Law Enforcement Operati

LEA 4

Submitted By:
N0303

May Ann
[Email address]
 TABLE OF CONTENTS

PURPOSE OF PLANNING 2

MANAGEMENT FUNCTION IN POLICE PLANNING 3

GUIDELINES IN PLANNING 4

PRINCIPLES OF PLANNING 4

ELEMENTS OF PLANNING 6
TYPES OF PLAN 7

CLASSIFICATIONS OF PLAN 6
POLICE/LAW ENFORCEMENT PLAN 8

STEPS IN POLICE PLANNING AND OPERATION 9

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PURPOSES OF PLANNING
i. To provide direction
ii. To reduce / offset uncertainty and change
iii. To minimize waste and redundancy
iv. To set the standards to make control effective
v. To manage by objectives
vi. To help in co-ordination
vii. To secure economy in operation
viii. To increase organizational effectiveness

i. Planning provides direction:

Planning provides direction to managers and non- managers alike. When
employees know what their organization or work unit is trying to accomplish and
what they must contribute in order to reach goals, they can coordinate their
activities, cooperate with each other and do what it takes to accomplish those goals.
Without planning, department and individuals might work at cross-purpose and
prevent the organization from efficiently achieving goals.
ii. Planning reduces / Offset uncertainty and change:
Planning reduces uncertainty by forcing managers to look ahead, anticipate
change, consider the impact of change, and develop appropriate response.
Although planning won’t eliminate uncertainty, managers plan so they can respond
efficiently. Future is always full of uncertainties and changes. Planning foresees the
future and makes the necessary provisions for it.
iii. Planning Minimizes waste and redundancy:
Planning Minimizes waste and redundancy. When work activity is coordinated
around plans, inefficiency becomes obvious and can be corrected and eliminated.
iv. Planning establishes the goals or standard to make control effective:
When managers plan, they develop goals and plan. When they control, they see
whether the plans have been carried out and the goals met. Without planning there
would be no goals against which to measure or evaluate work effort. The controlling
function of management relates to the comparison of the planned performance with
the actual performance. In the absence of plans, a management will have no
standards for controlling other’s performance.
v. To manage by objectives:
All the activities of an organization are designed to achieve certain specified
objectives. However, planning makes the objectives more concrete by focusing
attention on them.
vi. To help in co-ordination:
Co-ordination is, indeed, the essence of management, the planning is the base of it.
Without planning it is not possible to co-ordinate the different activities of an
organization.

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vii. To secure economy in operation:
Planning involves, the selection of most profitable course of action that would lead
to the best result at the minimum costs.
viii. To increase organizational effectiveness:
Mere efficiency in the organization is not important; it should also lead to
productivity and effectiveness. Planning enables the manager to measure the
organizational effectiveness in the context of the stated objectives and take further
actions in this direction.

MANAGEMENT FUNCTION IN POLICE PLANNNING

Police organization requires that the following management functions must be

performed with effectiveness and efficiency: (given the acronym of PODSCORB)
a. Planning- Planning is the process of selecting goals and determining how to
achieve them. It includes the act of selecting missions and objectives, the policies,
the programs and the procedure, and the course of action on how to achieve them. It
requires decision making. Decision making is the act of choosing from among the
alternative courses of action.
b. Organizing- Organizing is the process of making an organization fit with its
objectives, resources, and environment.
C. Directing- Directing is the process of giving orders, commands, directives, or
instructions to personnel in order to rule or guide them in accomplishing the goals or
objectives of an organization.
d. Staffing is the act of placing personnel to the positions in the organizational
structure considering their qualifications.

The following are different staffing activities:

 Recruitment
refers to the set of activities and processes used to legally obtain a
sufficient number of right people for specific positions.

 Selection is the process of choosing from among the candidates the most
suitable person for the current position or for future position.

What is the Next in Rank Rule in relation to selection?

The Next-in-Rank - Rule states that the appointing authority must prioritize
the selection of next in rank in filling up a vacant position. This rule is not,
however, absolute. The appointing authority may still appoint any other
person aside from the next in rank provided he must state the reason of not
complying with said rule.

