MODULE 1: PRELIM

COLLEGE OF
CRIMINAL JUSTICE
EDUCATION

LAW ENFORCEMENT
OPERATIONS AND PLANNING
WITH CRIME MAPPING

AY 2024-2025
2nd SEMESTER
Important Terms to Remember:

A. Law Enforcement: Law enforcement is the action taken by government

officials to uphold the law by identifying, deterring, treating, or punishing those
who break the law. This includes legal and penitentiary institutions and the
police.

B. Planning: Planning involves making decisions about what to do, how to

accomplish it, who will execute it, when and where to execute it. It's a specified
procedure that must be documented. Otherwise, there will be issues.

This text continues the discussion of law enforcement and planning, focusing on
the definition and elements of planning within a law enforcement context. Here's
a breakdown:

C. PLAN: A plan is a written document outlining assets (people, money, time),

backup plans, and steps needed to accomplish a specific objective.

D. LAW ENFORCEMENT PLANNING: Law enforcement planning is the effort by

administrators to deploy resources to meet anticipated service demands. It's a
methodical and organized determination of facts and events used as a
foundation for decision-making and policy formation affecting law enforcement
management.

E. ELEMENTS OF PLANNING:

A goal: What do you want to attain?

Course of action: How would you reach your goal?

Implementing group: Who is tasked to do the actions?

Resources needed: What is needed to accomplish the task?

F. FUNDAMENTALS OF PLANNING:

Know your situation: Analyze the current circumstances, available resources, and
past events to understand the context of your plan. Consult with officials and the
community.

Know what you want to do: Define your aim and purpose. Plan how, where, and
when tasks will be completed to efficiently manage resources.

Breakdown your goals into smaller tasks: Break down larger goals into smaller,
manageable tasks. The completion of these smaller tasks leads to the
accomplishment of larger goals.

What are the resources needed?: Determine what needs to be done, what
should be done, and who is best suited for each task. Plan to use resources
efficiently and effectively. Collaborate with the community and relevant
organizations.
Anticipate problems or changing conditions: Practice creating scenarios and
strategize to adapt to changing circumstances. Be prepared for opposition and
build support for your initiative.

Implement your plan: Implement the plan, understanding that it will be subject to
criticism.

Monitor the results: Evaluate the plan's effectiveness, identify challenges, and
discuss solutions. Seek feedback from various sources (friends, community,
media, etc.).

Evaluate the plan: Assess whether success criteria are met. Make changes to
the plan only if absolutely necessary. Use metrics like crime decrease to assess
effectiveness.

Document the experience: Record everything that occurs, including key

occurrences and lessons learned. This documentation will help inform future
planning and training.

Report your experience: Inform peers and supervisors about your experience
and let them evaluate your approach. Present your findings and proposals at
conferences or meetings.

II. Planning Approaches:

A. Synoptic Method: This is the traditional, rational, comprehensive approach.

It's problem-oriented and particularly suitable for law enforcement agencies
because it relies on studying problems and uses a problem-solving process to
set goals.

B. Incremental Method: This approach argues that long-term planning is too

difficult and that tackling problems one at a time is more manageable. It
suggests breaking down large projects into smaller, more manageable steps.

C. Transactive Method: This method involves direct communication with those

impacted by the plan, focusing on mutual benefit. Techniques include surveys
and in-person conversations.

D. Advocacy Method: This method prioritizes a greater sensitivity to unforeseen

consequences.

E. Radical Method: This method involves group efforts to produce tangible

results and uses large-scale social processes to influence social and economic
life.

III. Alternative Planning Strategies:

These are various courses of action an organization might take, often essential to
success but affected by outside forces beyond the organization's control.
- A. Environmental Scanning: Involves examining both internal and external
factors.

- B. Forecasting: Involves predicting future outcomes.

- C. Benchmarking: Involves studying best practices.

Classification of Law Enforcement Plans According to Focus:

Strategic, operational, tactical, and contingency plans are interconnected parts of

planning. Based on their content, they can be divided into categories:

A. Strategic Plans: These are comprehensive, integrated, long-term plans

designed to ensure a company achieves its goals and mission. Their execution
involves individuals at various levels, and their effects are not immediate.
Strategic planning answers the question, "Where are we going?"

