MODULE 1
PGS OVERVIEW
THE
PERFORMANCE GOVERNANCE
SYSTEM IN THE PNP
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
ASSESSMENT OF THE
PREVAILING SITUATION
• NEGATIVE
PERCEPTION
• ORGANIZATIONAL CHANGE
DYSFUNCTIONS AGENDA
• PERSONALITY-
BASED PROGRAMS
INTEGRATED
GOP-UNDP TRANSFORMATION
STUDY PROGRAM
PNP
TRANSFORMATION
PLAN
PNP REFORM
COMMISSION
HISTORICAL BACKGROUND
LASTIM EBDAN AGLIPA LOMIB
OSO
Dream E PNP
O.N.E. Y
C.A.R.E. AO
I.T.P.
HISTORICAL BACKGROUND
THE
INTEGRATED TRANSFORMATION
PROGRAM
TRANSFORMATION PROGRAMS
34
PROJECTS
12
KRAs
9 QUICK
WINS
EVALUATION
32%
TAGAYTAY CITY
2010
REPRIEVE
PNP
INTEGRATED
TRANSFORMATION
PROGRAM
ITP-PGS
(PNP PATROL Plan 2030)
THE
PERFORMANCE GOVERNANCE
SYSTEM
LEGAL BASIS
Memorandum from
the Executive
Secretary dated
PNP Mandate RA June 23, 2009 on the
8551 Executive Briefing of
PGS for the Six (6)
National Government
Agencies
Memorandum from Letter of Instruction
the Executive
53/09
Secretary dated July 9,
“Institutionalization of
2009 mandating the
Performance
Institutionalization of
Governance System”
PGS in the Six (6)
National Government
dated August 11,
Agencies 2009
July 03, 2009
The Executive Secretary
directed the Chief, PNP to
institutionalize the PGS into the
PNP.
Six agencies were
chosen to apply the
globally-recognized
governance model
system through the
assistance of the
DAP and ISA.
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.
• 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
• 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
o Designed to raise the standards of
governance
Address corruption
Maintain political stability
Upholding the rule of law
Tool for tracking
performance on a regular
basis
Used positively to assist
those who maybe falling
behind targets
Reward those exceeding “...is to translate strategy
into measures that concisely
targets communicate your vision to
the organization.”
Learning
and Process
Growth Excellence
Resource Community
Management
Stretch
but achievable
In setting targets,
begin with the end in mind.
∙outcome ∙base camp year
desired performance level
target
How to
close the
Strategic Initiatives performance
gap?
current reality
baseline
clearly defined
deliverables/outputs
Cre
ate
futu the
re
clear start & stop dates and
progress milestones
supported by a budget
committed resource
allocation
clear accountability
FONTANA LEISURE PARK, CLARK, PAMPANGA
AUGUST 2009
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.
In what way is the community best served by the men and
Community women of the PNP?
Process
What operational processes must we excel at and best practices
Excellence must we adopt?
Learning How can the PNP develop a highly capable, effective and
and Growth credible organization?
How do we effectively and efficiently manage our financial and
Resource
logistical resources? How do we source and mobilize additional
Management resources?
Stakeholders’ How can the PNP gain the active support of the stakeholders?
Support
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.
Breakthrough Results
INSTITUTIONALIZED Duration: 6 months to 1 year
Office of Strategy Management
PROFICIENT Duration: 6 months to 1 year
Alignment of Organization & Resources
COMPLIANT Duration: 6 months to 1 year
Charter, Road Map, Scorecard
INITIATED Duration: 6 months
PATHWAY HALLMARK
Source: ISA
Institutionalization
Proficiency
Compliance
Initiation
REVALIDA
2009
PDG VERSOZA
City of San Fernando, Pampanga
Davao City
Series of Technical
Working Group
Meeting
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
MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by A safer place to live, work
RA 9708 and do business
MISSION
Enforce the law, prevent and
control crimes, maintain peace
Improve crime Improve community safety awareness
and order, and ensure public
prevention and through community-oriented and
safety and internal security
control human rights-based policing
with the active support of the
community.
