Vous êtes sur la page 1sur 31

1

MODULE 1
Introduction to PNP ITP-PGS
(PNP PATROL Plan 2030)
Considering the PNPs mandate, the performance of the organization from an operational perspective was pegged on measuring its
effectiveness in preventing crimes and solving those that has already been committed.
In 2003, the PNP came under fire after it was tagged by national perception surveys as one of the most corrupt government agencies
in the country. It was at that same instance that a related study was being conducted by the United Nations Development Program on
the Criminal Justice System of the Philippines where various issues attributed to the police system were identified. This was substantiated
by the PNP Reform Commission Report spearheaded by former Justice Secretary Sedfrey Ordoez which identified variables such as
the PNPs low level of professional training, massive human rights abuses, low crime conviction rate, poor technological capability and
corruption as having the highest impact towards its low credibility status to the public.
The imminent degeneration of the PNPs organizational culture and morale brought about by its low level of performance and
credibility gave birth to the Integrated Transformation Program which was eventually integrated with the then existing Medium Term
Development Plan (2005-2010).
Under the ITP, arrays of new projects and activities were presented and implemented to impact its Key result areas. The ITP has
therefore served as the organizations roadmap to lasting change which aimed to transform the PNP into a more capable, effective
and credible police agency.
The introduction of the Performance Governance System or PGS into the Philippine system in 2009 pushed the PNPs transformation
program further as it once again harnessed the PNPs efforts strategically towards the adoption of measures and tools that will map
out its gains towards its identified vision for the organization.
In its Board Meeting on December 2008, the Millennium Challenge Corporation (MCC) decided to reselect the Philippines as Compact
Eligible for FY 2009. The Philippines was one of the twenty-eight (28) nations identified as a beneficiary of the development agents. In
order for the Philippines to sign a Compact Agreement, it should meet the MCC eligibility criteria in areas of ruling justly, investing in
people and economic freedom.
Through a memorandum issued on July 9, 2009 by then Executive Secretary Eduardo Ermita, the PNP was chosen as one among the first
six national government agencies to participate in the Millennium Challenge Corporation program mainly because it was deemed

2
ready for productive participation in good governance based on the progress of its ITP. The ITP has provided a good basis for the
adoption of a comprehensive governance system anchored on the impact that this brings to the community that the PNP directly serve.
Through the PGS - the local adaptation Norton and Kaplans Balanced Scorecard- the PNP seized the opportunity to reinforce its
previously laid ITP strategies. Seeing no need to reinvent the wheel, the organization adopted the ITP framework in formulating the
Strategy Map and Scorecard.
Having been able to comply with the requirements for the initiation and compliance stages, the PNP is now gearing towards completing
the third-level proficiency stage necessary for it to step up to the succeeding stages of the PGS towards institutionalization.

Getting Familiar with Balanced Scorecard


In this handbook, youll get your first glimpse at what a Balanced Scorecard is and how it
works. Youll see that scorecards arent rocket science, but they do require some good
structure, analysis, and planning in order to get it right.
Just what is Balanced Scorecard, anyway? To better understand what a Balanced Scorecard
is, maybe you should first learn where it came from and why. The Balanced Scorecard was
first developed in the early 1990s by two guys at the Harvard Business School: Robert
Kaplan and David Norton. The key problem that Kaplan and Norton identified in todays
business was that many companies had the tendency to manage their businesses based solely
upon financial measures. While that may have worked well in the past, the pace of business
or even organization in todays world requires better and more comprehensive measures.
Though financial measures are necessary, they can only report what has happened in the past
where your business has been and they are not able to report where it is headed: Its
like trying to drive your car by looking in the rear view mirror.
In order to provide a management system that was better at dealing with todays paces of
companies and organizations and to provide managers with the information they need so that
they can make better decisions, Kaplan and Norton developed the Balanced Scorecard. Note
that we said that the Balanced Scorecard is a management system not a measurement system. Yes, measurement is a key aspect of
the Balanced Scorecard, but it is much more than just measurement: it is a means to setting and achieving the strategic goals and
objectives for your organization.

3
So, what is the Balanced Scorecard? In short, its a management system that enables our organization, which is the PNP, to set, track and
achieve its key strategies and objectives. Once the strategies are developed, they are deployed and tracked through what we call the
Four Perspectives of the Balanced Scorecard.
These are made up of four distinct perspectives: The Customer (Community)
perspective, the Financial (Resource Management), the Internal Process
(Process Excellence), and the Knowledge, Education, and Growth Leg
(Learning and Growth).
When planning your Balanced Scorecard, you should go through the
following steps in the order shown to achieve the best results:
1. Design your Balanced Scorecard strategy. The Balanced Scorecard
should align with the overall strategy of the organization. Elements of
consideration should include key office or unit achievements, goals, and
objectives. One of the best tools to use in this step is the Strategy Map (see
PNP PATROL Plan Roadmap 2030).
2. Plan the framework of your scorecard. The framework should be
customized to your office or unit, and consist of the four perspectives of your scorecard, and include key elements such as risk and
variation indication, and interrelationships between the perspectives as well. It is here that you will build the foundation and structure of
your Balanced Scorecard process. Elements of consideration should
include how each leg of your scorecard will provide insights into
how the organization is doing now, and how it will do in the future.
Also include feedback/flexible loops that can both enable
detection and response to key changes which may affect
performance.
3. Plan how youll put your scorecard together. This includes all
of the key metrics identified in the earlier steps, interlinking them
in such a way that they are directly related to each other.
Elements to consider should include how well the metrics relate to
the direction and mission of the organization, how well they show
what you need to see, and their ability to indicate change or
variation quickly and effectively.

