PNP MASTERS PLANS and

CURRENT THRUSTS

Objectives:
At the end of the course, the students shall be
able to,
A. Discuss the PNP Master plans and its current
thrusts.
B. explain their part in the achievement of the
PNP plans and thrusts.

Brief History:
A. On November 25, 2003 a project entitled
Transforming the PNP into a more capable,
effective police force was formally launched
marked with the execution of memorandum of
agreement (MOA) between the Supreme Court
of the Philippines, represented by Ma. Evelyn
Toledo Dum-Dum, as her capacity as program
Director of the supreme court program
management office and the Philippine
National Police (PNP) represented by the
Police Director General Hermogenes E.
Ebdane jr. in his capacity as the chief of the
PNP.

B. The MOA designated the PNP as the

implementing agency of the project and the
SC-PMO as its executing agency. The project
was under the auspices of yet another joint
Government of the Philippines- United Nations
Development Programme (GOP-UNDP) project
entitled Judicial Reform: Strengthening
Access to Justice by the Disadvantaged.

C. The UNDP engaged the services of the

Center for Public Resources Management
(CPRM) to provide technical assistance in the
conduct of an independent diagnostic study of
the submitted its draft final report to the PNP
on 27 June 2005 and, ultimately, the final
GOP-UNDP study was launched on 28 July
2005.

THE PNP INTEGRATED TRANSFORMATION PROGRAM

Prior to the commissioning of the GOP-UNDP

study, Her Excellency President Gloria
Macapagal Arroyo had already directed the
creation of the PNP Reform Commission under
the chairmanship of former Department of
Justice Secretary and Ambassador Sedfrey A.
Ordonez. On 19 September 2003, the
commission was authorized under
Administrative order nr. 85 to conduct a
comprehensive study of the PNP and to
recommend organizational reform measures.

The GOP-UNDP study, which was already submitted

to the President, focused on the problems
confronting the PNPs internal environment
(organization, leadership, structure, and functions)
and how several external environments ( different
factors affecting PNPs operational, financial,
logistical, and human resources capabilities)
affects the credibility and effectiveness of the
police force. It identified major reform issues
regarding mismatched resources
vis-a-vis
multifarious task; internal factors affecting career
development, personnel compensation and
benefits; internal factors affecting administrative
and operational capability; and other external
factors affecting the police organization.

It also proposed a four point reform measures

on capacity building through improved PNP
support system; enhancing police
professionalism and instilling organizational
values; enhancing administrative and
operational capabilities; and rationalizing
organizational relationships and linkages with
other agencies.

The Key Result Areas

National Policy and Institutional Development- to formulate
and implement a national internal security policy and
strategy; rationalize the overall institutional framework of
the police system; improve the functional delineation and
coordination between law enforcement agencies and the
conventional police institution; remove institutional
mechanisms that render the PNP vulnerable to
politicization and erode its unity of command and internal
management authority; strengthen the NAPOLCOM as
body tasked with the formulation of rules, regulations and
standards for the entire police system; adopt
mechanisms for institutional continuity and stability,
particularly in police leadership; and firmly establish a
self-administering and managing professional PNP.

POLICE OPERATIONS- to initiate reforms in rules

and procedures in the conduct of police
operations; provide police stations with the
appropriate work tools and strengthen crime
research to support more effective crime
management operations.

FACILITIES DEVELOPMENT- to upgrade physical

facilities and equipment in support to police field
operations, including the updating of police
equipment standards and the development of multiyear financing and procurement plan; development
and upgrading of facilities, equipment and physical
set-up of the PNP crime laboratory; and the
provision of model infrastructure for police stations
and substations. An important component of this
program is the improvement of capacities for the
management and preservation of police evidence.

Human Resources Development and Management- to

initiate policy reforms in human resource
development and improve thee human resource
management systems including staffing, recruiting
and selection, personnel administration, career
development and promotion, police remuneration,
and police discipline. Two important components of
this program include the reengineering of the
institutional framework of police education and
training and particularly strengthening the capacities
and organization of the Philippine Public Safety
College, integrating all police training therein, and
strengthening police education and training circular;
and the establishment of a PNP pension and insurance
corporation.

Administrative and Financial Management- to

reform and strengthen the resource
generation capacity of the PNP, streamline
and improve the entire financial management
system by infusing more appropriate tools will
allow systematic linkage between strategic
and operational plans, budgets prioritization
and detail formulation, and decentralize
administrative and financial management to
the appropriate enterprise units in the field,
while strengthening and integrating oversight
administrative and financial management
functions.

Strategic Planning and Performance Management- to

design and institutionalize a strategic planning
system within the PNP, strengthen operational
planning capacities of mission-critical units; develop
results-based monitoring and evaluation systems
which will be run at the operational and oversight
levels of the PNP organization. An essential
component of this program will be the formulation
and implementation of a crime indicator system that
will be identify an appropriate set of indicators that
will guide the monitoring and evaluation of the
countrys crime situation and its performance, and
the corresponding procedures for data generation
and reporting.

Information and Communication Technology- to

develop and implement a PNP Integrated
Crime Management Information System or
CMIS. The system will be designed to work as
part of a broader criminal justice information
system architecture. The PNP CMIS will
operate at the police station level providing
transaction processing modules that will feed
into a crime database, tracking, and
monitoring system that will enable crime
mapping and analysis at station and higher
geographical levels.

Demonstration of Excellence Through

Development of Best Practice- to demonstrate
the effectiveness of the fundamental
institutional and system reforms by combining
them with a more comprehensive locality or
community-based peace and order planning
and management that will involved various
stakeholders.

Public Information and Advocacy- to support

implementation of the transformation program
from start to finish by providing broad and
stakeholders information, education, and
advocacy strategies and interventions which
will engender active cooperation and support.

Reform Management- take the lead in

implementing the medium-term reform
program by enhancing the institutional
framework and operating mechanisms of the
PNP; Prepare plans and managed the entire
change management and day-to-day reform
development, contents synchronization, and
implementation of management processes.