LAW ENFORCEMENT OPERATIONS AND PLANNING

WITH CRIME MAPPING

LEA 4

LAW ENFORCEMENT
OPERATIONS AND
PLANNING WITH
CRIME MAPPING
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LAW ENFORCEMENT OPERATIONS AND PLANNING CRIME MAPPING

WITH
INTRODUCTION

Hudzk and Cordner defined Planning as ‘’ thinking about the future , thinking about what we
want the future would be and thinking about what we need to do now to achieve’’

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 – Involves linking present actions to future conditions .

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 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 a 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.

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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.

Planning is expected to :

1. Improve analysis of problems

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

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

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 WHAT ARE THE RESPONSIBILITIES IN PLANNING?

• Broad External Policy Planning – is the responsibility of the legislative branch of

the government.

• Internal Policy Planning – is the responsibility of the C/PNP and other chiefs of the different
units or headquarters within their area of jurisdiction to achieve the objectives or mission of
the police organization.

PLANNING APPROACHES

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.

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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:

a. Strategic Analysis – this includes the study on the courses of actions
b. suitability studies
c. feasibility studies
d. acceptability studies
e. judgment.

• 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.

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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.

CHARACTERISTICS OF A GOOD PLAN

1. A Plan must have a clearly defined objective

2. A Plan must be simple, direct and clear
3. A Plan must be flexible
4. A Plan must be attainable
5. A Plan must provide standards of operation
6. A Plan must be economical in terms of resources needed for implementation.

DOCTRINES/PRINCIPLES 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.

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• 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.

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 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.

THE ELEMENTS OF PLANNING

1. Objectives
2. Forecasting
3. Policies
4. Procedure
5. Rules
6. Programmes
7. Budgets
8. Projects
9. Strategies

PRINCIPLES OF PLANNING

1. Principle of Commitment - This means that certain resources must be committed or pledged
for the purpose of planning.

2. Principle of the Limiting Factor - A plan involves varied factors of different importance. This
principle implies that more emphasis has to be put on that factor which is scarce or limited in supply
or extremely costly. This will help in selecting the most favorable alternative.

3. Principle of Reflective Thinking- These involve reflective thinking which signifies problem-solving
thought process—a process by which past experiences are superimposed on the facts of the present
situation and possible future trends.

4. Principle of Flexibility- Changes must necessarily be effected in the plan for taking into account new
developments that may take place in the course of the operation of the plan.

5. Principle of Contribution to Enterprise Objectives - A major plan is prepared and it is supported by

many derivative plans. But all plans must contribute in a positive way towards the achievement of the
enterprise objectives.

6. Principle of Efficiency - A plan should be made efficient to attain the objectives of the enterprise at
the minimum cost and least effort. It must also achieve better results with the minimum of unexpected
happenings. Therefore, it is to be seen that what is expected is likely to be achieved.

7. Principle of Selection of Alternatives- In choosing from alternatives, the best alternative will be that
which contributes most efficiently and effectively to the accomplishment of a desired goal.

8. Principle of Planning Premises - A plan is prepared against some foundations or backgrounds

known as ‘Planning Premises’. There must be complete agreement among the managers in respect of
planning premises over which the structure of plan is to be framed.

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 9. Principle of Timing and Sequence of Operations - Timing and sequence of operations determine
the starting and finishing time for each piece of work according to some definite schedule and give
practical and concrete shape and form to work performance.

10. Principle of Securing Participation - To secure participation of the employees with whole-hearted
co- operation in execution of the plan, it is necessary that the plan must be communicated and
explained to them for their full understanding.

11. Principle of Pervasiveness - Though major planning function is entrusted to the top management, it
is not restricted to the top level only. It is a function of every manager at every level in the
organization.

12. Principle of Strategic Planning - Strategic planning is essential where there is competition. It is
prepared in the light of what the competitors are intending to do.

13. Principle of Innovation - Innovation is a necessity for its sustaining growth in this dynamic world.
Innovation is achieved through research and development and planning is required to provide such
scope.

