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PNP P.A.T.R.O.L.

Plan 2030:
Peace & Order Agenda for Transformation
& Upholding of the Rule-Of-Law

Charter Statement

One-page
Roadmap

Scorecard

Translated to
implementable
format

4 Strategic Elements of a Scorecard

OBJECTIVE

MEASURE

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TARGET

INITIATIVE

Strategic Elements
OBJECTIVE
Statement of what
strategy must be
achieved and
whats critical
to its success

PRO - 10

OBJECTIVE

MEASURE

NHQ- 7

What should be done to


effectively pursue a given
strategic priority (objective)?
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TARGET

INITIATIVE

Strategic Elements
OBJECTIVE

MEASURE

Perspective

TARGET

INITIATIVE

PNP Strategic Objectives

Community

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 valuesoriented PNP personnel


6. Develop a responsive and highly professional police
organization

Resource Management 7. Optimize use of financial and logistical resources


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Strategic Elements
OBJECTIVE

MEASURE

TARGET

INITIATIVE

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

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Strategic Elements
OBJECTIVE
Statement of
what strategy
must achieve
and whats
critical to its
success

OBJECTIVE

MEASURE
How
performance
against an
objective is
quantified

MEASURE

success measure

metric
Outcome indicator
KPI
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TARGET
The level of
performance
NHQ19
or rate of
improvement
PRO
- 26
needed

TARGET

INITIATIVE

What
measure should
l
project be used in
performance
level
program
order
to indicate
that progress is
action plan
being made towards
achieving a
strategic priority?

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)

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Purpose of strategic measures

Measures drive desired


behavior.

Measures test the validity of


the strategy.

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Measures can take many forms

Measure Form
Absolute numbers

Indices

Percentages

Rankings

Ratings

Ratios

Advantages

Disadvantages

Clear and simple; unambiguous

One dimensional, does not


consider context

Provides broad general result


(multi-variate analysis)

Masks underlying individual


variables

Good indicators of relative


change used in measurement
over time

Sometimes misunderstood or
improperly used

Easy to compute and to


understand objective

Category definitions often


inconsistent

Good for nominal data

Can be biased

Depict critical relationships to be


managed (e.g., incremental cost
vs. revenue generated)

Can be difficult to understand


how to manage/effect
relationship

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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

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

Percentages

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Two types of strategic measures

LAG MEASURE
(OUTCOME)
PURPOSE

LEAD MEASURE
(DRIVER)

Assess performance results at


the end of a period or activity

Measure intermediate
processes, activities and
behavior

customer retention

hours spent w/ customers

strategic skill enhancement

hours spent cross training

Usually objective and easily


captured
Comparable to Past
performance

More predictive in nature


Allows org to adjust
behaviors for performance
(Cause & Effect)

EXAMPLES

STRENGTHS

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Lead & Lag Measures


Objective: Maintain Ideal Weight
LEAD (Drivers)
Exercise

# sessions in
the gym
# kilometers
jog/walk

Diet

# Calories
intake

Eat salad

# of Salad
meals

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LAG (Outcome)
Reduce Weight Gain Weight

Guidelines for selecting measures

A balanced scorecard contains a mix of both lead and lag


measures.
No more than 25 measures (1.5 measures per objective)
Unit Head Owns measure

One lag measure (OUTCOME) for each strategic objective.


Use organizational generic measures that already exist
(percentage, absolute #s, ranking, etc.)

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Strategic Elements
OBJECTIVE
Statement of
what strategy
must achieve
and whats
critical to its
success

OBJECTIVE

MEASURE
How success
in achieving
the strategy
will be
gauged and
tracked

MEASURE

strategic element

success measure
metric
What targets should
be set
in the intervening KPI
years?

