PATROL PLAN 2030

1 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 2 ready for productive participation in good governance based on the progress of its ITP. The ITP has provided a good basis for the adoption of a comprehensive governance system anchored on the impact that this brings to the community that the PNP directly serve. Through the PGS - the local adaptation Norton and 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. 3 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. 4 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!). 5 Doing your mapping homework Before you gather the faithful and lock the meeting-room door to get your strategy map done, you need to do some strategy homework. Gather and review the following information:            Your annual reports Your mission statement (if you 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 6 complex than this example. To create a strategy map, follow these basic steps: 1. Gather and analyze the necessary information: Organizational studies, reviews, SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, financial statements, etc. 2. Develop strategies, such as: Reduction of crime rate by 10 percent, or increase police response time rate by 15 percent within three years. 3. Develop the objectives and goals for each perspective of the scorecard. 4. Ensure that all of the interactions and linkages are defined among the four perspectives. Using strategic-planning tools such as SWOT analysis, best practice and competitive benchmarking can be invaluable when developing your long-term strategies. For more information on these topics, simply do a web search and 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. 7 MODULE 2 Formulating Balanced Scorecard Getting started with Balanced Scorecards Getting started in planning your Balanced Scorecards means following a simple, standardized multi-step roadmap to first confirm what you want to do and how you intend to do it, then defining how you intend to measure doing it, and finally outlining what specifically you will do better than your competitors. And 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. 8 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 ASPECTS LEAD or OUTCOME 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 LAG or DRIVER • Based on the hypotheses of strategic cause and effect • Often difficult to collect supporting data 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. 9 10 FIRST LEVEL STRATEGY OF THE PNP The issuance of a Memorandum from the Executive Secretary to institutionalize the PGS prompted the PNP to develop its own strategy which resulted to the crafting of the first-level scorecard by the different directorates which was approved by the Chief, PNP. The illustration shows the enterprise strategy or the PNP Transformation Roadmap 2030. It is a graphical and logical representation of what the PNP will do to attain its vision. Topping all perspectives is the Community which refers to the entire society or the people at large. And with the 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 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 . MANDATE Republic Act 6975 as amended by RA 8551 and further amended by RA 9708 MISSION Enforce the law, prevent and control crimes, maintain peace and order, and ensure public safety and internal security with the active support of the community PHILOSOPHY Service, Honor and Justice CORE VALUES Maka Diyos Makatao Makabayan Makakalikasan 11 THE STORY BEHIND THE PNP ROADMAP Briefly, the story behind the PNP strategy conveys that in order for the organization to realize its goal, the drivers or the means how each objective in every perspective is to be achieved, should be accomplished. It establishes a cause and effect relationship wherein one cannot progress without the other. It all starts from the objectives stated in the resource management, being the foundation, all the way up to the process excellence perspective. The linking and interconnection of the objectives demands that the PNP must first maximize the use of available financial and logistical resources since the PNP, as a National Government Agency, is largely dependent on the limited funding, provided by the National Government through the General Appropriations. Resource Management will then trigger the implementation of objectives by becoming the bedrock for all perspectives which forces the institution to harness its resources and mobilize what it can to support all facets of police operations. But to realize this, the resources provided must be made adequate through optimal use with high standards of transparency and accountability. By optimizing, the PNP will be able to fund and support its initiatives under the Learning and Growth perspective and as a result, ensures that personnel are kept motivated, competent and efficient. Also in this perspective, it is necessary to develop personnel, beginning from recruitment up until retirement, through a well-defined career path based on human resource management and development program. Improvement of organizational strategies, structures, systems and mechanisms must therefore be deployed to support these undertakings that will guarantee an enabling environment conducive to human resource development. With a developed competent, motivated and responsive organization, an improved crime prevention and control and community safety awareness will result to Process Excellence. Objectives postulated herein constitute the 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. 