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 Guide to Frequently Asked Questions on the NAPOLCOM PGS: Transformation 2020

1.    What is the NAPOLCOM PGS: Transformation 2020?

 - The NAPOLCOM Transformation 2020 is the governance roadmap of the Commission that uses the Performance Governance System (PGS) adapted and developed by the Institute for Solidarity in Asia (ISA) as the performance management tool.

2.    How was the NAPOLCOM Roadmap developed?  

-       The Roadmap is a product of a dynamic and participative process involving a series of brainstorming sessions and discussions.  The initial roadmap developed during the Working Session on April 3 and 4, 2014 went through several focus group discussions.  Such process culminated on February 13, 2015 when NAPOLCOM officialsand key staff, with the facilitation of the ISA, met again to review th Strategy Map, taking into consideration the feedback from both internal and external stakeholders.  

-       The important role of the Local Chief Executives (LCEs), as NAPOLCOM deputies, was recognized as an essential element in the successful implementation and sustainability of the Community and Service-Oriented Policing (CSOP) System.  

3.    What is the NAPOLCOM Strategy Map?  

-       In order to achieve the identified Vision, the organization should formulate a strategy.  A startegy is illustrated using a Strategy Map which is composed of objectives and goals that indicate how it will achieve the vision.  The outcomes of these objectives or goals are within the direct influence or control of the organization.  

-       The NAPOLCOM Strategy Map summarizes the strategic priorities that the Commission will pursue towards tha attainment of its Vision.  The Map highlights the NAPOLCOM’s breakthrough goals as well as the steps to be taken ina ddressing htree strategic perspectives- CORE PROCESSESS, LEARNING AND GROWTH, AND FINANCE.  It also includes the Charter Statement (i.e., Mission, Vision and Core Values) and the Strategic Objectives.  

4.    What is the PGS?  

-       The PGS is the Philippine’s adaptation of the Harvard Business School’s Balanced Scorecard (BSC).  It is a management tool used to track the Commission’s progress in the attainment of its Vision by 2020.

-       Coming from the tenet that good governance is good strategy formulation plus consistent strategy implementation, the elemnts of the PGS are expected to bring about performance results through a well-developed strategy.

-       The PGS has four stages: Initiation, Compliance, Proficiency, and Institutionalization.  For a public sector institution to reach the last stage of the PGS, it must be able to achieve breakthrough results through the implementation of key governance mechanisms.  

5.    Why is the Commission using the PGS as the framework for the NAPOLCOM Transformation 2020?  

-       The PGS promotes values oriented and participative development philosophy;  

-       The PGS can enable National Government Agencies (NGAs) to bring about performance results through a well-developed strategy;

-       As a holistic approach, the PGS provides balance on the major organizational perspectives that are intended to address issues and concerns of the Commission in the attainment of its vision;  

-       The PGS promotes transparency and accountability in view of the regular and effective monitoring and evaluation it will cultivate within the Commission; and  

-       The Philippine Governement encourages NGAs to utilize the PGS to improve performance management in the bureaucracy as its commitment under the Millenium Challenge Corporation. (MCC)  

6.    Is the PGS in conflict with other performance management tools being used by the government like the SPMS or RBPMS?

 -       No.  Different performance management tools may be used to capture an organization’s identified objectives and goals that reflect the different process improvements or new actions that must be done in a given timeline.  The PGS, the SPMS, and the RBMS track and better manage individual, unit and organizational performance to attain the strategic objectives and goals that will contribute to the pursuit of the vision of an organization.  These management tools can be harmonized and used to improve performance standards and promote good governance.  

7.    What is the NAPOLCOM Governance Scorecard?

-       The NAPOLCOM Strategy has indicators or measures that track the progress of its objectives and goals.  The Governance Scorecard is the tool that NAPOLCOM has adopted to identify targets for its strategy in order to be able to gauge performance in a transparent and comprehensive manner.

