Philippine National Police

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Sequence of Presentation

1. Learning Objectives2. Developing a Charter Statement

• Identity• Vision• Mandate• Mission• Philosophy• Core Values• Strategy Map or Roadmap

• Customer Analysis• Value Chain• Strategic Shifts

• Process Excellence• Learning and Growth• Resource Management

Sequence of Presentation

3. The PNP Charter Statement• Identity – PNP Logo• Vision• Mandate – RA 6975, RA 8551 and RA 9708• Mission• Philosophy• Core Values• Strategy Map or Roadmap

• 4 Perspectives• Community• Process Excellence• Learning and Growth• Resource Management

Learning Objectives

1. To familiarize the students with the elements/components of a Charter Statement;

2. To provide basic definition of terms in order to have a grasp of the elements/components of a Charter Statement;

3. To guide the students in the processes involved in the formulation ofvalue chain, conduct of customer analysis and formulation of strategic objectives through the strategic shifts; and

4. To provide deeper understanding and appreciation on the PNP P.A.T.R.O.L. PLAN Roadmap.

CORE VALUES

CCC

VISION IDENTITY

CHARTER STATEMENT

MISSION

Core VALUES

MANDATE

PHILOSOPHY

Identity

Distinct and unique personality

It can be a: name logo seal initials brand

Desired future state

Ambitious but realistic

Time-bound

A dream we intend to realize within a given timetable

Inspirational vs. Direct

Changes once it is realized

BHAG – Big, Hairy, Audacious Goal

VISION

Source of Authority

Decree, law or directive

Embodies the mission of the unit/office/organization

MANDATE

Purpose in life

Reason for existence

Embodied in the law or directive that established the unit/office/organization

Points us to the direction where we should lead our lives

The positive difference we wish to make in the world

Forever pursued

MISSION

Way of life

Statement of what we stand for in life

PHILOSOPHY

Life giving ideals and principles

Moral compass

Bedrock of one’s character

Non-negotiable!

VALUES

Values

Missionwhy we exist

what we stand for

Visionwhat we aspire

to become,

achieve, create

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

• timeless

• time-bound

Values & MissionVision

• forever pursued

• lofty, abstract• achievable

• concrete, vivid

• crafted

• discovered

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

STRATEGY MAP is the logical representation of what the organization will do in every perspective to fulfill its mission and attain its vision.

The STRATEGY MAP contains 4 “PERSPECTIVES” in the sample shown. (1) Community, (2) Process Excellence, (3) Learning and Growth, and (4) Resource Management

OBJECTIVES formulated in the Strategic Shifts are copied inside the boxes in the Strategy Map

Who are the main beneficiaries of our services?

Who are the indirect beneficiaries of the services we provide?

What are the major goods and services we are mandated to provide our customers?

Who are our customers and what are their needs and expectations?

STRATEGIC OUTCOME

Why should we patronize your services?What is most worthwhile to keep in mind about your services?

Primary Customer

Other Customers

Major Deliverables

What benefits do we get from your services?OUTCOME /

Customer Value Proposition(CVP)

ACustomer Analysis

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Customer Analysis

The PGS provides the template to identify primary (the main beneficiaries of the services we provided) and secondary (the indirect beneficiaries of the services we provided) customers, the specific goods and services that we need to deliver (major deliverables) and the outcome or value proposition resulting from the timely and effective delivery of services/goods.

PNP VALUE CHAIN

Policy Development

AdministrativeFunctions

OperationalFunctions

Support Roles

• LOI’s• Memo Circular• Letter

Directives• IMPLAN’s

• Human Resource Development (Recruitment, Training, Placement, Promotion, Retirement)

• Values and Spiritual Formation

• Logistics and Financial Management

• Facilities Security and Maintenance

• Legal Supports• ICT Management• Health Services

• Law Enforcement• Investigation and

Detective Management

• Forensic Services• Internal Security

Operations• Community Relations• Road Safety and

Security• Maritime Security• Aviation Security

• Disaster Management

• Special LawsEnforcement

• Election Law Enforcement

• Regulatory Functions

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

Strategic Shift

PGS shall provide breakthroughs and as such we must beable to identify our current situation, the existingresources we have, the current competencies and skillsof our human resources and the existing policies,systems and police procedures; and then define thestrategic shift that we need to undertake that will attainour objective resulting to transformative results. This weneed to do the process of identifying strategic shifts in allthe four (4) perspectives of Resource Management,Learning and Growth, Process Excellence andCommunity as our basis in developing specificobjectives.

