PHILIPPINE NATIONAL POLICE

PLANNING MANUAL

Directorate for Plans Camp Crame, Quezon City

September 10, 2001

PREFACE

We all have heard of the "King in the Ivory Tower" isolated from the rest of the world and yet making crucial decisions for his constituents on the outside. This is what this manual tried so hard to avoid! tried so hard to avoid! What it has attempted to attain is to be an eagleto soar high to see all that is happening below, and glide low enough to observe the target. Thus, while this manual presents theoretical concepts, it makes itself feasible by basing on real life facts and experiences. With the vast wealth of experience of each PNP personnel, the act of planning, therefore, becomes a skill which is almost instinctive. All there is to do is to organize thoughts and document experience in order that a proper plan may be formulated in relation to the needs of the people vis a vis the mandates of the Philippine National Police on peace and order. Each PNP commander "worth his salt" must learn how to plan. With scarce resources, human and materiel, units at all levels must be able to maximize the utilization of re- sources to impact the community. Hence, there is a need to reflect on each experience whether a victory or a defeat. There is a need to "dig deep into the heart" and use intuition as guide to proper action as there may not be material time to conduct costly surveys. Indeed, in situations where there is uncertainty and tremendous constraints, the adept planning skills of leaders become vital. This is not to say that leaders alone should complete the planning. There is a universal belief in the wisdom of "bottoms-up" consultation. The upper corners of the hierarchy do not have the monopoly of brilliant ideas, Hence, an effort must be made to learn the view from the ground level. This enhances ownership of the plan. On the other hand, and consistent to the call for reciprocal responsibility, it would be to everyone's benefit if people started asking themselves how they can contribute in improving the performance of the PNP. This had happened. But, it still takes the skill to "inter-operate" with the Local Government, NGA's, NGO's, church and other community organizations to actualize this type of collaboration. Perhaps, it is still incumbent upon the members to display the values which increase the "inter-operability" conditions. Planning itself needs the capacity to engage in a vision. It needs the "unbridled enthusiasm" and the "sophomoric fervour" to look at the internal and external environment, and move to better existing conditions. These are the leadership traits which shall enable the PNP to hurdle its stumbling blocks, and run unimpeded towards a vision and an instituted direction or goal. One of the enduring lessons derived from field commanders is that when the community has enough trust and confidence in the integrity, dedication and skill in a PNP unit, an all-out support is volunteered. This multiplies human and materiel resources overcoming constraints or "shortages." There is a vast

source of support waiting to be tapped by an adept commander. This needs astute planning. In the book "Powerful Planning Skills" by Peter Capezio, he makes a call for an individual audit of planning capabilities. "Am I a good planner?", may well be a question the PNP leader must ask himself. Perhaps a scenario to be practiced is in relation to the recent attack on America in which terrorists erased the twin towers of the World Trade Center from the New York Skyline. If a similar attack was done in the Philippines, are we ready for it? What would be your relevant responses? The answer of each individual policeman would measure individual awareness of the importance of planning. How do we plan against terrorism? The recent events prove that materiel, financial and technological sophistication can fail and be breached by forces intent on waging "asym- metrical warfare." In this nation's very own backyard, the rapidly increasing conflicts of culture and values can not be denied anymore. We are seeing, as we must, pockets of "clashes of civilization" with all its implicit and underlying causes coming into play. Per- haps, it is time to recognize an emerging "religious intolerance" which would define one group of peoples from another, and which has the potential to send them into that path of destruction! It would be alarming to step into this realms of thinking, but, it might be more costly to totally ignore the importance and the role of "religious dimension" as it influences terrorism. It is time to see the Abu Sayyaf in the light of the emerging global network of terrorism. They must be seen as part of the worldwide global cells linked by technology and intertwined by a set of politico-cultural ties set-up by Osama Bin Laden and other "jackals" of terrorism. It is important to see if we will see the advent of "religious kamika- zes" with no regard for innocent lives and whose only aim is to forward the purpose of their politico-cultural beliefs. Thus, the leaders of the 21st Century in the PNP must plan with these in mind. The responses to these elements challenges the aptitude of each PNP Commander. How do we view the relationships of the several organized crimes happening in the country? It is becoming clear that some sort of active inter-relationship exists among them. Some names of known criminal personalities seem to consistently crop-up when ever (or whatever type of) crime occurs. That there is collusion among these syndicates is very likely. How does the PNP unit commander attack these problems at the tactical level armed with this knowledge? His ability to forecast and see the future scenario would come into play. Planning develops this capability. A note of caution though. Plans are good. Planning is vital. These are facts. But, if they are kept in the ivory tower or 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 execution. A final advicesuccess is one (1) percent instructions and ninety nine (99) percent supervision.

Republic of the Philippines DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

A. Francisco Gold Condominium II, EDSA cor. Mapagmahal Street Quezon City

Message The global environment in which government, in general, and the PNP in particular, find themselves in, challenges the decision-making skills of the PNP commander. This is especially true at the cutting-edge level of policing. Here, situations present themselves so suddenly that immediate action has to take place. The police units must therefore be so designed as to be dynamic. They must be prepared to react properly to contingencies. This state of readiness can be achieved through a well-orchestrated and properly executed plan. We cannot afford to be caught flat-footed in any kind of situation nor can we be derailed by contingencies which suddenly confront us. The PNP must be strategic and global in its outlook even as it addresses the principles of sustainability in its tactical or ground-level efforts. To achieve these, an active collaboration with the local government units must be encouraged. The PNP must continue to work with the entirety of the ecology around it. In fact, it must realize that it is but one part of the national environment. It cannot succeed by being alone or in isolation. The PNP must find its way to establish the vital links with the community. In order to do this with effectively, it has to plan its moves carefully. Hence, this planning guide becomes relevant and useful to the organization. It is imperative that each commander be skilled in the art and science of planning. There must be an organizational appreciation for the importance of establishing a plan, no matter how simple. While valor in itself is a value, there is no substitute for careful and deliberate planning. It is my belief that good governance in itself requires the formulation of a well-thought of plan. Let this planning guide be your reference. JOSE D LINA JR Secretary

Republic of the Philippines Department of the Interior and Local Government National Police Commission

NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE OFFICE OFTHE CHIEF, PNP Camp Crame, Quezon City

Message Congratulations to the Directorate for Plans for coming out with this PNP Planning Guide! This Planning Guide is a necessary tool to optimize the performance of PNP Field Commanders. In the light of the mounting challenges posed before us, and the PNP's constraints, effective and efficient planning is an imperative. It is the method to assess current directions and "re-energize" the PNP efforts to respond in accordance to the people's will. Planning allows us to see the opportunities for synergy and cooperation. It opens doors for a "bottoms-up" consultation and "co-opting" with those who are stakeholders in the peace and order effort. Thus every PNP Commander must realize the importance of a well established plan without forgetting the aspect of sound execution. Stephen Covey in his book stated the importance of "honing the saw." Thus, make a conscious effort to refine your plans as the obtaining environment requires. This Planning guide is timely and relevant. LEANDRO R MENDOZA Police Director General Chief, PNP

Republic of the Philippines Department of the Interior and Local Government National Police Commission

NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE DIRECTORATE FOR PLANS Camp Crame, Quezon City

