PNP P.A.T.R.O.L.

Plan 2030:
Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law

COMPETENCY TRAINING & HANDHOLDING FOR

THE COMPLIANCE EVALUATION PROCESS
SEPTEMBER 08, 2015

Police Chief Superintendent NOEL ALVAREZ BARACEROS

Director, Center for Police Strategy Management

SEQUENCE OF PRESENTATION

A. PGS Journey
Change Agenda
Initiation into PGS

B. THE PNP P.A.T.R.O.L. PLAN

2030
PNP Charter Statement
PNP Scorecard
Execution Strategy

C. Compliance Evaluation Process

Elements of Compliance
3 Phases of CEP

RESPONDING TO THE
GOVERNANCE
CHALLENGE

AGLI
LASTIMOS EBD
LOMIBA
PAY
O HISTORICAL
ANE
O
O.N.E. BACKGROUND
D.R.E.A.
C.A.R.E.
M

PNP

Integrated
Transformation
Program

INTEGRATION OF REFORM PROGRAMS

July 2005

PNP
GOP UNDP STUDY
Integrated
ON
Transformation
TRANSFORMING
THE PNP
Program
PNP REFORM
COMMISSION
REPORT
(ORDONEZ COMMISSION)

GOP-UNDP STUDY
ON TRANSFORMING THE
PNP

PNP
TRANSFORMATION
PLAN

PNP-ITP OBJECTIVES
To resolve
organizational
dysfunctions and
improve
the quality of Police
services
To strengthen law
enforcement
capabilities
To enhance the
welfare and
benefits of our
personnel and
dependents

Integrated
Transformation
Program
(10-year Timeframe)

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

Journey

ADOPTION OF THE PGS.

PNP
INTEGRATED
TRANSFORMATI
ON PROGRAM

PNPs Initiation into the PGS

The

PHILIPPINES
has
Meet
MCCAGREEMENT
COMPACT
been
identified
eligibility
criteria
among
the of:28
in the areas
countries qualified
a development
for Ruling
justly
grant

Investing in
people
Economic
freedom

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

Batch 1 (MCC
6 NGAs chosen to
6)
apply globallyrecognized
performance
governance
system (PGS)
to raise the
standards of
governance
practice
Assisted by the
DAP, ISA and NCC.

Worldwide, the system has proven it can work

PALLADIUM HALL OF FAME

VISION:..." HIGHLY CAPABLE,

EFFECTIVE AND CREDIBLE POLICE
SERVICE"

PGS BENEFITS

Flight Runway

1 Ensures Alignment

Ownership Through
2 Facilitate
Cascading
Governance is CASCADED
down to the last unit and
individual.

3 Enhances Strategic Communication and Reporting

Promotes Stakeholder
4 Engagement
5 Ensures Results
External Stakeholders

Executive Leadership

Internal Stakeholders

THE

PNP CHARTER STATEMENT & SCORECARD

A roadmap for real and lasting transformation in the PNP

PNP OBJECTIVE

MEASURE

STRATEGIC INITIATIVES

STRATEGIC & TRANSFORMATIVE SHIFT

RESOURCE MANAGEMENT
How should we manage and allocate our resources for maximum
impact?

Strategic Shift
from to
Inefficient use of financial
and logistical resources

Efficient use of financial

and logistical resources

Budget-driven strategies

Strategy-driven budget

Traditional Program,
Projects and Activities
identification

Bottom-up /activity-based
budgeting

NHQ-based planning Annual Procurement Plan

(APP)

End-user based strategic

planning (Project
Procurement Management
Plan)

Lax implementation of the

Procurement law

Strict implementation of
the Procurement law

Objectives

Optimize use of
financial and logistical
resources

LEARNING & GROWTH

How do we equip our unit with the needed competencies, values &
technologies to support our process improvement?

