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MODULE 1
Introduction to PNP ITP-PGS
(PNP PATROL Plan 2030)
Considering the PNP’s mandate, the performance of the organization from an operational perspective was pegged on measuring its
effectiveness in preventing crimes and solving those that has already been committed.
In 2003, the PNP came under fire after it was tagged by national perception surveys as one of the most corrupt government agencies
in the country. It was at that same instance that a related study was being conducted by the United Nations Development Program on
the Criminal Justice System of the Philippines where various issues attributed to the police system were identified. This was substantiated
by the PNP Reform Commission Report spearheaded by former Justice Secretary Sedfrey Ordoñez which identified variables such as
the PNP’s low level of professional training, massive human rights abuses, low crime conviction rate, poor technological capability and
corruption as having the highest impact towards its low credibility status to the public.
The imminent degeneration of the PNP’s organizational culture and morale brought about by its low level of performance and
credibility gave birth to the Integrated Transformation Program which was eventually integrated with the then existing Medium Term
Development Plan (2005-2010).
Under the ITP, arrays of new projects and activities were presented and implemented to impact its Key result areas. The ITP has
therefore served as the organization’s roadmap to lasting change which aimed to transform the PNP into a more capable, effective
and credible police agency.
The introduction of the Performance Governance System or PGS into the Philippine system in 2009 pushed the PNP’s transformation
program further as it once again harnessed the PNP’s efforts strategically towards the adoption of measures and tools that will map
out its gains towards its identified vision for the organization.
In its Board Meeting on December 2008, the Millennium Challenge Corporation (MCC) decided to reselect the Philippines as Compact
Eligible for FY 2009. The Philippines was one of the twenty-eight (28) nations identified as a beneficiary of the development agents. In
order for the Philippines to sign a Compact Agreement, it should meet the MCC eligibility criteria in areas of ruling justly, investing in
people and economic freedom.
Through a memorandum issued on July 9, 2009 by then Executive Secretary Eduardo Ermita, the PNP was chosen as one among the first
six national government agencies to participate in the Millennium Challenge Corporation program mainly because it was deemed

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ready for productive participation in good governance based on the progress of its ITP. The ITP has provided a good basis for the
adoption of a comprehensive governance system anchored on the impact that this brings to the community that the PNP directly serve.
Through the PGS - the local adaptation Norton and Kaplan’s Balanced Scorecard- the PNP seized the opportunity to reinforce its
previously laid ITP strategies. Seeing no need to reinvent the wheel, the organization adopted the ITP framework in formulating the
Strategy Map and Scorecard.
Having been able to comply with the requirements for the initiation and compliance stages, the PNP is now gearing towards completing
the third-level “proficiency stage” necessary for it to step up to the succeeding stages of the PGS towards institutionalization.
Getting Familiar with Balanced Scorecard
In this handbook, you’ll get your first glimpse at what a Balanced Scorecard is and how it
works. You’ll see that scorecards aren’t rocket science, but they do require some good
structure, analysis, and planning in order to get it right.
Just what is Balanced Scorecard, anyway? To better understand what a Balanced Scorecard
is, maybe you should first learn where it came from and why. The Balanced Scorecard was
first developed in the early 1990s by two guys at the Harvard Business School: Robert
Kaplan and David Norton. The key problem that Kaplan and Norton identified in today’s
business was that many companies had the tendency to manage their businesses based solely
upon financial measures. While that may have worked well in the past, the pace of business
or even organization in today’s world requires better and more comprehensive measures.
Though financial measures are necessary, they can only report what has happened in the past
— where your business has been — and they are not able to report where it is headed: It’s
like trying to drive your car by looking in the rear view mirror.
In order to provide a management system that was better at dealing with today’s paces of
companies and organizations and to provide managers with the information they need so that
they can make better decisions, Kaplan and Norton developed the Balanced Scorecard. Note
that we said that the Balanced Scorecard is a management system — not a measurement system. Yes, measurement is a key aspect of
the Balanced Scorecard, but it is much more than just measurement: it is a means to setting and achieving the strategic goals and
objectives for your organization.

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So, what is the Balanced Scorecard? In short, it’s a management system that enables our organization, which is the PNP, to set, track and
achieve its key strategies and objectives. Once the strategies are developed, they are deployed and tracked through what we call the
Four Perspectives of the Balanced Scorecard.
These are made up of four distinct perspectives: The Customer (Community)
perspective, the Financial (Resource Management), the Internal Process
(Process Excellence), and the Knowledge, Education, and Growth Leg
(Learning and Growth).
When planning your Balanced Scorecard, you should go through the
following steps in the order shown to achieve the best results:
1. Design your Balanced Scorecard strategy. The Balanced Scorecard
should align with the overall strategy of the organization. Elements of
consideration should include key office or unit achievements, goals, and
objectives. One of the best tools to use in this step is the Strategy Map (see
PNP PATROL Plan Roadmap 2030).
2. Plan the framework of your scorecard. The framework should be
customized to your office or unit, and consist of the four perspectives of your scorecard, and include key elements such as risk and
variation indication, and interrelationships between the perspectives as well. It is here that you will build the foundation and structure of
your Balanced Scorecard process. Elements of consideration should
include how each leg of your scorecard will provide insights into
how the organization is doing now, and how it will do in the future.
Also include feedback/flexible loops that can both enable
detection and response to key changes which may affect
performance.
3. Plan how you’ll put your scorecard together. This includes all
of the key metrics identified in the earlier steps, interlinking them
in such a way that they are directly related to each other.
Elements to consider should include how well the metrics relate to
the direction and mission of the organization, how well they show
what you need to see, and their ability to indicate change or
variation quickly and effectively.

