Republic of the Philippines

Province of Cotabato
Municipality of Makilala
MAKILALA INSTITUTE OF SCIENCE AND TECHNOLOGY

COLLEGE OF CRIMINAL JUSTICE EDUCATION

LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING
Course Number : LEA 4 Instructors : Karla Joy D. Abatayo, RCrim.
Noime D. Petalino, RCrim.
Course Title : Law Enforcement Operation and Planning Mobile Number : 09217995810
with Crime Mapping 09395797748
Module : 9 Email Address : [email protected]
Duration : 1 week [email protected]
____________________________________________________________________________________________________________

I. LEARNING OUTCOMES:
At the end of this lesson, you should be able to:
1. identify the concepts of Planning; and
2. discuss Planning, Police Planning, Operational Planning, and Police Operation
Planning.
II. TOPICS:
 Police Planning
 Responsibilities in Planning
 Police Planning Approaches
 Types of Plans
 Effective Plans
 Classification of Police Plans
 Steps in Police Planning
III. REFERENCE
Fernando B. Padduyao, Ph D (2020), Law Enforcement Operations and Planning with Crime
Mapping Wiseman’s Books Trading, Inc. Quezon City
IV. COURSE CONTENT

Planning is define as thinking about the future, thinking about what we want the future to be, and thinking
about what we need to do now to achieve it. Planning involves linking present actions to future conditions. It
is also define as a management function concerned with visualizing future situations, making estimates
concerning them, identifying the issues, needs and potential dangers points, analyzing and evaluating the
alternative ways and means for reaching desired goals according to a certain schedule, estimating the
necessary funds and resources to do the work, and initiating action in time to prepare what may be needed to
cope with changing conditions and contingent events.

Planning can be expected to:

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.

There are two approaches to thinking in attempting to understand a system:

1. Analytical Approach involves taking the system apart, trying to understand each part, and then
using this knowledge to understand the whole system.

2. Synthetical Approach considers all the organizational processes together to try to understand how
they relate to one another and to the environment in which the system functions.

Creativity is an important part of planning. There are several different types of creativity:

 Imitation involves using plans, programs, methods, and so on, developed by others.

 Inductive Reasoning moves from the specific to the more general.

 Deductive Reasoning moves from the general to the specific.

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  Idea Linking is often done through free association. Individuals participating in planning are
encouraged to identify any ideas, without limitations or inhibitions that might relate to the
problem or plan at hand. This may result in important, innovative solutions, particularly when
those involved come from different organizational levels and different backgrounds in terms of
experience and education. That is why planning should involve as many people as possible.

Police Planning is 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.

Operational Planning is the use of rational design or pattern for all departmental undertaking rather than
relying on change in an operational environment. It is the preparation and development of procedures and
techniques in accomplishing of each of the primary tasks and functions of an organization.

Police Operational Planning is the act of determining policies and guidelines for police activities and
operations and providing controls and safeguards for such activities and operations in the department. It may
also be the process of formulating coordinated sequence of methodical activities and allocation of resources to
the line units of the police organization for the attainment of the mandated objectives or goals.

Objectives are a specific commitment to achieve a measurable result of within a specific period.
Goals are general statement of intention and typically, with time horizon or it is an achievable end state that
can be measure or observe. Making choices about goals is one of the most important aspects of planning.

The process of police operational planning involves strategies or tactics, procedures, policies or guidelines. A
Strategy is a broad design or method; or a plan to attain a stated goal or objectives. Tactics are specific
design, method or course of action to attain a particular objective in consonance with strategy. Procedures
are sequences of activities to reach a point or to attain what is desire. A Policy is a product of prudence or
wisdom in the management of human affairs, or policy is a course of action that could be a program of
actions adopted by an individual, group, organization, or government, or the set of principles on which they
are based. Guidelines are rules of action for the rank and file to show them how they are expected to obtain
the desired effect.

Strategic planning is a series of preliminary decisions on a framework, which in turn guides subsequent
decisions that generate the nature and direction of an organization. This is usually long range in nature. The
reasons for Strategic Planning are:

1. Vision-a vision of what a police department should be.

2. Long-range thinking- keeping in mind that strategy deciding where we want to be
3. Strategic focus
4. Congruence
5. A strategic response to change
6. Strategic framework

The PNP Strategic Focus for 2013 and Beyond

Strategic Focus 1: Competence

 Intensify Policy Reform;
 Review and pursue legislative agenda;
 Improve the Field Training Program (FTP) with emphasis on
 Field Training Exercise (Patrol, Traffic and First Responder);
 Standardize specialized courses for operational support staffs/units/teams;
 Improvement of existing Non-uniformed Personnel (NUP) courses and development of competency
courses for NUPs; and
 Enhance operational procedures and practices.

