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

Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”

Updates on the Continuing Transformation Journey of the PHILIPPINE NATIONAL POLICE

A. HISTORICAL BACKGROUND
 Change Agenda
 Initiation into PGS
 PGS Journey

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

 PNP Charter Statement, Strategy Roadmap & Scorecard
 Strategy Refresh & ‘Basecamps’
 MSGC /NAGPTD/Advisory Councils

C. WAY FORWARD
 “Go for Gold: the PNP’s continuing journey towards
Institutionalization”
3
 ENVIRONMENT THEN…

• Negative Perception
Endemic corruption
low level of training
massive human rights abuses
low crime conviction
poor IT Capability
low fill-up of equipment Citizens Trust and Confidence
• Organizational Dysfunctions
• Personality-based Programs
D.R.E.A.M O.N.E. PNP C.A.R.E.
 INTEGRATION OF REFORM PROGRAMS

July 2005

PNP
GOP –UNDP STUDY ON
“Integrated”
TRANSFORMING THE PNP
Transformation
Program

PNP REFORM GOP-UNDP STUDY PNP TRANSFORMATION

COMMISSION REPORT ON TRANSFORMING THE PNP PLAN
(ORDONEZ COMMISSION)
 PNP-ITP OBJECTIVES

To resolve organizational
dysfunctions and improve
the quality of Police services

To strengthen law Integrated

enforcement capabilities
Transformation
Program
To enhance the welfare and
(10-year Timeframe)
benefits of our personnel and
dependents
TAGAYTAY CITY EVALUATION
2010

28% ITP
Why do WE need
to CHANGE?

“If we follow and travel the same route…. . .

We will reach the same destination!”

“If we use the same strategy. . . . . . .

we will attain the same result!”
Why do WE need
to CHANGE?
Doing the same things over
and over again and
expecting different
results… according to
Albert Einstein is…
…”INSANITY ”
 PNP
INTEGRATED
TRANSFORMATION
PROGRAM
LEGAL BASIS
Memorandum from
the Executive
Secretary dated July 9,
2009 mandating the
Institutionalization of
PGS in the Six (6)
National Government
Agencies

PNP Letter of
Instruction 53/09
“Institutionalization
of Performance
Governance System”
dated August 11, 2009

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Batch 1 (“MCC” 6)
 6 NGAs chosen to apply
globally-recognized
performance governance
system (PGS)
 to raise the standards of
governance practice
 Assisted by the DAP, ISA
and NCC.
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 immediate positive impact on the welfare
of the people in all communities it serves.
o Designed to raise the standards of governance

 Address corruption

 Maintain political & economic stability

 Uphold the rule of law

• It is a participatory process in line with the principles and best
practices of good governance and responsible citizenship

• It calls for an effective, sustained and systematic contribution

from individuals and institutions for the common good of the
institution and community as well as the long-term
development of the Philippines.
 PGS BENEFITS
Flight Runway
1
Ensures Alignment

2 Facilitate Ownership Through Cascading

Governance is CASCADED down

to the last unit and individual.

3 Enhances Strategic Communication and Reporting

4 Engagement
External Stakeholders
Promotes Stakeholder Executive Leadership

Internal Stakeholders

5 Ensures Results
The Philippine Navy (PN) is now globally recognized as one of the best organizations in
terms of strategy execution after being inducted in the Palladium Balanced Scorecard
(BSC) Hall of Fame (HoF) for Executing Strategy on March 21 during the Palladium
Summit 2017 in London, United Kingdom.

21
LONDON – ‘Positive Impact’ continues to reverberate as the Palladium Group inducted
five organizations into the Balanced Scorecard Hall of Fame for Executing Strategy on
March 21. Balanga City, a local government unit (LGU) in the Philippines and the capital
of Bataan Province, was one of the awardees. Bataan 2nd Congressional District Rep.
Jose Enrique S. Garcia, III received the award for Balanga City. Garcia, who held his post
as Balanga’s mayor from 2007 until 2016, initiated the adoption of the Balanced
Scorecard in the city’s governance system. This is now being sustained and developed
further by the incumbent Mayor Francis Anthony S. Garcia.
22
Worldwide, the system has proven it can work…

PALLADIUM HALL OF FAME

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"
Stakeholders Support
“A roadmap for real and lasting transformation in the PNP”

PNP SCORECARD
TARGET
PERSPECTIVE

PNP OBJECTIVE MEASURE STRATEGIC INITIATIVES

PNP OBJECTIVE MEASURE OWNER STRATEGIC INITIATIVES
2010
2011 2013 2016
(Baseline)
COMMUNITY

A safer place to live, work and

A 1 Global Peace Index (GPI) CPSM TBD
do business

Improve community safety

2 National Safety Index 60.90% 62.90% 64.90% 66.90% Barangay Peacekeeping Operations
awareness through community- DPCR/ DO, (BPOs)
B
PROCESS EXCELLENCE

oriented and human rights- DI & DIDM

based policing 3 Respect Index 72.60% 74.60% 76.60% 78.60%
Police Integrated Patrol System (PIPS)
DO/ DIDM,
4 National Index Crime Rate 16.53 15.7 14.92 14.17
DI, DPCR Crime Analysis Program
Improve crime solution DIDM/ DO,
C 5 Crime Clearance Efficiency 33.33% 35% 39% 45% Improvement of Case Management
efficiency DI & DPCR
DIDM/ DO,
6 Crime Solution Efficiency 20.79% 22.00% 24.00% 28.49% Model Police Station (MPS)
DI & DPCR
a. Top 20% of Eligibilities /
Percentage of
Board exams Improvement of Human Resource
7 recruits belonging DPRM NEW
VISION:..." HIGHLY b. GWA (TOR = 85%EFFECTIVE
CAPABLE, Systems (Recruitment to Retirement)
GROWTH

and
to:
AND CREDIBLEabove) POLICE SERVICE"
Develop competent, motivated
 “Commit to the Lord
whatever you do and your
VISION
planbewill
Imploring the aid of the Almighty, by 2030, We shall succeed.”
a highly capable, effective and credible
Proverbs
police service working in partnership with a responsive community towards16:3
the attainment of a
safer place to live, work, and do business.
“Highly Capable, Effective and Credible Police Service “

MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by A safer place to live, work and do
RA 9708 business

MISSION
Enforce the law, prevent and
control crimes, maintain Improve community safety
Improve Improve
peace and order, and ensure awareness through community-
public safety and internal
crime
STRATEGY “ANCHORS”
prevention
crime
solution
oriented and human rights-based
security with the active policing
support of the community.
A“When
‘Value”values
is what are sufficient,
PHILOSOPHY you want out of life VISIONDevelop a responsive and
laws are unnecessary; when
Develop Competent , Motivated,

Service, Honor and Justice

which what
are insufficient, MISSION
Values-oriented and Disciplined
valuesguides Police Personnellaws
Highly Professional Police
Organization
you
are do.
unenforceable.”PHILOSOPHY
CORE VALUES Emile Durkheim
Maka Diyos CORE VALUES
French Social Scientist
Makabayan Optimize use of financial and logistical resources
Makatao
Makakalikasan
 OPERATIONALIZING STRATEGY
Community
In what way is the
community best served
by the PNP?

Learning & Growth Process Excellence

How can the PNP What operational
develop a highly Vision & processes must the PNP
capable, effective and Strategy excel at and best
credible organization? practices must it adopt?

Resource Management

How do the PNP effectively

and efficiently manage its
financial and logistical
resources?
 Why measures matter

If you can’t measure it,

you can’t manage it.
If you can’t manage it,
you can’t improve it.
-- Kaplan & Norton, BSC Creators (and many others)

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND
Cascading the PNP Strategy © 2010 Institute for Solidarity in AsiaCREDIBLE POLICE SERVICE"
 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 “

MANDATE
Republic Act 6975 as
amended by RA 8551 and
further amended by A safer place to live, work and do
RA 9708 business

MISSION
Enforce the law, prevent and
control crimes, maintain Improve community safety
Improve Improve
peace and order, and ensure awareness through community-
crime crime
public safety and internal oriented and human rights-based
prevention solution
security with the active policing
support of the community.

PHILOSOPHY Develop Competent, Motivated, Develop a responsive and

Values-oriented and Disciplined Highly Professional Police
Service, Honor and Justice Police Personnel Organization

CORE VALUES
Maka Diyos
Makabayan Optimize use of financial and logistical resources
Makatao
Makakalikasan
SOCIAL IMPACT
Objective 1

Objective 2 Objective 3

PROCESS

OBJECTIVE MEASURE TARGET INITIATIVE

ORGANIZATION

Objective 5

FINANCE
Objective 6
 RESOURCE MANAGEMENT
How should we manage and allocate our resources for maximum
impact?
Strategic Shift
from to
Inefficient use of financial and
logistical resources
Budget-driven strategies
Traditional Program, Projects
and Activities identification
NHQ-based planning -
Annual Procurement Plan
(APP)
Lax implementation of the
Procurement law
Objectives
Efficient use of financial and
logistical resources
Strategy-driven budget
Bottom-up /activity-based
budgeting
Optimize use of financial
End-user based strategic and logistical resources
planning (Project
Procurement Management
Plan)
Strict implementation of the
Procurement law
 LEARNING & GROWTH
How do we equip our unit with the needed competencies, values &
technologies to support our process improvement?
Strategic Shift
Objectives
from to
Human Lack of required Competent personnel Develop competent,
Capital competencies for the and improved benefits motivated, values-
position oriented and
Resistance to change Adaptive to change disciplined PNP
Personnel
Non-competency based Competency based
assignment of assignment of
personnel personnel
Organization Rigid and bureaucratic Develop a responsive
Flexible and responsive and highly professional
Capital (LCAT) organizational
organizational structure police organization
structure
Information Limited ICT capability 100% ICT-compliant
Capital of some police stations police stations
 PNP VALUE CHAIN
Monitoring
Policy Administrative Operations Regulatory
&
Development Services Services Functions
Evaluation
• CMCs / LOI’s • Human Resource • Law Enforcement • Licensing Services • Strategy Refresh
Development (Recruitment,  Revised Penal Code  Firearms and
• Memo Circulars Training, Placement,  Special Laws Explosives • Program Review and
Promotion, Retirement)  Permit to carry Analysis
• Letter Directives • Investigation and Detective firearms outside
• Research and Development Management of residence • Strategy Review
• Implementation  Forensic Services (PTCFOR)
• Integrity Development
Plans  Values and Spiritual Formation
 Legal Offensives/ Actions  Security Guards • Operations Review
 Integrity Development Review  Security Agencies
• Doctrines (Corruption Resistance Review • Community Affairs/ • Performance Governance
&Corruption Vulnerability Services • Issuance of Reporting/ Certification
Assessment)
• Manuals Clearances Process
• Public Safety Services  Motor vehicle
• Logistics and Financial  Road Safety & Security
• Organizational Management clearance • Performance Evaluation
Development  VIP and Special Events  DI/ Police  Individual
Security
• Facilities Security and Clearance  Unit
 Maritime Security
Maintenance  Aviation Security
• Stakeholders’ Feedback
• Legal Services • Intelligence Services  Community
Engagement Survey
• ICT Management  Personnel Satisfaction
• Support Roles
 Disaster Management Survey
• Health Services
 Anti-illegal drugs..
 Special Laws
• Liaising Services  Election Law Enforcement.
 Internal Security Operations
 International Deployments
PROCESS EXCELLENCE
How do we improve our core processes to
attain our strategic outcomes?
Monitoring
Value Chain
Policy Administrative Operations Regulatory
&
Development Services Services Functions
Evaluation

