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Module 1 pgs_overview (1)

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Module 1 pgs_overview (1)

  1. 1. PGS OVERVIEW
  2. 2. THE PERFORMANCE GOVERNANCE SYSTEM IN THE PNP
  3. 3. SEQUENCE OF PRESENTATION • The INTEGRATED TRANSFORMATION PROGRAM (ITP) • The PERFORMANCE GOVERNANCE SYSTEM (PGS) • PNP PATROL Plan 2030 • PNP Scorecard • National Advisory Group • Center for Police Strategy Management
  4. 4. ASSESSMENT OF THE PREVAILING SITUATION • NEGATIVE PERCEPTION • ORGANIZATIONAL DYSFUNCTIONS • PERSONALITY- BASED PROGRAMS CHANGE AGENDA
  5. 5. PNP REFORM COMMISSION PNP TRANSFORMATION PLAN GOP-UNDP STUDY HISTORICAL BACKGROUND
  6. 6. HISTORICAL BACKGROUND O.N.E. PNP C.A.R.E.Dream
  7. 7. THE INTEGRATED TRANSFORMATION PROGRAM
  8. 8. 9 QUICK WINS 12 KRAs 34 PROJECTS TRANSFORMATION PROGRAMS
  9. 9. 32% TAGAYTAY CITY 2010 EVALUATION
  10. 10. REPRIEVE
  11. 11. THE PERFORMANCE GOVERNANCE SYSTEM
  12. 12. LEGAL BASIS PNP Mandate RA 8551 Memorandum from the Executive Secretary dated June 23, 2009 on the Executive Briefing of PGS for the Six (6) National Government Agencies Memorandum from the Executive Secretary dated July 9, 2009 mandating the Institutionalization of PGS in the Six (6) National Government Agencies Letter of Instruction 53/09 “Institutionalization of Performance Governance System” dated August 11, 2009
  13. 13. The Executive Secretary directed the Chief, PNP to institutionalize the PGS into the PNP.
  14. 14. Six agencies were chosen to apply the globally-recognized governance model system through the assistance of the DAP and ISA.
  15. 15. The PNP was chosen because: • Of its developmental impact to the country; • It was deemed ready because of the reform programs currently being pursued; and • It is one national government agency that has close daily direct contact with ordinary citizens and have immediate positive impact on the welfare of the people in all communities it serves.
  16. 16. • Focuses on governance which demands a long term strategy  Strengthen an institution as it pursues a vision  Realize vision and make actual by a certain deadline in a feasible future
  17. 17. • Demands that such a vision be fully consistent with the mission of the institution  As maintained by law  With the core values that serve as its bedrock
  18. 18. o Designed to raise the standards of governance  Address corruption  Maintain political stability  Upholding the rule of law
  19. 19.  Tool for tracking performance on a regular basis  Used positively to assist those who maybe falling behind targets  Reward those exceeding targets “...is to translate strategy into measures that concisely communicate your vision to the organization.”
  20. 20. Stretch but achievable
  21. 21. In setting targets, begin with the end in mind. ∙outcome ∙base camp year
  22. 22. current reality baseline desired performance level target Strategic Initiatives How to close the performance gap?
  23. 23. clearly defined deliverables/outputs committed resource allocation supported by a budget clear start & stop dates and progress milestones clear accountability
  24. 24. FONTANA LEISURE PARK, CLARK, PAMPANGA AUGUST 2009
  25. 25. In what way is the community best served by the men and women of the PNP? How can the PNP develop a highly capable, effective and credible organization? How do we effectively and efficiently manage our financial and logistical resources? How do we source and mobilize additional resources? How can the PNP gain the active support of the stakeholders? What operational processes must we excel at and best practices must we adopt? V I S I O N 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. Community Process Excellence Learning and Growth Resource Management Stakeholders’ Support
  26. 26. 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.
