Key Roles and Responsibilities in the
Implementation of the PNP P.A.T.R.O.L. PLAN
2030
Technical Working Groups
Strategy Management Units
Advisory Councils
Roles and Responsibilities of the TWG
 Together with the Command Group and External Stakeholders
under the guidance of Institute for Solidarity in Asia (ISA) and
Development Academy of the Philippines (DAP), develop the
PNP Charter Statement and formulation of Scorecard
 Primarily responsible in Cascading the PNP Charter Statement
and Scorecard to 17 PROs
 Responsible for the effective and efficient implementation of
the Communications Plan on the PNP P.A.T.R.O.L. PLAN 2030
 Takes the lead in Strategy Refresh and Strategy Review of the
C,PNP Scorecard
 Primarily responsible in the preparation of the Chief, PNP’s
Performance Reporting and Public Governance Revalida
Roles and Responsibilities of the TWG
 Works closely with the National Advisory Group for Police
Transformation and Development (NAGPTD) to generate
support from the multi-sectoral group/external stakeholders
for the effective and efficient implementation of the PNP
P.A.T.R.O.L. Plan 2030
 Works closely with the Center for Police Strategy Management
specifically in the decision process of amending any of the
scorecards of D-Staff, NSUs and Regions that might affect the
implementation of the PNP Scorecard
 Recommends to the Chief, PNP new strategies, measures,
targets or initiatives deemed imperative in the effective and
efficient implementation of the PNP P.A.T.R.O.L. Plan 2030
Closing the Gap
Office of the Strategy
Management
closes the gap
(between strategy
formulation and strategy
execution)
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Performance Governance System Stages
Institutionalization
Proficiency
Compliance
Initiation
Sep 2009
REVALIDA
1. Formation of
Technical Working
Group (TWG)
2. Formation of
Multi-Sectoral
Governance
Council (MSGC)
3.Formulation of
Strategy Map and
Governance
Scorecard
Oct 2011
REVALIDA
1. Formalization of the
MSGC
(NAGPTD)
2.Cascading of vision and
strategies
3.Aligning budget and
human resources to
the vision and
strategies
Sep 2012
REVALIDA
1. Analysis and
examination of
strategy execution
2. Creation of the
Office of Strategy
Management (OSM)
(PNP-CPSM)
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
3. Culture of Institutionalization
- self –awareness
- motivation
- self-regulation
- empathy
- social skill
4. Individual Performance leading
to Breakthrough result
5. Striking partnership based on
common causes & shared
responsibility
ISA
Institute for
Solidarity in
Asia
PNP-HQS
NSUs
PGS
Performance
Governance
System
Office of
Strategy
Management
MSGC
Multi-Sectoral
Governance
Council
PPOs
C/MPS
PNP P.A.T.R.O.L. PLAN 2030
Peace and order Agenda for Transformation and upholding of the Rule-Of-Law
TWG
OSM
PROs
TWG
TechnIcal Working Group
CPSM
Center for
Police
Strategy
Management
NAGPTD
National
Advisory
Group for
Police
Transformation
and
Development
NSU-PSMU
NSU
Police
Strategy
Management
Unit
NSU-AC
NSU
Advisory
Council
RPSMU
Regional
Police
Strategy
Management
Unit
RAC
Regional
Advisory
Council
PPSMU
Provincial
Police
Strategy
Management
Unit
PAC
Provincial
Advisory
Council
SMT
Strategy
Management
Team
C/MAC
City/Municipal
Advisory
Council
Office of the Strategy Management (OSM)
Center for Police Strategy Management
Balanced Scorecard
project teams directly
report to the CEO.
In the PNP, it should
directly report to the
C,PNP.
Role of CPSM & RPSMU
(As leading Force in managing connection between Strategy & Operations
across Organization)
• ARCHITECT (defines strategy management framework & its
governance conventions & designs strategy mgmt processes)
• INTEGRATOR/CONSULTANT/COORDINATOR (ensures that
processes are owned & ran by other functional executives are
linked to strategy)
• PROCESS OWNER (defines, develops & oversees processes
required to manage strategy- cascading process; reporting;
strategy & operations review, alignment, etc.)
