COLLEGE OF CRIMINAL JUSTICE EDUCATION

IFSU-POTIA CAMPUS

LAW ENFORCEMENT
OPERATIONS AND PLANNING
WITH CRIME MAPPING

An instructional material for criminology students

of IFSU-Potia Campus

Name of Student

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 CHAPTER 1
POLICE OPERATIONS

LESSON 1: Introduction:

Police operations proved to be successful with the cooperation of the community in

the area, not only in Philippine setting but also in most countries throughout the world.
There is always a need to review and update regularly the existing strategies, tactics and
techniques used by police officers in their operations particularly in the observance of the
human rights of each citizen whom they sworn to serve and protect. The adequacy of the
policy framework and its translation into operation rules and guidelines for the daily
performance of the police functions in the field (patrol, investigation, special operations and
traffic management) shall be assessed in particular.
Moreover, the course will help the student understand the procedures in the conduct
of Police Operations and familiarize with the rights of the accused detained or under
investigation and to memorize the rules of arrest to avoid any violation of the law if they will
practice their profession in the future. This course also helps the students familiarize
themselves in the methods and procedures in the management of disaster and relief
operation and the methods and procedures in the protection of crime scene to ensure the
validity of crime scene processing and to get the best evidence to be presented in court to
give justice to the victims. The course also helps the student understand crime mapping in
the field of law enforcement and criminal justice.

POLICE OPERATIONS
POLICE OPERATIONS comprise the mission-critical aspects of a police
organization. It refers to activities conducted in the field by law enforcement officers as they
“serve and protect”, including patrol, traffic, investigation and general calls for service.
Police operations consist of policies, institutional arrangements, processes and resources
for the performance of policemen main functions.
It is important to understand the context in which operations occur before looking at
specific police operations and the skills required to perform said operations effectively and
efficiently. Police operations have changed for the past years from traditional policing
system to community oriented policing system.
One of the principles that foreshadowed community policing: “The police are the
public and the public are police.” Police are only successful with their jobs when they
elicited public approval and assistance in their actions without resorting to force or the
severity of law.

Communication: The Foundation of Police Operations

Communication skills are critical to every aspect of effective police operation.
Effective communication can produce several positive outcomes and can be used to inform,
persuade, diffuse, guide, motivate, reassure and negotiate.
Communication is defined as any act by which one person gives to or receives from
another person’s information about that person’s needs, desires, perceptions, knowledge or
affective states. Communication may be intentional or unintentional, may involve
conventional or unconventional signals, may take linguistic or non - linguistic form, and may
occur through spoken or other modes.

Definition of Interpersonal Communication

The Contextual View
One way of defining interpersonal communication is to compare it to other forms of
communication. In so doing, we would examine how many people are involved, how

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physically close they are to one another, how many sensory channels are used, and the
feedback provided.
Interpersonal communication
differs from other forms of communication in that there are few participants involved, the
inter-actions are in close physical proximity to each other, there are many sensory channels
used, and feedback is immediate an important point to note about the contextual definition
is that it does not take into account the relationship between the interactions.

The developmental view

We have many different relationships with people. Some researchers say that our definition
of interpersonal communication must account for these differences. These researchers say
that interacting with a sales clerk in a store is different than the relationship we have with
our friends and family members. Thus, some researchers have proposed an alternative way
of defining interpersonal communication. This is called developmental view. From this view,
interpersonal communication is defined as communication that occurs between people who
have known each other for some time. Importantly, these people view each other as unique
individuals, not as people who are simply acting out of social situations.

Active listening
Is concentrating on the message as well as on its intent and feelings. It involves attending
skills, encouragement or motivational skills and reflecting skills.

Effective Listening
Listening is a critical skill in law enforcement. It is necessary for effective verbal
communication and result in a better understanding of people and increased cooperation
from them.

Listen to learn and understand, not to challenge or persuade

Take turns and listen for facts and feelings.

LESSON 2: Philippine National Police Operational Master Plans

Philippine National Police Operational Master Plans

The operational master plans are plans for the operation of special divisions like the
patrol, detective, traffic, disaster management and juvenile control divisions. It is prepared
to accomplish each of the primary police tasks. Operational planning is the final step in the
planning hierarchy. It coordinates the work standards and the appropriate individual to
implement tactical plans.
An operational Planning is a subset of strategic work plan. It describes short term
ways of achieving milestones and explains how, or what portion of a strategic plan will be
put into operation during a given budgetary term. An operational plan is the basis for and
justification of an annual operating budget request. Therefore, a five-year strategic plan
would need five operational plans funded by five operating budgets. Like a strategic plan,
an operational plan address four questions:
 Where are we now?
 Where do we want to be?
 How do we get there?
 How do we measure our progress?
The operational Plan (OP) is both the first and last step in preparing an operating budget
request. Operational plans should be prepared by the people who will be involved in
implementation. There is often a need for significant cross-departmental dialogue as plans
created by one part of the organization inevitably have implications for other plans.
Operational plans should contain:
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  Clear objectives
 Activities to be delivered
 Quality standards
 Desired outcomes
 Staffing and resource requirements
 Implementation timetable
 A process for monitoring progress

PNP Plans for Police Operations

In line with this context, the Philippine National Police as a police organization has
established 6 Master Plans in the conduct of police operations. These Master plans for
operations serve as a ready reference of all PNP units in the performance of their
mandated tasks. It also serves as a guiding tool for the organization to achieve its vision,
mission and goals.
These master plans help all PNP uniformed personnel to fully understand and
effectively implement the various operational plans designed to address major threats to
criminality, safety and security.

Master Plans
1. Sandigan
Objectives
1. To reduce index crime
2. To improve response time
3. To improve crime solution efficiency
4. To increase conviction rate
5. To operationalize COPS through the Police Community Precincts for the 24-hour
community security coverage
2. Sandugo
Objectives
1. To develop capability of field units to fully operationalize this ISO support plan for the
government and AFP in particular
2. To support the AFP in the isolation of the underground infrastructure and front
organizations of the insurgents in the towns and cities from the general population
3. To enhance intelligence activities against threat groups
4. To enhance the conduct of legal offensive against the insurgents
5. To supports the government’s Peace and Development Plan to include Peace and
reconciliation Plan
3. Sangyaman
Objectives
1. To protect, conserve and develop our environment and natural resources, in
coordinating with and in direct support of all government agencies
Startegic Concept
1. Operationalization of Integral Area/ Community Public Safety Plan. The
primary responsibility of the PNP is to assist the DENR and other tasked
government agencies in the conduct of anti-crime operations implementing
appropriate environment, cultural and natural resources protection laws.
2. Employment of both territorial units/ offices and selected NSUs in the conduct
of an all-out and sustained campaign to protect and preserve our environment,
natural heritage and natural resources should be executed in tandem with
concerned government agencies.
Broad Objectives
To protect conserve and develop our environment and natural resources, in
coordination with and in direct support of all concerned government agencies.
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 Specific Objectives
1. Protect Lives-
2. Enhance Public safety-

Five (5) Immediate Concerns That Should Be Addressed for The Protection
Of The Environment, Cultural Properties And Natural Resources
1. Protection of Forest
2. Protection of fisheries, Marine life and aquatic Resources
3. Ensuring clean and safety Land, Air and water
4. Preservation of Endangered species and other wild life
5. Protection of cultural properties
In view of the above enumerated problems concerning the environment and natural
resources, It is the policy of the state to protect the people by effectively enforcing
environmental protection laws that would address these problems.
4. Sang-Ingat- PNP’s master plan on Security preparations.
This master plan set forth the strategic concepts and operational guidelines, as
well as contingency plan to ensure the maintenance of peace and order during
the year-round observance of holidays, which involves great concern on
movement of the citizens, international, national and local meeting/ conferences/
events and rallies/ mass action in protest to wide range of issues.
4. Sanbanat- PNP’s master plan for the campaign against illegal drugs.
5. Saklolo- PNP’s master plan for disaster preparedness.

LESSON 3: Counter – Insurgency Strategy

Concept of operations:

Strategic Concept
1. The PNP shall basically support the AFP’s Internal Security Operations (ISO) Campaign
Plan “Balangai” through the conduct of limited internal security operations, sustained law
enforcement and PCR activities, intensive information gathering and the conduct of
investigation and prosecution of ISO related cases.
2. The PNP campaign plan shall also follow Clear-Hold-Support operational methodology
as herein indicated in support to the integration efforts of the military and other civilian
agencies of the government as envisioned in the NPDP and the strategy of “Total
Approach”.

The CLEAR STAGE shall involve the conduct of combat, Intelligence.

The HOLD STAGE shall involve the utilization of the territorial defence forces to limit the
freedom of actions and movement of the CPP/NPA, limit its access to resources and
reduce mass base support to the CPP/NPA/NDF. This phase shall have the following end
state. Integrated Area/Community Public Safety Plan (IA/CPSP) is organised and
established, in order to protect the people, defend communities and secure vital assets and
installation. The PNP will be primarily responsible for the Hold Stage in areas which are
turned over to the PNP or where there are no AFP units assigned. However, other areas
especially in those areas where AFP units are present or where AFP supervises CAFGU
then the IA/CPSP is responsible.
The SUPPORT STAGE is a “work in progress:. It shall involve police support to
consolidation and development activities of other agencies of government. The PNP within
its capability shall play a supportive role in these activities, including but not limited to the
conduct of medical and dental civic action, adult literacy programs and providing security in
support and in coordination with AFP to civil government agencies in their delivery of basic
services in far-flung and strife-torn area.

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The CONSOLIDATION STAGE aims to strengthen government control and authority in
contested barangays and develop the capability of local officials to effectively govern their
barangays. This stage has the following end-state;
1. Government authority and control in contested areas re-established or strengthened,
2. Government services delivered,
3. Counter-organizations further expanded and consolidated, and
4. Mass support for the government is enhanced.

The Development Stage has the following for its end state:
1. Root causes of insurgency effectively addressed, and
2. Political and socio-economic reforms planned at the beginning of the campaign are
sustained.

Operational Concept
The HNHQ-PNP, through its directional staff, shall supervise and support the Police
Regional Offices in implementing the strategic agenda and operational concept of this
counter-insurgency strategy. The PNP leadership, through the NALEC, The NDCC and the
NPOC, shall coordinate and cooperate with other national government agencies in the
realization of the intent of this counter-insurgency strategy.

Legal Offensive Activities (Investigation)

1.) Provide efficient and well-coordinated investigation documentation and prosecution of
all ISO related cases, in coordination with the DND/AFP, DOJ and the commission on
Human Rights.
2.) Sustain the filling of ISO related cases and follow-up the prosecution of cases in court
against the insurgents.

Definition of Terms
1. Armed Conflict- refers to any conflict between government forces and organized groups
which involves the actual use of armed force and which disrupts normal social, economic,
political and cultural activities in a specific geographical area.
2. Centers of Gravity- Are the “source of strength and balance”’ that characteristic,
capability or locality from wherein the enemy derives its freedom of action, physical strength
or the will to fight. It is the “hub of all power and movement”. A major shift in operational
direction, the replacement of a key enemy commander, the fielding of new units or
weaponry can significantly shift centers of gravity.
3. Combat Operations- These shall mean offensive and defensive operations such as
attack, counter attack, bombing, artillery barrage and other tactical actions involving the use
of bigger, tactical forces, bigger calibre weapons, better armoured vehicles and both air
and naval weapon systems.
4. Community- Oriented Policing System- an integrated approach to the community’s
public safety concern which is based on the notion that the police can provide better
services to the community through the development of an effective partnership between
and among them. Such partnership must be based on the trust ad goodwill in order to
facilitate voluntary community support and cooperation to law enforcement/crime prevention
and control activities, thus enhance police effectiveness and efficiency, given the same
police resource.
5. Counter Insurgency- These are the economic, socio-cultural, political reforms and
development including the military and police actions undertaken by the Government in
order to defeat insurgency.
6. Counter Intelligence- An aspect of intelligence devoted to offensive actions to destroy
or neutralize the effectiveness of adverse intelligence activities and undertake defensive

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actions to protect information against espionage, individual against subversion and
installation or material against sabotage.
7. Government Forces- refers to the Armed Forces of the Philippines, Philippine National
Police and other armed groups supporting the government forces.
8. Information- refers to unevaluated material of every descriptions including those derived
from observation, communications, reports, rumors, imagery and other sources from which
intelligence is produced.
9. Information Gathering- it is an activity aimed at identifying the composition,
organization and leadership, disposition, training, strategy and tactics, logistic combat
effectiveness, plans and other related information about the insurgents and other threat
groups.
10. Insurgency- a condition of subversive political activity, civil rebellion, revolt or
insurrections against a duly constituted government or occupying power, where irregular
forces are formed and engaged in actions, which may include guerrilla warfare, that the
designed to defy, weaken and/or overthrow the government and occupying power.
11. Integrated Area/ Community Public Safety Plan (IA/CPSP)- Is the blue print for the
protection of lives and properties in a given locality. It is focused on total mobilization of all
available resources and the simultaneous conduct of complementary programs involving
the civilian, police military components of the society. It has ten (10) areas of concern
namely; crime prevention, law enforcement, prosecution, corrections, fire preventions and
suppressions, counter insurgency, environmental protection, health and sanitation, civil
defence and community development.
12. Integrated Territorial Defence System (ITDS)- Is a strategy of integrating the effort of
mobile, forces, territorial forces (AFP designated territorial forces, CAA companies, PNP
and local defence organizations); local government ; local sectorial organizations (NGOs,
POs) and the local populace into an effective defence and security system that will secure
and insulate the locality from enemy influences incursion or re-entry.
13. Intelligence- a meaningful statement or a product derived from information which has
been selected, recorded, evaluated, analysed, integrated and interpreted so that its
immediate mandate or potential significance to the development and execution of plans,
policies and operations is made clear.
14. Internal Security- refers to the wide range of measures taken by the government to
free and protect its society from subversions, lawlessness and insurgency. It is established
and maintain primarily to create an atmosphere of relative peace and order under which
national development could be achieved.
15. Internal Security Operation – activities designed to preserved internal security against
insurgent, secessionists and terrorist. Among others, it includes territorial defence
operation, intelligence, combat, military and police service relations and psychological
operations.
16. Investigation – The process whereby the facts of the commissions of an offense,
identify of the persons responsible and the place of commissions of the offense, are known
through examination of the crime scene, interview, or questioning of the witnesses, the
complainants or suspect, and the pieces of evidence presented.
17. National Development- refers to those actions taken by the government to foster and
strengthen its responsiveness and capabilities to meet the needs of the society, and to
promote the growth of a viable political, economic and social institution that will insure
freedom from conditions bearing potentials for internal conflict.
18. National Security- Refers to the state or condition wherein the people’s way of life and
attitudes, their institutions, territorial integrity and sovereignty, including their well-being, are
protected, and enhanced. It is synonymous with the protection of the political, economic,
psycho- social, military, geo-ecological and techno-scientific environment of the nation.
19. Operational Control (OPCON)- Those functions of command involving composition of
subordinate forces, the assignment of tasks, the designation of objectives and the

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authoritative direction necessary to accomplish the mission. Operational control should be
exercised by the use of the assigned normal organizational units through their respective
commanders or through the commanders of subordinate forces established by the
commander exercising operational control. It does not include such matters as
administration, discipline, internal organization and unit training except when a subordinate
commander requests assistance.
20. Order of Battle- is a document which reflect enemy composition, disposition, strength,
tactics, logistics, training, combat effectiveness, miscellaneous data and personalities.
21. Police Functions- These are the regular, customary or normal duties and activities of
the police in the performance of its mandate, as enumerated in sec. 24 of RA 6975 as
amended by RA 8551.
22. Primary/ Lead Role- As used herein, shall mean providing the principal planning,
direction, control and resources for internal security operations. This shall also include the
responsibility for preparing internal security assessment and other related documents and
reports unless specified by law or directed by competent authority, as well as the
establishment and administration of an appropriate rewards system.
23. Support for Combat Operation- Assisting the lead agency in internal security
operations with personnel and material resources within the capability of the PNP.
24. Threats to National Security- These are dangers to the components National security
that could come from within or from without the nation state. They may be political,
economic, military, psycho-social, techno-scientific and geo- ecological in nature including
but not limited to organized syndicate crimes, terrorism, rebellion, coup d ‘etat and
insurgency.

LESSON 4: General Procedures for Police Operations

General Procedures for Police Operations
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 and apply the following
procedures:

Rule 1. Functions of a Police Officer

To Serve and Protect - The responsibility of every police officer is to serve the public and
protect life and property. No police operation shall be conducted in order to serve or protect
the illegal activity of a particular person, group or criminal syndicate.
To Observe Human Rights and Dignity of Person - All PNP personnel shall respect the
human rights and dignity of the suspect/s during police operations.

Rule 2. Police Uniform, Attire and Accessories

Agency Prescribed Uniform - A police officer shall always wear the agency prescribed
uniform which is appropriate for the kind of police operation to be undertaken.
Appearing Before the Public - When wearing the police uniform, a police officer shall, at
all times, appear presentable, smart and well-groomed. While on actual patrol duties, he
shall refrain from eating along the sidewalks, smoking and reading newspapers.
Carrying of Police Notebook, Pen and Miranda Warning Card - Every police officer on
patrol, whether on board a vehicle or on foot patrol, must always carry with him a police
notebook, a pen and the Miranda Warning Card. The notebook, which is approximately
pocket-sized, will be used to inscribe important events that transpire during his tour of duty.
Carrying of Non-Lethal Weapon in the Police Rig - Every police officer shall carry in his
prescribed rig a non-lethal weapon (pepper spray, baton or stun gun), which shall be
primarily used in a non-armed confrontation with an uncooperative and unruly offender
during the arrest.

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Rule 3. Categories of Police Operations
1. Public Safety Operation – includes Search, Rescue and Retrieval Operations, Fire
Drills, Earthquake Drills and similar operations that promote public safety.
2. Law Enforcement Operation – includes Service of Warrant of Arrest,
Implementation of Search Warrant, Enforcement of Visitorial Powers of the Chief,
Philippine National Police and Unit Commanders, Anti-Illegal Drugs Operation, Anti-
Illegal Gambling Operations, Anti-Illegal Logging Operations, Anti-Illegal Fishing
Operations, Anti-Carnapping Operations, Anti-Kidnapping Operations, Anti-Cyber
Crime Operations and similar operations that are conducted to enforce laws,
statutes, executive orders and ordinances.
3. Internal Security Operation – includes Counter-Insurgency Operations, Counter
Terrorist Operations and similar operations that are conducted to ensure internal
security.
4. Special Police Operation – includes Checkpoint Operation, Roadblock Operation,
Civil Disturbance Management Operation, Police Assistance in the Enforcement of
Demolition Eviction Injunction and Similar Orders, Police Assistance in the
Implementation of Final Court Order and Order from Quasi-Judicial Bodies, Hostage
Situation, Visit Board Search and Seizure Onboard Marine Vessels and similar
police operations that are conducted by police units with specialized training on the
peculiarity of the mission or purpose.
5. Intelligence Operation – includes Surveillance Operation, Counter Intelligence,
Intelligence Research, Intelligence Assessment and similar police intelligence
operation conducted to gather information related to security, public safety and
order.
6. Investigation Operation – includes Investigation of Crime or Incident,
Administrative Investigation and similar investigative work necessary to determine
facts and circumstances for filing cases criminally or administratively.
7. Scene of the Crime Operation (SOCO) – includes the processing of crime scene,
technical and forensic examination of evidences and similar scientific investigative
assistance.

Rule 4. Pre-Operational Clearance

No police operation shall be conducted without the approval of the
Chief/Commander/Head of the concerned Police Unit/Office. A pre-operational clearance
shall be filed by the Team Leader of the operating team/s prior to the conduct of the
operation and shall be approved by the concerned Police Unit Commander. This clearance
shall be submitted to the operations section/division of the concerned police unit for record
purposes.

RULE 5. Inter-Unit Coordination

1. Personal Coordination or by Official Representative - Team Leader/s (TL) of

local police units operating outside their territorial jurisdiction and National Support
Units
(NSUs) shall coordinate, personally or through an official representative, with the
Police Regional, Provincial or City
Police Office within whose jurisdiction the operation is to be conducted.

2. Coordination by Filing Coordination Form - Prior to the launching of the

operation, except in cases where the formal (in writing) inter-unit coordination cannot
be made due to the nature and/or urgency of the situation such as, but not limited to,
cross-jurisdictional pursuit operations, coordination should be made formally using
the prescribed Coordination Form, which shall be fi led with the concerned operation

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 center of the Police Regional, Provincial or City Office (Annex “A” – Coordination
Form).
3. Coordination by Practical/Available Means of Communication - In cases where
formal inter-unit coordination is not feasible, the Police Unit concerned shall
endeavour to notify the territorial police office through any practical/available means
of communication at any time during the operation and, if not possible, shall
accomplish and furnish the territorial Police Office a written incident report
immediately after the termination of the operation.

Rule 6. Requirements of Police Operations

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

2. Use of Megaphones and Similar Instruments - During actual police intervention

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

3. Warning Shots Prohibited - The police shall not use warning shots during police
intervention operations.

Rule 7. Use of Force during Police Operations

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

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

3. Non-Issuance of Verbal Warning When Excusable - The failure to issue a

verbal warning is excusable in cases where threat to life or property is already
imminent, and there is no other option but to use force to subdue the offender.

4. Use of Non-Lethal Weapon - When suspect is violent or threatening, and that

less physical measures have been tried and deemed inappropriate, a more
extreme, but non-deadly measure can be used such as baton/truncheon, pepper
spray, stun gun and other nonlethal weapon to bring the suspect under control,
or effect an arrest.

