POLICE PLANNING

BY

JOSEPH F. TAMACAY, MACrim, MAED, MPA, DPA

Napolcom Police Inspector II
Provincial Officer-Nueva Vizcaya

Plan – an organize schedule or sequence by methodical activities intended to attain a goal and objectives for the
accomplishments of mission or assignment.

Planning- a management function concerned with formulating future causes of action. It is the process of
determining problems of the organization and coming up with the proposed resolutions and finding best
solutions.

Police planning – a systematic and orderly determination of facts and events as basis for policy formulation and
decision affecting law enforcement functions.

Operational planning – the use of rational design or pattern for all department undertakings rather than relying on
chance in an operational environment.

Police Operational Planning – the act determining policies and guidelines for police activities and operations and
providing controls and safeguards for such activities and operations in the department.

Administrative plans a.k.a. management plans – include formulation of the department’s mission statements,
goals, and policies, the structuring of functions, authority and responsibilities; the allocation of resources;
personnel management; and other concerns whose character is prevalent throughout the entire agency.
It is usually in the form of general orders.

Procedural plans – are ordinarily included as part of a police department written directive system, a copy of which
is assigned to every officer and is updated periodically. (Ex.Rules of engagement).

Operational plans – are often called “work plans” and describe specific actions to be taken by line units (patrol
officers, precinct groups, and/or division teams. Work plans are usually short and terse, giving both
direction and time constraints in accomplishing a given task.

Tactical plans – involve planning for emergencies of a specific nature at known locations. Some tactical plans are
developed in anticipation of such emergencies as the taking hostages at prison or jailbreaks.

Objective – it is a specific commitment to achieve a measurable result within a specific period of time.

Goal – it is a general statement of intention and typically with the time horizon. It is an achievable end state that
can be measured and observed. Making choices about goals is one of the most important aspects of
planning.

Strategy – is a broad design, method; a major plan of action that needs a large amount of resources to attain a
major goal of objectives.

Tactic – it is a specific design, method or course of action to attain a particular objective in consonance with
strategy.

Procedure – a sequence of activities to reach a point or to attain what is desired.

Policy – a product of prudence of wisdom in the management of human affairs. It is a verbal, written or implied
statement that guides decision making.

Process – is a cluster or series or related projects larger in scope and not necessarily time limited, systematically
designed to achieve certain goals of plan.

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Program – a homogenous group of activities necessary for the performance of major purpose.

Guidelines – a rule of action for the rank and file to show them how they are expected to obtain the desired effect.

Alternatives – are means by which goals and objectives can be attained. They maybe policies, strategies or specific
actions aimed at eliminating a problem. Alternatives don’t have to be substitutes for one another or
should perform the same function.

Doctrine – scheme or arrangement of getting a mission or objective accomplished.

Strategic planning – is a series of preliminary decisions on a framework, which in turn guides subsequent decisions
that generate the nature and direction of an organization.

OBJECTIVES OF POLICE PLANNING

1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To establish a framework for decision making consistent with the goal of the organization.
3. To orient people to action instead of reaction.

GUIDELINES IN PLANNING

1. What to do?-mission/objective
2. Why to do? – reason/philosophy
3. When to do? – date/time
4. Who will do? – people involves
5. How to do? – strategy

RESPONSIBILITIES IN PLANNING

1. Broad external policy planning – the responsibility of the legislative branch of the government. The main
concern of the police in this broad external policy planning is assisting the legislature in their determining
of police guideline through the passage of appropriate laws or ordinances for the police enforce.
2. Internal policy planning – is the responsibility of the C/PNP and the other chiefs of the different units or
headquarters within the area of jurisdiction to achieve the objectives or mission of the police
organization. They are responsible for planning, organizing, staffing, directing, coordinating, controlling,
reporting and budgeting for the police organization within the existing policies and available resources.
For maximum police effectiveness, they shall be responsible for the technical operation of the police
organization and management of its personnel.

BASIC CONSIDERATIONS IN POLICE PLANNING

Primary Doctrines

1. Fundamental doctrine – is the basic principle in planning, organization and management of the PNP
in support of the overall pursuits of the PNP Vision, mission and strategic plan of the attainment of
the national objectives.
2. Operational doctrine – the principles and rules governing the planning, organization and direction
and employment of the PNP forces in the accomplishment of basic security operational mission in the
maintenance of peace and order, crime prevention and suppression, internal security and public
safety operation.

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 3. Functional doctrine – provides guidance for specialized activities of the PNP in the broad field of
interest such as personnel, intelligence, operations, logistics, planning, etc.

Secondary Doctrines

1. Complimentary doctrine- doctrines formulated jointly by two or more bureaus in order to effect a
certain operation with regard to public safety and peace and order. This essentially involves the
participation of the other bureaus of the BJMP, BFP, PPSC, NBI and other law enforcement agencies.
2. Ethical doctrine – defines the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norm of the PNP.

