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FOREWORD

The PNP is amidst its journey to the roadmap for transformation. As envisioned by the organization, by the year 2030, with the guidance of the Almighty, the PNP shall be a highly capable and credible law enforcement organization. Police Regional Office 02, the home of the valley cops has been doing its fair share of instigating countless programs to realize this vision.

The recent awarding of the Performance Governance System (PGS) Initiation Stage to PRO2 by the Center for Police Strategy Management (CPSM) during the PNP Unit Certification and Governance Reporting last November 27, 2013 in Camp Crame is a big leap for PRO2 towards its PGS journey.

This PRIMER covers substantial information on the Frequently-Asked Questions (FAQs) on the PNP P.A.T.R.O.L. Plan 2030 with the Chief, PNP’s strategic focus: CODE-P: 2013 and Beyond. The questions and answers are succinctly compiled and consolidated by personnel of the Regional Police Strategy Management Unit (RPSMU) to orient and instill among the Valley Cops a sense of ownership concerning the P.A.T.R.O.L. Plan.

Our commitment for change is unambiguously seen not only through the contents of this PRIMER but also by the collective efforts of every Valley Cop to cause courses of actions. With the combined support of the community and stakeholders, there will be more to come from PRO2. Our march towards transformation cannot be halted.

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5. . . . . . . . . . . . . . . . . . . . . . What is the PNP ITP-PGS 2030?5. . . . . . . . . . . What does the acronym P.A.T.R.O.L. stand for?

5. . . . What happened to the Integrated Transformation Program?5-6. . . What are the changes introduced to improve the ITP using

the PGS framework? 6. . . . . . . . . . . .Why do we use the PGS as the framework for the

PNP PATROL PLAN 2030?7. . . . . . . . . . . . . . . . . . . . . . . . . .What are the stages of the PGS?

7. . . . . . . . . . . . . . . . . . Where is the PNP in its governance journey?7. . . . . . . . . . . . . . . . . . . . Who formulated the PATROL PLAN 2030?7-8. . . . . . . What is the role of the PGS Technical Working Group in the

implementation of the PATROL PLAN?8. . . . . . . . . . . . Is the PATROL PLAN 2030 the ultimate solution to all the problems of the PNP?

8. . . . . . . . . . . . . . . . . . . . . . . . . . . . .What is the new vision of the PNP?8. . . . . . . . . . . . . . . . . What is rationale behind the timeline of 2030 of the Patrol Plan?9. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is the mission of the PNP?9. . . . . . . . . . . . . . . . What are the philosophy and core values of the PNP?9. . . . .What are the four (4) strategic perspectives of the PNP Strategy Map?10. . . . . . . . . . . . . . . . . . . .What is the rationale behind choosing the four (4) strategic perspectives of the PNP Strategy Map?10. . . . . . . . . .What is the role of the stakeholders in the PATROL Plan 2030?11. .What are the benefits to the PNP organization using a scorecard system?11. .What is the rationale of choosing the 11 strategic initiatives?11. .What is C.O.D.E.-P 2013 and Beyond?12. .PRO2 P.A.T.R.O.L. PLAN 2030 ROAD MAP?13. .PRO2 RPSMU14. .Technical Working Group14. .Composition of RAC Members15. .CODE-P - The PNP Strategic Focus for 2013 and Beyond

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FREQUENTLY ASKED QUESTIONS RE PNP P.A.T.R.O.L. Plan 2030Question 1. What is the PNP ITP-PGS 2030?

Answer: The 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 is now called as the “PNP PATROL Plan 2030”.

Question 2. What does the acronym P.A.T.R.O.L. stand for?

Answer: Peace and Order  Agenda for  Transformation and Upholding of the  Rule Of Law

Question 3. What happened to the Integrated Transformation Program (ITP)?

Answer: 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.

Question 4. What are the changes introduced to improve the ITP using the PGS framework?

Answer: 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 may attain it at an earlier time.

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The charter statement was formulated which is a one-page Roadmap for the PNP.