Message Planning is one of the more important skills that a police unit commander must acquire. This skill allows the commander to be proactive. It enhances the ability to optimize the utilization of scarce resources in pursuit of peace and order. It establishes order in the complexity of competing functions. It gears programs towards a common direction under a coherent methodology for the attainment of the PNP Vision and Mission. Planning is important. It develops an imperative for environmental scanning and situational analysis. It trains good commanders to hone their forecasting and prioritization skills. The new paradigm of police unit leadership is not to see the organization in isolation from the total ecology of society. There is a need for the enlightened leader to "get-out-of-his-shell" and establish the network which will enable him to overcome the financial and material constraints of his unit. There is a network with vast resources to offer to the PNP which is only waiting for the innovative and dedicated leader to tap. Planning shall be the tool to discover these. Good planning involves people. It empowers them. When people do get involved in the formulation of policing plans, they feel ownership of the peace and order effort. They become aware that they are stakeholders and partners of the police in its mission to prevent and solve crimes. They begin to have a better understanding of their role. They become real partners of the police. Hence, the Directorate for Plans is proud to share this Planning Manual with the more discriminating and conscientious police commander. Side by side with the revised Medium-Term Development Plan (2001-2004), this tool should allow for the establishment of the other necessary plans to guide the administration and operations of all police units. There was a deliberate effort to simplify the presentation of the precepts contained in this manual. Furthermore, it was the objective of this

manual to incorporate the formats of all the plans required in the PNP organization. Hence, this should be useful guide. The environment on the ground is increasingly becoming complex and challenging. A well-established plan should provide a clear "guiding star" for the commanders to address the challenges confronting the Philippine National Police in the 21st century. RICARDO F DE LEON Police Director Director for Plans

TABLE OF CONTENTS PREFACE MESSAGES CHAPTER I INTRODUCTION OF PLANNING Definition of Planning Elements of Planning Importance of Planning Skills Needed for Planning Fundamentals of Planning Planning Cycle Alternative Model of Planning Suggested Guides to a Good Plan Tools in Making a Plan CHAPTER II PNP PLANS Medium-Term Development Plan Operations Plans and Budget Program Review and Analysis CHAPTER III INTEGRATED AREA/COMMUNITY PUBLIC SAFETY PLAN CHAPTER IV OTHER PNP PLANS (FORMATS) Types of Operational Plan Types of Intelligence Reports Other Formats of PNP Reports CHAPTER V CRISIS MANAGEMENT AND TERRORISM CHAPTER V1 SEVEN HABITS OF SUCCESSFUL PEOPLE BIBLIOGRAPHY TECHNICAL WORKING GROUP

CHAPTER I - INTRODUCTION

INTRODUCTION

"In all campaigns against violence and crime, there is one process that must continue. It is advocacy. Here is where the spirit of a crusading community finds its salt." - PDG LEANDRO RMENDOZA- DEFINITION OF PLANNING 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 tasks involved, 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 - a goal - what do you want to attain? - course of action - how would you reach your goal ? - implementing group - who is tasked to do the actions? - resources needed - what is needed to accomplish the task ? IMPORTANCE OF PLANNING We must PRO-ACT, not just RE-ACT.

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. 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. Foundation of your work. A plan establishes the basis for what you are doing. You will have 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 areas and periods. Helps make your people become more productive. When people know what you want to do, how you want it done and what is expected of them they adapt to their roles and become more productive. They will have a mastery of their job. When people know their roles and understand their value and contribution in the over-all operations, they are able to improve themselves and become more useful. Reflects your competence. Your experience and training will be reflected on the plan you make. It will establish that you have "your 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. Gives you the strategic and tactical advantage. A well formulated and instituted plan allows the commander to make actions and decisions which have long-term impact. 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 Good Analytical Mind You have to know your situation. You have to set-up your baseline data, learn to analyze what is happening and how it affects you and your unit. Where is your crime prone area? What is your crime clock? Forecasting Seeing ahead and making sound assumptions. Begin with the end in mind. Use your intuition based on a sound reflection of 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 causal relationship of events, and draw conclusions with a view of the future. Prioritizing Compare your resources/capabilities with your goals and objectives; what and who should be tasked to reach certain purposes or ends. Ask what should be done first? What is more important? What has a strategic impact? Sound objective setting Know where you are going and how to get there. Be practical. A journey of a thousand miles begins with the first step. Contingency Planning and Crisis Management Monitoring Identifying success indicators and follow-up. Try to see the progress of your plan. Make a checklist of what have been done. Place reminders on conspicuous places to remind you of the progress of your plan. Documenting If you have not written it, then you have not thought of it. Write your ideas down. Report the progress of your plan. 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. 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 strategic and tactical alliances towards the vision of peace and order. FUNDAMENTALS OF PLANNING 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. 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. 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 step towards your goal. What are the resources needed Pinpoint what needs to be done (action steps), what is needed to do a n d who is the best person to give the job to. Resources will always be scarce; otherwise economists will be out of work. Plan on maximizing and optimizing the use of your resources. Plan on how to get needed resources. Practice "interoperability" with the community. Collaborate, coordinate and work with barangay/municipal/city officials. Attend meetings of civic organizations when invited. 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 resistance to the plan. Organize believers to your plan to infect others with your enthusiasm. Discuss things with your key PNCO's and NUPs. 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. 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, 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? Do you need to change some aspects of your plan? 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 implementors.

Document the experience Keep a record of what is happening. Keep a diary of significant events. Write down your thoughts about everything relevant to the plan. The lessons you learn will be valuable in teaching others what to do or how not to do it. Place your write-up in the PACREPS, Special Reports and executive briefs which you submit to higher offices. 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. THE PLANNING CYCLE STRATEGIC PLANNING Strategic Planning is 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. Environmental Analysis. The assessment of external factors; physical environment, geographical location and the social climate - in 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. Components: 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. MEDIUM-TERM PLANNING These are plans whose timelines are between those of strategic plans and tactical 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. TACTICAL PLANNING Tactical Planning is short-term and usually has limited impact. This is also referred to as a 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. Mission, Vision and Goals Mission: the organization's purpose Vision: the dream or the aspiration of the organization Goals: the desired target Identification of Tasks. The 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

ALTERNATIVE MODEL OF PLANNING (Peter Capezio)

The Alternative Planning Process Model (for single-use plans)

The planning process is both linear and cyclical. It is linear because certain actions must be done in a certain order. For example, the overall 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 progress. Also, you may need to return to previous steps of the planning process if you find that they no longer support the overall purpose. In general, the following steps show how you might typically move through the planning process, assuming there are no major glitches! Steps in the Planning Process 1. Define the overall purpose or goal. 2. Determine the major components or objectives of the plan. 3. Make sure that your objectives align with (support) the overall purpose. 4. Collect and evaluate the data you will need to determine what it will take to complete each component of the plan. 5. Make sure that the data you collected and evaluated support the overall purpose.

