Philippine National Police

SPECIAL ACTION FORCE

OVERVIEW OF
PNP P.A.T.R.O.L.
PLAN 2030

Vision: Highly Capable, Effective and Credible PNP Tactical Unit by 2020.
 OBJECTIVES
At the end of this presentation students will successfully:
 Be reviewed of the PGS
 Understand what is PGS
 Be reminded of the PNP Road map and SAF Charter
Statement
 Understand the Scorecard
 Be familiarized with the members of SAF Advisory
Council, Technical Working Group, and SMO Staff
 Be updated with developments of SAF with regard to
PGS
 Know your individual role in the in the PGS.
 SAF TWGOrder
ON PNPof P.A.T.R.O.L.
PresentationPLAN 2030
 Guidance of the C,PNP
 Brief History of PGS
 What is PGS?
 PNP PATROL PLAN 2030 Charter Statement and
Strategy Map
 PNP SAF Charter Statement and Strategy Map
 The Scorecard
 Strategic Partners: Advisory Council, TWG and SMO
 FAQs
 Guidance of C,PNP
“Execute diligently the existing PNP
administrative and operational
policies including the established PNP
narrative to provide effective public
service- Continue effective program
approaches with positive outcomes
and feedbacks.”
 Brief History of
Performance Governance System
PGS Video
Water Break!

5 Minutes…
Performance Governance System Stages

Institutionalization

1. Presence of mechanisms
Proficiency and tools for data
tracking and reporting of
1. Analysis and strategic performance
examination of
Compliance strategy 2. Conduct of impact
execution evaluation:
1. Formalization of the
Advisory Council 2. Creation of the • Center for Leadership and
Initiation Office of Governance
2.Cascading of vision Strategy • Cascade to the Individual
1. Formation of and strategy down to Management • Improved Core Processes
Technical Working individual level • Performance Evaluation
3. Regular
Group System
monitoring and
3.Aligning budget and review of • Transformed Corporate
2. Formation of human resources to Culture
strategies
Multi-Sectoral • Breakthrough Results
Governance the vision and 4. Initiatives
Council (MSGC) strategies Management
4. Implementation of the 5. Best Practices
3.Formulation of Communications Plan and
Strategy Map and 5. Quarterly conduct of Breakthrough
Strategy Reviews Results
Governance
Scorecard
Performance Governance System Stages
PNP National Headquarters
Institutionalization

Proficiency

REVALIDA 2012
Compliance PDG
BARTOLOME
Initiation REVALIDA 2011
PDG
BARTOLOME
REVALIDA
2009
PDG
VERZOSA
Activation of the Center for Police Strategy
Management on December 15, 2011
 PHILIPPINE NATIONAL POLICE
CENTER FOR POLICE STRATEGYMANAGEMENT
(PNP- CPSM)
Mandate:

 Oversee the implementation of the PNP PATROL PLAN

2030: “Peace & order Agenda for Transformation and
upholding of the Rule-Of-Law”;

 Integrate all strategy management processes, sustaining

strategy execution & management, and instilling a
culture of strategic focus;

 Identify & recommend key priorities and strategic issues

to the C,PNP;

 Assist & advise PNP Units in selecting targets &

identifying strategic initiatives;
 WHERE IS
THE ITP-PGS NOW?
PNP Institutionalization
Water Break!

5 Minutes…
 WHERE IS
THE ITP-PGS NOW?
 Where is SAF now?
SPECIAL ACTION FORCE
Institutionalization

Proficiency

REVALIDA
Compliance 2017
PDIR BENJAMIN M LUSAD

Initiation REVALIDA
2015
PDIR VIRGILIO M LAZO
REVALIDA
2013
PDIR GETULIO P NAPEÑAS
 SAF’s PGS Journey
DATE Status Special Award
December 13, 2013 Conferred as Initiated Silver Eagle Award
Status
October 26, 2015 Conferred as Compliant Silver Eagle Award
Status
February 1, 2017 Conferred as Proficient Gold Eagle Award
Status
January 11, 2018 Conferment of all Line 1- Gold eagle Award
Units as Proficient 7- Silver eagle Award
Status 1- Pass
November 13, 2020 Conferment of all Newly 5- Silver eagle Award
Activated Battalions 1- Pass
Awaiting for Institutionalization 17
 Where is SAF now?
Timeline for Institutionalization
DATE ACTIVITY
October 6, 2020 3rd Quarter CY 2020 Pre- Strategy
Review
October 13, 2020 3rd Quarter CY 2020 Strategy Review