Strategic Focus 2: Organizational Development

 Streamline the organization;

 Implement the concept of "My IP is the Key, at all levels nationwide;
 Standardize recruitment, selection and placement of police personnel;
 Instill leadership down to the lowest level to communicate and implement changes;
 Complement or support organizational development through efficient resource management.

Strategic Focus 3: Discipline

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  Establish mechanism to determine the level of discipline of PNP personnel;
 Institutionalize reforms and mechanisms to fast track the resolution of admin cases against PNP
personnel; and
 Enhance counter-intelligence efforts against erring PNP personnel.

Strategic Focus 4: Excellence

 Integrate the "Subukan Nyo Po Kami" SMS Center with the PNP TXT 2920;
 Establish an effective feedback mechanism as the basis for evaluation and assessment on the
performance of field units;
 Fully implement the adopted ICT-assisted based system to support administrative functions,
investigation and police operations;
 Redesign the PNP uniforms and institute safeguards against unauthorized manufacture and use; and
 Provide quality service to the people and the community.

Strategic Focus 5: Professionalism

 Standardize Placement and Promotion System based on merit and fitness at all levels;
 Develop, various levels of expert professionals in the organization;
 Rationalize Rewards and Incentive System and Enhance Morale and Welfare Program;
 Continuously review and update police operational procedures and other policy manuals; and
 Improve internal and external communications through proactive media program.

The Process of Strategic Planning

Task 1 - Develop Mission and Objectives

Task 2 - Diagnose Environmental Threats and Opportunities
Task 3 - Assess Organizational Strengths and Weaknesses
Task 4 - Generate Alternative Strategies
Task 5 - Develop Strategic Plan
Task 6 - Develop Tactical Plan
Task 7 - Assess Results of Strategic and Tactical Plan
Task 8 - Repeat Planning Process

In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are
means by which goals and objectives can be attained. They maybe policies, strategies or specific actions
aimed at eliminating a problem. Alternative do not have to be substitutes for one another or should perform
the same function. For example, our goal is to "improve officer-survival skills." The plan is to train the officers
on militaristic and combat shooting. The alternatives could be:

Alternative 1 - modify police vehicles

Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc.

Objectives of Police Planning

1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.
8. To increase employee and personnel involvement and to improve communication.

Characteristics of a Good Police Plan

1. With clearly defined Objectives or Goals

2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standard of Operation
6. Economy in terms of Resources needed for implementation
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The Guidelines in Planning

The five (5) W's and one (1) H

1. What to do - mission/objective
2. Why to do - reason/philosophy
3. When to do - date/time
4. Where to do - place
5. Who will do - people involve
6. How to do – strategy

Responsibilities in Planning

Broad External Policy Planning - is the responsibility of the legislative branch of the government. The main
concern of the police in this broad external policy planning is assisting the legislature in their determining of
police guideline through the passage of appropriate laws or ordinances for the police to enforce.

Internal Policy Planning - is the responsibility of the C/PNP and other chiefs of the different units or
headquarters within their area of jurisdiction to achieve the objectives or mission of the police organization.
They are responsible for planning, organizing, staffing, directing, coordinating, controlling, reporting and
budgeting for the police organization within existing policies and available resources. For maximum police
effectiveness, they shall be responsible for the technical operation of the police organization and management
of its personnel.

Police Planners

Executive Managers - are concerned about the vision of the organization, strategic planning, and long-range
and general plans. They tend to spend more time on planning than those at other levels in the organization
because of the needs to prepare the organization to adapt to changing environmental conditions and to
balance and integrate diverse expectations about police activities and behavior.

Middle Managers (e.g., captains and lieutenants) participate in all types of plans and provide both general
and specific plan implementation. They are particularly concerned with operational plans. They are probably
the most critical persons in determining the success or failure of a plan. They need to make adjustments that
become necessary when the plan is implemented because it is difficult to anticipate all possible contingencies.
The police develop another approach to solving problems when they see that the approach to solving a
problem as planned is less effective.

Supervisors - oversee the day-to-day activities of officers as they implement plans. They can also play a key
role in gathering data concerning plan efficiency and effectiveness and in making suggestions as to how plans
can be change. Supervisors, as a result of their daily interaction with operational personnel and first-hand
observation of community problems, may be the most important persons in the organization in proposing new
theories and hypotheses concerning police activities and behavior. The success or failure of the police
organization is determined more by what supervisors do or do not do than any other person or position in the
organization.

