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

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Office of the Strategy

Management

closes the gap

(between strategy

formulation and strategy

execution)

Performance Governance System Stages

Initiation

Compliance

Proficiency

Institutionalization

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

1. Formalization of the MSGC(NAGPTD)

2.Cascading of vision and strategies

3.Aligning budget andhuman resources to the vision and strategies

1. Formation of Technical Working Group (TWG)

2. Formation of Multi-SectoralGovernance Council (MSGC)

3.Formulation of Strategy Map and Governance Scorecard

Sep 2009REVALIDA

Oct 2011 REVALIDA

Sep 2012 REVALIDA

ISAInstitute forSolidarity in Asia

PNP-HQS NSUs PROs PPOs C/MPS

PGSPerformanceGovernanceSystem

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

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

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

OSMOffice ofStrategyManagement

CPSMCenter forPoliceStrategyManagement

NSU-PSMUNSUPoliceStrategyManagementUnit

RPSMURegionalPoliceStrategyManagementUnit

PPSMUProvincialPoliceStrategyManagementUnit

SMTStrategyManagementTeam

MSGCMulti-SectoralGovernanceCouncil

NAGPTDNationalAdvisoryGroup forPolice Transformation andDevelopment

NSU-AC

NSUAdvisoryCouncil

RAC

RegionalAdvisoryCouncil

PAC

ProvincialAdvisoryCouncil

C/MAC

City/MunicipalAdvisoryCouncil

Center for Police Strategy Management

Office of the Strategy Management (OSM)

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 2012-318Date Approved: August 13,2012

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.

Mandate:

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

Chief, PNP

Director, CPSM

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)

FunctionalChart

Legal Officer

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

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

Primary Objective

Cascading the DOH Strategy © 2010 Institute for Solidarity in Asia

To achieve desired outcomes,

we align everyone.

Cascading Process

- Continuous conduct of follow-up cascading

- Conduct of periodic strategy andoperational reviews

- Focus on PNP mandate

- Enhance administrative support andstakeholders’ participation

Initiatives to ensure Alignment

Communications Plan

Massive advocacy campaigns are carried outthrough the following:

Follow-up cascading

Incorporate Training Modules in all PNPCourses, 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 Multi-Sectoral Governance Council(MSGC), composed of sectoralleaders or individuals knownfor their integrity, probity andleadership be established, tosupport the PhilippineNational Police in thesuccessful implementation andmonitoring of its strategictransformation 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

TWG Relationship with PSMU and Advisory Council

TWG and Head of office/unit are responsible for the development of the Unit’s 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 Council’s meetings with PSMU 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 of Initiatives in the Scorecard

TWG and Head of office/unit are primarily responsible for cascading the unit scorecard down to individual personnel

TWG Relationship with PSMU and Advisory Council

TWG and Head of office/unit are primarily responsible in the preparation of Report 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

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

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

END OF PRESENTATIONEND OF PRESENTATION

TRANSFORMATION…Our Shared Commitment!!!

MUTATIO… Nostrum Partis Commitment