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

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

Performance Governance System

and PNP P.A.T.R.O.L. Plan 2030

Dr Joenhel T Villagarcia
Public Servant

May 19, 2023

via Zoom
OPENING PRAYER
 LEARNING GOAL

Police Officers will be refreshed with the

Performance Governance System (PGS), Balanced
Scorecard, Dashboards and Strategy and Operations
Review and develop a clear understanding of the
Administrative and Operational Core Function of the
PNP in relation with the implementation of P.A.T.R.O.L.
Plan 2030.
 LEARNING OBJECTIVES

At the end of the lesson, the participants will be able to:

 Understand Performance Governance System and PNP P.A.T.R.O.L
Plan 2030 ;
 Review on the Balanced Scorecard and Operational Dashboard
 Discuss the Journey to Institutionalization
% OF KNOWLEDGED GAINED/RETAINED IN
MEMORY
• POST TEST SCORE – PRETEST SCORE
(sample 20-12)
• DIVIDED BY 20
(8/20 = 0.40)
• TIMES 100
(0.40 X 100 = 40%) KNOWLEDGE GAINED AND
RETAINED IN MEMORY FOR 4 HRS
 Review/Pre-Test (20 items)
1. What is the meaning of PGS?
2. What is the PNP Roadmap?
3. What is the meaning of PSMU?
4. What is the meaning of AG?
5 .To 8. What are the four stages of the PGS?
9 to 12. What are the four strategy perspectives?
13 to 16. What are the four elements of scorecard?
17. To 20. What are the four elements of dashboard?

VIBER 09273399769
 ENVIRONMENT THEN…

• Negative Perception
• Organizational
Dysfunctions
• Personality-based
Programs Citizens Trust and Confidence
 Integration of Reform Programs
July 2005

PNP
GOP –UNDP STUDY ON
“Integrated”
TRANSFORMING THE PNP
Transformation
Program

PNP REFORM GOP-UNDP STUDY PNP TRANSFORMATION

COMMISSION REPORT ON TRANSFORMING THE PNP PLAN
(ORDONEZ COMMISSION)
 PNP-ITP OBJECTIVES
To resolve organizational
dysfunctions and improve
the quality of Police services

To strengthen law Integrated

enforcement capabilities
Transformation
Program
To enhance the welfare and (10-year Timeframe)
benefits of our personnel and
dependents
Why do WE need
“If we use the same strategy. . . . . . .

to CHANGE? we will attain the same result!”

Doing the same things over

and over again and
expecting different
results… according to
Albert Einstein is…

…”INSANITY ”
 P.A.T.R.O.L Plan 2030

PNP
INTEGRATED
TRANSFORMATION
PROGRAM

(33) pnp patrol plan 2030 - YouTube

LEGAL BASIS
Memorandum from
the Executive
PNP Mandate Secretary dated
RAs 6975, 8551 June 23, 2009 on the
Executive Briefing of
and 9708 PGS for the Six (6)
National Government
Agencies

Memorandum from
the Executive PNP Letter of
Secretary dated July 9, Instruction 53/09
2009 mandating the “Institutionalization
Institutionalization of of Performance
PGS in the Six (6) Governance System”
National Government dated August 11, 2009
Agencies
o Designed to raise the standards of good governance

 Address corruption

 Maintain political & economic stability

 Uphold the rule of law

 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 contribution from

individuals and institutions for the common good of the institution and
community as well as the long-term development of the Philippines.
 PERFORMANCE
 Delivery of Results
 Measurable progress
 Meeting Targets
 Identifying initiatives
 GOVERNANCE
 is about strategy which introduces transformational change.

FROM TO
Personalities Institutions

Short Term Long Term

Single Issues Inter-connected Priorities
Tactics Strategies
 SYSTEM
 Operational discipline of connecting strategy with execution

 Vision & Mission (influence of core values)

 Strategy Map & Governance Scorecard
 Headquarters, Operating Units & Stakeholders
 Alignment of strategic initiatives, Measures &
Targets
 PGS BENEFITS
Flight Runway
1
Ensures Alignment

2 Facilitate Ownership Through Cascading

Governance is CASCADED down

to the last unit and individual.