Patrol Officers and Investigators - in police departments in which there is widespread employee
participation, not only participate in the planning but also provide feedback concerning plan efficiency and
effectiveness. In some community policing programs, officers have the responsibility for managing members of
the community, and even employees of other organizations, in responding to problems. This managerial role
requires that officers engage in all four functions of management: developing plans, organizing community
members, providing leadership by motivating and supervising citizens, and evaluating and controlling.

Considerations in Police Planning

1. Primary Doctrines

Fundamental Doctrines - These are the basic principles in planning, organization and management
of the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the
attainment of the national objectives.

Operational Doctrines - These are the principles and rules governing the planning, organization and
direction and employment of the PNP forces in the accomplishment of basic security operational mission in
the maintenance of peace and order, crime prevention and suppression, internal security and public safety
operation.

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 Functional Doctrines - These provide guidance for specialized activities of the PNP in the broad field
of interest such as personnel, intelligence, operations, logistics, planning, etc.

2. Secondary Doctrines

Complimentary Doctrines - Formulated jointly by two or more bureaus in order to effect a certain
operation with regard to public safety and peace and order. These essentially involve the participation of the
other bureaus of the Bureau of Jail and Management and Penology (BJMP), Bureau of Fire and Protection
(BFP), Philippine National Public Safety College (PPSC), National Bureau of Investigation (NBI) and other law
enforcement agencies.

Ethical Doctrines - These define the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norm of the PNP.

3. The Principles of Police Organization

These principles are considered in police planning in order not to violate them but rather for the effective and
efficient development of police plans.

Principles of Police Organization

a. Homogeneity. The work should be apportioned among the various individuals and units according to some
logical plan.

b. Delineation of Responsibility. Lines of authority and responsibility should be made as definite and direct
as possible.

c. Span of Control. There is a limit to the number of subordinates who can be supervised effectively by one
officer, and this limit seldom should be exceeded.

d. Unity of Command. Subordinates should be under the direct control of only one supervisor.

e. Delegation of Responsibility. Responsibility cannot be placed without the delegation of commensurate

authority, and authority should not be delegated to a person without holding him/her accountable for its use.

f. Coordination. The efforts of the organizational units and of their component members must be coordinated
so that all will be directed harmoniously toward the accomplishment of the police purpose. The components
thus coordinated will enable the organization to function as a well-integrated unit.

4. The Four (4) Primal Conditions of the Police Organization

a. Authority - The right to exercise, to decide, and to command by virtue of rank and position.

b. Doctrine - It provides for the organizations objectives. It provides the various actions. Hence,
policies, procedures, rules and regulations of the organization are based on the statement of doctrines.

c. Cooperation or Coordination

d. Discipline - It is imposed by command or self-restraint to insure supportive behavior.

Factors affecting Police Planning

1. Condition - a consideration of political atmosphere, public opinion; ideological aspirations; peace and
order; national/community ethics, behavior and discipline in the area where the plan will be implemented.

2. Time - it is the period available to establish plan before putting it into effort. Consider the time of
execution/ implementation, the time interval and time allowed for the revisions and modifications of plan.

3. Resources Available - allocation of manpower, money and materials

4. Skills and Attitudes of Management - refers to the level of experiences of the personnel who are involved
in the preparation of the plan and those who will execute the plan. Applicability of good management
principles shall be exploited.

5. Social and Political Environment - Refers to social and political practices, which will be affected b the
plan or plan affecting these practices, beliefs and norms of society.

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6. Physical Facilities - Refers to machinery, instrument or tools in the attainment of the goals of the plan. A
certain system or structural designs in order to meet expected results.

7. Collection and Analysis of Data - Ready sources and basis of good decision-making by the makers of the
plan may be properly obtain through research and other means of information gathering techniques.

Parts of a Police Operational Plan

1. Security Classification
2. Number of Copies and Pages
3. Name of Headquarters
4. Plan Title or Name
5. Reference The source of authority in formulating a plan is
based on:
 Organizational Policy or Guidelines
 Orders of Superior Officers or Authorities
 Documents, maps, books, etc.
6. Situation General Situation and Specific Situation
7. Mission
8. Task Allocation
9. Coordinating Instructions - Refers to the manner of giving alarm or signal when encountering such
problems which needs immediate action
10. Command Refers - to the relationship between operating personnel or units with that of Police
Headquarters; who to summon for assistance.
11. Signal - Defines communication network, which is to be used during a particular operation like using
passwords.
12. Signature
13. Distribution - Refers to what unit will be given copies of the plan. For instance, A- All units, B- Selected
units, C- Very selected, and D - Only 1 unit.

