DEFINITION OF TERMS

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

General emergency plan – set of procedures to meet varying degree of emergency

while at the same time providing continuing police coverage of areas not affected by the
emergency.

Goal – 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 aspect of planning.

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

Objective – a specific commitment to achieve a measurable result within a specific

period of time.

Operational Planning – the use of rational design or pattern for all departmental
undertakings rather than relying on chances.

Plan – an organized schedule or sequence by methodical activities intended to attain a

goal and objectives for the accomplishments of mission or assignment.

Planning – the process of preparing for change and coping with uncertainty formulating
future causes of action; the process of determining the problem of the organization and coming
up with proposed resolutions and finding best solutions.

Police Operational Planning – the act of determining policies and guidelines for police
activities and operations in the department.

Police planning – is an attempt by the police administration to allocate anticipated

resources to meet anticipated service demands.

Policy – a product of prudence or wisdom in the management of human affairs.

Procedure – a sequence of activities to reach a point to attain that which is desired.

Specific emergency plan – a sub-type of plan to meet unusual needs, which is similar to
general emergency plan, but it is basically for certain specific situation.
 Strategy – is a broad design or method, a plan to attain a stated goal or objective.

Tactic – it is a specific design, method or course of action to attain a particular objective

in consonance with strategy.
- the conceptual idea of doing something to attain a goal or objective.
- the process of combining all aspects of the department and the realistic
anticipation of future problems, the analysis of strategy and the correlation of
strategy to detail.
- the systematic and orderly determination of facts and events as basis for
policy formulation and decision affecting enforcement management.
ACRONYMS: Guide for Planning
(POLICE DREAMS)
 P – prevention and suppression of crime through community oriented policing system
 O – order, maintenance, peacekeeping and internal security
 L – law enforcement without fear or favor
 I – image credibility and community support
 C – coordination with other government agencies and non-government organizations
and international securities
 D – dispersal of policemen from headquarters to the street and enhancement of crime
prevention program
 R – restoration of trust and confidence of the people on their police and gain
community support
 E – elimination of street and neighborhood crimes and improvement of public safety
 A – arrest of all criminal elements common or organized in coordination with the pillars
of the Criminal Justice System (CJS) and other law enforcement agencies
 M – mapping up and removal of scalawags from the pool of ranks
 S – strengthening the management and capability of PNP to undertake/support the
dreamed operation and activities

Three Point Agenda

1. I – inept
2. C – corrupt
3. U – undiscipline

 Prevent by moral persuasion or otherwise the resurrection of the inept, the corrupt and
the undisciplined police officers.
 Re-invent the PNP’s system and procedures to assure everyone a culture of
transparency, integrity and honesty, and
  Rebuild the police institution into an agency that can find its distinction in the protection
of rights and not in their violation

A cure to ICU
 A – aptitude
 I – integrity
 D – discipline

GLORIA
 G – graft free organization
 L – leadership by example
 O – one stops shop mechanism for a faster police response to complaints and reports
 R – result oriented- culture in the anti-criminality effort
 I – investment climate, which is business friendly as a result of peace and order
 A – accountability and ownership of peace and order campaign

SMART
 S – simple
 M – measurable
 A – attainable
 R – realistic
 T – time bound

SIX STEPS IN PLANNING

1. Needs assessment
2. Goal and objective setting
3. Definition of alternative methods
4. Cost benefit assessment
5. Selection of methodology
6. Definition of evaluation methods

 Needs Assessment – the process of diagnosing what is already has don’t have,
applying the following ways:
 Compare existing conditions with some basic values, such as the statement of
the organization purpose.
 Compare existing conditions with that of other similar organizations.
 Compare existing conditions with long-term goals.
 Goal and Objective Setting – the specific statement of agencies basic values or
purposes, towards which the agency is working. It is sometimes called operational
definition of agency’s values. It defines the value in measurable terms.
Once values and goals have been operationally defined, it is possible to
asses needs in comparable terms and to determine the root cause for those
needs.

 Definition of Alternative Methods

Study the sources of alternative methods

1. What worked in the past
2. What other organization have done
3. What the planner can imagine

Other alternative methods commonly adopted by patrol officers, like;

1. Intensively patrol nightclubs and other drinking places by all forms of
customers, especially during high accident frequency period.
2. Equip all patrol units with field breathe analyzer kits, and train all officers in
field sobriety testing and arrest techniques.
3. Conduct a public education campaign on the dangers of the city police
department strict enforcement policy.
4. Ask the city council for an audience requiring club operators to limit the sale
of alcohol on patrons during rush hours.
5. Ask the city, University officials to change their policy, which forbids alcoholic
beverage on campus and at school related events.
The more alternatives one can develop, the greater the likelihood, that the most
effective, successful method will be chosen to meet the plans objective.

 Cost Benefit Assessment

1) Budgeting – the major planning tool of law enforcement agencies is the
budget. It is an indispensable portion of the process of planning. It determines
the feasibility of the plan, while the plan determines what should be
requested in the budget.

Types of Budget

Line item budget – it is in the form of a shopping list wherein every perceived
expenditure is listed with its probable cost. It is divided into four categories:
1. Personnel
 2. Equipment
3. Supplies
4. Contractual items

Performance budget – derived from cost accounting and scientific

management ethos. It is designed to guide administrators asses the work
efficiency of operating units by:
1. Costing budget categories in functional terms.
2. Providing work cost measurement to facilitate the effective performance
of prescribed activities. The assumption inherent to performance
budgeting is the ability to break work units into quantifiable elements.

Planning-Programming Budget (PPB) – in PPB, there are three important

developments, which influenced evaluation from management orientation to
planning orientation.
1. The economic analysis – macro and micro – had an increasing part in the
shaping of fiscal and budgetary policies.
2. The development of new information and decisional techniques has
enlarged the applicability of objectives analysis to policy making.
3. There has been a gradual convergence of planning and budgeting process.

PPB – was designed to use the budget process as a tool for planning. It constructed by
dividing the organizations into programs. The strength of PPB is the focus of planning. Since in
its programs, the needs are specified and readily identifiable. The negative aspect also of PPB is
the heavy planning orientation, since it will show the administrators lack of knowledge of the
agencies mission and goals, also it determines if the administrator is unqualified for not
comprehending the ethos of planning.

Zero Based Budget (ZBB) – means the agency starts from zero, in terms of budget and
program is sacrosanct; all must be justified to receive continuous funding.
Zero based budgets require answering two questions about each program.
1. Are the current activities effective and efficient?
2. Should current activities be eliminated or reduced to fund higher priority or new
programs?
ZBB is unique in its concepts of decision packages, which are made up by decision units,
are grouped into longer decision package, which are really programs. The decision package
then is presented at three budget levels:
1. The amount of funding needed to maintain the program at its highest reasonable or
optional level.
2. The amount needed to maintain the program is at its highest reasonableness.
 3. The amount needed to maintain it at the lowest possible, while remaining reasonably
effective. This level of fund should be the point at which any less funding would
reduced the programs effectiveness so far as to justify its elimination.

 Selection of Methodology
Administrator’s choice of methodology must be based on experience, knowledge
of other agencies, successful practices, understanding of the community, intuition
and judgment. Any program adopted by a law enforcement agency must meet three
essential criteria:
1. The program must be effective; it must accomplish some parts of agencies central
purpose.
2. The program must be legally and constitutionally accepted.
3. The program must conform to the community’s sense of what is appropriate and
proper for its law enforcement agency.

 Definition of Evaluation Method

Evaluation provides for the systematic assessment of an activity or group of related
activities. It comes in different forms and guises, such as:
1. Process – focused on how evaluation is done, the steps and procedures involved in
designing and conducting an evaluation.
2. Product – the findings or judgement that are made as a result of doing an evaluation.
3. Purpose – the end use of evaluation, such as planning, policy making, and decision
making.

Types of Program Evaluation

1. Program Evaluation – looks at whether or not the program has met its stated
objectives.
2. Process Evaluation – looks at how program activities are being performed.
3. Impact Evaluation – attempts to measure changes in the organizational social-political
environment that occurs because of the program.

Reasons for failure to implement evaluation techniques

1. Police administrators did not understand, or would not acknowledge, the advantage to
be gained from comprehensive evaluation program.
2. The policy reference and position of police administrators are translated into programs
and they were not motivated to do anything that would discredit their stance.
3. The allocation of resources to the staff function, on proper evaluation was often viewed
as a lower priority than the allocation of resources to the line functions.
4. A distrust of evaluation existed that was coupled with a preference for relying on
subject judgment.
 5. Disfavourable evaluation were feared as a powerful too for outsider to citizen, the
administrator personally, or the department, whereas favorable evaluations would not
be accorded very much weight.
6. Initiating evaluation and then using results involves commitment to being change
oriented, and sheer organizational inertia was a frequent barrier.

Special Procedures in Police Planning

The following provides an orderly means for the development of plans;

1. Frame of Reference – this shall be based on a careful view of the matters relating to the
situation for which plans are being developed. Opinions or ideas of persons who may
speak with authority on the subject in view of the police commander, other government
officials, and other professionals shall be considered.
2. Clarifying Problems – this calls for identification of the problem, understanding both its
record and its possible solution. A situation must exist for which something must and
can be done. For example, an area in a city or municipality is victimized by a series of
robberies that may be reduced in the area, and that the pattern of operation, in general,
is one by which the police can reduce them.
3. Collecting all Pertinent Facts – no attempt shall be made to develop a plan until all facts
relating to it have been gathered. In the series of robberies, all cases on files shall be
carefully reviewed to determine the modus operandi, suspects, types of victims, and
matters, as availability, deployment, and the use of present personnel shall be gathered.
4. Analyzing the Facts – after all data have been gathered, a careful analysis and
evaluation shall be made. This provides the basis from which a plan or plans are
evolved. Only such facts as may have relevance shall be considered.
5. Developing Alternative Plans – in the initial phases of plan development, several
alternative measures shall appear to be logically comparable to the needs of a situation.
As the alternative measures shall appear to be logically comparable to the needs of a
situation. As the alternative solutions are
evaluated, one of the proposed plans shall usually prove more logical than the others.
6. Selecting the Most Appropriate Alternative – a careful consideration of all facts usually
leads to the selection of a best of alternative proposal.
7. Selling the Plan – a plan, to be effectively carried out, must be accepted by persons
concerned at the appropriate level of the plans development. For example, in a robbery
case, the patrol division head may be preparing the plan. At the outset, the detective
chief is concerned and shall be a need to involve the heads of personnel, records and
communication unit, and all patrol officers.
8. Arranging for Execution of the Plan – the execution of a plan requires the issuance of
orders and directives to units and personnel concerned the establishment of the
schedule, and the provision of manpower and equipment for carrying out the plan.
Briefing shall be held and assurance shall be reviewed that all involved personnel
understand when, how, and what is to be done.
9. Evaluating the Effectiveness of the Plan – the result of the plan shall be determined.
This is necessary in order to know whether a correct alternative was chosen, whether or
not the plan was correct, which phase was poorly implemented, and whether additional
planning may be necessary. In addition, the effects of the executed plan on the other
operations shall be determined. Follow-up is the control factor essential for effective
command management.

Virtually, every problem in law enforcement and public safety leads to a thorough and
systematic analysis- the process of planning. This approach involves:
1. The discovery or identification of the problem
2. The frame of reference
3. The isolation and classification of the problem
4. The collection and analysis of pertinent facts, data and opinions.
5. Developing alternative plans through identification and evaluation
6. The selection of the most appropriate alternatives; and subsequently
7. Selling the plan to persons concerned for the arrangement of its execution and
evaluation of its effectiveness.