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

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

Element 1:
ANALYSIS AND EXAMINATION
OF STRATEGY EXECUTION
Auditor: PCPT LEO MIKHAIL P MENESES
 INSTITUTIONALIZATION EVALUATION PROCESS (IEP)
Performance Audit Framework

I. Governance Mechanisms II. Breakthrough Results

1. Strategy execution

1. Analysis and Examination of

Strategy Execution

2. Initiatives Management

2. Strategy sustainability Resulting

to… 6. Breakthroughs
3. Functionality of Strategy
Partners

4. Stakeholder Communication

5. Implementation and Sharing

of Best Practices and a Culture
of Good Governance

2
 IEP FRAMEWORK INSTITUTIONALIZA-
TION ELEMENTS
Regular
Analysis and Cascading of Alignment of
Monitoring,
Examination of Strategy to Scorecard and
Strategy Individual Level Dashboard to
Review and (as indicated in the
Reporting of
Execution (4) Individual (4)
Strategy (6) GAT of the ISA)
Link to 1. Validated breakthrough
Link to
Systems
Initiatives Human
Link to
Budget (6)
Link to
Logistics
Link to
Incentives and
results
Management Resource
(6) (8)
(8) (6) (8) (6) (8) Processes 2. Basic Governance
(6) (8)
Documents
(imbedded already
Functionality of Technical Police Strategy
Advisory Council within the other
Strategy Working Group Management
Partners (3) Unit (5))
(7) elements)
3. Technical Working
Group
Stakeholder
Implementation of the 4. Cascading Framework
Communications Plan (8)
Communication
(9) 5. Office for Strategy
Management
Implementatioa 6. Unit Governance
nd Sharing of
Best Practices
Sharing, Implementation
Good Governance Culture Practices
and Sustainability of
and a Good
Governance
Identified Best Practices (9)
(8) 7. Multi-Sector
Culture Governance Council
8. Governance Culture
Validated Breakthrough
Program
Breakthroughs
Results (1) 9. Governance Sharing
3
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

Regular Monitoring,
Functional Scorecard to Cascading of Strategy
Review and Reporting of
Individual Level down to Individual Level
Strategy

4
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

PARAMETERS CRITICAL ITEMS

 Consistency in the alignment of Unit Scorecard to PNP

Full Alignment (showing cause-and- Scorecard
effect relationship)  Updating (examination of objectives and targets) of Individual
Functional Scorecards
Scorecard up to
Individual Level

Link to performance evaluation

 Provision for penalties and rewards
system

Individual's understanding of  Extent of reach through the implementation of Individual

contribution to the unit and Scorecard
Cascading of organization  Common understanding
Strategy down to
Individual Level
 Regular conduct of cascading activities (PICE, e-Learning,
Regularity of the cascading process
seminars, etc)

 Sustained reporting, monitoring, and assessment

Regular / continuous refresh based on
 Active involvement of strategy execution partners (TWG,
learning and feedback
Regular Monitoring, PSMU, Advisory Council)
Review And
Reporting Of
Strategy Efficient reporting and monitoring  Use of established tools and technology
process  Database for performance analysis and monitoring

5
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

Regular Monitoring,
Functional Scorecard up Cascading of Strategy
Review and Reporting of
to Individual Level down to Individual Level
Strategy

6
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

PARAMETERS CRITICAL ITEMS

 Consistency in the alignment of Unit Scorecard to PNP

Full Alignment (showing cause-and- Scorecard
effect relationship)  Updating (examination of objectives and targets) of Individual
Functional Scorecards
Scorecard up to
Individual Level

Link to performance evaluation

 Provision for penalties and rewards
system

Individual's understanding of  Extent of reach through the implementation of Individual

contribution to the unit and Scorecard
Cascading of organization  Common understanding
Strategy down to
Individual Level
 Regular conduct of cascading activities (PICE, e-Learning,
Regularity of the cascading process
seminars, etc)

 Sustained reporting, monitoring, and assessment

Regular / continuous refresh based on
 Active involvement of strategy execution partners (TWG,
learning and feedback
Regular Monitoring, PSMU, Advisory Council)
Review And
Reporting Of
Strategy Efficient reporting and monitoring  Use of established tools and technology
process  Database for performance analysis and monitoring

7
Sub-Element: FUNCTIONAL SCORECARD UP TO INDIVIDUAL LEVEL
Factor: Full Alignment (Showing Cause-and-Effect-Relationship)
Criteria: Consistency

