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1. Organizational Overview of the DIDM Family

1.1. The DIDM Mission and Core Values. DIDM Mission Statement: The
DIDM assists and advises the Chief, PNP in the direction, control, coordination and
supervision of the investigation of major and sensational crimes DIDM Core Values:
Integrity, Competency, and Efficiency. NAPOLCOM Resolution No. 97-032 indicates the
Mission Statement of DIDM :

The DIDM assists and advises the Chief, PNP in the direction,
control, coordination and supervision of the investigation of major
and sensational crimes.

DIDM Core Values: Integrity, Competency, and Efficiency

1.2. DIDM Offices

DIRECTOR
NATL TASK FORCE ON
TF PROFESSIONAL SQUATTERS &
USIG SQUATTING SYNDICATE (NTFPSSS)

BUDGET & FISCAL ADMINISTRATIVE

OFFICE OFFICE

DEPUTY DIRECTOR
STRATEGY
MANAGEMENT
TEAM
EXECUTIVE OFFICER

CASE CRIME PRE-CHARGE PNP SCHOOL OF Information WOMEN & CHILDREN

MONITORING RESEARCH & INVESTIGATION INVES & DETECTIVE Technology PROTECTION
DIVISION ANALYSIS DIVISION DEVT DIVISION Division CENTER
CENTER

1.3. DIDM Functional Units

Under DIDM are the following functional units:

1. Crime Laboratory
2. Criminal Investigation and Detection Service
3. Anti-Cyber Crime Group
4. Regional Investigation and Detective Management Divisions (PROs)

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2. The Modified Balanced Scorecard-based Strategy Formulation and
Execution Process

2 Plan the Strategy 1 Develop the Strategy

Strategy map (Road map) Mission, values, vision
Measures/Targets Strategic Analysis
Initiatives Strategy formulation
Funding
3 6
Align the Organization Strategic Plan A Test and Adapt
Strategy Map (Road Map) Perfor-
Divisions & Functional mance Analysis of Result
Units Balanced Scorecard Measures Strategy correlations
Sections Funding Emerging strategies
Personnel
Results

4 5
Operating Plan B
Plan Operations Monitor and Learn
Dashboards
Key Process Improvement Forecast Strategy Reviews
Resource Capacity Plan Resource requirement Perfor-
Operating Reviews
Budgeting Budgets mance
Reviews
Results

Execution
Processes
Initiatives

2.1 Develop the Strategy

2.1.1 Clarify the Mission and Values. The development of strategy starts with
studying the mission of the organization and the values that will guide the actions to be
taken to perform the mission. The mission statement is a brief statement (usually one or
two sentences) that defines why the organization exists. It should describe the
fundamental purpose of the organization, especially that it provides to customers, clients,
citizens (for public sector), or beneficiaries (non-profit organizations). The mission
statement should inform executives and employees the overall goal they have come
together to pursue. (The Execution Premium, p38) The Mission Statement of the
Directorate for Investigation and Detection Management based on NAPOLCOM
Resolution No. 97-032 is:

The DIDM shall assist and advise the Chief, PNP in

the direction, control, coordination and supervision of
the investigation of major and sensational crimes.

The values, often called core values, of a company prescribe its attitude,
behavior and character. (The Execution Premium, p37). Integrity, competency, and
efficiency are the core values of DIDM as guides for its actions.

2.1.2. Formulate the Vision Statement. A vision statement defines the mid to
long term (3 to 10 years) goals of the organization. For a government organization, the
vision statement should define a stretch goal that relates to its mission and should
describe a clear measure of success and a specific time horizon or end-date. (The
Execution Premium, p40) The vision creates the picture of the destination. (The Strategy
Focused Organization p 74)

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 In the PGS initiation stage, DIDM has a vision statement of Imploring the
Aid of the Almighty, The DIDM will be a highly capable, effective and credible Directorate
in the direction, control, coordination and supervision of investigation and detection
services by 2016. Following how the PNP Vision is written, the P.A.T.R.O.L PLAN
basecamping period that coincides with the term of Presidents and Major Final Output
(MFO) assigned to the Directorate, the DIDM Vision may be stated as:

Imploring the Aid of the Almighty, The DIDM shall be a

Highly Capable and Effective Investigation and Detective
Service successful in achieving 65% crime solution for
Index Crimes by 2028.