14. Principle of Follow-up - In the course of execution of a plan, certain obstacles may crop up in midway
and planning may require revision, alteration or correction. This is why there must be a follow-up
system in the planning process itself.

FACTORS AFFECTING POLICE PLANNING

1. Condition – a consideration of political atmosphere, public opinion; ideological aspirations; peace

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

PLANNING PROCESS

1. Recognition of the need of the plan

2. Formulate the Objectives
3. Gather Analyze Data
4. Evaluate Alternatives
5. Execute the plan

LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING

 CHAPTER II

TYPES OF PLANS

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;

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 plan

CLASSIFICATIONS OF POLICE PLAN

A. According to coverage

1. Local Plans (within police precincts, sub-stations, and stations),

2. Regional Plans
3. National Plans.

B. According to Time

1. Strategic or Long Range Plan – It relates to plans which are strategic or long range in application,
and
LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING
 it determine the organization’s original goals and strategy.

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Example: Police Action Plan on the Strategy DREAMS and Program, P-O-L-I-C-E 2000, Three
Point Agenda, and GLORIA

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.

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: 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

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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.
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
(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.

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

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 conflict with this manual

STEPS IN POLICE PLANNING AND OPERATION

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

2. Clarifying the Problems – This calls for the identification of the problems, understanding both its
records and its possible solution. A situation must exist for which something must and can be
done.

Example: an area in a city or municipality is victimized by a series of robbers. There is a need for reaching the
preliminary decision that robberies may be reduced in the area, and that the pattern of operation, in general, is
one by which the police can reduce them.

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

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

5. Developing Alternative Plans – In the initial phases of plan development, several alternative
measures shall appear to be logically comparable to the needs of a situation. As the alternative
solutions are evaluated, one of the proposed plans shall usually prove more logical than the
others.

6. Selecting the Most Appropriate Alternative – A careful consideration of all facts usually leads to
the selection of the best alternative proposal.

7. Selling the Plans – A plan, to be effectively carried out, must be accepted by persons concerned at the
appropriate level of the plan’s development.

Example: in a robbery case, the patrol division head may be preparing the plan. At the outset, the
detective chief is concerned and shall be consulted. As the planning develops, there may be a need it
involve the head of the personnel, records and communication units and all patrol officers.

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

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

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.

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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

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 (ANTIPROSTITUTION/VAGRANCY) - This SOP sets forth the operational thrusts to
be undertaken by the PNP that will spearhead the fight against prostitution and vagrancy.

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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

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 CHAPTER III
CONSTITUTIONAL AND STATUTORY RIGHTS OF PERSONS AFFECTED/SUBJECT BY
POLICE/LAW ENFORCEMENT OPERATIONS
The promotion and protection of human rights are part of our constitutional and legal framework,
as shown below:

- The Government exists to maintain peace and order, and protect life, liberty and property, as well
as promote the general welfare of the people (1987 Philippine Constitution
Article 2, Section 4-5).
- The State is responsible for promoting social justice and recognizes the value of human dignity
and respect for human rights (1987 Philippine Constitution Article 2, Sections 10-11).
- The State recognizes and promotes the rights of indigenous cultural communities within
the framework of national unity and development. (1987 Philippine Constitution Article 2,
Section 22).
- The State recognizes, promotes, and protects the rights of all citizens as defined in the Bill of
Rights. (1987 Philippine Constitution Article 3, Section 1-22).

- Congress shall give highest priority to the enactment of measures that protect and enhance the
rights of all the people to human dignity, reduce social, economic, and political inequalities, and
remove cultural inequities by equitably diffusing wealth and political power for the common
good. (1987 Philippine Constitution Article I3, Section 1).

