POLICE OPERATIONAL PLANNING

What is a Plan?

A plan is an organize schedule or sequence by methodical activities intended to attain a goal and objectives for the
accomplishments of mission or assignment. It is a method or way of doing something in order to attain objectives. Plan provides
answer to 5W’s and 1 H.

What is Planning?

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

Planning is also the process of preparing for change and coping with uncertainty formulating future causes of action;
the process of determining the problem of the organization and coming up with proposed resolutions and finding best solutions.

 The process of combining all aspects of the department and the realistic anticipation of future problems, the analysis of
strategy and the correlation of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.

What is Police Planning?

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

What is Operational Planning?

Operational Planning is the use of a rational design or pattern for all departmental undertakings rather than relying on
chance in an operational environment. It is the preparation and development of procedures and techniques in accomplishing of
each of the primary tasks and functions of an organization.

What is Police Operational Planning?

Police Operational Planning is the act of determining policies and guidelines for police activities and operations and
providing controls and safeguards for such activities and operations in the department. It may also be the process of formulating
coordinated sequence of methodical activities and allocation of resources to the line units of the police organization for the
attainment of the mandated objectives or goals.

Objectives are a specific commitment to achieve a measurable result within a specific period of time. Goals are general
statement of intention and typically with time horizon, or it is an achievable end state that can be measured and observed.
Making choices about goals is one of the most important aspects of planning. Relate this definitions with their description as
defined in chapter one.

The process of police operational planning involves strategies or tactics, procedures, policies or guidelines. A Strategy
is a broad design or method; or a plan to attain a stated goal or objectives. Tactics are specific design, method or course of
action to attain a particular objective in consonance with strategy. Procedures are sequences of activities to reach a point or to
attain what is desired. A policy is a product of prudence or wisdom in the management of human affairs, or policy is a course of
action which could be a program of actions adopted by an individual, group, organization, or government, or the set of principles
on which they are based. Guidelines are rules of action for the rank and file to show them how they are expected to obtain the
desired effect.

STRATEGIC PLANNING

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

1. VISION - A vision of what a police department should be.

2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK

What is the Strategic Planning process?

 TASK 1 - Develop Mission and Objectives

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

In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are means by
which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at eliminating a problem.
Alternatives do not have to be substitutes for one another or should perform the same function. For example, our goal is to
“improve officer-survival skills.” The plan is to train the officers on militaristic and combat shooting. The alternatives could be:

Alternative 1 - modify police vehicles

Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc

What are the Objectives of Police Planning?

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

What can be expected in planning?

1. Improve analysis of problems

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

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.

2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning? The five (5) W’s and one (1) H

1. What to do – mission/objective
2. Why to do – reason/philosophy
3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy

What are the approaches in Police Planning?

A variety of approaches are employed in the planning processes. Each is unique and can be understood as a method
of operationalizing the word planning. There are basically five major approaches to planning which are:

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

What is Synoptic Planning?

Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It is also the point of
departure for most other planning approaches.

This model is based on a problem-oriented approach to planning especially appropriate for police agencies. It relies
heavily on the problem identification and analysis of the planning process. It can assist police administrators in formulating goals
and priorities in terms that are focused on specific problems and solutions that often confront law enforcement.

Steps in Synoptic Planning

1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies (a) what events and
actions are necessary, (b) when they must take place, (c) who is to be involved in each action and for how long, and
(d) how the various actions will interlock with one another.
2. Describe the present situation - Planning must have a mean for evaluation. Without an accurate beginning database
there is no reference point on which to formulate success or failure.

3. Develop projections and consider alternative future states - Projections should be written with an attempt to link the
current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to
 project the current situations into the future to determine possible, probable and desirable future states while
considering the social, legislative, and political trends existing in the community.

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

5. Set goals - Making choices about goals is one of the most important aspects of planning. It makes no sense to
establish a goal that does not address a specific problem. Remembering that the police departments are problem
oriented, choices about goals and objectives should adhere to the synoptic model.

6. Identify alternative course of action – As stated earlier, alternatives are means by which goals and objectives can be
attained. These are options or possible things to be done in case the main or original plan is not applicable.

