(PMO) 2007 Accomplishment Report

ANNUAL ACCOMPLISHMENT REPORT 2007

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ANNUAL ACCOMPLISHMENT REPORT (CY 2007)


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C O N T E N T S Page

I. PRELUDE……………………………………………………………………….3

II. PNP - ITP PROJECT ACCOMPLISHMENTS

A. ITP Advocacy……………………………………………………….…..3

A.1 PNP Transformation Torch Run

A.2 Lecture Seminars

A.3 PPSC Training Courses

A.4 Mass Media Interviews

B. Strengthening of PMO……………………………………………….….7

C. Personnel and Quartering……………………………………………..10

D. Model Police Station…………………………………………………...11

E. Personnel Electronics and Records Management (PERMS)….…..15

F. Health Care System…………………………………………………....16

G. Legal Assistance………………………………………………………..17

H. Legislative Agenda……………………………………………………..18

I. PNP Pension and Insurance System…………………………………19

J. Improvement of the PNP Manual …………………………………….19

K. PNP Attrition System……….…………………………………………..20

L. Himlayan ng mga Pulis…………………………………………………23

III. FINALE…………………………………………………………………………..24


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I. PRELUDE

The Program Management Office (PMO), driven by the burning zeal and

hope of transforming the PNP Organization into a more capable, effective and credible police service, working under a serious challenge posed by realities in the PNP that limit its capabilities to move, shoot and investigate achieved most of its goals as outlined.

For the year 2007 the PMO prioritized several PNP Integrated

Transformation Program (PNP-ITP) projects with great impact on the morale and welfare of our personnel as well as on the services of the PNP to the community. II. PNP-ITP ACCOMPLISHED PROJECTS A. ITP Advocacy

One of the major projects under the PNP ITP is the Advocacy Program

under Key Result Area: Public Information and Advocacy, which aims to provide mechanisms for winning the Transformation Program through public understanding and support and to provide effective mechanisms for public and stakeholder information, information and feedback on the reform process.

With the inauguration of the PNP Program Management Office (PNP-PMO) on September 28, 2005 pursuant to PNP General Order # 05-12, then PMO Executive Director, PDDG AVELINO I RAZON, JR and other senior advisers embarked on an advocacy campaign on the PNP ITP which covered all the seventeen Police Regional Offices’ Headquarters.

After the initial salvo, it is the desire of the PNP to continue with the

advocacy campaign on the Transformation Program and the different projects that the Program Management Office (PMO) is currently undertaking. Thus, the Transformation Torch Run 2007 was conceptualized. Objectives:

a. This project aims to continuously advocate and inform our PNP personnel and concerned stakeholders of the PNP Integrated Transformation Program, the projects under this Transformation Program, including the development and updates of these projects;

b. It also intends to promote the importance of physical fitness and well-being as well as deepen the culture of reform among the PNP personnel and stakeholders; and

c. Finally, it also seeks to promote friendship and camaraderie among the

different PNP units, stakeholders and the different government offices, and run towards the common goal of promoting the PNP Integrated Transformation Program.


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A.1 Transformation Torch Run

The PNP Transformation Torch is the beacon that carries the light symbolizing the transformation program being undertaken by the PNP to turn itself into a more capable, effective and credible police service. As light turns away darkness, so does the torch inspire, motivate and encourage the men and women of the PNP to never lose hope, press on and run the race towards genuine transformation.

The 1st Leg (Kick-Off) of the activity was held last November 11, 2007 and started with a simple program at the NHQ, wherein PDDG JESUS A VERZOSA, the Director for Administration and concurrent Executive Director of the PMO, delivered the welcome remarks and presented the participants of the relay run.

The Torch Relay officially commenced at 5:30 a.m. when PCSUPT RAUL M BACALZO, Director of Headquarters Support Service, fired the gun signaling the start of the run. From the NHQ, the Transformation Torch was carried by Reform Champion and Chief, PNP PDG AVELINO I RAZON, JR and was passed on from one official to another, the highlight being the turn-over of the Torch by the Chief PNP to PDIR GEARY L BARIAS, Regional Director of the NCRPO, which is the first stop of the nationwide Torch Run.

Other highlights during the said event was the speech of the Chief PNP, encouraging the uniformed men and women of the PNP to actively participate and support in the implementation of the PNP Integrated Transformation Program; the distribution of the Certificates of Participation to all participating PNP Units including the other government and non-government agencies who supported the Advocacy Run; the mass singing of the PNP Hymn


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(Lingkod ng Bayan) and “Pilipinas Kong Mahal” led by the PNP Band; and, the presentation of the trainees from the Philippine National Training Institute dubbed “PNTI-ITG sing for P.E.A.C.E.”

After touring the different police district of NCRPO, the Transformation Torch is scheduled to turned-over by the NPD, NCRPO to PRO3 on December 3, 2007.

