MODULE 1 - Philippine National...
Transcript of MODULE 1 - Philippine National...
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MODULE 1
Introduction to PNP ITP-PGS (PNP PATROL Plan 2030)
Considering the PNP’s mandate, the performance of the organization from an operational perspective was pegged on measuring its
effectiveness in preventing crimes and solving those that has already been committed.
In 2003, the PNP came under fire after it was tagged by national perception surveys as one of the most corrupt government agencies in the country. It was at that same instance that a related study was being conducted by the United Nations Development Program on the Criminal Justice System of the Philippines where various issues attributed to the police system were identified. This was substantiated by the PNP Reform Commission Report spearheaded by former Justice Secretary Sedfrey Ordoñez which identified variables such as the PNP’s low level of professional training, massive human rights abuses, low crime conviction rate, poor technological capability and
corruption as having the highest impact towards its low credibility status to the public.
The imminent degeneration of the PNP’s organizational culture and morale brought about by its low level of performance and credibility gave birth to the Integrated Transformation Program which was eventually integrated with the then existing Medium Term
Development Plan (2005-2010).
Under the ITP, arrays of new projects and activities were presented and implemented to impact its Key result areas. The ITP has therefore served as the organization’s roadmap to lasting change which aimed to transform the PNP into a more capable, effective
and credible police agency.
The introduction of the Performance Governance System or PGS into the Philippine system in 2009 pushed the PNP’s transformation program further as it once again harnessed the PNP’s efforts strategically towards the adoption of measures and tools that will map
out its gains towards its identified vision for the organization.
In its Board Meeting on December 2008, the Millennium Challenge Corporation (MCC) decided to reselect the Philippines as Compact Eligible for FY 2009. The Philippines was one of the twenty-eight (28) nations identified as a beneficiary of the development agents. In order for the Philippines to sign a Compact Agreement, it should meet the MCC eligibility criteria in areas of ruling justly, investing in
people and economic freedom.
Through a memorandum issued on July 9, 2009 by then Executive Secretary Eduardo Ermita, the PNP was chosen as one among the first six national government agencies to participate in the Millennium Challenge Corporation program mainly because it was deemed
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ready for productive participation in good governance based on the progress of its ITP. The ITP has provided a good basis for the
adoption of a comprehensive governance system anchored on the impact that this brings to the community that the PNP directly serve.
Through the PGS - the local adaptation Norton and Kaplan’s Balanced Scorecard- the PNP seized the opportunity to reinforce its previously laid ITP strategies. Seeing no need to reinvent the wheel, the organization adopted the ITP framework in formulating the
Strategy Map and Scorecard.
Having been able to comply with the requirements for the initiation and compliance stages, the PNP is now gearing towards completing
the third-level “proficiency stage” necessary for it to step up to the succeeding stages of the PGS towards institutionalization.
Getting Familiar with Balanced Scorecard
In this handbook, you’ll get your first glimpse at what a Balanced Scorecard is and how it works. You’ll see that scorecards aren’t rocket science, but they do require some good structure, analysis, and planning in order to get it right.
Just what is Balanced Scorecard, anyway? To better understand what a Balanced Scorecard is, maybe you should first learn where it came from and why. The Balanced Scorecard was first developed in the early 1990s by two guys at the Harvard Business School: Robert Kaplan and David Norton. The key problem that Kaplan and Norton identified in today’s business was that many companies had the tendency to manage their businesses based solely upon financial measures. While that may have worked well in the past, the pace of business or even organization in today’s world requires better and more comprehensive measures. Though financial measures are necessary, they can only report what has happened in the past — where your business has been — and they are not able to report where it is headed: It’s
like trying to drive your car by looking in the rear view mirror.
In order to provide a management system that was better at dealing with today’s paces of companies and organizations and to provide managers with the information they need so that they can make better decisions, Kaplan and Norton developed the Balanced Scorecard. Note that we said that the Balanced Scorecard is a management system — not a measurement system. Yes, measurement is a key aspect of the Balanced Scorecard, but it is much more than just measurement: it is a means to setting and achieving the strategic goals and
objectives for your organization.
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So, what is the Balanced Scorecard? In short, it’s a management system that enables our organization, which is the PNP, to set, track and achieve its key strategies and objectives. Once the strategies are developed, they are deployed and tracked through what we call the
Four Perspectives of the Balanced Scorecard.
These are made up of four distinct perspectives: The Customer (Community) perspective, the Financial (Resource Management), the Internal Process (Process Excellence), and the Knowledge, Education, and Growth Leg
(Learning and Growth).
When planning your Balanced Scorecard, you should go through the
following steps in the order shown to achieve the best results:
1. Design your Balanced Scorecard strategy. The Balanced Scorecard should align with the overall strategy of the organization. Elements of consideration should include key office or unit achievements, goals, and objectives. One of the best tools to use in this step is the Strategy Map (see
PNP PATROL Plan Roadmap 2030).
2. Plan the framework of your scorecard. The framework should be customized to your office or unit, and consist of the four perspectives of your scorecard, and include key elements such as risk and variation indication, and interrelationships between the perspectives as well. It is here that you will build the foundation and structure of your Balanced Scorecard process. Elements of consideration should include how each leg of your scorecard will provide insights into how the organization is doing now, and how it will do in the future. Also include feedback/flexible loops that can both enable detection and response to key changes which may affect
performance.