3 Enhances Strategic Communication and Reporting

4 Engagement
External Stakeholders
Promotes Stakeholder Executive Leadership

Internal Stakeholders

5 Ensures Results
Worldwide, the system has proven it can work…

PALLADIUM HALL OF FAME

ORGANIZATIONS UTILIZING THE PERFORMANCE GOVERNANCE SYSTEM (PGS)

National
Government
Agencies

Local Government
Units (LGUs)

Colleges/
Universities/
Non-Profit
Organizations

Hospitals/
Medical
Centers
 Values
what we stand for

Mission Vision
why we exist what we aspire
to become,
achieve, create
 “Commit to the Lord
whatever you do and your
plan will succeed.”
Proverbs 16:3

STRATEGY
“ANCHORS”

A “When
‘Value”values
is whatare
you VISION
sufficient,
want
lawsout life which MISSION
areofunnecessary; when
guides
valueswhat you do.
are insufficient, laws
PHILOSOPHY
are unenforceable.”
CORE VALUES
Emile Durkheim
French Social Scientist
PNP MC 2022-071
 Pursue the PNP PGS Institutionalization
PDG PANCRATIUS CASCOLAN
PDG NICANOR BARTOLOME July 15, 2019
September 26, 2012

PDG NICANOR BARTOLOME Institutionalization

October 14, 2011
1. Breakthrough Results
PDG JESUS A VERSOZA 2. Basic Governance
September 24, 2009 Proficiency Documents
1. Analysis and 3. Cascading Framework
examination of 4. Technical Working
Compliance strategy execution Group
2. Fully functional
5. Office for Strategy
1. Formalization of the RPSMU / SMT
3. Regular monitoring Management
Advisory Council/MSGC
Initiation 2.Cascading of vision & strategy and review of 6. Unit Governance
down to individual level strategies Practices
1. Formation of Technical
Working Group 3.Aligning budget and 7. Multi Sector
2. Establishment of human resources to
the vision and
Governance Council
RPSMU /SMT
3. Formation of strategies 8. Governance Culture
Regional Advisory 4. Updating of Scorecards 9. Governance Sharing
Councill /MSGC 5. Implementation of
4. Formulation of CommPlan
Governance 6. Collation of ‘Best Practices’
Scorecard
Performance Governance System Stages
 VISION

TOP-DOWN PLANNING
MISSION

VALUES
STRATEGIC PLAN

OBJECTIVES

Measures

RESOURCES/
INITIATIVES ACTIVITIES AND
STRATEGIES (PPAs) TASKS
FUNDING
REQUIREMENTS
BOTTOM-UP PLANNING

SWOT GAP
ANALYSIS ANALYSIS

Opportunities (O) Strengths (S) and

Reference:
and Threats (T) Weaknesses (W)
Strategic Planning and
Management by Eduardo A
EXTERNAL INTERNAL Morato
ENVIRONMENT ENVIRONMENT
ASSESSMENT ASSESSMENT
 Internal STRENGTHS (S) WEAKNESSES (W)
External

S/O Strategic Options W/O Strategic Options

OPPORTUNITIES (O)
Leverage strengths to Leverage opportunities to
maximize opportunities address weaknesses

THREATS (T) S/T Strategic Options W/T Strategic Options

Leverage strengths to Mitigate weaknesses that

counter the identified threats might exacerbate threats

STRATEGIC SHIFT/S
PERSPECTIVE/S From (Current To (Desired Stage) OBJECTIVE/S
Stage)
Community
Process Excellence
Learning & Growth
Resource
Management
 Internal STRENGTHS (S) WEAKNESSES (W)
External

S/O Strategic Options W/O Strategic Options

OPPORTUNITIES (O)
Leverage strengths to Leverage opportunities to
maximize opportunities address weaknesses

THREATS (T) S/T Strategic Options W/T Strategic Options

Leverage strengths to Mitigate weaknesses that

counter the identified threats might exacerbate threats

STRATEGIC SHIFT/S
PERSPECTIVE/S From (Current To (Desired Stage) OBJECTIVE/S
Stage)
Community
Process Excellence
Learning & Growth
Resource
Management
 Internal STRENGTHS (S) WEAKNESSES (W)

Customer
External

S/O Strategic Options W/O Strategic Options

OPPORTUNITIES (O)
Leverage strengths to
maximize opportunities
Leverage opportunities to
address weaknesses
Value
THREATS (T) S/T Strategic Options W/T Strategic Options Propositio
n
Leverage strengths to Mitigate weaknesses that
counter the identified threats might exacerbate threats

STRATEGIC SHIFT/S
PERSPECTIVE/S From (Current To (Desired State) OBJECTIVE/S
State)
Community
Process Excellence
Learning & Growth
Resource
Management
 STRATEGIC SHIFTS AND OBJECTIVES
PERSPECTIVE/S STRATEGIC SHIFT/S OBJECTIVE/S
From To
Community Low public trust High public trust A safer place to
and satisfaction in and satisfaction in live, work and do
the PNP the PNP business

Process High incidence of Reduced incidence Improve Crime

Excellence index crimes of index crimes Prevention

Low crime solution High crime solution Improve Crime

efficiency efficiency Solution
RESOURCE MANAGEMENT
How should we manage and allocate our resources for maximum
impact?