Police Planning Approaches:

1. Synoptic Planning or Rational Comprehensive Approach is the dominant traditional approach in

planning. It is also the point of departure for most of the other planning approaches. This model is based on
the problem- oriented approach to planning especially appropriate for police agencies. It relies heavily on the
problem identification and analysis of the planning process. It can assist police administrators in formulating
goals and priorities in terms that are focused on specific problems and solutions that often confront law
enforcement.

Steps in Synoptic Planning

1. Prepare for planning - the task of planning should be detailed in a work chart that specifies:

a. What events and actions are necessary?

b. When they must take place?
c. Who is to be involved in each action and for how long?
d. How the various actions will interlock with one another?

2. Describe the present situation - planning must have a means for evaluation and without an accurate
beginning database, there is no reference point on which to formulate success or failure. A primary purpose of
planning is in evaluation. Or comparing what is" with what should be."

3. Develop projections and consider alternative future states - projections should be written with an
attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important
for the police executive to project the current situations into the future to determine possible, probable and
desirable future states while considering the social, legislative and political trends existing in the community.

4. Identify and analyze problems - the discovery of the problems assumes that a system to monitor and
evaluate the current arena is already in place. Closely related to the detection and identification of issues is
the ability of the police to define the nature of the problem- that is to be able to describe the magnitude cause,
duration and the expense of the issues at hand. A complete understanding of the problem leads to the
development of the means to deal with the issues.

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5. Set goals - making choices about goals is one of the most important aspects of planning. It makes no
sense to establish a goal that does not address a specific problem. Remembering that the police departments
are problem-oriented, choices about goals and objectives should adhere to the synoptic model.

6. Identify alternative courses of action – alternatives are means by which goals and objectives can be
attained. They may be policies, strategies or specific actions aimed at eliminating a problem. Alternatives do
not have to be substitutes for one another or perform other functions. It is important that the activities that a
police department engages in actually contribute to the achievement of the goals.

7. Means-Ends Analysis - this is one method of trying to ensure that the police department's programmatic
efforts and expenditures do make an appropriate contribution toward arriving at the desired state. Means-
ends analysis charting is also a very effective method in which alternatives can be identified in the planning
process.

Three Techniques of Selecting Preferred Alternatives:

a. Strategic analysis - given a set of possible alternatives or courses of action, the number of alternatives can
be reduced in the following process:

1. Suitability studies - each course of action is evaluated in accordance with general policies, rules
and laws.

2. Feasibility studies - the retained and suitable alternatives are subjected to feasibility studies. This
includes the appraisal of the effects of a number of factors weighed separately and together.

3. Acceptability - those judged to be suitable and feasible are then analyzed in acceptability studies.

Four principal factors are combined and entered into this evaluation:

 The cost of each alternative

 The performance

 The effect of the alternative on the entire system

 The time involved in implementation and setup

These factors are applied to each alternative to reveal critical limits and trade-offs. Finally, a judgment is
rendered that selects the preferred course of action.

b. Cost-effectiveness analysis - this is sometimes called cost-benefit or cost-performance analysis. The

purpose of this form of selection is that the alternative chosen should maximize the ratio of benefit to cost.
The concept is based on economic rationalism: calculations are made scientifically through he collection of
data and the use of models in an attempt to maximize benefits and minimize costs.

It is important to note that each alternative is weighed against a criterion: the rule or standard by which to
rank the alternatives in order desirability. This provides a means to analyze cost against effectiveness. Unlike
strategic analysis, alternatives are not dismissed from the process but ranked in order of preference.

c. Musts-wants analysis - this combines the strengths of both strategic and cost-effectiveness analyses. This
is concerned with both the subjective weights of suitability, feasibility and acceptability as well as the
objective weights of costs versus benefits.

Musts - are placed at the top of the page. These are conditions that are set by the police chief and that
absolutely have to be met in order for an alternative to continue to be a viable choice. Failure of any
alternative to meet a must condition immediately eliminates it from further consideration.

Wants - are conditions, performances, characteristics, or features that are desirable but not absolutely
necessary. They are listed below the musts and the corresponding data for each want are completed for each
alternative that was not discarded at the previous step.

Weight - reflect the subjective importance of the want as determined by the police chief. It has a scale of 1
(lowest) to 10 (highest).

Score - is the evaluation of the actual existence of wants by the chief. The score from 1-10 is set by the chief
to reflect an assessment of the subjective or actual existence of the want. The weight and score are multiplied
and summed.

