Law Enforcement Operation and Planning with Crime Mapping
MANAGEMENT It is defined as the use of people and other resources to accomplish objectives.
It involves in the creation of an environment in which people can most effectively use other
resources to reach stated goals.
It involves the implementation of then four basic functions which play a role in the operations of
all organizations.
Four Basic Functions of Management Henry Fayol, a French management theorist and
practitioner, is credited with identifying these four basic functions of the managerial process.
1. Planning – is the process by which managers set objectives, assess the future, and
develop courses of action to accomplish these objectives. All managers are involved in
planning activities.
“Thinking about the future “about what we want the future would be and what we are
going to do to achieve it. By Hudzik and Cordner.
2. Organizing – is the process of obtaining and arranging people(staffing) and physical resources
to carry out plans and accomplish organizational objectives. It is a continuing process in any
organization.
3. Leading – is a critical activity in all organizations. It can be defined as the act of motivating or
causing people to perform certain tasks intended to achieve specific objectives. It is the art of
making things happen.
4. Controlling – is the continual analysis and measurement of actual operations against the
established standards developed during the planning process.
Elements of Planning
1. Goal – what do you want to attain?
2. Course of Action – how would you reach your goal?
3. Implementing Group – who is tasked to do the actions?
4. Resources Needed – what is needed to accomplish?
What is Police Planning?
An attempt by police administrators in trying to allocate anticipated resources to meet anticipated
service demands. It is the systematic and orderly determination of facts and events as basis for
policy formulation and decision affecting law enforcement management.
-usually long range in nature.
Importance of Police Planning
1. Improve analysis of problems
2. Provide better information for decision making.
3. Help to clarify goals, objectives and priorities.
4. Result in more effective allocation of resources.
5. Improve inter and intradepartmental cooperation and coordination.
6. Improve the performance of programs.
7. Give the police department a clear sense of direction.
8. Provide the opportunity for greater public support.
9. Increase the commitment of personnel.
Skills Needed for Planning
a) Good analytical thinking - know the situation; set-up data and analyze what is happening.
b) Forecasting - seeing ahead and making assumptions; use imagination; confluence events and
look at the future scenario.
c) Prioritizing - what should be done first, important and has a strategic impact.
d) Sound objective setting - know where you are going and how to get there; a journey of a
thousand miles begins with a first step.
e) Contingency Planning and Crisis Management - represent efforts to guess what might go
wrong and how to handle it.
f) Monitoring - identifying success indicators, progress of the plan and follow-up. g)
Documenting - write ideas down and report the progress.
h) Flexibility - adjust plans to resources; be realistic; able to modify certain parts of the plan.
i) Inter-Operability - the capability and commitment to work with the different government and
private sectors in the community.
Steps in Planning
1. Define the overall purpose or goal.
2. Determine the major components or objectives of the plan.
3. Make sure that the objectives are align to the overall purpose.
4. Collect and evaluate the data needed to determine what it will take to complete each
component of the plan.
5. Make sure that the data collected and evaluated support the overall purpose.
6. Develop a forecast plan.
7. Make sure that the forecast plan supports the overall purpose.
8. Determine action steps.
9. Make sure that action steps support the overall purpose.
10. Develop a contingency plan.
11. Make sure that the contingency plans support the overall purpose.
12. Implement the plan.
13. Make sure that the implementation supports the overall purpose.
14. Check the progress of your plan frequently.
15. Make sure that the plan implemented supports the overall purpose.
Decision Making
It is a process of identifying options and choosing those courses of actions necessary to perform
a given task. It triggers actions designed to keep plans in motion.
Plans These are detailed expressions of actions, or organized schedule by methodical activities
necessary to accomplish stated organizational objectives.
Plan provides answer to 5W’s and 1 H.
Types of Plans
Plans vary in degrees of classifying plans, and it can be classified in three dimensions.
1. Time
2. Use
3. Scope or breadth
Category of Plans
CATEGORIES BRIEF DESCRIPTION EXAMPLES
CATEGORIES BRIEF DESCRIPTION EXAMPLES
Time
Short Range Covers a time period of 1 year Patrol Plan
or less
Intermediate Range Covers a time period between Construction of PNP Station
1 and 5years
Long Range Covers a time period between PNP Modernization Plan
5years and above
Use
Single - Use Predetermined course of PNP Program for deployment
action for unique, non- pf PNP personnel
recurring or non-repetitive
situations, includes program,
project and budget
Standing Predetermined course of PNP Camp defense plan and
action for repetitive or long- PNP Patrol Plan
term activities, procedures,
rules and regulations
Scope or Breadth
Strategic Established overall objectives, PNP Transformation Program
position the organization in
terms of its environment, can
be short or long term
Tactical Implementation of activities Anti-Criminality Campaign
and resources allocations, Plan
typically short term
Operational Use of quotas, standards, or Anti-kidnaping Plan
schedules for implementing
tactical plans
The Use Dimension in Planning
Two Major Categories of Plans according to use
1. Single Use Plans - predetermined course of action for unique, non- recurring or non-
repetitive situations.
