Frequently Asked Questions
1. What is the PNP ITP-PGS 2030?
The PNP integrated Transformation Program – Performance Governance System (PNP ITP-
PGS) 2030 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, a management tool used
in tracking the organization’s progress in attaining its vision by 2030.
The PNP ITP-PGS Roadmap, using the PNP-ITP as its core foundation, was formulated,
focusing its direction toward the achievement of the PNP’s vision by year 2030.
The PNP ITP-PGS Roadmap, it is also called as the “PNP PATROL Plan 2030.”
2. What does the acronym P.A.T.R.O.L. stands for?
PATROL stands for “Peace and Order Agenda for Transformation and
upholding of the Rule-Of- Law”
3. What happened to the “Integrated Transformation Plan (ITP)”?
The PNP ITP has evolved into an updated version by the introduction of the PGS as a
management tool which provides a tracking mechanism to determine how far is the PNP
from its vision and is it on the right track.
The transition from ITP to the ITP-PGS can be best illustrated by a software upgrade, say
for example, from Windows XP to Windows 7. While the original platform still works, the
new system includes updates that address current needs, makes programs run faster and
ultimately help improve operating efficiency.
4. What are the changes introduced to improve the ITP using the PGS
framework?
The introduction of the scorecard encapsulates all the changes brought about by
PGS framework to the ITP. First, the vision is now set with timeline of 2030 although the
PNP is may attain it at an earlier time; the charter statement was formulated which is a
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Roadmap for the PNP. The PNP strategies are mapped out in the strategy map according to
the four (4) perspectives that serve as the pillars of our vision. Feedback mechanism is put
in place. Individual and collective performance can be easily tracked. Targets were set to
serve as the check and balance if we are on the right track and how far are we from our
vision 2030.
The National Advisory Group for Police Transformation and Development (NAGPTD)
was formally organized with 15 members who serve as institutional partners and advisers.
The Program Management Office (PMO) was deactivated on December 14, 2011.
The Center for Police Strategy Management was activated as required by the PGS to
ensure the sustainability of PATROL PLAN 2030. It is responsible for integrating,
coordinating and monitoring activities across functions and other offices to ensure
alignment of strategies, resources and operations.
5. Why do we use the PGS as the framework for the PNP PATROL
PLAN 2030?
The PGS Framework is a holistic approach. It provides balance on all the
perspectives that are closely interrelated and inter-connected that address the issues and
concerns of the PNP as it moves toward the realization of its vision. As a management
tool, it provides transparent reporting of measures, targets and initiatives and milestones
which are all made available to all its personnel and external stakeholders. Performance of
the individual PNP personnel as well as the performance of the PNP as an organization can
be easily tracked by the use of scorecard. It serves as a useful aid in planning at all
levels. It provides for the clear direction individually and collectively towards PNP vision
2030.
6. What are the stages of
the PGS?
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1st 2nd 3rd 4th
‘initiation’ ‘compliance’ ‘proficiency’ ‘institutionalization
- formation of the - formalization of the -analysis -presence of
Technical Working MSGC and mechanisms and tools
Group; examination for data tracking and
-cascading of vision of strategy execution reporting of strategic
- formation of the and strategies performance
Multi-Sectoral - creation of the Office
Governance Council - aligning budget and of Strategy - conduct of impact
(MSGC) human resources to Management (OSM) evaluation to
the vision and determine the
-Formulation of strategies -regular monitoring breakthrough results
Strategy Map; and review of
Governance Scorecard strategies
and Charter Statement
(Vision, Mission
,Values)
7. Where is the PNP in its governance journey?
The PNP was conferred the ‘initiated’ status on September 24, 2009; the
‘compliance’ status on October 14, 2011 and on September 26, 2012, it was
conferred the ‘proficiency’ status by the Institute for Solidarity in Asia (ISA) and the
National Competitiveness Council (NCC). It is now moving towards
‘institutionalization’ stage which is the 4th and final stage of the PGS, tentatively
scheduled for revalida by the ISA, NCC and PALLADIUM in September 2013.
8. Who formulated the PATROL PLAN 2030?
The PATROL PLAN 2030 is the result of tedious analysis and review on previous PNP
plans and programs, issues and concerns, challenges and inputs both from internal and
external stakeholders which served as the basis of the TWG in formulating its
Transformation Roadmap 2030.
9. What is the role of the PGS Technical Working Group in the
implementation of the PATROL PLAN?
The PGS TWG which is composed of all Executive Officers of the Directorates,
selected Senior and middle level officers and NUPs are in-charged in the cascading of
CPNP’s Scorecard in the Police Regional Offices (PROs); assists PROs in the development of
their Regional Scorecards and the Operational Dashboards of Provincial Directors.
10.Is the PATROL PLAN 2030 the ultimate solution to all the problems of
the PNP?
