LAW ENFORCEMENT ADMINISTRATION

COMPILED BY: POLY D. BANAGAN, MS.Crim.

LEA 1: POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE

PLANNING

PART II: POLICE OPERATIONAL PLANNING

POLICE OPERATIONAL PLANNING

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
- initiating action in time to prepare what may be needed to cope with the changing conditions
and contingent events.

OPERATIONAL DEFINITION OF TERMS

Plan - an organize schedule or sequence by methodical activities intended to attain a goal and
objectives for the accomplishments 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 1H questions.

Plan is
• a scheme for achieving objective: a method of doing something that is worked out usually in
some detail before it is begun and that may be written down in some form or simply retained
in memory
• an intention: something that somebody intends or has arranged to do
• a diagram of layout: a drawing or diagram showing the layout, arrangement, or structure of
something

1. Administrative Plans a.k.a. management plans – include formulation of the department’s

mission statement, goals, and policies, the structuring of functions, authority, and
responsibilities; the allocation of resources; personnel management; and other concerns
whose character is prevalent throughout the entire agency. It is usually in the form of General
orders.
2. Procedural Plans – are ordinarily included as part of a police department’s written directive
system, a copy of which is assigned to every officer and is updated periodically. (Ex. Rules
of Engagement/ONE PNP Operational Procedures)
3. Operational Plans – are often called “work plans” and describe specific actions to be taken
by line units (patrol officers, precinct groups, and/or division teams. Work plans are usually
short and terse, giving both direction and time constraints in accomplishing a given task.
4. Tactical Plans – involve planning for emergencies of a specific nature at known locations.
Some tactical plans are developed in anticipation of such emergencies as the taking hostages
at prison or jailbreaks.
5. Planning - the process of preparing for change and coping with uncertainty; formulating
future causes of action; the process of determining the problem of the organization and
coming up with proposed resolutions and finding best solutions.
6. Police Operational Planning - 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 missions.
7. Operational Planning – it is the use of rational design or pattern for all departmental
undertakings rather than relying on chance. It is the preparation and development of
procedures and techniques in accomplishing of each of the primary task and function.
8. Police Planning - it is an attempt by police administration to allocate anticipated resources to
meet anticipated service demands.
9. Objective – it is a specific commitment to achieve a measurable result within a specific
period of time.
10. Goal – it is a general statement of intention and typically with the time horizon. 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.
11. Strategy – is a broad design, method; a major plan of action that needs a large amount of
resources to attain a major goal or objectives.
12. Tactic – it is a specific design, method or course of action to attain a particular objective in
consonance with strategy.
13. Procedure – a sequence of activities to reach a point or to attain what is desired.
14. Policy – a product of prudence or wisdom in the management of human affairs.
15. Policy – is a verbal, written or impied statement that guides decision making
16. Process- is a cluster or series of related projects larger in scope and not necessarily time
limited, systematically designed to achieve certain goals of plan.
17. Program- a homogenous group of activities necessary for the performance of major purpose.
18. Project- undertaking which is to be carried out within a definite time frame and which is
intended to result in some pre determined measure of goods and services
19. Guidelines – a rule of action for the rank and file to show them how they are expected to
obtain the desired effect.
20. Alternatives - are means by which goals and objectives can be attained. They maybe
policies, strategies or specific actions aimed at eliminating a problem. Alternatives don’t
have to be substitutes for one another or should perform the same function.
21. Doctrine – scheme or arrangement of getting a mission or objective accomplished
22. 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.

THE STRATEGIC PLANNING PROCESS

TASK 1 - Develop Mission and Objectives
TASK 2 - Diagnose Environmental Threats and Opportunities
TASK 3 - Assess Organizational Strengths and Weaknesses
TASK 4 - Generate Alternative Strategies
TASK 5 - Develop Strategic Plan
TASK 6 - Develop Tactical Plan
TASK 7 - Assess Results of Strategic and Tactical Plan
TASK 8 - Repeat Planning Process
Fundamentals of Police Planning

What are the Objectives of Police Planning?