Strategic Shifts
From To
High crime volume
Reactive policing
Low crime solution efficiency
Traditional
“Testimony-Based and few
forensic-based method”
Limited community
participation in crime
prevention activities
Reduced crime volume
Proactive policing
Increase crime solution
efficiency
Scientific investigation
Increased community
participation in crime
prevention activities
Objectives
Improve Crime Prevention
Improve Crime Solution
Improve community safety
awareness through
community-oriented and
human rights-based policing
STRATEGIC & TRANSFORMATIVE SHIFT
 Why measures matter

‘What get’s measured…

get’s done!!!!
-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND
Cascading the PNP Strategy © 2010 Institute for Solidarity in AsiaCREDIBLE POLICE SERVICE"
 PNP SCORECARD
MEASURE TARGET
COMMUNITY PERSPECTIVE

STRATEGIC INITIATIVES
2014 2015 2016
PNP OBJECTIVE OWNER (Program, Project and
(Performance Indicator) 2010 2011 2012 2013
Activities)
Target Actual Target Target

A safer place to
Global Peace Index 130/ 136/ 133/ 129/ 115 / 105/
A live, work and 1 CPSM
(GPI) 149 153 158 162 162 162
do business

1. Barangay
Peacekeeping
+65 Operations (BPOs)
Net
Satisfa +44% 2. Partnership with
Improve ction Rating community and
community Rating quick other stakeholders
safety response
awareness 60.9% +48 to calls 3. Implementation
National Safety
B through 2 ACRE 63% Trust for help 65% 66% 67% of 'CommPlan'
PROCESS EXCELLENCE

Index
community- survey Rating
oriented and (SWS 4. Integrate
human rights- (4th survey "Subukan nyo po
based policing Qtr results in Kami" SMS Center
SWS CY 2013) with TXT 2920
DPCR
Survey
DO
) 5. LOI "SAKLOLO"
DI
Disaster
DIDM
Preparedness
Crime Statistics
a. Annual National 16.53 13.56 11.23 39.06
6. Police
Index Crime Rate 35.26 33.5
3 Integrated Patrol
37.12
System (PIPS)
b. Average Monthly
Improve crime Index Crime Rate 17.86 13.32 11.23 26.11 57.98
C
prevention
Number of MCs,
LOIs, SOPs, 7. Conduct
Manuals and inventory and
4
Issuances a. 3 review of all
a. 0 a. 1 a. 12 a. 3 a. 3
a. Amended b. existing Issuances
b. 14 b. 14 b. 1 b. 12 b. 12
b. Developed 12
Target Setting

Stretch
but achievable
PERSPECTIV PNP SCORECARD
MEASURE TARGET STRATEGIC
2014 2015 2016 INITIATIVES
PNP OBJECTIVE OWNER
E

(Performance Indicator) 2010 2011 2012 2013 (Program, Project and

Target Actual Target Target
Activities)
8. Case
Investigation
Management
Program
PROCESS EXCELLENCE

Crime Clearance
5 33.33% 42% 50.95% 39.42% 42.42% 50.63% 45.42% 50.42%
Efficiency
9. Case Monitoring
Program
DIDM
10.Coordination
Improve DO with the other
D crime
DPCR pillars of CJS and
solution
DI LEAs

11. LOI "Manhunt

Crime Solution Charlie"
6 20.79% 28.87% 36.67% 27.71% 30.71% 36.65% 30.71% 33.71%
Efficiency
12.
Implementation of
newly promulgated
investigation
policies
 Why are initiatives important

We manage the strategy

by managing our
‘initiatives’.
-- Kaplan & Norton, BSC Creators (and many others)

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND
Cascading the PNP Strategy © 2010 Institute for Solidarity in AsiaCREDIBLE POLICE SERVICE"
desired performance level
Target
How to
close the
Strategic Initiatives performance
gap?

Baseline
current reality
 PNP SCORECARD
MEASURE TARGET STRATEGIC INITIATIVES
PERSPE
CTIVE
PNP OBJECTIVE OWNER 2014 2015 2016 (Program, Project and
(Performance Indicator) 2011 2012 2013
Target Actual Target Target Activities)

a. Top 20%
Percentage of Eligibilities 1.6% 33.4% 39.2% 13. Enhanced and
of recruits /Board exams Standardized
7 DPRM 40% 42% 45%
belonging 207/ a. 195 a. 141 Recruitment and
to: b. GWA (TOR = 13066 b. 2994 b. 2943 Selection System
85% and
above)

14.Enhancement and
standardization of 3rd
Level Placement
Programs
LEARNING & GROWTH

Percentage of filled up TO 89%

81.95% • Splitting of RSD into
positions with competent DPRM
8 (Current 80% 93% 98% 98% 99% 2 divisions namely:
personnel for 3rd level DHRDD Process) (309 /
1. RSD
PCOs (PSSUPT TO PDG) 349)
2. SOPPD
Develop • Establishment of
competent, Assessment Center
motivated, • Online application for
values- Key Posts
E oriented
15. Enhancement and
and
Standardization of 2nd
disciplined
Level Placement
PNP
Programs and
Personnel
Initiatives

• Inventory of qualified
personnel based on
established T.O.
Percentage of personnel 89.93% positions
(PSUPT
designated to 2nd Level DPRM
9 Only / 91.6% 90.54% 95% 91.72% 97% 98%
positions according to rank DHRDD Current • Submission of
substantiated by IPER Process fortnightly reports for
2nd level personnel

• Submission of rank
profile report and
monitoring of
compliance of
directives.