  27. 27. Source: ISA INSTITUTIONALIZED PROFICIENT COMPLIANT INITIATED PATHWAY HALLMARK Breakthrough Results Duration: 6 months to 1 year Office of Strategy Management Duration: 6 months to 1 year Alignment of Organization & Resources Duration: 6 months to 1 year Charter, Road Map, Scorecard Duration: 6 months
  28. 28. Initiation Compliance Proficiency Institutionalization
  29. 29. City of San Fernando, Pampanga Davao City
  30. 30. Series of Technical Working Group Meeting
  31. 31. 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 Improve crime prevention and control Develop a responsive Police Organization Develop competent, motivated and values- oriented police personnel A safer place to live, work and do business Improve community safety awareness through community-oriented and human rights-based policing Optimize use of financial and logistical resources
  32. 32. Highly Capable, Effective and Credible Police Service by 2030 Improve crime prevention and control Develop a responsive Police Organization Develop competent, motivated and values-oriented police personnel A safer place to live, work and do business Improve community safety awareness through community-oriented and human rights-based policing Optimize use of financial and logistical resources
  33. 33. RESOURCE MANAGEMENT 2010 (Baseline) 2011 2013 2016 IDENTICAL TARGET N/A NEW CONTRIBUTORY OWNER PERSPECTIVE MEASUREPNP OBJECTIVE RESOURCEMANAGEMENT F Optimize use of financial and logistical resources 15 Percentage of programmed activities funded & implemented based on the Annual Operations Plans and Budget DC 80% 85% 90% 95% 16 Logistics Capability Index (Percentage fill-up of mobility, firearms, communications and investigative equipment) DL 41% 43% 45% 47%
  34. 34. LEARNING AND GROWTH 2010 (Baseline) 2011 2013 2016 IDENTICAL TARGET N/A NEW CONTRIBUTORY OWNER PERSPECTIVE MEASUREPNP OBJECTIVE LEARNING&GROWTH D Develop competent, motivated and values-oriented PNP Personnel 7 Percentage of recruits belonging to top 20% in their eligibility/board examination/GPA:85% and above DPRM 0.005% (eligibility exam only) 1% 3% 5% 8 Percentage of third level positions filled by qualified personnel DPRM / DHRDD NEW 9 Percentage of personnel designated to positions according to rank substantiated by IPER DPRM NEW 10 Percentage of personnel with cases: DPRM TBD a. Convicted of criminal case b. Guilty of administrative case 11 Percentage of trained personnel vs training needs DHRDD 30% 40% 50% 60% 12 Personnel Satisfaction Index DPRM NEW Develop a responsive police organization 13 Percentage of Information Technology compliant PNP Stations (Standard IT Compliance) DICTM 43% 46% 52% 61% 14 Percentage of Communications Technology compliant PNP Stations DICTM 77% 78% 80% 83%
  35. 35. PROCESS EXCELLENCE 2010 (Baseline) 2011 2013 2016 IDENTICAL TARGET N/A NEW CONTRIBUTORY OWNER PERSPECTIVE MEASUREPNP OBJECTIVE PROCESSEXCELLENCE B Improve community safety awareness through community-oriented and human rights- based policing 2 National Safety Index DPCR/ DO, DI & DIDM 60.90% 62.90% 64.90% 66.90% 3 Respect Index 72.60% 74.60% 76.60% 78.60% C Improve crime solution efficiency 4 National Index Crime Rate DO/ DIDM, DI, DPCR 16.53 15.7 14.92 14.17 5 Crime Clearance Efficiency DIDM/ DO, DI & DPCR 33.33% 35% 39% 45% 6 Crime Solution Efficiency DIDM/ DO, DI & DPCR 20.79% 22.00% 24.00% 28.49%
  36. 36. COMMUNITY 2010 (Baseline) 2011 2013 2016 IDENTICAL TARGET N/A NEW CONTRIBUTORY OWNER PERSPECTIVE MEASUREPNP OBJECTIVE COMMUNITY A A safer place to live, work and do business 1 Global Peace Index (GPI)
  37. 37. Strategic Planning and Performance Management Model Police Station Reform of Budget System Organizational Development Improvement of HR Systems from Recruitment to Retirement Crime Analysis Program Reform on Logistics Management System Police Integrated Patrol System Improvement of Case Management Brgy. Peacekeeping Operations Improvement of Education and Training System
  38. 38. STRATEGIC INITIATIVES
  39. 39. STRATEGIC INITIATIVES
  40. 40. Initiation Compliance Proficiency Institutionalization PDG VERSOZA PDG BARTOLOME
  41. 41. CPNP D-STAFF PRO PPO/CPO CPS/MPS
