Agencies

Letter of Instruction
53/09
“Institutionalization
of Performance FONTANA LEISURE PARK, CLARK, PAMPANGA
Governance System”
dated August 11, AUGUST 2009
2009

VISION
Imploring 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.
Highly Capable, Effective and Credible Police Service by 2030
MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by A saferplace
A safer place to work
to live, live,and
work
do
RA 9708 and dobusiness
business
MISSION
Enforce the law, prevent and
control crimes, maintain Improve community safety
Improve
Improve crime Improve
Improve community safety awareness
peace and order, and ensure awareness through
crime and
prevention crime
through community-oriented and human
public safety and internal community-oriented and
solution
prevention solution rights-based policing
security with the active human rights-based policing
support of the community.
PHILOSOPHY DevelopCompetent
Develop Competent,, Motivated,
Motivated, Develop a responsive
Develop responsive and
and
Service, Honor and Justice Values-oriented and Disciplined
Values-oriented and Disciplined Highly Professional Police
Highly Professional Police
police Personnel
Police personnel Organization
Organization
CORE VALUES
Maka Diyos
Makabayan
Makatao
Optimizeuse
Optimize useof
offinancial
financial and
and logistical
logisticalresources
resources
Makakalikasan
Localized to address the
important governance
issues in the country.
“...is to translate strategy into

measures that concisely
communicate your vision to the
organization.”

OPERATIONALIZING STRATEGY
Community
In what way is the
community best served
by the PNP?
Learning & Growth Process Excellence

How can the PNP What operational
develop a highly Vision & processes must we excel
capable, effective and Strategy at and best practices
credible organization? must we adopt?
Resource Management
How do we effectively and

efficiently manage our
financial and logistical
resources?

CUSTOMER ANALYSIS

PROCESS EXCELLENCE
How do we improve our core processes to
attain our strategic outcomes?
Value Policy
Chain Development
Infrastructure System and
Development Data Integration
Strategic Shifts
Objectives
Fromm To
VISION:..." HIGHLY
CAPABLE, EFFECTIVE
AND CREDIBLE POLICE
LEARNING & GROWTH
How do we equip our unit with the needed
competencies, values & technologies to support
our process improvement?
Strategic Shift
Objectives
from to
Human
Capital
Organization
Capital (LCAT)
Information
Capital
(LCAT – Leadership, Culture, Alignment, Teamwork)

VISION:..." HIGHLY
CAPABLE, EFFECTIVE
AND CREDIBLE POLICE
RESOURCE MANAGEMENT
How should we manage and allocate our

resources for maximum social impact?
Strategic Shift
Objectives
from to
VISION:..." HIGHLY
CAPABLE, EFFECTIVE
AND CREDIBLE POLICE
SCORECARD DEVELOPMENT
Strategic
Elements and
Alignment
Strategic Elements
OBJECTIVE MEASURE TARGET INITIATIVE

AND
Cascading the PNP Strategy © 2010 Institute for Solidarity in AsiaCREDIBLE POLICE SERVICE"
Strategic Elements
OBJECTIVE
Statement of
what strategy NHQ- 6
must be
achieved and PRO - 10
what’s critical
to its success
What should be done to

effectively pursue a given
strategic priority (objective)?

AND
Strategic Elements
OBJECTIVE TARGET
Statement of MEASURE The level of
what strategy How NHQ- 19
performance
must achieve performance or rate of
and what’s against an PRO - 27
improvement
critical to its objective is needed
success quantified
• success measure •lWhat measure should• project be used in

• metric •order
performance level
to indicate •that
program
progress is
•Outcome indicator being made towards • actionachieving
plan a
• KPI strategic priority?

AND
Why measures matter
If you can’t measure it,

you can’t manage it.
If you can’t manage it,
you can’t improve it.
-- Kaplan & Norton, BSC Creators (and many others)

AND
Why measures matter
‘What get’s measured…

get’s done!!!!
-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)

AND
Why measures matter
WARNING:
‘Not everything that
counts can be counted,
and not everything that
can be counted counts.’
-- Albert Einstein

AND
Measures can take many forms
Measure Form Advantages Disadvantages

One dimensional, does not consider
Absolute numbers Clear and simple; unambiguous context
Provides broad general result (multi- Masks underlying individual

variate analysis) variables
Indices
Good indicators of relative change Sometimes misunderstood or
used in measurement over time improperly used
Percentages
Easy to compute and to understand Category definitions often

objective inconsistent
Rankings
Ratings Good for nominal data Can be biased
Depict critical relationships to be Can be difficult to understand how

managed (e.g., incremental cost vs. to manage/effect relationship
Ratios revenue generated)

