Criminology Police-Planning-Chapter-2-and-3.pptx.

Police planning chapter 2and3

1. Police Planning

2. Police Planning Many police agencies are resistant to change. Police organizations frequently fail to determine shortcomings of existing practices through research and analysis. They are reluctant to experiment with alternative methods of solving problems. The police service must encourage, indeed put forth a premium, on innovation, research and analysis, self criticism, experimentation and business management. As police planners undertake the tasks 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. Plans are good, Planning is vital. These are facts. But if they are kept in the inner recesses of the office filing cabinet, THEY MEAN NOTHING. The advice is, execute your plan. Its real measure of soundness is in the execution. SUCCESS is one (1) percent instructions and ninety (99) percent supervision.

3. Police Planning is defined as the process of combining al aspect of the public safety activity and the realistic anticipation of future problems. Other Definitions: • The analysis of strategy and the correlation of strategy to detail. • The use of rational design or pattern for all the public safety undertakings. • The act of determining policies and guidelines for police activities and operations. • Providing controls and safeguards for such activities and operation in the police forces. Police Planning is deciding in advance on what is to be done and how it is to be accomplished. It is, in essence, preparations for actions.

4. Significance and Importance of Police Planning Operations in any organizations specifically the police organizations need the utmost skills and careful planning to insure the accomplishment of police objectives and mission. Police planning is the key to administrative process. The process of combining all aspects of the public safety activity and the realistic anticipation of future problems, analysis of strategy and the correlation of strategy to detail and the use of rational design or pattern for all the public safety and undertakings. Police planning also means the act of determining policies and guidelines for police activities and operations and provides controls and safeguards for such activities and operations in the police forces.

5. TYPES OF POLICE PLANNING I. STRATEGIC PLANNING Strategic Planning is a long term and with a far reaching impact. The commonly agreed timeline for these types of plans is more than five (5) years in duration. This is usually done at the executive levels. STEPS IN THE STRATEGIC PLANNING PROCESS Step One: Defining the Mission of the Organization An organization must first assess its mission in order to determine the more specific objectives and goals. The mission of an organization is the fundamental, unique purpose that sets the organization apart from others of its type and identifies the scope of its operation.

6. Mission is the fundamental unique purpose that distinguishes an organization from others of its type; It is a general, enduring statement of the intent of an organization. The mission statement should address three (3) important issues: 1. What organization are we in?. 2. Who are our clients? 3. What good or service will we offer? The mission statements identify the uniqueness of an organization from each other. They represent the foundation for priorities, strategies, plans, and work assignments. Although the mission of an organization can be modified over time to reflect changing environmental conditions or different managerial philosophies, it always serves as a reference point for managerial thought and action at a specific point in time.

7. Step Two: Developing Organizational Objectives The next step after determining the organization's mission is to establish. how that mission is to be accomplished by the organization. They formulated a set of objectives a concrete, specific aims that management seeks to achieve for the organization, often within a stated time period. Objectives are guideposts in defining standards of what the organization should accomplish in providing direction and motivation. Objectives improve the effectiveness of an organization by producing three major benefits: 1. Providing direction 2. Serving as standards for evaluating performance, and 3. Motivating members of the organization

8. Objectives Provide Direction - Clearly defined objectives specify an end result for the organization. Objectives Serve as Standards - Accomplishments can be measured against these standards and performance can be evaluated. Without clearly defined objectives to serve as standards, managers possess no tools for evaluating performance; no means of deciding whether work is satisfactory or unacceptable. Objectives Serve as Motivators - Objectives perform a role in encouraging workers to put forth their best efforts to achieve the end goals. Employees who understand the objective of profitability and their role in generating profits maybe motivated to work harder or more efficiently under a bonus or other profit- sharing program.

9. Characteristics of Soundly Conceived Objectives 1. Specificity - Objectives should be specific 2. Measurability - Soundly conceived objectives are also characterized by measure, standards of performance. 3. Time Specific - Objectives should have time frame within which they will be accomplished. 4. Emphasis on Result - Sound objectives focus on results, not activities. Activities are the means by which objectives are accomplished. 5. Attainability - Objectives that are unrealistically high are ineffective as soon as employees realize they are unattainable. On the other hand, objectives that call for the best efforts of all employees for their accomplishment provide a sense of achievement and are effective means for motivating people.

