PLAN

Can be defined as an organized schedule or sequence of methodical

activities intended to attain a goal or objectives for the
accomplishment of a mission or assignment.
PLANNING
Is a fundamental management function, which involves deciding
beforehand, what is to be done, when is it to be done, how it is to be
done and who is going to do it
It is an act or process of making or carrying out plans specifically; the
establishment of goals, policies, and procedures for a social or
economic unit.
POLICE PLANNING
Is an attempt by police administrators in allocating anticipated
resources to meet anticipated service demands. The systematic and
orderly determination of facts and events as basis for policy
formulation and decision making affecting law enforcement
management.
OPERATIONAL PLANNING
Is the use of rational designs or pattern for all departmental
undertakings rather than relying on chance in an operational
environment.
The preparation and development of procedures and techniques in
accomplishing each of the primary tasks and functions of an
organization.
POLICE OPERATIONAL PLANNING
Refers to 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.
Involves strategies or tactics, procedures, policies or guidelines.
It is the process of formulating a coordinated sequence of methodical
activities and allocation of resources to the line units of the police
organization for the attainment of the mandated objective or goals
STEPS IN PLANNING PROCESS

1. Defining Goal or Objective

The first and important step in the planning process is Goal Setting.
Goals are defined at the organizational, and individual level and are
meant to be achieved in future and a specific time period.
A goal can be a short term, mid-term or long term. Plans are devised
which are aimed at achieving the se predefined goals. Goals specify
what to achieve by defined rules, policies, process, resources, strategies,
etc.
2. Collecting information
It is a necessary part of planning. Gathering information such as facts
and figures required to achieve goals. Target audience, circumstances,
market information, competitor’s strategy, etc. are required to make a
right and effective plan.
3. Analyzing Information
After collecting the necessary information, the next step in the planning
process is interpreting information as per goals. Analyzing information
includes organizing collected information as per importance, identifying
accuracy and relevance of information from different sources, its
unique features, sources and reliability for the organization.
4. Making a plan
Once relevant information is collected and analyzed, the next thing to
do is formulate a plan to achieved defined goals, the plan includes
identifying different activities, required resources, timelines, etc. to
implement a plan.
Implement the plan
After creating a plan, it is now time to allocate defines activities,
resources, time guidelines to individuals. This is where strategies and
plans are converted into actions to achieve goals. It also requires
allocation of responsibility in the team which is responsible for
accomplishing the plan.
Monitor the plan
Once a plan is implemented, it’s necessary to evaluate and monitor its
effectiveness and impact according to desired goals.
Time Dimensions in Planning
The time dimension in planning is related to the requirement of the
organization and kind of business. For instance, a large public utility
may plan new power production plants 25 or 30 years into the future,
whereas a small garment manufacturer may plan new production
facilities only one year ahead.
The length of the planning period is determined by the commitment
principle. It states that an organization should plan for a period of time
in the future sufficient to fulfill the commitments of the organization
which results from current decisions.
A long range plan is superimposed upon the foundations of short and
intermediate-range plans, all attainable within a specified time period.
Planning Period According to Time
Dimension
Long Term/Long Range Plans – are for the long term objectives of the
organization. It defines the mission of the organization, and outlines its
major strategies and policies. The period of long term planning may
extend from 1 year to 20 years or more.
Generally it is for 5 to 10 years. It usually encompasses all the
functional areas of the business and are affected within the existing and
long-term framework of economic, social and technological factors. The
impact of external factors is also assessed while framing long term
plans.
Intermediate-range plans – usually cover the period from 6 to 18
months in the future. It refers to the plans, which determine quantity
and quality efforts and accomplishments. It refers to the process of
determining the contribution that can make or provide with allocated
resources.
Short-range planning – generally apply to a specific time frame in
which a specific series of operations will be carried out, assessed, and
measured. It usually covers the period from 1 day to 6 months.
The standard short-range plan will represent annual or semiannual
operations with a short-term deliverable. These short-term plans cover
the specifics of each day-to-day operation.
The Use Dimension in Planning
Plans are often divided into two broad categories on the basis of their
usage: on going plans for recurring or long term activities, or standing
plans, and the one-shot plans or single-used that are essentially non-
recurring.
