THE POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE PLANNING.docx

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THE POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE PLANNING

Introduction The passage into law on December 13, 1990 of Republic Act No. 6975 entitled ―An Act Establishing the Philippine National Police Under a Reorganized Department of the Interior and Local Government and for Other Purposes,‖ gave way to the creation of the country's police force that is national in scope and civilian in character. It is administered and controlled by the National Police Commission. With the effectivity of Republic Act No. 8551, otherwise known as the ―Philippine National Police Reform and Reorganization Act of 1998,‖ the PNP was envisioned to be a community and service oriented agency. As mandated by law, the PNP activated the Internal Affairs Service (IAS) on June 1, 1999. It is an organization within the structure of the PNP, and it is headed by Inspector General.

Early Origins of the Police Forces The police the practice of men to protect and to maintain

under the local setting primitively evolved from the different tribes to select able-bodied young the people from the assault of the rival tribe, peace and order within the village.

By the coming of the Spaniards, the country’s police system started. The police were then called Guardillo, later the function of law enforcement were assumed by the Cuerpo de Carabineros de Seguridad Republica. In 1852, Guardia Civil took over the peace keeping duties in the island under a Royal Decree. After the Spanish Era, another master begins, the Americans came to our country to conquer and rule the Philippine Republic. While the American Soldiers were busy fighting the tug army of Gen. Aguinaldo, Gov. Taft, established a police which shall maintain peace and order. On January 9, 1901, Manila Police was formally organized by virtue of Act No. 175 of the Philippine Commission. Thereafter adjoining places follow through.

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Implementation of Act No. 175 On August 8, 1901, with the sanction of the U. S. War Department, Henry T. Allen, a graduate of the U.S. Military Academy, a regular captain but then a Lieutenant Colonel of the U.S. Cavalry Volunteers in the Philippines officially designated and confirms by the Commission as Chief of Constabulary. His designation as Chief was formally inaugurated, and on the same day buckled down to work. Realizing the fact that military solution to the problem is unwired; the military authorities opted to recommend to the Philippine Commission headed by William Taft to take over. In accordance with the instructions of the Secretary of War Elihu Root, the Commission took over the government from the military on July 18, 1901 with Taft as Civil Governor.

Filipinianization of the Constabulary The gradual Filipinianization of the Constabulary officer corps proved to be a sound move for World War I which was soon to break out and to drag the United States into it and many of the top Constabulary's American officers joined the U.S. Expeditionary Forces to France. This development gave the opportunity for the Filipinos to run the Constabulary themselves. The first to be given the chance was Brig. Gen. Rafael T. Crame, appointed PC Chief in December 1917. Thus, for the first time in sixteen (16) years of existence, the Constabulary was placed under Filipino leadership. With the assumption of Brig. Gen. Crame, the Constabulary Districts were renamed and their respective districts redefined. The 4th District came to be known as District of Northern Luzon based in San Fernando, La Union; the 1st District was renamed District of Central Luzon; the 2nd District was renamed District of Southern Luzon; the 3rd District was renamed District of Visayas and the 5th District was renamed district of Mindanao based in Zamboanga.

The Post War Constable On October 28, 1944, President Sergio Osmeña issued an Executive Order creating all insular police called Military Police Command, USAFFE pursuant to USAFFE General Orders Nos. 50 & 51, re-designated it as Military Police Command, AFWESPAC. This idea was conceived to restore the bad image of the Constabulary during the Japanese occupation when these constables were made to run after the guerrillas. www.kertpillora.yolasite.com

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However, after the years of existence, the Constabulary was revived on July 1, 1947. About 12, 000 officers and men were withdrawn from the Military Police Command (MPC) and transferred to the Department of Interior (DI), and designated as the national police force is the Philippine Constabulary. All the functions of the Military Police Command (MPC) except those military in character "were thereafter exercised and assumed by the PC in connection with Sections 832-840 & 848 of the Revised Administrative Code,‖ were declared in full force and effect, pursuant to EO No. 94 dated October 4, 1947.

Constitution of the Police Forces The Administrative Code of the Philippines, promulgated on September 10, 1955, provided for the constitution of police forces in every cities and municipalities with the officers and members thereof being appointed by the Mayors with the consent of the City or Municipal Council. Under this set-up the police are primarily a political entity that tended to serve the wills of those in power. In an effort to improve the quality and morale of all existing police forces, R.A. No. 4864, known as the Police Act of 1966 was enacted, by virtue of which, National Police Commission was created, vested with the power to supervise and control the police forces all over the country. Under this act the administration, control and disciplinary measures, including training of each member are placed under the exclusive jurisdiction of the NAPOLCOM.

Integration of the Police Forces The early seventies saw the rapid escalation of subversive activities of the insurgents throughout the country. So, on September 21, 1972, the then President Ferdinand E. Marcos proclaimed Martial Law throughout the country by virtue of Proclamation No. 1081, and subsequently Presidential Decree No. 765 was put into effect on August 8, 1975. The said law instituted the integration of the nation’s police forces with the Philippine Constabulary or the PC/INP, virtually making the Integrated National Police a component of the Armed Forces of the Philippines, and under the general supervision of the Department of National Defense.