3. Plan how you’ll put your scorecard together. This includes all of the key metrics identified in the earlier steps, interlinking them in such a way that they are directly related to each other. Elements to consider should include how well the metrics relate to the direction and mission of the organization, how well they show what you need to see, and their ability to indicate change or
variation quickly and effectively.
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4. Set up support for the scorecards. You’ll need support throughout the organization, but especially with its leaders and managers. Elements to consider here must include their input, from design to metric selection to how performance will be assessed, as participants,
not just onlookers.
5. Plan the implementation and tracking of your Balanced Scorecard. Link the scorecard to every activity and event, and to the key performance indicators (KPIs) for your office and your unit. Elements of consideration will include how your managers and personnel will perceive and successfully implement and communicate their scorecards, the effectiveness of the feedback loops, and flexibility to
changing conditions, among other things.
6. Plan a self-assessment process. As mistakes are occasionally made, your organization can learn quickly and effectively from them and make adjustments along the way. This enables a continuous improvement and refinement capability, which is critical to the long term success and sustainability of your scorecards. Elements of consideration should include designing a good “lessons learned” process,
and integrating the study and understanding of the results of this process into new project and scorecard implementation processes.
Developing Your Strategy Map: A Balancing Act
Developing your scorecard strategies and making the strategies the core of your objectives are the main goals of the balanced-scorecard approach. To meet your goals and to achieve balance among the four perspectives of the scorecard, you need to develop strategy maps. These maps are typically (and best!) developed by senior executives and their direct reports, and they form the basis for the operational and tactical level plans, projects, and scorecards.
Strategy maps are the vehicles by which you ensure that your scorecards have balance. Strategy maps also allow you to see how your operational and tactical plans and initiatives are linked and work toward achieving your
strategic objectives.
It takes some work on your part and the part of your management team to create strategy maps, but the effort is really worth it. So, call a meeting with all your management peers, lock the door when everyone enters the room, and don’t leave until your strategy map is done (make sure you order some coffee
or iced tea — and don’t forget the pancit canton with hot pandesal!).
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Doing your mapping homework
Before you gather the faithful and lock the meeting-room door to get your strategy map done, you need to do some strategy
homework. Gather and review the following information:
Your annual reports
Your mission statement (if you don’t have one, get it done!)
Your organizational values and guiding principles
Your vision for the future
Your project plans and initiatives
Studies, reviews, and reports
Performance reports for the past 12 months
Competitive data and analysis
Your organizational history (to get in touch with what the former leaders of your organization valued and wanted to achieve)
Journals and news articles on your office/unit
Benchmarking reports and information
Be cautious not to play follow-the-leader and just do what other offices or units have done — especially when it comes to competitive and benchmark analysis. These have to be your strategies and scorecards, not just carbon copies of what other organizations have done. And, while you’re at it, look for a consistent thread regarding your vision, mission, values, and guiding principles. If these statements aren’t consistent, revise them
to make them so.
Drafting the strategy map
If you’ve done your strategy homework, you should be ready to develop your strategy map. The strategy map or the PNP PATROL Plan Roadmap gives you a good idea of what the end result may be. Your strategy map will undoubtedly be more
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complex than this example.
To create a strategy map, follow these basic steps:
1. Gather and analyze the necessary information: Organizational studies, reviews, SWOT (Strengths, Weaknesses, Opportunities, and
Threats) analysis, financial statements, etc.
2. Develop strategies, such as: Reduction of crime rate by 10 percent, or increase police response time rate by 15 percent within three years.
3. Develop the objectives and goals for each perspective of the scorecard.
4. Ensure that all of the interactions and linkages are defined among the four perspectives.
Using strategic-planning tools such as SWOT analysis, best practice and competitive benchmarking can be invaluable when developing your long-term strategies. For more information on these topics, simply do a web search and you’ll find tons of information at your
fingertips, both for free and for a price.
Leaning on the four perspectives of the scorecard
Your Balanced Scorecard Strategy relies upon four different yet integrated perspectives: The Customer or Community Perspective, the Financial or Resource Management Perspective, the Process Excellence Perspective, and the Learning and Growth Perspective. These four perspectives of the Balanced Scorecard are necessary for today’s executives and managers to be able to plan, implement and achieve their strategies. The four perspectives will make the difference between whether your organization succeeds or fails. The
following list takes a closer look at the four perspectives:
Customer or Community scorecard: Measures your customers’ satisfaction and their performance requirements — for your organization and what service it delivers.
Resource Management scorecard: Tracks your financial requirements and performance.
Process Excellence scorecard: Measures your critical-to-customer process requirements and measures or core functions of the organization.
Learning and Growth scorecard: Focuses on how you train and educate your personnel, gain and capture your knowledge.
