ROMBLON STATE UNIVERSITY

Institute of Criminal Justice Education

Odiongan, Romblon

Law Enforcement Operations and Planning

with Crime Mapping

UNIT 1

PLANNING AS A MANAGEMENT
FUNCTION

Name:___________________________________________

Block: __________________________________________

Date:____________________________________________
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

Planning as a management function;

Management is defined as the use of people and other resources to

accomplish objectives. This definition is applicable to all organizational
structure, both profit-oriented and non-profit. The process of management is
as important to the effective functioning of any organization.
Management involves in the creation of an environment in which people can
most effectively use other resources to reach stated goals. In involves the
implementation of four basic functions which play a role in the operations of all
organizations.
Henry Fayol, a French management theorist and practitioner, is credited with
identifying these four basic functions of the management process.

Four Basic Functions of Management

1. Planning can be defined as the process by which managers set objectives,
assess the future, and develop courses of action to accomplish these
objectives all managers are involved in planning activities.
2. Organizing is the process of obtaining and arranging people (staffing) and
physical resources to carry out plans and accomplish organizational
objectives. It is a continuing process in any organization.
3. Leading is a critical activity in all organizations. It can be defined as the act
of motivating or causing people to perform certain tasks intended to achieve
specific objectives. It is the art of making things happen.
4. Controlling can be defined analysis and measurement of actual operations
against the established standard development during the planning process.

A. Elements of Planning
1. A 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?

B. Importance of Planning
Careful planning should result in the development of a blueprint describing the
means to accomplish objectives. Enumerated are the reasons why planning is
considered to be a vital function of every managers.

1. People become more PRO-ACTIVE not just RE-REACTIVE

It is best to solve a problem before it happens. A plan which is put in place,
rehearsed, and evaluated would make implementation easier. It would make
the police units dynamic and responsive.
2. Doing more with less
PNP resources are always not enough. Hence, they must be used to the
fullest and with maximum impact. In this case one plus one should equal three
or more (1+1=3) or the sum of the parts should be greater than the whole.
3. Foundation of your work
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

A plan establishes the basis for what you are doing. You will have a quite
guide or a road map to help you do the right things. Take for example the
station patrol plan. It coordinates movements and extends police visibility in
crime prone and period.
4. Helps make your people become more productive
When people know what you want to do, how want it done and what is
expected of them they adapt to their roles and become productive. They will
have a mastery of their job. People know their roles and understand their
value and contribution in the over-all operations.
5. Reflects your competence
Your experience and training will be reflected on the plan you make. It will
establish that you have “your act together”. it will also compel you to “sharpen
your saw” or to read more about delivering quality police service. A good plan
is good image builder.
6. Gives the strategic and tactical advantage
A well formulated and instituted plan allows the commander to make actions
and decisions which have long-term impact. At the same time it prepares the
unit for contingencies of any unit. It must be flexible and attuned to the
people’s will.

SKILLS NEEDED FOR PLANNING

1. Good analytical thinking

You have to know the situation. You have to set-up your baseline data, learn
to analyze what is happening and how it effects your unit. Where is your crime
prone area?What is your crime clock?
2. Forecasting
Seeing ahead and making sound assumptions . begin with the end in mind.
Use your intuition based on a sound reflection of past experiences . look at
the confluence of events and look at the future scenario. Use your
imagination. Play around with ideas which would help you to be more effective
as a police unit commander. Examine the casual relationship of events, and
draw conclusion with a view of the future.
Forecasts are estimates or predictions of future events or outcomes for a
specified time period. It play critical roles in the planning process, and their
accuracy is reflected in the accuracy of plans that are developed.
3. Prioritizing
Compare your sources/capabilities with your goals and objectives; what and
who should be tasked to reach certain purposes or ends. Ask what should be
done first? What is more important? What has a strategic impact?
4. Sound objectives setting
Know where you are going and how to get there be practical. A journey of a
thousand miles begins with a first step.
5. Contingency planning and Crisis Management
A contigency plan represents your efforts to guess what might go wrong or
differently with your plan and how to handle if it it does.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

