Key Roles and Responsibilities in the Implementation of

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 ü 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 ü Primarily responsible in Cascading the PNP Charter Statement and Scorecard to 17 PROs ü Responsible for the effective and efficient implementation of the Communications Plan on the PNP P. A. T. R. O. L. PLAN 2030 ü Takes the lead in Strategy Refresh and Strategy Review of the C, PNP Scorecard ü Primarily responsible in the preparation of the Chief, PNP’s Performance Reporting and Public Governance Revalida

Roles and Responsibilities of the TWG ü 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 ü 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 ü 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 S FO TRA RM TE UL GY AT IO N Ma Off ice Str of th ate gy na ge me nt Office of the Strategy Management closes the gap (between strategy e ST EX RATE EC UT GY IO N formulation and strategy execution) Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Performance Governance System Stages Institutionalization Proficiency Compliance Initiation Sep 2009 REVALIDA 1. Formation of Technical Working Group (TWG) 2. Formation of Multi-Sectoral Governance Council (MSGC) 3. Formulation of Strategy Map and Governance Scorecard Oct 2011 REVALIDA 1. Formalization of the MSGC (NAGPTD) 2. Cascading of vision and strategies 3. Aligning budget and human resources to the vision and strategies Sep 2012 REVALIDA 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

ISA Institute for Solidarity in Asia PNP-HQS NSUs PGS Performance Governance System Office of Strategy Management MSGC Multi-Sectoral Governance Council PPOs C/MPS PNP P. A. T. R. O. L. PLAN 2030 Peace and order Agenda for Transformation and upholding of the Rule-Of-Law TWG OSM PROs TWG T e c h n I c a l W o r k i n g G r o u p CPSM Center for Police Strategy Management NAGPTD NSU-PSMU NSU Police Strategy Management Unit NSU-AC National Advisory NSU Group for Advisory Police Council Transformation and Development RPSMU Regional Police Strategy Management Unit RAC Regional Advisory Council PPSMU Provincial Police Strategy Management Unit PAC Provincial Advisory Council SMT Strategy Management Team C/MAC City/Municipal Advisory Council

Office of the Strategy Management (OSM) Center for Police Strategy Management

To whom does OSM report to? 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 -318 Date Approved: August 13, 2012

Mandate: Ø 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”; Ø Integrate all strategy management processes, sustaining strategy execution & management, and instilling a culture of strategic focus; Ø Identify & recommend key priorities and strategic issues to the C, PNP; Ø Assist & advise PNP Units in selecting targets & identifying strategic initiatives;

Mandate: ØFacilitate integration & coordination of programs, projects & activities ØAlign strategies & manage execution; ØCascade the PNP P. A. T. R. O. L. Plan 2030 and Agency Scorecard; ØDevelop a comprehensive Communications Plan & education process; ØEstablish & facilitate the process of identifying, documenting & sharing lessonslearned & best practices; ØOversee the review, evaluation and validation & timely reporting in collaboration with the TWG and NAGPTD; ØEstablish a monitoring and accountability mechanism and; ØPerform other duties as directed by the C, PNP.

Chief, PNP Director Deputy Director Chief of Staff Legal Officer Administrative & Resource Management Division (ARMD) Scorecard Management Division (SMD) Organization Alignment Division (OAD) Regional Police Strategy Management Units (RPSMUs) NSU - Police Strategy Management Units (NSU - PSMUs) Strategy Review Division (SRD)

Chief, PNP Director, CPSM Functional Chart Legal Officer Administrative & Resource Management Division (ARMD) Scorecard Management Division (SMD) Organization Alignment Division (OAD) Regional Police Strategy Management Units (RPSMUs) NSU - Police Strategy Management Units (NSU - PSMUs) Strategy Review Division (SRD)

Regional Director, PROs Functional Chart Chief, Regional Police Strategy Management Unit (RPSMUs) / DRDA Staffing Pattern Deputy Chief, Regional Police Strategy Management Unit (RPSMUs) / RCDS Scorecard Management and Alignment Branch (SMAB) Strategy Review Branch (SRB) Planning and Initiative Management Section (RPIMS) Monitoring and Evaluation Section (MES) Strategy Communication and Alignment (Budget, HR, and IT) Section (SCAS) Change Management and Best Practices Section (CMS)

Director, NSUs Functional Chart Chief, NSU, Police Strategy Management Unit / DD, NSUs Staffing Pattern Deputy Chief, NSU - Police Strategy Management Unit / CDS NSUs Scorecard Management and Alignment Branch (SMAB) Strategy Review Branch (SRB) Planning and Initiative Management Section (RPIMS) Monitoring and Evaluation Section (MES) Strategy Communication and Alignment (Budget, HR, and IT) Section (SCAS) Change Management and Best Practices Section (CMS)