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Strategic Elements
OBJECTIVE MEASURE INITIATIVE

Statement of How success Key action
TARGET
what strategy in achieving programs
The level of
must achieve the strategy required to
performance or
and what’s will be achieve
rate of
critical to its gauged and objectives
improvement
success tracked
needed
strategic element • success measure • goal • project

What targets should be set in
• metric • performance level • program
the intervening years?
• KPI • action plan

AND
Target Setting
TARGET
‘SWEET SPOT’
‘(Look for targets that have
some level of stretch but still
feel realistic)
MOTIVATION

AND
Stretch targets
Stretch targets are long-term and become the

basis for setting annual progress points.
BASELINE: 2011
Set Targets for : Scorecard & Dashboard

2013
2014
2015
2016

AND
Strategic Elements
INITIATIVE
Key action
programs
required to
reach the
target
• success
What measure
initiatives must
• goal be • project
• metric • performance
undertaken to fill-in the level • program
• KPI performance gap? • activities
• action plan

AND
Strategic initiative
Strategic Initiatives close

the performance gap
INITIATIVES (between current & desired
performance)

Cascading the PNP Strategy
ITP Strategy
© 2010
© 2010
Institute
Institute
for Solidarity AND
for Solidarity
in inCREDIBLE
Asia Asia POLICE SERVICE"
Managing Initiatives
You manage strategy

by managing initiatives.
-- Kaplan & Norton, BSC Creators

Cascading the PNP Strategy
ITP Strategy
© 2010
© 2010
Institute
Institute
for Solidarity AND
for Solidarity
in inCREDIBLE
Asia Asia POLICE SERVICE"
Series of Technical
Working Group & Focal
Group Review Meetings

PNP SCORECARD
PERSPECTIV
TARGET
STRATEGIC
PNP OBJECTIVE MEASURE 2011 2012 2013 2016 INITIATIVES
E
OWNER
2010
(Baseline) Accomplis Actual
Target hments
Target
(Jan-June)
COMMUNITY
A safer place
130/149
to live, work Global Peace 136/153(
A 1 CPSM (OVERALL 133/158 (ACTUAL)
and do Index (GPI) ACTUAL)
)
business
WBOS Project
No data contract was Barangay
availabl awarded to Peacekeeping
e. 63% BIOS IT Operations
Improve 60.9% (adopte SOLUTIONS (BPOs)
community National Safety
2 (ACRE 63% (WBOS d the INC. 64.90% 66.90%
safety Index
Survey) is not 2011 Police
awareness yet fully target) Integrated
DPCR/
through operati WBOS is now Patrol
B DO, DI
PROCESS EXCELLENCE
community- onal) on trial run System

& DIDM
oriented and and its full (PIPS)
human rights- operation is
based Case
policing 75% expected by Investigation
72.6% No data (adopte last week of Management
3 Respect Index (ACRE 74.60% availabl d the October 2012 76.60% 78.60% Program
Survey) e. 2011 (pnpwbos.com)
target Case
Monitoring
DO/ Program
National Index DIDM,
4 16.53 16.00 13.56 13.00 11.21 11.00 10.00
Crime Rate DI,
Improve DPCR
crime DIDM/
C Crime Clearance
prevention 5 DO, DI 33.33% 35% 42% 45% 49.46% 39% 45%
Efficiency LOI
and solution & DPCR
"Manhunt
DIDM/
Crime Solution Charlie"
6 DO, DI 20.79%
VISION:..." HIGHLY22.00% 29.02%
CAPABLE, 30.00%
EFFECTIVE 34.65% 35.00% 40.00%
Efficiency
& DPCRAND CREDIBLE POLICE SERVICE"
Governance is
CASCADED
down to the last unit and
individual.

