Transcript Document

“Setting Scorecard Performance Targets
& Identifying Initiatives”
Target Setting & Initiatives Identification
2(pm) Workshop 2: Setting Performance
Day
Targets & Identifying
Strategic Initiatives
Review 3
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
PLENARY
SEQUENCE OF PRESENTATION
I.
Cascading for vertical alignment
II.
Strategic Elements
 Objectives
 Measures
 Targets
 Initiatives
III. The Inventory Process
IV. Addressing Resource Constraints
Cascading for Vertical Alignment
Determine
Performance
Measures &
Communicate
the Agency
Scorecard

Identify &
Align Initiatives
Set Targets

Align Unit
Objectives to the
Parent Scorecard

Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
and Begin
Implementation

Align
Measures &
Targets

Strategic Elements
OBJECTIVE
MEASURE
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
TARGET
INITIATIVE
PERSPECTIVE
PNP SCORECARD
TARGET
PNP OBJECTIVE
Develop competent,
motivated and valuesoriented PNP Personnel
MEASURE
7
8
D
LEARNING & GROWTH
9
10
Develop a responsive
police organization
11
12
E
13
RESOURCE
MANAGEMENT
Optimize use of financial
and logistical resources
14
F
15
Percentage of
recruits belonging to
top 20% in their
eligibility exams
Percentage of
personnel not
involved in crime
STRATEGIC INITIATIVE
OFFICE
DPRM
DPRM
Percentage of
trained personnel vs DHRDD
training needs
2010 (Baseline)
2011
2013
2016
0.0050%
1%
3%
5%
Personnel
Satisfaction Index
DPRM
New Measure
Percentage of
positions filled by
qualified personnel
DPRM/
DHRDD
New Measure
Percentage of
Information
Technology
compliant PNP
Stations (Standard
IT Compliance)
Percentage of
Communications
Technology
compliant PNP
Stations
Percentage of
programmed
activities
implemented based
on the Annual
Operations Plans
and Budget
Logistics Capability
Index
Improvement of Case
Management
98%
30%
Improvement of Human
Resource Systems
(Recruitment to Retirement)
40%
50%
60%
Improvement of Education &
Training System
Organizational Development
DICTM
43%
46%
52%
61%
77%
78%
80%
83%
80%
85%
90%
95%
Reform of Budget System
41%
43%
45%
47%
Reform on Logisitics
Management System
DICTM
DC
DL
COMMUNITY
PERSPECTIVE
PNP SCORECARD
TARGET
PNP OBJECTIVE
A safer place to
live, work and do
business
MEASURE
1
Perception of safety
under Crime and Safety
Component of the Human
Development Index (HDI)
PROCESS EXCELLENCE
B
Improve crime
prevention and
control
2
4
5
2013
2016
66%
68%
72%
80%
60.90%
62.90%
64.90%
66.90%
Barangay Peacakeeping
Operations (BPOs)
72.60%
74.60%
76.60%
78.60%
Police Integrated Patrol
System (PIPS)
16.53
15.7
14.92
14.17
Crime Analysis Program
33.33%
35%
39%
45%
Improvement of Case
Management
20.79%
22.00%
24.00%
28.49%
Model Police Station (MPS)
Respect Index
National Index Crime
Rate
Crime Clearance
Efficiency
C
6
2011
National Safety Index
DPCR/ DO, DI
& DIDM
3
2010
(Baseline)
PMO
A
Improve
community safety
awareness
through
communityoriented and
human rightsbased policing
STRATEGIC
INITIATIVE
OFFICE
DO/ DIDM, DI,
DPCR
DIDM/ DO, DI
& DPCR
Crime Solution Efficiency
DIDM/ DO, DI
& DPCR
Strategic Elements
OBJECTIVE
Statement of
what strategy
must be
achieved and
what’s critical
to its success
OBJECTIVE
NHQ- 6
PRO - 10
MEASURE
What should be done to
effectively pursue a given
strategic priority (objective)?
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
TARGET
INITIATIVE
Strategic Elements
OBJECTIVE
Statement of
what strategy
must achieve
and what’s
critical to its
success
MEASURE
How
performance
against an
objective is
quantified
OBJECTIVE
MEASURE
• success measure
• metric
•Outcome indicator
• KPI
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
TARGET
The level of
NHQ15
performance
or rate of
PRO
- 27
improvement
needed
TARGET
INITIATIVE
•lWhat measure should
• project be used in
•order
performance
level
•that
program
to indicate
progress is
• actionachieving
plan
being made towards
a
strategic priority?
Why measures matter
If you can’t measure it,
you can’t manage it.
If you can’t manage it,
you can’t improve it.
-- Kaplan & Norton, BSC Creators (and many others)
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Why measures matter
‘What get’s measured…
get’s done!!!!
-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Measures can take many forms
Measure Form
Absolute numbers
Indices
Percentages
Rankings
Ratings
Ratios
Advantages
Disadvantages
Clear and simple; unambiguous
One dimensional, does not
consider context
Provides broad general result
(multi-variate analysis)
Masks underlying individual
variables
Good indicators of relative
change used in measurement
over time
Sometimes misunderstood or
improperly used
Easy to compute and to
understand objective
Category definitions often
inconsistent
Good for nominal data
Can be biased
Depict critical relationships to be
managed (e.g., incremental cost