4
4. Set up support for the scorecards. Youll need support throughout the organization, but especially with its leaders and managers.
Elements to consider here must include their input, from design to metric selection to how performance will be assessed, as participants,
not just onlookers.
5. Plan the implementation and tracking of your Balanced Scorecard. Link the scorecard to every activity and event, and to the key
performance indicators (KPIs) for your office and your unit. Elements of consideration will include how your managers and personnel will
perceive and successfully implement and communicate their scorecards, the effectiveness of the feedback loops, and flexibility to
changing conditions, among other things.
6. Plan a self-assessment process. As mistakes are occasionally made, your organization can learn quickly and effectively from them
and make adjustments along the way. This enables a continuous improvement and refinement capability, which is critical to the long
term success and sustainability of your scorecards. Elements of consideration should include designing a good lessons learned process,
and integrating the study and understanding of the results of this process into new project and scorecard implementation processes.
Developing Your Strategy Map: A Balancing Act
Developing your scorecard strategies and making the strategies the core of
your objectives are the main goals of the balanced-scorecard approach. To
meet your goals and to achieve balance among the four perspectives of the
scorecard, you need to develop strategy maps. These maps are typically (and
best!) developed by senior executives and their direct reports, and they form
the basis for the operational and tactical level plans, projects, and scorecards.
Strategy maps are the vehicles by which you ensure that your scorecards have
balance. Strategy maps also allow you to see how your operational and
tactical plans and initiatives are linked and work toward achieving your
strategic objectives.
It takes some work on your part and the part of your management team to
create strategy maps, but the effort is really worth it. So, call a meeting with
all your management peers, lock the door when everyone enters the room, and
dont leave until your strategy map is done (make sure you order some coffee
or iced tea and dont forget the pancit canton with hot pandesal!).

5
Doing your mapping homework
Before you gather the faithful and lock the meeting-room door to get your strategy map done, you need to do some strategy
homework. Gather and review the following information:

Your annual reports


Your mission statement (if you dont have one, get it done!)
Your organizational values and guiding principles
Your vision for the future
Your project plans and initiatives
Studies, reviews, and reports
Performance reports for the past 12 months
Competitive data and analysis
Your organizational history (to get in touch with what the former leaders of your organization valued and wanted to achieve)
Journals and news articles on your office/unit
Benchmarking reports and information

Be cautious not to play follow-the-leader and just do what other


offices or units have done especially when it comes to
competitive and benchmark analysis. These have to be your
strategies and scorecards, not just carbon copies of what other
organizations have done. And, while youre at it, look for a
consistent thread regarding your vision, mission, values, and
guiding principles. If these statements arent consistent, revise them
to make them so.

Drafting the strategy map


If youve done your strategy homework, you should be ready to
develop your strategy map. The strategy map or the PNP
PATROL Plan Roadmap gives you a good idea of what the end
result may be. Your strategy map will undoubtedly be more

6
complex than this example.
To create a strategy map, follow these basic steps:
1. Gather and analyze the necessary information: Organizational studies, reviews, SWOT (Strengths, Weaknesses, Opportunities, and
Threats) analysis, financial statements, etc.
2. Develop strategies, such as: Reduction of crime rate by 10 percent, or increase police response time rate by 15 percent within three
years.
3. Develop the objectives and goals for each perspective of the scorecard.
4. Ensure that all of the interactions and linkages are defined among the four perspectives.

Using strategic-planning tools such as SWOT analysis, best practice and competitive benchmarking can be invaluable when developing
your long-term strategies. For more information on these topics, simply do a web search and youll find tons of information at your
fingertips, both for free and for a price.
Leaning on the four perspectives of the scorecard
Your Balanced Scorecard Strategy relies upon four different yet integrated perspectives: The Customer or Community Perspective, the
Financial or Resource Management Perspective, the Process Excellence Perspective, and the Learning and Growth Perspective. These
four perspectives of the Balanced Scorecard are necessary for todays executives and managers to be able to plan, implement and
achieve their strategies. The four perspectives will make the difference between whether your organization succeeds or fails. The
following list takes a closer look at the four perspectives:

Customer or Community scorecard: Measures your customers satisfaction and their performance requirements for your
organization and what service it delivers.
Resource Management scorecard: Tracks your financial requirements and performance.
Process Excellence scorecard: Measures your critical-to-customer process requirements and measures or core functions of the
organization.
Learning and Growth scorecard: Focuses on how you train and educate your personnel, gain and capture your knowledge.

7
MODULE 2
Formulating Balanced Scorecard

Getting started with Balanced Scorecards

Getting started in planning your Balanced Scorecards means


following a simple, standardized multi-step roadmap to first confirm
what you want to do and how you intend to do it, then defining how
you intend to measure doing it, and finally outlining what specifically
you will do better than your competitors. And youll do this all while
taking changes in your organization, personnel, services,
stakeholders, components, data and many other factors into account.

