Professional Documents
Culture Documents
What is
Planning?
Hudzik and Cordner defined planning as
“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.”
Planning is a management function concerned
with visualizing future situations, making
estimates concerning them, identifying issues,
needs and potential danger 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 the changing conditions and contingent
events.
What is Police Planning?
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.
What is Operational Planning?
• 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.
What is Police Operational
Planning?
• 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 within a specific period of time.
Goals are general statement of intention and typically
with time horizon, or it is an achievable end state that
can be measured and observed. Making choices about
goals is one of the most important aspects of planning.
Relate this definitions with their description as defined
in chapter one.
• 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 desired. A policy is a product of
prudence or wisdom in the management of human
affairs, or policy is a course of action which 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
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 is deciding where we want to
be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. STRATEGIC FRAMEWORK
What is the Strategic Planning
process?
• 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
FUNDAMENTALS OF POLICE
PLANNING
What are the 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.
What can be expected in
planning?
1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is 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
What are the 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
What are 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
What are the 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.
What are the approaches in
Police Planning?
A variety of approaches are employed in the
planning processes. Each is unique and can be
understood as a method of operationalizing the word
planning. There are basically five major approaches
to planning which are:
1. Synoptic Approaches
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
5. Radical Approach
What is Synoptic Planning?
• Synoptic planning or the rational
comprehensive approach is the dominant
tradition in planning. It is also the point of
departure for most other planning approaches.
• This model is based on a 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
• 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, and (d) how the
various actions will interlock with one another.
• Describe the present situation – Planning must have a mean for
evaluation. Without an accurate beginning database there is no
reference point on which to formulate success or failure.
• 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.
• Identify and analyze problems – the discovery of the problems
assumes that a system to monitor and evaluate the current
arena is already on 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 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.
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.
• 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.
Examples of OPLANS
• Oplan Jumbo – Aviation Security Group Strategic Plan against
terrorist attacks
• Oplan Salikop – Criminal Investigation and Detection Group (CIDG)
Strategic Plan against Organized Crime Groups
• LOI PAGPAPALA is the entry point in the conceptualization of the
PNP Pastoral Program for the next five years with a Total Human
Development Approach (THD Approach).
• The TMG through its “OPLAN DISIPLINA” that resulted in the
apprehension of 110,975 persons, the confiscation of 470
unlawfully attached gadgets to vehicles, and rendering various
forms of motorists’ assistance.
• OPLAN BANTAY DALAMPASIGAN that sets forth the operational
guidelines on the heightened security measures and sea borne
security patrols.
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.
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
TYPES OF PLAN in general
• Reactive Plans are 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.
• Proactive Plans are developed in anticipation of
problems. Although not all police problems are
predictable, many are, and it is possible for a police
department to prepare a response in advance.
• Visionary Plans are essential statements that
identify the role of the police in the community and
the future condition or state 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.
• Strategic Plans are designed to meet the long-range,
overall goals of the organization. Such plans allow the
department to adapt anticipated changes or develop a new
philosophy or model of policing (e.g. community policing).
One of the most important aspects of strategic planning 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 demand, crime problems,
and community attitudes.
• Mental health
• Intellectual Capacity
• Education and Experience
• Values, attitude and perception
• Motivation to act
Nine (9) Steps in Rational Decision Making
1 . Awareness of the need to make decision – Decisionmaking is
activated by the recognition of opportunities as well as problems.
2. Identifying an existing problem – When feedback suggests
there is a problem, it must be diagnosed and defined in explicit
terms.
3. Listing possible and probable causes – Once the problem has
been identified and articulated, all possible causes must be
considered.
4. Designing alternative solutions – develops and tests a fairly
wide creative solution.
5. Evaluating alternative solution – evaluation must be
interim of probability, effect, importance, feasibility, sufficiency,
and realism.
8. Analyzing feedback – analyze feedback in order to
assess the effectiveness of a given solution on a targeted
problem
9. Making necessary adjustments – be proactive and do not
hesitate to make necessary midcourse corrections.
What are the Rules of Effective Decision-
Making?
Phase I
Assessment
of the
Situation
This will be a research in depth by a knowledgeable and specially
trained group on the vulnerabilities as well as the resources available
for the disaster plan. Surveys and Inspection may be conducted
Phase II
Writing the
Plan
Testing the
Plan
Phase IV
Critique the
Plan
Assembly at
the Crisis or Initial Actions:
Disaster Center Log Created, Family/ Appropriate
Government Contacted, Action
Press Guidance, Others
The chain of events during a disaster is
simplified as follows:
• Security receives initial report of emergency
• Security notifies Disaster Team Leader
• Team leader decides if immediate action is
required
• If action is required, he notifies the other team
members to convene at the crisis management
center
• Initial liaison established and actions taken: create
log, contact of family, employees involved,
government or law enforcement liaison contacts,
prepare contingency press guidance, others.
• Respond to event
Crowd Control and Riot Prevention