TARGETS
PNP OBJECTIVES MEASURES PRO MEASUR TARGET
2016 INITIATIVES
OBJECTIVE E 2016
Improve National Safety Improve crime Regional Ensure
community Index 66.9% solution Index implementatio PRIMARY
Crime Rate n of PIPS INDICATORS
safety efficiency DRIVERS
ANNUAL
awareness Regional Case
Respect Index CRIME Crime Volume TARGET
Crime monitoring &
through PREVENTION
Clearance tracking Crime Ratio
community- Efficiency (UCPER)
oriented and % increase in the
78.6% number of joint
human rights- Regional MOSC Enhance
police community
based Crime Methodology( community
engagement initiated activities
policing Solution Case
Efficiency Management) Safety index
& Tracking Intensify police % of personnel
National Index Number of TF
14.7 operations employed/ deployed
Crime Rate most MANHUNT/OPL
Improve Crime CRIME Crime Solution
wanted AN TRACKER
crime Clearance 45% persons SOLUTION Efficiency
prevention Efficiency (MWP) % of investigative
and control Crime Solution arrested personnel trained
Maintain and
28.49% Percentag deploy and certified
Efficiency e of competent % of trained and
wanted investigative certified
persons personnel investigative
arrested personnel deployed
Implement
standard
% increase of cases
investigative
filed in court
systems and
procedures
Note:
Cascading for Vertical Alignment
Determine
Communicate Identify &
Performance
the Agency Align Initiatives
Measures &
Scorecard and Begin
Set Targets
 
Implementation

Align Unit Align

Objectives to the
Parent Scorecard Measures &
Targets
 
AND
Performance Governance System Stages
Institutionalization
1. Presence of mechanisms and

Proficiency tools for data tracking and
reporting of strategic
1. Analysis and performance
examination of
Compliance strategy execution 2. Conduct of impact
evaluation:
1. Formalization of the MSGC 2. Creation of the
Office of Strategy • Center for Leadership and
Initiation 2.Cascading of vision and Management Governance
strategies • Cascade to the Individual
1. Formation of 3. Regular monitoring
and review of • Improved Core Processes
Technical Working 3.Aligning budget and
strategies • Performance Evaluation
Group human resources to System
the vision and • Transformed Corporate
2. Formation of strategies Culture
Multi-Sectoral • Breakthrough Results
Governance
Council (MSGC)
3.Formulation of
Strategy Map and
Governance
Scorecard

Performance Governance System Stages
Institutionalization
Proficiency
• PHILIPPINE NATIONAL
Compliance POLICE
• DEPARTMENT OF HEALTH
Initiation • DEPARTMENT OF PUBLIC

WORKS & HIGHWAYS
• DEPARTMENT OF
EDUCATION • BUREAU OF INTERNAL
REVENUE
• DEPARTMENT OF
TRANSPORTATION AND
COMMUNICATIONS

Performance Governance System at work
at NGAs, LGUs and GOCCs
The PGS is composed of 4 phases that guide the NGA/LGU/GOCC through a governance pathway
starting with awareness of institutional governance and ending with a sustained governance culture
within the agency. Each phase has benchmarks which are paralleled by ISA’s services and programs.
INITIATION COMPLIANCE PROFICIENCY INSTITUTIONALIZATION
NEA
DepEd DOH PNP
DOTC DPWH Iloilo**
PN
DTI BIR San Fernando (P)**
PMA
GCG DSWD PA
CDC CSC Marikina
PITC Naga . Tagbilaran
MARINA Balanga Calbayog
OTS San Fernando (LU) Masbate City
NDCP
SHFC
AFP
Mandaue*

* Plus 30 more AND CREDIBLE POLICE SERVICE" **Global Hall of Fame
“Sa pagbaba ko po sa
puwesto sa Hunyo 2016,
maiiwan ko po ang
Kapulisan na talaga
namang masasabing
tunay na may tapang,
tunay na may dangal,
tinitingala ng buong
AND CREDIBLE POLICE SERVICE" sambayanan.”
“CODE-P: 2013 and Beyond”
“… the PNP’s blueprint towards the realization of the PNP P.A.T.R.O.L. Plan 2030
in order to realize the Vision, attain its Mission and meet its Goals of better
serving and protecting the public…”
• Enhancing the Competence and capabilities of PNP

Units and individual personnel
• Restructuring the Organization
• Instilling Discipline
• Promoting and institutionalizing culture of Excellence
• Institutionalizing Professionalism