• Revision of IPER
 PNP SCORECARD
MEASURE TARGET STRATEGIC INITIATIVES
PERSPE
CTIVE OWNE
PNP OBJECTIVE 2014 2015 2016 (Program, Project and
(Performance Indicator) R 2011 2012 2013
Target Actual Target Target Activities)
25. Organizational audit,
Percentage of PNP review and update of PNP
LEARNING & GROWTH

Offices/Units: Offices / Units:

48% 50% 100%
175% 33.33% 66.66% • Review of offices/units
16 • Restructured DPL (31 (32
(40 units)
Ongoing
(80 units)
(120
Develop a • Activated units) Units)
(112 units)
units) mandates
responsive • Deactivated
and highly • Realignment and
• Reviewed streamlining of
F profession
al police offices/units
organizatio 26. Creation of PNP IDC
n and activation of PNP
Percentage compliance Integrity Development
17
on IDR Requirements
IAS 91% 95% 80% 100% 100% 100% 100% Unit attached to IAS.

27. Monitoring and

evaluation

Percentage of
28. Reform of Budget
programmed activities
System
funded & implemented DC /
18 90% 68% 94.37% 100% 29% 100% 100%
based on the Annual DPL
29. Application of
Operations Plans and
'Bottom-up' budgeting
Budget
RESOURCE MANAGEMENT

Logistics Capability
Index 31% 45% 48.44% 65% 76% 98%
Optimize Percentage fill-up of:
use of
a. Mobility 24% 29% 24% 50% 35 60% 90%
financial 30. Capability
G
and Land Assets 26% 26% 26.3% 50% 26.3% 52% 55% Enhancement Program
logistical (CEP)/Modernization
resources Water Assets 9% 9% 9% 12% 9% 20% 25%
19 DL
100.001 100.004
b. Firearms 82% 102% 99% 95% 100% 31. Resource generation
% %
and mobilization from
c. Communications 25% 25% 25% 25% 25% 70% 100% LGUs and Stakeholders
d. Investigative
17% 17% 17% 17% 17% 80% 100%
Equipment

e. Infrastructure
557 631 659 702 659 752 802
(Police Stations)
 Governance is CASCADED down
to the last unit and individual.

CPNP

D-STAFF

PRO

PPO/CPO
CPS/MPS
Cascaded the
PNP P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding of the Rule-Of-Law

TO SEVENTEEN (17) POLICE REGIONAL OFFICES and All Provincial and City Police Offices
 Technical Working Group
LALIM Office of Strategy Management
National Advisory Group
directorates
Cascade strategy to additional
organizational
regional offices levels
NSUs

provincial/city police
offices/stations

policeman
budgeting

planning

performance appraisal
Integrate strategy into key
management processes
rewards & incentives
LAWAK
 Ensuring Alignment

Cascading ensures alignment

of PNP units and personnel
with the organizational
strategy and resources

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"
Strategy Refresh
 STRATEGY REFRESH
• Strategy / Operations Review (Scorecards) I
N
o Process Shift T
o Strategic Objective IMPACT E
R
IDENTIFICATION V
o Measures OF ‘GAPS’ E
o Targets N
o Activities / Initiatives ACCOMPLISHMENTS T
o Funding I
O
N
s
 Vision
what we aspire
to become, achieve,
create
 REVISITING THE PNP VISION

CURRENT
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.

PROPOSED
Imploring the aid of the Almighty, by 2030, We shall be a highly capable,
effective, credible, and community and service-oriented police service working
in partnership with a responsive community towards the attainment of a safer
place to live, work and do business.
CUSTOMER ANALYSIS
(INTERNAL & EXTERNAL / PRIMARY & SECONDARY)
• What do they expect from us (demands/ needs / wants)?
- Deliverables (products or services)

• How can we serve/satisfy them better?

‘Satisfying’ Customers ‘Delighting’ Customers

- Quality (‘doing ordinary work extraordinarily’)
- Quantity
- Delivery Time /JIT

• How can we develop mutual trust & build-up confidence?

2.

VISION:..." HIGHLY CAPABLE, EFFECTIVE

AND CREDIBLE POLICE SERVICE"
 INTERNAL ENVIRONMENT SCANNING
(McKinsey 7s Model)
Hard Elements

Soft Elements
 EXTERNAL ENVIRONMENT SCANNING
(PESTEL) MATRIX
Implication/s (+) or (-)
EXTERNAL ENVIRONMENT Intervention/s
Crime Crime
Prevention Solution

POLITICAL
ECONOMY
SOCIO-CULTURAL
TECHNOLOGICAL
ENVIRONMENTAL/ECOLOGICAL
LEGAL
 GAP ANALYSIS

How do I get there?

Current State GAP / s Desired State

(Problem, Constraints,
(Where we are?) Limitations) (Where we want to go?)

STRATEGY 1
Initiatives (PPAs)/
Resources/Timeline/OPR Strategy Development Considerations:
1. Policies
2. Capacity Building
STRATEGY 2 3. Resource Generation and
Initiatives (PPAs)/ Mobilization
Resources/Timeline/OPR 4. Coordinative linkages /
Stakeholders support
Closing the Gap
5. Sustainability
‘BaseCamp’ Planning
DETERMINATION OF BASECAMPS

15 - YEAR BHAG
BASECAMP 2030

13 - YEAR BHAG
BASECAMP 2028

7- YEAR BHAG
BASECAMP 2022

1 - YEAR BHAG
BASECAMP 2016

INITIAL BREAKTHROUGHS
2015

BASELINE 2010
 • Illegal- gambling
• Violent extremism /Terrorism
“There are many amongst us who advance the assessment that the
• Internal
problems that bedevil Security
our country Operations
today which need to be(CNN / SPTGs)
addressed with
urgency, are corruption, both in the high and low echelons of government,
criminality in the streets, and the rampant sale of illegal drugs in all
strata of Philippine society and the breakdown of law and order.…”
“While we are waging a renewed
and stronger war against
criminality, illegal drugs and
corruption, we shall continue to
firmly implement our
Transformation Program.”
(Flag Raising, July 4, 2016)

RONALD M. DELA ROSA

Police Director General
Chief, Philippine National Police
“With the guidelines of the PNP PATROL PLAN
2030, I am confident that it will just be a matter
of time and surely we will be transformed into
an elite and respected PNP force - A condition
where the mere thought or presence our PNP will
send shivers to Criminals and make them tremble
in fear, but at the same time, a state where our
PNP organization is genuinely loved and
respected by the people whom we serve.”

