Law Enforcement Operation and Planning W Crime Mapping

Law Enforcement Operation And Planning with Crime
Mapping (New Curriculum – Based) 2022

I. PRINCIPLES OF PLANNING
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 provided
answer to 5Ws and 1H.
On the other hand, PLANNING, it is a management function concerned with visualizing future situations, making estimates
concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternatives ways and means for
reaching desired goals according to a certain schedule, estimating the necessary funds and resources to do the work & initiating action
in time to prepare what may be needed to cope with the changing conditions and contingent events.
It is also refers to the conceptual idea of doing something to attain a goal or objective.
Planning is a fundamental management function, which involves deciding beforehand, what is to be done, when is it to be
done, how it is to be done and who is going to do it (. It is an act or process of making or carrying out plans specifically; the
establishment of goals, policies, and procedures for a social or economic unit. Plan can be defined as an organized schedule or
sequence of methodical activities intended to attain a goal or objectives for the accomplishment of a mission or assignment.
(Salamanca, B. & Tabajonda, R., 2022)
Planning is expected to:

 Improve analysis of problems.
 Provide better information for decision-making.
 Help clarify goals, objectives, and priorities,
 Result is more effective allocation of resources.
 Improve inter and intra – departmental cooperation and coordination.
 Improve the performance of programs.
 Give the police department a clear sense of direction.
 Provide the police opportunity for greater public support.
 Increase the commitment of personnel.
Importance Of Planning
Police, fire and jail operations demand the utmost skill and careful planning in order to insure the accomplishment of the police
objectives and mission. Planning may mean any of the following:
 It is a process of combining all aspects of the department & the realistic anticipation of future problems, the analysis of strategy
& the correlation of strategy to details.
 The use of rational design or pattern for all the public safety undertakings.
 The act of determining policies and guidelines for police/fire/jail activities and operations and providing controls and
safeguards for such activities and operation in the public safety services. (Beralde, W., 2013)
Planning is an important and never – ending process of administration; particularly in the concept of public safety. Its
importance cannot be minimized even in the local police command, and a commander who ignores it, does so at substantial peril. In a
very simple sense, planning is deciding in advance on what is to be done and how it is to be accomplished. IT IS IN ESSENCE,
PREPARATIONS FOR ACTIONS. (Beralde, W., 2013)
In order to insure the accomplishment of the public safety objectives and mission, its components such as the police, fire and
jail operations must adopt the utmost skill and careful planning. (Beralde, W., 2013)
Planning and Decision Making
Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative
resolutions. The decision making process is a method of gathering information, assessing alternatives, and making a final choice with
the goal of making the best decision possible (Laoyan, 2021 as cited in Salamanca, B. & Tabajonda, R., 2022).
The effectiveness and quality of those decisions determine how successful a manager will be. Managers are constantly called
upon to make decisions in order to solve problems. Decision making and problem solving are ongoing processes of evaluating
situations or problems, considering alternatives, making choices, and following them up with the necessary actions. (Salamanca, B. &
Tabajonda, R., 2022)
Steps In Planning Process
According to Salamanca, B. & Tabajonda, R., (2022), stated that the following are the steps in the planning process:
1. Defining Goal or Objective

The first and important step in the planning process is Goal setting. Goals are defined at the organizational,
department, and individual level and are meant to be achieved in future in a specific time period. A goal can be short-term,
mid-term or long-term. Plans are devised which are aimed at achieving these predefined goals. Goals specify what to achieve
by defined rules, policies, process, resources, strategies, etc. (Salamanca, B. & Tabajonda, R., 2022)
2. Collecting Information
It is a necessary part of planning gathering information such as facts and figures required to achieve goals. Target
audience, circumstances, market information, competitor's strategy, etc. are required to make a right and effective plan.
3. Analyzing Information
After collecting the necessary information, the next step in the planning process is interpreting information as per
goals. Analyzing information includes organizing collected information as per importance, identifying accuracy and relevance
of information from different sources, its unique features, sources and reliability for the organization. (Salamanca, B. &
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Dean MARK LESTER M. FLORES, RCrim, MSCJ
4. Making a Plan
Once relevant information is collected and analyzed, the next thing to doisto formulate a plan to achieve defined
goals; the plan includes identifying different activities, required resources, timelines, etc. to implement a plan. (Salamanca, B.
& Tabajonda, R., 2022)
5. Implement the plan

After creating a plan, it is now time to allocate defined activities, resources, time guidelines to individuals. This is
where strategies and plans are converted into actions to achieve goals. It also requires allocation of responsibility in the team
which is responsible for accomplishing the plan. (Salamanca, B. & Tabajonda, R., 2022)
6. Monitor the plan

Once a plan is implemented, it's necessary to evaluate and monitor its effectiveness and impact according to desired
goals. (Salamanca, B. & Tabajonda, R., 2022)
Seven (7) Steps of the Decision Making Process
According to the University of Massachusetts (n.d.) as cited in Salamanca, B. & Tabajonda, R., 2022, there are seven (7)
important steps of the decision making process, they are:
Step 1: Identify the Decision - This is the very important step, it is where the manager realizes that he/she needs to make a decision.
He/She needs to clearly define the nature of the decision he/she must make (UMass, 2022, as cited in Salamanca, B. & Tabajonda, R.,
2022).
Step 2: Gather Relevant Information - This is where the manager needs to collect some pertinent information such as what
information is needed, the best sources of information, and how to get it; before he/she makes a decision; This step involves both
internal and external "work." Some information is internal, that needs to be sought through a process of self-assessment. Other
information is external that can be found online, in books, from other people, and from other sources (UMass, 2022, as cited in
Salamanca, B. & Tabajonda, R., 2022).
Step 3: Identify the Alternatives - After the manager collects information, He/ she will identify several possible paths of action, or
alternatives. The manager can also use his/her imagination and additional information to construct new alternatives. In this step, the
manager will list all possible and desirable alternatives (UMass, 2022, as cited in Salamanca, B. & Tabajonda, R., 2022).
Step 4: Weigh the Evidence - Manager draws on his/her information and emotions to imagine what it would be like if he/she carried
out each of the alternatives to the end. Manager needs to evaluate whether the need identified in Step 1 would be met or resolved
through the use of each alternative. As the manager goes through this difficult internal process, he/she will begin to favor certain
alternatives: those that seem to have a higher potential for reaching the organization's goal. Finally, place the alternatives in a priority
order, based upon the manager's personal value system (UMass, 2022, as cited in Salamanca, B. & Tabajonda, R., 2022).
Step 5: Choose Among Alternatives - After the Manager weighs all the evidence, he/she is ready to select the alternative that seems
to be the be stone for him/her. The manager may even choose a combination of alternatives. The choice in Step 5 may very likely be
the same or similar to the alternative placed at the top of the list at the end of Step 4 (UMass, 2022, as cited in Salamanca, B. &
Tabajonda, R., 2022).
Step 6:Take Action -This is where the manager will make some positive action by beginning to implement the alternative he/she chose
in Step 5 (UMass, 2022, as cited in Salamanca, B. & Tabajonda, R., 2022).
Step 7: Review of the Decision & its Consequences - The final step is where the manager considers the results of his/her decision
and evaluates whether or not it has resolved the need identified in Step 1. If the decision has not met the identified need, the manager
may want to repeat certain steps of the process to make a new decision. For example, the manager might want to gather more detailed
or somewhat different information or explore additional alternatives (UMass, 2022, as cited in Salamanca, B. & Tabajonda, R., 2022).
Sequence in Police Planning Process by Termil, D., Flores, A., & Paulite, A., (2021)
The following best described as the sequence in police planning process:
1. Setting Planning Goals - Normally, the first planning question is "what needs to be accomplished?" "What is the desired future
step?" The obviousness of the answer may depend on the kind of police planning being done.
2. Preparing for Planning - Successful planning requires that some ongoing planning assignment be made; someone must do the
planning, although who is this may vary depending on the level of subject of planning.
3. Identifying the Problems - The first step in beginning to identify problems is to assess the present situation, describing the current
state of affairs which may involve scanning the environment, and performing research both inside and outside the organization.
4. Identifying Alternative Solutions - Once a problem is identified, alternative courses of action must be build-out for analysis. The
planner should consider the extent of the effectiveness of the plan, and the criteria for judging the strength of each course of action. In
other words, once the goals are set, different ways of reaching them must be analyzed and assessed.
STEPS/STAGES IN PLANNING
The following steps provide an orderly means of development of plans:
1. Frame of Reference
 This shall be based on a careful view of the matters relating to the situations for which plans are being developed. (Beralde, W.,
2013)
 Opinions or ideas of persons who may speak with authority on the subject and views of the police commander, other
government officials, and other professional shall be considered. (Beralde, W., 2013)
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2. Clarifying the Problems

 This calls for the identification of the problem, understanding both its record and its possible solution. (Beralde, W., 2013)
 A situation must exist for which something must and can be done. (Beralde, W., 2013)
3. Collecting all Pertinent Facts

 No attempt shall be made to develop a plan until all facts relating to it have been gathered. (Beralde, W., 2013)
 In the series of robberies, all cases on files shall be carefully reviewed to determine the modus operandi, suspects, types
of victims, and such other information as may be necessary. (Beralde, W., 2013)
 Facts relating to such matters as availability, deployment and use of personnel shall be gathered. (Beralde, W., 2013)
4. Analyzing the Facts

 After all data have been gathered a careful analysis and evaluation shall be made. (Beralde, W., 2013)
 This provides the basis from which plan/s are evolved. (Beralde, W., 2013)
 Only such facts as may have relevance shall be considered. (Beralde, W., 2013)
5. Developing Alternatives Plans

 In the initial phases of plan development, several alternative measures shall appear alternative solutions are evaluated;
one of the proposed plans shall usually prove more logical than the others. (Beralde, W., 2013)
6. Selecting the most Appropriate Alternatives

 A careful consideration of all facts usually leads to the selection of a “best” of alternative proposals. (Beralde, W., 2013)
7. Selling the Plan

 A plan by the persons concerned at the appropriate level of the plan’s development. (Beralde, W., 2013)
8. Arranging for the Execution of the plan

 The execution of a plan requires the issuance of orders and detectives to units and personnel concerned the
establishment of a schedule, and the provisioned of manpower and equipment for carrying out the plan. (Beralde, W., 2013)
9. Evaluating the Effectiveness of the Plan

 The result of the plan shall be determined. This is necessary in order to know whether a correct alternative was chosen,
whether or not the plan was correct, which phase was poorly implemented, and whether additional planning may be
necessary. (Beralde, W., 2013)
Nota bene:
These aforementioned steps in planning would result in an orderly means for development of plans. The general emphasis of
police planning therefore is identical, if not similar to, that industry whose ultimate objective is to improve efficiency and effectiveness of
the current operations in law enforcement and public safety. (Beralde, W., 2013)
FACTROS AFFECTING PLANNING

 Condition  Social and Political Environment
 Time  Physical Facilities
 Resource available  Collection and Analysis of Data
 Skills and Attitude of Management
CLASSIFICATION OF PLAN
According to Coverage According to Time

 Local Plan  Strategic or Long Range Plan
 Regional Plan  Intermediate or Medium Range Plan
 National Plan  Operational or Short Range Plan
Categories of Plan in an Organization
Here are the three categories under which plans are classified in an organization:
According to TIME DIMENSION in Planning
Time is an important variable in the planning process. The time dimension of planning is related to the requirements of the
organization and kind of business. For Instance, a large public utility may plan new power production plants twenty five or thirty years
into the future, whereas a small garment manufacturer may plan new production facilities only one year ahead. (Salamanca, B. &
The length of the planning period is determined by the commitment principle. It states that an organization should plan for a
period of time in the future sufficient to fulfill the commitments of the organization which result from current decisions. Planning must
encompass a sufficiently long period of time to fulfill the commitments resulting from current decisions. A long-range plan is
superimposed upon the foundations of short and intermediate-range plans, all attainable within a specified time period. (Salamanca, B.
& Tabajonda, R., 2022)
According to time dimension planning period is divided into:
1. Long-Range Planning
Long term plans are for the long term objectives of the organization. It defines the mission of the organization, and
outlines its major strategies and policies. The period of long term planning may extend from one year to twenty years or more.
Generally it is for 5 to 10 years. It usually encompasses all the functional areas of the business and are affected within the
existing and long-term framework of economic, social and technological factors. The impact of external factors is also
assessed while framing long term plans. (Salamanca, B. & Tabajonda, R., 2022)
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2. Intermediate-Range Planning
Intermediate-range plans usually cover the period from 6 to18 months in the future. It refers to the plans, which
determine quantity and quality efforts and accomplishments. It refers to the process of determining the contribution of efforts
that can make or provide with allocated resources. (Salamanca, B. & Tabajonda, R., 2022)
3. Short-Range Planning
Short-range plans generally apply to a specific time frame in which a specific series of operations will be carried out,
assessed, and measured. It usually covers the period from one day to six months. The standard short-range plan will
represent annual or semiannual operations with a short term deliverable. These short-term plans cover the specifics of each
day-to-day operation. (Salamanca, B. & Tabajonda, R., 2022)
According to the USE DIMENSION in Planning
Plans are often divided into two broad categories on the basis of their usage: on going plans for recurring or long term
activities, or Standing plans, and the One-shot plans or single-use that are essentially non-recurring. (Salamanca, B. & Tabajonda, R.,
2022)
1. Standing Plans (On Going Plans)
It provides continuing guidance to the actions or expected actions of organization members. It may be divided into
three major categories
a) POLICIES - refer to statements of aims, purposes, principles or intentions which serve as continuing guidelines for
management in accomplishing objectives. It is a general guideline for decision making. It delimit the areas within
which decisions must be made and give indications of appropriate routes to the attainment of the objectives.
b) PROCEDURES - these are more specific and detailed rules, commonly expressed as methods or steps to do a
particular activity. They are narrower in scope than policies and are often intended to be used in implementing
policies. It is a chronological sequence of detailed instructions necessary for the successful carrying out of an activity.
c) RULES - it is the simplest type of standing plan. They are statements that a specific action must or must not be taken
in a given situation. They act as substitutes to thinking and decision making and thus serve as guides to behavior. It
states specific actions for particular situations. In a sense, they are guides to 'acceptable behavior'. Since their
application precludes a discussion of alternatives, they allow for no discretion to be exercised. (Salamanca, B. &
2. Single Use Plans (One-shot Plans)
Single Use Plans refer to certain predetermined courses of action which are developed for relatively unique, non repetitive
situations. Examples of One shot plans are:
a) PROGRAMS - It is a collection of organizational resources that is geared to accomplish a certain major goal or set of
goals. It isa large-scale, single use plan involving various interrelated activities. It specifies the objectives, major steps
necessary to achieve these objectives, individuals or departments responsible for each step, the order of the various
steps, and resources to be deployed or employed. (Salamanca, B. & Tabajonda, R., 2022)
b) PROJECTS - It is a single-use plan that is either a component of a program or that is on a smaller scale than a
program. Project planning is a discipline addressing how to complete a project in a certain timeframe, usually with
defined stages and designated resources. (Salamanca, B. & Tabajonda, R., 2022)
c) BUDGETS - A budget is simply a statement in quantitative and usually financial terms of the planned allocation and
use of resources. It can be defined as a financial plan listing in detail the resources or funds assigned to a particular
program project, product or division. Budgetary planning is the process of constructing a budget and then utilizing it to
control the operations of a business. The purpose of budgetary planning is to mitigate the risk that an organization's
financial results will be worse than expected. (Salamanca, B. & Tabajonda, R., 2022)
According to the SCOPE OR BREADTH DIMENSION in Planning
The SCOPE DIMENSION refers to the proportion of the total management system at which the plan is aimed. Some plans are
designed to cover the entire operating system. This plan is often referred to as a master plan. Other plans are developed to cover only
a portion of the management system. (Isabedra, 2017 as cited in Salamanca, B. & Tabajonda, R., 2022)
Classifications Of Police Plans by Termil, D., Flores, A., & Paulite, A., (2021)
1. Procedural Plans - The plan includes every procedure that has been outlined and officially adopted as the standard method
of action to be followed by all members of the police organization under specified circumstances, regardless of where or when
the circumstances arise and regardless of the functional unit to which the member confronted by them may be currently
assigned These plans constitute the standard operating procedures of the organization.
2. Tactical Plans - This plan affect all members of the police organization, but they are restricted to methods of action to be
taken at a designated location and under specified circumstances Tactical plans represent the application of procedures to
specific situation. An outline of description of action that is to be taken i the event of an emergency or when a report is
received that a crime is in progress or has just been committed at a location. in specified
3. Operational Plans - This includes the work programs of the line divisions. The work to be done to accomplish the process of
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patrol, crime investigation, traffic, vice, and juvenile-crime control, must be analyzed from the point of view of the nature, time,
and place of the component tasks, and measured in terms of manpower and equipment requirements. Human and material
requirement must be assigned to each branch of service; specific objectives must be defined, and methods of action
developed for their achievement.
4. Extra-Departmental Plans - The plans include those that require action or assistance from persons or agencies outside the
police organization, or that related to some form of community organization. An extra-departmental plan may be of particular
interest to a special operating division. These special division, therefore, have a greater responsibility in the development of
extra-departmental plans in their spheres of activity that has the organization as a whole. The previously mentioned tactical
plans to deal with special community events will be extra-departmental to the extent that they involved assistance and action
by non police agencies.
5. Management Plans - The plans related to the problems of equipping, staffing, and preparing the police organization to do the
job, rather than to its actual operation as an organized force. They include the organization plan--with definitions of the duties
of the component organic units, the budget, and procedures relating to accounting, purchasing, and personnel management
recruitment, training, rating, selection for promotion, discipline, and welfare.
Types of Police Plans According to Range by Termil, D., Flores, A., & Paulite, A., (2021)
There are also types of police plans according to range, purposely to guide the police planner in police operational activities,
as follows:
1. Short Range - This is a type of police plan according to range with a life span of one (1) year; a typical example of plan
falling under this type are those plans to meet special incidents encountered by the police.
2. Medium Range - This is a type of police plan according to range with a life span of two (2) years; a typical example of plan
falling under this type are standard operating procedures, and auxiliary plans.
3. Long Range - This is a type of police plan according to range with a life span of three (3) years or more, a typical example of
plan falling under this type is the strategic plan.
POLICE PLANNING DEFINED
Police Planning is a systematic and continuous process of preparing a set of decision for action in the future, directed in
achieving goal by optimal means and of learning from the outcome about possible new sets of decision and new goals to be achieved.
(Termil, D., Flores, A., & Paulite, A., 2021)
Police planning is also defined as:
1. The process of combining all aspects of the police organization and the realistic anticipation of future problems, and the
analysis of strategy to detail. (Termil, D., Flores, A., & Paulite, A., 2021)
2. The use of rational design or pattern of all police organization's undertakings rather than relying on chance. (Termil, D., Flores,
A., & Paulite, A., 2021)
3. The act of determining policies and guidelines for police activities and operations and providing controls and safeguards for
such activities and operations in the police organization. (Termil, D., Flores, A., & Paulite, A., 2021)
Purposes of Police Planning
There are different important purposes of police planning. Hereunder are the following to wit:
1. It implements Rules, procedure, policy and makes it clear to define more accurate measures and an immediate objective and
purpose and outlining what is to be done to achieve it.
2. The plans serve as a guide or reference on both training and performance, and simplified the direction of group members.
3. The planning process gives continued attention to the improvement of practices and procedure.
4. The plans enable a check on accomplishment thereby affecting control.
5. Wise planning and programming assures the most effective and economical use of resources in accomplishing organizational
purpose. (Termil, D., Flores, A., & Paulite, A., 2021)
Planning is also refers a 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.
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.
Police planning is an attempt by police administrators in allocating anticipated resources to meet anticipated service
demands. The systematic and orderly determination of facts and events as basis for policy formulation and decision making affecting
law enforcement management. Operational planning is the use of rational design or pattern for all departmental undertakings rather
than relying on chance in an operational environment. The preparation and development of procedures and techniques in
accomplishing each of the primary tasks and functions of an organization.
Police Operational Planning refers to 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. Involves strategies or tactics, procedures,
policies or guidelines. It is the process of formulating a 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.
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OPERATIONAL PLANNING DEFINED
It use rational design or pattern for all department undertakings rather than relying on chance in an operational environment. It is
the preparation and development of procedures and techniques in accomplishing of each primary tasks and functions of an
organization.
POLICE OPERATIONAL PLANNING DEFINED
 It is the act of determining policies and guidelines for police activities 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.
 It is the act of determining policies and guidelines for police activities 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.
STRATEGY DEFINED
It is a broad design or method; or a plan to attain a stated goal or objectives.
TACTICS DEFINED
These are specific design, method or course of action to attain a particular objective in consonance with strategy.
POLICY DEFINED
It is a product of prudence or wisdom in the management of human affairs, or policy is a course of action.
GUIDELINES DEFINED
These are rules of action for the rank and file to show them how they are expected to obtain the desired effect.
STRATEGIC PLANNING DEFINED

It 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 a long ranged in nature.
AIMS OF POLICE STRATEGY AND TACTICS

The following are aims of police strategy and tactics:
 The attainment of police objectives with the maximum of success.

