VISION:...

" HIGHLY CAPABLE, EFFECTIVE AND

CREDIBLE POLICE SERVICE"
Questions asked during the
FGD & Interviews
VISION:... "Highly Capable, Effective And Credible
Police Service"
1. What is the role of the Chief, PNP in the
implementation of the PNP PATROL Plan 2030?
Incumbent to the Chief of the PNP is the role to champion the PNP
PATROL Plan 2030. This includes the setting of strategic focus and
direction to enhance its implementation.

The PNP Strategic Focus CODE-P: 2013 and Beyond is a testament
of this role. The CPNPs program thrust is a sparkplug to bring the
implementation of the PATROL Plan beyond the tipping point.
2. What is the greatest impact or contribution of the
PNP PATROL Plan 2030 to the PNP?
The PNP PATROL Plan 2030 gave us a reason to attain what
the community wants from us. There is now a change in mind
set on the things we do. We see commanders down the line
who are proactive, focused and strategic in the way they think.
Units now has an improved, unified, and more focused
execution of systems and processes that is aligned with the
PNPs mandate, vision and mission.

Because of the PNP P.A.T.R.O.L. Plan 2030, best practices
were instituted which radically changed the units core
process.
3. Do you think the PNP is ready for
institutionalization?
The PNP is ready for institutionalization. After bringing the strategy
down to the individual level, innovative initiatives were developed and
implemented at all levels contributing to the emergence of
breakthroughs. At the Provincial Level, a community engagement
project called Tsinelas Galing sa Pulis preempted the escalation of the
Zamboanga siege into a total war. At the station level, the Quick Call,
Quick Response resulted in the significant decrease of bank robberies.

The PNP is not looking forward for October 2014 but beyond. We will be
pushing for the institutionalization of all ground units and that covers
the municipal station level.
4. What are the different gains and breakthroughs in
the implementation of the PNP PATROL Plan 2030?
Gains and breakthroughs in the implementation of the PNP PATROL Plan
2030 could be classified according to perspectives. Under the resource
management, we have achieved significant fill-up on short firearms and
communications. From a low of 59 percent in 2009, we are now 90.4
percent fill-up as of this time. Since we are pushing for certainty of
imprisonment of offenders, we developed competencies among our
personnel on the conduct of investigation. From a total of 35.7 percent
trained investigators on 2009, we have exceeded our target for this year
already. This has resulted in the marked increase in crime solution
efficiency. As a consequence, there was a positive approval among the
populace in the fight against terrorism and crime.
5. How is the collection, communication and
validation of Best Practices undertaken?

CPSM facilitates the identification and collection and sharing
of Best Practices throughout the organization. But with the
issuance of a Command Memorandum Circular, a Committee
was organized and established to evaluate and validate
reported Best Practices of units through the Directorate for
Human Resource and Doctrine Development. Validated Best
Practices will then be shared to all PNP units for replication.
6. Is there any significant development (best
practices) in the regional level?
There are significant developments or best practices at the regional
level both in administrative and operational aspects. The e-Learning
project was first conceived and implemented at the regional level. The
purpose of the project was to communicate and advocate effectively
and massively the PNP PATROL Plan 2030. After its successful
implementation, the project was adopted and implemented in all units.
On operational aspect, the Geographic Information System-Based Crime
Analysis (GIS-BCA) project was conceived and implemented by
leveraging on information technology to establish crime patterns, trends
and relationships in order to determine appropriate intervention. Other
regions started replicating the said project in their respective area of
jurisdictions.
7. What matters are included in the agenda of the
TWG meetings?
The TWG meets every month to discuss issues and concerns raised
during the meeting of the NAGPTD, agenda from the previous meetings
and current issues. The agenda also includes updates in the
implementation of the PNP PATROL Plan 2030, best practices and
initiatives vital to the implementation of the PATROL Plan and actions
that needs to be undertaken to ensure that gains are sustained and risks
are minimized.
8. How do you describe the level of ownership of
personnel on the PNP PATROL Plan 2030?


The level of ownership among the PNP personnel on the PNP
PATROL Plan 2030 is both widespread and deep as
compared to the previous years. There is greater participation
and involvement by the personnel in management processes.
Moreover, they see more commanders embracing and
implementing the plan in their respective offices. Finally, they
are now experiencing the benefit of the plan from
improvement of infrastructures, acquisition of much needed
equipment, improving communication capability and effective
use of funds.
9. What structures are in place to ensure that work in
progress is monitored, evaluated and that there is action
taken?
The Strategy and Operations Review were put in place to test the
validity of measures and initiatives if said measures and initiatives
are contributing to the attainment of the objectives, evaluate the
strategy implementation and identify responsibilities and
accountabilities. The Strategy Review is conducted quarterly by
the Strategy Review Committee to all Directorates, NSUs and
PROs while the Operations Review is conducted monthly by the
Operations Review Committee to all subordinate units of the
Regional Police Offices and National Support Units.
10. Is there a reward and recognition system introduced in
recognition of individual and unit contribution to the PNP PATROL
Plan 2030?
There are several ways of recognizing individual and unit contribution to
the PNP PATROL Plan 2030. First is the long valued tradition of awarding
medals and commendations to exemplary individual performances.
Medals, aside from points earned, have corresponding remuneration
upon retirement. Second was the giving of recognition at various levels
to individuals and units for dedication to duty and top performances.

Thirdly, the implementation of the Performance-Based Bonus.
Individually, the Individual Performance Card (IP Card) is being used as a
tool for rating individual performance based on the identified tasks and
level of performance set by the ratee and the rater. Head of units/office,
however, will have an individual rating equivalent to the unit rating. As a
unit, among other parameters include unit ratings during the PGS
Certification. These two ratings will then be used in the determination
of Performance-Based Bonus of every personnel.
11. How does the PNP PATROL Plan 2030 help in
allocating resources in the PNP?
The PNP PATROL Plan 2030 links the budget to the strategy. Through this
strategy, budgetary allocation is linked with the initiatives or PPAs of
PNP units and offices. Further, progress in the implementation of the
initiatives is closely monitored and the allocated budget is fully
optimized.
12. How would you describe the level of commitment
and effectiveness of the National Advisory Group for
Police transformation and Development (NAGPTD)?
The commitment and effectiveness of the NAGPTD is incomparable,
unquestionable and unwavering. Their help in clearing certain issues
hounding the PNP manifest their concern for the organization while
their eagerness in pushing a number of legislative agenda contributes to
the actualization of good governance concept in the PNP. The
commitment of each committees in driving certain initiatives such as
the study being done by the Committee Cluster on DPRM/DHRDD
wherein the disciplinary power of NAPOLCOM over the PNP was
thoroughly discussed, the initiative of the Committee on Integrity
regarding the development of Integrity Development Review and Action
Plan (IDRAP) to ensure transparency, accountability and good
governance as well as the different ICT projects being initiated by the
committee on ICT manifest their unselfish desire for the PNP to achieve
its vision.
. . . How would you describe the level of commitment
and effectiveness of the National Advisory Group for
Police transformation and Development (NAGPTD)?

The effectiveness of the NAGPTD in providing practical advises is
replicated in the different Police Regional Offices, Police Provincial/City
Offices, and City Police Stations through the formation of Advisory
Councils who affirms their commitment as partners for the
transformation of the PNP.
13. What should the PNP start, stop or continue doing to
facilitate or fast track the implementation of the PNP
PATROL Plan 2030?
At the individual level, the PNP should continue developing, enhancing
and sustaining the implementation of the Individual Performance Card
because the card is the translation of the organizations mission, vision
and strategy into service delivery to the public at the individual level.
Secondly, the card provides a tool guide for the service delivery agent
essential tasks and the progress of performance. Thirdly, the card also
provides the supervisor an objective assessment of the rates
performance.

Buy-in among personnel will be improved if they are fully aware and
knowledgeable of their assigned tasks, is involved in the crafting and
understand the alignment and contribution of what they do towards the
attainment of strategic objectives.
14. What should the PNP start, stop or continue doing to
facilitate or fast track the implementation of the PNP
PATROL Plan 2030?
At the unit level, the PNP should continue certifying units down to the
station level until all will be institutionalized. In this way, innovative
leaders down the line will be given the opportunity to develop ideas
responsive to emerging threats and leverage on new opportunities.

The PNP should also continue the conduct of cascading and Competency
Trainings among PSMUs, Boot Camps and Strategy and Operations
Reviews. These activities will ensure that changes in the strategies will
be clearly communicated down to the individual level, partners in the
management and monitoring of the strategy are empowered, leaders at
all levels are equipped and measures and initiatives are responsive to
the current realities.

