LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING

Introduction
 Law enforcement is a term for the activities of some members of
government who act in an organized manner to enforce the law by
discovering, deterring, rehabilitating, or punishing people who violate the
rules and norms governing that society. Although the term encompasses
police, courts, and corrections, it is most frequently applied to those who
directly engage in patrols or surveillance to dissuade and discover
criminal activity, and those who investigate crimes and apprehend
offenders, a task typically carried out by the police, sheriff or another law
enforcement organization.
 Although law enforcement may be most concerned with the prevention
and punishment of crimes, organizations exist to discourage a wide
variety of non-criminal violations of rules and norms, effected through
the imposition of less severe consequences. What is Police Operations? -
are defined as the job duties, responsibilities, and activities that law
enforcement agents complete in the field. In this lesson, we'll explore
different aspects of police operations, such as communication, patrolling,
specialized police operations, and diversity challenges.

GENERAL PRINCIPLES
Regardless of the type of function to be performed and/or police operations to
be conducted, all PNP personnel must know by heart and shall comply with
and apply the following principles and procedures:
FUNCTIONS OF A POLICE OFFICER
1.1 To Serve and Protect
The responsibility of every police officer is to serve the public and protect life
and property. No police operation shall be conducted in order to serve or
protect the illegal activity of a particular person, group or criminal syndicate.

1.2 To Observe Human Rights and Dignity of Person

All PNP personnel shall respect the human rights and dignity of the suspect/s
during police operations.
RULE 2. POLICE UNIFORM, ATTIRE AND ACCESSORIES
2.1. Agency Prescribed Uniform
A police officer shall always wear the agency prescribed uniform which is
appropriate for the kind of police operation to be undertaken.

2.2. Appearing Before the Public

When wearing the police uniform, a police officer shall, at all times, appear
presentable, smart and well-groomed. While on actual patrol duties, he shall
refrain from eating along the sidewalks, smoking and reading newspapers.

2.3. Carrying of Police Notebook, Pen and Miranda Warning Card

Every police officer on patrol, whether on board a vehicle or on foot patrol,
must always carry with him a police notebook, a pen and the Miranda Warning
Card. The notebook, which is approximately pocket-sized, will be used to
inscribe important events that transpire during his tour of duty.

2.4. Carrying of Non-Lethal Weapon in the Police Rig

Every police officer shall carry in his prescribed rig a non-lethal weapon
(pepper spray, baton or stun gun), which shall be primarily used in a non-
armed confrontation with an uncooperative and unruly offender during the
arrest.

RULE 3. CATEGORIES OF POLICE OPERATIONS

Police operations are categorized as follows:
3.1. Public Safety Operation – includes Search, Rescue and Retrieval
Operations, Fire Drills, Earthquake Drills and similar operations that promote
public safety.

3.2. Law Enforcement Operation – includes Service of Warrant of Arrest,

Implementation of Search Warrant, Enforcement of Visitorial Powers of the
Chief, Philippine National Police and Unit Commanders, Anti-Illegal Drugs
Operation, AntiIllegal Gambling Operations, Anti-Illegal Logging Operations,
Anti-Illegal Fishing Operations, Anti-Carnapping Operations, Anti-Kidnapping
Operations, Anti-Cyber Crime Operations and similar operations that are
conducted to enforce laws, statutes, executive orders and ordinances.

3.3. Internal Security Operation – includes Counter-Insurgency Operations,

Counter Terrorist Operations and similar operations that are conducted to
ensure internal security.

3.4. Special Police Operation – includes Checkpoint Operation, Roadblock

Operation, Civil Disturbance Management Operation, Police Assistance in the
Enforcement of Demolition Eviction Injunction and Similar Orders, Police
Assistance in the Implementation of Final Court Order and Order from Quasi-
Judicial Bodies, Hostage Situation, Visit Board Search and Seizure Onboard
Marine Vessels and similar police operations that are conducted by police units
with specialized training on the peculiarity of the mission or purpose.

3.5. Intelligence Operation – includes Surveillance Operation, Counter

Intelligence, Intelligence Research, Intelligence Assessment and similar police
intelligence operation conducted to gather information related to security,
public safety and order.

3.6. Investigation Operation – includes Investigation of Crime or Incident,

Administrative Investigation and similar investigative work necessary to
determine facts and circumstances for filing cases criminally or
administratively.

3.7. Scene of the Crime Operation (SOCO) – includes the processing of crime
scene, technical and forensic examination of evidences and similar scientific
investigative assistance.

RULE 6. REQUIREMENTS OF POLICE OPERATIONS

6.1. Basic Requirements
Police operations like arrest, search and seizure, checkpoint, roadblocks,
demolition and civil disturbance management shall be conducted as follows:
a. With a marked police vehicle;
 b. Led by a Police Commissioned Officer (PCO); and
c. With personnel in prescribed police uniform or attire

6.2 Use of Megaphones and Similar Instruments

During actual police intervention operations, the Team Leader shall use
peaceful means including the use of megaphones or any other similar
instruments to warn or influence the offender/s or suspect/s to stop and/or
peacefully give up.

6.3 Warning Shots Prohibited

The police shall not use warning shots during police intervention operations.

RULE 7. USE OF FORCE DURING POLICE OPERATIONS

7.1 Use of Excessive Force Prohibited
The excessive use of force during police operation is prohibited. However, in
the lawful performance of duty, a police officer may use necessary force to
accomplish his mandated tasks of enforcing the law and maintaining peace
and order.

7.2 Issuance of Verbal Warning

The police officer must first issue a verbal warning before he could use force
against an offender. As far as practicable, the verbal warning shall be in the
dialect that is known to the offender or in the national language. Basically the
verbal warning shall consist of the following: the police officer identifying
himself; his intention; and what he wants the offender to do. If the offender is a
foreigner, the verbal warning shall be done
in the English language followed by a demonstrative act of the police officer’s
intent. The verbal warning shall be done in a loud and clear manner.

7.3 Non-Issuance of Verbal Warning When Excusable

The failure to issue a verbal warning is excusable in cases where threat to life
or property is already imminent, and there is no other option but to use force
to subdue the offender.
7.4 Use of Non-Lethal Weapon
When suspect is violent or threatening, and that less physical measures have
been tried and deemed inappropriate, a more extreme, but non-deadly measure
can be used such as baton/truncheon, pepper spray, stun gun and other
nonlethal weapon to bring the suspect under control, or effect an arrest.

7.5 Application of Necessary and Reasonable Force

During confrontation with an armed offender, only such necessary and
reasonable force should be applied as would be sufficient to overcome the
resistance put up by the offender; subdue the clear and imminent danger
posed by him; or to justify the force/act under the principles of self-defense,
defense of relative, or defense of stranger.

7.6 Factors to Consider in the Reasonableness of the Force Employed

A police officer, however, is not required to afford offender/s attacking him
the opportunity for a fair or equal struggle. The reasonableness of the force
employed will depend upon the number of aggressors, nature and
characteristic of the weapon used, physical condition, size and other
circumstances to include the place and occasion of the assault. The police
officer is given the sound discretion to consider these factors in employing
reasonable force.

