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SEQUENCE OF PRESENTATION
Learning Objectives 10 Reasons Why Strategic Plan Fails Quick Reminders of the Need for Monitoring and Evaluation Monitoring VS Evaluation Critical Elements in Monitoring and Evaluation What Do We Monitor and Evaluate? Analyzing the Balanced Scorecard and Dashboard Measures, Targets and Initiatives When Do We Monitor and Evaluate? How Do We Monitor and Evaluate? Institutionalizing the M&E in e-PGS Barriers to M&E Common Pitfalls in M&E What Do We Need from RPSMU
Learning Objectives
Understand how monitoring lays the groundwork for evaluation Identify the key elements of a comprehensive M&E system Identify the importance and objectives of monitoring and evaluation in strengthening and sustaining the PNP P.A.T.R.O.L. Plan 2030 Describe key steps to strengthening or establishing the M&E system
9/10
Vision Barrier
Only 5% of workforce understand the strategy.
Resource Barrier
60% of organizations do not link budget to strategy.
People Barrier
Only 25% of managers have incentives tied to strategy.
Management Barrier
85% of executive teams spend <1hr monthly discussing strategy.
If you cant measure it, you cant manage it. If you cant manage it, you cant improve it.
-- Kaplan & Norton, BSC Creators (and many others)
Stage 1: Develop the Strategy Stage 2: Plan the Strategy Stage 3: Align the Organization Stage 4: Plan Operations Stage 5: Monitor and Learn Stage 6: Test and Adapt
DEVELOP STRATEGY
Mission, values, vision Strategy Analysis Strategy Formulation
3
ALIGN THE ORGANIZATION
Business Units Support Units
6
STRATEGIC PLAN Strategy map Balanced Scorecard STRATEX
Performance measures
TEST / ADAPT
Profitability analysis Strategy correlations Emerging strategies
Employees
4
PLAN OPERATIONS
Key process improvement Sales planning Resource capacity plan Budgeting
5
Strategy Reviews D-Staff/NSUs Scorecards PROs Scorecards Operational Review PPO / CPOs MPS / CPS / Stations Initiatives (PPAs)
Results
EXECUTION Process Initiative
Proficiency
Compliance
Initiation
ENGAGEMENT OF STAKEHOLDERS
Internal Stakeholders Regional Advisory Group
What is Monitoring?
Monitoring can be defined as the ongoing process by which stakeholders obtain regular feedback on the progress being made towards achieving their goals and objectives. Not only concerned with asking are we taking the actions we said we would take? But also are we making progress on achieving the results that we said we wanted to achieve?
Limited approach - tracking projects and the use of the agencys resources.
Broader approach - tracking strategies and actions being taken by partners and non-partners, and figuring out what new strategies and actions need to be taken to ensure progress towards the most important results.
Why Monitor?
tracks progress toward the set program targets or performance standards identifies aspects of the program that are working according to plan and those that are in need of midcourse corrections so that timely improvements or changes can be made
What is Evaluation?
- a set of research questions and methods geared to reviewing processes, activities and strategies for the purpose of improving them in order to achieve better results. (Kahan & Goodstadt 2005)
- A course of action used to assess the value or worth of a program. (Farell et al.2002) - The process of assessing the impact of a project, programme or policy while it is in operation, or after it has come to an end
Why Evaluate?
Because there is a need to identify factors that cause plan or course of action to change and provide intervention(s) if necessary We need to measure how much things have changed because of the intervention(s) implemented There is a need for determination of merit, worth, or significance (Scriven 2007)
MONITORING
1. 2. 3.
2. Keep track; oversight, analyses and documents progress 3. Focuses on inputs, outputs, process, continued relevance, likely results at purpose l 4. Translate Objectives to performance indicators 5. Collect data on Indicators routinely 6. Report progress to stake holders & Alert them to problems and provides options for corrective actions 7. Internal self-assessment
4. 5.
6.
7.
EVALUATION Periodic: Mid-term, End term, Appraisal In-depth analysis compare planned with actual achievement Focuses on outputs in relation to inputs, results in relation to cost, processes, overall relevance, impact and sustainability Answers why and how results were achieved. Contributes to building theories and model Provide managers with strategy and policy options Internal and or External
Learn from
experience
Data Reliability, Integrity and Accuracy Truthfulness in Analysis and Interpretation Timeliness Commitment of Personnel/Unit Involved
3. Internal and External events that may lead to Scorecard and dashboard adjustment 4. Interventions needed to achieve target 5. Certification Process (4 Stages)
C A S C A D I N G
PNP SCORECARD
PERSPECTIV E
TARGET
PNP OBJECTIVE
MEASURE
OWNER
2010
(Baseline)
2011 Target
Accomplis hments
2013
2016
STRATEGIC INITIATIVES
COMMUNITY
136/153( ACTUAL)
133/158 (ACTUAL)
PROCESS EXCELLENCE
Improve community 2 safety awareness through communityoriented and human rightsbased policing 3
Respect Index
4 C
5 6
DO/ DIDM, 16.53 16.00 13.56 13.00 DI, DPCR DIDM/ Crime Clearance DO, DI 33.33% 35% 42% 45% Efficiency & DPCR DIDM/ Crime Solution DO, DI 20.79% 22.00% 29.02% 30.00% Efficiency & DPCR National Index Crime Rate
and its full operation is Case 75% expected by Investigation 72.6% No data (adopte last week of Management (ACRE 74.60% availabl d the October 2012 76.60% 78.60% Program Survey) e. 2011 (pnpwbos.com) target Case Monitoring Program 11.21 11.00 10.00
WBOS Project contract was awarded to 63% BIOS IT (adopte SOLUTIONS 63% (WBOS d the INC. is not 2011 yet fully target) operati WBOS is now onal) on trial run No data availabl e.
64.90% 66.90%
49.46% 34.65%
39%
45%
35.00% 40.00%
PERSPECTIVE
PRO8 OBJECTIVE
MEASURE
OPR
STRATEGIC INITIATIVES
PROCESS EXCELLENCE
Modernize Percentage of Crime Implementation reporting and E analysis and 11 of E-Blotter RIDMD promote System accountability
85%
F
Improve crime Percentage of prevention total LACAP and control in 12 ROPD partnership adopted and with all implemented stakeholders
13 146
10/133 or 7.5%
Intensify Limited Number of community access to Broader community awareness/ police access to awareness information related information activities activities information initiated
7,776
9,149
10,758
a. Lack of communication skills - training P for lecturer and C speakers bureau. R b. Time management for activities program the activities.
P C R / A D M I N
a. Conduct more Brgy Pulong-pulong. b. PNP-media corps forum/fellowshi 228,000.00 p. c. School & home visitation d. Distribution of information materials.
Target 2012
1019
2013
1,100
O P R
Critical Action
O P R
Activities
FR (Php)
25,440
Intensify Limited Broader Number of community access to access to community awareness/ police information awareness information related activities activities information initiated
a. Lack of communicat ion skills training for lecturer and speakers bureau. b. Time manageme nt for activities P a. aggressive C community R awareness activities
a. Conduct Barangay Pulongpulong. b. Media guesting /Forum c Visitation to: 1. Barangay 2. Schools 3. Religious sector 4. Home & business establishment 5 NGOs
6/10/2013
33
POLICY GUIDELINES & PROCEDURES: The specific tasks are aligned with the individual score card so that the Head of Office/Reviewer and the Supervisor/Rater shall use the data/information in the IP Key card during the assessment of the Individual Performance Evaluation Rating (IPER); and (Note: The IP Card shall be fully implemented by the PNP CPSM during the middle of this year) The Supervisor/Rater has validated the IP key card and agrees on the specific daily duties and responsibilities to be performed by the PNP personnel.
The IP Key card must be well laminated and the data/information must be legible. The Head of Office shall be responsible for the supervision and strict implementation of this specific compliance.