15. Are there measures implemented to counter negative
perceptions of the members of the community?
The PNP, through the Directorate for Police Community Relations, has
strengthened the implementation of the Communications Plan on the
P.A.T.R.O.L. Plan 2030. Good deeds, inspiring stories and commitment to
the by rule of law about and by the PNP will be communicated through
the tri-media and social media.

But what substantiate and provides flesh to the message being
communicated to the community is the truthful service delivery. This is
the theme of PNP Strategic Focus CODE-P: 2013 and Beyond.
16. Are there initiatives in place to address the
compensation and benefits of PNP personnel for them to
sustain their basic needs so that they will not resort to bribe
and corruption?
There are partnership initiatives in-place to address the
compensation and benefits of PNP personnel. At the national
level, scholarship programs for children of Police Officers
were established jointly with PLDT; scholarship grants for
personnel and their children were also established jointly
with various schools at the regional and provincial level; while
monthly allowances and health care benefits were provided
by the Local Government and hospitals in urbanized areas for
PNP personnel and their dependents.
17. What are the best practices of the PNP developed from
the implementation of the PNP P.A.T.R.O.L. Plan 2030?
There are a number of best practices that were developed from the
implementation of the transformation agenda. These are but limited to:

Leveraging the use of technology in police administration and operation
Adoption and implementation of the Crime Information
Recording System (CIRS), the e-Projects and e-subpoena;
Adopting an effective and efficient wireless communication
platform;
The institution and conduct of e-learning that is now being
implemented and utilized by the whole organization to ensure
personnel understanding and buy-in.
Creation of a biometric identification system that will enhance
investigation capability and identification of criminals and
offenders;
. . . What are the best practices of the PNP developed from
the implementation of the PNP P.A.T.R.O.L. Plan 2030?

Improving delivery of quality police service:
The creation of a Quality Assurance, Support the Victim Program
that provides a more personalized approach in giving service to
crime victims.
Monitoring client satisfaction by introducing a survey and taking
action to improve on cited deficiencies.

Enhancing police operation:
Quick Call, Quick Response to improve response time and dragnet
operations against bank robberies
Adopt a Dog Project to increase the number of highly trained
dogs for counter-terrorism efforts.

18. What are the initiatives developed to showcase
community involvement in the PNP programs, which
resulted from the implementation of the PNP P.A.T.R.O.L.
Plan 2030?
From the outset, stakeholders from the community was already involved
in the crafting of the PNP Charter Statement. The vision set was a
product of community involvement. With the development of the PNP
Charter Statement and Scorecard, the National Advisory Group for
Police Transformation and Development was formed to help in the
implementation of the strategy by way of providing strategic and
practical advice to the Command Group; partners in advocating the
strategy to their respective sectors and providing feedback on what the
community expects from the PNP.

Similarly, as the strategy was brought down to subordinate units,
counterpart Advisory Councils were also formed to help the subordinate
offices and units in the implementation of their developed strategies.
19. What are the advocacy programs of the PNP, for
the internal & external stakeholders, in relations to
the PNP P.A.T.R.O.L. Plan 2030?
Internally, the transformation plan was advocated and communicated
through cascading, series of lectures and workshops, competency
training of partner units, consultations and review. To further reach out
and inculcate the principles and objectives of the strategy, the e-
Learning was introduced. Presently, almost 80% of our personnel have
already passed the Basic e-Learning. The Advance e-Learning was
already in the making for rolling out before the end of this month.

For the external stakeholders, initiated subordinate units are now
presenting their respective strategies to various councils and forums in
partnership with their respective Advisory Councils.

. . . What are the advocacy programs of the PNP, for
the internal & external stakeholders, in relations to
the PNP P.A.T.R.O.L. Plan 2030?
Aside from this, the PNP is leveraging on the use of the internet and the
social media apart from the traditional communication channels. Offices
and units down the line had their respective website to inform the
public about the program. Social media is also used to inform and gather
feedback from the community.
20. What is the biggest obstacle in the
implementation of the transformation program?

Major setback if ever, would be personnel buy-in. Another is
politics for obvious reasons and issues of alignment and
budget when there is no transparency as far as fund
allocation is concerned.
END OF PRESENTATION
END OF
PRESENTATION
TRANSFORMATION
Our Shared Commitment!!!

TEAM