POLICE OPERATIONAL PLANNING

In this chapter, the basic concepts in

POLICE planning are being discussed to
reinforce the topics in the previous lessons.
This is so because the word PLANNING
became a common terminology in Police
Organizations, in Police Management and
Administration as well as in the other fields
of Criminal Justice.
POLICE ADMINISTRATORS SOMETIMES DO NOT APPRECIATE
THE IMPORTANCE OF PLANNING BECAUSE OF THE PATTERN
OF CAREER DEVELOPMENT. IT IS IRONIC THAT THE PATTERN
OF CAREER DEVELOPMENT FOR TYPICAL POLICE MANAGERS
CARRIES WITH IT SEEDS THAT SOMETIMES BLOSSOM INTO A
NEGATIVE VIEW OF PLANNING. HOWEVER, PLANNING IS
AN INTEGRAL ELEMENT OF GOOD MANAGEMENT AND
GOOD DECISION-MAKING. MANAGEMENT NEEDS TO
ANTICIPATE AND SHAPE EVENTS; IT IS WEAK IF IT MERELY
RESPONDS TO THEM.
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 5W’S 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.”
 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.

• 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.

• Identify alternative course of action – As stated earlier,

alternatives are means by which goals and objectives can be
attained. These are options or possible things to be done in case
the main or original plan is not applicable.
 SELECT PREFERRED ALTERNATIVES – THERE
ARE THREE TECHNIQUES TO SELECT
ALTERNATIVE:
1. Strategic analysis – this include the study on the courses of
actions; suitability studies; feasibility studies; acceptability
studies; and judgment.
• Suitability – each course of action is evaluated in
accordance with general policies, rules and laws.
• Feasibility – these include the appraisal of the effects of a
number of factors weigh separately and together.
• Acceptability – those judged to be suitable and feasible are
then realized 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 ratio of benefit to cost.
3. Must-wants Analysis – This method of selecting a preferred
course of action combines the strengths of both strategic and
cost effectiveness analysis. Must wants analysis is concerned
with both the subjective weights of suitability, feasibility, and
acceptability and the objectives weights of cost versus benefits.
• Plan and carryout implementation – The police administrator must
be aware that the implementation requires a great deal of tact and
skill. It maybe more important how an alternative is introduced to a
police department than what actually is.

• 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.

• Summation of the synoptic planning approach – This can be done by

making a summary of the presentation, could be tabular or other
forms of presentation.

• Repeat the Planning Process – repetition of the process of planning

enables the planner to thresh out possible flaws in the plan.
WHAT IS INCREMENTAL PLANNING?
Incrementalism 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 adjustments over time.

What is Transactive Planning?

Transactive planning is carried out in face-to-face
interaction with the people who are to 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.
What is Advocacy Planning?
Beneficial aspects of this approach include a
greater sensitivity to the unintended and negative side
effects of plans.

What is Radical Planning?

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.
 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.
• 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

The principles of organization are presented in chapter
three. These principles are considered in police planning in
order not to violate them but rather for the effective and efficient
development of police plans.
4. The Four (4) Primal Conditions of the Police
Organization

• Authority – The right to exercise, to decide, and to

command by virtue of rank and position. 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.
• Cooperation or Coordination
• Discipline – It is imposed by command or self-
restraint to insure supportive behavior.
 CLASSIFICATIONS OF POLICE PLAN
According to coverage: Police Plans could be Local
Plans (within police precincts, sub-stations, and
stations), Regional Plans, and National Plans.
According to Time: Police Plans are classified as:

1. Strategic or Long Range Plan – It relates to plan

which are strategic or long range in application and
it determine the organization’s original goals and
strategy.
Example: Police Action Plan on the Strategy
DREAMS and Program P-O-L-I-C-E 2000, Three Point
Agenda, and GLORIA (These are discussed on the
latter part of this Chapter).
2. Intermediate or 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 with allocated
resources.