Strategy Review To effectively align to and execute the PNP strategy, the TWG-PNP P. A. T. R. O. L Plan 2030 and CPSM conduct Strategy Reviews on the delivery of police services to its customers. The Strategy Reviews must be conducted quarterly to all Directorates, NSUs, and PROs for the following purposes: a. Test the validity of measures and initiatives if they are contributing to the attainment of the objectives. b. Evaluate the strategy implementation on the following: 1) On schedule (milestones vis-à-vis disbursement of programmed resources); 2) Identify problems, challenges, and constraints encountered during the implementation (What are the causes? ); and 3) Formulate preventive/corrective actions. c. Identify responsibilities and accountabilities.

Operations Review Operational review meetings assess short-term performance and respond to problems that have arisen recently and need immediate attention. The frequency of meetings is influenced by the urgency as determined by the TWG-PNP P. A. T. R. O. L. Plan 2030, CPSM, and the concerned unit. The Operations Reviews must be conducted monthly to all subordinate units (i. e. , PPO, CPS, and MPS for PROs and functional units for NSUs) for the following purposes: a. Test the validity of measures and initiatives if they are contributing to the attainment of the objectives. b. Check the strategy implementation on the following: 1) On schedule (milestones vis-à-vis disbursement of programmed fund/resources); 2) Identify problems, challenges, constraints encountered during the implementation (What are the causes? ); and 3) Formulate preventive/corrective actions. c. Identify responsibilities and accountabilities.

Primary Objective To achieve desired outcomes, we align everyone. Cascading the DOH Strategy © 2010 Institute for Solidarity in Asia

Cascading Process

Initiatives to ensure Alignment - Continuous conduct of follow-up cascading - Conduct of periodic operational reviews strategy and - Focus on PNP mandate - Enhance administrative support and stakeholders’ participation

Communications Plan

ENGAGE LEADERS AT ALL LEVELS TO ENSURE ‘BUY- IN’ OF THE PNP P. A. T. R. O. L. Plan 2030. CONDUCT OF PUBLIC INFORMATION AND ADVOCACY ACTIVITIES Use of the Social Media

Massive advocacy campaigns are carried out through the following: § Follow-up cascading § Incorporate Training Modules in all PNP Courses, Trainings and Seminars

Replication of CPSM and TWG down to City/Municipal Police Stations

Ø Conduct of PGS Certification of all PNP Units/Offices Ø Conduct of PGS Boot Camp for the PNP

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.

Ø 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” Ø The National Advisory Group does not have any administrative or operational authority over nor responsibility for specific operational decisions within the Philippine National Police.

Ø 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

PSMU Relationship with TWG and Advisory Council ü TWG and Head of office/unit are responsible for the development of the Unit’s Charter Statement/Roadmap and Governance Scorecard ü PSMU acts as Secretariat in the formulation of Charter Statement and Scorecard ü PSMU, on its own cannot decide on strategy ü 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 ü PSMU reports to the Head of office/unit on PERFORMANCE ü Head of office/unit and TWG attends Advisory Council’s meetings with PSMU as Secretariat

PSMU Relationship with TWG and Advisory Council ü Advisory Council, provides inputs in the form of recommendation/s subject to approval of the Head of office/unit for implementation ü 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 ü TWG and Head of office/unit take responsibility in the implementation of Initiatives in the Scorecard ü TWG and Head of office/unit are primarily responsible for cascading the unit scorecard down to individual personnel ü PSMU is responsible in collecting the submission of dashboards and individual scorecards

PSMU Relationship with TWG and Advisory Council ü PSMU is responsible in ensuring alignment of dashboards and individual scorecards to the Unit Scorecard ü PSMU ensures management of scorecards and dashboards ü 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 ü TWG and Head of office/unit are primarily responsible in the preparation of Report for Certification Process with the assistance of PSMU ü PSMU collects accomplishments of personnel as inputs to the preparation of Report for Certification Process

PSMU Relationship with TWG and Advisory Council ü Advisory Council members provide assistance and give advise to Head of office/unit for the Certification Process ü Advisory Council members act as Panelists during the Certification Process ü TWG and PSMU are responsible in providing competency training within their unit/office ü TWG and PSMU are responsible in the implementation of Communications Plan (COMPLAN) on PNP P. A. T. R. O. L. PLAN 2030

MUTATIO… Nostrum Partis Commitment TRANSFORMATION… Our Shared Commitment!!! END OF PRESENTATION