 The attainment of police design with minimum of effort.
 The lessening of risk in police operations.
 The coordination of various police elements in the undertaking of joint task for operation.
 The minimization of friction and misunderstanding between police and the public.
 The attainment of basic police purpose in the enforcement of laws.
 The attainment of total police effectiveness through the integration of physical, scientific, technical and psychological
processes. (Beralde, W., 2013)
IMPORTANCE OF POLICE STRATEGY
 Controlling of mobs and crowds.

 Handling of prisoners and suspects.
 Police raids on buildings and places.
 The capture of barricaded criminal hideouts.
 The quelling of prison riots.
 The handling of parades and demonstration.
 Police actions in civil defense.
 Responding to bank robbery alarm.
 The technique of riot control.
 Mobile and foot patrol.
 Actions during disasters and calamities.
 The control and regulations of traffic.
 Protective securities to VIP’s and dignitaries.
 Action during labor strikes.
 Surveillance and undercover works. (Beralde, W., 2013)
RESPONSIBILITY IN PLANNING
A. Broad Policy Planning
 It shall be the responsibility of the Director – General of the PNP.

 The commander at each level or command, however, shall be responsible for establishing internal operational
policies to achieve the objectives and missions of the police in his own unit.
 This requires a clear definition of work to be done; who will do it; and how well it is to be done.
 He shall be responsible for planning, organizing, directing, staffing, coordinating, controlling, reporting and budgeting
for aforementioned unit within existing policies and available resources.
 In effect, planning as the key to administrative process is a command responsibility of all commanders concerned.
 In the concept of the PNP, Broad Policy Planning is the command responsibility of the Director – General, while in the
local command planning is the command responsibility of the respective local commanders. (Beralde, W., 2013)
 Specifically the commander at each level or command shall have the command responsibility of the following:
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o Establishing internal operational policies to achieve the objectives and mission of this department in his
particular unit. This requires a clear definition of work to be done, who are to do it, and how well it is to be
done.
o Planning, organizing, staffing, directing, coordinating, controlling, reporting and budgeting for the
aforementioned unit within existing policies and available resources.
o For maximum effectiveness, he shall be responsible for the technical operation of the unit and the
management of its personnel. (Beralde, W., 2013)
Addendum:
Responsibility in Planning:
 Broad Extent Policy Planning
 It 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
determining the police guidelines through the passage pf appropriate laws or ordinances for the police to
enforce.
 Internal Policy Planning

 It Is the responsibility of the Chief 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 the POSDCORB for the police organization within existing policies and available
resources.
REASONS OR STRATEGIC PLANNING ARE:

 Vision – 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
 A strategic framework
PROCESS OF STRATEGIC PLANNING
TASK 1 - Develop MISSION AND OBJECTIVES TASK 5 - Develop strategic plan

TASK 2 - Diagnose Environmental Threats TASK 6 - Develop Tactical PLAN
and Opportunities TASK 7 - Asses Results of Strategic and
TASK 3 - Asses Organizational Strengths and Tactical plan
Opportunities TASK 8 - Repeat planning process
TASK 4 - Generate Alternatives Strategies
OBJECTIVES OF POLICE PLANNING

 To increase the chances of success by focusing on result and not sp much on the objectives.
 To force analytical thinking and evaluation of alternatives for better decisions.
 To establish a framework for decision making consistent w/ the goal of the organization.
 To orient people to action instead of reaction.
 To modify the day-to-day style of operation to future mangt.
 To provide decision making w/ flexibility.
 Provide basis for measuring original accomplishment or individual performance.
 To increase employee and personnel involvement and to improve communication.
EXPECTED RESULTS OF 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 dept. a clear sense of direction
 Provide the opportunity for greater public support.
 Increase the communication of personnel.
MANAGEMENT OR ADMINISTRATIVE FUNCTIONS
1. Planning 5. Staffing
2. Organizing 6. Reporting
3. Directing 7. Budgeting
4. Controlling
GUIDELINES IN PLANNING CHARACTERISTICS OF A GOOD PLAN
1. What - mission/objective  A Plan must have a clearly defined objective

2. Why - reason/philosophy  A Plan must be simple, direct and clear
3. When - date/time  A Plan must be flexible
4. where - place  A Plan must be attainable
5. How - strategy/methods  A Plan must provide standards of operation
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 A Plan must be economical in terms of
resources needed for implementation.
TYPES OF PLANS
To formally achieve the administrative planning responsibility within the unit, the commander shall develop plans relating to:
 Policies or procedures
 Tactics
 Operations
 Extra – office activities
 Management
A. POLICY OR PROCEDURAL PLAN

Standard operating procedure shall be planned to guide members in routine field operations and in some special
operations in accordance with the following procedures:
 Field Procedures
 This is intended to be used in all situations of all kind, which shall be outlined to guide officers and men is
the field.
 This relate to reporting, dispatching, to raids, arrest, stopping, suspicious looking person, receiving
complaints, touring beat, investigation of crimes and similar activities.
 The use of physical force and clubs, restraining devices, firearms, teargas, and the like shall, in dealing with
groups or individual shall also be outlined. (Beralde, W., 2013)
 Headquarters Procedures
 To be included in this procedures are the duties of the dispatcher, jailer, matron, and other personnel,
concerned, which may be reflected in the duty manual.
 It also involve coordinated action on activity of several offices, however, shall be established separately as
in the case of using telephone for local/long distance, the radio teletype, and other similar devices. (Beralde, W.,
2013)
 Special Operating Procedures
 Certain special operations also necessitate the preparation of procedures as guides. (Beralde, W., 2013)
B. 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 the building with alarm system and attack against police headquarters by law less elements. Plans shall
likewise be made for blockade and jail emergencies and for special community events, such as larger public meetings, athletic
contests, parades, religious celebrations, strikes demonstrations and other street affairs. (Beralde, W., 2013)
C. OPERATIONAL PLANS
These are plans for operations of special divisions like the patrol, detectives, traffic, fire and juvenile control divisions .
Operational plans shall be prepared to accomplish each of the primary police tasks. For example a patrol activity must be planned, the
force must be distributed among the shifts and territorially among beats in proportion to the needs of the service, special details must be
planned to meet unexpected needs and so on. Likewise on crime prevention, assignments made to assure the accomplishment of the
police purpose in meeting both average and irregular needs. (Beralde, W., 2013)
Plans for operations of special division consist of two (2) types, namely:
 Regular Operating Program

 This is those designed to meet every day, year – round needs, which are regular operating program of the
division.
 The operating 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. (Beralde, W., 2013)
 These plans shall also assure suitable supervision, which becomes difficult when the regular assignment is
interrupted to deal with this short time periodic needs. (Beralde, W., 2013)
 Specialized assignment shall be worked out for the detective and juvenile divisions to provide approximately
equal workloads taking into consideration variations in the importance of cases and the average time required to
investigate them. (Beralde, W., 2013)
 Special program shall be developed tomeet particular needs in each field of activity. For example, the traffic
division needs program of enforcement, public education and engineering. (Beralde, W., 2013)
 Meeting the Unusual Needs Program

 This is those designed to meet unusual needs, the result of intermittent and usually unexpected variations in
activities that demand attention. (Beralde, W., 2013)
 The unusual needs 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. For example a sudden upsurge of robberies
may result in caseload beyond the capacity of the detective assigned. (Beralde, W., 2013)
C. EXTRA OFFICE PLANS
The active interest and participation of individual citizen is so vital to the success of the integrated police programs that the
police shall continuously seek to motivate, promote and maintain an active public concern in its affairs. (Beralde, W., 2013)
Plans shall be made to organize the community to assist in the accomplishment of objectives in the field of traffic control,
organized crime, and juvenile delinquency prevention. (Beralde, W., 2013)
The organizations may call safety councils for crime and delinquency prevention. Organization and operating plans for civil
defense shall also be prepared or use in case of emergency or war in coordination with the office of the Civil Defense. (Beralde, W., 2013)
E. MANAGEMENT PLANS
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Plans of management shall map out in advance all operations involved in the organization management or personnel and
material and in the procurement and disbursement of money, such as the following:
 Budget Planning
 Present and future money needs for personnel, equipment and capital investments must be estimated, and plans
for supporting budget request must be made if needed appropriations are to be obtained. (Beralde, W., 2013)
 Accounting Procedures
 These procedures shall establish and expenditures reports shall also be provided to assist in making
administrative decisions and in holding expenditures within the appropriations.
 Specification and Purchasing Procedures
 Specifications shall be drawn for equipment and supplies and purchasing procedures shall likewise be
established to ensure the checking of deliveries against specifications of orders.
 Personnel
 Procedures shall be established to assure the carrying out of personnel program and allocation of personnel
among the component organizational units in proportion to need.
 Organization
 A basic plan of the command/unit shall be made posted for the guidance of the force. For the organization to be
meaningful, it shall be accompanied by duty manual, which shall define relationship between the components
unit in terms of specific responsibilities. The duty manual shall incorporate rules and regulations and shall contain
the following: definition of terms, organization of rank, general duties of the various units, and the like, provided
the same shall not be in conflict with the manual. (Beralde, W., 2013)
THE EXECUTION OF PLANS

Once plans are made, same shall be put into operation and the result thereof evaluated accordingly. Operations on the public
safety force shall be directed by the chiefs or commanders to attain the following objectives:
 Protection of lives and property.
 Preservation of the peace and order.
 Prevention of crimes.
 Repression and suppression of criminality.
 Apprehension of criminals.
 Enforcement of laws and ordinances and regulations of conduct.
 Safeguarding of public health and moral.
 Prompt execution of criminal writs and processes of the court.
 Coordination and cooperation with other law enforcement agencies. (Beralde, W., 2013)
Note:
To achieve the above – cited objectives, the public safety services task shall be specifically assigned each member must
know his particular duties and functions. Functions or Task shall be categorized into:
 Primary
 The primary or line operation task shall include patrol, investigation, traffic, vice and juvenile control. (Beralde, W., 2013)
 Accomplishment of these primary tasks shall achieve the main objective of the PNP. (Beralde, W., 2013)
 Secondary
 Auxiliary or service tasks shall include records, property, jail, crime laboratory, transportation and communication.
These tasks shall assist and effectively support the primary task in the accomplishment of the objective.(Beralde, W., 2013)
 Administrative
 The administrative or managerial tasks shall include personnel, intelligence, inspection, planning, budgeting, training
and public relations. These tasks shall assist and effectively support both the primary and secondary tasks in the
attainment of their objectives. (Beralde, W., 2013)
THE FIELD OPERATIONS
Operations in the field 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 effectively and economically. The following are the primary or line
operation tasks.
 Patrol
 The patrol force shall accomplish the primary responsibility of safeguarding the community through the protection
oflife and property, the preservation of peace, the prevention of crime, the supression of criminal activities and
apprehension of criminals, the enforcement of laws and ordinances and regulations of conduct, and performing
necessary services and inspetion.
 Investigation
 The basic purpose of investigation of detective bureau shall be to investigate certain designated serious crimes and
clear them by the recovery of stolen property and the arrest and conviction of the perpetrators.
 The investigation division shall supervise the investigations as may be necessary of all felonies, and all cases of
muder, homicide, robbery, theft and other grave offenses, except those types that are assigned by department
regulations to the traffic, vice and juvenile units.
 Traffic Control
 Police control of streets or highways vehicles and peoples shall facilitate the safe and rapid movements of vehicles
and pedestrains.
 The inconvenience dangers and econmic loses that arise from this movment congestion, delays, stopping, and
parking of vehicles must be lessened.
 Vice Control
 It shall determine stand of the police service in the control of vices, to treat vice offenses as they shall do to any
violation, and exert efforts to eliminate them, as they attempt to eliminate robbery, theft, and public disturbances.
 Juvenile Delinquency Control
 Effective crime control necessitates preventing the development of individual as criminals.
 The police commander shall recognize a need for preventing crime or correcting conditions that induce criminality
and by rehabilitating the delinquent.
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THE AUXILIARY AND ADMINISTRATIVE TASKS
In order for police operations to succedd, the resources of the PNP such as manpower, money, materials, methods and
machines, shall be properly marshaled, utilized, coordinated and controlled.
Field units shall be amply and ably supported by the auxillary and administrative bureaus in their operations.
The secondary and auxiliary or service police tasks such as records, property, jail, crime laboratory, transportation and
communication must be made to support the line units. In like manner, the managerial tasks of personnel staffing, budgeting,
intelligence, inspection, planning, training, and public relations must likewise support the line units.
Addendum:
CATEGORIES OF POLICE DOCTRINE
 Primary Doctrines
 Fundamental Doctrine – the basic principle in planning, organizing and managing of the PNP in support of
the over – all pursuits of the PNP vision, mission and strategic action plan of the attainment of the national
objectives.
 Operational Doctrine – the principles and rules governing the planning, organizing, 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 Doctrine – this provides guidelines for specialized activities of the PNP in the broad field of
interest such as personnel, intelligence, operations logistics, planning, etc.
 Secondary Doctrines
 Complimentary Doctrine – doctrines formulated jointly by two or more bureaus in order to effect a certain
operation with regards to public safety and peace and order.
 Ethical Doctrine – defines the fundamental principles governing the rules of conduct, attitudes, behavior
and ethical norm of the PNP.
Practicability and Feasibility of the Plan
In consideration of the attainability of a proposal, thus, a consideration must be specified to such personnel characteristics as
proficiency, morale, interest, enthusiasm, quality of leadership at lower levels, and so on. The adequacy and obtainability of both
human and material resources likewise influence the practicality of a plan.
The feasibility of the plan is also influenced by issues outside the organization where the police executive has less direct or no
control. These factors include community resources as well as the attitude towards the plan, and the degree of cooperation among
other community agencies may be intricate to some extent in its operation that includes public and official sentiments. The police
cannot advance beyond the sympathetic understanding of either the government officials who control their destiny or the general public.
Implementation of the Police Plan
Since plans do not become effective until they are placed in operation, consideration must be given to the delegation of
authority and the placing of responsibility for their activation. A police plan is usually placed in operation by general or special order
signed by the police executive. Operating plans are frequently activated, less formally by officers of lower levels of authority.
The planning officer is a staff officer lacking authority to order a plan into operation. Failures to activate plans sometimes occur
when a planning unit has been created under pressure of higher authority without the complete sympathy and support of the command
group, Planning efforts are then wasted. The command group must favor the principle of specialized planning as well as the product of
the planning effort for it to be most productive. The support of the command group is often won through discussion incidental to
obtaining concurrence.
When the plan has been implemented, supervision must be provided to assure successful conduct of the operation. The
provision of a suitable system of inspection will further enhance the likelihood of success. The implementation process of police plan
has been described as a system of pressure and counter-pressure akin to political maneuvering in which constant negotiation goes on
and the police executives are exercising considerable persuasion in their attempt to obtain the desired results.
In other sense, it simply requires good solid management. Once a new plan had been designed, attention must be directed
towards the following requirements, i.e., providing necessary resources, to include financial, material, personnel and authority, providing
direction so that employees know what to do and why, and providing control to ensure that the directions are followed.
Significance of Police Planning
The increasing complexity of police operations demands the utmost skills and careful planning in order to ensure the
accomplishments of police objectives and missions. The planning process must be done in all police organization regardless of size.
Thus, therefore, the police officer in charge in planning must be an expert in operational activities and methods. The planner must be
capable of inspecting works systems, conducting studies, analyzing data, and developing matured recommendations for constructive
changes in police operations when necessary.
If the police planner is to best perform his planning duties, he must be able to forecast future needs of his organization as part
of his planning activities, anticipate problems, and make decisions ahead of times to solve them. The planner must familiarize himself in
work simplification practices in order to bring about greater efficiency police organization through the streamlining procedures,
reduction paperwork, and the effective use of resources-human and material.
1. PROACTIVE PLAN - The type of plan that is developed in anticipation of a future problem.
2. REACTIVE PLAN - The general type of plan that is developed as result of crisis.
3. VISIONARY PLAN - This plan contains the essential statements that identify the role of the police in the community and the
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future conditions in which the department can aspire.
Types of Plans
Planning has four main types they are:
1. Operational Planning
Operational Planning is the use of rational design or pattern for all departmental undertakings rather than relying on
chance in an operational environment. The preparation and development of procedures and techniques in accomplishing each
of the primary tasks and functions of an organization. These are the plans that are made by frontline, or low-level, managers. It
is focused on the specific procedures and processes that occur within the lowest levels of the organization. (Salamanca, B. &
2. Strategic Planning
Strategic planning deals with the future, but only as it relates to present decisions. It is the process of selecting an
organization's goals, determining the policies and programs necessary to achieve specific objectives, and establishing the
methods necessary to assure that the policies and strategic programs are implemented. It is defined as long-range planning
that focuses on the entire organization. It involves managers at the highest levels. Executive directors and presidents, leaders
of the organization, are involved. They must have a part in where the organization is headed and how it will get
there(Kilbourne, 1990). It includes a high-level overview of the entire business. It's the foundational basis of the organization
and will dictate long-term decisions. The scope of strategic planning can be anywhere from the next two years to the next 10
years. Important components of a strategic plan are vision, mission and values (Alvernia University, 2017 as cited in
Salamanca, B. & Tabajonda, R., 2022).
3. Tactical Planning
Tactical planning is characterized as short-term planning. This type of planning is usually confined to one year or
less. It is more concerned with current operations, and as such, usually involves mid level managers instead of the highest
level managers. Tactical planners are thinking about tomorrow and next week or next month and planning is much more
detailed than strategic (Kilbourne, 1990). It asks specific questions about what needs to happen to accomplish a strategic goal;
operational plans ask how the organization will generally do something to accomplish the company's mission (Alvernia
University, 2017 as cited in Salamanca, B. & Tabajonda, R., 2022).
4. Contingency Planning
Contingency Planning is need-based and is formulated when the need for change arises or during the
occurrence of any unexpected circumstance. It is also called alternate plans as it comes under picture once other plans fail to
produce desired results. The process includes formulating policy, identifying critical factors of a business, risk analysis,
preventive control measures, developing recovery strategies, and testing, training, monitoring plan (StudiousGuy.com, 2022 as
cited in Salamanca, B. & Tabajonda, R., 2022).
Other Types of Plans
Aside from the four major types of plans here are other types of plans:
1. Reactive Plans- these are plans that are developed as a result of a crisis. A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation. (Salamanca, B. & Tabajonda,
R., 2022)
2. Proactive Plans- these are plans that 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. (Salamanca, B. &
3. Visionary Plans- these are plans that 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. (Salamanca, B. & Tabajonda, R., 2022)
4. Extra-office Plan- these are plans for the operation of special divisions like patrol, detective, traffic, vice and juvenile control
division. (Salamanca, B. & Tabajonda, R., 2022)
5. Management Plan- these are formal planning tools that aim to design the future operations of the facility. It shall map out in
advance all operations involved in the organization's management of personnel and material and in the procurement and
disbursement of money. (Salamanca, B. & Tabajonda, R., 2022)
Major Approaches in Police Planning
1) SYNOPTIC APPROACH
Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. This model is based
on a problem-oriented approach to planning especially appropriate for police agencies. It relies heavily on the problem
identification and analysis of the planning process. It is a continuous cycle of understanding an issue, building up and
assessing planning measures, making alternatives, executing alternatives, and checking the progress of the picked
alternatives. 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 (Roberts, 2000 as cited in Salamanca, B. & Tabajonda, R., 2022).
2) TRANSACTIVE APPROACH
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Transactive Approach is an alternative planning that depends on individual correspondence and talk among
planners and the people influenced by planning. It 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. It depends on Social learning theories,
gathering, and sharing information, and helping social developments with acquiring from their experiences. In Transactive
planning, the goal is shared learning. (Salamanca, B. & Tabajonda, R., 2022)
The transactive planning approach bases on the unsullied experience of people's lives uncovering policy issues to be
tended to. Planning isn't finished concerning a strange target neighborhood beneficiary yet in very close contact with the
people impacted by decisions. Planning contains less of field studies and data examinations, and a more noteworthy measure
of social trade set apart by a pattern of normal learning. Techniques include field surveys and interpersonal dialogue marked
by a process of mutual learning. The planning cycle of Transactive Approach is described by:
 Interpersonal discourse and common learning.
 A focal spotlight on the individual and hierarchical turn of events.
 Incorporation of customary information.
 Thus, planning is more an abstract undertaking than a goal cycle.
3) INCREMENTAL APPROACH
Incremental Approach means to break down long term planning into smaller entities. The problem is 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
adjustment overtime. Rather than taking one gigantic jump towards tackling an issue, the incremental model separates the
dynamic cycle into little advances. The cycle of then moving between the steps is known as muddling through and depends on
the blend of involvement, instinct, speculating, and utilizing various methods. Advantages of Incremental approach are:
 A modest number of alternatives and results are considered at each phase of the dynamic cycle. Therefore, the
expenses of planning are limited.
 The prompt impact is negligible and typically not problematic as each progression is proposing just a little change.
 Simple and adaptable. (Salamanca, B. & Tabajonda, R., 2022)
4) ADVOCACY APPROACH
Advocacy Approach focuses on the greater sensitivity to the unintended and negative side effects of plans. It is
generally applied to shield the interests of frail against strong local communities, natural causes, poor people, and the
disappointment against the setup forces of business and government. It is premised upon the inclusion of the different
interests involved in the planning process itself. The advantages of Advocacy approach are:
 Raising of the public's mindfulness.
 Method of participatory planning and drawing in with the more extensive local area.
 Allows planners to contend among themselves while speaking to the perspectives of their customers.
 Raise the standard and nature of planning practices and results.
 Creating a climate that energizes uplifting perspectives towards helpful cooperation (Salamanca, B. &
5) RADICAL APPROACH
Radical planning is a stream of metropolitan planning which tries to oversee advancement in a fair and local area
based way. The first mainstream radical approach 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. The cycle of radical
planning follows:
 Criticism of the 'current request' the given practice (or set up traditions).
 Creation of new information, elaboration of an elective proposition ('rising above').
 Development of activity systems and strategies.
 Dissemination of 'data', discovering partners.
 Clash/Conflict with the current request and organizations.
 Expansion on account of achievement (Salamanca, B. & Tabajonda, R., 2022)