The schedule of the Transformation Torch Run in the different PROs will

be as follows:

Torch Run - Launching: Camp Crame, Quezon City

REGIONAL OFFICES MONTH DURATION

NCRPO Nov 21 Days

Pro III - Central Luzon Nov – Dec 21 Days

Pro I - Ilocos Region Dec 21 Days

Pro - Cordillera Administrative Region Dec – Jan 21 Days

Pro II - Cagayan Valley Jan 21 Days

Pro IVA – Calabarzon Jan – Feb 21 Days

Pro VIB – Mimaropa Feb 21 Days

Pro V - Bicol Region Feb – March 21 Days

Pro VI - Western Visayas March 21 Days

Pro VII - Central Visayas March – April 21 Days

Pro VIII - Eastern Visayas April 21 Days

Pro IX - Western Mindanao April – May 21 Days

Pro X - Northern Mindanao May 21 Days

Pro XI - Southern Mindanao May – June 21 Days

Pro XII - Central Mindanao June 21 Days

Pro – Caraga June – July 21 Days

Pro - Autonomous Region of Muslim Mindanao (ARMM) July 21 Days

A.2 Lecture Seminars

PMO advocacy team visited

fourteen (14) police regional offices, five (5) police provincial offices, and ten (10) regional training schools.

A more personalized advocacy

drive is also being done with key PNP officials, directors and heads of

various offices, and chiefs of police of the different units in the National

Headquarters and National Capital Region Police Office, respectively, as

target audience.


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A.3 PPSC Training Courses

Information and advocacy

sorties are now being concentrated in all mandatory courses managed by the Philippine Public Safety College with the inclusion of Change Management Module in their curriculum.

A.4 Mass Media Advocacy

To reach a wider audience to

inform other stakeholders of the on-going reforms of the PNP the PMO maximized Radio and Television Programs, Internet websites (www.pnppmo.org), magazines and audio visual presentations.

B. Strengthening of PMO

On January of 2007 a strategic planning was conducted to strengthen the organization’s systems and processes in managing the Integrated Transformation Program, as a result the following are being undertaken:

B.1 PMO Restructuring

To follow the project management cycle, the PMO has submitted its proposal to CPNP for the restructuring of unit which includes the new PMO organizational structure with the activation of the regional Program Management Offices.

The activation of regional PMO is envisioned to intensify the advocacy plan in support to the PNP reforms programs and projects.

The creation of the regional PMO shall be with the administration and management of the Deputy Regional Director for Admin (DRDA) under the functional direction of the Executive Director, PMO.


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Composition and Organizational Structure

B.2 Capability Enhancement

B.2.1 PMO Competency Framework

With the new organizational structure of the PNP-Program Management Office, building personnel competency framework becomes a necessity and integral part of the organization to ensure the right competencies among its personnel.

This tool provides an excellent base for performance management as well as the basis for recruitment and selection of personnel. As such, this can describe the core competencies to link personnel performance to the mission and goals of the PMO. Likewise, this will give the personnel greater control over their professional development and offers incentive for excellence performance.

To represent the PMO competency model, the behavioral, knowledge and skills competencies, with respect to a particular type of job or occupation, are described to recognize the competencies of each personnel demonstrated at work.

B.2.2 Creation of the Performance Competency and Assessment Team (PCAT)

The PCAT was created to assess and evaluate the performance of the PMO personnel quarterly. The PMO competency framework is used as a tool for performance management of each personnel.

Regional Program Management Offices

CPNP (Reform Champion)

Chief of Staff, PMO

Deputy CS, PMO

TDCA (Executive Director)

Reform Manager

Deputy Executive Director

Admin and HR Section Budget &

Finance Section

Events Managemen

t Section

Administrative and Finance Division

Research and Technical Division

Technical Support Section

Research & Production

Section

Project Development and Resource

Mobilization Division

Research & Production

Section

Project Development

Section

Resource Mobilization

Section

Project Implementation

and Management Division

Project Monitoring and Evaluation

Division

Project Monitoring and

Evaluation Division

Regional Program Management Offices


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B.2.3 PMO Training Program

To develop PMO personnel skills on resource mobilization strategy, two (2) PMO personnel attended the special events fund raising workshop to develop the following:

Steps in planning a special event fund raiser; Planning skills needed to execute the event; and

Evaluate the performance of a special event

Enhanced communication proficiency and project proposal competency

was conducted by Ms. Edith C. Garde to provide competency among PMO personnel on communication and documentation management as well as proficiency on writing project proposal last July 16 and 24, 2007.

The PMO gained commitment from one of the top program management experts, as project management consultant, in the likes of Engr. Randy S. Balaoro of the Program Management Institute (PMI).

The PMI is an international

association with a membership or more than 110,000 professionals over 40 countries around the world. Chartered in 1969, the organization’s goal is to support the project management profession by providing education, research and technical tools including a project management professional certification program. PMI has a chapter in the Philippines.

The PMI intends to provide the following services to PMO:

Training on program management concept in order to upgrade the competencies of our PMO personnel;

Assistance in drafting the PMO Operations Manual;

Lectures on mainstreaming of program management concept and

language into key offices (particularly D-staff composing the PMC) as a measure of Empowerment in the field of program management skills;

Assistance in institutionalizing a strengthened PMO Research

Branch; and

Mentoring sessions (coaching) to all project teams to be organized under different D-staff composing the PMC sub-committee.


