Module 1

STRATEGIC FOCUS 1: COMPETENCE

Upgrading and enhancing the competence (Knowledge, Skills and Attitude) of the police from basic to mandatory and specialized courses shall be a continuous process before they pursue their own field of expertise.

Strategic objectives to improve crime solution efficiency, to solve more crimes, arrest more criminals and ensure higher conviction rate of cases in courts:

Intensify Policy Reform

Review and pursue legislative agenda

Improve the Field Training Program (FTP) with emphasis on Field Training Exercise (Patrol, Traffic and First Responder)

Standardize Specialized Courses for Operational Support Staff/Units/Teams

Improvement of existing NUP courses and development of competency courses for NUP

Enhance operational procedures and practices

STRATEGIC FOCUS 2: ORGANIZATIONAL DEVELOPMENT

Establish an organizational set-up that has the most efficient management team and support staff Current PNP structure is made up of an intricate web of multiple tasks and functions

The organization shall be principally guided by its mandate of solving more crimes and arrest more criminals

The need to streamline functions, systems and processes

Realignment of organizational structures from a culture of military-type policing to a more defined role of solving crimes

Organizational development can be achieved through the following strategic objectives:

Streamline the organization

Implement My IP is the Key at all levels nationwide

Standardize recruitment, selection and placement of police personnel

Instill leadership down to the lowest level to communicate and implement change

Complement organizational development through efficient resource management

STRATEGIC FOCUS 3: DISCIPLINE

(Commitment to Duty, Law and Order) PNP personnel must maintain a firm commitment to sworn duty

without fear or favor.

In order to inspire commitment to duty, law and order, the following strategic objectives shall be undertaken:

Establishment of mechanisms to determine the level of discipline of PNP personnel

Institutionalize reforms and mechanisms to fast track the resolution of admin cases against erring PNP personnel

Enhance Counter-Intelligence efforts against erring PNP personnel

EXCELLENCE The PNP has to deal with complex crimes that have become more organized, sophisticated and transnational.

STRATEGIC FOCUS 4: EXCELLENCE Integrate and revitalize TXT 2920 Subukan Nyo Po Kami SMS Centers Establish an effective feedback mechanism as the basis for evaluation and assessment on the performance of the field units Fully-adopt ICT-assisted based systems to support administrative functions, investigation and police operations Redesign the PNP uniforms and institute safeguards against unauthorized manufacture and use Enhance the Quality Service Lanes (QSLs) through International Standard Operation (ISO) certification.

STRATEGIC FOCUS 5: PROFESSIONALISM

The Police Officer must be professional competent, disciplined, and an excellent public servant.

The PNP shall continue to educate its personnel to develop professionalism at all levels.

Top management leaders and Chiefs of Police must be able to orient and steer the organization towards a culture of excellence and professionalism:

STRATEGIC FOCUS 5: PROFESSIONALISM

Standardize Placement and Promotion System based on merit and fitness, at all levels

Develop various levels of expert professionals in the organization

Rationalize Rewards and Incentives System and Enhance Morale and Welfare Program

Continuously review and update police operational procedures and other policy manuals

Improve internal and external communications through proactive media program

Our people and communities shall experience a new breed of police heroes who trod the Tuwid na Daan and delivering the PNPs Serbisyong Makatotohanan.

professional police officers who share one vision and objectives

professional police officers who are resolutely bonded by the PNP core values and principles

MODULE 2

VISION..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"

STRATEGY MAP is the logical representation of what the organization will do in every perspective to fulfil its mission and attain its vision.

The STRATEGY MAP contains 4 PERSPECTIVES in the sample

shown.

(1) Community,

(2) Process Excellence,

(3) Learning and

Growth, and

(4) Resource Management

OBJECTIVES formulated in the Strategic Shifts are copied inside the boxes in the Strategy Map

Customer Analysis

Who are our customers and what are their needs and expectations?

Primary Customer- Who are the main beneficiaries of our services?

