Formulate and implement a national internal security policy and strategy, rationalize the overall institutional framework of the police system, improve the functional delineation and coordination between law enforcement agencies and the conventional police institutions, remove institutional mechanisms that render the PNP vulnerable to politicization and erode its unity of command and internal management authority, strengthen the NAPOLCOM as police, rule and standards formulation body of the police system, put in mechanisms for institutional continuity and stability particularly in police leadership and firmly establish a self-administering and managing professional PNP.

PROJECT 1
PUTTING IN PLACE IMMEDIATE MECHANISMS FOR PNP INSTITUTIONAL STABILITY AND CONTINUITY

Objective
To put in place the interim and permanent mechanisms that will ensure the PNP’s institutional continuity and stability.

Components
a) Review of the appropriateness and the institutional continuity and stability implications of   the fixed 4 – year tenure of the PNP Chief.
b) Formulation of policies pertaining to the tenure of PNP key officials as provided under RA 8551.
c) Preparation of legislation amending relevant laws.
d) Preparation and implementation of advocacy support to Congress

Outputs
- Draft Congressional Resolution
- Study Report
- Draft Legislation
- Legislative advocacy strategy


PROJECT 2
FORMULATION OF A NATIONAL ANTI-CRIME POLICY AND STRATEGY

Objective
1.  To develop an effective and sustainable policy and strategy for improving the country’s peace and order
2.  To enhance the campaign against transnational crimes and terrorism
3.  To establish a closer and direct coordinative linkage with international police organizations for an enhanced international cooperation in the fight against terrorism and other transnational crimes.

Components
a) Development of national anti-crime policy and strategy
b) Design of implementation plan and instruments


Outputs
- National Anti-Crime Policy and Strategy document
- Implementation plan report
- Draft Implementation instrument
- Draft Amendment to EO 277 (series 2004) and consider the proposed executive order prepared by Office of the Chief, Presidential Legal Counsel pursuant to President's instruction on July 30, 2003 entitled, "Abolishing the National Council for Civil Aviation Security and transferring its powers, functions, personnel and budget to the Aviation Security Unit of the Philippine National Police
- Anti-terrorism Law
- draft a Presidential Directive amending the EO 100 returning the exercise of operational supervision and control over the INTERPOL National Central Bureau- Manila from PCTC to PNP (based on INTERPOL policies agency of a member country shall serve as the National Central Bureau)
- Implementation plan for the establishment of Police Attaches in Indonesia, Tokyo, Paris, Thailand and China  


PROJECT 3
RATIONALIZATION OF THE INSTITUTIONAL FRAMEWORK OF THE POLICE SYSTEM

Objectives
1.  To remove duplication, fragmentation and overlapping of policing functions in the government and clearly define functional delineation and coordination.
2.  To reintegrate core policing functions in the PNP, NBI and other law enforcement agencies and define the delineation of jurisdictions among these agencies.
3.  To define the oversight institutional framework for the police system in general and the PNP in particular insuring the preservation of the PNP’s unity of command and internal administrative authority. {linkage with the Office of the Presidential Adviser on Police Matters will likewise be looked into}

Components
a) Development of institutional framework for the police system (including removal of police functions of law enforcement agencies and their reintegration to the PNP and definition of operational collaboration mechanism with other agencies).
b) Delineation of the jurisdictions of PNP, NBI and other law enforcement agencies and definition of the collaboration mechanisms.
c) Definition of the oversight institutional framework of the police system and the specific oversight institutional framework of the PNP including the design of operational flows between police agencies and oversight agencies within the context of self-administering police organizations.

Outputs
- Design of institutional framework
- Design of inter-agency operational collaboration mechanisms
- Implementation Plan
- Implementation instruments including draft legislation


PROJECT 4
RATIONALIZATION OF THE NATIONAL POLICE COMMISSION

Objectives
1.   To rationalize the institutional competence of the NAPOLCOM as the oversight agency of the police system and of the PNP strictly adhering to "administrative control and operational supervision" functions as provided for in RA 6975 and RA 8551 which rescinded the provision under the 1987 Administrative Code on the "administrative control and operational supervision" functions of NAPOLCOM over the PNP.
2.   To establish a clear delineation of functions between the PNP and NAPOLCOM.
3.   To empower the Chief, PNP (as bureau chief) to fully exercise his powers and functions provided under the Sec 26 of RA 8551 and 1987 Administrative Code, such as: Appointment and promotion of PNP personnel, placement and transfer and reassignment of policemen, and utilization of PNP funds

Components
a) Design of the appropriate administrative structure and internal functional configuration of the  NAPOLCOM.
b) Definition of NAPOLCOM mission-critical operating systems and outputs.
c) Design of the NAPOLCOM staffing structure.
d) Formulation of change management strategy.
e) Implementation instruments.

