LAW ENFORCEMENT OPERATION AND PLANNING

WITH CRIME MAPPING

ALLY COSA
Police Operational Planning
• 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.

FUNDAMENTALS OF POLICE PLANNING

What are the Objectives of Police Planning?
To increase the chances of success by focusing on results and not so much on the objectives.
To force analytical thinking and evaluation of alternatives for better decisions.
To establish a framework for decision making consistent with the goal of the organization.
To orient people to action instead of reaction.
To modify the day-to-day style of operation to future management.
To provide decision making with flexibility.
To provide basis for measuring original accomplishments or individual performance.
To increase employee and personnel involvement and to improve communication.
• What can be expected in planning?
Improve analysis of problems
Provide better information for decision-making
Help to clarify goals, objectives, priorities
Result is more effective allocation of resources
Improve inter-and intradepartmental cooperation and coordination
Improve the performance of programs
Give the police department a clear sense of direction
Provide the opportunity for greater public support
Increase the commitment of personnel
•What are the characteristics of a good police plan?
With clearly defined Objectives or Goals

Simplicity, Directness and Clarity

Flexibility

Possibility of Attainment

Must provide Standard of Operation

Economy in terms of Resources needed for implementation

•Guidelines in Planning
• The five (5) W’s and one (1) H
What to do – mission/objective

Why to do – reason/philosophy

When to do – date/time

Where to do – place

Who will do – people involve

How to do – strategy
• 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.
• Parts of a Police Operational Plan
Security Classification

Number of Copies and Pages

Name of Headquarters

Plan Title or Name

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.

Situation – General Situation and Specific Situation

• 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:

• 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.

• 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.
• 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.

• 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.
 • 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.
• Assignment:
SAMPLE OF POLICE PLANS and the PNP Programs and Strategies