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Creation of the Philippine National Police In response to the call for public safety and reforms within the organization, Honorables Teodulo Natividad, Blas Ople, Regalado Maambong and Rustico Delos Reyes authored the provisions of Sec. 6, Art. XVI in the 1987 Constitution, which provides that, ―the state shall establish and maintain one police force, which shall be national in scope and civilian in character, to be administered and controlled by the NAPOLCOM. The authority of local executives over the police units in their respective jurisdiction shall be provided by the law. This gave birth in the enactment of RA No. 6975, entitled ―An Act Establishing the Philippine National Police Under the Reorganized Department of the Interior and Local Government and for Other Purposes,‖ which took effect on January 2, 1991. The said act was subsequently amended by RA No. 8551, entitled ―An Act Providing for the Reform and Reorganization of the Philippine National Police, and for Other Purposes,‖ which took effect on March 6, 1998. Organization defined It is a form of human association for the attainment of a goal or objective. It is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority establishing relationships for the purpose of enabling people work effectively. Police Organization defined Police organization is a group of trained personnel in the field of public safety administration engaged in the achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property, enforcement of the laws and the prevention of crimes. The organization of the police force commonly requires the following organizational units: Functional Units Bureau – the largest organic functional unit within a large department. It comprises of numbers of divisions. Division – a primary subdivision of a bureau. Section – functional unit within a division that is necessary for specialization.

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5 Unit – functional group within a section; or the smallest functional group within an organization. Territorial Units Post – a fixed point or location to which an officer is assigned for duty, such as a designated desk or office or an intersection or cross walk from traffic duty. It is a spot location for general guard duty. Route – a length of streets designated for patrol purposes. It is also called LINE BEAT. Beat – An area assigned for patrol purposes, whether foot or motorized. Sector – An area containing two or more beats, routes, or posts. District – a geographical subdivision of a city for patrol purposes, usually with its own station. Area – a section or territorial division of a large city each comprised of designated districts. Important Terminologies Sworn Officers – all personnel of the police department who have oath and who posses the power to arrest. Superior Officer - one having supervisory responsibilities, either temporarily or permanently, over officers of lower rank. Commanding Officer - an officer who is in command of the department, a bureau, a division, an area, or a district. Ranking Officer - the officer who has the more senior rank/higher rank in a team or group. Length of Service - the period of time that has elapsed since the oath of office was administered. Previous active services may be included or added. On Duty - the period when an officer is actively engaged in the performance of his duty. Off Duty - the nature of which the police officer is free from specific routine duty. Special Duty - the police service, its nature, which requires that the officer be excused from the performance of his active regular duty. Leave of Absence - period, which an officer is excused from active duty by any valid/acceptable reason, approved by higher authority. Sick Leave - period which an officer is excused from active duty by reason of illness or injury.

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6 Suspension - a consequence of an act which temporarily deprives an officer from the privilege of performing his duties as result of violating directives or other department regulations. Department Rules - rules established by department directors/supervisors to control the conduct of the members of the police force. Duty Manual - describes the procedures and defines the duties of officers assigned to specified post or position. Order - an instruction given by a ranking officer to a subordinate, either a. General Order, b. Special, or c. Personal Report - usually a written communication unless otherwise specifies to be verbal reports; verbal reports should be confirmed by written communication. Types of Police Organizational Structures Line Organization The straight line organization, often called the individual, military or departmental type of organization, is the simplest and perhaps the oldest type; but it is seldom encountered in its channels of authority and responsibility extends in a direct line from top to bottom within the structures, authority is definite and absolute. While the line type of organization has many advantages, it also has some inherent weaknesses which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. It involves a division of the work into units of eighth person with a person in charge who has complete control and who can be hold directly responsible or accountable for results, or lack of them. Functional Organization The functional organization in its pure form is rarely found in present day organizations, except at or near the top of the very large organizations. Unlike the line type of structure, those establishments organized on a functional basis violate the prime rule that men perform best when they have but one superior. The functional responsibility of each ―functional manager‖ is limited to the particular activity over which he has control, regardless of who performs the function.

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7 Line and Staff Organization The Line and Staff organization is a combination of the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. Channels of responsibility is to ―think and provide expertise‖ for the line units. The line supervisor must remember that he obtains advice from the staff specialists. In normal operations, the staff supervisor has line commands but with recognized limitations such as coordination between line and staff personnel can be achieved without undue friction. Failure to recognize these line and staff relationship is the greatest and most frequent source of friction and a barrier to effective coordination. The advantage of this kind would be - it combines staff specialist or units with line organization so that service of knowledge can be provided line personnel by specialist. Classification of Line, Staff, and Auxiliary Function Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of line, staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining each of the functions. Line Functions: Line functions are the ―backbone‖ of the police department; they include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. Line functions are carried out but ―line members,‖ including the patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. Line members are responsible for: Carrying out the majors purposes of the police department. Delivering the services provided by the department. Dealing directly with the department’s clientele. Making final decisions with respect to the activities they perform. Staff Functions: Staff functions are those operations designed to support the line functions, Staff members are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. Staff members are often civilians with specialized training who serve within the

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8 department but do not deal with daily operation son the street. Their main function is to study police policies and practices and to offer proposals to the chief executive of the department. Staff personnel tend to be: Highly specialized. Involved in an advisory capacity Detached from the public Not directly responsible for the decisions made by department executive. Auxiliary Functions: Auxiliary functions involve the logistical operations of the department. These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations. ELEMENTS OF THE ORGANIZATON Specialization The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples of specialization within a bureaucratic organization. Specialization of an individual level is also important in all organizations, since it must be expected that some members will know more, perform better and contribute more in one area of activity than in others, Disparities in job ability among persons may be the result of physical attributes, mental aptitude, skills, interests education, training, motivation, or adaptation, among other factors. Specialization Defined: Specialization is the assignment of particular workers to particular tasks. Thus, it can be thought of in terms of either jobs or people. Specialization of people (specialists) is the designation of particular persons as having expertise in a specific area of work. Here, specialization signifies the adaptation of an individual to the requirements go some technical tasks through training, conditioning or extensive on-the-job experience. Example: Areas of police specialization include undercover works, c rime scene operations, legal advising, computer work, planning, community relations, drug reaction, gang activities, or SWAT operations.