7. Select preferred alternatives – there are techniques to select alternative like:

 Strategic Analysis – this includes the study on the courses of actions; suitability studies; feasibility studies;
acceptability studies; and judgment.
 Suitability – each course of action is evaluated in accordance with general policies, rules and laws. Feasibility -
these include the appraisal of the effects of a number of factors weighed separately and together. Acceptability –
those judged to be suitable and feasible are then analyzed in acceptability studies.
 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or cost performance analysis. The
purpose of this form of selection is that the alternative chosen should maximize the ratio of benefit to cost.
 Must-wants Analysis – This method of selecting a preferred course of action combines the strengths of both
strategic and cost effectiveness analysis. Must wants analysis is concerned with both the subjective weights of
suitability, feasibility, and acceptability and the objectives weights of cost versus benefits.

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

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

10. Summation of the synoptic planning approach – This can be done by making a summary of the presentation, could be
tabular or other forms of presentation.

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

What is Incremental Planning?

Incrementalism concludes that long range and comprehensive planning are not only too difficult, but inherently bad.
The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time
and broken down into gradual adjustments over time.

What is Transactive Planning?

 Transactive planning is carried out in face-to-face interaction with the people who are to be affected by the plan and
not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal dialogue marked by
a process of mutual learning.

What is Advocacy Planning?

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

What is Radical Planning?

The first mainstream involves collective actions to achieve concrete results in the immediate future. The second
mainstream is critical of large-scale social processes and how they permeate the character of social and economic life at all
levels, which, in turn, determine the structure and evolution of social problems.

CONSIDERATIONS IN POLICE PLANNING

a. Primary Doctrines

 Fundamental Doctrines – These are the basic principles in planning, organization and management of the PNP in
support of the overall pursuits of the PNP Vision, mission and strategic action plan of the attainment of the
national objectives.
 Operational Doctrines – These are the principles and rules governing the planning, organization and direction and
employment of the PNP forces in the accomplishment of basic security operational mission in the maintenance of
peace and order, crime prevention and suppression, internal security and public safety operation.
 Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field of interest
such as personnel, intelligence, operations, logistics, planning, etc.

b. Secondary Doctrines

 Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain operation with
regard to public safety and peace and order. These essentially involve the participation of the other bureaus of the
Bureau of Jail Management and Penology (BJMP), Bureau of Fire Protection (BFP), Philippine Public Safety
College (PPSC), National Bureau of Investigation (NBI) and other law enforcement agencies.
 Ethical Doctrines – These define the fundamental principles governing the rules of conduct, attitude, behavior and
ethical norm of the PNP.

c. The Principles of Police Organization

The principles of organization are presented in chapter three. These principles are considered in police planning in
order not to violate them but rather for the effective and efficient development of police plans.

d. The Four (4) Primal Conditions of the Police Organization

 Authority – The right to exercise, to decide, and to command by virtue of rank and position.
 Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies, procedures,
rules and regulations of the organization are based on the statement of doctrines.
 Cooperation or Coordination
 Discipline – It is imposed by command or self-restraint to insure supportive behavior.
Classifications of Police Plan

According to coverage - Police Plans could be Local Plans (within police precincts, sub-stations, and stations),
Regional Plans, and National Plans.

According to Time - Police Plans are classified as:

1. Strategic or Long Range Plan – It relates to plans which are strategic or long range in application, and it determine the
organization’s original goals and strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda, and
GLORIA (These are discussed on the latter part of this Chapter).

2. Intermediate or Medium Range Planning – It relates to plans, which determine quantity and quality efforts and
accomplishments. It refers to the process of determining the contribution on efforts that can make or provide with
allocated resources.

Example: 6 Masters Plans:

 Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
 Master Plan Sandugo (Support to Internal Security Operations Master Plan)
 Master Plan Banat (Anti-Illegal Drugs Master Plan)
 Master Plan Sang-ingat (Security Operations Master Plan)
 Master Plan Saklolo (Disaster Management Master Plan)
 Sangyaman (protection and Preservation of Environment, Cultural Properties, and Natural Resources
Master Plan)

3. Operational or Short Range Planning - Refers to the production of plans, which determine the schedule of special
activity and are applicable from one week or less than year duration. Plan that addresses immediate need which are
specific and how it can be accomplished on time with available allocated resources.

Examples of OPLANS

 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks
 Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized Crime
Groups
 The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’
assistance.
 OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security
measures and sea borne security patrols. 

