Professional Documents
Culture Documents
MODULE 2
VISION..." HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE
POLICE SERVICE"
STRATEGY MAP is the logical representation of what the
organization will do in every perspective to fulfil its mission and
attain its vision.
The STRATEGY MAP contains 4 PERSPECTIVES in the sample
shown.
(1) Community,
(2) Process Excellence,
(3) Learning and
Growth, and
(4) Resource Management
OBJECTIVES formulated in the Strategic Shifts are copied inside
the boxes in the Strategy Map
Customer Analysis
Who are our customers and what are their needs and
expectations?
Primary Customer- Who are the main beneficiaries of our services?
Other Customers- Who are the indirect beneficiaries of the services we
provide?
Major Deliverables- What are the major goods and services we are
mandated to provide our customers?
OUTCOME / What benefits do we get from your services?
MODULE 3
Balanced Scorecard
project teams directly
report to the CEO.
In the PNP, it should
directly report to the
C,PNP.
Role of CPSM & RPSMU
(As leading Force in managing connection between Strategy &
Operations
across Organization)
ARCHITECT (defines strategy management framework & its
governance conventions & designs strategy mgmt processes)
INTEGRATOR/CONSULTANT/COORDINATOR (ensures that
processes are owned & ran by other functional executives are
linked to strategy)
PROCESS OWNER (defines, develops & oversees processes
required to manage strategy- cascading process; reporting;
strategy & operations review, alignment, etc.)
Mandate:
Oversee the implementation of the PNP P.A.T.R.O.L. Plan 2030: Peace & order
Agenda for Transformation and upholding of the Rule-Of-Law;
Integrate all strategy management
processes, sustaining strategy execution
& management, and instilling a culture of
strategic focus;
Identify & recommend key priorities and
strategic issues to the C,PNP;
Assist & advise PNP Units in selecting
targets & identifying strategic initiatives;
Facilitate integration & coordination of programs, projects & activities
Align strategies & manage execution;
Cascade the PNP P.A.T.R.O.L. Plan 2030 and Agency Scorecard;
Develop a comprehensive Communications Plan & education process;
P
Director\CP - Continuous conduct of follow-up cascading
- Conduct of periodic strategy and
operational reviews
- Focus on PNP mandate
- Enhance administrative support and
stakeholders participation
Initiatives to ensure Alignment
Massive advocacy campaigns are carried out
through the following:
Follow-up cascading
Incorporate Training Modules in all PNP
Courses, Trainings and Seminars
MODULE 4
Management operations review
Purposes of Operations REView
Assess short term performance
Respond to problems that have arisen
recently and need immediate attention
Rapid problem-solving
Operations Review
Characteristics of Operational Review
Meetings:
Short
Frequent
Data-driven
Highly focused
Provide opportunities for feedback,
problem-solving and learning
Operations Review
Case Study: NYPD CompStat (Computerized
Comparison Crime Statistics) Meetings
1993 Mayor Guiliani appointed William
DEFINITION OF TERMS
2. In setting targets for a specific month in your annual plan, you must
consider the
activities, occasions, possible calamities and other operational conditions
that will
affect the accomplishment of the set target;
3. In setting for your outlook, the targets for the specific months must be
in line
with your annual plan and should still accomplish the target set in the
annual plan;
4. In the target setting, whether for the annual plan or in the outlook ,
must be realistic, achievable and manageable; and
5. In formulating your outlook, use line graph if your data if it shows
trending and bar graph if there is no established trending.
MODULE 5
PERSONAL GOVERNANCEiew
Transformation must be
Systemic
Comprehensive
Sustained over a long period of time.
Basic deliverables of transformation
Rising productivity
Material welfare
General improvement in the overall quality of life.
Effectiveness and sustainability of the transformation program
are secured
at the INDIVIDUAL level
Individuals need to adopt key governance principles and
practices tobecome strong building blocks of good governance.
Transformation beginsand ends in every police officer Unless you
influence
behaviour you will not attain breakthrough results!
The final test of a transformation program
is PERSONAL GOVERNANCE
Transformation Equation
T=IxVxS
Where:
T = Transformation
I = Identity
V = Vision
S = Strategy
IDENTITY
Distinct and unique personality
Mission basic orientation and direction we choose to give
our life and work
Purpose in life, reason for existence
Forever pursued, never achieved
SAMPLE MISSION
To be an instrument of GOD in promoting social and
environmental responsibility.