Strategic Shift
from to
Lack of required
Capital competencies for the
position

Human

Resistance to
change
Non-competency
based assignment
of personnel
Organization Rigid and
Capital (LCAT) bureaucratic
organizational
structure

Competent personnel
and improved
benefits

Adaptive to change
Competency based
assignment of
personnel
Flexible and
responsive
organizational
structure

Information Limited ICT capability 100% ICT-compliant

Capital

of some police
stations

police stations

Objectives
Develop
competent,
motivated, valuesoriented and
disciplined PNP
Personnel

Develop a
responsive and
highly professional
police organization

PNP VALUE CHAIN

Policy
Development

Administrative
Services

CMCs / LOIs

Human Resource
Development
Memo Circulars
(Recruitment,
Training, Placement,
Letter Directives Promotion,
Retirement)
Implementation
Research and
Plans
Development

Doctrines
Manuals
Organizational
Development

Operations
Services
Law Enforcement
Revised Penal Code
Special Laws
Investigation and
Detective
Management
Forensic Services
Legal Offensives/
Actions

Regulatory
Functions
Licensing
Services
Firearms and
Explosives
Permit to carry
firearms
outside of
residence
(PTCFOR)
Security Guards
Security
Agencies

Integrity Development
Values and Spiritual
Community Affairs/
Formation
Services
Integrity Development
Issuance of
Review (Corruption
Public Safety Services
Clearances
Resistance Review
Road Safety & Security

Motor vehicle
&Corruption
VIP and Special Events
clearance
Vulnerability
Security

DI/ Police
Assessment)
Maritime Security
Clearance

Aviation
Security
Logistics and
Financial Management

Intelligence Services

Facilities Security and

Support Roles
Maintenance
Disaster Management
Anti-illegal drugs..
Legal Services
Special Laws
ICT Management
Election Law
Enforcement.
Health Services
Internal Security
Operations
Liaising Services
International

Monitoring &
Evaluation
Strategy Refresh
Program Review
and Analysis
Strategy Review
Operations Review
Performance
Governance
Reporting/
Certification
Process
Performance
Evaluation
Individual
Unit
Stakeholders
Feedback
Community
Engagement Survey
Personnel
Satisfaction Survey

PROCESS EXCELLENCE
How do we improve our core processes to
attain our strategic outcomes?

Value Chain

Policy
Administrative Operations
Development
Services
Services

Strategic Shifts
From To

Regulatory
Functions

Monitoring
&
Evaluation

Objectives

High crime volume

Reduced crime volume

Reactive policing

Proactive policing

Low crime solution

efficiency

Increase crime solution

efficiency

Traditional
Testimony-Based and few
forensic-based method

Scientific investigation

Improve Crime Solution

Limited community
participation in crime
prevention activities

Increased community
participation in crime
prevention activities

Improve community
safety awareness
through communityoriented and human
rights-based policing

Improve Crime
Prevention

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

Why measures matter

If you cant measure

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

ascading the PNP Strategy 2010 Institute for Solidarity in Asia

Kaplan & Norton, BSC Creators (and many

others)

PNP SCORECARD
TARGET

MEASURE
PERSP
ECTIVE

COM
MUN
ITY

PR
OC
ES
S
EX
CE
LLE
NC
E

PNP OBJECTIVE

A safer place to
live, work and
do business

Improve
community
safety
awareness
through
communityoriented and
human rightsbased policing

(Performance
Indicator)

Global Peace Index

(GPI)

OWNE
R

2014
2010

2011

2012

Target

CPSM

130/
149

136/
153

133/
158

+65
Net
Satisfa
ction
Rating
60.9%

National Safety Ind

ex

ACRE

63%

survey

+48
Trust
Rating
(4th
Qtr
SWS
Survey
)

DPCR
DO
DI
DIDM

2015

2013

129/
162

+44%
Rating
quick
response
to calls
for help

Actual

115 /
162

STRATEGIC
INITIATIVES
2016 (Program, Project
and Activities)

Target Target

105/
162

1. Barangay
Peacekeeping Oper
ations (BPOs
)
2. Partnership wit
h community and ot
her
stakeholders
65%

66%

67%

(SWS
survey
results in
CY 2013)

4. Integrate "
Subukan nyo po
Kami" SMS Center
with TXT
2920

Crime Statistics
3

a. Annual National
Index Crime Rate
b. Average Monthly
Index Crime Rate

Improve crime
prevention

Number of MCs, LOI

s, SOPs, Manuals a
nd Issuances
a. Amended
b. Developed

16.53

13.56

11.23

39.06
35.26

33.5

a. 3
b. 12

a. 3
b.
12

37.12
17.86

13.32

11.23

26.11

a. 0
b. 14

a. 1
b. 14

a. 12
b. 1

3
. Implementation of
'
CommPlan'