Other Customers- Who are the indirect beneficiaries of the services we provide?

Major Deliverables- What are the major goods and services we are mandated to provide our customers?

OUTCOME / What benefits do we get from your services?

Customer Value Proposition (CVP) - Why should we patronize your services? What is most worthwhile to keep in mind about

your services?

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

THE VALUE CHAIN is the sequence of activities and the configuration of activities that enable the organization to deliver value to its constituents.

Strategic Shift

PGS shall provide breakthroughs and as such we must be able to identify our current situation, the existing resources we have, the current competencies and skills of our human resources and the existing policies, systems and police procedures; and then define the strategic shift that we need to undertake that will attain our objective resulting to transformative results.

This we need to do the process of identifying strategic shifts in all the

four (4) perspectives of

Resource Management,

Learning and Growth,

Process Excellence and

Community as our basis in developing specific objectives.

Strategic Shift on Process Excellence

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

Strategic Shift on Learning and Growth

For learning and growth perspective, we consider three factors:

Human Capital,

Organizational Capital and

Information Capital

in determining how we equip our units/offices with the needed competencies, values and technologies to support our process improvement. In particular for organization capital, we need to look at the leadership by exerting efforts to ensure availability of a cadre of leaders at all levels; for culture we must develop the awareness and internalization of the mission, vision and core values needed to execute the strategy;

For alignment, we must ensure the alignment of goals and incentives with the strategy at all levels of the organization; and,

for teamwork, we must ensure the sharing of knowledge and staff assets with strategic potential.

For information capital, we must ensure provision of available portfolio of information technology (IT) applications and systems required by the strategy.

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

The PNP CHARTER STATEMENT

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

The PNP vision statement is in line with its mission and mandate provide by successive laws/RAs 6975, 8551 and 9708, which are:

To enforce the law, prevent and control crimes, maintain peace and order, and ensure public safety and security with the active support of the community.

Highlighted in its vision and mission statements, the active support of the community/stakeholders.

The PNP Charter Statement also identified its Core Values that serves as its moral compass that guides every undertaking which are: Maka-Diyos, Maka-Bayan, Maka-Tao and Maka- Kalikasan.

The PNP STRATEGY MAP or ROADMAP

The PNP Roadmap identified four (4) Distinct but closely inter-related and mutually supporting perspectives with specific objectives that when achieved will result to the accomplishment/realization of its vision for a highly capable, effective and credible police service.

The three (3) driver perspectives of

Resource Management,

Learning and Growth,

Process Excellence contributes to the fourth/ outcome perspective

Community resulting to the attainment of a safer place to live, work and do business.

MODULE 3

Balanced Scorecard

project teams directly

report to the CEO.

In the PNP, it should

directly report to the

C,PNP.

Role of CPSM & RPSMU

(As leading Force in managing connection between Strategy & Operations

across Organization)

ARCHITECT (defines strategy management framework & its

governance conventions & designs strategy mgmt processes)

INTEGRATOR/CONSULTANT/COORDINATOR (ensures that

processes are owned & ran by other functional executives are

linked to strategy)

PROCESS OWNER (defines, develops & oversees processes

required to manage strategy- cascading process; reporting;

strategy & operations review, alignment, etc.)

Mandate:

Oversee the implementation of the PNP P.A.T.R.O.L. Plan 2030: Peace & order

Agenda for Transformation and upholding of the Rule-Of-Law;

Integrate all strategy management

processes, sustaining strategy execution

& management, and instilling a culture of

strategic focus;

Identify & recommend key priorities and

strategic issues to the C,PNP;

Assist & advise PNP Units in selecting

targets & identifying strategic initiatives;

Facilitate integration & coordination of programs, projects & activities

Align strategies & manage execution;

Cascade the PNP P.A.T.R.O.L. Plan 2030 and Agency Scorecard;

Develop a comprehensive Communications Plan & education process;

Establish & facilitate the process of identifying, documenting & sharing

lessons-learned & best practices;

Oversee the review, evaluation and validation & timely reporting in

collaboration with the TWG and NAGPTD;

Establish a monitoring and accountability mechanism and;

Perform other duties as directed by the C,PNP.