SWOT Analysis
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate an organization's
competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and
future potential (Kenton, 2021 as cited in Salamanca, B. & Tabajonda, R., 2022). It isa technique used to identify strengths,
weaknesses, opportunities, and threats for the organization (Raeburn, 2022 as cited in Salamanca, B. & Tabajonda, R., 2022).
SWOT is an acronym that stands for:
1) Strengths - These refer to internal initiatives that are performing well. It describes what an organization excels at and what
separates it from the competition. (Salamanca, B. & Tabajonda, R., 2022)
2) Weaknesses - These are areas where the business needs to improve to remain competitive. It refers to internal initiatives that
are underperforming. It's a good idea to analyze the strengths of the organization before its weaknesses in order to create the
baseline of success and failure. Identifying internal weaknesses provides a starting point for improving those projects.
3) Opportunities - It is the result from the organization's existing strengths and weaknesses, along with any external initiatives
that will put it in a stronger competitive position. These refer to favorable external factors that could give an organization a
competitive advantage. (Salamanca, B. & Tabajonda, R., 2022)
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4) Threats - These refer to factors that have the potential to harm an organization. These are areas with the potential to cause
problems. Different from weaknesses, threats are external and out of the organization's control. (Salamanca, B. & Tabajonda,
R., 2022)
Importance of SWOT Analysis
A SWOT analysis can help an organization improve processes and plan for growth. While similar to a competitive analysis, it
differs because it evaluates both internal and external factors. Analyzing key areas around these opportunities and threats will equip an
organization with the insights needed to set the organization up for success. Here are some of the importance of a SWOT Analysis
(Raeburn, 2022 as cited in Salamanca, B. & Tabajonda, R., 2022):
1) Identifies Areas of Opportunity - One of the biggest benefits of conducting an analysis is to determine opportunities for
growth. It's a great starting point for startups and teams that know they want to improve but aren't exactly sure how to get
started. Opportunities can come from many different avenues, capitalizing on opportunities is an excellent way to grow as an
organization.
2) Identifies Areas That Could Be Improved - Identifying weaknesses and threats during a SWOT analysis can pave the way
for a better planning and strategy.
3) Identifies Areas That Could Be At Risk - it's always crucial to identify risks before they become a cause for concern. A
SWOT analysis can help an organization stay on top of actionable items that may play a part in their risk decision making
process.
SMART Method
SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant and Time-based. Each element of the
SMART framework works together to create a goal that is carefully planned, clear and trackable. Goals provide a sense of direction,
motivation, a clear focus, and clarify importance. By setting goals, an organization is providing itself with a target to aim for. SMART
goals are:
1) SPECIFIC
 Well defined, clear, and unambiguous.
 Make the goals specific and narrow for more effective planning.
2) MEASURABLE
 With specific criteria that measure your progress toward the accomplishment of the goal.
 Define what evidence will prove that the organization is making progress, and reevaluate when necessary.
3) ACHIEVABLE
 Attainable and not impossible to achieve.
 Make sure that the organization can reasonably accomplish its goals within a certain timeframe. (Salamanca, B. &
4) REALISTIC
 Within reach, realistic, and relevant to your life purpose

 The organization's goal should align with the organization's values and long term objectives. (Salamanca, B. &
5) TIMELY
 With a clearly defined timeline, including a starting date and a target date. The purpose is to create urgency.
 Set a realistic, ambitious end date for task prioritization and motivation. (Salamanca, B. & Tabajonda, R., 2022)
II. PATROL CONCEPTS
INTRODUCTION
One of the core functions of the police are crime prevention. New York State Police defines it as the anticipation, recognition
and assessment of a crime risk and the initiation of action to eliminate or reduce it. It is an established notion that crime happens when
three (3) elements are presents: motive, opportunity and instrumentality.
Motive – is the intention that drives a person to commit crime.
Opportunity - to commit a crime consist of set of circumstances which allows the person to commit the crime, a chance for the
person to perpetuate a motive.
Instrumentality – is the device used in committing the crime.
Both the motive and the instrumentality belong to and held respectively by the criminal. Law enforcers cannot totally control
the criminal motive. They can at the most only reduce or eliminate the opportunity and instrumentality by appropriate police actions.
However be that as it may , it is still presumed to some extent that any police measures or actions done before, during and after the
occurrence of a crime may yet impede the formation of these three elements through some forms of pre-emptive pressure especially to
the mind and senses of would – be criminal. (PNP - Managing Patrol Operations Manuals, 2015)
The police agency (like PNP) must employ police presence as a major crime deterrent to reduce if not totally eliminates the
opportunity to commit crime in particular. Police presence is defined as the physical deployment of police officers, patrol vehicles, and
other police equipment which could amplify/intensify visibility and eventually deliver that much – needed, reassuring police attendance
and response in certain strategic areas. Deployment of this mix of patrol operations portfolio creates a genuine and collective
perception of police omnipresence, thus projecting a 24 – hour police presence. (PNP - Managing Patrol Operations Manuals, 2015)
Police presence is done through the deployment of various activities such as area patrol, law enforcement, community
engagement, and other related policing activities to prevent and respond to situations that warrant police assistance or intervention. To
be more effective in their assigned duties, police officers must be in their proper uniform as they patrol the street for easier recognition.
Police unit or offices should also be easily identified, located and contacted by the public especially during emergencies. (PNP - Managing Patrol
Operations Manuals, 2015)
On the other hand, law enforcement, as one of the mechanism to prevent crime, is defined as the actual implementation of
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laws and ordinances through the conduct of police operations, investigation, apprehension or detention of individual suspected or
convicted of violating laws or ordinances, and conduct os joint operations with the other friendly forces (like AFP, NBI, PDEA, local
government units). (PNP - Managing Patrol Operations Manuals, 2015)
Moreover, Police Community Partnership applies the philosophy of community policing which emphasizes partnership
between the police and the community in solving peace and order issues towards a healthy, crime – free and harmonious environment
as the issue of addressing peace and order concerns is a shared responsibility. In reality, the police cannot stand alone in the fight
against crime and in the maintenance of peace and order. They rely on the support of the community especially in gathering crime
information and extending the much needed human resources. The community becomes the force multiplier of the police when properly
organized and utilized. (PNP - Managing Patrol Operations Manuals, 2015)
Among these mechanism, police presence in partnership with the community, in wider scope, is the most effective
crime prevention strategy. (PNP - Managing Patrol Operations Manuals, 2015)
Fundamentals of Patrol
Patrol is the act of moving about in an area especially by authorized and trained persons usually police officers for the
observation, inspection, collaboration, prevention of crime, and provision of a secured environment. Patrol operation – the basic of
crime function – forms the backbone of policing. This type of police operation is conducted to deny opportunities to commit crimes, and
reduce the risk of citizens becoming crime victims. Equally important is the establishment of community partnership through developing
good rapport between the patrollers and the community in their assigned beat.
Deployment of police patrols must be done in a systematic manner. Every operational procedure must be properly defined,
executed, communicated, and recorded. Crime prevention mangers must be guided with standard procedures to harmonize and
synergies all the resources available in order to maximize the impact to the community.
Features and Methods of Patrol

There is no other way to bring the police closer to the community than by productively interacting with them in a continual
basis. Community engagement that promotes a positive police image, such as medical and dental mission, school clean up, blood
donation, and other similar one – time engagements, can help uplift the image of the police, but not in a sustainable manner. Deep –
rooted police community partnership associated with excellent police performance is proven to be effective in reducing the incidence of
crime and the level of fear among the public. This essential alignment could promote and stimulate support from the different sectors of
the community including the masses and may eventually reinforce and sustain the general objectives of the police towards crime
prevention and solution.
Police visibility through constant patrolling creates an atmosphere of safety and security in the community. Through patrolling,
patrol officers are able to discuss with their superiors the problems they come across in the community and the peace and order
concerns of the residents. Following the same premise, patrolling therefore must “constitute the foundation of police officers’ career. It is
in this environment that officers will learn the core skills of communication, interpersonal skills, conflict resolution, and problem solving.
A. Features of Patrol
Patrol is a way of interacting with a community.
1.1. Related police functions can be merged to maximize the deployment of patrollers.
To maximize the deployment of patrollers, police stations shall, as much as possible, trim down the number of
personnel performing office works by merging related functions and activities. Task involving Family, Juvenile, Gender and
Development Program (FJGAD) and Women and Children Protection Desks (WCPD) can be performed by an officer.
1.2. Patrol duty is everybody’s concern.
 To maximize police visibility, all personnel in the police station must contribute to the overall efforts and goals of the
station. The police administrators (like Chief of Police) must see to it that the Desk Officer, Radio Operations /Tactical
Operation Center (TOC) personnel , Admin and Supply personnel and all other personnel must also contribute to the
station’s police visibility efforts to prevent crime. This can be done through rotation basis. Admin and support
personnel can contribute their time in patrolling during rush hour from 7:00 AM to 9:00AM or 4:00PM to 6:00 PM.
 Police Commissioned Officer (PCOs) and senior Police Non – Commissioned Officer (PNCOs) are designated as
Patrol Supervisorswhile junior Police Non – Commissioned Officer (PNCOs) are designated as Patrollers.
 Other innovations can be arranged by the Chief of Police depending on the situation on the ground to at least mitigate
the issue on the shortage and appropriate assignments of personnel.
The participation of the community and all other force multipliers must be maximized to form a formidable front
against all sorts of criminality. The local government unit and other government agencies operating within the police
station must also be enjoined to support the efforts of the police to cut down criminality as maintenance of peacce is
everybody’s concern and is best achieved through a concerted effort of all stakeholders.
1.3. Patrolling is an indispensable and specialized police function.
Not anybody in the police organization can be deployed as patrollers. They need special skills, the right attitude, and
the technical know – how to effectively carry out their duties. When patrollers move around in their assigned beats, they
represent the entire police institution, instantly making them “ambassadors” of the police organization (like PNP). They do
not only stand for their own persons when they face the community, but rather represent the whole police force. Thus,
assigning the right people to handle the tasks at hand will make the police station more effective.
1.4. Organize a lean and mean patrol unit.

Ideally, there must be a patrol unit organized at the police station level. Making the patrol successful is a matter of
organization. By organizing the patrol supervisor instils the values of discipline and cooperation among the patrollers. In an
organized unit, supervisors can easily explain to the patrollers the “why” of a situation or a job that needs to be done, which
would eliminate difficulties before they start.
The Chief of Police, as he/she organizes the patrol, is able to do the following:
- Keep patrollers busy. Patrollers must have a line-up of things to do for the entire duration of their shift
particularly those categorized as “MUST Dos” where it is mandatory for them to be on that particularly spot of
their beat doing the things listed in their Daily Beat Patrol Activities. In a more generalized term, these patrol
activities must be reflected in the Individual Performance Card (IP Card) of patrollers.
- Make patrollers responsible and accountable. Organizing the patrol divides the duties and gives each
patroller a task which will give him/her the opportunity to grow in leadership and be involved in community
development as well as in various policing activities. Similarly, the individual patroller will be made accountable
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on whatever happens in his/her assigned beat. He/she will likewise be made answerable and accountable to the
Patrol Supervisor and to the Chief of Police.
- Put the right person in the right job. Organizing the patrol will give each patroller a chance to be assigned in
various tasks commensurate to his/her competencies, thus giving him/her the opportunity to excel.
B. Method of Patrol
Patrol methods are the means used under favourable conditions that provide the most effective utilization of available
personnel, logistics, and funds to render police visibility, assistance and response.
1.1. Foot Patrol

Also called non – vehicular patrol, it is conducted by police officers moving in an area by foot. It is primarily
conducted in heavily populated areas, public places, and areas of convergence like markets, churches, schools, transport
terminals, amusement places, and shopping malls. Foot patrol is also called being deployed in areas that are not accessible
to motor vehicles. This method provides the patrol officers familiarity on the ground and better observation, identification and
solution to peace and order concerns in their beat. It also enables patrol officers to establish and maintain favourable relations
with the community through person – to person contact.
1.2. Mobile Patrol

Mobile patrol is conducted through the use of land – based vehicles as described below:
a. Motorcycle Patrol
Motorcycles are primarily used for conducting operations against motorcycle-riding criminals and those perpetrating
street crimes. The high mobility of motorcycle patrols even in traffic congested areas makes them effective in addressing
crimes. In rural areas, they are extensively deployed to patrol wider areas with less developed road networks that limit the use
of four – wheeled patrol vehicles. Motorcycle patrols are also use for traffic management and for security escort duties.
b. Bicycle Patrol
Bicycles are used to enable the police to patrol remote streets and narrow pathways including beaches and parks.
Compared to foot patrol, the bicycle patrol provides speed, mobility, and flexibility. Moreover, the use of the bicycle for
patrolling provides alternative means of saving fuel and promoting physical fitness among patrol officers.
c. Automobile Patrol
Marked police patrol car equipped with two-way radio, blinkers, and siren are used for covering a wider area and
carrying equipment and personnel. This method of patrol enables quick response to calls for police assistance and provides
the patrol officers some degree of protection from criminal assaults and inclement weather.
General Techniques and Procedures in Automobile Patrol
 Thoroughly check the patrol car before leaving the garage.

 Do not establish route patterns in patrolling the area of jurisdiction. Recommended patrol patterns (can be
applied in any of the types of patrol):
 CLOCKWISE PATTERN – usually done during the first hours of patrolling.
 ZIGZAG OR FREE-WHEELING PATTERN - start at one corner of the patrol area and
work your way diagonally across it to the opposite corner.
 CRISS-CROSS PATTERN – more or less similar to zigzagging.
 STRAIGHTWAY PATTERN – the easiest to observe because as the name implies, the
patrol officer just follow the length of the street.
 CLOVERLEAF PATTERN
 COUNTER-CLOCKWISE – usually done before the tour of patrol duty ends.
CLOVERLEAF – a highway intersection designed so as to route traffic without interference, by

means of a system of curving ramps from one level to another, in the form of a 4-leaf clover.
Hence, the cloverleaf patrol pattern follows this pattern of movement in patrolling.
 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.
 Do not spend too much time in drive-inns or coffee spots.
 Always take note (jot down) the plate numbers of strange or suspicious vehicles.
 Get out from the patrol car regularly or frequently to be visible and accessible to the public; and develop
personal contacts in the neighbourhood.
 Set an example to other motorists.
1) 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.
2) Always park the patrol car in the legal way.
3) Use seat belts or shoulder straps and other safety devices.
4) Use the proper traffic signal lights and hand signals.
 Avoid driving too fast on general patrol conditions except during emergencies or in pursuing some
criminals/suspects. Maintain a cruising speed of 20-25 mph during patrol. This is slow enough to make
detailed observations without impeding the traffic flow.
 When conducting solo patrol, maintain frequent contact with the dispatcher or other communication
personnel in the field or at the HQ.
 If you are patrolling with a partner, divide the observation area around your vehicle.
1) The driving officer covers at least 100 OC of vision in front. He must not, however, allow his
observations to interfere with the safe operation of the patrol car.
2) The passenger officer should cover a field of view twice more than the driving officer.
3) Both driver and passenger officer must always be on alert for possible informants.
 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.
 Frequently check the potential trouble spots in your patrol area.
 Stop periodically among parked cars at the entrance of side streets to observe activity on the street.
 Check the occupants of vehicles that stop beside and behind you at intersections.
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 Regularly check parking lots for abandoned stolen vehicles.
 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.
 Do not leave the key in the patrol car especially if the place is in a high-crime or congested area.
d. Waterborne Patrol
Watercrafts are used for law enforcement, search, rescue, and security operations in municipal and inland waters. At
times, watercraft can be used to transport patrollers in remote areas accessible only via water transportation.
e. Airborne Patrol
The PNP Air Unit primarily uses aircraft to provide aerial support to police units on the ground through air surveillance
or spotting during pursuit operations against criminals. It can also be used in tactical deployment of specialized units such as
snipers, RRU, and SWAT.
f. Mounted Patrol
Horse may be used for patrolling areas with rough terrain especially in rural setting that are inaccessible by mobile
patrol. In some areas, mounted patrol can also be used for crowd control operations.
h. Battery – Powered Electric Vehicles Patrol (Segway Personal Transporter)
Recently, the Manila Police District (MPD) has started using battery – powered Electric Vehicles Patrol called
Segway PT (Personal Transporter) in its anti-criminality campaign. Acquired by the MPD through the genourity of socially –
involved organizations, more units of these self – balancing, two – wheeled patrol assets have already been securing highly –
frequented streets of Manila like Divisoria and Baclaran. Although some sectors in the police organization still cast doubts on
its effectiveness as a regular patrol vehicle, the Segway PT is so far seen a useful augmentation to watch over specific patrol
sites like parks, malls, government sites, and special events.
CANINE (K-9) ASSISTED PATROL (Dog Patrol)
• 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.
Uses of Dogs or K-9s in Police Operations

• Provide great assistance in search and rescue as well as in smelling out drugs and bombs.
• Provide protection for 1 – officer patrol. Officer/s assigned to a high crime area has little fear with a well-trained canine at their
side.
• Great value in crowd control since:
• Properly trained dogs are virtually fearless;
• Totally loyal to their handlers have a significant psychological effect on would-be trouble makers.
• 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.
• Specially trained dogs are extremely effective in finding bodies – dead or alive, just buried or buried for years.
• Locating trapped people during emergencies.
• Can be an asset to public relations efforts.
• Well-trained police dogs can be used for demonstrations in public affairs, schools, or parades.
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.
Objectives of Patrol
There are four (4) main objectives in the conduct of patrol, namely: to prevent crime;to enforce the law; maintain public
safety and security; and develop a sustainable police-community partnership.
1. Crime Prevention – the mere presence of patrol officers on the streets crimes reduces, if not totally eliminates the opportunity of a
criminal to commit crime. Patrol officers, on a daily basis, acquire first-hand information and experience on the situation in the
community particularly identifying the crime prone areas and the usual suspects of recidivists. Hence, the conduct of patrol and the
appropriate deployment of patrol officers to reduce if not totally prevent crimes is an indispensable component of policing.
2. Law Enforcement – familiarity in the community helps the patrol officers in law enforcement. Patrol officers can immediately enforce
the law where there are suspicious activities monitored or reported by the community and in the conduct of directed police operations.
3. Public Safety and Security – police visibility helps relieve apprehension of the community knowing that a police officer is just
around, ready to assist and to respond in case of emergency. Patrol officers can facilitate the management of an emergency situation,
bring it tonormally, and keep the citizens calm and safe. The conduct of patrol creates an atmosphere of safety and security to the
community as police response can be promptly dispensed. Moreover, other non – hostile public safety concerns, i.e. existence of an
open manhole, fallen electrical posts, fire incident, etc., can be acted upon by the patrollers by coordinating with the concerned agency
to address the situation. This specific function of the police is one of the basic proactive elements of community policing which many
developed countries are now adhering to.
4. Police – Community Partnership – patrollers are deployed to serve as “ambassadors of goodwill” of the police to the
community. Whatever they do, good or bad, reflects directly to the entire police organization/institution. As such, patrol officers must
possess the needed skills on public relations and community organizing as well as on problem – solving and strategy development.
With stronger rapport with the community, patrollers subtly establish information will naturally flow from the community as peace and
order becomes a share and balanced responsibility between the police and the community.
In essence, patrolling, which is regarded as the backbone of policing, becomes the ENGINE of the Police Station that will
generate most of our policing outputs and accomplishments.
Patrol Policies and Procedures (PNP - Managing Patrol Operations Manuals, 2015)
Procedures are set to guide the Chief of Police in developing their respective Police Station Patrol Plan. The policies and
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procedures set herein are the minimum requirements and may be supplemented by local commanders depending on the peculiarities in
their Areas of Responsibility or AOR.
A. Patrol Policies (PNP - Managing Patrol Operations Manuals, 2015)