USEC EDUARDO M ANO

OIC, DILG
(Remarks during the 27th PNP Founding Anniversary,
29 January, 2018)
 HISTORY OF PNP TRANSFORMATION PROGRAMS
2016 – PNP P.A.T.R.O.L Plan 2030
PDG RONALD M. DELA ROSA (PROJECT “DOUBLE BARREL” and PROJECT
“TOKHANG”)
2015 – PNP P.A.T.R.O.L Plan 2030
PNP P.A.T.R.O.L PDG RICARDO C MARQUEZ (“BACK-TO-BASICS- B2B”)
Plan 2030 2013 – PNP P.A.T.R.O.L Plan 2030
PDG ALAN PURISIMA (“CODE:P)
2012 – PNP P.A.T.R.O.L Plan 2030
PDG NICANOR BARTOLOME (“10 Point Action Plan”)
2011 – PNP P.A.T.R.O.L Plan 2030
PDG RAUL BACALZO (“8 Foundation Initiatives”)
2009 – PNP P.A.T.R.O.L Plan 2030
ITP PDG JESUS AME VERSOZA (“Lead PNP”)
2005 – 2008 Integrated Transformation Program
PDG AVELINO I RAZON JR (“Mamang Pulis”)
CARE PDG OSCAR CALDERON
PDG ARTURO C LOMIBAO
2004 – “CARE” Program
PDG EDGAR B AGLIPAY
O.N.E PNP
2002 – “O.N.E PNP”: Winning the Streets, Keeping Our Families Safe
PDG HERMOGENES E EBDANE
K.A.I.S.A 2001 – “K.A.I.S.A” Program
PDG LEANDRO MENDOZA
1999 – Instilling Discipline and institution of “No Take Policy”
“DREAM” PDG PANFILO M LACSON

1998 – “DREAM” Strategy

PDG ROBERTO LASTIMOSO
POLICE 2000
1996 – National Strategic Action Plan (POLICE 2000)
PDG RICAREDO A SARMIENTO
 A Long Term Vision for the Philippines

NEDA Envisioned for:

• A long-term vision for the Philippines

• A basis for unity among Filipinos

• An anchor for development planning across administrations

• A guide for engaging with International Development

Partners
 Long Term Vision Process
1. People’s sentiment and vision
• FGDs with marginalized groups (C. David)
• National Survey (n=10,000; PSRC)

2. Technical studies
• Thematic study team organized (led by Dr. R. Clarete); key
messages of the thematic papers are currently being refined
• T21 model

3. Communication and advocacy

• Online social media engagement (campaign concept by Dentsu)
Primary Questions
1. What do Filipinos want to achieve for themselves by 2040?

2. What do Filipinos want the country to be by 2040?

70
 A Long Term Vision for the Philippines

Vision for Self:

In 2040, all Filipinos will enjoy a stable and comfortable
lifestyle, secure in the knowledge that they have enough for their
daily needs and their wants, that they can plan and prepare for
their own and their children’s futures. Families are able to live
together in a place of their own, yet have the freedom to go where
they desire, protected and enabled by an effective government
that cares equally for all citizens.
An overwhelming majority of Filipinos aspire for a
simple and comfortable life...

3.9 % Life of the

Rich

16.9% Affluent Life

79.2% Simple and Comfortable

Life
A simple and comfortable life means….
 A Long Term Vision for the Philippines

Vision for Country:

The Philippines shall be a country where all citizens enjoy
equal opportunities, equitable prosperity, enabled by a fair and
just society that is governed with order and unity. A nation where
families live together, thriving in vibrant, culturally diverse, and
resilient communities.
Major Goals for the country by 2040

• Will be predominantly middle-class society

• Poverty and hunger will have been eradicated
• Sufficient good quality local jobs available
 Governance

Eliminating corruption is most important to achieving a better future

Governance
Governance
Justice, Peace and Security
Justice, Peace and Security
Justice, Peace and Security
 EXECUTIVE ORDER NO. 05
“APPROVING AND ADOPTING THE TWENTY-FIVE-
YEAR LONG TERM VISION ENTITLED AMBISYON NATIN
2040 AS GUIDE FOR DEVELOPMENT PLANNING”
 President Rodrigo Roa Duterte
approved the PDP presented
by the NEDA Board on
February 20, 2017

• The PDP 2017-2022 is the first

medium-term plan to be
anchored on a national long-
term vision, or AmBisyon Natin
2040

• The PDP also takes off from the

Administration’s 0-10 point
Socioeconomic Agenda and is
informed by inputs from the
cross-section of stakeholders and
the general public.

83
84
 Basic elements of National Interest
• Enduring Peace
• Sustainable Development

• Preservation of Human Values

 COMMUNITY
Social & Economic Impact
Peaceful, Safe, Self-Reliant & Progressive Communities

PROCESS EXCELLENCE
Improved Crime Prevention Improved Crime Solution

Crime Prevention & Investigation Services

Suppression Services
•Operations • Investigation
•Intelligence • Intelligence
•Community Relations • Community Relations

LEARNING & GROWTH

(Human Resource & Organizational Development)

RESOURCE MANAGEMENT
(Financial & Logistical Resources)
 VISION 2030 & BASE CAMPS
15 - YEAR VISION “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.”
2030
13 - YEAR BHAG “highly capable, effective and credible police service”
PNP: Highly skilled, modernized and well-respected
BASECAMP 2028 (Magaling, Modernisado at Ginagalang)

7 - YEAR BHAG “more capable, effective and credible police service”

PNP: Disciplined, motivated, reliable and capable in maintaining peace and order ,
addressing corruption, illegal drugs and criminality

BASECAMP 2022 (Disiplinado, Inspirado, Maaasahan at may kakayahang itaguyod ang kaayusan
at labanan ang kurapsyon, bawal na gamot at kriminalidad)

