POLICE REGIONAL OFFICE 13

Camp Col Rafael C Rodriguez, Butuan City

“The Brave, Friendly, and Peace-Centered Police Force”

Updates on PNP P.A.T.R.O.L. Plan 2030

Vision:”… a Highly Capable, Effective and Credible police service… Towards the attainment of a safer place to live, work and do business.”
 Lesson Performance Objectives:
After this block of instruction, the participants will be able to:
1. Outline the historical background of PNP P.A.T.R.O.L. Plan 2030;
2. Identify the PNP P.A.T.R.O.L. Plan 2030 Strategy Execution Partners;
3. PRO13 PGS Transformation Journey;
4. Enumerate the four (4) Perspectives in the PNP P.A.T.R.O.L. Plan 2030
Roadmap;
5. Determine the PRO13 Scorecard accomplishments and its Breakthrough
Results;
6. Identify the PRO13 Emerging Best Practices;
7. Way Forward: Sustaining the Gains of Transformation
CHANGE AGENDA
 ENVIRONMENT THEN…

• Negative Perception
Endemic corruption
low level of training
massive human rights abuses
low crime conviction
poor IT Capability
low fill-up of equipment Citizens Trust and Confidence
• Organizational Dysfunctions
• Personality-based Programs
 INTEGRATED
PNP TRANSFORMATION
TRANSFORMATION PROGRAM
PLAN

UNDP-GRP
STUDY

PNP REFORM
COMMISSION

HISTORICAL BACKGROUND
 EBDAN AGLIP LOMIBAO
LASTIMOSO MENDO E AY
ZAK.A.I.S.A
I.T.P.
D.R.E.A.M O.N.E. PNP C.A.R.E.

HISTORICAL BACKGROUND
 PNP-ITP OBJECTIVES

To resolve organizational
dysfunctions and improve
the quality of Police services

To strengthen law
enforcement capabilities Integrated Transformation
Program
To enhance the welfare and (10-year Timeframe)

benefits of our personnel and

dependents
 REPRIEVE

PNP
“Integrated”
Transformation
Program 2005

(PNP-ITP)

PNP REFORM GOP-UNDP STUDY PNP TRANSFORMATION

COMMISSION REPORT ON TRANSFORMING THE PNP PLAN
 THE PEACE AND ORDER AGENDA FOR
TRANSFORMATION AND THE UPHOLDING OF THE
RULE OF LAW (PNP P.A.T.R.O.L PLAN 2030)
With the introduction of the
Performance Governance System
(PGS), the PNP saw the
opportunity to sustain the gains
of the PNP-ITP and enhance it
with the globally-accepted
management tool, the ‘Balanced
Scorecard’ introduced by Harvard
University Professors Norton and
Kaplan. Thus, after adopting the
PGS and under the guidance of
the Institute for Solidarity in Asia
(ISA), the PNP P.A.T.R.O.L Plan
2030 was born.
Batch 1 (“MCC” 6)
 6 NGAs chosen to apply
globally-recognized
performance governance
system (PGS)

 to raise the standards of

governance practice

 Assisted by the DAP, ISA and

NCC.
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 immediate positive impact
on the welfare of the people in all communities it serves.
 ORGANIZATIONS UTILIZING THE PERFORMANCE GOVERNANCE
SYSTEM (PGS)
National
Government
Agencies

Local Government
Units (LGUs)

Colleges/
Universities/
Non-Profit
Organizations

Hospitals/
Medical Centers
July 3, 2009
The Executive Secretary directed
the Chief, PNP to institutionalize the PGS
into the PNP.
 Initi ati on into the PGS
Memorandum from the
Executive Secretary dated
July 9, 2009 mandating the
Institutionalization of PGS
in the Six (6) National
Government Agencies

PNP Letter of Instruction

53/09 “Institutionalization
of Performance
Governance System” dated
August 11, 2009

LEGAL BASIS
The PGS enabled the PNP to
create it’s own charter
statement, road map and
balanced scorecard. Within
the charter statement is the
PNP’s vision, mission,
mandate, philosophy and core
values. The road map contains
the perspectives or
dimensions of the
organization, and within
them, the PNP’s objectives.
The balanced scorecard
operationalizes the road map,
and is comprised of measures,
targets and initiatives.
 Functionality of Strategy Partners
Regional Police Strategy Management Unit (RPSMU)
CHIEF, RPSMU13:
JOSELITO L CLARITO
Police Colonel

