pnp p.a.t.r.o.l. 2030 score card dashboard formulation
DESCRIPTION
PNP P.A.T.R.O.L. 2030TRANSCRIPT
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PNP P.A.T.R.O.L. Plan 2030:Peace & Order Agenda for Transformation
& Upholding of the Rule-Of-Law
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Charter Statement Scorecard
One-page Roadmap
Translated to implementable format
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4 Strategic Elements of a Scorecard
MEASURE TARGET INITIATIVEOBJECTIVE
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Strategic Elements
MEASURE TARGET INITIATIVEOBJECTIVE
OBJECTIVE
Statement of what
strategy must be
achieved and
whats critical to its success
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What should be done to effectively pursue a given
strategic priority (objective)?
NHQ- 7
PRO - 10
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Strategic Elements
MEASURE TARGET INITIATIVEOBJECTIVE
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Perspective PNP Strategic ObjectivesCommunity 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
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Strategic Elements
MEASURE TARGET INITIATIVEOBJECTIVE
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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
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Strategic Elements
MEASURE TARGET INITIATIVEOBJECTIVE
OBJECTIVE
Statement of
what strategy
must achieve
and whats critical to its
success
MEASURE
How
performance
against an
objective is
quantified
TARGET
The level of
performance
or rate of
improvement
needed
success measure
metricOutcome indicator KPI
l performance level
project program action plan
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What measure should be used in order to indicate that progress is being made towards achieving a
strategic priority?
NHQ- 19
PRO - 26
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Why measures matter
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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)
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Purpose of strategic measures
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Measures drive desired behavior.
Measures test the validity of the strategy.
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Measures can take many forms
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Measure Form Advantages Disadvantages
Absolute numbers Clear and simple; unambiguous
One dimensional, does not
consider context
Indices
Provides broad general result
(multi-variate analysis)
Masks underlying individual
variables
Percentages
Good indicators of relative
change used in measurement
over time
Sometimes misunderstood or
improperly used
Rankings
Easy to compute and to
understand objective
Category definitions often
inconsistent
Ratings Good for nominal data Can be biased
Ratios
Depict critical relationships to be
managed (e.g., incremental cost
vs. revenue generated)
Can be difficult to understand
how to manage/effect
relationship
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Examples of Measures used by the PNP
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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
Percentages
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
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Two types of strategic measures
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LAG MEASURE
(OUTCOME)
LEAD MEASURE
(DRIVER)
PURPOSE
Assess performance results at
the end of a period or activity
Measure intermediate
processes, activities and
behavior
EXAMPLES
customer retention
strategic skill enhancement
hours spent w/ customers
hours spent cross training
STRENGTHS
Usually objective and easily captured
Comparable to Past performance
More predictive in nature
Allows org to adjust behaviors for performance
(Cause & Effect)
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Lead & Lag Measures
LEAD (Drivers) LAG (Outcome)
Exercise
Diet
Eat salad
# sessions in the gym
# kilometers jog/walk
# Calories intake
# of Salad meals
Reduce Weight Gain Weight
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Objective: Maintain Ideal Weight
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Guidelines for selecting measures
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A balanced scorecard contains a mix of both lead and lag measures.
One lag measure (OUTCOME) for each strategic objective.Use organizational generic measures that already exist
(percentage, absolute #s, ranking, etc.)
No more than 25 measures (1.5 measures per objective) Unit Head Owns measure
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Strategic Elements
MEASURE TARGET INITIATIVEOBJECTIVE
OBJECTIVE
Statement of
what strategy
must achieve
and whats critical to its
success
MEASURE
How success
in achieving
the strategy
will be
gauged and
tracked
TARGET
The level of
performance
or rate of
improvement
needed
INITIATIVE
Key action
programs
required to
achieve
objectives
strategic element success measure metric KPI
goal performance level
project program action plan
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What targets should be set in the intervening years?