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TARGET
The level of
performance
or rate of
improvement
needed

TARGET

goal
performance level

INITIATIVE
Key action
programs
required to
achieve
objectives

INITIATIVE

project
program
action plan

Target Setting

TARGET

SWEET SPOT
(Look

for targets that have


some level of stretch but still
feel realistic)
MOTIVATION

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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)

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Stretch targets
Stretch targets are long-term and become the
basis for setting annual progress points.
Set stretch targets (achievable but require change in
doing things)

Set targets for the outcome/lag measures first


Avoid having two targets
Use to motivate & control

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Stretch targets
Stretch targets are long-term and become the
basis for setting annual progress points.
BASELINE: 2013 (previous year)

Set Targets for : 2014 (Current year)


2015 (Next two years)
2016

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Strategic Elements
INITIATIVE
Key action
programs
required to
reach the
target

OBJECTIVE

MEASURE

TARGET

success measure
goal be
What
initiatives must
metric
performance
undertaken
to fill-in
the level
KPI
performance gap?

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INITIATIVE

project
program
activities
action plan

Strategic initiative

INITIATIVES

Cascading the PNP Strategy


ITP Strategy
2010
2010
Institute
Institute
for Solidarity
for Solidarity
in Asia
in Asia

Strategic Initiatives close


the performance gap
(between current & desired
performance)

Closing the GAP

ARTICULATES THE
COMPONENTS OF
OUR STRATEGY

OBJECTIVE

E
X
A
M
P
L
E

Improve crime
prevention

TRACKS OUR PROGRESS


TOWARD ACHIEVING AND
COMMUNICATING THE INTENT
OF THE OBJECTIVE

MEASURE

Reduction of
Index Crime

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TARGET

Percentage
reduction from
baseline

HELPS CLOSE THE


PERFORMANCE GAP

INITIATIVE

Supervise
institutionalization
of PIPS

Managing Strategic initiatives


You manage strategy by managing initiatives.
-- Kaplan & Norton, BSC Creators

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

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

TRANSFORMATION
Our Shared Commitment!!!

END OF PRESENTATION
END OF PRESENTATION
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

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 primarily
focused on the actual delivery of
police services.

CPNP SCORECARD
DIRECTORATE SCORECARDS
PRO SCORECARD

STRATEGIC

PPO SCORECARD (DASHBOARD)

OPERATIONAL

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).

Process Excellence

PPO/CPO Dashboard

Strategic Objectives

Operational Objectives

Improve safety awareness


Improve CSE
Institutionalize standard investigative
systems & procedures
Modernize crime reporting & analysis
Improve crime prevention & control
Ensure effective use of intelligence

Crime prevention
Crime solution

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.

Dashboard Format
_______________ OPERATIONAL/TACTICAL DASHBOARD
Objective 1: _____________
Primary Driver: ____________
Secondary
Process
Drivers
Improvement
From

To

Performance
Indicator
(PI)

Target

O
P
R

Critical
Action
Steps

O
P
R

Activities

Funding
Requirement

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
Activities

Critical
Action
Steps
Performance
Indicator

Drivers

Desired Destination

Specific workable tasks to move


the PI
Must do actions to hurdle barriers
or obstacles along the way
Dials or metrics on the
dashboard for measuring progress
(speedometer, temp gauge, etc)

How to bring the car to its


destination (Primary & Secondary)

PD or CD, COP

Drivers

GOAL or
Objective

HOW
inputs & processes to
attain the objective
(Primary & Secondary)

WHAT
Crime Prevention

How to bring your car


to desired destination

Desired destination

Crime solution

Secondary
Drivers

Primary drivers broken down to


specific operational or tactical
activities that are directly
measurable
(Maintain safe speed and rpm) or
-enhance the security & safety of
tourist
-Sustain the implementation of LACAP

Primary
Drivers

How to bring the car to its desired


destination

(Drive the car safely) or


Intensify Police Operation

GOAL or
Objective

Critical
Action
Steps
Performance
Indicator

Primary
Drivers

Desired Destination
(Crime Prevention & Solution)
Must do actions to hurdle barriers
or obstacles

Dials or metrics on the


dashboard for measuring progress
(speedometer, temp gauge, etc)

How to bring the car to its desired


destination

PD or CD

Performance Indicator (PI)


How success of an objective will be
gauged and tracked

2010 Institute for Solidarity in Asia

absolute number percentage


ratio ranking rating index

2010 Institute for Solidarity in Asia

PI makes an operational driver visible.


