PNP P.A.T.R.O.L. 2030 Score Card Dashboard Formulation

PNP P.A.T.R.O.L.
Plan 2030:
Peace & Order Agenda for Transformation
& Upholding of the Rule-Of-Law
Charter Statement
One-page
Roadmap
Scorecard
Translated to
implementable
format
4 Strategic Elements of a Scorecard
OBJECTIVE
MEASURE
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
TARGET
INITIATIVE
Strategic Elements
OBJECTIVE
Statement of what
strategy must be
achieved and
whats critical
to its success
PRO - 10
OBJECTIVE
MEASURE
NHQ- 7
What should be done to

effectively pursue a given
strategic priority (objective)?
TARGET
INITIATIVE
Strategic Elements
OBJECTIVE
MEASURE
Perspective
TARGET
INITIATIVE
PNP Strategic Objectives
Community
1. A safer place to live, work and do business
Process Excellence
2. Improve crime prevention

3. Improve crime solution
4. Improve community safety awareness through
community-oriented and human rights-based policing
Learning and Growth
5. Develop competent, motivated, disciplined and valuesoriented PNP personnel

6. Develop a responsive and highly professional police
organization
Resource Management 7. Optimize use of financial and logistical resources

Strategic Elements
OBJECTIVE
MEASURE
TARGET
INITIATIVE
Structure of an Objective: V + A + N
Verb (Action)
Adjective
Noun
Improve
crime
prevention
Improve
crime
solution
Improve
community safety
awareness
Develop
competent, motivated, disciplined and

values-oriented PNP
personnel
Develop
a responsive and highly professional police
organization
Optimize
use of financial and logistical
resources
Strategic Elements
OBJECTIVE
Statement of
what strategy
must achieve
and whats
critical to its
success
OBJECTIVE
MEASURE
How
performance
against an
objective is
quantified
MEASURE
success measure
metric
Outcome indicator
KPI
TARGET
The level of
performance
NHQ19
or rate of
improvement
PRO
- 26
needed
TARGET
INITIATIVE
What
measure should
l
project be used in
performance
level
program
order
to indicate
that progress is
action plan
being made towards
achieving a
strategic priority?
Why measures matter
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)
Purpose of strategic measures
Measures drive desired

behavior.
Measures test the validity of

the strategy.
Measures can take many forms
Measure Form
Absolute numbers
Indices
Percentages
Rankings
Ratings
Ratios
Advantages
Disadvantages
Clear and simple; unambiguous
One dimensional, does not

consider context
Provides broad general result

(multi-variate analysis)
Masks underlying individual

variables
Good indicators of relative

change used in measurement
over time
Sometimes misunderstood or
improperly used
Easy to compute and to

understand objective
Category definitions often

inconsistent
Good for nominal data
Can be biased
Depict critical relationships to be

managed (e.g., incremental cost
vs. revenue generated)
Can be difficult to understand

how to manage/effect
relationship
Examples of Measures used by the PNP

Measure
Form
Measure
Absolute
numbers
Number of MCs, LOIs, SOPs, Manuals and Issuances amended and developed
Number of PNP proposed bills adopted by both houses of Congress
Indices
National Safety Index

Respect Index
Personnel Satisfaction Index
Logistical Capability Index
National Index Crime

Crime Clearance Efficiency
Crime Solution Efficiency
Percentage of recruits belonging to top 20% of Eligibility Board exams and GWA
of 85% and above
Percentage of filled up TO positions with competent personnel for 3rd level PCOs
Percentage of personnel with guilty of administrative and case and/or convicted
of criminal case.
Percentage of trained personnel vs training needs
Percentage of IT-compliant PNP stations
Percentage of CT-compliant PNP stations
Percentages
Two types of strategic measures
LAG MEASURE
(OUTCOME)
PURPOSE
LEAD MEASURE
(DRIVER)
Assess performance results at

the end of a period or activity
Measure intermediate
processes, activities and
behavior
customer retention
hours spent w/ customers
strategic skill enhancement
hours spent cross training
Usually objective and easily

captured
Comparable to Past
performance
More predictive in nature

Allows org to adjust
behaviors for performance
(Cause & Effect)
EXAMPLES
STRENGTHS
Lead & Lag Measures

Objective: Maintain Ideal Weight
LEAD (Drivers)
Exercise
# sessions in
the gym
# kilometers
jog/walk
Diet
# Calories
intake
Eat salad
# of Salad
meals
LAG (Outcome)
Reduce Weight Gain Weight
Guidelines for selecting measures
A balanced scorecard contains a mix of both lead and lag

measures.
No more than 25 measures (1.5 measures per objective)
Unit Head Owns measure
One lag measure (OUTCOME) for each strategic objective.

