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MODULE 1

Introduction to PNP ITP-PGS (PNP PATROL Plan 2030)

Considering the PNP’s 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 Ordoñez which identified variables such as the PNP’s 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 PNP’s 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 organization’s 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 PNP’s transformation program further as it once again harnessed the PNP’s 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

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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 Kaplan’s 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, you’ll get your first glimpse at what a Balanced Scorecard is and how it works. You’ll see that scorecards aren’t 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 today’s 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 today’s 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: It’s

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 today’s 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.

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So, what is the Balanced Scorecard? In short, it’s 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 you’ll 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.

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4. Set up support for the scorecards. You’ll 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 don’t leave until your strategy map is done (make sure you order some coffee

or iced tea — and don’t forget the pancit canton with hot pandesal!).

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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 don’t 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 you’re at it, look for a consistent thread regarding your vision, mission, values, and guiding principles. If these statements aren’t consistent, revise them

to make them so.

Drafting the strategy map

If you’ve 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

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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 you’ll 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 today’s 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.

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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 you’ll 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 you’ll 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.

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4. Set up support for the scorecards. You’ll 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

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.

ASPECTS LEAD or OUTCOME LAG or DRIVER

PURPOSE Assess performance results at the end of the activity

• Measure intermediate processes, activities

and behavior

EXAMPLE Investigative Skill Coverage • Hours spent training

STRENGTHS Usually objective and easily

captured • More predictive in

nature

• Allows organization to adjust behavior for

performance

ISSUES Reflects pass successes, not current activities and

decisions

• Based on the hypotheses of strategic cause and

effect

• Often difficult to collect supporting

data

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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 PNP’s 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

NATIONAL

POLICE

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

CORE VALUES Maka Diyos

Makatao Makabayan

Makakalikasan

MANDATE

Republic Act 6975 as amended by RA 8551 and further amended by

RA 9708

PHILOSOPHY Service, Honor and Justice

VISION: Imploring the aid of the Almighty, by 2030, WE shall be a highly capable,

effective and credible police service working in partnership with a responsive

community towards the attainment of a safer place to live, work, and do business.

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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 PNP’s 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 Stakeholder’s Support perspective refers to the sectors and patrons the PNP serves, whose approval and support must be won. They’re comprised of lawmaking bodies, local government agencies, religious sectors and non-government organizations, agreeably influencing the organization’s endeavors. They are placed on both sides of the strategy map acting as support to all

perspectives.

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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 PNP’s 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.

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.

PNP OBJECTIVE MEASURE ACTUAL TARGETS

2010 2011 2013 2016

Optimize use of financial and logistical resources

Percentage of programmed activities implemented based on the Annual Operations

Plans and Budget

80% 85% 90% 95%

Logistics Capability Index 41% 43% 45% 47%

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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 having a responsive organization, two new measures were identified. Both measures require the initiative on the Improvement of Human Resource Systems, entailing enhancement of programs from recruitment to retirement of personnel. The first measure refers to the number of qualified personnel positioned to commensurate to their qualifications or “putting the right person for the right job”. It is intended to fill in PNP personnel according to the requirements presented in the Table

of Organization.

Under the objective to develop competent, motivated and values-oriented personnel, the second new measure was formulated that aims to monitor the level of morale and welfare of PNP personnel. This will determine if the policies and guidelines that will ensure proper awards or incentives to all PNP personnel are fairly implemented and

observed.

The next measure is used to determine the percentage of trained personnel vis-a-vis training needs. This is a

PNP OBJECTIVES MEASURES ACTUAL TARGETS

2010 2011 2013 2016

Develop competent, motivated and values-oriented

PNP Personnel

Percentage of recruits belonging to top 20% in

their eligibility exams 0.005% 1% 3% 5%

Percentage of personnel with no criminal cases (non-

service related) 98% 100% 100% 100%

Percentage of trained

personnel vs training needs 30% 40% 50% 60%

Personnel Satisfaction Index

New

Measure

Develop a responsive police

organization

Percentage of positions filled by qualified

personnel (third level)

New

Measure

Percentage of Information Technology compliant PNP Stations (Standard IT

Compliance)

43% 46% 52% 61%

Percentage of Communications Technology

compliant PNP Stations 77% 78% 80% 83%

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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 PNP’s thrust of appointing the best and the brightest among qualified applicants. The target set for this year has been amplified to counter last year’s 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.

Process Excellence

With the objective to improve crime prevention and control as cited in the Process Excellence perspective, Crime Solution Efficiency (CSE), Crime Clearance Efficiency (CCE) and National Index Crime Rate (NICR) are the gauges of police effectiveness and efficiency in solving crimes or incidents reported. CSE is computed based on the total crimes solved over the total crime volume. “Crime solved” is when at least one of the suspects is arrested and properly charged in court. While, 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

PNP OBJECTIVES MEASURES ACTUAL TARGETS

2010 2011 2013 2016

Improve community safety awareness through community-oriented and human

rights-based policing

National Safety Index 60.9% 62.9% 64.9% 66.9%

Respect Index

72.6% 74.6% 76.6% 78.6%

Improve crime prevention and

control

National Index Crime Rate 16.53 15.7 14.92 14.7

Crime Clearance Efficiency 33.33% 35.00% 39% 45%

Crime Solution Efficiency 20.79% 22.00% 24.00% 28.49%

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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

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 PNP’s vision of a safe and secured nation towards economic growth and stability.