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4. Set up support for the scorecards. You’ll need support throughout the organization, but especially with its leaders and managers.
Elements to consider here must include their input, from design to metric selection to how performance will be assessed, as participants,
not just onlookers.
5. Plan the implementation and tracking of your Balanced Scorecard. Link the scorecard to every activity and event, and to the key
performance indicators (KPIs) for your office and your unit. Elements of consideration will include how your managers and personnel will
perceive and successfully implement and communicate their scorecards, the effectiveness of the feedback loops, and flexibility to
changing conditions, among other things.
6. Plan a self-assessment process. As mistakes are occasionally made, your organization can learn quickly and effectively from them
and make adjustments along the way. This enables a continuous improvement and refinement capability, which is critical to the long
term success and sustainability of your scorecards. Elements of consideration should include designing a good “lessons learned” process,
and integrating the study and understanding of the results of this process into new project and scorecard implementation processes.
Developing Your Strategy Map: A Balancing Act
Developing your scorecard strategies and making the strategies the core of
your objectives are the main goals of the balanced-scorecard approach. To
meet your goals and to achieve balance among the four perspectives of the
scorecard, you need to develop strategy maps. These maps are typically (and
best!) developed by senior executives and their direct reports, and they form
the basis for the operational and tactical level plans, projects, and scorecards.
Strategy maps are the vehicles by which you ensure that your scorecards have
balance. Strategy maps also allow you to see how your operational and
tactical plans and initiatives are linked and work toward achieving your
strategic objectives.
It takes some work on your part and the part of your management team to
create strategy maps, but the effort is really worth it. So, call a meeting with
all your management peers, lock the door when everyone enters the room, and
don’t leave until your strategy map is done (make sure you order some coffee
or iced tea — and don’t forget the pancit canton with hot pandesal!).

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Doing your mapping homework
Before you gather the faithful and lock the meeting-room door to get your strategy map done, you need to do some strategy
homework. Gather and review the following information:
 Your annual reports
 Your mission statement (if you don’t have one, get it done!)
 Your organizational values and guiding principles
 Your vision for the future
 Your project plans and initiatives
 Studies, reviews, and reports
 Performance reports for the past 12 months
 Competitive data and analysis
 Your organizational history (to get in touch with what the former leaders of your organization valued and wanted to achieve)
 Journals and news articles on your office/unit
 Benchmarking reports and information
Be cautious not to play follow-the-leader and just do what other
offices or units have done — especially when it comes to
competitive and benchmark analysis. These have to be your
strategies and scorecards, not just carbon copies of what other
organizations have done. And, while you’re at it, look for a
consistent thread regarding your vision, mission, values, and
guiding principles. If these statements aren’t consistent, revise them
to make them so.
Drafting the strategy map
If you’ve done your strategy homework, you should be ready to
develop your strategy map. The strategy map or the PNP
PATROL Plan Roadmap gives you a good idea of what the end
result may be. Your strategy map will undoubtedly be more

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complex than this example.
To create a strategy map, follow these basic steps:
1. Gather and analyze the necessary information: Organizational studies, reviews, SWOT (Strengths, Weaknesses, Opportunities, and
Threats) analysis, financial statements, etc.
2. Develop strategies, such as: Reduction of crime rate by 10 percent, or increase police response time rate by 15 percent within three
years.
3. Develop the objectives and goals for each perspective of the scorecard.
4. Ensure that all of the interactions and linkages are defined among the four perspectives.
Using strategic-planning tools such as SWOT analysis, best practice and competitive benchmarking can be invaluable when developing
your long-term strategies. For more information on these topics, simply do a web search and you’ll find tons of information at your
fingertips, both for free and for a price.
Leaning on the four perspectives of the scorecard
Your Balanced Scorecard Strategy relies upon four different yet integrated perspectives: The Customer or Community Perspective, the
Financial or Resource Management Perspective, the Process Excellence Perspective, and the Learning and Growth Perspective. These
four perspectives of the Balanced Scorecard are necessary for today’s executives and managers to be able to plan, implement and
achieve their strategies. The four perspectives will make the difference between whether your organization succeeds or fails. The
following list takes a closer look at the four perspectives:
 Customer or Community scorecard: Measures your customers’ satisfaction and their performance requirements — for your
organization and what service it delivers.
 Resource Management scorecard: Tracks your financial requirements and performance.
 Process Excellence scorecard: Measures your critical-to-customer process requirements and measures or core functions of the
organization.
 Learning and Growth scorecard: Focuses on how you train and educate your personnel, gain and capture your knowledge.