The PNP strategies are mapped out in the strategy map according to the four (4) perspectives that serves 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.

Question 5. Why do we use the PGS as the framework for the PNP P.A.T.R.O.L . PLAN 2030?

Answer: 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.

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Question 6. What are the stages of PGS?6. What are the stages of the PGS?

Question 7. Where is the PNP in its governance journey?

Answer: The PNP has successfully satisfied the requirements of the first three (3) stages of the PGS namely: a. Initiation stage (September 24, 2009) b. Compliance stage (October 14, 2011) c. Proficiency stage (September 26, 2012) It is now gearing towards achieving the fourth and final stage, which is “Institutionalization.” Question 8. Who formulated the PATROL PLAN 2030?

Answer: 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.

Question 9. What is the role of the PGS Technical Working Group in the implementation of the PATROL PLAN?

Answer: The PGS TWG which is composed of all Executive Officers of the Directorates, selected Senior and middle level officers and NUP are in-charged

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in the cascading of CPNP’s Scorecard in the Police Regional Offices (PROs).

It assists PROs in the development of their Regional Scorecards and the Operational Dashboards of Provincial Directors.

Question 10. Is the PATROL PLAN 2030 the ultimate solution to all the problems of the PNP?

Answer: 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.

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 is a dynamic and flexible document that allows necessary amendments as the need arises in order to cope with the challenges brought about by different factors affecting the law enforcement/policing industry.

Question 11. What is the new vision of the PNP?

Answer: 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.” Question 12. What is the rationale behind the timeline of 2030 of the PATROL PLAN?

Answer: We must aspire now for realistic greater heights and dare for more sustainable progress. We have been underperforming due to restraints we put on ourselves & our organization.

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 Leadership-Re-examine our capabilities & renew commitment-Build momentum & nurture success-Promote & establish partnerships-Measure progress & make adjustments-Define responsibilities & demand accountabilities

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Question 13. What is the mission of the PNP?

Answer: 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.” Question 14. What are the philosophy and core values of the PNP?

Answer: 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).

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.

Question 15. What are the four (4) strategic perspectives of the PNP Strategy Map?

Answer: a. Resource Management b. Learning and Growth c. Process Excellence d. 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.” (Insert roadmap here)

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

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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. (Insert roadmap here)

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. (Insert roadmap here)

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.

Question 16. What is the rationale behind choosing the four (4) strategic perspectives of the PNP Stategy 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 stategic priorities the PNP seeks to give a lot of importance to, as it go 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.

Question 17. What is the role of the stakeholders in the P.A.T.R.O.L. Plan 2030?

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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 feedbacfk on the performance of the PNP and at the same time they can provide support to help the PNP in moving forward its vision by 2030.

Question 18. What are the benefits to the PNP organization using a scorecard system?

Answer: a. Measures performance on a regular basis b. Lays down duties and responsibilities clearly c. Ensures transparency and accountability d. Provides feedback mechanism

Question 19. What is the rationale of choosing the 11 strategic initiatives?

Answer: The rationale in prioritizing the eleven (11) strategic initiatives is due to funding gap. The TWG deemed these 11 initiatives to bring better results and greater impact on the performance of the PNP as an organization.

Question 20. What is C.O.D.E.-P 2013 and Beyond?

Answer: It serves as the PNP’s blueprint towards the realization of the PNP P.A.T.R.O.L. Plan 2030 to effectively meets its golas of better serving and protecting the public by enhancing the Competence of each and every police officer, redefining and reforming the Organization, instilling Discipline, promoting the culture of Excellence and institutionalizing Professionalism at all levels of the organization.

