Module 1

STRATEGIC FOCUS 1: COMPETENCE

Upgrading and enhancing the competence (Knowledge, Skills and
Attitude) of the police from basic to mandatory and specialized courses
shall be a continuous process before they pursue their own field of
expertise.
Strategic objectives to improve crime solution efficiency, to solve
more crimes, arrest more criminals and ensure higher conviction
rate of cases in courts:
Intensify Policy Reform
Review and pursue legislative agenda
Improve the Field Training Program (FTP) with emphasis on Field Training
Exercise (Patrol, Traffic and First Responder)
Standardize Specialized Courses for Operational Support
Staff/Units/Teams
Improvement of existing NUP courses and development of competency
courses for NUP
Enhance operational procedures and practices
STRATEGIC FOCUS 2: ORGANIZATIONAL DEVELOPMENT
Establish an organizational set-up that has the most efficient
management team and support staff Current PNP structure is made
up of an intricate web of multiple tasks and functions
The organization shall be principally guided by its mandate of solving
more crimes and arrest more criminals
The need to streamline functions, systems and processes
Realignment of organizational structures from a culture of military-type
policing to a more defined role of solving crimes
Organizational development can be achieved through the
following strategic objectives:
Streamline the organization
Implement My IP is the Key at all levels nationwide
Standardize recruitment, selection and placement of police personnel
Instill leadership down to the lowest level to communicate and
implement change
Complement organizational development through efficient resource
management
STRATEGIC FOCUS 3: DISCIPLINE
(Commitment to Duty, Law and Order) PNP personnel must
maintain a firm commitment to sworn duty
without fear or favor.

In order to inspire commitment to duty, law and order, the following

strategic objectives shall be undertaken:
Establishment of mechanisms to determine the level of discipline of PNP
personnel
Institutionalize reforms and mechanisms to fast track the resolution of
admin cases against erring PNP personnel
Enhance Counter-Intelligence efforts against erring PNP personnel
EXCELLENCE The PNP has to deal with complex crimes that have
become more organized, sophisticated and transnational.
STRATEGIC FOCUS 4: EXCELLENCE Integrate and revitalize TXT 2920
Subukan Nyo Po Kami SMS Centers Establish an effective
feedback mechanism as the basis for evaluation and assessment on
the performance of the field units Fully-adopt ICT-assisted based
systems to support administrative functions, investigation and police
operations Redesign the PNP uniforms and institute safeguards
against unauthorized manufacture and use Enhance the Quality
Service Lanes (QSLs) through International Standard Operation (ISO)
certification.
STRATEGIC FOCUS 5: PROFESSIONALISM
The Police Officer must be professional competent, disciplined,
and an excellent public servant.
The PNP shall continue to educate its personnel to develop
professionalism at all levels.
Top management leaders and Chiefs of Police must be able to orient
and steer the organization towards a culture of excellence and
professionalism:
STRATEGIC FOCUS 5: PROFESSIONALISM
Standardize Placement and Promotion System based on merit and
fitness, at all levels
Develop various levels of expert professionals in the organization
Rationalize Rewards and Incentives System and Enhance Morale and
Welfare Program
Continuously review and update police operational procedures and other
policy manuals
Improve internal and external communications through proactive media
program
Our people and communities shall experience a new breed of police
heroes who trod the Tuwid na Daan and delivering the PNPs
Serbisyong Makatotohanan.

professional police officers who share one vision and objectives

professional police officers who are resolutely bonded by the
PNP core values and principles

MODULE 2
VISION..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE
POLICE SERVICE"
STRATEGY MAP is the logical representation of what the
organization will do in every perspective to fulfil its mission and
attain its vision.
The STRATEGY MAP contains 4 PERSPECTIVES in the sample
shown.
(1) Community,
(2) Process Excellence,
(3) Learning and
Growth, and
(4) Resource Management
OBJECTIVES formulated in the Strategic Shifts are copied inside
the boxes in the Strategy Map
Customer Analysis
Who are our customers and what are their needs and
expectations?
Primary Customer- Who are the main beneficiaries of our services?
Other Customers- Who are the indirect beneficiaries of the services we
provide?
Major Deliverables- What are the major goods and services we are
mandated to provide our customers?
OUTCOME / What benefits do we get from your services?