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MODULE 2
Formulating Balanced Scorecard Getting started with Balanced Scorecards Getting started in planning your Balanced Scorecards means following a simple, standardized multi-step roadmap to first confirm what you want to do and how you intend to do it, then defining how you intend to measure doing it, and finally outlining what specifically you will do better than your competitors. And you’ll do this all while taking changes in your organization, personnel, services, stakeholders, components, data and many other factors into account. When planning your Balanced Scorecard, you should go through the following steps in the order shown to achieve the best results: 1. Design your Balanced Scorecard strategy. The Balanced Scorecard should align with the overall strategy of your organization. Elements of consideration should include key organizational achievements, goals, and objectives. One of the best tools to use in this step is the Strategy Map. 2. Plan the framework of your scorecard. The framework should be customized to your services, and consist of the four perspectives of your scorecard, and include key elements such as risk and variation indication, and interrelationships between the perspectives as well. It is here that you will build the foundation and structure of your Balanced Scorecard process. Elements of consideration should include how each perspective of your scorecard will provide insights into how the organization is doing now, and how it will do in the future. Also include feedback/flexible loops that can both enable detection and response to key changes which may affect performance. 3. Plan how you’ll put your scorecard together. This includes all of the key metrics identified in the earlier steps, interlinking them in such a way that they are directly related to each other. Elements to consider should include how well the metrics relate to the direction and mission of the organization, how well they show what you need to see, and their ability to indicate change or variation quickly and effectively.
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4. Set up support for the scorecards. You’ll need support throughout the organization, but especially with its leaders and managers. Elements to consider here must include their input, from design to metric selection to how performance will be assessed, as participants, not just onlookers. 5. Plan the implementation and tracking of your Balanced Scorecard. Link the scorecard to every activity and event, and to the key performance indicators for your office and your unit. Elements of consideration will include how your managers and personnel will perceive and successfully implement and communicate their scorecards, the effectiveness of the feedback loops, and flexibility to changing conditions, among other things. 6. Plan a self-assessment process. As mistakes are occasionally made, your organization can learn quickly and effectively from them and make adjustments along the way. This enables a continuous
improvement and refinement capability, which is critical to the long term success and sustainability of your scorecards. Elements of consideration should include designing a good “lessons learned” process, and integrating the study and understanding of the results of this process into new project and scorecard implementation processes.
ASPECTS LEAD or OUTCOME LAG or DRIVER
PURPOSE Assess performance results at the end of the activity
• Measure intermediate processes, activities
and behavior
EXAMPLE Investigative Skill Coverage • Hours spent training
STRENGTHS Usually objective and easily
captured • More predictive in
nature
• Allows organization to adjust behavior for
performance
ISSUES Reflects pass successes, not current activities and
decisions
• Based on the hypotheses of strategic cause and
effect
• Often difficult to collect supporting
data
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FIRST LEVEL STRATEGY OF THE PNP
The issuance of a Memorandum from the Executive Secretary to institutionalize the PGS prompted the PNP to develop its own strategy
which resulted to the crafting of the first-level scorecard by the different directorates which was approved by the Chief, PNP.
The illustration shows the enterprise strategy or the PNP Transformation Roadmap 2030. It is a graphical and logical representation of what the PNP will do to attain its vision.
Topping all perspectives is the Community which refers to the entire society or the people at large. And with the PNP’s mission to improve crime prevention and control and improve community safety awareness through community-oriented and rights-based policing, the overall objective for the community will be attained which is to create a safer place to live, work and do business.
PHILIPPINE
NATIONAL
POLICE
MISSION
Enforce the law, prevent and control crimes, maintain peace and order,
and ensure public safety and internal security with the active support of the
community
CORE VALUES Maka Diyos
Makatao Makabayan
Makakalikasan
MANDATE
Republic Act 6975 as amended by RA 8551 and further amended by
RA 9708
PHILOSOPHY Service, Honor and Justice
VISION: 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.
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THE STORY BEHIND THE PNP ROADMAP Briefly, the story behind the PNP strategy conveys that in order for the organization to realize its goal, the drivers or the means how each objective in every perspective is to be achieved, should be accomplished. It establishes a cause and effect relationship wherein one cannot progress without the other. It all starts from the objectives stated in the resource management, being the foundation, all the way up to the process excellence perspective.
The linking and interconnection of the objectives demands that the PNP must first maximize the use of available financial and logistical resources since the PNP, as a National Government Agency, is largely dependent on the limited funding, provided by the National Government through the General Appropriations.
Resource Management will then trigger the implementation of objectives by becoming the bedrock for all perspectives which forces the institution to harness its resources and mobilize what it can to support all facets of police operations. But to realize this, the resources provided must be made adequate through optimal use with high standards of transparency and accountability.
By optimizing, the PNP will be able to fund and support its initiatives under the Learning and Growth perspective and as a result, ensures that personnel are kept motivated, competent and efficient. Also in this perspective, it is necessary to develop personnel, beginning from recruitment up until retirement, through a well-defined career path based on human resource management and development program. Improvement of organizational strategies, structures, systems and mechanisms must therefore be deployed to support these undertakings that will guarantee an enabling environment conducive to human resource development.
With a developed competent, motivated and responsive organization, an improved crime prevention and control and community safety awareness will result to Process Excellence. Objectives postulated herein constitute the PNP’s critical internal processes. These objectives indicate that systems and procedures need to be significantly improved if the institution were to move forward and gain the trust and
confidence of the public.
Finally, the Stakeholder’s Support perspective refers to the sectors and patrons the PNP serves, whose approval and support must be won. They’re comprised of lawmaking bodies, local government agencies, religious sectors and non-government organizations, agreeably influencing the organization’s endeavors. They are placed on both sides of the strategy map acting as support to all
perspectives.
