Developing Charter Statement and Strategy Map 1. The following are basic elements/components of a Charter Statement: o Identity, Vision, Mission, Mandate, Philosophy and Core Values o Value chain, objectives, strategic shifts o Goals, objectives, outcomes, initiatives o None of the above 2. The following are basic elements/components of a Strategy Map: o Perspectives and Objectives o Perspectives o Objectives o Value Chain 3. Identity is a distinct and unique personality, it can be expressed in the following forms, except: o Perspectives o Seal o Initials o Logo 4. It is a statement that is ambitious but realistic, time-bound and is described as big, hairy and audacious goal. o Vision o Philosophy o Mandate o Mission 5. It is a statement of purpose in life, reason for existence that points to the direction where we should lead our personal life/ organization. o Mission o Mandate o Philosophy o Vision 6. It is the source of authority that embodies the mission of an organization. o Mandate o Mission o Philosophy o Vision 7. It is the bedrock of one's character that is non-negotiable and must be engraved in our lives and organization. o Core Values o Mission o Mandate o Philosophy 8. It is a statement of what we stand for in life. o Philosophy o Mission o Mandate o Vision
Transcript
Developing Charter Statement and Strategy Map
1. The following are basic elements/components of a Charter Statement:
o Identity, Vision, Mission, Mandate, Philosophy and Core Values
o Value chain, objectives, strategic shifts
o Goals, objectives, outcomes, initiatives
o None of the above
2. The following are basic elements/components of a Strategy Map:
o Perspectives and Objectives
o Perspectives
o Objectives
o Value Chain
3. Identity is a distinct and unique personality, it can be expressed in the following forms,
except:
o Perspectives
o Seal
o Initials
o Logo
4. It is a statement that is ambitious but realistic, time-bound and is described as big, hairy
and audacious goal.
o Vision
o Philosophy
o Mandate
o Mission
5. It is a statement of purpose in life, reason for existence that points to the direction where
we should lead our personal life/ organization.
o Mission
o Mandate
o Philosophy
o Vision
6. It is the source of authority that embodies the mission of an organization.
o Mandate
o Mission
o Philosophy
o Vision
7. It is the bedrock of one's character that is non-negotiable and must be engraved in our
lives and organization.
o Core Values
o Mission
o Mandate
o Philosophy
8. It is a statement of what we stand for in life.
o Philosophy
o Mission
o Mandate
o Vision
9. It is the logical representation of what we will do in every perspective to fulfill our
mission and attain our vision.
o Strategy Map
o Core Values
o Philosophy
o Vision
10. It is the formulated through the conduct of strategic shifts.
o Strategic Objectives
o Charter Statement
o Strategy Map
o Vision
11. It is a tool in identifying our customers, their needs and expectations and our value
proposition or outcome.
o Customer Analysis
o Gap Analysis
o SWOT Analysis
o Problem Tree
12. It is the series and configuration of activities that enable the organization to deliver value
to its constituents.
o Value Chain
o SWOT Analysis
o Problem Tree
o Customer Analysis
13. The PNP's mobility, fire power capability, communications and investigation equipment
are under the perspective on:
o Resource Management
o Community
o Process Excellence
o Learning and Growth
14. The process of identifying our current situation, the existing resources we have, the
current competencies and skills of our human resources and the existing policies, systems
and police procedures we need to undertake to attain our objective that will result to
transformation or breakthroughs.
o All of the choices
o Strategic Shift on Process Excellence
o Strategic Shift on Resource Management
o Strategic Shift on Learning and Growth
15. The PNP's objective to develop a highly responsive and professional police service is
under the perspective _____________.
o Learning and Growth
o Community
o Process Excellence
o Resource Management
16. "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". This is the PNP's _______.
