Law Enforcement Operations and Planning with Crime Mapping

Police Operation PNP Manual 2021

Chapter 1 Police Uniform and Accessories
1.1 Agency Prescribed Uniform. A police officer shall always wear the prescribed
uniform for the kind of police operation to be undertaken.
1.2 Appearing Before the Public. When wearing the police uniform, a police officer
shall, at all times, appear to look presentable, respectable, smart, and well groomed. A
police officer shall refrain from doing unnecessary activities and/or actions while on
duty.
1.3 Carrying of Basic Police Equipment. Every police officer on patrol, whether on
board a vehicle or on foot patrol, shall always carry with him/her his/ her issued firearm,
and other equipment such as but not limited to restraint device, impact device and
personal protective equipment. He/she shall also use other accessories required for the
specific police operation being conducted.
Section 1-2 Categories of Police Operations
1.4 Patrol Operations. The most basic police function and known as the backbone of
policing.
1.5 Law Enforcement Operations. Include service of warrant of arrest, implementation
of search warrant, enforcement of visitorial powers of the Chiefs of Police, and other
anti-criminality operations.
1.6 Internal Security Operations. Include counterterrorism operations and similar
operations against other threat groups that are conducted to ensure internal security.
1.7 Public Safety Operations. Include critical incident management procedures,
search, rescue and retrieval operations, hostage situation, civil disturbance
management operation, management of health hazards and other operations that
promote public safety.
1.8 Special Police Operations. Include high-risk checkpoint and roadblock operation,
police assistance in the implementation of order from the court and other quasi-judicial
bodies, security to major and special events, aircraft hijacking operations, visit, board,
search and seizure of marine vessels, and similar police operations that are conducted
by police units with specialized training on the peculiarity of the mission or purpose.
1.9 Investigation Operations. Include investigation of crime or incident, Scene of the
Crime Operations (SOCO), administrative investigation and other investigative work
necessary to determine facts and circumstances for filing cases criminally or
administratively.

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1.10 Police Community Relations. Include three interrelated dimensions to
accomplish its mission namely: community affairs and development, public information,
and information development operations to forge partnership and strengthen
collaboration and linkages with the community.
CHAPTER 2 OPERATIONAL GUIDELINES
All PNP personnel shall respect and uphold the human rights and dignity of all persons
at all times.
Section 2-1 Pre-Operational Clearance
In all planned police operations, the team leader of the operating team/s shall secure a
Pre-Operation Clearance prior to the conduct of operation. This clearance must be
approved by their Chief/Commander/Head of Office/Unit and must be submitted at the
Operations Section/Division of the concerned operating police units for record purposes.
Section 2-2 Coordination
2.1 Inter-Office Coordination. The operations officer or Team Leader/s (TL) of Local
Police Units (LPUs) operating outside their territorial jurisdiction and National Support
units (NSUs) shall, whenever practicable, coordinate personally at any levels of police
offices (Police Regional Office (PRO) to Municipal Police Station (MPS)) or other
friendly units within whose jurisdiction the operation is to be conducted.
2.2 Coordination by Filing Coordination Form. Prior to the launching of the operation
except in cases where the formal (in writing) inter-unit coordination cannot be made due
to the nature and/or urgency of the situation such as, but not limited to, cross-jurisdiction
pursuit operations, coordination should be made formally using the prescribed
Coordination Form, which shall be filed with the concerned operation center of the
Police Regional, Provincial or City Police Office and Police Stations (Annex “B”).
2.3 Coordination by Practical/Available Means of Communication. In cases where
formal inter-unit coordination is not feasible, the Police Unit concerned shall endeavor to
notify the Local Police Unit (LPU) through any practical/available means of
communication including but not limited to electronic or signal communication at any
time before the operation and shall accomplish and furnish the LPU a written incident
report immediately after the termination of the operation.
Section 2-3 Requirements of Police Operations
2.4 Basic Requirements. Police operations such as but not limited to arrest, search
and seizure, checkpoint, roadblocks, and civil disturbance management shall, whenever
applicable and practicable, be conducted as follows:
a. With marked police vehicle;

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 b. Led by a Police Commissioned Officer (PCO) or the most senior Police
Non-Commissioned Officer (PNCO) in the absence or unavailability of a
PCO; and
c. With personnel in prescribed police uniform except for covert operatives
when serving warrant of arrest provided personnel in uniform shall be
present during the arrest
d. With the use of Body Worn Cameras (BWCs) and/or Alternative Recording
Devices (ARDs) during the conduct of searches and arrests.
2.1 Use of Megaphones and Similar Instruments/devices. During actual police
intervention operations, the Team Leader shall use peaceful means including the use of
megaphones or any other similar instruments/devices to warn or influence the
offender/s or suspect/s to stop and/or peacefully surrender.
2.2 Accessories. A police officer may carry or use accessories appropriate to the
police operation being performed. Accessories may include, ballistic vest, handheld
radio, first aid kit, flashlight, hand cuff, whistle and non-lethal equipment including but
not limited to baton, truncheon, and night stick to be used in a nonarmed confrontation
with a violent, uncooperative and unruly offender.
2.7 Use of Body Worn Camera
a. Chain of Custody over the Recordings in the Execution of Arrest and
Search:
The chain of custody over the recordings shall at all times be preserved from improper
access, review, and tampering. It shall cover the following events:
1) Recording of the footage using the BWCs/ARDs;
2) Turnover of the BWCs/ARDs used by the arresting or searching
team, or of the data by the media representative to the Data Custodian
to which they belong;
3) Downloading of the data by the Data Custodian;
4) Redaction of personal identities by the Data Custodian or his/her
representative, whenever applicable;
5) Retrieval of recording data and their transfer to an external media
storage device by the Data Custodian;
6) Submission and delivery of the recordings contained in an external
media storage device to the court.
b. The BWC/ARD shall be used/activated during the conduct of arrest,
search and whenever practicable, in cases of warrantless arrests. The rules
on the use of BWC under A.M. No. 21-06-08-SC shall be observed.
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 c. The BWC/ARD shall not be used/activated in the following circumstances:
1) In police facilities unless in an official capacity, or as part of an
investigation procedure;
2) Conduct of any personal activity (in any location where individuals
have a reasonable expectation of privacy, such as restrooms, locker
rooms, or break rooms). As a reminder, there is potential criminal and
civil liability if this restriction is violated;
3) Conduct of any personal activity in locations where individuals have
reasonable expectation of privacy such as in residences, unless the
recording is being made pursuant to a valid arrest or search warrant of
the individuals or locations;
4) During strip or body cavity searches when such is necessary as
provided in the warrant;
5) Conduct of tactical planning before the planned operation;
6) Intentionally activated to record conversations/communications
between PNP personnel without their knowledge during routine, and
other non-law enforcement related activities;
7) Between confidential informants or undercover officers;
8) Privileged communications between the subject of recordings and
other individuals, such as attorneys, members of the clergy, peer
support councilors and medical professionals;
9) While on the grounds of any public, private or parochial elementary
or secondary school, hospitals, churches and other places of worship
except when responding to an imminent threat to life or health; and
10)Other circumstances as may be provided by the trial court issuing
the warrant which is part of constitutional privilege and where the
dignity of an individual may outweigh the public necessity for recording.
Section 2-4 Use of Force Policy
2.8 Application of Necessary and Reasonable Force. In the lawful performance of
duty, a police officer shall use necessary and reasonable force to accomplish his/her
mandated task of enforcing the law and maintaining peace and order.
A police officer, however, is not required to afford the offender/s attacking him/ her the
opportunity for a fair or equal struggle. The necessity and reasonableness of the force
employed will depend upon the number of aggressors, nature and characteristic of the
weapon used, physical condition, size and other circumstances to include the place and

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occasion of the assault. The police officer is given the sound discretion to consider
these factors in employing reasonable force.
During confrontation with an armed offender, only such necessary and reasonable force
shall be applied as would be sufficient to overcome the aggression by the offender;
subdue the clear and imminent danger posed by him/her; or to justify the force/act
under the principles of self-defense, defense of relative, defense of stranger or
fulfillment of duty, in accordance with the elements laid down by law and jurisprudence.
The excessive use of force to arrest or immobilize the suspect during police operation is
prohibited.
2.9 The Force Continuum. It is a linear-progressive decision-making process which
displays the array of police reasonable responses commensurate to the level of
suspect/law offender’s resistance to effect compliance, arrest and other law
enforcement actions.
It allows police officer responses to be flexible and/or employ reasonable force in either
sequential, consecutive or combination of options against the dynamic suspect/s or law
offender/s threats or resistances. In all instances, the professional and respectable
deportment of police as public safety servants, civil use of language, well-mannered
decorum and utmost respect for human rights shall be observed.
a. Three Approaches on The Use of Force Continuum
1) Non-Lethal Approach. This involves the police presence in crime-prone areas and the
employment of activities or actions to persuade and/or request cooperation of people
particularly suspects and law offenders to police instructions and other control efforts.
2) Less Lethal Approach. This involves the employment of less lethal equipment that do
not cause serious injury and/or death and that less physical measures have been tried
and deemed inappropriate purposely to ensure cooperation, compliance or surrender.
The age, gender and health condition of offenders shall be considered before the
employment of less lethal equipment.
3) Lethal Approach. This involves the employment of lethal equipment usually as last
resort. Lethal force will only be employed when all other approaches have been
exhausted and found to be insufficient to thwart the life-threatening actions or omissions
posed by armed suspect or law offender. This approach carries with it the greater
responsibility as it may result to severe injury and serious bodily harm and/or death.
b. Guidelines on the De-Escalation of Response. At any time when the suspects or law
offenders comply, cooperate or surrender to police control efforts, the police officer must
de-escalate to the appropriate level of approach. However, he/she shall remain vigilant
on the possibility of escalation of response whenever reasonable and necessary or
depending on the prevailing situation.

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2.10 Responsibility of the Police Officer in Charge of the Operations. The police
officer who is in charge of the operation shall, at all times, observe the Force Continuum
and exercise control over all police personnel in the area of operation to protect lives
and properties.
Section 2-5 Use of Firearm During Police Operations
2.11 Use of Firearm When Justified. The use of firearm is justified if the offender
poses an imminent danger of causing death or injury to the police officer or other
persons. The use of firearm is also justified under the doctrines of self-defense, defense
of a relative, and defense of a stranger. However, one who resorts to self-defense must
face a real threat on his/her life, and the peril sought to be avoided must be actual,
imminent and real. Unlawful aggression should be present for self-defense to be
considered as a justifying circumstance.
The police shall not use warning shots during police operation except when the police
officer is outnumbered and overpowered, and his/her life and limb is in imminent
danger.
2.12 Firing at Moving Vehicles is prohibited. A moving vehicle and its occupants
shall not be fired upon except when its occupants pose imminent danger of causing
death or injury to the police officer or any other person, and that the use of firearm does
not create any danger to the public and outweighs the likely benefits of its non-use.
In firing at a moving vehicle, the following parameters should be considered:
a. The intent of the suspect/s to harm the police officer or other persons;
b. The capability of the suspect/s to harm with certainty the police officer or
other persons; and
c. Accessibility or the proximity of the suspect/s from the police officer and
other persons.
2.1 Filing of an Incident Report After the Use of Firearm. A police officer who
fires his/her service firearm or weapon during a confrontation with an offender or
offenders must submit an incident report outlining the circumstances necessitating the
use of his/her firearm.
2.2 Procedures After an Armed Confrontation. Immediately after an armed
confrontation, the officer who is in charge of the operation, when applicable, shall:
a. Secure the site of confrontation;
b. Check whether the situation still poses imminent danger;
c. Take photographs;
d. Evacuate all wounded to the nearest hospital regardless of the
extent of injury;
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 e. Keep arrested suspects in isolation;
f. Conduct debriefing on all involved PNP operatives;
g. Submit After-Operations Report; and
h. Ensure psychological stress counselling for all involved PNP
Operatives.
Chapter 3 POLICE OPERATIONS
All PNP personnel shall respect and uphold the human rights and dignity of all persons
at all times during the conduct of any police operations.
Rule 1 Patrol Operations
1.1 Patrol Guidelines
a. Conduct briefing before and debriefing after patrol operations
b. Perform firearm and equipment check prior to dispatch.
c. Observe precautionary measures and personal safety while on
patrol;
d. Plan out patrol routes based on prevailing crime trends and
patterns;
e. Observe defensive driving and follow traffic rules and regulations;
f. Establish good rapport with people on your beat and be familiar with all
the people in the community;
g. Patrol members must be always on the look-out for indications of
vices and other illegal activities on their beat;
h. Patrol members must be knowledgeable of all conditions, events
and details of places on their beat;
i. Be observant of people, places, situations or conditions and develop an
inquisitive attitude especially if the subject appears to be slightly out of the
ordinary;
j. Keep under close observation actions of juveniles, troublemakers /
agitators and the mentally ill/retarded persons and report information to the
concerned agency for appropriate action;
k. When requiring proof of identification from any person, let him/her
hand it over to you;
l. Patrol members must inform tactical operations center before responding
to any incident.

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1.2 Patrol Duties
a. Patrol Supervisors
1) Make a patrol plan with the following details:
a) Area Coverage: safe haven, ambush areas and crimeprone
areas;
b) Organizational detail of personnel;
c) Duration;
d) Stand-by points; and
e) Route plan.
2) Designate members of the patrol team/s;
3) Conduct personnel and equipment check;
4) Conduct briefing prior to dispatch by disseminating any orders,
directives or instructions from the Chief of Police (COP) or higher
authorities and new policy or guidelines being implemented by the PNP
Organization;
5) Render hourly report of personnel location and situation through
radio/telephone/cellphone to Police Community Precinct (PCP)/ Station
Headquarters Tactical Operation Center (TOC);
6) Render after-patrol report duly signed by duty supervisor. PCP
Commanders shall collate and submit significant details to the Station
Patrol Supervisor, who in turn, will submit the same to the
Provincial/District Patrol Supervisor; and
7) Conduct debriefing immediately after the completion of patrol
duties.
b. Patrol Officers
1) Attend the roll call formation before his/her Tour of Duty for briefing and
likewise attend the after Tour of Duty formation for debriefing;
2) Patrol the assigned beats, observe and check suspicious people,
structures/buildings, compounds and vehicles;
3) Observe and monitor public gatherings, prevent disorders and disperse
unlawful assemblies;
4) Inspect and/or conduct surveillance in various business establishments
and other installations and remove hazards to public safety;

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 5) Check suspicious vehicles (private, public, or commercial/delivery
vehicles) in the course of their patrol;
6) Report occurrences and conditions which relate to crime, public peace,
order and safety;
7) Prevent crimes and arrest criminal offenders;
8) Conduct regular visitations, dialogues/consultations with the residents and
other stakeholders;
9) Assist personnel of responsible agencies/unit in facilitating the flow of
traffic at busy intersections/roads within his/her Area of Responsibility (AOR),
assist and provide pedestrian information such as directions and street
locations;
10)Respond to calls, entertain complaints, initiate the investigation and
protection of the crime scene and minimize the after-effects of accidents, fires
and other catastrophes;
11)Wear the prescribed patrol uniform;
12)Have the necessary equipment; and
13)Strictly observe “Buddy System” during the patrol operations.
c. Guidelines and Procedures when Responding to Calls for Police Assistance
1) Gather and note down in the patrol officer’s notebook all available data as
to the nature of the calls, date, time and name of the caller. It may be regular,
urgent or emergency in nature.
2) Responding officers shall validate first before responding to calls for police
assistance especially in areas with presence of threat groups.
3) The manner of approach will be dependent on the nature of the call, either
with haste/secrecy or with/without flashing lights and sirens.
4) Consider the pertinent factors like the time, traffic conditions, the
possibility of greater damage and the neighborhood characteristics.
5) Whenever practicable and available, use and activate the BWC and
comply with the guidelines and policies on the use thereof.
6) Stop the patrol car some distance from the scene.
7) Approach the scene on foot, in complete silence and exercising extreme
caution.
8) Immediately attend to the injured unless the other members of the patrol
are in imminent danger.

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9) Focus all efforts to arrest criminals; however, priority shall be given to
aiding the injured.
10) Determine the crime committed, identify and question briefly the
victim/complainant and possible witnesses at the scene.
11) If the suspects or criminals have fled the scene before the arrival of the
patrol team, interview witnesses and immediately relay any information
gathered regarding the composition, appearance of the suspect, weapons
used, mode and direction of escape and other information which may lead to
the arrest of the suspects to the Operations Center for the conduct of dragnet
operations
12) When responding to street fights/brawls, the patrol member may call for
back-up before intervening. If there are no injuries and insufficient
corroborative statements obtained to identify who started the fight, bring both
parties to the police station for appropriate action.
13) Treat all calls for police assistance properly including complaints of
nuisances caused by excessive sound, odor, smoke, blinding light among
others
14) When responding to calls for police assistance due to suspected explosive
device, never attempt to handle, move or lift the object. Instead contact TOC
and request for Explosive Ordinance Disposal Team/K9 (EODT/K9).
Immediately isolate and cordon the area within a safe distance from the
suspected device. Divert the flow of traffic if necessary.
15) When responding to calls from beerhouses, KTV bars, or any other similar
establishments, ensure that all the lights are switched on.
16) When responding to request for police assistance involving domestic
violence, dispute between neighbors and landlords/ tenants, as much as
possible, seek the presence of barangay officials and DSWD personnel as the
case may be.
17) When responding to crime incidents involving a woman, either as victim or
suspect, the presence of a female police officer is necessary.
18) When responding to police assistance related to highly infectious
diseases, immediately inform the barangay concerned and the Station TOC for
the observance of the health standard protocol.
19) When responding to cybercrime, secure and preserve the evidence and
immediately seek assistance from cybercrime investigators.
20) When responding to a hostage taking situation, secure the scene,
establish perimeter security and inform tactical operations center.

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Rule 2 Law Enforcement Operations
2.1 Stopping and Frisking (Pat-Down Search)
a. When to Stop and Frisk (Pat-Down Search)
1) Stopping. The police officer may stop a person only when there is genuine reason to
believe, based on experiences and the particular circumstances that a criminal activity
may be afoot.
The police officer must be able to point to specific facts that, when taken together with
rational inferences, reasonably warrant the stop. Such facts include, but not limited to
the following:
a) The person is reported to be allegedly involved in a criminal
activity;
b) The actions or demeanor of the person suggest that he/she
is engaged in a criminal activity;
c) The person is carrying something illegal or when his/her
clothing bulges in a manner that suggests he/she is carrying a
weapon; and
d) The person is seen at the time and place proximate to an
alleged crime incident and/or flees at the sight of a police officer.
2) Body Frisking (Pat-Down Search). A police officer has the right to perform body
frisking if the person has been stopped with genuine reason to believe that he/she
carries weapon/s and poses a threat to the police officer’s or another person’s safety.
Circumstances which may justify body frisking (pat-down search) include but not limited
to the following:
a) Visual indication suggesting that the person is carrying a firearm or
other deadly weapon;
b) The type of crime believed to have been committed by the person,
particularly crimes of violence where the threat of use or use of deadly
weapon is involved; and
c) The threatening demeanor of the person.
a. Procedures and Guidelines
1) Stopping
a) When approaching the person, the police officer shall clearly
identify himself/herself and present his/her identification card.

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 b) Police officers shall be courteous at all times but remain cautious
and vigilant.
c) Before approaching more than one person, police officers should
determine whether the circumstances warrant a request for back-up or
whether the stopping should be delayed until such back-up arrives.
d) Police officers shall confine their questions in relation to the
grounds for stopping the person. In no instance shall a police officer stop
a person longer than the period reasonably necessary.
e) Police officers are not required to inform the person of his/ her
rights under the law (i.e. Miranda Warning, Anti-torture law, etc.) unless
the person is placed under arrest.
2) Body Frisking (Pat-Down Search). When genuine reason justifies body frisking (pat-
down search), it shall be done with due caution, restraint, and sensitivity in the following
manner:
a) Whenever possible, body frisking shall be done by at least
two police officers, one to do the search while the other provides
security. it shall be done with the person in a standing position with
hands raised. the police officers are permitted only to feel the
outer clothing of the person. Police officers shall not place their
hands inside the pockets of the clothing unless they feel an object
that could probably be a weapon, such as a gun, knife, club, or the
like.
b) If the person is carrying an object such as a handbag,
suitcase, briefcase, sack, or other similar items that may conceal a
weapon, the police officer shall not open the item but instead put it
in a place out of the person’s reach.
c) If the external patting of the person’s clothing fails to disclose
evidence of a weapon, no further search may be made. If a
weapon is found and the possession of which constitutes a
violation of the law, the police officer shall arrest the person and
conduct a complete search.
b. Reporting After Stopping or Body Frisking. If after stopping or body frisking
and the police officer finds no basis for making an arrest, he/ she should put it
on record in his/her patrol notebook. If he/she finds a ground for a valid
warrantless arrest, then an arrest shall be made.
2.2 Checkpoints
a. Authority to Establish Checkpoints. The establishment of checkpoints shall
be authorized by the Head of Office of the territorial PNP unit and manned by

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 uniformed PNP personnel. Other units may establish checkpoints in
coordination with the Head of Office of the territorial PNP unit in the area. For
this purpose, the Heads of Offices of territorial units are the following:
1) Regional Director (RD);
2) District Director;
3) Provincial Director;
4) City Director;
5) Chief of City/Municipal Police Station;
6) Station Commander;
7) Sub-Station Commander; and
8) Police Community Precinct Commander.
b. Composition. In the establishment of checkpoint, the checkpoint team
shall be composed of, but not limited to, the following:
1) Team Leader (TL) - shall lead and take responsibility in the conduct of
checkpoint preferably a Police Commissioned Officer (PCO). In the absence of
a PCO, the most Senior Police Non-Commissioned Officer (PNCO) will act as
Team Leader;
2) Spotter/Profiler – shall point/profile suspected vehicle subject for
checkpoint;
3) Verifiers – shall conduct document verification, search, seizure and arrest,
if necessary, initial custody of seized evidence;
4) Search/Arresting personnel – shall search, seize illegal items and arrest
offenders;
5) Forward/Rear Security– shall provide security in the checkpoint area and
block/pursue fleeing suspects/vehicle;
c. Checkpoint Guidelines
1) Checkpoints are established to enforce laws, rules, and regulations, and
when there is a need to arrest a criminal or fugitive from justice.
2) Mobile checkpoints are authorized only when established in conjunction
with ongoing police operations. Only marked vehicles with blinkers turned on shall
be used in mobile checkpoints.

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3) Designation of the personnel manning the checkpoint shall be left to the
sound discretion of the Team Leader (TL), preferably with female personnel
especially when there is an anticipated involvement of a female suspect.
4) The PNP Checkpoint team shall be composed of a minimum of eight
personnel with a TL, two verifiers, one spotter, two forward security and two rear
security.
5) The team manning the checkpoints must have immediate contact with any
elected public official, and representative from the National Prosecution Service
(NPS) or the media in case illegal drugs are seized or recovered.
6) The team should encourage the participation of the Local Government
Units (LGUs), PNP accredited Civil Society Groups, Non-Governmental
Organizations (NGOs), business organizations, media and other stakeholders
during the conduct of police checkpoint operations. However, their participation
must be limited only as observers except for LGU personnel mandated to enforce
laws and ordinances such as but not limited to traffic enforcers, meat inspectors
and Barangay Public Safety Officers (BPSO).
7) PNP personnel manning the checkpoint must have a presentable
appearance while wearing the prescribed uniform. Likewise, the civilian members
must also be in their organization’s uniform with their names conspicuously
displayed for identification. In no case shall the civilian components be allowed to
bear firearms during the checkpoint.
8) The area where the checkpoint shall be established must be well-lighted
with a visible signage bearing the name and contact number of the PNP unit and
the TL.
9) Due courtesy must be accorded to all road users during the conduct of
checkpoint.
10) Team members must greet all persons subject for inspection, extend
apology for the inconvenience, appeal for understanding, state the reasons of the
checkpoint and thank them for their cooperation.
11) The team must signal the motorist(s) to slow down and courteously
request to turn-off the headlights and turn on cabin lights.
12) The conduct of inspection of vehicle during a routine checkpoint is limited
to a visual search, done with due respect to all road users and conducted in a
manner of least inconvenience. The occupants cannot be compelled to step out of
the vehicle. Any search, seizure, and arrest shall be in accordance with the law.
13) A valid search must be authorized by a search warrant duly issued by an
appropriate authority. However, a warrantless search can be made in the following
cases:

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 a) When there is genuine reason to believe that the occupant/s of the vehicle
have just committed, is actually committing or is about to commit a crime; or
b) On the basis of prior information which are reasonably corroborated by
other attendant matters.
1) Violations/infractions of the law during the checkpoint shall be immediately
acted upon following legal procedures. Arrested persons must be apprised of their
constitutional rights.
2) The security of the PNP personnel, and most especially that of the
civilians participating in the checkpoint, must be given due consideration in the
planning of the operation.
3) As much as possible, only the forward/rear security team members are
allowed to display their rifles and should be positioned where they can best
provide security to the checkpoint team.
4) Checkpoint personnel may also provide police assistance in the vicinity
e.g., giving directions to inquiring motorists or passersby.
5) Designated TL assigned at the checkpoint shall be responsible for the
actuations and behavior of his/her personnel and shall be accountable under the
doctrine of Command Responsibility.
6) The TL must submit an after-checkpoint report immediately upon
termination of the operation.
d. Procedures in the Conduct of PNP Checkpoint
1) The TL shall inform his/her Chief of Police/ Station Commander and
Station TOC of the location of the checkpoint to be established;
2) The Unit Commander or official representative of NSUs and mobile forces
must coordinate with the concerned LPU through its TOC or by other means
before commencing with the checkpoint;
3) The station TOC shall then coordinate with the Higher Headquarters
(HHQ) TOC, adjacent PNP units and other friendly forces of the established
checkpoints;
4) The TL shall brief the PNP personnel, as well as the civilian components
present, regarding the proper conduct of the checkpoint and their assigned
tasks prior to their deployment;
5) The TL shall account his/her personnel and check if they are in the
prescribed uniform. He/she shall ensure that their names are visible at all
times. If wearing a ballistic vest, raincoat, reflectorized vest and other
accessories worn over the uniform, their names shall likewise be visible;

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 6) The TL shall also check the following equipment including, but not limited
to:
a) Marked police vehicles (including police motorcycle if available);
b) Signages:
(1) Warning signs: (e.g., slowdown checkpoint ahead,
checkpoint 20 meters ahead, etc); and
(2) Information signs: name and contact number of the unit and
TL.
a) Firearms with basic load of ammunition;
b) Ballistic vest;
c) Handheld and vehicle base radios;
d) Flashlights;
e) Megaphone; and
f) BWC or ARD.
1) The Spotter/Profiler of the team will be pre-positioned in a place where
he/she can best point/profile suspected vehicles prior to their approach to the
checkpoint;
2) Search/Arresting personnel shall flag down suspected vehicles and
conduct search, seizure and arrest, if necessary. The search must be in
accordance with the plain view doctrine except when there is a genuine reason to
believe, based on experiences and the particular circumstances of each case, that
criminal activity may be afoot;
3) In the event of seized drugs, the seizing personnel of the team having
initial custody and control of the drugs shall immediately conduct physical
inventory and photograph the same on site in the presence of the accused or the
person/s from whom such items were confiscated and/or seized, or his/her
representative or counsel and any elected public official to include representative
from the media or NPS, if available, who shall be required to sign the copy of the
inventory and be given a copy thereof. However, under justifiable grounds or
circumstances, like when the safety of the team is compromised, the inventory
may be done at the nearest police station or at the nearest office of the
apprehending team;
4) In case the team has no investigator as team member, the arrested
person/s and seized items shall be turned over to the station duty investigator for
proper disposition;

16
 5) In the event that the checkpoint is ignored, and the occupants of the
vehicle opened fire on the personnel manning the checkpoint, the response of the
team shall be in accordance with the use of Force Continuum as prescribed in
Chapter 2 Section 2-4 of this POP;
6) The TL shall inform the station TOC before terminating the checkpoint.
He/she shall conduct debriefing of personnel and submit after activity report for
information of the COP/Station Commander prior submission to HHQ.
a. Procedures in the Conduct of On-the-Spot (Hasty) Checkpoints
1) Hasty checkpoint shall be immediately established upon receipt of the
instruction/ order/clearance from the Unit Commander;
2) PNP personnel conducting mobile patrols on board patrol vehicles will
initially man the checkpoint, to be complemented with the arrival of
reinforcement. A collapsible prescribed signage with markings: “Stop, Police
Checkpoint” if available, indicating also the name and the contact number of
the concerned police office/unit and TL conducting the operations, will be used
for the purpose;
3) In the case of PNP personnel conducting Internal Security Operation (ISO)
or foot patrol, where a vehicle and collapsible signage is not readily available,
the team shall hastily put-up improvised barriers/ barricades or early warning
signages to indicate the established checkpoint that is manned by said
personnel;
4) The team shall immediately inform the station TOC of the nearest police
unit of the exact location of the hasty checkpoint established to include the
name and contact number of the TL and equipment used;
5) Where there is a possibility of high-risk stop and/or arrest, and public
safety might be at risk, no civilian or media shall be allowed in the area;
6) The Unit Commander of the personnel manning the hasty checkpoint shall
immediately send additional personnel, equipment
and signage to the area in order to convert the Hasty Checkpoint into a standard
Checkpoint; and
7) As soon as the Hasty Checkpoint is converted into a standard Checkpoint,
TL shall follow the procedures in the conduct of PNP checkpoint stated in Rule
2.2d of this POP.
b. Procedures in the Conduct of Joint Checkpoints
1) Commission on Elections (COMELEC) Checkpoints

17
 a) The establishment of COMELEC checkpoints must be in
accordance with the Omnibus Election Code, election laws and prevailing
resolutions. The procedures in the conduct of PNP checkpoint stated in
Rule 2.2d of this POP shall be made supplemental;
b) As much as possible, there shall be at least one COMELEC
checkpoint for each city/ municipality. However, additional checkpoints,
may be established in coordination with the Election Officer (EO).
c) Additional checkpoints coming from PNP units other than the LPUs
shall be coordinated with the concerned COP/Station Commander and
EO.
d) In establishing on-the-spot (hasty) checkpoints, the team leader
shall give prior notice and coordination with the EO having jurisdiction
over the area.
2) Inter-Agency Checkpoints (DENR, DA, BFAR, etc)
a) There shall be an existing agreement and/or written request from
the agency concerned prior to the establishment of checkpoint.
b) In case of apprehension, the nominal complainant shall be the
concerned agency and will be in charge in the conduct of investigation,
filing of cases and custody of evidence. All arrested persons shall be in
the custody of the PNP.
c) The signboard to be placed on the checkpoint shall bear the names
and contact numbers of both PNP and agency TL.
3) Joint PNP-AFP Checkpoints
a) The PNP shall take the lead role in a joint PNP-AFP
checkpoint.
b) The signboard to be placed on the checkpoint shall bear the
names and contact numbers of both PNP and AFP TL.
c) In case of arrest and seizure, the PNP shall take cognizance
of the case.
c. General Procedures to be Followed When Checkpoint is Ignored
1) If the checkpoint is ignored and/or the motorist bumps the signage
in an attempt to elude arrest or avoid inspection, the team shall pursue
the fleeing motorist and immediately inform the adjacent units about the
situation and the available description of the vehicle and passenger/s to
establish hasty defensive roadblock and dragnet operation.

18
 2) The pursuing team shall use megaphones or built-in public address
system in the police car with blinkers and sirens switched on during the
pursuit to order the fleeing motorist to stop and to warn other road users
following the rules on the use of firearm during police operations in
Chapter 2 Section 2-5 of this POP.
3) If the motorist stops, the procedures in flagging down vehicles in
Rule 2.3 paragraphs e to i of this POP shall apply.
4) If the fleeing motorist opens fire at the pursuing team, the
reasonable force provided in the use of force continuum in Chapter 2
Section 2-4 of this POP to overcome the aggression must be employed.
2.3 Flagging Down Vehicles
a. Procedures in Flagging Down Vehicles for Possible Involvement in the Commission
of a Crime.

1) Before flagging down the vehicle, call the station TOC and provide the
following available information:
a) Plate number and/or conduction sticker;
b) Brand/make, series, type (sedan, SUV, AUV, etc) and color;
c) Number and/or description of occupants;
d) Reason(s) for the planned intervention;
e) Location and its direction.
2) The station TOC shall immediately verify with the provincial/city highway
patrol team with the said vehicle information. Simultaneous verification can be
made with the Land Transportation Office (LTO) vehicle verification system thru
text number 2600 by texting “LTO vehicle (vehicle plate number).” Example: LTO
vehicle ABC1234;
3) If upon verification, the motor vehicle is not involved in any crime the
patrollers shall no longer pursue the vehicle;
4) If subject of an alarm or complaint, the patroller shall direct the driver to
pull over or stop on the road side.
5) If the vehicle stops, the patrollers shall likewise position their vehicle in an
advantageous distance behind the subject vehicle.
6) Using the vehicle public address (PA) system, patrollers shall introduce
themselves and command the driver to do the following:

19
 a) Roll down the window;
b) Turn on the hazard light;
c) Turn on the cabin light if necessary; and
d) Switch off the engine;
7) If the vehicle occupants are compliant, the patrollers shall cautiously
approach the vehicle from behind and perform the following:
a) Inform them the reason why they were stopped;
b) Require the driver to present his/her driver’s license and OR/ CR of the
vehicle; and
c) Direct the driver to follow them to the nearest police station/unit;
8) Verify the authenticity of the driver’s license with the LTO vehicle
verification system thru text number 2600 by texting “LTO license (license
number)”. Example: LTO license A1234567890
9) If the vehicle occupants are non-compliant, the patrollers shall perform the
following as warranted by the circumstances:

a) Remain in the patrol vehicle, request for back-up, remain tactically alert
and warn civilians in the area of a possible armed confrontation;
b) Using the PA system, repeatedly demand the driver to comply with the
instructions in Rule 2.3a6) and to throw the ignition key outside the vehicle;
c) If capable, effect the arrest of occupants in accordance with the provisions
on Arrest Without Warrant under Rule 2.6e of this POP; and
d) If back-up is necessary, wait for their arrival before effecting the arrest;
10) If the motorist flees, despite the repeated warnings the team shall pursue
the fleeing motorist and immediately update the station TOC and adjacent units
about the current situation;
11) If the intervention resulted in an armed confrontation, the response shall
be in accordance with the Force Continuum in Chapter 2 Section 2-4 and
Procedures After an Armed Confrontation in Chapter 2 Section 2-5 paragraph 2.14
of this POP; and
12) Update the station/unit TOC of the development.
a. Procedures in Flagging Down Vehicles for Violation of Traffic Laws, Rules and
Regulations

20
 1) The applicable procedures provided in Rule 2.3a shall be followed;
2) If the motor vehicle is under a nationwide alarm, it shall be reported to the
nearest HPG office within 48 hours;
3) Immediately issue a Traffic Violation Receipt (TVR), or Temporary
Operator’s Permit (TOP) as appropriate. Never indulge in prolonged and
unnecessary conversation or argument;
4) Confiscation of any unauthorized or illegal device or accessory such as
those provided in Presidential Decree (PD) No. 96 shall be covered by a
receipt;
5) In case of impoundable offenses, inform the motorist of the violation and
where the vehicle will be impounded. The said vehicle shall be covered with a
Technical Inspection and Inventory Receipt (TIIR) and an impounding receipt;
and
6) In cases where there is reasonable ground to believe that the driver is
drunk, the procedures in flagging down motorists who are under the influence
of alcohol, and/or dangerous drugs and similar substances provided in Rule
2.3c of this POP shall be followed.
b. Procedures in Flagging Down Motorists Who are Under the Influence of Alcohol,
and/or Dangerous Drugs and Similar Substances.
In the implementation of the Anti-Drunk and Drugged Driving Law (RA 10586), the
flagging down should be incidental to a traffic stop or preceded by a probable cause that
the deputized PNP personnel has reasonable ground to believe that the motorist is
under the influence of alcohol, dangerous drugs and/or other similar substances upon
personally witnessing a traffic offense committed by means of lane straddling, making
sudden stops, speeding, swerving or weaving.
The evident smell of alcohol in a driver’s breath, generally slurred speech in response to
questioning, bloodshot or reddish eyes, flushed face, poor coordination, difficulty in
understanding and responding intelligently to questions shall also constitute probable
cause.
As far as practicable, there must be at least one personnel in the accosting team who is
trained and deputized by the LTO and equipped with a calibrated Alcohol Breath
Analyzer (ABA). In the absence of a deputized PNP personnel, the team shall
immediately seek his/her assistance if there is a suspected drunk or drugged motorist.
1) Screening for Driving Under the Influence of Alcohol
The deputized police officer shall perform and be guided by the following:
a) Upon personal determination of probable cause, he/she shall flag down
the motor vehicle, direct the motorist to step out of the vehicle, and determine

21
 whether the driver is under the influence of intoxicating drink or substance. If
there is reasonable ground to believe that the motorist is drunk, expressly
inform the motorist of his/her assessment and direct him/her to perform all
the three field sobriety tests (eye test, walk-and-turn, and one-leg stand) on
site;
b) Record the motorist’s responses to the field sobriety tests to form part of
the records of the case;
c) If the motorist fails any of the three field sobriety tests, determine his/her
blood alcohol concentration (BAC) level, through the use of the ABA on site;
d) If the motorist passes all of the three field sobriety tests, he/ she shall be
cited for the initial traffic offense only and shall no longer be subjected to ABA
test;
e) A motorist who refuses to undergo the mandatory testing as required shall
have his/her driver’s license confiscated and be cited for all other violations
that he/she has committed. If upon assessment the motorist poses hazard to
the public, he/she will not be allowed to continue driving and he/she shall be
brought to the police station for proper disposition;
f) A motorist who registered a BAC above the allowable limit shall be placed
under arrest and the motor vehicle shall be turned over to the nearest LTO or
other authorized impounding area;
g) In case of a BAC within the allowed limit, he/she shall only be cited for the
initial traffic offense;
h) A motorist who has undergone and passed the field sobriety test and/or
ABA test may be subjected to a drug screening test;
i) If the ABA test exceeds the allowable limit, the deputized PNP personnel
with the assistance of the duty investigator shall prepare pertinent documents
for the filing of case.
2) Screening for Driving Under the Influence of Dangerous Drugs and Other
Similar Substances
The deputized police officer shall perform and be guided by the following:
a) Upon personal determination of probable cause, he/she shall
flag down the motor vehicle, direct the motorist to step out of the
vehicle, and determine whether the motorist is under the influence of
intoxicating drink or substance. If there is reasonable ground to
believe that the motorist is drugged, he/ she shall expressly inform
the motorist of his/her assessment and shall bring the motorist to the
nearest police station;

22
 b) The motorist shall be subjected to a drug screening test by
the crime laboratory. If found positive, a drug confirmatory test shall
be conducted;
c) A motorist who has undergone and passed the drug test
shall not be subjected to a field sobriety test and/or ABA test;
d) After a positive confirmation, the deputized PNP personnel
with the assistance of the duty investigator shall prepare pertinent
documents for the filing of case;
e) If the confirmatory drug test turns out negative, the motorist
shall only be cited for the initial traffic offense.
3) Mandatory Alcohol and Chemical Testing of Drivers Involved in Road
Crash Incidents
a) A motorist involved in a road crash incident resulting in the
loss of human life or physical injuries shall be subjected to onsite
field sobriety test and ABA testing, whenever practicable, and
thereafter, chemical tests, including a drug screening test and, if
necessary, a drug confirmatory test as mandated under RA 9165,
to determine the presence and/or concentration of alcohol,
dangerous drugs and/or similar substances in the bloodstream or
body. Other alcohol testing equipment, such as Gas
Chromatography-Mass Spectroscopy (GCMS) may be used,
whenever the use of an ABA is not practicable under prevailing
circumstances.
b) A motorist who refuses to undergo the mandatory testing as
required shall have his/her driver’s license confiscated and be
cited for all other violations that he/she has committed. He/she
shall be brought to the nearest police station for the filing of the
appropriate case.
2.4 High-Risk Stop and High-Risk Arrest. This is the stopping/accosting and restraint
of armed and dangerous person/s, aboard a vehicle/vessel or on foot, including the
power to use all necessary and legal means to accomplish such end.
a. General Setting
1) Initial Stage
Upon receipt of information regarding the movement of persons/ groups involved in the
commission of a crime, or unauthorized movement of armed person/s or group/s,
including government troops, the following shall be performed:

23
 a) Ensure that there are personnel/team tailing and monitoring the
movement of the fleeing person/s or group/s;
b) Organize appropriate tactical security forces utilizing maximum
firepower, armor, water and air assets as the case may be;
c) Deploy the security forces to stopping zones in defensive position;
and
d) Seal off the area and establish strong roadblocks/ barricades.
1) Effecting a High-Risk Stop and Arrest
When effecting high-risk stop, the police officer shall:
a) Exert utmost effort to persuade the suspects to halt or stop their
movement;
b) Start with the procedural conduct of regular warrantless arrest
where arrest is inevitable;
c) Ensure proper documentation of the process; and
d) Respect the rights of all the persons involved.
2) During Violent Stage
The PNP shall strictly adhere to Use of Force Policy provided in Chapter 2 Section 2-4
of this POP, particularly on the Force Continuum.
b. Maritime Setting
1) Initial Stage
a) For movements of suspects towards ports, piers and coastal areas, the
concerned units shall coordinate with the Maritime Group (MG);
b) Coordination with other maritime agencies such as the Philippine Coast
Guard (PCG), Philippine Navy (PN), Bureau of Fisheries and Aquatic
Resources (BFAR) among others shall be made when necessary; and
c) In case the suspects are aboard a vessel, the description of the vessel
shall be determined and the location for possible maritime interdiction shall
be identified for deployment of police patrol vessel.
1) Effecting a High-Risk Stop and Arrest
a) During seaborne interdiction, the applicable procedure for high-risk vessel
boarding shall be followed under the Maritime Law Enforcement procedures
of the MG;

24
 b) During the high-risk vessel boarding, the procedure on the Force
Continuum under Chapter 2 Section 4 shall be followed; and
c) After the high-risk vessel interdiction, the arrested suspects and seized
evidence shall be processed following the rule on arrest, search and seizure.
2) During violent stage
a) The patrol vessel shall be maneuvered in a position and direction that will
minimize possible damage to the vessel and minimize risk to the interdiction
team;
b) During this stage, the procedures on the Force Continuum under Chapter
2 Section 2-4 of this POP and the Maritime Law Enforcement procedures of
the MG shall be followed.
c) All injured suspect shall be brought to the nearest hospital and provided
medical intervention as necessary;
d) All arrested suspects and seized evidence shall be processed following
the rule on arrest, search and seizure; and
e) The suspect’s vessel shall be brought to the impounded area pending the
disposition of the case filed in court.
c. Airport Setting
1) Landside Area
a) Initial Stage
If a vehicle disregarded the Vehicle Screening Area (VSA) and drove fast towards the
terminal building, the following procedures shall be undertaken:
(1) VSA personnel shall immediately inform all security forces in
the airport using radio, cellphone and other fastest means of
communication; and
(2) They shall pursue the fleeing vehicle and stop them before
reaching the terminal building.
b) Effecting a High-Risk Stop and Arrest
The VSA personnel shall direct the driver to park at the roadside following the
procedures in flagging down vehicles provided under Rule 2.3a of this POP.
(1) If the fleeing vehicle failed to stop, the VSA personnel shall
immediately inform the Aviation Security Group (AVSEGROUP)
personnel at the terminal building to activate airport lockdown
procedure; and

25
 (2) They shall continue pursuing the fleeing suspects until
arrested.
c) During Violent Stage
(1) If the fleeing vehicle deliberately hit the airport users or
rammed the airport terminal barriers, AVSEGROUP personnel
shall use or employ all necessary and absolute force to stop the
vehicle and its occupants.
(2) If the vehicle finally stops, follow the applicable provisions of
the Force Continuum provided in Chapter 2 Section 2-4 of this
POP.
2) Airside Area
a) Initial Stage
If the fleeing vehicle is able to reach the terminal building and its occupants dismounted,
the following procedures shall be undertaken:
(1) Immediately direct the terminal building guards to
close the entrance gate; and
(2) If the suspect is unarmed, direct him/her to stop and
surrender following the procedures on Arrest provided under
Rule 2.6 of this POP.
a) Effecting a high-risk stop and arrest
The contingency plan for such incident embodied in the airport security program of the
concerned airport shall be applied.
b) During violent stage
If the fleeing vehicle was not stopped and has reached the airside area, the contingency
plan of such incident embodied in the airport security program of the concerned airport
shall be applied.
2.5 Police Defensive Roadblock. Police Defensive Roadblock is a temporary
installation or hastily built barricade set for halting traffic to facilitate the neutralization of
an armed person/suspect onboard a motor vehicle.
a. Pre-Conditions in Establishing Police Defensive Roadblocks. A police defensive
roadblock may be established in any of the following conditions/situations:
1) The object vehicle/s must be the subject of a recent flash alarm;
2) The driver/occupants of the vehicle are presumed hostile and will not stop
at the checkpoint;

26
 3) The vehicle disregarded a police-established checkpoint when flagged
down;
4) The identified vehicle and occupants must be the subject of a police
case/combat operational plan;
5) There is unauthorized troop movement; or
6) There must be validated information on any of the following:
a) On-going hot pursuit/police chase;
b) Movement of suspected armed persons onboard a motor vehicle;
c) Report of suspected armed men who have just committed a crime;
d) Vehicle carrying escaped prisoner; or
e) Armed motorcycle riding criminals.
b. Procedures in Establishing Roadblock
1) Upon receipt of information/order to immediately establish a police
defensive roadblock, the Officer-of-the-Day (OD) or the most senior police
officer on duty of the concerned unit shall organize sufficient police tactical
security forces, utilizing maximum firepower and other available equipment (if
any) and shall immediately proceed to the designated area;
2) Upon arrival, immediately set up physical barriers using all available
resources in the vicinity. The TL shall perform the following:
a) Inform the headquarters the exact location of the roadblock to include
personnel involved, available equipment and marked vehicles;
b) Brief the elements/members on the purpose of the police roadblock and
their method of intervention;
c) Immediately contact adjacent units to inform them of the situation so that
these units can conduct dragnet operation, while the members of the
pursuing team shall tail or pursue the fleeing suspect’s vehicle;
d) Designate forward observers/spotters and rear security;
e) Deploy security forces in a strategic and defensive position;
f) Place road spikes or tire deflation system if available; and
g) Designate a recorder to ensure that the whole intervention procedure is
documented;
1) As much as possible, the area where the roadblock shall be established
must be properly lighted during nighttime with noticeable signage;

27
 2) Police car lights must be turned on at all times during the operation;
3) When the suspect’s vehicle stops, the procedures in flagging down
vehicles for possible involvement in the commission of a crime in Rule 2.3a of this
POP shall be followed.
4) Procedures when suspects open fire/engage the troops:
a) In the event that the occupants of the vehicle open fires on the personnel
manning the roadblock, the procedures in the Force Continuum under
Chapter 2 Section 2-4 of this POP shall be applied;
b) Avoid panic firing;
c) Avoid collateral damage;
d) Account for the fatalities and give immediate medical assistance to the
injured; and
e) Secure the crime scene and wait for the arrival of SOCO and Investigator-
on-case (IOC).
5) When the suspect/s surrender or are arrested, they must be informed of
the arresting officer’s identity, authority and the basis of the arrest and apprised of
their constitutional rights;
6) Fleeing Vehicles
If the motorist flees despite the repeated warnings the team shall:
a) Pursue the fleeing motorist and immediately update the
station TOC and adjacent units about the current situation;
b) Fleeing vehicles shall not be fired upon;
c) Inform the headquarters of the make or type, plate number
and color of the motor vehicle to be accosted including the number
of occupants and, if possible, their identity; and
d) Give mobile car’s location and the direction of the suspect’s
escape
7) After the police defensive roadblock operation, an after operations report
must be submitted.
2.6 Arrest
a. General Guidelines
1) All arrests should be made only on the basis of a valid warrant of arrest
issued by a judge, except in instances where the law allows warrantless arrest.

28
 2) No violence or unnecessary force shall be used in making an arrest, and
the person to be arrested shall not be subjected to any restraint greater than
what is necessary under the circumstances.
(The Revised Rules of Criminal Procedure, rule 113 sec. 2).
3) Arrests can be made on any day of the week and at any time of the day or
night (The Revised Rules of Criminal Procedure, rule 113 sec. 6).
4) If the accused is already in detention, a return, together with required
documents, shall be made for any standing warrants of arrest issued after the
service.
5) A senator or member of the House of Representatives shall, in all offenses
punishable by not more than six years imprisonment, be privileged from arrest
while the congress is in session. No member shall be questioned nor be held
liable in any other place for any speech or debate in the congress or in any
committee thereof (Const. (1987), art. VI sec. 11 (Phil.).
6) Diplomatic agents and couriers, under the Vienna Convention on
Diplomatic Relations (1961 p8), are not liable to any form of arrest or
detention.
b. Authority of the Arresting Officer when Making an Arrest
1) A police officer making a lawful arrest may verbally summon as many
persons as he/she deems necessary to assist him/her in effecting the arrest
(The Revised Rules of Criminal Procedure, rule 113 sec. 10).
2) A police officer, in order to make an arrest with or without warrant, may
break into a building or enclosure where the person to be arrested is or is
reasonably believed to be in, if he is refused admittance thereto, after
announcing his/her authority and purpose (The Revised Rules of Criminal
Procedure, rule 113 sec. 11).
3) Whenever a police officer has entered the building or enclosure to make
an arrest, he/she may break out therefrom, when necessary, to liberate
him/herself (The Revised Rules of Criminal Procedure, rule 113 sec. 12).
4) If a person lawfully arrested escapes or is rescued, any person may
immediately pursue to retake him/her without a warrant at any time and in any
place within the Philippines (The Revised Rules of Criminal Procedure, rule
113 sec. 13).
c. Duties of the Arresting Officer
1) In implementing the warrant of arrest, the arresting officers shall use at
least one BWC and one ARD, or a minimum of two devices, or such number
as may be necessary. In case of unavailability of BWCs, the arresting officers

29
 shall file an ex-parte motion (Annex “D”) before the court, requesting authority
to use at least two ARDs for justifiable reasons.
2) The BWC/ARD shall be used and activated upon arrival at the place of
arrest to capture and record the relevant incidents during the execution of the
warrant. The BWC/ARD shall be worn in a conspicuous location and in a
manner that maximizes the ability to capture a recording of the arrest. It shall
only be deactivated upon conclusion of the arrest and delivery of the person/s
arrested to the nearest police station or jail. The same shall be observed in
cases of warrantless arrests, whenever BWCs/ARDs were used.
3) It shall be the duty of the police officer implementing the Warrant of Arrest
to deliver the arrested person without delay to the nearest Police Station or jail
(The Revised Rules of Criminal Procedure, rule 113 sec. 3) to record the fact
of the arrest;
4) At the time of the arrest, it shall be the duty of the arresting officer to
inform the person arrested of the cause of the arrest and the fact that a
warrant had been issued for his/her arrest. The arresting officer need not have
the warrant in his/her possession at the time of the arrest but after the arrest, if
the person arrested so requires, the warrant shall be shown to him/her as soon
as possible (The Revised Rules of Criminal Procedure, rule 113 sec. 7);
5) When a woman is arrested, a policewoman shall conduct the complete
body search;
6) When a Child in Conflict with the Law (CICL) is arrested, he/she shall be
processed by the Women’s and Children’s Protection Desks (WCPD) officer
and shall immediately be separated from other adult suspects. He/she must be
turned over to the LSWDO or other accredited NGOs within eight hours after
apprehension;
7) If a foreign national is arrested, the arresting officer through his/ her
COP/Unit Commander, shall perform the following:
a) Simultaneously inform the Foreign Liaison Division (FLD), Directorate for
Intelligence (DI), PNP Command Center (PCC) and the immediate higher
office through Short Messaging System (SMS) within one hour upon the
arrest;
b) Submit a written report of the incident within eight hours to the immediate
higher office.
1) In case of arrest without a warrant, it shall be the duty of the arresting
officer to inform the person to be arrested of his/her identity, authority and the
basis of the arrest except when he/she flees or forcibly resists before the arresting

30
 officer has the opportunity to inform him/her or when the giving of such information
will imperil the arrest (The Revised Rules of Criminal Procedure, rule 113 sec. 8);
2) The person arrested, with or without warrant, shall be informed of his/her
constitutional right to remain silent and that any statement he/she makes could be
used against him/her. Also, that he/she has the right to communicate with his/her
lawyer or his/her immediate family and the right to physical examination. It shall be
the duty of arresting officer to subject arrested person with or without warrant to a
medical examination prior to temporary detention;
3) A person arrested without a warrant shall be immediately brought to the
Police Station for investigation without unnecessary delay. He/she shall be
subjected to inquest proceedings within the time prescribed in Article 125 of the
Revised Penal Code (RPC);
4) No torture, force, violence, threat, intimidation, or any other means which
vitiate the free will shall be used against an arrested person. The bringing of
arrested persons to secret detention places, solitary confinement and the like is
prohibited;
5) The arresting officer shall ensure that the arrested person is free from
torture or physical abuse;
6) If the person arrested without a warrant waives his/her right under the
provisions of Art 125 of the Revised Penal Code, the arresting officer shall ensure
that the former signs a waiver of detention in the presence of his/her counsel of
choice; and
7) If the person arrested waives his/her right against self-incrimination and
chooses to give his/her statement, the arresting officer shall ensure that the waiver
is made in writing and signed by the person arrested in the presence of a counsel
of his/her own choice or a competent and independent counsel provided by the
government.
a. Arrest with Warrant
1) Warrant of Arrest
The warrant of arrest is the written authority for the arresting officer when making an
arrest or taking of a person into custody in order that he/she may be bound to answer
for the commission of an offense. The head of the office to whom the warrant of arrest
has been delivered for implementation shall cause the warrant to be implemented within
ten days from receipt. Within ten days after the expiration of such period, the police
officer to whom it was assigned for implementation shall make a report to the judge who
issued the warrant and in case of his/her failure to implement the same, shall state the
reasons thereof.
2) Procedures in Serving Warrant of Arrest

31
 a) Verify the validity of the Warrant of Arrest;
b) In serving the warrant, the police officer should introduce himself/herself
and show proper identification;
c) The person/s arrested shall be notified as early as practicable, that the
arrest is being recorded with the BWC/ARD and that the arrest is by virtue of the
warrant;
d) Make a manifestation of authority against the person to be arrested;
e) If refused entry, the police officer may break into any residence, office,
building, and other structure where the person to be arrested is in or is reasonably
believed to be in, after announcing his/her purpose;
f) The police officer need not have a copy of the warrant in his/her
possession at the time of the arrest. If the person arrested so requires, the warrant
shall be shown to the arrested person as soon as possible;
g) Secure the person to be arrested and use handcuffs for the protection of
the arresting officer, other individuals or the arrested person himself/herself;
h) Conduct thorough search for weapons and other illegal materials on the
person arrested and surroundings within his/her immediate control;
i)Inform the person to be arrested of his/her rights under the law (i.e. Miranda
Warning and Anti-torture Warning);
j)No unnecessary force shall be used in making an arrest;
k) Confiscated evidence shall be properly documented with the chain of
custody of evidence duly and clearly established;
l)Bring the arrested person to the Police Station or office of the arresting unit for
documentation;
m) Make a Return of Warrant to the court of origin;
n) Deliver the arrested person to the designated jail/prison facility
immediately upon the receipt of the commitment order from the court; and
o) In case of failure to execute the warrant of arrest, the officer to whom it
was assigned for execution shall, within 30 days from such assignment, file a
report stating the reasons for such failure.
b. Arrests without a Warrant
1) A peace officer or a private person may, without a warrant, arrest a person:
a) When, in his/her presence, the person to be arrested has
committed, is actually committing, or is attempting to commit an offense;

32
 b) When an offense has just been committed and he/she has probable
cause to believe, based on personal knowledge of facts or
circumstances, that the person to be arrested has committed it;
c) When the person to be arrested is a prisoner who has escaped
from a penal establishment or place where he/she is serving final
judgment or temporarily confined while his/ her case is pending, or has
escaped while being transferred from one confinement area to another
(The Revised Rules of Criminal Procedure, rule 113 sec.5);
d) Where the accused released on bail attempts to leave the country
without court permission;
e) Violation of conditional pardon, punishable under Article 159 of the
Revised Penal Code as a case of evasion of service of sentence; and
f) Arrest following a Deportation Proceeding by the Immigration
Commissioner against illegal and undesirable aliens.
2) Effecting Warrantless Arrest
a) Make use and activate the BWC/ARD if available and practicable.
Notify the person/s arrested, as early as practicable, that the arrest is
being recorded with the BWC/ARD;
b) Freeze or restrain the suspect/s;
c) Make proper introduction as to identity and authority to arrest;
d) Inform the arrested person of the circumstances of his/ her arrest
and recite the Miranda Warning and Anti-torture Warning to him/her;
e) Secure the person to be arrested and use handcuffs for the
protection of the arresting officer, other individuals or the arrested person
him/herself;
f) Conduct thorough search for weapons and other illegal materials
on the person arrested and surroundings within his/her immediate
control;
g) Confiscated evidence shall be properly documented with the chain
of custody of evidence duly and clearly established;
h) No unnecessary force shall be used in making an arrest; and
i) Bring the arrested person to the police station for further
investigation and disposition.
c. Physical/Medical Examination of Arrested Person/Suspect. Before detention, the
person arrested must be physically/medically examined by a medical doctor

33
 preferably of his/her own choice. If the person arrested is a female, she shall be
attended to preferably by a female medical doctor.
d. Booking of Arrested Suspect. Booking of arrested suspects shall be undertaken
to record and document the information surrounding the arrest of the suspect.
The following are the procedures, duties and responsibilities of personnel during the
booking of arrested suspects:
1) Arresting Officer (AO) shall:
a) Immediately bring the suspect/s to the police station and present him/her
to the Desk Officer (DO) for recording in the police blotter the circumstances of the
arrest as well as his/ her identity;
b) Conduct a more thorough body search of the suspect/s. When women
and/or minors are among those arrested, the duty WCPD officer shall do the
thorough body search. Any deadly weapon and illegal items found and seized
shall also be recorded in the blotter. The AO shall indicate his/her rank and name
and duly sign in the blotter entry;
c) Request the DO to prepare the “Request for Medical Examination of the
Suspect” Form
d) Bring/escort the suspects to the government hospital referred to in the
request form for the examination of the suspects;
e) After the physical/medical examination of the suspects, bring them back to
the police station and turn them over, with the results of the examination, to the
Duty Investigator (DI); and;
f) Obtain the “Arrest and Booking Form” and refer it to the DI so that they will
diligently accomplish it. The copy of the Arrest and Booking Form shall form part of
the case folder and be kept at the Investigation Section at the police station;
g) Prepare and file the corresponding report to the judge on the execution of
the warrant. The report shall be accompanied by affidavits of the PNP personnel
whose BWCs/ARDs were used stating the following:
(1) The date, time, and place of the recording;
(2) The manner by which the recording was taken and stored, and
when applicable, the fact of unavailability of BWCs and that a resort to
ARDs was necessary, and the circumstances detailing the non-
activation, interruption, or sudden termination of the recording;
(3) The fact that persons of the recording were notified of the use of
BWCs/ARDs;

34
 (4) The date, time, place and other circumstances surrounding the first
instance of retrieval or download of the recording from the cameras;
(5) The names and positions of the persons who had possession of
and access to the recordings, including details of such access, from the
time of their taking until their deposit with the court;
(6) The fact of redaction of personal identifiers appearing in the
recording whenever applicable, the special circumstances justifying
such redaction, and the details redacted;
(7) Whenever applicable, a certification that both unredacted and
redacted files containing the recordings are submitted to the court;
(8) The names and positions of the officers who will be delivering the
recordings to the court;
(9) Reasonable ground in case of noncompliance with any of the
requirements on the use of BWCs/ARDs, including all acts undertaken
showing genuine and sufficient efforts exerted to ensure compliance
thereof.
1) Desk Officer (DO) shall:
a) Log and record the details of the arrest made and assign a blotter entry
number. It shall include the name of the arresting officer and the five “W”s
and one “H” (Who, What, Where, When, Why and How) as well as the name
of the government hospital to where the suspect/s will be referred to for
physical/medical examination; and
b) Prepare or accomplish the “Medical Examination of the Suspects Request
Form” to be signed by the OD. In his/her absence, the DO may sign the
request form himself/herself.
2) Duty Investigator (DI) shall:
a) Diligently accomplish the “Arrest and Booking Form” and “Medical
Examination Result Sheet” with the AO and ensure that a copy of the results
of the physical/ medical examination is attached;
b) Conduct record check to determine if the arrested suspect/s have previous
or existing cases and/or standing warrant of arrest;
c) Ensure that Mug Shots of the suspects are taken in four different methods
while standing straight in front of the prescribed booking mug shot backdrop
and holding the prescribed identification board. The 4R mug shots shall be
attached or printed in the “Booking Mug Shots” Form

35
 d) While completing the necessary documents for inquest, the arrested
suspect shall be temporarily turned-over to the jailer/custodial officer and
covered by a “Turn-over of Arrested Suspect/s” Form and a “Jailer’s Receipt
of Suspects” Form;
e) All personal valuables of the suspect that are not allowed to be brought
inside the custodial facility shall be collected by the Investigator and turned-
over to the station Evidence/Property Custodian. The Investigator shall
prepare a “Suspects Property Receipt” Form
f) Ensure that the suspects’ fingerprints and tenprints are taken only by a
trained personnel using both the “Arrest and Booking Form” and the
standard “Tenprint Card” PNPCL Form No 452-038 to ensure that this will be
readable by the Automated Fingerprint identification System (AFIS). The
tenprint card is considered as an integral part of the booking form;
g) Inform the Desk Officer and personnel in charge of the Next Generation
Investigation Systems (NGIS) of the status of the
case and the suspect so that updates will be entered in the police blotter and the NGIS;
h) Prepare the necessary documents such as but not limited to: affidavit of
complaint; affidavit of witness; booking and arrest report; photo copy of
recovered evidence if any; and a letter of case referral to the Prosecutor’s
Office that should be reviewed and signed by the COP/Station/Unit
Commander; and
i) Submit to the prosecutor conducting the inquest proceedings, the
BWC/ARD recordings along with the affidavit of arrest, in case of warrantless
arrests.
3) The PNP personnel who wore the BWC/ARD shall
a) Turn-over to the Data Custodian all recordings for downloading from the
BWC/ARD after the conduct of arrest; and
b) Execute the affidavit of arrest, in coordination with the DI and other
arresting officers, if any.
4) The Data Custodian (DC) shall:
a) Receive, have custody, download within 24 hours from the
recording, store to an external media storage device and encrypt
all recordings of BWCs/ARDs in the conduct of arrest and
simultaneously deposit the same in a sealed package with the
issuing court. In case of warrantless arrests, the DC shall turn-over
the sealed package to the DI who will be responsible to submit the
same to the inquest prosecutor. This shall include recordings

36
 captured by media representatives relative to Section 21 of RA
9165, as amended;
b) Retain a back-up copy for justifiable reasons for a period not
exceeding 15 days, only with leave of court;
c) Ensure the security, confidentiality and integrity of the
recordings;
d) Redact sensitive information, images and other personal
identifiers from the recordings, such as in cases involving minors,
sexual offenses, or domestic violence. Submit all redacted and
unredacted file/s to the court;
e) Ensure that no tampering is done during the downloading
process. Consequently, allow the subjects of the recordings or
their counsels to witness the downloading of the recordings from
the BWCs/ARDs prior to safekeeping.
f) Preserve the metadata contained in the BWC/ARD
recordings;
g) Limit viewing access of the footage to:
(1) Any person who is a subject of the recording or
his/her counsel;
(2) The parent, guardian, or counsel of any minor who is
a subject of the recording;
(3) The spouse, next of kin, or legally authorized
designee of a deceased subject of the recording, or his/her
counsel; and
(4) PNP personnel whose camera captured the recording
belongs;
h) Provide a copy of the recording to the persons enumerated in aforementioned
item g) (1) to (3) should the person subject of the recording consented to its use in a
court proceeding, and if the request is done within five days from data downloading.
2.7 Search and Seizure
a. Requisites for the Issuance of Search Warrant.
A search warrant shall be issued only upon probable cause in connection with one
specific offense to be determined personally by the judge after examination under oath
or affirmation of the complainant and the witnesses presented. The search warrant shall
particularly describe the place to be searched and the things to be seized which may be
anywhere in the Philippines. It includes the order requiring the use of at least one BWC
37
and one ARD, or a minimum of two devices, or such number as may be necessary to
capture and record the relevant incidents during its execution.
1) The following properties may be the objects of a search warrant:
a) Properties which are the subject of the offense;
b) Stolen, embezzled proceeds, or fruits of the offense; and
c) Objects including weapons, equipment, and other items used or
intended to be used as the means of committing an offense.
2) Objects that are illegal per se, even if not particularly described in the
search warrant, may be seized under the plain view doctrine.
a. Validity of Search Warrant
1) The warrant shall be valid for ten days from date of issuance and may be
served at any day within the said period. Thereafter, it shall be void.
2) If, in the implementation of the search warrant, its object or purpose
cannot be accomplished in one day, the search shall be continued without let
up even if it exceeds one day or more until completed, provided it is still within
the ten-day validity period of the search warrant.
3) If the object or purpose of the search warrant cannot be accomplished
within the ten-day validity period, the responsible police officer conducting the
search must file, before the issuing court, an application for the extension of
the validity period of said search warrant.
b. Time of Search
The warrant should be served during daytime, unless there is a provision in the warrant
allowing service at any time of the day or night.
c. Applications for Search Warrant
All approved applications shall be recorded in a logbook, duly maintained for the
purpose, indicating the name of the applicant, name of the respondent, nature of the
offense, and date of the application as required in the “Application for Search Warrant”,
“Joint Affidavit”, and Deposition of Witness.
1) Contents of the Application:
All applications for Search Warrant shall be approved for filing by the Chief of Office.
The application shall indicate the following data:
a) Office applying for the Search Warrant;
b) Name of officer-applicant;

38
 c) Name of the subject, if known;
d) Exact address/place(s) to be searched;
e) Specific statement of things/articles to be seized; and
f) Sketch and/or Picture, if available, of the place to be searched.
g) The availability or unavailability of BWCs to be used in the
execution of the warrant. In case of unavailability, request for authority to
use ARDs.
d. Authority of Police Officers when Conducting Search
The authority of the police officer in the conduct of search generally emanates from the
Search Warrant issued by the court. In warrantless searches, there should always be a
prior valid arrest.
In the conduct of search, if after giving notice of his/her purpose and authority, the
police officer is refused admittance to the place of search, he may break open any outer
or inner door or window or any part of a house or anything therein to implement the
warrant or liberate himself/herself or any person lawfully aiding him/her when unlawfully
detained therein.
e. Use of BWC During the Search
1) At least one BWC and one ARD or such number as may be necessary to
capture and record the relevant incidents during its execution shall be worn by
members of the searching team. If BWCs are not available, at least two ARDs
must be used.
2) The member of the searching team with the device shall ensure that they
are worn in a conspicuous location and in a manner that maximizes their ability
to capture a recording of the search.
3) The BWCs/ARDs shall be activated upon arrival at the place of search,
and shall not be deactivated until the search has been fully concluded and the
searching team have left the premises and returned to the police station.
f. Notification During the Search. When conducting search by virtue of a warrant,
the PNP personnel wearing the BWC/ARD shall, as early as practicable, notify the
lawful occupants of the premises to be searched that the execution of the SW is
being recorded and that the conduct of search is pursuant to a warrant issued by
the court.
g. Prohibited Acts in the Conduct of Search by Virtue of a Search Warrant
1) Houses, rooms, or other premises shall not be searched except in the
presence of the lawful occupant thereof or any member of his/her family or, in

39
 the absence of the latter, in the presence of two witnesses of sufficient age
and discretion residing in the same locality.
2) Lawful personal properties, papers, and other valuables not specifically
indicated or particularly described in the search warrant shall not be taken.
h. Inventory and Delivery of Property Seized
1) The police officer who confiscates property under the warrant shall issue a
detailed receipt of property seized to the lawful occupant of the premises. In
the absence of such occupant, the detailed receipt shall be left in the place in
which he/she found the seized property in the presence of at least two
witnesses of sufficient age and discretion residing in the same locality (The
Revised Rules of Criminal Procedure, rule 126 sec. 11);
2) The receipt shall likewise include items seized under the Plain View
Doctrine;
3) The police officer must then leave a duplicate detailed receipt with any
barangay official having jurisdiction over the place searched following the
“Receipt for Property Seized” and “Certification of Orderly Search” and
4) The police officer must make a return of the search warrant and forthwith
deliver the property seized to the judge who issued the warrant, together with
an inventory thereof, duly verified under oath following the forms on
“Compliance/Return of Search Warrant” and “Verification”.
i. Downloading of Data from the BWC/ARD:
1) After the conduct of search, all recordings from the BWC/ARD shall be
turned-over to the Data Custodian who shall undertake the following:
a) Receive, have custody, download within 24 hours from the
recording, store to an external media storage device and encrypt all
recordings of BWCs/ARDs in the conduct of search and simultaneously
deposit the same in a sealed package with the issuing court. This shall
include recordings captured by media representatives relative to Section
21 of RA 9165, as amended;
b) Ensure the security, confidentiality and integrity of the recordings;
c) Redact sensitive information, images and other personal identifiers
from the recordings, such as in cases involving minors, sexual offenses,
or domestic violence. Submit all redacted and unredacted file/s to the
court;
d) Ensure that no tampering is done during the downloading process.
Consequently, allow the subjects of the recordings or their counsels to

40
 witness the downloading of the recordings from the BWCs/ARDs prior to
safekeeping;
e) Preserve the metadata contained in the BWC/ARD recordings;
f) Limit viewing access of the footage to:
(1) Any person who is a subject of the recording or his/her
counsel;
(2) The parent, guardian, or counsel of any minor who is a
subject of the recording;
(3) The spouse, next of kin, or legally authorized designee of a
deceased subject of the recording, or his/her counsel; and
(4) PNP personnel whose camera captured the recording
belongs;
g) Provide a copy of the recording to the persons enumerated in items
f) (1) to (3) above should the person subject of the recording consented
to its use in a court proceeding, and if the request is done within five
days from data downloading.
j. Affidavit of Search and Submission of Recordings to Court
1) Upon filing of the Return, all recordings from the BWCs/ARDs used during
the execution of the SW shall be stored in an external media storage device
and simultaneously deposited in a sealed package with the issuing court.
2) In case of redaction of personal identifiers in the recordings, both the
redacted and unredacted files shall be submitted to the court.
3) The Return shall be accompanied by affidavits of the searching team
members whose BWCs/ARDs were used to capture the recordings, and shall
state the following:
a) The date, time, and place of the recording;
b) The manner by which the recording was taken and stored, and when
applicable, the fact of unavailability of BWCs and that a resort to ARDs was
necessary, and the circumstances detailing the non-activation, interruption,
or sudden termination of the recording;
c) The fact that persons of the recording were notified of the use of
BWCs/ARDs;
d) The date, time, place and other circumstances surrounding the first
instance of retrieval or download of the recording from the cameras;

41
 e) The names and positions of the persons who had possession of and
access to the recordings, including details of such access, from the time of
their taking until their deposit with the court;
f) The fact of redaction of personal identifiers appearing in the recording
whenever applicable, the special circumstances justifying such redaction,
and the details redacted;
g) Whenever applicable, a certification that both unredacted and redacted
files containing the recordings are submitted to the court;
h) The names and positions of the officers who will be delivering the
recordings to the court;
i) Reasonable ground in case of noncompliance with any of the
requirements on the use of BWCs/ARDs, including all acts undertaken
showing genuine and sufficient efforts exerted to ensure compliance thereof.
1) In case of death, physical disability, resignation, or separation/ dismissal
of the PNP personnel from the service whose BWCs/ ARDs were used in the
execution of the warrant, any member of the arresting/searching team shall
make the affidavit.
2) When death results from the execution of search warrant, an incident
report detailing the search, the reasons why such death occurred, the result of
related inquest proceedings, if any – including possibly those against the PNP
personnel causing the death – together with other relevant documents, shall
likewise be submitted.
l. Valid Search and Seizures Without Search Warrant
1) Search Made Incidental to a Valid Arrest. A person lawfully arrested may
be searched for dangerous weapons or anything which may be used, or which
may constitute proof in the commission of an offense, without a search warrant
(The Revised Rules of Criminal Procedure, rule 126 sec. 13). The warrantless
search and seizure as an incident to a lawful arrest may extend beyond the
person of the arrested to include the premises or surroundings under his/her
immediate control.
2) Search of Moving Vehicles. If the police officers who will conduct the
search have reasonable or probable cause to believe, before the search, that
either the motorist is a law offender or they will find the instrumentality or
evidence pertaining to a crime in the vehicle to be searched, the vehicle may
be stopped and subjected to an extensive search.
3) Seizure Of Evidence in Plain View. Any object in the plain view is subject
to seizure and may be introduced as evidence. Requirements under the Plain
View Doctrine are:

42
 a) The police officer must have prior justification for an intrusion or,
otherwise, must be in a position from which he/she can view a particular
area;
b) The discovery of the evidence in plain view is unintentional; and
c) It is immediately apparent to the police officer that the item he/she
observes may be evidence of a crime, contraband, or is a valid subject of
seizure.
1) When there is a Waiver of Right or there is Consented Search. To
constitute a waiver of this constitutional right, it must appear, first, that
the right exists; second, that the person involved had knowledge, either
actual or constructive, of the existence of such right; that said person
had an actual intention to relinquish the right (“G.R. No. L-45950”,
1938).
2) Searches Under Stop and Frisk Rule. The police officer has the
right to stop a citizen, interrogate him/her, and pat him/her for weapons
whenever he/she has genuine reason to believe, based on experiences
and the particular circumstances that a criminal activity may be afoot.
3) Emergency and Exigent Circumstances. A search warrant could be
validly dispensed with in cases of exigent and emergency situation, and
the police officers have reasonable grounds to believe that a crime is
being committed, and they have no opportunity to apply for a search
warrant from the courts because the latter were closed.
2.8 Rules on Anti-Illegal Drugs Operations
a. General Policy and Guidelines:
1) The Philippine Drug Enforcement Agency (PDEA) is mandated by
law to carry out the provisions of Comprehensive Dangerous Drugs Act
of 2002 (RA 9165), as amended by RA 10640. It serves as the
implementing arm of the Dangerous Drugs Board (DDB), and
responsible for the efficient and effective enforcement of all the
provisions of the aforementioned act on any dangerous drug and/or
controlled precursor and essential chemicals (CPECs).
2) Only PNP Drug Enforcement Group Special Operation Units
(PDEG SOUs) and Drug Enforcement Units (DEUs) of LPUs are
authorized to conduct Anti-Illegal Drug Operations and to coordinate
with PDEA.
3) All other operating units are only allowed as support in the conduct
of joint operations with PDEG and/or the concerned DEUs.

43
 4) The PNP is not prevented from conducting warrantless arrests in
relation to violations of RA 9165 as amended under Section 5, Rule
113, and search incidental to a lawful arrest under Section 13, Rule 126
of the Revised Rules of Criminal Procedure.
5) Information concerning parcels containing dangerous drugs,
CPECs and drug paraphernalia shall be reported to PDEA, through the
Inter-Agency Drug Interdiction Task Group. The PNP shall provide the
necessary support and assistance to the task group, if required.
b. Coordination Requirements
1) Prior to the conduct of all anti-illegal drug operations, PNP antidrug units
shall coordinate with PDEA Regional Operation Center (ROC), and the LPU
having jurisdiction over the area of operation. Coordination shall be made
personally with PDEA ROC to secure a Certificate of Coordination (COC);
2) PDEA anti-illegal drug operations shall be coordinated with the concerned
LPU, prior the conduct of operation. The PDEA’s PreOperation Report and
Coordination Form (Annexes “R” and “S”) shall be received and stamped by
the Duty Officer of the LPU indicating his/her name, signature, time and day of
coordination;
3) All operating units shall furnish the concerned LPU a copy of the After-
Operation Report immediately after the termination of every anti-illegal drug
operation;
4) There shall only be one COC for every anti-illegal drug operation following
the “One-Jurisdiction, One-Operation” rule, wherein only one anti-illegal drug
operation against a particular suspect/s covering a specific area at a given
time shall be conducted;
5) Copies of reports pertaining to other police operations that resulted in the
arrest of a person/s and/or seizure/confiscation of dangerous drugs, CPECs
and drug paraphernalia shall be furnished to PDEA for record purposes;
6) The PDEG SOUs may conduct anti-illegal drug operations nationwide,
even in areas where there is an ongoing anti-illegal drug operation, provided
that the area of operation is specifically identified, and details shall be provided
in the Pre-Operation Report and a Coordination Form;
7) In instances that the operating PDEG SOUs and DEUs shall move to
another area not mentioned in the COC, a new Pre-Operation Report and
Coordination Form shall be submitted to PDEA. When personal coordination
cannot be made, an online submission of requirement for application for
issuance of COC is permitted. Only the control number shall be submitted after

44
 the operation in exchange for the original COC, provided that the principle of
“OneJurisdiction, One-Operation” rule shall apply; and
8) The PNP shall at all times submit to PDEA ROC copies of operational
reports such as Spot Report, Negative Operation Report and Progress Report
after the conduct of any anti-illegal drug operation.
c. Handling, Custody and Disposition of Drug and Non-Drug Evidence (DOJ, 2020).
During the handling, custody and disposition of evidence, the provisions of Section 21,
R.A. No. 9165 and its IRR as amended by R.A. No. 10640 shall be strictly observed.
Noncompliance, under justifiable grounds, with the requirements of Section 21 (1) of
R.A. no. 9165, as amended, shall not render void, and invalid such seizures and
custody over the items provided the integrity and the evidentiary value of the seized
items are properly preserved by the apprehending officer/team. Any justification or
explanation in cases of noncompliance with the said requirements, shall be clearly
stated in the sworn statements/affidavits of the apprehending arresting/ seizing officers,
as well as the steps taken to preserve the integrity and evidentiary value of the
seized/confiscated items. Photographs of pieces of evidence must be taken immediately
upon discovery of such, including the process of recording the inventory in the presence
of required witnesses. The seizing officer must mark all the evidence seized with his/her
initials and signature as well as the date when the evidence was found/recovered or
seized, numbered consecutively.
1) Drug Evidence
a) Upon seizure or confiscation of dangerous drugs or CPECs, laboratory equipment,
apparatus and paraphernalia, the operating unit’s seizing officer/inventory officer must
conduct the photographing, marking and physical inventory in the place of operation in
the presence of:
(1)The suspect/s or the person/s from whom such items were confiscated
and/or seized or his/ her representative or counsel;
(2)An elected public official; and
(3)Representative from the National Prosecution Service (NPS) or media,
who shall affix their signatures and who shall be given copies of the
inventory. The Chain of Custody Form for Drug Evidence, Non-Drug
Evidence and for Laboratory (Annex “T”, “U” and “V”), whichever is
applicable, shall also be accomplished together with the Certificate of
Inventory of Seized Items (Annex “W”).
a) For seized or recovered drugs covered by search warrants, the
photographing, marking and inventory must be done in the place where the search
warrant was served.

45
b) For warrantless seizures like buy-bust operations, the photographing,
markings, and physical inventory must be done at the place of apprehension,
unless for justifiable reasons, the photographing, markings, and physical inventory
may be made at the nearest police station or office of the apprehending officer or
team, ensuring that the integrity and evidentiary value of the seized items remain
intact and preserved. Such justification or explanation as well as the steps taken to
preserve the integrity and evidentiary value of the seized/confiscated items shall
be clearly stated in a sworn affidavit of justification/explanation of the
apprehending/ seizing officers.
c) In cases when the execution of search warrant is preceded by warrantless
seizures, the photographing, marking, and inventory of the items recovered from
the search warrant shall be performed distinctly and separately from the
photographing, marking, and inventory of the items seized from warrantless
seizures.
d) In case of seizure of plant sources at the plantation site, where it is not
physically possible to count or weigh as a complete entity, the seizing officer shall
estimate its count or gross weight, as the case may be. If it is safe and practicable,
the photographing, marking and inventory of the seized plant sources may be
performed at the plantation site. Representative samples of prescribed quantity
pursuant to DDB Board Regulation No. 1, series of 2002, as amended, and/or
DDB Board Regulation No. 1, series of 2007, as amended, shall be taken from the
site after the seizure for laboratory examination, and retained for presentation as
the corpus delicti of the seized/confiscated plant sources following the chain of
custody of evidence.
e) Whenever necessary, the dangerous drugs and/or CPECs seized shall be
properly packed, sealed and marked with the initials and signature of the seizing
officer as well as the date when the evidence was found/recovered or seized,
numbered consecutively
f) Within the same period, the seizing or inventory officer shall prepare an
Inventory Sheet which shall include but not limited to the following:
(1)Time, date and place of occurrence/seizure.
(2)Identity of person/s arrested.
(3)Identity of the seizing officer and all persons who witnessed the marking
and inventory;
(4)Type of operation (e.g. warrantless seizure, buy-bust, etc.)
(5)Description of the vehicle, vessel, place or person searched from
where/whom the substance was found.
(6)Description of packaging, seals and other identifying marks.

46
 (7)Quantity of the seized items.
(8)Description of the substance found
g) As far as practicable, all seized dangerous drugs and/or CPECs shall be
immediately submitted to the PNP Crime Laboratory (CL) for examination and
proper disposition.
h) Upon submission of the drug evidence to the PNP CL for examination, all
the phases of turn-over of evidence must have corresponding receipts to show
continuance of chain of custody.
1) Non-Drug Evidence (to be covered in a separate inventory sheet and
chain of custody form)
a) The following pieces of non-drug evidence shall be photographed, marked and
inventoried:
(1) Buy-bust/marked money, if applicable.
(2) For motor vehicles and other forms of transportation (e.g.
vessel/banca, bicycle, airplane): plate number/ conduction sticker
number, color, model, make and type and description.
(3) For firearms: serial number, model, make and caliber, kind and
type.
(4) For explosives (after observing safety protocol from EOD unit):
description and type.
(5) For other deadly weapons (e.g. knives): description, measurement,
quantity.
(6) For smaller pieces of evidence (e.g. ammunition): pertinent
information such as quality, quantity and place where it was
seized/recovered.
a) For digital evidence such as computers, cell phones, laptops, other similar
gadgets, and storage peripherals (e.g. flash drives, cd) the same shall
likewise be photographed, marked and inventoried;
b) For documentary evidence, same procedure regarding photographs,
marking, and inventory shall be followed; and
c) For motor vehicles, vessel/banca, firearms and digital evidence, the same
are subject to verification and processing by the LTO, Firearms and
Explosive Division (FED) and AntiCybercrime Group (ACG), and MG as the
case may be.
2) Chain of Custody

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a) To ensure the preservation of the integrity and identity of the drug evidence, the
chain of custody form shall indicate:
(1) The time and place of the search;
(2) The names of the officers who marked, inventoried and sealed the
seized items;
(3) Location of the evidence at the time it was found. If the same was
seized from an individual, it should note exactly where on the person
the evidence was found (e.g. right front pocket);
(4) Type of operation for which the evidence was obtained (e.g.
evidence of a sale, implementation of search warrant);
(5) Item numbers of the seized items in numerical sequence consistent
with the inventory sheet;
(6) Detailed description of the article at the time it was seized.
(7) Names of officers who took custody and in what capacity they
received the evidence from one officer to another within the chain; and
(8) Time and date every time the transfer of custody of the same
evidence were made in the course of safekeeping until submitted to
laboratory personnel for forensic laboratory examination and
presentation in court.
a) The receipt of evidence must be acknowledged by all
officers receiving the evidence, whether in the same or a separate
document. Such receipt shall form part of the case folder of the
transmitting unit.
b) The evidence custodian, when applicable, must maintain a
logbook that contains information on:
(1) The person who turned in the evidence for
safekeeping;
(2) The date and time thereof;
(3) The person who received it;
(4) The person who requested the same for whatever
purpose, who shall affix his/her name, signature, date and
time in the logbook.
When a piece of evidence is turned in, the custodian should check the identification
mark on the piece of evidence to ensure that it is the same item and determine that the

48
item is in the same condition as when it was discovered. Any change in the physical
appearance of the evidence should be noted and recorded.
2.9 Rules on Anti-Kidnapping Operations. The Anti-Kidnapping Group (AKG) is the
PNP’s lead unit in the conduct of anti-kidnapping operations in close coordination with
the LPU, other law enforcement agencies and the community.
a. Types of Kidnapping
1) Kidnapping by Organized Crime Group (OCG)/Criminal Group (CG)
2) Kidnapping by Terrorists Groups (TG)
3) Kidnapping by Other Individuals
b. Concept of Operation
Upon receipt of the kidnapping incident report at the police station, the Desk Officer
shall record the same in the blotter book. The COP and the investigator shall
immediately make an initial assessment of the reported incident.
If the initial assessment has been confirmed that it is indeed a kidnapping incident, the
case shall be referred to the AKG, otherwise, the incident shall be handled by the
concerned LPU.
AKG will form an evaluation team composed of members of the quad staff and duty
officer of the day. They will assess and evaluate the complaint to determine the
appropriate operational response.
1) Kidnapping by Organized Crime Group/Criminal Group
a) If it is assessed as a kidnapping incident by OCGs/CG, AKG will
immediately activate the Anti-Kidnapping Action Team (AKAT) which
will handle the investigation, negotiation, operation and intelligence
aspect of the case.
b) The AKAT shall be supported by the concerned LPU and other
units.
c) The AKAT will only be deactivated when the victim is rescued and a
case is filed.
2) Kidnapping by Terrorists Groups
a) If the case is assessed as a kidnapping perpetrated by TGs, AKG
will request for the activation of the Critical Incident
Management Task Group (CIMTG). In case the Joint PNPAFP Task force or Crisis
Management Committee (CMC), as the case maybe, is activated the PNP shall provide
full support and cooperation.

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 b) If the incident happens in Mindanao involving local TGs, the Special
Task Force (STF) will be activated with the Deputy Director of the
concerned DIPO as the STF head. The STF
shall serve as the primary intelligence and operational arm of the PNP against KFR
groups operating in Mindanao. It shall establish coordinative line with the CMC.
3) Kidnapping by Other Individuals
a) If the alleged kidnapping incident, which is not within the AKG’s mandate,
is perpetrated by other individuals, the concerned LPU shall take the
appropriate operational response. Otherwise, the AKG shall take cognizance
of the incident and handle it accordingly.
b) If the kidnapping incident involves a foreign national as victim, the
following shall be undertaken:
(1) By Local Police Unit:
(a) Determine the nationality and other personal circumstances
of the foreign kidnapped victim;
(b) Establish the identity and the relationship of the reportee to
the kidnapped victim;
(c) Notify the Bureau of Immigration (BI) and his/her
embassy/consulate office, as the case maybe, and request said
office to provide assistance to their citizen like interpreters for non-
English speaking complainants, consular assistance etc; and
(d) Make a thorough assessment and determine if the complaint
falls under the category of a Kidnapfor-Ransom (KFR) case and
refer it to the AKG if validated;
(2) By AKG:
(a) Record all complaints referred by other PNP
units, Office of the CPNP and other law enforcement
agencies at the complaint section. The complaint will be
attended by the Initial Assessment Team;
(b) Require the complainant to show proof of
identity during the initial assessment and properly
record the documents presented;
(c) Assist the complainant to secure the required
documents from his/her embassy if the required
documents are missing; and

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 (d) Inform the embassy of the victim and request
their assistance.
2.10 Cybercrime and Cyber-Related Incident Response Operations
a. Cybercrime Response. Cybercrime Response is the actual police intervention in
a cybercrime or cyber-related incident where the acquisition of matters of
evidentiary value is traceable within the computer’s hardware, software and its
network.
b. Guidelines in Responding to Cybercrime and Cyber-Related Incidents
1) When responding to a cybercrime incident, or to a crime scene
where Information and Communication Technology (ICT) equipment
(e.g computers, digital storage devices and other electronic devices or
equipment) are present, it is imperative for the First Responder (FR) to
protect and preserve the crime scene and seek the assistance of the
station IOC to identify potential evidence such as the following:
a) Contraband or fruits of a crime;
b) Tools used for the commission of the crime; and/or
c) Other items that may be used in the commission of the
crime.
2) The FR shall immediately coordinate with the nearest ACG office,
through the station TOC or the IOC, for assistance. Upon arrival of the
ACG personnel, they shall immediately conduct the “bag and tag”
procedure on the digital evidence and turn over to the IOC.
3) The concerned investigating unit shall secure and submit a court
order and necessary legal requirements for the ACG to conduct digital forensic
examination that is in accordance with the rule on cybercrime warrants. The evidence
seized shall then be subjected to digital forensic examination by the PNP ACG. The
result of the forensic examination, as well as the testimony of the forensic expert, shall
be made available during the trial.
c. Preservation of Seized Computer
Upon determination of how the computer was utilized in the commission of the crime,
and once the legal requirements have been complied with, the following are the
guidelines in the preservation of the seized computer:
1) Secure the Scene
a) Officer’s safety is always paramount.
b) Preserve the area for potential fingerprints.

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 c) Immediately restrict access to the computer.
d) Disable the internet connection to restrict remote access to the
computer
2) Secure the computer as evidence
a) If the computer is “OFF”, do not turn it “ON”.
b) If the computer is “ON”, do not turn it “OFF”, nor touch its mouse or
its keyboard.
3) For stand-alone connection or single area connection computers (non-
networked)
a) Consult a Digital Forensic Examiner.
b) If a Digital Forensic Examiner is not available, the station IOC shall
perform the following:
(1) Photograph screen and disconnect all power sources and plugs
including those at the back of the computer;
(2) Cover or put a tape over each drive slot;
(3) Photograph (or make a diagram) and label parts located at the back
of the computer including its connections;
(4) Label all connectors and cable end to allow reassembly as needed
(Example: “Socket” marked “A” and the “cable End” also marked “A”);
(5) If transport is required, pack the components as “fragile cargo” prior
to transport;
(6) Keep it away from magnets, radio transmitters, and from other
hostile environment; and
(7) Ensure that only the Digital Forensic Examiner conducts the search
for any evidence contained in the computer hardware;
4) For Networked Computers (or business computers)
a) Consult a Digital Forensic Examiner for assistance.
b) Do not immediately pull the plug to prevent the following:
(1) Severe damage to the system; (2) Disrupting the legitimate business; and (3)
Possible liability of the police officers.
5) For Ransomware or Malware Attack on a Computer
a) Consult a computer specialist for assistance;

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 b) Immediately disconnect the computer from the network to avoid the
spread of malware to other computers on the same network; and
c) Do not immediately pull the plug and wait for the computer specialist to
arrive.
a. Guidelines in the Treatment of Other Electronic Data Storage Devices
The IOC should understand that other electronic devices may contain viable evidence
associated with the crime. The IOC must ensure that the device should not be accessed
unless a warrant has been issued.
b. Preservation of Seized Mobile Communication Devices
Upon determination of how the mobile communication device was utilized in the
commission of the crime the following are the guidelines to be followed:
1) If the device is turned “ON”, do not turn it “OFF” as it could activate lockout
feature
a) Take a photograph of the screen display and write down all
information therein;
b) If possible, turn on airplane/flight mode or use a signal blocking
container, if available, and record the steps undertaken;
c) If the device is locked, do not attempt to unlock it; and
d) Bring the power supply cord of the seized device found at the
scene.
2) If the device is TURNED “OFF”, leave it “OFF” AS IT could alter evidence
in the device.
c. Preservation of Seized Facsimile or Fax Machine or Similar Devices
If the fax machine is “ON”, do not turn it “OFF” as it may cause the loss of the last
number dialed or other stored fax numbers. If possible, all manuals should be seized
along with the machine. Photographs of the machine and its display shall be taken.
d. Preservation of Seized Caller ID Devices and Other Similar Devices
1) The IOC should be able to recognize potential evidence contained
in caller ID devices such as telephone numbers and subscriber’s
information from incoming phone calls.
2) The IOC should remember that interruption of the power supply of
the caller ID device may cause loss of data if not protected by an internal
battery back-up.

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 e. Guidelines in the Treatment of Seized Digital Video Recording (DVR)
Devices
1) The IOC should be able to recognize potential evidence contained
in DVR devices such as the date and time of occurrence and the
persons viewed on the video captured by the Audio and Video Recorder
(AVR) and camera devices; and
2) The IOC should secure a warrant for the conduct of forensic
examination/enhancement of audio video recorded by the DVR device.
f.Acquiring the DVR Devices and/or their Footages/Recording
1) The IOC shall send a Preservation Letter addressed to the DVR
device owner directing him/her to keep, retain and preserve the
footages/recordings; and
2) A court order or a notarized affidavit of consent together with the
photocopy of valid ID from the DVR device owner or authorized
administrator must be secured to obtain the original and/or duplicate
copies of footages/recordings.
Rule 3 Internal Security Operations
The PNP shall provide active support to the AFP in Internal Security Operations (ISO)
for the suppression of the TGs and other serious threats to national security. In the
conduct of ISO, the PNP quad concept shall be integrated and applied.
3.1 The PNP in an Active Support Role
The PNP shall perform the following:
a. In white areas of operation, the PNP may assume the lead role in
ISO against the TGs, other threats to national security and OCGs engaged
in armed offensives. In red areas of operation, the AFP will assume the lead
role (AFP-PNP JLD No.3, 2020);
b. Coordination with the territorial AFP and other uniformed services
must be made in writing before the conduct of ISO. However, in justifiable
circumstances, electronic means may be allowed;
c. Specific areas where atrocities initiated by the TG occurred, such
as but not limited to ambush, harassment, arson, raid, liquidation and
bombing, shall be treated as a crime scene. The LPU shall conduct the
Crime Scene Investigation (CSI); and
d. Specific areas where armed encounters occurred shall likewise be
investigated by the LPU for purposes of evidence and intelligence
gathering.

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 3.1 Law Enforcement Operations Against Terrorist Groups and
other Threats to National Security.
The PNP shall take the lead role in the conduct of sustained law enforcement
operations against TGs and other threats to national security to include but not limited to
the service of warrant of arrest, implementation of search warrant, entrapment, and hot
pursuit.
In the conduct of law enforcement operations in Moro Islamic Liberation Front (MILF)
areas/communities identified by the Ad Hoc Joint Action Group (AHJAG), coordination
with the latter shall be made by the implementing/operating PNP Unit Commander.
3.2 Target Hardening.
Police stations, patrol bases of mobile forces and established checkpoints, especially
those located in far-flung areas, are prone to attacks. As such, security measures to
prevent atrocities of terrorist groups must be undertaken such as but not limited to:
a. Conduct of security survey and inspection to assess defense viability;
b. Strengthen physical security measures and defense to prevent
unauthorized access;
c. Develop security consciousness among personnel through education and
training;
d. Conduct regular Red Teaming Operations to check and provide solutions
to identified gaps in the security plan;
e. Conduct community organization and mobilization activities to encourage
the community to immediately report the presence and plans of TGs;
f. Internalize and put into practice the 11 General Orders of a Duty
GuardLikewise, personnel on duty shall always carry issued long firearms
and ammunition rig/bandoliers with basic load and wear bulletproof vest;
g. Whenever there is an arrested individual identified to be a member or
associated with TGs, a mandatory DNA collection sample should be taken
from the arrested individual upon request of the arresting police unit to the
PNP CL in support to investigation and as part of the record/ database of the
PNP for future investigation/intelligence operations; and
h. Regularly conduct simulation exercise on camp defense to improve
operational readiness of PNP personnel and capabilities.

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Visit this website for more information regarding police operations.
https://pnp.gov.ph/wp-content/uploads/2022/03/POP-Manual-2021.pdf

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POLICE OPERATIONAL PLANNING

1. POLICE OPERATIONAL PLANNING In this chapter, the basic concepts in

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

2. Police administrators sometimes do not appreciate the  importance of

planning because of the pattern of career development. It is ironic that the
pattern of career development for typical police managers carries with it seeds
that sometimes blossom into a negative view of planning. However, planning is
an integral element of good management and good decision-making.
Management needs to anticipate and shape events; it is weak if it merely
responds to them.

3. What is a Plan? A plan is an organize schedule or sequence by methodical

activities intended to attain a goal and objectives for the accomplishment of

57
 mission or assignment. It is a method or way of doing something in order to attain
objectives. Plan provides answer to 5W’s and 1 H. What is Planning? Hudzik and
Cordner defined planning as “thinking about the future, thinking about what we
want the future would be, and thinking about what we need to do now to achieve
it.”

4. Planning is a management function concerned with visualizing  future

situations, making estimates concerning them, identifying issues, needs and
potential danger points, analyzing and evaluating the alternative ways and
means for reaching desired goals according to a certain schedule, estimating the
necessary funds, and resources to do the work, and initiating action in time to
prepare what may be needed to cope with the changing conditions and
contingent events.

5. What is Police Planning? Police Planningis an attempt by police administrators

in trying to allocate anticipated resources to meet anticipated service demands. It
is the systematic and orderly determination of facts and events as basis for policy
formulation and decision affecting law enforcement management.

6. What is Operational Planning?  • Operational Planning is the use of rational

design or pattern for all departmental undertaking rather than relying on change
in an operational environment. It is the preparation and development of
procedures and techniques in accomplishing of each of the primary tasks and
functions of an organization

7. What is Police Operational Planning?  • Police Operational Planning is the act

of determining policies and guidelines for police activities and operations and
providing controls and safeguards for such activities and operations in the
department. It may also be the process of formulating coordinated sequence of
methodical activities and allocation of resources to the line units of the police
organization for the attainment of the mandated objectives or goals. • Objectives
are a specific commitment to achieve a measurable result within a specific period
of time. Goals are general statement of intention and typically with time horizon,
or it is an achievable end state that can be measured and observed. Making
choices about goals is one of the most important aspects of planning. Relate this
definitions with their description as defined in chapter one.

8. The process of police operational planning involves  strategies or tactics,

procedures, policies or guidelines. A Strategy is a broad design or method; or a
plan to attain a stated goal or objectives. Tactics are specific design, method or
course of action to attain a particular objective in consonance with strategy.
Procedures are sequences of activities to reach a point or to attain what is
desired. A policy is a product of prudence or wisdom in the management of
human affairs, or policy is a course of action which could be a program of actions
adopted by an individual, group, organization, or government, or the set of

58
 principles on which they are based. Guidelines are rules of action for the rank
and file to show them how they are expected to obtain the desired effect.

9. STRATEGIC PLANNING Strategic planning is a series of preliminary decisions

on a framework, which in turn guides subsequent decisions that generate the
nature and direction of an organization. This is usually long range in nature. The
reasons for Strategic Planning are:

VISION – A vision of what a police department should be. 

• LONG-RANGE THINKING – Keeping in mind that strategy is deciding where
we want to be
• STRATEGIC FOCUS
• CONGRUENCE
• A STRATEGIC RESPONSE TO CHANGE
• STRATEGIC FRAMEWORK

11. What is the Strategic Planning process?

 • TASK 1 – Develop Mission and Objectives
• TASK 2 – Diagnose Environmental Threats and Opportunities
• TASK 3 – Assess Organizational Strengths and Weaknesses
• TASK 4 – Generate Alternative Strategies
• TASK 5 – Develop Strategic Plan
• TASK 6 - Develop Tactical Plan
• TASK 7 – Assess Results of Strategic and Tactical Plan
• TASK 8 – Repeat Planning Process

12. In the process, the police administrator can use the potent  tool of
alternatives. Alternatives (options) are means by which goals and objectives can
be attained. They maybe policies, strategies or specific actions aimed at
eliminating a problem. Alternative do not have to be substitutes for one another
or should perform the same function. For example, our goal is to “improve officer-
survival skills.” The plan is to train the officers on militaristic and combat
shooting. The alternatives could be: Alternative 1 – modify police vehicles
Alternative 2 – issuing bulletproof vests Alternative 3 – utilizing computer
assisted dispatch system Alternative 4 – increasing first-line supervision, etc

13. FUNDAMENTALS OF POLICE PLANNING 

• To increase the chances of success by focusing on results and not so much on
the objectives.
• To force analytical thinking and evaluation of alternatives for better decisions.
• To establish a framework for decision making consistent with the goal of the
organization.
• To orient people to action instead of reaction.
• To modify the day-to-day style of operation to future management.
• To provide decision making with flexibility.

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 • To provide basis for measuring original accomplishments or individual
performance.
• To increase employee and personnel involvement and to improve
communication.

What are the Objectives of Police Planning?

What can be expected in planning? Improve analysis of problems Provide better

information for decision-making Help to clarify goals, objectives, priorities Result is
more effective allocation of resources Improve inter-and intradepartmental
cooperation and coordination Improve the performance of programs Give the police
department a clear sense of direction Provide the opportunity for greater public
support Increase the commitment of personnel

15. What are the characteristics of a good police plan?  With clearly defined
Objectives or Goals. Simplicity, Directness and Clarity Flexibility Possibility of
Attainment Must provide Standard of Operation Economy in terms of Resources
needed for implementation

16. What are the guidelines in Planning?  

• What to do – mission/objective
• Why to do – reason/philosophy
• When to do – date/time
• Where to do – place
• Who will do – people involve
• How to do – strategy The five (5) W’s and one (1) H

17. What are the responsibilities in Planning?  • Broad External Policy Planning –
is the responsibility of the legislative branch of the government. The main
concern of the police in this broad external policy planning is assisting the
legislature in their determining of police guideline through the passage of
appropriate laws or ordinances for the police to enforce. • Internal Policy
Planning – is the responsibility of the C/PNP and other chiefs of the different
units or headquarters within their area of jurisdiction to achieve the objectives or
mission of the police organization. They are responsible for planning, organizing,
staffing, directing, coordinating, controlling, reporting and budgeting for the police
organization within existing policies and available resources. For maximum police
effectiveness, they shall be responsible for the technical operation of the police
organization and management of its personnel.

18. What are the approaches in Police Planning?  A variety of approaches are
employed in the planning processes. Each is unique and can be understood as a
method of operationalizing the word planning. There are basically five major
approaches to planning which are: • Synoptic Approaches • Incremental
Approach • Transactive Approach • Advocacy Approach • Radical Approach

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19. What is Synoptic Planning? • Synoptic planning or the rational comprehensive
approach is the dominant tradition in planning. It is also the point of departure for
most other planning approaches. • This model is based on a problem-oriented
approach to planning especially appropriate for police agencies. It relies heavily
on the problem identification and analysis of the planning process. It can assist
police administrators in formulating goals and priorities in terms that are focused
on specific problems and solutions that often confront law enforcement.

20. Steps in Synoptic Planning  • Prepare for Planning – The task of planning
should be detailed in a work chart that specifies (a) what events and actions are
necessary, (b) when they must take place, (c) who is to be involved in each
action and for how long,and (d) how the various actions will interlock with one
another. • Describe the present situation – Planning must have a mean for
evaluation. Without an accurate beginning database there is no reference point
on which to formulate success or failure. • Develop projections and consider
alternative future states – Projections should be written with an attempt to link the
current situation with the future, keeping in mind the desirable outcomes. It is
important for the police executive to project the current situations into the future
to determine possible, probable and desirable future states while considering the
social, legislative, and political trends existing in the community.

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

• Set goals – Making choices about goals is one of the most important aspects of
planning. It makes no sense to establish a goal that does not address a specific
problem. Remembering that the police departments are problem oriented,
choices about goals and objectives should adhere to the synoptic model.
• Identify alternative course of action – As stated earlier, alternatives are means
by which goals and objectives can be attained. These are options or possible
things to be done in case the main or original plan is not applicable.

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

• Strategic analysis – this include the study on the courses of actions; suitability
studies; feasibility studies; acceptability studies; and judgment.
• Suitability – each course of action is evaluated in accordance with general
policies, rules and laws.
• Feasibility – these include the appraisal of the effects of a number of factors
weigh separately and together.

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 • Acceptability – those judged to be suitable and feasible are then realized in
acceptability studies.
• Cost – effectiveness Analysis – This technique is sometimes called cost-benefit
or cost performance analysis. The purpose of this form of selection is that the
alternative chosen should maximize the ratio of benefit to cost.
• Must-wants Analysis – This method of selecting a preferred course of action
combines the strengths of both strategic and cost effectiveness analysis. Must
wants analysis is concerned with both the subjective weights of suitability,
feasibility, and acceptability and the objectives weights of cost versus benefits.

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

• Monitor and evaluate progress – Evaluation requires comparing what actually

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

• Summation of the synoptic planning approach – This can be done by making a

summary of the presentation, could be tabular or other forms of presentation.

• Repeat the Planning Process – repetition of the process of planning enables

the planner to thresh out possible flaws in the plan.

24. What is Incremental Planning?  Incrementalism concludes that long range and
comprehensive planning are not only too difficult, but inherently bad. The
problems are seen as too difficult when they are grouped together and easier to
solve when they are taken one at a time and broken down into gradual
adjustments over time. What is Transactive Planning? Transactive planning is
carried out in face-to-face interaction with the people who are to be affected by
the plan and not to an anonymous target community of beneficiaries. Techniques
include field surveys and interpersonal dialogue marked by a process of mutual
learning.

25. What is Advocacy Planning?  Beneficial aspects of this approach include a

greater sensitivity to the unintended and negative side effects of plans. What is
Radical Planning? The first mainstream involves collective actions to achieve
concrete results in the immediate future. The second mainstream is critical of
large-scale social processes and how they permeate the character of social and
economic life at all levels, which, in turn, determine the structure and evolution of
social problems.

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26. CONSIDERATIONS IN POLICE PLANNING 

Primary Doctrines

• Fundamental Doctrines – These are the basic principles in planning,

organization and management of the PNP in support of the overall pursuits of the
PNP Vision, Mission and strategic action plan of the attainment of the national
objectives.

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

• Functional Doctrines – These provide guidance for specialized activities of the

PNP in the broad field of interest such as personnel, intelligence, operations,
logistics, planning, etc.

Secondary Doctrines 

• Complimentary Doctrines – Formulated jointly by two or more bureaus in order

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

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

• The Principles of Police Organization The principles of organization are

presented in chapter three. These principles are considered in police planning in
order not to violate them but rather for the effective and efficient development of
police plans.
28. The Four (4) Primal Conditions of the Police Organization  
• Authority – The right to exercise, to decide, and to command by virtue of rank
and position.

Doctrine – It provides for the organizations objectives. It provides the various

actions. Hence, policies, procedures, rules and regulations of the organization
are based on the statement of doctrines.

• Cooperation or Coordination

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

29. Classifications of Police Plan  According to coverage: Police Plans could be

Local Plans (within police precincts, sub-stations, and stations), Regional Plans,
and National Plans. According to Time: Police Plans are classified as:

• Strategic or Long Range Plan – It relates to plan which are strategic or long
range in application and it determine the organization’s original goals and
strategy. Example: Police Action Plan on the Strategy DREAMS and Program P-
O-L-I-C-E 2000, Three Point Agenda, and GLORIA (These are discussed on the
latter part of this Chapter).

30. Intermediate or Medium Range Planning – It relates to  plans, which

determine quantity and quality efforts and accomplishments. It refers to the
process of determining the contribution on efforts that can make or provide with
allocated resources. Example: 6 Masters Plans: • Master Plan Sandigan-Milenyo
(Anti-Crime Master Plan) • Master Plan Sandugo (Support to Internal Security
Operations Master Plan) • Master Plan Banat (Anti-Illegal Drugs Master Plan) •
Master Plan Sang-ingat (Security Operations Master Plan) • Master Plan Saklolo
(Disaster Management Master Plan) • Sangyaman (Protection and Preservtion of
Environment, Cultural Properties, and Natural resources Master Plan)

31. Operational or Short Range Planning – Refers to the  productions of plans,

which determine the schedule of special activity and are applicable from one
week or less than year duration. Plan that addresses immediate need which are
specific and how it can be accomplished on time with available allocated
resources.

Examples of OPLANS • Oplan Jumbo – Aviation Security Group Strategic Plan

against terrorist attacks • Oplan Salikop – Criminal Investigation and Detection
Group (CIDG) Strategic Plan against Organized Crime Groups • LOI
PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral
Program for the next five years with a Total Human Development Approach (THD
Approach). • The TMG through its “OPLAN DISIPLINA” that resulted in the
apprehension of 110,975 persons, the confiscation of 470 unlawfully attached
gadgets to vehicles, and rendering various forms of motorists’ assistance. •
OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on
the heightened security measures and sea borne security patrols.

32. Factors affecting Police Planning 

• Condition – a consideration of political atmosphere, public opinion; ideological

aspirations; peace and order; national/community ethics, behavior and discipline
in the area where the plan will be implemented.

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 • Time – It is the period available to establish plan before putting it into effort.
Consider the time of execution/implementation, the time interval and time allowed
for the revisions and modifications of plan.
• Resources Available – Allocation of manpower, money and materials
• Skills and Attitudes of Management – Refers to the level of experiences of the
personnel who are involved in the preparation of the plan and those who will
execute the plan. Applicability of good management principles shall be exploited.
• Social and Political Environment – Refers to social and political practices, which
will be affected the plan or plan affecting these practices, beliefs and norms of
society.
• Physical Facilities – Refers to machinery, instrument or tools in the attainment
of the goals of the plan. A certain system or structural designs in order to meet
expected results.
• Collection and Analysis of Data – Ready sources and basis of good decision-
making by the makers of the plan may be properly obtain through research and
other means of information gathering techniques.

33. Parts of a Police Operational Plan  • Security Classification • Number of Copies

and Pages • Name of Headquarters • Plan Title or Name • Reference – The
source of authority in formulating a plan is based on: • Organizational Policy or
Guidelines • Orders of Superior Officers or Authorities • Documents, maps,
books, etc. • Situation – General Situation and Specific Situation

34. Mission 
Task Allocation
• Coordinating Instructions – Refers to the manner of giving alarm or signal when
encountering such problems which needs immediate action
• Command – Refers to the relationship between operating personnel or units
with that of Police Headquarters; who to summon for assistance.
• Signal – Defines communication network, which is to be used during a
particular operation like using passwords.

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

35. TYPES OF PLAN in general 

• Reactive Plans are developed as a result of crisis. A particular problem may
occur for which the department has no plan and must quickly develop one,
sometimes without careful preparation.
• Proactive Plans are developed in anticipation of problems. Although not all
police problems are predictable, many are, and it is possible for a police
department to prepare a response in advance.
• Visionary Plans are essential statements that identify the role of the police in
the community and the future condition or state to which the department can

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 aspire. A vision may also include a statement of values to be used to guide the
decision making process in the department.

• Strategic Plans are designed to meet the long-range, overall goals of the

organization. Such plans allow the department to adapt anticipated changes or
develop a new philosophy or model of policing (e.g. community policing). One of
the most important aspects of strategic planning is to focus on external
environmental factors that affect the goals and objectives of the department and
how they will be achieved. Important environmental factors include personnel
needs, population trends, technological innovations, business trends and
demand, crime problems, and community attitudes.

• Operational Plans are designed to meet the specific tasks requires to

implement strategic plans. There are four types of operational plan:

• Standing Plans provide the basic framework for responding

to organizational problems. The organizational vision and values, strategic
statement, policies, procedures, and rules and regulations are examples of
standing plans. Standing plans also include guidelines for responding to different
types of incidents; for example, a civil disturbance, hostage situation, crime in
progress, and felony car stops.
• Functional Plans include the framework for the operation of the major
functional units in the organization, such as patrol and investigations. It also
includes the design of the structure, how different functions and units are to
relate and coordinate activities, and how resources are to be allocated.

• Operational-efficiency, effectiveness, and productivity plans are

essentially the measures or comparisons to be used to assess police activities
and behavior (outputs) and results (outcomes). If one of the goals of the police
department is to reduce the crime rate, any change that occurs can be compared
to past crime rates in the same community or crime in other communities, a
state, or the nation. If the crime rates were reduced while holding or reducing
costs, it would reflect an improvement not only in effectiveness but also in
departmental productivity.
• Time-specific Plans are concerned with specific purpose and conclude
when an objective is accomplished or a problem is solved. Specific police
programs or projects such as drug crackdown, crime prevention program, and
neighborhood clean-up campaign are good examples of time-specific plans.
39. KINDS OF POLICE PLANS 
Policy and Procedural Plans – to properly achieve the administrative planning
responsibility within in the unit, the Commander shall develop unit plans relating
to: (a) policies or procedure; (b) tactics; (c) operations; (d) extra-office activities;
and (e) management.

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Further, standard-operating procedures shall be planned to guide members in
routine and field operations and in some special operations in accordance with
the following procedures:

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

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

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

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

Special Operation Procedures – Certain special operations also necessitate the

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

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

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

Each division or unit has primary responsibility to plan operations in its field and
also to execute the plans, either by its own personnel or, as staff agency, by
utilizing members of the other divisions. Plans for operations of special division

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

Regular Operating Programs – these operating division/units shall have specific

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

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

Extra-office Plans – the active interest and the participation of individual citizen is

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

Management Plans – Plans of management shall map out in advance all

operations involved in the organization management of personnel and material
and in procurement and disbursement of money, such as the following: Budget
Planning – present and future money needs for personal, equipment and capital
investments must be estimated. Plans for supporting budget request must be
made if needed appropriations are to be obtained. Accounting Procedures –
procedures shall be established and expenditure reports be provided to assist in
making administrative decisions and holding expenditures within the
appropriations. Specifications and Purchasing Procedures – Specifications
shall be drawn for equipment and supplies. Purchasing procedures shall likewise
be established to insure the checking of deliveries against specification of orders.
Plans and specifications shall be drafted for new building and for modeling old
ones. Personnel – procedures shall be established to assure the carrying out of
personnel programs and the allocation of personnel among the component
organization units in proportions need. Organization – a basic organization plan
of the command/unit shall be made and be posted for the guidance of the force.

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 For the organization to be meaningful, it shall be accompanied by the duty
manual which shall define relationships between the component units in terms of
specific responsibilities.

The duty manual incorporates rules and regulations and shall contain the
following: definition of terms, organization of rank, and the like, provided the
same shall not be in conflict with this manual.

47. STEPS IN POLICE OPERATIONAL PLANNING 

• Frame of Reference – This shall based on a careful view of the matters relating
to the situation for which plans are being developed. Opinions or ideas of
persons who may speak with authority of the subjects and views of the police
commanders, other government officials, and other professionals shall be
considered.

• Clarifying the Problems – This calls for the identification of the problems,
understanding both its records and its possible solution. A situation must exist for
which something must and can be done. For example, an area in a city or
municipality is victimized by a series of robbers. There is a need for reaching the
preliminary decision that robberies may be reduced in the area, and that the
pattern of operation, in general, is one by which the police can reduce them.

• Collecting all Pertinent Facts – No attempt shall be made to develop a plan until
all facts relating to it have been carefully reviewed to determine the modus
operandi, suspects, types of victims, and such other information as may be
necessary. Facts relating to such matters as availability, deployment, and the use
of present personnel shall be gathered.

• Developing the Facts – After all data have been gathered, a careful analysis
and evaluation shall be made. These provide the basis from which a plan or
plans are evolved. Only such facts as any have relevance shall be considered.

• Developing Alternative Plans – In the initial phases of plan development,

several alternative measures shall appear to be logically comparable to the
needs of a situation. As the alternative solutions are evaluated, one of the
proposed plans shall usually prove more logical than the others.

• Selecting the Most Appropriate Alternative – A careful consideration of all facts

usually leads to the selection of the best alternative proposal.

• Selling the Plans – A plan, to be effectively carried out, must be accepted by

persons concerned at the appropriate level of the plan’s development. For
example, in a robbery case, the patrol division head may be preparing the plan.
At the outset, the detective chief is concerned and shall be consulted. As the
planning develops, there may be a need it involve the head of the personnel,
records and communication units and all patrol officers.

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 • Arranging for the Execution of the Plan – the execution of a plan requires the
issuance of orders and directives to units and personnel concern, the
establishment of a schedule, and the provision of manpower and the equipment
for carrying out the plan. Briefing shall be held and assurance shall be received
that all involved personnel understood when, how, and what is to be done.

• Evaluating the Effectiveness of the Plan – The results of the plan shall be
determined. This is necessary in order to know whether a correct alternative was
chosen, whether the plan was correct, which phase was poorly implemented, and
whether additional planning may be necessary. Also, the effects of the executed
plan or other operations and on total police operations shall be determined.
Follow-up is the control factor essential for effective command management.

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

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

• Repression or Suppression of Criminal Activities – This activity or mission

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

• Preservation of Peace and Order – This activity or mission requires the

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

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

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

• Apprehension of Criminals – this activity defines specifically the power of the

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

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

• Safeguard Public Health and Morals – This involves many activities or mission

peripheral to basic law enforcement and public safety. Such as for instance,
sanitation, search and rescue operations, licensing, inspection of buildings in
order to determine whether or not the Presidential Decree on fire prevention is

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 strictly obeyed. This also includes supervising elections, escorts duties, civic
actions, and many other activities or missions related to law-enforcement and
public safety.

56. FIELD OPERATIONS: How planning affects them?  Field Operations shall be
directed by the police commander and the subordinate commanders and the
same shall be aimed at the accomplishment of the following primary tasks more
effectively and economically:

• Patrol – The patrol force shall accomplish the primary responsibility of

safeguarding the community through the protection of persons and property, the
preservation of the peace, the prevention o crime, the suppression of criminal
activities, the apprehension of criminals, the enforcement of laws and ordinances
and regulations of conduct, and performing necessary service and inspections.

• Investigation – The basic purpose of the investigation division unit shall be to

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

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

• Causes of accidents and congestion shall be discovered, facts gathered

and analyzed for this purpose;
• Causes shall be remedied; charges shall be made in physical condition
that create hazards, and legislation shall be enacted to regulated drivers and
pedestrians; and
• The public shall be educated in the provisions of traffic and ordinances.
Motorists and pedestrians shall be trained in satisfactory movement habits, and
compliance with regulations shall be obtained by enforcement. The police shall
initiate action and coordinate the efforts of the agencies that are concerned in the
activities.

• Vice Control – it shall be the determinant of the PNP in the control of vices to
treat vice offenses as they shall do to any violation, and exert efforts to
eliminate them, as there attempt to eliminate robbery, theft, and public
disturbance. Control of vice, shall be based on law rather than on moral
precepts, and intensive operations shall be directed towards their elimination. A
primary interest in vice control results from the close coordination between vice
and criminal activities. Constant raids of known vice dens shall be undertaken.

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 • Juvenile Delinquency Control – effective crime control necessitates preventing
the development of individuals as criminals. The police commander shall
recognize a need for preventing crime or correcting conditions that induce
criminality and by rehabilitating the delinquent.

60. STANDARD OPERATING PROCEDURES (SOPs) Standard Operating

Procedures or SOPs are products of police operational planning adopted by the
police organization to guide the police officer5s in the conduct of their duties
and functions, especially during field operations.

The following are Police Security Service Package of the PNP with the
following standard operating procedures and guidelines:
• SOP #01 – POLICE BEAT PATROL PROCEDURES – This SOP prescribes
the basic procedures to be observed by all PNP Units and mobile patrol
elements in the conduct of visibility patrols.
• SOP #02 – BANTAY KALYE – This SOP prescribes the deployment of 85% of
the PNP in the field to increase police visibility and intensifies anti-crime
campaign nationwide.
• SOP #03 – SIYASAT – this SOP prescribes the guidelines in the conduct of
inspections to ensure police visibility.
• SOP #05 – LIGTAS (ANTI-KIDNAPPING) – with the creation of the
Presidential Anti-organization Crime Task Force (PAOCTF), the PNP is now in
support role in campaign against kidnapping in terms of personal requirements.
SOP #05 sets forth the PNP’s guidelines in its fight against kidnapping
activities. • SOP #06 – ANTI-CARNAPPING – This SOP prescribes the conduct
of an all-out and sustained anti car napping campaign to stop/minimize car
napping activities, neutralize syndicated car napping groups, identify/prosecute
government personnel involved in car napping activities, and to effectively
address other criminal activities related to car napping.
• SOP #07 – ANTI-TERRORISM –this prescribes the operational guidelines in
the conduct of operations against terrorists and other lawless elements involved
in terrorist activities.
• SOP #08 – JOINT ANTI-BANK ROBBERRY ACTION COMMITTEE (ANTI-
BANK ROBBERY) – this SOP provides overall planning, integration,
orchestration or coordination, and monitoring of all efforts to ensure the
successful implementation.
• SOP #09 – ANTI-HIJAKING/HIGHWAY ROBBERY – this SOP sets forth the
guidelines and concepts of operations to be observed in the conduct of anti-
highway robbery/hold-up/hijacking operations.
• SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – this SOP sets forth the
concepts of operations and tasks of all concerned units in the campaign against
Partisan Armed Groups and loose fire.
• SOP #11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED
PERSONS) – this SOP sets forth the objectives and concept of operation tasks
of all concerned units in the neutralization of wanted persons.

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 • SOP #12 – ANTI-ILLEGAL GAMBLING – this SOP sets forth the operational
thrusts to be undertaken by the PNP that will spearhead the fight against all
forms of illegal gambling nationwide • SOP #13 – ANTI-SQUATTING – this
SOP sets forth the concept of operation in the campaign against professional
squatters and squatting syndicates.
• SOP #14 – JERICHO – This SOP prescribes the operational guidelines to be
undertaken by the National Headquarter (NHQ) of PNP in the establishment of
a quick reaction group that can be detailed with the office of the Secretary of
Interior and Local Government (SILG), with personnel and equipment requires
of that reaction group supported by the PNP.
• SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) – This SOP sets forth
the operational thrusts to be undertaken by the PNP that will spearheaded the
fight against prostitution and vagrancy.
• SOP #16 – ANTI-PORNOGRAPHY – This prescribes the guidelines to be
followed by the tasked PNP Units/Offices in enforcing the ban on pornographic
pictures, videos and magazines.
• SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST SEARCH, AND
SEIZURE – This SOP prescribes the procedures and manner of conducting an
arrest, raid, search and/or search of person, search of any premises and the
seizure of properties pursuant to the 1987 Philippine Constitution, Rules of
Court, as amended and updated decision of the Supreme Court.
• SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
• SOP #19 – ANTI-ILLEGAL LOGGING
• SOP #20 – ANTI-ILLEGAL FISHING
• SOP #21 – ANTI-ILLEGAL DRUGS

66. SAMPLE OF POLICE PLANS and the PNP Programs and Strategies  
• The acronym SMART describing the characteristics of a Plan:
S – IMPLE
M – EASURABLE
A – TTAINABLE
R – EALISTIC
T – IME BOUND

• The acronym POLICE 2000 also describes another police plan:

P – REVENTION and suppression of crime through community oriented
policing system
O – ODER, maintenance, peacekeeping and internal security
L – AW enforcement without fear or favor
I - MAGE, credibility and common support
C – OORDINATION with other government agencies and non- government
agencies organizations and internal securities
E – FFICIENCY and effectiveness in the development and management of
human and material resources

The acronym DREAMS stands for: 

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 D – ISPERSAL of policeman from the headquarters to the street and
enhancement of crime prevention program
R – ESTORATION of trust and confidence of the people on their police and
gain community support
E – LIMINATION of street and neighborhood crimes and improvement of public
safety
A – RREST of all criminal elements common or organized in coordination with
the pillars of the CJS and other law enforcement agencies
M – APPING up and removal of scalawags from the pole of ranks
S – TRENGHTENING the management and capability of the PNP to undertake
or support the dreams operations and activities

• The Three Point Agenda known as ICU:

I – NEPT
C – ORRUPT
U – NDISCIPLINE

68. To curb out the ICU, the PNP should: 

• Prevent by moral persuasion of inept, corrupt and the undisciplined police
officer.
• Re-invent the PNP’S system and procedures to assure everyone a culture of
transparency, integrity and honesty and
• Rebuilt the police institution into an agency that can find its distinction in the
protection of rights and not in their violation.

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

69. The acronym GLORIA stands for: 

G – RAFT free organization
L – EADERSHIP by example
O – NE stop shop mechanism for a faster police response to complaints and
reports
R – ESULT oriented culture in the anti-criminality effort
I – NVESTMENT climate, which is business friendly as a result of the peace
and order
A – CCOUNTABILITY and ownership of peace and order campaign

70. DECISION MAKING: An Essential Element in Planning

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

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72. What are the elements of Managerial Decisions?  In coming up with the
appropriate decisions, police managers should consider the following elements:

• Choices – If a police administrator does not have the opportunity or the ability
to make a choice, there is no real decision. Following rules, obeying orders or
being coerced to act in certain ways cannot without a great deal of distortion be
construed as making decisions.
• Alternatives – There must be more than one possible course of action
available in order for the police administrator to have a choice. Effective police
managers look for and try to create a realistic option for resolving problems.
• Targets – Goals and objectives come together to perform a vital function.
They activate give direction to the decision-making process.
• Behavior – Making decision is irrelevant unless they are translated into action.

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

planning is involved in a problem-solving process. Problem solving and
decision-making are used interchangeably in the context of management and
administration because police managers spend most of their time making
decisions to resolve problems.

74. The decision-making process consists of three stages as used  in police
planning. These three stages are described as follows:
• Intelligence – this involves scanning the environment for condition that require
the decision.
• Design – entails creating, developing, and analyzing possible courses of
action (creative problem solving).
• Choice – refers to the actual selection of a particular course of action from
among available alternatives.

Based on these concepts, decision making and planning can be describe as

multi-step process through which problems are recognized, diagnosed, and
defined alternative solution are generated, select and implemented.

75. What are some general principles involved in Decision  Making?

• Rule 1. Make a decision – effective police managers are graded on their

ability to make decision. This is because indecisiveness is easily perceived and
generates disrespect, destroys confidence, lowers morale, and adversely
affects performance.
• Rule 2. Don’t Worry – avoid anxiety by not worrying about decisions already
made. The only time of reconsidering a decision is when there is a genuine
need to consider an alternative course of action.
• Rule 3. Expect Criticism – criticism is inevitable. In a positive sense, it means
the police manager is doing something that is worthy of attention.

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76. What is Organizational Decision Making?  Organizational decision making
refers to the formal exercise of an authority to decide based on a designated
level of management and the scope of decision proportionate to the total
organization. The greater the proportion, the broader the scopes of decision,
hence the levels of management are arranged in a hierarchical order indicative
of formal authority or position power.
• Upper-level Managers – the elected or appointed top executives who serves
as administrators, heads and directors.
Middle-level Managers – located between the top and the lower levels of the
organization. Examples are bureau chiefs, division heads who acts in behalf of
their superiors to interpret policies, coordinate activities, motivate employees,
and maintain discipline. Their decision-making authority is limited and always
constrained by preexisting policy.
• Lower-level Managers – (Supervisory) – responsible for job related activities
of others. They are the work group leaders charged with getting their
subordinates to carry out specific tasks as set down by middle level managers.
They do make decision though highly structured and related almost exclusively
to operational consideration.

78. What are the influences on Decision? 

Internal Factors
• The specificity of organization’s mission, goals and objectives. • The
delegation of sufficient authority to enable managers to carry out their assigned
duties.
• The degree of autonomy given to management personnel at different
levels in the organization.
• The leeway granted to the managers by departmental policies,
procedures, rules, and regulation.
• The availability of valid, reliable, and objective information on which to
base decision.
• The time and energy used to select, retain qualified managers.
• The nature, extent and effect of intra-organizational conflict.
• The adequacy of the reward system in promoting timely ad effective
decision-making.

80. External Factors • Social Instability • Rising Expectation • Professional Ethics •

legal Constraints • Dwindling Resources • Political Conflict • Technological
change

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

82. Situational Variables No two decisions are exactly the same. There are simply
too many variables. Every police problem that elicits a decision is unique in

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 terms of its • Nature and Extent • Difficulty • Urgency • Seriousness •
Complexity • Solution

83. Personal Variables • Mental health • Intellectual Capacity • Education and

Experience • Values, attitude and perception • Motivation to act

84. Nine (9) Steps in Rational Decision Making  • 1.Awareness of the need to
make decision – Decision-making is activated by the recognition of
opportunities as well as problems. • 2. Identifying an existing problem – When
feedback suggests there is a problem, it must be diagnosed and defined in
explicit terms. • 3. Listing possible and probable causes – Once the problem
has been identified and articulated, all possible causes must be considered.
4. Designing alternative solutions – develops and tests a fairly wide creative
solution. • 5. Evaluating alternative solution – evaluation must be interim of
probability, effect, importance, feasibility, sufficiency, and realism. • 6. Choosing
an alternative solution – all available options must be analyzed and compared
to one another in order to select objectively the best alternative.
7. implementing a decision – a decision is meaningless if it is not translated into
effective action. • 8. Analyzing feedback – analyze feedback in order to assess
the effectiveness of a given solution on a targeted problem • 9. Making necessary
adjustments – be proactive and do not hesitate to make necessary midcourse
corrections.

87. What are the Rules of Effective Decision-Making?  

• Differentiate between really big decisions and little problems
• Rely on existing policies, procedures, rules, and regulations whenever
possible • consult and check with significant others before making major
organizational decisions
• avoid making crisis decisions
• Do not attempt to anticipate all eventualities associated with resolution of the
problem
• Do not expect to make the right decision all of the time
• Cultivate decisiveness
• Implement major decisions once they have been made
• Accept decision making as a challenge rather than unwanted chore.

89. DISASTER AND EMERGENCY PLANNING Emergency and disaster planning

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

Emergency and disaster planning refers to the preparation in advance of protective

and safety measures for unforeseen events resulting from natural and human
actions.

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

91. Planning is necessary to meet disaster and emergency  conditions and it

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

92. Understanding Disaster 

A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be
considered as an EMERGENCY but an emergency may not always be a
disaster.

93. An emergency falls into 2 broad categories: 

Floods, earthquake, flamine typhoon, diseases, volcano eruption, crashes

industrial accident, fires, landslide avalanches tsunamis, etc. Disaster (Natural
Crisis)

Arson, bombing, kidnapping, robbery, hostage-taking, skyjacking,

assassination, ambush, and other acts terrorism Induced Catastrophe (Man-
made Crisis)

94. Commodities: • Identify the type of disaster occurred in the area • Identify
those that could affect your operation in the area • Determine which scenarios
are plausible • Survey your physical facilities and operating procedures to
determine preparedness • Survey surrounding area to determine if there are
operations or facilities near which might create emergencies.

95. Commodities: • Establish a liaison with law enforcement agencies and

emergency response groups • Know where to get help, how to get help, and
what help you can expect • Know who currently has authority to make key
decisions with in your organization and who control access to decision makers

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 in an emergency • Review emergency procedures, its completeness and
accuracy
96. Elements of Effective Crisis (Disaster) Management  “Like any other
construction project, the crisis (disaster) management pyramid requires a solid
foundation”

97. Placed within the pyramid are the following  

• Think about the unpopular (1) This is recognizing the management’s

willingness and involvement. There must be a clear recognition that
emergencies distinct possibilities is anytime and that preparation for them must
begin NOW!
• Recognizing dangers and opportunities (2)
• Defining the control and crisis response (3)
“To do the right thing at the right season is a great art” – AESOP
• Harness and Environment (4)
• Ability to organize, willingness and delegate
• Providing an atmosphere in which personnel can do job for which they are
selected
• Providing the right facilities and backups
• Containing the Damage (5) “Physical damage frequently is impossible to
control but emotional and public relation is not.”
• Successful Resolution (6) – damaged has been contained • Return to
Normalcy (7)
• Assistance to victims and safety of equipment while normal operations are
going on
• The emergency has been totally addressed
• Avoid Repetition (8) – through aggressive countermeasures and reduction o
vulnerability to similar emergencies in the future.

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

Good Planning • Consider all possibilities • Don’t focus only on immediate
problem • Establish contacts • Good Personnel • Look for experience and
knowledge • Train, test and evaluate • Use people effectively and humanely •
Organize to mitigate stress • Good Shakedowns • Test plans and people •
Evaluate and revise plans • Keep an open mind • Maintain Control Be creative •
Look for the real problem • Have confidence in your plans • Keep records • Get
Back to Normal • Evaluate and document • Give reward • Analyze implications

102. Assessment of the Situation  Writing the Plan Phases in

Emergency/Disaster Planning Phase I This will be a research in depth by a
knowledgeable and specially trained group on the vulnerabilities as well as the
resources available for the disaster plan.

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

Testing the Plan Critique the Plan Phase III

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

104. Checklist for Reviewing Policies,Procedures and Plans  • Compile and

review your organization’s policies on various contingencies before establishing
your plans • Ensure that these policies are known throughout the organization
and that they are included in your emergency manuals • Ensure that your
procedures and plans are consistent with your organization’s established
policies and goals • Identify appropriate outside consultants and other
sources of assistance in developing and implementing your plans and
procedures • Ensure that the appropriate personnel have any security
clearances or background checks which might be required • Establish a viable
record-keeping system and procedures to ensure they are followed

106. Organizing Disaster Management Team Disaster team leadership is

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

107. Disaster Action Team Duties 

On Pre-event
• Supervise the formulation of policies
• Ensure the development of procedures
• Participate in preparing plans
• Oversee and anticipate in exercise of plans • Select crisis
management/disaster center
• Participate in personnel training
• Review preparation of materials
• Delegate authority
• Brief personnel
• Ensure the assembly of supplies
• Ensure preparation of rest, food, medical areas

During the Event 

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 • Establish shift schedules immediately • Delegate tasks • Focus underlying
problem • Maintain control • Follow organizational policies • Use prepared
procedures • Innovate as needed • Ensure that information is shared with the
entire team • Review all press release and public statements • Double check or
confirm informations if possible • Aid victim and their families • Try to anticipate
future consequences • Control stress of team members • Ensure log
maintenance

On Post Event (after the Incident) • Evaluate effectiveness of plans •

Evaluate adequacy of procedures • Debrief personnel • Evaluate equipment
and training used • Revise plans and procedures in the light of new experience
• Reward personnel as appropriate • Document events • Prepare after-action
reports • Arrange an orderly transition to normal conditions

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

Security receives initial report of emergency • Security notifies Disaster Team
Leader • Team leader decides if immediate action is required • If action is
required, he notifies the other team members to convene at the crisis
management center • Initial liaison established and actions taken: create log,
contact of family, employees involved, government or law enforcement liaison
contacts, prepare contingency press guidance, others. • Respond to event

109. Crowd Control and Riot Prevention  • Riot, in general is an offense

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

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

111. Some Basic Definition of Terms 

• Tumultuous – The disturbance or interruption shall be deemed tumultuous if

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

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

• Crowd – It consists of a body of individual people with no organization, no

single partnership. Each individual’s behavior is fairly controlled and ruled by
reason. All the participants have been thrown by circumstance into a crowd for
some common purpose that may give them a least one thing in common.
• Mob – A mob takes on the semblance of organization with some common
motive for action, such as revenge for a crime committed on the scene where
the crowd assembled, an aggravated fight, or a confrontation with the police. At
time like this, there is already a strong feeling of togetherness (“we are one”
attitude).

• Riot – It is a violent confusion in a crowd. Once a mob started to become

violent, it becomes a riot.

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

sound organizational planning, training, logistical support and a high
departmental morale are the essential success elements in modern counter-riot
operations. The control of violent civil disorder involving large segments of the
population, especially in congested urban areas, requires a disciplined,
aggressive police counter-action which at the same time adheres to the basic
law enforcement precepts. This is done through effective police operational
planning.

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

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

Containment – Unlawful assembly and riot are as contagious as plagued unless

they are quarantined from the unaffected areas of the community. In here, all
persons who are at scene should be advised to leave the area, thereby
reducing the number of potential anti-police combatants.

• Dispersal – The crowd of unlawful assembly or riot should be dispersed at

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

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 Prevention of Entry or Reentry – The police have to protect the area once the
people have been moved out or dissipated into smaller groups to prevent them
from returning. Enforce quarantine by not allowing the group to resume their
actions.
• Arrest Violator – One of the first acts of the policeupon arrival at the scene of
the disturbance is to locate and isolate individuals who are inciting the crowd to
violate or fragrantly violating the law. Prevent any attempt by the crow or mob
to rescue those arrested by enforcing total quarantine.
• Establish Priorities – Depending upon the circumstances, it is always
necessary to establish priorities. Assessing the situation to determine the
nature of assistance and number of men needed is part of the planning
process.

What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation • Determine whether the original purpose of the
gathering was lawful or not • Determine also the lawfulness at the time of arrival
at the scene • Assess their attitude, emotional state, and their general condition
• Determine any state of intoxication and other conditions that may lead to
violence • Identify the cause of the problem • Locate and identify leaders or
agitators
Survey the Scene • Determine as soon as possible the best condition of the
command post • Locate the best vintage point of observations • Consider
geographical factors such as natural barriers, buildings, and weather condition •
Note the best method of approach
Communicate • Report on your assessment, keeping your assessment brief
but concise, giving your superior the sufficient data with which to proceed for
plans of action • Ask for assistance or help from the command post hence
remain close to the radio as possible until additional units arrived or to
communicate new developments.
Maintain a Watchful Waiting • Make your presence known to the people in the
vicinity • If the crowd is too much to handle, stay near the command post and
wait for additional supports units • Use radio or other means of communications
to call for assistance • Make preparations for decisive police action.
Concentrate on Rescue and Self-Defense • Take care of the immediate
needs of the situation until help arrives • Apply first aid to the injured people
and self protection must be considered • Remember the primary objective of
protecting lives, property and the restoration of order • Maintain an Open Line
of Communication • Keep the dispatcher advised on the progress of the scene •
Continue directing the support units to the scene and the general perimeter
control
Establish a Command Post • Follow what is in your contingency plan for civil
disturbance • Make every officer aware of the command post for proper
coordination • Take immediate action for serious violations • Arrest perpetrators
• Isolate the leaders or agitators from the crowd • Show full police force strength
• Give the dispersal order • Disperse the crowd upon order • Anti-riot formations

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 and procedures must be used • Use of force necessary for dispersal maybe
considered

What are the General Guidelines in Handling Riot?

Preplanning must be high on the agenda whenever the department
anticipates any disorder or major disturbance. • Meet with responsible leaders
at the scene and express your concern for assuring them their constitutional
guarantees. Request them to disperse the crowd before attempting to take
police action. • Maintain order and attempt to quell the disturbance without
attempting to punish any of the violators.
Use only the force that is necessary but take positive and decisive action. •
Post the quarantine area with signs and barricades, if necessary. • Keep the
traffic lane open for emergency and support vehicle. • Consider the fact that
most impressive police action at the scene of any type of major disturbance is
the expeditious removal of the leaders by a well disciplined squad of officers.
For riot control, consider the following: • Surprise Offensive – The police
action in its initial stages at a riot must be dramatic. The elements of surprise
may enhance effectiveness of riot control. • Security of Information – Plans for
action and communications regarding the movement of personnel and
equipment should be kept confidential • Maximum utilization of Force – A show
of police force should be made in a well-organized manner, compact, and
efficient in a military-type squad formation. • Flexibility of Assignments –
Officers and terms should be flexibility assigned to various places where the
need is greatest. • Simplicity – Keep the plan as simple as possible and the
instructions are direct to avoid mass confusion among the officers.

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

Snipers – Certain psychopathic people may attempt to take advantage of
the mass confusion and excitement at a riot scene by taking a concealed
position and shooting at people with some type of weapons, usually rifle. How
to handle this? • clear the area of innocent bystanders • isolate the area and
guard against possible escape of the suspects • use whatever force necessary
to take him into custody • assign anti-snipers team especially in aggravated
situations
Arsonist –Persons holding torch in their hands are potential arsonists. They
must be taken into custody immediately.
• Looters –Acts of simple misdemeanor thefts or may consists of robbery of
breaking and entering. Take the suspects into custody by whatever means are
necessary.

DECISION-MAKING MODELS • The Rational Model • The Incremental Model •

Heuristic Model • Organizational Process Model • Government Politics Model

Group Decision Making 

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 Group Assets • Greater Total Knowledge and Information • Greater Number of
Approaches to a Problem • Participation in Problem Solving Increases
Acceptance • Better Comprehension of the Decision

Group Liabilities • Social Pressure • Individual Domination • Groupthink

Factors that can Serve as Asset and Liabilities • Disagreement • Conflicting Versus
Mutual Interest • Risk Taking • Time Requirements

Brainstorming • Sessions should last 40 minutes to an hour • Problem to be discussed

should not be revealed before the session • The problem should be stated clearly and
not too broadly • A small conference table should be used

Personal Characteristics of Decision Making • Ideology versus Power Orientation •

Emotionality versus Objectivity • Creativity versus Common Sense • Action Orientation
versus Contemplation

Common Errors in Decision Making • Cognitive Nearsightedness • Assumption That

the Future will Repeat itself • Oversimplification • Overreliance on One’s Own
Experience • Preconceived Notions • Unwillingness to Experiment • Reluctance to
Decide

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Crime mapping is used by analysts in law enforcement agencies to map, visualize, and
analyze crime incident patterns. It is a key component of crime analysis and
the CompStat policing strategy. Mapping crime, using Geographic Information
Systems (GIS), allows crime analysts to identify crime hot spots, along with other trends
and patterns.

Crime mapping identifies not only where the actual crime took place, but also looks at
where the perpetrator “lives, works, and plays” as well as where the victim “lives, works,
and plays.” Crime analysis has identified that the majority of criminals tend to commit
crimes within their comfort zones, and crime mapping is what allows police and
investigators to see where that comfort zone might be.

Crime mapping is a term used in policing to refer to the process of conducting spatial
analysis within crime analysis. For the purposes of this book, the definition of crime
mapping is as follows: Crime mapping is the process of using a geographic information
system to conduct spatial analysis of crime problems and other police-related issues.

A geographic information system (GIS) is a powerful software tool that allows the user
to create any kind of geographic representation, from a simple point map to a three-
dimensional visualization of spatial or temporal data. For the purposes of this book, the
definition of a GIS is as follows: A GIS is a set of computer-based tools that allows the
user to modify, visualize, query, and analyze geographic and tabular data. A GIS is
similar to a spreadsheet or word processing program in that the software provides a
framework and templates for data collection, collation, and analysis, and it is up to the
user to decide what parts of the system to use and how to use them. A GIS does more
than enable the user to produce paper maps; it also allows him or her to view the data
behind geographic features, combine various features, manipulate the data and maps,
and perform statistical functions.

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Using GIS, crime analysts can overlay other datasets such as census demographics,
locations of pawn shops, schools, etc., to better understand the underlying causes
of crime and help law enforcement administrators to devise strategies to deal with the
problem. GIS is also useful for law enforcement operations, such as allocating police
officers and dispatching to emergencies.

Underlying theories that help explain spatial behavior of criminals include environmental

criminology, which was devised in the 1980s by Patricia and Paul Brantingham, routine
activity theory, developed by Lawrence Cohen and Marcus Felson and originally
published in 1979, rational choice theory, developed by Ronald V. Clarke and Derek
Cornish, originally published in 1986. [4] In recent years, crime mapping and analysis has
incorporated spatial data analysis techniques that add statistical rigor and address
inherent limitations of spatial data, including spatial autocorrelation and spatial
heterogeneity. Spatial data analysis helps one analyze crime data and better
understand why and not just where crime is occurring.

Research into computer-based crime mapping started in 1986, when the National

Institute of Justice (NIJ) funded a project in the Chicago Police Department to explore
crime mapping as an adjunct to community policing. That project was carried out by the
CPD in conjunction with the Chicago Alliance for Neighborhood Safety, the University of
Illinois at Chicago, and Northwestern University, reported on in the book, Mapping
Crime in Its Community Setting: Event Geography Analysis. The success of this project
prompted NIJ to initiate the Drug Market Analysis Program (with the appropriate
acronym D-MAP) in five cities, and the techniques these efforts developed led to the
spread of crime mapping throughout the US and elsewhere, including the New York City
Police Department's CompStat.

Clarifying where different types of crime and other incidents occur is one of the many
important functions of crime analysis. Because of the unique nature of the software
used and the prominence of geographic data in crime mapping, this type of analysis is
often discussed as though it is distinct from crime analysis; in reality, however, crime
mapping is a subdiscipline of crime analysis.

Crime mapping serves three main functions within crime analysis:

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

Predictive Policing Through Crime Mapping

The use of predictive policing is a much more cost-effective approach to policing than
past policies. This is because predictive policing not only looks at where a crime is likely
to occur but also when the crime is likely to occur. These patterns can help police

88
identify what time of day it is necessary to flood an area with officers, rather than
flooding the area twenty-four hours a day.

Types of Crime Analysis

Tactical Crime Analysis: This type of crime analysis looks at the short-term in order to
stop what is currently taking place, for example, a crime spree. It is used to identify one
perpetrator with many targets or one target with many perpetrators and provide an
immediate response.

Strategic Crime Analysis: This type of crime analysis looks at the long-term and on-
going issues. Its focus is often on identifying areas with high crime rates and problem-
solving ways to decrease the overall crime rates.

Administrative Crime Analysis This type of crime analysis looks at the administration

and deployment of police and resources and asks the question, “Are there enough
police officers at the right time and place?” and then works to make the answer, “Yes.”

Police Regional Office Cordillera Web-based Crime Mapping

The "Police Regional Office Cordillera Web-based Crime Mapping" allows the general
public and the community to view up to date crime incidents within the region. We
believe that providing this information to public will help in reducing the crimes in the
region. Knowing where and when crimes happen allows the public to avoid being a
victim by taking precautions when passing through those locations or taking alternative
routes. The information provided online is limited to the basic attributes of the crime and
does not expose the victim's identity or the suspect. Residents can also give tips or
feedback regarding crimes and other issues to the Police force and the community. We
strongly encourage the public to report crimes to the nearest Police Station within your
location. This engages them to become partners in crime prevention and control.
https://procor-maps.ph/help.html#police-station-layers

  Accessing the system.

  Using the system.
o Using the map
o Changing Symbols/Icons
o Choosing Different Crime Types
o Search a location
o Filtering by Province
o Filtering by Date
o Info-windows
o Give us Feedback
  Other Layers
o Police Stations
You can access the system by typing the URL (procor.pnp.gov.ph/crimemap) in your
browser's address bar as shown in the figure below.

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Alternatively, you can also visit the Police Regional Office Cordillera website where a
link to the Web-based Crime Mapping is provided.

The system uses Google Maps to display crime locations. There are tools provided to
easily navigate through the map. To locate a certain location, you can use a simple
drag-and-drop technique. Move the cursor to an area within the map, click and keep the
left mouse button held down while moving the cursor to the opposite of the area that
you want to navigate. To zoom in, you can double click at a certain area or use your
mouse wheel to zoom in or zoom out. Alternatively, you can also use the tools provided
in the map.

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We've provided two sets of Icons for you two choose. The system uses the Action icons
as a default. Click on the Mini-icons button to switch to smaller, round and colored
icons. Click on the Action icons button to revert to large icons.

To focus your search or query for a particular crime, you can turn on or off the crime
types that are displayed on the map. To do this, click a checkbox beside one of the

crime types. Use the toggle button   to Select or Deselect all crime types.

You can also focus your search near a location. Click on the Search Location

button   located at the lower left part of your screen.

Type an address at the search bar provided as shown below. And wait for Google Maps
to load and suggest locations. Highlight the location and click or hit enter.

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You can further focus your search by providing a radius. Select the distance from the
dropdown and wait for the system to load.

To remove radius, select the 'Select radius' option from the dropdown.

Select specific province from the drop-down list to view only the crimes of that specific
Province.

You can also limit the crimes you want to view by specifying a date range. First, you
must enter a 'From' or starting date which should be earlier than the 'To' or ending date.
When you click on date field provided, a calendar will be provided. You must select a
date and time, and then hit the 'Done' button. Use the 'Now' button to capture the
current date and time. Hit the 'Refresh Map' button to apply date filter.See figure below.

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Each marker contains basic information about the crime. To view the information, click
on a certain marker.

93
They have also provided the locations of the Police Offices within the region. Check the
checkbox provided to turn on or turn off Police Stations on the map.

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