7.7 Responsibility of the Police Officer in Charge of the Operation

The police officer who is in charge of the operation shall, at all times, exercise
control over all police personnel in the area of operation, and shall exhaust all
possible means to apply the necessary and reasonable force to protect lives and
properties during armed confrontation.

RULE 8. USE OF FIREARM DURING POLICE OPERATIONS

8.1 Use of Firearm When Justified
The use of firearm is justified if the offender poses imminent danger of
causing death or injury to the police officer or other persons. The use of firearm
is also justified under the doctrines of self-defense, defense of a relative, and
defense of a stranger. However, one who resorts to self-defense must face a real
threat on his life, and the peril sought to be avoided must be actual, imminent
and real. Unlawful aggression should be present for self-defense to be
considered as a justifying circumstance.

8.2 Firing at Moving Vehicles Prohibited But with Exceptions

A moving vehicle shall not be fired upon except when its occupants pose
imminent danger of causing death or injury to the police officer or any other
person, and that the use of firearm does not create a danger to the public and
outweighs the likely benefits of its non-use.

8.3 Parameters to be Considered in Firing at Moving Vehicles

In fi ring at a moving vehicle, the following parameters should be considered:
a. The intent of the suspect/s to harm the police officer or other persons; b.
The capability of the suspect/s to harm with certainty the police officer or other
persons; and c. Accessibility or the proximity of the suspect/s from the police
officer and other persons.

8.4 Filing of an Incident Report After the Use of Firearm

A police officer who fires his service firearm or weapon during a confrontation
with an offender or offenders must submit an incident report outlining the
circumstances necessitating the use of his firearm.

8.5 Procedures After an Armed Confrontation

Immediately after an armed confrontation, the officer who is in charge of the
operation shall:
a. Secure the site of confrontation;
b. Take photographs;
c. Check whether the situation still poses imminent danger;
d. Evacuate the wounded to the nearest hospital;
e. Ensure that all persons who died on the spot are not moved from their
original position;
f. Arrested suspects should be kept in isolation;
 g. Conduct debriefing on all involved PNP operatives;
h. Submit After-Operations Report; and
i. Ensure psychological stress counseling for all involved PNP operatives.

Guidelines and Procedures when Responding to Calls for Police Assistance

a. Gather and note down in the patrol officer’s logbook all available data as to
the nature of the calls, date, time and name of the caller. It may be regular,
urgent or emergency in nature.
b. The manner of approach will be dependent on the nature of the call, either
with haste/secrecy or with/ without flashing lights and sirens.
c. Consider the pertinent factors like the time, traffic conditions, the possibility
of greater damage and the neighborhood characteristics.
d. Stop the patrol car some distance from the scene.
e. Approach the scene on foot, in complete silence and exercising extreme
caution.
f. Immediately attend to the injured, unless the other members of the patrol
are in immediate danger.
g. Focus all efforts to arrest criminals; however, priority shall be given to
aiding the injured.
h. Determine the crime committed, identify and question briefly the
victim/complainant and possible witnesses at the scene.
i. If the suspects or criminals have fled the scene before the arrival of the
patrol team, immediately relay the composition, armament, appearance, and
mode and direction of escape of the suspects to the Operations Center for the
conduct of dragnet operations.
j. When responding to street fights/brawls, the patrol member should call for
back-up before intervening. If there are no injuries and insufficient
corroborative statements obtained to identify who started the fight, disperse
the crowd and make complete notes.
k. Never treat calls or complaints of loud noises caused by barking dogs,
drunks, appliances and parties as negligible or a nuisance. They only need
courteous and tactful intervention and not enforcement actions.
 l. When responding to calls for police assistance due to planted or found
explosives, never attempt to handle, move or lift the object. Instead contact
Operations Center and request for Explosive Ordnance Disposal Team
(EODT). On-lookers must be promptly led to a safe distance away from the
scene.
m. When responding to calls from owners of beerhouses, bars or inns or any
other similar establishments during night time, request the owner to put the
lights on first before entering the establishments.
n. Do not attempt to arbitrate and resolve conflicts/ differences between
neighbors, landlords/tenants, husband and wife.

RULE 10. SPOT CHECKS/ACCOSTING AND PAT-DOWN SEARCHES

10.1 Grounds for Spot Check/Search

a. Spot Check/Accosting.
The police officer may stop an individual for the purpose of conducting a spot
check/ accosting only when reasonable suspicion exists. Reasonable suspicion
must be more than just a hunch or feeling. In justifying the stop, the police
officer must be able to point to specific facts that, when taken together with
rational inferences, reasonably warrant the stop. Such facts include, but are
not limited to, the following:
(1) The appearance or demeanor of the individual suggests that he is part
of a criminal enterprise or is engaged in a criminal act;
(2) The actions of the individual suggest that he is engaged in a criminal
activity;
(3) Questionable presence of the individual in the area;
(4) The subject is carrying a suspicious object;
(5) The suspect’s clothing bulges in a manner that suggests he is carrying a
weapon;
(6) The suspect has been found in the time and place proximate to an
alleged crime;
 (7) The police officer has knowledge of the suspect’s prior criminal record or
involvement in criminal activity; and
(8) The individual flees at the sight of a police officer.

b. Body Frisk/Pat-Down Search.

A police officer has the right to perform a pat-down search if the individual
has been legitimately stopped with reasonable suspicion and when the police
officer has reason to believe that the individual possesses weapon/s on his
person and poses a threat to the police officer’s or another person’s safety.
Circumstances which may justify pat-down search:
(1) The type of crime believed to be committed by the subject, particularly
crimes of violence where the threat of use or use of deadly weapon
is involved;
(2) Where the police officer handles several suspects;
(3) The time of the day and the location where the patdown search took
place;
(4) Prior knowledge by the police officer of the suspect’s use of force and/or
propensity to carry deadly weapons;
(5) The appearance and demeanor of the suspect;
(6) Visual indications suggesting that the suspect is carrying a firearm or
other deadly weapon; and
(7) Whenever possible, pat-down searches should be performed by police
officers of the same gender

10.2 Procedures and Guidelines

a. Spot Check/Accosting
(1) When approaching the individual, the police officer shall clearly identify
himself as a police officer. If not in uniform, the police officer must identify
himself by announcing his identity and displaying official identification card
and/or badge.
 (2) Police officers shall be courteous at all times but maintain caution and
remain vigilant for suspicious movements like attempting to retrieve weapon,
conceal or discard contraband, or other similar actions.
(3) Before approaching more than one individual, police officers should
determine whether the circumstances warrant a request for back-up and
whether the spot check/accosting can and should be delayed until such back-
up arrives.
(4) Police officers shall confine their questions as to the person’s identity,
place of residence, and other inquiries necessary to resolve the police officer’s
suspicion. However, in no instance shall a police officer hold a person longer
than the period reasonably necessary to be able to make these limited inquiries
and to resolve suspicions.
(5) Police officers are not required to inform the person of his rights under
the law (i.e. Miranda Warning, Anti-torture law, etc.) unless the person is
placed under arrest.

b. Body Frisk/Pat-Down Search

When reasonable suspicion justifies a pat-down search, the search should be
performed with due caution, restraint, and sensitivity. Pat-down searches
should be conducted in the following manner:
(1) Whenever possible, pat-down searches should be conducted by at least
two (2) police officers, one to perform the search while the other provides
protective cover.
(2) Because pat-down searches are cursory in nature, they should be
performed with the suspect in a standing position, or with hands placed
against a stationary object, and feet spread apart. However, should an officer
visually observe a weapon, a more secure search position may be used like the
prone (lying face down) position.
(3) In a pat-down search, officers are permitted only to feel the outer clothing
of the suspect. Police officers may not place their hands inside the pockets of
the subject’s clothing unless they feel an object that could probably be a
weapon, such as a gun, knife, club, or the like.
(4) If the suspect is carrying an object such as a handbag, suitcase, briefcase,
sack, or other similar items that may conceal a weapon, the police officer
should not open the item but instead put it in a place out of the suspect’s
reach.
 (5) If the external patting of the suspect’s clothing fails to disclose evidence of
a weapon, no further search may be made. If a weapon is found and the
possession of which amounts to a violation of the law, the police officer shall
arrest the suspect and conduct a complete search of his person.

