POLICE OPERATIONS 

What is Patrol?  

According to Hale, Patrol is the essence of police function while Payton said 
Patrol division is the backbone of a police department. However, making it simpler, 
patrol may refer to the regular tour made by a guard in a place in order to protect it or
to  maintain order. It could also mean a person or a group (such as a police or military
unit)  sent to carry out a tour of duty in a certain place with a particular mission either
for  reconnaissance purposes or simply to provide protection. 

Etymology of the Term Police and Patrol 

As discussed earlier, the term police originated from the Greek word politeia,
which means ‘civil organization’ and ‘the state’; the Romans slightly changed the word 
to politia. The French changed the word to police to call those people authorized to 
implement the law. The English and the Americans borrowed the word from the French 
and used it to describe a law enforcer. The word Cop and Constable are other 
common descriptions of a police officer. Cop is a European term meaning to catch or 
seize. 

It must be noted that the terms constable and patrol came from the French. 
Patrol originated directly or via German Patrolla from the French patrouller (patroullier), 
which originally means ‘to walk through mud in a military camp.’ 

The Evolution of Police Patrol 

Police is the agency of a community or government that is responsible for 

maintaining public order and preventing and detecting crime. The idea of the police 
force as a protective and law enforcement organization developed from the use of 
military bodies as guardians of the peace, such as the Praetorian Guard of ancient 
Rome. 

The Praetorian Guard is composed of Roman soldiers or centurions carefully 

selected by the commander of the city under the authority of Emperor Ceasar. The 
Romans achieved a high level of law enforcement, which remained in effect until the 
decline of the empire and the onset of the Middle Ages. Beginning in the 15 century, 
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policing became a task of the heads of fiefdoms and principalities. 

Police in the Ancient Time 

In recorded history, we can find many documents and archeological finds that 
insinuate a form of organized police. For example, a clay tablet used by the ancient 
Babylonian dated, around 2000 BC, contains a report from a Babylonian officer to his 
superiors notifying them that he had proceeded to the man’s house as ordered,
arrested  him, taken his fingerprints and then taken control of his property. Around the
same date,  the discovery in the Indus valley revealed not only that this city had sewers
and a  bathroom in each house, but that there are special “watch-houses” which were
used by  policemen whose duty it was to patrol the streets and maintain order. 

In both the Old Testament (Song of Solomon, Isaiah and Jeremiah) and the
New  Testament (Matthew and John), we find references to “watchmen” whose duty it
was to  protect the city and arrest offenders. 

The hieroglyphics of the ancient Egyptians indicates that they had police
officers.  They had special flag with its distinctive emblem, a gazelle with a large ostrich
feather  attached to its neck. There was a constant for some type of protective police
patrol 
because of the great treasures hidden in the many tombs. It was in this regard that the 
Egyptians became the first people to use police dogs on patrol. They also invented 
the lock. 

The police were civilians called “medjay” and headed by an Egyptian military 
officer. 

Augustus, just before the time of Christ, formed the “Vigiles” of Rome, a group 
of over two thousand men, armed with staves and shortsword, whose duty was to keep 
the peace and fight fires. 

Police in the Middle Ages 

In the early Middle Ages (a period from the 5 Century A.D. to about 1350), a 
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system of mutual protection was developed called the “Frankpledge”. Under this 
system, a community was divided into tithings or groups of 10 men, each member of 
which was responsible for the conduct of the other members of his group and for the 
assurance that a member charged with a breach of the law would be produced at court. 
This system has in some ways prevailed in the British military. If one man makes a 
mistake, the whole group to which he belongs is punished. 

England 

In England, each petty kingdom was divided into shires or counties. Each shire 
was the responsibility of a “Reeve”, later called the Sheriff, who in turn was 
responsible to their King for law and order in his respective district. Each Shire was 
broken down into Hundreds (100 households) headed by a Hundredman, later known 
as a High Constable. Each hundred was further broken down into Tythings (10 families) 
headed by a Tythingman or Chief Tythingman who was elected by the group, later on 
replaced by the Constable in the 12 century. He served as constable and judge. 
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Another form of police protection used at the end of this era was for each able 
bodied man to serve so much time patrolling the town at night as a “Watchman.” Later,  
it was required that they call out the time and weather on the hour. 
 The Hue and Cry - It was an ancient Saxon practice that the invaders brought 
over to England. The horn, the oldest known warning device in history, was sounded 
when a person committed a crime, or a felon escaped, and it was detected. When they 
hear this, they raised a cry, sounded their horns, and by law had to lay aside their work 
and join their pursuit. If they failed to join, they were considered to have taken the part  
of the escaping person and would be arrested. The law stated that pursuit of the
fugitive  must continue until he was caught or reached the sea. 

Keepers of the Peace - At the end of the 12 Century (1195), King Richard issued a
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proclamation entitled “Keepers of the Peace”, requiring the appointment of  knights to
keep the King’s Peace. Some believe that the present “shield” type badge  used by
some police departments had its origin with the shield the knights used. They  keep
guard at bridges and gates and checking on people leaving and entering the town. 

Statute of Winchester (Watch and Ward Act) - Near the end of the 13 Centuryth

(1285), the Statute of Winchester enacted the system of Watch and Ward Act.  A
watch was stationed between sunset and sunrise at each gate of a walled town. It 
revived the Hue and Cry. Some watches are grouped together for protection and 
patrolled the town in “Marching Watches”. 

The Charlies - Near the middle of the 17 Century (1663), King Charles passed 
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an act which provided in London one thousand Night Watchmen or bellmen to be on 
duty from sunset to sunrise and they were called Charlies. Also referred to by the local 
citizens as “Shiver and Shake” watch because they were often old and frail and would 
run off if they saw any trouble, or heard a cry for help. They carried long staves and  
dimly lit lanterns, and they called out the hour and weather conditions. Some were not 
honest and sometimes work for criminals as lookouts. Because of this ineffectiveness, 
merchants hired their own watchman who was known as the “Merchant Police.” 

Bow Street Runners - In 1748, Henry Fielding became the Chief Magistrate at 
Bow Street in Middlesex, London. He organized a group of men known as Bow Street  
Runners whose task was to run errands for the Bow Street Court. He later formed The 
Bow Street Horse Patrol whose duty was to patrol the main roads thus secure the 
travelers from highwaymen or highway bandits. According to some books, Bow Street 
Runners was the first organized foot patrol and Bow Street horse Patrol was the first 
mounted police on patrol. 

The Metropolitan Police - In 1829, Sir Robert Peel introduced the

Metropolitan  Police Act and was passed by the English parliament of England in the
same year.  This law led to the creation of the Metropolitan Police Force of London,
which is viewed  by some historians as the first organized uniformed police form. This
police force was  later called Scotland Yard. Being the sponsor of the law, Peel
became the first head of  the police organization thus earning the title of “The Father of
Modern Policing  System.” 

The “New Police” by Peel were not well received at first. Oftentimes, they were 
referred to as “Peel’s Bloody Gang,” “Blue Devils,” and “Dirty Papists.” 
France 

The French Police is quite old. During the Roman Empire, France was the 
Roman province Gaul, and the French seemed to expand on Augustus Caesar’s idea
of  police by giving them very wide powers including price control, welfare, public
morals,  and even sitting in judgment of these offenders. They (the police) handled
duties that  today we consider “civil” matters and their power came directly from the king
not from  the community. 

16 Century - Paris had two patrols: The Citizen Night Guard; (similar to English 
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Watchman) and the Royal Guard which was probably for the king’s protection. At this 
time, Saint-Louis gave the Guard a motto that is even today on the French police 
emblem, “Vigilat ut Quiescant” (He watches that they may sleep). 

End of 18 Century (1791) - The position of “Officers de Paix” was formed 

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(origin of “Peace Officer”). 

First Police Organization (headed by Louis-Marie Debelleme)- In truth, the 

French were the first to establish a group of uniformed police officers tasked to patrol 
the city of Paris. This police force was called ‘Sergent de Ville’ (servant of the city) 
which was organized six months earlier before the creation of Metropolitan Police
Force  of London. 

United States 

In Colonial Times - As former colony of England, it borrowed most of the

system  of its country of origin. 
Two main trends in law enforcement were: 

▪ North – life was more urban oriented, and the Watch or Constable system  seemed to
be best suited. 
▪ South – development was more rural because of agriculture, hence, the sheriff 
system became the trend. 

Other pertinent developments: 

▪ Boston, 1636 – formed the first “Night Watch” 

▪ Plymouth, 1634 – first constable 
▪ New York (Dutch colonists), twenty years later – formed the “Ratelwatch” (rattle 
watch).
▪ Philadelphia, at the turn of century – set up a system that obligated duty where 
citizens served as Watchmen. 

American watchmen were called “Leathermen” because they wore varnished 

leather hats. 
 Intermediate period – the following were the key events concerning police and 
patrol before the modernization of the United States of America: 

▪ Philadelphia, 1833 – instituted the first daytime, paid police service ▪ New York,
1844 – organized the first modern American police force based on the  English
Metropolitan police. 
▪ In the frontier areas – law enforcement was developed on a local level without  many
established rules. Enforcement was aided by the use of the old legal  process
“Posse Comitatus” (power of the state to summon assistance in  enforcing the
law). To beef up law enforcement, “Wanted Poster” and “Bounty  Hunters” were
used. 
▪ San Francisco formed the “Committee of Vigilance” in lieu of an established  police.
Their motto: “Fiat Justitia Ruat Coelum” (Heaven decrees, Let There  Be
Justice). 
▪ Pendleton Act of 1833 – established civil Service for federal employees. 

Modern Period - This period began in the 1920’s with the use of automobile patrol and 
voice radio communications. 

World War II – During the war, the following were some of the events 
highlighting policing in America: 

▪ Difficulty of getting police personnel. 

▪ However, since many young men joined the military police, they were stimulated  to
pursue career in police work. 
▪ GI Bill – required police men to get college education and the “New Breed” was 
born. 

Philippines 

The evolution of policing system and police patrol in the country developed from 
the practice of different tribes. The common tradition was to select able-bodied young 
men to protect their villages from the depredation of wild animals that prey on their 
crops and livestock.  

Some Important Dates or Events in Early Policing particularly in the area of 
patrol organization (some were already discussed in the Preliminaries of this book): 

▪ 1712 - “Carabineros de Seguridad Publico” was organized for the purpose of  carrying
the regulation of the State and was armed and considered as the  Mounted Police. 
▪ Jan. 8, 1836 - “Guardrilleros,” a body of rural police organized in each town as 
established by a Royal Decree. 
▪ Feb. 12, 1852 - “Guardia Civil,” was created by a Royal Decree issued by the 
crown to partially relieve the Spanish Peninsular Troops of their policing towns. ▪
1899 - Post Office Inspection system begun. 
 ▪ 1901 - Department of Public Instruction was concerned with peace and order. 
Gen. Howard Taft became the first Civil Governor of the Philippine. ▪ July 18, 1901 -
The PC, better known as the Insular Constabulary, was  organized, the first insular
police force in the Philippines, manned mostly by  Filipinos but most officers were
Americans. Capt. Henry Allen named as the first  Chief of the PC. 
▪ 1935 - American Police Force withdrawn with the advent of the Commonwealth.  Capt.
Columbus Piatt was the last American Police Chief in Manila. Col. Antonio   C.
Torres became the first Filipino Police Chief.
With the outbreak of the Pacific War: 

▪ 1939 - The Manila Police Department introduced the bicycle patrol.

▪ Dec. 8, 1941 - Col. Torres declared manila as an open city. 
▪ Jan. 2, 1941 - The first element of the Japanese Imperial Army entered Manila.  The
Japanese Military Police (Kempetai) took Chief Torres in custody and  rounded the
members of the Manila police and ordered them to cooperate. They  were held
responsible to maintain peace and order. The MPD was renamed  Metropolitan
Constabulary under the Supervision of the Bureau of Constabulary. 
▪ Feb. 7, 1945 - Gen. Douglas McArthur returned to the Philippine. The Battle of  Manila
ended. The MPD was reconstituted and placed under American control.  Col.
Marcus Ellis Jones became the Chief of Police. 

Post War Era: 

▪ Mar. 17, 1954 - Automobile Patrol was introduced in Metro Manila. Isaias Alma  Jose,
the first Chief of mobile patrol of MPD. 
▪ Dec. 13, 1990 - RA 6975, An Act establishing the PNP under a Reorganized 
Department of the Interior and local government and for other purposes. ▪ 1998 - RA
8551, the PNP Attrition Law, “Professionalization Law” 

Present Period  

The country through the Philippine National Police and the Department of
Interior  and Local Government in coordination with other government agencies
particularly the  Armed Forces of the Philippines, has tapped the involvement of the
community in  policing. One of these is the institution of the Community Oriented
Policing System or  COPS, the Integrated Patrol System (IPS) and the Patrol 117.

Lesson 2

The Role of Police Patrol 

 The primary law enforcement body of the state is the police. The basic police 
mission — preserving order by enforcing rules of conduct or laws — was the same in 
the ancient communities as it is today in sophisticated and highly urbanized societies.  

Police, the first component of the Criminal Justice System in the Philippine 
setting is responsible in performing these fundamental functions.  

1. Prevention of crime and repression of criminal activities 

2. Preservation of peace and order 
3. Protection of life and property 
4. Enforcement of laws and ordinances and regulation of non-criminal conduct
5. Investigation of crimes 
6. Apprehension of criminals 
7. Safeguarding of citizens’ rights and public morals 

On Law Enforcement, it embraces crime prevention and crime control, including 

customary police functions. On the other hand, peace and order maintenance covers 
the peacekeeping role and community-oriented services (community service role). Note 
that peace and order maintenance has no law enforcement implications. Domestic 
trouble is a sample situation wherein police officers must have to intervene although 
their action is not backed by any specific law or ordinance.  
Sometimes on patrol, while performing a mediator’s role in a family squabble,
the  responding officers may subsequently take police actions if: 

a. the family dispute involves a felony; 

b. an offense is committed in the officer’s presence;  
c. self-defense is necessary on the part of the police officer. 

Why is it that the citizens usually call first the police when a social problem 
occurs?  

Traditionally speaking, these are the reasons: Because the police are constantly 
available when needed; dependable when called upon; and capable of providing
advice  to decide or settle interpersonal conflicts. Thus, there are two broad duties of
police  officers while on patrol. 

1. Provide public protection through: 

▪ Preventive Enforcement – progressive and continuous patrolling
▪ Selective Enforcement –research and investigation 

2. Render social services  

▪ information services 
▪ police escort 
▪ assisting other agencies 
▪ serving court notices (warrants) 
Patrol and Police Discretion 

In police matters, discretion simply refers to the wise use of one’s judgment 
based on personal experience and common sense to decide a particular situation. 
Discretion may also mean the freedom to decide: the freedom or authority to judge 
something or make a decision about it.
Police officers are decision-makers and most of their decisions involve
discretion.  In hostage taking, for example: if they shoot, they are publicly condemned.
But if they  hesitate, even for just a second, they are dead. 
Police officers, especially those on patrol, must develop the positive side of split-
second  decision-making. When a patrol officer confronts a situation, he must
immediately  decide - that his decision must not only be on time but at its best. It is
ironic that an  officer on patrol makes more decisions and exercise broader discretion
regarding the  people’s life everyday than a judge who normally decides one or two
cases in one day.  Note further that no law, no book, no lawyer, no judge can instruct a
policeman on the  beat regarding the proper exercise of discretion. 

The Nature of Police Patrol 

Patrol is the backbone of the police department. The proof to this statement is  
that patrol force is the only division in the police organization that cannot be eliminated. 
This is usually true in small police organization since it cannot afford to create divisions 
such as Traffic, Investigation, Juvenile and other specialized areas.  
While small police departments grow to keep up with the increasing population, 
expanding geographical boundaries, and growing diversity of police jurisdiction, there is 
a need to hire uniformed and non-uniformed police personnel to take over the clerical 
and record keeping functions in order to provide policemen more time for their field 
responsibilities. Specialized units such as vice squad, homicide section, child and 
women’s desk, and others have to be created. But all the while, the patrol unit 
continues to exist as the principal functional unit or “backbone” of the police
department. 

What is the importance of Police Patrol? 