Use organizational generic measures that already exist
(percentage, absolute #s, ranking, etc.)
Strategic Elements
OBJECTIVE
Statement of
what strategy
must achieve
and whats
critical to its
success
OBJECTIVE
MEASURE
How success
in achieving
the strategy
will be
gauged and
tracked
MEASURE
strategic element
success measure
metric
What targets should
be set
in the intervening KPI
years?
TARGET
The level of
performance
or rate of
improvement
needed
TARGET
goal
performance level
INITIATIVE
Key action
programs
required to
achieve
objectives
INITIATIVE
project
program
action plan
Target Setting
TARGET
SWEET SPOT
(Look
for targets that have

some level of stretch but still
feel realistic)
MOTIVATION
Purpose of Target Setting

Comparing targets with a performance standard allows
us to:
Assess performance /manage performance (Leading
forward or Pulling backwards)
Evaluate & measure strategic progress (Slow / Fast)
Make better decisions
Build motivation & commitment (Learn, improve & grow)
Stretch targets
Stretch targets are long-term and become the
basis for setting annual progress points.
Set stretch targets (achievable but require change in
doing things)
Set targets for the outcome/lag measures first

Avoid having two targets
Use to motivate & control
Stretch targets
Stretch targets are long-term and become the
basis for setting annual progress points.
BASELINE: 2013 (previous year)
Set Targets for : 2014 (Current year)

2015 (Next two years)
2016
Strategic Elements
INITIATIVE
Key action
programs
required to
reach the
target
OBJECTIVE
MEASURE
TARGET
success measure
goal be
What
initiatives must
metric
performance
undertaken
to fill-in
the level
KPI
performance gap?
INITIATIVE
project
program
activities
action plan
Strategic initiative
INITIATIVES
Cascading the PNP Strategy

ITP Strategy
2010
2010
Institute
Institute
for Solidarity
for Solidarity
in Asia
in Asia
Strategic Initiatives close

the performance gap
(between current & desired
performance)
Closing the GAP
ARTICULATES THE
COMPONENTS OF
OUR STRATEGY
OBJECTIVE
E
X
A
M
P
L
E
Improve crime
prevention
TRACKS OUR PROGRESS

TOWARD ACHIEVING AND
COMMUNICATING THE INTENT
OF THE OBJECTIVE
MEASURE
Reduction of
Index Crime
TARGET
Percentage
reduction from
baseline
HELPS CLOSE THE

PERFORMANCE GAP
INITIATIVE
Supervise
institutionalization
of PIPS
Managing Strategic initiatives

You manage strategy by managing initiatives.
-- Kaplan & Norton, BSC Creators
Not business as usual.

No bean-counting
It should have the following features:
clearly defined deliverables

accountability at the leadership team level
budget
clear start & stop dates and progress milestones
committed resource allocation
TRANSFORMATION
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE
AND CREDIBLE POLICE SERVICE"
PNP P.A.T.R.O.L. Plan 2030:

Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law
Operational Dashboard
Learning Objectives
Understand key concepts and terminologies used in
the dashboard;
Identify differences and similarities of these concepts
and terminologies with that of the scorecard;
Understand the inter-relationship and application of
these terms in the development of dashboard;
Understand the relationship of activities and funding
requirement;
Identify the application of the key concepts and
terminologies in a workplace setting
(PPO/CPO/CPS/MPS).
Topic Outline
Scorecard vs Dashboard
Elements of Scorecard and Dashboard
Operational objectives
Primary driver
Secondary driver
Process improvement shift
Performance indicator
Target
Activities
Scorecard is a tool used to

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 primarily
focused on the actual delivery of
police services.
CPNP SCORECARD
DIRECTORATE SCORECARDS
PRO SCORECARD
STRATEGIC
PPO SCORECARD (DASHBOARD)
OPERATIONAL
SCORECARD
(PNP/D-STAFF/PRO/NSU)
Objective (Strategic)
Measure
Target
Initiative
(Programs,
Projects, Activities)
DASHBOARD
(PPO/CPO/CPS/MPS)
Objective
(Operational /Tactical)
Primary Driver
Secondary Driver
Performance
Indicator
Target
Activities
Basic elements of a scorecard are the following: strategic objective, measure, target and
initiative. Similarly, dashboard has also the same elements. They differ only in the terms used
(Measure vs Performance Indicator, Initiative vs Activities). Furthermore, the
Operational/Tactical Objective element has sub-element.
PRO SCORECARD
Perspective
Objective
Measure
Target
Initiative
Community
Process
Excellence
Learning &
Growth
Resource
Management
Since the Dashboard is focused on the actual delivery of police services, it primarily
covers only one perspective of the scorecard which is the Process Excellence. Other
objectives which may fall under the Learning and Growth and Resource Management
perspectives will be subsumed by this perspective (i.e. -maintain and deploy
competent investigative personnel), otherwise, it will be handled at the strategic level
(D-Staff, PRO, NSU).
Process Excellence
PPO/CPO Dashboard
Strategic Objectives
Operational Objectives
Improve safety awareness