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Target Setting
(Look for targets that have
some level of stretch but still
feel realistic)
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TARGET
MOTIVATION
SWEET SPOT
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Purpose of Target Setting
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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)
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Stretch targets
Set stretch targets (achievable but require change in doing things)
Stretch targets are long-term and become the basis for setting annual progress points.
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Avoid having two targets
Set targets for the outcome/lag measures first
Use to motivate & control
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Stretch targets
BASELINE: 2013 (previous year)
Stretch targets are long-term and become the basis for setting annual progress points.
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Set Targets for : 2014 (Current year)2015 (Next two years)
2016
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Strategic Elements
MEASURE TARGET INITIATIVEOBJECTIVE
INITIATIVE
Key action
programs
required to
reach the
target
success measure metric KPI
goal performance level
project program activities action plan
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What initiatives must be undertaken to fill-in the
performance gap?
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Strategic initiative
Cascading the PNP ITP Strategy 2010 Institute for Solidarity in AsiaCascading the PNP Strategy 2010 Institute for Solidarity in Asia
Strategic Initiatives close
the performance gap
(between current & desired performance)
INITIATIVES
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Closing the GAP
MEASURE TARGET INITIATIVEOBJECTIVE
ARTICULATES THE
COMPONENTS OF
OUR STRATEGY
Reduction of Index Crime
Percentage
reduction from
baseline
HELPS CLOSE THE
PERFORMANCE GAP
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TRACKS OUR PROGRESS
TOWARD ACHIEVING AND
COMMUNICATING THE INTENT
OF THE OBJECTIVE
Improve crime
prevention
Supervise institutionalization of PIPS
E
X
A
M
P
L
E
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Managing Strategic initiatives
Not business as usual. No bean-counting
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It should have the following features: clearly defined deliverables accountability at the leadership team level budget clear start & stop dates and progress milestones committed resource allocation
You manage strategy by managing initiatives.-- Kaplan & Norton, BSC Creators
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END OF PRESENTATIONEND OF PRESENTATION
TRANSFORMATIONOur Shared Commitment!!!
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"
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PNP P.A.T.R.O.L. Plan 2030:Peace & Order Agenda for Transformation &
Upholding of the Rule-Of-Law
Operational Dashboard
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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).
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Topic Outline
Scorecard vs Dashboard Elements of Scorecard and Dashboard Operational objectives Primary driver Secondary driver Process improvement shift Performance indicator Target Activities
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CPNP SCORECARD
DIRECTORATE SCORECARDS
PPO SCORECARD (DASHBOARD)
PRO SCORECARD
STRATEGIC
OPERATIONAL
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 D-Staff (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.
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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.
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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).
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PPO/CPO Dashboard
Improve safety awareness
Improve CSE
Institutionalize standard investigative
systems & procedures
Modernize crime reporting & analysis
Improve crime prevention & control
Ensure effective use of intelligence
Process Excellence
Crime prevention
Crime solution
Strategic Objectives Operational Objectives
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.
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_______________ OPERATIONAL/TACTICAL DASHBOARD
Objective 1: _____________
Primary Driver: ____________
Secondary Drivers
Process Improvement
Performance Indicator
(PI)
TargetO
P
R
CriticalAction Steps
O
P
R
Activities Funding Requirement
From To
Dashboard Format
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.