10.3 Reporting after the Spot Check/Accosting or Pat-Down Search

If after conducting a spot check/accosting or pat-down search, the police

officer has no basis for making an arrest, he should record the facts of such
spot check/accosting or pat-down search and forward a report to the
appropriate authority. If the spot check/accosting or pat-down search gives a
justification for a valid warrantless arrest, then an arrest shall be made.
RULE 11. CHECKPOINTS

11.1 Authority to Establish Checkpoints

Checkpoint is a place where the police check vehicular/ pedestrian traffic in
order to enforce circulation control measure and other laws, orders, and
regulations. The establishment of checkpoints must always be authorized by
the Head of Office of the territorial PNP Unit and manned by uniformed PNP
personnel. Other units directly involved in an operation may establish mobile
checkpoints in coordination with the Unit Commander in the area.
11.4 Procedure in the Conduct of Regular Police Checkpoint
a. Unit Commanders should inform Higher Headquarters (HHQs) Tactical
Operations Center (TOC) and coordinate with adjacent units, such as MPS,
CPS, NSUs, Public Safety Company Forces and other friendly forces, personally
or through an official representative, before commencing with the checkpoint to
avoid misencounter and any untoward incident;
b. The TL shall brief the PNP personnel, as well as the civilian components
present, including the media regarding the proper conduct of the checkpoint
and their assigned tasks prior to their deployment;
c. The TL shall initially account for the PNP personnel and check if they are in
the prescribed uniform. PNP personnel conducting the checkpoint shall display
their nameplates at all times. If wearing a jacket, the flap of the jacket bearing
their names should also be displayed.
Likewise, the equipment will include, but not limited to, the following:
 (1) Marked Patrol vehicles;
(2) Firearms with basic load of ammunition;
(3) Handheld and vehicle base radios;
(4) Flashlights;
(5) Megaphone;
(6) Video camera; and
(7) Signage:
(a) Warning signs: (e.g., Slowdown Checkpoint Ahead, Checkpoint 20
Meters Ahead, etc); and
(b) Information signs: Name of the Unit and TL.
d. The Spotter of the team will be pre-positioned in a place where he can best
point/profile suspected vehicles prior to their approach to the checkpoint;
e. Search/Arresting Sub-Team shall flag down suspected vehicles and
conduct search, seizure and arrest, if necessary;
f. In the event of seized drugs, the team having initial custody and control of
the drugs shall immediately conduct physical inventory and photograph the
same in the presence of the accused or the person/s from whom such items
were confiscated and/or seized, or his/her representative or counsel, a
representative from the media and DOJ, any elected public official who shall be
required to sign the copy of the inventory and be given a copy thereof;
g. Arrested persons and seized items shall be turned over to the investigation
sub-team for documentation and proper disposition;
h. In the event that the checkpoint is ignored, and the occupants of the
vehicle open fire on the personnel manning the checkpoint, reasonable force to
overcome the suspects’ aggression may be employed;
i. Inform Higher Headquarters before terminating the conduct of Checkpoint;
j. The TL shall conduct debriefing of personnel after termination of the
Checkpoint; and
k. Unit Commander shall submit After-Activity Report to Higher
Headquarters.
Procedure in the Conduct of On-the Spot (Hasty) Checkpoints

a. PNP personnel conducting mobile patrols on board patrol vehicles will

initially man the checkpoint, to be complemented by additional personnel upon
arrival of reinforcement. A collapsible signage with markings: “Stop, Police
Checkpoint” if available, indicating also the name of the concerned police
office/unit conducting the operations, will be used for the purpose;
b. In the case of PNP personnel conducting Internal Security Operation (ISO)
or foot patrol, where a vehicle and collapsible signage is not readily available,
the checkpoint shall be manned initially by said personnel;
c. The team shall immediately inform Higher Headquarters of the exact
location of the hasty Checkpoint to include personnel involved and available
equipment;
d. In a hasty checkpoint, where there is a possibility of highrisk stop and
high-risk arrest, and there is an urgency for troop deployment and that public
safety might be at risk, the participation of the civilian component and the
presence of the media in the checkpoint operation shall not be allowed;
e. The Unit Commander of the personnel manning the hasty checkpoint shall
immediately send additional personnel, equipment and signage to the area in
order to convert the Hasty Checkpoint into a Regular Checkpoint

Law Enforcement Operations in the Philippines

The Local Government Code of the Philippines mandates the Barangays

to enforce peace and order and provide support for the effective enforcement of
human rights and justice, resolving and/or mediating conflict at the barangay
level through non-adversarial means. Recourse to this Barangay Justice
System is required, with some specific exceptions, as a pre-condition before
filing a complaint in court or any government offices.
At the national level, law enforcement in the Philippines is handled by
two agencies: the Philippine National Police (PNP) and the National Bureau of
Investigation (NBI). Community policing is done by un-armed barangay tanods
who are hired and supervised by their local barangays, the smallest elected
government in the Philippines. Barangay Tanods are often described as
volunteers but they do receive in some places small stipends and benefits such
as health care. They have some limited training.
The Philippine National Police

From a merging of the Philippine Constabulary and the Integrated

National Police, the Philippine National Police (PNP) is the civilian national
police force of the Philippines. The following is a brief history of the PNP and
the organizational structure that it holds today.

I. HISTORICAL HIGHLIGHTS
The Philippine National Police (PNP) originated from the Philippine
Constabulary or the PC, which was inaugurated on August 8, 1901,
establishing it as an insular police force under the American regime. On
August 8, 1975, Presidential Decree no. 765 was issued, establishing the
Philippine Constabulary Integrated National Police or the PC/INP as the
country’s national police force. These fragmented and diverse local police units
were integrated into a national police force with the Philippine Constabulary as
its nucleus.

After the People’s Revolution in 1986, a new Constitution was

promulgated providing for a police force, which is “national in scope and
civilian in character.” Consequently, Republic Act No. 6975 entitled, “An Act
Establishing the Philippine National Police under a Reorganized Department of
the Interior and Local government (DILG),” was signed into law on December
13, 1990, which took effect on January 1, 1991. Subsequently, the PNP was
operational on January 29, 1991, whose members were formerly the PC and
the INP and the absorption of the selected members from the major service
units of the Armed Forces of the Philippines such as the Philippine Air Force
Security Command, the Philippine Coast Guard, Philippine Navy, and the
Philippine Army.