measures some improvement
can be tracked frequently
target setting is yearly

2010 Institute for Solidarity in Asia

Nr of PS fully
utilizing PIPS

Nr of
participating
respondents
to WBOS
% of ICTcompliant
police
stations

% of
investigative
positions
filled with
trained /cert
invstgtrs

Performance
Indicator

% of
accounted
loose
firearms

Number of
PS using
COMSTAT

Number of
functional
LACAP

% reduction
of crimes
involving
tourists

Examples and analogy of performance indicators

GOAL or
Objective

Critical
Action
Steps

Performance
Indicator

Drivers

Desired Destination
(Crime Prevention & Solution)

Must do actions to hurdle barriers


or obstacles

Dials or metrics on the


dashboard for measuring progress (

How to drive the car to its


destination (Primary & Secondary)

PD or CD

Critical
Action
Steps

Origin

Origin

Must do actions to hurdle barriers


or obstacles

Straight line

Barrier
or
Obstacle

Destin
ation/
Object
ive

Destin
ation/
Object
ive

GOAL or
Objective

Activities

Critical Actions
Steps

Performance
Indicator
Drivers

Desired Destination
Specific workable tasks to
move the PI
Must do actions to hurdle
barriers or obstacles
Dials/metrics on the dashboard
for measuring progress

How to bring the car to its


desired destination

PD or CD

Activities

Specific workable tasks to


move the PI

Establishment of Police Assistance Desks


during special occasions & holidays
Conduct of Police visibility patrols

Conduct Check Points

Process Improvement
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

DASHBOARD
-Limited access to
police related
information by the
community

-Broader access to
police related
information by the
community

-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
From

To

Performance
Indicator
(PI)

Target

O
P
R

Desired
Destination/Goal
Objective

Critical Action Steps

O
P
R

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Process Improvement
From

To

Performance
Indicator
(PI)

How to attain
the
objective/reach
the destination

Target

O
P
R

Critical Action Steps

O
P
R

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Process Improvement
From

To

Enhance the
security and
safety of
tourist

Use of
COMPSTAT by

police station

Primary Drivers
broken down to
measurable
Operational or
Tactical activities

Performance
Indicator
(PI)

Target

O
P
R

Critical Action Steps

O
P
R

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Process Improvement
From

Enhance the
Partial
security and implementati
safety of
on
tourist

Disparate
COMPSTAT by data/informat
police station ion as basis
for crime
prevention
activities
Use of

To

Performance
Indicator
(PI)

Target

Full
implementati
on

Optimum
utilization of
integrated
spatial and
time-based
data/informat
ion as basis
for crime
prevention

Upgrading or
advancement in
processes to attain
the desired state

O
P
R

Critical Action Steps

O
P
R

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Process Improvement
From

To

Performance
Indicator
(PI)

Enhance the
Partial
security and implementati
safety of
on
tourist

Full
implementati
on

% reduction of
crimes involving
foreign and
domestic
tourists

Disparate
COMPSTAT by data/informat
police station ion as basis
for crime
prevention
activities

Optimum
utilization of
integrated
spatial and
time-based
data/informat
ion as basis
for crime
prevention

Number of
police stations
using COMSTAT
for crime
prevention

Use of

Target

O
P
R

Critical Action Steps

Readily visible
Measure of
Improvement

O
P
R

OPERATIONAL/TACTICAL DASHBOARD

Objective 1: Crime Prevention & Control


Primary Driver: Intensify Police Operations
Secondary
Drivers

Performance
Indicator
(PI)

Institutionali
ze LACAP

Number of
functional
LACAP
(adopted)

Enhance the
security and
safety of
tourist

Target
2013
BL

20

2014

30

2015

40

2016

50

JanJun

16

O
P
R

O
P
N

% reduction of
T
crimes involving
P
10%
50%
67%
33%
foreign and
A
20/20 (18/20) (9/18) (3/9) (6/20)
domestic
D
tourists

Critical
Action
Steps

O Activities
P
R

O
unit- imposed
P
yearly doable
N

and definable
aim (PI) to be
achieved that
are readily
trackable at any
given time

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%.