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  Appraisal is the process of measuring performance. • Training is the act of
improving the ability required in the current job
 Development is the act of improving the ability required in the future job.

e. Coordinating is the manner of integrating the different elements within and

outside of an organization into a harmonious relationship.
f. Recording is the system of classifying and compiling written
communications going inside and going outside of an organization.
g. Budgeting-Budgeting is the management of income and expenditures
within the organization.

Guidelines in Planning

1. What - mission/objective
2. Why - reason/philosophy
3. When - date/time
4. where - place
5. How - strategy/methods

PRINCIPLES OF PLANNING
Police organizations are either formal or informal. Formal organizations are highly
structured while informal organizations are those without structures. Every formal
police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives an organization is effective if it enables the
individuals to contribute to the organization's objectives.
2. Principle of Organizational Efficiency- organization structure is effective if it is
structured in such a way to aid the accomplishment of the organization's objectives
with a minimum cost
3.Scaler Principle shows the vertical hierarchy of the organization which defines an
unbroken chain of units from top to bottom describing explicitly the flow of authority.
The scalar principles are.
a. Line of Authority and Chain of Command This principle of organization
suggests that communications should ordinarily go upward through established
channels in the hierarchy. Diverting orders, directives, or reports around a level of
command usually has disastrous effects on efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean more
than what he can effectively direct and coordinate. In span of control, levels of
authority shall be kept to a minimum.

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c. The Delegation of authority shall carry with it a commensurate authority and the
person to whom the authority is delegated shall be held accountable therefore. It
implies that delegation must carry with it appropriate responsibility
. d. The Unity of Command explains that subordinates should only be under the
control of one superior.
4. Functional Principle refers to division of work according to type, place, time and
specialization
5. Line and Staff - implies that a system of varied functions arranges into a workable
pattern. The line organization is responsible for the direct accomplishment of the
objectives while the staff is responsible for support advisory or facilitative capacity.
6. The principle of Balance states that the application of principles must be
balanced to ensure the effectiveness of the structure in meeting an organization's
objectives.
7. Principle of Delegation by Results states that authority delegated should be
adequate to ensure the ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility explains that the responsibility of
the subordinates to their superior for performance is absolute and the superior
cannot escape responsibility for the organization on activities performed by their
subordinates.
9. Principle of Parity and Responsibility explains that responsibility for action
cannot be greater than that implied by the authority delegated nor should it be less.
10.Authority Level Principle implies that decisions within the authority of the
individual commander should be made by them and not be returned upward in the
organizational structure.
11. Principle of Flexibility means that the more flexible the organization, the more it
can fulfill its purpose.

Other Principles of Police Organization

Grouping of Similar Task
Tasks, similar or related in purpose, process, method, or clientele, should be
grouped together in one or more units under the control of one person. Whenever,
practicable, every function of the police force shall be assigned to a unit.

According to Function- The force should be organized primarily according to the

nature of the basis to be performed. It should be divided into groups so that similar
and related duties may be assigned to each.
According to Time Frame - The elements are divided into many shifts or watches
according to the time of the day. This is the most elementary form of police