PNP OBJECTIVE MEASURE ACTUAL TARGETS

2010 2011 2013 2016

A safer place to live, work and do

business

Global Peace Index (HDI)

Source: Web TBD TBD TBD

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PNP SECOND LEVEL STRATEGY

PNP SCORECARD PRO SCORECARD

PE

RS

PE

CT

IVE

PNP OBJECTIVE MEASURE

OFFICE

TARGET

IDE

NT

ICA

L

CO

NT

RIB

UT

OR

Y

NE

W

N/A

PE

RS

PE

CT

IVE

PRO OBJECTIVE MEASURE OPR

BL

TARGET

LE

AD

LA

G

2010 (Baseline)

2011 2013 2016

20

10

2011 2012 2013 2016

CO

MM

UN

ITY

A

A safer place to live, work and do

business

1 Global Peace Index (GPI)

PMO

CO

MM

UN

ITY

A A safer place to live, work and do business

PR

OC

ES

S E

XC

EL

LE

NC

E

B

Improve community safety awareness through

community-oriented and human rights-based policing

2 National Safety Index DPCR/ DO, DI & DIDM

60.90% 62.90% 64.90% 66.90%

PR

OC

ES

S E

XC

EL

LE

NC

E

B

Improve community

safety awareness through community-oriented and human

rights-based policing

1 Regional Safety Index NAG/ WBOS

3 Respect Index

72.60% 74.60% 76.60% 78.60%

2 Respect Index NAG/ Academe/

WBOS

3 Percentage increase in the number of joint police

community-initiated activities

DPCR

C

Improve crime solution efficiency

4 National Index Crime Rate

DO/ DIDM,

DI,

DPCR

16.53 15.7 14.92 14.17

C Improve crime solution efficiency

4 Regional Index Crime Rate DO

5 Crime Clearance

Efficiency

DIDM/

DO, DI & DPCR

33.33% 35% 39% 45%

5 Regional Crime Clearance

Efficiency

DIDM

6

Crime Solution Efficiency

DIDM/ DO, DI

& DPCR

20.79%

22.00%

24.00%

28.49%

6 Regional Crime Solution Efficiency

DIDM

7 Number of most wanted persons (MWP) arrested

DIDM

8 Percentage of wanted persons arrested

DIDM

D

Institutionalize

standard investigative systems and procedures

9 Percentage of dismissed cases due to investigative lapses

DO

E

Modernize crime reporting and analysis and promote

accountability

10 Percentage of implementation of e-blotter

system

DIDM

F

Improve crime

prevention and control in partnership with all stakeholders

11 Percentage of total LACAP adopted and implemented

DI

12 Percentage reduction of incidents perpetrated by threat groups

DI

13 Percentage of PAG members neutralized

DI

G Ensure effective use

of police intelligence

14 Percentage of successful intelligence-led operations (neutralizaion,arrest, and

prevention)

DIDM

15 Percentage of counter-

intelligence reports

monitored,checked and acted upon

16 Percentage of intelligence

products disseminated and used

LE

AR

NIN

G &

GR

OW

TH

D

Develop competent,

motivated and values-oriented PNP Personnel

7 Percentage of recruits belonging to top 20% in

their eligibility exams

DPRM

0.0050% 1% 3% 5%

LE

AR

NIN

G &

GR

OW

TH

H

Develop competent, motivated and values-oriented PNP Personnel

17 Percentage of recruits belonging to top 20% in their

eligibility exams

DPRM

8 Percentage of personnel with no criminal case (non-service related)

DPRM

98% 100% 100% 100%

18 Percentage of personnel with no criminal and administrative case (non-

service related)

DPRM

PRO SCORECARD WILL BE

SUBJECTED FOR

VALIDATION

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9 Percentage of trained personnel vs training

needs

DHRDD

30% 40% 50% 60%

19 Percentage of trained personnel vs training needs

DHRDD

10 Personnel Satisfaction Index

DPRM

New Measure

20 Personnel Satisfaction Index DPRM

E

Develop a

responsive police organization

11

Percentage of positions

filled by qualified personnel (third level)

DPRM/

DHRDD

New Measure

I Develo a responsive

police organization

21 Percentage of positions

filled by qualified personnel (third level)

DPRM

22 Percentage of PNP units

with functional PGS scorecards

12 Percentage of

Information Technology compliant PNP Stations (Standard IT

Compliance)

DICTM

43% 46% 52% 61%

23 Percentage of Information

Technology compliant PNP Stations (Standard IT Compliance)