When planning your Balanced Scorecard, you should go through the


following steps in the order shown to achieve the best results:

1. Design your Balanced Scorecard strategy. The Balanced


Scorecard should align with the overall strategy of your
organization. Elements of consideration should include key
organizational achievements, goals, and objectives. One of the best
tools to use in this step is the Strategy Map.

2. Plan the framework of your scorecard. The framework should be customized to your services, and consist of the four perspectives of
your scorecard, and include key elements such as risk and variation indication, and interrelationships between the perspectives as well.
It is here that you will build the foundation and structure of your Balanced Scorecard process. Elements of consideration should include
how each perspective of your scorecard will provide insights into how the organization is doing now, and how it will do in the future.
Also include feedback/flexible loops that can both enable detection and response to key changes which may affect performance.

3. Plan how youll put your scorecard together. This includes all of the key metrics identified in the earlier steps, interlinking them in
such a way that they are directly related to each other. Elements to consider should include how well the metrics relate to the direction
and mission of the organization, how well they show what you need to see, and their ability to indicate change or variation quickly and
effectively.

8
4. Set up support for the scorecards. Youll need support throughout
the organization, but especially with its leaders and managers.
Elements to consider here must include their input, from design to
metric selection to how performance will be assessed, as participants,
not just onlookers.

5. Plan the implementation and tracking of your Balanced


Scorecard. Link the scorecard to every activity and event, and to the
key performance indicators for your office and your unit. Elements of
consideration will include how your managers and personnel will
perceive and successfully implement and communicate their
scorecards, the effectiveness of the feedback loops, and flexibility to
changing conditions, among other things.

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


made, your organization can learn quickly and effectively from them
and make adjustments along the way. This enables a continuous
ASPECTS LEAD or OUTCOME LAG or DRIVER

PURPOSE Assess performance results Measure intermediate


at the end of the activity processes, activities
and behavior

EXAMPLE Investigative Skill Coverage Hours spent training

STRENGTHS Usually objective and easily More predictive in


captured nature

Allows organization
to adjust behavior for
performance
improvement and refinement capability, which is critical to the
ISSUES Reflects pass successes, not Based on the long term success and sustainability of your scorecards.
current activities and hypotheses of Elements of consideration should include designing a good
decisions strategic cause and lessons learned process, and integrating the study and
effect
understanding of the results of this process into new project and
Often difficult to scorecard implementation processes.
collect supporting
data
9
10
FIRST LEVEL STRATEGY OF THE PNP
The issuance of a Memorandum from the Executive Secretary to institutionalize the PGS prompted the PNP to develop its own strategy
which resulted to the crafting of the first-level scorecard by the different directorates which was approved by the Chief, PNP.
The illustration shows the enterprise strategy or the PNP Transformation Roadmap 2030. It is a graphical and logical representation of
what the PNP will do to attain its vision.

Topping all perspectives is the Community which refers to the entire society or the people at large. And with the PNPs mission to
improve crime prevention and control and improve community safety awareness through community-oriented and rights-based policing,
the overall objective for the community will be attained which is to create a safer place to live, work and do business.

PHILIPPINE VISION: Imploring the aid of the Almighty, by 2030, WE shall be a highly capable,
NATIONAL 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 .
POLICE
MANDATE
Republic Act 6975 as amended by
RA 8551 and further amended by
RA 9708
MISSION
Enforce the law, prevent and control
crimes, maintain peace and order,
and ensure public safety and internal
security with the active support of the
community
PHILOSOPHY
Service, Honor and Justice

CORE VALUES
Maka Diyos
Makatao
Makabayan
Makakalikasan
11
THE STORY BEHIND THE PNP ROADMAP

Briefly, the story behind the PNP strategy conveys that in order for the organization to realize its goal, the drivers or the means how
each objective in every perspective is to be achieved, should be accomplished. It establishes a cause and effect relationship wherein
one cannot progress without the other. It all starts from the objectives stated in the resource management, being the foundation, all the
way up to the process excellence perspective.

The linking and interconnection of the objectives demands that the PNP must first maximize the use of available financial and logistical
resources since the PNP, as a National Government Agency, is largely dependent on the limited funding, provided by the National
Government through the General Appropriations.

Resource Management will then trigger the implementation of objectives by becoming the bedrock for all perspectives which forces the
institution to harness its resources and mobilize what it can to support all facets of police operations. But to realize this, the resources
provided must be made adequate through optimal use with high standards of transparency and accountability.

By optimizing, the PNP will be able to fund and support its initiatives under the Learning and Growth perspective and as a result,
ensures that personnel are kept motivated, competent and efficient. Also in this perspective, it is necessary to develop personnel,
beginning from recruitment up until retirement, through a well-defined career path based on human resource management and
development program. Improvement of organizational strategies, structures, systems and mechanisms must therefore be deployed to
support these undertakings that will guarantee an enabling environment conducive to human resource development.

With a developed competent, motivated and responsive organization, an improved crime prevention and control and community safety
awareness will result to Process Excellence. Objectives postulated herein constitute the PNPs critical internal processes. These objectives
indicate that systems and procedures need to be significantly improved if the institution were to move forward and gain the trust and
confidence of the public.
Finally, the Stakeholders Support perspective refers to the sectors and patrons the PNP serves, whose approval and support must be
won. Theyre comprised of lawmaking bodies, local government agencies, religious sectors and non-government organizations,
agreeably influencing the organizations endeavors. They are placed on both sides of the strategy map acting as support to all
perspectives.