Measure Condition/Findings Cause/Effect Recommendation

• Among the 27 current measures

for the 7 objectives, majority or
• The alignment of nomenclature from the
22 measures have direct link and
mother unit down to its subordinate unit
connection from the scorecard of
present an strategy that entirely executed
subordinate units, while 7 • Ensure that scorecards
Alignment of among the unit. Synchronize execution
measures have contributory down to individual
Subordinate Unit drives a better and faster attainment of
relation among measures from its personnel are
Scorecard to the objectives.
subordinate units. contributory to the overall
Mother Unit
objective of the
Scorecard • Some nomenclature that are not directly
• Thus all objectives have direct organization.
identical, alignment are proven by
link, and measures from
substance because of the contributory
subordinate offices and units are
relationship among the measures of
all contributory to the objective of
subordinate units to the mother unit.
the Mother Unit.

8
Sub-Element: FUNCTIONAL SCORECARD UP TO INDIVIDUAL LEVEL
Factor: Full Alignment (Showing Cause-and-Effect-Relationship)
Criteria: Consistency

Measure Condition/Findings Cause/Effect Recommendation

• Personnel are doing their functions

embedded on their designation making
• Generally, individual
each and every individual contribute to the
scorecards are aligned with the
overall objectives of the unit.
score card of their superior and
Alignment of • Provide a more explicit
their activities are either
Individual • Increase awareness on their direct explanation on the business
directly or indirectly
Scorecard to contribution to the scorecard of their process of the office and how
contributory to the scorecards
Superior’s superior provides every personnel a sense their activities, effort and work
of their superior. However,
Individual of belongingness and inclusiveness within are contributing to the office
some personnel have limited
Scorecard the office. and in the PRO 1 in general.
awareness about their
contribution to their superior
• Making them understand that every effort
scorecard.
is contributing to a greater objective of the
office or unit.

9
 Sub-Element: FUNCTIONAL SCORECARD UP TO INDIVIDUAL LEVEL

Factor: Link to Performance Evaluation System

Criteria: Provision of Rewards Based on Performance

Measure Condition/Findings Cause/Effect Recommendation

• Awards provide a sense of

• Applied - 5,281 accomplishment and source of
• Initiated awards 66,180 pride, motivation and a form of
recognition among personnel for
• Rewards/recognition • Total awards given 71,461 • Sustain giving of incentives
their exemplary performance.
given due to among PNP personnel for
accomplishments or • Application for issuance of both operational and
• Personnel’s morale and spirit are
attained targets that awards underwent through a administrative
uplifted when they see that the
are awardable board deliberation whether or accomplishments.
PRO leadership recognizes their
not such award will be given to accomplishment and good deeds,
personnel. thereby increased their
commitment and motivation.

11
Sub-Element: FUNCTIONAL SCORECARD UP TO INDIVIDUAL LEVEL
Factor: Link to Performance Evaluation System
Criteria: Provision of Rewards Based on Performance

Measure Condition/Findings Cause/Effect Recommendation

• The quantitative
accomplishments in the ISC • The quantitative accomplishment provided on
are not fully utilized and the scorecard can be an objective basis in • Maximize the utilization of
considered when providing providing qualitative assessment on the ISC quantitative
rating to IPER. performance of personnel. accomplishment in
Linkage of IPER to
providing rating in the
ISC
• Ratings provided in IPER • The utilization of ISC in providing rating IPER. Reiteration on the
are mostly came from provides a more objective rating, thereby use and linkage of ISC
qualitative observation on removing bias and any form of favoritism and IPER
the performance of among personnel
personnel.

12
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

Regular Monitoring,
Functional Scorecard up Cascading of Strategy
Review and Reporting of
to Individual Level down to Individual Level
Strategy

13
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

PARAMETERS CRITICAL ITEMS

 Consistency in the alignment of Unit Scorecard to PNP

Full Alignment (showing cause-and- Scorecard
effect relationship)  Updating (examination of objectives and targets) of Individual
Functional Scorecards
Scorecard up to
Individual Level

Link to performance evaluation

 Provision for penalties and rewards
system

Individual's understanding of  Extent of reach through the implementation of Individual

contribution to the unit and Scorecard
Cascading of organization  Common understanding
Strategy down to
Individual Level
 Regular conduct of cascading activities (PICE, e-Learning,
Regularity of the cascading process
seminars, etc)

