The PNP Change Agenda
Change is no strange tide to the PNP. In fact, the organization has seen it work when it embarked on the Integrated Transformation Program. By practicing Transformational Leadership, the PNP was able to acknowledge the dysfunctions that affected the organization, and paved the way towards directly addressing the problems on the quality of police services in the country; the need to strengthen law enforcement capabilities; and the call to enhance police welfare and benefits.
The change management agenda of the PNP is therefore grounded on the principle of transparency, accountability and stakeholder’s participation set on clear and well-defined systems and procedures that are realistic, easily understandable, measurable and time-bound.
This agenda has defined the way the PNP delivers its mandate through human-rights based and community-oriented policing that is sensitive to the proper dispensation of justice. Crime prevention efforts are given more premium through the conduct of consultations, dialogues, inter-faith and multi-cultural mitigation as opposed to the traditional crime suppression and control programs. Similarly, the PNP exerts greater emphasis on enhancing the competencies, skills and capability of its personnel, improving and integrating its systems and procedures, and filling-up its required logistical and other enabling resources.
Realizing however, that it cannot absolutely prevent the commission of crimes, the PNP focuses on enhancing its investigative capabilities through progressive training and certification of its investigators, improving the collection, handling and processing of evidence utilizing scientific and modern technologies, and strengthening its coordination and collaboration with other pillars of the criminal justice system and other law enforcement agencies.
In assessing the ITP in 2010, through a performance evaluation meeting in Tagaytay City, the PNP was made aware of the inadequacies of the ITP which lacks a concrete measuring tool that the PGS, on the other hand, readily offers with its adoption of the balanced scorecard system.
This realization triggered the reformulation of strategic initiatives to more measurable and quantifiable forms, revolving around the very same issues of performance, leadership, resources, operating systems and organizational culture that haunt the organization until now.
In adopting the PGS, the organization has retooled the PNP’s transformation efforts and put in place a system of governance that brings about genuine breakthrough performance. This system introduced to the PNP the standards of good governance practice in well-defined forms. Apart from this, the PGS provided a tool in ensuring the continuity of change and transformation by giving the PNP a firm grip on the roadmap that is simple, strategic and long-term.
The PNP’s modest gains in the implementation of the ITP in the past six years paved the way for PGS to establish its niche in the management system of the PNP where resistance to change is now minimal compared to the time the ITP was being introduced. Securing the breakthrough results that the PGS promises to deliver pushes the PNP organization to move decisively and progressively towards the realization of its vision to become a highly capable, efficient and credible police force by 2030.
The initial stage of the implementation of the PGS in the PNP has brought early gains in the way the organization runs its processes, veering away from the business as usual operations. For one, a stronger collective buy-in in the reform agenda among the top management of the PNP is taking place. This is a result of a more purposive participation of the directorates in the crafting of the strategy map and scorecard.
Through the PGS, accountability mechanisms will be institutionalized as clear ownership of measures, targets and initiatives are set by each directorate based on their in-depth analysis of current systems and processes. The most recent effort of the management is focused on synchronizing and aligning the organization’s strategic initiatives with its budget process.
Strategic priorities and the roles of the different units as well as their personnel will be defined. Thus, in the process, building the scorecard will encourage active participation and facilitate the building of consensus among their respective personnel as to the best strategies to adopt to achieve the desired goals.
The PNP’s various reform initiatives, upon initiation to the PGS, has transformed the organization’s mindset from its traditional reactive perspective to a proactive and more strategic take-off point. This change of mindset tore down management barriers and closed the gaps that pervade the old bureaucratic systems within the PNP.
The rigid and compartmentalized system of management gave way to a culture of participation and transparency in all its transactions and other processes. With this, transparency has become a key factor in every system put in place, such that stakeholder participation is made available and is now integrated into the PNP’s culture of management.
Guided by clear and well-defined systems and procedures, ownership of program initiatives and reform packages, accountability is easily established and the engagement of careful planning and strategic utilization of resources assures the realization of identified programs.
Through these, the PNP has become more responsive, working and operating in an interconnected loop of systems seamlessly tied together by a set of standards that is clear and well-understood. The otherwise bureaucratic and compartmentalized outlook of the PNP has been transformed by making each subsystem within the organization work together under more measurable and target-based operational environment.