o Vision
o Mission
o Core Values
o Strategy
17. The objectives to improve crime prevention and to improve crime solution are under the
perspective on:
o Process Excellence
o Mission
o Resource Management
o Learning and Growth
18. The PNP's core values are:
o Makadiyos, Makabayan and Maka-Bansa, Maka-Kagitingan
o Makadiyos, Makabayan
o Maka-Bansa, Maka-Kagitingan
o Maka-Tao, Makakalikasan
Scorecard and Dashboard Formulation
1. What are the four strategic elements of a scorecard?
o Objectives, Measures, Target, Initiatives
o Objectives, Mandate, Target, Information
o Operation, Community Relations, Intelligence, Investigation
o Initiation, Compliance, Proficiency, Institutionalization
2. This refers to a statement of what strategy must be achieved and what is critical to its
success.
o Objectives
o Measures
o Targets
o Initiatives
3. To ensure strategic focus, objectives should contain only a number of priorities. At the
PNP level, it should not be more than ______ objectives.
o 7
o 6
o 5
o 8
4. This refers to the quantification of a performance against an objective. It is also called
outcome indicator.
o Measures
o Objectives
o Targets
o Initiatives
5. One reason why measure matters is because what get’s measured, get's _________.
o done
o improved
o managed
o supervised
6. This refers to the level of performance or rate of improvement needed.
o Targets
o Objectives
o Measures
o Initiatives
7. Common forms of measures used by the PNP are the following.
o Absolute numbers, indices and percentages
o Absolute numbers, percentages and ratio
o Absolute numbers, ratio and rankings
o Percentages, ratio and rankings
8. This refers to key action programs required to reach the target.
o Initiatives
o Objectives
o Measures
o Targets
9. The following are the two types of measures:
o Lead and Lag
o Primary and Secondary
o Absolute numbers and percentage
o Programs and Projects
10. The following are examples of lag measures, except:
o Number of pulong-pulong conducted
o Percentage reduction of Index crime
o Increase in crime clearance efficiency
o Increase in crime solution efficiency
11. Lag measure assess performance results at the end of the activity while _______
quantifies intermediate process, activities and behavior.
o Lead measure
o Success measure
o Performance measure
o Outcome measure
12. The following are the guidelines for selecting measures:
o All of the choices
o No more than 25 measure (or 1.5 measure per objective)
o Contains a mix of both lead and lag measure
o One lag measure for each strategic objective
13. It is a point in setting target where the target is stretched but still considered realistic. It is
also a point in setting target where the stretched target still drives motivation to the
performing person or unit.
o Soft spot
o Sweet spot
o Hot spot
o Dead spot
14. The following are the guides and principles in managing strategic initiatives:
o All of the choices
o We manage the strategy by managing the initiatives.
o No business as usual
o No bean counting
15. When we compare targets with a performance standard, it allows us to:
o All of the choices
o Assess or manage performance
o Evaluate and measure strategic progress
o Make better decisions
16. It is one of the strategic elements of a scorecard that closes the performance gap between
the current and desired performance.
o Initiatives
o Targets
o Measures
o Objectives
17. In order for an Initiatives to reach the performance target, the following requirements
must be met:
o All of the choices
o Clearly defined deliverables
o Accountability at the leadership team level
o Clear start & stop dates and progress milestones
18. Scorecard is for strategic level while dashboard is for ___________ level.
o Operational and Tactical
o CPNP
o NHQ and D-Staff
o PRO and NSU
19. Scorecard focuses on four perspectives (Community, Process Excellence, Learning and
Growth and Resource Management) while the dashboard focuses on _____________
perspective.
o Process Excellence
o Community
o Learning and Growth
o Resource Management
20. Strategic objectives, if viewed in relation to the delivery of police service (front line
units), will always fall under the two PNP core functions. What are these two core
functions?
o Crime prevention and crime solution
o Crime prevention and law enforcement
o Crime solution and internal security operation
o Law enforcement and public order and safety
21. What is the underlying reason why we want to enhance community safety awareness?
o Improve crime prevention
o Improve crime solution
o Enhance law enforcement
o Ensure maintenance of peace and order
22. What is the underlying reason why we want to adopt case management system?
o Improve crime solution
o Improve crime prevention
o Enhance law enforcement
o Ensure maintenance of peace and order
23. We use "Measure" in the scorecard while we use __________ in the dashboard. Both are
the same.