TYPES OF PLANS in general

1. Reactive Plans are developed as a result of crisis. A particular problem may occur for which the department has no
plan and must quickly develop one, sometimes without careful preparation.

2. Proactive Plans are developed in anticipation of problems. Although not all police problems are predictable, many are,
and it is possible for a police department to prepare a response in advance.
 3. Visionary Plans are essential statements that identify the role of the police in the community and a future condition or
state to which the department can aspire. A vision may also include a statement of values to be used to guide the
decision making process in the department.

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

5. Operational Plans (OPLANS) are designed to meet the specific tasks required to implement strategic plans. There are
four types of operational plan:

a. Standing Plans provide the basic framework for responding to organizational problems. The
organizational vision and values, strategic statement, policies, procedures, and rules and regulations
are examples of standing plans. Standing plans also include guidelines for responding to different types
of incidents; for example, a civil disturbance, hostage situation, crime in progress, and felony car stops.

b. Functional Plans include the framework for the operation of the major functional units in the
organization, such as patrol and investigations. It also includes the design of the structure, how different
functions and units are to relate and coordinate activities, and how resources are to be allocated.

c. Operational-efficiency, effectiveness, and productivity plans are essentially the measures or

comparisons to be used to assess police activities and behavior (outputs) and results (outcomes). If one
of the goals of the police department is to reduce the crime rate, any change that occurs can be
compared to past crime rates in the same community or crime in other communities, a state, or the
nation. If the crime rates were reduced while holding or reducing costs, it would reflect an improvement
not only in effectiveness but also in departmental productivity.

d. Time-specific Plans are concerned with a specific purpose and conclude when an objective is
accomplished or a problem is solved. Specific police programs or projects such as drug crackdown,
crime prevention program, and neighborhood clean-up campaign are good examples of time-specific
plans.

KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility within in the unit, the
Commander shall develop unit plans relating to policies or procedure, tactics, operations, extra-office activities and
management.

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

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

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

c. Special Operation Procedures – Certain special operations also necessitate the preparation of procedures as
guides. Included are the operation of the special unit charged with the searching and preservation of
physical evidence at the crime scenes and accidents, the control of licenses, dissemination of information
about wanted persons, inspection of the PNP headquarters, and the like.

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

3. Operational Plans – These are plans for the operations of special divisions like the patrol, detective, traffic, fire and
juvenile control divisions. Operational plans shall be prepared to accomplish each of the primary police tasks. For
example, patrol activities must be planned, the force must be distributed among the shifts and territorially among beats,
in proportion to the needs of the service, and special details must be planned to meet unexpected needs. Likewise in
the crime prevention and in traffic, juvenile and vice control, campaigns must be planned and assignments made to
assure the accomplishment of the police purpose in meeting both average and regular needs. Each division or unit
has primary responsibility to plan operations in its field and also to execute the plans, either by its own personnel or, as
staff agency, by utilizing members of the other divisions.

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

Regular Operating Programs – These operating divisions/units shall have specific plans to meet current
needs. The manpower shall be distributed throughout the hours of operation and throughout the area of jurisdiction in
proportion to need. Assignments schedules shall be prepared that integrate such factors as relief days, lunch periods,
hours, nature, and location of regular work. Plans shall assure suitable supervision, which become difficult when the
regular assignment is integrated to deal with this short time periodic needs.
Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly always met
in the detective, vice, and juvenile divisions by temporary readjustment of regular assignment.

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

5. Management Plans – Plans of management shall map out in advance all operations involved in the organization
management of personnel and material and in the procurement and disbursement of money, such as the following:

a. Budget Planning – Present and future money needs for personnel, equipment, and capital investments must be
estimated. Plans for supporting budget request must be made if needed appropriations are to be obtained.
 b. Accounting Procedures – Procedures shall be established and expenditure reports be provided to assist in making
administrative decisions and in holding expenditures within the appropriations.
c. Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and supplies.
Purchasing procedures shall likewise be established to insure the checking of deliveries against specifications of
orders. Plans and specifications shall be drafted for new building and for remodeling old ones.
d. Personnel – Procedures shall be established to assure the carrying out of personnel programs and the allocation
of personnel among the component organizational units in proportions need.
e. Organization – A basic organizational plan of the command/unit shall be made and be posted for the guidance of
the force. For the organization to be meaningful, it shall be accompanied by the duty manual which shall define
relationships between the component units in terms of specific responsibilities. The duty manual incorporates
rules and regulations and shall contain the following: definition of terms, organization of rank, and the like,
provided the same shall not be in conflict with this manual.

FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and the subordinate commanders and the same shall be
aimed at the accomplishment of the following primary tasks more effectively and economically:

Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the community through the
protection of persons and property, the preservation of the peace, the prevention of crime, the suppression of criminal activities,
the apprehension of criminals, the enforcement of laws and ordinances and regulations of conduct, and performing necessary
service and inspections.
Investigation – The basic purpose of the investigation division unit shall be to investigate certain designated crimes and
clear them by the recovery of stolen property and the arrest and conviction of the perpetrators. To this end, the investigation
division shall supervise the investigation made by patrolman and undertake additional investigation as may be necessary of all
felonies.
Traffic Patrol – Police control of streets or highways, vehicles, and people shall facilitate the safe and rapid movement
of vehicles and pedestrians. To this end, the inconvenience, dangers and economic losses that arise from this moment,
congestion, delays, stopping and parking of vehicles must be lessened. Control of traffic shall be accomplished in three (3)
ways:

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

Vice Control – It shall be the determined stand of the PNP in the control of vices to treat vice offenses as they shall do
to any violation, and to exert efforts to eliminate them, as there attempt to eliminate robbery, theft, and public disturbance.
Control of vice, shall be based on law rather than on moral precepts, and intensive operations shall be directed toward their
elimination. A primary interest in vice control results from the close coordination between vice and criminal activities. Constant
raids of known vice dens shall be undertaken.
Juvenile Delinquency Control – Effective crime control necessitates preventing the development of individuals as
criminals. The police commander shall recognize a need for preventing crime or correcting conditions that induce criminality and
by rehabilitating the delinquent.
STANDARD OPERATING PROCEDURES (SOPs)

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

The following are Police Security Service Package of the PNP with the following standard operating procedures and
guidelines:

1. SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the basic procedures to be observed by all
PNP Units and mobile patrol elements in the conduct of visibility patrols.
2. SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85% of the PNP in the field to increase police
visibility and intensifies anti-crime campaign nationwide.
3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to ensure police visibility.
4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct link to the police to receive public
calls for assistance and complaints for prompt action by police authorities. This SOP prescribes the procedures in
detail of Duty Officers, Telephone Operators and Radio Operators for REACT 166; and their term of duty and
responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the Presidential Anti-Organization Crime Task Force
(PAOCTF), the PNP is now in support role in campaign against kidnapping in terms of personnel requirements. SOP
#5 sets forth the PNP’s guidelines in its fight against kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and sustained anti carnapping
campaign to stop/minimize carnapping activities, neutralize syndicated carnapping groups, identify/prosecute
government personnel involved in carnapping activities, and to effectively address other criminal activities related to
car napping.
7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of operations against
terrorists and other lawless elements involved in terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) - This SOP provides overall
planning, integration, orchestration or coordination, and monitoring of all efforts to ensure the successful
implementation.
9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the guidelines and concepts of
operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the concept of operations and tasks of all
concerned units in the campaign against Partisan Armed Groups and loose fire.
11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP sets forth the objectives
and concept of operation tasks of all concerned units in the neutralization of wanted persons.
12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to be undertaken by the
PNP that will spearhead the fight against all forms of illegal gambling nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign against professional
squatters and squatting syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the National Headquarter
(NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the office of the Secretary of
Interior and Local Government (SILG), with personnel and equipment requirements of that reaction group supported by
the PNP.
15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth the operational thrusts to be undertaken
by the PNP that will spearhead the fight against prostitution and vagrancy.
16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked PNP Units/Offices in
enforcing the ban on pornographic pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -This SOP prescribes the
procedures and manner of conducting an arrest, raid, search and/or search of person, search of any premises and the
seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court, as amended and updated decision of
the Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS
DISASTER AND EMERGENCY PLANNING

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

Emergency and disaster planning refers to the preparation in advance of protective and safety measures for
unforeseen events resulting from natural and human actions.