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PRO2 RPSMU

PCSUPT RODRIGO P. DE GRACIA Regional Director

PCSUPT MANUEL P. PINERADRDA/Chief, RPSMU

PSSUPT FRANKLIN MOISES R. MABANAGRCDS/Asst. Chief, RPSMU

PSUPT BALTAZAR P. ISRAEL C, Scorecard Section

SPO1 Rommel C. RiveraSenior Action PNCO

PO3 Marjellie Q. GallardoAction PNCO

NUP Louella A. TomasPlanning Officer

NUP Armela Joyce U. LuczonProject Evaluation Officer

NUP Macario P. Tibis Jr. Project Evaluation Officer

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PSUPT AMORSOLO S. DELA CRUZ AC, RPHRDDPSSUPT JOSELITO W. SANTOS C, RIDPSSUPT ALEXANDER P. SANTOS C, ROPDPSSUPT VINCENT S. CALANOGA C,RLRDDPSSUPT FERNANDO P. CRISTOBAL JR. C, RPCRDPSSUPT RONALDO E. OLAY C, RCDPSSUPT REYNALDO A. SINAON SR. C, RIDMDPSSUPT AGUSTIN Y. TAMANGEN C, RHSGPSUPT FELICIANO A. CARANGUIAN BC, 2RPSBPSUPT DANILO R. ACOSTA C, HRAOPCINSP GERALD P. MIGUEL C, ITMS

TECHNICAL WORKING GROUP

Hon. Jefferson P. Soriano Mayor, Tuguegarao CityDirector Purita S. Licas RD, Philippine Information

Agency, Regional Office 2Director Blessida G. Diwa RD, Department of Tourism,

Regional Office 2Dr. Emmanuel James P. Pattaguan

Vice President for Academics, University of Saint Louis, Tugeu-garao City

Dr. Nelia Z. Cauilan Dean, Graduate School, Cagayan State University, Tuguegarao City

PSUPT Fe P. Quibol (Ret.) Past President, Rotary Club of Tuguegarao Rainbow, Tuguegarao City

Mr. Rodel DL. Ordillos President, Cagayan Alliance of Media Practitioners, Tuguegarao City

Hon. Rosauro “Pastor Ross” G. Resuello

City Councilor, Tuguegarao City

COMPOSITION OF RAC MEMBRS

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CODE - PTHE PNP STRATEGIC FOCUS FOR 2013 and Beyond

STRATEGIC FOCUS 1: COMPETENCE

Intensify Policy Reform;Review and pursue legislative agenda;Improve teh Field Training Program (FTP) with emphasis on Field Training Exercise (Patrol, Traffic and First Responder);Standardize Specialized Courses for Operational SupportStaff/Units/Teams;Improvement of existing Non-Uniformed Personnel (NUP) courses and development of competency courses fro NUPs; and Enhance operational procedures and practicies

STRATEGIC FOCUS 2: ORGANIZATIONAL DEVELOPMENT

Streamline the Organization;Implement the concept of “My IP is the Key”, at all levels nationwideStandardize recruitment, selection and placement of police personnel;Instill leadership down to the lowest level to cummunicate and implement change; andComplement or support organizational development through efficient resource management.

STRATEGIC FOCUS 3: DISCIPLINE

Establish mechanism to determine the level of discipline of PNP personnel;Institutionalize reforms and mechanism to fast track the resulution of admin cases against PNP personnel; andEnhance Counter-Intelligence efforts against erring PNP personnel.

STRATEGIC FOCUS 4: EXCELLENCE

Integrate the ‘Subukan N’yo Po Kami’ SMS Center with the PNP TXT 2920;Establish an effective feedback mechanism as the basis for evaluation and assessment on teh performance of field units;Fully implement the adobpted ICT-assisted based system to support administrative functions, investigation and police operations;Redesign the PNP unifroms and institute safeguards against unauthorized manufacture and use; andProvide quality service to the people and the community.

STRATEGIC FOCUS 5: PROFESSIONALISM

Standaridize Placement and Promotion System based on merit and fitness; at all levels;Develop various levels of expert professionals in the organization;Rationalize Rewards and Incentive System and Enhance Morale and Welfare Program;Continuously review and update police operational procedures and other police manuals; andImprove internal and external communication through proactive media program

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