Module6-Score Card Dashboard Formulation PDF

PNP P.A.T.R.O.L.
Plan 2030:
“Peace & Order Agenda for Transformation
& Upholding of the Rule-Of-Law”
Charter Statement Scorecard
• One-page • Translated to
Roadmap implementable
format
4 Strategic Elements of a Scorecard
OBJECTIVE MEASURE TARGET INITIATIVE
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Strategic Elements
OBJECTIVE
Statement of what
strategy must be NHQ- 7
achieved and
what’s critical
to its success PRO - 10
What should be done to

effectively pursue a given
strategic priority (objective)?

Strategic Elements
Perspective 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 values-
oriented PNP personnel
6. Develop a responsive and highly professional police
organization
Resource Management 7. Optimize use of financial and logistical resources
Strategic Elements
Structure of an Objective: V + A + N
Verb (Action) Adjective Noun
Improve crime prevention
Improve crime solution
Improve community safety awareness
Develop competent, motivated, disciplined and personnel
values-oriented PNP
Develop a responsive and highly professional police organization
Optimize use of financial and logistical resources
Strategic Elements
OBJECTIVE MEASURE TARGET

Statement of How The level of
what strategy NHQ- 19
performance
must achieve performance
or rate of
and what’s against an improvement
critical to its objective is PRO
needed- 26
success quantified
• success measure What

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

Why measures matter
If you can’t measure it, you can’t manage it.

If you can’t manage it, you can’t improve it.
-- Kaplan & Norton, BSC Creators (and many others)
‘What get’s measured get’s done!!!!

-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)

Purpose of strategic measures
• Measures drive desired

behavior.
• Measures test the validity of

the strategy.

Measures can take many forms
Measure Form Advantages Disadvantages

One dimensional, does not
Absolute numbers Clear and simple; unambiguous consider context
Provides broad general result Masks underlying individual

(multi-variate analysis) variables
Indices
Good indicators of relative Sometimes misunderstood or

change used in measurement improperly used
Percentages
over time
Easy to compute and to Category definitions often
understand objective inconsistent
Rankings
Ratings Good for nominal data Can be biased
Depict critical relationships to be Can be difficult to understand

managed (e.g., incremental cost how to manage/effect
Ratios
vs. revenue generated) relationship

Examples of Measures used by the PNP
Measure
Measure
Form
Absolute • Number of MCs, LOIs, SOPs, Manuals and Issuances amended and developed
numbers • Number of PNP proposed bills adopted by both houses of Congress
• National Safety Index
• Respect Index
Indices
• 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
Percentages • Percentage of filled up TO positions with competent personnel for 3rd level PCOs
• Percentage of personnel with guilty of administrative and case and/or convicted
of criminal case.
• Percentage of trained personnel vs training needs
• Percentage of IT-compliant PNP stations
• Percentage of CT-compliant PNP stations
Two types of strategic measures
LAG MEASURE LEAD MEASURE

(OUTCOME) (DRIVER)
Assess performance results at Measure intermediate
PURPOSE the end of a period or activity processes, activities and
behavior
“customer retention” “hours spent w/ customers”

EXAMPLES
“strategic skill enhancement” “hours spent cross training”
• Usually objective and easily • More predictive in nature
STRENGTHS captured • Allows org to adjust
• Comparable to Past behaviors for performance
performance (Cause & Effect)

Lead & Lag Measures
Objective: Maintain Ideal Weight
LEAD (Drivers) LAG (Outcome)
• Exercise  # sessions in  Reduce Weight  Gain Weight
the gym
 # kilometers
jog/walk
 # Calories
• Diet
intake
 # of Salad
• Eat salad meals

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.)