1 - YEAR BHAG “capable, effective and credible police service”

PNP: Courageous, Honorable and Trusted
BASECAMP 2016 (Kapulisan na talaga namang masasabing tunay na may tapang, tunay na may
dangal, tinitingala ng buong sambayanan)
 VISION 2030 BREAKTHROUGHS
15 - YEAR VISION “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.”
2030
13 - YEAR BHAG “highly capable, effective and credible police service”
• (__ %) Logistics fill-up
• (__ %) Competency Index
• (__ %) ICT Compliant Police Stations
BASECAMP 2028 •
•
(__ %) Crime Solution Efficiency
(__ %) Crime Volume Reduction Rate
• (__ %) Satisfaction, Respect & Trust Indices

7 - YEAR BHAG “more capable, effective and credible police service”

• (__ %) Logistics fill-up
• (__ %) Competency Index
• (__ %) ICT Compliant Police Stations
• (__ %) Crime Solution Efficiency
• (__ %) Crime Volume Reduction Rate
BASECAMP 2022 • (__ %) Satisfaction, Respect & Trust Indices

1 - YEAR BHAG “capable, effective and credible police service”

• (__ %) Logistics fill-up
• (__ %) Competency Index
BASECAMP 2016 •
•
(__ %) ICT Compliant Police Stations
(__ %) Crime Solution Efficiency
• (__ %) Crime Volume Reduction Rate
• (__ %) Satisfaction, Respect & Trust Indices
Operational Definitions:
Vision
Capable
(Learning & Growth and
Resource Management Perspectives)
Effective
(Process Excellence Perspective)
Retained
Having the capability, fitness or quality
necessary to do or achieve a specified thing
(policing service)
• __: 500 police to population ratio
• __% trained
• __% fill-up of equipment
• __ of police stations per population density
Successful in producing a desired or intended
result (safer place to live, work & do
business)
• __ AMCR
• __% Crime Solution Efficiency
• __% Crime Clearance Efficiency
Operational Definitions:
Vision
Credible
(Community Perspective)
Vision
Community Service Oriented
Police System
(Process Excellence & Resource
Management Perspectives)
Retained
Believable, convincing, can persuade people
that something will happen or be successful
• __Satisfaction Rating
• __Net trust rating
• __ Respect Index
• __ of partnership agreements with
stakeholders
New Insertion
“Promotion of peace and order and public
safety in support to LGUs in the effective
delivery of basic services to the citizenry”
• __Collaboration, coordination & cooperation
among LCEs, PNP & Community
• __Sharing of resources
 ENVIRONMENTAL SCAN:
“Basis for Planning and Determining What The
Philippine National Police would be by 2030
ENVIRONMENTAL SCAN
PHILIPPINE ECONOMIC OUTLOOK BY 2030:
• NEDA: 6-7% annual growth from 2016 to 2030.
• Asia-Pacific Chief Economist: Philippine GDP to quadruple to USD 1.2 trillion
in GDP by 2030.

PRESS RELEASE July 1, 2017

Philippines Remains on Strong Growth Path in 2017-2018
MANILA, July 1, 2017 – The World Bank projects continued robust growth for the Philippines and expects the
country’s economy to expand at 6.8 percent in 2017.
The World Bank has updated the economic outlook for the Philippines for 2017-2018 as part of its quarterly
forecast exercise. The new and slightly revised 2017 projection considers recent economic trends and compares
with the 6.9 percent forecast released in the April edition of the World Bank Philippine Economic Update. The
forecast for 2018 remains unchanged at 6.9 percent.
ENVIRONMENTAL SCAN
PHILIPPINE ECONOMIC OUTLOOK BY 2030:
• Will become one of the largest markets of the future in SEA.
• Middle class to rapidly expand.
ENVIRONMENTAL SCAN
POPULATION GROWTH
• Rapid urbanization (with 56.3% of the population in urban areas)
• Population to reach 126.9M
• 65.14M will be in urban areas
ENVIRONMENTAL SCAN
CLIMATE CHANGE
• The Philippines will be very vulnerable to natural disasters, due to global
warming.
• Increase the severity and frequency of typhoons.
ENVIRONMENTAL SCAN
CLIMATE CHANGE
• The Philippines will be very vulnerable to the effects of ‘El Nino’
• Increase the severity of drought
ENVIRONMENTAL SCAN
INFORMATION & COMMUNICATIONS TECHNOLOGY
• Proliferation of cyber-crimes
• Expansion of global terrorism, financial & trans-national crimes

Bangladesh envoy: We want our

money back
By Rex Remitio, Metro Manila (CNN Philippines) —
The Bangladesh government wants clearer answers
from Rizal Commercial Banking Corp. (RCBC)
officials allegedly involved in an $81-million dollar
laundering scandal.

"Definitely it's affecting everyone [i.e.] the banking

system, [and] the financial system," Gomes said.
They are still studying the possibility of suing the
U.S. Federal Reserve Bank of New York.
For the meantime, Gomes said that the Bangladesh
government will implement stringent measures to
ensure that the incident won't happen again.
Way Forward
 1. Ensure Sustainability
a. Cascade and Align from the top to create a Strategic Management System.