Outputs
- Administrative structure down to first level of supervision and function statements
- Staffing pattern and deployment
- Definition of mission-critical operating systems
- Definition of NAPOLCOM outputs
- Change Management strategy
- Implementation plan
- Implementation instruments


PROJECT 5
IMPROVING THE PNP ORGANIZATION STRUCTURE AND INTERNAL FUNCTIONAL CONFIGURATION

Objectives
1.   To strengthen the core institutional infrastructure of the PNP towards a self- administering police organization
2.   To install the mechanisms that will insulate the PNP from undue politicization
3.   To streamline the administrative structure through decentralization, integration of functions and achieving clear delineation between oversight functions and operations
4.   To strengthen the police stations

Components
a) Reengineering of the administrative structure and internal functional configuration of the PNP.
b) Formulation of the migration plan
c) Development of policy and criteria for the creation of police stations and substations
d) Development of organizational policy and operationalization plans for the creation of special tasks forces
e) Preparation of implementation instruments.

Outputs
- Administrative structure (down to police station level)
- Function statements
- Definition of key vertical and horizontal functional flows and relationships
- Policy and criteria for the creation of police stations and substations
- Policy and criteria for the creation and operationalization of special task forces
- Draft implementation instruments
- Revised PNP Reorganization Plan, as provided under RA 8551 otherwise known as the PNP Reform and Reorganization Act of 1998) to implement the PNP major thrusts on organizational development such as: streamlined organizational structure for manageability and limited span of control, updated PNP staffing pattern for a rationalized distribution of personnel and to generate more available policemen for line duties, etc. (PNP Reorg Plan requires approval of Congress thru a Joint Resolution)
- Assessment of existing PNP Task Forces/Desks


PROJECT 6
REDEFINITION AND DETAILED ENGINEERING OF THE FUNCTIONAL AND OPERATIONAL RELATIONSHIP BETWEEN PNP AND LOCAL GOVERNMENT UNITS

Objectives
1.   To clearly define the role and responsibility of local governments in the maintenance of local peace & order.
2.   To clearly define the responsibility of local governments in financing the police force.
3.   To design the operational relationship between the PNP and local government units towards the context of a self-administering PNP.

Components
a) Definition of LGU and PNP roles and responsibilities in maintaining local peace and order and the proper organizational relationship of local governments towards a self- administering PNP.
b) Conduct of detailed study, identification of guiding principles and formulation of mechanisms for the determination and institutionalization of the appropriate LGU contribution in financing the PNP.
c) Design of PNP-LGU operating policies and procedures and the internal policies and procedures of PNP.
d) Preparation of implementation strategy.
e) Design and implementation of advocacy program.
f) Preparation of implementation instruments.
g) Detailed study on how local government units {LGU} can contribute in the building of police stations/offices like donating parcels of land or providing office spaces

Outputs
- Definition of LGU role and responsibility
- Definition of PNP role and responsibility
- Formula for the determination of LGU contribution to the PNP
- Design of the PNP-LGU operating policies and procedures
- Design of internal PNP operating policies and procedures
- Implementation strategy and schedule
- Advocacy program
- Draft implementation instruments
- Legislative proposal on the selection of Provincial Directors and Chiefs of Police by LCEs  


PROJECT 7
REENGINEERING THE PNP STAFFING AND POSITION CLASSIFICATION SYSTEM

Objectives
1.    To modify the staffing pattern of the PNP to suit the new administrative structure.  
2.    To establish a staffing policy that responds to the changing manpower needs and competency mix of police operations in the field.
3.    To designate non-uniformed personnel to positions of responsibility such as:
Division Chief, Section Chief, etc according to their respective plantilla appointment to provide continuity of implementations and monitoring of plans and programs
4.    To ensure the provision of appropriate and expanded career development opportunities for the police force.
5.    To provide mechanisms for clearly defining position roles, responsibilities, outputs and accountabilities and the parameters for the evaluation of performance.

Components
a) Conduct of work content, workload and competency needs analysis and detailed review of staffing, position classification and position descriptions.
b) Detailed review and design of the PNP staffing policy and staffing pattern including staffing models for police stations.
c) Development of the PNP position classification system
d) Development of position descriptions
e) Formulation of migration plan (coordinated with other PNP reforms)
f) Preparation of manuals and other implementation instruments
g) Policy development on promotion and placement/assignment  

Outputs
- Needs analysis reports
- Staffing policy and staffing pattern
- Staffing models of police stations
- PNP position classification system {based on competency framework}
- PNP position descriptions
- Migration plan
- User manuals
- Implementing orders

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POLICE OPERATIONS

Involves reforms in the operating rules and procedures in police operations, providing the police stations the appropriate work tools and strengthening crime research to support more effective crime management operations.


PROJECT 8
IMPROVEMENT AND INTEGRATION OF THE PNP OPERATIONS MANUALS

Objectives
1.   To improve and integrate all PNP operations manuals to effectively support the job knowledge requirements at work.
2.   To review and improve the consistency and timeliness of procedures with the relevant provisions of law and with the principles of human rights, access and gender equality.
3.   To simplify the language and presentation of the manuals and provide for the translation into key dialects for the convenience of police officers.