Strategic Shift
Objectives
from to
Inefficient use of financial and Efficient use of financial and
logistical resources logistical resources
Budget-driven strategies Strategy-driven budget

Traditional Program, Projects Bottom-up /activity-based

and Activities identification budgeting
Optimize use of financial
End-user based strategic and logistical resources
NHQ-based planning -
planning (Project
Annual Procurement Plan
Procurement Management
(APP)
Plan)

Lax implementation of the Strict implementation of the

Procurement law Procurement law
LEARNING & GROWTH
How do we equip our unit with the needed competencies, values &
technologies to support our process improvement?

Strategic Shift
Objectives
from to
Human Lack of required Competent personnel Develop competent,
competencies for the and improved benefits motivated, values-
Capital position oriented and
Resistance to change Adaptive to change disciplined PNP
Personnel
Non-competency based Competency based
assignment of assignment of
personnel personnel
Organization Rigid and bureaucratic Develop a responsive
Flexible and responsive and highly professional
organizational
Capital (LCAT) organizational structure police organization
structure
Information Limited ICT capability 100% ICT-compliant
of some police stations police stations
Capital
PROCESS EXCELLENCE
How do we improve our core processes to
attain our strategic outcomes?
Monitoring
Policy Administrative Operations Regulatory
&
Value Chain Development Services Services Functions
Evaluation

Strategic Shifts
Objectives
From To
High crime volume Reduced crime volume
Improve Crime Prevention
Reactive policing Proactive policing
Low crime solution efficiency Increase crime solution
efficiency
Traditional Scientific investigation Improve Crime Solution
“Testimony-Based and few
forensic-based method”
Limited community Increased community Improve community safety
participation in crime participation in crime awareness through
prevention activities prevention activities community-oriented and
human rights-based policing
 4 Strategic Elements of a Scorecard

ARTICULATES THE TRACKS OUR PROGRESS HELPS CLOSE THE

COMPONENTS OF TOWARD ACHIEVING AND PERFORMANCE GAP
OUR STRATEGY COMMUNICATING THE
INTENT OF THE OBJECTIVE

OBJECTIVE
OBJECTIVE MEASURE
MEASURE TARGET
TARGET INITIATIVE
INITIATIVE

Strategy Map Strategy Execution

 4 Strategic Elements of a Dashboard

ARTICULATES THE TRACKS OUR PROGRESS HELPS CLOSE THE

COMPONENTS OF TOWARD ACHIEVING AND PERFORMANCE GAP
OUR STRATEGY COMMUNICATING THE
INTENT OF THE OBJECTIVE

OPERATIONAL/ SECONDARY
SECONDARY PERFORMANCE
PERFORMANCE
TACTICAL TARGET
TARGET ACTIVITIES
ACTIVITIES
DRIVER
DRIVER INDICATOR
INDICATOR
DASHBOARD

Strategy Map Strategy Execution

 Strategic Elements
OBJECTIVE MEASURE TARGET
Statement of How The level of
what strategy NHQ- 19
performance
must achieve performance
or rate of
and what’s against an improvement
critical to its objective is PRO
needed- 26
success quantified

OBJECTIVE
OBJECTIVE MEASURE
MEASURE TARGET
TARGET INITIATIVE
INITIATIVE

• success measure What

•l measure should
• project be used in
• metric • performance
order to indicate
level • program
that progress is
•Outcome indicator •
being made towards plan
action achieving a
• KPI strategic priority?
 What is measure and why they are important?

“Measure (KPI) are critical indicators or

progress towards desirable outcome.”

“If you cannot measure it you cannot

manage it, and if you cannot
manage it you cannot improve it”

Peter Drucker
peter drucker
if you can't measure it quo
te -
Bing images PAGE
42
 SCORECARD
CURREN FUTURE What you intend
MEASURE/S

Lead
OBJECTIVE to do?