1. This PNP STRATEGIC FOCUS termed as “CODE-P: 2013
and Beyond,” towards the realization of the PNP P.A.T.R.O.L.
Plan 2030 will be supplemented by specific objectives, listing
relevant programs/projects/activities (PPAs) and measures.
2. The Chief of the Directorial Staff shall take the lead in

overseeing the implementation of this Strategic Focus and
ensure its inclusion in the respective scorecards. He shall
conduct audits to determine if the specific objectives are
effectively communicated and met down to the lowest level.
3. All Heads of Offices shall adopt this PNP Strategic Focus

and ensure that individual and unit performances contribute to
the attainment of their respective operational targets and
organizational objectives.
4. All offices shall submit Implementing Plans outlining the

initiatives (PPAs) in their respective areas of concern.
VISION
Imploring 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.
Highly Capable, Effective and Credible Police Service by 2030
MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by A saferplace
A safer place to work
to live, live,and
work
do
RA 9708 and dobusiness
business
MISSION
Enforce the law, prevent and
control crimes, maintain Improve community safety
Improve
Improve crime Improve
Improve community safety awareness
peace and order, and ensure awareness through
crime and
prevention crime
through community-oriented and human
public safety and internal community-oriented and
solution
prevention solution rights-based policing
security with the active human rights-based policing
support of the community.
PHILOSOPHY DevelopCompetent
Develop Competent,, Motivated,
Motivated, Develop a responsive
Develop responsive and
and
Service, Honor and Justice Values-oriented and Disciplined
Values-oriented and Disciplined Highly Professional Police
Highly Professional Police
police Personnel
Police personnel Organization
Organization
CORE VALUES
Maka Diyos
Makabayan
Makatao
Optimizeuse
Optimize useof
offinancial
financial and
and logistical
logisticalresources
resources
Makakalikasan
COMMUNITY PERSPECTIVE
PNP SCORECARD
TARGET
STRATEGIC
PNP OBJECTIVE MEASURE OWNER 2011 2012 2013 2016 INITIATIVES
2010
(Baseline) Accomplish Actual
Target ments Target
(Jan-June)
A safer place to
Global Peace 130/149 136/153 133/158
A live, work and 1 CPSM
Index (GPI) (OVERALL) ( ACTUAL) (ACTUAL)
do business
WBOS Project • Barangay

contract was Peacekeeping
awarded to Operations
No data (BPOs)
available BIOS IT
Improve 63% SOLUTIONS Police Integrated
60.9%
community National Safety (WBOS (adopted INC. Patrol System
2 (ACRE 63% 64.90% 66.90% (PIPS)
safety Index is not the 2011
Survey)
PROCESS EXCELLENCE
yet fully target)

awareness DPCR, Case
operatio
B through DO, DI WBOS is now on Investigation
nal) Management
community- & DIDM trial run and its
Program
oriented and full operation is
human rights- expected by last Case Monitoring
based policing week of October Program
2012
75% • Implementation
72.6% No data (pnpwbos.com) of ‘CommPlan’
(adopted
3 Respect Index (ACRE 74.60% available 76.60% 78.60%
the 2011
Survey) . • Integrate SMS
target Center with TXT
2920
National Index
4 DO/ 16.53 16.00 13.56 13.00 11.21 11.00 10.00
Crime Rate
DIDM,
Crime Clearance DI,
5 33.33% 35% 42% 45% 49.46% 39% 45%
Efficiency DPCR
Improve crime LOI "Manhunt
Crime Solution Charlie"
C prevention and 6 20.79% 22.00% 29.02% 30.00% 34.65% 35.00% 40.00%
Efficiency
solution
Number of MCs,
LOIs, SOPs, Conduct
DO/ inventory &
Manuals &
7 DIDM/ review of all
Issuances existing
DI/
a. Amended VISION:..." HIGHLY CAPABLE, EFFECTIVE Issuances
DPCR
b. Developed
PERSPECT
PNP SCORECARD
TARGET
2011 2012 2013 2016 STRATEGIC INITIATIVES
PNP OBJECTIVE MEASURE OWNER 2010
(Baseli Accompli Actual
IVE
ne) Target shment

Target
(Jan-June)
a. Top 20% of
Percentage Eligibilities /
of recruits Board exams Enhanced & Standardized
8 DPRM NEW 1% 1.35% 5% 13.12% 15% 25%
belonging b. GWA Recruitment Program
to: (TOR = 85% and
above)
Enhancement & Standardization
of 3rd Level Placement Programs
Percentage of filled up TO • Splitting of RSD into 2 divisions
positions with competent 81.95% namely:
9 NEW (Current 95% 80% 96% 99%
personnel for 3rd level PCOs Process)
1. RSD
(PSSUPT to PDG) 2. SOPPD
• Assessment Center
• Online application for Key Posts
DPRM Enhancement & Standardization