Components
a) Detailed review of PNP operating manuals, preparation of content and document outline, content development and document design.
b) Development and implementation of user training and orientation plan
c) Production and distribution
d) Development of mechanism to ensure the internalization of Police Operational Procedure (Rules of Engagement)

Outputs
- Review report
- Content and document outline
- Integrated operating manual document
- Implementation and user training program report
- Completed user training/orientation program
- 200,000 copies distributed to all police officers
- Guidelines on the internalization of Police Operational Procedures


PROJECT 9
STRENGTHENING OF CRIME RESEARCH AND DEVELOPMENT CAPACITY AND FORMULATION OF RESEARCH AGENDA

Objectives
1.  To strengthen the institutional capacity for crime research.
2.  To improve the use of crime research in the formulation of anticrime plans, strategies and operations.

Components
a) Detailed review and reengineering design for the PNP Crime Research and Development Office.
b) Formulation of Medium-term PNP crime research plan

Outputs
- Detailed review report and proposed internal structure and functions of the PNP crime research and development office
- Skills mix and staffing definition
- Output definitions
- Definition of key operating systems and linkages of the PNP crime research and development office
- Definition of resource requirements
- Implementation and migration plans

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FACILITIES DEVELOPMENT

Will strengthen capacities by improving the core physical facility support for effective police operations in the field, and will involve such initiatives as updating core police equipment standards and development of a multi-year financing and procurement plan; development and upgrading of the capacities and facilities as well as the organizational arrangements of the crime laboratory, and the provision of model infrastructure for police stations and substations. An important component of this program is the improvement of capacities for the management and preservation of police evidence.

PROJECT 10
UPDATING OF POLICE EQUIPMENT STANDARDS AND DEVELOPMENT OF MULTI- YEAR FINANCING/RESOURCE MOBILIZATION AND PROCUREMENT PLAN

Objectives
1.  To update the standards of police equipment.
2.  To accelerate the equipping of all the delivery units of the PNP through an effective resource mobilization strategy.
3.  To strengthen the PNP’s equipment and materiel research and development capabilities.

Components
a)  Research and development program for upgrading of police equipment standards.  
b) To review and improve the management of police equipment including its acquisition, inventory, deployment, maintenance, disposal and accountability.

Outputs
- Equipment standards
- Operating policies, rules and procedures (in manuals)
- Equipment management plan (including proposals to improve organizational arrangements)
- Resource mobilization strategy
- Resource mobilization implementation plan


PROJECT 11
DEVELOPMENT OF UPGRADING PLAN FOR THE CRIME LABORATORY, ITS FACILITIES, ORGANIZATION, STAFFING AND OPERATING SYSTEMS

Objective
To strengthen the PNP’s capacity for forensic/scientific investigation.

Components
a) Detailed review and strengthening of the structure, staffing and operating systems of the Crime Laboratory and those of the forensics operations in the field.
b) Formulation of facilities upgrading plan including its financial estimates and financing strategy.
c) Formulation of human competency development plan for the development of police scientists in the field of medicine
d) Formulation of horizontal career development plan for police scientists

Outputs
- Detailed review report
- Proposed organizational and operational arrangements of the crime laboratory and forensics operations in the field
- Facilities upgrading plan and equipment specifications
- Financial estimates and financing strategy
- Human competency development plan and implementation program
- Horizontal career development plan for Forensics Experts


PROJECT 12
REVIEW AND IMPROVEMENT OF MATERIAL EVIDENCE MANAGEMENT POLICIES AND PROCEDURES

Objectives
1.   To improve current mechanisms for the collection, preservation/storage, accounting and disposal of material evidence in criminal cases.
2.   To define the physical facility requirements for the proper storage and preservation of physical evidence.
3.   To develop standard competency requirements/levels among evidence custodian.

Components
a) Detailed review of evidence management policies and procedures, storage and preservation mechanisms, storage facilities, and accountability procedures of the PNP at central and field levels.
b) Formulation of policies, rules and procedures on the collection, storage/preservation, access, disposal, accounting and chain of custody of all material evidence.
c) Formulation of plans for the improvement of facilities for the storage of all material evidence.
d)  Development of competency needs/analysis for evidence custodians.

Outputs
- Review report
- Proposed policies, rules and procedures
- Storage facility improvement plan
- Implementation and financing plan
- Manuals (chain of custody, competency needs etc}

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HUMAN RESOURCES DEVELOPMENT AND MANAGEMENT

Involves reforms in human resources development policies and improvement in the human resources management systems including staffing, recruitment and selection, personnel administration, career development and promotion, police remuneration, and police education and training, performance monitoring and evaluation, and police discipline. Two important components of this program include the reengineering of the institutional framework of police education and training and strengthening police education and training curriculae; and the design and implementation of a PNP pension corporation.