Matt H. Evans, matt@exinfm.com

 1. Ensure Sustainability
b. Conduct periodic review of Scorecard to report actionable components.

Matt H. Evans, matt@exinfm.com

 1. Ensure Sustainability
c. Communicate the strategy – avoid the barriers

Matt H. Evans, matt@exinfm.com

Intensify efforts to promote PNP PATROL Plan
 Maximize utilization of multi-media (TRIMP)

104
Intensify efforts to promote PNP PATROL Plan
 Coffee-Table Book on PNP Transformation Journey

105
EXECUTION
‘BOTTOM-UP’ EXECUTION
STRATEGY EXECUTION PARTNERS

CPSM

TWG

ADVISORY
COUNCIL
 PARTNERSHIP
for
REAL CHANGE, TRANSFORMATION
& GOOD GOVERNANCE
 PNP ADVISORY COUNCIL MEMBERS
Community/
Units/Offices Academe Business Judiciary LGU Media NAPOLCOM NGA NGO Religious Total
Civil Society

PROs 29 36 21 6 21 16 10 40 6 14 199

P-STAFF 2 1 4 2 1 4 1 7 9 1 32

NSUs 29 34 25 10 17 16 0 30 12 14 187

PPOs 104 102 92 60 147 70 52 76 34 95 832

PPSCs 73 52 89 2 163 52 4 72 56 67 630

CPOs 23 26 21 13 49 17 6 13 8 26 202

CPS 81 74 87 12 153 76 13 69 54 71 690

NCR DISTRICTS 10 12 2 3 8 4 0 4 1 2 46

NCR CPS 15 10 9 11 33 6 0 1 1 9 95

Numbered Police
32 30 26 4 61 17 4 14 11 21 220
Stations

MPSs 1426 1446 1487 126 3168 1078 215 1181 999 1543 12,669

RPSBs 17 20 10 4 27 17 3 15 4 16 133

TOTAL 1,841 1,843 1,873 253 3,848 1,373 308 1,522 1,195 1,879 15,935
 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
its strategic transformation
roadmap.
 They shall serve as an advisory body to the PNP to uphold, monitor, and
actively contribute to the implementation of the PNP P.A.T.R.O.L. Plan 2030

 The Advisory Group / Councils although it does not have any administrative or
operational authority nor responsibility for specific operational decisions within
the Philippine National Police, they take concrete steps such as promoting the
initiatives to their respective sectors and mobilizing them to work with partners
as well as mobilizing the PNP governance agenda.

 The expertise of the Advisory Group / Councils provides the PNP a balanced
mix of different perspectives, new insights & creative ideas that help sustain the
strategy

 The Advisory Group / Councils act as guardians of the strategy, keeping watch
over transparency & accountability controls
 SPECIFIC ROLES & RESPONSIBILITIES
• To advise and assist the PNP in identifying key priorities and
strategic issues in accordance with the PNP 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;
 SPECIFIC 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
 Designation of Regional Advisory Coordinator
NAME POSITION Police Regional Office
1 Hon. Alfonso V. Umali, Jr. Governor, Oriental Mindoro 4B
2 Prof. Jose S. Navarro Director, Harbor Shipping Services 7 / NCRPO
3 BGen Constancia P. De Guzman (Res) Former Commissioner, NAPOLCOM 3
4 Atty. Anicia M. De Lima Consultant, GSIS 4A
5 Hon.Margarita P. Juico Former Chairperson, PCSO NCRPO
6 Hon. Remedios Rikken Former Chairperson, PCW 12
7 PDir Rex Milton Dolino (Ret) Consultant 5 / 11
8 Rev. Carmelo O. Diola Executive Director, DILAAB Foundation 6
9 Mr. Bernard Vincent O. Dy President and CEO, Ayala Land Inc. 2
10 Mr. Prudencio Gesta Consultant, RCBC 7
11 Hon. Hector Villanueva Former Press Secretary/Columnist 13
12 Mr. Angel Redoble President and CEO, Right Factors, Inc. 7 / ARMM
13 Hon. Samuel Pagdilao Former Representative, Party List - ACT-CIS 1
14 Hon. Sherwin T. Gatchalian Senator, Senate of the Philippines 8
15 Mr. Pedro Rufo N. Soliven Regional Governor, PCCI WestMin 9
16 Hon. Ashley Francisco Acedillo Former Representative, Magdalo Partylist PRO COR
17 Hon. Felizardo Serapio Commissioner, NAPOLCOM 3/8
18 Hon. Zenonida Brosas Commissioner, NAPOLCOM ARMM / 10
 NAGPTD SUB-COMMITTEE CLUSTERS
CLUSTER NAGPTD MEMBER/S
Chairperson:
Atty. Anicia M. De Lima
Members:
Human Resource Rev. Carmelo O. Diola
Development Cluster Hon. Remedios Rikken
Hon. Margarita Juico
Prof. Jose S. Navarro
Chaiperson:
Hon. Samuel D. Pagdilao
Members:
Hon. Remedios I. Rikken
QUAD-Staff Cluster Gov. Alfonso V. Umali, Jr.
Commr. Constancia P. De Guzman
Mr. Prudencio Gesta
Mr. Angel Redoble
Prof. Jose Navarro
DIRECTORATE/OFFICE
Directorate for Personnel and Records
Management (DPRM)
Directorate for Human Resource and
Doctrines Development(DHRDD)
Directorate for Intelligence (DI),
Directorate for Operations ( DO),
Directorates for Integrated Police Operations
(DIPO)
Directorate for Investigative and Detective
Management( DIDM)
Directorate for Police- Community Relations
(DPCR)
 NAGPTD SUB-COMMITTEE CLUSTERS
CLUSTER NAGPTD MEMBER/S DIRECTORATE/OFFICE

Chairpeson:
Mr. Prudgie Gesta Directorate for Plans (DPL)

Members: Directorate for Logistics(DL)

Resource Hon. Margarita P. Juico
Management Cluster Hon. Constancia P. De Guzman
Prof. Jose S. Navarro
Mr. Bernard Vincent O. Dy
Atty. Anicia De Lima
Directorate for Comptrollership(DC)
Directorate for Research and
Development (DRD)

Chairperson:
Information and Mr. Angel T. Redoble
Directorate for Information and
Communications
Communication Technology
Technology Cluster Members:
Management (DICTM)
Mr. Bernard Vincent O. Dy
Mr. Pedro Rufo ‘Cholo’ Soliven
Mr. Prudencio Gesta
 NAGPTD SUB-COMMITTEE CLUSTERS
CLUSTER NAGPTD MEMBER/S DIRECTORATE/OFFICE

Chairperson:
Hon. Hector Villanueva
Directorate for Police Community
Members: Relations (DPCR)
Media Cluster Hon. Sherwin T. Gatchalian
Mr. Prudencio J. Gesta Police Community Relations Group
Hon. Margarita Juico (PCRG)
Mr. Rex C Drilon
Gov. Alfonso Umali Public Information Office (PIO)

Chairperson:
Comm. Constancia De Guzman
Directorate for Personnel and
Records Management (DPRM)
Integrity Cluster Members:
PCSUPT Rex Milton A Dolino (Ret)
Internal Affairs Service (IAS)
Rev. Carmelo O. Diola
Atty. Anicia M. De Lima
Major Accomplishments:

• Lobby with Congress for the proposal of bills addressing dysfunctions in the
PNP:

- The approval of sizeable appropriation for the procurement of the required

number of short firearms to reach 100% fill-up.

