Pnp Patrol Plan 2030-Guidebook (1)

8/10/2019 Pnp Patrol Plan 2030-Guidebook (1)

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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 it seffectiveness 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 agenciesin the country. It was at that same instance that a related study was being conducted by the United Nations Development Program onthe Criminal Justice System of the Philippines where various issues attributed to the police system were identified. This was substantiatedby 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 andcorruption 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 andcredibility gave birth to the Integrated Transformation Program which was eventually integrated with the then existing Medium TermDevelopment Plan (2005-2010).

Under the ITP, arrays of new projects and activities were presented and implemented to impact its Key result areas. The ITP hastherefore served as the organization’s roadmap to lasting change which aimed to transform the PNP into a more capable, effectiveand 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 wi ll mapout 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 CompactEligible for FY 2009. The Philippines was one of the twenty-eight (28) nations identified as a beneficiary of the development agents. Inorder for the Philippines to sign a Compact Agreement, it should meet the MCC eligibility criteria in areas of ruling justly, investing inpeople 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 firstsix 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 theadoption 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 itspreviously 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 completingthe 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 itworks. You’ll see that scorecards aren’t rocket sc ience, 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 Scorecardis, maybe you should first learn where it came from and why. The Balanced Scorecard wasfirst developed in the early 1990s by two guys at the Harvard Business School: RobertKaplan and David Norton. The key problem that Kaplan and Norton identified in today’sbusiness was that many companies had the tendency to manage their businesses based solelyupon financial measures. While that may have worked well in the past, the pace of businessor 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 ofcompanies and organizations and to provide managers with the information they need so thatthey can make better decisions, Kaplan and Norton developed the Balanced Scorecard. Notethat we said that the Balanced Scorecard is a management system — not a measurement system. Yes, measurement is a key aspect ofthe Balanced Scorecard, but it is much more than just measurement: it is a means to setting and achieving the strategic goals andobjectives 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 andachieve its key strategies and objectives. Once the strategies are developed, they are deployed and tracked through what we call theFour 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 thefollowing steps in the order shown to achieve the best results:

1. Design your Balanced Scorecard strategy. The Balanced Scorecardshould align with the overall strategy of the organization. Elements ofconsideration should include key office or unit achievements, goals, andobjectives. 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 becustomized to your office or unit, and consist of the four perspectives of your scorecard, and include key elements such as risk andvariation indication, and interrelationships between the perspectives as well. It is here that you will build the foundation and structure ofyour Balanced Scorecard process. Elements of consideration shouldinclude how each leg of your scorecard will provide insights intohow the organization is doing now, and how it will do in the future.Also include feedback/flexible loops that can both enabledetection and response to key changes which may affectperformance.

3. Plan how you’ll put your scorecard together. This includes allof the key metrics identified in the earlier steps, interlinking themin such a way that they are directly related to each other.Elements to consider should include how well the metrics relate tothe direction and mission of the organization, how well they showwhat you need to see, and their ability to indicate change orvariation 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 willperceive and successfully implement and communicate their scorecards, the effectiveness of the feedback loops, and flexibility tochanging conditions, among other things.

6. Plan a self-assessment process. As mistakes are occasionally made, your organization can learn quickly and effectively from themand make adjustments along the way. This enables a continuous improvement and refinement capability, which is critical to the longterm 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 ofyour objectives are the main goals of the balanced-scorecard approach. Tomeet your goals and to achieve balance among the four perspectives of thescorecard, you need to develop strategy maps. These maps are typically (andbest!) developed by senior executives and their direct reports, and they formthe basis for the operational and tactical level plans, projects, and scorecards.

Strategy maps are the vehicles by which you ensure that your scorecards havebalance. Strategy maps also allow you to see how your operational andtactical plans and initiatives are linked and work toward achieving yourstrategic objectives.

It takes some work on your part and the part of your management team tocreate strategy maps, but the effort is really worth it. So, call a meeting withall your management peers, lock the door when everyone enters the room, anddon’t leave until your strategy map is done (make sure you order some coffeeor 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 strategyhomework. 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 otheroffices or units have done — especially when it comes tocompetitive and benchmark analysis. These have to be yourstrategies and scorecards, not just carbon copies of what otherorganizations have done. And, while you’re at it, look for aconsistent thread regarding your vision, mission, values, andguiding 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 todevelop your strategy map. The strategy map or the PNPPATROL Plan Roadmap gives you a good idea of what the endresult 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 threeyears.

