PNP P.A.T.R.O.L. 2030 Score Card Dashboard Formulation

PNP P.A.T.R.O.L. Plan 2030:Peace & Order Agenda for Transformation

& Upholding of the Rule-Of-Law

Charter Statement Scorecard

One-page Roadmap

Translated to implementable format

4 Strategic Elements of a Scorecard

MEASURE TARGET INITIATIVEOBJECTIVE

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Elements


OBJECTIVE

Statement of what

strategy must be

achieved and

whats critical to its success


What should be done to effectively pursue a given

strategic priority (objective)?

NHQ- 7

PRO - 10

Strategic Elements



Perspective PNP Strategic ObjectivesCommunity 1. A safer place to live, work and do business

Process Excellence 2. Improve crime prevention

3. Improve crime solution

4. Improve community safety awareness through community-oriented and human rights-based policing

Learning and Growth 5. Develop competent, motivated, disciplined and values-oriented PNP personnel

6. Develop a responsive and highly professional police organization

Resource Management 7. Optimize use of financial and logistical resources

Strategic Elements



Structure of an Objective: V + A + N

Verb (Action) Adjective Noun

Improve crime prevention

Improve crime solution

Improve community safety awareness

Develop competent, motivated, disciplined and values-oriented PNP

personnel

Develop a responsive and highly professional police organization

Optimize use of financial and logistical resources

Strategic Elements


OBJECTIVE

Statement of

what strategy

must achieve

and whats critical to its

success

MEASURE

How

performance

against an

objective is

quantified

TARGET

The level of

performance

or rate of

improvement

needed

success measure

metricOutcome indicator KPI

l performance level

project program action plan


What measure should be used in order to indicate that progress is being made towards achieving a

strategic priority?

NHQ- 19

PRO - 26

Why measures matter


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)

Purpose of strategic measures


Measures drive desired behavior.

Measures test the validity of the strategy.

Measures can take many forms


Measure Form Advantages Disadvantages

Absolute numbers Clear and simple; unambiguous

One dimensional, does not

consider context

Indices

Provides broad general result

(multi-variate analysis)

Masks underlying individual

variables

Percentages

Good indicators of relative

change used in measurement

over time

Sometimes misunderstood or

improperly used

Rankings

Easy to compute and to

understand objective

Category definitions often

inconsistent

Ratings Good for nominal data Can be biased

Ratios

Depict critical relationships to be

managed (e.g., incremental cost

vs. revenue generated)

Can be difficult to understand

how to manage/effect

relationship

Examples of Measures used by the PNP


Measure Form

Measure

Absolute numbers

Number of MCs, LOIs, SOPs, Manuals and Issuances amended and developed

Number of PNP proposed bills adopted by both houses of Congress

Indices

National Safety Index

Respect Index

Personnel Satisfaction Index

Logistical Capability Index

Percentages

National Index Crime

Crime Clearance Efficiency

Crime Solution Efficiency

Percentage of recruits belonging to top 20% of Eligibility Board exams and GWA of 85% and above

Percentage of filled up TO positions with competent personnel for 3rd level PCOs

Percentage of personnel with guilty of administrative and case and/or convicted of criminal case.

Percentage of trained personnel vs training needs

Percentage of IT-compliant PNP stations

Percentage of CT-compliant PNP stations

Two types of strategic measures


LAG MEASURE

(OUTCOME)

LEAD MEASURE

(DRIVER)

PURPOSE

Assess performance results at

the end of a period or activity

Measure intermediate

processes, activities and

behavior

EXAMPLES

customer retention

strategic skill enhancement

hours spent w/ customers

hours spent cross training

STRENGTHS

Usually objective and easily captured

Comparable to Past performance

More predictive in nature

Allows org to adjust behaviors for performance

(Cause & Effect)

Lead & Lag Measures

LEAD (Drivers) LAG (Outcome)

Exercise

Diet

Eat salad

# sessions in the gym

# kilometers jog/walk

# Calories intake

# of Salad meals

Reduce Weight Gain Weight


Objective: Maintain Ideal Weight

Guidelines for selecting measures


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

Strategic Elements


OBJECTIVE

Statement of

what strategy

must achieve

and whats critical to its

success

MEASURE

How success

in achieving

the strategy

will be

gauged and

tracked

TARGET

The level of

performance

or rate of

improvement

needed

INITIATIVE

Key action

programs

required to

achieve

objectives

strategic element success measure metric KPI

goal performance level

project program action plan


What targets should be set in the intervening years?

