LAW ENFORCEMENT OPERATIONS AND PLANNING WITH

CRIME MAPPING.

12
Considerations in Police
Planning

MARCSON B. REYES RCRIM

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Considerations in Police
Planning
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Considerations in Police Planning

1. Primary Doctrines
Fundamental Doctrines - These are the basic principles in planning, organization and
management of the PNP 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.
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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 fundamenta principles governing

the rules of conduct, attitude, behavior and ethical norm of the PNP.
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3. The Principles of Police Organization
These principles are considered in police planning in order not to violate them but rather for the
effective and efficient development of police plans.
Principles of Police Organization
a. Homogeneity. The work should be apportioned among the various individuals and units
according to some logical plan.
b. Delineation of Responsibility. Lines of authority and responsibility should be made as definite
and direct as possible.
c. Span of Control. There is a limit to the number of subordinates who can be supervised
effectively by one officer, and this limit seldom should be exceeded
d. Unity of Command. Subordinates should be under the direct control of only one supervisor.
e. Delegation of Responsibility. cannot be placed without the delegation of commensurate
authority, and authority should not delegated to a person without holding him/her accountable
for its use.
f. Coordination. The efforts of the organizational units and of their component members must
be coordinated so that all will be directed harmoniou toward the accomplishment of the police
purpose The components thus coordinated will enable the organization to function as a well-
integrated unit
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4. The Four (4) Primal Conditions of the Police Organization

a. Authority - The right to exercise, to decide, and to command by virtue
of rank and position.
b. Doctrine It provides for the organizations objectives. It provides the
various actions. Hence, policies, procedures, rules and regulations of the
organization are based on the statement of doctrines.
c. Cooperation or Coordination
d. Discipline- It is imposed by command or self-restraint to insure
supportive behavior.
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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 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, 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 the plan may be properly obtain through research and other means of information
gathering techniques.
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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
12. 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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Police Planning Approaches:

1. Synoptic Planning or Rational Comprehensive Approach is the
dominant traditional approach in planning. It is also the point of
departure for most of the other planning approaches. This model is
based on the 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.
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Steps in Synoptic Planning

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1. 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
d. How the various actions will interlock with one another
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2. Describe the present situation - planning must have a means for evaluation and
without an accurate beginning database, there is no reference point on which to
formulate success or failure. A primary purpose of planning is in evaluation. Or
comparing "what is" with "what should be."
3. 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.
4. Identify and analyze problems - the discovery of the problems assumes that a
system to monitor and evaluate the current arena is already in 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 be 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.
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5. 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.
6. Identify alternative courses of action-alternatives are means by which goals
and objectives can be attained. They may be policies, strategies or specific
actions aimed at eliminating a problem. Alternatives do not have to be
substitutes for one another or perform other functions. It is important that the
activities that a police department engages in actually contribute to the
achievement of the goals.
7. Means-Ends Analysis - this is one method of trying to ensure that the police
department's programmatic efforts and expenditures do make an appropriate
contribution toward arriving at the desired state. Means- ends analysis
charting is also a very effective method in which alternatives can be identified
in the planning process.
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Three Techniques of Selecting Preferred Alternatives:

a. Strategic analysis-given a set of possible alternatives or courses of
action, the number of alternatives can be reduced in the following
process:
1. Suitability studies each course of action is evaluated in
accordance with general policies, rules and laws.
2. Feasibility studies the retained and suitable alternatives are
subjected to feasibility studies. This includes the appraisal of the
effects of a number of factors weighed separately and together.
3. Acceptability - those judged to be suitable and feasible are then
analyzed in acceptability studies.
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b. Cost-effectiveness analysis - this 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. The concept is based on
economic rationalism: calculations are made scientifically through the collection of
data and the use of models in an attempt to maximize benefits and minimize costs.
It is important to note that each alternative is weighed against a criterion: the rule
or standard by which to rank the alternatives in order desirability. This provides a
means to analyze cost against effectiveness. Unlike strategic analysis, alternatives
are not dismissed from the process but ranked in order of preference.
C. Musts-wants analysis - this combines the strengthsof both strategic and cost-
effectiveness analyses. This is with both the subjective weights of suitability,
feasibility and acceptability as well as the objective weights of costs versus
benefits.
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Musts - are placed at the top of the page. These are conditions that are set by the police chief
and that absolutely have to be met in order for an alternative to continue to be a viable choice.
Failure of any alternative to meet a must condition immediately eliminates it from further
consideration.
Wants-are conditions, performances, characteristics, or features that are desirable but not
absolutely necessary. They are listed below the musts and the corresponding data for each want
are completed for each alternative that was not discarded at the previous step.
Weight-reflect the subjective importance of the want as determined by the police chief. It has a
scale of 1 (lowest) to 10 (highest).
Score is the evaluation of the actual existence of wants by the chief. The score from 1-10 is set
by the chief to reflect an assessment of the subjective or actual existence of the want. The
weight and score are multiplied and summed.
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8. Plan and carry out implementation implementation requires a great deal of tact
and skill. It may be more important "how" an alternative is introduced to a police
department than "what" it actually is. the
9. 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.
10.Summation of the synoptic planning approach. This is done by making a summary
of the presentation in tabular of other forms of presentation.
11. Repeat the planning process. Repetition of the planning process enables the
planner to thresh out possible flaws in the plan.