- The State shall defend the right of children to assistance, including proper care and nutrition,
and special protection from all forms of neglect, abuse, cruelty, exploitation and
other conditions prejudicial to their development. (1987
Philippine Constitution Article 15, Section 3). Other parts of the 1987 Philippine Constitution and
laws such as R.A. 7438 (Rights of Persons Arrested, Detained or Under Custodial Investigation
and Duties of the Arresting, Detaining and Investigating
officers), R.A. 9262 (Anti-Violence Against Women & Children), and R.A. 9344 (Juvenile Justice
and Welfare Act) exist to promote and protect the rights of persons in all sectors of Philippine
society.

As a signatory, the Republic of the Philippines is obligated to abide by the provisions of

various international human rights treaties, conventions, and protocols including the:

• Universal Declaration on Human Rights of 1948 by the United Nations General Assembly (UDHR)

• International Covenant on Civil and Political Rights (ICCPR)

• Optional Protocol to the Covenant on Civil and Political Rights (CCPR)

• International Covenant on Economic, Social and Cultural Rights (ICESCR)

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• U.N. Convention on the Condition of the Wounded and Sick in Armed Conflict (the First Geneva
Convention)

• Convention Against Homicide (CAH)

• Convention Against Torture (CAT)

• Convention on Elimination of Discrimination Against Women (CEDAW)

• Convention on the Rights of the Child (CRC)

The United Nations also prescribe the following eight (8) articles of the U.N. Code of Conduct
for Law Enforcement Officials:

1. Always perform duties under the law.

2. Respect and safeguard human rights.
3. Use force only when strictly necessary.
4. Respect confidentiality.
5. Never inflict any act of torture or ill-treatment.
6. Safeguard the health of all those in custody.
7. Never commit any act of corruption.
8. Respect the law and this Code.

Moreover, there are new national laws on Human Rights and International Humanitarian Law
(HR/IHL) that must be fully studied and understood by all PNP personnel. These new laws
include:

• R.A. 9745 (Anti-Torture Law);

• R.A. 10350 (Anti-Enforced or Involuntary Disappearance Law ) and
• R.A. 9851 (IHL Act of 2009, or more formally, Act Defining and Penalizing Crimes against
International Humanitarian Law, Genocide and other Crimes against Humanity)

WHAT IS HUMAN RIGHTS-BASED POLICING?

Human Rights-Based Policing (HRBP) is the comprehensive, systematic, and institutional

adherence to national or domestic laws on human rights; and compliance with international human
rights principles, standards, and practices as well as treaties, conventions, and protocols related to
law enforcement or police functions.

HRBP is also an approach to policing that defines the relationship between individual citizens
and various groups or sectors of society as Claim Holders whose rights have to be respected and
protected by the police; and the Police as Duty Bearers that have obligations to respect, protect and

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fulfill human rights. HRBP aims to empower claim holders to claim their rights, while strengthening
the capacities of duty bearers to meet their duties and obligations as human rights protectors.

Characteristics of Human Rights-Based Policing Human Rights-Based Policing has several

characteristics which are briefly explained below:

1. Strict Observance of Police Policies and Operational Procedures

Human Rights-Based Policing entails strict observance of police policies and operational
procedures. Most, if not all, violations of human rights occur when police officers do not follow
established policies and procedures. Shortcuts, omissions, or blatant disregard for procedures are
unacceptable behavior that violate our national laws, PNP rules and regulations, and generally
accepted socio-cultural norms. When police officers follow and apply proper procedures, they uphold
human rights while doing all that is possible to ensure that the subsequent case to be filed in court
against a suspect would prosper, in the higher interest of justice.

2. Adherence to National/Domestic and International Laws, Treaties, Standards,

and Protocols on Human Rights

Human Rights-Based Policing is about adhering to national/ domestic and international laws,
treaties, protocols, and standards of human rights in law enforcement. All PNP personnel must
know, understand, and adhere to Philippine laws related to human rights such as R.A. 7438,
9745, 9851, among others. It can be said that human rights-based policing is the full enforcement
of laws on human rights

3. Professional Competence and Courteous Service

Human Rights-Based Policing is best demonstrated by police personnel through their

professional competence and courtesy. There are many definitions or descriptions about being a
professional. In general, a Professional is a person who possesses expert knowledge and skills in a
particular field. A Professional exhibits a high standard of work 30 ethics, behavior, and attitude.