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GOAL or Objective
Critical Action Steps
Performance Indicator
Drivers
Desired Destination
Must do actions to hurdle barriers or obstacles along the way
How to bring the car to its destination (Primary & Secondary)
Dials or metrics on the dashboard for measuring progress (speedometer, temp gauge, etc)
PD or CD, COP
Activities Specific workable tasks to move the PI
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GOAL or Objective
Drivers
WHAT
Crime Prevention
Crime solution
Desired destination
HOW
inputs & processes to
attain the objective
(Primary & Secondary)
How to bring your car
to desired destination
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(Maintain safe speed and rpm) or
(Drive the car safely) or
Secondary Drivers
Primary Drivers
How to bring the car to its desired destination
Primary drivers broken down to specific operational or tactical activities that are directly measurable
Intensify Police Operation
-enhance the security & safety of tourist-Sustain the implementation of LACAP
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Primary Drivers
How to bring the car to its desired destination
Must do actions to hurdle barriers or obstacles
GOAL or Objective
Critical Action Steps
Desired Destination(Crime Prevention & Solution)
PD or CD
Performance Indicator
Dials or metrics on the dashboard for measuring progress (speedometer, temp gauge, etc)
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Performance Indicator (PI)
How success of an objective will be
gauged and tracked
2010 Institute for Solidarity in Asia
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index
percentage
ranking ratingratio
absolute number
2010 Institute for Solidarity in Asia
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PI makes an operational driver visible.
measures some improvement
can be tracked frequently
target setting is yearly
2010 Institute for Solidarity in Asia
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% of accounted
loose firearms
Number of functional
LACAP
% reduction of crimes involving tourists
Number of PS using
COMSTAT
Nr of participating respondents
to WBOS
% of ICT-compliant
police stations
Nr of PS fully utilizing PIPS
% of investigative
positions filled with
trained /cert invstgtrs
Performance Indicator
Examples and analogy of performance indicators
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PD or CD
Critical Action Steps
Must do actions to hurdle barriers or obstacles
GOAL or Objective
Performance Indicator
Drivers
Desired Destination(Crime Prevention & Solution)
How to drive the car to its destination (Primary & Secondary)
Dials or metrics on the dashboard for measuring progress (
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Critical Action Steps
Must do actions to hurdle barriers or obstacles
Destination/Object
ive
Origin
Destination/Object
ive
Origin Straight line
Barrier or
Obstacle
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GOAL or Objective
Critical ActionsSteps
Performance Indicator
Drivers
PD or CD
How to bring the car to its desired destination
Dials/metrics on the dashboard for measuring progress
Must do actions to hurdle barriers or obstacles
Desired Destination
Activities Specific workable tasks to move the PI
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Activities Specific workable tasks to move the PI
Establishment of Police Assistance Desksduring special occasions & holidays
Conduct of Police visibility patrols
Conduct Check Points
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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
Process Improvement
-Limited access to police related information by the community
-Broader access to police related information by the community
DASHBOARD
-Unilateral approach in decision-making
-Consultative approach (involving community)
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
Desired Destination/Goal
Objective
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
How to attain the
objective/reach the destination
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
Primary Drivers broken down to
measurable Operational or
Tactical activities
Enhance the security and safety of tourist
Use of COMPSTAT by police station
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
Enhance the security and safety of tourist
Use of COMPSTAT by police station
Upgrading or advancement in
processes to attain the desired state
Partial implementati
on
Disparatedata/informat
ion as basis for crime
prevention activities
Full implementati
on
Optimum utilization of integrated spatial and time-based
data/information as basis
for crime prevention
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
Enhance the security and safety of tourist
Use of COMPSTAT by police station
Partial implementati
on
Disparatedata/informat
ion as basis for crime
prevention activities
Full implementati
on
Optimum utilization of integrated spatial and time-based
data/information as basis
for crime prevention
Readily visible Measure of
Improvement
% reduction of crimes involving foreign and domestic tourists
Number of police stations using COMSTAT for crime prevention
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention & Control
Primary Driver: Intensify Police Operations
Secondary Drivers
Performance Indicator
(PI)
TargetOPR
Critical Action Steps
O
P
R
Activities
2013BL
2014 2015 2016 Jan-Jun
Institutionalize LACAP
Number of functional
LACAP (adopted)
O
P
N
O
P
N
Enhance the security and
safety of tourist
% reduction of crimes involving foreign and domestic tourists
T
P
A
D
20 30 40
20/20
10%(18/20)
50%(9/18)
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%.