Strategic Elements

Statement of How success
The level of Key action
what strategy in achieving programs
must achieve the strategy performance
required to
and what’s will be or rate of achieve
critical to its gauged and improvement objectives
success tracked
needed
strategic element
• success measure • project
What targets should be set
• metric • goal
• program
in the intervening• KPI
years? • performance level • action plan

Target Setting
TARGET
‘SWEET SPOT’
‘(Look for targets that have
some level of stretch but still
feel realistic)
MOTIVATION

Purpose of Target Setting
Comparing targets with a performance standard allows

us to:
• Assess performance /manage performance (Leading

forward or Pulling backwards)
• Evaluate & measure strategic progress (Slow / Fast)
• Make better decisions
• Build motivation & commitment (Learn, improve & grow)

Stretch targets
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

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

Strategic Elements
INITIATIVE
Key action
programs
required to
reach the
target
• success measure
What
• metric
initiatives must
• goal be • project
undertaken • performance
to fill-in the level
• KPI • program
performance gap? • activities
• action plan
Strategic initiative
Strategic Initiatives close

the performance gap
INITIATIVES (between current & desired
performance)
Cascading the PNP Strategy

ITP Strategy
© 2010
© 2010
Institute
Institute
for Solidarity
for Solidarity
in Asia
in Asia
Closing the ‘GAP’
ARTICULATES THE TRACKS OUR PROGRESS HELPS CLOSE THE

COMPONENTS OF TOWARD ACHIEVING AND PERFORMANCE GAP
OUR STRATEGY COMMUNICATING THE INTENT
OF THE OBJECTIVE
E
X Improve crime • Reduction of Percentage Supervise
A prevention Index Crime reduction from institutionalization
M
P
baseline of PIPS
L
E

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
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 CPNP SCORECARD
operationalize the strategy map.
This tool is used at the strategic DIRECTORATE SCORECARDS
level which includes the following
PRO SCORECARD
offices: CPNP (Agency), the D-
Staff (2nd Level), the PRO (2nd STRATEGIC
Level) and the NSU (2nd Level).
Dashboard, on the other hand, is

used at the Operational
PPO SCORECARD (DASHBOARD)
(PPO/CPO/Battalion/NSU-RO)
and Tactical (CPS/MPS /
Numbered Station/Company)
Level. Since it is operational and OPERATIONAL
tactical, dashboard is primarily
focused on the actual delivery of
police services.
SCORECARD
(PNP/D-STAFF/PRO/NSU)
Objective (Strategic) Measure Target Initiative
(Programs,
Projects, Activities)
DASHBOARD
(PPO/CPO/CPS/MPS)
Objective Performance Target Activities
(Operational /Tactical) Indicator
• Primary Driver
• Secondary Driver
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 • Crime prevention
• Modernize crime reporting & analysis • Crime solution
• Improve crime prevention & control
• Ensure effective use of intelligence
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 Performance Target O
Critical O
Activities Funding
Drivers Improvement Indicator P Action P Requirement
(PI) R Steps R
From To
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
Desired Destination
Objective
Activities Specific workable tasks to move

the PI
Critical ‘Must do’ actions to hurdle barriers

Action or obstacles along the way
Steps
Dials or metrics on the
Performance dashboard for measuring progress
Indicator (speedometer, temp gauge, etc)
“How” to bring the car to its

Drivers destination (Primary & Secondary)
PD or CD, COP
Drivers GOAL or
Objective
•“HOW” •“WHAT”
inputs & processes to Crime Prevention
attain the objective
(Primary & Secondary) Crime solution
•How to bring your car •Desired destination

to desired destination
Primary drivers broken down to
specific operational or tactical
Secondary activities that are directly
Drivers measurable
(Maintain safe speed and rpm) or
-enhance the security & safety of

tourist
-Sustain the implementation of LACAP
“How” to bring the car to its desired

destination
Primary
Drivers
(Drive the car safely) or
Intensify Police Operation

GOAL or
Objective Desired Destination
(Crime Prevention & Solution)
‘Must do’ actions to hurdle barriers

Critical
or obstacles
Action
Steps

Performance dashboard for measuring progress
Indicator (speedometer, temp gauge, etc)
“How” to bring the car to its desired