Target Setting

(Look for targets that have

some level of stretch but still

feel realistic)


TARGET

MOTIVATION

SWEET SPOT

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)

Stretch 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.


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.


Set Targets for : 2014 (Current year)2015 (Next two years)

2016

Strategic Elements


INITIATIVE

Key action

programs

required to

reach the

target

success measure metric KPI

goal performance level

project program activities action plan


What initiatives must be undertaken to fill-in the

performance gap?

Strategic initiative

Cascading the PNP ITP Strategy 2010 Institute for Solidarity in AsiaCascading the PNP Strategy 2010 Institute for Solidarity in Asia

Strategic Initiatives close

the performance gap

(between current & desired performance)

INITIATIVES

Closing the GAP


ARTICULATES THE

COMPONENTS OF

OUR STRATEGY

Reduction of Index Crime

Percentage

reduction from

baseline

HELPS CLOSE THE

PERFORMANCE GAP


TRACKS OUR PROGRESS

TOWARD ACHIEVING AND

COMMUNICATING THE INTENT

OF THE OBJECTIVE

Improve crime

prevention

Supervise institutionalization of PIPS

E

X

A

M

P

L

E

Managing Strategic initiatives

Not business as usual. No bean-counting


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

END OF PRESENTATIONEND OF PRESENTATION

TRANSFORMATIONOur Shared Commitment!!!

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

PNP P.A.T.R.O.L. Plan 2030:Peace & Order Agenda for Transformation &

Upholding of the Rule-Of-Law

Operational Dashboard

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

CPNP SCORECARD

DIRECTORATE SCORECARDS

PPO SCORECARD (DASHBOARD)

PRO SCORECARD

STRATEGIC

OPERATIONAL

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 D-Staff (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 primarily focused on the actual delivery of police services.

SCORECARD (PNP/D-STAFF/PRO/NSU)

Objective (Strategic) Measure Target Initiative(Programs,

Projects, Activities)

DASHBOARD (PPO/CPO/CPS/MPS)

Objective (Operational /Tactical) Primary Driver Secondary Driver

Performance Indicator

Target Activities

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

Perspective Objective Measure Target Initiative

Community

Process Excellence

Learning & Growth

Resource Management

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).

PPO/CPO Dashboard

Improve safety awareness

Improve CSE

Institutionalize standard investigative

systems & procedures

Modernize crime reporting & analysis

Improve crime prevention & control

Ensure effective use of intelligence

Process Excellence

Crime prevention

Crime solution

Strategic Objectives Operational Objectives

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.

_______________ OPERATIONAL/TACTICAL DASHBOARD

Objective 1: _____________

Primary Driver: ____________

Secondary Drivers

Process Improvement


(PI)

TargetO

P

R

CriticalAction Steps

O

P

R

Activities Funding Requirement

From To

Dashboard Format

Remember, the basic element of a dashboard are Objective (+primary and secondary drivers), Performance Indicator, Target and Activities. Process Improvement Shift serves as guide on what particular process do we want to improve or upgrade in order to attain the desired objective. Critical action steps tells us what we need to do and/or acquire in order to perform effectively and efficiently the identified activities.

GOAL or Objective

Critical Action Steps


Drivers

Desired Destination

Must do actions to hurdle barriers or obstacles along the way

How to bring the car to its destination (Primary & Secondary)

Dials or metrics on the dashboard for measuring progress (speedometer, temp gauge, etc)

PD or CD, COP

Activities Specific workable tasks to move the PI

GOAL or Objective

Drivers

WHAT

Crime Prevention

Crime solution

Desired destination

HOW

inputs & processes to

attain the objective

(Primary & Secondary)

How to bring your car

to desired destination

(Maintain safe speed and rpm) or

(Drive the car safely) or

Secondary Drivers

Primary Drivers

How to bring the car to its desired destination

Primary drivers broken down to specific operational or tactical activities that are directly measurable