12
THE PNP SCORECARD
The PNP roadmap is not complete if measures, targets and initiatives are not clearly spelled out. These are indicated in the PNP
Scorecard. The scorecard is the PNPs tool for measuring its performance based on the measures and targets indicated therein through
the execution of the strategic initiatives.
Resource Management
Starting off from the bottom, the first measure on Logistics Capability Index refers to the actual level of available equipment on
mobility, firearms and communication or simply, the percentage fill-up of move, shoot, and communicate capability. It is expected that
by year 2016, the capability index will be 95% sufficed through the Implementation of Reform on Logistics Management System. The
main office responsible for this measure is the Directorate for Logistics.

ACTUAL TARGETS
PNP OBJECTIVE MEASURE
2010 2011 2013 2016

Percentage of programmed
Optimize use of activities implemented based
80% 85% 90% 95%
financial and on the Annual Operations
logistical Plans and Budget
resources
Logistics Capability Index 41% 43% 45% 47%

In the same objective, the second measure indicates that all programs and activities
should be implemented based on the AOPB through the Reform of the Budget
System in the PNP.
Learning and Growth
On Learning and Growth perspective and under the measure to develop a
responsive police organization objective, to be able to determine whether a police
station is already communications technology compliant, there should be a telephone,
radio communications equipment, cell phone or facsimile machine manned by
competent PNP personnel.

13
On the other hand, the information technology compliant indicates that there should be internet connectivity with standard computer
equipment that can run systems applications and operated by adept IT personnel. For this year, the first major deliverable on Data
Warehousing Project (Phase 1) requires an amount of P50M, as funded by the PNP Capability Enhancement Program.
With regard to personnel concerns of
ACTUAL TARGETS having a responsive organization, two
PNP OBJECTIVES MEASURES new measures were identified. Both
2010 2011 2013 2016 measures require the initiative on the
Improvement of Human Resource
Develop Percentage of recruits Systems, entailing enhancement of
competent, belonging to top 20% in 0.005% 1% 3% 5% programs from recruitment to
motivated and their eligibility exams retirement of personnel. The first
values-oriented measure refers to the number of
PNP Personnel Percentage of personnel qualified personnel positioned to
with no criminal cases (non- 98% 100% 100% 100% commensurate to their qualifications or
service related) putting the right person for the right
job. It is intended to fill in PNP
Percentage of trained
30% 40% 50% 60% personnel according to the
personnel vs training needs
requirements presented in the Table
Personnel Satisfaction Index New of Organization.

Measure Under the objective to develop


competent, motivated and values-
Develop a Percentage of positions New oriented personnel, the second new
responsive police filled by qualified measure was formulated that aims to
organization personnel (third level) Measure monitor the level of morale and
welfare of PNP personnel. This will
Percentage of Information determine if the policies and
Technology compliant PNP guidelines that will ensure proper
43% 46% 52% 61% awards or incentives to all PNP
Stations (Standard IT
Compliance) personnel are fairly implemented and
observed.
Percentage of
Communications Technology 77% 78% 80% 83% The next measure is used to determine
compliant PNP Stations the percentage of trained personnel
vis-a-vis training needs. This is a

14
factor to close the competency gap of personnel through the initiative on the Improvement of Education and Training System. By 2016,
it is projected that the organization will provide proper training to 60% of its personnel. For this to happen, the creation of a
comprehensive training and information system database for both competency and specialized skills courses, and eligibility list
establishment per Office/Unit are the first two deliverables this year and early next year with a total funding requirements of P200,
000.00.
The other measure demonstrates the commitment of the PNP to reduce, if not to totally eliminate, the involvement of its personnel in
various crimes by aiming 100% this year and the coming years ahead.
The last remaining measure is in line with the PNPs thrust of appointing the best and the brightest among qualified applicants. The
target set for this year has been amplified to counter last years almost nil record, corresponding to only 0.005%, which is admittedly
miniscule to improve the recruitment selection. Hence, to openly address this, there are two major deliverables expected after
accomplishing related programs on the Improvement of Education and Training System, namely, the Development and Implementation
of Holistic Psychometric Exams and the Recruitment of Qualified Applicants, both having the necessary funding requirements pegged at
P54M.
ACTUAL TARGETS
Process Excellence PNP OBJECTIVES MEASURES
2010 2011 2013 2016
With the objective to improve crime
prevention and control as cited in the Improve community National Safety Index
Process Excellence perspective, Crime safety awareness 60.9% 62.9% 64.9% 66.9%
Solution Efficiency (CSE), Crime through community-
Clearance Efficiency (CCE) and oriented and human Respect Index
National Index Crime Rate (NICR) rights-based policing
are the gauges of police 72.6% 74.6% 76.6% 78.6%
effectiveness and efficiency in solving
crimes or incidents reported. CSE is
computed based on the total crimes National Index Crime Rate 16.53 15.7 14.92 14.7
solved over the total crime volume. Improve crime
Crime solved is when at least one prevention and Crime Clearance Efficiency 33.33% 35.00% 39% 45%
of the suspects is arrested and control
properly charged in court. While, Crime Solution Efficiency 20.79% 22.00% 24.00% 28.49%
CCE is calculated based on the total
crimes cleared over the total crime volume. It can be said that cleared crime is only plausible when the case is already filed in court.
The targets revealed in the scorecard that the PNP is expected to solve and clear crimes gradually. The two measures will only paint a
much better picture of performance in CY 2016, wherein the anticipated increase ranges from 4% to 6%, respectively. To accomplish