Primary destination
Drivers
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

PI makes an operational driver visible.
•measures some improvement
•can be tracked frequently
•target setting is yearly

Nr of
Nr of PS fully participating
utilizing PIPS respondents
to WBOS
% of % of ICT-
investigative compliant
positions police
filled with stations
trained /cert Performance
invstgtrs Indicator
% of
accounted Number of
loose PS using
firearms COMSTAT
Number of % reduction
functional of crimes
LACAP involving
tourists
Examples and analogy of performance indicators

GOAL or
(Crime Prevention & Solution)
‘Must do’ actions to hurdle barriers

Critical
or obstacles
Action
Steps

Performance
dashboard for measuring progress (
Indicator
Drivers “How” to drive the car to its

destination (Primary & Secondary)
PD or CD
Critical ‘Must do’ actions to hurdle barriers
Action or obstacles
Steps
Origin Destin
Straight line ation/
Object
ive
Barrier
or Destin
Origin ation/
Obstacle Object
ive
GOAL or
Activities Specific workable tasks to

move the PI
Critical Actions ‘Must do’ actions to hurdle

Steps barriers or obstacles
Dials/metrics on the dashboard

Performance
for measuring progress
Indicator
Drivers “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 Desired State

(From) (To)
Process (Old Model) Process(Hybrid Car)

- manual steering - Auto steering
- no ABS - with ABS
- no backing sensor - backing sensor
- no navigator guide - GPS
DASHBOARD
-Limited access to -Broader access to
police related police related
information by the information by the
community community
-Unilateral approach in -Consultative approach
decision-making (involving community)
OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Process Improvement Performance Target O
Critical Action Steps O
Drivers Indicator P P
(PI) R R
From To
Desired
Destination/Goal
Objective
(PI) R R
From To
“How” to attain
the
objective/reach
the destination
(PI) R R
From To
Enhance the
security and
safety of
tourist
Use of
COMPSTAT by
Primary Drivers
police station broken down to
measurable
Operational or
Tactical activities
(PI) R R
From To
Enhance the Partial Full
security and implementati implementati
safety of on on
tourist
Upgrading or
Use of Disparate Optimum advancement in
COMPSTAT by data/informat utilization of processes to attain
police station ion as basis integrated the desired state
for crime spatial and
prevention time-based
activities data/informat
ion as basis
for crime
prevention
(PI) R R
From To
Enhance the Partial Full % reduction of
security and implementati implementati crimes involving
safety of on on foreign and Readily visible
tourist domestic Measure of
tourists Improvement
Use of Disparate Optimum Number of

COMPSTAT by data/informat utilization of police stations
police station ion as basis integrated using COMSTAT
for crime spatial and for crime
prevention time-based prevention
activities data/informat
ion as basis
for crime
prevention
Objective 1: Crime Prevention & Control
Secondary Performance Target Critical
O O Activities
Drivers Indicator Action
2013 2014 2015 2016 Jan- P P
(PI) Steps
BL R
Jun R
Institutionali Number of O O
ze LACAP functional 20 30 40 50 16 P unit- imposed
P
LACAP N yearly doable
N
(adopted) and definable
aim (PI) to be
Enhance the % reduction of T achieved that
security and crimes involving
10% 50% 67% 33% P are readily
safety of foreign and
tourist domestic 20/20 (18/20) (9/18) (3/9) (6/20)
A trackable at any
tourists D 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 2014 2015 2016 GAIN
(BASELINE) (Jan-Jun)
Preceding
Current
year
year
HOW DO WE SET TARGET
(Simplified)
A. Based on performance/incident historical data
(at least 5 years)
Example: Arrests
80 72 ? ? ?
70 60
60 51
50 42
40 35
30
20
10
0
Yr Yr Yr Yr Yr Yr Yr Yr
2009 2010 2011 2012 2013 2014 2015 2016
Actual Performance Target