 Sustained reporting, monitoring, and assessment

Regular / continuous refresh based on
 Active involvement of strategy execution partners (TWG,
learning and feedback
Regular Monitoring, PSMU, Advisory Council)
Review And
Reporting Of
Strategy Efficient reporting and monitoring  Use of established tools and technology
process  Database for performance analysis and monitoring

14
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL

Factor: Individual's Understanding of Contribution to the Unit and Organization

Criteria: Extent of Reach

Measure Condition/Findings Cause/Effect Recommendation

• Personnel were able to

attend formal cascading
activities on the
implementation of strategy, • Appreciation on the importance of the components
either on formal programs of the PGS starts with understanding the whole
conducted by PSMUs of concept, operational framework and its significant • Sustain the cascading
different units, or during to the unit and to every personnel. And this can be initiatives with more
• Percentage of
PICE - DPAR, during done though constant reminder, continuous thorough approach,
personnel
seminars and schooling. conduct of lecture and other form of cascading coaching and
cascaded to
activities. mentoring can be an
• Although personnel have effective way.
attended a series of • Unless personnel are given with thorough lecture,
cascading initiatives, a some personnel may not fully appreciate it.
more thorough explanation
shall be given to some
personnel.

15
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL
Factor: Individual's Understanding of Contribution to the Unit and Organization
Criteria: Common Understanding

Measure Condition/Findings Cause/Effect Recommendation

• Majority (74 %) of the

personnel have an updated
scorecard weekly, while the
remaining 26 % update • Projected activities in a period should be included
their scorecard per month in the current scorecard, this serves as a • Immediate supervisor
or per semester. monitoring mechanism of the superior officer to ensure that all
whether or not the subordinates were able to projected activities or
Percentage of • However, some duties and perform its given task. functions shall be
personnel with functions are not included in included in the
updated individual the scorecard. Only main • Failure to include some activities on the scorecard scorecard, and this
scorecards functions were included in may mean, the personnel have very limited may also remind
the scorecard. functions and only accomplish this much for a every personnel on
certain period. There is no monitoring mechanism the things to do’s for a
• While few personnel were if the personnel failed to perform the function task certain period.
not able to present their to him but not included in the scorecard.
scorecard or not
maintaining an individual
scorecard.

17
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL
Factor: Individual's Understanding of Contribution to the Unit and Organization
Criteria: Common Understanding

Measure Condition/Findings Cause/Effect Recommendation

• Majority among the

personnel have high level of
understanding, and only • It is expected that PCOs
few personnel from Police must fully understand the
• Lack of appreciation may caused by low level
Percentage of stations, PPOs and PROs concept of the PNP
of understanding, and low level of
personnel with high have low to moderate PATROL Plan 2030 and
understanding may caused low level of buy
level of understanding about the shall be the one to guide
in,
understanding of PNP PATROL Plan 2030. their unit in implementation
their contribution to of the strategy.
• PCO’s who have low level of buy in who holds
the • Personnel who have low to
supervisory positions may negatively
unit/organization moderate understanding • Thus, a thorough lecture
influence their subordinates.
includes either PNCO, PCO be given during cascading
and NUP. activities.

19
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL

Factor: Regularity of the Cascading Process

Criteria: Regular Cascading Schedule

Measure Condition/Findings Cause/Effect Recommendation

• The TOKHANG
• All offices and units have been
(transforming and
cascaded to, down to Municipal
organizing vision aligned by
Police Stations.
knocking, harnessing and
• Cascading were done thru regular
assessing good
cascading sessions, inclusion
governance) is one of a
during regular conduct of PICE, • The cascading activities increase
kind initiative to religiously
schooling and seminars. awareness, understanding, and
Percentage of cascade, validate and
• TOKHANG (transforming and reinforce commitment of every police
subordinate units assess the extent of
organizing vision aligned by officers in all PNP offices and units
cascaded to implementation of the
knocking, harnessing and within Police Regional Office 1.
Strategy.
assessing good governance) is an
innovation to continuously sustain
• This must be sustained and
the effort of cascading activities
expand to PSMU of PPOs.
randomly to all offices, randomly.
This can also be replicated
This is a mechanism that does not
by other PRO and NSU
only cascade but a validation on the
nationwide.
depth and extent of implementation.