8.    What are the specific contents of the NAPOLCOM Charter Statements?  

-       The mission of the NAPOLCOM is directly derived from its given mandate in the 1987 Philippije Constitution and statutes (RA 6975 and RA 8551).  The NAPOLCOM Mission is: “To exercise administrative control and operational supervision over the PNP, with the end view of ensuring a highly capable, effective and credible police service.”  

-       The vision of the Commission takes into consideration its mandate and has a specified timeline.  The NAPOLCOM Vision is; “By, 2020, with the guidance of the Almighty, the National Police Commission shall be a highly efficient and effective overseer of a highly capable, effective and credible community and service-oriented (CSOP) Philippine National Police and CSOP-compliant Local Chief Executives (LCEs).”  

-       The core values in the Strategy are anchored on the core values in the NAPOLCOM Pledge.*  The NAPOLCOM Strategy shall guide its workforce in inculcating the values of honesty, integrity and dedication.   

-       Honesty and Integrity are given paramount importance taking into account that as the agency that has administrative control and operational supervision over the PNP, the Commission’s officials and employees must be role models in the promotion of good and honest government service.  They shall be motivated to perform their duties and act in favor of the community’s welfare or in maximizing the common good, by acting more consistently, as well as providing and enforcing laws that are fair and equitable.  

-       Continung Dedication shall be inculcated more among the workforce of the Commission.  As public servants, the willingness to sacrifice for the good of the country shall be given value through hard work, discipline, sincerity, and highest ethical standards.  

*With the Guidance of the Almighty, we do hereby solemnly swear to:  

N-urture Excellence and Professionalism,

A-dhere to the values of honesty, integrity and esprit de corps,

P-rovide efficient, effective and responsive service’

O-bey and respect the Rule of Law’

L-isten to client’s concrens’

C-ommit ourselves to the pronciples of transparency and accountability,

O-versee the Commission’s implementation of the policies and programs for the PNP,

M-old a civilian police organization that promotes community welfare.  

9.    What are the breakthrough goals and breakthrough results in a strategy map?  

-       Breakthrough goals are not the routine or whirlwind goals of an agency.  The breakthrough results must be mission-related, influencable by the organization, and truly transformative.  These results are directly or are contributory to the service that must be provided by an agency based on its mandate.  

-       Thre are two (2) breakthrough goals in the NAPOLCOM Strategy Map, these are:  

a.    Adopt the Community and Service Oriented Policing  System (CSOP); and  

b.    Resolve all 1,808 pending cases as of end of 2013 at the regional and central offices, and raise the percentage of cases resolved by the Commission within the reglementary period of 150 days* from 0 to 70 percent by 2016.  

*Counted from the filing of the Complaint until a draft decision is prepared.  

10. What is the rationale for these breakthrough goals?  

-       The first Breakthrough goal is externally driven as it relates to the primary mandate of the Commission as the oversight body for the PNP, as well as in its unique relationship with the Local Chief Executives (LCEs) as the Commission’s deputies in the exercise of its duties and functions over the local police forces in the provinces, cities, and municipalities subject to the provisions under RA No. 6975, as amended by RA No. 8551.  

-       The second Breakthorugh goal is internally driven which aims to expedite the disposition of police administrative cases.  

11. What are the three (3) strategic perspectives in the NAPOLCOM Strategy Map?  

-       The three strategic perspectives are the drivers of the Strategy.  In the NAPOLCOM Strategy Map are three (3) perspectives, these are Finance, Learning and Growth and Core Processes.  

-       The Finance perspective (Provide adequate funding for strategic initiatives) serves as the solid foundation for the succeeding perspectives.   

-       The Learning and Growth perspective involves measures that address organizational dysfunctions in relation to operational units, personnel, information technology and social capital.  NAPOLCOM recognized that “status quo and doing business as usual is not a workable option any longer. As a critical component, NAPOLCOM identified three priorities under this perspective, these are: Recognize and reward high performing units for their strategic contribution, Augment personnel complement and competencies of strategic units, and Optimize the use of the PDMIS in the central office and the regions.  