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THE PNP SCORECARD
The PNP roadmap is not complete if measures, targets and initiatives are not clearly spelled out. These are indicated in the PNP Scorecard. The scorecard is the PNP’s tool for measuring its performance based on the measures and targets indicated therein through
the execution of the strategic initiatives.
Resource Management
Starting off from the bottom, the first measure on Logistics Capability Index refers to the actual level of available equipment on mobility, firearms and communication or simply, the percentage fill-up of move, shoot, and communicate capability. It is expected that by year 2016, the capability index will be 95% sufficed through the Implementation of Reform on Logistics Management System. The
main office responsible for this measure is the Directorate for Logistics.
In the same objective, the second measure indicates that all programs and activities should be implemented based on the AOPB through the Reform of the Budget
System in the PNP.
Learning and Growth
On Learning and Growth perspective and under the measure to develop a responsive police organization objective, to be able to determine whether a police station is already communications technology compliant, there should be a telephone, radio communications equipment, cell phone or facsimile machine manned by
competent PNP personnel.
PNP OBJECTIVE MEASURE ACTUAL TARGETS
2010 2011 2013 2016
Optimize use of financial and logistical resources
Percentage of programmed activities implemented based on the Annual Operations
Plans and Budget
80% 85% 90% 95%
Logistics Capability Index 41% 43% 45% 47%
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On the other hand, the information technology compliant indicates that there should be internet connectivity with standard computer equipment that can run systems applications and operated by adept IT personnel. For this year, the first major deliverable on Data
Warehousing Project (Phase 1) requires an amount of P50M, as funded by the PNP Capability Enhancement Program.
With regard to personnel concerns of having a responsive organization, two new measures were identified. Both measures require the initiative on the Improvement of Human Resource Systems, entailing enhancement of programs from recruitment to retirement of personnel. The first measure refers to the number of qualified personnel positioned to commensurate to their qualifications or “putting the right person for the right job”. It is intended to fill in PNP personnel according to the requirements presented in the Table
of Organization.
Under the objective to develop competent, motivated and values-oriented personnel, the second new measure was formulated that aims to monitor the level of morale and welfare of PNP personnel. This will determine if the policies and guidelines that will ensure proper awards or incentives to all PNP personnel are fairly implemented and
observed.
The next measure is used to determine the percentage of trained personnel vis-a-vis training needs. This is a
PNP OBJECTIVES MEASURES ACTUAL TARGETS
2010 2011 2013 2016
Develop competent, motivated and values-oriented
PNP Personnel
Percentage of recruits belonging to top 20% in
their eligibility exams 0.005% 1% 3% 5%
Percentage of personnel with no criminal cases (non-
service related) 98% 100% 100% 100%
Percentage of trained
personnel vs training needs 30% 40% 50% 60%
Personnel Satisfaction Index
New
Measure
Develop a responsive police
organization
Percentage of positions filled by qualified
personnel (third level)
New
Measure
Percentage of Information Technology compliant PNP Stations (Standard IT
Compliance)
43% 46% 52% 61%
Percentage of Communications Technology
compliant PNP Stations 77% 78% 80% 83%
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factor to close the competency gap of personnel through the initiative on the Improvement of Education and Training System. By 2016, it is projected that the organization will provide proper training to 60% of its personnel. For this to happen, the creation of a comprehensive training and information system database for both competency and specialized skills courses, and eligibility list establishment per Office/Unit are the first two deliverables this year and early next year with a total funding requirements of P200,
000.00.
The other measure demonstrates the commitment of the PNP to reduce, if not to totally eliminate, the involvement of its personnel in
various crimes by aiming 100% this year and the coming years ahead.
The last remaining measure is in line with the PNP’s thrust of appointing the best and the brightest among qualified applicants. The target set for this year has been amplified to counter last year’s almost nil record, corresponding to only 0.005%, which is admittedly miniscule to improve the recruitment selection. Hence, to openly address this, there are two major deliverables expected after accomplishing related programs on the Improvement of Education and Training System, namely, the Development and Implementation of Holistic Psychometric Exams and the Recruitment of Qualified Applicants, both having the necessary funding requirements pegged at
P54M.
Process Excellence
With the objective to improve crime prevention and control as cited in the Process Excellence perspective, Crime Solution Efficiency (CSE), Crime Clearance Efficiency (CCE) and National Index Crime Rate (NICR) are the gauges of police effectiveness and efficiency in solving crimes or incidents reported. CSE is computed based on the total crimes solved over the total crime volume. “Crime solved” is when at least one of the suspects is arrested and properly charged in court. While, CCE is calculated based on the total crimes cleared over the total crime volume. It can be said that “cleared crime” is only plausible when the case is already filed in court. The targets revealed in the scorecard that the PNP is expected to solve and clear crimes gradually. The two measures will only paint a much better picture of performance in CY 2016, wherein the anticipated increase ranges from 4% to 6%, respectively. To accomplish
PNP OBJECTIVES MEASURES ACTUAL TARGETS
2010 2011 2013 2016
Improve community safety awareness through community-oriented and human
rights-based policing
National Safety Index 60.9% 62.9% 64.9% 66.9%
Respect Index
72.6% 74.6% 76.6% 78.6%
Improve crime prevention and
control
National Index Crime Rate 16.53 15.7 14.92 14.7
Crime Clearance Efficiency 33.33% 35.00% 39% 45%
Crime Solution Efficiency 20.79% 22.00% 24.00% 28.49%
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this, the initiative on the Improvement of Case Management is needed with P15M funding requirements to strengthen case evidence and
filing component.