The above DIDM Vision reflects its Wildly Important Goal (WIG) of
improved crime solution, consistent with the DIDM Mission, and has an end-date,
which is 2028 Improved crime solution will become the overall goal of all the
offices and functional units of DIDM that must be considered in their strategic
planning and in their varied core functions.

2.1.3. Conduct of Strategic Analysis. With the vision statement formulated and
the strategic shifts (strategic change agenda) set, it is necessary that the executive team
needs to conduct strategic analysis both external an internal.

2.1.3.1. External Analysis. The external analysis examines the factors in

the organizations external environment that have direct or indirect impact on its
operations. The most common external analysis tool for the public sector is the PESTEL
Analysis which stands for political, economic, social, technological, environmental, and
legal environment. (The Execution Premium, p49)

2.1.3.2. Internal Analysis. The internal analysis examines an

organizations own performance and capabilities. The popular analysis tool is the value
chain analysis. The value chain identifies the sequences of processes necessary to
deliver an organizations products and services to customers. In addition to the primary
activities of delivering products and services, the value chain can encompass secondary,
or support, activities such as research and development, human resource management,
and technology development that facilitate the primary value-creating processes.

After the Revalida for the Compliance Stage of PGS, DIDM Technical
Working Group (TWG) and Strategic Management Team (SMT) started to review its
strategy in anticipation of the directive for all PNP offices and units to conduct their
respective Strategy Refresh. The value chain analysis produced by the DIDM TWG and
SMT are the following:

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 a. DIDM Value Chain

b. Investigation and Detection Value Chain

(For DIDM Functional Units)

INVESTIGATION AND DETECTION VALUE CHAIN

Crime Filing of Case
First Crime Scene Crime Crime Monitoring and
incident &
Responders Investigation Detection Solved Evaluation
reported Arrest of Suspect

E- Preservati Documentat Interview of Filing of Status of

Blotter on of the ion of the Witnesses Complaint cases
Crime Crime Scene in
Online scene Follow up Prosecutors Schedule of
Compla Collection leads provided office hearings
in Arrest of and by witnesses Affirmation
Perpetrator preservation & physical of E-Subpoena
Walk-in s of Physical evidence Complaint
and Evidence Forensic Filling of Expert
Referre Call for Science Criminal Testimony
d Cases ambulance Established Analysis of case in
(if chain of Evidence court Convictions
necessary) custody of Service of Liaisoning
evidence Forensic Warrant with other
Psychology Arrest of pillars of
suspect CJS
Profiling Presentatio
(Suspects, Vic n of Crime
tims and Evidence Analysis
Complainants) Expert
Opinion QASVC
Online
engagement

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 2.1.3.3. Identifying Strengths, Weaknesses, Opportunities, and
Threats (SWOT). The SWOT Analysis identifies the organizations existing strengths
and weaknesses, its emerging opportunities, and the worrisome threats facing the
organization. The matrix that follows summarizes SWOT Analysis. (The Execution
Premium, pp.49-50).
Helpful for achieving the Harmful for achieving the
organizations vision organizations vision
Internal Attributes Strengths Weaknesses
External Attributes Opportunities Threats

Some organizations and companies use SWOT matrix that are organized
by Balanced Scorecard perspective. For DIDM, its offices and functional units, the matrix
below can be used as guide in the conduct of SWOT Analysis. (The Execution Premium,
p.51)

SWOT Guidance
Perspective Strengths Weaknesses Opportunities Threats
Community Existing Existing Opportunities to Threats from
(Customer) strengths of our weaknesses of improve the customers
value our value customer value
proposition as proposition as proposition strategy
perceived by perceived by as perceived by the
customers customers customers and their
requirements
Process Strengths in our Weaknesses in Opportunities for Threats posed by
Excellence internal our internal internal process internal process
processes: processes and improvement to weaknesses
where we excel value chain achieve
opportunities
Learning and People, culture, People, culture, Opportunities to
Threats and risks
Growth core core develop culture,
to delivering on
competencies, competencies, competencies, and the strategy due
and strategic and strategic capabilities to
to shortfalls in the
capabilities capabilities enable strategiccapabilities of our
strength weaknesses priorities people, structure,
competencies and
culture.
Resource Strengths in our Weaknesses in Opportunities to Threats and risks
Management Logistical and the logistical and support financial in Resource
financial financial and logistical Management
resources resources requirements