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9 Hierarchy of Authority If all persons within an organization were given the freedom to do what they like (and to refuse to do what they dislike), there would be little likelihood of accomplishment. Any collaborative effort such as that in a police department thus requires a system of checks and controls on individual behavior. Hence, the department must have a person or persons with authority to direct the actions of workers and ensure compliance with standards in order to achieve the department’s goals. Hierarchy defined: A hierarchy represents the formal relationship among superiors and subordinates in any given organization. It can be visualized as a ladder, with each rung (or rank) representing a higher or lower level of authority. Each rank or position on a hierarchical ladder has specific rights, while at the same time owing specific duties to the positions above and below it. Any particular position of the ladder is expected to direct and control the activities of the ranks, while obeying the directions and instructions received from higher ranks. Authority Defined: Authority is the right to command and control the behavior of employees in lower positions within an organizational hierarchy. A hierarchy thus serves as the framework for the flow of authority downward (and obedience upward) through the department. Example: Authority can be illustrated by the situation in which a subordinate abstains from making his or her choice among several courses of action and instead automatically accepts the choice made by the supervisor regardless of whether one personally agrees. Authority Roles: Authority within an organization must be viewed in terms of prescribed roles rather than of individuals. A particular position within an organization carries the same authority regardless of who occupies that position. While the personality of the occupant may change the style or manner in which authority is exercise, it should increase or decrease the basic obligations of the occupant toward those in subordinate positions. Example: The authority of a police chief stems from the role that a chief executive must play – whether he or she is referred to as chief, superintendent, commissioner, or some other title,

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10 and regardless the size or location of the department he or he commands. Span of Control A span of control is the maximum number of subordinates at a given position that superior can supervise effectively. Determining the Span of Control Effective organization requires that only a manageable number of subordinates be supervised by one person at any given time. This number will, of course, vary – not only from one organization to another (depending on each organization’s definition of ―effective supervision‖) but also within each organization depending on the number of task and the size of personnel available at a given time. Delegation of Authority Delegation is the conferring of an amount of authority by a superior position onto a lower-level position. The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, the delegators remain accountable for accomplishment of the job within the guidelines and quality standards of the agency. Unity of Command Traditional theories of organization insisted that each employee should have only one supervisor of ―boss‖, and considered this principle of ―unity of command‖ the backbone of any organizational structure. Thus, a patrol officer, for example, would always receive orders from one sergeant and would always report to that same sergeant. If the officer was instructed or advised by a detective, garage sergeant, or any other administrator (with the possible exception of the chief), the officer is expected to check with his or her sergeant before taking any action. Formal Communication Basically, communication is the process of sharing understanding and information on common subjects. More precisely, it is an intercourse between, through or more people by means of words, letters symbols, or gestures for the purpose of exchanging information. Procedures, channels, and standardized languages

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11 are essential to effective communication within such large organization. While the eight elements previously discussed are crucial to any police organization, they would remain fragmented without some means of integrating them into a meaningful and practical whole. The integrating element is communication. Through communication, personnel are kept informed of the objectives of the organization, of the means selected for achieving them, and of the information necessary for the continuing operation of the department. Effective communication would ensure a common understanding of department goals, policies, and procedures and this helps to bind the agency together. THE PRINCIPLES OF POLICE ORGANIZATION Police organizations are either formal or informal. Formal organizations are highly structured while informal organizations are those without structures. Every formal police organization whether small or large are governed by the following principles: Principle of Unity of Objectives - an organization is effective if it enables the individuals to contribute to the organization’s objectives. Principle of Organizational Efficiency – organization structure is effective if it is structured in such a way to aid the accomplishment of the organization’s objectives with a minimum cost. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. The scalar principles are: a. Line of Authority and Chain of Command - This principle of organization suggests that communications should ordinarily go upward through established channels in the hierarchy. Diverting orders, directives, or reports around a level of command usually has disastrous effects on efficiency of the organization. b. The Span of Control of a supervisor over personnel or units shall not mean more than what he can effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum. c. The Delegation of authority shall carry with it a commensurate authority and the person to whom the authority is delegated shall be held accountable therefore. It implies that delegation must carry with it appropriate responsibility.

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12 d. The Unity of Command - explains that subordinates should only be under the control of one superior. Functional Principle – refers to division of work according to type, place, time and specialization. Line and Staff – implies that a system of varied functions arrange into a workable pattern. The line organization is responsible for the direct accomplishment of the objectives while the staff is responsible for support, advisory or facilitative capacity. Principle of Balance – states that the application of principles must be balanced to ensure the effectiveness of the structure in meeting organization’s objectives. Principle of Delegation by Results – states that authority delegated should be adequate to ensure the ability to accomplish expected results. Principles of Absoluteness of Responsibility – explains that the responsibility of the subordinates to their superior for performance is absolute and the superior cannot escape responsibility for the organization on activities performed by their subordinates. Principle of Parity and Responsibility – explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less. Authority Level Principle – implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its purpose. Other Principles in Police Organizations Grouping of Similar Task Tasks, similar or related in purpose, process, method, or clientele, should be grouped together in one or more units under the control of one person. Whenever, practicable, every function of the police force shall be assigned to a unit. According to Function The force should be organized primarily according to the nature of the basis to be performed. It should be divided into groups so that similar and related duties may be assigned to each. According to Time Frame The elements are divided into many shifts or watches according to the time of the day. This is the most elementary