5. Application of Necessary and Reasonable Force - During confrontation with

an armed offender, only such necessary and reasonable force should be applied

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 as would be sufficient to overcome the resistance put up by the offender; subdue
the clear and imminent danger posed by him; or to justify the force/act under the
principles of self-defence, defence of relative, or defence of stranger.

6. Factors to Consider in the Reasonableness of the Force Employed - A

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

7. Responsibility of the Police Officer in Charge of the Operation

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

LESSON 5. Use of Firearms during Police Operations

Use of Firearm When Justified

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

Firing at Moving Vehicles Prohibited But with Exceptions

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

Parameters to be considered in Firing at Moving Vehicles - In firing at a moving vehicle,

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

Filing of an Incident Report after the Use of Firearm

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

Procedures after an Armed Confrontation

Immediately after an armed confrontation, the officer who is in charge of the
operation shall:
a. Secure the site of confrontation;

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 b. Take photographs;
c. Check whether the situation still poses imminent danger;
d. Evacuate the wounded to the nearest hospital;
e. Ensure that all persons who died on the spot are not moved from their original
position;
f. Arrested suspects should be kept in isolation;
g. Conduct debriefing on all involved PNP operatives;
h. Submit After-Operations Report; and
i. Ensure psychological stress counselling for all involved PNP operatives.

Lesson 6: Patrol Operations

PATROL OPERATIONS
The most basic police operation. It has been said that patrol operation is the
“backbone of police department”, the “most important component in any police
organizations, because it is the omnipresence of the police in the community”.
Law enforcement officers are the integral part in the conduct of a successful police
operation. Officers must use effective communication skills, including active listening skills.
They must document their actions in well written reports.
The SARA problem solving technique has contributed greatly to policing
effectiveness and consists of 4 stages.
1. Scanning- Identifying problems
2. Analysis- Learning the problem’s causes, scope and effects
3. Response- Acting to alleviate the problem
4. Assessment- Determining whether the response worked

The Basic function of Police Patrol are as follows:

1. Preventive Enforcement- This will prevent crime through noticeable presence of
uniformed policemen.
2. Selective Enforcement- Although highly mobile it cannot cover all areas, hence,
patrol to selective concentrate where trouble is likely to occur.
3. Traffic Enforcement- This refers to proper implementation of traffic laws, rules and
regulations along highways, roads, streets to control mobility of vehicles and
pedestrians.
4. Responding to emergency call of service- The patrol force being the backbone
and front-liners in the police service is usually the first at the scene, such as
emergencies of fire, accidents, drowning, attempt suicides, mobs and riots, etc. This
requires special trainings in first aid, leadership, riot control, etc.
5. Routine calls of service- Responding to complaint either through the phone, in
person or in writing or any other means.
6. Courtesy calls- The reason for this, is the fact that the police agency is a service
agency. Examples include: assisting a blind person cross the street; or providing
police escort to VIP’s
7. General Information- Assisting a tourist in locating a friend.
8. Preservation of evidence- Protecting crime scene before the investigation is done.
9. Making reports- Gathering and reporting information regarding criminal activities,
missing persons, recovered articles.

Patrol Guidelines
1. Observe precautionary measures and personal safety while on patrol;
2. Observe defensive driving and follow traffic rules and regulations;
3. Select routes which provide best visibility;

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4. Patrol members must be always on the look-out for indications of vices and other illegal
activities on their beat;
5. Patrol members must be knowledgeable of all conditions, events and details of places on
their beat;
6. Be observant of people, places, situations or conditions and develop a suspicious
attitude especially if the subject appears to be slightly out of the ordinary;
7. Keep under close observation actions of juveniles, trouble makers/agitators and the
mentally ill/retarded persons;
8. Be familiar, as much as possible, with known criminals/ ex-convicts residing in or
frequenting the patrol beat;
9. Be familiar with stay-in employees of business establishments on your beat;
10. Be on the alert for loiterers;
11. Keep watch on uninhabited homes;
12. Observe the practice of “shaking doors” of unguarded business establishments during
night patrol. Check for signs of intrusion;
13. Establish good rapport with the people on your beat;
14. Develop contacts by getting to know as many people as possible who can give factual
information about crime conditions on the patrol beat;
15. Use tact and persuasiveness when conducting spot inquiry or questioning individuals
for information;
16. When requiring identification from a suspicious person or any individual, avoid taking
the wallet or bag in which the cards/documents are placed. Let the individual remove
and hand them to you;
17. When checking suspicious persons, places, buildings/ establishments and vehicles
especially during night time, be prepared to use your service firearm. Flashlight should
be held tightly away from the body to avoid making you a possible target; and
18. Patrol members should avoid loitering in theatres, restaurants and other recreational
places.

Duties of Patrol Supervisors

1. In any operation, careful planning is a must in order to avoid waste of time, effort and
resources. Make a patrol plan with the following details:
(a) Area Coverage: safe haven, ambush areas and crime-prone areas;
(b) Organizational Detail of Personnel;
(c) Duration;
(d) Stand-by points; and
(e) Route plan.
2. Designate and select the members of the patrol team/s;
3. Inspect the members of the patrol for completeness of uniforms, operational readiness
and all government issued equipment (firearms, mobile car, radio, etc.) to ensure that these
are well maintained and properly used by the Patrol Officer;
4. Conduct briefing prior to dispatch by disseminating any orders, directives or instructions
from the Chief of Police or higher authorities and new policy or guidelines being
implemented by the PNP Organization;
5. Remind the patrol team about the strict observance of the PNP Operational Procedures;
6. Strictly observe “Buddy System” during the patrol operations;
7. Render hourly report of location and situation through radio/telephone/cell phone to
Police Community Precinct (PCP)/Station Headquarters Tactical Operation Center (TOC);
8. Render after-patrol report duly signed by detailed personnel. 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

13
9. Conduct debriefing after the patrol to assess its conduct and make necessary corrective
measures on defects noted.

Duties of Patrol Officer

1. Attend the Roll Call Formation before his Tour of Duty for briefing and likewise attend the
after Tour of Duty formation for debriefing;
2. Patrol the assigned beats, observe and check suspicious people, structures/buildings,
compounds and vehicles;
3. Observe and monitor public gatherings, prevent disorders and disperse unlawful
assemblies;
4. Inspect and/or conduct surveillance in various business establishments and other
installations and remove hazards to public safety;
5. Check suspicious vehicles (private, public, or commercial/delivery vehicles) along the
main roads/ highways in the course of their patrol;
6. Report occurrences and conditions which relate to crime, public peace, order and safety;
7. Prevent crimes and arrest sighted law violators, assuring the public that peace is
preserved;
8. Conduct regular visitations, dialogues/consultations with the residents and other
stakeholders;
9. Assist personnel of responsible agencies/unit in facilitating the flow of traffic at busy
intersections/roads within his Area of Responsibility (AOR), assist and provide pedestrian
information such as directions and street locations;
10. Enforce city/municipal ordinances on liquor establishments and night clubs, cabarets
and all houses of ill-repute;
11. Respond to calls, entertain complaints, initiate the investigation and protection of the
scene and minimize the after-effects of accidents, fi res and other catastrophes;
12. Patrol Officers shall wear the prescribed patrol uniform; and
m. Patrol Officers must have the equipment necessary in the performance of their duty.

Guidelines and Procedures when Responding to Calls for Police Assistance

1. Gather and note down in the patrol officer’s logbook all available data as to the
nature of the calls, date, time and name of the caller. It may be regular, urgent or
emergency in nature.
2. The manner of approach will be dependent on the nature of the call, with
haste/secrecy or with/ without flashing lights and sirens.
3. Consider the pertinent factors like the time, traffic conditions, the possibility of
greater damage and the neighbourhood characteristics.
4. Stop the patrol car some distance from the scene.
5. Approach the scene on foot, in complete silence and exercising extreme caution.
6. Immediately attend to the injured, unless the other members of the patrol are in
immediate danger.
7. Focus all efforts to arrest criminals; however, priority shall be given to aiding the
injured.
8. Determine the crime committed, identify and question briefly the
victim/complainant and possible witnesses at the scene.
9. If the suspects or criminals have fled the scene before the arrival of the patrol
team, immediately relay the composition, armament, appearance, and mode and
direction of escape of the suspects to the Operations Center for the conduct of
dragnet operations.
10. When responding to street fights/brawls, the patrol member should call for back-
up before intervening. If there are no injuries and insufficient corroborative

14
 statements obtained to identify who started the fight, disperse the crowd and make
complete notes.
11. Never treat calls or complaints of loud noises caused by barking dogs, drunks,
appliances and parties as negligible or a nuisance. They only need courteous
and tactful intervention and not enforcement actions.
12. When responding to calls for police assistance due to planted or found
explosives, never attempt to handle, move or lift the object. Instead contact
Operations Center and request for Explosive Ordnance Disposal Team (EODT). On-
lookers must be promptly led to a safe distance away from the scene.
13. When responding to calls from owners of beer houses, bars or inns or any other
similar establishments during night time, request the owner to put the lights on first
before entering the establishments.
14. Do not attempt to arbitrate and resolve conflicts/ differences between
neighbours, landlords/tenants, husband and wife.

Spot Checks/Accosting and Pat-Down Searches

Grounds for Spot Check/Search

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

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

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Procedures and Guidelines

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

2. Body Frisk/Pat-Down Search

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

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

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

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LESSON 7: Computer Crime Incident Response Procedure

INTENDED LEARNING OUTCOME:

At the end of the topic, students should be able to:

 Learn the procedures regarding computer crime incident response.

COMPUTER CRIME INCIDENT RESPONSE

Defined as the actual police intervention in a computer crime incident where the acquisition
of matters of evidentiary value is traceable within the computer’s hardware, software and its
network.

Guidelines for Computer Crime Incident First Responder

A. When responding to computer crime incident or to a scene of the crime where computers (or
electronic device, digital media, and other similar device) are present, it is imperative for the first
responder to be able to protect, seize, and search the same and to be able to recognize potential
evidence, using the following questions as a guide to determine its role in commission of the crime.
1) Is it contraband or fruits of crime?
(For example, was the computer software or hardware stolen or it is counterfeit?)
2) Is it a tool used for the commission of the crime?
(For example, was the computer system actively used to commit the crime?
Were fake ID’s or other counterfeit documents prepared using the computer, scanner, or
color printers?)
3) It is only incidental to the crime, i,e being used to store evidence of the crime?
(For example, is a drug dealer maintaining his trafficking records in his computer?)
4) It is both instrumental to the crime and a storage device for evidence?
(For example, was the computer used to attack other system and also used to store stolen
credit card information?)

B. After identifying the theories respecting the role of the in the commission of the crime, the
following questions, essentials to any further police intervention, should be considered by the first
responder:
1) Is there probable cause to seize hardware?
2) Is there probable cause to seize software?
3) Is there probable cause to seize data?
4) Where will the search and seizure be conducted?
3. Search of computers (or electronic device, digital media, and other similar device) and
seizure of data require a warrant issued by the court after finding probable cause; used of
appropriate collection techniques so as not to alter or destroy the data sought to be seized;
and forensic examination completed by a trained personnel in a speedy fashion with expert
testimony available for trial.

Search and Seizure of Computer- After the role of the computer in the commission of the crime
have been identified, and the legal requirements have been complied with, the following are the
guidelines for the conduct of search and seizures:

a. Secure the Scene

1. Officer safety is always paramount
2. Preserve area for potential finger prints
3. Immediately restrict access to the computer
4. Isolate from phone lines

b. Secure the Computer as Evidence

1. If computer is “ OFF”, do not turn “ON”
2. If computer is “ON” do not turn in “OFF”, nor touch its mouse or keyboard

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For Standard- Alone Computer (non-networked)

1. Consult computer specialist

2. If specialist is not available
a. Photograph screen, then disconnect all the power sources, unplug from the wall AND the
back of the computer;
b. Place evidence tape over each drive slot;
c. Photographs (or make a diagram) and label back of computer components with existing
connections;
d. Label all connectors and cable end to allow assembly as needed
(Example: “Socket “marked “A” and the “cable End “also marked “A”;
e. If transport is required, package the component as “fragile cargo”, prior to the transport
f. Keep away from magnets, radio transmitters, and from other hostile environment
g. Ensure that only a computer forensic expert will conduct the search for any evidence
contained in the computer hardware
h. Ensure that the computer hard disk should be duplicated by the forensic expert and the
original should be keep by the custodian for the future court presentation. Further search
and analysis shall be under taken using only the imaged disk

For Networked Computers (or business computers)

1. Consult a Computer Specialist for assistance
2. Do not immediately pull the plug to prevent:
a. Severely damaging the system
b. Disrupting legitimate business
c. Creating officer and department liability

Guidelines in Treatment of Other electronic Storage Devices

The first responder should understand that other electronic devices may contain viable
evidences associated with the crime. The first responder must ensure that, unless an emergency
exists, the evidence should not be accessed. Should it be necessary to access the device, the first
responder should ensure that all actions associated with the manipulation of the device should be
noted, on order to document the chain of custody and ensure its admission as evidence in court.

Search and Seizure of Wireless Telephones-

1. The first responder should be able to recognize the following potential evidence contained in
wireless telephone details:
 Numbers called
 Numbers stored for speed dial
 Caller ID for incoming calls
 Other information contained in its memory
 Phone /pager number
 Names and addresses
 PIN numbers
 Voice mail access number
 Voice mail password
 Debit card number
 Calling card number
 E-mail/Internet access information
 The on-screen image
2. After the role of the wireless telephone devices in the commission of the crime has been
identified, and the legal requirements have been complied with, the following are the guidelines for
the conduct of the search and seizures:

 If the device is “ON”, do NOT turn it “OFF”.

 Turning it “OFF” could activate lockout feature.
 Write down all information on display and, if possible, secure a photograph.
 Power down prior to transport (take any power supply cord present).
18
  If the device is “OFF” leave it “OFF”.
 Turning it on could alter evidence in the device.
 Upon seizure, take it to an expert as soon as possible or contact local service
provider.
 If an expert is unavailable, USE A DIFFERENT TELEPHONE and contact 1-800-
LAWBUST (a 24:7 service provided by the cellular telephone industry).
 Make every effort to locate any instructions manual pertaining to the device.

Search and Seizure of Electronic Paging Device –

1. The first responder should be able to recognize the following potential evidence contained in
electronic paging device:
 For numeric pagers, numeric digits and numbers and code being communicated;
 For alpha numeric pagers, numbers and letters, full text stored
 For voice pagers, voice communications transmitted and alpha numeric code stored;
 For 2-way pagers, incoming and outgoing messages stored;

2. The first responder should search of stored data in an electronic paging device can be made only
when incidental to a lawful arrest, when consent has been given; when warrant has been issued
after finding of probable cause. The first responder should also remember that, once the electronic
paging device is no longer in proximity to the suspect, it must be turned off because continued
access to the electronic communication over the device, without proper authorization, can be
construed as unlawful interception and can affect its integrity as device.

Search and Seizure of Facsimile Machines-

1. The first responder should be able to recognize the following potential evidence contained in
electronic paging device:

 Speed dial list

 Stored faxes (incoming and outgoing)
 Header line
 Clock setting

2. The first responder should remember that, if the fax machine in “ON”, powering it down my cause
loss of the last number dialled or other stored fax number. The responder should also remember
that the header line should be the same as the phone line, and that if possible; all manuals should
be seized along with the machine.

Search and Seizure of Caller ID Device-

1. The first responder should be able to recognize the following potential evidence contained in
electronic paging device:
 Telephone numbers
 Subscriber information from incoming phone calls

2. The first responder should remember that, interruption of power supply to the caller ID device
may cause loss of data if not protected by an internal battery backup. The responder must also
ensure to document all stored data prior to seizure of the evidence, otherwise, loss of data may
occur.

Tracing an Internet E-mail

The first responder should remember that, with respect to send internet e-mail messages,
the user typically controls only the recipient line (s) (To and Bcc) and the subject line while the mail
software adds the rest of the headers information as it processed. (See page 101 for a sample of an
internet e-mail header)

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LESSON 8: Community Oriented Policing System (COP)

INTENDED LEARNING OUTCOME:

At the end of the topic, students should be able to:

 Learn the concept of community oriented policing system (cop)

Strategy and Philosophy

1. The COPS Strategy
COPS aims to elicit the full cooperation and participation of community residents, organization,
and other agencies that share mutual responsibility for crime prevention
It is an organizational strategy of fielding more policemen to the streets and pushing more
resources to field units consistent with the CPNO’s directive.
To maintain, direct, daily contact with residents
2. The COPS Philosophy
COPS is a philosophy based on the premise that police stations work together with their
communities to resolve not only crime, but also quality of life issues that are important to the
community and will better fulfil the police mission.
COPS is new philosophy of policing based on the concept that police officers and private
citizens working together in creative ways can help solve contemporary community problems,
related to crime, fear of crime, social and physical disorder and neighbourhood decay.
COPS represent a philosophy of policing, more than a specific set of programs and activities
with these central elements:
a. Broaden definition of what police work.
b. Interactions between the police and the citizenry
c. Greater attention to pro-active problem solving and crime prevention strategies.
d. Efforts to restructure police bureaucracy to provide more decentralized planning and service
delivery.

COPS has been a dominant police managerial and operational style. It is at the forefront of the
PNP program for CY 2000 (Crime prevention and control thru COPS)

Program Component of COPS

Skolnick and Bayley (1988), in reviewing experience worldwide, identified four components of
community-oriented policing namely;
1. Community-based crime prevention
2. Pro-active non-emergency police services
3. Police accountability to local communities; and
4. Decentralization of command.

These programmic elements present in the various programs and scheme under the banner
of COPS being implemented by the PNP. Community based crime prevention is the ultimate goal
and center piece of COPS. Since communities are made up of neighbourhoods. Neighbourhood
watch has become the centrepiece of community based crime prevention. Neighbourhood watch is
done through the following:
a. Residents of a defined area are encouraged to get together and act as the eyes and ears of
the police. This requires a certain amount of vigilance by residents looking out for suspicious
character and vehicles, and then informing the police.
b. The police assist the residents in marking the property with individual code. This is intended
to deter thieves and to facilitate identification and return of stolen property.
c. The police visits residents/household and make recommendation for improving security and
safety.
Above all. Neighbourhood watch tried to inculcate a feeling of neighbourhood identity and
therefore of community. This means that an individual who resides in the neighbourhood should
bear and share some collective responsibility for the safety of other persons and the security of their
property, as well as for their own safety and security.

Problem- Oriented Policing; Sara Model

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 The problem-solving approach to policing represents a significant evolutionary step in
helping law enforcement to work “smarter, not harder.” Rather than approaching call for help or
service as separate, individual events to be processed by traditional methods, problem oriented
policing emphasizes analyzing groups of incidents and driving solutions that draw upon a wide
variety of public and private resources ( Stewart, 1987). Careful follow-up and assessment of police
performance in dealing with the problem completes the systematic process.

The strategy consists of four parts:

1. Scanning-Instead of relying upon broad, law related concept, policemen are encourage to
group individual related incidents that come to their attention as Problems and define these
problems in more precise and useful terms.
2. Analysis- Policemen are working on a well define problem than collect information from a
variety of public and private source- not just police data. They use the information to
illuminate the underlying nature of the problem, suggest its causes and a variety of options
for its resolution.
3. Response- Working with citizens, business and public and private agencies, policemen
tailor a program of action suitable to the characteristics of the problem. Solutions may go
beyond traditional criminal justice system remedies to include other community agencies or
organizations.
4. Assessment- Finally, the policemen evaluate the impact of these efforts to see if the
problem were actually alleviated.

The process also requires policemen to collect information from a wide variety of sources
beyond the police station and enlist support from community and private organizations and groups-
initially to describe the problem and later to fashion solutions that meet public needs as well as
those of the criminal justice system.
The experimental approach to problem-oriented policing follows four basic principles;
1. Participation. Policemen of all ranks, from all units, should be able to use the procedures as
part of their daily routine.
2. Information- The system must encourage a broad range of information not limited to
conventional police data.
3. Response- The system must encourage a broad range of solutions not limited to the
criminal justice process.
4. Reproducibility- The system must be one that any police station could apply.

The problem-oriented police station thus will be able to take the initiative in working with other
agencies on community problems when these problems touch on police responsibilities. Such a
police station can make more efficient use of its resources when it needs fewer policemen to patrol
the neighbourhood. This police station will be more responsive to community needs, enjoying better
public relations when citizens see the police demonstrating concern for their day to day needs. The
result will be a more effective response to crime and other troubling conditions in the
neighbourhoods.

Operational Guideline
1. COPS requires full time commitments to its mission to identify and solve community
problems. COPS strategies to stabilize neighbourhoods, identify the causes of crime and
fear of crime, promote citizen partnership and interaction, and implement solutions that can
be effectively carried out if not interrupted.
2. COPS does not only emphasize a strong working relationship among police function but the
internalization of its philosophy and values throughout the organization.
3. COPS should not be viewed as another specialized function within the police organization
nor be seen merely as an elite project to boost the image of the police.
The mission of COPS is to identify and resolve community problems related to crime and the
fear of crime and other social disorders through close interaction with the community and by
engaging in crime prevention, criminal apprehension and other activities which support routine
police functions. These activities may include some traditional police strategies, but are primary
problem-solving processes. Community policemen pursue these basic objectives:

21
 1. To identify community problems caused by crime and other factors contributing to social
disorder;
2. To engage in high visibility policing strategies and tactics to stabilized communities by
enhancing the citizen perception of police presence; and
3. To lessen the impact of problems or its causes through interaction with citizens and the
introduction of appropriate actions by itself or with other sectors.
In addition, community policemen are expected to thoroughly investigate on scene crimes and
incidents, respond as back up units to emergency calls in the areas and assist in crowd control
whenever necessary.