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Thus, the following seminars were conducted with Engr. Randy S. Balaoro as the course director:

Basic project management course was conducted to PMO personnel to champion the language of project management concepts on July 23-25, 2007 at the PMO Conference Room.

Executive Project Management seminar was conducted to all the executive officers of the PNP Directorial Staffs on August 9, 2007 in order to provide the participants a good grasp of project management concept from the perspective of project sponsors and advisers. With this seminar, it will likewise strengthen the relationship between the Program Monitoring Committee (PMC) and the Program Management Office with an end goal of effective implementation of PNP-ITP.

Project management seminar was conducted to all division chiefs of the PNP Directorial Staff and Chiefs of Staff of different National Support Units (NSUs) to help them appreciate the management of the different projects under the Integrated Transformation Program on November 7 and 14, 2007.

B.2.4 Activation of the PMO Research and Production Unit purposely to perform project-related research, development and production of various literature and information products in support to the strategic planning, project management and resource mobilization objectives of the PNP Program Management Office.

B.2.5 PMO Operations Manual Recognizing the need to develop this manual, a well-defined management system shall be designed and structured. This will provide effective facilitation on program management as well as provide direction to implement administrative and operational


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policies, systems and procedures for the PNP Transformation Program.

C. PNP Personnel and Quartering Project

The huge demand for housing units for PNP personnel has been a nagging problem of the organization. The initiative of the PNP to address this problem thru the PNP Housing Board and in coordination with NGOs, government and private agencies has brought down the demand from 65.86% to 63.16% or only 80,850 out of the total strength of 128,000 PNP personnel as of this date.

The PNP Personnel Quartering and Housing Program is one of the priority initiatives under the PNP Integrated Transformation Program.

Aside from upgrading training, facilities and equipment, police reforms also focus on improving the morale and welfare of the 118,804 men and women of the Philippine National Police. The housing program is one of the most tangible and practical means of meeting the needs of PNP personnel and their dependents.

Managed by the PNP Housing Board supported by the Directorate for

Personnel and Records Management (DPRM) and the Directorate for Logistics (DL), the Quartering and Housing Program is divided into three components: namely the Personnel Quartering Program wherein Personnel quartering facilities are intended to address the short and medium-term sheltering needs of PNP personnel while they are assigned to a particular unit or region. The PNP shall aim to provide enough personnel quartering facilities at NHQ and all its regional and provincial offices to avoid displacement of personnel. The NHQ and PROs shall maintain Transient Officers’ and Non-Officers’ Quarters to accommodate visiting or newly-assigned personnel who might be displaced from their homes because of the call of duty.

Personnel Housing Assistance Program composed of the Welfare Housing Project and Special Housing Projects that provide police personnel the opportunity to own subsidized house and lots.

However, the PNP Personnel Quartering and Housing Program is more than just the construction of houses. More importantly, it is about creating safe and self-reliant communities and fostering.

On January 29, 2007, one hundred five (105) housing units and lot certificates were awarded to deserving PNP personnel and seventy-two (72) lot certificates to the actual occupants of the area who are mostly retired and active PNP personnel.

Today, 160 homes have already been completed out of the 200 housing units that will be constructed in what is now known as “Pulis Kalinga-Macabulos Village.”

The pilot housing project in Tarlac will serve as a model and inspiration for other PNP housing villages to be constructed in different parts of the country. With the support of LGUs, NGOs, donor agencies, and volunteers --- more police officers and their loved ones will benefit from “Pulis Kalinga.”


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Housing projects also under the PNP Personnel Housing Assistance Program include projects in San Miguel, Bulacan wherein an estimated 23,000 lots can be derived from the allocated 400-hectare area each with an area of 120 square meters. A proposed 50-hectare property in PNPA Camp Castañeda, Silang, Cavite shall be subdivided among the PNP, BJMP and BFP. Another proposed housing project in Montalban, Rizal is a 2,000-hectare residential site that shall be subdivided among government employees in Metro Manila and Rizal areas; and Camp Capistrano, Gusa, Cagayan de Oro Housing Project – 136,443 square meters property, wherein 340 PNP personnel shall be the beneficiaries.

Last February 27, the PNP-GAWAD KALINGA Model Quartering Project in Camp Bagong Diwa, Taguig City was launched. The condominium-type project entailed an investment of 32 million pesos and another 15 million-peso donation from

the AFP Savings and Loan Association or AFPSLAI.

The NCRPO tentatively set the inauguration of these condominium buildings on December 8, 2007 to be graced by Her Excellency Gloria Macapagal Arroyo as Guest of Honor and Speaker.

D. Model Police Station

For many years, the PNP has been plagued by negative public perception and outright allegations of abuse of authority, incompetence, and neglect of duty. While recent surveys showed that the PNP has improved in terms of public satisfaction ratings, more still needs to be done. Delayed police response, poor handling of complaints, weak case build-up and other signs of poor performance must be overcome so that the PNP can fully regain the trust and confidence of our people.