57.98

a. 3
b. 12

5
.6. LOI
"SAKLOLO"
Police
IntegrateD
isaster
Preparedne
d Patrol System (PI
ss
PS)

7. Conduct inventor
y and review of all
existing Issuances

Why measures matter

What gets
measured
gets done!!!!
--

Peter Drucker, Tom Peters, Edwards Deming,

Lord Kelvin (and many others)

VISION:..." HIGHLY CAPABLE,

EFFECTIVE AND CREDIBLE POLICE
ascading the PNP Strategy 2010 Institute for Solidarity in AsiaSERVICE"

PNP SCORECARD
PERSP
ECTIVE

PR
OC
ES
S
EX D
CE
LLE
NC
E

MEASURE

PNP
OBJECTIVE

(Performance
Indicator)

Crime Clearance Eff

iciency

Improve
crime
solution

Crime Solution Effi

ciency

OWNE
R

TARGET
2010

2011

2012

2013

33.33%

42%

50.95%

39.42%

2014

2015

2016

Target

Actual Target Target

42.42%

50.63%

45.42%

50.42%

DID
M
DO
DPC
R
DI

STRATEGIC
INITIATIVES
(Program,
Project and
Activities)

8. Case Investiga
tion Management P
rogram
9. Case Monitoring
Program
10.Coordination
with the other
pillars of CJS and
LEAs

20.79%

28.87%

36.67%

27.71%

30.71%

36.65%

30.71%

33.71%

11. LOI "Manhunt

Charlie"
12
. Implementation of
newly promulgated
investigation polic
ies

Measure Profile
What is the objective? Improve crime prevention and control in
partnership with all stakeholders
What is the measure? Percentage reduction of Incidents perpetrated by
threat groups
What is the reason behind choosing this measure?

How is the measure calculated? Clarify the terms in the

formula:
Present incidents minus Previous incidents
X
Previous nr of incidents
Is information about the
measure available?
Currently available
With minor changes
Still to be formulated

When will
this info be
available?

Who is responsible for setting targets?

ISOD-DO
Who is accountable for targets? ISOD-DO
Who is responsible for tracking & reporting
targets? ISOD-DO

How often is the measure

updated/calculated? Quarterly
What is the unit of measure used?
Percentage

What data is required in calculating the measure?

Where/how is it acquired? (specify document or person)
Report from the Directorate for Operations

100%

BASELINE

27 incidents

TARGETS
Year 1 Year 3
5%

Year 6
5%

Vision Yr
5%

PNP SCORECARD
PERSP
PNP
ECTIV
OBJECTIVE
E

MEASURE
(Performance Indicator)

LEA
RNI
NG
& E
GRO
WT
H

Develop
competent,
motivated,
valuesoriented
and
disciplined
PNP
Personnel

Percentage
of recruits
belonging
to
:

a. Top 20%
of
Eligibilities
/Board exams

TARGET
OWNE
R
2011

DPRM

b. GWA (TOR =
85% and
above)

Percentage of filled up TO p
ositions with competent pers
onnel for 3rd level PCOs (P
SSUPT TO PDG)

2012

1.6%

33.4%

39.2%

207/
13066

a. 195
b. 2994

a. 141
b. 2943

89.93%
(PSUPT
Only /
Current
Process

40%

42% 45% 13. Enhanced and Stand

ardized Recruitment an
d Selection System

89%

81.95%

DPRM
(Current 80%
DHRDD Process)

DPRM
Percentage of personnel desi
DHRDD
gnated to 2nd Level position
s according to rank substant
iated by IPER

2013

STRATEGIC

2014
2015 2016
INITIATIVES
Targe
Targ Targ (Program, Project
Actual
t
et
et
and Activities)

91.6%

93%

98%

90.54%

95%

(309 /
349)

91.72%

14.Enhancement and sta

ndardization of 3rd Le
vel Placement Progr
ams
98% 99% Splitting of RSD into
2 divisions namely:
1. RSD
2. SOPPD
Establishment of
Assessment
Center

Online
application
for
15. Enhancement and
Key Posts
Standardization
of 2nd
Level Placement
Programs and
Initiatives
Inventory of qualified
personnel based on
established T.O.
positions
97% 98%
Submission of
fortnightly reports for
2nd level personnel
Submission of rank
profile report and
monitoring of
compliance of
directives.
Revision of IPER

PNP SCORECARD
MEASURE
PERSP
ECTIV PNP OBJECTIVE
E

(Performance
Indicator)

10

LEA
RNI
NG
&
GRO
WT
H

Develop
competent,
motivated,
valuesoriented and
disciplined
PNP
Personnel

Percentage
of
personnel
with cases:

TARGET
OWN
ER
2011

a.
Convicted
of crimina
l case

0%

DPRM
DPCR
DI
b. Guilty
of adminis
trative ca
se

11

12

Percentage of trained p
ersonnel
vs training needs

Personnel Satisfactio
n Index

0.9%
(1336 /
148,150

DHRD
D

DPRM
DPCR

STRATEGIC
INITIATIVES
(Program, Project
Targe
Targe
Actual
Target and Activities)
t
t
2014

2012

2013

.0006%
1/
147,406

.001%
(2 /
149263)

0.77%

0.69%

(1141
147,406)

(1033
149,263)

2015

2016

16. Personnel Discip

line Program
0.00%

0%

.001%

0.001%

17. Conduct of a nati

onal assessment survey
on public perception
18.
Enhance
Counterof PNP's
administratio
intelligence
against
n of discipline
erring personnel

.014%
0.80%

0.70%

0.50%

(21/
153157)

19. Enhance Trainin

g Needs Assessment P
rogram
42%

NEW

53%

4.69

57%

4.71

70%

51%

75%

80%

Survey
will be
launched
this
month

5.5

- TEIS Database Pro

ject
- Ladderized
Training Program for
NUP
20. Establish ration
alized Rewards & Ince
ntive system / Welfar
e Program
21. Personnel Satisfa
ction Survey

Why are initiatives important

We manage the
strategy by
managing our
initiatives.
--

Kaplan & Norton, BSC Creators (and many

others)

VISION:..." HIGHLY CAPABLE,

EFFECTIVE AND CREDIBLE POLICE
ascading the PNP Strategy 2010 Institute for Solidarity in AsiaSERVICE"

Initiative Profile
NAME OF PROJECT
Police Integrated Patrol System (PIPS)

PROJECT DESCRIPTION
The implementation of PIPS harmonizes/ integrates all
existing programs/plans on anti-criminality and police
security operations towards crime prevention and
solution.

MEASURES AFFECTED
Put the 5 highest measures

PROJECT COCHAMPION

National Index Crime Rate

10

Percentage reduction of crime

incidents involving loose
firearms

10

Percentage reduction on high

profile crime incidents

10

Percentage reduction of
incidents victimizing tourists

10

Percentage reduction of
incidents perpetrated by
threat groups

10

Initiatives Scoring
PROJECT MILESTONES
PERIOD

MILESTONES / ACTIVITIES
Integrated patrol

BUDGET
Amount

STATUS
Source

GAA

Owner
LED,DO

695,151,600.00

LED,DO
Total Timeline:

Budget:

Status

Governance is CASCADED
down to the last unit and individual.

Technical Working Group

Office of Strategy Management

LALIM
directorates
Cascade
strategy to additional
organizational
regional
officeslevels

National Advisory Group

NSUs
provincial/city
police
offices/stations
policeman
budgeting
planning
performance
Integrate strategy
into key
management appraisal
processes
rewards &
incentives

LAWAK

Alignment
Cascading ensures
alignment of PNP
units and personnel
with the
organizational
strategy and
resources

VISION:..." HIGHLY CAPABLE,

EFFECTIVE AND CREDIBLE POLICE
SERVICE"