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

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

A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an EMERGENCY but an

emergency may not always be a disaster. An EMERGENCY falls into 2 broad categories:

floods, earthquake, famine, typhoon, diseases,

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

Induced
arson, bombing, kidnapping, robbery, hostage-taking,
Catastrophe
skyjacking, assassination, ambush, and other acts
(Man-made Crisis)
terrorism

Commonalities:

 Deciding Policy
 Assessing Threat
 Identifying Resources
 Selecting crisis team personnel
 Locating crisis management center
 Equipping the crisis center
 Testing contingency plans and emergency procedures
 Dealing with the media
 Dealing with victims and their families
 Dealing with other affected person (such as employees)
 Getting the organization’s normal work done
  Returning to normal after the crisis

Plan Checklist

 Identify the type of crisis/disaster/induced catastrophe

 Identify which operation, facility, personnel at risk
 Prioritize accordingly
 Determine effects of emergencies in the operation
 Identify broad categories that must be addressed in your contingency planning
 Review existing emergency plans to identify gaps
 Consider the environment with in which your emergency plans will be implemented.

Assessing the Risk

Pro-crisis Actions - “The planning process begins with an understanding of the situation and recognition that a number
of policy decisions must be made before the actual planning can begin.”; “Many emergencies can be prevented completely with
adequate thought and action. Others can be anticipated – often by doing nothing but mere common sense. REMEMBER! It was
not raining when NOAH build the ark.”

Checklist for a Disaster Action Plan

 Identify the type of disaster occurred in the area

 Identify those that could affect your operation in the area
 Determine which scenarios are plausible
 Survey your physical facilities and operating procedures to determine preparedness
 Survey surrounding area to determine if there are operations or facilities near which might create emergencies
 Establish a liaison with law enforcement agencies and emergency response groups
 Know where to get help, how to get help, and what help you can expect
 Know who currently has authority to make key decisions with in your organization and who control access to decision
makers in an emergency
 Review emergency procedures, its completeness and accuracy

Phases in Emergency/Disaster Planning

Phase I - Assessment of the Situation

This will be a research in depth by a knowledgeable and specially trained group on the vulnerabilities as well as the
resources available for the disaster plan. Surveys and Inspection may be conducted

Phase II – Writing the Plan

The plan will have to be written based on the findings in phase I. The plan can be code title, management will just call
for the name of the plan.

Phase III – Testing the Plan

Dry runs of the emergency plan is a part of the entire process of planning to determine plan reliability and to identify
deficiencies and make neceassry corrections or adjustments.

Phase IV – Critique the Plan

This involves the analysis of feedbacks. The unworkable procedures should be noted and finally corrected.
Checklist for Reviewing Policies, Procedures, and Plans

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

Organizing Disaster Management Team

Disaster Team Leadership

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

Disaster Action Team Members

Depending on the size of the organization and the number of people available, the following team mebers maybe
considered:

 Team leader/ Alternate

 Executive Assistance
 Public Affairs
 Liaison Officers
 (for family/victim/government/International)
 Administrative Support
 Communications Specialist
 Legal Specialist
 Medical and Relief Operations Officer
 Financial Specialist

Each disaster team member must be oriented and trained on their respective role and the functional requirements for
disaster management.

Disaster Action Team Duties

On Pre-event

 Supervise the formulation of policies

 Ensure the development of procedures
 Participate in preparing plans
 Oversee and participate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
 Ensure the assembly of supplies
  Ensure preparation of rest, food, medical areas

During the Event

 Establish shift schedules immediately

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

On Post Event (After the Incident)

 Evaluate effectiveness of plans

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

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

 Security receives initial report of emergency

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

Crowd Control and Riot Prevention

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

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

Some Basic Definition of Terms

Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more than three persons who
are armed or provided with means of violence.
Outcry – The means to shout subversive or proactive words tending to stir up the people to obtain by means of force or
violence.
Crowd – It consists of a body of individual people with no organization, no single partnership. Each individual’s
behavior is fairly controlled and ruled by reason. All the participants have been thrown by circumstance into a crowd for some
common purpose that may give them at least one thing in common.
Mob – A mob takes on the semblance of organization with some common motive for action, such as revenge for a
crime committed on the scene where the crowd assembled, an aggravated fight, or a confrontation with the police. At times like
this, there is already a strong feeling of togetherness (“we are one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a riot.
What is the Role of Planning in Crowd Control or Riot Prevention?