LESSON 9: RULE 113 OF THE RULES OF COURT (ARREST)

Arrest

Section 1. Definition of arrest. — Arrest is the taking of a person into custody in order that he may
be bound to answer for the commission of an offense. (1)

Section 2. Arrest; how made. — An arrest 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.

No violence or unnecessary force shall be used in making an arrest. The person arrested shall not
be subject to a greater restraint than is necessary for his detention. (2a)

1. By virtue of warrant
2. Arrest without Warrant under exceptional circumstance as may be provided by statute:
(Sec. 5, Rule
113, Rules of Court)

What is Warrant of Arrest?

Is an order in writing issued in the name of the people of the Philippines signed by a judge
directed to a peace officer, commanding him to arrest the person stated therein at take him into
the custody of law in order that he may be bound to answer for the commission of an offense.

Essential Requisites of a valid warrant of Arrest:

It must be issued upon probable cause which may be determined personally by a judge after
examination under oath or affirmation of the complainant and the witness he may produce:

What is Probable Cause?

- refers to the facts and circumstances which could lead a reasonable, discreet and
prudent man to believe that a property subject of an offense is in the place sought to be
searched.
1. The warrant must particularly describe the person to be search.

What is Richard Doe/John Doe Warrant?

Is a warrant containing no specific person to be arrested but only descriptions based from
the testimonies of the victim/s or the witnesses. It contains the physical description of the
accused as well as other factors to be considered for the identification of the accused (Sadili, &
Pena, 1998).

Alias Warrant
A-refers to the warrant of arrest issued by a judge to a peace officer after returning the
original warrant of arrest after the lapse of the 10-day validity period.

Section 3. Duty of arresting officer. — It shall be 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.
(3a)
22
Section 4. Execution of warrant. — 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 therefor. (4a)

NOTE: A warrant of arrest has NO expiry date. It remains valid until arrest is effected or
lifted.

Section 5. Arrest without warrant; when lawful. — A peace officer or a private person may, without
a warrant, arrest a person:

(a) When, in his presence, the person to be arrested has committed, is actually committing,
or is attempting to commit an offense;

(b) 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

(c) When the person to be arrested is a 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.

In cases falling under paragraph (a) and (b) above, 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. (5a)

Section 6. Time of making arrest. — An arrest may be made on any day and at any time of the day
or night. (6)

Section 7. 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.
(7a)

Section 8. 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. (8a)

Section 9. 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. (9a)

Section 10. Officer may summon assistance. — 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. (10a)

Section 11. Right of officer to break into building or enclosure. — An officer, in order to make an
arrest either by virtue of a warrant, or without a warrant as provided in section 5, may break into any
23
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. (11a)

Section 12. Right to break out from building or enclosure. — Whenever an officer has entered the
building or enclosure in accordance with the preceding section, he may break out therefrom when
necessary to liberate himself. (12a)

Section 13. Arrest after escape or rescue. — 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. (13)

Section 14. Right of attorney or relative to visit person arrested. — Any member of the Philippine
Bar shall, at the request of the person arrested or of another acting in 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. (14a)

(Excerpts on the speech of former Sen. MIRIAM DEFENSOR SANTIAGO at the Philippine
National Police Headquarters, Camp Crame, on March 13, 2006.)

Under the Rules of Court, Rule 113, Section 5, a warrantless arrest, also known as "citizen’s arrest,"
is lawful under three circumstances:

1. When, in the presence of the policeman, the person to be arrested has committed, is
actually committing, or is attempting to commit an offense. This is the "in flagrante delicto"
rule.
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. This is the "hot pursuit" arrest rule.
3. When the person to be arrested is a prisoner who has escaped from a penal establishment.

In flagrante delicto warrantless arrest should comply with the element of immediacy between the
time of the offense and the time of the arrest. For example, in one case the Supreme Court held that
when the warrantless arrest was made three months after the crime was committed, the arrest was
unconstitutional and illegal.

If an accused is caught in flagrante delicto, the warrantless arrest is lawful and the evidence
obtained in a search incidental to the arrest is admissible as evidence. One common example of a
warrantless arrest is a buybust operation.

An offense is committed in the presence or within the view of an officer when the officer sees the
offense, although at a distance; or hears the disturbance that it creates and proceeds at once to the
scene.

If the warrantless arrest turns out to be unlawful, still the court is capable of assuming jurisdiction
over the accused. Any objection to the court’s jurisdiction is waived, when the person arrested
submits to arraignment without any objection.

The test of in flagrante delicto arrest is that the suspect was acting under circumstances reasonably
tending to show that he has committed or is about to commit a crime. Evidence of guilt is not
necessary. It is enough if there is probable cause. For example, if there was a prior arrangement to
deliver shabu inside a hotel, the immediate warrantless arrest of the accused upon his entry in the
hotel room is valid. By contrast, the discovery of marked money on the accused does not justify a
warrantless arrest.

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Under the rule on "hot pursuit" arrest, the policeman should have personal knowledge that the
suspect committed the crime. The test is probable cause, which the Supreme Court has defined as
"an actual belief or reasonable grounds of suspicion."

Under this rule, the policeman does not need to actually witness the execution or acts constituting
the offense. But he must have direct knowledge, or view of the crime, right after its commission.

* Mentally disabled persons on emergency grounds.

* Arrest based on unreasonable suspicion.

The Constitution does not forbid warrantless search; it only forbids unreasonable search. The Rules
of Court, Rule 126, Section 13, allows a warrantless search, provided it is incident to a lawful arrest.
The law provides: "A person lawfully arrested maybe searched for dangerous weapons or anything
which may have been used or constitute proof in the commission of an offense without a search
warrant."

To be valid, the search must have been conducted at about the time of the arrest or immediately
thereafter, and only at the place where the suspect was arrested, or the premises or surroundings
under his immediate control.

Any evidence obtained during an illegal search (even if it confirms initial suspicion of felonious
activity) is considered absolutely inadmissible for any purpose in any proceeding, since it is
considered to be the fruit of a poisonous tree. Since the Anti-Wiretapping Law provides that an
illegal wiretap is inadmissible for any purpose in any proceeding, being the fruit of a poisonous tree,
do you wonder how the alleged Garci tape could be possibly considered admissible? I wonder too.

A valid arrest must precede the search, not vice versa. One exception to the rule on search is
waiver by the suspect. For example, where the shabu was discovered by virtue of a valid
warrantless search, and the accused himself freely gave his consent to the search, the prohibited
drugs found as a result were inadmissible as evidence.

Another example, is the stop-and-frisk rule. A warrantless search is allowed if the officers had
reasonable or probable cause to believe before the search that either the motorist is a law offender,
or that they did find the evidence pertaining to the commission of a crime in the vehicle to be
searched. The rule for checkpoints is that the inspection of the vehicle should be limited to a visual
search. The vehicle itself should not be searched, and its occupants should not be subjected to a
body search.

* Seizure of prohibited articles in plain view. The seizure should comply with the following
requirements:

(1) A prior valid intrusion based on a valid warrantless arrest, in which the police are legally present
in the pursuit of their official duties.

(2) The evidence was inadvertently discovered by the police who had the right to be where they are.

(3) The evidence must be immediately apparent.

(4) Plain view justified mere seizure of evidence without further search.

As a lawyer and a former RTC judge, I am a very strong law and-order person. The people
upholding law in society are policemen and therefore, all doubts should be resolved in favor of the
police. After all, the Rules of Court provides for the disputable presumption that official duty has
been regularly performed.

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I submit that it is not fair to demand that the police should risk their very lives to uphold the rule of
law, and yet should be held in low esteem by people whose mission in life is to change or disregard
the law, outside of constitutional processes. Accordingly, as vice chair of the Senate Finance
Committee, I will file at the end of the Senate budget hearings, a motion to appropriate the sum of
R37 billion for the Philippine National Police.

* More firearms, both short and long; more radios, whether base, mobile, or handheld.

It is not the guns or armament or the money they can pay. It is the close cooperation that makes
them win the day. It is not the individual or the police as a whole but the everlasting teamwork

d) Rule 126 of the Rules of Court (Search and Seizure)

Search and Seizure

Search
- is
to examine another's premises (including a vehicle) to look for evidence of criminal activity.
It is unconstitutional under the 4th and 14th Amendments for law enforcement officers to conduct a
search without a "search warrant" issued by a judge or without facts which give the officer "probable
cause" to believe evidence of a specific crime is on the premises and there is not enough time to obt
ain a search warrant. 2) to trace the records of ownership of real property in what is commonly calle
d a "title search."

Seizure -
a seizure is the forcible taking of property by a government law enforcement official from a person
who is suspected of violating, or is known to have violated, the law.

Search and seizure is a procedure used in many civil law and common law legal systems
by which police or other authorities and their agents, who, suspecting that a crime has been
committed, commence a search of a person's property and confiscate any relevant evidence found
in connection to the crime.

Section 1. Search warrant defined. — 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. (1)

Section 2. Court where application for search warrant shall be filed. — An application for search
warrant shall be filed with the following:

a) Any court within whose territorial jurisdiction a crime was committed.

b) 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.

However, if the criminal action has already been filed, the application shall only be made in the court
where the criminal action is pending. (n)

Section 3. Personal property to be seized. — A search warrant may be issued for the search and
seizure of personal property:

(a) Subject of the offense;

(b) Stolen or embezzled and other proceeds, or fruits of the offense; or
(c) Used or intended to be used as the means of committing an offense. (2a)

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Section 4. Requisites for issuing search warrant. — A search warrant shall not issue except 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 he may produce,
and particularly describing the place to be searched and the things to be seized which may be
anywhere in the Philippines. (3a)

Section 5. Examination of complainant; record. — The judge must, before issuing the warrant,
personally examine in the form of searching 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. (4a)

Section 6. Issuance and form of search warrant. — 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 these Rules. (5a)

Section 7. Right to break door or window to effect search. — 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. (6)

Section 8. Search of house, room, or premise to be made in presence of two witnesses. — 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. (7a)

Section 9. Time of making search. — 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. (8)

Section 10. Validity of search warrant. — A search warrant shall be valid for ten (10) days from its
date. Thereafter it shall be void. (9a)

Section 11. Receipt for the property seized. — 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. (10a)

Section 12. Delivery of property and inventory thereof to court; return and proceedings thereon. —
(a) 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.

(b) Ten (10) days after issuance of the search warrant, the issuing judge shall ascertain if the
return has been made, and if none, shall summon the person to whom the warrant was
issued and require him to explain why no return was made. If the return has been made, the
judge shall ascertain whether section 11 of this Rule has been complained with and shall
require that the property seized be delivered to him. The judge shall see to it that subsection
(a) hereof has been complied with.

(c) The return on the search warrant shall be filed and kept by the custodian of the log book
on search warrants who shall enter therein the date of the return, the result, and other
actions of the judge.

A violation of this section shall constitute contempt of court.(11a)

27
Section 13. Search incident to lawful arrest. — A person lawfully arrested may be searched for
dangerous weapons or anything which may have been used or constitute proof in the commission
of an offense without a search warrant. (12a)

Section 14. Motion to quash a search warrant or to suppress evidence; where to file. — A motion to
quash a search warrant and/or to suppress evidence obtained thereby may be filed in and acted
upon only by the court where the action has been instituted. If no criminal action has been instituted,
the motion may be filed in and resolved by the court that issued the search warrant. However, if
such court failed to resolve the motion and a criminal case is subsequent filed in another court, the
motion shall be resolved by the latter court. (n)

e) UN Convention on Civil and Political Rights (See attached PDF)

CHAPTER II
CONCEPT OF HUMAN RIGHT IN LAW ENFORCEMENT OPERATION

LESSON 1: ARTICLE III OF THE 1987 PHILIPPINE CONSTITUTION

A constitutional right can be a prerogative or a duty, a power or a restraint of power,

recognized and established by a sovereign state or union of states. All constitutional rights are
expressly stipulated and written in a consolidated national constitution, which is the supreme law of
the land, meaning that any other laws which are in contradiction with it are considered
unconstitutional and thus regarded as invalid. Usually any constitution defines the structure,
functions, powers, and limits of the national government and the individual freedoms, rights, and
obligations which will be protected and enforced when needed by the national authorities.

BILL OF RIGHTS

Section 1. No person shall be deprived of life, liberty, or property without due process of law, nor
shall any person be denied the equal protection of the laws.

Section 2. The right of the people to be secure in their persons, houses, papers, and effects against
unreasonable searches and seizures of whatever nature and for any purpose shall be inviolable,
and no search warrant or warrant of arrest shall issue except upon probable cause to be determined
personally by the judge after examination under oath or affirmation of the complainant and the
witnesses he may produce, and particularly describing the place to be searched and the persons or
things to be seized.

Section 3. (1) The privacy of communication and correspondence shall be inviolable except upon
lawful order of the court, or when public safety or order requires otherwise, as prescribed by law.

(2) Any evidence obtained in violation of this or the preceding section shall be inadmissible for any
purpose in any proceeding.

Section 4. No law shall be passed abridging the freedom of speech, of expression, or of the press,
or the right of the people peaceably to assemble and petition the government for redress of
grievances.

Section 5. No law shall be made respecting an establishment of religion, or prohibiting the free
exercise thereof. The free exercise and enjoyment of religious profession and worship, without
discrimination or preference, shall forever be allowed. No religious test shall be required for the
exercise of civil or political rights.

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Section 6. The liberty of abode and of changing the same within the limits prescribed by law shall
not be impaired except upon lawful order of the court. Neither shall the right to travel be impaired
except in the interest of national security, public safety, or public health, as may be provided by law.

Section 7. The right of the people to information on matters of public concern shall be recognized.
Access to official records, and to documents and papers pertaining to official acts, transactions, or
decisions, as well as to government research data used as basis for policy development, shall be
afforded the citizen, subject to such limitations as may be provided by law.

Section 8. The right of the people, including those employed in the public and private sectors, to
form unions, associations, or societies for purposes not contrary to law shall not be abridged.

Section 9. Private property shall not be taken for public use without just compensation.

Section 10. No law impairing the obligation of contracts shall be passed.

Section 11. Free access to the courts and quasi-judicial bodies and adequate legal assistance shall
not be denied to any person by reason of poverty.

Section 12. (1) Any person under investigation for the commission of an offense shall have the right
to be informed of his right to remain silent and to have competent and independent counsel
preferably of his own choice. If the person cannot afford the services of counsel, he must be
provided with one. These rights cannot be waived except in writing and in the presence of counsel.

(2) No torture, force, violence, threat, intimidation, or any other means which vitiate the free will shall
be used against him. Secret detention places, solitary, incommunicado, or other similar forms of
detention are prohibited.

(3) Any confession or admission obtained in violation of this or Section 17 hereof shall be
inadmissible in evidence against him.

(4) The law shall provide for penal and civil sanctions for violations of this section as well as
compensation to and rehabilitation of victims of torture or similar practices, and their families.

Section 13. All persons, except those charged with offenses punishable by reclusion perpetua when
evidence of guilt is strong, shall, before conviction, be bailable by sufficient sureties, or be released
on recognizance as may be provided by law. The right to bail shall not be impaired even when the
privilege of the writ of habeas corpus is suspended. Excessive bail shall not be required.

A writ of habeas corpus is used to bring a prisoner or other detainee before the court to determine
if the person's imprisonment or detention is lawful.

Section 14. (1) No person shall be held to answer for a criminal offense without due process of law.

(2) In all criminal prosecutions, the accused shall be presumed innocent until the contrary is proved,
and shall enjoy the right to be heard by himself and counsel, to be informed of the nature and cause
of the accusation against him, to have a speedy, impartial, and public trial, to meet the witnesses
face to face, and to have compulsory process to secure the attendance of witnesses and the
production of evidence in his behalf. However, after arraignment, trial may proceed notwithstanding
the absence of the accused provided that he has been duly notified and his failure to appear is
unjustifiable.

Section 15. The privilege of the writ of habeas corpus shall not be suspended except in cases of
invasion or rebellion when the public safety requires it.

Section 16. All persons shall have the right to a speedy disposition of their cases before all judicial,
quasi-judicial, or administrative bodies.
29
Section 17. No person shall be compelled to be a witness against himself.

Section 18. (1) No person shall be detained solely by reason of his political beliefs and aspirations.

(2) No involuntary servitude in any form shall exist except as a punishment for a crime whereof the
party shall have been duly convicted.

Section 19. (1) Excessive fines shall not be imposed, nor cruel, degrading or inhuman punishment
inflicted. Neither shall the death penalty be imposed, unless, for compelling reasons involving
heinous crimes, the Congress hereafter provides for it. Any death penalty already imposed shall be
reduced to reclusion Perpetua.

(2) The employment of physical, psychological, or degrading punishment against any prisoner or
detainee or the use of substandard or inadequate penal facilities under subhuman conditions shall
be dealt with by law.

Section 20. No person shall be imprisoned for debt or non-payment of a poll tax.

Section 21. No person shall be twice put in jeopardy of punishment for the same offense. If an act is
punished by a law and an ordinance, conviction or acquittal under either shall constitute a bar to
another prosecution for the same act.

Section 22. No ex post facto law or bill of attainder shall be enacted.

Ex post facto law, law that retroactively makes criminal conduct that was not criminal when
performed, increases the punishment for crimes already committed, or changes the rules of
procedure in force at the time an alleged crime was committed in a way substantially
disadvantageous to the accused.

LESSON 2: RA 7438 (RIGHTS OF PERSONS ARRESTED, DETAINED OR UNDER CUSTODIAL

INVESTIGATION)

Republic Act No. 7438

An Act Defining Certain Rights of Person Arrested, Detained Or Under Custodial

Investigation As Well As The Duties Of The Arresting, Detaining And Investigating Officers , And
Providing Penalties For Violations Thereof.

Be it enacted by the Senate and House of Representatives of the Philippines in Congress

assembled:

Section 1. Statement of Policy. – It is the policy of the Senate to value the dignity of every human
being and guarantee full respect for human rights.

Section 2. Rights of Persons Arrested, Detained or Under Custodial Investigation; Duties of

Public Officers. –

(a) Any person arrested detained or under custodial investigation shall at all times be
assisted by counsel.

(b) Any public officer or employee, or anyone acting under his order or his place, who
arrests, detains or investigates any person for the commission of an offense shall (1) inform
the latter, in a language known to and understood by him, (2) of his rights to remain silent
and (3) to have competent and independent counsel, preferably of his own choice, who shall
at all times be allowed to confer privately with the person arrested, detained or under
custodial investigation. (4) If such person cannot afford the services of his own counsel, he
must be provided with a competent and independent counsel by the investigating officer.
30
 (MIRANDA RIGHTS)

(c) The custodial investigation report shall be reduced to writing by the investigating officer,
provided that before such report is signed, or thumb marked if the person arrested or
detained does not know how to read and write, it shall be read and adequately explained to
him by his counsel or by the assisting counsel provided by the investigating officer in the
language or dialect known to such arrested or detained person, otherwise, such investigation
report shall be null and void and of no effect whatsoever.

(d) Any extrajudicial confession made by a person arrested, detained or under custodial
investigation shall be in writing and signed by such person in the presence of his counsel or
in the latter's absence, upon a valid waiver, and in the presence of any of the parents, elder
brothers and sisters, his spouse, the municipal mayor, the municipal judge, district school
supervisor, or priest or minister of the gospel as chosen by him; otherwise, such extrajudicial
confession shall be inadmissible as evidence in any proceeding.

Extra Judicial Confession is a confession that is made by the suspect during

custodial investigation or those confessions that are made outside of the court.

(e) Any waiver by a person arrested or detained under the provisions of Article 125 of the
Revised Penal Code, or under custodial investigation, shall be in writing and signed by such
person in the presence of his counsel; otherwise the waiver shall be null and void and of no
effect.

(f) Any person arrested or detained or under custodial investigation shall be allowed visits by
or conferences with any member of his immediate family, or any medical doctor or priest or
religious minister chosen by him or by any member of his immediate family or by his
counsel, or by any national non-governmental organization duly accredited by the
Commission on Human Rights of by any international non-governmental organization duly
accredited by the Office of the President. The person's "immediate family" shall include his
or her spouse, fiancé or fiancée, parent or child, brother or sister, grandparent or grandchild,
uncle or aunt, nephew or niece, and guardian or ward.

As used in this Act, "custodial investigation" shall include the practice of issuing an "invitation" to a
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.

Custodial Investigation - -the questioning initiated by law enforcement officers after a

person has been taken into custody or otherwise deprived of his freedom of action in any significant
way.

Section 3. Assisting Counsel. – Assisting counsel is any lawyer, except those directly affected by
the case, those charged with conducting preliminary investigation or those charged with the
prosecution of crimes.

The assisting counsel other than the government lawyers shall be entitled to the following fees;

(a) The amount of One hundred fifty pesos (P150.00) if the suspected person is chargeable
with light felonies;lawphi1©alf

(b) The amount of Two hundred fifty pesos (P250.00) if the suspected person is chargeable
with less grave or grave felonies;

(c) The amount of Three hundred fifty pesos (P350.00) if the suspected person is chargeable
with a capital offense.

31
 The fee for the assisting counsel shall be paid by the city or municipality where the custodial
investigation is conducted, provided that if the municipality of city cannot pay such fee, the
province comprising such municipality or city shall pay the fee: Provided, That the Municipal
or City Treasurer must certify that no funds are available to pay the fees of assisting counsel
before the province pays said fees.

In the absence of any lawyer, no custodial investigation shall be conducted and the suspected
person can only be detained by the investigating officer in accordance with the provisions of Article
125 of the Revised Penal Code.