There must be a way to regain the old glory of the police officer and our police stations --- when law enforcers were looked upon as exemplars of honor, courage and public service.

One of the frontline projects under the PNP Integrated Transformation

Program is the Model Police Station project (MPS) -- a reform initiative that aims to upgrade law enforcement capabilities, improve morale and welfare of personnel, and improve the quality of services rendered at the police station level.

The Model Police Station project (MPS) is a major undertaking to win back our people’s trust, confidence and support --- primarily by making our police stations more responsive, citizen-friendly and rights-based. More than just upgrading our stations and police equipment, it is about improving the way we serve ordinary citizens that come to our precincts. It is about transforming our police stations into learning organizations that always strive for continuous improvement.

The Model Police Station (MPS) project’s objective is to integrate and showcase PNP reforms and best practices in policing and police organization management within a defined locality under the jurisdiction of a municipal or city


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police office. It also aims to establish and institutionalize Model Police Stations which provide quality police services; and enable justice to be more responsive and accessible to the poor and vulnerable sectors of society.

Project Components

The Model Police Station Project is divided into 3 components as illustrated below:

The Model Police Station (MPS) Framework entails the introduction of reforms in the Physical Infrastructure, Systems, Methods and Procedures and Human Resources at the police station level. These reforms are primarily focused on the introduction of human rights principles, international law enforcement and public safety standards, and best practices in community-oriented policing.

In terms of Physical Infrastructure, this area of reform involves the investment of resources to enhance facilities, tools and technologies needed by our frontline personnel. The Physical Infrastructure component will also look at the possibility of having a new Police Station Architectural Design that would meet current building safety standards, with particular emphasis on accessibility to persons with special physical needs; provision of facilities for women and children, including a holding area for youth offenders and Children in Conflict with the Law (CICL); and a strategic assessment of the physical location of the station and its impact on the citizen-to-police responder communications system, police response time, visibility to citizens, among others.

Reforms in Systems, Methods and Procedures include the review of police protocol and procedures in handling inquiries, reports and complaints made by citizens at the police station, specifically at the PNP Service Desk. These areas of improvement will be approached through a combination of systems and management re-engineering, training and information technology.

Human Resource Reforms are considered to be the heart of the Model Police Station Project. Our police stations should be able to provide continuous training and development of our personnel’s skills and education to better equip them with the necessary tools and knowledge in the performance of their duties. This reform area will focus on the capacity building of the personnel at the station level by providing special training on crime scene investigation, police community relations, instructor development and other courses.

Improving morale and welfare not only of our personnel, but their dependents as well, is part and parcel of the Human Resource Reform component of the MPS Project. Programs, specifically on providing health


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QUEZON CITY

MARIKINA CITY

SORSOGON CITY

MARAWI CITY

AKLAN PPO

BORACAY

LAPU-LAPU CITY

PILOT SITES BAGUIO CITY

ZAMBOANGA CITY

MAKATI CITY

ANTIPOLO CITY

services and benefits, legal assistance and housing will be pursued. Efforts will also be made with various non-government organizations (NGOs) to provide livelihood trainings for our police dependents. These initiatives will greatly help our police personnel to be more efficient and effective. With the constant problem of providing for their families off their minds, the police will have more time to concentrate on performing their duties.

MPS Pilot Sites

Model Police Station pilot sites are distributed across the country and were

chosen based on the following criteria:

Strategic location

Peace and order situation

High level of business activity

Near tourist sites or conflict areas

Millennium Development Goal (MGD) site

Institutional Partners Since the launching of the Model Police Station, the PNP has been fortunate to receive financial and technical assistance from donor agencies. Among the institutional partners that the PNP has worked with include the following:

US DOJ ICITAP - provides police and criminal investigation development assistance through technical advice, training, mentoring, equipment donation and internships with pre-eminent criminal justice organizations. As of September 14, 2007, the ICITAP has already trained 800 PNP personnel, from different PNP Units including Model Police Station Sites,


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in Instructor Development, Crime Scene Investigation, Community Policing, Basic Supervision, Police Ethics and Human Dignity courses.

BRITISH EMBASSY MANILA – provides funding and technical assistance for the development of Model Police Station in Marawi City

UNITED NATIONS DEVELOPMENT PROGRAMME (UNDP) – provides funding and technical assistance for the development of Model Police Station in Marikina City

Other agencies that have been providing assistance in the implementation

of the MPS project are:

Local Government Units

Commission on Human Rights

Civil Service Commission

Supreme Court PMO

Bantay Bata 163/ABS-CBN Foundation

Alternative Law Groups

PROJECT UPDATES

Marikina City Police Station, our first pilot site for the Model Police Station project, had been given priority slots for training. To date, at least 179 personnel including representatives from QCPD and Aklan PPO have already undergone re-training in community policing, crime scene investigation and instructor development. Much-needed computers and other office equipment were procured

for use by Marikina City Police Station using UNDP funds. The Directorate for Logistics also provided an additional patrol car to add to the mobility assets of the station.