B. Operational Plans:
Operational plans serve as a backup to strategic plans, focusing on the
immediate implementation of strategic goals. They demand short-term thinking
and are usually completed within the last few months of the fiscal year.

C. Tactical Plans:
Tactical plans detail how operational aims will be achieved. They are essentially
the "how-to" element of the agency's operational plans.
Several examples are listed, all identified as "Implementation Plan (IMPLAN)"
followed by a date code and a short descriptive title. These plans cover various
areas, including:
PNP Community Affairs and Development Master Plan
Guidelines and Procedures in the Conduct of a Secure and Fair Elections (SAFE
2016
PROCOR Electronic Personnel Strategic Initiative
"KONTRA BOGA"

VII. Classification of Law Enforcement Plans According to Time:

Planning is a complex process with overlapping elements and stages. Plans are
classified by timeframe:

- A. Long Range Plans: These plans have a timeframe of more than five years
and deal with uncertainty. They include budgeting, environmental analysis,
organizational audit, and strategy.

- B. Medium Range Plans: These plans have timelines between one and five
years and support long-range plans.

- C. Short Range Plans: These plans are intended to achieve short-term

objectives and may last up to a year. They focus on the organization's internal
environment.
VIII. Classification of Police Plans:

- A. Operational Plans (OPLAN): These are defined as a coordinated sequence

of methodical activities and the allocation of resources to line units to achieve
mandated objectives or mission.

- C. Case Operational Plan (COPLAN): A specific activity conducted in relation to

a case or intelligence project. Several case operations may fall under one
intelligence project. It's a preparatory plan to pursue intelligence objectives when
normal police operations fail.

- D. Communication Plan (COMPLAN): A detailed plan on how to deliver a

strategic message to a target audience. It's usually crafted by the Community
Affairs Development Unit.

- E. Implementation Plan (IMPLPLAN): This provides guidelines and procedures

for an operating unit to render security coverage and other related public safety
services during a specific event.

- F. Information Operations (IO) Plan: A tool and mechanism for the PNP in the
application, integration, and synchronization of Information Related Capabilities
(IRCs) to influence, disrupt, or usurp the decision-making of target audiences
(TAs) to properly address issues and to effectively negate, if not prevent criminal
activities and offenses.

- G. Local Anti- Criminality Action Plan (LACAP): A strategy to address localized

goals and concerns for peace and order, encouraging community engagement
and ownership of safety issues.

- H. Annual Operations Plans and Budget (AOPB): This maintains consistency

and resource balance within and among important activities. It's created by the
Operating Plan and Budget Committee.

- I. Integrated Area/Community Public Safety Plan (IA/CPSP): This is mandated

by Republic Act 6975 and requires municipal or city mayors to work in
conjunction with Executive Order 309.

J. Patrol Plan: This plan serves as the blueprint for crime prevention strategy at
police stations.

K. Camp Defense Plan: This plan provides instructions on how to carry out threat
simulations, such as a staged external attack, including the disposition of
uniformed men within the camp's interior and external perimeter for defense.

IX. Parts of Law Enforcement Plan:

Law enforcement plans have many important parts that must be fulfilled to
ensure that all aspects are covered.

A. Document Security Classification:

Document security is critical in law enforcement because unauthorized disclosure
compromises operations. Based on actual law enforcement practices, the
document security classification categories are:
Top Secret (Green): Unauthorized disclosure would cause exceptionally grave
damage to the nation's political, economic, and military interests.

Secret (Red): Unauthorized disclosure would endanger national security.

Confidential (Blue): Unauthorized disclosure would be prejudicial to the interest

and prestige of the nation or of great advantage to a foreign country.

- Restricted (Black): Any information and material requiring special protection

other than those determined confidential, secret, and top secret.

B. Pages and Number of Copies: The page number, which serves as a count of
the pages, is found at the bottom of each page.

C. Heading (Name of Headquarters): The heading includes the unit's name,

address, phone number, and email address, in addition to the name of the
overseeing agency.

D. Plan Title or Name: The name of the plan is stated with a brief explanation of
the entire plan. Referencing the strategy with the designated name aids the
team.

E. Reference/S: 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.

Examples:
- PNP Memorandum Circular No. 2015-009, Barangayanihan (Revitalized
Barangay Peace Keeping Operations): This example specifies the background
and roles and responsibilities of the unit involved, with guidelines on the
implementation of the program, particularly the awareness phase, organization
and training phase, mobilization phase, and monitoring, evaluation, and reporting
mechanism.

Several LOIs are listed, each with a title and a brief description of its purpose.
These LOIs cover various aspects of police operations, including human rights,
community partnerships, and media relations. The LOIs aim to improve the
PNP's image and effectiveness.

The PNP's anti-criminality masterplan is also mentioned. It's a comprehensive

strategy for crime prevention, control, and suppression, and it involves various
agencies and personnel. The masterplan aims for a holistic approach to
combating criminality. Specific programs mentioned include:

- SANG-MASA (Anti-criminality masterplan): This masterplan outlines the

operations and strategies to be undertaken during the implementation phase,
which involves citizen participation and wide-ranging conferences.

- SANDUGO (ISO Master Plan): This serves as the PNP's holistic master plan for
internal security support operations nationwide. Based on estimates of national
situations and other considerations, it prescribes operational strategies,
implementation schemes, and coordinating instructions to accomplish the PNP's
internal security support mission.

- SANGYAMAN (PNP's Master Plan to help protect and preserve our

environment, cultural properties and natural resources): This master plan
prescribes guidelines for tasked PNP units and other lead government agencies
in assisting with the enforcement of laws over Philippine territorial waters, lakes,
rivers, mountain ranges, forests, and natural resources. It includes coordination
with the Department of Environment and Natural Resources and the Department
of Agriculture.

- SANGBANAT (PNP's Master Plan on Campaign Against Illegal Drugs): This

master plan sets forth the concept of operations, operational guidelines, and
tasks for all PNP units/offices in the total fight against illegal drugs,
integrating/orchestrating the activities of all concerned National Government
Agencies (NGAs) in the conduct of anti-illegal drug campaigns at the national
down to barangay levels.

- SANG-INGAT (Master Plan on Security Coverage): This master plan sets forth
the strategic concepts and operational guidelines, as well as contingency plans,
to ensure the maintenance of peace and order during the year-round observance
of holidays, which involves great concern on movement of the citizen's
international, national and local meeting/conferences/events, and rallies mass
action in protest to wide range issues.

This section details the components of the PNP's master plan for disaster
preparedness and management:

This section describes the structure and components of the PNP's Saklolo
(Disaster Preparedness and Management) master plan. It outlines the key
elements needed for effective disaster response:

- F. Situation: This section relates the existing circumstances, including the

nature and extent of responsibility, methods of operation, time/location of the
perpetrator, crime victims, and potential crimes in the coming months. It also
includes the presence of law enforcement units, force multipliers, and
government security forces operating in the police jurisdiction. A hypothesis is
presented to guide future actions and includes information on the general
situation leading to the current state of
affairs.

G. Mission: This is based on an assessment of the crime situation, the area of

responsibility, and objectives set by headquarters. It defines what the police
station wants to accomplish and its purpose, objectives, and targets.

- H. Concept of Operations: This provides a brief and clear description of the

course of action selected by the commander of the unit to carry out the unit's
mission. It explains how the unit leader views each member of the team
contributing to the mission as a whole.

- I. Tasking: This section addresses the following:

Who will perform the piece of work?

What piece of work is to be performed?

When to start the performance of the task and for how long?

How should work be done?

- J. Administrative: This section covers personnel, finance, supply, transportation,

and miscellaneous items.

- K. Coordination: This specifies the requirements for coordination and contact

among concerned offices/units.

- L. Command: This section outlines command and control procedures, including

the connection between headquarters and other commands and offices.

- M. Other Commands and Offices Involved: This section identifies the

commands and offices involved.

- N. Head Office: This denotes accountability.

- O. Distribution: This section details the distribution of the plan.

XII. 4 kinds of Tools and Guide in Making a Plan

A. SMART Method

The SMART method emphasizes creating plans that are:

Simple: The plan's language should be straightforward, with objectives clearly

stated. This ensures that everyone understands both the "how" and the "why" of
the plan.

Measurable: The plan should include metrics to track progress. This involves
using statistics to assess what has been said and done. Examples include
tracking crime rates, public contentment, and the overall impact of the plan.

Affordable: The plan should be realistic and achievable within available

resources. The text emphasizes avoiding "initiatives" that are not financially
sound, suggesting that the Local Government Unit will endorse the concept if it is
sound. The text notes that numerous LGUs have offered assistance because
they trust the commitment rendered to the work, and that other sectors and civic
organizations will also want to help.

XIII. Brainstorming and Consultation

B. (Presenting your Plan)
Share your plan: Share the plan with others, inform those who will participate,
and invite them to offer their views and suggestions. Provide a general overview
and details of the strategy, along with the financial resources.

Encourage a question-and-answer session: This is crucial for determining if the

strategy is effective and efficient. The text suggests organizing events and
forums like People's Day and Barangay meetings to get input from the public,
and to consult with disaster councils and civic organizations.

Encourage suggestions: Accept recommendations, but only those that don't

significantly stray from the original intent. The text advises against implementing
suggestions that contradict the plan's core objectives.

C. Step Analysis: This involves analyzing a plan's structure, tasks, environment,

and people.

Structure: This refers to policies, procedures, decision-making processes,

communication flow, rewards systems, and reporting relationships.

Task: This refers to the duties, functions, goals, workflow, and processes
allocated to each person.

Environment: This includes both internal and external environments,

encompassing leadership, mission, vision, values, and culture. The external
environment includes sociopolitical factors, the community, support groups,
regulatory groups, science and technology, and other relevant agencies.

People: This refers to human resources, demographics, needs, expectations,

groups, interpersonal relationships, and disputes.

D. SWOT Analysis: This is a strategic management tool for determining an

organization's position. SWOT analysis refers to Strengths, Weaknesses,
Opportunities, and Threats. A SWOT analysis examines these factors to create
a strategic plan that maximizes opportunities and strengths while minimizing
threats and weaknesses.

A SWOT analysis is a strategic management tool used to identify an

organization's strengths, weaknesses, opportunities, and threats. The analysis
considers both internal and external factors:

Strengths: These are positive, tangible, and intangible attributes internal to the
organization. Examples include human resources, facilities or physical assets,
organizational structure, financial and logistical resources, systems and
procedures, and operational processes.

Weaknesses: These are negative attributes, tangible and intangible, internal to

the organization. Examples include problems with human resources, facilities or
physical assets, organizational structure, financial and logistical resources,
systems and procedures, and operational processes.
Opportunities: These are external factors that can be leveraged to advance the
organization. They represent attractive factors for the organization's existence.
MODULE 2- MIDTERM
Examples include positive images, resolutions of conflicts, and trends that
provide greater value or demand for services.

Threats: These are external challenges that present significant difficulties for the
organization. Examples include unfavorable trends, events, or developments
that lead to poor or deteriorating delivery of police services, including negative
media coverage, economic downturns, governmental regulations, and
technological developments. Proactive responses through contingency plans are
necessary.

Review for your PRE-LIM EXAM

 This focuses on patrol operations, considered the foundation
of police work. The primary goal is crime prevention and improving
public safety. Patrol is described as a fundamental operation that
aims to limit criminal possibilities and establish a strong rapport
between officers and the community. The text emphasizes the
importance of methodical planning and documented procedures to
optimize resource use. Two patrol methods are then described:
1. Foot Patrol: Officers patrol on foot in busy areas where people congregate
(markets, churches, schools, parks). This allows for greater familiarity with
the area and improved interaction with community members.
2. Mobile Patrol: This uses land-based vehicles (motorcycles and other
vehicles) to conduct patrols.
A. Motorcycle Patrol: Motorcycles are effective in operations
against street criminals and in areas with heavy traffic due to their
mobility. They are frequently used in rural areas and to monitor
areas with less developed road systems. They are also utilized for
security escort responsibilities. B- Bicycle Patrol: Bicycles are
useful for patrolling far-flung streets, constrained paths, and parks.
They offer speed, mobility, and flexibility compared to foot patrols,
and are a way to conserve fuel and encourage physical fitness
among officers. The Manila Police District's use of Segway
Personal Transporters in its anti-criminality campaign is also
mentioned as a supplemental patrol asset. C- Automobile Patrol:
Marked police cars with two-way radios, blinkers, and sirens are
used for covering larger regions and transporting equipment. This
allows for quick response to requests for police aid. D- Waterborne
Patrol: Law enforcement agencies use watercraft for security,
search, and rescue operations in inland and coastal areas. E-
Airborne Patrol: Police air units offer aerial support to ground units,
useful for surveillance, spotting criminals, and deployment of
specialized units. F- Mounted Patrol: Horses may be used in areas
with rugged terrain inaccessible to vehicles. This is also useful for
crowd control. G- K-9 Assisted Patrol: Dogs are trained to aid police
officers. German Shepherds and Belgian Malinois are frequently
employed. The text then lists the types of K-9 patrol dogs:
 Search and rescue dogs: Find missing people or items.
 Detection dogs (or explosive-sniffing dogs): Detect illegal substances.
 Arson dogs: Find evidence at arson scenes.
 Cadaver dogs: Detect decomposing bodies.
 Crowd control dogs: Assist in controlling crowds.

Integrated Patrol System (IPS), a proactive method for preventing crime. It

combines three elements to reduce crime, uphold the law, and improve
community relations:

[Link] Components: This includes police stations, community precincts, traffic

posts, and various support units (NSUs, RMPB, CMFC headquarters, forward
bases, etc.). These provide a protective presence.

[Link] Components: This encompasses foot, mobile, waterborne, and airborne

patrols conducted by police and other security forces.
[Link] Components: This includes auxiliary forces such as BPATs (Barangay
Public Affairs Teams), public safety offices, LGUs (Local Government Units),
private security agencies, and other force multipliers.

Law Enforcement:
[Link] Prevention: Patrol officers gain valuable knowledge of their
neighborhoods, identifying crime hotspots and repeat offenders. Their presence
helps prevent crime.

[Link] Safety and Security: Police presence provides a sense of

security and reassurance to the community. Patrol officers can respond quickly
to emergencies and handle non-hostile public safety issues.

[Link] Policing: This involves proactive aspects of community

policing, addressing issues such as fallen electrical posts or open manholes.
Collaboration with other relevant agencies is emphasized.

[Link]-Community Partnership: Patrol officers need strong problem-

solving, community organizing, and strategy development skills. They act as
ambassadors, building rapport and developing an information network,
particularly within the Barangay Information Network. The perception of the
police, positive or negative, reflects on the entire PNP institution.

Patrol Plans: Each police station must develop a patrol plan, a crucial element
of crime prevention strategy. The plan should be in sync with any emerging
criminal issues.

Coordination: Field units (National Operational Support Units, Highway Patrol

Groups, Special Action Force, Maritime Security Group, Aviation Security Group)
should work in conjunction with respective police stations.

Organization: A patrol unit's organizational structure should be scalable based

on factors like area of responsibility (AOR) size, security conditions, personnel
strength, and crime data. A sample organizational chart is provided, showing a
hierarchical structure with a Chief of Police at the top, followed by Deputy
Chief/Patrol Supervisors, Patrol Supervisors, and individual patrol sectors/beats

Patrol Beat: A smaller area within a patrol sector.

Patrol Sector: A larger area comprising two or more patrol beats. Sectors are
typically patrolled by mobile patrol units.

Pre-deployment and patrol operations:

Pre-Deployment Briefing: A pre-deployment briefing is mandatory. The

COP/DCOP or designated Patrol Supervisor must provide a briefing to
subordinates at least 30 minutes before the start of their shift. Patrol officers
must report to the police station or specified location for accounting, inspection,
and briefing. They must be informed of any changes to circumstances and
responsibilities. Information is shared with the community, prosecutor, judiciary,
higher headquarters, and even the patrol officers themselves.
Patrol Operations: During duty shifts, the Patrol Supervisor is responsible for
patrol activities. Patrol officers must complete all assigned tasks before pre-
departure briefing. Foot patrol members should head to their beats to replace
departing officers. Mobile patrol members must wait at the police station or PCP
for checking and equipment turnover. A thorough situation update is given by
departing officers to incoming officers.

Patrol Supervisor Duties:

Monitor Patrol Officer Deployment: Keep track of when each officer arrives at
their beat.

Examine Daily Patrol Activities: Check if officers are carrying out their duties
according to procedures. Reprimand as needed and offer assistance.

Give Hourly Updates: Provide situation updates and the status of patrol officers
to the COP/PCP Commander via the TOC.

Patrol Officer Duties:

Inform Supervisor of Arrival: Notify the Patrol Supervisor upon arrival at the
assigned beat. Provide hourly situation updates and reports on unusual
occurrences.

Follow Planned Activities: Patrol designated beats with a buddy or in

collaboration with BPATs or other force multipliers. Ensure the beat remains
safe and secure.

Enforce Rules and Ordinances: Take action against those who break them.

Perform First Responder Responsibilities: Respond to incidents; assess the

crime scene; ensure personal safety; evacuate as necessary. Communicate
essential information to incoming officers.

Additional responsibilities for patrol officers:

a. Respond to Incidents: If a crime occurs, arrest the suspect, protect the crime
scene, question witnesses, and help the responding investigator. Control traffic
and manage crowds.

b. Learn the Area: Familiarize yourself with the physical layout, amenities, and
structures. Build relationships with locals and business owners to gather
information on lifestyles and behaviors. Identify persons of interest.

c. Look for Suspicious Activity: Be on the lookout for strange individuals, large
crowds, suspicious structures or vehicles, and report them.
d. Remove Safety Hazards: Remove any street hazards that jeopardize public
safety.

e. Respond to Requests for Help: Accept complaints about antisocial behaviors

(loud noises, illegal parking, vagrancy, domestic conflicts, etc.). Officers should
understand the nature and causes of such incidents.

f. Assist Drivers and Pedestrians: Give directions and information.

g. Inform the TOC: Immediately inform the TOC of all actions/interventions and
the results, specifying whether it was a police response or spot check.

h. Assist Other Agencies: Assist in streamlining traffic at congested intersections

and roads.

i. Engage with Locals: Engage in conversations to build relationships and gain

cooperation and support.

j. Assist in Carrying Out Tasks: Help with summonses and arrest warrants; hand
out neighborhood notices; check on neighborhood groups; create local barangay
information networks; deliver notices in conjunction with the LOI Bilang
Bogo/Kontra Bogo and Annual Firearms Verification reports; verify information;
track down leads.

k. Notify TOC Before Pursuit: Before halting or chasing any car, mobile patrol
members must notify the TOC, including the vehicle's license plate number,
direction of travel, street names, and justification for police intervention. This is
referred to as a "preparatory call," a protective and preventive measure in case
the suspected vehicle eludes capture and the suspect is injured or killed.

l. Report Unexpected Incidents: Any unexpected incidents should be noted in

the after-patrol report.

m. Proper Relief: Patrol officers must be properly relieved of their duties and
responsibilities in their designated beats.

Post-Deployment Briefing:

a. Transfer of Authority: For the transfer of authority, equipment, and relieving in

place, departing foot patrol members must wait for the arrival of the incoming
shift of patrol officers.

b. Mobile Patrol Return: Members of the mobile patrol must return to the police
station or PCP for the handover of authority and team supplies.

This section focuses on documentation and briefing procedures after patrol

operations:
c. Vehicle Handover: Before turning over the patrol car, mobile patrol team
members must check that it is in good working order and clean.

d. Seized Items: Whenever something is seized or recovered, these must be

given to the patrol supervisor or investigator.

e. After Patrol Report: The After Patrol Report should include a summary of all
occurrences, response time, adherence to instructions, and actions taken. This
information must be provided to the Patrol Supervisor before deployment.

To guarantee proper handover of duties and team equipment, Patrol

Supervisors carry out the following procedures:
 giving feedback, reporting between incoming and exiting patrol
supervisors and officers, and filing the After Patrol Reports.

Documentation:

Documentation of activities forms the basis for review and effective assessment
of the police station's crime prevention program. The following requirements call
for documentation:

a. Pre-Deployment Briefing: This should be condensed into a written report that

includes inspection, information gathering, and directives/instructions for patrol
officers.

b. After Patrol Report of Patrollers: The incident responses and activities, such
as adherence to detailed responsibilities assigned by the patrol supervisor and
the affected staff, should be included in the report.

c. Patrol Log: Every police station employee's patrol operations and other
policing tasks are formally recorded in the log. The Patrol Log is the only source
used to determine how many man-hours were contributed by each uniformed
personnel and the entire station. This will also address the practice of some field
units to report their patrol activities separately.

LAW ENFORCEMENT OPERATIONS: This includes serving an arrest warrant,

carrying out a search warrant, enforcing the Chiefs of Police's visitation rights,
and other anti-criminality operations.

Stopping and Frisking (Pat-Down Search):

Stopping: A police officer can stop someone only when there is a legitimate
suspicion of criminal activity based on past events and the current situation. The
officer must be able to provide specific evidence that, when combined with logical
deductions, justifies the stop.
These facts include, but are not limited to:
1.A criminal offense is being committed.
[Link] subject's activity or manner indicates criminal activity.
[Link] person is in possession of something prohibited.
[Link] person's bulge suggests a weapon.

The person is observed around the scene of an alleged crime and/or runs away
when encountering a police officer.

Frisking: If a person has been stopped and the police officer has good reason to
believe that the individual is carrying a weapon or weapons and poses a threat to
the safety of the police officer or another person, the police officer has the right to
execute a body frisking.
The following situations, among others, may warrant a pat-down search and
body frisking:
1.A visual cue that the person is carrying firearms or some lethal instrument.
[Link] sort of crime allegedly committed by the subject, notably violent offenses
involving the use or threat of a dangerous weapon.
[Link] individual's menacing demeanor.

Checkpoints:
[Link] Leader (TL): Ideally, a police commissioned officer who is in charge of
overseeing and conducting the checkpoint. The Senior Police Non-
Commissioned Officer (PNCO) serves as the Team Leader in the absence of a
PCO.
[Link]/Profiler: They must identify and profile suspected vehicle subjects.
[Link]: They must verify documents and take control of any evidence they
have obtained after conducting searches, seizures, and arrests as appropriate.
[Link] and Arrest Employees: They must conduct searches, confiscate
contraband, and capture offenders.
[Link]/Rear Security: They must provide security in the checkpoint and must
block the area and follow eluding suspects and vehicles.

High-Risk Stop and High-Risk Arrest: This includes the authority to employ
any necessary and appropriate legal methods, including stopping, pursuing, and
restraining any armed and dangerous individuals or persons, whether they are in
a car, boat, or on foot.

Police Defensive Roadblock: A police defensive roadblock is a temporary

installation or hurriedly constructed barricade used to prevent traffic so that an
armed person or suspect inside a car can be neutralized.

Anti-Illegal Drugs Operations:

a. PDEA Obligations: The Philippine Drug Enforcement Agency (PDEA) is in

charge of implementing its provisions. It is responsible for efficiently and
effectively enforcing any drug and/or controlled precursor and essential
chemicals, acting as the Dangerous Drugs Board's implementing arm.

b. Anti-Illegal Drug Operations: Only PNP Drug Enforcement Group Special

Operation Units (PDEGSOUs) and Drug Enforcement Units (DEUs) of LPUs are
permitted to carry out anti-illegal drug operations with PDEA.
c. Combined Operations: Other units may only participate in combined
operations with PDEA and/or the relevant DEUs as support.

d. PNP Warrantless Arrests: 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.

e. Inter-Agency Drug Interdiction Task Group: Information about packages

carrying dangerous drugs, CPECs, and drug paraphernalia must be reported to
PDEA. If necessary, the PNP will offer the task group support and help when
needed.

Anti-kidnapping Operations: The principal unit for anti-kidnapping operations is

the Anti-Kidnapping Group (AKG), which works closely with the LPU, other law
enforcement agencies, and the public.

Cybercrime and Cyber-Related Incident Response Operations: Cybercrime

Response is the term used to describe the actual police involvement in a
cybercrime or cyber-related occurrence where the acquisition of items with
evidentiary value can be traced to the hardware, software, and network of the
computer. The First Responder (FR) must protect and preserve the crime scene
and enlist the help of the station IOC to identify potential evidence when
responding to a cybercrime incident or to a crime scene where Information and
Communication Technology (ICT) equipment (such as computers, digital storage
devices, and other electronic devices) is involved.

INTERNAL SECURITY OPERATIONS: These are actions taken to guarantee

internal security, such as counterterrorism operations and suppressing terrorist
threat groups. The PNP quad concept must be adopted and integrated into
operations under Executive Order 110. It directs the Philippine National Police to
support the Armed Forces of the Philippines in Internal Security Operations for
the Suppression of Insurgency and Other Serious Threats to National Security.

The PNP in an Active Support Role:

The PNP must carry out the following tasks:

a. Lead in ISO Against TGs: The PNP will take the lead in ISO against terrorist
groups (TGs), other threats to national security, and organizations engaging in
armed offensives in “red” operational zones (AFP-PNP JLD No. 3, 2020).
b. Coordination with AFP and Other Uniformed Services: Before conducting
ISO, written coordination with the territory AFP and other uniformed services
must be made. However, it may be acceptable to use technological means
under certain circumstances.

c. Treatment of Crimes Committed by TGs: For areas where crimes

committed by the TG took place, including but not limited to ambushes,
harassment, arson, raids, liquidations, and bombings, the crime scene must be
treated as crime scenes. The Crime Scene Investigation (CSI) will be carried out
by the LPU.

d. LPU Investigation of Specific Places: The LPU will also look into specific
places where armed interactions took place in order to gather information and
gather proof.

PUBLIC SAFETY OPERATIONS: These include critical event management

processes, search, rescue, and retrieval operations, hostage situations,
management of civil disturbances, management of health risks, and other
operations that advance public safety.

This section describes PNP Critical Incident Management Operational

Procedures (CIMOP) and the management of critical incidents:

PNP Critical Incident Management Operational Procedures (CIMOP):

According to policy, the National and Local Peace and Order Council (NPOC) is
responsible for human-induced and man-made critical occurrences, while the
National and Local Disaster Risk Reduction and Management Council is in
charge of handling natural calamities and disasters (NDRRMC). Tasks assigned
to NPOC and NDRRMC’s lower-level entities help the NPOC and NDRRMC,
which are often at the center of crises, must take an active part by setting up its
own Critical Incident Management Committee (CIMC).

Types of Critical Incidents:

[Link] Catastrophes and Calamities: The PNP shall function as the first
responder in the affected region in the case of a natural disaster or calamity to
provide the area security and support for the search, rescue, and retrieval
operations to be led by the local DRRMCs.

[Link] Caused by Humans: In the event of incidents caused by people, the

PNP will react to the following two circumstances:

Stages in Disaster Management:

Proactive Assessment in the Pre-Disaster Stage (Level 1 - Green):

When there isn’t a catastrophe:

a. Risk mapping and locating locations vulnerable to disasters;

This section continues the discussion of disaster management, focusing on
proactive assessment and disaster response:

b. Determining Staging Locations, Evacuation Routes, and Evacuation Hubs:

Proactive measures include determining staging locations, evacuation routes,
and evacuation hubs for disasters such as earthquakes and fires.

c. Trainings, Drills, and Simulations: Trainings, drills, and simulations are

conducted to prepare for disaster response.

d. Regular Task Group and Sub-Task Group Meetings: Regular meetings are
held with the National Disaster Risk Reduction and Management Councils at the
appropriate levels.

e. Capability Audit: A capability audit is conducted to assess human resources,

equipment, supplies, and finances and techniques.

f. Community Awareness Campaign: Community awareness campaigns are

conducted.

g. Community Building Initiatives: Community building initiatives include

cleaning up sewers and waterways, removing unapproved buildings in disaster-
prone locations.

Disaster Response Stage (Level 2 - Red):

Disaster Incident Management. When a natural disaster is about to strike or

when a human-caused tragedy and a natural disaster coincide:

a. Natural Disaster:
b. Incident Induced by HUmans

Alert Levels During Human-Induced Critical Incident:

Level 1 (Low): There is no information to suggest a specific human-induced

critical incident may occur.

Level 2 (Moderate): Human-induced critical incident is possible, but not likely.

Level 3 (High): There is a strong possibility that human-induced critical incident

may occur within a short period of time.

Level 4 (Extreme): A human-induced critical incident has just occurred or has just
been pre-empted.
Post-Disaster Stage (Level 3 - White), Support to Recovery and Rehabilitation
Efforts: Obtaining reports and giving assistance to returning evacuees.