Alignment mechanism

PP

Director\CP - Continuous conduct of follow-up cascading

- Conduct of periodic strategy and

operational reviews

- Focus on PNP mandate

- Enhance administrative support and

stakeholders participation

Initiatives to ensure Alignment

Massive advocacy campaigns are carried out

through the following:

Follow-up cascading

Incorporate Training Modules in all PNP

Courses, Trainings and Seminars

Conduct of PGS Certification of

all PNP Units/Offices

Conduct of PGS Boot Camp for

the PNPSM

Administr The PGS requires that a Multi- Sectoral Governance Council

(MSGC), composed of sectoral leaders or individuals known for their integrity, probity and leadership be established, to support the Philippine

National Police in the successful implementation and monitoring of its strategic transformation roadmap.

They shall serve as an advisory body to the PNP and significantly contribute to the implementation of the PNP P.A.T.R.O.L. Plan 2030: Peace and Order Agenda for Transformation and Upholding of the Rule-Of-Law

The National Advisory Group does not have any administrative or operational authority over nor responsibility for specific operational decisions within the Philippine National Police.

The National Advisory Group was formally organized and inducted after the organizational meeting with the Technical Working Group and briefing of the PNP PATROL Plan 2030 on September 2, 2011.

ROLES & RESPONSIBILITIES

To advise and assist the PNP in identifying key priorities and strategic issues in accordance with the PNP ITP-PGS (PATROL Plan 2030), and provide insights in aligning the PNPs policies, plans and programs with the political, socioeconomic, cultural and moral development needs of the organization;

Together with the TWG, evaluate and amend the strategies for the implementation of the PGS in accordance with the PNP thrusts, programs, projects and activities, and advise on the necessary amendment to the current and development of future programs, projects and activities;ative &

Resource

To assist and advise the PNP on possible ways to generate Additional enabling resources in order to support and sustain the PNPs present and future plans and programs

Division (ARMD)

ScorecTWG Relationship with PSMU and Advisory Council

TWG and Head of office/unit are responsible for the development of the

Units Charter Statement/Roadmap and Governance Scorecard

TWG processes inputs provided by PSMU to fine-tune strategy

implementation; therefore, TWG provide analyzed data (output) in such a

way that it becomes part of the PSMU

Head of office/unit and TWG attends Advisory Councils meetings with

PSMU as Secretariat

TWG and PSMU are responsible in providing competency training within

their unit/office

TWG and Head of office/unit take responsibility in the implementation of

Initiatives in the Scorecard

TWG and Head of office/unit are primarily responsible for cascading the unit

scorecard down to individual personnel

TWG and Head of office/unit are primarily responsible in the preparation of

Report for Certification Process with the assistance of PSMU

TWG and PSMU are responsible in the implementation of Communications Plan

(COMPLAN) on PNP P.A.T.R.O.L. PLAN 2030

PSMU is responsible in ensuring alignment of dashboards and individual scorecards to

the Unit Scorecard

PSMU ensures management of scorecards and dashboards

PSMU analyzes and reports to TWG discrepancies noted in the scorecards and

dashboards, TWG is primarily responsible for the conduct of Strategy and Operations

Reviews

PSMU collects accomplishments of personnel as inputs to the preparation of Report

for Certification Process

PSMU acts as Secretariat in the formulation of Charter Statement and Scorecard

PSMU, on its own cannot decide on strategy

PSMU is responsible in collecting the submission of dashboards and individual

Scorecards

Advisory Council Relationship with TWG and PSMU

Advisory Council members provide assistance and give advise to Head of

office/unit for the Certification Process

Advisory Council members act as Panelists during the Certification Process

Advisory Council, provides inputs in the form of recommendation/s subject

to approval of the Head of office/unit for implementation

Advisory Council, provides support to the unit in any form, PSMU

undertakes the administrative requirements for the realization of the

project(support) , TWG and Head of office/unit provides guidance and

approval

d mm

MODULE 4

Management operations review

Purposes of Operations REView

Assess short term performance

Respond to problems that have arisen

recently and need immediate attention

Rapid problem-solving

Operations Review

Characteristics of Operational Review

Meetings:

Short

Frequent

Data-driven

Highly focused

Provide opportunities for feedback,

problem-solving and learning

Operations Review

Case Study: NYPD CompStat (Computerized

Comparison Crime Statistics) Meetings

1993 Mayor Guiliani appointed William

Bratton as NYPD Police Commissioner

Bratton promised 40% reduction in violent

crimes in New York City in 3 years

Jack Maple was appointed as the Deputy Commissioner

Compstat became dashboard for NYPDs twice weekly

operational reviews

Regional Police Strategy

Management UnitsSMUs) Operations Review

Weekly Operational Review Meetings

What are we doing about the shooting incidents?

How are we doing buy-busts?

Why are assaults which has been downtrend in

the last 6 months starting to rise?

Why are carnapping cases down 20% citywide butup 10% in your area?

Operations Review

The questions were used to understand how the Precinct Commanders were responding to the crime data:

What are countermeasures are being attempted

What worked and what did not

What the Precinct Commander expect to occur when

a particular action is undertaken

GOAL: Discover innovative & successful tactics that were shared to the attendees

Operations Review

The system exposed Precint Commanders who were :

Not tracking incidence and causes of crime

Did not understand the drivers of change in crimestats

Not generating effective, creative and innovative

Countermeasures

RESULT: Close monitoring of operations and development of new approaches for

preventing crimes

Operations Review

OUTCOME:

1994 major crimes declined 12% compared

with the national average that declined 1.1%

1995 NY accounted for 61% reduction in

serious crimes nationwide

Use of operational dashboards (CompStat)

and frequent operational review meetings was

extend to other city services

Op May Outlook

Users Guide and Templates erations

Re

I. INTRODUCTION

The use of historic data to determine the direction of future trends has long been used by companies to determine how to allocate their budgets for an upcoming period of time. This is typically based on demand for the goods and services it offers, compared to the cost of producing them. Investors utilize forecasting to determine if events affecting a company, such as sales expectation will increase or decrease the price of shares in that company.

Forecasting also provides an important benchmark for firms which have a long-term

perspective of operations (www.investopedia.com).

In the Philippine National Police (PNP), the use of forecasting (Outlook) have

been employed as an analysis tool in the Strategy and Operations Review (SOR) of the

Performance Governance System (PGS) scorecard by PRO-COR and CIDG, as

conceptualized by PDIR BENJAMIN MAGALONG, where projections of the actual

accomplishments are made at a certain period of time (usually during the months of

May and September).

II. DEFINITION OF TERMS

1. Activity A thing that a person or group does or has done or the condition in which things are happening or being done.

2. Actual Accomplishment This pertains to an activity that a person or a group can do well or something that has been achieved successfully.

3. Annual Plan An intention or decision about what is going to do for the whole year.

4. Baseline A minimum for starting point used for comparisons.

5. Calamity An event causing great and often sudden damage or distress.

6. Forecasting Is a process of making statements about events whose actual outcomes have not yet been observed.

7.Occasion A particular time or instance of an event (Ex. Panagbengga Festival).

8.Operational Condition Capable of, needed in or actually involved in operations. This pertains to various conditions that affect the operations of a certain unit/office.

9.Outlook Looking forward or an expectation for the future.

10.Projection An estimate or forecast of a future situation or

trend based on a study of present one.

III. GENERAL TYPES OF FORECASTING (OUTLOOK)

1. Qualitative Forecasting based on the opinion and judgment of consumers

and experts when past data are not available Examples of qualitative forecasting methods are informed opinion and judgment, the delphie method, market research and historical life-cycle analogy.They are usually applied to intermediate or long-range decision making.

