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

Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”
• Activated on January 29, 1991 under
Section 23, Chapter 3 of RA 6975 “An
Act Establishing the PNP Under a
Reorganized Department of the
Interior and Local Government”.

• RA 8551 known as the “PNP Reform

and Reorganization Act of 1998” was
enacted on February 17, 1998,
amending certain provisions of RA
6975.
 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.
 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.
PHILOSOPHY
• Service
• Honor
• Justice

CORE VALUES
• Makadiyos
• Makabayan
• Makatao
• Makakalikasan
PNP P.A.T.R.O.L. Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”
 2003
One of the Most Corrupt Agencies in the Government
 INTEGRATION OF REFORM PROGRAMS

July 2005

PNP
“Integrated”
Transformation
Program

PNP REFORM GOP-UNDP STUDY PNP TRANSFORMATION

COMMISSION REPORT ON TRANSFORMING THE PNP PLAN
(ORDONEZ COMMISSION)
 UNDP-GOP Study on transforming the PNP
Findings:
• Low level of training

• Massive human rights abuses

• Corruption

• Low crime conviction

• Poor IT capability

• Low fill-up of equipment

 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
 2009
PNP-ITP
28%
“While we are waging a renewed
and stronger war against
criminality, illegal drugs and
corruption, we shall continue to
firmly implement our
Transformation Program.”
(Flag Raising, July 4, 2016)

RONALD M. DELA ROSA

Police Director General
Chief, Philippine National Police
17
December 2008

Reselected the Philippines as

Compact Eligible for FY 2009.
Criteria:
•Ruling justly
•Investing in people
eligibility criteria:
•Economic freedom
• Ruling justly
• Investing in people
• Economic freedom
PERFORMANCE GOVERNANCE SYSTEM
 PNP ITP-PGS 2030

PNP
INTEGRATED
TRANSFORMATION
PROGRAM

PNP Peace and Order Agenda for the Transformation

and Upholding of the Rule Of Law
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
 Memorandum issued on July 9, 2009
by then Executive Secretary Eduardo Ermita

“MCC 6”
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.
• PNP Letter of Instruction (LOI) 53/09 was issued
mandating the initiation and institutionalization of the PGS
in the PNP.
• Resolution No. 2012-318 – Approving the Deactivation of
the PNP Program Management Office (PMO) and the
Establishment of the Center for Police Strategy
Management (CPSM).
• PNP Letter of Instruction (LOI) 02/2012 –
Communications Plan “PNP P.A.T.R.O.L. Plan 2030: Peace
and order Agenda for Transformation and upholding of the
Rule-Of-Law”.
Why do WE need
to CHANGE?
Doing the same things over
and over again and
expecting different
results… according to
Albert Einstein is…
…”INSANITY ”
 Is a performance management framework developed
by the Institute for Solidarity in Asia (ISA) by locally
adapting the Harvard Business School’s Balanced
Scorecard technology.

Two (2) Major Components:

1. Strategy Map
2. Scorecard
• 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.
o Designed to raise the standards of governance

 Address corruption

 Maintain political & economic stability

 Uphold the rule of law

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

Worldwide, the system has proven it can work…

PALLADIUM HALL OF FAME

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

POLICE SERVICE"
Performance Governance System Stages

Institutionalization

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

INSTITUTIONALIZATI
ON
PROFICIENCY

COMPLIANCE Sept. 26, 2012

INITIATION Oct.14, 2011

Sept. 24, 2009

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

PNP OBJECTIVE MEASURE STRATEGIC INITIATIVES

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

POLICE SERVICE"
 “Commit to the Lord
VISIONwhatever you do and your
planbewill
Imploring the aid of the Almighty, by 2030, We shall succeed.”
a highly capable, effective and credible
Proverbs
police service working in partnership with a responsive community towards 16:3
the attainment of a
safer place to live, work, and do business.
“Highly Capable, Effective and Credible Police Service “

MANDATE
Republic Act 6975 as
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
control crimes, maintain Improve community safety
peace and order, and ensure Improve Improve
awareness through community-
public safety and internal
crime
STRATEGY “ANCHORS”
prevention
crime
solution
oriented and human rights-based
security with the active policing
support of the community.
A“When
‘Value”values
is what are sufficient,
PHILOSOPHY you VISIONDevelop a responsive and
lawswant
are outCompetent
of life , Motivated,
unnecessary;
Develop
when
Service, Honor and Justice which what
are insufficient, MISSION
Values-oriented and Disciplined
valuesguides Police Personnellaws
Highly Professional Police
Organization
you
are do.
unenforceable.”PHILOSOPHY
CORE VALUES
Maka Diyos
Makabayan French
CORE VALUES
Emile Durkheim
Social Scientist
Optimize use of financial and logistical resources
Makatao
Makakalikasan
 OPERATIONALIZING STRATEGY

s
ctive
ures

tives
Community

ts
Meas
Obje

Targe
Initia
In what way is the
community best served
ves by the PNP?