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 yourfingertips, 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, theFinancial or Resource Management Perspective, the Process Excellence Perspective, and the Learning and Growth Perspective. Thesefour perspectives of the Balanced Scorecard are necessary for today’s executives and managers to be able to plan, implement andachieve their strategies. The four perspectives will make the difference between whether your organization succeeds or fails. Thefollowing list takes a closer look at the four perspectives:

Customer or Community scorecard: Measures your customers’ satisfaction and their performance requirements — for yourorganization 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 theorganization.

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 meansfollowing a simple, standardized multi-step roadmap to first confirmwhat you want to do and how you intend to do it, then defining howyou intend to measure doing it, and finally outlining what specificallyyou will do better than your competitors. And you’ll do this all whiletaking changes in your organization, personnel, services,stakeholders, components, data and many other factors into account.

When planning your Balanced Scorecard, you should go through thefollowing steps in the order shown to achieve the best results:

1. Design your Balanced Scorecard strategy. The BalancedScorecard should align with the overall strategy of yourorganization. Elements of consideration should include keyorganizational achievements, goals, and objectives. One of the besttools 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 ofyour 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 includehow 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 insuch a way that they are directly related to each other. Elements to consider should include how well the metrics relate to the directionand mission of the organization, how well they show what you need to see, and their ability to indicate change or variation quickly andeffectively.



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4. Set up support for the scorecards. You’ll need support throughoutthe organization, but especially with its leaders and managers.Elements to consider here must include their input, from design tometric selection to how performance will be assessed, as participants,not just onlookers.

5. Plan the implementation and tracking of your BalancedScorecard. Link the scorecard to every activity and event, and to thekey performance indicators for your office and your unit. Elements ofconsideration will include how your managers and personnel willperceive and successfully implement and communicate theirscorecards, the effectiveness of the feedback loops, and flexibility tochanging conditions, among other things.

6. Plan a self-assessment process. As mistakes are occasionally

made, your organization can learn quickly and effectively from themand make adjustments along the way. This enables a continuous

improvement and refinement capability, which is critical to thelong term success and sustainability of your scorecards.Elements of consideration should include designing a good“lessons learned” process, and integrating the study andunderstanding of the results of this process into new project andscorecard implementation processes.

ASPECTS LEAD or OUTCOME LAG or DRIVER

PURPOSE Assess performance resultsat the end of the activity

• Measure intermediateprocesses, activitiesand behavior

EXAMPLE Investigative Skill Coverage • Hours spent training

STRENGTHS Usually objective and easilycaptured

• More predictive innature

• Allows organizationto adjust behavior forperformance

ISSUES Reflects pass successes, notcurrent activities anddecisions

• Based on thehypotheses ofstrategic cause andeffect

• Often difficult tocollect supportingdata



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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 strategywhich 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 ofwhat the PNP will do to attain its vision.

Topping all perspectives is the Community which refers to the entire soci ety or the people at large. And with the PNP’s mission toimprove 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

NATIONALPOLICE

MISSION

Enforce the law, prevent and controlcrimes, maintain peace and order,

and ensure public safety and internal

security with the active support of thecommunity

CORE VALUESMaka Diyos

MakataoMakabayan

MANDATE

Republic Act 6975 as amended byRA 8551 and further amended by

RA 9708

PHILOSOPHYService, 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 howeach 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 theway 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 logisticalresources since the PNP, as a National Government Agency, is largely dependent on the limited funding, provided by the NationalGovernment through the General Appropriations.

Resource Management will then trigger the implementation of objectives by becoming the bedrock for all perspectives which forces theinstitution to harness its resources and mobilize what it can to support all facets of police operations. But to realize this, the resourcesprovided 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 anddevelopment program. Improvement of organizational strategies, structures, systems and mechanisms must therefore be deployed tosupport 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 safetyawareness will result to Process Excellence. Objectives postulated herein constitute the PNP’s critical internal processes. These objectivesindicate 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 bewon. 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 allperspectives.



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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 PNPScorecard. The scorecard is the PNP’s tool for measuring its performance based on the measures and targets indicated therein throughthe 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 onmobility, firearms and communication or simply, the percentage fill-up of move, shoot, and communicate capability. It is expected thatby year 2016, the capability index will be 95% sufficed through the Implementation of Reform on Logistics Management System. Themain office responsible for this measure is the Directorate for Logistics.

In the same objective, the second measure indicates that all programs and activitiesshould be implemented based on the AOPB through the Reform of the BudgetSystem in the PNP.

Learning and Growth

On Learning and Growth perspective and under the measure to develop aresponsive police organization objective, to be able to determine whether a policestation is already communications technology compliant, there should be a telephone,radio communications equipment, cell phone or facsimile machine manned bycompetent PNP personnel.

PNP OBJECTIVE MEASURE ACTUAL TARGETS

2010 2011 2013 2016

Optimize use offinancial andlogisticalresources

Percentage of programmedactivities implemented basedon the Annual OperationsPlans 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 computerequipment that can run systems applications and operated by adept IT personnel. For this year, the first major deliverable on DataWarehousing 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, twonew measures were identified. Bothmeasures require the initiative on theImprovement of Human ResourceSystems, entailing enhancement ofprograms from recruitment toretirement of personnel. The firstmeasure refers to the number ofqualified personnel positioned tocommensurate to their qualifications or“putting the right person for the rightjob”. It is intended to fill in PNPpersonnel according to therequirements presented in the Tableof Organization.

Under the objective to developcompetent, motivated and values-oriented personnel, the second newmeasure was formulated that aims tomonitor the level of morale andwelfare of PNP personnel. This willdetermine if the policies andguidelines that will ensure properawards or incentives to all PNPpersonnel are fairly implemented andobserved.

The next measure is used to determinethe percentage of trained personnelvis-a-vis training needs. This is a

PNP OBJECTIVES MEASURES ACTUAL TARGETS

2010 2011 2013 2016

Developcompetent,motivated andvalues-orientedPNP Personnel

Percentage of recruitsbelonging to top 20% intheir eligibility exams

0.005% 1% 3% 5%

Percentage of personnelwith no criminal cases (non-service related)

98% 100% 100% 100%

Percentage of trainedpersonnel vs training needs

30% 40% 50% 60%

Personnel Satisfaction Index New

Measure

Develop aresponsive policeorganization

Percentage of positionsfilled by qualifiedpersonnel (third level)

New

Measure

Percentage of InformationTechnology compliant PNPStations (Standard ITCompliance)

43% 46% 52% 61%

Percentage ofCommunications Technologycompliant 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 acomprehensive training and information system database for both competency and specialized skills courses, and eligibility listestablishment 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 invarious 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. Thetarget set for this year has been amplified to counter last year’s almost nil record, corresponding to only 0.005%, which is admittedlyminiscule to improve the recruitment selection. Hence, to openly address this, there are two major deliverables expected afteraccomplishing related programs on the Improvement of Education and Training System, namely, the Development and Implementationof Holistic Psychometric Exams and the Recruitment of Qualified Applicants, both having the necessary funding requirements pegged atP54M.

Process Excellence

With the objective to improve crimeprevention and control as cited in theProcess Excellence perspective, CrimeSolution Efficiency (CSE), CrimeClearance Efficiency (CCE) andNational Index Crime Rate (NICR)are the gauges of policeeffectiveness and efficiency in solvingcrimes or incidents reported. CSE is

computed based on the total crimessolved over the total crime volume.“Crime solved” is when at least oneof the suspects is arrested andproperly charged in court. While,CCE is calculated based on the totalcrimes cleared over the total crime volume. It can be said that “cleared crime” is only plausible when the case is already fi led 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 amuch 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 communitysafety awarenessthrough community-oriented and humanrights-based policing

National Safety Index60.9% 62.9% 64.9% 66.9%

Respect Index

72.6% 74.6% 76.6% 78.6%

Improve crimeprevention andcontrol

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 requi rements to strengthen case evidence andfiling component.