Intensify Police Operation

-enhance the security & safety of tourist-Sustain the implementation of LACAP

Primary Drivers


Must do actions to hurdle barriers or obstacles

GOAL or Objective


Desired Destination(Crime Prevention & Solution)

PD or CD


Dials or metrics on the dashboard for measuring progress (speedometer, temp gauge, etc)

Performance Indicator (PI)

How success of an objective will be

gauged and tracked

2010 Institute for Solidarity in Asia

index

percentage

ranking ratingratio

absolute number


PI makes an operational driver visible.

measures some improvement

can be tracked frequently

target setting is yearly


% of accounted

loose firearms

Number of functional

LACAP

% reduction of crimes involving tourists

Number of PS using

COMSTAT

Nr of participating respondents

to WBOS

% of ICT-compliant

police stations

Nr of PS fully utilizing PIPS

% of investigative

positions filled with

trained /cert invstgtrs


Examples and analogy of performance indicators

PD or CD



GOAL or Objective


Drivers

Desired Destination(Crime Prevention & Solution)

How to drive the car to its destination (Primary & Secondary)

Dials or metrics on the dashboard for measuring progress (



Destination/Object

ive

Origin

Destination/Object

ive

Origin Straight line

Barrier or

Obstacle

GOAL or Objective

Critical ActionsSteps


Drivers

PD or CD


Dials/metrics on the dashboard for measuring progress


Desired Destination



Establishment of Police Assistance Desksduring special occasions & holidays

Conduct of Police visibility patrols

Conduct Check Points

Present state (From)

Desired State(To)

Process (Old Model) - manual steering- no ABS- no backing sensor- no navigator guide

Process(Hybrid Car)- Auto steering- with ABS- backing sensor- GPS

Process Improvement

-Limited access to police related information by the community

-Broader access to police related information by the community

DASHBOARD

-Unilateral approach in decision-making

-Consultative approach (involving community)

OPERATIONAL/TACTICAL DASHBOARD

Objective 1: Crime Prevention

Primary Driver: Intensify Police Operations

Secondary Drivers

Process Improvement Performance Indicator

(PI)

TargetO

P

R

Critical Action Steps O

P

RFrom To

Desired Destination/Goal

Objective




Secondary Drivers


(PI)

TargetO

P

R


P

RFrom To

How to attain the

objective/reach the destination




Secondary Drivers


(PI)

TargetO

P

R


P

RFrom To

Primary Drivers broken down to

measurable Operational or

Tactical activities

Enhance the security and safety of tourist

Use of COMPSTAT by police station




Secondary Drivers


(PI)

TargetO

P

R


P

RFrom To



Upgrading or advancement in

processes to attain the desired state

Partial implementati

on

Disparatedata/informat

ion as basis for crime

prevention activities

Full implementati

on

Optimum utilization of integrated spatial and time-based

data/information as basis

for crime prevention




Secondary Drivers


(PI)

TargetO

P

R


P

RFrom To




on




Full implementati

on




Readily visible Measure of

Improvement

% reduction of crimes involving foreign and domestic tourists

Number of police stations using COMSTAT for crime prevention


Objective 1: Crime Prevention & Control


Secondary Drivers


(PI)

TargetOPR


O

P

R

Activities

2013BL

2014 2015 2016 Jan-Jun

Institutionalize LACAP

Number of functional

LACAP (adopted)

O

P

N

O

P

N

Enhance the security and

safety of tourist


T

P

A

D

20 30 40

20/20

10%(18/20)

50%(9/18)

Note the consistency of the Performance Indicator (PI) with the data indicated in the Target. The PI states Number of and the data indicated in the Target is also a number 20, 30, 40. Likewise, the PI states % ... and the data in the Target is also expressed in % - 10%, 50%.

unit- imposed yearly doable and definable aim (PI) to be achieved that are readily trackable at any given time

50

67%(3/9)

33%(6/20)

16

TARGET 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

BASE LINE- the preceding year (2013)

of the current year (2014)

TARGET

2013(BASELINE)

2014 2015 2016 GAIN(Jan-Jun)

Preceding year

Current year

HOW DO WE SET TARGET(Simplified)

A. Based on performance/incident historical data (at least 5 years)

3542

51

60

72

0

10

20

30

40

50

60

70

80

Yr2009

Yr2010

Yr2011

Yr2012

Yr2013

Yr2014

Yr2015

Yr2016

Arrests

Actual Performance Target

? ? ?