Example: 6 Masters Plans:

• Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
• Master Plan Sandugo (Support to Internal Security Operations
Master Plan)
• Master Plan Banat (Anti-Illegal Drugs Master Plan)
• Master Plan Sang-ingat (Security Operations Master Plan)
• Master Plan Saklolo (Disaster Management Master Plan)
• Sangyaman (Protection and Preservtion of Environment, Cultural
Properties, and Natural resources Master Plan)
3. Operational or Short Range Planning – Refers to the
productions of plans, which determine the schedule of special
activity and are applicable from one week or less than year
duration. Plan that addresses immediate need which are specific
and how it can be accomplished on time with available allocated
resources.

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.

• Operational Plans are designed to meet the specific

tasks requires to implement strategic plans. There are four
types of operational plan:
1. Standing Plans provide the basic framework for
responding to organizational problems. The
organizational vision and values, strategic statement,
policies, procedures, and rules and regulations are
examples of standing plans. Standing plans also
include guidelines for responding to different types of
incidents; for example, a civil disturbance, hostage
situation, crime in progress, and felony car stops.

2. Functional Plans include the framework for the

operation of the major functional units in the
organization, such as patrol and investigations. It also
includes the design of the structure, how different
functions and units are to relate and coordinate
activities, and how resources are to be allocated.
3. 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 crime in
other communities, a state, or the nation. If the crime
rates were reduced while holding or reducing costs, it
would reflect an improvement not only in
effectiveness but also in departmental productivity.

4. Time-specific Plans are concerned with specific

purpose and conclude when an objective is
accomplished or a problem is solved. Specific police
programs or projects such as drug crackdown, crime
prevention program, and neighborhood clean-up
campaign are good examples of time-specific plans.
 KINDS OF POLICE PLANS
• Policy and Procedural Plans – to properly achieve the
administrative planning responsibility within in the unit, the
Commander shall develop unit plans relating to: (a) policies or
procedure; (b) tactics; (c) operations; (d) extra-office activities;
and (e) management.
Further, standard-operating procedures shall be planned to
guide members in routine and field operations and in some
special operations in accordance with the following procedures:
Field Procedure – Procedures intended to be used in
all situations of all kinds shall be outlined as a guide to officers
and men in the field. Examples o these procedures are those
related to reporting, to dispatching, to raids, arrest, stopping
suspicious persons, receiving complaints, touring beats, and
investigation of crimes. The use of physical force and clubs,
restraining devices, firearms, tear gas and the like shall, in
dealing with groups or individuals, shall also be outlined.
 Headquarters Procedures – Included in these
procedures are the duties of the dispatcher, jailer,
matron, and other personnel concerned which may be
reflected in the duty manual. 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, the
radio teletype, and other similar devices.
Special Operation Procedures – Certain special
operations also necessitate the preparation of
procedures as guides. Included are the operation of the
special unit charged with the searching and preservation
of physical evidence at the crime scenes and accidents,
the control o licenses, dissemination of information
about wanted persons, inspection of the PNP
headquarters, and the like.
• Tactical Plans – These are the procedures for coping with
specific situations at known locations. Included in this category
are plans for dealing with an attack against buildings with alarm
systems and an attack against the PNP headquarters by lawless
elements. Plans shall be likewise be made for blockade and jail
emergencies and for special community events, such as longer
public meetings, athletic contests, parades, religious activities,
carnivals, strikes, demonstrations, and other street affairs.

• Operational Plans – these are plans for the operations of

special divisions like the patrol, detective, traffic, fire and
juvenile divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks. For example, patrol
activities must be planned, the force must be distributed among
the shifts and territorially among beats, in proportion to the
needs of the service, and special details must be planned to
meet unexpected needs. Likewise in the crime prevention and in
traffic, juvenile and
 vice control, campaigns must be planned and
assignments made to assure the accomplishment of the
police purpose in meeting both average and regular needs.
Each division or unit has primary responsibility to plan
operations in its field and also to execute the plans, either
by its own personnel or, as staff agency, by utilizing
members of the other divisions.