How do we improve our core processes to attain our strategic outcomes?

Value Chain

Strategic ShiftsObjectives

Fromm To

PROCESS EXCELLENCE

Policy Development

InfrastructureDevelopment

System and Data Integration

Strategic Shift on Process Excellence

For process excellence perspective, we need to identifystrategic shift to improve our core processes or tasks inorder to attain our strategic outcomes. We should dothis giving due consideration to the value chain withemphasis on those that are considered will add value.

VISION:..." HIGHLY

CAPABLE, EFFECTIVE

AND CREDIBLE POLICE

SERVICE"

How do we equip our unit with the needed competencies, values & technologies to support our process excellence?

Strategic ShiftObjectives

from toHuman

Capital

Organization Capital (LCAT)

InformationCapital

LEARNING & GROWTH

(LCAT – Leadership, Culture, Alignment, Teamwork)

Strategic Shift on Learning and Growth

For learning and growth perspective, we consider threefactors: Human Capital, Organizational Capital andInformation Capital in determining how we equip ourunits/offices with the needed competencies, values andtechnologies to support our process improvement. Inparticular for organization capital, we need to look at theleadership by exerting efforts to ensure availability of acadre of leaders at all levels; for culture we mustdevelop the awareness and internalization of themission, vision and core values needed to execute thestrategy;

Strategic Shift on Learning and Growth

For alignment, we must ensure the alignment of goalsand incentives with the strategy at all levels of theorganization; and, for teamwork, we must ensure thesharing of knowledge and staff assets with strategicpotential. For information capital, we must ensureprovision of available portfolio of information technology(IT) applications and systems required by the strategy.

VISION:..." HIGHLY

CAPABLE, EFFECTIVE

AND CREDIBLE POLICE

SERVICE"

How should we manage and allocate our resources for maximum impact?

Strategic ShiftObjectives

from to

RESOURCE MANAGEMENT

Strategic Shift on Resource Management

On resource management, considering our limitedresources, consideration must be given on how wemanage and rationalize allocation of our availablefinancial and logistical resources for maximum impact.

MANDATERepublic Act 6975 as

amended by RA 8551 and

further amended by

RA 9708

MISSIONEnforce the law, prevent and

control crimes, maintain

peace and order, and ensure

public safety and internal

security with the active

support of the community.

PHILOSOPHYService, Honor and Justice

CORE VALUESMaka Diyos

Makabayan

Makatao

Makakalikasan

VISION Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible

police service working in partnership with a responsive community towards the attainment of a safer place to live, work, and do business.

Highly Capable, Effective and Credible Police Service by 2030

Develop a responsive and

Highly Professional Police

Organization

Develop Competent, Motivated,

Values-oriented and DisciplinedPolice Personnel

A safer place to live, work and do

business

Improve crime

prevention and

solution

Improve community safety awareness

through community-oriented and human

rights-based policing

Optimize use of financial and logistical resources

The PNP Charter Statement highlights its vision of, “ Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible police service working in partnership with a responsive community towards the attainment of a safer place to live work and do business”.

The PNP vision statement is in line with its mission and mandate provide by successive laws/RAs 6975, 8551 and 9708, which are: ‘To enforce the law, prevent and control crimes, maintain peace and order, and ensure public safety and security with the active support of the community’.

Highlighted in both its vision and mission statements, the active support of the community/stakeholders.

The PNP Charter Statement also identified its Core Values that serves as its moral compass that guides every undertaking which are: Maka-Diyos, Maka-Bayan, Maka-Tao and Maka- Kalikasan.

The PNP CHARTER STATEMENT

The PNP STRATEGY MAP or ROADMAP

The PNP Roadmap identified four (4) Distinct but closely inter-related and mutually supporting perspectives with specific objectives that when achieved will result to the accomplishment/realization of its vision for a highly capable, effective and credible police service. The three (3) driver perspectives of Resource Management, Learning and Growth, Process Excellence contributes to the fourth/ outcome perspective ‘Community’ resulting to the attainment of a safer place to live, work and do business.

END OF PRESENTATIONEND OF PRESENTATION

TRANSFORMATION…Our Shared Commitment!!!

MUTATIO… Nostrum Partis Commitment

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"