vs. revenue generated)
Can be difficult to understand
how to manage/effect
relationship
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Two types of strategic measures
LAG MEASURE
(OUTCOME)
PURPOSE
LEAD MEASURE
(DRIVER)
Assess performance results at
the end of a period or activity
Measure intermediate
processes, activities and
behavior
“customer retention”
“hours spent w/ customers”
“strategic skill enhancement”
“hours spent cross training”
• Usually objective and easily
captured
• Comparable to Past
performance
• More predictive in nature
• Allows org to adjust behaviors
for performance (Cause &
Effect)
EXAMPLES
STRENGTHS
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PRO 13 OBJECTIVES AND MEASURES
Lead & Lag Measures
Objective: Maintain Ideal Weight
LEAD (Drivers)
• Exercise
 # sessions in
the gym
 # kilometers
jog/walk
• Diet
 # Calories
intake
• Eat salad
 # of Salad
meals
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LAG (Outcome)
 Reduce Weight  Gain Weight
Guidelines for selecting measures
A balanced scorecard contains a mix
of both lead and lag measures.
A lead measure (DRIVER)
communicates the “how” of the
strategy.
No more than 25 measures (1.5
measures per objective)
Unit Head Owns measure
One lag measure (OUTCOME)
for each strategic objective. Use
industry generic measures that
already exist (percentage,
absolute #s, ranking, etc.)
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Measure Profile
What is the objective?
What is the measure?
What is the reason behind choosing this measure?
How often is the measure
updated/calculated?
What is the unit of measure used?
How is the measure calculated? Clarify the terms in
the formula
Is information about the
measure available?
Currently available
With minor changes
Still to be formulated
When will
this info be
available?
Who is responsible for setting targets?
Who is accountable for targets?
Who is responsible for tracking & reporting
targets?
BASELINE
What data is required in calculating the measure?
Where/how is it acquired? (specify document or
person)
TARGETS
Year 1
Year 3
Year 6
Vision Yr
Measure Profile
What is the objective? Improve crime prevention and
control in partnership with all stakeholders
What is the measure? Percentage of total LACAP
adopted and implemented
How is the measure calculated? Clarify the
terms in the formula
Nr of Localized Anti-Criminality Action Plan
x
Nr of LACAP adopted and implemented by POCs
Is information about the
measure available?
Currently available
With minor changes
Still to be formulated
100%
How often is the measure
updated/calculated? Quarterly
What is the unit of measure
used? Percentage
What data is required in calculating the
measure?
Total nr of police stations and nr of
adopted and implemented LACAP
Where/how is it acquired? (specify
document or person)
When will this
info be
available? NA BASELINE
28%
Who is responsible for setting targets? LED (502 out
Who is accountable for targets? COPs
of 1773
Who is responsible for tracking & reporting LACAPs)
targets? DO-LED
TARGETS
Year 1 Year 3
Year 6 Vision Yr
35%
(620)
100%
(1773)
50%
(886)
Strategic Elements
OBJECTIVE
Statement of
what strategy
must achieve
and what’s
critical to its
success
MEASURE
How success
in achieving
the strategy
will be
gauged and
tracked
OBJECTIVE
MEASURE
strategic element
• success measure
What targets should
be set in
• metric
the intervening years?
• KPI
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
TARGET
The level of
performance or
rate of
improvement
needed
TARGET
• goal
• performance level
INITIATIVE
Key action
programs
required to
achieve
objectives
INITIATIVE
• project
• program
• action plan
Purpose of Target Setting
‘Begin with the END in mind’
-7 Habits of Highly Effective People
“Without a comparator standard or target, actual
performance results can not be determined”.
- Joseph Juran
Comparing targets with a performance standard allows
us to:
• Assess performance /manage performance (Leading
forward or Pulling backwards)
• Evaluate & measure strategic progress (Slow / Fast)
• Make better decisions
• Build motivation & commitment (Learn, improve &
grow)
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Stretch targets
Stretch targets are long-term and become
the basis for setting annual progress points.
Set stretch targets (achievable but require
change in doing things )
Set targets for the outcome/lag
measures first
Avoid having two targets
Use to motivate & control
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Stretch targets
Stretch targets are long-term and become
the basis for setting annual progress points.
BASELINE: 2011
Set Targets for : 2012
2014
2016
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
Strategic Elements
INITIATIVE
Key action
programs
required to
reach the
target
OBJECTIVE