Improve CSE
Institutionalize standard investigative
systems & procedures
Modernize crime reporting & analysis
Improve crime prevention & control
Ensure effective use of intelligence
Crime prevention
Crime solution
All strategic objectives under the process excellence, if we are going to determine its
purpose in relation to the delivery of police service will always fall either on our two
core deliverable services to prevent crime and to solve crime (if crime happens).
Example: Why are we aiming to improve community safety awareness (remember,
this is a PCR objective)? Because we want to harden the targets (would-be victims)
of criminal elements thereby reducing chances of being victimized. If this purpose is
achieved, then we prevent the occurrence of crime.
Dashboard Format
_______________ OPERATIONAL/TACTICAL DASHBOARD
Objective 1: _____________
Primary Driver: ____________
Secondary
Process
Drivers
Improvement
From
To
Performance
Indicator
(PI)
Target
O
P
R
Critical
Action
Steps
O
P
R
Activities
Funding
Requirement
Remember, the basic element of a dashboard are Objective (+primary and secondary
drivers), Performance Indicator, Target and Activities. Process Improvement Shift
serves as guide on what particular process do we want to improve or upgrade in
order to attain the desired objective. Critical action steps tells us what we need to do
and/or acquire in order to perform effectively and efficiently the identified activities.
GOAL or
Objective
Activities
Critical
Action
Steps
Performance
Indicator
Drivers
Desired Destination
Specific workable tasks to move

the PI
Must do actions to hurdle barriers
or obstacles along the way
Dials or metrics on the
dashboard for measuring progress
(speedometer, temp gauge, etc)
How to bring the car to its

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

to desired destination
Desired destination
Crime solution
Secondary
Drivers
Primary drivers broken down to

specific operational or tactical
activities that are directly
measurable
(Maintain safe speed and rpm) or
-enhance the security & safety of
tourist
-Sustain the implementation of LACAP
Primary
Drivers
How to bring the car to its desired

destination
(Drive the car safely) or

Intensify Police Operation
GOAL or
Objective
Critical
Action
Steps
Performance
Indicator
Primary
Drivers
Desired Destination
(Crime Prevention & Solution)
or obstacles

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

destination
PD or CD
Performance Indicator (PI)

How success of an objective will be
gauged and tracked
2010 Institute for Solidarity in Asia
absolute number percentage

ratio ranking rating index
PI makes an operational driver visible.

measures some improvement
can be tracked frequently
target setting is yearly
Nr of PS fully
utilizing PIPS
Nr of
participating
respondents
to WBOS
% of ICTcompliant
police
stations
% of
investigative
positions
filled with
trained /cert
invstgtrs
Performance
Indicator
% of
accounted
loose
firearms
Number of
PS using
COMSTAT
Number of
functional
LACAP
% reduction
of crimes
involving
tourists
Examples and analogy of performance indicators
GOAL or
Objective
Critical
Action
Steps
Performance
Indicator
Drivers
Desired Destination
(Crime Prevention & Solution)

or obstacles

dashboard for measuring progress (
How to drive the car to its

destination (Primary & Secondary)
PD or CD
Critical
Action
Steps
Origin
Origin

or obstacles
Straight line
Barrier
or
Obstacle
Destin
ation/
Object
ive
Destin
ation/
Object
ive
GOAL or
Objective
Activities
Critical Actions
Steps
Performance
Indicator
Drivers
Desired Destination
Specific workable tasks to
move the PI
Must do actions to hurdle
barriers or obstacles
Dials/metrics on the dashboard
for measuring progress
How to bring the car to its

desired destination
PD or CD
Activities
Specific workable tasks to

move the PI
Establishment of Police Assistance Desks

during special occasions & holidays
Conduct of Police visibility patrols
Conduct Check Points
Process Improvement
Present state
(From)
Desired State
(To)
Process (Old Model)

