PGS OVERVIEW
THE
PERFORMANCE GOVERNANCE
SYSTEM IN THE PNP
SEQUENCE OF PRESENTATION
• The INTEGRATED TRANSFORMATION PROGRAM (ITP)
• The PERFORMANCE GOVERNANCE SYSTEM (PGS)
• PNP PATROL Plan 2030
• PNP Scorecard
• National Advisory Group
• Center for Police Strategy Management
ASSESSMENT OF THE
PREVAILING SITUATION
• NEGATIVE
PERCEPTION
• ORGANIZATIONAL
CHANGE
DYSFUNCTIONS AGENDA
• PERSONALITY-
BASED PROGRAMS
GOP-UNDP
STUDY
PNP
TRANSFORMATION
PLAN
PNP REFORM
COMMISSION
HISTORICAL BACKGROUND
Dream O.N.E. PNP C.A.R.E.
HISTORICAL BACKGROUND
THE
INTEGRATED TRANSFORMATION
PROGRAM
TRANSFORMATION PROGRAMS
34
PROJECTS
12 KRAs
9 QUICK WINS
EVALUATION
32%
TAGAYTAY CITY
2010
REPRIEVE
THE
PERFORMANCE GOVERNANCE
SYSTEM
LEGAL BASIS
Memorandum from
the Executive
Secretary dated
PNP Mandate RA 8551 June 23, 2009 on the
Executive Briefing of
PGS for the Six (6)
National Government
Agencies
Memorandum from
the Executive Letter of Instruction
Secretary dated July 9, 53/09
2009 mandating the “Institutionalization of
Institutionalization of Performance
PGS in the Six (6) Governance System”
National Government dated August 11, 2009
Agencies
The Executive Secretary
directed the Chief, PNP to
institutionalize the PGS into the
PNP.
Six agencies were
chosen to apply the
globally-recognized
governance model
system through the
assistance of the
DAP and ISA.
The PNP was chosen because:
• Of its developmental impact to the country;
• It was deemed ready because of the reform
programs currently being pursued; and
• It is one national government agency that has
close daily direct contact with ordinary citizens
and have immediate positive impact on the
welfare of the people in all communities it
serves.
• Focuses on governance which
demands a long term strategy
Strengthen an institution as it pursues
a vision
Realize vision and make actual by a
certain deadline in a feasible future
• Demands that such a vision be fully
consistent with the mission of the
institution
As maintained by law
With the core values that serve as its
bedrock
o Designed to raise the standards of
governance
Address corruption
Maintain political stability
Upholding the rule of law
Tool for tracking
performance on a regular
basis
Used positively to assist
those who maybe falling
behind targets
Reward those exceeding “...is to translate strategy
into measures that
targets concisely communicate
your vision to the
organization.”
Stretch
but achievable
In setting targets,
begin with the end in mind.
∙outcome ∙base camp year
desired performance level
target
How to
close the
Strategic Initiatives performance
gap?
current reality
baseline
clearly defined
deliverables/outputs
clear start & stop dates
and progress milestones
supported by a budget
committed resource
allocation
clear accountability
FONTANA LEISURE PARK, CLARK, PAMPANGA
AUGUST 2009
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.
In what way is the community best served by the men and
Community women of the PNP?
Process
What operational processes must we excel at and best practices
Excellence must we adopt?
Learning How can the PNP develop a highly capable, effective and
and Growth credible organization?
How do we effectively and efficiently manage our financial and
Resource
logistical resources? How do we source and mobilize additional
Management resources?
Stakeholders’ How can the PNP gain the active support of the stakeholders?
Support
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.
Breakthrough Results
INSTITUTIONALIZED Duration: 6 months to 1 year
Office of Strategy Management
PROFICIENT Duration: 6 months to 1 year
Alignment of Organization & Resources
COMPLIANT Duration: 6 months to 1 year
Charter, Road Map, Scorecard
INITIATED Duration: 6 months
PATHWAY HALLMARK
Source: ISA
Institutionalization
Proficiency
Compliance
Initiation
City of San Fernando, Pampanga
Davao City
Series of Technical
Working Group
Meeting
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 A safer place to live, work
RA 9708 and do business
MISSION
Enforce the law, prevent and
control crimes, maintain peace
Improve crime Improve community safety awareness
and order, and ensure public
prevention and through community-oriented and
safety and internal security
control human rights-based policing
with the active support of the
community.