PROJECT 13
DEVELOPMENT OF POLICE PHYSIO-PSYCHOMETRIC TESTING TOOLS

Objective
To strengthen the mechanism to ensure the recruitment of the best candidates with the desired intellectual ability, physiological, psychological and emotional quality and values.

Components
a) Conduct of study and character profiling of an effective and professional police officer.
b) Development of psychological testing instrument for police applicants and instrument testing.
c) Development of a sound recruitment mechanism.

Outputs
- Policeman normative character definition
- Psychometric testing instrument and evaluation methodology
- Training of policy psychometricians and recruitment officers
- Redefined policy governing the PNP Recruitment Board


PROJECT 14
FORMULATION OF A POLICE CAREER DEVELOPMENT SYSTEM

Objectives
1.  To widen the career development opportunities and choices of the PNP personnel
2.  To develop a career development system that is integrated with education and training, compensation and performance evaluation.

Components
a) Detailed review of current career development policies and procedures for the police force.
b) Design of the police career development system, identifying the vertical and horizontal career paths and the requirements of progression, and formulation of policies and operating procedures.

Outputs
- Detailed review report
- Career development policy
- Career development path definitions
- Application rules and procedures
- Financial requirements estimates for the medium-term
- Implementation plan
- Implementation instruments
- Eligibility Lists
- Development of a Career Development/Exit System


PROJECT 15
REENGINEERING OF THE POLICE REMUNERATION SYSTEM

Objectives
1.    To attract and retain the best and the brightest to a career in the police force
2.    To motivate policemen toward continuous learning and professional growth
3.    To establish the foundations for the integrity and prestige of the police force

Components
a) Detailed diagnostics of the police remuneration policy, national remuneration police and including inter-country comparisons
b) Definition of police remuneration philosophy, design of police remuneration policy and structure,
c) Development of financing and implementation plan.
d) Preparation of advocacy plan for Congress and Executive Branch
e) Preparation of implementation instruments.

Outputs
- Diagnostic report and comparative study
- Design of police remuneration package
- Design of application methodology
- Design of implementation plan
- Design of financing strategy
- Design of advocacy plan
- Draft enabling law and implementing orders


PROJECT 16
DESIGN OF THE POLICE PENSION SYSTEM AND THE PNP PENSION AND
INSURANCE CORPORATION


Objectives
1.   To provide an attractive deferred benefits system that provides choice and is commensurate to the noble service that police men render.
2.   To establish mechanisms for continuing improvement and financial viability of the system

Components
a) Review of current police pension package and operational arrangements, including assessment of current pension policies, rules and regulation, and inter-country comparisons
b) Design of the police pension packages and qualification and availment procedures and payment schemes.
c) Design of the pension fund corporation, its organization structure, and operations, financing and capitalization, resource requirements, and financial projections.
d) Formulation of implementation plan and implementation instruments

Outputs
- Policy and current/previous systems review
- Review of international experience
- Design of police pension packages
- Design of pension fund corporation
- Design of business strategy
- Design of capital structure and financing plan
- Projected financial statements
- Implementation plan
- Implementation instruments, including legislation


PROJECT 17
REVIEW AND STRENGTHENING OF THE POLICE DISCIPLINE & GRIEVANCE SYSTEM

Objectives
1.   To strengthen the IAS as a disciplinary arm of the PNP
2.   To remove mechanisms that render the police discipline system vulnerable to politicization.
3.   To remove mechanisms that undermine unity of command and inherent authority of the Chief PNP in police discipline while ensuring that proper public accountability mechanisms are in place.
4.   To establish a stronger discipline and grievance system that will provide an effective deterrent to police misconduct while ensuring better detection and application of appropriate sanctions to erring policemen

Components
a) Detailed diagnostics of current policies, processes and institutional arrangements for police discipline.
b) Detailed design of strengthened police discipline & grievance policies, rules and procedures.
c) Design of institutional systems and procedures on the processing of cases and records management within the context of a self-administering PNP.
d) Conduct of PNP-wide orientation program

Outputs
- Diagnostic report
- Staffing policy & staffing pattern
- Updated design of police discipline policies, rules and procedures
- Institutional systems and procedures to strengthen the PNP-IAS
- Police discipline & grievance manual
- Orientation program
- Metadata & corresponding hardware
- User manual
- Training Program for IAS staff
- Draft legislation that will vest the IAS exclusive jurisdiction of administrative cases filed against policemen


PROJECT 18
REVIEW OF THE POLICE PERFORMANCE EVALUATION  SYSTEM

Objective
To put in place a transparent and effective performance evaluation system that provides accurate measures for evaluating performance of PNP personnel

Components
a) Detailed diagnostic study on current performance evaluation policies, rules and procedures on the evaluation of the performance of the police force
b) Development of performance evaluation system  including performance indicators, criteria and benchmarks for each position based on the position description and position class, and evaluation procedures
c) Preparation of performance evaluation manual
d) Preparation and implementation of user training and staff orientation program
e) Design of intervention measures

Outputs
- Diagnostic study report
- Performance evaluation system
- Performance evaluation manual
- User training and orientation plan
- Completed user training and staff orientation program
- Intervention Plans

PROJECT 19
ASSESSMENT AND REENGINEERING OF THE INSTITUTIONAL FRAMEWORK FOR POLICE EDUCATION AND TRAINING

Objectives
1.   To improve the capacity of the entire police training and education system.
2.   To return PNPA, NPC and PNTI and all their properties and facilities back to the PNP trough an executive fiat or amendment of pertinent provisions of RA 6975 but leaving behind BJMP and BFP cadets to PPSC.