ASST Chief, RPSMU13:

ISAGANI D YBAÑEZ
Police Lieutenant Colonel

 Secretariat in support of
the TWG for the
implementation of PNP
P.A.T.R.O.L. Plan 2030
 Plays a vital role in
monitoring, review and
reportingOrganic Detailed
of strategy
2 PCOs 2
8 PNCOs 5 3
1 NUP 1

16
“The Brave, Friendly, and Peace-Centered Police Force”
 Police Regional Office 13
Technical Working Group (TWG for PTD)
CHAIRMAN:
PCOL RODERICK D MARIANO
Deputy RD for Administration

VICE CHAIRMAN:
PCOL MICHAEL F LEBANAN
Deputy RD for Operations

 Advise and assist the

Regional Director in the
implementation of the
PNP P.A.T.R.O.L. Plan
2030
 Develop strategic
initiatives towards the
implementation of PRO13 LETTER O
scorecard R D ER
 Formulate, review and
revise the PRO’s Charter
Statement and Scorecard “The Brave, Friendly, and Peace-Centered Police Force”
 Functionality of Strategy Partners
PRO13 Advisory Council for Police Transformation and Development
SECTOR NAME POSITION Remarks
CHAIRMAN: 1. NGA Hon. Emmanuel E. Escatron Exec Judge, RTC Br 2 Old Member
Hon. Emmanuel E. Escatron
Exec Judge, RTC Branch 2 2. Business Mr. Ryan Anthony B. Culima VP, Public & Media Old Member
Affairs, SRMI
3. Academe Atty. Rodney C. Ato Dean, College of Law, New Member
VICE CHAIRMAN: FSUU
Mr. Ryan Anthony B. Culima 4. LGU Hon. Reynante B. Desiata City Councilor, City of New Member
VP, Public & Media Affairs, SRMI Hon. Menchie Diaz-Rosario Butuan/ Peace & Order Old Member

Advisory body of PRO13 5. Youth Hon. Cynth Zephanee N. Nietes Pres, Butuan SK New Member
Federation
in realizing its vision and
in guiding its strategic 6. Senior Citizen Mr. Jessie P. Omamalin (Retired) Old Member
direction 7. Religious Rev. Fr. Carlito L Clase Exec Dir, CCPD Old Member
Pastor Oronito Abendanio Pastor New Member
8. Media Mr. Rey M. Brangan Chief Reporter, Bomb Old Member
Radyo
9. NAPOLCOM Atty. Johnson G. Reyes RD, NAPOLCOM Caraga New Member

10. NEDA Priscilla R. Sonido, CESO IV RD, NEDA Caraga New Member
11. PNP Retirees PCOL BENSON D LELENG (Ret.) Former TWG Member New Member
PLTCOL ALEX D TURA (Ret) Former SRS New Member
Number of Advisory Council members nationwide
Stakeholders Information System (SIS)
VOLUNTARY STAKEHOLDER SUPPORT
Estimated tangible value of Advisory Group contributions nationwide
 PRO13 VOLUNTARY STAKEHOLDER SUPPORT
Estimated tangible value of PRO13 Advisory Group contributions nationwide

CAPACITY MORALE /
LOGISTICAL FINANCIAL ADVOCACY OTHERS TOTAL
BUILDING WELFARE

CY 2022 16,164,093.50 2,894,147.00 1,065,300.00 145,200.00 1,781,940.00 2,014,250.00 24,064,930.50

CY 2021 35,336,325.00 1,301,550.00 2,342,069.50 187,700.00 1,351,478.00 10,060,031.00 50,579,153.50

CY 2020 26,040,396.01 3,197,000.00 1,082,355.50 923,100.00 1,600,353.00 8,208,029.00 41,051,233.51

CY 2019 8,671,327.79 3,380,845.00 816,202.00 225,579.00 1,194,477.70 876,849.00 15,165,280.49

CY 2018 53,127,311.98 3,185,350.00 1,291,320.00 446,000.00 1,041,990.00 239,500.00 59,331,471.98

CY 2017 49,228,086.48 19,705,000.00 20,457,220.00 197,000.00 510,680.00 89,000.00 90,186,986.48

CY 2016 35,761,614.32 1,406,900.00 1,124,650.00 246,600.00 355,625.00 132,000.00 39,027,389.32

CY 2015 33,331,571.65 1,140,100.00 285,600.00 183,800.00 268,050.00 74,000.00 35,283,121.65

CY 2014 31,783,038.60 512,300.00 121,400.00 39,205.00 140,400.00 19,000.00 32,766,243.60

TOTAL 289,443,765.33 36,723,192.00 28,586,117.00 2,594,184.00 8,244,993.70 21,712,659.00 387,455,811.03

 PGS Stages

Initiation
Compliance
Proficiency
Institutionalization
 PRO13 PGS Journey: Initiation Stage
Institutionalization
Institutionalization