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organization. Any large functional unit can also be organized according to time if the
demand exists.
According to Place of Work- A territorial distribution of a platoon, accomplished by
assigning patrolman on beats, is necessary to facilitate the direction and control of
the officers and to ensure suitable patrol service at every point within the jurisdiction.
Patrolman on street duty is usually under the supervision of a patrol sergeant. When
the number of patrolmen is great, it may be desirable to divide them into squads
assigned to specific sectors of jurisdiction, with a sergeant in charge of each squad.
According to Level of Authority- A police department is always divided according
to the level of authority. Example, there will be some patrolmen, sergeants, some
lieutenants, some captains, and so on. Vertical combinations of superior officers,
with each rank at a different level of authority from any other, from channels through
which operations may be directed and controlled can be adopted in certain cases to
ensure coordination.
Elements of Planning
1. Goal – what do you want to attain?
2. Course of Action – how would you reach your goal?
3. Implementing Group – who is tasked to do the actions?
4. Resources Needed – what is needed to accomplish?
Elements of Planning
1. Goal – what do you want to attain?
2. Course of Action – how would you reach your goal?
3. Implementing Group – who is tasked to do the actions?
4. Resources Needed – what is needed to accomplish?
Elements of Planning
1. Goal – what do you want to attain?
2. Course of Action – how would you reach your goal?
3. Implementing Group – who is tasked to do the actions?
4. Resources Needed – what is needed to accomplish?
Elements of Planning
1. Goal – what do you want to attain?
2. Course of Action – how would you reach your goal?
3. Implementing Group – who is tasked to do the actions?
4. Resources Needed – what is needed to accomplish?
Elements of Planning
1. Goal what do you want to attain?
2. Course of Action how would you reach your goal?
3. Implementing Group who is tasked to do the actions?
4 Resources Needed what is needed to accomplish?

CLASSIFICATION OF PLANS
A. According to Coverage
1. Local Plan
2. Regional Plan

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3. National Plan

B. According to Time
1. Strategic or Long-Range Plan - It relates to plan which are strategic or long
range in application and it determine the organization’s goals and strategy.
Example: Police Action Plan on the strategy DREAMS Program P-O-L-I-C-E 2000.
2. Intermediate or Medium Range Plan - It relates to plans which determine
quantity and quality efforts and accomplishments. It refers to the process of
determining the contribution on efforts that can make or provide allocated resources.
Example: Master Plan Saklolo (Disaster Management Master Plan), Master Plan
Banat (Anti-Illegal Drugs Master Plan)
3. Operational or Short-Range Plan - Refers to the productions of plans, which
determine the schedule of special activity and are applicable from one week or less
than year duration. Plan that addresses immediate need which are specific and how
it can be accomplished on time with available allocated resources.
Example: Oplan Double Barrel Project Tokhang – aimed at the neutralization of
illegal drug personalities nationwide

TYPES OF PLANS
 Reactive Plans are developed as a result of crisis. A particular problem may
occur for which the department has no plan and must quickly develop one,
sometimes without careful preparation.

 Proactive Plans are developed in anticipation of problems. Although not all

police problems are predictable, many are, and it is possible for a police
department to prepare a response in advance.

 Visionary Plans are essential statements that identify the role of the police in
the community and the future condition or state to which the department can
aspire. A vision may also include a statement of values to be used to guide
the decision-making process in the department.

 Strategic Plans are designed to meet the long-range, overall goals of the
organization. Such plans allow the department to adapt anticipated changes
or develop a new philosophy or model of policing (e.g., community policing).
One of the most important aspects of strategic planning is to focus on external
environmental factors that affect the goals and objectives of the department
and how they will be achieved. Important environmental factors include
personnel needs, population trends, technological innovations, business
trends and demand, crime problems, and community attitudes.

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OTHER TYPES OF PLANS
1. Policy or Procedural Plan
Standard operating procedures shall be planned to guide members in routine
and field operations and in some special operations in accordance with the following
procedures:
a. 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.
b. Headquarters Procedures – To be included in these procedures are the duties of
the dispatchers, jailers and other personnel concerned which may be reflected in the
duty manual.
c. Special Operating Procedure – Included are the operation of the special units
charged with investigation, dissemination of information about wanted person,
inspection and the like.

2. Tactical Plan
These are the procedures for coping with specific situations at known
locations. Included in this category are plan for dealing with an attack against
building with alarm system and attack against the police headquarters by lawless
elements.
3. Operational Plan
These are plans for the operations of the patrol, investigation, traffic, juvenile
and vice control division.
a. Regular Operating Program
b. Meeting Unusual Needs

Operational Planning - the use of rational design or pattern for all departmental
undertakings rather than relying on chance. - The preparation and development of
procedures and techniques in accomplishing of each of the primary task and
function.
Police Operational Planning – the act of determining policies and guidelines for
police activities and operations and providing controls and safeguards for such
activities and operations in the department.
- The process of formulating coordinated sequence of methodical activities and the
allocation of resources to line units of the police organization for the attainment of the
mandated objectives.