Marikina City Police Station was recently awarded by the NAPOLCOM as the “most citizen-child friendly police station”. It is also named as the best police station in the eastern police district for the year 2006. Likewise, during the first two (2) quarters of this year, the Marikina City Police Station was adjudged as the best by the Eastern Police District in performance evaluation rating in terms of personnel management, intelligence and investigation, police operations, police community relations and LGU logistical support.

The Marawi City Police Station is the 2nd pilot site of the MPS project. A

memorandum of agreement was signed between the PNP and British Embassy Manila last August 31, 2007. Financial and training support will be provided by the government of the United Kingdom through the British Embassy in Manila.


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Personnel from Marawi CPS and Lanao Del Sur PPO have already undergone training in community policing and documentation and records keeping. Trainings on Crime Scene Investigation, Police Ethics and Crisis Management are also forthcoming.

The first pilot site for the Model

Police Provincial Office was recently launched on September 21, 2007 at the Aklan Police Provincial Office. Aklan PPO was chosen as a pilot site because of its status as one of the summer & tourism capitals of the country and a business and economic hub in the region.

E. Personnel Electronic Records Management System (PERMS)

One of the top priority projects

under PNP Integrated Transformation Program is called Electronic Records Management System (ERMS). This project aims to enhance our records management system from paper files to electronic copy. During one of the TWG meetings, it was raised that there is a need for the assessment of our existing records system.

Last November 06, 2007 at 10:00 AM at the PNP-PMO Conference Room attended by representatives from the Records Management Division, DPRM, Computer Service, and representatives from SGV and Microsoft companies Project Management Team conducted a group study on the viability of coming up with an assessment to review all existing policies, regulations, organizational structure, responsibilities, business processes and procedures governing records and information in the PNP.

SGV & Co. being considered by

the PNP in providing an in depth assessment of our existing records management system proposed to the Technical Working Group the components of their assessment on our Records Management Division which consists of two parts: first, review all business flow charts and inventory of all forms, records and other documents. Second, redesign workflow and process to improve

performance; findings and recommendation to streamline processes without automation; and activities that can be improved with automation.


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SGV & Co. in coordination with the Microsoft team will help the PNP in enhancing the ISSP proposal prepared by the PNP Computer Service. Also they will help lobby for the approval of our proposal to NCC for the release of E-Government fund. The group is also proposing that the PNP come up with a frontline e-service that is replicable and people centric, to fast track the approval. Examples of frontline e-services could be an inter agency connectivity with DOJ, NBI, Supreme Court or other government agencies; and other community-centric applications.

F. Health Care System

The delivery of health care services is one of the major issues that affect the morale and welfare provision of the PNP personnel.

Our Vision is to

provide our PNP personnel an accessible, quality and responsive health services.

Among the projects under the PNP ITP is the Reengineering of the Police Remuneration and Non-cash Benefit System. The PNP Health Care System is one of the top priorities in on-going PNP reforms.

With the support of the Directorate for Personnel and Records Management,

the PNP Health Service and other concerned staff, this project is now one of our “quick wins” or reform projects that will immediately have a positive impact on our PNP personnel.

The enhancement of the PNP Health Care System which entails a gap

analysis to identify constraints & find solutions to perennial problems in the provision of health services for PNP personnel and dependents. Gaps on accessibility, quality and responsiveness were determined and established.

The project is pushing for the upgrading of PNPGH and regional health

service facilities and equipment through acquisition of state of the art equipment and the enhanced reimbursement of hospital expenses or ERHE thru a memorandum of agreement between the DILG/PNP and the Department of Health.

The MOA was

signed last October 8, 2007 with this PNP personnel would no longer need to pay cash in selected DOH-Retained Hospitals provided that they present a valid identification card and a letter of authorization from the PNP Health Service.


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Most notable accomplishment of this project is the launching of the PULIS HEALTH MO OKAY (HMO) last November 26, 2007 at Camp Crame Multi-Purpose Hall.

Under the PULIS HMO:

Who May Benefit: a. Any active PNP personnel (uniformed and non-uniformed) confined for illnesses and/or injuries in any of the DOH Retained Hospital;

b. Any active PNP personnel (uniformed and non-uniformed) confined, as an emergency case, in any DOH Retained Hospital. Coverage: a. The medical attendance and hospitalization benefits under the prescribed rates provided by PHILHEALTH and the Relative Unit Value (RUV); b. Confinement to Intensive Care Unit shall be limited only to the number of days that the need for intensive medical care is present and is subject to the prevailing rate of the DOH Retained Hospital; c. The maximum coverage allowable for illnesses and/or injuries shall be as follows:

1) For medical cases – shall not exceed Sixty Thousand Pesos (P60,000.00);

2) For surgical cases – shall not exceed One Hundred Thousand Pesos (P100,000.00);

3) For intensive and catastrophic cases – shall not exceed Three Hundred Fifty Thousand Pesos (P350,000.00).

d. Any amount in excess of the above allowed maximum coverage shall be shouldered by the patient;

e. For police operations casualties, all hospitalization expenses incurred, as a result of appropriate treatment provided by the DOH Retained Hospital, shall be paid in full by the PNP.

