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

Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”

COMPETENCY TRAINING & HANDHOLDING FOR

THE ‘COMPLIANCE’ EVALUATION PROCESS
SEPTEMBER 08, 2015

Police Chief Superintendent NOEL ALVAREZ BARACEROS

Director, Center for Police Strategy Management
 SEQUENCE OF PRESENTATION
A. PGS Journey
 Change Agenda
 Initiation into PGS

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

 PNP Charter Statement
 PNP Scorecard
 Execution Strategy

C. Compliance Evaluation Process

 Elements of Compliance
 3 Phases of CEP
 RESPONDING TO THE
GOVERNANCE CHALLENGE
LASTIMOS EBD AGLI LOMIBA
O HISTORICAL PAY
ANE BACKGROUND O
D.R.E.A.M O.N.E. PNP C.A.R.E.

Integrated
Transformation
Program
 INTEGRATION OF REFORM PROGRAMS

July 2005

PNP
GOP –UNDP STUDY ON
“Integrated”
TRANSFORMING THE PNP
Transformation
Program

PNP REFORM GOP-UNDP STUDY PNP

COMMISSION ON TRANSFORMING THE TRANSFORMATION
REPORT PNP PLAN
(ORDONEZ COMMISSION)
 PNP-ITP OBJECTIVES

To resolve organizational
dysfunctions and improve
the quality of Police services

To strengthen law Integrated

enforcement capabilities
Transformation
Program
To enhance the welfare and
(10-year Timeframe)
benefits of our personnel and
dependents
PNP P.A.T.R.O.L. Plan 2030 Journey
ADOPTION OF THE PGS….

PNP
INTEGRATED
TRANSFORMATION
PROGRAM
PNP’s Initi ati on into the PGS

“The
Meet PHILIPPINES
MCC eligibilityhas
COMPACT AGREEMENT
been identified
criteria among
in the areas of:
the 28 countries
qualified
• Ruling justlyfor a
development
• Investing grant”
in people
• Economic freedom
LEGAL BASIS
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
Batch 1 (“MCC”
6)
 6 NGAs chosen to apply
globally-recognized
performance governance
system (PGS)
 to raise the standards of
governance practice
 Assisted by the DAP, ISA
and NCC.
Worldwide, the system has proven it can work…

PALLADIUM HALL OF FAME

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"
 PGS BENEFITS
Flight Runway
1 Ensures Alignment
2 Facilitate
Cascading
Ownership Through

Governance is CASCADED down

to the last unit and individual.

3 Enhances Strategic Communication and Reporting

4 Engagement
External Stakeholders
Promotes Stakeholder Executive Leadership

Internal Stakeholders

5 Ensures Results
THE
PNP CHARTER STATEMENT & SCORECARD
“A roadmap for real and lasting transformation in the PNP”

PNP OBJECTIVE MEASURE STRATEGIC INITIATIVES

STRATEGIC & TRANSFORMATIVE SHIFT
 RESOURCE MANAGEMENT
How should we manage and allocate our resources for maximum
impact?
Strategic Shift
from to
Inefficient use of financial and
logistical resources
Budget-driven strategies
Traditional Program, Projects
and Activities identification
NHQ-based planning -
Annual Procurement Plan
(APP)
Lax implementation of the
Procurement law
Objectives
Efficient use of financial and
logistical resources
Strategy-driven budget
Bottom-up /activity-based
budgeting
Optimize use of financial
End-user based strategic and logistical resources
planning (Project
Procurement Management
Plan)
Strict implementation of the
Procurement law
 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 Lack of required Competent personnel Develop competent,
competencies for the and improved benefits motivated, values-
Capital position oriented and
Resistance to change Adaptive to change disciplined PNP
Non-competency based Competency based Personnel
assignment of assignment of
personnel personnel
Organization Rigid and bureaucratic Develop a responsive
Flexible and responsive and highly professional
organizational
Capital (LCAT) organizational structure police organization
structure
Information Limited ICT capability 100% ICT-compliant
of some police stations police stations
Capital

