LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING

CHAPTER 6
LAW ENFORCEMENT PLANNING
Learning Objectives:
At the end of this chapter, the students will be able to:
1. Define Police Planning;
2. Identify the Steps in Planning Process;
3. Identify the relation between Planning and Decision Making;
4. Enumerate and explain the categories of plan in an Organization;
5. Identify the four major types and other types of Plans;
6. Differentiate the major approaches in Police Planning;
7. Explain the SWOT Analysis;
8. Identify the importance of SWOT Analysis; and
9. Explain SMART method.

Police Planning
Planning is a fundamental management function, which involves deciding beforehand,
what is to be done, when is it to be done, how it is to be done and who is going to do it. (Business
Jargons, 2022). It is an act or process of making or carrying out plans specifically; the
establishment of goals, policies, and procedures for a social or economic unit (Merriam- Webster,
n.d.). Plan can be defined as an organized schedule or sequence of methodical activities intended
to attain a goal or objectives for the accomplishment of a mission or assignment.
Police planning is an attempt by police administrators in allocating anticipated resources
to meet anticipated service demands. The systematic and orderly determination of facts and events
as basis for policy formulation and decision-making affecting law enforcement management.
Operational planning is the use of rational design or pattern for all departmental undertakings
rather than relying on chance in an operational environment. The preparation and development of
procedures and techniques in accomplishing each of the primary tasks and functions of an
organization.
Police Operational Planning refers to the act of determining policies and guidelines for
police activities and operations and providing controls and safeguards for such activities and
operations in the department. Involves strategies or tactics, procedures, policies, or guidelines. It
is the process of formulating a coordinated sequence of methodical activities and allocation of
resources to the line units of the police organization for the attainment of the mandated objectives
or goals.

Steps In Planning Process

Here are the steps in the planning process (StudiousGuy, 2022):
1. Defining Goal or Objective
The first and important step in the planning process is Goal setting. Goals are defined at
the organizational, department, and individual level and are meant to be achieved in future in a
specific time period. A goal can be short-term, mid-term or long-term. Plans are devised which are
aimed at achieving these predefined goals. Goals specify what to achieve by defined rules, policies,
process, resources, strategies, etc.
2. Collecting Information
It is a necessary part of planning gathering information such as facts and figures required
to achieve goals. Target audience, circumstances, market information, competitor's strategy, etc.
are required to make a right and effective plan.
3. Analyzing Information
After collecting the necessary information, the next step in the planning process is
interpreting information as per goals. Analyzing information includes organizing collected
information as per importance, identifying accuracy and relevance of information from different
sources, its unique features, sources, and reliability for the organization.
4. Making a Plan
Once relevant information is collected and analyzed, the next thing to do is to formulate a
plan to achieve defined goals; the plan includes identifying different activities, required resources,
timelines, etc. to implement a plan.
5. Implement the plan
After creating a plan, it is now time to allocate defined activities, resources, time guidelines
to individuals. This is where strategies and plans are converted into actions to achieve goals. It also
requires allocation of responsibility in the team which is responsible for accomplishing the plan.
6. Monitor the plan
Once a plan is implemented, it's necessary to evaluate and monitor its effectiveness and
impact according to desired goals.
Planning and Decision Making
Decision making is the process of making choices by identifying a decision, gathering
information, and assessing alternative resolutions (UMass, n.d.). The decision-making process is
a method of gathering information, assessing alternatives, and making a final choice with the goal
of making the best decision possible (Laoyan, 2021).
The effectiveness and quality of those decisions determine how successful a manager will
be. Managers are constantly called upon to make decisions in order to solve problems. Decision
making and problem solving are ongoing processes of evaluating situations or problems,
considering alternatives, making choices, and following them up with the necessary actions
(CliffNotes, 2022).
7 Steps of the Decision-Making Process
According to the University of Massachusetts (n.d.), there are 7 important steps of the
decision-making process, they are:
Step 1: Identify the Decision- This is the very important step; it is where the manager realizes that
he/she needs to decide. He/She needs to clearly define the nature of the decision he/she must make
(UMass, 2022).
Step 2: Gather Relevant Information- This is where the manager needs to collect some pertinent
information such as what information is needed, the best sources of information, and how to get
it; before he/she makes a decision; This step involves both internal and external "work." Some
information is internal, that needs to be sought through a process of self-assessment. Other
information is external that can be found online, in books, from other people, and from other
sources (UMass, 2022).
Step 3: Identify the Alternatives- After the manager collects information, he/she will identify
several possible paths of action, or alternatives. The manager can also use his/her imagination and
additional information to construct new alternatives. In this step, the manager will list all possible
and desirable alternatives (UMass, 2022).
Step 4: Weigh the Evidence- Manager draws on his/her information and emotions to imagine what
it would be like if he/she carried out each of the alternatives to the end. Manager needs to evaluate
whether the need identified in Step 1 would be met or resolved through the use of each alternative.
As the manager goes through this difficult internal process, he/she will begin to favor certain
alternatives: those that seem to have a higher potential for reaching the organization's goal. Finally,
place the alternatives in a priority order, based upon the manager's personal value system (UMass,
2022).
Step 5: Choose Among Alternatives- After the Manager weighs all the evidence, he/she is ready to
select the alternative that seems to be the best one for him/her. The manager may even choose a
combination of alternatives. The choice in Step 5 may very likely be the same or similar to the
alternative placed at the top of the list at the end of Step 4 (UMass, 2022).
Step 6: Take Action- This is where the manager will make some positive action by beginning to
implement the alternative, he/she chose in Step 5 (UMass, 2022).
Step 7: Review of the Decision & its Consequences- The final step is where the manager considers
the results of his/her decision and evaluates whether it has resolved the need identified in Step 1.
If the decision has not met the identified need, the manager may want to repeat certain steps of the
process to make a new decision. For example, the manager might want to gather more detailed or
somewhat different information or explore additional alternatives (UMass, 2022).