Another initiative, the Police Integrated Patrol System (PIPS) is just one of the many noteworthy programs that may influence the National Index Crime Rate. The PIPS is a consolidated and intensified law enforcement operation through aggressive foot and mobile patrol, boarder patrols, sky patrol, motorized anti street crimes, operations and responsive public safety services in coordination with other law enforcement agencies, force multipliers and the community. Just like the two previous measures, this too will only have a minimal improvement based on the targets indicated in the scorecard. The first deliverable of the project for this year is the cascading
of the system which will be completed in CY 2012 with a total funding of P57.6M.
The two indices on the improvement of community awareness are indicators to measure the general perception on police performance and the attitude of the public towards the PNP. To measure these, an online survey will be undertaken by the PNP through its own web-based application. The Barangay Peacekeeping Operations (BPO) is a significant initiative to answer the prime objective pertaining to community-oriented and human rights-based policing. A “catch-all” community policing strategy which was institutionalized through LOI 22/09 (BAYANIHAN) mandated the creation of Barangay Peacekeeping Action Teams or BPATs that served as “force
multipliers” or main operators of the BPO.
Community
The last and final measure of the scorecard will be using the report of the UNDP to look at how the country fares with the rest of the
world, particularly on civic and community well-being as per crime and safety components are concerned.
The outcomes of the various strategic initiatives from managing resources to improving internal processes will consequently contribute to
the PNP’s vision of a safe and secured nation towards economic growth and stability.
PNP OBJECTIVE MEASURE ACTUAL TARGETS
2010 2011 2013 2016
A safer place to live, work and do
business
Global Peace Index (HDI)
Source: Web TBD TBD TBD
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PNP SECOND LEVEL STRATEGY
PNP SCORECARD PRO SCORECARD
PE
RS
PE
CT
IVE
PNP OBJECTIVE MEASURE
OFFICE
TARGET
IDE
NT
ICA
L
CO
NT
RIB
UT
OR
Y
NE
W
N/A
PE
RS
PE
CT
IVE
PRO OBJECTIVE MEASURE OPR
BL
TARGET
LE
AD
LA
G
2010 (Baseline)
2011 2013 2016
20
10
2011 2012 2013 2016
CO
MM
UN
ITY
A
A safer place to live, work and do
business
1 Global Peace Index (GPI)
PMO
CO
MM
UN
ITY
A A safer place to live, work and do business
PR
OC
ES
S E
XC
EL
LE
NC
E
B
Improve community safety awareness through
community-oriented and human rights-based policing
2 National Safety Index DPCR/ DO, DI & DIDM
60.90% 62.90% 64.90% 66.90%
PR
OC
ES
S E
XC
EL
LE
NC
E
B
Improve community
safety awareness through community-oriented and human
rights-based policing
1 Regional Safety Index NAG/ WBOS
3 Respect Index
72.60% 74.60% 76.60% 78.60%
2 Respect Index NAG/ Academe/
WBOS
3 Percentage increase in the number of joint police
community-initiated activities
DPCR
C
Improve crime solution efficiency
4 National Index Crime Rate
DO/ DIDM,
DI,
DPCR
16.53 15.7 14.92 14.17
C Improve crime solution efficiency
4 Regional Index Crime Rate DO
5 Crime Clearance
Efficiency
DIDM/
DO, DI & DPCR
33.33% 35% 39% 45%
5 Regional Crime Clearance
Efficiency
DIDM
6
Crime Solution Efficiency
DIDM/ DO, DI
& DPCR
20.79%
22.00%
24.00%
28.49%
6 Regional Crime Solution Efficiency
DIDM
7 Number of most wanted persons (MWP) arrested
DIDM
8 Percentage of wanted persons arrested
DIDM
D
Institutionalize
standard investigative systems and procedures
9 Percentage of dismissed cases due to investigative lapses
DO
E
Modernize crime reporting and analysis and promote
accountability
10 Percentage of implementation of e-blotter
system
DIDM
F
Improve crime
prevention and control in partnership with all stakeholders
11 Percentage of total LACAP adopted and implemented
DI
12 Percentage reduction of incidents perpetrated by threat groups
DI
13 Percentage of PAG members neutralized
DI
G Ensure effective use
of police intelligence
14 Percentage of successful intelligence-led operations (neutralizaion,arrest, and
prevention)
DIDM
15 Percentage of counter-
intelligence reports
monitored,checked and acted upon
16 Percentage of intelligence
products disseminated and used
LE
AR
NIN
G &
GR
OW
TH
D
Develop competent,
motivated and values-oriented PNP Personnel
7 Percentage of recruits belonging to top 20% in
their eligibility exams
DPRM
0.0050% 1% 3% 5%
LE
AR
NIN
G &
GR
OW
TH
H
Develop competent, motivated and values-oriented PNP Personnel
17 Percentage of recruits belonging to top 20% in their
eligibility exams
DPRM
8 Percentage of personnel with no criminal case (non-service related)
DPRM
98% 100% 100% 100%
18 Percentage of personnel with no criminal and administrative case (non-
service related)
DPRM
PRO SCORECARD WILL BE
SUBJECTED FOR
VALIDATION
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9 Percentage of trained personnel vs training
needs
DHRDD
30% 40% 50% 60%
19 Percentage of trained personnel vs training needs
DHRDD
10 Personnel Satisfaction Index
DPRM
New Measure
20 Personnel Satisfaction Index DPRM
E
Develop a
responsive police organization
11
Percentage of positions
filled by qualified personnel (third level)
DPRM/
DHRDD
New Measure
I Develo a responsive
police organization
21 Percentage of positions
filled by qualified personnel (third level)
DPRM
22 Percentage of PNP units
with functional PGS scorecards
12 Percentage of
Information Technology compliant PNP Stations (Standard IT
Compliance)
DICTM
43% 46% 52% 61%
23 Percentage of Information
Technology compliant PNP Stations (Standard IT Compliance)
DICTM
13 Percentage of Communications
Technology compliant PNP Stations
DICTM
77% 78% 80% 83%
24 Percentage of Communications
Technology compliant PNP Stations
DICTM
RE
SO
UR
CE
MA
NA
GE
ME
NT
F
Optimize use of
financial and logistical resources
