The INTEGRATED TRANSFORMATION PROGRAM (ITP)

The PERFORMANCE GOVERNANCE SYSTEM (PGS)

PNP PATROL Plan 2030

PNP Scorecard

National Advisory Group

Center for Police Strategy Management

 NEGATIVE
PERCEPTION
ORGANIZATIONAL
DYSFUNCTIONS
PERSONALITY-
BASED PROGRAMS
 PNP
TRANSFORMATION
PLAN

PNP REFORM
COMMISSION

GOP-UNDP STUDY
Transformation Management Framework

Component Key
Strategic
or Priority Result
Objectives
Projects Areas
 INSTITUTIONAL DEVELOPMENT (ID)

I I
N N O
T V P
E E E
S P
L R
T
L A
I
I
T
C
G
G A I SYSTEMS
EQUIPMENT
E O R
T
PROCESSESS
INFRASTRUCTURE N I N
C O S
E N

Human Resources Development &

Management (HRDM)

Planning, Research, Development, Budgeting, Procurement

28%
 Memorandum from
the Executive
Secretary dated June
PNP Mandate RA 23, 2009 on the
8551 Executive Briefing of
PGS for the Six (6)
National Government
Agencies

Memorandum from
the Executive Letter of Instruction
Secretary dated July 9, 53/09
2009 mandating the “Institutionalization of
Institutionalization of Performance
PGS in the Six (6) Governance System”
National Government dated August 11, 2009
Agencies
The Executive Secretary directed the Chief, PNP
to institutionalize the PGS into the PNP.
Six agencies were
chosen to apply the
globally-recognized
governance model
system through the
assistance of the DAP
and ISA.
 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 have
immediate positive impact on the welfare of the people
in all communities it serves.
• Philippine adaptation of the Balanced Scorecard (BSC)
• Focuses on governance which demands a long term
strategy

 Strengthen an institution as it pursues a vision

 Realize vision and make actual by a certain deadline
in a feasible future
• Demands that the vision be fully consistent with the
mission of the institution

 As maintained by law
 With the core values that serves as its bedrock
o Designed to raise the standards of governance
 Address corruption
 Maintain political stability
 Upholding the rule of law
 Tool for tracking performance on a
regular basis
 Used positively to assist those who
maybe falling behind targets
 Reward those exceeding targets
“...is to translate strategy into
measures that concisely
communicate your vision to the
organization.”
 A safer place to live, work and
do business

Improve crime Improve community safety awareness

prevention and through community-oriented and human
control rights-based policing

Develop competent, motivated and Develop a responsive Police

values-oriented police personnel Organization

Optimize use of financial and logistical resources

SOCIAL IMPACT

PROCESS

ORGANIZATION

FINANCE
 GOVERNANCE SCORECARD
GOVERNANCE SCORECARD
PERSPECTIVE

STRATEGIC MEASURES 2011 2020 2030 INITIATIVES

OBJECTIVES
 Stretched
but achievable
 Target Setting

TARGET

‘SWEET SPOT’
‘(Look for targets that have
some level of stretch but still
feel realistic)

MOTIVATION

Cascading the DOH Strategy © 2010 Institute for Solidarity in Asia

In setting targets,
begin with the end in mind.
∙outcome ∙baseline year
 desired performance level
target

Strategic Initiatives

current reality
baseline
 clearly defined
deliverables/outputs

clear start & stop dates

and progress milestones

supported by a budget

committed
resource allocation

clear accountability
 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
PERSPECTIVES to live,QUESTIONS
STRATEGIC work, and do business.

In what way is the community best served by the men and

Community women of the PNP?

Process What operational processes must we excel at and best practices

Excellence must we adopt?

Learning How can the PNP develop a highly capable, effective and
and Growth credible organization?

How do we effectively and efficiently manage our financial and

Resource
logistical resources? How do we source and mobilize additional
Management
resources?

Stakeholders’ How can the PNP gain the active support of the stakeholders?
Support
 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.
Source: ISA
 Institutionalization

Proficiency

Compliance

Initiation
 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.

MANDATE
Republic Act 6975 as amended by RA
8551 and further amended by A safer place to live, work
RA 9708 and do business

MISSION
Enforce the law, prevent and control Improve crime Improve community safety awareness
crimes, maintain peace and order, and prevention and through community-oriented and
ensure public safety and internal control human rights-based policing
security with the active support of the
community.
Develop competent, Develop a responsive
PHILOSOPHY motivated and values-
oriented police personnel
Police Organization

Service, Honor and Justice

CORE VALUES Optimize use of financial and logistical resources

Maka Diyos Makabayan
Makatao Makakalikasan
Highly Capable, Effective and Credible Police Service by 2030

A safer place to live, work and

do business

Improve crime Improve community safety awareness

prevention and through community-oriented and human
control rights-based policing

Develop competent, motivated and Develop a responsive Police

values-oriented police personnel Organization

Optimize use of financial and logistical resources

 VISION We shall be a highly capable, effective and credible police service by 2030.

COMMUNITY A safer place to live, work, and do business

Improve community safety awareness

through community-oriented and rights- Improve crime prevention
PROCESS
EXCELLENCE based policing and control

LEARNING Develop competent, motivated and Develop a responsive police

& GROWTH
values-oriented police personnel organization

RESOURCE
MANAGEMENT Optimize use of financial and logistical resources

MISSION We enforce the law, prevent & control crimes, maintain peace & order, and
ensure public safety & internal security with the active support of the
community.
VALUES
Maka-Diyos Makabayan Makatao Makakalikasan
 ACTUAL TARGETS
PNP OBJECTIVE MEASURE
2010 2011 2016

Percentage of programmed
activities implemented based
80% 85% 95%
Optimize use of on the Annual Operations
Plans and Budget
financial and
logistical Logistics Capability Index
resources (Percentage fill-up of
mobility, firearms, 41% 43% 47%
communications &
investigative equipment
 ACTUAL TARGETS
PNP OBJECTIVES MEASURES
2010 2011 2016
Develop competent, Percentage of recruits belonging to top 20% in
motivated and values- their eligibility exams 0.005% 1% 5%
oriented PNP
Personnel Percentage of personnel with no criminal case
98% 100% 100%
(non-service related)
Percentage of trained personnel vs training needs
30% 40% 60%
Personnel Satisfaction Index new
Develop a responsive Percentage of positions filled by qualified
police organization personnel (third level) 92% 98% 100%

Percentage of Information Technology compliant

PNP Stations (Standard IT Compliance) 43% 46% 61%

Percentage of Communications Technology

77% 78% 83%
compliant PNP Stations
 ACTUAL TARGETS
PNP OBJECTIVES MEASURES
2010 2011 2016
National Safety Index
Improve community safety 60.9% 62.9% 66.9%
awareness through
community-oriented and Respect Index
human rights-based policing 72.6% 74.6% 78.6%

National Index Crime Rate

16.53 15.7 14.7

Improve crime prevention Crime Clearance Efficiency

and control 33.33% 35.00% 45%

Crime Solution Efficiency

20.79% 22.00% 28.49%
 ACTUAL TARGETS
PNP
MEASURE
OBJECTIVE
2010 2011 2016

A safer place Global Peace Index

to live, work
and do
business
Strategic Planning and Performance Management

Model Police Station

Reform of Budget System

Organizational Development

Improvement of HR Systems from Recruitment to Retirement

Crime Analysis Program

Reform on Logistics Management System

Police Integrated Patrol System

Improvement of Case Management

Brgy. Peacekeeping Operations

Improvement of Education and Training System

 Institutionalization

Proficiency

Compliance

Initiation
CPNP

D-STAFF

PRO

PPO/CPO
CPS/MPS
COMMUNITY

PROCESS EXCELLENCE

LEARNING &
GROWTH

RESOURCE
MANAGEMENT
 TARGETS
PNP OBJECTIVES MEASURES
2016
TARGET
National Safety PRO OBJECTIVE MEASURE INITIATIVES
Improve 2016
community safety Index
awareness
66.9% Improve crime Regional Index Ensure implementation
solution efficiency Crime Rate of PIPS PRIMARY
through INDICATORS
DRIVERS
ANNUAL
community- Respect Index TARGET
Regional Case monitoring & CRIME Crime Volume
oriented and Crime tracking (UCPER) PREVENTION Crime Ratio
human rights- 78.6% Clearance
based policing Efficiency % increase in the
Enhance number of joint
Regional MOSC Methodology( police community
National Index community
initiated activities
14.7 Crime Case Management) & engagement
Crime Rate
Solution Tracking Safety index
Crime Clearance Efficiency
Improve crime Intensify police % of personnel
Efficiency 45% Number of TF operations employed/ deployed
prevention and
control most wanted MANHUNT/OPLAN
CRIME Crime Solution
persons TRACKER SOLUTION Efficiency
Crime Solution (MWP)
Efficiency 28.49% arrested % of investigative
Maintain and personnel trained
Percentage of deploy and certified
wanted competent
persons investigative % of trained and
personnel certified investigative
arrested personnel deployed

