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PGS Overview for PNP Transformation

The document provides an overview of the Performance Governance System (PGS) implemented in the Philippine National Police (PNP). It discusses the historical background programs that led to the development of the Integrated Transformation Program and PGS. The PGS aims to translate the PNP's strategy and vision into measurable targets to improve governance, address corruption, and track performance. It establishes a scorecard with objectives and key result areas to cascade targets down to all PNP units. The PGS is intended to help the PNP become a highly capable, effective, and credible police service by the year 2030.

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Ferdinand Espiritu
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209 views55 pages

PGS Overview for PNP Transformation

The document provides an overview of the Performance Governance System (PGS) implemented in the Philippine National Police (PNP). It discusses the historical background programs that led to the development of the Integrated Transformation Program and PGS. The PGS aims to translate the PNP's strategy and vision into measurable targets to improve governance, address corruption, and track performance. It establishes a scorecard with objectives and key result areas to cascade targets down to all PNP units. The PGS is intended to help the PNP become a highly capable, effective, and credible police service by the year 2030.

Uploaded by

Ferdinand Espiritu
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

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
ORGANIZATIO
NAL
DYSFUNCTION
S
PERSONALITYBASED
PROGRAMS

CHANGE
AGENDA

GOP-UNDP
STUDY

INTEGRATED
TRANSFORMATI
ON PROGRAM

PNP
TRANSFORMATION
PLAN
PNP REFORM
COMMISSION

HISTORICAL BACKGROUND

HISTORICAL BACKGROUND

LASTIM
Dream
OSO

EBDAN
O.N.E.
E PNP

AGLIPA
C.A.R.E.
Y

LOMIBA
O

I.T.P.

HISTORICAL BACKGROUND

THE
INTEGRATED TRANSFORMATION
PROGRAM

TRANSFORMATION PROGRAMS

12
KRAs
9 QUICK
WINS

EVALUATION

32
%
TAGAYTAY CITY
2010

REPRIEVE

PNP
INTEGRATED
TRANSFORMATI
ON PROGRAM

ITP-PGS
(PNP PATROL Plan 2030)

THE
PERFORMANCE GOVERNANCE
SYSTEM

LEGAL BASIS

PNP Mandate RA
8551

Memorandum
from the
Executive
Secretary dated
July 9, 2009
mandating the
Institutionalizatio
n of PGS in the
Six (6) National
Government
Agencies

Memorandum
from the
Executive
Secretary dated
June 23, 2009 on
the Executive
Briefing of PGS for
the Six (6)
National
Government
Agencies
Letter of
Instruction 53/09
Institutionalizatio
n of Performance
Governance
System dated
August 11, 2009

The beginning..

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.

What is the PGS?


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

What is the PGS?


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

What is the PGS?

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
targets

...is to translate
strategy into
measures that
concisely
communicate your
vision to the
organization.

THE STRATEGY MAP


Learning
and
Growth

Process
Excellence

Resource
Management

Community

Stretch
but
achievable
TARGETS

In setting targets,
begin with the end in
mind.

outcome base camp year

desired performance level

target
Strategic Initiatives
current reality

baseline

How to
close the
performa
nce gap?

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

Cre
at e
fut the
ure

JOURNEY ONWARDS

Executive Planning Workshop

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.

Community
Process
Excellence

In what way is the community best served by the men and


women of the PNP?

What operational processes must we excel at and best practices


must we adopt?

Learning
and Growth

How can the PNP develop a highly capable, effective and


credible organization?

Resource
Management

How do we effectively and efficiently manage our financial and


logistical resources? How do we source and mobilize additional
resources?

Stakeholders
Support

How can the PNP gain the active support of the stakeholders?

PNP TRANSFORMATION ROADMAP 2030


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.

INSTITUTIONALIZED

Breakthrough Results
Duration: 6 months to 1 year

PROFICIENT

Office of Strategy Management


Duration: 6 months to 1 year

COMPLIANT

Alignment of Organization & Resources


Duration: 6 months to 1 year

INITIATED
PATHWAY

Charter, Road Map, Scorecard


Duration: 6 months

HALLMARK
Source:

Performance Governance System Stages

Institutionalizati
on
Proficienc
y
Complianc
e
Initiation

REVALIDA
2009
PDG VERSOZA

PRO3 and PRO11 Cascadin

City of San Fernando, Pampanga

Davao City

Strategic Review

Series of
Technical
Working Group
Meeting

PNP PATROL Plan


Roadmap 2030
VISION

Republic Act 6975 as


amended by RA 8551 and
further amended by
RA 9708

MISSION

A safer place to live, work


COMMUNITY
and do business

STAKEHOLDERS SUP

MANDATE

STAKEHOLDERS SUP

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

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.