22
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL

Factor: Feedback

Criteria: Feedback mechanism to ensure updates (link to the functional scorecard)

Measure Condition/Findings Cause/Effect Recommendation

• Survey include as one

measure under community
perspective, an effective • A unified feedback
way to get the feedback on mechanism can be helpful
• Volume of feedback – getting the right
the progress whether or not and capture a more
feedback enable the offices to provide
Presence and the office is doing good on diversified issues. This
solution to the possible issues, either
implementation of its implementation. might include inclusion of a
immediate or long term. Feedback are useful
feedback survey form along with the
to get the real account of the services
mechanism • Other forms of feedback any application form to the
provided to the community and
mechanisms includes ‘itxt frontline services such as
stakeholders.
mo kay RD’ which is police clearance form and
currently monitored by the like.
RPCRD.

24
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL

Factor: Commitment to Targets

Criteria: Individual's personal monitoring of accomplishments vis-a-vis targets

Measure Condition/Findings Cause/Effect Recommendation

• Majority of the personnel

were able to met their targets
in their individual scorecard, • Achieved targets speaks on the
however some scorecards commitment of every personnel to
• Accomplishments shall be
were not signed by their accomplish the task given to them as
reviewed by their immediate
superior/immediate reflected on the scorecard.
Percentage of supervisor to have at least
supervisor.
personnel who capture the inputs/insights
• Accomplishment at the end of the period
have met their and feedback from the
• Unsigned scorecard may provide a sense of satisfaction to every
individual targets personne,l some key success
mean that their ISC was not personnel knowing that they were able to
factors or identified gaps or
personally checked by their perform all tasked provided in the
further challenges.
supervisor, thereby their scorecard which subsequently contribute
accomplishment were not to the scorecard of their office.
monitored and their functions
were not closely supervised.

25
Sub-Element: CASCADING OF STRATEGY TO THE INDIVIDUAL LEVEL
Factor: Individual Commitment
Criteria: Level of Commitment

Measure Condition/Findings Cause/Effect Recommendation

• Majority of the personnel

who have high level of
commitment are those
personnel who have high • The more knowledgeable a personnel is,
level of understanding and the more committed and more likely to see
knowledge about the PNP the benefits of the system which therefore
• Enhance and sustain the
Percentage of PATROL Plan 2030. create a higher level of buy-in.
current cascading activities
personnel with a
such as TOKHANG,
high level of • Majority of the personnel • Personnel with low to moderate level of
inclusion during PICE and
commitment to the wish to institutionalize the knowledge about the PNP PATROL plan
similarly important activities
strategy use of the PGS in their 2030, are likely to have a low level of
or gatherings.
office/unit because of many commitment since they were not able to
proven advantages such as appreciate the system and processes
providing an efficient provided in using the PGS.
system of monitoring on the
level of achievement of the
unit towards their vision.

26
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

Regular Monitoring,
Functional Scorecard up Cascading of Strategy
Review and Reporting of
to Individual Level down to Individual Level
Strategy

30
 ANALYSIS AND EXAMINATION OF STRATEGY EXECUTION

PARAMETERS CRITICAL ITEMS

 Consistency in the alignment of Unit Scorecard to PNP

Full Alignment (showing cause-and- Scorecard
effect relationship)  Updating (examination of objectives and targets) of Individual
Functional Scorecards
Scorecard up to
Individual Level

Link to performance evaluation

 Provision for penalties and rewards
system

Individual's understanding of  Extent of reach through the implementation of Individual

contribution to the unit and Scorecard
Cascading of organization  Common understanding
Strategy down to
Individual Level
 Regular conduct of cascading activities (PICE, e-Learning,
Regularity of the cascading process
seminars, etc)

 Sustained reporting, monitoring, and assessment

Regular / continuous refresh based on
 Active involvement of strategy execution partners (TWG,
learning and feedback
Regular Monitoring, PSMU, Advisory Council)
Review And
Reporting Of
Strategy Efficient reporting and monitoring  Use of established tools and technology
process  Database for performance analysis and monitoring

31
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained reporting

Measure Condition/Findings Cause/Effect Recommendation

• The late submission of report was due to

either delayed signing of the report or due
• Generally, after strategy to repetitive corrections.
• The creation of an annual
review (SR) reports were
schedule for the conduct of
submitted on time, except • Late conduct of SR was due to
strategy review is highly
Timely submission to 2 reports on 2016. unavailability of vacant schedule of
encourage.
of after-strategy Regional Advisory Council and
review (SR) report • For the period of 3 years, 3 unavailability of the Chairman TWG, both
• This must be discuss during
SR were conducted late, mandatory component for the conduct of
TWG meeting and Strategy
but its after activity reports SR.
Reviews.
were submitted on time.

32
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained reporting

Measure Condition/Findings Cause/Effect Recommendation

• The presence of RAC members or TWG

• All strategy reviews have been
during SR depends on the schedule of
conducted for the duration of
their availability, thus sudden scheduled
2016-2019.
of SR would not maximize their • Creation of annual schedule
Completeness in
attendance. of SR and be presented to
the conduct of • All strategy reviews was
RAC members and C, TWG
strategy reviews presided by the Chairman TWG
• Analysis on the GAPs for the previous in advance.
and/or representative and
quarter may not be addressed
attended by a member of the
immediately thus delayed possible
RAC.
intervention to solve issues at hand.

33
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained reporting

Measure Condition/Findings Cause/Effect Recommendation

• Accomplishments
presented were properly
documented thru
• Achievements with supporting evidence
memorandum and activity
Percentage of provide a sense of honesty and
reports from PPOs,
accomplishments accountability on the part of operational • Compilation of all
Regional Divisions, and
reported in the units. The figure on the scorecard reflects memorandums, after activity
other internal and external
scorecard with the real situation on the field. When report and other documents
sources.
supporting properly documented, statistics is both in hard and soft copy.
evidence uncontested truth and pose a very strong
• Data presented were also
argument.
reviewed and validated
during the conduct of
strategy reviews.

34
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained monitoring

Measure Condition/Findings Cause/Effect Recommendation

• Measure profile under the PRO 1

scorecard are updated during the
“scorecard clean-up on 2016, any
• Updated measure profile provides a
changes in the measure profile • Include the review of the
clear sense of measurement on
Submission of were changed during such Measure profile during SR,
accomplishments. Regular update of
updated measure activities. this will make sure that
the measure make it responsive
profiles measurement being utilized
whenever performance indicator are
• There is no proof to show that is still responsive.
preferred to change.
Regional Divisions submitted their
measure profile whenever there are
changes thereof.

35
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained monitoring

Measure Condition/Findings Cause/Effect Recommendation

• The strategy execution resulted to

attainment of 87 % among 29 • The percentage of target attained for • Sustain the gains of PNP
measures on 2016 and 2017, and the 3 years shows the effectiveness of PATROL Plan 2030,
Percentage of
27 measures on 2019. strategy execution and responsiveness through religious
targets attained
of the initiatives being implemented in implementation of all the
overall
• There is an increase on the complement to the overarching elements of
attainment of lead and lag targets initiatives of the PNP in general. institutionalization.
for the 3 years in review.

36
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained monitoring

Measure Condition/Findings Cause/Effect Recommendation

Among the lead targets during

the years in review
• The lead or output measures more often than
60 % in 2016
not lead to the attainment of lag measures,
66 % in 2017 • Sustainment,
initiatives connected with the these measures
Percentage of lead 66.7 % in 2018 enhancement or
are deemed effective when lead targets are
(output) measures innovation of other
being attained.
with attained were able to attain. initiatives connected to
targets lead measure will further
• The increased attainment of lead measures
However, although there is an increase attainment.
contributed to the constant increase in the
increasing attainment of the
attainment of the lag measures.
lead targets, degree or level of
accomplishment on individual
lead targets vary every year.

37
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained monitoring

Measure Condition/Findings Cause/Effect Recommendation

• Among the lag targets during

the years in review

66 % in 2016
66 % in 2017
• With the yearly increase on the
68 % in 2018
attainment of lead targets, it logically
Percentage of lag goes that attainment of lag targets were
were able to attain. • All initiatives that drives the
(outcome) also increased from the 3 years in review.
achievement of lead targets
measures with
must be sustain.
attained targets • The attainment of lead targets was
• However, although there is an
attributed to the implementation of
increasing attainment of the
initiatives identified in every measure.
lead targets, degree or level
of accomplishment on
individual lead targets may
vary every year.

38
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained assessment

Measure Condition/Findings Cause/Effect Recommendation

• Key success factors have

• Key success factors that are consistently
been identified on all • Identify other key success
produced an efficient result are further
measure with attained factor which can be enhance to
Percentage of enhanced, example of the key success
targets, and have been produce a better result, or can
measures with key factors is the establishment of Police
continuously implemented be considered best practice for
success factors CART wherein continuously identified as
to sustained the possible replication in different
key success factors, thereby replicated
achievement of the units.
and sustained its implementation.
previous quarters.

