ACTION PLANNING SYSTEMS

AND DESIGNS (with template and

output presentation)
ACTION PLANNING SYSTEMS AND
DESIGNS
Part 1
 DESIGN THINKING
• design thinking taps into capacities we all have but that are
overlooked by more conventional problem-solving practices
• the process itself is also deeply human.
• It relies on our ability to be intuitive, to recognize patterns, to
construct ideas that have emotional meaning as well as being
functional, and to express ourselves in media other than words or
symbols.
 DESIGN THINKING
• can be understood as an iterative procedure in which problem-solvers endeavor to
recognize the requirements of the clients/users, challenge their suppositions, and
reclassify the current problem to recognize different methodologies and solutions
that probably won’t be evident with their basic level of comprehension.
• Design thinking is both an ideology and a process that seeks to solve complex
problems in a user-centric way. It focuses on achieving practical results and
solutions that are:
• Technically feasible: They can be developed into functional products or processes;
• Economically viable: The business can afford to implement them;
• Desirable for the user: They meet a real human need.
 DESIGN THINKING
• The ideology behind design thinking states that, in order to
come up with innovative solutions, one must adopt a designer’s
mindset and approach the problem from the user’s perspective.
At the same time, design thinking is all about getting hands-on;
the aim is to turn your ideas into tangible, testable products or
processes as quickly as possible.
• The design thinking process outlines a series of steps that bring
this ideology to life—starting with building empathy for the user,
right through to coming up with ideas and turning them into
prototypes.
 DESIGN THINKING
• Three spaces: inspiration, ideation, and implementation.
• Think of inspiration as the problem or opportunity that
motivates the search for solutions; ideation as the process of
generating, developing, and testing ideas; and implementation
as the path that leads from the project stage into people’s lives.
 DESIGN THINKING- Inspiration
• begins with the inspiration space—the problem or opportunity
that motivates people to search for solutions.
• It gives the project team a framework from which to begin,
benchmarks by which they can measure progress, and a set of
objectives to be realized.
 DESIGN THINKING- Ideation
• The second space of the design thinking process is ideation.
• It goes through a process of synthesis in which they distill what
they saw and heard into insights that can lead to solutions or
opportunities for change.
• This approach helps multiply options to create choices and
different insights about human behavior. These might be
alternative visions, ways of creating interactive experiences or
testing competing ideas
 DESIGN THINKING-Implementation
• The third space of the design thinking process is implementation,
when the best ideas generated during ideation are turned into a
concrete, fully conceived action plan.
• At the core of the implementation process is prototyping, turning
ideas into reality and services that are then tested, iterated, and
refined.
 Impediments to adopting design thinking in an
organization.
• One of the biggest impediments to adopting design thinking is
simply fear of failure.
• The notion that there is nothing wrong with experimentation or
failure, as long as they happen early and act as a source of
learning, can be difficult to accept
 Design Thinking and Knowledge Management
in Police Work
 The first type of knowledge is explicit knowledge, which is used
as guidance for police actions and decision making.
 Explicit knowledge is captured in the form of documents (e.g.
doctrines, police general orders, standard operating procedures)
that have been verified and ascertained to be of value to police
officers.
 Design Thinking and Knowledge Management
in Police Work
• Second type is implicit or tacit knowledge; the competence,
experience and skill of police officers.
• Tacit knowledge is usually dynamic and fast changing as compared
with documented knowledge.
• Documented or explicit knowledge is normally kept as routine
records in official police documents. Examples of such
documented information include crime threats, crime trends and
statistics, criminal records and situational information pertaining to
the incident or crisis at hand.
 Challenges and complexities in regard to police
knowledge sharing
1. Fragmented, bureaucratic institutional forms can stifle the flow
of information around police services, and sub-groups (e.g.
frontline patrol officers) can be disinclined to share information
with other sub-groups (e.g. detectives).
 Challenges and complexities in regard to police
knowledge sharing
2. The introduction of new technologies over the years from two-
way radio to computerised record systems, surveillance technologies
and mobile computing solutions are continuing to transform
policing.
Although assumed to improve productivity and efficiency, there
are indications that technologies can reduce officers’ time spent on
street-level activities.
 Challenges and complexities in regard to police
knowledge sharing
3. Increasing knowledge linkages between police and non-police
organisations when dealing with crime and security issues.