Section 4. Penalty Clause. – (a) Any arresting public officer or employee, or any investigating
officer, who fails to inform any person arrested, detained or under custodial investigation of his right
to remain silent and to have competent and independent counsel preferably of his own choice, shall
suffer a fine of Six thousand pesos (P6,000.00) or a penalty of imprisonment of not less than eight
(8) years but not more than ten (10) years, or both. The penalty of perpetual absolute
disqualification shall also be imposed upon the investigating officer who has been previously
convicted of a similar offense.

The same penalties shall be imposed upon a public officer or employee, or anyone acting
upon orders of such investigating officer or in his place, who fails to provide a competent and
independent counsel to a person arrested, detained or under custodial investigation for the
commission of an offense if the latter cannot afford the services of his own counsel.

(b) Any person who obstructs, prevents or prohibits any lawyer, any member of the
immediate family of a person arrested, detained or under custodial investigation, or any
medical doctor or priest or religious minister chosen by him or by any member of his
immediate family or by his counsel, from visiting and conferring privately with him, or from
examining and treating him, or from ministering to his spiritual needs, at any hour of the day
or, in urgent cases, of the night shall suffer the penalty of imprisonment of not less than four
(4) years nor more than six (6) years, and a fine of four thousand pesos
(P4,000.00).lawphi1©

The provisions of the above Section notwithstanding, any security officer with custodial
responsibility over any detainee or prisoner may undertake such reasonable measures as may be
necessary to secure his safety and prevent his escape.

Section 5. Repealing Clause. – Republic Act No. No. 857, as amended, is hereby repealed. Other
laws, presidential decrees, executive orders or rules and regulations, or parts thereof inconsistent
with the provisions of this Act are repealed or modified accordingly.

Section 6. Effectivity. – This Act shall take effect fifteen (15) days following its publication in the
Official Gazette or in any daily newspapers of general circulation in the Philippines.

CHAPTER III
LAW ENFORCEMENT PLANNING

LESSON 1: Planning as a Management Function

Management is defined as the use of people and other resources to accomplish objectives.
This definition is applicable to all organizational structure, both profit oriented and non- profit. The
process of management is an important to the effective functioning of any organization.
Management involves in the creation of an environment in which people can most effectively
use other resources to reach stated goals. In involves the implementation of four basic functions
which play a role in the operations of all organizations.

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Four Basic Functions of Management
1. Planning
2. Organizing
3. Leading
4. Controlling

PLANNING - can be defined as the process by which managers set objectives. Assess the future,
and develop courses of action to accomplish these objectives. All managers are involved in
planning activities.
ORGANIZING - is the process of obtaining and arranging people (staffing) and physical resources
to carry out plans and accomplish organizational objectives. It is a continuing process in any
organization.
LEADING - is a critical activity in all organizations. It can be defined as the act of motivating or
causing people to perform certain tasks intended to achieve specific objectives. It is the art of
making things happen.
CONTROLLING - can be defined as the continual analysis and measurement of actual operations
against the established standards developed during the planning process.
Managers must anticipate future environmental changes that may affect operations. These
might consist of changes of the environment, technological innovation and/or political disturbances
in a country.
While managers can’t control this situation, they can plan effectively to reduce risk and
prepare the organization to withstand the roller coaster ride of the future uncertainty.
As planners undertake the tasks that lie ahead, they must develop an atmosphere that
permeates the entire organization, but which is managed in such a way that is not disorienting or
threatening. The substantive issues which face law enforcement must be in the fore front, and the
planner must not allow preoccupation with mechanical improvements as compared to the past
decades.
Planning forced managers to anticipate changes and to prepare to cope with it. Changes can
often result in new opportunities, new markets, and a chance for growth- if plans have been made to
capitalize upon such change.

PLANNING
Can be defined as the process by which managers set objectives, assess the future, and
develop courses of action designed to accomplish objectives. It also includes determining
appropriate objectives and the optimum timetable for achieving them. It is a continuous function that
directs the organization through a change-oriented environment in the pursuit of established
objectives. It also specifies the actions needed to reach these objectives

WHAT IS PLAN?
- are detailed expressions of actions necessary to accomplish stated organizational
objectives.
- are decisions made in advance.

ELEMENTS OF PLANNING
1. A goal- What do you want to attain?
2. Course of action- how would you reach your goal?
3. Implementing group- Who is tasked to do the actions?
4. Resources needed- What is needed to accomplish?

Importance of Planning
Careful planning should result in the development of a blueprint describing the means to
accomplish objectives. Enumerated are the reasons why planning is considered to be a vital
function of every managers.
1. People become PRO-ACTIVE not just RE-ACTIVE

33
 It is best to solve a problem before it happens. A plan which is put in place rehearsed,
and evaluated would make implementation easier. It would make the police units dynamic and
responsive.
2. Doing more with less
PNP resources are always not enough. Hence, they must be used to the fullest and with
maximum impact. In this case one plus one should be equal three or more or the sum of the
parts should be greater than the whole.
3. Foundation of your work
A plan establishes the basis for what you are doing. You will have a quite guide or
roadmap to help you to the right things. Take for example the station patrol plan. It coordinates
movement and extends police visibility in crime prone and periods.
4. Helps make your people become more productive
When people know what you want to do, how you want it done and what is expected of
them they adapt to their roles and become productive. They will have a mastery of their job.
People know their roles and understand their value and contribution in the over-all operations.
5. Reflects your competence
Your experience and training will be reflected on the plan you make. It will establish that
you have’’ your act together.” It also compels you to “sharpen your saw” or to read more about
delivering quality police service. A good plan is good image builder.
6. Gives the strategic and tactical advantage
A well formulated and instituted plan allows the commander to make actions and
decisions which have long-term impact. At the same time, it prepares the unit for contingencies
needing short-term solutions. Dynamism is an essential requirement of any unit. It must be
flexible and attuned to the people’s will.

SKILLS NEEDED FOR PLANNING

1. Good analytical thinking
You have to know the situations. You have to set-up your baseline data, learn to analyze
what is happening and how it affects your unit. Where is your crime prone area? What is your
crime clock?
2. Forecasting
Seeing ahead and making sounds assumptions. Begin with the end in mind. Use your
intuition based on a sound’s reflection of past experiences. Look at the confluence of events and
look at the future scenario. Use your imaginations. Play around with ideas which would help you
to be more effective as a police unit commander. Examine the casual relationship of events, and
draw conclusions with a view of the future.
Forecasts are estimate or predictions of future events or outcomes for a specified time
period. It plays critical roles in the planning process, and there is reflected in the accuracy of
plans that are developed.
3. Prioritizing
Compare your sources/ capabilities with your goals and objectives; what and who should
be tasked to reach certain purposes or ends. Ask what should be done first? What is more
important? What has a strategic impact?
4. Sound objective setting
Know where you are going and how to get there. Be practical. A journey of a thousand
miles begins with a first step.
5. Contingency Planning and Crisis Management
A contingency plan represents your efforts to guess what might go wrong or differently
with your plan and how to handle it if it does.
6. Monitoring
Identifying success indicators and follow-up
Try to see the progress of your plan. Make a checklist of what has been done. Place
reminders on conspicuous places to remind you of the progress of plan.
7. Documenting
If you have not written it, then you have not enough of it. Write your ideas down. Report
the progress of your plan.
8. Flexibility

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 Adjust your plans to resources. Be realistic. Do not incorporate tasks which need
legislation. Also, be flexible to the point of being able to modify certain part of the plan which do
not work.
9. Inter-Operability
This refers to the capability of the commander to work in synergy with the different
government and private sectors of the community. These sectors are just waiting to be tapped
and are eager to work with the PNP in pursuit of peace and order. In this regard strategic and
tactical alliances may be established with the church, the schools, and the local governments
units and with civic organizations to realize community support for the PNP.
“Inter-Operability” is not just mere coordination, collaborations or liaisoning. It is a commitment to
deploy and employ resources, and mobilize with synchronized energy with the different sectors of
the community. It is establishing strategic and tactical alliances towards the vision of peace and
order.

PLANNING AND DECISION MAKING

DECISION MAKING – is a process of identifying options and choosing those courses of

actions necessary to perform a given task. It triggers actions designed to keep plans in motion.

Three characteristics of planning as an area of decision making

1) Planning is anticipatory decision making
2) Planning involves a system of decision
3) Planning involves the creation of desired future sets

LESSON 2: Steps in Planning Process

INTENDED LEARNING OUTCOME:

At the end of the topic, students should be able to:

 Learn the concept and significance of the steps in planning process.

Steps in Planning Process

1. Define the overall purpose or goal
2. Determine the major components or objective of the plan
3. Make sure that your objectives align (support) the overall purpose.
4. Collect and evaluate the data you will need to determine what it will take to complete each
components of the plan.
5. Make sure the data you collected and evaluated support the overall purpose
6. Develop a forecast plan
7. Make sure that your forecasts plan supports the over-all purpose
8. Determine action steps
9. Make sure that your action steps support the overall purpose
10. Develop a contingency plan.
11. Implementation your plan.
12. Make sure that your contingency plans support the overall purpose.
13. Make sure that your implementations support the overall purpose.
14. Check the progress of your plan frequently.
15. Make sure that your plan implemented that the overall purpose remains in focus.

Define the Purpose or the Goal

What: Ironically, the first and most crucial step is often the most forgotten. For any plan to be
successful you have a clear understanding of the desired outcome. So until the over-all purpose is
understood, nothing else should be done. As the model shows, you return to the purpose or goal
between each step of the planning process to ensure that you are in the right track. Many well
intended plans go awry because people lose sight of the overall goal.
How: A well-defined purpose or goal takes some thought. Here some of the main elements;
1. It states in broad terms what the desired outcome is.
2. It defines the project’s time schedule

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 3. It describes the resources that will be used. Resources should be expressed in terms of
people’s time and financial costs, among others.
4. It states any quality standards that are applicable (general accounting practices, customer
satisfaction guidelines, no negative impact on other processes, etc.)

Set Objective
What: Based on you well defined purpose or goal, you will set broad objectives that
describe the major components of your object. Make a list of your objectives for easy
reference.
How: You want to move from your overall purpose or goal statement to the details of your
project. Do this by determining the major “chunks” of the project.

Collect and Evaluate Data

What: Once your broad objectives are set, data collections begin. For each major
component of projects, you need to determine what the relevant facts are and what actions
are necessary to complete each objective. Then developed a realistic and factual list of
specific details or critical success factors for each objective of your plan.
Be sure to involve others through-out the planning process, but especially at this
point. You need feedback from the people who will implement the objectives or be affected
by them. By involving others now, you may prevent many problems down the road, where
they are much harder to fix.
How: To collect the data needed for each objective, you should ask and answer the
following question:
1. What work is required to accomplish this objective?
2. Who must perform this work?
3. What issues or challenges will arise while getting this work done?
4. Are those involve committed to this project?
5. How long has similar work taken?
6. What is a realistic amount of time to complete this objective?
7. Are there risks involved?

Develop a Forecast
What: Forecasting is perhaps the most creative step of the planning process that a police
manager must develop, because several views must be tested before you decide on a
project schedule. At this point of the plan, all of your data should be integrated into a
cohesive roadmap. Now you will take this detailed information for each objectives and test
how it works together in meeting the overall purpose or goal. This step is called forecasting
because it is the first time that you will have needed and necessary quality measurements.
How: Forecasting will be less difficult if you compare different possible scenarios to find the
solutions or courses of action that best meets the needs of the overall purpose or goal. To
make component of the project, answer this question,
1. Which activities must be done? Eliminate any duplicate task that do not add value
to the project.
2. What must be completed before work starts on each specific objective?
3. What other activities are dependent upon the completion of this group of activities?

Determine Action Steps

What: Determine what tactical steps are needed to be taken and in what order based on
your forecast and the details you gathered during data collection. Activities are defined in a
very detailed manner during this part of planning process. You may want to develop daily or
weekly checklist depending on the nature of your project. Here some sample approaches:
1. Use daily checklist that tie into weekly checklists and/or weekly checklist that tie
into monthly tracking sheets for your action plan.
2. Keep all activities and their due dates listed on a master action plan.
3. Maintain individual checklist for each employee
4. Post checklists will, all employees’ names and their assigned responsibilities (Peer
pressure is a great motivator)

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 5. Take advantage of project management software to track the completion of
activities.

Develop a contingency plan

What: a contingency plan represents your efforts to guess what might go wrong or
indifferently with your plan and how you handle it if it does. Developing a contingency plan is
important because things rarely go exactly as planned. With a contingency plan in place, you
can minimize the negative effects that changes may have on the success of your project.
How: Coming up with these possible situations requires brainstorming. Be sure to involve
several people in the brainstorming session and answer the following questions:
1. What could happen differently from how have predicted?
2. What effect, if any will these differences have?
3. How should we deal with these differences if they occur?

Implement the plan

What: you have done your research, you have consulted with other people, and you have
remained focused on your overall desired outcome or purpose. Now, take your forecast,
action plan, checklist, contingency plan and begin.
How: Plan implementation has three phases as follows:
1. The start
2. The storm
3. Maintain and sustain
The start- Follow these steps to begin your plan implementation:
1. Communicate the plan. Make sure that everyone involved clearly understands the overall
purpose and the roles he will play in the implementation
2. Track the initial activities very closely
3. Get feedback from those who are involved. Are there any activities that need to be changed
or added?
4. Communicate your initial findings to everyone involved

The storm - These are several issues to arise during the implementation of your plan. Some people
may be confused about the purpose of the plan and its time line; perhaps financial pressures and/or
unexpected complications mat surface. This is normal.
1. Try to determine the root causes of the problem by talking to several people involved.
2. Make several but small needed adjustments. Look at ways clarifying the plan so that small
“irritants” don’t get in the way.
3. Don’t hesitate to implement your contingency plan if necessary
4. Communicate, Communicate, Communicate, plans often stall due to lack of communication
or conflicting message

Maintain/sustain
As the initial focus and attention on the plan die down a bit, the people involved may become.
Complacent or less motivated. It is important to keep up that momentum until the plan is fully
implemented.
1. Spaces out any fanfare or special events connected to your plan. If you hold a big kick off
rally for your plan and we don’t have milestone rallies along the way, people will sense that
the project’s importance and dwindled.
2. Be a role model- make sure that your motivation doesn’t want either.
3. Develop creative ways to keep the plan in everyone’s mind. For example, use periodic
memos with status information and graphics, post charts, leave phone or computer
messages with reminders, updates, etc.

Follow up
What: Follow up is a continuous activity. As your plan is implemented, you need to
frequently check its progress. The follow up stage is also where you will determine if any
contingency actions are needed. Following on a plan should be automatic and as frequent
as necessary to ensure that your plan is still on course.

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 How: Check your plan as often as needed. Base your follow up approach on these criteria:
1. Complexity of the plan- the more complex, the more frequent the follow ups.
2. Past experience with similar plans- yours and those of others involved
3. The likelihood that contingency will be necessary.
Keep in mind that the more specific and measurable your plan, the easier it will be to
determine its progress. Also, remember that the overall purpose or goal should still be the
focus of all your activities.

Decision Making
It is a process of identifying options and choosing those courses of actions necessary to
perform a given task. It triggers action designed to keep plans in motion. It is closely linked to
planning, since all planning involves decision making. Not all decision making is planning

Three special characteristics of planning as an area of decision making

1. Planning is anticipatory decision making; managers must decide what to do and how to do
it before action is required.
2. Planning involves a system of decisions; managers should recognize the interconnections
between one decision or sets of decision and other.
3. Planning involves the creation of desired future sets; managers engage in decision making
aimed at accomplishing the objectives of their organization

Plans- are detailed expressions of actions necessary to accomplish stated

organizational objectives. Once plans are formulated and implemented, they are periodically
evaluated to determine their success, in moving the organization in the direction of its stated
goals.

Plans are decision made in advanced

All organizations are involved in plans. These plans vary in degrees of importance, so it is a
must for every organization to develop a method of classifying plans.
Plans can be classified in three dimensions:
1. Time
2. Use
3. Scope or breadth

The time dimension in planning

Time is the most critical, most elusive, and most often abused of all the ingredients in the
planning process. The available to conduct a major research and development effort, correct a
safety hazard and or react to an organization downturn.
The following time frames are used by managers in describing planning periods:
1. Short range- 1 year or less
2. Intermediate range- between one and five years
3. Long range- Five tears and more

The period of time covered by organizational planning should be related commitments of

organization. The commitment principle state that an organization should plan for a period of time in
the future sufficient to fulfill the commitments resulting from current decisions.
Plans should be reach far enough into the future to cover the subject under consideration.

The use Dimension in Planning

Two major Categories of Plans According to use

1. Single use plans- Predetermined courses of action developed for non-repetitive situations
2. Standing Plans- Predetermined courses of action developed for repetitive situation.

Three Basic Types of single Use Plans

1. PROGRAM - Large scale, single use plan involving numerous interrelated activities

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 2. PROJECT - single use that is a constituent part of a program or is on a smaller scale than a
program
3. BUDGET - financial plan listing the resources or funds assigned to a particular program,
product, or division. It is also considered as single use plan because the process of
developing budget is clearly planning and because budgets take objectives into the account
in deciding in advance how to allocate resources among alternative activities. Organizations
use the budget as the basis for planning and coordination other activities.

Three categories of standing plans

1. Policies - General guidelines for decision making. Many organizations provide parameters
within which decision must be made.
2. Procedures - Guides to action that specify in details the manner in which activities are to
be performed. They tend to be narrower in scope than policies and are often intended to be
used in implementing policies.
3. Rules - Simplest type of standing plans. They are statements of actions that must be taken
or not taken in a given situations. Rules serve as guides to behaviour. Although procedures
may incorporate rules, rules do not incorporate procedures.

LESSON 3: The scope (breadth) Dimension in planning

Some plans are very broad and typically long range, focusing on key organizational
objectives. Other types of plans specify how the organizations will mobilize to achieve these
objectives.

Three basic types of planning According to scope

A. Strategic planning
It is the process of determining the major objectives of an organization and then adopting the
courses of action and allocating the resources necessary to achieve those objectives. Such
planning leads to the development of more specific plans, budget and policies.

Environmental analysis
Is the assessment of external factors; physical environment, geographical location and the
social climate in order to cope with the rapid changes in the environment.

Organization Audit
The assessment of the organization’s capability to adequately respond in the increasing
demands of its constituents. This would enable the organization to maximize its opportunities and
neutralize the existing threats.
Strategies- the major course of action that an organization takes to achieve its goals. Taking in
consideration the opportunities the organization may exploit, and the threats it must address.
Strategic planning is the critical ingredients in the long-term success of the organization

Strategic Plans Technologies

1. SWOT Techniques
Strengths- refers to the elements in the organization which give advantage or make strong
and capable of accomplishing its mission.
Weakness- refers to the elements which constraint the organization from effective and
efficiently attaining its objectives.
Opportunities- refers to the elements which can be tapped to allow the unit to move forward
or progress.
Threats- refers to the element which pose serious challenges to the organization.
2. Vision, mission and Goals (VMG) statement
Mission- the organization’s purpose
Vision- the dream or the aspiration of the organization
Goals- the desired target

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Components of strategic Planning:
1. Strategic alternatives- set of strategic options from which an organization can derive their
preferred choice.
2. Strategic Choice- it is the preferred choice taken from strategic alternatives.

B. Tactical Planning
Strategic Planning focuses on what the organization will be in the future and the tactical
planning emphasizes how this will be accomplished. It refers to the implementation activities and
allocation of resources necessary to achieve the organization’s objectives.
Although the two types of planning are different, both must be carefully blended to achieve the aims
of the organization.
Identification of tasks- Job Description
Staffing- this would involve the allocation of funds or budgets to sustain and at the same time realize
the plan

Set up Performance standards- How would you know that the tasked groups are accomplishing
their tasks at the proper time, place and quality?
In a nutshell, strategic planning answers the question “Where are we going?”, while tactical planning
answers the question “How do we get there?

C. Operational Planning
The final step in the planning hierarchy is operational planning, coordinating the work
standards and the appropriate individuals to implement tactical plans. Operational plans are stated
in terms of quotas, schedules or standards.

Contingency plans
Is an alternative plan that will be implemented should certain events occur or alternative
scenario for use in case of deviation from expected trends? It can be devised to address crises.

Three Benefits of contingency plans

1. It permits quick response to change
2. It prevents panic in crisis situations
3. It makes managers more adaptable by encouraging

Organizing the Planning Function

Planning is a major responsibility of every manager, so managers at every level in the
organizational hierarchy spend part of their workdays engaged in planning activities. Top
management focuses its planning activities on the development of long-range strategic plans, while
middle level managers generally concentrate on planning for their divisions, and supervisory
management focuses its planning activities on developing action programs to meet the goals of its
divisions.

Structuring Planning activities

A number of factors affect the method used by an organization to structure its planning activities.
These include the following:
1. Size of the organization
2. Degree of decentralization
3. Personality of Top Management
4. Nature of the service/ Product

Size of the organization

The larger the organization, the greater the number of people and planning specialist
available to plan. Smaller organizations may be forced to rely on one-or a few- managers to perform
any significant planning activities. Larger organizations can afford to use planning specialist and
may be in a better position to free their managers from the time required to engage in planning.

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Degree of decentralization
Planning in multiproduct, decentralized organization is likely to be more diffused than in a
centralized organization. Each division or production facility in a decentralized operation is likely to
play a significant role in developing major plans. Although such plans may be coordinated by a
planning authority located at the headquarters office, Managers of decentralized organizations are
likely to have more responsibility for planning than their counterparts in highly centralized
operations.

Personality of Top Management

Some top managers prefer to work with a specialized planning staff. Others desire
participation from middle- and supervisory-level managers and require them to assume the major
responsibility for planning.

Nature of the service/ Product

Multi product companies may assign planning responsibilities to relatively low organizational
level. Decentralization would put planning in the hands of managers who are closer to the chain’s
clientele.

Time Management
Is the process of effectively allocating time among different tasks, is the key factor in
managerial effectiveness? Managers should evaluate their time use, establish priorities, and
manage time effectively to insure the best use of time. Accomplishing these tasks means asking
and answering five important questions:
1. What has to be done?
2. When it should be done?
3. Who should do it?
4. How much time it will require?
5. Hat priority should be assigned to its accomplishment?

Evaluating time use

Busy Managers have two alternatives:
1. Do less
2. Work faster
A considerable portion of most managers’ daily activities could be performed by subordinates

Establishing priorities
Analysis of actual time use should be followed by the establishment of priorities. Many
enthusiastic managers are ineffective because of lack of priorities to guide their use of time.
A typical approach to the development of priorities is to arrange them on an annual, monthly,
weekly, and daily basis. The priorities for the year begin with objectives. These objectives are then
arranged in order of importance and further divided into unique, routine, and personal.

Managing time effectively

Managers who succeed in solving the problem of too little time typically use time budgets for
working hours. They set aside the necessary time to devote to major tasks and assign less
important activities to subordinates. By separating essential from nonessential, they ensure that
larger amounts of time are devoted to priority areas.

Steps in organizational Assessment

1. Gather data about the operations of the organization. Data source- annual reports.
Constitution and by-laws, financial reports, HR/ staff profiles, Interview with key officers/
managers, staff and members.
2. Organize data according to the following:
 Organizational role and profile
 Organization’s philosophy, values, beliefs and role in society
 Ownership, constituency and membership,
 Program, projects, products and services,
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  Resources and capabilities- equipment and facilities,
 Financial capacity, managerial and staff competence and skills and
 Morale of workforce.
3. Analyse the data
Focus in their interrelationship and how they affect the effectiveness and efficiency of the
organization. Look for general trends and conditions.
4. Group trends or conditions into strengths and weaknesses reassess the identified strength
and weaknesses. Find out how strength can be used for actions and how weaknesses can
be overcome in view of external threats.

Conceptualize the Vision and Mission of the Organization

A VISION a dream, a statement of the aspirations of the organization in the future. An
organization with a vision has a direction. There is distinct correlation between a vision and
organization performance. A vision does not change substantially from year to year. A vision should
be realistic but focus in the future.

Example of a Vision Statement

“The PNP vision statement defines a desired future state to which all the resources of the police
organization are directed. It states that the men and women of the PNP are committed to the vision
of professional, dynamic and highly motivated PNP working in partnership with a responsive
community towards the attainment of a safe place to live, invest, and do business. In such vision,
the important elements are:
a. Presence of professional, dynamic and motivated PNP personnel
b. Presence of resources
c. Collaborative partnership with stakeholders from the community; and
d. The presence of a responsive, empowered and engaged citizenry who proactively take part
in the fight against criminality to ensure a stable and peaceful community.

Organizational Mission
Organization mission are collection of personal missions. When members realize that their
organization is their vehicle for their personal missions, their energies and efforts are multiplied.
Organization mission must state how the organization can contribute to the attainment of the vision.
A good mission is focused, precise, defines the organizations role in society. And has long term
orientation.
The mission statement is the logical connecting bridge between where you are at this time
and where you want to be in the eventual future.
Example of a Mission
The mission statement of the PNP defines the mandates which are to enforce the law, to prevent
and control crimes, to maintain peace and order and ensure public safety and internal security with
the active support of the community.

LESSON 4: Guide to a Good Plan

A. SMART Method

S-SIMPLE
People will understand how to do it and why they are doing it. Make the language of your
plan simple. Make the goals clear-cut. Make the methodology easy.
M-MEASURABLE
After all is said and done, you have to know what has been said and done. Back this up with
statistics. Is the crime volume decreasing? Is crime solution efficiency increasing? Is the crime rate
decreasing? Are the people satisfied? Are you making an impact?
A-AFFORDABLE

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 You don’t have to go to the World Bank to afford the plan. Move within your resources. Do
not use” Initiative”. Do not use our salary. If your plan is good the local government unit will certainly
support your plan this is proven by several experiences where LGU themselves volunteer their help
because they know that you are serious with your job
R-REASONABLE
It must be accomplished within a reasonable period of time. Do not expect people to work on
it for 25-hours a day, 10 days a week. The objective must be those which can be done within your
normal capabilities with your natural talents. Consult your people regarding work schedule. Ask
them the difficulties they encounter during troop information and educations and other unit
meetings.
T-TIME-BOUND
Don’t let the plan forever to achieve its purpose. Finish it or at least see some of its goals
achieved within your lifetime.

B. BRAINSTORMING AND CONSULTATIONS

1) Present your Plan

Do not keep your plan to yourself. Let those who shall involve know the concept of the plan.
For other stakeholders, give them a general outline, and ask them to contribute their moral and
financial resources. Do not be discouraged when others disregard your plan.

2) Encourage a Questions and Answer Session

An effective plan should have undergone a question and answer session, it’s the only way to
test whether the plan is sufficient, effective and efficient.

3) Encourage Suggestions
Entertain suggestion, but consider only those that enhance the plan. However do not let
them know that you won’t make use of their suggestions. Put up suggestion box and conduct
surveys to see if your program can still be strengthened.

4) Don’t take forever in brainstorming and consultations

The only measurement of an effective is in the IMPLEMENTATION.

C. STRATEGIC PLAN SKILL

1) SWOT technique

S-Strengths - refer to elements in the organization which give advantage or make strong
and capable of accomplishments.
W-Weaknesses- refers to the elements which constraint the organization from effective and
efficient attaining its objectives.
O - Opportunities - refer to the elements which can be tapped to allow the organization to
move forward or progress.
T - Threat - refer to the elements which pose serious challenges to the organization.

2) VMG Statement
VISION - refer to the DREAM or ASPIRATION of the organization.
MISSION - refer to the organization purpose.
GOAL - refer to the desired target.

D. S.T.E.P. Analysis

S-Structure – refers to the elements of the organizational set up (Command/control/hierarchy)

policies and procedures, the decision making process, communication flow, rewards system and the
reporting relationships.
T-Task – refers to the elements of assigned jobs, or function of each individual, the performance
standards, the goals and the workflow/processes.

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E-Environment – refers to the external environment which includes socio-political forces, the
community, support groups, science and technology and other concerned agencies. Internal
environment includes the leadership, mission, vision, values and culture.
P-People - includes the elements of knowledge/skills of the human resource, demographics, needs
and expectations, groups, interpersonal relations, and conflicts.

LESSON 5: POLICE PLANNING

Introduction
Plans are good, planning is vital. These are facts but if they are kept in the inner recesses of
the police office, they “mean nothing”. The advice is, execute your plan cause the real measure of
soundness is in the execution. SUCCESS is achieve in one (1) percent instruction and ninety nine
(99) percent supervision.

POLICE PLANNING – is an attempt by administration 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.

OBJECTIVES OF POLICE PLANNING

1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring general accomplishments or individual performance.
8. To increase employee and personnel involvement and to improve communication.

CHARACTERISTICS OF EFFECTIVE PLANS

1. The plans must be sufficiently specific so that the behavior required is understood.
2. The benefits derived from the achievement of the goals associated with the plan must offset the
efforts of developing and implementing the plan and the level of achievement should not be so
modest that it is easily reached.
3. Involvement in their formulation must be as widespread as is reasonably possible.
4. They should contain a degree of flexibility to allow for the unforeseen.
5. There must be coordination in the development and implementation of plans with other units of
government whenever there appears even only a minimal need for such action.
6. They must be coordinated in their development and implementation within the police department
to ensure consistency.
7. As may be appropriate the means for comparing the results planned for versus the results
actually produced must be specified before implementation.

For tactical plans, this often takes the form of an analysis, referred to as the “after-action report.”

CHARACTERISTICS OF A GOOD POLICE OPERATIONAL PLAN

1. It reflects the experiences of the line officers.

2. It incorporates the finding of the police statistician.
3. It contains the conclusion of the crime analyst.
4. It incorporates the counsel of the staff officers.
5. It includes advises of every organic personnel and unit involved in planning.

CLASSIFICATION OF PLAN

A. According to coverage
1. Local Plan

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2. Regional Plan
3. National Plan
B. According to Time
1. Strategic or Long Range Plan – it relates to plans, which are strategic or long range in
application, it determines the organization’s original goals and strategy. Because it covers such
long period, is most vulnerable to unpredictable future changes.
2. Intermediate or Medium Range Plan – relates to plans, which determines quantity and quality
efforts and accomplishments. It refers to the process of determining the contribution on efforts that
can make or provide with allocated resources.
3. Operational or Short Range Plan – refers to the production of plans, which determines the
schedule of special activity and are applicable from one week to less than a year duration. It is a
plan that addresses immediate need which is specific and how it can be accomplished on time with
available allocated resources.

STEPS IN POLICE PLANNING

• Frame of Reference
careful selection on the matters relating to the situation for which plans are being
develop, and opinions of ideas of persons who may speak with authority on the
subject concerned.
• Clarifying the problems
Identification of the problem understanding both its record and its possible solutions.
• Collection all Pertinent Facts
Both attempts shall be made to develop a plan until facts relating to it have been
gathered.
• Analysing the facts
a careful analysis and evaluation shall be made.
• Developing alternative Plans
In the initial phases of plan development, several alternative measures will appear to
be logically comparable to the needs of a situation.
• Selecting the most appropriate Alternative
A careful consideration of all facts usually leads to the selection of a “best” of
alternative proposal.
• Selling the plan
A plan to be effectively carried out must be accepted be persons concerned at the
appropriate level of the plans development.
• Arranging for Executions of the Plan
The execution of a plan requires the issuance of orders and directives to unit
personnel concerned the establishment of a schedule, and the provisions of
manpower and equipment for carrying out the plans.
• Evaluating the Effectiveness of the plan
The results of the plan shall be determined, this necessary in order to know whether
a correct

FACTORS AFFECTING PLANNING

1. Condition
2. Time
3. Resources Available
4. Skills and Attitudes of Management/Operators
5. Social and Political Environment
6. Physical Facilities
7. Collection and Analysis of Data

TYPES OF PLAN - A plan can be anything that represents a conscious decision to influence some
future action or condition, such as setting an alarm clock. Plans vary according to the
@ Scope and nature of the action that is to be taken according to the plan
@ Period encompassed in the plan
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@ Number of times the plan, or minor variations of each, it will be repeated
@ Definiteness of the plan

General Types of Plans

1. Reactive Plans are developed as a result of crisis. A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation.
2. Proactive Plans are developed in anticipation of problems. Although not all police problems are
predictable, many are, and it is possible for a police department to prepare a response in advance.
3. Visionary Plans are essential statements that identify the role of the police in the community and
a future condition or state to which the department can aspire. A vision may also include a
statement of values to be used to guide the decision making process in the department.
4. Strategic Plans are designed to meet the long-range, overall goals of the organization. Such
plans allow the department to adapt to anticipated changes or develop a new philosophy or model
of policing (e.g. community policing). One of the most important aspects of strategic planning is to
focus on external environmental factors that affect the goals and objectives of the department and
how they will be achieved. Important environmental factors include personnel needs, population
trends, technological innovations, business trends and demand, crime problems, and community
attitudes.
5. Operational Plans. These are plans for the operations of special divisions like the patrol,
detective, traffic, vice and juvenile control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks

There are four types of operational plan:

A. Standing Plans (SOP) (SOP) provide the basic framework for responding to organizational
problems. The organizational vision and values, strategic statement, policies, procedures, and rules
and regulations are examples of standing plans. Standing plans also include guidelines for
responding to different types of incidents; for examples, a civil disturbance, hostage situation, crime
in progress, and felony car stops.
B. Functional Plans include the framework for the operation of the major functional units in the
organization, such as patrol and investigations. It also includes the design of the structure, how
different functions and units are to relate and coordinate activities, and how resources are to be
allocated.
C. Operational-efficiency, effectiveness, and productivity plans are essentially the measures or
comparisons to be used to assess police activities and behavior (outputs) and results (outcomes). If
one of the goals of the police department is to reduce the crime rate, any change that occurs can be
compared to past crime rates in the same community or crime in other communities, a state, or the
nation. If the crime rate was reduced while holding or reducing costs, that would reflect an
improvement not only in effectiveness but also in departmental productivity.
D. Time-specific Plans are concerned with a specific purpose and conclude when an objective is
accomplished or a problem is solved. Specific police programs or projects – such as drug
crackdown, crime prevention program, or neighborhood clean-up campaign are good examples of
time-specific plans.

Types of Police Plans (Jose Nolledo)

A. Policy/Procedural Plan are the guidelines for the action to be taken under specific
circumstances and detail such matters as how evidence is to sent or transported to the crime
laboratory, the conditions under which male officers may search arrested females and the limits
thereto, and how to stop and approach traffic violators. Standard operating procedures shall be
planned to guide members in routine and field operations and in some special operations in
accordance with the following procedures.
1. Field Procedures. Procedures intended to be used in all situations of all kinds shall be outlined
as a guide to officers and men in the field. Procedures that relate to reporting, dispatching, raids,
arrests, stopping suspicious persons, receiving complaints, touring beat, and the investigation of
crimes and so on are examples. The use of physical force and clubs, restraining devices, firearms,
teargas, and the like shall, in dealing with groups or individuals, also be outlined.
2. Headquarters Procedures. To be included in these procedures are the duties of the dispatcher,
and other personnel concerned which may be reflected in the duty manual. Procedures that

46
involved coordinated action on activity of several offices, however, shall be established separately
as in the case of using telephone for local/long distance calls, the radio teletype and other similar
devices.
3. Special Operating Procedures. Certain special operations also necessitate the preparation of
procedures as guides. Included are the operation of the special unit charged with the searching and
preservation of physical evidence at the crime scenes and accidents, the control of licenses,
dissemination of information about wanted persons, inspection of the PNP headquarters, and the
like.

B. Contingency Plan

Two Major types of Contingency Plans

1. Tactical Plans - which are plans for major events such as crowd control at athletic events and
VIP escorts. Tactical plans are formulated based on what is expected to take place. A recurrent
event is one that is expected to happen again; however, the time and place of the event may not be
known. Tactical plans are made for mundane events (parades, political rallies) as well as for natural
disasters.
2. Emergency plans – which are plans for general situations with the specifics to be inserted when
the emergency occurs. When done in conjunction with other agencies, this type of planning is often
termed planning for emergency mobilizations. Emergencies come and go, and no one can predict
when they will strike. Emergency planning has been considered by some police managers as a
type of tactical plan for unusual occurrences and crisis situations. Emergency mobilizations include
the police reaction to natural disasters, riots, civilian disorders, terrorism, etc.

C. Operational plans. These are plans for the operations of special divisions like the patrol,
detective, traffic, vice and juvenile control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks. For example, patrol activities must be planned, the
force must be distributed among 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 in
crime prevention and in traffic, juvenile and vice control, campaigns must be planned and
assignments made to assure the accomplishment of the police purpose in meeting both average
and irregular needs. Each line division or unit has a primary responsibility to plan operations in its
field and also to execute the plans, either by its own personnel or, as a staff agency, by utilizing
members of other divisions.

The most common operational plans are schedules of people, things, and processes. For example,
a work schedule or duty roster lists the various jobs that are to be performed or the work that is to
be done at different times and shows which personnel are assigned to each job or work period. The
desired outcome, of course, is that all the work is to be completed.

Similarly, a schedule for the processing of the agency’s payroll is an operational plan. Various
supervisors and managers must report to the accounting office the number of hours each employee
has worked; the personnel office must report the correct salary rate for each employee; the salaries,
deductions for benefits and taxes, compensation for overtime, and so forth must be calculated; and,
finally, the checks must be prepared and distributed. Without a schedule, there is no assurance that
everyone would be paid on time.
Plans for operations of special division consist of two types, namely: (1) those designed to meet
everyday, year-round needs, which are the regular operating program of the divisions; and (2) those
designed to meet unusual needs, the result of intermittent and usually unexpected variations in
activities that demand their attention.

(1) Regular Operating Program. The Operating divisions/units shall have specific plans to meet
current needs. The manpower shall be distributed throughout the hours of operation and
throughout the area of jurisdiction in proportion to need. Assignment/ schedules shall be prepared
that integrate such factors as relief days, lunch periods and hours, nature and location of regular
work.
(2) Meeting Unusual Needs. The unusual need may arise in any field of police activity and is nearly
always met in the detective, vice, and juvenile divisions by temporary readjustment of regular

47
assignments. For example, a sudden upsurge of robberies may result in caseload beyond the
capacity of the detective assigned. Some of these cases may be assigned to other detective with
less workload. When the need is precisely met by a previously developed tactical plan, the planning
will consist of nothing more than assigning officers and men to implement it.

PART OF A POLICE OPERATIONAL PLAN

1. Security classification
2. Number of copies and pages
3. Name of Headquarters
4. Plan title or name
5. Reference – the source of authority in formulating a plan based on:
a) Organizational Policy or Guidelines
b) Orders of Superior Officers or Authorities
c) Documents, maps, book, etc
6. Situation – general situation and specific situation
7. Mission
8. Task allocation
9. Coordinating Instructions – refers to the manner of giving alarm or signal when encountering such
problems, which need immediate action.
10. Command – refers to the relationship between operating personnel or units with that of Police
Headquarters whom to summon for assistance.
11. Signal – defines communication network, which is to be used during a particular operation like
using passwords.
12. Signature
13. Distribution – refers to what unit will be given copies of the plan.
A – all units
B – selected units
C – very selected
D – only

D. Extra-Office or Extra-Departmental Plan – The active interest and participation of individual

citizen is so vital to the success of the police programs that the police shall continuously seek to
motivate, promote, and maintain an active public concern in its affairs. Plan shall be made to
organize the community to assist in the accomplishment of objectives in the fields of traffic control,
organized crime, and juvenile delinquency prevention. The organizations may be called safety
councils for crime commission and community councils for delinquency prevention. They shall
assist in coordinating community effort, in promoting public support, and in combating crime.
Organization and operating plans for civil defense shall also be prepared or use in case of emerging
or war in coordination with the office of the civil defense.

E. Management Plan – Administrative or Management plans include formulation of the

department’s mission statement, goals, and policies; the structuring of functions, authority, and
responsibilities; the allocation of resources, personnel management; and other concerns whose
character is that they are prevalent throughout the entire agency. Plans of management shall map
out in advance all operations involved in the organization management of personnel and material
and in procurement and disbursement of money, such as the following:

(1) Budget Planning. Present and future money needs for personnel, equipment, and capital
investments must be estimated, and plans for supporting budget requests must be made if needed
appropriations are to be obtained.
(2) Accounting Procedures. Accounting procedures shall be established and expenditure reports
shall also be provided to assist in making administrative decisions and in holding expenditures
within the appropriations.
(3) Specifications and Purchasing Procedures. Specifications shall be drawn for equipment and
supplies, and purchasing procedures shall likewise be established to insure the checking of
deliveries against specification of orders. Plans and specifications shall be drafted for new buildings
and for remodeling old ones.

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(4) Personnel. Procedures shall be established to assure the carrying out of personnel program
and the allocation of personnel among the component organizational units in proportion to need.
(5) Organization. A basic organization plan of the command/unit shall be made and posted for the
guidance of the force. For the organization to be meaningful, it shall be accompanied by a duty
manual, which shall define relationships between the component units 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 this manual.

F. PROGRAMMATIC PLANS- The most important plans for any organization, including a police
agency, are those that specify a course of action that if successfully accomplished, will contribute in
an important way to carrying out the organization’s basic purpose or function. These plans
represent the agency’s program for fulfilling its function. These are crucial to the success of the
whole organization. Yet this is a kind of planning that is often not done at all by police agencies.
These plans involve a series of complex actions to be undertaken by several people over a
relatively long period, usually no fewer than six months and sometimes as much as two to five
years.

STEPS IN PLANNING ( Jose Nolledo)

a. Frame of Reference. This shall be based on an careful view of the matters relating to the
situation for which plans are being developed. Opinions or ideas of persons who may speak with
authority on the subject and views of the police commander, other government officials, and other
professionals shall be considered.
b. Clarifying the problem. This calls for identification of the problem, understanding both its record
and its possible solution. A situation must exist for which something must and can be done. For
example, an area in a city or municipality is victimized by a series of robbers. There is a need for
reaching the preliminary decision that robberies may be reduced in the area, and that the pattern of
operation, in general, is one by which the police can reduce them.
c. Collecting all Pertinent Facts. No attempt shall be made to develop a plan until all facts
relating to it have been gathered. 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. Facts relating to such matters as availability, deployment, and the use of
present personnel shall be gathered.

d. Analyzing the Facts. After all data have been gathered, a careful analysis and evaluation shall
be made. This provides the basis from which a plan/s evolved. Only such facts as may have
relevance shall be considered.
e. Developing Alternative Plans. In the initial phases of plan development, several alternative
measures shall appear to be logically comparable to the needs of a situation. As the alternative
solutions are evaluated, one of the proposed plans shall usually prove more logical than the others.
f. Selecting the Most Appropriate Alternatives. A careful consideration of all facts usually leads
to the selection of a “best” of alternative proposals.
g. “Selling” the Plan. A plan, to be effectively carried out, must be accepted by persons
concerned at the appropriate level of the plan’s development. For example, in a robbery case, the
patrol division head may be preparing the plan. At the outset, the detective chief is concerned and
shall be consulted. As the planning develops there may be a need to involve the heads of
personnel, records and communication units, and all patrol officers.
h. Arranging for the Execution of the Plan. The execution of a plan requires the issuance of
orders and directives to units and personnel concern, the establishment of a schedule, and the
provision of manpower and equipment for carrying out the plan. Briefings shall be held and
assurance shall be received that all involved personnel understood when, how, and what it is to be
done.
i. Evaluating the Effectiveness of the Plan. The results of the plan shall be determined. This is
necessary in order to know whether a correct alternative was chosen, which phase was poorly
implemented, and whether additional planning may be necessary. Also, the effects of the executed
plan on other operations and on total police operations shall be determined. Follow-up is the control
factor essential for effective command management.