NAPOLCOM RESOLUTION 2012-318
Date Approved: August 13,2012
Mandate:
 Oversee the implementation of the PNP
P.A.T.R.O.L. Plan 2030: “Peace & order
Agenda for Transformation and
upholding of the Rule-Of-Law”;
 Integrate all strategy management
processes, sustaining strategy execution
& management, and instilling a culture of
strategic focus;
 Identify & recommend key priorities and
strategic issues to the C,PNP;
 Assist & advise PNP Units in selecting
targets & identifying strategic initiatives;
Mandate:
Facilitate integration & coordination of programs, projects & activities
Align strategies & manage execution;
Cascade the PNP P.A.T.R.O.L. Plan 2030 and Agency Scorecard;
Develop a comprehensive Communications Plan & education process;
Establish & facilitate the process of identifying, documenting & sharing
lessons-learned & best practices;
Oversee the review, evaluation and validation & timely reporting in
collaboration with the TWG and NAGPTD;
Establish a monitoring and accountability mechanism and;
Perform other duties as directed by the C,PNP.
Chief, PNP
Director
Deputy Director
Chief of Staff
Legal Officer
Administrative &
Resource
Management Division
(ARMD)
Scorecard
Management
Division (SMD)
Regional Police
Strategy Management
Units (RPSMUs)
Organization
Alignment Division
(OAD)
NSU - Police Strategy
Management Units
(NSU - PSMUs)
Strategy Review
Division (SRD)
Chief, PNP
Functional
Chart
Director, CPSM
Legal Officer
Administrative &
Resource
Management
Division (ARMD)
Scorecard
Management
Division (SMD)
Regional Police Strategy
Management Units
(RPSMUs)
Organization
Alignment Division
(OAD)
NSU - Police Strategy
Management Units
(NSU - PSMUs)
Strategy Review
Division (SRD)
Regional Director, PROs
Functional
Chart
Chief, Regional Police Strategy Management
Unit (RPSMUs) / DRDA
Staffing
Pattern
Deputy Chief, Regional Police Strategy
Management Unit (RPSMUs) / RCDS
Scorecard Management and
Alignment Branch
(SMAB)
Strategy Review Branch
(SRB)
Planning and Initiative
Management Section (RPIMS)
Monitoring and Evaluation Section
(MES)
Strategy Communication and
Alignment (Budget, HR, and IT)
Section (SCAS)
Change Management and Best
Practices Section
(CMS)
Director, NSUs
Functional
Chart
Chief, NSU, Police Strategy Management
Unit / DD, NSUs
Staffing
Pattern
Deputy Chief, NSU - Police Strategy
Management Unit / CDS NSUs
Scorecard Management and
Alignment Branch
(SMAB)
Strategy Review Branch
(SRB)
Planning and Initiative
Management Section (RPIMS)
Monitoring and Evaluation Section
(MES)
Strategy Communication and
Alignment (Budget, HR, and IT)
Section (SCAS)
Change Management and Best
Practices Section
(CMS)
Strategy Review
To effectively align to and execute the PNP strategy, the TWG-PNP P.A.T.R.O.L
Plan 2030 and CPSM conduct Strategy Reviews on the delivery of police
services to its customers.
The Strategy Reviews must be conducted quarterly to all Directorates, NSUs,
and PROs for the following purposes:
a. Test the validity of measures and initiatives if they are contributing to the
attainment of the objectives.
b. Evaluate the strategy implementation on the following:
1) On schedule (milestones vis-à-vis disbursement of programmed
resources);
2) Identify problems, challenges, and constraints encountered during the
implementation (What are the causes?); and
3) Formulate preventive/corrective actions.
c. Identify responsibilities and accountabilities.
Operations Review
Operational review meetings assess short-term performance and respond to
problems that have arisen recently and need immediate attention. The frequency of
meetings is influenced by the urgency as determined by the TWG-PNP P.A.T.R.O.L.
Plan 2030, CPSM, and the concerned unit.
The Operations Reviews must be conducted monthly to all subordinate units (i.e.,
PPO, CPO, CPS, and MPS for PROs and functional units for NSUs) for the
following purposes:
a. Test the validity of measures and initiatives if they are contributing to the
attainment of the objectives.
b. Check the strategy implementation on the following:
1) On schedule (milestones vis-à-vis disbursement of programmed
fund/resources);
2) Identify problems, challenges, constraints encountered during the
implementation (What are the causes?); and
3) Formulate preventive/corrective actions.
c. Identify responsibilities and accountabilities.
Primary Objective
To achieve desired outcomes,
we align everyone.
