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, PNPs
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

Office of the Strategy

Management
closes the gap
(between strategy
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
TechnIcal Working Group
CPSM
Center for
Police
Strategy
Management

NAGPTD
National
Advisory
Group for
Police
Transformation
and
Development

NSU-PSMU
NSU
Police
Strategy
Management
Unit

NSU-AC
NSU
Advisory
Council

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

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:
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.

Chief, PNP
Director
Deputy Director
Chief of Staff
Legal Officer
Administrative &
Resource
Management Division
(ARMD)

Scorecard
Management
Division (SMD)

Regional Police
Strategy Management
Units (RPSMUs)

Organization
Alignment Division
(OAD)

NSU - Police Strategy

Management Units
(NSU - PSMUs)

Strategy Review
Division (SRD)

Chief, PNP
Functional
Chart

Director, CPSM
Legal Officer

Administrative &
Resource
Management
Division (ARMD)

Scorecard
Management
Division (SMD)

Regional Police Strategy

Management Units
(RPSMUs)

Organization
Alignment Division
(OAD)

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)

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

- Enhance administrative support

stakeholders participation

and

- Focus on PNP mandate

Communications Plan

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

 Conduct of PGS Certification of

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

The PGS requires that a MultiSectoral 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 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 PNPs 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 PNPs 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
Units 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 Councils 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

MUTATIO Nostrum Partis Commitment

TRANSFORMATION
Our Shared Commitment!!!
END OF PRESENTATION

END OF PRESENTATION