Patrol policies are general guidelines in the conduct of patrol operations. These policies set the limits around decisions and
direct the mind-set of the members of the police unit to be consistent with the patrol objectives. The COP must see to it that the concept
and strategies of QUAD Policing are being followed at the police station particularly by the patrollers.
QUAD Policing – is the interplay of functions of Police Operations, Intelligence, Investigation, and Community Relations, whereby,
when simultaneously employed in a single activity or incident, would create muchgreater result than independently performing these
functions. QUAD Policing can be best exercised at the Police Station level since there is a direct command from the COP, who
prepares the Patrol Plan, down to the Patrollers, who executes the Patrol Plan.
Police General Functions And Obligations
The police are subject to pressures by two factors: Police primarily responsible in accomplishing the following
functions:
 The legal political structure  Enforcement of laws, decrees and ordinances

 The vocal and angry group of society  Prevention of crime
 Protection of life and property from criminal attack
 Preservation of peace and order
 Safeguard the life of the citizens
The police peace keeping roles:
Categories of police responsibility:

 Law enforcement – this embraces crime prevention and crime control roles including the customary police functions.
 Order maintenance – peacekeeping and community service role or social service.
Predominant Police Functions:

 Responding to domestic disturbance – police records show that this one of the most trouble prone responses for patrol officers
because of the legal implications involved, civil and criminal.
 The police consider their crime control work as an honest to goodness police functions and views peacekeeping a community
service role, as ambiguous and disdainful.
 The public’s concepts and respect for authority to the police is based on their crime control rather than peacekeeping
functions.
 Police incentives and promotions are based on law enforcement activities.
Police render four major functions in its law enforcement and peace control task:
 Crime prevention
 Crime investigation
 Traffic supervision
 Promote public safety
Police exercise of Discretion:
 Discretion – is defined as the wise use of one’s judgment, wherein personal experience and common sense is factor to
decide in a particular situation.
 Police use discretion – police are said to be decision makers especially when confronted by a situation of between life and
death.
Primary Importance of Patrol

 Patrol is the essence of police functions;
 The actions taken by the police officers have a direct impact on citizen's satisfaction, and on the accomplishment of police
goals and objectives.
 It is also the most visible form of police activity, furthering the community’s perception towards the local government services.
 The action of the patrol officer has far reaching consequences for the police agency, for the citizenry, and for the quality of
justice in the society.
 Police administrators must then be very supportive of the patrol mission.
Distinction Of Crime Prevention And Crime Control

 Crime prevention – is the reduction or the elimination of the desire and opportunity to commit a felony;
 Crime control – is the primary concern of the police, as the saying goes, “control before the act escalates into a serous
proportion”. The fine line is;
 Basically, first to prevent
 Ultimately to control
Patrol functions and activities

Expected to perform extra duties functions:
 Request to intervene in situation between husband and wife.
 Between landlord and tenants.
 Between businessmen and costumers
 Conflicts among neighbors
 Quieting of laud disco parties
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 dispersion of unlawful assemblies
 Report to corresponding agencies underground water pipe peaks, open man holes etc..
Classification of patrol functions
• Prevention of crime
• Suppression of criminal activity
• Apprehension of criminals
• Protection of life and property from criminal attack
• Regulation of non-criminal conduct
• Preservation of peace and order
Division of Patrol Goals

 Deterrence and prevention – involves activities, which are intended to influence the perceptions of potential criminal as to the
like hood of apprehension .
 Apprehension – when deterrence fails to prevent crime, patrol is responsible for apprehending the offender, quick and
efficient performance of the tasked is generally assumed to contribute to improve levels of deterrence.
 Non – criminal related services – the police when unable to think of where else to turn and the facts that the police are often
the only available source of help is the primary reason that these type of services are provided by police departments.
 Sense of community security and satisfaction – normally acknowledge that effective attainment of deterrence,
apprehension and non-related activity should result in high levels of perceived community security and satisfaction with police
activities.
 Recovery of stolen property – the recovery of stolen property, much of these are significant unless the item can be returned
promptly to the owner.
Strategic Oriented Methods of Patrol
 Directed Patrol -this is a method of patrol wherein the implementation is based on officer discretion, crime analysis, or from a
specific complaint received from the community.
 Aggressive patrol or aggressive order maintenance – this is an increased pressure on specific criminal or social order
problems, as well as on specific criminal elements by the police.
 Saturation patrols – this methods includes forming a collection of officers from various shifts, tactical units, traffic units and
investigators, who all in uniform saturate are-designated area in a show of force.
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.
PATROL THEORIES
FUNDAMENTAL THEORIES
 Theory of Police Omnipresence
o High Police Visibility discourages criminals.
o Normally, criminals think twice before executing their plans if there is obvious presence of police officers.
o Thus, patrol activity should be carried in a manner that attracts maximum attention to the police officer or police
vehicles.
o This theory applies the principle of OVERT Operation or high visibility.
 Low Profile Theory

o Low Police Visibility increases the opportunity to apprehend criminals.
o 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.
o In this theory, the objective is to attract as little attention as possible while on the process of patrolling.
o The officers should operate in a manner that it would be difficult for either criminals or the public to determine that
police are around.
o The principle of Covert Operation is integrated in this theory.
Principle of Patrol force organization
Police organizations are organized along semi-military lines because of these basic reasons:
 The nature of the work they perform;
 The conditions under w/c they operate;
 The manner in w/c they are expected to perform their duties.
PATROL MANAGEMENT
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.
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 felonious act.
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Participative law Enforcement

It is a system where the citizenry and the police work together to reduce crime, prevent juvenile delinquency and criminal
behavior, maintain peace and reduce local problems which are the mutual responsibility of the police and the people.
Responding to Crime - total response time is comprised of four dimensions:

 Discovery Time - interval between the commission of the crime and its discovery.
 Reporting Time - interval between the discovery of the crime and when it is reported to the police.
 Processing Time - interval between receiving the call and dispatching the officers for service.
 Travel time - the amount of time it takes for the police to travel to the scene of the crime.
PATROL PRIORITIES
First priority Incidents, those; Second priority Incidents Third priority Incidents
a. crimes in progress  Felony complaints Any other kinds of incidents or
b. traffic accidents w/ serious  Crime is no longer in progress call for service would be treated as fourth
injuries  Traffic accidents that do not priority.
c. civil disturbances involve injuries
d. others which are alarming and  Assistance to another emergency
scandalous services
 Misdemeanor or public
disturbances
PRIORITY RESPONSE TIME
 First priority Incidents – not more than 5 mins.

 Second priority Incidents – within 10 to 15 mins.
 Third priority Incidents – not more than 20 to 30 mins.
 Longer response time will be disastrous to the police administrator and the organization
Types Of Calls Response By The Police Patrol
ROUTINE CALL –the mobile car is required to observe all traffic laws and rules and does not normally use its flashing lights and siren
while on its way to the scene. This includes when the police responds to;
– Provide police car transportation.
– Obtain reports about offenses discovered after the criminal has left and which does not involve injury.
– Obtain information the nature of which is not given.
– Investigate apparently abandoned vehicles.
– Obtain damage reports.
– Provide additional traffic control and direction.
URGENT CALL – This is similar to the routine call, which also requires the responding police car to observe all traffic rules and does
not use its flashing lights or siren. However, it proceeds directly to its destination and does not stop unless an incident of far more
serious nature occurs. This includes when the police responds to investigate:
– Trouble of unknown nature.
– Shoplifter complaint.
– Vehicular accidents in which there are no physical injuries.
– Prowler complaints.
– Lost children complaints.
– Report of mob activities.
– Reports of domestic or tenant-landlord or neighborhood conflicts.
EMERGENCY CALL – In most cases, this category requires the use of the flashing light and fluctuating siren although there are
exceptions which include the attempt to surprise criminals in the act. It is permissible in this case for the responding police car to violate
traffic laws provided that extreme care is exercised while driving at high speed. This includes when police responds to:
– Investigate a crime in progress.
– Investigate a traffic accident in which people are injured.
– Rescue or assist another patroller in trouble.
– Aids an injured person.
– Pursue or apprehend suspected criminal/s.
– Assist in firefighting.
– Stop an ongoing fight in progress.
Type of Patrol Shift

Staggered shift system Evening shift Peak period shift – typical workload period
 Night shift 2:00pm to 10:00pm  10:00pm to 2:00am 4:00pm to  4:00pm – 10 :00pm week days
12:00 midnight  5:00pm – 11:00pm Fridays and
Saturdays
Day shift 10 :00 am to 6:00pm  3:00pm – 9:00pm Sundays
Relief shift (three shift )

 12:00am – 8:00am
 8:00am – 4:00pm
 4:00pm – 12:00am
WHAT IS COPS?
- COPS refers to Community Oriented Policing System.
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– It is the deploying of policemen in police blocks to provide police and public safety services.
– It also involves the breaking down of large and impersonal police departments into small units to create a series of
mini-police precincts, which are responsive to the smaller communities.
OBJECTIVES OF THE PNP’s NEW COPS
• To enhance police visibility in order to reach out to the community to serve the resident a policing out.
• To improve police community relation to gain public acceptance, build mutual respect and trust and promote cooperation.
• To attend sustained and integrated police – community participation, in crime prevention and suppression.
What Is Police Block?
• This is the NCOB (New Cops on the Block) Center of Command and Control of its activities and the police base from which
the citizen may seek assistance whether in person, by radio or telephone.
• Its function where police officers on patrol visit every house and work place to offer crime prevention advice and to organize
the neighborhood crime watch groups.
PNP PATROL PLAN 2030
1. To enhance the focus and coordination of police functions and operations through a national internal security policy and
strategy;
2. To re-engineer the police system towards strengthening police oversight; remove institutionalized mechanisms that
undermine unity of command and internal management authority in the PNP, which renders the organization vulnerable to
undue politicization and corruption;
3. To fortify the institutional capabilities of the PNP by improving administrative and operational coherence and efficiency; and to
strengthen the police stations with the end goal of enhancing the quality of police services and relationships with the
community.
4. To streamline institutional mechanisms and procedures in order to promote speedy access to justice and legal protection;
ensure police neutrality and non-discrimination; and foster respect for human rights and gender neutrality;
5. To strengthen institutional mechanisms for the recruitment, training, and maintenance of a corps of competent, well-
compensated, and motivated professional police force imbued with integrity, industry, and a high sense of duty and honor; and
6. To clarify and instil a culture of public accountability in the PNP and among its personnel.
THE TWELVE (12) KEY RESULT AREAS
1. NATIONAL POLICY & INSTITUTIONAL DEVELOPMENT - to formulate and implement a national internal security policy and
strategy; rationalize the overall institutional framework of the police system; improve the functional delineation and coordination
between law enforcement agencies and the conventional police institutions; remove institutional mechanisms that render the PNP
vulnerable to politicization and erode its unity of command and internal management authority; strengthen the NAPOLCOM as body
tasked with the formulation of rules, regulations and standards for the entire police system; adopt mechanisms for institutional continuity
and stability, particularly in police leadership; and firmly establish a self-administering and managing professional PNP.
2. POLICE OPERATIONS - to initiate reforms in rules and procedures in the conduct of police operations; provide police stations with
the appropriate work tools and strengthen crime research to support more effective crime management operations.
3. FACILITIES DEVELOPMENT - to upgrade physical facilities and equipment in support to police field operations, including the
updating of police equipment standards and the development of a multi-year financing and procurement plan; development and
upgrading of the facilities, equipment, and physical set-up of the PNP Crime Laboratory; and the provision of model infrastructure for
police stations and substations. An important component of this program is the improvement of capacities for the management and
preservation of police evidence.
4. HUMAN RESOURCES MANAGEMENT & DEVELOPMENT - to initiate policy reforms in human resource development and improve
the human resources management systems including staffing, recruitment and selection, personnel administration, career development
and promotion, police remuneration, and police education and training, performance monitoring and evaluation, and police discipline.
Two important components of this program include the reengineering of the institutional framework of police education and training and
particularly strengthening the capacities and organization of the Philippine Public Safety College, integrating all police training therein,
and strengthening police education and training curricula; and the establishment of a PNP Pension and Insurance Corporation.
5. ADMINISTRATIVE & FINANCIAL MANAGEMENT - to reform and strengthen the resource generation capacity of the PNP,
streamline and improve the entire financial management system by infusing more appropriate tools that will allow systematic linkage
between strategic and operational plans, budget prioritization and detail formulation, and decentralize administrative and financial
management to the appropriate enterprise units in the field, while strengthening and integrating oversight administrative and financial
management functions.
6. STRATEGIC PLANNING & PERFORMANCE MANAGEMENT - to design and institutionalize a strategic planning system within the
PNP; strengthen operational planning capacities of mission-critical units; develop results- based monitoring and evaluation systems
which will be run at the operational and oversight levels of the PNP organization. An essential component of this program will be the
formulation and implementation of a Crime Indicators System that will identify an appropriate set of indicators that will guide the
monitoring and evaluation of the country’s crime situation and its performance, and the corresponding procedures for data generation
and reporting.
7. INFORMATION & COMMUNICATION TECHNOLOGY - to develop and implement a PNP Integrated Crime Management
Information System, or CMIS. The system will be designed to work as part of the broader criminal justice information system
architecture. The PNP CMIS will operate at the police station level providing transaction processing modules that will feed into a crime
database, tracking, and monitoring system that will enable crime mapping and analysis at station and higher geographical levels.
8. DEMONSTRATION OF EXCELLENCE THROUGH DEVELOPMENT OF BEST PRACTICES - to demonstrate the effectiveness of

the fundamental institutional and system reforms by combining them with a more comprehensive locality or community-based peace
and order planning and management that will involve various stakeholders.
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9. PUBLIC INFORMATION AND ADVOCACY - to support the implementation of the transformation program from start to finish by
providing broad and stakeholder information, education and advocacy strategies and interventions which will engender active
cooperation and support.
10. REFORM MANAGEMENT - take the lead in implementing the medium-term reform program by enhancing the institutional
framework and operating mechanisms of the PNP; prepare plans and manage the entire change management and day-to-day reform
development, content synchronization, and implementation of management processes.
11. ANTI-CORRUPTION - Envisionedpreventing the misuse of power and position in the PNP organization which undermines the
integrity of police personnel along with the promotion of police integrity and morality as primer law enforcers.
12. PROMOTION OF HUMAN RIGHTS - Aimed to promote human rights as a basic value in the conduct of operations and in
accordance with the international standards of human rights and policing.
ADDENDUM
What is the so-called “House Visitation”?
It is a function of NCOBs where police officers on patrol visit every house and work place to offer crime prevention advice and
to organize the neighbourhood crime watch groups.
What is the so-called “Street Questioning” method?
It is a method whereby policemen on patrol may interview within the bounds of law suspicious personalities at random in order
to serve as a deterrent to those intended to commit a crime.
What is the police social service of the PNP?
It is a project that concerns a wide variety of activities such as physical fitness and sports development and formation and
education and livelihood projects. The following are some of the benevolent services performed by the police patrol:
1) Midwife duties for childbirth.

2) Render first aid to accident victims.
3) Get relief assistance to disaster victims.
4) Mediate in family quarrels.
5) Delivery of death messages.
What do you understand about the concept of “Team Policing”?
It is a grass root approach undertaken to bring the people and the police together in a cooperative situation. Its distinguishing
feature is the establishments of neighborhood crime watch groups to encourage the people to report crimes and to assume greater
interest and responsibility in crime prevention and suppression.
What is the purpose of police uniform?

As with any other occupation, the police uniform is intended to separate policemen from everyone who are not in the same line
of work to avoid confusion and to assure others of his authority and his presence.
Give the four kinds of inspections conducted by policemen on patrol.
Policemen may conduct building inspection, crime prevention follow-up, house inspection and miscellaneous inspection.
What is Patrol Hazard?
This is a term used frequently to describe a specific condition or place that requires a patrol officer’s special attention.
What is the importance of Vehicle inspection for patrol?
The emergency nature of police work demands that the vehicle they use be in the best condition as possible not only for
routine patrol driving but also for pursuit operation. Hence, there is a need for regular vehicle inspection.
What is the purpose of the District Orientation Tour in preparing for patrol?
Its purpose is to familiarize and orient a policeman about the patterns and characteristics of his patrol area before he conducts
actual patrol.
What is police surveillance?
It is the process of keeping under observation a person; a place or an object to obtain information material to the solution of a
case. It is also use to detect some forms of criminal behaviours.
What is the purpose of the police at the scene of civil disturbance?
During civil disturbances, the police: protects lives and properties of everyone at the scene; enforces the law; and restores
peace and order.
What are the objectives of the police at the scene of unlawful assemblies?
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The objectives of the police at the scene of unlawful assemblies like riot (these are discussed in Chapter 4 – Crowd Control
and Riot Prevention): Containment; Dispersal; Prevention of re-entry or entry; Arrest of law violators; and Establish priorities.
State the essential steps that must be taken by the police during a disaster response.
1) Assess the nature and extend of the disaster or calamity.

2) Communicate information in the fastest means available.
3) Administer urgently needed first aid and rescue activities.
4) Establish a command post.
5) Contain the area.
6) Maintain open emergency lanes/streets.
7) Evacuate survivors and people from danger area.
8) Provide public information services.
9) Establish coordination with other government agencies.
10) Provide access area for authorities.
11) Record the events.
What are the keys to effective law enforcement at labor strikes?
1) Exercise strict neutrally and maximum tolerance.

2) Initiate friendly dialogue between contending parties.
3) Seek cooperation from both sides.
What are the primary line units concerned with the accomplishment of the police operational tasks?
The primary line units in the police include patrol, investigation, traffic, vice and juvenile patrol.
What are the secondary or auxiliary units concerned with the service tasks?
The secondary or auxiliary units in the police include the records, property custodian, jails, crime laboratory services,
transportation, and communication.
What are the administrative or managerial units?
The administrative or managerial units in the police include personnel, intelligence, planning, budgeting, and training in
community relations.
Why participation of patrol in vice control necessary?
Patrol participation in vice control is necessary in order to lessen the force needed in the vice-division; to increase its
efficiency; to conserve time and energy of its members; and to focus its attention to the more serious vice violations.
HOW POLICE VISIBILITY IS ATTAINED?
Police visibility can be done in three (3) ways: physical presence by being visible as police and easy to locate police units;
patrolling scheme through mobile, integrated, and widespread, supportive, and redundant coverage; and response which should be
proper, adequate and timely (ideal is 5 minutes response time).
Further, the Police Visibility Program of the PNP can be accomplished thru the use of the Integrated Patrol System (PNP-IPS).
The PNP-IPS has the following features:
1) Pre-emptive
2) Widespread and Forward Deployment
3) Force Mixture (complementary & supportive)
4) Cross checking of Deployment
5) Force Multiplier
6) Supports the COPS
What is a Freak Crime Accident?
There are situations when all the three elements of the crime are present and merged at the same time and the same place;
however the victim is not the intended one due to error in persona (mistaken identity). This is called a freak crime accident. Similarly,
the public still need to be protected against these kinds of crimes.
Addendum:
By Termil, D., Flores, A., & Paulite, A., (2021)
What is Patrol and Police Patrolling?
PATROL may refer to the regular tour made by a guard in a place in order to protect it or to maintain order. Patrol could 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. (www.dictionary.com)
POLICE PATROLLING means to pass along a road, beat, area or route or through a specified location in order to maintain order and
security. www.dictionary.com
Why police patrol is vital?