Example:


We either use linear trending (averaging) or exponential trending (trending).

Year Arrests IncreaseYr 2009 35Yr 2010 42 7Yr 2011 51 9Yr 2012 60 9Yr 2013 72 12

Ave Increase 9.25

1) Averaging (Linear Trending)For the past 5 years:

Ave Increase = 9.25

or 10 (there is no 0.25 arrest)

Therefore, this is the Minimum Increase

starting from the last year (2013).


3542

5160

72

0

10

20

30

40

50

60

70

80

90

100

Yr2009

Yr2010

Yr2011

Yr2012

Yr2013

Yr2014

Yr2015

Yr2016

Arrests


82

Plotting:

92

102


3542

51

60

72

0

10

20

30

40

50

60

70

80

Yr2009

Yr2010

Yr2011

Yr2012

Yr2013

Yr2014

Yr2015

Yr2016

Arrests


? ? ?

2) Trending (Exponential Trending)


Year Arrests Incr Incr RateYr 2009 35Yr 2010 42 7Yr 2011 51 9 2Yr 2012 60 9 0Yr 2013 72 12 3

Ave Increase 9.25 1.66

2) Trending (Exponential Trending)

For the past 5 years:

Rate of Increase = 1.67

or 2 (there is no 0.67 arrest)

Therefore, this is the minimum increase to

the initial increase from the last year (2013).


YearArrests(Actual)

IncreaseRate of

IncreaseTarget

(Projected)Yr 2012 60Yr 2013 72 10 2Yr 2014 12 (10+2) 2 72+12 = 84Yr 2015 14 (12+2) 2 84+14 = 98Yr 2016 16 (14+2) 2 98+16 = 114

Computing for the next 3 (three) years


3542

5160

72

0

10

20

30

40

50

60

70

80

90

100

110

120

Yr2009

Yr2010

Yr2011

Yr2012

Yr2013

Yr2014

Yr2015

Yr2016

Arrests


84

Plotting:

98

114

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


C. Based on demand-driven targetsExample 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

installationsComputing:

Target = 96 vital installations X 1 activity/month X 12 month/yearTarget = 1,152 activities


C. Based on demand-driven targets

Example 2:

Community Visitations Number of visitations - number of targeted communities

(brgy, school, church, etc) X frequency of conduct OR - number of targeted communities (brgy, school, church,

etc) X seasonal conduct

Determining for the target:

Target visitations Frequency of visitations

Number of visitations/year

Total number of visitations

Brgy 1 visit/wk 56 wks/year 56

School 5 visit/wk 48 wks/school yr 240

Church 2 visit/wk 56 wks/year 112

Total number of visitations 408




Secondary Drivers


(PI)

TargetO

P

R


P

RFrom To




on




Full implementati

on






Accountable office / personnel (Target Critical Action)

T

P

A

D

O

P

N

O

P

N




Secondary Drivers


(PI)

TargetO

P

R


P

RFrom To




on




Full implementati

on






1. Manpower

2. Training

1. Hardware

2. Software

3. Training

T

P

A

D

O

P

N

O

P

N

Imperative Steps to take to hurdle Barriers or obstacles




Secondary Drivers


(PI)

TargetO

P

R


P

R





1. Manpower

2. Training

1. Hardware

2. Software

3. Training

O

P

N

T

P

A

D

O

P

N

O

P

N

Activities

1. Establishment of special tourist police assistance desk (TPAD) for known tourist destinations

2. Bike patrols in tourist areas

1. Conduct Weekly COMSTAT Meeting

2. Maintain & Update Crime Map & Clock

3. Maintain, monitor & analyze Crime Statistics

4. Review and implement responsive police operations based on COMSTAT

Specific workable tasks to move the performance indicator towards the attainment of the objective




Secondary Drivers


(PI)

Target

Activities

O

P

R

Funding Requirement

13 14 15 16 Jan-Jun

40 20%

(32/

40)

50%

(16/

32)

63%

(6/

16)