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PLANNING APPROACHES - A variety of approaches are employed in the planning processes.
Each is unique and can be understood as a method of operationalizing the word planning. There
are basically five major approaches to planning.
1. SYNOPTIC PLANNING. Synoptic planning or the rational comprehensive approach is the
dominant tradition in planning. It is also the point of departure for most other planning approaches,
which, in general are either modifications of synoptic planning or reactions against it.
This model is especially appropriate for police agencies as it is based on a problem-oriented
approach to planning. It relies heavily on the problem identification and analysis phase of the
planning process and can assist police administrators in formulating goals and priorities in terms
that are focused on specific problems and solutions that often confront law enforcement.
2. INCREMENTAL PLANNING – Incremental planning levels a series of criticisms at synoptic
planning, including its tendency toward centralization, its failure to appreciate the cognitive limits of
police executives, and unrealistic claims of rationality. Incrementalism concludes that long range
and comprehensive planning are not only too difficult, but inherently bad. The problems are seen
as too difficult when they are grouped together and easier to solve when they are taken one at a
time and broken down into gradual adjustments over time. The incremental approach disfavors the
exclusive use of planners who have no direct interest in the problems at hand and favor a sort of
decentralized political bargaining that involves interested parties. The incrementalists feel that the
real needs of people can best be met this way and the “tyranny of grand design” avoided.
3. TRANSACTIVE PLANNING – Transactive planning is not carried out with respect to an
anonymous target community of “beneficiaries” but in face-to-face interaction with the people who
are to be affected by the plan. Techniques include field surveys and interpersonal dialogue marked
by a process of mutual learning. For example, in planning a crime-prevention program in a
particular neighborhood, the police might go to certain randomly selected houses to talk to residents
about unreported crime, their concerns and fears, and the rise in residential burglary rates. The
residents receive crime prevention techniques and a more secure feeling knowing that the police
are concerned about their neighborhood. The police department also receives benefits; intelligence
information is gathered about strange persons or cars in the area, a more aware citizenry is likely to
detect and report crimes, and a more supportive public attitude concerning the police is developed.
4. ADVOCACY PLANNING – Advocacy planning grew up in the 1960’s in the adversary
procedures modeled by the legal profession. This approach is usually associated with defending
the interests of the weak—the poor and politically impotent, for example—against the strong. The
beneficial aspect of this approach includes greater sensitivity to the unintended and negative side
effects of plan.

5. RADICAL PLANNING - Radical planning has an ambiguous tradition with two mainstreams that
sometimes flow together. The first mainstream involves collective actions to achieve concrete
results in the immediate future. The second mainstream is critical of large-scale social processes
and how they permeate the character of social and economic life at all levels, which in turn,
determine the structure and evolution of social problems.

CHAPTER IV

DIFFERENT LAW ENFORCEMENT AGENCIES, ITS FUNCTIONS AND OPERATIONS

Lesson 1: The Bureau of Fisheries and Aquatic Resources (BFAR) (Filipino: Kawanihan ng
Pangisdaan at Yamang-tubig).

The Bureau of Fisheries and Aquatic Resources (BFAR) is the government agency
responsible for the development, improvement, management and conservation of the country's
fisheries and aquatic resources. It was reconstituted as a line bureau by virtue of Republic Act No.
8550 (Philippine Fisheries Code of 1998). The bureau is under the Department of Agriculture.

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MANDATE

The Bureau is responsible for the development, improvement, management and

conservation of the country's fisheries and aquatic resources.

VISION

An Institution of excellence in sustainable fisheries management and innovative services

contributing to the nation's food security and improving fisherfolk quality of life.

MISSION

To ensure sustainable use of fisheries and aquatic resources by empowering fisherfolk

towards productivity and resiliency.

STRATEGIC OBJECTIVES

Improve Sustainability
To lead the institutionalization of fisheries governance through Fisheries Management Areas
anchored on Ecosystems Approach to Fisheries Management (EAFM) while implementing science-
based policies, strict enforcement of fishery laws and regulations and wide fishery stakeholders'
participation.

Improve Empowerment
To capacitate fisherfolk through implementation of holistic, gender-responsive programs on
fisheries technology, entrepreneurship, extension and digitalization towards global competitiveness.

Improve Productivity
To enhance productivity in the fisheries sector through gender-responsive innovative
technologies, market-driven programs and services.

Improve Resiliency
To enhance programs capacitating the fishery sector to become climate-resilient and coping
with the needs of time.

GOALS

To attain the vision of a sustainable and competitive fisheries industry we must have:

a. Sufficient contribution to national food security;

b. Inclusive growth within the industry
c. Sustainable, science-based fisheries and aquatic resource management practices;
d. Compliance to international laws, policies, and standards, and enforcement of local
laws and regulations;
e. Strengthened capacities in infrastructure, technologies, human resource, and
information sharing; and
f. Resilience to environmental hazards.

CORE VALUES

Integrity
Integrity is a concept of consistency of actions, values, methods, measures, principles,
expectations, and outcomes. In ethics, integrity is regarded as the honesty and truthfulness or
accuracy of one’s actions. Among BFAR employees, integrity is a collective term used to describe
their desired core values of being trustworthy, principled, transparent, honest, accountable, and
credible.

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Professionalism
Professionalism is a specific style of behavior in the workplace exhibited in our behaviors. This is
manifested in the values and performance of professional roles. Among the BFAR employees,
professionalism is a collective term for being competent, dedicated, committed, service-oriented,
respectful to clients and co-workers, self-reliant, courteous, industrious, disciplined, caring, a team
player, resilient, and excellent.

Innovativeness
Innovativeness refers to the value which encourages the creation of better or more effective
products, processes, services, technologies, or ideas that are accepted by markets, governments,
and society. Among BFAR employees, innovativeness is a value associated with creativity, initiative,
pioneering, trail blazing, think tanking, resourcefulness, being proactive, predictability and
standardization.

FUNCTIONS:
As a line bureau, BFAR has the following functions:
 Prepare and implement a comprehensive National Fisheries Industry Development Plan;
 Issue licenses for the operation of commercial fishing vessels;
 Issue identification cards free of charge to fish workers engaged in commercial fishing;
 Monitor and review joint fishing agreements between Filipino citizens and foreigners who
conduct fishing activities in international waters and ensure that such agreements are not
contrary to Philippine commitment under international treaties and convention on fishing in
the high seas;
 Formulate and implement a Comprehensive Fishery Research and Development Program,
such as, but not limited to, sea farming, sea ranching, tropical / ornamental fish and
seaweed culture, aimed at increasing resource productivity improving resource use
efficiency, and ensuring the long-term sustainability of the county's fishery and aquatic
resources;
 Establish and maintain a comprehensive Fishery Information System;
 Provide extensive development support services in all aspects of fisheries production,
processing and marketing;
 Provide advisory services and technical assistance on the improvement of quality of fish
from the time it is caught (i.e., on board fishing vessels, at landing areas, fish markets, to the
processing plants and to the distribution and marketing chain);
 Coordinate efforts relating to fishery production undertaken by the primary fishery producers,
LGUs, FARMCs, fishery and organization / cooperatives;
 Advise and coordinate with LGUs on the maintenance of proper sanitation and hygienic
practices in fish markets and fish landing areas;
 Establish a corps of specialists in collaboration with the Department of National Defense,
Department of the Interior and Local Government and Department of Foreign Affairs for the
efficient monitoring, control and surveillance of fishing activities within Philippine territorial
waters and provide the necessary facilities, equipment and training thereof;
 Implement and inspection system for import and export of fishery / aquatic products and fish
processing establishments consistent with international standards to ensure product quality
and safety;
 Coordinate with LGUs and other concerned agencies for the establishment of productivity-
enhancing and market development programs in fishing communities to enable women to
engage in other fisheries / economic activities and contribute significantly to development
efforts;
 Enforce all laws, formulate and enforce all rules and regulations governing the conservation
and management of fishery resources, except in municipal waters and to settle conflicts of
resource use and allocation in consultation with the NFARMC, LGUs and local FARMCs;
 Develop value-added fishery products for domestic consumption and export;
 Recommend measures for the protection / enhancement of the fishery industries;
 Assist the LGUs in developing their technical capability in the development, management,
regulation conservation and protection of the fishery resources;
 Formulate rules and regulations for the conservation and management of straddling fish
stocks and highly migratory fish stocks; and

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  Perform such other related functions which shall promote the development, conservation,
management protection and utilization of fisheries and aquatic resources

BFAR OPERATIONS

1. Agriculture and Fisheries Support Services for Increased Productivity and Income

Production Support Services

 Quality Broodstock/Fingerlings Production & Dispersal
 Laboratory Services for Mollusc, Crustaceans and Seaweeds
 National Fisheries Laboratory Division

Aquaculture for Rural Development

 Inland Fisheries and Aquaculture Services
 Mariculture Parks
 Pilot Areas culture of Ulang
 Promotion of Crab Seed Production
 Promotion of Aquarium Fish Culture
 Promotion of Seabass Culture
 Conversion of Wasteland Areas into Aquaculture
 Additional Installation of 20 Seaweed Nurseries per Region

Market Development Services

 Marketing Assistance
 Fisheries Statistics
 Facilitating Access to Market thru post-harvest equipment

Post-Harvest and other Agricultural Infrastructure/Support Services

 HACCP-Based Fish Inspection Unit (HFIU)
 Administrative Support and Product Certification Unit (ASPCU)
 Fish Processing
 Maintenance of BFAR Quality Assurance Laboratories
 Promotion of Value-added Products

2. Dynamic, Client Responsive and Rationalized Applied and Basic R&D service
Extension Support, Education and Training Services
 Trainings and Technical Assistance
 Undergraduate Fisheries Scholarship Grant
 Support to Municipal Fisherfolk
 Integrated Livelihood
 Lakbay Aral for Fisherfolk
 Increased Participation of Women in Fisheries
 Research and Development Services
Aquaculture
 Continue Research and Development Studies in the Culture of Tilapia, Ulang, non-
traditional species
 Research Studies to Reduce Production Cost in Aquaculture (i.e., Formulation of Low-
Cost Feeds)
 Shift of Fisheries Operation from China Sea to Pacific Ocean
 Development of Eastern Philippines and Regions 1 and 2 for Commercial Fisheries

Marine Fisheries

3. Comprehensive Regulatory Services

 Regulatory Services

4. Plans, Policy, Programs and Project Formulation, Coordination Advocacy, Monitoring and
Evaluation

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  Fisheries Information Management Center (FIMC)
 Policy Formulation and Planning Services

NOTE: Important FISHERIES LEGISLATIONS in the Philippines

1. Republic Act 8550 - THE PHILIPPINE FISHERIES CODE OF 1998
 "An act providing for the development, management and conservation of the fisheries
and aquatic resources, integrating all laws pertinent thereto, and for other purposes."
 Pursuant to Republic Act No. 8550 - IMPLEMENTING RULES AND REGULATIONS
 "An act providing for the development, management and conservation of the fisheries
and aquatic resources, integrating all laws pertinent thereto, and for other purposes."

2. Republic Act 8435 - Agriculture and Fisheries Modernization Act of 1997- An act
prescribing urgent related measures to modernize the agriculture and fisheries sectors of the
country in order to enhance their profitability, and prepare said sectors for the challenges of
the globalization through an adequate, focused and rational delivery of necessary support
services, appropriating funds therefore and for other purposes."

3. Presidential Decree No. 704- "Revising and consolidating all laws and decrees affecting
fishing and fisheries."

4. Republic Act No. 10654- An act to prevent, deter and eliminate illegal, unreported and
unregulated fishing, amending Republic Act No. 8550, otherwise known as "The Philippine
Fisheries Code of1998," and for other purposes."

LESSON 2: Lesson title: PCG (Philippine Coast Guard) and its Law Enforcement Operations.
The Philippine Coast Guard is the country’s vanguard against the entry of unsafe foreign
vessels into the country through its Port State Control. At present, the Philippine Coast Guard
has seven (7) PSC Centers and fifteen (15) PSC Divisions all throughout the archipelago. The
PSC Center in Manila has the bulk of all inspections based on frequency of foreign ship calls.

Pursuant to RA 9993, the Philippine Coast Guard is mandated to enforce regulations in

accordance with all relevant maritime international conventions, treaties or instruments of
which the government is signatory and national law

Mandates
 The Philippine Coast Guard is mandated and responsible to perform maritime search and
rescue, maritime law enforcement, maritime safety, marine environmental protection and maritime
security.

Vision
 “By 2028, PCG is a world class guardian of the sea committed to save lives, ensure safe
maritime transport, cleaner seas, and secure maritime jurisdiction.”

Mission
 "We are a uniformed armed service that implements and enforces all national and
international maritime safety, security, search and rescue, and marine environmental
protection laws in support of the integrated Maritime Transportation Network objectives,
national security and economic development of the Philippines."

PCG AND ITS OPERATIONAL UNITS

1. MARITIME SAFETY or MARSAF- It is designed to help prevent or minimize unnecessary loss of
lives and properties at sea.
o The seaworthiness of every vessel leaving the port is ensured through the
intensified Mandatory Pre-departure Inspection which include the compliance of
vessels to safety standards and prevention of vessels from sailing for failure to
comply with the standards; conduct of random Emergency Readiness Evaluation
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 and Operational Readiness Evaluation in the ports; conduct of regular vessel safety
inspections, and publication of Notice to Mariners (NOTAM), and the implementation
and enforcement of navigational rules and designation of sea lanes, among others.
o Further, the PCG is also responsible in issuing permits and supervises all marine
salvage operations. It is mandated to destroy or tow floating hazards to navigation
such as, but not limited to illegal fish traps and vessels.
o Moreover, navigational safety is ensured by operating and/or maintaining and
servicing 565 lighthouses and more than 44 navigational buoys around the country
which guide and ensures safe voyage to mariners
2. MARITIME ENVIRONMENTAL PROTECTION OR MAREP
o The Philippines is a signatory to IMO Conventions on Marine Pollution of 1973
and 1978 (MARPOL 73/78). The Philippine Coast Guard under RA 9993 is the
sole agency responsible for the Philippine implementation of the Conventions
with regards to oil pollution, prevention, mitigation and control through the
conduct of marine pollution monitoring and control, enhancement of PCG
capability and oil spill response operations and enforcement of all marine
environmental laws and regulations
o

3. MARITIME SECURITY OR MARSEC

o Maritime Security is another important function of the PCG. Considering the
archipelagic character of the country, it is vital to enhance the security of its
different maritime zones to protect the integrity as a nation. In the performance of
this function, the PCG contributes to maintain good order at sea by conducting
regular patrols and surveillance for the safety of navigation of ships, to safeguard
ships from illegal acts and to promote freedom of navigation.
o The PCG is likewise mandated to secure exploration and resource utilization
activities within the country's maritime jurisdiction.
o In its Sea Marshal Program, the PCG manages composite security forces
composed of AFP, PNP and PCG elements to protect voyages of passenger-
laden vessels in domestic routes. The Coast Guard also boasts of a newly
established nationwide K-9 unit composed of highly trained sniffing dogs
deployed in the major ports throughout the country
4. MARITIME SEARCH AND RESCUE OR MARSAR
o The Philippine Coast Guard, in accordance with the Convention of Safety of Life
at Sea (SOLAS), is the national maritime search and rescue service of the
country. The Coast Guard Action Center (CGAC) at the PCG Headquarters in
Manila, by virtue of the current functions and facilities, serves as the coordinating
centers for all search and rescue operations. The twelve Coast Guard Districts
are designated as Maritime Rescue Coordinating Council (MRCC) within their
areas of responsibility while the 59 Coast Guard Stations are designated as
Maritime Rescue Sub-Centers (MRSC). The detachments under these stations
are designated as SAR units.
o The PCG’s SAR organization maintains constantly-manned watch centers that
operate 24 hours a day, continuously monitoring distress frequencies and
conducting coastal foot and seaborne patrol within their area of responsibility.
There is at least one division or squadron of Coast Guard Auxiliary in each
MRSC where watch can be set and assistance can be obtained when required.
Likewise, at least one Deployable Response Team composed of Special
Operations Group, Medical Team, K-9 and rescue swimmers is organized at
each Coast Guard District or MRCC which can be dispatched immediately to any
maritime and land base search and rescue operations.

5. MARITIME LAW ENFORCEMENT or MARLEN

o The PCG is likewise mandated to conduct MARITIME LAW ENFORCEMENT
(MARLEN) and implement laws on fisheries (and poaching), immigration, tariff
and customs, forestry, firearms and explosives, human trafficking, dangerous
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 drugs and controlled chemicals, and to implement the revised penal code and all
other applicable laws within the country’s maritime jurisdiction and battle
transnational crimes.
o The PCG is authorized to board and inspect all watercrafts suspected to be
involved in or used in illegal trade. PCG personnel are also deemed agents of
BFAR, Immigration, Customs, DENR, PDEA, and INTERPOL in the performance
of its MARLEN function.
o As a maritime organization under RA 9993, it is deputized by 21 government
agencies to perform maritime law enforcement functions directed towards the
suppression of piracy, smuggling, poaching, illegal fishing, illegal entry, human
smuggling, illegal logging, drug trafficking, gun running and terrorist activities

NOTE:
1. The Philippine Coast Guard's Special Operations Force (CGSOF)
o It is the special force unit of the Philippine Coast Guard. It performs underwater operations,
domestic counter-terrorism and other law enforcement operations. Their notable accomplishments
include the operations to the Laoag Air crash at Manila Bay the aftermath of the 2004 M/V Super
Ferry 14 bombing and the Search and Recovery operations to the ill-fated M/V Princess of the Stars
incident.

2. The function of Philippine Coast Guard Auxiliary (PCGA)

o It is the civilian support group of the Philippine Coast Guard. Although a
volunteer, civilian organization, the PCGA uses a military structure for
organizational purposes. Like other volunteer sea rescue organizations around
the world, it performs non-military and non-police activities in support of its
national navy or coast guard. This endeavor includes search and rescue,
environmental protection, disaster relief, community service, and marine safety.

Lesson 3 title: PDEA (Philippine Drug Enforcement Agency) and its Law Enforcement
Operations.

 The Philippine Drug Enforcement Agency: Filipino: Ahensiya ng Pilipinas sa Pagpapatupad

ng Batas Laban sa Bawal na Gamot, is the lead anti-drug law enforcement agency,
responsible for preventing, investigating and combating any dangerous drugs, controlled
precursors and essential chemicals within the Philippines. The agency is tasked with the
enforcement of the penal and regulatory provisions of Republic Act No. 9165, otherwise
known as the Comprehensive Dangerous Drugs Act of 2002.
 PDEA is the implementing arm of the Dangerous Drugs Board (DDB). The DDB is the policy-
making and strategy-formulating body in the planning and formulation of policies and
programs on drug prevention and control. PDEA and DDB are both under the supervision of
the Office of the President of the Philippines.
 The PDEA shall be headed by a Director General with the rank of Undersecretary, who shall
be responsible for the general administration and management of the Agency. The Director
General of the PDEA shall be appointed by the President of the Philippines and shall
perform such other duties that may be assigned to him/her.

Under Sec. 84 of RA 9165, PDEA has the following Powers and Duties:

The PDEA shall:

a. Implement or cause the efficient and effective implementation of the national drug control
strategy formulated by the Board;
b. Undertake the enforcement of the provisions of Article II of the Act relative to the unlawful
acts and penalties involving any dangerous drug and/or controlled precursor;
c. Administer oath, issue subpoena and subpoena duces tecum relative to the conduct of
investigation involving the violations of the Act;
d. Arrest and apprehend as well as search all violators and seize or confiscate, the effects or
proceeds of the crimes;
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 e. Take charge and have custody of all dangerous drugs and/or controlled precursors;
f. Establish forensic laboratories in each PNP office;
g. Recommend to the DOJ the forfeiture of properties and other assets of persons and/or
corporations found to be violating the provisions of the Act
h. Prepare for prosecution or cause the filing of appropriate criminal and civil cases for
violation of all laws on dangerous drugs;
i. Monitor and if warranted by circumstances, in coordination with the Philippine Postal
Office and the Bureau of Customs, inspect all air cargo packages, parcels and mails in
the central post office
j. Conduct eradication programs to destroy wild or illegal growth of plants from which
dangerous drugs may be extracted;
k. Initiate and undertake the formation of a nationwide organization which shall coordinate
and supervise all activities against drug abuse.
l. Establish and maintain a national drug intelligence system in cooperation with law
enforcement agencies
m. Establish and maintain close coordination, cooperation and linkages with international
drug control and administration agencies and organizations;
n. Create and maintain an efficient special enforcement unit to conduct investigation file
charges and transmit evidence to the proper court;
o. Require all government and private hospitals, clinics, doctors, dentists and other
practitioners to submit a report to it, in coordination with the Board, about all dangerous
drugs and/or controlled precursors and essential chemicals which they have attended to
for data and information purposes;
p. Coordinate with the Board for the facilitation of the issuance of necessary guidelines,
rules and regulations for the proper implementation of the Act;
q. Initiate and undertake a national campaign for drug abuse prevention and drug control
programs,
r. Submit an annual and periodic report to the Board

ANTI-DRUG OPERATIONS
 To achieve the desired output, the agency has identified the conduct of anti-drug operations
as its main programs, activities and projects. The conduct of anti-drug operations is directly
linked to the agency's major final output (mfo).
- ARREST OF HIGH-VALUE TARGETS
- CONDUCT OF HIGH-IMPACT OPERATIONS
- DRUG-RELATED INFORMATION ACTED UPON WITHIN ONE (1) HOUR

CREATION OF TASK FORCES

 The R.A. 9165 abolished the National Drug Law Enforcement and Prevention Coordinating Center,
which was created under Executive Order No. 61, and the Narcotics Group of Philippine National
Police (PNP-NG), Narcotics Division of National Bureau of Investigation (NBI-ND), and the Customs
Narcotics Interdiction Unit of the Bureau of Customs (BOC-CNIU).
 Under Executive Order No.206 dated May 15, 2003, these law enforcement agencies have
organized the following anti- illegal drugs task force to support the PDEA:

 Philippine National Police – Anti-Illegal Drugs Special Operation Task Force (PNP-
AIDSOTF);
 National Bureau of Investigation – Anti-Illegal Drugs Task Force (NBI-AIDTF);
 Bureau of Customs – Customs Task Group/Force in Dangerous Drugs and Controlled
Chemicals (BOC- CTGFDDCC).