Customer Value Proposition (CVP) - Why should we patronize your

services? What is most worthwhile to keep in mind about
your services?
The PGS provides the template to identify primary (the main beneficiaries
of the services we provided) and secondary (the indirect beneficiaries of
the services we provided) customers, the specific goods and services that
we need to deliver (major deliverables) and the outcome or value
proposition resulting from the timely and effective delivery of
services/goods.
THE VALUE CHAIN is the sequence of activities and the
configuration of activities that enable the organization to deliver
value to its constituents.
Strategic Shift
PGS shall provide breakthroughs and as such we must be able to identify
our current situation, the existing resources we have, the current
competencies and skills of our human resources and the existing policies,
systems and police procedures; and then define the strategic shift that
we need to undertake that will attain our objective resulting to
transformative results.
This we need to do the process of identifying strategic shifts in all the
four (4) perspectives of
Resource Management,
Learning and Growth,
Process Excellence and
Community as our basis in developing specific objectives.
Strategic Shift on Process Excellence
For process excellence perspective, we need to identify strategic
shift to improve our core processes or tasks in order to attain our
strategic outcomes. We should do this giving due consideration to the
value chain with emphasis on those that are considered will add value.
Strategic Shift on Learning and Growth
For learning and growth perspective, we consider three factors:
Human Capital,
Organizational Capital and
Information Capital
in determining how we equip our units/offices with the needed
competencies, values and technologies to support our process
improvement. In particular for organization capital, we need to look at the

leadership by exerting efforts to ensure availability of a cadre of leaders

at all levels; for culture we must develop the awareness and
internalization of the mission, vision and core values needed to execute
the strategy;
For alignment, we must ensure the alignment of goals and incentives
with the strategy at all levels of the organization; and,
for teamwork, we must ensure the sharing of knowledge and staff assets
with strategic potential.
For information capital, we must ensure provision of available portfolio
of information technology (IT) applications and systems required by the
strategy.
On resource management, considering our limited resources,
consideration must be given on how we manage and rationalize allocation
of our available financial and logistical resources for maximum impact.
The PNP CHARTER STATEMENT
The PNP Charter Statement highlights its vision of, 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.
The PNP vision statement is in line with its mission and mandate
provide by successive laws/RAs 6975, 8551 and 9708, which are:
To enforce the law, prevent and control crimes, maintain peace
and order, and ensure public safety and security with the active
support of the community.
Highlighted in its vision and mission statements, the active support of
the community/stakeholders.
The PNP Charter Statement also identified its Core Values that serves as
its moral compass that guides every undertaking which are: MakaDiyos, Maka-Bayan, Maka-Tao and Maka- Kalikasan.
The PNP STRATEGY MAP or ROADMAP
The PNP Roadmap identified four (4) Distinct but closely inter-related and
mutually supporting perspectives with specific objectives that when
achieved will result to the accomplishment/realization of its vision for a
highly capable, effective and credible police service.

The three (3) driver perspectives of

Resource Management,
Learning and Growth,
Process Excellence contributes to the fourth/ outcome perspective
Community resulting to the attainment of a safer place to live, work
and do business.

MODULE 3
Balanced Scorecard
project teams directly
report to the CEO.
In the PNP, it should
directly report to the
C,PNP.
Role of CPSM & RPSMU
(As leading Force in managing connection between Strategy &
Operations
across Organization)
ARCHITECT (defines strategy management framework & its
governance conventions & designs strategy mgmt processes)
INTEGRATOR/CONSULTANT/COORDINATOR (ensures that
processes are owned & ran by other functional executives are
linked to strategy)
PROCESS OWNER (defines, develops & oversees processes
required to manage strategy- cascading process; reporting;
strategy & operations review, alignment, etc.)

Mandate:
Oversee the implementation of the PNP P.A.T.R.O.L. Plan 2030: Peace & order
Agenda for Transformation and upholding of the Rule-Of-Law;
Integrate all strategy management
processes, sustaining strategy execution
& management, and instilling a culture of
strategic focus;
Identify & recommend key priorities and
strategic issues to the C,PNP;
Assist & advise PNP Units in selecting
targets & identifying strategic initiatives;
Facilitate integration & coordination of programs, projects & activities
Align strategies & manage execution;
Cascade the PNP P.A.T.R.O.L. Plan 2030 and Agency Scorecard;
Develop a comprehensive Communications Plan & education process;

Establish & facilitate the process of identifying, documenting & sharing

lessons-learned & best practices;
Oversee the review, evaluation and validation & timely reporting in
collaboration with the TWG and NAGPTD;
Establish a monitoring and accountability mechanism and;
Perform other duties as directed by the C,PNP.
Alignment mechanism
P