Another initiative, the Police Integrated Patrol System (PIPS) is just one of the many noteworthy programs that may influence theNational 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 withother law enforcement agencies, force multipliers and the community. Just like the two previous measures, this too will only have aminimal improvement based on the targets indicated in the scorecard. The first deliverable of the project for this year is the cascadingof 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 performanceand the attitude of the public towards the PNP. To measure these, an online survey will be undertaken by the PNP through its ownweb-based application. The Barangay Peacekeeping Operations (BPO) is a significant initiative to answer the prime objectivepertaining to community-oriented and human rights-based policing. A “catch-all” community policing strategy which was institutionalizedthrough LOI 22/09 (BAYANIHAN) mandated the creation of Barangay Peacekeeping Action Teams or BPATs that served as “forcemultipliers” 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 theworld, 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 tothe 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 tolive, work and dobusiness

Global Peace Index (HDI)

Source: Web TBD TBD TBD



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PNP SECOND LEVEL STRATEGY

PNP SCORECARD PRO SCORECARD

P E R S P

E C T I V E

PNP OBJECTIVE MEASURE OFFICE

TARGET

IDENTICAL

CONTRIBUTORY

NE

W

N/A

P E R S P

E C T I V E

PRO OBJECTIVE MEASURE OPR

B L TARGET

L E A D

L A G

2010(Baseline)

2011 2013 2016 2 0 1 0 2011 2012 2013 2016

C O M M U N I T Y

A

A safer place tolive, work and dobusiness

1 Global Peace Index(GPI)

PMO

C O M M U N I T Y

A A safer place to live,work and do business

P R O C E S S E X C E L L E N C E

B

Improvecommunity safetyawareness throughcommunity-orientedand human rights-based policing

2 National Safety Index DPCR/DO, DI& DIDM

60.90% 62.90% 64.90% 66.90%

P R O C E S S E X C E L L E N C E

B

Improve communitysafety awarenessthrough community-oriented and humanrights-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 thenumber of joint policecommunity-initiatedactivities

DPCR

C

Improve crimesolution efficiency

4 National Index CrimeRate

DO/DIDM,

DI,DPCR

16.53 15.7 14.92 14.17

CImprove crimesolution efficiency

4 Regional Index Crime Rate DO

5 Crime ClearanceEfficiency

DIDM/DO, DI

& DPCR33.33% 35% 39% 45%

5 Regional Crime ClearanceEfficiency

DIDM

6 Crime Solution Efficiency DIDM/DO, DI

& DPCR

20.79% 22.00% 24.00% 28.49%6 Regional Crime Solution

EfficiencyDIDM

7 Number of most wantedpersons (MWP) arrested

DIDM

8 Percentage of wantedpersons arrested

DIDM

D

Institutionalizestandard investigativesystems andprocedures

9 Percentage of dismissedcases due to investigativelapses

DO

E

Modernize crimereporting andanalysis and promoteaccountability

10 Percentage ofimplementation of e-blottersystem

DIDM

F

Improve crimeprevention andcontrol in partnershipwith all stakeholders

11 Percentage of total LACAPadopted and implemented

DI

12 Percentage reduction ofincidents perpetrated bythreat groups

DI

13 Percentage of PAGmembers neutralized

DI

GEnsure effective useof police intelligence

14 Percentage of successfulintelligence-led operations(neutralizaion,arrest, andprevention)

DIDM

15 Percentage of counter-intelligence reportsmonitored,checked andacted upon

16 Percentage of intelligenceproducts disseminated andused

L E A R N I N G & G R O W T H

D

Developcompetent,motivated andvalues-orientedPNP Personnel

7 Percentage of recruitsbelonging to top 20% intheir eligibility exams

DPRM

0.0050% 1% 3% 5%

L E A R N I N G & G R O W T H

H

Develop competent,motivated andvalues-oriented PNPPersonnel

17 Percentage of recruitsbelonging to top 20% in theireligibility exams

DPRM

8 Percentage of personnelwith no criminal case(non-service related)

DPRM

98% 100% 100% 100%

18 Percentage of personnelwith no criminal andadministrative case (non-service related)

DPRM

PRO SCORECARD WILL BE

SUBJECTED FOR

VALIDATION



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9 Percentage of trainedpersonnel vs trainingneeds