Three Basic Types of Single Use Plans
a. Program – large scale, single use plan involving numerous interrelated activities.
b. Project – single use plan that is a constituent part of a program or is on a smaller scale
than a program.
c. Budget – financial plan listing the resources or funds assigned to a particular program,
product, or division. It is also considered as single use plan because the process of
developing budgets is clearly planning and because budgets take objectives into account in
deciding in advance how to allocate resources among alternative activities. Organizations
use the budget as the basis for planning and coordinating other activities.
2. Standing Plans - predetermined course of action for repetitive or long-term activities,
procedures, rules and regulations.
Three Categories of Standing Plans
a. Policies – general guidelines for decision making. Many organizations provide
parameters within which decision must be made.
b. Procedures – guides to action that specify in detail the manner in which activities are to be
performed.
c. Rules – simplest type of standing plans. They are statement of actions that must be taken
or not taken in each situation. Rules serve as guides to behavior. Although procedures may
incorporate rules, rules do not incorporate procedures.
The Scope Dimensions in Planning
Some plans are very broad and typically long range, focusing on key organizational
objectives.
Three Basic Types of Planning according to scope
1. Strategic Planning – it is the process of determining the major objectives of an
organization and then adopting the courses of action and allocating the resources
necessary to achieve those objectives. Such planning leads to the development of more
specific plans, budget, and policies.
✓ Environmental Analysis – is the assessment of external factors; physical environment,
geographical location and the social climate in order to cope with the rapid changes in
the environment.
✓ Organizational Audit – the assessment of the organizations capability to adequately
respond with the increasing demands of its constituents. This would enable the
organization to maximize its opportunities and neutralize the existing threats.
✓ Strategies – the major course of action that an organization takes to achieve its goals
taking in consideration the opportunities the organization may exploit, and the threats
must address.
Strategic Plan Technologies
a) SWOT Technique
• Strengths – refer to the elements in the organization which give advantage or make
it strong and capable of accomplishing its mission.
• Weaknesses – refer to the elements which constraint the organization from
effectively and efficiently attaining its objectives.
• Opportunities – refer to the elements which can be tapped to allow the unit to move
forward or progress.
• Threats – refer to the elements which pose serious challenges to the organization.
b.) Vision, Mission & Goals Statement
• Mission the organizations purpose.
• Vision – the dream or the aspiration of the organization.
• Goals- the desired target.
Components of Strategic Planning
1. Strategic Alternatives – set of strategic options from which an organization can derive
their preferred choice.
2. Strategic Choice – it is the preferred choice taken from strategic alternatives.
3. Tactical Planning – it refers to the implementation of activities and allocation of
resources necessary to achieve the organizations’ objective. Strategic planning focuses on what
the organization will be in the future while tactical planning emphasizes how this will be
accomplished.
4. Operational Planning – the final step in the planning hierarchy. Coordinating the work
standards and the appropriate individuals to implement tactical plans. Operational plans are
stated in terms of quotas, schedules, or standards.
✓ Contingency Plans – is an alternative plan that will be implemented or used in case of
deviations from expected trends, or in the occurrence of certain events or another scenario.
Three Benefits of Contingency Plans
a. It permits quick response to change.
b. It prevents panic in crisis situations.
c. It makes managers more adaptable by encouraging
Tools in Making a Plan
1. STEP Analysis
✓ Structure – refers to the elements of the organizational set up, policies and procedures,
the decision-making process, communication flow, rewards system and the reporting
relationships. ✓ Task – refers to the elements of assigned jobs, or function of each
individual, the performance standards, the goals and the workflow/processes.
✓ Environment – refers to the external environment which includes socio or political
forces, the community, support groups, science and technology and other concerned
agencies. Internal environment includes the leadership, mission, vision, values and
culture.
✓ People – includes the elements of knowledge or skills of the Human Resource
demographics, needs and expectations, groups, interpersonal relations, and conflicts.
2. SWOT Analysis
✓ Strengths – refer to the elements in the organization which give advantage or make it
strong and capable of accomplishing its mission.