Obviously, the patrol force is indispensable unit in every police organization. The 
following are the specific points that justify the importance of Police patrol: 

1. Patrol is the essence of police operations. 

2. The patrol group is the single largest unit in the police organization. 3. Actions
taken by the patrol officer have the most direct impact on the citizen’s  satisfaction
and on the accomplishment of police goals and objectives. 4. Patrol operation is the
most visible form of activity that enhances the welfare and  security of the
community. 
5. Individual patrol officers represent the police department in its contact with the 
community. 
6. Individual patrol officers play a major role in determining the quality of justice in a 
given community. Errors made by patrolmen have significant negative effect in  the
public’s perception and on the other components of the CJS. 
7. The patrol officer is the most important human element of the police organization 
since all police field operations are supported by the patrol activity. 

What are the patrol functions? 

Based on Section 1 of Rule II of the original Police Manual, the patrol force has 
the primary responsibility of safeguarding the community. This can be done through
the: 

1. Protection of persons and property 

2. Preservation of peace and order 
3. Prevention of crime 
4. Suppression of criminal activities 
5. Apprehension of criminals 
6. Enforcement of laws and ordinances 
7. Regulation of criminal conduct 
8. Performing necessary services and inspections 

Police departments sometime gain reputation of efficiency and effectiveness 

based on their vigilance in dealing with criminal offenses and the establishment of a  
high state visibility in the community. Criminals usually plan their legal illegal ventures
in 
areas where police are known to be lax and inefficient. Hence, they purposely avoid 
communities whereby the police have established reputation of being extremely vigilant 
and aggressive in deterring crimes. 

In order to realize the above-enumerated functions, the patrol unit has to

perform  the following activities: 

1. Routine Patrol and Observation 

2. Benevolent and community services – “called-for” services, inspection services 3.
Control of public rallies – preventive attendance & maintenance of order, 
responding to emergency calls 
4. Attending to criminal and civil complaints 
5. Conduct preliminary investigation 
6. Animal control, traffic direction and control 
7. Business and property security 
8. Collection and preservation of evidence 
9. Arrest of offenders 
10. Preparation of reports and testifying in court 

What is the Concept of Crime Prevention and Crime Suppression? 

 Theoretically, crime prevention involves the suppression of the desire of
potential  criminals to commit crimes. On the other hand, crime suppression involves
the  elimination of the opportunity of criminals to perform acts against the law. 

In reality, crime prevention and crime suppression are activities that patrol 
officers do not bother to distinguish. When they are deployed at the streets, patrol  
officers have no time to ponder if what they do is under crime prevention or crime 
suppression.  

Police Personnel Distribution 

The patrol force is an organization within an organization. The patrol force is the 
nucleus (focal unit) of the department about which the special services are grouped, 
and therefore, it shall not be subordinated to any other police unit in the police 
department. The operational heart of a police organization is the patrol force to which 
other departmental divisions relate in a supportive role. In ordinary police stations, the  
suggested distribution of police functions is as follows: 
Police Activity  Percentag
e

1. Patrol Functions  50%

2. Criminal Investigation  15%

3. Traffic Functions  10%

4. Vice & Juvenile Related Functions  10%

5. Administrative Functions  10%

6. Auxiliary Functions  5%

Manning Level of Patrol Force 

One basis of the effectiveness and efficiency of the patrol force is the manning 
level or manpower of the police organization. The patrol unit must get the most number 
of uniformed personnel. The “rule of thumb” regarding the manning level of any police 
department must be observed.  

In the Philippine setting, the rule regarding the manning level of the police is  
provided under section 27 of Republic Act # 6975. The standard manning level is 1:500 
(1 police officer for every 500 residents). However, in extreme conditions, this manning 
level maybe stretched to maximum, which is 1:1000 (1 police officer for every 1,000 
resident).
Lesson 3
 PATROL THEORIES AND PATROL METHODS 

A. Fundamental Theories of Patrol 

1. Theory of Police Omnipresence - High police visibility discourages criminals. Normally, 

criminals think twice before executing their plans if there is obvious presence of police 
officers. Thus, patrol activity should be carried in a manner that attracts maximum  attention
to the police officer or police vehicles. This theory applies the principle of overt  operation
or high police visibility. 

2. Low Profile Theory - Low police visibility increases the opportunity to apprehend  criminals.
Deceptive absence of the police officers will let criminals believe that they will  not be
detected or caught if they execute crimes that they planned. In this theory, the  objective is
to attract as little attention as possible while on the process of patrolling. The  officers should
operate in a manner that it would be difficult for either criminals or the  public to determine
that police are around. The principle of covert operation is  integrated in this theory. 

A smart patrol officer should use both approaches depending on the circumstances of a 
situation. He can make his presence obvious in a high-crime area to deter criminals by 
conducting slow motor patrol. In another situation, he may conceal himself and test the 
presence of criminals around an area. 

The most important role of a patrol officer is to serve as the police organization’s actual 
field contact with the people. Thus, the word PATROL is an acronym of: P – oliceman; A –
ssigned; T – o; R – estore; O – rder in the ; L – ocality 

B. Patrol Methods 

Patrol methods are various means of getting from one place to another within a specified patrol 
jurisdiction. Various methods of patrol are not intended to isolate the patrol officer from the 
people he vowed to serve and protect.  

Patrol effort made by the police may be in the form of any or combination of the following: 

1. Beat Patrol 
a. Foot Patrol 
b. Bicycle Patrol 

2. Sector Patrol (Motorized Patrol) 

a. Automobile Patrol 
b. Motorcycle Patrol 
c. Aircraft Patrol (Helicopter and Fixed Wing) 

3. Specialized Patrol Methods 

a. Horse (mounted) Patrol 
b. Marine (water) Patrol 
c. Canine (K-9) Assisted Patrol 
d. Special Terrain Patrol 

FOOT PATROL 
 Foot patrol is restricted to small areas and is used to deal with special situations while 
maintaining radio contact with officers in patrol cars. Foot patrol is used to secure 2 types of 
police geographical units: 

1. Post – a fixed position or location where an officer is assigned for guard duty
2. Beat – the smallest area specifically assigned for patrol purposes 

Types of Foot Patrol

1. Fixed foot patrol 
2. Mobile foot patrol 

What are the basic techniques and procedures of Foot Patrol? 

1. Do not establish a set of pattern of patrolling procedure. 

▪ If you patrol your beat along certain streets and make regular stops at specific 
times and locations, criminals will learn your habits and take steps to avoid you.  ▪
Turn corners as often as possible to avoid being followed.  
▪ Refrain from taking meal or coffee breaks at the same time and place during your 
shift.  
▪ Reverse the direction of your patrol route, often and at random.  
▪ Cut through lanes and alleys. 
2. Walk systematically (with purpose) on the beat while on patrol. 
▪ Pause often during your patrol and look around you.  
▪ If you are not paying attention to your surroundings, you are not patrolling but  you’re
strolling. 
3. Do not smoke nor drink while on patrol during night or day shift. 
4. Walk near the curb during daylight. This technique offers: 
▪ a better view for observing street activity;  
▪ less chance of obstruction by pedestrians on the sidewalk if you are required to  take
quick action; and 
▪ Higher police visibility, which is effective in crime prevention. 
5. Walk near buildings during night patrol.  
▪ Check the window glass of street level stores or offices for cracks or broken  glass.  
▪ Avoid looking backwards, unless necessary. Use the reflection in store windows  to
see your back. 
▪ Move discreetly to avoid tipping off burglars or muggers.  
▪ Pause frequently in shadows to observe without being seen.  
▪ Use convenient light to check doors in case of forcible entry. 
6. Do not immediately open the door when intending to get inside. Observe and evaluate  first
the situation. 
7. Check the interiors of buildings and rattle doorknobs to ensure that premises are secure. 
8. Watch for persons loitering or hiding in doorways, either ingress or egress. 9. Use fire
escapes to inspect building rooftops once in a while. 
10. Be attentive or on alert for the sound of breaking glass or any unusual noise that may be 
caused by criminal activity. 

Advantages of Foot Patrol 

1. Greater personal contact with the public leading to increased community support for the 
police. Police becomes closer to the community residents. 
 2. Greater opportunity to develop sources of information. 
3. High police visibility. Regular police presence discourages criminals and provides  greater
sense of security to storekeepers, females, and elderly persons. 
4. Places not accessible by motor vehicles are reached and patrolled. Patrol officers can  enter
small alleys and side streets. 
5. Easier detection of criminal activities. Foot patrol provides closer observation of the 
environment and the circumstances that may require immediate police attention. 6. Easy
discovery and familiarization on the layout of the beat. In-depth knowledge of the  character
and problems of the patrol area. 

Disadvantages of Foot Patrol 

1. Low mobility resulting to limited coverage of the patrol area. 

2. Low response time to telephone complaints.  
3. Foot patrol method involves a large number of personnel, since officers are assigned on 
small areas of jurisdiction called posts and beats. 

AUTOMOBILE PATROL 

The patrol car is the most extensively used and the most effective means of 
transportation for police on patrol. Equipped with state-of-the-art police gear, patrol cars today 
provide a rapid, safe, and efficient means of transportation under average operating conditions. 
Automobile patrol has the greatest mobility and flexibility. Most experts on patrol operation 
agree that it is the most cost-effective method of patrol.
Features of State-of-the-Art Patrol Cars 

1. Reflecting pressure-sensitive film covering rather than mere paint 

2. Vehicle-mounted TV – high-resolution video camera with wide-angle lens 3. MDT –
mobile data terminal – computer that allow officers in patrol car to access files  from
Headquarters (HQ) and other Law Enforcement agencies 
4. HELP - high-intensity emergency lighting plan – heavy duty light than can provide 2  million
candle power of lighting 

General Techniques and Procedures in Automobile Patrol 

1. Thoroughly check the patrol car before leaving the garage. 

2. Do not establish route patterns in patrolling the area of jurisdiction. Recommended patrol 
patterns (can be applied in any of the types of patrol):  
a. Clockwise Pattern 
b. Zigzag or Free-Wheeling Pattern 
c. Criss-cross Pattern 
d. Straightway Pattern 
e. Cloverleaf Pattern 
f. Counter-clockwise 

3. Do not develop the habit of using only the main roads in your area. Most criminal activity 
occurs at the back streets, out of sight from the main thoroughfares. 
4. Do not spend too much time in drive-inns or coffee spots. 
5. Always take note (jot down) the plate numbers of strange or suspicious vehicles. 6. Get
out from the patrol car regularly or frequently to be visible and accessible to the  public; and
develop personal contacts in the neighborhood. 
 7. Set an example to other motorists. 
a. Observe/Obey all traffic laws (rules of the road), for both safety and public  relation
(PR) reasons, unless you are en route to an emergency or while on  pursuit. 
b. Always park the patrol car in the legal way. 
c. Use seat belts or shoulder straps and other safety devices. 
d. Use the proper traffic signal lights and hand signals. 

8. Avoid driving too fast on general patrol conditions except during emergencies or in  pursuing
some criminals/suspects.  
9. When conducting solo patrol, maintain frequent contact with the dispatcher or other 
communication personnel in the field or at the HQ. 
10. If you are patrolling with a partner, divide the observation area around your vehicle.  11.
Minimize hiding behind hills, curves or signboards to trap traffic violators. This is bad PR 
and serves to erode community confidence in the police sense of fair play. 12. Frequently
check the potential trouble spots in your patrol area.  
13. Stop periodically among parked cars at the entrance of side streets to observe activity  on
the street.  
14. Check the occupants of vehicles that stop beside and behind you at
intersections.  15. Regularly check parking lots for abandoned stolen vehicles.  
16. In stopping and checking a vehicle, park at the rear side of the suspect vehicle. Leave  the
door slightly open unless the area is highly populated. 
17. Do not leave the key in the patrol car especially if the place is in a high-crime or  congested
area. 

Advantages of Automobile Patrol 

1. High mobility allowing coverage of greater area. 

2. Quicker response time to complaints. Greater efficiency in responding to emergency  calls
and other called-for services 
3. More economical as compared to foot patrol. 
4. Enable more effective street pursuit of offenders.  
5. Enable more effective traffic enforcement.  
6. Provide an element of surprise, especially when crime is in progress. 
7. Provide the officers with necessary protection during inclement
weather.  8. Enable officers to carry supplementary equipment essential in
patrolling.  

Disadvantages of Automobile Patrol 

1. Diminished personal contact with the public. 

2. Little opportunity to develop sources of information. 
3. Marked police vehicle hampers apprehension and surveillance

operations. Advantages of One Man Automobile Patrol  

1. Preventive enforcement is doubled by having twice as many police cars on the street 2.
An officer who is alone devotes his full attention to driving and beat observation rather  than
conversing with his partner 
3. Personality clashes are reduced and/or avoided 
4. Promotes self-reliance and self-confidence.  
Advantages of Two Man Automobile Patrol  

1. Provides officers with greater safety by doubling the firepower and physical protection 2.
Mistake made by one officer may be noticed and immediately corrected by his partner 3.
Each officer could get rest and thus perform more effectively since each does not have  to
drive for full 8 hours of duty 
4. Beneficial since two pairs of eyes are better than one. 
5. One could operate the radio while the other one drives. 
6. Sleeping on duty could be avoided especially for the one who is driving since he has a 
companion who keeps him awake 

BICYCLE PATROL 

Bicycle patrol is growing in popularity because of easy operation and its acceptance by 
the public, particularly children who view them as a non-threatening form of patrol.  

Advantages of Bicycle Patrol 

1. Lower-cost (inexpensive) to operate as compared to motorcycle and automobiles 2.

Areas not accessible by patrol cars or are too wide for foot patrol can be covered by 
bicycle 
3. Increased mobility and stealth since bicycle can be operated quietly and without  attracting
too much attention. In Seattle, Washington, for, example, bicycle officers use  bikes to whip
around corners and surprise drug dealers. This type of patrol provides the  maximum stealth
and mobility to patrol officers. 
4. Found to be highly effective in combating theft, vandalism in residential areas, parks, 
shopping malls, etc. The Seattle City’s 20 bicycle officers have averaged five times the 
number of arrests made by foot patrols in the downtown area. 
5. Effectively used by plainclothesmen for surveillance in high crime areas wherein officers 
wearing nondescript clothes could blend with the apparels worn by the criminals 

MOTORCYCLE PATROL 

Most police departments have their motorcycles marked with the same insignia as their 
patrol cars. Motorcycles are beginning to be a favorite of patrol officers because of the ease
and  speed of moving around.  

Disadvantages of Motorcycle Patrol 

1. relatively high cost to operate 

2. limited use in bad weather 
3. inability to carry additional equipment or officers 
4. the danger involved in riding them 

Thus, in motorcycle patrol, proper protective clothing and helmets are a must. A 
motorcycle also offers the patrol officer much less protection than a squad car should a person 
in a vehicle being pursued decides to start shooting. Nonetheless, the ability of motorcycles to 
maneuver through traffic and their ability to access areas, which squad cars cannot, make them 
valuable patrol vehicles. 
 A number of American police agencies continue to use two wheel and three wheel 
motorcycles, especially for traffic control and special occasions, such as parades and escort 
duty. In general, however, the use of the two wheeled motorcycle patrol had decreased in 
recent years for several important reasons. Departments that have used solo, or two wheels, 
motorcycles, have found them to be: 

a. costly to operate, 
b. hazardous to the driver, and  
c. inoperative during inclement weather when the police should be most active in the 
enforcement of traffic regulations or readily available for special escort duties.  d.
Additionally, the solo motorcycle is tiring for the driver and has no capacity to  transport
prisoners, other personnel, or equipment.  

However the three wheel motorcycle: 

a. can be operated regardless of road conditions  

b. is far less hazardous, less tiring to drive,  
c. has transportation capabilities. In essence, the three wheel motorcycle has most of  the
advantages of the solo motorcycle and 
d. greater maneuverability in dense traffic than the automobile.  

HORSE PATROL (Mounted Patrol) 

Mounted patrol is decreasing in the US but is still used in some large cities for crowd
and  traffic control. Mounted officers are usually more acceptable than K-9s as crowd control 
instruments. Expense is one of the main advantages of mounted patrol.  

Mounted patrol is also valuable in search-and-rescue efforts in rural and wilderness 

areas. Officers on horses have been called upon to: 

1. assist in evidence searches at crime scenes 

2. round up straying cattle after a truck has tipped over 
3. search for lost children in tall corn or grass where men on foot would be ineffective.