Policy Administrative
Development Services
• CMCs / LOI’s • Human Resource
Development (Recruitment,
• Memo Circulars Training, Placement,
Promotion, Retirement)
• Letter Directives
• Research and Development
• Implementation
Plans • Integrity Development
 Values and Spiritual
• Doctrines Formation
 Integrity Development
Review (Corruption
• Manuals
Resistance Review
&Corruption Vulnerability
• Organizational
Assessment)
Development
• Logistics and Financial
Management
• Facilities Security and
Maintenance
• Legal Services
• ICT Management
• Health Services
• Liaising Services
PNP VALUE CHAIN
Operations Regulatory Monitoring &
Services Functions Evaluation
• Law Enforcement • Licensing Services • Strategy Refresh
 Revised Penal Code  Firearms and
 Special Laws Explosives • Program Review and
 Permit to carry Analysis
• Investigation and Detective firearms outside of
Management residence (PTCFOR) • Strategy Review
 Forensic Services  Security Guards
 Legal Offensives/ Actions  Security Agencies • Operations Review
• Community Affairs/ Services • Issuance of • Performance Governance
Clearances Reporting/ Certification
• Public Safety Services
 Motor vehicle Process
 Road Safety & Security clearance
 VIP and Special Events
 DI/ Police • Performance Evaluation
Security Clearance  Individual
 Maritime Security  Unit
 Aviation Security
• Stakeholders’ Feedback
• Intelligence Services  Community Engagement
Survey
• Support Roles  Personnel Satisfaction
 Disaster Management Survey
 Anti-illegal drugs..
 Special Laws
 Election Law Enforcement.
 Internal Security Operations
 International Deployments
 PROCESS EXCELLENCE
How do we improve our core processes to
attain our strategic outcomes?
Monitoring
Value Chain Policy
Development
Administrative
Services
Operations
Services
Regulatory
Functions
&
Evaluation

Strategic Shifts
From To
High crime volume
Reactive policing
Low crime solution efficiency
Traditional
“Testimony-Based and few
forensic-based method”
Limited community
participation in crime
prevention activities
Reduced crime volume
Proactive policing
Increase crime solution
efficiency
Scientific investigation
Increased community
participation in crime
prevention activities
Objectives
Improve Crime Prevention
Improve Crime Solution
Improve community safety
awareness through
community-oriented and
human rights-based policing
 PNP P.A.T.R.O.L. VISION
Plan 2030 Roadmap
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

STAKEHOLDERS SUP

STAKEHOLDERS SUP
safer place to live, work, and do business.
“Highly Capable, Effective and Credible Police Service “

MANDATE
Republic Act 6975 as

COMMUNITY
amended by RA 8551 and
further amended by A safer place to live, work and do
RA 9708 business

MISSION
Enforce the law, prevent and PROCESS EXCELLENCE

control crimes, maintain Improve community safety

Improve Improve
peace and order, and ensure awareness through community-
crime crime
public safety and internal oriented and human rights-based
prevention solution
security with the active policing
support of the community.

LEARNING AND GROWTH

PHILOSOPHY Develop Competent, Motivated, Develop a responsive and
Values-oriented and Disciplined Highly Professional Police
Service, Honor and Justice Police Personnel Organization

CORE VALUES

RESOURCE MANAGEMENT
Maka Diyos
Makabayan Optimize use of financial and logistical resources
Makatao
Makakalikasan
 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)

ascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 PNP SCORECARD
PERSPEC MEASURE TARGET STRATEGIC INITIATIVES
PNP OBJECTIVE OWNER 2014 2015 2016 (Program, Project and
TIVE (Performance Indicator) 2010 2011 2012 2013
Target Actual Target Target Activities)
COM A safer place to
130/ 136/ 133/ 129/ 115 / 105/
MUN A live, work and 1 Global Peace Index CPSM
149 153 158 162 162 162
ITY do business (GPI)

