(Overview) Follow Up Cascading of PNP Patrol Plan 2030

Philippine National Police
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
PNP P.A.T.R.O.L. PLAN 2030

Peace and order Agenda for Transformation and upholding of the Rule-Of-Law
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
The Best Way To Predict The Future Is To Make It!!!

Promote the vision of a better future, give shape & identity to our PNPs pioneering spirit and creativity
from which everyone can draw inspiration, by making do of what we have and getting the most out of local situations, native/in-house talents.
Create windows to the future- - -identify ways by which everyone can see what tomorrow could be like.
a future in which every PNP personnel will be engaged more than ever with the Communities they serve to which each contributes and from which everybody in the community can benefit.
Tipping Point
constantly against virtually everything
Early Adopters
14%
Malcolm Gladwell, The Tipping Point

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE" VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
PNP INTEGRATED TRANSFORMATION PROGRAM
THE PHILIPPINES HAS BEEN IDENTIFIED AS ONE AMONG THE 28 COUNTRIES QUALIFIED FOR A DEVELOPMENT GRANT
Background on GRP Policy Improvement Process

MCC reselected the Philippines as Compact eligible for FY 2009
Meet MCC eligibility criteria in the areas of:
Ruling justly Investing in people Economic freedom
COMPACT AGREEMENT
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 globallyrecognized 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 Personalities Short Term Single Issues
TO Institutions Long Term Inter-connected Priorities Strategies
Tactics
It is a participatory process in line with the principles and best practices of good governance and responsible citizenship
It calls for an effective, sustained and systematic contribution from individuals and institutions for the common good of the institution and community as well as the long-term development of the Philippines.
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
Flight Runway PHILOSOPHY: We dont count customers, we count partners in Governance

METHOD: Content facilitation not imposition
PGS BENEFITS
1 Ensures Alignment
Strategic Objectives
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?
2 Facilitate Ownership Through Cascading

Complete Framework for PNP Strategic Map Strategy
PNP Major Units Sub-Units
PGS BENEFITS
Objectives
Measures
3 Ensures Results
Goal
PGS BENEFITS
The system heightens measurability

Objective Measurement Target Initiative
Based on the system that actually work..
PGS BENEFITS
Enhances Strategic Communication and Reporting
1. Executive consensus and accountability:

Building the map eliminates ambiguity and clarifies responsibility.
3. Educate and Communicate:

Build awareness and understanding of organization strategy across the workforce.
2. Strategic Reference:
Each sub-unit and individual link their objectives to the map and talks with the same Strategic map in mind
4. Promote Transparency and Results Documentation:

The tools are guidelines of what should be communicated and the targets would evaluate effectiveness objectively.
5 Promotes Stakeholder Engagement

External Stakeholders
MULTI-SECTORAL GOVERNANCE COALITION
BUSINESS, MEDIA, ACADEME, YOUTH, PROFESSIONS, CIVIC, CHURCH, CJS, MILITARY
Executive Leadership
LOCAL CHIEF EXECUTIVE & LEGISLATIVE COUNCIL
Internal Stakeholders
UNIFORMED & NON-UNIFORMED PERSONNEL
THE GOVERNANCE INFRASTRUCTURE

It is important that we make the strategy the concern of everyone
Worldwide, the system has proven it can work
PALLADIUM HALL OF FAME
INSTITUTIONALIZED
Breakthrough Results Linkage to Individual Scorecard Duration: 6 months to 1 year
PROFICIENT
Office of Strategy Management Mechanisms to Report Strategy Duration: 6 months to 1 year
COMPLIANT
Alignment of Organization & Resources Sub Unit Scorecards Duration: 6 months to 1 year
INITIATED
Charter, VMG, Road Map, Scorecard Multi-Sectoral Governance Coalition Duration: 6 months
PATHWAY
HALLMARK
Source: ISA
Performance Governance System Stages

Institutionalization Proficiency Compliance
1. Formalization of the MSGC 1. Analysis and examination of strategy execution 2. Creation of the Office of Strategy Management 3. Regular monitoring and review of strategies 1. Presence of mechanisms and tools for data tracking and reporting of strategic performance 2. Conduct of impact evaluation: Center for Leadership and Governance Cascade to the Individual Improved Core Processes Performance Evaluation System Transformed Corporate Culture Breakthrough Results
Initiation
1. Formation of Technical Working Group 2. Formation of Multi-Sectoral Governance Council (MSGC) 3.Formulation of Strategy Map and Governance Scorecard
2.Cascading of vision and strategies 3.Aligning budget and human resources to the vision and strategies
LEGAL BASIS
PNP Mandate RAs 6975, 8551 and 9708
Memorandum from the Executive Secretary dated June 23, 2009 on the Executive Briefing of PGS for the Six (6) National Government Agencies
Memorandum from the Executive Secretary dated July 9, 2009 mandating the Institutionalization of PGS in the Six (6) National Government Agencies
PNP Letter of Instruction 53/09 Institutionalization of Performance Governance System dated August 11, 2009
Letter of Instruction 53/09 Institutionalization of Performance Governance System dated August 11, 2009
FONTANA LEISURE PARK, CLARK, PAMPANGA AUGUST 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 RA 9708 A safer place to live, work and do business
MISSION
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.
Improve crime prevention
Improve crime solution
Improve community safety awareness through community-oriented and human rights-based policing
PHILOSOPHY
Service, Honor and Justice
CORE VALUES
Maka Diyos Makabayan Makatao Makakalikasan
Develop Competent, Motivated, Values-oriented and Disciplined Police Personnel
Develop a responsive and Highly Professional Police
Organization
Optimize use of financial and logistical resources
Localized to address the important governance issues in the country.

