Types and Classes of Plans

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TYPES, CLASSES, AND ESSENTIALS OF PLANNING

RESPONSIBILITY IN PLANNING

Broad policy planning shall be the responsibility of the Director-General of the PNP. The commander at each level or command, however, shall be responsible for establishing internal operational policies to achieve the objectives and missions of the police in his own unit.

This requires a clear definition of work to be done; who will do it; and how well it is to be done. All heads in each level of command structure shall be responsible for PLANNING, ORGANIZING, STAFFING, DIRECTING,  COORDINATING, CONTROLLING, REPORTING, and BUDGETING for the aforementioned unit within existing policies and available resources. For maximum effectiveness, they shall be responsible for the technical operation of the unit and the management of its personnel

In effect, PLANNING is the key to the administrative process, is a COMMAND RESPONSIBILITY of all commanders concerned. In the concept of the PNP, Broad Policy Planning is the command responsibility of the Director-General, while in the local command planning is the command responsibility of the respective local commanders.

Specifically, the commander at each level or command shall have the command responsibility for the following:

  1. Establishing internal operational policies to achieve the objectives and mission of his department in his particular unit. This requires a clear definition of work to be done, who will do it, and how well it is to be done;
  2. Planning, organizing, staffing, directing, coordinating, controlling, reporting, and budgeting for the aforementioned unit within existing policies and available resources; and
  3. For maximum effectiveness, he shall be responsible for the technical operation of the unit and the management of its personnel

 

TYPES OF PLANS

To formally achieve the administrative planning responsibility within the unit, the commander shall develop plans relating to:

  1. Policy or Procedural   
  2. Tactical
  3. Operational
  4. Management
  5. Extra-office Activities

 

A. POLICY OR PROCEDURAL PLAN.

The standard operating procedure shall be planned to guide members in routine field operations and in some special operations in accordance with the following procedures:

(1) Field Procedures.

This is intended to be used in all situations of all kinds, which shall be outlined to guide officers and men in the field. This relates to reporting, dispatching, raids, arrests, stopping suspicious-looking persons, receiving complaints, touring the beat, investigation of crimes, and similar activities. The use of physical force and clubs, restraining devices, firearms, teargas, and the like shall, in dealing with groups or individuals shall also be outlined.

(2) Headquarters Procedures.

To be included in this procedure are the duties of the dispatcher, jailer, matron, and other personnel, concerned, which may be reflected in the duty manuals. It also involves coordinated action on the activity of several offices, however, it shall be established separately as in the case of using a telephone for local/long distance, the radioteletype, and other similar devices.

(3) Special Operating Procedures.

Certain special operations also necessitate the preparation of procedures as guides

B. 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 the buildings with alarm systems and an attack against police headquarters by lawless elements.

Plans shall likewise be made also for blockade and jail emergencies and for special community events, such as larger public meetings, athletic contests, parades, religious celebrations, carnivals, strikes demonstrations, and other street affairs.

C. OPERATIONAL PLANS.

These are plans for operations of special divisions like the patrol, detectives, traffic, fire, and juvenile control 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, special details must be planned to meet unexpected needs, and so on.

Likewise the crime prevention, traffic, juvenile, and vice control, campaigns must be planned and assignments made to assure the accomplishment of the policing purpose in meeting both average and irregular needs.

Plans for operations of special division consist of two types, namely:

  1. Those designed to meet every day, year-round needs, which are regular operating programs of the division. This is known as REGULAR OPERATING PLANS. The operating units shall have specific plans to meet current needs. The manpower shall be distributed throughout the hours of operation and throughout the area of jurisdiction in proportion to need. These plans shall also assure suitable supervision, which becomes difficult when the regular assignment is interrupted to deal with these short time-periodic needs.

The specialized assignment shall be worked out for the detective and juvenile divisions to provide approximately equal workloads taking into consideration variations in the importance of cases and the average time required to investigate them. Assignment of officers and men to divisions shall be on the need and on the basis of specialty and interest.

A special program shall be developed to meet particular needs in each field of activity. For example, the traffic division needs programs of enforcement, public education, and engineering. The juvenile division needs a program designed to make better citizens of delinquent and pre-delinquent children, and operational plans to eliminate certain delinquency-inducing factors in the community.

  1. Those designed to meet unusual needs, the result of intermittent and usually unexpected variations in activities that demand police attention. This is MEETING THE UNUSUAL NEEDS. The unusual needs may arise in any field of police activity and are nearly always met in the detective, vice, and juvenile divisions by temporary readjustment of regular assignment. For example, a sudden upsurge of robberies may result in a caseload beyond the capacity of the detective assigned. Some of these cases may be assigned to other detectives less at work.

Other unusual needs plan includes crisis and disaster events which the police department needs to be handled when occurs like flooding, cyclone in case of natural hazards. some of the man-made hazards include shooting sprees, terror attacks, hostage-taking, and the like.

 

D. EXTRA OFFICE PLANS.

The active interest and participation of individual citizens are so vital to the success of the integrated police programs that the police shall continuously seek to motivate, promote and maintain an active public concern in its affairs.

Plans shall be made to organize the community to assist the police in the accomplishment of objectives in the field of traffic control, organized crime, and juvenile delinquency prevention. The organizations may call safety councils for crime and delinquency prevention. 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.

E. MANAGEMENT PLANS.

Plans of management shall map out in advance all operations involved in the organization management or personnel and material and in the procurement and disbursement of money, such as the following:

  1. BUDGET PLANNING. Present and future money needs for personnel, equipment, and capital investments must be estimated, and plans for supporting budget requests must be made if needed appropriations are to be obtained.
  2. ACCOUNTING PROCEDURES. Accounting procedures shall be established and expenditures reports shall also be provided to assist in making administrative decisions and in holding expenditures within the appropriations.
  3. SPECIFICATION AND PURCHASING PROCEDURES. Specifications shall be drawn for equipment and supplies, and purchasing procedures shall likewise be established to ensure the checking off deliveries against specifications of orders. Plans and specifications shall be drafted for new buildings and for remodeling old ones.
  4. PERSONNEL. Procedures shall be established to assure the carrying out of personnel program and allocation of personnel among the component organizational units in proportion to need.
  5. ORGANIZATION. A basic plan of the command/unit shall be made posted for the guidance of the force. For the organization to be meaningful, it shall be accompanied by a duty manual, which shall define the relationship between the components unit in terms of specific responsibilities. The duty manual shall incorporate rules and regulations and shall contain the following: definition of terms, organization of rank, general duties of the various units, and the like, provided the same shall not be in conflict with the manual.

THE POLICE FUNCTIONS (TASKS) AND PLANNING

Four basic structural types of design can be found within police organizations. They are line, line and staff, functional, and matrix. These types exist separately or in combination and are affected by effective planning to attain their goals and objective. They are:

[1] primary or line operation tasks

This task (or functions) shall include patrol, investigation, traffic, vice, and juvenile control. The accomplishment of these primary tasks shall achieve the main objective of the PNP.

The line structure is the oldest, simplest, and clearest form of organizational design. The authority flows from the top to the bottom of the organization in a clear and unbroken line, creating a set of superior-subordinate relations in a hierarchy commonly called the chain of command.

A primary emphasis is placed on accountability by close adherence to the chain of command. The term “line” originated with the military and was used to refer to units that were to be used to engage the enemy in combat. “Line” also refers to those elements of a police organization that perform the work the agency was created to handle. Stated somewhat differently, line units contribute directly to the accomplishment of the police mission. Thus, the primary line elements of a police department are uniformed patrol, criminal investigation, and traffic.

Within police agencies, the line function can also be referred to as “operations,” “field services,” (FIELD OPERATION), or a similar designation. The pure line police organization does not have any supporting elements that are internal or parts of it, such as personnel, media relations, training, or fiscal management. Instead, the line police organization uses its total resources to provide services directly to the public.

FIELD OPERATIONS. Operations in the field shall be directed by the police commander and the subordinate commanders and the same shall be aimed at the accomplishment of the following primary tasks effectively and economically. The following are The PRIMARY OR LINE OPERATION TASKS.

1. THE PATROL

The patrol force shall accomplish the primary responsibility of safeguarding the community through the protection of life and property, the preservation of peace, the prevention of crime, the suppression of criminal activities and apprehension of criminals, the enforcement of laws and ordinances, and regulations of conduct, and performing necessary services and inspection.

Policing shall be considered a patrol service with specialized activities developed as aids. A patrol force or unit is the nucleus of the police organization about which the special services are grouped, and therefore, it shall not be subordinated to any other police unit in force. The proportional strength of the patrol force and the special units like investigation, traffic, vice, and juvenile units, shall depend on the services performed by each of them. The patrol force is the backbone of the police service, shall be responsible for the accomplishment of the TOTAL POLICE JOB, and in small police stations/sub-stations having no specialization, it shall perform all the primary, secondary and administrative tasks. If a special unit is created, it must be decided which task shall be taken from patrol, to be made the exclusive responsibility of said special unit, which tasks shall remain in the exclusive responsibility of the patrol, and which task shall be assigned as joint responsibility.

2. INVESTIGATION

The basic purpose of the investigation or detective bureau shall be to investigate certain designated serious crimes and clear them by the recovery of stolen property and the arrest and conviction of the perpetrators. To this end, the investigation division shall supervise the investigation made by the patrol officer and undertake additional investigations as may be necessary of all felonies, and all cases of murder, homicide, robbery, theft, and other grave offenses, except those types that are assigned by department regulations to the traffic, vice and juvenile units.

It shall be responsible also for the investigation of non-criminal activities, including missing persons, and matters wherein an investigation would be beneficial to the public welfare.

3. TRAFFIC CONTROL

Police control of streets or highways vehicles and peoples shall facilitate the safe and rapid movements of vehicles and pedestrians. To this end, the inconvenience dangers, and economic losses that arise from this movement congestion, delays, stopping, and parking of vehicles must be lessened. Control of traffic shall be accomplished in three steps, they are:

    1. Causes of accident and congestion shall be discovered, facts gathered and analyzed for this purpose;
    2. Causes shall be remedied, changes shall be made in physical conditions that create hazards, and legislation shall be enacted to regulate drivers and pedestrians.
    3. The public shall be educated in the provisions of traffic and ordinances, motorists and pedestrians shall be trained in satisfactory movement habits, and compliance with regulation shall be obtained if need be, by enforcement. The police shall initiate action and coordinate the efforts of the agencies that are also concerned about these activities.

In line with these, the PNP has three tools to aid them in traffic control. Summarily, the above-mentioned are the:

      1. Traffic Engineering
      2. Traffic Education; and
      3. Traffic Enforcement

4. VICE CONTROL

It shall determine the stand of the police service in the control of vices, to treat vice offenses as they shall do to any violation, and exert efforts to eliminate them, as they attempt to eliminate robbery, theft, and public disturbance.

Control of vice shall be based on law rather than on moral precept, and intensive operations shall be directed toward their elimination. A primary interest in vice control results from the close coordination between vice and criminal activities. Constant raids of known vice dens shall be undertaken.

5. JUVENILE DELINQUENCY CONTROL

Effective crime control necessitates preventing the development of individuals as criminals. The police commander shall recognize a need for preventing crime or correcting conditions that induce criminality by rehabilitating the delinquent. In determining the role which the police shall play in this endeavor, the commander shall study the causes of delinquency and the means of their elimination or correction, to inventory and evaluate community social-welfare activities directly or indirectly related to the prevention of criminality, and to discover by analysis, delinquency prevention tasks that are best suited to perform.

In carrying out this program, the police shall obtain support and assistance by harnessing all community resources to the tasks such as the facilities of health and guidance clinics, the professional skills of physicians, psychiatrists, and psychologists, and the help of teachers, ministers, and laymen. The police shall enlist the aid, focus the attention, and coordinate the activities of every agency and ground in the community which services may assist in the accomplishment of the delinquency prevention program.

[2] Auxiliary or service tasks

This task shall include records, property, jail, crime laboratory, transportation, and communication. These tasks shall assist and effectively support the primary task in the accomplishment of the objective.

[3] Administrative or managerial tasks

This shall include personnel, intelligence, inspection, planning, budgeting, training, and public relations. These tasks shall assist and effectively support both the primary and secondary tasks in the attainment of their objectives.

 

AUXILIARY (or service)  AND ADMINISTRATIVE (or managerial) TASKS.

In order for police operations to succeed, the resources of the PNP (5 M’s of Police Management)  such as manpower, money, materials, methods, and machines, shall be properly marshaled, utilized, coordinated, and controlled. Field units shall be amply and ably supported by the auxiliary and administrative bureaus in their operations. TheSECONDARY AND AUXILIARY or service police tasks such as records, property, jail, crime laboratory, transportation, and communication must be made to support the line units. In like manner, the managerial or administrative tasks such as personnel, staffing, budgeting, intelligence, inspection, planning, training, and public relations must likewise support the line and auxiliary units.

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Strategic Planning Process; Responsibilities in Planning; Police Doctrines and Approaches in Police Planning

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