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MODULE 2
Formulating Balanced Scorecard
Getting started with Balanced Scorecards
Getting started in planning your Balanced Scorecards means
following a simple, standardized multi-step roadmap to first confirm
what you want to do and how you intend to do it, then defining how
you intend to measure doing it, and finally outlining what specifically
you will do better than your competitors. And you’ll do this all while
taking changes in your organization, personnel, services,
stakeholders, components, data and many other factors into account.
When planning your Balanced Scorecard, you should go through the
following steps in the order shown to achieve the best results:
1. Design your Balanced Scorecard strategy. The Balanced
Scorecard should align with the overall strategy of your
organization. Elements of consideration should include key
organizational achievements, goals, and objectives. One of the best
tools to use in this step is the Strategy Map.
2. Plan the framework of your scorecard. The framework should be customized to your services, and consist of the four perspectives of
your scorecard, and include key elements such as risk and variation indication, and interrelationships between the perspectives as well.
It is here that you will build the foundation and structure of your Balanced Scorecard process. Elements of consideration should include
how each perspective of your scorecard will provide insights into how the organization is doing now, and how it will do in the future.
Also include feedback/flexible loops that can both enable detection and response to key changes which may affect performance.
3. Plan how you’ll put your scorecard together. This includes all of the key metrics identified in the earlier steps, interlinking them in
such a way that they are directly related to each other. Elements to consider should include how well the metrics relate to the direction
and mission of the organization, how well they show what you need to see, and their ability to indicate change or variation quickly and
effectively.

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4. Set up support for the scorecards. You’ll need support throughout
the organization, but especially with its leaders and managers.
Elements to consider here must include their input, from design to
metric selection to how performance will be assessed, as participants,
not just onlookers.
5. Plan the implementation and tracking of your Balanced
Scorecard. Link the scorecard to every activity and event, and to the
key performance indicators for your office and your unit. Elements of
consideration will include how your managers and personnel will
perceive and successfully implement and communicate their
scorecards, the effectiveness of the feedback loops, and flexibility to
changing conditions, among other things.
6. Plan a self-assessment process. As mistakes are occasionally
made, your organization can learn quickly and effectively from them
and make adjustments along the way. This enables a continuous
improvement and refinement capability, which is critical to the
long term success and sustainability of your scorecards.
Elements of consideration should include designing a good
“lessons learned” process, and integrating the study and
understanding of the results of this process into new project and
scorecard implementation processes.
ASPECTS LEAD or OUTCOME LAG or DRIVER
PURPOSE Assess performance results
at the end of the activity
• Measure intermediate
processes, activities
and behavior
EXAMPLE Investigative Skill Coverage • Hours spent training
STRENGTHS Usually objective and easily
captured
• More predictive in
nature
• Allows organization
to adjust behavior for
performance
ISSUES Reflects pass successes, not
current activities and
decisions
• Based on the
hypotheses of
strategic cause and
effect
• Often difficult to
collect supporting
data

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FIRST LEVEL STRATEGY OF THE PNP
The issuance of a Memorandum from the Executive Secretary to institutionalize the PGS prompted the PNP to develop its own strategy
which resulted to the crafting of the first-level scorecard by the different directorates which was approved by the Chief, PNP.
The illustration shows the enterprise strategy or the PNP Transformation Roadmap 2030. It is a graphical and logical representation of
what the PNP will do to attain its vision.
Topping all perspectives is the Community which refers to the entire society or the people at large. And with the PNP’s mission to
improve crime prevention and control and improve community safety awareness through community-oriented and rights-based policing,
the overall objective for the community will be attained which is to create a safer place to live, work and do business.
PHILIPPINE
NATIONAL
POLICE
MISSION
Enforce the law, prevent and control
crimes, maintain peace and order,
and ensure public safety and internal
security with the active support of the
community
CORE VALUES
Maka Diyos
Makatao
Makabayan
Makakalikasan
MANDATE
Republic Act 6975 as amended by
RA 8551 and further amended by
RA 9708
PHILOSOPHY
Service, Honor and Justice
VISION: Imploring the aid of the Almighty, by 2030, WE shall be a highly capable,
effective and credible police service working in partnership with a responsive
community towards the attainment of a safer place to live, work, and do business.

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THE STORY BEHIND THE PNP ROADMAP
Briefly, the story behind the PNP strategy conveys that in order for the organization to realize its goal, the drivers or the means how
each objective in every perspective is to be achieved, should be accomplished. It establishes a cause and effect relationship wherein
one cannot progress without the other. It all starts from the objectives stated in the resource management, being the foundation, all the
way up to the process excellence perspective.
The linking and interconnection of the objectives demands that the PNP must first maximize the use of available financial and logistical
resources since the PNP, as a National Government Agency, is largely dependent on the limited funding, provided by the National
Government through the General Appropriations.
Resource Management will then trigger the implementation of objectives by becoming the bedrock for all perspectives which forces the
institution to harness its resources and mobilize what it can to support all facets of police operations. But to realize this, the resources
provided must be made adequate through optimal use with high standards of transparency and accountability.
By optimizing, the PNP will be able to fund and support its initiatives under the Learning and Growth perspective and as a result,
ensures that personnel are kept motivated, competent and efficient. Also in this perspective, it is necessary to develop personnel,
beginning from recruitment up until retirement, through a well-defined career path based on human resource management and
development program. Improvement of organizational strategies, structures, systems and mechanisms must therefore be deployed to
support these undertakings that will guarantee an enabling environment conducive to human resource development.
With a developed competent, motivated and responsive organization, an improved crime prevention and control and community safety
awareness will result to Process Excellence. Objectives postulated herein constitute the PNP’s critical internal processes. These objectives
indicate that systems and procedures need to be significantly improved if the institution were to move forward and gain the trust and
confidence of the public.
Finally, the Stakeholder’s Support perspective refers to the sectors and patrons the PNP serves, whose approval and support must be
won. They’re comprised of lawmaking bodies, local government agencies, religious sectors and non-government organizations,
agreeably influencing the organization’s endeavors. They are placed on both sides of the strategy map acting as support to all
perspectives.