2. Quantitative Forecasting method use to project future data as a function of past data. This method is usually applied to short or intermediate decision making.

Examples of quantitative method of forecasting are last period demand simple and weighted N-Period, moving averages, simple exponential smoothing, multiplicative seasonal indexes and time series.

IV. OUTLOOK COLOR CODING SCHEMES AND ACRONYMS

The outlook projected on a line graph and shall consists of the

following:

1. Baseline (BL)- Black

2. Annual Plan (AP)- Red

3. Actual Accomplishment ( AA)- Green,

4. Outlook (OL) light blue

5. The width of the line graph should be 3pt.

V. OUTLOOK POINTS OF CONSIDERATION

In making the projection for the annual plan, the following must be considered:

1. The projection in the annual plan must reflect the baseline (actual

accomplishment 2013);

2. In setting targets for a specific month in your annual plan, you must consider the

activities, occasions, possible calamities and other operational conditions that will

affect the accomplishment of the set target;

3. In setting for your outlook, the targets for the specific months must be in line

with your annual plan and should still accomplish the target set in the annual plan;

4. In the target setting, whether for the annual plan or in the outlook , must be realistic, achievable and manageable; and

5. In formulating your outlook, use line graph if your data if it shows trending and bar graph if there is no established trending.

MODULE 5

PERSONAL GOVERNANCEiew

Transformation must be

Systemic

Comprehensive

Sustained over a long period of time.

Basic deliverables of transformation

Rising productivity

Material welfare

General improvement in the overall quality of life.

Effectiveness and sustainability of the transformation program are secured

at the INDIVIDUAL level

Individuals need to adopt key governance principles and practices tobecome strong building blocks of good governance.

Transformation beginsand ends in every police officer Unless you influence

behaviour you will not attain breakthrough results!

The final test of a transformation program

is PERSONAL GOVERNANCE

Transformation Equation

T = I x V x S

Where:

T = Transformation

I = Identity

V = Vision

S = Strategy

IDENTITY

Distinct and unique personality

Mission basic orientation and direction we choose to give our life and work

Purpose in life, reason for existence

Forever pursued, never achieved

SAMPLE MISSION

To be an instrument of GOD in promoting social and environmental responsibility.

To serve wholeheartedly my loved ones/family, inspire and guide my children to where they should go and provide all their needs based on my capacity.

To help the PNP become a truly responsive, effective and efficient police organization.

IDENTITY

Core values life giving ideals and principles

Moral compass

Bedrock of ones character

Non-negotiable! Discover and harness your

POSITIVE CORE

VISION

A dream we intend to

realize within a given

timetable

Inspirational vs. Direct

BHAG Big Hairy

Audacious Goals

SAMPLE VISION

By year 2020, with over 4,000 stores worldwide, Jolibee Food Corporation

is truly a GLOBAL BRAND.

By 2020, I have settled my finances and my investments, started my own family, and travelled my top 5 favorite countries.

Sa 2032 sa tulong at grasya ng Panginoon ang aking kambal ay makapagtapos na sa Kolehiyo sa kurso na gusto nila

As we give flesh to our vision and realize our dream, we are confronted

by the multifaceted demands of life.

Proper Balance

Physical Wellness

Executive check-up

Regular Exercise

Running/Walking/Cycling club

Aerobics /Yoga / Tae Bo

Family exercise

Weight, waistline

BALLROOM/BELLY DANCING!

Cultural

Innovation

Entrepreneur

Excellence

Intellectual

Microsoft Windows 8

Internet, Email, MS Office

A book a month

Self-improvement course

New language

Master Degree, Ph.D.

The New Catechism

Financial

Personal budget

Insurance, Health Plans, Life Plans,

Memorial Plans

Vacation House

5-10% Savings Plan

Investments

Social

Volunteerism

Reach out to friends

Day Care, Feeding program

Environment, WWF, Kapit Bisig sa Pasig

Habitat for Humanity or Gawad Kalinga

The Childrens Hour

Communication (digital, eyeball, phone)

Family

26 different weekends

A child a week

Monthly anniversary date with partner,

brisk walking exercise or biking with

partner, ballroom dancing with partner

Educhild (Parenting) course

Beyond I Do

Spiritual

Mass or service regularly

Talk/listen to your pastor/director

Read the bible

The new catechism / teach it

Retreat

STRATEGY

Road Map

Objectives or priorities

in all the key facets of

our life

Must be an integral

part of a Personal

Charter Statement

THE PERSONAL CHARTER STATEMENT

A personal approach to non-work and work performance founded on self-examination.

By writing down your personal charter statement, you put a mirror in front of you. As you acquire insights, you become more pro-active and self-assured, and find you will learn faster and think more clearly.

The thinking process and mind-set change are designed to prepare you for action and for inner involvement in your work.

Steps in developing Personal Charter Statement/Roadmap

Identify your VISION

What is your MISSION

Develop your personal VALUES

Identify your PERSPECTIVES (Facets)

Process Shift (Transformative)

Create your own STRATEGY MAP

Each strategic objectives would remain up in the

air unless we specify INITIATIVES

We should also be prepared to assess whether

progress is being made by specifying MEASURES

We should also specify milestones that need to

be reached TARGETS

GUIDES IN TRANSLATING STRATEGY INTO A PERFORMANCE SCORECARD

LINKING PERSONAL GOVERNANCE WITH ORGANIZATIONAL OBJECTIVES

Importance of individual roles.

Every task by each member of the team is linked to a specific overarching objective of the organization.

No task is independent of the vision and the strategic plan.

All tasks are connected and each activity should have a bearing on the bigger picture.

An anecdote

The story is famously told of how the then American President, John F. Kennedy, once walked into the NASA Complex unannounced. He toured the complex, meeting with workers and enquiring what they did. One sweeper,

upon being asked what he did, famously replied, Mister President, I am helping to put a man on the moon. The vision of NASA then was to put man on the moon. But how could sweeping the floor put a man on the moon?

Could it, really?

THE INDIVIDUAL SCORE CARD

The beauty of it all is that as you build your mastery of the task, you contribute to the overall objective.

Moreover, you enjoy personal satisfaction that makes it a lot easier to align what you are doing in the organization with your personal vision and objectives.

Even sweeping ceases being just sweeping. It becomes putting a man on the moon using the broom as your specific instrument!

MODULE 6

Why measures matter

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

If you cant measure it, you cant manage it.

If you cant manage it, you cant improve it.

-- Kaplan & Norton, BSC Creators (and many others)

What gets measured gets done!!!!

-- Peter Drucker, Tom Peters, Edwards Deming,

Lord Kelvin (and many others)

of strategic measures

Measures drive desired

behavior.

Measures test the validity of the strategy.

Guidelines for selecting measures

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

A balanced scorecard contains a mix of both lead and lag measures.

One lag measure (OUTCOME) for each strategic objective. Use organizational generic measures that already exist (percentage, absolute #s, ranking, etc.)

No more than 25 measures (1.5 measures per objective)

Unit Head Owns measure

Purpose of Target Setting

Comparing targets with a performance standard allows

us to:

Assess performance /manage performance (Leading

forward or Pulling backwards)

Evaluate & measure strategic progress (Slow / Fast)

Make better decisions

Build motivation & commitment (Learn, improve & grow)

retch targets

Set stretch targets (achievable but require change in

doing things)

Stretch targets are long-term and become the

basis for setting annual progress points.

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Avoid having two targets

Set targets for the outcome/lag measures first

Use to motivate & control

Stretch targets

BASELINE: 2013 (previous year)

Stretch targets are long-term and become the

basis for setting annual progress points.

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Set Targets for : 2014 (Current year)

2015 (Next two years)

2016ging Strategic initiatives

Not business as usual.

No bean-counting

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

It should have the following features:

clearly defined deliverables

accountability at the leadership team level

budget

clear start & stop dates and progress milestones

committed resource allocation

You manage strategy by managing initiatives.

-- Kaplan & Norton, BSC Creators

Learning Objectives

Understand key concepts and terminologies used in

the dashboard;

Identify differences and similarities of these concepts

and terminologies with that of the scorecard;

Understand the inter-relationship and application of

these terms in the development of dashboard;

Understand the relationship of activities and funding

requirement;

Identify the application of the key concepts and

terminologies in a workplace setting

(PPO/CPO/CPS/MPS).

Topic Outline

Scorecard vs Dashboard

Elements of Scorecard and Dashboard

Operational objectives

Primary driver

Secondary driver

Process improvement shift

Performance indicator

Target

Activities

Scorecard is a tool used to operationalize the strategy map. This tool is used at the strategic level which includes the following offices:

CPNP (Agency), the DStaff (2nd Level), the PRO (2nd

Level) and the NSU (2nd Level).

Dashboard, on the other hand, is

used at the Operational (PPO/CPO/Battalion/NSU-RO)

and Tactical (CPS/MPS /Numbered Station/Company)Level. Since it is operational and tactical, dashboard is primarilyf ocused on the actual delivery of police services.

Basic elements of a scorecard are the following:

strategic objective,

measure,

target and

initiative.

Similarly, dashboard has also the same elements.

They differ only in the terms used

(Measure vs Performance Indicator, Initiative vs Activities).

Furthermore, the

Operational/Tactical Objective element has sub-element.

PRO SCORECARD

Since the Dashboard is focused on the actual delivery of police services, it primarily

covers only one perspective of the scorecard which is the Process Excellence.

Other objectives which may fall under the Learning and Growth and Resource Management perspectives will be subsumed by this perspective (i.e. -maintain and deploy

competent investigative personnel), otherwise, it will be handled at the strategic level

(D-Staff, PRO, NSU).

All strategic objectives under the process excellence, if we are going to determine its

purpose in relation to the delivery of police service will always fall either on our two

core deliverable services to prevent crime and to solve crime (if crime happens).

Example: Why are we aiming to improve community safety awareness (remember,

this is a PCR objective)? Because we want to harden the targets (would-be victims)

of criminal elements thereby reducing chances of being victimized. If this purpose is

achieved, then we prevent the occurrence of crime.

RGET SETTING

Clearly definable targets

Provide individual accountability (OPR)

Continually trackable (PI)

Target setting is yearly for 3 years

Baseline year is the preceding year (2013) of the current year (2014)

Stretched and doable

HOW DO WE SET TARGET

B. Based on dictated target (minimum set by higher

authority)

Example:

If, Number of Brgy 15

Then, Target (2014) = 2BIN/Brgy X 15 Brgys

= 30 BINs

Targets set by the Directorate for Intelligence

Number of BIN/Brgy - 2 BIN

Number of members/BIN - 2 pax

W DO WE SET TARGET

C. Based on demand-driven targets

Example 1:

Target Hardening of Vital Installations

Number of target hardening activities number of vital

installations X frequency of conduct

Determining the mandatory target:

Number of vital installations - say, 96

Frequency of conduct say, 1 activity/month for every vital

Installations

Computing:

Target = 96 vital installations X 1 activity/month X 12 month/year

Target = 1,152 activities

Funding Requirement vs Activity

Activity delivers the service to the customer, NOT the fund.

Funding requirement is a part of the requirement for an activity to be satisfactorily realized. Other requirements are as follows:

Competent personnel to do the activity;

The manner (systems and procedure) by which the personnel follow in order to effectively and efficiently deliver the service;

The needed logistical resources to perform the activity;

Community support and participation.

Funding requirement will be determined only AFTER all the

basic elements of a dashboard were filled-up.