1. To increase the chances of success by focusing on results and not so much on the
objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the
organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.
8. To increase employee and personnel involvement and to improve communication.

What can be expected in planning?

1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
9. Increase the commitment of personnel

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning?

1. What to do? – mission/objective
2. Why to do? – reason/philosophy
3. When to do? – date/time
4. Where to do? – place
5. Who will do? – people involves
6. How to do? – strategy
 Hudzik and Cordner have 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 involves linking present actions to future conditions.

Mottley defined 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 are the Responsibilities in Planning?

1. 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.
2. 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.

What are the basic considerations in Police Planning?

Primary Doctrines
1. FUNDAMENTAL DOCTRINE – Is the basic principle in planning, organization and
management of the PNP in support of the overall pursuits of the PNP Vision, mission and
strategic action plan of the attainment of the national objectives.
2. OPERATIONAL DOCTRINE – 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.
3. FUNCTIONAL DOCTRINE – This provides guidance for specialized activities of the
PNP in the broad field of interest such as personnel, intelligence, operations, logistics,
planning, etc.

Secondary Doctrines
1. COMPLIMENTARY DOCTRINE – Doctrines formulated jointly by two or more
bureaus in order to effect a certain operation with regard to public safety and peace and
order. This essentially involves the participation of the other bureaus of the BJMP, BFP,
PPSC, NBI and other law enforcement agencies.
2. ETHICAL DOCTRINE – That defines the fundamental principles governing the rules of
conduct, attitude, behavior and ethical norm of the PNP.
The Principles of Police Organization
a. PRINCIPLE OF UNITY OBJECTIVE – An organization is more effective if it enables
the individuals to contribute to the organization’s objective.
b. PRINCIPLE OF ORGANIZATIONAL EFFICIENCY – Organization structure is
effective if it is structured to aid the accomplishment of the organization’s objectives with
a minimum cost.
c. THE SCALAR PRINCIPLE – The vertical hierarchy of the organization defines an
unbroken chain of scale of units from top to bottom describing explicitly the flow of
authority.
d. UNITY OF COMMAND – Subordinate should be under the control of only one superior.
e. SPAN OF CONTROL – Control of superior should not be more than what he can
effectively direct.
f. DELEGATION OF AUTHORITY
g. CHAIN OF COMMAND
h. FUNCTIONAL PRINCIPLE – This implies a system of varied function arranged into a
workable pattern. The line organization refers to the direct accomplishment of the
objectives. The staff refers to the line organization, which is an advisory of facilitative
capacity.
i. PRINCIPLE OF BALANCE – The application of principles must be balance to ensure
the effectiveness of the structure in meeting organizations objectives.
j. PRINCIPLE OF DELEGATION BY RESULT – Authority delegated be adequate to
ensure the ability to accomplish results expected.
k. PRINCIPLE OF ABSOLUTENESS OF RESPONSIBILITY – The responsibility of the
subordinates to their superior for their performance is absolute and superior cannot
escape responsibility for the organization on activities performed by their subordinates.
l. PRINCIPLE OF PARITY AND RESPONSIBILITY – The responsibility for actions
cannot be greater than that implied by the authority delegated nor should it be less.
m. AUTHORITY LEVEL PRINCIPLE – Maintenance of intended delegation requires that
decisions within the authority of individual commander should be made by them and not
be referred upward in the organization structure.
n. PRINCIPLE OF FLEXIBILITY- the more provision made for building; the more the
organization can fulfill its purpose.

The Four (4) Primal Conditions of the Police Organization

1. AUTHORITY – The right to exercise, decide and command by virtue of rank and
position.
2. 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.
3. COOPERATION/COORDINATION
4. DISCIPLINE – It is imposed by command or self-restraint to insure supportive behavior.

