SITAR MODEL
was then portrayed as a bunch of five conventions
1. synoptic planning,
2. incremental planning,
3. transactive planning,
4. advocacy planning,
5. rational planning and radical planning.
1. SYNOPTIC PLANNING
is a continuous cycle of understanding an issue, building up and assessing planning
measures, making alternatives, executing alternatives, and checking the progress of
the picked alternatives.
It is utilized in planning areas and locales.
It is focal in the advancement of transport planning and present-day
planning.
It is focused on choices and rules that depend on the rationale and
logical techniques.
It incorporates exhaustive long-range see and an efficient, logical
methodology in a planning cycle.
Synoptic planning consists of four traditional components:
setting goal,
policy alternatives formulation or identification,
impact assessment or evaluation of means with ends,
implementation of the policy.
Synoptic planning or the rational comprehensive approach is the dominant
tradition in planning.
It is also the point of departure for most other planning approaches. This model
is based on a
problem-oriented approach to planning especially appropriate for police
agencies. It relies
heavily on the problem identification and analysis of the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station
about a person who is
always drunk and doing unnecessary doings. The police think about the
situation and think of a
strategy/approach, they will wait until that person is intoxicated and that will be
the time that
they will bring that person to the police station and lock him up until the next
day so that he will
not disturb other people.
Synoptic planning or the rational comprehensive approach is the dominant
tradition in planning.
It is also the point of departure for most other planning approaches. This model
is based on a
problem-oriented approach to planning especially appropriate for police
agencies. It relies
heavily on the problem identification and analysis of the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station
about a person who is
always drunk and doing unnecessary doings. The police think about the
situation and think of a
strategy/approach, they will wait until that person is intoxicated and that will be
the time that
they will bring that person to the police station and lock him up until the next
day so that he will
not disturb other people.
Synoptic planning or the rational comprehensive approach is the dominant
tradition in planning.
It is also the point of departure for most other planning approaches. This model
is based on a
problem-oriented approach to planning especially appropriate for police
agencies. It relies
heavily on the problem identification and analysis of the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station
about a person who is
always drunk and doing unnecessary doings. The police think about the
situation and think of a
strategy/approach, they will wait until that person is intoxicated and that will be
the time that
they will bring that person to the police station and lock him up until the next
day so that he will
not disturb other people.
Synoptic planning or the rational comprehensive approach is the dominant
tradition in planning.
It is also the point of departure for most other planning approaches. This model
is based on a
problem-oriented approach to planning especially appropriate for police
agencies. It relies
heavily on the problem identification and analysis of the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station
about a person who is
always drunk and doing unnecessary doings. The police think about the
situation and think of a
strategy/approach, they will wait until that person is intoxicated and that will be
the time that
they will bring that person to the police station and lock him up until the next
day so that he will
not disturb other people.
Synoptic planning or the rational comprehensive approach is the dominant
tradition in planning.
It is also the point of departure for most other planning approaches. This model
is based on a
problem-oriented approach to planning especially appropriate for police
agencies. It relies
heavily on the problem identification and analysis of the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station
about a person who is
always drunk and doing unnecessary doings. The police think about the
situation and think of a
strategy/approach, they will wait until that person is intoxicated and that will be
the time that
they will bring that person to the police station and lock him up until the next
day so that he will
not disturb other people.
Synoptic planning or the rational comprehensive approach is the dominant
tradition in planning.
It is also the point of departure for most other planning approaches. This model
is based on a
problem-oriented approach to planning especially appropriate for police
agencies. It relies
heavily on the problem identification and analysis of the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station
about a person who is
always drunk and doing unnecessary doings. The police think about the
situation and think of a
strategy/approach, they will wait until that person is intoxicated and that will be
the time that
they will bring that person to the police station and lock him up until the next
day so that he will
not disturb other people.
Synoptic planning or the rational comprehensive approach is the dominant tradition in
planning. It is also the point of departure for most other planning approaches. This
model is based on a problem-oriented approach to planning especially appropriate
for police agencies. It relies heavily on the problem identification and analysis of
the planning process. 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.
EXAMPLE: There are complains that are being reported in a police station about a
person who is always drunk and doing unnecessary doings. The police think about the
situation and think of a strategy/approach, they will wait until that person is
intoxicated and that will be the time that they will bring that person to the police
station and lock him up until the next day so that he will not disturb other people.
2. INCREMENTAL PLANNING
Mean to break down the long term planning horizon into smaller entities i.e. to
develop an overall plan with intermediate stages which are complete projects by
themselves
INCREMENTAL APPROACH
Incremental concludes that the long range and comprehensive planning are not
only too difficult but inherently bad.
Incremental approach the problem is seen too difficult when they are grouped
together and easier to solve when they are taken one at a time and broken down
into gradual adjustment overtime.
It means to break down long term planning into smaller entities.
EXAMPLE: Imagine you’re a Police Lieutenant then you are thinking about to make
your rank high. Before you are going to achieve that rank, you need to think about a
plan on how you are going or what are the things needed and what are the steps. One
step at a time will help you achieve that goal
WHAT IS INCREMENTAL STRATEGY
In incremental approaches, strategy is a loosely linked group of decisions that are
handled incrementally. Decisions are handled individually below the organizational
level because such decentralization is politically expedient—organizational leaders
should reserve their political clout for crucial decisions.
3. TRANSACTIVE APPROACH
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. Techniques include
field surveys and interpersonal dialogue marked by a process of mutual learning.
EXAMPLE: Imagine there are problems in the station. The best way to solve the
problem is by conducting a plan on how you will solve that problem. But, we know
that it is better to make and decide about the plan is talking face to face so that we can
know what are the perspective and opinion of the people in the group. There are many
suggestions that will make the outcome o the plan realistic
4. ADVOCACY APPROACH
Beneficial aspects of this approach a greater sensitivity to the unintended and
negative side effect of plans.
What is the purpose of an advocacy plan.
The goals and objectives of advocacy are to facilitate change and
the development of new areas of policy, in order to tackle unmet health needs
or deal with emerging health needs in a given community.
How do you make an advocacy plan?
Identify an advocacy challenge or opportunity.
Determine the key audiences.
Find out what those audiences currently know or perceive.
Determine how each audience receives its information.
Establish measurable objectives for each audience.
Define message points for each audience.
Three types of advocacy
advocacy is also about helping people find their voice
SELF-ADVOCACY
Self-advocacy refers to an individual's ability to effectively communicate, convey,
negotiate or assert his or her own interests, desires, needs, and rights (VanReusen et
al., 1994). Self-advocacy means understanding your strengths and needs, identifying
your personal goals, knowing your legal rights and responsibilities, and
communicating these to others. Self-Advocacy is speaking up for oneself!
INDIVIDUAL ADVOCACY
In individual advocacy a person or group of people concentrate their efforts on just
one or two individuals. According to the group Advocacy for Inclusion "Advocacy is
having someone to stand beside you if you think something is unfair or that someone
is treating you badly and you would like to do something to change it." There are two
common forms of individual advocacy - informal and formal advocacy. When people
like parents, friends, family members or agencies speak out and advocate for
vulnerable people this is termed informal advocacy. Formal advocacy more frequently
involves organizations that pay their staff to advocate for someone or for a group of
individuals.
SYSTEMS ADVOCACY
Systems advocacy is about changing policies, laws or rules that impact how someone
lives their life. These efforts can be targeted at a local, state, or national agency. The
focus can be changing laws, or simply written or unwritten policy. What is targeted
depends on the type of problem and who has authority over the problem (Brain Injury
Resource Center, 1998).
PRINCIPLES OF THE ADVOCACY CHARTER
1. clarity of purpose
We have clearly stated aims and objectives and are able to demonstrate how we
meet the principles in this Charter. We ensure everyone we work with knows
what we can do, and what we cannot do.
2. Independence
We are independent from the Council, from hospitals and other care providers.
We make challenges on our clients’ behalf when its needed.
3. Confidentiality
We have a written confidentiality policy and make sure we take proper care of
information about you.
4. Person Centred Approach
In most cases, you decide what we do on your behalf. We have a clear way of
supporting people who cannot tell us what they want, to make sure their rights
and interests are protected.
5. Empowerment
We encourage you to speak up for yourself, and to take action for yourself
whenever we can. We want to know what you think about our service and
invite you to tell us.
6. Equal opportunity
We make sure anyone who needs an advocate from our service can get one,
and be treated fairly regardless of their culture, ethnicity, gender, sexuality,
disability, age or religion.
We make sure everyone gets a fair portion of our advocates’ time.
7. Accountability
When we begin work with you, you will have a named advocate and a means
of contacting them. We will ask you to tell us what you think about our service.
We will provide reports to our Trustees, our funders and the general public
about our service and how we are doing.
8. Accessibility
Our scheme is free of charge, and we promote access for the whole community.
9. Supporting advocates
We ensure our advocates are prepared, trained and supported in their role, and
have regular opportunities to develop their skills and experience.
10. Complaints
We have a written policy explaining how you can give feedback and make
complaints.
11. Safeguarding
Our advocates understand the different forms of abuse and neglect and have
clear procedures to follow if we suspect a client is at risk.
EXAMPLE: Imagine there are group of people who plan for advocacy campaign
about a certain problem. The group of people raise their voices so that people in the
higher position will listen to them. There are many voices but they focus on one
mission. There is a beneficiary for all and in their principle.
5. RADICAL APPROACH
The first mainstream 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 GOAL OF RADICAL PLANNING
It is the emancipation of huminity from social oppression by the state and
inequality generated by the market.
Radical planning theory expects minimum intervention from the state or other
forces, while inviting maximum participation from the community. This theory
rose as critics of the social structure that reflecting elitist, centralizing, and
change-resistant tendencies (Alinsky, 1969; Grabow and Heskin, 1973)
EXAMPLE: In a station, there are problems that no one can handle easily. So, they
come up with this approach. There are many voices with different mission and
perspectives about the certain problems. They want to create new and big changes but
it is hard. Their action could affect the societies beliefs. Every person has their own
belief and this could lead to another problem. More problems more questions and it is
complicated.
