DICTM

PHILIPPINE NATIONAL POLICE NATIONAL HEADQUARTERS, CAMP CRAME,

QUEZON CITY

DIRECTORATE FOR INFORMATION AND COMMUNICATIONS

TECHNOLOGY MANAGEMENT

Background - - - - - - “A” Why do the DICTM has to exist? - - - - “B” Mission and Vision - - - - “C” Powers and Functions - - - - “D” Functional Administrative Offices - - - - “E”

Personnel Administration - - - - “F”

• Organizational Structure • Personnel Complement • Educational Profile • Eligibility Profile

PNP ICT Assessment - - - - “G” What DICTM has done? - - - - “H”

What DICTM intend to do for 2010? - - - - “I”

PNP ICT Priority Projects - - - - “J” Ten (10) Point ICT Agenda - - - - “K”

Office Functions and Job Descriptions - - - - “L”

• Director • Deputy Director • Executive Officer • Plans & Programs Division • System Integration and Management Division • Research & Development Division



Logistical Matters - - - - “M”

• Inventory of Office Supply • Inventory of Issued Firearms

PPD Matters - - - - “N”

• ITP-PGS Roadmap 2016 • Procurement of 314 Desktop Computers for PROs • Inclusion of ISP Providers Fee in MOOE • Procurement of Service Vehicles & 19 Motorcycles For CES • DICTM AVP & Brochure

SIMD Matters - - - - “O”

• Web Development Proposal • System Audit Report of CMIS • System Audit Report of FIMS

RDD Matters - - - - “P”

• Trainings • Research on ICT Equipment

DIRECTORATE FOR INFORMATION AND COMMUNICATIONS TECHNOLOGY

MANAGEMENT

Gone are the days, when we take things lightly to make remarkable growth to development… We are in the world of continuous change… “We owe it or “we blame it” to the fast trans-formation of information and communications technology (ICT) that now dictates an e-global way of life- connected Like any organization in today’s world, the PNP, as part of the government’s national transformation program, is prompted to align it-self with the fast-evolving trends where the quality service orientation is to get e-connected.





WHY DO THE DICTM HAS TO EXIST? FIRST, why did the PNP activate the Directorate for Informa-tion and Communications Technology Management (DICTM)?

It is the PNP’s response to the call of the national gov-ernment to improve the quality of life of the people through ICT. It is part of a bigger strategy that outlines the grand plan of the government in meeting the demands and ex-pectations of the public through service delivery and com-munity partnership. For this strategy to be effective, government offices ini-tiated organizational changes to align to the government’s main strategic objectives and efficiently manage individual service plans. In the PNP it was exemplified by two neces-sary major initiatives: (1) the activation of the DICTM through GO# DPL09-08, with specific delegated authority, mission, vision and functions, and, (2) the inclusion of ICT in the PNP-Integrated Transformation Program to ensure that systems and technology roadmap is in place for use, ex-penditure and development. The DICTM is relevant to ensure that the PNP ICT strat-egy supports national aims and objectives, and exercises appropriate actions, implementations and procedures of ICT in the PNP with the Performance Governance System (PGS) as the benchmark. References: SONA 2009, EO 269 Creating CICT, Item #7 of the PNP-ITP, Baseline PGS.



WHY DO THE DICTM HAS TO EXIST? SECOND, what is the relevance of DICTM when PNP already has existing ITMS and CES?

The ITMS and the CES exists as two separate Na-

tional Support Units (NSUs) that have distinct and separate functional, administrative organization and technical expertise. As such, they have no appropri-ate representation in the PNP command and higher level management to bring their peculiar concerns as one and single technology unit.

Why is there a need to Integrate? The fusion of two different platforms of the infor-

mation technology (IT) and Communications Tech-nology (CT) into one environment is being dictated by a global trend. These two technologies have al-ready merged whether we like it or not, prompting us the need for effective and efficient ICT management system.



WHAT ARE THE EXPECTATIONS OF THE STAKEHOLDERS?

When the DICTM was not yet activated, IT and CT functions in the PNP tended to operate in reactive ways, responding to requests and problems often for immedi-ate needs. Pressure of change and workload, the lack of proper representation in the command level, and the lack of forward planning “as one technology unit” sometimes resulting in short-term judgments. Addition-ally, the two NSUs had been functioning in an uncoordi-nated manner, lacking structure and an inability to give direction on technical issues.

THE GOVERNMENT EXPECTS FOR THE PNP …

To address ICT issues by providing short-term,

mid-term and long-term development plans, taking ac-count of service requirements, planned changes and technological developments.

To have a robust PNP network and communi-cations infrastructure with good management, deploy-ment and reporting tools which will meet the public’s expectations of an e-governed PNP.