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8. Plan and carry out implementation – the implementation requires a great deal of tact and skill. It may be
more important "how" an alternative is introduced to a police department than "what" it actually is.

9. Monitor and evaluate progress – evaluation requires comparing what actually happened with what was
planned for and this may not be a simple undertaking. Feedback must be obtained concerning the results of
the planning cycle, the efficiency of the implementation process, and the effectiveness of new procedures,
projects or programs. This is an important step of synoptic planning trying to figure out what, if anything,
happened as a result of implementing a selected alternative.

10.Summation of the synoptic planning approach. This is done by making a summary of the presentation
in tabular of other forms of presentation.

11.Repeat the planning process. Repetition of the planning process enables the planner to thresh out
possible flaws in the plan.

2. Incremental Planning - Incremental planners conclude that long-range and comprehensive planning are
not only too difficult but inherently bad. The problems are seen as too difficult when they are grouped
together and easier to solve when they are taken one at a time and broken down into gradual adjustments
over time.

3. Transactive Planning - is carried out in face-to-face interactions with people who will be affected by the
plan and not to an anonymous target community of beneficiaries. Techniques include field surveys and
interpersonal dialogue marked by a process of mutual learning.

4. Advocacy Planning - is usually associated with defending the interests of the weak - the poor and
politically impotent, for example against the strong. The beneficial aspects of this approach include a greater
sensitivity to the unintended and negative side effects of plans. flow together: the first mainstream involves
collective

5. Radical Planning - has two mainstreams that sometimes actions to achieve concrete results in the
immediate future.

The first mainstream involves collective actions to achieve concrete results in the immediate future. The
second mainstream is critical of large-scale social processes and how they permeate the character of social
and economic life at all levels, which in turn determine the structure and evolution of social problems.

6. Systematic Planning - is sometimes called Traditional planning. It identifies a rational step-by-step

process that can be used to develop all types of plans. Systematic planning has seven steps:

a. Development of an organizational vision.

Vision is the basis for all other plans in the organization and in effect becomes the frame of reference for
police decision making. A vision should describe the role of the police in the community, the basic principles
that guide police behaviour, the role of management, the broad standards for evaluating police behaviour and
performance, and the role of leadership in striving toward the realization of the vision.

b. Development of an organizational strategy.

Strategy includes a consideration of a policing model such as legalistic, service and community models, and
managerial model. So that if the police organization chooses the community model as its strategy, then it
should adhere to the principle that the foundation of a successful community policing strategy is the
beneficial ties between police and community members that result in a productive relationship based on
mutual trust.

c. Identification of organizational values.

Organizational Values are fundamental beliefs of an organization that guide police officers when making
discretionary decisions. The following are identified basic values of a certain police department:

1. Protect the lives and property of citizens.

2. Enforce the law in an impartial manner.
3. Fight crime through prevention.
4. Aggressively pursue violators of the law.
5. Maintain a high standard of integrity than other citizens.
6. Value human life.
7. Respect the dignity of each individual.

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Values of the Legalistic Model of Policing:

1. Police authority is based solely on the law. Professional police departments are committed to enforcement
of laws as their primary objective.
2. Communities can provide police with assistance in enforcing the law, and helpful citizens will provide
police with information to assist them in carrying out their mission.
3. Responding to citizen calls for service is the highest police priority, and all calls must receive the fastest
response possible.
4. Social problems and other neighborhood issues are not the concern of the police unless they threaten the
breakdown of public order.
5. Police, as experts in Crime control, are best suited to develop police priorities and strategies.

Values of the Community Policing Model:

1. The police department is committed to the positive evolution, growth and livability of the community.
2. In attempting to maintain a peaceful community the police role involves cooperating with others in the
creation and maintenance of a way of life which strikes the optimum balance between the collective interests
of the all citizens and the personal rights of all individuals.
3. The police derive their authority not only from the law but also from the community norms and
expectations.
4. The community will be involved in all policing activities that directly affect the quality of community life.
5. The police will work with other public and private agencies to foster crime prevention and problem solving.
6. The police will be sensitive to, and show respect for, all citizens and their problems and will emphasize
positive social interactions rather than just the technical application of procedures when interacting with
citizens.
7. Policing strategies must preserve and advance democratic values and the constitutional rights and
personal freedom of all citizens.
8. The delivery of policed services should have input into the development of policies that directly affect the
quality of neighborhood life.
9. The department should seek the input of employees into matters that affect employee job satisfaction and
effectiveness.

d. Formulation of structural designs and operational plans.

