process check

7/27/2019 Process Check

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VISION

MISSION

VALUES

OBJECTIVES

Measures

TOP-DOWNPLANNING

STRATEGIES INITIATIVES (PPAs) ACTIVITIES AND TASKSRESOURCES/FUNDING

REQUIREMENTS

B

OTTOM-UPPLANNING SWOT ANALYSIS

EXTERNAL ENVIRONMENT

ASSESSMENT

Opportunities (O) and

Threats (T)

INTERNAL ENVIRONMENT

ASSESSMENT

Strengths (S) and

Weaknesses (W)

GAP ANALYSIS


4/19

What is Environmental Scanning?

The process of collecting, analyzing and distributing

external information that affect the organization for tactical

and strategic purposes.

The study and interpretation of the political, economic,

social, technological, environmental/

ecological, legal trends and events which influence an

organization, a business, an industry or even the totalmarket.


5/19

Macro Environment:

Political, Economic, Socio-economic, Technological Ecological

and Legal

Industry, Sector and Area trends, key success factors

Market Analysis:

Supply and Demand, Competitors, Substitutes

Micro Market Analysis:

Location feasibility, Immediate Customer needs, wants, values,

interest, attitude

EXTERNAL ENVIRONMENT ASSESSMENT


6/19

PESTEL Analysis

Political

Economic

Socio-cultural

Technological

Environmental/Ecological

Legal


7/19

PESTEL

Implication/s (+) or (-)

Intervention/sCrime Prevention Crime

Solution

POLITICAL

ECONOMICAL

SOCIO-CULTURAL

TECHNOLOGICAL

ENVIRONMENTAL/EC

OLOGICAL

LEGAL

ENVIRONMENTAL SCANNING (PESTEL) MATRIX


8/19

PESTEL

Implication/s (+) or (-)

Intervention/sCrime Prevention Crime

Solution

POLITICAL

1. Election

PAGs

Vote Buying

Harassments

Political

killings

ENVIRONMENTAL SCANNING (PESTEL) MATRIX


9/19

Organizational Performance versus historical, targets and

benchmarks

Organizational Capabilities and Competence

Resource Optimization

Management Processes

Management Functions, Programs and Projects

Teams and Individuals

Physical Assets, Environmental Conditions

Organizational Affiliations, Alliances and Linkages

Top Management, Board, Leadership:Governance, Direction, Morale, Systems

Strategic Fit

INTERNAL ENVIRONMENT ASSESSMENT


10/19

Definition

SWOT stands for:

Strengths

Weaknesses

Opportunities

Threats

10

SWOT ANALYSIS


11/19

Internal

Factors

External

Factors

STRENGTHS1.

2.

3.

WEAKNESSES1.

2.

3.

OPPORTUNITIES1.

2.3.

S.O. STRATEGIC OPTIONS1.

2.3.

W.O. STRATEGIC OPTIONS1.

2.3.

THREATS1.

2.

3.

S.T. STRATEGIC OPTIONS1.

2.

3.

W.T. STRATEGIC OPTIONS1.

2.

3.

SWOT ANALYSISSWOT ANALYSIS


12/19

Strategy Formulation

Strengths-Opportunities (S-O) Strategic Option:

How can strengths be employed to take

advantage of the opportunities?

Strengths-Threats (S-T) Strategic Option:

How can strengths be used to counteractthreats that tend to hinder the attainment ofthe PNPs vision mission and objectives?

12


13/19

Strategy Formulation

Weaknesses-Opportunities (W-O) Strategic Option:

How can weaknesses be overcome to take

advantage or exploit the opportunities?

Weaknesses-Threats (W-T) Strategic Option:

How can weaknesses be overcome to counteractthreats that tend to hinder the attainment of theobjectives (VMO) and exploitation ofopportunities?

13

SWOT ANALYSIS


14/19

Internal

Factors

External

Factors

STRENGTHS1.PNPTS VMO -aligned with PNPs VMO2.Strong leadership3.Training policies and procedures in place4.All PNP Personnel are college graduates

5.95% PNP-wide connectivity6.Willingness of PNP to embracetechnology- enhanced trainings

WEAKNESSES1.Limited budget (dependent onGAA)2.Inadequate training facilities3.Shortage of qualified instructors4.Lack of standard POIs5.Displacement of officers holdingsensitive positions6.Time constraint

OPPORTUNITIES1.Availability of ICT and E-commerce law

2.Supportive internal and externalstakeholders;3.Responsive community4.Partnership with international and local

law enforcement agencies5.PNP ITP

S.O. STRATEGIC OPTIONS1.Adoption of online/blended mode

of delivering training courses2.Forge partnerships to winstakeholders support to enhancePNP capability

W.O. STRATEGIC OPTIONS1.Adoption of online/blended mode

of delivering training courses;2.Reorganize PNTS Structure toenable creation of online school toincrease reach to PNP personnelnationwide