AIRCRAFT PATROL 

Among the more recent trends in patrolling is the use of aircraft, either helicopter or 
fixed-wing. Today, it has become necessary for the police use aircraft in performing both
routine  and specialized patrol activities. 

Before 1929, the New York police department began using aircraft. In 1947, the New 
York Port Authority began using helicopters for surveillance, transportation, and rescue. Other 
cities and state agencies in United States has employed helicopters, usually during daylight 
hours. In 1986, the state of California developed an experimental program using helicopters for 
police patrolling known as SKY KNIGHT. 

During the latter part of 1959, the Public Safety Department of Dade County in Florida 
used the aerial patrol concept. At present, it is effectively utilizing fixed-wing aircraft and 
helicopters in regular patrols to prevent crime and apprehend offenders or engage in 
surveillance activities. 
Advantages of Fixed-Wing Aircraft Patrol 

1. Patrolling long stretches of highway or expenses of inaccessible land. 2. Excellent for

traffic control in long stretches of highways, for search and surveillance,  and other special
missions. 

Disadvantages of Fixed-Wing Aircraft Patrol 

1. Fixed-wing aircraft has very little flexibility in congested metropolitan areas.

2. Needs a span of flat land for lift-off and landing. 
3. Very expensive to operate. 

Advantages of Helicopter Patrol 

1. Able to travel at low speeds, to hover if necessary, and to land even in small patch of flat 
land. 
2. Increased visual range/scope. 
3. More efficient for rescue, medical evacuation, surveillance, and other high profile police 
activities. 
4. Improved response time to emergency calls and other called-for service. 5. Increased rate
of apprehension of professional and organized crime groups. 6. Improved efficiency of
regular patrol units through airborne reconnaissance. 7. Increased ability in conducting
searches for missing or lost people suspected offenders  and escaping prisoners.
8. Provide a better system of flood lighting areas to be patrolled at night. 9.
Capable of broadcasting information to a large area through airborne speakers.
10. Provide rapid emergency transportation of personnel. 
11. Added security to patrol officers on foot, ñmotorcycles or in patrol cars through backup 
offered by aerial patrol. 
Disadvantages of Helicopter Patrol 

1. Very expensive – high cost of training of pilots/operators, buying, fuel, and special  facilities
for housing and maintenance. 
2. Public complaints about the noise and about being spied upon. 
3. Forcibly grounded during bad weather. 
4. Smog and light or intermittent clouds affect visibility. 
5. Presence of various hazards especially in congested areas, such as high wires and  smog. 
6. There are landing patterns or procedures that must be followed, which delays landing  time. 
7. Pilots must work shorter periods of time than regular police shifts since driver of  helicopters
easily suffer work fatigues. 
8. There are many tactical problems to overcome such as location of police units on ground 
and the exact location of addresses 
9. Element of surprise is lost since criminals could hear the helicopter coming even from a 
great distance.
Lesson 4

WATER PATROL (Marine/Bay/River Patrol) 

Water patrol units are extremely specialized and are not in great use except in 
areas with extensive coasts or a great deal of lake or river traffic. The objective was to 
use the water vehicles in anti-smuggling operations as well as against robberies 
committed in warehouses along riverbanks or water ports. 

Winter or summer, the water patrol is responsible for: 

1. search and rescue/recovery for drowning victims 

2. routine patrol 
3. buoying and marking 
4. removal of navigation hazards 
5. water safety inspections 
6. water accident investigations 
7. deterring boating law violations such as reckless operation 
8. checking fishing licenses and catch limits 

What are PWC? 

A new trend in water patrol is the use of PWC or Personal Watercraft. Among 
the earliest manufacturers of this type of vessel was the Yamaha Motor Corporation
(1990). The reason why PWC became popular was that the company began a loan 
program wherein law enforcement agencies can obtain free use of Yamaha PWC
during  the boating season. These vehicles have very shallow draft, high
maneuverability and  stability. They are also very easy to operate. The 2 models most
frequently used were  the: Wave Runner LX (for 2 people) and the Wave Runner III
(for 3 people). The front  compartment allows for storage of ticket book, high-powered
binoculars and a portable  breath test. Many are equipped with public-address systems,
sirens, and lights. 

Main advantages of using PWC rather than ordinary patrol boats are: 

1. Marine patrol officers can approach areas not accessible to conventional patrol 
boats because of shallow, low bridges or other impediments. 
2. One or two officers are enough to operate while increasing maneuverability and 
speed. 

CANINE (K-9) ASSISTED PATROL (Dog Patrol) 

As earlier mentioned, the Egyptians were the first to use dogs in patrolling. In
the  US, dogs have been used in police patrol since 1900. In April 1957, Baltimore was
the  only American police force that used trained dog handler teams on patrol. As of
April  1968, about 200 police agencies used a total of 500 man dog teams in police
patrol  work. 

Police dogs are especially useful in high crime areas, in dangerous search 
situations, in dealing with street gangs, in dispersing a crowd, in taking fleeing suspects 
into custody, in guarding suspects, in searching alleys, parks, schools, and other large 
building. A most recent use of police dogs is in the search and detection of drugs in  
packages or on suspects. The K-9 assisted patrol is becoming more popular, with even 
smaller departments beginning to establish K-9 units.  

Uses of Dogs or K-9s in police operations

1. Provide great assistance in search and rescue as well as in smelling out drugs  and
bombs. 
2. Provide protection for 1-officer patrol. Officer/s assigned to a high-crime area has 
little to fear with a well-trained canine at their side. 
3. Great value in crowd control since: 
a. properly trained dogs are virtually fearless; and  
b. totally loyal to their handlers have a significant psychological effect on  would-
be trouble makers 
4. Extensively used in international airports to detect narcotics and bombs because  of
their keen sense of smell. A dog is capable of recognizing an odor 10 million  times
better than a human can. 
5. Specially trained dogs are extremely effective in finding bodies – dead or alive,  just
buried or buried for years. 
6. Locating trapped people during emergencies. 
7. Can be an asset to public relations efforts.  
8. Well-trained police dogs can be used for demonstrations in public affairs,  schools, or
parades. 

What breeds of working dogs are best suited for police works? 

1. German Shepherds – the most frequently used and highest-scoring dog for  police
work 
2. Black Labrador retrievers  
3. Giant Schnauzers 
4. Rottweilers  
5. Doberman pinschers  
6. Bouviers  
7. Newfoundlands 
8. Airedale terriers 
9. Alaskan malamutes 

Disadvantages of using K-9 

1. Most police dogs work with only one handler. 

2. K-9, like most dogs, is territorial, and its handler and its K-9 cruiser are part of its 
territory. 
3. Dog training is expensive. Dog training usually takes 10 to 12 weeks.
4. Police department that initiates a K9 section is vulnerable to law
suits. 
WOLVES – It stands for Wireless Operational Link and Video Exploration System; the 
system of attaching a miniature camera and transmitter to a search dog; this equipment 
make man’s best friend and even better friend, because the dog can now be the eyes  
and ears of his handler in situations where saving life is paramount objective. 

Bloodhounds – These tracking dog; a large powerful dog with drooping ears, sagging 
jowls, and keen sense of smell, formerly used for tracking. 

PATROL: WORKING THE STREET 

Preparation for Duty – The patrol officers’ job starts even before they are in 
their respective area of responsibility (AOR) because they need to prepare the
following  that are necessary in the performance of their routines: 

Equipment check  

✔ Police uniform  
✔ Weapons  
✔ Watch  
✔ Money, including change for pay telephones 
✔ Flashlight, spare battery and bulbs  
✔ Notebook with ample supply of blank paper  
✔ Forms re reports, traffic violations, etc.  
✔ Current list of stolen and wanted vehicles  
✔ Portable radio and other equipment as required  

Information Check – Prior to actual patrolling, the police officers should: 

✔ Secure and review descriptions of missing and wanted persons. 

✔ Arrange any follow-up work from previous shifts.  
✔ Check with the officer being relieved for any problems requiring your attention  during
the shift.  
✔ Check patrol area log for problem areas requiring extra surveillance.  

Vehicle Check – In case of patrol officers assigned on mobile cars (prowl cars), they 
should: 

✔ Check the inside of your patrol car, paying particular attention to the rear seat.  ✔
A prisoner may have hidden a weapon or evidence in the vehicle during the 
previous shift.  
✔ During your own tour of duty, a prisoner might try the same maneuver. If you  haven’t
checked the vehicle, any evidence you recover might be ruled  inadmissible in court;
 you would be unable to swear that the vehicle was empty  before the suspect
entered it.  
✔ Record the condition of your vehicle’s interior in your notebook for possible latter  use
as evidence.  
✔ Check your vehicle’s siren, roof light, radio and other equipment to ensure that 
they are in proper working order. Note any damage or mechanical problems.  

PATROL CONCEPTS 

The following are simple but vital questions in the management of a patrol unit in 
your own department or in any police department: 

What is reactive Patrol? 

It is the old system of police patrol activity which consists of continuously driving 
around the area of patrol waiting for something to happen and to react accordingly in 
case something does happen. 

What is proactive Patrol? 

It is the more economical alternative patrol system, which has an objective 

approach against criminality as much as practicable. It addresses crime at its very root 
before it is able to develop into a felonious act.

Lesson 5
POLICE COMMUNICATION SYSTEM 

POLICE COMMUNICATION CONCEPTS 

 If patrol is the backbone of police organization, POLICE COMMUNICATIONS are the backbone
of police  tactics. Without proper communications, the modern police department would be lost. 

Significant dates and events in the development of Police Communications 

1. 1877- The Albany New York Police Department installed five telephones in the mayor’s office
connected to  precinct stations. 
2. 1880 – The Chicago Police Department installed the first “Police Call Box” on City Street. Only officers
and  “reputable citizens” were given keys to the booth. Before this time a signal box was used that
would signal the  emergency without voice communications. Detroit made such installations in 1884
and Indianapolis in 1895. 
3. 1883 – The Detroit, Michigan Police Department installed one police telephone. This was significant
when one  considers the fact that there were only seven telephones in the whole city at that time. In
1889, the department  established a new division to handle communications. It was called the Police
Signal Bureau. 

A code wheel was installed in the box so that when the beat man called in for his time check, it
would register at  headquarters with the proper signal for that call box. This insured that the beat officer
was in fact at the location from  which he claimed to be calling. 

4. 1916 – The New York Harbor Police installed spark transmitters so they could communicate with their
police  boats while they were patrolling the harbor. 
5. 1923 – The Pennsylvania State Police installed point-to-point radiotelegraph between their
headquarters and  various posts throughout the state. 
6. 1928 – On April 7, 1928, the world’s first workable police radio system went on the air. The Detroit
Police  Department went on the air as station W8FS. The transmitter was installed on Belle Isle in the
Detroit River, and  the receiver was installed in cruiser No. 5.  

By 1927 the prohibition era had sent he development of big time crime and gangsters were
making wide use of  automobiles as “get-away cars”. The police were under great pressure to control the
situation, but always arrived at the  scene too late. Commissioner Rutledge then persuaded Robert L.
Batts, a young radio technician and student at Purdue  University, to come to Detroit and work on a radio
receiver that would operate in a police car. It was through this effort that  the first workable police radio
setup was developed. 

7. 1929 – In September 1929, the Cleveland Police Department went on the air with a few cars, and in
December of  the same year, Indianapolis became the third police department in the world to set up a
workable police radio  system. 

8. 1930 – The Michigan State Police became the first state police organization to go on the air in October
of 1930. It  proved very effective in apprehending bank robbers and other gangsters. 

9. 1931 – The first police motorcycle was equipped with a radio by the Indianapolis Police Department in
September  1931. 

10. 1933 – In March 1933, the Bayonne New Jersey Police Department went on the air with the first two-
way, mobile  police radio system. 

11. 1934 – By 1934, so many police departments have police radio systems that they were being as
inter-city  communications for all types of general police messages. The Federal Communications
Commission had to  intervene and establish strict control on police radio communications, restricting
non-emergency messages to  wire communications. 
12. 1935 – Because the police departments did not understand the government restrictions, they (at first)
refused to  obey them and police radiomen from all over the country banded together to form the
APCO (Association of  Police Communications Officers). (It was later changed to the Association of
Public-Safety Communications  Officers). 

13. 1939 – Daniel E. Noble, of Connecticut State College, developed the first FM mobile two-way
transmitters and  receivers for the Connecticut State Police. This was to bring about a change in the
whole mobile radio picture.  (FM means Frequency Modulation) 

14. 1940 – Motorola President, Paul Galvin, saw, the value of FM over AM for mobile police
communications, and  hired Dan Noble to develop two-way FM for Motorola Police Radio Sales. One
of Nobles first developments was  the remarkable Differential Squelch Circuit, which demonstrated
greatly increased range in fringe areas.
15. 1945 – The Federal communications Commission allocated frequencies for FM, and it became the
established  system for police radio communications. 

Today most departments have three-way radios where the patrol car in the field may not only
carry on a two-way  conversation with the base radio, but may also carry on the same type of
conversation with other police vehicles in the  field. 

Recent developments by the military, in the area of field communications, indicate that law
enforcement  communications will have much more to look forward to. 

What is the significance of Communication in Police Management and Administration? 

Effective communication is essential in all organizations in which people deal with one another. It
is very  difficult to imagine any kind of activity that does not depend on communication in one form or
another. Today’s  police managers are aware that the efficiency of their personnel depends to a great
extent on how well the efforts  of individual members can be coordinated. Because coordination does not
simply happen, managers must realize  that communication is necessary if their subordinates are to
obtain the understanding and cooperation required to  achieve organizational and individual goals.
(Charles Swanson et. al. 1998) 

What is Communication? Communication could mean: 

a. The exchange of information between individuals, for example, by means of speaking, writing, or using
a common  system of signs or behavior. 
b. The act of giving or sending information. 
c. A means of access or communication, for example, a connecting door. 

Generally speaking, communication refers to the transfer of thought or idea from one person to
another. It  simply means the process of sharing ideas, information, and messages with others in a
particular time and place.  Technically, it refers to the means or equipment used to exchange a thought or
idea.  

EVOLUTION OF COMMUNICATION 

Communication between two people is an outgrowth of methods developed over centuries of

expression.  Gestures, the development of language, and the necessity to engage in joint action all
played a part. 

Communication among animals 

Humans are not the only creatures that communicate; many other animals exchange signals and
signs that  help them find food, migrate, or reproduce. The 19th-century biologist Charles Darwin showed
that the ability of  species to exchange information or signals about its environment is an important factor
in its biological survival.  

Language  

While other animals use limited range of sounds or signals to communicate, humans have
developed  complex systems of language that are used to: 
a. ensure survival; 
b. express ideas and emotions; 
c. tell stories and remember the past; and 
d. negotiate with one another.  

Oral (spoken) language is a feature of every human society or culture. Anthropologists studying
ancient  cultures have several theories about how human language began and developed. The earliest
language systems  probably combined vocal sounds with hand or body signals to express messages.
Some words may be imitative of  natural sounds. Others may have come from expressions of emotion,
such as laughter or crying. Language, some  theorists believe, is an outgrowth of group activities, such as
working together or dancing. 

Over 6000 languages and major dialects are spoken in the world today. As some languages
grow, others  disappear. Languages that grow also evolve and change due to class, gender, profession,
age group, and other  social forces. The Latin language is no longer spoken but survives in written form.
Hebrew is an ancient language  that became extinct, but has now been brought back to life and is spoken
today. Others such as the ancient  languages of native peoples in Central and South America, the Pacific
Islands, and some of the Native American  peoples of North America, which had no written form, have
been lost as the speakers died.  

Today anthropologists are trying to record and preserve ancient languages that are still spoken
in remote areas or by the last remaining people in a culture. 

Symbols and Alphabets 

Most languages also have a written form. The oldest records of written language are about 5000
years old.  However, written communication began much earlier in the form of drawings or marks made to
indicate meaningful  information about the natural world. The earliest artificially created visual images that
have been discovered to  date are paintings of bears, mammoths, woolly rhinos, and other Ice Age
animals on cave walls near Avignon,  France.  

