The CPSM Value Chain

It is the set of related internal operating processes that an organization undertakes in order to deliver valuable services for the customers. The CPSM Process Value Chain revolves around its three (3) major functions as shown below.


Scorecard Management. The CPSM manages the implementation of the PNP P.A.T.R.O.L. Plan 2030 through its scorecard management function. Specifically, it involves strategy development, strategy communication, and initiatives management.

  1. Strategy Development. This involves the following activities:
  1. Formulation and updating of strategy; the essence of strategy formulation and updating is an assessment to ensure focus and to be more effective in what the organization do.  Modern strategy formulation tools and concepts such as Customer, SWOT, and Gap analysis are described and integrated into a practical three-stage ‘Process Check’ framework that can significantly enhance the quality of strategies. Process Check is shown as Annex “A“.
  • Identification of key priorities and issues; and
  • Translating the strategy for sustainable execution.
  • Strategy Communication. This involves the following specific activities:
  1. Implementation of the Strategic Communications Plan.The Chief, PNP signed and issued Letter of Instructions No. 02/2012, with the subject, Communications Plan “PNP P.A.T.R.O.L. Plan 2030: Peace and order Agenda for Transformation and upholding of the Rule-Of-Law.” This COMPLAN aims to generate awareness and understanding of the strategy, and promote governance principles. This plan addresses the defined communication gaps by providing the concept of operation, operational guidelines and tasks of all concerned PNP units/offices for well-planned, coordinated, synchronized and concerted efforts and activities to enhance understanding and generate support of internal and external stakeholders. The CPSMassists the Directorate for Police Community Relations (DPCR) in the implementation of comprehensive communication and education process through a Communication Plan (COMPLAN). (Annex “B”)
  • Cascading. Alignment in functions and accountabilities is seen with the cascading of the first level strategy to key lower- level units for strategy implementation. Through cascading, lower- level units must be able to produce their respective scorecards/ dashboards that combine strategy and operations and serve as the units’ performance commitments, creating a broader accountability within the organization. In line with this, the TWG, CPSM and NAGPTD continuously conduct series of seminars and training workshops to all the Police Regional Offices and National Support Units, Police Provincial and City Offices, and  City and Municipal Police Stations nationwide to ensure that the strategy is understood at all levels of the organization.
  • Initiative Management. Initiatives Management is essential in the identification and management of key strategic initiatives to attain strategic objectives of the organization. To do this, the programs, projects and activities are carefully identified and subsequently prioritized according to their strategic impact on the attainment of the PNP Vision. In managing a strategic initiative, it is essential that the following are established: Initiative accountability system, Initiative progress report and feedback mechanism, Initiative implementation support system; and Initiative implementation timeline
  • Organizational Alignment. Another CPSM major function is to ensure that the organization is aligned to the strategy. This entails alignment in terms of Objectives, Budget, Human Resources, and Information Technology.
  1. Alignment of Objectives. This refers to the consistency of organization’s strategic objectives down to the operating and tactical levels. Figure 2.5 Depict the alignment of the CPSM objectives to that of the PNP objectives by specifically stating if they are Identical, Contributory, New or Not Applicable.
  • Budgetary Alignment. Effective strategy execution requires that the strategic initiatives must have concrete budgetary allocation to ensure their implementation. The CPSM in coordination with the Directorate for Comptrollership (DC) ensure that the budgetary allocation is linked with the initiatives or PPAs of PNP units and offices. Further, the CPSM must also ensure that that progress in the implementation of the initiatives is closely monitored and the allocated budget is fully optimized.
  • Human Resource Alignment. This entails not only the alignment of strategic partners and strategy management units, but further, the alignment of the proficiency, performance and commitment of the workforce to the strategy. Hence, the CPSM also helps ensure that the DPRM Scorecard show personnel placement based on established merit standards. The CPSM also helps ensure that appropriate evaluation assessment mechanisms are established to identify strategies helpful in enhancing the proficiency, performance and commitment of personnel.
  • Information Technology Alignment. In coordination with DICTM, the CPSM shall see to it that a dynamic ICT infrastructure is established and appropriate management information system is developed in order to automate all necessary processes involved in the management of PNP Balanced Scorecard and Operational Dashboard. This shall ensure proper monitoring and evaluation of the objectives, measures, targets and strategic initiatives set vis-à-vis organization and individual performance.
  • Monitoring and Evaluation. CPSM ensures that the organization is made accountable for its performance through a review system that creates discipline in the regular monitoring, reporting and assessment of organizational performance. CPSM oversees the strict implementation the following major reviews: Strategy Review, and Operations Review.
  1. Strategy Review. This is conducted to evaluate the organization’s performance in relation to the Scorecard and monitor its progress in meeting targets. Strategy Reviews are conducted on a quarterly basis and it involves exploring how the progress in the scorecards and initiatives of the Directorial Staffs (D- Staffs), Police Regional Offices (PROs), and National Support Units (NSUs) impacts on the PNP’s strategy. The CPSM and the TWG facilitates the Strategy Reviews which also discusses ways to ensure the attainment of the targets and identifies the accountable persons responsible for any gaps and delays.
  • Operations Review. This is conducted on a monthly basis purposely to monitor and evaluate the performance progress as indicated in the dashboards of Provincial Police Offices (PPOs), City Police Offices, and City and Municipal Police Stations. The Regional Police Strategy Management Units (RPSMUs) and National Support Strategy Management Units (NSSMUs) manage the conduct of operational reviews to check on the execution of specific plans of strategic initiatives in terms of timeliness and potential impact in the performance targets.

Best Practice Identification and Sharing. The CPSM in coordination with the TWG, DHRDD, RPSMUs and PSMUs facilitates the identification and transfer of best practices throughout the organization. The RPSMUs and NSU-PSMUs shall be responsible for the collection, analysis and validation of their offices/units’ best practices using the DHRDD-approved criteria. At the national level, the CPSM in coordination with the DHRDD collects the best practices and lessons learned as reported by the PROs/NSUs.  The collected best practices reports will be processed further by the CPSM to extract evidence and data that can be used by the PNP Directorates for planning, policy formulation, doctrine development and police operations management. Further, a database on best practices accessible to all PNP personnel, i.e. through the PNP website, shall be developed and managed by the CPSM in coordination with the DICTM.

Policy Dissemination. Based on the Process Value Chain, the major deliverables of the CPSM include Strategy Review Reports; Compendium of Lessons Learned and Best Practices; COMPLAN; and Functional Scorecard (Aligned Organization, Budget and Human Resources). As a matter of policy, all these shall be disseminated and shared to all stakeholders.