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)

Preceding
year

2014

2015

Current
year

2016

GAIN
(Jan-Jun)

HOW DO WE SET TARGET


(Simplified)
A. Based on performance/incident historical data
(at least 5 years)
Example:
80
70
60
50
40
30
20
10
0

Arrests
72

60

51
42
35

Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016

Actual Performance

Target

HOW DO WE SET TARGET


(Simplified)
We either use linear trending (averaging) or
exponential trending (trending).
1) Averaging (Linear Trending)
For the past 5 years:

Year
Arrests
Yr 2009
35
Yr 2010
42
Yr 2011
51
Yr 2012
60
Yr 2013
72
Ave Increase

Increase
7
9
9
12
9.25

Ave Increase = 9.25


or
10
(there is no 0.25 arrest)

Therefore, this is the


Minimum Increase
starting from the last
year (2013).

HOW DO WE SET TARGET


(Simplified)
Plotting:
100
90
80
70
60
50
40
30
20
10
0

Arrests
102
92

82
72
60
51

35

42

Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016

Actual Performance

Target

HOW DO WE SET TARGET


(Simplified)
2) Trending (Exponential Trending)
Arrests
80
70
60
50
40
30
20
10
0

72

60
51
42
35

Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016

Actual Performance

Target

HOW DO WE SET TARGET


(Simplified)
2) Trending (Exponential Trending)
For the past 5 years:

Year Arrests
Yr 2009
35
Yr 2010
42
Yr 2011
51
Yr 2012
60
Yr 2013
72
Ave Increase

Incr
7
9
9
12
9.25

Incr Rate

Rate of Increase = 1.67


or
2
(there is no 0.67 arrest)

2
0
3
1.66

Therefore, this is the


minimum increase to
the initial increase from
the last year (2013).

HOW DO WE SET TARGET


(Simplified)
Computing for the next 3 (three) years
Year
Yr 2012
Yr 2013
Yr 2014
Yr 2015
Yr 2016

Arrests
Rate of
Target
Increase
(Actual)
Increase (Projected)
60
72
10
2
12 (10+2)
2
72+12 = 84
14 (12+2)
2
84+14 = 98
16 (14+2)
2
98+16 = 114

HOW DO WE SET TARGET


(Simplified)
Plotting:

Arrests
120
110
100
90
80
70
60
50
40
30
20
10
0

114
98
84
72
60
51
35

42

Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016

Actual Performance

Target

HOW DO WE SET TARGET


B. Based on dictated target (minimum set by higher
authority)
Targets set by the Directorate for Intelligence

Number of BIN/Brgy
Number of members/BIN
Example:
If,

Number of Brgy

Then, Target (2014)

- 2 BIN
- 2 pax

15
= 2BIN/Brgy X 15 Brgys
= 30 BINs

HOW 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

HOW DO WE SET TARGET


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

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Process Improvement
From

To

Performance
Indicator
(PI)

Enhance the
Partial
security and implementati
safety of
on
tourist

Full
implementati
on

% reduction of
crimes involving
foreign and
domestic
tourists

Disparate
COMPSTAT by data/informat
police station ion as basis
for crime
prevention
activities

Optimum
utilization of
integrated
spatial and
time-based
data/informat
ion as basis
for crime
prevention

Number of
police stations
using COMSTAT
for crime
prevention

Use of

Target

O
P
R

Critical Action Steps

T
P
A
D

Accountable office /
personnel (Target
Critical Action)

O
P
R

O
P
N

O
P
N

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Process Improvement
From

To

Performance
Indicator
(PI)

Target

Enhance the
Partial
security and implementati
safety of
on
tourist

Full
implementati
on

% reduction of
crimes involving
foreign and
domestic
tourists

Disparate
COMPSTAT by data/informat
police station ion as basis
for crime
prevention
activities

Optimum
utilization of
integrated
spatial and
time-based
data/informat
ion as basis
for crime
prevention

Number of
Imperative
police stations
Steps to
using COMSTAT
for crime take to
preventionhurdle