P
Director\CP - Continuous conduct of follow-up cascading
- Conduct of periodic strategy and
operational reviews
- Focus on PNP mandate
- Enhance administrative support and
stakeholders participation
Initiatives to ensure Alignment
Massive advocacy campaigns are carried out
through the following:

Follow-up cascading
Incorporate Training Modules in all PNP
Courses, Trainings and Seminars

Conduct of PGS Certification of

all PNP Units/Offices
Conduct of PGS Boot Camp for
the PNPSM
Administr The PGS requires that a Multi- Sectoral Governance
Council
(MSGC), composed of sectoral leaders or individuals known for
their integrity, probity and leadership be established, to support
the Philippine
National Police in the successful implementation and monitoring
of its strategic transformation roadmap.
They shall serve as an advisory body to the PNP and significantly
contribute to the implementation of the PNP P.A.T.R.O.L. Plan 2030: Peace
and Order Agenda for Transformation and Upholding of the Rule-Of-Law
The National Advisory Group does not have any administrative or
operational authority over nor responsibility for specific operational decisions
within the Philippine National Police.
The National Advisory Group was formally organized and inducted after
the organizational meeting with the Technical Working Group and briefing of
the PNP PATROL Plan 2030 on September 2, 2011.
ROLES & RESPONSIBILITIES
To advise and assist the PNP in identifying key priorities and strategic issues in
accordance with the PNP ITP-PGS (PATROL Plan 2030), and provide insights in
aligning the PNPs policies, plans and programs with the political, socioeconomic,
cultural and moral development needs of the organization;
Together with the TWG, evaluate and amend the strategies for the implementation
of the PGS in accordance with the PNP thrusts, programs, projects and activities,
and advise on the necessary amendment to the current and development of future
programs, projects and activities;ative &
Resource
To assist and advise the PNP on possible ways to generate Additional enabling
resources in order to support and sustain the PNPs present and future plans and
programs
Division (ARMD)
ScorecTWG Relationship with PSMU and Advisory Council

TWG and Head of office/unit are responsible for the development of

the
Units Charter Statement/Roadmap and Governance Scorecard
TWG processes inputs provided by PSMU to fine-tune strategy
implementation; therefore, TWG provide analyzed data (output) in such a
way that it becomes part of the PSMU
Head of office/unit and TWG attends Advisory Councils meetings with
PSMU as Secretariat
TWG and PSMU are responsible in providing competency training
within
their unit/office
TWG and Head of office/unit take responsibility in the implementation
of
Initiatives in the Scorecard
TWG and Head of office/unit are primarily responsible for cascading
the unit
scorecard down to individual personnel
TWG and Head of office/unit are primarily responsible in the
preparation of
Report for Certification Process with the assistance of PSMU
TWG and PSMU are responsible in the implementation of
Communications Plan
(COMPLAN) on PNP P.A.T.R.O.L. PLAN 2030
PSMU is responsible in ensuring alignment of dashboards and
individual scorecards to
the Unit Scorecard
PSMU ensures management of scorecards and dashboards
PSMU analyzes and reports to TWG discrepancies noted in the
scorecards and
dashboards, TWG is primarily responsible for the conduct of Strategy and
Operations
Reviews
PSMU collects accomplishments of personnel as inputs to the
preparation of Report
for Certification Process
PSMU acts as Secretariat in the formulation of Charter Statement and
Scorecard
PSMU, on its own cannot decide on strategy
PSMU is responsible in collecting the submission of dashboards and
individual
Scorecards
Advisory Council Relationship with TWG and PSMU
Advisory Council members provide assistance and give advise to
Head of
office/unit for the Certification Process

Advisory Council members act as Panelists during the Certification

Process
Advisory Council, provides inputs in the form of recommendation/s
subject
to approval of the Head of office/unit for implementation
Advisory Council, provides support to the unit in any form, PSMU
undertakes the administrative requirements for the realization of the
project(support) , TWG and Head of office/unit provides guidance and
approval
d mm

MODULE 4
Management operations review
Purposes of Operations REView
Assess short term performance
Respond to problems that have arisen
recently and need immediate attention
Rapid problem-solving
Operations Review
Characteristics of Operational Review
Meetings:
Short
Frequent
Data-driven
Highly focused
Provide opportunities for feedback,
problem-solving and learning
Operations Review
Case Study: NYPD CompStat (Computerized
Comparison Crime Statistics) Meetings
1993 Mayor Guiliani appointed William

Bratton as NYPD Police Commissioner

Bratton promised 40% reduction in violent
crimes in New York City in 3 years
Jack Maple was appointed as the Deputy Commissioner
Compstat became dashboard for NYPDs twice weekly
operational reviews
Regional Police Strategy
Management UnitsSMUs) Operations Review
Weekly Operational Review Meetings
What are we doing about the shooting incidents?

