Chapter II

Police Planning

Planning is defined as thinking about the future, thinking about what we want the future
to be, and thinking about what we need to do now to achieve it, involves linking present
actions to future conditions.
It is also defined as a management function concerned with visualizing future
situations, making estimates concerning them, identifying the issues, needs and
potential dangers 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 changing conditions and contingent events.

Planning can be expected to:

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

Planning is the process of deciding in advance what is to be done and how it is to be done.
Instead of accepting the future, managers, by planning, may be able to affect that future. It
is essentially an intellectual process that is strongly influenced by how a manager thinks
about his organization. One way of thinking is based on a systems theory perspective in
which the organization is considered to be a system made up of interdependent
components that work together to accomplish the aim of the system. There are two
approaches to thinking in attempting to understand a system:
Analytical Approach involves taking the system apart, trying to understand each
part, then using this knowledge to understand the whole system.
Synthetical Approach considers all the organizational processes together to try to
understand how they relate to one another and to the environment in which the
system functions.
Creativity is an important part of planning. There are several different types of
creativity:
Imitation involves using plans, programs, methods, and so on, developed by
others.
Inductive Reasoning moves from the specific to the more general.
Deductive Reasoning moves from the general to the specific
Idea Linking is often done through free association. Individuals participating in
planning are encouraged to identify any ideas, without limitations or inhibitions that
might relate to the problem or plan at hand. This may result in important, innovative
solutions, particularly when those involved come from different organizational levels
and different backgrounds in terms of experience and education. That is why
planning should involve as many people as possible.

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

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 a coordinated
sequence of methodical activities and allocation of resources to the line units of the police
organization for the attainment of the mandated objectives or goals.

Objectives are a specific commitment to achieve a measurable result within a specific

period of time.

Goals are general statements 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 these 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 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 range in nature. The reasons for Strategic Planning are:
1. Vision - a vision of what a police department should be.
2. Long-range thinking - keeping in mind that strategy is deciding where we want to
be
3. Strategic focus
4. Congruence
5. A strategic response to change.
6. Strategic framework

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 staffs/units/teams;
 Improvement of existing Non-uniformed Personnel (NUP) courses and development
of competency courses for NUPS and
  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 placement of police personnel;
 Instil leadership down to the lowest level to communicate and implement changes;
 Complement or support organizational development through efficient resource
management.

Strategic Focus 3: Discipline

 Establish mechanism to determine the level of discipline of PNP personnel;
 Institutionalize reforms and mechanisms to fast track the resolution of admin cases
against PNP personnel; and
 Enhance counterintelligence efforts against erring PNP personnel.

Strategic Focus 4: Excellence

 Integrate the "Subukan Nyo Po Kami" SMS Center with the PNP TXT 2920;
 Establish an effective feedback mechanism as the basis for 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 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 of expert professionals in the organization;
 Rationalize Rewards and Incentive System and Enhance Morale and Welfare
Program;
 Continuously review and update police operational procedures and other policy
manuals; and
 Improve internal and external communications through proactive media programs.

The Process of Strategic Planning

Task 1 - Develop Mission and Objectives
Task 2-Diagnose Environmental Threats and Opportunities
Task 3- Assess Organizational Strengths and Weaknesses
Task 4-Generate Alternative Strategies
Task 5- Develop Strategic Plan
Task 6- Develop Tactical Plan
Task 7 - Assess Results of Strategic and Tactical Plan
Task 8- Repeat Planning Process

In the process, the police administrator can use the potent tool of
alternatives. Alternatives (options) are means by which goals and objectives can
be attained. They may be policies, strategies or specific actions aimed at
eliminating a problem. Alternatives do not have to be substitutes for one another or
should perform the same function. For example, our goal is to "improve officer-
survival skills." The plan is to train the officers on militaristic and combat shooting.
The alternatives could be:
 Alternative 1 - modify police vehicles
Alternative 2-issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc

Objectives of Police Planning

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

Characteristics of a Good Police Plan

1. With clearly defined Objectives or Goals
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standard of Operation
6. Economy in terms of Resources needed for implementation

The Guidelines in Planning

The five (5) W's and one (1) H
1. What to do - mission/objective
2. Why to do - reason/philosophy
3. When to do - date/time
4. Where to do - place
5. Who will do - people involve
6. How to do - strategy

Responsibilities in Planning
Broad External Policy Planning is the responsibility of the legislative branch of
the government. The main concern of the police in this broad external policy
planning is assisting the legislature in their determination of police guidelines
through the passage of appropriate laws or ordinances for the police to enforce.