15
this, the initiative on the Improvement of Case Management is needed with P15M funding requirements to strengthen case evidence and
filing component.
Another initiative, the Police Integrated Patrol System (PIPS) is just one of the many noteworthy programs that may influence the
National Index Crime Rate. The PIPS is a consolidated and intensified law enforcement operation through aggressive foot and mobile
patrol, boarder patrols, sky patrol, motorized anti street crimes, operations and responsive public safety services in coordination with
other law enforcement agencies, force multipliers and the community. Just like the two previous measures, this too will only have a
minimal improvement based on the targets indicated in the scorecard. The first deliverable of the project for this year is the cascading
of the system which will be completed in CY 2012 with a total funding of P57.6M.
The two indices on the improvement of community awareness are indicators to measure the general perception on police performance
and the attitude of the public towards the PNP. To measure these, an online survey will be undertaken by the PNP through its own
web-based application. The Barangay Peacekeeping Operations (BPO) is a significant initiative to answer the prime objective
pertaining to community-oriented and human rights-based policing. A catch-all community policing strategy which was institutionalized
through LOI 22/09 (BAYANIHAN) mandated the creation of Barangay Peacekeeping Action Teams or BPATs that served as force
multipliers or main operators of the BPO.
Community
ACTUAL TARGETS
PNP OBJECTIVE MEASURE
2010 2011 2013 2016

A safer place to Global Peace Index (HDI)


live, work and do Source: Web TBD TBD TBD
business

The last and final measure of the scorecard will be using the report of the UNDP to look at how the country fares with the rest of the
world, particularly on civic and community well-being as per crime and safety components are concerned.
The outcomes of the various strategic initiatives from managing resources to improving internal processes will consequently contribute to
the PNPs vision of a safe and secured nation towards economic growth and stability.

16
PRO SCORECARD WILL BE
SUBJECTED FOR
VALIDATION
PNP SECOND LEVEL STRATEGY
PNP SCORECARD PRO SCORECARD

BL
TARGET TARGET

CONTRIBUTORY
PERSPECTIVE

PERSPECTIVE
IDENTICAL

NEW

N/A
PNP OBJECTIVE MEASURE OFFICE PRO OBJECTIVE MEASURE OPR

LEAD

2010
LAG
2010
2011 2013 2016 2011 2012 2013 2016
(Baseline)

A safer place to 1 Global Peace Index PMO


COMMUNITY

COMMUNITY
live, work and do (GPI)
business A safer place to live,
A A
work and do business

Improve 2 National Safety Index DPCR/ 1 Regional Safety Index NAG/


community safety DO, DI 60.90% 62.90% 64.90% 66.90% WBOS
awareness through & DIDM
B community-oriented 3 Respect Index Improve community 2 Respect Index NAG/
and human rights- 72.60% 74.60% 76.60% 78.60% Academe/
safety awareness
based policing B through community- WBOS
oriented and human
3 Percentage increase in the DPCR
rights-based policing
number of joint police
community-initiated
activities

Improve crime 4 National Index Crime DO/ 4 Regional Index Crime Rate DO
solution efficiency Rate DIDM,
16.53 15.7 14.92 14.17
DI,
DPCR
5 Crime Clearance DIDM/ 5 Regional Crime Clearance DIDM
Efficiency DO, DI 33.33% 35% 39% 45% Efficiency
& DPCR

6 Crime Solution Efficiency DIDM/ Improve crime 6 Regional Crime Solution DIDM
C
PROCESS EXCELLENCE

PROCESS EXCELLENCE
DO, DI 20.79% 22.00% 24.00% 28.49% solution efficiency Efficiency
& DPCR

7 Number of most wanted DIDM


persons (MWP) arrested

8 Percentage of wanted DIDM


persons arrested

Institutionalize 9 Percentage of dismissed DO


standard investigative cases due to investigative
D lapses
systems and
procedures
10 Percentage of DIDM
Modernize crime implementation of e-blotter
C reporting and system
E
analysis and promote
accountability

11 Percentage of total LACAP DI


adopted and implemented

Improve crime 12 Percentage reduction of DI


incidents perpetrated by
prevention and
F threat groups
control in partnership
with all stakeholders
13 Percentage of PAG DI
members neutralized

14 Percentage of successful DIDM


intelligence-led operations
(neutralizaion,arrest, and
prevention)

15 Percentage of counter-
Ensure effective use intelligence reports
G monitored,checked and
of police intelligence
acted upon

16 Percentage of intelligence
products disseminated and
used
LEARNING & GROWTH

LEARNING & GROWTH

Develop 7 Percentage of recruits DPRM 17 Percentage of recruits DPRM


competent, belonging to top 20% in belonging to top 20% in their
0.0050% 1% 3% 5%
motivated and their eligibility exams eligibility exams
values-oriented Develop competent,
PNP Personnel 8 Percentage of personnel DPRM motivated and 18 Percentage of personnel DPRM
D H
with no criminal case values-oriented PNP with no criminal and
(non-service related) Personnel administrative case (non-
98% 100% 100% 100%
service related)

