1. Module 1: Overview of the
Competency Training and Handholding
PNP P.A.T.R.O.L. Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”
2. Sequence of Presentation
• Performance Governance System Journey
• Mandatory Elements of the Proficiency Stage
• Proficiency Evaluation Process Framework
• Performance Audit
Objectives
Scope
Methodologies
Rating System
5. 5
WHAT KIND OF PNP DO WE WANT?
STRATEGIC & TRANSFORMATIVE SHIFT
6. 6
Importance of Strategic Shifts
“Strategic Shift is the application of a structured
process and set of tools for leading the people
side of change to achieve a desired outcome.”
“The coordination of a structured period of
transition from situation A to situation B in
order to achieve the lasting change within an
organization”
(BNET Business Dictionary)
7. 7
• Negative Perception
Endemic corruption
low level of training
massive human rights abuses
low crime conviction
poor IT Capability
low fill-up of equipment
• Organizational Dysfunctions
• Personality-based Programs
Citizens Trust and Confidence
ENVIRONMENT THEN…
11. Flight Runway
PGS BENEFITS
1
Ensures Alignment
Facilitate Ownership Through Cascading
2
Governance is CASCADED down
to the last unit and individual.
Ensures Results
3 Enhances Strategic Communication and Reporting
4
5
Promotes Stakeholder
Engagement
External Stakeholders
Executive Leadership
Internal Stakeholders
12. MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by
RA 9708
MISSION
Enforce the law, prevent and
control crimes, maintain peace
and order, and ensure public
safety and internal security
with the active support of the
community.
PHILOSOPHY
Service, Honor and Justice
CORE VALUES
Maka Diyos
Makabayan
Makatao
Makakalikasan
VISION
Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible
police service working in partnership with a responsive community towards the attainment of a
safer place to live, work, and do business.
Highly Capable, Effective and Credible Police Service by 2030
Develop competent, highly
motivated, right-based and
disciplined PNP Personnel
Recruit
quality
applicants
A safer place to live, work and
do business
Improve
crime
prevention
Ensure support to public safety,
internal security and assistance in the
effective delivery of basic services to
the public
Optimize use of financial and logistical resources
Improve
crime
solution
Develop a responsive and
highly professional police
organization
13. 2016 – PNP P.A.T.R.O.L Plan 2030
PDG RONALD M. DELA ROSA (PROJECT “DOUBLE BARREL” and PROJECT “TOKHANG”)
2015 – PNP P.A.T.R.O.L Plan 2030
PDG RICARDO C MARQUEZ (“BACK-TO-BASICS- B2B”)
2013 – PNP P.A.T.R.O.L Plan 2030
PDG ALAN PURISIMA (“CODE:P)
2012 – PNP P.A.T.R.O.L Plan 2030
PDG NICANOR BARTOLOME (“10 Point Action Plan”)
2011 – PNP P.A.T.R.O.L Plan 2030
PDG RAUL BACALZO (“8 Foundation Initiatives”)
2009 – PNP P.A.T.R.O.L Plan 2030
PDG JESUS AME VERSOZA (“Lead PNP”)
2005 – 2008 Integrated Transformation Program
PDG AVELINO I RAZON JR (“Mamang Pulis”)
PDG OSCAR CALDERON
PDG ARTURO C LOMIBAO
2004 – “CARE” Program
PDG EDGAR B AGLIPAY
2002 – “O.N.E PNP”: Winning the Streets, Keeping Our Families Safe
PDG HERMOGENES E EBDANE
2001 – “K.A.I.S.A” Program
PDG LEANDRO MENDOZA
1999 – Instilling Discipline and institution of “No Take Policy”
PDG PANFILO M LACSON
1998 – “DREAM” Strategy
PDG ROBERTO LASTIMOSO
1996 – National Strategic Action Plan (POLICE 2000)
PDG RICAREDO A SARMIENTO
POLICE 2000
“DREAM”
K.A.I.S.A
O.N.E PNP
CARE
ITP
PNP P.A.T.R.O.L
Plan 2030
HISTORY OF PNP TRANSFORMATION PROGRAMS
20. Performance Governance System Stages
Initiation
Compliance
Proficiency
Institutionalization
1. Functionality of
Strategy Partners
2. Analysis and
Examination of
Strategy Execution
3. Stakeholder
Communication
4. Initiatives
Management
5. Best Practices and
Breakthrough
Results
1. Presence of mechanisms and
tools for data tracking and
reporting of strategic
performance
2. Conduct of impact
evaluation:
• Leadership and Governance
• Cascade down to the
Individual
• Improved Core Processes
• Performance Evaluation
System
• Transformed Organizational
Culture
• Breakthrough Results
1. Formalization of the RAC
/MSGC
2.Cascading of vision & strategy
down to individual level
3.Aligning budget and
human resources to
the vision and
strategies
4. Updating of Scorecards
5. Implementation of
CommPlan
6. Collation of ‘Best Practices’
1. Formation of Technical
Working Group
2. Establishment of
RPSMU /SMT
3. Formation of
Regional Advisory
Councill /MSGC
4. Formulation of
Governance
Scorecard
22. Rating Guidelines
PARAMETERS` CRITICAL ITEMS
Functionality of Strategy Partners
Technical Working
Group
Working Organizational Structure and
Systems
Appropriate organizational set-up
Clear plan and deliverables
