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OPERATIONS PLAN AND BUDGET

OPERATIONS PLAN AND BUDGET. Its Development and Implications to Efficient Public Safety Delivery. OPERATIONS PLAN AND BUDGET. CONCEPTUAL FRAMEWORK. VISION MISSION OBJECTIVES. FISCAL YEAR’S KRA’S PROGRAM THRUSTS EXPECTATIONS. ACCOMPLISHMENT REPORTS. OPB. PROGRAM REVIEW AND

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OPERATIONS PLAN AND BUDGET

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  1. OPERATIONS PLANANDBUDGET Its Development and Implications to Efficient Public Safety Delivery

  2. OPERATIONS PLAN AND BUDGET CONCEPTUAL FRAMEWORK VISION MISSION OBJECTIVES FISCAL YEAR’S KRA’S PROGRAM THRUSTS EXPECTATIONS ACCOMPLISHMENT REPORTS OPB PROGRAM REVIEW AND ANALYSIS

  3. The Medium-Term Development Plan • Established to initially set the direction towards the PNP’s aspirations for its organizations. • It consists of the Key Result Areas (KRA’s) guided by the organization’s vision. • Given the KRA’s, Program Thrusts, which delineate the mission for the fiscal years inspired by the over-all mission statement of the organization, are developed to be operationalized by the Operations Plan and Budget. • Challenges that brings about expectations of performance, indeed, the objectives to be achieved for the fiscal years, are important ingredients of the MTDP for they foster the lessons learned from the past vital for the reformulation and modification of operational priorities.

  4. Key Result Areas (Our Vision)

  5. The KRA’s • Organizational development and human resource development. • Materiel and financial resource management. • Community partnership. • Effective law enforcement. • Crime prevention and control. • Maintenance of peace and order and internal security. • Credible institutional image.

  6. Program Thrusts (Our Mission)

  7. CRIME PREVENTION THRU COMMUNITY ORIENTED POLICING SYSTEM (COPS) B. EFFECTIVE LAW ENFORCEMENT 1. Anti-Illegal Drugs Campaign 2. Anti-Illegal Gambling 3. Anti-Terrorism Campaign 4. Anti-Kidnapping/Anti-Bank Robbery 5. Oplan “Paglalansag”

  8. C. LOI PATNUBAY D. SUPPORT TO THE INTERNAL SECURITY OPERATIONS (ISO) E. GENDER AND DEVELOPMENT F. UPLIFTMENT OF THE LIVING STANDARDS OF PNP UNIFORMED PERSONNEL AND RETIREES

  9. Expectations (Our Objectives)

  10. Expectations From the Police • To answer to “166” calls within 15 seconds. • To arrive at urgent incidents within 15 minutes and non-urgent incidents within 30 minutes. • To arrest/identify suspects or reported crimes within 10 days.

  11. To be visible in strategic areas of the community by foot and mobile patrols. • To support the AFP in counter-insurgency operations. • To neutralize drug pushers, kidnappers, terrorists, bank robbers, carnappers, and organized/syndicated crime groups. • To serve as local traffic enforcers. • To serve as election marshals as mandated by Comelec.

  12. To prevent /stop gambling, gunrunning, prostitution, smuggling, cattle rustling, violations of environmental laws and explosives regulations, squatting, and other petty crimes. • To lead/assist concerned government agencies in disaster relief, search, and rescue operations. • To serve warrants of arrest and arrest/capture wanted persons.

  13. To provide security to key government officials and private persons authorized by law/courts. • To confiscate loose firearms. • To respond to/control all forms of civil disturbance. • To supervise and regulate operation of security agencies and the sale of firearms and explosives/pyrotechnics.

  14. To provide security to international conferences/meetings and serve as personal and traffic escorts to visiting dignitaries. • To appear in court in connection with cases filed thereat. • To resolve/mediate domestic community problems including petty family problems. • To work at least 12 hours up to 24 hours a day.

  15. ALL THESE PROGRAM THRUSTS ARE ESSENTIALLY CONCERNS OF ALL D-STAFFS AND ARE INCLUDED IN THEIR RESPECTIVE PLANS.

  16. The Expectations, likewise, are considered General Objectives which the D-Staffs aim to attain through their respective Specific Objectives

  17. Operations Program and Budget Committee • The planning and decision making on the over-all financial management of the PNP is to a large extent handled by the OPBC. • The committee is established at command levels particularly down to the regional police offices. • At the national level, it is composed of all the D-Staffs chaired by TCDS with DC acting as member and financial adviser.

  18. OPBC Functions and Responsibilities • Responsible for the development of the annual expenditure program. • Coordinates with the Program Directors the execution of the approved program. • Supervises the distribution of funds to see to it that funds managed by Program Directors are not exceeded as provided by what is programmed under each Program/Project.

  19. Responsibilities of Program Directors • Handle planning, coordination, control and supervision of his assigned program, and prescribe procedures in the proper implementation and execution of activities under his area of responsibility. • Responsible for the preparation and consolidation of the expenditure program under his responsibility. • Request the release of funds to project administrators under his functional area of responsibility.

  20. PROGRAMS/PROJECTS/ACTIVITIES • The specific objectives which aims to contribute in the attainment of the program thrusts and expectations set for the year by higher objectives will be achieved through the performance of certain programs/projects/activities or P/P/As. • These P/P/As enunciate the amount of money which will be provided in order to undertake the activities set forth in the P/P/As.

  21. PNP Program Structure

  22. P R O G R A M Project Activity

  23. Sample P/P/As Matrix

  24. On Output • Indicated by more preventive, pro-active and activities-based, and not just reactive and results-oriented or “body count” influenced indicators. • Indicators are units of measurement to analyze the per capita cost of providing a basket of goods and services identifiable in terms of object classes say 02, 07, 29, etc.

  25. A Proposal • For every major program, it is proposed to include an unprogrammed activity to capture all higher headquarters directed activities which are not anticipated in the OPB. • Likewise, it will serve as catchments basin for funds otherwise used for unperformed programmed activity, hence diverted to other activities directed by higher headquarters, thus, necessary to be undertaken.

  26. OPB Format • A brief on the general situation and a prognosis. • A statement of vision and mission as indicated in the national strategic action plan. • Statement of the CY program thrusts. • Statement of the general objectives as shown by the expectations enunciated in the PNP proposed budget for.

  27. OPB Format • Statement of the specific objectives of each program directors thereby defining the specific activities that are sought to be undertaken in order to achieve these specific objectives. • The matrix on the different activities and their corresponding budget is attached.

  28. Example of an OPB A Matrix

  29. In conclusion, the Operations Program and Budget aligns all the actions of our organization from top to bottom towards the attainment of our vision, mission and objectives.

  30. Vision/Mission/Objectives Program Thrusts/Expectations P/P/As

  31. Thank you and Good Luck

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