(Simplified)
We either use linear trending (averaging) or
exponential trending (trending).
1) Averaging (Linear Trending)
For the past 5 years:
Year Arrests Increase
Yr 2009 35 Ave Increase = 9.25
Yr 2010 42 7 or 10
(there is no 0.25 arrest)
Yr 2011 51 9
Yr 2012 60 9 Therefore, this is the
Yr 2013 72 12 Minimum Increase
Ave Increase 9.25 starting from the last
year (2013).
(Simplified)
Plotting:
Arrests
100 102
90 92
80 82
70 72
60 60
50 51
40 42
35
30
20
10
0
2009 2010 2011 2012 2013 2014 2015 2016

(Simplified)
2) Trending (Exponential Trending)

Arrests
80
72
? ? ?
70
60 60
50 51
40 42
35
30
20
10
0
2009 2010 2011 2012 2013 2014 2015 2016

(Simplified)
2) Trending (Exponential Trending)

For the past 5 years:
Year Arrests Incr Incr Rate
Rate of Increase = 1.67
Yr 2009 35 or 2
Yr 2010 42 7 (there is no 0.67 arrest)
Yr 2011 51 9 2
Yr 2012 60 9 0 Therefore, this is the
minimum increase to
Yr 2013 72 12 3
the initial increase from
Ave Increase 9.25 1.66 the last year (2013).
(Simplified)
Computing for the next 3 (three) years
Arrests Rate of Target

Year Increase
(Actual) Increase (Projected)
Yr 2012 60
Yr 2013 72 10 2
Yr 2014 12 (10+2) 2 72+12 = 84
Yr 2015 14 (12+2) 2 84+14 = 98
Yr 2016 16 (14+2) 2 98+16 = 114
(Simplified)
Arrests
Plotting: 120 114
110
100 98
90
80 84
70 72
60 60
50 51
40 42
35
30
20
10
0
2009 2010 2011 2012 2013 2014 2015 2016

B. Based on dictated target (minimum set by higher
authority)
Targets set by the Directorate for Intelligence
• Number of BIN/Brgy - 2 BIN

• Number of members/BIN - 2 pax
Example:
• If, Number of Brgy – 15
• Then, Target (2014) = 2BIN/Brgy X 15 Brgys

= 30 BINs
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
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 Number of Total number of
visitations visitations/year 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
(PI) R R
From To
Enhance the Partial Full % reduction of T
security and implementati implementati P O
crimes involving
safety of on on foreign and A P
tourist domestic D N
tourists
Use of Disparate Optimum Number of

COMPSTAT by data/informat utilization of police stations
police station ion as basis integrated using COMSTAT
for crime spatial and O
for crime
prevention time-based prevention P
activities data/informat Accountable office / N
ion as basis
for crime
personnel (Target –
prevention Critical Action)
(PI) R R
From To
Enhance the Partial Full % reduction of T 1. Manpower
security and implementati implementati P 2. Training O
crimes involving
safety of on on foreign and A P
tourist domestic D N
tourists
Disparate Optimum
Use of
COMPSTAT by data/informat utilization of
Number of
Imperative
police stations
1. Hardware
police station ion as basis integrated Steps to