EXECUTION
STRATEGY

BOTTOM-UP EXECUTION

Performance Governance System Stages

Institutionalization
Proficiency
Compliance

Initiation

1. Formalization
of the MSGC
2.Cascading of vision

1. Formation of
and strategies
Technical
Working Group 3.Aligning budget
and
(TWG)
2. Formation of
Multi-Sectoral
Governance
Council (MSGC)
3.Formulation of
Strategy Map
and
Governance
Scorecard

human resources
to
the vision and
strategies

1. Analysis and
examination of
strategy
execution

2. Creation of
the Office of
Strategy
Management
(OSM)
3. Regular
monitoring and
review of
strategies

1. Presence of
mechanisms and
tools for data
tracking and
reporting of
strategic
performance
2. Conduct of impact
evaluation to
determine
breakthrough
results

Performance Governance System Stages

Institutionalization
Proficiency
Compliance

Initiation

1. Formalization
of the MSGC
2.Cascading of vision

1. Formation of
and strategies
Technical
Working Group 3.Aligning budget
and
(TWG)
2. Formation of
Multi-Sectoral
Governance
Council (MSGC)
3.Formulation of
Strategy Map
and
Governance
Scorecard

human resources
to
the vision and
strategies

1. Analysis and
examination of
strategy
execution

2. Creation of
the Office of
Strategy
Management
(OSM)
3. Regular
monitoring and
review of
strategies

1. Presence of
mechanisms and
tools for data
tracking and
reporting of
strategic
performance
2. Conduct of impact
evaluation to
determine
breakthrough
results

Performance Governance System Stages

Institutionalization
Proficiency
Compliance

Initiation

1. Formalization
of the MSGC
2.Cascading of vision

1. Formation of
and strategies
Technical
Working Group 3.Aligning budget
and
(TWG)
2. Formation of
Multi-Sectoral
Governance
Council (MSGC)
3.Formulation of
Strategy Map
and
Governance
Scorecard

human resources
to
the vision and
strategies

1. Analysis and
examination of
strategy
execution

2. Creation of
the Office of
Strategy
Management
(OSM)
3. Regular
monitoring and
review of
strategies

1. Presence of
mechanisms and
tools for data
tracking and
reporting of
strategic
performance
2. Conduct of impact
evaluation to
determine
breakthrough
results

WAY FORWARD

NEXT STEPS

150,000 PNP
personnel

CONDUCT PERIODIC STRATEGY AND OPERATIONS REVIEWS

of the PNP P.A.T.R.O.L. Plan 2030 to the 1,766 municipal
and city police stations and ENSURE development of
150,000 INDIVIDUAL PERFORMANCE SCORECARDS.

NEXT STEPS

CERTIFICATION PROCESS FOR

ALL PNP UNITS & OFFICES TO

Initiation Conferment
PNP
Units/
Offices

No.
Initiate
d

EAGLE AWARDS
GOLD

SILVER

NHQ

180

52

NSUs

305

26

PROs

1798

113

2,283

13

191

TOTA
L

ENSURE BUY-IN

Compliance Evaluation
Process

Performance Governance System Stages

Institutionalization
Proficiency
Compliance
1. Formalization of the

Initiation
1. Formation of
Technical
Working Group
2. Establishment of
RPSMU /SMT
3. Formation of
Regional
Advisory Councill
/MSGC
4. Formulation of
Governance
Scorecard

RAC /MSGC
2.Cascading of vision
& strategy down to
individual level

1. Analysis and
examination of
strategy
execution
2. Fully functional
RPSMU / SMT
3. Regular
monitoring and
review of
strategies

3.Aligning budget and

human resources to
the vision and
strategies
4. Updating of
Scorecards
5. Implementation of
CommPlan

Implementation of ComPlan

6. Collation of Best
Practices

1. Presence of
mechanisms and tools
for data tracking and
reporting of strategic
performance
2. Conduct of impact
evaluation:
Leadership and
Governance
Cascade down to the
Individual
Improved Core
Processes
Performance
Evaluation System
Transformed
Organizational
Culture
Breakthrough
Results

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

Strategic
Readiness
Test

Self-Assessment Survey
Focus Group Discussion

STRATEGIC READINESS TEST

(FOCUS GROUP DISCUSSION)

FGD Facilitators Training

Prof. Ma. Faina L Diola
University of the Philippines NCPAG
Diretor, UP Publications Office

FGD QUESTIONS
1. What is the role of your office/unit in the
implementation of the PNP P.A.T.R.O.L.
Plan 2030?

