PHILIPPINE NATIONAL POLICE MANUAL PNPM-DO-DS-3-3-15 (DO) MANAGING PATROL OPERATIONS MANUAL NU) ath Es)MANAGING PATROL OPERATIONS MANUAL Directorate for Operations Camp Crame, Quezon City, Philippines 2015PHILIPPINE NATIONAL POLICE HANDBOOK (PNPM-DO-DS-3-3-15) MANAGING PATROL OPERATIONS MANUAL Copyright 2015 Printed by: The Directorate for Operations All rights reserved. This publication may not be reproduced, in whole or in part, in any form or by means electronic or mechanical or by any information storage and retrieval system now known or hereafter invented, without prior written permission Of the Director, PNP Directorate for Operations with postal address at 3rd Floor, NHQ Building, Camp Crame, Quezon Clty and telephone numbers (632) 725- 3178 or 723-0401 local 3103.PNPM-DO-DS-3-3-15 (DO) Republic of the Philippines National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE OFFICE OF THE DEPUTY CHIEF, PNP FOR OPERATIONS ‘Camp Crame, Quezon City FOREWORD Police operations is considered one of the basic yet indispensable functions of the PNP in order to prevent and control crimes, enforce laws, and engage the community, This Managing Patrol Operations Manual shall provide relevant policies and necessary guidelines that may unlock the Patrollers’ individual potentials to successfully achieve the goals and objectives of the organization, and earn the respect of the community. The individual performances of patroliers are expected to deliver meaningful results in our campaign to significantly reduce the incidence of street crimes. For the longest time, we have been trying to strengthen our initiatives in ensuring public safety and security. However, we have yet to see more results to realize our transformation vision of providing our community a safer piace to live, work and do business. As the PNP intensifies its efforts to maximize police patrol operations in line with thepronouncements of His Excellency President Benigno S. Aquino Ill to raise the standards and make changes across different aspects of government service, the creation of a manual that prescribes the rules for patrol, its administration and management, is very timely. With the demands of time and the need to boost police presence on the streets, it became more imperative that such manual be created and its principles institutionalized, |.am therefore elated that the Managing Patrol Operations Manual has been completed. Chiefs of Police shall use this Manual as their template in developing effective patrol plans at the police station level. There may be some variations because of peculiarities on the round but the template herein is elaborately provided. The necessary information the Manual provides to our Chiefs of Police, patrol supervisors, and beat patrollers will ensure that we can meet our objectives in the near future. |_am confident that the PNP has taken another step forward in its goal to raise the standerds of its service with the creation of this Manual as we regain the respect of the people and the community we have sworn to serve and protect. Mabuhay ang PNP! Po ARIAS ESPINA futy Director General RIC, Pilippine National PolicePNPM-DO-DS-3-3-15 (DO) NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE DIRECTORATE FOR OPERATIONS ‘Camp Crame, Quezon City ACKNOWLEDGEMENTS | would like to acknowledge the PCOs, PNCOs, and NUPs for their time, effort, and commitment to realize the creation of the ‘The crafting of this Manual was initiated by the undersigned as Deputy Director for Operations in year 2012, and assisted by then set of officers of the Directorate for Operations led by PCSUPT MIGUEL C ANTONIO JR, Acting Executive Officer; PCSUPT MELITO M MABILIN, Chief, National Operations Center (NOC); PSSUPT WILSON M AMPER, Assistant Chief, NOC; PSSUPT DANILO S PELISCO, Chief, Law Enforcement Division; PCI JOHNNY | CAPALOS; PSSUPT NESTOR M BERGONIA, Chief, Special Operations Division; PSSUPT ARNOLD D GUNNACAO, Chief, Internal ‘Security Operations Division; PSSUPT WILSON C CAUBAT, Chief, Public Safety Division; and PSUPT JONNEL C ESTOMO, Chief of the Budget and Fiscal Section. ‘The PCOs and PNCOs at the frontlines composed of the Police Community Precinct (PCP) Commanders, Patrol Supervisors, and Patrol Officers from PROs 3, 4A, and NCRPO who provided valuable insights on actual patrol operations and patrol related activities, namely: PSINSP NILO G BERGES and PO3 Jojit DC Ignacio of Bulacan PPO; PSUPT REDRICO A MARANAN, PSINSP JOEL C PALMARES, and SPO4 Amel V Mendoza of Cavite PPO; PINSP RHONNIE R ARIOLA, and SPO1 Alfonso F Capistrano of Cainta MPS, Rizal PPO; PCINSP CAROL MACAWILE, PSINSP ROMMEL E GENEBLAZO, and PO3 Menandro A Eugenio of MPD, NCRPO; PCINSP JEFFREY 8 BILARO and SPO3 Levi B Sevilla of QCPD, NCRPO; PSINSP ARSENIO V FRANCISCO of NPD, NCRPO; PSUPT VICTOR P LOARES of SPD, NCRPO; and PSINSP KADDAFY P BITOR of EPD, NCRPO. In 2013, the concept prescribed in the Manual was operationally tested in PRO1 to further smoothen the system during the incumbency of the undersigned as RegionalPNPM-DO-DS-3-3-15 (DO) Director. Significant inputs provided by the officers and personnel of PRO1 further polished every single procedure contained in this Manual. Noteworthy to acknowledge are: PSSUPT MORO VIRGILIO M LAZO, DRDA; PSSUPT ALEX A PUMECHA, DRDO; PSSUPT ALEJANDRO M VALERIO JR, then RCDS; PSSUPT ANGELITO D DUMANGENG, C, ROPD; PSUPT ANGELES B GENORGA JR, then Chief of Police (COP) of San Carlos City; PSUPT RODOLFO CASTRO, then COP of Malasique PS, and other PCOs, PNCOs, and NUPs. When the undersigned took the heim of the Directorate for Operations in December 2013, the draft Manual was reviewed in view of the current developments in the peace and order situation, Thus, the additional insights provided by the current set of officers immensely contributed to the completion of this Manual, namely: PCSUPT ASHER A DOLINA, Executive Officer; PCSUPT JONATHAN FERDINAND G MIANO, Chief, National Operations Center; PSSUPT BENIGNO B DURANA JR, Chief, Law Enforcement Division; PSSUPT DENNIS L BASNGI, Chief, Internal Security Operations Division; PSSUPT ELMER C CABREROS, Chief, Public Safety Division; PSSUPT WILBEN M MAYOR, Spokesperson to the Chief, PNP; and PSUPT ERIC E NOBLE, Chief, Budget and Fiscal Section. The dedicated men and women of the Technical Working Group (TWG) initially headed by PSSUPT ROLANDO B FELIX, former Chief, Statistics and Reports Division (SRD) who painstakingly provided their expertise in drafting this Manual: PSSUPT VALERIANO T DE LEON, current Chief of SRD; PSUPT ARVIN Q ALCANTARA; PCINSP IRENE C CAYETANO-CENA; PCINSP ROCHEL S RUMA; NUP Gina D Graza; NUP Annalyn B Cruz; NUP Hericka Joy T Delfin; PO2Manny A Guasis; PO1 Reynold G Batall NUP Shirley DL Besande; NUP Simonette DR Ramirez; NUP Melloraine R Madayag; NUP Lilia E Dalisay; NUP Norberto A Ferrer; NUP Jeanevive C Carag; NUP Mary Ann L Tiukinhoy; NUP Corazon G Buere; NUP Katrina C Mabingnay; NUP Jean P Palpal-latoc; and NUP Zheena Luz R Martin ‘And last but not the least, to the Great Architect of the Universe for making this Manual a reality, May this Managing Patrol Operations Manual contribute to the attainment of the strategic objectives of the PNP of “improving crime prevention’, ‘improving crime solution", and ‘improving community safety awareness through community-oriented and human rights-based policing” Ric, \QUEZ Police Director The Director for OperationsPNPM-DO-DS-3-3-15 (DO) & Republic of the Philippines National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE DIRECTORATE FOR OPERATIONS Camp Crame, Quezon City PREFACE Patrolling is often described as the backbone of policing, As such, itis so important that without patrolling, there is practically no policing to speak of. Police organizations in other countries have regarded patrolling as literally synonymous with policing. in the past, we used to regard patrolling in the same vein, such that the term “COP” — an informal reference to a police officer ~ served as an acronym for Constable on Patrol. In fact, in several police departments around the country before the PC/INP days, it was so pronounced that nobody rose through the ladder without seriously involving in and graduating from patrol duties —an excellent setup which prepared young officers to be good detectives later. As years passed by, however, it seems that this original concept of patrolling had been forgotten and substituted with more dominant yet disabling courses of action. While PNP units are said to be performing patroling activities every day, results are not usually that desirable as street crimes continue to be committed and the community remains distant to the police. The concept of effective patrolling obviously has penetrated the soul of the police organization as several attempts have been seriously made to document this essential police work. Howaver, after more than twenty-three years of existence, no operating manual or agency-standard procedures has been published by the crganization to institutionalize it. As such, its implementation was scrappy as it has often been left to subordinate police commanders whose experiences vary depending on their exposure to the concept and their willingness to implement it. For years, its merits seemed further downgraded by somewhat implied skepticism and neglectful discharge of its procedure by an unscrupulous few in the police force. In 2010, the PNP issued Letter of Instruction (LO!) 63/2010 or the Police Integrated Patrol System (PIPS). The LOI integrates all existing programs on anti-criminality andPNPM-DO-DS-3-3-15 (DO) police operations to form a united front against criminality. However, this LOI does not discuss in particular the specific procedures and guidelines in the conduct of patrol planning and operations. Prior to the issuance of PIPS, LOI 01/2000 or the Police Beat Strategy was issued in the year 2000 to establish the Police Beat System and Detective Beat System. The strategy aims to attain a high level of police visibility and to enhance the PNP’s investigation system. The LOI further defines police beat and detective beat. It also allows division of the police station's AOR into several beats. On the other hand, nothing was discussed on how the patrols will be planned and conducted. The parameters for review and evaluation are likewise not clear. Ideally, at this time in the existence of the PNP, the National Headquarters should largely be doing evaluation and assessment of police patrolling or visibility programs and cause the cascading of its best practices. But due to a serious oversight, the PNP tries to cope with modern-day law enforcement challenges with little regard on the basics of policing. In hindsight, it appears that we have generally regarded patrolling as a very simple policing work that does not deserve serious thought and organizational planning, intelligent direction and skillful execution. As such, no serious efforts have been made to include it in the areas of police competence that regularly need upgrading. Worse, police commanders rarely participated in the entire process leaving the patrol officers in the field to themselves. This resulted in the neglect of the major components of the patrolling program, disregarding the basics, and trumpeting COMPSTAT but with less than desirable results. In truth, the PNP cannot do away with the basics of policing and simply rely on the new policing technologies to successfully battle criminals. This Manual seeks to tap the unlimited potentials of patrol officers on the street, not only in performing police visibility roles but in literally doing every task and mission a police station routinely fulfills. Revisiting the basics will foster closer ties between the PNP and the community, and in the process, give rise to several models of excellence (best practices) in police-community partnership at the grassroots level. In essence, it aims to develop a policing culture around patrolling that could further heighten our view that the police is indeed the true protector of the people. Ultimately, this Manual hopes to standardize the conduct of patrol operations such that in concept and implementation, the understanding of every personnel from the northernmost police station in Batanes is more or less the same as those in the southemmost police station in Tawi-Tawi. As aptly said by the author of a bestselling book, breakthrough in organizational performance can only be attained when all its elements are doing one — just one small little good thing every day, and every day. This Manuel envisions to contribute largely towards that direction. RICARDO RQUEZ Police Director The Director for OperationsPNPM-DO-DS-3-3-15 (DO) TABLE OF CONTENTS FOREWORD ACKNOWLEDGEMENTS PREFACE INTRODUCTION 1 CHAPTER 1 — FUNDAMENTALS OF PATROL 3 Section 1-1 — Features/Methods of Patrol and Integrated 3 Patrol System 1.1 Features 4 1.2 Patrol Methods 6 1.3 Integrated Patrol System 7 Section 1-2 - Objectives of Patrol " 1.4 Crime Prevention Ww 1.5 Law Enforcewment " 1.6 Public Safety and Security 1 4.7 Police-Community Partnership " CHAPTER 2 - PATROL POLICIES AND PROCEDURES 13 Section 2-1 — Patrol Policies 13 2.1 Patrol Plan 13 2.2 Utilization of Station Personnel 14 2.3 Utilization of Force Multipliers 14 2.4 Resource Utilization 14 2.5 Patrol as Mandatory Requirement for Junior PCOs andPNCOs 14 2.6 Documentation 15 2.7 Review and Evaluation of Patrol Plan 15 Section 2-2 — Patrol Procedures 15 2.8 Preparatory Conference 16 2.9 Pre-Deployment Briefing: A Must 48 2.10 Patrol Operations 20 2.11 Post-Deployment Briefing 23 2.12 Documentation 24 2.13 Review and Evaluation 26PNPM-DO-DS-3-3-15 (DO) CHAPTER 3 - PATROL PLANNING 3.1 Guideline in Patrol Planning 3.2 Organization 3.3 Sectoring and Beat Assignment 3.4 Patrol Beat 3.5 Making the Plan CHAPTER 4 — QUALIFICATIONS, TRAINING, AND EQUIPMENT 4.1 Qualifications of Patrol Supervisors 4.2 Qualifications of Patrollers 4.3 Training 4.4 Equipment LIST OF ABBREVIATIONS LIST OF FIGURES GLOSSARY OF TERMS ANNEXES A— Daily Beat Patrol Activities B — Dally Patrol Report C — Samples of Area Profile D—After Patrol Report E - Sample Patrol Log F —First Responder’s Form G — Patrol Officer's Job Description, Tasks, and Work Activities REFERENCES B88e8 888s 8 8 47 49 53 55 56 60“Service, Honor and Justice”’PNPM-DO-DS-3-3-15 (DO) RESTRICTED INTRODUCTION One of the core functions of the police is crime prevention. New York State Police defines it as the anticipation, recognition and assessment of a crime risk and the initiation of action to eliminate or reduce it.' The Philippine National Police (PNP) strategy in crime prevention, which by institution has been advocated to be complete and holistic, is composed of the following mechanisms: Police Presence (Visibility), Law Enforcement, and Police Community Partnership. These crime prevention mechanisms are well supported by various public information and advocacy campaigns. It is an established notion that crime happens when these three elements are present: motive, opportunity, and instrumentality. The ‘motive’ is the intention that drives a person to commit a crime. On the other hand, ‘opportunity’ to commit a crime consists of set of circumstances which allows the person to commit the crime, a chance for the person to perpetuate a motive. ‘Instrumentality’is the device used in committing the crime. Both the motive and the instrumentality belong to and are held respectively by the criminal.? Law enforcers cannot totally control the criminal’s motive. They can at the most only reduce or eliminate the opportunity and instrumentality by appropriate police actions. However be that as it may, it is still presumed to some extent that any police measures or actions done before, during and after the occurrence of a crime may yet impede the formation of these three elements through some forms of preemptive pressure especially to the mind and senses of a would-be criminal. The PNP is employing Police Presence as a major crime deterrent to reduce if not totally eliminate the opportunity to commit crime in particular. Police presence is defined as the physical deployment of police officers, patrol vehicles, and other police equipment which could amplify visibility and eventually deliver that much-needed, reassuring police attendance and response in certain strategic areas. Deployment of this mix of patrol operations portfolio creates a genuine and collective perception of police omnipresence, thus projecting 2 24-hour police presence. Police presence is done through the deployment of various activities such as area patrol, law enforcement, community engagement, and other related policing activities to prevent and respond to situations that warrant police assistance or Now York Diian f State Police, New York Sia Police: Crime Proverion, wa aopers ny go Gime Preven’ + POSupl Avlino | Razon, dr integrates Pat Systm, Pie Viebity aed Ghme Delerence (1998) pe. 24 Introduction RESTRICTED 1PNPM-DO-DS-3-3-15 (DO) RESTRICTED intervention. To be more effective in their assigned duties, police officers must be in their proper uniform as they patrol the streets for easier recognition. Police units or offices should also be easily identified, located and contacted by the public especially during emergencies. On the other hand, Law Enforcement, as one of the mechanisms to prevent crime, is defined as the actual implementation of laws and ordinances through the conduct of police operations, investigation, apprehension or detention of individuals suspected or convicted of violating laws or ordinances, and conduct of joint operations with the Armed Forces of the Philippines (AFP), National Bureau of Investigation (NBI), Philippine Drug Enforcement Agencies (PDEA), local government units, and other law enforcement agencies. Moreover, Police Community Partnership applies the philosophy of community policing which emphasizes partnership between the police and the community in solving peace and order issues towards a healthy, crime-free and harmonious environment as the issue of addressing peace and order concerns is a shared responsibility. In reality, the police cannot stand alone in the fight against crime and in the maintenance of peace and order. They rely on the support of the community especially in gathering crime information and extending the much needed human resources. The community becomes the force multiplier of the police when properly organized and utilized Among these mechanisms, police presence in partnership with the community, in a wider scope, is the most effective crime prevention strategy. Introduction RESTRICTED 2PNPM-DO-DS-3-3-15 (DO) RESTRICTED CHAPTER 1 FUNDAMENTALS OF PATROL Patrol is the act of moving about in an area especially by authorized and trained persons usually police officers for the purpose of observation, inspection, collaboration, prevention of crime, and provision of a secured environment. Patrol operation — the basic police function ~ forms the backbone of policing. This type of police operation is conducted to deny opportunities to commit crimes, and reduce the risk of citizens becoming crime victims. It also involves responding to calls for assistance and intervention. Equally important is the establishment of community partnership through developing good rapport between the patroliers and the community in their assigned beat. Deployment of police patrols must be done in a systematic manner. Every operational procedure must be properly defined, executed, communicated, and recorded. Crime prevention managers must be guided with standard procedures to harmonize and synergize all the resources available in order to maximize the impact to the community. Section 1-1 Features and Methods of Patrol and Integrated Patrol System There is no other way to bring the police closer to the community than by productively interacting with them in a continual basis. Community engagement that promotes a positive police image, such as medical and dental mission, schoo! clean up, blood donation, and other similar one-time engagements, can help uplift the image of the police, but not in a sustainable manner. Deep-rooted police community partnership associated with excellent police performance is proven to be effective in reducing the incidence of crime and the level of fear among the public. This essential alignment could promote and stimulate support from the different sectors of the community including the masses and may eventually reinforce and sustain the general objectives of the police towards crime prevention and solution. Police visibility through constant patrolling creates an atmosphere of safety and security in the community. Through patrolling, patrol officers are able to discuss Chapter 1 RESTRICTED 3PNPM-DO-DS-3-3-15 (DO) RESTRICTED with their superiors the problems they come across in the community and the peace and order concems of the residents. Following the same premise, patrolling therefore must ‘constitute the foundation of police officers' career. It is in this environment that officers will learn the core skills of communication, interpersonal skills, conflict resolution, and problem solving.”> 1.1 Features. Patrol is a way of interacting with a community. a. Related police functions can be merged to maximize the deployment of patrollers. To maximize the deployment of patrollers, police stations shall, as much as possible, trim down the number of personnel performing office works by merging related functions and activities, Tasks involving Family, Juvenile, Gender and Development Program (FJGAD) and Women and Children Protection Desks (WCPD) can be merged and performed by a policewoman, while tasks involving Admin/Supply/Finance can be performed by an officer. Patrol duty is everybody's concern. To maximize police visibility, all personnel in the police station must contribute to the overall efforts and goals of the station. The Chief of Police (COP) must see to it that the Desk Officer, Radio Operators/TOC personnel, Admin and ‘Supply personnel and all other personnel must also contribute to the station’s police visibility efforts to prevent crime. This can be done through rotation basis. Admin and support personnel can contribute their time in patrolling during rush hour or from 7:00 AM to 9:00 AM or 4:00 PM to6:00 PM. PCOs and senior PNCOs shall be designated as Patrol Supervisors while junior PNCOs are designated as Patrollers. Other innovations can be arranged by the COP depending on the situation on the ground to at least mitigate the issue on the shortage and appropriate assignments of personnel. ‘The participation of the community and all other force multipliers must be maximized to form a formidable front against all sorts of criminality. The local government unit and other government agencies operating within the police station must also be enjoined to support the efforts of the police to cut down criminality as maintenance of peace is everybody's concern and is best achieved through a concerted effort of all stakeholders. "A New Beginnng: Policing in Nontem Helane, The Report ofthe Indapendent Commission on Palen or Northam eld (1809) Chapter 1 RESTRICTED 4PNPM-DO-DS-3-3-15 (DO) RESTRICTED Chapter 1 Patrolling is an indispensable and specialized police function. Not anybody in the police organization can be deployed as patrollers. They need special skills, the right attitude, and the technical know- how to effectively carry out their duties. When patrollers move around in their assigned beats, they represent the entire police institution, instantly making them “ambassadors” of the PNP. They do not only stand for their own persons when they face the community, but rather represent the whole police force. Thus, assigning the right people to handle the tasks at hand will make the police station more effective. Organize a lean and mean patrol unit. Ideally, there must be a patrol unit organized at the police station level. Making the patrol successful is a matter of organization. By organizing the patrol, the patrol supervisor instills the values of discipline and cooperation among the patrollers. In an organized unit, supervisors can easily explain to the patrollers the ‘why’ of 2 situation or a job that needs to be done, which would eliminate difficulties before they start. ‘The Chief of Police, as he/she organizes the patrol, is able to do the following: 1) Keep patroliers busy. Patrollers must have a line-up of things to do for the entire duration of their shift particularly those categorized as “MUST DOs” where it is mandatory for them to be on that particularly spot of their beat doing the things listed in their Daily Beat Patrol Activities (Annex A). Ina more generalized term, these patrol activities must be reflected in the Individual Performance Card (IP Card) of patrollers. 2) Make patrollers responsible and accountable. Organizing the patrol divides the duties and gives each patroller a task which will give him/her the opportunity to grow in leadership and be involved in community development as well as in various policing activities. Similarly, the individual patroller will be made accountable on whatever happens in his/her assigned beat. He/She will likewise be made answerable and accountable to the Patrol Supervisor and to the Chief of Police. 3) Put the right person in the right job. Organizing the patrol will give each patroller a chance to be assigned in various RESTRICTED 5PNPM-DO-DS-3-3-15 (DO) RESTRICTED tasks commensurate to his/her competencies, thus giving him/her the opportunity to excel. 1.2 Patrol Methods. Patrol Methods are the means used under favorable conditions that provide the most effective utilization of available personnel, logistics, and funds to render police visibility, assistance and response. a. Foot Patrol. Also called non-vehicular patrol, it is conducted by police officers moving in an area by foot. It is primarily conducted in heavily populated areas, public places, and areas of convergence like markets, churches, schools, transport terminals, amusement places, and shopping malls. Foot patrol is also being deployed in areas that are not accessible to motor vehicles. This method provides the patrol officers familiarity on the ground and better observation, identification and solution to peace and order concerns in their beat. It also enables patrol officers to establish and maintain favorable relations with the community through person-to-person contact. b. Mobile Patrol. Mobile patrol is conducted through the use of land- based vehicles as described below: 1) Motorcycle Patrol. Motorcycles are primarily used for conducting operations against motorcycle-riding criminals and those perpetrating street crimes. The high mobility of motorcycle patrols even in traffic congested areas makes them effective in addressing crimes. In rurai areas, they are extensively deployed to patrol wider areas with less developed road networks thatlimit the use of four-wheeled patrol vehicles. Motorcycle patrols are also used for traffic management and for security escort duties. 2) Bicycle Patrol. Bicycles are used to enable the police to patrol remote streets and narrow pathways including beaches and parks. Compared to foot patrol, the bicycle patrol provides ‘speed, mobility, and flexibility. Moreover, the use of the bicycle for patrolling provides alternative means of saving fuel and promoting physical fitness among the patrol officers. 3) Automobile Patrol. Marked police patrol car equipped with two-way radio, blinkers, and siren are used for covering Chapter 1 RESTRICTED 6PNPM-DO-DS-3-3-15 (DO) RESTRICTED a wider area and carrying equipment and personnel. This method of patrol enables quick response to calls for police assistance and provides the patrol officers some degree of protection from criminal assaults and inclement weather. c. Waterborne Patrol. Watercrafts are used for law enforcement, search, rescue, and security operations in municipal and inland waters. At times, watercraft can be used to transport patrollers in emote areas accessible only via water transportation. d. Airborne Patrol. The PNP Air Unit primarily uses aircraft to provide aerial support to police units on the ground through air surveillance or spotting during pursuit operations against criminals. It can also be used in tactical deployment of specialized units such as snipers, RRUs, and SWAT. e Mounted Patrol. Horses may be used for patrolling areas with rough terrain especially in rural setting that are inaccessible by mobile patrol, In some cases, mounted patrol can also be used for crowd control operations, Recently, the Manila Police District (MPD) has started using battery-powered electric vehicles called the Segway PT (Personal Transporter) in its anti-criminality campaign. Acquired by the MPD. through the generosity of socially-involved organizations, some units of these self-balancing, two-wheeled patrol assets have already been securing highly-frequented streets of Manila like Divisoria and Baclaran, Although some sectors in the police organization still cast doubts on its effectiveness as a regular patrol vehicle, the Segway PT is so far seen as a useful augmentation to watch over specific Patrol sites like parks, malls, government sites, and special events. 