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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!!!
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