Lea 4a Lecture Notes 1

LECTURE NOTES IN LEA 4 LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING
1
This course provides the fundamental concepts

of planning as a leadership role and the
operations of selected Law Enforcement and
Public Safety Agencies and their respective legal
mandates and limitations under existing laws.
The Crime Mapping and its relations to police
operations.
After the completion of the course, you should be able

to:
1. Explain the principles and elements of planning;
2. Categorize the types, classification of plan and the
police/law enforcement plans;
3. Apply the steps in police planning and operations;
4. Appraise the constitutional and statutory rights of
persons affected/subjected by police/law
enforcement operations;
5. Compare police operations, BFP operations, PCG
operations, and operations of other law
enforcement unit; and
6. Evaluate the status of criminality by means of
crime mapping.
TABLE OF CONTENTS 2
Chapter 1
PLANNING: IMPORTANCE, ELEMENTS &
PRINCIPLES
4-16
POLICE PLANNING AND Chapter 2
OPERATIONS 17-30
FORE:
31-42
DECISION MAKING AND DISASTER
Chapter 3 EMERGENCY PLANNINGAccording to Koontz and
O’Donnell, planning is “an
intellectual process, the
conscious determination of
courses of action, the basing
of decisions on purpose,
facts and considered
estimates.”
George Terry writes: “By
means of planning
CRIME MAPPING AND ITS RELATION TO management members try to
POLICE OPERATION 43-57
look ahead, anticipate
Chapter
eventualities, 4
prepare for
contingencies, map out
activities and provide an
orderly sequence for
achieving the objective.”
Henry Fayol views: “The
plan of action is, at one and
the same time, the result
envisaged, the line of action
to be followed, the stages to
go through, and methods to
use.”
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
Chapter 1 PLANNING: IMPORTANCE, now to achieve it.”
ELEMENTS & PRINCIPLES OBJECTIVES
At the end of the lessons, you should be able to:
1. discuss the definition, importance, elements
and principles of planning;
Lesson 1 2. create a flow chart showing the steps in
Definition and Meaning of planning; and
Planning: 3. identify the principles of planning through
new information.
What is a Plan? – A plan is an
organize schedule or sequence by
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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? – 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.
Planning is a major and primary function of management. No organization can operate properly
without planning. It is a preparatory step for action. It means systematized pre-thinking for determining a
course of action to achieve some desired result.
Planning is essentially a process of deciding in advance what is to be
done, when and where it is to be done, and how it is to be done, and by
whom. To plan is to look ahead and chalk out the future course of
operations of an enterprise. Through planning, the manager fixes the
objectives of the organization as a whole and, in the light of this, the goals
of its various departments. Then he proceeds to prepare a kind of ‘blueprint’
mapping out the ways of attaining these objectives.
Therefore, planning may be defined as follows:
Planning is the process by which the managers of an organization set objectives, make an overall
assessment of the future, and chart the courses of action with a view to achieving the organizational goals.
From this definition it follows that the planning process involves:
 The determination of appropriate goals and objectives,
 The specification of the actions needed to reach the established objectives; and
 The optimum period of time for achieving them.
Since planning is concerned with the identification of alternatives and selection of the most
favorable alternative, it may rightly be described as “the most basic tool of management functions.” Thus,
planning is a process of deciding the business targets and charting out a rational path of attaining those
targets.
Lesson 2
Nature and Characteristics of Planning
Planning is concerned with the establishment of objectives of an enterprise

and finding out the way of realization of those objectives. However, without setting the
objectives there is nothing to organize, direct or control. Therefore, every organization
is required to specify what it wants to achieve. Planning is basically related with this
aspect. The nature and characteristics of planning may be stated as follows:

Intellectual Process: Planning is an intellectual and rational process.
Planning is a mental exercise involving imagination, foresight and sound
judgement. It requires a mental disposition of thinking before’ acting in the
light of facts rather than guess. The quality of planning depends upon the
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abilities of the managers who are required to collect all relevant facts, analyze and interpret them in
a correct way.
How far into the future a manager can see and with how much clarity he will depend on
his intellectual caliber, are chalked out through planning process. In thinking of objectives,
alternative courses of action and, above all, in making decision for choosing certain
alternatives, the planner goes through an intellectual process.
 Goal-orientation: All planning is linked up with certain goals and objectives.
It follows, therefore, that every plan must contribute in some positive way to
the accomplishment of group objectives. Planning has no meaning without
being related to goals and objectives. It must bridge the gap between where
we are and where we want to go at the minimum cost.
 Primary Function: Planning is said to be the most basic and primary function of management. It
occupies first place and precedes all other functions of management which
are designed to attain the goals set under planning. This is so because the
manager decides upon the policies, procedures, programs, projects, etc.
before proceeding with the work. The other functions of management—
organizing, direction, co-ordination and control—can be performed only after
the manager has formulated the necessary planning.
 Pervasiveness: Planning pervades all managerial activities. It is the job of

all managers in all types of organization. It is undertaken at all segments
and levels of the organization—from the general manager to the foreman.
Whatever be the nature of activity, management starts with planning. The
character and breadth of planning will, of course, vary from one job to
another—depending on the level of management.
 Uniformity: There may be separate plans prepared in different

levels in the organization, but all the sub-plans must be united with
the general plan so as to make up a comprehensive plan for
operation at a time. So, uniformity must be there in all levels of
planning to match the general plan.
 Continuity: To keep the enterprise as a going concern
without any break, it is essential that planning must be a
continuous process. So, the first plan must follow the second
plan and the second plan the third and so on in never-ending
series in quick succession.
 Flexibility: Plans should not be made rigid. It should be as flexible

as possible to accommodate all possible changes in the enterprise
with a view to coping with the changing conditions in the market. In
fact, planning is a dynamic activity.
 Simplicity: The language of the work schedule or program in

the planning should be simple so that each and every part of it may easily
be understood by the employees at different levels, specially at the lower
level.
 Precision: Precision is the soul of planning. This gives the planning exact,
definite, and accurate meaning in its scope and content. Any mistake or
error in planning is sure to upset other functions of management and, thus,
precision is of utmost importance in every kind of planning.
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 Feasibility: Planning is neither poetry nor philosophy. It is
based on facts and experience, and thereby realistic in nature. It
represents a program which is possible to execute with more or less
existing resources.
 Choice among Alternative Courses: Planning involves

selection of suitable course of action from several alternatives. If there is
only one way of doing something there is no need of planning. Planning
has to find out several alternatives, estimate the feasibility and
profitability of the different alternatives, and to choose the best one out of
them.
 Efficiency: Planning is directed towards efficiency. A plan is a course of

action that shows promise of optimizing return at the minimum expense
of inputs. In planning, the manager evaluates the alternatives on the
basis of efficiency. A good plan should not only attain optimum
relationship between output and input but should also bring the greatest
satisfaction to those who are responsible for its implementation.
 Inter-dependence: The different departments may formulate

different plans and programs for their integration in the overall planning.
But sectional plans cannot but be inter-dependent. For example,
production planning depends upon sales planning—and vice versa.
Again, planning for purchase of raw materials, employment of
labor, etc. cannot be an isolated act apart from sales planning and
production planning. Planning is a structured process and different plans constitute a hierarchy.
Different plans are inter-dependent and inter-related. Every lower- level plan serves as a means
towards the end of higher plans.
 Forecasting: Above all, no planning can proceed without forecasting—
which means assessing the future and making provision for it. Planning is
the synthesis of various forecasts—short-term or long-term, special or
otherwise. They all merge into a single program and act as a guide for
the whole concern.
Lesson 3
Importance of Planning
Planning is the key to success of an
organization. In fact, most of the company’s
achievements can be attributed to careful
planning. Planning is a function of every manager at every level in
an enterprise. Every manager is required to plan first for
systematic and orderly performance of his assigned duties.
It is within the planning function that goals are determined,
decision-making takes place, forecasts are made and strategies
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are initiated. Thus, planning has assumed great importance in all types of organization—business or non-
business, private or public sector, small or large.
As a managerial function, planning is important for the following reasons:

Providing Basis of Decision: The first and most important reason
for planning lies in the fact that it provides a basis on which decisions
are made. It is an immense need for the managers of an enterprise to
fix up their minds as to what they want to accomplish and then plan
the use of time, resources, and efforts towards the achievement of
their objectives.
Focusing Attention on
Objectives: Planning
concentrates attention on the objectives. The first function of
planning is to spell out its objectives. The objectives are defined in
more concrete, precise and meaningful terms. As a result of such
attention, it becomes possible for the planners to determine the
policies, procedures, programs and the rules for an orderly advance
towards the ultimate goals desired to be achieved.
Minimizing Uncertainty and Risk: The future is uncertain.

Planning helps the managers in taking care of future uncertainties
and thus minimizes risk. It anticipates future events and sets the
course of action to control these events to one’s advantage. With
the help of planning, an enterprise can predict future events and
make due provision for them. This, no doubt, eliminates or
reduces the possibility or jumping into uncertainties.
Adapting with Changes:
Planning has become imperative due to the fact that operates in a
changing and dynamic environment. The aspects of this changing
environment include changes in technology, government policies, the
nature of competition, social norms and attitudes etc. As the planning
proceeds step by step, it foresees the changes likely to come and
accordingly prepares its program by necessary adjustments and
adaptation.
Securing Economy: Planning focuses on efficiency and economy in

operation. A plan is a course of action that can take the organization
to its objectives at the minimum
cost. Planning prevents wastage
of resources by choosing the best
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course of action from many alternatives. It aims at smooth flow of work. All these steps in planning lead
automatically to economy.
Helping in Co-ordination: Planning leads to achieve a coordinated structure of operations. It provides a
unifying framework. Sound planning inter-relates all the activities and resources of an organization. Well-
considered overall plans harmonies inter-departmental activities. Thus, various departments work in
accordance with the overall plan, and coordination is achieved.
Making Control Effective: The managerial function of controlling is concerned with a comparison between
the planned performance and the actual performance of the
subordinates and departments of the organization. Thus, control
is exercised in the context of planning action as the standards
against which actual results are to be compared are set up
through planning. So, planning provides the basis for control.
Thus, planning and control are inseparable.
Increasing Organizational Effectiveness: Planning ensures
organizational effectiveness in several ways. It states the
objectives of the organization in the context of given resources;
provides for proper utilization of resources to the best advantage,
gives necessary competitive strength for continuous growth and
steady progress by foreseeing what the competitors are likely to
do and evolving its strategies accordingly.
Organizational effectiveness can be defined as
the efficiency with which an association can meet its
objectives. This means an organization that produces
the desired effect or an organization that is productive
without waste. Organizational effectiveness is about
each individual doing everything they know how to do
and doing it well; in other words, organizational
efficiency is the capacity of an organization to produce
the desired results with a minimum expenditure of
energy, time, money, and human and material
resources.
Lesson 4
Elements of Planning
Planning as a managerial process consists of the following elements or components:

 Objectives:
The important task of planning is to determine the objectives of the enterprise.
Objectives are the goals towards which all managerial activities are aimed at. All planning work must spell
out in clear terms the objectives to be realized from the proposed business activities. When planning action
is taken, these objectives are made more concrete and meaningful. For example, if the organizational
objective is profit earning, planning activity will specify how much profit is to be earned looking into all
facilitating and constraining factors.
 Forecasting:
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It is the analysis and interpretation of future in relation to the activities and working of an enterprise.
Business forecasting refers to analyzing the statistical data and other economic, political and market
information for the purpose of reducing the risks involved in making business decisions and long-range
plans. Forecasting provides a logical basis for anticipating the shape of the future business transactions
and their requirements as to man and material.
 Policies:
Planning also requires laying down of policies for the easy realization of the -objectives of business.
Policies are statements or principles that guide and direct different managers at various levels in making
decisions. Policies provide the necessary basis for executive operation. They set forth overall boundaries
within which the decision-makers are expected to operate while making decisions. Policies act as
guidelines for taking administrative decisions.
In a big enterprise, various policies are formulated for guiding and directing the subordinates in
different areas of management. They may be production policy, sales policy, financial policy, personnel
policy etc. But these different policies are coordinated and integrated in such a way that they ensure easy
realization of the ultimate objectives of business. Policies should be consistent and must not be changed
frequently.
 Procedures:
The manner in which each work has to be done is indicated by the procedures laid down.
Procedures outline a series of tasks for a specified course of action. There may be some confusion
between policies and procedures. Policies provide guidelines to thinking and action, but procedures are
definite and specific steps to thinking and action. For example, the policy may be the recruitment of
personnel from all parts of the country; but procedures may be to advertise and invite applications, to take
interviews and offer appointment to the selected personnel.
Thus, procedures mean definite steps in a chronological sequence within the area chalked out by
the policies. In other words, procedures are the methods by means of which policies are enforced. Different
procedures are adopted in different areas of business activities. There may be production procedure, sales
procedure, purchase procedure, personnel procedure etc.
Production procedure involves manufacturing and assembling of parts; sales procedure relates to
advertising, offering quotations, securing and execution of orders; purchase procedure indicates inviting
tenders, selecting quotations, placing orders, storing the goods in go-down and supplying them against
requisition to different departments and personnel procedure is the recruitment, selection and placement of
workers to different jobs.
 Rules:
A rule specifies necessary course of action in a particular situation. It acts as a guide and is
essentially in the nature of a decision made by the management authority. This decision signifies that a
definite action must be taken in respect of a specific situation. The rules prescribe a definite and rigid
course of action to be followed in different business activities without any scope for deviation or discretion.
Any deviation of rule entails penalty. Rule is related to parts of a procedure. Thus, a rule may be
incorporated in respect of purchase procedure that all purchases must be made after inviting tenders.
Similarly, in respect of sales procedure, rule may be enforced that all orders should be confirmed the very
next day.
 Programs:
Programs are precise plans of action followed in proper sequence in accordance with the
objectives, policies and procedures. Programs, thus, lead to a concrete course of inter-related actions for
the accomplishment of a purpose. Thus, a company may have a program for the establishment of schools,
colleges and hospitals near about its premises along with its expanding business activities.
Programs must be closely integrated with the objectives. Programming involves dividing into steps
the activities necessary to achieve the objectives, determining the sequence between different steps, fixing
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up performance responsibility for each step, determining the requirements of resources, time, finance etc.
and assigning definite duties to each part.
 Budgets:
Budget means an estimate of men, money, materials and equipment in numerical terms required for
implementation of plans and programs. Thus, planning and budgeting are inter-linked. Budget indicates the
size of the program and involves income and outgo, input and output. It also serves as a very important
control device by measuring the performance in relation to the set goals. There may be several
departmental budgets which are again integrated into the master budget.
 Projects:
A project is a single-use plan which is a part of a general program. It is part of the job that needs to
be done in connection with the general program. So, a single step in a program is set up as a project.
Generally, in planning a project, a special task force is also envisaged.
It is a scheme for investing resources which can be analyzed and appraised reasonably and
independently. A project involves basically the investment of funds, the benefits from which can be accrued
in future. Examples of such investment may be outlays on land, building, machinery, research and
development, etc. depending upon the situation.
 Strategies:
Strategies are the devices formulated and adopted from the competitive standpoint as well as from
the point of view of the employees, customers, suppliers and government. Strategies thus may be internal
and external. Whether internal or external, the success of the plans demands that it should be strategy-
oriented.
The best strategy of planning from the competitive standpoint is to be fully informed somehow about
the planning ‘secrets’ of the competitors and to prepare its own plan accordingly. Strategies act as reserve
forces to overcome resistances and reactions according to circumstances. They are applied as and when
required
Lesson 5
Steps in Planning
A plan is essentially today’s design for tomorrow’s action and an outline of the steps to be
taken in future. A good plan must be simple, balanced and flexible, and make utmost use of
the existing resources. It must be based on clearly defined objectives.
For preparation of such a plan, a definite process involving the following steps has to be followed:
1. Perception of the Opportunities:
The manager must first identify the opportunity that calls for planning and action. This is very
important for the planning process because it leads to formulation of plans by providing clue as to whether
opportunities exist for taking up particular plans.
Perception of opportunities includes a preliminary look at possible opportunities and the ability to
see them clearly and completely, an understanding of why the organization wants to solve the uncertainties
and a vision what it expects to gain. This provides an opportunity to set the objectives in real sense.
2. Establishment of the Objectives:
The next step in the planning process lies in the setting up of objectives to be achieved by the
enterprise in the clearest possible terms keeping in view its strength and limitation. Objectives specify the
results expected in measurable terms and indicate the end points of what is to be done; where the primary
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emphasis is to be placed, and what is to be accomplished by various types of plans. Enterprises start with a
general objective.
From this are developed subordinate goals that contribute to the attainment of the general objective.
These, in turn, are supported by the specific objectives for the departments. In this process a hierarchy of
objectives is created. The plans at each level of the organization are made for the attainment of the
appropriate objectives in the hierarchy. This hierarchy can be built up by coordinating the plans of different
departments.
3. Building the Planning Premises:
After determination of the organizational goals, it is necessary to establish planning premises, that
is, the conditions under which planning activities will be undertaken. This involves collection of facts and
figures necessary for planning the future course of the enterprise. ‘Planning Premises’ are planning
assumptions relating to the expected environmental and internal conditions.
So, planning premises are of two types—external and internal. External premises include total
factors in the environment like social, political, technological, competitors’ plans and actions, government
policies, etc. Internal factors include the organization’s policies, resources of various types, and the ability
of the organization to withstand the environmental pressure. The plans are formulated in the light of both
external and internal factors.
4. Identifying the Alternatives:
The next step in planning process is to search for various alternative courses of action based on the
organizational objectives and planning premises. A particular objective can be achieved through various
actions. For example, if an organization has set its objective to grow further, it can be achieved in several
ways like expanding the field of business or product line, joining with other organizations, or taking over
another organization, and so on. Within each category, there may be several alternatives.
Since all alternatives cannot be considered for further analysis, it is necessary for the planner to
reduce in preliminary examination the number of alternatives that do not meet the minimum preliminary
criteria. Preliminary criteria can be defined in several ways— minimum investment required, matching with
the present business of the organization, control by the government, etc.
5. Evaluation of the Alternatives:

Various alternative courses that are considered feasible in terms of preliminary criteria have to be
taken for detailed evaluation. Alternative courses of action can be evaluated against the criteria of cost,
risks, benefit and organizational facilities. The strong and weak points of every alternative should be
analyzed carefully.
Since there are so many complex variables connected with each goal and each possible plan, the
process of comparative evaluation is extremely difficult. For example, one alternative may be the most
profitable but requires heavy investment; another may be less profitable but also involves less risk.
Moreover, there is no certainty about the outcome of any alternative course because it is related
with future which is not certain. Ultimately, the choice will depend upon what is determined as the most
critical factor from the point of view of the objectives of the enterprise.
6. Choice of the Course of Action:
After the evaluation of various alternatives, the most appropriate one is selected as the plan.
Sometimes evaluation shows that more than one alternative is equally good. In such a case, the manager
may choose more than one alternative at the same time. There is another reason for choosing more than
one alternative. Alternative course of action may be required to be undertaken in future in changed
situations. So, the planner must also be ready with alternative—normally known as contingency plan— that
can help coping up with the changed situation.
7. Formulation of Supporting or Derivative Plans:
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After the best alternative is decided upon, the next step is to derive various plans for different
departments or sections of the organization to support the main plan. In an organization, there can be
various derivative plans like planning for buying raw materials and equipment, developing new product,
recruiting and training the personnel, etc.
These derivative plans are formulated out of the main plan and so they support it. The break-down
of the master plan into departmental and sectional plans provides a realistic picture of the actions to be
taken in future.
8. Establishing the Sequence of Activities:
After formulating the basic and derivative plans, the sequence of activities is determined so that the
plans are put into action. Based on the plans at various levels, it can be decided who will do what and at
what time. Budgets for various periods can be prepared to make plans more concrete for implementation.
9. Securing Participation:
Plans must be communicated in greater details to the subordinates to increase their understanding
of the proposed action and for enlisting their co-operations in the execution of plans. It will, thus, add to the
quality of planning through the knowledge of additional facts, new visions and revealing situations.
10. Providing for Future Evaluation:
For ensuring that the selected plans are proceeding with the right lines, it is of paramount
importance to devise a system of continuous evaluation and appraisal of the plan. It will help in detecting
the shortcomings and pitfalls of the plans and taking remedial actions well in time. All the steps in the
process of planning must be linked and coordinated with each other. For successful implementation of a
plan, it must be communicated to all levels of the organization.
Lesson 6
Basic Principles of Planning
Planning requires scientific thinking and it should spell out in clear terms the
definition of the purpose, analyze the problem and make a careful and diligent search for all
the facts bearing upon it. The task of planning will be well-accomplished if some
fundamental principles are followed in the process.
The important principles may be stated as follows:

1. Principle of Commitment:
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This means that certain resources must be committed or pledged for the purpose of planning.
Planning is not an easy task. So, necessary help is to be taken from experts. The enterprise must be ready
to exhaust the available resources for the achievement of a plan.
2. Principle of the Limiting Factor:
A plan involves varied factors of different importance. This principle implies that more emphasis has
to be put on that factor which is scarce or limited in supply or extremely costly. This will help in selecting the
most favorable alternative.
3. Principle of Reflective Thinking:
Planning, being an intellectual activity is based on rational considerations. These involve reflective
thinking which signifies problem-solving thought process—a process by which past experiences are
superimposed on the facts of the present situation and possible future trends. None can be a planner
whose mind is not active, who does not possess any deliberate power and whose sense of judgement is
not strong.
4. Principle of Flexibility:
Though a plan is prepared after reflective thinking, this does not mean that no departure can be
made in the course of its operation. The plan should be so prepared that there is sufficient scope for
changing it from time to time. Changes must necessarily be effective in the plan for taking into account new
developments that may take place in the course of the operation of the plan.
5. Principle of Contribution to Enterprise Objectives:
A major plan is prepared and it is supported by many derivative plans. But all plans must contribute
in a positive way towards the achievement of the enterprise objectives.
6. Principle of Efficiency:
A plan should be made efficient to attain the objectives of the enterprise at the minimum cost and
least effort. It must also achieve better results with the minimum of unexpected happenings. Therefore, it is
to be seen that what is expected is likely to be achieved.
7. Principle of Selection of Alternatives:
Planning is basically a problem of choosing. The essence of planning is the choice among
alternative courses of action. There is no need for planning if there is only one way for doing something. In
choosing from alternatives, the best alternative will be that which contributes most efficiently and effectively
to the accomplishment of a desired goal.
8. Principle of Planning Premises:
A plan is prepared against some foundations or backgrounds known as ‘Planning Premises’. There
must be complete agreement among the managers in respect of planning premises over which the
structure of plan is to be framed.
9. Principle of Timing and Sequence of Operations:
Timing and sequence of operations determine the starting and finishing time for each piece of work
according to some definite schedule and give practical and concrete shape and form to work performance.
10. Principle of Securing Participation:
To secure participation of the employees with whole-hearted co-operation in execution of the plan, it
is necessary that the plan must be communicated and explained to them for their full understanding. This
understanding provides the basis for additional knowledge about new facts and matters to the employees.
This is needed for improvement in the quality of planning. It also ensures an obligation of the personnel of
the enterprise to execute the plan by individual and joint participation.
11. Principle of Pervasiveness:
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Though major planning function is entrusted to the top management, it is not restricted to the top
level only. It is a function of every manager at every level in the organization.
12. Principle of Strategic Planning:
Strategic planning is essential where there is competition. It is prepared in the light of what the
competitors are intending to do. Planners must take into account the strategies of the rival organizations,
otherwise the planning projection may land them in trouble.
13. Principle of Innovation:
A good system of planning should be responsive to the opportunities for innovation. Innovation
consists in creating something new for increasing satisfaction of the consumers. This may also be stated as
an important strategy of business. Innovation is a necessity for its sustaining growth in this dynamic world.
Innovation is achieved through research and development and planning is required to provide such scope.
14. Principle of Follow-up:
In the course of execution of a plan, certain obstacles may crop up in midway and planning may
require revision, alteration or correction. This is why there must be a follow-up system in the planning
process itself. This allows timely changes in the planning and makes it more effective.
However, to plan any kind of work, the following facts demand utmost attention:
 The nature, quality and quantity of work to be done, the best way of doing it, the time available for
its accomplishment, how to do it, when it is to be done and who are to do it.
 Adequate knowledge about the capacity of the force available through observations and
experiments and from established standards.
 The priority to be given in succession for the accomplishment of different tasks through careful
analysis.
REFERENCES
Raudys, J. (2018, March 15). 7 Experiential Learning Activities to Engage Students.