Thus, to further strengthen the PNP into a highly efficient and competent
police force, Republic Act No. 8551 entitled “PNP Reform and the
Reorganization Act of 1998” was enacted on February 17, 1998, amending
certain provisions of Republic Act No. 6975.

II. ORGANIZATIONAL STRUCTURE

1. RELATIONSHIP OF THE PNP TO THE DILG
Pursuant to Republic Act No. 6975 as amended by Republic Act No.
8551, The PNP in under the administrative control and operational supervision
of the National Police Commission. Meanwhile, the NAPOLCOM is an attached
agency of the Department of the Interior and Local Government for policy and
program coordination. The Secretary of the Interior and Local government is
mandated to be the Ex- Officio Chairman of NAPOLCOM.

2. THE PNP ORGANIZATIONAL STRUCTURE

 In order to accomplish the mission, powers and functions of the PNP, its
structure was provided for as follows:

The PNP Command Group is headed by the Chief PNP who is vested
with the power to command and direct the PNP. He is also assisted by two
Deputies assigned to the administration of the PNP and one for operations side.
The Chief of the Directorial Staff serves as the Chief Operations Officer
of the PNP. He coordinates, supervises, and directs the Directorial Staff and the
PNP units in the performance of their respective functions.
The Internal Affairs Service (IAS) is headed by a Inspector General who
assists the Chief PNP in ensuring operational readiness and investigates
infractions of the regulations committed by the members of the PNP.
The Human Rights Affairs Office (HRAO) is headed by a senior police
commissioned officer who serves as a manager of the facility that will supervise
the implementation of the guidelines and policies on human rights laws.
The Center for Police Strategy Management (CPSM) serves as the
Central facility of the PNP in coordinating and integrating all strategy
management processes, sustaining its strategy execution and management,
and instilling in the organization a culture of strategy focus.

The Directorial Staff is composed of 16 directorates. Every Director in

each unit has also his defined function in line with his specialization as
follows:
The Directorate for Personnel and Records Management (DPRM). The
director optimizes the utilization of personnel resources both from the PNP-
uniformed and non- uniformed personnel.
The Directorate for Intelligence (DI). The director manages the
gathering/collating of intelligence objectives through effective management of
all intelligence and counter-intelligence activities of the PNP. He also serves as
the linkage of all foreigners with official transactions with the chief PNP.
The Directorate for Operations (DO). The director exercises the command,
the control, the direction, the coordination and the supervision of all activities
on PNP operations such as deployment and employment of personnel.
The Directorate for Logistics (DL). The director administers and manages
material resources needed for the PNP operations.
The Directorate for Plans (DPL). The director plans and programs strategic
PNP operations. He also represents the PNP in the inter-agency and
international affairs on peace and order.
The Directorate for Comptrollership (DC). The director administers and
manages the fiscal financial resources.
The Directorate for Police-Community Relations (DPCR). The director
formulates and implements community –related activities, programs and
projects. He also supervises the PNP Salaam Police Center to undertake close
monitoring, networking and liaisoning activities with the Muslim communities
in addressing terrorism and lawless violence in their respective areas to
guarantee that the Muslims are not discriminated, oppressed or singled-out.
The Directorate for Investigation and Detective Management (DIDM). The
director coordinates. Controls and supervises all investigation activities.
The Directorate for Human Resource and Doctrine Development (DHRDD).
The director formulates policies on matters pertaining to human resources and
doctrine development.
The Directorate for Research and Development (DRD). The director engages
in research and development and does testing and evaluation of self-reliant
projects.
The Directorate for Information and Communications Technology
Management (DICTM). The director integrates and standardizes all the PNP
information systems and resources to further improve the frontline services.
Five (5) Directorates for Integrated Police Operations (DIPOs). The
Directors of the clustered areas for Integrated Police Operations, namely:
Eastern Mindanao, Western Mindanao, Visayas, Southern and Northern Luzon
are given the responsibility to direct and to supervise the conduct of integrated
anti-criminality, internal security, counter- terrorism operations, to promote
inter-operability with the Armed Forces of the Philippines, and to provide a
system to promote regional socio-economic development.

There are 23 National Support Units of the PNP. Eleven (11) of which are
administrative while twelve (12) are operational in nature. The eleven
Administrative Units are as follows:
1. Logistics Support Service (LSS)
2. Information Technology Management Service (ITMS)
3. Finance Service (FS)
4. Health Service (HS)
5. Communications and Electronics Service (CES)
6. Chaplain Service (CHS)
7. Legal Service (LS)
8. Headquarters Support Service (HSS)
9. Engineering Service( ES)
10. Training Service (TS) and
11. PNP Retirement and Benefits Administration Service (PRBS).
The twelve (12) operational support units and their respective functions are as
follows:

Maritime Group (MG). This group is responsible to perform all police functions
over Philippine Territorial waters, lakes, and rivers along coastal areas to
include ports and harbors and small islands for the security and the
sustainability development of the maritime environment.
Intelligence Group (IG). This group serves as the intelligence and counter-
intelligence operating unit of the PNP.
Police Security and Protection Group (PSPG). This group provides security to
government vital installations, government officials, visiting dignitaries and
private individuals authorized to be given protection.
Criminal Investigation and Detection Group (CIDG). This group monitors,
investigates, prosecutes all crimes involving economic sabotage, and other
crimes of such magnitude and extent as to indicate their commission by highly
placed or professional criminal syndicates and organizations. It also conducts
organized- crime –control, all major cases involving violations of the revised
penal Code, violators of SPECIAL LAWS assigned to them such as Anti-
hijacking, Anti-Carnapping and Cyber crimes among others and atrocities
committed by Communist Party of the Philippines (CPP)/New People’s Army
(NPA)/National Democratic Front (NDF).
Special Action Force (SAF). This group is a mobile strike force or a reaction
unit to augment regional , provincial, municipal and city police force for civil
disturbance control, internal security operations, hostage-taking rescue
operations, search and rescue in times of natural calamities, disasters and
national emergencies and other special police operations such as ant-hijacking,
anti-terrorism, explosives and ordnance disposal. On a special note, the PNP
Air Unit is placed under the supervision of SAF.
Aviation Security Group (AVEGROUP). This group provides security to all
airports throughout the country.
Highway Patrol Group (HPG). This group enforces the traffic laws and
regulations, promote safety along the highways, enhances traffic safety
consciousness through inter- agency cooperation concerning Police Traffic
Safety Engineering, Traffic Safety Education and Traffic Law enforcement
functions and develops reforms in the crime prevention aspect against all forms
of lawlessness committed along National Highway involving the use of motor
vehicles.
Police-Community Relations Group (PCRG). This group undertakes and
orchestrates Police Community Relations program and activities in partnership
with concerned government agencies, the community, and volunteer
organizations in order to prevent crime and attain a safe and peaceful
environment.
Civil Security Group (CSG). This group regulates business operations and
activities of all organized private detectives, watchmen, security
guards/agencies and company guard forces. It also supervises the licensing
and registration of firearms and explosives.
Crime Laboratory (CL). This group provides scientific and technical,
investigative aide and support to the PNP and other investigative agencies. It
also provides crime laboratory examination, evaluation and identification of
physical evidence gathered at the crime scene with primary emphasis on
medical, biological and physical nature.
PNP Anti-Kidnapping Group (PNP-AKG). This Group serves as the primary
unit of the PNP in addressing kidnapping menace in the country and in
handling hostage situations. And
PNP Anti-Cybercrime Group (PNP- ACG). This Group is responsible for the
implementation of pertinent laws on cybercrimes and anti-cybercrime
campaigns of the PNP.
For the main PNP operating units, there are seventeen (17) Police
Regional Offices nationwide which correspond to the Regional subdivisions of
the country. Directly under the Police Regional Offices are seventeen (17)
Regional Public Safety Battalions (RPSB), eighty (80) Police Provincial Offices
which correspond to the number of Provinces in the country and twenty (20)
City Police Offices (CPOs) in highly urbanized and independent cities , which
are equivalent to a Provincial Police Office.
The Police Provincial Offices have their respective Provincial Public Safety
Companies (PPSC) which is utilized primarily for internal security operations
(ISO). The number of platoons in a Provincial Public Safety Company is
dependent on the existing peace and order situation in the province concerned.

Finally, a total of 1,766 Police Stations are established nationwide and

they are categorized as follows: 90 Component City Police Stations and 1,507
Municipal Police Stations under the Police Provincial Offices, 131 Police
Stations under the City Police Offices, and 38 Police Stations/City Police
Stations in the National Capital Regional Police Office which serve as the main
operating arms of the PNP for the anti-criminality campaign.

III. THE PNP RANK CLASSIFICATIONS

The PNP also has a significant feature in line of its rank classifications. It
adopts a different structure for purposes of attaining a more efficient
administration, supervision, and control as compared to the Armed Forces.

These distinct considerations serve as bases for comparison between the

ranks of the PNP and ranks of AFP as presented in the table.

PNP Ranks AFP Ranks

Police Commissioned Officers Commissioned Office
Director General General
Deputy Director General Lieutenant General
Director Major General
Chief Superintendent Brigadier General
Senior Superintendent Colonel
Superintendent Lieutenant Colonel
Chief Inspector Major
Senior Inspector Captain
Inspector 1st and 2nd Lieutenant
Police Non-Commissioned Non-Commissioned
Officers Officers
Senior Police Officer IV Master Sergeant
Senior Police Officer III Technical Sergeant
 Senior Police Officer II Staff Sergeant
Senior Police Officer I Sergeant
Police Officer III Corporal
Police Officer II Private First Class
Police Officer I Private

IV. THE PNP LINKAGES WITH OTHER LAW ENFORCEMENT

ORGANIZATIONS
Domestically, the PNP is linked with the other law enforcement agencies
through the National Law Enforcement Coordinating Committee (NALECC).
This body convenes regularly to foster cooperation and coordination among all
law enforcement agencies in the country.

It also supports several law enforcement agencies like the Philippine

Center for Transnational Crimes (PCTC) and the Philippine Drug Enforcement
Agency.

It is also linked with the International Enforcement Community thru the

INTERPOL, with the head of the PCTC as the Secretariat, and the Chief PNP as
the Chief of the National Central Bureau and a member of the ASEAN Chiefs of
Police or ASEANPOL, and a partner of the United Nations Center for
International Crime Prevention (UNCICP).

V. THE PNP RELATIONSHIP WITH THE AFP

The PNP and AFP complement each other on their pursuit to suppress
insurgency, and other serious threats to national security and in times of
national emergency prescribed pursuant to Section 12 of Republic Act 8551.

Consequently there are also governing relationships between them as

follows:

The PNP enforces laws and ordinances and performs statutory functions
while the AFP exercises primary responsibility on matters involving
suppression of insurgency and other serious threats to national security.
The PNP provides assistance to the AFP in insurgency – affected areas
while the AFP is also responsible for the integrated territorial defense system.
The PNP assists the AFP for the dispositive action on arrested, captured
or surrendered insurgent within the prescribed elementary period.
The PNP provides assistance to the AFP in the arrest of suspected
insurgents with standing warrants of arrest, and
The PNP and the AFP maintain close intelligence coordination and
exchanges and share each other’s accomplishments of their respective mission
and functions.
Law Enforcement Administration
Many public safety and law enforcement patrol officers and detectives
strive to obtain administrative and supervisory positions. Law enforcement
administrators ensure that police departments and other law enforcement
organizations run smoothly. They supervise staff while promoting and
executing regulations for law enforcement specific to their agencies. The U.S.
Drug Enforcement Administration (DEA), for example, is an organization that
deals with enforcing the laws and regulations that relate to illegal drugs.

Most law enforcement administrators start out as patrol officers and

work their way up the ranks. It's at the patrol level (corporal) that officers learn
the streets and people of the communities they serve and protect. After serving
as corporal for a year or two, officers can then be considered for promotions to
sergeant, lieutenant or captain. Depending on the agency, exceptional officers
with an educational background in law enforcement administration can skip
ranks and advance quickly.

Types of Law Enforcement Agencies

A law enforcement agency (LEA) is any agency which enforces the law.
This may be a special, local, or state police, federal agencies such as the
Federal Bureau of Investigation (FBI) or the Drug Enforcement Administration
(DEA). Also, it can be used to describe an international organization such as
Europol or Interpol. This is a list of law enforcement agencies, organized by
continent and then by country.

Year of
Name of the About the Agency /
S.No. Headquarters formatio
Agency Vision
n
It is the lead agency
tasked in providing
security for the
President of the
Presidential
 1 Philippines 1897 Philippines, Vice
Security Group
President of the
Philippines, and
their immediate
families.
 2 Philippine Drug Philippines 2007 It is the lead anti-
 drugs law
enforcement agency,
responsible for
preventing,
investigating and
Enforcement combating any
Agency dangerous drugs,
controlled
precursors and
essential chemicals
within the
Philippines.
It is the national
Philippine National police force of the
 3 Philippines 1991
Police Republic of the
Philippines.
It is an agency of
the Philippine
government under
the Department of
National Bureau of Justice, responsible
 4 Philippines 1936
Investigation for handling and
solving major high
profile cases that
are in the interest of
the nation.
It is an agency of
the Philippine
government under
the Department of
Transportation and
Communications
responsible for
Land
optimizing the land
 5 Transportation Philippines 1964
transportation
Office
service and facilities
and to effectively
implement the
various
transportation laws,
rules and
regulations
 It is an attached
agency of
Department of
Bureau of Internal Finance. BIR
 6 Philippines 1904
Revenue collects more than
one-half of the total
revenues of the
government.
It is the executive
department of the
Philippine
government
responsible for
Department of governing and
 7 Environment and Philippines 1917 supervising the
Natural Resources exploration,
development,
utilization, and
conservation of the
country's natural
resources.

LAW ENFORCEMENT OPERATIONS

THE PHILIPPINE NATIONAL POLICE MANUAL

I. GENERAL PROCEDURES

1. Police Blotter
 PNP operating unit shall maintain an official police blotter.
 all types of operational and undercover dispatches shall be recorded.
 A separate Police Blotter, however, shall be maintained for crime incident
reports involving violence against women and children and those cases
involving a child in conflict with the law to protect their privacy.

2. INTER-UNIT COORDINATION
 Local Police Units operating outside their territorial jurisdiction
and National Support Units (NSUs) shall coordinate, personally or
through an official representative, with the Police Office within
whose jurisdiction the operation shall be conducted.
  If formal inter-unit coordination is not feasible, the Police Unit
concerned shall endeavor to notify the territorial police office
through any practical/available means of communication at
anytime during the operation;
 If not possible, shall accomplish and furnish the territorial Police
Office a written incident report immediately after the termination of
the operation.

3. BASIC REQUIREMENTS OF POLICE

INTERVENTION OPERATIONS
Requirements:
o with a marked police vehicle;
o preferably led by a Police Commissioned Officer (PCO); and
o with personnel in prescribed police uniform.

4. WARNING SHOTS
The police shall not use warning shots during police interventions.

5. USE OF FORCE
Issuance of Warning
The police officer must first issue a warning before he could use force
against an offender to identify himself and to give opportunity for surrender.

Reasonable Force
The reasonableness of the force employed will depend upon the number
of aggressor, nature and characteristic of the weapon used, physical condition,
size and other circumstances to include the place and occasion of the assault.

Use of Weapon
The excessive use of force is prohibited.
The use of weapon is justified if the suspect poses imminent danger of causing
death or injury to the police officer or other persons.
The use of weapon is also justified under the Doctrines of Self-Defense, Defense
of Relative, and Defense of Stranger.

Reportorial Requirements
Any police officer who used his firearm against a suspect must submit an
after- encounter report outlining the circumstances necessitating the use of
weapon against the suspect.

6. MOVING VEHICLES
 A moving vehicle shall not be fired upon except when its occupants pose
imminent danger of causing death or injury to the police officer or any
other person;
 The use of firearm does not create a danger to the public and outweighs
the likely benefits of its non-use.
  In firing upon a moving vehicle, the following parameters should be
considered:
a. the intent of the fleeing suspect/s to harm;
b. the capability of the fleeing suspect/s to harm; and
c. accessibility or the proximity of the fleeing suspect/s.

II. BASIC PROCEDURES

1. Guidelines and Procedures when Responding to Calls for Police
Assistance
 Gather and note down in the patrol logbook all available data.
 Stop the car at some distance away from the scene and approach
the scene on foot.
 Immediately attend to the injured.
 Focus all efforts to arrest criminals however; priority shall be given
to aiding the injured.
 When the suspects or criminals have fled the scene relay to the
Tactical Operation Center (TOC) for the conduct of dragnet
operations.

2. Protecting and Preserving the Crime Scene

 Respond as soon as possible;
 Establish the police lines;
 Avoid touching or stepping on anything that may represent
evidence;
 Check and protect adjacent areas where pieces of evidence
could be found;
 Look for the presence of bloodstains and other body fluids.
 Turn over all initial information and pieces of evidence to the
responding investigation unit/elements.

2. SPOT CHECKS /ACCOSTING AND PAT-DOWN SEARCHES

2.1. Grounds for Spot Check/Accosting
Stop the individual for the purpose of conducting a spot check/accosting
only when reasonable suspicion exists. Such facts include, but are not limited
to, the following:

a. The appearance or demeanor of the individual suggests that he is part of

a criminal enterprise or is engaged in a criminal act;
b. The actions of the individual suggest that he is engaged in a criminal
activity;
c. Questionable presence of the individual in the area;
d. The subject is carrying a suspicious object;
e. The suspect’s clothing bulges in a manner that suggests he is carrying a
weapon;
f. The suspect has been found in the time and place proximate to an
alleged crime;
g. The police officer has knowledge of the suspect’s prior criminal record or
involvement in criminal activity; and
h. The individual flees at the sight of a police officer.

2.2 Procedures and Guidelines for Spot Checks/Accosting

a. Police officer shall clearly identify himself;
b. Police officers shall be courteous at all times;
c. Before approaching more than one individual, police officers should
determine whether the circumstances warrant a request for back-up;
d. Questions shall be confined as to the suspect’s identity, place of
residence, and other inquiries necessary to resolve the police officer’s
suspicion.
e. Police officers are not required to give the suspect Miranda Warning
unless the person is placed under arrest.

2.3. Grounds for Body Frisk/Pat-Down Search

Circumstances which may justify pat-down search:
a. The type of crime believed to be committed by the subject
– particularly crimes of violence where the threat of use or use of deadly
weapon is involved;
b. Where the police officer handles several suspects;
c. The time of the day and the location where the pat-down search took
place;
d. Prior knowledge by the police officer of the suspect’s use of force and/or
propensity to carry deadly weapons;
e. The appearance and demeanor of the suspect;
f. Visual indications that the suspect is carrying a firearm or other deadly
weapon; and
g. Whenever possible, pat-down should be performed by
police officers of the same gender.

3. ARREST
 All arrests should be made only on the basis of a valid Warrant of Arrest.
 No violence or unnecessary force shall be used in
making an arrest.
3.1 Time of Arrest
Should be made on any day of the week and at any time of
the day or night.
3.2. Section5. Procedures in Serving Warrant of Arrest
a. Verify the validity of the warrant;
b. The police officer should introduce himself and show proper
identification;
c. If refused entry, the police officer may break into any residence, office,
building, and other structure;
d. The police officer need not have a copy of the warrant in his possession
at the time of the arrest. If the person arrested so requires, the warrant shall be
shown to the arrested person as soon as possible;
e. Secure the person to be arrested;
f. Conduct thorough search for weapons and other illegal materials on the
person arrested and surroundings within his immediate control;
g. Inform the person to be arrested of his rights under the Miranda
Doctrine.
h. No unnecessary force shall be used in making an arrest;
i. Confiscated evidence shall be properly documented;
j. Bring the arrested person to the Police Station for documentation;
k. Make a Return of Warrant to the court and
l. Deliver the arrested person to jail/prison.

4. SEARCHES AND SEIZURES

 The warrant should be served during daytime, unless there is a provision
in the warrant allowing service at any time of the day or night.
 If refused admittance to the place of search after giving notice of the
purpose the police officer may break open any outer or inner door or
window to implement the warrant.

4.1. Prohibited Acts in the Conduct of Search by Virtue of a Search Warrant

a. Search shall not be made in the absence of the lawful occupant or any
member of his family or, in the absence of the latter, in the presence of two (2)
witnesses of sufficient age and discretion residing in the same locality.
b. Lawful personal properties, papers, and other valuables not specifically
indicated or particularly described in the search warrant shall not be taken.

Deliver the property seized to the judge who issued the warrant, together with
an inventory duly verified under oath.

Police Operational Planning

Police administrators sometimes do not appreciate the importance of

planning because of the pattern of career development. It is ironic that the
pattern of career development for typical police managers carries with it seeds
that sometimes blossom into a negative view of planning. However, planning is
an integral element of good management and good decision-making.
Management needs to anticipate and shape events; it is weak if it merely
responds to them.
What is a Plan?
A plan is an organize schedule or sequence by methodical activities
intended to attain a goal and objectives for the accomplishment of mission or
assignment. It is a method or way of doing something in order to attain
objectives. Plan provides answer to 5W’s and 1 H.

What is Planning?
Hudzik and Cordner defined planning as “thinking about the future,
thinking about what we want the future would be, and thinking about what we
need to do now to achieve it.”

Planning is a management function concerned with visualizing future

situations, making estimates concerning them, identifying issues, needs and
potential danger points, analyzing and evaluating the alternative ways and
means for reaching desired goals according to a certain schedule, estimating
the necessary funds, and resources to do the work, and initiating action in
time to prepare what may be needed to cope with the changing conditions and
contingent events.

What is Police Planning?

Police Planning is an attempt by police administrators in trying to
allocate anticipated resources to meet anticipated service demands. It is the
systematic and orderly determination of facts and events as basis for policy
formulation and decision affecting law enforcement management.

What is Operational Planning?

Operational Planning is the use of rational design or pattern for all
departmental undertaking rather than relying on change in an operational
environment. It is the preparation and development of procedures and
techniques in accomplishing of each of the primary tasks and functions of an
organization.

What is Police Operational Planning?

Police Operational Planning is the act of determining policies and
guidelines for police activities and operations and providing controls and
safeguards for such activities and operations in the department. It may also be
the process of formulating coordinated sequence of methodical activities and
allocation of resources to the line units of the police organization for the
attainment of the mandated objectives or goals.
Objectives are a specific commitment to achieve a measurable result
within a specific period of time. Goals are general statement of intention and
typically with time horizon, or it is an achievable end state that can be
measured and observed. Making choices about goals is one of the most
important aspects of planning. Relate this definitions with their description as
defined in chapter one.

STRATEGIC PLANNING
Strategic planning is a series of preliminary decisions on a framework,
which in turn guides subsequent decisions that generate the nature and
direction of an organization. This is usually long range in nature. The reasons
for Strategic Planning are:

VISION – A vision of what a police department should be.

LONG-RANGE THINKING – Keeping in mind that strategy is deciding where we
want to be
STRATEGIC FOCUS
CONGRUENCE
A STRATEGIC RESPONSE TO CHANGE
STRATEGIC FRAMEWORK

Strategic Planning process

TASK 1 – Develop Mission and Objectives
TASK 2 – Diagnose Environmental Threats and Opportunities
TASK 3 – Assess Organizational Strengths and Weaknesses
TASK 4 – Generate Alternative Strategies
TASK 5 – Develop Strategic Plan
TASK 6 - Develop Tactical Plan
TASK 7 – Assess Results of Strategic and Tactical Plan
TASK 8 – Repeat Planning Process

In the process, the police administrator can use the potent tool of
alternatives. Alternatives (options) are means by which goals and objectives can
be attained. They maybe policies, strategies or specific actions aimed at
eliminating a problem. Alternative do not have to be substitutes for one
another or should perform the same function. For example, our goal is to
“improve officer-survival skills.” The plan is to train the officers on militaristic
and combat shooting. The alternatives could be:

Alternative 1 – modify police vehicles

Alternative 2 – issuing bulletproof vests
Alternative 3 – utilizing computer assisted dispatch system
Alternative 4 – increasing first-line supervision, etc

FUNDAMENTALS OF POLICE PLANNING

What are the Objectives of Police Planning?
 To increase the chances of success by focusing on results and not so
much on the objectives.
  To force analytical thinking and evaluation of alternatives for better
decisions.
 To establish a framework for decision making consistent with the goal of
the organization.
 To orient people to action instead of reaction.
 To modify the day-to-day style of operation to future management.
 To provide decision making with flexibility.
 To provide basis for measuring original accomplishments or individual
performance.
 To increase employee and personnel involvement and to improve
communication.

What can be expected in planning?

 Improve analysis of problems
 Provide better information for decision-making
 Help to clarify goals, objectives, priorities
 Result is more effective allocation of resources
 Improve inter-and intradepartmental cooperation and coordination
 Improve the performance of programs
 Give the police department a clear sense of direction
 Provide the opportunity for greater public support
 Increase the commitment of personnel

What are the characteristics of a good police plan?

 With clearly defined Objectives or Goals
 Simplicity, Directness and Clarity
 Flexibility
 Possibility of Attainment
 Must provide Standard of Operation
 Economy in terms of Resources needed for implementation

Guidelines in Planning
The five (5) W’s and one (1) H
 What to do – mission/objective
 Why to do – reason/philosophy
 When to do – date/time
 Where to do – place
 Who will do – people involve
 How to do – strategy

Responsibilities in Planning
Broad External Policy Planning – is the responsibility of the legislative
branch of the government. The main concern of the police in this broad
external policy planning is assisting the legislature in their determining of
police guideline through the passage of appropriate laws or ordinances for the
police to enforce.
Internal Policy Planning – is the responsibility of the C/PNP and other
chiefs of the different units or headquarters within their area of jurisdiction to
achieve the objectives or mission of the police organization. They are
responsible for planning, organizing, staffing, directing, coordinating,
controlling, reporting and budgeting for the police organization within existing
policies and available resources. For maximum police effectiveness, they shall
be responsible for the technical operation of the police organization and
management of its personnel.

Parts of a Police Operational Plan

 Security Classification
 Number of Copies and Pages
 Name of Headquarters
 Plan Title or Name
 Reference – The source of authority in formulating a plan is based on:
 Organizational Policy or Guidelines
 Orders of Superior Officers or Authorities
 Documents, maps, books, etc.
 Situation – General Situation and Specific Situation

TYPES OF PLAN in general

Reactive Plans are developed as a result of crisis. A particular problem
may occur for which the department has no plan and must quickly develop
one, sometimes without careful preparation.
Proactive Plans are developed in anticipation of problems. Although not
all police problems are predictable, many are, and it is possible for a police
department to prepare a response in advance.
Visionary Plans are essential statements that identify the role of the
police in the community and the future condition or state to which the
department can aspire. A vision may also include a statement of values to be
used to guide the decision making process in the department.
Strategic Plans are designed to meet the long-range, overall goals of the
organization. Such plans allow the department to adapt anticipated changes or
develop a new philosophy or model of policing (e.g. community policing). One of
the most important aspects of strategic planning is to focus on external
environmental factors that affect the goals and objectives of the department
and how they will be achieved. Important environmental factors include
personnel needs, population trends, technological innovations, business trends
and demand, crime problems, and community attitudes.
Operational Plans are designed to meet the specific tasks requires to
implement strategic plans.
There are four types of operational plan:
Standing Plans provide the basic framework for responding to organizational
problems. The organizational vision and values, strategic statement, policies,
procedures, and rules and regulations are examples of standing plans.
Standing plans also include guidelines for responding to different types of
incidents; for example, a civil disturbance, hostage situation, crime in progress,
and felony car stops.

Functional Plans include the framework for the operation of the major
functional units in the organization, such as patrol and investigations. It also
includes the design of the structure, how different functions and units are to
relate and coordinate activities, and how resources are to be allocated.

Operational-efficiency, effectiveness, and productivity plans are essentially the

measures or comparisons to be used to assess police activities and behavior
(outputs) and results (outcomes). If one of the goals of the police department is
to reduce the crime rate, any change that occurs can be compared to past
crime rates in the same community or crime in other communities, a state, or
the nation. If the crime rates were reduced while holding or reducing costs, it
would reflect an improvement not only in effectiveness but also in
departmental productivity.

