VISION:...

" Highly Capable, Effective And Credible Police Service"

MONITORING AND EVALUATION

PCINSP MA ANGELA MIRABEL SALAYA June 7, 2013

SEQUENCE OF PRESENTATION
Learning Objectives 10 Reasons Why Strategic Plan Fails Quick Reminders of the Need for Monitoring and Evaluation Monitoring VS Evaluation Critical Elements in Monitoring and Evaluation What Do We Monitor and Evaluate? Analyzing the Balanced Scorecard and Dashboard Measures, Targets and Initiatives When Do We Monitor and Evaluate? How Do We Monitor and Evaluate? Institutionalizing the M&E in e-PGS Barriers to M&E Common Pitfalls in M&E What Do We Need from RPSMU

Learning Objectives
Understand how monitoring lays the groundwork for evaluation Identify the key elements of a comprehensive M&E system Identify the importance and objectives of monitoring and evaluation in strengthening and sustaining the PNP P.A.T.R.O.L. Plan 2030 Describe key steps to strengthening or establishing the M&E system

10 Reasons Why Strategic Plans Fail

1. Having a plan simply for plans sake. 2. Not understanding the environment or just focusing on results. 3. Partial commitment. 4. Not having the right people involved. 5. Writing the plan and putting it on the shelf.
Source: http://www.forbes.com

10 Reasons Why Strategic Plans Fail

6. Unwillingness or inability to change. 7. Having the wrong people in leadership positions. 8. Ignoring reality, facts, and assumptions. 9. Unrealistic goals or lack of focus and resources. 10. No accountability or follow through.
Source: http://www.forbes.com

fail to execute strategy

9/10

Vision Barrier
Only 5% of workforce understand the strategy.

Resource Barrier
60% of organizations do not link budget to strategy.

People Barrier
Only 25% of managers have incentives tied to strategy.

Management Barrier
85% of executive teams spend <1hr monthly discussing strategy.

Why measures matter

If you cant measure it, you cant manage it. If you cant manage it, you cant improve it.
-- Kaplan & Norton, BSC Creators (and many others)

The management system: Linking strategy to operations

Stage 1: Develop the Strategy Stage 2: Plan the Strategy Stage 3: Align the Organization Stage 4: Plan Operations Stage 5: Monitor and Learn Stage 6: Test and Adapt

The management system: Linking strategy to operations

2
PLAN THE STRATEGY
Strategy map/Themes Measures/Targets Initiative Portfolios Funding/STRATEX

DEVELOP STRATEGY
Mission, values, vision Strategy Analysis Strategy Formulation

3
ALIGN THE ORGANIZATION
Business Units Support Units

6
STRATEGIC PLAN Strategy map Balanced Scorecard STRATEX
Performance measures

TEST / ADAPT
Profitability analysis Strategy correlations Emerging strategies

Employees

4
PLAN OPERATIONS
Key process improvement Sales planning Resource capacity plan Budgeting

Results MONITOR AND LEARN

5
Strategy Reviews D-Staff/NSUs Scorecards PROs Scorecards Operational Review PPO / CPOs MPS / CPS / Stations Initiatives (PPAs)

OPERATING PLAN Dashboards Resource Requirements

Performance measures

Results
EXECUTION Process Initiative

Achieving Institutionalization by Breakthrough Results

Institutionalization

Proficiency
Compliance

Initiation

Achieving Breakthrough Results by Monitoring & Evaluation (M & E)

OWNERSHIP
Depth of Ownership Breadth of Ownership

ENGAGEMENT OF STAKEHOLDERS
Internal Stakeholders Regional Advisory Group

FOCUS ON RESULTS AND EFFECTIVENESS

Intended Output Intended Outcome

DRIVE FOR SUSTAINABILITY

Next Steps Level Up

What is Monitoring?
Monitoring can be defined as the ongoing process by which stakeholders obtain regular feedback on the progress being made towards achieving their goals and objectives. Not only concerned with asking are we taking the actions we said we would take? But also are we making progress on achieving the results that we said we wanted to achieve?
Limited approach - tracking projects and the use of the agencys resources.

Broader approach - tracking strategies and actions being taken by partners and non-partners, and figuring out what new strategies and actions need to be taken to ensure progress towards the most important results.