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13 form of police organization. Any large functional unit can also be organized according to time if the demand exists. According to Place of Work A territorial distribution of a platoon, accomplished by assigning patrolman on beats, is necessary to facilitate the direction and control of the officers and to ensure suitable patrol service at every point with in the jurisdiction. Patrolman on street duty is usually under the supervision of a patrol sergeant. When the number of patrolmen is great, it may be desirable to divide them into squads assigned to specific sectors of jurisdiction, with a sergeant in charge of each squad. According to Level of Authority A police department is always divided according to the level of authority. Example, there will be some patrolmen, sergeants, some lieutenants, some captains, and so on. Vertical combinations of superior officers, with each rank at a different level of authority from any other, from channels through which operations may be directed and controlled can be adopted in certain cases to ensure coordination. Specialization Based on Need Specialized units should be created only when overall departmental capability is thus significantly increased. Specialization is a principle of organization which is the result of the division of the force into separate units. The degree of specialization is determined by the size and sophistication of the department and by the extent to which unit has exclusive responsibility for the performance of each group of the operational task.

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ORGANIZATIONAL STRUCTURE The police force shall be organized, trained and equipped primarily for the performance of police functions. Its national scope and civilian character shall always be paramount.

Composition of the PNP The Philippine National Police (PNP) is hereby established, initially consisting of the members of the police forces who were integrated into the Integrated National Police (INP) pursuant to Presidential Decree No. 765, and the officers and enlisted personnel of the Philippine Constabulary (PC). Officers and enlisted personnel of the PC shall include those assigned with the Narcotics Command (NARCOM), Criminal Investigation Service (CIS), together with the civilian operatives, and those of the technical service of the Armed Forces of the Philippines (AFP) assigned with the PC. Also included are the absorbed regular operatives of the abolished Inspection, Investigation and Intelligence Branch (IIIB) of the National Police Commission (NAPOLCOM).

Organization of the PNP The Philippine National Police (PNP) shall be headed by a Chief with the rank of Director General, who shall be assisted by two (2) Deputy Chiefs, i.e., one (1) for administration, who is the second in command with the rank of Deputy Director General, and one (1) for operations, who is third in command with the rank of Deputy Director General. The organizational structure is composed of the national office, regional offices, provincial offices, district offices, in case of large provinces and city and municipal stations. The national office is composed of the following: 1. The Office of the Chief, PNP. the Office of the Deputy Chief for Administration, the Office of the Deputy Chief for Operations, and the Office of the Chief, Directorial Staff; 2. The fifteen (16) Staff Directorates as follows: Directorate for Personnel and Records Management (DPRM), Directorate for Human Resource and Doctrine Development (DHRDD), Directorate for Logistics (DL), Directorate for Research and

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15 Development (DRD), Directorate for Comptrollership (DC), Directorate for Intelligence (DI), Directorate for Operations (DO), Directorate for Plans (DP), Directorate for PoliceCommunity Relations (DPCR), Directorate for Investigation and Detective Management (DIDM), Directorate for Information Technology & Communications Management (DITCM), and the five Directorates for Integrated Police Operations (DIPOs). 3. The Office of the Inspector General, Internal Affairs Service (IG, IAS), Program Management Office (PMO), and Public Information Office (PIO), which are all under the Office of the Chief, PNP. 4. The eleven (11)Administrative Support Units (ASU), as follows: Chaplain Service, Information Technology Management Service (ITMS), Communications and Electronic Service (CES), Engineering Service (ES), Finance Service (FS), Headquarters Support Service (HSS), Health Service (HS), Legal Service (L), Logistic Service (LOGS), Training Service (TS), and Police Retirees Benefit Service (PRBS). 5. The eleven (10) Operational Support Units (OSU), as follows: Aviation Security Group (ASG), Civil Security Group (CSG), Crime Laboratory (CL), Criminal Investigation & Detection Group (CIDG), Maritime Security Group (MSG), Police-Community Relations Group (PCRG), Police Highway Patrol Group (PHPG), Police Intelligence Group (PIG), Police Security & Protective Group (PSPG), Special Action Force (SAF),and Anti-Kidnapping Group (AKG). 6. The PNP Regional Offices (PROs) corresponding to the following: the Office of the Regional Director (ORD), the Office of the Deputy Regional Director for Administration (ODRDA), the Office of the Deputy Regional Director for Operations (ODRDO), the Office of the Chief, Regional Directorial Staff (CRDS) with staff divisions, as follows: Regional Personnel & Human Resource Division (RPHRDD), Regional Logistics & Research Development Division (RLRD), Regional Comptrollership and Finance Division (RCFD), Regional Intelligence Division (RID), Regional Investigation and Management Division (RIDMD), Regional Operations Divisions (ROPD), Regional Police Community Relations Division (RPCRD), and Regional Training and Plans Division (RTPD). 7. The five (5) Police District Offices (PDO) of the National Capital Region (NCR), each headed by a District Director (DD) and assisted by a Deputy District Director (DDD),

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16 and the District Internal Affairs Service (DIAS) which is under the District Director. 8. The Police Provincial Office (PPO) corresponding to all provinces throughout the country, each headed by a Provincial Director (PD) and assisted by a Deputy Provincial Director (DPD), and the Provincial Internal Affairs Service (PIAS) which is under the Provincial Director. 9. The City Police Office (CPO) of highly urbanized cities outside of NCR which shall be under the command and direction of the Regional Director (RD) and equivalent to a Provincial Police Office (PPO), headed by a City Director (CD) and assisted by Deputy City Director (DCD), and the City Internal Affairs Service (CIAS). 10. The City/Provincial Public Safety Company (C/PPSC) headed by the Group Director (GD) to enhance the police internal security operations in the province, and to assist the AFP in counter-insurgency. 11. The Police Station (PS) headed by a Chief of Police (COP) which is established in every component city and municipality, under the command and direction of the Provincial Director (PD), and with subordinate Police Community Precincts (PCP) and Community-Police Assistance Centers (COMPAC), classified as follows: a. Cities i.e., Type ―A‖ - population of 100,000 or more, Type ―B‖ - population of 75,000 to less than 100,000, and Type ―C‖ - population of less than 75,000. b. Municipalities, i.e., Type ―A‖ - population of 75,000 or more, Type ―B‖ - population of 30,000 to less than 75,000, and Type ―C‖ - population of less than 30,000.