BALLROOM/BELLY DANCING!
Cultural
Innovation
Entrepreneur
Excellence
Intellectual
Microsoft Windows 8
Internet, Email, MS Office
A book a month
Self-improvement course
New language
Master Degree, Ph.D.
The New Catechism
Financial
Personal budget
Insurance, Health Plans, Life Plans,
Memorial Plans
Vacation House
5-10% Savings Plan
Investments
Social
Volunteerism
Reach out to friends
Day Care, Feeding program
Environment, WWF, Kapit Bisig sa Pasig
Habitat for Humanity or Gawad Kalinga
The Childrens Hour
Communication (digital, eyeball, phone)
Family
26 different weekends
A child a week
Monthly anniversary date with partner,
brisk walking exercise or biking with
partner, ballroom dancing with partner
Educhild (Parenting) course
Beyond I Do
Spiritual
Mass or service regularly
Talk/listen to your pastor/director
Read the bible
The new catechism / teach it
Retreat
STRATEGY
Road Map
Objectives or priorities
in all the key facets of
our life
Must be an integral
part of a Personal
Charter Statement
THE PERSONAL CHARTER STATEMENT
A personal approach to non-work and work performance
founded on self-examination.
By writing down your personal charter statement, you put a
mirror in front of you. As you acquire insights, you become more
pro-active and self-assured, and find you will learn faster and
think more clearly.
The thinking process and mind-set change are designed to
prepare you for action and for inner involvement in your work.
Steps in developing Personal Charter Statement/Roadmap
Identify your VISION
What is your MISSION
Develop your personal VALUES
Identify your PERSPECTIVES (Facets)
Process Shift (Transformative)
Create your own STRATEGY MAP
Each strategic objectives would remain up in the
air unless we specify INITIATIVES
We should also be prepared to assess whether
progress is being made by specifying MEASURES
We should also specify milestones that need to
be reached TARGETS
GUIDES IN TRANSLATING STRATEGY INTO A PERFORMANCE
SCORECARD
LINKING PERSONAL GOVERNANCE WITH ORGANIZATIONAL
OBJECTIVES
Importance of individual roles.
Every task by each member of the team is linked to a specific
overarching objective of the organization.
No task is independent of the vision and the strategic plan.
MODULE 6
Why measures matter
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
If you cant measure it, you cant manage it.
If you cant manage it, you cant improve it.
-- Kaplan & Norton, BSC Creators (and many others)
What gets measured gets done!!!!
-- Peter Drucker, Tom Peters, Edwards Deming,
Lord Kelvin (and many others)
of strategic measures
Measures drive desired
behavior.
Measures test the validity of the strategy.
Guidelines for selecting measures
Cascading the PNP Strategy 2010 Institute for Solidarity in Asia
A balanced scorecard contains a mix of both lead and lag
measures.
One lag measure (OUTCOME) for each strategic objective. Use
organizational generic measures that already exist (percentage, absolute #s,
ranking, etc.)
No more than 25 measures (1.5 measures per objective)
Unit Head Owns measure
Purpose of Target Setting
Comparing targets with a performance standard allows
us to:
Assess performance /manage performance (Leading
forward or Pulling backwards)
Evaluate & measure strategic progress (Slow / Fast)
Make better decisions
Build motivation & commitment (Learn, improve & grow)
retch targets
Set stretch targets (achievable but require change in
doing things)
Performance indicator
Target
Activities
strategic objective,
measure,
target and
initiative.
Similarly, dashboard has also the same elements.
They differ only in the terms used
(Measure vs Performance Indicator, Initiative vs Activities).
Furthermore, the
Operational/Tactical Objective element has sub-element.
PRO SCORECARD
Since the Dashboard is focused on the actual delivery of police services, it
primarily
covers only one perspective of the scorecard which is the Process
Excellence.
Other objectives which may fall under the Learning and Growth and
Resource Management perspectives will be subsumed by this perspective
(i.e. -maintain and deploy
competent investigative personnel), otherwise, it will be handled at the
strategic level
(D-Staff, PRO, NSU).
All strategic objectives under the process excellence, if we are going to
determine its
purpose in relation to the delivery of police service will always fall either
on our two
core deliverable services to prevent crime and to solve crime (if crime
happens).