Key Roles and Responsibilities in the

Implementation of the PNP P.A.T.R.O.L. PLAN

2030
Technical Working Groups
Strategy Management Units
Advisory Councils
 Roles and Responsibilities of the TWG
 Together with the Command Group and External Stakeholders
under the guidance of Institute for Solidarity in Asia (ISA) and
Development Academy of the Philippines (DAP), develop the
PNP Charter Statement and formulation of Scorecard

 Primarily responsible in Cascading the PNP Charter Statement

and Scorecard to 17 PROs

 Responsible for the effective and efficient implementation of

the Communications Plan on the PNP P.A.T.R.O.L. PLAN 2030

 Takes the lead in Strategy Refresh and Strategy Review of the

C,PNP Scorecard

 Primarily responsible in the preparation of the Chief, PNP’s

Performance Reporting and Public Governance Revalida
 Roles and Responsibilities of the TWG
 Works closely with the National Advisory Group for Police
Transformation and Development (NAGPTD) to generate
support from the multi-sectoral group/external stakeholders
for the effective and efficient implementation of the PNP
P.A.T.R.O.L. Plan 2030

 Works closely with the Center for Police Strategy Management

specifically in the decision process of amending any of the
scorecards of D-Staff, NSUs and Regions that might affect the
implementation of the PNP Scorecard

 Recommends to the Chief, PNP new strategies, measures,

targets or initiatives deemed imperative in the effective and
efficient implementation of the PNP P.A.T.R.O.L. Plan 2030
 Closing the Gap

S
FO TRA
RM TEG
UL Y Office of the Strategy
AT
I ON Management
closes the gap
(between strategy formulation
and strategy execution)
Offi ST
ce EX RATE
Str of th EC
UT GY
Ma ateg e IO
na y N
ge
me
nt

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Performance Governance System Stages
Institutionalization

Proficiency 1. Presence of mechanisms and

tools for data tracking and
Sep 2012 reporting of strategic
Compliance REVALIDA performance

Oct 2011 2. Conduct of impact

REVALIDA evaluation to determine
1. Analysis and
Initiation breakthrough results
examination of
Sep 2009 strategy execution
3. Culture of Institutionalization
REVALIDA 1. Formalization of the 2. Creation of the - self –awareness
1. Formation of MSGC Office of Strategy - motivation
Technical Working (NAGPTD) Management (OSM) - self-regulation
Group (TWG) (PNP-CPSM) - empathy
2.Cascading of vision and - social skill
2. Formation of strategies 3. Regular monitoring
Multi-Sectoral and review of 4. Individual Performance leading
Governance 3.Aligning budget and strategies to Breakthrough result
Council (MSGC) human resources to
the vision and 5. Striking partnership based on
3.Formulation of strategies common causes & shared
Strategy Map and responsibility
Governance
Scorecard
 ISA
Institute for PNP-HQS NSUs PROs PPOs C/MPS
Solidarity in
Asia

PGS PNP P.A.T.R.O.L. PLAN 2030

Performance
Governance Peace and order Agenda for Transformation and upholding of the Rule-Of-Law
System

TWG TWG
TechnIcal Working Group
OSM CPSM NSU-PSMU RPSMU PPSMU SMT
Office of Center for NSU Regional Provincial Strategy
Strategy Police Police Police Police Management
Management Strategy Strategy Strategy Strategy Team
Management Management Management Management
Unit Unit Unit

MSGC NAGPTD NSU-AC RAC PAC C/MAC

Multi-Sectoral National
Governance Advisory NSU Regional Provincial City/Municipal
Council Group for Advisory Advisory Advisory Advisory
Police Council Council Council Council
Transformation
and
Development
Office of the Strategy Management (OSM)

Center for Police Strategy Management

To whom does OSM report to?

Balanced Scorecard
project teams directly
report to the CEO.

In the PNP, it should

directly report to the
C,PNP.
 Role of CPSM & RPSMU
(As leading Force in managing connection between Strategy & Operations across
Organization)

• ARCHITECT (defines strategy management framework & its

governance conventions & designs strategy mgmt processes)

• INTEGRATOR/CONSULTANT/COORDINATOR (ensures that

processes are owned & ran by other functional executives
are linked to strategy)

• PROCESS OWNER (defines, develops & oversees processes

required to manage strategy- cascading process; reporting;
strategy & operations review, alignment, etc.)
NAPOLCOM RESOLUTION 2012-318
Date Approved: August 13,2012
 Mandate:
 Oversee the implementation of the PNP
P.A.T.R.O.L. Plan 2030: “Peace & order
Agenda for Transformation and
upholding of the Rule-Of-Law”;