unit- imposed yearly doable and definable aim (PI) to be achieved that are readily trackable at any given time
50
67%(3/9)
33%(6/20)
16
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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
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BASE LINE- the preceding year (2013)
of the current year (2014)
TARGET
2013(BASELINE)
2014 2015 2016 GAIN(Jan-Jun)
Preceding year
Current year
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HOW DO WE SET TARGET(Simplified)
A. Based on performance/incident historical data (at least 5 years)
3542
51
60
72
0
10
20
30
40
50
60
70
80
Yr2009
Yr2010
Yr2011
Yr2012
Yr2013
Yr2014
Yr2015
Yr2016
Arrests
Actual Performance Target
? ? ?
Example:
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HOW DO WE SET TARGET(Simplified)
We either use linear trending (averaging) or exponential trending (trending).
Year Arrests IncreaseYr 2009 35Yr 2010 42 7Yr 2011 51 9Yr 2012 60 9Yr 2013 72 12
Ave Increase 9.25
1) Averaging (Linear Trending)For the past 5 years:
Ave Increase = 9.25
or 10 (there is no 0.25 arrest)
Therefore, this is the Minimum Increase
starting from the last year (2013).
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HOW DO WE SET TARGET(Simplified)
3542
5160
72
0
10
20
30
40
50
60
70
80
90
100
Yr2009
Yr2010
Yr2011
Yr2012
Yr2013
Yr2014
Yr2015
Yr2016
Arrests
Actual Performance Target
82
Plotting:
92
102
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HOW DO WE SET TARGET(Simplified)
3542
51
60
72
0
10
20
30
40
50
60
70
80
Yr2009
Yr2010
Yr2011
Yr2012
Yr2013
Yr2014
Yr2015
Yr2016
Arrests
Actual Performance Target
? ? ?
2) Trending (Exponential Trending)
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HOW DO WE SET TARGET(Simplified)
Year Arrests Incr Incr RateYr 2009 35Yr 2010 42 7Yr 2011 51 9 2Yr 2012 60 9 0Yr 2013 72 12 3
Ave Increase 9.25 1.66
2) Trending (Exponential Trending)
For the past 5 years:
Rate of Increase = 1.67
or 2 (there is no 0.67 arrest)
Therefore, this is the minimum increase to
the initial increase from the last year (2013).
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HOW DO WE SET TARGET(Simplified)
YearArrests(Actual)
IncreaseRate of
IncreaseTarget
(Projected)Yr 2012 60Yr 2013 72 10 2Yr 2014 12 (10+2) 2 72+12 = 84Yr 2015 14 (12+2) 2 84+14 = 98Yr 2016 16 (14+2) 2 98+16 = 114
Computing for the next 3 (three) years
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HOW DO WE SET TARGET(Simplified)
3542
5160
72
0
10
20
30
40
50
60
70
80
90
100
110
120
Yr2009
Yr2010
Yr2011
Yr2012
Yr2013
Yr2014
Yr2015
Yr2016
Arrests
Actual Performance Target
84
Plotting:
98
114
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HOW DO WE SET TARGET
B. Based on dictated target (minimum set by higher authority)
Example: If, Number of Brgy 15
Then, Target (2014) = 2BIN/Brgy X 15 Brgys= 30 BINs
Targets set by the Directorate for Intelligence
Number of BIN/Brgy - 2 BIN Number of members/BIN - 2 pax
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HOW DO WE SET TARGET
C. Based on demand-driven targetsExample 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
installationsComputing:
Target = 96 vital installations X 1 activity/month X 12 month/yearTarget = 1,152 activities
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HOW DO WE SET TARGET
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
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
Enhance the security and safety of tourist
Use of COMPSTAT by police station
Partial implementati
on
Disparatedata/informat