Ultimately, the goal of this project is to promote accessible, quality and

responsive health care services via tertiary hospitals located in every region, province and key city around the country.

G. Legal Assistance

PNP Legal Assistance Program is envisioned to provide legal assistance to any member of the PNP who is facing a charge or charges arising from the performance of his official duty. Said program aims to provide direct financial assistance or reimbursement of legal expenses, hiring of private lawyers and support of PNP Lawyers who are tasked to render legal assistance including the


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support of private lawyers group with MOA with the PNP, like the IBP, the Aguila Legis of Ateneo, etc.

At present, members of the TWG, is conducting a thorough research and study on the said project, so as to come up with significant strategic intervention suited to address the expectations of our personnel in need of legal assistance. H. PNP Legislative Agenda

The PNP Legislative Agenda Project is another reform project being undertaken by the Program Management Office (PMO). This is in connection with the proposal of removing pending cases as disqualification for promotion of PNP uniformed personnel if the same fall in the nature of service-related charges and also to distinguish service-related cases from personal offenses.

With lateral coordination from the Directorate for Personnel and Records Management (DPRM), survey forms were distributed to all PNP offices to be filled out by concerned personnel and to be consolidated to complete the inventory of all pending cases against PNP uniformed personnel both administrative and criminal cases.

The said survey is essential in establishing a baseline data for the project and is as crucial to the project as the whole project itself. As of the moment, these data coming from various PNP offices, particularly from the regional offices and support units, are still being consolidated since a significant bulk of the results are to come from these units. Currently, analysis of these baseline data is being carried out by both the Legal Service and PMO, for subsequent presentation to the representatives from NAPOLCOM and the Office of the OMBUDSMAN.

INITIAL RESULT OF INVENTORY OF PENDING CASES AGAINST PNP UNIFORMED PERSONNEL

UNIT/OFFICE NR OF

RESPONDENTS

# OF PERS W/ PENDING

CASES

# OF PERS DUE FOR

PROMOTION

# OF PERS DELAYED FRM

PROMOTION DUE TO PENDING

CASE LEG LEF

CASE NON-LEG LEF CASE

DPRM 143 3 1 1 0

DPCR 54 1 37 1 2 0

DRD 2 1 1 1 1 0

Legal Svc 0 0 0 0 0 0

CIDG 279 33 116 9 26 2

CRIME LAB 15 0 15 0 0 0

Engineering Svc 129 1 52 0 0 1

Health Svc 1,242 1 369 0 1 0

TMG 555 18 209 12 10 9

CSG 3 3 1 0 3 0

ASG 0 0 0 0 0 0

PACER 10 10 0 0 10 0

SAF 4 4 0 0 0 4

IG 10 10 10 0 8 2

PRO1 5,180 70 25 8 0 0

PRO2 12 12 8 1 4 3

PRO4A 31 31 18 4 24 8

PRO4B 23 23 15 5 15 1

PRO5 5,259 178 654 4 9 0

PRO6 1,717 72 334 11 22 4

PRO7 11 11 N/A N/A N/A N/A


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PRO8 23 23 8 2 3 20

PRO9 4,396 112 785 1 0 0

PRO10 26 26 13 3 21 6

PRO12 47 47 22 0 12 25

PROCOR 52 52 n/a 5 11 2

PROARMM

TOTAL 19,223 742 2692 68 183 87

I. PNP Pension and Insurance System

Recently the PNP met with representatives from Asian Development Bank for a possible technical assistance in the development of a pension and insurance system for the PNP.

The main objective of the project is to provide PNP Personnel, efficient and competent pension system. With the initial result of the study it has been established that there is a need to conduct an Actuarial Studies on the PNP membership and construct a mortality table and a service table that will both reflect the actuarial experience of the PNP Population. Feliciano F Miravite Incorporated, Actuaries and Employee Benefits Consultant, submitted a proposal for this service with an estimated cost of Two Million Pesos. The PNP PMO wrote a letter to Asian Development Bank for possible funding of the said study. Further, the PSMBFI thru its president General Efren Q Fernandez, is offering a PNP-PSMBFI collaboration on the study of PNP retirement program.

J. Improvement of the PNP Manual

One of the projects under the PNP ITP is the Improvement of the PNP Operations Manual which seeks to This Project is part of the PNP Transformation Program under the Key Result Area (KRA): Police Operations. The KRA involves reforms in the operating rules and procedures in police operations, providing the police units the appropriate work tools and strengthening crime research to support more effective crime management operations.

A Police Operations Manual should be able to equip all police officers with the appropriate mechanics and procedures that will enable them to respond efficiently and effectively to crime and crisis situations. Further, an effective Operations Manual should be able to lay down all fundamental duties, functions and basic procedures for police officers. In this manner, clear responsibilities will be set and the public will be assured of accountability in public safety services.