Use of

Barriers or
obstacles

O
P
R

T
P
A
D

Critical Action Steps

1. Manpower
2. Training

1. Hardware
2. Software
3. Training

O
P
R

O
P
N

O
P
N

OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary
Drivers

Performance
Indicator
(PI)

Enhance the
security and
safety of
tourist

% reduction of
crimes involving
foreign and
domestic
tourists

Number of
COMPSTAT by police stations
police station using COMSTAT
for crime
prevention

Target

O
P
R

Critical Action Steps

T
1. Manpower
P Specific workable
2. Training
A
tasks to move the
D

performance
indicator towards
the attainment of
the objective

Use of

O
P
N

1. Hardware
2. Software
3. Training

O
P
R

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

OPERATIONAL/TACTICAL DASHBOARD

Secondary
Drivers

Enhance
the
security
and safety
of tourist

Use of
COMPSTAT

by police
station

Performance
Indicator
(PI)

Budget required to
Objective 1: Crime Prevention
execute an activity to
Primary Driver: Intensify
Police Operations
its completion
or on a
yearly basis
Target
13

% reduction
40
of crimes
involving
foreign and
domestic
tourists

Number of
police
stations using 2/
COMSTAT for 12
crime
prevention

14

20%
(32/
40)

10/
12

15

16

50% 63%
(16/ (6/
32) 16)

12/
12

12/
12

JanJun

15

Activities
1. Establishment of
tourist police
assistance desk
(TPAD) for tourist
destinations
2. Bike patrols in
tourist areas

1. Conduct Monthly
COMSTAT Meeting
10 2. Maintain & Update
Crime Map & Clock
3. Maintain, monitor &
analyze Crime Statistics
4. Review and implement
responsive police
operations based on
COMSTAT

O
P
R

Funding
Requirement

Php 52,710.00

Php 93,600.00

Activity: Establishment of Tourist Police Assistance


Desks (TPADs) for tourist destination
Per Capita/Activity Cost:
Object
Class

Particular
Wooden Table
Chair
IEC materials
Tarpaulin

Quantity

Unit Cost

Amount

1
5
500

pc
pcs
pcs

3,000
490
4.87

3,000
2,450
2,435

pc

900.00

900.00

Per Capita/Activity Cost

Number of TPADs

Total Cost

8,785.00

6
52,710.00

Activity: Conduct Monthly COMSTAT Meeting at the PS


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

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

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

14

Crime Solution

15

29

Total

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)

Enhance community
engagement

SECONDARY DRIVERS (14)


1. Intensify community awareness /
information activities

3. Promote Web-Based Online


Survey (WBOS)

2. Intensify community organization


and mobilization activities
1. Strengthen FAs Control Program
(Regulatory Function)

5. Institutionalize PIPs

2. Sustain the implementation of


LACAP

6. Intensify a Law Enforcement


approach to ISO

Intensify police operations


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 Barangay


Information 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)

Maintain and deploy competent


investigative personnel

SECONDARY DRIVERS (15)


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
2. Utilize available investigative information
systems
1. Conduct inventory of infrastructure and
equipment

Establish and maintain reliable


investigative infrastructure

Develop and maintain community


and stakeholders support

Ensure fund support for


investigative activities

3. Adopt case management system

3. Utilize and maintain investigative


/ ICT equipment

2. Fill up lacking investigative infrastructure


and equipment

1. Establish linkages with community and


stakeholders support

2. Generate support from


community and stakeholders

1. Disburse fund support for investigative


activities

2. Request fund support for special


investigation beyond the resources
of PPOs

PPO OPERATIONAL DASHBOARD


Objective 1: Crime Prevention
Primary Driver: Enhance Community Engagement
Secondary
Drivers

Process Improvement
From

Intensify
community
awareness /
information
activities

To

Limited Broader access


access to to information
police related
information

Performance
Indicator
(PI)

Tar
get

O
P
R

Critical
Action
Steps

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 WebBased Online


Survey

Unilateral
approach in
decision
making

Consultative
approach in
decision
making
(involving the
community)