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Police patrolling is an essential factors and function of police departments. The goals and objectives of police patrol include
crime prevention, criminal apprehension, law enforcement, order maintenance, public services, and traffic enforcement. However, since
police resources are limited, there is an understandable interest in patrol strategies and operations that provide safety at minimum cost.
Three (3) major types of patrol strategies for patrol officers
1. Active patrol, patrol officers should use every opportunity to discover, detect, observe, and interdict the unusual event.
2. Random patrol means patrol routes should be random varied so that the patrol behaviours will not be predicted potential
criminals.
3. Directed patrol, patrol officers pay more efforts to hotspots crime so they can respond quickly and reduce the crimes
hotspots.
Note: In real scenario, patrol officers may choose one strategy combine them to accommodate the specific conditions in their area.
Beat integrity as another important patrol principle
Patrol officer is expected to remain within assigned patrol are Beat integrity can be absolute or relative, depending on the
number patrol units assigned and the size of the patrol district and the activity within the area.
How about absolute and relative beat integrity?
The patrol officers should stay in the assigned patrol district at al times while in relative beat integrity, patrol officers remain
largely within the patrol area of responsibility and leave it only when there a need for back up another officer or respond to a call for
service. Note: The standard practice in every Police Stations, the organization utilizes the principle that "the nearest police car responds
to the call which belongs to the case of relative beat integrity.
Deployment of Patrol Force
The proper and balance distribution of patrol force through designated patrol area is an ideal organization technique to
enhance the deterrent capability of uniformed patrol force. Better plans cat lead to lower response times, officers' familiarization with the
assigned area, more efficient utilization of personnel, equalize distribution of workload, uniform police visibility, enhanced office safety,
balanced police response to calls and officer accountability.
QUAD Concept in dealing Crime prevention operation
Crime prevention operation involves the FOUR QUAD STAFF of the police station such as:
1. Intelligence
2. Investigation
3. Operation
4. Police Community Relation
Patrol as the backbone of the Police Station
The testament to this justification is that patrol force the only division in the police organization that cannot be eradicated. 50%
of total personnel assigned in patrol.
Patrol Environment
1. Importance of the patrol force.

2. Police discretion.
3. Influences in patrol operations.
Importance of the Patrol Force
Police patrols play a significant role in public service by responding to incidents, discouraging and thwarting crimes. It is the
essence of police operations and can give a sense of security to the people who in need of security and disappoint those who may
commit crimes in the absence of a patrol. The patrol force is the single largest unit within the police organization. The actions taken by
the patrol officer have the most direct impact on the citizen's satisfaction.
The Patrol operation is the most visible form of activity that enhances the welfare and security of the community. Individual
patrol officers represent the police department in its contact with the community. Individual patrol officers play a major role in
determining the quality of justice in a given community. Errors made by police officers have significant negative effect in the public's
perception.
The patrol officer is the most important human element of police organization since all police field operations are supported the
patrol activity.
Police Discretion
Police discretion refers to an official action that is taken by the police officers in which they use their own individual judgment,
decide the best course of action or it is simply define police discretion as the wise use of one's judgment, personal experience and
common sense to decide a particular situation. Police officers, especially those on patrol, must develop the positive side of split-second
decision making.
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Note: No rule, no manuscript, no lawyer, no justice of the peace can teach a policeman on the beat in connection with the proper
exercise of discretion on actual scenario.
Examples of Police Discretion
Hereunder are the possible scenarios where we can use our sound's judgment as a police officers in particular situation a
specified in the foregoing circumstances whether or not we tak action taken to wit:
1) Whether to draw his weapon.

2) Whether to make an arrest.
3) Whether to issue a traffic ticket or other violation.
4) Whether to shoot a gun.
5) Whether to perform a search.
6) Whether to stop and assist someone.
Influences in Patrol Operations
There are three (3) general factors that can influence the success of patrol operations. Such influences include the following:
1. Community Influences often represents unstructured influence on the performance of patrol officer in the field. Community has
been defined as a geographic locality or as group of individuals who share common goals that encompass multiple factors that affect
the success of the patrol operation. Such influences include of:
a. Community residents
b. Community leaders
c. Community personality
d. Community problems Composition of the populace
2. Political influences pertain to any person who takes advantage of a position of power over another person. Scope of influence in an
area over which a state or organization has some indirect control. Such influences shall not be limited to:
a. Public policy
b. Political decisions
c. Partisan politics
d. Political control and interference
3. Local government influences the success of police patrol operation especially when local government fully supported the plans and
programs of the police station. Such local government influences include of the following person to wit:
a. Local chief executives

b. City/Municipal council
c. Existing form of local government
d. Local government budget for the police
ORGANIZING PATROL FORCE
The Concept of Organization
Organization refers to a group or association of people with common objectives. Organization may all refer to the systematic
arrangement of people and their activities to achieve goals in the most effective and efficient manner.
Patrol Force Organization is the hierarchy of police officers working together towards a common goal. The general goal of
the patrol force is to safeguard the community. Patrol force organization requires proper management.
Note: Unwell planned and structured patrol force cannot perf effectively even with the best management. On the other hand properly
organized patrol force will not also operate maxim efficiency if it is not well managed. Thus, it is a combination of w organized patrol
scheme and the effective and efficient implement P of the patrol force organization.
Theories of Patrol
1. Theory of Police Omnipresence - On this theory the high police visibility of uniformed personnel roaming around the beat an will
discourages criminal's intent of the potential offender at cause them not to execute whatever plans they have in mind.
2. Low Police Profile Theory - On the other hand, the theory Lo police visibility increases the opportunity to apprehend criminal. The
theory is using the trick of deceptive absence of the police officers in the area so as to let criminals believe that they will not be detected
or caught if they execute crimes that they have planned.
Further, the objective of this theory is to arrest the possible offender doing nefarious activity and put it in jail as part of the
punishment while there are no uniformed personnel in the area.
Methods of Patrol
The approaches of patrol denote to the several means of getting from one place to another within a specified patrol
jurisdiction.
Different Types of Patrol as part of Crime Prevention Strategy
1. Beat Patrol - In police parlance, a beat is the territory and tim where the police officer patrols. Beat police typically patrol of foot
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which provides more interaction between police and community members.
2. Sector Patrol (Motorized Patrol)
3. Specialized Patrol Methods
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:
Types of Foot Patrol
1. Fixed foot patrol - usually used for traffic, surveillance, parades, and special events.
2. Moving foot patrol - used where there is considerable foot movement such as patrolling business and shopping centers, high crime
areas, and in places where there are many or multiple family dwellings.
Factors to be considered in determining the size of the beat
1. Area to be patrolled
2. Man-made and natural barriers
3. Number of men to patrol the area
4. Type of patrol
Factors to be considered in determining the number of men to be deployed
1. Size or area to be patrolled.

2. Topography meaning the physical features of the terrain in the area.
3. Crime rate.
4. Possible problems to be encountered on the beat.
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 discourage criminal activity and provides a greater sense of security storekeepers,
females, and elderly persons.
4. Places not accessible by motor vehicles are reached and patrolled
5. Easy detection of criminal activities.
6. Easy discovery and familiarization on the layout of the beat depth knowledge of the character and problems of the patrol are
Basic Techniques and Procedures of Foot patrol
1. Do not establish a set of patterns of patrolling procedure.

2. Walk systematically with purpose on the beat while on patrol.
3. Do not smoke nor drink while on patrol especially during nightshift.
4. Walk near the curb during daylight.
5. Walk near buildings during night patrol.
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 the premises are secure.
8. Enter and inspect alleys when not seen by public.
9. Watch for persons loitering or hiding in doorways, either ingress or egress.
10. Use fire escapes to inspect building rooftops once in a while.
11. Be attentive or on alert for the sound of breaking glass.
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 beats.
What is Sector Patrol?
Patrol Sector is the geographically location of the are The patrol officer on board police car assigned to a particular sectors responsible
for directed and businesses, government buildings and the prevention of crime in the sector. This sector must be thoroughly and
efficiently analyze trends in calls for service, traffic complaints, arrests and incidences of crime as random patrolling, checking of guide
and basis for more effective assignment of personnel into those areas experiencing higher rates of complaints.
Advantages of Automobile Patrol (Sector Patrol)
1. High mobility allowing coverage of greater area.
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2. Quicker response time to telephone complaints. Greater efficiency in responding to emergency calls and other called-for services.
3. More economical as compared to foot patrol.
4. More effective street pursuit of offenders.
5. More effective traffic enforcement.
6. Provide an element of surprise, especially when crime is in progress.
7. Provide the officers with necessary protection during increment 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 impedes surveillance operations.
SPECIALIZED PATROL
Specialized Patrols are designed to enhance crime prevention, selective enforcement and community-based policing efforts by
increasing visibility and law enforcement presence campus wide, with emphasis in those areas which are inaccessible or difficult to
patrol. Specialized Patrols includes Bicycle Patrol, motorcycle patrol, horse patrol, helicopter patrol and the likes.
Advantages of Bicycle Patrol
1. Lower cost (inexpensive) to operate as compared to motore and automobiles.
2. Areas not accessible by patrol cars or are too wide for foot pat 2 can be covered by bicycle.
3. Increased mobility and stealth since bicycle can be operate quietly and without attracting too much attention. In Seat Ad Washington,
for, example, bicycle officers use bikes to whi around corners and surprise drug dealers.
4. Found to be highly effective in combating theft, vandalism residential areas, parks, shopping malls, etc.
5. Effectively used by plainclothesmen for surveillance in high crim D areas wherein officers wearing nondescript clothes could blen with
the apparels worn by the criminals.
Note: Like motorcycles, bicycles leave the patrol officer extremely vulnerable. Officers should have the proper safety equipment and
follow all basic safety practices while on bicycle patrol.
Disadvantage of Motorcycle Patrol
1. Limited passenger
2. Limited use in bad weather
Horse 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 K9s as crowd control instruments. Expense is one of the main advantages of mounted patrol. The
greatest advantage is that an officer on horseback is much more effective at controlling a disorderly crowd than one on foot or in any
kind of vehicle (other than a tank). Mounted officers can see up to three blocks away and cover more territory than officers on 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.
Advantages of Air Patrol by means of Fixed-Wing Aircraft
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 Air Patrol by means of Fixed-Wing Aircraft
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 Air Patrol by means of Helicopter:
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 thru airborne reconnaissance.
7. Increased ability in conducting searches for missing/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 thru airborne speakers.
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10. Provide rapid emergency transportation of personnel.
11. Added security to patrol officers on foot, motorcycles or in patrol cars thru backup offered by aerial patrol.
Disadvantages
1. Very expensive-high cost of training of pilots/operators, buy 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 high wires and smog.
6. There are landing patterns or procedures that must be follow which delays landing time.
7. Pilots must work shorter periods of time than regular police shift since driver of helicopters easily suffer work fatigues.
8. There are many tactical problems to overcome such as location police units on ground and the exact location of addresses.
9. Element of surprise is lost since criminals could hear t helicopter coming even from a great distance.
Water Patrol
Water patrol units are extremely specialized and are not in gre use except in those areas with extensive coasts or a great deal
of la or river traffic. Like aircraft, boats are expensive to buy, operate and maintain. Further, those who operate them must have special
training. Nonetheless, boats are the best means to effectively control violation of water safety regulations as well as to apprehend drug
and g smugglers. They are also valuable in rescue operations during times flooding as well as in dragging operations for drowning
cases.
Canine Patrol
The K-9-assisted patrol is becoming more popular, with eve smaller departments beginning to establish K-9 units. According
James C. Spurlock in his article "K-9" in Law and Order issue of March 1990: "Along with mainframes and microchips, the small- to
medium sized police department shopping for the latest in cost-effective high tech law enforcement might want to consider the four-
legged, cold nosed variety."
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 have little to fear with a well-trained canine at their side.
3. Great value in crowd control since properly trained dogs: a. virtually fearless and totally loyal to their handlers b. 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 exceptionally effective in searching dead or alive bodies even if it is just buried or buried for a year or
more.
6. Locating trapped people during emergencies.
7. Can be an asset to public relations efforts. 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 Shepherd
Disadvantages of using K-9s
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 departments that initiate a K9 section is vulnerable lawsuits.
5. Dog handlers get involved in more violent confrontations on street than any other officer. They work more night shifts the most
members do more callouts from home and spend literal hundreds of off-duty hours caring and training with their K-9 partners.
PATROL STRATEGIES
Factors in considering what Patrol Strategy should be Used
No single patrol strategy will effectively work in all case and every police jurisdiction. The choice of the particular strategy
combination of strategies to be employed will depend upon the following:
1. The resources of the police agency;

2. The particular crime problems and patrol objectives;
3. The characteristics of the individual community; and
4. The imagination and determination of the police administrator and his patrol commanders developing patrol strategies tailored to
meet the needs of their department and the community that they serve.
Patrol Strategies
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1. Proactive and Reactive Patrol - Proactive policing is getting out in front of events with an expectation to avert and decrease crimes
with the help of the responsive and cooperative community. Proactive policing strategies hold great promised crime prevention and
crime reduction and further improve the harmonious relationship by and between police officers in the field and the communities they
serve.
Proactive patrol is the more economical alternative patro system, which has an objective approach against criminally much as
practicable. It addresses crime at its very root before it is able to develop into a felonious act. It focuses on the prevention of crime.
Reactive policing can be defined as the police responding to specific requests from individuals or groups in the community which
encompasses "immediate response to calls" and "follow-up investigations". It is more reactionary to the crime incident that is why
the rationale for routine patrol is not as straightforward.
Reactive Patrol 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. It usually focuses on apprehension of criminals.
2. Directed Patrol and POP - If a department's goals and objective are clear, and if the all the information that being recorded is kept
accurately such records includes on calls for service and on crimes committed in the community, thus, the data should be the guide in
making effective structured and deployment of patrol personnel teams and further provide the best service and protection possible. This
practice is most commonly referred to as directed patrol.
Directed patrol use the police officer's discretionary patrol time to focus on specific department goals. These goals are often identified
through problem-oriented policing (POP) - that is grouping calls for service to identify specific goals.
3. High and Low Visibility Patrol High Visibility Enforcement Patrol - is a combination of enforcement, police visibility and a
publicity strategy to educate the public and promote voluntary compliance with the law. Checkpoints, saturation patrols and other HVE
strategies should include increased publicity and warnings to the public and further increases the deterrent effect.
The High visibility Patrol is the application of the theory of police omnipresence which means the presence of uniformed police
personnel is very noticeable with marked patrol cars on board police personnel obviously seen roaming around or gallivanting within
their area of responsibility.
General objective of High visibility Patrol is to prevent commission of crime by destroying the opportunity of potentials offenders
thru constant and alert patrolling.
Visibility is defined as how well we are able to see or to ability to be seen. this is an example of a situation with low visibility. The
Low Visibility Patrol is the application of theory of low police profile meaning police officer in civilian attitude using unmarked
vehicle station within the area where the cri incident prevalently occurs waiting for the criminal offender commit a crime and arrest
them as ultimate result.
4. Team Policing - Team policing was intended to improve police community relations and police crime control effectiveness
permanently assigning a group of police officers to a particular small geographic area as a neighborhood. Team Policing is a gra root
approach undertaken by the government agency like Philippine National Police to bring the people and the police together in a
cooperative situation.
5. Decoy Patrol - In Decoy Patrol, a police officer uses a technique by pretending to be a potential crime victim and placed in an are
where he or she is likely to be victimized. This kind of tactics i being used in response to particular crime incident or victim patterns
prevalent in the area. Blending techniques is also employed to allow the police officer to move freely on the street and ready to accost
would be criminals.
III. POLICE OPERATION
Police is a body of armed men, which as an institution, can exercise its duties by armed physical forces to preserve peace and
order, detection of crime, and the execution of laws (Castillio, R., and Flores Jr., A.D., 2022 as cited in Salamanca, B. & Tabajonda, R.,
2022). They are a body of officers representing the civil authority of the government, and are responsible for maintaining public order
and safety, enforcing the law, and preventing, detecting, and investigating criminal activities (Kelling, 2021 as cited in Salamanca, B. &
Tabajonda, R., 2022). Police operations are defined as the job duties, responsibilities, and activities that law enforcement agents
complete in the field (Police Operations: Theory & Practice, 2017 as cited in Salamanca, B. & Tabajonda, R., 2022).
The Role of the Police
1) Prevention of crime and suppression of criminal activities

2) Preservation of peace and order
3) Protection of life and property
4) Enforcement of laws and ordinances
5) Regulation of non-criminal conduct
6) Investigation of crimes
7) Apprehension of criminals
8) Safeguarding of citizens' rights and public morals
The Golden Rules of Law Enforcement (The 10 Commandments for Police Officers)
1) In the performance of duty, thou shall be guided by;
 1st - Complete submission to the decrees of God;

 2nd - The Constitution;
 3rd - All existing laws; and
 4th - The public welfare with ultimate reason to secure, defend and protect life, liberty, honor, dignity and property.
2) Thou shall not enforce a law by violating another law.
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3) Thou shall uphold the law without fear, favor, reservation or indiscretion.
4) Thou shall not wrongfully or maliciously accuse anyone, be an instrument to any wrongdoing, nor violate human rights.
5) Thou shall defend the weak, shield the helpless, protect the oppressed, and assist the aggrieved without distinction or
prejudice, and be it a fate to die in line of duty with honor, valor and dignity.
6) Thou shall not employ excessive, unnecessary and unreasonable force to prevent, repel or suppress an act or omission
punishable by law.
7) Thou shall be gallant in defeat, humble in victory, yield honorably to righteousness and immediately acknowledge and correct
a wrong humiliation or perversity.
8) Thou shall not disgrace the badge and uniform, nor commit any act or omission in violation of law for material gains or ulterior
motives.
9) Thou shall always live a modest life as true, honest and dedicated public servant.
10) Thou shall always cherish, honor and speak well of the organization and abide by the code, the corps and the unit at al times.
Power and Functions of the PNP
According to Republic Act 6975 also known as the "Department of Interior and Local Government Act of 1990 particularly in
Section 24 describe the power and functions of the PNP, to wit:
1) Enforce all laws and ordinances relative to the protection of lives and properties;
2) Maintain peace and order and take all necessary steps to ensure public safety;
3) Investigate and prevent crimes, effect the arrest of the criminal offender, bring offender to justice and assist in their
prosecution;
4) Exercise the general powers to make arrest, search, and seizures in accordance with Constitution and pertinent laws;
5) Detain an arrested person for a period not beyond what is prescribed by law, informing the arrested person of his
constitutional rights under the law;
6) Issue licenses for the possession of firearms and explosives in accordance with the law;
7) Supervise and control the training and operation s of security agencies , and to security guards and private detective for
the practice of their professions; and
8) Perform such duties and exercise all other functions as may be provided by law.
Categories of Police Operations
According to the Revised PNP Police Operational Procedure (2021) The following are the categories of Police Operations in
the Philippine:
1) Patrol Operations - It is the most basic police function and known as the backbone of policing.
2) Law Enforcement Operations - This includes service of warrant of arrest, implementation of search warrant,
enforcement of visitorial powers of the Chiefs of Police, and other anti-criminality operations.
3) Internal Security OperationsThis includes counterterrorism operations and similar operations against other threat
groups that are conducted to ensure internal security.
4) Public Safety Operations - This includes critical incident management procedures, search, rescue and retrieval
operations, hostage situation, civil disturbance management operation, management of health hazards and other
operations that promote public safety.
5) Special Police Operations - This includes high-risk checkpoint and roadblock operation, police assistance in the
implementation of order from the court and other quasi-judicial bodies, security to major and special events, aircraft
hijacking operations, visit, board, search and seizure of marine vessels, and similar police operations that are conducted
by police units with specialized training on the peculiarity of the mission or purpose.
6) Investigation Operations - This includes investigation of crime or incident, Scene of the Crime Operations (SOCO),
administrative investigation and other investigative work necessary to determine facts and circumstances for filing cases
criminally or administratively.
7) Police Community Relations - This includes three interrelated dimensions to accomplish its mission namely:
community affairs and development, public information, and information development operations to forge partnership
and strengthen collaboration and linkages with the community.
PNP Operational Guidelines

According to the Revised PNP Police Operational Procedure (2021), all PNP personnel shall respect and uphold the human
rights and dignity of all persons at all times. Regardless of the type of function to be performed and/or police operations to be
conducted, all PNP personnel must know by heart and shall comply with and apply the following principles and procedures (POP
Manual, 2021):
1) To Serve and Protect - The responsibility of every police officer is to serve the public and protect life and property.
2) To Respect Human Rights and Dignity of Person - All PNP personnel shall respect and uphold the human rights and
dignity of all persons at all times.
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Requirements of Police Operations
In all planned police operations, the team leader of the operating team/s shall secure a Pre-Operation Clearance prior to the
conduct of operation. This clearance must be approved by their Chief/Commander/ Head of Office/Unit and must be submitted at the
Operations Section/ Division of the concerned operating police units for record purposes (POP Manual, 2021, Section 2-1).
The basic requirements of police operations such as but not limited to arrest, search and seizure, checkpoint, roadblocks,
and civil disturbance management are conducted as follows:
1) With marked police vehicle;
2) Led by a Police Commissioned Officer (PCO) or the most senior Police Non-Commissioned Officer (PNCO) in the
absence or unavailability of a PCO; and
3) With personnel in prescribed police uniform except for covert operatives when serving warrant of arrest provided personnel in
uniform shall be present during the arrest
4) With the use of Body Worn Cameras (BWCs) and/or Alternative Recording Devices (ARDs) during the conduct of
searches and arrests.
Use of Force Policy
In the lawful performance of duty, a police officer shall use necessary and reasonable force to accomplish his/her mandated
task of enforcing the law and maintaining peace and order. However, a police officer is not required to afford the offender/s attacking
him/her the opportunity for a fair or equal struggle. The necessity and reasonableness of the force employed will depend upon the
following (POP Manual, 2021, Section 2-4):
 The number of aggressors,