DHRDD of 2nd Level
Placement Programs and Initiatives
Percentage of personnel 76%
LEARNING & GROWTH
designated to 2nd Level positions (PSUPT • Inventory of qualified personnel

Develop 10 NEW Only / 90% 82.30% 95% 100%
according to rank substantiated based on T.O. positions
competent, by IPER
Current
• Submission of reports for 2nd
Process
motivated, level personnel
D values- • Submission of rank profile and
oriented and compliance to directives.
disciplined • Revision of IPER
PNP Personnel a. Convicted of 0.001 • Personnel Discipline Program
0.005% 0.004% 0.002% 0.002% 0% 0.001%
criminal case % • Conduct of a national
Percentage of assessment survey on public
11 personnel with b. Guilty of DPRM perception of PNP’s
0.05
cases: administrative 1.05% 1.03% 0.97% 0.90% 0.06% 0.03% administration of discipline
%
case • Enhance Counter-intelligence
against erring personnel
• Enhance Training Needs
Assessment Program
Percentage of trained personnel • Review & Amendment of
12 DHRDD 30% 40% 42% 45% 49% 50% 60%
vs training needs Training POIs (Field Training,
Specialized Courses, etc.)
• Ensure LGU Participation
Pilot tested • Establish rationalized Rewards
in PRO & Incentive system/ Welfare
DPRM/
13 Personnel Satisfaction Index NEW NEW NEW TBD COR Program
DPCR
• Web-based Online Survey on
Personnel Satisfaction
• Transfer of PNPA, PNTI, NFSTI
VISION:..."
No. of Legislative Initiatives
HIGHLY CAPABLE, EFFECTIVE to the PNP
14
Reviewed and Pursued ANDDPL
CREDIBLE POLICE SERVICE" • Stiffer Penalties for Illegal
Fas,Etc.
PNP SCORECARD
TARGET
PERSPECTIVE
2011 2012 2013 2016

STRATEGIC INITIATIVES
PNP OBJECTIVE MEASURE OWNER 2010
(Baseli Accompli Actual
ne) Target shment
Target
(Jan-June)
Percentage of Information
Technology compliant PNP
48.84 54.10
15 Stations (Standard IT 54.10% 56% 60% 69%
% % • Strategic ICT Policies Formulation
Compliance)
and Implementation
• Implement fully ICT-based

DICTM systems to support
LEARNING & GROWTH
administrative and
Percentage of Communications
Develop a 34.70 25.09 investigative functions and
16 Technology compliant PNP 25.09% 35% 36% 39%
responsive % % police operations ( e-blotter, e-
Stations
D and highly rouge, e-warrant, etc.)
professional
police
organization
• Review of units/office
mandates
Percentage of Units DPL/
17 • Realignment & streamlining of
restructured DPRM
units/offices

PERSPECTIVE
PNP SCORECARD TARGET
2011 2012 2013 2016
STRATEGIC
PNP OBJECTIVE MEASURE OWNER 2010 Actual INITIATIVES
Accompl
(Baseline) Target Target (Jan-
ishment
June)
Percentage of
• Reform of Budget
programmed
System
activities funded &
18 implemented based DC 90% 90% 90% 95% 90% 99% 100%
• Application of
on the Annual
‘Activity-based’
Operations Plans and
budgetting
Budget
Logistics Capability
RESOURCE MANAGEMENT
Index
34% 34% 31% 45% 45% 72% 91%
Percentage fill-up of:
Optimize
use of a. Mobility 24% 24% 24% 29% 29% 61% 90%
financial • Capability
E
and Enhancement
logistical b. Firearms 67% 68% 57% 87% 87% 77% 90% Program (CEP)
resources
19 DL • Resource
generation &
c. Commu-
12% 12% 12% 31% 31% 51% 85% mobilization from
nications
LGUs &
Stakeholders
d. Investigative
31% 31% 31% 34% 34% 100% 100%
Equipment
e. Infra- structure
511 561 557 607 602 652 802
(Police Stations)

*OPERATIONAL AND
STRATEGY REVIEWS
*Source: Designing Development by Dr JPE

MANAGEMENT MEETINGS TO MONITOR, LEARN, ACT AND
ADAPT
Feedback and Objective Barriers Representative
Learning Process Activities
1. Operational Review To monitor and manage • KPIs and dashboards that • Driver models
Meetings short-term financial and managers review not
operational performance central to the strategy • Variance analysis
• Review of KPI dashboards