- Transfer of PNPA, PNTI, NPC and NFSTI from PPSC to PNP.

- PNP Modernization & Reorganization Bills

• Engaged business sector for the replication of Private- Public Partnership

projects similar to Greenhills & Eastwood City (Partnership with 3 major mall
owners in the country - Ayala, SM and Robinsons- to donate 100 Police Stations
nationwide);

• Support and help the Chief, PNP in the previous Revalida Reports paving way for
PNP’s conferment of PGS Compliance Status (March 2012) and PGS Proficiency
Status (September 2012)
 Proposal
Police Precinct, Arca South
 All Level of PROs, NSUs, D-Staff and P-STAFF
Estimated Amount of AC Monetary Contribution
OFFICE / UNIT 2014 2015 2016 2017 TOTAL

PROs 1,375,372,808.86 218,234,907.84 499,883,528.12 519,747,122.54

2,613,238,367.36
NSUs 3,747,375.00 3,742,741.67 8,742,403.18 10,885,423.00
27,117,942.85
D-Staff/ P-Staff 1,437,360.00 3,229,300.00 2,861,500.00 1,432,500.00
8,960,660.00
sub-Total 2,662,424,170.21
 Strategic Planning
THE DESTINATION SET IN THE ‘ROADMAP’
Where do we want
to go?
Where are we now? How do we get there?

Highly Capable,
Baseline Effective, and
Data PNP PATROL PLAN 2030 Credible police
2017 service by 2030

How do we know
We’re getting there?

Feedback and Monitoring

Primary Objective of the Strat Plan Session

To achieve desired outcomes,

we align everyone.

Cascading the DOH Strategy © 2010 Institute for Solidarity in Asia

3rd National Advisory Council Summit
Theme:
“Strengthening Linkages, Enhancing Partnership”

Waterfront Cebu City Hotel and Casino

Salinas Drive, Lahug, Cebu City
December 3-6, 2017
 3. Pursue PGS Institutionalization
PDG NICANOR BARTOLOME
September 26, 2012

PDG NICANOR BARTOLOME Institutionalization

October 14, 2011
1. Presence of mechanisms
PDG JESUS A VERSOZA and tools for data tracking
September 24, 2009 Proficiency and reporting of strategic
performance
1. Analysis and 2. Conduct of impact
examination of evaluation:
Compliance strategy execution • Leadership and
2. Fully functional Governance
1. Formalization of the RPSMU / SMT • Cascade down to the
Advisory Council/MSGC 3. Regular monitoring Individual
Initiation 2.Cascading of vision & strategy and review of • Improved Core Processes
down to individual level strategies
1. Formation of Technical • Performance Evaluation
Working Group 3.Aligning budget and System
2. Establishment of human resources to • Transformed
RPSMU /SMT the vision and Organizational Culture
3. Formation of strategies
• Breakthrough Results
Regional Advisory 4. Updating of Scorecards
Councill /MSGC 5. Implementation of
4. Formulation of CommPlan
Governance 6. Collation of ‘Best Practices’
Scorecard
Performance Governance System Stages
 3. Pursue PGS Institutionalization
 Proceed with Proficiency Certification of all PNP Units

 Identify Breakthroughs

128
Intensify efforts to promote PNP PATROL Plan
 Maximize utilization of multi-media (TRIMP)

131
Intensify efforts to promote PNP PATROL Plan
 Coffee-Table Book on PNP Transformation Journey

132
 4. Nurture transformation gains
 Strengthen partnership (Advisory Councils, TWGs,
PSMUs & Community)

133
 4. Nurture transformation gains
• Create more Transformation Champions through the
conduct of Bootcamps, Summits

134
“When we started few believed….
… that we have a chance to change/transform…”

135
 Tipping Point
constantly
against
virtually
everything

Early
Adopters
14%

Malcolm Gladwell, The Tipping Point

 “but because we are determined…because we stand on
what we believe in…because we are ready and willing to
sacrifice personal interests… WE ARE MAKING THE

IMPOSSIBLE…. POSSIBLE”

137
 Theme:
“PNP P.A.T.R.O.L.ERS: Key to PNP Transformation and Good
Governance”

“Little Things That Can Change Your Life

... And Maybe the World”

About the Author

Admiral William H. McRaven (U.S. Navy Retired) served
with great distinction in the Navy. In his thirty-seven years
as a Navy SEAL, he commanded at every level. As a Four-Star
Admiral, his final assignment was as Commander of all U.S.
Special Operations Forces. He is now Chancellor of the
University of Texas System.
180,000 PNP P.A.T.R.O.L.ers & TRANSFORMATION CHAMPIONS
 • COOPERATION
GOOD GOVERNANCE
IS ALL ABOUT • CONSULTATION
• COLLABORATION
 “We all do
better when
we work
together.”
-Bill Clinton
 TEAM
PNP
TRANSFORMATION…
Our Shared Commitment!!!

PGS INSTITUTIONALIZATION: “Be a part of the realization of lasting

transformation in the PNP… GO FOR GOLD!!!”

END OF PRESENTATION