3. LEARNING OBJECTIVES: AFTER READING THIS CHAPTER, THE READER IS
EXPECTED TO BE ABLE TO:
1. Define the words, principles and concepts related to planning;
2. Explain the principles, elements, and fundamentals of planning;
3. Enumerate and differentiate the different planning approaches;
4. Classify and analyze the different types of Law Enforcement Doctrines and Law
Enforcement Manuals;
5. Evaluate the different strategic plans and police plans of the agency;
6. Distinguish the different parts of Law Enforcement Plans; and
7. Create a sample alternative planning model by following the steps, tools and
guides presented.
4. I. IMPORTANT TERMS TO REMEMBER
A. LAW ENFORCEMENT
It is the action taken by some government
officials who work in an organization manner to uphold
the law by identifying, deterring, treating, or punishing
those who defy the rules and laws governing the society.
This applies to the legal and penitentiary institutions as
well as the police.
5. B. PLANNING
Planning is making decisions on
what to do, how to accomplish it,
who will execute it, and when and
where to execute it.
6. C. PLAN
A plan is a written document that
outlines the assets (people, money, and
time), backup plans, and steps needed to
accomplish a specific objective.
7. D. LAW ENFORCEMENT PLANNING
It is the act of administrators making an effort to
deploy projected resources to fulfill anticipated service
demand through law enforcement planning. It is the
methodical and organized determination of facts and
events used as the foundation for decision-making and
policy formation that affects law enforcement
management.
8. E. ELEMENTS OF PLANNING
1. A goal: What do you want to attain?
2. Course of action: How would you reach your goal?
3. Implementing group: Who is tasked to do the
actions?
4. Resources needed: What is needed to accomplish
the task?
9. F. FUNDAMENTALS OF PLANNING
Planning is a forward-looking, goal-oriented
practice. It reduces risk and uncertainty, gives people a
sense of direction, offers rules for making decisions, and
improves organizational and operational effectiveness. It
entails looking ahead and connecting the happenings of
today with the potential of tomorrow. As a result, it
ought to follow the basic principles of planning.
10. 1. KNOW YOUR SITUATION
What issues do you have? What resources do you
have to improve your circumstances? What brought you
to this point? Analyze the situation you are in now.
Know your officials. Examine the population makeup of
the area. Examine the past reports from your forebears.
Consult the populace and your own police officers.
11. 2. KNOW WHAT YOU WANT TO DO
What is your aim or purpose?
Plan out how, where, and when your tasks
will be completed before you begin. You
can better manage your energy and
resources as a result.
12. 3. BREAKDOWN YOUR GOALS INTO
SMALLER TASKS
Take the necessary actions to reach
your goal. The completion of tiny linked tasks
leads to the accomplishment of larger goals. Be
aware of the initial step to take.
13. 4. WHAT ARE THE RESOURCES NEEDED?
Decide what needs to be done, what should be done, and
who would be the ideal candidate for the task. Because of the
scarcity of resources, economists will always have a job. Plan to
use your resources as efficiently and effectively as possible.
Make a plan on how to obtain the materials you need. Engage in
"interoperability" with the neighborhood. Work together,
coordinate, and cooperate with the city, municipality, and
barangay leaders. When invited, attend meetings of civic
organizations.
14. 5. ANTICIPATE PROBLEMS OR CHANGING
CONDITIONS
Practice creating scenarios. Think about or fantasize
about your strategy. Be prepared to adjust as the
environment changes. Be prepared to face any opposition
to the strategy. Organize believers behind your initiative to
spread enthusiasm among others. Talk about the situation
with your non-uniformed staff and non-commissioned
officers.
15. 6. IMPLEMENT YOUR PLAN
Your plan will always be
subjected to criticism. They must perform
this. Implement your plan after doing your
best to make it.
16. 7. MONITOR THE RESULTS
Evaluate how well your plan is working. Learn
about the challenges and issues that the assigned
resources faced. Talk about how to overcome
obstacles with your group of friends. Conduct
perception studies and get opinions from the
business community, the church, and the media.
17. 8. EVALUATE THE PLAN
The sets of success criteria or indications of success are a
component of the plan. Are you satisfied with the results
thus far? Do you need to make any changes to your plan's
specifics? Avoid making significant changes to your plan.
Only alter when absolutely necessary. Assess the effects
using metrics such as crime decrease, effectiveness of crime
solutions, input from the public, the media, and
implementers.
18. 9. DOCUMENT THE EXPERIENCE
Record everything that occurs. Record key
occurrences in a journal. Describe everything related
to the plan in writing. The knowledge you gain will
help you instruct others on what to do and what not to
do. Include your write-up in the executive briefs and
special reports that you will send to higher offices.
19. 10. REPORT YOUR EXPERIENCE
Inform your peers and supervisors
about your experience. Let them evaluate your
strategy or your approach. Take note of these. If
you have the opportunity, present your proposal
during command conferences, meetings with
local officials, and even corporate organizations.
20. G. CHARACTERISTICS OF PLANNING
1. It entails future-focused thinking. It is a planned course of action.
2. It is not merely contemplating about the future but also taking action
on it.
3. It is making decisions that entails evaluating each one and picking the
best ones.
