UNIVERSITY OF CAGAYAN VALLEY

New Site Campus Tuguegarao City,Cagayan

SCHOOL OF CRIMINOLOGY

MODULE NO.1 PRELIM COVERAGE

TITLE CONCEPT OF POLICE PLANNNG
DISCUSSION
What is a Plan?
 A plan is an organize schedule or sequence by methodical activities
intended to attain a goal and objectives for the accomplishment of
mission or assignment. It is a method or way of doing something in order
to attain objectives. Plan provides answer to 5W’s and 1 H.

What is Planning?
 Hudzik and Cordner defined planning as “thinking about the future,
thinking about what we want the future would be, and thinking about
what we need to do now to achieve it.”
 Planning is a management function concerned with visualizing future
situations, making estimates concerning them, identifying issues, needs
and potential danger points, analyzing and evaluating the alternative
ways and means for reaching desired goals according to a certain
schedule, estimating the necessary funds, and resources to do the work,
and initiating action in time to prepare what may be needed to cope with
the changing conditions and contingent events.

What is Police Planning?

 Police Planning is an attempt by police administrators in trying to allocate
anticipated resources to meet anticipated service demands. It is the systematic
and orderly determination of facts and events as basis for policy formulation and
decision affecting law enforcement management.

What is Operational Planning?

 Operational Planning is the use of rational design or pattern for all
departmental undertaking rather than relying on change in an operational
environment. It is the preparation and development of procedures and
techniques in accomplishing of each of the primary tasks and functions of an
organization.

What is Police Operational Planning?

 Police Operational Planning is the act of determining policies and guidelines

for police activities and operations and providing controls and safeguards for
such activities and operations in the department. It may also be the process of
 formulating coordinated sequence of methodical activities and allocation of
resources to the line units of the police organization for the attainment of the
mandated objectives or goals.
Objectives are a specific commitment to achieve a measurable result
within a specific period of time. Goals are general statement of intention and
typically with time horizon, or it is an achievable end state that can be measured
and observed. Making choices about goals is one of the most important aspects
of planning. Relate this definitions with their description as defined in chapter
one.
• The process of police operational planning involves strategies or tactics,
procedures, policies or guidelines. A Strategy is a broad design or method; or a
plan to attain a stated goal or objectives. Tactics are specific design, method or
course of action to attain a particular objective in consonance with strategy.
Procedures are sequences of activities to reach a point or to attain what is
desired. A policy is a product of prudence or wisdom in the management of
human affairs, or policy is a course of action which could be a program of
actions adopted by an individual, group, organization, or government, or the set
of principles on which they are based. Guidelines are rules of action for the rank
and file to show them how they are expected to obtain the desired effect.
MODULE NO.2 PRELIM COVERAGE
TITLE STRATEGIC PLANNING
DISCUSSION
STRATEGIC PLANNING

 Strategic planning is an organization’s process of defining its strategy, or

direction, and making decisions on allocating its resources to pursue this
strategy. It usually uses the SWOT ANALYSIS (STRENGTH,
WEAKNESSESS, OPPURTUNITIES AND THREATS) and sought to
answer the 5W’S and 1H.

 Strategic planning is a series of preliminary decisions on a framework,

which in turn guides subsequent decisions that generate the nature and
direction of an organization. This is usually long range in nature. The
reasons for Strategic Planning are:
 VISION – A vision of what a police department should be.
 LONG-RANGE THINKING – Keeping in mind that strategy is deciding
where we want to be
 STRATEGIC FOCUS-Strategic focus is seen when an organization is
very clear about its mission and vision and has a coherent, well-
articulated strategy for achieving those. When a once high-flying firm
encounters performance problems, it is not uncommon to hear business
analysts say that the firm’s managers have lost focus on their customers
or markets

 STRATEGIC CONGRUENCE- It is the level to which the performance

management system extracts job performance that is matching with the
organisation’s aims, strategy and culture

 A STRATEGIC RESPONSE TO CHANGE-DYNAMIC STRATEGY

The dynamic model of the strategy process is a way of understanding
how strategic actions occur. It recognizes that strategic planning
is dynamic, that is, strategy-making involves a complex pattern of actions
and reactions. It is partially planned and partially unplanned
 STRATEGIC FRAMEWORK- It is a structured method used to define
how a project or initiative supports the key objectives of stakeholders.
There are four components to a strategic framework: Business objective.

What is the Strategic Planning process?