 Standing Plans (On Going Plans)
It provides continuing guidance to the actions or expected actions of
organization members.
 Single-Use Plans (One-shot Plans)
Refer to certain predetermined courses of action which are developed
for relatively unique, non repetitive situations.
 Categories of Standing Plans
1. Policies – refer to statements of aims, purposes, principles or intentions which
serve as continuing guidelines for management in accomplishing objectives. It is
a general guidelines for decision making. It delimit the areas within which
decisions must be made and give indications of a appropriate routes to the
attainment of the objective.
2. Procedures – these are more specific and detailed rules, commonly expressed
as methods or steps to do a particular activity. They are narrower in scope than
policies and are often intended to be used in implementing policies. It is
chronological sequence of detailed instructions necessary for the successful
carrying out of an activity.
3. Rules – it is the simplest type of standing plan. They are statements that a
specific action must or must not be taken in a given situation. They act as
substitute to thinking and decision making and thus serve as guides to behavior.
It states specific actions for particular situations. In a sense, they are guides to
acceptable behavior. Since their application precludes a discussion of
alternatives, they allow for no discretion to be exercised.
 Examples of Single-Use Plans (One-shot
Plans)
1. Programmes – it is a collection of organizational resources that is geared to
accomplish a certain major goal or set of goals. It is a large-scale, single-use plan
involving various interrelated activities. It specifies the objectives, major steps
necessary to achieve this objectives, individuals or departments responsible for
each step, the order of various steps, and resources to be deployed or employed.
2. Projects – it is a single-use plan that is either a component of a programme or that
is on a smaller scale than a program. Project planning is a discipline addressing how
to complete a project in a certain time frame, usually with defined stages and
designated resources.
3. Budgets – a budget is simply a statement in quantitative and usually financial term
of the planned allocation and use of resources. It can be defined as a financial plan
listing in detailed resources or funds assigned to a particular programme project,
product or division. Budgetary planning is the process of constructing a budget and
then utilizing it to control the operation of the business. The purpose of budgetary
planning is to mitigate the risk that an organization’s financial results will be worse
The Scope or Breadth Dimension in
Planning
The scope dimension refers to the proportion of the total
management system at which the plan is aimed. Some plans are
designed to cover the entire operating system. This plan is often
referred to as a master plan. Other plans are developed to cover only a
portion of the management system.
Four Main Types of Planning
1. Operational Planning – is the use of rational design or pattern for all departmental
undertakings rather than relying on chance in an operational environment. The
preparation and development of procedures and techniques in accomplishing each of the
primary task and functions of an organization. These are the plans that are made by
frontline, or low-level, managers. It is focused on the specific procedures and processes
that occur within the lowest levels of the organization.
2. Strategic Planning – deals with the future, but only as it relates to present decisions. It is
the process of selecting an organization’s goals, determining the policies and programs
necessary to achieve specific objectives and establishing the methods necessary to assure
that the policies and strategic programs are implemented.
It is defined as long-range planning that focuses on the entire organization. It involves
managers at the highest levels. Executive directors and presidents, leaders of organizations,
are involved. They must have a part in where the organization is headed and help how it will
get there. It includes high-level overview of the entire business.
It’s the foundational basis of the organization and will dictate long-term decisions. The scope
of strategic planning can be anywhere from the next 2 years to the next 10 years. Important
components of a strategic plan are VISION, MISSION and VALUES.
3. Tactical planning – is characterized as short-term planning. This
type of planning is usually confined to 1 year or less. It is more
concerned with current operations, and as such, usually involves
mid-level managers instead of the highest level managers. Tactical
planners are thinking about tomorrow and next week or next
month and planning is much more detailed than strategic. It asks
specific questions about what needs to happen to accomplish a
strategic goal; operational plans ask how the organization will
generally do something to accomplish the company’s mission.
4. Contingency planning – is need-based and is formulated when the
need for change arises or during the occurrence of any unexpected
circumstance. It is also called alternate plans as it comes under
picture once other plans fail to produce desired results. The process
includes formulating policies, identifying critical factors of a
business, trisk analysis, preventive control measure, developing
recovery strategies and testing, training, monitoring plan.
