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LEA 4

Law Enforcement Operation and Planning

with Crime Mapping

Prepared by: CARATAO, ELIHO B.

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PLANNING

i. Nature and Concept of Planning

PLAN – An organized schedule or sequence of methodological activities intended to

attain a goals and objectives for the accomplishments of missions or assignment.

PLANNING – Is the process determining the problem of the organization and coming up
with proposed resolution and finding the best solution.

- Is the conceptual idea of doing something to attain a goal or objectives.

- The process of preparing for change and coping with uncertainty formulating future
causes of action, the process of determining the problem of the organization and
coming up with proposal resolutions and finding best solution.
- The use of rational design or pattern for all departments undertaking rather than
relying on chance.
- The act of determining policies and guidelines for activities and operations, and
providing controls and safeguards for such activities and operations in the
department.
- The conceptual idea of doing something to attain a goal of objective.

“Planning is 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”. – Hudzik and Corner

Important Matters that must be Considered in Planning

a. Efficient Use of Resources.

All organizations, large and small have limited resources. The planning process provides
the top management its needs to make effective decisions about the manner of allocating the
resources in a way that will enable the organizations to reach its objectives. Productivity must be
maximize the resources must not be wasted on projects with little chance of success.

b. Establishing Goals.
Setting Goals that challenge everyone in the organization or strive for better performance
is one of the key aspects of planning process. Goals must be aggressive, but realistic. The other
benefit of goal setting is when forecast results are compared to actual results. Organizations
analyze significant variances from forecast and take to remedy situations where revenues were
lower than planned or expenses were higher.

c. Managing Risks and Uncertainty.

Managing risk is essential to an organization’s success. Even the largest organization
cannot control the economic and competitive environment around them. Unforeseen events occur
must be dealt with quickly, before negative financial consequences from these events become
severe.
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Planning encourages the development of “what if” scenarios, where leader, supervisor or
manager attempt to envision possible risk factors and develop contingency plans to deal with
them.

d. Team Building
Planning promote teamwork and the spirit of cooperation. When the plan is completed
and communicate to members of the organization, they will know their responsibilities and their
way of assisting, and share their expertise in order to complete the assigned tasks. They see how
their work contributes to the success of the organization as a whole and can take pride in their
contributions.

Potential conflict can be reduce when top management solicits department or

subordinates input and idea during the goal setting process.

“Alone we can do so little; together we can do so much”. - Helen Keller

Related Terms:

Objective – A specific commitment to achieve measurable result within a specific period of

time.
Goals – A general statement of commitment to achieve a measurable result within a specific
period of time.
Strategy – Is a broad design, method; a plan to attain a stage goal or objectives.
Tactic – It is a specific design, method or course of action to attain particular objective in
consonance with strategy.
Procedure – A sequence of activities to reach a point or to attain that, which is desired.
Policy – A product of prudence or wisdom in the management of human affairs.
Guidelines – A rule of action for the rank and file to show them how they are expected to obtain
the desired effect.

Creativity as an Important Part of Planning

a. Imitation.
This involves the act of using plan, programs, methods, and the like developed by others.

b. Inductive Reasoning.
It moves from specific to the more general.

For example:
An increase in number of persons complaint against personnel may mean
there are problems in the organization training and supervision.

c. Deductive Reasoning.
It is the opposite of inductive reasoning. It moves from general to specific.

For example:
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If an organization assumes that the primary role of police is to maintain peace and
order, and then it specifies the policies and procedures that are necessary to implement this
assumption.

d. Idea Linking.
This is often done through free association. Individual participating in planning are
encouraged to identify ideas, without limitations or inhibition that might relate to the problem or
plan at hand. This may result to important innovative solutions, particularly when those involved
come from different organizational levels and different backgrounds in terms of experience and
education.

“ The best way to predict the FUTURE is to create it”. – Peter Drucker

Guidelines in Planning

1. What to do – Mission/Objectives
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

The CYCLE of Planning

Analysis of Opportunities

Identity Aim

Explore Options

Selection of the Best Option

Feedback
Detailed Planning
Plan Evaluation

Plan Implementation

Closure of Plan
Stage 1 Analysis of Opportunities
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The first thing to do is to spot what needs to be done. You will crystallize this into a
formal aim at the next stage process.

There are a number of techniques that will help you to do this;

SWOT Analysis:
This is a formal analysis that determines Strengths, Weaknesses, Opportunities and
Threats of your plan.

RISK Analysis:
This helps you to spot the project risks, weaknesses in your organization or operation,
and identify the risks to which you are exposed. From this you can plan to neutralize some risks.

Understanding Pressures for Change:

Alternatively, other people (for example clients or customer) may be pressing you to
change the way you do things. Alternatively, your environment may be changing, and you may
need to anticipate or respond to this. Pressures may arise from changes in the economy, new
legislation, competition, changes in people’s attitude, new technologies, or changes in
government.

Stage 2 Identifying the Aim of Plan

Once you have completed the real analysis of the opportunities for change, the next step
is to decide precisely what the aim of your plan. Deciding and defining an aim sharpens the focus
of the plan, and helps you to avoid wasting effort on irrelevant side issues.

Stage 3 Exploring Options

By this stage you should know where you are and what you want to do. The next thing to
do is to work out to do it.
At this stage it is best to spend a little time generating as many options as possible, even
though it is tempting just to grasp the first idea that comes to mind. By taking a little time to
generate as many ideas as possible you may come up with less obvious but better solutions. Just
as likely you may improve your best ideas with parts of other ideas.

Stage 4 Selecting the Best Option

Once you have explored the options available, it is time to decide which one to use. If
you have the time and resources available, then you might decide to evaluate all options,
carrying out detailed planning, costing, risk assessment, etc. for each.

Stage 5 Detailed Planning

By time you start detailed planning; you should have a good picture of where you are,
what you want to achieve and the range of options available to you. You may well have selected
one of the options as the most likely yield the best result.

Detailed planning is the process of working out the most efficient and effective way of
achieving the aim that you have defines. It is the process of determining who will do the WHAT,
WHEN, WHRE, HOW and WHY, and at what cost.
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While you are concentrating on the actions that need to be performed, ensure that you
also think about the control mechanism that you will need to monitor the performance. These
will include the activities such as reporting, quality assurance, cost control etc. that are needed to
spot and correct any deviations from the plan.

Stage 6 Evaluations of the Plan and Its Impact

Once you have work out the details of your plan, the next stage is to review it to decide
whether it is worth implementing. Here you must be objective – however much work you have
carried out to reach this stage, the plan may still not be worth implementing. This is frustrating
after the hard work of detailed planning. It is, however, much better to find this out now than
when you have invested time, resources and personal standing in the success of the plan.
Evaluating the plan now gives you the opportunity to either investigate other options that might
be more successful, or to accept that no plan is needed or should be carried out.

Stage 7 Implementing Change

Once you have completed your plan and decided that it will work satisfactorily, it is time
to implement it. Your plan will explain how, or it should also detail the controls that you will use
to monitor the execution of the plan.

Stage 8 Closing the Plan

Once you complete or achieved the plan, you can close the project. At this point it is
often worth carrying out an evaluation of the project to see whether there are any lessons that
you can learn. This should include evaluation (Feedback) of your project or action planning to
see if this could be improves.

Types of Planning in General

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

2. 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.

3. Visionary Plans are essential statements that identify the role of the organization in the
community and the future condition or state to which the department or organization can inspire.
A vision may also include a statement of values to be used to guide the decision making process
in the department or organization.

4. Strategic Plans are design 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).
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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 1) personal needs, 2) population trends, 3)
technological innovations, 4) economic trends and demands, 5) current crime problems, and 6)
community attitudes.

5. Operational Plans the preparation and development of procedures and techniques in

accomplishing each of the primary task and functions of an organization.

6. Contingency Plans – is need – based and is formulated when the need for change arises or
during the occurrence of any unexpected circumstances. plan used in event like natural disaster
like storms, transportation disasters like commercial aircraft crash, public events and civil
disorder like riotous attack and miscellaneous events like aircraft high jacking.

“Actions without planning are the cause of all failure”. –Alec Mackenzie
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POLICE PLANNING

ii. Police and Organizational Planning

Police Planning – Is the systematic and orderly determination of facts and events as basis
formulation and decision affecting law enforcement and police works.
- Is an attempt of police administration to allocate anticipated resources to meet
anticipated service demand.

“By failing to prepare, you are preparing to fail”. – Benjamin Franklin

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.

Kinds of Police Planning

1. Policy or Procedural Plan

Standard operating procedure shall be planned to guide members in routine and field
operations. And in some special operations in accordance with following procedures:

a. Field Procedures – This procedures intended to be used in all situations of all kinds
shall be outlined as a guide to officers and men in the field.

b. Headquarters Procedures – To be included in these procedures are the duties of the

dispatchers, jailers and other personnel concerned which may be reflected in the duty manual.

c. Special Operating Procedures – Included are the operation of the special units charged
with investigation, dissemination of information about wanted person, inspection and the like.

2. Tactical Planning
- This procedures for coping with the specific situations at known locations. Included in
this categories are plan on dealing with attack against building with alarm system and attack
against police headquarters by lawless elements.
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- Commonly agreed timeline for this type of plans is less than one (1) year.
- This usually done at the ground level of the organization.

3. Operational Plans

- These are plans for operations of special divisions like the patrol, detective, traffic, fire
and juvenile control divisions. Operational plans shall be prepared to accomplish each of the
primary police tasks.

- Plans for operations of special division consist of two types, namely; (1) those designed
to meet everyday, year round needs, which are the regular operating program of the division; and
(2) those designed to meet unusual needs, the result of intermittent and usually unexpected
variations in activities that demand their attention.

Regular Operating Programs – These operating divisions/units shall have specific plans
to meet current needs. The man power shall be distributed throughout the hours of operation and
throughout the area of jurisdiction in proportion to need. Assignments schedules shall be
prepared that integrate such factors as relief days, lunch periods, hours, nature, and location of
regular work. Plans shall assure suitable supervision, which become difficult when the regular
assignment is integrated to deal with this short time periodic needs.

Meeting Unusual Needs – The unusual need may arise in any field office of police
activity and is nearly always met in the detective, vice, and juvenile divisions by temporary
readjustment of regular assignment.

4. Management Plan

This involve management concerns, plans that focuses on mapping out in advance all
operations involved in the organization management or personnel and material and in the
procurement and disbursement of money such as the following:

a. Budget Planning
b. Accounting Procedures
c. Specification and Purchasing Procedures
d. Personnel
e. Organization

3. Extra- Office Plan

The active interest and participation of individual citizen is so vital to the success of the
police programs that the police shall continuously seek to motivate, promote, and maintain an
active public concern in its affairs. Plans shall be made to organize the community to assist in the
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accomplishment of police objectives by coordinating the community, promoting public support

and in combating organized crime.

“ Planning is the foundation of success”. – Anonymous

Classification of Police Planning

a. According to Coverage

1. Local Plan
2. Regional Plan
3. National Plan
4. International Plan

b. According to Time

1. Strategic Planning – are designed to meet the long range, overall goals of the organization.
Long Range Plan - The commonly agreed timeline for these types is more than five (5)
years in duration.
- Commonly done at the executive level.

What is the Strategic Planning Process?

Defining the Mission of the Organization

Develop Mission and Objectives

Assessing Organization Resources, Risk and Opportunities

Forming Strategies

Implementation Strategies

Monitoring and Adapting Strategies Plans

2. Intermediate / Medium Range Planning

- It relates to plans which determine quantity and quality efforts and accomplishments. It
refers to the process of determining the contribution on efforts that can make or provide allocate
resources:

Example: 6 MASTER PLAN

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a. Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)

b. Masters Plan Sandugo (Support to Internal Security Operations Master Plan)
c. Master Plan Banat (Anti-illegal Drugs Master Plan)
d. Master Plan Sang-ingat (Security Operation Master Plan)
e. Master Plan Saklolo (Disaster Management Master Plan)
f. Sangyaman (Protection and Preservation of Environment, Cultural Properties, and
Natural Resources Master Plan)

- The timeline is between one (1) to three (3) years

3. Operational Planning / Short Range Plan

- Refers to the production of plans, which determine the schedule of special activity.
- Usually applicable from one (1) week or less than a year duration.
- Plan that addresses immediate need which are specific and how it can be accomplished
on time with available allocated resources.
- The preparation and development of procedures and techniques in accomplishing of
each of the primary task and function.
- Accomplished by first level supervisor (supervisory level).

Example of OPLANS
a. Oplan Jumbo – Aviation Security Group Strategic Plan - against terrorist attacks
b. Oplan Salikop – Criminal Investigation and Detection Group (CIDG) – strategic plan
against organized crime groups.
c. Oplan Disiplina – Apprehension of unlawfully attached gadgets or materials vehicles
and rendering various forms of motorists.
d. Oplan Bantay Dalampasigan – this focuses on water and sea borne security patrol.

c. Characteristics of GOOD Police Plan

1. With clear defined goals and objectives.

2. Simplicity, directness and clarity.
3. Flexibility.
4. Possibility of attainment.
5. Must provide standards of operations.
6. Economy in terms of resources needed in implementation.

d. Approaches in Police Planning

1. Synoptic Approach / National Comprehensive Approach

Is the dominant, traditional way of planning. 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 enforcements.

Steps in Synoptic Planning

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 Prepare 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

 Develop projections and consider alternative future states
 Identify and analyze problems
 Set goals
 Identify alternative course of action

There are three (3) techniques to select alternatives;

1. Strategic Analysis - Includes the study of on the courses of actions;

a. Suitability each course action is evaluated in accordance with general
policeies, rules and laws.
b. Feasibility these include appraisal of the effects of a number of factors
weighed separately and together.
c. Acceptability those suiutable and feasible are then analyze in
acceptability studies.

2. Cost –effectiveness Analysis – This technique is sometimes called cost-

benefit or cost performance analysis. The purpose of this form of selection is that
the alternative chosen should maximize the ration of benefit than cost.

3. Must – Wants Analysis – This method of selecting preferred course of action

combines the strengths of both strategic and cost effectiveness analysis. This
analysis concerned with both subjective weights and the objectives weights of
cost versus benefits.

 Plan and carryout implementation

 Monitor and evaluate the progress
 Summation of the synoptic planning approach
 Repeat the Planning Process

2. Incremental Approach
This approach concludes 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
adjustment over time.

3. Transactive Approach
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This carried out in face-to-face interaction with the people who are be affected by the
plan and not just an anonymous target community of beneficiaries. A techniques include field
surveys and interpersonal dialogue marked by a process of mutual learning.

4. Advocacy Approach
Beneficial aspects of this approach include a greater sensitivity to the unintended and
negative side effects plans.

5. Radical Approach
The first mainstream involves collective actions to achieve concrete result 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.

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 by plan or plan affecting these practices, beliefs and norms of society.

6. Physical Facilities – Refers to machinery, instruments 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 – Available sources and basis of good decision-making by
the makers of the plan may be properly obtained through research and other means of
information gathering technique.