( overview )follow up cascading of pnp patrol plan 2030

7/30/2019 ( Overview )Follow Up Cascading of Pnp Patrol Plan 2030

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Philippine National Police

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


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PNP P.A.T.R.O.L. PLAN 2030 P eace and order Agenda for T ransformation and upholding of the Rule- O f-Law

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


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SEQUENCE OF PRESENTATION HISTORICAL BACKGROUND

THE PNP PGS JOURNEY

THE PNP P.A.T.R.O.L. PLAN 2030PNP Charter Statement PNP Scorecard 3 Important Components of the PGS

WAY FORWARD2015 CommitmentsInstitutionalization

CERTIFICATION PROCESS



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The Best Way To Predict The Future Is To Make It!!!

Promote the vision of a better future , give shape & identity to our PNPspioneering spirit and creativity

from which everyone can draw inspiration,by making do of what we have and getting the most out of local situations,native/in-house talents.

Create windows to the future - - -identify ways by which everyone cansee what tomorrow could be like .

a future in which every PNP personnel will be engaged more than ever withthe Communities they serveto which each contributes and from which everybody in the community canbenefit.



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Tipping Point

Malcolm Gladwell, The Tipping Point

EarlyAdopters14%

constantly

againstvirtually

e verything




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PNP

IN

TEGRATED

TRANSFORMATION

PROGRAM




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THE PHILIPPINES HASBEEN IDENTIFIED ASONE AMONG THE 28 COUNTRIES QUALIFIEDFOR A DEVELOPMENT GRANT

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


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Background on GRP Policy Improvement Process

MCC reselected the Philippines as Compacteligible for FY 2009

Meet MCC eligibilitycriteria in the areas of:

Ruling justly Investing in people Economic freedom

COMPACT AGREEMENT



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Philippine GovernmentPolicy Improvement Processes (PIPs)

PIP on Developing 120 Local Government Units (LGUs)as Sparkplugs for Economic Development

PIP on the Institutionalization of PerformanceGovernance System (utilizing the Balanced Scorecard) inSix (6) National Government Agencies

PIP on Improving Transparency in Budget Delivery



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Six (6) national government agencies were chosen toapply the globally-recognized performancegovernance system (PGS) inorder to raise the standardsof governance practicethrough the assistance of theDAP and ISA / NCC.

Batch 1 (MCC 6)



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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 hasclose daily direct contact with ordinary citizensand immediate positive impact on the welfare

of the people in all communities it serves.



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PERFORMANCE delivering actual results that showreal progress in pursuit of a roadmap

Delivery of Resu lts

Measurable p rogress

Meeting Targets

Ident i fying ini t iat ives



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o Designed to raise the standards of governance

Address corruption

Maintain political & economic stability

Upholding the rule of law



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GOVERNANCE is about strategy whichintroduces radical change

Personalities Institutions

Short Term Long Term

Single Issues Inter-connectedPriorities

Tactics Strategies

FROM TO



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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 contributionfrom individuals and institutions for the common good of the

institution and community as well as the long-termdevelopment of the Philippines.



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SYSTEM operational discipline of connecting strategy with execution

Vision & Miss ion ( inf luence of core values)

Strategy Map & Governance Scorecard

Headquarters, Operating Un its & Stakeholders

Alignm ent of s t ra tegic in i t ia t ives ,m easures & Targets



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Flight RunwayGS BENEFITSPHILOSOPHY: We dont count customers, we count partners in Governance

METHOD: Content facilitation not imposition

1 EnsuresAlignment

If we succeed, how will we look toour stakeholders?

Stakeholders

Strategic Objectives

To satisfy our customers, at whichprocesses must we excel?

Internal Processes

"To execute our processes, how must ourorganization learn and improve?"

Learning & Growth

In order to succeed, what resourcesdo we need?

Resource and Finance



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Facilitate Ownership Through Cascading2

Strategy

PNP

Major Units

Sub-Units

MeasuresObjectives

Complete Framework for PNP Strategic Map

PGS BENEFITS



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Goal Objective Measurement Target Initiative

The system heightens measurability

Based on th e system that actually work..

Ensures Results3 PGS BENEFITS



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Enhances Strategic Communication and Reporting4 PGS BENEFITS

1. Executive consensus andaccountability:

Building the map eliminatesambiguity and clarifies

responsibility.

3. Educate and Communicate :

Build awareness andunderstanding of organization

strategy across theworkforce.

2. Strategic Reference:

Each sub-unit and individuallink their objectives

to the map and talks with the sameStrategic map in mind

4. Promote Transparency andResults Documentation :

The tools are guidelines of whatshould be communicated and

the targets would evaluateeffectiveness objectively .