How are we doing buy-busts?

Why are assaults which has been downtrend in

the last 6 months starting to rise?
Why are carnapping cases down 20% citywide butup 10% in your
area?
Operations Review
The questions were used to understand how the Precinct Commanders
were responding to the crime data:
What are countermeasures are being attempted
What worked and what did not
What the Precinct Commander expect to occur when
a particular action is undertaken
GOAL: Discover innovative & successful tactics that were shared to the
attendees
Operations Review
The system exposed Precint Commanders who were :
Not tracking incidence and causes of crime
Did not understand the drivers of change in crimestats
Not generating effective, creative and innovative
Countermeasures
RESULT: Close monitoring of operations and development of new
approaches for
preventing crimes
Operations Review
OUTCOME:
1994 major crimes declined 12% compared
with the national average that declined 1.1%

1995 NY accounted for 61% reduction in

serious crimes nationwide
Use of operational dashboards (CompStat)
and frequent operational review meetings was
extend to other city services
Op May Outlook
Users Guide and Templates erations
Re
I.
INTRODUCTION
The use of historic data to determine the direction of future trends has
long been used by companies to determine how to allocate their budgets
for an upcoming period of time. This is typically based on demand for the
goods and services it offers, compared to the cost of producing them.
Investors utilize forecasting to determine if events affecting a company,
such as sales expectation will increase or decrease the price of shares in
that company.
Forecasting also provides an important benchmark for firms which have a
long-term
perspective of operations (www.investopedia.com).

In the Philippine National Police (PNP), the use of forecasting

(Outlook) have
been employed as an analysis tool in the Strategy and Operations Review
(SOR) of the
Performance Governance System (PGS) scorecard by PRO-COR and CIDG,
as
conceptualized by PDIR BENJAMIN MAGALONG, where projections of
the actual
accomplishments are made at a certain period of time (usually during the
months of
May and September).
II.

DEFINITION OF TERMS

1. Activity A thing that a person or group does or has done or the

condition in which things are happening or being done.
2. Actual Accomplishment This pertains to an activity that a person or a
group can do well or something that has been achieved successfully.
3. Annual Plan An intention or decision about what is going to do for the
whole year.

4. Baseline A minimum for starting point used for comparisons.

5. Calamity An event causing great and often sudden damage or
distress.
6. Forecasting Is a process of making statements about events whose
actual outcomes have not yet been observed.
7.Occasion A particular time or instance of an event (Ex. Panagbengga
Festival).
8.Operational Condition Capable of, needed in or actually involved in
operations. This pertains to various conditions that affect the operations
of a certain unit/office.
9.Outlook Looking forward or an expectation for the future.
10.Projection An estimate or forecast of a future situation or
trend based on a study of present one.
III.

GENERAL TYPES OF FORECASTING (OUTLOOK)

1. Qualitative Forecasting based on the opinion and judgment of

consumers
and experts when past data are not available Examples of qualitative
forecasting methods are informed opinion and judgment, the delphie
method, market research and historical life-cycle analogy.They are usually
applied to intermediate or long-range decision making.
2. Quantitative Forecasting method use to project future data as a
function of past data. This method is usually applied to short or
intermediate decision making.
Examples of quantitative method of forecasting are last period demand
simple and weighted N-Period, moving averages, simple exponential
smoothing, multiplicative seasonal indexes and time series.
IV.

OUTLOOK COLOR CODING SCHEMES AND ACRONYMS

The outlook projected on a line graph and shall consists of the

following:
1. Baseline (BL)- Black
2. Annual Plan (AP)- Red
3. Actual Accomplishment ( AA)- Green,
4. Outlook (OL) light blue
5. The width of the line graph should be 3pt.
V. OUTLOOK POINTS OF CONSIDERATION
In making the projection for the annual plan, the following must be
considered:
1. The projection in the annual plan must reflect the baseline (actual
accomplishment 2013);

2. In setting targets for a specific month in your annual plan, you must
consider the
activities, occasions, possible calamities and other operational conditions
that will
affect the accomplishment of the set target;
3. In setting for your outlook, the targets for the specific months must be
in line
with your annual plan and should still accomplish the target set in the
annual plan;
4. In the target setting, whether for the annual plan or in the outlook ,
must be realistic, achievable and manageable; and
5. In formulating your outlook, use line graph if your data if it shows
trending and bar graph if there is no established trending.