1. Barangay
Peacekeeping Oper
+65
ations (BPOs
Net )
Satisfa +44%
Improve ction Rating 2. Partnership wit
community Rating quick h community and ot
safety response her
awareness 60.9% +48 to calls stakeholders
B through 2 National Safety Ind ACRE 63% Trust for help 65% 66% 67%
community- ex survey Rating 3
oriented and (SWS . Implementation of
PRO human rights-
based policing
(4th
Qtr
survey
results in
'
CommPlan'
CESS DPCR SWS CY 2013)
4. Integrate "
EXC DO
DI
Survey
) Subukan nyo po
ELLE DIDM Kami" SMS Center
with TXT
NCE Crime Statistics 2920
16.53 13.56 11.23 39.06
a. Annual National 5
35.26 33.5
3 Index Crime Rate 6. Police
. LOI IntegrateD
"SAKLOLO"
37.12
d PatrolPreparedne
isaster System (PI
b. Average Monthly
PS)
ss
Improve crime Index Crime Rate 17.86 13.32 11.23 26.11 57.98
C
prevention

Number of MCs, LOI

4 s, SOPs, Manuals a 7. Conduct inventor
a. 3
nd Issuances a. 0 a. 1 a. 12 a. 3 a. 3 y and review of all
a. Amended b.
b. 14 b. 14 b. 1 b. 12 b. 12 existing Issuances
b. Developed 12
 Why measures matter

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

VISION:..." HIGHLY CAPABLE, EFFECTIVE

ANDinCREDIBLE
ascading the PNP Strategy © 2010 Institute for Solidarity Asia POLICE SERVICE"
 PNP SCORECARD
MEASURE TARGET STRATEGIC INITIATIVES
PERSPECT
IVE PNP OBJECTIVE OWNER 2014 2015 2016 (Program, Project and
(Performance Indicator) 2010 2011 2012 2013 Activities)
Target Actual Target Target

8. Case Investiga
5 Crime Clearance Eff 33.33% 42% 50.95% 39.42% 42.42% 50.63% 45.42% 50.42% tion Management P
iciency rogram
PRO 9. Case Monitoring
DIDM
CESS Improve DO
Program

EXCE D crime
solution
DPCR 10.Coordination
DI with the other
LLEN pillars of CJS and
CE LEAs
6 Crime Solution Effi 20.79% 28.87% 36.67% 27.71% 30.71% 36.65% 30.71% 33.71%
11. LOI "Manhunt
ciency
Charlie"

12
. Implementation of
newly promulgated
investigation polic
ies
 Measure Profile
What is the objective? Improve crime prevention and control in How often is the measure
partnership with all stakeholders updated/calculated? Quarterly
What is the measure? Percentage reduction of Incidents perpetrated by
threat groups What is the unit of measure used?
What is the reason behind choosing this measure? Percentage

How is the measure calculated? Clarify the terms in the What data is required in calculating the measure?
formula: Where/how is it acquired? (specify document or person)
Report from the Directorate for Operations
Present incidents minus Previous incidents
X 100%
Previous nr of incidents

Is information about the

measure available? When will BASELINE TARGETS
Currently available this info be Year 1 Year 3 Year 6 Vision Yr
With minor changes available?
Still to be formulated
27 incidents 5% 5% 5%

Who is responsible for setting targets?

ISOD-DO
Who is accountable for targets? ISOD-DO
Who is responsible for tracking & reporting
targets? ISOD-DO
 PNP SCORECARD
PERSPEC MEASURE TARGET STRATEGIC INITIATIVES
TIVE PNP OBJECTIVE OWNER 2014 2015 2016 (Program, Project and
(Performance Indicator) 2011 2012 2013
Target Actual Target Target Activities)

a. Top 20%
of 1.6% 39.2%
33.4%
Percentage Eligibilities
7 /Board exams DPRM 40% 42% 45% 13. Enhanced and Stand
of recruits 207/ a. 195 a. 141
b. 2994 ardized Recruitment an
belonging b. GWA (TOR = 13066 b. 2943
d Selection System
to 85% and
:
above)