10. Step Three: Assessing Organizational Resources, Risks and Opportunities The third step in the strategic planning process involves the assessment of the organization's strengths and weaknesses in comparison with those of other organization. This assessment of organizational resources is used to identify appropriate strategies for accomplishing organizational missions and objectives. Evaluating Environmental Risks and Opportunities Environmental factors both within the organization and from the general external environment play major roles in determining the effectiveness of different strategies in achieving organizational goals.

11. SWOT Analysis SWOT is an acronym for strengths and weaknesses, opportunities and threats it is a strategic planning tool that forces manager to identify internal strengths and weaknesses and assess them in relation to external opportunities and threats. The major premise of SWOT analysis is that taking critical internal and external view of reality will lead to the selection of an appropriate strategy for accomplishing the organization’s mission. Organizations suffer constraints in many instances. They identify opportunities but are unable to capitalize on them due to internal limitations. Vulnerability involves an environmental threat to a current organizational strength.

12. Step Four: Formulating Strategy The organization's assessment of its resources in relation to its environment concludes with the selection of an appropriate strategy to take advantage of existing and expected environmental conditions. Step Five: Implementing Strategy Once the strategic plan has been developed, implementation of that plan leads to tactical and operational considerations. According to a military analogy as written by one writer, strategy may be defined simply as "doing the right thing." It deals with the allocation of resources to the battle. On the other hand, Tactics is best defined as "doing things right. It deals with the deployment of resources. Strategy sets the point where, the time when, and the force with which the battle is fought, as written by Clausewitz in his famous book on war.

13. Step Six: Monitoring and Adapting Strategic Plans Monitoring involves establishing control mechanisms so that feedback from the actual implementation of the strategic plan can be analyzed. Through the feedback process, managers evaluate the effectiveness of the strategy in action. They determine whether actual performance is consistent with the strategy formulated and is moving the organizations toward the accomplishment of its objectives. II. MEDIUM- TERM PLANNING These are plans whose timelines are between those of strategic plans usually between one (1) to three (3) years. There are some texts which include medium term plans as among the strategic plan, as it shapes the organization partially. The Medium-Term Development Plan is established to initially set the directions towards the aspirations for its organization. It consists of Key Result Areas (KRAs) to guide the organization's Vision and mission. Challenges are also important in the MDP for they foster the lessons learned from the past which are vital for the reformation and modification of its priorities.

14. The Format I Introduction Il Vision, Mission and Declaration of Principles Ill Identification IV Retrospect and Challenges V Challenges VI Meeting the Gaps VII Core Values, Key Result Areas and Goals VIII Policies and Strategies IX Police Priority Programs and Parameters of Success X Priority Legislative Agenda XI Prognosis TABLE Key Result Areas Policies Programs, Activities and Projects Challenges

15. Appended Reports to the Medium-Term Development Plan In the PNP, there are two appended reports to the Medium Term Development Plan. These are: 1. Operations Plans and Budget (OPB) 2. Program Review and Analysis (PRA) Operations Plans and Budget is formulated by the Operating Plan and Budget chaired by the Chief of Directorial Staff to insure consistency and maintain balance of resources within and among major activities of the Command. It reflects the total coordinated effort of management officials in so far as fiscal administration and resource management are concerned. Program Review and Analysis (PRA) provides a complete picture of how the resources were used to accomplish objectives and programs. It is based on the authorized operating program and budget and the accomplishment of the unit or office for a given period of time.

16. The PRA is the responsibility of the Comptroller and Budget and Fiscal Officers of the major units, including the Directorial Staff, Programs Directors, and Project Administrators. It is undertaken quarterly on a cumulative basis, meaning that the semiannual documentation includes the first and second quarters, while the annual report covers the four (4) quarters of the fiscal year. The PRA is composed of two (2) parts: 1. The documented PRA 2. The Oral Presentation which requires the condensation of the documented PRA into a briefing manuscript A consolidated Program Review and Analysis is presented by the PNP Chief to NAPOLCOM on a semi-annual basis. During these PRAs, the NAPOLCOM sits en banc to review the PNP's performance viz -a-vis the available resources .