DUTIES & RESPONSIBILITIES 6. Tri-Media appearance. 1. At 0700 daily, read the Unit Journal prepared by Desk Officer. 2. 0800 Supervise the conduct of Morning Formation and Accounting at the Main Station HQs. 3. 0900 to 1200 - Conducts inspections on the station facilities, personnel equipment and resources. - Attend to visitors of the police station - others 4. 1300 1500 Visit at least one barangay and discuss issues with any barangay official 5. 1500 1700 Attend to office duties and others in the station.
1. 0745 Attend morning accounting at the DPRM Annex. 2. 0800 1700 attend to tasks such as: - Encodes IPER report submitted by PROs 10 -13,COR, ARMM, MPD, SPD and other NSUs for future reference - Validates PIB orders of PNP personnel of PROs 10 -13,COR, ARMM, MPD, SPD based on the 1st and 2nd semester IPER. - Prepares summary reports based on the recap submitted by the above Units/Offices in preparation for over all IPER summary reports. - Assist in receiving/recording incoming and out going communications pertaining to IPER and dispatches DVs/Payroll of PIB to BFO. 5. 1700 Sign out of the Attendance logbook
17 cm 8.5 cm
C,PNP Strategic Focus
8.5 cm
PSUPT JOEL E VILLAROJO 0-04210 COP, Marawi City PRO ARMM
2 cm
2 cm
5.5 cm
Calibri body Font size # 18 Calibri body Font size # 11 Word art style Cooper Black (colored blue w/ yellow text border) First letter : Font size # 22 Succeeding Letter: Font size # 14 w/ yellow text border
DUTIES & RESPONSIBILITIES 1. At 0700 daily, read the Unit Journal prepared by Desk Officer. 2. 0800 Supervise the conduct of Morning Formation and Accounting at the Main Station HQs. 3. 0900 to 1200 - Conducts inspections on the station facilities, personnel equipment and resources. - Attend to visitors of the police station - others 4. 1300 1500 Visit at least one barangay and discuss issues with any barangay official 5. 1500 1700 Attend to office duties and others in the station. 6. Tri-Media appearance.
Both Calibri body font size # 8 Duties and Responsibilities ( capital letter w/ underlined) Calibri body Font size # 8
17 cm 8.5 cm
C,PNP Strategic Focus
8.5 cm
NUP ADELTRUDIS M. DAUBA D513151 Assistant Statistician PPPD,DPRM
2 cm
2 cm
5.5 cm
Calibri body Font size # 18 Calibri body Font size # 11 Word art style Cooper Black (colored blue w/ yellow text border) First letter : Font size # 22 Succeeding Letter: Font size # 14 w/ yellow text border
______________________ ______________________ Rank/Name && Signature ofof Rank/Name Signature Individual Individual
_________________________ _________________________ Rank/Name && Signature Rank/Name Signature Head of Office Head of Office
Both Calibri body font size # 8 Duties and Responsibilities ( capital letter w/ underlined) Calibri body Font size # 8
SPECIFICATIONS
IP Card actual size is 17cm x 5.5cm; and
Should be laminated once signed.
Cover page:
At the upper left most will indicate the (All Calibri Body Font #11) : (1st line) Rank, Name and Badge Number of PNP uniformed personnel; or Name and Plantilla (Item number) of NUP; (2nd line) Position or Designation; and (3rd line) Unit/Office
PNP logo background size is 2 cm x 3.2 cm With text Individual Performance Card (Calibri Body Font #20) Inner page (with water mark MY IP IS THE KEY (Calibri Body Font #24)):
The daily actual duties performed (Duties and Responsibilities) is indicated (Calibri Body Font #8);
Inner page (with water mark MY IP IS THE KEY (Calibri Body Font #24)):
At the lower left: Rank, Name and Signature of Individual personnel is indicated; and At the lower right: Rank, Name and Signature of Head of Office is indicated (both Calibri Body Font #8).
Back page: My IP is the Key Logo located at the left most with text printed in upward direction; and
On top of the page indicate the word C,PNP Strategic Focus with a Font style and Font size of Cooper Black # 9 At the center: The text CODE P is printed in Cooper Black font style #22 1st letter , succeeding letters is #14 with yellow text border.
