Traffic Enforcement and Disaster Preparedness

Module 5 – Law Enforcement Operations
TRAFFIC ENFORCEMENT
Public Safety Basic Recruit Course

Module 5 – Law Enforcement Operations (TRAFFIC ENFORCEMENT and DISASTER PREPAREDNESS
and RESPONSE OPERATIONS/ Enforcement)
Traffic Enforcement
What Is Traffic?
- Refers to the movement of persons, goods &
vehicles either powered by animals or animal-drawn
vehicles, or by combustion system from one place to
another for the purpose of safe travel.

Traffic Enforcement
What Is Traffic?
Traffic Administration in the Philippines is being
undertaken by a number of agencies of the
government sector both civilian and the military
organization.

Traffic Management
- Is an executive function such as Planning,
Organizing, Directing, Supervising, Coordinating,
Operating, Recording, and Budgeting traffic affairs.
Traffic Patrol
- The observation of road conditions, the
behavior of the drivers and road users for the
purpose of traffic supervision, law enforcement and
providing authorized traffic connected services to
the public

Traffic Unit
- An element of traffic, a person using traffic
way for travel or transportation; vehicle, pedal
cyclist, and pedestrians.

Traffic Way
- The entire width between property lines or
other boundary lines of every way or place of which
any part is open to the public for the purpose of
vehicular travel as a matter of right custom.
- All highways are traffic ways, but traffic

ways include also some area on private
property such as shopping center.

Definition of Traffic Law Enforcement

Traffic Law Enforcement (TLE)
- Effective TLE depends upon Detecting and
apprehending as many traffic law violators as possible
as well as Imposing (by the courts) appropriate
penalties upon those judged guilty, of committing traffic
offenses.

Goals of Traffic Law Enforcement
The two primary goals of traffic law enforcement are

to:
• Promote sustained compliance with traffic laws
through deterrence.
• Prevent hazardous traffic situations from occurring
and thus prevent or reduce the number of traffic
accidents.

GOAL:
Promote sustained compliance with traffic laws

through deterrence. Although traffic laws are enacted
to constrain behavior, there is a natural tendency, at
times, for motor vehicle operators and pedestrians to
ignore traffic regulations.

GOAL:
Enforcement action by police, personnel,

besides stopping a violation, tends to develop
avoidance behavior (that is, the avoidance of doing
certain things for which punishment will be received)
on the part of drivers and pedestrians. The results of
rigorous enforcement are reflected in the reduction
of the number of traffic fatalities in raryland for 1972
through 1975

The association of a potentially unpleasant

experience, such as receiving a warning, a
citation, a Safety Equipment Repair Order
(SERO), or being arrested, with the act of
committing a traffic violation, can successfully
deter the would-be traffic violator. Deterrence
may result in sustained compliance if potential
violators develop strong avoidance reactions in
anticipation of the consequences of their actions

This sustained compliance is achieved through a

fear of such punishments as:
• Imprisonment and/or fine

• Increased insurance premiums,
• Loss or restriction of driving privileges,
• Loss of prestige, embarrassment.
• An accident and/or bodily harm.

Eventually, the fear of punishment as a

motivation for obeying traffic laws may be
replaced by the unconscious habit of sustained
compliance for all but habitual violators.
A vigorous and impartial program of TLE can

instill in certain motorist and pedestrian beliefs
that will also foster an attitude of sustained
compliance. These beliefs are that:
• Traffic laws are equitable and fair.

•Traffic laws are intended to ensure safe and

expeditious highway travel.
•Law enforcement officers, through patrol
activity, are omnipresent.
•Police action is certain when offenses
formatted, especially when rotations rather than
warnings are issued for violations.

• Appropriate penalties will be levied by the

courts for traffic offenses. (It is not the severity.
of punishment, but the certainty of punishment
that is effective.)

A TLE program can create the beliefs necessary

for sustained compliance in the following ways:
Direct effect. The fact that a violators promptly

apprehended and appropriately punished can
have a direct effect on the development of an
attitude of sustained compliance.

Observational /symbolic effect. The fact that an

individual may witness the apprehension of a
traffic violator (or read or hear about the
apprehension and punishment of a violator)
serves as a reminder of the possible
consequences of violating traffic laws.

Thereafter, the observation of a police car or police

officer will symbolize the expectation of enforcement
action for a traffic violation. How long this symbolic
effect persists after police contact is broken will
depend upon the strength or effectiveness of the
jurisdictional TLE program and the frequency of
contact with representatives of the law enforcement
agency.

Reputational effect. If, over a period of time,

the TLE program attains a high
degree of effectiveness, a community-wide,
general belief may be fostered (through word of
mouth or publicity) that the commission of a
traffic violation is a risky action

Thus the program establishes a desirable reputation

for its TLE efforts. It is this reputational effect of
discouraging traffic violations and obtaining
sustained compliance that law enforcement agencies
strive to achieve. (This general belief, or reputation,
for TLE effectiveness should not, however, be
dependent solely upon citizen observation of law
enforcement officers.)

GOAL: Prevent hazardous traffic situations

from occurring and thus prevent or reduce
traffic accidents.
Since traffic laws and regulations have been

developed to promote the safe and expeditious
flow of traffic, TLE and resultant compliance
with traffic laws will prevent the following types
of hazardous situations from occurring.

TP 5.1.1 Intro to Traffic Laws, Rules,

Regulations, and Other Traffic Ordinances
Traffic management
- is the organization, arrangement,
guidance and control of both stationary and
moving traffic, including pedestrians, bicyclists
and all types of vehicles.


Traffic management
- Its aim is to provide for the safe, orderly
and efficient movement of persons and goods,
and to protect and, where possible, enhance
the quality of the local environment on and
adjacent to traffic facilities.


Traffic management
- This book is an introduction to traffic
management, written in laypersons' language,
and assuming no background knowledge of the
subject.


Traffic management
- Various basic traffic characteristics
relating to road users, vehicles and roads, and
traffic regulation and control, are discussed,
including some traffic volume and traffic flow
considerations relevant to traffic management.

As a basis for logically applying traffic management

techniques it is necessary to develop a classification
or hierarchy of all roads to ensure that the primary
purpose of each of them is defined, agreed and
understood. A functional classification of roads
suitable for traffic management purposes, and a
process for developing such a system is described.

Several chapters go on to discuss various aspects

of traffic management, including signing and
delineation, pedestrian facilities, bicycle facilities,
intersections, traffic signals, road capacity,
parking, roadside safety and roadway lighting.

The objectives of local area traffic management

schemes, and a systematic process for developing
them are described, and the various techniques
that may be used and the principles of design of
traffic management devices are summarized.

The application of traffic management

techniques to rural and urban arterial roads
respectively is discussed, emphasizing the
desirability of treating routes or networks as a
whole rather than simply focusing on isolated
problem spots. Past and likely future trends in
road travel, and various techniques for travel
demand management are described.

While these sorts of techniques are well known,

and their use should be encouraged, they are
unlikely to have much effect on travel in Australia
at least for the foreseeable future. The important
area of traffic enforcement and the associated
aspects of education and encouragement are
considered

Unless traffic management is logically applied

and consistently enforced, it will not be effective.
Enforcement must be considered an
integral part of traffic management.

Traffic laws, rules, and regulations and other

ordinances
1. The mass of the traffic laws, rules, and

regulations have their source in laws, Presidential
Decrees (P.D.s), Executive Orders (E.O.s), Letters
of Instructions (L.O.Is), Administrative Orders and
Implementing Memoranda and other Special
Laws relative to traffic operation and traffic law
enforcement. As a traffic law enforcer, it is essential
that you should be familiar with these rules and
regulations.


ordinances
2. R.A 4136 - This is the basic law regulating land

transportation in the Philippines. It has repealed
Act no. 3992. Further, as amended by R.A Nos.
5715, 6374, PD Nos. 382, 843, 896, 1057,
1934,1950, 1958, BP Blg. 43, 74 and 398.R.A
6539. The act which is known as the “Anti
Carnapping Act of 1972”, the act preventing and
penalizing carnapping. R.A 5448.


ordinances
2. R.A 4136
- Act imposing a tax on privately owned
passenger automobiles, motorcycles and
scooters, and a science stamp tax, to constitute a
special science fund defining the programs,
projects, and activities of science agencies to be
financed there from and for other purposes.


ordinances
3. R.A 8749
- Also known as the “Clean Air Act” which
regulates the emission of toxic gases from
gasoline and diesel engines and bans the use of
leaded gas for gasoline engines. R.A 8750. It
provides for the attachment of seat belts for all
motor vehicles and imposes a penalty for non-
compliance.


ordinances
3. R.A 7924
- The Act creating the Metropolitan Manila
Development Authority, defining its powers and
functions, providing funds therefor and for other
purposes.


ordinances
4. P.D No. 96
- Regulating the use of sirens, bells, horns,
etc., by prohibiting the attachment of any siren,
horn bell, etc. on motor vehicles which produce
unusual or startling sounds as well as blinkers and
other similar devices unless the vehicle belongs to
the AFP, NBI, LTO, PNP, BJMP, hospitals and Fire
Departments and are specifically intended for use
in emergencies. P.D No. 101.


ordinances
4. P.D No. 96
- Regulating the use of sirens, bells, horns,
etc., by prohibiting the attachment of any siren,
horn bell, etc. on motor vehicles which produce
unusual or startling sounds as well as blinkers and
other similar devices unless the vehicle belongs to
the AFP, NBI, LTO, PNP, BJMP, hospitals and Fire
Departments and are specifically intended for use
in emergencies. P.D No. 101.


ordinances
5. P.D No.612
- Requiring compulsory insurance for all
types of vehicles against third party liability as an
additional pre-requisite for registration by the
LTO. P.D 1686. Imposing a tax on every motor
vehicle equipped with air conditioner. P.D 1181.
Providing for the abatement of air pollution from
motor vehicles and for other purposes. P.D 1605.


ordinances
5. P.D No.612
- Granting the Metropolitan Manila
Commission certain powers related to traffic
management and control in Metropolitan Manila
providing penalties, and for other purposes. P.D
98. Regulating the insurance of license plates of
all motor vehicles. P.D 109. Modifying P.D 98.


ordinances
6. P.D 1729
- Authorizing the Bureau of Land
Transportation to dispose of impounded motor
vehicles unclaimed by owners for a certain period
of time. P.D 1730. Declaring the syndicated
printing, manufacture, distribution, possession or
use of fake official Bureau of Land Transportation
forms, documents, plates and stickers as
offenses involving economic sabotage.


ordinances
7. L.O.I No. 43
- Providing for the removal of all
impediments on roads, streets, and highways
such as constructions, stalled or parked vehicles,
and other movable property that obstruct free
passage. This LOI abrogated city or municipal
ordinances governing the disposition of traffic on
city and municipal streets throughout the country.
L.O.I No. 112.


ordinances
7. L.O.I No. 43 - Prohibiting freight and cargo trucks
from using roads, highways and bridges whose load
capacities are in excess of specific allowable limits.
L.O.I No. 229. Requiring all motor vehicle owners,
users, or drivers to have in their possession at all
times while driving at least one (1) pair of early
warning device (EWD) for use when the vehicle is
disabled on roads, streets and highways or other
emergencies compelling the vehicle to be on stop
position.


ordinances
8. L.O.I No. 716.