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THE PNP SCORECARD
The PNP roadmap is not complete if measures, targets and initiatives are not clearly spelled out. These are indicated in the PNP
Scorecard. The scorecard is the PNP’s tool for measuring its performance based on the measures and targets indicated therein through
the execution of the strategic initiatives.
Resource Management
Starting off from the bottom, the first measure on Logistics Capability Index refers to the actual level of available equipment on
mobility, firearms and communication or simply, the percentage fill-up of move, shoot, and communicate capability. It is expected that
by year 2016, the capability index will be 95% sufficed through the Implementation of Reform on Logistics Management System. The
main office responsible for this measure is the Directorate for Logistics.
In the same objective, the second measure indicates that all programs and activities
should be implemented based on the AOPB through the Reform of the Budget
System in the PNP.
Learning and Growth
On Learning and Growth perspective and under the measure to develop a
responsive police organization objective, to be able to determine whether a police
station is already communications technology compliant, there should be a telephone,
radio communications equipment, cell phone or facsimile machine manned by
competent PNP personnel.
PNP OBJECTIVE MEASURE
ACTUAL TARGETS
2010 2011 2013 2016
Optimize use of
financial and
logistical
resources
Percentage of programmed
activities implemented based
on the Annual Operations
Plans and Budget
80% 85% 90% 95%
Logistics Capability Index 41% 43% 45% 47%

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On the other hand, the information technology compliant indicates that there should be internet connectivity with standard computer
equipment that can run systems applications and operated by adept IT personnel. For this year, the first major deliverable on Data
Warehousing Project (Phase 1) requires an amount of P50M, as funded by the PNP Capability Enhancement Program.
With regard to personnel concerns of
having a responsive organization, two
new measures were identified. Both
measures require the initiative on the
Improvement of Human Resource
Systems, entailing enhancement of
programs from recruitment to
retirement of personnel. The first
measure refers to the number of
qualified personnel positioned to
commensurate to their qualifications or
“putting the right person for the right
job”. It is intended to fill in PNP
personnel according to the
requirements presented in the Table
of Organization.
Under the objective to develop
competent, motivated and values-
oriented personnel, the second new
measure was formulated that aims to
monitor the level of morale and
welfare of PNP personnel. This will
determine if the policies and
guidelines that will ensure proper
awards or incentives to all PNP
personnel are fairly implemented and
observed.
The next measure is used to determine
the percentage of trained personnel
vis-a-vis training needs. This is a
PNP OBJECTIVES MEASURES
ACTUAL TARGETS
2010 2011 2013 2016
Develop
competent,
motivated and
values-oriented
PNP Personnel
Percentage of recruits
belonging to top 20% in
their eligibility exams
0.005% 1% 3% 5%
Percentage of personnel
with no criminal cases (non-
service related)
98% 100% 100% 100%
Percentage of trained
personnel vs training needs
30% 40% 50% 60%
Personnel Satisfaction Index New
Measure
Develop a
responsive police
organization
Percentage of positions
filled by qualified
personnel (third level)
New
Measure
Percentage of Information
Technology compliant PNP
Stations (Standard IT
Compliance)
43% 46% 52% 61%
Percentage of
Communications Technology
compliant PNP Stations
77% 78% 80% 83%

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factor to close the competency gap of personnel through the initiative on the Improvement of Education and Training System. By 2016,
it is projected that the organization will provide proper training to 60% of its personnel. For this to happen, the creation of a
comprehensive training and information system database for both competency and specialized skills courses, and eligibility list
establishment per Office/Unit are the first two deliverables this year and early next year with a total funding requirements of P200,
000.00.
The other measure demonstrates the commitment of the PNP to reduce, if not to totally eliminate, the involvement of its personnel in
various crimes by aiming 100% this year and the coming years ahead.
The last remaining measure is in line with the PNP’s thrust of appointing the best and the brightest among qualified applicants. The
target set for this year has been amplified to counter last year’s almost nil record, corresponding to only 0.005%, which is admittedly
miniscule to improve the recruitment selection. Hence, to openly address this, there are two major deliverables expected after
accomplishing related programs on the Improvement of Education and Training System, namely, the Development and Implementation
of Holistic Psychometric Exams and the Recruitment of Qualified Applicants, both having the necessary funding requirements pegged at
P54M.
Process Excellence
With the objective to improve crime
prevention and control as cited in the
Process Excellence perspective, Crime
Solution Efficiency (CSE), Crime
Clearance Efficiency (CCE) and
National Index Crime Rate (NICR)
are the gauges of police
effectiveness and efficiency in solving
crimes or incidents reported. CSE is
computed based on the total crimes
solved over the total crime volume.
“Crime solved” is when at least one
of the suspects is arrested and
properly charged in court. While,
CCE is calculated based on the total
crimes cleared over the total crime volume. It can be said that “cleared crime” is only plausible when the case is already filed in court.
The targets revealed in the scorecard that the PNP is expected to solve and clear crimes gradually. The two measures will only paint a
much better picture of performance in CY 2016, wherein the anticipated increase ranges from 4% to 6%, respectively. To accomplish
PNP OBJECTIVES MEASURES
ACTUAL TARGETS
2010 2011 2013 2016
Improve community
safety awareness
through community-
oriented and human
rights-based policing
National Safety Index
60.9% 62.9% 64.9% 66.9%
Respect Index
72.6% 74.6% 76.6% 78.6%
Improve crime
prevention and
control
National Index Crime Rate 16.53 15.7 14.92 14.7
Crime Clearance Efficiency 33.33% 35.00% 39% 45%
Crime Solution Efficiency 20.79% 22.00% 24.00% 28.49%

16. 16
this, the initiative on the Improvement of Case Management is needed with P15M funding requirements to strengthen case evidence and
filing component.
Another initiative, the Police Integrated Patrol System (PIPS) is just one of the many noteworthy programs that may influence the
National Index Crime Rate. The PIPS is a consolidated and intensified law enforcement operation through aggressive foot and mobile
patrol, boarder patrols, sky patrol, motorized anti street crimes, operations and responsive public safety services in coordination with
other law enforcement agencies, force multipliers and the community. Just like the two previous measures, this too will only have a
minimal improvement based on the targets indicated in the scorecard. The first deliverable of the project for this year is the cascading
of the system which will be completed in CY 2012 with a total funding of P57.6M.
The two indices on the improvement of community awareness are indicators to measure the general perception on police performance
and the attitude of the public towards the PNP. To measure these, an online survey will be undertaken by the PNP through its own
web-based application. The Barangay Peacekeeping Operations (BPO) is a significant initiative to answer the prime objective
pertaining to community-oriented and human rights-based policing. A “catch-all” community policing strategy which was institutionalized
through LOI 22/09 (BAYANIHAN) mandated the creation of Barangay Peacekeeping Action Teams or BPATs that served as “force
multipliers” or main operators of the BPO.
Community
The last and final measure of the scorecard will be using the report of the UNDP to look at how the country fares with the rest of the
world, particularly on civic and community well-being as per crime and safety components are concerned.
The outcomes of the various strategic initiatives from managing resources to improving internal processes will consequently contribute to
the PNP’s vision of a safe and secured nation towards economic growth and stability.
PNP OBJECTIVE MEASURE
ACTUAL TARGETS
2010 2011 2013 2016
A safer place to
live, work and do
business
Global Peace Index (HDI)
Source: Web TBD TBD TBD

17. 17
PNP SECOND LEVEL STRATEGY
PNP SCORECARD PRO SCORECARD
PERSPECTIVE
PNP OBJECTIVE MEASURE OFFICE
TARGET
IDENTICAL
CONTRIBUTORY
NEW
N/A
PERSPECTIVE
PRO OBJECTIVE MEASURE OPR
BL
TARGET
LEAD
LAG
2010
(Baseline)
2011 2013 2016
2010
2011 2012 2013 2016
COMMUNITY
A
A safer place to
live, work and do
business
1 Global Peace Index
(GPI)
PMO
COMMUNITY
A
A safer place to live,
work and do business
PROCESSEXCELLENCE
B
Improve
community safety
awareness through
community-oriented
and human rights-
based policing
2 National Safety Index DPCR/
DO, DI
& DIDM
60.90% 62.90% 64.90% 66.90%
PROCESSEXCELLENCE
B
Improve community
safety awareness
through community-
oriented and human
rights-based policing
1 Regional Safety Index NAG/
WBOS
3 Respect Index
72.60% 74.60% 76.60% 78.60%
2 Respect Index NAG/
Academe/
WBOS
3 Percentage increase in the
number of joint police
community-initiated
activities
DPCR
C
Improve crime
solution efficiency
4 National Index Crime
Rate
DO/
DIDM,
DI,
DPCR
16.53 15.7 14.92 14.17
C
Improve crime
solution efficiency
4 Regional Index Crime Rate DO
5 Crime Clearance
Efficiency
DIDM/
DO, DI
& DPCR
33.33% 35% 39% 45%
5 Regional Crime Clearance
Efficiency
DIDM
6 Crime Solution Efficiency DIDM/
DO, DI
& DPCR
20.79% 22.00% 24.00% 28.49%
6 Regional Crime Solution
Efficiency
DIDM
7 Number of most wanted
persons (MWP) arrested
DIDM
8 Percentage of wanted
persons arrested
DIDM
D
Institutionalize
standard investigative
systems and
procedures
9 Percentage of dismissed
cases due to investigative
lapses
DO
E
Modernize crime
reporting and
analysis and promote
accountability
10 Percentage of
implementation of e-blotter
system
DIDM
F
Improve crime
prevention and
control in partnership
with all stakeholders
11 Percentage of total LACAP
adopted and implemented
DI
12 Percentage reduction of
incidents perpetrated by
threat groups
DI
13 Percentage of PAG
members neutralized
DI
G
Ensure effective use
of police intelligence
14 Percentage of successful
intelligence-led operations
(neutralizaion,arrest, and
prevention)
DIDM
15 Percentage of counter-
intelligence reports
monitored,checked and
acted upon
16 Percentage of intelligence
products disseminated and
used
LEARNING&GROWTH
D
Develop
competent,
motivated and
values-oriented
PNP Personnel
7 Percentage of recruits
belonging to top 20% in
their eligibility exams
DPRM
0.0050% 1% 3% 5%
LEARNING&GROWTH
H
Develop competent,
motivated and
values-oriented PNP
Personnel
17 Percentage of recruits
belonging to top 20% in their
eligibility exams
DPRM
8 Percentage of personnel
with no criminal case
(non-service related)
DPRM
98% 100% 100% 100%
18 Percentage of personnel
with no criminal and
administrative case (non-
service related)
DPRM
PRO SCORECARD WILL BE
SUBJECTED FOR
VALIDATION