Are our operations in PPOs, CPOs, CPS, MPS,
control? Individual dashboards • Team problem solving
• Follow-up program
2. Strategy Review To monitor and manage the • Inadequate time at • Theme monitoring
Meetings strategic initiatives and the management meetings
Balanced Scorecard for discussions about • Initiative portfolio
strategy implementation monitoring
• Strategic, cross-business • Theme teams

Are we executing our D-STAFF, NSUs, PROs initiatives are not
strategy well? SCORECARDS monitored or managed • Agenda management
for results

MANAGEMENT MEETINGS TO MONITOR, LEARN, ACT AND
ADAPT
Feedback and Objective Barriers Representative
Learning Process Activities
3. Strategy Testing and To periodically assess • Data not available to • Analytic studies
Adapting Meetings whether the results review and test the
hypothesized in cause- hypotheses underlying • ABC studies of product
effect diagrams are the strategy and customer profitability
occurring as anticipated
• Inadequate capability in • Cause-effect testing and
strategy analytics to test analysis
AGENCY SCORECARD the strategy
Is our strategy
• Review of emergent
working? • Employees not strategies
encouraged to propose
new strategic options

KEY INSTITUTIONALIZATION
STEPS

KEY INSTITUTIONALIZATION STEPS
Cascading the program to the lowest operating unit (below 2L)

and to individuals in the unit
• Aims to involve everyone, at whatever level, in executing strategy by
making them understand the objectives and commit to results that, in
turn, will help achieve the priorities of higher level (2L and 1L) strategy
maps;
• Strategy execution should be part of “everyone’s everyday job”
Promoting and nurturing a governance culture that would

continuously remind everyone of the mission and vision
contained in the organization’s governance charter
• Seeks to instil an ethical dimension in all decisions and actions taken by
personnel, at all levels and aspects of operations
Striking partnership based on common causes and a shared

sense of social responsibility
• Should constantly check, through our governance initiatives and strategy
execution program: what positive impact we are having on our larger
economy and society, and how we can further widen that impact

Highly Capable, Effective and
•
Credible Police Service
where do we
want to go?
• how do I
get there?
• where
am I now?
SWOT ANALYSIS
(Baseline
VISION:..." Data 2005)
HIGHLY CAPABLE, EFFECTIVE
Technical Working Group
Center of Police Strategy Management
LALIM National Advisory Group
directorates
Cascade strategy to additional
organizational
regional offices levels
NSUs
provincial/city
officespolice station
policeman
budgeting
planning
performance appraisal
Integrate strategy into key
management processes
rewards & incentives
LAWAK
TARGETS
PNP OBJECTIVES MEASURES PRO MEASUR TARGET
2016 INITIATIVES
OBJECTIVE E 2016
Improve National Safety Improve crime Regional Ensure
community Index 66.9% solution Index implementatio PRIMARY
Crime Rate n of PIPS INDICATORS
safety efficiency DRIVERS
ANNUAL
awareness Regional Case
Respect Index CRIME Crime Volume TARGET
Crime monitoring &
through PREVENTION
Clearance tracking Crime Ratio
community- Efficiency (UCPER)
oriented and % increase in the
78.6% number of joint
human rights- Regional MOSC Enhance
police community
based Crime Methodology( community
engagement initiated activities
policing Solution Case
Efficiency Management) Safety index
& Tracking Intensify police % of personnel
National Index Number of TF
14.7 operations employed/ deployed
Crime Rate most MANHUNT/OPL
Improve Crime CRIME Crime Solution
wanted AN TRACKER
crime Clearance 45% persons SOLUTION Efficiency
prevention Efficiency (MWP) % of investigative
and control Crime Solution arrested personnel trained
Maintain and
28.49% Percentag deploy and certified
Efficiency e of competent % of trained and
wanted investigative certified
persons personnel investigative
arrested personnel deployed
Implement
standard
% increase of cases
investigative
filed in court
systems and
procedures
Note:
“Execution is a Leader’s most important job!”

Everybody contributes in putting together
pieces of the puzzle…..

…for the realization of the
PNP VISION!!!

9/10
Vision Barrier
Only 5% of workforce
understand the strategy.
fail to
execute Resource Barrier
60% of organizations do not
strategy link budget to strategy.
People Barrier
Only 25% of managers have
incentives tied to strategy.
Management Barrier
85% of executive teams spend <1hr
monthly discussing strategy.