DHRDD

30% 40% 50% 60%

19 Percentage of trainedpersonnel vs training needs

DHRDD

10 Personnel SatisfactionIndex

DPRM

New Measure

20 Personnel Satisfaction Index DPRM

E

Develop aresponsive policeorganization

11 Percentage of positionsfilled by qualifiedpersonnel (third level)

DPRM/DHRDD New Measure

IDevelo a r esponsivepolice organization

21 Percentage of positionsfilled by qualified personnel(third level)

DPRM

22 Percentage of PNP unitswith functional PGSscorecards

12 Percentage ofInformation Technologycompliant PNP Stations(Standard ITCompliance)

DICTM

43% 46% 52% 61%

23 Percentage of InformationTechnology compliant PNPStations (Standard ITCompliance)

DICTM

13 Percentage ofCommunicationsTechnology compliantPNP Stations

DICTM

77% 78% 80% 83%

24 Percentage ofCommunicationsTechnology compliant PNPStations

DICTM

R E S O U R C E M A N A G E M E N T

F

Optimize use offinancial andlogistical resources

14 Percentage ofprogrammed activitiesfunded & implementedbased on the AnnualOperations Plans andBudget

DC

80% 85% 90% 95%

R E S O U R C E M G T

JOptimize use offinancial and logisticalresources

25 Percentage of programmedactivities funded &implemented based on the Annual Operations Plansand Budget

DC

15 Logistics CapabilityIndex (Percentage fill-upof mobility, firearms,communications andinvestigative equipment)

26 Percentage of logistics-related initiativesaccomplished by the lowerunits

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 overtime

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. incrementalcost vs. revenue generated)

Can be difficult to understand how to manage or effectrelationship



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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 tacticalscorecards and their dashboards. If you’re not hitting your strategic goals and objectives and you can’t drill down to find the culprits atthe 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 andthey are not showing up as issues in your strategic level dashboards and scorecards, you’ve probably missed a key strategy. If, in thefinal analysis, you find these kinds of issues with your dashboards, and you can honestly say they really don’t matter one way or theother, 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 tomake sure that everything at the operational and tactical levels ties to yourstrategies. 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 thatyou can drill upand down throughthe dashboards

Planning for theresources

You will need tounderstand and

apply your organization’s resources when and where you need them most inthe planning stages of scorecard implementation, you must consider thesevital 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 availableresources we can dedicate, in terms of level of effort, timing, andresponse — both in funds and people.

Successful scorecards are collaborative. This can be a forcemultiplier when planning your scorecard resourcing, becauseeverything in an organization is related to everything else.Utilizing this characteristic in planning means aligning thedifferent available resources to support more than oneperspective or scorecard component, in order to gain advantagewith fewer resources.

Priorities can and will change. Plan for this, especially asdifferent 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 getcaught up in the future, but you have to be careful not tocompromise the present. Watch your key risks regarding planningfor resources in the current state situation, and where they need tobe allocated best for scorecard support. Then, plan for an effectivetransition 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 withmanagement 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 ofthe scorecard is only part of the equation — although it’s no smallaccomplishment in itself. You also need to ensure that you align andfocus your resources when implementing your strategies. This meansfocusing like a laser beam on achieving your strategic goals andobjectives by applying the resources needed to succeed. Resourcesto 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 allowongoing monitoring of your strategic and four perspectivesgoals, objectives, and performance

Now, we’re not saying that you open up your wallet or purse andstart 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 theirfunding and make decisions on their own depends upon theirmaturity 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 allfour perspectives of the Balanced Scorecard is through the use of dashboards.Dashboards provide you with critical, current information about the operation ofyour office or unit, just as your car’s dashboard gives you critical, currentinformation about your car. Operational dashboards allow you to keep track ofhow things are operating and let you know what needs attention — either throughimmediate action on your part (your engine light comes on, so you turn your engineoff) or through action in the near future (your gas-tank icon lights up, so you needto 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 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 engagementIntensify community

awareness / informationactivities

Number of communityawareness activities initiated

Intensify communityorganization and

mobilization activities

Number of sectoral groupsorganized / mobilized (BPATforce multipliers)