METHODS OF CONCEALMENT
Methods of Concealment of Arrested Couriers Abroad
 Hidden in luggage/suitcases (38%)
 Ingestion/Swallowing (29%)
 Placed in shoes (7%)
 Placed in bottom part of luggage (5%)
 Placed inside handbag (4%)

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 Others (17%): Undergoing minor operation, placing in shoeboxes/books/bottles/parcels,
etc. Drug Seized from Arrested Couriers in the Philippines
 Heroin (1%)
 Cocaine (18%)
 Shabu (81%)
 Arrested Drug Couriers in the Philippines had a similar method of concealing illegal drugs;
hidden in side panels of their luggage and false compartments.
 The drug courier problem is a huge challenge against our government, especially for the
Philippine Drug Enforcement Agency. Over the years, the emerging trend in transporting
illegal drugs using “drug couriers” has become a worldwide concern because it poses
serious threats to health, it violates human rights and it cultivates illegal activities and other
crimes such as trafficking and prostitution.
 Drug mules or “drug couriers” are individuals who transport dangerous drugs in exchange for
a huge amount of money, depending on the amount of drugs to be delivered and the
route/distance to be travelled. Alarmingly, the number of Filipinos victimized as drug couriers
by international drug trafficking syndicates is increasing. In 1993, there were only 2 recorded
Filipinos arrested abroad for drug trafficking. At present, the figure ballooned to 710:
 It has been a noticeable trend that more female Filipino drug couriers are being exploited by
drug trafficking syndicates: Of the 710 arrested, 265 or 37% are males while 445 or 63% are
females. Women are usually targeted by syndicates since they generally generate mild
suspicion from authorities and the female body has more cavities possible to insert the drugs
in, therefore posing less detection risk.

The Task Force Drug Couriers (TFDC)

 It was created on February 08, 2010 by virtue of Administrative Order No. 279. It is an inter-
agency team tasked in the deterrence, prevention and protection of Filipinos from being
victimized as drug couriers by international drug trafficking syndicates. The Task Force is
composed of 13 agencies, chaired by the Philippine Drug Enforcement Agency and co-chaired
by the Department of Foreign Affairs with the following agencies as members:
1. Bureau of Customs
2. Bureau of Immigration
3. Commission on Higher Education
4. Department of Justice
5. Department of Labor and Employment
6. Manila International Airport Authority
7. National Bureau of Investigation
8. Philippine Information Agency
9. Philippine National Police - Aviation Security Group
10.Tourism Infrastructure and Enterprise Zone Authority (formerly Philippine Tourism
Authority) Office of the President thru the Office of the Executive Secretary

PDEA Academy
 It is being maintained by the PDEA and it is temporarily located at Camp General Mariano N.
Castañeda in Silang, Cavite. The PDEA Academy is headed by a superintendent, with the rank
of director. It is responsible in the recruitment and training of all PDEA agents and personnel.
The PDEA Academy formulates programs of instructions on basic and specialized anti-drug
training courses as well as career courses for all PDEA Agents and Personnel.

Lesson 4: LTO (Land Transportation Office) and its Law Enforcement Operations.
The Land Transportation Office (Filipino: Tanggapan ng Transportasyong-Lupa; LTO)

o The Land Transportation Office (LTO), a sectoral agency of the Department of

Transportation (DOTr) by virtue of Executive Order (E.O) No. 125 and 125A dated 13
April 1987 and E.O No. 226 dated 25 July 1987, is tasked to register motor vehicles,
issue driver's/conductor's licenses and permits, enforce transportation laws, rules
and regulations and adjudicate apprehension cases.
o It is an agency of the Philippine government under the Department of Transportation
responsible for all land transportation in the Philippines. Functions of the LTO include
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 the inspection and registration of motor vehicles, issuance of licenses and permits,
enforcement of land transportation rules and regulations, and adjudication of traffic
cases.
o Its primary mission is to rationalize land transportation services and facilities, and
effectively implement various transportation laws, rules, and regulations. It believes
that it is the responsibility of those involved in the public service to be more vigilant in
their part in the over-all development scheme of national leadership. Hence, the
promotion of safety and comfort in land travel is one of LTO's continuing
commitments.
o It aims to be a frontline government agency that showcases fast and efficient public
service for a progressive land transport sector.

Mission:
 Rationalize the land transportation services and facilities and to effectively implement the
various transportation laws, rules and regulations. It is the responsibility of those involved in
the public service to be more vigilant in their part in the over-all development scheme of the
national leadership. Hence, promotion of safety and comfort in land travel is a continuing
commitment of the LTO

Vision
 A front-line government agency showcasing fast and efficient public service for a progressive
land transport sector.

Functions and Mandate

1. License and Permit Issuance

o The LTO is in charge of the issuance, renewal and regulation of driver`s licenses. It
can issue licenses to both citizens and foreigners provide that they meet the
requirements for those licenses. The LTO provides the non-professional driver`s
license, which allows holders to operate vehicles under the restriction codes. It can
also provide the professional driver`s license, which allows the bearer to operate
vehicles under all 8 restriction codes. The LTO issues student permits (SP) which a
primary requirement for both the non- professional and professional driver`s license.
This application process for any license or permit may be done at any LTO Licensing
Center and District/ Extension Office.
2. Motor Vehicle Registration
o The LTO is responsible for the registration of motor vehicles and renewals. It can
register brand new vehicles, including locally manufactured vehicles, imported
vehicles, light electric vehicles, low speed vehicles, three wheeled vehicles, and tax-
exempt vehicles. Each category has an obligatory set of requirements and
procedures to follow to be fully registered. Renewals are also obligated to submit the
necessary requirements and to follow procedures to be fully renewed. The LTO also
oversees miscellaneous transactions, specifically transactions requiring change of
certificate of registration, and transactions that do not require the change of
certificate of registration.

3. Law Enforcement and Adjudication of Cases

o One of the main functions of the LTO is to strictly implement and enforce the laws
regarding land transportation. Necessary requirements and procedures are to be
followed in settlements of admitted cases and contested cases of motor vehicles,
plates, and driver's licenses. The LTO also follows a strict procedure in settlements
of impounded violations. It also allows private and for hire motor vehicles to apply for
duplicate plates.
o Furthermore, the LTO is in charge of ensuring that public land transportation services
abide by the fares set by the LTFRB. It has sanctions for the overcharging and
undercharging of fares, and for non-issuance of fare tickets.

4. Manufacturers, Assemblers, Importers, and Dealers Reporting (MAIDR)

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 o The LTO grants accreditation to certain manufacturers, assemblers, importers, and
dealers who wish to transact business with the LTO. A firm, person, or corporation
must file an application for accreditation with Assistant Secretary of the Land
Transportation Office containing certain requirements and qualifications in order to
transact business with the LTO relative to Motor Vehicles or its components.
o It also issues the Certificate of Stock Reported (CSR) which certifies that a motor
vehicle or its component has already been reported by its manufacturer, assembler,
or importer to MAIDRS.

IMPORTANT THINGS TO KNOW:

Temporary Operator’s Permit (TOP). Pursuant to Memorandum Circular No. 515-2004 dated 25
May 2004, TOP shall be used in apprehension of all violations and it is strictly required to be issued
to the apprehended driver/operator at the site and time of apprehension. It serves as driver’s
temporary license within 72 hours or 3 days only. If the apprehended driver/operator failed to settle
his case within 15 days from the date of apprehension, it will cause the suspension/revocation of his
driver’s license.

Impounding Receipt of Motor Vehicle (IRMV). It is issued if the motor vehicle was impounded.
IRMV is accomplished by the apprehending officer and validated by the Motor Vehicle Custodian
(MVC) assigned at the impounding area.

CHAPTER V
Crime Analysis and Mapping

LESSON 1: Crime Analysis and Mapping

Ever since maps have been available that depict the geographic features of communities,
such as streets and city boundaries, police departments have used such maps to determine patrol
areas and emergency routes as well as to assist patrol officers in finding specific addresses. Police
departments have also mapped crime, a process that, until recently, involved the manual placement
of pins on hand-drawn wall maps. This chapter discusses the emergence of computerized crime
mapping as a tool for conducting crime analysis. It begins with an introduction to key terms and then
describes basic concepts before presenting a history of crime mapping and information on the
field’s current status and career paths.
The following topic was developed from the curriculum for the “Introduction to Crime
Analysis, Mapping and Problem Solving”. This topic focuses on definition terms used in this topic,
types of crime analysis, introduction to crime mapping, types of crime mapping and its history.

DEFINITION OF TERMS

Apprehending criminals
The main function of crime analysis is to support law enforcement endeavours. One of the
primary goals of law enforcement is the apprehension of criminals; consequently, one of the primary
goals of crime analysis is to assist in the apprehension of criminals. For example, a detective may
have a robbery incident in which the suspect has a snake tattoo on his left arm. The crime analysts
may assist by searching a database of field incident cards to identify individuals with such a tattoo.
Also, a crime analyst may conduct a time of day/day of week analysis of burglary incidents that
would assist officers in surveillance of an area to catch offenders.

Crime Analysis
Is a law enforcement function that involves systematic analysis for identifying and analysing
patterns and trends in crime and disorder. Information on patterns can help law enforcement
agencies deploy resources in a more effective manner, and assist detectives in identifying and
apprehending suspects. Crime analysis also plays a role in devising solutions to crime problems,
and formulating crime prevention strategies.
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Crime
In a law enforcement agency, the central focus is crime, both those reported to the police
and those that are not. Thus, the central type of data analysed is crime and the information
surrounding it, such as arrests, offenders, victims, property, and evidence.

Crime mapping
This is a term used in policing to refer to the process of conducting spatial analysis within
crime analysis. This is the process of using a geographic information system to conduct spatial
analysis of crime problems and other police-related issues.

Crime mapping serves three main functions within crime analysis:

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

Evaluate organizational procedures

The fourth goal of crime analysis is assisting with the evaluation of organizational
procedures. Several examples include resource allocation, the assessment of crime prevention
programs, realigning geographic boundaries, forecasting staffing needs, and developing
performance measures for the police department.
Geographic information system (GIS)
This is a powerful software tool that allows the user to create any kind of geographic
representation, from a simple point map to a three-dimensional visualization of spatial or temporal
data.

Law enforcement information

In addition to crime, law enforcement agencies address many other issues and thus collect
many other types of data. Examples of law enforcement data that are often available for crime
analysts are calls for service (e.g., noise complaints, burglary, alarms, suspicious activity), traffic
information (e.g., accidents and citations), citizens’ perceptions (e.g., fear of crime, crime prevention
behavior, satisfaction with the police), victimization, probation records, and parole information.

Socio-demographic
This type of information refers to characteristics of individuals and groups such as sex, race,
income, age, and education. On an individual (micro) level, socio-demographic information is used
in law enforcement to search for and identify crime suspects. On a macro level, socio-demographic
information is used to determine the characteristics of groups and how they relate to crime. For
example, the information may be used to answer the questions, “Where can we find the suspect
who is a white male, 30-35 years of age with brown hair and brown eyes?” or “Can demographic
characteristics explain why one neighbourhood has a higher rate of crime than another?

Spatial
The location where crimes or activities occur and the relationship of those places to one
another and to other information is an important factor in the analysis of crime. It is not only
important where a crime takes place but also the characteristics of those places and the
environment in which the crime occurs. Thus, examination of spatial data such as streets networks,
parcel information, orthophotographs, school locations, business and residential zoning, among
others, is imperative for effective crime analysis.

Prevent crime
Another primary goal of law enforcement is to prevent crime through methods other than
apprehension. This goal lends itself particularly well to assistance from crime analysis. For example,
members of the police department are conducting a crime prevention campaign about residential

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burglary and would like to target their resources in the areas that need it the most. Crime analysis
can assist in planning community education and patrol response tailored to the problem by
providing spatial analysis of residential burglary, analysis of how, when, and where the burglaries
occurred, and analysis of what items were stolen. This information could be used to develop crime
prevention suggestions such as closing and locking a garage door.

Reduce disorder
Many criminologists contend that social disorder can lead to crime; that is, blight and other
indicators of social decay left unchecked can attract crime and accelerate further decay. Thus,
reducing disorder is a law enforcement objective and, by extension, one for crime analysis as well.
Crime analysis can assist with these efforts by providing research and analysis of disorder
indicators such as traffic accidents, noise complaints, or trespass warnings that can assist officers in
addressing these issues before they become more serious problems.

Study
Is a systematic way of looking at crime and law enforcement information? That is, crime
analysis is not examining information haphazardly but rather is applying formal analytical and
statistical techniques as well as research methodology to law enforcement information according to
the rules of social science.

LESSON 2: Types of Crime Analysis

Types of Crime Analysis

The following are five types of analysis that fall under the umbrella of crime analysis. As you
will see, each contains characteristics of crime analysis in general, but each is specific in the type of
data and analysis used as well as in its purpose.

Intelligence Analysis
The study of “organized” criminal activity, whether or not it is reported to law enforcement to
assist investigative personnel in linking people, events, and property. The purpose of intelligence
analysis is to assist sworn personnel in the identification of networks and apprehension of
individuals to subsequently prevent criminal activity. A related goal is to link information together,
prioritize information, identify relationships, and identify areas for further investigation by putting the
analysis in a framework that is easy to understand. Much of the information analyzed in the field of
intelligence analysis is not reported to the police by citizens but is gathered by law enforcement.
Examples of data collection methods include surveillance, informants, and participant observation.
In addition, the type of information is not limited to criminal information but can include telephone
conversations, travel information, financial/tax information, and family and business relationships.
Intelligence analysis has traditionally focused more or less on organized criminal activity, which
includes drugs and prostitution syndicates. The data analyzed are plentiful and primarily qualitative,
and thus are usually analyzed through qualitative methods.

1. Criminal Investigative Analysis

The study of serial criminals, victims, and/or crime scenes as well as physical, socio-
demographic, psychological, and geographic characteristics to develop patterns that will assist in
linking together and solving current serial criminal activity. This type of analysis has also been called
“profiling,” which is the process of constructing a “profile” of an unknown offender based on the
nature of the crime, the facts of the case, and the characteristics of the victim. As with intelligence
analysis, this type of analysis focuses primarily on qualitative data surrounding serious serial crimes
such as murder and rape. Data are collected and analyzed on an individual level for those persons
primarily or peripherally involved with the incidents. The spatial nature of the incidents and related
locations such as the body dump sites or the encounter sites is also considered. The primary
purpose of criminal investigative analysis is to develop patterns of serial crimes crossing city, state,
and even national boundaries by linking behavior and evidence within and among incidents in order
to catch the offender and/or clear cases. This is a very specific type of crime analysis that is
primarily done on the federal law enforcement level since these types of crime occur infrequently
and cross jurisdictional boundaries.

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2. Tactical Crime Analysis
The study of recent criminal incidents and potential criminal activity by examining
characteristics such as how, when, and where the activity has occurred to assist in problem solving
by developing patterns and trends, identifying investigative leads/suspects, and clearing cases.
Tactical crime analysis focuses on information from recent crimes reported to the police. “Recent”
can refer to the last few months or longer periods of time for specific ongoing problems.

Three purposes of tactical crime analysis are;

1. Linking cases together and identifying the notable characteristics of
the patterns and trends.
2. Identifying potential suspects of a crime or crime pattern.
3. Clearing cases.
The focus of tactical crime analysis is examining data daily in order to identify patterns, trends, and
investigative leads for recent criminal and potential criminal activity. Once a crime pattern, suspect,
or investigative lead is identified, the information is compiled and disseminated to patrol officers and
detectives.

3. Strategic Crime Analysis

The study of crime and law enforcement information integrated with socio-demographic and
spatial factors to determine long term “patterns” of activity, to assist in problem solving, as well as to
research and evaluate responses and procedures.
Strategic crime analysis consists primarily of quantitative analysis of aggregate data.
(Monthly, quarterly, and/or yearly compilations of criminal and non-criminal information such as
crime, calls for service, and traffic information are analysed in aggregate form). That is, general
categories such as date, time, location, and type of incident are analysed instead of qualitative data
such as narrative descriptions of incidents. Variables including race, class, sex, income, population,
location, and location type are examined along with law enforcement information in the analysis
process.

Two primary purposes of strategic crime analysis

1. To assist in the identification and analysis of long-term problems such as drug activity or auto
theft.
2. To conduct studies to investigate or evaluate relevant responses and procedures. Both of these
purposes correspond very well to the problem solving.

These types of studies include

1. Evaluation of crime prevention programs.

2. in depth examination of a particular crime problem.
3. Implementation of a survey of citizens’ perceptions of crime and the police.

They incorporate pre- and post-measurement as well as both impact and process evaluation
methodology. Procedures examined include such activities as deployment and staffing, redistricting
of beats or precincts, data entry and integrity, and the reporting process. In sum, strategic crime
analysis uses statistical techniques and research methods to investigate long-term problems and
evaluate organizational procedures. Analysts who primarily conduct strategic crime analysis are
also called problem or research analysts.

4. Administrative Crime Analysis

Administrative crime analysis is different from the previous types of analysis in that it refers
to presentation of findings rather than to statistical analysis or research. The decision of what and
how to present information is the primary focus of administrative crime analysis. Often, the type of
information that is presented represents the “tip of the iceberg” of all the work and analysis that has
previously been done, for example, an executive summary of a report. The purpose and the
audience of the information determine “what” is presented along with legal (e.g. privacy and
confidentiality), political (e.g., union issues, election concerns), and practical concerns (e.g.,
complexity of the information presented). The primary purpose of administrative crime analysis is to

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inform audiences. These audiences may vary from one situation to the next, which is why the type
and quantity of information should vary as well. Audiences can be police executives, city council,
media, citizens, and neighbourhood groups or a combination. (An excellent example of
administrative crime analysis is the use of the Internet to provide information to the general public).

LESSON 3: History of Crime Mapping

Even though crime mapping plays a significant role in crime analysis today, conducting
spatial analysis and creating crime maps have only recently become common in policing and crime
analysis, thanks to advancements in technology. Unlike crime analysis, the history of crime mapping
begins not with the establishment of the first police force, but with researchers long before
computers were invented.

Beginnings of Crime Mapping

In the 1800s, European researchers who adhered to the school of thought known as the
cartographic school of criminology examined the levels of crime within different areas (regions) and
the relationship of these levels to sociological factors, such as socioeconomic status (Groff & La
Vigne, 2002). (For example, in 1829, Adriano Balbi, an ethnographer and geographer, and André-
Michel Guerry, a lawyer, created the first maps of crime using criminal statistics for the years 1825
to 1827 and demographic data from the census. They examined crimes against property, crimes
against persons, and levels of education in France and found that areas with high levels of crimes
against property had a low incidence of crimes against people and that higher numbers of educated
people lived in areas with more property crime (Weisburd & McEwen, 1997). Also during this period,
the Belgian astronomer and statistician Adolphe Quételet used maps to examine correlations
between crime and transportation routes, education levels, and ethnic and cultural variations
(Weisburd & McEwen, 1997).

United States: 1900–1970

In the United States, the use of crime mapping began a little later than it did in Europe.
Because the United States was a relatively new country in the 1800s, reliable maps were not readily
available and census data were not regularly collected, as they were in France and England at that
time. The first substantive spatial analysis of crime in the United States was conducted in the 1920s
and 1930s by urban sociologists in Chicago. Their crime research and related crime maps linked
crime and delinquency to factors such as social disorganization and poverty. In fact, these scholars’
spatial analysis of juvenile delinquency and social conditions in Chicago is considered to be one of
the foremost examples of crime mapping in the first half of the 20th century (Groff & La Vigne,
2002).

In the late 1960s, scholars began conducting spatial analysis of crime with the help of large
computer systems and unsophisticated visualization methods (Weisburd & McEwen, 1997).