Implementation of Communication Plan

Without Alignment

With Alignment

What we REALLY NEED?
•Commitment to delivering performance

through taking concrete & specific steps in
pursuit of our strategy
•Performance that has to be delivered at a

high targeted level…on time and preferably
low-cost

“Unless commitment
is made, there are
only promises and
hopes; but no plans.” –
Peter F. Drucker

VISION:”…Highly Capable, Effective and Credible Police...”
PROGRESS REPORT ON THE IMPLEMENTATION OF THE

PNP P.A.T.R.O.L. PLAN 2030
DATE REPORT PGS Stage / Award
1. September 2009 REVALIDA INITIATION
2. March 2010 Governance Performance Report
3. September 2010 Governance Performance Report
4. March 2011 Governance Performance Report Rating (8.39)
5. October 14, 2011 REVALIDA COMPLIANCE

Rating (8.10)
6. March 2012 Governance Performance Report ‘Trailblazer Award’

Rating (8.61)
7. September 26,2012 REVALIDA PROFICIENCY

( Rating 8.57)
‘Silver Trailblazer Award’
8. March 19, 2013 Governance Performance Report Rating 8.86

‘Silver Trailblazer Award’

NEXT STEPS
• JOURNEY TOWARDS ‘INSTITUTIONALIZATION’
• Communicate Clearly
• Follow-up Cascading
• Establishment of RPSMUs & RACs
• Establishment of ‘e- PGS’
 Actions to be taken:
• Follow-up LOI for the Cascading
• Training of RPSMU Personnel
• Make COMPLAN Fully Functional
• Finalize ‘e-PGS’

 Improvement of core processes investigation, operation and administration
 Improvement in Crime Resolution through 3% Increase in Crime

Clearance and Crime Solution Efficiencies; and
 Decrease by 50% the incidents of street crimes (theft/robbery) such as;

 Snatching
 ‘Salisi’
 ‘Bukas kotse’

Individual Performance
(IP) Scorecards
Revision of Individual
Performance
Evaluation Rating

4-Day Cascading
(Activities & Outputs)

STRATEGY & OPERATIONS REVIEW
(PRO 2 SCORECARD, PPOs/CPO, CPS, RPSB, PPSC and Numbered Stations
Dashboards)
Overview
• Rationale of Strategy & Operations Review
(Mind setting, Objectives - SILG Directive)
• Methodology (Lecture, Workshop, Presentation of outputs)
• Timeline
Lecture 1 : Customer Analysis

Lecture 2 : ‘Process Check
o ‘GAP’ Analysis
o Environmental Scan (Political, Economic, Social,
Technological, Environmental, Legal)
o SWOT Analysis

GAP ANALYSIS
How do I get there?
Current State GAP Desired State

(Problem, Constraints,
(Where am I?) Limitations) (Where do I want to go?)
STRATEGY 1
Initiatives (PPAs)/
Resources/Timeline/OPR Strategy Development Considerations:
1. Policy
2. Capacity Building
STRATEGY 2 3. Resource Generation and
Initiatives (PPAs)/ Mobilization
Resources/Timeline/OPR 4. Coordinative linkages /
Stakeholders support
Closing the Gap 5. Sustainability

Pre-workshop Requirements
1. Population 6. SWOT Analysis
2. Peace and Order

2.1. Crime Environment (Statistics, CSE, CCE, AMCR, T/C)
2.2. ISO PERSPECTIVE S W O T
2.3. PAGs and other Armed Groups that will
affect the conduct of 2013 elections Community
3. Public Safety Process Excellence

3.1. Disaster Preparedness
3.2. SAR Learning and Growth
4. Resources
4.1. Personnel Resource Management
- Training
- Fill-up
4.2. Logistics
- Move
- Shoot 7. Organizational Structure
- Investigate
- Communicate
4.3. Financial
- Identify Sources(GAA, LGUS and Donations)
5. Accomplishment reports 2011-2012 (QUAD)

METHODOLOGY
• SWOT ANALYSIS
• ENVIRONMENTAL SCAN
• ‘GAP’ ANALYSIS
BREAK-OUT GROUPS (QUAD)

• INTELLIGENCE
• INVESTIGATION
• OPERATIONS
• PCR
PLENARY PRESENTATION
(Critiquing / Validation )