1.3. Integrated Patrol System (IPS). The Integrated Patrol System is a proactive crime prevention measure having key components like the patrol officers who are tasked to take actions to prevent the occurrence of crime based ‘on the crime clock and crime map. It is a proactive measure since it seeks to deter or engage the criminals before they undertake their nefarious activities, thus, eliminating the element of opportunity. Chapter 1 RESTRICTED iPNPM-DO-DS-3-3-15 (DO) RESTRICTED The concept of the Managing Patrol Operations Manual is anchored on the philosophy of the Integrated Patrol System. The Managing Patrol Operations Manual supplements IPS mechanism particularly at the police station level by ensuring that deployments of patrollers are being done where they matter most. While the IPS ensures that efforts and resources of all security forces present on the ground are being integrated and harnessed in the system, the Managing Patrol Operations Manual maximizes the deployment of personnel on the ground. ‘As an added value to IPS, this Managing Patrol Operations Manual ensures that the efforts of individual personnel would contribute to the attainment of the objectives of the police station. Individual performance becomes the key in accomplishing the station's objectives, cutting across the wide expanse of police work. By tactically deploying patrollers, several aspects of policing can be accomplished in a day's work. The IPS provides mechanism that incorporates three (3) components in a police station to prevent crime, enforce the law, deliver other public safety services, and enhance collaboration with the community. These are the following: a. Fixed components - include the Police Station, the Police Community Precincts, traffic posts, tourist protection units, field offices of NSUs, RPSB/PPSC headquarters, forward bases, headquarters, and detachments of friendly forces and allied units involved in the security and in the maintenance of peace. b. Patrol components — include foot, mobile, waterbome, airborne, mounted, and other kinds of patrol being done by the police and other security forces. c. Auxiliary components ~ include BPATs, Barangay Tanods, public safety offices of LGUs, private security agencies, non-government organizations, and other force multipliers. These components of the IPS must be considered in the formulation of the Patrol Plan of the police station. They must be involved at the planning stage to maximize the coverage of deploymentof patrollers. The station's Tactical Operations Center (TOC) shall serve as the ‘nerve center’ in order for all the components to be Chapter 1 RESTRICTED 8PNPM-DO-DS-3-3-15 (DO) RESTRICTED fully integrated 24/7. Shown below are the components of the IPS and how they are integrated in a single system: INTEGRATED PATROL SYSTEM POLICE VISIBILITY dCompo, S, et Patrol Operations Figure 1.1 The Integrated Patrol System with Prime Operational Components Likewise, an effective communication system between and among police stations within the Police Provincial Office (PPO)/City Police Office (CPO)/Police Districts is vital. This is necessary for response that entails the action of adjacent or all the police stations. A specific example is the conduct of dragnet operations or Chapter 1 RESTRICTED 9PNPM-DO-DS-3-3-15 (DO) RESTRICTED other coordinated operations within the province or batween/among PPOs/CPOs/ Police Districts within the region as shown in Figure 1.2. Dieters Adjacent PPO/CPO PPO/CPO PPO/CPO Other LEAs Other LEAs Figure 1.2 Communication Network among Patrol Components, Police Stations, Police Provincial Offices (PPOs), City Police Offices (CPOs), and Police Districts The Tactical Operations Center links the police station and its various units/ patrol officers, other units, the Provincial/City/District Tactical Operations Center, other law enforcement agencies, auxiliary components, and the community. PNP personnel manning the TOC should maintain a Communication Log containing the source, time and contents of conversation on all calls, They must undertake certain procedures in processing and disseminating information to make the Integrated Patrol System successful. Further, they must enable the Chief of Police and the patrol supervisors to keep track of the situation in the various patrol beats and sectors as often as needed. Chapter 1 RESTRICTED 10PNPM-DO-DS-3-3-15 (DO) RESTRICTED The patrol supervisor, patrollers, and personnel of the Tactical Operations Center are given tasks to provide direction and meaning to patrol operations. When these personnel perform their tasks, they become effective components of the Integrated Patrol System. Hence, the police will be seen, felt and experienced by the community when patrol operations are properly performed Section 1-2 Objectives of Patrol There are four (4) main objectives in the conduct of patrol, namely: to prevent crime; to enforce the law; maintain public safety and security; and develop a sustainable police-community partnership. 1.4 Crime Prevention. The mere presence of patrol officers on the streets reduces, if not totally eliminates the opportunity of a criminal to commit crime. Patrol officers, on a daily basis, acquire firsthand information and experience on the situation in the community particularly identifying the crime prone areas and the usual suspects or recidivists. Hence, the conduct of patrol and the appropriate deployment of patrol officers to reduce if not totally prevent crimes is an indispensable component of policing. 1.5 Law Enforcement. Familiarity in the community helps the patrol officers in law enforcement. Patrol officers can immediately enforce the law where there are suspicious activities monitored or reported by the community and in the conduct of directed police operations. 1.6 Public Safety and Security. Police visibility helps relieve apprehensions of the community knowing that a police officer is just around, ready to assist and to respond in case of emergency. Patrol officers can facilitate the management of an emergency situation, bring it to normalcy, and keep the citizens calm and safe. The conduct of patrol creates an atmosphere of safety and security to the community as police response can be promptly dispensed. Moreover, other non- hostile public safety concerns, i.e. existence of an open manhole, fallen electrical posts, fire incident, etc. can be acted upon by the patrollers by coordinating with the concerned agency to address the situation. This specific function of the police is one of the basic proactive elements of community policing which many developed countries are now adhering to. 1.7 Police-Community Partnership. Patrollers are deployed to serve as. “ambassadors of goodwill’ of the police to the community. Whatever they do, good Chapter 1 RESTRICTED nnPNPM-DO-DS-3-3-15 (DO) RESTRICTED or bad, reflects directly to the entire PNP institution. As such, patrol officers must possess the needed skills on public relations and community organizing as well as on problem-solving and strategy development. With stronger rapport with the community, patrollers subtly establish information network that can be developed as Barangay Information Network. Crime information will naturally flow from the community as peace and order becomes a shared and balanced responsibility between the police and the community. In essence, patrolling, which is regarded as the backbone of policing, becomes the ENGINE of the Police Station that will generate most of our policing outputs and accomplishments. Chapter 1 RESTRICTED 12PNPM-DO-DS-3-3-15 (DO) RESTRICTED CHAPTER 2 PATROL POLICIES AND PROCEDURES This chapter defines the imperatives in patrol operations, Procedures are set to guide the Chiefs of Police in developing their respective Police Station Patrol Plans. The policies and procedures set herein are the minimum requirements and may be supplemented by local commanders depending on the peculiarities in their Areas of Responsibilities or AOR. Section 2-1 Patrol Policies Patrol policies are general guidelines in the conduct of patrol operations. These policies set the limits around cecisions and direct the mindset of the members of the police unit to be consistent with the patrol objectives, The COP must see to it that the concept and strategies of QUAD Policing are being followed at the police station particularly by the patrollers. The following patrol policies shall guide the police units in the conduct of patrol operations. 2.1 Patrol Plan - a MUST for all Police Stations. It is the responsibility of the Chief of Police to formulate a Station Patrol Plan and ensure its proper implementation. Patrol Pian shall serve as the blueprint of crime prevention strategy of Police Stations, wherein most of the Station's activities must be aligned with. Itis, often said that if you fail to plan, you are actually planning to fail. The PDs/CDsmust ensure that their Police Station Patro| Plans are integrated and attuned to the prevailing crime situation and emerging crime problems. Field units of the National Operational Support Units (NOSUs), particularly the Highway Patrol Group (HPG), Maritime Group (MG), Special Action Force (SAF), and Aviation Security Group (AVSEGRP) shall work together with the concemed police station/s to integrate their efforts as well as maximize the joint use of resources in patrolling their common areas of responsibility. This is in consonance with the directive issued by the PNP placing all regional offices of the National Support Units (NSUs) under the Operational Control (OPCON) of the Regional Director of PROs. Chapter 2 RESTRICTED 13PNPM-DO-DS-3-3-15 (DO) RESTRICTED 2.2 Utilization of Station Personnel. As the PNP is still wanting in numbers, all uniformed personnel of the police station must render patrol duties or other forms of police visibility to maximize police presence on the streets. As a matter of policy, ninety percent (90%) of the police station personnel must be patrolling their beats or conducting other forms of police visibility operations on a full-time basis. The remaining ten percent (10%), after performing administrative duties, ‘shall likewise contribute to police visibility. Desk Officers, TOC, and personnel performing administrative functions, on rotation basis, shall be given specific schedules to patrol or perform other police visibility operations, i.e. deployment in and around schools, town plaza, business centers, and other places close to the Police station. Critical periods must be considered in relieving or posting of patrol officers. The Provincial Directors (PDs)(City Directors (CDs), and the Chiefs of Police (COPs) shall determine the length of time each personnel of the police station must allocate for patrol and other forms of visibility operations. This is to ensure that the needs and peculiarities of their respective areas of responsibility are properly addressed. 2.3 Utilization of Force Multipliers. The conduct of joint patrols atthe barangay level with force multipliers like the Barangay Peacekeeping Action Teams (BPATs) and Barangay Tanods as a component of the Integrated Patrol System shall be maximized. Police Supervisors however must see to it that clear-cut guidelines on any cooperative efforts between the police and concerned force multipliers are properly laid out and sustained. 2.4 Resource Utilization. The Chief of Police shall maximize the use of the police station's resources (personnel, logistics, and funds) to support its patrol and visibility operations to attain the objectives set. The COP shall endeavor to mobilize resources from the community stakeholders. Any help or assistance whatsoever ‘coming from any NGOs or cause-oriented groups (and its subsequent utilization) must be legitimately recognized and coursed through the proper offices of the police station and higher headquarters. 2.5 _ Patrol as Mandatory Requirements for Junior PCOs and PNCOs. Newly recruited PO1s and newly assigned PNCOs as well as new Police Inspectors of the police station shall be required to render a mandatory period of assignment as Patrollers before being considered for other assignments within the police station. Organic PNCOs without patrol duty shall also be required to render the mandatory period of patrol duties. Chapter 2 RESTRICTED 14PNPM-DO-DS-3-3-15 (DO) RESTRICTED The Chief of Police shall issue a certification that the personnel have been assigned in a patrol unit and/or rendered the required beat patrol duties based on the Patrol Logs. The certification shall be used to comply with the experience required for promotion of PO's assigned with the police siation. 2.6 Documentation. Patrol duties performed by the Chief of Police (COP) down to the patrol officers must be reflected in the Police Station Patrol Log. This will institutionalize transparency and accuracy in recording the duration of patrol and visibility operations as well as the number of man-hours rendered by every police officer of the police station. 