Prodigy Education. https://www.prodigygame.com:443/main-en/blog/experiential-
learning-activities/. Retrieved on October 26, 2020
Sharma, P. (2015a, December 19). Planning: Importance, Elements and Principles |
Function of Management. Your Article Library.
HTTPS://WWW.YOURARTICLELIBRARY.COM/ORGANIZATION/PLANNING-
ORGANIZATION/PLANNING-IMPORTANCE-ELEMENTS-AND-PRINCIPLES-
FUNCTION-OF-MANAGEMENT/70029. Retrieved on October 26, 2020
Theron, J. (2020, May 23). 10 Components or Elements of Planning (with Examples).
Googlesir. https://www.googlesir.com/components-or-elements-of-planning/.
Retrieved on October 26, 2020
Chapter 2 PLANNING AS A FUNCTION

IN POLICE MANAGEMMENT OBJECTIVES
1. explain the basic concepts of police
In this chapter, the basic operational planning;
concepts in POLICE planning 2. classify the kinds and types of police plan;
are being discussed to reinforce the topics in and
the previous lessons. This is so because the 3. summarize the steps & approaches to police
operational planning.
word PLANNING became a common
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terminology in Police Organizations, in Police Management and Administration as well as in the
other fields of Criminal Justice.
Lesson 1
Police Operational Planning
Police administrators sometimes do not appreciate the importance of planning because of
the pattern of career development. It is ironic that the pattern of career development for typical
police managers carries with it seeds that sometimes blossom into a negative view of
planning. However, planning is an integral element of good management and good
decision-making. Management needs to anticipate and shape events; it is weak if it merely responds to
them.
POLICE MANAGEMENT PROCESS. The management process involves: Planning- Organizing –
Leading – Controlling the use of organizational resources to achieve high performance results.
Planning is the process of setting performance objectives and identifying the actions
needed to accomplish them. It is the basic process we use to select our goals and
determine how to achieve them. It is every manager’s job. Variations in planning
responsibilities depend also on the organization’s size and purpose and on the manger’s
specific function or activity.
Organizing is the process of dividing the work to be done and coordinating results to
achieve a desired purpose.
Leading is the process of directing and coordinating the work efforts of other people to help
them accomplish important task.
Controlling is the process of monitoring performance, comparing results to objectives and
taking corrective action as necessary.
POLICE PLANNING – is an attempt by administration 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.
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 are 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.
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.
FUNDAMENTALS OF POLICE PLANNING

Objectives of Police Planning
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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 general 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
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 Standard of Operation
6. Economy in terms of Resources needed for implementation
Characteristics of Effective Plans

1. The plans must be sufficiently specific so that the behavior required is understood.
2. The benefits derived from the achievement of the goals associated with the plan must offset the
efforts of developing and implementing the plan, and the level of achievement should not be so
modest that it is easily reached.
3. Involvement in their formulation must be as widespread as is reasonably possible.
4. They should contain a degree of flexibility to allow for the unforeseen.
5. There must be coordination in the development and implementation of plans with other units of
government whenever there appears even only a minimal need for such action.
6. They must be coordinated in their development and implementation within the police department to
ensure consistency.
7. As may be appropriate the means for comparing the results planned for versus the results actually
produced must be specified before implementation.
For tactical plans, this often takes the form of an analysis, referred to as the “after-action
report.”
Characteristics of A Good Police Operational Plan

1. It reflects the experiences of the line officers.
2. It incorporates the finding of the police statistician.
3. It contains the conclusion of the crime analyst.
4. It incorporates the counsel of the staff officers.
5. It includes advises of every organic personnel and unit involved in planning.
Lesson 2
Classification, Kinds and Types of Police Plan
Classification of Plan
A. According to coverage
 Local Plan
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 Regional Plan
 National Plan
B. According to Time
 Strategic or Long-Range Plan – it relates to plans, which are strategic or long range in
application, it determines the organization’s original goals and strategy. Because it covers such
long period, is most vulnerable to unpredictable future changes.
 Intermediate or Medium Range Plan – relates to plans, which determines 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.
 Operational or Short-Range Plan – refers to the production of plans, which determines the
schedule of special activity and are applicable from one week to less than a year duration. It is a
plan that addresses immediate need which is specific and how it can be accomplished on time
with available allocated resources.
Factors Affecting 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 putting 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, money 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
of the plan may be properly obtain through research and other means of information gathering
techniques.
Types of Plan - A plan can be anything that represents a conscious decision to influence some future
action or condition, such as setting an alarm clock. Plans vary according to the:
Scope and nature of the action that is to be taken according to the plan
Period encompassed in the plan
Number of times the plan, or minor variations of each, it will be repeated
Definiteness of the plan
General Types of Plans

1. 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.
2. 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.
3. 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.
4. 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.
5. Operational Plans. These are plans for the operations of special divisions like the patrol, detective,
traffic, vice and juvenile control divisions. Operational plans shall be prepared to accomplish each
of the primary police tasks
There are four types of operational plan:
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 Standing Plans (SOP) (SOP) 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 examples, 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 rate was 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.
Kinds of Police Plans (Jose Nolledo)
A. Policy/Procedural Plan are the guidelines for the action to be taken under specific circumstances
and detail such matters as how evidence is to be sent or transported to the crime laboratory, the
conditions under which male officers may search arrested females and the limits thereto, and how
to stop and approach traffic violators. Standard operating procedures shall be planned to guide
members in routine and field operations and in some special operations in accordance with the
following procedures.
 Field Procedures. 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,
dispatching, raids, arrests, stopping suspicious persons, receiving complaints, touring beat,
and the investigation of crimes and so on are examples. The use of physical force and
clubs, restraining devices, firearms, teargas, and the like shall, in dealing with groups or
individuals, also be outlined.
 Headquarters Procedures. To be included in these procedures are the duties of the
dispatcher, and other personnel concerned which may be reflected in the duty manual.
Procedures that involved 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.
 Special Operating 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.
B. Contingency Plan
Two Major types of Contingency Plans
 Tactical Plans - which are plans for major events such as crowd control at athletic events
and VIP escorts. Tactical plans are formulated based on what is expected to take place. A
recurrent event is one that is expected to happen again; however, the time and place of the
event may not be known. Tactical plans are made for mundane events (parades, political
rallies) as well as for natural disasters.
 Emergency plans – which are plans for general situations with the specifics to be inserted
when the emergency occurs. When done in conjunction with other agencies, this type of
planning is often termed planning for emergency mobilizations. Emergencies come and go,
and no one can predict when they will strike. Emergency planning has been considered by
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some police managers as a type of tactical plan for unusual occurrences and crisis
situations. Emergency mobilizations include the police reaction to natural disasters, riots,
civilian disorders, terrorism, etc.
C. Operational Plans. These are plans for the operations of special divisions like the patrol,
detective, traffic, vice and juvenile control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks. For example, patrol activities must be planned, the
force must be distributed among shifts and territorially among beats, in proportion to the needs of
the service, special details must be planned to meet unexpected needs, and so on. Likewise, in
crime prevention and in traffic, juvenile and vice control, campaigns must be planned and
assignments made to assure the accomplishment of the police purpose in meeting both average
and irregular needs. Each line division or unit has a primary responsibility to plan operations in its
field and also to execute the plans, either by its own personnel or, as a staff agency, by utilizing
members of other divisions.
The most common operational plans are schedules of people, things, and processes. For
example, a work schedule or duty roster lists the various jobs that are to be performed or the work
that is to be done at different times and shows which personnel are assigned to each job or work
period. The desired outcome, of course, is that all the work is to be completed.
Similarly, a schedule for the processing of the agency’s payroll is an operational plan.
Various supervisors and managers must report to the accounting office the number of hours each
employee has worked; the personnel office must report the correct salary rate for each employee; the
salaries, deductions for benefits and taxes, compensation for overtime, and so forth must be
calculated; and, finally, the checks must be prepared and distributed. Without a schedule, there is no
assurance that everyone would be paid on time.
Plans for operations of special division consist of two types, namely: (1) those designed to
meet every day, year-round needs, which are the regular operating program of the divisions; and (2)
those designed to meet unusual needs, the result of intermittent and usually unexpected variations
in activities that demand their attention.
 Regular Operating Program. The 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. Assignment/ schedules shall be
prepared that integrate such factors as relief days, lunch periods and hours, nature and
location of regular work.
 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 assignments. For example, a sudden upsurge of robberies may result in caseload
beyond the capacity of the detective assigned. Some of these cases may be assigned to
another detective with less workload. When the need is precisely met by a previously
developed tactical plan, the planning will consist of nothing more than assigning officers and
men to implement it.
Part 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 based on:
a) Organizational Policy or Guidelines
b) Orders of Superior Officers or Authorities
c) Documents, maps, book, 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 need immediate action.
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10. Command – refers to the relationship between operating personnel or units with that of
Police Headquarters whom to summon for assistance.
11. Signal – defines communication network, which is to be used during a particular operation
like using passwords.
12. Signature
13. Distribution – refers to what unit will be given copies of the plan.
A – all units
B – selected units
C – very selected
D – only
D. Extra-Office or Extra-Departmental Plan – The active interest and participation of individual

citizen is so vital to the success of the police programs that the police shall continuously seek to
motivate, promote, and maintain an active public concern in its affairs. Plan shall be 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 commission and community councils for delinquency prevention. They shall
assist in coordinating community effort, in promoting public support, and in combating crime.
Organization and operating plans for civil defense shall also be prepared or use in case of emerging
or war in coordination with the office of the civil defense.
E. Management Plan – Administrative or 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 that
they are prevalent throughout the entire agency. Plans of management shall map out in advance all
operations involved in the organization management of personnel and material and in procurement
and disbursement of money, such as the following:
1) Budget Planning. Present and future money needs for personnel, equipment, and capital
investments must be estimated, and plans for supporting budget requests must be made if
needed appropriations are to be obtained.
2) Accounting Procedures. Accounting procedures shall be established and expenditure
reports shall also be provided to assist in making administrative decisions and in holding
expenditures within the appropriations.
3) Specifications and Purchasing Procedures. Specifications shall be drawn for equipment and
supplies, and purchasing procedures shall likewise be established to insure the checking of
deliveries against specification of orders. Plans and specifications shall be drafted for new
buildings and for remodeling old ones.
4) Personnel. Procedures shall be established to assure the carrying out of personnel program
and the allocation of personnel among the component organizational units in proportion to
need.
5) Organization. A basic organization plan of the command/unit shall be made and posted for
the guidance of the force. For the organization to be meaningful, it shall be accompanied by
a duty manual, which shall define relationships between the component units in terms of
specific responsibilities. The duty manual shall incorporate rules and regulations and shall
contain the following: definition of terms, organization of rank, general duties of the various
units, and the like, provided the same shall not be in conflict with this manual.
F. Programmatic Plans- The most important plans for any organization, including a police agency,
are those that specify a course of action that if successfully accomplished, will contribute in an
important way to carrying out the organization’s basic purpose or function. These plans represent
the agency’s program for fulfilling its function. These are crucial to the success of the whole
organization. Yet this is a kind of planning that is often not done at all by police agencies. These
plans involve a series of complex actions to be undertaken by several people over a relatively long
period, usually no fewer than six months and sometimes as much as two to five years.
The most common type of this plan is the budget. In its simplest form, a budget is merely a
statement of the financial resources one expects to have over a given period and how those
resources are to be used. Virtually all police agencies are required to prepare a budget on an annual
basis to obtain operating funds from the parent government.
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Programmatic plans can take one of two forms: the project and the program.
A project involves the introduction of a single, specific in an organization over a limited

period. Once the change has been introduced and the projects ends, a new situation may exist that
will continue immediately thereafter. A project also can be used to experiment with a new idea,
technique, or type of equipment. At the end of a predetermined period, the project is evaluated and a
decision is made to discontinue the innovation, to install it permanently, or to continue the testing
period, perhaps with some modification. For example, a police department might decide to
experiment with the use of two-wheel motorcycle for traffic patrol. Initially perhaps only few
motorcycles would be purchased and assigned to one section of the city. After six months or a year,
the experiment would be evaluated. Either more motorcycles would be bought and assigned throughout
the city, or the motorcycles would be assigned to another part of town for further testing. A project
can be used when the need for a particular kind of activity is likely to be temporary. A police department
might conduct an anti-shoplifting campaign just before Christmas shopping season, for instance. Finally, a
project can be used when there is an ongoing need for a certain kind of activity, but the agency
does not have adequate resources to carry it out continuously. For example, a police department
might conduct a short-term campaign to educate the public about burglary prevention, the dangers of
driving while intoxicated, or any number of other matters. Few agencies could afford to devote officers full
time on a permanent basis to such projects, but personnel may be able to spend a few weeks on
each campaign.
A program is also a type of programmatic plan that is designed to meet a specific need
through a specific course of action, with the desired results stated in advance, and a program should
be designed for a specific period.
The difference between a project and a program is that the latter is intended from the
beginning to be permanent part of the organization. Changes may be introduced from time to time, but
ordinarily a program continues from year to year until the need for it no longer exists.
Furthermore, a program is designed to fulfill one of the basic, permanent functions of the
agency. Conversely, each of the agency’s basic functions or purposes should be represented a
particular program. Each program should be designed to bring about desired changes that will
enable the agency to fulfill its purposes more completely and effectively in the future, considering
reasonable expectations of future resources and the kind of activities that will be feasible. A program
can be composed of a single set of actions that are carried out continuously, or it can be made up of
a series of separate projects. For example, a department’s crime prevention program might consist
of the patrol bureau’s routine patrol activity, or this activity could be supplemented with a series of short-
term projects each aimed at reducing the incidence of a particular type of crime.
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Lesson 3
Steps & Approaches to Police Operational Planning (Jose Nolledo)
Steps to Police Operational Planning
A. Frame of Reference. This shall be 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
on the subject and views of the police commander, other government officials, and other
professionals shall be considered.
B. Clarifying the problem. This calls for identification of the problem, understanding both its record
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.
C. Collecting all Pertinent Facts. No attempt shall be made to develop a plan until all facts relating
to it have been gathered. In the series of robberies, all cases on files shall be 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.
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D. Analyzing the Facts. After all data have been gathered, a careful analysis and evaluation shall be
made. This provides the basis from which a plan/s evolved. Only such facts as may have
relevance shall be considered.
E. 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.
F. Selecting the Most Appropriate Alternatives. A careful consideration of all facts usually leads to
the selection of a “best” of alternative proposals.
G. “Selling” the Plan. 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 to involve the heads of personnel,
records and communication units, and all patrol officers.
H. 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 equipment for carrying out the plan. Briefings shall be held and assurance shall be
received that all involved personnel understood when, how, and what it is to be done.
I. 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, which phase was poorly
implemented, and whether additional planning may be necessary. Also, the effects of the executed
plan on other operations and on total police operations shall be determined. Follow-up is the control
factor essential for effective command management.
Planning Approaches – A variety of approaches are employed in the planning processes. Each is unique
and can be understood as a method of operationalizing the word planning. There are basically five major
approaches to planning.
1. SYNOPTIC PLANNING
Synoptic planning or the rational comprehensive approach is the dominant tradition in
planning. It is also the point of departure for most other planning approaches, which, in general are
either modifications of synoptic planning or reactions against it.
This model is especially appropriate for police agencies as it is based on a problem-oriented