o Performance indicator
o Process improvement
o Performance enhancer
o Critical action
24. We use "Initiatives" as one of the component of the scorecard while we use
_______________ for the dashboard.
o Activities
o Critical Action
o Performance Indicator
o Programs and Projects
25. These are specific workable tasks in the dashboard that moves the Performance Indicator.
o Activities
o Projects
o Critical Action
o Programs
26. In the analogy of a traveller using vehicle as mode of transportation to the elements of a
dashboard, the desired destination is __________.
o Goal or objective
o Primary driver
o Critical action
o Performance Indicator
27. It is a way of measuring performance that directly contributes to the success of the
objective. In the analogy of the car, we call this the dials or metrics.
o Performance indicator
o Performance improvement
o Process indicator
o Process improvement
28. These are primary drivers broken down into specific operational or tactical activities that
are directly measurable.
o Secondary drivers
o Alternate drivers
o Optional drivers
o Supporting drivers
29. These are "must do" actions to hurdle barriers or obstacle.
o Critical action steps
o Performance remedy
o Critical drivers
o Process improvement
30. These are the two performance indicators commonly used in the PNP, especially at the
operational and tactical level.
o Absolute numbers and percentage
o Absolute numbers and rankings
o Absolute numbers and index
o Absolute numbers and ratio
31. Performance indicator makes an operational driver visible because.
o All of the choices
o It measures improvement
o It can be tracked frequently
o Targets can be set yearly
32. The following are examples of performance indicators used at the PPO/CPO/CPS/MPS.
o All of the choices
o Number of Police Station using COMPSTAT
o Number of Police Stations utilizing PIPS
o Percentage of accounted loose firearms
33. These are examples of consistency in the use performance indicator (PI) with that of the
data in the target (T).
o PI = Number of arrested criminals; T = Y1 -20; Y2 - 30; Y3 - 35 and PI=
Percentage reduction of crime; T = Y1-90%; Y2-50%, Y3 -40%
o PI = Number of arrested criminals; T = Y1 -20; Y2 - 30; Y3 - 35
o PI= Percentage reduction of crime; T = Y1-90%; Y2-50%, Y3 -40%
o PI=Percentage of ICT-compliant PS; T = Y1-65; Y2-89; Y3-123
34. The following are examples of activities in the dashboard of PPO/CPO/CPS/MPS.
o All of the choices
o Establishment of Tourist Assistance Desks
o Implementation of PIPS
o Implementation of Kontra Boga
35. These are examples of process improvement shifts.
o All of the choices
o From a limited access to police related information to broader access to police
related information
o From unilateral approach in decision-making to consultative approach
o From partial implementation to full implementation.
36. These are objectives in the PPO/CPO/CPS/MPS Dashboard.
o Improve crime prevention and Improve crime solution
o Improve crime prevention
o Improve crime solution
o Modernize crime reporting and analysis
37. These are primary drivers that leads to the attainment of the crime prevention objective.
o All of the choices
o Intensify police operation
o Enhance community engagement
o Intensify legal offensive.
38. The upgrading or updating of processes in order to attain the desired state is known as
__________.
o Process improvement shift
o Performance improvement
o Performance indicator
o Process indicator
39. These are secondary drivers under the primary driver, "Intensify police operations" of the
crime prevention objective.
o All of the choices
o Enhance the safety and security of tourists
o Use of COMPSTAT by police stations
o Intensify legal offensive
40. When we set targets, we should observe the following:
o All of the choices
o A clearly definable targets
o Targets should be continually trackable.
o Set a baseline year
41. These are secondary drivers under the primary driver, "Maintain & Deploy Competent
Investigative Personnel" of the crime solution objective.