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External Stakeholders

Executive Leadership

Internal Stakeholders

LOCAL CHIEF EXECUTIVE &LEGISLATIVE COUNCIL

UNIFORMED & NON-UNIFORMED PERSONNEL

THE GOVERNANCE INFRASTRUCTURE

MULTI-SECTORAL GOVERNANCE COALITION BUSINESS, MEDIA, ACADEME, YOUTH,

PROFESS IONS, CIVIC, CHURCH, CJS, MILITARY

It i s impo rtant that we make the s t ra tegy th e concern o f everyon e

5 Promotes Stakeholder Engagement



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Worldwide, the system has proven it can work

PALLADIUM HALL OF FAME

VISION:..." HIGHLY CAPABLE, EFFECTIVEAND CREDIBLE POLICE SERVICE"


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Source: ISA

INSTITUTIONALIZED

PROFICIENT

COMPLIANT

INITIATED

PATHWAY HALLMARK

Breakthrough ResultsLinkage to Individual ScorecardDuration: 6 months to 1 year

Office of Strategy ManagementMechanisms to Report StrategyDuration: 6 months to 1 year

Alignment of Organization & ResourcesSub Unit ScorecardsDuration: 6 months to 1 year

Charter, VMG, Road Map, ScorecardMulti-Sectoral Governance CoalitionDuration: 6 months



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Performance Governance System Stages

Initiation

Compliance

Proficiency

Institutionalization

1. Analysis andexamination of strategy execution

2. Creation of theOffice of Strategy

Management3. Regular monitoring

and review of strategies

1. Presence of mechanismsand tools for data trackingand reporting of strategicperformance

2. Conduct of impactevaluation:

Center for Leadership andGovernance

Cascade to the Individual Improved Core Processes Performance Evaluation

System Transformed Corporate

Culture Breakthrough Results

1. Formalization of the MSGC

2.Cascading of vision andstrategies

3.Aligning budget andhuman resources tothe vision andstrategies

1. Formation of Technical WorkingGroup

2. Formation of Multi-SectoralGovernance

Council (MSGC)

3.Formulation of Strategy Map andGovernanceScorecard



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PNP Letter of Instruction 53/09

Institutionalizationof Performance

Governance Systemdated August 11, 2009

LEGAL BASIS

PNP MandateRAs 6975, 8551

and 9708

Memorandum fromthe Executive

Secretary datedJune 23, 2009 on theExecutive Briefing of

PGS for the Six (6)National Government

Agencies

Memorandum fromthe Executive

Secretary dated July 9,2009 mandating the

Institutionalization of PGS in the Six (6)

National GovernmentAgencies



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FONTANA LEISURE PARK, CLARK, PAMPANGA AUGUST 2009

Letter of Instruction53/09

Institutionalizationof Performance

Governance System dated August 11,

2009



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29/129



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MANDATERepublic Act 6975 as

amended by RA 8551 andfurther amended by

RA 9708

MISSIONEnforce the law, prevent and

control crimes, maintainpeace and order, and ensure

public safety and internalsecurity with the active

support of the community.

P HILOSOPHY Service, Honor and Justice

CORE VALUESMaka DiyosMakabayan

MakataoMakakalikasan

VISIONImploring 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 asafer place to live, work, and do business.

Highly Capable, Effective and Credible Police Service by 2030

Develop a responsive andHighly Professional Police

Organization

Develop Competent , Motivated,Values-oriented and Disciplined

Police Personnel

A safer place to live, work and dobusiness

Improve community safety awarenessthrough community-oriented and

human rights-based policing

Optimize use of financial and logistical resources

Improvecrime

prevention

Improvecrime

solution


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Localized to address theimportant governanceissues in the country .

...is to translate strategy into measures that concisely

communicate your vision to the organization .



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Source: ISAVISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"


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Resource Management

How do we effectively andefficiently manage ourfinancial and logistical

resources?

Vision &Strategy

What operationalprocesses must we excel

at and best practicesmust we adopt?

Process ExcellenceLearning & Growth

How can the PNPdevelop a highly

capable, effective andcredible organization?

In what way is thecommunity best served

by the PNP?

Community


GOVERNANCE SCORECARD


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PERSPECTIVE

GOVERNANCE SCORECARD

OBJECTIVES MEASURES TARGETS INITIATIVES FUNDING

2013 2014 2015



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CUSTOMER ANALYSIS


STRATEGIC OUTCOME AC A l i


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Who are the main beneficiaries of our services?

Who are the indirect beneficiaries of the

services we provide? What are the major goods and services we are mandated to provide our customers?

Who are our customers and what are their needsand expectations?

STRATEGIC OUTCOME

Why should we patronize your services? What is most worthwhile to keep in mind about your services?

Primary Customer

Other CustomersMajor Deliverables

What benefits do we get from your services? UTCOME /Customer ValueProposition(CVP)

ACustomer Analysis



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What do they expect from us (demands/ needs / wants)? - Deliverables (products or services)

How can we serve/satisfy them better?

Satisfying Customers Delighting Customers - Quality - Quantity - Delivery Time /JIT

How can we develop mutual trust & build-up confidence?

CUSTOMER ANALYSIS

(INTERNAL & EXTERNAL / PRIMARY & SECONDARY)



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What are we good at? Where do we need to improve?

What is/are our core competencies?

What are our key drivers?

What are the existing/emerging threats?

What are the available opportunities?

What is/are our most important assets/resources?

WHATS OUR CORE BUSINESS? Its not enough to be busy

the question is: What are we busy about? - Henry David Thoreau



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PROCESS EXCELLENCE


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VISION:..." HIGHLY

CAPABLE, EFFECTIVE AND CREDIBLE POLICE"

How do we improve our core processes toattain our strategic outcomes?

ValueChain

Strategic ShiftsObjectivesFrom m To

PROCESS EXCELLENCE

PolicyDevelopment

InfrastructureDevelopment

System andData Integration

LEARNING & GROWTH


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VISION:..." HIGHLY


How do we equip our unit with the neededcompetencies, values & technologies to support

our process improvement?Strategic Shift

Objectivesfrom to

Human Capital Organization

Capital (LCAT)

Information Capital

LEARNING & GROWTH

(LCAT Leadership, Culture, Alignment, Teamwork)


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VISION:..." HIGHLY


How should we manage and allocate ourresources for maximum social impact?