Efficient support process and procedures
Self assessment mechanism
Sustained Presence and
Involvement/Influence and Impact
Functioning as Strategy and governance champions
Functioning as Instruments/Influencers in cascading
Police Strategy
Management Unit
Working Organizational Structure and
Systems
Fill-up of personnel/staff
Established structure/staffing pattern
Capability and competency of staff
Efficient process and procedures
Sustained Presence and
Involvement/Influence and Impact
Functional Scorecard Manager
Functional Initiative Manager
Functional Alignment Manager
Functional Advisory Council Secretariat
Advisory Council
Working Organizational Structure and
Systems
Diversity in composition
Focus areas or groups (sub-committees)
Clear plan and deliverables
Efficient process and procedures
Self assessment mechanism
Linkages with other Advisory Councils
Over-all Value-adding contributions/
Sustained Presence and Involvement/
Influence and Impact
Functional Advisory Board
Functional External communicator
Functional Supporter of initiatives
23. Proficiency
Elements
2. Analysis and Examination of Strategy Execution
Regular Monitoring,
Review and Reporting of
Strategy
Alignment of Scorecard
and Dashboard to
Individual Level
Cascading of Strategy to
Individual Level
24. Rating Guidelines
PARAMETERS CRITICAL ITEMS
Analysis and Examination of Strategy Execution
Regular
Monitoring,
Review And
Reporting Of
Strategy
Regular / continuous refresh
based on learning and feedback
Sustained reporting, monitoring, and assessment
Active involvement of strategy execution partners
(TWG, PSMU, Advisory Council)
Efficient reporting and monitoring
process
Use of established tools and technology
Database for performance analysis and monitoring
Functional
Scorecard up to
Individual Level
Full Alignment (showing cause-
and-effect relationship)
Consistency in the alignment of Unit Scorecard to
PNP Scorecard
Updating (examination of objectives and targets) of
Individual Scorecards
Link to performance evaluation
system
Provision for penalties and rewards
Cascading of
Strategy down to
Individual Level
Individual's understanding of
contribution to the unit and
organization
Extent of reach through the implementation of
Individual Scorecard
Common understanding
Regularity of the cascading
process
Regular conduct of cascading activities (PICE, e-
Learning, seminars, etc)
26. Rating Guidelines
PARAMETERS CRITICAL ITEMS
Stakeholder Communication
Implementation
of the
Communications
Plan
Active communication of strategy
Utilization of all available medium (multimedia)
Managing change within the organization
Sustainability and buy-in of stakeholders
Effectiveness of communication
Corrective Actions/ Effectiveness of Feedback
system
Press release/news and videos captured and
featured by multimedia
Review of communications strategy
28. Rating Guidelines
PARAMETERS CRITICAL ITEMS
Initiatives Management
Link to Human
Resource
Adequate and competent staff
Percentage fill-up of personnel
Established roles and responsibilities
Training and capacity development
Analysis and review process
Regular reporting and submission of Scorecard
accomplishments
Accountability mechanism
Link to Budget
Adequate and timely allocation
Adequacy
Timeliness
Cost-benefit analysis/feasibility study
Implementation and Monitoring
Utilization
Regular monitoring
Transparency
Link to Logistics
Identification
Completeness
Fit for purpose
Availability
Utilization and deployment Efficiency, timeliness and allocation
Link to Systems
and Processes
Well defined systems Established procedures and processes
Assessments Regular testing, analysis and reviews
30. Rating Guidelines
PARAMETERS CRITICAL ITEMS
Best Practices and Breakthrough Results
Sharing and
Implementation of
Best Practices
Identification
Proper Identification and Documentation of Developing
Practices (Emerging Best Practice)
Identified developing/best practice considered as Innovative,
new and out-of-the box, Feasible, Adaptable, Sustainable, Field
Tested/Piloted
Implementation
Dissemination and field-testing
Proper Endorsement to Best Practice Board
Sustainability
Active Best Practice Officer
Database for reporting and monitoring of "Developing
Practice"/Emerging Best Practice
Knowledge sharing
Framework or mechanism for dissemination/sharing
Collaboration with other units
Breakthrough
Results on the
2015 Commitment
Identification
“Stretch” target (but achievable)
Direct contribution or with significant impact to overall strategy
Validation
Reliability of baseline data
Consistency over time
Accuracy, validity and completeness
Transformative result
Clear outcome as a result of the drivers
Showing improvement from current to desired state
Presence of turnaround stories