3rd and 4th week Initiation Evaluation Process for New

October 2020 Battalions
October 22, 2020 Unit Certification of New Battalions
November 12, 2020 Conferment of New Battalions
1st December 2020 PNP SAF application for
Institutionalization
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
• It is a participatory process in line with the principles and best
practices of good governance and responsible citizenship
• It calls for an effective, sustained and systematic contribution
from individuals and institutions for the common good of the
institution and community as well as the long-term development
of the Philippines.
• It is the organization’s strategy endeavors for real and lasting
transformation through adaptation of the Balanced Scorecard as
a management and measure

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

PNP PATROLPLAN 2030 CHARTER
STATEMENT AND STRATEGY MAP
 VISION
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
MANDATE the attainment of a safer place to live, work, and do business.
Republic Act 6975 as
amended by RA Highly Capable, Effective and Credible Police Service by 2030
8551 and further
amended by
RA 9708
A safer place to live, work
MISSION and do business
Enforce the law,
prevent and control
crimes, maintain
peace and order, and
Improve Improve community safety
ensure public safety Improve
crime awareness through community-
and internal security prevention crime
oriented and human rights-based
with the active solution
policing
support of the
community.

PHILOSOPHY Develop Competent, Develop a responsive and

Service, Honor and Motivated, Values-oriented Highly Professional
Justice and Disciplined Police Police Organization
Personnel
CORE VALUES
Maka Diyos
Makabayan Optimize use of financial and logistical
Makatao resources
Makakalikasan
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
THE STORY BEHIND THE PNP ROADMAP

Briefly, the story behind the PNP strategy conveys that in order for
the organization to realize its goal, the drivers or the means how each
objective in every perspective is to be achieved, should be
accomplished. It establishes a cause and effect relationship wherein
one cannot progress without the other. It all starts from the objectives
stated in the resource management, being the foundation, all the way
up to the process excellence perspective. 

The linking and interconnection of the objectives demands that the

PNP must first maximize the use of available financial and logistical
resources since the PNP, as a National Government Agency, is largely
dependent on the limited funding, provided by the National Government
through the General Appropriations.
.
 Resource Management will then trigger the
implementation of objectives by becoming the bedrock for
all perspectives which forces the institution to harness its
resources and mobilize what it can to support all facets of
police operations. But to realize this, the resources
provided must be made adequate through optimal use with
high standards of transparency and accountability
 By optimizing, the PNP will be able to fund and support
its initiatives under the Learning and Growth perspective
and as a result, ensures that personnel are kept motivated,
competent and efficient. Also in this perspective, it is
necessary to develop personnel, beginning from
recruitment up until retirement, through a well-defined
career path based on human resource management and
development program. Improvement of organizational
strategies, structures, systems and mechanisms must
therefore be deployed to support these undertakings that
will guarantee an enabling environment conducive to
human resource development.
 With a developed competent, motivated and responsive
organization, an improved crime prevention and control and
community safety awareness will result to Process
Excellence. Objectives postulated herein constitute the
PNP’s critical internal processes. These objectives indicate
that systems and procedures need to be significantly
improved if the institution were to move forward and gain
the trust and confidence of the public.
 Finally, the Stakeholder’s Support perspective refers
to the sectors and patrons the PNP serves, whose approval
and support must be won. They’re comprised of
lawmaking bodies, local government agencies, religious
sectors and non-government organizations, agreeably
influencing the organization’s endeavors. They are placed
on both sides of the strategy map acting as support to all
perspectives.
 A safer place to live, work and do
business

Improve crime Improve community safety awareness

Improve crime
solution through community-oriented and
prevention
human rights-based policing

Develop Competent, Motivated, Develop a responsive and Highly

Values-oriented and Disciplined Professional Police Organization
Police Personnel

Optimize use of financial and logistical resources

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

 SAF CHARTER STATEMENT AND STRATEGY MAP
VISION
By 2028, with the aid of the Almighty, we shall be a highly capable, effective
and credible PNP tactical unit of the country.
MISSION Highly Capable, Effective and Credible PNP Tactical Unit by 2028.