approach to planning. It relies heavily on the problem identification and analysis phase of the
planning process and can assist police administrators in formulating goals and priorities in terms that
are focused on specific problems and solutions that often confront law enforcement.
2. INCREMENTAL PLANNING
Incremental planning levels a series of criticisms at synoptic planning, including its tendency
toward centralization, its failure to appreciate the cognitive limits of police executives, and unrealistic
claims of rationality. Incrementalism concludes that long range and comprehensive planning are
not only too difficult, but inherently bad. The problems are seen as too difficult when they are
grouped together and easier to solve when they are taken one at a time and broken down into
gradual adjustments over time. The incremental approach disfavors the exclusive use of planners
who have no direct interest in the problems at hand and favor a sort of decentralized political
bargaining that involves interested parties. The incrementalists feel that the real needs of people
can best be met this way and the “tyranny of grand design” avoided.
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3. TRANSACTIVE PLANNING
Transactive planning is not carried out with respect to an anonymous target community of
“beneficiaries” but in face-to-face interaction with the people who are to be affected by the plan.
Techniques include field surveys and interpersonal dialogue marked by a process of mutual
learning. For example, in planning a crime-prevention program in a particular neighborhood, the
police might go to certain randomly selected houses to talk to residents about unreported crime,
their concerns and fears, and the rise in residential burglary rates. The residents receive crime
prevention techniques and a more secure feeling knowing that the police are concerned about their
neighborhood. The police department also receives benefits; intelligence information is gathered
about strange persons or cars in the area, a more aware citizenry is likely to detect and report
crimes, and a more supportive public attitude concerning the police is developed.
4. ADVOCACY PLANNING
Advocacy planning grew up in the 1960’s in the adversary procedures modeled by the legal
profession. This approach is usually associated with defending the interests of the weak—the poor
and politically impotent, for example—against the strong. The beneficial aspect of this approach
includes greater sensitivity to the unintended and negative side effects of plan.
5. RADICAL PLANNING
Radical planning has an ambiguous tradition with two mainstreams that sometimes flow
together. The first mainstream involves collective actions to achieve concrete results in the
immediate future. The second mainstream is critical of large-scale social processes and how they
permeate the character of social and economic life at all levels, which in turn, determine the
structure and evolution of social problems.
Lesson 4
How Operational plans are executed in the PNP?
The plans are made, same shall be put into operation and the result thereof
evaluated accordingly. Operations in the PNP shall be directed by the police commander to
attain the following objectives:
a)protection of persons and property;
b) preservation of peace and order;
c) prevention of crimes;
d) repression of suppression of criminal activities;
e) apprehension of criminals;
f) enforcement of laws and ordinances and regulations of conduct;
g) prompt execution of criminal writs and processes of the courts; and
h) coordination and cooperation with other law enforcement agencies.
• Prevention of Crimes – This activity requires the members of the PNP to mingle with the members
of the community where criminal activities originate and bred and criminalistic tendencies of
individuals are motivated to indulge in anti-social behavior; and seek to minimize the causes of
crime. This activity or mission also requires the individual members of the PNP to understand the
people and the environment in which they live.
• Repression or Suppression of Criminal Activities – This activity or mission emphasizes the

presence of an adequate patrol system including the continuous effort toward eliminating or
reducing hazards as the principal means of reducing the opportunities for criminal action. The
saying “the mouse will play while the cat is away” is equally true in law enforcement and in public
safety. The presence of a policeman in uniform would be deterred or discouraged the would-be
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criminal or would-be offender-regulations. Crime repression means the elimination of the
opportunity that exists on the part of the would-be criminal to commit a crime.
• Preservation of Peace and Order – This activity or mission requires the individual members of the
PNP to gain the sympathy of the community to close ranks in combating crimes and any other anti-
social behavior of the non-conformists of the law and order. The community, therefore, should be
informed through proper education, of their share and involvement in law enforcement and public
safety.
• Protection of Lives Properties – The responsibilities of the members of the PNP in providing for
the safety and convenience of the public are analogous with those of the doctor. The doctor protects
life by combating diseases while the PNP promotes public safety of accidents and in guarding the
citizens public safety by the elimination of hazards of accidents and in guarding the citizens against
the attacks of the bad elements of the society. The policeman though, has a collateral responsibility
in his obligation to protect life and property – a responsibility that is fundamental to every duty he
performs. The police have the obligation to preserve the citizen’s constitutional guarantees of liberty
and the pursuit of happiness.
• Enforcement of Laws and Ordinances - these activities and mission requires the members of the
PNP to constructively integrate or enforce and implement the laws of the land and city/municipal
ordinances without regard to the personal circumstances of the individual citizens and any other
persons sojourning in the Philippines. This is to provide tranquility among members of society.
These also include the regulations of non-criminal conduct, specifically to obtain compliance
through education of the public in the dangers inherent in the disobedience of regulations. This
makes use of warnings, either oral or written, which informs the citizen but not to personalize.
• Apprehension of Criminals – this activity defines specifically the power of the police as possessed
by every member of the integrated police, as a means to discourage the would-be offender. The
consequence of arrest and prosecution has a deterrent effect intended to make crime or any
unlawful act less worthwhile. Consequently, apprehension and the imposition of punishment for the
corresponding unlawful act are committed, lessens repetition by causing suspects to be
incarcerated, and provides an opportunity for reformation of those convicted by final judgment. This
activity also includes the recovery of stolen property in order to restrain those who are accessories
to the crime and thereby benefiting from the gains of crime.
• Coordination and Cooperation with other Agencies – This activity requires the duty of a
commander of any unit of the PNP and its unit subordinates to establish report or good relationship
with other law enforcement agencies of the government. Through rapport, a police station
commander and his subordinate’s may be able to maintain a harmonious working relationship with
other law enforcement agencies of the government whereby coordination and cooperation between
them maybe established. Coordination is an essential conduct of command.
• Safeguard Public Health and Morals – This involves many activities or mission peripheral to basic
law enforcement and public safety. Such as for instance, sanitation, search and rescue operations,
licensing, inspection of buildings in order to determine whether or not the Presidential Decree on fire
prevention is strictly obeyed. This also includes supervising elections, escorts duties, civic actions,
and many other activities or missions related to law-enforcement and public safety.
Field Operations: How planning affects them?
Field Operations 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:
• 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.
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• 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.
• Traffic Patrol – Police control of streets ort 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 arise from this moment, congestion, delays, stopping and parking of vehicles
must be lessened. Control of traffic shall be accomplished in three (3) ways:
a. Causes of accidents and congestion shall be discovered, facts gathered and analyzed for
this purpose;
b. Causes shall be remedied; charges shall be made in physical condition that create hazards,
and legislation shall be enacted to regulated drivers and pedestrians; and
c. The public shall be educated in the provisions of traffic and ordinances. Motorists and
pedestrians shall be trained in satisfactory movement habits, and compliance with
regulations shall be obtained by enforcement. The police shall initiate action and coordinate
the efforts of the agencies that are concerned in the activities.
Vice Control
It shall be the determinant 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 towards 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.
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.
Lesson 5
STANDARD OPERATING PROCEDURES (SOPs)
Standard Operating Procedures or SOPs are products of police operational planning

adopted by the police organization to guide the police officer5s in the conduct of their duties
and functions, especially during field operations.
The following are Police Security Service Package of the PNP with the following standard
operating procedures and guidelines:
a. 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.
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b. 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.
c. SOP #03 – SIYASAT – this SOP prescribes the guidelines in the conduct of inspections to ensure
police visibility.
d. SOP #05 – 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 personal requirements. SOP #05 sets forth the PNP’s guidelines in its fight against
kidnapping activities.
e. SOP #06 – ANTI-CARNAPPING – This SOP prescribes the conduct of an all-out and sustained anti
car napping campaign to stop/minimize car napping activities, neutralize syndicated car napping
groups, identify/prosecute government personnel involved in car napping activities, and to
effectively address other criminal activities related to car napping.
f. SOP #07 – ANTI-TERRORISM –this prescribes the operational guidelines in the conduct of
operations against terrorists and other lawless elements involved in terrorist activities.
g. SOP #08 – JOINT ANTI-BANK ROBBERRY ACTION COMMITTEE (ANTI-BANK ROBBERY) – this
SOP provides overall planning, integration, orchestration or coordination, and monitoring of all
efforts to ensure the successful implementation.
h. SOP #09 – ANTI-HIJAKING/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.
i. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – this SOP sets forth the concepts of operations
and tasks of all concerned units in the campaign against Partisan Armed Groups and loose fire.
j. 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.
k. 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.
l. SOP #13 – ANTI-SQUATTING – this SOP sets forth the concept of operation in the campaign
against professional squatters and squatting syndicates.
SAMPLE OF POLICE PLANS and the PNP Programs and Strategies
• The acronym SMART describing the characteristics of a Plan:
S – IMPLE
M – EASURABLE
A – TTAINABLE
R – EALISTIC
T – IME BOUND
• The acronym POLICE 2000 also describes another police plan:
P – REVENTION and suppression of crime through community oriented policing system

O – ODER, maintenance, peacekeeping and internal security
L – AW enforcement without fear or favor
I – MAGE, credibility and common support
C – OORDINATION with other government agencies and non-government agencies
organizations and internal securities
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E – FFICIENCY and effectiveness in the development and management of human and
material resources
• The acronym DREAMS stands for:
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 – TRENGHTENING the management and capability of the PNP to undertake or support
the dreams operations and activities
• The Three Point Agenda known as ICU:
I – NEPT
C – ORRUPT
U – NDISCIPLINE
To curb out the ICU, the PNP should:
 Prevent by moral persuasion of inept, 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.
To cure the ICU, the police administrator has to build Aptitude, Integrity and Discipline.
 The acronym GLORIA stands for:
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
REFERENCES
Delizo, DBG. (2015). Law enforcement administration textbook and review materials, 2nd
ed. Baguio City: Prudence Research and Review Center
Guevara, RM & Viñas, WDC., (2008), Police organization and administration with police
planning, Quezon City: Wiseman’s Books Trading, Inc.
Soriano, OG., (2011), Police organization and administration with police planning, Quezon
City: Great Books Publishing.
Tancangco, D. L. (2012). Police administration, organization and planning. Quezon City:
Wiseman’s Books Trading, Inc.
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DECISION MAKING &

DISASTER EMERGENCY OBJECTIVES
PLANNING At the end of the lessons, you should be able to:
1. explain the essential elements in planning;
Chapter 3 2. compare and contrast disaster and
emergency; and
Lesson 1 3. discuss the basic procedures and guidelines
DECISION MAKING in anti-riot operations.
Planning and Decision Making:

Planning decides the future
course of action and involves choosing it from alternatives. From this point of view,
decision-making and planning move together and one depends on the other. Truly speaking, planning as a
whole with its component parts is the outcome of decision-making.
So, decision-making has a pervasive influence upon planning and it is a part of the planning
process. Thus, decision-making and planning have intimate relation with each other. But decision-making
has a wider connotation than planning. By this we mean to say that the application of decision-making is
extended beyond the horizon of planning and, in any business, almost every position is a decisional center.
Decision-making is required not only in planning, it is also necessary in other areas of management
functions such as organizing, direction, co-ordination, and control.
Mention may be made here of varied operating orders and instructions which are outside of
planning, but are subject to decision making. Again, there are many managerial functions like motivating
the employees, disapproving their work or discharging them form service which call for decision-making,
but these functions cannot be included within planning from the point of view of analytical study of different
management processes.
An Essential Element in Planning
What is Managerial Decision?
To decide to make up one’s mind. A decision is a choice from among a set of available alternatives.
Managerial decisions are choices between alternative courses of action translated into administrative
behavior designed to achieve an organization’s mission through the accomplishment of specifically targeted
goals and objectives.
What are the elements of Managerial Decisions?
In coming up with the appropriate decisions, police managers should consider the following
elements:
1. Choices – If a police administrator does not have the opportunity or the ability to make a choice,
there is no real decision. Following rules, obeying orders or being coerced to act in certain ways
cannot without a great deal of distortion be construed as making decisions.
2. Alternatives – There must be more than one possible course of action available in order for the
police administrator to have a choice. Effective police managers look for and try to create a realistic
option for resolving problems.
3. Targets – Goals and objectives come together to perform a vital function. They activate give
direction to the decision-making process.
4. Behavior – Making decision is irrelevant unless they are translated into action.
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What is the importance of Decision-Making in Police Planning?