MODULE 5

PERSONAL GOVERNANCEiew
Transformation must be
Systemic
Comprehensive
Sustained over a long period of time.
Basic deliverables of transformation
Rising productivity
Material welfare
General improvement in the overall quality of life.
Effectiveness and sustainability of the transformation program
are secured
at the INDIVIDUAL level
Individuals need to adopt key governance principles and
practices tobecome strong building blocks of good governance.
Transformation beginsand ends in every police officer Unless you
influence
behaviour you will not attain breakthrough results!
The final test of a transformation program
is PERSONAL GOVERNANCE
Transformation Equation
T=IxVxS
Where:
T = Transformation
I = Identity
V = Vision
S = Strategy
IDENTITY
Distinct and unique personality
Mission basic orientation and direction we choose to give
our life and work
Purpose in life, reason for existence
Forever pursued, never achieved

SAMPLE MISSION
To be an instrument of GOD in promoting social and
environmental responsibility.

To serve wholeheartedly my loved ones/family, inspire and

guide my children to where they should go and provide all their
needs based on my capacity.
To help the PNP become a truly responsive, effective and
efficient police organization.
IDENTITY
Core values life giving ideals and principles
Moral compass
Bedrock of ones character
Non-negotiable! Discover and harness your
POSITIVE CORE
VISION
A dream we intend to
realize within a given
timetable
Inspirational vs. Direct
BHAG Big Hairy
Audacious Goals
SAMPLE VISION
By year 2020, with over 4,000 stores worldwide, Jolibee Food
Corporation
is truly a GLOBAL BRAND.
By 2020, I have settled my finances and my investments,
started my own family, and travelled my top 5 favorite countries.
Sa 2032 sa tulong at grasya ng Panginoon ang aking kambal
ay makapagtapos na sa Kolehiyo sa kurso na gusto nila
As we give flesh to our vision and realize our dream, we are
confronted
by the multifaceted demands of life.
Proper Balance
Physical Wellness
Executive check-up
Regular Exercise
Running/Walking/Cycling club
Aerobics /Yoga / Tae Bo
Family exercise
Weight, waistline

BALLROOM/BELLY DANCING!
Cultural
Innovation
Entrepreneur
Excellence
Intellectual
Microsoft Windows 8
Internet, Email, MS Office
A book a month
Self-improvement course
New language
Master Degree, Ph.D.
The New Catechism
Financial
Personal budget
Insurance, Health Plans, Life Plans,
Memorial Plans
Vacation House
5-10% Savings Plan
Investments
Social
Volunteerism
Reach out to friends
Day Care, Feeding program
Environment, WWF, Kapit Bisig sa Pasig
Habitat for Humanity or Gawad Kalinga
The Childrens Hour
Communication (digital, eyeball, phone)
Family
26 different weekends
A child a week
Monthly anniversary date with partner,
brisk walking exercise or biking with
partner, ballroom dancing with partner
Educhild (Parenting) course
Beyond I Do
Spiritual
Mass or service regularly
Talk/listen to your pastor/director
Read the bible
The new catechism / teach it

Retreat
STRATEGY
Road Map
Objectives or priorities
in all the key facets of
our life
Must be an integral
part of a Personal
Charter Statement
THE PERSONAL CHARTER STATEMENT
A personal approach to non-work and work performance
founded on self-examination.
By writing down your personal charter statement, you put a
mirror in front of you. As you acquire insights, you become more
pro-active and self-assured, and find you will learn faster and
think more clearly.
The thinking process and mind-set change are designed to
prepare you for action and for inner involvement in your work.
Steps in developing Personal Charter Statement/Roadmap
Identify your VISION
What is your MISSION
Develop your personal VALUES
Identify your PERSPECTIVES (Facets)
Process Shift (Transformative)
Create your own STRATEGY MAP
Each strategic objectives would remain up in the
air unless we specify INITIATIVES
We should also be prepared to assess whether
progress is being made by specifying MEASURES
We should also specify milestones that need to
be reached TARGETS
GUIDES IN TRANSLATING STRATEGY INTO A PERFORMANCE
SCORECARD
LINKING PERSONAL GOVERNANCE WITH ORGANIZATIONAL
OBJECTIVES
Importance of individual roles.
Every task by each member of the team is linked to a specific
overarching objective of the organization.
No task is independent of the vision and the strategic plan.