To conduct operations as a
Rapid Deployment Force COMMUNITY
Excellent tactical and support operations to other
anywhere in the country
PNP Units, LEAs and AFP
specifically in situations with S S
national and international T T
implications in the areas of
A
PROCESS EXCELLENCE A
Counterterrorism, Counter
Insurgency, Hostage Rescue, K Establish a Institutionalized and K
Search and Rescue, Civil E Ensure SAF’s modernized standardized E
Disturbance Management and H effective performance Command and computer network H
other Special Operations. of its core functions Control Center for infrastructure for PNP
O SAF operations SAF Units/ Offices.
O
L L
D D
E LEARNING AND GROWTH E
CORE VALUES R R
Develop highly trained, well-
Service Recruit the best and the brightest motivated and disciplined SAF
Integrity S personnel S
Excellence U U
P RESOURCE MANAGEMENT P
P P
O Ensure adequate, suitable and Ensure adequate financial O
R upgraded equipment resources R
T T
 SAF CHARTER STATEMENT
VISION
By 2028, with the aid of the Almighty, we shall be a highly capable, effective
and credible PNP tactical unit of the country.

MISSION

To conduct operations as a
Rapid Deployment Force
anywhere in the country
specifically in situations with
national and international
implications in the areas of
Counterterrorism, Counter
Insurgency, Hostage Rescue,
Search and Rescue, Civil
Disturbance Management and
other Special Operations.
CORE VALUES

Service
Integrity
Excellence
 VISION
By 2028, with the aid of the
Almighty, we shall be a highly
capable, effective and credible
PNP tactical unit of the country.

16
 MISSION
To conduct operations as a
Rapid Deployment Force anywhere in the country
specifically in situations with
national and international implication in the areas of
Counter-terrorism,
Counter- insurgency,
Hostage Rescue,
Search and Rescue,
Civil Disturbance Management
and other Special Operations.

17
 SAF STRATEGY MAP
Highly Capable, Effective and Credible PNP Tactical Unit by 2028.

COMMUNITY
Excellent tactical and support operations to other
PNP Units, LEAs and AFP
S S
T T
A
PROCESS EXCELLENCE A
K Establish a Institutionalized and K
E Ensure SAF’s modernized standardized E
H effective performance Command and computer network H
of its core functions Control Center for infrastructure for PNP
O SAF operations SAF Units/ Offices.
O
L L
D D
E LEARNING AND GROWTH E
R Develop highly trained, well-
R
Recruit the best and the brightest motivated and disciplined SAF
S personnel S
U U
P RESOURCE MANAGEMENT P
P P
O Ensure adequate, suitable and Ensure adequate financial O
R upgraded equipment resources R
T T
 CUSTOMER ANALYSIS
Who are our stakeholders and what are their needs and expectations?
 NHQ, PNP Units and AFP units;
 Other law enforcement agencies to include:
 PDEA and NBI
 Government offices to include:
Primary  DOJ and NICA
Customer  Embassies;
 Community:
 Victims of natural and man-made calamities; and
 Citizens in the insurgency affected areas covered by SAF
areas of operation.
Secondary
N/A
Customers
19
 CUSTOMER ANALYSIS
Who are our stakeholders and what are their needs and expectations?

Rapid deployment (air, sea and land):

 Hostage Rescue;
 Internal Security Operations;
 Counterterrorism;
 Search and Rescue Operations;
 Civil Disturbance Management; and
Major
Deliverables
 Support to other special operations to include:
 Operations against Secessionists and other threat groups;
 Serving of Warrant to high risk subjects/High Value Targets;
 Law Enforcement;
 High Value Individuals/VIPs and Vital Installation Security;
 Conduct Specialized Training to other units; and
 Other operations as directed by higher headquarters.
Excellent tactical support operations to other PNP units, law enforcement agencies and
Outcome
AFP.
20
Water Break!

5 Minutes…
The Scorecard
- It is a strategy performance management tool – a semi-
standard structured report, that can be used by managers to
keep track of the execution of activities by the staff within
their control and to monitor the consequences arising from
these actions.