PROCESS EXCELLENCE

PHILOSOPHY

LEARNING AND GROWTH

Service, Honor and Justice

CORE VALUES
Maka Diyos
Makabayan
Makatao
Makakalikasan

Improve crime
prevention and
control

Improve community safety awareness


through community-oriented and
human rights-based policing

Develop competent,
motivated and valuesoriented police personnel

Develop a responsive
Police Organization

RESOURCE MANAGEMENT
Optimize use of financial and logistical resources

STAKEHOLDERS SUPPO

STAKEHOLDERS SUPPO

Highly Capable, Effective and Credible Police Service by 2030

COMMUNITY
A safer place to live, work and do
business

PROCESS EXCELLENCE
Improve crime
prevention and
control

Improve community safety awareness through


community-oriented and human rights-based
policing

LEARNING AND GROWTH


Develop competent, motivated and
values-oriented police personnel

Develop a responsive Police


Organization

RESOURCE MANAGEMENT
Optimize use of financial and logistical resources

PNP
SCORECARD
RESOURCE MANAGEMENT

RE
SO
UR
CE
MA
NA
GE
ME
NT

Optimize use of 15 Percentage of programmed


financial and
activities funded &
logistical
implemented based on the
resources
Annual Operations Plans and
Budget
F

16 Logistics Capability Index


(Percentage fill-up of mobility,
firearms, communications and
investigative equipment)

DC
80%

85%

90%

95%

41%

43%

45%

47%

DL

PNP
SCORECARD
LEARNING AND GROWTH

LEA
RNI
NG
&
D
GRO
WTH

Develop
7 Percentage of recruits belonging to
competent,
top 20% in their eligibility/board
motivated and
examination/GPA:85% and above
values-oriented PNP 8 Percentage of third level positions
Personnel
filled by qualified personnel
9 Percentage of personnel
designated to positions according
to rank substantiated by IPER
10 Percentage of personnel with
cases:
a. Convicted of criminal case
b. Guilty of administrative case
11 Percentage of trained personnel vs
training needs
12 Personnel Satisfaction Index

DPRM

DPRM /
DHRDD
DPRM

0.005%
(eligibility
exam only)

1%

3%

5%

40%

50%

60%

46%

52%

61%

NEW
NEW

DPRM
TBD
DHRDD

30%

DPRM
NEW

Develop a
responsive police
organization

13 Percentage of Information
Technology compliant PNP Stations
(Standard IT Compliance)

DICTM
43%

PNP
SCORECARD
PROCESS EXCELLENCE

Improve
2 National Safety Index
community safety
3 Respect Index
awareness through
community-oriented
B and human rightsbased policing
PR
OC
ES
S
EX
CE
LL
EN
CE

Improve crime
solution efficiency

4 National Index Crime Rate


5 Crime Clearance Efficiency
6 Crime Solution Efficiency

DPCR/ DO,
DI & DIDM

DO/ DIDM,
DI, DPCR
DIDM/ DO,
DI & DPCR
DIDM/ DO,
DI & DPCR

60.90%

62.90% 64.90% 66.90%

72.60%

74.60% 76.60% 78.60%

16.53

15.7

14.92

14.17

33.33%

35%

39%

45%

20.79%

22.00% 24.00% 28.49%

PNP
SCORECARD
COMMUNITY

CO
M
MU A
NIT
Y

A safer place 1 Global Peace Index


to live, work
(GPI)
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

Reform of Budget System

Improvement of HR
Systems from
Recruitment to
Retirement

Model Police Station

Organizational Developmen t

Crime Analysis Program

STRATEGIC INITIATIVES

Reform on Logistics
Management System

Police Integrated Patrol System

Improvement of Case
Management

Improvement of
and Training

Brgy. Peacekeeping
Operations

Education
System

Performance Governance System Stages

Institutionalizati
on
Proficienc
y
Complianc
e
Initiation
REVALIDA
PDG 2009
VERSOZA