• Arguments have been made for expanding surveillance networks
where police organisations are able to access records from
insurance, educational, financial and telecommunications
institutions and sometimes vice versa.
• Global trends are also showing a change in the governance of
policing, with non-police organisations increasingly taking over
security roles.
 Challenges and complexities in regard to police
knowledge sharing
4. The conception that we are moving towards a society where there
is greater assessment and management of risk and hence where
there is much greater collation and dissemination of data on
individuals.
 Challenges and complexities in regard to police
knowledge sharing
5. An increasing movement towards transnational policing where
international bodies (e.g. Interpol, Europol) co-ordinate operations
across sovereign borders, or where police organisations in different
countries directly work with each other to build an integrated
understanding of security issues.
 Challenges and complexities in regard to police
knowledge sharing
6. lack of knowledge regarding policy content and the economic,
political and ideological contexts in which they originate can
influence the success of policy transfer from one domain to
another.
PART II
 ACTION PLAN
• it’s a proposed strategy or course or action.
• it’s a document that lists the steps needed to achieve a goal.
• It clarifies what resources you’ll need to reach that goal,  makes a
timeline for the tasks to get to get and determines what team
members you’ll need to do it all.
• an action plan is a document that documents the project.
ACTION PLANNING APPROACHES
 ACTION PLAN
Each action step or change to be sought should include the following
information:
1. What actions or changes will occur
2. Who will carry out these changes
3. By when they will take place, and for how long
4. What resources (i.e., money, staff) are needed to carry out these
changes
5 Communication (who should know what?)
 WHAT ARE THE CRITERIA FOR A GOOD
ACTION PLAN?
Is the action plan:
• Complete? Does it list all the action steps or changes to be
sought in all relevant parts of the community (e.g., schools,
business, government, faith community)?
• Clear? Is it apparent who will do what by when?
• Current? Does the action plan reflect the current work? Does it
anticipate newly emerging opportunities and barriers?
 WHEN SHOULD YOU CREATE AN ACTION
PLAN?
• Ideally, an action plan should be developed within the first six
months to one year of the start of an organization.
• It is developed after you have determined the vision, mission,
objectives, and strategies of your group. If you develop an action
plan when you are ready to start getting things done, it will give
you a blueprint for running your organization or initiative.
• an action plan is always a work in progress
INSTITUTIONAL ACTION PLAN IN
POLICE ORGANIZATION
INSTITUTIONAL ACTION
PLAN IN POLICE
ORGANIZATION
To have an integrated and
unified understanding on how
the PNP intends to attain a
drug-free and corruption-free
organization, the Focus
Directives were thematically
clustered into five (5) Focus
Thrusts
 INSTITUTIONAL ACTION PLAN IN POLICE
ORGANIZATION
Fundamental in writing the
new narrative of the PNP
are the five Focus Thrusts,
namely: Optimize
Utilization of Resources,
Empower Individual and
Unit Service Reputation,
Empower Human Resource,
Institutionalize
Organizational Reforms,
and Provide Effective
Public Service.
 ACTION PLANS IN PNP- DESIGN AND
PROCESS
1. PNP Internal Cleansing Program
• A corruption-free PNP is the battle cry of this New Narrative
thereby an Enhanced Revitalized Internal Cleansing Program
was launched ensuing a holistic approach which covers Punitive,
Restorative and Preventive aspects.
PNP Internal Cleansing Program
ACTION PLANS IN PNP-
DESIGN AND PROCESS
2. Revitalized Physical
Conditioning and Combat
Sports
To achieve a sound body and
mind, the Revitalized Physical
Conditioning was likewise
introduced. The program seeks to
promote a healthy lifestyle
among PNP personnel for them
to attain good physical fitness,
necessary for combat readiness
and high level performance.
3. S.M.A.R.T. Policing
• The PNP ICT Master Plan also known as the PNP Digital Transformation
Roadmap or PNP S.M.A.R.T. Policing was crafted to serve as a guide in
harmonizing the use of technology towards the realization of Secured, Mobile,
AI-driven, and Real Time policing.