- PNP’s tool for measuring its performance based on

the measures and targets indicated therein through the
execution of the strategic initiatives

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

THE BALANCED SCORECARD
APPLIED INTO PGS
Localized to address the
important governance
issues in the country.

“...is to translate strategy into

measures that concisely
communicate your vision to the
organization.”

VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

 Purpose of strategic measures

Measures drive
desired behavior.

Measures test the

validity of the strategy.

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

The Scorecard Composition

4 Perspectives
and
4 Elements
 4 Perspectives
1. Resource Management
-Focus on financial and logistic support
2. Learning and Growth
-Focus on the personnel
3. Process Excellence
• -Complements Learning and Growth by strategies from
the different core operational processes of Intelligence,
Investigation, Operations, and Police Community Relations
(Quad concept of operations).
4. Community
- The most important among the 4 perspectives, that is the
beneficiary of the PNP’s improved police service.
 SAF Scorecard
Accom
BL Target plishm
O ent
Objecti
P # Measure LD LG P Var Initiatives Cost
ves
R
2016 2017 Q1 Q1
PROCESS EXCELLENCE

SAF SPECIAL
Ensure No. of OPERATIONS
SAF’s operations PROJECTS
effective (according 2b. Other OM • SAF Counter
B performa 2b Special 13,652 5,952 1,486 3,794 +2,308 316,051
to SAF core D Terrorism Project
nce of its Operation
functions) • SAF Anti-Terroris
core m Project
functions • SAF
Support to Crim
e Prevention Pro
ject

45
 Major and Minor Operation
1SAB SCORECARD

BL Target Accomplishment
O
Measure Initiatives
P Objective P Costing
R 201
2015 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
4

 E.O. 546 PNP ISO

PROCESS EXCELLENCE

Ensure
MAJOR Campaign Plan
effective 36 36 9 9 9 9 19 9 4 0
No. of Operation “MAAGAP
rapid
operations ALPHA”
deploymen
conducted
t and S3
B 2 (according
utilization to SAF
of SAF in mandates)  E.O. 546 PNP ISO
accordanc MINOR Campaign Plan
Operation
72 50 18 18 18 18 19 9 4 0
e with its “MAAGAP
mandate ALPHA”
PERSONAL CHARTER STATEMENT

VISION
By 2025 with the aid of Almighty God, I will be an efficient Police Commission Officer in the
service and capable of serving the PNP Organization and the community.

PROFESSIONAL
PMSg SHERYL A KIMAYONG

MISSION
FINANCIAL
• To be an effective member of
the PNP through the utmost
dedication in serving the country
and community.
SOCIAL
• To ensure public safety through
a high-quality of principle and
professionalism.

• To provide the needs of my PHYSICAL

family.

CORE VALUE
God-fearing SPIRITUAL
Perseverance
Commitment
Discipline
 SWOT ANALYSIS
PERSPECTIVE STRENGTH WEAKNESSES OPPORTUNITIES THREAT

Schooling and trainings

PROFESSIONAL Lack of specialized training and
Degree holder offered Change of Assignment
masters degree
Availability of schools

FINANCIAL Monthly salary Opening of other Savings Presence of lending

Spendthrift
Capcon Account(PSSLAI) associations

Socialization and other

Criticisms from pessimistic
SOCIAL gatherings
Emotionally sensitive people
Supportive Presence of organizations in
Rejection
the community

PHYSICAL  Illness
Physically fit Improper diet and craving for food Regular physical conditioning
Injury

SPIRITUAL Unable to attend mass every Presence of nearby church Influence of negative people
Strong Faith in God
Sunday Moral enhancement program Criticisms from other religion
 STRATEGIC SHIFT
FROM TO OBJECTIVES
PERSPECTIVE (Present Stage) (Desire Stage) (Verb+Adjective+Noun)

Enhance knowledge by acquiring

PROFESSIONAL Lack of specialized training and masters
Acquire masters degree course trainings and schoolings to enhance
degree
my skills in my field of duty.