4. Respect for Rule of Law and Civilian Supremacy

Human Rights-Based Policing is anchored on the rule of law and recognition of civilian
supremacy. From the term law enforcement, it is understood that there can be no enforcement
apart from the law. Any act of enforcement (that is, the use of police powers or any manner of
application of force) apart from the law may be considered criminal, or at the very least, an abuse
of authority

5. Pro-Democracy and Pro-Citizen

Human Rights-Based Policing is democratic and citizen-centered. Democratic values are best
demonstrated by the police when it seeks greater participation by the community in maintaining
peace and order. The police organization must always remain responsive and relevant to the
needs of the community --- which is actually the PNP’s main clientele. Through dialogues and
consultations with stakeholders, the police are able to learn about the issues and concerns that
must be addressed at the community level.

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 PNP and Its Human Rights Obligations

As a government bureau or state actor, the PNP has three levels of human rights obligations: to
respect, protect, and fulfill human rights.

1. To respect human rights means refraining from interfering with the enjoyment of people’s
rights.

2. To protect human rights means to implement laws that provide equal protection to all
persons from human rights violations by state authorities or by non-state actors.

3. To fulfill human rights refers to the act of establishing institutions and implementing
systems, mechanisms or procedures that enable people to claim and enjoy their rights.

10 BASIC INTERNATIONAL HUMAN RIGHTS

STANDARDS FOR LAW ENFORCEMENT

Originally published by the United Nations High Commissioner for Human Rights, the 10
Basic International Human Rights Standards for Law Enforcement are premised on the principle
that “international human rights law is binding on all States and their agents, including law
enforcement officials.” Therefore, all police and law enforcement personnel have the obligation to
know, understand, and apply the following human rights standards.

STANDARD 1: EQUAL PROTECTION

Everyone is entitled to equal protection of the law, without discrimination on any grounds,
and especially against violence and other threats. Be especially vigilant to protect potentially
vulnerable groups such as children, the elderly, women, refugees, displaced persons, and
members of minority groups.

STANDARD 2: RESPECTFUL TREATMENT

Treat all citizens and victims of crime with compassion and respect, with utmost
consideration for their need for safety and privacy . It must be remembered that under the law,
all arrested persons and detainees are still considered innocent and have the right to due process.
Only the court can determine their guilt or innocence. Even when they are already convicted by
the court, they still have the right to be treated humanely, with full respect and dignity.

STANDARD 3: USE OF FORCE

Do not use force except when strictly necessary and to the minimum extent required under
the circumstances.

STANDARD 4: POLICING NON-VIOLENT ASSEMBLIES

Avoid using force when policing unlawful but non-violent assemblies. When dispersing violent
assemblies, use force only to the minimum extent necessary

STANDARD 5: USE OF LETHAL FORCE

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 Lethal force should not be used except when strictly unavoidable in order to protect your life
or the lives of others.
STANDARD 6: ARRESTING PERSONS ON LEGAL GROUNDS

Only arrest persons if there are legal grounds to do so, and the arrest is carried out in
accordance with lawful arrest procedures.

STANDARD 7: DETAINEES’ RIGHTS

Ensure that all detainees, immediately after their arrest, have access to their family and
lawyer. They must also be given immediate medical assistance whenever necessary

STANDARD 8: HUMANE TREATMENT OF DETAINEES

All detainees must be treated humanely. Under any circumstances, do not inflict, instigate, nor
tolerate any act of torture or ill-treatment, and refuse to obey any order to do so.

STANDARD 9: REFUSAL TO OBEY UNJUST ORDERS

Do not carry out, order, or cover-up extra-legal killings or enforced disappearance, and refuse
to obey any order to do so.

