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

Plan 2030:
“Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law”

Scorecard
Formulation
Charter Statement Scorecard

• One-page • Translated to
Roadmap implementable
format
 4 Strategic Elements of a Scorecard

OBJECTIVE MEASURE TARGET INITIATIVE

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 Strategic Elements

OBJECTIVE
Statement of what
strategy must be NHQ- 7
achieved and
what’s critical
to its success PRO - 10

OBJECTIVE MEASURE TARGET INITIATIVE

What should be done to

effectively pursue a given
strategic priority (objective)?

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Strategic Elements

OBJECTIVE MEASURE TARGET INITIATIVE

Perspective 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 values-
oriented PNP personnel
6. Develop a responsive and highly professional police
organization
Resource Management 7. Optimize use of financial and logistical resources
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
 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 personnel
values-oriented PNP
Develop a responsive and highly professional police organization
Optimize use of financial and logistical resources
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 Strategic Elements

OBJECTIVE MEASURE TARGET

Statement of How The level of
what strategy NHQ- 19
performance
must achieve performance
or rate of
and what’s against an improvement
critical to its objective is PRO
needed- 26
success quantified

OBJECTIVE MEASURE TARGET INITIATIVE

• success measure What

•l measure should
• project be used in
• metric order to indicate
• performance level that progress is
• program
•Outcome indicator being made towards • action plan
achieving a
• KPI strategic priority?

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Why measures matter

If you can’t measure it, you can’t manage it.

If you can’t manage it, you can’t improve it.
-- Kaplan & Norton, BSC Creators (and many others)

‘What get’s measured get’s done!!!!

-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)

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 Purpose of strategic measures

• Measures drive desired

behavior.

• Measures test the validity of

the strategy.

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Measures can take many forms

Measure Form Advantages Disadvantages

One dimensional, does not
Absolute numbers Clear and simple; unambiguous consider context

Provides broad general result (multi- Masks underlying individual

variate analysis) variables
Indices

Good indicators of relative change Sometimes misunderstood or

used in measurement over time improperly used
Percentages

Easy to compute and to understand Category definitions often

objective inconsistent
Rankings

Ratings Good for nominal data Can be biased

Depict critical relationships to be Can be difficult to understand

managed (e.g., incremental cost vs. how to manage/effect relationship
Ratios
revenue generated)

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Examples of Measures used by the PNP
Measure Measure
Form
Absolute • Number of MCs, LOIs, SOPs, Manuals and Issuances amended and developed
numbers • Number of PNP proposed bills adopted by both houses of Congress

• National Safety Index

• Respect Index
Indices
• 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
Percentages • Percentage of filled up TO positions with competent personnel for 3 rd 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

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 Two types of strategic measures

LAG MEASURE LEAD MEASURE

(OUTCOME) (DRIVER)

Assess performance results at the Measure intermediate processes,

PURPOSE end of a period or activity activities and behavior

“customer retention” “hours spent w/ customers”

EXAMPLES
“strategic skill enhancement” “hours spent cross training”
• Usually objective and easily • More predictive in nature
STRENGTHS captured • Allows org to adjust behaviors
• Comparable to Past for performance (Cause &
performance Effect)

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Lead & Lag Measures
Objective: Maintain Ideal Weight
LEAD (Drivers) LAG (Outcome)
• Exercise  # sessions in the  Reduce Weight  Gain Weight
gym
 # kilometers
jog/walk

 # Calories intake
• Diet

 # of Salad meals
• Eat salad

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

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.)

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Strategic Elements

OBJECTIVE MEASURE TARGET INITIATIVE

Statement of How success
The level of Key action
what strategy in achieving programs
must achieve the strategy performance or
required to
and what’s will be rate of achieve
critical to its gauged and improvement objectives
success tracked
needed

OBJECTIVE MEASURE TARGET INITIATIVE

• success measure
strategic element • project
What targets should be set
• metric • goal
• program
in the intervening• KPI
years? • performance level • action plan

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Target Setting

TARGET

‘SWEET SPOT’
‘(Look for targets that have
some level of stretch but still
feel realistic)

MOTIVATION

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 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)

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 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

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 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

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 Strategic Elements

INITIATIVE
Key action
programs
required to
reach the
target

OBJECTIVE MEASURE TARGET INITIATIVE

• success measure
What
• metric
initiatives must• goal be • project
undertaken • performance
to fill-in the level
• KPI • program
performance gap? • activities
• action plan
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
 Strategic initiative

Strategic Initiatives close the

performance gap
INITIATIVES (between current & desired
performance)

Cascading the PNP Strategy

ITP Strategy
© 2010
© 2010
Institute
Institute
for Solidarity
for Solidarity
in Asia
in Asia
 Closing the ‘GAP’

ARTICULATES THE TRACKS OUR PROGRESS HELPS CLOSE THE

COMPONENTS OF TOWARD ACHIEVING AND PERFORMANCE GAP
OUR STRATEGY COMMUNICATING THE
INTENT OF THE OBJECTIVE

OBJECTIVE MEASURE TARGET INITIATIVE

EX
AM Improve crime • Reduction of Percentage Supervise
PL
E prevention Index Crime reduction from institutionalization
baseline of PIPS

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia

 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
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TRANSFORMATION…
Our Shared Commitment!!!

END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE
AND CREDIBLE POLICE SERVICE"