key roles of_ smus_twg_advcouncils for e-learning.pdf
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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
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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 theC,PNP Scorecard
Primarily responsible in the preparation of the Chief, PNPs
Performance Reporting and Public Governance Revalida
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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
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Closing the Gap
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
Office of the Strategy
Managementcloses the gap
(between strategyformu lat ion and s trategy
execut ion)
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Performance Governance System Stages
Initiation
Compliance
Proficiency
Institutionalization
1. Analysis andexamination of
strategy execution
2. Creation of the
Office of Strategy
Management (OSM)
(PNP-CPSM)
3. Regular monitoring
and review ofstrategies
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
- selfawareness
- 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 and
human resources to
the vision and
strategies
1. Formation of
Technical Working
Group (TWG)
2. Formation of
Multi-Sectoral
Governance
Council (MSGC)
3.Formulation of
Strategy Map and
Governance
Scorecard
Sep 2009
REVALIDA
Oct 2011
REVALIDA
Sep 2012
REVALIDA
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ISA
Institute for
Solidarity in
Asia
PNP-HQS NSUs PROs PPOs C/MPS
PGS
PerformanceGovernance
System
PNP P.A.T.R.O.L. PLAN 2030
Peace and order Agenda for Transformation and upholding of the Rule-Of-Law
TWG TWG
T e c h n I c a l W o r k i n g G r o u p
OSMOffice of
Strategy
Management
CPSMCenter for
Police
Strategy
Management
NSU-PSMUNSU
Police
Strategy
Management
Unit
RPSMURegional
Police
Strategy
Management
Unit
PPSMUProvincial
Police
Strategy
Management
Unit
SMTStrategy
Management
Team
MSGCMulti-Sectoral
Governance
Council
NAGPTDNational
Advisory
Group for
Police
Transformation
andDevelopment
NSU-AC
NSU
Advisory
Council
RAC
Regional
Advisory
Council
PAC
Provincial
Advisory
Council
C/MAC
City/Municipal
Advisory
Council
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Center for Police Strategy Management
Office of the Strategy Management (OSM)
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Balanced Scorecard
project teams directly
report to the CEO.
In the PNP, it should
directly report to the
C,PNP.
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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.)
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NAPOLCOM RESOLUTION 2012-318
Date Approved: August 13,2012
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Oversee the implementation of the PNPP.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 selectingtargets & identifying strategic initiatives;
Mandate:
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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:
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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
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Chief, PNP
Director, CPSM
Administrative &
ResourceManagement
Division (ARMD)
Scorecard
ManagementDivision (SMD)
Regional Police Strategy
Management Units
(RPSMUs)
NSU - Police Strategy
Management Units
(NSU - PSMUs)
Organization
Alignment Division(OAD)
Strategy Review
Division (SRD)
Functional
Chart
Legal Officer
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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
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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
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Primary Objective
Cascading the DOH Strategy 2010 Institute for Solidarity in Asia
To ach ieve desired outcomes,we al igneveryone.
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Cascading Process
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- Continuous conduct of follow-up cascading
- Conduct of periodic strategy and
operational reviews
- Focus on PNP mandate
- Enhance administrative support and
stakeholders participation
Initiatives to ensure Alignment
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Communications Plan
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Massive advocacy campaigns are carried out
through the following:
Follow-up cascading
Incorporate Training Modules in all PNP
Courses, Trainings and Seminars
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Replication of CPSM and TWG down to City/Municipal
Police Stations
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Conduct of PGS Certification ofall PNP Units/Offices
Conduct of PGS Boot Camp for
the PNP
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The PGS requires that a Multi-
Sectoral Governance Council
(MSGC), composed of sectoral
leaders or individuals knownfor their integrity, probity and
leadership be established, to
support the Philippine
National Police in the
successful implementation and
monitoring of its strategictransformation roadmap.
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They shall serve as an advisory body to the PNP andsignificantly contribute to the implementation of the PNP
P.A.T.R.O.L. Plan 2030: Peace and Order Agenda for
Transform ation and Uph olding of the Rule-Of-Law
The National Advisory Group does not have any administrativeor operational authority over nor responsibility for specific
operational decisions within the Philippine National Police.
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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 onSeptember 2, 2011.
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ROLES & RESPONSIBILITIES
To advis e and assist the PNP in ident i fy ing key pr ior i t ies and
strategic issues in acco rdanc e with the PNP ITP-PGS (PATROL
Plan 2030), and provide insights in aligning the PNPs policies,
plans and prog rams w ith the pol i t ical , soc ioeconom ic, cultu ral
and moral developm ent needs o f the organizat ion;
Together with the TWG, evaluate and amend th e strategies for
the imp lementat ion o f the PGS in acco rdance with th e PNP
thrus ts, programs , pro jects and act iv i t ies, and advise on the
necessary amendment to the current and developm ent of futureprograms , projects and act iv i t ies;
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ROLES & RESPONSIBILITIES
To assist and advise the PNP on pos sible ways to generate
addit ional enabl ing resourc es in order to suppo rt and su stain
the PNPs present and future plans and programs
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Establishment of Advisory Councils down to
City/Municipal Police Stations
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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 withPSMU 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 ofInitiatives in the Scorecard
TWG and Head of office/unit are primarily responsible for cascading the unit
scorecard down to individual personnel
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TWG Relationship with PSMU and Advisory Council
TWG and Head of office/unit are primarily responsible in the preparation ofReport 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
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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
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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
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END OF PRESENTATIONEND OF PRESENTATION
TRANSFORMATIONOur Shared Comm itmen t!!!
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