Schematic diagram of the “sandigan master plan”

DCO - deputy chief of operations

DPRM - Directorate for personnel and Records Management
DI- Directorate for intelligence
The director manages the gathering/collating of intelligence objectives through effective management of all
intelligence and counter-intelligence activities of all PNP. He also serves as the linkage of all foreigners
with official transactions with the chief PNP.
DO- Directorate for Operations
The director exercises the command, the control, the coordination and the supervision of all activities on
PNP operations such as deployment and employment of personnel.
DL- Directorate for Logistics
.prrDPL- Directorate for Plans
The director plans and programs strategic PNP operations. He also represents the PNP in the inter-agency
and international affairs on peace and order.
DC -Directorate For Comptroller ship
The director administers and manages the fiscal financial resources .
DIDM-Directorate for Investigation and Detective Management
The director coordinates. Controls and supervision all investigation activities.
DPCR- Directorate for Police Community Relations
The director formulates and implements community related activities, programs and project, He also
supervises the PNP Saalam Police Center to undertake close monitoring. Networking and liasoning
activities with the muslim community.
DHRDD- Directorate for Human Resource and Doctrine Development
The Director formulates policies on matters pertaining to human resources and doctrine development.
CIDG- Criminal Investigation and Detection Group
SAF- SPECIAL ACTON FORCE
NARG-
PCRG- POLICE COMMUNITY RELATIONS GROUP
IG- INTELLIGENCE GROUP
CLS-CRIME LABARATORY SERVICE
TMG- TRAFFIC MANAGEMENT GROUP

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:
a. SOP #01 – POLICE BEAT PATROL PROCEDURES – This SOP prescribes the basic procedures to be
observed by all PNP Units and mobile patrol elements in the conduct of visibility patrols.
b. SOP #02 – BANTAY KALYE – This SOP prescribes the deployment of 85% of the PNP in the field to
increase police visibility and intensifies anti-crime campaign nationwide.
c. SOP #03 – SIYASAT – this SOP prescribes the guidelines in the conduct of inspections to ensure police
visibility.
e. SOP #05 – LIGTAS (ANTI-KIDNAPPING)– with the creation of the Presidential Anti-organization
Crime Task Force (PAOCTF), the PNP is now in support role in campaign against kidnapping in terms of
personal requirements. SOP #05 sets forth the PNP’s guidelines in its fight against kidnapping activities.
f. SOP #06 – ANTI-CARNAPPING – This SOP prescribes the conduct of an all-out and sustained anti car
napping campaign to stop/minimize car napping activities, neutralize syndicated car napping groups,
identify/prosecute government personnel involved in car napping activities, and to effectively address other
criminal activities related to car napping.
g.SOP #07 – ANTI-TERRORISM –this prescribes the operational guidelines in the conduct of operations
against terrorists and other lawless elements involved in terrorist activities.
h. SOP #08 – JOINT ANTI-BANK ROBBERRY ACTION COMMITTEE (ANTI-BANK ROBBERY) –
this SOP provides overall planning, integration, orchestration or coordination, and monitoring of all efforts
to ensure the successful implementation.
i.SOP #09 – ANTI-HIJAKING/HIGHWAY ROBBERY – this SOP sets forth the guidelines and concepts
of operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking operations.
j.SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – this SOP sets for the concepts of operations and
tasks of all concerned units in the campaign against Partisan Armed Groups and loose fire.
k. 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.
l.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.
m. SOP #13 – ANTI-SQUATTING – this SOP sets forth the concept of operation in the campaign against
professional squatters and squatting syndicates.
n. SOP #14 – JERICHO – This SOP prescribes the operational guidelines to be undertaken by the National
Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the
office of the Secretary of Interior and Local Government (SILG), with personnel and equipment requires of
that reaction group supported by the PNP.
o. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) – This SOP sets forth the operational thrusts
to be undertaken by the PNP that will spearheaded the fight against prostitution and vagrancy.
p. SOP #16 – ANTI-PORNOGRAPHY – This prescribes the guidelines to be followed by the tasked PNP
Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.
q. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST SEARCH, AND SEIZURE – This SOP
prescribes the procedures and manner of conducting an arrest, raid, search and/or search of person, search
of any premises and the seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court,
as amended and updated decision of the Supreme Court.
r. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
Mission: To implement a responsive and holistic anti crime strategy to effectively prevent crimes, control.
and suppress crimes in progress to ensure public safety
s. SOP #19 – ANTI-ILLEGAL LOGGING
R.A 9175) ENTITLED "AN ACT REGULATING THE OWNERSHIP, POSSESSION, SALE,
IMPORTATION AND USE OF CHAINSAWS, PENALIZING VIOLATIONS THEREOF AND FOR
OTHER PURPOSES" FOR THE PROVINCE OF PALAWAN. Pursuant to Section 9 of Republic Act No.
Republic Act of illegal logging in the Philippines
- Any person who is found to be in possession of a chain saw and uses the same to cut trees and timber in
forest land or elsewhere except as authorized by the Department shall be penalized with imprisonment of
six (6) years and one (1) day to eight (8) years or a fine of not less that Thirty thousand pesos
(P30,000.00) ...
t. SOP #20 – ANTI-ILLEGAL FISHING
RA 10654?
 It shall be unlawful for any person to exploit, occupy, produce, breed or culture fish, fry or fingerlings of
any fishery species or fishery products or construct and operate fish corrals, fish traps, fish pens and fish
cages or fishponds without a license, lease or permit.
u.SOP #21 – ANTI-ILLEGAL DRUGS
The Comprehensive Dangerous Drugs Act of 2002, officially designated as Republic Act No. 9165, is a
consolidation of Senate Bill No. 1858 and House Bill No. 4433.
Republic Act of 9165?
Use of Dangerous Drugs. – A person apprehended or arrested, who is found to be positive for use of any
dangerous drug, after a confirmatory test, shall be imposed a penalty of a minimum of six (6) months
rehabilitation in a government center for the first offense, subject to the provisions of Article VIII of this
Act.
It is a comprehensive and balanced approach that puts significant premium on both drug supply and drug
demand reduction efforts and initiatives. Alternative development, civic awareness and response, as well as
regional and international cooperation efforts, cut across this two-component strategy.
SAMPLE OF POLICE PLANS and the PNP Programs and Strategies
• The acronym SMART describing the characteristics of a Plan:
S – IMPLE
M – EASURABLE
A – TTAINABLE
R – EALISTIC
T – IME BOUND
The acronym POLICE 2000 also describes another police plan:
P – REVENTION and suppression of crime through community oriented policing system
O – ODER, maintenance, peacekeeping and internal security
L – AW enforcement without fear or favor
I - MAGE, credibility and common support
C – OORDINATION with other government agencies and non-government agencies organizations and
internal securities
E – FFICIENCY and effectiveness in the development and management of human and material resources