Number of
participating
respondents

1.Hardwar
e
2.Software

O
P
R

Activities

ACTIVITIES
Intensify Community
Awareness/info activities
1. Client visits
2. Symposia and lectures
3. Distribution of information
materials
4. Attendance to quad media
activities

Intensify Community
Organization/Mobilization

Promote WBOS

1. Establishment of Police
Info Drive
Assistance desks during
special occasions & holidays
2. Establishment of Motorist
Assistance during special
occasions, summer vacation
and holidays

PPO OPERATIONAL DASHBOARD


Objective 1: Crime Prevention
Primary Driver: Intensify Police Operation
Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

Targ
et

O
P
R

Critical
Action
Steps

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

NonResponsive
LCE

Institutionalize
PIPS

Partial
implementatio
n

Full and
sustained
implementation

Number of police
station utilizing PIPS

1. Mobility
2. Commo

Intensify a Law
Enforcement
approach to ISO

Independent
action

Strengthened
collaborative
actions/efforts

Number of ISO
conducted

manpower

O
P
R

Activities

ACTIVITIES
Strengthen FAs
Control Program

Sustain the
implementation of
LACAP

1. Continue public
1.Request MLGOO local
information of FAs control DILG to spearhead in the
program
implementation
2.Establishment of FAs
desks in their municipal
stations

3.Implementation of SW
against delinquent gun
holders
4.Establishment of
checkpoints and
implementation of Oplan
Bakal
5.Conduct of info
gathering, surveillance and
arrest

Institutionalize PIPS

1.Conduct of Police
visibility patrols

Intensify a Law
Enforcement
approach to ISO
1.Attendance to inter
agency fora through POCs

2.Conduct of
2.Conduct of joint combat
2.Facilitate the adoption of checkpoints/implementatio operations
LACAP by POC
n of OPLAN Checkmate,
OPLAN Angry Bird and
3.Training of personnel
3.Institutionalization of
OPLAN Counterstrike 3.0
LACAP
4.Unit dedicated to ISO
3.Liaisoning with Military
4.Establishment of 12
and other LEA
5.Upgrading of combat
satellite offices, Laguna
equipment of PPSCs
SHIELD (1 Police, 2 BPATs, 1 4.Information gathering
PA)
and surveillance activities
5.Effective maintenance of
vehicles and equipment

PPO OPERATIONAL DASHBOARD


Objective 1: Crime Prevention
Primary Driver: Intensify Police Operation
Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

Tar
get

O
P
R

Critical
Action
Steps

From

To

Intensify
counter
terrorism
activities

Limited effort

Improved
counterterrorism
efforts

Number of target
hardening
measures
conducted

Enhance the
security and
safety of
tourist

Partial
implementati
on

Full
implementatio
n

% reduction of
crimes involving
foreign and
domestic tourists

1.Manpower
2.Training

Use of
COMPSTAT by
police station

Disparate
data/informat
ion as basis
for crime
prevention
activities

Optimum
utilization of
integrated
spatial and
time-based
data/informati
on as basis for
crime
prevention

Number of police
stations using
COMSTAT for
crime prevention

1.Hardware
2.Software
3.Training

O
P
R

Activities

ACTIVITIES
Intensify counter terrorism
activities
1. Conduct of security survey
2. Conduct of lectures/trainings
3. Intelligence fusion
4. Conduct of intelligence
workshops and validations
5. Strengthening of JOCC/JPSCC
6. Security officers of vital
installation seminar

Enhance the security and


safety of tourist
1. Establishment of one-stop
shop tourist assistance desk for
identified tourist destinations
2. Bike patrols

Use of COMPSTAT by police


station
1. Conduct Weekly COMSTAT
Meeting
2. Maintain & Update Crime
Map & Clock
3. Maintain & Monitor Crime
Statistics
3. Review and implement
responsive police operations
based on COMSTAT

PPO OPERATIONAL DASHBOARD

Objective 1: Crime Prevention


Primary Driver: Intensify Intelligence and Counter Intelligence
Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