DICTM

13 Percentage of Communications

Technology compliant PNP Stations

DICTM

77% 78% 80% 83%

24 Percentage of Communications

Technology compliant PNP Stations

DICTM

RE

SO

UR

CE

MA

NA

GE

ME

NT

F

Optimize use of

financial and logistical resources

14 Percentage of

programmed activities funded & implemented based on the Annual

Operations Plans and Budget

DC

80% 85% 90% 95%

RE

SO

UR

CE

MG

T

J

Optimize use of

financial and logistical resources

25 Percentage of programmed

activities funded & implemented based on the Annual Operations Plans

and Budget

DC

15 Logistics Capability Index (Percentage fill-up of mobility, firearms,

communications and investigative equipment)

26 Percentage of logistics-related initiatives accomplished by the lower

units

DL

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 time

Sometimes misunderstood or improperly used

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 cost vs. revenue generated)

Can be difficult to understand how to manage or effect relationship

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MODULE 3

Setting targets and identifying strategic initiatives Making sure you’re hitting the right targets really comes down to following the thread among your strategic, operational and tactical scorecards and their dashboards. If you’re not hitting your strategic goals and objectives and you can’t drill down to find the culprits at the operational and tactical levels that are causing you to miss them, you’ve missed something very important. By the same token, if you’re 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, you’ve 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 don’t matter one way or the other, then you have to question why you’re 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 don’t link, you’ve 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 organization’s resources when and where you need them most in the planning stages of scorecard implementation, you must consider these

vital five points:

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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

response—both 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. It’s 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 don’t 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

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Focusing resources on your strategies

Identifying and focusing your strategies on all four perspectives of the scorecard is only part of the equation — although it’s 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, we’re 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.

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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 car’s 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. We’ll

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

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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 intelligence operations

% of CI actionable reports validated

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 investigative personnel

% of investigative personnel trained and certified

% of trained and certified investigative personnel deployed

Implement standard investigative systems and procedures

% increase of cases filed in court

Establish and maintain reliable investigative infrastructure

Number of provincial / city and police stations equipped with investigative infrastructure

Develop and maintain community and stakeholders support

Number of linkages initiated by investigators

Ensure fund support for investigative activities

Percentage of activities funded

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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, you’ll 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.

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PNP OPERATIONAL DASHBOARD

Operational (Secondary)

Drivers KPI w/ OPR BL Targets Critical Action w/

OPR 2011 2012 2013 CRIME PREVENTION: Enhance community engagement

Intensify community awareness / information

activities

Number of community awareness activities initiated

Intensify community organization and

mobilization activities

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

Promote Web-Based Online Survey

Number of participating respondents

CRIME PREVENTION: Intensify police operations Strengthen FAs Control

Program (Regulatory Function)

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

Institutionalize LACAP Number of functional LACAP (adopted)

Institutionalize PIPS Number of police station utilizing PIPS

Intensify support role

ISO Number of ISO conducted

Intensify counter terrorism activities

Number of target hardening measures conducted

Enhance the security and safety of tourist

% reduction of crimes involving foreign and domestic tourists

Use of COMPSTAT by police station

Number of police stations using COMSTAT for crime prevention

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Operational

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

OPR 2011 2012 2013 CRIME PREVENTION: Intensify intelligence and counter intelligence operations

Enhance Identification,

Detection, Target Setting, Intervention,

Disruption (IDTID) activities

Number of threat groups neutralized

Proper Employment of Brgy. Information

Nets (BINs)

Number of organized and utilized BINs

CRIME PREVENTION: Strengthen legal offensive Intensify case build

up against threat groups

Number of criminal cases filed

Improve case

monitoring against

threat groups

Number of threat group cases

resulting to conviction / dismissal

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Operational

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

OPR 2011 2012 2013 CRIME SOLUTION: Maintain and deploy competent investigative personnel

Have investigative personnel trained and

certified

Percentage of investigative personnel trained / certified

Fill up investigative position with trained and

certified personnel

Percentage of investigative positions filled up with trained/certified investigations

Timely deployment of investigators

Improvement in response time

Designate qualified investigative personnel

to specific crime incidents

Percentage of dedicated investigators assigned to handle specific cases

Implement sound reward and punishment system

Number of recipients

CRIME SOLUTION: Implement standard investigative systems and procedures Update investigative

personnel on investigative systems

and procedures

Percentage of investigative personnel equipped with standard investigative systems and procedure

Utilize available investigative information

systems

Percentage of Police Stations using Web-based System

Adopt case management system

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

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Operational

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

OPR 2011 2012 2013 CRIME SOLUTION: Establish and maintain reliable investigative infrastructure

Conduct inventory of infrastructure and

equipment

Number of investigative infrastructure/equipment identified/accounted

Fill up lacking investigative

infrastructure and equipment

Percentage fill up

Utilize and maintain investigative / ICT

equipment

Percentage of ICT-compliant stations

CRIME SOLUTION: Develop and maintain community and stakeholders support Establish linkages with

community and stakeholders support

Number of linkages established

Generate support from community and

stakeholders

Number of community / stakeholders support generated

CRIME SOLUTION: Ensure fund support for investigative activities Disburse fund support

for investigative activities

Number of investigative funded

Request fund support for special investigation beyond the resources of

PPOs

Number of special investigation supported

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Adding the Final Touches

After you’ve 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 you’ll 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 you’re doing and why.

Deciding When to Launch Your Balanced Scorecard

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After much hard work and preparation, it’s 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!