Components
a) Design of the institutional framework and administrative structure of an integrated police education organization.
b) Review and design of staffing, faculty tenure arrangements and work loading.
c) Review and design of police training and education facilities, and financing plan.
d) Development of change management strategy.
e) Development plan for the creation of a PNP education center
f) Implementation

Outputs
- Institutional review report
- Design of institutional framework
- Design of administrative structure and internal functional configuration of an integrated police education and training institution
- Staffing pattern
- Faculty tenure scheme
- Faculty work loading scheme
- Faculty remuneration scheme
- Change management plan
- Trainors' Eligibility List
- Draft legislation
- Advocacy Plan


PROJECT 20
CONDUCT OF TNA FOR POLICE POSITIONS/RANKS

Objective
To assess the training requirements of police positions and their incumbents as basis for the strengthening of the police education and training program.

Components
a) Review of position/rank descriptions, education and training policies and programs, and other relevant issues on police education and training.
b) Development of survey instruments including determination of sampling frame.
c) Conduct of survey.
d) Descriptive and inferential statistical analysis.


Outputs
- Survey instrument and sampling frame
- Descriptive and inferential statistical analysis


PROJECT 21
REVIEW AND REVISION/STRENGTHENING OF THE PNP EDUCATION HAND
TRAINING PROGRAM AND CURRICULA

Objective
To strengthen the relevance of police education and training to the competency and skills requirements of actual police functions and tasks.

Components
a) Detailed review of the police education and training program curricula and training courses  
b) Development of police education and training philosophy and framework
c) Revision design of education and training curricula, including course content, schedule, delivery system, learning assessment mechanisms, instructional aids and equipment, faculty qualifications requirement, and post training monitoring and evaluation.
d) Pilot testing of core curricula and fine-tuning.
e) Implementation plan formulation and implementation.

Outputs
- Diagnostic report
- Police education and training philosophy and framework document
- Design of training programs and curricula
- Pilot implementation design
- Completed pilot test and evaluation
- Implementation plan report
- Monitoring and evaluation reports

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ADMINISTRATIVE AND FINANCIAL MANAGEMENT

Involves reforms in strengthening the resource generation capacity of the PNP, streamlining and improving the entire financial management system in infusing more appropriate tools that will allow systematic linkage between strategic and operations plans and budget prioritization and detail formulation, and decentralize administrative and financial management to the appropriate enterprise units in the field, while strengthening and integrating oversight administrative and financial management functions.

PROJECT 22
DEVELOPMENT AND IMPLEMENTATION OF A PNP REVENUE AND RESOURCE MOBILIZATION STRATEGY

Objectives
1.    To improve the resources of the PNP without undermining mechanisms for integrity, service orientation and insulation against politicization are in place.
2.    To strengthen the PNP’s capacity for entrepreneurial governance.

Components
a) Detailed review of laws on PNP revenue generation and current PNP revenue generation practices, including revenue generation policies, pricing policy, revenue sourcing, generation/remittance/ collection procedures and revenue accounting, monitoring, reporting and internal control mechanisms.
b) Development of revenue generation and strategy (identification of sources, pricing policy for fees and charges, and generation/remittance/collection procedures
c) Design of revenue management policies and processes including revenue planning, recording, accounting, reporting and evaluation.
d) Formulation of advocacy (“marketing”) plan to revenue source targets
e) Preparation of implementation plan and instruments
f) Design and implementation of user training and orientation program
g) Implementation

Outputs
- Review report
- Revenue generation strategy
- Revenue management policies
- Revenue generation/remittance/collection procedures
- Recording, accounting, reporting and internal control procedures
- Implementation plan
- Implementation instruments
- User training and orientation plan
- Operational revenue management system
- Monitoring and evaluation reports


PROJECT 23
REENGINEERING OF THE PNP PLANNING & BUDGETING SYSTEM

Objectives
1.  To improve the quality and efficiency of the PNP budgeting system and improve its operational linkage between plans, budgets and resource generation capacities.
2.  To remove duplication and splitting of budgeting functions and integrate budget processes at central and field levels, within the framework of decentralized PNP budgeting system consistent with the reengineered PNP administrative structure.