Yes, the contents of the PATROL PLAN are basically the entire range of policing. It
laid down the strategies to keep the PNP responsive at all times to the needs of the
community/society.
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While it is laid down as a plan until the vision year 2030, annual review or as the
need arises will not in any manner deter the inclusion or amendments to develop better
strategies. It a dynamic and flexible document that allows necessary amendments as the
need arises in order to cope up with the challenges brought about by different factors
affecting the law enforcement/policing industry.
11.What is the new vision of the PNP?
The new vision of the PNP states that “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.”
12.What is the rationale behind the timeline of 2030 of the PATROL
PLAN?
Culture change takes at least a decade. The 20-year transformation plan was
formulated by the PNP leaders, considering our current realities/existing situations and
limitations on budget, logistical resources and personnel – we need longer time as we are
aspiring now for realistic greater and more sustainable progress. The timeline set at 2030
does not prohibit us from attaining our vision earlier than 2030.
To become A TRULY TRANSFORMED PNP, we must strive for more and do better.
We must strive to become the best we could be.
We must:
- Strengthen and reinforce the Leadership
- Re-examine our capabilities & renew commitment
- Build momentum & nurture success
- Promote & establish partnerships
- Measure progress & make adjustments
- Define responsibilities & demand accountabilities
13.What is the mission of the PNP?
The mission of the PNP as provided for by Republic Act No. 6975, as amended by RA
8551 and further amended by RA 9708 is, “To 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.”
14.What are the philosophy and core values of the PNP?
The PNP’s PHILOSOPHY is framed by “service, honor and justice”, and the
PNP CORE VALUES are: “makaDiyos, makabayan, makatao and
makakalikasan” (pro-God, pro- country, pro-people and pro-environment).
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The philosophy and core values are the institutional bedrock of the PNP that
provide a solid anchor which can keep it safely and soundly grounded as it goes through
the vicissitudes of pursuing its mission in gearing toward its vision by 2030.
15. What are the four (4) strategic perspectives of the PNP Strategy
Map?
The four (4) Perspectives are: Resource Management; Learning and Growth;
Process Excellence; and Community.
RESOURCE MANAGEMENT
The first perspective is “resource management.” For the PNP to eventually
realize its vision, the resources provided in pursuit of its mission should be “adequate”.
Moreover, those resources provided should be used “optimally.” To help achieve maximum
utilization of resources, the PNP must observe high standards of “transparency and
accountability” in all its “financial and logistical transactions.”
LEARNING AND GROWTH
The second perspective is “learning and growth.” This is crucial for the PNP
because it cannot keep doing the same things as in the past if it is to realize its vision by
2030. The PNP realized that ‘status quo’ and ‘doing business as usual’ is not an option
anymore.
It has to look forward, towards a future, in which it does things much better and
more efficient through more capable people and better processes than in the past. Thus, it
has to invest in people and processes so it can win “stakeholders’ support” and undertake
proper, efficient and effective “management of its resources.”
Recognizing how crucial “learning and growth” to the police organization, the PNP
has decided to put two (2) strategic priorities – closely related and tightly inter-connected.
The set of strategic priorities starts with developing competent, motivated and values-
oriented police personnel. This when attained will result to the development of a
responsive police organization that is capable and ready to do its mandated tasks.
Without any doubt, all these strategic priorities within the second perspective of
“learning and growth” would depend upon the adequacy of resources provided by the PNP
and upon the commitment of the PNP to its philosophy framed by “service, honor and
justice” as well as to the four (4) core values it has chiselled into its governance charter.
Resources and commitment need to go together for them to produce results.
PROCESS EXCELLENCE
“Learning and growth” perspectives focuses on the people but it must be
complemented by strategies under the third perspectives, ”process excellence”. This
refers to the different processes and practices the PNP uses in carrying out its mission.
The four (4) processes of “intelligence”, “investigation”, “operations” and “community
relations” are given top consideration. In addition, two (2) concrete strategic priorities
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highlighted.
These are: “improvement on crime prevention and control” and “improving
community safety awareness through community-oriented and human
rights-based policing”.
There is due stress to the importance of reaching out to the communities the PNP
serves and of obtaining their support, cooperation, and eventually their higher level of
trust and confidence in their police force which also underscores excellence and
integration (close coordination for maximum effectiveness and efficiency) in the conduct of
police operations.
There is absolutely no doubt how important these strategic priorities under
“process excellence” are. Progress in pursuing them effectively and efficiently would
strengthen and widen the base of stakeholders’ support, and would eventually facilitate
the provision of more resources for the organization.
Moreover, such progress would also be facilitated by breakthrough results being
achieved under the learning and growth perspective. Thus, in the PNP strategy map we see
several strategic priorities within each perspective being very closely tied-up and linked
with each other. Moreover, several of those strategic priorities within one perspective are
also closely connected with the others. Finally, we also see that the different perspectives
themselves show close and deep interdependence with each other.