Establish sufficient funds and investment for

FINANCIAL Spendthrift Wise shopping
emergency needs

SOCIAL Manage a target time to interact with the Establish good rapport with the community
Emotionally sensitive
community through PCR activities Prolong endurance to negative people

Sustain a strong physical shape to improve

PHYSICAL Improper Diet Maintain and observe proper diet a healthful living

Strengthen Faith in God

SPIRITUAL Unable to attend mass every Sunday Attend mass regularly

PERSONAL GOVERNANCESCORECARD

TARGETS
PERSPECTIVE OBJECTIVES MEASURES INITIATIVES COST
B 2019 2020 2021

Enhance knowledge by
acquiring trainings and
Grab opportunities on
PROFESSIONAL schoolings to enhance No. of trainings and 3 3 5 6
trainings/schoolings offered
my skills in my field of schoolings attended by other units
duty.

Establish sufficient funds

FINANCIAL and investment for % of savings from salary 5% 10% 15% 20% Open savings account in
emergency needs PSSLAI

Establish good rapport with

No. of activities
SOCIAL the community and prolong attended/participate 10 12 14 16 Constantly join PCR
endurance to negative d activities
people
• Attend regular physical
conditioning
Sustain a strong physical No. of physical
activities and
PHYSICAL shape to improve a healthful conditioning
95 108 120 140 • Stay away from hard
living exercises attended vices

No. of Religious • Attend mass/ bible

SPIRITUAL Strengthen Faith in God activity attended
12 12 16 20
studies and fellowships
PERSONAL CHARTER STATEMENT

VISION
By 2025 with the aid of Almighty God, I will be an efficient Police Commission Officer in the service and
capable of serving the PNP Organization and the community.

PROFESSIONAL
Enhance knowledge by acquiring trainings and schoolings to improve my skills in my field of
PMSg SHERYL A KIMAYONG duty.

MISSION FINANCIAL
To serve the PNP organization by
Establish sufficient funds and investment for emergency needs
creating an action-oriented
workforce
SOCIAL
Establish good rapport with the community and prolong endurance to negative people
CORE VALUE
- God Fearing
PHYSICAL
- Perseverance
Sustain a strong physical shape to improve a healthful living
- Commitment
- Discipline SPIRITUAL
Strengthen Faith in God
 IP CARD
CPNP Strategic Focus
PMSg SHERYL A KIMAYONG
COMPETENCE 191703
Scorecard Management PNCO
O R G A N I Z AT I O N A L SMO,SAF
DEVELOPMENT

DISCIPLINE
EXCELLENCE
PROFESSIONALISM
Individual Performance
Card

DUTIES AND RESPONSIBILITIES

• Perform other duties and responsibilities as directed.
Effectively and Efficiently perform my duty as Scorecard Management PNCO
through my enhanced knowledge acquired through trainings and schoolings .
Y 3. Log in with CTDIGS for the daily self-assessment. E Y
KE E K
Enabling Actions: HE T H
S T IS
4. 5:00 PM – Log out the PNP daily online personnel accounting (PDOPA).
I IP ”
1. 7:45 AM – Log in to the PNP daily online personnel accounting (PDOPA) for
attendance.
“IP ” Y “
2. 8:00AM – 5:00PM M Y M
• Perform duties and responsibilities as Scorecard Management
PNCO;
• Participate in Command Activities; and PMSg Sheryl A Kimayong PMAJ REYNANTE S GUAY
Rank/Name & Signature of Rank/Name & Signature
Individual Immediate Supervisor
   
  SCORECARD MANAGEMENT PNCO INDIVIDUAL SCORECARD
   
  Rank and Name: PMSg SHERYL A KIMAYONG
(Picture)
 Position : Scorecard Management PNCO
 Period Covered:

Main Activity : Effectively and Efficiently perform my duty as Scorecard Management PNCO through my enhance knowledge acquired through
schoolings and trainings.
Enabling Actions Measure ACCOMPLISHMENTS Cost
TARGET Total Remarks
(Sub-activity) Mon Tue Wed Thu Fri Sat Sun (Php.)
Before 8:00
Daily attendance with PNP daily online personnel accounting AM and after
No. of attendance 10 2 2 2 2 2 10
(PDOPA). 5:00 PM
2. Perform duties and responsibilities as No. of Consolidated 4 1 1 1 1 4    
Scorecard Management PNCO: Scorecard
• Consolidates the scorecard from unit/office 1 1 1  
prior to the checking of Chief, SMO
• Draft memo pertaining to scorecard for No. of Memo drafted
correction of Chief SMO
• Prepares documents during the conduct of No. of Documents
certification and SOR
prepared
• Consolidates Feedbacks for inputs in the
strategic planning of the PNP P.A.T.R.O.L. Feedback consolidated
Plan 2030 for C,SMAS to review 4 1 1 1 3
No. of ISC checked
• Checks Individual Scorecard submitted by
Offices and Line Units. No. of SAF Scorecard 1 1 Quarterly
• Prepare the SAF scorecard prior prepared
submission to NHQ
 ACCOMPLISHMENTS
Enabling Actions
Measure TARGET Total Cost Remarks
(Sub-activity) Mon Tue Wed Thu Fri Sat Sun