STANDARD 10: REPORTING VIOLATIONS

Report all violations of these standards to your senior officer and to the nearest Prosecutor’s
Office. Do everything within your ability and authority to ensure steps are taken to investigate
violations of these standards.

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 CHAPTER IV

CATEGORIES OF POLICE OPERATIONS

Public Safety Operation – includes Search, Rescue and Retrieval Operations, Fire Drills,
Earthquake Drills and similar operations that promote public safety.
Law Enforcement Operation – includes Service of Warrant of Arrest, Implementation of Search
Warrant, Enforcement of Visitorial Powers of the Chief, Philippine National Police and Unit
Commanders, Anti-Illegal Drugs Operation, Anti-Illegal Gambling Operations, Anti-Illegal Logging
Operations, Anti-Illegal Fishing Operations, Anti-Carnapping Operations, Anti-Kidnapping Operations,
Anti-Cyber Crime Operations and similar operations that are conducted to enforce laws, statutes, executive
orders and ordinances.
Internal Security Operation – includes Counter-Insurgency Operations, Counter Terrorist Operations
and similar operations that are conducted to ensure internal security
Special Police Operation – includes Checkpoint Operation, Roadblock Operation, Civil Disturbance
Management Operation, Police Assistance in the Enforcement of Demolition Eviction Injunction and
Similar Orders, Police Assistance in the Implementation of Final Court Order and Order from Quasi-
Judicial Bodies, Hostage Situation, Visit Board Search and Seizure Onboard Marine Vessels and similar
police operations that are conducted by police units with specialized training on the peculiarity of the
mission or purpose.
Intelligence Operation – includes Surveillance Operation, Counter Intelligence, Intelligence Research,
Intelligence. Assessment and similar police intelligence operation conducted to gather information related
to security, public safety and order.
Investigation Operation – includes Investigation of Crime or Incident, Administrative Investigation
and similar investigative work necessary to determine facts and circumstances for filing cases criminally
or administratively.
Scene of the Crime Operation (SOCO) – includes the processing of crime scene, technical and
forensic examination of evidences and similar scientific investigative assistance.

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 CATEGORIES OF BFP OPERATIONS

CHEMICAL, BIOLOGICAL, RADIOLOGICAL, NUCLEAR (CBRN) OPERATIONS- Provide

information to the BFP responders in making preliminary assessment of the situation that they suspect
involving criminal or terrorist use of chemical, biological agents, radiological or nuclear materials
(CBRN). Aid in the assessment with a list of observable indicators of the use and/or the presence of
Chemical Biological Agents or radioactive materials. It also provides personal safety considerations,
approach and response strategies, initial actions and decontamination measures for the first responders.

Collapsed Structure Rescue Operations - Ensure operational standards in search and rescue
operations during structural collapse in order to extricate the victim/s in the earliest possible time without
harm to the rescuer.
CONFINED SPACE RESCUE OPERATIONS- Ensure operational standards in Confined Space
Rescue Operation are practiced and victims trapped in a confined space are saved.
Civil Disturbance Management (Cdm)- ensure public and personnel safety when attending and
assisting crowd dispersal units of the pnp/afp.
DISASTER RESPONSE- Search and save lives of victims of disasters and calamities. Electrocution
Rescue Operations- ensure operational standards in the rescue of electrocuted victim and to prolong
the life/ lives of victim/s after an electrocution incident.
Elevator Rescue Operations- Save the lives of individuals trapped inside the elevator car.
FIRE GROUND RESCUE OPERATION- Locate and save the life / lives of a victim/s lost or
trapped inside a burning structure or area, and bring them to safety
Hazardous Materials Operations- Assist responders in making initial decisions upon arrival at the
scene of a hazardous materials incident which covers the identification or the presence of dangerous
goods, and the protective actions to be done, the securement of the area and the request for assistance from
qualified personnel. It also covers the response phase that would guide the responders in their actions as
they approach and enter the scene of a hazardous materials incident and there final actions as they leave
the scene.
HIGH ELEVATION / HIGH RISE STRUCTURE / HIGH ANGLE RESCUE OPERATIONS- Save
the life / lives of victims from a high rise structure, either accidental or intentional. Mountain
Rescue Operations- locate and save the life/ lives of a victim/s lost, trapped or accidentally
injured, in the mountain ridges or wilderness.
Water Rescue Operations- Ensure operational standards in rescue operations during water rescue
operations.
Turn Over Of Duties And Special Operations Personnel Daily Routine- Ensure resource
operability/operational availability round the clock.
VEHICULAR ACCIDENT RESCUE OPERATIONS- Remove and save the life/lives of the victim/s
trapped inside a wrecked vehicle resulting from an accident and bring them into safety
TRENCH RESCUE OPERATIONS- Ensure operational standards in Trench Rescue Operation are
practiced and trapped victims in trenches are saved