PHILOSOPHY Develop competent, Develop a responsive
Service, Honor and Justice motivated and values- Police Organization
oriented police personnel
CORE VALUES
Maka Diyos Makabayan
Makatao
Makakalikasan
Optimize use of financial and logistical resources
Highly Capable, Effective and Credible Police Service by 2030
A safer place to live, work and do
business
Improve crime Improve community safety awareness through
prevention and community-oriented and human rights-based
control policing
Develop competent, motivated and Develop a responsive Police
values-oriented police personnel Organization
Optimize use of financial and logistical resources
PNP
SCORECARD
RESOURCE MANAGEMENT
TARGET
CONTRIBUTORY
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
Optimize use of 15 Percentage of programmed DC
financial and activities funded &
logistical implemented based on the
80% 85% 90% 95%
resources Annual Operations Plans and
RESOURCE MANAGEMENT
Budget
16 Logistics Capability Index DL
F (Percentage fill-up of mobility,
firearms, communications and
investigative equipment)
41% 43% 45% 47%
PNP
SCORECARD
LEARNING AND GROWTH
TARGET
CONTRIBUTORY
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
Develop 7 Percentage of recruits belonging to DPRM 0.005%
competent, top 20% in their eligibility/board (eligibility 1% 3% 5%
motivated and examination/GPA:85% and above exam only)
values-oriented PNP 8 Percentage of third level positions DPRM /
Personnel filled by qualified personnel DHRDD NEW
9 Percentage of personnel DPRM
designated to positions according NEW
to rank substantiated by IPER
10 Percentage of personnel with DPRM
cases:
TBD
a. Convicted of criminal case
b. Guilty of administrative case
LEARNING & GROWTH
11 Percentage of trained personnel vs DHRDD
training needs 30% 40% 50% 60%
12 Personnel Satisfaction Index DPRM
D
NEW
Develop a 13 Percentage of Information DICTM
responsive police Technology compliant PNP Stations 43% 46% 52% 61%
organization (Standard IT Compliance)
PNP
SCORECARD
PROCESS EXCELLENCE
TARGET
CONTRIBUTORY
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
Improve 2 National Safety Index DPCR/ DO, 60.90% 62.90% 64.90% 66.90%
community safety 3 Respect Index DI & DIDM
awareness through
community-oriented
B and human rights-
72.60% 74.60% 76.60% 78.60%
based policing
PROCESS EXCELLENCE
Improve crime 4 National Index Crime Rate DO/ DIDM,
solution efficiency 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, 20.79% 22.00% 24.00% 28.49%
DI & DPCR
C
PNP
SCORECARD
COMMUNITY
TARGET
CONTRIBUTORY
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
A safer place 1 Global Peace Index
COMMUNITY
to live, work (GPI)
A
and do
business
STRATEGIC INITIATIVES
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
STRATEGIC INITIATIVES
Strategic Planning and
Performance Management Model Police Station
Reform of Budget System
Organizational Developmen t
Improvement of HR Systems from
Recruitment to Retirement
Crime Analysis Program
STRATEGIC INITIATIVES
Reform on Logistics
Management System
Police Integrated Patrol System
Improvement of Case
Management
Brgy. Peacekeeping Operations
Improvement of Education and
Training System
Institutionalization
Proficiency
Compliance
Initiation REVALIDA 2011
PDG BARTOLOME
REVALIDA
PDG 2009
VERSOZA
MOVING FORWARD
HARMONIZING
SUSTAINING
ALIGNMENT
CONSULTATION AND DIALOGUE
CASCADING
CPNP
SCORECARD
D-STAFF
PRO
DASHBOARD PPO/CPO
CPS/MPS
PNP SCORECARD
TARGETS
PNP OBJECTIVES MEASURES PRO SCORECARD
2016
TARGET INITIATIVES
OPERATIONAL
National Safety PRO OBJECTIVE MEASURE
DASHBOARD
2016
Improve Index
community safety 66.9% Improve crime Regional Index Ensure implementation
awareness solution efficiency Crime Rate of PIPS PRIMARY
INDICATORS
through DRIVERS
community- Respect Index ANNUAL
Regional Case monitoring & Crime Volume
oriented and Crime tracking (UCPER) CRIME
TARGET
human rights- Clearance PREVENTION
based policing 78.6% Crime Ratio
Efficiency
% increase in the
Regional MOSC number of joint
National Index Enhance police community
Crime Rate Crime Solution Methodology( Case community
14.7 Efficiency Management) & initiated activities
engagement
Tracking
Crime Clearance Safety index
Improve crime Efficiency
45% Number of TF MANHUNT/OPLAN Intensify police % of personnel
prevention and operations employed/ deployed
control most wanted TRACKER
persons
Crime Solution (MWP) CRIME Crime Solution
arrested SOLUTION Efficiency
Efficiency 28.49%
% of investigative
Percentage of Maintain and personnel trained
wanted deploy and certified
persons competent
arrested investigative % of trained and
personnel certified investigative
personnel deployed
Implement
PROCESS EXCELLENCE
standard % increase of cases
investigative
filed in court
systems and
procedures
Note:
TACTICAL
DASHBOARD
BL Targets
OPERATIONAL SECONDARY DRIVERS
KEY PERFORMANCE
INDICATORS with OPR 2011 2012 2013
CRITICAL ACTION with OPR
DASHBOARD CRIME PREVENTION: Enhance community engagement
PRIMARY
DRIVERS
INDICATORS Intensify Number of community
ANNUAL community awareness activities
Crime Volume TARGET awareness / initiated
CRIME
PREVENTION information
Crime Ratio activities
% increase in the Intensify Number of sectoral
Enhance number of joint community groups organized /
police community
community
initiated activities organization and mobilized (BPAT force
engagement mobilization multipliers)
Safety index activities
Intensify police % of personnel CRIME PREVENTION: Intensify police operations
operations employed/ deployed
CRIME Crime Solution Institutionalize PIPS Number of police
SOLUTION Efficiency station utilizing PIPS
% of investigative Intensify support Number of ISO
Maintain and personnel trained role ISO conducted
deploy and certified
competent
investigative % of trained and Intensify counter Number of target
personnel certified investigative terrorism activities hardening measures
personnel deployed conducted
Implement
standard
% increase of cases Enhance the % reduction of crimes
investigative filed in court
systems and security and safety involving foreign and
procedures of tourist domestic tourists
PROCESS EXCELLENCE
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.
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.
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 Member
President, Union of Local Authorities of the Philippines
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 Member
the Pacific
Professor Mario Lopez Professor, W. SyCip Graduate School of Business, Asian Member
Institute of Management
Mr. George Kintanar Chairperson, Chief Information Officers Forum Foundation Member
Ms. Doreen Yu Editor-in-Chief, Starweek, Member
Philippine Star
Ms. Aurora Pijuan NCR Convenor, Gising Barangay Movement Member
Hon. Rufus B. Rodriguez Representative, Cagayan de Oro 2nd District, House of Member
Representatives
Hon. Leopoldo N. Bataoil Representative, Pangasinan 2nd District, House of Member
Representatives
Hon. Panfilo Lacson Senator, Senate of the Philippines Member
Activation of the Center for Police Strategy
Management on December 15, 2011
Successful Change Efforts
END OF PRESENTATION