Perhaps the earliest forerunner of writing is a system of clay counting tokens used in the ancient
Middle  East. The tokens date from 8000 to 3000 BC and are shaped like disks, cones, spheres and other
shapes. They  were stored in clay containers marked with an early version of cuneiform writing, to
indicate what tokens were  inside. 
Cuneiform was one of the first forms of writing and was pictographic, with symbols representing
objects. It  developed as a written language in Assyria (an ancient Asian country in present-day Iraq) from
3000 to 1000 BC.  Cuneiform eventually acquired ideographic elements—that is, the symbol came to
represent not only the object  but also ideas and qualities associated with it.  

The oldest known examples of script-style writing date from about 3000 BC. Papyrus sheets (a
kind of  early paper made from reeds) from about 2700 to 2500 BC have been found in the Nile Delta in
Egypt bearing  written hieroglyphs, another pictographic-ideographic form of writing. 

Chinese began as a pictographic-ideographic written language perhaps as early as the 15th

century BC.  Today written Chinese includes some phonetic elements (symbols indicating pronunciation)
as well. The Chinese  writing system is called logographic because the full symbols, or characters, each
represent a word. Cuneiform  and Egyptian hieroglyph eventually incorporated phonetic elements.  
 In syllabic systems, such as Japanese and Korean, written symbols stand for spoken syllable
sounds. The  alphabet, invented in the Middle East, was carried by the Phoenicians (people from a
territory on the eastern coast  of the Mediterranean, located largely in modern Lebanon) to Greece, where
vowel sounds were added to it.  Alphabet characters stand for phonetic sounds and can be combined in
an almost infinite variety of words. Many  modern languages, such as English, German, French, and
Russian, are alphabetic languages. 

The DYAD 

The most basic form of interpersonal communication is a dyad (an encounter or conversation
between two people). Some dyads exist over a long period of time, as in a marriage or partnership.
Communicating well in a  dyad requires good conversational skills.  

Communicators must know how to:  

1. start and end the conversation 

2. make themselves understood 
3. respond to the partner's statements 
4. be sensitive to their partner's concerns 
5. take turns, and how to listen 

Group Communication 

Communication may also occur in small groups, such as families, clubs, religious groups,
friendship  groups, or work groups. Most small-group interaction involves fewer than ten people, and the
communicators need  the same communication skills as in a dyadic conversation. However, additional
factors called group dynamics  come into play in a small group. A group may try to work toward a
consensus, a general sense of understanding  or agreement with others in the group. Groupthink may
occur, in which a group reaches consensus so quickly that  its members mistakenly ignore other good
ideas. Small-group members may experience disagreement or even  conflict. Some members may be
more persuasive than others and form sides, or cliques, within the group. 

Public Speaking 

Interpersonal communication occurs with larger groups as well, such as when a speaker gives a
talk to a  large crowd (a political candidate giving a speech at a campaign rally, or a teacher lecturing to a
large class).  However, the audience can respond in only limited ways (such as with applause, nodding,
whistles, boos, or  silence). The speaker usually wants to be persuasive or informative, so the words
chosen and the style of delivery  or performance are very important. A speaker who wants to reach an
even larger audience than the people who  can physically hear the speech in one place must use
communication technology or media to get the message  across distance and even time. 

ANCIENT METHODS OF COMMUNICATION 

From the earliest times, people have needed to communicate across distance or over time. Since
the  beginnings of writing, communication media have allowed messages to travel over distance and time.
A  communication medium is a means for recording and transporting a message or information. The word
medium comes from the Latin word medius, meaning middle or between. It is a channel or path for
sending a message  between communicators. A single channel—such as radio, or a book, or the
telephone — is called a medium;  media is plural, meaning more than one medium. 

Semaphore systems (visual codes) of flags or flashing lights were employed to send messages
over  relatively short but difficult-to-cross distances, such as from hilltop to hilltop, or between ships at
sea. In the early  1790s the French scientist and engineer Claude Chappe persuaded the French
government to install a system of  towers that used semaphore signals to send visual telegraphs along
approved routes throughout the country. The  system was copied in Great Britain and the United States. 

Some ancient societies, such as the Roman or Byzantine empires, expanded their territorial
control far  beyond their original boundaries, and traded with distant neighbors. To hold on to their far-
flung territories, they  needed two technologies that have remained closely tied ever since:  

▪ transportation; and  
▪ the ability to record information.  

Recorded messages had to be carried easily. Therefore, lightweight forms of recording (such as
papyrus  or animal skins) were desirable.
EVOLUTION OF MODERN COMMUNICATION SYSTEMS 
  
Paper and Printing 

The first lightweight medium was papyrus, an early form of paper used by the Egyptians that was
made  from grasses called reeds. Later, in the 2nd century AD, the Chinese wrote on silk fabric instead of
wood, and  developed paper made from silk fibers. (Today paper made from cotton or linen fibers is still
called rag paper.)  

From as early as the 2nd century BC, Europeans wrote on thin layers of tanned and scraped
animal skins  called parchment or vellum, with quill pens made from bird feathers. Parchment is not as
light as papyrus but is  very durable; many parchment manuscripts and books from the Middle Ages still
exist. The Arabs brought  papermaking to Europe from China in the 11th century AD. Paper gave
European merchants, who traveled across  the continent, a portable and inexpensive way to keep
records. 

Until the 1400s in Europe, all documents were handwritten. Copyists and editors called scribes
recorded  commercial transactions, legal decisions and pronouncements, and manuscript copies of
religious books—many  scribes were monks working in monasteries. By the 15th century, however, the
need arose for an easier way to  duplicate documents. In Asia, block printing had already been developed
by Buddhist monks in China in about the  8th century. A similar technique was later used in the 15th
century by Europeans to make illustrations for printed  books. 

An early version of movable type of printing was first developed in China around 1045, and was 
independently developed by Koreans in the 13th century AD. In 1450, the German printer Johannes
Gutenberg  perfected movable metal type and introduced the first reliable system of typesetting, a key
invention in the  development of printing.  

As more books became available, more people learned to read. Books were printed in the local,
or  vernacular, languages as well as classical Greek and Latin. With literacy came exposure to new ideas.
Some  historians believe that the 16th-century Protestant Reformation (a revolution in the Christian
church that divided it  into factions) might not have occurred if European thought had not been prepared
by ideas introduced and  circulated in printed books. Printers published other things besides books,
including newspapers, pamphlets, and  broadsides (sheets of paper printed on one or both sides). These
cheaper works helped spread news throughout  Europe and, in the 17th and 18th centuries, throughout
the British colonies in America. 

During the Industrial Revolution of the late 18th and early 19th centuries, printing technologies
evolved  rapidly. The steam-powered press was invented in Germany in the 19th century, and the rotary
press, which prints  images onto a continuous sheet of paper from a rotating drum, was introduced in the
United States in 1846. The  Linotype typesetting machine was patented by the German-born American
inventor Ottmar Mergenthaler in 1884.  It permitted typesetters to set text by typing on a keyboard rather
than hand-setting each letter individually.  Together, the Linotype machine and the rotary press
transformed the speed of printing. These so-called hot-metal  or letterpress printing technologies
dominated the industry until the 1950s, when phototypesetting and photo-offset  printing were introduced. 

Photocopying was another technology that made document duplication easier. Invented by
American  physicist and inventor Edwin Land in the 1950s, photocopying transfers an image from one
sheet of paper to  another very rapidly.  

A more recent advance is computer typesetting and printing. Computers and word-processing
and  graphics software are used today to set type and compose pages on the screen just as they will look
in the final  print, in either black and white or color. Page layouts can also be transmitted digitally
(numerically coded into  electronic pulses) via fax machines, computer modems, telephone networks, and
satellite systems to other  locations for editing, redesign, or printing. 

The spread of computer-based word processing and graphic design has led to the growth of
desktop  publishing. Today almost anyone can publish newsletters, newspapers, or magazines for
medium-sized  audiences. Business communication has been transformed by computer and information
technologies. Letters,  memos, reports, or other documents can be transmitted almost anywhere at the
speed of light.  

Early advocates of business computers predicted the paperless office, an office where paper
would be made  obsolete by computer technology. Experience, however, has shown that the ease of
copying, printing, and document  transmission made possible by computer technology has produced
more demand for paper, not less. 

Postal Services 

Different societies have devised systems for transporting messages from place to place and from
person  to person. The earliest were courier-type services whereby messengers carried memorized or
written messages  from one person to another, and returned with the reply. The Persian and Roman
empires and some Asian  societies sent couriers regularly along planned routes to retrieve reliable and
timely information about trade and  military affairs from distant areas. 

In the United States, the postal service was established by the government in 1789, and the
postmaster  general's office was created to supervise the mail service. The first postmaster general of the
United States was  Samuel Osgood. In the late 19th century, as the United States expanded its territory
west beyond reliable roads or  rail lines, the U.S. Post Office started the Pony Express, reviving courier-
style services in the new territories. Pony  Express riders carried sacks of mail through rugged and
remote territory, relaying their loads from one rider to the  next. The Pony Express quickly became
renowned for its speed of delivery.  

Over time, the U.S. Post Office took advantage of new transportation systems. Huge volumes of
mail were  sent across the country on trains, and the Post Office started its own postal security force to
prevent the mail from 
being stolen in railroad holdups. They were also the first postal service to hire pilots to fly mail to distant
or rural  locations within the United States and overseas. By the 1930s every small town and rural route
had carrier  service; in many places, deliveries were made twice a day. As demand for postal services
grew, the U.S. Post  Office developed systems for coding and sorting the mail more quickly, notably the
neighborhood ZIP Code  system in the 1960s. 

The Telegraphy 

The first truly electronic medium was the telegraph, which sent and received electrical signals
over long distance wires. The first practical commercial systems were developed by: 

1. Sir Charles Wheatstone (physicist, Great Britain);  

 2. Sir William F. Cooke (inventor, Great Britain); and 
3. Samuel F. B. Morse (artist and inventor, United States).  

Morse demonstrated the first telegraph system in New York in 1837. But regular telegraph
service,  relaying Morse code (system of code using on and off signals), was not established until 1844.
Telegraphers  would translate the letters of the alphabet into Morse code, tapping on an electrical switch,
or key. The telegrapher  at the other end of the line would decode the tapping as it came in, write down
the message, and send it to the  recipient by messenger. 

Telegraph systems were immediately useful for businesses that needed to transmit messages
quickly over  long distances, such as newspapers and railroads. A telegraph room installed in the United
States Capitol in 1844  was the center of a sensation when news of the nomination of James K. Polk as
the Democratic presidential  candidate was conveyed by telegraph between the convention in Baltimore,
Maryland, and the Capitol Building in  Washington, D.C. In cities, thousands of telegraph lines suspended
on poles webbed the streets by the latter half  of the 1800s. Telegraph cable was first laid under the
Atlantic Ocean in 1858, and regular transatlantic telegraph  service began in 1866. 

The Telephone 

In 1876, Scottish-born American inventor Alexander Graham Bell was the first to patent and
produce a  telephone. His patent was titled Improvement in Telegraphy, and contained the design of a
device that would  transmit the human voice over wires instead of electrical clicks or other signals, like the
telegraph. Originally, Bell  thought that the telephone would be used to transmit musical concerts,
lectures, or sermons. The American  inventor Elisha Gray filed an intention to patent at the same time, but
after many court battles, Bell was given the  rights to the invention. 

Bell and his financial backers established the Bell Telephone Company. In an extraordinary
business  move, Bell decided to lease telephones rather than sell them. His next step would be to build
the connecting  networks and sell services on those networks to customers. Bell began by leasing pairs of
telephones that would  connect two locations, such as a businessman's home and office, or between two
partners' offices. However, the  real appeal of telephone service emerged with the opening of the first
telephone exchange—a switchboard  connecting any member of a group of subscribers to any other
member—in 1878. 

After Bell's patents expired in 1893 and 1894, other companies began manufacturing telephones,
wiring  new networks, and installing exchanges. The new exchanges connected people in rural
communities and  residential households. Some were rural cooperatives owned and operated by the
customers. The American  Telephone and Telegraph Company (AT&T), which bought the Bell Telephone
Company in 1900, developed  switching systems to connect calls between exchanges, and eventually
began experimenting with long-distance  connections. 

The Radio 

The telegraph and telephone were systems for distance communication that sent electrical
signals through  wires. The earliest system for sending electrical signals through the air via
electromagnetic waves was called  wireless, and later radio. Radio technology was based on the
discoveries of James Clerk Maxwell.  

The Italian electrical engineer Guglielmo Marconi was the first person to invent a true wireless
radio. In  1895, he built a system that could send and receive a signal at a distance of close to 3 km.
(close to 2 miles). He  moved to England, and by 1899 the British Marconi Company had sent signals
across the English Channel. In  1901, Marconi received the Morse code signal for the letter S sent across
the Atlantic Ocean to Canada. 
 Marconi's radio system used a spark-gap technology that could transmit only simple on-off
signals—so  radio signaling used an on-off system like Morse code. This type of radio technology is
called radiotelegraphy.  Wireless was especially valuable for ships in distress, so that other ships could
be dispatched to save their  passengers and crews in times of emergency. 

The Television (TV) 

Two pioneers independently created the first workable television systems — American inventor
Philo T.  Farnsworth and Russian-born American engineer Vladimir K. Zworykin. Farnsworth used an
electronic camera he  called an image dissector to transmit a picture of a dollar sign in 1927. He patented
aspects of his system, and  developed his television further in the 1930s, but lost his financial backing
when World War II (1939-1945) began. 

In 1923, Zworykin first demonstrated an electronic television camera he called the iconoscope. At
the time,  he was working for Westinghouse Electronic Corporation, but Zworykin moved to RCA when
David Sarnoff, vice  president of RCA, became interested in his invention. Sarnoff supported the
development of the iconoscope when  RCA obtained the rights to Westinghouse's radio research projects
in 1930.
The Computers 

The earliest computers were machines built to make repetitive numerical calculations that had
previously  been done by hand. By the 1890s, calculating machines were used to tabulate the U.S.
Census with a punched card system invented by Herman Hollerith. Electromechanical calculators were
being built by the 1930s, especially  by a new company called the International Business Machines
Company (IBM). The first truly electronic memory  and processors were built by John Vincent Atanasoff in
1939 at the Iowa State College, and the first fully  functioning electronic computers, a series of ten called
Colossus, were built by the British Secret Service during  World War II to help them crack the Germans'
secret military codes.  

The first general-purpose electronic computer in America, called the Electronic Numerical
Integrator and  Computer (ENIAC), was built at the University of Pennsylvania in 1946. Two of its
inventors, American engineers  John Presper Eckert, Jr., and John Mauchly, moved on to build the first
electronic computer for commercial use,  the UNIVAC, at the Remington Rand Corporation. 

Mobile Phone  

This is a very recent mode of communication which is already utilized by private and commercial
entities.  The Police and the military are also using this as one of the major alternatives of
communication. 

Mobile (cellular) phones have become invaluable for people who need to stay in touch while on
the move.  Cellular telephone systems combine radio and television technology with computer systems.
As a caller moves  from one geographical cell (the name given to a specific part of the area being
covered by the system) to another,  computers in switching offices transfer calls among variously located
antenna transmitters without interrupting  service (Microsoft Encarta). 

Text Messaging also known as Short Message System (SMS). It is a method of

communication allowing  cellular, or mobile, phone users to exchange brief notes, typically up to 160
characters in length. Now, you can send as  much as 450 characters. 
Lesson 6

POLICE PLANNING
BASIC POLICE FUNCTIONS

1. Crime Prevention – it includes crime suppression.

2. Crime Solution – covers investigation of crimes.

3. Traffic Management – covers direction and control, traffic accident investigation.

WHAT IS PLANNING?

the process of developing methods or procedures.

an arrangement of parts intended to facilitate the accomplishment of a definite objective.

POLICE PLANNING

Attempt by police administrators in trying to allocate anticipated resources to meet anticipated service
demands.

systematic and orderly determination of facts and events

basis for policy formulation

decision affecting law enforcement management.

POLICE OPERATIONAL PLANNING

the act of determining policies and guidelines for police activities

process of formulating coordinated sequence of methodical activities

allocation of resources to the line units of the police organization for the attainment of the mandated
objectives or goals.

GOAL

General Statement of intention normally with time perspective.

It is achievable end state that can be measured and observed.

The most important aspect of planning

POLICY

a product of prudence or wisdom in the management of human affairs.

Set of principles in which organization is based.

STRATEGY

is a broad design, method; a major plan of action that needs a large amount of resources to attain a
major goal or objectives.

PROCESS

series of related projects larger in scope and not necessarily time limited,

systematically designed to achieve certain goals of plan.

TACTIC

it is a specific design, method or course of action to attain a particular objective in consonance with
strategy.

APPROACHES IN POLICE PLANNING?

SYNOPTIC Approach/Rational Comprehensive Approach- problem- oriented approach

INCREMENTAL Approach - problem broken down one by one

TRANSACTIVE Approach - face to face interaction

ADVOCACY Approach - beneficiality and negative effects

RADICAL Approach - collective actions and practicality.

RESPONSIBILITY IN PLANNING

Responsibility of the CHIEF OF PHILIPPINE NATIONAL POLICE and other chiefs of the different units or
headquarters within their area of jurisdiction to achieve the objectives or mission of the police
organization.

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.

BROAD EXTERNAL POLICY PLANNING

VS INTERNAL POLICY PLANNING

BROAD EXTERNAL POLICY PLANNING

INTERNAL POLICY PLANNING

BASIC CONSIDERATIONS IN POLICE PLANNING

PRIMARY DOCTRINES

FUNDAMENTAL DOCTRINE

OPERATIONAL DOCTRINE

These are the principles and rules governing the planning, organization and direction and employment
of the PNP forces.

FUNCTIONAL DOCTRINE

SECONDARY DOCTRINES

COMPLIMENTARY DOCTRINE

ETHICAL DOCTRINE
CLASSIFICATIONS OF POLICE PLANS

ACCORDING TO TIME

STRATEGIC OR LONG RANGE PLAN(10 years and more)

INTERMEDIATE OR MEDIUM RANGE PLANNING(less than 5 years)

OPERATIONAL OR SHORT RANGE PLANNING ( 1 week but not more than 1 year)

STRATEGIC OR LONG RANGE PLAN

It relates to plans which are strategic or long range in application.

determine the organization’s original goals and strategy.

INTERMEDIATE OR MEDIUM RANGE PLANNING

It relates to plans, which determine quantity and quality efforts and accomplishments.

Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)

Master Plan Sandugo (Support to Internal Security Operations Master Plan)

Master Plan Banat (Anti-Illegal Drugs Master Plan)

Master Plan Sang-ingat (Security Operations Master Plan)

Master Plan Saklolo (Disaster Management Master Plan)

Sangyaman (protection and Preservation of Environment, Cultural Properties, and Natural Resources
Master Plan)
OPERATIONAL OR SHORT RANGE PLANNING

Refers to the production of plans, which determine the schedule of special activity and are applicable
from one week or less than year duration.

Plan that addresses immediate need which are specific and how it can be accomplished on time with
available allocated resources.

Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks

Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized
Crime Groups

The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’
assistance.

OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security
measures and sea borne security patrols. 

TYPES OF PLANS

REACTIVE PLAN

Developed as a result of crisis.

A particular problem may occur for which the department has no plan and must quickly develop one.

without careful preparation.

STRATEGIC PLAN

Designed to meet the long-range, overall goals of the organization.

VISIONARY PLAN
Essential statements that identify the role of the police in the community.

A Future condition or state to which the department can aspire.

PROACTIVE PLAN

Developed in anticipation of problems.

TYPES OF POLICE PLAN

PROCEDURAL PLAN OR POLICY PLANS

Deals with procedures that have been outlined.

Officially adopted by all members of the unit under specified circumstances.

Guidelines for actions to be taken.

EXAMPLES OF PROCEDURAL PLANS/POLICY PLANS

FIELD PROCEDURES

intended to be used in all situations.

STANDARD OPERATING PROCEDURES (SOP)

procedures intended for specific operations.

HEADQUARTERS PROCEDURES

procedures to be followed in the headquarters.

OPERATIONAL PLANS

often called work plan

the work program of the field units

describe specific actions to be taken

TYPES OF OPERATIONAL PLAN (SOFT)

STANDING PLAN

OPERATIONAL- EFFICIENCY, EFFECTIVENESS, AND PRODUCTIVITY PLANS

FUNCTIONAL PLAN

TIME SPECIFIC PLAN

TACTICAL PLAN

plans that concern methods of action to be taken at a designated location and under specific
circumstances.

Examples are: planning for major accidents; calamities or disasters; special events; hostage-taking
situations, etc.

EXTRA DEPARTMENTAL PLAN

those which require actions or assistance from persons or agencies outside of the department
involve coordination with other agencies .

Examples are: exchange of information on wanted persons, known drug syndicates, known organized
crime groups, stolen vehicles, etc.

MANAGEMENT PLAN

Plans of management shall map out in advance all operations involved in the organization.

management of personnel

material and in procurement and disbursement of money.

TEST FOR GOOD OPERATIONAL PLAN

FEASIBILITY

SUITABILITY

ADAPTABILITY

ACCEPTABILITY

STEPS IN PLANNING(SEQUENTIAL)

Frame of reference

Clarifying the problem

Collecting all pertinent facts

Developing the facts

Developing alternative plans

Selecting the most appropriate alternative

Selling the plan

Arranging for the execution of plans

Evaluating the effectiveness of the plan

PNP SOP

SOP # 1- POLICE BEAT PATROL PROCEDURES

SOP# 2- BANTAY KALYE

SOP # 3- SIYASAT

SOP # 4- REACT 166

SOP # 5- LIGTAS ( ANTI- KIDNAPPING)

SOP # 6- ANTI- CARNAPPING

SOP # 7- ANTI- TERRORISM

SOP # 8- JOINT ANTI- BANK ROBBERY ACTION COMMITTEE

SOP # 9- ANTI- HIJACKING

SOP # 10- PAGLALANSAG/ PAG- AAYOS HOPE

SOP # 11- MANHUNT BRAVO ( NEUTRALIZATION OF WANTED PERSONS)

SOP # 12- ANTI- ILLEGAL GAMBLING

SOP # 13- ANTI- SQUATTING

SOP # 14- JERICHO

SOP # 15- NENA ( ANTI-PROSTITUTION/ VAGRANCY)

SOP # 16- ANTI- PORNOGRAPHY

SOP # 17- GUIDELINES IN CONDUCT OF ARREST, SEARCH AND SEIZURE

SOP # 18- SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

SOP # 19- ANTI- ILLEGAL LOGGING

SOP # 20- ANTI- ILLEGAL FISHING

SOP # 21- ANTI- ILLEGAL DRUGS

6 PNP MASTER PLAN

MASTER PLAN SANDIGAN- MILENYO= ANTI- CRIME

MASTER PLAN SANDUGO= SUPPORT TO INTERNAL SECURITY OPERATIONS

MASTER PLAN BANAT= ANTI ILLEGAL DRUGS

MASTER PLAN SANG- INGAT= SECURITY OPERATIONS

MASTER PLAN SAKLOLO= DISASTER MANAGEMENT

MASTER PLAN SANGYAMAN= PROTECTION OF ENVIRONMENT, CULTURAL PROPERTIES, AND NATURAL

RESOURCES

POLICE PLANNING

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.

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

Suitability – each course of action is evaluated in accordance with general policies, rules and laws.

Feasibility – these include the appraisal of the effects of a number of factors weigh separately and
together.

Acceptability – those judged to be suitable and feasible are then realized in acceptability studies.

What are the 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
CONSIDERATIONS IN POLICE PLANNING

Primary Doctrines

Fundamental Doctrines – These are the basic principles in planning, organization and management of
the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the
attainment of the national objectives.

Operational Doctrines – These are the principles and rules governing the planning, organization and
direction and employment of the PNP forces in the accomplishment of basic security operational
mission in the maintenance of peace and order, crime prevention and suppression, internal security and
public safety operation.

Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field of
interest such as personnel, intelligence, operations, logistics, planning, etc.

Secondary Doctrines

Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain
operation with regard to public safety and peace and order. These essentially involve the participation of
the other bureaus of the Bureau of Jail and Management and Penology (BJMP), Bureau of Fire and
Protection (BFP), Philippine National Public Safety College (PPSC), National Bureau of Investigation (NBI)
and other law enforcement agencies.

Ethical Doctrines – These define the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norm of the PNP.

The Principles of Police Organization

The principles of organization are presented in chapter three. These principles are
considered in police planning in order not to violate them but rather for the effective and efficient
development of police plans.

The Four (4) Primal Conditions of the Police Organization

Authority – The right to exercise, to decide, and to command by virtue of rank and position.

Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies,
procedures, rules and regulations of the organization are based on the statement of doctrines.

Cooperation or Coordination
Discipline – It is imposed by command or self-restraint to insure supportive behavior.

Classifications of Police Plan

According to coverage: Police Plans could be Local Plans (within police precincts, sub-stations,
and stations), Regional Plans, and National Plans.

According to Time: Police Plans are classified as:

Strategic or Long Range Plan – It relates to plan which are strategic or long range in application and it
determine the organization’s original goals and strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-
C-E 2000, Three Point Agenda, and GLORIA (These are discussed on the latter part of this
Chapter).

Intermediate or Medium Range Planning – It relates to plans, which determine quantity and quality
efforts and accomplishments. It refers to the process of determining the contribution on efforts that can
make or provide with allocated resources.

Example: 6 Masters Plans:

Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)

Master Plan Sandugo (Support to Internal Security Operations Master Plan)

Master Plan Banat (Anti-Illegal Drugs Master Plan)

Master Plan Sang-ingat (Security Operations Master Plan)

Master Plan Saklolo (Disaster Management Master Plan)

Sangyaman (Protection and Preservtion of Environment, Cultural Properties, and Natural resources
Master Plan)

Operational or Short Range Planning – Refers to the productions of plans, which determine the schedule
of special activity and are applicable from one week or less than year duration. Plan that addresses
immediate need which are specific and how it can be accomplished on time with available allocated
resources.

Examples of OPLANS
Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks

Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized
Crime Groups

LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program for the next five
years with a Total Human Development Approach (THD Approach).

The TMG through its “OPLAN DISIPLINA” that resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’
assistance.

OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security
measures and sea borne security patrols.

Factors affecting Police Planning

Condition – 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.

Time – 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.

Resources Available – Allocation of manpower, money and materials

Skills and Attitudes of Management – Refers to the level of experiences of the personnel who are
involved in the preparation of the plan and those who will execute the plan. Applicability of good
management principles shall be exploited.

Social and Political Environment – Refers to social and political practices, which will be affected b the
plan or plan affecting these practices, beliefs and norms of society.

Physical Facilities – Refers to machinery, instrument or tools in the attainment of the goals of the plan. A
certain system or structural designs in order to meet expected results.

Collection and Analysis of Data – Ready sources and basis of good decision-making by the makers of the
plan may be properly obtain through research and other means of information gathering techniques.

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

Mission

Task Allocation

Coordinating Instructions – Refers to the manner of giving alarm or signal when encountering such
problems which needs immediate action

Command – Refers to the relationship between operating personnel or units with that of Police
Headquarters; who to summon for assistance.

Signal – Defines communication network, which is to be used during a particular operation like using
passwords.

Signature

Distribution – Refers to what unit will be given copies of the plan. For instance, A – All units, B –
Selected units, C – Very selected, and D – Only 1 unit

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.

KINDS OF POLICE PLANS

Policy and Procedural Plans – to properly achieve the administrative planning responsibility
within in the unit, the Commander shall develop unit plans relating to: (a) policies or procedure; (b)
tactics; (c) operations; (d) extra-office activities; and (e) management.

Further, standard-operating procedures shall be planned to guide members in routine

and field operations and in some special operations in accordance with the following procedures:

Field Procedure – Procedures intended to be used in all situations of all kinds

shall be outlined as a guide to officers and men in the field. Examples o these procedures are those
related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints,
touring beats, and investigation of crimes. The use of physical force and clubs, restraining devices,
firearms, tear gas and the like shall, in dealing with groups or individuals, shall also be outlined.
 Headquarters Procedures – Included in these procedures are the duties of the
dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual.
Procedures that involve coordinated action on activity of several offices, however, shall be established
separately as in the case of using telephone for local or long distance calls, the radio teletype, and other
similar devices.

Special Operation Procedures – Certain special operations also necessitate the

preparation of procedures as guides. Included are the operation of the special unit charged with the
searching and preservation of physical evidence at the crime scenes and accidents, the control o
licenses, dissemination of information about wanted persons, inspection of the PNP headquarters, and
the like.

Tactical Plans – These are the procedures for coping with specific situations at known locations.
Included in this category are plans for dealing with an attack against buildings with alarm systems and an
attack against the PNP headquarters by lawless elements. Plans shall be likewise be made for blockade
and jail emergencies and for special community events, such as longer public meetings, athletic
contests, parades, religious activities, carnivals, strikes, demonstrations, and other street affairs.

Operational Plans – these are plans for the operations of special divisions like the patrol,
detective, traffic, fire and juvenile divisions. Operational plans shall be prepared to accomplish each of
the primary police tasks. For example, patrol activities must be planned, the force must be distributed
among the shifts and territorially among beats, in proportion to the needs of the service, and special
details must be planned to meet unexpected needs. Likewise in the crime prevention and in traffic,
juvenile and

vice control, campaigns must be planned and assignments made to assure the
accomplishment of the police purpose in meeting both average and regular needs. Each division or unit
has primary responsibility to plan operations in its field and also to execute the plans, either by its own
personnel or, as staff agency, by utilizing members of the other divisions.

Plans for operations of special division consist of two types, namely: (1) those designed
to meet everyday, year-around needs, which are the regular operating program of the divisions; and (2)
those designed to meet usual needs, the result of intermittent and usually unexpected variations in
activities that demand their attention.

Regular Operating Programs – these operating division/units shall have specific plans to
meet current needs. The manpower shall be distributed throughout the area of jurisdiction in
proportion to need. Assignments schedules shall be prepared that integrate such factors as relief days,
lunch periods, hours, nature, and location of regular work. Plans shall assure suitable supervision,
which become difficult when the regular assignment is integrated to deal with this short time periodic
needs.

Meeting usual needs – the usual needs may arise in any field of police activity and nearly
always met in the detective, vise and juvenile division by temporary readjustment of regular assignment.

Extra-office Plans – the active interest and the participation of individual citizen is also a vital to the
success of the PNP programs that the PNP shall continuously seek to motivate, promote and maintain an
active public concern in its affairs. These are plans made to organize the community to assist in the
accomplishment of objectives in the fields of traffic control, organize crime, and juvenile delinquency
prevention. The organization may be called safety councils for crime commissions and community
councils for the delinquency prevention. They shall assist in coordinating community effort, in
promoting public support, and in combating organized crime. Organization and operating plans for civil
defense shall also be prepared or used in case of emergency or war in coordination with the office of the
Civil Defense.

Management Plans – Plans of management shall map out in advance all operations involved in the
organization management of personnel and material and in procurement and disbursement of money,
such as the following:

Budget Planning – present and future money needs for personal, equipment and capital
investments must be estimated. Plans for supporting budget request must be made if needed
appropriations are to be obtained.

Accounting Procedures – procedures shall be established and expenditure reports be

provided to assist in making administrative decisions and holding expenditures within the
appropriations.

Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and
supplies. Purchasing procedures shall likewise be established to

insure the checking of deliveries against specification of orders. Plans and specifications shall be
drafted for new building and for modeling old ones.

Personnel – procedures shall be established to assure the carrying out of personnel programs
and the allocation of personnel among the component organization units in proportions need.

Organization – a basic organization plan of the command/unit shall be made and be posted for
the guidance of the force. For the organization to be meaningful, it shall be accompanied by the duty
manual which shall define relationships between the component units in terms of specific
responsibilities. The duty manual incorporates rules and regulations and shall contain the following:
definition of terms, organization of rank, and the like, provided the same shall not be in conflict with this
manual.

POLICE PLANNING

STEPS IN POLICE OPERATIONAL PLANNING

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.

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.

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.

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.

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.

Selecting the Most Appropriate Alternative – A careful consideration of all facts usually leads to the
selection of the best alternative proposal.

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.

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.

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.

How Operational plans are executed in the PNP?