TASK 1 – Develop Mission and Objectives
TASK 2 – Diagnose Environmental Threats
and Opportunities
TASK 3 – Assess Organizational Strengths and Weaknesses
TASK 4 – Generate Alternative Strategies
TASK 5 – Develop Strategic Plan
 TASK 6 - Develop Tactical Plan
TASK 7 – Assess Results of Strategic and
Tactical Plan
TASK 8 – Repeat Planning Process

In the process, the police administrator can use the potent tool of
alternatives. Alternatives (options) are means by which goals and objectives can
be attained. They maybe policies, strategies or specific actions aimed at
eliminating a problem. Alternative do not have to be substitutes for one another
or should perform the same function. For example, our goal is to “improve
officer-survival skills.” The plan is to train the officers on militaristic and combat
shooting. The alternatives could be:
Alternative 1 – modify police vehicles
Alternative 2 – issuing bulletproof vests
Alternative 3 – utilizing computer assisted dispatch system
Alternative 4 – increasing first-line supervision, etc

FUNDAMENTALS OF POLICE PLANNING

What are the Objectives of Police Planning?
1. To increase the chances of success by focusing on results and not so much
on the objectives.
2. To force analytical thinking and evaluation of alternatives for better
decisions.
3. To establish a framework for decision making consistent with the goal of
the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual
performance.
8. To increase employee and personnel involvement and to improve
communication.

What can be expected in planning?

1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
9. Increase the commitment of personnel

What are the characteristics of a good police plan?

 1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standard of Operation
6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning?

The five (5) W’s and one (1) H
1. What to do – mission/objective
2. Why to do – reason/philosophy
3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy

What are the responsibilities in Planning?

• Broad External Policy Planning – is the responsibility of the legislative
branch of the government. The main concern of the police in this broad
external policy planning is assisting the legislature in their determining of
police guideline through the passage of appropriate laws or ordinances for
the police to enforce.

• Internal Policy Planning – is the responsibility of the C/PNP and

other chiefs of the different units or headquarters within their area of
jurisdiction to achieve the objectives or mission of the police
organization. They are responsible for planning, organizing, staffing,
directing, coordinating, controlling, reporting and budgeting for the police
organization within existing policies and available resources. For
maximum police effectiveness, they shall be responsible for the technical
operation of the police organization and management of its personnel.
MODULE NO.3 PRELIM COVERAGE

TITLE APPROACHES IN POLICE PLANNING

DISCUSSION What are the approaches in Police Planning?

• A variety of approaches are employed in the planning processes. Each is
unique and can be understood as a method of operationalizing the word
planning. There are basically five major approaches to planning which
are:
• Synoptic Approaches
• Incremental Approach
• Transactive Approach
• Advocacy Approach
• Radical Approach

What is Synoptic Planning?

• 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.

Steps in Synoptic Planning

• Prepare for Planning – The task of planning should be detailed in a
work chart that specifies (a) what events and actions are necessary, (b)
when they must take place, (c) who is to be involved in each action and
for how long, and (d) how the various actions will interlock with one
another.

• Describe the present situation – Planning must have a mean for

evaluation. Without an accurate beginning database there is no reference
point on which to formulate success or failure.

• Develop projections and consider alternative future states – Projections

should be written with an attempt to link the current situation with the
future, keeping in mind the desirable outcomes. It is important for the
police executive to project the current situations into the future to
 determine possible, probable and desirable future states while
considering the social, legislative, and political trends existing in the
community.

• Identify and analyze problems – the discovery of the problems assumes

that a system to monitor and evaluate the current arena is already on
place. Closely related to the detection and identification of issues is the
ability of the police to define the nature of the problem, that is to able to
describe the magnitude, cause, duration, and the expense of the issues at
hand. A complete understanding of the problem leads to the
development of the means to deal with the issues.

• Set goals – Making choices about goals is one of the most important
aspects of planning. It makes no sense to establish a goal that does not
address a specific problem. Remembering that the police departments
are problem oriented, choices about goals and objectives should adhere
to the synoptic model.

• Identify alternative course of action – As stated earlier, alternatives are

means by which goals and objectives can be attained. These are options
or possible things to be done in case the main or original plan is not
applicable.
Select preferred alternatives – there are three techniques to select
alternative:
1. Strategic analysis – this include the study on the courses of actions;
suitability studies; feasibility studies; acceptability studies; and
judgment.
• Suitability – each course of action is evaluated in accordance
with general policies, rules and laws.
• Feasibility – these include the appraisal of the effects of a
number of factors weigh separately and together.
• Acceptability – those judged to be suitable and feasible are then
realized in acceptability studies.

2. Cost – effectiveness Analysis – This technique is sometimes called 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.

3. Must-wants Analysis – This method of selecting a preferred course of

action combines the strengths of both strategic and cost effectiveness
analysis. Must wants analysis is concerned with both the subjective
weights of suitability, feasibility, and acceptability and the objectives
weights of cost versus benefits.
 • Plan and carryout implementation – The police administrator must be
aware that the implementation requires a great deal of tact and skill. It
maybe more important how an alternative is introduced to a police
department than what actually is.

• Monitor and evaluate progress – Evaluation requires comparing what

actually happened with what was planned for-and this may not be a
simple undertaking. Feedback must be obtained concerning the results
of the planning cycle, the efficiency of the implementation process, and
the effectiveness of new procedures, projects or programs. This is an
important step of synoptic planning, trying to figure out what, if
anything happened as a result of implementing a selected alternative.

• Summation of the synoptic planning approach – This can be done by

making a summary of the presentation, could be tabular or other forms
of presentation.

• Repeat the Planning Process – repetition of the process of planning

enables the planner to thresh out possible flaws in the plan.

What is Incremental Planning?

 Incrementalism concludes that long range and comprehensive planning
are not only too difficult, but inherently bad. The problems are seen as
too difficult when they are grouped together and easier to solve when
they are taken one at a time and broken down into gradual adjustments
over time
.
What is Transactive Planning?

 Transactive planning is 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.

What is Advocacy Planning

 Beneficial aspects of this approach include a greater sensitivity to the
unintended and negative side effects of plans.

What is 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.
CONSIDERATIONS IN POLICE PLANNING

1. 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.

2. 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 and
Management and Penology (BJMP), Bureau of Fire and
Protection (BFP), Philippine National 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.

3. 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.

4. 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
organizations 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.
EXERCISES Explain the five major approaches in police planning?
 Using the stated steps in Synoptic Planning could you please provide an
example of a synoptic plan..
 Illustrate the synoptic planning process.
 Why do we need to have an alternative plan?
 What are the different considerations in police planning?

MODULE NO.4 PRELIM COVERAGE

TITLE Classifications of Police Plan

DISCUSSION Classifications of Police Plan

According to coverage: Police Plans could be Local Plans (within police
precincts, sub-stations, and stations), Regional Plans, and National Plans.

According to Time: Police Plans are classified as:

 Strategic or Long Range Plan – It relates to plan which are strategic or long
range in application and it determine the organization’s original goals and
strategy.
Example: Police Action Plan on the Strategy DREAMS
and Program P-O-L-I-C-E 2000, Three Point Agenda, and GLORIA (These are
discussed on the latter part of this Chapter).

 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 – Refers to the productions of plans,

which 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.

Factors affecting Police Planning

 Condition – a consideration of political atmosphere, public opinion; ideological
aspirations; peace and order; national/community ethics, behavior and discipline
in the area where the plan will be implemented.

 Time – It is the period available to establish plan before putting it into effort.
Consider the time of execution/implementation, the time interval and time
allowed for the revisions and modifications of plan.

 Resources Available – Allocation of manpower, money and materials

 Skills and Attitudes of Management – Refers to the level of experiences of the

personnel who are involved in the preparation of the plan and those who will
execute the plan. Applicability of good management principles shall be
exploited.

 Social and Political Environment – Refers to social and political practices,

which will be affected b the plan or plan affecting these practices, beliefs and
norms of society.

 Physical Facilities – Refers to machinery, instrument or tools in the attainment

of the goals of the plan. A certain system or structural designs in order to meet
expected results.

 Collection and Analysis of Data – Ready sources and basis of good decision-
making by the makers of the plan may be properly obtain through research and
other means of information gathering techniques.

Parts of a Police Operational Plan

 Security Classification
 Number of Copies and Pages
 Name of Headquarters
 Plan Title or Name
 Reference – The source of authority in formulating a plan is based on:
o Organizational Policy or Guidelines
o Orders of Superior Officers or Authorities
o Documents, maps, books, etc.
 Situation – General Situation and Specific Situation

 Mission
 Task Allocation
 Coordinating Instructions – Refers to the manner of giving alarm or signal when
encountering such problems which needs immediate action
 Command – Refers to the relationship between operating personnel or units with
that of Police Headquarters; who to summon for assistance.
 Signal – Defines communication network, which is to be used during a
particular operation like using passwords.
 Signature
 Distribution – Refers to what unit will be given copies of the plan. For instance,
A – All units, B – Selected units, C – Very selected, and D – Only 1 unit

TYPES OF PLAN in general

 Reactive Plans are 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 are 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 are essential statements that identify the role of the
police in the community and the 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 are designed to meet the long-range, overall goals of the
organization. Such plans allow the department to adapt 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 are designed to meet the specific tasks requires to

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

1. 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.
2. 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.

3. 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.

4. Time-specific Plans are concerned with 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 in the unit, the Commander shall develop unit
plans relating to: (a) policies or procedure; (b) tactics; (c) operations; (d) extra-
office activities; and (e) 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 o
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 o 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. Included in this category are plans for dealing with an
attack against buildings with alarm systems and an attack against the PNP
headquarters by lawless elements. Plans shall be likewise be made for blockade
and jail emergencies and for special community events, such as longer public
meetings, athletic contests, parades, religious activities, carnivals, strikes,
demonstrations, and other street affairs.

3. Operational Plans – these are plans for the operations of special divisions
like the patrol, detective, traffic, fire and juvenile divisions. Operational plans
shall be prepared to accomplish each of the primary police tasks. For example,
patrol activities must be planned, the force must be distributed among the
shifts and territorially among beats, in proportion to the needs of the service,
and special details must be planned to meet unexpected needs. Likewise in the

crime prevention and in traffic, juvenile and vice control, campaigns must be
planned and assignments made to assure the accomplishment of the police
purpose in meeting both average and regular needs. Each division or unit has
primary responsibility to plan operations in its field and also to execute the
plans, either by its own personnel or, as staff agency, by utilizing members of
the other divisions.
Plans for operations of special division consist of two types,
namely: (1) those designed to meet everyday, year-around needs, which are the
regular operating program of the divisions; and (2) those designed to meet usual
needs, the result of intermittent and usually unexpected variations in activities
that demand their attention.

Regular Operating Programs – these operating division/units shall have

specific plans to meet current needs. The manpower shall be distributed throughout
the area of jurisdiction in proportion to need. Assignments schedules shall be
prepared that integrate such factors as relief days, lunch periods, hours, nature,
and location of regular work. Plans shall assure suitable supervision, which
become difficult when the regular assignment is integrated to deal with this short
time periodic needs.
Meeting usual needs – the usual needs may arise in any field of police
activity and nearly always met in the detective, vise and juvenile division by
temporary readjustment of regular assignment.

[Link]-office Plans – the active interest and the participation of individual

citizen is also a 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, organize crime, and
juvenile delinquency prevention. The organization may be called safety councils
for crime commissions and community councils for the delinquency prevention.
They shall assist in coordinating community effort, in promoting public
support, and in combating organized crime. Organization and operating plans for
civil defense shall also be prepared or used in case of emergency or war in
coordination with the office of the Civil Defense.

5. Management Plans – Plans of management shall map out in advance all

operations involved in the organization management of personnel and material
and in procurement and disbursement of money, such as the following:

Budget Planning – present and future money needs for personal,

equipment and capital investments must be estimated. Plans for supporting
budget request must be made if needed appropriations are to be obtained.

Accounting Procedures – procedures shall be established and

expenditure reports be provided to assist in making administrative decisions
and holding expenditures within the appropriations.

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 specification of orders.
Plans and specifications shall be drafted for new building and for modeling old
ones.
Personnel – procedures shall be established to assure the carrying out of
personnel programs and the allocation of personnel among the component
organization units in proportions need.

Organization – a basic organization 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.

STEPS IN POLICE OPERATIONAL PLANNING

1. Frame of Reference – This shall 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 of the subjects and views of the police
commanders, other government officials, and other professionals shall be
considered.

2. Clarifying the Problems – This calls for the identification of the problems,
understanding both its records 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 robbers. There is a need for reaching the
preliminary decision that robberies 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 carefully reviewed to determine the modus
operandi, suspects, types of victims, and such other information as may be
necessary. Facts relating to such matters as availability, deployment, and the use
of present personnel shall be gathered.

4. Developing the Facts – After all data have been gathered, a careful analysis and
evaluation shall be made. These provide the basis from which a plan or plans are
evolved. Only such facts as any 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 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 the best alternative proposal.

7. Selling the Plans – A plan, to be effectively carried out, must be accepted by

persons concerned at the appropriate level of the plan’s 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 consulted. As the
planning develops, there may be a need it involve the head of the personnel,
records and communication units and all patrol officers.

8. Arranging for the Execution of the Plan – the execution of a plan requires the
 issuance of orders and directives to units and personnel concern, the
establishment of a schedule, and the provision of manpower and the equipment
for carrying out the plan. Briefing shall be held and assurance shall be received
that all involved personnel understood when, how, and what is to be done.

9. Evaluating the Effectiveness of the Plan – The results of the plan shall be
determined. This is necessary in order to know whether a correct alternative was
chosen, whether the plan was correct, which phase was poorly implemented, and
whether additional planning may be necessary. Also, the effects of the executed
plan or other operations and on total police operations shall be determined.
Follow-up is the control factor essential for effective command management.

EXERCISES  What are the classifications of police plan?

 Discuss each classification and provide an example for each type.
 Enumerate and discuss the different factors affecting police planning as to your
own understanding.
 Parts of a Police Operational Plan
 Discuss the TYPES OF PLAN in general
 Using the steps in operational planning, create your own operational plan.