Proficiency
Proficiency

Compliance
Compliance
Conferment
Initiation
Initiation
March 4, 2014
 94 police units awarded the PGS
“Initiated Status”
 4 units received the SILVER
EAGLE AWARDS
• Surigao CPS, SDNPPO
• SDNPPSC
• Sta. Monica MPS, SDNPPO
• 13O4th Company, RMFB13

“The Brave, Friendly, and Peace-Centered Police Force”

 PRO13 PGS Journey: Compliance Stage
Institutionalization
Institutionalization

Proficiency
Proficiency Conferment
October 4, 2015
Compliance
Compliance  94 police units awarded the PGS
“Compliant Status”
 18 units received the Silver Eagle Awards
Initiation
Initiation
BUTUAN CITY POLICE OFFICE
1 BCPO 3 Butuan City PS 4
2 Butuan City PS 3 4 Butuan City PSC
REGIONAL PUBLIC SAFETY BATTALION 13
5 RPSB13 7 Regional Public SC
6 3 Manuever Company
RD

SURIGAO DEL SUR PPO

8 SDSPPO 11 Marihatag MPS
9 Bislig CPS 12 Tagbina MPS
10 Lanuza MPS
AGUSAN DEL SUR PPO
13 ADSPPO 16 Esperanza MPS
14 Bayugan CPS 17 San Francisco MPS
15 Bunawan MPS 18 ADSPPSC

“The Brave, Friendly, and Peace-Centered Police Force”

 PRO13 PGS Journey: Proficiency Stage

Institutionalization
Institutionalization

Proficiency
Proficiency Conferment
January 15, 2018
Compliance
Compliance
96.67%  94 police units awarded the PGS
“Proficient Status”
 9 units received the Gold Eagle Awards
Initiation
Initiation  69 units received the Silver Eagle Awards

GOLD EAGLE SILVER EAGLE

UNIT CERTIFICATE TOTAL
AWARD AWARD
Agusan del Norte PPO - 4 9 13
Agusan del Sur PPO 1 15 - 16
Surigao del Norte PPO 2 21 - 23
Surigao del Sur PPO 3 15 3 21
Dinagat Islands PPO - 9 - 9
Butuan City PO 1 2 4 7
RMFB13 2 3 - 5
Total 9 69 16 94
Institutionalization Stage: Memo re Conduct of IEP
Institutionalization Stage: Memo re Conduct of IEP
 IEP Timeline of Activities

Timeline of Activities Inclusive Dates

PRE – Audit February 23 – 24, 2023
Entrance Briefing February 28, 2023
Document Audit March 20 – 24, 2023
Impact Validation April 18-21, 2023
Exit Briefing May 9, 2023
Public Revalida May 16, 2023
Conferment May 29, 2023
30
32
Fishery, Agro-forestry, Minerals,
Eco-tourism
Catalysts of change,
Rarefied and noble breed, and
Gallant in Confronting Challenges and

adversities
 2020 PRO13 SCORECARD
Strategic Perspectives No. of Objectives No. of Measures No. of Initiatives

Community 1 2 2
Process Excellence 3 8 8

Learning and Growth 2 7 9

Resource Management 1 2 4
TOTAL 7 19 23

“The Brave, Friendly, and Peace-Centered Police Force”

 PRO13 (CARAGA) CHARTER STATEMENT
VISION
Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible Police Regional Office working in partnership
with a responsive community towards the realization of the CARAGA F.A.M.E. aspiration and through the attainment of a safer place to live,
work, and do business.