6. Develop a forecast plan. 7. Make sure that your forecast plan supports the overall purpose. 8. Determine action steps. 9. Make sure that your action steps support the overall purpose. 10. Develop a contingency plan. 11. Make sure that your contingency plans support the overall purpose. 12. Implement your plan. 13. Make sure that your implementation supports the overall purpose. 14. Check the progress of your plan frequently. 15. Make sure as your plan is implemented that the overall 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 overall purpose will save you time over the life of your project. Much more time is wasted reworking project plans when halfway through you discover that the project is off course or does not support the overall goal. Define the Purpose or Goal What: Ironically, this 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 overall 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 on the right track. Many well-intended plans go awry because people lose sight of the overall goal. How: A well-defined purpose or goal takes some thought. Here are some of the main elements: 1. It states in broad terms what the desired outcome is. 2. It defines the project's time schedule. 3. It describes 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 Objectives What: Based on your well-defined purpose or goal, you will want to set broad objectives that describe the major components of your project. Make a list of your broad objectives for easy reference. How: You want to move from your overall 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 collection begins. For each major component of your project you need to determine what the relevant facts are and what actions are necessary to complete each objective. Then develop a realistic and factual list of specific details or critical success factors for each objective of your plan. Be sure to involve others throughout 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? There are several tools you may want to use for collecting data. Again, make sure that your analysis supports your overall purpose or goal statement. A not on risk: The future is always more or less uncertain. You reduce the degree of uncertainty - the risk - when you collect the relevant data and apply them to your forecast, which is the next planning step. Develop a Forecast What: Forecasting is perhaps the most creative step of the planning process that a police managers must develop, because several views must be tested before you decide on a project schedule. At this point in 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 overall 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. At this point the feasibility of your purpose or goal statement may be challenged. Questions about timing or resources generally will surface as you look at each major chunk of the project and see how it relates to the other chunks. At the end of this planning step you will have a detailed schedule of

activities - some that need to be done in a linear fashion and some that can be done concurrently. 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 overall purpose or goal. To make schedule for each major component of the project, answer these three questions: 1. Which activities must be done? Eliminate any duplicate tasks or 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? A forecast with concurrent activities contains a certain amount of risk. When comparing possible schedules, your analysis should include a risk assessment. Weigh the possible benefits against the possible costs and possible contingency actions. The more information you have about each objective, the better prepared you will be to assess the possible risks. Unrealistic plans can create more problems than they solve! To determine if your plan is realistic, follow these three steps: 1. Have a trusted peer play devil's advocate. 2. Evaluate how your plan will impact other departmental plans. 3. Involve others-get their input! Determine Action Steps What: Based on your forecast and the details you gathered during data collection, determine what tactical steps are needed to be taken and in what order. During this part of the planning process, activities are defined in a very detailed manner. Eventually, you will develop detailed daily, weekly, and/or monthly activity checklists, and/ r action plans. How: The key to success during this part of the planning process is not leaving anything out! As simple as this may seem, the tiniest forgotten step may sometimes stall an entire project. Depending on the nature of your project, you may want to develop daily or weekly checklists. There are countless ways that you can do this; however, you will want to use a format that makes the most sense for your project. Here are a few sample approaches: 1. Use daily checklists that tie into weekly checklists and/or weekly checklists 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 checklists 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 differently 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. A contingency plan consists of several if/then statements that list what changes you will make to your plan if certain situations occur. 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? Develop if/then statement for those situations that are either most likely to occur or those that will do the most damage if they occur. Implement the Plan What: By this time, implementing your plan should not be like taking a plunge into the unknown. You've done your research, you've consulted with other people, and you have remained focused on your overall desired outcome or purpose. Now, take your forecast, action plan, checklists, contingency plans and begin. How: Plan implementation has three phases: the start, the storm, and maintain and sustain. You must be aware of how these three phases will impact your plan's success. The Start Follow these steps to begin your plan implementation. 1. Communicate the plan. Make sure that everyone involved clearly understands the overall 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 As the plan is implemented, several issues are sure to arise. Some people may be confused about the purpose of the plan and its time line; 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 of clarifying the plan so that small "irritants" don't get in the way. 3. Don't hesitate to implement your contingency plans 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 that 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 up 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. How others think the follow-up should be conducted. 4. The likelihood that contingency plans 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 overall purpose or goal should still be the focus of all your activities. SUGGESTED 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 Results 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 CSE increasing? Is crime rate decreasing? Are the people satisfied? Are you making an impact? Affordable You don't have to go to the WB to afford the plan. Move within your resources. Do not use "initiative". Do not use your salary. If your plan is good the 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 this civic organizations 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 Tl & E's and other unit meetings. Time-Bound Don't let the plan take forever to achieve its purpose. Finish it or at least see some of its goals achieved within your lifetime. BRAINSTORMING AND CONSULTATIONS Present your Plan

Do not keep the plan to yourself. Let those who shall get involved know the details of the plan. For other stakeholders, give them a general outline, and ask them to contribute their moral and financial resources. Do not be afraid of critiques. Do not be discouraged when others disregard the value of your plan. Present it during Command Conferences. - Let your men know - Let your commander know - Let the Peace and Order Council (POCs), Disaster Council and other legitimate organizations know

- Let others know on a "need-to-know" basis. Encourage a Question and Answer Session An effective plan should have undergone a question and answer session, it's the only way to test whether the plan is sufficient, effective and efficient. Organize People's Day and other Consultative Fora like Barangay Pulong Pulong, POCs, Disaster Council, and Civic Organization Meeting to get citizen feedback. Encourage suggestions Entertain suggestions, but consider only those that do not drastically digress from what you have in mind. After all you are going to be the one, to implement it. But do not let them know that you won't make use of their suggestions. Put-up suggestion boxes in your situation and in the barangay halls. Conduct client satisfaction surveys to see if your programs can still be strengthened. Don't Take Forever in Brainstorming and Consultations Just do It! The only measurement of an effective plan is in the implementation. So, just do it! Apply the maxim that success is 99% supervision and 1% order. TOOLS IN MAKING A PLAN

The STEP Analysis S.T.E.P. stands for Structure, Task, Environment, People. Structure refers to the elements of organizational set-up (command and control/hierarchy), policies and procedures, the decision-making process, communication flow, rewards system and the reporting relationships. Task refers to the elements of assigned jobs, or functions of each individual, the performance standards, the goals and the work low/processes. Environment refers to the external environment includes socio-political forces, the community, support groups, regulatory groups, science and technology and other concerned agencies. Internal environment includes the leadership, mission, vision, values and culture. People includes the elements of knowledge/skills of the Human Resource, demographics, needs and expectations, groups, interpersonal relations, and conflicts. It will be best for

the planner to make a two-or-three-sentence description of each element in S.T.E.P. This will form the basis of what problem to attack and how.

EXERNAL ENVIRONMENT

SWOT Analysis S.W.O.T. stands for Strengths, Weaknesses, Opportunities and Threats. Strengths refer to the elements in the organization which give it advantage or make it strong and capable of accomplishing its mission. Weaknesses refer to the elements which constrain 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. (Model 1)

Strength Weakness Opportunities Threats

(Model 2)

Internal Factors (Organizational

Analysis) Environmental Factors (Environmental Analysis)

STRENGTHS WEAKNESSES

Relevance - Tree Analysis Level 1 STRATEGY 2 3 4 Level 1: Strategy Level 2: General problem Level 3: Level 4: Specific Problems This figure is metaphorically illustrated as a "tree" that is similar to an organizational chart. The first "branches" are major modules, necessary for achieving the objective. Second branches drop from the first ones. Third branches from the second, and so forth until an entire structure of the relevant parts of the objective has been displayed.