(PPO/CPO, CPS and Numbered Stations Dashboards)
Lecture 3 : Strategy and Operations Review
Workshop : Strategy & Operations Review

o Presentation of 2012 accomplishments
o Adjustment of Targets
o Updating of Initiatives
o Identification of funding and other resource
requirements

(PPO/CPO, MPS/CPS, PPSC and Numbered Stations Dashboards)
Lecture / Workshop 3
• Operations Review (Dashboard) I
N
o Primary Drivers T
o Secondary Drivers E
IMPACT
o Process Shift R
o Strategic Objective V
IDENTIFICATION
E
o Measures OF ‘GAPS’
N
o Targets ACCOMPLISHMENTS T
o Activities / Initiatives I
o Funding O
N
s

INDIVIDUAL CHARTER STATEMENT &
PERFORMANCE SCORECARDS
Lecture 4 : Linking Unit Scorecard/Dashboard With

Individual Performance Scorecard
Workshop : Formulation of Individual Charter Statement

& Performance Scorecard
o Drafting of Personal Charter Statement
o Converting Personal Charter into Individual
Performance Scorecard
o Alignment of Individual to Unit Targets & Initiatives
o Linking Individual Performance with the Performance
Based Bonus (PBB) & other welfare & Benefits

NEXT STEPS (MUST DO)
1. RPSMU to be relevant and functional
2. Organize Regional Advisory Group
3. Conduct Strategy Review of the PRO 2 Scorecard quarterly and Operations

Review of PPOs/CPO dashboards monthly.
4. Cascade the strategy down to the MPS/CPS.
5. Develop Individual Performance Cards
6. Collate Best Practices for replication
7. Continuously communicate the PNP P.A.T.R.O.L. Plan 2030 and CODE-P to all
stakeholders
8. Ensure effective implementation of CODE-P for the realization of the PNP

P.A.T.R.O.L. Plan 2030
NOTE: Submission of cleaned-up (Final) PRO 2 Scorecard and

PPOs/CPO dashboards to CPSM:
DATE: NLT July 19, 2013
Email Address: cpsm@pulis.net
Vision: "Highly Capable, Effective and
Credible Police Service"
Telefax: (02) 414 2001
3 C’s
• CHOICE
• CHANCE
• CHANGE

3 C’s
“WE IN THE
PHILIPPINE NATIONAL POLICE
MADE OUR CHOICE TO
TAKE OUR CHANCE IN
MAKING A CHANGE
FOR THE BETTER.”
-Excerpts from a movie in 1956

MUTATIO… Nostrum Partis Commitment
TRANSFORMATION…
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION

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Philippine National Police

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

• THE PNP PGS JOURNEY

• THE PNP P.A.T.R.O.L. PLAN 2030

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Malcolm Gladwell, The Tipping Point

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

• PIP on Improving Transparency in Budget Delivery

• PIP on the Institutionalization of Performance

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Six (6) national government

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

• Of its developmental impact to the country;

• It was deemed ready because of the reform

• It is one national government agency that has

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

 Maintain political & economic stability

 Upholding the rule of law

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Short Term Long Term

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

• Vision & Mission (influence of core

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

“If we succeed, how will we look to

“To satisfy our customers, at which

Learning & Growth

"To execute our processes, how must our

Resource and Finance

“In order to succeed, what resources

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

2 Facilitate Ownership Through Cascading

Strategy Objectives Measures

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

PALLADIUM HALL OF FAME

VISION:..." HIGHLY CAPABLE, EFFECTIVE

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

“...is to translate strategy into

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Learning & Growth Process Excellence

How do we effectively and

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

(LCAT – Leadership, Culture, Alignment, Teamwork)

How should we manage and allocate our

OBJECTIVE MEASURE TARGET INITIATIVE

VISION:..." HIGHLY CAPABLE, EFFECTIVE

OBJECTIVE MEASURE TARGET INITIATIVE

What should be done to

VISION:..." HIGHLY CAPABLE, EFFECTIVE

OBJECTIVE MEASURE TARGET INITIATIVE

• success measure •lWhat measure should• project be used in

VISION:..." HIGHLY CAPABLE, EFFECTIVE

If you can’t measure it,

VISION:..." HIGHLY CAPABLE, EFFECTIVE

‘What get’s measured…

VISION:..." HIGHLY CAPABLE, EFFECTIVE

VISION:..." HIGHLY CAPABLE, EFFECTIVE

Measure Form Advantages Disadvantages

Provides broad general result (multi- Masks underlying individual

Easy to compute and to understand Category definitions often