CONTINUATION

THE PNP STRATEGIC FOCUS FOR 2013 AND BEYOND

Strategic Focus 1: Competence

 Intensify Policy Reform
 Review and pursue legislative agenda
 Improve the Field Training Program (FTP) with emphasis on Field Training Exercise (Patrol, Traffic and First Responder);
 Standardize specialized courses for operational support staff/ units/ teams
 Improvement of existing Non- uniformed personnel (NUP) courses and development of competency courses for NUP
 Enhance operational procedures and practices
Strategic Focus 2: Organizational Development
 Streamline the organization
 Implement the concept of “ My IP is the Key”, at all levels nationwide
 Standardize recruitment, selection and the placement of police personnel
 Instill leadership down to the lowest level to communicate and implement changes
 Complement or support organizational development through efficient resource management
Strategic Focus 3: Discipline
 Established mechanism to determine the level of discipline of PNP personnel
 Institutionalized reforms and the mechanism to fast track the resolution of admin cases against PNP personnel and
 Enhance counter- intelligence efforts against erring PNP personnel
Strategic Focus 4: Excellence
 Integrate the “Subukan Nyo Po Kami” SMS Center with the PN P Txt 2920
 Establish an effective feedback mechanism as the basis for the evaluation and assessment on the performance of field
units
 Fully implement the adopted ICT- assisted based system to support administrative functions, investigation and police
operations
 Redesign the PNP uniforms and the institute safeguards against unauthorized manufacture and use; and
 Provide quality service to the people and the community
Strategic Focus 5: Professionalism
 Standardize placement and promotion system based on merit and fitness at all levels
 Develop various levels expert professionals in the organizations
 Rationalize Rewards and incentive System and Enhance Morale and Welfare Program
 Continuously review and external communications through proactive media program

PNP P.A.T.R.O.L. Plan 2030

PGS- Performance Governance System
Elements of PGS
1. Charter Statement
2. Scorecard
Stages of PGS
1. Initiation
2. Compliance
3. Proficiency
4. Institutionalization
3. What does the acronym P.A.T.R.O.L. stands for?
PATROL stands for “Peace and Order Agenda for Transformation and upholding of the Rule-Of-Law”
What are the stages of the PGS?
a. Initiation
b. Compliance
c. Proficiency
d. Institutionalization
4. What is the rationale behind the timeline of 2030 of the PATROL PLAN?
We must aspire now for realistic greater heights and dare for more sustainable progress. We have been underperforming
due to restrains we put on ourselves and our organization.
To become A TRULY TRANSFORMED PNP, we must strive for more and do better. We must strive to become the best we could
be.
We must:
 Strengthen and reinforce the Leadership
 Re-examine our capabilities and renew commitment
 Build momentum and nurture success
 Promote and establish partnerships
 Measure progress and make adjustments
 Define responsibilities and demand accountabilities

Classifications of Police Plan

 According to coverage –
Police Plans could be Local Plans (within police precincts, sub-stations, and stations), Regional Plans, and
National Plans.
 According to Time - Police Plans are classified as:
1. Strategic or Long Range Plan – It relates to plans which are strategic or long range in application, and it
determine the organization’s original goals and strategy.
2. Intermediate or Medium Range Planning – It relates to plans, which determine quantity and quality
efforts and accomplishments. It refers to the process of determining the contribution on efforts that can make or
provide with allocated resources.

Example: 6 Masters Plans:

• Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
• Master Plan Sandugo (Support to Internal Security Operations Master Plan)
• Master Plan Banat (Anti-Illegal Drugs Master Plan)
• Master Plan Sang-ingat (Security Operations Master Plan)
• Master Plan Saklolo (Disaster Management Master Plan)
• Sangyaman (protection and Preservation of Environment, Cultural Properties, and Natural Resources
Master Plan)
3. Operational or Short Range Planning - Refers to the production of plans, which determine the schedule
of special activity and are applicable from one week or less than year duration. Plan that addresses immediate
need which are specific and how it can be accomplished on time with available allocated resources.

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

7. Procedural plans, in line with many but certainty not all management plans, are ordinarily included as part of a police
department’s written directive system, a copy of which is assigned to every officer and is updated periodically.
STANDARD OPERATING PROCEDURES (SOP) shall be planned to guide members in routine and field operations.
SOPs include

a. Field Procedures are used in all situations as guide to officers and men in the field. Examples are those related to reporting,
dispatching, raids, arrest, search and seizure, stopping suspicious persons, patrol, and investigation of crimes. The use of
reasonable or necessary force that necessitates the use of firearm, baton, stun gun, pepper spray, handcuff and the like in dealing
with individuals or groups shall also be outlined.
b. Headquarter Procedures include the procedures such as the duties of the dispatcher , jailer, desk officer and other concerned
personnel as reflected in the duty detail. 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 and other similar devices.
c. Special Operations Procedures are prepared for special units charged with performing special police operations like searching
and preservation of crime scenes, dealing with demonstrator , hostage takers, strikers and bombers and the like.

8. Tactical plans involve planning for emergencies of a specific nature at known locations. Included in this category are plans for
dealing with attacks against government, military or police offices by lawless elements. Plans shall likewise be made to deal with
possible jail break, demonstrations, special community events like athletic competitions, parades, religious activities, and the like.

9. Extra office plans are plans made to organize the community to assist in the accomplishment of objectives in the fields of crime
prevention, traffic control and juvenile delinquency prevention. Community organizations shall assist in coordinating community
effort, promoting public support and combating crimes. Plans utilizing community organizations shall be prepared for civil defense
in case of war or emergency in coordination with the office of Civil Defense.

EFFECTIVE PLANS- regardless of how plans are classified, the bottom line is that organizations with a formal and continuous
planning process outperform those without one. The discrepancy in performance increases as the larger environment becomes
more turbulent and the pace and magnitude of change increases.

Characteristics of Effective Plans

1. The plans must be sufficiently specific so that the behavior required is understood.
2. The benefits derived from the achievement of the goals associated with the plan must offset the efforts of developing and
implementing the plan, and the level of the achievement should not be so modest that it is easily reached.
3.Involvement in their formulation must be as widespread as is reasonably possible.
4. They should contain a degree of flexibility to allow for the unforeseen.
5. There must be coordination in the development and implementation of plans with other units of government whenever there
appears even only a minimal need for such action.
6. They must be coordinated in their development and implementation within the police department to ensure consistency.
7. As may be appropriate, the means for comparing the results actually produced must be specified before implementation. In the
PNP, this often takes the form of an analysis, referred to as the After- operation report.

PNP P.A.T.R.O.L. Plan 2030

PGS- Performance Governance System
Elements of PGS
1. Charter Statement
2. Scorecard
Stages of PGS
1. Initiation
2. Compliance
3. Proficiency
4. Institutionalization
3. What does the acronym P.A.T.R.O.L. stands for?
PATROL stands for “Peace and Order Agenda for Transformation and upholding of the Rule-Of-Law”
6. What are the stages of the PGS?
a. Initiation
b. Compliance
c. Proficiency
d. Institutionalization
4. What is the rationale behind the timeline of 2030 of the PATROL PLAN?
We must aspire now for realistic greater heights and dare for more sustainable progress. We have been
underperforming due to restrains we put on ourselves and our organization.
To become A TRULY TRANSFORMED PNP, we must strive for more and do better. We must strive to become the best
we could be.
We must:
 Strengthen and reinforce the Leadership
 Re-examine our capabilities and renew commitment
 Build momentum and nurture success
 Promote and establish partnerships
 Measure progress and make adjustments
 Define responsibilities and demand accountabilities

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police operational planning adopted by the police organization
to guide the police officers in the conduct of their duties and functions, especially during field operations.
The following are Police Security Service Package of the PNP with the following standard operating procedures and
guidelines:
1. SOP #1 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the basic procedures to be observed
by all PNP Units and mobile patrol elements in the conduct of visibility patrols.
2. SOP #2 – BANTAY KALYE - This SOP prescribes the deployment of 85% of the PNP in the field to increase
police visibility and intensifies anti-crime campaign nationwide.
3. SOP #3 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to ensure police visibility.

4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct link to the police to receive
public calls for assistance and complaints for prompt action by police authorities. This SOP prescribes the procedures in
detail of Duty Officers, Telephone Operators and Radio Operators for REACT 166; and their term of duty and
responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the Presidential Anti-Organization Crime Task
Force (PAOCTF), the PNP is now in support role in campaign against kidnapping in terms of personnel requirements.
SOP #5 sets forth the PNP’s guidelines in its fight against kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and sustained anti carnapping
campaign to stop/minimize carnapping activities, neutralize syndicated carnapping groups, identify/prosecute
government personnel involved in carnapping activities, and to effectively address other criminal activities related to car
napping.
7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of operations against
terrorists and other lawless elements involved in terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) - This SOP provides
overall planning, integration, orchestration or coordination, and monitoring of all efforts to ensure the successful
implementation.
9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the guidelines and concepts of
operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the concept of operations and tasks of all
concerned units in the campaign against Partisan Armed Groups and loose fire.
11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP sets forth the
objectives and concept of operation tasks of all concerned units in the neutralization of wanted persons.
12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to be undertaken by the
PNP that will spearhead the fight against all forms of illegal gambling nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign against
professional squatters and squatting syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the National
Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the office of the
Secretary of Interior and Local Government (SILG), with personnel and equipment requirements of that reaction group
supported by the PNP.
15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearhead the fight against prostitution and vagrancy.
16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked PNP Units/Offices
in enforcing the ban on pornographic pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -This SOP prescribes the
procedures and manner of conducting an arrest, raid, search and/or search of person, search of any premises and the
seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court, as amended and updated decision of
the Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS
KINDS OF POLICE PLANS
1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility within in the unit,
the Commander shall develop unit plans relating to policies or procedure, tactics, operations, extra-office activities and
management. Further, standard-operating procedures shall be planned to guide members in routine and field operations
and in some special operations in accordance with the following procedures:
a. Field Procedure – Procedures intended to be used in all situations of all kinds shall be outlined as a guide to
officers and men in the field. Examples of these procedures are those related to reporting, to dispatching, to raids,
arrest, stopping suspicious persons, receiving complaints, touring beats, and investigation of crimes. The use of
physical force and clubs, restraining devices, firearms, tear gas and the like shall, in dealing with groups or individuals,
shall also be outlined.
b. Headquarters Procedures – Included in these procedures are the duties of the dispatcher, jailer, matron, and
other personnel concerned which may be reflected in the duty manual. Procedures that involve coordinated action on
activity of several offices, however, shall be established separately as in the case of using telephone for local or long
distance calls, the radio teletype, and other similar devices.
c. Special Operation Procedures – Certain special operations also necessitate the preparation of procedures as
guides. Included are the operation of the special unit charged with the searching and preservation of physical evidence
at the crime scenes and accidents, the control of licenses, dissemination of information about wanted persons,
inspection of the PNP headquarters, and the like.
2. Tactical Plans – These are the procedures for coping with specific situations at known locations. Included in
this category are plans for dealing with an attack against buildings with alarm systems and an attack against the PNP
headquarters by lawless elements. Plans shall be likewise be made for blockade and jail emergencies and for special
community events, such as longer public meetings, athletic contests, parades, religious activities, carnivals, strikes,
demonstrations, and other street affairs.
3. Operational Plans – These are plans for the operations of special divisions like the patrol, detective, traffic, fire
and juvenile control divisions. Operational plans shall be prepared to accomplish each of the primary police tasks. For
example, patrol activities must be planned, the force must be distributed among the shifts and territorially among beats,
in proportion to the needs of the service, and special details must be planned to meet unexpected needs. Likewise in
the crime prevention and in traffic, juvenile and vice control, campaigns must be planned and assignments made to
assure the accomplishment of the police purpose in meeting both average and regular needs. Each division or unit has
primary responsibility to plan operations in its field and also to execute the plans, either by its own personnel or, as staff
agency, by utilizing members of the other divisions.
Plans for operations of special division consist of two types, namely: (1) those designed to meet everyday, year-round
needs, which are the regular operating program of the divisions; and (2) those designed to meet unusual needs, the
result of intermittent and usually unexpected variations in activities that demand their attention.
Regular Operating Programs – These operating divisions/units shall have specific plans to meet current needs. The
manpower shall be distributed throughout the hours of operation and throughout the area of jurisdiction in proportion to
need. Assignments schedules shall be prepared that integrate such factors as relief days, lunch periods, hours, nature,
and location of regular work. Plans shall assure suitable supervision, which become difficult when the regular
assignment is integrated to deal with this short time periodic needs.
Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly always met in the
detective, vice, and juvenile divisions by temporary readjustment of regular assignment.
4. Extra-office Plans – The active interest and the participation of individual citizen is so vital to the success of the
PNP programs that the PNP shall continuously seek to motivate, promote, and maintain an active public concern in its
affairs. These are plans made to organize the community to assist in the accomplishment of objectives in the fields of
traffic control, organized crime, and juvenile delinquency prevention. The organizations may be called safety councils
for crime commissions and community councils for the delinquency prevention. They shall assist in coordinating
community effort, in promoting public support, and in combating organized crime. Organization and operating plans for
civil defense shall also be prepared or used in case of emergency or war in coordination with the office of the Civil
Defense.
5. Management Plans – Plans of management shall map out in advance all operations involved in the organization
management of personnel and material and in the procurement and disbursement of money, such as the following:
a. Budget Planning – Present and future money needs for personnel, equipment, and capital investments must be
estimated. Plans for supporting budget request must be made if needed appropriations are to be obtained.
b. Accounting Procedures – Procedures shall be established and expenditure reports be provided to assist in
making administrative decisions and in holding expenditures within the appropriations.
c. Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and supplies.
Purchasing procedures shall likewise be established to insure the checking of deliveries against specifications of orders.
Plans and specifications shall be drafted for new building and for remodeling old ones.
d. Personnel – Procedures shall be established to assure the carrying out of personnel programs and the
allocation of personnel among the component organizational units in proportions need.
e. Organization – A basic organizational plan of the command/unit shall be made and be posted for the guidance
of the force. For the organization to be meaningful, it shall be accompanied by the duty manual which shall define
relationships between the component units in terms of specific responsibilities. The duty manual incorporates rules and
regulations and shall contain the following: definition of terms, organization of rank, and the like, provided the same shall
not be in conflict with this manual.