PRINCIPLES OF POLICE ORGANIZATION

a. Principle of unity objective – an organization is more effective if it enables the individuals to contribute to
the organization’s objective.
b. Principle of organizational efficiency – organization structure is effective if it is structured to aid the
accomplishment of the organization’s objectives with a minimum cost.
c. Scalar principle – the vertical hierarchy of the organization defines an unbroken chain of scale of units
from top to bottom describing explicitly the flow of authority.
d. Unity of command – subordinate should be under the control of only one superior.
e. Span of control – control of superior should not be more than what we can effectively direct.
f. Delegation of authority
g. Chain of command
h. Functional principle – this implies a system of varied function arranged into a workable pattern. The line
organization refers to the direct accomplishment of the objectives. The staff refers to the line
organization, which is an advisory of facilitate capacity.
i. Principle of balance – the application of principles must be balance to ensure effectiveness of the
structure in meeting organizations objectives.
j. Principle of delegation by result – authority delegated be adequate to ensure the ability to accomplish
results expected.
k. Principle of absoluteness of responsibility – the responsibility of the subordinates to their superior for
their performance is absolute and superior cannot escape responsibility for the organization on activities
performed by their subordinates.
l. Principle of parity and responsibility – the responsibility for actions cannot be greater than that implied
by the authority delegated nor should it be less.
m. Authority level principle – maintenance of intended delegation requires that decisions within the
authority of individual commander should be made by them and not be referred upward in the
organization structure.
n. Principle of flexibility – the more provision made for building; the more the organization can fulfill its
purpose.

PRIMAL CONDITIONS OF THE POLICE ORGANIZATION

1. Authority – the right to exercise decide and command by virtue of rank and position.
2. Doctrine- it provides for the organizations objectives. It provides the various actions, hence, policies,
procedures.
3. Cooperation/coordination
4. Discipline- it is composed by command or self-restraint to insecure supportive behavior.

CLASSIFICATIONS OF POLICE PLANS ACCORDING TO COVERAGE

1. Local
2. Regional
3. National

ACCORDING TO TIME

1. Strategic or long range plan- it relates to plans which are strategic or long range in application, it
determine the organization’s original goals and strategy. (ex. Three point agenda, GLORIA)

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 2. Intermediate or medium long range plan – it relates to plans, which determine quantity and quality
efforts and accomplishments. It also refers to the process of determining the contribution on efforts that
can make or provide with allocated resources. (ex. PNP-MTDP 1999-2004).
3. Operational or short range plan – refers to the production of plans, which determine the schedule of
special activity and are applicable from one week or less than year duration. Plan that addresses
immediate need which are specific and how it can be accomplished on time with available allocated
resources.

TYPES OF POLICE PLAN

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 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 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 (ex.
Community policing). One of the most important aspects of strategic planning is focus on external
environmental factors that affects the goals and objectives of the department and how they will achieved.
Important environmental factors include personnel needs, population trends, technological innovations,
business trends and demand, crime problems, and community attitudes.
5. Operational plans are designed to meet the specific tasks required to implement strategic plans.
6. Standing plans provide the basic framework for responding to organizational problems. The
organizational vision and values, strategic statement, policies, procedures, and rules and regulations are
examples of standing plans. It also includes guidelines for responding to different types of incidents: for
ex. a civil disturbance, hostage situation, crime in progress, and felony car stops.
7. 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 of the nation.
8. Time-specific plans are concerned with a specific purpose and conclude when an objective is
accomplished or a problem is solved. Specific police programs of projects – such as drug crackdown, crime
prevention program, or neighborhood clean-up campaign – are good examples of time-specific plans.

TYPES OF PNP PLANS

Procedural Plan – Standard-operating procedures shall be planned to guide members in routine and
operations in accordance with the following procedure:

1. Field procedures- Produces intended to be use in all situations of all kinds shall be outlined as a guide to
officers and men in the field. Procedures that relate to reporting, to dispatching, to raids, stopping
suspicious persons, receiving complaints, touring beats, and the investigation of crimes and so on are
examples. The use of physical force and clubs, restraining devices, firearms, tear gas and the like shall, in
dealing with groups or individuals, shall also be outlined.
2. Headquarters procedures- to be included in these procedures are the duties of the dispatcher, jailer,
matron, and other personnel concerned which may be reflected in the duty manual. Procedures that
involve coordinated action on activity of several offices, however, shall be established separately as in the
case of using telephone for local/long distance calls, the radio teletype, and other similar devices.
3. Special operation procedures- certain special operations also necessitate the preparation of procedures
as guides. Included are the operation of the special unit charged with the searching and preservation of
physical evidence at the crime scenes and accidents, the control of licenses, dissemination of information
about wanted persons, inspection of the PNP headquarters and the like.

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

OPERATIONAL PLANS – These are plan for the operations of special divisions. Operational plans shall be
prepared to accomplish each of the primary police tasks.

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

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

EXTRA-OFFICE PLANS – PNP programs continuously seek to motivate, promote, and maintain an active public
concern in its affair. Plans made to organize the community to assist in the accomplishment of objectives in
the fields of traffic control, organize crime, and juvenile delinquency prevention.

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

CREATIVITY IN PLANNING

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

Field Operations and How Planning Affects Them

FIELD OPERATIONS – Operations in the field shall be directed by the police commander and the subordinate
commanders and the same shall be aimed at the accomplishment of the following primary tasks more
effectively and economically.

1. Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the community
through the protections of persons and property , the preservation of the peace, the prevention of crime,
the suppression of criminal activities, the apprehension of criminals, the enforcement of laws and
ordinances and regulations of conduct and performing necessary service and inspections.
2. Investigation – The basic purpose of the investigation division unit shall be to investigate certain designed
crimes and clear them by recovery of stolen property and the arrest and conviction of the perpetrators.

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 To this end, the investigations division shall supervise the investigation made by patrolman and undertake
additional investigation may be necessary of all felonies.
3. Traffic Patrol – Police control of streets or highways, vehicles, and people shall facilitate the safe and
rapid movement of vehicles and pedestrians. To this end, the inconvenience, dangers and economic
losses that arise from this moment, congestion, delays, stopping and parking of vehicles must be lessened.
4. Vice Control- it shall be the determined stand of the PNP in the control of vices to treat vice offences as
they shall do to any violation, and exerts efforts to eliminate them, as there attempt to eliminate
robbery,theft , and public disturbance. Control of vice, shall be based on law rather than on moral
precepts, and intensive operations shall be directed toward their elimination. A primary interest in vice
control results from the close coordination between vice and criminal activities. Constant raids of known
vice dens shall be undertaken.
5. Juvenile Delinquency Control – effective crime control necessitates preventing the development of
individuals as criminals. The police commander shall recognize a need for preventing crime or correcting
conditions that induce criminality and by rehabilitating the delinquent.

Special Operating Procedures

SOP #01 -POLICE BEAT PATROL PRECEDURES - This SOP prescribes the basic procedures to be observed by all
PNP Units and mobile patrol elements in the conduct of visibility patrols.

SOP #02 – BANTAY KALYE – This SOP prescribes the deployment of 85% of the PNP in the field to increase
police visibility and intensifies anti-crime campaign nationwide.

SOP #03 – SIYASAT – This SOP prescribes the guidelines in the conduct of inspections to ensure police visibility.

SOP #04 – REACT 166 – REACT 166 was launched in 1992 as the people’s direct link to the police receive public
calls for assistance and complaints for prompt action by police authorities. This SOP prescribes the procedures
in detail of Duty, Officers, Telephone Operators and Radio Operators for REACT 166, their term of duty and
responsibilities.

SOP #05 – LIGTAS (ANTI-KIDNAPPING) – With the creation of the Presidential Anti-Organization Crime Task
Force (PAOCTF), the PNP is now in support role campaign against kidnapping in terms of personnel
requirements. SOP #6 sets forth the PNP’s guidelines in its fight against kidnapping activities.

SOP #06 – ANTI-CARNAPPING – This SOP prescribes the conduct of an all-out and sustained Anti Carnapping
campaign to stop/minimize carnapping activities, neutralize syndicated carnapping groups, identify/prosecute
government personnel involved in carnapping activities, and to effectively address other criminal activities
related to carnapping.

SOP #07 – ANTI-TERRORISM – This prescribes the operational guidelines in the conduct of operations against
terrorists and other lawless elements involved in terroristic activities.

SOP #08 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) – This SOP provides overall
planning integration, orchestration/coordination and monitoring of all efforts to ensure the successful
implementation.

SOP #09 – ANTI-HIJACKING/HIGHWAY ROBBERY – This SOP sets forth the guidelines and concepts of
operations to be observed in the conduct of anti-highway robbery/hold up/hijacking operations.

SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – This SOP sets for the concept of operations and tasks of all
concerned units in the campaign against Partisan Armed Groups and loose fire.

SOP #11 – MANHUNT BRAVO (NUETRAKIZATION OF WANTED PERSONS) – This SOP sets forth the objectives
and concept of operation tasks of all concerned units in the neutralization of wanted persons.

SOP #12 – ANTI-ILLEGAL GAMBLING – This SOP sets forth the operations thrusts to be undertaken by the PNP
that will spearhead the fight against all forms of illegal gambling nationwide.

SOP #13 – ANTI-SQUATTING – This SOP sets forth the concept of operation in the campaign against
professional squatters and squatting syndicates.

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SOP #14 – JERICHO –This SOP prescribes the operational guidelines to be undertaken by the NHQ, PNP in the
establishment of a quick reaction group that can be detailed with the office of SILG (OSILG), with personnel
and equipment requirements of that reaction group supported by the PNP.

SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) – This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearhead the fight against prostitution and vagrancy.

SOP #16 – ANTI-PORNOGRAPHY – This prescribes the guidelines to be followed by tasked PNP Units/Offices in
enforcing ban on pornographic pictures, videos and magazines.

SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE – This SOP prescribes the
procedures and manner of conducting an arrest, raid, search and/or search of person, search of any premises
and the seizures of properties pursuant to the 1987 Philippine Constitution, Rules of Court, as amended and
updated decision of the Supreme Court.

SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

SOP #19 – ANTI-ILLEGAL LOGGING

SOP #20 - ANTI-ILLEGAL FISHING

SOP #21 - ANTI-ILLEGAL DRUGS

Oplan Jumbo – Aviation Security Group Plan against terrorist attacks

OplanSalikop – CIDG Strategic Plan Against Organized Crime Group (OCG)

LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program for the next five years
with a Total Human development Approach (THD Approach)

The TMG through its “OPLAN DISIPLINA” that resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorist
assistance.

OPLAN BANTAY DALAMPASIGANthat sets forth the operational guidelines on the heightened security
measures and sea borne security patrols

NAPOLCOM MC No. 95-03 - “Institutionalization of the Doctrine of Command Responsibility at all levels of
Command in the PNP

EO No. 226 – “Institutionalization of the Doctrine of Command Responsibility in all Government offices.

What are the steps in the Police Operational Planning?

-Frame of Reference

-Clarifying the Problems

-Collecting all Pertinent Facts

-Developing the Facts

-Developing Alternative Plans

-Selecting the Most Appropriate Alternative

- -Selling the Plans

-Arranging for the Execution of the Plan

-Evaluating the Effectiveness of the Plan

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 PNP VISION STATEMENT

Important Element of the PNP Vision

Presence of professional, dynamic and highly motivated PNP personnel

Presence of police organization that nurtures and develops the potentials of its human resources

A collaborative partnership with stake holders from the community

The presence of a responsive empowered and engaged citizenry who proactively take part in the fight against
criminality to ensure a stable and peaceful community

PNP MISSION

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

Samples of the PNP Programs and Strategies

POLICE 2000

P – REVENTION and suppression of crime through COPS

O – RDER, maintenance, peacekeeping and internal security

L – AW enforcement without fear or favor

I – MAGE, credibility and commonly support

C – OORDINATION with other government agencies and non-government agencies

Organizations and international securities

E – FFICIENCY and effectiveness in the development of management of human and material resources

DREAMS

D – ISPERSAL

R – ESTORATION

E – ELIMINATION

A – RREST

M – APPING

S – TRENGTHENING

THREE POINT AGENDA

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I – NEPT

C – ORRUPT

U – NDISCIPLINE

GLORIA

G – RAFTfree organization

L – EADERSHIPby example

O – NE– stop – shop mechanism for a faster police response to complaints and reports

R – ESULToriented culture in the anti – criminality effort

I –NVESTMENTclimate, which is business friendly as a result of peace and order

A – CCOUNTABILITYand ownership of peace and order campaign

KAISA

K – Keep the readiness of thePNP to serve and protect the people

A – Administrative Efficiency and Integrity of Personnel

I – Internal Security Operations in Support to AFP

S – Support to Development of Community and Green Awareness

A – Advocacy of Crime Prevention and Suppression through Community Oriented Policing

Systems (COPS)

7 KRAs of PNP MTDP

Community Partnership

Law Enforcement

Material and Financial Resource Management

Organizational and Human Resource Management and Development

Credible Institutional Image

Crime Prevention and Control

Maintenance of Peace and Order

Types of Police Plans and their Application

Standard Operating Procedures

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 NAPOLCOM MC No. 95-03 - “Institutionalization of the Doctrine of Command Responsibility at all
levels of Command in the PNP

EO No. 226 – “Institutionalization of the Doctrine of Command Responsibility in all Government

offices.

Four (4) Major Forces (4 C’s) that pressure the PNP organization to improve continuously.

1. C – Customer (demanding)
2. C – Costs (increasing)
3. C – Competition (increasing)
4. C – Crisis (impending)

SHARED RESPONSIBILITY – “THE TRIED AND TESTED FORMULA”

Professional Police Action + Community Cooperation + Responsible Media Coverage = United Action
against Crime (UAAC)

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

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

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