REVALIDA
PDG BARTOLOME
2011

MOVING FORWARD
HARMONIZING

SUSTAINING
ALIGNMENT
CONSULTATION AND
DIALOGUE

CASCADING THE SCORECARD

CASCADING
CPNP

SCORECAR
D
D-STAFF
PRO

DASHBOARD

PPO/CPO
CPS/MPS

PNP
SCORECARD
PNP OBJECTIVES

MEASURES

Improve
community
safety
awareness
through
communityoriented and
human rightsbased policing

National Safety
Index

Improve crime
prevention and
control

TARGETS
2016

PRO OBJECTIVE
66.9%

Respect Index
78.6%

National Index
Crime Rate

14.7

Crime Clearance
Efficiency

45%

Crime Solution
Efficiency

PRO
SCORECARD
TARG

28.49%

Improve crime
solution
efficiency

MEASURE

ET
2016

INITIATIVES

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
Percentage
of wanted
persons
arrested

TF
MANHUNT/OPLAN
TRACKER

PROCESS EXCELLENCE
Note:

OPERATIONAL
DASHBOARD
PRIMARY
DRIVERS
CRIME
PREVENTION

Enhance
community
engagement

INDICATORS
Crime Volume
Crime Ratio
% 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

Implement

% of
investigative
personnel
trained and
certified
% of trained and
certified
investigative
personnel
deployed

ANNUAL
TARGET

TACTICAL
DASHBOARD
OPERATIONAL
DASHBOARD
PRIMARY
DRIVERS
CRIME
PREVENTION

Enhance
community
engagement

Crime Ratio
% 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

ANNUAL
TARGET

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)

% increase of
cases filed in
court

2011

Targets
2012

2013

CRITICAL ACTION with


OPR

CRIME PREVENTION: Intensify police operations


Institutionalize
PIPS
Intensify
support role
ISO
Intensify
counter
terrorism
activities

Number of police
station utilizing
PIPS
Number of ISO
conducted
Number of target
hardening
measures
conducted

PROCESS EXCELLENCE

Implement
standard
investigative
systems and

BL

CRIME PREVENTION: Enhance community engagement

INDICATORS
Crime Volume

KEY PERFORMANCE
INDICATORS with
OPR

SECONDARY
DRIVERS

Enhance the
security and
safety of tourist

% reduction of
crimes involving
foreign and
domestic tourists

NATIONAL ADVISORY GROUP

The PGS requires that a MultiSectoral 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 PNPs 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.

NAGPTD COMPOSITION

Mr. Rex C. Drillon II


Mr. Guillermo Luz

President, Institute for Corporate Directors


Chairperson, National Competitiveness Council

Dr. Jesus P.
Estanislao
Dr. Constancia P. De
Guzman
Atty. Anicia M. De
Lima
Hon. Alfonso Umali
Jr.

Chairperson, Institute for Solidarity in Asia

Chairperson
ViceChairperson
Member

Commissioner, National Police Commission

Member

Assistant Commissioner, Civil Service Commission

Member

Governor, Oriental Mindoro and


President, Union of Local Authorities of the
Philippines
Chairperson, Board of Philippine Charity
Sweepstakes Office
I. Chairperson, Philippine Commission on Women

Hon. Margarita P
Juico
Ms.
Remedios
Rikken
Professor
Jose
Navaro
Professor
Mario
Lopez
Mr. George Kintanar

Director, Continuing Education Program,


University of Asia and the Pacific
Professor, W. SyCip Graduate School of Business,
Asian Institute of Management
Chairperson, Chief Information Officers Forum
Foundation
Editor-in-Chief, Starweek,
Ms. Doreen Yu
Philippine Star
NCR Convenor, Gising Barangay Movement
Ms. Aurora Pijuan
Hon.
Rufus
B. Representative, Cagayan de Oro 2nd District,
House of Representatives
Rodriguez

Member
Member
Member
Member
Member
Member
Member
Member
Member

Activation of the Center for Police Strategy


Management on December 15, 2011

Successful Change Efforts

END OF PRESENTATION

Common questions

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Community-oriented policing is of significant importance to the PNP, reflected in their strategic plans as a critical element for enhancing community safety awareness and engagement. The PNP incorporates human rights-based policing as a core initiative, aiming to develop a highly capable, effective, and responsive police service that partners with communities to achieve a safer living and business environment by 2030. The strategic focus includes initiatives for improving crime prevention, control, and strengthening community relationships to build public trust and cooperation .

