Philippine National Police
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
Sequence of Presentation
1. Learning Objectives
2. Developing a Charter Statement
• Identity
• Vision
• Mandate
• Mission
• Philosophy
• Core Values
• Strategy Map or Roadmap
• Customer Analysis
• Value Chain
• Strategic Shifts
• Process Excellence
• Learning and Growth
• Resource Management
Sequence of Presentation
3. The PNP Charter Statement
• Identity – PNP Logo
• Vision
• Mandate – RA 6975, RA 8551 and RA 9708
• Mission
• Philosophy
• Core Values
• Strategy Map or Roadmap
• 4 Perspectives
• Community
• Process Excellence
• Learning and Growth
• Resource Management
Learning Objectives
1.
To familiarize the students with the elements/components of a Charter
Statement;
2.
To provide basic definition of terms in order to have a grasp of the
elements/components of a Charter Statement;
3.
To guide the students in the processes involved in the formulation of
value chain, conduct of customer analysis and formulation of
strategic objectives through the strategic shifts; and
4.
To provide deeper understanding and appreciation on the PNP
P.A.T.R.O.L. PLAN Roadmap.
CHARTER CCC
STATEMENT
IDENTITY
VISION
MANDATE
MISSION
PHILOSOPHY
Core VALUES
CORE VALUES
Distinct and unique personality
Identity
It can be a:
 name
 logo
 seal
 initials
 brand
 Desired future state
 Ambitious but realistic
VISION
 Time-bound
 A dream we intend to realize
within a given timetable
 Inspirational vs. Direct
 Changes once it is realized
 BHAG – Big, Hairy, Audacious
Goal
 Source of Authority
MANDATE
 Decree, law or directive
 Embodies the mission of the
unit/office/organization
 Purpose in life
MISSION
 Reason for existence
 Embodied in the law or
directive that established the
unit/office/organization
 Points us to the direction where
we should lead our lives
 The positive difference we wish
to make in the world
 Forever pursued
 Way of life
PHILOSOPHY
 Statement of what we stand
for in life
 Life giving ideals and principles
VALUES
 Moral compass
 Bedrock of one’s character
 Non-negotiable!
Values
what we stand for
Mission
why we exist
Vision
what we aspire
to become,
achieve, create
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
Values & Mission
• timeless
• forever pursued
• lofty, abstract
• discovered
Vision
• time-bound
• achievable
• concrete, vivid
• crafted
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
STRATEGY MAP is the logical representation of what the
organization will do in every perspective to fulfill its mission
and attain its vision.
The STRATEGY MAP contains 4 “PERSPECTIVES” in the sample
shown. (1) Community, (2) Process Excellence, (3) Learning and
Growth, and (4) Resource Management
OBJECTIVES formulated in the Strategic Shifts are
copied inside the boxes in the Strategy Map
CustomerOUTCOME
Analysis
STRATEGIC
Who are our customers and what are their needs
and expectations?
Primary Customer
Who are the main beneficiaries of our
services?
Other Customers
Who are the indirect beneficiaries of the
services we provide?
Major
Deliverables
OUTCOME /
Customer Value
Proposition
(CVP)
What are the major goods and services we
are mandated to provide our customers?
What benefits do we get from your services?
Why should we patronize your services?
What is most worthwhile to keep in mind about
your services?
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
A
Customer Analysis
The PGS provides the template to identify primary (the
main beneficiaries of the services we provided) and
secondary (the indirect beneficiaries of the services we
provided) customers, the specific goods and services
that we need to deliver (major deliverables) and the
outcome or value proposition resulting from the timely
and effective delivery of services/goods.
PNP VALUE CHAIN
Policy
Development
•
•
•
•
LOI’s
Memo Circular
Letter
Directives
IMPLAN’s
Administrative
Functions
•
•
•
•
•
•
•
Human Resource
Development
(Recruitment,
Training,
Placement,
Promotion,
Retirement)
Values and Spiritual
Formation
Logistics and
Financial
Management
Facilities Security
and Maintenance
Legal Supports
ICT Management
Health Services
Operational
Functions
•
•
•
•
•
•
•
•
Law Enforcement
Investigation and
Detective
Management
Forensic Services
Internal Security
Operations
Community Relations
Road Safety and
Security
Maritime Security
Aviation Security
Support Roles
•
•
•
•
Disaster
Management
Special Laws
Enforcement
Election Law
Enforcement
Regulatory
Functions
VISION:..." HIGHLY CAPABLE, EFFECTIVE
AND CREDIBLE POLICE SERVICE"
Strategic Shift
PGS shall provide breakthroughs and as such we must be
able to identify our current situation, the existing
resources we have, the current competencies and skills
of our human resources and the existing policies,
systems and police procedures; and then define the
strategic shift that we need to undertake that will attain
our objective resulting to transformative results. This we
need to do the process of identifying strategic shifts in all
the four (4) perspectives of Resource Management,
Learning and Growth, Process Excellence and
Community as our basis in developing specific
objectives.