12 THE PNP SCORECARD The PNP roadmap is not complete if measures, targets and initiatives are not clearly spelled out. These are indicated in the PNP Scorecard. The scorecard is the 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. ACTUAL PNP OBJECTIVE TARGETS MEASURE Percentage of programmed Optimize use of activities implemented based financial and on the Annual Operations logistical Plans and Budget resources Logistics Capability Index 2010 2011 2013 2016 80% 85% 90% 95% 41% 43% 45% 47% In the same objective, the second measure indicates that all programs and activities should be implemented based on the AOPB through the Reform of the Budget System in the PNP. Learning and Growth On Learning and Growth perspective and under the measure to develop a responsive police organization objective, to be able to determine whether a police station is already communications technology compliant, there should be a telephone, radio communications equipment, cell phone or facsimile machine manned by competent PNP personnel. 13 On the other hand, the information technology compliant indicates that there should be internet connectivity with standard computer equipment that can run systems applications and operated by adept IT personnel. For this year, the first major deliverable on Data Warehousing Project (Phase 1) requires an amount of P50M, as funded by the PNP Capability Enhancement Program. ACTUAL PNP OBJECTIVES Develop competent, motivated and values-oriented PNP Personnel TARGETS MEASURES 2010 2011 2013 2016 0.005% 1% 3% 5% Percentage of personnel with no criminal cases (nonservice related) 98% 100% 100% 100% Percentage of trained personnel vs training needs 30% 40% 50% 60% Personnel Satisfaction Index New Percentage of recruits belonging to top 20% in their eligibility exams 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% 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 valuesoriented 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 14 factor to close the competency gap of personnel through the initiative on the Improvement of Education and Training System. By 2016, it is projected that the organization will provide proper training to 60% of its personnel. For this to happen, the creation of a comprehensive training and information system database for both competency and specialized skills courses, and eligibility list establishment per Office/Unit are the first two deliverables this year and early next year with a total funding requirements of P200, 000.00. The other measure demonstrates the commitment of the PNP to reduce, if not to totally eliminate, the involvement of its personnel in various crimes by aiming 100% this year and the coming years ahead. The last remaining measure is in line with the 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. ACTUAL TARGETS PNP OBJECTIVES MEASURES Process Excellence 2010 2011 2013 2016 With the objective to improve crime prevention and control as cited in the Improve community National Safety Index 60.9% 62.9% 64.9% 66.9% Process Excellence perspective, Crime safety awareness Solution Efficiency (CSE), Crime through communityClearance Efficiency (CCE) and oriented and human Respect Index National Index Crime Rate (NICR) rights-based policing 72.6% 74.6% 76.6% 78.6% are the gauges of police effectiveness and efficiency in solving crimes or incidents reported. CSE is National Index Crime Rate 16.53 15.7 14.92 14.7 computed based on the total crimes solved over the total crime volume. Improve crime Crime Clearance Efficiency 33.33% 35.00% 39% 45% “Crime solved” is when at least one prevention and of the suspects is arrested and control Crime Solution Efficiency 20.79% 22.00% 24.00% 28.49% 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 15 this, the initiative on the Improvement of Case Management is needed with P15M funding requirements to strengthen case evidence and filing component. Another initiative, the Police Integrated Patrol System (PIPS) is just one of the many noteworthy programs that may influence the National Index Crime Rate. The PIPS is a consolidated and intensified law enforcement operation through aggressive foot and mobile patrol, boarder patrols, sky patrol, motorized anti street crimes, operations and responsive public safety services in coordination with other law enforcement agencies, force multipliers and the community. Just like the two previous measures, this too will only have a minimal improvement based on the targets indicated in the scorecard. The first deliverable of the project for this year is the cascading of the system which will be completed in CY 2012 with a total funding of P57.6M. The two indices on the improvement of community awareness are indicators to measure the general perception on police performance and the attitude of the public towards the PNP. To measure these, an online survey will be undertaken by the PNP through its own web-based application. The Barangay Peacekeeping Operations (BPO) is a significant initiative to answer the prime objective pertaining to community-oriented and human rights-based policing. A “catch-all” community policing strategy which was institutionalized through LOI 22/09 (BAYANIHAN) mandated the creation of Barangay Peacekeeping Action Teams or BPATs that served as “force multipliers” or main operators of the BPO. Community ACTUAL PNP OBJECTIVE TARGETS MEASURE A safer place to Global Peace Index (HDI) live, work and do business 2010 2011 2013 2016 Source: Web TBD TBD TBD 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. 