using COMSTAT
2. Software
for crime take to
for crime spatial and 3. Training O
prevention time-based preventionhurdle P
activities data/informat N
ion as basis
Barriers or
for crime obstacles
prevention
Secondary Performance Target Critical Action Steps
Drivers Indicator
O O Activities
P P
(PI) R R
T
Enhance the % reduction of 1. Manpower 1. Establishment of
P Specific workable O
security and crimes involving special tourist police
2. Training P
safety of foreign and A
tasks to move the N
assistance desk
tourist domestic D
tourists performance (TPAD) for known
indicator towards tourist destinations
the attainment of 2. Bike patrols in
the objective tourist areas
Use of Number of 1. Hardware 1. Conduct Weekly
COMPSTAT by police stations COMSTAT Meeting
O 2. Software O
police station using COMSTAT
P 3. Training P 2. Maintain & Update
for crime
N Crime Map & Clock
prevention N
3. Maintain, monitor &
analyze Crime
Statistics
4. Review and implement
responsive police
operations based on
Budget required to
execute an activity to
its completion
Primary Driver: Intensify or on a
Police Operations
Secondary Performance Target yearly basis Funding
O
Drivers Indicator P Requirement
(PI) 13 14 15 16 Jan- Activities R
Jun
% reduction 1. Establishment of
Enhance 40 20% 50% 63% 15 tourist police Php 52,710.00
the of crimes
(32/ (16/ (6/ assistance desk
security involving
40) 32) 16) (TPAD) for tourist
and safety foreign and
domestic destinations
of tourist
tourists 2. Bike patrols in
tourist areas
Number of 1. Conduct Monthly
Use of police COMSTAT Meeting Php 93,600.00
COMPSTAT
stations using 2/ 10/ 12/ 12/ 10 2. Maintain & Update
by police
COMSTAT for 12 12 12 12 Crime Map & Clock
station
crime 3. Maintain, monitor &
prevention analyze Crime Statistics
4. Review and implement
responsive police
operations based on
COMSTAT
Activity: Establishment of Tourist Police Assistance
Desks (TPADs) for tourist destination
Per Capita/Activity Cost:

Object
Particular Quantity Unit Cost Amount
Class
Wooden Table 1 pc 3,000 3,000
Chair 5 pcs 490 2,450
IEC materials 500 pcs 4.87 2,435
Tarpaulin 1 pc 900.00 900.00
Per Capita/Activity Cost 8,785.00
Number of TPADs 6
Total Cost 52,710.00
Activity: Conduct Monthly COMSTAT Meeting at the PS
Per Capita/Activity Cost:

Object
Particular Quantity Unit Cost Amount
Class
758 Snacks (AM) 10 Meals 30.00 300.00
755 Bond paper ½ Ream 190.00 95.00
755 Computer Ink (black) 10 Copies 5.00 50.00
755 Computer Ink (color) 10 Copies 7.50 75.00
761 POL 5 liters 52.00 260.00
Per Capita/Activity Cost 780.00
Target Police Station for 2014 10

Number of COMPSTAT/yr 12
Total Cost Php 93,600.00
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 Number of

Primary Drivers Secondary Drivers
Crime Prevention 4 14
Crime Solution 5 15
Total 9 29
The Objectives, Primary Drivers and Secondary Drivers listed is the minimum
requirement that must be included in the dashboard of PPO/CPO and CPS/MPS.
Other objectives and drivers may be added to reflect the peculiarity of the
area/environment.
Objective: CRIME PREVENTION
PRIMARY DRIVERS (4) SECONDARY DRIVERS (14)
1. Intensify community awareness / 3. Promote Web-Based Online
Enhance community information activities Survey (WBOS)
engagement 2. Intensify community organization
and mobilization activities
1. Strengthen FAs Control Program

5. Institutionalize PIPs
(Regulatory Function)
2. Sustain the implementation of 6. Intensify a ‘Law Enforcement’

LACAP approach to ISO
Intensify police operations 7. Use of COMPSTAT by police
3. Intensify counter terrorism station
activities
4. Enhance the security and safety of Intensify enforcement of

tourist special laws
Intensify intelligence and 1. Enhance Identification, Detection, 2. Proper employment of Barangay
counter intelligence Target Setting, Intervention, Information Nets (BINs)
Disruption (IDTID) activities
operations
1. Intensify case build up against 2. Improve case monitoring against
Strengthen legal offensive threat groups threat groups
Objective: CRIME SOLUTION
PRIMARY DRIVERS (5) SECONDARY DRIVERS (15)
1. Have investigative personnel trained and 4. Designate qualified investigative
certified personnel to specific crime incidents
Maintain and deploy competent 2. Fill up investigative position with trained 5. Implement sound reward and
investigative personnel and certified personnel punishment system
3. Timely deployment of investigators
1. Update investigative personnel on
investigative systems and procedures 3. Adopt case management system
Implement standard investigative
systems and procedures 2. Utilize available investigative information
systems
1. Conduct inventory of infrastructure and 3. Utilize and maintain investigative
equipment / ICT equipment
Establish and maintain reliable
investigative infrastructure
2. Fill up lacking investigative infrastructure
and equipment
Develop and maintain community 1. Establish linkages with community and 2. Generate support from
and stakeholders support stakeholders support community and stakeholders
2. Request fund support for special

