Professional Documents
Culture Documents
What is a Plan?
A plan is an organize schedule or
sequence by methodical activities intended to
attain a goal and objectives for the
accomplishment of mission or assignment. It is a
method or way of doing something in order to
attain objectives. Plan provides answer to 5Ws
and 1 H.
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.
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
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4
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.
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Synoptic Approaches
Incremental Approach
Transactive Approach
Advocacy Approach
Radical Approach
Primary Doctrines
2.
Secondary Doctrines
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Examples of OPLANS
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Security Classification
Number of Copies and Pages
Name of Headquarters
Plan Title or Name
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
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Mission
Task Allocation
Coordinating Instructions Refers to the manner of
giving alarm or signal when encountering such
problems which needs immediate action
Command Refers to the relationship between
operating personnel or units with that of Police
Headquarters; who to summon for assistance.
Signal Defines communication network, which is to
be used during a particular operation like using
passwords.
Signature
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
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STANDARD OPERATING
PROCEDURES (SOPs)
Standard Operating Procedures or SOPs
are products of police operational planning
adopted by the police organization to
guide the police officer5s in the conduct of
their duties and functions, especially
during field operations.
b.
c.
e.
f.
g.
h.
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n.
o.
DECISION MAKING:
An Essential Element in Planning
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A. External Factors
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Social Instability
Rising Expectation
Professional Ethics
legal Constraints
Dwindling Resources
Political Conflict
Technological change
Situational Variables
No two decisions are exactly the same. There are
simply too many variables. Every police problem that
elicits a decision is unique in terms of its
Nature and Extent
Difficulty
Urgency
Seriousness
Complexity
Solution
Personal Variables
Mental health
Intellectual Capacity
Education and Experience
Values, attitude and perception
Motivation to act
Understanding Disaster
A DISASTER is a sudden, unforeseen,
extraordinary occurrence. It can be considered
as an EMERGENCY but an emergency may not
always be a disaster.
Disaster
(Natural Crisis)
Induced
Catastrophe
(Man-made Crisis)
Commodities:
Identify the type of disaster occurred in the
area
Identify those that could affect your operation
in the area
Determine which scenarios are plausible
Survey your physical facilities and operating
procedures to determine preparedness
Survey surrounding area to determine if there
are operations or facilities near which might
create emergencies.
Commodities:
Establish a liaison with law enforcement
agencies and emergency response groups
Know where to get help, how to get help, and
what help you can expect
Know who currently has authority to make key
decisions with in your organization and who
control access to decision makers in an
emergency
Review emergency procedures, its
completeness and accuracy
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1
The Crisis (Disaster) Management Pyramid
B. Good Personnel
A. Good Shakedowns
Test plans and people
Evaluate and revise plans
Keep an open mind
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
The plan will have to be written based on the findings in Phase
I. the plan can be code title, management will just call for the name
of the plan.
Phase III
Testing the
Plan
Phase IV
Critique the
Plan
Incoming Advisory
Security
Notifies
Decision - - - - Disaster
Action Team
Leader
Assembly at the
Crisis or
Disaster Center
No
Immediate
Action
Team Leader
Notifies
Initial Actions:
Log Created, Family/
Government Contacted,
Press Guidance, Others
Appropriate
Action
3. Communicate
Arrest perpetrators
Isolate the leaders or agitators from the crowd
Show full police force strength
DECISION-MAKING MODELS
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Group Liabilities
Social Pressure
Individual Domination
Groupthink
Disagreement
Conflicting Versus Mutual Interest
Risk Taking
Time Requirements
Brainstorming
1. Sessions should last 40 minutes to an hour
2. Problem to be discussed should not be
revealed before the session
3. The problem should be stated clearly and not
too broadly
4. A small conference table should be used
Personal Characteristics of
Decision Making
Cognitive Nearsightedness
Assumption That the Future will Repeat itself
Oversimplification
Overreliance on Ones Own Experience
Preconceived Notions
Unwillingness to Experiment
Reluctance to Decide