Categories of Plan in an Organization

Here are the three categories under which plans are classified in an organization (Manvi, n.d.):
Category # 1. Time Dimension in Planning
Time is an important variable in the planning process. The time dimension of planning is
related to the requirements of the organization and kind of business. For Instance, a large public
utility may plan new power production plants twenty-five or thirty years into the future, whereas
a small garment manufacturer may plan new production facilities only one year ahead.
The length of the planning period is determined by the commitment principle. It states that
an organization should plan for a period of time in the future sufficient to fulfill the commitments
of the organization which result from current decisions. Planning must encompass a sufficiently
long period of time to fulfill the commitments resulting from current decisions. A long-range plan
is superimposed upon the foundations of short and intermediate-range plans, all attainable within
a specified time period (Manvi, n.d.).
According to time dimension planning period is divided into:
• Long-Range Planning
Long term plans are for the long-term objectives of the organization. It defines the mission of
the organization and outlines its major strategies and policies. The period of long- term planning
may extend from one year to twenty years or more. Generally, it is for 5 to 10 years. It usually
encompasses all the functional areas of the business and are affected within the existing and long-
term framework of economic, social and technological factors. The impact of external factors is
also assessed while framing long term plans (Manvi, n.d.).
• Intermediate-Range Planning
Intermediate-range plans usually cover the period from 6 to 18 months in the future. It refers
to the plans, which determine quantity and quality efforts and accomplishments. It refers to the
process of determining the contribution of efforts that can make or provide with allocated resources
(sckool.org, 2022)
 • Short-Range Planning
Short-range plans generally apply to a specific time frame in which a specific series of
operations will be carried out, assessed, and measured. It usually covers the period from one day
to six months. The standard short-range plan will represent annual or semiannual operations with
a short- term deliverable. These short-term plans cover the specifics of each day-to-day operation
(lumenlearning.com, n.d.).