Plans for operations of special division consist of two

types, namely: (1) those designed to meet everyday, year-
around needs, which are the regular operating program of
the divisions; and (2) those designed to meet usual needs,
the result of intermittent and usually unexpected variations
in activities that demand their attention.
 Regular Operating Programs – these operating
division/units shall have specific plans to meet current
needs. The manpower shall be distributed 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 usual needs – the usual needs may arise in

any field of police activity and nearly always met in the
detective, vise and juvenile division by temporary
readjustment of regular assignment.
• Extra-office Plans – the active interest and the
participation of individual citizen is also a vital to the
success of the PNP programs that the PNP shall
continuously seek to motivate, promote and maintain an
active public concern in its affairs. These are plans
made to organize the community to assist in the
accomplishment of objectives in the fields of traffic
control, organize crime, and juvenile delinquency
prevention. The organization may be called safety
councils for crime commissions and community councils
for the delinquency prevention. They shall assist
in coordinating community effort, in promoting public
support, and in combating organized crime.
Organization and operating plans for civil defense shall
also be prepared or used in case of emergency or war in
coordination with the office of the Civil Defense.
• Management Plans – Plans of management shall
map out in advance all operations involved in the
organization management of personnel and
material and in procurement and disbursement of
money, such as the following:

Budget Planning – present and future money needs for

personal, equipment and capital investments must be
estimated. Plans for supporting budget request must be
made if needed appropriations are to be obtained.
Accounting Procedures – procedures shall be established
and expenditure reports be provided to assist in making
administrative decisions and holding expenditures within
the appropriations.
Specifications and Purchasing Procedures – Specifications
shall be drawn for equipment and supplies. Purchasing
procedures shall likewise be established to
insure the checking of deliveries against specification of
orders. Plans and specifications shall be drafted for new
building and for modeling old ones.
Personnel – procedures shall be established to assure
the carrying out of personnel programs and the
allocation of personnel among the component
organization units in proportions need.
Organization – a basic organization plan of the
command/unit shall be made and be posted for the
guidance of the force. For the organization to be
meaningful, it shall be accompanied by the duty manual
which shall define relationships between the
component units in terms of specific responsibilities.
The duty manual incorporates rules and regulations and
shall contain the following: definition of terms,
organization of rank, and the like, provided the same
shall not be in conflict with this manual.
STEPS IN POLICE
OPERATIONAL PLANNING
1. Frame of Reference – This shall based on a 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 of the subjects and views of the
police commanders, other government officials, and
other professionals shall be considered.
2. Clarifying the Problems – This calls for the identification
of the problems, understanding both its records and its
possible solution. A situation must exist for which
something must and can be done. For example, an area in
a city or municipality is victimized by a series of robbers.
There is a need for reaching the preliminary decision that
robberies may be reduced in the area, and that the
pattern of operation, in general, is one by which the
police can reduce them.
3. Collecting all Pertinent Facts – No attempt shall be
made to develop a plan until all facts relating to it
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 present personnel shall be gathered.

4. Developing the Facts – After all data have been

gathered, a careful analysis and evaluation shall be
made. These provide the basis from which a plan or
plans are evolved. Only such facts as any have
relevance shall be considered.
5. Developing Alternative Plans – In the initial phases of
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 usually 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 proposal.

7. Selling the Plans – A plan, to be effectively carried

out, must be accepted by persons concerned at the
appropriate level of the plan’s development. For
example, in a robbery case, the patrol division head
may be preparing the plan. At the outset, the
detective chief is concerned and shall be consulted.
As the planning develops, there may be a need it
involve the head of the personnel, records and
communication units and all patrol officers.
8. Arranging for the Execution of the Plan – the
execution of a plan requires the issuance of orders
and directives to units and personnel concern, the
establishment of a schedule, and the provision of
manpower and the equipment for carrying out the
plan. Briefing shall be held and assurance shall be
received that all involved personnel understood when,
how, and what is to be done.
9. Evaluating the Effectiveness of the Plan – The results
of the plan shall be determined. This is necessary in
order to know whether a correct alternative was
chosen, whether the plan was correct, which phase
was poorly implemented, and whether additional
planning may be necessary. Also, the effects of the
executed plan or other operations and on total police
operations shall be determined. Follow-up is the
control factor essential for effective command
management.
 HOW OPERATIONAL PLANS
ARE EXECUTED IN THE PNP?
The plans are made, same shall be put into operation and
the result thereof evaluated accordingly. Operations in the PNP
shall be directed by the police commander to attain the
following objectives: (1) protection of persons and property; (2)
preservation of peace and order; (3) prevention of crimes; (4)
repression of suppression of criminal activities; (5) apprehension
of criminals; (6) enforcement of laws and ordinances and
regulations of conduct; (8) prompt execution of criminal writs
and processes of the courts; and (9) coordination and cooperation
with other law enforcement agencies.

• Prevention of Crimes – This activity requires the members

of the PNP to mingle with the members of the community where
criminal activities originate and bred and criminalistic tendencies
of individuals are motivated to indulge in anti-social behavior;
and seek to minimize the causes of crime. This activity or mission
also requires the individual members of the PNP to understand
the people and the environment in which they live.
• Repression or Suppression of Criminal Activities –
This activity or mission emphasizes the presence of an
adequate patrol system including the continuous effort
toward eliminating or reducing hazards as the principal
means of reducing the opportunities for criminal action.
The saying “the mouse will play while the cat is away”
is equally true in law enforcement and in public safety.
The presence of a policeman in uniform would be
deterred or discouraged the would-be criminal or would-
be offender-regulations. Crime repression means the
elimination of the opportunity that exists on the part of
the would-be criminal to commit a crime.
• Preservation of Peace and Order – This activity or
mission requires the individual members of the PNP to
gain the sympathy of the community to close ranks in
combating crimes and any other anti-social behavior of
the non-conformists of the law and order. The
community, therefore, should be informed through
proper education, of their share and involvement in law
enforcement and public safety.
• Protection of Lives Properties – The responsibilities of the
members of the PNP in providing for the safety and convenience
of the public are analogous with those of the doctor. The doctor
protects life by combating diseases while the PNP promotes
public safety of accidents and in guarding the citizens public
safety by the elimination of hazards of accidents and in guarding
the citizens against the attacks of the bad elements of the
society. The policeman though, has a collateral responsibility in
his obligation to protect life and property – a responsibility that
is fundamental to every duty he performs. The police have the
obligation to preserve the citizen’s constitutional guarantees of
liberty and the pursuit of happiness.
• Enforcement of Laws and Ordinances - these activities
and mission requires the members of the PNP to constructively
integrate or enforce and implement the laws of the land and
city/municipal ordinances without regard to the personal
circumstances of the individual citizens and any other persons
sojourning in the Philippines. This is to provide tranquility among
members of society. These also include the regulations of non-
criminal conduct, specifically to obtain compliance through
education of the public in the dangers inherent in the
disobedience of regulations. This makes use of warnings, either
oral or written, which informs the citizen but not to personalize.
• Apprehension of Criminals – this activity defines
specifically the power of the police as possessed by every
member of the integrated police, as a means to discourage the
would-be offender. The consequence of arrest and prosecution
has a deterrent effect intended to make crime or any unlawful
act less worthwhile. Consequently, apprehension and the
imposition of punishment for the corresponding unlawful act are
committed, lessens repetition by causing suspects to be
incarcerated, and provides an opportunity for reformation of
those convicted by final judgment. This activity also includes the
recovery of stolen property in order to restrain those who are
accessories to the crime and thereby benefiting from the gains of
crime.
• Coordination and Cooperation with other Agencies – This
activity requires the duty of a commander of any unit of the PNP
and its unit subordinates to establish report or good relationship
with other law enforcement agencies of the government.
Through rapport, a police station commander and his
subordinates ma be able to maintain a harmonious working
relationship with other law enforcement agencies of the
government whereby coordination and cooperation between
them maybe established. Coordination is an essential conduct of
command.
• Safeguard Public Health and Morals – This
involves many activities or mission peripheral to
basic law enforcement and public safety. Such as
for instance, sanitation, search and rescue
operations, licensing, inspection of buildings in
order to determine whether or not the
Presidential Decree on fire prevention is strictly
obeyed. This also includes supervising elections,
escorts duties, civic actions, and many other
activities or missions related to law-enforcement
and public safety.
FIELD OPERATIONS: HOW
PLANNING AFFECTS THEM?
Field Operations shall be directed by the police
commander and the subordinate commanders and the
same shall be aimed at the accomplishment of the
following primary tasks more effectively and
economically:
• Patrol – The patrol force shall accomplish the
primary responsibility of safeguarding the community
through the protection of persons and property, the
preservation of the peace, the prevention of crime, the
suppression of criminal activities, the apprehension of
criminals, the enforcement of laws and ordinances and
regulations of conduct, and performing necessary
service and inspections.
• Investigation – The basic purpose of the
investigation division unit shall be to investigate
certain designated crimes and clear them by the
recovery of stolen property and the arrest and
conviction of the perpetrators. To this end, the
investigation division shall supervise the investigation
made by patrolman and undertake additional
investigation as may be necessary of all felonies.
• Traffic Patrol – Police control of streets ort
highways, vehicles, and people shall facilitate the safe
and rapid movement of vehicles and pedestrians. To
this end, the inconvenience, dangers and economic
losses that arise from this moment, congestion,
delays, stopping and parking of vehicles must be
lessened. Control of traffic shall be accomplished in
three (3) ways:
a. Causes of accidents and congestion shall be
discovered, facts gathered and analyzed for this
purpose;

b. Causes shall be remedied; charges shall be made in

physical condition that create hazards, and
legislation shall be enacted to regulated drivers and
pedestrians; and

c. The public shall be educated in the provisions of

traffic and ordinances. Motorists and pedestrians
shall be trained in satisfactory movement habits,
and compliance with regulations shall be obtained
by enforcement. The police shall initiate action and
coordinate the efforts of the agencies that are
concerned in the activities.
• Vice Control – it shall be the determinant of the PNP in
the control of vices to treat vice offenses as they shall do to
any violation, and exert efforts to eliminate them, as there
attempt to eliminate robbery, theft, and public disturbance.
Control of vice, shall be based on law rather than on moral
precepts, and intensive operations shall be directed towards
their elimination. A primary interest in vice control results
from the close coordination between vice and criminal
activities. Constant raids of known vice dens shall be
undertaken.

• Juvenile Delinquency Control – effective crime

control necessitates preventing the development of
individuals as criminals. The police commander shall
recognize a need for preventing crime or correcting
conditions that induce criminality and by rehabilitating the
delinquent.
 STANDARD OPERATING PROCEDURES

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.
 THE FOLLOWING ARE POLICE SECURITY SERVICE
PACKAGE OF THE PNP WITH THE FOLLOWING STANDARD
OPERATING PROCEDURES AND GUIDELINES:

a. SOP #01 – POLICE BEAT PATROL PROCEDURES – This

SOP prescribes the basic procedures to be observed
by all PNP Units and mobile patrol elements in the
conduct of visibility patrols.
b. SOP #02 – BANTAY KALYE – This SOP prescribes the
deployment of 85% of the PNP in the field to increase
police visibility and intensifies anti-crime campaign
nationwide.
c. SOP #03 – SIYASAT – this SOP prescribes the guidelines
in the conduct of inspections to ensure police
visibility.
e. SOP #05 – LIGTAS (ANTI-KIDNAPPING) – with the creation of
the Presidential Anti-organization Crime Task Force (PAOCTF),
the PNP is now in support role in campaign against
kidnapping in terms of personal requirements. SOP #05 sets
forth the PNP’s guidelines in its fight against kidnapping
activities.
f. SOP #06 – ANTI-CARNAPPING – This SOP prescribes the
conduct of an all-out and sustained anti car napping
campaign to stop/minimize car napping activities, neutralize
syndicated car napping groups, identify/prosecute
government personnel involved in car napping activities, and
to effectively address other criminal activities related to car
napping.
g. SOP #07 – ANTI-TERRORISM –this prescribes the operational
guidelines in the conduct of operations against terrorists and
other lawless elements involved in terrorist activities.
h. SOP #08 – JOINT ANTI-BANK ROBBERRY ACTION COMMITTEE
(ANTI-BANK ROBBERY) – this SOP provides overall planning,
integration, orchestration or coordination, and monitoring of
all efforts to ensure the successful implementation.
i. SOP #09 – ANTI-HIJAKING/HIGHWAY ROBBERY – this SOP
sets forth the guidelines and concepts of operations to be
observed in the conduct of anti-highway robbery/hold-
up/hijacking operations.
j. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – this SOP sets
forth the concepts of operations and tasks of all concerned
units in the campaign against Partisan Armed Groups and
loose fire.
k. SOP #11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED
PERSONS) – this SOP sets forth the objectives and concept
of operation tasks of all concerned units in the
neutralization of wanted persons.
l. SOP #12 – ANTI-ILLEGAL GAMBLING – this SOP sets forth the
operational thrusts to be undertaken by the PNP that will
spearhead the fight against all forms of illegal gambling
nationwide
m. SOP #13 – ANTI-SQUATTING – this SOP sets forth the
concept of operation in the campaign against professional
squatters and squatting syndicates.
n. SOP #14 – JERICHO – This SOP prescribes the
operational guidelines to be undertaken by the
National Headquarter (NHQ) of PNP in the
establishment of a quick reaction group that can be
detailed with the office of the Secretary of Interior
and Local Government (SILG), with personnel and
equipment requires of that reaction group supported
by the PNP.
o. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) –
This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearheaded the
fight against prostitution and vagrancy.
p. SOP #16 – ANTI-PORNOGRAPHY – This prescribes the
guidelines to be followed by the tasked PNP
Units/Offices in enforcing the ban on pornographic
pictures, videos and magazines.
q. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST
SEARCH, AND SEIZURE – This SOP prescribes the
procedures and manner of conducting an arrest,
raid, search and/or search of person, search of any
premises and the seizure of properties pursuant to
the 1987 Philippine Constitution, Rules of Court, as
amended and updated decision of the Supreme
Court.
r. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN
MASTER PLAN
s. SOP #19 – ANTI-ILLEGAL LOGGING
t. SOP #20 – ANTI-ILLEGAL FISHING
u. SOP #21 – ANTI-ILLEGAL DRUGS
 SAMPLE OF POLICE PLANS AND THE PNP
PROGRAMS AND STRATEGIES
• The acronym SMART describing the characteristics of a Plan:
S – IMPLE
M – EASURABLE
A – TTAINABLE
R – EALISTIC
T – IME BOUND

• The acronym POLICE 2000 also describes another police plan:

P – REVENTION and suppression of crime through community oriented
policing system
O – ODER, maintenance, peacekeeping and internal security
L – AW enforcement without fear or favor
I - MAGE, credibility and common support
C – OORDINATION with other government agencies and non-
government agencies organizations and internal securities
E – FFICIENCY and effectiveness in the development and management
of human and material resources
• The acronym DREAMS stands for:
D – ISPERSAL of policeman from the headquarters to the
street and enhancement of crime prevention program
R – ESTORATION of trust and confidence of the people on
their police and gain community support
E – LIMINATION of street and neighborhood crimes and
improvement of public safety
A – RREST of all criminal elements common or organized in
coordination with the pillars of the CJS and other law
enforcement agencies
M – APPING up and removal of scalawags from the pole of
ranks
S – TRENGHTENING the management and capability of the
PNP to undertake or support the dreams operations and activities

• The Three Point Agenda known as ICU:

I – NEPT
C – ORRUPT
U – NDISCIPLINE
TO CURB OUT THE ICU, THE PNP SHOULD:
1. Prevent by moral persuasion of inept, corrupt and
the undisciplined police officer.
2. Re-invent the PNP’S system and procedures to
assure everyone a culture of transparency, integrity
and honesty and
3. Rebuilt the police institution into an agency that
can find its distinction in the protection of rights
and not in their violation.
To cure the ICU, the police administrator
have to build Aptitude, Integrity and Discipline.
THE ACRONYM GLORIA STANDS FOR:
G – RAFT free organization
L – EADERSHIP by example
O – NE stop shop mechanism for a faster
police response to complaints and reports
R – ESULT oriented culture in the anti-
criminality effort
I – NVESTMENT climate, which is business
friendly as a result of the peace and order
A – CCOUNTABILITY and ownership of peace
and order campaign