Police planning is involved in a problem-solving process. Problem solving and decision-making are
used interchangeably in the context of management and administration because police managers spend
most of their time making decisions to resolve problems.
The decision-making process consists of three stages as used in police planning described as
follows:
1. Intelligence – this involves scanning the environment for condition that require the decision.
2. Design – entails creating, developing, and analyzing possible courses of action (creative problem
solving).
3. Choice – refers to the actual selection of a particular course of action from among available
alternatives.
Based on these concepts, decision making and planning can be described as multi-step process
through which problems are recognized, diagnosed, and defined alternative solution are generated, select
and implemented.
What are some general principles involved in Decision Making?
• Rule 1. Make a decision – effective police managers are graded on their ability to make decision.
This is because indecisiveness is easily perceived and generates disrespect, destroys confidence,
lowers morale, and adversely affects performance.
• Rule 2. Don’t Worry – avoid anxiety by not worrying about decisions already made. The only time of
reconsidering a decision is when there is a genuine need to consider an alternative course of action.
• Rule 3. Expect Criticism – criticism is inevitable. In a positive sense, it means the police manager is
doing something that is worthy of attention.
What is Organizational Decision Making?
Organizational decision making refers to the formal exercise of an authority to decide based on a
designated level of management and the scope of decision proportionate to the total organization. The
greater the proportion, the broader the scopes of decision, hence the levels of management are arranged in
a hierarchical order indicative of formal authority or position power.
1. Upper-level Managers – the elected or appointed top executives who serves as administrators,
heads and directors.
2. Middle-level Managers – located between the top and the lower levels of the organization.
Examples are bureau chiefs, division heads who acts in behalf of their superiors to interpret policies,
coordinate activities, motivate employees, and maintain discipline. Their decision-making authority
is limited and always constrained by preexisting policy.
3. Lower-level Managers – (Supervisory) – responsible for job related activities of others. They are the
work group leaders charged with getting their subordinates to carry out specific tasks as set down
by middle level managers. They do make decision though highly structured and related almost
exclusively to operational consideration.
What are the influences on Decision?
A. Internal Factors
1. The specificity of organization’s mission, goals and objectives.
2. The delegation of sufficient authority to enable managers to carry out their assigned duties.
3. The degree of autonomy given to management personnel at different levels in the
organization.
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4. The leeway granted to the managers by departmental policies, procedures, rules, and
regulation.
5. The availability of valid, reliable, and objective information on which to base decision.
6. The time and energy used to select, retain qualified managers.
7. The nature, extent and effect of intra-organizational conflict.
8. The adequacy of the reward system in promoting timely ad effective decision-making.
B. External Factors
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B. External Factors
1. Social Instability
2. Rising Expectation
3. Professional Ethics
4. Legal Constraints
5. Dwindling Resources
6. Political Conflict
7. Technological change
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 Internal and external environmental factors are never under the direct control of the decision-maker.
Effective decision-maker learns and accepts to cope with this uncertainly, complexity, and risk.
Situational Variables. No two decisions are exactly the same. There are simply too many variables. Every
police problem that elicits a decision is unique in terms of its
 Nature and Extent  Seriousness

 Difficulty  Complexity
 Urgency  Solution
Personal Variables
 Mental health  Values, attitude and perception
 Intellectual Capacity  Motivation to act
 Education and Experience
Nine (9) Steps in Rational Decision Making

Awareness of the need to make decision – Decision-making is activated by
the recognition of opportunities as well as problems
Identifying an existing problem – When feedback suggests there is a problem,
it must be diagnosed and defined in explicit terms.
Listing possible and probable causes – Once the problem has been identified
and articulated, all possible causes must be considered.
Designing alternative solutions – develops and tests a fairly wide creative
solution.
Evaluating alternative solution – evaluation must be interim of probability,
effect, importance, feasibility, sufficiency, and realism.
Choosing an alternative solution – all available options must be analyzed and
compared to one another in order to select objectively the best alternative.
Implementing a decision – a decision is meaningless if it is not translated into
effective action.
Analyzing feedback – analyze feedback in order to assess the effectiveness
of a given solution on a targeted problem
Making necessary adjustments – be proactive and do not hesitate to make
necessary midcourse corrections.
What are the Rules of Effective Decision-Making?
1. Differentiate between really big decisions and little problems
2. Rely on existing policies, procedures, rules, a regulation whenever possible
3. consult and check with significant others before making major organizational decisions avoid
making crisis decisions
4. Do not attempt to anticipate all eventualities associated with resolution of the problem
5. Do not expect to make the right decision all of the time
6. Cultivate decisiveness
7. Implement major decisions once they have been made
8. Accept decision making as a challenge rather than unwanted chore.
Lesson 2
DISASTER AND EMERGENCY PLANNING
Emergency and disaster planning are one of the most important interrelated function in
a security system. It is important in any organization as physical security, fire protection, guard
forces, security of documents and personnel security.
Emergency and disaster planning refer to the preparation in advance of protective and safety measures
for unforeseen events resulting from natural and human actions.
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Disaster plans outline the actions to be taken by those designated for specific job. This will result in
expeditious and orderly execution of relief and assistance to protect properties and lives. These plans must
also be rehearsed so that when the bell ring, there will be speed and not haste in the execution. Speed is
the accurate accomplishment of a plan as per schedule, while haste is doing a job quickly with errors. Plans
therefore must be made when any or all of the emergencies arise. Those plans, being special in nature,
must be prepared with people whose expertise in their respective field is legion together with the
coordination and help of management, security force, law enforcement agencies, and selected employees.
Planning is necessary to meet disaster and emergency conditions and it must be continuing and
duly supported by management. On aspect of the plans will be to consider recovery measures to be
undertaken by the organization. Being prepared for the eventuality gives better chances of protection and
eventual recovery than those not prepared. Without planning, the emergency or disaster can become
catastrophic. With a good, suitable plan to follow, the unusual becomes ordinary, hence, the mental
preparedness for easy survival and recovery.
Understanding Disaster
A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an
EMERGENCY but an emergency may not always be a disaster.
An emergency falls into 2 broad categories:
Floods, earthquake, famine
Disaster typhoon, diseases, volcano
(Natural Crisis) eruption, crashes industrial
accident, fires, landslide
avalanches tsunamis, etc.
Arson, bombing, kidnapping,

Induced robbery, hostage-taking,
Catastrophe skyjacking, assassination,
(Man-made Crisis) ambush, and another acts of
terrorism
Commodities:
 Identify the type of disaster occurred in the area
 Identify those that could affect your operation in the area
 Determine which scenarios are plausible
 Survey your physical facilities and operating procedures to determine preparedness
 Survey surrounding area to determine if there are operations or facilities near which might create
emergencies.
 Establish a liaison with law enforcement agencies and emergency response groups
 Know where to get help, how to get help, and what help you can expect
 Know who currently has authority to make key decisions with in your organization and who control
access to decision makers in an emergency
 Review emergency procedures, its completeness and accuracy
Elements of Effective Crisis (Disaster) Management

“Like any other construction project, the crisis (disaster) management pyramid requires a solid
foundation”
The Crisis (Disaster) Management Pyramid
Placed within the pyramid are the following
 Think about the unpopular (1)
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This is recognizing the management’s willingness and involvement. There must be a clear
recognition that emergencies distinct possibilities are anytime and that preparation for them must
begin NOW!
 Recognizing dangers and opportunities (2)
 Defining the control and crisis response (3)
“To do the right thing at the right season is a great art” – AESOP
 Harness and Environment (4)
Ability to organize, willingness and delegate
Providing an atmosphere in which personnel can do job for which they are selected
Providing the right facilities and backups
 Containing the Damage (5)
“Physical damage frequently is impossible to control but emotional and public relation is
not.”
 Successful Resolution (6) – damaged has been contained
 Return to Normalcy (7)
Assistance to victims and safety of equipment while normal operations are going on the
emergency has been totally addressed
 Avoid Repetition (8) – through aggressive countermeasures and reduction of vulnerability to
similar emergencies in the future.
List of Effective Crisis (Disaster) Management based on the Pyramid

A. Good Planning
 Consider all possibilities
 Don’t focus only on immediate problem
 Establish contacts
B. Good Personnel
 Look for experience and knowledge
 Train, test and evaluate
 Use people effectively and humanely
 Organize to mitigate stress
C. Good Shakedowns
 Test plans and people
 Evaluate and revise plans
 Keep an open mind
D. Maintain Control Be Creative

 Look for the real problem
 Have confidence in your plans
 Keep records
E. Get Back to Normal

 Evaluate and document
 Give reward
 Analyze implications
Phases in Emergency/Disaster Planning
Phase I
Assessment of the
Situation
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This will
be a research in depth by a knowledgeable and specially trained group on the vulnerabilities as well as the
resources available for the disaster plan. Surveys
Phase and
II Inspection may be conducted
Writing the Plan
The plan will have to be written based on the findings in Phase I. the plan can be code title, management
will just call for the name of the plan.
Phase III
Testing the Plan
Phase IV
Critique the
Plan
This involves the analysis of feedbacks. The unworkable procedures should be noted and finally corrected.
Checklist for Reviewing Policies, Procedures and Plans

 Compile and review your organization’s policies on various contingencies before establishing your
plans
 Ensure that these policies are known throughout the organization and that they are included in your
emergency manuals
 Ensure that your procedures and plans are consistent with your organization’s established policies
and goals
 Identify appropriate outside consultants and other sources of assistance in developing and
implementing your plans and procedures
 Ensure that the appropriate personnel have any security clearances or background checks which
might be required
 Establish a viable record-keeping system and procedures to ensure they are followed
Organizing Disaster Management Team
Disaster team leadership’s vested primary tasks is to ensure that the control is maintained over the
team’s activities, information flow, and the implementation of decisions and organizational policies. For
these reason, the team leader should be a person who has demonstrated ability to function under pressure,
must have sufficient authority to make on the spot decisions within the framework of overall organization’s
policy, access to decision makers when required, and the ability to recognize which decisions to make
independently on which refer to upper management.
Disaster Action Team Duties

On Pre-event
 Supervise the formulation of policies
 Ensure the development of procedures
 Participate in preparing plans
 Oversee and anticipate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
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 E
nsure the assembly of supplies
 Ensure preparation of rest, food, medical areas
During the Event
 Establish shift schedules immediately
 Delegate tasks
 Focus underlying problem
 Maintain control
 Follow organizational policies
 Use prepared procedures
 Innovate as needed
 Ensure that information is shared with the entire team
 Review all press release and public statements
 Double check or confirm information’s if possible
 Aid victim and their families
 Try to anticipate future consequences
 Control stress of team members
 Ensure log maintenance
On Post Event (after the Incident)
 Evaluate effectiveness of plans
 Evaluate adequacy of procedures
 Debrief personnel
 Evaluate equipment and training used
 Revise plans and procedures in the light of new experience
 Reward personnel as appropriate
 Document events
 Prepare after-action reports
 Arrange an orderly transition to normal conditions
The Chain of Events during a Crisis/Disaster
The chain of events during a disaster is simplified as follows:
1. Security receives initial report of emergency
2. Security notifies Disaster Team Leader
3. Team leader decides if immediate action is required
4. If action is required, he notifies the other team members to convene at the crisis management
center
5. Initial liaison established and actions taken: create log, contact of family, employees involved,
government or law enforcement liaison contacts, prepare contingency press guidance, others.
6. Respond to event
Lesson 3
CROWD CONTROL AND RIOT PREVENTION
Riot, in general is an offense against the public peace. It is interpreted as a

tumultuous disturbance by several persons who have unlawfully assembled to assist one
another, by the use of force if necessary, against anyone opposing them in the execution
of some enterprise of a private nature, and who execute such enterprise in a violent
manner, to the terror of the people.
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Under the law, it is punishable for any organizer or leader of any meeting attended by armed
persons for the purpose of committing any of the crimes punishable under the Revised Penal Code, or any
meeting in which the audience is incited to the commission of the crimes of treason, rebellion or
insurrection, sedition or assault upon a person in authority or his agents (Art. 146, RPC). It is also
punishable for any person who shall cause any serious disturbance in a public place, office, or
establishment, or shall interrupt or disturb public functions or gatherings or peaceful meetings (Art. 153,
RPC).
Some Basic Definition of Terms

Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more than
three persons who are armed or provided with means of violence.
Outcry – The means to shout subversive or proactive words tending to stir up the people to obtain
by means of force or violence.
Crowd – It consists of a body of individual people with no organization, no single partnership. Each
individual’s behavior is fairly controlled and ruled by reason. All the participants have been thrown
by circumstance into a crowd for some common purpose that may give them a least one thing in
common.
Mob – A mob takes on the semblance of organization with some common motive for action, such as
revenge for a crime committed on the scene where the crowd assembled, an aggravated fight, or a
confrontation with the police. At time like this, there is already a strong feeling of togetherness (“we
are one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a riot.
What is the Role of Planning in Crowd Control or Riot Prevention?
A sound organizational planning, training, logistical support and a high departmental morale are the
essential success elements in modern counter-riot operations.
The control of violent civil disorder involving large segments of the population, especially in
congested urban areas, requires a disciplined, aggressive police counter-action which at the same time
adheres to the basic law enforcement precepts. This is done through effective police operational planning.
Through planning, the law violators can be arrested and processed within the existing legal
frameworks by the exercise of reasonable force. Without an immediate decisive police action, the
continually recurring conditions of civil unrest and lawlessness could quickly evolve into a full-scale riot.
Police planning could provide the best police reaction and order can be restored with a minimum of
property damage and injury.
What are the Police Purpose and Objectives in Anti-Riot Operations?

a) Containment – Unlawful assembly and riot are as contagious as plagued unless they are
quarantined from the unaffected areas of the community. In here, all persons who are at scene
should be advised to leave the area, thereby reducing the number of potential anti-police
combatants.
b) Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may appear at
first to be a legal assembly but the nature of assembly at the time of the arrival of the police may
clearly distinguish it as being unlawful. Once it is determined, the responsibility of the police to
command the people to disperse. Crowd control formations may be done if necessary, to expedite
their movements.
c) Prevention of Entry or Reentry – The police have to protect the area once the people have been
moved out or dissipated into smaller groups to prevent them from returning. Enforce quarantine by
not allowing the group to resume their actions.
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d) Arrest Violator – One of the first acts of the police upon arrival at the scene of the disturbance is to
locate and isolate individuals who are inciting the crowd to violate or fragrantly violating the law.
Prevent any attempt by the crow or mob to rescue those arrested by enforcing total quarantine.
e) Establish Priorities – Depending upon the circumstances, it is always necessary to establish

priorities. Assessing the situation to determine the nature of assistance and number of men needed
is part of the planning process.
What are the Basic Procedures in Anti-Riot Operations?
1. Assess the Situation
 Determine whether the original purpose of the gathering was lawful or not
 Determine also the lawfulness at the time of arrival at the scene
 Assess their attitude, emotional state, and their general condition
 Determine any state of intoxication and other conditions that may lead to violence
 Identify the cause of the problem
 Locate and identify leaders or agitators
2. Survey the Scene

 Determine as soon as possible the best condition of the command post
 Locate the best vintage point of observations
 Consider geographical factors such as natural barriers, buildings, and weather condition
 Note the best method of approach
3. Communicate
 Report on your assessment, keeping your assessment brief but concise, giving your superior
the sufficient data with which to proceed for plans of action
 Ask for assistance or help from the command post hence remain close to the radio as
possible until additional units arrived or to communicate new developments.
4. Maintain a Watchful Waiting

 Make your presence known to the people in the vicinity
 If the crowd is too much to handle, stay near the command post and wait for additional
supports units
 Use radio or other means of communications to call for assistance
 Make preparations for decisive police action.
5. Concentrate on Rescue and Self-Defense

 Take care of the immediate needs of the situation until help arrives
 Apply first aid to the injured people and self-protection must be considered
 Remember the primary objective of protecting lives, property and the restoration of order
6. Maintain an Open Line of Communication

 Keep the dispatcher advised on the progress of the scene
 Continue directing the support units to the scene and the general perimeter control
7. Establish a Command Post
 Follow what is in your contingency plan for civil disturbance
 Make every officer aware of the command post for proper coordination
8. Take immediate action for serious violations

 Arrest perpetrators
 Isolate the leaders or agitators from the crowd
 Show full police force strength
9. Give the dispersal order

 Disperse the crowd upon order
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 Anti-riot formations and procedures must be used
 Use of force necessary for dispersal maybe considered
What are the General Guidelines in Handling Riot?
1. Preplanning must be high on the agenda whenever the department anticipates any disorder or
major disturbance.
2. Meet with responsible leaders at the scene and express your concern for assuring them their
constitutional guarantees. Request them to disperse the crowd before attempting to take police
action.
3. Maintain order and attempt to quell the disturbance without attempting to punish any of the violators.
4. Use only the force that is necessary but take positive and decisive action.
5. Post the quarantine area with signs and barricades, if necessary.
6. Keep the traffic lane open for emergency and support vehicle.
7. Consider the fact that most impressive police action at the scene of any type of major disturbance is
the expeditious removal of the leaders by a well-disciplined squad of officers.
8. For riot control, consider the following:
 Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The
elements of surprise may enhance effectiveness of riot control
 Security of Information – Plans for action and communications regarding the movement of
personnel and equipment should be kept confidential
 Maximum utilization of Force – A show of police force should be made in a well-organized
manner, compact, and efficient in a military-type squad formation
 Flexibility of Assignments – Officers and terms should be flexibility assigned to various
places where the need is greatest
 Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid
mass confusion among the officers.
What are the Special Problems in Crowd Control and Riot Operations?
Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and
excitement at a riot scene by taking a concealed position and shooting at people with some type of
weapons, usually rifle.
How to handle this?
 clear the area of innocent bystanders
 isolate the area and guard against possible escape of the suspects
 use whatever force necessary to take him into custody
 assign anti snipers’ team especially in aggravated situations
Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into
custody immediately.
Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering.
Take the suspects into custody by whatever means are necessary.
DECISION-MAKING MODELS
1. The Rational Model
2. The Incremental Model
3. Heuristic Model
4. Organizational Process Model
5. Government Politics Model
Group Decision Making
Group Assets
 Greater Total Knowledge and Information
40
 G
reater Number of Approaches to a Problem
 Participation in Problem Solving Increases Acceptance
 Better Comprehension of the Decision
Group Liabilities
 Social Pressure
 Individual Domination
 Groupthink
Factors that can Serve as Asset and Liabilities
1. Disagreement
2. Conflicting Versus Mutual Interest
3. Risk Taking
4. Time Requirements
Brainstorming
1. Sessions should last 40 minutes to an hour
2. Problem to be discussed should not be revealed before the session
3. The problem should be stated clearly and not too broadly
4. A small conference table should be used
Personal Characteristics of Decision Making
a) Ideology versus Power Orientation
b) Emotionality versus Objectivity
c) Creativity versus Common Sense
d) Action Orientation versus Contemplation
Common Errors in Decision Making
1. Cognitive Nearsightedness
2. Assumption That the Future will Repeat itself
3. Oversimplification
4. Overreliance on One’s Own Experience
5. Preconceived Notions
6. Unwillingness to Experiment
7. Reluctance to Decide
REFERENCES
Guevara, RM & Viñas, WDC., (2008), Police organization and administration with police
planning, Quezon City: Wiseman’s Books Trading, Inc.
Soriano, OG., (2011), Police organization and administration with police planning, Quezon
City: Great Books Publishing.
Tancangco, D. L. (2012). Police administration, organization and planning. Quezon City:
Wiseman’s Books Trading, Inc.
41
CRIME MAPPING AND ITS

RELATION TO POLICE OBJECTIVES:
OPERATION
1. Trace the historical overview of crime
Chapter 4
mapping;
Lesson 1 2. Recognize the importance and functions of
INTRODUCTION TO CRIME crime mapping in relation to PNP operation;
MAPPING 3. discuss the basic principles and guidelines of
crime mapping.
CRIME MAPPING is often
associated with the simple
display and querying of crime data using
a Geographic Information System (GIS). Instead, it is
a general term that encompasses the technical
aspects of visualization and statistical techniques, as
well as practical aspects of geographic principles and
criminological theories.
Crime mapping is used to understand patterns of

incarceration and recidivism, help target resources
and programs, evaluate crime prevention or crime reduction programs.
42
C
rime mapping is a term used in policing to refer to the process of conducting spatial analysis within
crime analysis.
Crime mapping is the process of using a geographic information system to conduct spatial analysis
of crime problems and other police-related issues.
OBJECTIVES OF CRIME MAPPING
1. It is a tool to use to identify suspicious incidents and events that requires further investigation.
2. It helps individuals to understand events and dynamics in a neighborhood including person,
activities, emergencies and disasters.
3. It helps practitioners to be able to reveal and identify pattern and trend analysis across multiple
jurisdictions and in addition help to uncover the environment in terms of criminality.
4. It enhanced the implementation of various policing methodology and approaches in reducing overall
criminal activities and disorders.
5. It enhances planning and problem-solving management and strengthens the relationship between
police and community.
6. It helps crime analysts and law enforcement to integrate traditional and non-traditional law
enforcement data to improve overall analysis.
7. It helps the investigator and law enforcement to identify the risk factors including business buildings
and other locations that draws crime.
8. It helps the crime officers to determine potential sites for crime b examining complex and unrelated
criteria and displays them all in a geographic map.
9. It makes the work of the law enforcer easier and convenient; it makes them easier to respond to
call, collect data from the crime scenes on time; it reduces their work loan in order for them to
become more efficient and effective in managing preventing crime.
Historical Overview
Crime mapping has long been an integral part of the process known today as crime analysis.
Mapping itself has a long history, but crime mapping specifically can be traced back to the early 1800s
when social theorists began to create maps to illustrate their theories and research about crime. In relation
to crime and policing, maps initially were used to examine issues like poverty or demographic
characteristics and crime. One of the first police departments to use mapping was New York City in the
1900s. The maps consisted of simple wall maps in which “push pins” were used to indicate crimes that had
occurred. During the 1920s and 1930s, sociologists at the University of Chicago used mapping to examine
crime and delinquency, specifically juvenile delinquency and related social characteristics.
 Early 1800s: Social Theorists: Single symbol point and graduated area maps
 1900s: New York City Police Department and others: Single symbol point
maps, “pin maps”
 1920s-30s: Urban sociologists at the University of Chicago: Graduated area
maps of crime and delinquency
 1960s-70s: First computer generated maps of crime
43
 1980s: Desktop computers available for mapping, but with limited quality;
Environmental Criminology theory
 1990s: Desktop GIS and integration with law enforcement systems and data;
government funding, etc.
In the 1980s, more advanced technology and desktop computers became available, and more
widely used. However, the quality of computerized mapping at that time was limited because of slow
processing speeds and poor printing quality. At the same time, environmental criminology theory began to
emerge, and academics began to examine the spatial characteristics of crime as well as how location
characteristics might contribute to criminal activity at particular locations over others. In the 1990s, desktop
geographic information systems (GIS) became widely available, and in the late 1990s, they began to be
generally used by law enforcement agencies and criminologists.
Most recently in the late 1990s, Federal programs such as the Crime Mapping Research Center
(National Institute of Justice) and the Crime Mapping and Analysis Program (National Institute of Justice,
National Law Enforcement and Corrections Technology Center) were established. As part of its $1 billion
Making Officer Redeployment Effective (MORE) program, from fiscal years1995-1998 and in fiscal year
2001, the COPS Office provided funds to law enforcement agencies to acquire crime mapping software and
hardware. As with all MORE funded technology, the purpose of this software and hardware was to enhance
community policing activities through timesaving and increased officer effectiveness. Since 1995, the
Police Foundation’s Crime Mapping Laboratory has been funded by COPS to assist police agencies in
incorporating crime mapping into their practices. In addition, universities and colleges have begun to offer
undergraduate and graduate courses in crime analysis and crime mapping.
Lesson 2
TYPES OF MAPPING
1. Manual Pin Mapping

Wall maps have long been a simple and useful way to depict crime
incidents or hot spots. Many police departments still have large maps
tacked to the wall of the briefing room with the most recent crimes
represented by pins. Although useful, manual wall maps, offer limited utility because they
are difficult to keep updated, keep accurate, make easy to read, and can only display a
limited amount of data. For example, although different colored pins could be used to
represent different types of crime, date and time of incidents, the nature of incidents, and
other information cannot be displayed easily. In order to update a manual wall map, for
example, the pins must be removed each month. Unless a photo or some other
mechanism is used to record the previous month’s map, the information illustrated on the
map is lost. Thus, comparison is difficult, if not impossible, from one month to the next.
Finally, the maps become unreadable when they display large amounts of data because of
the numerous pins and/or holes.
2. Computer Mapping
The following is an example of a computer map. It has been taken from
MapQuest©, an Internet mapping program, where an address is entered and a map of the
surrounding area appears with a pin to locate the address. Even though it is possible to
44
zoom in and out of this type of map, the geographic features (e.g., locations, streets,
parks) are static and cosmetic only. In essence, a computer map is similar to a wall map,
in that the computer is used to place a point at a specific location just as a person would
put a pin on a wall map. Thus, computer maps have limitations similar to wall maps. For
instance, when using MapQuest© to map an address, clicking on a point will not provide
information behind that point, such as the specific address. While visually appealing and
easy to use, computer mapping does not allow any more effective analysis than manual
pin mapping.
3. Crime Analysis Mapping

“Crime mapping” is a term that has been used for the past few years to refer to
research analysis using GIS in a law enforcement setting. In this, the term crime analysis
mapping is used to describe this process because using a GIS to analyze crime is not just
the act of placing incidents on a map but also of analysis. Consequently, “crime analysis
mapping” is: The process of using a geographic information system in combination with
crime analysis techniques to focus on the spatial context of criminal and other law
enforcement activity.
4. Geographic Information System (GIS)

A geographic information system (GIS) is a set of computer-based tools that allow
a person to modify, visualize, query, and analyze geographic and tabular data.
A GIS is a powerful software tool that allows the user to create anything from a
simple point map to a three-dimensional visualization of spatial or temporal data. A GIS is
different from manual pin maps and computer maps in that it allows the analyst to view
data behind the geographic features, combine various features, manipulate the data and
maps, and perform statistical functions. There are many different types of GIS programs,
which include desktop packages (e.g., ArcView®, MapInfo®, GeoMedia®, Atlas GIS®,
Maptitude®) as well as professional software (e.g., ArcInfo® and Intergraph®).
GIS Components
The following is a description of the major components of a GIS, which include data
representation, data features, visualization, scale, and querying.
a. Data representation
Real world data are represented by one of four features in a GIS. They include
point, line, polygon, and image features.
 Point feature is a discrete location that is
usually depicted by a symbol or label. A
point feature in the geographic information
system is analogous to a pin placed on a
paper wall map. Different symbols are used
to depict the location of crimes, motor
vehicle accidents, traffic signs, buildings,
beat stations, and cell phone towers. The
following map shows a robbery point map.
 Line feature is a geographic feature that can be

represented by a line or set of lines. The
following map shows how different types of
geographic features such as railways, streets,
and rivers can be represented by a line in a
GIS. Additional examples are streams, streets,
power lines, bus routes, student pathways, and
lines depicting the distance from a stolen to a
recovered vehicle.
45
 Polygon feature is a multisided figure represented

by a closed set of lines. In the following map, the
largest blue polygon represents the city boundary,
the green are census tracks, and the black are
census block groups. Other examples of polygon
features used in law enforcement would be patrol
areas, beats, neighborhoods, or jurisdictions.
Polygon features can represent areas as large as
continents and as small as buildings.
 Image feature is a vertical photo taken from a

satellite or a plane that is digitized and placed
within the geographic information system
coordinate system so that there are -x and -y
coordinates associated with it. The following
image is an example of an aerial photograph.
Note that details of the streets, buildings, and
environmental features such as landscaping are
visible. There is a distinction between aerial

photography (just the image) and digital
orthophotography (the image combined with
geometric qualities of the map). Because
orthophotographs are located within the
geographic information system, they can be
viewed with other layers such as street or parcel
information. The following image depicts a
digital orthophotograph with the corresponding street network and parcel boundaries.
b. Data of Geographic Features

Each type of feature has “attributes” or a table of data that describe it. All the attributes for
three of the four types of features (point, line, and polygon) are stored in a GIS as a data table (Note
that a digital orthophotograph has an –x and –y coordinate but does not have an associated data
table worthy of analysis). The ability to view, query, relate, and manipulate data behind these
features is the true power of a GIS. A manual pin map and a computer map depict points, lines,
and polygons but do not have data associated with the features and are not easily manipulated. In
a GIS, simply clicking on a point, line, or polygon can
produce the data table associated with that particular
feature.
 Point data The following is an example of point

data taken from a GIS. The highlighted point has
a corresponding data table, which describes the
features. For instance, the yellow point is a
robbery that occurred at 6:52 pm on January 1st,
1999. In this case, each line of data

describes a different point on the
map and each variable describes
something about that point.
46
 Line data. The following is an example of line data. The table describes the street segments
(e.g., the miles, the length of that street segment, and the name of the street). The yellow
street segment corresponds to the case highlighted in yellow in the data table. The GIS
knows which line corresponds to each case in the table.
 Polygon data the following image displays the

data describing polygons, which are zip codes.
The yellow polygon is zip code 20001 in
Washington DC with an area of 2.22 square
miles and a population of 30,050 in 1990 as is
seen in the data table.
Note that the lines themselves only make
up the borders of the polygons, rather than being
distinct lines
with
associated
data. For example, the image, on the left, depicts four intersecting line features that create
a square. Each line has associated data; however, the area within the square or polygon
that they have formed has no meaning. The image, on the right, depicts similar lines;
however, these lines are the borders for four separate beats and thus, the lines do not have
meaning by themselves, only in relation to the other lines and in the fact that they create a
shape.
c. GIS toolbox
The primary advantage of a GIS is its functionality that allows geographic data to be
manipulated. The following are some components that enable data to be manipulated.
 Connectivity refers to
streets and other
linear features that
are represented by
segments that
connect at
intersections. As
noted above, data
are associated with
each line feature.
However, each
segment connects at
an intersection, and
connectivity is the
ability of the GIS to recognize that the two-line segments come together to form an
intersection.
Thus, connectivity allows intersections such as Shiawassee and Pine or
Chestnut and Ottawa to be located on the map, which is particularly important in law
enforcement data since accident information (reports and calls for service) usually list an
intersection as the location of an accident.
 Contiguity refers to adjacent areas that

are represented by adjacent polygons.
47
The following map shows how a GIS includes adjacent polygons representing
parcels and buildings. The ability of the GIS to recognize adjacent polygons allows
for querying, selection of polygons within others, and visualization of complex land
units.
 Geometry refers to the fact that all features in the geographic information system have at
least one set of –x and –y coordinates. In
the example depicted below, the point on
the map has a distinct –x and –y coordinate
which is listed in the yellow box. Although
these numbers may not make sense at first
glance, they are an integral part of the GIS
reference system, as every feature in a GIS
has at least one –x and –y coordinate. For
a point, the –x and –y feature is the center
of the point. For a line segment or a
polygon, the –x and –y coordinate is at the
center of that particular line segment or
polygon. Having an –x and –y coordinate
for map features, especially points, is
important because the location is more
precise and there is no need for geocoding
(see the explanation of geocoding later in
the report).
d. Visual display/mapping
 Thematic approach. In a geographic

information system, the data are
separated by type of feature into what
are called “layers” or “themes” as well
as by type of data. For example, point
data of crime and calls for service
would not be contained in the same
layer or theme because these data
come from two different sources. This is
a thematic approach to organizing
data. This component allows the data to
be analyzed and visualized separately or
together. Thus, when more than one
layer is viewed in the GIS, they are
stacked, similar to a stack of pancakes. In the following figure, each layer represents a
different type of feature (point, line, polygon, or image) and a different type of data (shopping
centers, bus routes, roads, and census tracts). In a GIS, how the layers are stacked is
important since some layers are opaque and hide others. For example, orthophotographs
are opaque and if placed on top will cover any layer’s underneath.
 Scale is the relationship between the dimensions of the map and the dimensions of the
Earth. Usually, the scale depends on the purpose of the analysis or map. The following are
examples of maps at various scales.
The 48 contiguous states of the United States.
48
The state of Texas and counties within it.
The city of Dallas, TX and

major highways.
Taken from
ArcView® StreetMapTM 1.1 for
Windows®.
Street centerline map of

several blocks.
Taken from ArcView®

StreetMapTM 1.1 for
Windows®.
Land parcel of a block

area.
49
Parcel map
with
buildings
Orthophotograph of
a neighborhood.
The appropriate scale depends

on both the purpose of
the map and the type of data that
are displayed. For example, it
would be impossible to view
orthophotographs like the one
above for the entire United
States at one time. The
GIS allows the user to set the
scale at which orthophotographs are
viewed (e.g., ½ mile or 1 mile).
That way, the orthophotographs only
become activated when the map is
at that scale.
e. Querying GIS data

Geographic information systems contain the ability to query or select data in various ways.
 Tabular queries. In a GIS software

program, query expressions can be
created to select features both in the
data and on the map. For instance,
one can construct a query to select
emergency calls for service (priority 0)
from tabular calls for service data.
After running this query, the
priority 0 calls are selected (highlighted
yellow) in the table.
50
Additionally, the priority 0 calls are

selected (highlighted yellow) on the
map.
 Spatial queries enable map

features to be queried based on their
location on the map or their location
relative to other features. A very simple
example is drawing a one mile buffer
around a school to select the crimes that
have occurred within a mile of the school.
In addition, one can

select a feature of a
map based on its relationship
to another feature.
The following is an
example of selecting zip
codes (in yellow) that
border any census
tract in Washington
D.C.
51
Lesson 3
INTRODUCTION TO CRIME ANALYSIS
Definition of Crime Analysis
The qualitative and quantitative study of crime and law enforcement information in combination with socio-
demographic and spatial factors to apprehend criminals, prevent crime, reduce disorder, and evaluate
organizational procedures.
Qualitative and Quantitative

 Crime analysis uses both qualitative and quantitative data and analytical techniques.
 Qualitative data and analytical techniques refer to non-numerical data as well as the examination
and interpretation of observations for the purpose of discovering underlying meanings and patterns
of relationships.
 This is most typical of field research, content analysis, and historical research. Quantitative data
are data primarily in numerical or categorical format.
 Quantitative analysis consists of manipulations of observations for the purpose of describing and
explaining the phenomena that those observations reflect and is primarily statistical.
 Crime analysis employs both types of data and techniques depending on the analytical and practical
need.
For example, crime data can be used in various ways, both quantitatively and qualitatively.
The information such as date, time, location, and type of crime is quantitative in that
statistics can be used to analyze these variables. On the other hand, narratives of crime
reports are considered qualitative data in that a large number of narratives are nearly
impossible to analyze statistically and are primarily examined to determine general themes
and patterns.
Study
 It is a systematic way of looking at crime and law enforcement information.
 That is, crime analysis is not examining information haphazardly but rather is applying formal
analytical and statistical techniques as well as research methodology to law enforcement
information according to the rules of social science.
Crime
 In a law enforcement agency, the central focus is crime, both those reported to the police and those
that are not. Thus, the central type of data analyzed is crime and the information surrounding it,
such as arrests, offenders, victims, property, and evidence.
Law enforcement information

 In addition to crime, law enforcement agencies address many other issues and thus collect many
other types of data.
Examples of law enforcement data that are often available for crime analysts are calls for
service (e.g., noise complaints, burglary alarms, suspicious activity), traffic information (e.g.,
accidents and citations), citizens’ perceptions (e.g., fear of crime, crime prevention behavior,
satisfaction with the police), victimization, probation records, and parole information.
In combination with… This phrase refers to identifying patterns and studying relationships
of crime and law enforcement data with other types of information, such as those listed
below.
Socio-demographic
 This type of information refers to characteristics of individuals and groups such as sex, race,
income, age, and education.
 On an individual (micro) level, socio-demographic information is used in law enforcement to search
for and identify crime suspects.
52
 O
n a macro level, socio-demographic information is used to determine the characteristics of groups
and how they relate to crime.
For example, the information may be used to answer the questions, “Where can we find the
suspect who is a white male, 30-35 years of age with brown hair and brown eyes?” or “Can
demographic characteristics explain why one neighborhood has a higher rate of crime than
another?”
Spatial
 The location where crimes or activities occur and the relationship of those places to one another
and to other information is an important factor in the analysis of crime.
 It is not only important where a crime takes place but also the characteristics of those places and
the environment in which the crime occurs.
 Thus, examination of spatial data such as streets networks, parcel information, orthophotographs,
school locations, business and residential zoning, among others, is imperative for effective crime
analysis.
THE FOUR KEY POINTS THAT DESCRIBE THE FOUR GOALS OF CRIME ANALYSIS
1. Apprehending Criminals
 The main function of crime analysis is to support law enforcement endeavors.
 One of the primary goals of law enforcement is the apprehension of criminals; consequently,
one of the primary goals of crime analysis is to assist in the apprehension of criminals.
 For example, a detective may have a robbery incident in which the suspect has a snake
tattoo on his left arm.
 The crime analysts may assist by searching a database of field incident cards to identify
individuals with such a tattoo.
 Also, a crime analyst may conduct a time of day/day of week analysis of burglary incidents
that would assist officers in surveillance of an area to catch offenders.
2. Prevent Crime
 Another primary goal of law enforcement is to prevent crime through methods other than
apprehension.
 This goal lends itself particularly well to assistance from crime analysis.
 For example, members of the police department are conducting a crime prevention
campaign about residential burglary and would like to target their resources in the areas that
need it the most.
 Crime analysis can assist in planning community education and patrol response tailored to
the problem by providing spatial analysis of residential burglary, analysis of how, when, and
where the burglaries occurred, and analysis of what items were stolen.
 This information could be used to develop crime prevention suggestions such as closing and
locking a garage door.
3. Reduce Disorder
 Many criminologists contend that social disorder can lead to crime; that is, blight and other
indicators of social decay left unchecked can attract crime and accelerate further decay.
 Thus, reducing disorder is a law enforcement objective and, by extension, one for crime
analysis as well.
 Crime analysis can assist with these efforts by providing research and analysis of disorder
indicators such as traffic accidents, noise complaints, or trespass warnings that can assist
officers in addressing these issues before they become more serious problems.
4. Evaluate Organizational Procedures

 The fourth goal of crime analysis is assisting with the evaluation of organizational
procedures. Several examples include resource allocation, the assessment of crime
prevention programs, realigning geographic boundaries, forecasting staffing needs, and
developing performance measures for the police department.
53
LESSON 4
TYPES OF CRIME ANALYSIS
The following are five types of analysis that fall under the umbrella of crime
analysis. As you will see, each contains characteristics of crime analysis in general, but
each is specific in the type of data and analysis used as well as in its purpose.
Intelligence Analysis
The study of “organized” criminal activity, whether or not it is reported to law enforcement, to assist
investigative personnel in linking people, events, and property.
 The purpose of intelligence analysis is to assist sworn personnel in the identification of networks
and apprehension of individuals to subsequently prevent criminal activity.
 A related goal is to link information together, prioritize information, identify relationships, and identify
areas for further investigation by putting the analysis in a framework that is easy to understand.
 Much of the information analyzed in the field of intelligence analysis is not reported to the police by
citizens but is gathered by law enforcement.
 Examples of data collection methods include surveillance, informants, and participant observation.
 In addition, the type of information is not limited to criminal information but can include telephone
conversations, travel information, financial/tax information, and family and business relationships.
 Intelligence analysis has traditionally focused more or less on organized criminal activity, which
includes drugs and prostitution syndicates.
 The data analyzed are plentiful and primarily qualitative, and thus are usually analyzed through
qualitative methods.
 In light of the events of September 11, 2001, intelligence analysis has most recently begun to focus
on terrorist activity at the local level as well.
Criminal Investigative Analysis

The study of serial criminals, victims, and/or crime scenes as well as physical, socio-demographic,
psychological, and geographic characteristics to develop patterns that will assist in linking together and
solving current serial criminal activity.
 This type of analysis has also been called “profiling,” which is the process of constructing a “profile”
of an unknown offender based on the nature of the crime, the facts of the case, and the
characteristics of the victim.
 As with intelligence analysis, this type of analysis focuses primarily on qualitative data surrounding
serious serial crimes such as murder and rape.
 Data are collected and analyzed on an individual level for those persons primarily or peripherally
involved with the incidents.
 The spatial nature of the incidents and related locations such as the body dump sites or the
encounter sites is also considered.
 The primary purpose of criminal investigative analysis is to develop patterns of serial crimes
crossing city, state, and even national boundaries by linking behavior and evidence within and
among incidents in order to catch the offender and/or clear cases.
 This is a very specific type of crime analysis that is primarily done on the federal law enforcement
level since these types of crime occur infrequently and cross jurisdictional boundaries.
Tactical Crime Analysis

The study of recent criminal incidents and potential criminal activity by examining characteristics such as
how, when, and where the activity has occurred to assist in problem solving by developing patterns and
trends, identifying investigative leads/suspects, and clearing cases.
54
 Tactical crime analysis focuses on information from recent crimes reported to the police.
 “Recent” can refer to the last few months or longer periods of time for specific ongoing problems.
 Tactical crime analysis also focuses on specific information about each crime such as method of
entry, point of entry, suspects actions, type of victim, type of weapon used, as well as the date, time,
location, and type of location.
 Field information such as suspicious activity calls for service, criminal trespass warnings, and
persons with scars, marks, or tattoos collected by officers is also considered in the analysis.
 Although quantitative analysis is often conducted once a pattern has been identified, qualitative
analysis, (i.e., critical thinking and content analysis) is used to identify patterns and trends initially.
 Three purposes of tactical crime analysis are:
a. linking cases together and identifying the notable characteristics of the patterns and trends;
b. identifying potential suspects of a crime or crime pattern; and
c. clearing cases.
 The focus of tactical crime analysis is examining data daily in order to identify patterns, trends, and
investigative leads for recent criminal and potential criminal activity.
 Once a crime pattern, suspect, or investigative lead is identified, the information is compiled and
disseminated to patrol officers and detectives.
Strategic Crime Analysis
The study of crime and law enforcement information integrated with socio-demographic and spatial factors
to determine long term “patterns” of activity, to assist in problem solving, as well as to research and
evaluate responses and procedures.
 Strategic crime analysis consists primarily of quantitative analysis of aggregate data.

 Monthly, quarterly, and/or yearly compilations of criminal and non-criminal information such as
crime, calls for service, and traffic information are analyzed in aggregate form.
 That is, general categories such as date, time, location, and type of incident are analyzed instead of
qualitative data such as narrative descriptions of incidents.
 Variables including race, class, sex, income, population, location, and location type are examined
along with law enforcement information in the analysis process.
 The two primary purposes of strategic crime analysis are:
a. to assist in the identification and analysis of long-term problems such as drug activity or auto
theft; and
b. to conduct studies to investigate or evaluate relevant responses and procedures.
 Both of these purposes correspond very well to the problem-solving process.
 These types of studies include evaluation of crime prevention programs, in depth examination of a
particular crime problem, and implementation of a survey of citizens’ perceptions of crime and the
police.
 They incorporate pre- and post- measurement as well as both impact and process evaluation
methodology.
 Procedures examined include such activities as deployment and staffing, redistricting of beats or
precincts, data entry and integrity, and the reporting process.
 In sum, strategic crime analysis uses statistical techniques and research methods to investigate
long-term problems and evaluate organizational procedures.
 Analysts who primarily conduct strategic crime analysis are also called problem or research
analysts.
Administrative Crime Analysis
55
The
presentation of interesting findings of crime research and analysis based on legal, political, and practical
concerns to inform audiences within law enforcement administration, city government/council, and citizens.
 Administrative crime analysis is different from the previous types of analysis in that it refers to
presentation of findings rather than to statistical analysis or research.
 The decision of what and how to present information is the primary focus of administrative crime
analysis.
 Often, the type of information that is presented represents the “tip of the iceberg” of all the work and
analysis that has previously been done, for example, an executive summary of a report.
 The purpose and the audience of the information determine “what” is presented along with legal
(e.g., privacy and confidentiality), political (e.g., union issues, election concerns), and practical
concerns (e.g., complexity of the information presented).
 The primary purpose of administrative crime analysis is to inform audiences.
 These audiences may vary from one situation to the next, which is why the type and quantity of
information should vary as well.
 Audiences can be police executives, city council, media, citizens, and neighborhood groups or a
combination.
 An excellent example of administrative crime analysis is the use of the Internet to provide
information to the general public.
 Audiences of a police Internet site include citizens, police personnel, businesses, victims, criminals,
and media—essentially everyone; therefore, the type of information published should be appropriate
for an array of diverse customers.
 The information provided should be simple, clear, and concise and should not disclose sensitive
information.
 One rule of thumb would be to only publish information that one would be comfortable seeing on the
evening news.
CRIME ANALYSIS MODEL

The figure displays how all of these types of crime analysis relate to one another in terms of the
level of aggregation of the information.
REFERENCES
56
Boba, R. (2001). Introductory Guide to Crime Analysis and Mapping. US Department of

Justice, Office of Community Oriented Policing Services; Washington DC.
Harries, K. (1999). Mapping Crime: Principle and Practice. US Department of Justice;

Washington DC:
Sampson, R. and Scott, M.S. (2000). Tackling Crime and Other Public Safety
Problems: Case Studies in Problem-Solving. US Department of Justice, Office
of Community Oriented Policing Services; Washington DC.
Scott, M. (2000). Problem-Oriented Policing: Reflections on the First 20 Years. US

Department of Justice, Office of Community Oriented Policing Services;
Washington DC.
Wartell and McEwen (2001). Privacy and the Information: Age A Guide for Sharing
Crime Maps and Spatial Data. US Department of Justice; Washington DC
Weisburd, D. and McEwen, T. (1998). “Crime Mapping and Crime Prevention.” In

Crime Mapping and Crime Prevention: Crime Prevention Studies, Volume 8.
Weisburd, D. and McEwen, T. (eds.) Criminal Justice Press; Monsey, NY. Pp 1-
26.
Compiled by:
Aurelyn Sanchez-Mina, MS Crim
Jevee I. Ulibas, MSCJ

Instructors
Reviewed by:
Jeffson G. Naungayan, MSCrim

Program Chairperson, SCJE
57

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LECTURE NOTES IN LEA 4 LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING

This course provides the fundamental concepts

After the completion of the course, you should be able

POLICE PLANNING AND Chapter 2

Planning is concerned with the establishment of objectives of an enterprise

 Pervasiveness: Planning pervades all managerial activities. It is the job of

 Uniformity: There may be separate plans prepared in different

 Flexibility: Plans should not be made rigid. It should be as flexible

 Simplicity: The language of the work schedule or program in

 Choice among Alternative Courses: Planning involves

 Efficiency: Planning is directed towards efficiency. A plan is a course of

 Inter-dependence: The different departments may formulate

As a managerial function, planning is important for the following reasons:

Minimizing Uncertainty and Risk: The future is uncertain.

Securing Economy: Planning focuses on efficiency and economy in

Planning as a managerial process consists of the following elements or components:

5. Evaluation of the Alternatives:

The important principles may be stated as follows:

Raudys, J. (2018, March 15). 7 Experiential Learning Activities to Engage Students.

Chapter 2 PLANNING AS A FUNCTION

POLICE PLANNING – is an attempt by administration to allocate anticipated resources to meet anticipated

What are Police Operational Planning?

FUNDAMENTALS OF POLICE PLANNING

What can be expected in planning?

Characteristics of a Good Police Plan

Characteristics of Effective Plans

Characteristics of A Good Police Operational Plan

Factors Affecting Planning

General Types of Plans

Kinds of Police Plans (Jose Nolledo)

Two Major types of Contingency Plans

Part of A Police Operational Plan

D. Extra-Office or Extra-Departmental Plan – The active interest and participation of individual

E. Management Plan – Administrative or Management plans include formulation of the department’s

A project involves the introduction of a single, specific in an organization over a limited

Steps to Police Operational Planning

This model is especially appropriate for police agencies as it is based on a problem-oriented

• Repression or Suppression of Criminal Activities – This activity or mission emphasizes the

Field Operations: How planning affects them?

Juvenile Delinquency Control

Standard Operating Procedures or SOPs are products of police operational planning

SAMPLE OF POLICE PLANS and the PNP Programs and Strategies

• The acronym SMART describing the characteristics of a Plan:

• The acronym POLICE 2000 also describes another police plan:

P – REVENTION and suppression of crime through community oriented policing system

• The acronym DREAMS stands for:

• The Three Point Agenda known as ICU:

To curb out the ICU, the PNP should:

 The acronym GLORIA stands for:

G – RAFT free organization

DECISION MAKING &

Planning and Decision Making:

What is the importance of Decision-Making in Police Planning?

 Nature and Extent  Seriousness

Nine (9) Steps in Rational Decision Making

Arson, bombing, kidnapping,

Elements of Effective Crisis (Disaster) Management

List of Effective Crisis (Disaster) Management based on the Pyramid