Element 1 - Functionality of Strategy Partners

PNP P.A.T.R.O.L.
Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”
MODULE III: Functionality of Strategy Partners

Sequence of Presentation
• Mandatory Elements of the Proficiency Stage
• Description per Criteria
• Audit Checklist
MANDATORY ELEMENTS
1. Functionality of Strategy Partners
a. Advisory Council
b. Technical Working Group
c. Police Strategy Management Unit
2. Analysis and Examination of Strategy Execution
a. Regular Monitoring, Review and Reporting of Strategy
b. Functional Scorecard and Dashboard to Individual Level
c. Cascading of Strategy to Individual Level
3. Stakeholder Communication
a. Implementation of the Communications Plan
4. Initiatives Management
a. Link to Human Resource
b. Link to Budget
c. Link to Logistics
d. Link to Systems and Processes
5. Best Practices and Breakthrough Results
a. Sharing and Implementation of Best Practices
b. Breakthrough Results on the 2015 Commitment
SLIDE 24
FUNCTIONALITY OF STRATEGY PARTNERS
Advisory Council
Factor Criteria Description
The Advisory Council Members represent the Key /
Diversity in composition
Relevant Sectors in the community.
The Advisory Council has evolved to be able to create sub-
Focus areas or groups
committees or focus groups (such as for Resource
(sub-committees)
Generation, Communications, Legal, etc.)
Clear plan and The Advisory Council, including the focus groups, have
deliverables prepared their short-term and long-term plans
Working
The Advisory Council consistently implements its processes
Organizational
Efficient support process and procedures as supported and documented through
Structure and
and procedures: Manuals, guidelines, issue tracking mechanism, etc. (refer
Systems
to Compliance Stage criteria)
Self assessment The Advisory Council has a system to assess its own
mechanism performance and report progress towards its commitment.
The Advisory Council has taken steps to link with other ACs
Linkages with other for discussion of common issues and consideration of joint
Advisory Councils projects. (e.g. Regional AC linked to provincial ACs; NSU
mother unit AC linked to the regional units’ ACs)
Advisory Council
The Advisory Council is highly active in providing strategic
a. Advisory inputs and perspectives, and strongly involved in the
Over-all Value-
Board strategy review process to help guide the unit in its
Adding
transformation journey
Contributions/
Functioni The Advisory Council is active in promoting the Unit in
Sustained b. External
ng role various forums and acts a channel to connect with outside
Presence and communicator
as: networks and organizations.
Involvement/
c. Supporter of
Influence and The Advisory Council strongly supports the initiatives of the
initiatives
Impact unit and has made targeted contributions that have impact
(targeted
on the strategic priorities.
contributions)
Advisory Council
FACTOR CRITERIA MEASURE SOURCE

No. of sectors
represented:
1. Government/LGU
2. Business
3. Education
Working
4. Religious
Organizational Diversity in *Resumes
1 5. Mass Media
Structure and composition *Profile
6. Community/Civil
Systems
Sector/NGOs/Youth
--------------
No. of Members and
Relevance of
Representation
Advisory Council

*Oath of office
*
After activity re
Presence of working port/minutes of
Working the meetings
Focus areas or sub-committees or
Organizational *
groups (sub- 2 focus groups to
Structure and Attendance sh
committees) address particular eet of SR
Systems
issues and concerns *Regular AC
meeting
*Meeting with
other ACs
*
Profiles of the
AC Members
Advisory Council

*Timetable of
Working Presence of plans
Activities
Organizational Clear plan and and deliverables in
3 *Short-term or
Structure and deliverables support of the unit's
long-term
Systems Strategic Initiatives
plans
Advisory Council

Efficient Support
Process and
Procedure:
Working
a. Regularity and *AAR
Organizational Quorum in every
Quality of 4 *
Structure and meeting
Meetings Minutes of the
Systems meetings
1. Commitment
(High
Attendance)
Advisory Council

Efficient Support
Process and
Procedure:
Working *Conference
a. Regularity and
Organizational No. of meetings Notices
Quality of 5
Structure and conducted *Invitations
Meetings
Systems *AAR
2. Regular &
Special
Meeting)
Advisory Council

Efficient Support
Process and
*AAR
Working Procedure:
No. of *
Organizational a. Regularity and
6 resolutions Minutes of the
Structure and Quality of meetings
sponsored
Systems Meetings *
3. Quality of Proposed Res
Interaction olutions
Advisory Council

Efficient Support
Process and
Working Procedure:
No. of *AAR
Organizational b. Procedures
7 documented *
Structure and and
meetings Minutes of the
Systems Documentation meetings
1. Existence of
AAR
Advisory Council

Efficient Support
Process and
Procedure:
*Manuals
b. Procedures
Working Document *TOR
and
Organizational defining terms of *
Documentation 8
Structure and reference of the Oath of Undert
2. Procedures on aking
Systems members
selection, *Letter-
succession, Invitations
and
responsibilities
Advisory Council

Efficient Support
Process and
Procedure:
Resolutions *Resolutions
c. Issue/advice
Working approved by the *Minutes of AC
tracking, Meetings
Organizational AC vs adopted
resolution, and 9 *Other
Structure and and/or
monitoring supporting
Systems implemented by
1. Resolution documents
the unit
identification
and monitoring
process
Advisory Council

Efficient Support
Process and
Procedure:
c. Issue/advice
tracking,
Working # actions/
resolution, and *AAR
Organizational interventions vs.
monitoring 10 *
Structure and # actionable
2. Actions/interve Minutes of the
Systems items Meetings
ntions of unit
on actionable
items resulting
from previous
ac meetings
Advisory Council

Presence of
periodic
assessment of
Working its own
Organizational Self assessment performance and *
11
Structure and mechanism reporting of Annual Report
Systems progress made on Advisory Co
towards the uncil Key Cont
ributions
fulfillment of
commitments
Advisory Council

Presence of
steps taken by
the AC to link *AAR
Working
Linkages with with other AC for *
Organizational
other Advisory 12 discussion of Minutes of the
Structure and Meetings
Councils common issues
Systems *Letter of
and
consideration of Invitations
joint projects
Advisory Council

Over-all Value-
adding Presence of
contributions/ strategic or
Functioning Role
Sustained operational *
as: 13
Presence and information, Annual Report
a. Advisory Board on Advisory Co
Involvement insight and
/Influence and guidance uncil Key Cont
ributions
Impact
Advisory Council

Over-all Value-
adding *AAR
contributions/ Functioning Role Advocacy in *
Sustained as: support of the Minutes of the
14 meetings
Presence and a. External PNP PATROL
Involvement communicator Plan 2030 *
/Influence and Annual Report
Impact on Advisory Co
uncil Key
Contributions
Advisory Council

Over-all Value-
adding *AAR
Functioning Role Capacity building
contributions/ *
as: through
Sustained Minutes of the
a. Supporter of 15 knowledge meetings
Presence and
initiatives (targeted sharing, learning *
Involvement
contributions) and growth Annual Report
/Influence and
uncil Key
Contributions
Advisory Council

Over-all Value-
adding *AAR
Functioning Role
contributions/ *
as: Morale and
a. Supporter of 16 welfare meetings
Presence and
initiatives (targeted improvement *
Involvement
contributions) Annual Report
/Influence and
uncil Key
Contributions
Advisory Council

Capability
Over-all Value-
enhancement
adding *AAR
Functioning Role through
contributions/ *
as: provision of
a. Supporter of 17 additional meetings
Presence and
initiatives (targeted logistical *
Involvement
contributions) resources/facilita Annual Report
/Influence and
ting of major on Advisory Co
Impact uncil Key
projects
Contributions
Advisory Council

Over-all Value- Provision of
adding additional *AAR
Functioning Role
contributions/ financial *
as:
Sustained resources for the Minutes of the
a. Supporter of 18 meetings
Presence and implementation
initiatives (targeted *
Involvement of the PNP
contributions) Annual Report
/Influence and PATROL Plan
Impact 2030 on Advisory Co
uncil Key
Contributions
Technical Working Group
The TWG structure is well-defined and sustainable despite
Appropriate organizational
changes in the membership. It has appropriate succession
set-up
plan and turnover system in place.
Working The TWG has prepared their short-term and long-term
Clear plan and deliverables
Organizational plans and are committed to delivering them.
Structure and The TWG consistently implements its procedures as
Systems Efficient support process
documented through guidelines, Manuals and defined
and procedures
process for meetings, cascading and strategy review.
Self assessment The TWG has a system to assess its own performance and
mechanism report progress towards its commitment.
a. Strategy and The TWG champions the strategy with strong commitment
Sustained governance ensuring that the strategy is ready to be operationalized to
Presence and Functioning
champions the subordinate units.
Involvement/Infl
role as: b. Instruments/ The TWG takes an active oversight and operational role in
uence and
Impact Influencers in ensuring the cascading process is implemented and
cascading effective.

Working % of TWG
Appropriate
Organizational members with *Letter Orders *
organizational 1
Structure and issued official Staffing Pattern
set-up
Systems orders

Presence of
Working short/long term
*Calendar of
Organizational Clear plan and plans in line with
2 Activities
Structure and deliverables the PNP
*Action Plans
Systems P.A.T.R.O.L Plan
2030

Working Efficient *
# of TWG
Organizational support After TWG-Meeti
3 meetings ng Reports
Structure and process and
conducted *
Systems procedures
Minutes of the Me
etings

% of TWG
meetings with
Working documented *
Self
Organizational actionable items After TWG-Meeti
assessment 4 ng Reports
Structure and and
mechanism *
Systems corresponding
actions taken to Minutes of the Me
address them etings

% of Strategy or
Operations
Functioning
Sustained Reviews
role as *
Presence and conducted by at
Strategy and 5 Letter Orders issu
Involvement/Influ least 80% of ed
governance
ence and Impact TWG members *AAR SR
champions
and not their
representatives

*After Activity
% of TWG Reports (
Functioning members that Cascading activiti
Sustained es
role as comprised and
Presence and , TWG and
Instruments/ 6 actively
Involvement/Influ AC Meetings)
Influencers in participated in an
ence and Impact *
cascading Audit or
Cascading Team Composition of A
udit Teams
*
AAR of CEP activ
ities
Police Strategy Management Unit
The PSMU structure is established and functional. There
Established structure /
are personnel that are performing the roles in a continuous
staffing pattern
Working capacity.
Organizational Capability and competency The PSMU staff are capable of handling their roles based
Structure and of staff on a defined competency framework
Systems
The PSMU consistently implements its procedures as
Efficient process and
documented through guidelines, Manuals and defined
procedures
process for meetings, cascading and strategy review.
a. Scorecard
Sustained
Manager
Presence and Functioning The PSMU is consistent and effective in fulfilling its roles in
b. Initiative
Involvement/Infl strategy and scorecard review, cascading, initiative
role as: Manager
uence and management, etc.
Impact
c. Alignment
Manager

Working
Established Continued *
Organizational
structure/ 7 existence of a Letter Orders issu
Structure and
staffing pattern formalized PSMU ed
Systems *Staffing Pattern

Continued
Working
Established existence of an
Organizational
structure/ 8 operational/ PSMU office facili
Structure and ty
staffing pattern functional PSMU
Systems
office facility

% of PSMU *
Working members with Training Profile of
Capability and PSMU Members
Organizational enhanced skills
competency of 9 *
Structure and and
staff Training Certificat
Systems competencies
es
*After-Training
Reports

Existence of *After Activity
Working
Efficient internal Reports
Organizational
process and 10 monitoring *Calendar of
Structure and
procedures tool/mechanism Activities for CY
Systems
for compliances 2015

Sustained Functioning Regular
*Unit Scorecard
Presence and role as submission of
11 *
Involvement/Influ Scorecard updated
Official transmittal
ence and Impact Manager scorecard

Sustained Functioning Regular *
Presence and role as 12
submission of Updated Initiative
Involvement/Influ Initiative updated initiative Profile
ence and Impact Manager profile *
Official transmittal

Sustained Functioning
Regular conduct
Presence and role as 13 of Strategy *AAR SR
Involvement/Influ Alignment
Reviews
ence and Impact Manager

Sustained Functioning *
Regular conduct
Presence and role as AAR Cascading A
14 of Cascading ctivities
Involvement/Influ Alignment
Activities *Other supporting
ence and Impact Manager
documents
TEAM
PNP
TRANSFORMATION…
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION

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PNP P.A.T.R.O.L.

MODULE III: Functionality of Strategy Partners

FACTOR CRITERIA MEASURE SOURCE

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