es

ves
es

es

es
Process Excellence
Measur
Objecti

Learning & Growth

Targets
Initiativ

Measur
Objecti

Targets
Initiativ
How can the PNP What operational
develop a highly Vision & processes must the PNP
capable, effective and Strategy excel at and best
credible organization? practices must it adopt?

ves
es

es
Resource Management

Measur
Objecti

Targets
Initiativ
How do the PNP effectively
and efficiently manage its
financial and logistical
resources?
 Scorecard
SOCIAL IMPACT
Objective 1 measures
strategic
performance.
Objective 2 Objective 3

PROCESS

OBJECTIVE MEASURE TARGET INITIATIVE

ORGANIZATION

Objective 5

FINANCE
Objective 6
LINKING STRATEGY MAP TO SCORECARD
TOOLS FOR TRACKING PERFORMANCE

1st LEVEL SCORECARD

(PNP)

2nd LEVEL SCORECARD

(PROs/NSUs/D-STAFF)

OPERATIONAL DASHBOARDS
(PPOs/CPOs/RPSB) PROCESS
EXCELLENCE
(Scorecard’s 3rd
TACTICAL DASHBOARDS Perspective)
(CPS/MPS/PS/PSC/MC)

Individual Performance Scorecard

(PNP personnel)
COMMUNITY PERSPECTIVE
PNP SCORECARD
TARGET
STRATEGIC
PNP OBJECTIVE MEASURE OWNER 2011 2012 2013 2016 INITIATIVES
2010  
(Baseline) Accomplish Actual
Target ments Target
(Jan-June)
   

A safer place to
Global Peace 130/149 136/153 133/158
A live, work and 1 CPSM      
Index (GPI) (OVERALL) ( ACTUAL) (ACTUAL)
do business

• Barangay
WBOS Project Peacekeeping
contract was Operations
No data awarded to (BPOs)
available 63%
Improve BIOS IT Police Integrated
60.9% (adopte SOLUTIONS Patrol System
community National Safety (WBOS
2 (ACRE 63% d the INC. 64.90% 66.90% (PIPS)
safety Index is not
Survey) yet fully 2011
awareness DPCR, Case
operatio target) Investigation
B through DO, DI
community- & DIDM
nal) WBOS is now on Management
PROCESS EXCELLENCE

Program
oriented and trial run and its
human rights- full operation is Case Monitoring
based policing expected by last Program
75% week of October
• Implementation
72.6% No data (adopte 2012
of ‘CommPlan’
3 Respect Index (ACRE 74.60% available d the (pnpwbos.com) 76.60% 78.60%
Survey) . 2011 • Integrate SMS
target Center with TXT
2920
4 National Index Cri DO/ 16.53 16.00 13.56 13.00 11.21 11.00 10.00
me Rate DIDM,
5 Crime Clearance E DI, 33.33% 35% 42% 45% 49.46% 39% 45%
fficiency DPCR
Improve crime LOI "Manhunt
C prevention and 6 Crime Solution Eff 20.79% 22.00% 29.02% 30.00% 34.65% 35.00% 40.00% Charlie"
solution iciency
Number of MCs,
LOIs, SOPs, Conduct
DO/ inventory &
Manuals &
7 DIDM/ review of all
Issuances existing
DI/
a. Amended Issuances
DPCR
b. Developed
 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 AND CREDIBLE

POLICE SERVICE"
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
PERSPECTIV
PNP SCORECARD TARGET
2011 2012 2013 2016
2010 STRATEGIC INITIATIVES
PNP OBJECTIVE MEASURE OWNER
(Baseli Accompli Actual  
Target Target    
ne) shment (Jan-June)
E