o All of the choices
o Fill up investigative position with trained and certified personnel
o Timely deployment of investigators
o Designate qualified investigative personnel to specific crime incidents
o
42. How many primary drivers do we have for the Crime Prevention objective?
o 4
o 5
o 14
o 15
43. How many primary drivers do we have for the Crime Solution objective?
o 5
o 4
o 14
o 15
Personal Charter Statement and Scorecard
1. One trademark of a person's identity is his core values. Following are samples of personal core values, EXCEPT:
o None of the choices o Faith o Love o Integrity
2. One trademark of a person's identity is his/her mission in life. Following are examples of mission in life, EXCEPT:
o Sa 2032, sa tulong at grasya ng Panginoon, ang aking kambal ay makapagtapos na sa Kolehiyo sa kurso na gusto nila.
o To be an instrument of GOD in promoting social and environmental responsibility. o To serve wholeheartedly my loved ones/family, inspire and guide my children to where
they should go and provide all their needs based on my capacity. o To help the PNP become a truly responsive, effective and efficient police organization.
3. The effectiveness and sustainability of a transformation program are secured at the _______________ level.
o Individual o Strategic o Operational o None of the Choices
4. Following are the definition or description of a person’s mission in life, EXCEPT: o A dream we intend to realize within a given timeframe. o It is a basic orientation and direction one chooses to give his/her life and work. o It is a purpose in life. o It is the reason for existence.
5. Following are the description of a person’s core values, EXCEPT. o Goals in life o Life-giving ideals and principles o Moral compass o Bedrock of one's character
6. In pursuing our visions in life, we are confronted by the multi-faceted demands of life. Following are some of the facets of life:
o All of the choices o Professional o Financial o Social
7. One of our duties to ourselves is to take care our bodies and ensure that it is physically fit. This duty is reflected what perspective/facet of life?
o Physical o Cultural o Professional o Social
8. One of our duties to ourselves is to acquire professional skills in order to perform competently. This duty is reflected what perspective/facet of life?
o Professional o Physical
o Cultural o Social
9. Our duty towards others is to interact with and develop sensitivity to others. This duty is reflected what perspective/facet of life?
o Social o Physical o Cultural o Professional
10. Our duty to our God is to carry out the rest of our duties through a supernatural inspiration and outlook. This duty is reflected what perspective/facet of life?
o Spiritual o Physical o Cultural o Professional
11. Following are the steps in developing Personal Charter Statement, EXCEPT: o None of the choices o Identify your vision o Know your mission in life and personal values o Identify your perspectives or facets in life
12. Following are the components of a Personal Charter Statement: o All of the choices o Vision o Core values o Strategy map
13. It is a statement of ones mission in life, core values, vision and sets of objectives to attain the vision. It is a personal approach to non-work and work performance founded on self-examination.
o Personal Charter Statement o Professional Charter Statement o Practical Charter Statement o Unit Charter Statement
14. In order for a strategy to be executed, it must be translated into a/n ____________. o Individual Scorecard o Team Scorecard o Balanced Scorecard o Regular Scorecard
15. What perspective (facet of life) of a roadmap in a personal charter statement is directly aligned with ones Individual Scorecard?
o Professional o Physical o Social o Financial
16. As a Motor Pool PNCO, one of the activity indicated in my Individual Scorecard is to ensure that our office vehicles are maintained and in good running condition. If I performed my role effectively and efficiently, what perspective in the Agency Scorecard will my performance contribute?
o Resource Management o Community
o Process Excellence o Learning and Growth
17. As an Investigator in a far-flung Municipal Police Station, one of the activities indicated in my Individual Scorecard is to prepare a concise investigation report to cases I will handle for referral to the Duty Fiscal/Prosecutor. What objective in the Agency Scorecard am I contributing?
o Improve crime solution o Improve crime prevention o Develop competent, motivated, disciplined and values-oriented PNP personnel o Develop a responsive and highly professional police organization
18. As an Administrative Staff in our office, one of the activities indicated in my Individual Scorecard is to ensure that applications for leaves are processed on time. If I performed my role effectively and efficiently, what objective in the Agency Scorecard am I contributing to?
