1. How well do you know your Office/Unit charter statement and scorecard?

What are some of its objectives and, measures, targets, and initiatives?

As a Deputy Station Commander of ICPS3, I do know well the

Office/Unit charter statement because it is embodied in the PNP’s Vision.

“Imploring the aid of the Almighty, by year 2030, we shall be a highly

capable, effective and credible police service working in partnership with a
responsible community towards the attainment of a safer Western Visayas to
live work and do business.”

The PNP vision statement is in line with its mission mandate provided
by successive laws/RAs 6975, 8551 and 9708, which are: ‘To enforce the law,
prevent and control crimes, maintain peace and order, and ensure public
safety and security with the active support of the community’.
Highlighted in vision and mission statements, is the active support of
the community/ stakeholders.
The PNP Charter Statement also identified its Core Values that serves
as its moral compass that guides every undertaking which are: Maka-Diyos,
Maka-Bayan, Maka-Tao and Maka-Kalikasan.
The PNP Charter Statement has also its Strategy map which is the
logical representation of what the organization will do in every perspective to
fulfil its mission and attain its vision.

Further, being the Deputy Station Commander, an Officer of the many

personnel of ICPS3, it is my great responsibility that it should start with me
first that I have an in-depth knowledge by heart of the charter statement of our
Unit; for I considered it as my point of reference towards my leadership; a
vision in order to laid down a direction, upon which my subordinates can look
up to, as they serve the people.

As for the Scorecard, it shows how Strategic Objectives will be attained

by our Office/Unit through:
(1) Resource Management;
(2) Learning and Growth;
(3) Process Excellence; and
(4) Community.

Under each perspective, objectives and targets should be identified,

with corresponding measures and strategic initiatives in line with the 9-Point
Agenda C,PNP and with the PNP PATROL PLAN 2030.

As for Resource Management Perspective, it should realize whether

the resources provided in pursuit of its mission is "adequate" otherwise it can
greatly affect to the operation itself.
 My Resource Management Strategies in line with the 9-Point
Agenda:
Thus, to help achieve maximum utilization of resources, as an Officer
of my Unit/Office, basically, my leadership strategies on Human Resource
must in line with the 9-Point Agenda of C,PNP on Human Resource
reformation and that is to provide high standards of "transparency and
accountability" in all its "financial and logistical transactions”.

Moreover, upon the approval of the Higher Office, this thrust on

sustained reformation will not only be focusing on building capabilities of my
personnel through mandatory trainings, courses and seminars (which are still
good as being followed until today as based on the PRO6 Strategic
Direction), shall be integrated more by providing better systems and
processes; that is to now include establishment of a rational succession
planning system for the promotion of personnel; the implementation of 8-
hour duty scheme; localization of assignments; and providing
healthcare and wellness services.

As for Learning and Growth Perspective, this is crucial part because

it cannot keep doing the same things as in the past if it was not any more
effective. Try to look forward, patience towards a future, keep doing things
until eventually, things get much better and more efficient by discovering more
capable personnel and better processes as the operation goes on than in the
past.

Thus, it has to invest in its human resources and processes so it can

win "people and stakeholders' support" and undertake proper, efficient, and
effective "management of its resources".

My Learning and Growth Strategies in line with the 9-Point

Agenda:
Therefore, the need to boost and enhance the morale of my
subordinates must be given importance and notice. That the implementation
of 8-hour duty scheme; localization of assignments shall allow them to have
an ample time for their family, inculcating them discipline in managing
personal expenses and recognition for every job well done are absolutely key
factors to improve their performance at work.

"Learning and Growth" perspective focuses on people but it must be

complemented by strategies under the third perspective, "process
excellence".

As for Process Excellence Perspective, this refers to the different

processes and practices the PNP uses in carrying out its mission. The
harmony of the four processes of "intelligence," "investigation," "operations,"
and "police community relations" are of great necessity to achieve a goal.
 Close coordination among them in the conduct of police operations is
vital for maximum effectiveness and efficiency towards the attainment of a
Goal.

My Process Excellence Strategies in line with the 9-Point Agenda:

Human Resource Development, the 4th Point from the 9-Point Agenda
of the C,PNP reiterates inculcation of discipline to every personnel.

Through the “Internal Cleansing through Mentoring and Developing

Leaders at all levels” of PRO-6, as a Deputy Station Commander of my
Unit/Office, I shall continue to implement internal cleansing programs to
ensure discipline in all aspects of policing.
For it has come to my belief and knowledge that it is only until the
philosophy of disciple is internalized, that Harmony and Close Coordination
between the departments of "Intelligence," "Investigation," "Operations," and
"Police Community Relations" may be finally achieved.
As for Community Perspective, done mainly through undertaking a
sustained public information program of the PCR, utilizing its Communications
Plan, with a view towards strengthening the partnership and cooperation with
the communities it serves so that a great coordinated response from them
maybe effectively achieved. Ultimately, the community is best served by
capable and highly skilled PNP personnel that effectively uphold rule of law
resulting in a safer place to live, work and do business.

My Community Strategies in line with the 9-Point Agenda:

My continued implementation of the PRO6’ pro-active and smart
policing in coordination with my Operation PNCO and Police Community
Relations PNCO shall help sustain the Integrated Patrol Development Plan.
Police Community Relations in coordination with Local Chief
Executives, Barangay Officials, the Community, NGOs, Civic Organization
and other Stakeholders, I shall implement the orientation on CSOP, the
creation of Barangay Covid-19 Defense through Barangay Resolution,
establishment of the PNP Food Bank, deployment of Pulis Sa Barangay,
establishment of Barangay Peacekeeping Desk and deployment of Barangay
Peace Keeping Action Teams.
2. How well do you know your own individual scorecard? What are some of your
objectives, measures, targets and activities?
As a Deputy Station Commander of ICPS3, I do know well my own
individual scorecard for as an Officer, a leader and a father of the many
personnel of ICPS3, it is my responsibility also to assess and evaluate
whether I am achieving the strategic objectives of my duties and
responsibilities in given time or not. I consider this as a feedback of my own
performance to know where in my capacity, I should improve as an Officer of
my Unit/Office.
 My objectives, measures, targets and activities are grounded on
the 9-Point Agenda of C,PNP through Bayanihan Spirit (Enhancing
Police Visibility).
My objectives, measures, targets and activities are grounded on the 9-
Point Agenda of C,PNP through Bayanihan Spirit (Enhancing Police
Visibility). That is to maximize community support and partnership in the areas
of peace and order development so that the PNP shall be closer to the
community being able to understand issues which affect the community.
Thus, in coordination with the Local Chief Executives, Barangay
Officials, the Community, NGOs, Civic Organization and other Stakeholders, I
will implement the activity regarding CSOP, Barangay Covid-19 Defense,
PNP Food Bank, deploy PSB, establish Barangay Peacekeeping Desk and
deployment of Barangay Peace Keeping Action Teams.
3. How do you contribute to the accomplishments of your Office/Unit? Is your
contribution visible in the Office/Unit scorecard?
Aside from conducting accounting of personnel, disseminating
instructions, supervising duties and functions, reviewing, evaluating, making
recommendations on administrative and operational, and supervising service
ability of the mobility of assets and firearms, as a Deputy Station Commander
of ICPS3, I anchored my contribution to the on the 9-Point Agenda of the
C,PNP through Bayanihan Spirit (Enhancing Police Visibility).
As an Officer, therefore, my contributions are visible in a way that I
inculcate strong sense of leadership and command responsibility to my
Unit/Office as anchored on the 7th Point Agenda of C,PNP, and that is
Leadership Development.
4. What has enabled you to successfully contribute to the accomplishments of
your Office/Unit? Are there any key success factors?

My Contribution to the Accomplishments of my Office/Unit in line with

the 9-Point Agenda:
What enabled me to successfully contribute to the accomplishments of
my Office/Unit is my dedication to my work and my passion to efficiently utilize
human resource skills/development of my subordinates in reference to 8-Point
of the 9-Point Agenda of the C,PNP which is to ensure a more efficient and
effective delivery of PNP services.
I, alone, cannot do this but by efficiently and effectively dividing the
workloads to the subordinates and by actively monitoring them as they work
on towards the goal, we successfully achieved the required accomplishment
of the goal.
It is by letting the subordinates assigned at the office where they can
be very effective, can surely affect to the success of the organization or
 Unit/Office for they are working in an environment they are knowledgeable of.
Finally, by giving them recognition affect to the performance of their work.

5. What challenges or constraints have you observed? Were there any identified
interventions? Were such interventions effective?

It shall be taken account that my Unit/Office’s area of responsibility is

the largest and widest among other units in Iloilo City.
Jaro is the biggest district, and that fact is a challenge to me as a
Deputy Station Commander by the very reason that we cannot ultimately
accommodate all areas by the lack of available field personnel.
My Interventions toward Challenges are grounded on the 9-Point
Agenda of C,PNP through Bayanihan Spirit (Enhancing Police Visibility).
However, this challenge has given us the motivation to strategize more
by having reference to the PNP PATROL Plan 2030 and to the 9-Point
Agenda of the C,PNP through Bayanihan Spirit (Enhancing Police Visibility),
we have encouraged “Active Support of the Community” – and that is to
enhance and mobilize our volunteers in each barangays of Jaro District.

Through our effective Police Community Relations, being adjudged

number 1 in the Iloilo City Police Office, we have encouraged active force
multipliers as volunteers like BACOD, BPATS, Tanods, and among other
volunteers tasked to maintain peace and order in every corner of their
barangays.

6. Have you tried to integrate the principles and concepts of the PNP PATROL
Plan 2030 in your personal life? In what ways? What has been the impact on
you?

Yes, being in the Police Service for ___ years, it is my pride to have
integrated the principles and concepts of the PNP PATROL Plan 2030 in my
personal life.
As a husband and father to my children, I always consider the welfare
of my family first. For how can I be an effective leader and an officer if I am
not a good husband and father to my family?
Thus, by providing my family’s needs, encouraging them a harmonious
relationship with each other and to be better by doing only what is noble
would always give impact not only for us as a family, but would serve as an
example to the community.

7. Have you actively advocated or promoted the PNP PATROL Plan 2030 both
internally and externally? In what ways? What has been the response or
impact?
 Yes. I have been actively advocating or promoting the PNP PATROL
Plan 2030 both internally and externally.
As Deputy Station Commander, it is my responsibility and obligation as
mandated by our vision and mission in the PNP Organization to have in-depth
knowledge and internal scrutiny of the mandate to lay down a task with
direction to my subordinates.
Externally, this would be my reference as I supervise and manage my
Unit/Office.
1. By way of checking whether there is a focus and coordination of
police functions and operations through a national internal security
policy and strategy;
2. By re-engineering the police system towards strengthening police
oversight; by removing institutionalized mechanisms that
undermine unity of command and internal management authority in
my Unit/Office, which renders the organization vulnerable to undue
politicization and corruption;
3. By fortifying the institutional capabilities of the PNP by improving 
administrative and operational coherence and efficiency;
4. By strengthening the police stations with the end goal of enhancing
the quality of police services and relationships with the community;
5. By streamlining institutional mechanisms and procedures in order
to  promote speedy access to justice and legal protection; ensure
police neutrality and non-discrimination;
6. By fostering respect for human rights and gender neutrality; by
strengthening institutional mechanisms for the recruitment, training,
and maintenance of a corps of competent, well-compensated, and
motivated professional police force imbued with integrity, industry,
and a high sense of duty and honour; and
7. By clarifying and instilling a culture of public accountability in the
PNP and among its personnel.