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

Secondary
Drivers
Performance
Indicator
(PI)
Institutionali
ze LACAP
Number of
functional
LACAP
(adopted)
Enhance the
security and
safety of
tourist
Target
2013
BL
20
2014
30
2015
40
2016
50
JanJun
16
O
P
R
O
P
N
% reduction of
T
crimes involving
P
10%
50%
67%
33%
foreign and
A
20/20 (18/20) (9/18) (3/9) (6/20)
domestic
D
tourists
Critical
Action
Steps
O Activities
P
R
O
unit- imposed
P
yearly doable
N
and definable
aim (PI) to be
achieved that
are readily
trackable at any
given time
Note the consistency of the Performance Indicator (PI) with the data indicated in
the Target. The PI states Number of and the data indicated in the Target is
also a number 20, 30, 40. Likewise, the PI states % ... and the data in the
Target is also expressed in % - 10%, 50%.
TARGET SETTING
Clearly definable targets

Provide individual accountability (OPR)
Continually trackable (PI)
Target setting is yearly for 3 years
Baseline year is the preceding year (2013)
of the current year (2014)
Stretched and doable
BASE LINE
- the preceding year (2013)
of the current year (2014)
TARGET
2013
(BASELINE)
Preceding
year
2014
2015
Current
year
2016
GAIN
(Jan-Jun)
HOW DO WE SET TARGET

(Simplified)
A. Based on performance/incident historical data
(at least 5 years)
Example:
80
70
60
50
40
30
20
10
0
Arrests
72
60
51
42
35
Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016
Actual Performance
Target

(Simplified)
We either use linear trending (averaging) or
exponential trending (trending).
1) Averaging (Linear Trending)
For the past 5 years:
Year
Arrests
Yr 2009
35
Yr 2010
42
Yr 2011
51
Yr 2012
60
Yr 2013
72
Ave Increase
Increase
7
9
9
12
9.25
Ave Increase = 9.25

or
10
(there is no 0.25 arrest)
Therefore, this is the

Minimum Increase
starting from the last
year (2013).

(Simplified)
Plotting:
100
90
80
70
60
50
40
30
20
10
0
Arrests
102
92
82
72
60
51
35
42
Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016
Actual Performance
Target

(Simplified)
2) Trending (Exponential Trending)
Arrests
80
70
60
50
40
30
20
10
0
72
60
51
42
35
Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016
Actual Performance
Target

(Simplified)
2) Trending (Exponential Trending)
For the past 5 years:
Year Arrests
Yr 2009
35
Yr 2010
42
Yr 2011
51
Yr 2012
60
Yr 2013
72
Ave Increase
Incr
7
9
9
12
9.25
Incr Rate
Rate of Increase = 1.67

or
2
(there is no 0.67 arrest)
2
0
3
1.66
Therefore, this is the

minimum increase to
the initial increase from
the last year (2013).

(Simplified)
Computing for the next 3 (three) years
Year
Yr 2012
Yr 2013
Yr 2014
Yr 2015
Yr 2016
Arrests
Rate of
Target
Increase
(Actual)
Increase (Projected)
60
72
10
2
12 (10+2)
2
72+12 = 84
14 (12+2)
2
84+14 = 98
16 (14+2)
2
98+16 = 114

(Simplified)
Plotting:
Arrests
120
110
100
90
80
70
60
50
40
30
20
10
0
114
98
84
72
60
51
35
42
Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr
2009 2010 2011 2012 2013 2014 2015 2016
Actual Performance
Target

B. Based on dictated target (minimum set by higher
authority)
Targets set by the Directorate for Intelligence
Number of BIN/Brgy
Number of members/BIN
Example:
If,
Number of Brgy
Then, Target (2014)
- 2 BIN
- 2 pax
15
= 2BIN/Brgy X 15 Brgys
= 30 BINs

C. Based on demand-driven targets
Example 1:
Target Hardening of Vital Installations
Number of target hardening activities number of vital
installations X frequency of conduct
Determining the mandatory target:

Number of vital installations - say, 96
Frequency of conduct say, 1 activity/month for every vital
installations
Computing:
Target = 96 vital installations X 1 activity/month X 12 month/year
Target = 1,152 activities

C. Based on demand-driven targets
Example 2:
Community Visitations
Number of visitations - number of targeted communities
(brgy, school, church, etc) X frequency of conduct
OR - number of targeted communities (brgy, school, church,
etc) X seasonal conduct
Determining for the target:
Target visitations
Frequency of
visitations
Number of
visitations/year
Total number of
visitations
Brgy
1 visit/wk
56 wks/year
56
School
5 visit/wk
48 wks/school yr
240
Church
2 visit/wk
56 wks/year
112
Total number of visitations
408
Secondary
Drivers
Process Improvement
From
To
Performance
Indicator
(PI)
Enhance the
Partial
safety of
on
tourist
Full
implementati
on
% reduction of
crimes involving
foreign and
domestic
tourists
Disparate
for crime
prevention
activities
Optimum
utilization of
integrated
spatial and
time-based
data/informat
ion as basis
for crime
prevention
Number of
police stations
using COMSTAT
for crime
prevention
Use of
Target
O
P
R
T
P
A
D
Accountable office /
personnel (Target
Critical Action)
O
P
R
O
P
N
O
P
N
Secondary
Drivers
Process Improvement
From
To
Performance
Indicator
(PI)
Target
Enhance the
Partial
safety of
on
tourist
Full
implementati
on
% reduction of
crimes involving
foreign and
domestic
tourists
Disparate
for crime
prevention
activities
Optimum
utilization of
integrated
spatial and
time-based
data/informat
ion as basis
for crime
prevention
Number of
Imperative
police stations
Steps to
using COMSTAT
for crime take to
preventionhurdle
Use of
Barriers or
obstacles
O
P
R
T
P
A
D
1. Manpower
2. Training
1. Hardware
2. Software
3. Training
O
P
R
O
P
N
O
P
N
Secondary
Drivers
Performance
Indicator
(PI)
Enhance the
security and
safety of
tourist
% reduction of
crimes involving
foreign and
domestic
tourists
Number of
COMPSTAT by police stations
police station using COMSTAT
for crime
prevention
Target
O
P
R
T
1. Manpower
P Specific workable
2. Training
A
tasks to move the
D
performance
indicator towards
the attainment of
the objective
Use of
O
P
N
1. Hardware
2. Software
3. Training
O
P
R
O
P
N
O
P
N
Activities
1. Establishment of
special tourist police
assistance desk
(TPAD) for known
tourist destinations
2. Bike patrols in
tourist areas
1. Conduct Weekly
COMSTAT Meeting
2. Maintain & Update
Crime Map & Clock
3. Maintain, monitor &
analyze Crime
Statistics
4. Review and implement
responsive police
operations based on
Secondary
Drivers
Enhance
the
security
and safety
of tourist
Use of
COMPSTAT
by police
station
Performance
Indicator
(PI)
Budget required to
execute an activity to
Primary Driver: Intensify
Police Operations
its completion
or on a
yearly basis
Target
13
% reduction
40
of crimes
involving
foreign and
domestic
tourists
Number of
police
stations using 2/
COMSTAT for 12
crime
prevention
14
20%
(32/
40)
10/
12
15
16
50% 63%
(16/ (6/
32) 16)
12/
12
12/
12
JanJun
15
Activities
1. Establishment of
tourist police
assistance desk
(TPAD) for tourist
destinations
2. Bike patrols in
tourist areas
1. Conduct Monthly
COMSTAT Meeting
10 2. Maintain & Update
Crime Map & Clock
3. Maintain, monitor &
analyze Crime Statistics
responsive police
operations based on
COMSTAT
O
P
R
Funding
Requirement
Php 52,710.00
Php 93,600.00
Activity: Establishment of Tourist Police Assistance

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

Per Capita/Activity Cost:
Object
Class
Particular
Quantity
Unit Cost
Amount
758
Snacks (AM)
10
Meals
30.00
300.00
755
Bond paper
Ream
190.00
95.00
755
Computer Ink (black)
10
Copies
5.00
50.00
755
Computer Ink (color)
10
Copies
7.50
75.00
761
POL
liters
52.00
260.00
Per Capita/Activity Cost
780.00
Target Police Station for 2014
10
Number of COMPSTAT/yr
12
Total Cost
Php 93,600.00
Funding Requirement vs Activity

Activity delivers the service to the customer, NOT the fund.
Funding requirement is a part of the requirement for an
activity to be satisfactorily realized. Other requirements are
as follows:
Competent personnel to do the activity;
The manner (systems and procedure) by which the
personnel follows in order to effectively and efficiently
deliver the service;
The needed logistical resources to perform the activity;
Community support and participation.
Funding requirement will be determined only AFTER all the
basic elements of a dashboard were filled-up.
PPO/CPO OPERATIONAL DASHBOARD