Lag
T STATE STATE (Performance Indicator)
(Intentions)

• Low to
• High minimal 1. To decrease
Improve Crime Average Monthly Crime
crime commis commission of 1
rate sion of Prevention Rate
crime
crime

2. Arrest wanted Percentage of Wanted

2
persons Person Arrested
CoreProcesses

3. Neutralized
armed groups
No of PAGS neutralized
that commit 3
heinous
crimes.

PAGE 43
 PNP UPDATED SCORECARD (PNP MC 2022-071)
TARGET
PERSPECTIVE

2021
L L 2020
OBJECTIVE # MEASURE/S OPR ACCOMP- INITIATIVE/S
D G (Baseline)
LISHMENT 2022 2023 2024

5% 5% 5%
41 Incidents
Decrease Decrease Decrease
10 Percentage decrease in oc 85 based on CY based on CY based on CY
currence of incidents and a (48.2% 2021 Total 2022 Total 2023 Total
ctivities perpetrated by Co Decrease) •PNP MC 27-2019 Operati
No. of No. of No. of onalization of E.O. # 70 (N
mmunist Terrorist Groups ( Incidents Incidents Incidents
CTG) TF-ELCAC)

•Peace, Law Enforcement

and Development Support
5% 5% 5% Cluster (IMPLAN);
2 Incidents
Decrease Decrease Decrease •AFP-PNP Joint Campaign
PROCESS EXCELLENCE

11 Percentage decrease in oc 4 based on CY based on CY based on CY Plan “KAPANATAGAN”

currence of incidents and a (50 % 2021 Total 2022 Total 2023 Total 2019 – 2022
ctivities perpetrated by Loc DO Decrease) No. of No. of No. of
Ensure al Terrorist Groups (LTG) Incidents Incidents Incidents
Counter- •PNP Campaign Plan “KAT
Support to (APCs ATAGAN”;
Insurgency
Public Safety as
and Counter- •JLD No. 2-2016 Revised
and Internal secon
Terrorism National JPSCC
Security dary 179 5% 5%
5%
OPR) Organization;
28 PAG PAG
(31.5%) PAG
members members •LOI 55-2011 “SANGLAHI
12 Increase in the number of s neutralized neutralized
members
urrendered/ neutralized me PAGS neutralized ALPHA”;
mbers of Communist Terror 5% of 542 (Based on (Based on
Members (Based on DI
ist Groups (CTG) and Loca DI list CY DI list CY
Neutralized list CY 2023) •PNP Anti-Terrorism
l Terrorist Groups (LTG) 2021) 2022)
Defense Block;

• PNP CMC 05-2014

“Intensified Internal
5% Security Operations”, and
5% Increase
Increase
15,078 based on
based on
13 Increase in the number of c 1,324 1,390 2023 •RJRR on E.O. #546 in
aptured or surrendered fire 2022
accomplishm relation to EO # 110
arms accomplish
3,770/Qtr. ent
ment
 Performance Indicator/Measure Profile
What is the objective? – Ensure efficient provision of all logistical How often is the measure
requirements to end-users updated/calculated?
What is the measure? – Percentage fill-up of mobility – Quarterly
What is the reason behind choosing this measure? – To address What is the unit of measure used?
lack of equipment of PNP Personnel – Percentage

How is the measure calculated? Clarify the terms in the formula. What data is required in calculating the measure?
– Supply directives, distribution lists, status
reports
% fill-up = Equipment On Hand______ Where/how is it acquired? (specify document or
PNP Requirements (ONA/TEA) x 100 person) –
2016 2017 2018 2019 2020 2021 2020 2023 2024
Is information about the
measure available? When will this info TARGETS
Currently available be available? MOBILITY 35% 33% 36% 44% 60%
With minor changes – Quarterly
Still to be formulated ACCOMPLISHMENTS (ACTUAL)
MOBILITY 30% 34% 41% 49% 60%
Who is responsible for setting targets? – 36.59 43.10
LAND 33% 51% 55%
LPPD / SMD % %
Who is accountable for targets? – SMD WATERCR 13.81
5% 10% 26% 27%
Who is responsible for tracking & reporting AFT %
targets? – LPPD / SMD 18.97 20.69 20.69
AIRCARFT 43% 36%
% % %
 Strategic Elements

OBJECTIVE MEASURE TARGET INITIATIVE

Statement of How success
The level of Key action
what strategy in achieving programs
must achieve the strategy performance or
required to
and what’s will be rate of achieve
critical to its gauged and improvement objectives
success tracked
needed

OBJECTIVE
OBJECTIVE MEASURE
MEASURE TARGET
TARGET INITIATIVE
INITIATIVE

• success measure
strategic element • project
• goal
What targets should be set
• metric • program
• performance level
in the intervening• KPI
years? • action plan

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Target Setting

Stretch
but achievable
 Target Format
OFFICE/UNIT SCORECARD 2018
2018

Accomplishment

Accomplishment

Accomplishment
Funding
Running
PERSPECTIVE

2019 Target
O 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Requirements
W Balance
LEAD

2015

2016

2017
OBJEC MEASUR STRATEGIC
LAG

N
TIVE E INITIATIVES
E
R Targ Acc Targ Acc Targ Acc Targ Acc Targ Acc Vari
Est Actual Var
et omp et omp et omp et omp et omp ance