Strategic ShiftObjectives

from to

RESOURCE MANAGEMENT


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Strategic

Elements and Alignment

SCORECARD DEVELOPMENT

S i El


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Strategic Elements

MEASURE TARGET INITIATIVEOBJECTIVE

Cascading the PNP Strategy 2010 Institute for Solidarity in AsiaVISION:..." HIGHLY CAPABLE, EFFECTIVEAND CREDIBLE POLICE SERVICE"

St t i El t


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Strategic Elements


OBJECTIVEStatement of what strategy

must beachieved andwhats criticalto its success

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

What should be done toeffectively pursue a given

strategic priority (objective) ?

NHQ- 6

PRO - 10



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St t i El t


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Strategic Elements


OBJECTIVEStatement of what strategymust achieveand whats

critical to itssuccess

MEASUREHowperformanceagainst anobjective isquantified

TARGETThe level of performanceor rate of improvementneeded

success measure metricOutcome indicator KPI

l performance level

project program action plan


What measure should be used inorder to indicate that progress isbeing made towards achieving a

strategic priority?

NHQ- 19

PRO - 27


Wh tt


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Why measures matter


If you cant measure it,you cant manage it.

If you cant manage it,you cant improve it.

-- Kaplan & Norton, BSC Creators (and m any others)


Wh tt


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Why measures matter


What gets measured gets done !!!!

-- Peter Druc ker, Tom Peters, Edw ards Dem ing,Lord Kelvin (and m any others)


Wh tt


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Why measures matter


WARNING: Not everything that

coun t s can b e coun ted ,and no t every th ing tha t

can be counted counts.

-- Albert Einstein


P rpose of strategic meas res


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Purpose of strategic measures


Measures drivedesired behavior.

Measures test the validity

of the strategy.


Measures can take many forms


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Measures can take many forms


Measure Form Advantages Disadvantages

Absolute numbers Clear and simple; unambiguousOne dimensional, does not consider context

Indices

Provides broad general result (multi-variate analysis)

Masks underlying individualvariables

Percentages

Good indicators of relative changeused in measurement over time

Sometimes misunderstood or improperly used

Rankings

Easy to compute and to understandobjective

Category definitions ofteninconsistent

Ratings Good for nominal data Can be biased

Ratios

Depict critical relationships to bemanaged (e.g., incremental cost vs.revenue generated)

Can be difficult to understand howto manage/effect relationship



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4312 Is the measure quantifiable, reliable,repeatable over time?

Does the measure focus on theenvisioned strategic shift?

Is this meaningful on amonthly or quarterly

basis?

Can meaningful targets for improvement be established?

Quality &Operationability


Strategic Elements


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Strategic Elements


OBJECTIVEStatement of what strategymust achieveand whats

critical to itssuccess

MEASUREHow successin achievingthe strategywill begauged andtracked

TARGETThe level of performance or rate of improvement

needed

INITIATIVEKey actionprogramsrequired toachieveobjectives

strategic element success measure metric KPI

goal performance level

project program action plan


What targets should be set inthe intervening years?


Target Setting


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Target Setting

(Look for targets that havesome level of stretch but stillfeel realistic)


TARGET

MOTIVATION

SWEET SPOT


Stretch targets


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Stretch targets

BASELINE:2011

Stretch targets are long-term and become thebasis for setting annual progress points.


Set Targets for : Scorecard & Dashboard2013

201420152016


Strategic Elements


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Strategic Elements


INITIATIVEKey actionprogramsrequired toreach thetarget

success measure metric KPI

goal performance level

project program activities action plan


What initiatives must beundertaken to fill-in the

performance gap?


Strategic initiative


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Strategic initiative

Cascading the PNP ITP Strategy 2010 Institute for Solidarity in AsiaCascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Initiatives closethe performance gap( between current & d esired

performance) INITIATIVES


Managing Initiatives


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Managing Initiatives

Cascading the PNP ITP Strategy 2010 Institute for Solidarity in AsiaCascading the PNP Strategy 2010 Institute for Solidarity in Asia

You manage strategyby managing initiatives .

-- Kaplan & Norton, BSC Creators


Managing Strategic initiatives


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Managing Strategic initiatives

Not business as usual. No bean -counting

It should have:


clearly defineddeliverables

committed resourceallocation

budget

accountability at theleadership team level

clear start & stop datesand progress milestones



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PNP OBJECTIVE MEASURE STRATEGIC INITIATIVES



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Initiation

Compliance

Proficiency




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We will ensure that the Policy ImprovementProcess Plan of Action will be implemented

to effectively address performance issues suchas Control of Corruption. We are currently

refining our indicators for the PerformanceGovernance System (PGS) which was already

introduced in six (6) NGAs .

-$434 million MCC Compact Signing Ceremony,23 Sep 2010, New Y ork



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Series of Technical Working Group & Focal Group Review Meetings



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RA 9708


control crimes, maintain peaceand order, and ensure publicsafety and internal security

with the active support of thecommunity.