 Integrate all strategy management

processes, sustaining strategy execution
& management, and instilling a culture of
strategic focus;

 Identify & recommend key priorities and

strategic issues to the C,PNP;

 Assist & advise PNP Units in selecting

targets & identifying strategic initiatives;
 Mandate:
 Facilitate integration & coordination of programs, projects & activities

 Align strategies & manage execution;

 Cascade the PNP P.A.T.R.O.L. Plan 2030 and Agency Scorecard;

 Develop a comprehensive Communications Plan & education process;

 Establish & facilitate the process of identifying, documenting & sharing

lessons-learned & best practices;

 Oversee the review, evaluation and validation & timely reporting in

collaboration with the TWG and NAGPTD;

 Establish a monitoring and accountability mechanism and;

 Perform other duties as directed by the C,PNP.

 PNP- CPSM ORGANIZATIONAL STRUCTURE

 Chief, PNP
Director

Deputy Director

Chief of Staff
Legal Officer

Administrative & Scorecard Organization Strategy Review

Resource Management Alignment Division Division (SRD)
Management Division Division (SMD) (OAD)
(ARMD)

     

Regional
Regional Police
Police NSU - Police Strategy
Strategy Management
Strategy Management Management Units
Units
Units (RPSMUs)
(RPSMUs) (NSU - PSMUs)
  Chief, PNP

Functional Director, CPSM

Chart
Legal Officer

Administrative & Scorecard Organization Strategy Review

Resource Management Alignment Division Division (SRD)
Management Division (SMD) (OAD)
Division (ARMD)

     

Regional Police Strategy NSU - Police Strategy

Management Units Management Units
(RPSMUs) (NSU - PSMUs)
  Regional Director, PROs
Functional Chief, Regional Police Strategy Management
Chart Unit (RPSMUs) / DRDA

Deputy Chief, Regional Police Strategy

Staffing Pattern Management Unit (RPSMUs) / RCDS

Scorecard Management and Strategy Review Branch

Alignment Branch (SRB)
(SMAB)

Planning and Initiative Monitoring and Evaluation Section

Management Section (RPIMS) (MES)

Strategy Communication and Change Management and Best

Alignment (Budget, HR, and IT) Practices Section
Section (SCAS) (CMS)
  Director, NSUs
Functional Chief, NSU, Police Strategy Management
Chart Unit / DD, NSUs

Deputy Chief, NSU - Police Strategy

Staffing Pattern Management Unit / CDS NSUs

Scorecard Management and Strategy Review Branch

Alignment Branch (SRB)
(SMAB)

Planning and Initiative Monitoring and Evaluation Section

Management Section (RPIMS) (MES)

Strategy Communication and Change Management and Best

Alignment (Budget, HR, and IT) Practices Section
Section (SCAS) (CMS)
 MONITORING AND
REPORTING MECHANISM
 Strategy Review
To effectively align to and execute the PNP strategy, the TWG-PNP P.A.T.R.O.L Plan
2030 and CPSM conduct Strategy Reviews on the delivery of police services to its
customers.

The Strategy Reviews must be conducted quarterly to all Directorates, NSUs, and
PROs for the following purposes:

a. Test the validity of measures and initiatives if they are contributing to the
attainment of the objectives.

b. Evaluate the strategy implementation on the following:

1) On schedule (milestones vis-à-vis disbursement of programmed resources);
2) Identify problems, challenges, and constraints encountered during the
implementation (What are the causes?); and
3) Formulate preventive/corrective actions.

c. Identify responsibilities and accountabilities.

FLOWCHART OF STRATEGY REVIEW
 Operations Review
Operational review meetings assess short-term performance and respond to
problems that have arisen recently and need immediate attention. The frequency of
meetings is influenced by the urgency as determined by the TWG-PNP P.A.T.R.O.L.
Plan 2030, CPSM, and the concerned unit.

The Operations Reviews must be conducted monthly to all subordinate units (i.e.,
PPO, CPO, CPS, and MPS for PROs and functional units for NSUs) for the following
purposes:

a. Test the validity of measures and initiatives if they are contributing to the
attainment of the objectives.

b. Check the strategy implementation on the following:

1) On schedule (milestones vis-à-vis disbursement of programmed
fund/resources);
2) Identify problems, challenges, constraints encountered during the
implementation (What are the causes?); and
3) Formulate preventive/corrective actions.

c. Identify responsibilities and accountabilities.

ALIGNMENT MECHANISMS
 Primary Objective

To achieve desired outcomes,

we align everyone.