ion as basis for crime
prevention activities
Full implementati
on
Optimum utilization of integrated spatial and time-based
data/information as basis
for crime prevention
% reduction of crimes involving foreign and domestic tourists
Number of police stations using COMSTAT for crime prevention
Accountable office / personnel (Target Critical Action)
T
P
A
D
O
P
N
O
P
N
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Process Improvement Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
RFrom To
Enhance the security and safety of tourist
Use of COMPSTAT by police station
Partial implementati
on
Disparatedata/informat
ion as basis for crime
prevention activities
Full implementati
on
Optimum utilization of integrated spatial and time-based
data/information as basis
for crime prevention
% reduction of crimes involving foreign and domestic tourists
Number of police stations using COMSTAT for crime prevention
1. Manpower
2. Training
1. Hardware
2. Software
3. Training
T
P
A
D
O
P
N
O
P
N
Imperative Steps to take to hurdle Barriers or obstacles
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Performance Indicator
(PI)
TargetO
P
R
Critical Action Steps O
P
R
Enhance the security and safety of tourist
Use of COMPSTAT by police station
% reduction of crimes involving foreign and domestic tourists
Number of police stations using COMSTAT for crime prevention
1. Manpower
2. Training
1. Hardware
2. Software
3. Training
O
P
N
T
P
A
D
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 COMSTAT
Specific workable tasks to move the performance indicator towards the attainment of the objective
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OPERATIONAL/TACTICAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operations
Secondary Drivers
Performance Indicator
(PI)
Target
Activities
O
P
R
Funding Requirement
13 14 15 16 Jan-Jun
40 20%
(32/
40)
50%
(16/
32)
63%
(6/
16)
15 Php 52,710.00
2/
12
10/
12
12/
12
12/
12
10
Php 93,600.00
Enhance the security and safety of tourist
Use of COMPSTAT
by police station
% reduction of crimes involving foreign and domestic tourists
Number of police stations using COMSTAT for crime prevention
1. Establishment of tourist police assistance desk (TPAD) for tourist destinations
2. Bike patrols in tourist areas
1. Conduct Monthly COMSTAT Meeting
2. Maintain & Update Crime Map & Clock
3. Maintain, monitor & analyze Crime Statistics
4. Review and implement responsive police operations based on COMSTAT
Budget required to execute an activity to its completion or on a yearly basis
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Object Class
Particular Quantity Unit Cost Amount
Wooden Table 1 pc 3,000 3,000
Chair 5 pcs 490 2,450
IEC materials 500 pcs 4.87 2,435
Tarpaulin 1 pc 900.00 900.00
Per Capita/Activity Cost 8,785.00
Number of TPADs 6
Total Cost 52,710.00
Activity: Establishment of Tourist Police Assistance Desks (TPADs) for tourist destination
Per Capita/Activity Cost:
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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 5 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
Activity: Conduct Monthly COMSTAT Meeting at the PS
Per Capita/Activity Cost:
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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.
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PPO/CPO OPERATIONAL DASHBOARD
Objectives Number of Primary Drivers
Number of Secondary Drivers
Crime Prevention 4 14
Crime Solution 5 15
Total 9 29
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.