1. Disburse fund support for investigative
Ensure fund support for investigation beyond the resources
activities
investigative activities of PPOs
PPO OPERATIONAL DASHBOARD
Primary Driver: Enhance Community Engagement
Secondary Process Improvement Performance Tar Critical Activities
O O
Drivers Indicator get P Action P
(PI) R Steps R
From To
Intensify Limited Broader access Number of Training
community access to to information community
awareness / police related awareness
information information activities initiated
activities (PCR Branch)
Intensify Limited More Number of Fund
community community aggressive sectoral groups Support
organization organization organizational organized /
and and work, mobilized (BPAT
mobilization mobilization mobilization, force multipliers)
activities and
intervention
Promote Web- Unilateral Consultative Number of 1.Hardwar
Based Online approach in approach in participating e
Survey decision decision respondents 2.Software
making making
(involving the
community)
ACTIVITIES
Intensify Community Intensify Community Promote WBOS
Awareness/info activities Organization/Mobilization
1. Client visits 1. Establishment of Police Info Drive

Assistance desks during
2. Symposia and lectures special occasions & holidays
3. Distribution of information 2. Establishment of Motorist

materials Assistance during special
occasions, summer vacation
4. Attendance to quad media and holidays
activities
Primary Driver: Intensify Police Operation
Secondary Process Improvement Performance Targ O Critical O Activities
Drivers Indicator et P Action P
From To (PI) R Steps R
Strengthen FAs Less effective More % of accounted

Control Program enforcement of effective/stricter loose FAs against the
(Regulatory FAs control law enforcement of estimated baseline
Function) and accounting FAs control law data (Operations
of loose FAs and accounting Branch)
of loose FAs
Sustain the Limited efforts Improved efforts Number of Non-
implementation functional LACAP Responsive
of LACAP LCE
Institutionalize Partial Full and Number of police 1. Mobility

PIPS implementatio sustained station utilizing PIPS 2. Commo
n implementation
Intensify a ‘Law Independent Strengthened Number of ISO manpower

Enforcement’ action collaborative conducted
approach to ISO actions/efforts
ACTIVITIES
Strengthen FAs Sustain the Institutionalize PIPS Intensify a ‘Law
Control Program implementation of Enforcement’
LACAP approach to ISO
1. Continue public 1.Request MLGOO local 1.Conduct of Police 1.Attendance to inter
information of FAs control DILG to spearhead in the visibility patrols agency fora through POCs
program implementation
2.Conduct of 2.Conduct of joint combat
2.Establishment of FAs 2.Facilitate the adoption of checkpoints/implementatio operations
desks in their municipal LACAP by POC n of OPLAN Checkmate,
stations OPLAN Angry Bird and 3.Training of personnel
3.Institutionalization of OPLAN Counterstrike 3.0
3.Implementation of SW LACAP 4.Unit dedicated to ISO
against delinquent gun 3.Liaisoning with Military
holders 4.Establishment of 12 and other LEA 5.Upgrading of combat
satellite offices, Laguna equipment of PPSCs
4.Establishment of SHIELD (1 Police, 2 BPATs, 1 4.Information gathering
checkpoints and PA) and surveillance activities
implementation of Oplan
Bakal 5.Effective maintenance of
vehicles and equipment
5.Conduct of info
gathering, surveillance and
arrest
Primary Driver: Intensify Police Operation
O O
(PI) R Steps R
From To
Intensify Limited effort Improved Number of target
counter counter- hardening
terrorism terrorism measures
activities efforts conducted
Enhance the Partial Full % reduction of 1.Manpower

security and implementati implementatio crimes involving 2.Training
safety of on n foreign and
tourist domestic tourists
Use of Disparate Optimum Number of police 1.Hardware