Cascading the DOH Strategy © 2010 Institute for Solidarity in Asia
Cascading Process
Initiatives to ensure Alignment
- Continuous conduct of follow-up cascading
- Conduct of periodic
operational reviews
strategy
and
- Enhance administrative support
stakeholders’ participation
and
- Focus on PNP mandate
Communications Plan
ENGAGE LEADERS AT ALL LEVELS TO ENSURE
‘BUY-IN’ OF THE PNP
P.A.T.R.O.L. Plan 2030.
CONDUCT OF
PUBLIC INFORMATION AND
ADVOCACY ACTIVITIES
Use of the Social Media
Massive advocacy campaigns are carried out
through the following:
 Follow-up cascading
 Incorporate Training Modules in all PNP
Courses, Trainings and Seminars
Replication of CPSM and TWG down to City/Municipal
Police Stations
 Conduct of PGS Certification of
all PNP Units/Offices
 Conduct of PGS Boot Camp for
the PNP
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 its strategic
transformation roadmap.
 They shall serve as an advisory body to the PNP and
significantly contribute to the implementation of the PNP
P.A.T.R.O.L. Plan 2030: “Peace and Order Agenda for
Transformation and Upholding of the Rule-Of-Law”
 The National Advisory Group does not have any administrative
or operational authority over nor responsibility for specific
operational decisions within the Philippine National Police.
 The National Advisory Group was formally organized and
inducted after the organizational meeting with the Technical
Working Group and briefing of the PNP PATROL Plan 2030 on
September 2, 2011.
ROLES & RESPONSIBILITIES
• To advise and assist the PNP in identifying key priorities and
strategic issues in accordance with the PNP ITP-PGS (PATROL
Plan 2030), and provide insights in aligning the PNP’s policies,
plans and programs with the political, socioeconomic, cultural
and moral development needs of the organization;
• Together with the TWG, evaluate and amend the strategies for
the implementation of the PGS in accordance with the PNP
thrusts, programs, projects and activities, and advise on the
necessary amendment to the current and development of future
programs, projects and activities;
ROLES & RESPONSIBILITIES
•
To assist and advise the PNP on possible ways to generate
additional enabling resources in order to support and sustain
the PNP’s present and future plans and programs
Establishment of Advisory Councils down to
City/Municipal Police Stations
PSMU Relationship with TWG and Advisory Council
 TWG and Head of office/unit are responsible for the development of
the Unit’s Charter Statement/Roadmap and Governance Scorecard
 PSMU acts as Secretariat in the formulation of Charter Statement and
Scorecard
 PSMU, on its own cannot decide on strategy
 TWG processes inputs provided by PSMU to fine-tune strategy
implementation; therefore, TWG provide analyzed data (output) in
such a way that it becomes part of the PSMU
 PSMU reports to the Head of office/unit on PERFORMANCE
 Head of office/unit and TWG attends Advisory Council’s meetings
with PSMU as Secretariat
PSMU Relationship with TWG and Advisory Council
 Advisory Council, provides inputs in the form of recommendation/s
subject to approval of the Head of office/unit for implementation
 Advisory Council, provides support to the unit in any form, PSMU
undertakes the administrative requirements for the realization of the
project(support) , TWG and Head of office/unit provides guidance and
approval
 TWG and Head of office/unit take responsibility in the
implementation of Initiatives in the Scorecard
 TWG and Head of office/unit are primarily responsible for cascading
the unit scorecard down to individual personnel
 PSMU is responsible in collecting the submission of dashboards and
individual scorecards
PSMU Relationship with TWG and Advisory Council
 PSMU is responsible in ensuring alignment of dashboards and
individual scorecards to the Unit Scorecard
 PSMU ensures management of scorecards and dashboards
 PSMU analyzes and reports to TWG discrepancies noted in the
scorecards and dashboards, TWG is primarily responsible for the
conduct of Strategy and Operations Reviews
 TWG and Head of office/unit are primarily responsible in the
preparation of Report for Certification Process with the assistance of
PSMU
 PSMU collects accomplishments of personnel as inputs to the
preparation of Report for Certification Process
PSMU Relationship with TWG and Advisory Council
 Advisory Council members provide assistance and give advise to Head
of office/unit for the Certification Process
 Advisory Council members act as Panelists during the Certification
Process
 TWG and PSMU are responsible in providing competency training
within their unit/office
 TWG and PSMU are responsible in the implementation of
Communications Plan (COMPLAN) on PNP P.A.T.R.O.L. PLAN 2030
MUTATIO… Nostrum Partis Commitment
TRANSFORMATION…
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION