POLICE PLANNING POLICE PLANNING PLANNING Is the determination in advance how the objectives of the organization will be attained. This would include the determination of the course of action to take in a particular task, function or activity. The use or rational and logical designs or pattern for all departmental undertakings rather than relying on chance. Is the process of deciding in advance what is to be done and how it is to be done. Instead of accepting the future, managers by planning may be able to affect the future. It is essentially an intellectual process that is strongly influenced by how a manager thinks about his organization. One way of thinking is based on systems theory perspectives in which the organization is considered to be system made up of interdependent components that work together to accomplish the aim of the system. There are two approaches to thinking in attempting to understand the system: Analytical Approach- involves the taking the system apart, trying to understand each part, then using this knowledge to understand the whole system. Synthetical Approach- considers all the organizational process together to try to understand how they relate to one another and to the environment in which the system functions. Police Planning- It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management. 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. Goals-are general statement of intention and typically with time horizon, or it is an achievable end state that can be measured or observed. Making choices about goals is one of the most important aspects of planning. Objectives-are a specific commitment to achieve a measurable result within a specific period of time. The process of police operational planning involves strategies or tactics, procedures, policies or guidelines. 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. Guidelines- are rules of action for the rank and file to show them how they are expected to obtain the desired effect. Policy- is a course of action which could be a program of actions adopted by an individual, group, organization, or government. 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. Its primary purpose is to connect three areas: Your Mission- defining your organization’s purpose Your Vision- describing what you want to achieve (a vision of what police department should be Your Plan- outlining how you want to achieve your ultimate goals. Example of PNP Strategic Planning: ”Strategic Focus: Competence” Intensify Policy Reform Review and pursue legislative agenda Improve Field Training Program(FTP) with emphasis of Field Training Exercise (Patrol, Traffic and First Responder) Standardize specialized courses for operational support staff/units/teams. Improvement of existing Non-uniformed Personnel (NUP) courses and development of competency courses for NUPs, and Enhance operational procedures and practices. POLICE PLANNING The Process of Strategic Planning Task Task Task Task Task Task Task 1234567- Develop Mission and Objectives Diagnose Environmental Threats and Opportunities Assess Organizational Strengths and Weaknesses Generate Alternative Strategies Develop Tactical Plan Assess results of Strategic and Tactical Plan Repeat Planning Process SWOT Analysis Objectives of Police Planning 1. 2. 3. 4. 5. 6. 7. 8. To To To To To To To To increase the chances of success by focusing on results and not so much on objectives. force analytical thinking and evaluation of alternatives for better decisions. establish a framework (basis) for decision making consistent with the goal of the organization. orient people to action instead of reaction. modify the day-to-day style of operation to future management. provide decision making with flexibility. provide basis for measuring original accomplishments or individual performance. increase employee and personnel involvement and to improve communication. Characteristics of a Good Police Plan 1. 2. 3. 4. 5. 6. With clearly defined objectives or goals Clarity, Simplicity and Directness Flexibility Possibility of attainment Provisions for Standards of Operations Economy The Guidelines in Planning (5Ws & 1H) 1. 2. 3. 4. 5. 6. What to do - mission/ objective Why to do -reason/philosophy When to do - date/time Where to do - place Who will do - people involve 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 the 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. Directing involves motivation, communication and leadership. Direction consists of the process and techniques employed in the issuance of instructions and directives on how work should be done. Controlling is the measurement of accomplishments against set standards and the corrective measures to be applied so that deviation from standard are minimized. Control is a management action to adjust operations of the organization to its predetermined standards. The means of control available to management are many and varied; such as policies, procedures, organizational charts, forecast, budgets, schedules, reports, audits and almost any other administrative device that helps to remind people of their work POLICE PLANNING Police Planners Executive Managers are concerned about the vision of the organization, strategic planning, and long-range 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 Lieutetants) participates 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 changed. Supervisors, as a result of their daily interactions 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 and 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 not only participate in planning but also provide feedback concerning plan efficiency and effectiveness The Principles of the Police Organization These principles are considered in the police planning in order not to violate them but rather for the effective and efficient development of police plans: 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 subordinates who can be supervised effectively by one officer. d. Unity of Command. Subordinates should be under the direct control of only one supervisor. e. Delegation of Authority. Delegation of authority commensurate responsibility, and authority should not be delegated to a person without holding him/her of 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. The Four (4) Principal Conditions of the Police Organization a. Authority- The right to exercise, to decide, and to command by virtue of the the rank and position. b. Doctrine- It provides for the organizations objectives. It provides for 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 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 the time allowed for the revisions and modifications of the plan. 3. Resources Available. Allocation of manpower, money and materials. 