 Other Types of Plans
1. Reactive plans – these are plans that are developed as a result of a 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 – these are plans that are developed in anticipation of
problems. Although not all police problems are predictable, many are,
and it is possible for police department to prepare a response in
advance.
3. Visionary plans – these are plans that 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.
4. extra-office plan – these are plans for the operation of special
divisions like patrol, detective, traffic, vice and juvenile control division.
5. Management plan – these are formal planning tools that aim to
design the future operations of the facility. It shall map out in advance
all operations involved in the organization’s management of personnel
and material and in the procurement and disbursement of money.
Major Approaches
in
Police Planning
Synoptic Approach/Rational Comprehensive
Approach
Is the dominant tradition in planning.
This model is based on a problem-oriented approach to planning
especially appropriate for police agencies.
It relies heavily on the problem on the problem identification and
analysis of the planning process.
It is a continuous cycle of understanding measures, making
alternatives, executing alternatives, and checking the progress of the
picked alternatives.
It can assist police administrators in formulating goals and priorities in
terms that are focused on specific problems and solutions that often
confront law enforcement.
 Transactive Approach
Is an alternative planning that depends on the individual correspondence and talk
among planners and the people influenced by planning.
It is carried out in face-to-face interaction with the people who are to be affected by
the plan and not to an anonymous target community of beneficiaries.
it depends on social learning theories, gathering, and sharing information, and
helping social developments with acquiring from their experiences.
The goal is shared learning.
Bases on the unsullied experience of people’s lives uncovering policy issues to be
tended to.
Planning is not finished concerning a strange target neighborhood beneficiary yet in
very close contact with the people impacted by decisions.
Planning contains less of field studies and data examinations, and a more noteworthy
measure of social trade set apart by a pattern of normal learning.
Techniques include field surveys and interpersonal dialogue marked by a process of
mutual learning.
The planning cycle of Transactive Approach is described by:
Interpersonal discourse and common learning.
A focal spotlight on the individual and hierarchical turn of events.
Incorporation of customary information.
Thus, planning is more an abstract undertaking than a goal cycle.
Incremental Approach
Means to break down long term planning into smaller entities.
The problem is seen too difficult when they are grouped together and
easier to solve when they are grouped together and easier to solve
when they are taken at a time and broken down into gradual
adjustment overtime.
Rather than taking one gigantic jump towards tackling an issue, it
separates the dynamic cycle into little advances. The cycle of then
moving between steps is known as muddling through and depends on
the blend of involvement, instinct, speculating, and utilizing various
methods.
Advantages of Incremental Approach are:
A modest number of alternatives and results are considered at each
phase of the dynamic cycle. There are, the expenses of planning are
limited.
The prompt impact is negligible and typically not problematic as each
progression is proposing just a little change.
Simple and adaptable.
Advocacy Approach
Focuses on the greater sensitivity to the unintended and negative
side effects of plans.
It is generally applied to shield the interests of frail against strong
local communities, natural causes, poor people, and the
disappointment against the set-up forces of business and
government.
It is premised upon the inclusion of the different interests involved in
the planning process itself.
The advantage of Advocacy Approach are:
Raising of the public’s mindfulness.
Method of participatory planning and drawing in with the more
extensive local area.
Allows planners to contend among themselves while speaking to the
perspectives of their customers.
Raise the standard and nature of planning practices and results.
Creating a climate that energizes uplifting perspectives towards
helpful cooperation.
Radical Approach
Is a stream of metropolitan planning which tries to oversee
advancement in a fair and local area-based way.
The first mainstream radical approach 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.
The cycle of Radical Planning follows:
Criticism of the ‘current request’ the given practice (or set up
traditions).
Creation of new information, elaboration of an elective proposition
(‘rising above’).
Development of activity systems and strategies.
Dissemination of ‘data’, discovering partners.
Clash/conflict with the current request and organizations.
Expansion on account of achievement.
SWOT Analysis
Strength, Weaknesses, Opportunities, and Threats
Is a framework used to evaluate an organization’s competitive
position and to develop strategic planning.
Assesses internal and external factors, as well as current and future
potential.
It is a technique used to identify strengths, weaknesses,
opportunities, and threats for the organization
Strengths – refer to internal initiatives that are performing well. It describes
what an organization excels at and what separates it from competition.
Weaknesses – these are areas where the business needs to improve to
remain competitive. It refers to internal initiatives that are underperforming.
It’s a good idea to analyze the strengths of the organization before its
weaknesses in order to create the baseline of success and failure. Identifying
internal weaknesses provides a starting point for improving those subjects.
Opportunities – it is the result from the organization’s existing strengths and
weaknesses, along with any external initiatives that will put in a stronger
competitive position. These refer to favorable external factors that could give
an organization a competitive advantage.
Threats – these refer to factors that have the potential to harm an
organization. These are areas with the potential to cause problems. Different
from weaknesses, threats are external and out of the organization’s control.
Importance of SWOT Analysis
It can help an organization improve processes and plan for growth.
While similar to a competitive analysis, it differs because it evaluates
both internal and external factors. Analyzing key areas around these
opportunities and threats will equip an organization with the insights
needed to set the organization up for success.
Some importance of SWOT Analysis:
Identifies areas of opportunity
Identifies areas that could be improved
Identifies areas that could be at risk
SMART METHOD
Specific, Measurable, Achievable, Relevant and Time-
Based
Specific
Well defined, clear and unambiguous.
Make the goals specific and narrow for more effective planning.
Measurable
With specific criteria that measure your progress toward the accomplishment
of the goal.
Define what evidence will prove that the organization is making progress, and
reevaluate when necessary.
Achievable
Attainable and not impossible to achieve.
Make sure that the organization can reasonably accomplish its goal within a
certain time frame.
Realistic
Within reach, realistic, and relevant to your life purpose.
The organization’s goal should align with the organization’s values and long term
objectives.
Timely
With a clearly defined timeline, including a starting date and a target date. The
purpose is to create urgency.
Set a realistic, ambitious end date for task prioritization and motivation.
• Crime mapping is determining the typical
area, time frame category of crime and
modus operandi in the commission of an
offense in order for Patrol Managers to
apply necessary interventions to lessen or
eradicate crimes in their AOR
• Crime mapping is the process through
which crime analysts and researchers
use location information about crime
events to detect spatial patterns in
criminal activity.
• Who introduced crime mapping?
•In 1829, Adriano Balbi and Andre-
Michel Guerry created the first maps of
crime.
• What is the importance of crime mapping?
• Crime mapping permits police forces to
determine which locations require
additional support in means of allocating
man-power or security systems. Crime
mapping enables police forces to inform the
public of any changes within the community.
• What are types of crime mapping?
• There are five key applications in crime
mapping. These applications are thematic
mapping, non-graphical indicators, hot
spots, spatial regression and geographic
profiling.
 1. Thematic mapping is also called a special-
purpose, single-topic, or statistical map. A
thematic map focuses on the spatial variability
of a specific distribution or theme (such as
population density or average annual income),
whereas a reference map focuses on the
location and names of features.
• In 1854, John Snow, a doctor from London created the
first thematic map used for problem analysis when he
mapped cholera's spread throughout the city.
2. Non-Graphical Indicators. These are global
level statistics indicating the strength of
spatial autocorrelation, but not its location.
They compare actual distributions of crime
incidents with random distributions.
 3. Crime hotspots are areas that have high crime
intensity.
• Two different methods to create hotspots
1. STAC (spatial and temporal analysis of crime). Samuel
Bates created STAC in the early 1990s. He created a
tool that was designed to create a hotspot that
contained a high area density of crime in a form of
circle on a map.
2. Nearest Neighbor. Philip Clark and Francis Evans
examined spatial arrangements of points, creating the
foundation of nearest neighbor.
4. Spatial regression – it allows the
spatial diversification of crime in space to
be analyzed and to identify its underlying
causes. This method can only be used for
address data in the form of point data or
data aggregated to smaller areas. It was
introduced by Luc Anselin in 2002.
5. Geographic profiling is a criminal investigative
methodology that analyzes the locations of a connected
series of crimes to determine the most probable area of
offender residence. Geographic profiling model is based
on the assumption that offenders are more likely to
select their victims and commit a crime which would be
centered near their home address.
• A former police detective from Vancouver, Canada
Kim Rossmo first proposed the geographical profiling.