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4. Extra-Office 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. Plans shall be made to
organize the community to assist in the accomplishment of police objectives.
5. Management Plan
Plans of management shall map out in advance all operations involved in the
organization management or personnel and material and in the procurement and
disbursement of money such as the following:
a. Budget Planning
b. Accounting Procedures
c. Specification and Purchasing Procedures
d. Personnel
e. Organization

Budget Planning – present and future money needs for personal, equipment and
capital investments must be estimated. Plans for supporting budget request must be
made if needed appropriations are to be obtained.
Accounting Procedures – procedures shall be established and expenditure
reports be provided to assist in making administrative decisions and holding
expenditures within the appropriations.
Specifications and Purchasing Procedures – Specifications shall be drawn for
equipment and supplies. Purchasing procedures shall likewise be established to
insure the checking of deliveries against specification of orders. Plans and
specifications shall be drafted for new building and for modeling old ones.
Personnel – procedures shall be established to assure the carrying out of personnel
programs and the allocation of personnel among the component organization units in
proportions need.
Organization – a basic organization plan of the command/unit shall be made and be
posted for the guidance of the force. For the organization to be meaningful, it shall
be accompanied by the duty manual which shall define relationships between the
component units in terms of specific responsibilities. The duty manual incorporates
rules and regulations and shall contain the following: definition of terms, organization
of rank, and the like, provided the same shall not be in conflict with this manual.

STEPS IN POLICE OPERATIONAL PLANNING

1. Frame of Reference – This shall base on a careful view of the matters

relating to the situation for which plans are being developed. Opinions or

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 ideas of persons who may speak with authority of the subjects and views of
the police commanders, other government officials, and other professionals
shall be considered.
2. Clarifying the Problems – These calls for the identification of the problems,
understanding both its records and its possible solution. A situation must exist
for which something must and can be done. For example, an area in a city or
municipality is victimized by a series of robbers. There is a need for reaching
the preliminary decision that robberies may be reduced in the area, and that
the pattern of operation, in general, is one by which the police can reduce
them.
3. Collecting all Pertinent Facts – No attempt shall be made to develop a plan
until all facts relating to it have been carefully reviewed to determine the
modus operandi, suspects, types of victims, and such other information as
may be necessary. Facts relating to such matters as availability, deployment,
and the use of present personnel shall be gathered.
4. Developing the Facts – After all data have been gathered, a careful analysis
and evaluation shall be made. These provide the basis from which a plan or
plans are evolved. Only such facts as any have relevance shall be
considered.
5. Developing Alternative Plans – In the initial phases of plan development,
several alternative measures shall appear to be logically comparable to the
needs of a situation. As the alternative solutions are evaluated, one of the
proposed plans shall usually prove more logical than the others.
6. Selecting the Most Appropriate Alternative – A careful consideration of all
facts usually leads to the selection of the best alternative proposal.
7. Selling the Plans – A plan, to be effectively carried out, must be accepted by
persons concerned at the appropriate level of the plan’s development. For
example, in a robbery case, the patrol division head may be preparing the
plan. At the outset, the detective chief is concerned and shall be consulted. As
the planning develops, there may be a need it involve the head of the
personnel, records and communication units and all patrol officers.
8. Arranging for the Execution of the Plan – the execution of a plan requires
the issuance of orders and directives to units and personnel concern, the
establishment of a schedule, and the provision of manpower and the
equipment for carrying out the plan. Briefing shall be held and assurance shall
be received that all involved personnel understood when, how, and what is to
be done.
9. Evaluating the Effectiveness of the Plan – The results of the plan shall be
determined. This is necessary in order to know whether a correct alternative
was chosen, whether the plan was correct, which phase was poorly
implemented, and whether additional planning may be necessary. Also, the
effects of the executed plan or other operations and on total police operations
shall be determined. Follow-up is the control factor essential for effective
command management.

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