15 Php 52,710.00

2/

12

10/

12

12/

12

12/

12

10

Php 93,600.00


Use of COMPSTAT

by police station



1. Establishment of tourist police assistance desk (TPAD) for tourist destinations

2. Bike patrols in tourist areas

1. Conduct Monthly COMSTAT Meeting

2. Maintain & Update Crime Map & Clock

3. Maintain, monitor & analyze Crime Statistics

4. Review and implement responsive police operations based on COMSTAT

Budget required to execute an activity to its completion or on a yearly basis

Object Class

Particular Quantity Unit Cost Amount

Wooden Table 1 pc 3,000 3,000

Chair 5 pcs 490 2,450

IEC materials 500 pcs 4.87 2,435

Tarpaulin 1 pc 900.00 900.00

Per Capita/Activity Cost 8,785.00

Number of TPADs 6

Total Cost 52,710.00

Activity: Establishment of Tourist Police Assistance Desks (TPADs) for tourist destination

Per Capita/Activity Cost:

Object Class

Particular Quantity Unit Cost Amount

758 Snacks (AM) 10 Meals 30.00 300.00

755 Bond paper Ream 190.00 95.00

755 Computer Ink (black) 10 Copies 5.00 50.00

755 Computer Ink (color) 10 Copies 7.50 75.00

761 POL 5 liters 52.00 260.00

Per Capita/Activity Cost 780.00

Target Police Station for 2014 10

Number of COMPSTAT/yr 12

Total Cost Php 93,600.00

Activity: Conduct Monthly COMSTAT Meeting at the PS

Per Capita/Activity Cost:

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 follows 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.

PPO/CPO OPERATIONAL DASHBOARD

Objectives Number of Primary Drivers

Number of Secondary Drivers

Crime Prevention 4 14

Crime Solution 5 15

Total 9 29

The Objectives, Primary Drivers and Secondary Drivers listed is the minimum requirement that must be included in the dashboard of PPO/CPO and CPS/MPS. Other objectives and drivers may be added to reflect the peculiarity of the area/environment.

Objective: CRIME PREVENTION

PRIMARY DRIVERS (4) SECONDARY DRIVERS (14)

Enhance community engagement

1. Intensify community awareness / information activities

3. Promote Web-Based Online Survey (WBOS)

2. Intensify community organization and mobilization activities

Intensify police operations

1. Strengthen FAs Control Program (Regulatory Function)

5. Institutionalize PIPs

2. Sustain the implementation of LACAP

6. Intensify a Law Enforcement approach to ISO

3. Intensify counter terrorism activities

7. Use of COMPSTAT by police station

4. Enhance the security and safety of tourist

Intensify enforcement of special laws

Intensify intelligence and counter intelligence operations

1. Enhance Identification, Detection, Target Setting, Intervention, Disruption (IDTID) activities

2. Proper employment of BarangayInformation Nets (BINs)

Strengthen legal offensive 1. Intensify case build up against threat groups

2. Improve case monitoring against threat groups

Objective: CRIME SOLUTION

PRIMARY DRIVERS (5) SECONDARY DRIVERS (15)

Maintain and deploy competent investigative personnel

1. Have investigative personnel trained and certified

4. Designate qualified investigative personnel to specific crime incidents

2. Fill up investigative position with trained and certified personnel

5. Implement sound reward and punishment system

3. Timely deployment of investigators

Implement standard investigative systems and procedures

1. Update investigative personnel on investigative systems and procedures 3. Adopt case management system

2. Utilize available investigative information systems

Establish and maintain reliable investigative infrastructure

1. Conduct inventory of infrastructure and equipment

3. Utilize and maintain investigative / ICT equipment

2. Fill up lacking investigative infrastructure and equipment

Develop and maintain community and stakeholders support

1. Establish linkages with community and stakeholders support

2. Generate support from community and stakeholders

Ensure fund support for investigative activities

1. Disburse fund support for investigative activities

2. Request fund support for special investigation beyond the resources of PPOs

PPO OPERATIONAL DASHBOARD


Primary Driver: Enhance Community Engagement

Secondary Drivers


(PI)

Target

O

P

R


O

P

R

Activities

From To

Intensify community

awareness / information

activities

Limited access to

police related information

Broader access to information

Number of community awareness activities initiated (PCR Branch)

