ITP-PGS LECTURE

with
IOBC Students
December 7, 2015

CI ADRIAN RECENTES ANTONIO 0-18958

Chief of Police, Bansalan MPS

Lesson 1.1 PNP PATROL Plan 2030

Learning Goal
Students will be refreshed with the
Performance Governance System (PGS)
and develop a clear understanding of the
Investigative Core Function of the PNP in
relation with the implementation of PATROL
Plan 2030.

Investigation Officers Basic Course

Lesson 1.1 PNP PATROL Plan 2030

Learning Objectives
Discuss the PNP PATROL PLAN 2030
Discuss the Governance Charter Statements
of PNP & DIDM
Enumerate and Explain the four (4) stages of
PGS
Discuss the Basic Strategic Elements of
Scorecards
Discuss the Operational Dashboards

Investigation Officers Basic Course

A Short Lesson on
Marketing

You see a gorgeous girl at a party. You

go up to her and say:
Im very rich. Marry me!
Thats DIRECT MARKETING

Youre at a party with a bunch of

friends and see a gorgeous girl. One
of your friends goes up to her and
pointing at you says:
Hes very rich. Marry him!
Thats ADVERTISING

You see a gorgeous girl at a party.

You go up to her and get her
telephone number. The next day you
call and say:
Hi! Im very rich. Marry me!
Thats TELE-MARKETING

Youre at a party and see a gorgeous

girl. You get up and straighten your tie,
you walk up to her and pour her a drink,
you open the car door for her, pick-up
her bag, offer her a ride and then say:
By the way, Im very rich. Will
you marry me?
Thats PUBLIC RELATIONS

Youre at a party and see a gorgeous

girl. She walks up to you and says:
Youre very rich. Can you
marry me?
Thats BRAND RECOGNITION

You see a gorgeous girl at a party. You

go up to her and say:
I am very rich. Marry me! Then
she gives you a nice hard slap on your
face.
Thats CUSTOMERS FEEDBACK

You see a gorgeous girl at a party.

You go up to her and say:
I am very rich. Marry me! And
she introduces you to her husband.
Thats DEMAND AND SUPPLY GAP

You see a gorgeous girl at a party. You go up to

her and before you say anything, another
person come and tell her:
I am very rich. Marry me! And she goes
with him.
Thats COMPETITION EATING INTO YOUR
MARKET SHARE

You see a gorgeous girl at a party. You

go up to her and before you say :
I am very rich. Marry me! Your
wife arrives.
Thats RESTRICTION FOR ENTERING
NEW MARKETS

HISTORICAL BACKGROUND
LASTIMOSO
LASTIMOSO

DREAM

EBDANE
EBDANE

O.N.E. PNP

AGLIPAY
AGLIPAY

LOMIBAO
LOMIBAO

C.A.R.E INTEGRATED
TRANSFORMATION
PROGRAM

The beginning..

July 03, 2009

The
Executive
Secretary
directed the Chief, PNP to
institutionalize the PGS into the
PNP.

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.

Six agencies were

chosen to apply the
globally-recognized
governance
model
system through the
assistance of the
DAP and ISA.

WHAT IS ITP-PGS?
The PNP ITP-PGS is the governance Roadmap
of the PNP which is an upgraded version of
the ITP.
The PGS is the Philippine adaptation of the
Balanced Scorecard.
The PNP ITP-PGS Roadmap, is also called as
the PNP P.A.T.R.O.L PLAN 2030

LEGAL BASIS
Memorandum
from the
Executive
Secretary dated
July 9, 2009
mandating the
Institutionalizat
ion of PGS in
the Six (6)
National
Government
Agencies

PNP Letter of
Instruction 53/09
Institutionaliza
tion of
Performance
Governance
System dated
August 11, 2009

To meet the needs and expectations of

our constituents, which processes and
policies must we excel?