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Objective: CRIME PREVENTION
PRIMARY DRIVERS (4) SECONDARY DRIVERS (14)
Enhance community engagement
1. Intensify community awareness / information activities
3. Promote Web-Based Online Survey (WBOS)
2. Intensify community organization and mobilization activities
Intensify police operations
1. Strengthen FAs Control Program (Regulatory Function)
5. Institutionalize PIPs
2. Sustain the implementation of LACAP
6. Intensify a Law Enforcement approach to ISO
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 BarangayInformation Nets (BINs)
Strengthen legal offensive 1. Intensify case build up against threat groups
2. Improve case monitoring against threat groups
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Objective: CRIME SOLUTION
PRIMARY DRIVERS (5) SECONDARY DRIVERS (15)
Maintain and deploy competent investigative personnel
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 3. Adopt case management system
2. Utilize available investigative information systems
Establish and maintain reliable investigative infrastructure
1. Conduct inventory of infrastructure and equipment
3. Utilize and maintain investigative / ICT equipment
2. Fill up lacking investigative infrastructure and equipment
Develop and maintain community and stakeholders support
1. Establish linkages with community and stakeholders support
2. Generate support from community and stakeholders
Ensure fund support for investigative activities
1. Disburse fund support for investigative activities
2. Request fund support for special investigation beyond the resources of PPOs
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PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Enhance Community Engagement
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target
O
P
R
CriticalAction Steps
O
P
R
Activities
From To
Intensify community
awareness / information
activities
Limited access to
police related information
Broader access to information
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 Web-Based Online
Survey
Unilateral approach in
decision making
Consultative approach in decision making (involving the community)
Number of participating respondents
1.Hardware
2.Software
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ACTIVITIESIntensify Community Awareness/info activities
Intensify Community Organization/Mobilization
Promote WBOS
1. Client visits
2. Symposia and lectures
3. Distribution of informationmaterials
4. Attendance to quad mediaactivities
1. Establishment of PoliceAssistance desks duringspecial occasions & holidays
2. Establishment of MotoristAssistance during specialoccasions, summer vacationand holidays
Info Drive
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PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operation
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target
O
P
R
CriticalAction Steps
O
P
R
Activities
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
Non-Responsive
LCE
Institutionalize PIPS
Partial implementatio
n
Full and sustained
implementation
Number of police station utilizing PIPS
1. Mobility2. Commo
Intensify a Law Enforcement
approach to ISO
Independent action
Strengthened collaborative
actions/efforts
Number of ISO conducted
manpower
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ACTIVITIESStrengthen FAs Control Program
Sustain the implementation of LACAP
Institutionalize PIPS Intensify a Law Enforcement approach to ISO
1. Continue public information of FAs control program
2.Establishment of FAs desks in their municipal stations
3.Implementation of SW against delinquent gun holders
4.Establishment of checkpoints and implementation of OplanBakal
5.Conduct of info gathering, surveillance and arrest
1.Request MLGOO local DILG to spearhead in the implementation
2.Facilitate the adoption of LACAP by POC
3.Institutionalization of LACAP
4.Establishment of 12 satellite offices, Laguna SHIELD (1 Police, 2 BPATs, 1 PA)
1.Conduct of Police visibility patrols
2.Conduct of checkpoints/implementation of OPLAN Checkmate, OPLAN Angry Bird and OPLAN Counterstrike 3.0
3.Liaisoning with Military and other LEA
4.Information gathering and surveillance activities
5.Effective maintenance of vehicles and equipment
1.Attendance to inter agency fora through POCs
2.Conduct of joint combat operations
3.Training of personnel
4.Unit dedicated to ISO
5.Upgrading of combat equipment of PPSCs
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PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Police Operation
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target
O
P
R
CriticalAction Steps
O
P
R
Activities
From To
Intensify counter
terrorism activities
Limited effort Improved counter-terrorism
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.Manpower2.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/information as basis for
crime prevention
Number of police stations using COMSTAT for
crime prevention
1.Hardware2.Software3.Training
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ACTIVITIES
Intensify counter terrorism activities
Enhance the security and safety of tourist
Use of COMPSTAT by police station