PHILOSOPHY Develop competent, Develop a responsive
Service, Honor and Justice motivated and values- Police Organization
oriented police personnel
CORE VALUES
Maka Diyos Makabayan
Makatao
Makakalikasan
Optimize use of financial and logistical resources
Highly Capable, Effective and Credible Police Service by 2030
A safer place to live, work and do
business
Improve crime Improve community safety awareness through
prevention and community-oriented and human rights-based
control policing
Develop competent, motivated and Develop a responsive Police
values-oriented police personnel Organization
Optimize use of financial and logistical resources
RESOURCE MANAGEMENT
CONTRIBUTORY
TARGET
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
Optimize use of 15 Percentage of programmed DC
RESOURCE MANAGEMENT
financial and activities funded &
logistical implemented based on the 80% 85% 90% 95%
resources Annual Operations Plans and
Budget
F
16 Logistics Capability Index DL
(Percentage fill-up of mobility,
firearms, communications and 41% 43% 45% 47%
investigative equipment)
LEARNING AND GROWTH
CONTRIBUTORY
TARGET
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
Develop 7 Percentage of recruits belonging to DPRM 0.005%
competent, top 20% in their eligibility/board (eligibility 1% 3% 5%
motivated and examination/GPA:85% and above exam only)
values-oriented 8 Percentage of third level positions DPRM /
NEW
PNP Personnel filled by qualified personnel DHRDD
9 Percentage of personnel DPRM
LEARNING & GROWTH
designated to positions according NEW
to rank substantiated by IPER
10 Percentage of personnel with DPRM
cases:
TBD
D a. Convicted of criminal case
b. Guilty of administrative case
11 Percentage of trained personnel vs DHRDD
30% 40% 50% 60%
training needs
12 Personnel Satisfaction Index DPRM NEW
Develop a 13 Percentage of Information DICTM
responsive police Technology compliant PNP 43% 46% 52% 61%
organization Stations (Standard IT Compliance)
14 Percentage of Communications DICTM
Technology compliant PNP 77% 78% 80% 83%
Stations
PROCESS EXCELLENCE
CONTRIBUTORY
TARGET
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
Improve 2 National Safety Index DPCR/ DO, 60.90% 62.90% 64.90% 66.90%
community safety 3 Respect Index DI & DIDM
PROCESS EXCELLENCE
awareness through
B community-oriented
and human rights- 72.60% 74.60% 76.60% 78.60%
based policing
Improve crime 4 National Index Crime Rate DO/ DIDM,
solution efficiency DI, DPCR 16.53 15.7 14.92 14.17
5 Crime Clearance Efficiency DIDM/ DO,
33.33% 35% 39% 45%
DI & DPCR
C
6 Crime Solution Efficiency DIDM/ DO, 20.79% 22.00% 24.00% 28.49%
DI & DPCR
COMMUNITY
CONTRIBUTORY
TARGET
PERSPECTIVE
IDENTICAL
NEW
N/A
PNP OBJECTIVE MEASURE OWNER
2010
2011 2013 2016
(Baseline)
COMMUNITY
A safer place 1 Global Peace Index
to live, work (GPI)
A
and do
business
Strategic Planning and Performance Management
Model Police Station
Reform of Budget System
Organizational Development
Improvement of HR Systems from Recruitment to Retirement
Crime Analysis Program
Reform on Logistics Management System
Police Integrated Patrol System
Improvement of Case Management
Brgy. Peacekeeping Operations
Improvement of Education and Training System
STRATEGIC INITIATIVES
STRATEGIC INITIATIVES
Institutionalization
Proficiency
Compliance
Initiation
PDG BARTOLOME
PDG VERSOZA
CPNP
D-STAFF
PRO
PPO/CPO
CPS/MPS
TARGETS
PNP OBJECTIVES MEASURES
2016
TARGET
National Safety PRO OBJECTIVE MEASURE INITIATIVES
Improve 2016
community safety Index
66.9% Improve crime Regional Ensure implementation
awareness Index Crime of PIPS PRIMARY
solution efficiency INDICATORS
through Rate DRIVERS
ANNUAL
community- Respect Index TARGET
Regional Case monitoring & CRIME Crime Volume
oriented and Crime tracking (UCPER) PREVENTION Crime Ratio
human rights- 78.6% Clearance
based policing Efficiency % increase in the
Enhance number of joint
Regional MOSC Methodology( police community
National Index community
initiated activities