3. Participate in Command
Activities No. of Flag Raising/Lowering
1 1 1
 Participate in Flag Raising and participated
Flag/Lowering

 Participate in PICE No. of PICE participated

 Participate in Monthly Rank No. of Rank Inspection
Inspection participated
 Participate in Physical No. of Physical Conditioning
Conditioning 2 2 2 2
participated
 Participate Monthly PFT No. of PFT participated
No. of PCR Activities
 Participate in PCR Activities
participated
 Participate in lectures set by the
command/offices No. of lectures participated

4. Perform other task as directed

 Post as Duty of the day
No. of hours posted as duty 1 1 1

 Participate in trainings/seminars No. of trainings/seminars

at NHQ attended at NHQ

Log in with CTDIGS for the daily After 2:00

self-assessment. No of daily self-assessment 7 1 1 1 1 1 1 1 7
PM
SUB-TOTAL
AMT. RECVD.
GRND TOTAL

I hereby certify to the correctness and validity of all the entries which I personally made.
PMSg Sheryl A Kimayong Noted by: PMAJ REYNANTE S GUAY
(Signature over printed name of the personnel) (Supervising Officer)
 Alignment with Immediate Supervisor
Subordinate Immediate Supervisor

(Scorecard Management PNCO) (Chief, SMS PCO)

(Scorecard Management Chief, SMS PCO
PNCO)
 CASCADING

CPNP
SCORECARD

D-STAFF
SCORECARD
NSU
SCORECARD
DIVISION/
DASHBOARD REGIONAL
STRATEGIC PARTNERS
 Advisory Council
 TWG
 SMO (PSMU)
SAF ADVISORY COUNCIL
MEMBERS

59
 SAF&
ROLES TWG ON PNP P.A.T.R.O.L.
RESPONSIBILITIES PLAN
OF ADVISORY 2030
COUNCIL

• To advise and assist the PNP SAF in identifying key priorities

and strategic issues in accordance with the PNP ITP-PGS
(P.A.T.R.O.L. Plan 2030), and provide insights in aligning the PNP’s
policies, plans and programs with the political, socioeconomic,
cultural and moral development needs of the organization;

• Together with the TWG, evaluate and amend the strategies for
the implementation of the PGS in accordance with the PNP
thrusts, programs, projects and activities, and advise on the
necessary amendment to the current and development of future
programs, projects and activities.
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF ADVISORY COUNCIL ORGANIZATIONAL STRUCTURE

PDIR LEOCADIO SC. SANTIAGO. JR.

(Ret.)
Chairperson

MR. ANTONIO OWEN S. MARAMAG

Vice Chairperson

CHAIRPERSON AMB. MARCIANO A

PCOL ERCY NANETTE PASTOR ERICO R
SANDRA SANCHEZ PAYNOR MR. MICHAEL O CUA COMM’R ROQUE ‘YUSUF’
P MADRIAGA S MORALES RICAFORT
MONTANO MEMBER MEMBER
MEMBER MEMBER
MEMBER MEMBER