A sound organizational planning, training, logistical support and a high departmental morale are the essential success
elements in modern counter-riot operations.

The control of violent civil disorder involving large segments of the population, especially in congested urban areas,
requires a disciplined, aggressive police counter-action which at the same time adheres to the basic law enforcement precepts.
This is done through effective police operational planning.

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

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

Containment – Unlawful assembly and riot are as contagious as a plague unless they are quarantined from the
unaffected areas of the community. In here, all persons who are at the scene should be advised to leave the area, thereby
reducing the number of potential anti-police combatants.

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

Prevention of Entry or Reentry- The police have to protect the area once the people have been moved out or
dissipated into smaller groups to prevent them from returning. Enforce quarantine by not allowing the group to resume their
actions.

Arrest Violators – One of the first acts of the police upon arrival at the scene of the disturbance is to locate and isolate
individuals who are inciting the crowd to violate or fragrantly violating the law. Prevent any attempt by the crowd or mob to rescue
those arrested by enforcing total quarantine.
 Establish Priorities – Depending upon the circumstances, it is always necessary to establish priorities. Assessing the
situation to determine the nature of assistance and number of men needed is part of the planning process.

What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation

 determine whether the original purpose of the gathering was lawful or not
 determine also the lawfulness at the time of arrival at the scene
 assess their attitude, emotional state, and their general condition
 determine any state of intoxication and other conditions that may lead to violence
 identify the cause of the problem
 locate and identify leaders or agitators

Survey the Scene

 determine as soon as possible the best position of the command post

 locate the best vintage point for observations
 consider geographical factors such as natural barriers, buildings, and weather condition
 note the best method of approach

Communicate

 report on your assessment, keeping your assessment brief but concise, giving your superior the sufficient data with
which to proceed for plans of action
 ask for assistance or help from the command post hence remain close to the radio as possible until additional units
arrived or to communicate new developments

Maintain a Watchful Waiting

 make your presence known to the people in the vicinity

 if the crowd is too much to handle, stay near the command post and wait for additional support units
 use radio or other means of communications to call for assistance
 make preparations for decisive police action.

Concentrate on Rescue and Self-Defense

 take care of the immediate needs of the situation until help arrives
 apply first aid to injured people and self protection must be considered
 remember the primary objective of protecting lives, property and the restoration of order

Maintain an Open Line of Communication

 keep the dispatcher advised on the progress of the scene

 continue directing the support units to the scene and the general perimeter control

Establish a Command Post

 follow what is in your contingency plan for civil disturbance

 make every officer aware of the command post for proper coordination

Take immediate action for serious violations

 arrest perpetrators
  isolate the leaders or agitators from the crowd
 show full police force strength

Give the dispersal order

 disperse the crowd upon order

 anti-riot formations and procedures must be used
 use of force necessary for dispersal maybe considered

What are the General Guidelines in Handling Riot?

1. Preplanning must be high on the agenda whenever the department anticipates any disorder or major disturbance.
2. Meet with responsible leaders at the scene and express your concern for assuring them their constitutional guarantees.
Request them to disperse the crowd before attempting to take police action.
3. Maintain order and attempt to quell the disturbance without attempting to punish any of the violators.
4. Use only the force that is necessary but take positive and decisive action.
5. Post the quarantine area with signs and barricades, if necessary.
6. Keep the traffic lane open for emergency and support vehicle.
7. Consider the fact that most impressive police action at the scene of any type of major disturbance is the expeditious
removal of the leaders by a well-disciplined squad of officers.
8. For riot control, consider the following:

 Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The elements of surprise
may enhance effectiveness of riot control
 Security of Information – Plans for action and communications regarding the movement of personnel and
equipment should be kept confidential
 Maximum utilization of Force – A show of police force should be made in a well-organized manner, compact,
and efficient in a military-type squad formations.
 Flexibility of Assignments – Officers and teams should be flexibly assigned to various places where the need
is greatest.
 Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid mass confusion
among the officers.

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

Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and excitement at a riot
scene by taking a concealed position and shooting at people with some type of weapons, usually rifle.

Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into custody immediately.

Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering. Take the suspects
into custody by whatever means are necessary.