18. 18
9 Percentage of trained
personnel vs training
needs
DHRDD
30% 40% 50% 60%
19 Percentage of trained
personnel vs training needs
DHRDD
10 Personnel Satisfaction
Index
DPRM
New Measure
20 Personnel Satisfaction Index DPRM
E
Develop a
responsive police
organization
11 Percentage of positions
filled by qualified
personnel (third level)
DPRM/
DHRDD New Measure
I
Develo a responsive
police organization
21 Percentage of positions
filled by qualified personnel
(third level)
DPRM
22 Percentage of PNP units
with functional PGS
scorecards
12 Percentage of
Information Technology
compliant PNP Stations
(Standard IT
Compliance)
DICTM
43% 46% 52% 61%
23 Percentage of Information
Technology compliant PNP
Stations (Standard IT
Compliance)
DICTM
13 Percentage of
Communications
Technology compliant
PNP Stations
DICTM
77% 78% 80% 83%
24 Percentage of
Communications
Technology compliant PNP
Stations
DICTM
RESOURCEMANAGEMENT
F
Optimize use of
financial and
logistical resources
14 Percentage of
programmed activities
funded & implemented
based on the Annual
Operations Plans and
Budget
DC
80% 85% 90% 95%
RESOURCEMGT
J
Optimize use of
financial and logistical
resources
25 Percentage of programmed
activities funded &
implemented based on the
Annual Operations Plans
and Budget
DC
15 Logistics Capability
Index (Percentage fill-up
of mobility, firearms,
communications and
investigative equipment)
26 Percentage of logistics-
related initiatives
accomplished by the lower
units
DL
Forms of measure used in the formulation of the Balanced Scorecard
Measure Form PROS CONS
ABSOLUTE NUMBERS (ex. 50, 100, 150) Clear and simple; unambiguous One dimensional, does not consider context
INDICES (ex. Human Development Index = .0056) Provides broad general result Masks underlying individual variables
PERCENTAGES (ex. 85%) Good indicators of relative change used in measurement over
time
Sometimes misunderstood or improperly used
RANKINGS (ex. 1st, 2nd, 3rd) Easy to compute and to understand Category definition often inconsistent
RATINGS (ex. Satisfaction Rating = +5) Good for nominal data Can be biased
RATIOS (ex. Police to Population = 1:660 ) Depict critical relationships to be managed (e.g. incremental
cost vs. revenue generated)
Can be difficult to understand how to manage or effect
relationship

19. 19
MODULE 3
Setting targets and identifying strategic initiatives
Making sure you’re hitting the right targets really comes down to following the thread among your strategic, operational and tactical
scorecards and their dashboards. If you’re not hitting your strategic goals and objectives and you can’t drill down to find the culprits at
the operational and tactical levels that are causing you to miss them, you’ve missed something very important.
By the same token, if you’re having problems that are highlighted within your operational and tactical scorecards and dashboards and
they are not showing up as issues in your strategic level dashboards and scorecards, you’ve probably missed a key strategy. If, in the
final analysis, you find these kinds of issues with your dashboards, and you can honestly say they really don’t matter one way or the
other, then you have to question why you’re measuring them in the first place.
The whole point to hitting the right targets is one of linkage. You have to
make sure that everything at the operational and tactical levels ties to your
strategies. If they don’t link, you’ve got problems and you need to get them
fixed, so get with your people and work the issues until they do link and that
you can drill up
and down through
the dashboards
Planning for the
resources
You will need to
understand and
apply your organization’s resources when and where you need them most in
the planning stages of scorecard implementation, you must consider these
vital five points:

20. 20
Resources are constrained. We never have enough people,
money, time, space for everything we want to do. For planning,
we need to tailor our approach to the level of available
resources we can dedicate, in terms of level of effort, timing, and
response—both in funds and people.
Successful scorecards are collaborative. This can be a force
multiplier when planning your scorecard resourcing, because
everything in an organization is related to everything else.
Utilizing this characteristic in planning means aligning the
different available resources to support more than one
perspective or scorecard component, in order to gain advantage
with fewer resources.
Priorities can and will change. Plan for this, especially as
different priorities can and do impact resource allocation. Build
processes into your planning for shifts in direction, so that you are
prepared with contingencies.
The future is important, but so is the present. It’s easy to get
caught up in the future, but you have to be careful not to
compromise the present. Watch your key risks regarding planning
for resources in the current state situation, and where they need to
be allocated best for scorecard support. Then, plan for an effective
transition for your resources toward supporting future initiatives.
What to do when you don’t have what you need. Options include,
but are not limited to:
• Paring down what you want to do
• Stretching the time period for action
• Planning for some of the resource responsibilities to be shared with
management and key leaders, to free up key resources

21. 21
Focusing resources on your strategies
Identifying and focusing your strategies on all four perspectives of
the scorecard is only part of the equation — although it’s no small
accomplishment in itself. You also need to ensure that you align and
focus your resources when implementing your strategies. This means
focusing like a laser beam on achieving your strategic goals and
objectives by applying the resources needed to succeed. Resources
to be budgeted include things like:
 Money
 Time (yours, and your personnel’)
 Administrative support and supplies
 Training and education of your personnel (scorecards and
dashboards, team and process improvement skills, job skills,
etc.)
 Space to meet and operate, and places and systems for
display and communication of scorecards and dashboards
 Integrating scorecard and dashboard software with your
information technology systems and databases to allow
ongoing monitoring of your strategic and four perspectives
goals, objectives, and performance
Now, we’re not saying that you open up your wallet or purse and
start writing blank checks. Like any other organization, a good
amount of financial planning and cost accounting goes a long way.
The level to which you allow your teams autonomy to handle their
funding and make decisions on their own depends upon their
maturity and development in handling such decisions.

22. 22

23. 23
MODULE 4
PNP Dashboards
One of the most effective ways to ensure that your organization is on course on all
four perspectives of the Balanced Scorecard is through the use of dashboards.
Dashboards provide you with critical, current information about the operation of
your office or unit, just as your car’s dashboard gives you critical, current
information about your car. Operational dashboards allow you to keep track of
how things are operating and let you know what needs attention — either through
immediate action on your part (your engine light comes on, so you turn your engine
off) or through action in the near future (your gas-tank icon lights up, so you need
to put gas in before you run out).
Who should be involved with your dashboards and how
In answering the question of who should be involved with your dashboards and how, it comes down to pretty much everyone, in one
way or another. Your people will be involved in helping you to create them, providing the data and information to maintain them, and
using the information from them. Maybe the best way to approach this is to go down the list of who should be involved and how. We’ll
start off with the strategic level dashboard, then hit the operational level, and then finish up with a look at the tactical level dashboard.
When developing the strategic level dashboards, you will be dealing with the highest level of measures. Things like overall
organization-wide key measures for performance and progress towards strategic objectives. In essence, they help to align the
organization to its strategies. Strategic dashboards are typically highly summarized information, highly graphical, less frequently
updated than the operational and tactical dashboards (weekly, bi-weekly or monthly), and include global, external, trend, and growth
types of measures.
Strategic dashboards
To achieve your strategic alignment for your internal process dashboards the senior executives, people with titles like Chief Executive
Officer, Chief Information Officer, Chief this or that . . . well, you get the idea — will need to work with the people that report to them.
Director or Managers are the people at the operational levels who will need to report upwards to the strategic level, ensuring that the

24. 24
operational initiatives are achieving the strategies set by senior management. When the executives look at their dashboards and find
issues and concerns that are highlighted, they will drill down to the operational level measures that are driving their strategic level
measures. In this way, they can pinpoint the problem areas and take corrective actions.
PNP STRATEGIC DASHBOARD
Primary Drivers Indicators
2011 2012 2013
CRIME PREVENTION Crime Volume BASELINE TARGETS
Crime Ratio
Enhance community engagement % increase in the number of joint police community
initiated activities
Safety index
Intensify police operations % of personnel employed/deployed
Intensify intelligence and counter
intelligence operations
% of CI actionable reports validated
Strengthen legal offensive % of cases vs CTs filed in court
% of cases vs CTs filed in CARHRIHL
CRIME SOLUTION Crime Solution Efficiency
Maintain and deploy competent
investigative personnel
% of investigative personnel trained and certified
% of trained and certified investigative personnel
deployed
Implement standard investigative
systems and procedures
% increase of cases filed in court
Establish and maintain reliable
investigative infrastructure
Number of provincial / city and police stations equipped
with investigative infrastructure
Develop and maintain community
and stakeholders support
Number of linkages initiated by investigators
Ensure fund support for
investigative activities
Percentage of activities funded

25. 25
Operational dashboards
In creating the operational level dashboards, Directors and Managers will need to work with the people who report to them. These
people will be frontline supervisors and leads. Operational dashboards involve the annual operating plan measures and their drivers.
These dashboards will typically report on key projects, initiatives and functional core operations that drive the strategic dashboard
measures.
When the strategic level dashboards are drilled down to find the underlying data and information that drive them, executives will find
the operational level dashboards and what they measure. The measures for the operational level dashboard will be at a more
detailed level than the strategic level dashboard measures. They will be measuring things like project performance, ongoing business
measures for the various organizational functions and those types of measures. When you drill down from the operational level
dashboards, you will find tactical level projects, initiatives and
process measures.
Tactical dashboards
Finally, at the tactical level, the supervisors and leads will get to the
very lowest level of detail for their dashboards. In setting them up,
they will work with their bosses at the operational level, and with
their frontline personnel— the process workers. These dashboards
will be reporting on the detailed projects, initiatives and process
performance measures that are established to achieve the
operational annual plan goals and objectives. In addition to the
functional structure that was just detailed for setting up your
dashboards, you’ll need to get other staff functions involved, too.
You will need to involve anyone that will have input into the measures
being tracked or that will aid in setting up the dashboards.
The key to the whole process of setting up your dashboards is that
you need to take a collaborative approach. Consider who owns the
various types of information you will need, where it resides, and how
best to get at it. Then get the people you need involved early in the process.

26. 26
PNP OPERATIONAL DASHBOARD
Operational (Secondary)
Drivers
KPI w/ OPR BL Targets Critical Action w/
OPR2011 2012 2013
CRIME PREVENTION: Enhance community engagement
Intensify community
awareness / information
activities
Number of community
awareness activities initiated
Intensify community
organization and
mobilization activities
Number of sectoral groups
organized / mobilized (BPAT
force multipliers)
Promote Web-Based
Online Survey
Number of participating
respondents
CRIME PREVENTION: Intensify police operations
Strengthen FAs Control
Program (Regulatory
Function)
% of accounted loose FAs
against the estimated baseline
data (Operations Branch)
Institutionalize LACAP Number of functional LACAP
(adopted)
Institutionalize PIPS Number of police station utilizing
PIPS
Intensify support role
ISO
Number of ISO conducted
Intensify counter
terrorism activities
Number of target hardening
measures conducted
Enhance the security
and safety of tourist
% reduction of crimes involving
foreign and domestic tourists
Use of COMPSTAT by
police station
Number of police stations using
COMSTAT for crime prevention

27. 27
Operational
(Secondary) Drivers
KPI w/ OPR BL Targets Critical Action w/
OPR2011 2012 2013
CRIME PREVENTION: Intensify intelligence and counter intelligence operations
Enhance
Identification,
Detection, Target
Setting, Intervention,
Disruption (IDTID)
activities
Number of threat groups
neutralized
Proper Employment
of Brgy. Information
Nets (BINs)
Number of organized and utilized
BINs
CRIME PREVENTION: Strengthen legal offensive
Intensify case build
up against threat
groups
Number of criminal cases filed
Improve case
monitoring against
threat groups
Number of threat group cases
resulting to conviction / dismissal

28. 28
Operational
(Secondary) Drivers
KPI w/ OPR BL Targets Critical Action w/
OPR2011 2012 2013
CRIME SOLUTION: Maintain and deploy competent investigative personnel
Have investigative
personnel trained and
certified
Percentage of investigative
personnel trained / certified
Fill up investigative
position with trained and
certified personnel
Percentage of investigative
positions filled up with
trained/certified investigations
Timely deployment of
investigators
Improvement in response time
Designate qualified
investigative personnel
to specific crime
incidents
Percentage of dedicated
investigators assigned to handle
specific cases
Implement sound reward
and punishment system
Number of recipients
CRIME SOLUTION: Implement standard investigative systems and procedures
Update investigative
personnel on
investigative systems
and procedures
Percentage of investigative
personnel equipped with
standard investigative systems
and procedure
Utilize available
investigative information
systems
Percentage of Police Stations
using Web-based System
Adopt case management
system
Number of cases filed in court/
Total Number of cases
investigated

29. 29
Operational
(Secondary) Drivers
KPI w/ OPR BL Targets Critical Action w/
OPR2011 2012 2013
CRIME SOLUTION: Establish and maintain reliable investigative infrastructure
Conduct inventory of
infrastructure and
equipment
Number of investigative
infrastructure/equipment
identified/accounted
Fill up lacking
investigative
infrastructure and
equipment
Percentage fill up
Utilize and maintain
investigative / ICT
equipment
Percentage of ICT-compliant
stations
CRIME SOLUTION: Develop and maintain community and stakeholders support
Establish linkages with
community and
stakeholders support
Number of linkages established
Generate support from
community and
stakeholders
Number of community /
stakeholders support generated
CRIME SOLUTION: Ensure fund support for investigative activities
Disburse fund support
for investigative
activities
Number of investigative funded
Request fund support
for special investigation
beyond the resources of
PPOs
Number of special investigation
supported

30. 30
Adding the Final Touches
After you’ve tested and proven your plan and have shared it with other managers and groups to get their feedback, you have another
task to accomplish before execution: You need to add the details — the small yet significant items so necessary for a plan to enjoy
success. The following sections help you focus on the final touches that might be easily overlooked.
Taking care of the details
The following list outlines some details that allow you to put the final touches on your
scorecard foundation:
 Clearly identify roles and responsibilities for the people who will play a part in
your plan to deploy Balanced Scorecards. Make sure you have their
commitment to these roles and responsibilities prior to execution.
 Identify the milestones by which you’ll evaluate your plan and make them clear
on your scorecard. Also include the measurements on your dashboards so that
you can see and report progress quickly and efficiently.
 Establish configuration control on the final version of your plan.
 Start the clock rolling after you put your plan into motion, not before.
 Put specific review dates on the calendar to review progress, performance, and
any other meetings or key activities regarding Balanced Scorecards and
dashboards. Get commitments from key participants for these reviews.
 Track and adjust your plans/scorecards openly and honestly. Search for help
and advice from teams and other managers, and communicate frequently with
supervisors so that they know what you’re doing and why.
Deciding When to Launch Your Balanced
Scorecard

31. 31
After much hard work and preparation, it’s finally time to launch your scorecard! The key people are in place, metrics are selected and
allocated to the appropriate leg, and measurement systems are working to sustain the scorecard. But wait: there are two things that
must first be in place when you launch your scorecard.
The Scorecard passed the pilot, and everyone knows it!
The pilot is where you prove the value, worth, and effectiveness of your scorecard. By implementing your scorecard in a controlled pilot
environment, you can seen how it works, adjust as you go, and ensure that the goals and objectives are successfully met — and perhaps
even exceeded. When your scorecard passes the pilot, be sure to share the success with everyone, every day, at every level —
whenever you get the chance. You want word to spread about the success of the pilot, and about how getting workers involved with the
development and implementation of the scorecard was instrumental in this success. Also, you need to share the results in terms of key
performance impacts on the operations. By getting the word out, you are setting up for general acceptance and agreement as to the
overall value added of your scorecard. When you have completed this, you are ready to go to the second step.
The Scorecard is seen as genuinely adding value
Getting personnel to see the scorecard as adding value to your
organization is a critical step in the ultimate success of your
scorecard efforts. For scorecards to have lasting power, people have
to believe they will work, that they add value to the organization,
and that it is worth their while to participate in their success. You
have to be sure that most of the folks believe that the scorecard will
actually help them in their achievement of their goals and objectives,
and that this will work without appreciable added work involved.
You know this to be true. But you need to be confident in this shared
belief. Once you have confidence that most of the people are willing
to work with their scorecard, and feel comfortable with the success of
the Pilot, you are ready to launch!