✓ Weaknesses – refer to the elements which constraint the organization from effectively
and efficiently attaining its objectives.
✓ Opportunities – refer to the elements which can be tapped to allow the unit to move
forward or progress.
✓ Threats – refer to the elements which pose serious challenges to the organization.
1. Relevance – Tree Analysis – the Tree analysis is metaphorically illustrated similar to an
organizational chart. The first branches are major modules necessary for achieving the
objectives. The second to third branches and so forth until an entire structure of the
relevant parts of the objective will be displayed. The relevance of this analysis aids in
planning and predicting the complexities of future events, hence, it would sustain
accurate predictions.
2. Fishbone Analysis (Ishikawa Diagram) – this model sought to help the team members to
display, categorize and evaluate the possible causes of problems. The recommended steps
to be followed are the following.
✓ Step 1 – the team needs to begin by agreeing on the effect which should be stated in
the form of a problem.
✓ Step 2 – after stating the problems, the team must identify all general factors that cause
the problem.
✓ Step 3 – Brainstorming
✓ Step 4 – arrive at an agreement.
Police Planning
It is a systematic and continuous process of preparing a set of decision for action in the future,
directed in achieving goal by optimal means and of learning from the outcome about the possible
new sets of decision and new goals to be achieved.
Definition of Police Programming
It is a plan of what is to be done or a set of instructions outlining the steps to be performed in a
specific and operational undertaking of a police organization.
Purpose of Police Planning
1. It implements policy and clarifies it by defining more precisely an immediate objective and
purpose and outlining what is to be done to achieve it.
2. A plan and program serves as a guide or reference on both training and performance and
simplifies the direction of group members.
3. The planning and programming process gives continued attention to the improvement of
practices and procedure.
4. A plan and program enables a check on accomplishment thereby affecting control.
5. Wise planning and programming assures the most effective and economical use of resources
in accomplishing organizational purpose.
Characteristics of Effective Police Planning
1. Clearly defined objectives and goals.
2. Simplicity.
3. Flexibility.
4. Possibility of attainment.
5. Provisions for Standard Operating Procedures (SOPs).
6. Economy in terms of resources needed for implementation.
7. Anticipated effect or effects on future operations.
Classification of Police Planning and Programming
1. Reactive. Almost all police organizations engage at one time or another in reactive
planning and programming, that is they develop a plan in response to crisis or when
forced to do so to implement a decision made by some other person.
2. Contingency. Contingency planning and programming envision the possibility that some
“special incident” such as riot, hostage situation, or major transportation disaster may
occur, and is based on the organization’s wish to be prepared when it does occur, the plan
and program often results from the lesson learned by other organizations that had face
similar events and found that their preparation had been inadequate.
3. Strategic. Requires the organizations to set goals for at least five years into the future and
devise steps that need to be taken to achieve goals.
4. Operational Efficiency. In operational efficiency planning and programming, current
processes are reviewed, and recommendations for improvements are made. Examples of
that type of planning and programming are resource allocation studies, studies of
investigative efficiency, the examination of patrol procedures. This planning and
programming process often consist of short-term, one-time projects, although the
planning and programming really should be conducted to be used wisely as condition
change.
Sequence of Planning and Programming Process
1. Setting Planning and Programming Goals
2. Preparing for Planning and Programming
3. Identifying the Problems
4. Identifying and Analyzing Alternative Solution
Steps in Planning and Programming
1. Frame of Reference. This shall be based on a careful selection on the matters relating to the
situations in which plans are being developed, and opinions or ideas of persons who may speak
with authority on the subject concerned.
2. Clarifying the Problems. This calls for the identification of the problem, understanding both its
record and its possible solutions.
3. Collecting all Pertinent Facts. Attempts shall not be made to develop a plan until facts relating
to it have been gathered.
4. Analyzing the Facts. After all data have been gathered, a careful analysis and evaluation shall
be made.
5. Developing Alternative Plans. In the initial phases of plan development, several alternative
measures will appear to be logically comparable to the needs of a situation.
6. Selecting the Most Appropriate Alternative. A careful consideration of all facts usually leads
to the selection of a “best” of alternative proposal.
7. Selling the Plan. A plan to be effectively carried out must be accepted by persons concerned at
the appropriate level of the plans development.
8. Arranging for Executions of the Plan. The execution of a plan requires the issuance of orders
and directives to concerned unit or personnel, the establishment of a schedule, and the provision
of manpower and equipment for carrying out the plans.