Time-specific Plans are concerned with specific purpose and conclude when an
objective is accomplished or a problem is solved. Specific police programs or
projects such as drug crackdown, crime prevention program, and
neighborhood clean-up campaign are good examples of time-specific plans.

STEPS IN POLICE OPERATIONAL PLANNING

1. Frame of Reference – 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.

2. Clarifying the Problems – 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.

3. Collecting all Pertinent Facts – 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.

4. Developing the Facts – 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.

5. Developing Alternative Plans – 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.

6. Selecting the Most Appropriate Alternative – A careful consideration of all

facts usually leads to the selection of the best alternative proposal.

7. Selling the Plans – 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.

8. Arranging for the Execution of the Plan – 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.

9. Evaluating the Effectiveness of the Plan – 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.

SAMPLE OF POLICE PLANS and the PNP Programs and Strategies

The acronym SMART describing the characteristics of a Plan:
S – IMPLE
 M – EASURABLE
A – TTAINABLE
R – EALISTIC
T – IME BOUND

The acronym POLICE 2000 also describes another police plan:

P – REVENTION and suppression of crime through community oriented
policing system
O – ODER, maintenance, peacekeeping and internal security
L – AW enforcement without fear or favor
I - MAGE, credibility and common support
C – OORDINATION with other government agencies and non- government
agencies organizations and internal securities
E – FFICIENCY and effectiveness in the development and
management of human and material resources

The acronym DREAMS stands for:

D – ISPERSAL of policeman from the headquarters to the street
and enhancement of crime prevention program
R – ESTORATION of trust and confidence of the people on their
police and gain community support
E – LIMINATION of street and neighborhood crimes and
improvement of public safety
A – RREST of all criminal elements common or organized in
coordination with the pillars of the CJS and other law enforcement agencies
M – APPING up and removal of scalawags from the pole of ranks
S – TRENGHTENING the management and capability of the PNP to
undertake or support the dreams operations and activities

The Three Point Agenda known as ICU:

I – NEPT
C – ORRUPT
U – NDISCIPLINE

The acronym GLORIA stands for:

G – RAFT free organization

L – EADERSHIP by example
O – NE stop shop mechanism for a faster police response to complaints and
reports
R – ESULT oriented culture in the anti-criminality effort
I – NVESTMENT climate, which is business friendly as a result of the peace and
order
A – CCOUNTABILITY and ownership of peace and order campaign
Crime Mapping
Crime mapping is used by analysts in law enforcement agencies to map,
visualize, and analyze crime incident patterns. It is a key component of crime
analysis and the CompStat policing strategy. Mapping crime, using Geographic
Information Systems (GIS), allows crime analysts to identify crime hot spots,
along with other trends and patterns.

A geographic information system (GIS) is a powerful software tool that

allows the user to create any kind of geographic representation, from a simple
point map to a three-dimensional visualization of spatial or temporal data. For
the purposes of this book, the definition of a GIS is as follows:

Crime mapping is a term used in policing to refer to the process of conducting

spatial analysis within crime analysis. For the purposes of this book, the
definition of crime mapping is as follows:

Clarifying where different types of crime and other incidents occur is one
of the many important functions of crime analysis. Because of the unique
nature of the software used and the prominence of geographic data in crime
mapping, this type of analysis is often discussed as though it is distinct from
crime analysis; in reality, however, crime mapping is a subdiscipline of crime
analysis. Crime mapping serves three main functions within crime analysis:

1. It facilitates visual and statistical analyses of the spatial nature of crime

and other types of events.
2. It allows analysts to link unlike data sources together based on common
geographic variables (e.g., linking census information, school information, and
crime data for a common area).
3. It provides maps that help to communicate analysis results.

Crime mapping is complementary to all forms of crime analysis in that it

plays an important part in almost every analysis. As Figure 4.1 illustrates,
crime mapping does not stand alone; rather, it is a process that occurs within
the larger process of crime analysis. The following are some examples of how
crime mapping is used within the three types of crime analysis that are the
focus of this book:

Geographic Features
A geographic information system translates physical elements in the real
world— such as roads, buildings, lakes, and mountains—into forms that can
be displayed, manipulated, and analyzed along with police information such as
crime, arrest, and traffic accident data. A GIS uses four types of features to
represent objects and locations in the real world; these are referred to as point,
line, polygon, and image features.

Point Features
A point feature is a discrete location that is usually depicted on a GIS-
generated map by a symbol or label. A point feature is analogous to a pin
placed on a paper wall map. A GIS uses different symbols to depict the
locations of data relevant to the analysis, such as crimes, motor vehicle
accidents, traffic signs, buildings, police beat stations, and cell phone towers
Line Features
A line feature is a real-world element that can be represented on a map
by a line or set of lines.

Polygon Features
A polygon feature is a geographic area represented on a map by a
multisided figure with a closed set of lines. Polygons can represent areas as
large as continents or as small as buildings; in GIS-generated maps they may
be used to depict county boundaries, city boundaries, parks, school campuses,
or police districts. The five polygons in Figure 4.3 might represent police
districts in a city.

Image Features
An image feature on a GIS-generated map is a vertical photograph taken
from a satellite or an airplane that is digitized and placed within the
appropriate coordinates. Such photos, which may appear in black and white or
color, show the details of streets, buildings, parking lots, and environmental
features (landscaping). Figure 4.4 is an example of an image feature, an aerial
photograph of a residential neighborhood.

Types of Crime Mapping

Several types of mapping are used routinely in crime analysis. This
section provides a brief introduction to the various types of crime mapping to
set the stage for the chapters that follow, which discuss the creation of maps
and their application to crime analysis in more detail

Single-Symbol Mapping
In single-symbol maps, individual, uniform symbols represent features
such as the locations of stores, roads, or statesIn addition, single-symbol maps
are not useful when analysts are dealing with large amounts of data
Buffers
A buffer is a specified area around a feature on a map. Buffers can be set
at small distances, such as 50 feet, or larger distances, such as 500 miles,
depending on the purpose and scale of the map. Buffers help in crime analysis
by illustrating the relative distances between features on a map.

Buffers can also be used as polygons for data aggregation and

comparison.
Graduated Mapping
Crime analysts often use graduated maps—that is, maps in which
different sizes or colors of features represent particular values of variables
In a graduated size map, the sizes of the symbols used for point and line
features reflect their value

In a graduated color map, the colors of the symbols reflect their values;
this kind of mapping can be used with points (in a single-symbol map only),2
lines, and polygons

Chart Mapping
Chart mapping allows the crime analyst to display several values within
a particular variable at the same time (e.g., variable  crime, values  robbery,
assault, and rape). There are two types of chart mapping: pie and bar. In pie
chart mapping, the relative percentages (represented by slices of a pie) of
values within a variable are displayed.
Figure 4.8 Graduated Size Map Example

Density Mapping
In density mapping, analysts use point data to shade surfaces that are
not limited to area boundaries (as is the case in graduated color mapping). In
their most basic form, density maps are shaded according to the concentration
of incidents in particular areas.

Interactive Crime Mapping

Rather than a type of mapping, the term interactive crime mapping refers
to simplified geographic information systems made available to novice users
over the Internet. Many police departments have interactive Web sites where
citizens and police officers can conduct basic crime mapping themselves. These
applications typically are not flexible or sophisticated enough to be useful to
crime analysts