Manning Levels On the average nationwide, the manning levels of the PNP shall be approximately in accordance with a police-to-population ratio of one (1) policeman for every five-hundred (500) persons. The actual strength by cities and municipalities shall depend on the state of peace and order, population density and actual demands of the service in the particular area. However, the minimum police-to-population ratio shall not be less than one (1) policeman for every one thousand (1,000) persons. Urban

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17 areas shall have a higher minimum police-to-population ratio as maybe prescribed by regulations promulgated by the NAPOLCOM.

Rank Classifications For purposes of efficient administration, supervision and control, the rank classifications of the member of the PNP shall be as follows: PNP Ranks AFP Ranks Director General General Deputy Director General Lieutenant General Director Major General Chief Superintendent Brigadier General Senior Superintendent Colonel Superintendent Lieutenant Colonel Chief Inspector Major Senior Inspector Captain Inspector Lieutenant Senior Police Officer IV Master Sergeant Senior Police Officer III Technical Sergeant Senior Police Officer II Staff Sergeant Senior Police Officer I Sergeant Police Officer III Corporal Police Officer II Private First Class Police Officer I Private Cadets of the Philippine National Police Academy (PNPA) are classified above the Senior Police Officer IV and below the Inspector rank in the PNP.

Percentage Rank Distributions The percentage rank distributions of the uniformed members, except for the rank of Police Chief Superintendent and above, shall be as follows: Rank Police Senior Superintendent Police Superintendent Police Chief Inspector Police Senior Inspector Police Inspector Senior Police Officer IV Senior Police Officer III Senior Police Officer II Senior Police Office I

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Percentage .23% .61% 1.22% 2.25% 4.10% 4.10% 7.74% 9.78% 12.50%

18 Police Officer III Police Officer II Police Officer I

14.95% 18.77% 23.75% ======= Total 100.00%

At present there are ninety (90) star rank officers in the PNP, i.e., from Police Chief Superintendent to Police Director General.

RECRUITMENT & SELECTION Whereas, Section 14 of R.A. No. 8551 amending Section 30 of R.A. No. 6975, prescribes the minimum qualifications for appointment of uniformed personnel in the Philippine National Police (PNP). R.A. 9708 An act extending for five years the reglementary period for complying with the minimum educational qualification for appointment to the PNP and adjusting the promotion system thereof is amending for the purpose pertinent provisions of R.A 6975 and R.A. 8551 and for other purposes.

General Qualifications Hereunder are the general qualifications and standards in the recruitment and selection of police personnel, as follows: 1.

A citizen of the Philippines;

2.

A person of good moral character;

3. Must have passed the psychiatric and psychological, physical, medical and dental, and drug tests to be administered by the PNP Health Service and Crime Laboratory Service or by any NAPOLCOM accredited government hospital for the purpose of determining physical and mental health; 4. Must possess a formal recognized learning institution;

baccalaureate

degree

from

a

5. Must be eligible in accordance with the standards set by the Commission;

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6. Must not have been convicted by final judgment of an offense or crime involving moral turpitude; 7. Must not have been dishonorably discharged from military employment or on AWOL or Dropped from Rolls from the PNP service or dismissed for cause from any civilian position in the government; 8. Must have no pending criminal case in any court, including the Office of the Ombudsman or any administrative case if already an employee of the government; 9. Must be at least one meter and sixty-two cms. (1.62m) in height for male and one meter and fifty-seven cms. (1.57m) in height for female; 10. Must weigh not more or less than five kilograms (5kgs.) from the standard weight corresponding to his/her height, age and sex; and 11. Must not be less than twenty-one (21) nor more than thirty (30) years of age.

Appropriate Eligibilities The appropriate eligibilities to Police Officer I was those acquired from the following: 1.

NAPOLCOM PNP Entrance Examination.

2.

R.A. No. 6506-Licensed Criminologist.

3.

R.A. No. 1080-Board and Bar Examinations

4.

P.D. No. 907-Honor Students.

5.

Civil Service Eligibilities.

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Distribution Criteria of Police Officer 1 To attain the equitable distribution, the allocation of quota at the city or municipal levels shall be based on the set of criteria, as follows: 1. Police-to-population ratio as herein provided: highly urbanized cities - 1:500 to 700; component cities - 1:650 to 800; and municipalities - 1:750 to 1000. 2. Peace and order conditions, actual service, and class of city and municipality.

demand

of

the

Regular Recruitment Quota The recruitment quota given to any of the National Support Units (NSU) shall be based on the actual demands of the functional area covered. Within five (5) working days from receipt of the proposed annual recruitment quota, the Commission shall grant the Chief, PNP with the authority to recruit through a Resolution which shall contain the approved quota distribution and supplemental guidelines peculiar to the particular recruitment.