Category # 2. The Use Dimension in Planning

Plans are often divided into two broad categories on the basis of their usage: on going plans
for recurring or long-term activities, or Standing plans, and the One-shot plans or single use that
are essentially non-recurring (Manvi, n.d.).
• Standing Plans (On Going Plans)
It provides continuing guidance to the actions or expected actions of organization members. It
may be divided into three major categories (Manvi, n.d.):
1. Policies- refer to statements of aims, purposes, principles or intentions which serve as continuing
guidelines for management in accomplishing objectives. It is a general guideline for decision
making. It delimits the areas within which decisions must be made and give indications of
appropriate routes to the attainment of the objectives.
2. Procedures- these are more specific and detailed rules, commonly expressed as methods or steps
to do a particular activity. They are narrower in scope than policies and are often intended to be
used in implementing policies (MyAccountingCourse. com, 2021). It is a chronological sequence
of detailed instructions necessary for the successful carrying out of an activity.
3. Rules- it is the simplest type of standing plan. They are statements that a specific action must or
must not be taken in a given situation. They act as substitutes to thinking and decision making and
thus serve as guides to behavior. It states specific actions for particular situations. In a sense, they
are guides to 'acceptable behavior'. Since their application precludes a discussion of alternatives,
they allow for no discretion to be exercised.
• Single Use Plans (One-shot Plans)
Single Use Plans refer to certain predetermined courses of action which are developed for
relatively unique, non- repetitive situations. Examples of One-shot plans are (Manvi, n.d.):
1. Programmes- It is a collection of organizational resources that is geared to accomplish a certain
major goal or set of goals. It is a large-scale, single- use plan involving various interrelated
activities. It specifies the objectives, major steps necessary to achieve these objectives, individuals,
or departments responsible for each step, the order of the various steps, and resources to be
deployed or employed.
2. Projects- It is a single-use plan that is either a component of a program or that is on a smaller
scale than a program. Project planning is a discipline addressing how to complete a project in a
certain timeframe, usually with defined stages and designated resources (Lutkevich, 2021).
3. Budgets- A budget is simply a statement in quantitative and usually financial terms of the
planned allocation and use of resources. It can be defined as a financial plan listing in detail the
resources or funds assigned to a particular program project, product, or division. Budgetary
planning is the process of constructing a budget and then utilizing it to control the operations of a
business. The purpose of budgetary planning is to mitigate the risk that an organization's financial
results will be worse than expected (AccountingTools.com, 2022).

Category # 3. The Scope or Breadth Dimension in Planning

The scope dimension refers to the proportion of the total management system at which the
plan is aimed. Some plans are designed to cover the entire operating system. This plan is often
referred to as a master plan. Other plans are developed to cover only a portion of the management
system. (Isabedra, 2017).
Types of Plans
Planning has four main types they are:
1. Operational Planning
Operational Planning is the use of rational design or pattern for all departmental
undertakings rather than relying on chance in an operational environment. The preparation and
development of procedures and techniques in accomplishing each of the primary tasks and
functions of an organization. These are the plans that are made by frontline, or low-level, managers.
It is focused on the specific procedures and processes that occur within the lowest levels of the
organization (Types of Planning: Strategic, Tactical, Operational & Contingency Planning, 2012).
2. Strategic Planning
Strategic planning deals with the future, but only as it relates to present decisions. It is the
process of selecting an organization's goals, determining the policies and programs necessary to
achieve specific objectives, and establishing the methods necessary to assure that the policies and
strategic programs are implemented. It is defined as long-range planning that focuses on the entire
organization. It involves managers at the highest levels. Executive directors and presidents, leaders
of the organization, are involved. They must have a part in where the organization is headed and
how it will get there (Kilbourne, 1990). It includes a high-level overview of the entire business.
It's the foundational basis of the organization and will dictate long-term decisions. The scope of
strategic planning can be anywhere from the next two years to the next 10 years. Important
components of a strategic page 151, 2000, mission and values (Alvernia University, 2017).
3. Tactical Planning
Tactical planning is characterized as short-term planning. This type of planning is usually
confined to one year or less. It is more concerned with current operations, and as such, usually
involves mid-level managers instead of the highest-level managers. Tactical planners are thinking
about tomorrow and next week or next month and planning is much more detailed than strategic
(Kilbourne, 1990). It asks specific questions about what needs to happen to accomplish a strategic
goal; operational plans ask how the organization will generally do something to accomplish the
company's mission (Alvernia University, 2017).
4. Contingency Planning
Contingency Planning is need-based and is formulated when the need for change arises or
during the occurrence of any unexpected circumstance. It is also called alternate plans as it comes
under picture once other plans fail to produce desired results. The process includes formulating
policy, identifying critical factors of a business, risk analysis, preventive control measures,
developing recovery strategies, and testing, training, monitoring plan (StudiousGuy.com, 2022).
Other Types of Plans
Aside from the four major types of plans here are other types of plans (sckool.org, 2022):
• Reactive Plans- these are plans that are developed as a result of a crisis. A particular
problem may occur for which the department has no plan and must quickly develop one,
sometimes without careful preparation.
• Proactive Plans- these are plans that are developed in anticipation of problems. Although
not all police problems are predictable, many are, and it is possible for a police department
to prepare a response in advance.
• Visionary Plans- these are plans that are essential statements that identify the role of the
police in the community and the future condition or state to which the department can
aspire. A vision may also include a statement of values to be used to guide the decision-
making process in the department.
• Extra-office Plan- these are plans for the operation of special divisions like patrol,
detective, traffic, vice, and juvenile control division.
• Management Plan- these are formal planning tools that aim to design the future operations
of the facility. It shall map out in advance all operations involved in the organization's
management of personnel and material and in the procurement and disbursement of money.

Major Approaches in Police Planning

1. Synoptic Approach
Synoptic planning or the rational comprehensive approach is the dominant tradition in
planning. This model is based on a problem-oriented approach to planning especially appropriate
for police agencies. It relies heavily on the problem identification and analysis of the planning
process. It is a continuous cycle of understanding an issue, building up and assessing planning
measures, making alternatives, executing alternatives, and checking the progress of the picked
alternatives. It can assist police administrators in formulating goals and priorities in terms that are
focused on specific problems and solutions that often confront law enforcement (Roberts, 2000).
2. Transactive Approach
Transactive Approach is an alternative planning that depends on individual correspondence
and talk among planners and the people influenced by planning. It is carried out in face-to-face
interaction with the people who are to be affected by the plan and not to an anonymous target
community of beneficiaries It depends on social learning theories, gathering, and sharing
information, and helping social developments with acquiring from their experiences. In
Transactive planning, the goal is shared learning (NOSPlan, 2021).
The transactive planning approach bases on the unsullied experience of people's lives uncovering
policy issues to be tended to. Planning isn't finished concerning a strange target neighborhood
beneficiary yet in very close contact with the people impacted by decisions. Planning contains less
of field studies and data examinations, and a more noteworthy measure of social trade set apart by
a pattern of normal learning. Techniques include field surveys and interpersonal dialogue marked
by a process of mutual learning (NOSPlan, 2021). The planning cycle of Transactive Approach is
described by:
• Interpersonal discourse and common learning.
• A focal spotlight on the individual and hierarchical turn of events.
• Incorporation of customary information.
• Thus, planning is more an abstract undertaking than a goal cycle.
3. Incremental Approach
Incremental Approach means to break down long term planning into smaller entities. The
problem is seen as too difficult when they are grouped together and easier to solve when they are
taken one at a time and broken down into gradual adjustment overtime. Rather than taking one
gigantic jump towards tackling an issue, the incremental model separates the dynamic cycle into
little advances. The cycle of then moving between the steps is known as muddling through and
depends on the blend of involvement, instinct, speculating, and utilizing various methods
(NOSPlan, 2021). Advantages of Incremental approach are:
• A modest number of alternatives and results are considered at each phase of the dynamic
cycle. Therefore, the expenses of planning are limited.
• The prompt impact is negligible and typically not problematic as each progression is
proposing just a little change.
• Simple and adaptable.
4. Advocacy Approach
Advocacy Approach focuses on the greater sensitivity to the unintended and negative side
effects of plans. It is generally applied to shield the interests of frail against strong local
communities, natural causes, poor people, and the disappointment against the setup forces of
business and government. It is premised upon the inclusion of the different interests involved in
the planning process itself (NOSPlan, 2021). The advantages of Advocacy approach are:
• Raising of the public's mindfulness.
• Method of participatory planning and drawing in with the more extensive local area.
• Allows planners to contend among themselves while speaking to the perspectives of their
customers.
• Raise the standard and nature of planning practices and results.
• Creating a climate that energizes uplifting perspectives towards helpful cooperation
5. Radical Approach
Radical planning is a stream of metropolitan planning which tries to oversee advancement
in a fair and local area- based way. The first mainstream radical approach involves collective
actions to achieve concrete results in the immediate future. The second mainstream is critical of
large-scale social processes and how they permeate the character of social and economic life at all
levels, which, in turn, determine the structure and evolution of social problems. The cycle of
radical planning follows (NOSPlan, 2021):
• Criticism of the 'current request' the given practice (or set up traditions).
• Creation of new information, elaboration of an elective proposition ('rising above').
• Development of activity systems and strategies. Dissemination of 'data', discovering
partners.
• Clash/Conflict with the current request and organizations.
• Expansion on account of achievement