Components
a) Review and re-design of the implementation of the planning & budgeting system linked with medium-term, strategic planning and revenue plans
b) Design and implementation of budget decision support tools and accountability mechanisms at all levels
c) Development of user training plan and orientation program.
d) Implementation
f) Review of the implementation of the E-Procurement Law
g)Review of the Program Review Analysis as a management tool

Outputs
- Reviewed planning, budgeting & execution policy manual  
- Annual budget accountability system at all levels
- Proposed budget policies
- Budget decision support tools
- Implementation plan
- User training and orientation program
- Operational budgeting system
- Monitoring and evaluation reports
- Directive allowing PNP to outsource health service, utility/janitorial services, etc.
- Draft of the EO exempting the PNP from the DBM imposed reserve on non-PS funds
- Directive repealing NAPOLCOM Resolution No 91-04 dated March 6, 1991 entitled Resolution Reserving 7% of the MOOE of the PNP a Management Reserve to be Utilized for PNP Projects/ activities Needing Priority Action s Seen Fit by the Commission”.

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STRATEGIC PLANNING AND PERFORMANCE MANAGEMENT

Involves the design and institutionalization of a strategic planning system within the PNP, strengthening of operational planning capacities of mission-critical units, development of a results-based monitoring and evaluation system which will be operated at operations and oversight levels in the PNP organization. An essential component of this program will be the formulation and implementation of a crime indicators system that will identify and appropriate set of indicators that will guide the monitoring and evaluation of the country’s crime situation and its performance, and the corresponding procedures for data generation and reporting.


PROJECT 24
DESIGN AND INSTALLATION OF A PNP STRATEGIC PLANNING SYSTEM

Objectives
1.   To improve the prescience of PNP operations by placing them within the context of a strategic plan.
2.   To strengthen capacities for strategic and operations planning linked with resource management and institutional performance evaluation.

Components
a) Design of a PNP strategic planning system, operations planning system and system linkages with budgeting, revenue generation and performance evaluation.
b) Formulation of user orientation program
c) Pilot testing and institutionalization

Outputs
- Strategic planning system manual including operational planning process
- User orientation program
- Institutionalized strategic planning system
- Monitoring and evaluation report
- Advocacy Plan


PROJECT 25
DESIGN AND IMPLEMENTATION OF A PNP RESULTS-BASED MONITORING AND EVALUATION SYSTEM (RBMES)

Objective
To provide a mechanism for the results-based monitoring and evaluation system for the PNP.

Components
a) Design of a results –based monitoring and evaluation system, including formulation of RBMES framework, linkage with crime indicators system and development of internal and external indicators for measuring results, evaluation tools and processing procedures and reporting procedures.
b) Pilot testing and full implementation of system at police station, office and institutional levels.
c) Formulate an evaluation system to measure the organizational effectiveness and credibility of the PNP vis-à-vis the programs of the PNP Transformation Plan

Outputs
- Design of RBMES framework
- Design of RBMES
- Pilot implementation plan
- User training program
- Monitoring and evaluation reports
- Evaluation Report


PROJECT 26
DEVELOPMENT OF CRIME INDICATORS SYSTEM

Objective
To formulate a comprehensive set of crime indicators that will allow better analysis of crime and planning of crime management strategies.

Components
a) Development of crime indicators framework
b) Identification and definition of crime indicators
c) Design of data generation procedures
d) Formulation of implementation and institutionalization plan in PNP and key crime data generating agencies

Outputs
- Crime indicators framework
- Crime indicators and definition
- Data generation procedures
- Implementation and institutionalization plan

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INFORMATION AND COMMUNICATION TECHNOLOGY

Involves the development and implementation of a PNP integrated crime management information system to be designed within a broader criminal justice information system architecture. The PNP CMIS will operate at the police station level providing transaction processing modules that will feed into a crime database, tracking and monitoring system that will enable crime mapping and analysis at station and higher geographical levels.

PROJECT 27
DESIGN OF THE CRIMINAL JUSTICE SYSTEM ARCHITECTURE

Objective
To ensure the integration and linkage of crime information systems across the 5 pillars of the justice system by providing an ICT and system architecture that will ensure connectivity and data sharing.

Components
a) Diagnostic review of the information systems and high level requirements of the 5 pillars of justice.
b) Design of ICT and system architecture for an integrated criminal justice system

Outputs
- Diagnostic report
- ICT and system architecture


PROJECT 28
DESIGN OF THE PNP CRIME MANAGEMENT INFORMATION SYSTEM CONCEPT, AND SYSTEM FUNCTIONAL SPECIFICATIONS AND CRIME DATA STANDARDS

Objectives
1.    To improve the capacity of the PNP to manage criminality at local and national levels through an automated enterprise-wide crime management information system.
2.    To integrate existing data, create an infrastructure and a metadata to make data interoperable.

Components
a) Design of data infrastructure.
b) Definition of information systems that will comprise the crime management information system including definition of systems at police stations, and oversight levels and the vertical and horizontal workflows, the data bases and transaction processes, geographic information system, crime mapping and the decision support systems.
c) Definition of user requirements and system functional specifications which will detail how the users want the systems to function in order to support work processes and decision making and the translation of this into the functional specifications of the identified information systems.
d) Development of data standards, ensuring linkages with the PNP RBMES, performance evaluation system and the crime indicators system.

Outputs
- Data infrastructure
- Identified information systems
- User requirements definition
- Systems functional definition
- Data standards
- Metadata


PROJECT 29
PNP CRIME MANAGEMENT INFORMATION SYSTEM – APPLICATION SYSTEMS DESIGN AND IMPLEMENTATION

Objective
To improve the capacity of the PNP to manage criminality at local and national levels through an automated enterprise-wide crime management information system.

Components
a) Application systems development and design
b) Design of user training program
c) Formulation of deployment plan
d) System testing, procurement and installation of hardware and software and system roll out including implementation of user training, system maintenance and user handholding

Outputs
- Application systems and program document
- User training program
- System deployment plan
- Operational NCMIS
- Monitoring and evaluation reports
- Geographic Information System {GIS}
- Advocacy Plan

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DEMONSTRATION OF EXCELLENCE THROUGH DEVELOPMENT OF BEST PRACTICE

Demonstrates the effectiveness of the fundamental institutional and system reforms by combining them with a more comprehensive locality/community – based peace and order planning and management that will involve various stakeholders.

PROJECT 30
DEVELOPMENT AND IMPLEMENTATION OF MODEL POLICE STATIONS

Objective
To integrate and showcase the PNP reforms and best practices in policing and police organization management within a defined locality under the jurisdiction of a municipal or city police office.

Components
a) Development and application of criteria for the selection of pilot police stations.
b) Conduct of crime mapping and analysis leading to definition of policing requirements.
c) Detailed organization and systems assessment of the police stations, leading to gap identification and definition of institutional strengthening measures.
d) Development and installation of design of organization and core operating setup of the model police station, including definition of internal operational structure; competency mix, staffing and deployment procedures and schedule; training needs analysis and provision and implementation of training; implementation of new human resource development policies in remuneration, career development and promotion, discipline, and personnel administration; provision of equipage, strengthening of police operations procedures (application of integrated operations manuals), installation of records management and other auxiliary operations and procedures and improvement of physical facilities.
e) Development and implementation of crime management plan for the city/municipality including a crime monitoring and evaluation methodology.
f) Installation of crime management information system – police station modules;
g) Application of crime indicators and development of RBMES for the police station.
h) Design and implementation of community relations and community partnership schemes in peace and order maintenance
i) Design and implementation of community information, education and advocacy towards improving awareness and vigilance and engendering active support to the community police force.
j) Implementation of LGU-PNP operational relationships and LGU resource contribution scheme.
k) Development and implementation of evidence management policies and procedures.
l) Development and implementation of vertical workflows to the higher levels in the PNP organization hierarchy.
m) Development and implementation of supplies and physical assets management system and financial operations procedures.
n) Design and implementation of a change management strategy.
o) Development and application of pilot project monitoring and evaluation system.
p) Formulation of upscaling plan
q) Enhancement of the Community-Oriented Policing System (COPS)
r) Replication of the COMPSTAT concept

Outputs
- Criteria for the selection of pilot police stations.
- Crime mapping and analysis report
- Detailed organization and micro-systems assessment report
- Design of detail formal structure
- Design of detail staffing and deployment scheme and schedule
- Design of detail police operations procedures
- Design of detail records management procedures
- Design of physical assets management system – police station modules
- MOA with LGUs on LGU funding contribution and remittance procedures
- Crime management plan for city/municipality
- Crime monitoring and evaluation system
- Installed and operational automated crime management information system – police station modules
- Design of community relations and partnership schemes
- Design of community information, education and advocacy program
- Custom design of evidence management procedures – police station
- Pilot project monitoring and evaluation system
- Operational model police stations
- Monitoring and evaluation reports
- Upscaling plan/ Upgrading of Police Stations in Tourists Destinations into –World Class Police Stations and insurgency affected areas-Stronger Police Stations
-Mechanism for a sustained values and leadership development program {Subic PNP VLS}


PROJECT 31
SAFER CITIES AND COMMUNITIES PROJECT

Objectives
1.  To make safer cities both real and perceived
2.  To test local solutions to local crime problems

