LEA NO.
問題一覧
1
➤this policing system required all male residents to guard the town to preserve peace and order, protect the life and property of the people and suppress other factors affecting peace and order. Tun was the forerunner of the word "town"
Tun Policing System
2
➤Complainant or victim will go to the middle of the community and shout to call all male residents to assemble. Once heard, male residents will automatically assemble to go after the criminal and apprehend him.
Hue and Cry Policing System
3
➤a type of internal police force where landowners throughout the kingdom were responsible to police their own territory. Landowners were empowered to: arrest offenders and deliver them to the King; and, settle civil litigations.
Thanes Policing System
4
➤every male over twelve (12) years old joined nine (9) ofhis neighbors to form TYTHINGMEN. They performed police works and anyone who failed to join and perform this duty was severely fined. This policing system was carried out under a system of mutual pledge. Policing responsibility lies on the hands of the citizens
Tythingmen
5
– This shall based on a careful view of the matters relating to the situation for which plans are being developed. Opinions or ideas of persons who may speak with authority of the subjects and views of the police commanders, other government officials, and other professionals shall be considered.
Frame of Reference
6
– This calls for the identification of the problems, understanding both its records and its possible solution. A situation must exist for which something must and can be done. For example, an area in a city or municipality is victimized by a series of robbers. There is a need for reaching the preliminary decision that robberies may be reduced in the area, and that the pattern of operation, in general, is one by which the police can reduce them.
Clarifying the Problems
7
– No attempt shall be made to develop a plan until all facts relating to it have been carefully reviewed to determine the modus operandi, suspects, types of victims, and such other information as may be necessary. Facts relating to such matters as availability, deployment, and the use of present personnel shall be gathered.
Collecting all Pertinent Facts
8
– After all data have been gathered, a careful analysis and evaluation shall be made. These provide the basis from which a plan or plans are evolved. Only such facts as any have relevance shall be considered.
Developing the Facts
9
– In the initial phases of plan development, several alternative measures shall appear to be logically comparable to the needs of a situation. As the alternative solutions are evaluated, one of the proposed plans shall usually prove more logical than the others.
Developing Alternative Plans
10
– A plan, to be effectively carried out, must be accepted by persons concerned at the appropriate level of the plan’s development. For example, in a robbery case, the patrol division head may be preparing the plan. At the outset, the detective chief is concerned and shall be consulted. As the planning develops, there may be a need it involve the head of the personnel, records and communication units and all patrol officers.
Selling the Plans
11
– A careful consideration of all facts usually leads to the selection of the best alternative proposal.
Selecting the Most Appropriate Alternative
12
– The results of the plan shall be determined. This is necessary in order to know whether a correct alternative was chosen, whether the plan was correct, which phase was poorly implemented, and whether additional planning may be necessary. Also, the effects of the executed plan or other operations and on total police operations shall be determined. Follow-up is the control factor essential for effective command management.
Evaluating the Effectiveness of the Plan
13
– the execution of a plan requires the issuance of orders and directives to units and personnel concern, the establishment of a schedule, and the provision of manpower and the equipment for carrying out the plan. Briefing shall be held and assurance shall be received that all involved personnel understood when, how, and what is to be done.
Arranging for the Execution of the Plan
14
– a consideration of political atmosphere, public opinion, ideological aspirations, peace and order, national/community ethics, behavior and discipline in the area where the plan will be implemented.
Condition
15
– it is the period available to establish plan before putting it into effort. Consider the time of execution/implementation, the time interval and time allowed for the revisions and modifications of plan.
Time
16
– Allocation of manpower, money and materials.
Resources Available
17
– refers to the level of experiences of the personnel whoa re involved in the preparation of the plan and those who will execute the plan. Applicability of good management principle should be exploited.
Skills and Attitudes of Management
18
– refers to social and political practices, beliefs and norms of society.
Social and Political Environment
19
– refers to facility, instruments, or tools in the attainment of the goals of the plan. A certain system or structural designs in order to meet expected results.
Physical Facilities
20
– ready sources and basis of good decision making by the makers of the plan maybe properly obtain through research and other means of information gathering techniques.
Collection and Analysis of Data
21
is the dominant tradition in planning. Preferred by LEA (rational thinking) (thinking correctly)
detailed start to finish 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.
SYNOPTIC PLANNING OR THE RATIONAL COMPREHENSIVE APPROACH
22
concludes that long-range and comprehensive planning are not only too difficult but inherently bad.
The problems are seen as too difficult when they are grouped and easier to solve when they are taken one at a time and broken down into gradual adjustments over time.
Stages or phases of planning.
Opposite of Synoptic (one at a time unlike synoptic which is start to finish)
INCREMENTAL PLANNING
23
• 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.
• Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning.
Dialogue: you are talking to other parties
TRANSACTIVE PLANNING
24
• Shows that beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans.
Equal representation planning approach, giving all sectors of society, the implementor, stakeholders of the plan or the sectors that might be affected of the plan. Because there are possible negative side effects of the plan that needs to be discussed so that they can present their side.
ADVOCACY PLANNING
25
• Reformative planning approach, innovations in the planning.
Example: introduction of changing the type of transport bus in EDSA from traditional to electronic bus.
RADICAL PLANNING
26
Characteristics of a Good Plan
1. A Plan must have a clearly defined objective 2. A Plan must be simple, direct, and clear 3. A Plan must be flexible 4. A Plan must be attainable 5. A Plan must provide standards of operation 6. A Plan must be economical in terms of resources needed for implementation.
