CRI 183 P2 REVIEW NOTES

PLANNING AS A MANAGEMENT FUNCTION

Management is defined as the use of people and other resources to accomplish objectives. This definition is applicable to all
organizational structure, both profit-oriented and non-profit. The process of management is as important to the effective
functioning of any organization.

Management involves in the creation of an environment in which people can most effectively use other resources to reach
stated goals. In involves the implementation of four basic functions which play a role in the operations of all organizations.

Henry Fayol, a French management theorist and practitioner, is credited with identifying these four basic functions of the
managerial process.

Four Basic Functions of Management

1. Planning

2. Organizing

3. Leading

4. Controlling

Planning can be defined as the process by which managers set objectives, assess the future, and develop courses of action
to accomplish these objectives. All managers are involved in planning activities.

Organizing is the process of obtaining and arranging people (staffing) and physical resources to carry out plans and
accomplish organizational objectives. It is a continuing process in any organization.

Leading is a critical activity in all organizations. It can be defined as the act of motivating or causing people to perform
certain tasks intended to achieve specific objectives. It is the art of making things happen.

Controlling can be defined as the continual analysis and measurement of actual operations against the established standards
developed during the planning process.

DEFINITION OF PLANNING

Planning can be defined as the process by which managers set objectives, assess the future, and develop courses of action
designed to accomplish objectives. It also includes determining appropriate objectives and the optimum timetable for
achieving them. It is a continuous function that directs the organization through a change-oriented environment in the
pursuit of established objectives. It also specifies the actions needed to reach these objectives.

Other definitions

 Deciding in advance what is to be done and how it is to be done.

Experiences, good researches and environmental scanning are the basis of good planning. Without planning,
individuals/organizations will not grow and succeed.

 A documented method by which a thing should be done.

For this purpose plans should be written down. Otherwise, there will we no way of establishing what is to be done, who will
do it, when to start doing the task involved, what are you doing or who is doing what. This is what a plan establishes.

 A listing of a course of action by a tasked group or groups; or individuals in order to reach a certain goal.

The plan may be implemented by an individual or groups following a predetermined course of action.

A good example of a plan is the Patrol Plan of police stations.

 Formal act or process of making a plan.

It is writing down what you want to do, how you would do it, and who would help you do the tasks involved to reach a
certain end.

PLANNING AND DECISION MAKING

Decision Making – is a process of identifying options and choosing those courses of actions necessary to perform a given
thanks. It triggers actions designed to keep plans in motion. It is closely linked to planning, since all planning involves
decision making, not all decision making is planning.

Three Special Characteristics of Planning as an Area of Decision Making

1. Planning is anticipatory decision making; managers must decide what to do and how to do it before action is
required.

2. Planning involves a system of decisions; managers should recognize the interconnections between one decision or
sets of decision and other.

3. Planning involves the creation of desired future sets; managers engage in decision making aimed at accomplishing
the objectives of their organization

TYPES OF PLANS

All organizations are involved in plans. These plans vary in degrees of importance, so it is a must for every organization to
develop a method of classifying plans.

Plans can be classified in three dimensions:

 Time

 Use

 Scope or breadth

CATEGORY OF PLANS
CATEGORIES BRIEF DESCRIPTION EXAMPLES

Time
Short Range Covers a time period of 1 year or less Patrol Plan

 Intermediate Range  Covers a time period of between 1 and 5  Construction of PNP Police
years Station
 Long Range  Covers a time period of 5 years above  PNP Modernization Plan
Use
Single-Use Predetermined course of action for PNP Program for
unique, non-recurring situations; includes deployment of PNP
program, projects, budget Personnel to United
Nations Mission in Haiti
 Standing  Predetermined course of action for (MINUSTAH)
repetitive or long term activities,  PNP Camp Defense Plan,
procedures, rules and regulations Patrol Plan
Scope and Breadth
Strategic Establish over-all objectives; position the PNP Transformation
organization in terms of its environment; Program
can be short or long term

 Implementation of activities and resource

  Tactical allocations; typically short term  Anti-Criminality Campaign
Plan (Sandigan)
 Use of quotas, standards, or schedules
for implementing tactical plans  Anti-Kidnapping Plan
 Operational

Two Major Categories of Plans according to use

1. Single Use Plans - predetermined course of action for unique, non- recurring or non-repetitive situations.

Three Basic Types of Single Use Plans

a. Program – large scale, single use plan involving numerous interrelated activities.

b. Project – single use plan that is a constituent part of a program or is on a smaller scale than a program.

c. Budget – financial plan listing the resources or funds assigned to a particular program, product, or division. It is also
considered as single use plan because the process of developing budgets is clearly planning and because budgets take
objectives into account in deciding in advance how to allocate resources among alternative activities. Organizations use the
budget as the basis for planning and coordinating other activities

2. Standing Plans - predetermined course of action for repetitive or long-term activities, procedures, rules and regulations.