PROCESS EXCELLENCE
How do we improve our core processes to
attain our strategic outcomes?
Value Policy
System and
Infrastructure
Data Integration
Development
Chain Development
Strategic Shifts
Fromm To
Objectives
Strategic Shift on Process Excellence
For process excellence perspective, we need to identify
strategic shift to improve our core processes or tasks in
order to attain our strategic outcomes. We should do
this giving due consideration to the value chain with
emphasis on those that are considered will add value.
LEARNING & GROWTH
How do we equip our unit with the needed
competencies, values & technologies to support our
process excellence?
Strategic Shift
from to
Human
Capital
Organization
Capital (LCAT)
Information
Capital
(LCAT – Leadership, Culture, Alignment, Teamwork)
VISION:..." HIGHLY
CAPABLE, EFFECTIVE
AND CREDIBLE POLICE
Objectives
Strategic Shift on Learning and Growth
For learning and growth perspective, we consider three
factors: Human Capital, Organizational Capital and
Information Capital in determining how we equip our
units/offices with the needed competencies, values and
technologies to support our process improvement. In
particular for organization capital, we need to look at the
leadership by exerting efforts to ensure availability of a
cadre of leaders at all levels; for culture we must
develop the awareness and internalization of the
mission, vision and core values needed to execute the
strategy;
Strategic Shift on Learning and Growth
For alignment, we must ensure the alignment of goals
and incentives with the strategy at all levels of the
organization; and, for teamwork, we must ensure the
sharing of knowledge and staff assets with strategic
potential. For information capital, we must ensure
provision of available portfolio of information technology
(IT) applications and systems required by the strategy.
RESOURCE MANAGEMENT
How should we manage and allocate our
resources for maximum impact?
Strategic Shift
from to
VISION:..." HIGHLY
CAPABLE, EFFECTIVE
AND CREDIBLE POLICE
Objectives
Strategic Shift on Resource Management
On resource management, considering our limited
resources, consideration must be given on how we
manage and rationalize allocation of our available
financial and logistical resources for maximum impact.
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.
Highly Capable, Effective and Credible Police Service by 2030
MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by
RA 9708
A safer place to live, work and do
business
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
Improve crime
prevention and
solution
Improve community safety awareness
through community-oriented and human
rights-based policing
Develop Competent, Motivated,
Values-oriented and Disciplined
Police Personnel
Develop a responsive and
Highly Professional Police
Organization
Optimize use of financial and logistical resources
The PNP CHARTER STATEMENT
The PNP Charter Statement highlights its vision of, “ 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”.
The PNP vision statement is in line with its mission and mandate provide
by successive laws/RAs 6975, 8551 and 9708, which are: ‘To enforce the
law, prevent and control crimes, maintain peace and order, and ensure
public safety and security with the active support of the community’.
Highlighted in both its vision and mission statements, the active support of
the community/stakeholders.
The PNP Charter Statement also identified its Core Values that serves as its
moral compass that guides every undertaking which are: Maka-Diyos,
Maka-Bayan, Maka-Tao and Maka- Kalikasan.
The PNP STRATEGY MAP or ROADMAP
The PNP Roadmap identified four (4) Distinct but closely
inter-related and mutually supporting perspectives with
specific objectives that when achieved will result to the
accomplishment/realization of its vision for a highly
capable, effective and credible police service. The three
(3) driver perspectives of Resource Management,
Learning and Growth, Process Excellence contributes to
the fourth/ outcome perspective ‘Community’ resulting
to the attainment of a safer place to live, work and do
business.
MUTATIO… Nostrum Partis Commitment
TRANSFORMATION…
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE
AND CREDIBLE POLICE SERVICE"