Components
a) Planning the built environment with crime reduction as a consideration (including the application of urban design and spatial/demographic and economic distribution strategies towards reducing and preventing crime and to reduce crime opportunities and integrating these into city plans and zoning ordinances)
b) Strengthening policing and surveillance, particularly in crime hot spots, and improving police response time
c) Development of local social and economic upliftment plans as best strategies for reducing criminality.
d) Design of multi-stakeholder synchronized approach – to crime prevention and management (establishing community partnership mechanisms to support police in preventing and combating criminality.
e) Review and reengineering local governance towards crime prevention and reduction based government policies, programs and activities (such as improving regulation, conduct of crime vulnerability audits of key establishments such as markets and shopping malls, developing and enforcing safety standards and certification of safe design for private establishments such as malls, markets, residential developments, recreation centers, hotels, etc.
f) Development and institutionalization of safer cities processes (such as regular economic, demographic and crime mapping and surveys, inventory of criminals, development and of community safety plans for each community/barangay, institutionalized local governance processes, etc.
g) Creation of safer cities fund to finance safer cities initiatives in the city or municipality to be funded from stakeholder contributions – both public and private.
h) Application of model police station arrangements in pilot safer cities.
i) Local citizen, community and stakeholder information and advocacy program.
j) Safer cities project RBMES
k) Implementation and implementation management

Outputs
- Criteria for pilot city selection and identified pilots
- Planning guide on crime prevention oriented urban development and local legislation
- Planning guide to crime reduction oriented local social and economic development plans
- Development of crime-prevention oriented city/municipal plans and ordinances
- Design of police surveillance mechanisms in crime hot spots
- Design of quick response mechanisms – police station
- Design of multi-stakeholder partnerships in crime prevention and management
- Design of safer cities processes
- Design of safer cities fund including organization and operating systems and procedures
- Local citizen, community and stakeholder information and advocacy program.
- Safer cities project RBMES
- Operational safer cities and communities pilot project in 3 pilot cities and municipalities

PROJECT 32
COMMUNITY POLICE ACTION CENTERS, COMMUNITY POWER IN ACTION (COMPACT)

Objectives
1.        To provide high police visibility, accessibility, and acceptability to the general public, with effective, relevant, and meaningful community leadership action, inspiring community involvement and support, to augment government constraints, towards building a true national community under the rule of law through the establishment of Community Police Action Centers.
2.        To systematize and institutionalize community support for law enforcement in a manner that is transparent and above board
3.        To institutionalize community oriented policing and capacitate the police at the local level to sustain COPS orientation and implementation
4.        To invigorate community’s involvement and sense of social responsibility in support and commitment to the rule of law, in coordination with the police.
5.        To enhance accessibility through Electronic governance technologies

Components
a.        Review of successful community oriented policing models
b.        Architectural/ Physical Design Coordination
c.        Rationalize Deployment strategy and Land utilization strategy
d.        Development of Communications / Marketing Strategy
e.        Development of Systems Motivation Program
f.         Development of Funding strategy – financial/logistics
g.        Installation of Electronic governance technologies
h.         Review / Enhance Capacity Building & Training for Community Oriented Policing &
Leadership and values formation
i.        Enhancing Community Involvement in Problem solving
j.        Central monitoring of performance & recognition development

Outputs
- COPS Models Review
- Coordinated Architectural/ physical design of COMPACTS
- Deployment and land utilization strategy
- Communication/ Marketing Strategy
- Systems Motivation Program
- Funding Strategy
- Electronic governance technologies
- Review of Capacity Building and Training for COPS and Leadership Values Formation
- Networking and capacity development for problem solving for the community
- Central Monitoring of performance and recognition system

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PUBLIC INFORMATION AND ADVOCACY

Supports the implementation of the transformation program from start to finish by
providing broad and stakeholder information, education and advocacy strategies and
interventions that will engender active cooperation and support.


PROJECT 33
DESIGN AND IMPLEMENTATION OF PUBLIC INFORMATION AND ADVOCACY
PLAN FOR THE TRANSFORMATION PROGRAM

Objectives
1.    To provide mechanisms for winning the transformation program through public
understanding and support.
2.    To provide effective mechanisms for public and stakeholder information,
information and feedback on the reform process.

Component        
a) Design of communication and advocacy program (including identification of key
targets, determination and formulation of key messages, selection of medium of
communication delivery, integration of advocacy components in police education and
training programs, and in PNP regular meetings and discussion forums, and
implementation plan and schedule

Outputs
- Design of advocacy plan
- Production of instruments
- Operational advocacy plan

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REFORM MANAGEMENT

An essential ingredient in a successful medium-term and complex reform effort, a
reform management program, institutional framework and operating mechanisms
will be put in place to address plan and manage the entire change management
and day-to-day reform development, content synchronization and implementation
management processes.


PROJECT 34
ESTABLISHMENT AND OPERATIONALIZATION OF THE REFORM
MANAGEMENT OFFICE

Objective
To provide the appropriate mechanisms that will ensure the sound management of
the transformation process.

Components
a.        Formulation of reform management framework and methodology
b.        Detailed designing of the organization of work and operating systems of the
Program   Management Office
c.        Detailed definition of multi-year expertise requirements and staffing
development
d.        Definition and provision of physical facility requirements
e.        Support to PMO operations

Outputs
- Program management framework and methodology
- PMO work organization and operating systems
- Competency mix definition
- Multi-year staffing development
- List and specifications of office equipment and other facility requirements and
procurement
- Providing funds to support PMO operations