Develop a responsivePolice Organization

Develop competent,motivated and values-

oriented police personnel

A safer place to live, workand do business

Improve crimeprevention and

solution





PNP SCORECARDV


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P E R S P E C T I V

E PNP OBJECTIVE MEASURE OWNER

TARGETSTRATEGICINITIATIVES2010

(Baseline)

2011 2012 2013 2016

Target Accomplishments TargetActual

(Jan-June)

C O M M U N I T Y

A

A safer place

to live, workand dobusiness

1 Global PeaceIndex (GPI) CPSM 130/149

(OVERALL)

136/153(ACTUAL) 133/158 (ACTUAL)

P R O C

E S S E X C E L L E N C E B

Improvecommunity

safetyawarenessthroughcommunity-oriented andhuman rights-basedpolicing

2 National SafetyIndex

DP CR / DO, DI & DIDM

60.9%(ACRE

Survey)

63%

No dataavailable.

(WBOS

is notyet fullyoperational)

63%(adopte

d the

2011target)

WBOS Projectcontract wasawarded toBIOS ITSOLUTIONSINC.

WBOS is nowon trial runand its fulloperation isexpected bylast week of October 2012(pnpwbos.com)

64.90% 66.90%

BarangayPeacekeepingOperations(BPOs)

PoliceIntegratedPatrolSystem(PIPS)

CaseInvestigationManagementProgram

CaseMonitoringProgram

3 Respect Index72.6%(ACRE

Survey)74.60%

No dataavailable.

75%(adopte

d the2011

target

76.60% 78.60%

C

Improvecrimepreventionand solution

4 National Ind exCrime Rate

DO /DID M,

DI ,DPCR

16.53 16.00 13.56 13.00 11.21 11.00 10.00

5 Crime Cle aranceEfficiency

DI DM / DO, DI & DPC R

33.33% 35% 42% 45% 49.46% 39% 45% LOI"ManhuntCharlie"6 Crime Sol ution

Efficiency

DI DM / DO, DI & DPCR

20.79% 22.00% 29.02% 30.00% 34.65% 35.00% 40.00%VISION:..." HIGHLY CAPABLE, EFFECTIVEAND CREDIBLE POLICE SERVICE"

PNP SCORECARDI V

E TARGET
http://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/NSUs_Complete/CPSM/CPSM.pptx


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P E R S P E C T I

PNP OBJECTIVE MEASURE OWNER STRATEGIC INITIATIVES2010(Baseli

ne)

2011 2012 2013 2016

Target Accomplishment TargetActual

(Jan-June)

L E A R N I N G & G R O W T H

D

Developcompetent,motivated andvalues-oriented PNPPersonnel

7Percenta ge of recruitsbelonging to:

a. Top 20% of Eligibilities /

Board exams DPRM NEW 1% 1.35% 5% 13.12% 15% 25% Enhanced Recruitment Programb. GWA (TOR =85% and above)

8

Percentage of filled up TO positions with competentpersonnel for 3rd level PCOs(PSSUPT to PDG)

DPRM DHRDD

NEW81.95%(CurrentProcess)

95% 80% 96% 99%

Enhancement of 3rd LevelPlacement Programs

Splitting of RSD into 2 divisionsnamely:1. RSD2. SOPPD Assessment Center Online application for Key Posts

9

Percentage of personneldesignated to 2nd Level position saccordin g to rank substantiatedby IPER

NEW

76%(PSUPTOnly /

CurrentProcess

90% 82.30% 95% 100%

Enhancement of 2nd Level

Placement Programs and Initiatives

Inventory of qualified personnelbased on T.O. positions Submission of reports for 2ndlevel personnel Submission of rank profile andcompliance to directives. Revision of IPER


D

Developcompetent,motivated andvalues-oriented PNPPersonnel

10Percentage of personnel withcases:

a. Convicted of criminal cas e

DPRM

0.005% 0.004% 0.002%

0.002% 0%

0.001%

0.001%

Personnel Discipline Programb. Guilty of admi nistrative

case

1.05% 1.03% 0.97% 0.90% 0.06% 0.05% 0.03%

11 Percentage of tra ined personnelvs training needs DHRDD 30% 40% 42% 45% 49% 50% 60%Training Needs Assessment

Program

12 Personnel Satisfaction Index DPRM / DPCR NEW NEW NEW TBD

Pilot testedin PROCOR

Monitoring and FeedbackMechanism Program Web-based Online Survey onPersonnel Satisfaction

Develop aresponsivepoliceorganization

13

Percentage of InformationTechnology compliant PNPStations (St andard ITCompliance) DICTM

54.10% 56% 48.84% 60% 69%54.10

%Strategic ICT Policies Formulationand Implementation

14Percentage of Communicat ionsTechnol ogy compliant PNP

Stations

25.09% 35% 34.70% 36% 39%25.09

%VISION:..." HIGHLY CAPABLE, EFFECTIVEAND CREDIBLE POLICE SERVICE"

PNP SCORECARD
http://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPRM/DPRM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DHRDD/DHRDD-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPRM/DPRM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPRM/DPRM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptx


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PNP SCORECARD

P E R S P E C T I V E

PNP OBJECTIVE MEASURE OWNER

TARGETSTRATEGIC

INITIATIVES2010(Basel

ine)

2011 2012 2013 2016

Target Accomplishment TargetActual(Jan-June)

R E S O U R C E M A N A G E M E N T

E

Optimizeuse of financialandlogisticalresources

15

Percentage of programmedactivities funded & implemente dbased o n theAnnualOperations Plansand Budget

DC 90% 90% 90% 95% 90% 99% 100% Reform of Budget System

16

Logistics

Capability Index

Perce ntage fill-up of:

DL

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

CapabilityEnhancementProgram (CEP)

a. Mobility 24% 24% 24% 29% 29% 61% 90%

b. Firearms 67% 68% 57% 87% 87% 77% 90%

c. Comm u-nications 12% 12% 12% 31% 31% 51% 85%

d. Investi gativeEquipment 31% 31% 31% 34% 34% 100% 100%

e.Infra-structure(Police Stations)

511 561 557 607 602 652 802

http://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptx


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Governance is

CASCADEDdown to the last unit

and individual .