2.7 Review and Evaluation of Patrol Plan. The Station Patrol Plan must be periodically evaluated, assessed, modified and re-implemented accordingly to be responsive to the existing crime situation. In particular, deployment must be based on Crime Pattern Analysis (CPA) and Emerging Crime Problems (ECP), which are ever-changing even on a daily basis. Section 2-2 Patrol Procedures Patrol deployment procedures provide a detailed set of instructions for patrollers to perform sequence of actions that occurs regularly before, during or after the patrol operations. These procedures are set to organize the conduct of patrol operations and maximize the use of resources to attain the objectives set. Strict implementation of these procedures will also prevent lapses that could compromise the safety and security of patrol officers. The folloing shows the mandatory procedures for patrol operations. Chapter 2 RESTRICTED 15PNPM-DO-DS-3-3-15 (DO) RESTRICTED POLICE STATION PATROL OPERATION PROCEDURE Pre- Preparatory Deployment Conference Briefing ({COP/DCOP, (COP/OCoP, ‘Quad Quad Stat (Patrol (CoP/Dcor. Stott, Patrol Key Personnel, Supervisors Patrol Supervisors Patiol Patrolless} Supervisors Key Personnel Supervisors Patrollers) Patrolers) Inputs/Feedback Figure 2.1 Patrol Operations Procedure 2.8 Preparatory Conference: Quad Policing Approach. To prepare for the pre-deployment briefing, the COP or the DCOP shall meet the Quad Staff, Patrol Supervisors, and other key personnel of the police station to discuss matters pertaining to their respective function. They shall review and evaluate on a daily basis the ECP and CPA in order to guide the police station in deploying its resources and determining the suitable policing actions to be undertaken. It is also a venue to disseminate information which will be discussed during the pre-deployment briefing Moreover, every member of the Quad Staff must be ready with information needed for the pre-deployment briefing. Information may come from higher headquarters, LGU, Prosecutor, Judiciary, from the community, or feedback from the patrollers themselves. This information must be discussed with the COP or DCOP prior to the conduct of pre-deployment briefing for uniform understanding and delivery of outputs that may be required from the patrollers. For the second and/ of third shift, whenever is applicable, the COP or DCOP and the patrol supervisors must see to it that information relayed by the QUAD Staff shall be disseminated to the incoming patrollers. With this, Quad policing is then continuously observed down to the level of patrollers. Chapter 2 RESTRICTED 16PNPM-DO-DS-3-3-15 (DO) RESTRICTED The Figure 2.2 shows the interplay of the Quad Functions during the preparatory conference: tm ON INVESTIGATION INTELUGENCE Discuss the crime pattem ‘analyst in details to quice other Prepare pertinent information Quad Staff in the determination on aiferent criminal elements, ‘of suitele policing action and thelr activities and modus personnel deployment. operand), emerging crime Prepare an updoted lst and problems and other peace ond pictures of persons with warrant order eoncems. ot arrest, Coordinate deployment Prepare ist of persons of inierest of infeligence personnel as who may be of value fo.on support 19 beat patollers ‘ongoing investigation. Determine intaligance tasks to Update the other staff on the bbe performed by patralers to develoomant of case being support requirements ot othe handled and the neededt Quad Staff suppor, 2. collection of Prepare other relevant information. talking to witnesses, information that willhelp victims. and other matters teduce cimes or solve cold from other stoff and cases, patroviers. ‘OPERATIONS, POLICE-COMMUNITY RELATIONS Adius the deployment plan based on he inputs tom intel ond Develop PCR srseges thot wi lever! Stat te, when and where help reduce crimes and dscuss to deploy pavers he type o! the toes of patoters fo sich patrol anc the duration of pata stateges. ‘Agus! the depioyinent map ard ‘Adis the breeding ground ot orient he TOC on the axstment rime in AOR os dscustod by the Prepore peronnel ond speci inte stat ‘nts wher needed. Discuss the role of patrotensin Review and oc! the Daly Beat estoblining polee-commurity Patrol Actliet when needed Barineshi. ke exporting Dicuss mater on how to support ‘Shed mobising emai group ot the other stalin addresing come ‘community fesidentsin he Saht probiems fogains criminality and lweseress Discus other quay ofife sues ‘affecting the community thal fa dect impact To peoce ond order Ast ihe Intl ond Investigation Stan gathering crrinal information iveugh force multipies. Figure 2.2 Interplay of the Quad Functions at the Police Station Level Chapter 2 RESTRICTED 7PNPM-DO-DS-3-3-15 (DO) RESTRICTED 2.9 _Pre-Deployment Briefing: A Must. The conduct of pre-deployment briefing by the COP/DCOP or designated Patrol Supervisor is mandatory. It is an important function of management of directing subordinates. The patrol officers shall report at the police station or at the designated venue at least thirty (30) minutes before the start of the shift for accounting, inspection, and briefing. Patrollers need to be told of situational updates and specific tasks to accomplish during their tour of duty (see sample of the Daily Beat Patrol Activities in Annex A). The following must attend the pre-deployment briefing: ereaecp COP/Deputy COP: QUAD Staff/Chiefs of Sections; Duty PCOs and Key PNCOs; Duty TOC Personnel; Incoming and Outgoing Patrol Supervisors; and Patrollers The purposes of which are the following: 1) 2) 3) 4) Chapter 2 Form and account the members of the patrol teams at the police unit, headquarters, or any other places such as town plaza, market place, and other places which could create formidable effect to would-be violators at least thirty (30) minutes before the start of the shift. Inspect patrollers for completeness and appropriateness of uniform, grooming, and equipment. Arm patrollers with information such as warrants of arrest, Photos of persons of interest, list of wanted vehicles, compliances to directives, accounting of loose firearms, and even updates about ongoing PNP recruitment programs, NAPOLCOM examination, and other related subjects for dissemination to the community (through distributable materials and hands-on promotion). Brief the patrol officers on the situation in the last 24 hours. Reiterate the "MUST DO" during the shift or the outputs that they must deliver after their shift and show individual contribution to the efforts of the station to reduce crime. These instructions must be recorded in the patrollers’ individual journal/notebook. RESTRICTED 18PNPM-DO-DS-3-3-15 (DO) RESTRICTED Chapter 2 5) 8) 7) Remind the patrollers that accountability to the community and to the PNP organization starts at the lowest possible level or at the point of delivery of service to the public. Eliminate inactivity if not laziness of individual personnel. Officers who continue to be unproductive for a given period must be summoned, questioned, and be aptly investigated if necessary for possible disciplinary actions. Educate the patrollers about their roles/tasks during their tour of duty/shift with particular focus on QUAD policing, such as: (a) (b) (c) On the area of Intelligence, patrollers may act as “bee workers” or collectors of information of significant value to the police. Patrollers shall comply with the requirements of the intelligence unit addressing the information requirements to address the AOR's crime pattern and emerging crime problems. As long as the COP and supervisors are amply informed, a patrolier may develop his/her own but legitimate network of useful sources as long as it adheres to police principles and guidelines For Investigation, patrollers need to act on the requirements of the investigation unit such as assistance in the serving of warrant of arrest, provision ofassistance to victims and witnesses, serve summons, and other matters which may help station investigators. PCR component in QUAD policing may be best exemplified by patrollers in their daily contact with the community. Patrollers serve as the conduit of the police ‘Station to the community. As the patrollers build rapport with the community, in a way, they are addressing some of the breeding grounds of crime. They can easily develop information network, organize community volunteers, and mobilize the community to help the police in the maintenance of peace in their assigned beat. As such, any peace and order and quality of life issue surrounding the community must be relayed to the COP for appropriate intervention. RESTRICTED 19PNPM-DO-DS-3-3-15 (DO) RESTRICTED (d) With proper information, the operations component of QUAD policing can draw responsive strategies, and even on a daily basis, adjust the station's patrol plan to ensure that the efforts of patrollers are directed to reducing crime and in maintaining peace and order. Patrollers become more effective when they are armed with necessary information and have a program of activities to introduce and perform as they go around in their assigned beat together with the force multipliers. The incoming patrol supervisor or the COP/DCOP or any other PCO acting as patrol supervisor shall accomplish the Pre-Deployment Checklist incorporated in the Daily Patrol Report (Annex B) and give the TOC a copy of the checklist and the office of the COP. The checklist shall form part of the Daily Patrol Report to be submitted after the tour of duty. 2.10 Patrol Operations. The Patrol Supervisor oversees the patrol operations during the officer's tour of duty. He is accountable for the proper implementation and execution of deployment procedures during duty shifts. Patrollers, on the other hand, shall perform all tasks given during the pre-departure briefing and those given by patrol supervisors during their shift. They must remain on post until properly relieved. After the pre-deployment briefing, members of the Foot Patrol shall proceed to the designated beats to relieve in place the outgoing foot patrol officers. Similarly, members of the Mobile Patrol shall wait at the Police Station/PCP, whichever is appropriate, for the checking and turnover of equipment. In both instances, the outgoing patrol officers must provide the incoming patrol officers detailed situation update in their respective beats/sectors. Some of the outgoing patrollers may be required to join the pre-deployment briefing especially when there is important information to be relayed to the incoming patrollers. The Patrol Supervisor must undertake the following tasks to ensure that patrol officers are on their beat conducting patrol! operations and other related activities: a, Supervise the deployment of the patrol officers. Record their time of arrival at their respective beats. Chapter 2 RESTRICTED 20PNPM-DO-DS-3-3-15 (DO) RESTRICTED inspect the deployment of the patrol officers as reflected in their Daily Beat Patrol Activities. Ensure that they are in the beat performing their tasks in accordance with procedures, and make spot corrections if necessary. Promote exemplary appearance and conduct. Assist patrol officers in handling serious incidents. Give hourly reports on the situation and the disposition of patrollers to the COP/PCP Commander through the TOC. The Patrol Officers must perform these tasks during their patrol shift, among others (Please see Annex G — Patrol Officer Job Description, Tasks and Work Activities): a. Chapter 2 inform the Patrol Supervisor of their arrival at the designated beat. Report unusual incidents and render hourly situation updates. Be vigilant at all times. Patrol the assigned beats in buddies or jointly with BPATs or other force multipliers following the activities lined up in their Daily Beat Patrol Activities. Ensure that safety and security are maintained in the beat. Enforce laws and ordinances and arrest law/ordinance violators. Perform the duties of first responder. (Respond to the incident; assess the crime scene to ensure personal safety; evacuate all wounded persons — never assume that a person is dead; arrest the suspect, if possible; protect the crime scene; identify and get witnesses; interview persons; wait and turnover the crime scene to the responding investigator; and assist in crowd control and traffic direction.) Familiarize with the physical layout of the area, facilities and structures therein as reflected in the Area Profile (Annex C) of the assigned beat. Establish rapport with the residents and occupants of business establishments in the beat to build up informants. If possible, note routine activities and even lifestyle of people of interest or in suspicion for future reference. RESTRICTED 2PNPM-DO-DS-3-3-15 (DO) RESTRICTED Chapter 2 Observe, monitor, check and report suspicious people or public assemblies, Observe, check and report suspicious structures or buildings, compounds, and vehicles (private, public, or commercial/delivery vehicles). Initiate the removal of any street hazards that may hinder public safety. Entertain complaints and respond to calls for assistance or intervention. Most likely cases an officer may encounter in the streets are anti-social behaviors (loud noises, public drinking, illegal parking, vagrants, domestic fights. etc.) which may also require knowledge on the part of the officer on the nature and causes of such incidents. Assist motorists or pedestrians and provide information such as directions and locations. Immediately inform the TOC all actions/intervention that shall be taken and the result thereof whether it is a police response or spot check Assist personnel of responsible agencies/units in facilitating the flow Of traffic at busy intersections/roads within the beat. Conduct dialogues with the residents in the beat to maintain a harmonious relationship and elicit their cooperation and support. Assist in performing the following tasks; 1) Serve summons and warrants of arrest. 2) Conduct neighborhood checks. 3) Organize small community groups as force multipliers. 4) Setup Barangay Information Networks (BINs). 5) Serve notices in connection with the Annual Verification of Firearms/LO1 Bilang Boga/Kontra Boga. 6) Validate information reports. 