 Nature and characteristic of the weapon used,
 Physical condition,
 Size and other circumstances to include the place and occasion of the assault.
During confrontation with an armed offender, only such necessary and reasonable force shall be applied as would be
sufficient to overcome the aggression by the offender; subdue the clear and imminent danger posed by him/her; or to justify the
force/act under the principles of self defense, defense of relative, defense of stranger or fulfillment of duty . The excessive use of force
to arrest or immobilize the suspect during police operation is PROHIBITED (POP Manual, 2021, Section 2-4).
Three Approaches on The Use of Force Continuum
The Force Continuum' is a linear-progressive decision-making process which displays the array of police reasonable
responses commensurate to the level of suspect/law offender's resistance to effect compliance, arrest and other law enforcement
actions. There are three (3) approaches on the Use of Force Continuum, they are (POP Manual, 2021, Section 2-4, 2.9):
1) NON-LETHAL APPROACH - This involves the police presence in crime-prone areas and the employment of activities or
actions to persuade and/or request cooperation of people particularly suspects and law offenders to police instructions and
other control efforts.
2) LESS LETHAL APPROACH - This involves the employment of less lethal equipment2 that does not cause serious injury
and/or death and that less physical measures have been tried and deemed inappropriate purposely to ensure cooperation,
compliance or surrender. The age, gender and health condition of offenders shall be considered before the employment of
less lethal equipment.
3) LETHAL APPROACH - This involves the employment of lethal equipment usually as a last resort. Lethal force will only be
employed when all other approaches have been exhausted and found to be insufficient to thwart the life-threatening actions or
omissions posed by armed suspect or law offender. This approach carries with it the greater responsibility as it may result in
severe injury and serious bodily harm and/or death.
Note:
 The Force Continuum allows police officer responses to be flexible and/or employ reason· able force in either sequential,
consecutive or combination of options against the dynamic suspect/s or law offender/s threats or resistances. In all instances,
the professional and respectful demeanor of police as public safety servants, civil use of language, well-mannered decorum
and utmost respect for human rights shall be observed.
 Less lethal equipment includes impact weapons such as Batons, Truncheons and/or Night Stick.
Use of Firearm During Police Operations
The use of a firearm is justified if the offender poses an imminent danger of causing death or injury to the police officer or
other persons. The use of firearms is also justified under the doctrines of self-defense, defense of a relative, and defense of a
stranger. The police shall not use warning shots during police operation except when the police officer is outnumbered and
overpowered, and his/her life and limb is in imminent danger (POP Manual, 2021, Section 2-5).
A moving vehicle and its occupants shall not be fired upon except when its occupants pose imminent danger of causing death
or injury to the police officer or any other person, and that the use of firearm does not create any danger to the public and outweighs the
likely benefits of its non-use. In firing at a moving vehicle, the following parameters should be considered:
 The intent of the suspect/s to harm the police officer or other persons;
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 The capability of the suspect/s to harm with certainty the police officer or other persons; and
 Accessibility or the proximity of the suspect/s from the police officer and other persons.
A police officer who fires his/her service firearm or weapon during a confrontation with an offender or offenders must submit an
incident report outlining the circumstances necessitating the use of his/her firearm.
Patrol
Patrol is the action of traversing a district or beat or of going the rounds along a chain of guards for observation or the
maintenance of security (Merriam-Webster, n.d.). Police patrols play an important role in public service by responding to incidents,
deterring and preventing crimes. It can give a sense of security to people who need protection and discourage those who may commit
crimes in the absence of a patrol. The goals and objectives of police patrol include crime prevention, criminal apprehension, law
enforcement, order maintenance, public services, and traffic enforcement (Zhang, Y., and Brown, D.E., 2013 as cited in Salamanca, B.
& Tabajonda, R., 2022).
Patrol Guidelines
According to the Revised PNP Police Operational Procedure (2021) the following are the guidelines in conducting patrol
operations:
1) Conduct briefing before and debriefing after patrol operations
2) Perform firearm and equipment check prior to dispatch.
3) Observe precautionary measures and personal safety while on patrol;
4) Plan out patrol routes based on prevailing crime trends and patterns;
5) Observe defensive driving and follow traffic rules and regulations;
6) Establish good rapport with people on your beat and be familiar with all the people in the community;
7) Patrol members must be always on the look-out for indications of vices and other illegal activities on their beat;
8) Patrol members must be knowledgeable of all conditions, events and details of places on their beat;
9) Be observant of people, places, situations or conditions and develop an inquisitive attitude especially if the subject appears to
be slightly out of the ordinary;
10) Keep under close observation actions of juveniles, troublemakers / agitators and the mentally ill/retarded persons and report
information to the concerned agency for appropriate action;
11) When requiring proof of identification from any person, let him/her hand it over to you and;
12) Patrol members must inform the tactical operations center before responding to any incident.
Patrol Duties
The following are the duties during the conduct of patrol operations (POP Manual, 2021, Rule 1.2):
1) PATROL SUPERVISORS
a) Make a patrol plan with the following details:
 Area Coverage: safe haven, ambush areas and crime prone areas;
 Organizational detail of personnel;
 Duration;
 Stand-by points; and
 Route plan
b) Designate members of the patrol team/s;

c) Conduct personnel and equipment check;
d) Conduct briefing prior to dispatch by disseminating any orders, directives or instructions from the Chief of
Police (COP) or higher authorities and new policy or guidelines being implemented by the PNP
Organization;
e) Render hourly report of personnel location and situation through radio/telephone/cellphone to
Police Community Precinct (PCP)/ Station Headquarters Tactical Operation Center (TOC);
f) Render after-patrol report duly signed by duty supervisor. PCP Commanders shall collate and submit
significant details to the Station Patrol Supervisor, who in turn, will submit the same to the Provincial/
District Patrol Supervisor; and
g) Conduct debriefing immediately after the completion of patrol duties.
2) PATROL OFFICERS
a) Attend the roll call formation before his/her Tour of Duty for briefing and likewise attend the after Tour of Duty
formation for debriefing;
b) Patrol the assigned beats, observe and check suspicious people, structures/buildings, compounds and vehicles;
c) Observe and monitor public gatherings, prevent disorders and disperse unlawful assemblies;
d) Inspect and/or conduct surveillance in various business establishments and other installations and remove hazards to
public safety;
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e) Check suspicious vehicles (private, public, or commercial/ delivery vehicles) in the course of their patrol;
f) Report occurrences and conditions which relate to crime, public peace, order and safety;
g) Prevent crimes and arrest criminal offenders;
h) Conduct regular visitations, dialogues/consultations with the residents and other stakeholders;
i) Assist personnel of responsible agencies/unit in facilitating the flow of traffic at busy intersections/roads within his/her
Area of Responsibility (AOR), assist and provide pedestrian information such as directions and street locations;
j) Respond to calls, entertain complaints, initiate the investigation and protection of the crime scene and minimize the
after-effects of accidents, fires and other catastrophes;
k) Wear the prescribed patrol uniform;
l) Have the necessary equipment; and
m) Strictly observe the "Buddy System" during the patrol operations.
BUDDY SYSTEM is an arrangement in which two individuals are paired (as for mutual safety in a hazardous situation.
Spot Checks and Pat Down Searches
SPOT CHECKS are usually conducted in times of heightened security alerts or in areas where a crime has been committed
and investigation or surveillance is being conducted and where the police need to increase their vigilance (PNP Human Rights Affairs
Office (HRAO), 2008, p.25). A PAT-DOWN SEARCH is when a police officer pats down the outer surfaces of a person's clothing in an
attempt to find weapons (Legal Information Institute (LII), n.d.).
Grounds for Stopping and Pat Down Searches
According to the Revised PNP Police Operational Procedure (2021) the following are the grounds for a spot check and pat
down searches:
1. STOPPING
The police officer may stop a person only when there is genuine reason to believe, based on experiences and the
particular circumstances that a criminal activity may be afoot. The police officer must be able to point to specific facts that,
when taken together with rational inferences, reasonably warrant the stop. Such facts include, but not limited to the following
(POP Manual, 2021, Rule 2.1):
 The person is reported to be allegedly involved in a criminal activity;
 The actions or demeanor of the person suggest that he/she is engaged in a criminal activity;
 The person is carrying something illegal or when his/her clothing bulges in a manner that suggests he/she is carrying
a weapon; and
 The person is seen at the time and place proximate to an alleged crime incident and/or flees at the sight of a police
officer.
2. PAT DOWN SEARCH
A police officer has the right to perform body frisking if the person has been stopped with genuine reason to believe
that he/she carries weapon/s and poses a threat to the police officer's or another person's safety. Circumstances which may
justify body frisking {pat-down search) include but not limited to the following (POP Manual, 2021, Rule 2.1):
 Visual indication suggesting that the person is carrying a firearm or other deadly weapon;
 The type of crime believed to have been committed by the person, particularly crimes of violence where the threat of
use or use of deadly weapon is involved; and
 The threatening demeanor of the person.
Procedures and Guidelines for Stopping and Pat Down Search
According to the Revised PNP Police Operational Procedure (2021) the following are the procedures and guidelines for
stopping and pat down searches:
1. For Stopping
a) When approaching the person, the police officer shall clearly identify himself/herself and present his/her identification
card.
b) Police officers shall be courteous at all times but remain cautious and vigilant.
c) Before approaching more than one person, police officers should determine whether the circumstances warrant a
request for back-up or whether the stopping should be delayed until such back-up arrives.
d) Police officers shall confine their questions in relation to the grounds for stopping the person. In no instance shall a
police officer stop a person longer than the period reasonably necessary.
e) Police officers are not required to inform the person of his/ her rights under the law (i.e. Miranda Warning, Anti-torture
law, etc.) unless the person is placed under arrest.
2. For Pat Down Search, when genuine reason justifies body frisking (pat-down search), it shall be done with due caution,
restraint, and sensitivity in the following manner (POP Manual, 2021, Rule 2.1):
a) Whenever possible, body frisking shall be done by at least two police officers, one to do the search while the other
provides security. It shall be done with the person in a standing position with hands raised. The police officers are
permitted only to feel the outer clothing of the person. Police officers shall not place their hands inside the pockets of
the clothing unless they feel an object that could probably be a weapon, such as a gun, knife, club, or the like.
b) If the person is carrying an object such as a handbag, suitcase, briefcase, sack, or other similar items that may
conceal a weapon, the police officer shall not open the item but instead put it in a place out of the person's reach.
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c) If the external patting of the person's clothing fails to disclose evidence of a weapon, no further search may be made.
If a weapon is found and the possession of which constitutes a violation of the law, the police officer shall arrest the
person and conduct a complete search.
Checkpoints
A CHECKPOINT is an area where vehicles and/or persons are stopped, identities are verified, possessions searched, and a
decision is made whether or not to detain the persons/ vehicles or to allow them to pass. Checkpoints aim at controlling an area, to
allow a "safe area" to protect from outside influence, to deny hostile intelligence gathering opportunities and to be effective they must
not be able to be bypassed (United Nations, 2015).
Types of Checkpoints
The following are the types of checkpoints (United Nations, 2015):
1) Mobile checkpoint - It responds to an immediate operational need and can be removed immediately after the execution of the
operation without having an impact on the security of the concerned area, the population living in it and the personnel
deployed for the operation.
2) Fixed checkpoint - It can be permanent or temporary and it takes places where a decision has been taken to carry out
checks on a regular, even daily basis.
Authority to Establish Checkpoints
The establishment of checkpoints shall be authorized by the Head of Office of the territorial PNP unit and manned by
uniformed PNP personnel. Other units may establish checkpoints in coordination with the Head of Office of the territorial PNP unit in the
area. For this purpose, the Heads of Offices of territorial units are the following (POP Manual, 2021, Rule 2.2.a.):
 Regional Director (RD);
 District Director;
 Provincial Director;
 City Director;
 Chief of City/Municipal Police Station;
 Station Commander;
 Sub-Station Commander; and
 Police Community Precinct Commander
Composition of Checkpoint Team
The checkpoint team shall be composed of, but not limited to, the following (POP Manual, 2021, Rule 2.2.b.):
1) Team Leader (TL) - shall lead and take responsibility in the conduct of checkpoint preferably a Police Commissioned
2) Officer (PCO) - In the absence of a PCO, the most Senior Police Non-Commissioned Officer (PNCO) will act as Team
Leader;
3) Spotter/Profiler – shall point/profile suspected vehicle subject for checkpoint;
4) Verifiers – shall conduct document verification, search, seizure and arrest, if necessary, initial custody of seized evidence;
5) Search/Arresting Personnel – shall search, seize illegal items and arrest offenders;
6) Forward/Rear Security- shall provide security in the checkpoint area and block/pursue fleeing suspects/vehicle;
Guidelines for Checkpoint Operation
According to the Revised PNP Police Operational Procedure (2021) the following are the guidelines on conducting checkpoint
operation:
 Checkpoints are established to enforce laws, rules, and regulations, and when there isa need to arrest a criminal or fugitive
from justice.
 Mobile checkpoints are authorized only when established in conjunction with ongoing police operations. Only marked vehicles
with blinkers turned on shall be used in mobile checkpoints.
 Designation of the personnel manning the checkpoint shall be left to the sound discretion of the Team Leader (TL), preferably
with female personnel especially when there is an anticipated involvement of a female suspect.
 The PNP Checkpoint team shall be composed of a minimum of eight personnel with a TL, two verifiers, one spotter, two
forward security and two rear security.
 The team manning the checkpoints must have immediate contact with any elected public official, and representative from the
National Prosecution Service (NPS) or the media in case illegal drugs are seized or recovered.
 The team should encourage the participation of the Local Government Units (LGUs), PNP accredited Civil Society Groups,
Non-Governmental Organizations (NGOs), business organizations, media and other stakeholders during the conduct of police
checkpoint operations. However, their participation must be limited only as observers except for LGU personnel mandated to
enforce laws and ordinances such as but not limited to traffic enforcers, meat inspectors and Barangay Public Safety Officers
(BPSO).
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 PNP personnel manning the checkpoint must have a presentable appearance while wearing the prescribed uniform. Likewise,
the civilian members must also be in their organization'suniform withtheir names conspicuously displayed for identification. In
no case shall the civilian components be allowed to bear firearms during the checkpoint.
 The area where the checkpoint shall be established must be well-lighted with visible signage bearing the name and contact
number of the PNP unit andthe TL.
 Due courtesy must be accorded to all road users during the conduct of the checkpoint.
 Team members must greet all persons subject for inspection, extend apology for the inconvenience, appeal for understanding,
state the reasons for the checkpoint and thank them for their cooperation.
 The team must signal the motorist(s) to slow down and courteously request to turn-off the headlights and turn on cabin lights.
 The conduct of inspection of vehicles during a routine checkpoint is limited to a visual search, done with due respect to all road
users and conducted in a manner of least inconvenience. The occupants cannot be compelled to step out of the vehicle. Any
search, seizure, and arrest shall be in accordance with the law.
 A valid search must be authorized by a search warrant duly issued by an appropriate authority. However, a warrantless search
can be made in the following cases:
 When there is genuine reason to believe that the occupant/s of the vehicle have just committed, is actually
committing or is about to commit a crime; or
 On the basis of prior information which are reasonably corroborated by other attendant matters.
 Violations/infractions of the law during the checkpoint shall be immediately acted upon following legal procedures. Arrested
persons must be apprised of their constitutional rights.
 The security of the PNP personnel, and most especially that of the civilians participating in the checkpoint, must be given due
consideration in the planning of the operation.
 As much as possible, only the forward/rear security team members are allowed to display their rifles and should be positioned
where they can best provide security to the checkpoint team.
 Checkpoint personnel may also provide police assistance in the vicinity e.g., giving directions to inquiring motorists or
passersby.
 Designated TL assigned at the checkpoint shall be responsible for the actuations and behavior of his/her personnel and shall
be accountable under the doctrine of Command Responsibility.
 The TL must submit an after-checkpoint report immediately upon termination of the operation.
Legal Perspective of ARREST, SEARCH, and SEIZURE
Arrest
Arrest is placing a person in custody or under restraint, usually for the purpose of compelling obedience to the law. If the arrest
occurs in the course of criminal procedure, the purpose of the restraint is to hold the person to answer to a criminal charge or to prevent
him from committing an offense (Encyclopedia Britannica, 2011).
General Guidelines in Making an Arrest
According to the Revised PNP Operations Manual (2021), the following are the guidelines in making arrest:
1) All arrests should be made only on the basis of a valid warrant of arrest issued by a judge, except in instances where the law
allows warrantless arrest.
2) No violence or unnecessary force shall be used in making an arrest, and the person to be arrested shall not be subjected to
any restraint greater than what is necessary under the circumstances (The Revised Rules of Criminal Procedure, Rule 113,
Section. 2).
3) Arrests can be made on any day of the week and at any time of the day or night (The Revised Rules of Criminal Procedure,
Rule 113, Section. 6).
4) If the accused is already in detention, a return, together with required documents, shall be made for any standing warrants of
arrest issued after the service.
5) A senator or member of the House of Representatives shall, in all offenses punishable by not more than six years
imprisonment, be privileged from arrest while the congress is in session. No member shall be questioned nor beheld liable in
any other place for any speech or debate in the congress or in any committee thereof.
6) Diplomatic agents and couriers, under the Vienna Convention on Diplomatic Relations, are not liable to any form of arrest or
detention.
Rule 113 of the Rules of Court
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According to the Rule 113 of The Revised Rules of Criminal Procedure (2000), Arrest is the taking of a person into custody in
order that he may be bound to answer for the commission of an offense. It is made by an actual restraint of a person to be arrested, or
by his submission to the custody of the person making the arrest (The Revised Rules of Criminal Procedure, Rule 113, Section. 2).
The head of the office to whom the warrant of arrest was delivered for execution shall cause the warrant to be executed within
ten (10) days from its receipt. Within ten (10) days after the expiration of the period, the officer to whom it was assigned for execution
shall make a report to the judge who issued the warrant. In case of his failure to execute the warrant, he shall state the reasons there
for(The Revised Rules of Criminal Procedure, Rule113, Section. 4). It is the duty of the officer executing the warrant to arrest the
accused and to deliver him to the nearest police station or jail without unnecessary delay (The Revised Rules of Criminal Procedure,
Rule113, Section. 3). Moreover, Any member of the Philippine Bar shall, at the request of the person arrested or of another acting on
his behalf, have the right to visit and confer privately with such person in the jail or any other place of custody at any hour of the day or
night. Subject to reasonable regulations, a relative of the person arrested can also exercise the same right (Rule 113, Section.14).
Authority of the Arresting Officer when Making an Arrest
1) An officer making a lawful arrest may orally summon as many persons as he deems necessary to assist him in effecting the
arrest. Every person so summoned by an officer shall assist him in effecting the arrest when he can render such assistance
without detriment to himself (Rule 113, Section. 10).
2) An officer, in order to make an arrest either by virtue of a warrant, or without a warrant, may break into any building or
enclosure where the person to be arrested is or is reasonably believed to be, if he is refused admittance thereto, after
announcing his authority and purpose (Rule 113, Section.11).
3) Whenever an officer has entered the building or enclosure, he may break out therefrom when necessary to liberate himself
(Rule113, Section. 12).
4) If a person lawfully arrested escapes or is rescued, any person may immediately pursue or retake him without a warrant at any
time and in any place within the Philippines (Rule113, Section. 13).
Warrantless Arrest
The Rule 113 of The Revised Rules of Criminal Procedure (2000) states that, A peace officer or a private person may, without
a warrant, arrest a person on the following grounds:
1) When, in his presence, the person to be arrested has committed, is actually committing, or is attempting to commit an offense;
2) When an offense has just been committed, and he has probable cause to believe based on personal knowledge of facts or
circumstances that the person to be arrested has committed it; and
3) When the person to be arrested isa prisoner who has escaped from a penal establishment or place where he is serving final
judgment or is temporarily confined while his case is pending, or has escaped while being transferred from one confinement to
another.
Method of Arrest
The following are the methods of arrest according to Rule 113of The Revised Rules of Criminal Procedure (2000):
1. Method of Arrest by Officer by Virtue of Warrant
When making an arrest by virtue of a warrant, the officer shall inform the person to be arrested of the cause of the
arrest and of the fact that a warrant has been issued for his arrest, except when he flees or forcibly resists before the officer
has opportunity to so inform him, or when the giving of such information will imperil the arrest.
The officer need not have the warrant in his possession at the time of the arrest but after the arrest, if the person
arrested so requires, the warrant shall be shown to him as soon as practicable (Rule113, Section. 7).
Note:
In cases falling under grounds 1 and 2, the person arrested without a warrant shall be forthwith delivered to the
nearest police station or jail and shall be proceeded against in accordance with section 7 of Rule 112 of the Revised Rules of
Criminal Procedure.
2. Method of Arrest by Officer Without Warrant
When making an arrest without a warrant, the officer shall inform the person to be arrested of his authority and the
cause of the arrest, unless the latter is either engaged in the commission of an offense, is pursued immediately after its
commission, has escaped, flees or forcibly resists before the officer has opportunity so to inform him, or when the giving of
such information will imperil the arrest (Rule 113, Section. 8).
3. Method of Arrest by Private Person
When making an arrest, a private person shall inform the person to be arrested of the intention to arrest him and
cause of the arrest, unless the latter is either engaged in the commission of an offense, is pursued immediately after its
commission, or has escaped, flees, or forcibly resists before the person making the arrest has opportunity to so inform him, or
when the giving of such information will imperil the arrest (Rule113, Section. 9).
Duties of the Arresting Office

