POLICE PLANNING

POLICE OPERATIONAL 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 accomplishments 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?

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.

Planning is also the process of preparing for change and coping with uncertainty formulating future
causes of action; the process of determining the problem of the organization and coming up with
proposed resolutions and finding best solutions.

 The process of combining all aspects of the department and the realistic anticipation of future
problems, the analysis of strategy and the correlation of strategy to detail.

 The conceptual idea of doing something to attain a goal or objective.

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 a rational design or pattern for all departmental undertakings rather
than relying on chance 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 ranged in nature.

The reasons for Strategic Planning are:

1. VISION - A vision of what a police department should be.

2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be

3. STRATEGIC FOCUS

4. CONGRUENCE

5. A STRATEGIC RESPONSE TO CHANGE

6. A 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. Alternatives 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.

What are the Objectives of Police Planning?

1. To increase the chances of success by focusing on results and not so much on the objectives.

2. To force analytical thinking and evaluation of alternatives for better decisions.

3. To establish a framework for decision making consistent with the goal of the organization.

4. To orient people to action instead of reaction.

5. To modify the day-to-day style of operation to future management.

6. To provide decision making with flexibility.

7. To provide basis for measuring original accomplishments or individual performance.

What can be expected in planning?

1. Improve analysis of problems

2. Provide better information for decision-making

3. Help to clarify goals, objectives, priorities

4. Result is more effective allocation of resources

5. Improve inter-and intradepartmental cooperation and coordination

6. Improve the performance of programs

7. Give the police department a clear sense of direction

8. Provide the opportunity for greater public support

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.

2. Simplicity, Directness and Clarity

3. Flexibility

4. Possibility of Attainment

5. Must provide Standards of Operation

6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning?

The five (5) W’s and one (1) H

1. What to do – mission/objective

2. Why to do – reason/philosophy

3. When to do – date/time

4. Where to do – place

5. Who will do – people involve

6. How to do – strategy

What are the approaches in Police Planning?

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:

1. Synoptic Approach

2. Incremental Approach

3. Transactive Approach

4. Advocacy Approach

5. Radical Approach

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

1. 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.
2. 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.

3. 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.

4. 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.

5. 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.

6. 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.

7. Select preferred alternatives – there are techniques to select alternative like:

 Strategic Analysis – this includes 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 weighed separately
and together. Acceptability – those judged to be suitable and feasible are then analyzed 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.

8. Plan and carryout implementation - The police administrator must be aware that the implementation
requires a great deal of tact and skill. It may be more important how an alternative is introduced to a
police department than what actually is.

9. 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.

10. 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.

11. 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

a. 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.

b. 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 Management and Penology (BJMP),
Bureau of Fire Protection (BFP), Philippine 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.

c.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.

d. 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:

1. Strategic or Long Range Plan – It relates to plans 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).

2. 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 Preservation of Environment, Cultural Properties, and Natural

Resources Master Plan)

2. 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.

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

 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 in general

1. 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.

2. 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.

3. Visionary Plans are essential statements that identify the role of the police in the community
and a 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.

4. Strategic Plans are designed to meet the long-range, overall goals of the organization. Such
plans allow the department to adapt to 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.

5. Operational Plans (OPLANS) are designed to meet the specific tasks required to implement
strategic plans.
 There are four types of operational plan:

a. 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.

b. 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.

c. 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.

d. Time-specific Plans are concerned with a 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

1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility within in
the unit, the Commander shall develop unit plans relating to policies or procedure, tactics, operations,
extra-office activities and 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:

a. 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 of 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.

b. 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.

c. 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 of licenses,
dissemination of information about wanted persons, inspection of the PNP headquarters, and the like.

2. 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.

3. Operational Plans – These are plans for the operations of special divisions like the patrol, detective,
traffic, fire and juvenile control 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 every day, year-round needs, which are the regular operating
program of the divisions; and

(2) those designed to meet unusual needs, the result of intermittent and usually unexpected
variations in activities that demand their attention.

Regular Operating Programs – These operating divisions/units shall have specific plans to meet
current needs. The manpower shall be distributed throughout the hours of operation and 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 unusual needs – The unusual need may arise in any field of police
activity and is nearly always met in the detective, vice, and juvenile divisions by temporary readjustment
of regular assignment.

4. Extra-office Plans – The active interest and the participation of individual citizen is so 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, organized crime, and juvenile delinquency
prevention. The organizations 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.

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

a. Budget Planning – Present and future money needs for personnel, equipment, and capital
investments must be estimated. Plans for supporting budget request must be made if needed
appropriations are to be obtained.
 b. Accounting Procedures – Procedures shall be established and expenditure reports be
provided to assist in making administrative decisions and in holding expenditures within the
appropriations.

c. 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
specifications of orders. Plans and specifications shall be drafted for new building and for remodeling old
ones.

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

e. Organization – A basic organizational 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.

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 of 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 or 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 determined stand of the PNP in the control of vices to
treat vice offenses as they shall do to any violation, and to 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 toward 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 officers 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:

1. 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.

2. 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.

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

4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct link to
the police to receive public calls for assistance and complaints for prompt action by police
authorities. This SOP prescribes the procedures in detail of Duty Officers, Telephone Operators
and Radio Operators for REACT 166; and their term of duty and responsibilities.

5. SOP #5 – 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 personnel requirements. SOP #5 sets forth the PNP’s guidelines in its
fight against kidnapping activities.

6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and

sustained anti carnapping campaign to stop/minimize carnapping activities, neutralize
syndicated carnapping groups, identify/prosecute government personnel involved in carnapping
activities, and to effectively address other criminal activities related to car napping.

7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct

of operations against terrorists and other lawless elements involved in terrorist activities.

8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) -

This SOP provides overall planning, integration, orchestration or coordination, and monitoring of
all efforts to ensure the successful implementation.

9. SOP #9 – ANTI-HIJACKING/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.

10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the concept of
operations and tasks of all concerned units in the campaign against Partisan Armed Groups and
loose fire.

11. 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.

12. 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.

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

14. 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 requirements of that reaction group supported by the
PNP.

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

16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by

tasked PNP Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.

17. 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.

18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

19. SOP #19 – ANTI-ILLEGAL LOGGING

20. SOP #20 – ANTI-ILLEGAL FISHING

21. SOP #21 – ANTI-ILLEGAL DRUGS