COMMUNITY
Moreover, the PNP strategy map makes clear that this is to be done mainly through
improving further the positive performance of the PNP, and undertaking a sustained public
information program utilizing its Communications Plan (COMPLAN) with a view towards
strengthening the partnership and cooperation it should be forging with
the communities it serves. Ultimately, the community is best served by capable PNP
personnel that effectively uphold the rule of law resulting in a safer place to live, work
and do business.
16.What is the rationale behind choosing the four (4) strategic
perspectives of the PNP Strategy Map?
The PNP has chosen to highlight four (4) Perspectives considered to bring
about the principal outcome in the process of realizing its vision by 2030. Within each of
these 4 perspectives are the strategic priorities the PNP seeks to give a lot of importance
to, as it goes about the strategic tasks related to becoming, “a highly capable, effective
and credible police service”, “Stakeholder’s Support” is highlighted as an important
intervening factor in all of the four perspectives.
17.What is the role of the stakeholders in the PATROL PLAN 2030?
The stakeholders play a very important role in the successful implementation of the
PNP PATROL Plan 2030. Their partnership and cooperation with the PNP through public
information and dialogue will provide the necessary feedback on the performance of the
PNP and at the same time they can provide support to help the PNP in moving forward
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18.What are the benefits to the PNP organization using a scorecard
system?
The benefits of using a scorecard are as follows:
- measures performance on a regular basis;
- lays down duties and responsibilities clearly;
- ensures transparency and accountability;
- provides feedback mechanism.
22.What is the National Advisory Group for Police Transformation and
Development (NAGPTD), its composition and functions?
The National Advisory Group for Police Transformation and
Development (NAGPTD) was organized on September 2, 2011 to support the
PNP in the successful implementation of the PNP PATROL PLAN 2030.
It is composed of high-profile personalities from government agencies, business
sector, the academe and community who are known for their integrity, probity and
leadership.
The NAGPTD provides the PNP with much needed external perspectives and
guidance on key issues and concerns affecting the organization. They also act as channel
for networks to help the PNP find solutions to pressing issues including the generation of
additional resources and enhancing public-private-partnership (PPP).
23.What is the Center for Police Strategy Management (CPSM), when
was it established and what is its mandate?
The Center for Police Strategy Management (CPSM) was formally
established pursuant to NAPOLCOM Resolution No. 2012-318 on August 13,
2012, under the Office of the Chief,PNP. This the equivalent of an Office of Strategy
Management in the PNP, which is mandated to ensure proper management and
monitoring of the agency scorecard, conduct periodic review and evaluation, make
necessary adjustments and amendments to the strategy with the support of the Technical
Working Group (TWG) and the NAGPTD.
24.How do we ensure alignment of the C,PNP’s Scorecard to lower PNP
units?
The cascading process ensures alignment of the C,PNP’s scorecard down to
lower units. The Directorial Staff (D-staff) scorecards were cascaded to their respective
National Support Units (NSUs), divisions, sections and individual personnel.
In the same manner, the PROs scorecard was cascaded to its Police Provincial
Offices (PPOs) and City Police Offices (CPOs) for the development of operational
dashboards, and cascaded further to Municipal Police Stations and numbered stations for
the formulation of tactical dashboards and finally to individual police officer for the
development individual dashboard. It was emphasized that the aim of cascading is to
ensure alignment of objectives, measures, targets, initiatives and linkages on planning and
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budgetary process.
25.What is the mechanism for Monitoring and Reporting on the
execution/implementation of the PNP PATROL PLAN 2030?
In executing the PNP strategy, the CPSM and the TWG conduct ‘strategy
review’ on the delivery of police services to its customers, which is the community.
Strategy is evaluated through the implementation of initiatives, notable process
improvements and determination of the level of performance of the organization based
on the targets achieved using the measures reflected in the scorecard to gauge actual
performance or accomplishment. The frequency of the conduct of strategy review is
quarterly.
‘Operational review’ meetings assess short-term performance and respond to
problems that have arisen recently and need immediate attention. The frequency of the
operational review meetings is at least on a monthly basis however, there are situations
that the frequency of operational review shall be influenced by the ‘urgency’ as
determined by the CPSM, unit concerned and TWG.
26.What unit will be responsible for the Monitoring and Evaluation of
Regional Scorecard, Operational, Tactical and Individual
Dashboards?
The Regional Police Strategy Management Unit (RPSMU), which is the counterpart
of the Center for Police Strategy Management (CPSM) and the Regional Advisory Council
(RAC), which is the counterpart of the National Advisory Group for Police Transformation
and Development (NAGPTD) are responsible for the monitoring and evaluation of the
scorecard and dashboards.
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