In 2005, the PNP embarked on a 10-year Integrated Transformation Program (ITP) to serve as the organization’s roadmap towards lasting reforms. This was the PNP’s response to the findings and recommendations of three intensive studies that included the following: (a) the PNP Reform Commission Study under Former Justice Secretary Sedfrey Ordonez, (c) the Joint United Nations Development Program and Government of the Philippines (UNDP- GRP), and (c) the Transformation Plan Developed by the PNP. Specifically, the PNP- ITP has three primary objectives: first, to address the organizational and systematic dysfunctions; second, to enhance the law enforcement capabilities of the PNP; and third, to improve the welfare and benefits of PNP Personnel and their dependents. Through the PNP- ITP, nineteen priority projects were developed and implemented resulting to critical milestones and breakthrough results in the transformation efforts.
In 2009, barely halfway in the PNP- ITP’s implementation and despite the gains and accomplishments, the PNP had to shift its management strategy in response to unfolding developments in the socio- political environment. One of which is the government’s effort to comply with the eligibility criteria for the Philippines to receive the anti- poverty financial grant from the Millennium Challenge Corporation (MCC) after being reselected by the latter as Compact Eligible for Fiscal Year 2009. In order to meet the MCC eligibility criteria in the areas of ruling justly, investing in people, and economic freedom; the Philippine government must ensure the institutionalization of the Performance Governance System (PGS).
The Performance Governance System (PGS) is a performance management framework developed by the Institute for Solidarity in Asia (ISA) by locally adapting the Harvard Business School’s Balanced Scorecard technology. In line with that, the PNP was among the six (6) government agencies chosen and mandated by the Office of the President of the Philippines to participate in the MCC program because of the following reasons: one, it has a significant development impact to the country; two, the PNP is deemed ready for productive good governance in view of the gains of its already established ITP; and three, it is a national government agency that has close daily direct contact with ordinary citizens, thus, any breakthrough result from an improved governance system would have a direct positive impact to the welfare of the people in all communities it serves.
With the assistance of ISA and the Development Academy of the Philippines (DAP), the PNP embraced the PGS concept that resulted in the development of the PNP P.A.T.R.O.L. Plan 2030 or the Peace and Order Agenda for Transformation and of the Rule of Law 2030. This transformation agenda was encapsulated in the PNP Charter Statement. Figure 1.1 shows the PNP Charter Statement.
Figure 1.1 PNP Charter Statement
The PNP P.A.T.R.O.L. Plan 2030 requires that the organization must strike a balance by looking at the entire institution as a whole through the following four (4) perspectives: one, the Resource Management which focuses on the optimal utilization of financial and logistical resources; two, the Learning and Growth which covers the human capital, the information systems, and the organizational capital (leadership, culture, attitudes, and traits); three, the Process Excellence’ which pertains to the key internal processes at which the PNP must excel in order to continue adding value for the community; and four, the Community which refers to the people it serves whose approval and satisfaction need to be won, and whose support and trust need to be gained.
Through the PNP P.A.T.R.O.L. Plan 2030, the PNP established a quantifiable tool in measuring accomplishments, plans, programs, and activities embodied in its agency scorecard to ensure continuity and sustainability of change and transformation. Since its introduction in 2010, the agency scorecard has undergone changes to address challenges identified during its adoption and implementation as well as issues that need strategic focus. PNP Command Memorandum Circular 049-2014 issued last December 01, 2015 authorized the conduct of a Strategy Refresh through series of consultation and workshops among internal and external stakeholders. The refresh resulted in the adoption of objectives that reflects major deliverable of the PNP to the community and the inclusion of measures appropriate and reflective of the organization’s strategic focus to challenges. Figure 1.2 shows the proposed PNP Scorecard as a result of the Strategy Refresh.
Figure 1.2 Updated PNP Scorecard
Consequently, measure and initiative profiles were also updated to encapsulate the basic information needed for such adoption. These profiles also serve as institutional reference in the interpretation of intent and purpose considered. Figures 1.3 and 1.4 shows the template of the measure and initiative profiles used, respectively.
Figure 1.3 Measure Profile Template
Figure 1.4 Initiative Profile Template
The PGS has a Governance Pathway divided into four (4) stages, namely: a. Initiation Stage; b. Compliance Stage; c. Proficiency Stage; and d. Institutionalization Stage. The PNP must comply with the specific and concrete steps and actions required in each of these stages. Figure 1.1 shows the PGS Governance Pathway.
Figure 1.5 The PGS Governance Pathway
In order to meet the significant elements in the PGS journey which include among others the formation of Multi-Sectoral Governance Council (MSGC) and the establishment of an Office of Strategy Management (OSM), the PNP organized the National Advisory for Police Group for Transformation and Development (NAGPTD) as its version of the MSGC and the Center for Police Strategy Management (CPSM) as its version of the OSM. The NAGPTD was organized to support the PNP in the successful implementation and monitoring of the PNP P.A.T.R.O.L. Plan 2030. It is composed of high-profile personalities from various government agencies, the business sector, the academe, the media sector, and other stakeholders who are known for their integrity, probity and leadership. The NAGPTD through its members fondly called as “NAGGERS”, provides the PNP with much needed external perspectives and guidance on key issues and concerns pertaining to the PNP, and also acts as channel for networks that could help the PNP find solutions to pressing issues. These solutions may include but not limited to the generation of additional resources and the enhancement public-private-partnership (PPP).