The following are the duties of the arresting officers (POP Manual, 2021, Section 2.6.c):
1) To use at least one Body Worn Cameras (BWCs) and/or Alternative Recording Devices (ARDs), or a minimum of two devices,
or such number as may be necessary6;
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2) To deliver the arrested person without delay to the nearest Police Station or jail to record the fact of the arrest;
Note:
The BWC/ARD shall be used and activated upon arrival at the place of arrest to capture and record the relevant incidents
during the execution of the warrant. The BWC/ARD shall be worn in a conspicuous location and in a manner that maximizes the ability
to capture a recording of the arrest.
3) To inform the person arrested of the cause of the arrest and the fact that a warrant had been issued for his/her arrest;
4) When a woman is arrested, a policewoman shall conduct the complete body search;
5) When a Child in Conflict with the Law (CICL) is arrested, he/she shall be processed by the Women's and Children's Protection
Desks (WCPD) officer and shall immediately be separated from other adult suspects.
6) If a foreign national is arrested, the arresting officer through his/ her COP/Unit Commander, shall perform the following:
 Inform the Foreign Liaison Division (FLD), Directorate for Intelligence (DI), PNP Command Center (PCC) and the
immediate higher office through Short Messaging System (SMS) within one hour upon the arrest;
 Submit a written report of the incident within eight hours to the immediate higher office.
7) To inform the person to be arrested of his/her identity, authority and the basis of the arrest except when he/she flees or forcibly
resists before the arresting officer has the opportunity to inform him/her or when the giving of such information will imperil the
arrest (In case of arrest without a warrant).
8) To inform the person to be arrested either arrested with warrant or no warrant, of his/her constitutional right to remain silent
and that any statement he/she makes could be used against him/her. Also, that he/she has the right to communicate with
his/her lawyer or his/her immediate family and the right to physical examination;
9) To subject arrested person with or without warrant to a medical examination prior to temporary detention;
Note:
CICL must be turned over to the LSWDO or other accredited NGOs within eight hours after apprehension.
10) To immediately bring to the Police Station for investigation without unnecessary delay the person arrested without warrant;
11) To ensure that the arrested person is free from torture or physical abuse;
12) To ensure that the former signs a waiver of detention in the presence of his/her counsel of choice, if the person arrested
without a warrant waives his/her right under the provisions of Art 125 of the Revised Penal Code; and
13) To ensure that the waiver is made in writing and signed by the person arrested in the presence of a counsel of his/ her own
choice or a competent and independent counsel provided by the government, if the person arrested waives his/her right
against self-incrimination and chooses to give his/her statement.
Search and Seizure
Search and Seizure is used to describe a law enforcement agent's examination of a person's home, vehicle, or business to
find evidence that a crime has been committed. A search involves law enforcement officers going through part or all of an individual's
property, and looking for specific items that are related to a crime that they have reason to believe has been committed. A seizure
happens if the officers take possession of items during the search (Wex Definitions Team, 2021).
Rule 126 of the Rules of Court
According to the Rule 126 of The Revised Rules of Criminal Procedure (2000), a search warrant is an order in writing issued in
the name of the People of the Philippines, signed by a judge and directed to a peace officer, commanding him to search for personal
property described therein and bring it before the court. An application for search warrant shall be filed with the following:
 Any court within whose territorial jurisdiction a crime was committed.
 For compelling reasons stated in the application, any court within the judicial region where the crime was committed if the
place of the commission of the crime is known, or any court within the judicial region where the warrant shall be enforced.
Note:
No torture, force, violence, threat, intimidation, or any other means which vitiate the free will shall be used against an arrested
person. The bringing of arrested persons to secret detention places, solitary confinement and the like is prohibited.
However, if the criminal action has already been filed, the application shall only be made in the court where the criminal action is
pending (Rule 126, Section. 2).
A search warrant may be issued for the search and seizure of personal property (Rule 126, Section. 3):
 Subject of the offense;
 Stolen or embezzled and other proceeds, or fruits of the offense; or
 Used or intended to be used as the means of committing an offense.
Requisites for Issuing Search Warrant
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A search warrant shall be issued only upon probable cause in connection with one specific offense to be determined
personally by the judge after examination under oath or affirmation of the complainant and the witnesses presented. The search
warrant shall particularly describe the place to be searched and the things to be seized which may be anywhere in the Philippines (Rule
126, Section. 4). It includes the order requiring the use of at least one BWC and one ARD, or a minimum of two devices, or such
number as may be necessary to capture and record the relevant incidents during its execution (POP Manual, 2021, Section 2.7).
The judge must, before issuing the warrant, personally examine in the form ofsearching questions and answers, in writing and
under oath, the complainant and the witnesses he may produce on facts personally known to them and attach to the record their sworn
statements, together with the affidavits submitted (Rule126, Section. 5). If the judge is satisfied of the existence of facts upon which the
application is based or that there is probable cause to believe that they exist, he shall issue the warrant, which must be substantially in
the form prescribed by the Rule 126 of the Revised Rules of Criminal Procedure (Rule 126, Section. 6).
Validity of Search Warrant
A search warrant is valid for ten (10) days from its date. Thereafter it shall be void (Rule 126, Section. 6). The warrant must
direct that it be served in the day time, unless the affidavit asserts that the property is on the person or in the place ordered to be
searched, in which case a direction may be inserted that it be served at any time of the day or night (Rule126, Section. 9).
If, in the implementation of the search warrant, its objector purpose cannot be accomplished in one day, the search shall be
continued without let up even if it exceeds one day or more until completed, provided it is still within the ten-day validity period of the
search warrant (POP Manual, 2021, Section 2.7.b). If the object or purpose of the search warrant cannot be accomplished within the
ten-day validity period, the responsible police officer conducting the search must file, before the issuing court, an application for the
extension of the validity period of said search warrant (POP Manual, 2021, Section 2.7.b).
Authority of Police Officers when Conducting Search
The authority of the police officer in the conduct of search generally emanates from the Search Warrant issued by the court. In
warrantless searches, there should always be a prior valid arrest (POP Manual, 2021, Section 2.7.e). The officer, if refused admittance
to the place of directed search after giving notice of his purpose and authority, may break open any outer or inner door or window of a
house or any part of a house or anything therein to execute the warrant or liberate himself or any person lawfully aiding him when
unlawfully detained therein (Rule126, Section. 7).
The officer seizing property under the warrant must give a detailed receipt for the same to the lawful occupant of the premises in
whose presence the search and seizure were made, or in the absence of such occupant, must, in the presence of at least two
witnesses of sufficient age and discretion residing in the same locality, leave a receipt in the place in which he found the seized
property (Rule 126, Section. 11). The officer must forthwith deliver the property seized to the judge who issued the warrant, together
with a true inventory thereof duly verified under oath (Rule126, Section.12).
Prohibited Acts in the Conduct of Search by Virtue of a Search Warrant
The following are the acts prohibited in the conduct of Search by virtue of search warrant:
 No search of a house, room, or any other premise shall be made except in the presence of the lawful occupant thereof or any
member of his family or in the absence of the latter, two witnesses of sufficient age and discretion residing in the same locality
(Rule 126, Section. 8).
 Lawful personal properties, papers, and other valuables not specifically indicated or particularly described in the search
warrant shall not be taken (POP Manual, 2021, Section 2.7.h).
Valid Search and Seizures Without Search Warrant
According to the Revised PNP Operations Manual (2021), the following are valid search and seizures without search
warrant (POP Manual, 2021, Section 2.7.l):
1) Search Made Incidental to a Valid Arrest

 A person lawfully arrested may be searched for dangerous weapons or anything which may be used, or which may
constitute proof in the commission of an offense, without a search warrant (Rule 126 sec.13).
 The warrantless search and seizure as an incident to a lawful arrest may extend beyond the person of the arrested to
include the premises or surroundings under his/her immediate control (POP Manual, 2021, Section 2.7.l).
2) Search of Moving Vehicles

 If the police officers who will conduct the search have reasonable or probable cause to believe, before the search, that
either the motorist is a law offender or they will find the instrumentality or evidence pertaining to a crime in the vehicle to be
searched, the vehicle may be stopped and subjected to an extensive search (POP Manual, 2021, Section 2.7.l).
3) Seizure Of Evidence in Plain View
 Any object in the plain view is subject to seizure and may be introduced as evidence. (POP Manual, 2021)
Types of Body Search and Procedures
Hereunder are the different types of body search to be observed, as follows:
1. Wall Search - The purpose is to place the subject in an "off balance" position requiring the use of both arms and legs to keep
him from falling to the ground. This is the safest type of search. It does not necessarily require a wall; any object that can
support the weight of the subject can be used.
The Procedures
37
 Require the subject to place both hands on the wall sling higher than his waist. Spread hands as far as possible.
Palms should be placed against the wall, finger extended.
 Extend the subject's feet back away from the wall. Spread them as far as possible, toes pointed out. Buttocks should
not be on an arch position.
 The subject's head should be down or bowed at all times.
Follow the hereunder mechanics in executing the “Wall Search"

 If there is only one (1) subject, the leader of the searching team should place himself at one side, while his subordinate is
on the other side.
 To search the other side, the subordinate should move to opposite side.
 If there are two (2) or three (3) subjects, move one subject be search on the wall, but out of reach of the others.
 Search both sides of subject, the leader conducting the searches and the subordinate guarding the other subject.
 Move one (1) subject at a time.
 The subordinate should concentrate on the actions of t subject and not on the action of the leader.
 When there are more than three (3) subjects, additional personnel should be summoned.
 In serious apprehensions, the searcher should hold his weapon in ready position all throughout the search.
 The body must be search systematically with the foot of researcher place tightly against the subject's foot, right wit right,
left with left, anklebone against anklebone.
 Remove any object found, then examine the palm of the hand including between the fingers.
2. Standing Search
 Raise subject's hand over his head and spread the feet as far as possible.
 This is not recommended because the subject is an balance" position.
3. Kneeling Search
 Subject kneels on the ground with hand raised over his head.
 This is also being discouraged for the same reason as the "standing search."
4. Prone Search
 Subject lies on his stomach with arms and legs outstretched.
 Subject has both arms and legs free, and is at all times in an "on-balance" position.
 Front part of the clothing cannot be searched.
 This can be extremely dangerous if the subject has knowledge of judo.
Components of Sufficient Complaint or Information
A complaint or information is sufficient if it states the name of the accused; the designation of the offense given by the statute;
the acts or omissions complained of as constituting the offense; the name of the offended party; the approximate date of the
commission of the offense; and the place where the offense was committed. When an offense is committed by more than one person,
all of them shall be included in the complaint or information (Rule 110, Section 6).
1) Name of the Accused - The complaint or information must state the name and surname of the accused or any appellation or
nickname by which he has been or is known. If his name cannot be ascertained, he must be described under a fictitious name
with a statement that his true name is unknown (Rule 110, Section 7).
2) Designation of the Offense - The complaint or information shall state the designation of the offense given by the statute, aver
the acts or omissions constituting the offense, and specify its qualifying and aggravating circumstances. If there is no
designation of the offense, reference shall be made to the section or subsection of the statute punishing it (Rule110, Section
8).
3) Cause of the Accusation -The acts or omissions complained of as constituting the offense and the qualifying and aggravating
circumstances must be stated in ordinary and concise language and not necessarily in the language used in the statute but in
terms sufficient to enable a person of common understanding to know what offense is being charged as well as its qualifying
and aggravating circumstances and for the court to pronounce judgment (Rule 110, Section 9).
4) Place of Commission of the Offense - The complaint or information is sufficient if it can be understood from its allegations
that the offense was committed or some of the essential ingredients occurred at some place within the jurisdiction of the court,
unless the particular place where it was committed constitutes an essential element of the offense or is necessary for its
identification. (Rule no, Section 10).
5) Date of Commission of the Offense - It is not necessary to state in the complaint or information the precise date the offense
was committed except when it is a material ingredient of the offense. The offense may be alleged to have been committed on
a date as near as possible to the actual date of its commission (Rule 110, Section11).
6) Name of the Offended Party -The complaint or information must state the name and surname of the person against whom or
against whose property the offense was committed, or any appellation or nickname by which such person has been or is
known. If there is no better way of identifying him, he must be described under a fictitious name (Rule 110, Section 12).
Place Where Criminal Action is to be Instituted
The criminal action shall be instituted and tried in the court of the municipality or territory where the offense was committed or
where any of its essential ingredients occurred. Here are the following guidelines as to the place where criminal action is to be instituted
(Rule110, Section 15):
 Where an offense is committed in a train, aircraft, or other public or private vehicle while in the course of its trip, the
criminal action shall be instituted and tried in the court of any municipality or territory where such train, aircraft or other
vehicle passed during such its trip, including the place of its departure and arrival.
 Where an offense on board a vessel in the course of its voyage, the criminal action shall be instituted and tried in the
court of the first port of entry or of any municipality or territory where the vessel passed during such voyage, subject to the
generally accepted principles of international law.
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 Crimes committed outside the Philippines but punishable under Article 2 of the Revised Penal Code shall be cognizable by
the court where the criminal action is first filed.
Custodial Investigation
Custodial investigation is the practice of issuing an "invitation" toa person who is investigated in connection with an offense
he is suspected to have committed, without prejudice to the liability of the "inviting" officer for any violation of law (RA 7438, 1992,
Section 2).
Republic Act 7438 of 1992
The Republic Act 7438 (1992) is an act defining certain rights of persons arrested, detained or under custodial investigation,
as well as the duties of arresting, detaining, and investigating officers. It is in congruence with the policy of valuing the dignity of every
human being and guaranteeing full respect for human rights (RA 7438, 1992, Section 1).
Rights of Persons Arrested, Detained or Under Custodial Investigation
Here are the following rights under RA7438and RA 9745, of Persons Arrested, Detained or Under Custodial Investigation:
1) He/she has the right to remain silent. If he/she waives his/ her right to remain silent, anything he/she says can be used in
evidence against him/her in court;
2) He/she has the right to counsel of his/her own choice. If he/she cannot afford one, he/she shall be provided with an
independent and competent counsel;
3) He/she has the right to demand physical examination by an independent and competent doctor of his/her own choice, before
and after interview/questioning. If the person arrested is a female, she shall be attended to preferably by a female doctor. If
he/she cannot afford one, he/she shall be provided with a competent and independent doctor to conduct physical examination;
4) The State shall endeavor to provide him/her with psychological evaluation if available underthe circumstances (RA 9745,
2009, Section 12);
5) He/she, including his/her immediate family, have the right to immediate access to proper and adequate medical treatment; and
6) He/she has the right to be informed of such rights.
CRIME MAPPING
What is Crime Mapping?
Crime Mapping is associated with the simple display and querying of crime data using a Geographic Information System
(GIS). It is a general term that encompasses the technical aspects of visualization and statistical techniques, as well as practical
aspects of geographic principles and criminological theories (Wilson and Filbert K, 2008). The term is a combination of visualization and
statistical techniques manifested as software. This combination of techniques is shared between mapping, spatial analysis and spatial
data analysis. Mapping is simply a visualization tool that is used to display raw geographic data and output from analysis, which is done
through a GIS (Wilson and Filbert K, 2008).
Types of Mapping
Here are the types of mapping being employed in law enforcement, particularly that of crime mapping (Boba, 2001):
1) Manual Pin Mapping - Wall maps have long been a simple and useful way to depict crime incidents or hot spots. Many police
departments still have large maps tacked to the wall of the briefing room with the most recent crimes represented by pins.
Although useful, manual wall maps, offer limited utility because they are difficult to keep updated, keep accurate, make easy to
read, and can only display a limited amount of data. For example, although different colored pins could be used to represent
different types of crime, date and time of incidents, the nature of incidents, and other information cannot be displayed easily. In
order to update a manual wall map, for example, the pins must be removed each month. Unless a photo or some other
mechanism is used to record the previous month's map, the information illustrated on the map is lost. Thus, comparison is
difficult, if not impossible, from one month to the next. Finally, the maps become unreadable when they display large amounts
of data because of the numerous pins and/or holes (Boba, 2001, p.18).
2) Computer Mapping - Computer map is similar to a wall map, in that the computer is used to place a point at a specific
location just as a person would put a pin on a wall map. Thus, computer maps have limitations similar to wall maps. While
visually appealing and easy to use, computer mapping does not allow any more effective analysis than manual pin mapping
(Boba, 2001, p. 19).
3) Geographic Information System (GIS) - A GIS is a powerful software tool that allows the user to create anything from a
simple point map to a three dimensional visualization of spatial or temporal data. A GIS is different from manual pin maps and
computer maps in that it allows the analyst to view data behind the geographic features, combine various features, manipulate
the data and maps, and perform statistical functions (Boba, 2001, p. 19).
Geographic Information System (GIS) - is a system that creates, manages, analyzes, and maps all types of data. GIS
connects data to a map, integrating location data (where things are) with all types of descriptive information (what things
are like there). This provides a foundation for mapping and analysis that is used in science and almost every industry.
GIS helps users understand patterns, relationships, and geographic context.
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4) Crime Analysis Mapping - It is the process of using a geographic information system in combination with crime analysis
techniques to focus on the spatial context of criminal and other law enforcement activity (Boba, 2001, p. 20). In this report, the
term crime analysis mapping is used to describe this process because using a GIS to analyze crime is not just the act of
placing incidents on a map but also of analysis.
History of Crime Mapping
The first instance of crime mapping is in 1829, Adriano Balbi and Andre Michel Guerry produced maps showing the
relationships between educational level and violent and property crime in France (Dent, 2000). The production of maps that showed
rates of male incarceration and county crime started in 1849 by Joseph Fletcher, and in 1861 by Henry Mayhew (Chamard, 2006).
In the early 20th century, Clifford Shaw and Henry McKay mapped thousands of incidents of juvenile delinquency and
analyzed the relationships between delinquency and various social conditions in the United States(Shawand McKay,1942). They found
that the zone adjacent to the central business district, the zone of transition, perpetually suffered from the highest rates of juvenile
delinquency and other social problems regardless of the specific ethnic group occupying the zone at the time.
In the 1950s, Jane Jacobs introduced constructs that are still used in today's place-based research, such as eyes on the
street and social capital. Although Jacobs did not attempt to forecast crime, her work led to later research positing that crime has
spatial patterns and thus should be able to be forecast. Criminologists began to emphasize the importance of place in the 197o's.
Lawrence Cohen and Marcus Felson's routine activities theory (RAT) described how routine activities affect crime (Cohen and Felson,
1979). Cohen and Felson argued that due to the consistency in our routines, we should be able to forecast crime; the spatial and
temporal structure of routine legal activities should play an important role in determining the location, type and quantity of illegal acts
occurring in a given community or society (Cohen and Felson,1979).
The late 1960s and early 1970s were critical for the development of crime mapping. In 1966, the Harvard Lab for Computer
Graphics and Spatial Analysis developed SYMAP or the Synagraphic Mapping System, one of the first widely distributed
computerized mapping software programs. Then, in 1969, the Environmental Science and Research Institute48 was founded and
became one of the top distributors of GIS software, including the current ArcView and ArcGIS software packages. Also around this
time, the U.S. Census Bureau began the ambitious Geographic Base Files and Dual Independent Map Encoding (GBF-DIME) project,
which was used to create digitized street maps for all cities in the United States during the 1970 census49 (support.esri. com, 2022).
These advances were necessary for the development of GIS programs used in crime mapping.
During the 1980s, National Institute of Justice (NIJ) funded evaluations of place-based policing strategies, including the
research by Sherman and colleagues as well as similar research in Chicago. NIJ also began funding the development of technologies
that were later incorporated into crime-mapping software (Hunt, 2019). In 1997, NIJ established the Crime Mapping Research Center5°,
which surveyed law enforcement departments to determine how they used analytic mapping (Harries, 1999). In 2016, NIJ released the
Real-Time Crime Forecasting Challenge5•, which asked competitors to forecast where crime was likely to cluster in the future within the
jurisdiction of the Portland (Oregon) Police Bureau (Hunt, 2019).
JACOBS refers to the concept of "EYES ON THE STREET" which is the activity taking place in city streets that keeps the movement
and security of the street intact. She suggests that where there is a crowd of people, our streets are safer to use because if someone is
in trouble the eyes on the street are ready to assist and protect from danger. She refers to this constant mix of strangers on the street
as an "intricate ballet• or a dance where everyone contributes to the well being of the street in making it a live able place (Jagannath,
2016).
SOCIAL CAPITAL is the everyday activities and interactions that occur in a neighborhood slowly build up a network of relationships
between neighbors. This "social capital" provides a foundation for mutual trust, shared efforts, and resilience in times of trouble
(Jane'swalk. org, 2017).
According to RAT, for a crime to occur, three things must coincide at the same place and time: a person motivated to commit a crime, a
suitable target, and a lack of capable guardianship.
SYMAP was the first automated computer mapping system that included spatial-analytic capabilities applied to spatially distributed
data. It was based on line-printer technology. Its principal technical innovations for graphics were to enable the typeface ball onthe
printer to be stopped and a series of overprinting commands to be invoked, which then created a gray scale.
ESR is New Zealand's Crown Research Institute specializing in science for communities. ESR uses world-leading science to
safeguard our health, keep our communities safer, pro tect our food-based economy, and improve the health of our water and natural
environment
GBF-DIME or Geographic Base Files/Dual Independent Map Encoding. Vector geographic base files made for the 1970 and 1980
U.S. censuses, containing address ranges, ZIP Codes, and the coordinates of street segments and intersections for most metropolitan
areas in the United States. TIGER files replaced DIME files for the 1990 and subsequent censuses.
Crime Mapping Research Center provided training in computer mapping technology, collect and archive geocoded crime data, and
develop analytic software.
The Real-Time Crime Forecasting Challenge sought to harness the advances in data sci ence to address the challenges of crime
and justice. It encouraged data scientists across all scientific disciplines to foster innovation in forecasting methods.
Recently known as Crime Information Reporting and Analysis System (CIRAS) is an electronic database system that
facilitates crime documentation and systematic data storage and retrieval. It was launched on September 6, 2011 to serve as a more
efficient electronic blotter system across the country.
In accordance with NAPOLCOM Resolution No. 2009-651, GPS tracking devices will be installed in every mobile asset of the
unit; patrol vehicles, SWAT vehicles, motorcycles, and other police vehicles.
Crime Mapping in the Philippines
40
In 2012, the PNP Cordillera developed a GIS-based tool for more accurate crime analysis and internal security operation. The
E-Blotter and Mobile Tracking System of Patrol Vehicles in the region are also incorporated in the GIS project to further improve the
police's response time on any incident. With the help of this new system, local patrol vehicles can be monitored for easier dispatch in
any incident, accident or disaster-hit areas (Geospatial World, 2012).
The Police Regional Office Cordillera WEB-BASED CRIME MAPPING allows the general public and the community to
view up to date crime incidents within the region. It's their belief that providing this information to the public will help in reducing the
crimes in the region. Knowing where and when crimes happen allows the public to avoid being a victim by taking precautions when
passing through those locations or taking alternative routes (Police Regional Office Cordillera, 2012).
In 2016, as part of the 12 Key Result Areas of the PNP Patrol Plan 2030 which is Information Technology; the PNP aims to
develop and implement a PNP Integrated Crime Management Information System, or CMIS. The system will be designed to work
as part of the broader criminal justice information system architecture. The PNP CMIS will operate at the police station level providing
transaction processing modules that will feed into a crime database, tracking, and monitoring system that will enable crime mapping
and analysis at station and higher geographical levels (PNP, 2016).
Theoretical Explanations of Crime and Place
Theories of crime and place understand crime in a physical or spatial environment. They explain crime patterns by the location
of targets, offenders' choice of travel routes, use of space for various activities, and the innate ability of a place or target to defend itself
(what when-how.om, n.d.). Theories of crime and place can be described as belonging together under the umbrella of what is called
Environmental Criminology (Brantingham and Brantingham, 1981).
Level of Theories of Crime