• The Online Communication Imaging and Monitoring System (OLCIMS) is
now being utilized by the PNP Command Group, D-Staff, P-Staff and NSUs
(Crame-based) where details of the documents are encoded, scanned and
uploaded by originating office/unit. OLCIMS enables to track documents of draft
communications, reduction of printing cost and processing time, audit trail on
changes made, maintenance of draft versions, and generates statistics
• The PNP Logistics Data Information and Management System (PNP
LDIMS) was also developed to establish a unified, reliable and real-time central
database of comprehensive information on all PNP equipment and assets; provide
effective and efficient logistical services and administrative support to the PNP.
ACTION PLANS IN PNP-
DESIGN AND PROCESS
4. Quality Management System
ISO Certification
In the effort to ensure quality
management of systems and
procedures, eight (8) PNP core
processes were already ISO
Certified, 18 are undergoing the
certification process while nine (9)
are targeted for 2020.
 PARTS OF AN ACTION PLAN
Step 1: Define the Problem(s)
• Evaluate the situation. Have all possibilities been considered?
• In this stage, explore all possibilities, ask all involved or
interested individuals for their input into identifying the
problem.
• Is there just one problem or are there more?
 PARTS OF AN ACTION PLAN
Step 2: Collect and Analyze the Data
• Now that we have identified the problem, we collect and analyze
data to prove or disprove the assumption that our problem is a
result of inconsistent ration.
• We analyze the situations by asking questions.
 PARTS OF AN ACTION PLAN
Step 3: Clarify and Prioritize the Problem(s)
• If there is more than one problem, you will need to prioritize the
problems so you can focus on the most important problems first.
• Ask the following questions to help you sort the problems with
the higher priority issues at the top of the list.
 PARTS OF AN ACTION PLAN
Step 4: Write a Goal Statement for Each Solution
setting S.M.A.R.T. goals, or goals that are:
S - Specific
M - Measurable
A - Achievable
R - Relevant
T - Timely
 SMART GOALS
S - SPECIFIC
• Specific goals are clear and focused, not broad, ambiguous, or
general. Specific goals provide specific information on the
behaviors that are associated with the goal.
• These goals indicate who will do what, when and how .
 SMART GOALS
M - MEASURABLE
• Measurable goals provide a measurable indicator of success,
so that it becomes easy to monitor progress and determine
when success has been attained.
• Measurements of success may be quantified with numbers or a
simple yes/no determination.
 SMART GOALS
A - ACHIEVABLE
• Achievable goals are realistic, and well within the abilities,
responsibilities and resources of the management and staff.
• This does not mean that goals must be easy to achieve.
• Every effort should be made to reach a higher level of
performance.
 SMART GOALS
R - RELEVANT
• A relevant goal is appropriate to a person who will be
attempting to achieve it and to the overall goals and
objectives of the farm.
 SMART GOALS
T - TIMELY
• The attainment of a goal should not be open-ended, but set for
a specific time.
• As much as possible, the exact date the goal is to be achieved
should be determined.
• When a goal has a deadline, it provides a measurable point and
speeds progress toward critical goals.
 PARTS OF AN ACTION PLAN
Step 5: Implement Solutions - The Action Plan
• Step five is to write an action plan that addresses the problems.
• Based on the goal the action plans answers five questions - What?
When? How? Where? Who?
• Lists Resources
• Lists Potential Barriers
 PARTS OF AN ACTION PLAN
Step 6: Monitor and Evaluate
• design a method for monitoring the outcome.
• The method we select should assess whether the goal and action
plan corrects the problem. In addition, a well-designed monitoring
method will help the team to determine when the action plan needs
to be improved.
• simple spreadsheets or graphs that tell how well the action plan is
working and move on to bigger problems.
 PARTS OF AN ACTION PLAN
Step 7: Restart With a New Problem, or Refine the Old
Problem
• The problem solving steps are cyclical. If the first cycle is
successful the process starts over with a new problem.
• If the same problem persists, there must be refinement, so the
process starts over with refinement of the original problem as
more current data is analyzed.
 EVALUATION ACTION
• Review the key findings, conclusions, and recommendations
systematically.
• Determine and document whether the Mission accepts/supports each
conclusion or recommendation.
• Identify any management or other program actions needed based on the
evaluation findings, conclusions, or recommendations. This may include
changes to strategy, projects, activities, or other planning frameworks.
• Assign responsibility and the time frame for completion of each set of
actions.
• Document the expected actions based on the evaluation, responsibilities,
time frames, and completion of actions in a post-evaluation action plan.”