MR. RONALD U MR ROSELIO DELOS

MAJOR SCOTT
MENDOZA MR. RENE B DOMINO ANGELES MENDOZA
LEUTHNER
MEMBER MEMBER MEMBER MEMBER
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members
CHAIRMAN, SAF AC
Office/Organization : Terrain Risk Analysis
Consultation Service
Position : Consultant
Sector/Affiliation :
Community/Civil Society
PDIR LEOCADIO SC SANTIAGO JR
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Vice-CHAIRMAN
Office/Organization : Development Bank of the
Philippines (DBP)
Position :
Senior Vice President
Sector Affiliation
: Corporate
MR. ANTONIO OWEN S MARAMAG
Sector
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members
Member, SAF AC
Office/Organization : Center for Police Strategy
Management (CPSM)
Position : Acting Chief
Organization Alignment Division
(OAD)
Sector Affiliation : National
Government Agency (NGA)
ATTY. ERCY NANETTE P MADRIAGA
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : Ayala Corporation
Position : Managing
Director/Consultant
Sector/Affiliation
AMBASSADOR MARCIANO : Business
A PAYNOR
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members
Member, SAF AC
Office/Organization : National Police Commission
(NAPOLCOM)
Position :
Chief, Inspection and Audit
Division
Division
MR. RENE B. DOMINO
Sector/Affiliation : National
Government Agency
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization: Phil. Commission on Women
Position : Chairperson
Sector/Affiliation : Women’s Organization
CHAIRPERSON SANDRA SANCHEZ MONTANO
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : Food and Beverages (FB)
Management Group
Position : Vice President
Sector/Affiliation : Business Sector
MR. MICHAEL O CUA
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : Victory Ortigas
Position : Senior Pastor
Sector/Affiliation : Religious Sector

PASTOR ERICO R RICAFORT

 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : Ateneo School of Government,
Ateneo de Manila
Position : Dean/Associate Professor
Sector/Affiliation : Academe
PROF. RONALD U MENDOZA
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : U.S. Embassy Manila
Position : Team Leader, PACOM
Sector/Affiliation : Foreign Security

MAJOR SCOTT LEUTHNER

 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : National Commission on Muslim
Filipinos
Position : Commissioner of Sama Bangingi
Sector/Affiliation : Academe/Religious Sector
COMM’R ROQUE S MORALES
 Philippine National Police P.A.T.R.O.L. Plan 2030
Peace and order Agenda for Transformation and upholding the Rule Of Law

SAF AC Members

Member, SAF AC
Office/Organization : TM Grip SFX
Position : Manager
Sector/Affiliation : Media/Business Sector

MR. ROSELIO DELOS ANGELES MENDOZA

 SAF TWG ORGANIZATIONAL STRUCTURE

PBGEN LUISITO P MAGNAYE

DD, SAF/CHAIRMAN, SAF TWG

CDS/ VICE- CHAIRMAN, SAF TWG

PLTCOL JEROME J RAGONTON PLTCOL DWIGHT D MONATO PLTCOL JUDE T TACORDA

PLTCOL JOELITO R ORIAS PCOL ROLANDO T PORTERA
OIC, ARMD/ MEMBER OIC, FIID/ MEMBER AC, PCRD/ MEMBER
OIC, OMD/ MEMBER C, LMD/ MEMBER

PCOL GARY J GAREN PLTCOL CARELYN R SEMING PCPT CAMILLE ANN M PLTCOL NATHANIEL O SANQUE PMAJ RODELIO P PAYAGEN
C, FMD/ MEMBER MEMBER TUVIERA AC, FHO/ MEMBER SDS/ MEMBER
C, PIO/ MEMBER

PMAJ CAMILO N DANAO JR PMAJ SESINANDO DG ESTEBAN NUP JINGLE C HERMIDA

PEMS LEONARDO DG DATUIN
C, FLO/ MEMBER C, FCO/ MEMBER
FESPO SAO
 Roles and Responsibilities of the TWG

• Together with the Command Group and External Stakeholders

under the guidance of CPSM, develop the SAF Charter Statement
and formulation of Scorecard

• Primarily responsible in Cascading the PNP Charter Statement

and Scorecard to SAF Line Units or Battalions

• Responsible for the effective and efficient implementation of

the Communications Plan on the PNP P.A.T.R.O.L. PLAN 2030

• Takes the lead in Strategy Refresh and Strategy Review of the

SAF Scorecard

• Primarily responsible in the preparation of the Director, SAF

Performance Reporting and Public Governance Revalida.
 Roles and Responsibilities of the TWG
• Works closely with the SAF Advisory Council to generate
support from the multi-sectoral group/external stakeholders
for the effective and efficient implementation of the PNP
P.A.T.R.O.L. Plan 2030

• Works closely with the Center for Police Strategy Management

specifically in the decision process of amending any of the
scorecards of D-Staff, NSUs and Regions that might affect the
implementation of the SAF Scorecard