THREATS1.Emerging crimes that are highlysophisticated2.Globalization/Transnational crimes3.Political intervention4.Economic crisis

S.T. STRATEGIC OPTIONS1.Design TNA and survey to address

emerging law enforcement needs2.Institutionalize training polices andprocedures to insulate politicians meddling in

the affairs of PNP3.Adoption of online/blended learning to

bring down cost of training

W.T. STRATEGIC OPTIONS1.Strengthening of police competencies2.Job matching with skills and capabilities3.Maximize training with limited budgetusing online or technologically- enhancedtraining

SWOT ANALYSISSWOT ANALYSIS


15/19

How does Environmental Scanning fit in the

Planning Cycle?Environmental Scan

Internal Factors

Vision

Mission

Values Institutional

Climate

External Factors

Collect

Assess Identify

Forecast

SWOT

Analysis

Strengths

Weaknesses

Opportunities

Threats

GAP

Analysis

Given where we

presently are,

where should

we be going?

Strategic

Planning

How do we get

there?

When will we

get there?


16/19

Current State

(Where am I?)

Desired State

(Where do I want to go?)

GAP

(Problem, Constraints,

Limitations)

How do I get there?

STRATEGY 1Initiatives (PPAs)/

Resources/Timeline/OPR

STRATEGY 2Initiatives (PPAs)/

Resources/Timeline/OPR

Closing the Gap

GAP ANALYSIS

Strategy Development Considerations:

1. Policy 2. Capacity Building

3. Resource Generation and

Mobilization

4. Coordinative linkages /

Stakeholders support

5. Sustainability

GAP ANALYSIS FRAMEWORK


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GAP ANALYSIS FRAMEWORK

Insufficient training/

lack of competence

Traditional Method of

Police Education and

Training

Limited budget allocation; Limited access to training facilities; Time and financial constraints;

Displacement of officers;

Lack of standard Program of Instructions (POIs);

and

Limited number of qualified instructors.

GAPSPRESENTSTAGE

Develop Highly Competent PNPPersonnel

(PNP P.A.T.R.O.L. PLAN)

ICT-Assisted Police Education

and Training

Contributory to the PNPs vision

of highly capable, effective and

credible police service

DESIRED STAGE

(STRATEGY)

CLOSING THE GAP BY ADOPTING

ONLINE TRAINING

INITIATIVES (PPAs) Training Needs Analysis (TNA) Inventory of Training Courses Training Competencies Review Institutional Mechanism including Policy

Formulation Implementation Plan /Timeframe

O O


18/19

5 YEAR ONLINE TRAINING PROGRAMTITLE OF COURSE

DURATION

IN DAYS

PERIOD

OF

IMPLEME

NTATION

NO.

OF

PAX/

CLAS

S

NO. OF

CLASS/

YEAR

PER

CAPITA

PER DAY

TRAINING COST

2010 2011 2012 2013 2014 2015

1Intelligence

Orientation Course

10 1st 50 1 150.00 75,000 75,000 75,000 75,000 75,000 75,000

2Police Investigator's

Refresher Course10 1st 50 1 150.00 75,000 75,000 75,000 75,000 75,000 75,000

3

Police Community

Relations Specialists

Course

25 2nd 50 1 150.00 187,500 187,500 187,500 187,500 187,500 187,500

4Police Responders

Course10 2nd 50 1 150.00 75,000 75,000 75,000 75,000 75,000 75,000

5Human Resource

Management Course25 3rd 50 1 150.00 187,500 187,500 187,500 187,500 187,500 187,500

6Comptrollership

Officers Course25 3rd 50 1 150.00 187,500 187,500 187,500 187,500 187,500 187,500

7Specialized Planning

Course30 3rd 50 1 150.00 225,000 225,000 225,000 225,000 225,000 225,000

8Instructors

Development Course 10 4th 50 1 150.00 75,000 75,000 75,000 75,000 75,000 75,000

9Logistics

Management Course35 4th 50 1 150.00 262,500 262,500 262,500 262,500 262,500 262,500

1

0

Finance Officers

Course30 4th 50 1 150.00 225,000 225,000 225,000 225,000 225,000 225,000

500

1,575,00

0

1,575,00

0

1,575,00

0

1,575,00

0

1,575,00

0 1,575,000


19/19

TARGETS ACCOMP (+/-)

VAR

Impact on Process

Shift

Cross match

with SDPITA*

Identification

of Gaps

Intervention

Resulting to

breakthrough/transfo

rmative outcomesCrime

Prev

Crime

Solution

(+)Factors

(+)Factors

OM

T

I

(-)Factors

(-)

Factors

O

M

T

I

OPERATIONS REVIEW MATRIXObjective : Crime Prevention

Primary Driver: Enhanced Community Engagement

Secondary Driver: Intensify Community Awareness

*SD Secondary Driver

PI Performance Indicator

Targets

Activities

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