- Every motor vehicle to equip at least a pair
of early warning devices. L.O.I. 551. Directing the
law enforcement agencies to implement the
pollution Control Program. L.O.I 853. Calling for the
National Tripartite Conference to consider the
establishment of viable labor-management
relations based upon the “boundary” system inland
transportation. L.O.I 1009.


ordinances
8. L.O.I No. 716.

- All owners of private motor vehicles who
desire to stop operating or using their numbers
plates and registration certificates to surrender to
BLT.L.O.I 1071. Owners and/or operators of
motor vehicles are authorized to pay the annual
premiums for the insurance of their motors
vehicles on quarterly basis.


ordinances
9. DOTC D.O.88-305.
- Rules of pleadings, practice and
procedure for appeals on franchising, fare rates
charges and other related matters pertinent to
land Transportation Public Utilities. D.O. 93-693.
Revised Schedule of Administrative Fees and
charges of the Land Transportation Office.


ordinances
10. Administrative Order No. VIII, S-1968, LTC

- Requiring the towing and impounding of
stalled motor vehicles on public highways and the
imposition of corresponding fees thereof.
Administrative Order No. 1, S-1973, LTC.
Prescribing guidelines and procedure in
implementation of PD No. 96.


ordinances
10. Administrative Order No. VIII, S-1968, LTC

- Administrative Order No. 1, S-1975, LTC.
Laying down the specific rules and action in the
imposition of uniform fines and penalties for
violations of the provision of R.A.4136. Special
Order No. 101-IRM, LTC. Enumerating and
identifying various city streets where parking is
prohibited.


ordinances
11. LTC Memorandum to All Patrol Officers.

Deputies and Agents Dated 09 august 1975.
Directing those motor vehicles whose loads are
rice, cereals, fertilizers, and other prime
commodities are not to be apprehended and stop
on roads and highways except only in cases of
serious violations.


ordinances
11. LTC Memorandum Circular No. 33. Dated 12

September 1972. Providing guidelines in the
apprehension of illegally parked motor vehicles. ›
LTC Circular No. 15, dated 19 January 1972.
Regulating and laying instructions in the use of
Special Commemorative Motor Vehicle Plates.


ordinances
11. M.C 94-199. Aide-memoir regarding retention

and authority by LTO to regular motorized
tricycles under R.A 4136, and guidelines to
implement devolution of LTFRB’s Franchising
Authority over TC’s per R.A 7160 issued by
DOTC.


ordinances
12. M.C 94-188. Issuance of driver’s license to

disabled persons.
› M.C. 92-146. Re-implementation of LOI 229,
as amended by LOI 479 directing the installation
of early warning devices of motor vehicles.
› M.C. 94-192. Diesel smoke emission test for
motor vehicles.


ordinances
12. M.C. 90-020. Directing all public land

transportation service operators and drivers to
display in any conspicuous place of their
vehicles the authorized fare matrix for the
specific route granted them to avoid conflict.


ordinances
12. M.C. 93-011. Enjoining all public utility

operators to use garage instead of public places
or side streets in parking their vehicles.
› M.C 94-002. Sanctions on operators arising from
the violations of their drivers.
› M.C. 94-209. Clarificatory guidelines for the
registration/ operation of new private vehicles
particularly in the use of conduction sticker.


ordinances
13. E.O 125. Reorganizing the DOTC, defining its

powers and functions, and for other purposes.
› E.O.266. Providing for two service units in the
office of the Asst. Sec. for land Transportation in
the DOTC (Law Enforcement Service-LES and
Traffic Adjudication Service-TAS), defining the
powers and functions thereof and for other
purposes


ordinances
13. E.O. 202. Creating the Land Transportation

Franchising and Regulatory Board (LTFRB).
› E.O. 248. Empowering the Land Transportation
Commission to control and supervise the
operations of motor vehicle driving schools.


ordinances
14. Batas Pambansa Blg. 344 (B.P. 344). Act to
enhance the mobility of disabled persons by
requiring certain buildings, institutions,
establishments and public utilities to install facilities
and other devices. Memorandum Unnumbered
Dated July 13, 1992. Early Warning Device (EWD)
not a requirement for registration. SC Bars
Lawmen from Removing Car Plates (187 SCRA
432).


ordinances
15. Motor Vehicle. Shall mean any vehicle

propelled by any power other than muscular
power using the public highways, but excepting
road rollers, trolley cars, street-sweepers,
sprinkles, lawn mowers, bulldozers, graders, fork-
lifts, amphibian trucks, and cranes if not in used
in public highways, and traction engines of all
kinds used exclusively for agricultural purposes.


ordinances
16. Passenger Automobiles

- Shall mean all pneumatic tire vehicles of
types similar to those usually known under the
following terms: touring car, command car,
speedster, sports car, roadster, jeep, cycle car
(except motor wheel and similar small outfits
which are classified with motorcycles), coupe,
landaulet, closed car, limousine, cabriolet, and
sedan.


ordinances
16. Articulated Vehicle

- Shall mean any motor vehicle with a
trailer having no front axle and so attached that
part of the trailer rests upon the motor vehicle
and a substantial part of the weight of the trailer
and of its load is borne by the motor vehicle.
Such trailer shall be called as “semi-trailer.”


ordinances
17. Driver. Shall mean every and any licensed

operator of a motor vehicle. Professional
Driver. Every and any driver hired for driving or
operating a motor vehicle, whether for private use
or for hire to the public. Any driver driving his own
motor vehicle for hire is a professional driver.


ordinances
17. Owner. The actual legal owner of a motor

vehicle, in whose name such vehicle is duly
registered with the LTO. Dealer. Every person,
association partnership, or corporation making,
manufacturing, constructing, assembling,
remodeling or setting up motor vehicles; and every
such entity acting as agent for the sale of one or
more makes, keeping the same in stock or selling
same or handling with a view to trading same


ordinances
18. Gross Weight. The measured weight of a motor

vehicle plus the maximum allowable carrying
capacity in merchandise, freight, and/or passenger,
as determined by the Commissioner of the LTO.
Highways. Every public thoroughfare, public
boulevard, driveway, avenue, park, alley, and
galleon, but shall not include roadway upon grounds
owned by private persons, colleges, universities, or
other similar institutions.


ordinances
18. Parking or Parked. Shall mean that the motor

vehicle is parked or parking if it has been brought
to a stop on the shoulder or proper edge of a
highway, and remains inactive in that place or
closed thereto for an appreciable period of time.
Tourist. A foreigner who travels from place to
place for pleasure culture.


ordinances
19. Exceeding Registered Capacity

(Overloading) Passengers, freight or cargo load
of a motor vehicle should not be more than its
registered carrying capacity. Conductors of public
utility trucks or buses are held liable for the
overloading of vehicles under their charge.


ordinances
19. Cargo Carrying Devices. The construction of

devices for carrying cargo at the rear or sides of
trucks may be allowed, subject to the approval of
the commissioner but the total net weight of the
device, including cargo, must not exceed 100
kilos.


ordinances
20. Riding on Running Board. It is strictly

prohibited, except for conductors collecting
passengers fare. Riding on the Top of the Motor
Vehicle. Passengers shall not be allowed to ride on
top of motor vehicles, but baggage or freight may be
carried on top of the truck, provided that the weight
thereof is not more than 20 kilos per square meter
distributed in such a way as not to endanger
passengers or vehicles stability.


ordinances
21. Required Motor Accessories. Every motor

vehicle when operated on a traffic way should
have the following specified accessories:
- Tires- Motor vehicles having metallic tires
are prohibited from operating on any public
highway. If the tires are solid, it should be thick
enough to prevent the metal rims from touching
the roads.


ordinances
21. - Brake- Every motor vehicle with four (4)

or more wheels shall be provided with dual
hydraulic brake system so that in case of
hydraulic line failure affecting the braking
efficiency of any of the four (4) wheels at
least either the front or rear wheels shall retain
normal braking capabilities.


ordinances
22. Horns- Every motor vehicle shall be provided

with a horn or signaling device in good order.
Provided, however, that no horn or signaling
device emitting exceptionally loud, startling, or
disagreeable sound shall be installed or used on
any motor vehicle.


ordinances
22. Headlight- The vehicle should have two (2)

headlights, one on each side, which must be
dimmed when meeting another vehicle. Tail
Lights- be installed at the rear portion of the
vehicle, this should be visible at least 100 meters
away. Stop Lights- installed also at the vehicle’s
rear.


ordinances
23. Red lights are prohibited at the forward

portion of the vehicle. Motorcycles must have one
head lamp and one tail lights. Lights should be put
on when vehicle is parked or disabled. Appropriate
parking lights or flares are required for vehicles
when parked or disabled in such a way as not to
endanger passing traffic.


ordinances
23. Windshield Wiper. Every motor vehicle shall
be equipped mechanically or electrically
operated device for wiping off raindrops or other
moisture from its windshield. Use of Red Flag-
Whenever a load of any vehicle extends more
than one (1) meter beyond the bed or body
thereof, there shall be displayed at every
projecting and of such load, a red flag not less
than 30cm.


ordinances
23. Both in length and width, except that during

the hours fixed under sub-section, there shall be
displayed, in lieu of the red flag, red lights visible
at least 50 meters away.


ordinances
24. Mufflers- Every motor vehicle propelled by

an internal combustion engine shall be equipped
with a muffler, and whenever said motor vehicle
passes through a street of any city, municipality,
or thickly populated district or barrio, the muffler
shall not be cut out or disconnected. No motor
vehicle shall be operated in such a manner as to
cause it to emit or make any unnecessary or
disagreeable odor, smoke, or noise.


ordinances
25. Hitching on to a Vehicle. The following

practices are prohibited. Hanging on- to or riding
on the outside or rear-end of any vehicle. Holding
on- to any moving vehicle whether on foot or
otherwise. Driver allowing any person to hang on
or ride outside of or at the rear end of the vehicle.


ordinances
26. Driving while under the influence of
liquor or other prohibited drugs. It is
absolutely prohibited to operate any motor
vehicle under the influence of liquor or other
prohibited drugs. Obstruction of Traffic.
Obstruction of traffic by operating a motor
vehicle in such a manner as to obstruct, block,
or impede the passage of another vehicle is
prohibited. This prohibition applies even when
discharging or loading passengers


ordinances
27. Duties of Driving in case of Accident. In the
event that any accident should occur as a result
of the operation of motor vehicle upon a highway,
the driver shall observe the following; Stop
immediately. Show his driver’s license to
inspecting traffic law enforcer. Give his true name
and address, including that of the owner of
the vehicle. Assist injured persons. Take
measures to protect belongings of passengers.
Report the accident.


ordinances
28. When could the driver leave the area of

accident without being held liable for HIT-
AND-RUN? His life is in imminent danger of
being harmed by other person/s by reason of the
accident; He surrenders to the proper authority;
and He summons the assistance of a physician or
nurse to aid the victim.


ordinances
29. R.A. 4136 mandates that all motor vehicles
shall be registered by its owner before the
designated District Offices of the Land
Transportation Office. Law enforcement officers
should keep themselves abreast with the proper
procedures of registering motor vehicles for them
to easily identify unregistered motor vehicles or
motor vehicles having expired registrations.


ordinances
29. On the other hand, motor vehicle owners as

well as drivers should be aware of the provisions
on motor vehicle registration to avoid
unnecessary delays and penalties whenever
registration-related apprehensions occur


ordinances
30. Classification of registered Motor Vehicles.
Private (not for hire) - These are motor vehicles use
for the personal use of their owners. Public Utility
Vehicle (for hire)- These are registered primarily for
the conveyance of passengers and other commercial
goods. Government- These are the motor vehicles
owned by the government offices and is used for
official use purposes only. Diplomat – These are
issued to foreign diplomats and consuls assigned in
the Philippines.


ordinances
31. Plate numbers – Upon registration, motor
vehicles are assigned with plate numbers. The
letter and numeral prefixes as well as the
assigned colors are based on the date and place
of registrations and purpose of the
registered motor vehicle. Green with white
background – Issued to private or not for hire
motor vehicles.


ordinances
31. Black with yellow background – Issued to
PUVs. Red (maroon) with white background –
Issued to government-owned MVs. Blue with
white background for foreign diplomats –
Assigned, consuls, and other foreign dignitaries.
Commemorative plate - These special plate
numbers are issued for specific purposes such as
fund-raising for government projects and
programs.


ordinances
32. Last Digit of Plate Number Middle Digit of
Plate Numbers Weekly Deadline (working days of
the month only) 1. Jan 2. Feb 3. Mar 4. Apr 5.
May 6. Jun 7. Jul 8. Aug 9. Sep 10. Oct 1 2 3 4
5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
•Schedule of Registration – Registration of motor
vehicles should be done annually which follows
the numerical suffixes of their plate numbers.


ordinances
32. Note: Vehicles must be registered one month

in advance of weekly deadlines. For motorcycles,
used the 3rd digit. Example; Plate Number – TNG
984 The above motor vehicles shall be registered
in April every year because the last digit is “4” and
the day of registration falls in April 15-21 since the
middle digit is “8”.


ordinances
33. Letters Prefixes on Plate Numbers. The letter

prefixes indicates. Place of initial registration of
the motor vehicle; Year if initial registration and
the possible year model of the registered motor
vehicle could be determined from the order of the
letter prefixes, i.e., the higher the letters the later
the year of registration and year model of the
motor vehicle.


ordinances
33. Example: Vehicle 1 = PLT 255 Vehicle 2 –

TNU 636 Special Plate Numbers for Government
Officials Between the above motor vehicles,
Vehicle 1 was registered earlier than Vehicle 2,
and possibly, Vehicle 2’s model is later than
Vehicle 2. President of the Philippines, Vice
President of the Philippines, Senate President,
etc.


ordinances
34. Driving a motor vehicle in the Philippines as in

other countries is NOT a right but a privilege
granted by the Philippine Government through
the LTO based on Republic Act 4136 and Batas
Pambansa Blg. 398. Further, it is a privilege that
may be suspended or revoked. Driver’s License.


ordinances
34. A document issued to a qualified driver who

possesses the statutory qualification as provided
therefore. It is also a public document which has
the legal presumption of genuineness.


ordinances
35. Duty to procure License. Sec.19 of R.A.
4136 states that no person shall operate any
motor vehicle without first procuring a license to
drive for the current year to be effective in the
hands of its holder, it must not be delinquent,
invalid, suspended, or revoked and should be
carried at all times and shall be shown or
surrendered for cause when demanded by a
person authorized by R.A 4136 to inspect the
same.

Confiscation of Driver’s license. Sec.29 of R.A

4136 mandates that a driver’s license may be
confiscated for violations of R.A 4136, the rules
and regulations issued by the commissioner, and
local traffic rules and regulations.

When a driver’s license is confiscated for any

reason, the traffic enforcer must, however, issue
a receipt (temporary Operator’s Permit (TOP)
which is good for 72 hours within which the
driver may continue to operate his vehicle.
Failure to settle the case within 15 days will
cause suspension or revocation of the license.


ordinances
36. A driver is licensed by the LTO as proof of his

proficiency in driving and his knowledge of road
rules and regulations while operating a motor
vehicle. Upon proving his proficiency and
knowledge, he will be issued a document in the
form of the following licenses:


ordinances
37. International Driver’s License. Bonafide

tourists and transients who are duly licensed to
operate motor vehicles in their respective
countries may be allowed to operate motor
vehicles during their stay but not beyond 90 days
of their sojourn in the Philippines. The applicant
must submit the following requirements:


ordinances
38. The original foreign license plus a photocopy

of the same license. In the event that the foreign
license is written in the language of the license
holder other than ENGLISH, a translation of the
contents of the license into ENGLISH from the
embassy from which the license was issued.


ordinances
38. In the event that the applicant applies for a

license or if his foreign license is expired at the
time that the application is filed, the applicant will
have to undergo both a Written Examination
and an Actual Road Test. An application form
filled by the applicants.


ordinances
39. Military Driver’s License. Enlisted personnel

of the AFP operating motor vehicles owned by
the government shall be licensed in accordance
with R.A. 4136 but no license or delinquency fees
shall be collected thereof.


ordinances
39. All licenses so issued shall bear the words

“FOR GOVERNMENT VEHICLES ONLY” plainly
marked or stamped in red inks across the face
thereof. A Military Driver’s License does not
authorize the holder to operate a privately-owned
motor vehicle.


ordinances
40. Professional Driver’s License. This

licensed is issued to a driver hired or paid for
driving or operating a motor vehicle whether
private use or for hire to the public. Any person
driving his own motor vehicle for hire is a
professional driver. The change of status from
non-professional driver’s license does not
require the holder to submit to other test or
examinations.


ordinances
40. The distinctive features of the holder of a

professional driver’s license are the privilege to
make driving a means of livelihood.
Restriction - the type of category authorized to
drive is indicated on the face of the license.
Validity- The license is valid for 3 birth years of
the succeeding year and automatically expires if
not renewed on the due date.


ordinances
41. Non-professional Driver’s License. This
kind of license is issued owned of privately-owned
motor vehicles or those not for hire or paid for
driving. There are two kinds of applicants for non-
professional driver’s license: holder of student
permit for 4-5 months and, the applicant for the
renewal of the expired non-professional driver’s
license.


ordinances
41. Student Driver’s License. This kind of

document is issued to persons who desire to
learn how to drive. A student driver cannot
operate a vehicle unless accompanied by an
instructor who may either be a licensed
professional or non-professional driver.

The submission by the applicant of the birth

certificate, 3- copies of ID picture, payment
receipt for the corresponding fees, and having
met the entire basic requirements for the
issuance of student permit. It is at this stage,
that novice drivers learn the rudiments of driving,
the essential components of motor skill, and
control of vehicles.

Under existing provision of law, the validity of a

student permit is one (1) year, but after four
(4) months and the holder’s competency is
proven beyond question. He is eligible to apply
for a non-professional driver’s license.

TP 5.1.2 Land Transportation and Traffic

Code
(RA 4136 as amended)
Republic Act No. 4136 LAND
TRANSPORTATION AND TRAFFIC CODE
A. Violations concerning licensing
• Driving without a license
• Driving with a delinquent, invalid, suspended,
ineffectual, revoked, or improper license.

• Failure to show or surrender driver's

license for cause upon demand by person with
authority to confiscate.
• Driving while under the influence of liquor
or prohibited drug
• Allowing an unlicensed/improperly
licensed to drive motor vehicle
• Possession and use of fake driver’s
license

• Allowing another person to use his driver’s

license
• Use and involvement of motor vehicle by the
driver in the commission of a crime.
• Student driver operating a motor vehicle
without being accompanied by a licensed driver.
• Unlicensed conductor of a motor vehicle.

B. Violations concerning registration

• Operating a motor vehicle which is
unregistered/improperly registered/delinquent or with
invalid registration.
• Operating a motor vehicle with unregistered
substitute or replacement engine, engine block or
chassis, change color, change body or configuration.

• Failure to carry in the motor vehicle the Certificate of

Registration (CR) and Official Receipt (OR), original
photocopies.
C. Violations concerning number plates and stickers
• Motor vehicle plates not firmly attached and
visible
•  Dirty or uncared-for plates
•  Inconspicuously displayed plates in front and
rear
•  No current registration sticker

License plates different from body numbers on

Public Utility Vehicle
• Improper display of motor vehicle plates by the
owner to accommodate a better display of
commemorative/other plates.
• Display of expired commemorative/other
plates

• Tampered/marked plates/stickers
• Illegal transfer and use of motor vehicle
plates/tags or stickers from one motor vehicle
to another except security plates on the
authorized vehicle

Traffic Direction and Control
A. Traffic Direction and Control:

1. Standardized methods of traffic control are
more effective and result in improved public
relations.
a) For safety and the ability to best observe
traffic flow, the center of an intersection is often
the best position.

b) When regulating foot traffic, working a

complex intersection, or when full manual control
is not necessary, the employee should be in the
best position to observe the traffic approaching.
The employee should consider a motorist may
fail to obey hand signals if unable to see the
officer.

2. Employees will wear a reflective safety vest

whenever in the roadway directing or controlling
traffic. Wearing the helmet is at the discretion of
the officer except when directed to do so by a
supervisor. Reflective vests are issued and will
be carried at all times.

3. When hazardous situations develop a

supervisor will direct the establishment of a
manual traffic control point, if needed. For
special events, the supervisor may issue,
directed patrol assignments stating when and
where manual control of intersection traffic will
be required. Manual control shall not be used
when an existing automatic control device will
alleviate the problem.

B. Manual Operation of Traffic Control Devices:

1. Manual operations of traffic control signal
light is normally done to either attempt to
recycle a signal light or place the signal lights
on flash. Other situations may also require
manual operation:
a) When the traffic light malfunctions.

b) To facilitate movement in traffic accidents or

other emergencies.
c) To provide uninterrupted movement for a
motorcade, funeral procession, etc.
d) To alleviate congestion resulting from the use
of automatic controls, particularly during
planned special events.

2. When manually operating traffic control signal

lights due to traffic congestion in all four
directions, employees will:
a) Stop traffic in all directions.
b) Place the traffic control signal on four-
way flash.
c) Direct traffic from within the intersection
until the congestion is alleviated.

3. When manually operating traffic control signals

due to traffic congestion on one street, employees
will:
a) Place the traffic signal box switch on "manual"
and run traffic for an extended period of time
in one direction.
b) Switch to the other direction of travel for
shorter periods of time until the congestion
has been alleviated.

C. Hand Signals:
It is essential that people using the roadway know the

officer is there to direct traffic.
2. Employees will use approved traffic direction and
control methods to ensure traffic direction and
control techniques are standardized.

3. Orders or direction to a motorist or pedestrian

should never be vocal except in an emergency.
Simple hand signals that are clearly visible
and readily understandable emphasized, by
the use of the whistle will conform to:

a) The employee should stand facing one line of

stopped traffic with their side toward moving
traffic. Any mechanical signals should be turned
off if possible as hand signals in conjunction with
traffic signals cause confusion.

b) The manual "stop" signal should be given

while standing sideways to the flow of traffic and
should be preceded by one blast of the whistle.
(1) Speed and distance should be carefully
considered so vehicles can stop safely.
(2) A "stop" signal will be given when vehicles
approach an intersection where cross
traffic has the right-of-way if there are no
other stopped vehicles there at the time.

c) The employee maintains arms in the "stop"

signal position and turns at right angles so their
side faces the traffic to be started. When the
intersection is clear, the officer should turn their
head first to one direction while giving the "go"
signal and then to the opposite direction with a
similar gesture.

d) The "go" signal need not be continuously

repeated for a steady stream of vehicles, but
vehicles approaching after a gap in the traffic
flow should be signaled.

4. Using the Whistle:

a) One whistle blast is used in conjunction with
the manual "stop" signal and two with the "go"
signal.
b) Short rapid whistle blasts are used to warn of
unusual or hazardous conditions or to attract
any person's attention who does not respond to
hand signals.

5. Vehicles should not be allowed to enter

intersections they cannot clear because of
congestion immediately beyond.
6. Advantage should be taken of gaps in one

moving line of traffic to stop the flow and to stop
the flow and to start the cross-traffic moving.

7. Left turns at an intersection controlled by an

officer are at the employee’s discretion based on
traffic volume and conditions at the intersection,
unless otherwise directed by a supervisor.

D. Emergency Vehicles Approaching:

1. Emergency vehicles may have to be directed
through an intersection. All vehicular and pedestrian
traffic will be stopped for the emergency vehicle
signaled to proceed.
2. If the driver signals a turn, the employee should
acknowledge by motioning in the proper direction.

3. The employee should check to make sure

another emergency vehicle is not approaching
on a conflicting course; in such a circumstance, a
very distinct

E. Violations Observed: If minor traffic violations

are observed while directing traffic, they should
be overlooked. If the violation is serious, if and
when feasible, the driver will be instructed to pull
clear of the intersection to the nearest curb for
proper enforcement action.

F. Special Events: Special contingency plans will

be prepared for all planned major special events
and will include:
1. Entrance and exit of vehicles and pedestrians.

2. Provisions for parking, and spectator control.

3. Public transportation.
4. Assignment of point control duties and relief.
5. Alternate traffic routing.
6.Temporary traffic controls and parking prohibitions.
7. Emergency vehicle access.

8. Appropriate media coverage of such plans

G. Fire Scenes:
1. No vehicles, including those of volunteer firemen,
are allowed to drive into the block where the
fire apparatus is parked and operating.
2. No vehicles are allowed to drive over fire hoses
without the approval of the on-scene fire
commander.

3. In case of a fire at a facility such as a

hospital, no vehicles, including those of
volunteer firemen, will be allowed on the
grounds.
4. The exceptions to the rules above will be
lifesaving vehicles on actual calls for service.
5. Parked vehicles that interfere with fire
operations may be towed.

H. Helicopter Landing Zones:

1. When helicopters land for ambulance service,
responsibility for the safety of the helicopter falls
on the police department.
2. The supervisor or on-scene officer will
coordinate security of the landing site with the on-
scene fire commander.

3. Alleys and private drives on side streets that

may not normally be blocked on an arterial
accident are given special consideration.
4. A safe zone of at least 50 feet should be
maintained around the helicopter where no
persons will be allowed to enter except for
emergency personnel.
5. The Fire Department is responsible for
landing and communicating with the helicopter.

I. Adverse Road and Weather Conditions:

1. The Patrol shift commander will ensure that
notification is given to any agency or group that may
be affected by or be needed to help control traffic or
road conditions to prevent injury or further damage
from occurring.

2. The shift commander may contact the news

media, Traffic Engineering, Public Works, or other
departments for assistance.
3. Supervisors may close roads or streets if
existing conditions pose a hazard. If the streets
may be closed for an extended period of time, a
media release may be prepared to announce the
closings.

J. Temporary Traffic Control Device:

1. Normally, temporary traffic control devices
will only be used with the approval of a
supervisor to control traffic during special
events or key signal light malfunctions. Cones
are located in Patrol cars and barricades or
signs may be requested from Public Works.
Supervisors will ensure the return of all signs as
soon as they are no longer required.

2. Temporary devices may be used to augment

personnel working to control traffic in problem
areas or emergency locations arising from severe
or adverse weather or flooding.
3. The use of temporary stop signs will be limited
to key intersections at which a traffic signal has
failed completely. Traffic signals placed on four-
way flash are preferred over the use of a
temporary stop sign.

4. When portable traffic signs are required,

employees will request assistance from the
Street Department through Communications.
5. The traffic signal will be placed on a four-way
flash when temporary signs are in place to avoid
confusion.
6. Employees will ensure that street
obstructions and hazards have proper
barricades and signs.

7. If a situation causes a traffic problem or

danger, employees will take control of traffic until
the necessary barricades are in place.
8. When a construction company is unable to
supply the necessary equipment to properly
warn the public, employees will contact the
Street Department and request the necessary
barricades.

TP 5.2 Disaster Preparedness and Response

Operation
Disaster Preparedness – the process of ensuring

the organization (1) has complied with the
preventive measures, (2) is in a state of readiness
to contain the effects of a forecasted disastrous
event to minimize loss of life, injury, and damage
to property, (3) can provide rescue, relief,
rehabilitation, and other services in the aftermath
of the disaster, and (4) has the capability

TP 5.2 Disaster Preparedness and Response

Operation
and resources to continue to sustain its essential
functions without being overwhelmed by the
demand placed on them. Preparedness for the
first and immediate response is called emergency
preparedness.

Disaster management- is a process or strategy

that is implemented before, during, or after any
type of catastrophic event takes place. This
process can be initiated whenever anything
threatens to disrupt normal operations or puts
people's lives at risk.

Disaster management - Governments at all

levels as well as many businesses create their
own disaster plans that make it possible to
overcome various catastrophes and return to
functioning normally as quickly as possible.

Four Key Elements

There are four essential parts to disaster
management: prevention, preparation, relief, and
recovery. Not all catastrophes can be prevented,
but many types can be avoided, and the effects
of others can be mitigated. Preparation might
include long-term plans for readiness as well as
processes that can be done quickly when a
disaster seems imminent, such as when a
typhoon is expected to make landfall soon.

Four Key Elements

Relief involves action during and immediately
after a catastrophe has taken place. Recovery
includes repairing, rebuilding, restoring, or
replacing whatever was damaged, injured, or
lost because of the disaster

Disaster Stages
1) Disaster Response Stage – Disaster Incident

Management (Level 2-Red). When there is an
official forecast of an incoming natural disaster in
the country from the Philippine Atmospheric,
Geophysical and Astronomical Services
Administration (PAGASA) or the other government
disaster advisory councils, and when an
unexpected natural disaster suddenly occurs in the
country, hereunder are the activities to be
undertaken:

a) Activation of Disaster Incident Management

Task Groups in areas expected to be hit by the
weather disturbance twenty-four hours (24) prior
to the expected landfall or occurrence;
b) Employment of alarm and warning systems
as stipulated under DILG MS 2009-165, such as
the use of police sirens and other portable
warning systems capable of producing loud
wailing sound;

c) Activation of the Regional Disaster Incident

Management Task Group (RDIMTG);
d) Coordination with the RDRRMC to support
its disaster response;
e) Activation of Regional Disaster Operations
Center (RDOC) to be co-located at the
Regional Tactical Operations Center;

f) Activation of Command Post by Task Groups

whose area is hit by the disaster;
g) Forced relocation/pre-emptive evacuation of
residents in flood-prone areas in coordination
with corresponding LDRRC and

h) Conduct of timely and rapid disaster response

according to the needs in the disaster/calamity
area such as search and rescue operations,
evacuation and relief operations, emergency
medical services, and security and traffic
management operations in support and
coordination with RDRRMC.

2) Post-Disaster Stage – Support to Recovery

and Rehabilitation Efforts (level 3 – White):
a) Get reports from the concerned Disaster
Reduction and Management Council and
Damage Assessment and Needs Analysis of
the affected areas;

b) Deployment of relief personnel for relief

operations;
c) Provide security and traffic assistance to
returning evacuees;
d) Submit After Disaster Response Report to
Chief, PNP copy furnished NDRRMC;

Composition of the Regional Incident

Management Task Group:
The Regional Disaster Incident

Management Task Group (RDIMTG) shall be
composed of the DRDA as the TG Commander,
the DRDO as the On-Scene Commander with
Sub-Task Groups for Operations; Service
Support; and Public/Media Affairs.

Composition of the Regional Incident

Management Task Group:
The Sub-Task Group for Operations shall
be under the supervision of Chief, ROPD as
Sub-Task Group Commander; Service Support
Sub-Task Group under the Supervision of
Chief, RLRDD as the Sub-Task Group
Commander, and the Public/Media Affairs Sub-
Task Group under the supervision of Chief,
RPCRD.

The Operations Sub-Task Group shall be

responsible for Search & Rescue, Evacuation &
Relief, and Security &Traffic; Service Support
Sub-Task Group shall be responsible for Medical
Services, Communication, Transportation
Services, Logistics and Engineering Services;
while the Public/Media Affairs Sub-Task Group
shall be responsible for Public Information/Media
Handling, Community Relations and
coordination with other government agencies.

Provincial/City Police Office Disaster

Incident Management Task Group (PPO/CPO
DIMTG) (See Annex “C”) and City/Municipal
Police Station Disaster Incident Management
Task Group (CPS/MPS DIMTG) shall also be
organized with DPDA/DCDA as the Task Group
Commander, DPDO/DCDO as the On-Scene
Commander and Deputy COP as the Task
Group Commander/On-Scene Commander,
respectively.

It is emphasized, however, at the regional

level, shall still exercise primary responsibility in
the conduct of disaster preparedness, risk
reduction, and disaster incident management
operations in its AOR through Disaster Incident
Management Task Group, supported by Regional
Support Units and in coordination with Regional
Disaster Risk Reduction Management Council
(RDRRMC) with the Regional Director of Office of
Civil Defense as the Regional chairman.

At the Provincial, City and Municipal level,

respective Provincial/City Police Directors and
COPs shall initiate disaster preparedness, risk
reduction, and management operations in
coordination with the Local Disaster
Risk Reduction and Management Council
(LDRRMC) as stipulated under RA10121.

a. Tasks:
1) DRDA - Designated as Task Group
Commander, RDIMTG.
2) DRDO - Designated as On-Scene Commander,
RDIMTG.
3) RPCRD
a) Designated as Sub-Task Group
Commander, STG Public Information and Media
Affairs;

b) Monitor and supervise the implementation of

the IMPLAN;
c) Shall be the official representative of the RD,
PRO’s during the RDRRMC meeting except
when the RD’s presence is required; and
d) Perform other tasks as directed.

4) ROPD
a) Designated as Sub-Task Group
Commander, STG Operations;
b) Supervise the conduct of Search, Rescue
operations, evacuations, relief operations,
security and traffic management
operations in coordination with RDRRMC;

c) Supervise the RTOC who shall serve as the

Regional Disaster Operation Center (RDOC)
during calamities who will provide timely
updates of disaster events to the NDOC and
TADPCR
d) Initiate the activation of Sub-Task Groups in
times of disaster;

e) Coordinate with RDRRMC for the required

response needed during disasters;
f) Provide an updated disaster report to the
Sub-Committee National Disaster
Operations Center through NOC;
g) Ensure readiness of RPSB’s and RHQ
personnel for disaster response during
calamities; and
h) Perform other tasks as directed

5) RLRDD
a) Designated as Sub-Task Group Commander
STG Service Support;
b) Conduct fortnightly inventory of SAR
equipment, facilities, and supplies;
c) Provide necessary logistical requirements
when needed during disasters; and
d) Perform other tasks as directed.

6) RPHRDD
a) Conduct regular search and rescue training
of personnel; and
b) Perform other tasks as directed.
7) RPIO
a) Be part of the Sub-Task Group for Media
Affairs; and

8) RPSB
a) Be part of Sub-Task Group for Operations
(Search, Rescue, and Evacuation Operations);
b) Enhance RPSB’s personnel to perform
additional functions as Disaster Response Units
through regular SAR trainings as the situation
may require; and
c) Perform other tasks as directed.

9) RHPU
a) Be part of Operation Sub-Task Group
(Security and Traffic); and
10) RHSG
a) Be part of the Operations Sub-Task Group
(Evacuation and Relief); and

11) RHS
a) Be part of the Service Support Sub-Task
Group (Medical Services); and
Perform other tasks as directed.
12) RCEO
a) Be part of the Service Support Sub-Task
Group (Communication); and

13) Provincial/City Police Offices

a) Main implementers of this IMPLAN at their
respective AOR, particularly in the application
of the three-stage Disaster Preparedness and
Response Plan down to Provincial/City and
Municipal level and the operationalization of
their respective SAR Plan as deemed
applicable;

b) Designate the Deputy Provincial Director for

Administration (DPDA)/Deputy City Director for
Administration (DCDA) as Task Group
Commander of the PPO/CPO Disaster Incident
Management Task Group in their respective
AORs and the Deputy Provincial Director for
Operations (DPDO)/Deputy City Director for
Operations (DCDO) as the On-Scene
Commander;

c) Act as first responders to their AOR in the

conduct of search and rescue operation,
evacuation and relief operation, emergency
medical services, and security and traffic
management operation in coordination with the
Provincial Disaster Risks Reduction and
Management Council;

d) Maximize utilization of BPATs Components,

particularly Disaster Management Component,
as well as private institutions and other service-
oriented groups to create a wider scope of
operational support and assistance;
e) Conduct fortnightly inventory of SAR
equipment, facilities and supplies as well as
regular SAR training of personnel;

f) Enhance the capability of Provincial/City and

Provincial/City Public Safety Companies to
perform additional functions as Disaster Response
Units through regular SAR training as the situation
may require;
g) Identify appropriate staging areas (primary,
secondary) to accommodate heavy equipment and
SAR assets to be mobilized by foreign countries
and international agencies as the situation
warrants;

h) Establish Police Provincial/City Disaster

Operations Center which shall provide timely
updates of disaster events to the Regional Disaster
Operations Center (RDOC);
i) As a member of Provincial/City Disaster Risk
Reduction and Management Council, provide
advice and appropriate recommendations to the
Chairman, Provincial/City Disaster Risk Reduction
and Management Council on disaster management
as stipulated under RA10121; and
j) Perform other tasks as directed.

b. Coordination Instructions:
1) Task Units/Offices shall submit their
implementing plans 15 days from receipt of this
IMPLAN to RPCRD, copy furnished ROPD.
2) The activation of the respective DIMTGs
shall be in accordance with the guidelines set
forth in this IMPLAN.

3) All PNP Units/Offices complementing the

Task Groups shall train their men on disaster
incident management using their available
resources.
4) In the conduct of disaster/relief operations
security and safety of personnel.
5) Advance Command Post of Task
Croups/Sub-Task Groups shall be designated
accordingly.

6) All Task Units shall operate on their existing

logistical and financial allocation. PRO’s shall
provide additional logistics and financial support
on case to case basis.
7) Vertical and lateral coordination are
encouraged

8) Timely reports on disaster operations

including a report on the extent, nature, and
location of damages with estimated cost should
be submitted to higher headquarters through
the National Disaster Operations Center.
9) All RHQ-based tasked units shall provide the
appropriate number of uniformed personnel
(PCOs and PNCOs) as the Task Group
Commander may require;

10) Athletic T-shirt (Blue T-shirt, round neck plus

“PULIS” marking) with PNP GOA and any lower
garments of the uniform of the day, with
corresponding head gears (lousy hats for FSUs
and police field caps for PNP GOA lower
garments) shall be worn when responding to
disaster operations.

11) Coordination between the echelons of the

civil organization and military units is
encouraged.
12) All PNP offices/units under PRO’s with Civil
Disturbance Management (CDM) Units shall
ensure the availability of CDM personnel to
undertake disaster response operations.

13) Level of the response of all task groups

shall be done as much as possible at the lowest
level and only seek assistance to the next level
when resources (manpower and material) are
not enough to manage the disaster incident.
14) The adjacent PNP Units or stations not
affected by the disaster will be secondary
responders and the RSUs will follow when the
situation warrants.

DISASTER RESCUE/EVACUATION
OPERATIONS
Disaster
- A situation, usually catastrophic in
nature, in which a number of persons are
plunged into helplessness and as a result in
need of food, clothing, shelter, medical care,
and other basic necessities of life.

TYPES OF DISASTER TYPES OF DISASTER

• NATURAL
– Earthquake
– Floods
– Hurricane
– Volcanic Eruption

TYPES OF DISASTER TYPES OF DISASTER

• MAN-MADE
– Chemical - Warfare
– Riots
- Major Accidents (Land & Sea)
– Air Crashes
– Industrial Accidents

EFFECTS OF DISASTER
• PHYSICAL
- Deaths
- Injuries
- Food Scarcity
- Homelessness
- Increase Risk of Communicable Disease
- Displacement of Population

EFFECTS OF DISASTER
• ECONOMIC
– Destruction of Crops
– Disruption of Production
– Set-Back to Economic Development

EMERGENCY
• A situation actual or imminent, involving
unusual conditions and hazards which if not
corrected or prevented could lead to disaster.

CONCEPT OF CIVIL DEFENSE

• Self- help
• Mutual assistance
• Use of available resources before asking for
assistance
• Augmentation of resources by individual
volunteers, voluntary organizations and the
general public.

WHAT CAN WE DO ABOUT DISASTER?

• Save Lives
• Protect Survivors
• Reduce Losses
• Help Rapid Return of Normalcy

BEFORE DISASTER STRIKES

• Have the following:
– Flashlight
– Candle
– Matches
– First Aid Book and Kit
– Transistor radio
Know How and Where to Turn-off your electricity

RULES WHEN DISASTER OCCURS

• Listen and remain tuned to the nearest operating
radio station serving your community and carry out
any instruction given
• Do not use your telephone for anything less than
for saving lives
. If a warning is ignored, telephone exchanges will
be overloaded and rescue, medical, and other
services will be gravely affected by the efforts.

RULES WHEN DISASTER OCCURS

• Contact your neighbours- they may need help.
• Contact your nearest disaster operation
center if you need help or can give help.
• Sightseeing is forbidden- you will hinder
essential work, traffic and endanger yourself.

ORGANIZATION OF CIVIL DEFENSE

• RA 1190 (CIVIL DEFENSE ACT OF 1954)
• PD No. 1 as implemented by LOI No. 19
gave effect to RA 1190.
• NCDA (National Civil Defense
Administration) was NCDA (National Civil
Defense Administration) was established on
August 18, 1954 through RA 1190 became the
forerunner of the Office of Civil Defense.

Functions of the Office of Civil Defense

• To establish and administer a comprehensive
national civil assistance program.
• To formulate plans and policies for the
protection and welfare of the civilian population
in a time of war directly involving the Phils. or
other national emergencies of an equally grave
character.

• To estimate the total material, manpower, and

fiscal defense program, and requirements for
carrying out the civil defense program, and
allocate to the provinces, cities, municipalities,
and barangays such as aid in facilities,
materials, and funds as may be available from
the national government.

• To develop and coordinate a program for

informing, educating, and training the general
public, members of the disaster coordinating
councils, and disaster control groups, on civil
defense and civil assistance measures.
• To furnish guidance to the various provinces,
cities, municipalities, and barangays in the
planning, organization, and operation of their
civil defense organization

• To advise the Secretary of National Defense

on matters concerning civil defense and make a
recommendation from time to time as may be
deemed appropriate or as the Secretary
requires, and
• To perform such other duties as may be
directed by higher authority or provided by Law.

NATIONAL DISASTER COORDINATING

COUNCIL (NDCC)
• Highest policy determining body for major
disasters
• Composed of the member of the Cabinet with
the chairmanship of the Secretary of National
Defense.

NDCC FUNCTIONS
• To advise the President on the status of the
national disaster preparedness program,
disaster operations, and rehabilitation efforts
undertaken by the government and private
sector.
• Utilizes the facilities and services of the Office
of Civil Defense

REGIONAL DISASTER COORDINATING

COUNCIL (RDCC) (RDCC)
• Responsible for the regional preparedness
programs, disaster operations, and
rehabilitation activities of the government and
the private sector
• Advise the NDCC through the OCD’s 13
regional centers on the status of disaster
preparedness and operations in the region.

PDCC/MDCC/BDCC
• Organized their respective disaster
coordinating councils
• Oversee the status of the preparedness
programs, disaster operations, and
rehabilitation activities by the government and
private sector in their areas of responsibility.

Defense Services
• Health Service– Involves medical services
and first aid
• Auxiliary Fire Service– Helps the existing fire
departments in operating fire engines putting
out fires and organizing fire brigades.
• Police Service– Helps the PNP in enforcing
traffic regulations, prevention of looting and
other acts of lawlessness

• Emergency Transportation Service – Operates

trucks, buses, and other means of transportation
for hauling supplies, civil defense workers, injured
persons, and evacuees to designated places.
• Communication and Warning Service –
Provides, operates, and maintains continuous
and reliable communications and adequate
warning systems throughout the period of
impending and or existing disaster and
calamities.

• Public Information Service– Provides accurate

information and instruction on the action to the
civilian population during emergencies.
• Service Welfare and Rehabilitation Service–
Provide for rapid restoration of wellbeing and
morale of persons affected by disaster and
emergencies.

• Rescue and Engineering Service– Provides

teams to save lives by quickly getting people
out of damage buildings, and freeing the
trapped or isolated.
• Evacuation Service– Cares for the homeless
and distresses responsible for setting up
welfare centers for catering, accommodation,
billeting, emergency clothing, registration and
inquiry and other assistance of personal
nature.

TP 5.2.1 IMPLAN SAKLOLO

IMPLAN SAKLOLO
• The geographical location of the Philippines,
being situated between the Pacific and Eurasian
Plates, makes it a constant target of highly
destructive natural disasters and calamities,
such as storm surges, floods, tidal waves,
landslides, volcanic eruptions, and earthquakes,

IMPLAN SAKLOLO
• With an average of twenty (20) tropical storms
traversing the Philippines every year, compounded
by high-intensity earthquakes that occur
periodically in an average of six (6) years, the
devastating effects caused by these natural
disasters have resulted in the dislocation of
thousands of families, loss of many lives, massive
destruction to properties and agricultural products
and have tremendously affected the country’s
economy.

Taking into cognizance the ever-increasing

damage caused by these natural disasters, the
Philippine Government enacted into law
Republic Act 10121 on May 27, 2010, which
further strengthens the Philippine Disaster Risk
Reduction and Management System, providing
for the National Risk Reduction and
Management Framework and institutionalizing
the National Disaster Risk Reduction
Management Plan.

In order to keep abreast with the national

government’s enhanced concept of disaster risk
reduction and management system, the
Philippine National Police deemed it appropriate
to revisit and revise its disaster preparedness
and response operations. It is along this line that
a PNP Disaster Risk Reduction and
Management Plan is crafted, in support of the
government’s current risk reduction and
management efforts.

For purposes of this IMPLAN, natural disasters

shall include but are not limited to typhoons,
flash floods, earthquakes, tsunamis, growth,
volcanic eruption, landslide, and other natural
disasters.

IMPLAN SAKLOLO
- Guide the PNP on what to do during
and after a disaster and natural calamities. This
is to ensure the availability of PNP personnel
and resources for disaster incident
management operations in threatened areas.

IMPLAN SAKLOLO
- At the same time, the PNP Critical
Incident Management Committee (CIMC),
chaired by deputy chief-for-operations Deputy
Director General Marcelo P. Garbo, Jr., was
convened to draw-up disaster response plans
and mitigating actions.

IMPLAN SAKLOLO
- According to PNP Directorate for Police
Community Relations officer-in-charge Chief
Supt. Wilfredo Franco, "Implan Saklolo”
supports the government’s disaster risk
reduction and management efforts in
accordance with their Critical Incident
Management Operational Procedures.

IMPLAN SAKLOLO
- Franco, who is also chair on the sub-
committee on disaster management, said all
Police Regional Offices in areas that are expected
to experience extreme weather conditions brought
by "Falcon" have been alerted to muster
preposition equipment and personnel in areas
prone to flash floods, landslides, and storm surge.

IMPLAN SAKLOLO
- These police units were instructed to
coordinate closely with the National Disaster
Risk Reduction and Management Council
(NDRRMC) and local government units (LGUs)
for possible enforcement of forced evacuation
in high-risk communities. (PNA) LGI/PFN.

TP 5.2.2 Incident Command System

(Overview)
WHAT IS THE INCIDENT COMMAND SYSTEM?
- The Incident Command System (ICS) is a

model for command, control, and coordination of
emergency response at the site level.

The ICS Overview lesson introduces you to:

• The background and development of ICS.
• ICS as the standard for emergency
management across the country.
• ICS as interdisciplinary and organizationally
flexible.
• Applications of ICS.

The Incident Command System (ICS)

An incident is an occurrence, either human-
caused or by natural phenomena that require
action by emergency service personnel to
prevent or minimize loss of life or damage to
property and/or natural resources.

Examples of incidents include:

• Fire, both structural and wildfire
• Hazardous material situations
• Search and rescue
• Oil spills
• Pest eradication
• Control of animal diseases

• Planned events, such as parades or political

rallies just to name a few. Because of today’s
budget constraints, and limited staffing of local,
State, and Federal agencies, it’s not possible for
any one agency to handle all the management
and resource needs for the increasing numbers
of incidents nationwide. Local, State, and
Federal agencies must work together in a
smooth, coordinated effort under the same
management system.

• The Incident Command System or ICS is a

standardized, on-scene, all-risk incident
management concept. ICS allows its users to
adopt an integrated organizational structure to
match the complexities and demands of single or
multiple incidents without being hindered by
jurisdictional boundaries.
ICS has considerable internal flexibility. It can grow
or shrink to meet different needs. This flexibility
makes it a very cost-effective and efficient
management approach for both small and large
situations

History of the Incident Command System

(ICS)
The Incident Command System (ICS) was
developed in the 1970s following a series of
catastrophic fires in California’s urban interface.
Property damage ran into the millions, and
many people died or were injured.

History of the Incident Command System

(ICS)
The personnel assigned to determine the causes
of this disaster studied the case histories and
discovered that incident failures could rarely be
attributed to a lack of resources or failure of
tactics. What were the lessons learned?
Surprisingly, studies found that incident failures
were far more likely to result from inadequate
management than from any other single reason.
Weaknesses in incident management were often
due to:

• Lack of personnel accountability, including

unclear chains of command and supervision.
• Poor communication due to both inefficient uses
of available communications systems and
conflicting codes and terminology.
• Lack of an orderly, systematic planning process.
• No common, flexible, predesigned management
structure that enables commanders to delegate
responsibilities and manage workloads efficiently.

• No predefined methods to integrate interagency

requirements into the management structure and
planning process effectively. A poorly managed
incident response can be devastating to our
economy, the food supply, and our health and
safety. With so much at stake, we must effectively
manage our response efforts. The Incident
Command System, or ICS, allows us to do so.
ICS is a proven management system based on
successful business practices. This course
introduces you to ICS and the vital role that you
can play.

ICS Built on Best Practices

ICS is:
• A proven management system based on
successful business practices.
• The result of decades of lessons learned in the
organization and management of emergency
incidents. This system represents organizational
“best practices,” and has become the standard
for emergency management across the country.

What ICS Is Designed To Do

Designers of the system recognized early that
ICS must be interdisciplinary and
organizationally flexible to meet the following
management challenges:
• Meet the needs of incidents of any kind or size.
• Be usable for routine or planned events such
as conferences, as well as large and complex
emergency incidents.

• Allow personnel from a variety of agencies to

meld rapidly into a common management
structure.
• Provide logistical and administrative support
to ensure that operational staff, such as
entomologists or veterinarians, can meet
tactical objectives.

• Be cost-effective by avoiding duplication of

efforts. ICS has been tested in more than 30
years of emergency and nonemergency
applications, by all levels of government and in
the private sector.

Applications for the Use of ICS
Applications for the use of ICS have included:

• Routine or planned events (e.g., celebrations,
parades, and concerts).
• Fires, hazardous materials, and multi casualty
incidents.

• Multi jurisdiction and multiagency disasters

such as earthquakes, hurricanes, floods, and
winter storms.
• Search and rescue missions.
• Biological pest eradication programs.
• Biological outbreaks and disease
containment.
• Acts of terrorism

The ICS Organization: Part I lesson introduces

you to the:
• Organizational structure of ICS.
• Five major management functions.
• Principle of span of control.
• Use of position titles.
• Roles and responsibilities of the Incident
Commander and Command Staff.

ICS Organization
There is no correlation between the ICS
organization and the administrative structure of
any single agency or jurisdiction. This is
deliberate, because confusion over different
position titles and organizational structures has
been a significant stumbling block to effective
incident management in the past.

For example, the Department of Agriculture has

an Office of Communication. This office has no
relationship to the position of Communication
Unit Leader in ICS, which is responsible for the
hardware that the ICS organization uses to
communicate.

Performance of Management Functions

Every incident or event requires that certain
management functions be performed. The
problem must be identified and assessed, a plan
to deal with it developed and implemented, and
the necessary resources procured and paid for.
Even if an incident is very small, and only one or
two people are involved, these management
functions still will apply to some degree.

Five Major Management Functions

There are five major management functions
that are the foundation upon which the ICS
organization develops. These functions apply
whether you are handling a routine emergency,
organizing for a major nonemergency event, or
managing a response to a major disaster.

The five major management functions are:

• Incident Command
• Operations
• Planning
• Logistics
• Finance/Administration

Management Function Descriptions

Below is a brief description of each ICS
function:
• Command: Sets incident objectives and
priorities and has overall responsibility at the
incident or event.
• Operations: Conducts tactical operations to
carry out the plan. Develops the tactical
assignments and organization, and directs all
tactical resources.

• Planning: Prepares and documents the

Incident Action Plan to accomplish the incident
objectives, collects and evaluates information,
maintains resource status, and maintains
documentation for incident records.

• Logistics: Provides support, resources, and all

other services needed to meet the incident
objectives.
• Finance/Administration: Monitors costs related
to the incident. Provides accounting,
procurement, time recording, and cost
analyses.

Activity
The ICS Management Functions can be applied
to something as common as planning a
vacation. For each ICS Management Function,
list the vacation activities that you would
perform.

Management Function Vacation Activity

Command Establish a budget and select the
destination. Operations Select the method of
travel, determine the route to the destination,
and operate the vehicle. Planning Find the most
expedient route to the destination, determine
whether there is any current road construction
or other obstacles, and determine how many
miles will be traveled. Logistics Arrange for a
vehicle, fuel, lodging, and food.
Finance/Administration Pay for the trip.

Organizational Structure – Incident Commander

On small incidents and events, one person,
the Incident Commander, may accomplish all five
management functions. In fact, the Incident
Commander is the only position that is always staffed
in ICS applications. However, large incidents or
events may require that these functions be set up as
separate Sections within the organization.

Organizational Structure—ICS Sections

Each of the primary ICS Sections may be
subdivided as needed. The ICS organization has
the capability to expand or contract to meet the
needs of the incident. A basic ICS operating
guideline is that the person at the top of the
organization is responsible until the authority is
delegated to another person.

Thus, on smaller incidents when these additional

persons are not required, the Incident
Commander will personally accomplish or
manage all aspects of the incident organization.

ICS Span of Control

Another basic operating guideline concerns the
supervisory structure of the organization. Span
of control - pertains to the number of individuals
or resources that one supervisor can manage
effectively on emergency response incidents.
Maintaining an effective span of control is
particularly important on incidents where safety
and accountability are a top priority.

Maintaining Span of Control

Maintaining adequate span of control throughout
the ICS organization is very important. Effective
span of control on incidents may vary from three
to seven, and a ratio of one supervisor to five
reporting elements is recommended

If the number of reporting elements falls outside

of these ranges, expansion or consolidation of the
organization may be necessary. There may be
exceptions, usually in lower-risk assignments or
where resources work in close proximity to each
other

ICS Position Titles

To maintain span of control, the ICS
organization can be divided into many levels of
supervision. At each level, individuals with
primary responsibility positions have distinct
titles. Using specific ICS position titles serves
three important purposes:

• Titles provide a common standard for all

users. For example, if one agency uses the
title Branch Chief, another Branch Manager,
etc., this lack of consistency can cause
confusion during the incident.

The use of distinct titles for ICS positions allows

for filling ICS positions with the
most qualified individuals rather than by rank.
• Standardized position titles are useful when
requesting qualified personnel. For example, in
ordering personnel, it is important to know if the
positions needed are Unit Leaders, clerks, etc

Supervisory Position Titles

The titles for all supervisory levels of the
organization are shown in the table below.
Organizational Level Title Support Position
• Incident Command Incident Commander Deputy
• Command Staff Officer Assistant

• General Staff (Section) Chief Deputy

• Branch Director Deputy
• Division/Group Supervisor N/A
• Unit Leader Manager
• Strike Team/Task Force Leader Single
Resource Boss

ICS Organizational Components

Sections: The organizational levels with
responsibility for a major functional area of the
incident (e.g., Operations, Planning, Logistics,
Finance/Administration). The person in charge
of each Section is designated as a Chief.

Divisions: Used to divide an incident

geographically. The person in charge of each
Division is designated as a Supervisor.
Groups: Used to describe functional areas of
operations. The person in charge of each Group
is designated as a Supervisor.

Branches: Used when the number of Divisions

or Groups extends the span of control. Can be
either geographical or functional. The person in
charge of each Branch is designated as a
Director.

Task Forces: A combination of mixed resources

with common communications operating under
the direct supervision of a Task Force Leader.
Strike Teams: A set number of resources of the
same kind and type with common
communications operating under the direct
supervision of a Strike Team Leader

Single Resources: May be individuals, a piece of

equipment and its personnel complement, or a
crew or team of individuals with an identified
supervisor that can be used at an incident

Roles and Responsibilities

You should now be familiar with the basic ICS
organizational structure, the five major
management functions, and the principle of span
of control. In this section, you'll learn about the
expansion of the ICS organization and the roles
and responsibilities of the Incident Commander
and Command Staff

Incident Commander’s Overall Role

The Incident Commander has overall
responsibility for managing the incident. The
Incident Commander must be fully briefed and
should have a written delegation of authority.
Initially, assigning tactical resources and
overseeing operations will be under the direct
supervision of the Incident Commander

Incident Commander
“My job is to provide the overall leadership for
incident response. I am able to delegate my
authority to others to manage the ICS
organization. Like any other organization, I have
bosses too. I take general direction and receive
my delegation of authority from the responsible
agency or jurisdiction administrator or
administrators, and I am accountable to them.

It’s important to note that these agency or

jurisdiction administrators may or may not include
my real-life boss. For example, the jurisdiction
administrators for an incident might include
Department of Agriculture agency heads as well as
representatives from State and local governments.
It’s also important that my staff knows that they
have the authority of their positions, even if it’s not
the same authority that they have at home

Incident Commander Responsibilities

In addition to having overall responsibility for
managing the entire incident, the Incident
Commander:
• Has responsibility for ensuring incident safety,
providing information services to internal and
external stakeholders, and establishing and
maintaining liaisons with other agencies
participating in the incident.

• May have one or more Deputies from the same

agency or from other agencies or jurisdictions.
Deputy Incident Commanders must be as qualified
as the Incident Commander

Selecting and Changing Incident Commanders

As incidents expand in size, change in
jurisdiction or discipline, or become more
complex, a command may change to a more
experienced Incident Commander. Rank, grade,
and seniority are not the factors used to
select the Incident Commander

The Incident Commander is always a highly qualified

individual trained to lead the incident response.
Transfer of command at an incident always requires
that there be a full briefing for the incoming Incident
Commander and notification to all personnel that a
change in command is taking place.

Expanding the Organization

As incidents grow, the Incident Commander may
delegate authority for the performance of certain
activities to the Command Staff and the General
Staff.
• Command Staff: The Command Staff provides
information, safety, and liaison services for the
entire organization.
• General Staff: The General Staff are assigned
functional authority for Operations, Planning,
Logistics, and Finance/Administration.

Command Staff
Depending upon the size and type of incident or
event, it may be necessary for the Incident
Commander to designate personnel to provide
information, safety, and liaison services for the
entire organization. In ICS, these personnel
make up the Command Staff and consist of the:

􀂃 Public Information Officer, who serves as the

conduit for information to internal and external
stakeholders, including the media or other
organizations seeking information directly from
the incident or event.
􀂃 Safety Officer, who monitors safety conditions
and develops measures for assuring the safety of
all assigned personnel.

􀂃 Liaison Officer, who serves as the primary

contact for supporting agencies assigned to an
incident.
The ICS Organization: Part II lesson introduces
you to the:
• Roles and responsibilities of the General Staff.
• Expansion and contraction of the ICS
organization

General Staff
Expansion of the incident may also require the
delegation of authority for the performance of the
other management functions. The people who
perform the other four management functions are
designated as the General Staff. The General Staff
is made up of four sections: Operations, Planning,
Logistics, and Finance/Administration.

ICS Section Chiefs and Deputies

As mentioned previously, the person in charge of
each section is designated as a Chief. Section
Chiefs have the ability to expand their section to
meet the needs of the situation. Each of the
Section Chiefs may have a Deputy, or more than
one, if necessary

The Deputy:
• May assume responsibility for a specific
portion of the primary position, work as relief, or
be assigned other tasks.
• Should always be as proficient as the person
for whom he or she works.
In large incidents, especially where multiple
disciplines or jurisdictions are involved, the use
of Deputies from other organizations can
greatly increase interagency coordination.

Operations Section
Until Operations is established as a separate
Section, the Incident Commander has direct
control of tactical resources. The Incident
Commander will determine the need for a
separate Operations Section at an incident or
event. When the Incident Commander activates
an Operations Section, he or she will assign an
individual as the Operations Section Chief.

Operations Section Chief

The Operations Section Chief will develop and
manage the Operations Section to accomplish the
incident objectives set by the Incident Commander.
The Operations Section Chief is normally the
person with the greatest technical and tactical
expertise in dealing with the problem at hand.

Operations Section: Maintaining Span of Control

The Operations function is where the tactical
fieldwork is done. Therefore, most incident
resources are assigned to the Operations
Section. Often the most hazardous activities are
carried out there. Because of this, it is necessary
to monitor carefully the number of resources that
report to any one supervisor. The following
supervisory levels can be added to help manage
the span of control:

• Divisions are used to divide an incident

geographically.
• Groups are used to describe functional areas of
operation.
• Branches are used when the number of
Divisions or Groups extends the span of control
and can be either geographical or functional.

Operations Section: Divisions

Divisions are used to divide an incident
geographically. The person in charge of each Division
is designated as a Supervisor. How the area is divided
is determined by the needs of the incident. The most
common way to identify Divisions is by using alphabet
characters (A, B, C, etc.). Other identifiers may be
used as long as Division identifiers are known by
assigned responders. The important thing to
remember about ICS Divisions is that they are
established to divide an incident into geographical
areas of operation.

Operations Section: Groups

Groups are used to describe functional areas of
operation. The person in charge of each Group is
designated as a Supervisor. The kind of Group to
be established will also be determined by the
needs of an incident. Groups are normally labeled
according to the job that they are assigned (e.g.,
Sampling Group, Disposal Group, etc.). Groups
will work wherever their assigned task is needed
and are not limited geographically.

Operations Section: Divisions and Groups

Divisions and Groups can be used together in an
incident. Divisions and Groups are at an equal level
in the organization. One does not supervise the
other. When a Group is working within a Division on
a special assignment, Division and Group
Supervisors must closely coordinate their activities

Operations Section: Establishing Branches

If the number of Divisions or Groups exceeds the
span of control, it may be necessary to establish
another level of organization within the Operations
Section, called Branches. The person in charge of
each Branch is designated as a Director. Deputies
may also be used at the Branch level.

Operations Section: Branches, Other Factors

While span of control is a common reason to
establish Branches, additional considerations may
also indicate the need to use these Branches,
including:
• Multidiscipline Incidents. Some incidents have
multiple disciplines involved (e.g., Plant Protection
and Quarantine (PPQ), Veterinary Services, Food
Safety and Inspection Services (FSIS), etc.) that
may create the need to set up incident operations
around a functional Branch structure.

• Multi jurisdiction Incidents. In some incidents,

it may be better to organize the incident around
jurisdictional lines. In these situations,
Branches may be set up to reflect jurisdictional
boundaries.
• Very Large Incidents. Very large incidents

may organize using geographic or functional
branches

Operations Section: Expanding and Contracting

The organization within the Operations Section
reflects the objectives established by the
Incident Commander. The Operations
organization usually develops from the bottom
up and may include:

• Task Forces: A combination of mixed

resources with common communications
operating under the direct supervision of a Task
Force Leader.
• Strike Teams: A set number of resources of

the same kind and type with common
supervision of a Strike Team Leader.

• Single Resources: May be individuals, a piece

of equipment and its personnel complement, or a
supervisor. The Incident Commander or
Operations Section Chief at an incident may
work initially with only a few single resources or
staff members.

The Operations Section usually develops from the

bottom up. The organization will expand to
include needed levels of supervision as more and
more resources are deployed. Task Forces are a
combination of mixed resources with common
supervision of a Leader.

Task Forces can be versatile combinations of

resources and their use is encouraged. The
combining of resources into Task Forces allows
for several resource elements to be managed
under one individual’s supervision, thus
lessening the span of control of the
Division/Group Supervisor.

ICS 100 – Incident Command System

Strike Teams are a set number of resources of
the same kind and type with common
supervision of a Strike Team Leader. Strike
Teams are highly effective management units.
The foreknowledge that all elements have the
same capability and the knowledge of how many
will be applied allows for better planning,
ordering, utilization and management.

Single Resources may be individuals, a piece of

equipment and its personnel complement, or a
supervisor that can be used at an incident. As we
covered earlier, it is important to maintain an
effective span of control. Maintaining span of
control can be done easily by grouping resources
into Divisions or Groups. Another way to add
supervision levels is to create Branches within the
Operations Section.

At some point, the Operations Section and the rest

of the ICS organization will contract. The decision to
contract will be based on the achievement of
tactical objectives. Demobilization planning begins
upon activation of the first personnel and continues
until the ICS organization ceases operation.

Planning Section
The Incident Commander will determine if there
is a need for a Planning Section and designate a
Planning Section Chief. If no Planning Section is
established, the Incident Commander will
perform all planning functions. It is up to the
Planning Section Chief to activate any needed
additional staffing.

Incident Action Plan

Every incident must have a verbal or written
Incident Action Plan. The purpose of this plan is
to provide all incident supervisory personnel
with direction for actions to be implemented
during the operational period identified in the
plan. Incident Action Plans include the
measurable tactical operations to be achieved
and are prepared around a timeframe called an
Operational Period.

At the simplest level, all Incident Action Plans

must have four elements:
• What do we want to do?
• Who is responsible for doing it?
• How do we communicate with each other?
• What is the procedure if someone is injured?

Planning Section: Major Activities

The major activities of the Planning Section may
include:
• Collecting, evaluating, and displaying incident
intelligence and information.
• Preparing and documenting Incident Action Plans.
• Conducting long-range and/or contingency
planning.
• Developing plans for demobilization as the incident
winds down.
• Maintaining incident documentation.
• Tracking resources assigned to the incident.

Planning Section: Units

The Planning Section can be further staffed
with four Units:
• Resources Unit
• Situation Unit
• Documentation Unit
• Demobilization Unit

In addition, Technical Specialists who provide

special expertise useful in incident management
and response may also be assigned to work in
the Planning Section. Depending on the needs,
Technical Specialists may also be assigned to
other Sections in the organization.

Logistics Section
is a need for a Logistics Section at the incident,
and designate an individual to fill the position of
the Logistics Section Chief. If no Logistics
Section is established, the Incident Commander
will perform all logistical functions.

The size of the incident, complexity of support

needs, and the incident length will determine
whether a separate Logistics Section is
established. Additional staffing is the
responsibility of the Logistics Section Chief.

Logistics Section: Major Activities

The Logistics Section is responsible for all of the
services and support needs, including:
• Obtaining and maintaining essential personnel,
equipment, and supplies.
• Providing communication planning and resources.
• Setting up food services.
• Setting up and maintaining incident facilities.
• Providing transportation.
• Providing medical services to incident personnel.

Logistics Section: Branches and Units

The Logistics Section can be further staffed by two
Branches and six Units. Not all of the Units may be
required; they will be established based on need. The
titles of the Units are descriptive of their responsibilities:
• Service Branch: • Support Branch:
• Communication Unit • Supply Unit
• Medical Unit • Facilities Unit
• Food Unit • Ground Support Unit

Finance/Administration Section
is a need for a Finance/Administration Section at
the incident and designate an individual to fill the
position of the Finance/Administration Section
Chief. If no Finance/Administration Section is
established, the Incident Commander will
perform all finance functions.

Finance/Administration Section: Major Activities

The Finance/Administration Section is set up for
any incident that requires incident-specific
financial management. The
Finance/Administration Section is responsible for:
• Contract negotiation and monitoring.
• Timekeeping.
• Cost analysis.
• Compensation for injury or damage to property.

Finance/Administration Section: Increasing Use

More and more larger incidents are using a
Finance/Administration Section to monitor costs.
Smaller incidents may also require certain
Finance/Administration support. For example,
the Incident Commander may establish one or
more Units of the Finance/Administration
Section for such things as procuring special
equipment, contracting with a vendor, or making
cost estimates for alternative response
strategies.

Finance/Administration Section: Units

The Finance/Administration Section may staff
four Units:
• Procurement Unit
• Time Unit
• Cost Unit
• Compensation/Claims Unit
Not all Units may be required; they will be
established based on need.

TP 5.1.4 Intro to Traffic

Investigation/Treatment of Traffic Violation
Pursuant to PNP UCPER
Definition - A traffic offense, or violation, is the

term used to describe a group of ELEMENTS that
constitute a violation of a particular section of the
motor vehicle (traffic) laws.

Elements of a Traffic Offense

The elements of a traffic offense are the
OBSERVABLE CONDITIONS OR BEHAVIORS
that must be present or must have occurred in
order for a traffic offense to have been committed.
The elements of each offense are found in 'the
motor vehicle laws and the police officer must
account for all the elements before the violation
can b~ charged. This is necessary since the
elements of a traffic offense must be proved by
the prosecution in court.

It is essential that the police officer have a clear

working knowledge of the motor vehicle
laws (the classes of offenses and their elements)
as well as the department's enforcement policy in
order to be effective in the field in detecting
traffic offenses

Varieties of Offenses
There are two major varieties, or classes$ of
offenses, which can be labelled.
- "Shall do,1I which applies to those offenses
characterized by a person's failure to perform
required acts under the conditions specified by
the motor vehicle laws (for example: Stop, Yield,
or Keep Right).

- “Shall not do which applies to offenses

characterized by the commission of an act that
is prohibited by the motor vehicle laws (for
example: No Passing, No IIU II Turn, exceeding
the speed limit). TP 5.2 Disaster Preparedness
and Response Operation.

Momentary or Continuous Offenses

Momentary offenses are those that last for a
relatively short period of time (for example:
running a stop sign or failing to signal properly
for a turn).
Continuous offenses are those that specifically
relate to persistent behavior (driving with
excessive speed) or persistent conditions
(driving while intoxicated).

Hazardous and Non-hazardous Offenses

- The judgment of hazardous or non-hazardous
refers specifically to those motor vehicle laws
enacted to regulate the safe movement of
vehicles and pedestrians, and s therefore, to
project those who '!', e the streets and
highways.

Hazardous and Non-hazardous Offenses

- Most are II moving ll violations, or unsafe
motorist behavior, and include unsafe
pedestrian behavior. Unsafe conditions which
usually result in unsafe behavior, such as
driving “while intoxicated, and some instances
of defective vehicle equipment (for example,
defective brakes) are also classed as
hazardous.

There are three major groupings of traffic

offenses or violations, two of which represent
combinations of these characteristics described
above, and one of which includes a variety of
non-hazardous offenses, that is, illegal, unsafe
conditions that do not ordinarily result
in personal injury or fatal accidents.

The aggressiveness with which a police officer

pursues a particular motorist or pedestrian
observed committing a violation 4It must depend
upon a judgment as to the seriousness of the,
violation in terms of the three groupings
described below. These three are:

- Continuing hazardous offenses, for example,

driving while intoxicated (OWl), excessive speed
driving at night without headlamps, driving the
wrong way on a divided highway.

- Momentary hazardous offenses, for example,

failure to stop at a “Stop” sign, failure to yield
right-aft-way, improper passing, changing lanes
when unsafe, failure to signal for a turn.

Non-hazardous offer, for example 18 9 ' no -driver is

permit in motorist1s possession, driving with
revoked permit, inadequate exhaust system,
defective or missing windshield wipers streets and
highways. Most are II moving violations, or unsafe
motorist behavior, and include unsafe pedestrian
behavior. Unsafe conditions which usually result in
unsafe behavior, such as driving “while intoxicated,
and some instances of defective vehicle equipment
(for example, defective brakes) are also classed as
hazardous

Those hazardous violations most frequently

associated with traffic accidents are;
• Following too closely
• Failure to yield right-of-way
• Speed too fast for conditions
• Driving under the influence of alcohol or drugs
• Inadequate brakes.

FUNCTIONS OF THE TRAFFIC LAW

ENFORCEMENT SYSTEM
The TLE system consists of three major

subsystems: law enforcement or police.
agency; the District Court; and the State Motor
Vehicle Administration.

Law Enforcement Agency

The basic TLE functions of the state, county, or
municipal law
enforcement agencies are;
• Surveillance/patrol
• Detection of offenses
• Apprehension and charging

District Court of Maryland

The major functions of the judicial system are
• Prosecution
• Adjudication
• Penalization

Motor Vehicle Administration

The major enforcement functions of this agency
are;
- Traffic violation recordkeeping
• point system
• "Federal driver register" and other attempts to
centralize the records of drivers' traffic
violations.

 Driver license suspension

 Driver license revocation
 Rehabilitation (driver's clinic)

Traffic Enforcement and Disaster Preparedness

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Traffic Enforcement and Disaster Preparedness

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Module 5 – Law Enforcement Operations

Public Safety Basic Recruit Course

Public Safety Basic Recruit Course

Public Safety Basic Recruit Course

Public Safety Basic Recruit Course

Public Safety Basic Recruit Course

- All highways are traffic ways, but traffic

Public Safety Basic Recruit Course

Definition of Traffic Law Enforcement

Public Safety Basic Recruit Course

Goals of Traffic Law Enforcement

The two primary goals of traffic law enforcement are

Public Safety Basic Recruit Course

Promote sustained compliance with traffic laws

Public Safety Basic Recruit Course

Enforcement action by police, personnel,

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The association of a potentially unpleasant

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This sustained compliance is achieved through a

• Imprisonment and/or fine

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Eventually, the fear of punishment as a

A vigorous and impartial program of TLE can

Public Safety Basic Recruit Course

•Traffic laws are intended to ensure safe and

Public Safety Basic Recruit Course

• Appropriate penalties will be levied by the

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A TLE program can create the beliefs necessary

Direct effect. The fact that a violators promptly

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Observational /symbolic effect. The fact that an

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Thereafter, the observation of a police car or police

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Reputational effect. If, over a period of time,

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Thus the program establishes a desirable reputation

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GOAL: Prevent hazardous traffic situations

Since traffic laws and regulations have been

Public Safety Basic Recruit Course

TP 5.1.1 Intro to Traffic Laws, Rules,

Public Safety Basic Recruit Course

TP 5.1.1 Intro to Traffic Laws, Rules,

Public Safety Basic Recruit Course

TP 5.1.1 Intro to Traffic Laws, Rules,

Public Safety Basic Recruit Course

TP 5.1.1 Intro to Traffic Laws, Rules,

Public Safety Basic Recruit Course

As a basis for logically applying traffic management

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Several chapters go on to discuss various aspects

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The objectives of local area traffic management

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The application of traffic management

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While these sorts of techniques are well known,

Public Safety Basic Recruit Course

Unless traffic management is logically applied

Public Safety Basic Recruit Course

Traffic laws, rules, and regulations and other