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 and accomplish PRO 13
(CARAGA) PATROL PLAN 2030
PHILOSOPHY
Service, Honor and Justice
S S
Highly Capable, Effective, and Credible Police Service by 2030
T T
A A
K K
E A dynamic, motivated, responsive and reliable PNP as partner for E
H peace & development of CARAGA H
O O
L L
D D
E Improve crime Improve crime Improve community safety awareness through community- E
prevention solution oriented and human rights-based policing
R R
S S

CORE VALUES S Develop Dynamic, Motivated, Responsive. Reliable, Competent, Develop a Responsive and Highly S
Value-oriented and Disciplined Police Personnel Professional Police Organization
Maka Diyos Makabayan U U
Makatao Makakalikasan
P P
P P
CATALYST O O
RAREFIED R Optimize
Optimizethe use
use ofof financial
financial andand logistical
logistical resources
resources
R
GALLANT
T T
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Logistics Capability  PRO13 Capability
Resource Mngt

Optimize use Enhancement Program

Index:

RLRDD
of financial  Resource Generation and
G 20
and logistical Mobilization from LGUs
a. Percentage fill-up and other Stakeholders
resources - 53.50 71.81 93.00 84.86 74.34 87.00 76.92 108 119
of Small Arms (Baseline)  Logistical Services

120.00%
100.00%
80.00% 122%
60.00% 53.50 119.0
40.00% % 0%
20.00%
0.00%
Baseline (2012) 2020
Logistics Capability Index: Percentage fill-up of Small Arms
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Logistics Capability  PRO13 Capability
Resource Mngt

Optimize use Enhancement Program

Index:

RLRDD
of financial  Resource Generation and
G 20
and logistical Mobilization from LGUs
c. Percentage fill- and other Stakeholders
resources 30.07 30.94 31.82 35.75 45.50 61.86 63.05 73.00 79.23 82.34
up of Mobility (Baseline)
 Logistical Services

80.00%
60.00%
174%
40.00% 30.07 82.34
% %
20.00%
0.00%
Baseline (2011) 2020
Logistics Capability Index: Percentage fill-up of Mobility
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Logistics Capability  PRO13 Capability
Resource Mngt

Optimize use Enhancement Program

Index:

RLRDD
of financial  Resource Generation and
G 20
and logistical Mobilization from LGUs
e. Standard Police and other Stakeholders
resources 40% 43 53 57 58 63 56 63 79 82
Station (Baseline)
 Logistical Services

100.00%
80.00%
60.00%
105%
40.00 82.00
40.00% %
20.00% %
0.00%
Baseline (2011) 2020
Logistics Capability Index: Standard Police Stations
 PRO13 (CARAGA) CHARTER STATEMENT
VISION
Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible Police Regional Office working in partnership
with a responsive community towards the realization of the CARAGA F.A.M.E. aspiration and through the attainment of a safer place to live,
work, and do business.

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 and accomplish PRO 13
(CARAGA) PATROL PLAN 2030
PHILOSOPHY
Service, Honor and Justice
S S
Highly Capable, Effective, and Credible Police Service by 2030
T T
A A
K K
E A dynamic, motivated, responsive and reliable PNP as partner for E
H peace & development of CARAGA H
O O
L L
D D
E Improve crime Improve crime Improve community safety awareness through community- E
prevention solution oriented and human rights-based policing
R R
S S

CORE VALUES S Develop

Develop Dynamic,
Dynamic, Motivated,
Motivated, Responsive.
Responsive. Reliable,
Reliable, Competent,
Competent, Developa aResponsive
Develop Responsiveand
andHighly
Highly S
Value-oriented
Value-oriented and Disciplined Police Personnel
and Disciplined Police Professional Police Organization
Maka Diyos Makabayan U Personnel Professional Police Organization U
Makatao Makakalikasan
P P
P P
CATALYST O O
RAREFIED R Optimize use of financial and logistical resources
R
GALLANT
T T
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Develop Increase in the
Learning and Growth

Competent, PRO13 Implan to

percentage of recruits
Motivated, PNPMC 2017-027
with:

RPRMD
Value- "PNP Online
E 11 Board Eligibility
Oriented and Recruitment
Disciplined (Criminology/Others
with PRC rating of NEW 0.92 3.82 3.00 1.98 21.00 28.00 29.00 30.00 32.00 Application System
Police (Baseline) (PNP ORAS)"
Personnel 80% and above)

30.00%
338%
20.00% 32.00
0.92 %
10.00%
%
0.00%
Baseline (2012) 2020
Increase in the Percentage of Recruits with Board Eligibility
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Learning and Growth

Develop a Increase in the

Responsive Percentage of Trained Implementation of

RPRMD
and Highly Personnel vs. PRO13 Regional
F 14
Professional Personnel with Training Action Plan
Police Training Needs 44 73 78 66 72 107 99 100 128 98 (RTAP)
Organization (Specialized Training ) (Baseline)

120%

80%
123%

40% 44% 98%

0%
Baseline (2011) 2020
Increase in the Percentage of Trained Personnel vs Personnel with Training Needs (Specialized Training)
 PRO13 (CARAGA) CHARTER STATEMENT
VISION
Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible Police Regional Office working in partnership
with a responsive community towards the realization of the CARAGA F.A.M.E. aspiration and through the attainment of a safer place to live,
work, and do business.