7) Follow up leads. Members of the mobile patrol shall inform the TOC before stopping RESTRICTED 22PNPM-DO-DS-3-3-15 (DO) RESTRICTED or pursuing any vehicle. Report the plate number of the vehicle, direction of travel, names of streets/roads, and the reason/cause for police action to be taken. This is called a "preparatory call’, devised as a protective and preventive procedure in case the suspected vehicle escapes and causes injury or death to any person. Record in the After Patrol Report (Annex D) all unusual incidents that came to their attention, Perform tasks, duties, and responsibilities in their assigned beats until properly relieved. 2.11 Post-Deployment Briefing. Patrol Officers shall perform the following procedures for proper turnover of team equipment and responsibility and provide feedback and relevant information obtained during their shift: a. Outgoing members of the foot patrol must wait for the errival of incoming shift of patrol officers for the turnover of responsibility, equipment, and relieving in piace. Mobile patrol members shail return to the Police Station/PCP for the turnover of responsibility and team equipment. Members of the mobile patrol must ensure the patrol vehicle's serviceability and cleanliness prior to its turnover to the incoming mobile patrol team. Turnover to the Patrol Supervisor or investigator any item confiscated or recovered. ‘Accomplish the After Patrol Report. include in the report a summary of all incidents responded to with the corresponding response time; and activities done including compliance to the specific tasks given before or during the deployment by the Patrol Supervisor and the concerned staff. Submit the report to the Patrol Supervisor. Patrol Supervisors perform the following procedures to ensure the proper turnover of responsibilities and team equipment; feedback; reporting between the incoming and outgoing patrol supervisors and officers; and submission of the After Patrol Reports: Chapter 2 RESTRICTED 23PNPM-DO-DS-3-3-15 (DO) RESTRICTED a. Check over the patrol members and their equipment. Receive their After Patrol Reports. b. Debrief the patrol members on significant incidents that happened during their tour of duty. Make adjustments or corrective measures if necessary. Correct any improper action of patrol officers and recommend improvements to policies and procedures based on the field observations made. c. Dismiss the patrol officers after the debriefing. d. Accomplish the Daily Patrol Report incorporating the Pre-Deployment Checklist, Post-Deployment Checklist, and the summarized After Patrol Reports. Indicate in the Daily Patrol Report the incidents responded to by the patrol officers, including the response time. Submit same to the Chief of Police through the Tactical Operations Center (TOC), e. Brief the incoming patrol supervisor about the turnover responsibility. The patrol supervisor who conducted the pre-deployment briefing shall be the same patrol supervisor who will conduct the post-deployment critique. This activity is being undertaken to: a. _ Ensure continuity of efforts; b. Incorporate feedback mechanism; and c Give the patrollers the opportunity to render situation report in their beat/sector. 2.12 Documentation. Documentation of the activities serves as basis for review and evaluation of the effectiveness of the crime prevention program of the police station. Documentation is necessary for the following purposes. a Pre-Deployment Briefing. This should be reduced into written report which include but not limited to: inspection, gathering and dissemination of information, and instructions/orders to the patrollers. b. After Patrol Report of Patrollers. The report should contain the incidents responded to and activities done including compliance to the specific tasks given by the patrol supervisor and the concerned staff. Chapter 2 RESTRICTED 24PNPM-DO-DS-3-3-15 (DO) RESTRICTED Chapter 2 Patrol Log (Annex E). The log officially records the patrol operations and other policing activities rendered by all police station personnel. The Patrol Log shall be the only basis for computing the number of man-hours rendered by every uniformed personnel and the whole station. This will likewise correct the practice of some field units in feporting their patrol and visibility outputs based on the number of man-hours rendered which, in some cases, do not reflect the actual man-hours spent on the ground. The Patrol Log serves the following purposes: 1) Ensure accountability of personnel; 2) As a more accurate and reliable basis for computing patrol man-hours rendered by every uniformed personnel of the police station and the whole station for that matter; 3) Gauge the effectiveness of the crime prevention program of the police station; and, 4) As reference for the issuance of certification on the patrol man- hours rendered by every uniformed personnel, which may be used as basis for rating, designation to a higher position, and promotion. The Chief, Operations Section shall fill out the station's Patrol Log every day based on the Daily Patrol Report and attest to the correctness of the entries made. The Patrol Log to be displayed at the Operations Section shall contain, among others, the following information: (@) Names of all uniformed personnel in the police station; (b) Dates and shifts of patrol duties; (c) Nature of duties performed; (@) Number of patrol man-hours rendered by every uniformed personnel and the wholepolice station on a daily basis; and (e) Response time, which refers to the time that elapsed from the moment that a police officer received the information up to the time the officer arrived at the incident scene. RESTRICTED 25PNPM-DO-DS-3-3-15 (DO) RESTRICTED 243 Review and Evaluation. Review and Evaluation (R&E) is a necessary tool in management of various forms. Peter Drucker, a management guru once wrote, “what gets measured, gets managed”. This is true in policing, we cannot really tell if our strategies are on the right track or delivering us the desired results if there are no feedback mechanisms or systems established. Through R&E, the COP would also know the necessary resources needed to further enhance the implementation of his/her patrol plan. The conduct of R&E at the police station level becomes a two-way process as it can also serve as a feedback mechanism to the community. When feedback is communicated to the community, including the local chief executives, the benefits of having ideal management principles can be beneficial as the COP can easily mobilize adcitional resources. To conduct an honest-to-goodness evaluation, the COP must organize a committee involving the community stakeholders at the station level to conduct monthly review, and to assess, modify and iterate the implementation of the Station Patrol Plan accordingly to be responsive to the ever changing crime situation in the area, The Committee shall be composed of, but not limited to, the following: a The Local Chief Executive or his/her representative; b. The Chairman of the Peace and Order Committee of the City/ Municipal Council; c Representatives from the following: 1) Women sector; 2) ~~ Youth sector; 3) Business sector 4) Religious sector; 5) Transport sector; 6) Indigenous people (when applicable); and 7) The Academe. d. ‘The President of the Association of Barangay Chairmen; @. Atleast two residents from the place mostly affected by prevailing crimes; and f. The Deputy Provincial Director for Operations or S3 of PPO/CPO. Chapter 2 RESTRICTED 26PNPM-DO-DS-3-3-15 (DO) RESTRICTED ‘The Committee shall have at least fourteen (14) members. They shall choose a Chairman from among themselves. The COP shall not act as its Chairman but rather play the role of a facilitator, providing all the data needed by the committee members in order for them to come up with a meaningful evaluation. However, at the Sub-Station and PCP levels, the COP shall require the ‘Sub-Station or the PCP Commander to organize a Review and Evaluation Board to conduct weekly assessment on the implementation of the deployment plan, wherein result must be reported to the Chief of Police. Members may come from the officials of the Barangay and the community or sector who are mostly affected of the prevailing peace and order concern, There should be at least seven (7) members of the Review and Evaluation Board at the Sub-Station or PCP level, who shall select the Chairman from among themselves. The Sub-Station or PCP Commander shall not act as its Chairman but rather play the role of a facilitator, providing all the data the Review and Evaluation Board needs. The Quad Staff of the station shall join the weekly meetings of the Board at the Sub-Station or PCP level to ensure that the QUAD Policing strategy at the station level is replicated down to the Sub-Station and PCP levels. The duties and responsibilities of the Review and Evaluation Board may be summarized as follows: a. To check the appropriateness of police deployment by evaluating if it is attaining the desired output and outcome, i.e. reduction of crime incidence; b. To adjust the Station Patrol Plan based on the result of the review and evaluation process; c To serve as a functional mechanism of the station to gather feedback from the community; d. To communicate the results of the Patrol Plan and other crime prevention strategy of the police station to the community; e. To mobilize the needed resources with the help of the community; f. To promote transparency on the anti-crime efforts of the police station, thereby eliminating misunderstandings between the police, the media, and the community; and Chapter 2 RESTRICTED a7PNPM-DO-DS-3-3-15 (DO) RESTRICTED To develop that sense of respon: and accountability among patrollers being “co-workers” with the community as they realize in themselves that they are being evaluated by the people themselves. Other modes or programs such as community dialogues and informal surveys may also be done to further gather feedback and validate the result of the evaluation by the committee. To ensure objective conduct of review and evaluation, the evaluation committee may draw some of the parameters from the following: b. The Police Station's Patrol Plan; The objectives set for the station and the individual petrollers vis-2- vis their actual accomplishments as reflected in the Station Patrol Log and Daily Patrol Report; The performance indicators, i.e. reduction in index crime volume; increase in non-index crime volume as a result of police-initiated operations; increase in crime solution efficiency; number of patrol man-hours performed; improvement in the response time; reduction of complaints towards the police; accuracy of reporis/information submitted; increase in the number of wanted persons arrested; increase in the number of force multipliers/crime prevention volunteers; LGU and NGO support; and improvement in the level of ‘trust and perception towards the police; and, The resources available at the station such as personnel strength and competencies, and the Move-Protect-Communicate-investigate capability of the station. At the Provincial Director's (PD's)/City Director's (CD's) initiative, PPOs/ CPOs may design their respective crime prevention indexes to gauge further the performance of the police stations. They must ensure that the Patrol Plans of all police stations are responsive to the prevailing crime situation in their respective AORs. They shall, as often as possible, check their implementation and gather feedback from other members of the community to validate and measure their effectiveness. Chapter 2 RESTRICTED 28PNPM-DO-DS-3-3-15 (DO) RESTRICTED Importantly, the performance of the COPs shall also be regularly evaluated. A committee shall be formed at the Police Regional Office level with the Deputy Regional Director/Deputy District Director as Chairman, the Regional/District Staff and the PD/CD as members to conduct monthly assessment on the performance of the COP based on the output of their Patrol Plan. The purposes of the evaluation are: a. Ascertain if the objective of the patrol plan is being attained; b. Assist the COP in improving his Patrol Pian and in its execution; ©. Assist the COP in his needed resources to maximize patrol operations; d. Mentor the COP on leadership and in managing the Police Station; and, e. Give inputs to the RD/DDIPD to assess who best fits to be the COP ofa particular Police Station considering its peculiarities. The Committee shall recommend to the RD/DD/PD, necessary intervention including the relief of non-performing or under-performing COPs. Chapter 2 RESTRICTED 29PNPM-DO-DS-3-3-15 (DO) RESTRICTED CHAPTER 3 PATROL PLANNING Planning is the process of establishing objectives and determining the course/s of action, the involvement of persons or group/s implementing them, and identifying the resources to be utilized to achieve the objectives. Upper level commanders/managers plan for the long-term goals through strategic plans to meet organizational objectives. Lower level units like the police station, plan for the short-term goals through operational and tactical plans that provide details on how the strategic plans will be accomplished. The Station Patrol Pian is a type of operational plan prepared at the police station level that provides the guidelines in the conduct of patrol operations. It also contains details on the deployment of patrol personnel and resources. taking into account the prevailing situation in the area of responsibility. 3.1. Guidelines in Patrol Planning, Generally, patrol operations are conducted daily in the patrol sectors/beats. Depending on the available resources and the peculiarity of the area of responsibility, patrol operations are conducted in two (2) or three (3) shifts every day. The following are the general guidelines in patrol planning: a. The objectives of the police station must be aligned with the objectives set by the higher headquarters, Such that, if the objective set by the NHQ is to reduce street crimes by at least 50% for a given time frame, the objective of all police stations nationwide must not be lower than 50% as well b. In formulating the Station Patrol Plan, the following factors must be considered: the number and individual functions of the personnel; logistical and financial resources; crime situation; area's population; presence of vital installations; economic key points; other law enforcement and security forces in the area; and the geographical configuration of the area of responsibility. Chapter 3 RESTRICTED 30PNPM-DO-DS-3-3-15 (DO) RESTRICTED c. In the development of the Station Patrol Plan, the COP must consider the design of the Integrated Patrol System as previously discussed in this Manual. d. The Police Station must monitor the implementation of the patrol plan and conduct weekly evaluation and assessment. This will be the basis for adjusting the plan as well as the patrol operations if necessary. 