Lesson 1.1 PNP PATROL Plan 2030

INSTITUTIONALIZED

Breakthrough Results
Linkage to Individual Scorecard
Duration: 6 months to 1 year

PROFICIENT

Office of Strategy Management

Mechanisms to Report Strategy
Duration: 6 months to 1 year

COMPLIANT

Alignment of Organization & Resources

Sub Unit Scorecards
Duration: 6 months to 1 year

INITIATED
PATHWAY
Investigation Officers Basic Course

Charter, VMG, Road Map, Scorecard

Multi-Sectoral Governance Coalition
Duration: 6 months

HALLMARK
Source:

Performance Governance System Stages

Institutionalization

Proficiency

Compliance

Initiation
1. Formation of
Technical Working
Group (TWG)
2. Establishment of
Strategy
Management Unit
3. Formation of
Advisory Council

1. Formalization of
Advisory Council
2.
Cascading of
Vision & Strategy
down to Lowest
Units and Individuals
3. Aligning of budget,
logistical and human
resources to the
strategy

4. Updating of
Scorecards and
Dashboards
4. Formulation of
* Conduct of periodic
Strategy Map and
Strategy and
Operations Reviews
Governance
5. Implementation of
Scorecard/
ComPlan
Dashboard

1. Analysis and
examination of
strategy
execution

1. Presence of
mechanisms and tools
for data tracking and
reporting of strategic
performance

2. Conduct of impact
evaluation to
2. Fully functional
determine
SMU and
breakthrough results
Advisory Council
in particular to the
following:
3. Evaluation on the
a. Leadership
implementation
b. Cascading down
of ComPlan
to individual
4. Regular
c. Improvement in
monitoring and
Core processes
review of
d. Ensuring
strategies
governance is in
place at all levels
and all processes

PNP P.A.T.R.O.L.VISION
Plan 2030 Roadmap

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.

PHILOSOPHY
Service, Honor and Justice

CORE VALUES
Maka Diyos
Makabayan
Makatao
Makakalikasan

COMMUNITY
A safer place to live, work and do
business

PROCESS

Improve
crime
prevention

Improve
crime
solution

EXCELLENCE

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

Improve community safety

awareness through communityoriented and human rights-based
policing

LEARNING AND GROWTH

Develop Competent, Motivated,
Values-oriented and Disciplined
Police Personnel

Develop a responsive and

Highly Professional Police

Organization

RESOURCE MANAGEMENT
Optimize use of financial and logistical resources

Lesson 1.1 PNP PATROL Plan 2030

DIDM CHARTER STATEMENT

VISION
:

Imploring the Aid of the Almighty, The DIDM will be a highly capable, effective and
credible Directorate in the direction, control, coordination and supervision of
investigation and detection services by 2016.

COMMUNITY
MANDATE
Republic Act 6975 as
amended by RA 8551
and further amended by
RA 9708

MISSION
The DIDM assists and
advises the Chief, PNP
in the direction, control,
coordination and
supervision of the
investigation of all
crimes.

CORE VALUES
INTEGRITY
COMPETENCY
EFFICIENCY
IOBC
Investigation
Officers Basic Course

S
T
A
K
E
H
O
L
D
E
R
S
S
U
P
P
O
R
T

Improved Crime Solution through Reliable and Credible

Investigation and Detection Services towards a safer
community

PROCESS EXCELLENCE

Develop
responsive
policies, systems
and procedures
on Investigation

Enhancement of
Capability Buildup of Investigation
Service

Improve
community safety
awareness
through a reliable
crime environment
information

LEARNING AND GROWTH

Develop highly-motivated,
competent, credible and
disciplined personnel

Develop responsive and

professional investigation
and detection service

RESOURCE MANAGEMENT
Judicious use of logistical and financial resources

S
T
A
K
E
H
O
L
D
E
R
S
S
U
P
P
O
R
T

Charter Statement

Scorecard

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

Strategic Elements
OBJECTIVE
Statement of
what strategy
must be
achieved and
whats critical
to its success
OBJECTIVE
OBJECTIVE

MEASURE
MEASURE

What should be done to

effectively pursue a given
strategic priority (objective)?