14 Percentage of
programmed activities funded & implemented based on the Annual
Operations Plans and Budget
DC
80% 85% 90% 95%
RE
SO
UR
CE
MG
T
J
Optimize use of
financial and logistical resources
25 Percentage of programmed
activities funded & implemented based on the Annual Operations Plans
and Budget
DC
15 Logistics Capability Index (Percentage fill-up of mobility, firearms,
communications and investigative equipment)
26 Percentage of logistics-related initiatives accomplished by the lower
units
DL
Forms of measure used in the formulation of the Balanced Scorecard
Measure Form PROS CONS
ABSOLUTE NUMBERS (ex. 50, 100, 150) Clear and simple; unambiguous One dimensional, does not consider context
INDICES (ex. Human Development Index = .0056) Provides broad general result Masks underlying individual variables
PERCENTAGES (ex. 85%) Good indicators of relative change used in measurement over time
Sometimes misunderstood or improperly used
RANKINGS (ex. 1st, 2nd, 3rd) Easy to compute and to understand Category definition often inconsistent
RATINGS (ex. Satisfaction Rating = +5) Good for nominal data Can be biased
RATIOS (ex. Police to Population = 1:660 ) Depict critical relationships to be managed (e.g. incremental cost vs. revenue generated)
Can be difficult to understand how to manage or effect relationship
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MODULE 3
Setting targets and identifying strategic initiatives Making sure you’re hitting the right targets really comes down to following the thread among your strategic, operational and tactical scorecards and their dashboards. If you’re not hitting your strategic goals and objectives and you can’t drill down to find the culprits at the operational and tactical levels that are causing you to miss them, you’ve missed something very important. By the same token, if you’re having problems that are highlighted within your operational and tactical scorecards and dashboards and they are not showing up as issues in your strategic level dashboards and scorecards, you’ve probably missed a key strategy. If, in the final analysis, you find these kinds of issues with your dashboards, and you can honestly say they really don’t matter one way or the other, then you have to question why you’re measuring them in the first place.
The whole point to hitting the right targets is one of linkage. You have to make sure that everything at the operational and tactical levels ties to your strategies. If they don’t link, you’ve got problems and you need to get them fixed, so get with your people and work the issues until they do link and that you can drill up and down through the dashboards
Planning for the
resources
You will need to understand and
apply your organization’s resources when and where you need them most in the planning stages of scorecard implementation, you must consider these
vital five points:
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Resources are constrained. We never have enough people, money, time, space for everything we want to do. For planning, we need to tailor our approach to the level of available resources we can dedicate, in terms of level of effort, timing, and
response—both in funds and people.
Successful scorecards are collaborative. This can be a force multiplier when planning your scorecard resourcing, because everything in an organization is related to everything else. Utilizing this characteristic in planning means aligning the different available resources to support more than one perspective or scorecard component, in order to gain advantage
with fewer resources.
Priorities can and will change. Plan for this, especially as different priorities can and do impact resource allocation. Build processes into your planning for shifts in direction, so that you are
prepared with contingencies.
The future is important, but so is the present. It’s easy to get caught up in the future, but you have to be careful not to compromise the present. Watch your key risks regarding planning for resources in the current state situation, and where they need to be allocated best for scorecard support. Then, plan for an effective
transition for your resources toward supporting future initiatives.
What to do when you don’t have what you need. Options include, but are not limited to:
• Paring down what you want to do
• Stretching the time period for action
• Planning for some of the resource responsibilities to be shared with
management and key leaders, to free up key resources
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Focusing resources on your strategies
Identifying and focusing your strategies on all four perspectives of the scorecard is only part of the equation — although it’s no small accomplishment in itself. You also need to ensure that you align and focus your resources when implementing your strategies. This means focusing like a laser beam on achieving your strategic goals and objectives by applying the resources needed to succeed. Resources
to be budgeted include things like:
Money
Time (yours, and your personnel’)
Administrative support and supplies
Training and education of your personnel (scorecards and dashboards, team and process improvement skills, job skills, etc.)
Space to meet and operate, and places and systems for display and communication of scorecards and dashboards
Integrating scorecard and dashboard software with your information technology systems and databases to allow ongoing monitoring of your strategic and four perspectives goals, objectives, and performance
Now, we’re not saying that you open up your wallet or purse and start writing blank checks. Like any other organization, a good amount of financial planning and cost accounting goes a long way. The level to which you allow your teams autonomy to handle their funding and make decisions on their own depends upon their
maturity and development in handling such decisions.