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 CHAPTER V

I.I ntroduction to Crime Mapping

Historical Overview

The following chart is a brief outline of the history of crime mapping (taken
from Weisburd and McEwen, 1997; and Harries, 1999). Mapping itself has a
long history, but crime mapping specifically can be traced back to the early
1800s when social theorists began to create maps to illustrate their theories and
research about crime. In relation to crime and policing, maps initially were used
to examine issues like poverty or demographic characteristics and crime. One of
the first police departments to use mapping was New York City in the 1900s.
The maps consisted of simple wall maps in which “push pins” were used to
indicate crimes that had occurred. During the 1920s and 1930s, sociologists at
the University of Chicago used mapping to examine crime and delinquency,
specifically juvenile delinquency and related social characteristics. In the 1960s
and 1970s, the first computer-generated maps of crime were created. (See
Weisburd and McEwen, 1997 for more information).

Early 1800s: Social Theorists: Single symbol point

and graduated area maps

1900s: New York City Police Department and others:

Single symbol point maps, “pin maps”

1920s-30s: Urban sociologists at the University of

Chicago: Graduated area maps of crime
and delinquency

1960s-70s: First computer generated maps of crime

1980s: Desktop computers available for

mapping, but with limited quality;
Environmental Criminology theory

1990s: Desktop GIS and integration with law

enforcement systems and data;
government funding, etc.

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 In the 1980s, more advanced technology and desktop computers became
available, and more widely used. However, the quality of computerized mapping
at that time was limited because of slow processing speeds and poor printing
quality. At the same time, environmental criminology theory began to emerge,
and academics began to examine the spatial characteristics of crime as well as
how location characteristic

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 might contribute to criminal activity at particular locations over others. In the 1990s,
desktop geographic information systems (GIS) became widely available, and in the late
1990s, they began to be generally used by law enforcement agencies and criminologists.

Most recently in the late 1990s, Federal programs such as the Crime Mapping Research
Center (National Institute of Justice) and the Crime Mapping and Analysis Program
(National Institute of Justice, National Law Enforcement and Corrections Technology
Center) were established. As part of its $1 billion Making Officer Redeployment Effective
(MORE) program, from fiscal years1995-1998 and in fiscal year 2001, the COPS Office
provided funds to law enforcement agencies to acquire crime mapping software and
hardware. As with all MORE funded technology, the purpose of this software and hardware
was to enhance community policing activities through timesavings and increased officer
effectiveness. Since 1995, the Police Foundation’s Crime Mapping Laboratory has been
funded by COPS to assist police agencies in incorporating crime mapping into their
practices. In addition, universities and colleges have begun to offer undergraduate and
graduate courses in crime analysis and crime mapping.

II. Map Design Elements

Maps differ substantively from other components of a crime analysis product, and they contain
specific features uniqueto maps.The following are guidelines for map design elements.

Title. Similar to the title of a general crime analysis product, the title of
a map should contain the nature of the data and geography included as
well as the time span included.

