GROUP 2

KATHLIA CHERYL S.EPAL

VII. CLASSIFICATION OF LAW
ENFORCEMENT PLANS ACCORDING TO
TIME
■ Planning is a complex and extensive process that involves a number
of overlapping and elements or stages. Plans can be classified
according time frame as follows: interconnected to their time frame
as follows.
A. LONG RANGE PLANS
The generally accepted timetable is more than five (5) years. It deals
with a lot of uncertainty and includes capital budgeting, environmental
analysis, organizational audit, and strategies.

B. MEDIUM RANGE
These are plans whose timelines are in between one (1) to five (5)
years and supportive to long range plans.
C. SHORT RANGE

These are intended to attain short-term objectives and may last for up
to a year. It is centered on the organization's internal environment.

VIII. CLASSIFICATION OF POLICE PLANS

A. OPERATIONAL PLANS (OPLAN). It is defined as coordinated sequence of methodical activities and
the allocation of resources to line units in order that it can attain its mandated objectives or mission.

B. CASE INVESTIGATION PLANS (CIPLAN). It serves as a working plan and strategy in the
conduct of investigation to come up with a detailed planning, preparation, implementation and monitoring among
concerned offices/ units for funding and for other relevant purposes

C. CASE OPERATIONAL PLAN (COPLAN). It has a definite target. It is a specific activity conducted in
relation to an intelligence project under which it is affected. Several case operations may fall under one intelligence
project refers to a preparatory plan on how to carry out a case operation which is the last resort to pursue intelligence
objectives when normal police operations fail.

D. COMMUNICATION PLAN (COMPLAN). It is a detailed plan from beginning to end on how to deliver any
strategic message to a target audience as a way to drive a positive business result. This type of plan is usually crafted
by the Community Affairs Development Unit.
E. IMPLEMENTATION PLAN (IMPLAN). It provides the guidelines and procedures to be undertaken by an operating
unit when rendering security coverage and other related public safety services during a specific event/s.

F. INFORMATION OPERATIONS (IO) PLAN. It is a tool and mechanism for the PNP in the application, integration
and synchronization of Information Related Capabilities (IRCs) to influence, disrupt, or usurp the decision making of
Target Audiences (TAs) to properly address issues and to effectively negate, if not prevent criminal activities and
offenses.

G. LOCAL ANTI-CRIMINALITY ACTION PLAN (LACAP). The anti-criminality action plan includes a strategy to
address localized goals and concerns for peace and order as well as to encourage community engagement and
ownership of security and safety issues.

H. ANNUAL OPERATIONS PLANS AND BUDGET (AOPB). Το maintain consistency and resource balance within
and among important activities, this is created by the Operating Plan and Budget Committee. In terms of resource
management and budgetary administration, it displays the fully coordinated effort of management officials.

I. INTEGRATED AREA/COMMUNITY PUBLIC SAFETY PLAN(IA/CPSP). Sec. 51 of RA 6975 mandates the

creation of this plan. According to its provisions, the municipal or city mayor in accordance with E.O. 309, shall work
in conjunction with the local council which he serves as the chairman.
J. PATROL PLAN. It is a must for all Police Stations. The Patrol Plan serves as the blueprint of the crime
prevention strategy of Police Stations.

K. CAMP DEFENSE PLAN. It gives instructions on how to carry out threat simulations, such as a staged
external attack that leads to the takeover of the camp, in which provides the disposition of uniformed men where
they are divided into teams and assigned to various parts of the camp's interior and external perimeter for actual
defense.

X. PARTS OF LAW ENFORCEMENT PLAN

The entire Law Enforcement Plans consists of many parts that each
planner must fulfill to ensure that all important points are covered.
The following are the components of a law enforcement plan based on
actual law enforcement practice.

A. DOCUMENT SECURITY CLASSIFICATION.

Document security is critical in law enforcement because unauthorized disclosure compromises the
document. Based on actual law enforcement practice, the categories of document security classification are
listed below. The authors also intend to correct some materials in which the color code for restricted
documents is white rather than black.
1. Top Secret (Green). It refers to any information and material which the unauthorized disclosure of it would
cause exceptionally grave damage to the nation's political, economic and military operation.

2. Secret (Red). It refers to any information and material which the unauthorized disclosure of it would
endanger

3. Confidential (Blue). It refers to any information or material which the unauthorized disclosure of it would be
prejudicial to the interest and prestige of the national or governmental activity or would cause administrative
embarrassment or unwanted injury to and be of advantage to a foreign country.

4. Restricted (Black). It is any information and material which requires special protection other than those
determined confidential, secret and top secret.
page 26 to 31 (C. step
Analysis)
Cabuyao, April Joy A.
 F. Develop a Contingency Plan
■ a contingency plan is an attempt to anticipate who could go wrong or different to the strategy and
how to respond to it should it occur.because things really go as planned, creating a backup plan is
crucial. a contingency plan is made up of a number of it/then clauses that specified adjustments that
will be made to the original statement should specify circumstances arise.
■ brainstorming is needed to come up with this hypothetical circumstances. answer the following
questions of brainstorming session, making sure to include a number of people:
techniques in selecting alternatives:
1. Suitability. Each course of action is evaluated in accordance with general policies, rules and laws.
2. Feasibility. This include appraisal of the effects of a number of factors weighed separately and
together.
3. Cost-effective Analysis (cost-benefit or cost performance analysis). The purpose of this form of
selection is that the alternative chosen should maximize the ratio of benefit to cost.
G. IMPLEMENT THE PLAN
■ Implementing the plan at this point shouldn't feel whiskey or should not let anyone feel like jumping
into the unknown because the homework has been done, consolation with others was conducted, and
the attention on the main goal or desired result was maintained. Hence, the forecast, action plan,
checklist, and backup plan can be taken in the plan can hold started.

Three stages of plants implementation:

1. The Start
To start implementing your plan follow these steps.
a. Make the plan known.
b. Keep a watchful eye on the initial actions.
c. ask people who are involved for their opinions.
d. share the first discovery with all parties involved.
G. IMPLEMENT THE PLAN
2. The Storm
a. By speaking with a number of those involved, try to identify the problems underlying causes.
b. Make a number of minor but necessary improvements.
c. If necessary, don't be afraid to put the top up once into action.
d. being constant communication.

3. Maintain/Sustain
a. Spread out any celebrations or special occasions related to the strategy.
b. Set a good example by keeping your own motivation high.
c. Come up with inventive ways to remind everyone of the plan.
 H. FOLLOW-UP
■ A continual activity is follow up. Continuisously monitor the implementation of the plan. Ascertain the
requirement for any emergency measures during the followup phase. A strategy should automatically be
followed up on as often as necessary to make sure it is still on track.

Review your strategy as often as necessary. Base your follow-up strategy on the following
standards:
1. Plan complexity. The more complicated the plan, the more often follow-ups would be required.
2. Study previous experience of other parties plans that are comparable to this one.
3. What other people believe the follow-up should entail.
4. The probability that backup plans will be required.

Remember that the easier it will be to establish a plan's success, the clearer and more measurable it is.
XII. TOOLS AND GUIDE IN MAKING A
PLAN
A. SMART METHOD
1. Simple. The plan's language should be straightforward. Make the objects explicit. Facilitate the
methodology. Through these, people will comprehend both the how and the way of what they are
doing.
2. Measurable. Be aware of what has been said and done after all is said and done. Provide statistics
to support this.
3. Affordable. Move within the means and make use of available resources. Avoid using "initiatives"
useless of your pay. q
4. Reasonable. It must be complemented by a reasonlable time frame. The objective must be
something that can be done utilizing the natural talents and abilities. Inquiere about the work
schedule from coworkers and ask them about the difficulties they confront to learn more.
5. Time-Bound. Don't let the plan's goal be unachievably delayed. Complete it or, at the very least,
see some of its objectives realized within a given time.
XII. TOOLS AND GUIDE IN MAKING A
PLAN
B. BRAINSTORMING AND CONSULTATION
1. Present your Plan.
Share your plan with others. Inform those who will participate in the plan's detail. Give a
general overview to other stakeholders and invite them to offer their moral and financial
resources. When people discount the merits of your strategy, don't get discouraged.
2. Encourage a Question-and-Answer Session
Conduct a public question-and-answer session to assess the effectiveness of the strategy.
3. Encourage Suggestions
Accept recommendations that don't significantly diverge from the original intention.
4. Don't take brainstorming and consultations forever, just do it.
Implement the plan after it's put into action.
XII. TOOLS AND GUIDE IN MAKING A
PLAN
C. STEP ANALYISIS
1. Structure. Define the components of organizational structure, including policies and procedures,
decision-making process, communication flow, rewards system, and reporting relationships.
2. Task. Define the duties assigned to each person, their functions, goals, workflow, and processes.
3. Environment. Consider both internal and external environments, including leadership, mission,
vision, values, culture, community, support groups, regulatory groups, science and technology, and
other relevant agencies.
4. People. Understand human resources, demographics, needs, expectations, groups, and
interpersonal relationships.