The plans are made, same shall be put into operation and the result thereof evaluated
accordingly. Operations in the PNP shall be directed by the police commander to attain the following
objectives: (1) protection of persons and property; (2) preservation of peace and order; (3) prevention of
crimes; (4) repression of suppression of criminal activities; (5) apprehension of criminals; (6)
enforcement of laws and ordinances and regulations of conduct; (8) prompt execution of criminal writs
and processes of the courts; and (9) coordination and cooperation with other law enforcement agencies.

Prevention of Crimes – This activity requires the members of the PNP to mingle with the
members of the community where criminal activities originate and bred and criminalistic tendencies of
individuals are motivated to indulge in anti-social behavior; and seek to minimize the causes of crime.
This activity or mission also requires the individual members of the PNP to understand the people and
the environment in which they live.

Repression or Suppression of Criminal Activities – This activity or mission emphasizes the presence of
an adequate patrol system including the continuous effort toward eliminating or reducing hazards as the
principal means of reducing the opportunities for criminal action. The saying “the mouse will play while
the cat is away” is equally true in law enforcement and in public safety. The presence of a policeman in
uniform would be deterred or discouraged the would-be criminal or would-be offender-regulations.
Crime repression means the elimination of the opportunity that exists on the part of the would-be
criminal to commit a crime.

Preservation of Peace and Order – This activity or mission requires the individual members of
the PNP to gain the sympathy of the community to close ranks in combating crimes and any other anti-
social behavior of the non-conformists of the law and order. The community, therefore, should be
informed through proper education, of their share and involvement in law enforcement and public
safety.

Protection of Lives Properties – The responsibilities of the members of the PNP in providing for
the safety and convenience of the public are analogous with those of the doctor. The doctor protects life
by combating diseases while the PNP promotes public safety of accidents and in guarding the citizens
public safety by the elimination of hazards of accidents and in guarding the citizens against the attacks of
the bad elements of the society. The policeman though, has a collateral responsibility in his obligation to
protect life and property – a responsibility that is fundamental to every duty he performs. The police
have the obligation to preserve the citizen’s constitutional guarantees of liberty and the pursuit of
happiness.

Enforcement of Laws and Ordinances - these activities and mission requires the members of the
PNP to constructively integrate or enforce and implement the laws of the land and city/municipal
ordinances without regard to the personal circumstances of the individual citizens and any other
persons sojourning in the Philippines. This is to provide tranquility among members of society. These
also include the regulations of non-criminal conduct, specifically to obtain compliance through
education of the public in the dangers inherent in the disobedience of regulations. This makes use of
warnings, either oral or written, which informs the citizen but not to personalize.

Apprehension of Criminals – this activity defines specifically the power of the police as
possessed by every member of the integrated police, as a means to discourage the would-be offender.
The consequence of arrest and prosecution has a deterrent effect intended to make crime or any
unlawful act less worthwhile. Consequently, apprehension and the imposition of punishment for the
corresponding unlawful act are committed, lessens repetition by causing suspects to be incarcerated,
and provides an opportunity for reformation of those convicted by final judgment. This activity also
includes the recovery of stolen property in order to restrain those who are accessories to the crime and
thereby benefiting from the gains of crime.

Coordination and Cooperation with other Agencies – This activity requires the duty of a
commander of any unit of the PNP and its unit subordinates to establish report or good relationship
with other law enforcement agencies of the government. Through rapport, a police station commander
and his subordinates ma be able to maintain a harmonious working relationship with other law
enforcement agencies of the government whereby coordination and cooperation between them maybe
established. Coordination is an essential conduct of command.

Safeguard Public Health and Morals – This involves many activities or mission peripheral to basic
law enforcement and public safety. Such as for instance, sanitation, search and rescue operations,
licensing, inspection of buildings in order to determine whether or not the Presidential Decree on fire
prevention is strictly obeyed. This also includes supervising elections, escorts duties, civic actions, and
many other activities or missions related to law-enforcement and public safety.
FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and the subordinate
commanders and the same shall be aimed at the accomplishment of the following primary tasks more
effectively and economically:

Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the
community through the protection of persons and property, the preservation of the peace, the
prevention o crime, the suppression of criminal activities, the apprehension of criminals, the
enforcement of laws and ordinances and regulations of conduct, and performing necessary service and
inspections.

Investigation – The basic purpose of the investigation division unit shall be to investigate certain
designated crimes and clear them by the recovery of stolen property and the arrest and conviction of
the perpetrators. To this end, the investigation division shall supervise the investigation made by
patrolman and undertake additional investigation as may be necessary of all felonies.

Traffic Patrol – Police control of streets ort highways, vehicles, and people shall facilitate the
safe and rapid movement of vehicles and pedestrians. To this end, the inconvenience, dangers and
economic losses that arise from this moment, congestion, delays, stopping and parking of vehicles must
be lessened. Control of traffic shall be accomplished in three (3) ways:

Causes of accidents and congestion shall be discovered, facts gathered and analyzed for this purpose;

Causes shall be remedied; charges shall be made in physical condition that create hazards, and
legislation shall be enacted to regulated drivers and pedestrians; and

The public shall be educated in the provisions of traffic and ordinances. Motorists and pedestrians shall
be trained in satisfactory movement habits, and compliance with regulations shall be obtained by
enforcement. The police shall initiate action and coordinate the efforts of the agencies that are
concerned in the activities.

Vice Control – it shall be the determinant of the PNP in the control of vices to treat vice offenses
as they shall do to any violation, and exert efforts to eliminate them, as there attempt to eliminate
robbery, theft, and public disturbance. Control of vice, shall be based on law rather than on moral
precepts, and intensive operations shall be directed towards their elimination. A primary interest in vice
control results from the close coordination between vice and criminal activities. Constant raids of known
vice dens shall be undertaken.
 Juvenile Delinquency Control – effective crime control necessitates preventing the development
of individuals as criminals. The police commander shall recognize a need for preventing crime or
correcting conditions that induce criminality and by rehabilitating the delinquent.

Lesson 8

POLICE OPERATIONAL PLANNING

In this chapter, the basic concepts in POLICE planning are being discussed to reinforce the topics
in the previous chapters. This is so because the word PLANNING became a common terminology in
Police Organizations, in Police Management and Administration as well as in the other fields of Criminal
Justice.
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.

The process of police operational planning involves strategies or tactics, procedures, policies or
guidelines. A Strategy is a broad design or method; or a plan to attain a stated goal or objectives. Tactics
are specific design, method or course of action to attain a particular objective in consonance with
strategy. Procedures are sequences of activities to reach a point or to attain what is desired. A policy is a
product of prudence or wisdom in the management of human affairs, or policy is a course of action
which could be a program of actions adopted by an individual, group, organization, or government, or
the set of principles on which they are based. Guidelines are rules of action for the rank and file to show
them how they are expected to obtain the desired effect.

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

What is the 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

What are the 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
What are the 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.

What are the approaches in Police Planning?

Synoptic Approaches

Incremental Approach

Transactive Approach

Advocacy Approach

Radical Approach

A variety of approaches are employed in the planning processes. Each is unique and can be
understood as a method of operationalizing the word planning. There are basically five major
approaches to planning which are:

What is Synoptic Planning?

Synoptic planning or the rational comprehensive approach is the dominant tradition in planning.
It is also the point of departure for most other planning approaches.

This model is based on a problem-oriented approach to planning especially appropriate for

police agencies. It relies heavily on the problem identification and analysis of the planning process. It can
assist police administrators in formulating goals and priorities in terms that are focused on specific
problems and solutions that often confront law enforcement.

Steps in Synoptic Planning

Prepare for Planning – The task of planning should be detailed in a work chart that specifies (a) what
events and actions are necessary, (b) when they must take place, (c) who is to be involved in each action
and for how long, and (d) how the various actions will interlock with one another.
Describe the present situation – Planning must have a mean for evaluation. Without an accurate
beginning database there is no reference point on which to formulate success or failure.

Develop projections and consider alternative future states – Projections should be written with an
attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is
important for the police executive to project the current situations into the future to determine
possible, probable and desirable future states while considering the social, legislative, and political
trends existing in the community.

Identify and analyze problems – the discovery of the problems assumes that a system to monitor and
evaluate the current arena is already on place. Closely related to the detection and identification of
issues is the ability of the police to define the nature of the problem, that is to able to describe the
magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the
problem leads to the development of the means to deal with the issues.

Set goals – Making choices about goals is one of the most important aspects of planning. It makes no
sense to establish a goal that does not address a specific problem. Remembering that the police
departments are problem oriented, choices about goals and objectives should adhere to the synoptic
model.

Identify alternative course of action – As stated earlier, alternatives are means by which goals and
objectives can be attained. These are options or possible things to be done in case the main or original
plan is not applicable.

Select preferred alternatives – there are three techniques to select alternative:

Strategic analysis – this include the study on the courses of actions; suitability studies; feasibility studies;
acceptability studies; and judgment.

Suitability – each course of action is evaluated in accordance with general policies, rules and laws.

Feasibility – these include the appraisal of the effects of a number of factors weigh separately and
together.

Acceptability – those judged to be suitable and feasible are then realized in acceptability studies.

Cost – effectiveness Analysis – This technique is sometimes called cost-benefit or cost performance
analysis. The purpose of this form of selection is that the alternative chosen should maximize the ratio of
benefit to cost.

Must-wants Analysis – This method of selecting a preferred course of action combines the strengths of
both strategic and cost effectiveness analysis. Must wants analysis is concerned with both the subjective
weights of suitability, feasibility, and acceptability and the objectives weights of cost versus benefits.
Plan and carryout implementation – The police administrator must be aware that the implementation
requires a great deal of tact and skill. It maybe more important how an alternative is introduced to a
police department than what actually is.

Monitor and evaluate progress – Evaluation requires comparing what actually happened with what was
planned for-and this may not be a simple undertaking. Feedback must be obtained concerning the
results of the planning cycle, the efficiency of the implementation process, and the effectiveness of new
procedures, projects or programs. This is an important step of synoptic planning, trying to figure out
what, if anything happened as a result of implementing a selected alternative.

Summation of the synoptic planning approach – This can be done by making a summary of the
presentation, could be tabular or other forms of presentation.

Repeat the Planning Process – repetition of the process of planning enables the planner to thresh out
possible flaws in the plan.

What is Incremental Planning?

Incrementalism 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 together and
easier to solve when they are taken one at a time and broken down into gradual adjustments over time.

What is Transactive Planning?

Transactive planning 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.

What is Advocacy Planning?

Beneficial aspects of this approach include a greater sensitivity to the unintended and
negative side effects of plans.

What is Radical Planning?

The first mainstream involves collective actions to achieve concrete results in the
immediate future. The second mainstream is critical of large-scale social processes and how they
permeate the character of social and economic life at all levels, which, in turn, determine the structure
and evolution of social problems.
CONSIDERATIONS IN POLICE PLANNING

Primary Doctrines

Fundamental Doctrines – These are the basic principles in planning, organization and management of
the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the
attainment of the national objectives.

Operational Doctrines – These are the principles and rules governing the planning, organization and
direction and employment of the PNP forces in the accomplishment of basic security operational
mission in the maintenance of peace and order, crime prevention and suppression, internal security and
public safety operation.

Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field of
interest such as personnel, intelligence, operations, logistics, planning, etc.

Secondary Doctrines

Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain
operation with regard to public safety and peace and order. These essentially involve the participation of
the other bureaus of the Bureau of Jail and Management and Penology (BJMP), Bureau of Fire and
Protection (BFP), Philippine National Public Safety College (PPSC), National Bureau of Investigation (NBI)
and other law enforcement agencies.

Ethical Doctrines – These define the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norm of the PNP.

The Principles of Police Organization

The principles of organization are presented in chapter three. These principles are
considered in police planning in order not to violate them but rather for the effective and efficient
development of police plans.

The Four (4) Primal Conditions of the Police Organization

Authority – The right to exercise, to decide, and to command by virtue of rank and position.

Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies,
procedures, rules and regulations of the organization are based on the statement of doctrines.
Cooperation or Coordination

Discipline – It is imposed by command or self-restraint to insure supportive behavior.

Classifications of Police Plan

According to coverage: Police Plans could be Local Plans (within police precincts, sub-stations,
and stations), Regional Plans, and National Plans.

According to Time: Police Plans are classified as:

Strategic or Long Range Plan – It relates to plan which are strategic or long range in application and it
determine the organization’s original goals and strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-
C-E 2000, Three Point Agenda, and GLORIA (These are discussed on the latter part of this
Chapter).

Intermediate or Medium Range Planning – It relates to plans, which determine quantity and quality
efforts and accomplishments. It refers to the process of determining the contribution on efforts that can
make or provide with allocated resources.

Example: 6 Masters Plans:

Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)

Master Plan Sandugo (Support to Internal Security Operations Master Plan)

Master Plan Banat (Anti-Illegal Drugs Master Plan)

Master Plan Sang-ingat (Security Operations Master Plan)

Master Plan Saklolo (Disaster Management Master Plan)

Sangyaman (Protection and Preservtion of Environment, Cultural Properties, and Natural resources
Master Plan)

Operational or Short Range Planning – Refers to the productions of plans, which determine the schedule
of special activity and are applicable from one week or less than year duration. Plan that addresses
immediate need which are specific and how it can be accomplished on time with available allocated
resources.
Examples of OPLANS

Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks

Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized
Crime Groups

LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program for the next five
years with a Total Human Development Approach (THD Approach).

The TMG through its “OPLAN DISIPLINA” that resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’
assistance.

OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security
measures and sea borne security patrols.

Factors affecting Police Planning

Condition – 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.

Time – 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.

Resources Available – Allocation of manpower, money and materials

Skills and Attitudes of Management – Refers to the level of experiences of the personnel who are
involved in the preparation of the plan and those who will execute the plan. Applicability of good
management principles shall be exploited.

Social and Political Environment – Refers to social and political practices, which will be affected b the
plan or plan affecting these practices, beliefs and norms of society.

Physical Facilities – Refers to machinery, instrument or tools in the attainment of the goals of the plan. A
certain system or structural designs in order to meet expected results.

Collection and Analysis of Data – Ready sources and basis of good decision-making by the makers of the
plan may be properly obtain through research and other means of information gathering techniques.

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

Mission

Task Allocation

Coordinating Instructions – Refers to the manner of giving alarm or signal when encountering such
problems which needs immediate action

Command – Refers to the relationship between operating personnel or units with that of Police
Headquarters; who to summon for assistance.

Signal – Defines communication network, which is to be used during a particular operation like using
passwords.

Signature

Distribution – Refers to what unit will be given copies of the plan. For instance, A – All units, B –
Selected units, C – Very selected, and D – Only 1 unit

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.

KINDS OF POLICE PLANS

Policy and Procedural Plans – to properly achieve the administrative planning responsibility
within in the unit, the Commander shall develop unit plans relating to: (a) policies or procedure; (b)
tactics; (c) operations; (d) extra-office activities; and (e) management.

Further, standard-operating procedures shall be planned to guide members in routine

and field operations and in some special operations in accordance with the following procedures:

Field Procedure – Procedures intended to be used in all situations of all kinds

shall be outlined as a guide to officers and men in the field. Examples o these procedures are those
related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints,
touring beats, and investigation of crimes. The use of physical force and clubs, restraining devices,
firearms, tear gas and the like shall, in dealing with groups or individuals, shall also be outlined.

Headquarters Procedures – Included in these procedures are the duties of the

dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual.
Procedures that involve coordinated action on activity of several offices, however, shall be established
separately as in the case of using telephone for local or long distance calls, the radio teletype, and other
similar devices.

Special Operation Procedures – Certain special operations also necessitate the

preparation of procedures as guides. Included are the operation of the special unit charged with the
searching and preservation of physical evidence at the crime scenes and accidents, the control o
licenses, dissemination of information about wanted persons, inspection of the PNP headquarters, and
the like.

Tactical Plans – These are the procedures for coping with specific situations at known locations.
Included in this category are plans for dealing with an attack against buildings with alarm systems and an
attack against the PNP headquarters by lawless elements. Plans shall be likewise be made for blockade
and jail emergencies and for special community events, such as longer public meetings, athletic
contests, parades, religious activities, carnivals, strikes, demonstrations, and other street affairs.

Operational Plans – these are plans for the operations of special divisions like the patrol,
detective, traffic, fire and juvenile divisions. Operational plans shall be prepared to accomplish each of
the primary police tasks. For example, patrol activities must be planned, the force must be distributed
among the shifts and territorially among beats, in proportion to the needs of the service, and special
details must be planned to meet unexpected needs. Likewise in the crime prevention and in traffic,
juvenile and

vice control, campaigns must be planned and assignments made to assure the
accomplishment of the police purpose in meeting both average and regular needs. Each division or unit
has primary responsibility to plan operations in its field and also to execute the plans, either by its own
personnel or, as staff agency, by utilizing members of the other divisions.

Plans for operations of special division consist of two types, namely: (1) those designed
to meet everyday, year-around needs, which are the regular operating program of the divisions; and (2)
those designed to meet usual needs, the result of intermittent and usually unexpected variations in
activities that demand their attention.
 Regular Operating Programs – these operating division/units shall have specific plans to
meet current needs. The manpower shall be distributed throughout the area of jurisdiction in
proportion to need. Assignments schedules shall be prepared that integrate such factors as relief days,
lunch periods, hours, nature, and location of regular work. Plans shall assure suitable supervision,
which become difficult when the regular assignment is integrated to deal with this short time periodic
needs.

Meeting usual needs – the usual needs may arise in any field of police activity and nearly
always met in the detective, vise and juvenile division by temporary readjustment of regular assignment.

Extra-office Plans – the active interest and the participation of individual citizen is also a vital to the
success of the PNP programs that the PNP shall continuously seek to motivate, promote and maintain an
active public concern in its affairs. These are plans made to organize the community to assist in the
accomplishment of objectives in the fields of traffic control, organize crime, and juvenile delinquency
prevention. The organization may be called safety councils for crime commissions and community
councils for the delinquency prevention. They shall assist in coordinating community effort, in
promoting public support, and in combating organized crime. Organization and operating plans for civil
defense shall also be prepared or used in case of emergency or war in coordination with the office of the
Civil Defense.

Management Plans – Plans of management shall map out in advance all operations involved in the
organization management of personnel and material and in procurement and disbursement of money,
such as the following:

Budget Planning – present and future money needs for personal, equipment and capital
investments must be estimated. Plans for supporting budget request must be made if needed
appropriations are to be obtained.

Accounting Procedures – procedures shall be established and expenditure reports be

provided to assist in making administrative decisions and holding expenditures within the
appropriations.

Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and
supplies. Purchasing procedures shall likewise be established to

insure the checking of deliveries against specification of orders. Plans and specifications shall be
drafted for new building and for modeling old ones.

Personnel – procedures shall be established to assure the carrying out of personnel programs
and the allocation of personnel among the component organization units in proportions need.
 Organization – a basic organization plan of the command/unit shall be made and be posted for
the guidance of the force. For the organization to be meaningful, it shall be accompanied by the duty
manual which shall define relationships between the component units in terms of specific
responsibilities. The duty manual incorporates rules and regulations and shall contain the following:
definition of terms, organization of rank, and the like, provided the same shall not be in conflict with this
manual.

STEPS IN POLICE OPERATIONAL PLANNING

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.

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.

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.

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.

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.

Selecting the Most Appropriate Alternative – A careful consideration of all facts usually leads to the
selection of the best alternative proposal.

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.

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.

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.

How Operational plans are executed in the PNP?

The plans are made, same shall be put into operation and the result thereof evaluated
accordingly. Operations in the PNP shall be directed by the police commander to attain the following
objectives: (1) protection of persons and property; (2) preservation of peace and order; (3) prevention of
crimes; (4) repression of suppression of criminal activities; (5) apprehension of criminals; (6)
enforcement of laws and ordinances and regulations of conduct; (8) prompt execution of criminal writs
and processes of the courts; and (9) coordination and cooperation with other law enforcement agencies.

Prevention of Crimes – This activity requires the members of the PNP to mingle with the
members of the community where criminal activities originate and bred and criminalistic tendencies of
individuals are motivated to indulge in anti-social behavior; and seek to minimize the causes of crime.
This activity or mission also requires the individual members of the PNP to understand the people and
the environment in which they live.

Repression or Suppression of Criminal Activities – This activity or mission emphasizes the presence of
an adequate patrol system including the continuous effort toward eliminating or reducing hazards as the
principal means of reducing the opportunities for criminal action. The saying “the mouse will play while
the cat is away” is equally true in law enforcement and in public safety. The presence of a policeman in
uniform would be deterred or discouraged the would-be criminal or would-be offender-regulations.
Crime repression means the elimination of the opportunity that exists on the part of the would-be
criminal to commit a crime.

Preservation of Peace and Order – This activity or mission requires the individual members of
the PNP to gain the sympathy of the community to close ranks in combating crimes and any other anti-
social behavior of the non-conformists of the law and order. The community, therefore, should be
informed through proper education, of their share and involvement in law enforcement and public
safety.

Protection of Lives Properties – The responsibilities of the members of the PNP in providing for
the safety and convenience of the public are analogous with those of the doctor. The doctor protects life
by combating diseases while the PNP promotes public safety of accidents and in guarding the citizens
public safety by the elimination of hazards of accidents and in guarding the citizens against the attacks of
the bad elements of the society. The policeman though, has a collateral responsibility in his obligation to
protect life and property – a responsibility that is fundamental to every duty he performs. The police
have the obligation to preserve the citizen’s constitutional guarantees of liberty and the pursuit of
happiness.

Enforcement of Laws and Ordinances - these activities and mission requires the members of the
PNP to constructively integrate or enforce and implement the laws of the land and city/municipal
ordinances without regard to the personal circumstances of the individual citizens and any other
persons sojourning in the Philippines. This is to provide tranquility among members of society. These
also include the regulations of non-criminal conduct, specifically to obtain compliance through
education of the public in the dangers inherent in the disobedience of regulations. This makes use of
warnings, either oral or written, which informs the citizen but not to personalize.

Apprehension of Criminals – this activity defines specifically the power of the police as
possessed by every member of the integrated police, as a means to discourage the would-be offender.
The consequence of arrest and prosecution has a deterrent effect intended to make crime or any
unlawful act less worthwhile. Consequently, apprehension and the imposition of punishment for the
corresponding unlawful act are committed, lessens repetition by causing suspects to be incarcerated,
and provides an opportunity for reformation of those convicted by final judgment. This activity also
includes the recovery of stolen property in order to restrain those who are accessories to the crime and
thereby benefiting from the gains of crime.

Coordination and Cooperation with other Agencies – This activity requires the duty of a
commander of any unit of the PNP and its unit subordinates to establish report or good relationship
with other law enforcement agencies of the government. Through rapport, a police station commander
and his subordinates ma be able to maintain a harmonious working relationship with other law
enforcement agencies of the government whereby coordination and cooperation between them maybe
established. Coordination is an essential conduct of command.

Safeguard Public Health and Morals – This involves many activities or mission peripheral to basic
law enforcement and public safety. Such as for instance, sanitation, search and rescue operations,
licensing, inspection of buildings in order to determine whether or not the Presidential Decree on fire
prevention is strictly obeyed. This also includes supervising elections, escorts duties, civic actions, and
many other activities or missions related to law-enforcement and public safety.
FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and the subordinate
commanders and the same shall be aimed at the accomplishment of the following primary tasks more
effectively and economically:

Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the
community through the protection of persons and property, the preservation of the peace, the
prevention o crime, the suppression of criminal activities, the apprehension of criminals, the
enforcement of laws and ordinances and regulations of conduct, and performing necessary service and
inspections.

Investigation – The basic purpose of the investigation division unit shall be to investigate certain
designated crimes and clear them by the recovery of stolen property and the arrest and conviction of
the perpetrators. To this end, the investigation division shall supervise the investigation made by
patrolman and undertake additional investigation as may be necessary of all felonies.

Traffic Patrol – Police control of streets ort highways, vehicles, and people shall facilitate the
safe and rapid movement of vehicles and pedestrians. To this end, the inconvenience, dangers and
economic losses that arise from this moment, congestion, delays, stopping and parking of vehicles must
be lessened. Control of traffic shall be accomplished in three (3) ways:

Causes of accidents and congestion shall be discovered, facts gathered and analyzed for this purpose;

Causes shall be remedied; charges shall be made in physical condition that create hazards, and
legislation shall be enacted to regulated drivers and pedestrians; and

The public shall be educated in the provisions of traffic and ordinances. Motorists and pedestrians shall
be trained in satisfactory movement habits, and compliance with regulations shall be obtained by
enforcement. The police shall initiate action and coordinate the efforts of the agencies that are
concerned in the activities.

Vice Control – it shall be the determinant of the PNP in the control of vices to treat vice offenses
as they shall do to any violation, and exert efforts to eliminate them, as there attempt to eliminate
robbery, theft, and public disturbance. Control of vice, shall be based on law rather than on moral
precepts, and intensive operations shall be directed towards their elimination. A primary interest in vice
control results from the close coordination between vice and criminal activities. Constant raids of known
vice dens shall be undertaken.
 Juvenile Delinquency Control – effective crime control necessitates preventing the development
of individuals as criminals. The police commander shall recognize a need for preventing crime or
correcting conditions that induce criminality and by rehabilitating the delinquent.

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police operational planning

adopted by the police organization to guide the police officer5s in the conduct of their duties and
functions, especially during field operations.

The following are Police Security Service Package of the PNP with the following standard
operating procedures and guidelines:

SOP #01 – POLICE BEAT PATROL PROCEDURES – This SOP prescribes the basic procedures to be
observed by all PNP Units and mobile patrol elements in the conduct of visibility patrols.

SOP #02 – BANTAY KALYE – This SOP prescribes the deployment of 85% of the PNP in the field to
increase police visibility and intensifies anti-crime campaign nationwide.

SOP #03 – SIYASAT – this SOP prescribes the guidelines in the conduct of inspections to ensure police
visibility.

SOP #05 – LIGTAS (ANTI-KIDNAPPING) – with the creation of the Presidential Anti-organization Crime
Task Force (PAOCTF), the PNP is now in support role in campaign against kidnapping in terms of personal
requirements. SOP #05 sets forth the PNP’s guidelines in its fight against kidnapping activities.

SOP #06 – ANTI-CARNAPPING – This SOP prescribes the conduct of an all-out and sustained anti car
napping campaign to stop/minimize car napping activities, neutralize syndicated car napping groups,
identify/prosecute government personnel involved in car napping activities, and to effectively address
other criminal activities related to car napping.

SOP #07 – ANTI-TERRORISM –this prescribes the operational guidelines in the conduct of operations
against terrorists and other lawless elements involved in terrorist activities.

SOP #08 – JOINT ANTI-BANK ROBBERRY ACTION COMMITTEE (ANTI-BANK ROBBERY) – this SOP provides
overall planning, integration, orchestration or coordination, and monitoring of all efforts to ensure the
successful implementation.

SOP #09 – ANTI-HIJAKING/HIGHWAY ROBBERY – this SOP sets forth the guidelines and concepts of
operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking operations.
SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – this SOP sets forth the concepts of operations and tasks of
all concerned units in the campaign against Partisan Armed Groups and loose fire.

SOP #11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) – this SOP sets forth the
objectives and concept of operation tasks of all concerned units in the neutralization of wanted persons.

SOP #12 – ANTI-ILLEGAL GAMBLING – this SOP sets forth the operational thrusts to be undertaken by
the PNP that will spearhead the fight against all forms of illegal gambling nationwide

SOP #13 – ANTI-SQUATTING – this SOP sets forth the concept of operation in the campaign against
professional squatters and squatting syndicates.

SOP #14 – JERICHO – This SOP prescribes the operational guidelines to be undertaken by the National
Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the
office of the Secretary of Interior and Local Government (SILG), with personnel and equipment requires
of that reaction group supported by the PNP.

SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) – This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearheaded the fight against prostitution and vagrancy.

SOP #16 – ANTI-PORNOGRAPHY – This prescribes the guidelines to be followed by the tasked PNP
Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.

SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST SEARCH, AND SEIZURE – This SOP prescribes the
procedures and manner of conducting an arrest, raid, search and/or search of person, search of any
premises and the seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court, as
amended and updated decision of the Supreme Court.

SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

SOP #19 – ANTI-ILLEGAL LOGGING

SOP #20 – ANTI-ILLEGAL FISHING

SOP #21 – ANTI-ILLEGAL DRUGS

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

To curb out the ICU, the PNP should:

Prevent by moral persuasion of inept, corrupt and the undisciplined police officer.

Re-invent the PNP’S system and procedures to assure everyone a culture of transparency, integrity and
honesty and

Rebuilt the police institution into an agency that can find its distinction in the protection of rights and
not in their violation.

To cure the ICU, the police administrator have to build Aptitude, Integrity and
Discipline.

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

DECISION MAKING:

An Essential Element in Planning

What is Managerial Decision?

To decide to make up one’s mind. A decision is a choice from among a set of available
alternatives. Managerial decisions are choices between alternative courses of action translated into
administrative behavior designed to achieve an organization’s mission through the accomplishment of
specifically targeted goals and objectives.

What are the elements of Managerial Decisions?

In coming up with the appropriate decisions, police managers should consider the following
elements:
Choices – If a police administrator does not have the opportunity or the ability to make a choice, there is
no real decision. Following rules, obeying orders or being coerced to act in certain ways cannot without
a great deal of distortion be construed as making decisions.

Alternatives – There must be more than one possible course of action available in order for the police
administrator to have a choice. Effective police managers look for and try to create a realistic option for
resolving problems.

Targets – Goals and objectives come together to perform a vital function. They activate give direction to
the decision-making process.

Behavior – Making decision is irrelevant unless they are translated into action.

What is the importance of Decision-Making in Police Planning?

Police planning is involved in a problem-solving process. Problem solving and decision-

making are used interchangeably in the context of management and administration because police
managers spend most of their time making decisions to resolve problems.

The decision-making process consists of three stages as used in police planning.

These three stages are described as follows:

Intelligence – this involves scanning the environment for condition that require the decision.

Design – entails creating, developing, and analyzing possible courses of action (creative problem
solving).

Choice – refers to the actual selection of a particular course of action from among available alternatives.

Based on these concepts, decision making and planning can be describe as multi-step process
through which problems are recognized, diagnosed, and defined alternative solution are generated,
select and implemented.

What are some general principles involved in Decision Making?

Rule 1. Make a decision – effective police managers are graded on their ability to make decision.
This is because indecisiveness is easily perceived and generates disrespect, destroys confidence, lowers
morale, and adversely affects performance.

Rule 2. Don’t Worry – avoid anxiety by not worrying about decisions already made. The only
time of reconsidering a decision is when there is a genuine need to consider an alternative course of
action.
 Rule 3. Expect Criticism – criticism is inevitable. In a positive sense, it means the police manager
is doing something that is worthy of attention.

What is Organizational Decision Making?

Organizational decision making refers to the formal exercise of an authority to decide

based on a designated level of management and the scope of decision proportionate to the total
organization. The greater the proportion, the broader the scopes of decision, hence the levels of
management are arranged in a hierarchical order indicative of formal authority or position power.

Upper-level Managers – the elected or appointed top executives who serves as

administrators, heads and directors.

Middle-level Managers – located between the top and the lower levels of the organization. Examples are
bureau chiefs, division heads who acts in behalf of their superiors to interpret policies, coordinate
activities, motivate employees, and maintain discipline. Their decision-making authority is limited and
always constrained by preexisting policy.

Lower-level Managers – (Supervisory) – responsible for job related activities of others. They are the
work group leaders charged with getting their subordinates to carry out specific tasks as set down by
middle level managers. They do make decision though highly structured and related almost exclusively
to operational consideration.

What are the influences on Decision?

Internal Factors

The specificity of organization’s mission, goals and objectives.

The delegation of sufficient authority to enable managers to carry out their assigned duties.

The degree of autonomy given to management personnel at different levels in the organization.

The leeway granted to the managers by departmental policies, procedures, rules, and regulation.

The availability of valid, reliable, and objective information on which to base decision.

The time and energy used to select, retain qualified managers.

The nature, extent and effect of intra-organizational conflict.

The adequacy of the reward system in promoting timely ad effective decision-making.