The Organizational Design includes an organization chart that identifies the relationship between
individuals, programs, and basic functions, as well as basic guidelines for police activities and behaviour
(policies); the step by-step process for carrying out tasks (procedures); and specific requirements for officers
(rules and regulations). This may also include the development of goals and objectives. A Goal is a broad,
qualitative statement of purpose. An Objective is more specific, usually quantifiable, and has a time frame.
Objectives are, in effect, steps toward goals that identify a direction

e. Forecasting, scanning, data gathering and analysis.

Forecasting is the process in which the police planner attempts to predict what is likely to happen in the
future in order to make necessary adjustments in the department. There are two methods of data gathering
that the police usually use: the citizen survey and the community-needs assessment.

f. Identification and selection of alternatives. The alternative selected should be tested before it is used
throughout the department. They must also be assessed in terms of available resources, the capabilities of
those expected to implement them, and general acceptance in the department and the community. An
alternative will probably fail if there are inadequate resources to implement it, if those charged with its
implementation do not have the knowledge and skills to do so, or if a substantial number of citizens or police
personnel are opposed.

g. Plan execution and control. The plan is put into place, and evaluated. The persons charged with
implementation must be committed to the plan or at least be willing to give it a try; they must be
knowledgeable about the plan; be competent to carry it out; have the support of superiors and those that are
affected by the changes; have adequate resources; and evaluate the plan.

7. The SARA process. There is a specific planning process associated with problem solving. This process,
referred to as SARA, has four steps:

Scanning is a process in which planners and managers look for problems in the department, including the
performance of individual officers and in the community. For example, the inability to achieve an objective

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might be indicative that something is wrong with the objective, the person or persons charged with
accomplishing it, the resources available, or the procedures used.

Analysis. Once a problem has been identified, additional data about the problem are gathered and analyzed.
In addition, information can be obtained from victims or complainants personal observations, discussions
with other officers, interviews with individuals and at community meeting, and existing departmental records
like arrest reports and any previous crime analysis that has been conducted.

Response may involve other government agencies, private organizations and businesses or private individuals.
The response can focus on the offender, the victim, the environment or all three. Offenders can be arrested
and prosecuted, or discouraged in other ways from committing crimes. Potential victims can be encouraged to
change their behaviour and response to criminal incidents through crime prevention programs and training in
self-defense. The characteristics of a particular area or building can also be altered to make criminal incidents
less likely. Lighting can be improved, abandoned cars can be towed away, and residents can be encouraged to
be more alert.

Assessment. Discovering the impact of the response is the evaluation phase of the SARA process. Were the
goals and objectives achieved? What went right and what went wrong? What were the reactions of the citizens
and the officers involved? The assessment process usually involves the following:

1. Comparing statistics relative to the problem before, during and after the response.

2. Comparing attitudes of those involved before and after the response.

3. Checking with complainants to determine their changing attitudes.

4. Maintaining contact with other groups that are involved to determine their reactions.

5. Continuing to monitor the area and its problems.

Types of Plans

1. Reactive plans are developed as a result of a crisis. A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation.

2. Proactive plans are developed in anticipation of problems. Though not all police problems are predictable
many are and it is possible for a police department to prepare responses in advance.

3. Visionary plans are essential statements that identify the role of the police in the community and a future
condition to which the department can aspire. A vision may also include a statement of values to be used to
guide the decision-making process in the department.

4. Strategic plans are designed to meet the long-range, overall goals of the organization. Such plans allow the
department to adapt to anticipated changes or develop a new philosophy or model of policing. One of its most
important aspects is to focus on external environmental factors that affect the goals and objectives of the
department and how they will be achieved. Important environmental factors include personnel needs,
population trends, technological innovations, business trends and demands, crime problems and community
attitudes.

5. Operational plans are designed to meet the specific tasks required to implement strategic plans. They are
the work programs of the line units (patrol, investigation and traffic) as established by an analysis of the need
for services. There are four types of operational plans:

Standing plans provide the basic framework for responding to organizational problems. The organizational
vision and values, strategic statements, policies, procedures and rules and regulations are examples.
Standing plans also include guidelines for responding to different kinds of incidents like civil disturbance,
hostage situation, a crime in progress, bomb threat, traffic incident, etc.

Functional plans include the framework for the operation of the major functional units in the organization,
such as patrol and investigation. Functional plans also include the design of the structure, how different
functions and units are to relate and coordinate activities, and how resources are to be allocated.