This Project evolved as a result of an assessment of current capability needs of the PNP and policing in general. The Project will address the following issues:

a) Lack of clear policies and procedures on the roles and responsibilities of the police when it comes to civil actions and crises management.

b) Police Operations Manual and other issuances that contain police procedures are not user-oriented and display excessive use of legal and technical jargon


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c) Need to ensure observance of basic human rights and those provided under the Bill of Rights of the Philippine Constitution in all police operations.

Objectives:

This project seeks to formulate and disseminate comprehensive police operational policies and procedures that will guide fundamental systems for policing.

The project therefore aims:

a) To review and improve the consistency and timeliness of policies and procedures with the relevant provisions of law and the principles of human rights, access and gender equality; and

b) To simplify the language and presentation of the manuals and provide for flow-charts, diagrams and translation into key dialects for better understanding of police officers.

PROJECT UPDATES

A Project Management Team (PMT) composed of DHRDD and PMO Officers and Staff; and a Technical Working Group (TWG) composed of Directorial Staff representatives have been created to jumpstart the improvement of PNP Manuals.

During the TWG meetings, it was decided that each Directorate will have a separate TWG which will draft a new manual and/or update an existing one. A general guideline is also being followed to standardize the format of each manual. Based on the discussions from the TWG meetings, each Directorate is required to come up with a Manual in six (6) months.

K. PNP ATTRITION SYSTEM

Brief Background

The establishment of a system of attrition among uniformed members of the PNP is one of the mandates of Republic Act No. 8551 known as the “PNP Reform and Reorganization Act of 1998”.. However, nine (9) years after its effectivity, the police has yet to implement an attrition system in the PNP.

The PNP had earlier issued Circular No. 2006-003, dated 08 February 2006, entitled “Implementing the Attrition System for Uniformed Personnel of the Philippine National Police” but the mandate of the law requires NAPOLCOM approval.

A NAPOLCOM Memorandum Circular entitled “Prescribing Guidelines Governing the Attrition System for Uniformed Personnel of the Philippine National Police” is already being finalized by the Commission. However, pending the Commission’s imprimatur on the proposed system of attrition, concerned PNP offices have identified several important issues bearing on its projected implementation, to wit : updating of 1997 PNP Staffing Pattern (especially for 3rd Level PCOs); implementation of Seniority Lineal List Policy (PNP Circular Nr. 2005-012 dated 2 September 2005); approval of the proposed Policy on 3rd Level Promotion & Placement System; the need to draft improved policies on Physical Fitness Test; review of PNP Health Service Policies on Separation from the Police Service of Active PNP Uniformed Personnel Due to Physical Disability (PNP Circular Nr. 2000-010); review of our Guidelines and Policies in Availing of TPPD as a Mode of Retirement or Separation; and review of PNP policies on Performance Evaluation Rating System.

A sound implementation of the PNP Attrition System will be affected by the above critical concerns, hence, a workshop was conducted.


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Workshop Rationale:

The underlying rationale for the three(3) day workshop is the need to inform all stakeholders about the implementation of the PNP Attrition System and of the various critical issues affecting it. There is also an equal need to involve all stakeholders in designing a sound implementation plan for the system.

Objectives:

Its objectives include [a] identifying concerns, issues, and constraints to be

encountered in its implementation; [b] determining possible solutions, recommendations, and action plans that will address these concerns, issues, and constraints e.g. systems and procedures, policies, budget sources, organizational “bottlenecks”, prioritization, phases of implementation, timelines; [c] drafting specific action items that will draw up a holistic design for a sound implementation plan; [d] and identifying appropriate PNP offices and/or units responsible in carrying out an orderly, fair, and sustainable implementation of the PNP Attrition System.

Outcome: The workshop aimed to target the following specific outcomes : [a] a full

appreciation of concerns, issues, and constraints in the implementation of the system; [b] generation of solutions, recommendations, and proposed action plans to ensure a sound design for the implementation of the system; and [c] a Pledge of Commitment and Declaration of Support among all stakeholders.

A better understanding of the PNP Attrition System among all stakeholders in

the PNP is one of the expected impacts of the workshop. It is also expected that the level of acceptability among our police personnel regarding the impending implementation of the attrition system in the PNP will be enhanced.

Participants, Presenters, Facilitators:

A total of seventy nine

(79) participants attended the workshop. The participants were a mixture of PNP uniformed personnel holding top level human resource management positions. They included D-Staff Executive Officers; DDAs of NSUs; DRDAs and RPHRDDs of PROs; the DDDAs and DPHRDDs of the five (5) NCRPO District Offices, and CESPO. Also in participation were NAPOLCOM representatives, particularly from the Planning and Research Service; Legal Affairs Service; and Personnel and Admin Services led by their respective heads, Director Lourdes W Aniceto; Atty Manuel L Pontanal; and Director Isidro D Siriban. The participants were divided into seven (7) groups each tackling the different causes of attrition under the draft NAPOLCOM Memorandum Circular.

Reference materials on the above identified issues were distributed in advance to the participants for their study.