Why Monitor?
tracks progress toward the set program targets or performance standards identifies aspects of the program that are working according to plan and those that are in need of midcourse corrections so that timely improvements or changes can be made

What is Evaluation?
- a set of research questions and methods geared to reviewing processes, activities and strategies for the purpose of improving them in order to achieve better results. (Kahan & Goodstadt 2005)

- A course of action used to assess the value or worth of a program. (Farell et al.2002) - The process of assessing the impact of a project, programme or policy while it is in operation, or after it has come to an end

Why Evaluate?
Because there is a need to identify factors that cause plan or course of action to change and provide intervention(s) if necessary We need to measure how much things have changed because of the intervention(s) implemented There is a need for determination of merit, worth, or significance (Scriven 2007)

Monitoring vs. Evaluation

1. Continuous process

MONITORING

1. 2. 3.

2. Keep track; oversight, analyses and documents progress 3. Focuses on inputs, outputs, process, continued relevance, likely results at purpose l 4. Translate Objectives to performance indicators 5. Collect data on Indicators routinely 6. Report progress to stake holders & Alert them to problems and provides options for corrective actions 7. Internal self-assessment

4. 5.

6.
7.

EVALUATION Periodic: Mid-term, End term, Appraisal In-depth analysis compare planned with actual achievement Focuses on outputs in relation to inputs, results in relation to cost, processes, overall relevance, impact and sustainability Answers why and how results were achieved. Contributes to building theories and model Provide managers with strategy and policy options Internal and or External

Understanding Inter-linkages and Dependencies Between Monitoring and evaluation

Without careful monitoring, the necessary data is not collected; hence evaluation cannot be done well Monitoring facilitates evaluation, but evaluation uses additional new data collection and different frameworks for analysis Monitoring and evaluation of initiatives (PPAs) will often lead to changes in plans. This may mean further changing or modifying data collection for monitoring purposes Monitoring and evaluation are at the heart of evidence-based policy making which is now reshaping how public policies are being carried out
Sources:Adapted from UNEG,UNEG TrainingWhat a UN Evaluator Needs to Know?,Module 1, 2008; http://siteresources.worldbank.org

Monitoring and Evaluation Defined

A management tool that is built around a formal process for measuring performance and impact using indicators that help measure progress toward achieving intermediate targets or long term goals.

Source: State of Evaluation project 2012 on non-profit organizations.

M&E can help RPSMUs to:

Better manage risk and opportunities Be accountable and responsible

Make informed decisions

Results Risk management Learning Accountability

Make corrective actions for improvements

Learn from

experience

Critical Elements in M & E

Content
Objectives (Primary Driver and Secondary Driver) Measures (Standardization of Indicators) Baseline and Targets (How is it derived) Initiatives (What PPAs to Monitor and Who is responsible in monitoring) Link to Budget and other Resources

Data Reliability, Integrity and Accuracy Truthfulness in Analysis and Interpretation Timeliness Commitment of Personnel/Unit Involved

What Do We Need to Monitor and Evaluate?

1. Submission and Review of Performance Scorecard - D-Staff/PROs/NSUs Scorecards - PPO / CPOs Dashboard - MPS / CPS / Stations Scorecard - Individual Scorecard 2. O.M.T.I.

3. Internal and External events that may lead to Scorecard and dashboard adjustment 4. Interventions needed to achieve target 5. Certification Process (4 Stages)

C A S C A D I N G

MONI TORI NG and EVAL UATI ON

PNP SCORECARD
PERSPECTIV E
TARGET

PNP OBJECTIVE

MEASURE

OWNER

2010
(Baseline)

2011 Target
Accomplis hments

2012 Target Actual (Jan-June)

2013

2016

STRATEGIC INITIATIVES

COMMUNITY

A safer place to live, work and do business

Global Peace Index (GPI)

130/149 CPSM (OVERALL )

136/153( ACTUAL)

133/158 (ACTUAL)

PROCESS EXCELLENCE

Improve community 2 safety awareness through communityoriented and human rightsbased policing 3

National Safety Index DPCR/ DO, DI & DIDM

60.9% (ACRE Survey)

Respect Index

4 C

Improve crime prevention and solution

5 6

DO/ DIDM, 16.53 16.00 13.56 13.00 DI, DPCR DIDM/ Crime Clearance DO, DI 33.33% 35% 42% 45% Efficiency & DPCR DIDM/ Crime Solution DO, DI 20.79% 22.00% 29.02% 30.00% Efficiency & DPCR National Index Crime Rate

and its full operation is Case 75% expected by Investigation 72.6% No data (adopte last week of Management (ACRE 74.60% availabl d the October 2012 76.60% 78.60% Program Survey) e. 2011 (pnpwbos.com) target Case Monitoring Program 11.21 11.00 10.00

WBOS Project contract was awarded to 63% BIOS IT (adopte SOLUTIONS 63% (WBOS d the INC. is not 2011 yet fully target) operati WBOS is now onal) on trial run No data availabl e.