o Develop competent, motivated, disciplined and values-oriented PNP personnel o Improve crime prevention o Improve crime solution o Develop a responsive and highly professional police organization
19. Following are the independent variables in the transformation equation, EXCEPT: o Identity o Vision o Strategy o Discretion
20. The final test of a transformation program is ____________. o Personal governance o Professional governance o Political governance o Proactive governance
Key Roles of TWG, CPSM/PSMU, and NAGPTD/AC in the Implementation of the PNP P.A.T.R.O.L. PLAN 2030
1. This group developed the PNP Charter Statement and formulated the PNP Agency/Enterprise Scorecard together with the PNP Command Group and external stakeholders under the guidance of Institute for Solidarity in Asia (ISA).
o P.A.T.R.O.L Plan 2030 Technical Working Group o Center for Police Strategy Management o National Advisory Group for Police Transformation and Development o None on the choices
2. Its function is to close the gap between strategy formulation and strategy execution. o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group o National Advisory Group for Police Transformation and Development o None on the choices
3. Composed of sectoral leaders or individuals known for their integrity, probity and leadership who support the Philippine National Police in the successful implementation and monitoring of its strategic transformation roadmap.
o National Advisory Group for Police Transformation and Development o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group o None on the choices
4. This body recommends to the Chief, PNP new strategies, measures, targets or initiatives deemed imperative in the effective and efficient implementation of the PNP P.A.T.R.O.L. Plan 2030.
o P.A.T.R.O.L Plan 2030 Technical Working Group o Center for Police Strategy Management o National Advisory Group for Police Transformation and Development o None on the choices
5. Its mandate is to integrate all strategy management processes, sustain strategy execution & management, and instill a culture of strategic focus.
o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group o National Advisory Group for Police Transformation and Development o None on the choices
6. It provides insights in aligning the PNP's policies, plans and programs with the political, socioeconomic, cultural and moral development needs of the organization
o National Advisory Group for Police Transformation and Development o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group o None on the choices
7. Assists on possible ways to generate additional enabling resources in order to support and sustain the PNP's present and future plans and programs.
o National Advisory Group for Police Transformation and Development o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group o None on the choices
8. Part of its mandate is to establish & facilitate the process of identifying, documenting & sharing lessons-learned & best practices.
o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group o National Advisory Group for Police Transformation and Development o None on the choices
9. It is primarily responsible in Cascading the PNP Charter Statement and Scorecard to 17 PROs. o P.A.T.R.O.L Plan 2030 Technical Working Group o Center for Police Strategy Management o National Advisory Group for Police Transformation and Development o None on the choices
10. It is composed of the heads of all PNP offices and units. o None on the choices o National Advisory Group for Police Transformation and Development o Center for Police Strategy Management o P.A.T.R.O.L Plan 2030 Technical Working Group
11. Mandate of the Center for Police Strategy Management; except o Decides on the PNP P.A.T.R.O.L. Plan 2030 Strategy on its own o 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"; o Integrate all strategy management processes, sustaining strategy execution &
management, and instilling a culture of strategic focus; o Identify & recommend key priorities and strategic issues to the C,PNP
12. Characteristics of Police Strategy Management Units (PSMUs); except o The PSMU is responsible for the development of the Unit’s Charter Statement/Roadmap
and Governance Scorecard. o PSMU acts as Secretariat in the formulation of Charter Statement and Scorecard o PSMU, on its own cannot decide on strategy o PSMU reports to the Head of office/unit on performance
13. The Chief of the Regional Police Strategy Management Unit o Deputy Regional Director for Administration o Regional Director o Deputy Regional Director for Operation o Regional Chief of the Directorial Staff
14. These are functions of the Police Strategy Management Units (PSMUs); except o The PSMU is primarily responsible for the conduct of Strategy and Operations Reviews o The PSMU is responsible in ensuring alignment of dashboards and individual scorecards
to the Unit Scorecard o The PSMU ensures management of scorecards and dashboards o PSMU collects accomplishments of personnel as inputs to the preparation of Report for
Certification Process. 15. Major roles of CPSM and PSMUs
o Architect, Process Owner and Integrator o Engineer, Process Owner and Integrator o Architect, Process Owner and Facilitator o Architect, Processor and Integrator
16. To effectively align and execute the PNP strategy, the P.AT.R.O.L. Plan 2030 TWG, with CPSM, conducts this quarterly to all Directorates, NSUs, and PROs.