From

To

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

Partial
implementati
on

Full and
sustained
implementatio
n

Number of threat
groups neutralized

Proper
employment
of Barangay
Information
Nets (BINs)

Under
utilization

Full utilization

Number of
organized and
utilized BINs

Tar
get

O
P
R

Critical
Action
Steps

1.Funds
2.Attitude

Activities
O
P
R

ACTIVITIES
Enhance Identification, Detection, Target
Setting, Intervention, Disruption (IDTID)
activities
1. Conduct of police operations against
identified threat groups
2. Validation of watchlist
3. Profiling and case build-up
4. Implementation of COPLANs

Proper employment of Barangay Information


Nets (BINs)

Intelligence Operational Cycle (IOC)

PPO OPERATIONAL DASHBOARD

Objective 1: Crime Prevention


Primary Driver: Strengthen Legal Offensive
Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

From

To

Intensify case
build up
against threat
groups

Nonaggressive
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

Targ
et

O
P
R

Critical
Action
Steps

Activities
O
P
R

ACTIVITIES
Intensify case build up against threat groups

1. Inventory of cases filed


2. Strengthen case build-up
3. Conduct of regular meetings of CJS

Improve case monitoring against threat groups

1. Conduct of liaisoning activities with Pillars of


CJS
2. Assignment of personnel to monitor cases
filed in court in urban municipalities
3. Monitoring of cases filed

PPO OPERATIONAL DASHBOARD

Objective 2: Crime Solution


Primary Driver: Maintain & Deploy Competent Investigative Personnel
Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

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

Designate qualified
investigative
personnel to
specific crime
incidents

General

Specific

% of dedicated
investigators assigned
to handle specific
cases

Implement sound
reward and
punishment system

Sporadic
reward and
punishment

Institutionalize
d reward and
punishment
system

Number of recipients
1. Rewards
2. Punishment

Tar
get

O
P
R

Critical
Action Steps

1. mobility

2. commo
3. manpower
Manpower

O
P
R

Activities

PPO OPERATIONAL DASHBOARD


Objective 2: Crime Solution
Primary Driver: Implement Standard Investigative Systems & Procedures
Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

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/We
b-based

Percentage of
Police Stations
using Web-based
System

Adopt case
management
system

Personalitybased

Standard

Number of cases
filed in court/
Total Number of
cases investigated

Tar
get

O
P
R

Critical
Action
Steps

1. hardware,
2. software
3. trainings

O
P
R

Activities

PPO OPERATIONAL DASHBOARD


Objective 2: Crime Solution

Primary Driver: Establish & Maintain Reliable Investigative Infrastructure


Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

From

To

Conduct
inventory of
infrastructure
and
equipment

Existing

TEA- based

Number of
investigative
infrastructure/equi
pment
identified/account
ed

Fill up lacking
investigative
infrastructure
and
equipment

Inadequate

100% fill up

Percentage fill up

Utilize and
maintain
investigative /
ICT equipment

Non ICTcompliant

ICT-compliant

Percentage of ICTcompliant stations

Tar
get

O
P
R

Critical
Action Steps

1. Hardware
2. Software
3. Training

O
P
R

Activities

PPO OPERATIONAL DASHBOARD


Objective 2: Crime Solution

Primary Driver: Develop & Maintain Community & Stakeholders Support


Secondary
Drivers

Process Improvement

Performance
Indicator
(PI)

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

Tar
get

O
P
R

Critical
Action
Steps

Activities
O
P
R

PPO OPERATIONAL DASHBOARD

Objective 2: Crime Solution


Primary Driver: Ensure Fund Support for Investigative Activities
Secondary
Drivers

Process Improvement

From

Performance
Indicator
(PI)

To

Disburse fund
support for
investigative
activities

Arbitrary Program-based
Disbursement Disbursement

Request fund
support for
special
investigation
beyond the
resources of
PPOs

Regular Special Release


MOOE of Funds

Number of
investigative
activities funded

Number of special
investigation
supported

Targ
et

O
P
R

Critical
Action
Steps

Activities
O
P
R

TRANSFORMATION
Our Shared Commitment!!!

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