Operational-efficiency, effectiveness and productivity plans are essentially the measures or comparisons
to be used to assess police activities and behavior (outputs) and results (outcomes). If one of the goals of the
police department is to reduce the crime rate, any change that occurs can be compared to past crime rates in
the same community or crimes in other communities, state or nation. If the crime rate was reduced while

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holding or reducing costs, it would reflect an improvement not only in effectiveness but also in departmental
productivity.

Time-specific plans are concerned with specific purposes and conclude when an objective is accomplished or
a problem is solved. Examples are specific police programs or projects such as illegal drug crackdown, crime
prevention program, neighborhood clean-up campaign and budget.

Budget is an estimate of the financial costs of successfully managing the police department. It is the guide for
the expenditure of funds and identifies the monetary constraints for the manager. It includes not only the
available funds but also the procedures for spending the money and the methods for auditing spending.

Five Types of Budget

1. Line-Item Budget is a listing of the cost of items, such as personnel, equipment, maintenance and repairs.
General-item categories such as personnel are usually broken down into smaller items salary, fringe benefits,
and equipment.

2. Performance Budget attempts to relate cost to outputs or the work to be performed. It asks how much
money is required to investigate 100 crimes during the budgetary period? The estimated costs to investigate
these crimes would include personnel, supplies, equipment, office space, etc.

3. Results-oriented Budget identifies the estimated costs associated with accomplishing specified outcome
objectives in each function, each unit and program. It asks, what is the estimated cost of a projected
reduction in one or more types of crime if the level of patrol is increased?

4.Program Planning Budgeting attempts to interrelate planning, management and control. It asks, what
does the department do and how much will it cost? What expenditures are to be allocated to each function,
unit and program? What is the expected benefit to be derived from the cost costs expended? How was the
money actually spent compared to what was intended?

5. Zero-based Budget considers the impact of various changes in financial resources on performance. It asks
what the purpose of a particular function is. unit or program? What are the specific objectives? How are these
objectives measured? How much will it cost to accomplish objectives? What would happen if the function,
unit or program were eliminated?

6. Management or administrative plans include formulation of the department's mission statement, goals,
and policies; the structuring of functions, authority and responsibilities; the allocation of resources; personnel
management; and other concerns whose character is that they are prevalent throughout the entire agency. An
administrative plan is usually expressed in a general order.

General orders are issued to cover standing or long- term situations.

Special orders are issued to cover unique nonrecurring event which lasts for only a limited and specified
period of time. It could also contain announcement of promotions, transfers, designations and other such
actions.

7. Procedural plans, in line with many but certainly not all management plans, are ordinarily included as
part of a police department's written directive system, a copy of which is assigned to every officer and is
updated periodically.

Standard Operating Procedures (SOP) shall be planned to guide members in routine and field operations.
SOPs include:

a. Field Procedures are used in all situations as guide to officers and men in the field. Examples are those
related to reporting, dispatching, raids, arrest, search and seizure, stopping suspicious persons, patrol, and
investigation of crimes. The use of reasonable or necessary force that necessitates the use of firearm baton,
stun gun, pepper spray, handcuff and the like in dealing with individuals or groups shall also be outlined.

b. Headquarters Procedures include the procedures such as the duties of the dispatcher, jailer, desk such
officer and other concerned personnel as reflected in the duty detail. Procedures that involve coordinated
action on activity of several offices, however, shall be established separately as in the case of using telephone
for local or long-distance calls and other similar devices.

c. Special Operations Procedures are prepared for special units charged with performing special police
operations like searching and preservation of crime scenes, dealing with demonstrators, hostage takers,
strikers and bombers and the like.

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8. Tactical plans involve planning for emergencies of a specific nature at known locations. Included in this
category are plans for dealing with attacks against government, military or police offices by lawless elements.
Plans shall likewise be made to deal with possible jail break, demonstrations, special community events like
athletic competitions, parades, religious activities, and the like.

9. Extra office plans are plans made to organize the community to assist in the accomplishment of objectives
in the fields of crime prevention, traffic control and juvenile delinquency prevention. Community organizations
shall assist in coordinating community effort, promoting public support and combating crimes. Plans utilizing
community organizations shall be prepared for civil defense in case of war or emergency in coordination with
the office of Civil Defense.

Effective Plans - regardless of how plans are classified the bottom line is that organizations with a formal
and continuous planning process outperform those without one. This discrepancy in performance increases
as the larger environment becomes more turbulent and the pace and magnitude of change increases.