SWOT Analysis
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to
evaluate an organization's competitive position and to develop strategic planning. SWOT analysis
assesses internal and external factors, as well as current and future potential (Kenton, 2021). It is
a technique used to identify strengths, weaknesses, opportunities, and threats for the organization
(Raeburn, 2022).
SWOT is an acronym that stands for:
• Strengths. These refer to internal initiatives that are performing well. It describes what an
organization excels at and what separates it from the competition.
• Weaknesses- These are areas where the business needs to improve to remain competitive.
It refers to internal initiatives that are underperforming. It's a good idea to analyze the
strengths of the organization before its weaknesses in order to create the baseline of success
and failure. Identifying internal weaknesses provides a starting point for improving those
projects.
 • Opportunities. It is the result from the organization's existing strengths and weaknesses,
along with any external initiatives that will put it in a stronger competitive position. These
refer to favorable external factors that could give an organization a competitive advantage.
• Threats. These refer to factors that have the potential to harm an organization. These are
areas with the potential to cause problems. Different from weaknesses, threats are external
and out of the organization's control.
Importance of SWOT Analysis
A SWOT analysis can help an organization improve processes and plan for growth. While
similar to a competitive analysis, it differs because it evaluates both internal and external factors.
Analyzing key areas around these opportunities and threats will equip an organization with the
insights needed to set the organization up for success. Here are some of the importance of a SWOT
Analysis (Raeburn, 2022):
1. Identifies Areas of Opportunity-One of the biggest benefits of conducting an analysis is to
determine opportunities for growth. It's a great starting point for startups and teams that know they
want to improve but aren't exactly sure how to get started. Opportunities can come from many
different avenues, capitalizing on opportunities is an excellent way to grow as an organization.
2. Identifies Areas That Could Be Improved- Identifying weaknesses and threats during a SWOT
analysis can pave the way for a better planning and strategy.
3. Identifies Areas That Could Be At Risk- it's always crucial to identify risks before they become
a cause for concern. A SWOT analysis can help an organization stay on top of actionable items
that may play a part in their risk decision- making process.

SMART Method
SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant and
Time-based. Each element of the SMART framework works together to create a goal that is
carefully planned, clear and trackable (Indeed Editorial Team, 2021). Goals provide a sense of
direction, motivation, a clear focus, and clarify importance. By setting goals, an organization is
providing itself with a target to aim for. SMART goals are (CFI Education Inc., 2022):
Specific
• Well defined, clear, and unambiguous.
• Make the goals specific and narrow for more effective planning.
Measurable
• With specific criteria that measure your progress toward the accomplishment of the goal.
• Define what evidence will prove that the organization is making progress, and reevaluate
when necessary.
Achievable
• Attainable and not impossible to achieve.
• Make sure that the organization can reasonably accomplish its goals within a certain
timeframe.
Realistic
• Within reach, realistic, and relevant to your life purpose
• The organization's goal should align with the organization's values and long-term
objectives.
Timely
• With a clearly defined timeline, including a starting date and a target date. The purpose is
to create urgency.
• Set a realistic, ambitious end date for task prioritization and motivation.