COMPSTAT by data/informat utilization of stations using 2.Software
police station ion as basis integrated COMSTAT for 3.Training
for crime spatial and crime prevention
prevention time-based
activities data/informati
on as basis for
crime
prevention
ACTIVITIES
Intensify counter terrorism Enhance the security and Use of COMPSTAT by police
activities safety of tourist station
1. Conduct of security survey 1. Establishment of one-stop 1. Conduct Weekly COMSTAT

2. Conduct of lectures/trainings shop tourist assistance desk for Meeting
3. Intelligence fusion identified tourist destinations 2. Maintain & Update Crime
4. Conduct of intelligence 2. Bike patrols Map & Clock
workshops and validations 3. Maintain & Monitor Crime
5. Strengthening of JOCC/JPSCC Statistics
6. Security officers of vital 3. Review and implement
installation seminar responsive police operations
based on COMSTAT
Primary Driver: Intensify Intelligence and Counter Intelligence
Drivers Indicator get O Action O
P P
(PI) Steps
R R
From To
Enhance Partial Full and Number of threat
Identification, implementati sustained groups neutralized
Detection, on implementatio
Target Setting, n
Intervention,
Disruption
(IDTID)
activities
Proper Under Full utilization Number of 1.Funds

employment utilization organized and 2.Attitude
of Barangay utilized BINs
Information
Nets (BINs)
ACTIVITIES
Enhance Identification, Detection, Target Proper employment of Barangay Information
Setting, Intervention, Disruption (IDTID) Nets (BINs)
activities
1. Conduct of police operations against Intelligence Operational Cycle (IOC)

identified threat groups
2. Validation of watchlist
3. Profiling and case build-up
4. Implementation of COPLANs
Primary Driver: Strengthen Legal Offensive
Secondary Process Improvement Performance Targ Critical Activities
Drivers Indicator et O Action O
P P
(PI) Steps
R R
From To
Intensify case Non- aggressive case Number of
build up aggressive build up efforts criminal cases filed
against threat case build up
groups efforts
Improve case Low Improve rate of Number of threat

monitoring conviction conviction group cases
against threat rate resulting to
groups conviction /
dismissal
ACTIVITIES
Intensify case build up against threat groups Improve case monitoring against threat groups
1. Inventory of cases filed 1. Conduct of liaisoning activities with Pillars of

2. Strengthen case build-up CJS
3. Conduct of regular meetings of CJS 2. Assignment of personnel to monitor cases
filed in court in urban municipalities
3. Monitoring of cases filed
Objective 2: Crime Solution
Primary Driver: Maintain & Deploy Competent Investigative Personnel
Secondary Process Improvement Performance Tar O Critical O Activities
Drivers Indicator get P Action Steps P
From To (PI) R R
Have investigative Basic / Competent / % of investigative

personnel trained untrained specialized personnel trained /
and certified certified
Fill up investigative Inadequate 100% fill up % of investigative

position with personnel positions filled up with
trained and trained/certified
certified personnel investigations
Timely deployment Most Sense of Improvement in 1. mobility
of investigators convenient urgency response time 2. commo

time 3. manpower
Designate qualified General Specific % of dedicated Manpower

investigative investigators assigned
personnel to to handle specific
specific crime cases
incidents
Implement sound “Sporadic“ Institutionalize Number of recipients
reward and reward and d reward and 1. Rewards
punishment system punishment punishment 2. Punishment
system
Primary Driver: Implement Standard Investigative Systems & Procedures
Secondary Process Improvement Performance Tar O Critical O Activities
From To
(PI) R Steps R
Update “Native Organized Percentage of

investigative Talent” investigative
personnel on personnel
investigative equipped with
systems and standard
procedures investigative
systems and
procedure
Utilize Manual Automated/We Percentage of 1. hardware,

available /Stand –alone b-based Police Stations 2. software
investigative System using Web-based 3. trainings
information System
systems
Adopt case Personality- Standard Number of cases
management based filed in court/
system Total Number of
cases investigated
Primary Driver: Establish & Maintain Reliable Investigative Infrastructure
O O
Drivers Indicator get P Action Steps P
From To (PI) R R
Conduct Existing TEA- based Number of

inventory of investigative
infrastructure infrastructure/equi
and pment
equipment identified/account
ed
Fill up lacking Inadequate 100% fill up Percentage fill up

investigative
infrastructure
and
equipment
Utilize and Non ICT- ICT-compliant Percentage of ICT- 1. Hardware

maintain compliant compliant stations 2. Software
investigative / 3. Training
ICT equipment
Primary Driver: Develop & Maintain Community & Stakeholders’ Support
Drivers Indicator get O Action O
P P
(PI) Steps
R R
From To
Establish Passive Active Number of
linkages with linkages
community established
and
stakeholders
support
Generate Weak Strong Number of

support from community /
community stakeholders
and support generated
stakeholders
Primary Driver: Ensure Fund Support for Investigative Activities
Secondary Process Improvement Performance Targ Critical Activities
Drivers Indicator et O Action O
P P
(PI) Steps
R R
From To
Disburse fund Arbitrary Program-based Number of
support for Disbursement Disbursement investigative
investigative activities funded
activities
Request fund Regular Special Release Number of special

support for MOOE of Funds investigation
special supported
investigation
beyond the
resources of
PPOs
TRANSFORMATION…
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE
AND CREDIBLE POLICE SERVICE"

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

OBJECTIVE MEASURE TARGET INITIATIVE

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

OBJECTIVE MEASURE TARGET INITIATIVE

What should be done to

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

OBJECTIVE MEASURE TARGET INITIATIVE

Perspective PNP Strategic Objectives

OBJECTIVE MEASURE TARGET INITIATIVE

OBJECTIVE MEASURE TARGET

OBJECTIVE MEASURE TARGET INITIATIVE

• success measure What

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

If you can’t measure it, you can’t manage it.

‘What get’s measured get’s done!!!!

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

• Measures drive desired

• Measures test the validity of

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Measure Form Advantages Disadvantages

Provides broad general result Masks underlying individual

Good indicators of relative Sometimes misunderstood or

Ratings Good for nominal data Can be biased

Depict critical relationships to be Can be difficult to understand

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

LAG MEASURE LEAD MEASURE

“customer retention” “hours spent w/ customers”

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

• A balanced scorecard contains a mix of both lead and lag

• No more than 25 measures (1.5 measures per objective)

• One lag measure (OUTCOME) for each strategic objective.

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

OBJECTIVE MEASURE TARGET INITIATIVE

OBJECTIVE MEASURE TARGET INITIATIVE

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Comparing targets with a performance standard allows

• Assess performance /manage performance (Leading

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Stretch targets are long-term and become the

• Set stretch targets (achievable but require change in

• Set targets for the outcome/lag measures first

• Avoid having two targets

• Use to motivate & control

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

Stretch targets are long-term and become the

• BASELINE: 2013 (previous year)

• Set Targets for : 2014 (Current year)

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

OBJECTIVE MEASURE TARGET INITIATIVE

Strategic Initiatives close

Cascading the PNP Strategy

ARTICULATES THE TRACKS OUR PROGRESS HELPS CLOSE THE

OBJECTIVE MEASURE TARGET INITIATIVE

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

You manage strategy by managing initiatives.

• Not “business as usual.”

It should have the following features:

Dashboard, on the other hand, is

Perspective Objective Measure Target Initiative

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

Activities Specific workable tasks to move