14.7 Crime Case Management) & engagement
Crime Rate
Solution Tracking Safety index
Crime Clearance Efficiency
Improve crime Intensify police % of personnel
Efficiency 45% Number of TF MANHUNT/OPLAN operations employed/ deployed
prevention and
control most wanted TRACKER
CRIME Crime Solution
persons SOLUTION Efficiency
Crime Solution (MWP)
Efficiency 28.49% arrested % of investigative
Maintain and personnel trained
Percentage of deploy and certified
wanted competent % of trained and
persons investigative certified
arrested personnel investigative
personnel deployed
Implement
standard
% increase of cases
investigative
filed in court
systems and
procedures
Note:
KEY PERFORMANCE BL Targets
SECONDARY DRIVERS CRITICAL ACTION with OPR
INDICATORS with OPR 2011 2012 2013
CRIME PREVENTION: Enhance community engagement
PRIMARY Intensify Number of community
INDICATORS
DRIVERS community awareness activities
ANNUAL
Crime Volume TARGET awareness / initiated
CRIME
PREVENTION information
Crime Ratio
activities
% increase in the
number of joint Intensify Number of sectoral
Enhance
community police community community groups organized /
engagement initiated activities organization and mobilized (BPAT force
Safety index mobilization multipliers)
activities
Intensify police % of personnel
operations employed/ deployed CRIME PREVENTION: Intensify police operations
CRIME Crime Solution
SOLUTION Efficiency Institutionalize PIPS Number of police
station utilizing PIPS
% of investigative
Maintain and personnel trained Intensify support Number of ISO
deploy and certified role ISO conducted
competent % of trained and
investigative certified
Intensify counter Number of target
personnel investigative terrorism activities hardening measures
personnel deployed conducted
Implement
standard
investigative
% increase of cases Enhance the % reduction of crimes
filed in court security and safety involving foreign and
systems and
procedures of tourist domestic tourists
The PGS requires that a Multi-Sectoral
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
their strategic transformation
roadmap.
They shall also serve as an advisory body of the
PNP and shall significantly contribute to the
implementation of the PNP’s Integrated
Transformation Program – Performance
Governance System (PNP ITP-PGS 2030).
The National Advisory Group was introduced to
the PNP through organizational briefing and
briefing of the PNP ITP-PGS (PATROL Plan 2030)
by members of the TWG on September 2, 2011.
Mr. Rex C. Drillon II President, Institute for Corporate Directors Chairperson
Mr. Guillermo Luz Chairperson, National Competitiveness Council Vice-Chairperson
Dr. Jesus P. Estanislao Chairperson, Institute for Solidarity in Asia Member
Dr. Constancia P. De Guzman Commissioner, National Police Commission Member
Atty. Anicia M. De Lima Assistant Commissioner, Civil Service Commission Member
Hon. Alfonso Umali Jr. Governor, Oriental Mindoro and Member
President, Union of Local Authorities of the Philippines
Hon. Margarita P Juico Chairperson, Board of Philippine Charity Sweepstakes Office Member
Ms. Remedios I. Rikken Chairperson, Philippine Commission on Women Member
Professor Jose Navaro Director, Continuing Education Program, University of Asia and Member
the Pacific
Professor Mario Lopez Professor, W. SyCip Graduate School of Business, Asian Member
Institute of Management
Mr. George Kintanar Chairperson, Chief Information Officers Forum Foundation Member
Ms. Doreen Yu Editor-in-Chief, Starweek, Member
Philippine Star
Ms. Aurora Pijuan NCR Convenor, Gising Barangay Movement Member
Hon. Rufus B. Rodriguez Representative, Cagayan de Oro 2nd District, House of Member
Representatives
Hon. Leopoldo N. Bataoil Representative, Pangasinan 2nd District, House of Member
Representatives
Hon. Panfilo Lacson Senator, Senate of the Philippines Member
Activation of the Center for Police Strategy
Management on December 15, 2011
Successful Change Efforts
END OF PRESENTATION