64.90% 66.90%

Barangay Peacekeeping Operations (BPOs) Police Integrated Patrol System (PIPS)

49.46% 34.65%

39%

45%

35.00% 40.00%

LOI "Manhunt Charlie"

PERSPECTIVE

PRO8 OBJECTIVE

MEASURE

OPR

ACTUAL BL TARGET ACCOMP. 2011 2012 JAN - JULY 2012

STRATEGIC INITIATIVES

PROCESS EXCELLENCE

Modernize Percentage of Crime Implementation reporting and E analysis and 11 of E-Blotter RIDMD promote System accountability

85%

100% 155 155

Full Implementation of E-Blotter System

F
Improve crime Percentage of prevention total LACAP and control in 12 ROPD partnership adopted and with all implemented stakeholders

13 146

10/133 or 7.5%

3 or 30% (For Approval)

Full Implementation of LACAP

SOUTHERN LEYTE PPO OPERATIONAL DASHBOARD

Secondary Drivers Objective Primary Drivers Process Improvement PI From To BL 2011 2012 2013 Target O P R Critical Action O P R Activities FR (Php)

Enhance Community Engagement

Objective 1: Crime Prevention

Intensify Limited Number of community access to Broader community awareness/ police access to awareness information related information activities activities information initiated

7,776

9,149

10,758

a. Lack of communication skills - training P for lecturer and C speakers bureau. R b. Time management for activities program the activities.

P C R / A D M I N

a. Conduct more Brgy Pulong-pulong. b. PNP-media corps forum/fellowshi 228,000.00 p. c. School & home visitation d. Distribution of information materials.

MAASIN CITY POLICE STATION TACTICAL DASHBOARD

Secondary Drivers Objective Primary Drivers Process Improvement PI From To BL 2011
850

Target 2012
1019

2013
1,100

O P R

Critical Action

O P R

Activities

FR (Php)
25,440

Intensify Limited Broader Number of community access to access to community awareness/ police information awareness information related activities activities information initiated

Enhance Community Engagement

Objective 1: Crime Prevention

a. Lack of communicat ion skills training for lecturer and speakers bureau. b. Time manageme nt for activities P a. aggressive C community R awareness activities

a. Conduct Barangay Pulongpulong. b. Media guesting /Forum c Visitation to: 1. Barangay 2. Schools 3. Religious sector 4. Home & business establishment 5 NGOs

b. Organize/ Hired qualified speakers

P C R / A D M I BUDGET N d. Distribution of FOR 2012 info materials

6/10/2013

33

PROPOSED IP CARD POLICY GUIDELINES & PROCEDURES:

The specific duties and responsibilities in IP Key Card must be drafted by the PNP personnel himself/herself; Must contain the accompanying enabling actions to such duties and responsibilities Enabling actions refer to the day-to-day work that must be performed by the PNP personnel in order to satisfy the requirements of his/her functions, duties and responsibilities; Draft presented to immediate supervisor (the designated Rater in the IPER system) for review and affirmation;

POLICY GUIDELINES & PROCEDURES: The specific tasks are aligned with the individual score card so that the Head of Office/Reviewer and the Supervisor/Rater shall use the data/information in the IP Key card during the assessment of the Individual Performance Evaluation Rating (IPER); and (Note: The IP Card shall be fully implemented by the PNP CPSM during the middle of this year) The Supervisor/Rater has validated the IP key card and agrees on the specific daily duties and responsibilities to be performed by the PNP personnel.

POLICY GUIDELINES & PROCEDURES:

The IP Key card must be well laminated and the data/information must be legible. The Head of Office shall be responsible for the supervision and strict implementation of this specific compliance.

ACTUAL SIZE FOR EDIT AND PRINTING

C,PNP Strategic Focus

PSUPT JOEL E VILLAROJO 0-04210 COP, Marawi City PRO ARMM

DUTIES & RESPONSIBILITIES 6. Tri-Media appearance. 1. At 0700 daily, read the Unit Journal prepared by Desk Officer. 2. 0800 Supervise the conduct of Morning Formation and Accounting at the Main Station HQs. 3. 0900 to 1200 - Conducts inspections on the station facilities, personnel equipment and resources. - Attend to visitors of the police station - others 4. 1300 1500 Visit at least one barangay and discuss issues with any barangay official 5. 1500 1700 Attend to office duties and others in the station.

