TABLE OF CONTENTS

CHAPTER 1 – Planning as a Management Function Page

Four Basic Functions of Management 1
Definition of Planning 3
Elements of Planning 4
Importance of Planning 4
Skills Needed for Planning 5
Steps in Planning Process 6
Planning and Decision Making 11
Types of Plans 12
Category of Plans 13
The Time Dimensions in Planning 13
The Use Dimensions in Planning 14
The Scope Dimensions in Planning 15
Planning Cycle 17
Contingency Plans 18
Organizing the Planning Function 19
Structuring Planning Action 19
Alternative Model of Planning 23
Guides to Good Plan 24
Tools in Making a Plan 25
Planning How to Change an Organization 27
Activity 1 30

CHAPTER 2 – Police Planning

Definition of Police Planning 33
Types of Police Planning 34
Steps in Police Planning 34
Types of Police Planning 34
Types of Plans for Operations of Special Divisions 40
Steps in Police Planning 41
Process in Police Planning 42
Fundamentals of Police Planning 43
Characteristics of Police Plans 44
Execution of Police Plans 45
Categorization of Duties and Responsibilities of Police 45
Activity 2 48
CHAPTER 3 – Police Operations
Police Operations and its Definition 51
Communication: The Foundation of Police Operations 53
Patrol Operations 55
Patrol Plan 58
Master Plan 59
Operations Plan 60
Letter of Instruction 61
Camp Defense Plan 62
Case Operations Plan 63
Activity 3 67

CHAPTER 4 – PNP Operational Mater Plans

Six Master Plans of the PNP 72
Sandigan – PNP's Master Plan for Anti Criminality 72
Sandugo – PNP's Master Plan for Internal Security Operation 77
Sangyaman – PNP's Master Plan to Help Protect and Preserve our 88
Environment, Cultural Properties and Natural Resources
Sangbanat – PNP's Master Plan for the Campaign Against Illegal Drugs 98
Sang Ingat – PNP's Master Plan for Security Preparations 109
Saklolo – PNP's Master Plan for Disaster Preparedness 116
Samples of Letter of Instruction 120
Activity 4 136

CHAPTER 5 – General Procedures for Police Operations 139

Police Blotter 139
Police Uniform 140
Police Notebook and Pen 140
Inter-Unit Coordination 141
Basic Requirements of Police Intervention Operations 143
Things to be done after Armed Confrontation 145
Jurisdictional Investigation by Territorial Unit Concerned 145
Activity 5 147

CHAPTER 6 – Basic Procedures for Police Operations 149

Patrol Procedure 149
Duties and Responsibilities of Patrol Officers 149
Patrol Guidelines 151
Guidelines and Procedures when Responding to Calls for Police Assistance
 152
Protecting and Preserving the Crime Scene 153
Spot Checks/Accosting and Pat Down Searches 154
Grounds for Spot Check/Accosting 154
Procedures and Guidelines for Spot Checks/Accosting 155
Grounds for Body Frisk/Pat Down Searches 156
Procedures for Pat-Down Searches 156
Activity 6 158

CHAPTER 7 – Arrests, Searches, and Seizures 161

Planning the Arrest 161
Definition of Arrest 161
Arrest by Virtue of a Warrant of Arrest 163
Duties of Arresting Officer 163
Special Consideration in releasing Arrest Information to the Media 167
High Risk Stope and High Risk Arrest 168
Supplemental Police Responses and Procedures 170
Searches, its definition 170
Requisites for Issuance of Search Warrant 170
Applications for Search Warrant 170
Valid Warrantless Searches and Seizures 172
Types of Searches 175
Methods of Restraints 178
Activity 7 189

CHAPTER 8 - Raids 191

Raid Operations 195
Don’ts in Raids 196
Disposition of Seized Items 196
Activity 8 198

CHAPTER 9 – Crime Scene Response Procedures 201

Duties of First Responders 202
Duties of the Police Investigator-on-Case 202
Media Handling in Criminal Matters 207
Undercover Operations 212
Custodial Investigation 216
Policies and Procedures in the Admission, Visitation and Release of
Detainees 218
 Inquest Procedures 222
Activity 9 226

CHAPTER 10 - Checkpoints 229

Authority to Establish Checkpoints 229
Definition of Terms 229
Guidelines in the Conduct of Checkpoint 230
Requirements in the Conduct of Checkpoints 231
Procedures to be followed When Checkpoints are Ignored 231
Activity 10 236

CHAPTER 11 – Hostage Situation/ Barricaded Situations 239

Four Categories of Hostage Takers 239
Procedures to be Followed in a Hostage Situation 241
Guidelines in Hostage Taking Crisis 243
Procedures to be Followed During Negotiations 244
Media Handling in Hostage Situations 245
Activity 11 247

CHAPTER 12 – Special Procedures for Police Operations 249

Labor Disputes 249
Strikes and Lockouts 250
Demolitions, Injunctions, Evictions and other Similar Orders 251
Police Assistance in the Implementation of final decisions or orders of the
courts 252
Rallies and Demonstrations 255
Civil Disturbance Management Operation 258
Crowds and its definition 269
Kinds of Crowds 270
Types of Psychological Crowds 270
Controlling the Hostile Crowds 271
Formation of Mob 273
Riots 73
Activity 12 274

CHAPTER 13 – Aviation Security Procedures 277

At the Initial Passenger Security Screening Checkpoints 278
Final Passenger Security Screening Checkpoint 283
 Pat Down Search Procedures 284
Procedures on Manual Search 285
Guidelines for the Items that shall not Pass into the Sterile Area 288
Guidelines for Exceptional Screening 289
Guidelines Special Screening 290
Guidelines for Classified Materials and Diplomatic Pouches 291
Duties and Responsibilities 293
Activity 13 295

CHAPTER 14 – Internal Security Operations 297

General Mandate 297
The PNP in an Active Support Role 297
Defensive Position 298
Activity 14 300

CHAPTER 15 – Bomb, Bomb Threat and Bomb Incident Emergency

Response Procedures 303
Post Blast Investigation 309
Protocol on Post Blast Investigation for Bomb Squad and SOCO Personnel 316
Activity 15 320

CHAPTER 16 – Computer Crime Incident Response Procedures 323

Computer Crime Response Defined 323
Guidelines for Computer Crime Incident First Responder 323
Search and Seizure of Computer 324
Guidelines in Treatment of Other Electronic Storage Devices 326
Activity 16 328

CHAPTER 17 – Weapon of Mass Destruction Incident Response

Procedures 331
Why Nuclear, Biological and Chemical (NBC) Terrorism 331
Indicators of NBC Attack 332
Understanding a WMD Incident 334
Pre-Incident Planning 334
Potential Target Sites 335
Activity 17 343

CHAPTER 18 – Community Oriented Policing System 345

COPS Strategy and Philosophy 345
 Program Components of COPS 345
Problem-Oriented Policing: SARA Model 346
Operational Guidelines of COPS 349
Activity 18 351

ANNEXES 361
BIBLIOGRAPHY 376
GLOSSARY 377
REVIEW QUESTIONS 379
 CHAPTER 1

PLANNING AS A MANAGEMENT FUNCTION

“In all matters, before beginning, a diligent preparation should be made.”

 Cicero

PLANNING AS A MANAGEMENT FUNCTION

Management I 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 managerial process.

Four Basic Functions of Management

1. planning
2. organizing
3. leading
4. controlling

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.

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.

Leading is a critical activity in all organizations. It can be defined as the act of motivating or
causing people to perform certains tasks intended to achieve specific objectives. It is the art of
making things happen.

Controlling can be defined as the continual analysis and measurement of actual operations
against the established standards developed during the planning process.

Managers must anticipate future environmental changes that may affect operations. These
might consist of changes of the environment, technological innovations and/or political
disturbances in a country.

While managers can't control these situations, they can plan effectively to reduce risk and
prepare the organization to withstand the roller coaster ride of future uncertainty.

As planners undertake the task that lie ahead, they must develop an atmosphere that permeates
the entire organization, but which is managed in such a way that is not disorienting or
threatening. The substantive issues which face law enforcement must be in the forefront, and the
planner must not allow preoccupation with mechanical improvements as compared to the past
decades.

Planning forced managers to anticipate changes and to prepare to cope with it. Change can often
result in new opportunities, new markets and a chance for growth – if plans have been made to
capitalize upon such change.
The planning process and its resultant plans have become increasingly sophisticated as
organizations recognize that no managerial function is more important than planning.

DEFINITION OF PLANNING

Planning can be defined as the process by which managers set objectives, assess the future,
and develop courses of action designed to accomplish objectives. It also includes determining
appropriate objectives and the optimum timetable for achieving them. It is a continuous function
that directs the organization through a change – oriented environment in the pursuit of
established objectives. It also specifies the actions needed to reach these objectives.

Other definitions

. . Deciding in advance what is to be done and how it is to be done.

Experiences, good researches and environmental scanning are the basis of good planning.
Without planning, individuals / organizations with not grow and succeed.

. . A documented method by which a thing should be done.

For this purpose, plans should be written down. Otherwise, there will be no way of establishing
what is to be done, who will do it, when to start doing the task involved, and what are you doing
or who is doing what. This is what a plan establishes.

. . A listing of a course of action by a tasked group or groups; or individuals in order to

reach a certain goal.

The plan may be implemented by an individual or groups following a predetermined course of

action.

A good example of a plan is the Patrol Plan of police stations.

. . Formal act or process of making a plan.

It is writing down what you want to do, how you would do it, and who would help you do the
tasks involved to reach a certain end.

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?

IMPORTANCE OF PLANNING

Careful planning should result in the development of a blueprint describing the means to
accomplish the 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-ACTIVE

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

A plan establishes the basis for what you are doing. You will have quite a guide or a
roadmap 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 periods.

4. Helps make your people become more productive

When people know what you want to do, or how you want it done and what is expected
from 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 “you act together”. It will also compel you to “sharpen your saw” or to read more
about delivering quality police service. A good plan is a good image builder.

6. Gives the strategic and tactical advantage

A well formulated and instituted plan allows the commander to take actions and decisions
which have long-term impacts. At the same time, it prepares the unit for contingencies
needing short-term solutions. Dynamism is an essential requirement 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 affects 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 a 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 of 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 resources/capabilities with your goals and objectives, what and who
should be tasked to reach a certain purposes or ends. Ask what should be done first?
What is more important? What has a strategic impact?

4. Sound Objective 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 contingency plan represents your efforts to guess what might go wrong or differently
with your plan and how to handle it if it does.

6. Monitoring

Identifying success indicators and follow-up.

Try to see the progress of your plan. Make a checklist of what has been done. Place
reminders on conspicuous places to remind you of the progress of your 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 plans 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 regard
strategic and tactical alliances may be established with the church, the schools, the
local government 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 the 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 or 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 will take it to
complete each component of the plan.
5. Make sure that the data you collected and evaluated support the over-all purpose.
6. Develop a forecast plan.
7. Make sure that your forecast plan supports the over-all purpose.
8. Determine action steps.
9. Make sure that you action steps support the over-all purpose.
10. Develop a contingency plan.
11. Implementation of 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 over-all purpose remains in focus.
 Seems like lots of steps! In reality, you will find that taking a few moments to focus on the
plan’s over-all purpose will save you time over the life of your project. Much time is wasted
reworking project plans when halfway through you discover that the project if off course
or does not support the over-all goal.

Define the Purpose or the Goal

What: Ironically, the first and most crucial step 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 takes some thought. Here are some of the min elements.

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

2. It defines the project’s time schedule.
3. It described 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 collections begin. 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 and 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.

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 police
managers must develop, because several views must be tasted before you decide on a project
schedule. At this point of the plan, all of your data should be integrated into a cohesive 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 project’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, answer these questions:

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 as defined in a very
detailed manner during this part of planning process. You may want to develop daily or weekly
checklist depending on the nature of your project. Here are some sample approaches:

1. Use daily checklist that tie into weekly checklists and/or weekly checklist 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 checklist will, all employees’ names and their assigned 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 differences 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 focus on you desired over-all 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 over-all
 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 timeline; perhaps financial
pressures and/or unexpected complications may surface. This is normal.

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 the 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 continuous activity. As your plan is implemented, you need to frequently
check its progress. The follow-up stage 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 follow-ups.
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 over-all 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 action
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.

Three Special Characteristics of Planning an 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 decision 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 expression 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 year Patrol Plan
or less
Intermediate Range Covers a time period of Construction of a PNP Police
between 1 and 5 years Station
Long Range Covers a time period of 5 years PNP Modernization Plan
above

Use
Single-Use Predetermined course of PBP program for deployment
action for unique, non- of PNP Personnel to United
recurring situations, includes Nations Mission in Haiti
programs, project, budget (MINUSTAH)
Standing Predetermined course of PBP Camp Defense Plan, Patrol
action for repetitive or long- Plan
term activities, procedures,
rules and regulations

Scope of Breadth
Strategic Establish over-all objectives; PNP Transformation Program
position the organization in
terms of its environment, can
be short or long-term
Tactical Implementation of activities Anti - Criminality Campaign
and resource allocations, Plan (Sandigan)
typically short-term
Operational Use of quotas, standards or Anti-Kidnapping Plan
schedules for implementing
tactical plans

The Time Dimension in Planning

 Time is the most critical, most elusive, and most often abused of all the ingredient 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 principles state that an organization should plan for a period
of time in the future sufficient to fulfill the commitments resulting from current decisions.

Plans should reach far enough into the future to cover the subject under consideration.

The Use Dimension in Planning

Two Major Categories of Plans According to Use

1. Single Use Plans – predetermined courses 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 smaller scale than a
program
Budget – financial plan listing the resources or funds assigned to particular program, product or
division. It is also considered as a single use plan because of the process of developing budgets is
clearly planning and because budgets take objectives into account in deciding in advance how to
allocate resources among alternative activities. Organizations use the budget as the basis for
planning and coordinating other activities.

Three Categories of Standing Plans

1. Policies
2. Procedures
3. Rules

Policies – general guidelines for decision making. May organization 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 situation. Rules serve as guide 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 organization objectives.
Other types of plans specify how the organizations will mobilize to achieve these objectives.

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 n 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 its “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.

Strategic Plan Technologies

1. SWOT Technique

Strengths – refer to the elements in the organization which give advantage or make strong
and capable of accomplishing its mission.

Weakness – refer to the elements of which constraint the organization from effectively
and efficiently attaining its objectives.

Opportunities – refer to the elements which can be tapped to allow the unit to move
forward or progress.

Threats – refer to the elements which pose serious challenges to the organization.

2. Vision, Mission and Goals (VVMG) Statement

Mission: The organization’s purpose

Vision: The dream or the aspiration of the organization

Goals: the desired target

Components of Strategic Planning:

1. Strategic Alternatives – set of strategic options from which an organization can derive
their preferred choice.

2. Strategic Choice – it is the preferred choice taken from strategic alternatives.

Tactical Planning

Strategic planning focuses on what the organization will be in the future and tactical planning
emphasizes how this will be accomplished. It refers to the implementation of activities and
allocation of resources necessary to achieve the organization’s objectives.

Although the two types of planning are different, both must be carefully blended to achieve the
aims of the organization.

Identification of Tasks – job description

Staffing – this would involve the allocation of funds or budgets to sustain and at the same time
realize the plan.

Set up Performance Standards – how would you know that the tasked groups are
accomplishing their tasks at the proper time, place and quality?

In a nutshell, strategic planning answers the question “Where are we going?” while tactical
planning answers the question “How do we get there?”.

PLANNING CYCLE

WHERE ARE WE GOING?

STRATEIGC PLANNING

Organization
Audit

Environmental Strategic
Analysis Alternatives

Strategic
Performance Choice

Resource Mission, Vision,

Allocation Goal

Staffing or
Specific Plans Identify Task

TACTICAL PLANNING
HOW WILL WE GO THERE?
Operational Planning

The final step in the planning hierarchy is operational planning, coordinating the working
standards and the appropriate individuals to implement tactical plans. Operational planning is
stated in terms of quotas, schedules, or standards.

Contingency Plans – is an alternative plan that will be implemented should certain events occur
or alternative scenario for use in case of deviations from expected trends. It can be devised to
address crises.

Three (3) Benefits of Contingency Plans

1. It permits quick response to change.

2. It prevents panic in crisis situations.
3. It makes managers more adaptable by encouraging.

HIERARCHY OF PLANS

Recurring Standing Policies Procedures Rules

Objectives Activities Plans

Tactical and
Operational
Strategic Plans
Plans

Programs
Non- Single Use Projects
recurring Plans
Activities Budget
ORGANIZING THE PLANNING FUNCTION

Planning is a major responsibility of every manager, so managers at every level in the

organization hierarchy spend part of their workdays engaged in planning activities. Top
management focuses its planning activities on the development of long-range strategic plans,
while middle-level managers generally concentrate on planning for their divisions, and
supervisory management focuses its planning activities on developing action programs to meet
the goals of its division.

Structuring Planning Activities

A number of factors affect the method used by an organization to structure its planning activities.
The include the following:

1. Size of the organization

2. Degree of decentralization
3. Personality of Top Management
4. Nature of the Service/Product

Size of the Organization – the larger the organization, the greater the number of people and
planning specialist available to plan. Smaller organization may be forced to rely on one – or a few
– managers to perform any significant planning activities. Larger organizations can afford to use
planning specialists and maybe in a better position to free their managers from the time required
to engage in planning.

Degree of Decentralization – Planning in a multi-product, decentralized organization is likely to

be more diffused than in a centralized organization. Each division or production facility in a
decentralized operation is likely to play significant role on developing major plans. Although such
plans may be coordinated by a planning authority located at the headquarters office, managers of
decentralized organization are likely to have more responsibility for planning than their
counterparts in highly centralized operations.

Personality if Top Management – some top managers prefer to work with a specialized
planning staff. Others desire participation from middle and supervisory level managers and
require them to assume the major responsibility for planning.

Nature of the Service/Products – multi-product companies may assign planning

responsibilities to relatively low organizational level. Decentralization would put planning in the
hands of managers who are closer to the chain’s clientele.

TIME MANAGEMENT – is the proves of effectively allocating time among different tasks, is the
key factor in managerial effectiveness.

Managers should evaluate their time use, establish priorities, and manage time effectively to
ensure the best use of time. Accomplishing these tasks means asking and answering five (5)
important questions:

1. What has to be done?

2. When it should be done?
3. Who should do it?
4. How much time will it require?
5. What priority should be assigned to its accomplishment?

Evaluating Time Use

Busy managers have two (2) alternatives:

1. Do less.
 2. Work faster.

A considerable portion of most managers’ daily activities could be performed by

subordinates.

Establishing Priorities

Analysis of actual time use should be followed by the establishment of priorities. Many
enthusiastic managers are ineffective because of lack of priorities to guide their use of time.

A typical approach to the development of priorities is to arrange them on an annual, monthly,

weekly, and daily basis. The priorities for the year begin with objectives. These objectives are then
arranged in order of importance and further divided into unique, routine, and personal.

Managing Time Effectively

Managers who succeed in solving the problem of too little time typically use time budgets for
working hours. They set aside the necessary time to devote to major tasks and assign less
important activities to subordinates. By separating essential from non-essential, they ensure that
larger amounts of time are devoted to priority areas.

Steps in Organizational Assessment

1. Gather data about the operations of the organization. Data source – annual reports,
constitution and by-laws, financial reports, HR/staff profiles, interview with key
officers/managers, staff and members.

2. Organize data according to the following:

 Organization role and profile;

 Organization’s philosophy, values, beliefs, and role in society;
 Ownership, constituency and membership;
 Programs, projects, products and services;
 Resources and capabilities – equipment and facilities;
 Financial capacity, managerial and staff competence and skills; and
 Morale of workforce.

3. Analyze the data

Focus on their interrelationships and how they affect the effectiveness and efficiency of
the organization. Look for general trends and conditions.

4. Group trends or conditions into strengths and weaknesses. Reassess the identified
strengths and weaknesses. Find out how strengths can be used for actions and how
weaknesses can be overcome in view of external threats.

IDENTIFYING VALUES

VALUES – a principle, standard or quality considered inherently worthwhile or desirable. Values

are sometimes influenced by an ideology, or a set of principle and beliefs that prevail in the
organization. Values come from valor, which means the question “What is important to me?” It
determines our commitments to personal or organizational goals.

A person’s values answer the question “What is important to me?” It determines our
commitments to personal or organizational goals. Individual values must conform with group or
organization values in order for the organization to survive and succeed. Organization values are
also called organization culture. Organization values and culture are the foundation of
organization vision. Organization values, culture and vision provide all members of the
organization with sense of common direction and guidelines for day-to-day behavior.

EXAMPLES OF VALUES: Honest and hardworking, Teamwork, Innovative, Responsible, Efficient,

Loyal, Respectful and GOD-centered.

CONCEPTUALIZE the VISION and MISSION of the ORGANIZATION

A VISION – is a dream, a statement of the aspirations of the organization in the future. An

organization with a vision has a direction. There is a distinct correlation between a vision and
organization performance. A vision does not change substantially from year to year. A vision
should be realistic but focused in the future.

EXAMPLE OF A VISION STATEMENT

“The PNP Vision statement defines a desired future state to which all the resources of the police
organization are directed. It states that the men and women of PNP are committed to the vision of
professional, dynamic and highly motivated Philippine National Police (PNP) working in
partnership with a responsive community towards the attainment of a safe place to live, invest
and do business.” In such vision, the important elements are:

a) Presence of professional, dynamic, and motivated PNP personnel;

b) Presence of resources;
c) Collaborative partnership with stakeholders from the community; and
d) The presence of a responsive, empowered and engaged citizenry who proactively take part
in the fight against criminality to ensure a stable ad peaceful community.

ORGANIZATIONAL MISSIONS

Organization missions are collection of personal missions. When members realize that their
organization is their vehicle of their personal missions, their energies and efforts are multiplied.
Organization mission must state how the organization can contribute to the attainment of the
vision. A good mission – is focused, precise, defines the organization’s role in society, and has long
term orientation.

The mission statement is the logical connecting bridge between where you are at this time and
where you want to be in the eventual future.

EXAMPLE OF A MISSION

The mission statement of the PNP defines the mandates which are to enforce the law, to prevent
and control crimes, to maintain peace and order and to ensure public safety and internal security
with the active support of the community.

ALTERNATIVE MODEL OF PLANNING (Peter Capezio)

(For Single Use Plans)

Define the
Purpose or Goal
Set Follow-up.
objectives.

Collect and Implement

Evaluate Data Plan

Forecast. Develop a
contingency plan.
Determine
Actions.
The planning process is both linear and cyclical. It is linear because certain actions must be done
in a certain order. For example, the over-all purpose must be defined prior to data collection. It is
cyclical because you must frequently refer to your defined purpose or goal to evaluate your
process. Also, you may need to return to previous steps of the planning process if you find they no
longer support the over-all purpose. In general, the following steps show how you might typically
move through the planning process, assuming there are no major glitches.

GUIDES TO A GOOD PLAN

SMART METHOD

 Simple

People will understand how to do it and why they are doing it. Make the language of your
plan simple. Make the goals clear-cut. Make the methodology easy.

 Measurable

After all is said and done, you have to know what has been said and done. Back this up
with statistics. Is the crime volume decreasing? Is Crime Solution Efficiency (CSE)
increasing? Is crime rate decreasing? Are the people satisfied? Are you making an impact?

 Affordable

You don’t have to go to the World Bank to afford the plan. Move within your resources. Do
not use “initiative”. Do not use your salary. If your plan is good, the Local Government Unit
(LGU) will certainly support your plan. This is proven by several experiences where LGU’s
themselves volunteer their help because they know that you are serious with your job. Not
only these civic organization and other sectors will want to join you since they will be the
direct beneficiaries of a stable peace and order situation.

 Reasonable

It must be accomplished within a reasonable period of time. Do not expect people to work
on it for 25-hours a day, 10 days a week. The objectives must be those which can be done
within your normal capabilities with your natural talents. Consult your people regarding
work schedule. Ask them the difficulties they encounter during Troop Information and
Education (TI&E) and other unit meetings.

 Time-bound

Don’t let the plan forever to achieve its purpose. Finish it or at least see some of its goals
achieved within your lifetime.