All tasks are connected and each activity should have a

bearing on the bigger picture.
An anecdote
The story is famously told of how the then American President,
John F. Kennedy, once walked into the NASA Complex
unannounced. He toured the complex, meeting with workers and
enquiring what they did. One sweeper,
upon being asked what he did, famously replied, Mister
President, I am helping to put a man on the moon. The vision of
NASA then was to put man on the moon. But how could sweeping
the floor put a man on the moon?
Could it, really?
THE INDIVIDUAL SCORE CARD
The beauty of it all is that as you build your mastery of the
task, you contribute to the overall objective.
Moreover, you enjoy personal satisfaction that makes it a lot
easier to align what you are doing in the organization with your
personal vision and objectives.
Even sweeping ceases being just sweeping. It becomes
putting a man on the moon using the broom as your specific
instrument!

MODULE 6
Why measures matter
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
If you cant measure it, you cant manage it.
If you cant manage it, you cant improve it.
-- Kaplan & Norton, BSC Creators (and many others)
What gets measured gets done!!!!
-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)
of strategic measures
Measures drive desired
behavior.
Measures test the validity of the strategy.
Guidelines for selecting measures
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
A balanced scorecard contains a mix of both lead and lag
measures.
One lag measure (OUTCOME) for each strategic objective. Use
organizational generic measures that already exist (percentage, absolute #s,
ranking, etc.)
No more than 25 measures (1.5 measures per objective)
Unit Head Owns measure
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)
retch targets
Set stretch targets (achievable but require change in
doing things)

Stretch targets are long-term and become the

basis for setting annual progress points.
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
Avoid having two targets
Set targets for the outcome/lag measures first
Use to motivate & control
Stretch targets
BASELINE: 2013 (previous year)
Stretch targets are long-term and become the
basis for setting annual progress points.
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
Set Targets for : 2014 (Current year)
2015 (Next two years)
2016ging Strategic initiatives
Not business as usual.
No bean-counting
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
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
You manage strategy by managing initiatives.
-- Kaplan & Norton, BSC Creators
Learning Objectives
Understand key concepts and terminologies used in
the dashboard;
Identify differences and similarities of these concepts
and terminologies with that of the scorecard;
Understand the inter-relationship and application of
these terms in the development of dashboard;
Understand the relationship of activities and funding
requirement;
Identify the application of the key concepts and
terminologies in a workplace setting
(PPO/CPO/CPS/MPS).
Topic Outline
Scorecard vs Dashboard
Elements of Scorecard and Dashboard
Operational objectives
Primary driver
Secondary driver
Process improvement shift

 Performance indicator
Target
Activities

Scorecard is a tool used to operationalize the strategy map. This tool is

used at the strategic level which includes the following offices:
CPNP (Agency), the DStaff (2nd Level), the PRO (2nd
Level) and the NSU (2nd Level).
Dashboard, on the other hand, is
used at the Operational (PPO/CPO/Battalion/NSU-RO)
and Tactical (CPS/MPS /Numbered Station/Company)Level. Since it is
operational and tactical, dashboard is primarilyf ocused on the actual
delivery of police services.

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
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).
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 (wouldbe victims)
of criminal elements thereby reducing chances of being victimized. If this
purpose is
achieved, then we prevent the occurrence of crime.
RGET 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
HOW DO WE SET TARGET
B. Based on dictated target (minimum set by higher
authority)
Example:
If, Number of Brgy 15
Then, Target (2014) = 2BIN/Brgy X 15 Brgys
= 30 BINs
Targets set by the Directorate for Intelligence
Number of BIN/Brgy - 2 BIN
Number of members/BIN - 2 pax
W DO WE SET TARGET
C. Based on demand-driven targets
Example 1:
Target Hardening of Vital Installations
Number of target hardening activities number of vital
installations X frequency of conduct
Determining the mandatory target:
Number of vital installations - say, 96
Frequency of conduct say, 1 activity/month for every vital
Installations
Computing:
Target = 96 vital installations X 1 activity/month X 12 month/year
Target = 1,152 activities
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 follow 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.