Classifications of Police Plans According to coverage

1. Local Plan
2. Regional Plan
 3. National Plan

According to Time
a. Strategic or Long Range Plan - It relates to plans which are strategic or long range in
application, it determine the organization’s original goals and strategy.
Ex. Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three
Point Agenda, GLORIA

b. Intermediate or Medium Range Planning - It relates to plans, which determine quantity

and quality efforts and accomplishments. It refers to the process of determining the
contribution on efforts that can make or provide with allocated resources.
Ex. PNP-MTDP 1999-2004

c. Operational or Short Range Planning - It refers to the production of plans, which

determine the schedule of special activity and are applicable from one week or less than
year duration. Plan that addresses immediate need which are specific and how it can be
accomplished on time with available allocated resources.

TYPES OF POLICE PLAN

• 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 a 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 to 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 required 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.
o 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 rate were reduced while
holding or reducing costs, that would reflect an improvement not only in effectiveness
but also in departmental productivity.
• Time-specific Plans are concerned with a 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, or neighborhood clean-up campaign
– are good examples of time-specific plans.

TYPES OF PNP PLANS

Procedural Plan – Standard-operating procedures shall be planned to guide members in routine

and field operations and in some special operations in accordance with the following procedure:

1. Field Procedure – Procedures intended to be used in all situations of all kinds shall be
outlined as a guide to officers and men in the field. Procedures that relate to reporting, to
dispatching, to raids, arrest, stopping suspicious persons, receiving complaints, touring beats,
and the investigation of crimes and so on are examples. The use of physical force and clubs,
restraining devices, firearms, tear gas and the like shall, in dealing with groups or individuals,
shall also be outlined.

2. Headquarters Procedures – To be included in these procedures are the duties of the

dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty
manual. Procedures that involves coordinated action on activity of several offices, however,
shall be established separately as in the case of using telephone for local / long distance calls,
the radio teletype, and other similar devices.
3. Special Operation Procedures – Certain special operations also necessitate the preparation
of procedures as guides. Included are the operation of the special unit charged with the
searching and preservation of physical evidence at the crime scenes and accidents, the control
of licenses, dissemination of information about wanted persons, inspection of the PNP
headquarters and the like.

Tactical Plans – these are the procedures for coping with specific situations at known locations.
Included in this category are plans for dealing with an attack against buildings with alarm
systems and an attack against the PNP headquarters by lawless elements. Plans shall be likewise
be made for blockade and jail emergencies and for special community events, such as longer
public meetings, athletic contests, parades, religious activities, carnivals, strikes, demonstrations,
and other street affairs.

Operational Plans
 These are plans for the operations of special divisions like the patrol, detective, traffic,
fire and juvenile control divisions. Operational plans shall be prepared to accomplish each of the
primary police tasks.

Regular Operating Programs – These operating divisions / units shall have specific plans to
meet current needs. The manpower shall be distributed throughout the hours of operation and
throughout the area of jurisdiction in proportion to need. Assignments schedules shall be
prepared that integrate such factors as relief days, lunch periods, and hours, nature and location
of regular work. Plans shall assure suitable supervision, which become difficult when the regular
assignment is integrated to deal with this short time periodic needs.

Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly
always met in the detective, vice, and juvenile divisions by temporary readjustment of regular
assignment.

Extra-office Plans

PNP programs continuously seek to motivate, promote, and maintain an active public concern in
its affairs. Plans made to organize the community to assist in the accomplishment of objectives
in the fields of traffic control, organized crime, and juvenile delinquency prevention.
The organizations may be called safety councils for crime prevention. They shall assist
in coordinating community effort, in promoting public support, and in combating organized
crime.
Organization and operating plans for civil defense shall also be prepared or used in case
of emergency or war in coordination with the office of the Civil Defense.

4. Personnel Procedures - shall be established to assure the carrying out of personnel programs
and the allocation of personnel among the component organizational units in proportions
need.
5. Organization – A basic organizational plan of the command / unit shall be made and be
posted for the guidance of the force. For the organization to be meaningful, it shall be
accompanied by the duty manual which shall define relationships between the component
units in terms of specific responsibilities. The duty manual incorporates rules and regulations
and shall contain the following: definition of terms, organization of rank, and the like,
provided the same shall not be in conflict with this manual.