The Center for Police Strategy Management (CPSM), the PNP version of the OSM, was formally established pursuant to NAPOLCOM Resolution No. 2012-318 issued on August 13, 2012. It is mandated to ensure proper management and monitoring of the agency scorecard, conduct of periodic review and evaluation, and make necessary adjustments and amendments to the strategy with the support of the PNP leadership, the NAGPTD, and the Technical Working Group (TWG) for PNP P.A.T.R.O.L. Plan 2030.
After successfully satisfying the requirements, the PNP was conferred PGS “Initiated Status” on September 24, 2009, the “Compliance Status” on October 14, 2011, and the “Proficiency Status” on September 26, 2012. Apart from undergoing the mandatory public revalida for each of these stages, the PNP through the Chief, PNP delivered the Performance Governance Reports during ISA- initiated Performance Governance Forum. It must be noted that in the delivery of its Performance Governance Reports, the PNP had been consistently awarded the coveted Governance Silver Trailblazer Award by the ISA, the Center for International Private Enterprise (CIPE), the National Competitiveness Council, and the Institute for Corporate Directors (ICD). The said award is conferred to units for their “sustained efforts in lifting the standards of good governance and tireless pursuit of excellence and integrity”. During the Performance Governance Forum on April 11, 2014, the PNP once again received the said award after the Performance Governance Report was delivered by PDG ALAN LA MADRID PURISIMA, Chief, PNP making the number of Silver Trailblazer Award received reach a total of four (4)
The PNP is now on its track to attain the fourth and final stage of the PGS Performance Pathway, the Institutionalization Stage. To achieve that, the PNP must undergo the Pre- Audit Assessment, the Full Performance Audit, the Impact Audit, and the Public Revalida. In undergoing the process, the PNP needs to show its compliance to the following elements of institutionalization: one, emerging breakthrough results in its strategic performance; two, integration with existing systems and processes such as communication and budgeting; three, link of rewards, recognition, and incentives to the strategy; four, governance best practices are properly documented and disseminated for replication, and five, the PGS advocacy is shared to other agencies and entities.
Building on the initial gains of the PNP P.A.T.R.O.L. Plan 2030, the PNP is continuously conducting an intensive and comprehensive information campaign to all its internal and external stakeholders through the Communications Plan (COMPLAN) for the PNP P.A.T.R.O.L. Plan 2030. Specifically, it includes engaging leaders at all levels during the cascading process to win their ‘buy-in’. For the external stakeholders, the PNP will launch on intensified public information and advocacy activities to create awareness and promote understanding.
Moreover, the PNP through the TWG, CPSM and NAGPTD will continuously work on the following: organizing and empowering the Regional Advisory Councils (RACs) and the Regional Police Strategy Management Units (RPSMUs); organizing of Regional Advisory Councils (RAC), collating best practices for replication; establishing Assessment Centers as basis for placement and promotion of all PNP personnel; creating the PNP Information Highway for the income generating programs; engaging other stakeholders for the Capability Enhancement Projects (CEP); replicating Public-Private Partnership (PPP) projects; seeking the support of both Houses of Congress and other stakeholders for the transfer of control of PNPA, PNTI and NFSTI from PPSC to PNP; continuously communicating the strategy to all stakeholders; utilizing e-PGS for automated monitoring of the progress of the PNP P.A.T.R.O.L. Plan 2030; ensuring Personnel fill-up of the CPSM; regular conducting quarterly strategy and monthly operational reviews.
Significantly, the PNP P.A.T.R.O.L. Plan 2030 is in line also with National Economic and Development Authority (NEDA) “AmBisyon Natin 2040” as approved by President Rodrigo Roa Duterte through Executive Order No. 05 dated October 11, 2016, entitled “APPROVING AND ADOPTING THE TWENTY-FIVE-YEAR LONG TERM VISION ENTITLED AMBISYON NATIN 2040 AS GUIDE FOR DEVELOPMENT PLANNING.”
President Duterte’s administration laid a solid foundation for inclusive growth, a high-trust society, and a globally-competitive knowledge economy by grounding its development thrusts on Malasakit, Pagbabago, and Patuloy na Pag-unlad.” The NEDA developed the Philippine Development Plan (PDP) 2017-2022, in which, under the three pillars lie four cross-cutting bedrock strategies, which are, (1) attaining just and lasting peace, (2) ensuring security, public order and safety, (3) accelerating strategic infrastructure development, and (4) ensuring ecological integrity and a clean and healthy environment.
The PNP P.A.T.R.O.L. Plan 2030 as a holistic transformation strategy coherent to the PDP 2017-2022, continuous to accelerate the Philippine National Police in the administration’s bedrock strategy of ensuring security, public order and safety in line with its progressive realization of its vision of having “a safer place to live, work, and do business”.