  42. 42. PNP OBJECTIVES MEASURES TARGETS 2016 Improve community safety awareness through community- oriented and human rights- based policing National Safety Index 66.9% Respect Index 78.6% Improve crime prevention and control National Index Crime Rate 14.7 Crime Clearance Efficiency 45% Crime Solution Efficiency 28.49% PRO OBJECTIVE MEASURE TARGET 2016 INITIATIVES Improve crime solution efficiency Regional Index Crime Rate Ensure implementation of PIPS Regional Crime Clearance Efficiency Case monitoring & tracking (UCPER) Regional Crime Solution Efficiency MOSC Methodology( Case Management) & Tracking Number of most wanted persons (MWP) arrested TF MANHUNT/OPLAN TRACKER Percentage of wanted persons arrested PRIMARY DRIVERS INDICATORS ANNUAL TARGET CRIME PREVENTION Crime Volume Crime Ratio Enhance community engagement % increase in the number of joint police community initiated activities Safety index Intensify police operations % of personnel employed/ deployed CRIME SOLUTION Crime Solution Efficiency Maintain and deploy competent investigative personnel % of investigative personnel trained and certified % of trained and certified investigative personnel deployed Implement standard investigative systems and procedures % increase of cases filed in court Note:
  43. 43. PRIMARY DRIVERS INDICATORS ANNUAL TARGET CRIME PREVENTION Crime Volume Crime Ratio Enhance community engagement % increase in the number of joint police community initiated activities Safety index Intensify police operations % of personnel employed/ deployed CRIME SOLUTION Crime Solution Efficiency Maintain and deploy competent investigative personnel % of investigative personnel trained and certified % of trained and certified investigative personnel deployed Implement standard investigative systems and procedures % increase of cases filed in court SECONDARY DRIVERS KEY PERFORMANCE INDICATORS with OPR BL Targets CRITICAL ACTION with OPR 2011 2012 2013 CRIME PREVENTION: Enhance community engagement Intensify community awareness / information activities Number of community awareness activities initiated Intensify community organization and mobilization activities Number of sectoral groups organized / mobilized (BPAT force multipliers) CRIME PREVENTION: Intensify police operations Institutionalize PIPS Number of police station utilizing PIPS Intensify support role ISO Number of ISO conducted Intensify counter terrorism activities Number of target hardening measures conducted Enhance the security and safety of tourist % reduction of crimes involving foreign and domestic tourists
  44. 44. The PGS requires that a Multi-Sectoral Governance Council (MSGC), composed of sectoral leaders or individuals known for their integrity, probity and leadership be established, to support the Philippine National Police in the successful implementation and monitoring of their strategic transformation roadmap.
  45. 45. They shall also serve as an advisory body of the PNP and shall significantly contribute to the implementation of the PNP’s Integrated Transformation Program – Performance Governance System (PNP ITP-PGS 2030). The National Advisory Group was introduced to the PNP through organizational briefing and briefing of the PNP ITP-PGS (PATROL Plan 2030) by members of the TWG on September 2, 2011.
  46. 46. Mr. Rex C. Drillon II President, Institute for Corporate Directors Chairperson Mr. Guillermo Luz Chairperson, National Competitiveness Council Vice-Chairperson Dr. Jesus P. Estanislao Chairperson, Institute for Solidarity in Asia Member Dr. Constancia P. De Guzman Commissioner, National Police Commission Member Atty. Anicia M. De Lima Assistant Commissioner, Civil Service Commission Member Hon. Alfonso Umali Jr. Governor, Oriental Mindoro and President, Union of Local Authorities of the Philippines Member Hon. Margarita P Juico Chairperson, Board of Philippine Charity Sweepstakes Office Member Ms. Remedios I. Rikken Chairperson, Philippine Commission on Women Member Professor Jose Navaro Director, Continuing Education Program, University of Asia and the Pacific Member Professor Mario Lopez Professor, W. SyCip Graduate School of Business, Asian Institute of Management Member Mr. George Kintanar Chairperson, Chief Information Officers Forum Foundation Member Ms. Doreen Yu Editor-in-Chief, Starweek, Philippine Star Member Ms. Aurora Pijuan NCR Convenor, Gising Barangay Movement Member Hon. Rufus B. Rodriguez Representative, Cagayan de Oro 2nd District, House of Representatives Member Hon. Leopoldo N. Bataoil Representative, Pangasinan 2nd District, House of Representatives Member Hon. Panfilo Lacson Senator, Senate of the Philippines Member
  47. 47. Activation of the Center for Police Strategy Management on December 15, 2011
  48. 48. Successful Change Efforts
  49. 49. END OF PRESENTATION

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