On top of the list of concerns under this priority is the sincerity within the PNP in “fighting corruption.” The initiatives the PNP commits to pursue in order to more properly address its concern about minimizing graft and eventually eliminating corruption are manifold.

Among these are: Implementation of the PNP Citizens’ Charter; strengthening the bids and awards committee; implementation of the customized procurement manual and of the management system this calls for; implementation of its Integrity Development Program; and finally, pursuit of ISO certification. It is an impressive list.

In order to measure progress in its fight against corruption, the PNP proposes to develop a ‘sincerity index in fighting corruption”. This, it estimates, would start at a low base of minus 9 percent in 2010. It should then move to positive territory, reaching 10 percent in 2020, and 50 percent in 2030. Progress in meeting these targets is well worth focusing on.

Another major concern relates to the planning and budgeting process. There is need for a more efficient and much tighter synchronization of all the elements in this process. This is to be complemented by enhancement of all operations related to budget preparation, including the eventual institutionalization of its program review analysis. A baseline measure for synchronization of the planning and budgeting process should be taken in 2010, and a program should be in place such that by 2020, the measure will report 100 percent synchronization (and this to be maintained up to 2030 and beyond). For the measure to use in tracking progress towards making its budget preparation and program review meet professional requirements, the PNP proposes to move towards 100 percent compliance with audit requirements in 2010. It shall maintain100 percent compliance in subsequent years.

A third concern is connected with improved PNP capability to prove that with the resources the national government sets aside for its police service, the PNP is fully deserving of the budget support it obtains. In this regard, the PNP commits to sustain its implementation of the PNP Capability Enhancement Program. This would include the implementation of a Logistics Information Management System, integration of its Police Data Warehousing and of its Ballistics Information System, as well as the automation of its Fingerprinting Information System.

It is an ambitious program, which should result in raising its police capability index from 45 percent in 2020, to 75 percent in 2020, and 100 percent in 2030. Under this capability index, there are more specific measures and targets. Thus, for mobility index, this rises from 70 percent in 2010 to 90 percent in 2020, and 100 percent in 2030. All the other measures and targets shall also rise to 100 percent in 2030. For firearms: the figure is 55 percent in 2010 and 80 percent in 2020; for communication, it starts with 15 percent in 2010 and moves up to 75 percent in 2020; and finally, investigative equipment, the base line number for 2010 is 30 percent, and this goes up to 75 percent in 2020.

A next concern revolves around enhancement of regular PNP resources that the general appropriations of the national government would provide the PNP and in view of the demonstrated PNP capability, which is surely being enhanced. In order to pursue its revenue and resource mobilization strategy, to complement resources from the national budget coffers, the PNP shall formalize support arrangements it can obtain from the cities, provinces and municipalities it serves. It shall also pro-actively conduct a donors’ forum through which project sponsorships can be obtained.

The targets for cities, provinces, and municipalities with which the PNP can forge support arrangements would vary depending on where the base line is. For cities, the base line in 2010 would already be 75 percent; this rises to 90 percent in 2020, and 100 percent in 2030. For provinces, the base line in 2010 is set at 50 percent; and this rises to 75 percent in 2020 and 100 percent in 2030. For municipalities, the 2010 percentage is 25 percent, and this then rises to 75 percent in 2020 and 100 percent in 2030.

Furthermore, the PNP is confident that under its Transformation Program, a certain percentage of its programs can become beneficiaries of donors’ and project sponsors’ support. Only 10 percent of PNP programs can expect to obtain such support in 2010; but this percentage rises to 50 percent, and eventually to 100 percent. The measure for police stations receiving both foreign and local support rises from 5 in 2010, to 17 in 2020, and finally to 80 in 2030.

In sum, the whole gamut of concerns under resource mobilization starts with control of corruption (to prevent leakage of resources the PNP already has a claim on). It then covers improvement and greater efficiency in its planning, budgeting, and programming process (to ensure that it can obtain the maximum possible resources from general appropriations). It correctly stresses that for the PNP to gain additional resources, it has to show a firm determination towards enhancing its capability, and such enhancement has to be concretely demonstrated. Therefore, it includes finally donors’ and project sponsors’ support (to further enhance the resources the PNP can obtain through the national budget process).