...is to translate strategy into measures that concisely communicate your vision to the organization.
Source: ISA
Community
In what way is the community best served by the PNP?
Learning & Growth

How can the PNP develop a highly capable, effective and credible organization?
Process Excellence Vision & Strategy

What operational processes must we excel at and best practices must we adopt?
Resource Management
How do we effectively and efficiently manage our financial and logistical resources?
GOVERNANCE SCORECARD GOVERNANCE SCORECARD
PERSPECTIVE
OBJECTIVES MEASURES
2013
TARGETS
2014 2015
INITIATIVES
FUNDING
CUSTOMER ANALYSIS
Customer Analysis STRATEGIC OUTCOME

Who are our customers and what are their needs and expectations?
Primary Customer Other Customers
Who are the main beneficiaries of our services? Who are the indirect beneficiaries of the services we provide? What are the major goods and services we are mandated to provide our customers? What benefits do we get from your services?
Why should we patronize your services? What is most worthwhile to keep in mind about your services?
Major
Deliverables
OUTCOME /
(CVP)
Customer Value Proposition
CUSTOMER ANALYSIS
(INTERNAL & EXTERNAL / PRIMARY & SECONDARY)
What do they expect from us (demands/ needs / wants)? - Deliverables (products or services)
How can we serve/satisfy them better? Satisfying Customers - Quality - Quantity - Delivery Time /JIT Delighting Customers
How can we develop mutual trust & build-up confidence?

WHATS OUR CORE BUSINESS?

Its not enough to be busy the question is: What are we busy about?
- Henry David Thoreau
What are we good at? Where do we need to improve? What is/are our core competencies?
What are our key drivers?

What are the existing/emerging threats? What are the available opportunities?
What is/are our most important assets/resources?
PROCESS EXCELLENCE
How do we improve our core processes to attain our strategic outcomes? Value Policy System and Infrastructure Data Integration Development Chain Development Strategic Shifts
Fromm To
Objectives
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)

RESOURCE MANAGEMENT
How should we manage and allocate our resources for maximum social impact?
Strategic Shift
from to
Objectives
SCORECARD DEVELOPMENT
Strategic Elements and Alignment
Strategic Elements
OBJECTIVE
MEASURE
TARGET
INITIATIVE
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE" Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
Strategic Elements
OBJECTIVE Statement of what strategy must be achieved and whats critical to its success
NHQ- 6 PRO - 10
OBJECTIVE
MEASURE
TARGET
INITIATIVE
What should be done to effectively pursue a given strategic priority (objective)?
Strategic Elements
OBJECTIVE Statement of what strategy must achieve and whats critical to its success MEASURE How performance against an objective is quantified TARGET The level of NHQ19 performance or rate of PRO - 27 improvement needed
OBJECTIVE
MEASURE
TARGET
INITIATIVE
success measure
metric Outcome indicator KPI
measure should What l project be used in order performance level that program to indicate progress is action plan being made towards achieving a strategic priority?
Why measures matter
If you cant measure it, you cant manage it. If you cant manage it, you cant improve it.
-- Kaplan & Norton, BSC Creators (and many others)
Why measures matter
What gets measured gets done!!!!