71/129

PNP OBJECTIVES MEASURES TARGETS

2016

Improvecommunitysafetyawarenessthroughcommunity-oriented andhuman rights-basedpolicing

National SafetyIndex 66.9%

Respect Index

78.6%

Improvecrimepreventionand control

National IndexCrime Rate

14.7

CrimeClearanceEfficiency

45%

Crime SolutionEfficiency 28.49%

PROOBJECTIVE

MEASURE

TARGET2016

INITIATIVES

Improve crimesolutionefficiency

RegionalIndexCrime Rate

Ensureimplementation of PIPS

RegionalCrimeClearanceEfficiency

Casemonitoring &tracking(UCPER)

RegionalCrimeSolution

Efficiency

MOSCMethodology(Case

Management)& TrackingNumber of mostwantedpersons(MWP)arrested

TFMANHUNT/OPLAN TRACKER

Percentage of wantedpersonsarrested

PRIMARYDRIVERS

INDICATORSANNUALTARGET

CRIMEPREVENTION

Crime Volume

Crime Ratio

Enhancecommunityengagement

% increase in thenumber of jointpolice communityinitiated activities

Safety index Intensify policeoperations

% of personnelemployed/ deployed

CRIMESOLUTION

Crime SolutionEfficiency

Maintain anddeploycompetentinvestigativepersonnel

% of investigativepersonnel trainedand certified

% of trained andcertifiedinvestigativepersonnel deployed

Implementstandardinvestigativesystems andprocedures

% increase of casesfiled in court

Note:VISION:..." HIGHLY CAPABLE, EFFECTIVE


Cascading for Vertical Alignment


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Cascading for Vertical Alignment

Communicatethe Agency Scorecard

Align Unit

Objectives to theParent Scorecard

DeterminePerformanceMeasures &

Set Targets

AlignMeasures &

Targets

Identify &Align Initiatives

and BeginImplementation





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Initiation

Compliance

Proficiency


1. Analysis andexamination of strategy execution

2. Creation of theOffice of StrategyManagement

3. Regular monitoringand review of strategies

1. Presence of mechanisms andtools for data tracking andreporting of strategicperformance

2. Conduct of impactevaluation:

Center for Leadership and

Governance Cascade to the Individual Improved Core Processes Performance Evaluation

System Transformed Corporate

Culture Breakthrough Results

1. Formalization of the MSGC

2.Cascading of vision andstrategies

3.Aligning budget andhuman resources tothe vision andstrategies

1. Formation of Technical WorkingGroup

2. Formation of Multi-SectoralGovernance

Council (MSGC)

3.Formulation of Strategy Map andGovernanceScorecard




74/129

Initiation

Compliance

Proficiency


PHILIPPINE NATIONALPOLICE

DEPARTMENT OF HEALTH

DEPARTMENT OF PUBLICWORKS & HIGHWAYS

BUREAU OF INTERNALREVENUE

DEPARTMENT OFEDUCATION

DEPARTMENT OFTRANSPORTATION ANDCOMMUNICATIONS


Performance Governance System at work


75/129

yat NGAs, LGUs and GOCCs

The PGS is composed of 4 phases that guide the NGA/LGU/GOCC through a governance pathway starting with awareness of institutional governance and ending with a sustained governance culturewithin the agency. Each phase has benchmarks which are paralleled by ISAs services and programs.

.

INITIATION COMPLIANCE PROFICIENCY

PNPPNPMAPAMarikinaTagbilaranCalbayogMasbate City

INSTITUTIONALIZATION

NEAIloilo**San Fernando (P)**

DepEdDOTCDTIGCGCDCPITCMARINAOTS

NDCPSHFCAFPMandaue*

DOHDPWHBIRDSWDCSCNagaBalangaSan Fernando (LU )

* Plus 30 more **Global Hall of FameVISION:..." HIGHLY CAPABLE, EFFECTIVEAND CREDIBLE POLICE SERVICE"


76/129

Sa pagbaba ko po sapuwesto sa Hunyo 2016 ,

maiiwan ko po angKapulisan na talaga

namang masasabingtunay na may tapang,tunay na may dangal,

tinitingala ng buong

sambayanan .VISION:..." HIGHLY CAPABLE, EFFECTIVE



77/129


CODE -P: 2013 and Beyond


78/129

the PNPs bluepr int tow ards the real iza t ion o f the PNP P.A.T.R.O.L. Plan 2030 in ord er to realize the Vision , attain it s Miss ion and m eet i ts Goals of better

serving and protect ing the public

Enhancing the Competence and capabilities of PNPUnits and individual personnel

Restructuring the O rganization

Instilling Discipline

Promoting and institutionalizing culture of Excellence Institutionalizing P rofessionalism

CODE P: 2013 and Beyond



79/129

1. This PNP STRATEGIC FOCUS termed as CODE -P: 2013

and Beyond, towards the realization of the PNP P.A.T.R.O.L.Plan 2030 will be supplemented by specific objectives, listingrelevant programs/projects/activities (PPAs) and measures.