______________________ Rank/Name & Signature of Individual

_________________________ Rank/Name & Signature Head of Office

ACTUAL SIZE FOR EDIT AND PRINTING

C,PNP Strategic Focus

NUP ADELTRUDIS M. DAUBA D513151 Assistant Statistician PPPD,DPRM

DUTIES & RESPONSIBILITIES

______________________ Rank/Name & Signature of Individual (continuation if necessary)

_________________________ Rank/Name & Signature Head of Office

1. 0745 Attend morning accounting at the DPRM Annex. 2. 0800 1700 attend to tasks such as: - Encodes IPER report submitted by PROs 10 -13,COR, ARMM, MPD, SPD and other NSUs for future reference - Validates PIB orders of PNP personnel of PROs 10 -13,COR, ARMM, MPD, SPD based on the 1st and 2nd semester IPER. - Prepares summary reports based on the recap submitted by the above Units/Offices in preparation for over all IPER summary reports. - Assist in receiving/recording incoming and out going communications pertaining to IPER and dispatches DVs/Payroll of PIB to BFO. 5. 1700 Sign out of the Attendance logbook

17 cm 8.5 cm
C,PNP Strategic Focus

8.5 cm
PSUPT JOEL E VILLAROJO 0-04210 COP, Marawi City PRO ARMM

2 cm

2 cm

Cooper black Font size # 9

5.5 cm

Calibri body Font size # 18 Calibri body Font size # 11 Word art style Cooper Black (colored blue w/ yellow text border) First letter : Font size # 22 Succeeding Letter: Font size # 14 w/ yellow text border

Logo size Height : 3.2 cm Width : 2 cm

My IP is the Key Logo is in upward direction

Water mark colored light blue Calibri Body Font size # 24

DUTIES & RESPONSIBILITIES 1. At 0700 daily, read the Unit Journal prepared by Desk Officer. 2. 0800 Supervise the conduct of Morning Formation and Accounting at the Main Station HQs. 3. 0900 to 1200 - Conducts inspections on the station facilities, personnel equipment and resources. - Attend to visitors of the police station - others 4. 1300 1500 Visit at least one barangay and discuss issues with any barangay official 5. 1500 1700 Attend to office duties and others in the station. 6. Tri-Media appearance.

______________________ Rank/Name & Signature of Individual

_________________________ Rank/Name & Signature Head of Office

Both Calibri body font size # 8 Duties and Responsibilities ( capital letter w/ underlined) Calibri body Font size # 8

17 cm 8.5 cm
C,PNP Strategic Focus

8.5 cm
NUP ADELTRUDIS M. DAUBA D513151 Assistant Statistician PPPD,DPRM

2 cm

2 cm

Cooper black Font size # 9

5.5 cm

Calibri body Font size # 18 Calibri body Font size # 11 Word art style Cooper Black (colored blue w/ yellow text border) First letter : Font size # 22 Succeeding Letter: Font size # 14 w/ yellow text border

Logo size Height : 3.2 cm Width : 2 cm

My IP is the Key Logo is in upward direction

Water mark colored light blue Calibri Body Font size # 24

DUTIES & RESPONSIBILITIES

1. Receives and reviews IPER report submitted by PROs 10 -13,COR, ARMM, MPD, SPD and other NSUs if complete w/ recap, CD and other important attachment. 2. Encodes IPER report submitted by PROs 10 -13,COR, ARMM, MPD, SPD and other NSUs for future reference. 3. Validates PIB orders of PNP personnel of PROs 10 -13,COR, ARMM, MPD, SPD based on the 1st and 2nd semester IPER. 4. Prepares summary reports based on the recap submitted by the above Units/Offices in preparation for over all IPER summary reports. 5. Assist in receiving/recording incoming and out going communications pertaining to IPER and dispatches DVs/Payroll of PIB to BFO. 6. Tri-Media appearance.

______________________ ______________________ Rank/Name && Signature ofof Rank/Name Signature Individual Individual

_________________________ _________________________ Rank/Name && Signature Rank/Name Signature Head of Office Head of Office

Both Calibri body font size # 8 Duties and Responsibilities ( capital letter w/ underlined) Calibri body Font size # 8

SPECIFICATIONS
IP Card actual size is 17cm x 5.5cm; and
Should be laminated once signed.