Legend. This element lists the tabular and geographic data sources
displayed in the map and indicates the symbols that are used to represent
each data source. In addition, in the case of a map that includes graduation
by color or size, the classification used should also be listed. This will
allow the reader to understand the divisions of the categories and the
analysis that has been conducted. For example, “Classification = Natural
Breaks” or “Quantile Classification.”

Geocoding rate. As with statistics and tables that are presented in social
science, data that are missing from the map should be noted. In the case of
a map, this would be displayed as a percentage of the data that have been
successfully geocoded. For example, “Geocoding Rate = 99%.”

Labels. Should be used in moderation and where appropriate within

the map. Labels should orient users to the map as well as highlight
analytical results.

Scale Bar. Describes the distance units used in the map.

North Directional. Indicates the geographic orientation of the map.

Credits/date. As in the general crime analysis product, this contains the

name or division of the individual who produced the map as well as the
date it was created.

Remember, these elements are specific to maps and even though maps
should basically stand on their own, supplemental description and
interpretation of the analysis should be included. The next page shows
an example of a map with all of these elements.

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 III. Crime Prevention Through Environmental Design
(CPTED)
Security design and access control is more than bars on windows, a security guard booth, a camera,
or a wall. Crime prevention involves the systematic integration of design, technology, and operation
for the protection of three critical assets-people, information, and property. Protection of these
assets is a concern and should be considered throughout the design and construction process.
The most efficient, least expensive way to provide security is during the design process. Designers
who are called on to address security and crime concerns must be able to determine security
requirements, must know security technology, and must understand the architectural implications
of security needs.

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The process of designing security into architecture is known as "crime prevention through
environmental design" (CPTED). It involves designing the built environment to reduce the
opportunity for, and fear of, stranger-to-stranger predatory crime. This approach to security design
is different from traditional crime prevention practice, which focuses on denying access to a crime
target with barrier techniques, such as locks, alarms, fences, and gates. CPTED takes advantage of
opportunities for natural access control, surveillance, and territorial reinforcement. It is possible
for natural and normal uses of the environment to meet the same security goals as physical and
technical protection methods.

CPTED strategies are implemented by:

 Electronic methods: Electronic access and intrusion detection, electronic

surveillance, electronic detection, and alarm and electronic monitoring and control
 Architectural methods: Architectural design and layout, site planning and
landscaping, signage, and circulation control
 Organizational methods: Manpower, police, security guards, and neighborhood
watch programs

CPTED Strategies
All images courtesy of Randall I. Atlas

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CPTED Concepts
Concepts involved in crime prevention through environmental design are described below.

Defensible Space
Oscar Newman coined the expression "defensible space" as a term for a range of mechanisms, real
and symbolic barriers, strongly defined areas of influence, and improved opportunities for
surveillance that combine to bring the environment under the control of its residents.

Natural Access Control

Natural access control involves decreasing opportunities for crime by denying access to crime
targets and creating a perception of risk in offenders. It is accomplished by designing streets,
sidewalks, entrances, and neighborhood gateways to mark public routes, and by using structural
elements to discourage access to private areas.

Natural Surveillance
A design concept intended to make intruders easily observable, natural surveillance is promoted by
features that maximize visibility of people, parking areas, and entrances. Examples are doors and
windows that look onto streets and parking areas, pedestrian-friendly sidewalks and streets, front
porches, and adequate nighttime lighting.

Territorial Reinforcement
Physical design can create or extend a sphere of influence. In this setting, users develop a sense of
territorial control, while potential offenders perceive this control and are discouraged from their
criminal intentions. Territorial reinforcement is promoted by features that define property lines and
distinguish private spaces from public spaces, such as landscape plantings, pavement design,
gateway treatments, and fences.

Management And Maintenance

It is important to maintain neighborhoods and residences, and keep security components in good
working order. Equipment and materials used in a dwelling should be designed or selected with
safety and security in mind.