External Factors

Social Instability

Rising Expectation

Professional Ethics

legal Constraints

Dwindling Resources

Political Conflict

Technological change

Internal and external environmental factors are never under the direct control of the
decision-maker. Effective decision-maker learns and accepts to cope with this uncertainly, complexity,
and risk.

Situational Variables

No two decisions are exactly the same. There are simply too many variables. Every
police problem that elicits a decision is unique in terms of its

Nature and Extent

Difficulty

Urgency

Seriousness

Complexity

Solution

Personal Variables

Mental health

Intellectual Capacity

Education and Experience

Values, attitude and perception

Motivation to act
Nine (9) Steps in Rational Decision Making

. Awareness of the need to make decision – Decision-making is activated by the recognition of

opportunities as well as problems.

2. Identifying an existing problem – When feedback suggests there is a problem, it must be diagnosed
and defined in explicit terms.

3. Listing possible and probable causes – Once the problem has been identified and articulated, all
possible causes must be considered.

4. Designing alternative solutions – develops and tests a fairly wide creative solution.

5. Evaluating alternative solution – evaluation must be interim of probability, effect, importance,

feasibility, sufficiency, and realism.

6. Choosing an alternative solution – all available options must be analyzed and compared to one
another in order to select objectively the best alternative.

9. Making necessary adjustments – be proactive and do not hesitate to make necessary midcourse
corrections.

7. implementing a decision – a decision is meaningless if it is not translated into effective action.

8. Analyzing feedback – analyze feedback in order to assess the effectiveness of a given solution on a
targeted problem

What are the Rules of Effective Decision-Making?

Differentiate between really big decisions and little problems

Rely on existing policies, procedures, rules, an regulations whenever possible

consult and check with significant others before making major organizational decisions

avoid making crisis decisions

Do not attempt to anticipate all eventualities associated with resolution of the problem

Do not expect to make the right decision all of the time

Cultivate decisiveness

Implement major decisions once they have been made

Accept decision making as a challenge rather than unwanted chore.

DISASTER AND EMERGENCY PLANNING

Emergency and disaster planning is one of the most important interrelated function in a security
system. It is important in any organization as physical security, fire protection, guard forces, security of
documents and personnel security.

Emergency and disaster planning refers to the preparation in advance of protective and safety
measures for unforeseen events resulting from natural and human actions.

Disaster plans outline the actions to be taken by those designated for specific job. This will result
in expeditious and orderly execution of relief and assistance to protect properties and lives. These plans
must also be rehearsed so that when the bell ring, there will be speed and not haste in the execution.
Speed is the accurate accomplishment of a plan as per schedule, while haste is doing a job quickly with
errors. Plans therefore must be made when any or all of the emergencies arise. Those plans, being
special in nature, must be prepared with people whose expertise in their respective field is legion
together with the coordination and help of management, security force, law enforcement agencies, and
selected employees.

Planning is necessary to meet disaster and emergency conditions and it must be continuing and
duly supported by management. On aspect of the plans will be to consider recovery measures to be
undertaken by the organization. Being prepared for the eventuality gives better chances of protection
and eventual recovery than those not prepared. Without planning, the emergency or disaster can
become catastrophic. With a good, suitable plan to follow, the unusual becomes ordinary, hence, the
mental preparedness for easy survival and recovery.

Understanding Disaster

A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an

EMERGENCY but an emergency may not always be a disaster.

An emergency falls into 2 broad categories:

Disaster

(Natural Crisis)

Induced
Catastrophe

(Man-made Crisis)

Floods, earthquake, flamine typhoon, diseases, volcano eruption, crashes industrial accident, fires,
landslide avalanches tsunamis, etc.

Arson, bombing, kidnapping, robbery, hostage-taking, skyjacking, assassination, ambush, and other acts
terrorism

Commodities:

Identify the type of disaster occurred in the area

Identify those that could affect your operation in the area

Determine which scenarios are plausible

Survey your physical facilities and operating procedures to determine preparedness

Survey surrounding area to determine if there are operations or facilities near which might create
emergencies.

Commodities:

Establish a liaison with law enforcement agencies and emergency response groups

Know where to get help, how to get help, and what help you can expect

Know who currently has authority to make key decisions with in your organization and who control
access to decision makers in an emergency

Review emergency procedures, its completeness and accuracy

Elements of Effective Crisis (Disaster) Management

“Like any other construction project, the crisis (disaster) management pyramid requires
a solid foundation”

5
4

The Crisis (Disaster) Management Pyramid

Placed within the pyramid are the following

Think about the unpopular (1)

This is recognizing the management’s willingness and involvement. There must be a

clear recognition that emergencies distinct possibilities is anytime and that preparation for them must
begin NOW!

Recognizing dangers and opportunities (2)

Defining the control and crisis response (3)

“To do the right thing at the right season is a great art” – AESOP

Harness and Environment (4)

Ability to organize, willingness and delegate

Providing an atmosphere in which personnel can do job for which they are selected

Providing the right facilities and backups

Containing the Damage (5)

“Physical damage frequently is impossible to control but emotional and public relation is
not.”

Successful Resolution (6) – damaged has been contained

Return to Normalcy (7)

Assistance to victims and safety of equipment while normal operations are going on

The emergency has been totally addressed

Avoid Repetition (8) – through aggressive countermeasures and reduction o vulnerability to similar
emergencies in the future.

List of Effective Crisis (Disaster) Management based on the Pyramid

Good Planning

Consider all possibilities

Don’t focus only on immediate problem

Establish contacts

Good Personnel

Look for experience and knowledge

Train, test and evaluate

Use people effectively and humanely

Organize to mitigate stress

Good Shakedowns

Test plans and people

Evaluate and revise plans

Keep an open mind

Maintain Control Be creative

Look for the real problem

Have confidence in your plans

Keep records

Get Back to Normal

Evaluate and document

Give reward

Analyze implications

Phases in Emergency/Disaster Planning

Phase I

Assessment of the Situation

This will be a research in depth by a knowledgeable and specially trained group on the
vulnerabilities as well as the resources available for the disaster plan. Surveys and Inspection may be
conducted
Phase II

Writing the Plan

The plan will have to be written based on the findings in Phase I. the plan can be code title,
management will just call for the name of the plan.

Phase III

Phase IV

Testing the Plan

Critique the Plan

This involves the analysis of feedbacks. The unworkable procedures should be noted and finally
corrected.

Checklist for Reviewing Policies,

Procedures and Plans

Compile and review your organization’s policies on various contingencies before establishing your plans

Ensure that these policies are known throughout the organization and that they are included in your
emergency manuals

Ensure that your procedures and plans are consistent with your organization’s established policies and
goals

Identify appropriate outside consultants and other sources of assistance in developing and
implementing your plans and procedures

Ensure that the appropriate personnel have any security clearances or background checks which might
be required

Establish a viable record-keeping system and procedures to ensure they are followed

Organizing Disaster Management Team

Disaster team leadership is vested primary tasks is to ensure that the control is
maintained over the team’s activities, information flow, and the implementation of decisions and
organizational policies. For these reason, the team leader should be a person who has demonstrated
abilit7y to function under pressure, must have sufficient authority to make on the spot decisions with in
the framework of overall organization’s policy, access to decision makers when required, and the ability
to recognize which decisions to make independently an which to refer to upper management.
Disaster Action Team Duties

Supervise the formulation of policies

Ensure the development of procedures

Participate in preparing plans

Oversee and anticipate in exercise of plans

Select crisis management/disaster center

Participate in personnel training

Review preparation of materials

Delegate authority

Brief personnel

Ensure the assembly of supplies

Ensure preparation of rest, food, medical areas

On Pre-event

During the Event

Establish shift schedules immediately

Delegate tasks

Focus underlying problem

Maintain control

Follow organizational policies

Use prepared procedures

Innovate as needed

Ensure that information is shared with the entire team

Review all press release and public statements

Double check or confirm informations if possible

Aid victim and their families

Try to anticipate future consequences

Control stress of team members

Ensure log maintenance

On Post Event (after the Incident)

Evaluate effectiveness of plans

Evaluate adequacy of procedures

Debrief personnel

Evaluate equipment and training used

Revise plans and procedures in the light of new experience

Reward personnel as appropriate

Document events

Prepare after-action reports

Arrange an orderly transition to normal conditions

The Chain of Events during a Crisis/Disaster

Incoming Advisory

Security

Notifies

Disaster Action Team Leader

Decision - - - - -

No Immediate Action

Team Leader Notifies

Assembly at the Crisis or Disaster Center

Initial Actions:

Log Created, Family/ Government Contacted, Press Guidance, Others

Appropriate

Action

The chain of events during a disaster is simplified as follows:

Security receives initial report of emergency

Security notifies Disaster Team Leader

Team leader decides if immediate action is required

If action is required, he notifies the other team members to convene at the crisis management center

Initial liaison established and actions taken: create log, contact of family, employees involved,
government or law enforcement liaison contacts, prepare contingency press guidance, others.

Respond to event

Crowd Control and Riot Prevention

Riot, in general is an offense against the public peace. It is interpreted as a tumultuous

disturbance by several persons who have unlawfully assembled to assist one another, by the use of
force if necessary, against anyone opposing them in the execution of some enterprise of a private
nature, and who execute such enterprise in a violent manner, to the terror of the people.

Under the law, it is punishable for any organizer or leader of any meeting attended by armed persons for
the purpose of committing any of the crimes punishable under the Revised Penal Code, or any meeting
in which the audience is incited to the commission of the crimes of treason, rebellion or insurrection,
sedition or assault upon a person in authority or his agents (Art. 146, RPC). It is also punishable for any
person who shall cause any serious disturbance in a public place, office, or establishment, or shall
interrupt or disturb public functions or gatherings or peaceful meetings (Art. 153, RPC).

Some Basic Definition of Terms

Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more

than three persons who are armed or provided with means of violence.

Outcry – The means to shout subversive or proactive words tending to stir up the people to
obtain by means of force or violence.

Crowd – It consists of a body of individual people with no organization, no single partnership. Each
individual’s behavior is fairly controlled and ruled by reason. All the participants have been thrown by
circumstance into a crowd for some common purpose that may give them a least one thing in common.

Mob – A mob takes on the semblance of organization with some common motive for action,
such as revenge for a crime committed on the scene where the crowd assembled, an aggravated fight,
or a confrontation with the police. At time like this, there is already a strong feeling of togetherness
(“we are one” attitude).

Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a
riot.

What is the Role of Planning in Crowd Control or Riot Prevention?

A sound organizational planning, training, logistical support and a high departmental

morale are the essential success elements in modern counter-riot operations.

The control of violent civil disorder involving large segments of the population,
especially in congested urban areas, requires a disciplined, aggressive police counter-action which at the
same time adheres to the basic law enforcement precepts. This is done through effective police
operational planning.

Through planning, the law violators can be arrested and processed with in the existing legal
frameworks by the exercise of reasonable force. Without an immediate decisive police action, the
continually recurring conditions of civil unrest and lawlessness could quickly evolve into a full-scale riot.
Police planning could provide the best police reaction and order can be restored with a minimum of
property damage and injury.

What are the Police Purpose and Objectives in Anti-Riot Operations?

Containment – Unlawful assembly and riot are as contagious as plagued unless they are
quarantined from the unaffected areas of the community. In here, all persons who are at scene should
be advised to leave the area, thereby reducing the number of potential anti-police combatants.

Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may appear at
first to be a legal assembly but the nature of assembly at the time of the arrival of the police may clearly
distinguish it as being unlawful. Once it is determined, the responsibility of the police to command the
people to disperse. Crowd control formations may be done if necessary to expedite their movements.

Prevention of Entry or Reentry – The police have to protect the area once the people have been
moved out or dissipated into smaller groups to prevent them from returning. Enforce quarantine by not
allowing the group to resume their actions.
 Arrest Violator – One of the first acts of the police upon arrival at the scene of the disturbance is
to locate and isolate individuals who are inciting the crowd to violate or fragrantly violating the law.
Prevent any attempt by the crow or mob to rescue those arrested by enforcing total quarantine.

Establish Priorities – Depending upon the circumstances, it is always necessary to establish

priorities. Assessing the situation to determine the nature of assistance and number of men needed is
part of the planning process.

What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation

Determine whether the original purpose of the gathering was lawful or not

Determine also the lawfulness at the time of arrival at the scene

Assess their attitude, emotional state, and their general condition

Determine any state of intoxication and other conditions that may lead to violence

Identify the cause of the problem

Locate and identify leaders or agitators

Survey the Scene

Determine as soon as possible the best condition of the command post

Locate the best vintage point of observations

Consider geographical factors such as natural barriers, buildings, and weather condition

Note the best method of approach

Communicate

Report on your assessment, keeping your assessment brief but concise, giving your superior the
sufficient data with which to proceed for plans of action

Ask for assistance or help from the command post hence remain close to the radio as possible until
additional units arrived or to communicate new developments.

Maintain a Watchful Waiting

Make your presence known to the people in the vicinity

If the crowd is too much to handle, stay near the command post and wait for additional supports
units

Use radio or other means of communications to call for assistance

Make preparations for decisive police action.

Concentrate on Rescue and Self-Defense

Take care of the immediate needs of the situation until help arrives

Apply first aid to the injured people and self protection must be considered

Remember the primary objective of protecting lives, property and the restoration of order

Maintain an Open Line of Communication

Keep the dispatcher advised on the progress of the scene

Continue directing the support units to the scene and the general perimeter control

Establish a Command Post

Follow what is in your contingency plan for civil disturbance

Make every officer aware of the command post for proper coordination

Take immediate action for serious violations

Arrest perpetrators

Isolate the leaders or agitators from the crowd

Show full police force strength

Give the dispersal order

Disperse the crowd upon order

Anti-riot formations and procedures must be used

Use of force necessary for dispersal maybe considered

What are the General Guidelines in Handling Riot?

Preplanning must be high on the agenda whenever the department anticipates any disorder or major
disturbance.

Meet with responsible leaders at the scene and express your concern for assuring them their
constitutional guarantees. Request them to disperse the crowd before attempting to take police action.

Maintain order and attempt to quell the disturbance without attempting to punish any of the violators.

Use only the force that is necessary but take positive and decisive action.

Post the quarantine area with signs and barricades, if necessary.

Keep the traffic lane open for emergency and support vehicle.

Consider the fact that most impressive police action at the scene of any type of major disturbance is the
expeditious removal of the leaders by a well disciplined squad of officers.

For riot control, consider the following:

Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The elements of
surprise may enhance effectiveness of riot control.

Security of Information – Plans for action and communications regarding the movement of personnel
and equipment should be kept confidential

Maximum utilization of Force – A show of police force should be made in a well-organized manner,
compact, and efficient in a military-type squad formation.

Flexibility of Assignments – Officers and terms should be flexibility assigned to various places where the
need is greatest.

Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid mass confusion
among the officers.

What are the Special Problems in Crowd Control and Riot Operations?

Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion
and excitement at a riot scene by taking a concealed position and shooting at people with some type of
weapons, usually rifle.

How to handle this?

clear the area of innocent bystanders

isolate the area and guard against possible escape of the suspects
use whatever force necessary to take him into custody

assign anti-snipers team especially in aggravated situations

Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into
custody immediately.

Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and
entering. Take the suspects into custody by whatever means are necessary.

DECISION-MAKING MODELS

The Rational Model

The Incremental Model

Heuristic Model

Organizational Process Model

Government Politics Model

Group Decision Making

Group Assets

Greater Total Knowledge and Information

Greater Number of Approaches to a Problem

Participation in Problem Solving Increases Acceptance

Better Comprehension of the Decision

Group Liabilities

Social Pressure

Individual Domination

Groupthink

Factors that can Serve as Asset and Liabilities

Disagreement

Conflicting Versus Mutual Interest

Risk Taking

Time Requirements

Brainstorming

Sessions should last 40 minutes to an hour

Problem to be discussed should not be revealed before the session

The problem should be stated clearly and not too broadly

A small conference table should be used

Personal Characteristics of Decision Making

Ideology versus Power Orientation

Emotionality versus Objectivity

Creativity versus Common Sense

Action Orientation versus Contemplation

Common Errors in Decision Making

Cognitive Nearsightedness

Assumption That the Future will Repeat itself

Oversimplification

Overreliance on One’s Own Experience

Preconceived Notions

Unwillingness to Experiment

Reluctance to Decide