9. Evaluating the Effectiveness of the Plan. The results of the plan shall be determined, and this
is necessary in order to know whether correct alternative was chosen, whether the plan was
correct, which phase was poorly implemented, and whether additional planning may be
necessary.
Process of Planning 1. Discovery of identifying the problem. 2. Frame of reference isolation and
classification of the problem. 3. Collection and analysis of pertinent facts, data and opinions. 4.
Developing alternative plans through identification and evaluation. 5. Selection of the most
appropriate alternative and subsequently. 6. Selling the plan to persons concerned for the
arrangement of its execution and evaluation of its effect.
Types of Police Planning
1. Strategic Planning – is a long term and with a far reaching impact. The commonly agreed
timeline for this type of plan is more than five years in duration. This is usually done at
the executive levels.
Steps in the Strategic Planning
Step 1 – Defining the mission of the organization.
Step 2 – Developing organizational objectives.
Step 3 – Assessing organizational resources, risks and opportunities.
Step 4 – Formulating strategy.
Step 5 - Implementing strategy.
Step 6 – Monitoring and adapting strategic plans.
2. Medium-term Planning - includes plans whose timelines are between one to three
years. The medium-term development plan is established to initially set the directions
towards the aspirations for its organization. It consists of Key Result Areas (KRAs) to
guide the organizations vision and mission.
3. Tactical Planning – a short term and usually has limited impact. This is also referred as
near-term plan. The timeline for this type of plan is less than one year. This usually done
at the ground levels of organization.
Four Stages of Tactical Planning
Stage 1 – identify the major task to achieve strategic goals.
Stage 2 – assign persons responsible for tasks and prepare specific plans.
Stage 3 – allocate resources.
Stage 4 – set performance standards for each task.
Tactical Planning Tools
1. Policies and Programs – a policy is a verbal, written or implied statement that guides
decision making while program is a list of interrelated projects and activities.
2. Quantitative Plans – cash flows, budgets, financial projections like scheduling plans
and Gantt chart.
3. Technical Plans – program evaluation and review techniques (PERT)) or critical path
method (CPM), architectural and engineering systems and procedures.
Program Evaluation and Review Techniques (PERT) – is a method by which conflicts,
delays and interruption in a project are minimized by coordinating the various parts of
overall job in order to complete the project on schedule. It is considered as the most
popular network model.
Fundamental of PERT
✓ Constructing the network.
✓ Estimating activity time requirements.
Key Concept of Constructing Network
✓ Activities - work necessary to complete a particular event.
✓ Events – is an accomplishment at a particular point in time and consume no time.
Critical Path Method (CPM) - brings into planning and control functions, the concept of
cost. It uses single time estimates for each activity.
Police Plans
The plans are the result of planning or proposal design to guide and direct to be
performed by the police organization.
Police Program It is a general statement of direction which is not necessary measurable,
but nonetheless expressed in an organization’s intent.
Three Types of Police Plan According to Range
1. Short Range - 1 year
2. Medium Range - 2 years
3. Long Range - 3 years
Types of Research Useful in Making Police Plan
1. Fact finding research
2. Conclusion oriented
3. Decisions oriented
4. Action research
types of Police Plan
1.Policy or Procedural Plans - are standard operating procedures (SOP) used as personnel’s
guides in their routine and field operations such as serving and processing of search warrant,
recording and processing of crime or incident reports, and the processing of traffic citation.
These procedural plans must be reviewed from time to time as the need for changes arises to
increase operational efficiency, and it must in accordance with the following procedures:
a. Field Procedures – used in all situations which are outlined as a guide to officers in the field.
b. Headquarters Procedures – used in headquarters such as the duties of the administrative
personnel, finance officer, desk officer, and other personnel concerned whose tour of duty are
reflected in the duty manual.
c. Special Operating Procedure - used in certain special operations as their guide and reference.
2. Tactical Plans – are prepared to meet exigencies encountered by police, such as widespread
civil disorders, unusual crime problems, civil defense needs or major disasters. These plans are
prepared considerably in advance of expected incidents and are largely based on field
intelligence supplied by supervisory personnel and the expertise they can provide in assessing
future needs.
3. Operational Plans - are designed for the operations of special divisions such as patrol, traffic
and juvenile control division. It is prepared to accomplish each of the primary police task.
4. Auxiliary or Extra-office Plans – are plans for police community relations activities which
continuously seek to motivate, promote, and maintain an active public concern.
5. Fiscal or Management Plans – relates to those matters for budget preparation and use and
control of funds allotted for personnel, equipment