P5 P1 P2 P3 P4

SP1 SP2 SP3

Moreso, the relevance-tree aids in planning and predicting the complexities of future events, hence, it would sustain accurate predictions. Nevertheless, the diagram factors out the real essence of planning which is back to basic problem identification under a causal relationship. Fishbone Analysis (Ishikawa Diagram) This diagram sought to help team members (which in this regard are the PNP personnel display categorize, and evaluate all the possible causes of problems. These in turn lead to the solution of the problem. It is suggested then, to follow these steps: Step 1: The team needs to begin by agreeing on the "effect" which should be stated in a form of a problem (e.g. inefficient community service malfunctioning facilities, ameliorating criminality). If the team is not able to begin with a clear view of the problem's nature, facilitate brainstorming to arrive at certain consensus of what the problem is. Step 2: After stating the problems, the team must identify all general factors that cause the problem. Identify all specific causes and divide it into four major categories - people, equipment, methods and materials. Step 3: Brainstorm - this is helpful in any situation especially in solving cases. However, there is a danger in brainstorming. It may lead to endless discussions and clashes of ideas. If you wish to be successful in your group brainstorming, your team leader must follow the basic rule: 1) impose time limit for the session; 2) limit your discussion to relevant and specific questions; 3) summarize all ideas; and 4) say little else - or else you'll end up with nothing productive at all. Step 4: Arrive at an agreement. Vote on issues which are contentious or draw lots just so that a decision is arrived at.

CHAPTER II PNP PLANS

"... Master the Art of Timing... Sniff out the Spirit of the times... learn to stand back when the time is not yet ripe...

and to strike fiercely when time has reached fruition..."

- Robert Greene Model 1. PLANS FLOWCHART AND APPENDED REPORTS

Model 2. PLANS FLOWCHART AND APPENDED REPORTS Pre-Planning Stage Planning Stage Program Monitoring and Evaluation MEDIUM-TERM DEVELOPMENT PLAN (MTDP) The Medium-Term Development Plan of the PNP is established to initially set the direction towards the PNP's aspirations for its organization. It consists of the Key Result Areas to guide the organization's mission and vision. Challenges are also important in the MTDP for they foster the lessons learned from the past, vital for the reformulation and modification of its priorities. THE FORMAT: I. Introduction II. PNP vision, mission and declaration of Principles III. Identification of Priorities IV. Retrospect and Challenges A. Challenges B Meeting the Gaps V. Core values, Key Result Areas and Goals VI. Policies and Strategies V11. PNP Priority Programs and Parameters of Success VIII. Priority Legislative Agenda IX. Prognosis TABLE

Key Result Areas

Policies Programs, Activities and Projects

Challenges

(Refer to PNP MTDP 2001-2004) Appended Reports to the Medium-Term Development Plan In the PNP, there are two appended reports to the Medium-Term Development Plan. These are the Operations Plans and Budget (OPB) and the Program Review and Analysis (PRA). These are implementing instruments or execution mechanisms and provide for quantitative and qualitative measures of real-time program accomplishments or performance.

OPERATIONS PLANS AND BUDGET (OPB) The Operations Plans and Budget is formulated by the Operating Plan and Budget Committee 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. Preparation of the Operating Program starts upon receipt of the comprehensive allotment advice by the Director for Comptrollership who temporarily distributes the funds by program/project and expense class after taking into consideration of the PNP's Program and Budget Guidance. The Preliminary Operating Plan and Budget Estimate and other guidelines from higher authorities. The temporary allocation of fund is then presented to the OPBC which in turn reconciles differences and corrects flaws, and allocated the budget ceiling of the different major operating units. The approved allocation is then distributed by the comptroller to the Program Directors who in turn divide the peso allocation among the projects, activities and sub-activities by major units. The program Directors then coordinate with the Project Administrators to submit their respective programs of expenditure, indicating the distribution by major unit, program/project/activity, and object class. THE FORMAT: I. Executive Summary (General Statements of what had been done in relation to the KRAs) A. Organizational Development and Human Resource Management B. Materiel and Financial Resource Management C. Community Partnership D. Effective Law Enforcement E. Crime Prevention and Control F. Maintenance of Peace and Order and Internal Security G. Credible Institutional Image II. Table of Accomplishments

III. Assessment Problems Encountered Recommendations IV. Prognosis/Conclusion RD Signature PROGRAM REVIEW AND ANALYSIS The 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. The PRA is the responsibility of the Comptroller and Budget and Fiscal Officers of the major units, including the Directorial Staffs, program Directors, and Project Administrators. It is undertaken quarterly on a cumulative basis, meaning that the semi-annual 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 parts: the documented PRA and 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 bane to review the PNP's performance viz-a-vis the available resources. THE FORMAT: I. EXECUTIVE SUMMARY: The executive Summary shall contain an overview of the accomplishments and shortcomings of the unit/office given its general and specific objectives and considering the resources made available. II. MISSION AND FUNCTIONS:

A. Mission B. Functions III. OBJECTIVES: A. Broad Objectives B. Specific Objectives IV. REVIEW OF RESOURCES: Present the resources made available to support the PPAs of the office/unit. Reflect the comparative data between programmed (Approved Networking Appropriations) vs Actual Releases. A. FINANCIAL RESOURCES A. FINANCIAL RESOURCES FUND RESOURCES ACTUAL RELEASES VARIANCEAPPROPRIATED FUNDS PS(01) MOOE CAPITAL OUTLAY SUB-TOTAL

OTHERS TOTAL OTHERS TRUST RECEIPTS DONATIONS FUND TRANSFER SUB-TOTALS TOTALS

(NOTE: Variance must be explained) B. HUMAN RESOURCES

AUTHORIZED STRENGTH ACTUAL VARIANCE

Uniformed Personnel Non-Unformed Personnel Permanent Temporary Casual Contractual/ Emergency Others TOTALS

A. CAPITAL RESOURCES PROGRAMMES ACTUAL VARIANCEINFRACTRUCTURE Bldngs and Structure Facilities Other Capital Assets EQUIPMENT Ship/vessels/aircrafts Transport/Mobility Armor Engineering/Heavy Equipment Other (Organic to NSUs) TOTALS

V. P/P/As OUTPUTS BY FUNCTIONAL AREAS This is statistical presentation of the output-volume of Programs/Projects/ Activities PPAs as specifically supported by the output specifications, the target universe and the actual Performance.

PERFORMANCE PERFORMANCE COST OF PERFORMANCE PPAs OUTPUT

SPECIFICATION ACTUAL

PERFORMANCEVARIANCE TARGET COST OF

ACTUAL PERFORMANCE

VARIANCE

VI. FIXED EXPENDITURES (For DL, RDs, and Dir, HSS only) The PRA will also concentrate on the performance of the PNP units vis-a-vis the Billings for fixed expenditures (FE): A. UNITS/OFFICES VOLUME BILLING ACTUAL

PAYMENT VARIANCE

Light Water Telephone B. PRIOR YEAR'S CLAIMS UNIT/OFFICE PRIOR YEARS FIXED

EXPENDITURES CLAIMS ACTUAL RELEASES DURING THE SAME

VARIANCE

PERIOD VII. ASSESSMENT OF PERFORMANCE The assessment of performance is derived from the analysis of the input of resources and relating them to the actual output of performance of the respective PPAs as mentioned in Part V. It will be a straight analysis of the results versus costs/expenditures to provide the direct relationship of the resources input to the physical output of the PPAs. Likewise, the assessment shall also include adjustments made in response to the variances and impact of these in the performance. Also, the overall level of performance shall also be assessed, citing specific areas of concern. On Fixed Expenditures, the unit must be able to explain the accumulation of its prior year's. Accounts and the programs/activities to reduce expenses for light, water and telephone. Did the Programs have concrete impact on the Command's Fixed Expenditures?