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MODULE 4
PNP Dashboards
One of the most effective ways to ensure that your organization is on course on all four perspectives of the Balanced Scorecard is through the use of dashboards. Dashboards provide you with critical, current information about the operation of your office or unit, just as your car’s dashboard gives you critical, current information about your car. Operational dashboards allow you to keep track of how things are operating and let you know what needs attention — either through immediate action on your part (your engine light comes on, so you turn your engine off) or through action in the near future (your gas-tank icon lights up, so you need
to put gas in before you run out).
Who should be involved with your dashboards and how
In answering the question of who should be involved with your dashboards and how, it comes down to pretty much everyone, in one
way or another. Your people will be involved in helping you to create them, providing the data and information to maintain them, and
using the information from them. Maybe the best way to approach this is to go down the list of who should be involved and how. We’ll
start off with the strategic level dashboard, then hit the operational level, and then finish up with a look at the tactical level dashboard.
When developing the strategic level dashboards, you will be dealing with the highest level of measures. Things like overall
organization-wide key measures for performance and progress towards strategic objectives. In essence, they help to align the
organization to its strategies. Strategic dashboards are typically highly summarized information, highly graphical, less frequently
updated than the operational and tactical dashboards (weekly, bi-weekly or monthly), and include global, external, trend, and growth
types of measures.
Strategic dashboards
To achieve your strategic alignment for your internal process dashboards the senior executives, people with titles like Chief Executive
Officer, Chief Information Officer, Chief this or that . . . well, you get the idea — will need to work with the people that report to them.
Director or Managers are the people at the operational levels who will need to report upwards to the strategic level, ensuring that the
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operational initiatives are achieving the strategies set by senior management. When the executives look at their dashboards and find
issues and concerns that are highlighted, they will drill down to the operational level measures that are driving their strategic level
measures. In this way, they can pinpoint the problem areas and take corrective actions.
PNP STRATEGIC DASHBOARD
Primary Drivers Indicators 2011 2012 2013
CRIME PREVENTION Crime Volume BASELINE TARGETS
Crime Ratio
Enhance community engagement % increase in the number of joint police community initiated activities
Safety index
Intensify police operations % of personnel employed/deployed
Intensify intelligence and counter intelligence operations
% of CI actionable reports validated
Strengthen legal offensive % of cases vs CTs filed in court
% of cases vs CTs filed in CARHRIHL
CRIME SOLUTION Crime Solution Efficiency
Maintain and deploy competent investigative personnel
% of investigative personnel trained and certified
% of trained and certified investigative personnel deployed
Implement standard investigative systems and procedures
% increase of cases filed in court
Establish and maintain reliable investigative infrastructure
Number of provincial / city and police stations equipped with investigative infrastructure
Develop and maintain community and stakeholders support
Number of linkages initiated by investigators
Ensure fund support for investigative activities
Percentage of activities funded
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Operational dashboards
In creating the operational level dashboards, Directors and Managers will need to work with the people who report to them. These
people will be frontline supervisors and leads. Operational dashboards involve the annual operating plan measures and their drivers.
These dashboards will typically report on key projects, initiatives and functional core operations that drive the strategic dashboard
measures.
When the strategic level dashboards are drilled down to find the underlying data and information that drive them, executives will find
the operational level dashboards and what they measure. The measures for the operational level dashboard will be at a more
detailed level than the strategic level dashboard measures. They will be measuring things like project performance, ongoing business
measures for the various organizational functions and those types of measures. When you drill down from the operational level
dashboards, you will find tactical level projects, initiatives and
process measures.
Tactical dashboards
Finally, at the tactical level, the supervisors and leads will get to the
very lowest level of detail for their dashboards. In setting them up,
they will work with their bosses at the operational level, and with
their frontline personnel— the process workers. These dashboards
will be reporting on the detailed projects, initiatives and process
performance measures that are established to achieve the
operational annual plan goals and objectives. In addition to the
functional structure that was just detailed for setting up your
dashboards, you’ll need to get other staff functions involved, too.
You will need to involve anyone that will have input into the measures
being tracked or that will aid in setting up the dashboards.
The key to the whole process of setting up your dashboards is that
you need to take a collaborative approach. Consider who owns the
various types of information you will need, where it resides, and how
best to get at it. Then get the people you need involved early in the process.