4. It involves structure. Making a workable commitment entails
organizing action plans around it.
5. It is a structured process for generating and articulating results in the
form of a coordinated set of choices.
21. II. PLANNING APPROACHES
The planning processes use a range of
strategies. Each one is distinct and can be
seen as a way to operationalize long-term
planning. Planning can often be divided
into five main categories, which are:
22. A. SYNOPTIC METHOD
Synoptic planning, often known
as the rational comprehensive approach, is
the traditional method for planning. The
majority of other planning strategies have
as their foundation this approach.
23. B. INCREMENTAL METHOD
Incrementalism claims that long-term planning is
not only fundamentally harmful but also difficult. When
difficulties are lumped together and are deemed to be
too difficult to fix, but when they are approached one at
a time and broken down into progressive adjustment
over time, they are perceived as being more manageable.
24. C. TRANSACTIVE METHOD
Transactive planning involves direct
communication with those who will be impacted
by the plan, providing an understanding of the
beneficiaries. Techniques include interpersonal
conversations with a focus on mutual learning
and field surveys.
25. D. ADVOCACY METHOD
This strategy has
advantages, including a greater sensitivity
to the unforeseen and detrimental
repercussions of plans.
26. E. RADICAL METHOD
The first mainstream involves group efforts to
produce tangible outcomes right away. The second
mainstream is the concept of large-scale social
processes for permeating all facets of social and
economic life and for interpreting how social
problems are structured and developed through time.
27. III. ALTERNATIVE PLANNING STRATEGIES
Strategic options are various courses of
action that an organization might at some point
take. These options are eventually essential to an
organization’s success. They are affected by
outside forces over which the organization has
only a limited amount of control.
31. IV. METHODS OF PLANNING
Procedures detail the various steps that must be
completed to carry out a certain activity, whereas
methods describe how a specific step in a procedure is
to be carried out. Depending on the type and extent,
planning consists of various distinct plans. It falls
under the following categories:
34. C. TOP-DOWN POLICY AND BOTTOM-
UP PLANNING AND IMPLEMENTATION.
The development of planning
guidelines and the creation and
implementation of the plan at all levels.
35. V. LAW ENFORCEMENT PLANNING
CONSIDERATIONS
Planning should provide a decision maker with enough
data and information to allow him or her to choose among
the possibilities put forth by the planners. A decision maker
can only do this if he or she is fully aware of all the relevant
factors. These factors should be taken into account while
determining whether each course of action complies with the
organization's current policies and procedures.
36. A. DOCTRINES
It is a collection of core values
and ideas that have been approved by the
government that serve to direct an
organization in the service of a given goal.
37. 1. Fundamental Doctrine
It outlines the fundamental guidelines, rules, and
foundations for the PNP's organization, management,
and planning in support of its vision, purpose, and
strategic action plan for achieving national goals.
TYPES OF LAW ENFORCEMENT DOCTRINES
38. 2. Ethical Doctrine
It contains the essential
principles driving the PNP's moral
standards, attitude, and behavior.
39. 3. Functional Doctrine
This offers direction for the PNP's
specialized operations in the general area of
interest, including personnel, intelligence,
operations, logistics, planning, etc.
41. B. LAW ENFORCEMENT MANUALS
1. Operational Manual
It consists of guidelines and norms for the basic
security operational mission of crime prevention and
solution, law enforcement, public safety, and security as
it relates to the planning, organization, deployment, and
employment of PNP troops.
42. 2. Administrative Manual
It gives instructions on how to carry out the
PNP's general administrative duties or tasks. It
establishes the standards, formats, or broad
norms that must be adhered to when carrying
out cyclical or iterative administrative duties.
43. 3. Functional Manual or Administrative
and Operations Manual (AOM)
- It gives direction for each unit's
routine administrative and operational
tasks relevant to its area of interest.
44. 4. Complementary Manual
This document is created collaboratively
by two or more bureaus, agencies, or
organizations to carry out a specific task.
Public safety and peace and order.
45. VI. CLASSIFICATION OF LAW ENFORCEMENT
PLANS ACCORDING TO FOCUS
Strategic, operational, tactical, and
contingency plans are some of the
overlapping and interconnected parts
or stages that make up planning.
46. A.STRATEGIC PLANS
Strategic plans are comprehensive, integrated
long term plans designed to make sure a company
achieves its goal and mission. its execution calls on
the effort of individuals at various levels across the
entire company. The effects do not manifest right
away.
47. IN THE CONDUCT OF STRATEGIC PLANNING; THE
FOLLOWING WILL BE PERFORMED.
1. ENVIRONMENT ANALYSIS
Its is the assessment of external factors;
physical environment, geographical
location and social climate in order to cope
with the rapid changes in the environment.
48. 2. ORGANIZATION AUDIT
It is the assessment of the organization's
capability to adequately respond with the
increasing demands of its constituents. This would
enable the organizations to maximize its
opportunities and neutralize the existing threats.
49. 3. STRATEGIES
Its is the major course of action that an
organization takes to achieve its goals taking
into consideration the opportunities the
organization's may exploit, and the threats it
must address.
50. 4. STRATEGIC ALTERNATIVES
It is the set of strategic
option from which an organization
can derive their preferred choice.