2.What are the challenges encountered

during the implementation of the PNP
P.A.T.R.O.L. Plan 2030?
3. How do you describe the level of
acceptance of your personnel on the PNP
P.A.T.R.O.L. Plan 2030?
51

A. PROTOCOL FOR FACILITATORS & INTERVIEWERS

1. Protocol
a. Participants:10-15pax
b. OptimalDuration:1Hours
c. Attire:SmartCasual
d. ToallmembersoftheFGD/InterviewTeams,akitwillbe
providedtoyouone(1)weekbeforetheD-Day.Inclusion:
i. NameofParticipants
ii. Venue/time/date
iii.ListofQuestions
iv.SASResults
v. Othergeneralguidelines(admin)

2. Decorum
a. Befairandobjective
b. Becalm
c. Berespectful
d. Followtheguide
e. Avoidrevising/changingquestions.Sticktothe
structure/question
f. StatetheobjectiveoftheFGDbeforestarting
g. ExplainwheretheresultsoftheFGDwillbeused


3. Additional Guidelines
a. Downloadandreviewallpertinentdocumentson
subjectmatter
b. ThoroughDocumentationofentireFGD.
c. ObservethePNPtime(15mins.Beforestartingtime)
d. Avoidclose-endedquestions
e. CompositionofFGDteam/interviewparticipants,
schedule&venueshouldbecommunicatedtoall
concernedaweekbeforeactivity
f. Non-Availabilityoffacilitatorsmustbecommunicated3
daysbeforetheactivity

B. GROUND RULES FOR THE CONDUCT OF FGD & INTERVIEWS

For the FACILITATORS

1. Conductofinterview/FGDtobedoneonlyonofficehours(8AM-12NN
and2PM-3PM)
2. NorepresentativesofparticipantsshallbeallowedtojointheFGD
unlesswithwrittenauthoritybytheheadofoffice
3. Suggestionforothergroundrulesareencouraged(inadditiontothe
groundrulesestablishedpriortothefocusgroup)
4. FGDteamleaderisauthorizedtointerpretthegroundrulesincaseof
confusion.

For the PARTICIPANTS (on a flip chart page that is taped or hung on
a wall in a clearly visible location)

1. Turnoff/putonsilentmodeallmobilephonesandothergadgets
2. PresenceintheentiredurationoftheFGDisamust
3. Confidentialityofinformationishighlyrequired.Any
confidential/sensitiveissuescanberaisedpersonallytothefacilitator
4. Basiccourtesyshouldbeobserved
5. Differencesinopinionshouldberespected
6. Activeparticipationisencouraged
7. Observeparliamentaryprocedure(onlyoneparticipantshouldtalkat
atime)
8. Introduceyourselfbeforeanydiscussion
9. Discussions/questionsshouldberelevanttothetopicoftheFGD
10.Giveeveryoneequalopportunitytospeak.Limitthemainpointsof
argumentin3minutes.

Strategic
Readiness
Test

Interview

COMPLIANCE EVALUATION PROCESS

Strategic Readiness Test

As adapted from the Institute for Solidarity in Asia

2. Interview
Interviewees
Head of Unit (D-Staff/RD, PRO/D,NSU)
Head of TWG
Head of PSMU
Member of Advisory Council
Head of subordinate unit (PD/CD/RO/Div Chief / Numbered Station)
Proposed Schedule
Date:

STRATEGIC READINESS TEST

(INTERVIEWS)

PCSUPT FERDINANDO G
SEVILLA
Director, CPSM

STRATEGIC READINESS TEST

(INTERVIEWS)

PDIR BENJAMIN B MAGALONG

Director, CIDG / Member, TWG
on
PNP P.A.T.R.O.L. Plan 2030

STRATEGIC READINESS TEST

(INTERVIEWS)

Atty. Anicia De Lima

Member of NAGPTD

STRATEGIC READINESS TEST

(INTERVIEWS)

PDDG MARCELO P GARBO JR

TCDS / Chairman, TWG on
PNP P.A.T.R.O.L. Plan 2030

STRATEGIC READINESS TEST

(INTERVIEWS)