17
9 Percentage of trained DHRDD 19 Percentage of trained DHRDD
personnel vs training 30% 40% 50% 60% personnel vs training needs
needs

10 Personnel Satisfaction DPRM 20 Personnel Satisfaction Index DPRM


Index New Measure

Develop a 11 Percentage of positions DPRM/ 21 Percentage of positions DPRM


responsive police filled by qualified DHRDD New Measure filled by qualified personnel
organization personnel (third level) (third level)
22 Percentage of PNP units
with functional PGS
scorecards

12 Percentage of DICTM Develo a responsive 23 Percentage of Information DICTM


E Information Technology I Technology compliant PNP
police organization
compliant PNP Stations 43% 46% 52% 61% Stations (Standard IT
(Standard IT Compliance)
Compliance)
13 Percentage of DICTM 24 Percentage of DICTM
Communications Communications
Technology compliant 77% 78% 80% 83% Technology compliant PNP
PNP Stations Stations

Optimize use of 14 Percentage of DC 25 Percentage of programmed DC


RESOURCE MANAGEMENT

financial and programmed activities activities funded &


logistical resources funded & implemented implemented based on the

RESOURCE MGT
based on the Annual 80% 85% 90% 95% Annual Operations Plans
Operations Plans and and Budget
Budget Optimize use of
F J financial and logistical
15 Logistics Capability resources 26 Percentage of logistics- DL
Index (Percentage fill-up related initiatives
of mobility, firearms, accomplished by the lower
communications and units
investigative equipment)

Forms of measure used in the formulation of the Balanced Scorecard


Measure Form PROS CONS

ABSOLUTE NUMBERS (ex. 50, 100, 150) Clear and simple; unambiguous One dimensional, does not consider context

INDICES (ex. Human Development Index = .0056) Provides broad general result Masks underlying individual variables

PERCENTAGES (ex. 85%) Good indicators of relative change used in measurement over Sometimes misunderstood or improperly used
time

RANKINGS (ex. 1st, 2nd, 3rd) Easy to compute and to understand Category definition often inconsistent

RATINGS (ex. Satisfaction Rating = +5) Good for nominal data Can be biased

RATIOS (ex. Police to Population = 1:660 ) Depict critical relationships to be managed (e.g. incremental Can be difficult to understand how to manage or effect
cost vs. revenue generated) relationship

18
MODULE 3
Setting targets and identifying strategic initiatives
Making sure youre hitting the right targets really comes down to following the thread among your strategic, operational and tactical
scorecards and their dashboards. If youre not hitting your strategic goals and objectives and you cant drill down to find the culprits at
the operational and tactical levels that are causing you to miss them, youve missed something very important.

By the same token, if youre having problems that are highlighted within your operational and tactical scorecards and dashboards and
they are not showing up as issues in your strategic level dashboards and scorecards, youve probably missed a key strategy. If, in the
final analysis, you find these kinds of issues with your dashboards, and you can honestly say they really dont matter one way or the
other, then you have to question why youre measuring them in the first place.

The whole point to hitting the right targets is one of linkage. You have to
make sure that everything at the operational and tactical levels ties to your
strategies. If they dont link, youve got problems and you need to get them
fixed, so get with your people and work the issues until they do link and that
you can drill up
and down through
the dashboards

Planning for the


resources
You will need to
understand and
apply your organizations resources when and where you need them most in
the planning stages of scorecard implementation, you must consider these
vital five points:

19
Resources are constrained. We never have enough people,
money, time, space for everything we want to do. For planning,
we need to tailor our approach to the level of available
resources we can dedicate, in terms of level of effort, timing, and
responseboth in funds and people.
Successful scorecards are collaborative. This can be a force
multiplier when planning your scorecard resourcing, because
everything in an organization is related to everything else.
Utilizing this characteristic in planning means aligning the
different available resources to support more than one
perspective or scorecard component, in order to gain advantage
with fewer resources.
Priorities can and will change. Plan for this, especially as
different priorities can and do impact resource allocation. Build
processes into your planning for shifts in direction, so that you are

prepared with contingencies.


The future is important, but so is the present. Its easy to get
caught up in the future, but you have to be careful not to
compromise the present. Watch your key risks regarding planning
for resources in the current state situation, and where they need to
be allocated best for scorecard support. Then, plan for an effective
transition for your resources toward supporting future initiatives.
What to do when you dont have what you need. Options include,
but are not limited to:
Paring down what you want to do
Stretching the time period for action
Planning for some of the resource responsibilities to be shared with
management and key leaders, to free up key resources

20
Focusing resources on your strategies
Identifying and focusing your strategies on all four perspectives of
the scorecard is only part of the equation although its no small
accomplishment in itself. You also need to ensure that you align and
focus your resources when implementing your strategies. This means
focusing like a laser beam on achieving your strategic goals and
objectives by applying the resources needed to succeed. Resources
to be budgeted include things like:
Money
Time (yours, and your personnel)
Administrative support and supplies
Training and education of your personnel (scorecards and
dashboards, team and process improvement skills, job skills,
etc.)
Space to meet and operate, and places and systems for
display and communication of scorecards and dashboards
Integrating scorecard and dashboard software with your
information technology systems and databases to allow
ongoing monitoring of your strategic and four perspectives
goals, objectives, and performance

Now, were not saying that you open up your wallet or purse and
start writing blank checks. Like any other organization, a good
amount of financial planning and cost accounting goes a long way.
The level to which you allow your teams autonomy to handle their
funding and make decisions on their own depends upon their
maturity and development in handling such decisions.

21
22
MODULE 4
PNP Dashboards
One of the most effective ways to ensure that your organization is on course on all
four perspectives of the Balanced Scorecard is through the use of dashboards.
Dashboards provide you with critical, current information about the operation of
your office or unit, just as your cars dashboard gives you critical, current
information about your car. Operational dashboards allow you to keep track of
how things are operating and let you know what needs attention either through
immediate action on your part (your engine light comes on, so you turn your engine
off) or through action in the near future (your gas-tank icon lights up, so you need
to put gas in before you run out).
Who should be involved with your dashboards and how

In answering the question of who should be involved with your dashboards and how, it comes down to pretty much everyone, in one
way or another. Your people will be involved in helping you to create them, providing the data and information to maintain them, and
using the information from them. Maybe the best way to approach this is to go down the list of who should be involved and how. Well
start off with the strategic level dashboard, then hit the operational level, and then finish up with a look at the tactical level dashboard.

When developing the strategic level dashboards, you will be dealing with the highest level of measures. Things like overall
organization-wide key measures for performance and progress towards strategic objectives. In essence, they help to align the
organization to its strategies. Strategic dashboards are typically highly summarized information, highly graphical, less frequently
updated than the operational and tactical dashboards (weekly, bi-weekly or monthly), and include global, external, trend, and growth
types of measures.

Strategic dashboards

To achieve your strategic alignment for your internal process dashboards the senior executives, people with titles like Chief Executive
Officer, Chief Information Officer, Chief this or that . . . well, you get the idea will need to work with the people that report to them.
Director or Managers are the people at the operational levels who will need to report upwards to the strategic level, ensuring that the

23
operational initiatives are achieving the strategies set by senior management. When the executives look at their dashboards and find
issues and concerns that are highlighted, they will drill down to the operational level measures that are driving their strategic level
measures. In this way, they can pinpoint the problem areas and take corrective actions.

PNP STRATEGIC DASHBOARD

Primary Drivers Indicators


2011 2012 2013
CRIME PREVENTION Crime Volume BASELINE TARGETS
Crime Ratio
Enhance community engagement % increase in the number of joint police community
initiated activities
Safety index
Intensify police operations % of personnel employed/deployed
Intensify intelligence and counter % of CI actionable reports validated
intelligence operations
Strengthen legal offensive % of cases vs CTs filed in court
% of cases vs CTs filed in CARHRIHL
CRIME SOLUTION Crime Solution Efficiency
Maintain and deploy competent % of investigative personnel trained and certified
investigative personnel % of trained and certified investigative personnel
deployed
Implement standard investigative % increase of cases filed in court
systems and procedures
Establish and maintain reliable Number of provincial / city and police stations equipped
investigative infrastructure with investigative infrastructure
Develop and maintain community Number of linkages initiated by investigators
and stakeholders support
Ensure fund support for Percentage of activities funded
investigative activities

24
Operational dashboards

In creating the operational level dashboards, Directors and Managers will need to work with the people who report to them. These
people will be frontline supervisors and leads. Operational dashboards involve the annual operating plan measures and their drivers.
These dashboards will typically report on key projects, initiatives and functional core operations that drive the strategic dashboard
measures.

When the strategic level dashboards are drilled down to find the underlying data and information that drive them, executives will find
the operational level dashboards and what they measure. The measures for the operational level dashboard will be at a more
detailed level than the strategic level dashboard measures. They will be measuring things like project performance, ongoing business
measures for the various organizational functions and those types of measures. When you drill down from the operational level
dashboards, you will find tactical level projects, initiatives and
process measures.

Tactical dashboards

Finally, at the tactical level, the supervisors and leads will get to the
very lowest level of detail for their dashboards. In setting them up,
they will work with their bosses at the operational level, and with
their frontline personnel the process workers. These dashboards
will be reporting on the detailed projects, initiatives and process
performance measures that are established to achieve the
operational annual plan goals and objectives. In addition to the
functional structure that was just detailed for setting up your
dashboards, youll need to get other staff functions involved, too.
You will need to involve anyone that will have input into the measures
being tracked or that will aid in setting up the dashboards.

The key to the whole process of setting up your dashboards is that


you need to take a collaborative approach. Consider who owns the
various types of information you will need, where it resides, and how
best to get at it. Then get the people you need involved early in the process.

25
PNP OPERATIONAL DASHBOARD

Operational (Secondary) KPI w/ OPR BL Targets Critical Action w/


Drivers 2011 2012 2013 OPR

CRIME PREVENTION: Enhance community engagement


Intensify community Number of community
awareness / information awareness activities initiated
activities
Intensify community Number of sectoral groups
organization and organized / mobilized (BPAT
mobilization activities force multipliers)
Promote Web-Based Number of participating
Online Survey respondents
CRIME PREVENTION: Intensify police operations
Strengthen FAs Control % of accounted loose FAs
Program (Regulatory against the estimated baseline
Function) data (Operations Branch)
Institutionalize LACAP Number of functional LACAP
(adopted)
Institutionalize PIPS Number of police station utilizing
PIPS
Intensify support role Number of ISO conducted
ISO
Intensify counter Number of target hardening
terrorism activities measures conducted
Enhance the security % reduction of crimes involving
and safety of tourist foreign and domestic tourists
Use of COMPSTAT by Number of police stations using
police station COMSTAT for crime prevention

26
Operational KPI w/ OPR BL Targets Critical Action w/
(Secondary) Drivers 2011 2012 2013 OPR

CRIME PREVENTION: Intensify intelligence and counter intelligence operations


Enhance Number of threat groups
Identification, neutralized
Detection, Target
Setting, Intervention,
Disruption (IDTID)
activities
Proper Employment Number of organized and utilized
of Brgy. Information BINs
Nets (BINs)
CRIME PREVENTION: Strengthen legal offensive
Intensify case build Number of criminal cases filed
up against threat
groups
Improve case Number of threat group cases
monitoring against resulting to conviction / dismissal
threat groups

27
Operational KPI w/ OPR BL Targets Critical Action w/
(Secondary) Drivers 2011 2012 2013 OPR

CRIME SOLUTION: Maintain and deploy competent investigative personnel


Have investigative Percentage of investigative
personnel trained and personnel trained / certified
certified
Fill up investigative Percentage of investigative
position with trained and positions filled up with
certified personnel trained/certified investigations
Timely deployment of Improvement in response time
investigators
Designate qualified Percentage of dedicated
investigative personnel investigators assigned to handle
to specific crime specific cases
incidents
Implement sound reward Number of recipients
and punishment system
CRIME SOLUTION: Implement standard investigative systems and procedures
Update investigative Percentage of investigative
personnel on personnel equipped with
investigative systems standard investigative systems
and procedures and procedure
Utilize available Percentage of Police Stations
investigative information using Web-based System
systems
Adopt case management Number of cases filed in court/
system Total Number of cases
investigated

28
Operational KPI w/ OPR BL Targets Critical Action w/
(Secondary) Drivers 2011 2012 2013 OPR
CRIME SOLUTION: Establish and maintain reliable investigative infrastructure
Conduct inventory of Number of investigative
infrastructure and infrastructure/equipment
equipment identified/accounted
Fill up lacking Percentage fill up
investigative
infrastructure and
equipment
Utilize and maintain Percentage of ICT-compliant
investigative / ICT stations
equipment
CRIME SOLUTION: Develop and maintain community and stakeholders support
Establish linkages with Number of linkages established
community and
stakeholders support

Generate support from Number of community /


community and stakeholders support generated
stakeholders
CRIME SOLUTION: Ensure fund support for investigative activities
Disburse fund support Number of investigative funded
for investigative
activities
Request fund support Number of special investigation
for special investigation supported
beyond the resources of
PPOs

29
Adding the Final Touches
After youve tested and proven your plan and have shared it with other managers and groups to get their feedback, you have another
task to accomplish before execution: You need to add the details the small yet significant items so necessary for a plan to enjoy
success. The following sections help you focus on the final touches that might be easily overlooked.
Taking care of the details
The following list outlines some details that allow you to put the final touches on your
scorecard foundation:
Clearly identify roles and responsibilities for the people who will play a part in
your plan to deploy Balanced Scorecards. Make sure you have their
commitment to these roles and responsibilities prior to execution.
Identify the milestones by which youll evaluate your plan and make them clear
on your scorecard. Also include the measurements on your dashboards so that
you can see and report progress quickly and efficiently.
Establish configuration control on the final version of your plan.
Start the clock rolling after you put your plan into motion, not before.
Put specific review dates on the calendar to review progress, performance, and
any other meetings or key activities regarding Balanced Scorecards and
dashboards. Get commitments from key participants for these reviews.
Track and adjust your plans/scorecards openly and honestly. Search for help
and advice from teams and other managers, and communicate frequently with
supervisors so that they know what youre doing and why.

Deciding When to Launch Your Balanced


Scorecard

30
After much hard work and preparation, its finally time to launch your scorecard! The key people are in place, metrics are selected and
allocated to the appropriate leg, and measurement systems are working to sustain the scorecard. But wait: there are two things that
must first be in place when you launch your scorecard.

The Scorecard passed the pilot, and everyone knows it!


The pilot is where you prove the value, worth, and effectiveness of your scorecard. By implementing your scorecard in a controlled pilot
environment, you can seen how it works, adjust as you go, and ensure that the goals and objectives are successfully met and perhaps
even exceeded. When your scorecard passes the pilot, be sure to share the success with everyone, every day, at every level
whenever you get the chance. You want word to spread about the success of the pilot, and about how getting workers involved with the
development and implementation of the scorecard was instrumental in this success. Also, you need to share the results in terms of key
performance impacts on the operations. By getting the word out, you are setting up for general acceptance and agreement as to the
overall value added of your scorecard. When you have completed this, you are ready to go to the second step.

The Scorecard is seen as genuinely adding value


Getting personnel to see the scorecard as adding value to your
organization is a critical step in the ultimate success of your
scorecard efforts. For scorecards to have lasting power, people have
to believe they will work, that they add value to the organization,
and that it is worth their while to participate in their success. You
have to be sure that most of the folks believe that the scorecard will
actually help them in their achievement of their goals and objectives,
and that this will work without appreciable added work involved.
You know this to be true. But you need to be confident in this shared
belief. Once you have confidence that most of the people are willing
to work with their scorecard, and feel comfortable with the success of
the Pilot, you are ready to launch!

31