-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)
Why measures matter
WARNING:
Not everything that counts can be counted, and not everything that can be counted counts.
-- Albert Einstein
Purpose of strategic measures
Measures drive desired behavior.
Measures test the validity of the strategy.
Measures can take many forms
Measure Form
Absolute numbers
Advantages
Clear and simple; unambiguous Provides broad general result (multivariate analysis) Good indicators of relative change used in measurement over time Easy to compute and to understand objective
Disadvantages
One dimensional, does not consider context Masks underlying individual variables Sometimes misunderstood or improperly used Category definitions often inconsistent
Indices Percentages
Rankings
Ratings
Ratios
Good for nominal data Depict critical relationships to be managed (e.g., incremental cost vs. revenue generated)
Can be biased Can be difficult to understand how to manage/effect relationship
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
Is this meaningful on a monthly or quarterly basis?
1 2 3 4
Does the measure focus on the envisioned strategic shift?
Is the measure quantifiable, reliable, repeatable over time? Can meaningful targets for improvement be established?
Quality & Operationability
Strategic Elements
OBJECTIVE Statement of what strategy must achieve and whats critical to its success MEASURE How success in achieving the strategy will be gauged and tracked INITIATIVE Key action programs required to achieve objectives
TARGET The level of performance or rate of improvement needed
OBJECTIVE
MEASURE
TARGET
INITIATIVE
strategic element
success measure What targets should be set in metric the intervening years? KPI
goal performance level
project program action plan
Target Setting
TARGET
SWEET SPOT
(Look
for targets that have some level of stretch but still feel realistic) MOTIVATION
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
Strategic Elements
INITIATIVE Key action programs required to reach the target
OBJECTIVE
MEASURE
TARGET
INITIATIVE
success measure What initiatives must goal be metric undertaken to fill-in the level performance KPI performance gap?
project program activities action plan
Strategic initiative
INITIATIVES
Strategic Initiatives close the performance gap (between current & desired
performance)
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE" Cascading the PNP Strategy ITP Strategy 2010 2010 Institute Institute for Solidarity for Solidarity in Asia in Asia
Managing Initiatives
You manage strategy by managing initiatives.

-- Kaplan & Norton, BSC Creators
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE" Cascading the PNP Strategy ITP Strategy 2010 2010 Institute Institute for Solidarity for Solidarity in Asia in Asia
Managing Strategic initiatives

Not business as usual. No bean-counting It should have:
clearly defined deliverables
accountability at the leadership team level
budget
clear start & stop dates and progress milestones
committed resource allocation
PNP OBJECTIVE
MEASURE
STRATEGIC INITIATIVES
Institutionalization
Proficiency Compliance Initiation
We will ensure that the Policy Improvement Process Plan of Action will be implemented to effectively address performance issues such as Control of Corruption. We are currently refining our indicators for the Performance Governance System (PGS) which was already introduced in six (6) NGAs.
-$434 million MCC Compact Signing Ceremony, 23 Sep 2010, New York
Series of Technical Working Group & Focal Group Review Meetings

VISION
MANDATE
Republic Act 6975 as amended by RA 8551 and further amended by RA 9708
A safer place to live, work and do business
MISSION
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. Improve crime prevention and solution Improve community safety awareness through community-oriented and human rights-based policing
PHILOSOPHY
CORE VALUES
Develop competent, motivated and valuesoriented police personnel
Develop a responsive Police Organization
Optimize use of financial and logistical resources VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
PNP SCORECARD
PERSPECTIV E
TARGET
PNP OBJECTIVE
MEASURE
OWNER
2010
(Baseline)
2011 Target
Accomplis hments
2012 Target Actual (Jan-June)
2013
2016
COMMUNITY
A safer place to live, work and do business
Global Peace Index (GPI)
130/149 CPSM (OVERALL )
136/153( ACTUAL)
133/158 (ACTUAL)
PROCESS EXCELLENCE
Improve community 2 safety awareness through communityoriented and human rightsbased policing 3
National Safety Index DPCR/ DO, DI & DIDM
60.9% (ACRE Survey)
Respect Index
4 C
Improve crime prevention and solution
5 6
DO/ DIDM, 16.53 16.00 13.56 13.00 DI, DPCR DIDM/ Crime Clearance DO, DI 33.33% 35% 42% 45% Efficiency & DPCR DIDM/ Crime Solution DO, DI 20.79% 22.00% 29.02% 30.00% VISION:..." HIGHLY CAPABLE, EFFECTIVE Efficiency & DPCR AND CREDIBLE POLICE SERVICE" National Index Crime Rate
and its full operation is Case 75% expected by Investigation 72.6% No data (adopte last week of Management (ACRE 74.60% availabl d the October 2012 76.60% 78.60% Program Survey) e. 2011 (pnpwbos.com) target Case Monitoring Program 11.21 11.00 10.00
WBOS Project contract was awarded to 63% BIOS IT (adopte SOLUTIONS 63% (WBOS d the INC. is not 2011 yet fully target) operati WBOS is now onal) on trial run No data availabl e.
64.90% 66.90%
Barangay Peacekeeping Operations (BPOs) Police Integrated Patrol System (PIPS)
49.46% 34.65%
39%
45%
35.00% 40.00%
LOI "Manhunt Charlie"
PNP SCORECARD
PERSPECTIVE TARGET PNP OBJECTIVE MEASURE OWNER 2012 2013 2010 (Baseli Actual Accompli Target shment Target ne) (Jan-June) 2011 2016 STRATEGIC INITIATIVES
Percentage of recruits belonging to:
a. Top 20% of Eligibilities / Board exams b. GWA (TOR = 85% and above)
DPRM
NEW
1%
1.35%
5%
13.12%
15% 25%
Enhanced Recruitment Program
LEARNING & GROWTH
Develop 8 competent, motivated and valuesoriented PNP Personnel
Percentage of filled up TO positions with competent personnel for 3rd level PCOs (PSSUPT to PDG)
Enhancement of 3rd Level Placement Programs NEW 81.95%