4. Skills and Attitude of Management. Refers to the level of experience of the personnel who are involve in the preparation of the plan and those who will execute the plan. Applicability of good management principles shall be exploited. POLICE PLANNING 5. Social and Political Environment. Refers to social and political practices which will be affected by the plan or the 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 design in order to meet the expected results. 7. Collection and Analysis of Data. Ready resources and basis of good decision-making by the makers of the plan may be properly obtain through research and other means of information gathering technique. Three Techniques of Selecting Preferred Alternatives: A. Strategic analysis a. Suitability studies- each course of action is evaluated in accordance with general policies, rules and laws. b. 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. c. 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 involve in implementation and set up A judgment is then rendered that selects the preferred course of action. B. Cost-effective Analysis- this sometime 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 in an attempt to maximize benefits and minimize costs. C. Must-wants analysis- this combines the strengths of both strategic and cost-benefit analyses. This is concerned with both the subjective weights of suitability, feasibility and acceptability as well as the objective weights of costs versus benefits. 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 response 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, over all goals of the organization. Such plan allows 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 task 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. 5.1 Standing Plans- provide the basic framework (basis/outline), for responding to organizational problems. The organizational vision and values, strategic statements, policies, procedures and rules and regulations are examples. Standing plan also include guidelines for responding to different kinds of incidents like civil disturbance, hostage situation, a crime in progress, bomb threat, traffic accident, etc. 5.2 Functional Plans- include the framework for the operation of the major functional units in the organization, such as patrol, investigation and traffic control. 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. POLICE PLANNING 5.3 Operational-efficiency, effectiveness and productivity plans – are essentially the measures of comparisons to be used to assess police activities and behavior (outputs) and results (outcomes). If one of the goal 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 holding or reducing costs, it would reflect an improvement not only in effectiveness but also in the departmental productivity. The efficiency, effectiveness and output of the plan is being measured or evaluated. Efficiency- the ability to accomplish something with least amount of money, effort, wasted time. Effectiveness- is the degree to which something is successful in producing a desired result. 5.4 Time-specific plans- are concerned with specific purposes and conclude when the 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. 6. Management or Administrative Plans-includes 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 non-recurring events which last only for a limited and specified period of time. It could also contain announcement of promotions, transfers, designations and other such actions. 7. Procedural Plans: Standard Operation 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, handcuffs and the like in dealing with individual or groups shall also be outlined. b. Headquarters Procedures- include in the procedures such as the duties of the dispatcher, jailer, desk officer and other concerned personnel as reflected in the duty detail. 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, strikes and bombers and the like. 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/(Extra-Department Plans)- are plans design to guide the organization of the community to assist in accomplishing the police objectives in the fields of crime prevention, traffic control and juvenile delinquency prevention. 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 is easily reached. 3. Involvement in their formulation must be widespread as 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. POLICE PLANNING 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. Classification 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 the application and it determines the organization’s original goals and strategies. 2. Intermediate or Medium-range plan- it relates to the 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-This is the gathering and compilation of all data and facts relating to issue or problem at hand. 4. Analyzing 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. 5. Developing alternative plans- in the initial phase of the development, several alternative measures shall appear to be logically comparable to the needs of the 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 plan- 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 the plan requires the issuance of orders and directives to units and personnel concerned, the establishment of 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.