o Strategy Review o Strategy Refresh o Operations Review o All of the choices
17. Role of the local PNP office/unit TWG: o With the head of office/unit, it is responsible for the development of the Unit’s Charter
Statement/Roadmap and Governance Scorecard o Responsible in collecting the submission of dashboards and individual scorecards o Provides inputs as external stakeholders in the form of recommendation/s subject to
approval of the Head of office/unit for implementation o All of the choices
18. The National Advisory Group on Police Transformation and Development and their counterpart Advisory Councils in the PROs, PPOs, CPOs, CPS and MPS exercise administrative and operational control over specific PNP decisions.
o False o True
19. Membership of the Advisory Group shall be drawn from the different sectors reflective of the stakeholder composition in the locality.
o True o False
20. Together with the Office/Unit TWG, the advisory council evaluates and amends the strategies for the implementation of the PGS in accordance with the PNP unit’s thrusts, programs, projects and activities.
o True o False
Steps in Conducting Strategy & Operations Review
1. The goal of conducting a strategy and operations review is _______. o Update the Scorecard in order to bring the organization closer to the attainment of the
vision and Update the Dashboard to truly contribute in the attainment of the strategic objectives in the Scorecard.
o Neither, Update the Scorecard in order to bring the organization closer to the attainment of the vision and Update the Dashboard to truly contribute in the attainment of the strategic objectives in the Scorecard.
o Update the Dashboard to truly contribute in the attainment of the strategic objectives in the Scorecard.
o Update the Scorecard in order to bring the organization closer to the attainment of the vision.
2. The following are components of the Strategy Review Template, except: o Primary driver o Perspective o Objective o Measure
3. It is the first step in conducting a strategy and operations review. o Fill-up the Strategy Review Template and the Operations Review Template o Fill-up the Strategy Review Intervention o Fill-up the Operations Review Objective o Fill-up the Strategy/Operations Matrix of your 2012 Target and Accomplishment
4. This is the variance formula. o Target - Accomplishment o Target + Accomplishment o Accomplishment ÷ Target o Accomplishment – Target
5. For zero (0) or (+) variance, one must _______. o Identify and list down the key success factors contributing to the accomplishment of the
target o Identify and list down the factors/barriers that prevented the accomplishment of the
target o Identify external factors that prevented the accomplishment of the target o Identify and list down the causes and further effects of the existing situation and the
strategy currently used
6. The presence of these are indicated by the negative (–) variance. o Barriers which prevented the accomplishment of the target o Contributing factors in the accomplishment of the target o Justifications for the current target set o Impossibility of the situation
7. Key success factors or barriers are analyzed by cross-matching them with ______. o Objective, Measure, Target and Initiatives (OMTI) o Secondary Driver, Performance Indicator, Target, Activities (SD, PI, T, A) o Secondary Driver, Measure, Performance Indicator, Target, Activities (SD, M, T, A)
o Objections, Measure, Target and Initiatives (OMTI) 8. Secondary Driver, Performance Indicator, Target, Activities (SD, PI, T, A) are used to identify any
gaps. This statement is _______. o True for the use of dashboard o True for the use of scorecard o True for the use of both dashboard and scorecard o False for the use of any management and analysis tool
9. It must be formulated after identifying and listing down the gaps. o Intervention o Integration o Inquiries o Intellectualization
10. It is the final step in conducting a strategy and operations review. o Incorporate in the Scorecard or Dashboard your corrections or intervention o Fill-up the Strategy Review Template and the Operations Review Template o Identify any gaps with the OMTI (Scorecard) or SD,PI,T,A (Dashboard) and their
intervention o Identify interventions based on detected gaps
11. An unrealistic target was set. o Adjust the target based on resources available and other factors previously identified. o Remove the target. o Adjust the target based on opinions and assumptions. o Adjust the target after conducting further surveys and studies.