6. Monitoring
Identifying success indications and follow-up

Try to see the progress of your plan. Make a checklist of what has been done.
Place reminders on conspicuous place to remind you of the progress of plan.
7. Documenting
If you have not written it. Then you have not thought of it. Write your ideas
down report the progress of your plan.
8. Flexibility
Adjust your plan to resources. Be realistic. Do not incorporate tasks which
need legislation. Also, be flexible to the point of being able to modify certain
parts of the plan which do not work.
9. Inter-Operability
This refers to the capability of the commander to work in synergy with the
different government and private sectors of the community. These sectors are
just waiting to be tapped and are eager to work with the PNP in pursuit of
peace and order. In this regards strategic and tactical alliances may be
established with the church, the schools, the local governments units and with
civic organizations to realize community support for the PNP.
“Inter-Operability” is not just mere coordination,collaboration or liaisoning. It is
a commitment to deploy and employ resources, and mobilize with
synchronized energy with the different sectors of the community. It is
establishing strategic and tactical alliances towards the vision of peace and
order.

Steps in planning Process

1. Define the over all purpose or goal

2. Determine the major components of objectives of the plan
3. Make sure that your objectives align with (support) the over all purpose.
4. Collect and evaluate the data you will need to determine what it will take to
complete each component of the plan.
5. Make sure that the data you collected and evaluated support the overall
purpose
6. Develop a forecast
7. Make sure that your forecast plan supports the over-all purpose
8. Determine action steps
9. Make sure that your action steps support the over all purpose
10. Develop a contingency plan
11. Implementation your plan
12. Make sure that your contingency plans support the over all purpose
13. Make sure that your implementation supports the over all purpose
14. Check the progress of your plan frequently
15. Make sure that your plan implemented that the overall purpose remains in
focus.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

Seems like lots of steps! In reality, you will find that taking a few moments
to focus on the plan’s overall purpose will save you time over the life of your
project. Much times is wasted reworking project plans when halfway through
you discover that the project is off course or does not support the overall goal.

Define the purpose or the Goal

What: ironically,the first and most crucial steps is often the most forgotten. For
any plan to be successful you must have a clear understanding of the desired
outcome. So until the over-all purpose is understood, nothing else should be
done. As the model shows, you return to the purpose or goal between each
step of the planning process to ensure that you are in the right track. Many
well intended plans go awry because people lose sight of the over all goal.

How: A well defined purpose or goal take some thought. Here some of the
min elements.

1. It state in broad terms what the desired outcome is

2. It defines the project’s time schedule
3. It describes the resources that will be used. Resources should be
expressed in terms of people’s time and financial costs, among others.
4. It states any quality standards that are applicable (general accounting
practices, customer satisfaction guidelines, no negative impact on other
processes, etc)

Set Objective

What: Based on your well defined purpose or goal, you will set broad
objectives that describe the major components of your project. Make a list of
your objectives for easy reference.

How: you want to move from your over all purpose or goal statement to the
details of your project. Do this by determining the major “chunks” of the
project.

Collect and Evaluate Data

What: once your broad objectives are set, data collection begins, for each
major component of project you need to determine what the relevant facts are
and what actions are necessary to complete each objective.then develop a
realistic and factual list of specific details or critical success factors for each
objective of your plan.

Be sure to involve others through-out the planning process, but especially at

this point. You need feedback from people who will implement the objectives
or be affected by them. By involving others now, you may prevent many
problems down the road, where they are much harder to fix.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

How: to collect the data needed for each objective, you should ask and
answer the following questions:

1. What work is required to accomplish this objective?

2. Who must perform this work?
3. What issues or challenges will arise while getting this work done?
4. Are those involved committed to this project?
5. How long has similar work taken?
6. What is a realistic amount of time to complete this objective?
7. Are there risks involved?

Develop a forecast

What: Forecasting is perhaps the most creative step of the planning process
that a police managers must develop, because several views must be tested
before you decide on a project schedule. At this point of the plan, all of your
data should be integrated into a cohensive road map. Now you will take this
detailed information for each objective and test how it works together in
meeting the over all purpose or goal. This step is called forecasting because it
is the first time that you will have information available to predict the people’s
schedule, the resources needed and necessary quality measurements.

How: Forecasting will be less difficult if you compare different possible

scenarios to find the solution or courses of action that best meets the needs of
the over-all purpose or goal. To make schedule for each major component of
the project, Example:

1. Which activities must be done? Eliminate any duplicate tasks that do not
add value to the project.
2. What must be completed before work starts on each specific objective?
3. What other activities are dependent upon the completion of this group of
activities?

Determine Action Steps

What: Determine what tactical steps are needed to be taken and in what order
based on your forecast and the details you gathered during data collection.
Activities are defined in a very detailed manner during this part of planning
process. You may want to develop daily and weekly checklists depending on
the nature of your project. Here some sample approaches:

1. Use daily checklists that tie weekly checklists and/or weekly checklists that
tie into monthly tracking sheets for your action plan.
2. Keep all activities and their due dates listed on a master action plan.
3. Maintain individual checklists for each employee
4. Post checklists will, all employees’ names and their assigned
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

responsibilities (peer pressure is a great motivator)

5. Take advantage of project management software to track the completion of
activities.

Develop a Contingency Plan

What: A contingency plan represents your efforts to guess what might go

wrong or indifferently with your plan and how to handle it if it does. Developing
a contingency plan is important because things rarely go exactly as planned.
With a contingency plan in place, you can minimize the negative effects that
changes may have on the success of your project.

How: Coming up with these possible situations requires brainstorming. Be

sure to involve several people in the brainstorming session and answer the
following questions:

1. What could happen differently from how we have predicted?

2. What effect, if any, will these difference have?
3. How should we deal with these differences if they occur

Implement the Plan

What: you have done your research, you have consulted with other people,
and you have remained focused on your overall desired outcome or purpose.
Now, take your forecast, action plan, checklists, contingency plan and begin.

How: Plan implementation has three phases as follows:

1. The Start
2. The Storm
3. Maintain and Sustain

The Start- Follow these steps to begin your plan implementation:

1. Communicate the plan. Make sure that everyone involved clearly

understands the overall purpose and the roles he will play in the
implementation
2. Track the initial activities very closely
3. Get feedback from those who are involved. Are there any activities that
need to be changed or added?
4. Communicate your initial findings to everyone involved.

The Storm- There are several issues to arise during the implementation of
your plan. Some people may be confused about the purpose of the plan and
its time line; perhaps financial pressures and/or unexpected complications
may surface. This normal.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

1. Try to determine the root causes of the problems by talking to several

people involved.
2. Make several small but needed adjustments. Look at ways clarifying the
plan so that small “irritants” don’t get in the way.
3. Don’t hesitate to implement your contingency plan if necessary.
4. Communicate, communicate, communicate, plans often stall due to lack of
communication or conflicting messages.

Maintain/Sustain

As the initial focus and attention on the plan die down a bit, the people
involved may become complacent or less motivated. It is important to keep up
that momentum until the plan is fully implemented.

1. Space out any fanfare or special events connected to your plan. If you hold
a big kickoff rally for your plan and then don’t have milestone rallies along the
way, people will sense that the project’s importance has dwindled.
2. Be a role model- make sure that your motivation doesn’t wane either
3. Develop creative ways to keep the plan in everyone’s mind. For example,
use periodic memos with status information and graphics, post charts, leave
phone or computer messages with reminders, updates, etc.

Follow up

What: follow up is a continues activity. As your plan is implemented, you need

to frequently check its progress. The follow up stages is also where you will
determine if any contingency actions are needed. Following on a plan should
be automatic and as frequent as necessary to ensure that your plan is still on
course.

How: Check your plan as often as needed. Base your follow-up approach on
these criteria:

1. Complexity of the plan- the more complex, the more frequent the followups.
2. Past experience with similar plans- yours and those of others involved
3. The likelihood that contingency will be necessary.

Keep in mind that the more specific and measurable your plan, the easier it
will be to determine its progress. Also, remember that the overall purpose or
goal should still be the focus of all your activities.

Planning and Decision Making

Decision Making- is a process of identifying options and choosing those

courses of actions necessary to perform a given task. It triggers actions
designed to keep plans in motion. It is closely linked to planning, since all
planning involves decision making, not all decision making is planning.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

Three Special Characteristics of Planning as an Area of Decision Making

1. Planning is anticipatory decision making; managers must decide what
to do and how to do it before action is required.
2. Planning involves a system of decisions; managers should recognize
the interconnections between one decision or sets of decisions and other.
3. Planning involves the creation of desired future sets; managers engage
in decision making aimed at accomplishing the objectives of their
organization.

Plans- are detailed expressions of actions necessary to accomplish stated

organizational objectives. Once plans are formulated and implemented, they
are periodically evaluated to determine their success, in moving the
organization in the direction of its stated goals.

Plans are decisions made in advance

TYPES OF PLANS

All organizations are involved in plans. These plans vary in degrees of

importance, so it is a must for every organization to develop a method of
classifying plans.

Plans can be classified in three dimensions:

1. Time
2. Use
3. Scope or Breadth

CATEGORY OF PLANS

CATEGORIES Brief Description Examples

Time

Short Range Covers a time period of 1 Patrol Plan

Or less

Immediate Range Covers a time period of Construction of

Between 1 and 5 years PNP Police
Station

Long Range Covers a time period of 5 PNP Modernizing

Years above Plan

Use

Single-Use Predetermined course of PNP Program for

Action for unique no Deployment of
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

Recurring situations; includes PNP Personnel to

Program, projects, budget United Nations
Mission in Haiti
(MINUSTAH)

Standing Predetermined course of PNP Camp

Action for repetitive or long Defense Plan
Term activities, procedures, Patrol Plan
Rules and regulations

Scope or Breadth

Strategic Establish over-all objectives; PNP

Position the organization in Transformation
Terms of its environment; can Program
Be short or long term

Tactical Implementation of activities Anti Criminality

And resource allocations; Campaign Plan
Typically short term (Sandigan)

Operational Use of quotas, standard, or Anti-Kidnapping

schedules for implementing Plan
Tactical plans.

The Time Dimension in Planning

Time is the most critical, most elusive, and most often abused of all the
ingredients in the planning process. The time available to conduct a major
research and development effort, correct a safety hazard and or react to an
organization downturn.

The following time frames are used by managers in describing planning

periods:

1. Short-range: one year or less

2. Intermediate-range: Between one and five years
3. Long-range: Five years or more.

The period of time covered by organizational planning should be related

to commitments of organization. The commitment principle states that an
organization should plan for a period of time in the future sufficient to fulfill the
commitment resulting from current decisions.

Plan should reach far enough into the future to cover the subject under
consideration.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

The use Dimension in Planning

Two Major Categories of Plans According to Use

1. Single Use Plans- Pre determined course of action developed for non
repetitive situations
2. Standing Plans- Predetermined courses of action developed for repetitive
situations

Three Basic Types of Single Use Plans

1. Program
2. Project
3. Budget

Program- Large scale, single use plan involving numerous interrelated

activities
Project- Single use plan that is a constituent part of a program or is on a
smaller scale than a program.

Budget- Financial plan listing the resources or funds assigned to a particular

program, product, or division. It is also considered as single use plan because
the process of developing budgets is clearly planning and because budgets
take objective into account in deciding in advance how to allocate resources
among alternative activities. Organizations use the budget as the basis for
planning and coordination other activities.

Three Categories of Standing Plans

1. Policies
2. Procedures
3. Rules

Policies- General guidelines for decision making . many organizations

provide parameters within which decision must be made.
Procedures- guides to action that specify in detail the manner in which
activities are to be performed. They tend to be narrower in scope than policies
and are often intended to be used in implementing policies.
Rules-simplest type of standing plans. They are statement of actions that
must be taken or not taken in a given situations. Rules serve as guides to
behavior. Although procedures may incorporate rules, rules do not incorporate
procedures.

The Scope (Breadth) Dimension In Planning

Some plans are very broad and typically long range, focusing on key
organizational objectives. Other types of plans specify how the organizations
will mobilize to achieve these objectives.
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon

Three basic Types of Planning According to Scope

1. Strategic Planning
2. Tactical Planning
3. Operational Planning

Strategic Planning

It is the process of determining the major objectives of an organization and

then adopting the courses of action and allocating the resources necessary to
achieve those objectives, such planning leads to the development of more
specific plans, budget and policies.

Environmental Analysis- is the assessment of external factors; physical

environment, geographical location and the social climate in order to cope
with the rapid changes in the environment.

Organization Audit- the assessment of the organization’s capability to

adequately respond with the increasing demands of its constituents. This
would enable the organization to maximize its opportunities and neutralize the
existing threats.

Strategies- the major course of action that an organization takes to achieve

it’s “goals” - taking in consideration the opportunities the organization may
exploit, and the threats it must address.
Strategic Planning is the critical ingredient in the long-term success of the
organization.

Post-test

Instruction: Answer briefly all the questions.

Questions:

1. What are the four management functions?

2. What are the elements of Planning?
3. What are the steps in Planning?
4. What are the Strategic Plan Technologies?
5. Define Planning?
 ROMBLON STATE UNIVERSITY
Institute of Criminal Justice Education
Odiongan, Romblon