The National Advisory Group and the Multi-Sectoral Governance Council (MSGC) play critical roles in supporting the PNP's Integrated Transformation Program by providing oversight, guidance, and supporting the monitoring and implementation efforts. The MSGC comprises sectoral leaders known for their integrity and leadership, acting as advisory bodies that ensure the PNP's strategies are effectively aligned with public interest and governance models. They contribute insights and strategic recommendations that sustain the PNP's transformation efforts, ensuring the performance governance system aligns with wider institutional and societal goals .

Strategic initiatives under the PNP Transformation Roadmap include developing competent, motivated, and values-oriented police personnel as part of learning and growth. Resource management initiatives emphasize optimizing financial and logistical resources. These are achieved through implementing strategic planning and performance management, improving HR systems from recruitment to retirement, enhancing the education and training system, and optimizing the use of resources to support operational excellence and community engagement .

The PNP Scorecard measures performance related to improving crime solution efficiency through metrics such as national index crime rates, crime clearance efficiency, and crime solution efficiency percentages. These metrics track the progress and effectiveness of the PNP's efforts to solve crimes, ensuring that strategic initiatives like case monitoring, case management, and the deployment of trained investigative personnel are effectively executed. The PNP uses these indicators to assess and enhance their initiatives to improve crime prevention and control .

The PNP's 2030 vision aims to have a highly capable, effective, and credible police service working in partnership with a responsive community. This aligns with the Performance Governance System's focus on strengthening institutions through community engagement and stakeholder support. By 2030, the PNP intends to create a safer environment in collaboration with the community, which aligns with the PGS's emphasis on strategic initiatives that involve stakeholder participation, ensuring that the community is an active partner in achieving safety and security goals .

The PNP Scorecard facilitates strategic performance management and decision-making by providing a structured framework that measures various aspects of police performance across resource management, learning, community engagement, and process excellence. It translates strategy into quantifiable metrics, allowing leaders to track progress against strategic goals, identify areas for improvement, and make informed decisions. The Scorecard's indicators, such as crime rates and clearance efficiency, serve as key performance indicators for assessing progress and implementing corrective actions, ensuring alignment with the PNP's 2030 vision and governance objectives .

The PNP plans to optimize financial and logistical resources by identifying and implementing best practices for resource management, which include ensuring activities are funded and executed per the Annual Operations Plans and Budget, and improving their Logistics Capability Index by ameliorating the percentage fill-up of essential equipment. Additionally, strategic initiatives aim to continue improving efficiencies in resource management through budget system reforms and optimizing resource allocation across the board for enhanced operational effectiveness .

The Performance Governance System (PGS) aims to address issues such as corruption and political instability by instituting a framework for governance that demands adherence to robust ethical standards and accountability measures. By tracking performance systematically, the PGS encourages transparency and accountability at all organizational levels, thereby minimizing opportunities for corrupt practices. Additionally, by maintaining a consistent vision aligned with the institution's mission, PGS helps stabilize the political environment within the PNP, reinforcing rule-of-law frameworks and promoting governance practices conducive to political stability .

The strategic planning session at Fontana Leisure Park in 2009 aimed to contribute to the PGS's goals by defining clear strategic initiatives and deliverables for the PNP transformation roadmap. The session focused on aligning resources, setting achievable targets, and mapping out measurable goals to close performance gaps. By fostering clear accountability and resource allocation, these planning efforts support the PGS objectives of translating organizational vision into actionable strategies, promoting governance excellence, and ensuring that the PNP meets its mission of maintaining peace and public safety .

The primary goal of the Performance Governance System (PGS) in the PNP is to act as a tool for tracking performance on a regular basis, enabling the realization of the institution's vision. It focuses on governance that demands a long term strategy, strengthening institutions to pursue a consistent vision with the mission of the institution, as stipulated by law, and addressing issues like corruption, political instability, and upholding the rule of law. The PGS aims to help in translating strategy into measures that effectively communicate the vision to the organization, supporting performance tracking and recognition .

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