module presentation

1. PGS OVERVIEW

2. THE
PERFORMANCE GOVERNANCE
SYSTEM IN THE PNP

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. ASSESSMENT OF THE
PREVAILING SITUATION
• NEGATIVE
PERCEPTION
• ORGANIZATIONAL
DYSFUNCTIONS
• PERSONALITY-
BASED PROGRAMS
CHANGE
AGENDA

5. PNP REFORM
COMMISSION
PNP
TRANSFORMATION
PLAN
GOP-UNDP
STUDY
HISTORICAL BACKGROUND

6. HISTORICAL BACKGROUND
O.N.E. PNP C.A.R.E.Dream

7. THE
INTEGRATED TRANSFORMATION
PROGRAM

8. 9 QUICK WINS
12 KRAs
34
PROJECTS
TRANSFORMATION PROGRAMS

9. 32%
TAGAYTAY CITY
2010
EVALUATION

10. REPRIEVE

11. THE
PERFORMANCE GOVERNANCE
SYSTEM

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. The Executive Secretary
directed the Chief, PNP to
institutionalize the PGS into the
PNP.

14. Six agencies were
chosen to apply the
globally-recognized
governance model
system through the
assistance of the
DAP and ISA.

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. • 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. • 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. o Designed to raise the standards of
governance
 Address corruption
 Maintain political stability
 Upholding the rule of law

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.”

21. Stretch
but achievable

22. In setting targets,
begin with the end in mind.
∙outcome ∙base camp year

23. current reality
baseline
desired performance level
target
Strategic Initiatives
How to
close the
performance
gap?

24. clearly defined
deliverables/outputs
committed resource
allocation
supported by a budget
clear start & stop dates
and progress milestones
clear accountability

26. FONTANA LEISURE PARK, CLARK, PAMPANGA
AUGUST 2009

27. 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

28. 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.

29. 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

30. Initiation
Compliance
Proficiency
Institutionalization

31. City of San Fernando, Pampanga
Davao City

32. Series of Technical
Working Group
Meeting

33. 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

34. 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

36. 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%

37. 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%

38. 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%

39. 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)

40. 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

41. STRATEGIC INITIATIVES

42. STRATEGIC INITIATIVES

43. Initiation
Compliance
Proficiency
Institutionalization
PDG VERSOZA
PDG BARTOLOME

46. CPNP
D-STAFF
PRO
PPO/CPO
CPS/MPS

47. 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:

48. 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

50. 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.

51. 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.

52. 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

53. Activation of the Center for Police Strategy
Management on December 15, 2011

54. Successful Change Efforts

55. END OF PRESENTATION