12. Initiatives are not sufficient to attain the objective. o Add and specify a new initiative. o Use other operational initiatives. o Adjust the gravitas of the objective. o Modify the objectives to respond with the initiatives.
13. Measure is insufficient to gauge the progress or quantify progress towards the accomplishment of objective.
o Add and specify a new measure. o Use non-numerical measures. o Disregard the recording of accomplishment progress. o Retain measures until these respond to the process shift.
14. Activities necessary to accomplish the secondary driver are lacking. o Add the needed activities. o Remove the secondary driver. o Retain the activities until such time these become relevant. o Increase the practice of existing activities.
15. Initiatives, measures, and activities are not responsive to the attainment of the objective. o Change initiatives and measures and remove irrelevant activities. o Change initiatives, measures, and activities. o Change initiatives, lower objectives, and eliminate measures and activities. o Change activities and delete initiatives and measures.
Operations Review Matrix
1. Which of the following is a purpose of operations review? o Assess short-term performance o Respond to problems that have arisen the past year o Gradual problem-solving o Respond to problems that are not in need of immediate attention
2. In the operations review template, 'Intensify community awareness' is what component of Crime Prevention?
o Secondary Driver o Primary Driver o Objective o Activities
3. Which is not a characteristic of operational review meetings? o Lengthy o Highly focused o Frequent o Data-driven
4. What is the underlying goal in conducting weekly operational review meetings? o Discover innovative & successful tactics that were shared to the attendees o Close monitoring of operations and development of new approaches for preventing
crimes o Extend the use of operational dashboards (CompStat) and frequent operational review
meetings to other city services o Assess long-term performance
5. It presents the numerical difference between the target and the accomplishment. o Variance o Gaps o Variation o Difference
6. "Target" in the Dashboard is similar to _______ in the Scorecard. o Target o Objective o Measure o Initiatives
7. What is the result of using the operations review system? o Close monitoring of operations and development of new approaches for preventing
crimes o Tracking incidence and causes of crime prevention o Discover innovative & successful tactics that were shared to the attendees o Extend the use of operational dashboards (CompStat) and frequent operational review
meetings to other city services 8. One must ensure that the key factors are aligned to the _______.
o Objectives o Accomplishments o Initiatives o Targets
9. This institution used the CompStat as its dashboard on its twice-weekly operational reviews.
o NYPD o PNP o AFP o LAPD
10. CompStat stands for _______. o Computerized Comparison Crime Statistics o Computerized Comparison Crime Statistic o Comparison of Computerized Crime Statistics o Computerized Crime-Comparison Statistics
11. Which of the following is a purpose of operations review? o Respond to problems that have arisen recently and need immediate attention o Rapid problem-identification o Rapid problem-identification and Respond to problems that have arisen recently and
need immediate attention o Neither Rapid problem-identification nor Respond to problems that have arisen recently
and need immediate attention 12. "Operational review meetings must provide opportunities for feedback, problem-solving and
learning." This statement is _______. o True under all circumstances o Sometimes true o Generally false o Reliant on the situation
13. An "Intervention" must _______. o Result in a breakthrough and Result in a transformative outcome o Result in a breakthrough o Result in a transformative outcome o Neither Result in a breakthrougha nor Result in a breakthrough
14. One of the columns of the dashboard uses Secondary Driver (SD), Performance Indicator (PI), Target (T), and Activities (A) to _______.
o Cross match o Counter match o Cross or check o Contradict
15. "An effective operational review meeting is short, frequent, data-driven, and fairly focused." This statement is _______.
o False. An effective operational review meeting must be highly focused. o True o False. An effective operational review meeting must be detailed, not short. o False. An effective operational review meeting must be done occasionally.