Cover page:
At the upper left most will indicate the (All Calibri Body Font #11) : (1st line) Rank, Name and Badge Number of PNP uniformed personnel; or Name and Plantilla (Item number) of NUP; (2nd line) Position or Designation; and (3rd line) Unit/Office

The colored ID picture with a white background size is 2 cm x 2 cm

PNP logo background size is 2 cm x 3.2 cm With text Individual Performance Card (Calibri Body Font #20) Inner page (with water mark MY IP IS THE KEY (Calibri Body Font #24)):
The daily actual duties performed (Duties and Responsibilities) is indicated (Calibri Body Font #8);

Inner page (with water mark MY IP IS THE KEY (Calibri Body Font #24)):
At the lower left: Rank, Name and Signature of Individual personnel is indicated; and At the lower right: Rank, Name and Signature of Head of Office is indicated (both Calibri Body Font #8).

Back page: My IP is the Key Logo located at the left most with text printed in upward direction; and
On top of the page indicate the word C,PNP Strategic Focus with a Font style and Font size of Cooper Black # 9 At the center: The text CODE P is printed in Cooper Black font style #22 1st letter , succeeding letters is #14 with yellow text border.

(Note: Please see attached proposed IP card template).

When Do We Need to Monitor and Evaluate?

Consolidation Period Periodic Review Activity/Event-based (before, during and after intervention)

MANAGEMENT REVIEW MEETINGS

Feedback and Learning Process
1. Operational Review

Objective

Frequency

Representative Activities
Driver models Variance analysis Review of KPI dashboards

Expected Output

Are our operations in control?

To monitor and manage short-term financial and operational performance and problems that need immediate attention PPOs, CPOs, CPS, MPS Dashboard, IP Card To test validity of measures and strategic initiatives in the Balanced Scorecard D-STAFF, NSUs, PROs SCORECARDS

Weekly Monthly Quarterly Semi-annual Annually

Consolidated Scorecard and Dashboard Project Management Report

Team problem solving

Follow-up program Monthly As Needed Theme monitoring Initiative portfolio monitoring Theme teams Agenda management Consolidated Scorecard Performance Governance Report

2. Strategy Review

Are we executing our strategy well?

MANAGEMENT REVIEW MEETINGS

Feedback and Learning Process
3. Strategy Testing and Adapting

Objective
To periodically assess whether the results hypothesized in cause-effect diagrams are occurring as anticipated

Frequency
As needed

Representative Activities
Analytic studies Cause-effect testing and analysis Review of emergent strategies

Expected Output
Adjusted agency scorecard

Is our strategy working?

AGENCY SCORECARD

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

How Do We Monitor?
Analysis of Charter Statement/Roadmap Timely submission of scorecard and operational Dashboard Conduct of monthly operational review Use of Web-Based Online Survey Conduct of third party survey (Quarterly) Individual certification of PNP personnel that he/she has developed IP Scorecard Media analysis (Weekly) Review of Integrity Development Report (IDR) Rating (Quarterly)

How Do We Evaluate?
What is at stake? What are the resources spent? Does the initiative consumed a large portion of the available budget? and, Does the initiative affect a large number of people? What are the quantitative and qualitative data needed? What is the baseline? What would be the end line? What is your evidence of success/failure? What is the cost-benefit balance for your initiative? What is the impact of your initiative?

Evaluation Approaches
Formative Evaluation
Performance Evaluation Process Evaluation

Summative Evaluation
Outcome Evaluation Impact Evaluation

2030 and beyond

Source: Web Center for Social Research Methods Research Methods Knowledge Base (http://www.socialresearchmethods.net)

How Do We Evaluate?
Performance Evaluation measurement of actual achievements against defined goals, targets, standards or criteria Process Evaluation conducted to ensure that the program is operating as planned.
It focuses on how an initiative is implemented. It Helps identify where in the process does intervention should take place. It seeks to answer where the bottlenecks and red flags is taking place through process mapping Ex: How do you implement your COMMPLAN? How do you conduct your PCR activities? How do you consolidate your scorecard?

How Do We Evaluate?
Outcome Evaluation - seeks to investigate whether the program caused demonstrable effects on specifically defined target outcomes.
Ex: What is the effect of the establishment of Assessment Center in the Career and Development of the PNP personnel?

How Do We Evaluate?
Impact Evaluation - seeks to answer cause-and-effect questions.
It looks for the changes in outcome that are directly attributable to the initiative. measures the difference between what happened with the initiative and what would have happened without it. Establish causal links or relationships between the activities carried out and the desired outcomes.
Ex: What is the effect of all our initiatives in relation to the lag measures in the PNP Scorecard such as Global Peace Index? National Safety Index? Respect Index?

