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PNP nearing final PGS stage

  • Written by Alfred P. Dalizon
  • Published in Nation
  • Read: 111

BELIEVE it or not, but the Philippine National Police already has been certified as Performance Governance System (PGS)-Proficient, the 3rd stage of the PGS journey and is currently certifying all its subordinate units and offices nationwide as a validation in support of its certification for “Institutionalization,” the fourth and final stage of the PGS by the first semester of 2017.

Getting the needed PGS certification means the concerned PNP units have passed a series of strict test and validation to prove that real good governance is working in their offices and being absorbed by all their officers and men.
   
To the uninitiated, the PGS is separated into four distinct phases, each of which requires an audited review in order to proceed to the next phase and earn accreditation.  A system of integrated audits enables the Institute for Solidarity in Asia or ISA to monitor the PGS process from beginning to end, adding value and identifying areas for improvement along the way.
   
Broadly, the PGS governance pathways are as follows:
   
Phase 1 which is PGS-Initiated (6 months) status which is granted to a partner who has established a Technical Working Group and a multi-sectoral council that will undergo orientation and training on the PGS.
   
The PGS provides the infrastructure for public officials and citizens to work together to craft a long-term reform agenda anchored on a time-bound vision and a strategy road map. Moreover, this phase entails development of a strategy, as well as translating it into a set of measurable targets for learning & growth, operational efficiency, financial viability and social impact on constituency. Embedded in the PGS is a system of scorecards and, a tool for monitoring the city’s progress.
   
Phase 2 is PGS-Compliant (6 months-1 year) which is centered on alignment of resources and people to the strategy-map, both influencing and producing an informed budget for future operation.
   
This status is granted, through an audited review, to PGS-partners once they have formally organized internal and external stakeholders to be part of the governance process, specifically in developing targets and measures for execution of the strategic-plan outlined in the Balanced Scorecard. Finally, at this stage, stakeholders are active in deploying the Second-Level Scorecard to relevant government and non-government offices and institutions as well as aligning operations to the city road-map. 
   
Phase 3 is PGS-Proficient (6 months-1 year) status which is granted, through an audited review, once performance of the LGU is linked to the targets specified in each scorecard, and mechanisms for reporting such measures are in place.
   
An Office of Strategy Management in-charge of strategy execution is expected to be fully functional at this stage and overseeing the execution of the BSC initiatives as well as tools for tracking and reporting its strategic performance using the PGS scorecard infrastructure.
   
Last but not the least is Phase 4 or PGS-Institutionalized (6 months-1 year) status which is granted, through an audited review, to partners who have accomplished breakthrough results in strategic performance using the Balanced Scorecard approach.
   
Breakthrough results should be realized in two areas; Finance and Socio-Economic.  It is further expected that performance appraisal and employee compensation have been linked to the strategy and that efforts to encourage participation of neighboring communities have been exerted.
   
The PGS traces its roots to the PNP P.A.T.R.O.L. Plan 2030 or the Peace and Order Agenda for Transformation and upholding of the Rule-Of-Law.
   
Records will show that in June 2009, the then Macapagal-Arroyo Administration mandated six National Government Agencies namely the Department of Health, Department of Public Works and Highways, Department of Finance,  Bureau of Internal Revenue, Department of Education, Department of Social Welfare and Development and the PNP to adopt the Performance Governance System into their respective Department or Agency.
       
The Philippine National Police in particular was selected for three major reasons.
   
First, because of the PNP’s major role in the enforcement of laws and the maintenance of peace and order that has a great impact in the overall development of the country.
   
Second, because of its then ongoing 10-year Integrated Transformation Program, the PNP is deemed ready to undergo the performance governance system.
   
And third, because of its strong presence in all the communities, the PNP is considered as among the national government agencies that has close daily direct contact with the citizenry and is providing immediate positive impact on the welfare of the people in those communities.
   
With the assistance of the ISA and the Development Academy of the Philippines, the PNP was able to develop its Charter Statement with its vision of a “highly capable, effective and credible police service by or earlier than 2030”; the development of its Strategy Roadmap and Agency Scorecard under its overall long-term transformation strategy known as the PNP P.A.T.R.O.L. Plan 2030: “Peace and order Agenda for Transformation and upholding of the Rule-Of-Law”.

(To be concluded)