Characteristics of Effective Plans

1. The plans must be sufficiently specific so that the behavior required is understood.
2. The benefits derived from the achievement of the goals associated with the plan must offset the efforts of
developing and implementing the plan, and the level of achievement should not be so modest that it is easily
reached.
3. Involvement in their formulation must be as widespread as is reasonably possible.
4. They should contain a degree of flexibility to allow for the unforeseen.
5. There must be coordination in the development and implementation of plans with other units of
government whenever there appears even only a minimal need for such action.
6. They must be coordinated in their development and implementation within the police department to ensure
consistency.
7. As may be appropriate, the means for comparing the results planned for versus the results actually
produced must be specified before implementation. In the PNP, this often takes the form of an analysis,
referred to as the After-operation report.

Classifications of Police Plans

a. According to coverage. Police plans could be classified as local (police stations and provincial police
offices), regional and national.

b. According to time

1. Strategic or long-range plan - it relates to plans which are strategic or long range in application and it
determines the organization's original goals and strategies.

2. Intermediate or medium-range plan - it relates to plans which determine quantity and quality of efforts
and accomplishments. It refers to the process of determining the contribution of efforts that can make or
provide allocated resources.

3. Operational or short-range plan - it is a plan which determines the schedule of special activities and is
applicable for one week or less than a year. It addresses specific immediate needs and shows how it can be
accomplished on time with available allocated resources.

Steps in Police Operational Planning

1. Frame of Reference - this is based on the careful view of the matters relating to the situation for which
plans are being developed. Opinions or ideas of persons who may speak with authority on the subjects and
views of police commanders, other government officials and other professionals are considered.

2. Clarifying the problems - this calls for understanding the problem, and identifying the possible solutions.
A situation must exist for which something must and can be done.

3. Collecting all pertinent facts a plan - could only be developed if all pertinent facts have been carefully
reviewed to determine the modus operandi, suspects, types of victims, and such other information as may be
necessary. Facts relating to such matters as availability, deployment and the use of available personnel shall
be gathered.

4. Developing the facts - a careful analysis and evaluation on all gathered data shall be made. This provides
the basis from which plans evolve. Only relevant facts are considered.

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5. Developing alternative plans - in the initial phase of the plan development, several alternative measures
shall appear to be logically comparable to the needs of a situation. As the alternative solutions are evaluated,
one of the proposed plans shall prove more logical than the others.

6. Selecting the most appropriate alternative - a careful consideration of all facts usually leads to the
selection of the best alternative solution.

7. Selling the plans - a plan, to be effectively carried out, must be accepted by the persons concerned at the
appropriate level of the plan's development. As the planning develops, there may be a need to involve or
consult other personnel of the police unit.

8. Arranging for the execution of the plan - the execution of a plan requires the issuance of orders and
directives to units and personnel concerned, the establishment off a schedule, and the provision of manpower
and equipment for carrying out the plan. Briefings shall be held with the assurance that all involved
personnel understood when, how and what is to be done.

9. Evaluating the effectiveness of the plan - the result of the plan shall be determined. This is necessary to
know whether the correct alternative was chosen, whether the plan was correct, which phase was poorly
implemented, and whether additional planning may be necessary. In addition, the effects of the executed plan
or other operations and on the total police operations shall be determined. Follow-up is the control factor
essential for effective command management.

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V. ACTIVITY/EXERCISE
Name:__________________________________________________________________Year/Section:_______
Instructor: KARLA JOY D. ABATAYO /NOIME PETALINO Module No.9

Instruction. Explain the given statements in 3-5 sentences. You may submit a hardcopy format at the
campus, or a softcopy format thru the link posted in our FB group or page.

1. Planning

2. Police Planning

3. Operational Planning

4. Police Operational Planning

VI. EVALUATION

Multiple Choice.

Instruction. Encircle the letter of your answer.

1. These are specific commitment to achieve a measurable result within a definite period.

A. Tactics
B. Goals
C. Objectives
D. Strategies

2. Which type of analysis include the study on the courses of actions; suitability studies; feasibility
studies; acceptability studies; and judgment?

A. Cost-effectiveness
B. Means-End
C. Strategic
D. Must-wants

3. These are plans that developed as a result of crisis. A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation.
A. Reactive
B. Proactive
C. Visionary
D. Operational or Short Range

4. It is the act of thinking about the future, thinking about what we want the future would be, and
thinking about what we need to do now to achieve it.
A. Organizing
B. Directing
C. Coordinating
D. Planning

5. What will be the guide of a manager/leader during Planning?

A. Organizational strategies
B. Budget available
C. Organizational Philosophy
D. The 5Ws and 1H

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