INTRODUCTION AND

BACKGROUND of the Philippine

Development Plan (PDP) and the
PNP Medium Term Development
Plan (PNP MTDP)
I. Fundamentals of Planning

II. Philippine Development Plan

1. History and Background
2. Importance
3. PDP 2017-2022
4. AMBISYON NATIN 2040
5. 0 to 10 Point Socioeconomic Agenda
6. PDP in relation to PNP MTDP

III. PNP MTDP

1. History and Background
2. Importance
3. PNP MTDP 2017-2022
4. PNP Program Thrusts
 Norms

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FUNDAMENTALS OF PLANNING
If you are planning for a year, sow rice; if you
are planning for a decade, plant trees; if you
are planning for a lifetime, educate people." -
Chinese proverb.
“Give me six hours to chop down a tree
and I will spend the first four sharpening
the axe.” ― Abraham Lincoln, former U.S.
President
PLANNING in its generic sense is deciding in advance what to
do, how to do it, who is to do it, and when to do it.

ORGANIZATIONAL PLANNING refers to the process of

identifying organization’s objectives and formulating and
monitoring specific strategies to achieve them. This may entail
staffing and resource allocation.
 Characteristics
1. Future Thinking
2. Controlling the future
3. Decision Making
4. Maybe in any form (maybe tangible or intangible)
 Methods and Approaches in Planning
1. Environmental Scanning
2. Forecasting
3. Benchmarking
 Methods and Approaches in Planning
1. Top Down Planning
2. Bottom up Planning
3. Top Down Policy and Bottom up Planning and Execution
 Types of Plan

1. Strategic
2. Operational
3. Tactical
Strategic Planning are comprehensive and
integrated long –range plans to ensure that
organization meets its vision and mission
objectives. Execution requires the effort of the
people at different levels in the entire
organization. Effects are not realized
immediately.
Operational Planning is the support to
realize (operationalize) the strategic plan.
Devised for a period of a year or less and
whose results are evident after
implemented. It is usually practiced cross-
functionally.
Tactical Plans are detailed plan on how
the operational targets will be achieved.
This usually lay down the execution
part.
 A Successful Plan must:
INVOLVE – COMMUNICATE - FLEXIBLE
 1. Where Are We
• Situational analysis and strategic
assessment
• “Where are we in achieving our Vision?”
• Internal and External review
 1. Where Are We
• Gather and review documents including annual
reports, performance records, key performance
metrics, organizational charts, any other research,
campaign results
• Interviews, focus groups, surveys, consultations
 Tools in
Internal and
External
Analysis
 Tools in
Internal and
External
Analysis
 Tools in
Internal and
External
Analysis
 Tools in
Internal and
External
Analysis
 2. Where Could We Be
• Time to see your options to address the
strategic direction, including goals and KPIs
• Define organizational goals and identify
requirements to meet those strategic
directions
 2. Where Could We Be
• Internal and external review
• Use processes including stakeholder surveys,
and internal staff interviews
• Explore options at this stage: innovate by
expanding on existing ideas
 Internal Analysis

Budgets Organizat Systems

ion and
structure processes
and
capabiliti
es
 External Analysis

External Infrastructure Stakeholders

requirements and capacity
 3. Where Do We Want To Go
• Select the best direction and deciding on the best
strategic options for your organization, based on step 2
• Factors such as political environment, organizational
maturity, economic factors, skills and capacity,
stakeholders will guide the decision and find the right
balance between risk and reward
 3. Where Do We Want To Go
• Be too aggressive and you might risk overpromising and under
delivering
• Be too conservative and you might risk becoming irrelevant
• Allows communication across units and departments to align
all plans together
 4. How Do We Get There
• By this point, your destination will have defined a
clear direction
• Building a detailed roadmap and the draft of the
multi-year strategic plan will enable you to answer
this question
 4. How Do We Get There
• With clear goals and measurable objectives in place,
the right strategies can be created to achieve them
• Involve internal and external stakeholders to continue
to receive buy-in for the plan at a strategic level and
feedback to help anticipate resistance
 How to Write Strategies
• Strategies represent what you
want to accomplish and
guides how it will be
accomplished
• High level and should have a
deadline
• Strategies should align to one
or more of your objectives
 How to Write Strategies

Must consider capabilities Take into account

are necessary to build and management systems
maintain to achieve the necessary to build and
goals sustain the key
capabilities
Strategic
Plan
 5. How Do We Get There
• Tactics and Implementation of the strategic
plans
• Develop a series of tactical actions that will
bring about achievement of the strategic
objectives
 5. How Do We Get There
• Once senior leadership and stakeholders are
comfortable with the overarching strategic direction,
tactical plans are best done with the people and teams
that will be implementing them
• Action steps may be done on a monthly, quarterly or
annually basis
Stakeholder Analysis
• Who are the stakeholders?
• How are they impacted?
• What reactions (+/-) can we
anticipate from the
stakeholders?
• What is the stakeholder’s
level of influence?
• What must I do to move,
influence, get support from
the stakeholder?
 Stakeholder Analysis
High High
Influence/Power Influence/Power
High Low Interest High Interest

KEEP SATISFIED MANAGE CLOSELY

INFLUENCE/
POWER Low Influence/Power
Low Influence/Power
Low Interest
High Interest
Low MONITOR
KEEP INFORMED
(Minimum Effort)

Low INTEREST High

 Creating Political Support

Who Impact Likely Level of Proposed

(Low-High) Reactions Influence Approach
(Low-High)
 • Successful strategic planning
implementation requires commitment
from top executives
• Executives must lead and support
Leadership • Or, the strategic planning
Support implementation process will fail
• Without the full commitment of the
organization’s top bosses, don’t even
start strategic planning
Communication
• Ensures common understanding
• Facilitates the implementation
process
• Contributes motivation and buy-
in
• Surfaces concerns and issues
• Highlights successes and
milestones
• Improves knowledge
management
 Effective
Communication Plan
• WHO are the stakeholders involved in the
communication
• WHAT message is being communicated
• WHEN the information is communicated — weekly,
monthly, quarterly, as needed, or as identified
• HOW the information is distributed— in a meeting,
memorandum, email, newsletter, presentation, etc.
• WHO will disseminate the information
 Communication Plan
Who will get What will be When will it How will it Who will tell
the info told be told be told the info
 Aligning
Resources
• Link how your resources are
allocated to the efforts supporting
your strategy
• Efforts that contribute less directly
to strategic goals will become clear,
and you can realign budgets towards
more contributing strategic plans
• Know your budgets and match this
with the plans involved
 Create Concrete Projects
and Activities
• Finalize your strategic plan after
obtaining input from all invested
parties
• Align your budget to the
strategic plan based on your
financial assessment
• Align the strategic plans with
actions that each unit,
department, or group will need
to do
• Roll out your plan
 6. Are We Getting There
• Monitor progress to refine your strategy
• Objective-driven tactics would be created that
allow progress to be monitored and assessed
against the plan to see what could be improved
and how to grow beyond what was planned
 6. Are We Getting There
• Very important in the strategic planning process!
• Some organizations plan but do not check if their
plans succeed or is sustainable in the long term
• Based on concrete evidence and tangible data
 Evaluation

• Did it work?
• Does it matter?
• Can you prove it?
• How can you “sustain”
the benefits of the
strategies?
 FORMATIVE SUMMATIVE
(how can we improve) (did it work)

Types of Gathers data (hard or

Evaluation soft) midway the
implementation
At the very end of the
implementation

Adjust accordingly to Get data (hard and

the feedback soft) from the results of
the entire process and
Directly from the analyze it
stakeholders
 Evaluation Plan

Strategic Outcome Information When Who will How to

Objective Indicators Collection Collected Collect Report
Method
 Soft vs Hard Data

Hard Data is data in the form of numbers or

graphs, and can be measured, traced, and validated

Soft Data is data that is open to

opinions, suggestions, interpretations,
contradictions and uncertainties
 Create Progress
Reports
• In today’s environment, at a
minimum, you should be
reporting on your entire
strategy’s results on a
quarterly basis
• Report progress on your
measures and projects, and
how those link to your
objectives
 Regular Strategy
Meetings
• Report on strategy progress
quarterly or monthly with
the leadership team and
other key stakeholders
• Strategy review meetings
should be meticulously
organized – have an agenda
for before, during, and after
the meeting
PHILIPPINE DEVELOPMENT PLAN 2017-2022
The Philippine Development Plan (PDP) is a six year investment
plan or social contract crafted by NEDA based on the agenda
and deemed priorities of the incumbent administration. Also, it
is the blueprint of the administration for the next six years.
The PDP 2017-2022 is the first medium-term plan anchored on
a national long-term vision (AMBISYON NATIN 2040). It seeks
to lay a stronger foundation for more inclusive growth, a high
trust and resilient society and a globally competitive
knowledge and economy.
These priorities were guided by the 0+10-Point Socio Economic
Agenda.
The PDP 2017-2022 is our guide in policy formulation and
implementation of development programs for the next six (6)
years
AMBISYON NATIN 2040
On October 11, 2016, President Rodrigo R Duterte signed EO
No. 5 approving and adopting the 25-year long-term vision
entitled AMBISYON NATIN 2040 as a guide for developmental
planning.
Accordingly, ALL succeeding PDPs until 2040 shall be anchored
on AMBISYON NATIN 2040.
AMBISYON NATIN 2040 is a VISION not a
PLAN
 Vision Statement
• A vision statement is the core of any strategic plan, provides an idea what
the organization would like to achieve and gives it direction
• A good vision statement should be short, simple, specific to your business,
leaving nothing open to interpretation, yet ambitious – understandable by
everyone
• It is a statement that present the type of organization you are striving to
become and the high level goals you are hoping to achieve
 • Inspirational – challenging, uses powerful
words
• Ambitious – targets create the impression
the organization is going places
• Realistic – what is envisioned is achievable;
or else people will not believe or buy into it
• Clear – short sentence; precise language
• Creative – helps the organization
differentiate itself from others

Characteristics of a Vision Statement

VISION vis-à-vis PLAN
A VISION presents a picture of the future, a set of
personal life goals as well as ideals for the country; a
PLAN, on the other hand, consists of a set of strategies to
achieve the goals.

PLANS are contingent on various factors and

circumstances, just as routes to a given destination can
vary depending on the weather or road conditions.
VISION, like a goal or a destination , remains fixed, at
least for the given time horizon.

AMBISON NATIN 2040 provides the anchor for the

country’s development plans until 2040.
 THE MIDDLE- CLASS ASPIRATIONS
AMBISON NATIN 2040 envisions that by 2040, the Philippines is a
prosperous , predominantly middle-class society where there is
equality of opportunities and poverty has been eradicated.
 THE PDP’S MAIN PARTS

I- Introduction
II – Enhancing the Social Fabric (Malasakit)
III - Inequality-Reducing Transformation (Pagababago)
IV – Increasing Growth Potentials (Patuloy na Pagunlad)
V – Enabling and Supportive Economic Environment
VI – Foundations of Sustainable Development
 PNP’S PART IN THE PDP

Chapter 18 of the PDP enunciates “ENSURING SECURITY,

PUBLIC ORDER , AND SAFETY”

Peace , Security , Public Order and Safety constitute the

bedrock of the 0+10 point Socioeconomic Agenda of the
current administration.

National security and public order are essential elements

in building the foundation for inclusive growth, a high
trust and resilient society, and a globally competitive
knowledge economy.
 Subsector Outcomes of Chapter 18
1. Territorial Integrity and Sovereign Upheld and Protected

2. All forms of criminality and illegal Drugs

significantly reduced
3. Public safety ensured
4. Security and Safety of Overseas Filipinos Ensured
 LEGISLATIVE AGENDA
1. Defense Procurement Act
2. National Defense Act
3. National Security Act

4. PNP Reorganization and Modernization Act

5. Amendment of Dangerous Drugs Act
6. Amendment of the Philippine Immigration Act
7. Mandatory ROTC
8. Amendment of Disaster Risk Reduction Management Act
Simply put, it is the administration’s economic
agenda.
Why not 10-point Agenda?

Why 0 to 10 point Agenda?

It is not a 10-point agenda. It is a zero to 10-
point agenda, socio-economic agenda. The
Zero represents fighting criminality, fighting
corruption, fighting smuggling and peace and
order.

It is the bedrock that has to be addressed.

 Zero to Ten Point Agenda
0. Peace and Security

1. Continue and maintain current macroeconomic

policies, including fiscal, monetary, and trade policies.

2. Institute progressive tax reform and more effective tax

collection, indexing taxes to inflation. A tax reform
package will be submitted to Congress by September
2016.
3. Increase competitiveness and the ease of doing
business. This effort will draw upon successful models
used to attract business to local cities (e.g., Davao) and
pursue the relaxation of the Constitutional restrictions
on foreign ownership, except as regards land
ownership, in order to attract foreign direct investment.
4. Accelerate annual infrastructure spending to
account for 5% of GDP, with Public-Private
Partnerships playing a key role.

5. Promote rural and value chain development toward

increasing agricultural and rural enterprise productivity
and rural tourism.
6. Ensure security of land tenure to encourage
investments, and address bottlenecks in land
management and titling agencies.

7. Invest in human capital development, including

health and education systems, and match skills and
training to meet the demand of businesses and the
private sector.

8. Promote science, technology, and the creative arts

to enhance innovation and creative capacity towards
self-sustaining, inclusive development.
9. Improve social protection programs, including the
government’s Conditional Cash Transfer program, to
protect the poor against instability and economic
shocks.

10. Strengthen implementation of the Responsible

Parenthood and Reproductive Health Law to enable
especially poor couples to make informed choices on
financial and family planning.
SUMMARY

RECAP
THE PNP MEDIUM TERM DEVELOPMENT PLAN
2017-2022
 THE PNP MEDIUM-TERM DEVELOPMENT PLAN
(MTDP)
Sets priorities for six years of the Philippine
National Police as law enforcement sector
constitutionally mandated to uphold the rule of
law and sustain peace and security. It is
enunciated as among the thrusts of the
incumbent administration as formulated in the
PDP.
THE PNP MTDP is generally anchored on the PDP

The PNP MTDP 2017-2022, on the other hand, is

anchored on both PDP and AMBISYON NATIN
2040.
 THE PNP MEDIUM TERM DEVELOPMENT PLAN (MTDP) 2017-2022

PURSUE THE
KRA1 PROFESSIONALIZATIO
N OF THE POLICE

MTDP
FORCE

2017-2022

KRA2 INTENSIFY POLICE

OPERATIONS
 PURSUE THE
KRA1 PROFESSIONALIZATI
ON OF THE POLICE S T R AT E G I C
FORCE
GOALS
1. DEVELOP A RESPONSIVE AND HIGHLY
PROFESSIONAL POLICE FORCE

2. DEVELOP COMPETENT, MOTIVATED, VALUES-

ORIENTED AND DISCIPLINED POLICE PERSONNEL

3. OPTIMIZE USE OF FINANCIAL AND LOGISTICAL

RESOURCES
KRA2 INTENSIFY POLICE
OPERATIONS
S T R AT E G I C
GOALS
1. IMPROVE CRIME PREVENTION AND SUPPRESION

2. IMPROVE CRIME SOLUTION

3. IMPROVE PUBLIC SAFETY SERVICES

§ MTDP is anchored on the PNP’s mandate as the
country’s premier law enforcement agency.
§ Focus on delivering services on crime prevention and
suppression, and crime investigation and solutions.
§ The threats of climate change and terrorism, may ,
necessitate the introduction of a new core program –
public safety services
MTDP as Base Camp for P.AT.R.O.L PLAN 2030
 PAPs for Goal 1 of KRA1
End of Plan
Strategies /PAPs Performance Indicators/Measures OPR
Target
Updating of organizational No. of PNP Offices/Units updated 67 DPL
structure & staffing patterns
Job Design enhancement % of units activated/restructured 100% DPL
% of job descriptions enhanced or revised 100% DPRM,
DPL,
DHRDD
Human resource capacity % of competency frameworks developed for 100% DHRDD,
building program (competency offices/units & personnel DPRM
framework development)
Recruitment program Police to population ratio 1:474 DPRM
% filled-up quota 100% DPRM
 PAPs for Goal 2 of KRA1
End of Plan
Strategies /PAPs Performance Indicators/Measures OPR
Target
Human Resource
Management
a. Master Training % of police officers trained on the required DHRDD
Action Plan (MTAP) competencies:
1. Core competency training 100%
2. Functional/Technical competency 100%
3. Leadership competency 100%
4. Managerial competency 100%
5. Moral enrichment & ethics 100%

b. Morale & Welfare % of personnel benefitted 100% DPRM

No. of dependents benefitted
c. Comprehensive % of personnel without administrative cases 100% DPRM
Internal Disciplinary
Mechanism
 Strategies /PAPs Performance Indicators/Measures End of Plan Target OPR
Financial Management Report
a. Rationalized distribution of the % of police stations with decentralized 100% DC
released of MOOE to the end MOOE
users including the police
stations
b. Mainstreaming of AOPB % of police stations preparing AOPB 100% DPL
Preparation to police stations
Capability Enhancement Program
a. Basic Equipage Provision % fill-up of mission essential equipment 100% DL
b. Construction of Standard Police % of construction of standard police 100% DL
Stations stations
c. Research and Development ( % of development of R and D capability 100% DRD
R&D) Capability Development
Program
d. Information System Strategic Plan % of PNP office/unit complaint to 100% DICTM
information and communication
capability
 PAPs for Goal 1 of KRA2
End of Plan
Strategies /PAPs Performance Indicators/Measures OPR
Target
Police Intelligence
a. Case Operational Plans(COPLANs) No. of COPLANs formulated 35% DI
on High-Valued Targets (HVTs)
b. Establishment of Barangay No. of established BINs 42,027
Information Networks (BINs)
c. Arrest Most Wanted Persons (MWPs) No. of MWPs arrested 16,282
 PAPs for Goal 1 of KRA2
End of Plan
Strategies /PAPs Performance Indicators/Measures OPR
Target
Police-Community Relations % increase of community/household 60% increase DPCR
profiled
a. Community Organization and % increase of persons that attended 60%
Mobilization Program crime prevention lecture/symposium
b. Police Community Information and % increase of information-operation 40%
education Program plans/themes/messages disseminated
and published through TRIMP
c. Monitoring and Evaluation Program Safety Index 3 % increase
(Survey) Satisfaction Index -do-
Trust Index -do-
Respect Index -do-
 PAPs for Goal 2 of KRA2
End of Plan
Strategies /PAPs Performance Indicators/Measures OPR
Target
Crime Investigation Service Improve Crime Solution Efficiency 72.27 % DIDM
Improve Crime Clearance Efficiency 89.94%
Improved Index Crime Solution Efficiency 45.51%
Improved Index Crime Clearance 61.19%
Efficiency
Percentage of Arrest of Most Wanted 25.54%
Person (MWP)
Percentage of the Service of Warrant 44.87%
 PAPs for Goal 3 of KRA2
End of Plan
Strategies /PAPs Performance Indicators/Measures OPR
Target
Disaster Risk Reduction No. of Local Government Institutions/ 48, 636 DPCR
Management through capacity committee meetings attended
building
% police personnel who responded to 100%
disaster incidents
% increase of police personnel who 35%
underwent training on Disaster Risk
Reduction and Response Training
Internal Security Operations through No. of preventive patrols conducted 3 major and 7 DO
Community Organization and minor patrols
Mobilization per month
% increase of persons who attended 35% DPCR
pulong-pulong/symposium
 Monitoring and Evaluation Mechanism
1. AOPB – shall serve as the MTDP’s yearly implementation plan,
with the annual allocations in the GAA as its primary source of
funds.
2. Scorecard/ Dashboard of PATROL PLAN PGS - The scorecard and
dashboard under the PGS which captures unit performance vis-
à-vis unit mandates and functions shall be used for monitoring
performance.
THE PNP HARMONIZED
PLANS
PNP Program Thrusts
The PNP Program Thrusts sets forth the focus of
the current Chief PNP for the current year. As
such, all the projects and activities of all units
must be in synch with these Thrusts.
Workshop
We are already in the 4th quarter of the year, so
as Chief of the Plans Division of your PRO, you
are ordered to formulate/conceptualize the PNP
Program Thrusts 2021 to be submitted to the
DPL for consolidations.
Create/Formulate a Program Thrust for 2021
which is anchored both on the PDP and MTDP.
The following are the guidelines:
1. It should be anchored on the PDP/MTDP;
2. It should be in accordance with the priorities of the CPNP;
3. It should be feasible/realizable;
4. It should cover the needs of your region.

You should be able to justify why did you come up with

such program thrusts.
“An organization without a plan is likened to a
ship without a rudder. It cannot go elsewhere
and it is stuck at the dock”
 MTDP Specific
AMBISYON Program
PDP (PATROL Project and
NATIN 2040 Thrusts
PLAN 2030) Activities