Attrition Recruitment Quota Upon receipt of the recruitment quota, the Mayor as Chairperson of the Local Peace and Order Council (LPOC) shall create an Ad Hoc Body composed of four (4) members, namely: Vice-Mayor, DILG-CLGOO/MLGOO, POC Member, and City Director/Chief of Police. The City Director/Chief of Police (CD/COP) shall serve as the Secretariat for this activity. He shall publish the list of applicants in public places and through the local media, if any, to encourage the public to report any information relative to the worthiness of the applicant to become law enforcer in their community.

Final Evaluation of Applicant The final evaluation of applicant to the position of Police Officer I includes the sequential conduct of the following examinations, i.e., Physical Agility Test (PAT), Psychiatric or Psychological Examination (PPE), Complete Physical, Medical and Dental Examination (PMDE), and Final Screening Committee Interview (FSCI).

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21 The Drug Test (DT) shall not follow the sequential step but shall be conducted anytime after the PAT—on passers only, and before the Final Screening Committee Interview (FSCI)—on PMDE passers only. The Character and Background Investigation (CBI) shall be conducted on all PPE passers and must be completed before the start of the Final Screening Committee Interview (FSCI).

Appointing Authorities The following shall be the appointing authorities to the rank of Police Officer I: 1. level.

The Chief, PNP for applicants recruited at the national

2. The PNP Regional Director for applicants recruited at the regional level. 3. The Director of the concerned National Support (NSU) for applicants recruited by such particular unit.

Unit

Status of Appointment The following are the appointed Police Officer I:

status

of

appointment

of

newly

1. Temporary appointment shall be issued to a newly recruited Police Officer I who meets the required minimum qualifications, except the training required which is the PNP Field Training Program (FTP). The FTP shall be composed of the Public Safety Basic Recruit Course (PSBRC) and the Field Training Exercise (FTX). 2. Permanent appointment shall be issued to a Police Officer I after the completion of the required PNP Field Training Program for twelve (12) months actual experience and assignment in patrol, traffic, and investigation.

Guidelines in the Appointment on Waiver Program The following are the guidelines in the appointment of Police Officer I under a waiver program: 1. The age, height and weight for initial appointment to the PNP may be waived only when the number of qualified applicant fall below the approved quota, and the Commission en www.kertpillora.yolasite.com

22 banc my grant age, height, and weight waiver. The RD, NAPOLCOM may grant height waiver to a member of indigenous group. 2. Waiver of the age requirement may be granted provided that applicant shall not be less than 20 or not more than 35 years of age. For purposes of this paragraph, one is considered to be not over 35 years old if he is no yet reached his or her 36th birthday on the date of the issuance of his or her appointment. 3. Waiver of the height requirements may be granted to the male applicant who is at least one meter and fifty-seven cms. (1.57m) and to a female applicant who is at least one meter and fifty-two cms. (1.52m).

Selection Criteria on Waiver Program Applicants who possess the least disqualification shall take precedence over those who possess more disqualification. The requirements shall be waived in the following order, i.e., age, height, and weight. Each applicant for waiver must possess special qualifications, skills, or attributes useful to or needed by the PNP, which are sufficient to compensate to his or her lack or certain minimum qualifications. Factors to be considered in the grant of waiver, are as follows: outstanding accomplishments or possession of special skills in law enforcement or police work, martial arts, marksmanships and similar skills; special talents in the field of sports, music, and others; and extensive experience or training in forensic science and other technical services. The Powers and Functions of the PNP    

Enforce all laws and ordinances relative to the protection of lives and properties; Maintain peace and order and take all necessary steps to ensure public safety; Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice, and assist in their prosecution. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent Laws.

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23   



Detain and arrest person for a period not beyond what is prescribed by law, informing the person so detained of all his/her rights under the Constitution; Issue licenses for the possession of firearms and explosives in accordance with law; Supervise and control the training and operation of security agencies and issue licenses to operate security agencies, and to security guards and private detectives for the practice of their profession; and Perform such other duties and exercises all other functions as may be provided by law. One of these is the Forestry law wherein the PNP is primary enforcer in coordination with the Department of Environment and Natural Resources (DENR).

PNP: National in Scope - Civilian in Character National in scope simply means that the PNP is a nationwide government organization whose jurisdiction covers the entire breath of the Philippines archipelago which extends up to the municipality of Kalayaan islands in the province of Palawan. All PNP personnel both the uniformed and non-uniformed components are national government employees. Civilian in character means that the PNP is not a part of the military. Although,. it retains some military attributes such as discipline, it shall adopt unique non-military cultures, Code of Ethics, and Standard of Professional conduct comparable to the civilian police forces of other countries. THE ANTI-CRIME MACHINERY – Criminal Justice System (CJS) Anti-crime strategies, programs for crime prevention and the like in any society is practically based on an organized criminal justice system. Justice defined Justice is ―rendering what is due or merited and that which is due or merited.‖ According to Mortimer J. Adler, there are two principles of justice: Render to each his due Treat equals equally and unequal unequally but in proportion to their inequality.

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24 Justice, according to the Supreme Court of the Philippines, is symbolically represented by a blindfolded woman, holding with one hand a sword and with the other a balance. What is Criminal Justice System? The Criminal Justice System (CJS) is the machinery which society uses in the prevention and control of crime. The process is the totality of the activities of law enforcers, prosecutors, defense lawyers, judges and corrections personnel, as well as those of the mobilized community in crime prevention and control. In theory, CJS is an integrated process primarily concerned with apprehension, prosecution, trial, adjudication, and correction of criminal offenders. What are the major components of the CJS? Police or Law Enforcement Prosecution Courts Corrections Mobilized Community What are the functions of the major components of the CJS? To prevent and control the commission of crime; To enforce the law; To safeguard lives, individual rights, and properties; To investigate, apprehend, prosecute and sentence those who violated the rules of society; and, To rehabilitate the convicts and reintegrate them into the community as law-abiding citizens. How does the CJS Operate? The first four pillars, i.e., law enforcement, prosecution, courts, and corrections, pertain to the traditional agencies vested with the official responsibility in dealing with crime or in crime control. The community pillar is the broadest pillar. Under the concept of a participative criminal justice system in the Philippines, public and private agencies, as well as citizens, become a part of the CJS when they become involved in issues and participate in activities related to crime prevention and control.