16 PRO SCORECARD WILL BE SUBJECTED FOR VALIDATION PNP SECOND LEVEL STRATEGY PRO SCORECARD 2 National Safety Index 3 Respect Index DPCR/ DO, DI & DIDM 60.90% 62.90% 74.60% 64.90% 76.60% PRO OBJECTIVE A 78.60% Crime Clearance Efficiency Crime Solution Efficiency DO/ DIDM, DI, DPCR DIDM/ DO, DI & DPCR DIDM/ DO, DI & DPCR 16.53 15.7 14.92 14.17 33.33% 35% 39% 45% 20.79% 22.00% 24.00% 28.49% PROCESS EXCELLENCE 6 National Index Crime Rate C C 8 Percentage of recruits belonging to top 20% in their eligibility exams Percentage of personnel with no criminal case (non-service related) DPRM 0.0050% 1% 3% 5% DPRM 98% 100% 100% 100% LEARNING & GROWTH LEARNING & GROWTH D 7 Improve crime solution efficiency Institutionalize standard investigative systems and procedures E Modernize crime reporting and analysis and promote accountability G Develop competent, motivated and values-oriented PNP Personnel Improve community safety awareness through communityoriented and human rights-based policing D F H TARGET OPR 2011 2012 2013 2016 A safer place to live, work and do business 66.90% B 4 MEASURE 2010 2016 PERSPECTIVE LAG 2013 PMO 72.60% 5 PROCESS EXCELLENCE 2011 COMMUNITY Improve community safety awareness through community-oriented and human rightsbased policing Improve crime solution efficiency Global Peace Index (GPI) LEAD PERSPECTIVE COMMUNITY 1 2010 (Baseline) N/A B A safer place to live, work and do business OFFICE NEW A MEASURE IDENTICAL PNP OBJECTIVE CONTRIBUTORY TARGET BL PNP SCORECARD Improve crime prevention and control in partnership with all stakeholders 1 Regional Safety Index 2 Respect Index 3 Percentage increase in the number of joint police community-initiated activities DPCR 4 Regional Index Crime Rate DO 5 Regional Crime Clearance Efficiency DIDM 6 Regional Crime Solution Efficiency DIDM 7 Number of most wanted persons (MWP) arrested DIDM 8 Percentage of wanted persons arrested DIDM 9 Percentage of dismissed cases due to investigative lapses DO 10 Percentage of implementation of e-blotter system DIDM 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 14 Percentage of successful intelligence-led operations (neutralizaion,arrest, and prevention) 15 Percentage of counterintelligence reports monitored,checked and acted upon 16 Percentage of intelligence products disseminated and used 17 Percentage of recruits belonging to top 20% in their eligibility exams DPRM 18 Percentage of personnel with no criminal and administrative case (nonservice related) DPRM Ensure effective use of police intelligence Develop competent, motivated and values-oriented PNP Personnel NAG/ WBOS NAG/ Academe/ WBOS DIDM 17 10 Develop a responsive police organization 11 12 E RESOURCE MANAGEMENT 13 Optimize use of financial and logistical resources 14 F 15 Percentage of trained personnel vs training needs DHRDD Personnel Satisfaction Index DPRM Percentage of positions filled by qualified personnel (third level) DPRM/ DHRDD 30% 40% 50% 19 Percentage of trained personnel vs training needs DHRDD 20 Personnel Satisfaction Index DPRM 21 Percentage of positions filled by qualified personnel (third level) DPRM 22 Percentage of PNP units with functional PGS scorecards 23 Percentage of Information Technology compliant PNP Stations (Standard IT Compliance) DICTM 24 Percentage of Communications Technology compliant PNP Stations DICTM 25 Percentage of programmed activities funded & implemented based on the Annual Operations Plans and Budget DC 26 Percentage of logisticsrelated initiatives accomplished by the lower units DL 60% New Measure Percentage of Information Technology compliant PNP Stations (Standard IT Compliance) Percentage of Communications Technology compliant PNP Stations DICTM Percentage of programmed activities funded & implemented based on the Annual Operations Plans and Budget DC New Measure I 43% 46% 52% 61% 77% 78% 80% 83% 80% 85% 90% 95% Develo a responsive police organization DICTM Logistics Capability Index (Percentage fill-up of mobility, firearms, communications and investigative equipment) RESOURCE MGT 9 J Optimize use of financial and logistical resources 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 18 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: 19 Resources are constrained. We never have enough people, money, time, space for everything we want to do. For planning, we need to tailor our approach to the level of available resources we can dedicate, in terms of level of effort, timing, and 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 20 Focusing resources on your strategies Identifying and focusing your strategies on all four perspectives of the scorecard is only part of the equation — although 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. 21 22 MODULE 4 PNP Dashboards One of the most effective ways to ensure that your organization is on course on all four perspectives of the Balanced Scorecard is through the use of dashboards. Dashboards provide you with critical, current information about the operation of your office or unit, just as your 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 23 operational initiatives are achieving the strategies set by senior management. When the executives look at their dashboards and find issues and concerns that are highlighted, they will drill down to the operational level measures that are driving their strategic level measures. In this way, they can pinpoint the problem areas and take corrective actions. PNP STRATEGIC DASHBOARD Primary Drivers CRIME PREVENTION Enhance community engagement Intensify police operations Intensify intelligence and counter intelligence operations Strengthen legal offensive CRIME SOLUTION Maintain and deploy competent investigative personnel Implement standard investigative systems and procedures Establish and maintain reliable investigative infrastructure Develop and maintain community and stakeholders support Ensure fund support for investigative activities Indicators Crime Volume 2011 BASELINE 2012 2013 TARGETS Crime Ratio % increase in the number of joint police community initiated activities Safety index % of personnel employed/deployed % of CI actionable reports validated % of cases vs CTs filed in court % of cases vs CTs filed in CARHRIHL Crime Solution Efficiency % of investigative personnel trained and certified % of trained and certified investigative personnel deployed % increase of cases filed in court Number of provincial / city and police stations equipped with investigative infrastructure Number of linkages initiated by investigators Percentage of activities funded 24 Operational dashboards In creating the operational level dashboards, Directors and Managers will need to work with the people who report to them. These people will be frontline supervisors and leads. Operational dashboards involve the annual operating plan measures and their drivers. These dashboards will typically report on key projects, initiatives and functional core operations that drive the strategic dashboard measures. When the strategic level dashboards are drilled down to find the underlying data and information that drive them, executives will find the operational level dashboards and what they measure. The measures for the operational level dashboard will be at a more detailed level than the strategic level dashboard measures. They will be measuring things like project performance, ongoing business measures for the various organizational functions and those types of measures. When you drill down from the operational level dashboards, you will find tactical level projects, initiatives and process measures. Tactical dashboards Finally, at the tactical level, the supervisors and leads will get to the very lowest level of detail for their dashboards. In setting them up, they will work with their bosses at the operational level, and with their frontline personnel— the process workers. These dashboards will be reporting on the detailed projects, initiatives and process performance measures that are established to achieve the operational annual plan goals and objectives. In addition to the functional structure that was just detailed for setting up your dashboards, 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. 25 PNP OPERATIONAL DASHBOARD Operational (Secondary) Drivers KPI w/ OPR BL 2011 Targets 2012 2013 Critical Action w/ OPR CRIME PREVENTION: Enhance community engagement Intensify community Number of community awareness / information awareness activities initiated activities Intensify community Number of sectoral groups organization and organized / mobilized (BPAT mobilization activities force multipliers) Promote Web-Based Number of participating Online Survey respondents Strengthen FAs Control Program (Regulatory Function) Institutionalize LACAP Institutionalize PIPS Intensify support role ISO Intensify counter terrorism activities Enhance the security and safety of tourist Use of COMPSTAT by police station CRIME PREVENTION: Intensify police operations % of accounted loose FAs against the estimated baseline data (Operations Branch) Number of functional LACAP (adopted) Number of police station utilizing PIPS Number of ISO conducted Number of target hardening measures conducted % reduction of crimes involving foreign and domestic tourists Number of police stations using COMSTAT for crime prevention 26 Operational (Secondary) Drivers KPI w/ OPR BL 2011 Targets 2012 2013 Critical Action w/ OPR CRIME PREVENTION: Intensify intelligence and counter intelligence operations Enhance Number of threat groups Identification, neutralized Detection, Target Setting, Intervention, Disruption (IDTID) activities Proper Employment Number of organized and utilized of Brgy. Information BINs Nets (BINs) CRIME PREVENTION: Strengthen legal offensive Intensify case build Number of criminal cases filed up against threat groups Improve case Number of threat group cases monitoring against resulting to conviction / dismissal threat groups 27 Operational KPI w/ OPR (Secondary) Drivers BL 2011 Targets 2012 Critical Action w/ 2013 OPR CRIME SOLUTION: Maintain and deploy competent investigative personnel Have investigative Percentage of investigative personnel trained and personnel trained / certified certified Fill up investigative Percentage of investigative position with trained and positions filled up with certified personnel trained/certified investigations Timely deployment of Improvement in response time investigators Designate qualified Percentage of dedicated investigative personnel investigators assigned to handle to specific crime specific cases incidents Implement sound reward Number of recipients and punishment system CRIME SOLUTION: Implement standard investigative systems and procedures Update investigative Percentage of investigative personnel on personnel equipped with investigative systems standard investigative systems and procedures and procedure Utilize available Percentage of Police Stations investigative information using Web-based System systems Adopt case management Number of cases filed in court/ system Total Number of cases investigated 28 Operational KPI w/ OPR (Secondary) Drivers BL 2011 Targets 2012 Critical Action w/ 2013 OPR CRIME SOLUTION: Establish and maintain reliable investigative infrastructure Conduct inventory of Number of investigative infrastructure and infrastructure/equipment equipment identified/accounted Fill up lacking Percentage fill up investigative infrastructure and equipment Utilize and maintain Percentage of ICT-compliant investigative / ICT stations equipment CRIME SOLUTION: Develop and maintain community and stakeholders support Establish linkages with Number of linkages established community and stakeholders support Generate support from Number of community / community and stakeholders support generated stakeholders CRIME SOLUTION: Ensure fund support for investigative activities Disburse fund support Number of investigative funded for investigative activities Request fund support Number of special investigation for special investigation supported beyond the resources of PPOs 29 Adding the Final Touches After 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 30 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! 31