2.1.3.4. Set the Strategic Change Agenda. The strategic change agenda
compares the current status of the organizational structure, capabilities, and processes
with what they need to become over the next three to five years.(The Execution
Premium, p.38)

During the Strategy Refresh for P.A.T.R.O.L. Plan 2030, the PNPs brand of
the Performance Governance System (PGS), the following are the strategic change
agenda (we call it Strategic Shifts):

Strategic Shifts
From To
High Index Crime Volume Reduced index crime volume
Reactive policing Proactive policing
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 Strategic Shifts
From To
Limited community participation Increased community
in crime prevention and crime participation in crime prevention
solution activities and crime solution activities

Low crime solution efficiency Increased crime solution

efficiency
Traditional testimony-based and Technology-based enhanced by
few forensic based method forensic investigation

The following Strategic Change Agenda may be instructional for DIDM, its
offices and functional units: (The Execution Premium, p.41-42)

a. Canadian Blood Service Change Agenda

From. To..
Blood Products Mission Expanded products
and services
Tactical, Executive Team Longer-term strategic
operational, crisis Focus dialogue
Resisted and not Implementation of Championed and
understood quality systems owned
Short-term, single- Multisource funding,
source funding Funding strategic investments
Inherited, ineffective Infrastructure Refurbished; modern,
purpose-built
Responsive and Medical R&D Targeted. Strong,
limited visibility and visible thought
leadership
Manual Core Processes Standardized and
automated
Top Down Leadership Identity, develop,
empower
Unclear benchmark Unit Cost Well defined, near
benchmark
Focused on local Connected to the
jobs and tasks, People strategy
unaware of strategy

b. Federal Bureau of Investigation

FBI Strategic Change Agenda

From To
Domestic Global
Law enforcement National security and law enforcement
Case-driven Threat-driven
Quantitative evaluation Qualitative evaluation
(case-driven) (threat-based)
Contributor Full partner

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 FBI Strategic Change Agenda
From To
Tactical Strategic
Restrict; and share what you Share, and restrict what you must
must
Ineffective Communication Effective, relevant, and timely
communication
Operational silos Integrated team approach
Ineffective and inefficient HR Highly effective and efficient HR
processes processes
Agents/support Team of Professionals
Antiquated and disparate IT Mission-enhancing integrated IT
systems systems; productivity tools
Applying developed science and Developing and applying optimal
technology science and technology
Budget drives strategy Strategy drives budget

2.1.3.5. Formulate the Strategy. Strategy formulation is the process of

determining appropriate courses of action for achieving organizational objectives and
thereby accomplishing organizational purpose. (www.1000ventures.com) In creating a
strategy, there is a need to articulate the customer value proposition, identify the key
processes that need to be improved, ascertain the human capital capabilities required by
the strategy, and the technology enablers of the strategy. (The Execution Premium, p10)

2.1.3.5.1. Customer Value Proposition. Customer value is the

package of benefits that an organization delivers to its customers through its products
and services. It is the fundamental business philosophy for an organization, the reason
they exist.

Customer Analysis (Who are our customers and what are their needs
and expectations?)
Primary Customer C, PNP
Secondary Customers RDs, CIDG, CL, ACG, DI, DO, DPCR,
Other NOSUs with Investigative Functions,
Other D-Staff, Other LEAs, Foreign
Counterparts, Diplomatic Communities and
Other Pillars of CJS
Major Deliverables Policies
(Customer Needs) Crime Statistics
Certification Process for Field Investigators
and Detectives
IT Solutions in the management of crimes
Crime environment information
Customer Value Quality Investigative and Detective Services
Proposition

2.1.3.5.2. Process Value Chain. The value chain identifies the

sequences of processes necessary to deliver an organizations products and services to
customers. In addition to the primary activities of delivering products and services, the
value chain can encompass secondary, or support, activities such as research and
development, human resource management, and technology development that
facilitate the primary value-creating processes.