MANDATE S S
Republic Act 6975 as amended by RA 8551 and Highly Capable, Effective, and Credible Police Service by 2030
further amended by T T
RA 9708
A A
K K
MISSION E A dynamic, motivated, responsive and reliable PNP as partner for E
Enforce the law, prevent and control crimes, H peace & development of CARAGA H
maintain peace and order, and ensure public
safety and internal security with the active O O
support of the community and accomplish PRO 13 L L
(CARAGA) PATROL PLAN 2030
D D
E Improve crime Improve
Improvecrime
crime
solution
Improve community
Improve safetysafety
community
and human
awareness through
awareness
rights-based
community-oriented
through
policing
community- E
prevention solution oriented and human rights-based policing
R R
PHILOSOPHY S S
Service, Honor and Justice

CORE VALUES S Develop Dynamic, Motivated, Responsive. Reliable, Competent, Develop a Responsive and Highly S
Value-oriented and Disciplined Police Personnel Professional Police Organization
Maka Diyos Makabayan U U
Makatao Makakalikasan
P P
P P
CATALYST O O
RAREFIED R Optimize use of financial and logistical resources
R
GALLANT
T T
 PRO13 SCORECARD ACCOMPLISHMENT
Process Excellence Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Enhancement and
Reduction in the Operationalization of Crime
Improve Prevention Programs Project
Regional Average

ROD
B Crime 3 : Caraga Shield
Monthly Index Crime A. EMPO
Prevention
Rate (AMICR) 13.14 9.18 14.07 27.96 14.84 8.42 6.00 5.76 4.72 3.54 B. Doble Boka Bala-Utro C.
(Baseline) RJPSCC

15.00
73%
10.00 13.14
5.00
3.54
- 0.00
Baseline (2011) 2020
Reduction in the Regional Average Monthly Index Crime Rate (AMICR)
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
PRO13 Oplan 01/2014
Process Excellence

"S.C.E.N.E.S“
Reduction in the (Synergized Case-
Improve

RIDMD
Regional Crime counting Everyday
C Crime 7
Clearance Efficiency and Notetaking of
Solution
(CCE) 38% 43% 39% 44% 51% 63% 66% 86% 94% 89% Evidence
(Baseline)
preparation among
Stations)

100%
80% 134%
60%
40%
38% 89%
20%
0%
Baseline (2011) 2020
Increase in the Regional Crime Clearance Efficiency (CCE)
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
PRO13 Oplan 01/2014
Process Excellence

"S.C.E.N.E.S“
Reduction in the (Synergized Case-
Improve

RIDMD
Regional Crime counting Everyday
C Crime 8
Solution Efficiency and Notetaking of
Solution
(CSE) 24% 29% 29% 37% 44% 55% 56% 77% 89% 82% Evidence
(Baseline) preparation among
Stations)

80%
60% 242%
40%
24% 82%
20%
0%
Baseline (2011) 2020
Reduction in the Regional Crime Solution Efficiency (CSE)
 PRO13 (CARAGA) CHARTER STATEMENT
VISION
Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible Police Regional Office working in partnership
with a responsive community towards the realization of the CARAGA F.A.M.E. aspiration and through the attainment of a safer place to live,
work, and do business.