(Current Process)
95%
80%
96% 99%
DPRM DHRDD Percentage of personnel designated to 2nd Level positions according to rank substantiated by IPER 76%
Splitting of RSD into 2 divisions namely: 1. RSD 2. SOPPD Assessment Center Online application for Key Posts Enhancement of 2nd Level Placement Programs and Initiatives
NEW
(PSUPT Only / Current Process
90%
82.30%
LEARNING & GROWTH
a. Convicted of criminal case b. Guilty of Develop administrative competent, case motivated and Percentage of trained personnel 11 valuesvs training needs Percentage of 10 personnel with cases: D
DPRM
0.005 0.002 0.004% 0.002% % %
0%
1.05% 1.03% 0.97% 0.90%

40% NEW 42% NEW 45% TBD
0.06%
49% Pilot tested in PRO COR
Inventory of qualified personnel 95% 100% based on T.O. positions Submission of reports for 2nd level personnel Submission of rank profile and compliance to directives. Revision of IPER 0.001 0.001 % % Personnel Discipline Program 0.05 0.03% % 50% 60% Training Needs Assessment Program Monitoring and Feedback Mechanism Program Web-based Online Survey on Personnel Satisfaction
DHRDD 30% DPRM/ DPCR NEW
oriented PNP Personnel
12 Personnel Satisfaction Index
Develop a responsive police organization
Percentage of Information Technology compliant PNP 13 Stations (Standard IT Compliance) DICTM Percentage of Communications 14 Technology compliant PNP VISION:..." HIGHLY Stations
54.10% 56%
48.84 %
60%
69%
54.10 %
34.70 25.09% 35% CAPABLE, EFFECTIVE %
36%
25.09 39% %
Strategic ICT Policies Formulation and Implementation
AND CREDIBLE POLICE SERVICE"
PNP SCORECARD
PERSPECTIVE
TARGET
PNP OBJECTIVE MEASURE 2011 2012 2013 2010 OWNER Actual (Basel Accompli Target Target (Janine) shment June) 2016 STRATEGIC INITIATIVES
RESOURCE MANAGEMENT
Percentage of programmed activities funded & implemented 15 based on the Annual Operations Plans and Budget Logistics Capability Index Optimize use of financial and logistical resources 16 Percentage fillup of: a. Mobility b. Firearms
DC
90%
90%
90%
95%
90%
99%
100%
Reform of Budget System
34%
34%
31%
45%
45%
72%
91%
24% 67% 12% 31% 511
24% 68% 12% 31% 561
24% 57% 12% 31% 557
29% 87% 31% 34% 607
29% 87% 31%
61% 77% 51%
90% 90% 85% Capability Enhancement Program (CEP)
DL
c. Communications
d. Investigative Equipment e.Infrastructure (Police Stations)
34% 100% 100% 602 652 802
Governance is
CASCADED
down to the last unit and individual.
TARGETS PNP OBJECTIVES Improve community safety awareness through communityoriented and human rightsbased policing MEASURES 2016
PRO OBJECTIVE MEASUR TARGET E 2016 INITIATIVES Ensure implementatio n of PIPS Case monitoring & tracking (UCPER) MOSC Methodology( Case Management) & Tracking TF MANHUNT/OPL AN TRACKER
National Safety Index 66.9% Respect Index
Improve crime Regional Index solution Crime Rate efficiency

Regional Crime Clearance Efficiency
PRIMARY DRIVERS
CRIME PREVENTION
INDICATORS
Crime Volume
Crime Ratio % increase in the number of joint police community initiated activities Safety index
ANNUAL TARGET
78.6%
Regional Crime Solution Efficiency Number of most wanted persons (MWP) arrested Percentag e of wanted persons arrested
Enhance community engagement
Improve crime prevention and control
National Index 14.7 Crime Rate Crime 45% Clearance Efficiency Crime Solution 28.49% Efficiency
Intensify police operations CRIME SOLUTION
% of personnel employed/ deployed Crime Solution Efficiency % of investigative personnel trained and certified % of trained and certified investigative personnel deployed
Maintain and deploy competent investigative personnel
Implement standard investigative systems and procedures
% increase of cases filed in court
Note:
Cascading for Vertical Alignment
Communicate the Agency Scorecard
Determine Performance Measures &
Identify & Align Initiatives
Set Targets
and Begin Implementation
Align Unit Objectives to the Parent Scorecard
Align Measures & Targets

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

DEPARTMENT OF HEALTH DEPARTMENT OF PUBLIC WORKS & HIGHWAYS BUREAU OF INTERNAL REVENUE
PHILIPPINE NATIONAL POLICE
Initiation
DEPARTMENT OF EDUCATION 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 ISAs services and programs.
INITIATION
DepEd DOTC DTI GCG CDC PITC MARINA OTS NDCP SHFC AFP Mandaue*
COMPLIANCE
DOH DPWH BIR DSWD CSC Naga Balanga San Fernando (LU)
PROFICIENCY
INSTITUTIONALIZATION
NEA Iloilo** San Fernando (P)**
PNP
PN PMA PA Marikina Tagbilaran Calbayog Masbate City
* Plus 30 more
**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 VISION:..." HIGHLY CAPABLE, EFFECTIVE sambayanan. AND CREDIBLE POLICE SERVICE"
CODE-P: 2013 and Beyond

the PNPs 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
MANDATE
Republic Act 6975 as amended by RA 8551 and further amended by RA 9708 A safer place to live, work and do business
MISSION
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.
Improve crime prevention
Improve crime solution
Improve community safety awareness through community-oriented and human rights-based policing
PHILOSOPHY
CORE VALUES
Develop Competent, Motivated, Values-oriented and Disciplined Police Personnel
Develop a responsive and Highly Professional Police
Organization
PNP SCORECARD
COMMUNITY PERSPECTIVE TARGET PNP OBJECTIVE MEASURE
OWNER
2010
(Baseline)
2011
Target
Accomplish ments
2012
Target Actual (Jan-June)
133/158 (ACTUAL)
2013
2016
A safer place to live, work and 1 do business
Global Peace Index (GPI)
CPSM
130/149 (OVERALL)
136/153 ( ACTUAL)
PROCESS EXCELLENCE
Improve community safety awareness through communityoriented and human rightsbased policing
National Safety Index DPCR, DO, DI & DIDM
60.9% (ACRE Survey)
Respect Index
72.6% (ACRE Survey) DO/ DIDM, DI, DPCR 16.53 33.33% 20.79%
WBOS Project contract was awarded to No data BIOS IT available 63% SOLUTIONS (WBOS (adopted INC. 63% 64.90% is not the 2011 yet fully target) operatio WBOS is now on nal) trial run and its full operation is expected by last week of October 2012 75% No data (pnpwbos.com) (adopted 74.60% available 76.60% the 2011 . target 16.00 35% 13.56 42% 13.00 45% 11.21 49.46% 34.65% 11.00 39% 35.00%
Barangay Peacekeeping Operations (BPOs) Police Integrated Patrol System (PIPS) Case Investigation Management Program Case Monitoring Program Implementation of CommPlan Integrate SMS Center with TXT 2920
66.90%
78.60%
4 5 C Improve crime prevention and solution 6
National Index Crime Rate Crime Clearance Efficiency Crime Solution Efficiency Number of MCs, LOIs, SOPs, Manuals & Issuances a. Amended b. Developed
10.00 45% 40.00%

LOI "Manhunt Charlie"
22.00% 29.02% 30.00%
DO/ DIDM/ DI/ VISION:..." HIGHLY DPCR
CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
Conduct inventory & review of all existing Issuances
PNP SCORECARD
PERSPECT IVE TARGET PNP OBJECTIVE MEASURE 2011 OWNER 2010 (Baseli Target ne) 2012 Actual Accompli Target shment (Jan-June) 2013 2016 STRATEGIC INITIATIVES
Percentage of recruits belonging to:
a. Top 20% of Eligibilities / Board exams DPRM NEW b. GWA (TOR = 85% and above)
1%
1.35% 5%
13.12%
15% 25%
Enhanced & Standardized Recruitment Program

Enhancement & Standardization of 3rd Level Placement Programs
Percentage of filled up TO positions with competent personnel for 3rd level PCOs (PSSUPT to PDG)
NEW
81.95%
(Current 95% Process)
80%
96% 99%
Splitting of RSD into 2 divisions namely: 1. RSD 2. SOPPD Assessment Center Online application for Key Posts Enhancement & Standardization of 2nd Level Placement Programs and Initiatives
DPRM DHRDD LEARNING & GROWTH
Develop Percentage of personnel competent, designated to 2nd Level positions 10 according to rank substantiated motivated, by IPER valuesoriented and disciplined PNP Personnel
76% NEW
11
12
13
14
Inventory of qualified personnel based on T.O. positions Submission of reports for 2nd level personnel Submission of rank profile and compliance to directives. Revision of IPER Personnel Discipline Program a. Convicted of 0.001 0.005% 0.004% 0.002% 0.002% 0% 0.001% % Conduct of a national assessment criminal case Percentage of survey on public perception of personnel with b. Guilty of DPRM PNPs administration of discipline 0.05 cases: administrative 1.05% 1.03% 0.97% 0.90% 0.06% 0.03% Enhance Counter-intelligence % case against erring personnel Enhance Training Needs Assessment Program Review & Amendment of Training Percentage of trained personnel DHRDD 30% 40% 42% 45% 49% 50% 60% vs training needs POIs (Field Training, Specialized Courses, etc.) Ensure LGU Participation Establish rationalized Rewards & Pilot tested DPRM/ in PRO Incentive system/ Welfare Program Personnel Satisfaction Index NEW NEW NEW TBD Web-based Online Survey on DPCR COR Personnel Satisfaction Transfer of PNPA, PNTI, NFSTI to No. of Legislative Initiatives the PNP DPLHIGHLY CAPABLE, EFFECTIVE VISION:..." Stiffer Penalties for Illegal Fas,Etc. Reviewed and Pursued 82.30% 95% 100%
(PSUPT 90% Only / Current Process
AND CREDIBLE POLICE SERVICE"
PNP SCORECARD
PERSPECTIVE TARGET 2011 PNP OBJECTIVE MEASURE OWNER 2010 (Baseli Target ne) 2012 Actual Accompli Target shment (Jan-June) 2013 2016 STRATEGIC INITIATIVES
Percentage of Information Technology compliant PNP 15 Stations (Standard IT Compliance)
54.10% 56%
48.84 60% %
69%
54.10 %
Strategic ICT Policies Formulation and Implementation Implement fully ICT-based systems to support administrative and investigative functions and police operations ( e-blotter, erouge, e-warrant, etc.)
LEARNING & GROWTH
DICTM
Develop a responsive and highly professional police organization
Percentage of Communications 16 Technology compliant PNP Stations
25.09% 35%
34.70 36% %
39%
25.09 %
17 Percentage of Units restructured
DPL/ DPRM
Review of units/office mandates Realignment & streamlining of units/offices
PNP SCORECARD
PERSPECTIVE 2011 TARGET 2012 2013 2016
PNP OBJECTIVE
MEASURE
OWNER 2010
(Baseline)
Actual Accompl Target Target (Janishment June)
RESOURCE MANAGEMENT
Percentage of programmed activities funded & 18 implemented based on the Annual Operations Plans and Budget Logistics Capability Index Percentage fill-up of:
Reform of Budget System DC 90% 90% 90% 95% 90% 99% 100% Application of Activity-based budgetting
34%
34%
31%
45%
45%
72%
91%
a. Mobility
24%
24%
24%
29%
29%
61%
90% Capability Enhancement Program (CEP) Resource generation & mobilization from LGUs & Stakeholders
b. Firearms
67% DL
68%
57%
87%
87%
77%
90%
19
c. Communications d. Investigative Equipment e. Infra- structure (Police Stations)
12%
12%
12%
31%
31%
51%
85%
31%
31%
31%
34%
34%
100%
100%
511
561
557
607
602
652
802
*OPERATIONAL AND STRATEGY REVIEWS
*Source: Designing Development by Dr JPE

MANAGEMENT MEETINGS TO MONITOR, LEARN, ACT AND ADAPT

Feedback and Learning Process
1. Operational Review Meetings
Objective
To monitor and manage short-term financial and operational performance
Barriers
KPIs and dashboards that managers review not central to the strategy
Representative Activities
Driver models Variance analysis Review of KPI dashboards
Are our operations in control?
PPOs, CPOs, CPS, MPS, Individual dashboards
Team problem solving Follow-up program
2. Strategy Review Meetings
To monitor and manage the strategic initiatives and the Balanced Scorecard
Inadequate time at management meetings for discussions about strategy implementation Strategic, cross-business initiatives are not monitored or managed for results
Theme monitoring Initiative portfolio monitoring Theme teams Agenda management
Are we executing our strategy well?
D-STAFF, NSUs, PROs SCORECARDS
MANAGEMENT MEETINGS TO MONITOR, LEARN, ACT AND ADAPT

Feedback and Learning Process
3. Strategy Testing and Adapting Meetings
Objective
To periodically assess whether the results hypothesized in causeeffect diagrams are occurring as anticipated
Barriers
Data not available to review and test the hypotheses underlying the strategy Inadequate capability in strategy analytics to test the strategy Employees not encouraged to propose new strategic options
Representative Activities
Analytic studies ABC studies of product and customer profitability Cause-effect testing and analysis Review of emergent strategies
Is our strategy working?
AGENCY SCORECARD
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 everyones everyday job
Promoting and nurturing a governance culture that would continuously remind everyone of the mission and vision contained in the organizations 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
where do we want to go?
Credible Police Service
how do I get there?
where am I now?
SWOT ANALYSIS (Baseline Data 2005) VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
LALIM
NSUs provincial/city officespolice station policeman
Technical Working Group Center of Police Strategy Management National Advisory Group
directorates Cascade strategy to additional organizational regional offices levels
budgeting planning
performance appraisal Integrate strategy into key management processes rewards & incentives
LAWAK
TARGETS PNP OBJECTIVES Improve community safety awareness through communityoriented and human rightsbased policing MEASURES 2016
PRO OBJECTIVE MEASUR TARGET E 2016 INITIATIVES Ensure implementatio n of PIPS Case monitoring & tracking (UCPER) MOSC Methodology( Case Management) & Tracking TF MANHUNT/OPL AN TRACKER
National Safety Index 66.9% Respect Index
Improve crime Regional Index solution Crime Rate efficiency

Regional Crime Clearance Efficiency
PRIMARY DRIVERS
CRIME PREVENTION
INDICATORS
Crime Volume
Crime Ratio % increase in the number of joint police community initiated activities Safety index
ANNUAL TARGET
78.6%
Regional Crime Solution Efficiency Number of most wanted persons (MWP) arrested Percentag e of wanted persons arrested
Enhance community engagement
Improve crime prevention and control
National Index 14.7 Crime Rate Crime 45% Clearance Efficiency Crime Solution 28.49% Efficiency
Intensify police operations CRIME SOLUTION
% of personnel employed/ deployed Crime Solution Efficiency % of investigative personnel trained and certified % of trained and certified investigative personnel deployed
Maintain and deploy competent investigative personnel
Implement standard investigative systems and procedures
% increase of cases filed in court
Note:
Execution is a Leaders most important job!
Everybody contributes in putting together pieces of the puzzle..
for the realization of the PNP VISION!!!

fail to execute strategy
9/10
Vision Barrier
Only 5% of workforce understand the strategy.
Resource Barrier
60% of organizations do not 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 levelon time and preferably low-cost
VISION:Highly Capable, Effective and Credible Police...
Unless commitment
is made, there are only promises and hopes; but no plans. Peter F. Drucker
PROGRESS REPORT ON THE IMPLEMENTATION OF THE PNP P.A.T.R.O.L. PLAN 2030

DATE
1. September 2009 2. March 2010 3. September 2010 4. March 2011 5. October 14, 2011 6. March 2012 7. September 26,2012 REVALIDA Governance Performance Report Governance Performance Report Governance Performance Report REVALIDA Governance Performance Report REVALIDA Rating (8.39) COMPLIANCE Rating (8.10) Trailblazer Award Rating (8.61) PROFICIENCY ( Rating 8.57) Silver Trailblazer Award Rating 8.86 Silver Trailblazer Award
REPORT
PGS Stage / Award

INITIATION
8. March 19, 2013
Governance Performance Report
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

(NCRPO & POLICE DISTRICTS SCORECARDS, and CPS, RPSB, DPSC 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 o o GAP Analysis Environmental Scan (Political, Economic, Social, Technological, Environmental, Legal) SWOT Analysis
GAP ANALYSIS
How do I get there?
Current State (Where am I?)
GAP (Problem, Constraints, Limitations)
Desired State
(Where do I want to go?)
STRATEGY 1
Initiatives (PPAs)/ Resources/Timeline/OPR Strategy Development Considerations: 1. Policy 2. Capacity Building 3. Resource Generation and Mobilization 4. Coordinative linkages / Stakeholders support 5. Sustainability
STRATEGY 2
Initiatives (PPAs)/ Resources/Timeline/OPR
Closing the Gap

Pre-workshop Requirements
1. 2. Population Peace and Order 2.1. Crime Environment (Statistics, CSE, CCE, AMCR, T/C) 2.2. ISO 2.3. PAGs and other Armed Groups that will affect the conduct of 2013 elections Public Safety 3.1. Disaster Preparedness 3.2. SAR Resources 4.1. Personnel - Training - Fill-up 4.2. Logistics - Move - Shoot - Investigate - Communicate 4.3. Financial - Identify Sources(GAA, LGUS and Donations) Accomplishment reports 2011-2012 (QUAD)
6.
SWOT Analysis
PERSPECTIVE
Community Process Excellence
W O
3.
Learning and Growth

Resource Management
4.
7. Organizational Structure
5.
METHODOLOGY
SWOT ANALYSIS ENVIRONMENTAL SCAN GAP ANALYSIS
BREAK-OUT GROUPS (QUAD)

INTELLIGENCE INVESTIGATION OPERATIONS PCR
PLENARY PRESENTATION (Critiquing / Validation )