14.Enhancement and sta

ndardization of 3rd Le
vel Placement Progr
89% ams
LEA 8 Percentage of filled up TO
DPRM
81.95%
(Current 80% 93% 98% 98% 99% • Splitting of RSD into
Develop DHRDD Process) (309 /
RNI competent,
positions with competent pe
rsonnel for 3rd level PCOs
349)
2 divisions namely:
1. RSD
NG motivated,
values-
(PSSUPT TO PDG) 2. SOPPD
• Establishment of
& E oriented Assessment Center
and • Online application for
GRO disciplined
15. Enhancement
Key Posts
Standardization
and
of 2nd
PNP
WT Personnel
Level Placement
Programs and
H Initiatives
• Inventory of qualified
personnel based on
89.93% established T.O.
(PSUPT
DPRM positions
9 Percentage of personnel desi Only / 91.6% 90.54% 95% 91.72% 97% 98%
DHRDD Current • Submission of
gnated to 2nd Level position
Process fortnightly reports for
s according to rank substant
2nd level personnel
iated by IPER
• Submission of rank
profile report and
monitoring of
compliance of
directives.
• Revision of IPER
 PNP SCORECARD
PERSPEC MEASURE TARGET STRATEGIC INITIATIVES
TIVE PNP OBJECTIVE OWNER 2014 2015 2016 (Program, Project and
(Performance Indicator) 2011 2012 2013
Target Actual Target Target Activities)
16. Personnel Discip
a. .0006% .001%
line Program
Convicted 0% 1/ (2 / 0.00% 0% .001% 0.001%
Percentage of crimina 147,406 149263)
DPRM
of l case
LEA 10
personnel
DPCR
DI 0.9% 0.77% 0.69%
17. Conduct of a nati
18.
onal Enhance Counter-
assessment survey
RNI Develop with cases:
b. Guilty (1336 / (1141 (1033
0.80%
.014%
0.70% 0.50%
intelligence
erring
of PNP's
against
on public perception
personnel
administratio
competent,
NG motivated,
of adminis
trative ca
148,150 147,406) 149,263)
(21/
153157) n of discipline
values-
& E
oriented and
se 19. Enhance Trainin
g Needs Assessment P
GRO disciplined
PNP 11
Percentage of trained p DHRD
42% 53% 57% 70% 51% 75% 80% rogram
ersonnel D
WT Personnel vs training needs - TEIS Database Pro
H Survey
ject
- Ladderized
20. Establish ration
will be Training
alized Program
Rewards for
& Ince
DPRM
12 Personnel Satisfactio NEW 4.69 4.71 5 launched 5.5 6 NUP
ntive system / Welfar
DPCR this
n Index e Program
month

21. Personnel Satisfa

ction Survey
 Why are initiatives important

We manage the
strategy by
managing our
‘initiatives’.
-- Kaplan & Norton, BSC Creators (and many
others)

VISION:..." HIGHLY CAPABLE, EFFECTIVE

ANDinCREDIBLE
ascading the PNP Strategy © 2010 Institute for Solidarity Asia POLICE SERVICE"
 Initiative Profile
NAME OF PROJECT MEASURES AFFECTED PROJECT CO-
Put the 5 highest measures CHAMPION
Police Integrated Patrol System (PIPS) National Index Crime Rate 10
Percentage reduction of crime 10
incidents involving loose
firearms
PROJECT DESCRIPTION Percentage reduction on high 10
profile crime incidents
The implementation of PIPS harmonizes/ integrates all Percentage reduction of 10
existing programs/plans on anti-criminality and police incidents victimizing tourists
security operations towards crime prevention and
Percentage reduction of 10
solution.
incidents perpetrated by
threat groups
Initiatives Scoring
PROJECT MILESTONES BUDGET STATUS
PERIOD MILESTONES / ACTIVITIES Amount Source Owner Status
Integrated patrol GAA LED,DO
695,151,600.00

LED,DO
Total Timeline: Budget:
 Governance is CASCADED
down to the last unit and individual.
 Technical Working Group
LALIM Office of Strategy Management
National Advisory Group
directorates
Cascade strategy to additional
organizational
regional offices levels
NSUs

provincial/city
police
offices/stations
policeman
budgeting

planning

performance
Integrate strategy into key
appraisal
management processes
rewards & incentives
LAWAK
 Alignment