Three Categories of Standing Plans

a. Policies – general guidelines for decision making. Many organizations provide parameters within which decision must be
made.

b. Procedures – guides to action that specify in detail the manner in which activities are to be performed.

c. Rules – simplest type of standing plans. They are statement of actions that must be taken or not taken in each situation.
Rules serve as guides to behavior. Although procedures may incorporate rules, rules do not incorporate procedures

What is the difference between Plan ,Project and Program?

A plan, used as a noun, is a course of action created in advance. Thus, one’s business plan would explain the goals and
courses of action a business will take. A project is defined as a temporary activity aimed at achieving specific/narrow
organization objectives. Programs, on the other hand, used as a noun, can refer to a specific, detailed plan, or an
organization activity aimed at achieving broader organization objectives by coordinating a group of projects. Thus, programs
are much wider in scope compared to projects.
 TYPES OF PLAN
1. 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. Reactive or past oriented planning is an active attempt to turn back
the clock to the past. The past, no matter how bad, is preferable to the present. And definitely better than the
future will be. These people seek to undo the change that has created the present, and they fear the future, which
they attempt to prevent.

2. Proactive Plans- are developed in anticipation of problems. Although not all police problems are predictable,
many are. Proactive or creating the future planning involves designing a desired future and then inventing ways
to create that future state. Not only is the future a preferred state, but the organization can actively control the
outcome. Planners actively shape the future, rather than just trying to get ahead of events outside of their control.
The predicted changes of the proactive planner are seen not as absolute constraints, but as obstacles that can be
addressed and overcome.
3. Visionary Plans- are essential statements that identify the role of the police in the community and a future
condition or state to which the department can aspire;

Planning should also be a visionary process, looking at not just what your company is doing now but what it could
do in the future. This is the creative aspect of planning.

Visionary Planning includes:

1. Envisioning the Ultimate Goal
2. Anticipating the Future
3. Growing and Expanding
4. Focusing on Improvement

5. Strategic Plans- are designed to meet the long-range, over-all goals of the organization

Strategic planning is the process of determining overall objectives of the organization and the policies and
strategies adopted to achieve those objective. It is conducted by the top management, which include chief
executive officer, president, vice-presidents, General Manger etc. It is a long range planning and may cover a time
period of up to 10 years.

It basically deals with the total assessment of the organization’s capabilities, its strengths and its weaknesses and
an objective evaluation of the dynamic environment. The planning also determines the direction the company will
be taking in achieving these goals.
5. Operational Plans -are designed to meet the specific tasks required to implement strategic plans.

Operational Plan DOES present highly detailed information specifically to direct people to perform the day-to-day
tasks required in the running the organization. Organization management and staff should frequently refer to the
operational plan in carrying out their everyday work. The Operational Plan provides the what, who, when and how
much:

 what - the strategies and tasks that must be undertaken

 who - the persons who have responsibility of each of the strategies/tasks
 when - the timeline in which strategies/tasks must be completed
 how much - the amount of financial resources provided to complete each strategy/task

Strategic Plan Technologies

1. SWOT TECHNIQUE

Strengths – refer to the elements in the organization which

gave advantage or make it strong and capable of accomplishing
its mission.
Weaknesses – refer to the elements which constraint the
organization from effectively and efficiently attaining its
objective.
Opportunities – refer to the elements which can be tapped to
allow the unit to move forward or progress.
Threats – refer to the elements which pose serious challenges
to the
organization.
2. VISION, MISSION & GOALS (VVMG) STATEMENT

Mission: the organization’s purpose

Vision: the dream or the

aspiration of the
organization

Goals: the desired target

KINDS OF POLICE PLANS

1. POLICY AND PROCEDURAL PLAN- to properly achieve the administrative planning responsibility within the
unit, the Commander shall develop units plan relating to; policies and procedure; tactics and operations.

Policies are also known as the mini-mission statement, that are formulated by the top management, for
serving as guidelines to take quick and rational decision regarding the day to day operational activities of the
company.
Policies affect the internal structure and routine activities of the entity which requires periodic decision making.
They are generally in the form of the concise statement.

Procedures are schedule of activities which needs to be performed, one after the other, in a fixed period, having
a proper beginning and end is known as the procedure. The idea of procedure has been developed to avoid the
overlapping of actions and haphazard manner of performing activities. This saves a lot of time and a proper series
of actions is framed, which will reduce chaos. Procedures are made for the successful completion of a program.
They are made for directing the lower level workers of the organization.

2. TACTICAL PLAN - these are the procedures for coping with specific situations at known locations. Example:
Camp Defense Plan
Tactical plans represent the short-term efforts to achieve the strategic, longer-term goals." When managers
develop tactical plans, they also develop a time line for completion. Each actionable goal puts the organization
closer to meeting its associated strategic goal.

3. OPERATIONAL PLAN- these are plans for operations of special divisions like the patrol, detective and juvenile
control divisions;
An Operational Plan is a highly detailed plan that provides a clear picture of how a team, section or department
will contribute to the achievement of the organization goals. The operational plan maps out the day-to-day tasks
required to run a business and cover.

4. EXTRA-OFFICE PLAN- these are plans made to organize the community to assist in the accomplishment of
objectives in the field of traffic control, organized crime and juvenile delinquency prevention;

5. MANAGEMENT PLAN- Plans of management shall map out in advance all operations involved in the
organization management of personnel and material.
What are the STEPS IN POLICE OPERATIONAL PLANNING
1) Frame of Reference-this shall be based on a careful view of matters relating to the situation for which
plans are being developed.
2) Clarifying the Problems-this calls for the identification of the problems, understanding both its records and
its possible solution;
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 of the suspects;
4) Developing the Facts- after all data have been gathered, a careful analysis and evaluation shall be made;
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;
6) Selecting the most Appropriate Alternatives- 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;
8) Arranging for the Execution of the Plan-the execution of a plan requires the issuance of orders to units
and personnel concern
9) Evaluating the Effectiveness of the Plan- the results of the Plan shall be determined

POLICE PLANNING
The process of combining all aspects of the public safety activity and the realistic anticipation of future
problems.
The analysis of strategy and the correlation of strategy to detail.
The use of rational design or pattern for all the public safety undertakings.
The act of determining policies and guidelines for police activities and operations.
Providing controls and safeguards for such activities and operation in the police forces.
Deciding in advance on what is to done and how it is to be accomplished. It is in essence, preparations for
actions.

FIVE MAJOR APPROACHES IN POLICE PLANNING

SYNOPTIC APPROACH
Also known as the rational comprehensive approach.
It is the dominant approach to planning. Each step is designed to provide managers with a logical course
of action.
The most widely used approach in police management.
Four basic activities:
Prepare to plan
Make a choice between alternatives
Implement the plan
Evacuate the plan
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 beneficiary.
Techniques include:
Filed surveys
Interpersonal dialogue marked by a process of mutual learning
Found in crime detection and prevention programs
Used in determining public opinion of police.
ADVOCACY PLANNING
Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects
of plans.
Developed in the 1960`s based on adversarial procedures found in the legal profession.
Usually associated with defending the interests of the weak against strong.
INCREMENTAL PLANNING
Incrementalism concludes that long range and comprehensive planning are not only too difficult, but
inherently bad.
Is critical of the synoptic planning approach which is rational in nature.
It has a tendency toward centralization and often criticized for “muddling through”
The method of change by which many small policy changes are enacted overtime in order to create a
larger broad based policy change.
RADICAL PLANNING
The first mainstream involves collective actions to achieve concrete results in the immediate future.
Has an ambiguous tradition with two mainstreams:
Collective action to achieve concrete results in the immediate future.
Critical of the large scale process found in that rational comprehensive.

What are the 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. These are options or possible things to be done in case the main or original plan is not applicable.

SMART is an acronym that you can use to guide your goal setting.

Its criteria are commonly attributed to Peter Drucker's Management by Objectives concept. The first
known use of the term occurs in the November 1981 issue of Management Review by George T. Doran. Since
then, Professor Robert S. Rubin (Saint Louis University) wrote about SMART in an article for The Society for
Industrial and Organizational Psychology. He stated that SMART has come to mean different things to different
people, as shown below.

Smart method definition

SPECIFIC Your goal should be clear and specific, otherwise you won't be able to
focus your efforts or feel truly motivated to achieve it. When drafting your
 (simple, sensible, significant)
MEASURABLE
(meaningful, motivating)
ATTAINABLE
(agreed, achievable)
RELEVANT
(reasonable, realistic and resourced, results-
based)
TIME BOUND
(time-based, time limited, time/cost limited,
timely, time-sensitive
CHARACTERISTICS OF A GOOD POLICE PLAN
1) With clearly defined Objectives or Goals
2) Simplicity, Directness and Clarity
3) Flexibility
4) Possibility of Attainment
goal, try to answer the five "W" questions:
What do I want to accomplish?
Why is this goal important?
Who is involved?
Where is it located?
Which resources or limits are involved?
It's important to have measurable goals, so that you can track
your progress and stay motivated. Assessing progress helps
you to stay focused, meet your deadlines, and feel the
excitement of getting closer to achieving your goal.
A measurable goal should address questions such as:
 How much?
 How many?
 How will I know when it is accomplished?
Your goal also needs to be realistic and attainable to be
successful. In other words, it should stretch your abilities but still
remain possible. When you set an achievable goal, you may be
able to identify previously overlooked opportunities or resources
that can bring you closer to it.
An attainable goal will usually answer questions such as:
 How can I accomplish this goal?
 How realistic is the goal, based on other constraints, such as
financial factors?
This step is about ensuring that your goal matters to you, and
that it also aligns with other relevant goals. We all need support
and assistance in achieving our goals, but it's important to retain
control over them. So, make sure that your plans drive everyone
forward, but that you're still responsible for achieving your own
goal.
-A relevant goal can answer "yes" to these questions:
-Does this seem worthwhile?
-Is this the right time?
-Does this match our other efforts/needs?
-Am I the right person to reach this goal?
-Is it applicable in the current socio-economic environment?
Every goal needs a target date, so that you have a deadline to
focus on and something to work toward. This part of the SMART
goal criteria helps to prevent everyday tasks from taking priority
over your longer-term goals.
A time-bound goal will usually answer these questions:
 When?
 What can I do six months from now?
 What can I do six weeks from now?
 What can I do today?
Q1. What are the TOOLS IN MAKING A PLAN?

The S.T.E.P. Analysis

Structure – refers to the elements of organizational set up (command and control/hierarchy) policies and
procedures, the decision making process, communication flow, rewards system and the reporting
relationships.

Task – refers to the elements of assigned jobs, or function of each individual, the performance standards, the
goals and the work flow/processes.

Environment – refers to the external environment which includes socio/political forces, the community,
support groups, science and technology and other concerned agencies. Internal environment includes the
leadership, mission, vision, values and culture.

People – includes the elements of knowledge/skills of the Human Resource, demographics, needs and
expectations, groups, interpersonal relations, and conflicts.

It will best for the planner to make two-or-three-sentence description of each element in S.T.E.P. This will form
a basis of what problem to attack and how.

Q2. What is SARA Model?

The SARA model is the main problem-oriented policing strategy that breaks down problem solving into 4 simple
steps that are easy for police officers to remember and understand.

The model was created in 1987 within the Newport News Police Department by John Eck and William Spelman,
who were researching and experimenting with problem-oriented policing techniques.

SARA stands for scanning, analysis, response, and assessment. Each of these problem-solving steps are
examined in more detail below:

Scanning
This first step requires police to recognize recurring issues and their respective outcomes within their
communities. Police forces must then prioritize these issues and develop goals to resolve the issue at hand.
Officers must then further examine problems within the larger issue.

Analysis
To analyze a problem, police need to identify and understand the causes and entailment of an issue as well as
collect data on the problem. Through research, the analysis step makes officers specify current responses to an
issue, the scope of an issue, resources, and potential reasons for the issue’s occurrence.

Response
The response step enables police to use their research from the analysis step to brainstorm ideas for intervention,
select intervention options, outline plans and objectives, and implement proposed plans.

Assessment
The final step of the SARA model takes place after forces have tried to solve a problem.
Assessment requires police to evaluate the success of their implemented plan and collect data regarding its
outcomes. During this step, police forces also determine whether their initial goals were met and make an effort to
better ensure continued success.