THE Philippine National Police scores major milestones and breakthroughs in 2016 as a result of the continued implementation of the Performance Governance System anchored on the PNP P.A.T.R.O.L. Plan 2030, top police officials have reported.
Here are some of them:
Under the Resource Management Perspective, the Center for Police Strategy Management headed by Chief Superintendent Noel A. Baraceros said there was an overall average increase of 16.66 in most of the indicators for Logistics Capability Index since 2011 up to the first quarter of 2016.
Baraceros cited a report from the PNP Directorate for Logistics headed by Director Archie Francisco F. Gamboa which showed the following:
a. Land Mobility • From 24 percent in 2010 to 35 percent (12,537/35,188) as of April 2016.
b. Communication (Hand-held Radio) • From 12 percent in 2011 to 50.83 percent of January 2016.
c. Shoot (Short and Long Firearms) • From 68 percent in 2011 to 71 percent (197,867 / 279,730) as of April 2016.
d. Police Stations and Unit Infrastructure• From 511 (28.93 percent in 2011 to 755 buildings (42.75 percent of the 1,766 PNP stations/units) as of January 2016.
Similarly, under the Learning and Growth Perspective, there is improvement in the development of personnel competencies (knowledge, skill and attitude) using the following indicators as reported by PNP Director for Investigation and Detective Management, Director Augusto M. Marquez Jr.
a. Increase in the number of trained personnel to various administrative and operational functions of the PNP from 57 percent in 2013 to 74 percent as of April 2016. The improvements on training of investigators significantly increase from 12,000 in 2012 to 30,726 as of August 2016 contributing to the significant increase in crime solution efficiency.
b. Significant decrease in the number of administratively charged personnel who are meted with penalties from 1,033 in 2013 to 335 as of January 2016.
c. Improvement in Case Resolution Efficiency from 66.14 percent in 2013 to 85.08 percent (24,237/28,488) as of April 2016.
The CPSM, citing the PNP-DIDM performance governance report also said that as a result of improvements in the Resource Management and Learning and Growth Perspectives, performance indicators under the Process Excellence Perspective significantly improved such as:
a. Increase in Index Crime Clearance Efficiency from 40 percent in 2013 to 44.53 percent as of August 2016.
b. Increase in Index Crime Solution efficiency from 28.36 percent in 2014 to 31.67 percent as of August 2016.
c. Improvement in Index crime rate from 39.06 in 2013 to 12.45 as of June 2016.
Last but not the least, the PNP reported that the improvement in the prevention of crimes and in the solution of crime incidents, especially those crimes most feared by the community, resulted in significant increase in the feeling of safety in the neighborhood and in the street by almost 10 points from 41.11 in 2014 to 51 in by the end of 2015.
With or without the support of other government agencies, at present, the PNP transformation agenda is anchored on the principles of transparency, accountability and stakeholder participation, officials maintained.
These principles have been institutionalized with the formulation of charter statements and scorecards which is the PNP’s roadmap for real and lasting transformation. The PNP Charter Statement highlights its lofty and noble vision of becoming a ‘highly capable, effective and credible police service’, which it aims to achieve not beyond 2030.
Republic Acts 6975, 8551 and 9708 provided the PNP mission to enforce the law, prevent and solve crimes, maintain peace and order, and ensure public safety and internal security with the active support of the community.
The importance of a strong partnership with the communities is emphasized in the attainment of the PNP vision and the accomplishment of its mission. The PNP philosophy enshrined in the PNP Badge states that the PNP shall provide quality police service with honor and justice backed up with the organizational core values of being ‘Maka-Diyos, Makabayan, Makatao and Maka-kalikasan.’ The Vision, Mission, Philosophy and Core Values serve as anchors in the development of our transformation roadmap.
In order to attain the PNP vision of becoming a highly capable effective and credible police service, the PNP developed a transformation framework wherein it endeavors to get to where the organization ought to be by identifying strategic objectives, measures, targets and initiatives.
In the determination of strategic objectives under each of the four perspectives, the PNP identified the strategic or transformative shifts that need to be attained within a reasonable period of time.
For Resource Management Perspective with the objective of ‘Optimize use of financial and logistical resources’, the PNP intends to properly manage and rationalize the allocation of its very limited resources for maximum impact.
For Learning and Growth Perspective with the objectives of ‘Developing competent, motivated, values oriented and disciplined PNP personnel’ and ‘Develop a responsive and highly professional police organization’, the PNP aims to provide all our units and individual personnel with the needed competencies, values and modern technologies to support our process improvement.
With reference to its organizational value chain, the PNP intends to improve all its core processes to attain its strategic objectives of ‘improving crime prevention’, ‘improving crime solution’ and ‘improving community safety awareness through community-oriented and human rights-based policing.’
In general, the PNP aims to become an organization that is proactive and participative, promoting consensus relationship with all stakeholders; an organization with seamless and integrated system and processes; with competent and effective units and individuals; and an organization that is fair, accountable and highly transparent.
Baraceros said that by undergoing PGS, the PNP was able to put in place a system of governance that brings the following:
1. Breakthrough performance in crime prevention and solution through intensified police operations and better coordination among the QUAD Staff (investigation, operations, intelligence and police-community relations);
2. Raise the standards of good governance they practice through a rationalize and streamlined police organizational structure and utilization of modern technology (information and communications technology);
3. Better delivery of police services through improvements in the fill-up of necessary logistics (move, shoot, communications and investigative equipment) and enhancing individual and unit skills through more intensive training;
4. Address the problem of perception about bad governance that the PNP suffer from through an effective Communications Plan for both external and internal stakeholders; and
5. The establishment of a strong, committed, dedicated and supportive multi-sectoral advisory council called National Advisory Group for Police Transformation and Development (NAGPTD) and Advisory Councils for all PNP Units nationwide now numbering 16,000.
With the support of its institutional partners such as the Department of the Interior and Local Government, National Police Commission, Department of National Defense, Armed Forces of the Philippines, Philippine Drug Enforcement Agency, Philippine Center for Transnational Crime, Department of Justice, National Bureau of Investigation and other stakeholders, the PNP has been consistent and sustained the effective implementation of the PNP P.A.T.R.O.L. Plan 2030.
As a result, it has been certified as “Proficient”, the 3rd stage of the PGS journey. Currently, it is also certifying all subordinate units and offices nationwide as a validation in support of its certification for “Institutionalization,” the fourth and final stage of the PGS by the first semester of 2017.