3.2 Organization. Figure 3.1 is a prototype Patrol Unit in a police station scalable depending on the size of the AOR, terrain, personnel strength, security condition, mobility, and crime data. PROTOTYPE PATROL ORGANIZATION IN A POLICE STATION Chief of Police Deputy Chief of P Patrol Supervisor Patrol Supervisor Sector 1 Patrol Supervisor Sector 2 Beat 1 Beat 2 Beat 1 Beat 2 Beat 3 Beat 4 Beat 3 Beat 4 Figure 3.1 Prototype of Patrol Unit Organization Chapter 3 RESTRICTED Ko]PNPM-DO-DS-3-3-15 (DO) RESTRICTED 3.3. Sectoring and Beat Assignment. A sector is a geographic area designated by boundaries within the area of responsibility of the police station wherein the patrols operate and are responsible for. A patrol sector is larger than a patrol beat and is normally covered by a mobile patrol. 3.4 Patrol Beat. A patrol beat is a subdivision of a patrol sector consisting of any contiguous area defined by identifiable boundaries which patrol personnel can effectively patrol during their tour of duty. Foot and/or bicycle patrol is usually employed in a patrol beat particularly in urban areas which may consist of blocks of residences or built-up areas. An urban setting can also consist of a portion, a whole, or a number of barangays. In rural areas, a beat may consist of several barangays within a particular municipality whereby motorized kind of patrol is normally employed. Streets are the usual identifiable boundaries to assign patrol beats. A patrol beat is usually patrolled by two or more police officers. They become more effective if they are conducting patrols together with the force multipliers. Sectoring and beat assignment are done for the following purposes: a. Ensure full coverage of the station's AOR. This is to enable the patrollers to rapidly respond to calls for police assistance. With sectoring, when security situation permits, all corners of the station's AOR will be covered by patrollers. b. Define area of coverage for patrollers. This is to enable patrollers to perform targeted visible police patrols, address crime generators, investigate reported cases, and provide a localized policing service to the community in accordance with their respective needs. c. Identify responsibility of patrollers. This is to instil the importance of their role in the effective conduct of patrol operations. As discussed in the previous chapter, patrollers play the roles of investigator, intelligence, and police-community relation officers while performing their duty as beat patrol officers. By the time patrollers walk their beat, the community sees them as a ‘visible and real presence’ that they can depend on even in the minutest things. d. Instill accountability and sense of ownership over the specific sector or beat. This is to inculcate to the patrollers that their designated areas Chapter 3 RESTRICTED 32PNPN-DO-DS-3-3-15 (DO) RESTRICTED are their own domain and anything that transpires therein during their tour of duty is their accountability. Patrollers become the alter ego of the Chief of Police in their specific sector or beat. Therefore, they must be held liable when crime situation worsens in their assigned beat. They must, on the other hand, receive appropriate recognition when crime figures go down. e. Allow the community to identify, familiarize, and interact with the patrol officers and vice versa, Patrol officers would easily familiarize themselves with their assigned beat as they constantly interact with the community. Essential information to enhance the Area Profile of their beat can be easily gathered with the cooperation of the community. Built-up or “poblacion” area Areas outside the Built-up area or “poblacion” orea F i Figure 3.2 Foot and Mobile Patrols in Municipalities or Rural Areas In the municipalities or rural areas, patrol beats are usually smaller in the built-up or poblacion area than outside the poblacion area. Population is concentrated in poblacion than in the outlying areas or barangays (Figure 3.2). Chapter 3 RESTRICTED 33PNPM-DO-DS-3-3-15 (DO) RESTRICTED In the urban areas, the frontline units of the City Police Stations are the Police Community Precincts (PCPs) or the patrollers themselves. The areas of responsibility of the PCPs are divided into patrol sectors and patrol beats that are covered by the appropriate methods of patrol (Figure 3.3). What is importantis that the area can be effectively patrolled and the patrollers can adequately respond to calls for police assistance or intervention within reasonable time. LEGEND Atoll + Represents the patrol beats in Sector | 2A to 2G Represents the patrol beats in Sector 2 Sector 2 Represents Sector lof the area of responsiblity of the Police Station Figure 3.3 Patrol Sectors and Patrol Beats Chapter 3 RESTRICTED 4PNPM-DO-DS-3-3-15 (DO) RESTRICTED Patrollers can best perform their duties when they know exactly what to do. In a given beat, there are data that need to be available at hand so patrollers can accomplish their Daily Beat Patrol Activities well. As such, an area profile must be developed for each patrol beat showing the exact location of banks, pawnshops, jewelry store, business establishments, government offices, schools, churches, residence of important personalities, and other information which are of significant value to the police (See Figure 3.4). CITY PROPER Banks, Pawnshops and Other BEAT 1 Business Establishments Figure 3.4 Sample Area Profile of a Patrol Beat Chapter 3 RESTRICTED 35PNPM-DO-DS-3-3-15 (DO) RESTRICTED 3.5 Making the Plan. In making the Station Patrol Plan, police units shall be guided by the format consisting of five (5) major parts as presented below. a Chapter 3 Situation. The situation relates the existing circumstances in the area of responsibility based on the nature and extent of crime; modus operandi of perpetrators; time/location/rate of crime incidence; crime victims; and possible crime trend in the next couple of months. This also includes the existence of other law enforcement units, force multipliers, and government security forces operating in the area of responsibilty of the police station. Finally, an assumption is presented to guide future courses of action. Mission. Defines what the police station wants to accomplish and its purpose based on the assessment of the crime situation in the area of responsibility and the objectives set by higher headquarters. Execution. Outlines the concept of operations, tasks of personnel and units involved, and the coordinating instructions as presented below. 1) Concept of Operation. The concept of operation is a clear and concise statement of the line of action chosen by the COP to accomplish the mission of the police station. It describes how the COP sees the actions of each patrol personnel fitting together toaccomplish the mission. To do the mission, a clearly defined structure of Patrol Unit must be drawn and shall form an integral part of the Patrol Plan. Duration of shifts, standby points, authorized meal breaks, deployment procedures, and the review and evaluation system must be discussed in detail. This shall also include: 2) Patrol Sector and Beat. This part of the Patrol Plan elaborates how the Station's Area of Responsibility will be divided by Sector and further demarcated by Beat. A map showing the delineation of the different sectors and beats must be prepared to form part of the Patrol Plan. Most importantly, deployment plan must depend on the sectors and beats for patroliers to cover. The sector and beat shall also determine which type of patrol is appropriate. RESTRICTED 36PNPM-DO-DS-3-3-15 (DO) RESTRICTED Chapter 3 3) 4) 5) 6) (2) Beat Assignment. The deployment of personnel in the identified beats, how they will be rotated into shifts, and the allocation of time offs must be discussed in this part. During normal circumstances, patrollers are expected to be available at the specific location as detailed in each Daily Beat Patrol Activities doing routine patrols and the "MUST DOs" in the list. One of the annexes of the plan is the worksheet with the names of patrollers and patrol supervisors with their assigned sector and beat, and further broken down by shift. The worksheet must also include contact details, both radio and mobile phones, of the patrollers and supervisors. Tasks. The duties of units and personnel involved in the patrol operations. Coordinating Instructions. Provide the details of coordination, instructions, and control applicable to the units and personnel involved in the patrol operations. It includes reportorial requirements, procedures for dragnet operations, adherence to POP, respect for human rights, manner of interaction with the community, collection of crime information, barangay! community profiling, and adherence to LO! "Tamang Bihis" Service Support. Provides information on the essential logistical requirements of patrol operations. Command and Signal. Provide details of the command, control, and communications aspects of the patrol operations based on the concepts of the Integrated Patrol System. RESTRICTED 7PNPM-DO-DS-3-3-15 (DO) RESTRICTED CHAPTER 4 QUALIFICATIONS, TRAINING AND EQUIPMENT Patrollers having the essential and acceptable qualifications are most likely to effectively deliver the much-needed police services to the commurity. The Chief of Police shall endeavor to develop the competencies of patrollers based on certain standard qualifications. 4.1 Qualifications of Patrol Supervisors. Patrol Supervisors must possess the necessary leadership, management and technical skills attached to police patrol operations, but at the same time, must likewise exhibit all the basic qualifications ofa patroller. 4.2 Qualifications of Patrollers. In order to be an effective patroller, a police officer must possess the following skills, virtues, and qualities: Wise use of discretion Well-groomed/Presentable a. Good oral communication skills b, Interpersonal and public relation skills c. Community organizing skills d. Problem solving skills e. Conflict resolution skills Gender sensitive g. Respect for people of different or multi-cultural backgrounds h. Emotional maturity i, High Adversity Quotient (AQ) Patience j. Inquisitive k. Compassionate \ m. 4.3 Training. In order to equip the patrol supervisors and patrollers with the necessary knowledge and skills, they are required to undergo the following training courses: a Patrol Supervisors’ Training b. Police Patrollers’ Training Chapter 4 RESTRICTED 38PNPM-DO-DS-3-3-15 (DO) RESTRICTED These training programs aim to: 4.4 Equipment a, Chapter 4 1) 2) 3) Instill patrolling as an indispensable policing activity that requires serious attention such as: (a) Thorough planning; (b) — Honest-to-goodness implementation; (@) Regular review and evaluation; and (a) Commitmentand dedication of both police commanders, and rank and file personnel. Appreciate patrolling as it is, being regarded as the ‘backbone of policing’ and the ‘engine’ that will generate most of our policing outputs and accomplishments. Develop patrollers as community leaders. Individual Uniform and Patrol Equipment 1) 2) Uniformed personnel to be deployed for patrol operations shall wear patrol uniform consisting of the following: (a) GOA‘B", patrol shirt or other patrol uniforms as may be prescribed in the future (b) Patrol shoes (c) Bull cap (d) Raincoat and rain boots (may be used as appropriate) (2) PNP jacket (may be used as prescribed by regulations) Basic petrol equipment consist of the following: (a) Handheld radio (0) Cellular phone (c) Firearm holstered in a Police Duty Belt/Rig (@) Extra two (2) magazines with ammunitions (ce) Handcufis () —Pro-baton/ Retractable night stick RESTRICTED 39PNPM-DO-DS-33-15 (D0) RESTRICTED Chapter 4 3) 4) 5) (g) Flashlight (h) Whistle (i) Notebook and pen Other desirable equipment are: (a) Protective Body Armor (when responding to risky situations) (b) Stun gun/Taser gun (as may be authorized) (c) Pepper spray The prescribed modification on the uniform and equipment shall be used for the bicycle, motorcycle, waterborne and airborne patrols. Uniform or equipment for patrol operations as may be prescribed later by regulations shall also be used. Mobile Patrol Team Equipment 1) 2) The mobile patrol team equipment include: (a) Marked patrol vehicle with siren and blinkers (b) At least one (1) long firearm (c) One (1) mobile radio (d) Atleast one (1) handheld radio (e) Cellular phone (f) First Responder's Kit (g) First Aid Kit (h) Flashlight () — Handeuff () _ Pro-baton/ Retractable night stick (k) Notebook and pen () Megaphone Other desirable equipment are: (a) Protective Body Armor (when responding to high risk situation) (b) Stun gun/Taser Gun (as may be authorized) (c) Pepper spray RESTRICTED 40LIST OF ABBREVIATIONS LIST OF FIGURES GLOSARRY OF TERMSPNPM-DO-DS-3-3-15 (DO) LIST OF ABBREVIATIONS AVSEGROUP — Aviation Security Group BIN — Berangay Information Network BPAT — Barangay Peacekeeping Action Team CD - City Director COMPSTAT — Computer Statistics COP - Chief of Police CPA — Crime Pattern Analysis CPO - City Police Office DCOP — Deputy Chief of Police ECP — Emerging Crime Problem FJGAD - Family, Juvenile, Gender and Development Program FTO — Field Training Officer HPG — Highway Patrol Group LOI — Letter of Intent MG ~ Maritime Group NSU — National Support Unit NOSU — National Operational Support Unit OPCON - Operational Control PCO — Police Commissioned Officer PCP — Police Community Precinct PCR — Police Community Relations PD — Provincial Director PNCO — Police Non-Commissioned Officer POP — Police Operational Procedure PPO — Police Provincial Office PPSC — Provincial