• Recommends to the Director, SAF new strategies, measures,

targets or initiatives deemed imperative in the effective and
efficient implementation of the PNP P.A.T.R.O.L. Plan 2030.
STRATEGY MANAGEMENT OFFICE
*Chief Directorial Staff
Chief, SMO

PLTCOL MARLON U
ANCHETA
Asst. Chief, SMO

PMAJ MARVIE PMAJ REYNANTE

PMSg Fatima S
C AMILAO S GUAY
Esquillo
Chief, Chief, Scorecard
Chief, Strategy
Organization Management
Review Section
Alignment Section
(SRS)
Section (OAS) (SMS)
 CDS/CHIEF, SMO

PLTCOL MARLON U ANCHETA

ASSISTANT CHIEF, SMO

PMAJ MARVIE C AMILAO PMAJ REYNANTE S GUAY PMSg FATIMA S ESQUILLO

CHIEF, OAS CHIEF, SMS ACTING CHIEF, SRS

PSSg Kennedy L Dawing PMSg Mary Fellyn R Dumalaog PMSg Manuel A Alicpos
PMSg Sheryl A Kimayong CHANGE MGT & BEST PRACTICES
ORGANIZATION ALIGNMENT PLANNING/BUDGETARY STRATEGY REVIEW PNCO
SCORECARD MGT PNCO STRATEGY PLANNING PNCO PNCO
PNCO ALIGNMENT PNCO

PSSg Janice N Alferos PSSg Vida B Fermin STRATEGY COMMUNICATION PSSg Emelita M Tan
WORKFORCE/HR ALIGNMENT PNCO IT ALIGNMENT PNCO INITIATIVE MGT PNCO PNCO
MONITORING & EVALUATION PNCO

Philippine National Police P.A.T.R.O.L. Plan 2030

Peace and order Agenda for Transformation and upholding the Rule Of Law
FAQs
 Tipping point
constantly
against
virtually
everything
Late
Early Majority
Early ty
Majori 34%
Adopters
34% Lagg
14% ar ds
14%

2% 2%
to rs
innova

Malcolm Gladwell, The Tipping Point

 According to studies 2% of the population are
innovators,  these are persons who introduce new
methods, ideas, or products
 Early
Adopters
14%

Early adopters. In the diffusion (dissemination) of innovation theory, the

minority group (comprising about 14 percent) of population which, after
innovators, are first to try new ideas, processes, goods and services.
Early adopters generally rely on their own intuition and vision, choose
carefully, and have above-average education level. For any new product to
be successful, it must attract innovators and early adopters, so that its
acceptance or 'diffusion' moves on to early majority, late majority, and then
later on to laggards.
 Early
ty
Majori
34%

The early majority tends to be roughly 34% of the population,

and will adopt a new product after seeing it used
successfully by either "innovators" and "early adopters" that
they know personally. People in this segment are less affluent
and less educated than innovators and early adopters, but are
willing to take a chance with a new product
 Late
Majority
34%

The late majority accounts for roughly 34% of the population,

and will adopt a new product only after seeing that the
majority of the population already have. People in this
segment are typically older, less affluent and less educated than
segments that more readily adopt innovating products.
 Lagg
ards
14%

A laggard will have lower-than-average returns compared to

the market. A laggard (a person who makes slow progress
and falls behind others/ “SNAIL”) is the opposite of a leader.
 2%

Then there are these cavemen, people who are Constantly

Against Virtually Everything.
 Tipping point
constantly
against
virtually
everything
Late
Early Majority
Early ty
Majori 34%
Adopters
34% Lagg
14% ar ds
14%

2% 2%
So where do you think you
to rs belong?
innova

Malcolm Gladwell, The Tipping Point

 SAF TWG ON PNP P.A.T.R.O.L. PLAN 2030
OBJECTIVES

 Defined PGS
 Understand what is PGS
 Understand PNP Road map and SAF Charter
Statement
 Understand the Scorecard
 Know members of the SAF Advisory Council, Technical
Working Group, and SMO Staff
 Updated with the developments of SAF with regard to
PGS
 MUTATIO… Nostrum Partis Commitment

TRANSFORMATION…
Our shared commitment
END OF PRESENTATION
END OF PRESENTATION
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