Objectives
Number of
Primary Drivers
Number of
Secondary Drivers
Crime Prevention
14
Crime Solution
15
29
Total
The Objectives, Primary Drivers and Secondary Drivers listed is the minimum
requirement that must be included in the dashboard of PPO/CPO and CPS/MPS.
Other objectives and drivers may be added to reflect the peculiarity of the
area/environment.
Objective: CRIME PREVENTION

PRIMARY DRIVERS (4)
Enhance community
engagement
SECONDARY DRIVERS (14)

1. Intensify community awareness /
information activities
3. Promote Web-Based Online

Survey (WBOS)
2. Intensify community organization

and mobilization activities
1. Strengthen FAs Control Program
(Regulatory Function)
5. Institutionalize PIPs
2. Sustain the implementation of

LACAP
6. Intensify a Law Enforcement

approach to ISO
Intensify police operations

3. Intensify counter terrorism
activities
7. Use of COMPSTAT by police

station
4. Enhance the security and safety of

tourist
Intensify enforcement of
special laws
Intensify intelligence and

counter intelligence
operations
1. Enhance Identification, Detection,

Target Setting, Intervention,
Disruption (IDTID) activities
2. Proper employment of Barangay

Information Nets (BINs)
Strengthen legal offensive
1. Intensify case build up against

threat groups
2. Improve case monitoring against

threat groups
Objective: CRIME SOLUTION

PRIMARY DRIVERS (5)
Maintain and deploy competent

investigative personnel
SECONDARY DRIVERS (15)

1. Have investigative personnel trained and
certified
4. Designate qualified investigative

personnel to specific crime incidents
2. Fill up investigative position with trained

and certified personnel
5. Implement sound reward and

punishment system
3. Timely deployment of investigators
Implement standard investigative

systems and procedures
1. Update investigative personnel on

investigative systems and procedures
2. Utilize available investigative information
systems
1. Conduct inventory of infrastructure and
equipment
Establish and maintain reliable

investigative infrastructure
Develop and maintain community

and stakeholders support
Ensure fund support for

investigative activities
3. Adopt case management system
3. Utilize and maintain investigative

/ ICT equipment
2. Fill up lacking investigative infrastructure

and equipment
1. Establish linkages with community and

stakeholders support
2. Generate support from

community and stakeholders
1. Disburse fund support for investigative

activities
2. Request fund support for special

investigation beyond the resources
of PPOs
PPO OPERATIONAL DASHBOARD

Primary Driver: Enhance Community Engagement
Secondary
Drivers
Process Improvement
From
Intensify
community
awareness /
information
activities
To
Limited Broader access

access to to information
police related
information
Performance
Indicator
(PI)
Tar
get
O
P
R
Critical
Action
Steps
Number of
community
awareness
activities initiated
(PCR Branch)
Training
Intensify
community
organization
and
mobilization
activities
Limited
community
organization
and
mobilization
More
aggressive
organizational
work,
mobilization,
and
intervention
Number of
sectoral groups
organized /
mobilized (BPAT
force multipliers)
Fund
Support
Promote WebBased Online

Survey
Unilateral
approach in
decision
making
Consultative
approach in
decision
making
(involving the
community)
Number of
participating
respondents
1.Hardwar
e
2.Software
O
P
R
Activities
ACTIVITIES
Intensify Community
Awareness/info activities
1. Client visits
2. Symposia and lectures
3. Distribution of information
materials
4. Attendance to quad media
activities
Intensify Community
Organization/Mobilization
Promote WBOS
1. Establishment of Police
Info Drive
Assistance desks during
special occasions & holidays
2. Establishment of Motorist
Assistance during special
occasions, summer vacation
and holidays