Public Safety Company PRO — Police Regional Office RD — Regional Director RPSB — Regional Public Safety Battalion SAF — Special Action Force TOG — Tactical Operation Center WCPD — Women and Children Protection Desk 42PNPN-DO-DS-3-3-15 (DO) LIST OF FIGURES Chapter 1 Figure 1.1 The Integrated Patrol System with Prime Operational Components Figure 1.2 Communication Network among Patrol Components, Police Stations, Police Provincial Offices (PPOs), and City Police Offices (CPOs) and Police Districts Chapter 2 Figure 2.1 Patrol Operations Procedure Figure 2.2 Interplay of the QUAD Staff at the Police Station Level Chapter 3 Figure 3.1 Prototype Patrol Unit Organization Figure 3.2 Foot and Mobile Patrols in Municipalities or Rural Areas Figure 3.3 Patrol Sectors and Patrol Beats Figure 3.4 ‘Sample Area Profile of a Patrol Beat 10 16 17 3 33 35 43PNPM-DO-DS-3-3-15 (DO) GLOSSARY OF TERMS Arrest is the taking of a person into custody in order that he/she may be bound to answer for an offense. Beat is the designated area or route that is part of a sector where police officers conduct patrol. CompStat is a computer-driven crime statistics. It is a comprehensive, continuous analysis for improvement and achievement of prescribed outcomes ‘such as decreasing street robberies; drug sales and use; carnapping; vandalism, ‘and many others depending on the specific objectives identified and prioritized by the police and the community in a specific geographical area. Concept of Operations is a clear and concise statement of the line of action chosen by the Chief of Police to accomplish the mission of the Police Station. Itdescribes how he sees the actions of each patrol beat fitting together to accomplish the mission, Crime Clock is an illustration of the distribution by time of the crime incidents in the area of responsibility of the Police Unit for a particular period. Crime Map is a graphical representation of the surface of the area of responsibility of a Police Station drawn on a plane where crime incidents are plotted. Crime Scene is the place of incident including other places from which most physical evidence associated with crime will be obtained. Dragnet Operation is a type of police operation wherein probable exit points of fleeing suspects are sealed-off preventing their escape and effect arrest. First Responder refers to a Police Officer who is the first to arrive at the crime scene to provide initial police actions. Foot Patrol is a form of patrol conducted by police officers moving about in a beat area by foot. Integrated Patrol System is a patrol component where different patrol units of the Police Station, barangay tanods, NGOs, and civilian volunteers from the community support and complement the efforts of each other aimed to prevent the occurrence of crime in their area of responsibility. The system includes fixed components of any of the above mentioned units or organizations.PNPM-DO-DS-3-3-15 (DO) Mobile Patrol is another form of patrol conducted through the use of land-based conveyances such as police bicycles, motorcycles, and motor vehicles. Operational Control (OPCON) is the transferable command authority that may be exercised by a commander through which he/she can organize and employ units or agencies augmented to his/her organization; direct these units or agencies in accordance with their inherent mission; and assigned task, designate objectives, and give authoritative direction in the overall aspects of operations and joint/inter-agency training necessary to accomplish missions assigned to the command. Operational control however, does not, in itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, and unit training. Commanders exercising operational control of a unit or agency cannot assign separate employment of components of OPCON units. Patrol is the act of moving about in an area especially by authorized and trained Persons or groups for the purpose of observation, inspection, and security. It is aimed to deny opportunities for the commission of crimes, and reduce the risk of citizens becoming victims. It can be defined also as a group of police officers assigned to "walk the beat” as their duties include responding to calls for service, making arrests, resolving disputes, taking crime reports, establishing rapport with the community, and conducting traffic enforcement and other crime prevention measures. The term Patrol used in this Manual does not refer to the combat patrols of Public Safety Forces (PSF). However, PSF personnel may augment Police Stations for crime prevention patrols or for focused police operations when directed. Patrol Coverage refers to the area of operation of the patrol officers divided into patrol sectors and patrol beats. Patrol Duration refers to the length of time of the patrol operations. Patrol Officer is a PNP personnel performing patrol duties under the direct supervision of the Patrol Supervisor. Patrol Personnel refers to both the Patrol Supervisor and Patrol Officers. Patrol Route refers to designated routes that can be taken by the patrol officers for patrol operations. Patrol Shift is the working period of a group of patrol personnel. 45PNPM-DO-DS-3-3-15 (DO) Patrol Supervisor is a PNP personnel who is responsible for the patrol officers and is directly under the supervision of the Chief of Police. Police Community Partnership is a philosophy of ‘community policing’ that emphasizes problem solving partnership between the police and the community in working towards a healthy, crime free and harmonious environment. Police Presence (Visibility) pertains not only to the physical presence of police officers in a designated area performing thoir assigned duties but the totality of sense or perception of being safe felt by the community - that the police is there ready to provide service when needed. It can be summarized in an acronym “SAFE” that the police is being ‘Seen, Admired, Felt, and Experienced’. QUAD Policing is the interplay of functions of Police Operation, Intelligence, Investigation, and Community Relations, whereby, when simultaneously employed in a single activity or incident, would create much greater result than independently performing these functions. QUAD Policing can be best exercised atthe Police Station level since there is a direct command from the COP, who prepares the Patrol Plan, down to the Patrollers, who executes the Patrol Plan. Response Time refers to the time that elapsed from the moment that a police officer received the calll for assistance up to the time that the police first responder arrived at the incident scene. ‘Sector is a subdivision of a locality composed of two or more beat patrol areas where a composite or police integrated patrol system is conducted. Spot Check/Accosting is the brief stopping of an individual, whether on foot or ina vehicle, based on reasonable suspicion, probable cause, or prior information for the purpose of determining the individual's identity and intention to resolve the officer's suspicion. Strategy is a plan, method or series of maneuvers in police operations with the purpose of creating an enabling environment necessary to solve a crime problem or achieve a prescribed outcome. Tactic is a plan or a procedure essential for the realization of a strategy to solve a crime problem or achieve a prescribed outcome. Task is a duty to be performed.rN dSPNPM-DO-DS-3-3-15 (DO) ANNEX A- Sample Daily Beat Patrol Activities Time Daily Beat Patrol Activities 8:30AM - Formation, check attendance, “Tamang Bihis”, inspection/checklist of 8:45AM equipment and conduct of Pre-Deployment Procedures at the City Plaza, Palaris St. -“MUST DO” 8:46AM - Proceed to the New Market to check deployment of traffic enforcers, 9:00AM Kabayan, POSO, and other force multipliers. 9:01AM - Conduct Patrol/Sita, and police inspection/visitation along the roads of 10:00AM Mamarlao going to Luchan. Conduct bank and pawnshop inspection for Target Hardening, — “MUST DO” 10:01AM - ‘Conduct Patrol/Sita, and police inspection/visitation of commercial 11:00AM establishments along Rizal St. going to Roxas Blvd. Talk to tricycle and jeepney drivers and other persons in contact. 11:01AM - ‘Conduct Patrol/Sita along Rizal Ave. going to McArthur, PNR Site, Quezon Blvd 12;00NN_ 12:01NN - ‘Conduct Patrol in front of Magic Supermarket. Talk to security guards, tricycle 1:00PM. drivers, vendors, etc. Take lunch, one at a time. 1:01PM - Conduct Patrol/Sita along the roads of Roxas Blvd. going to M.H. Del Pilar to 3:00PM Sitio Careenan, Rizal Ave., and police inspection/visitation of barangay officials. 3:01PM - Proceed to New Market, Rizal Blvd, to supervise Traffic Direction and Control. 4:00°M Check the deployment of force multipliers 4:01PM - ‘Conduct police inspection/visitation of schools such as SEPNAS, PSU, School 5:30PM Division. - “MUST DO” 5:31PM - Conduct Patrol/Sita along Roxas Blvd. going to City Plaza to prevent snatching 7:30PM and other street crimes. — “MUST DO” 7:31PM - Check all banks, pawnshops, and other high value targets to make sure they 8:00PM are properly locked or guarded. - “MUST DO” ‘8:01PM - Formation, log out, debriefing, check individual log book and key PNCOs to 8:30PM consolidate and collect the results of all compliances. (Documentation — After Patrol Report, output on compliances, best practices, and lessons learned.)PNPM-DO-DS-3-3-15 (DO) ANNEX B - Daily Patrol Report (Letterhead of Police Station) SUBJECT + DAILY PATROL REPORT FOR 5 Chief of Police Date : Shift: |. Pre-Deployment Checklist No Yes COL 21. Formation of the incoming shift of patrol officers at the Station Headquarters/designated venue was done at : Oo 2. Patrol officers were accounted for prior to their deployment. Absentee details were reported and replacements were made. OL 3. Conducted inspection in ranks to ensure proper appearance of patrol officers and the completeness of the following individual and team equipment: Individual - basic equipment: Mobile Patrol - basic equipment: Handheld Radio __— Marked patrol vehicle with siren __ Cellular phone and blinkers Firearm holstered in a Police Duty Belt/Rig ___ At least one (1) long firearm with Extra two magazines with ammo two (2) extra magazines __ Handcuffs —— One (1) mobile radio _— Pro-baton/Retractable night stick At least one (1) handheld radio __ Flashlight Cellular phone Whistle __ First Responder’s Kit ___ Notebook and pen __Fitst Aid kit Other desirable equipment: Flashlight __ Protective Body Armor Handcuff Stun gun/Taser gun __Pro-baton/Retractable night stick __ Pepper Spray Notebook and pen Megaphone Other desirable equipment: Protective Body Armor Stun gun/Taser gun OLD 4. Conducted Pre-Deployment Briefing that includes, among others the following: __ Reminders on patrol and operational procedures __ Situation update in the last 24 hours __ Disseminated and discussed the Daily Beat Patrol Activities for each patroller __ Specific tasks of patrol officers as required during the preparatory conference — Current directives and instructions OL 5. Thepatrolofficers were deployed at__(time) ll, Patrol Deployment (Use the following matrix to list the names of deployed personnel and area of deployment.) 49PNPM-DO-DS-3-3-15 (DO) Personnel Patrol Method Area/s Cover Deployed rea/s Covered 1. Significant Incidents from the After Patrol Reports and action taken: 2. Unsafe conditions and other information noted during the patrol (Check and indicate the exact location and action taken.) ___ Deep excavation without safe warning barricade Open manhole _Uncollected/Accumulated gerbage ___ Flooded road or any portion thereof __ Leaking water pipeline __ Busted post lamps __Stalled/Abandoned vehicle —_ Ongoing/Newly started illegal construction __ Felled/Broken tree/plant __ Fire hazards such as natural or man-made __ Defective traffic signs/lights __ Others (specify) 3. +Comments/Recommendations. O 0000 OO Post-Deployment Checklist 1. After the tour of duty of the patrollers, formation was conducted at about _(time). Accounting of the patrol officers and issued equipment were conducted. Those absent were reported for proper administrative actions. After Patrol Reports of the patrol officers were collected. After accounting, debriefing was conducted. Untoward incidents reported were noted. Nr Patrol officers were properly dismissed at about _{time)_. Briefed Incoming Patrol Supervisor, and turned over responsibility and equipment for the shift. 