Promote Web-BasedOnline Survey

Number of participatingrespondents

CRIME PREVENTION: Intensify police operations

Strengthen FAs ControlProgram (Regulatory

Function)

% of accounted loose FAsagainst the estimated baselinedata (Operations Branch)

Institutionalize LACAP Number of functional LACAP(adopted)

Institutionalize PIPS Number of police station utilizingPIPS

Intensify support role

ISO Number of ISO conducted

Intensify counterterrorism activities

Number of target hardeningmeasures conducted

Enhance the securityand safety of tourist

% reduction of crimes involvingforeign and domestic tourists

Use of COMPSTAT bypolice station

Number of police stations usingCOMSTAT 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 groupsneutralized

Proper Employmentof Brgy. Information

Nets (BINs)

Number of organized and utilizedBINs

CRIME PREVENTION: Strengthen legal offensive

Intensify case buildup 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


OPR 2011 2012 2013 CRIME SOLUTION: Maintain and deploy competent investigative personnel

Have investigativepersonnel trained and

certified

Percentage of investigativepersonnel trained / certified

Fill up investigativeposition with trained and

certified personnel

Percentage of investigativepositions filled up withtrained/certified investigations

Timely deployment ofinvestigators

Improvement in response time

Designate qualifiedinvestigative personnel

to specific crimeincidents

Percentage of dedicatedinvestigators assigned to handlespecific cases

Implement sound rewardand punishment system

Number of recipients

CRIME SOLUTION: Implement standard investigative systems and procedures Update investigative

personnel oninvestigative systems

and procedures

Percentage of investigativepersonnel equipped withstandard investigative systems

and procedure

Utilize availableinvestigative information

systems

Percentage of Police Stationsusing Web-based System

Adopt case managementsystem

Number of cases filed in court/Total Number of casesinvestigated



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Operational


OPR 2011 2012 2013 CRIME SOLUTION: Establish and maintain reliable investigative infrastructure

Conduct inventory ofinfrastructure and

equipment Number of investigativeinfrastructure/equipmentidentified/accounted

Fill up lackinginvestigative

infrastructure andequipment

Percentage fill up

Utilize and maintaininvestigative / ICT

equipment

Percentage of ICT-compliantstations

CRIME SOLUTION: Develop and maintain community and stakeholders support Establish linkages with

community andstakeholders support

Number of linkages established

Generate support fromcommunity and

stakeholders

Number of community /stakeholders support generated

CRIME SOLUTION: Ensure fund support for investigative activities Disburse fund supportfor investigative

activities

Number of investigative funded

Request fund supportfor special investigationbeyond the resources of

PPOs

Number of special investigationsupported



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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 enjoysuccess. 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 yourscorecard foundation:

Clearly identify roles and responsibilities for the people who will play a part inyour plan to deploy Balanced Scorecards. Make sure you have theircommitment to these roles and responsibilities prior to execution.

Identify the milestones by which you’ll evaluate your plan and make them clearon your scorecard. Also include the measurements on your dashboards so thatyou 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 anddashboards. Get commitments from key participants for these reviews.

Track and adjust your plans/scorecards openly and honestly. Search for helpand advice from teams and other managers, and communicate frequently withsupervisors 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 andallocated to the appropriate leg, and measurement systems are working to sustain the scorecard. But wait: there are two things thatmust 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 pilotenvironment, you can seen how it works, adjust as you go, and ensure that the goals and objectives are successfully met — and perhapseven 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 thedevelopment and implementation of the scorecard was instrumental in this success. Also, you need to share the results in terms of keyperformance impacts on the operations. By getting the word out, you are setting up for general acceptance and agreement as to theoverall 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 yourorganization is a critical step in the ultimate success of yourscorecard efforts. For scorecards to have lasting power, people haveto believe they will work, that they add value to the organization,and that it is worth their while to participate in their success. Youhave to be sure that most of the folks believe that the scorecard willactually 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 sharedbelief. Once you have confidence that most of the people are willingto work with their scorecard, and feel comfortable with the success ofthe Pilot, you are ready to launch!

Documents

Pnp Patrol Plan 2030-Guidebook (1)