-       The Core Process perspective shall work towards the institutionalization of the CSOP in both the PNP and Local Government Units (LGUs) through the LCEs.  The Commission shall improve police discipline through simplified procedures for case resolution and critical legislation.  

12. What are the Strategic objectives under the Breakthrough Goals?  

In summary, the following are the nine (9) strategic objectives under each strategic perspective:  




Process Excellence

1.Institutionalize CSOP

  • Giving funding priority to initiatives directly related or supportive to strategic objectives
  • Linking financial management systems with vision on CSOP
  • Ensuring that LCEs exercise their functions as NAPOLCOM deputies consistent with the CSOP System


2.Bolster competencies of Chiefs of Police and LCEs in the new concept of community engagement

  • No. if Chiefs of Police completing a specialized training program


3.Simplify Rules of Procedure for the speedy resolution of cases

  • No. of pending cases as of end of 2013 from the regions and central office resolved
  • Percentage of cases resolved by the Commission within the reglementary period of 150 days under the streamlined Rules of procedure.


4.Pursue critical legislation to modernize police service and to rationalize disciplinary systems

  • Milestone in the legislative process (legislation supportive of statutory framework for CSOP


5.Reengineer inspection and monitoring mechanisms to ensure adoption of CSOP

  • No. of police stations complying with NAPOLCOM requirements as validated by the Regional Offices
  • No. of Chiefs of Police complying with NAPOLCOM convergence requirements as validated by the regional Offices

Learning and Growth

6.Recognize and reward high performing units for their strategic contribution

  • Retooling its performance management system
  • Providing a rewards mechanism to offices and units


7.Augment personnel complement and competencies of strategic units

  • Strengthening operational units directly having impact on transforming police service
  • Filling up vacant funded positions, and creating plantilla positions


8.Optimize the use of the Police Disciplinary Information System (PDMIS) in the Central and the Regions

  • No. of central and regional offices with updated case information uploaded in the PDMIS


9.Provide adequate funding for NAPOLCOM Strategic Initiatives

  • No. of strategic initiatives with adequate funding support

  The focus of the strategy is the adoption and institutionalization of the CSOP and strenghtening of the police administrative disciplinary machinery.  

13.  What is the Community and Service-Oriented Policing System (CSOP)?  

-       The CSOP System (NAPOLCOM Resolution No. 2015-342) is intended to bring the PNP closer to the community and be regarded as partners in community development;  

-       It will enable the PNP to perform its mandate, particularly the mandate to support the strengthening of local government capability for the effective delivery of basic services tothe citizenry.  

-       It promotes the bolstering of a system of coordination and cooperation between the local executives, the citizenry and the law enforcement agencies created under RA 6975, as amended, as well as other agencies existing and operating in the locality.  

14.  What is the Office for Strategy Management (OSM)?  

-       As the manager of the strategy, the main function of the OSM is to tailor-fit its transformation program into the organization.  This is done through rallying all units in aligning to the strategy, harmonizing all the processes and systems to the PGS, monitoring & reviewing scorecards, and making sure that the strategy moves forward to produce results.  In overseeing the PGS, the OSM must find ways beyond its technical functions to innovate the system, and mentor units and individuals for effective implementation.  

15. What is the function of the NAPOLCOM PGS Technical Working Group (TWG)?  

-       The TWG is the core team that is formed to design the strategy execution.  As members of the different implementing units, they ensure that initiatives and other actions needed to achieve the targets in the scorecard are done properly and regularly.   

16. What is the role of the NAPOLCOM Advisory Council for Transformation (NACT)?  

-       To involve its constituency and primary stakeholders, the NAPOLCOM convened the NACT as its strategic counsel.  As its external partner in stratgey execution, members of the NACT are expected to meet regularly to provide not just valuable advice or inputs in evaluating strategy development and implementation, but also to set their own initiatives.  Through doing so, it urges NACT members to become active citizens in pursuit of good governance and shared responsibility.