10,0 5,000.0 -
2 3 3 3 2 3 10 6 -4 00.0 0 5,00
COMMUNITY

0 0.00
A 1 5
150 100 - 50% 50%-
60%
% % 40%

New Format
 Target Format
OFFICE/UNIT SCORECARD 2018
2018

Accomplishment

Accomplishment

Accomplishment
Funding
Running
PERSPECTIVE

2019 Target
O 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Requirements
W
Balance
LEAD

2015

2016

2017
OBJEC MEASUR STRATEGIC
LAG

N
TIVE E INITIATIVES
E
Targ Acc Targ Acc Targ Acc Targ Acc Targ Acc Varia
R Est Actual Var
et omp et omp et omp et omp et omp nce

10,0 -
2 3 3 3 2 3 10 6 -4 00.0 5,000.00 5,00
COMMUNITY

0 0.00
A 1 5
150 100 50% 50%-
60% -40%
% %

Distribute annual Monitor effect of

Monitor quarterly
target according to quarterly
progress of
seasons/events of the accomplishment with
performance
quarter the annual target.

*Note: Operational Dashboard - monthly

 TARGET-
SETTING IN THE
BALANCED SCO
RECARD

SOME KEY CONSIDERATIONS

Some key
considerations:
• Baseline data
• Recent performance
• Trending
(performance over a
succession of
relatively recent
periods)
• Historical data
(covering further, less
recent periods)
• Aggregated/
Disaggregated
targets
• Seasonal effect
• Supervening events
• Stretch targets
• External benchmarks
 Strategic Elements

INITIATIVE
Key action
programs
required to
reach the target

OBJECTIVE
OBJECTIVE MEASURE
MEASURE TARGET
TARGET INITIATIVE
INITIATIVE

• success • project
What initiatives must• goal
be
measure • program
undertaken to fill-in •the • activities
• metric
performance gap?performance • action
• KPI
level
plan

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Strategic initiative

Strategic Initiatives close the

performance gap
(between current & desired
INITIATIVES performance)

You manage strategy by managing initiatives.

-- Kaplan & Norton, BSC Creators
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
INITIATIVE MANAGEMENT
 Why initiative is important?

Initiatives are the programs, projects and activities that enable

said objectives, measures and targets to be attained.

INITIATIVE
Key PPAs that enable attainment of measures and targets

Initiatives drive strategy implementation.

They are the lifeblood of the balanced scorecard.
 PNP UPDATED SCORECARD (PNP MC 2022-071)
TARGET
PERSPECTIVE

2021
L L 2020
OBJECTIVE # MEASURE/S OPR ACCOMP- INITIATIVE/S
D G (Baseline)
LISHMENT 2022 2023 2024

5% 5% 5%
41 Incidents
Decrease Decrease Decrease
10 Percentage decrease in oc 85 based on CY based on CY based on CY
currence of incidents and a (48.2% 2021 Total 2022 Total 2023 Total
ctivities perpetrated by Co Decrease) •PNP MC 27-2019 Operati
No. of No. of No. of onalization of E.O. # 70 (N
mmunist Terrorist Groups ( Incidents Incidents Incidents
CTG) TF-ELCAC)

•Peace, Law Enforcement

and Development Support
5% 5% 5% Cluster (IMPLAN);
2 Incidents
Decrease Decrease Decrease •AFP-PNP Joint Campaign
PROCESS EXCELLENCE

11 Percentage decrease in oc 4 based on CY based on CY based on CY Plan “KAPANATAGAN”

currence of incidents and a (50 % 2021 Total 2022 Total 2023 Total 2019 – 2022
ctivities perpetrated by Loc DO Decrease) No. of No. of No. of
Ensure al Terrorist Groups (LTG) Incidents Incidents Incidents
Counter- •PNP Campaign Plan “KAT
Support to (APCs ATAGAN”;
Insurgency
Public Safety as
and Counter- •JLD No. 2-2016 Revised
and Internal secon
Terrorism National JPSCC
Security dary 179 5% 5%
5%
OPR) Organization;
28 PAG PAG
(31.5%) PAG
members members •LOI 55-2011 “SANGLAHI
12 Increase in the number of s neutralized neutralized
members
urrendered/ neutralized me PAGS neutralized ALPHA”;
mbers of Communist Terror 5% of 542 (Based on (Based on
Members (Based on DI
ist Groups (CTG) and Loca DI list CY DI list CY
Neutralized list CY 2023) •PNP Anti-Terrorism
l Terrorist Groups (LTG) 2021) 2022)
Defense Block;

• PNP CMC 05-2014

“Intensified Internal
5% Security Operations”, and
5% Increase
Increase
15,078 based on
based on
13 Increase in the number of c 1,324 1,390 2023 •RJRR on E.O. #546 in
aptured or surrendered fire 2022
accomplishm relation to EO # 110
arms accomplish
3,770/Qtr. ent
ment
 NAME OF PROJECT MEASURES AFFECTED PROJECT CO-
Put the 5 highest CHAMPION
measures
Crime Clearance
Case Management Program Efficiency (CCE) M6
Crime Solution
PROJECT DESCRIPTION Efficiency (CSE M7

The Case Management Program focuses on the procedural and structural 2/29 DIDM
development of DIDM processes to improve Crime Clearance Efficiency
(CSE) and Crime Solution Efficiency (CSE) thru the filing of cases and arrest
Initiatives Scoring
of suspects. The program focuses on the management, monitoring of
cases and all other activities in investigation that will help in solving
crimes.
BUDGET STATUS
PERI MILESTONES / ACTIVITIES Amount Sourc Owner Status
OD e
• Collaboration with the Pillars of CJS on criminal investigation CG, ITD & LO Ongoing
and other stakeholders
• Case Review on Dismissed Illegal Drugs, Heinous Crimes and CMD
Ongoing
Sensational Crimes (Monitoring & Submission of Reports) Monitoring

• Monitoring of TF USIG Cases (Monitoring & Submission of TF USIG

Ongoing
Reports) Monitoring

Ongoing/Case
• Case Monitoring of Squatting Syndicates (Regular case NPTPFSSS Conferences/
2021 conferences and meetings) 5,877,708.8 Lectures
2nd NFA
5
Qtr Monthly
• Certification for Illegal Drugs Cases (Monthly Monitoring) CMD Monitoring

Monthly
• Arrest of most Wanted persons (Consolidation of submitted CMD Monitoring
reports)
CRAC & One per PRO/
• Nationwide validation (PRO 4A and 1) Other Scheduled for the
year
Divisions
Resources Link-to- Strategy
 Human Resources Link-to- Strategy HUMAN RESOURCES LINK-TO-STRATEGY
Office/Unit :
Period
ADEQUATE AND COMPETENT STAFF ANALYSIS AND REVIEW PROCESS
TRAINING AND
ESTABLISHED ROLES AND RESPONSIBILITIES CAPACITY REGULAR REPORTING ACCOUNTABILITY
DEVELOPMENT

Did this Initiative

Did this initiative
No Were personnel need to have an REMARK
INITIATIVE/S have formally
. Were personnel formally designated Did this Initiative Were personnel accountability or S
designated Did personnel formally
formally designated to implement and require a Training formally designated sanction
personnel designated to implement
to implement and manage this Initiative Needs Analysis or to implement and mechanism
responsible for its and manage this
manage this Initiative considered any Analysis of Its manage this penalizing those
implementation initiative have aligned
sufficient or competent or trained Human Resource Initiative regularly responsible if there
and management? and updated individual
adequate? Were their to do so? (If yes, Needs? If so, was rendering reports is failure or lapse in
(If yes, kindly list Scorecards?
numbers enough? kindly indicate on it conducted? or updates? implementing or
down on
Attachment "A.2") managing it? If so,
Attachment "A.2")
did it have one?

COMMUNITY
PROCESS EXCELLENCE
Trained Personnel based on
their designation
LEARNING AND GROWTH
Designation of OIC’s to 3rd level
positions
Creation of Regional Placement
Board for 2nd Level Uniformed
Personnel
Identification and recruitment of
Top 20 thru CSC, PRC, and
NAPOLCOM and applicants
with a GWA of 85% and above
Invitation to the Top 20 of
different eligibilities (PRC,
CSC, NAPOLCOM)
Conduct seminars for SHOs to
ensure judicious and speedy
resolution of admin cases
Prerpared by: Checked by: Approved by:
 Human Resources Link-to- Strategy
HUMAN RESOURCES LINK-TO-STRATEGY
Office/Unit :
Period

ADEQUATE AND COMPETENT STAFF

ESTABLISHED ROLES AND RESPONSIBILITIES
No. INITIATIVE/S RANK/NAME OF PERSONNEL Eligibility
COMPETENCY OR TRAINING
IMPLEMENTING/MANAGING
RELEVANT TO THE INITIATIVE
INITIATIVE
COMMUNITY
PROCESS EXCELLENCE
Trained Personnel based on their designation
LEARNING AND GROWTH
Designation of OIC’s to 3rd level positions

Creation of Regional Placement Board for 2nd Level

Uniformed Personnel

Identification and recruitment of Top 20 thru CSC, PRC, and

NAPOLCOM and applicants with a GWA of 85% and above

Invitation to the Top 20 of different eligibilities (PRC, CSC,

NAPOLCOM)

Conduct seminars for SHOs to ensure judicious and speedy

resolution of admin cases
RESOURCE MANAGEMENT

Prerpared by: Checked by: Approved by:

LINK TO BUDGET
LINK TO LOGISTICS
Governance is CASCADED down to the last unit and individual.

CPNP

SCORECARD

D-STAFF

PRO
DASHBOARD
PPO/CPO
CPS/MPS
MODULE 4
VALIDATING THE OPERATIONAL
DASHBOARD
 CPNP SCORECARD

DIRECTORATE SCORECARDS

STRATEGIC PRO SCORECARD

Translation Gap
PPO SCORECARD (DASHBOARD)

OPERATIONAL
To fill in this gap, we need a
“Dashboard”
Why DASHBOARD???
 Destination

The best doable way

or approach to reach
the desired
destination through
the safest and
shortest possible
route
 GOAL or
Objective Desired Destination

Critical ‘Must do’ actions to hurdle

Actions barriers or obstacles
Steps

Performance Dials/metrics on the dashboard

Indicator for measuring progress

Drivers “How” to drive the car to its

desired destination

PD or CD
 CPNP SCORECARD
DIRECTORATE SCORECARDS
STRATEGIC PRO SCORECARD

Translation Gap
Going back to the Translation Gap
PPO SCORECARD (DASHBOARD

OPERATIONAL
 Have actions
Know what Know which Ensure visibility that ensure
the goals are drivers move For easy tracking Execution
  
(OPERATIONAL the dial (PERFORMANCE (CRITICAL
OBJECTIVES) (DRIVERS) INDICATORS) ACTION STEPS
/ACTIVITIES)

Translation
Operational Gap
Dashboard

© 2010 Institute for Solidarity in Asia

 GOAL or Nr of
Objective Nr of PS fully Desired Destination
participating
utilizing PIPS (Crime Prevention & Solution)
respondents
to WBOS
% of % of ICT-
‘Must do’ actions to hurdle barriers
compliant
Critical
investigative
or obstacles along the waypolice
Action
positions
Steps
filled with stations
trained /cert Performance
invstgtrs Indicator
Performance Dials or metrics on the
dashboard for measuring progress
% Indicator
of (speedometer, temp gauge, etc)
accounted Number of
loose PS using
firearms COMSTAT
Drivers “How” to drive the car to its
destination (Primary & Secondary)

% reduction
Number of
of crimes
functional PD or CD
involving
LACAP
tourists
 GOAL or
Objective Desired Destination
(Crime Prevention & Solution)

‘Must do’ actions to hurdle barriers

Critical
or obstacles
Action
Steps
Origin Destin
Straight line ation/
Performance Dials or metrics on the
Object
ive
dashboard for measuring progress (
Indicator

Barrier
Drivers
Origin or “How” to drivetheDestin
car to its
ation/
Obstacle destination (PrimaryObject
& Secondary)
ive

PD or CD
 Process Improvement

Present state Desired State

(From) (To)

Process (Old Model) Process(Hybrid Car)

- manual steering - Auto steering
- no ABS - with ABS
- no backing sensor - backing sensor
- no navigator guide - GPS

PPO DASHBOARD
-Limited access to -Broader access to
police related police related
information by the information by the
community community
-Unilateral approach in -Consultative approach
decision-making (involving community)
 PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention & Control
Primary Driver: Intensify Police Operations
Secondary Process Improvement Performance Target OP Critical Action Steps OPR
R
Drivers Indicator
(PI)
From To
Enhance the TP 1. Manpower
Partial Full % reduction of
security and implementati AD OP
implementati crimes involving 2. Training
safety of N
on on foreign and
tourist domestic tourists
“How” to attain
Review the Dashboard
Upgrading or the
objective/reach Imperative
Use of Disparate advancement
Optimum inReadily
Number ofvisible Steps
Desired
the destination to take
1. Hardware to
data/informat
COMPSTAT byPrimary processes
Drivers to of
utilization attain the
police hurdle
stationsof Destination/Goal
Measure Barriers
2. Software
police ion as basis
broken down to desired
integrated stateusing COMSTAT OPor 3.
station for crime spatial and
Improvement
for crime
Objective obstacles
Training OP
measurable N N
prevention time-based prevention
Operational or
activities data/informat
Tactical activities ion as basis
for crime
prevention Accountable
office/personnel
 PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention & Control
Primary Driver: Intensify Police Operations
Secondary Performance Target O Critical Action Steps OPR
Drivers Indicator PR
Activities
(PI)

