Reverse-engineering of PNP’s mandate (2)

Can the Philippine National Police transform itself into a police force that is highly capable, effective, and credible?

The question has taken on a greater significance after former Police Col. Royina Garma claimed that some of her colleagues, including those who were close to then President Rodrigo Duterte, had blood on their hands in pursuing the war on drugs.

For now, the public is reassured by the fact that the Marcos administration has brought about a change of guard in the police force since the end of the Duterte administration. But the PNP remains under scrutiny regarding its mandate derived from Republic Act No. 6975 (as amended). The mandate is actually the police force’s mission which is to “enforce the law, prevent and control crimes, maintain peace and order, and ensure public safety and internal security with the active support of the community.”

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The use of big words like these often leads to discussions about any reform or change agenda that will continue to eliminate misfits from the force and enhance law enforcement capabilities.

“Transformational journey” As I’ve discussed in my previous column, transformation has been the overarching goal of the “PNP P.A.T.R.O.L. Plan 2030,” a long-term strategic framework which stands for “Peace and Order Agenda for Transformation and Upholding the Rule of Law.”

Remember that the PNP’s mandate is clearly stated in the law that created it in 1991. But because of observed organizational weaknesses, dysfunctions and threats (amid rising crimes), various programs were introduced to reform the PNP.

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There were significant accomplishments, but it became “apparent that the PNP was in need of a transformation plan that is more long-term and holistic in character,” according to a briefer on “Transformational Journey of the PNP” provided by the PNP Center for Police Strategy Management (CPSM).

Thus, the PNP Integrated Transformation Program (ITP) was born in 2005, featuring 34 projects to resolve the dysfunctions and improve the quality of police services, among other notable objectives. The need to comply with the Millennium Challenge Corporation’s criteria for financial grant for the country in 2009 and the PNP-ITP assessment in 2010 accelerated the change agenda, paving the way for the institutionalization of the Performance Governance System (PGS) at the PNP and five other government agencies.

The Patrol Plan envisions a two-pronged output: enhanced police capability and a safer community. “Imploring the aid of the Almighty,” the PNP seeks to be, by 2030, “a highly capable, effective, and credible police service working in partnership with a responsible community towards the attainment of a safer place to live, work, and do business,” according to the plan’s road map.

The CPSM explained that for the PNP to become highly capable, its officers need to be fully equipped; to be competent, the police must have sufficient training to prevent and solve crimes effectively; and to be credible, they must gain the trust of the people by working to improve the image and service reputation of the police.

Performance-based. Since 2010, the PNP has embarked on a continuous training and performance-based audit of its compliance with its mandate. This has been a process of reverse-engineering of sorts, in which the organization has sought to analyze its strengths and weaknesses, as well as gain insights into its systems and processes, to determine what works and what doesn’t.

It should be noted that PGS is the heart of the change agenda, as the Patrol Plan is based on this framework. “[It] aims for transparent, accountable, and results-based governance” by using a “balanced scorecard approach to measure the performance of police units and personnel,” according to the Patrol Plan briefer.

The scorecard is a game-changer in all these reform efforts, as it subjects police officers to a quarterly review of their performance, which includes accomplishments, competence, and integrity, instead of using loyalty as a basis for promotions and re-assignments.

Resource management, learning and growth, and process excellence (where crime prevention and solution, and human rights-based policing are rated) are all part of the strategy road map. All of this is geared toward a community that is a safer place to live, work, and do business.

Being open to feedback is something I respect about the CPSM. The PGS’ scorecard improvement requires significant paperwork from the police, which must be lessened, as well as conducting community relations programs that have little to do with policing. Uncluttering their schedules allows the police to have more time for training, patrolling, and solving crimes.

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