Internal Policy Planning - is the responsibility of the C/PNP and other chiefs of the
different units or headquarters within their area of jurisdiction to achieve the
objectives or mission of the police organization. They are responsible for planning,
organizing, staffing, directing, coordinating, controlling, reporting and budgeting for
the police organization within existing policies and available resources. For
maximum police effectiveness, they shall be responsible for the technical operation
of the police organization and management of its personnel.

Police Planners
Executive Managers are concerned about the vision of the organization, strategic
planning, and long-range and general plans. They tend to spend more time on
planning than those at other levels in the organization because of the need to
 prepare the organization to adapt to changing environmental conditions and to
balance and integrate diverse expectations about police activities and behavior.

Middle Managers (e.g., captains and lieutenants) participate in all types of plans
and provide both general and specific plan implementation. They are particularly
concerned with operational plans. They are probably the most critical persons in
determining the success or failure of a plan. They need to make adjustments that
become necessary when the plan is implemented because it is difficult to anticipate
all possible contingencies. The police develop another approach to solving problems
when they see that the approach to solving a problem as planned is less effective.

Supervisors oversee the day-to-day activities of officers as they implement plans.

They can also play a key role in gathering data concerning plan efficiency and
effectiveness and in making suggestions as to how plans can be changed.
Supervisors, as a result of their daily interaction with operational personnel and
first-hand observation of community problems, may be the most important persons
in the organization in proposing new theories and hypotheses concerning police
activities and behavior. The success or failure of the police organization is
determined more by what supervisors do or do not do than any other person or
position in the organization.

Patrol Officers and Investigators, in police departments in which there is

widespread employee participation, not only participate in the planning but also
provide feedback concerning plan efficiency and effectiveness. In some community
policing programs, officers have the responsibility for managing members of the
community, and even employees of other organizations, in responding to problems.
This managerial role requires that officers engage in all four functions of
management: developing plans, organizing community members, providing
leadership by motivating and supervising citizens, and evaluating and controlling.

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.

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 and Management and Penology (BJMP), Bureau of Fire and
 Protection (BFP), Philippine National 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

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

Principles of Police Organization

a. Homogeneity. The work should be apportioned among the
various individuals and units according to some logical plan.
b. Delineation of Responsibility. Lines of authority and
responsibility should be made as definite and direct as
possible.
c. Span of Control. There is a limit to the number of
subordinates who can be supervised effectively by one officer,
and this limit seldom should be exceeded.
d. Unity of Command. Subordinates should be under the
direct control of only one supervisor.
e. Delegation of Responsibility. Responsibility cannot be
placed without the delegation of commensurate authority, and
authority should not be delegated to a person without holding
him/her accountable for its use.
f. Coordination. The efforts of the organizational units and of
their component members must be coordinated so that all will
be directed harmoniously toward the accomplishment of the
police purpose. The components thus coordinated will enable
the organization to function as a well-integrated unit.

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

a. Authority - The right to exercise, to decide, and to command by virtue of
rank and position.
b. Doctrine - It provides for the organization's objectives It provides the
various actions. Hence, policies, procedures, rules and regulations of the
organization are based on the statement of doctrines,
c. Cooperation or Coordination
d. Discipline - It is imposed by command or self- restraint to insure
supportive behavior.

Factors affecting Police Planning

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

Parts of a Police Operational Plan

1. Security Classification
2. Number of Copies and Pages
3. Name of Headquarters
4. Plan Title or Name
5. Reference - The source of authority in formulating a plan is based on:
 Organizational Policy or Guidelines
 Orders of Superior Officers or Authorities
 Documents, maps, books, etc.
6. Situation - General Situation and Specific Situation
7. Mission
8. Task Allocation
9. Coordinating Instructions - Refers to the manner of giving alarm or signal when
encountering such problems which needs immediate action
10. Command - Refers to the relationship between operating personnel or units with
that of Police Headquarters; who to ero summon for assistance.
11. Signal - Defines communication network, which is to be used during a particular
operation like using passwords.
12. Signature
13. Distribution - Refers to what unit will be given copies of the plan. For instance,
A- All units, B-Selected units, C-Very selected, and D - Only 1 unit

Police Planning Approaches:

1. Synoptic Planning or Rational Comprehensive Approach is the dominant
traditional approach in planning. It is also the point of departure for most of the
other planning approaches. This model is based on the problem- oriented approach
to planning especially appropriate for police agencies. It relies heavily on the
problem identification and analysis of the planning process. It can assist police
administrators in formulating goals and priorities in terms that are focused on
specific problems and solutions that often confront law enforcement.