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25 The Police or Law Enforcement Pillar The first pillar consists mainly of the members of Philippine National Police (PNP) and other law enforcement agencies. The work of the PNP is the prevention and control of crimes, enforcement of laws, and affecting the arrest of offenders, including the conduct of lawful searches and seizures to gather necessary pieces of evidences so that a complaint may be filed with the Prosecutor’s Office. The Prosecution Pillar The second pillar takes care of the investigation of the complaint. In the rural areas, the PNP may file the complaint with the inferior courts (i.e. the Municipal Trial Courts or the Municipal Circuit Trial Courts). The judges of these inferior courts act as quasi-prosecutors only for the purpose of the preliminary investigation. Once a prima facie case has been determined, the complaint is forwarded to the City or Provincial Prosecutor’s Office which will review the case. When the complaint has been approved for filing with the Regional Trial Court, a warrant of arrest for the accused will be issued by the court once the information has been filled. The Courts Pillar The third pillar of the CJS is the forum where the prosecution is given the opportunity to prove that there is a strong evidence of guilt against the accused. It is also in the courts that the accused is given his ―day in court‖ to disprove the accusation against him. The Constitutional presumption is the innocence of any person accused of a crime unless proved otherwise. This means that the courts must determine the guilt of the accused – beyond reasonable doubt – based on the strength of the evidence of the prosecution. If there is any reasonable doubt that the accused committed the crime, he has to be acquitted. The Rules of Court, however, provides that the accused can be convicted of a lesser crime than the crime he has been charged with in the information. But the elements of the lesser offense should be necessarily included in the offense charged, and such lesser crime was proven by competent evidence.

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26 The Corrections Pillar The fourth pillar takes over once the accused, after having been found guilty, is meted out the penalty for the crime he committed. He can apply for probation or he could be turned over to a non-institutional or institutional agency or facility for custodial treatment and rehabilitation. The offender could avail of the benefits of parole or executive clemency once he has served the minimum period of his sentence. When the penalty is imprisonment, the sentence is carried out either in the municipal, provincial or national penitentiary depending on the length of the sentence meted out. The Community Pillar The fifth pillar has a two-fold role. First, it has the responsibility to participate in law enforcement activities by being partners of the peace officers in reporting the crime incident, and helping in the arrest of the offender. Second, it has the responsibility to participate in the promotion of peace and order through crime prevention or deterrence and in the rehabilitation of convicts and their reintegration to society. Rehabilitation takes place when the convict is serving his sentence. A convict may be paroled or may even be placed on probation. Under the concept of a participative criminal justice system in the Philippines, public and private agencies as well as citizens, become a part of the CJS when they participate and become involved with issues and activities related to crime prevention. Thus, citizen-based crime prevention groups become part of the CJS within the framework of their involvement in crime prevention activities and in the reintegration of the convict who shall be released from the corrections pillar into the mainstream of society. 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.

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27 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

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28 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: VISION - A vision of what a police department should be. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be STRATEGIC FOCUS CONGRUENCE A STRATEGIC RESPONSE TO CHANGE A STRATEGIC FRAMEWORK What is the Strategic Planning process? TASK TASK TASK TASK

1 2 3 4

-

Develop Mission and Objectives Diagnose Environmental Threats and Opportunities Assess Organizational Strengths and Weaknesses Generate Alternative Strategies

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29 TASK TASK TASK TASK

5 6 7 8

-

Develop Strategic Plan Develop Tactical Plan Assess Results of Strategic And Tactical Plan 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 officersurvival skills.‖ The plan is to train the officers on militaristic and combat shooting. The alternatives could be: Alternative 1 - modify police vehicles Alternative 2 - issuing bulletproof vests Alternative 3 - utilizing computer assisted dispatch system Alternative 4 - increasing first-line supervision, etc FUNDAMENTALS OF POLICE PLANNING What are the Objectives of Police Planning? To increase the chances of success by focusing on results and not so much on the objectives. To force analytical thinking and evaluation of alternatives for better decisions. To establish a framework for decision making consistent with the goal of the organization. To orient people to action instead of reaction. To modify the day-to-day style of operation to future management. To provide decision making with flexibility. To provide basis for measuring original accomplishments or individual performance. What can be expected in planning? Improve analysis of problems Provide better information for decision-making Help to clarify goals, objectives, priorities Result is more effective allocation of resources Improve inter-and intradepartmental cooperation and coordination Improve the performance of programs Give the police department a clear sense of direction Provide the opportunity for greater public support What are the characteristics of a good police plan?

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30

With clearly defined Objectives or Goals. Simplicity, Directness and Clarity Flexibility Possibility of Attainment Must provide Standards of Operation Economy in terms of Resources needed for implementation What are the guidelines in Planning? The five (5) W’s and one (1) H What to do – mission/objective Why to do – reason/philosophy When to do – date/time Where to do – place Who will do – people involve 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: Synoptic Approach Incremental Approach Transactive Approach Advocacy Approach 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.

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31 Steps in Synoptic Planning 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. 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. 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. 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. 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. 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. Select preferred alternatives – there are three techniques to select alternative: Strategic Analysis – this includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment.