CREATIVITY IN PLANNING
- Imitation involves using plans, programs, methods, and so on, developed by others.
- Inductive reasoning moves from specific to the more general; for example, an increase in
the number of citizen complaints may mean there are problems in police training and
supervision.
- Deductive reasoning is just the reverse; that is, it moves from the general to the specific. For
example, if an organization assumes that the primary role of the police is to maintain order,
and then it specifies the policies and procedures that are necessary to implement this
assumption.
- Idea linking is often done through free association. Individuals participating in planning are
encouraged to identify any ideas, without limitations or inhibition that might relate to the
problem or plan at hand. This may result in important, innovative solutions, particularly
when those involved come from different organizational levels and different backgrounds in
terms of experience and education.

Field Operations and How planning affects them

FIELD OPERATIONS - Operations in the field shall be directed by the police commander and
the subordinate commanders and the same shall be aimed at the accomplishment of the following
primary tasks more effectively and economically:
1. Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the
community through the protection of persons and property, the preservation of the peace,
the prevention of crime, the suppression of criminal activities, the apprehension of
criminals, the enforcement of laws and ordinances and regulations of conduct and
performing necessary service and inspections.
2. Investigation – The basic purpose of the investigation division unit shall be to investigate
certain designated crimes and clear them by the recovery of stolen property and the arrest
and conviction of the perpetrators. To this end, the investigation division shall supervise
the investigation made by patrolman and undertake additional investigation as may be
necessary of all felonies.
3. Traffic Patrol – Police control of streets or highways, vehicles, and people shall facilitate
the safe and rapid movement of vehicles and pedestrians. To this end, the inconvenience,
dangers and economic losses that arises from this moment, congestion, delays, stopping
and parking of vehicles must be lessened.
4. Vice Control – it shall be the determined stand of the PNP in the control of vices to treat
vice offenses as they shall do to any violation, and exert efforts to eliminate them, as
there attempt to eliminate robbery, theft, and public disturbance. Control of vice, shall be
based on law rather than on moral precepts, and intensive operations shall be directed
toward their elimination. A primary interest in vice control results from the close
coordination between vice and criminal activities. Constant raids of known vice dens
shall be undertaken.
5. Juvenile Delinquency Control – effective crime control necessitates preventing the
development of individuals as criminals. The police commander shall recognize a need
for preventing crime or correcting conditions that induce criminality and by rehabilitating
the delinquent.

Special Operating Procedures

SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the basic
procedures to be observed by all PNP Units and mobile patrol elements in the conduct of
visibility patrols.
SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85% of the PNP in the
field to increase police visibility and intensifies anti-crime campaign nationwide.
SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to
ensure police visibility.
SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct link to the
police to receive public calls for assistance and complaints for prompt action by police
authorities. This SOP prescribes the procedures in detail of Duty Officers, Telephone Operators
and Radio Operators for REACT 166; their term of duty and responsibilities.
SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the Presidential Anti-
Organization Crime Task Force (PAOCTF), the PNP is now in support role in campaign against
kidnapping in terms of personnel requirements. SOP #6 sets forth the PNP’s guidelines in its
fight against kidnapping activities.
SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and sustained
Anti Carnapping campaign to stop/minimize carnapping activities, neutralize syndicated
carnapping groups, identify/prosecute government personnel involved in carnapping activities,
and to effectively address other criminal activities related to carnapping.
SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of
operations against terrorists and other lawless elements involved in terroristic activities.
SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK
ROBBERY) - This SOP provides overall planning, integration, orchestration/coordination and
monitoring of all efforts to ensure the successful implementation.
SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the guidelines and
concepts of operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking
operations.
SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets for the concept of operations
and tasks of all concerned units in the campaign against Partisan Armed Groups and loose fire.
SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP
sets forth the objectives and concept of operation tasks of all concerned units in the
neutralization of wanted persons.
SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearhead the fight against all forms of illegal gambling
nationwide.
SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign
against professional squatters and squatting syndicates.
SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the
NHQ, PNP in the establishment of a quick reaction group that can be detailed with the office of
the SILG (OSILG), with personnel and equipment requirements of that reaction group supported
by the PNP.
SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) This SOP sets forth the operational
thrusts to be undertaken by the PNP that will spearhead the fight against prostitution and
vagrancy.
SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked
PNP Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.
SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -
This SOP prescribes the procedures and manner of conducting an arrest, raid, search
and/or search of person, search of any premises and the seizure of properties pursuant to the
1987 Philippine Constitution, Rules of Court, as amended and updated decision of the Supreme
Court.
SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
SOP #19 – ANTI-ILLEGAL LOGGING
SOP #20 – ANTI-ILLEGAL FISHING
SOP #21 – ANTI-ILLEGAL DRUGS

Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks
Oplan Salikop – CIDG Strategic Plan against Organized Crime Groups (OCG)
LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program for
the next five years with a Total Human Development Approach (THD Approach).
The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975
persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various
forms of motorists assistance.
OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the
heightened security measures and sea borne security patrols.
NAPOLCOM MC No. 95-03 – “Institutionalization of the Doctrine of Command Responsibility
at all levels of Command in the PNP
EO No. 226 - “Institutionalization of the Doctrine of Command Responsibility in all
Government offices

What are the steps in Police Operational Planning?

Frame of Reference
Clarifying the Problems
Collecting all Pertinent Facts
Developing the Facts
Developing Alternative Plans
Selecting the Most Appropriate Alternative
Selling the Plans
Arranging for the Execution of the Plan
Evaluating the Effectiveness of the Plan

VISIONING AND PLANNING

Elements of Visioning Process

When engaging in the visioning process, it is important to include all of the following
elements in the process.
Values are the principles, the standards, the actions that all people in a n organization
represent, which they consider inherently worthwhile and of the utmost importance. They
include: how people treat each other, how people, groups and organizations conduct their
business and about what is most important to the organization.
Scanning the current situation involves looking beyond the organization to its customers,
stakeholders, other partners and trends in community for information on what is important to
them. Involving the internal customers – colleagues/co-members or personnel – is also an
important part of the process.
Mission is the core purpose for which a person, team or organization is created. It is
summarized in a clear, short, inspiring statement that focuses attention in one clear direction, by
stating the purpose of the individual’s business’s or group’s uniqueness.
Visioning is picturing excellence – what the person, team or organization wants to create in its
best possible future. It is an evocative description of what is possible. A vision is not “something
out there” that is impractical, but a way of setting a compelling scenario. Creating this image of
the future requires the ability to expand one’s sense of possibilities and then focus on what new
initiatives can lead to success.
Implementation includes the strategy, plans, procedures and key actions that will put all
the above into action.

PNP VISION STATEMENT

Important Elements of the PNP Vision
Presence of professional, dynamic and highly motivated PNP personnel
Presence of police organization that nurtures and develops the potentials of its human resources
A collaboative partnership with stakeholders from the community
The presence of a responsive, empowered and engaged citizenry who proactively take part in the
fight against criminality to ensure a stable and peaceful community

DILG VISION STATEMENT

To be the champion in empowering local government units for local governance, maintaining
peace and order, public safety and internal security

PNP MISSION
“To enforce the law, to prevent and control crimes, to maintain peace and order, public safety
and internal security”

Samples of the PNP Programs and Strategies

POLICE 2000
P-REVENTION and suppression of crime through COPS
O-RDER, maintenance, peacekeeping and internal security
L-AW enforcement without fear or favor
I-MAGE, credibility and commonly support
C-OORDINATION with other government agencies and non-government agencies organizations
and international securities
E-FFICIENCY and effectivenes in the development and management of human and material
resources