1. Conduct of security survey2. Conduct of lectures/trainings3. Intelligence fusion4. Conduct of intelligence workshops and validations5. Strengthening of JOCC/JPSCC6. Security officers of vital installation seminar
1. Establishment of one-stop shop tourist assistance desk for identified tourist destinations2. Bike patrols
1. Conduct Weekly COMSTAT Meeting2. Maintain & Update Crime Map & Clock3. Maintain & Monitor Crime Statistics3. Review and implement responsive police operations based on COMSTAT
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PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Intensify Intelligence and Counter Intelligence
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target O
P
R
CriticalAction Steps
O
P
R
Activities
From To
Enhance Identification,
Detection, Target Setting, Intervention,
Disruption (IDTID)
activities
Partial implementati
on
Full and sustained
implementation
Number of threat groups neutralized
Proper employment of BarangayInformation Nets (BINs)
Under utilization
Full utilization Number of organized and utilized BINs
1.Funds2.Attitude
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ACTIVITIES
Enhance Identification, Detection, Target Setting, Intervention, Disruption (IDTID) activities
Proper employment of Barangay Information Nets (BINs)
1. Conduct of police operations againstidentified threat groups
2. Validation of watchlist3. Profiling and case build-up4. Implementation of COPLANs
Intelligence Operational Cycle (IOC)
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PPO OPERATIONAL DASHBOARD
Objective 1: Crime Prevention
Primary Driver: Strengthen Legal Offensive
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target O
P
R
CriticalAction Steps
O
P
R
Activities
From To
Intensify case build up
against threat groups
Non-aggressive
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
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ACTIVITIES
Intensify case build up against threat groups Improve case monitoring against threat groups
1. Inventory of cases filed2. Strengthen case build-up3. Conduct of regular meetings of CJS
1. Conduct of liaisoning activities with Pillars ofCJS
2. Assignment of personnel to monitor casesfiled in court in urban municipalities
3. Monitoring of cases filed
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PPO OPERATIONAL DASHBOARD
Objective 2: Crime Solution
Primary Driver: Maintain & Deploy Competent Investigative Personnel
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target
O
P
R
CriticalAction Steps
O
P
R
Activities
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
1. mobility 2. commo3. manpower
Designate qualified investigative personnel to specific crime
incidents
General Specific % of dedicated investigators assigned
to handle specific cases
Manpower
Implement sound reward and
punishment system
Sporadic reward and punishment
Institutionalized reward and punishment
system
Number of recipients
1. Rewards
2. Punishment
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PPO OPERATIONAL DASHBOARD
Objective 2: Crime Solution
Primary Driver: Implement Standard Investigative Systems & Procedures
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target
O
P
R
CriticalAction Steps
O
P
R
Activities
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/Web-based
Percentage of Police Stations
using Web-based System
1. hardware, 2. software 3. trainings
Adopt case management
system
Personality-based
Standard Number of cases filed in court/
Total Number of cases investigated
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PPO OPERATIONAL DASHBOARD
Objective 2: Crime Solution
Primary Driver: Establish & Maintain Reliable Investigative Infrastructure
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target
O
P
R
CriticalAction Steps
O
P
R
Activities
From To
Conduct inventory of
infrastructure and
equipment
Existing TEA- based Number of investigative
infrastructure/equipment
identified/accounted
Fill up lacking investigative
infrastructure and
equipment
Inadequate 100% fill up Percentage fill up
Utilize and maintain
investigative / ICT equipment
Non ICT-compliant
ICT-compliant Percentage of ICT-compliant stations
1. Hardware2. Software3. Training
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PPO OPERATIONAL DASHBOARD
Objective 2: Crime Solution
Primary Driver: Develop & Maintain Community & Stakeholders Support
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target O
P
R
CriticalAction Steps
O
P
R
Activities
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
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PPO OPERATIONAL DASHBOARD
Objective 2: Crime Solution
Primary Driver: Ensure Fund Support for Investigative Activities
Secondary Drivers
Process Improvement Performance Indicator
(PI)
Target O
P
R
CriticalAction Steps
O
P
R
Activities
From To
Disburse fund support for
investigative activities
Arbitrary Disbursement
Program-based Disbursement
Number of investigative activities funded
Request fund support for
special investigation
beyond the resources of
PPOs
Regular MOOE
Special Release of Funds
Number of special investigation supported
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END OF PRESENTATIONEND OF PRESENTATION
TRANSFORMATIONOur Shared Commitment!!!
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"