Primary Driver: Intensify Police Operation
Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
Targ
et
O
P
R
Critical
Action
Steps
From
To
Strengthen FAs
Control Program
(Regulatory
Function)
Less effective
enforcement of
FAs control law
and accounting
of loose FAs
More
effective/stricter
enforcement of
FAs control law
and accounting
of loose FAs
% of accounted
loose FAs against the
estimated baseline
data (Operations
Branch)
Sustain the
implementation
of LACAP
Limited efforts
Improved efforts
Number of
functional LACAP
NonResponsive
LCE
Institutionalize
PIPS
Partial
implementatio
n
Full and
sustained
implementation
Number of police
station utilizing PIPS
1. Mobility
2. Commo
Intensify a Law
Enforcement
approach to ISO
Independent
action
Strengthened
collaborative
actions/efforts
Number of ISO
conducted
manpower
O
P
R
Activities
ACTIVITIES
Strengthen FAs
Control Program
Sustain the
implementation of
LACAP
1. Continue public
1.Request MLGOO local
information of FAs control DILG to spearhead in the
program
implementation
2.Establishment of FAs
desks in their municipal
stations
3.Implementation of SW
against delinquent gun
holders
4.Establishment of
checkpoints and
implementation of Oplan
Bakal
5.Conduct of info
gathering, surveillance and
arrest
Institutionalize PIPS
1.Conduct of Police
visibility patrols
Intensify a Law
Enforcement
approach to ISO
1.Attendance to inter
agency fora through POCs
2.Conduct of
2.Conduct of joint combat
2.Facilitate the adoption of checkpoints/implementatio operations
LACAP by POC
n of OPLAN Checkmate,
OPLAN Angry Bird and
3.Training of personnel
3.Institutionalization of
OPLAN Counterstrike 3.0
LACAP
4.Unit dedicated to ISO
3.Liaisoning with Military
4.Establishment of 12
and other LEA
5.Upgrading of combat
satellite offices, Laguna
equipment of PPSCs
SHIELD (1 Police, 2 BPATs, 1 4.Information gathering
PA)
and surveillance activities
5.Effective maintenance of
vehicles and equipment

Primary Driver: Intensify Police Operation
Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
Tar
get
O
P
R
Critical
Action
Steps
From
To
Intensify
counter
terrorism
activities
Limited effort
Improved
counterterrorism
efforts
Number of target
hardening
measures
conducted
Enhance the
security and
safety of
tourist
Partial
implementati
on
Full
implementatio
n
% reduction of
crimes involving
foreign and
domestic tourists
1.Manpower
2.Training
Use of
COMPSTAT by
police station
Disparate
data/informat
ion as basis
for crime
prevention
activities
Optimum
utilization of
integrated
spatial and
time-based
data/informati
on as basis for
crime
prevention
Number of police
stations using
COMSTAT for
crime prevention
1.Hardware
2.Software
3.Training
O
P
R
Activities
ACTIVITIES
Intensify counter terrorism
activities
1. Conduct of security survey
2. Conduct of lectures/trainings
3. Intelligence fusion
4. Conduct of intelligence
workshops and validations
5. Strengthening of JOCC/JPSCC
6. Security officers of vital
installation seminar
Enhance the security and

safety of tourist
1. Establishment of one-stop
shop tourist assistance desk for
identified tourist destinations
2. Bike patrols
Use of COMPSTAT by police

station
1. Conduct Weekly COMSTAT
Meeting
2. Maintain & Update Crime
Map & Clock
3. Maintain & Monitor Crime
Statistics
responsive police operations
based on COMSTAT

Primary Driver: Intensify Intelligence and Counter Intelligence
Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
From
To
Enhance
Identification,
Detection,
Target Setting,
Intervention,
Disruption
(IDTID)
activities
Partial
implementati
on
Full and
sustained
implementatio
n
Number of threat
groups neutralized
Proper
employment
of Barangay
Information
Nets (BINs)
Under
utilization
Full utilization
Number of
organized and
utilized BINs
Tar
get
O
P
R
Critical
Action
Steps
1.Funds
2.Attitude
Activities
O
P
R
ACTIVITIES
Enhance Identification, Detection, Target
Setting, Intervention, Disruption (IDTID)
activities
1. Conduct of police operations against
identified threat groups
2. Validation of watchlist
3. Profiling and case build-up
4. Implementation of COPLANs
Proper employment of Barangay Information

Nets (BINs)
Intelligence Operational Cycle (IOC)

Primary Driver: Strengthen Legal Offensive
Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
From
To
Intensify case
build up
against threat
groups
Nonaggressive
case build up
efforts
aggressive case
build up efforts
Number of
criminal cases filed
Improve case
monitoring
against threat
groups
Low
conviction
rate
Improve rate of
conviction
Number of threat
group cases
resulting to
conviction /
dismissal
Targ
et
O
P
R
Critical
Action
Steps
Activities
O
P
R
ACTIVITIES
Intensify case build up against threat groups
1. Inventory of cases filed

2. Strengthen case build-up
3. Conduct of regular meetings of CJS
Improve case monitoring against threat groups
1. Conduct of liaisoning activities with Pillars of

CJS
2. Assignment of personnel to monitor cases
filed in court in urban municipalities
3. Monitoring of cases filed
Objective 2: Crime Solution