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 and accomplish PRO 13
(CARAGA) PATROL PLAN 2030
PHILOSOPHY
Service, Honor and Justice
S S
Highly Capable, Effective, and Credible Police Service by 2030
T T
A A
K K
E A dynamic, motivated, responsive and reliable PNP as partner for E
H An active and responsive community for
peace & development peace and development
of CARAGA H
O O
L L
D D
E Improve crime Improve crime Improve community safety awareness through community- E
prevention solution oriented and human rights-based policing
R R
S S

CORE VALUES S Develop Dynamic, Motivated, Responsive. Reliable, Competent, Develop a Responsive and Highly S
Value-oriented and Disciplined Police Personnel Professional Police Organization
Maka Diyos Makabayan U U
Makatao Makakalikasan
P P
P P
CATALYST O O
RAREFIED R Optimize use of financial and logistical resources
R
GALLANT
T T
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Increase in the
An active Regional:
and
Community

RCADD
responsive
A 2 Respect Index - PRO13 Satisfaction Survey
community
for peace 1 – Lowest - -
5 – Highest
2.50 2.30 2.18 3.70 3.48 3.42 3.61 3.64
and dev’t (Baseline)

5.00
4.00 46%
3.00
2.00 3.64
2.50
1.00
-
Baseline (2013) 2020
Increase in the Regional Respect Index (EXTERNAL)
 PRO13 SCORECARD ACCOMPLISHMENT
Perspective

Strategic

OWNER
LEAD

2012

2013

2014

2018

2019

2020
2011
LAG
Objective Measures Initiatives

2015

2016

2017
Increase in the
An active Regional:
and
Community

RCADD
responsive
A 2 Safety Index - PRO13 Satisfaction Survey
community
for peace 1 – Lowest - -
5 – Highest
2.43 2.25 2.22 3.60 3.48 3.42 3.62 3.64
and dev’t (Baseline)

5.00
4.00
50%
3.00
2.00 3.64
2.43
1.00
-
Baseline (2013) 2020
Increase in the Regional Safety Index (EXTERNAL)
 Mandatory Elements of IEP
Sharing of Best Practices and
Good Governance
Element 5

49
 Identified Best Practices per Perspective
 Project S.C.E.N.E.S.
 Project Caraga Shield
 Project Suroy
 Project Kasing-kasing
 Project B.O.M.B.E.L.S.
 Endorsed to and
Process Excellence  Project A.D.V.A.N.C.E.
Deliberated by
 Project Offer-rasyon
PRO13 Best
Practice Board
 Project PLeMStraP  Active Best
 Automated RCA System Practice Officer
 8 Bullet Challenge  Linkage to
Learning & Growth
Breakthrough
Results

Fact Sheet
CMC
Resource Management LOI
Mandatory Elements of IEP
Breakthrough Results
Element 6

51
 BREAKTHROUGH RESULTS
Reduction in the Average Monthly Index Crime Rate (AMICR)

2011 - 2019
27.96 64% decrease

13.14 14.07 14.84

9.18 8.42
6.00 5.76 4.72

2011 2012 2013 2014 2015 2016 2017 2018 2019

 BREAKTHROUGH RESULTS
Increase in Crime Solution Efficiency

89%
2011 - 2019 77%
271% increase
55% 56%
44%
37%
29% 29%
24%

2011 2012 2013 2014 2015 2016 2017 2018 2019

 BREAKTHROUGH RESULTS
Increase in Crime Clearance Efficiency
120%
2011 - 2019 94%
100% 147% increase 86%
63% 66%
80%

60% 51%
38% 43% 39% 44%
40%

20%

0%
2011 2012 2013 2014 2015 2016 2017 2018 2019
 Breakthroughs
Our Breakthroughs
Actual Accomplishment
(PNP
Objective Before and Now)Measure 2022
2011 2018
Public Satisfaction + 29 + 58 %
Safer place to live, work and do business
Rating (SWS survey) (SWS survey)

Public Satisfaction Rating

100
80
60 58%

40 29%
20
0
2011 2018

55
 IV. WAY FORWARD

Sustaining the Gains of Transformation

 CONTINUED PGS CERTIFICATION OF OFFICES/UNITS
Continued implementation of the PRO COR
Institutionalization Evaluation
Process (IEP) to certify the
prowess of PNP Offices/Units in
implementing the Performance
Governance System (PGS)

PRO 12 PRO 4A DIDM

 CONTINUED CASCADING AND CAPACITY-BUILDING

NORTHERN LUZON CLUSTER Cascading to PNP Offices/Units of the new PNP

Charter Statement, Strategy Map and
Scorecard that will be further disseminated at
the operational and tactical levels of the
organization.

SOUTHERN LUZON
CLUSTER
 STRENGTHENED STAKEHOLDER COLLABORATION
Strengthened partnership with Advisory
Groups at all levels and sustained engagement
through the conduct of consultative meetings,
summits and other joint activities
 TEAM

PNP
TRANSFORMATION…
Our Shared Commitment!!!

Thank you

END OF PRESENTATION