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24問 • 1年前問題一覧
1
➤this policing system required all male residents to guard the town to preserve peace and order, protect the life and property of the people and suppress other factors affecting peace and order. Tun was the forerunner of the word "town"
Tun Policing System
2
➤Complainant or victim will go to the middle of the community and shout to call all male residents to assemble. Once heard, male residents will automatically assemble to go after the criminal and apprehend him.
Hue and Cry Policing System
3
➤a type of internal police force where landowners throughout the kingdom were responsible to police their own territory. Landowners were empowered to: arrest offenders and deliver them to the King; and, settle civil litigations.
Thanes Policing System
4
➤every male over twelve (12) years old joined nine (9) ofhis neighbors to form TYTHINGMEN. They performed police works and anyone who failed to join and perform this duty was severely fined. This policing system was carried out under a system of mutual pledge. Policing responsibility lies on the hands of the citizens
Tythingmen
5
– This shall based on a careful view of the matters relating to the situation for which plans are being developed. Opinions or ideas of persons who may speak with authority of the subjects and views of the police commanders, other government officials, and other professionals shall be considered.
Frame of Reference
6
– This calls for the identification of the problems, understanding both its records and its possible solution. A situation must exist for which something must and can be done. For example, an area in a city or municipality is victimized by a series of robbers. There is a need for reaching the preliminary decision that robberies may be reduced in the area, and that the pattern of operation, in general, is one by which the police can reduce them.
Clarifying the Problems
7
– No attempt shall be made to develop a plan until all facts relating to it have been carefully reviewed to determine the modus operandi, suspects, types of victims, and such other information as may be necessary. Facts relating to such matters as availability, deployment, and the use of present personnel shall be gathered.
Collecting all Pertinent Facts
8
– After all data have been gathered, a careful analysis and evaluation shall be made. These provide the basis from which a plan or plans are evolved. Only such facts as any have relevance shall be considered.
Developing the Facts
9
– In the initial phases of plan development, several alternative measures shall appear to be logically comparable to the needs of a situation. As the alternative solutions are evaluated, one of the proposed plans shall usually prove more logical than the others.
Developing Alternative Plans
10
– A plan, to be effectively carried out, must be accepted by persons concerned at the appropriate level of the plan’s development. For example, in a robbery case, the patrol division head may be preparing the plan. At the outset, the detective chief is concerned and shall be consulted. As the planning develops, there may be a need it involve the head of the personnel, records and communication units and all patrol officers.
Selling the Plans
11
– A careful consideration of all facts usually leads to the selection of the best alternative proposal.
Selecting the Most Appropriate Alternative
12
– The results of the plan shall be determined. This is necessary in order to know whether a correct alternative was chosen, whether the plan was correct, which phase was poorly implemented, and whether additional planning may be necessary. Also, the effects of the executed plan or other operations and on total police operations shall be determined. Follow-up is the control factor essential for effective command management.
Evaluating the Effectiveness of the Plan
13
– the execution of a plan requires the issuance of orders and directives to units and personnel concern, the establishment of a schedule, and the provision of manpower and the equipment for carrying out the plan. Briefing shall be held and assurance shall be received that all involved personnel understood when, how, and what is to be done.
Arranging for the Execution of the Plan
14
– a consideration of political atmosphere, public opinion, ideological aspirations, peace and order, national/community ethics, behavior and discipline in the area where the plan will be implemented.
Condition
15
– it is the period available to establish plan before putting it into effort. Consider the time of execution/implementation, the time interval and time allowed for the revisions and modifications of plan.
Time
16
– Allocation of manpower, money and materials.
Resources Available
17
– refers to the level of experiences of the personnel whoa re involved in the preparation of the plan and those who will execute the plan. Applicability of good management principle should be exploited.
Skills and Attitudes of Management
18
– refers to social and political practices, beliefs and norms of society.
Social and Political Environment
19
– refers to facility, instruments, or tools in the attainment of the goals of the plan. A certain system or structural designs in order to meet expected results.
Physical Facilities
20
– ready sources and basis of good decision making by the makers of the plan maybe properly obtain through research and other means of information gathering techniques.
Collection and Analysis of Data
21
is the dominant tradition in planning. Preferred by LEA (rational thinking) (thinking correctly)
detailed start to finish 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.
SYNOPTIC PLANNING OR THE RATIONAL COMPREHENSIVE APPROACH
22
concludes that long-range and comprehensive planning are not only too difficult but inherently bad.
The problems are seen as too difficult when they are grouped and easier to solve when they are taken one at a time and broken down into gradual adjustments over time.
Stages or phases of planning.
Opposite of Synoptic (one at a time unlike synoptic which is start to finish)
INCREMENTAL PLANNING
23
• 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.
• Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning.
Dialogue: you are talking to other parties
TRANSACTIVE PLANNING
24
• Shows that beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans.
Equal representation planning approach, giving all sectors of society, the implementor, stakeholders of the plan or the sectors that might be affected of the plan. Because there are possible negative side effects of the plan that needs to be discussed so that they can present their side.
ADVOCACY PLANNING
25
• Reformative planning approach, innovations in the planning.
Example: introduction of changing the type of transport bus in EDSA from traditional to electronic bus.
RADICAL PLANNING
26
Characteristics of a Good Plan
1. A Plan must have a clearly defined objective 2. A Plan must be simple, direct, and clear 3. A Plan must be flexible 4. A Plan must be attainable 5. A Plan must provide standards of operation 6. A Plan must be economical in terms of resources needed for implementation.