The Change Agenda

(published 09 February 2015, MST)

Yesterday I wrote about the Integrity Enhancement Program of the Philippine National Police, and how the Integrity Pledge by personnel and officers of the 150,000-strong police force was supposed to have highlighted the PNP’s anniversary celebration last January 26.
Today I write about the bigger context that the enhancement program, which runs between 2014-2016, falls under—PATROL Plan 2030.
PATROL stands for Peace and order Agenda for Transformation and upholding of the Rule Of Law. It serves as the road map of the institution which is the first to admit that it has conspicuous gaps, poor perception by the public, and a wide room for improvement.
The desire to put forth a change agenda in the police is not new. In 2005, three separate studies revealed that the PNP was a dysfunctional institution. It also did not have enough resources to support its mandate to train its people, and to offer a good welfare and benefit system. In response,the 10-year Integrated Transformation Program was launched, seeking to address the PNP’s dysfunctions, strengthen its law enforcement capabilities, and enhance the welfare of its members and their dependents.
Midway into the ten-year plan, a further study revealed that not all the concerns raised had been addressed. The reason, according to Police Superintendent Ercy Nanette Tomas, legal officer and chief of the Organizational Alignment Division of the Center for Police Strategy Management, is that there was too much focus on the advocacy—but no corresponding tools to measure targets and results.
Came then the Performance Governance System utilizing the Balanced Scorecard framework by Robert Kaplan and David Norton. The framework, adapted into local circumstances and setting, provides a common reference and measure of progress to support strategic priorities of the institution. In adopting the PGS, the PNP did not have to start from scratch; it built on what was started in the original transformation program.
Under the PGS, the main issues are performance, leadership, resources, operating systems and organizational culture. And these were not just abstract concepts; these have indicators by which targets can be set and progress observed, quantified, and thus measured.
The other component of the PGS is the strategy map, which is a systemic representation of what the PNP intends to do to attain its vision, which is:
“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 mission of the organization is to enforce the law, prevent and control crimes, maintain peace and order, an ensure public safety and internal security with the active support of the community.
Philosophy is centered on service, honor and justice; core values are, as expressed in Pilipino—maka Diyos, makabayan, makatao and makakalikasan.
At the base of the strategy map is Resource Management, which refers to the optimization of the use of financial and logistical resources.
Building on this, Learning and Growth follow. There are two aspects here—the development of competent motivated, values-oriented and disciplined police personnel (Integrity Enhancement Program is here), and the development of a responsive and highly professional police organization. 
From here comes Process Excellence, manifesting itself through improved crime prevention, improved crime solution, and improved community safety awareness through community-oriented and human rights-based policing.
As a result, there will be a community where it is safe to live, work and do business.
The strategy map is propped up on both sides by Stakeholder Support, emphasizing the participatory nature of the process of improvement. Input from outside the organization is as important as that from within.
An important aspect of PATROL is the cascading part—the strategy is not only confined to the people who drafted them at the national headquarters. Instead, all units are required to chart (and periodically update) their own road maps given their jurisdictions and resources.  All unit members are also required to participate in the planning process, so that there is real ownership of the road map.
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Given what is happening now with the PNP, arising from the death of the 44 SAF commandos in their pursuit of global terrorists in Mindanao, and in the ensuing leadership crisis, has the road map been affected at all?
“Of course,” says Police Senior Superintendent Noel Baraceros, Director of the CPSM. “We can extract many lessons from what happened. We were reminded that we need to enhance our capability. We have to improve our skills and our equipment so that we become self-contained. That way we will no longer have to ask for the support of others as we perform our jobs.”
The wave of emotions of the Filipino public also reminded them that every sacrifice made is worth it. “Tumaas ang respeto ng tao sa pulis, na awaken ang nationalism,” says PSupt Tomas. “Naalala nila na ang pulis nga pala ay kayang magbuwis ng buhay para sa bayan.”
“For now, we need to manage our emotions and move forward, as General leonardo Espina has said,”  Baraceros adds. Moving forward means, to him, persevering in the transformation knowing that change does not happen overnight.
“We have a big responsibility to the community. This is how we give meaning to the sacrifice of the 44.”