Cascading the DOH Strategy © 2010 Institute for Solidarity in Asia

Cascading Process
 Initiatives to ensure Alignment
- Continuous conduct of follow-up cascading

- Conduct of periodic strategy and

operational reviews

- Focus on PNP mandate

- Enhance administrative support and

stakeholders’ participation
Communications Plan
 COMMUNICATIONS PLAN
ENGAGE LEADERS AT ALL LEVELS TO ENSURE ‘BUY- FOR P.A.T.R.O.L. PLAN 2030
IN’ OF THE PNP
P.A.T.R.O.L. Plan 2030.

CONDUCT OF
PUBLIC INFORMATION AND
ADVOCACY ACTIVITIES

Use of the Social Media

 COMMUNICATIONS PLAN
FOR P.A.T.R.O.L. PLAN 2030
Massive advocacy campaigns are carried out
through the following:
 
 Follow-up cascading
 
 Incorporate Training Modules in all PNP
Courses, Trainings and Seminars
 COMMUNICATIONS PLAN
FOR P.A.T.R.O.L. PLAN 2030
Replication of CPSM and TWG down to City/Municipal
Police Stations
 Conduct of PGS Certification of
all PNP Units/Offices

 Conduct of PGS Boot Camp for

the PNP
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 its strategic
transformation roadmap.
 They shall serve as an advisory body to the PNP and
significantly contribute to the implementation of the PNP
P.A.T.R.O.L. Plan 2030: “Peace and Order Agenda for
Transformation and Upholding of the Rule-Of-Law”

 The National Advisory Group does not have any administrative

or operational authority over nor responsibility for specific
operational decisions within the Philippine National Police.
 The National Advisory Group was formally organized and
inducted after the organizational meeting with the Technical
Working Group and briefing of the PNP PATROL Plan 2030 on
September 2, 2011.
 ROLES & RESPONSIBILITIES

• To advise and assist the PNP in identifying key priorities and

strategic issues in accordance with the PNP ITP-PGS (PATROL
Plan 2030), and provide insights in aligning the PNP’s policies,
plans and programs with the political, socioeconomic, cultural
and moral development needs of the organization;

• Together with the TWG, evaluate and amend the strategies for
the implementation of the PGS in accordance with the PNP
thrusts, programs, projects and activities, and advise on the
necessary amendment to the current and development of
future programs, projects and activities;
 ROLES & RESPONSIBILITIES

• To assist and advise the PNP on possible ways to generate

additional enabling resources in order to support and sustain
the PNP’s present and future plans and programs
Establishment of Advisory Councils down to
City/Municipal Police Stations
 PSMU Relationship with TWG and Advisory Council

 TWG and Head of office/unit are responsible for the development of

the Unit’s Charter Statement/Roadmap and Governance Scorecard

 PSMU acts as Secretariat in the formulation of Charter Statement and

Scorecard

 PSMU, on its own cannot decide on strategy

 TWG processes inputs provided by PSMU to fine-tune strategy

implementation; therefore, TWG provide analyzed data (output) in
such a way that it becomes part of the PSMU

 PSMU reports to the Head of office/unit on PERFORMANCE

 Head of office/unit and TWG attends Advisory Council’s meetings

with PSMU as Secretariat
 PSMU Relationship with TWG and Advisory Council

 Advisory Council, provides inputs in the form of recommendation/s

subject to approval of the Head of office/unit for implementation

 Advisory Council, provides support to the unit in any form, PSMU

undertakes the administrative requirements for the realization of the
project(support) , TWG and Head of office/unit provides guidance and
approval

 TWG and Head of office/unit take responsibility in the implementation

of Initiatives in the Scorecard

 TWG and Head of office/unit are primarily responsible for cascading

the unit scorecard down to individual personnel

 PSMU is responsible in collecting the submission of dashboards and

individual scorecards
 PSMU Relationship with TWG and Advisory Council

 PSMU is responsible in ensuring alignment of dashboards and

individual scorecards to the Unit Scorecard

 PSMU ensures management of scorecards and dashboards

 PSMU analyzes and reports to TWG discrepancies noted in the

scorecards and dashboards, TWG is primarily responsible for the
conduct of Strategy and Operations Reviews

 TWG and Head of office/unit are primarily responsible in the

preparation of Report for Certification Process with the assistance of
PSMU

 PSMU collects accomplishments of personnel as inputs to the

preparation of Report for Certification Process
 PSMU Relationship with TWG and Advisory Council

 Advisory Council members provide assistance and give advise to Head

of office/unit for the Certification Process

 Advisory Council members act as Panelists during the Certification

Process

 TWG and PSMU are responsible in providing competency training

within their unit/office

 TWG and PSMU are responsible in the implementation of

Communications Plan (COMPLAN) on PNP P.A.T.R.O.L. PLAN 2030
 MUTATIO… Nostrum Partis Commitment

TRANSFORMATION…
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION