Key Roles of_ SMUs_TWG_AdvCouncils FOR e-Learning.pdf

7/25/2019 Key Roles of_ SMUs_TWG_AdvCouncils FOR e-Learning.pdf

1/37

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


2/37

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 theC,PNP Scorecard

Primarily responsible in the preparation of the Chief, PNPs

Performance Reporting and Public Governance Revalida


3/37

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


4/37

Closing the Gap

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Office of the Strategy

Managementcloses the gap

(between strategyformu lat ion and s trategy

execut ion)


5/37

Performance Governance System Stages

Initiation

Compliance

Proficiency

Institutionalization

1. Analysis andexamination of

strategy execution

2. Creation of the

Office of Strategy

Management (OSM)

(PNP-CPSM)

3. Regular monitoring

and review ofstrategies

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

- selfawareness

- motivation

- self-regulation

- empathy

- social skill

4. Individual Performance leading

to Breakthrough result

5. Striking partnership based on

common causes & shared

responsibility

1. Formalization of the

MSGC

(NAGPTD)

2.Cascading of vision and

strategies

3.Aligning budget and

human resources to

the vision and

strategies

1. Formation of

Technical Working

Group (TWG)

2. Formation of

Multi-Sectoral

Governance

Council (MSGC)

3.Formulation of

Strategy Map and

Governance

Scorecard

Sep 2009

REVALIDA

Oct 2011

REVALIDA

Sep 2012

REVALIDA


6/37

ISA

Institute for

Solidarity in

Asia

PNP-HQS NSUs PROs PPOs C/MPS

PGS

PerformanceGovernance

System

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

Peace and order Agenda for Transformation and upholding of the Rule-Of-Law

TWG TWG

T e c h n I c a l W o r k i n g G r o u p

OSMOffice of

Strategy

Management

CPSMCenter for

Police

Strategy

Management

NSU-PSMUNSU

Police

Strategy

Management

Unit

RPSMURegional

Police

Strategy

Management

Unit

PPSMUProvincial

Police

Strategy

Management

Unit

SMTStrategy

Management

Team

MSGCMulti-Sectoral

Governance

Council

NAGPTDNational

Advisory

Group for

Police

Transformation

andDevelopment

NSU-AC

NSU

Advisory

Council

RAC

Regional

Advisory

Council

PAC

Provincial

Advisory

Council

C/MAC

City/Municipal

Advisory

Council


7/37

Center for Police Strategy Management

Office of the Strategy Management (OSM)


8/37

Balanced Scorecard

project teams directly

report to the CEO.

In the PNP, it should

directly report to the

C,PNP.


9/37

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.)


10/37


11/37

NAPOLCOM RESOLUTION 2012-318

Date Approved: August 13,2012


12/37

Oversee the implementation of the PNPP.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 selectingtargets & identifying strategic initiatives;

Mandate:


13/37

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.

Mandate:


14/37

Chief, PNP

Director

Administrative &

Resource

Management Division

(ARMD)

Scorecard

Management

Division (SMD)

Regional Police

Strategy Management

Units (RPSMUs)

NSU - Police Strategy

Management Units

(NSU - PSMUs)

Organization

Alignment Division

(OAD)

Strategy Review

Division (SRD)

Legal Officer

Deputy Director

Chief of Staff


15/37

Chief, PNP

Director, CPSM

Administrative &

ResourceManagement

Division (ARMD)

Scorecard

ManagementDivision (SMD)

Regional Police Strategy

Management Units

(RPSMUs)

NSU - Police Strategy

Management Units

(NSU - PSMUs)

Organization

Alignment Division(OAD)

Strategy Review

Division (SRD)

Functional

Chart

Legal Officer


16/37

Regional Director, PROs

Chief, Regional Police Strategy Management

Unit (RPSMUs) / DRDA

Scorecard Management and

Alignment Branch

(SMAB)

Staffing

Pattern

Deputy Chief, Regional Police Strategy

Management Unit (RPSMUs) / RCDS

Strategy Review Branch

(SRB)

Planning and Initiative

Management Section (RPIMS)

Strategy Communication and

Alignment (Budget, HR, and IT)

Section (SCAS)

Monitoring and Evaluation Section

(MES)

Change Management and Best

Practices Section

(CMS)

Functional

Chart


17/37

Director, NSUs

Chief, NSU, Police Strategy Management

Unit / DD, NSUs

Scorecard Management and

Alignment Branch

(SMAB)

Staffing

Pattern

Deputy Chief, NSU - Police Strategy

Management Unit / CDS NSUs

Strategy Review Branch

(SRB)

Planning and Initiative

Management Section (RPIMS)

Strategy Communication and

Alignment (Budget, HR, and IT)

Section (SCAS)

Monitoring and Evaluation Section

(MES)

Change Management and Best

Practices Section

(CMS)

Functional

Chart


18/37


19/37

Primary Objective

Cascading the DOH Strategy 2010 Institute for Solidarity in Asia

To ach ieve desired outcomes,we al igneveryone.