Primary Driver: Maintain & Deploy Competent Investigative Personnel
Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
From
To
Have investigative
personnel trained
and certified
Basic /
untrained
Competent /
specialized
% of investigative
personnel trained /
certified
Fill up investigative
position with
trained and
certified personnel
Inadequate
personnel
100% fill up
% of investigative
positions filled up with
trained/certified
investigations
Timely deployment
of investigators
Most
convenient
time
Sense of
urgency
Improvement in
response time
Designate qualified
investigative
personnel to
specific crime
incidents
General
Specific
% of dedicated
investigators assigned
to handle specific
cases
Implement sound
reward and
punishment system
Sporadic
reward and
punishment
Institutionalize
d reward and
punishment
system
Number of recipients
1. Rewards
2. Punishment
Tar
get
O
P
R
Critical
Action Steps
1. mobility
2. commo
3. manpower
Manpower
O
P
R
Activities

Primary Driver: Implement Standard Investigative Systems & Procedures
Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
From
To
Update
investigative
personnel on
investigative
systems and
procedures
Native
Talent
Organized
Percentage of
investigative
personnel
equipped with
standard
investigative
systems and
procedure
Utilize
available
investigative
information
systems
Manual
/Stand alone
System
Automated/We
b-based
Percentage of
Police Stations
using Web-based
System
Adopt case
management
system
Personalitybased
Standard
Number of cases
filed in court/
Total Number of
cases investigated
Tar
get
O
P
R
Critical
Action
Steps
1. hardware,
2. software
3. trainings
O
P
R
Activities

Primary Driver: Establish & Maintain Reliable Investigative Infrastructure

Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
From
To
Conduct
inventory of
infrastructure
and
equipment
Existing
TEA- based
Number of
investigative
infrastructure/equi
pment
identified/account
ed
Fill up lacking
investigative
infrastructure
and
equipment
Inadequate
100% fill up
Percentage fill up
Utilize and
maintain
investigative /
ICT equipment
Non ICTcompliant
ICT-compliant
Percentage of ICTcompliant stations
Tar
get
O
P
R
Critical
Action Steps
1. Hardware
2. Software
3. Training
O
P
R
Activities

Primary Driver: Develop & Maintain Community & Stakeholders Support

Secondary
Drivers
Process Improvement
Performance
Indicator
(PI)
From
To
Establish
linkages with
community
and
stakeholders
support
Passive
Active
Number of
linkages
established
Generate
support from
community
and
stakeholders
Weak
Strong
Number of
community /
stakeholders
support generated
Tar
get
O
P
R
Critical
Action
Steps
Activities
O
P
R

Primary Driver: Ensure Fund Support for Investigative Activities
Secondary
Drivers
Process Improvement
From
Performance
Indicator
(PI)
To
Disburse fund
support for
investigative
activities
Arbitrary Program-based
Disbursement Disbursement
Request fund
support for
special
investigation
beyond the
resources of
PPOs
Regular Special Release

MOOE of Funds
Number of
investigative
activities funded
Number of special
investigation
supported
Targ
et
O
P
R
Critical
Action
Steps
Activities
O
P
R
TRANSFORMATION
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE
AND CREDIBLE POLICE SERVICE"

PNP P.A.T.R.O.L. 2030 Score Card Dashboard Formulation

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What are the 4 strategic elements of a scorecard according to the document?

What are the 4 strategic elements of a scorecard according to the document?

What are the 7 strategic objectives of the PNP according to the document?

What are the 7 strategic objectives of the PNP according to the document?

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

4 Strategic Elements of a Scorecard

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

What should be done to

PNP Strategic Objectives

1. A safer place to live, work and do business

2. Improve crime prevention

Learning and Growth

5. Develop competent, motivated, disciplined and valuesoriented PNP personnel

Resource Management 7. Optimize use of financial and logistical resources

competent, motivated, disciplined and

a responsive and highly professional police

use of financial and logistical

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Why measures matter

If you cant measure it, you cant manage it.

What gets measured gets done!!!!

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Purpose of strategic measures

Measures drive desired

Measures test the validity of

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Measures can take many forms

Clear and simple; unambiguous

One dimensional, does not

Provides broad general result

Masks underlying individual

Good indicators of relative

Easy to compute and to

Category definitions often

Good for nominal data

Depict critical relationships to be

Can be difficult to understand

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Examples of Measures used by the PNP

National Safety Index

National Index Crime

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Two types of strategic measures

Assess performance results at

hours spent w/ customers

strategic skill enhancement

hours spent cross training

Usually objective and easily

More predictive in nature

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Lead & Lag Measures

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Guidelines for selecting measures

A balanced scorecard contains a mix of both lead and lag

One lag measure (OUTCOME) for each strategic objective.

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

for targets that have

Cascading the PNP Strategy 2010 Institute for Solidarity in Asia

Purpose of Target Setting