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A pool of key PCOs were designated to present a series of briefings on nine (9) critical PNP issues during the first workshop day. These issues need to be presented to the participants because of their direct bearing in the implementation of the different causes of attrition. These issues refer to the following: the need for NAPOLCOM approval on the proposed PSSUPT positions; the need to formalize the PNP Seniority Lineal List; immediate approval of the DPRM proposed policy on 3rd level promotion and placement system; a defined set of rules, policies, procedures on availment of TPPD as a mode of separation/retirement; improved policies on physical fitness test, among others.

A representative from the AFP, LT.COL. ARNOLD M MACADANGDANG, was also invited during the second workshop day to present before the participants some insights as to the system of attrition in the Armed Forces of the Philippines.

To ensure that the workshop achieve its objectives, Mr. Jose “Pepe” S. Navarro, Director of the Entrepreneurial Management Program, Continuing Management Education, University of Asia and the Pacific (UA & P), was invited as the head facilitator. He guided the selected PCOs designated as facilitators and assistant facilitators in providing direction to the participants during the focus group discussions (FGDs). Also, to assist in the preparation of their respective workshop outputs, fourteen (14) documenters and assistant documenters were designated, during the FGDs, the plenary session, and the synthesis.

Workshop Proceedings:

a. The following highlighted the FIRST WORKSHOP DAY (April 18,

2007) : [i] The welcome remarks was delivered by PDIR NICOLAS Y PASINOS, JR, Director, DPRM ; [ii] A brief workshop overview was presented by PCSUPT EDGARDO E ACUNA, Deputy Director, DPRM; [iii] A short inspirational message was given by PDIR JESUS A VERZOSA, TCDS/Executive Director, PMO; [iv] Thereafter, PSSUPT AGRIPINO G JAVIER, Chief, Personnel Transaction Division, DPRM presented a brief orientation on the PNP Attrition System.

b. The following highlighted the SECOND WORKSHOP DAY (April 19,

2007) : [i] The first FGD was the formulation of strategies in implementing the PNP Attrition System. Each group presented their respective outputs during the plenary session. The discussions during the plenary session were fully documented. [ii] Three sub syndicates were also created to finalize recommendations on the following subject matter : PNP Staffing Pattern for 3rd Level PCOs; Seniority Lineal List Policy (PNP Circular Nr. 2005-012 dated 2 September 2005); Proposed Policy on 3rd Level Promotion & Placement System. [iii] Another group was designated to finalize further inputs to the draft NAPOLCOM Memorandum Circular entitled “Prescribing Guidelines Governing the Attrition System for Uniformed Personnel of the Philippine National Police”.

c. The following highlighted the THIRD WORKSHOP DAY (April 20,

2007) : [i] The seven (7) groups presented their synthesized workshop outputs incorporating inputs picked up during the plenary session; [ii] The three sub syndicates also presented their suggested recommendations on the PNP Staffing Pattern for 3rd Level PCOs; Seniority Lineal List Policy (PNP Circular Nr. 2005-012 dated 2 September 2005); Proposed Policy on 3rd Level Promotion & Placement System; [iii] ATTY. LINDA L. MALENAB-HORNILLA, luncheon speaker during the last workshop day, delivered a short but inspiring message.


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Other Workshop Highlights:

a. TCDS/Executive Director, PMO led the participants in reciting the Pledge of Commitment and Declaration of Support in chorus;

b. The workshop output was symbolically turned over by TCDS/Executive

Director, PMO to PDG OSCAR C CALDERON, Chief, PNP who delivered his message and commander’s guidance

c. The mass singing of the PNP Hymn, Lingkod ng Bayan, capped the three day workshop.

Post Workshop

Conferences were held at Camp Crame to finalize the draft of the Policies, Procedures, and Guidelines Governing the Attrition System for Uniformed Personnel of the Philippine National Police. The final draft was submitted to the Secretary of the Interior and Local Government (SILG) last June 21, 2007.

L. Himlayan ng mga Pulis

Another significant plan of the PNP - PMO is the possible acquisition of a lot at Antipolo, Rizal. In the desire of the PNP to give a decent haven for the departing souls of PNP personnel and as a form of homage, part of the lot will be purposely maximized for the Cemetery Project. To come to the realization of the same the Program Management Office has started conceptualization and initiation and made it part of its priority projects.


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III. FINALE

As CY 2007 ends the PMO is moving ahead with the burden of seeing the PNP-ITP come to reality step by step towards a more Capable, Efficient and Credible police service. The foundation for the Transformation has already been laid down. And, we have arrived at the fulfillment of the fruits of our labors with the initial success of several key projects like the Model Police Station Project, Pulis Kalinga Special Housing Project, Groundbreaking of the PNP Gawad Kalinga Model Quartering Project at Camp Bagong Diwa, Bicutan, Taguig, the Torch Run as part of our Advocacy and recently was the Launching of the PNP Health Care System Project “PULIS Health Mo Okay”.

At the onset of CY 2008 the PMO looks forward to a more productive year armed with more than two (2) years of experiences in the implementation of the Integrated Transformation Program of the PNP.

(PMO) 2007 Accomplishment Report

Documents

Transcript of (PMO) 2007 Accomplishment Report