Developing a Governance Charter Statement and Strategy Map

Learning Objectives:

a) To familiarize the students with the elements/components of a charter statement;

b) To provide basic definition of terms in order to have a grasp of the elements/components of a Charter Statement

c) To guide the students in the processes involved in the formulation of value chain, conduct of customer analysis and formulation of strategic objectives through strategic shifts; and

d) To provide deeper understanding and appreciation of the PNP P.A.T.R.O.L Plan Roadmap.

The Charter Statement

The IDENTITY is your distinct and unique personality. It may be a name, logo, seal, initials or a brand

Your VISION is your desired future state. It should be ambitious but realistic and can be done within a certain timeframe. Once your vision has been realized it should be changed.

Your MANDATE is a directive, law or decree from a source of authority which embodies the mission of the specific unit/office/ organization.

Your MISSION is embodied in the law or directive that established the unit/office/organization. It is its reason for existence and therefore should be forever pursued.

Your PHILOSOPHY is a statement of what you stand for in life Your VALUES is your moral compass and is never negotiable.

Strategy Map or Roadmap

The strategy map is the logical representation of what the organization will do in every perspective to fulfill its mission and attain its vision

The strategy map contains 4 “perspectives” in the sample shown. (1) Community, (2) Process Excellence, (3) Learning and Growth, and (4) Resource Management

Objectives formed in the strategic shifts are copied inside the boxes in the Strategy Map.

Customer Analysis

To analyze our customers we first need to determine who our customers are and what their needs and expectations are.

Your PRIMARY CUSTOMERS are the main beneficiaries of your services and your SECONDARY CUSTOMERS are the indirect beneficiaries of the service your provide.

Your MAJOR DELIVERABLES are the goods or services that are mandated to provide to your customers

Your CUSTOMER VALUR PROPOSITION is mainly the benefits that your customers receive from your services. It Is also the reason why your customers will patronize your services and what it will imprint in their minds.

The PGS provides the template to identify primary (the main beneficiaries of the services we provided) and secondary (the indirect beneficiaries of the services we provided) customers, the specific goods and services that we need to deliver (major deliverables) and the outcome or value proposition resulting from the timely and effective delivery of services/goods.

The Value ChainThe Value Chain is the sequence and configuration of activities that enable the

organization to deliver value to its constituents.

Strategic Shifts

PGS shall provide breakthroughs and as such we must be able to identify our current situation, the existing resources we have, the current competencies and skills of our human resources and the existing policies, systems and police procedures; and then define the strategic shift that we need to undertake that will attain our objective resulting to transformative results. This we need to do the process of identifying strategic shifts in all the four (4) perspectives of Resource Management, Learning and Growth, Process Excellence and Community as our basis in developing specific objectives.

For PROCESS EXCELLENCE PERSPECTIVE, we need to identify strategic shift to improve our core processes or tasks in order to attain our strategic outcomes. We should do this giving due consideration to the value chain with emphasis on those that are considered will add value.

For LEARNING AND GROWTH PERSPECTIVE, we consider three factors: Human Capital, Organizational Capital and Information Capital in determining how we equip our

units/offices with the needed competencies, values and technologies to support our process improvement. In particular for organization capital, we need to look at the leadership by exerting efforts to ensure availability of a cadre of leaders at all levels; for culture we must develop the awareness and internalization of the mission, vision and core values needed to execute the strategy. For alignment, we must ensure the alignment of goals and incentives with the strategy at all levels of the organization; and, for teamwork, we must ensure the sharing of knowledge and staff assets with strategic potential. For information capital, we must ensure provision of available portfolio of information technology (IT) applications and systems required by the strategy.

On RESOURCE MANAGEMENT PERSPECTIVE, considering our limited resources, consideration must be given on how we manage and rationalize allocation of our available financial and logistical resources for maximum impact.

The PNP Charter StatementThe PNP Charter Statement highlights its vision of, “ Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible police service working in partnership with a responsive community towards the attainment of a safer place to live work and do business”.

The PNP vision statement is in line with its mission and mandate provide 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 both its vision and mission statements, 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 Strategy Map or Roadmap

The PNP Roadmap identified four (4) Distinct but closely inter-related and mutually supporting perspectives with specific objectives that when achieved will result to the accomplishment/realization of its vision for a highly capable, effective and credible police service. The three (3) driver perspectives of Resource Management, Learning and Growth, Process Excellence contributes to the fourth/ outcome perspective ‘Community’ resulting to the attainment of a safer place to live, work and do business.