DREAMS
D-ISPERSAL of policeman from the headquarters to the street and enhancement of crime
prevention program
R-ESTORATION of trust and confidence of the people on their police and gain community
support
E-LIMINATION of street and neighborhood crimes and improvement of public safety
A-RREST of all criminal elements common or organized in coordination with the pillars of the
CJS and other law enforcement agencies
M-APPING up and removal of scalawags from the pole of ranks
S-TRENGTHENING the management and capability of the PNP to undertake/support the
dreams operations and activities
THREE POINT AGENDA
I-NEPT
C-ORRUPT
U-NDISCIPLINE
Prevent by moral suasion or otherwise the resurrection of the inept, the corrupt and the
undisciplined police officer.
Re-invent the PNP’S system and procedures to assure everyone a culture of transparency,
integrity and honesty and …
Rebuilt the police institution into an agency that can find its distinction in the protection
of rights and not in their violation.

GLORIA
G-RAFT free organization
L-EADERSHIP by example
O-NE-stop-shop mechanism for a faster police response to complaints and reports
R-ESULT oriented culture in the anti-criminality effort
I-NVESTMENT climate, which is business friendly as a result of the peace and order
A-CCOUNTABILITY and ownership of peace and order campaign

KAISA
K – Keep the readiness of the PNP to serve and protect the people
A – Administrative Efficiency and Integrity of Personnel
I – Internal Security Operations in Support to AFP
S – Support to Development of Community and Gender Awareness
A – Advocacy of Crime Prevention and Suppression through Community Oriented Policing
System (COPS)

7 KRAs of PNP MTDP

Community Partnership
Law Enforcement
Material and Financial Resource Management
Organization and Human Resource Management and Development
Credible Institutional Image
Crime Prevention and Control
Maintenance of Peace and Order
PLANNING TOOLS

Force Field Analysis

Purpose
Force Field Analysis is a tool for systematically analyzing the driving and restraining
forces in a situation.

Steps
Define the problem or situation as a common goal. Note: the goal is a situation that
requires analysis and not a solution that requires implementation.
List all the driving forces that help achieve the goal (e.g. by brainstorming)
Rate each driving force according to their strength and importance from 1 to 10
List all the restraining forces that hinder achieving the goal and rate them as well
Discuss how each of the most important restraining goals can be reduced and how driving forces
can be enhanced.

FINAL NOTES
Focus of study are
Principles of Police Organization involved in Police Planning

Types of Police Plans and their application

Standard Operating Procedures

NAPOLCOM MC No. 95-03 – “Institutionalization of the Doctrine of Command
Responsibility at all levels of Command in the PNP
EO No. 226 - “Institutionalization of the Doctrine of Command Responsibility in all
Government offices

Four Major Forces (4 C’s) that pressure the PNP organization to improve continuously.
C – Customer (demanding)
C – Costs (increasing)
C – Competition (increasing)
C – Crisis (impending)

Shared Responsibility – “The Tried and Tested formula”

Professional Police Action + Community Cooperation + Responsible Media Coverage = United

Action Against Crime (UAAC)

ü LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program
for the next five years with a Total Human Development Approach (THD Approach).
ü COMPLAN PAGBABAGAO on account of investigative and punitive actions, LOI
PATNUBAY was vigorously implemented with emphasis on the preventive and
rehabilitative components of the programs.
ü Strategic Defensive stage focused its activities on ideological, political and organizational
(IPO) work to rebuild the party, its army and mass organizations. PNP’s Sandugo COIN
campaign plans and the AFP Campaign Plan Lambat-Bitag. The PNP shall basically support
the AFP’s ISO Campaign Plan “Balangai” through the conduct of limited internal security
operations
ü Executive Order No. 110 issued on June 15, 1999 mandated the PNP to support the AFP in
ISO for the suppression of insurgency and other serious threats to national security.

The core objective of the joint IRR is to delineate the roles and responsibilities of the PNP and
AFP in the implementation of the provisions of EO 110 in the areas of Operations, Intelligence,
Police Community Relations and Investigation of ISO related cases The “Community-Oriented
Policing System (COPS) Manual for the PNP” issued thru NAPOLCOM Resolution Nr 2000-
157 dated October 31, 2000 and IA/CPSP guidelines and requirements.