PPAs VARIANCE TARGET vs ACTUAL

COST OF VARIANCE

VIII. PROBLEMS A. Manpower B. Finance C. Equipment/logistics D. Operations E. Other matters VIII. PLANS IX. CONCLUSION - A wrap-up of the presentation made with the recommended solutions. To problems presented, if any, and purposes to improve/enhance performance.

III. INTEGRATED AREA/COMMUNITY PUBLIC SAFETY PLAN (IA/CPSP)

"... to do great, important tasks, two things are necessary:

a plan and not quite enough time..." - Anonymous - A. Introduction The formulation of an Integrated Area Community Public Safety Plan is mandated by Sec. 51 of Republic Act 6975. Under its provisions, the municipal or city mayor shall in coordination with the local peace and order council of which he is the Chairman pursuant to E.O. Nr 309, as amended, develop and establish an Integrated Area/Community Public Safety Plan embracing priorities of action and programs thereat for implementation by the local PNP Station. This plan is the "blue-print" for the protection of life and property in a given locality geared towards the enhancement of public safety and welfare, maintenance of the stability of the LGU and the safeguarding of the democratic institutions. It creates a unified and integrated direction for all local public safety programs including counter-insurgency. As an integrated plan, it mobilizes all government instrumentalities and resources towards the task of public safety. This is without prejudice to encouraging private sector participation. The PNP is a major player in the establishment of the IACPSP together with the AFP. Furthermore, the five (5) pillars of Criminal Justice System play an important role in this plan. It is important that PNP field unit commanders move towards the institutionalization of the IACPSP in the Regions (thru the RPOC), the Provinces (thru PPOC), the Cities (thru CPOC), and the Municipalities (thru MPOC). This will address criminality in some other aspects other that through law enforcement. It will remove some of the root-causes of crime occurrence which the PNP can not and should not address. It will actualize "inter-operability" or the condition where easy and intensive "collaboration and cooperation" obtains. In times of emergencies and contingencies, IACPSP serves as the guide to proper and coordinated responses of all concerned agencies and organizations. Copies of this IACPSP shall be submitted to the DILG, NPOC and the PNP.

B. Rationale of the IACPSP I. AUTHORITY FOR DEVELOPMENT OF INTEGRATED AREA/COMMUNITY PUBLIC SAFETY PLAN. RA 6975 Sec. 51 The Municipal/City Mayor shall, in coordination with the local peace and order council of which he is the Chairman pursuant to Executive Order No. 309, as amended, develop and establish an integrated area/community public safety plan embracing priorities of action and program thereat for implementation by the local PNP Station. NPOC Memo Circular No. 004 s 1993. NPOC Memo dated October 27, 1993. Governors and Mayors as Chairman of POCs, CPOCs and MPOCs to develop, establish and oversee the implementation of IA/CPSP. The IA/CPSP envisions the establishment of an organization generated from readily available resources in coordination with provincial, regional and national agencies. THE PLAN Blueprint for the protection of lives and property in a given locality; The checklist regarding the provisions for the enhancement of public safety and welfare, maintenance of the stability of the LGU and safeguarding of our democratic institutions; The unified and integrated direction for all local public safety programs, including counter insurgency. II. The IA/CPSP CONCEPT Total mobilization of all available resources and the simultaneous conduct of complementary programs which will involve the civilian, police and military components of society. Civilian Component deals with socio-economic welfare and development activities and support services. Police deals with law enforcement and police operations. Military tasked with physical security and combat operations. IV. IA/CPSP OBJECTIVES To protect lives; To enhance Public safety plan; To maintain the stability of the government; To safeguard our democratic institutions; and To provide unified direction of all local public safety plans.

V. FORMULATION OF THE PLAN The IA/CPSP is formulated and developed by the local Peace and Order Council (POC)in coordination with all concerned agencies. The REGIONAL PEACE AND ORDER COUNCIL (RPOC) CHAIRMAN and the MUNICIPAL/CITY MAYOR, in coordination with the Provincial Peace and Order Councils (PCOs) shall develop, issue and oversee the implementation of the regional public safety plan embracing priorities of action and program thrusts for implementation of all concerned agencies. VI. AREAS OF CONCERN (KEY RESULT AREAS) The Key result areas are the priority concern of the agency by which the agency seeks to obtain maximum results and create favorable impact. Moreover, the agency invests its focal attention, efforts and resources to the key result areas to further its purpose to achieve progressive level of competence, performance and credibility. The Key result areas: Crime Prevention Law enforcement Prosecution and Courts Corrections Fire Prevention and Suppression Internal Security Operations Environmental Protection Health and Sanitation Civil Defense Community Development VII. PROGRAM THRUSTS Administrative Changes and Reforms Operational Effectiveness Speedy Disposition of Cases Improved Credibility of the Criminal Justice System Community Participation in Public Safety Improved Coordination and Cooperation among the pillars of the Criminal Justice System VIII. GUIDELINES IN THE PREPARATION OF THE IA/CPSP The lead agency shall prepare the detailed action plan to implement the specified program/activity/project and shall submit the same to the local POC for approval and implementation by all agencies concerned. The detailed action plans of the lower POCs need not be submitted to the next higher POC but shall remain in the custody of the local POC for reference.

The IA/CPSP accomplishment reports submitted to the NPOC Secretariat should already be a consolidated report from all those submitted by the lower level POCs within the region. IX. MONITORING PROCEDURES The concerned POC level shall check monthly on the status of activities/targets as indicated in the formulated IA/CPSP from the designated task groups. Maintaining a project status board based at the POCs Command Post can do this. The flow of monitoring process shall be as follows; Tasked groups shall submit monthly and quarterly reports on assigned activities per KRA to the implementing POC level. The Secretariat of the concerned POC level shall then consolidate all the reports and reflect the status of the targets per KRA on the overall IA/CPSP. The monthly and quarterly status of the plan shall then be submitted to the Chairman of the implementing POC level for notation and approval of submitted proposals to accomplish unsatisfied periodic targets. The Chairman, implementing POC shall schedule periodic meetings among the tasked groups/offices to discuss the status of the plan. HOW IS THE IA/CPSP MONITORED AND EVALUATED The City/Municipal Mayor, as Chairman of the CPOC/MPOC, monitors the IA/CPSP through the reports of accomplishments submitted. Through the consolidated accomplishments (reflected on a status board), he can see what activities fall short of the periodic targets. Noted deficiencies will be discussed and analyzed in the presence of tasked agencies heads/representatives so that the needed solutions can be effected. The Provincial Governor, as Chairman of the PPOC monitors the status of the province IA/CPSP also through reports of accomplishments (on status board) submitted quarterly to the PPOC by the concerned MPOCs/tasked organizations. The RPOC Chairman at his level monitors the status of the regional IA/CPSP of the tasked agencies/organizations aside from the reports rendered by the different PPOCs. The Chairman at different POC levels can always monitor at anytime the status of the implementation of respective IA/CPSP by actual visits and evaluation of the programmed activities concerned. The NAPOLCOM Regional Office as the RPOC Secretariat will prepare the Regional Quarterly Report. Additional information needed by the NPOC in connection with the IA/CPSP reports will be furnished by the regional secretariat concerned. The submission of accomplishment/progress reports shall not be later than the second week of the succeeding month after every quarter. THE FORMAT

REFERENCE: Executive Order No. 1012 dated march 1985 as amended by Executive Order No. 1027 1. GENERAL: (This a brief description of the situation. It discusses the threats, their capabilities and your present method of confronting them.) 2. OBJECTIVES: (Set up what you want to accomplish. Arrange them according to importance). 3. CONCEPT: (Make a general description of your plan) (A) Physical security programs: This refers to the active and passive measures to be undertaken. A.1 Defense plan of population centers A.2 Tactical measures (B) Socio-economic development programs: This pertain to the physical and material improvement of the locality to give credence to local government's presence and authority and its concern to its constituents. The office of the Governor, specifically the Provincial Action Officer, shall be responsible for the implementation of the following: B.1 Social Development Programs B.2 Political Development Programs B.3 Mass Organizational Development programs (C) Information Programs: This is to keep populace informed of what their government is doing and issues confronting it and devising ways of knowing/detecting infiltrators entering/frequenting the locality The Provincial Public Information Office shall be the lead agency in the Implementation of the program. C.1 Dissemination of information relative to government programs and activities. C.2 Information net system (D) Welfare Programs: This is geared towards the uplift of the individual's well-being in the province. The Local Government shall be responsible in the implementation of the program. Self-help Projects D.1 Local initiated projects D.2 National initiated projects D.3 Health services D.4 Literacy Services D.5 Livelihood

(ES) Legal and law enforcement programs: These pertain to the protection of the rights of the people and the fair application of justice system to all in the locality. The Provincial Prosecutor's Office in coordination with the Provincial Attorney shall be the lead agency in the Implementation of the program. (P) Training program: This provides orientation training and seminar to the populace about their role in the implementation of the different programs. 4. ORGANIZATION: (Describes the command and control structure of the plan). 5. TASKS: (Describes what jobs to do and who will do it). 6. COORDINATING INSTRUCTIONS: (State when to begin, how to work together and what are the methodologies/arrangements). 7. CONTROL: (Establish milestones for monitoring. Set deadlines for certain tasks). Prepared by: The PNP usually take the initiative to prepare the plan. Approved by: The Provincial Governor or the City Mayor approves the plan after incorporating their inputs. TABLE CITY/MUNICIPAL INTEGRATED AREA/COMMUNITY SAFETY PLAN (IA/CPSP)

For the Year ________ City/Municipal:_________________ Region:____________

AREAS OF CONCERN/ PROGRAM/PROJECTS ACTIVITIES

OBJ EXPECTED OUTPUT

TIME FRAME LEAD AGENCY

SUPPORT ORGANIZA

TION/ AGENCY

REMARKS

START COMPLETION

1. CRIME PREVENTION 11. LAW ENFORCEMENT III. PROSECUTION and COURTS IV. CORRECTIONS V. FIRE PREVENTION &

SUPPRESSION VI. INTERNAL SECUTITY OPERATION

VII. ENVIRONMENTAL PROTECTION

VIII. HEALTH & SANITATION IX. CIVIL DEFENSE X. COMMUNITY DEVELOPMENT

SAMPLE OF ANNEXES TO THE IA/CPSP: DISASTER MANAGEMENT (Based on KRA's)

I. References A. IA/CPSP of Region B. Map of tee Region II. Situation III. Objectives IV Concept V. Organization VI. Tasks VII. Coordinating Instructions VIM. Administration and Logistics IX. Command and Signal

SAMPLE OF ANNEXES TO THE IA/CPSP: ENVIRONMENTAL MANAGEMENT

I. References A. IA/CPSP of Region II. General Situation III. Objectives IV. Concept V. Tasks VI. Coordinating Instructions

SAMPLE OF ANNEXES TO THE IA/CPSP: HEAIilN AMU SANITATION I. References A. IA/CPSP of Region B. Map of the Region II. Situation III. Objectives IV. Concept V. Tasks VI. Coordinating Instructions VII. Administration and Logistics VIII. Command Signal

SAMPLE OF ANNEXES TO THE IA/CPSP: CRIME PREVENTION

I. References A. IA/CPSP of region B. Map of Region II. Situation III. Objectives IV. Concept V. Tasks VI. Coordinating Instructions VII. Administration and Logistics VIII. Command and Signal MONITORING To ensure the effectiveness of the IA/CPSP and efficiency of all involved agencies and personalities, the formulated monitoring procedures shall be consistently followed.

IV. OTHER PNP PLANS (FORMATS)

"Plan all the way to the end. The ending is everything. Plan all the way to it, taking into account all the possible consequences,

obstacles, and twists of fortune that might reverse your hard work". - Robert Greene - TYPES OF OPERATIONAL PLAN PATROL PLAN Ref: Map of AOR Crime Prone Areas of AOR Crime Clock of AOR 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 tasks/objectives you want to accomplish) Concept of Operation (What is the general concept of the Plan? Have you divided the AOR by sectors) 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 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 Commander

THE FORMAT OF PNP MASTERPLANS I. INTRODUCTION A. Purpose and Scope B. Situation II. DEFINITION OF TERMS III. COMMANDER'S INTENT IV. OBJECTIVES A. Broad Objectives B. Specific Objectives V. CONCEPT OF OPERATIONS A. Strategic Concepts B. Operational Concepts C. Taskings VI. COORDINATING INSTRUCTIONS COMMANDER'S SIGNATURE THE OPERATION PLAN (OPLAN) OPERATION PLAN (Title of Plan) Organization: Reference: 1. SITUATION: a. Enemy Forces b. Friendly Forces c. Attachment and Detachment d. Assumptions 2. MISSION: 3. EXECUTION: a. Concept of Operation b. Tasks 4. SERVICE SUPPORT: 5. COMMAND AND SIGNAL: a. Signal b. Command Director's Signature

THE LETTER OF INSTRUCTION (LOI) SUBJECT: TO : 1. REFERENCES: 2. PURPOSE: 3. SITUATION: 4. MISSION: 5. EXECUTION: a. Concept of Operations b. Task 6. SERVICE SUPPORT: a. Logistical support b. Personnel or units 7. COMMAND AND SIGNAL: a. Signal b. Command 8. COORDINATING INSTRUCTIONS: Director's Signature POLICE COMMUNITY RELATIONS PLAN Unit/Office:__________ Date: _______________ SUBJECT: LETTER OF INSTRUCTIONS References: a. Various policy guidelines on Tri-Media Relations b. Crisis Communication c. LOI Pagbabago Task Organization Definition of Terms I. PURPOSE AND SCOPE: II. SITUATION: a. General: b. Assumptions: III. MISSION: a. Purpose: b. Objectives: IV. EXECUTION: A. Concept of Operation: ACKNOWLEDGE