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PNP OPERATIONAL DASHBOARD
Operational (Secondary)
Drivers KPI w/ OPR BL Targets Critical Action w/
OPR 2011 2012 2013 CRIME PREVENTION: Enhance community engagement
Intensify community awareness / information
activities
Number of community awareness activities initiated
Intensify community organization and
mobilization activities
Number of sectoral groups organized / mobilized (BPAT force multipliers)
Promote Web-Based Online Survey
Number of participating respondents
CRIME PREVENTION: Intensify police operations Strengthen FAs Control
Program (Regulatory Function)
% of accounted loose FAs against the estimated baseline data (Operations Branch)
Institutionalize LACAP Number of functional LACAP (adopted)
Institutionalize PIPS Number of police station utilizing PIPS
Intensify support role
ISO Number of ISO conducted
Intensify counter terrorism activities
Number of target hardening measures conducted
Enhance the security and safety of tourist
% reduction of crimes involving foreign and domestic tourists
Use of COMPSTAT by police station
Number of police stations using COMSTAT for crime prevention
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Operational
(Secondary) Drivers KPI w/ OPR BL Targets Critical Action w/
OPR 2011 2012 2013 CRIME PREVENTION: Intensify intelligence and counter intelligence operations
Enhance Identification,
Detection, Target Setting, Intervention,
Disruption (IDTID) activities
Number of threat groups neutralized
Proper Employment of Brgy. Information
Nets (BINs)
Number of organized and utilized BINs
CRIME PREVENTION: Strengthen legal offensive Intensify case build
up against threat groups
Number of criminal cases filed
Improve case
monitoring against
threat groups
Number of threat group cases
resulting to conviction / dismissal
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Operational
(Secondary) Drivers KPI w/ OPR BL Targets Critical Action w/
OPR 2011 2012 2013 CRIME SOLUTION: Maintain and deploy competent investigative personnel
Have investigative personnel trained and
certified
Percentage of investigative personnel trained / certified
Fill up investigative position with trained and
certified personnel
Percentage of investigative positions filled up with trained/certified investigations
Timely deployment of investigators
Improvement in response time
Designate qualified investigative personnel
to specific crime incidents
Percentage of dedicated investigators assigned to handle specific cases
Implement sound reward and punishment system
Number of recipients
CRIME SOLUTION: Implement standard investigative systems and procedures Update investigative
personnel on investigative systems
and procedures
Percentage of investigative personnel equipped with standard investigative systems and procedure
Utilize available investigative information
systems
Percentage of Police Stations using Web-based System
Adopt case management system
Number of cases filed in court/ Total Number of cases investigated
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Operational
(Secondary) Drivers KPI w/ OPR BL Targets Critical Action w/
OPR 2011 2012 2013 CRIME SOLUTION: Establish and maintain reliable investigative infrastructure
Conduct inventory of infrastructure and
equipment
Number of investigative infrastructure/equipment identified/accounted
Fill up lacking investigative
infrastructure and equipment
Percentage fill up
Utilize and maintain investigative / ICT
equipment
Percentage of ICT-compliant stations
CRIME SOLUTION: Develop and maintain community and stakeholders support Establish linkages with
community and stakeholders support
Number of linkages established
Generate support from community and
stakeholders
Number of community / stakeholders support generated
CRIME SOLUTION: Ensure fund support for investigative activities Disburse fund support
for investigative activities
Number of investigative funded
Request fund support for special investigation beyond the resources of
PPOs
Number of special investigation supported
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Adding the Final Touches
After you’ve tested and proven your plan and have shared it with other managers and groups to get their feedback, you have another task to accomplish before execution: You need to add the details — the small yet significant items so necessary for a plan to enjoy
success. The following sections help you focus on the final touches that might be easily overlooked.
Taking care of the details
The following list outlines some details that allow you to put the final touches on your
scorecard foundation:
Clearly identify roles and responsibilities for the people who will play a part in your plan to deploy Balanced Scorecards. Make sure you have their commitment to these roles and responsibilities prior to execution.
Identify the milestones by which you’ll evaluate your plan and make them clear on your scorecard. Also include the measurements on your dashboards so that you can see and report progress quickly and efficiently.
Establish configuration control on the final version of your plan.
Start the clock rolling after you put your plan into motion, not before.
Put specific review dates on the calendar to review progress, performance, and any other meetings or key activities regarding Balanced Scorecards and dashboards. Get commitments from key participants for these reviews.
Track and adjust your plans/scorecards openly and honestly. Search for help and advice from teams and other managers, and communicate frequently with supervisors so that they know what you’re doing and why.
Deciding When to Launch Your Balanced Scorecard
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After much hard work and preparation, it’s finally time to launch your scorecard! The key people are in place, metrics are selected and allocated to the appropriate leg, and measurement systems are working to sustain the scorecard. But wait: there are two things that must first be in place when you launch your scorecard. The Scorecard passed the pilot, and everyone knows it! The pilot is where you prove the value, worth, and effectiveness of your scorecard. By implementing your scorecard in a controlled pilot environment, you can seen how it works, adjust as you go, and ensure that the goals and objectives are successfully met — and perhaps even exceeded. When your scorecard passes the pilot, be sure to share the success with everyone, every day, at every level — whenever you get the chance. You want word to spread about the success of the pilot, and about how getting workers involved with the development and implementation of the scorecard was instrumental in this success. Also, you need to share the results in terms of key performance impacts on the operations. By getting the word out, you are setting up for general acceptance and agreement as to the overall value added of your scorecard. When you have completed this, you are ready to go to the second step.
The Scorecard is seen as genuinely adding value Getting personnel to see the scorecard as adding value to your organization is a critical step in the ultimate success of your scorecard efforts. For scorecards to have lasting power, people have to believe they will work, that they add value to the organization, and that it is worth their while to participate in their success. You have to be sure that most of the folks believe that the scorecard will actually help them in their achievement of their goals and objectives, and that this will work without appreciable added work involved. You know this to be true. But you need to be confident in this shared belief. Once you have confidence that most of the people are willing to work with their scorecard, and feel comfortable with the success of the Pilot, you are ready to launch!