Legitimate Activity Support

Legitimate activity for a space or dwelling is encouraged through the use of natural surveillance and
lighting, and architectural design that clearly defines the purpose of the structure or space. Crime
prevention and design strategies can discourage illegal activity and protect a property from chronic
problem activity.

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Security layering of spaces

Strategies
Designing CPTED and security features into buildings and neighborhoods can reduce opportunities
for, and vulnerability to, criminal behavior and help create a sense of community. The goal is to
create safe places through limited access to properties, good surveillance, and a sense of
ownership and responsibility.

NATURAL ACCESS CONTROL AND SURVEILLANCE

 Use walkways and landscaping to direct visitors to the proper entrance and away
from private areas.
 All doorways that open to the outside as well as sidewalks and all areas of the yard should
be well lit.
 Make the front door at least partially visible from the street and clearly visible from the
driveway or parking lot.
 Windows on all sides of the building should provide full views of the property. The
driveway should be visible from the front or back door and from at least one window.
 Properly maintained landscaping should provide good views to and from the building.

TERRITORIAL REINFORCEMENT

 Entryways or vestibules create a transitional area between the street and the building.
 Define property lines and private areas with plantings, pavement treatments, or fences.
 The street address should be clearly visible from the street, with numbers a minimum of 5
in. high and made of nonreflective material.

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Crime Prevention through Environmental Design - Plan View

Subdivisions And Office Parks

NATURAL ACCESS CONTROL

 Limit access to the subdivision without completely disconnecting it from neighboring

areas. However, try to design streets to discourage cut-through traffic.
 Paving treatments, plantings, and architectural design features such as columned
gateways can guide visitors away from private areas.
 Locate walkways where they can direct pedestrian traffic and remain unobscured.

NATURAL SURVEILLANCE

 Landscaping should not create blind spots or hiding places.

 Locate open green spaces and recreational areas so they can be observed from nearby
houses.
 Use pedestrian-scale street lighting in areas with high pedestrian traffic.

TERRITORIAL REINFORCEMENT

 Design lots, streets, and houses to encourage interaction between neighbors.

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  Accent entrances with changes in street elevation, different paving materials, and
other design features.
 Clearly identify residences with street address numbers that are a minimum of 5 in. high
and are well lit at night.
 Property lines should be defined with post-and-pillar fencing, gates, and plantings to
direct pedestrian traffic.
 All parking should be assigned.

Multi-Family Dwellings

NATURAL ACCESS CONTROL

 Balcony railings should never be made of a solid, opaque material or be more than 42
in. high.
 Define parking lot entrances with curbs, landscaping, and/or architectural design; block
dead-end areas with a fence or gate.
 Common building entrances should have locks that automatically lock when the door closes.
 Limit access to the building to no more than two points.

NATURAL SURVEILLANCE
 Make exterior doors visible to the street or neighbors, and ensure they are well lit.
 All four building facades should have windows. Site buildings so that the windows and
doors of one unit are visible from those of other units.
 Assign parking spaces to each unit and locate them next to the unit. Designate special
parking spaces for visitors.
 Parking areas and walkways should be well lit.
 Recreation areas should be visible from a multitude of windows and doors.
 Dumpsters should not create blind spots or hiding places.
 Shrubbery should be no more than 3 ft. high for clear visibility and tree canopies should
not be lower than 8 ft. 6 in.

TERRITORIAL REINFORCEMENT

 Define property lines with landscaping or post-and-pillar fencing, but keep shrubbery
and fences low to allow visibility from the street.
 Accent building entrances with architectural elements and lighting and/or
landscape features.
 Doorknobs should be 40 in. from window panes.
 Clearly identify all buildings and residential units with well-lit address numbers a minimum
of 5 in. high.
 Common doorways should have windows and be key-controlled by residents.
 Locate mailboxes next to the appropriate residences.

LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING

 Crime Prevention Through Environmental Design - Sectional View

LAW ENFORCEMENT OPERATIONS AND PLANNING WITH CRIME MAPPING