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 INVESTIGATION AND DETECTION VALUE CHAIN
Crime Filing of Case
First Crime Scene Crime Crime Monitoring and
incident &
Responders Investigation Detection Solved Evaluation
reported Arrest of Suspect

E- Preservati Documentat Interview of Filing of Status of

Blotter on of the ion of the Witnesses Complaint cases
Crime Crime Scene in
Online scene Follow up Prosecutors Schedule of
Compla Collection leads provided office hearings
in Arrest of and by witnesses Affirmation
Perpetrator preservation & physical of E-Subpoena
Walk-in s of Physical evidence Complaint
and Evidence Forensic Filling of Expert
Referre Call for Science Criminal Testimony
d Cases ambulance Established Analysis of case in
(if chain of Evidence court Convictions
necessary) custody of Service of Liaisoning
evidence Forensic Warrant with other
Psychology Arrest of pillars of
suspect CJS
Profiling Presentatio
(Suspects, Vic n of Crime
tims and Evidence Analysis
Complainants) Expert
Opinion QASVC
Online
engagement

2.1.3.5.3. Strategy Direction Statement. The Safer Community

Through Improved Crime Solution Brought About By A High Quality Investigative and
Detection Services Continuum presented below is the result of the Strategic Analysis in
Section 3.3. and made use in designing the DIDM Strategic Direction Statement which
goes: To be able to contribute to the PNP goal of a safe community to live, work
and do business, DIDM shall endeavor to transform into a high quality
investigative and detection service capable of filing more cases in court and arrest
more suspects. It has to manage and help its offices and functional units to
achieve their strategic objectives. (Note: Objectives are shown in green circles).

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 2.1.3.6. Plan the Strategy. The process to plan the strategy converts
statements of strategic direction into specific objectives, measures, targets, initiatives and
budgets that guide actions and align the organization for effective strategy execution.
(The Execution Premium, p69). We will use here the strategy translation model
recommended by Kaplan and Norton presented below as a matrix. (The Execution
Premium, p.71) .

Strategy Translation Objectives Barriers Enabling Tools

Process
Create the Strategy To develop a Typical strategies are Strategy map
Map comprehensive built by different (cause and effect
integrated model of groups in different relationship)
(How do we express our the strategy that pulls parts of the
strategy?) together the many organization. They Strategic
diverse components of are not integrated. objectives
the plan.

Select Measures and To convert strategic Lower-level Balanced

Targets direction statements objectives and Scorecard
into measures and targets are not Measures
(How do we measure our targets that can be aligned with the Targets
strategy?) linked to the higher-level goals. Gaps
management system.

2.1.3.6.1. Create the Strategy Map. The strategy map provides an

architecture for integrating the strategies and operations of diverse units scattered
throughout the organization. (The Execution Premium, p69) It describes the process of
value creation through a series of cause-and-effect linkages among objectives in the
four Balanced Scorecard perspectives of customer perspective, internal process (process
excellence) perspective, learning and growth perspective, and resource management
perspective. (The Execution Premium, p98). Objectives answer the question What the
strategy is trying to achieve?

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 The customer perspective describes the tangible outcome of the strategy. The
outcome in this perspective is a lagging indicator signal whether the strategy is working
to deliver tangible results. (For DIDM, the lagging indicator is improved crime
solution efficiency)

The process perspective identifies the critical few business processes that
will satisfy the objective in the customer perspective. The objectives in this perspective
drives the attainment of the customer value proposition.

The learning and growth perspective identifies the jobs (human capital),
systems (information capital), and climate (organization capital) that support the value-
creating processes. In short, this perspective (along with the resource management
perspective) are the enablers of the value-creation processes in the process
perspective.

The resource management perspective is a unique feature of the PNP

P.A.T.R.O.L. Plan 2030 is directed to the financial stewardship responsibility of the
organization.