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

DPRM Enhancement & Standardization of

DHRDD 2nd Level
Placement Programs and Initiatives
LEARNING & GROWTH

76%
Develop (PSUPT • Inventory of qualified personnel
competent, 10 Percentage of personnel designat NEW   Only / 90% 82.30% 95% 100% based on T.O. positions
motivated, ed to 2nd Level positions accordi Current • Submission of reports for 2nd
ng to rank substantiated by IPER Process level personnel
D values-
• Submission of rank profile and
oriented and
compliance to directives.
disciplined • Revision of IPER
PNP Personnel 0.001 • Personnel Discipline Program
a. Convicted of c 0.005% 0.004% 0.002% 0.002% 0%
%
0.001%
riminal case • Conduct of a national assessment
Percentage of
survey on public perception of
11 personnel with DPRM
0.05 PNP’s administration of discipline
cases: b. Guilty of admi 1.05% 1.03% 0.97% 0.90% 0.06% 0.03%
nistrative case % • Enhance Counter-intelligence
against erring personnel
• Enhance Training Needs
Assessment Program
Percentage of trained personnel • Review & Amendment of Training
12 DHRDD 30% 40% 42% 45% 49% 50% 60%
vs training needs POIs (Field Training, Specialized
Courses, etc.)
• Ensure LGU Participation
Pilot tested • Establish rationalized Rewards &
in PRO Incentive system/ Welfare
DPRM/
13 Personnel Satisfaction Index NEW NEW NEW TBD COR     Program
DPCR
• Web-based Online Survey on
Personnel Satisfaction
• Transfer of PNPA, PNTI, NFSTI to
No. of Legislative Initiatives the PNP
14 DPL
Reviewed and Pursued • Stiffer Penalties for Illegal Fas,Etc.
Target Setting

Stretch
but achievable
 PNP SCORECARD
TARGET
PERSPECTIVE

2011 2012 2013 2016

STRATEGIC INITIATIVES
PNP OBJECTIVE MEASURE OWNER 2010
(Baseli Accompli Actual  
ne) Target Target    
shment (Jan-June)

Percentage of Information Techn

48.84 54.10
15 ology compliant PNP Stations (St   54.10% 56% 60% 69%
andard IT Compliance % % • Strategic ICT Policies Formulation
) and Implementation

• Implement fully ICT-based

LEARNING & GROWTH

DICTM
systems to support administrative
and investigative functions and
Develop a 16 Percentage of Communications T  25.09% 35%
34.70
36% 39%
25.09
% % police operations ( e-blotter, e-
responsive echnology compliant PNP Station rouge, e-warrant, etc.)
D and highly s
professional
police
organization

• Review of units/office mandates

DPL/ • Realignment & streamlining of
17 Percentage of Units restructured
DPRM units/offices

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

POLICE SERVICE"
desired performance level
target
How to
close the
Strategic Initiatives performance
gap?
current reality
baseline
 Why are initiatives important

We manage the strategy by

managing our ‘initiatives’.
-- Kaplan & Norton, BSC Creators (and many others)

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

POLICE SERVICE"
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
 PNP SCORECARD TARGET
PERSPECTIVE

2011 2012 2013 2016

STRATEGIC
PNP OBJECTIVE MEASURE OWNER 2010 Actual INITIATIVES
Accompl
(Baseline) Target Target (Jan-      
ishment
June)
• Reform of Budget
System
18 Percentage of progra DC 90% 90% 90% 95% 90% 99% 100%
• Application of
mmed activities fund
ed & implemented b ‘Activity-based’
ased on the Annual budgetting
Operations Plans and
Logistics Capability
Budget
Index
RESOURCE MANAGEMENT

34% 34% 31% 45% 45% 72% 91%

Percentage fill-up of:

Optimize
a. Mobility 24% 24% 24% 29% 29% 61% 90%
use of
• Capability
financial
E Enhancement
and Program (CEP)
logistical b. Firearms 67% 68% 57% 87% 87% 77% 90%
resources 19 DL • Resource
generation &
c. Commu- nication 12% 12% 12% 31% 31% 51% 85% mobilization from
s LGUs &
Stakeholders
d. Investigative
31% 31% 31% 34% 34% 100% 100%
Equipment

e. Infra- structure
511 561 557 607 602 652 802
(Police Stations)
 Governance is CASCADED down
CASCADING to the last unit and individual.

CPNP

SCORECARD
D-STAFF

PRO

DASHBOARD
PPO/CPO
CPS/MPS
PGS Benefits:
1.Ensures alignment.
2.Facilitate ownership through cascading.
3.Enhances strategic communication and
reporting.
4.Promotes stakeholder engagement.
5.Ensures results.
 What are the benefits of using a Scorecard?
• Measures performance on a regular basis;
• Lays down duties and responsibilities clearly;
• Ensures transparency and accountability;
• Provides feedback mechanism.
Worldwide, the system has proven it can work…

PALLADIUM HALL OF FAME

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

POLICE SERVICE"
QUESTIONS?

Module 1 Lesson 1.2

53
Rev: May 2015
THANK YOU AND GOOD
DAY !!!

Module 1 Lesson 1.2

54
Rev: May 2015