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

TARGET
TARGET

INITIATIVE
INITIATIVE

Strategic Elements
OBJECTIVE
OBJECTIVE

Perspective

MEASURE
MEASURE

TARGET
TARGET

INITIATIVE
INITIATIVE

PNP Strategic Objectives

Community

1. A safer place to live, work and do business

Process
Excellence

2. Improve crime prevention

3. Improve crime solution
4. Improve community safety awareness
through community-oriented and human
rights-based policing

Learning and
Growth

5. Develop competent, motivated, disciplined

and values-oriented PNP personnel
6. Develop a responsive and highly
professional police organization

Resource

7. Optimize use of financial and logistical

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Elements
OBJECTIVE
OBJECTIVE

MEASURE
MEASURE

TARGET
TARGET

Structure of an Objective:
Verb
(Action)

INITIATIVE
INITIATIVE

V+A+N

Adjective

Noun

Improve

crime

prevention

Improve

crime

solution

Improve

community safety

awareness

Develop

competent, motivated, disciplined

and values-oriented PNP

personnel

Develop

a responsive and highly

professional police

organizatio
n

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Elements
MEASURE
How
performance
against an
objective is
quantified

OBJECTIVE
Statement of
what strategy
must achieve
and whats
critical to its
success

OBJECTIVE
OBJECTIVE

MEASURE
MEASURE

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

What's measured
improves
Peter F. Drucker

TARGET
TARGET

INITIATIVE
INITIATIVE

l
project be used in
What
measure should
performance
program
level
order
to indicate
that progress is
action plan
being made towards
achieving a
strategic priority?

Why measures matter

If you cant measure it, you cant
manage it.
If you cant manage it, you cant
improve it.
--

Kaplan & Norton, BSC Creators (and many others)

What gets measured gets done!!!!

--

Peter Drucker, Tom Peters, Edwards Deming,

Lord Kelvin (and many others)

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Elements
MEASURE
How success
in achieving
the strategy
will be
gauged and
tracked

OBJECTIVE
Statement of
what strategy
must achieve
and whats
critical to its
success

OBJECTIVE
OBJECTIVE

strategic element

TARGET
The level of
performance
or rate of
improvement
needed

MEASURE
MEASURE

success measure
metric
should
be set
KPI

What targets
in the intervening years?

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

TARGET
TARGET

goal
performance level

INITIATIVE
Key action
programs
required to
achieve
objectives

INITIATIVE
INITIATIVE

project
program
action plan

Purpose of Target Setting

Comparing targets with a performance
standard allows us to:
Assess performance /manage performance
(Leading forward or Pulling backwards)
Evaluate & measure strategic progress
(Slow / Fast)
Make better decisions
Build motivation & commitment (Learn,
improve & grow)

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Elements
INITIATIVE
Key action
programs
required to
reach the
target

OBJECTIVE
OBJECTIVE

MEASURE
MEASURE

TARGET
TARGET

success measure
goal be
What
metricinitiatives must
performance level
undertaken
to fill-in
the
KPI
performance gap?

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

INITIATIVE
INITIATIVE

project
program
activities
action plan

Strategic initiative

INITIATIV
ES

ascading
ascading the
the PNP
PNP ITP
Strategy
Strategy
2010
2010
Institute
Institute
for Solidarity
for Solidarity
in Asia
in Asia

Strategic Initiatives
close the
performance gap
(between current & desired
performance)

Closing the GAP

ARTICULATES
THE
COMPONENTS
OF OUR
STRATEGY

OBJECTIVE
OBJECTIVE

EX
AM
PL
E

Improve crime
prevention

TRACKS OUR PROGRESS

TOWARD ACHIEVING AND
COMMUNICATING THE
INTENT OF THE
OBJECTIVE

MEASURE
MEASURE

Reduction
of Index
Crime

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

TARGET
TARGET

Percentage
reduction from
baseline

HELPS CLOSE THE

PERFORMANCE
GAP

INITIATIVE
INITIATIVE

Supervise
institutionaliz
ation of PIPS

Complianc
e Elements

1. Formalization of the
Advisory Council
(Functional MSGC)

2. Cascading of vision & strategy

down to individual level

3. Aligning budget and human

resources to the vision and
strategies

4. Updating of Scorecards
(Integration with Existing Systems
and Processes)

5. Implementation of CommPlan
(Sharing Good Governance
Advocacy)

6. Collation of Best Practices

COMPLIANCE EVALUATION PROCESS

Strategic
Readiness Test

Performance
Audit

Unit Revalida

TEAM

TRANSFORMATI
ON
Our Shared
Commitment!!!

PN
P

END OF PRESENTATION