MEASURE
TARGET
• success
measure
What
initiatives must
• goal be
• metric
undertaken to fill-in
the level
• performance
• KPI performance gap?
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
INITIATIVE
• project
• program
• activities
• action plan
Strategic initiative
INITIATIVES
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ITP Strategy
© 2010
© 2010
Institute
Institute
for Solidarity
for Solidarity
in Asia
in Asia
Strategic Initiatives close
the performance gap
(between current & desired
performance)
Closing the ‘GAP’
ARTICULATES THE
COMPONENTS OF
OUR STRATEGY
OBJECTIVE
E
X
A
M
P
L
E
Improve community
safety awareness
through communityoriented and rightsbased policing
TRACKS OUR PROGRESS
TOWARD ACHIEVING AND
COMMUNICATING THE INTENT
OF THE OBJECTIVE
MEASURE
• Regional
Safety Index
Cascading the PNP Strategy © 2010 Institute for Solidarity in Asia
TARGET
Percentage
increase from
baseline
HELPS CLOSE THE
PERFORMANCE GAP
INITIATIVE
Supervise full
Implementation of
LACAPS/ IACPSP
Managing Initiatives
You manage strategy
by managing initiatives.
-- Kaplan & Norton, BSC Creators
Cascading the PNP Strategy
ITP Strategy
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Institute
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Managing Strategic initiatives
• Not “business as usual.”
• No ‘bean-counting’
It should have:
clearly defined
deliverables
accountability at the
leadership team level
clear start & stop dates
and progress milestones
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budget
committed resource
allocation
DO SCORECARD
P
SecondLevel
Objectives
A Ensure public
safety and
security
#
Measure
L L
Owner
D G
BL
10
Targets
11
13
16
Initiatives
C
Perception of
safety under Crime
and Safety
Component of the
Human
Development Index
(HDI)
Process Excellence
B Improve
1 National Index
crime
Crime Rate
prevention
and control
in
2 Percentage of total
partnership
LACAP adopted and
with all
implemented
stakeholders.
3 Percentage
reduction of crime
incidents involving
the use of firearms
16.53
15.7
14.92
14.7
Police
Integrated
Patrol
System (PIPS)
LED
28%
(502
out of
1,773)
35%
50%
100%
IACPS and
LACAP
LED
7,523
5%
10%
20%
Police
Integrated
Patrol
System (PIPS)
QUAD
(LED)
DO SCORECARD
P
Second-Level
Objectives
Process Excellence
B Improve
crime
prevention
and control
in
partnership
with all
stakeholders.
#
Measure
L L
D G
BL
Targets
Initiatives
Owner
10
11
13
16
2%
5%
10%
4 Percentage of loose
firearms accounted
from the estimated
baseline figure
LED
549,2
07
5 Percentage
reduction on high
profile (heinous)
crime incidents
LED
7,364
5%
10%
20%
Law
Enforcement
6 Percentage
reduction of
incidents
victimizing tourists
PSD
new
5%
20%
50%
Bantay Turista
7 Percentage
reduction of
incidents
perpetrated by
threat groups
ISOD
234
10%
20%
50%
Campaign Plan
SAMAHAN
8 Percentage of PAGs
members
neutralized
ISOD
1,780
2%
5%
10%
Campaign Plan
SAMAHAN
National
Firearms
Control
Program
DO SCORECARD
P
Second-Level
Objectives
Process Excellence
C Formulate
dynamic
policies to
ensure
standard
systems and
procedures in
police
operations
D Automate data
storage and
generation
LG
E Develop
RM
competent,
motivated and
values-oriented
operations
personnel
F Ensure
optimum
utilization of
resources
BL
Targets
L L
Owner
D G
10
11
13
16
All Div
40
50%
50%
50%
Standardizat
ion of
Systems and
Procedures
(Model
Police
Station
Project)
NOC,
SRD
new
33%
66%
100%
Database
Warehousing
(Incident
Monitoring
System)
Percentage of
trained personnel
vis–a-vis Training
Needs
ADMIN
141
30%
50%
100%
Competency
Framework
Percentage of
resources utilized
based on PPAs
BFO
100
%
100%
100%
Programbased
budgeting
#
Measure
9
Percentage of
operational
procedures and
policies reviewed,
revised and
disseminated
10
Percentage of
incidents
recorded and
stored
11
12
Initiatives
Initiatives Profile Template
YEAR
NAME OF PROJECT
OBJECTIVES AFFECTED
PROJECT MILESTONES
BUDGET
MILESTONES
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AMOUNT
SOURCE
PROJECT OWNER
ACCOUNTABILITY
Initiative Profile
NAME OF PROJECT
MEASURES AFFECTED
Put the 5 highest measures
PROJECT COCHAMPION
National Index Crime Rate
10
Percentage reduction of crime
incidents involving loose
firearms
10
PROJECT DESCRIPTION
Percentage reduction on high
profile crime incidents
10
The implementation of PIPS harmonizes/ integrates all
existing programs/plans on anti-criminality and police
security operations towards crime prevention and
solution.
Percentage reduction of
incidents victimizing tourists
10
Percentage reduction of
incidents perpetrated by
threat groups
10
Police Integrated Patrol System (PIPS)
Initiatives Scoring
PROJECT MILESTONES
PERIOD
MILESTONES / ACTIVITIES
Integrated patrol
BUDGET
Amount
695,151,600.00
STATUS
Source
GAA
Owner
LED,DO
LED,DO
Total Timeline:
Budget:
Status
END OF PRESENTATION