2. The Chief of the Directorial Staff shall take the lead inoverseeing the implementation of this Strategic Focus andensure its inclusion in the respective scorecards . He shallconduct audits to determine if the specific objectives areeffectively communicated and met down to the lowest level .

3. All Heads of Offices shall adopt this PNP Strategic Focus and ensure that individual and unit performances contribute tothe attainment of their respective operational targets andorganizational objectives.

4. All offices shall submit Implementing Plans outlining theinitiatives (PPAs) in their respective areas of concern.



80/129



81/129



RA 9708


control crimes, maintainpeace and order, and ensure

public safety and internalsecurity with the active

support of the community.







Develop a responsive andHighly Professional Police

Organization

Develop Competent , Motivated,Values-oriented and Disciplined

Police Personnel

A safer place to live, work and dobusiness





Improvecrime

prevention

Improvecrime

solution

PNP SCORECARDI V

ETARGET


82/129

P E R S P E C T I


TARGETSTRATEGICINITIATIVES

2010(Baseline)

2011 2012 2013 2016

Target Accomplishments TargetActual

(Jan-June)

C O M M U N I T Y

A

A safer place to

live, work anddo business 1Global PeaceIndex (GPI) CPSM

130/149(OVERALL)

136/153( ACTUAL)

133/158(ACTUAL)

P R O C E S S E X C E L L E N C E

B

Improvecommunitysafetyawarenessthroughcommunity-oriented andhuman rights-based policing

2 National SafetyIndexDP CR, DO, DI & DIDM

60.9%(ACRE

Survey)63%

No dataavailable

(WBOSis notyet fully

operational)

63%(adoptedthe 2011

target)

WBOS Projectcontract wasawarded toBIOS ITSOLUTIONSINC.

WBOS is now ontrial run and itsfull operation isexpected by lastweek of October2012(pnpwbos.com)

64.90% 66.90%

BarangayPeacekeepingOperations(BPOs)

Police IntegratedPatrol System(PIPS)

CaseInvestigationManagementProgram

Case MonitoringProgram

Implementationof CommPlan

Integrate SMSCenter with TXT2920

LOI "ManhuntCharlie"

3 Respect Index72.6%(ACRE

Survey)74.60%

No dataavailable.

75%(adoptedthe 2011

target

76.60% 78.60%

CImprove crimeprevention andsolution

4 National Ind ex

Crime Rate DO /DID M,DI ,

DPCR

16.53 16.00 13.56 13.00 11.21 11.00 10.00

5 Crime Clea ranceEfficiency 33.33% 35% 42% 45% 49.46% 39% 45%

6 Crime Solu tionEfficiency 20.79% 22.00% 29.02% 30.00% 34.65% 35.00% 40.00%

7

Number of MCs,LOIs, SOPs,Manuals & Issuancesa. Amended

b. Developed

DO/DIDM/

DI/DPCR

Conductinventory & review of allexistingIssuancesVISION:..." HIGHLY CAPABLE, EFFECTIVE


PNP SCORECARDS

P E C T


TARGET

STRATEGIC INITIATIVES2010 2011 2012 2013 2016
http://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DIDM/DIDM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DI/DI-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DO/DO-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/NSUs_Complete/CPSM/CPSM.pptx


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P E R S

I V E

PNP OBJECTIVE MEASURE OWNER (Baseline) Target

Accomplishment Target

Actual(Jan-June)


D

Developcompetent ,motivated,values-oriented anddisciplined PNP Personnel

8

Percentage of recruitsbel ongingto:

a. Top 20% of Eligibilities /Board exams DPRM NEW 1% 1.35% 5% 13.12% 15% 25% Enhanced & Standardized Recruitment Programb. GWA(TOR = 85% andabove)

9

Percentage of filled up TO positions with competentpersonnel for 3rd level PCOs(PSSUPT to PDG)

DPRM DHRDD

NEW81.95%(CurrentProcess)

95% 80% 96% 99%

Enhancement & Standardization of 3rd Level Placement Programs

Splitting of RSD into 2 divisionsnamely:1. RSD2. SOPPD Assessment Center Online application for Key Posts

10Percentage of personneldesignated to 2nd Level position saccordin g to rank substantiatedby IPER

NEW76%(PSUPTOnly /CurrentProcess

90% 82.30% 95% 100%

Enhancement & Standardization of 2nd LevelPlacement Programs and Initiatives

Inventory of qualified personnelbased on T.O. positions Submission of reports for 2ndlevel personnel Submission of rank profile andcompliance to directives. Revision of IPER

11Percentage of personnel withcases:

a. Convicted of criminal case

DPRM

0.005% 0.004% 0.002% 0.002% 0% 0.001% 0.001% Personnel Discipline Program Conduct of a national assessment

survey on public perception of PNPs administration of discipline

Enhance Counter-intelligence

against erring personnel

b. Guilty of admi nistrativecase

1.05% 1.03% 0.97% 0.90% 0.06% 0.05% 0.03%

12 Percentage of tra ined personnelvs training needs DHRDD 30% 40% 42% 45% 49% 50% 60%

Enhance Training NeedsAssessment Program

Review & Amendment of TrainingPOIs (Field Training, SpecializedCourses, etc.)