DIDM CHARTER STATEMENT

Imploring the Aid of the Almighty, DIDM will be a highly capable and
VISION: effective investigation and detective service successful in achieving
65% crime solution efficiency for index crimes by 2028.

MANDATE IMPROVED CRIME SOLUTION

Republic Act 6975 as amended COMMUNITY
by RA 8551 and further
S QUALITY INVESTIGATION AND DETECTIVE SERVICES S
amended by T T
RA 9708 and NAPOLCOM A PROCESS EXCELLENCE A
Resolution No. 97-032 K K
E E
MISSION Increase No. of Enhance crime
H H
Improve Filing of Arrested recording and
The DIDM assists and advises O O
cases suspects analysis
the Chief, PNP in the L L
direction, control, D D
coordination and supervision E LEARNING AND GROWTH E
R R
of the investigation of major S S
and sensational crimes Develop highly-motivated,
Develop responsive and
professional
S competent, credible and S
investigation and
CORE VALUES U disciplined personnel
detection service U
P P
INTEGRITY P P
COMPETENCY O RESOURCE MANAGEMENT O
EFFICIENCY R Judicious use of logistical and financial resources R
T T

2.1.3.6.2. Select Measures and Targets. Measures and

associated targets express the objective in specific terms and enable the tracking
of the organizations progress in achieving the strategic objective (i.e. the overall
WIG of improved crime solution for the DIDM Family). (The Execution Premium,
p. 86). Measure answers the question How success (performance) against
objectives is monitored? Target provides the level of performance or rate of
improvement needed by the strategy.

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 The table below presents a sample of the Strategy Balance Scorecard
Matrix for better understanding of the elements of the DIDM Strategy Framework.

Strategy Balance Scorecard

Perspective Objectives Measures Targets
(What is (How (The level of performance or rate of
trying to success improvement needed by the strategy)
achieve?) against
objectives is 2015 2016 2017 2018 2019 2020 2021 2022
monitored?) BL
Customer High Quality Crime Solution
Investigative Efficiency 30% 31.5 33% 34.72 36.45 38.28 40.19 42.2
and Detection % % % % % %
Services
Process More suspects Percentage
Excellence arrested Increase in the 60% 60% 60% 60% 60% 60% 60% 60%
number of
arrested
criminals vis--
vis
increase/decre
ase in crime
incidents
Learning & IT Capital: Percentage of
Growth Technology- police units New 30% 50% 60% 70% 80% 90% 100
enhanced crime using CIRAS %
recording
Resource Quality Scientific Percentage of
Management Investigation Crime New 30% 50% 60% 70% 80% 90% 100
Laboratories in %
PPOs and
NCR District
Offices

3. Strategy Execution. There are two principal things a leader can influence
when it comes to producing results: your strategy (or plan) and your ability to execute
that strategy. (The 4 Disciplines of Execution, p xxcii). In the Balanced Scorecard
management improvement concept, strategy execution is managing the strategic
initiatives, the set of finite-duration projects and programs that are the organizations day-
to-day operational activities that are designed to help the organization achieve its
targeted performance. (The Strategy Premium, p. 103).

Organizations use three processes to manage their strategic initiatives.

Initiative Objective Barriers Enabling Tools

Management
Processes
Choose Strategic To define the Strategic Portfolios of
Initiatives portfolio of initiatives investments are initiatives for each
needed to close justified on a stand- objective
(What action each of the alone basis in
programs does our performance gaps different parts of the
strategy need?) organization
Fund the Strategy To provide a source Cross-business Prioritized
of funding for portfolio funding is initiatives
(How do we fund our strategic initiatives contrary to
initiatives?) that is separated hierarchical,
from the operational departmental
budget structure of the
budgeting process
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 Initiative
Management Objective Barriers Enabling Tools
Processes
Establish To establish Executive team Theme Teams
Accountability accountability for members are
execution of cross- generally
(Who will lead the business objectives responsible for
execution of the managing within
strategic initiatives?) functional or
business unit silos

3.1. Choose Strategic Initiatives. Strategic initiatives are the finite-duration

discretionary projects and programs outside the organizations day-to-day operational
activities that are designed to help the organization achieve its targeted performance.
(The Execution Premium, p.103) A Palladium Hall of Fame police organization has this to
say about strategic initiatives:

Strategic initiatives are activities that are intended to help close the
performance gap between the current state and the target state. They
are the projects, or programs, that, once initiated, will bring the
organization to the future desired end state. Initiatives are not business
as usual. In order to reach targets that are set for a particular strategic
objective, the organization must take actions that are outside of its core
business functions. For example, if the objective is to impact crime
through effective practices, an initiative could be to: offer more
training about professional policing practices to members. This
initiative goes beyond ordinary daily practices and will help to achieve
the desired goal. It is important to note that an initiative is not
measured; only the objective is measured, since it is the objective that
the organization is striving to achieve.

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 3.2. Fund the Strategy. Funding the strategy means providing funds for each
strategic initiatives. Norton and Kaplan called the budget for strategic initiatives as
Strategy Expense (STRATEX). Using the definition of strategic initiatives as the finite-
duration discretionary projects and programs outside the organizations day-to-day
operational activities that are designed to help the organization achieve its targeted
performance, it is logical to say that funds for DIDM Strategy must be provided by the
PNP on top of its MOOE.

3.3. Establish Accountability for Strategic Initiatives. The final step in the
strategy continuum is to assign responsibility and accountability for execution of the
strategy. Business companies typically assign one or two members of the executive team
to be the owners of each strategic theme, giving the theme owners the night jobs of
overseeing execution of the assigned strategic themes in addition to their day jobs as
heads of business or functional units.

3.4. Aligning organizational units and employees. After the Directorate

develops its strategy and value proposition, each division and functional units develops
their long-range plan and Balanced Scorecard to be consistent with the Directorates
Scorecard. (Alignment, p.13) In addition to aligning organization units with the
Directorates Scorecard, the system must align personnel with the strategy. Unless all
personnel understand the strategy and are motivated to achieve it, successful execution
of the strategy is highly unlikely.

(The Execution Premium)

Alignment Objective Barriers Enabling Tools

Process
Align Functional Cascade and embed Functional units strategies Cascading of Directorate
Units (CIDG, ACG, Directorates strategy typically are developed Strategy Maps to functional
WCPC) into functional units and approved units
strategies. independently, without the
How do we align guidance of a Directorate Vertical and horizontal
functional units to perspective; lack of alignment
create synergies? integration among
functional units
Align Divisions Ensure that each Divisions believe that they Divisions Strategy Maps and
Division has a are part of the Directorate Scorecards
How to we align strategy that Scorecard as owners of
Divisions to functional enhances the initiatives
units and the performance of the
Directorate Directorate and
Strategies? functional units
Align Personnel All personnel Most personnel are not Formal strategy
understand the aware of or do not communication program
strategy and are understand the strategy.
How do we motivate motivated to help Their objectives and Personnel objectives with
personnel to help us successfully execute incentives focus on clear line of sight to strategic
execute the the strategy. tactical performance, not objectives
strategy? strategic objectives.
Incentive and Reward
Program

Competency Development
Program

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 4. Defining Personal and Team Objectives
FOR STRATEGY TO BECOME TRULY MEANINGFUL to employees, personal goals
and objectives must be aligned with the organizational objectives. Setting objectives for
individuals, of course, is not new. Management by objectives (MBO) has been around for
decades. But MBO is distinctly different from the strategic alignment achievement with
the Balance Scorecard. First, the objectives in an MBO system are established within the
structure of the individuals organizational unit, reinforcing narrow, functional thinking.
Second, the objectives are established relative to departmental goals, which, without a
Balanced Scorecard strategic management system, are short-term, tactical, and
financial. In effect, MBO reflects the traditional approach to job definition, whereby people
are asked to do their existing jobs better.
The Balanced Scorecard, in contrast, provides individuals with a broad
understanding of company and business unit strategy. It explicates where they fit in their
organizations strategy maps and how they can contribute to strategy objectives.
Individual objectives established within the framework of the Balanced Scorecard should
be cross-functional, longer-term, and strategic (The Strategy Focused Organization, p.
233).

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