Consolidation Period Periodic Review Activity/Event-based (before, during and after intervention)
Objective
Frequency
Representative Activities
Driver models Variance analysis Review of KPI dashboards
Expected Output
To monitor and manage short-term financial and operational performance and problems that need immediate attention PPOs, CPOs, CPS, MPS Dashboard, IP Card To test validity of measures and strategic initiatives in the Balanced Scorecard D-STAFF, NSUs, PROs SCORECARDS
2. Strategy Review
Objective
To periodically assess whether the results hypothesized in cause-effect diagrams are occurring as anticipated
Frequency
As needed
Representative Activities
Analytic studies Cause-effect testing and analysis Review of emergent strategies
Expected Output
Adjusted agency scorecard
AGENCY SCORECARD
How Do We Monitor?
Analysis of Charter Statement/Roadmap Timely submission of scorecard and operational Dashboard Conduct of monthly operational review Use of Web-Based Online Survey Conduct of third party survey (Quarterly) Individual certification of PNP personnel that he/she has developed IP Scorecard Media analysis (Weekly) Review of Integrity Development Report (IDR) Rating (Quarterly)
How Do We Evaluate?
What is at stake? What are the resources spent? Does the initiative consumed a large portion of the available budget? and, Does the initiative affect a large number of people? What are the quantitative and qualitative data needed? What is the baseline? What would be the end line? What is your evidence of success/failure? What is the cost-benefit balance for your initiative? What is the impact of your initiative?
Evaluation Approaches
Formative Evaluation
Performance Evaluation Process Evaluation
Summative Evaluation
Outcome Evaluation Impact Evaluation
Source: Web Center for Social Research Methods Research Methods Knowledge Base (http://www.socialresearchmethods.net)
How Do We Evaluate?
Performance Evaluation measurement of actual achievements against defined goals, targets, standards or criteria Process Evaluation conducted to ensure that the program is operating as planned.
It focuses on how an initiative is implemented. It Helps identify where in the process does intervention should take place. It seeks to answer where the bottlenecks and red flags is taking place through process mapping Ex: How do you implement your COMMPLAN? How do you conduct your PCR activities? How do you consolidate your scorecard?
How Do We Evaluate?
Outcome Evaluation - seeks to investigate whether the program caused demonstrable effects on specifically defined target outcomes.
Ex: What is the effect of the establishment of Assessment Center in the Career and Development of the PNP personnel?
How Do We Evaluate?
Impact Evaluation - seeks to answer cause-and-effect questions.
It looks for the changes in outcome that are directly attributable to the initiative. measures the difference between what happened with the initiative and what would have happened without it. Establish causal links or relationships between the activities carried out and the desired outcomes.
Ex: What is the effect of all our initiatives in relation to the lag measures in the PNP Scorecard such as Global Peace Index? National Safety Index? Respect Index?
E-mail Address
RPSMU E-mail Add Temporary Password
E-mail Address
RPSMU E-mail Add Temporary Password
PRO6
rpsmu6@cpsm.ph
temp117
PRO7
PRO8
rpsmu7@cpsm.ph
rpsmu8@cpsm.ph
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temp117
PRO9
PRO10 PRO11 PRO12 PRO13 PRO ARMM
rpsmu9@cpsm.ph
rpsmu10@cpsm.ph rpsmu11@cpsm.ph rpsmu12@cpsm.ph rpsmu13@cpsm.ph rpsmu.armm@cpsm.ph
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temp117 temp117 temp117 temp117 temp117
Sample Inbox
Total PRO strength: 10,000 No. of pages/ individual scorecard: 2 No. of weeks in a month: 4 Total pages: 10,000 x 2 x 4 = 80,000 pages No. of reams consumed/month: 80,000/500 = 160 reams Monthly Cost: 160 reams x P150 = P24,000 /month Annual Cost: P24,000 x 12 = Php 288,000
Internet Connectivity
x 100
x 100
Barriers in M& E
Barriers in M& E
Barriers in M& E
Commitment, Commitment,
Commitment!
Barriers in M& E
Blame Game
Community
In what way is the community best served by the PNP?
Resource Management
How do we effectively and efficiently manage our financial and logistical resources?
TRANSFORMATION
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"