Other Management Tools We Can Use for M & E

Performance Governance Report Program Review and Analysis Operating Plans and Budget Project Management Report PNP P.A.T.R.O.L. Plan Online Updates Management Information System (e-PGS)

PNP P.A.T.R.O.L. PLAN 2030 ONLINE

http://www.pnp.gov.ph

E-mail Address
RPSMU E-mail Add Temporary Password

PRO1 PRO2 PRO3 PRO4A PRO4B PRO5 NCRPO

rpsmu1@cpsm.ph rpsmu2@cpsm.ph rpsmu3@cpsm.ph rpsmu4a@cpsm.ph rpsmu4b@cpsm.ph rpsmu5@cpsm.ph rpsmu.ncrpo@cpsm.ph

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E-mail Address
RPSMU E-mail Add Temporary Password

PRO6

rpsmu6@cpsm.ph

temp117

PRO7
PRO8

rpsmu7@cpsm.ph
rpsmu8@cpsm.ph

temp117
temp117

PRO9
PRO10 PRO11 PRO12 PRO13 PRO ARMM

rpsmu9@cpsm.ph
rpsmu10@cpsm.ph rpsmu11@cpsm.ph rpsmu12@cpsm.ph rpsmu13@cpsm.ph rpsmu.armm@cpsm.ph

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Login Page: mail.cpsm.ph

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e-PGS as a Tool in Monitoring and Evaluation

Total PRO strength: 10,000 No. of pages/ individual scorecard: 2 No. of weeks in a month: 4 Total pages: 10,000 x 2 x 4 = 80,000 pages No. of reams consumed/month: 80,000/500 = 160 reams Monthly Cost: 160 reams x P150 = P24,000 /month Annual Cost: P24,000 x 12 = Php 288,000

e-PGS as a Tool in Monitoring and Evaluation

The proposed PNP e-PGS is a web-based Balanced Scorecard software that shall manage the PNP Scorecard and Operational Dashboard. This shall be one of the PNPs management tool to track and monitor the success of strategic initiatives or programs, projects and activities.

e-PGS as a Tool in M & E

Internet Connectivity

Consolidation of data and Conversion in graphical representation

e-PGS as a Tool in M & E

e-PGS as a Tool in M & E

e-PGS as a Tool in M & E

Measures Profile for Crime Prevention/Solution

O B J E C T I V E M E A S U R E S QUARTERLY MONTHLY MONTHLY

To improve crime prevention

To improve crime prevention and control

To improve crime solution and efficiency

Reduction of Index Crime Rate

Crime Clearance Efficiency (CCE)

Crime Solution Efficiency

Present ICR Previous ICR x 100 Previous ICR

Total Crimes Cleared Total Crime Volume

x 100

Total Crimes Solved Total Crime Volume

x 100

Legend: ICR Index Crime Rate

e-PGS as a Tool in M & E

e-PGS as a Tool in M & E

e-PGS as a Tool in M & E

e-PGS as a Tool in M & E

e-PGS as a Tool in M & E

Barriers in M& E

Garbage in, Garbage out!

Barriers in M& E

Barriers in M& E

Commitment, Commitment,

Commitment!

Barriers in M& E

Common Pitfalls in M & E

Too much focus on customeroriented initiatives

Common Pitfalls in M & E

Too much drive to satisfy the stakeholders

Common Pitfalls in M & E

Blame Game

Common Pitfalls in M & E

Too many Initiatives to monitor

Common Pitfalls in M & E

Aiming for Perfection

Common Pitfalls in M & E

Too many solutions after evaluation period

Common Pitfalls in M & E

Complacency and Mediocrity

Community
In what way is the community best served by the PNP?

Learning & Growth

How can the PNP develop a highly capable, effective and credible organization?

Process Excellence Vision & Strategy

What operational processes must we excel at and best practices must we adopt?

Resource Management
How do we effectively and efficiently manage our financial and logistical resources?

What We Need from RPSMU

Systematic, Timely, Accurate and Reliable Quality Report Commitment + Coordination = Collaboration Empower, Enable and Encourage your team Advise us and Advice us

What We Need from RPSMU

What We Need from RPSMU

MUTATIO Nostrum Partis Commitment

TRANSFORMATION
Our Shared Commitment!!!
END OF PRESENTATION
END OF PRESENTATION
VISION:..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE"