Law Enforcement Operations and Planning with Crime Mapping

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Law Enforcement Operations and Planning with Crime Mapping

COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the principles of planning, the elements and its types;
2. Differentiated the classification of plan; and
3. Familiarized with the steps in police planning and operations.

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. A plan is an organize schedule or sequence by methodical
activities intended to attain a goal and objectives for the accomplishment of mission or assignment. It is a method or way of
doing something in order to attain objectives.
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.” 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.

Police planning

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

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.

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.

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 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.

Strategic planning

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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:
1. VISION – A vision of what a police department should be.
2. LONG-RANGE THINKING – Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. STRATEGIC FRAMEWORK
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

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

FUNDAMENTALS OF POLICE PLANNING

Objectives of Police Planning

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

Expected Results in Planning

1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
9. Increase the commitment of personnel

Characteristics of a Good Police Plan

1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standard of Operation
6. Economy in terms of Resources needed for implementation

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Guidelines in Planning
The five (5) W’s and one (1) H
1. What to do – mission/objective
2. Why to do – reason/philosophy
3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy

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.

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:
1. Synoptic Approaches
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
5. Radical Approach

Synoptic Planning Approach

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.

Steps in Synoptic Planning

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.
6. 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.
7. Select preferred alternatives – there are three techniques to select alternative:

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1. Strategic analysis – this include the study on the courses of actions; suitability studies; feasibility studies;
acceptability studies; and judgment.
a. Suitability – each course of action is evaluated in accordance with general policies, rules and laws.
b. Feasibility – these include the appraisal of the effects of a number of factors weigh separately and
together.
c. Acceptability – those judged to be suitable and feasible are then realized in acceptability studies.
2. 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.
3. Must-wants Analysis – This method of selecting a preferred course of action combines the strengths of both
strategic and cost effectiveness analysis. Must want analysis is concerned with both the subjective weights of
suitability, feasibility, and acceptability and the objectives weights of cost versus benefits.

8. 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.
9. 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.
10. 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.
11. Repeat the Planning Process – repetition of the process of planning enables the planner to thresh out possible
flaws in the plan.

Incremental Planning Approach

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.

Transactive Planning Approach

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.

Advocacy Planning Approach

Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans.

Radical Planning Approach

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.

CONSIDERATIONS IN POLICE PLANNING

1. 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.
2. Secondary Doctrines

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• 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.
3. 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.

4. 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
• Discipline – It is imposed by command or self-restraint to insure supportive behavior.

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the principles of planning, the elements and its types;
2. Differentiated the classification of plan; and
3. Familiarized with the steps in police planning and operations.

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:

1. 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).

2. 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)

3. 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.

Factors Affecting Police Planning

1. 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.
2. 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.
3. Resources Available – Allocation of manpower, money and materials
4. 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.
5. Social and Political Environment – Refers to social and political practices, which will be affected b the plan or plan
affecting these practices, beliefs and norms of society.

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6. 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.
7. 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.

Parts of a Police Operational Plan

1. Security Classification
2. Number of Copies and Pages
3. Name of Headquarters
4. Plan Title or Name
5. Reference – The source of authority in formulating a plan is based on:
• Organizational Policy or Guidelines
• Orders of Superior Officers or Authorities
• Documents, maps, books, etc.
6. Situation – General Situation and Specific Situation
7. Mission
8. Task Allocation
9. Coordinating Instructions – Refers to the manner of giving alarm or signal when encountering such problems which
needs immediate action
10. Command – Refers to the relationship between operating personnel or units with that of Police Headquarters; who to
summon for assistance.
11. Signal – Defines communication network, which is to be used during a particular operation like using passwords.
12. Signature
13. Distribution – Refers to what unit will be given copies of the plan. For instance, A – All units, B – Selected units, C –
Very selected, and D – Only 1 unit

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Law Enforcement Operations and Planning with Crime Mapping

COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the principles of planning, the elements and its types;
2. Differentiated the classification of plan; and
3. Familiarized with the steps in police planning and operations.

1. Reactive Plans are developed as a result of crisis. A particular problem may occur for which the department has no
plan and must quickly develop one, sometimes without careful preparation.
2. Proactive Plans are developed in anticipation of problems. Although not all police problems are predictable, many
are, and it is possible for a police department to prepare a response in advance.
3. Visionary Plans are essential statements that identify the role of the police in the community and the future condition
or state to which the department can aspire. A vision may also include a statement of values to be used to guide the
decision making process in the department.
4. 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.
5. Operational Plans are designed to meet the specific tasks requires to implement strategic plans. There are four
types of operational plan:
1. 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.
2. 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.
3. 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.
4. 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.

OTHER KINDS OF POLICE PLANS

1. 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.
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

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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 o licenses, dissemination of information
about wanted persons, inspection of the PNP headquarters, and the like.

2. 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.
3. 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 consist of two types, namely: (1) those designed to meet every day,
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.
4. 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.
5. 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.
6. 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.
7. 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. 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.

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the principles of planning, the elements and its types;
2. Differentiated the classification of plan; and
3. Familiarized with the steps in police planning and operations.

1. Frame of Reference – This shall base 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.
2. 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.
3. 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.
4. 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.
5. 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.
6. Selecting the Most Appropriate Alternative – A careful consideration of all facts usually leads to the selection of
the best alternative proposal.
7. 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.
8. 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.
9. 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.

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.

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

Planning and Field Operations

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 of 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:
1. Causes of accidents and congestion shall be discovered, facts gathered and analyzed for this purpose;
2. 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

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3. 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.
• 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.

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:
a. 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.
b. 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.
c. SOP #03 – SIYASAT – this SOP prescribes the guidelines in the conduct of inspections to ensure police visibility.
d. 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.
e. 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.
f. SOP #07 – ANTI-TERRORISM –this prescribes the operational guidelines in the conduct of operations against
terrorists and other lawless elements involved in terrorist activities.
g. 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.
h. 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.
i. 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.
j. 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.
k. 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
l. SOP #13 – ANTI-SQUATTING – this SOP sets forth the concept of operation in the campaign against professional
squatters and squatting syndicates.
m. 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.
n. 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.
o. 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.
p. 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.
q. 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.
r. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
s. SOP #19 – ANTI-ILLEGAL LOGGING

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t. SOP #20 – ANTI-ILLEGAL FISHING

u. SOP #21 – ANTI-ILLEGAL DRUGS

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:

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

To curb out the ICU, the PNP should:

1. Prevent by moral persuasion of inept, corrupt and the undisciplined police officer.
2. Re-invent the PNP’S system and procedures to assure everyone a culture of transparency, integrity and honesty and
3. 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.

• 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

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Distinguished constitutional rights from the statutory rights.

ARTICLE III
Bill of Rights

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

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

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

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

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

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

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

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

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

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

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

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

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SECTION 12. (1) Any person under investigation for the commission of an offense shall have the right to be informed of his
right to remain silent and to have competent and independent counsel preferably of his own choice. If the person cannot afford
the services of counsel, he must be provided with one. These rights cannot be waived except in writing and in the presence of
counsel.
(2) No torture, force, violence, threat, intimidation, or any other means which vitiate the free will shall be used
against him. Secret detention places, solitary, incommunicado, or other similar forms of detention are prohibited.

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

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

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

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

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

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

SECTION 16. All persons shall have the right to a speedy disposition of their cases before all judicial, quasi-judicial, or
administrative bodies.

SECTION 17. No person shall be compelled to be a witness against himself.

SECTION 18. (1) No person shall be detained solely by reason of his political beliefs and aspirations.
(2) No involuntary servitude in any form shall exist except as a punishment for a crime whereof the party shall
have been duly convicted.

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

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

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

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

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

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the important concepts of the Police and BFP operations; and
2. Appreciated the topic about Police and BFP operations by applying it in real life situation as a policeman or fireman.

GENERAL PROCEDURES

Regardless of the type of function to be performed and/or police operations to be conducted, all PNP personnel must
know by heart and shall comply and apply the following procedures:

POLICE BLOTTER
Each PNP operating unit shall maintain an official police blotter where all types of operational and undercover
dispatches shall be recorded containing the five “Ws” (who, what, where, when and why) and one “H” (how) of an information.
A police blotter is a logbook that contains the daily registry of all crime incident reports, official summaries of arrest, and other
significant events reported in a police station. A separate Police Blotter, however, shall be maintained for crime incident
reports involving violence against women and children and those cases involving a child in conflict with the law to protect their
privacy pursuant to Republic Act Number (R.A. No.) 9262 (Anti-Violence Against Women and Children Act of 2004) and R.A.
No. 9344 (Juvenile Justice and Welfare Act of 2006), respectively. (Specifications of the police blotter shall be provided by the
concerned PNP office).

POLICE UNIFORM
All members of the police force reporting for duty shall wear the authorized and prescribed uniform. A police officer
shall, at all times, appear presentable, smart and well-groomed before the public.

POLICE NOTEBOOK AND PEN

Every police officer, either on board a mobile car, motorcycle or on foot patrol must always carry with him a police
notebook, a pen and the Miranda Warning card. The notebook, which is approximately pocket- sized, will be used to inscribe
important events that transpire during his tour of duty.

INTER-UNIT COORDINATION
Team Leaders (TL) of Local Police Units operating outside their territorial jurisdiction and National Support Units
(NSUs) shall coordinate, personally or through an official representative, with the Police Office within whose jurisdiction the
operation shall be conducted. Prior to the launching of the operation, except in cases where the formal (in writing) inter-unit
coordination cannot be made due to the nature and/or urgency of the situation such as, but not limited to, cross jurisdictional
pursuit operations, coordination should be made formally using the prescribed Coordination Form (Form “A” - Annexes).
In cases where formal inter-unit coordination is not feasible, the Police Unit concerned shall endeavor to notify the
territorial police office through any practical/available means of communication at anytime during the operation and, if not
possible, shall accomplish and furnish the territorial Police Office a written incident report immediately after the termination of
the operation.

BASIC REQUIREMENTS OF POLICE INTERVENTION OPERATIONS

All police intervention operations (arrest, raid, search and seizure, checkpoint, demolition, civil disturbance
management) shall be conducted:
a. with a marked police vehicle;
b. preferably led by a Police Commissioned Officer (PCO); and
c. with personnel in prescribed police uniform.

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WARNING BY USE OF MEGAPHONES

During actual police intervention operations, the TL shall use peaceful means including the use of megaphones or
any other similar instruments to influence/warn the offenders/suspects to stop and/or peacefully give up.

WARNING SHOTS
The police shall not use warning shots during police interventions.

USE OF FORCE
1. Issuance of Warning
The police officer must first issue a warning before he could use force against an offender. The warning is
issued for the police officer to identify himself and to give opportunity to the offender to surrender. The duty to issue a
warning is however not absolute. The directive to issue a warning is necessary only in situations where several
options are still available to the police officer but in cases where the threat to the life of a police officer is already
imminent, and there is no other option but to use force to subdue the offender, the law enforcer’s failure to issue a
warning is excusable.20

2. Reasonable Force
During an armed confrontation, only such necessary and reasonable force should be applied as would be
sufficient to overcome resistance put up by the offender; subdue the clear and imminent danger posed by him; or to
justify the force/act under the principles of self-defense, defense of relative, or defense of stranger. The
Officer-in-Charge of the operation shall, at all times, exercise control over his men in the area, and shall exhaust all
possible means so that no innocent civilian is caught in the crossfire. The reasonableness of the force employed will
depend upon the number of aggressor, nature and characteristic of the weapon used, physical condition, size and
other circumstances to include the place and occasion of the assault. A police officer, however, is not required to
afford a person attacking him the opportunity for a fair or equal struggle. His duty requires him to overcome his
opponent. In the lawful performance of his duty, the police officer must stand his ground to accomplish his mandated
task of enforcing the law and maintenance of peace and order.

3. Use of Weapon
The excessive use of force is prohibited. The use of weapon is justified if the suspect poses imminent
danger of causing death or injury to the police officer or other persons. The use of weapon is also justified under the
Doctrines of Self-Defense, Defense of Relative, and Defense of Stranger. However, one who resorts to self-defense
must face a real threat on his life, and the peril sought to be avoided must be actual, imminent and real. Moreover,
unlawful aggression should be present for self-defense to be considered as justifying circumstance.

4. Reportorial Requirements
Any police officer who used his firearm against a suspect must submit an after-encounter report outlining the
circumstances necessitating the use of weapon against the suspect.

MOVING VEHICLES
A moving vehicle shall not be fired upon except when its occupants pose imminent danger of causing death or injury
to the police officer or any other person, and that the use of firearm does not create a danger to the public and outweighs the
likely benefits of its non-use. In firing upon a moving vehicle, the following parameters should be considered:
a. the intent of the fleeing suspect/s to harm the police officer or other persons;
b. the capability of the fleeing suspect/s to harm in certainty the police officer or other persons; and
c. accessibility or the proximity of the fleeing suspect/s with the police officer and other persons.

THINGS TO BE DONE AFTER AN ARMED CONFRONTATION

Immediately after an armed confrontation, the Officer-in-Charge shall:
a. Secure the site of confrontation;
b. Take photographs;
c. Check whether the situation still poses imminent danger;
d. Evacuate the wounded to the nearest hospital;
e. Ensure that all persons who died on the spot are not moved from their original position. Arrested
suspects, on the other hand, should be kept in isolation;
f. Conduct debriefing on all involved PNP operatives; and
g. Submit After-Operations Report

INVESTIGATION BY THE TERRITORIAL UNIT CONCERNED

The Police Unit which has territorial jurisdiction over the area where the armed confrontation occurred shall
immediately undertake the necessary investigation and processing of the scene of the encounter. The Scene of the Crime

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Operation (SOCO) team shall conduct Crime Scene Processing upon request. In cases of armed confrontation wherein a
suspect dies, the TL of the operating unit shall submit the incident for inquest before the duty Inquest Prosecutor prior to the
removal of the body from the scene except in areas where there are no Inquest Prosecutors. In which case, the territorial
police unit can proceed with the investigation.

BASIC PROCEDURES

PATROL PROCEDURES

Duties and Responsibilities of Patrol Officers

a. Attend the Roll Call Formation before his Tour of Duty for briefing and likewise attend the after Tour of Duty
formation for debriefing;
b. Patrol the assigned beats, observe and check suspicious people, structures/buildings, compounds and vehicles;
c. Respond to calls, entertain complaints, initiate the investigation and protection of the scene and minimize the
after effects of accidents, fires and other catastrophes;
d. Observe and monitor public gatherings, prevent disorders and disperse unlawful assemblies;
e. Prevent crimes and arrest sighted law violators, assuring the public that peace is preserved;
f. Inspect and/or conduct surveillance in various places of business establishments and other installation and
remove hazards to public safety;
g. Assist personnel of responsible agencies/unit in facilitating the flow of traffic at busy intersections/roads within his
Area of Responsibility (AOR), assist and provide pedestrian information such as directions and street locations;
h. Conduct home visitations when circumstances warrants, ugnayans/dialogues with the residents in their beat;
i. Report occurrences and conditions which relate to crime, public peace, order and safety;
j. Enforce city/municipal ordinances on liquor establishments and night clubs, cabarets and all houses of ill-reputes;
and
k. Check suspicious vehicles (private, public, or commercial/ delivery vehicles) along the highways in the course of
their patrol.
l. Patrol Officers shall wear the prescribed patrol uniform.
m. Patrol Officers must have the equipment necessary in the performance of their duty.

Patrol Guidelines
a. Observe precautionary measures and personal safety while on patrol.
b. Practice defensive driving and follow traffic rules and regulations.
c. Select routes which provide best visibility.
d. Be observant of people, places, situations or conditions and develop a suspicious attitude especially if the
subject appears to be slightly out of the ordinary.
e. Use tact and persuasiveness when conducting spot inquiry or questioning individuals for information.
f. When requiring a suspicious person or any individual for identification, avoid taking the wallet or bag in which the
cards/documents are placed. Let the individual remove and hand them to you.
g. Be familiar, as much as possible, with known criminals/ex- convicts residing in or frequenting the patrol beat.
h. Be on the alert for loiters.
i. Keep under close observation actions of juveniles, trouble makers/ agitators and the mentally ill/retarded persons.
j. Observe the practice of “shaking doors” of unguarded business establishments during night patrol. Check for
signs of intrusion.
k. When checking suspicious persons, places, buildings/establishments and vehicles especially during nighttime,
be prepared to use your service firearm. Flashlight should be held tightly away from the body to avoid making you a
possible target.
l. Be familiar with stay-in employees of business establishments in your beat.
m. Establish good rapport with the people in your beat.
n. Keep watch of uninhabited homes.
o. Patrol members should avoid loitering in theaters, restaurants and other recreational places.
p. Develop contacts by getting to know as many people as possible who can give factual information about crime
condition in the patrol beat.
q. Patrol members must be always on the look-out for indications of vices and other illegal activities in their beat.
r. Patrol members must be knowledgeable of all conditions, events and details of places in their beat.

Guidelines and Procedures when Responding to Calls for Police Assistance

a. Gather and note down in your patrol logbook all available data as to the nature of the calls, date, time and name
of the caller. It may be regular, urgent or emergency in nature.
b. In all cases, the driver of the mobile patrol should avoid reckless driving.

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c. The manner of approach will be dependent on the nature of the call either with haste/secrecy or with/without
flashing lights and sirens.
d. Consider the pertinent factors like the time, condition of traffic, the possibility of greater damage and the
neighborhood characteristics.
e. Stop the car at some distance away from the scene.
f. Approach the scene on foot in complete silence and exercising extreme caution.
g. Immediately attend to the injured unless the other members of the patrol are in immediate danger.
h. Focus all efforts to arrest criminals; however, priority shall be given to aiding the injured.
i. Determine the crime committed, identify and question briefly the victim/complainant and possible witnesses at the
scene.
j. When the suspects or criminals have fled the scene before your arrival, immediately relay the composition,
armament, appearance, and mode and direction of escape of the suspects to the Tactical Operation Center (TOC) for the
conduct of dragnet operations.
k. When responding to street fights/brawls, the patrol member should call for back-up before intervening. If there
are no injuries and insufficient corroborative statements obtained to identify who started the fight, disperse the crowd and
make complete notes.
l. Never treat calls or complaints of loud noises caused by barking dogs, drunks, appliances and parties as
negligibleor a nuisance. They only need courteous and tactful intervention and not enforcement actions.
m. When responding to call for police assistance due to planted or found explosives, never attempt to handle, move
or lift the object. Instead contact TOC and request for Explosive Ordnance Disposal Team (EODT). On-lookers must be
promptly led to a safe distance.
n. When responding to calls from owners of beerhouses, bars or inns or any other similar establishments during night
time, request the owner to put the lights on first before entering the establishments.
o. Do not attempt to arbitrate and resolve conflicts/differences between neighbors, landlords/tenants, husband and
wife. However, you should allow both sides to tell their stories.

Protecting and Preserving the Crime Scene

a. Respond as soon as possible. Record the time of arrival, weather condition and situation at the crime scene, and if
possible, take photographs of the scene and its immediate vicinity.
b. Establish the police lines and exclude unauthorized persons from the scene.
c. Avoid touching or stepping on anything that may represent evidence.
d. Check and protect adjacent areas from the scene where firearms, footprints, dropped articles and bloodstains
could be found.
e. Look for the presence of bloodstains and other body fluids.
f. Turn over all initial information and pieces of evidence gathered to the responding investigation unit/elements.

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the important concepts of the PCG operations and other law enforcement units; and
2. Appreciated the topic about PCG operations and other law enforcement units by applying it in real life situation when
applied in the job position.

The Philippine Coast Guard (PCG) is an armed and uniformed service primarily tasked with enforcing all applicable
laws within the Philippine waters, conducting maritime security operations, safeguarding of life and property at sea and
protecting the marine environment and resources.

The PCG is likewise mandated to conduct MARITIME LAW ENFORCEMENT (MARLEN) and implement laws on
fisheries (and poaching), immigration, tariff and customs, forestry, firearms and explosives, human trafficking, dangerous
drugs and controlled chemicals, and to implement the revised penal code and all other applicable laws within the country’s
maritime jurisdiction and battle transnational crimes.

The PCG is authorized to board and inspect all watercrafts suspected to be involved in or used in illegal trade. PCG
personnel are also deemed agents of BFAR, Immigration, Customs, DENR, PDEA, and INTERPOL in the performance of its
MARLEN function.

As a maritime organization under RA 9993, it is deputized by 21 government agencies to perform maritime law
enforcement functions directed towards the suppression of piracy, smuggling, poaching, illegal fishing, illegal entry, human
smuggling, illegal logging, drug trafficking, gun running and terrorist activities.

PCG'S FOUR FUNCTIONAL AREAS

Maritime Safety (MARSAF)

The best way to promote safety of life and property at sea is the implementation of maritime safety rules and
regulations. With the expertise of the PCGA members, it can be essential and more effective to render such expertise in
assisting the PCG through the following:
1. Perform as Associate Port State Control Inspector after proper orientation by Coast Guard PSC officers.
2. Report to the PCG noted vessel deficiencies, particularly those of vessels carrying passengers and those carrying
hazardous cargoes.
3. Provide competent instructors during trainings conducted by the PCG and when requested, to make available
technically competent PCGA members to assist in the conduct of ship inspection and/or marine casualty
investigations.
4. Assist the PCG in providing courses, seminars and workshops on water safety, such as, boat handling, typhoon
doctrines, and safety procedures during search and rescue operations conducted by local governments and
non-governmental organizations (NGOs).
5. In coordination with the PCG, help provide seminars for fishermen and other coastal communities whose means of
livelihood is dependent on fishing and small boat travel in order to explain the effects of tropical cyclones (tropical
depression, tropical storm and typhoon) and the importance of adhering to the Coast Guard regulations governing
movement of vessels during heavy weather and also in the absence of any Public Storm Warning Signal.

Maritime Search and Rescue (MARSAR)

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The PCG is mandated to conduct Search and Rescue operations and to respond to ship emergency situations. As
such, the PCGA shall assist through the following actions:
1. Provide assets, such as, aircrafts, vehicles, vessels, tugs, barge, motor bancas, jet ski, rubber boats or any available
transportation that would be of aid in SAR operations;
2. Share expertise/knowledge on special cases or emergency situations that arise;
3. Provide medical assistance to victims and affected individuals;
4. Provide/assist on relief operations;
5. Provide manpower as necessary;
6. In no occasion that the PCGA will conduct a SAR without the permission of the CPCG, Commander Coast Guard
District or Station; except while at sea or when communication is hampered or is not available, in which case, the
PCGA shall render the appropriate report at the first opportunity after arrival at shore.

Marine Environmental Protection (MAREP)

The promulgation of the Philippine Coast Guard Law of 2009 vested in the PCG the power to enforce laws and
promulgate and administer rules and regulations for the protection of the marine environment and resources from offshore
sources of pollution within the maritime jurisdiction of the Philippines. In the performance of such functions, the PCGA may
assist the PCG through the following:
1. When appropriate, provide technical assistance/expertise to the PCG on matters pertaining to marine environment
protection (MEP);
2. Assist in the conduct of lectures and training to promote public awareness on marine environment protection;
3. Assist the PCG in the conduct of oil spill response operations;
4. Participate in marine pollution exercises;
5. Assist the PCG in the protection and preservation of marine protected areas (MPAs);
6. Conduct river/coastal clean-up activities and participate/coordinate the annual International Coastal Cleanup (ICC);
7. Conduct mangrove-planting activities;
8. Conduct coral reef assessments / protection / reforestation /preservation;
9. Promote eco-tourism in the country;
10. Assist the PCG in rescuing and monitoring of stranded marine mammals.

Maritime Community Relations (MCOMREL)

The PCGA is mandated to assist the PCG in enhancing maritime community relations through the conduct of civic action,
participation under the National Service Training Program (NSTP), youth development projects, promotion of recreational
safety and other related activities.
1. CIVIC ACTION
The following activities are authorized for the PCGA to undertake:
a. Medical/Dental/Legal missions
b. Feeding programs
c. Relief operations
d. Livelihood training

2. YOUTH DEVELOPMENT and NATIONAL SERVICE TRAINING PROGRAM (NSTP)

The youth development program approved by the Coast Guard for the PCGA involves a creative strategy which
gives the youth the chance to gain the realization of their worth in the society. It further provides them with avenues of
participation towards this end. Youth development programs may include activities in sports, socialization, skills training,
and other forms of youth advancement and contribution to the community. Such activities may include:
a. Livelihood and vocational training
b. Public service and youth relationship enhancement
c. Emergency response familiarization and training
d. Sports and athletics activities
e. Values development
f. Sea-scouts activities

The participation of the PCGA in the NSTP program of the PCG to be implemented in tertiary level schools shall
be as defined in the PCG Circular to be issued by the Commandant in coordination with the Commission on Higher
Education (CHED

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Familiarized with the historical development of crime mapping; and
2. Recognized the significant events/things in the development of crime mapping.

HISTORICAL DEVELOPMENT OF CRIME MAPPING

Interestingly, the earliest efforts at crime mapping can be traced to the roots of the discipline of criminology itself. In
the early 19th century, a number of studies examined the distribution of crime in France and England. Brantingham and
Brantingham (1991a) provided an overview of some of the findings of the main studies from this era. Guerry and Quetelet
mapped crimes in France at the department level and found that crimes were not distributed evenly across departments. They
also found that there was stability over time in both areas with high crime and areas with low crime over time. These findings
were echoed in England with studies by Plint, Glyde, and Mayhew.

In the United States, Shaw and McKay’s (1942) seminal study of juvenile delinquency in Chicago made extensive
use of crime maps. Shaw and McKay borrowed Park and Burgess’s (1924) ecological model and divided the city into five
different zones. They found that the zone adjacent to the central business district, the zone of transition, perpetually suffered
from the highest rates of juvenile delinquency and other social problems regardless of the specific ethnic group occupying the
zone at the time. This research was instrumental in popularizing social disorganization theory and inspired a number of similar
mapping projects in Chicago; Philadelphia; Richmond, Virginia; Cleveland, Ohio; Birmingham, Alabama; Denver, Colorado;
Seattle, Washington; and other cities.

The late 1960s and early 1970s were critical for the development of crime mapping. In 1966, the Harvard Lab for
Computer Graphics and Spatial Analysis developed SYMAP (Synagraphic Mapping System), one of the first widely
distributed computerized mapping software programs. The Environmental Science and Research Institute was founded in
1969 and in the subsequent decades emerged as one of the top distributors of GIS software, including the current ArcView
and ArcGIS software packages. Also around this time, the U.S. Census Bureau began the ambitious GBF-DIME (Geographic
Base Files and Dual Independent Map Encoding) project, which was used to create digitized street maps for all cities in the
United States during the 1970 census (Mark, Chrisman, Frank, McHaffie, & Pickles, 1997). These advances were necessary
for the development of GIS programs used in crime mapping.

In the mid-1970s and early 1980s, a crisis of confidence in traditional police practices emerged following the results
of studies, such as the Kansas City Preventative Patrol experiment, that suggested that the police were not effective in
combating crime (Weisburd & Lum, 2005). Goldstein’s (1979) problem-oriented policing emerged as a response to this crisis
and emphasized that policing should involve identifying emerging crime and disorder problems and working to address the
underlying causes of these problems. Academic interests in the field of criminology also began to shift during this time. While
many criminologists were concerned with causes of crime that were outside the sphere of influence of police agencies (e.g.,
economic depravation, differential association, and social bonds), a number of researchers, such as Jeffery (1971), Newman
(1972), and Cohen and Felson (1979), began discussing factors that contribute to the occurrence of crime that were more
amenable to intervention. The combination of the shift in theoretical focus in criminology and the shift in the philosophy of
policing yielded new opportunities for crime mapping and initiated a resurgence of research on both the geography of crime as
well as crime prevention strategies involving crime mapping.

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Accompanying these early efforts in crime mapping were developments in the profession of policing that provided
additional opportunities for crime mapping. In the late 19th and early 20th centuries, the professionalization movement in
policing encouraged police organizations to compile statistics documenting the extent of crime in their jurisdictions. In fact, one
of the main justifications for the creation of Federal Bureau of Investigation was for the explicit purpose of documenting the
extent of crime in the United States through the Uniform Crime Reporting program (Mosher, Miethe, & Phillips, 2002). During
this time, many agencies began compiling crime statistics and conducting analyses of crime data. Crime mapping was
primarily done using pin maps, which were very time-consuming and provided only a basic visualization of crime patterns.

THE USE OF COMPUTERIZED CRIME MAPPING

Computerized crime mapping technology enables law enforcement agencies to analyze and correlate data
sources to create a detailed snapshot of crime incidents and related factors within a community or other geographical area.
Interest in this technology within the law enforcement community appears to be gaining momentum, but until recently no
systematic data existed on how widely it is used.

As a first step in understanding law enforcement agencies’ knowledge of crime mapping, the Crime Mapping
Research Center (CMRC) of the National Institute of Justice (NIJ) conducted the nationwide Crime Mapping Survey over
15 months to determine who uses geographical information systems (GIS) and why other agencies are not using this
mapping technology. Based on the survey findings, the CMRC will further develop its understanding of how law enforcement
agencies use GIS software and the types of maps they produce. The CMRC will then identify training and technical assistance
needs, further develop crime mapping resources, and disseminate information to researchers and practitioners.

Computerized crime mapping allows law enforcement agencies to plot crime-related data against a digitized map
of a community, city, or region. Crime-related data then can be compared and analyzed with other external data sources. Half
of the departments that use computerized mapping report using such external sources as census data, city planning data,
parks information, property assessment data, utilities information, and other data sources in conjunction with their crime data.
This suggests that many departments consider spatial relationships between crime and other community-level characteristics.

Crime incident data can be geocoded (assigning an x and y coordinate to an address so it can be placed on a map)
by using either street centerlines (every address within a block is encoded) or parcels (each piece of land that can be bought
or sold is encoded). The majority of departments (77 percent) reported using street centerline reference files for geocoding
and crime mapping. Many departments (25 percent) also reported using parcel database reference files for geocoding and
crime mapping.

CRIME MAPPING IN THE PHILIPPINES

The Cordillera police director, Chief Superintendent Benjamin B. Magalong developed a GIS-based tool during
2012 for more accurate crime analysis and internal security operation. The tool for crime-mapping and tracking criminals and
other threat groups has been developed with the assistance and support of civilian engineers and students from different
colleges and universities in the region.

In a report to Philippine National Police (PNP) Chief, Magalong stated that the ‘E-Blotter’ and ‘Mobile Tracking
System of Patrol Vehicles in the region are also incorporated in the GIS project to further improve the police’s response time
on any incident. With the help of this new system, local patrol vehicles can be monitored for easier dispatch in any incident,
accident or disaster-hit areas.

Examples of Crime Mapping

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CRIME MAPPING: DEFINITION, FUNCTIONS, USES AND FEATURES

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

Uses of Crime Mapping

• In tactical crime analysis, crime mapping is used to identify immediate patterns for crimes such as residential and
commercial burglary, auto theft, and theft from vehicles. For example, spatial analysis of auto theft incidents may reveal
clusters of activity at specific locations that might indicate a crime pattern.

• In strategic crime analysis, crime mapping is utilized in long-term applications to analyze the relationship between criminal
activity and indicators of disorder, such as a high volume of vacant property or disorder calls for service; to assist in
geographic and temporal allocation of resources, such as patrol officer scheduling and determination of patrol areas; to
examine patterns of crime at or around specific locations, such as schools, bars, or drug treatment centers; to calculate crime
rate information, such as numbers of residential burglaries per household; and to incorporate crime data with qualitative
geographic information, such as information on teenage hangouts, student pathways to school, or drug and prostitution
markets.

• In administrative crime analysis, crime mapping is a valuable tool used by police, researchers, and media organizations to
convey criminal activity information to the public. Web sites operated by police departments and news organization routinely
post maps that depict areas of crime, along with corresponding tables and definitions. For example, police agency can reduce
citizen requests for neighborhood crime information by placing monthly or weekly crime maps on a Web site that members of
the public can access using computers in their homes or at the local library.

Geographic Features
A geographic information system translates physical elements in the real world— such as roads, buildings, lakes, and
mountains—into forms that can be displayed, manipulated, and analyzed along with police information such as crime, arrest,
and traffic accident data. A GIS uses four types of features to represent objects and locations in the real world; these are
referred to as point, line, polygon, and image features.

1. Point Features
A point feature is a discrete location that is usually depicted on a GIS-generated map by a symbol or label. A point
feature is analogous to a pin placed on a paper wall map. A GIS uses different symbols to depict the locations of data
relevant to the analysis, such as crimes, motor vehicle accidents, traffic signs, buildings, police beat stations, and cell
phone towers.

2. Line Features
A line feature is a real-world element that can be represented on a map by a line or set of lines. Other types of line
features include rivers, streams, power lines, and bus routes.

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Point and Line Feature Example:

3. Polygon Features
A polygon feature is a geographic area represented on a map by a multisided figure with a closed set of lines.
Polygons can represent areas as large as continents or as small as buildings; in GIS-generated maps they may be
used to depict county boundaries, city boundaries, parks, school campuses, or police districts.

Polygon Feature Example:

4. Image Features
An image feature on a GIS-generated map is a vertical photograph taken from a satellite or an airplane that is
digitized and placed within the appropriate coordinates. Such photos, which may appear in black and white or color,
show the details of streets, buildings, parking lots, and environmental features (landscaping).

Image Feature Example:

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the different theories of crime, place, and environmental design; and
2. Demonstrated appreciation to the theories of crime by acknowledging it in solving crime analysis.

There are four basic theories of crime, and knowing and understanding each one is imperative for one to succeed in
any legal profession. Whether one desires to become a lawyer, crime scene investigator, law enforcement officer, they will
need to understand the different theories of crime. Understanding these theories will help with dispute resolution, crime
identification, and justice for all.

1. Classical Theory
Characteristics or Beliefs of Theory Solutions to Crime
● Crime is caused by the individuals free will ● Punishment is a necessary evil sometimes
● Human beings are rational and make decisions intended to deter criminals and serve as an
freely and with understanding of consequences example to those who would violate the law
● Crime is an immoral form of human behavior ● Crime prevention is possible through swift and
● Such behavior weakens society certain punishment that counters possible gains
- Punishment is a necessary evil sometimes from criminal behavior
intended to deter criminals and serve as an ● More prisons and stiffer criminal laws with greater
example to those who would violate the law penalties for offenders are the best solutions to
- Crime prevention is possible through swift and crime
certain punishment that counters possible
gains from criminal behavior
● More prisons and stiffer criminal laws with greater
penalties for offenders are the best solutions to
crime

2. Biological Theory
Characteristics or Beliefs of Theory Solutions to Crime
● The basic determinants of human behavior are to a ● Historically, individuals with genetic defects have
considerable degree, determined by genetics been sterilized (meaning there will be no offspring)
● These basic determinants of human behavior may ● Research to find genes that encourage criminal
be passed from one generations to the next behavior
● Human DNA, environmental contaminants, ● Research into medicines (tranquilizers,
nutrition, hormones, trauma to the brain, exposure anti-psychotic drugs and other mood altering drugs
to drugs and alcohol during pregnancy and body to control behavior)
chemistry can all contribute to criminal behavior.

3. Sociological Theory
Characteristics or Beliefs of Theory Solutions to Crime
● Social Environment as the cause of criminal ● Positive alternatives divert people’s actions away
behavior from criminal activity and create a sense of
● Weak, broken bonds with family, school, religion as belonging, competence, and empowerment
catalyst to human behavior ● Social programs that change the cultural and social
● People engage in criminal behavior because they conditions that lead people to crime
do not see the benefits of adhering to conventional

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social values and believe that crime is a way to ● Government programs with funding to alleviate
improve their social, financial conditions poverty
● Positive alternatives divert people’s actions away
from criminal activity and create a sense of
belonging, competence, and empowerment
● Social programs that change the cultural and social
conditions that lead people to crime
● Government programs with funding to alleviate
poverty

4. Interactionist Theory
Characteristics or Beliefs of Theory Solutions to Crime
● Association with other criminals is the factor most ● Offenders have the responsibility and ability to
contributing to criminal behavior among individuals. change their own behaviors
● Failure of self-direction and inadequate social roles ● Opportunities for positive interaction with society
are the root causes of behavior will enable the criminal to choose productive and
● Individuals are looking for acceptance, social lawful behaviors to meet needs
standing and power within that group
● Offenders have the responsibility and ability to
change their own behaviors
● Opportunities for positive interaction with society
will enable the criminal to choose productive and
lawful behaviors to meet needs

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Understood the different theories of crime, place, and environmental design; and
2. Demonstrated appreciation to the theories of crime by acknowledging it in solving crime analysis.

Traditionally, the community has turned to the police and the judicial system to protect them by deterring criminals
and punishing offenders. The general public’s indifference towards self-protection arises mainly from the lack of knowledge of
the means of protection, and perhaps a perception that somebody else - the government or insurance companies - bears most
of the cost of theft and vandalism.

On the other hand, Crime Prevention Through Environmental Design (CPTED) asserts that the community,
homeowners, planners, developers and architects can play a greater role in protecting the community and themselves from
crime by integrating CPTED principles and concepts into the design and management of the physical environment. In this
connection, CPTED may be viewed as a subset of the total set of measures required for effective crime prevention and
control.

The basis of Crime Prevention Through Environmental Design (CPTED) is that proper design and effective use of
the built environment can reduce the incidence and fear of crime. This in turn leads to improvements in the quality of life.

In contrast to the approach of addressing crime concerns by implementing visually affronting security or target
hardening measures such as locks, hard barriers, security gates, security patrols, etc., CPTED promotes high quality and
visually pleasing solutions as first responses that aim to enhance the legitimate use of space. CPTED can be applied without
interfering with the normal use of the space. It is easy to apply and can be economical to implement, especially if it is done
early at the planning and design stages of a project.

THE FOUR PRINCIPLES OF CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN (CPTED)

1. Natural surveillance
The fundamental premise is that criminals do not wish to be observed. Surveillance or the placing of
legitimate ‘eyes on the street’ increases the perceived risk to offenders. This may also increase the actual risk to
offenders if those observing are willing to act when potentially threatening situations develop. So the primary aim of
surveillance is not to keep intruders out (although it may have that effect) but rather, to keep intruders under
observation. Natural surveillance can be achieved by a number of techniques. The flow of activities can be
channeled to put more people (observers) near a potential crime area. Windows, lighting and the removal of
obstructions can be placed to improve sight lines from within buildings.

2. Natural access control

Natural access control relies on doors, fences, shrubs, and other physical elements to keep unauthorized
persons out of a particular place if they do not have a legitimate reason for being there. In its most elementary form,
access control can be achieved in individual dwellings or commercial establishments by the use of adequate locks,
doors and window barriers. However, when one moves beyond private property to public or semi-public spaces, the
application of access control needs more care. Properly located entrances, exits, fencing, landscaping and lighting
can subtly direct both foot and vehicular traffic in ways that decreases criminal opportunities. Access control can be
as simple as locating a front office to a warehouse. While access control is more difficult on streets and areas that are
entirely open to public use, there are other techniques for controlling access in these circumstances. For example,
nonphysical or psychological barriers can be used to achieve the objective of access control. These barriers may

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appear in the form of signs, paving textures, nature strips or anything that announces the integrity and uniqueness of
an area. The idea behind a psychological barrier is that if a target seems strange, or difficult, it may also be
unattractive to potential criminals. Because any strategy that fosters access control is also likely to impede
movement, careful consideration should be given to access control strategies. Such strategies may limit the
opportunity for crimes, but should not hinder the mobility of potential victims.

3. Territorial reinforcement
People naturally protect a territory that they feel is their own, and have a certain respect for the territory of
others. Clear boundaries between public and private areas achieved by using physical elements such as fences,
pavement treatment, art, signs, good maintenance and landscaping are ways to express ownership. Identifying
intruders is much easier in such well-defined spaces. Territorial reinforcement can be seen to work when a space,
by its clear legibility, transparency, and directness, discourages potential offenders because of users’ familiarity with
each other and the surroundings.

4. Maintenance and management

This is related to the neighborhood’s sense of ‘pride of place’ and territorial reinforcement. The more
dilapidated an area, the more likely it is to attract unwanted activities. The maintenance and the ‘image’ of an area
can have a major impact on whether it will become targeted.
Another extension of the concept is that territorial concern, social cohesion and a general sense of security
can be reinforced through the development of the identity and image of a community. This approach can improve not
only the image of the population has of itself, and its domain, but also the projection of that image to others.
With clear spatial definitions such as the subdivision of space into different degrees of public/semi-public/
private areas and the raising of standards and expectations, the level of social estrangement would decline. This is
known to be related to reduction in opportunities for aberrant or criminal behavior, such as vandalism.
Maintenance and management need to be considered at the design stage, as the selection of materials
and finishes will impact on the types of maintenance regimes that can be sustained over time. For example, plant
material should be selected for its size at maturity to avoid blocking of sight lines.

THE “THREE D” APPROACH

CPTED involves the design of the physical space in the context of the normal and expected use of that
space by the users as well as the predictable behavior of people around the space. CPTED emphasizes the connection
between the functional objectives of space utilization and behavior management. Conceptually, the four CPTED principles are
applied through the 3-D approach, i.e. Designation, Definition and Design. The 3-D approach is a simple space assessment
guide that helps the user in determining the appropriateness of how a space is designed and used. The 3-D concept is based
on the three functions or dimensions of human space:
1. All human space has some designated purpose.
2. All human space has social, cultural, legal or physical definitions that prescribe desired and acceptable behaviors.
3. All human space is designed to support and control the desired behaviors.

By using the “Three D’s” as a guide, space may be evaluated by asking the following questions:

1. DESIGNATION
• What is the designated purpose of this space?
• For what purpose was it originally intended?
• How well does the space support its current use or its intended use?
• Is there a conflict?

2. DEFINITION
• How is space defined?
• Is it clear who owns it?
• Where are its borders?
• Are there social or cultural definitions that affect how space is used?
• Are legal or administrative rules clearly set out and reinforced in policy?
• Are there signs?
• Is there conflict or confusion between purpose and definition?

For example, in a given space, certain behavior or activities may be socially or culturally discouraged while others
may be clearly prohibited by display of written instructions or rules. On the other hand, what is not acceptable in a certain
space may be acceptable in others.

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3. DESIGN
• How well does the physical design support the intended function?
• How well does the physical design support the desired or accepted behaviors?
• Does the physical design conflict with or impede the productive use of the space or the proper functioning of the intended
human activity?
• Is there confusion or conflict in the manner in which physical design is intended to control behavior?

Consideration of these questions may reveal areas that requires changes or improvements. For example, a space
may need to have a designated purpose, it may need to be more clearly defined, or it has to be better designed to support the
intended function. Once these questions have been considered, the information received may be used as a means of guiding
decisions about the design or modification of the space so that the objectives of space utilization as well as natural
surveillance, natural access control, territorial reinforcement and maintenance and management can be better achieved.

BASIC DESIGN AND MANAGEMENT STRATEGIES

The four CPTED principles can be translated into various planning and design strategies that would enhance
security. These strategies can be categorized as follows:
1. Allow for clear sight lines,
2. Provide adequate lighting,
3. Minimize concealed and isolated routes,
4. Avoid entrapment,
5. Reduce isolation,
6. Promote land use mix,
7. Use of activity generators,
8. Create a sense of ownership through maintenance and management,
9. Provide signs and information and
10. Improve overall design of the built environment.

The decision of which strategy or combination of strategies to apply will depend on the site condition, the functional
requirements and the desired programming of the space, as well as the design intent.

SIGHT LINES
Sight line is defined as the desired line of vision in terms of both breathe and depth. The inability to see what is
ahead along a route due to sharp corners, walls, earth berms, fences, bushes or pillars can be serious impediments to the
feeling of being safe. Large columns, tall fences, over grown shrubbery and other barriers blocking sight lines adjacent to
pedestrian paths could shield an attacker. Alternatively, low hedges or planters, small trees, wrought iron or chain-link fences,
transparent reinforced glass, lawn or flower beds, benches allow users to see and be seen and usually discourage crime and
vandalism.

LIGHTING
Sufficient lighting is necessary for people to see and be seen. From a security point of view, lighting that is
strategically placed can have a substantial impact on reducing the fear of crime. A basic level of lighting should allow the
identification of a face from a distance of about 10 meters for a person with normal vision.

CONCEALED OR ISOLATED ROUTES

Concealed or isolated routes are often predictable routes that do not offer alternative for pedestrians. An attacker
can predict where pedestrians will end up once they are on the path. Examples are underpasses, pedestrian overhead
bridges, escalators and staircases. Predictable routes are of particular concern when they are isolated or when they terminate
in entrapment areas.

ENTRAPMENT AREAS
Entrapment areas are small, confined areas near or adjacent to well-travelled routes that are shielded on three
sides by some barriers, such as walls or bushes. Examples are lifts, tunnels or bridges, enclosed and isolated stairwells, dark
recessed entrances that may be locked at night, gaps in tall vegetation, a vacant site closed from three side by barriers,
narrow deep recessed area for fire escape, grade-separated driveways or loading/ unloading areas off a pedestrian route.
Parking lots, petrol kiosks and school buildings isolated by school yards can also become entrapment areas, especially when
there is less activity after operating hours.

ISOLATION

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Most people feel insecure in isolated areas especially if people judge that signs of distress or yelling will not be seen
or heard. People may shy away from isolated areas and in turn such places could be perceived to be even more unsafe.
Natural surveillance from adjoining commercial and residential buildings helps mitigate the sense of isolation, as does
planning or programming activities for a greater intensity and variety of use. Surveillance by the police and other security
personnel to see all places at all times is not practical, nor economical. Some dangerous or isolated areas may need formal
surveillance in the form of security hardware, i.e. audio and monitoring systems. Aside from its cost, the hardware must be
watched efficiently and attentively by staff trained for emergencies.

LAND USE MIX

A balanced land use mix is important for environmental, economic, aesthetic and safety reasons. Mixed uses must
be compatible with one another and with what the community needs. For a residential development, a number of uses can be
included by having a main street, a town square or park, prominent civic buildings and above all the ability of residents to walk
to the place of work, to day care centers and to shops. The social value of frequenting local businesses provides a sense of
security and safety as the local business people “watch” the street. Generally, any design concept that encourages a land use
mix will provide more interaction and a safer place.

ACTIVITY GENERATORS
Activity generators are uses or facilities that attract people, create activities and add life to the street or space and
thus help reduce the opportunities for crime. Activity generators include everything from increasing recreational facilities in a
park, to placing housing in the central business district or adding a restaurant to an office building. They can be provided on a
small scale or be added as supporting land use, or intensifying a particular use.

OWNERSHIP, MAINTENANCE AND MANAGEMENT

Sense of ownership, or territoriality, is often considered a vital factor in making a place safer. Taking responsibility and
caring for an environment helps make it safer. If residents in a residential estate for instance, feel that the areas outside their
doors do not belong to them, they will feel less safe, and will be less likely to intervene in a dangerous situation. Not knowing
who has formal ownership contributes to insecurity since it is not clear who to report the problems to. On the other hand,
measures taken to increase the sense of territoriality may sometimes increase opportunities for crime. The visual or real
barriers separating many new housing developments from surrounding neighborhoods may isolate residents from the wider
community.

SIGNS AND INFORMATION

Well-designed, strategically located signs and maps contribute to a feeling of security. Signs should be
standardized to give clear, consistent, concise and readable messages from the street. Having addresses lit up at night will
make them even more visible. Where it is difficult to find one’s way around; signs with maps may help. Signs must be visible,
easily understood and well-maintained. Graffiti and other vandalism can make signs unreadable. If signs are in disrepair or
vandalized, it gives an impression of lack of ownership and thus adds to a sense of fear

OVERALL DESIGN
The design and management of the environment influences human behavior. A barren, sterile place surrounded
with security hardware will reinforce a climate of fear, while a vibrant and beautiful place conveys confidence and care. Both
the functional and aesthetic values of public and semi-public spaces contribute to a sense of safety. In particular, the degree to
which users can find their way around influences the sense of security. Good design reinforces natural use of space and
lessens the need to depend on signs in order to find one’s way around.

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Differentiated the types of crime mapping and crime analysis; and
2. Recognized the basic concepts in crime analysis for real crime scenarios.

TYPES OF CRIME MAPPING

1. Single-Symbol Mapping
In single-symbol maps, individual, uniform symbols represent features such as the locations of stores, roads, or
states. Figure below is an example of a single-symbol map showing school locations and streets. An important thing
to keep in mind about single-symbol maps is that a GIS places all points on such a map that share the same address
directly on top of one another, making it impossible for the map to show how many points there really are. For
example, in the map shown in Figure below, if a middle school and elementary school share the same address, the
GIS will have placed two gray circles in the same spot, so there is no way someone looking at the map can see all
the schools in the area. This drawback of single-symbol mapping is particularly relevant for the mapping of crime and
other police data, because crime and other police-related incidents often occur repeatedly at particular locations.
Because of this, crime analysts use single-symbol mapping primarily to display geographic information in which there
is no overlap; they employ other types of maps to convey information about multiple incidents at particular locations.
In addition, single-symbol maps are not useful when analysts are dealing with large amounts of data.
Imagine the map in the Figure below with the locations of 100 schools marked. The points would overlap, and the
map would be difficult to read. Thus analysts use single-symbol maps primarily when they are working with relatively
small amounts of data that do not overlap. Police agencies also often use single-symbol maps to communicate the
locations of crimes within patterns to police personnel.

Single-symbol Mapping Example:

2. Buffers
A buffer is a specified area around a feature on a map. Buffers can be set at small distances, such as 50 feet, or
larger distances, such as 500 miles, depending on the purpose and scale of the map. Buffers help in crime analysis
by illustrating the relative distances between features on a map. The example map in Figure (example 1) below
shows a park (polygon feature) with 500-foot buffer, which could be used to show whether drug arrests were made
within 500 feet of the park.
Buffers can also be used as polygons for data aggregation and comparison. Figure (example 2) below
shows two buffers (500 feet and 1000 feet) around nightclubs (point features), which analysts could use to compare

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incidents directly around the nightclubs to those farther out to see whether the activity has a spillover effect on
surrounding neighborhoods.

Buffer Mapping Example 1:

Buffer Mapping Example 2:

3. Graduated Mapping
Crime analysts often use graduated maps—that is, maps in which different sizes or colors of features
represent particular values of variables. Figures below are general examples of graduated size and graduated color
maps, respectively.
In a graduated size map, the sizes of the symbols used for point and line features reflect their value. As
noted above, single-symbol maps are not appropriate for displaying data about crimes that occur at the same
locations repeatedly. Analysts use graduated size maps for this purpose, because these maps can account for
multiple incidents at the same locations. However, like single-symbol maps, graduated size maps are subject to
overlapping points if too many data are analyzed at once.

Graduated Size Map Example:

Graduated Color Map Example:

4. Chart Mapping
Chart mapping allows the crime analyst to display several values within a particular variable at the same
time (e.g., variable = crime, values = robbery, assault, and rape). There are two types of chart mapping: pie and bar.
In pie chart mapping, the relative percentages (represented by slices of a pie) of values within a variable
are displayed. Figure below (example 1) is an example of a pie chart map that depicts fights, drugs, weapons, and

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disorderly conduct incidents at nightclubs. The pies are placed at the locations of all the nightclubs in the area
mapped, and the sizes of the pies are graduated to depict the total occupancy capacities of the nightclubs, which
provides a relative comparison. Some of the nightclubs represented have had all four types of incidents, whereas
others have had only two or three of the four, and the percentages (slices) are based only on the frequencies of the
values included (not all types of incidents at all nightclubs).
In bar chart mapping, the relative frequencies (represented by bars) of values within variables are
displayed. In the example in Figure below (example 2), bar charts are placed at the locations of the nightclubs in the
area mapped. This figure depicts the same data shown in Figure 4.10, but instead of percentages, the heights of the
bars show the frequencies of incidents.

Example 1 Pie Chart Mapping:

Example 2 Bar Chart Mapping:

5. Density Mapping
In density mapping, analysts use point data to shade surfaces that are not limited to area boundaries (as is
the case in graduated color mapping). In their most basic form, density maps are shaded according to the
concentration of incidents in particular areas. In the map shown in Figure below, the darker colors represent areas in
which the incidents are more concentrated, and the lighter colors represent those in which the incidents are less
concentrated. Such maps are used to compare small variations in crime levels from one area to another rather than
to compare levels of crime within fixed artificial geographic boundaries, as in area maps.

Density Mapping Example:

6. Interactive Crime Mapping

Rather than a type of mapping, the term interactive crime mapping refers to simplified geographic
information systems made available to novice users over the Internet. Many police departments have interactive Web
sites where citizens and police officers can conduct basic crime mapping themselves. These applications typically are
not flexible or sophisticated enough to be useful to crime analysts. To illustrate interactive crime mapping, Figures
(example 1 and 2) depict selected screens found on the East Valley COMPASS (Community Mapping, Planning and
Analysis for Safety Strategies) interactive Web site, which is hosted by the Redlands, California, Police Department
([Link] Figure 4.13 shows the query screen of this site’s mapping program, which
allows the user to choose a particular type of data. In other queries, the user can request data for particular locations,
areas of interest, or time frames. Figure 4.14 shows the single-symbol map resulting from a query, with its legend on

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the right-hand side and different types of functions (e.g., zoom, pan, identify) listed on the left. The user can
manipulate the map with limited functions, query different data, and print maps and reports.
Interactive Crime Mapping Example 1:

Interactive Crime Mapping Example 2:

CRIME ANALYSIS

Crime analysis provides a process, which incorporates crime into site [Link] analysis is sometimes called a
safety audit or risk assessment. This process has been developed based on a variety of neighborhoods and sites and in
particular areas ranging from neighborhood developments, transit stations, mega-block developments, park designs, public
realm plazas, and corporate/business operations.

Crime scene analysis (crime analysis) is the analytical process of interpreting the specific features of a crime and
related crime scenes. It involves an integrated assessment of the forensic evidence, forensic victimology, and crime scene
characteristics. The results of crime scene analysis (CSA) may be used to determine the limits of the available evidence and
the need for additional investigative and forensic efforts, as in a threshold assessment. When sufficient behavioral evidence is
available, these same results may also be used to infer offender modus operandi (MO) and signature behaviors, evidence of
crime scene staging, crime scene motive, and offender characteristics, or to assist with linkage analysis efforts.

More specifically, crime analysis employs both qualitative and quantitative data and methods. Crime analysts use
qualitative data and methods when they examine non-numerical data for the purpose of discovering underlying causes of
crime. The qualitative methods specific to crime analysis include field research (such as observing characteristics of locations
and talking to individuals with specific knowledge about a particular type of crime) and content analysis (such as examining
police report narratives). Crime analysts use quantitative data and methods when they conduct statistical analyses of
numerical or categorical data. Although much of the work in crime analysis is quantitative, crime analysts primarily use
fundamental statistical methods, such as frequencies, percentages, means, and rates.

The central focus of crime analysis is the study of crime (e.g., rape, robbery, and burglary) and disorder (e.g., noise
complaints, burglary alarms, and suspicious activity) problems and information related to the nature of incidents, offenders,
and victims or targets (i.e., inanimate objects, such as buildings or property) of these problems. Crime analysts also study
other police-related operational issues, such as staffing needs and areas of police service. Thus, even though this discipline is
called crime analysis, in practice it includes much more than just the examination of crime.

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Although many different characteristics of crime and disorder are relevant in crime analysis, three key types of
information that crime analysts use are sociodemographic, spatial, and temporal.

1. Sociodemographic information consists of the personal characteristics of individuals and groups, such as sex, race,
income, age, and education. On an individual level, crime analysts use sociodemographic information to search for
and identify crime suspects and victims. On a broader level, they use such information to determine the
characteristics of groups and how these group characteristics are related to crime. For example, analysts may use
sociodemographic information to answer the question, “Is there a white, male suspect, 30 to 35 years of age, with
brown hair and brown eyes, to link to a particular robbery?” or “Can demographic characteristics explain why the
people in one group are victimized more often than people in another group in a particular area?”

2. The spatial nature of crime, disorder, and other police-related issues is central to understanding the nature of a
problem. Advanced computer technology and the availability of electronic data have facilitated a large role for spatial
analysis in crime analysis. Visual displays of crime and disorder locations (maps) and their relationship to other
events and geographic features are essential to understanding the nature of crime and disorder.

3. The temporal nature of crime, disorder, and other police-related issues is a major component of crime analysis.
Crime analysts conduct several levels of temporal analysis, including examination of long-term trends of crime and
disorder over several years, by season, and by day of week and time of day.

The final part of the crime analysis definition—“to assist the police in criminal apprehension, crime and disorder
reduction, crime prevention, and evaluation”—summarizes the purpose and goals of crime analysis. The primary purpose of
crime analysis is to support (i.e., “assist”) the operations of a police department. Without police, crime analysis would not exist
as it is defined here.

HISTORY OF CRIME ANALYSIS

Human beings have analyzed crime and criminal behavior throughout history. That is, humans have always made
observations about crime and other problematic events (i.e., collected data) and have identified relationships among those
observations (i.e., conducted analysis). For example, in the old American West, a rancher may have noticed that he was
losing one or two head of cattle from his grazing land every week. He also may have noticed that the cattle went missing only
at night and only from a certain field. These observations and his analysis of them may have led him to respond either by
sitting and watching the cattle in that field overnight or by moving the cattle to another field. The rancher’s thoughts and
actions constitute a simple form of crime analysis. Similarly, police officers have historically conducted crime analysis by using
memory to link key suspects and property to specific relationships among crime incidents. The present-day discipline of crime
analysis represents an evolution of the kinds of crime analysis illustrated by this example. It is a systematic process in which
data about crime and other related factors are collected and stored for long periods of time. Where earlier “crime analysts”
relied mostly on their own observations and their own memories of crime incidents, modern crime analysts utilize complex
computer systems to apply various analytic techniques, ranging from simple pattern analysis to complex statistical analysis.

TYPES OF CRIME ANALYSIS

"Crime analysis" often refers to three different types of processes:

1. Tactical Crime Analysis

The tactical crime analyst provides information to assist operations personnel in the identification of specific crime
problems and in the arrest of criminal offenders. Crime analysis data is used to promote a quick response to field
situations.
2. Strategic Crime Analysis
Strategic crime analysis furnishes information concerning long-range problems. Strategic crime analysts provide data
relative to long-term increases or decreases in crime (crime trend data). They also prepare crime statistical
summaries-often referred to as exception reports since they reflect deviations from the norm-and provide resource
acquisition and allocation information.
3. Administrative Crime Analysis
Administrative crime analysis focuses on the provision of economic geographic or social information to
administrators. Examples of administrative crime analysis tasks include grant writing, feasibility studies, and the
preparation of special research projects.

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FUNCTIONS OF CRIME ANALYSIS

Crime analysis information can be used to not only enhance an agency's ability to catch crooks, but to do it more
efficiently. The unit can assist the department through its performance of the following functions:
● Identification of evolving or existent crime patterns and series
● Forecasting future crime occurrences
● Initiation of target profile analyses
● Provision of investigative leads
● Provision of support data to crime prevention programs
● Assisting in case clearance processes
● Provision of trend and other data to support resource allocation and departmental planning
● Analysis of operational data for deployment planning and budgeting

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COURSE OUTCOMES:
At the end of the lesson, the students must have:
1. Discussed the crime incidence situationer and geographic information of crimes.

Crime in the Philippines is one of the concerns facing every local, especially those living in the country's larger urban
cities. Maintaining security and order is challenging for the police because of increasing crime rates since 2009.

A geographic information system (GIS) is a computer system for capturing, storing, checking, and displaying data
related to positions on Earth’s surface. By relating seemingly unrelated data, GIS can help individuals and organizations better
understand spatial patterns and relationships.

GIS can use any information that includes location. The location can be expressed in many different ways, such as
latitude and longitude, address, or ZIP code.

How GIS Is Used in Law Enforcement?

GIS does not replace a law enforcement agency’s process of collecting and storing information in a database. Rather,
it enhances the agency’s ability to use the data. However, the use of contextualization raises new concerns about the need for
privacy and confidentiality guidelines.

For example, a map can be created to show when and where a crime occurred with what type of weapon was used,
whether a victim was present, whether the victim was male or female, and so forth. Once data, such as the income level of
Hispanic females between ages 18 and 25, is entered into a GIS database, the user can overlay that information with a
specific crime, such as recent homicides or rapes occurring in the neighborhood between 8 p.m. and midnight. Overlaying
specific crimes with ethnicity, age, and gender may inadvertently reveal the identity of a victim. Therefore, the creators of GIS
data layers must be aware of confidential and sensitive data and the need to take precautions to protect victims’ rights and
privacy.

GIS usage enhances a police officer’s time on the streets. An officer with access to GIS software and additional
datasets, such as parolee and probationer data, can run queries from a laptop in the patrol car using the Community Policing
Beat Book. The Community Policing Beat Book is a crime-mapping tool created by Environmental Systems Research Institute
(ESRI), funded by NIJ,11 and tailored for law enforcement agencies. Officers can use it to check how many parolees or
probationers were recently released on their beat, the conditions of their release, and if they have violated any of these
conditions.

Example of Geospatial Crime Mapping

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Sample Crime Prevention with GIS Maps of the Philippines

The 2018 Philippine Standard Classification of Crime for Statistical Purposes (PSCCS) is the first edition of the
country’s classification of crimes. It is a hierarchical classification where criminal offenses are allocated into categories that
have a certain degree of similarity. It is patterned after the International Classification of Crime for Statistical Purposes (ICCS,
v. 1.0) developed by the United Nations Office on Drugs and Crime (UNODC), endorsed by the United Nations Statistical
Commission (UNSC) as the standard international classification for crime statistics in March 2015.

The 2018 PSCCS serves as a comprehensive framework for classifying criminal offenses in the country to facilitate
analysis of crime, harmonize data across criminal justice institutions, and facilitate assessment of gaps between crimes
reported to the police and those experienced by the victims.

The 2018 PSCCS covers all criminal offenses in force in the Philippines under the Revised Penal Code and Special
Penal Laws and mapped with the ICCS, v.1.0. The mapping was guided by the inventory of criminal offenses under national
laws generated from the Philippine Crime Index Project of the Department of Justice (DOJ).

The 2018 PSCCS contains eleven (11) sections designed to cover all acts or events that constitute a crime within the
scope of the PSCCS.

Example of Table/Diagram:

A Percentage Decrease of Crime Records

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Courtesy of Philippine National Police

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