Cascading ensures alignment

of PNP units and personnel
with the organizational
strategy and resources

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"
EXECUTION STRATEGY
‘BOTTOM-UP’ EXECUTION
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 to determine
1. Formalization of the 2. Creation of the breakthrough results
MSGC Office of Strategy
Initiation
Management
2.Cascading of vision and (OSM)
1. Formation of strategies
Technical Working 3. Regular monitoring
Group (TWG) 3.Aligning budget and and review of
human resources to strategies
2. Formation of the vision and
Multi-Sectoral strategies
Governance
Council (MSGC)

3.Formulation of
Strategy Map and
Governance Scorecard
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 to determine
1. Formalization of the 2. Creation of the breakthrough results
MSGC Office of Strategy
Initiation
Management
2.Cascading of vision and (OSM)
1. Formation of strategies
Technical Working 3. Regular monitoring
Group (TWG) 3.Aligning budget and and review of
human resources to strategies
2. Formation of the vision and
Multi-Sectoral strategies
Governance
Council (MSGC)

3.Formulation of
Strategy Map and
Governance Scorecard
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 to determine
1. Formalization of the 2. Creation of the breakthrough results
MSGC Office of Strategy
Initiation
Management
2.Cascading of vision and (OSM)
1. Formation of strategies
Technical Working 3. Regular monitoring
Group (TWG) 3.Aligning budget and and review of
human resources to strategies
2. Formation of the vision and
Multi-Sectoral strategies
Governance
Council (MSGC)

3.Formulation of
Strategy Map and
Governance Scorecard
WAY FORWARD
 NEXT STEPS

150,000 PNP personnel

CONDUCT PERIODIC STRATEGY AND OPERATIONS REVIEWS of the PNP P.A.T.R.O.L.

Plan 2030 to the 1,766 municipal and city police stations and ENSURE
development of 150,000 INDIVIDUAL PERFORMANCE SCORECARDS.
 NEXT STEPS CERTIFICATION PROCESS FOR ALL PNP UNITS
& OFFICES TO ENSURE BUY-IN
‘Initiation’ Conferment
PNP No. EAGLE AWARDS
Units/ Initiated
Offices GOLD SILVER

NHQ 180 5 52
NSUs 305 1 26
PROs 1798 7 113
TOTAL 2,283 13 191
Compliance Evaluation Process
Performance Governance System Stages

Institutionalization

1. Presence of mechanisms and

tools for data tracking and
Proficiency reporting of strategic
performance
1. Analysis and
examination of
Compliance 2. Conduct of impact
strategy execution
evaluation:
2. Fully functional
1. Formalization of the RAC
RPSMU / SMT • Leadership and Governance
/MSGC
• Cascade down to the
Initiation 3. Regular monitoring
Individual
2.Cascading of vision & strategy and review of
• Improved Core Processes
1. Formation of Technical down to individual level strategies
• Performance Evaluation
Working Group System
3.Aligning budget and • Transformed Organizational
2. Establishment of human resources to Culture
RPSMU /SMT the vision and • Breakthrough Results
strategies
3. Formation of
Regional Advisory 4. Updating of Scorecards
Councill /MSGC
5. Implementation of
4. Formulation of CommPlan
Governance
Scorecard 6. Collation of ‘Best Practices’

Implementation of ComPlan
 Complianc
1. Formalization of the Advisory

e Elements
Council (Functional MSGC) 4. Updating of Scorecards (Integration with Existing
Systems and Processes)

2. Cascading of vision & strategy down to individual 5. Implementation of CommPlan (Sharing Good
level Governance Advocacy)

3. Aligning budget and human resources to the

vision and strategies 6. Collation of ‘Best Practices’
 COMPLIANCE EVALUATION PROCESS

Strategic Performance
Unit Revalida
Readiness Test Audit
 Strategic
Readiness
Test
Self-Assessment Survey
Focus Group Discussion
 STRATEGIC READINESS TEST
(FOCUS GROUP DISCUSSION)
 FGD Facilitators’ Training
• Prof. Ma. Faina L Diola
University of the Philippines NCPAG
Diretor, UP Publications Office
 FGD QUESTIONS
1. What is the role of your office/unit in the
implementation of the PNP P.A.T.R.O.L. Plan 2030?

2. What are the challenges encountered during the

implementation of the PNP P.A.T.R.O.L. Plan 2030?

3. How do you describe the level of acceptance of

your personnel on the PNP P.A.T.R.O.L. Plan 2030?

51
A. PROTOCOL FOR FACILITATORS & INTERVIEWERS
 
1. Protocol
a. Participants: 10-15 pax
b. Optimal Duration: 1 ½ Hours
c. Attire: Smart Casual
d. To all members of the FGD/Interview Teams, a kit will be 
provided to you one (1) week before the D-Day. Inclusion:
i. Name of Participants
ii. Venue/time/date
iii.List of Questions
iv.SAS Results
v. Other general guidelines (admin)
2. Decorum
a. Be fair and objective
b. Be calm
c. Be respectful
d. Follow the guide
e. Avoid revising/changing questions. Stick to the 
structure/question
f. State the objective of the FGD before starting
g. Explain where the results of the FGD will be used
 
  
3. Additional Guidelines
a. Download and review all pertinent documents on 
subject matter
b. Thorough Documentation of entire FGD.
c. Observe the PNP time (15 mins. Before starting time)
d. Avoid close-ended questions
e. Composition of FGD team/interview participants, 
schedule & venue should be communicated to all 
concerned a week before activity
f. Non-Availability of facilitators must be communicated 3 
days before the activity
B. ‘GROUND RULES’ FOR THE CONDUCT OF FGD & INTERVIEWS
 
For the FACILITATORS
 
1. Conduct of interview/FGD to be done only on office hours (8AM-12NN 
and 2PM-3PM) 
2. No representatives of participants shall be allowed to join the FGD 
unless with written authority by the head of office
3. Suggestion for other ground rules are encouraged (in addition to the 
ground rules established prior to the focus group)
4. FGD team leader is authorized to interpret the ground rules in case of 
confusion.
 For the PARTICIPANTS (on a flip chart page that is taped or hung on
a wall in a clearly visible location)
 
1. Turn off/put on silent mode all mobile phones and other gadgets
2. Presence in the entire duration of the FGD is a must
3. Confidentiality of information is highly required. Any 
confidential/sensitive issues can be raised personally to the facilitator
4. Basic courtesy should be observed
5. Differences in opinion should be respected
6. Active participation is encouraged
7. Observe parliamentary procedure (only one participant should talk at 
a time)
8. Introduce yourself before any discussion
9. Discussions/questions should be relevant to the topic of the FGD
10.Give everyone equal opportunity to speak. Limit the main points of 
argument in 3 minutes.
 Strategic
Readiness
Test

Interview
 COMPLIANCE EVALUATION PROCESS
As adapted from the Institute for Solidarity in Asia
Strategic Readiness Test
2. Interview
 Interviewees
 Head of Unit (D-Staff/RD, PRO/D,NSU)
 Head of TWG
 Head of PSMU
 Member of Advisory Council
 Head of subordinate unit (PD/CD/RO/Div Chief / Numbered Station)

 Proposed Schedule
 Date:
 STRATEGIC READINESS TEST
(INTERVIEWS)

PCSUPT FERDINANDO G SEVILLA

Director, CPSM
 STRATEGIC READINESS TEST
(INTERVIEWS)

PDIR BENJAMIN B MAGALONG

Director, CIDG / Member, TWG on
PNP P.A.T.R.O.L. Plan 2030
 STRATEGIC READINESS TEST
(INTERVIEWS)

Atty. Anicia De Lima

Member of NAGPTD
 STRATEGIC READINESS TEST
(INTERVIEWS)

PDDG MARCELO P GARBO JR

TCDS / Chairman, TWG on
PNP P.A.T.R.O.L. Plan 2030
 STRATEGIC READINESS TEST
(INTERVIEWS)

PDG ALAN LM PURISIMA

CPNP
 Performance
Audit

Documents Review
Personnel Interview
On-Site Visit
 FULL PERFORMANCE AUDIT
As adapted from the Institute for Solidarity in Asia

