Advocacy Planning

Beneficial aspects of this approach include a greater sensitivity to the

unintended and negative side effects of plans.

Radical Planning
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.
- Dito naman sa Radical Planning kung makikita nyo dyan sinabe collective
actions to achive concrete result for example dito sa FCAT malaking
problema is yung mga bata eh nahihirapan mag review, so yung mga
professors may mga actions yan kung pano mapapadali ung pag rereview
- Ung actions ni sir A inadvice nya na sa madaling araw mag review ung mga
bata kasi the best yun unang unang papasok sa utak ng mga bata ung
binasa kasi wala pang nangyayari. Si sir B naman papagawa nya sulat nyo
lahat ng gusto nyong reviewhin kasi pag sinusulat nyo binabasa nyo nadin
at pumapasok nadin sa utak nyo, si Sir C naman sasabihin nya basta mag
Review kayo kung kelan relax yung utak mo kasi kahit anong gawin mong
review kung hindi relax utak mow ala ding papasok.
- So Dun sa second main stream sinasabi dyan critical of large-scale social
processes and how they permeate the character of social and economic life
at all levels so si Sir A,B, at C from the word large scale iaapply nila sa mga
students yung mga ways nila at dun na makikita ung ibat ibang problema at
kung ano talaga ung best way n adapt gamitin para sa lahat.

CONSIDERATIONS IN POLICE PLANNING

Primary Doctrines
  Fundamental Doctrines – These are the basic principles in planning,
organization and management of the PNP in support of the overall pursuits
of the PNP Vision, mission and strategic action plan of the attainment of the
national objectives.
 Operational Doctrines – These are the principles and rules governing the
planning, organization and direction and employment of the PNP forces in
the accomplishment of basic security operational mission in the
maintenance of peace and order, crime prevention and suppression,
internal security and public safety operation.
 Functional Doctrines – These provide guidance for specialized activities of
the PNP in the broad field of interest such as personnel, intelligence,
operations, logistics, planning, etc.

Secondary Doctrines
 Complimentary Doctrines – Formulated jointly by two or more bureaus in
order to effect a certain operation with regard to public safety and peace
and order. These essentially involve the participation of the other bureaus
of the Bureau of Jail Management and Penology (BJMP), Bureau of Fire
Protection (BFP), Philippine Public Safety College (PPSC), National Bureau of
Investigation (NBI) and other law enforcement agencies.
 Ethical Doctrines – These define the fundamental principles governing the
rules of conduct, attitude, behavior and ethical norm of the PNP.

The Principles of Police Organization

The principles of organization are presented in chapter three. These
principles are considered in police planning in order not to violate them but
rather for the effective and efficient development of police plans.
The Four (4) Primal Conditions of the Police Organization
 Authority – The right to exercise, to decide, and to command by virtue of
rank and position.
 Doctrine – It provides for the organization’s objectives. It provides the
various actions. Hence, policies, procedures, rules and regulations of the
organization are based on the statement of doctrines.
 Cooperation or Coordination

 Discipline – It is imposed by command or self-restraint to insure supportive behavior.

Classifications of Police Plan According to Time

Strategic or Long-Range Plan
It relates to plans which are strategic or long range in application, and it
determine the organization’s original goals and strategy.

Intermediate or Medium Range Planning

It relates to plans, which determine quantity and quality efforts and
accomplishments. It refers to the process of determining the contribution on
efforts that can make or provide with allocated resources.

Operational or Short-Range Planning

determine the schedule of special activity and are applicable from one week or
less than year duration. Plan that addresses immediate need which are specific
and how it can be accomplished on time with available allocated resources.

TYPES OF PLANS IN GENERAL

Reactive Plans
developed as a result of crisis. A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without
careful preparation.

Proactive Plans
developed in anticipation of problems. Although not all police problems are
predictable, many are, and it is possible for a police department to prepare a
response in advance.

Visionary Plans
essential statements that identify the role of the police in the community and a
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.
Strategic Plans
designed to meet the long-range, overall goals of the organization. Such plans
allow the department to adapt to anticipated changes or develop a new
philosophy or model of policing (e.g., community policing). One of the most
important aspects of strategic planning is to focus on external environmental
factors that affect the goals and objectives of the department and how they will
be achieved. Important environmental factors include personnel needs,
population trends, technological innovations, business trends and demand, crime
problems, and community attitudes

Operational Plans (OPLANS) are designed to meet the specific tasks

required to implement strategic plans. There are four types of operational plan:

Standing Plans provide the basic framework for responding to organizational

problems. The organizational vision and values, strategic statement, policies,
procedures, and rules and regulations are examples of standing plans. Standing
plans also include guidelines for responding to different types of incidents; for
example, a civil disturbance, hostage situation, crime in progress, and felony car
stops.
 
Functional Plans include the framework for the operation of the major
functional units in the organization, such as patrol and investigations. It also
includes the design of the structure, how different functions and units are to
relate and coordinate activities, and how resources are to be allocated.
 
Operational-efficiency, effectiveness, and productivity plans are essentially
the measures or comparisons to be used to assess police activities and behavior
(outputs) and results (outcomes). If one of the goals of the police department is
to reduce the crime rate, any change that occurs can be compared to past crime
rates in the same community or crime in other communities, a state, or the
nation. If the crime rates were reduced while holding or reducing costs, it would
reflect an improvement not only in effectiveness but also in departmental
productivity.
Time-specific Plans are concerned with a specific purpose and conclude
when an objective is accomplished or a problem is solved. Specific police
programs or projects such as drug crackdown, crime prevention program, and
neighborhood clean-up campaign are good examples of time-specific plans.
KINDS OF POLICE PLANS
1. Policy and Procedural Plans
to properly achieve the administrative planning responsibility within the unit, the
Commander shall develop unit plans relating to policies or procedure, tactics,
operations, extra-office activities and management.
Further, standard-operating procedures shall be planned to guide members in
routine and field operations and in some special operations in accordance with
the following procedures:
Field Procedure – Procedures intended to be used in all situations of all kinds
shall be outlined as a guide to officers and men in the field. Examples of these
procedures are those related to reporting, to dispatching, to raids, arrest,
stopping suspicious persons, receiving complaints, touring beats, and
investigation of crimes. The use of physical force and clubs, restraining devices,
firearms, tear gas and the like shall, in dealing with groups or individuals, shall
also be outlined.
Headquarters Procedures – Included in these procedures are the duties of
the dispatcher, jailer, matron, and other personnel concerned which may be
reflected in the duty manual. Procedures that involve coordinated action on
activity of several offices, however, shall be established separately as in the case
of using telephone for local or long distance calls, the radio teletype, and other
similar devices.
Special Operation Procedures – Certain special operations also necessitate
the preparation of procedures as guides. Included are the operation of the
special unit charged with the searching and preservation of physical evidence at
the crime scenes and accidents, the control of licenses, dissemination of
information about wanted persons, inspection of the PNP headquarters, and the
like.

2. Tactical Plans
These are the procedures for coping with specific situations at known locations.

3. Operational Plans

These are plans for the operations of special divisions like the patrol, detective,
traffic, fire and juvenile control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks.
4. Extra-office/Departmental Plans

The active interest and the participation of individual citizen is so vital to the
success of the PNP programs that the PNP shall continuously seek to motivate,
promote, and maintain an active public concern in its affairs. These are plans
made to organize the community to assist in the accomplishment of objectives in
the fields of traffic control, organized crime, and juvenile delinquency prevention.

5. Management Plans
Plans of management shall map out in advance all operations involved in the
organization management of personnel and material and in the procurement
and disbursement of money, such as the following:
a. Budget Planning – Present and future money needs for personnel,
equipment, and capital investments must be estimated. Plans for
supporting budget request must be made if needed appropriations are to
be obtained.
b. Accounting Procedures – Procedures shall be established and expenditure
reports be provided to assist in making administrative decisions and in
holding expenditures within the appropriations.
c. Specifications and Purchasing Procedures – Specifications shall be drawn
for equipment and supplies. Purchasing procedures shall likewise be
established to insure the checking of deliveries against specifications of
orders. Plans and specifications shall be drafted for new building and for
remodeling old ones.
d. Personnel – Procedures shall be established to assure the carrying out of
personnel programs and the allocation of personnel among the component
organizational units in proportions need.
e. Organization – A basic organizational plan of the command/unit shall be
made and be posted for the guidance of the force. For the organization to
be meaningful, it shall be accompanied by the duty manual which shall
define relationships between the component units in terms of specific
responsibilities. The duty manual incorporates rules and regulations and
shall contain the following: definition of terms, organization of rank, and
the like, provided the same shall not be in conflict with this manual.

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police
operational planning adopted by the police organization to guide the
police officers in the conduct of their duties and functions, especially
during field operations.