7. Summarized the After Patrol Reports submitted by the patrol officers into Daily Patrol Report and submitted same to the Chief of Police through the Operations Section, 8. The following are the concerns of the community in specific areas: awayPNPM-DO-DS-3-3-15 (DO) Beat/Barangay ‘Summary of Concerns of the Community Patrol Supervisor 51PNPM-DO-DS-3-3-15 (DO) ANNEX C - Samples of Area Profile City Proper Banks, Pawnshops and Other Business Establishments: VIPs, Churches, Schools and 52PNPM-DO-DS-3-3-15 (DO) ANNEX D - After Patrol Report SUBJECT: AFTER PATROL REPORT DATE: 4. Rendered patrol duties on ) from tol DIMIY Date Time 2. Pre-deployment specific instructions received: Action Taken: 3. Incidents/Unusual events/situations: (ex.: crime incidents, public disturbance, major events, etc.) ‘Action Taken: 4. Public safety concems: (ex. uncovered/open manholes, busted lights, uncollected garbage, fre hazard, missing bridge railings, etc.) Action Taken: 5, Other public safety services rendered: (are and route security, assistance to person with disability, recovered property, etc.) 6. Visited areas: (ex.: house, school, church, business, barangay, etc,) No.of officials visite: Total no, of gov't. officials 7. Name of persons visited/local officials: {including bray officals in hearer 8 Sector/Beat patrolled: 9. Patrolled the MUST DOs such as: 53PNPM-DO-DS-3-3-15 (DO) 10. Remarks/Recommendations: (best practices, traffic assistance rendered, etc.) ‘Total patrol credit hours rendered: (Signature over rank and name) Patrol Officer (Signature over rank and name) (signature over rank and name) Patrol Officer Patrol SupervisorPNPM-DO-DS-3-3-16 (DO) i g>rotmzee ANNEX E - Sample Patrol Log ‘SAMPLE PATROL LOG (1-31 March 2014) E ‘Assumptions made on the computations above: Deak nicer The total number of persennel of the Police Station is 21. ‘Parl Superdece | "1" daly erage of ebaon (16) perenne conduct. pal Foot Parl ‘operations and other forms of police visibility operations. Grtranion 2. Adally average of five (5) personnel is on leave or off-duty Of Duy 3. Dally patrot operations. consist of two (2) shifts at 12 hours Leave Per shit. | Absent SS Ee ‘Other Forms of OperationsPNPM-DO-DS-3-3-15 (DO) ANNEX F - First Responder's Form CSI Form 1: First Responder’s Form Republic of the Philippines PHILIPPINE NATIONAL POLICE FIRST RESPONDER'S FORM (This Form shall be brought by the First Responder and/or Investigator at the Crime Scene and shall be immediately accomplished by the First Responders.) Date THIS IS TO CERTIFY that the Crime Scene (CS) described hereunder was tured over by the First Responder (FR) to the Duty Investigator! Investigator-On-Case (IOC) with the following gathered information: Primary Place of Occurrence: ‘Secondary Place of Occurrence: Type! Nature of Incident: Rank and Name of First Responders: Time/Date of Report of Incident Received by FRs: Time FRs Arrived at the Crime Scene: Weather Condition: Time Crime Scene was Cordoned (Police Line) and Secured/Signs Posted: Time Flash Alarm/ Request for Support Relayed by FR to TOC:PNPM-DO-DS-3-3-15 (DO) A. Names of Victims and Status (Safe/Injured/Hospitalized/Deceased, ete. : (Note: Use the overleaf or back page for extra entries) B, Names of Persons Found at (inside) the Crme Scene by FR (Address/Contact Nrs): C. Names of Suspects and Status (Arrested/At-iarge, etc..) and Weapons, if any: D. Name of Person Found Near or at the Vicinity of CS (Address/Contact Nr): E_ Names of Persons interviewed by the FR (Address/Contact Nr): F. Names of Persons Who Entered the CS after the Arrival of FR and Prior to Arrival of Investigator (Medics, Local Officials, etc) (Address/Contact Nr) 57PNPM-DO-DS-3-3-15 (DO) (Note: Use the overleaf or back page for extra entries) G. List of Evidence That May Have Been Seized or Collected by the FR (If Any): Description Disposition H. Areas where Initial Search were conducted: On-Scene Command Post (OSCP) established at: ‘Time and Date of Arrival of Investigator at the CS: This further certifies that the Crime Scene and all the evidence therein have been properly secured and preserved by the FRs and that all the information contained herein is true ‘and correct to the best of our ability: Name and Signature of First Responders: Crime Scene Received By Duty Investigator! IOC: RankiName ‘Time/Date: 58PNPM-DO-DS-3-3-15 (DO) Witnessed By: Prepared and Submitted by: Rank/Name/Designation of Officer/ Signature over Printed Name (Note: Use the overleaf or back page for extra entries) 59PNPM-DO-DS-3-3-15 (DO) ANNEX G - Patrol Officer's Job Description, Tasks, ‘and Work Activities Patrol Officer's Job Description, Tasks and Work Activities Job Title: Police Patrol Officer ‘Summary of Job Description: Patrol assigned area to enforce laws and ordinances, regulate traffic, control crowds, prevent crime, and arrest violators. Tasks: ‘+ Provide for public safety by maintaining order, responding to emergencies, protecting People and property, enforcing motor vehicle and criminal laws, and promoting good community relations. Record facts to prepare reports that document incidents and activities. Moritor, note, report, and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in patrol area. Identify, pursue, and arrest suspects and perpetrators of criminal acts. Patrol specific area on foot, bicycle, horseback, or motorized conveyance, responding promptly to calls for assistance. Render aid to accident victims and other persons requiring first aid for physical injuries. Respond to traffic accidents and other accidents in the patrol area and cause the turn- over of the accident scene to investigators. * Testify in court to present evidence or act as witness in traffic and criminal cases. * Relay complaint and emergency-request information to appropriate station/local ‘government dispatchers. * Evaluate complaint and emergency-request information to determine response requirements. * Monitor traffic to ensure motorists observe traffic regulations and exhibit safe driving procedures. Issue citations or warnings to violators of traffic/motor vehicle ordinances. Direct traffic flow and reroute traffic in case of emergenci Inform citizens of community services and recommend options to facilitate longer-term problem resolution. + Provide road information to assist motorists. * Inspect public establishments to ensure compliance with rules and regulations. Work Activities: Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources. read maps read navigation charts gather physical evidence interview crime witnesses or victims to obtain descriptive information 60PNPM-DO-DS-3-3-15 (DO) Operating Vehicles, Mechanized Devices, or Equipment — Running, maneuvering, navigating, or driving vehicles or mechanized equipment such as bicycles, motorcycles, passenger vehicles, aircraft, or watercraft. * drive automobile, van, or light truck "operate helicopters/aircraft operate vehicles in law enforcement or security setting Identifying Objects, Actions, and Events — Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events, identity firearms or weapons recognize physical or emotional abuse * recognize public safety hazards Performing for or Working Directly with the Public — Performing for people or dealing directly with the public. "enforce laws, ordinances, or regulations issue citation or waming for violation of ordinances "apprehend or arrest suspect or perpetrator of criminal act Making Decisions and Solving Problems — Analyzing information and evaluating results to choose the best solution and solve problems. = make decisions * reach conclusions quickly in law enforcement situations * respond to crisis/emergency situations Communicating with Persons Outside Organization — Communicating with people outside the organization, representing the organization to the public, government, and other extemal sources. This information can be exchanged in person, in writing, or by telephone or e- mail. communicate details in protective services settings make public presentations on law enforcement issues make presentations relay information to proper officials Documenting/Recording Information — Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form. * maintain records or logs of activities and other work related data/information Resolving Conflicts and Negotiating with Others — Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others, Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. Evaluating Information to Determine Compliance with Standards — Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. adhere to government aviation regulations * adhere to government traffic regulations = ensure correct grammar, punctuation, or spelling 61PNPM-DO-DS-3-3-15 (DO) * oversee work progress to verify safety or conformance to standards * inspect facilities or equipment for regulatory compliance * review facts to determine if criminal act or statue violation is involved Processing Information — Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. * compile biological data for criminal investigations * conduct legal searches or investigations * investigate complaints, disturbances, or violations Assisting and Caring for Others — Providing personal assistance, medical attention, emotional support, or other personal care to others such as coworkers, customers, or patients. Establishing and Maintaining Interpersonal Relationships — Developing constructive and ‘cooperative working relationships with others, and maintaining them over time. * manage community relations for law enforcement agency * cooperate with court personnel or other law enforcement agencies Performing General Physical Activities — Performing physical activities that require considerable use of arms and legs and movement of the whole body, such as climbing, lifting, balancing, walking, stooping, and handling of materials. * apply appropriate physical restraint on persons * ride bicycles, horses, motorcycles during law enforcement work Updating and Using Relevant Knowledge — Keeping up-to-date technically and applying new knowledge on the job. use arrest, search, or seizure legal statutes use emergency medical procedures use hazardous materials information follow infectious materials procedures use intervention techniques use interviewing procedures use local or regional geographical knowledge to transportation use oral or written communication techniques use traffic control procedures follow traffic laws use visual flight procedures use aircraft safety regulations follow aviation emergency procedures follow police or emergency radio regulations maintain firearms proficiency use first aid procedures use conflict resolution techniques use knowledge of geographic coordinates use knowledge of investigation techniques follow law enforcement methods or procedures use rescue procedures use surveillance techniques Analyzing Data or Information — Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts. 62PNPM-DO-DS-3-3-15 (DO) analyze existing evidence or facts Monitor Processes, Materials, or Surroundings — Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems. = monitor vehicle operation to detect problems * sustain attention in traffic emergencies = patrol or guard area or premises + monitor traffic conditions or motorists Interacting With Computers — Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information. Inspecting Equipment, Structures, or Material — Inspecting equipment, structures, or materials to identify the cause of errors or other problems or defects. Judging the Qualities of Things, Services, or People — Assessing the value, importance, ‘or quality of things or people. «= Judge terrain conditions for vehicle or equipment operation Interpreting the Meaning of Information for Others — Translating or explaining what information means and how it can be used. Thinking Creatively — Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions. Developing Objectives and Strategies — Establishing long-range objectives and specifying the strategies and actions to achieve them. Provide Consultation and Advice to Others — Providing guidance and expert advice to ‘management or other groups on technical, systems-, or process-related topics. * testify in court for accident and criminal cases Training and Teaching Others — Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others, Organizing, Planning, and Prioritizing Work — Developing specific goals and plans to prioritize, organize, and accomplish your work. Performing Administrative Activities — Performing day-to-day administrative tasks such ‘as maintaining information files and processing paperwork. = manage detailed records or files in law enforcement setting = prepare reports Developing and Building Teams — Encouraging and building mutual trust, respect, and cooperation among team members. Handling and Moving Objects — Using hands and arms in handling, installing, positioning, and moving materials, and manipulating things. Guiding, Directing, and Motivating Subordinates — Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. 63PNPM-DO-DS-3-3-15 (D0) ‘Scheduling Work and Activities — Scheduling events, programs, and activities, as well as the work of others, Coordinating the Work and Activities of Others — Getting members of a group to work together to accomplish tasks. * direct human or vehicle traffic Coaching and Developing Others — identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. Estimating the Quantifiable Characteristics of Products, Events, or Information — Estimating sizes, distances, and quantities; or determining time, costs, resources, or materials needed to perform a work activity. Selling or Influencing Others — Convincing others to buy merchandise/goods or to otherwise change their minds or actions. Controlling Machines and Processes — Using either control mechanisms or direct physical activity to operate machines or processes (not including computers or vehicles) operate cameras operate emergency fire or rescue equipment use two-way radio or mobile phone ‘operate navigation technology or equipment use firearms Repairing and Maintaining Mechanical Equipment — Servicing, repairing, adjusting, and testing machines, devices, moving parts, and equipment that operate primarily on the basis of mechanical (not electronic) principles.PNPM-DO-DS-3-3-15 (DO) REFERENCES New Beginning: Policing in Northern Ireland. The Report of the Independent Commission on Policing for Northern Ireland (1999). Directorate for Operations, PNP, Police Integrated Patrol System (LOI 63/2010). Directorate for Operations, PNP, PNP Operational Procedures (March 2010). Directorate for Operations, PNP, Revised PNP Operational Procedures (December 2013). Directorate for Plans, PNP, PNP Planning Manual (September 2001) George T. Payton, Patrol Procedure (Fourth Edition, 1971). Henry M. Wrobleski and Karen M. Hess, Introduction to Law Enforcement and Criminal Justice (Eight Edition, 2006). New York Division of State Police, New York State Police: Crime Prevention, Retrieved from www.troopers.ny.gov,/Crime Prevention/ (accessed July 2014) PC/Supt. Aveiino |. Razon, Jr., Integrated Patrol System: Police Visibility and Crime Deterrence (1998) pp. 2-4. Philippine National Police, PNP Field Training Program Manual for Police Officer 1 (2006). Police Director General Panfilo M. Lacson, Police Beat Strategy (LO! 01/2000). www.wikipedia.org 65PNPM-DO-DS-3-3-15 (DO) A Note on Gender Equality: The PNP adheres to and promotes gender equality. in some instances within this document where the use of third-person personal pronouns cannot be avoided, the makers of this Manual made it a point to use gender-specific pronouns like he, she, him/his, and her to refer COEQUALLY with either gender of male or female. Even the term ‘men” is usually coupled up with equating terms like ‘women’, “personnel”, or ‘members". 66Published by: Be ele CR mee ley See a oi sel lod 2015