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32

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. 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. 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. 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. 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

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

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34 2. 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. 3. The Principles of Police Organization The principles of organization are presented in chapter three. These principles are considered in police planning in order not to violate them but rather for the effective and efficient development of police plans. 4. The Four (4) Primal Conditions of the Police Organization Authority – The right to exercise, to decide, and to command by virtue of rank and position. Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies, procedures, rules and regulations of the organization are based on the statement of doctrines. Cooperation or Coordination Discipline – It is imposed by command or self-restraint to insure supportive behavior. 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: 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.

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35 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). 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) 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 LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program for the next five years with a Total Human Development Approach (THD Approach). The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975 persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’ assistance. OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security measures and sea borne security patrols.

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36 TYPES OF PLANS in general 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. 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. 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. 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. Operational Plans are designed to meet the specific tasks required to implement strategic plans. There are four types of operational plan: 1. Standing Plans provide the basic framework for responding to organizational problems. The organizational vision and values, strategic statement, policies, procedures, and rules and regulations are examples of standing plans. Standing plans also include guidelines for responding to different types of incidents; for example, a civil disturbance, hostage situation, crime in progress, and felony car stops. 2. Functional Plans include the framework for the operation of the major functional units in the organization, such as patrol and investigations. It also includes the design of the structure, how different functions and units are to relate and coordinate activities, and how resources are to be allocated. 3. Operational-efficiency, effectiveness, and productivity plans are essentially the measures or comparisons to be used to assess police activities and behavior (outputs) and results (outcomes). If one of the goals of the police department is to reduce the crime rate, any change that occurs can be compared to past crime

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37 rates in the same community or crime in other communities, a state, or the nation. If the crime rates were reduced while holding or reducing costs, it would reflect an improvement not only in effectiveness but also in departmental productivity. 4. Time-specific Plans are concerned with 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 Policy and Procedural Plans – to properly achieve the administrative planning responsibility within in the unit, the Commander shall develop unit plans relating to: (a) policies or procedure; (b) tactics; (c) operations; (d) extra-office activities; and (e) management. Further, standard-operating procedures shall be planned to guide members in routine and field operations and in some special operations in accordance with the following procedures: Field Procedure – Procedures intended to be used in all situations of all kinds shall be outlined as a guide to officers and men in the field. Examples of these procedures are those related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints, touring beats, and investigation of crimes. The use of physical force and clubs, restraining devices, firearms, tear gas and the like shall, in dealing with groups or individuals, shall also be outlined. Headquarters Procedures – Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual. Procedures that involve coordinated action on activity of several offices, however, shall be established separately as in the case of using telephone for local or long distance calls, the radio teletype, and other similar devices. Special Operation Procedures – Certain special operations also necessitate the preparation of procedures as guides. Included are the operation of the special unit charged with the searching and preservation of physical evidence at the crime scenes and accidents, the control of licenses, dissemination of information about wanted persons, inspection of the PNP headquarters, and the like. 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

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38 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. 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. 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.

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39 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. 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: 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. Accounting Procedures – Procedures shall be established and expenditure reports be provided to assist in making administrative decisions and in holding expenditures within the appropriations. Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and supplies. Purchasing procedures shall likewise be established to insure the checking of deliveries against specifications of orders. Plans and specifications shall be drafted for new building and for remodeling old ones. 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. 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.

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40 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

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41 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: 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. 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. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to ensure police visibility. 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. 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. 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

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42 activities, and to effectively address other criminal activities related to car napping. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of operations against terrorists and other lawless elements involved in terrorist activities. 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. 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. 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. 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. 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. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign against professional squatters and squatting syndicates. 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. 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. 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. 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. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN SOP #19 – ANTI-ILLEGAL LOGGING SOP #20 – ANTI-ILLEGAL FISHING

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43 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:

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floods, earthquake, famine, typhoon, diseases, volcanic eruption, crashes, industrial accident, fires, landslide, avalanches, tsunamis, etc.

44 Disaster (Natural Crisis) Induced Catastrophe (Man-made Crisis Commonalities:

arson, bombing, kidnapping, robbery, hostage-taking, skyjacking, assassination, ambush, and other acts terrorism

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.”

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45 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

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46 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

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47 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.

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48 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

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49 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 Background 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.

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50 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

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51 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

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52 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? 

Preplanning must be high on the agenda whenever the department anticipates any disorder or major disturbance.

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53 

    

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. Maintain order and attempt to quell the disturbance without attempting to punish any of the violators. Use only the force that is necessary but take positive and decisive action. Post the quarantine area with signs and barricades, if necessary. Keep the traffic lane open for emergency and support vehicle. 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.

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.

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54 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.

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55 REFERENCES

www.rkmfiles.net.,Retrieved November 2012. Manwong, Rommel K.; Delizo, Darlito Bernard- Law Enforcement Administration, A Textbook in Criminology, Manila. RK Manwong Publications, 2006. Republic Act No. 6975, An Act Establishing the Philippines National Police Under the Reorganized Department of the Interior and Local Government and for other purposes. Republic Act 9708, An act extending for five years the reglementary period for complying with the minimum educational qualification for appointment to the PNP and adjusting the promotion system thereof is amending for the purpose pertinent provisions of R.A 6975 and R.A. 8551 and for other purposes. Soriano, Oscar G.; Police Organization and Administration: with Police Planning and R.A 6975 and R.A. 8551,Great Books Publishing,2011. Manwong, Rommel K., Criminology Licensure Examination Review Materials. Compiled Lecture Notes, West Negros University, Bacolod City, 2007. Criminology Licensure Examination Review Materials, Angeles University Foundation Review Center. www.pnp.gov.ph

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