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

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

(PPO/CPO, MPS/CPS, PPSC and Numbered Stations Dashboards)
Lecture / Workshop 3
Operations Review (Dashboard)
o o o o o o o o Primary Drivers Secondary Drivers Process Shift Strategic Objective Measures Targets Activities / Initiatives Funding
I N T E R V E N T I O N s
IMPACT
IDENTIFICATION OF GAPS ACCOMPLISHMENTS
METHODOLOGY
SWOT ANALYSIS ENVIRONMENTAL SCAN GAP ANALYSIS
BREAK-OUT GROUPS (QUAD)

INTELLIGENCE INVESTIGATION OPERATIONS PCR
PLENARY PRESENTATION (Critiquing / Validation )

INDIVIDUAL CHARTER STATEMENT & PERFORMANCE SCORECARDS

Lecture 4 : Linking Unit Scorecard/Dashboard With Individual Performance Scorecard Workshop : Formulation of Individual Charter Statement & Performance Scorecard
o o o o Drafting of Personal Charter Statement Converting Personal Charter into Individual Performance Scorecard Alignment of Individual to Unit Targets & Initiatives Linking Individual Performance with the Performance Based Bonus (PBB) & other welfare & Benefits
NEXT STEPS
1. DEVELOP INDIVIDUAL SCORECARDS 2. ORGANIZE REGIONAL ADVISORY GROUPS AND REGIONAL PSMUs 3. COLLATE BEST PRACTICES FOR REPLICATION 4. ESTABLISH
ASSESSMENT CENTERS
5. CREATE THE PNP INFORMATION HIGHWAY FOR THE INCOME GENERATING PROGRAMS 6. ENGAGE ALL STAKEHOLDERS FOR THE CAPABILITY ENHANCEMENT PROJECTS (CEP) & REPLICATE THE PUBLIC-PRIVATE PARTNERSHIP (PPP) PROJECTS 7. CONDUCT STRATEGY REFRESH (INCLUDING STRATEGY AND OPERATIONS REVIEWS) & CASCADE REVISIONS 8. UTILIZE E-PGS FOR MONITORING 9. CONTINOUSLY COMMUNICATE THE STRATEGY TO ALL STAKEHOLDERS 10.ENSURE EFFECTIVE IMPLEMENTATION OF CODE P P.A.T.R.O.L Plan 2030

FOR THE REALIZATION OF THE
PNP
ATTAIN INSTITUTIONALIZATION STATUS BECOME THE ISA/ICD MAHARLIKA AWARDEE FOR GOOD GOVERNANCE AND RESPONSIBLE CITIZENSHIP DELIVER BREAKTHROUGH RESULTS BY 2015 AND ATTAIN THE PALLADIUMS GLOBAL HALL OF FAME AWARD
3 Cs
CHOICE CHANCE CHANGE
3 Cs
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

(Overview) Follow Up Cascading of PNP Patrol Plan 2030

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(Overview) Follow Up Cascading of PNP Patrol Plan 2030

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Philippine National Police

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

PNP P.A.T.R.O.L. PLAN 2030

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

The Best Way To Predict The Future Is To Make It!!!

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

Malcolm Gladwell, The Tipping Point

PNP INTEGRATED TRANSFORMATION PROGRAM

Background on GRP Policy Improvement Process

Meet MCC eligibility criteria in the areas of:

Ruling justly Investing in people Economic freedom

Philippine Government Policy Improvement Processes (PIPs)

The PNP was chosen because:

PERFORMANCE delivering actual results that show

o Designed to raise the standards of governance

Upholding the rule of law

GOVERNANCE is about strategy which

FROM Personalities Short Term Single Issues

TO Institutions Long Term Inter-connected Priorities Strategies

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

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

SYSTEM operational discipline of

Flight Runway PHILOSOPHY: We dont count customers, we count partners in Governance

Learning & Growth

Resource and Finance

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

2 Facilitate Ownership Through Cascading

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

The system heightens measurability

Based on the system that actually work..

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

1. Executive consensus and accountability:

3. Educate and Communicate:

4. Promote Transparency and Results Documentation:

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

5 Promotes Stakeholder Engagement

THE GOVERNANCE INFRASTRUCTURE

Worldwide, the system has proven it can work

PALLADIUM HALL OF FAME

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

Breakthrough Results Linkage to Individual Scorecard Duration: 6 months to 1 year

Office of Strategy Management Mechanisms to Report Strategy Duration: 6 months to 1 year

Performance Governance System Stages

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

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

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

FONTANA LEISURE PARK, CLARK, PAMPANGA AUGUST 2009

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

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

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

Improve crime solution

Develop Competent, Motivated, Values-oriented and Disciplined Police Personnel

Develop a responsive and Highly Professional Police

Optimize use of financial and logistical resources

Localized to address the important governance issues in the country.

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

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

Learning & Growth

Process Excellence Vision & Strategy

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

GOVERNANCE SCORECARD GOVERNANCE SCORECARD

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