17. III. TACTICAL PLANNING Tactical Planning is short-term and usually has limited impact. This is also referred to as near term plan. The commonly agreed timeline for these types of plans is less than one (1) year. This is usually done at the ground levels of the organization. Four (4) Stages of Tactical Planning 1. Identify major tasks to achieve strategic goals 2. Assign persons responsible for tasks and prepare specific plans 3. Allocate resources 4. Set performance standards for each task

18. Tactical Planning Tools Policies and Programs - a policy is a verbal, written or implied statement that guides decision making while program is a list of interrelated projects and activities. 2. Quantitative Plans - cash flows, budgets, financial projections etc. Scheduling Plans Gantt Chart 3. Technical Plans - Program Evaluation and Review Techniques (PERT)/Critical Path Method (CPM), architectural and engineering systems and procedures, etc.

19. Program Evaluation and Review Technique (PERT) is a method by which conflicts delays and interruption in a project are minimized by coordinating the various parts of overall job in order to complete the project on schedule. It is considered as the most popular network model. Fundamentals of PERT 1. Constructing the network 2. Estimating activity time requirements Key Concept of Constructing the Network 1. Activities - work necessary to complete a particular event 2. Events - is an accomplishment at a particular point in time and consume no time

20. Critical Path Method (CPM) brings into the planning and control functions, the concept of cost. It uses a single time estimates for each activity whereas PERT uses three activity TYPES OF POLICE PLANS 1. Policy or Procedural Plan 2. Tactical Plans 3. Operational Plans 4. Extra-Office Plans 5. Management Plans

21. Policy or Procedural Plans are standard operating procedures which are outlined to guide members in their routine and field operations and in some special operations in accordance with the following procedures: Field Procedures - are procedures used in all situations which are outlined as a guide to officers and men in the field 2. Headquarters Procedures - are procedures used in the headquarters such as the of the administrative personnel, finance officer, desk officer, Radio operator/dispatcher, jailer, matron and other personnel concerned whose tour of duty are reflected in the duty manual. 3. Special Operating Procedures - are procedures used in certain special operations unit as their guides and reference.

22. Tactical Plans - are procedures for coping with specific situations at known locations. Operational Plans - are plans for the operations of special divisions like the patrol, detective, traffic, fire and juvenile control divisions. It is prepared to accomplish each of the primary police tasks

23. 2 Types of Plans for Operations of Special Division Regular Operating Program - the operating divisions/units have specific plans to meet current needs. • Equal distribution of manpower throughout the hours of operation • Assure suitable supervision which becomes difficult when the regular assignment is interrupted to deal with these short time periodic needs • Specialized assignment shall be worked out for the detective and juvenile divisions to provide approximately equal workloads • Special programs shall be developed to meet particular needs in each field of activity. • Designed programs to make better citizens of delinquent and pre-delinquent children, and operational plans to eliminate certain delinquency inducing factors in the community • Plans to obtain assistance from all community agencies in the diagnosis and treatment of certain delinquents

24. 2. Meeting Unusual Needs - the unusual needs may arise in any field of police activity and is nearly always met in the detective, vice and juvenile divisions by temporary readjustment of regular assignments Extra-Office Plans- are plans that continuously seek to motivate, promote, and maintain an active public concern in its affairs. It shall be made to organize the community to assist in the accomplishment of objectives in the fields of traffic control organized crime, and juvenile delinquency prevention. Management Plans - are plans in the organization relating to budget, accounting personnel, specifications, and the organization itself 1. Budget Planning 2. Accounting Procedures 3. Specifications and Purchasing Procedure

25. STEPS IN POLICE PLANNING 1. Frame of Reference 2. Clarifying the problem 3. Collecting all pertinent facts 4. Analyzing the facts 5. Developing alternative plans 6. Selecting the most appropriate alternative 7. Selling the plan 8. Arranging for the execution of the plan 9. Evaluating the effectiveness of the plan

26. Frame of Reference - is based on the review of the matters relating to the situation for which plans are being developed. Clarifying the Problem - identification of the problem, and understanding both the problem and the recommended solution Collecting all Pertinent Facts - All facts relating to the issue must be gathered before the development of a plan addressing the situation. Analyzing the Facts - Careful analysis and evaluation must be made after all data have been collected. Developing Alternative Plans - As the alternative solutions are evaluated, one of the proposed plans shall usually prove more logical than others.

27. Selecting the Most Appropriate Alternative - A careful consideration of all facts leads to the selection of the "best" alternative proposal Selling the Plan - A plan to be effectively carried out, must be accepted by persons concerned at the appropriate level of the plans development Arranging for Execution of the Plan - requires the issuance of orders and directives to units and personnel concerned, the establishment of a schedule, and the provision of manpower and equipment for carrying out the plan. Evaluating the Effectiveness of the Plan - this is necessary in order to know whether a correct alternative was chosen, whether or not the plan was correct, which phase was poorly implemented, and whether additional planning may be necessary.

28. PROCESS OF PLANNING 1. Discovery or identifying of the problem 2. Frame of reference Isolation and classification of the problem 3. Collection and analysis of pertinent facts, data and opinions 4. Developing alternative plans through identification and evaluation 5. Selection of the most appropriate alternative and subsequently 6. Selling the plan to persons concerned for the arrangement of its execution and evaluation of its effectiveness

29. FUNDAMENTALS OF POLICE PLANNING 1. Know your situation What are your problems? What do you have in terms of resources to change your situation? Why are you in your present situation? Make an analysis of your obtaining condition. Know your officials. Study the demographics of your area. Study the previous reports of your predecessors. Talk with the people and your own policemen. 2. Know what you want to do What is your purpose or goal? Always "start with the end in mind" (Stephen Covey) Determine how, where and when your tasks will be finished. This will help you manage your resources and energy properly. 3. Breakdown your goals into smaller tasks Make your action steps towards your goal. Reaching a big goal is a result of accomplishing small connecting tasks. Know the first steps towards your goal.

30. 4 . What are the resources needed Pinpoint what needs to be done (action steps), what is needed to do and who is the best person to do the job. Resources will always be scarce; otherwise economists will be outwork. The use of your resources must be maximized an optimized. Planners should know how to get needed resources. Practice "Inter-Operability" with the community. Collaborate, coordinate and work with barangay/municipality/City officials. Attend meeting of civic organizations when reverted. 5. Anticipate problems or changing conditions Do some scenario-setting exercises. Imagine or dream about your plan. Be ready to adapt to changes in the environment. Anticipate resist to the plan. Organize believers to your plan to infect others with your enthusiasm. Discuss things with your key Police Non Commissioned Officers (PNCOs) and Non Uniformed Personnel (NUP) 6. Implement your plan There will always be critiques to your plan. That is their job. Do yours! After doing your best to plan, implement it. Remember they are just EX (outside) PERTS. You are on IN (inside) PERT of your situation.

31. 7. Monitor results Measure the progress of your plan. Find out the difficulties and problems encountered by tasked resources. Discuss on how to get over the humps and bumps with your people. Conduct perception surveys and ask for feedback from the church, the media, the schools and business groups. 8. Evaluate the plan Part of the plan, are the sets of success criteria or indicators of success. Are you happy with what has been achieved so far? Don't be drastic in changing your plan. Change only when vitally needed. Measure the impact through tools like crime solution efficiency, crime reduction, citizen feedback, media feedback and feedback from the implementers. 9. Document the experience Keep a record of what is happening. Keep a diary of significant events. Write down your thoughts about all ideas relevant to the plan. The lesson you learn will be valuable in teaching others what to do or how not to do it. Place your write- up in the Police Accomplishment Reports (PACREPS), Special Reports and Executive briefs which you submit to higher offices. 10. Report your experience Share your experience to your superiors and peers. Let them analyze your plan or your methods. Learn from these. Report your plan during command conferences, meetings with Local officials and even corporate groups if you have the chance.

32. Characteristic of Police Plans 1. Clearly defined objectives or goals 2. Possibility of attainment 3. Flexibility 4. Provision for standards of operation 5. Economy in terms of resources needed for implementation 6. Anticipated effect of effects on future operations The success of any plan lies in the success of its implementation. A good plan poorly executed is an ineffective as a poor plan. The effectiveness of planning likewise depends to a degree on the effectiveness of timeliness of plans and on strategy used for implementation. Timeliness requires a commander to be able to exploit the source involved in time to be use to requiring unit - his command responsibility.

33. EXECUTION OF POLICE PLAN 1. Protection of persons and property 2. Preservation of the peace 3. Prevention of crime 4. Repression or suppression of criminal activities 5. Apprehension of criminals 6. Enforcement of laws and ordinances and regulations of conduct 7. Safeguarding of public health and moral 8. Prompt execution of criminal writs and processes of the courts 9. Coordination and cooperation with other law enforcement agencies.

34. Categorization of Duties and Responsibilities 1. Primary 2. Secondary 3. Administrative or Managerial 4. Field Operations Primary - line or operation tasks which include patrol, investigation, traffic, vice and juvenile control. The accomplishment of these primary tasks shall achieve the main objectives and mission of police organization. Secondary - are auxiliary or service tasks which include records, property, jail, crime laboratory, transportation, and communication. These tasks shall assist and effectively support the primary tasks in the accomplishment of the objectives and mission of police organization. Administrative or Managerial tasks - are tasks which include personnel, intelligence, inspection, planning, budgeting, training and public relations. These tasks shall assist and effectively support the primary and the secondary tasks in the attainment of objectives Field Operations shall be directed by the police commander and the subordinate commanders and the same shall be aimed at the accomplishment of the primary tasks more effectively and economically .

35. Patrol - is responsible in accomplishing the primary responsibility of safeguarding the community through the following: 1. Protection of persons and property Preservation of peace 2. Prevention of crime 3, Suppression of criminal activities 4. Apprehension of criminals 5. Enforcement of laws and ordinances 6. Regulations of conduct 7. Performs other task as directed

36. Patrol - is responsible in accomplishing the primary responsibility of safeguarding the community through the following: 1. Protection of persons and property Preservation of peace 2. Prevention of crime 3, Suppression of criminal activities 4. Apprehension of criminals 5. Enforcement of laws and ordinances 6. Regulations of conduct 7. Performs other task as directed

37. The patrol force, being 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, perform all the primary, secondary, and administrative tasks. Responsibility for the performance of certain police tasks within an area shall be place on an individual policeman. A choice of patrol method whether foot or mobile, shall be made and based on the purpose of the patrol and the conditions under which it is provided. The method of the transportation shall be provided the patrolman not on foot patrol, which shall enable the most effective and economical accomplishment of his tasks. However, the choice shall be based on an appraisal of the advantages and disadvantages of each of the primary purposes of the patrol and for the conditions in which it is to be effected.

38. Investigation, Specialized Operations of Law Enforcement Most police agencies have divided their detectives assignments according to specialties ranging from traditionally acclaimed homicide detective to investigations of thefts, robberies, sex crimes, drugs and vice. Detectives are necessary to the everyday operation of a police organization Basic purposes of the detective or investigation division 1. To investigate certain designated serious crimes and clear them by the recovery of stolen property and the arrest and conviction of the perpetrators 2. Supervise the investigations of all felonies, and all cases of murder, homicide, robbery, theft and other grave crimes. 3. Responsible for the investigation of non-criminal activities, including missing persons, and matters wherein an investigation would be beneficial to the public welfare. The success of investigation is embraced by active patrol participation. Suitable coordination of the patrol and detective / investigation divisions increases the effectiveness of investigation without diminishing the patrol effectiveness. Each patrolman shall serve as the eyes and ears of the detective/ investigative division and otherwise assist in the investigation of crimes and suspicious persons.

39. General Rule Cases under the same class shall be investigated by the detective investigator specializing in that type. It fixes responsibility, simplifies training, and permits a selection for assignment on basic measure of the accomplishment of the individual detective. Classes of crimes are assigned to individual detective influenced by the proportional incidence, by the various crimes, by the seriousness of the offenses, by the average length of time required in their investigation, and the ability of the investigator.

40. POLICE OPERATIONS

41. POLICE OPERATIONS comprise the mission-critical aspects of a police organization. It refers to activities conducted in the field by law enforcement officers as they "serve and protect, including patrol, traffic, investigation and general calls for service. Police operations consist of policies, institutional arrangements, processes and resources for the performance of policemen main functions. It is important to understand the context in which operations occur before looking at specific police operations and the skills required to perform said operations effectively and efficiently. Police operations have changed for the past years from traditional policing system to community oriented policing system. One of the principles that foreshadowed community policing: "The police are the public and the public are the police." Police are only successful with their jobs when they elicited public approval and assistance in their actions without resorting to force or the severity of law.

42. Community policing is defined as an organization-wide philosophy and management approach that promotes community, government, and police partnerships; proactive problem solving: and community engagement to address the cause of crime, fear of crime, and other community issues. Police operations proved to be successful with the cooperation of the community in the area, not only in Philippine setting but also in most countries throughout the world. There is a always a need to review and update regularly the existing strategies, tactics and techniques used by police officers in their operation particularly in the observance of the human rights of each citizen whom they sworn to serve and protect. The adequacy of the policy framework and is translation into operational rules and guidelines for the daily performance of the police functions in the field (patrol, investigation, special operations and traffic management) shall be assessed. In particular, try to answer the following questions:

43. Are all operations guided by adequate policies and operational procedures? Are all policemen conversant with all the necessary policies, rules and procedures that guide them in their daily activities in the field? Are all policemen adequately provided with the necessary materials they need in maintaining adequate and up-to-date job knowledge? Likewise, an assessment on the quality of the institutional arrangements and its impact on the operations of the police officers shall be conducted. The assessment will attempt to answer such questions as: Do existing institutional arrangements result in duplication, conflicts inconsistency and/or fragmentation of activities and procedures within the police organization and between the police organization and other law enforcement agencies? Which institution is properly responsible and accountable for the provision of adequate and quality rules and procedures for police operations? How has this function been performed? What are the issues that affect these important conscience functions? What role has other systems (such as resource management, police education and training and oversight management), played in the actual operational quality of the policemen in the field? What reform opportunities and problem solving approaches can be identified in determining the appropriate directions for improving police operations?

44. LEGAL AND POLICY FRAMEWORK Police operations are defined and guided by various law enunciating policies and specific rules and procedures. Policemen must consider the context in which they operate the citizens they serve as well as their colleagues with whom they work

45. Communication: The Foundation of Police Operations Communication skills are critical to every aspect of effective police operations. Effective communication can produce several positive outcomes and can be used to inform, persuade, diffuse, guide, motivate, reassure and negotiate. Communication is defined as any act by which one person gives to or receives from another person's information about that person's needs, desires, perceptions, knowledge, or affective states. Communication may be intentional of unintentional, may involve conventional or unconventional signals, may take linguistic or nonlinguistic forms, and may occur through spoken or other modes."

46. Another definition of communication: -The act of communicating; transmission. -The exchange of thoughts, messages, or information, as by speech, signals, writing, or behavior. -The art and technique of using words effectively to impart information or ideas. -The field of study concerned with the transmission of information by various means, such as print or broadcasting. -Any of various professions involved with the transmission of information, such as advertising, broadcasting, or journalism. -Something communicated; a message. -A means of communicating, especially: A system, such as mail, telephone, or television, for sending and receiving messages.

47. The Contextual View One way of defining interpersonal communication is to compare it to other forms of communication. In so doing, we would examine how many people are involved, how physically close they are to one another, how many sensory channels are used, and the feedback provided. Interpersonal communication differs from other forms of communication in that there are few participants involved, the inter- actions are in close physical proximity to each other, there are many sensory channels used, and feedback is immediate An important point to note about the contextual definition is that it does not take into account the relationship between the interaction

48. The Developmental View We have many different relationships with people. Some researchers say that our definition of interpersonal communication must account for these differences. These researchers say that interacting with a sales clerk in a store is different than the relationships we have with our friends and family members. Thus, some researchers have proposed an alternative way of defining interpersonal communication. This is called the developmental view. From this view, interpersonal communication is defined as communication that occurs between people who have known each other for some time. Importantly, these people view each other as unique individuals, not as people who are simply acting out of social situations. The communication process consists of : 1. a sender 2. a message 3. a channel 4. a receiver 5. it may include feedback.