Implement
standard
% increase of cases
investigative
filed in court
systems and
procedures
 SECONDARY KEY PERFORMANCE BL Targets CRITICAL ACTION with
DRIVERS INDICATORS with OPR 2011 2012 2013 OPR

CRIME PREVENTION: Enhance community engagement

PRIMARY Intensify Number of community
INDICATORS
DRIVERS community awareness activities
ANNUAL
Crime Volume TARGET awareness / initiated
CRIME
PREVENTION information
Crime Ratio
activities
% increase in the
number of joint Intensify Number of sectoral
Enhance
community police community community groups organized /
engagement initiated activities organization and mobilized (BPAT force
Safety index mobilization multipliers)
activities
Intensify police % of personnel
operations employed/ deployed CRIME PREVENTION: Intensify police operations
CRIME Crime Solution
SOLUTION Efficiency Institutionalize PIPS Number of police
station utilizing PIPS
% of investigative
Maintain and personnel trained Intensify support Number of ISO
deploy and certified role ISO conducted
competent
investigative % of trained and
certified investigative
Intensify counter Number of target
personnel
personnel deployed terrorism activities hardening measures
conducted
Implement
standard
% increase of cases
investigative
systems and
filed in court Enhance the % reduction of crimes
procedures security and safety involving foreign and
of tourist domestic tourists
 The PGS requires that a Multi-Sectoral Governance Council
(MSGC), composed of sectoral leaders or individuals known for their
integrity, probity and leadership be established, to support the
Philippine National Police in the successful implementation and
monitoring of their strategic transformation roadmap.
They shall also serve as an advisory body of the
PNP and shall significantly contribute to the
implementation of the PNP’s Integrated
Transformation Program – Performance Governance
System (PNP ITP-PGS 2030).

The National Advisory Group was introduced to the

PNP through organizational briefing and briefing of
the PNP ITP-PGS (PATROL Plan 2030) by members
of the TWG on September 2, 2011.
Mr. Rex C. Drillon II President, Institute for Corporate Directors Chairperson
Mr. Guillermo Luz Chairperson, National Competitiveness Council Vice-Chairperson
Dr. Jesus P. Estanislao Chairperson, Institute for Solidarity in Asia Member
Dr. Constancia P. De Guzman Commissioner, National Police Commission Member
Atty. Anicia M. De Lima Assistant Commissioner, Civil Service Commission Member

Hon. Alfonso Umali Jr. Governor, Oriental Mindoro and Member

President, Union of Local Authorities of the Philippines

Hon. Margarita P Juico Chairperson, Board of Philippine Charity Sweepstakes Member

Office
Ms. Remedios I. Rikken Chairperson, Philippine Commission on Women Member
Professor Jose Navaro Director, Continuing Education Program, University of Member
Asia and the Pacific
Professor Mario Lopez Professor, W. SyCip Graduate School of Business, Asian Member
Institute of Management
Mr. George Kintanar Chairperson, Chief Information Officers Forum Member
Foundation
Ms. Doreen Yu Editor-in-Chief, Starweek, Member
Philippine Star
Ms. Aurora Pijuan NCR Convenor, Gising Barangay Movement Member
Hon. Rufus B. Rodriguez Representative, Cagayan de Oro 2nd District, House of Member
Representatives
Hon. Leopoldo N. Bataoil Representative, Pangasinan 2nd District, House of Member
Representatives
 The OFFICE OF STRATEGY
MANAGEMENT (OSM)

“The gap arises, we

believe, from a
disconnect in most
companies
between strategy
formulation and
strategy
execution… [But] it
doesn’t have to be
like this.”
-Robert Kaplan and
David Norton
KEY SUCCESS FACTORS:
1. Strong political will that emanates from the top
2. Strong public-private partnership
3. Preparedness and a well thought-out plan
4. Sharing governance responsibilities with citizens through the
formalization of the Multi-Sectoral Governance Council (MSGC)
5. Institutionalizing reforms through legislation and the Office of
Strategy Management (OSM) (*Lifted from Institute for Solidarity in Asia’s 2009
Annual Report p. 1)
6. ‘Putting the right people at the right job’
7. Establishment of an effective accountability mechanism
“VISION WITHOUT ACTION IS JUST A
DREAM…..
ACTION WITHOUT VISION JUST PASSES THE TIME
VISION WITH ACTION CAN CHANGE THE
WORLD!”
Successful Change Efforts