WITHIN THE DICTM’S MISSION AND VISION, THE PNP EXPECTS FOR THE DICTM TO:

Integrate information system that converges with

data communications infrastructure; Enable ICT staff to identify which coming tech-

nologies may be useful to the PNP organization, and to be more pro-active in promoting technical solu-tions;

Formulate and implement clear, documented and published operating standards to aid communi-cation and ensure that all ICT operations are trans-parent and meet performance and audit require-ments;

For aims and direction, the DICTM is expected to

communicate the strategy and approved standards across PNP organizations once ICT strategic plans have been approved so that everyone is aware of the procedures and processes for projects, changes etc.




WITHIN THE DICTM’S MISSION AND VISION, THE PNP EXPECTS FOR THE DICTM TO:

Ensure that it has forward planning and that the

ITMS and CES has synchronized projects and coordinated approach in funding and budget planning to ensure that sufficient resources are in place to deal with all requests and requirements;

Have a strategy that will identify major projects which will require resource to avoid conflicts and ensure that timelines are kept with and met; and

For aims and direction, the DICTM is expected to

communicate the strategy and approved standards across PNP organizations once ICT strategic plans have been approved so that everyone is aware of the procedures and processes for projects, changes etc.




WITH THE DICTM ACTIVATED, THE PNP MEMBERS EXPECTS FOR THE PNP…

To have clear employee service delivery stan-

dards through systems technology, and have im-proved internal Helpdesk function with good feed-back and reporting mechanism. Example: Improved Personnel Records Management System for Em-ployee Records and Benefits.

To promote an improved office environment

that is conducive to work and encourages produc-tivity. Example: PNP Reporting System which aims to promote less paper communication and provide ac-curate and real-time information and data-sharing between offices.



WHAT ARE THE EXPECTATIONS OF THE STAKE-

HOLDERS?

THE PUBLIC EXPECTS

Effective delivery of frontline police services, such that it has to ultimately improve the people’s quality of life which means peaceful community life with the ab-sence of fear while doing business, recreation, and other normal human activities.

Frontline Services Include:

National Police Clearance – Access to information and services even to the remotest place without the neces-sity to travel to capital cities. It is a Crime Prevention and Control Mechanism of law enforcement units which aims to canalize criminals by limiting freedom of movements through easy identification and location of crime elements.

PNP Websites – On-line access to information and ser-

vices. An e-PNP that is connected 24/7 to a wired commu-nity. Example: Crime Prevention Tips, Directory of Offices for assistance, and information on PNP major activities.

Scientific and Forensic Investigation (AFIS, BIMS, VIMS,

FIMS) as an effective tool in solving crimes. Installation of CCTV Cameras in strategic areas as

crime/incidents monitoring tool.



HOW ARE WE GOING TO MEET THOSE

EXPECTATION? Updating and Improving the Network Infrastructure The physical infrastructure Current needs are being reviewed in the light of fu-ture plans for ICT organizational enhancement. Needs have been identified during the DICTM’s Staff Visits of the different PROs such as the completion of basic equipment, (i.e. computers, printers, radios), possible re-pairs of RCEO buildings and the possible accommoda-tion of IT personnel as regular administrative members in the regional offices. It is vital that physical and organiza-tion improvements are included in the ICT strategy this early, so that any short-term changes will fit in with longer term plans. Policies New sets of ICT Policies have been approved and implemented, covering aspects of ICT Service delivery. The PNP Information and Communications Technol-ogy Security Manual (PNP ICTSM) has been produced and published for use and guidance of personnel.



HOW ARE WE GOING TO MEET THOSE

EXPECTATION? Governance The DICTM adheres to the set PNP governance strategy that is benchmarked on the Baseline Performance Governance System (PGS) which is measured according to approved templates. The PNP ICT Strategy must be reviewed on a regular basis and there should be a major annual review to take account of changing circumstances, including:

• New projects, where it will be necessary to

re-prioritize, cancel some previously planned projects or provide additional resource

• Rapid technological change • Changes in PNP Organization’s strategic

direction • New statutory or compliance requirements • Budgetary requirements, allocation, and

changes



HOW DO WE MEASURE THESE EXPECTATIONS?

The results of all DICTM efforts can be gauged primarily through satisfaction feedback by the stake-holders.



““

An integrated information systems that converge with data communications infrastructures for the PNP to provide effective and efficient innovative police services to the people by creating environment that promotes and advances ICT development.

Shall assist the Chief, PNP in policy formulation and managing information, electronics, and communications technology resources to promote, develop, and regulate integrated and strategic ICT systems, and reliable and efficient communications infrastructure in support to the PNP mission.



DIRECTORATE FOR INFORMATION AND COMMUNICATIONS TECHNOLOGY

MANAGEMENT





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DICTM