49. The Communication Process • Message cues • Listener supplies meaning • Content • Relate to your audience/build rapport • One-way or two-way communication • Verbal/non-verbal cues • Physical appearance • Solicit student engagement and participation by using open-ended questions and feedback. • Nonverbal Communication Considerations • Facial expression • Tone of voice • Eye contact • Touch • Personal space • Territoriality • Time Active listening is concentrating on the message as well as on its intent and feelings. It involves attending skills, encouragement or motivational skills, and reflecting skills.

50. Effective Listening Listening is a critical skill in law enforcement. It is necessary for effective verbal communication and results in a better understanding of people and increased cooperation from them. Listen to learn and understand, not to challenge or persuade. Take turns and listen for FACTS and FEELINGS. (Both are important.) PATROL OPERATIONS PERFORMED- The Most Basic Police Operation It has been said that patrol operations are the "backbone of a police department", the "most important component in any police organization, not only because it is the largest, but because patrol is in direct contact with the public and presents the omnipresence of the police in the community".

51. The basic functions of police patrol are as follows: Preventive enforcement - This will prevent crime through noticeable presence of uniformed policemen. 2. Selective enforcement - Although highly mobile it cannot cover all areas, hence, patrol to selectively concentrate where trouble is likely to occur. 3. Traffic enforcement - This refers to proper implementation of traffic laws, rules and regulations along highways, roads, streets to control mobility of vehicles and pedestrians. 4. Responding to emergency calls for service - The patrol force being the backbone and front-liner in the police service is usually the first at the scene, such as in emergencies of fire, accidents, drowning, attempted suicides, mobs and riots, etc. This requires special trainings in first aid, leadership, riot control, etc.

52. 5. Routine calls for service - Responding to complaint either through the phone, in person or in writing or any other means. 6. Courtesy Calls - The reason for this, is the fact that the police agency is a service agency. Examples include: assisting a blind person cross the street; or providing police escorts to VIPs. 7. General information - Assisting a tourist in locating a friend. 8. Preservation of evidence - Protecting crime scene before formal investigation is done. 9. Making reports - Gathering and reporting information regarding criminal activities, missing persons, recovered articles

53. The heart of police operations is patrol which is often called as the backbone of a police organization. At times he must possess the patience of Job and the wisdom Solomon. Police effectiveness is greatly influenced by citizen involvement regardless of the patrol strategy used. Citizen reporting time affects the possibility of on-scene arrests more than does police response time. Response time is often lengthened because citizens delay in calling the police. They often do so because of decision-making problems or problems in communicating with the police. The SARA problem-solving technique has contributed greatly to policing effectiveness and consists of four (4) stages. 1. Scanning - identifying the problem 2. Analysis - learning the problem's causes, scope, and effects 3. Response - acting to alleviate the problem 4. Assessment - determining whether the response worked

54. Experience is a wonderful teacher, but in law enforcement, the price paid for experience can be the officer's life. This is a price too dear to pay when not really necessary. The very essence of education is the profiting from the mistakes of others, the starting from where others have left off. Because of the high degree of selection, the present day law enforcement officer is far more capable of profiting from his instruction than those of yesterday. He is indeed a new breed". He is also psychologically better prepared for the challenge that is being presented by a more dynamic and demanding society. Law enforcement officers are integral part in the conduct of a successful police operation. Officers must use effective communication skills, including active listening skills. They must document their action in well written reports.

55. PLANS FOR POLICE OPERATIONS Patrol Plan Reference: Map of AOR Crime Prone Areas Crime Clock of AOR I. Introduction (Present a discussion of what problem you are trying to solve and the resources you will use to solve them. You may also state the other task/objectives you want to accomplish) Il. Concept of operation (What is the general concept of the plan? Have you divided the AOR by sectors)

56. III. Checklist of Patrol Actions Know my beat What is the situation? Introduce myself to the beat Who are the persons you want to inform about your presence? Knowing the important establishments in my beat Visit community leaders and other government officials Find a citizen-buddy or citizen-beat partner Assist in traffic direction and control Assist pedestrians Enforce local ordinances To inform the citizens of the station's anti-criminality plans Assist in cleanliness effort with the community To suggest improvements to barangay officials IV. Tasking V. Coordination

57. THE FORMAT OF POLICE OPERATIONS MASTERPLAN INTRODUCTION A. Purpose and Scope B. Situation II. DEFINITION OF TERMS III. COMMNADER'S INTENT IV. OBJECTIVES : A. Broad Objectives B. Specific Objectives V. CONCEPT OF OPERATIONS A. Strategic Concepts B. Operations Concepts C. Tasking COORDINATING INSTRUCTIONS ____________________________ COMMANDER’S SIGNATURE

58. THE OPERATIONS PLAN (OPLAN) OPERATION PLAN (Title of Plan) Organization: Reference: 1. SITUATION Enemy Forces Friendly Forces Attachment and Detachment Assumptions 2. MISSION: 3. EXECUTION: Concept of Operation Tasks SERVICE SUPPORT: 4. COMMAND AND SIGNAL: Signal Command _____________________ Director’s Signature

59. THE LETTER OF INSTRUCTION (LOI) SUBJECT TO 1. REFERENCES: 2. PURPOSE: 3.SITUATION: 4. MISSION: 5EXECUTION: Concept of Operations Task 6. SERVICE SUPPORT: 7. Logistic support Personnel or units 8. COMMAND AND SIGNAL: Signal Command 9.COORDINATING INSTRUCTIONS: __________________________________ Director’s Signature

60. CAMP DEFENSE PLAN Revised Camp Defense Plan 2K 1. Reference 2. Task Organization 3. Situation General: Enemy Forces: Friendly Forces: 4. Assumptions 5. Mission 6. Execution 7. Concept of Operation Tasks: 8. Coordinating Instructions XI. Service Support XII. Command and Signal Signal: Command:

61. CASE OPERATIONS PLAN APPROVAL SHEET TO CASE OPERATIONS PLAN (Code Name) RECOMMEND APPROVAL: ________________ Project Officer (PD/DD/CD/PO) _________________ (Project Director) (C, RIID/ADI) ___________________ (Project Supervisor) (RD/DIR) APPROVED/DISAPPROVED _______________________ (Project Sponsor) (Director for Intelligence)

62. CASE OPERATIONS PLAN CASE OPERATION PLAN: (Code name of activity) PROJECT REFERENCE: (the code name of the Unit whose objective the COPLAN aims to accomplish) REFERENCE: I. SITUATION: A. Background: (Includes information of the general situation leading to the justification of the project. It should include historical facts leading to the current state of affairs.) B. Operational Conditions: (Answers the question, "Why case operations? Why not just normal police operations?) II. MISSION: A. Purpose: (The same purpose stated in the Intelligence Project under which the case operations is launched.) B. Objectives): (One specific objective or a number of interrelated objectives, of the Intelligence Project which the case operation intends to achieve.) C. Targets: (A specific person or groups of persons, organizations, installations, earlier designated as targets by the Unit.)

63. III. OPERATIONAL PLAN: Concept of the Project: (The principles remain the same, but much more specific compared to the concept of the project under the Project Proposal.) B. Tasks: (The principles remain the same, but much more specific compared to the task under the Project Proposal.) Who will perform the piece of work? What piece of work is to be performed? When to start the performance of the task and for how long? How should work be done? And when found appropriate, why should be done and what is the expected outcome?

64. IV. ADMINISTRATIVE: Personnel. (Contains information on personnel involved in the case operations, including those not available and is contemplated to be employed for the purpose.) B. Finance. (Contains the estimated quarterly expenses (per diems and operations expenses) of the project as a whole. C. Supply and Equipment. (Contains data on supplies and equipment (and its finances to be used in the operation. Supplies and equipment already existing are not included.) D. Transportation. (Vehicles & POL requirements on the case operations.) E. Miscellaneous. (Refers to other administrative data not covered in the above paragraphs. May include disposition of arrested person/captured enemy/recovered documents, evidences, etc.)

65. COMMUNICATIONS:( Contains plan of communication and other communications agreements between all persons, offices involved in the project. It includes recognition and identification, communication policies, codes, etc.) REPORTS: (Instruction on the type of report (s) and the frequency of submission required from the case officer. the Monthly Development Report (MDR), and the Special Report submitted in between MDR To disseminate significant incidents.) INTEGRATION OF OPERATIONAL PLANS Collective efforts among leaders at all levels enabled the formulation and implementation of Integrated Strategic Plans against Criminality, Insurgency, and Terrorism in their respective areas of responsibility.