 An assessment of the unit to validate the presence of the mandatory

elements of the PGS Compliance Stage through the following methodologies:
 Documents Review
 Personnel Interviews
 On-Site Visits

 Auditors:
 Members of the TWG on PNP PATROL Plan 2030
 NAGPTD / ADVISORY COUNCIL
 Unit’s Representative (PCO, PNCO, NUP)
 THE BENEFITS OF AUDIT
Why UNITS/OFFICES have to undergo audit?
• Need for independent review
• Objective assurance or assessment opinion
• Solid basis for proceeding (or not) to the Revalida

What’s in it for the UNITS/OFFICES?

• Validates their achievements
• Provides independent/outside perspectives and insights
• Highlights improvements needed to help attain the strategy
 3RD PARTY AUDIT
(KICK OFF MEETING)
PDG ALAN LM PURISIMA
CPNP
 3RD PARTY AUDIT
(KICK OFF MEETING)
 FULL PERFORMANCE AUDIT
As adapted from the Institute for Solidarity in Asia

1. Documentary Review
 List of documents to be audited will be provided by CPSM
 Documents to be consolidated by SMUs and will be reviewed by auditors (composed of
the members of NAGPTD, CPSM and TWG on PNP P.A.T.R.O.L Plan 2030)
 Documents must support the validation criteria (Elements of Compliance)
 Proposed Schedule:

2. On-Site Visit / Personnel Interview

 Key personnel to be interviewed
 Unit / Office Briefing (mission, functions, accomplishments/compliances, best practices, etc.)
 Other documents to support Compliance elements
 Other documents that the auditors may require
 Proposed Schedule:
 FULL PERFORMANCE AUDIT
As adapted from the Institute for Solidarity in Asia

Documents to be audited:
1. Formalization of Advisory Council
a. AAR, photos, etc. during oath taking
b. Identification of officers/structure
c. Regular updating of the members
d. Regular conduct of meeting (AAR, minutes of the meeting, photos, attendance, etc.)
e. Other supporting documents (initiatives (PPAs) implemented, etc.)

2. Cascading of Vision and Strategy down to Individual Level

a. Regular reporting of cascading activities (AAR, photos, etc.)
b. Alignment of Individual Scorecard and IP Card of all personnel with Unit
Scorecard/Dashboard
 FULL PERFORMANCE AUDIT
As adapted from the Institute for Solidarity in Asia

Documents to be audited:
3. Alignment of Resources to the Vision and Strategy
a. Annual Operations Plans and Budget
b. Updated Measures Profile
c. Updated Initiatives Profile
d. Fact Sheets of the Initiatives
e. Any monitoring and evaluation tool to monitor milestone or progress of initiatives
(e.g. GANTT Chart)

4. Unit Scorecard Accomplishment

a. Regular conduct of SOR (AAR, minutes, resolutions, photos, etc.)
b. Updated Scorecard (as of Q4 2014)
c. Supporting evidence that will show accomplishments (trend analysis, regression
analysis, SOR matrix, other monitoring and evaluation tools as may be necessary)
 FULL PERFORMANCE AUDIT
As adapted from the Institute for Solidarity in Asia

Documents to be audited:
5. Implementation of IMPLAN to COMPLAN
a. List of initiatives in communicating the PNP P.A.T.R.O.L. Plan 2030
(AAR, photos, other documentary evidence)
b. Impact assessment of the implementation of the CommPlan

6. Collation of Best Practices and other Initiatives

a. Project Fact Sheets, photos, other supporting documents
 Unit
Revalida

30-Minute Panel Presentation

30-Minute Q and A
Panel Deliberation
 Mechanics
1. PNP Units shall undergo a 30-minute formal presentation by
Unit Commanders.

2. Panel examination shall proceed after the presentation.

3. Rating scale of 1 to 10 shall be used, with 10 being the highest

score. Passing score for conferment = 7.0.

4. Each Rating and Tally Sheet shall be handled with utmost

confidentiality.
 TEAM

PN
TRANSFORMATION…
Our Shared Commitment!!! P

END OF PRESENTATION