The acronym DREAMS stands for:

D – ISPERSAL of policeman from the headquarters to the street and enhancement of crime prevention
program
R – ESTORATION of trust and confidence of the people on their police and gain community support
E – LIMINATION of street and neighborhood crimes and improvement of public safety
A – RREST of all criminal elements common or organized in coordination with the pillars of the CJS and
other law enforcement agencies
M – APPING up and removal of scalawags from the pole of ranks
S – TRENGHTENING the management and capability of the PNP to undertake or support the dreams
operations and activities
The Three Point Agenda known as ICU:
I – NEPT
C – ORRUPT
U – NDISCIPLINE

To curb out the ICU, the PNP should:

1. Prevent by moral persuasion of inept, corrupt and the undisciplined police officer.
2. Re-invent the PNP’S system and procedures to assure everyone a culture of transparency, integrity and
honesty and
3. Rebuilt the police institution into an agency that can find its distinction in the protection of rights and not
in their violation.
To cure the ICU, the police administrator have to build Aptitude, Integrity and Discipline.
The acronym GLORIA stands for:
G – RAFT free organization
L – EADERSHIP by example
O – NE stop shop mechanism for a faster police response to complaints and reports
R – ESULT oriented culture in the anti-criminality effort
I – NVESTMENT climate, which as a result of the peace and
is business friendly order
A – CCOUNTABILITY and ownership of peace and order campaign

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. On 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, flamine
typhoon, diseases, volcano
eruption, crashes industrial
Disaster accident, fires, landslide
(Natural Crisis) avalanches tsunamis, etc.

Arson, bombing, kidnapping,

Induced robbery, hostage-taking,
Catastrophe skyjacking, assassination,
(Man-made Crisis) ambush, and other acts
terrorism
Commodities:
• 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.
Commodities:
• 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
 Elements of Effective Crisis (Disaster)
Management
“Like any other construction project, the
crisis (disaster) management pyramid requires a
solid foundation”
8
7
6
5
4
3
2
1

The Crisis (Disaster) Management Pyramid

Placed within the pyramid are
the following
• Think about the unpopular (1)
This is recognizing the management’s willingness and
involvement. There must be a clear recognition that
emergencies distinct possibilities is anytime and that
preparation for them must begin NOW!
• Recognizing dangers and opportunities (2)
• Defining the control and crisis response (3)
“To do the right thing at the right season is a great
art” – AESOP
• Harness and Environment (4)
– Ability to organize, willingness and delegate
– Providing an atmosphere in which personnel can do job
for which they are selected
– Providing the right facilities and backups
• Containing the Damage (5)
“Physical damage frequently is impossible to
control but emotional and public relation is not.”
• Successful Resolution (6) – damaged has been
contained
• Return to Normalcy (7)
– Assistance to victims and safety of equipment
while normal operations are going on
– The emergency has been totally addressed
• Avoid Repetition (8) – through aggressive
countermeasures and reduction o vulnerability to
similar emergencies in the future.
List of Effective Crisis (Disaster)
Management based on the Pyramid
A. Good Planning
• Consider all possibilities
• Don’t focus only on immediate problem
• Establish contacts
B. Good Personnel
• Look for experience and knowledge
• Train, test and evaluate
• Use people effectively and humanely
• Organize to mitigate stress
A. Good Shakedowns
• Test plans and people
• Evaluate and revise plans
• Keep an open mind
B. Maintain Control Be creative
• Look for the real problem
• Have confidence in your plans
• Keep records
C. Get Back to Normal
• Evaluate and document
• Give reward
• Analyze implications
 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

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 the appropriate personnel have any
security clearances or background checks which
might be required
• Establish a viable record-keeping system and
procedures to ensure they are followed
Organizing Disaster Management
Team
Disaster team leadership is vested primary tasks is
to ensure that the 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 demonstrated abilit7y 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 an which to refer to
upper management.
Disaster Action Team Duties
On Pre-event
• Supervise the formulation of policies
• Ensure the development of procedures
• Participate in preparing plans
• Oversee and anticipate 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
i the Event
• Establish shift schedules immediately
• Delegate tasks
• Focus 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
f the IIncident)
i )

• 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
• Document events
• Prepare after-action reports
• Arrange an orderly transition to normal conditions
The Chain
i off Events
t during
i a Crisis/Disaster
i i / i t

Incoming Advisory Security Notifies

Decision - - - - - No
Immediate
Action
Disaster
Action Team
Leader Team Leader
Notifies

Assembly at the
Crisis or Initial Actions:
Disaster Center Log Created, Family/ Appropriate
Government Contacted, Action
Press Guidance, Others
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 liaison 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