16. This pertains to the use of historic data to determine the direction of future trends. o All of the choices o Forecasting o Projection o Outlook
17. It refers to a starting point use for comparison. o Baseline o Annual Plan o Outlook
o Actual Accomplishment 18. It is the graphical representation of a data that shows trending.
o Line Graph o Bar graph o Pie Chart o Seismograph
19. The color coding scheme used for the baseline. o Black o Light Blue o Green o Red
20. The following except one are among the factors that one have to be considered in the preparation of the Outlook?
o Budget o Activities o Calamities o Operational Condition
21. Forecasting, projection and outlook are synonymous terminologies? o True o False
22. It is the graphical representation of a data that shows no trending? o Bar graph o Line Graph o Pie Chart o Seismograph
23. It refers to an activity that a person or a group can do well or something that has been achieved successfully.
o Actual Accomplishment o Annual Plan o Outlook o Baseline
24. It is an estimate or forecast of a future situation or trend based on a study of present one. o Projection o Outlook o Annual Plan o Actual Accomplishment
25. It is a forecasting method use to project future data as a function of past data o Quantitative Method o Qualitative Method o Time Series Analysis Method o Delphi Method
PGS Certification
1. During the PNP Unit Certification and Performance Governance Reports, the presentation of Unit Scorecard/Dashboard must highlight which of the following items?
o Aligned with higher level scorecard and with budget o Address the identified issues and concerns in the context setting o Establishment of partnership and areas of convergence o Identification of relevant issues, concerns, and challenges
2. Who among the following leads the panel that reviews, assesses, and evaluates the Performance Governance Reports of PNP offices/units?
o TWG – PNP PATROL Plan 2030 o Command Group o Police Strategy Management Unit o Advisory Council
3. Who among the following serves as the secretariat in the conduct of the PNP Unit Certification and Performance Governance Reporting?
o Police Strategy Management Unit o Command Group o TWG – PNP PATROL Plan 2030 o Advisory Council
4. The following items exhibit the PNP office/unit’s commitment to and ownership of the transformation program, except:
o Quick-win Projects and Best Practices o Charter Statement o Governance Scorecard/Dashboard o Technical Working Group
5. The following elements must be satisfied to be conferred the Initiated status, except: o Link to Rewards and Incentives o Formation of Technical Working Group, Police Strategy Management Unit, and Advisory
Council o 2015 Commitments o Dev't of Implan to Complan
CODE-P
1. What does "E" stands for in CODE-P? o Excellence o Efficiency o Effectiveness o Enforcement
2. It is the upgrading and enhancing of the Knowledge, Skills and Attitude of the police from basic to mandatory and specialized courses which shall be a continuous process before they pursue their own field of expertise.
o Competence o Excellence o Professionalism o Organization
3. Under Strategic Focus 1: Competence, the following objectives shall be observed and followed except:
o Streamline the Organization o Intensify Policy Reform o Enhance operational procedures and practices o Review and pursue legislative agenda
4. This entails the need to establish an organizational set-up that has the most efficient management team and staff to support its program thrusts to further enhance the PNP's capability to solve crimes
o Organization Development o Competence o Excellence o Professionalism
5. Under Strategic Focus 2: Organizational Development, the following objectives shall be observed and followed except:
o Enhance Counter-Intelligence efforts against erring PNP personnel o Instill leadership down to the lowest level to communicate and implement change o Standardize recruitment, selection and placement of police personnel o Implement ? My IP is the Key? at all levels nationwide
6. This involves Commitment to Duty, Law and Order o Discipline o Competence o Excellence o Professionalism
7. Under Strategic Focus 3: Discipline, One of the strategic objectives that shall be undertaken is: o Institutionalize reforms and mechanisms to fast track the resolution of admin cases
against erring PNP personnel o Standardize recruitment, selection and placement of police personnel o Instill leadership down to the lowest level to communicate and implement change
o Implement ?My IP is the Key? at all levels nationwide 8. Under Strategic Focus 5: Professionalism, the following objectives shall be observed and
followed except: o Intensify Policy Reform o Standardize Placement and Promotion System based on merit and fitness, at all levels o Continuously review and update police operational procedures and other policy
manuals o Rationalize Rewards and Incentives System and Enhance Morale and Welfare Program
9. Our people and communities shall experience a new breed of police heroes who trod the "Tuwid na Daan" and delivering the PNP's ";Serbisyong ___________."
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