Ensure LGU Participation

13 Personnel Satisfaction Index DPRM /DPCR NEW NEW NEW TBD

Pilot testedin PROCOR

Establish rationalized Rewards & Incentive system/ Welfare Program

Web-based Online Survey onPersonnel Satisfaction

14 No. of Legislative InitiativesReviewed and Pursued DPL

Transfer of PNPA, PNTI, NFSTI tothe PNP

Stiffer Penalties for Illegal Fas,Etc.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPCR/DPCR-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPRM/DPRM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DHRDD/DHRDD-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPRM/DPRM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/D-STAFF_Complete/DPRM/DPRM-complete.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/Sub/PNP_Measure_Profile.pptx


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PNP SCORECARD


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P E R S P E C T I V E


TARGET

STRATEGICINITIATIVES2010

(Baseline)

2011 2012 2013 2016

Target Accomplishment TargetActual(Jan-June)

R E S O U R C E M A N A G E M E N T

E

Optimizeuse of financialandlogisticalresources

18

Percentage of programmedactivities funded & implemented b asedon the AnnualOperati ons Plans andBudget

DC 90% 90% 90% 95% 90% 99% 100%

Reform of BudgetSystem

Application of Activity -based budgetting

19

Logistics CapabilityIndex

Percentage fill-up of:

DL

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

CapabilityEnhancementProgram (CEP)

Resourcegeneration & mobilization fromLGUs & Stakeholders

a. Mobility 24% 24% 24% 29% 29% 61% 90%

b. Firearms 67% 68% 57% 87% 87% 77% 90%

c. Comm u-nications 12% 12% 12% 31% 31% 51% 85%

d. Investi gativeEquipment 31% 31% 31% 34% 34% 100% 100%

e. Infra- structure(Police Stations) 511 561 557 607 602 652 802

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* OPERATIONAL AND

STRATEGY REVIEWS

*Source: Designing Development by Dr JPE


MANAGEMENT MEETINGS TO MONITOR, LEARN, ACT ANDADAPT


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ADAPT

Feedback andLearning Process

Objective Barriers RepresentativeActivities

1. Operational ReviewMeetings

Are our operations incontrol?

To monitor and manageshort-term financial andoperational performance

PPOs, CPOs, CPS, MPS,Individual dashboards

KPIs and dashboards thatmanagers review notcentral to the strategy

Driver models

Variance analysis

Review of KPI dashboards

Team problem solving

Follow-up program

2. Strategy ReviewMeetings

Are we executing our strategy well?

To monitor and manage thestrategic initiatives and theBalanced Scorecard

D-STAFF, NSUs, PROsSCORECARDS

Inadequate time atmanagement meetingsfor discussions aboutstrategy implementation

Strategic, cross-businessinitiatives are notmonitored or managedfor results

Theme monitoring

Initiative portfoliomonitoring

Theme teams

Agenda management


MANAGEMENT MEETINGS TO MONITOR, LEARN, ACT ANDADAPT


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Feedback andLearning Process

Objective Barriers RepresentativeActivities

3. Strategy Testing andAdapting Meetings

Is our strategy working?

To periodically assesswhether the resultshypothesized in cause-effect diagrams areoccurring as anticipated

AGENCY SCORECARD

Data not available toreview and test thehypotheses underlyingthe strategy

Inadequate capability instrategy analytics to testthe strategy

Employees notencouraged to proposenew strategic options

Analytic studies ABC studies of product

and customer profitability

Cause-effect testing andanalysis

Review of emergentstrategies



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KEY INSTITUTIONALIZATION

STEPS


KEY INSTITUTIONALIZATION STEPS


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Cascading the program to the lowest operating unit (below 2L)and to individuals in the unit Aims to involve everyone, at whatever level, in executing strategy by

making them understand the objectives and commit to results that, inturn, will help achieve the priorities of higher level (2L and 1L) strategymaps;

Strategy execution should be part of everyones everyday job

Promoting and nurturing a governance culture that would

continuously remind everyone of the mission and visioncontained in the organizations governance charter Seeks to instil an ethical dimension in all decisions and actions taken by

personnel, at all levels and aspects of operations

Striking partnership based on common causes and a sharedsense of social responsibility Should constantly check, through our governance initiatives and strategy

execution program: what positive impact we are having on our largereconomy and society, and how we can further widen that impact


Highly Capable, Effective and


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wheream I now?

where do we wantto go?

how do Iget there?

SWOT ANALYSIS(Baseline Data 2005)

Credible Police Service


Technical Working Groupf l


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directorates regional offices

NSUs

L ALIM

LAW AK

budgeting

planning

performance appraisal

rewards & incentives

Cascade strategy to additionalorganizational levels

Integrate strategy into keymanagement processes

provincial/cityofficespolice station

Center of P olice Strategy ManagementNational Advisory Group

policeman



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PNP OBJECTIVES MEASURES TARGETS

2016

Improvecommunitysafetyawarenessthroughcommunity-oriented andhuman rights-basedpolicing

National SafetyIndex 66.9%

Respect Index

78.6%

Improvecrimepreventionand control

National IndexCrime Rate

14.7

CrimeClearanceEfficiency

45%

Crime SolutionEfficiency 28.49%

PROOBJECTIVE

MEASURE

TARGET2016

INITIATIVES

Improve crimesolutionefficiency

RegionalIndexCrime Rate

Ensureimplementation of PIPS

RegionalCrimeClearanceEfficiency

Casemonitoring &tracking(UCPER)

RegionalCrimeSolutionEfficiency

MOSCMethodology(CaseManagement)& Tracking

Number of mostwantedpersons(MWP)arrested

TFMANHUNT/OPLAN TRACKER

Percentage of wantedpersons

arrested

PRIMARYDRIVERS

INDICATORSANNUALTARGET

CRIMEPREVENTION

Crime Volume

Crime Ratio

Enhancecommunityengagement

% increase in thenumber of jointpolice communityinitiated activities

Safety index

Intensify policeoperations

% of personnelemployed/ deployed

CRIMESOLUTION

Crime SolutionEfficiency

Maintain anddeploycompetentinvestigativepersonnel

% of investigativepersonnel trainedand certified

% of trained andcertifiedinvestigativepersonnel deployed

Implementstandardinvestigativesystems andprocedures

% increase of casesfiled in court

Note:VISION:..." HIGHLY CAPABLE, EFFECTIVE



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VISION:..." HIGHLY CAPABLE, EFFECTIVE


Execution is a Leaders most important job!

Everybody contributes in putting together


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y y p g gpieces of the puzzle..



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for the realization of thePNP VISION!!!




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Vision Barrier Only 5% of workforce

understand the strategy.

People Barrier Only 25% of managers haveincentives tied to strategy.

Management Barrier 85% of executive teams spend


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Implementation of Communication Plan




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Without Alignment




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With Alignment




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What we REALLY NEED?

Commitment to delivering performancethrough taking concrete & specific steps in

pursuit of our strategy Performance that has to be delivered at ahigh targeted levelon time and preferably

low-cost



VISION:Highly Capable, Effective and Credible Police...


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Unless commitment is made, there are

only promises and hopes; but no plans .

Peter F. Drucker




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PROGRESS REPORT ON THE IMPLEMENTATION OF THE



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DATE REPORT PGS Stage / Award

1. September 2009 REVALIDA INITIATION

2. March 2010 Governance Performance Report

3. September 2010 Governance Performance Report

4. March 2011 Governance Performance Report Rating (8.39)

5. October 14, 2011 REVALIDA COMPLIANCERating (8.10)

6. March 2012 Governance Performance Report Trailblazer AwardRating (8.61)

7. September 26,2012 REVALIDA PROFICIENCY( Rating 8.57)

Silver Trailblazer Award

8. March 19, 2013 Governance Performance Report Rating 8.86Silver Trailblazer Award

PROGRESS REPORT ON THE IMPLEMENTATION OF THEPNP P.A.T.R.O.L. PLAN 2030




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NEXT STEPS



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JOURNEY TOWARDS INSTITUTIONALIZATION Communicate Clearly Follow-up Cascading Establishment of RPSMUs & RACs Establishment of e - PGS

Actions to be taken: Follow-up LOI for the Cascading

Training of RPSMU Personnel Make COMPLAN Fully Functional Finalize e -PGS

NEXT STEPS




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Improvement of core processes investigation, operation and administration

Improvement in Crime Resolution through 3% Increase in CrimeClearance and Crime Solution Efficiencies ; and

Decrease by 50% the incidents of street crimes (theft/robbery) such as;SnatchingSalisi Bukas kotse




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Revision of IndividualPerformance

Evaluation Rating

Individual Performance(IP) Scorecards





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4-Day Cascading(Ac t iv i t ies & Outp uts)



STRATEGY & OPERATIONS REVIEW(NCRPO & POLICE DISTRICTS SCORECARDS, and CPS, RPSB, DPSC and Numbered


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Overview

Rationale of Strategy & Operations Review(Mind setting, Objectives - SILG Directive)

Methodology (Lecture, Workshop, Presentation of outputs)

Timeline

Stations Dashboards)

Lecture 1 : Customer AnalysisLecture 2 : Process Check

o

GAP Analysis o Environmental Scan (Political, Economic, Social,

Technological, Environmental, Legal)o SWOT Analysis



GAP ANALYSIS


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Current State

(Where am I?)

Desired State

(Where do I want to go?)

GAP(Problem, Constraints,

Limitations)

How do I get there?

STRATEGY 1Initiatives (PPAs)/

Resources/Timeline/OPR

STRATEGY 2Initiatives (PPAs)/

Resources/Timeline/OPR

Closing the Gap

Strategy Development Considerations: 1. Policy 2. Capacity Building

3. Resource Generation and Mobilization4. Coordinative linkages /

Stakeholders support 5. Sustainability



Pre-workshop Requirements1. Population 6. SWOT Analysis


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2. Peace and Order2.1. Crime Environment (Statistics, CSE, CCE, AMCR, T/C)2.2. ISO

2.3. PAGs and other Armed Groups that willaffect the conduct of 2013 elections

3. Public Safety3.1. Disaster Preparedness3.2. SAR

4. Resources4.1. Personnel

- Training- Fill-up

4.2. Logistics- Move- Shoot- Investigate

- Communicate4.3. Financial- Identify Sources(GAA, LGUS and Donations)

5. Accomplishment reports 2011-2012 (QUAD)

PERSPECTIVE S W O T

Community

Process Excellence

Learning and Growth

Resource Management

7 . Organizational Structure



METHODOLOGY


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SWOT ANALYSIS ENVIRONMENTAL SCAN

GAP ANALYSIS

INTELLIGENCE INVESTIGATION OPERATIONS PCR

BREAK-OUT GROUPS (QUAD)

PLENARY PRESENTATION(Critiquing / Validation )



STRATEGY & OPERATIONS REVIEW(Districts, CPS and Numbered Stations Dashboards)

( overview )follow up cascading of pnp patrol plan 2030

Documents