1) Macro-Level - Theories of crime and place at this level of spatial aggregation explain crime patterns across larger areas.
Examples of macro-level crime and place theories include routine activity theory, crime pattern theory.
2) Meso-Level - Explanations of crime at the meso-level explain crime at an intermediate level of spatial aggregation. Examples
of crime and place theories at the meso-level include territorial functioning, and collective efficacy.
3) Micro-Level - Theories at the micro-level focus on explanations of crime at the individual level or at the actual location of the
crime. An example of these theories is rational choice theory.
Environmental Criminology
Environmental criminology is the study of crime as it occurs within a geographical area, and it's a positivist theory that
suggests crime is influenced, if not caused, by a person's spatial environment. The basis is specifically how individuals, with all their
diverse attributes, become influenced to commit crimes by the elements in their immediate location (Environmental Criminology:
Definition, Theory & Crime Analysis, 2021). Environmental criminologists look for crime patterns and seek to explain them in terms of
environmental influences. From these explanations they derive rules that enable predictions to be made about emerging crime
problems, and that ultimately inform the development of strategies that might be employed to prevent crime (Wortley and Mazerolle,
2013, p.1).
Rational Choice Theory

Rational choice theory, also called rational action theory or choice theory, is a school of thought based on the assumption
that individuals choose a course of action that is most in line with their personal preferences (Amadae, 2021). It posits that people
calculate the costs and benefits of choices in making decisions. The perceived costs, risks, benefits of certain actions can be
dependent on one's own personal preferences (Nickerson, 2021).
Routine Activities Theory

Developed by Marcus Felson and Lawrence E.Cohen (1979), routine activities theory requires three elements be present for a
crime to occur:
1) a motivated offender with criminal intentions and the ability to act on these inclinations,
2) a suitable victim or target, and
3) the absence of a capable guardian who can prevent the crime from happening. These three elements must converge in time
and space for a crime to occur.
Cartographic School
The cartographic school of criminology represents or examines the relationship of criminality to the physical environment and
other social factors. Lambert Adolphe Jacques Quetelet (a Belgium mathematician) and Andre-Michel Guerre (a French statistician) in
Europe during the 183o's and 184o's were the proponents of this school of criminology. They compiled detailed statistical information
relating to crime and also attempted to identify the circumstances that predisposed people to commit crimes (Hagan, 2010).
This school of thought used maps to plot crimes within a certain geographic area. It also uses mathematics and statistics in
conjunction with cartographic practices to promote scientific knowledge about crime's relationship to social factors. This school
introduced the first spatial and ecological perspectives on crime and criminal behavior. As geography plays an important role within
modern policing, cartographic schools can contribute valuable information to criminal research and crime prevention (Levinson, 2002).
Crime Pattern Theory
Crime pattern theory posits that criminal events are most likely to occur in areas where the activity space of offenders overlaps
with the activity space of the potential victim/targets (Boba, 2005. p.62). It considers how people's everyday activities influence their
awareness spaces and, in the case of offenders, how this influences their spatial decision-making when it comes to offending.
As a consequence of engaging in routine activities, people either offenders or otherwise, are believed to form mental maps to
represent the routineactivitynodes56 they frequent the pathways they must travel to move from one activity node to another, and the
areas that surround them. Some routine activity nodes will be shared by many people and hence encapsulated in their awareness
spaces, but others will be more unique to particular individuals. It is where offender awareness spaces overlap with suitable
opportunities for crime that they are most expected to engage in crime. And, it is where the activity spaces of many offenders overlap
that hotspots of crime are most likely to form (Johnson, 2014).
Territorial Functioning
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Territorial functioning is a perspective within environmental criminology that links the presence of fear of crime to the amount
of crime. From this perspective, the occurrence of crime and fear of crime are associated with three particular elements (Taylor, 1988):
1) Attitudes of residents (responsibility and perceptions of control);
2) Behaviors (responding to intrusions or potential intrusions and exercising control over activities in the territory); and
3) Markers (signs and embellishments).
It revolves around protecting a space and defending it against intrusion. It is based on the notion that residents are likely to
protect spaces that belong to them, and over which they have some means of control (Taylor, Gottfredson, and Brower,1984).
Note:
Routine activity nodes typically include a person's home, place of work, places of recreation, and so on, and it is the
environmental backcloth that determines their distribution in space
Collective Efficacy
Collective efficacy is the process of activating or converting social ties among neighborhood residents in order to achieve
collective goals, such as public order or the control of crime (Sampson, 2006). It is represented as a combined measure of shared
expectations for social control and social cohesion and trust among neighborhood residents (Cullen, and Wilcox, 2010). Collective
efficacy describes what residents are willing to do to improve their neighborhoods. Although social cohesion is the foundation of
collective efficacy, at the core of collective efficacy are the willingness to intervene and the capacity for informal social control. In
neighborhoods with collective efficacy, neighbors agree on what is acceptable behavior and reinforce it in each other (Higgins and
Hunt, 2016).
Geographic Information System
Geographic Information System (GIS) is a system that creates, manages, analyzes, and maps all types of data. GIS
connects data to a map, integrating location data (where things are) with all types of descriptive information (what things are like there)
(ESRI, n.d.). It is a computer system that analyzes and displays geographically referenced information. It uses data that is attached to a
unique location (USGS, n.d.).
Types of GIS Data
 SPATIAL DATA is any type of data that directly or indirectly references a specific geographical area or location.
 DATA QUALITY is the degree of data excellency that satisfies the given objective. In other words, completeness of attributes
Spatial Data quality can be categorized into:
 Data Completeness- It is basically the measure of totality of features. A data set with minimal amount of missing features can
be termed as Complete-Data.
 Data Precision- It is the degree of details that are displayed
I on a uniform space.
 Data Accuracy- It is the discrepancy between the actual attributes value and coded attribute value.
 Data Consistency- It is the absence of conflicts in a particular database.
ATTRIBUTE DATA is information appended in tabular format to spatial features. The spatial data is the where and attribute data
can contain information about the what, where, and why. Attribute data provides characteristics about spatial data (Dempsey,2013).
The main difference between attribute data and spatial data is that the attributed at a describes the characteristics of a geographical
feature while spatial data describes the absolute and relative location of geographic features.
Types of Spatial Data
In GIS spatial referenced data group can be further classified into two different types(Dempsey, 2021):
1) VECTOR DATA - It is composed of individual points stored as coordinate pairs that indicate a physical location in the world. It
is extremely useful for storing and representing data that has discrete boundaries, such as borders or building footprints,
streets and other transport links, and location points (Romeijn, n.d.). There are three types of vector Data, namely:
 Point data (feature) - It is commonly used to represent non adjacent features and to represent discrete data points. Points
have zero dimensions, therefore you can measure neither length or area with this dataset. Examples would be schools,
points of interest, and in the example below, bridge and culvert locations. Point features are also used to represent
abstract points. For instance, point locations could represent city locations or place names (Dempsey, 2021).
o A POINT FEATURE in the geographic information system is analogous to a pin placed on a paper wall map. Different
symbols are used to depict the location of crimes, motor vehicle accidents, traffic signs, buildings, beat stations, and
cell phone towers. The following map shows a robbery point map.
 Line (or arc) data (feature) - It is used to represent linear features. Common examples would be rivers, trails, and streets.
Line features only have one dimension and therefore can only be used to measure length. Line features have a starting and
ending point. Common examples would be road centerlines and hydrology. Symbology most commonly used to distinguish arc
features from one another are line types (solid lines versus dashed lines) and combinations using colors and line
thicknesses58 (Dempsey, 2021).
o A line feature is a geographic feature that can be represented by a line or set of lines.
 Polygon data (feature) - It used to represent areas such as the boundary of a city (on a large scale map), lake, or forest.
Polygon features are two dimensional and therefore can be used to measure the area and perimeter of a geographic feature.
It is commonly distinguished using either a thematic mapping symbology (color schemes), patterns, or in the case of numeric
gradation, a color gradation scheme could beused59(Dempsey, 2021).
Both line and point feature data represent polygon data at a much smaller scale. They help reduce clutter by simplifying
data locations. As the features are zoomed in, the point location of a school (for example) is more realistically represented by a
series of building footprints showing the physical location of the campus. Line features of a street centerline file only represent
42
the physical location of the street. If a higher degree of spatial resolution is needed, a street curb width file would be used to
show the width of the road as well as any features such as medians and right-of-ways or sidewalks (Dempsey, 2021).
A POLYGON FEATURE is a multi sided figure represented by a closed set of lines.
2) Raster Data - It is also known as grid data, it represents the fourth type of feature: surfaces (Dempsey, 2021). It is cell based
and thisdata category also includes aerial and satellite imagery. It provides a representation of the world as a surface divided
up into a regular grid array, or cells, where each of these cells has an associated value (Romeijn, n.d.). There are two types of
raster data:
 Continuous Raster Data- It has no clearly defined boundaries. Every point on a map made with continuous GIS data will
contain a value. Elevation, slope, temperature, and precipitation are examples of datasets that are continuous (Dempsey,
2020).
 Discrete Raster Data- It is a geographic data that onlyoccurs in specific locations. For polygon data, discrete data has
well defined boundaries. Point and line GIS data such as tree locations, rivers, and streets all fall into the category of
discrete datasets. Maps made with discrete GIS data will have areas on the map that contain values from that dataset and
areas on the map where that dataset is absent (Dempsey, 2020).
There are also THREE TYPES OF RASTER DATASETS (Dempsey,2021):
1. Thematic data- Thematic data layers are information data sets that have a common feature or attribute placed in the same
layer of spatial data. This guide is arranged by general spatial themes. This guide is meant to be a starting point for finding
spatial data that corresponds to a specific focus of a GIS analysis or map.
2. Spectral data- these are satellite images and aerial photographs which are then often used to derive information (example:
vegetation geologic information) by classifying the spectral signatures of each type of feature.
3. Pictures (imagery)- this includes scanned maps or drawings and building photographs.
Types of Attribute Data
Attribute data can be store as one of five different field types in a table or database (Dempsey, 2013):
1. Character- The character property (or string) is for text based values such as the name of a street or descriptive values such
as the condition of a street. Character attribute data is stored as a series of alphanumeric symbols.
2. Integer- It is a whole number (not a fractional number) that can be positive, negative, or zero. It is divided between short and
long integer values. Short integers store numeric values without fractional values for a shorter range than long integers.
3. Floating- it attribute values store numeric values with fractional values. These are for numeric values with decimal points.
4. Date- it contains date and time values.
5. BLOB- it stands for binary large object and this attribute type is used for storing information such images, multimedia, or bits of
code in a field. This field stores object linking and embedding (OLE) which are objects created in other applications such as
images and multimedia and linked from the BLOB field
Crime Analysis
Crime analysis is defined as a set of systematic analytical processes providing timely and useful information on crime patterns
and trends. Effective crime analysis affects all areas and operations of a police department by refining and distributing useful
information {Stiles, 1981). It is used to improve the operations and administration of police departments, to improve the job satisfaction
of police officers, to permit the patrol deployment system to correspond with service demand, and to augment patrol activities in crime
prevention (Karpilo, 2019).
Types of Crime Analysis
The types of crime analysis are (Karpilo, 2019):
1. TACTICAL CRIME ANALYSIS - This type of crime analysis that looks at the short-term in order to stop what is currently
taking place, it deals with immediate criminal offenses for example, a crime spree. It is used to identify one perpetrator with
many targets or one target with many perpetrators and provide an immediate response. It provides information to assist
operational personnel in the identification of crime trends and in the arrest of criminal offenders.
2. STRATEGIC CRIME ANALYSIS - This type of crime analysis looks at the long-term and on-going issues. It is primarily
concerned with operational strategies andseeks solutions to ongoing problems. Its focus is often on identifying areas with high
crime rates and problem-solving ways to decrease the overall crime rates. Its purpose is to perform police service more
effectively and efficiently by matching service delivery to demands for service.
3. ADMINISTRATIVE CRIME ANALYSIS - This type of crime analysis looks at the administration and deployment of police and
resources. It deals with long-range comparisons. Examples of administrative crime analysis tasks include: providing economic,
geographic, and law enforcement information to police management, City Administration, City Council, and
neighborhood/citizen groups.
------oOo------
BIBLIOGRAPHY
1. Salamanca, B., et.al., (2022). Law Enforcement Operations and Planning with Crime Mapping. Published by
ChapterHouse Publishing Incorporated, Quezon City, Philippines.
2. Termil, D., & Flores, A., (2021). Law Enforcement Operation and Planning with Crime Mapping. Published by PIFSA
Printing and Publishing, Taguig City, Philippines.
3. PNP, (2016). PNP Patol Plan 2030. Accessed on Januart 8, 2018 at http://www.pnp.gov.ph/about-us/pnp-patrol-plan-2030
43
4. Philippine National Police, (2015). Managing Patrol Operations Manuals: PNPM – DO – DS – 3 – 3 – 15. Published by PNP
Directorate for Operations, Camp Crame, Quezon City, Philippines.
5. Philippine National Police, (2013). Revised Philippine National Police Operational Procedures: PNPM – DO – DS – 3 – 2 – 13 .
Published by PNP Directorate for Operations, Camp Crame, Quezon City, Philippines.
6. Beralde, W. (2010). Revised Reviewer In Law Enforcement Administration. Published by WILBER Publishing House,
Cagayan, Philippines
7. DILG & PNP. The Philippine National Police. Accessed on December 29, 2017 at
http://www.officialgazette.gov.ph/featured/about-the-pnp/
8. The Directorate for Operations, (2013). Revised Philippine National Police Operational Procedures. Philippine National
Police Handbook
44

Law Enforcement Operation and Planning W Crime Mapping

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Law Enforcement Operation And Planning with Crime

Mapping (New Curriculum – Based) 2022

Planning is expected to:

Planning and Decision Making

Steps In Planning Process

1. Defining Goal or Objective

5. Implement the plan

6. Monitor the plan

Seven (7) Steps of the Decision Making Process

The following best described as the sequence in police planning process:

The following steps provide an orderly means of development of plans:

2. Clarifying the Problems

3. Collecting all Pertinent Facts

4. Analyzing the Facts

5. Developing Alternatives Plans

6. Selecting the most Appropriate Alternatives

7. Selling the Plan

8. Arranging for the Execution of the plan

9. Evaluating the Effectiveness of the Plan

FACTROS AFFECTING PLANNING

According to Coverage According to Time

Categories of Plan in an Organization

According to TIME DIMENSION in Planning

According to time dimension planning period is divided into:

According to the USE DIMENSION in Planning

1. Standing Plans (On Going Plans)

2. Single Use Plans (One-shot Plans)

According to the SCOPE OR BREADTH DIMENSION in Planning

POLICE PLANNING DEFINED

Police planning is also defined as:

Purposes of Police Planning

OPERATIONAL PLANNING DEFINED

POLICE OPERATIONAL PLANNING DEFINED

STRATEGIC PLANNING DEFINED

AIMS OF POLICE STRATEGY AND TACTICS

 The attainment of police objectives with the maximum of success.

IMPORTANCE OF POLICE STRATEGY

 Controlling of mobs and crowds.

A. Broad Policy Planning

 It shall be the responsibility of the Director – General of the PNP.

 Broad Extent Policy Planning

 It is the responsibility of the legislative branch of the government.

 Internal Policy Planning

REASONS OR STRATEGIC PLANNING ARE:

PROCESS OF STRATEGIC PLANNING

TASK 1 - Develop MISSION AND OBJECTIVES TASK 5 - Develop strategic plan

OBJECTIVES OF POLICE PLANNING

EXPECTED RESULTS OF PLANNING

 Improve analysis of problems

MANAGEMENT OR ADMINISTRATIVE FUNCTIONS

GUIDELINES IN PLANNING CHARACTERISTICS OF A GOOD PLAN

1. What - mission/objective  A Plan must have a clearly defined objective

A. POLICY OR PROCEDURAL PLAN

 Regular Operating Program

 Meeting the Unusual Needs Program

C. EXTRA OFFICE PLANS

THE EXECUTION OF PLANS

THE FIELD OPERATIONS

THE AUXILIARY AND ADMINISTRATIVE TASKS

Practicability and Feasibility of the Plan

Implementation of the Police Plan

Significance of Police Planning

Planning has four main types they are: