Republic of the Philippines

Department of the Interior and Local Government

NATIONAL POLICE COMMISSION
NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE
Directorate for Plans
Center for Police Strategy Management
Camp Crame, Quezon City

MEMORANDUM

TO : All Regional Directors

FROM : Director, CPSM

SUBJECT : Activation of Regional Strategy Management Unit

(RPSMU) and Regional Advisory Group

DATE : ° 9 JUL ™
1. References:

a. PNP PAT.R.O.L Plan 2030; and

b. Memorandum from the Chief, PNP dated June 4, 2012.

2. In connection with the above references, please be informed that the

PNP will soon be applying for the Proficiency Stage certification of the Performance
Governance System (PGS) this coming September. The Proficiency Stage requires
cascading the scorecard further down to the NSUs, 1,723 municipal, component
cities and numbered police stations and the development of 140,000 individual
scorecards.

3. In this regard, there is a need to activate the Regional Strategy

Management Unit (RPSMU) and the Regional Advisory Group (RAG) to review the
developed scorecards and dashboards and ensure that there is alignment and deep
understanding among our personnel, determine ownership of targets and initiatives
and clarify roles and accountabilities for the execution of the strategy.

4. Based on the proposed organizational chart submitted for the approval of

the National Police Commission, the RPSMU will be headed by the Deputy Regional
Director for Administration on a concurrent capacity (TAB A).

5. Furthermore, there is also a need to activate the Regional Advisory

Group, an oversight body composed of members representing oversight agencies,
the private sector, academe and other key stakeholders. Similar to the National
Advisory Group for Police Transformation and Development (NAGPTD), the
Regional Advisory Group will provide the much needed external perspectives and
guidance on key issues and concerns pertaining to the PNP, and also act as channel
for networks to help the PNP find solutions to pressing issues. Also attached is the
concept paper on the activation of the NAGPTD for your reference (TAB B).
 6. Please be informed further that the Institute for Solidarity in Asia (ISA)
and the Millennium Challenge Corporation (MCC), through the Palladium Group, will
conduct an audit of PNP Units all over the country to determine how far we have
gone in the implementation of the PGS, as well as find out if our personnel are truly
aware of the PNP PATROL Plan 2030. Thus, the activation of the RPSMU and
Regional Advisory Group will be very vital in our application for the Proficiency stage
this coming September.

7. Submit detailed reports of your activities to this Office NLT July 20,
2012

8. For strict compliance.

REX MILTON A DOLING, CEO VI

Polic© Chief Superintendents

Memo re activation of RPSMU and RAG/SMD/T.LARAO

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 NATIONAL ADVISORY GROUP
for POLICE TRANSFORMATION
and DEVELOPMENT

PNP PATROL Plan 2030 Page 1

National Advisory Group on Police Transformation& Development
Terms of Reference (TOR)

A. Background

1. In the furtherance of the institutionalization of the Performance

Governance System (PGS) in the PNP, one of the requirements is the
establishment of the PNP Multi-Sectoral Governance Council {MSGC).
For this purpose, the Technical Working Group (TWG) established the
following criteria to be considered in the identification of the composition of
the PNP MSGC to be known as the National Advisory Group on Police
Transformation and Development (to be known as the 'Advisory
Group'):

a. Known for integrity;

b. Exemplified excellent leadership;
c. Model in transparency and good governance;
d. Advocate for Transformation;
e. Community leader; and
f. Source of synergy

2. Moreover, the National Advisory Group on Police Transformation and

Development shall act as an advisory body for the PNP in realizing its
vision and in guiding its strategic direction.

B. Scope

1. Objectives

a. The Philippine National Police recognize the urgency of addressing

all key strategic issues outlined in the PNP ITP- PGS (PATROL
Plan 2030), and in order to fully implement the plans, programs and
activities, the Philippine National Police has to organize and
institutionalize the National Advisory Group for Police
Transformation and Development

b. The Advisory Group shall focus on issues of strategic importance

that are considered contributory to the successful accomplishment
of the organization's mission and attainment of its vision. It shall
provide the needed external perspectives and appropriate guidance
on the key issues and concerns pertaining to in the PNP, and also
will act as a channel for networks (individuals and organizations)
that can help the PNP organization find solutions to pressing
issues.

2. Roles/Responsibilities

The PNP Advisory Group shall primarily assume a role that is advisory in
nature. It will not have any administrative or operational authority over nor
responsibility for specific operational decisions within the Philippine National

PNP PATROL Plan 2030 Page 2

 Police. This strategic advisory role is limited to the interpretation and analysis
of the PNP ITP-PGS (PNP PATROL Plan 2030) and the ongoing programs,
projects and activities pertaining or relating to the reform and development of
the PNP.

3. Functions

The National Advisory Group on Police Transformation and Development will

have the following primary functions:

a. To advise and assist the PNP in identifying key priorities and

strategic issues in accordance with the PNP ITP-PGS (PATROL
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

The Advisory Group's function is vital to the proper execution of the

PNP PATROL Plan 2030 and the exercise of strategic policy oversight.
Its independent and external perspectives bring a sense of balance
and relevance to the implementation of the PNP PATROL Plan 2030.
The PNP will utilize the inputs of the Advisory Group in setting up
priorities, amending its operational plans, developing its research and
other programs, as well as the development of its human resources.
The Advisory Group's insights on general policy and overall
management concerns will definitely contribute to the PNP's
effectiveness and efficiency in performing its mandated tasks and
improve its ability to act and move the organization towards the
attainment of the vision enshrined in the PNP PATROL Plan 2030.

b. Together with the TWG to evaluate and revise 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

Considering the dynamism of the situation brought about by

globalization and fast-paced technology, there is always room for
innovation and enhancement in the implementation of PNP programs,
projects and activities. Policy making is also a critical area with regard
to ensuring the PNP1 adequate capability in addressing existing and
emerging challenges. The strategic assessment and evaluation of PNP
programs, projects, activities and policies will also be delegated to the
Advisory Group to assist in identifying gaps and provide advice on the
development of measures to fill the gaps and address any existing or
emerging critical issues.

PNP PATROL Plan 2030 Page 3

 c. To assist and advise the PNP on possible ways to generate
additional enabling resources in order to support and sustain the
PNP's present and future plans and programs

It is essential that the PNP should develop an effective strategy to

generate adequate enabling resources to support long-term plans. It is
therefore the task of the Advisory Group to assess and evaluate the
PNP's resources and align them with financial strategies and taking
into consideration the list of priorities. This is to ensure that the PNP
would be financially viable to accomplish its long-term objectives.

The Advisory Group has the following specific functions:

a. To advise the Chief PNP through submission of formal reports on all

matters connected with the continuous updating, upgrading and execution
of the PNP ITP-PGS (PNP PATROL Plan 2030) and in tine with the
Philippine Development Plan (PDP 2011-2016);

b. To assist and support the PNP Office of Strategy Management (PNP-

Center for Police Transformation and Development) in the oversight of the
strategy management system, alignment of the organization,
communicating the strategy, review and refining the strategy and overall
management of strategic initiatives;

c. To initiate and sustain a forum for the study and assessment of

strategic imperatives and developments related to PNP's performance;

d. To assist the PNP in formulating effective ways and efficient means for
resource mobilization particularly from sources outside the General
Appropriations Act (GAA) to enable the PNP to pursue its strategic
priorities as laid out in the PNP PATROL Plan 2030;

e. To carry out an active advocacy program, leading up to the formation

of a broad and effective multi-sectoral coalition that would have a better
understanding and deeper commitment to support the PNP in the
realization of its vision to become a capable, effective and credible Police
Force.

C. Organization

1. The National Advisory Group

a. Chairperson

In addition to overall responsibilities delegated to the Advisory Group,

the Chairperson has the following functions:

PNP PATROL Plan 2030 Page 4

 a) Determine and set the agenda for Advisory Group meetings in line
with the concerns or priorities adopted by the Advisory Group and
ensure that these agenda are discussed and addressed.

b) Preside over Advisory Group meetings.

c) Responsible in overseeing the Advisory Group's policy-

development process.

d) Responsible in coordinating the Advisory Group's interests with the

PNP's governing body (Command Group).

e) Represent the Advisory Group at functions and proceedings.

b. Vice-Chairperson

In the absence of the Chairperson, the Vice Chairperson will assume

the responsibilities outlined above and assist the Chairperson in governing the
National Advisory Group.

c. Members

Membership of the Advisory Group shall be drawn from the different

sectors reflective of the stakeholders' composition.

d. Terms of Office

Fifty percent of the Advisory Group members will serve a two year-
term, including the Chairperson and Vice Chairperson; and the remaining half
will serve a one-year term. During the first meeting of the Advisory Board, the
members shall elect the Chairperson and Vice-Chairperson and will vote on
the individual members who will serve a two-year term, except for the
Chairperson and Vice Chairperson, and those who will serve a one-year term.

2. The Secretariat

The Secretariat's role would be the following:

a. Prepare docket containing the agenda and the matter that may be
referred for consideration by the Advisory Group. Classified matters
shall be handled in accordance with existing laws, policies and
regulations.

b. Responsible for maintaining Advisory Group's records, as well as

documenting the Advisory Group's meetings, activities and
accomplishments.

c. Ensure that the minutes of the meeting were taken and ali
discussions and resolutions were documented. Minutes of previous

PNP PATROL Plan 2030 Page 5

 meetings shall be submitted by the Secretariat for review, approval
and signature of the Advisory Group Members.

d. Responsible for overseeing and administering Advisory Group's

activities and in monitoring compliances.

e. Provide Advisory Group Member the notice of meeting indicating

the agenda, time, date and place, at least 10 days prior to each
meeting.

f. Coordinate and ensure provision of necessary support to the

Advisory Group.

D. Administrative and Logistical Support

The PNP, through the Office of the Chief, PNP shall provide administrative
and logistical support to the National Advisory Group on Police
Transformation and Development.

E. Calendar of Activities

A. Meetings
1. Regular Meeting

As soon as formally convened, the date and place of the Advisory Group's
first meeting will be determined by the PNP. After which, the Advisory Group
shall meet at least once every two months at a place and time determined
and agreed upon by the members and approved by the Chairperson.

2. Special/Emergency Meetings

In any event that a prompt action of the Advisory Group is required, a special
meeting or emergency meetings may be called by the Chairperson or by
majority of the Members.

3. Joint Meetings with the TWG

The Advisory Group may initiate the conduct of joint meetings with the TWG
in connection with their functions.

B. Quorum
A simple majority of its members shall constitute a Quorum for the Advisory
Group to conduct meetings or related activities.

PNP PATROL Plan 2030 Page 6