20/37

Cascading Process


21/37

- Continuous conduct of follow-up cascading

- Conduct of periodic strategy and

operational reviews

- Focus on PNP mandate

- Enhance administrative support and

stakeholders participation

Initiatives to ensure Alignment


22/37

Communications Plan


23/37

Massive advocacy campaigns are carried out

through the following:

Follow-up cascading

Incorporate Training Modules in all PNP

Courses, Trainings and Seminars


24/37

Replication of CPSM and TWG down to City/Municipal

Police Stations


25/37

Conduct of PGS Certification ofall PNP Units/Offices

Conduct of PGS Boot Camp for

the PNP


26/37


27/37

The PGS requires that a Multi-

Sectoral Governance Council

(MSGC), composed of sectoral

leaders or individuals knownfor their integrity, probity and

leadership be established, to

support the Philippine

National Police in the

successful implementation and

monitoring of its strategictransformation roadmap.


28/37

They shall serve as an advisory body to the PNP andsignificantly contribute to the implementation of the PNP

P.A.T.R.O.L. Plan 2030: Peace and Order Agenda for

Transform ation and Uph olding of the Rule-Of-Law

The National Advisory Group does not have any administrativeor operational authority over nor responsibility for specific

operational decisions within the Philippine National Police.


29/37

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 onSeptember 2, 2011.


30/37

ROLES & RESPONSIBILITIES

To advis e and assist the PNP in ident i fy ing key pr ior i t ies and

strategic issues in acco rdanc e with the PNP ITP-PGS (PATROL

Plan 2030), and provide insights in aligning the PNPs policies,

plans and prog rams w ith the pol i t ical , soc ioeconom ic, cultu ral

and moral developm ent needs o f the organizat ion;

Together with the TWG, evaluate and amend th e strategies for

the imp lementat ion o f the PGS in acco rdance with th e PNP

thrus ts, programs , pro jects and act iv i t ies, and advise on the

necessary amendment to the current and developm ent of futureprograms , projects and act iv i t ies;


31/37

ROLES & RESPONSIBILITIES

To assist and advise the PNP on pos sible ways to generate

addit ional enabl ing resourc es in order to suppo rt and su stain

the PNPs present and future plans and programs


32/37

Establishment of Advisory Councils down to

City/Municipal Police Stations


33/37

TWG Relationship with PSMU and Advisory Council

TWG and Head of office/unit are responsible for the development of the

Units Charter Statement/Roadmap and Governance Scorecard

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

Head of office/unit and TWG attends Advisory Councils meetings withPSMU as Secretariat

TWG and PSMU are responsible in providing competency training within

their unit/office

TWG and Head of office/unit take responsibility in the implementation ofInitiatives in the Scorecard

TWG and Head of office/unit are primarily responsible for cascading the unit

scorecard down to individual personnel


34/37

TWG Relationship with PSMU and Advisory Council

TWG and Head of office/unit are primarily responsible in the preparation ofReport for Certification Process with the assistance of PSMU

TWG and PSMU are responsible in the implementation of Communications Plan

(COMPLAN) on PNP P.A.T.R.O.L. PLAN 2030


35/37

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

PSMU collects accomplishments of personnel as inputs to the preparation of Report

for Certification Process

PSMU acts as Secretariat in the formulation of Charter Statement and Scorecard

PSMU, on its own cannot decide on strategy

PSMU is responsible in collecting the submission of dashboards and individual

scorecards


36/37

Advisory Council Relationship with TWG and PSMU

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

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


37/37

END OF PRESENTATIONEND OF PRESENTATION

TRANSFORMATIONOur Shared Comm itmen t!!!

MUTATIO Nostrum Partis Commitment

Documents

Key Roles of_ SMUs_TWG_AdvCouncils FOR e-Learning.pdf