THE PROJECT PROPOSAL FORM Police Officers are required to submit specific Project Proposals in support of their formulated plans. I. Project Title: A brief title should be given that would clearly describe the proposed project. II. Proponent: The legal name of the individual or organization which will receive the funds of the project is approved. III. Project Description: The proponent should describe the nature of the project, i.e., what activities will be done, who will do it, where the activities will be held and when. It should be clear if the project is for a performance, an exhibit, a conference, a research project, book or magazine, etc. Any extraordinary or innovative component of the project should be identified. IV. Project Background: The context of the project, i.e, as part of the proponent's long term programs, or as part of an integrated set of activities being undertaken by a group of organization or individuals. The importance and rationale of the project should be explained. Whenever possible, the use of statistical information should be presented to justify the purpose of the project. V. Objectives and Expected Output: The target objectives that are expected to be realized/concretized after implementation should be stated in the SMART way-Specific, Measurable, Attainable, Relevant, and Time-bound. VI. Impact: This should explain the project's potential contribution to the community where it will be implemented, or the project's significance and effect on society, in general. VII. Target Beneficiaries: The proponent should indicate the number and type of direct project beneficiaries an the number of indirect beneficiaries. I. Activities and Strategy: The principal activities and strategy involved should be described, as well as the manner through which the stated project objectives are to be achieved. The sequence of operations to be followed in executing the project, based on a realistic time-table, should be described in detail and accompanied by a Gantt Chart. Appropriate headings and sub-headings should be used and target dates for the completion of each step should be indicated. The inclusion of a flow chart would be desirable. The relationship of each major step of operation to preceding and subsequent phases should be explained. The project timetable should be stated and an estimate given of the start up and completion dates, as well as major milestones along the way.

II. Location: The proponent should cite the municipality/city, province and region where the project is proposed to be implemented. III. Project Cost: The estimated cost of the project should be presented by expenditure object. The cost should be identified by object, as specified on the Project Proposal Form. There should be an indication of the schedule of proposed expenditures and receipts, as basis for releases of approved funding. IV. Project Organization: An individual applicant should submit his curriculum vitae, with a list of significant works or projects. The name, position, address, telephone and fax numbers of the project coordinator and contact person/s assigned by the proponent to coordinate/oversee the project, should be indicated. The project coordinator's signature must also appear on the completed form.

PROPOSED LINE ITEM BUDGET Project Title: Proponent:

DETAILS PARTICULARS COUNTERPART FUNDING

AND/OR OTHER SOURCES

NCCA FUNDING ASSISTANCE

TOTAL AMOUNT

SOURCE AMOUNT 1. Personal Services(100-10) (Honoraria to Project Personnel)

No. of Persons x rates x day/month

II. Maintenance and Other Operating Expenses a) Travel (100-02) b) Communicat ions (100-03) c) Food (100-06) d) Accommoda tion (100-06) e) Other Services (printing, et.al.) f) Supplies and Materials g) Rentals

No. of Persons xrate No. of Persons xrate No. of Persons x days

TOTAL

FUNCTIONAL DESCRIPTION OF PROJECT STATUS Project Title:___________ Proponent: ____________

POSITION FUNCTION EXPECTED OUTPUT/SERVICES

ACTIVITY SCHEDULE Project Title :_________________ Proponent : _________________ ACTIVITY DESCRIPTION

(by Phase) DATE TARGET OUTPUT

From To

CAMP DEFENSE PLAN Revised Camp Defense Plan 2K I. Reference II. Task Organization III. Situation A. General: B. Enemy Forces: C. Friendly Forces: IV. Assumptions V. Mission VI. Execution VII. Concept of Operation Tasks: VIII. Coordinating Instructions V. Service Support VI. Command and Signal Signal: Command: TYPES OF INTELLIGENCE REPORTS Appended Reports to Commonly Established PNP Plans The following are the formats of some reports which aid in the formulation of the PNP Plans. These serve as references and benchmarks to guide police officer in the formulation and updating of plans. Examples of

which are Periodic Area Commander's Report (PACREP) and Security Survey Report. Normally, these aid in the SWOT analysis or environmental scanning. FORMAT OF THE PERIODIC AREA COMMANDER'S REPORT (PACREP) Copy Nr __ of _ Copies Issuing Unit Place of Issue Date-Time, Month, Year I. GENERAL II. SITUATION A. Organized Threats Organized Threats Organized Threats Affected Areas Violent Incidents Non-violent Activities Plans B. Sectoral Development C. Crime Situation D. Fire Situation E. Other Factors that Affected the Situation III. INTELLIGENCE ACCOMPLISHMENTS A. Administrative B. Operations C. Production D. Counter intelligence E. Budget and Fiscal F. Training IV. ANALYSIS AND FORECAST V. RECOMMENDATIONS PNP SECURITY SURVEY REPORT FORMAT SCOPE: The scope of the security survey consists of topography of critical areas surrounding the installation. I. Authority - The authority to conduct of security survey can be: (select one) a. Written directive from higher authority b. Written request from the installation c. Preparation of the installation to establish adequate security measures II. Inclusive Date of Survey - (e.g: March 26-28,2001)

III. Composition of the Team - (Identity and designation of the team leader and members. IV. Entrance Briefing V. Identity of the Personnel Who Accompanied the Survey Team VI. History of Installation VII. Threats to Security and Peace and Order (consisting of but not limited to: a. Threats to Security b. Threats to Peace and Order VIII. Mission of the Installation IX. Function of the Installation X. Importance of the Installation to National Security XI. Working Relationship of the Installation with Other Police and Military Intelligence Units in the Area XII. Physical Security a. Perimeter Barriers b. Security of Building and Structure c. Guards and Guarding System d. Identification and Control of Personnel and Visitors e. Identification and Control of Vehicles f. Photography and Package Control g. Fire Fighting Facilities and Supplies h. Power and Water Facilities and Supplies i. Anti-Intrusion Alarm System j. Other Utilities and Maintenance XIII. Personnel Security: a. Personnel Strength b. Security Clearance Program c. Security Education Program d. Labor Turnover, Absentee Rate and Morale e. Security Check and Investigation f. Personnel Firepower g. Transport and Mobility Supply XIV. Document and Information Security a. Security Classification of Document b. Flow of Incoming and Outgoing Classified Documents c. Transmission of Outgoing Classified Documents d. Destruction of Classified Documents e. Storage of Classified Documents XV. Communication Security: a. Physical Security b. Transmission c. Emission VI. Recommendation: a. Physical Security b. Personnel Security c. Document Security d. Communication Security With Name and Signature

Team Leader OTHER FORMATS OF PNP REPORTS CASE OPERATIONS PLAN

APPROVAL SHEET TO CASE OPERATION 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) 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. Objective(s): (One specific objective or a number of interrelated objectives, of the Intelligence Project which the case operations intends to achieve.) C. Targets: (A specific person or groups of persons, organizations, installations, earlier designated as targets by the Unit. III. OPERATIONAL PLAN: A. 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 it should be done and What is the expected outcome? IV. ADMINISTRATIVE: A. 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. (Vehicle & POL requirements of the case operation.) 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.) V. 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.)

VI. 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.) Case Officer

V. CRISIS MANAGEMENT AND TERRORISM (Lifted from the Crisis Management Manual)

"If good governance were to be kept we// as a house,

there are three pillars that must support it in good times and in bad, namely: sound moral foundation, transparency and effective implementation". - Her Excellency President GLORIA MACAPAGAL-ARROYO - "Expect the unexpected". Crisis or contingencies are unique and precarious because they occur when they are least expected. The difficulty of such is a result of the abject failure to anticipate control, prepare and stop its detrimental effects to society. Terrorism, for instance, is among the most prominent contingencies of our times. Recently, the world was terrified by the consecutive terroristic attacks against United States. Indeed, the darkest hour for America became a marked trepidation to the rest of the world. Thus, the Philippine National Police should be prepared at all times - to uphold its duties and secure public safety in any circumstance. The destruction of the World Trade Center building, and the many other carnage done by the "new jackals" opened the eyes of the world to the reality of TERRORISM. The seemingly patternless or chaotic methodologies used to inflict death and devastation leads to a form of bewilderment on how to preempt or prevent the success of terroristic acts. The "Attack on America," with its vast intelligence resources and the most modern technological equipment, proves that such actions defy predictive accuracy. The necessary question asked is, "Is the Philippines prepared to address this kind of situation?" Do we even have the "crisis counseling system" in place in order to address the needs of the families of victims, all rescue workers and other volunteers? Are we ready? Are we read for the damage brought by natural disasters like typhoons, volcanic eruptions, earth quakes and conflagrations? Are we ready for man-made disasters like civil disturbances, hijacking, hostage-taking and other socio-political instability? The PNP units play a major role in these situations. Thus a necessary understanding of [the principles of Crisis Management and its organizations must be learned by its field commanders. In the aspect of terrorism which is now known to defy all the frameworks of known laws and values, these principles can contribute to coping rationally with the threat and/or occurrence. Crisis management is a continuing activity with two distinct phases:

The PRO-ACTIVE Phase is designed to predict and prevent the probability of the occurrence of crisis and at the same time, be prepared to handle it. It encompasses the 3P's of the 4P's Crisis Management Model - prediction, prevention and preparation. Prediction. This involves foretelling the probable occurrence of a natural or man-made crisis through continuous assessment of all possible threats. Threat groups, vulnerabilities of the organization and the like, e.g. Crime crisis, can be predicted through updated inputs from intelligence reports, and continuous monitoring. The objectives of Prediction are: a) to ensure a high probability of success in neutralizing the perpetrators; b) to minimize, or cushion the adverse effects of the crisis incident; and c) to ensure smooth and speedy rehabilitation of the society's equilibrium (Balance). Prevention. With most man-made crisis/emergencies, prevention would be described as the institution of passive and active security measures, as well as the resolution of destabilizing factors and/or security flaws leading to such. Natural crisis on the other hand, require vigilance and alertness to the signs and manifestations of its development. Preparation. This would include planning perse, organization, training, and stockpiling of equipment and supplies needed for such emergencies/crisis. The REACTIVE PHASE-PERFORMANCE covers the last of the 4Ps, which is Performance. PERFORMANCE occurs despite the pro-active measures taken. The performance of crisis management action for terrorism (especially transnational terrorism) is done in three sub-stages; 1) initial action, 2) action, and 3) port action. Initial Action. All unit commanders are required to internalize the crisis management doctrines. However, any law enforcement unit shall immediately undertake appropriate actions to contain the crisis situation and report it to the incumbent agencies regardless whether it is beyond its capability to handle. e.g. monitor the development of the crime scene secure the sceneestablish perimeter security evacuate innocent civilians, if possible prevent the escape of perpetrators until the designated unit arrive Action. The action phase consists of two distinct activities: negotiation and tactical intervention which may take place independently either

simultaneously or in succession. In any case, however, the activities are under the complete supervision of the On-Scene Commander. Post Action. When the perpetrators are already captured, the On-Scene Commander should take prompt action to take the case in court. PROACTIVE PHASE REACTIVE PHASE

Figure 1. CRISIS MANAGEMENT MODEL: CONCEPTUAL FRAMEWORK

ORGAN1ZATIONAL LEVEL 1. National National Peace and Order Council (NPOC) NPOC Crisis Management Committee (CMC) Secretary, Department of Interior and Local Government (DILG) Secretary, Department of National Defense (DND) Secretary, Department of Social welfare and Development (DSWD) Secretary, Department of Justice (DOJ) Chairman, Cabinet Crisis Committee NHQ, PNP GHQ, AFP 2. Regional Regional Peace and Order Council (RPOC) Regional Crisis Management Committee (RCMC) Regional Crisis Management Operations Centers (RCMOC) AFP units in the region PA divisions PAF Composite Air Support Forces PN Districts Philippine Coast Guard Philippine Marine Brigades Regional Non-Government Organizations PNP units in the Region 3. Provincial Provincial Peace and Order Councils Provincial Crisis Management Committees Provincial crisis Management Operation Centers Provincial Government Agencies AFP and PNP units in the provinces PA Brigades/Battalions

PAF Elements Elements PNP Units in the Province Provincial Non-Government Agencies 4. Municipal/City Municipal/City POCs Municipal/City CMCs-same composition as that of the Provincial level with the DOJ being represented by the Municipal Attorney or prosecutor at the city/municipal level. Municipal/City CMOCs-to be designated by the CMC Municipal/City AFP and AFP units PA Battalions Companies PAF Elements PN Elements Municipal/city PNP units Municipal/City NGOs 5. On-Scene Command Posts (OSCPs) 6. Crisis Management Action Groups Negotiation Group Negotiation Liaison Operations Group Security Tactical/action/intervention Utilities liaison team Service Support Group Investigation/legal Intelligence Communication-Electronics Medical Transportation Logistics Administrative Support Public Affairs Group Media Control/Liaison Public Information Civil Relations

Figure 2. CRISIS MANAGEMENT AD HOC ORGANIZATIONAL CHART

7. National Level Crisis Management Organization All crisis incident at the national level shall be handled by the NPOC Crisis Management Committee, headed by the Secretary of the Department of the interior and Local Government. The NPOC CMC shall give the necessary orders to those concerned for the activation of the Ad Hoc National Crisis Management Organization. The National Crisis Management Operations Center (NCMOC) hall be establish IRC, NHQ Building, Camp Crame and the On-Scene Command Post shall be established at the most appropriate location in the vicinity of the crisis incident scene. The participation of all AFP Units in CMC-directed operations involving PNP units shall be as directed by the Chief of Staff, AFP in coordination with C, PNP. The NPOC CMC shall monitor crisis incident situations at the lower levels and be prepared to make decisions on matters referred by these lower level CMC. 8. Regional Level Crisis Management Organization All crisis incidents at regional level shall be handled by the Regional Crisis Management Committee. The Regional CMC shall give the necessary orders to those concerned for the activation of the AD Hoc Regional Crisis Management Organization. Upon activation thereof, the Chairman of the Regional CMC shall immediately inform the Chairman, NPOC-CMC. The Regional Crisis Management Operation Center (RCMOC) shall be established at the PNP Regional Command Operations Center and on the On-Scene Command Post shall be established at the most appropriate location in the vicinity of the crisis incident scene. The participation of attached AFP units shall be as directed by the PNP Regional Director in coordination with the Commanders of the AFP Major Service Components in the region. He shall likewis