TP
Enhance the % reduction of AD 1. Manpower OP 1. Establishment of
security and crimes involving N special tourist police
2. Training
safety of foreign and assistance desk
tourist domestic tourists (TPAD) for known
tourist destinations

Review the Dashboard 2. Bike patrols in

tourist areas
Use of Number of 1. Hardware 1. Conduct Weekly
COMPSTAT by police stations OP COMSTAT Meeting
2. Software OP
police using COMSTAT N 3. Training N 2. Maintain & Update
station for crime
Crime Map & Clock
prevention
3. Maintain & Monitor
Crime Statistics
4. Review and implement
responsive police
operations based on
COMSTAT
 Objective: CRIME PREVENTION & CONTROL
PRIMARY DRIVERS SECONDARY DRIVERS

1. Intensify community awareness / 3. Promote Web-Based Online

Enhance community information activities Survey (WBOS)
engagement (3) 2. Intensify community organization
and mobilization activities

1. Strengthen FAs Control Program

5. Institutionalize PIPs
(Regulatory Function)

2. Sustain the implementation of 6. Intensify a ‘Law Enforcement’

LACAP approach to ISO
Intensify police operations
(7) 3. Intensify counter terrorism
7. Use of COMPSTAT by police
station
activities

4. Enhance the security and safety of

tourist

Intensify intelligence and 1. Enhance Identification, Detection, 2. Proper employment of Barangay

counter intelligence Target Setting, Intervention, Information Nets (BINs)
Disruption (IDTID) activities
operations (2)

1. Intensify case build up against 2. Intensify case build up against

Strengthen legal offensive (2) threat groups threat groups
 Objective: CRIME SOLUTION
PRIMARY DRIVERS SECONDARY DRIVERS
1. Have investigative personnel trained and 4. Establish linkages with community
certified and stakeholders support
Maintain and deploy competent 2. Fill up investigative position with trained 5. Generate support from
investigative personnel (5) and certified personnel community and stakeholders

3. Timely deployment of investigators

1. Update investigative personnel on
investigative systems and procedures 3. Adopt case management system
Implement standard investigative
systems and procedures (3) 2. Utilize available investigative information
systems

1. Conduct inventory of infrastructure and 3. Utilize and maintain

equipment investigative / ICT equipment
Establish and maintain reliable
investigative infrastructure (3)
2. Fill up lacking investigative infrastructure
and equipment

Develop and maintain community 1. Establish linkages with community and 2. Generate support from
and stakeholders support (2) stakeholders support community and stakeholders

2. Request fund support for special

1. Disburse fund support for investigative
Ensure fund support for investigation beyond the resources
activities
investigative activities (2) of PPOs
 A Long Term Vision for the Philippines

Vision for Country:

The Philippines shall be a country where all citizens enjoy equal
opportunities, equitable prosperity, enabled by a fair and just society that is
governed with order and unity. A nation where families live together, thriving
in vibrant, culturally diverse, and resilient communities.
 COMMUNITY
Social & Economic Impact
Peaceful, Safe, Self-Reliant & Progressive Communities

PROCESS EXCELLENCE
Improved Crime Prevention Improved Crime Solution

Crime Prevention & Investigation Services

Suppression Services
•Operations • Investigation
•Intelligence • Intelligence
•Community Relations • Community Relations

LEARNING & GROWTH

(Human Resource & Organizational Development)

RESOURCE MANAGEMENT
(Financial & Logistical Resources)
 “We all do
better when
we work
together.”
-Bill
Clinton
 TEAM
PNP

TRANSFORMATION…
Our Shared Commitment!!!

END OF PRESENTATION
 SUMMARY

 Performance Governance System and PNP P.A.T.R.O.L Plan 2030

 Balanced Scorecard and Operational Dashboard
 Journey to Institutionalization
 REFERENCES

 PNP MC 2022-071 dated May 19 2022: “Implementation of

the PNP Charter Statement, Roadmap and
Scorecard/Dashboard for PNP PATROL Plan 2030”
 NAPOLCOM Resolution No. 2021-0597 dated June 8, 2021:
“Institutionalizing the PNP PATROL Plan 2030 as the PNP’s
Long-Term Transformation Strategy”
 LOI 53/09 dated August 11, 2009: “Institutionalization of the
Performance Governance System”
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