Training

Intensify community

organization and

mobilization activities

Limited community

organization and

mobilization

More aggressive organizational work, mobilization, and intervention

Number of sectoral groups organized / mobilized (BPAT force multipliers)

Fund Support

Promote Web-Based Online

Survey

Unilateral approach in

decision making

Consultative approach in decision making (involving the community)

Number of participating respondents

1.Hardware

2.Software

ACTIVITIESIntensify Community Awareness/info activities

Intensify Community Organization/Mobilization

Promote WBOS

1. Client visits

2. Symposia and lectures

3. Distribution of informationmaterials

4. Attendance to quad mediaactivities

1. Establishment of PoliceAssistance desks duringspecial occasions & holidays

2. Establishment of MotoristAssistance during specialoccasions, summer vacationand holidays

Info Drive



Primary Driver: Intensify Police Operation

Secondary Drivers


(PI)

Target

O

P

R


O

P

R

Activities

From To

Strengthen FAs Control Program

(Regulatory Function)

Less effective enforcement of FAs control law and accounting

of loose FAs

More effective/stricter enforcement of FAs control law and accounting

of loose FAs

% of accounted loose FAs against the estimated baseline data (Operations

Branch)

Sustain the implementation

of LACAP

Limited efforts Improved efforts Number of functional LACAP

Non-Responsive

LCE

Institutionalize PIPS

Partial implementatio

n

Full and sustained

implementation

Number of police station utilizing PIPS

1. Mobility2. Commo

Intensify a Law Enforcement

approach to ISO

Independent action

Strengthened collaborative

actions/efforts

Number of ISO conducted

manpower

ACTIVITIESStrengthen FAs Control Program

Sustain the implementation of LACAP

Institutionalize PIPS Intensify a Law Enforcement approach to ISO

1. Continue public information of FAs control program

2.Establishment of FAs desks in their municipal stations

3.Implementation of SW against delinquent gun holders

4.Establishment of checkpoints and implementation of OplanBakal

5.Conduct of info gathering, surveillance and arrest

1.Request MLGOO local DILG to spearhead in the implementation

2.Facilitate the adoption of LACAP by POC

3.Institutionalization of LACAP

4.Establishment of 12 satellite offices, Laguna SHIELD (1 Police, 2 BPATs, 1 PA)

1.Conduct of Police visibility patrols

2.Conduct of checkpoints/implementation of OPLAN Checkmate, OPLAN Angry Bird and OPLAN Counterstrike 3.0

3.Liaisoning with Military and other LEA

4.Information gathering and surveillance activities

5.Effective maintenance of vehicles and equipment

1.Attendance to inter agency fora through POCs

2.Conduct of joint combat operations

3.Training of personnel

4.Unit dedicated to ISO

5.Upgrading of combat equipment of PPSCs



Primary Driver: Intensify Police Operation

Secondary Drivers


(PI)

Target

O

P

R


O

P

R

Activities

From To

Intensify counter

terrorism activities

Limited effort Improved counter-terrorism

efforts

Number of target hardening measures conducted

Enhance the security and

safety of tourist


on

Full implementatio

n

% reduction of crimes involving

foreign and domestic tourists

1.Manpower2.Training


Disparate data/informat




data/information as basis for

crime prevention

Number of police stations using COMSTAT for

crime prevention

1.Hardware2.Software3.Training

ACTIVITIES

Intensify counter terrorism activities



1. Conduct of security survey2. Conduct of lectures/trainings3. Intelligence fusion4. Conduct of intelligence workshops and validations5. Strengthening of JOCC/JPSCC6. Security officers of vital installation seminar

1. Establishment of one-stop shop tourist assistance desk for identified tourist destinations2. Bike patrols

1. Conduct Weekly COMSTAT Meeting2. Maintain & Update Crime Map & Clock3. Maintain & Monitor Crime Statistics3. Review and implement responsive police operations based on COMSTAT



Primary Driver: Intensify Intelligence and Counter Intelligence

Secondary Drivers


(PI)

Target O

P

R


O

P

R

Activities

From To

Enhance Identification,

Detection, Target Setting, Intervention,

Disruption (IDTID)

activities


on

Full and sustained

implementation

Number of threat groups neutralized

Proper employment of BarangayInformation Nets (BINs)