39
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Sustained assessment

Measure Condition/Findings Cause/Effect Recommendation

• Among the SR conducted from

2016-2018, gap/s in every
measure with unattained target
and possible intervention have
• Identifying of gaps is necessary to
been presented.
explain why measures was not able to
meet its target, the initiatives are
• In every gaps presented, more
among the most common reasons why • Interventions presented on
Percentage of often than not, initiatives being
there are unattained targets. every gaps should be
measures with link to each measure have either
implemented and presented
resolved gaps improperly implemented or
• With the identification of gaps, the its effectiveness during SR.
initiatives are not anymore
office or unit enable them to
responsive with the objective.
understand the reason why targets
were not met.
• Some of the recommendation or
intervention proposed during SR
were not assessed or evaluated
during the succeeding SR.

40
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Active involvement of strategy partners

Measure Condition/Findings Cause/Effect Recommendation

• It is highly encourage that

members of the TWG or
• Strategy reviews are most productive with
Division Chiefs shall attend all
the full participation of all TWG members
strategy reviews and avoid
who, generally, are also the owners of the
Presence of the being represented by
• All SR during the period in performance indicators in the Office/Unit
Chairman, TWG Deputies.
review have been presided scorecard. Strategy reviews become even
during strategy
by the Chairman of RTWG. more potent with the presence of the
review • RPSMU to create an annual
Chairman of the TWG who can provide
schedule of SR to have a
valuable direction and guidance to the
predetermine schedule and
review.
for the members of TWG to
free their schedule.

41
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Regular and continuous refresh based on learning and feedback

Criteria: Active involvement of strategy partners

Measure Condition/Findings Cause/Effect Recommendation

• Maximized attendance of Advisory

Council members provides a thorough
• There is a room for PSMU to • RPSMU to create an
participation wherein they can provide
enjoin members of RAC to annual schedule of SR to
Presence of inputs and insights.
increase their attendance and have a predetermine
advisory council
participation during SR, maximize schedule and for the
member during • Provides awareness on matters
their inputs and insights in every members of RAC to free
strategy review wherein their sectors can provide
topic being discussed that related their schedule advance.
assistance.
to their field of expertise.

42
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Efficient monitoring, review and reporting process

Criteria: Use of tools and technology

Measure Condition/Findings Cause/Effect Recommendation

• Monitoring and reporting thru

Viber or messenger video
conferencing has not proven its
effectiveness yet because of the
challenges of signal and
resolution, however this would • Analysis can even be more effective
be a great start using some and efficient with the use of visual aide.
Sustained tools and technology in reaching
• Increase effort to increase
Presence and out PNP personnel all over the • The utilization of various tools and
the utilization of available
utilization of tools region. technologies to track performance in
technological tools
and technology implementing the strategy can provide
• The use of visual aid through an avenue for the PRO to provide
projector screen and other guidance to lower units.
forms or presentation during
strategy review helps the
attendees of SR to properly
visualize and analyze the data
being presented.

43
Sub-Element: REGULAR MONITORING, REVIEW AND REPORTING OF STRATEGY

Factor: Efficient monitoring, review and reporting process

Criteria: Database for performance analysis

Measure Condition/Findings Cause/Effect Recommendation

• The sustained utilization of database or

records management system provides • Enhance the utilization of
Sustained • Utilization of database or immediate or ensure availability of database system, from all
presence and records mgt has been information, documents and other records Divisions from R1-R9.
utilization of a adequately established, the that needed for analysis for certain period
database or available database system of time. • Conceptualization of
records were able to fulfill the purpose database integrated
management of housing the data for future • The presence efficient filing methods will system, and possible
system references. make ensure that any possible references incorporation with the
is available for efficient and effective existing system.
decision making,

44
 ELEMENT 1 RATING
PARAMETERS CRITICAL ITEMS

Full Alignment (showing cause-and-

effect relationship) BEST PRACTICE
Functional
Scorecard up to
Individual Level

Link to performance evaluation

system
BEST PRACTICE

Individual's understanding of

Cascading of
contribution to the unit and
organization
BEST PRACTICE
Strategy down to
Individual Level
Regularity of the cascading process BEST PRACTICE
Regular / continuous refresh based on
learning and feedback BEST PRACTICE
Regular Monitoring,
Review And
Reporting Of
Strategy Efficient reporting and monitoring
process BEST PRACTICE
45
THANK YOU!
TRANSFORMATION …
Our Shared Commitment!!!

MAI
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