1970 to Present
From the late 1960s through the early 1980s, a group of researchers in England, Canada,
and the United States shifted their focus of the study of crime away from what traditional criminology
examined—criminal offender—and toward the criminal event and its context, including the physical
and social environments that create opportunities for crime (Brantingham & Brantingham, 1981;
Clarke, 1980, 1983; Cornish & Clarke, 1986). This movement affected crime mapping, as
researchers shifted from aggregate analysis of crime and social factors to the analysis of discrete
criminal events and their locations (for a more detailed discussion of this theoretical approach.
 In New Jersey, Rutgers University and the Jersey City Police Department implemented an
experimental design to test problem-oriented policing responses to reduce violent crime.
 In Connecticut, the city of Hartford joined with Abt Associates, a private consulting firm
based in Boston, to promote crime mapping as a way of encouraging community involvement in
addressing crime problems.
 In California, the San Diego Police Department and the Police Executive Research Forum
mapped drug incidents and drug markets with police interventions in an experiment that evolved
into a crime mapping system.
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  In Pennsylvania, Carnegie Mellon University and the Pittsburgh Bureau of Police
developed a system in which thematic maps were created to show changes in crime by area over
time.
 In Missouri, the Kansas City Police Department partnered with the Crime Control Institute
to develop an innovative narcotics enforcement strategy aimed at reducing the violence and
disorder associated with retail drug sales in residential neighbourhoods. These projects led the way
for crime mapping partnerships between practitioners and researchers and demonstrated how
communities could use GIS tools as a central part of crime control initiatives. The program was
focused primarily on the use of geographic police data, but the participants found that examining
other geographically based data contributed to their ability to target problem-solving strategies,
brought together key partners with different perspectives, and facilitated the assessment of their
joint efforts (Taxman & McEwen, 1997).
In the early to mid-1990s, significant improvements in computer technology and police data
systems made electronic crime mapping a much more practical tool for police and researchers. GIS
software became available for desktop computers as these computers became capable of
processing large amounts of data quickly. In addition, police data on crimes, arrests, accidents, and
calls for service became available electronically through computer-aided dispatch systems as well
as through electronic records management systems

LESSON 4: Types of CRIME Mapping

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.

Picture 1. Manual pin mapping

Computer Mapping
An Internet mapping program, where an address is entered and a map of the surrounding
area appears with a pin to locate the address. Even though it is possible to zoom in and out of this
type of map, the geographic features (e.g., locations, streets, parks) are static and cosmetic only. In
essence, a 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.

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 Picture 2. Computer Mapping

Geographic Information System (GIS)

A geographic information system (GIS) is a set of computer-based tools that allow a person
to modify, visualize, query, and analyze geographic and tabular data. 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.

Picture 1. Geographic Information System

Picture 2. Geographic Information System

Types of GIS programs which include;

1. Desktop packages (e.g., ArcView®, MapInfo®, GeoMedia®, Atlas GIS®,
Maptitude®)
2. Professional software (e.g., ArcInfo® and Intergraph®).
GIS Components
The following is a description of the major components of a GIS, which include
1. Data representation
2. Data features, visualization
3. Scale
4. Querying

Data Representation
Real world data are represented by one of four features in a GIS.
(They include point, line, polygon, and image features).
1. Point feature
A point feature is a discrete location that is usually depicted by a symbol or label. 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
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signs, buildings, beat stations, and cell phone towers. The following map shows a robbery point
map.
2. Line feature
A line feature is a geographic feature that can be represented by a line or set of lines.
The following map shows how different types of geographic features such as railways, streets, and
rivers can be represented by a line in a GIS. Additional examples are streams, streets, power lines,
bus routes, student pathways, and lines depicting the distance from a stolen to a recovered vehicle.

Point and line feature example.

3. Polygon feature
A polygon feature is a multisided figure represented by a closed set of lines. In the
following map, the largest blue polygon represents the city boundary, the green are census tracks,
and the black are census block groups. Other examples of polygon features used in law
enforcement would be patrol areas, beats, neighborhoods, or jurisdictions. Polygon features can
represent areas as large as continents and as small as buildings.

Polygon Feature Example.

4. Image feature
An image feature is a vertical photo taken from a satellite or a plane that is digitized
and placed within the geographic information system coordinate system so that there are -x and -y
coordinates associated with it.

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 Image Feature example

Data of geographic features

Each type of feature has “attributes” or a table of data that describe it. All the attributes for
three of the four types of features (point, line, and polygon) are stored in a GIS as a data table (Note
that a digital orthophotograph has an –x and –y coordinate but does not have an associated data
table worthy of analysis). The ability to view, query, relate, and manipulate data behind these
features is the true power of a GIS. A manual pin map and a computer map depict points, lines, and
polygons but do not have data associated with the features and are not easily manipulated. In a
GIS, simply clicking on a point, line, or polygon can produce the data table associated with that
particular feature.
The primary advantage of a GIS is its functionality that allows geographic data to be
manipulated. The following are some components that enable data to be manipulated.

Connectivity
Refers to streets and other linear features that are represented by segments that connect at
intersections. However, each segment connects at an intersection, and connectivity is the ability of
the GIS to recognize that the two line segments come together to form an intersection.

Contiguity
Refers to adjacent areas that are represented by adjacent polygons. The following map
shows how a GIS includes adjacent polygons representing parcels and buildings. The ability of the
GIS to recognize adjacent polygons allows for querying, selection of polygons within others, and
visualization of complex land units.

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Geometry
Refers to the fact that all features in the geographic information system have at least one set
of –x and –y coordinates.

Visual display/mapping Thematic approach

Scale
Scale is the relationship between the dimensions of the map and the dimensions of the
Earth. Usually, the scale depends on the purpose of the analysis or map.

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Crime Analysis Mapping
“Crime mapping” is a term that has been used to refer to research analysis using GIS in a
law enforcement setting. 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.
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.

Lesson 5: Definition of Terms

Problem Solving Approach

Refers to a methodical process for reducing the impact of crime and disorder problems in a
community. The problem-solving approach is an integral component of the philosophy of community
policing.

SARA Approach to Problem Solving. The SARA approach to problem solving is described as
Scanning (S), Analysis (A), Response (R), and Assessment (A). That is, once a problem is
identified and its characteristics are analyzed, a response is developed and deployed to combat the
problem, and after a determined time period, the response is evaluated. The following is a brief
discussion of each aspect of the SARA process.
Scanning. Scanning is the first step to problem solving and is the identification of a cluster of
similar, related, or recurring incidents through a preliminary review of information, and the selection
of this crime/disorder problem among competing priorities for future examination.

Analysis. Analysis is the use of several sources of information to determine why a problem is
occurring, who is responsible, who is affected, where the problem is located, when it occurs, and
what form the problem takes.

Response. Response is the execution of a tailored set of actions that address the most important
findings of the analysis phase. Some examples of responses that have been used are working with
city engineers to redesign a park that had a high number of assaults, vandalism, and drug dealing
incidents.

Assessment. Assessment is the measurement of the impact(s) of the responses on the targeted
crime/disorder problem using information collected from multiple sources, both before and after the
responses have been implemented.

Crime Analysis and Problem Solving

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 Crime analysis and mapping play a major role in all phases of the problem solving process.
The role of crime analysis in problem solving lies in the fact that members of a law enforcement
agency have different experiences and understandings of a problem, and it is necessary for the
crime analyst to either support or refute these assumptions by providing a comprehensive analysis
of a problem and an evaluation of process and response impact.

General Data Integrity Issues. There is various data integrity issues associated with tabular and
geographic law enforcement data. This section is not meant to serve as a comprehensive
description of the data integrity issues in law enforcement but instead gives a general overview of
the major issues.

Data Entry. In a law enforcement setting, oftentimes the individuals, officers, dispatchers and
records clerks, who are conducting data entry, do not realize that others are using the data they
produce. This lack of awareness can lead to carelessness and result in unreliable data. Data entry
errors can be improved by technology (address cleaning software), proper training, and making
individuals aware of the uses and importance of the data.

Timeliness. A primary concern in crime analysis, especially in tactical crime analysis, is that data
obtained are current and available in a timely manner. Unfortunately, because of human error and
technological difficulties, this is not always possible. One method to remedy this problem is to stress
the need for and the value of current data for crime analysis. This need should be communicated
throughout the department in order to come up with solutions for improving data timeliness.

Data Validity. Validity refers to whether data accurately reflect the concept that they are intended to
measure. Although true validity is difficult to measure, law enforcement data, like any other data, are
prone to validity issues. For example, many police departments use calls for service information as
a proxy for crime. This is problematic, because not all calls that are originally dispatched as a crime
are in fact crimes. The best example is a robbery call for service, since there is a common confusion
about the difference between a robbery and theft. If the dispatcher enters what the citizen reports
and the title of the call is not changed when the actual crime is determined (a common problem), the
call for service would not accurately represent the crime that occurred. Even if the call title and
crime match, using calls as a proxy for crime is problematic as the date and time variable would
indicate when the call was received by the police department, not when the crime actually occurred.

Reliability. Refers to the weather data are measured the same in repeated observations. An
example of a reliability issue related to law enforcement data is when there is a policy or law change
(e.g., mandatory arrest for domestic violence offenses). Frequently, there will be a sharp increase or
decrease that indicates that the data no longer represent the same phenomenon and thus, the
numbers are not reliable. Obviously, reliability issues can significantly affect crime analysis results.

Data Transfer Process. The data transfer process can affect data quality and integrity in that data
can be inadvertently or unavoidably lost or reformatted. An issue associated with the data transfer
process is data compatibility. Police departments are notorious for having data in many different
formats and converting and combining these data is often a time-consuming and frustrating
process.

Data Confidentiality/Privacy. Crime analysts are managers of law enforcement data; therefore,
crime analysts are responsible for protecting the information and individuals represented within the
data. Normally, the data used and created in crime analysis adheres to a jurisdiction’s policies on
privacy and confidentiality.

Data Management

Metadata. Metadata refers to the data that describes the analyst’s work. Metadata are the data that
describe data. Every police department has its own set of procedures that outlines how crime
analysis is conducted. These written procedures are also invaluable training tools for new analysts.
Categories of metadata include:
Location of data files (e.g., on network, mainframe, personal computer)

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 Source of the data (e.g., Records Management System, Investigation Bureau)
Data cleaning procedures
Geocoding procedures
Report and map formats
Methodology for regular reports and studies (e.g., monthly crime report, annual staffing
analysis)

Geocoding. Is the process of bringing tabular and geographic data together based on a common
geographic unit of analysis.

Image 1. Geocoding

Image 2. Geocoding

A geographic unit of analysis. Refers to a spatial characteristic within the data that is necessary
to locate it on a map (such as address, zip code, beat, or grid).

Tabular data. This are contained in a table and are a list of records that, along with information
about the record, contain addresses or some other type of geographic variable. Examples of law
enforcement tabular data are calls for service, crime, accidents, citations, sex offenders, and
arrests. Along with information about nature of the incident (e.g., type of call or crime, date, time),
these data contain the location of the incident (e.g., address, grid, and/or beat), which will allow it to
be geocoded.

Image 1 for Tabular Data

Image 2 for tabular data

Geographic data . This is data that can be displayed on a map such as streets, census tracts,
parcels, and buildings.
(Examples of geographic data specific to law enforcement are police districts, beats, or grid
boundaries).
The purpose of geocoding is to assign tabular data to a location on the earth’s surface to
visualize the spatial characteristics of the data. It is analogous to placing a pin on a map in the
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appropriate location. Unlike the paper map, when geocoding in a geographic information system,
data associated with the pin, or data point, are available. In order to geocode either electronically or
manually, there must be a common geographic unit of analysis. In law enforcement, address is
primarily used as the geographic unit of analysis to which tabular data are geocoded. However,
other types of geographic units are also used such as parcels, zip codes, census tracts, census
blocks, or beats. In the case of geocoding, geographic data used for geocoding are called
“reference data” since the geographic data are used to reference the tabular data.
The following is a discussion of the geocoding process, regardless of the geographic information
system (GIS) software used, and some common problems faced when geocoding law enforcement
data.

Image for geographic data

The geocoding process

In general, there are five basic steps in the geocoding process. They are:
1. Prepare the geographic and tabular files for geocoding.
2. Specify the geocoding parameters.
3. Geocode.
4. Review results.
5. If necessary, re-specify parameters and geocode again.

Spatial Analysis Techniques

Single Symbol Mapping

Single symbol mapping refers to the use of individual symbols to represent point, line, and
polygon features. The utility of single symbol maps is that they allow for a detailed analysis of small
amounts of data. Single symbol mapping is also helpful in representing geographic data such as
schools or churches in that it is known that they are discrete addresses and the risk of two points on
top of one another is low. The following is an example of schools in a single symbol map. The user
should be aware of the readability of the map in order to determine what is “too much” data.

Graduated Mapping

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 Graduated mapping consists of aggregating data into groupings that are displayed on the
map. These groupings can be graduated by size or by color and can be classified statistically in
various ways. This next section describes the size and color graduations as well as the
classifications that are available in most GIS software packages.

1. Graduation By Size

Graduated size mapping is the process by which data are summarized so that symbols
(point or line features) are altered in size to reflect the frequencies in the data.
In other words, in this type of map, more than one incident at a given point or line is represented
with a larger symbol or a thicker line. One drawback is that oftentimes, the size of the symbol or line
is difficult to distinguish and the actual value associated with that symbol is not clearly displayed. In
addition, similar to single symbol mapping, this type of map is most helpful with smaller amounts of
data, since too many incidents make the map unclear and difficult to read.

2. Graduation By Color
In graduated color mapping, symbols (point, line, or polygon features) are altered in color to
reflect a particular value of the feature. Features can be graduated by any variable. Law
enforcement variables include shading by date/time, by priority, by crime type, by number of crimes
at a location or in an area, or by crime rate of an area. Each category or unique value is a different
color.

Lesson5: Crime Analysis Product Format and Dissemination

The effectiveness of any crime analysis or mapping endeavor has as much to do with the
presentation of the results as it do the analysis. If the resulting document of analysis is not legible
and understandable to its audience, it is worthless.

Factors to consider when developing a final product;

1. Methods of dissemination
2. Components of a crime analysis product
3. Types of crime analysis products.
4. Included also the recommendations for elements of a crime analysis product and
elements of a map. These are distinguished from one another since maps include additional
elements such as a legend, North arrow, and scale.
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Factors to Consider When Developing a Crime Analysis Product,

1. The purpose of the product.

Crime analysis products can serve many purposes, from informing citizens about recent
activity, to assisting the agency in planning, to apprehending a suspected criminal. For example,
monthly maps of a town that depict reported crime are useful for providing general information to the
public about changes in hotspots of reported crime; however, a detailed map of each hotspot
location may be necessary for patrol officers and investigators who need specific information in
order to focus their problem-solving efforts. In either case, it is important to prepare maps that are
appropriate to the purpose.

2. The audience of the product

There are also many audiences for crime analysis products. They can include police
department personnel, the general public, community groups, business groups, school officials, or
city council members. By gauging the needs, expectations, and skill level of these individuals,
products that are appropriate for each group can be developed. For example, a map of the
residences of all known gang members that includes names and case numbers may be useful to
gang enforcement officers compiling intelligence information. However, a map with this level of
detail would not be disseminated to the public as it may violate an individual’s privacy rights or
compromise an investigation. It may be appropriate to include a brief notation on the map, such as
“law enforcement use only” or “external use” to indicate the intended audience.
In general, when producing a crime analysis product, the needs of users of the information
need to be balanced with political, legal, and ethical concerns.
Methods of Dissemination
Methods of dissemination of a product inherently rely on the intended purpose and audience.
They also rely on the means available, such as the Internet and Intranet capabilities, or the
newspaper.
For example, a crime analyst may want to let officers know that there is a sexual assault
pattern happening in a certain part of the city and provide them with detailed information about the
pattern. The analyst, of course, would not provide this information on the Internet for the public to
see, but instead may include selected information on fliers to hand out at a briefing, send a
department-wide (internal) e-mail, or attend the briefings of the officers in the affected areas. Thus,
the purpose, informing the patrol officers in an area, dictates how that information should be
disseminated.
The analyst must also consider what is the most efficient and effective method of
dissemination, because frequently, the easiest method is not the most effective. For example, it may
be simple to publish a crime pattern bulletin and e-mail it to the department or place fliers on a table
in the briefing room for officers to read. But if the officers do not regularly check their e-mail or the
table is full of other similar fliers, these methods of dissemination may be ineffective and a more
time-consuming method, such as attending briefings, may be warranted.
The most effective way to disseminate information depends on the current specific
circumstances of the department, and the analyst should continually pay attention to what is
appropriate and effective.

Components of Crime Analysis Products

A crime analysis product can include one or more of several types of analytical output, which
can include tables, charts, graphs, maps, images, and narratives. In a law enforcement setting, a
balance of one or more of these components should be used in any one product, and including all
or just one component should be avoided.
For example, a two-page essay on the recent burglary activity in Beat will not be as effective
as a simple description of the pattern, a table of the relevant information, a chart depicting the time
of day and day of week of the activity, and a map that indicates where the activity is occurring.
Conversely, a crime analysis product should not contain only a map or a chart. Even though a map
or chart should be produced to stand on its own, the crime analyst should also include additional

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information such as interesting findings, interpretation of the results, and recommendations for
future analysis.

Types of Crime Analysis Products

The following are some general types of crime analysis products.

Crime bulletins
Short one to two-page documents that describe a tactical short-term trend or pattern.

Memos
A document in letter form that summarizes a request, explains the analysis, highlights the
interesting findings, and, in some cases, makes recommendations for response or further analysis.
These should be included as cover letters for research and special reports.

Weekly/monthly/quarterly reports and maps

Documents and maps that convey the same information in regular intervals to inform about
activity and allow for identifying problems. These products should be consistently formatted to
ensure recognisability by customers and allow comparison.

Annual reports
Reports that provide information aggregated by year and are published on a yearly basis.
They would include breakdowns by geography, months, and types of activity (e.g., types of crime,
types of calls, and accidents) and comparisons among years. They might also include comparisons
to other similar jurisdictions as well as to state and national figures.
Research reports
Reports that provide a description of the data, methodology, and analysis of a research
project (i.e., problem solving project or evaluation of a program) as well as the results of the
analysis, interpretations of the findings, and recommendations for response or future research.
Special reports
These are reports that are requested on an ad hoc basis and address a particular issue such
as traffic accidents around schools or efficient allocation of a new squad of officers. The analysis
that makes up these reports is less rigorous than the research reports and subsequently takes less
time.
These special reports make up much of the daily work of the crime analyst. These
general categories can include information about crime, calls for service, arrests, and accidents.
They also can be specific to a particular area such as street segment,
neighbourhood, beat, district, and the entire city. Other more specific types may include lists of
incidents, “attempt to locate” bulletins, gang information bulletins, missing person’s fliers, and FI
card summaries.

Lesson6. General Crime Analysis Product Elements

The following are the general elements of a crime analysis product.

Title
It includes the nature of the data and geography included as well as the time span included.
For example, “Citizen Generated Calls for Service in
Precinct 9: January 1, 2001 through June 30, 2001.”

File path
This is where the document is located. This is important, so that future requests for the
report, an update, or similar report can be easily filled. This assists the analyst in finding the product
versus redoing it.

Credits/date

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 This includes the name or divisions of the individual(s) who created the report and the date it
was created. This allows for the analysts to get credit, for others to direct questions about the
product to the appropriate people, and for everyone to know when the product was disseminated.
(For example, “Prepared by Crime Analysis Unit, December, 2001” or “Prepared by Jane Doe,
01/06/02.”)

Text, tables, graphics, and/or maps

This is the substantive content of the product and what is included varies from
product to product.

Analysis summary
This is an interpretation of the data and interesting findings and is important to ensure
appropriate interpretations of the data and results by others. This section is often omitted from crime
analysis products.

Disclaimers
This information details what the data and analysis results do not say. For example,
conclusions drawn from any report containing crime information can only be made about crimes
known to the police, not all crime. Another example is the use of calls for service in lieu of crime
data. The difference between the two data sources should be noted as should the limitations of
using calls for service.
(e.g., time and date of call may not be time and date of the criminal incident).

Recommendations
This section would contain suggestions for future analysis or actions based on the results. It
is considered optional and may not always be included in a crime analysis product. Because these
elements can be included and combined in an infinite number of ways, a specific example of a
crime analysis product is not included here. See below for an example of the map design elements.

Map Design Elements

Maps differ substantively from other components of a crime analysis product, and they
contain specific features unique to maps. The following are guidelines for map design elements.

Title
Similar to the title of a general crime analysis product, the title of a map should contain the
nature of the data and geography included as well as the time span included.

Legend
This element lists the tabular and geographic data sources displayed in the map and
indicates the symbols that are used to represent each data source. In addition, in the case of a map
that includes graduation by color or size, the classification used should also be listed. This will allow
the reader to understand the divisions of the categories and the analysis that has been conducted.
For example, “Classification = Natural Breaks” or “Quantile Classification.”

Geocoding rate
As with statistics and tables that are presented in social science, data that are missing from
the map should be noted. In the case of a map, this would be displayed as a percentage of the data
that have been successfully geocoded. For example, “Geocoding Rate = 99%.”
Labels
Should be used in moderation and where appropriate within the map. Labels should orient
users to the map as well as highlight analytical results.

Scale Bar
Describes the distance units used in the map.

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North Directional
Indicates the geographic orientation of the map.

Credits/date
As in the general crime analysis product, this contains the name or division of the individual
who produced the map as well as the date it was created. Remember, these elements are specific
to maps and even though maps should basically stand on their own, supplemental description and
interpretation of the analysis should be included.

Evaluating the Utility of Crime Analysis and Mapping Products

Finally, a feedback mechanism for crime analysis products is important to determine both
their relevance and effectiveness. Customer surveys, informal discussions, and/or focus groups can
be used to learn whether a product is serving its intended purpose and is useful to its audience. In
addition, it is necessary for the analysts themselves to review and re-evaluate current crime analysis
products. As noted in the following figure, this process is ongoing. Changes in focus of the
department, capabilities of customers, the nature of criminal activity, and information technology are
only a few of the factors that could influence needs and purposes of crime analysis products.

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