Under utilization

Full utilization Number of organized and utilized BINs

1.Funds2.Attitude

ACTIVITIES

Enhance Identification, Detection, Target Setting, Intervention, Disruption (IDTID) activities

Proper employment of Barangay Information Nets (BINs)

1. Conduct of police operations againstidentified threat groups

2. Validation of watchlist3. Profiling and case build-up4. Implementation of COPLANs

Intelligence Operational Cycle (IOC)



Primary Driver: Strengthen Legal Offensive

Secondary Drivers


(PI)

Target O

P

R


O

P

R

Activities

From To

Intensify case build up

against threat groups

Non-aggressive

case build up efforts

aggressive case build up efforts

Number of criminal cases filed

Improve case monitoring

against threat groups

Low conviction

rate

Improve rate of conviction

Number of threat group cases resulting to conviction /

dismissal

ACTIVITIES

Intensify case build up against threat groups Improve case monitoring against threat groups

1. Inventory of cases filed2. Strengthen case build-up3. Conduct of regular meetings of CJS

1. Conduct of liaisoning activities with Pillars ofCJS

2. Assignment of personnel to monitor casesfiled in court in urban municipalities

3. Monitoring of cases filed


Objective 2: Crime Solution

Primary Driver: Maintain & Deploy Competent Investigative Personnel

Secondary Drivers


(PI)

Target

O

P

R


O

P

R

Activities

From To

Have investigative personnel trained

and certified

Basic / untrained

Competent / specialized

% of investigative personnel trained /

certified

Fill up investigative position with trained and

certified personnel

Inadequate personnel

100% fill up % of investigative positions filled up with

trained/certified investigations

Timely deployment of investigators

Most convenient

time

Sense of urgency

Improvement in response time

1. mobility 2. commo3. manpower

Designate qualified investigative personnel to specific crime

incidents

General Specific % of dedicated investigators assigned

to handle specific cases

Manpower

Implement sound reward and

punishment system

Sporadic reward and punishment

Institutionalized reward and punishment

system

Number of recipients

1. Rewards

2. Punishment



Primary Driver: Implement Standard Investigative Systems & Procedures

Secondary Drivers


(PI)

Target

O

P

R


O

P

R

Activities

From To

Update investigative personnel on investigative systems and procedures

Native Talent

Organized Percentage of investigative

personnel equipped with

standard investigative systems and procedure

Utilize available

investigative information

systems

Manual /Stand alone

System

Automated/Web-based

Percentage of Police Stations

using Web-based System

1. hardware, 2. software 3. trainings

Adopt case management

system

Personality-based

Standard Number of cases filed in court/

Total Number of cases investigated



Primary Driver: Establish & Maintain Reliable Investigative Infrastructure

Secondary Drivers


(PI)

Target

O

P

R


O

P

R

Activities

From To

Conduct inventory of

infrastructure and

equipment

Existing TEA- based Number of investigative

infrastructure/equipment

identified/accounted

Fill up lacking investigative

infrastructure and

equipment

Inadequate 100% fill up Percentage fill up

Utilize and maintain

investigative / ICT equipment

Non ICT-compliant

ICT-compliant Percentage of ICT-compliant stations

1. Hardware2. Software3. Training



Primary Driver: Develop & Maintain Community & Stakeholders Support

Secondary Drivers


(PI)

Target O

P

R


O

P

R

Activities

From To

Establish linkages with community

and stakeholders

support

Passive Active Number of linkages

established

Generate support from community

and stakeholders

Weak Strong Number of community / stakeholders

support generated



Primary Driver: Ensure Fund Support for Investigative Activities

Secondary Drivers


(PI)

Target O

P

R


O

P

R

Activities

From To

Disburse fund support for

investigative activities

Arbitrary Disbursement

Program-based Disbursement

Number of investigative activities funded

Request fund support for

special investigation

beyond the resources of

PPOs

Regular MOOE

Special Release of Funds

Number of special investigation supported

END OF PRESENTATIONEND OF PRESENTATION

TRANSFORMATIONOur Shared Commitment!!!

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

PNP P.A.T.R.O.L. 2030 Score Card Dashboard Formulation

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Transcript of PNP P.A.T.R.O.L. 2030 Score Card Dashboard Formulation