PDG ALAN LM PURISIMA

CPNP

Performance
Audit

Documents Review
Personnel Interview
On-Site Visit

FULL PERFORMANCE AUDIT

As adapted from the Institute for Solidarity in Asia

An assessment of the unit to validate the presence of

the mandatory elements of the PGS Compliance Stage
through the following methodologies:
Documents Review
Personnel Interviews
On-Site Visits

Auditors:
Members of the TWG on PNP PATROL Plan 2030
NAGPTD / ADVISORY COUNCIL
Units Representative (PCO, PNCO, NUP)

THE BENEFITS OF AUDIT

Why UNITS/OFFICES have to undergo audit?
Need for independent review
Objective assurance or assessment opinion
Solid basis for proceeding (or not) to the Revalida

Whats in it for the UNITS/OFFICES?

Validates their achievements
Provides independent/outside perspectives and
insights
Highlights improvements needed to help attain
the strategy

3RD PARTY AUDIT

(KICK OFF MEETING)
PDG ALAN LM PURISIMA
CPNP

3RD PARTY AUDIT

(KICK OFF MEETING)

FULL PERFORMANCE AUDIT

As adapted from the Institute for Solidarity in Asia

1. Documentary Review

List of documents to be audited will be provided by CPSM

Documents to be consolidated by SMUs and will be reviewed
by auditors (composed of the members of NAGPTD, CPSM and TWG on PNP
P.A.T.R.O.L Plan 2030)

Documents must support the validation criteria (Elements of

Compliance)

Proposed Schedule:

2.On-Site Visit / Personnel Interview

Key personnel to be interviewed
Unit / Office Briefing (mission, functions, accomplishments/compliances,
best practices, etc.)

Other documents to support Compliance elements

Other documents that the auditors may require
Proposed Schedule:

FULL PERFORMANCE AUDIT

As adapted from the Institute for Solidarity in Asia

Documents to be audited:
1. Formalization of Advisory Council
a.
b.
c.
d.

AAR, photos, etc. during oath taking

Identification of officers/structure
Regular updating of the members
Regular conduct of meeting (AAR, minutes of the meeting,
photos, attendance, etc.)
e. Other supporting documents (initiatives (PPAs) implemented,
etc.)

2. Cascading of Vision and Strategy down to Individual Level

a. Regular reporting of cascading activities (AAR, photos, etc.)
b. Alignment of Individual Scorecard and IP Card of all personnel
with Unit Scorecard/Dashboard

FULL PERFORMANCE AUDIT

As adapted from the Institute for Solidarity in Asia

Documents to be audited:
3. Alignment of Resources to the Vision and Strategy
a. Annual Operations Plans and Budget
b. Updated Measures Profile
c. Updated Initiatives Profile
d. Fact Sheets of the Initiatives
e. Any monitoring and evaluation tool to monitor milestone or
progress of initiatives (e.g. GANTT Chart)
4. Unit Scorecard Accomplishment
a. Regular conduct of SOR (AAR, minutes, resolutions, photos,
etc.)
b. Updated Scorecard (as of Q4 2014)
c. Supporting evidence that will show accomplishments (trend
analysis, regression analysis, SOR matrix, other monitoring
and evaluation tools as may be necessary)

FULL PERFORMANCE AUDIT

As adapted from the Institute for Solidarity in Asia

Documents to be audited:
5.

Implementation of IMPLAN to COMPLAN

a. List of initiatives in communicating the PNP P.A.T.R.O.L. Plan 2030
(AAR, photos, other documentary evidence)
b. Impact assessment of the implementation of the CommPlan

6.

Collation of Best Practices and other Initiatives

a. Project Fact Sheets, photos, other supporting documents

Unit
Revalida
30-Minute Panel
Presentation
30-Minute Q and A
Panel Deliberation

Mechanics
1. PNP Units shall undergo a 30-minute formal
presentation by Unit Commanders.
2. Panel examination shall proceed after the
presentation.
3. Rating scale of 1 to 10 shall be used, with 10
being the highest score. Passing score for
conferment = 7.0.
4. Each Rating and Tally Sheet shall be handled
with utmost confidentiality.

TEAM

TRANSFORMATI
ON
Our Shared
Commitment!!!

PN
P

END OF PRESENTATION