Steps in Synoptic Planning

1. Prepare for planning - the task of planning should be detailed in a work
chart that specifies:
a. What events and actions are necessary
b. When they must take place
c. Who is to be involved in each action and for how long
d. How the various actions will interlock with one another

2. Describe the present situation - planning must have a means for

evaluation and without an accurate beginning database, there is no
reference point on which to formulate success or failure. A primary purpose
of planning is in evaluation. Or comparing "what is" with "what should be."
3. Develop projections and consider alternative future states -
projections should be written with an attempt to link the current situation
with the future, keeping in mind the desirable outcomes. It is important for
the police executive to project the current situations into the future to
determine possible, probable and desirable future states while considering
the social, legislative and political trends existing in the community.

4. Identify and analyze problems - the discovery of the problems

assumes that a system to monitor and evaluate the current arena is already
in 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 be able to
describe the magnitude, cause, duration and the expense of the issues at
hand. A complete understanding of the problem leads to the development of
the means to deal with the issues.

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

6. Identify alternative courses of action- alternatives are means by

which goals and objectives can be attained. They may be policies, strategies
or specific actions aimed at eliminating a problem. Alternatives do not have
to be substitutes for one another or perform other functions. It is important
that the activities that a police department engages in actually contribute to
the achievement of the goals.

7. Means-Ends Analysis - this is one method of trying to ensure that the

police department's programmatic efforts and expenditures do make an
appropriate contribution toward arriving at the desired state. Means- ends
analysis charting is also a very effective method in which alternatives can be
identified in the planning process.

Three Techniques of Selecting Preferred Alternatives

a. Strategic analysis- given a set of possible alternatives or courses
of action, the number of alternatives can be reduced in the following
process:
1. Suitability studies- each course of action is evaluated in
accordance with general policies, rules and laws.
2. Feasibility studies- the retained and suitable alternatives
are subjected to feasibility studies. This includes the appraisal
of the effects of a number of factors weighed separately and
together.
3. Acceptability- those judged to be suitable and feasible are
then analyzed in acceptability studies.

Four principal factors are combined and entered into

this evaluation:
 The cost of each alternative
 The performance
 The effect of the alternative on the entire
system
 The time involved in implementation and setup These
factors are applied to each alternative to reveal critical limits
and trade-offs. Finally, a judgment is rendered that selects the
preferred course of action.

b. Cost-effectiveness analysis - this 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. The concept is based on economic rationalism:
calculations are made scientifically through the collection of data and
the use of models in an attempt to maximize benefits and minimize
costs.

It is important to note that each alternative is weighed against

a criterion: the rule or standard by which to rank the
alternatives in order of desirability. This provides a means to
analyze cost against effectiveness. Unlike strategic analysis,
alternatives are not dismissed from the process but ranked in
order of preference.

c. Musts-wants analysis- this combines the strengths of both

strategic and cost-effectiveness analyses. This is concerned with both
the subjective weights of suitability, feasibility and acceptability as
well as the objective weights of costs versus benefits.

Musts are placed at the top of the page. These are conditions
that are set by the police chief and that absolutely have to be
met in order for an alternative to continue to be a viable
choice. Failure of any alternative to meet a must condition
immediately eliminates it from further consideration.

Wants- are conditions, performances, characteristics, or

features that are desirable but not absolutely necessary. They
are listed below the musts and the corresponding data for
each want are completed for each alternative that was not
discarded at the previous step.

Weight- reflect the subjective importance of the want as

determined by the police chief. It has a scale of 1 (lowest) to
10 (highest).

Score is the evaluation of the actual existence of wants by the

chief. The score from 1-10 is set by the chief to reflect an
assessment of the subjective or actual existence of the want.
The weight and score are multiplied and summed.

8. Plan and carry out implementation- requires a great deal of tact and
skill. It may be more important "how" an alternative is introduced to a police
department than "what" it actually is. the

9. Monitoring and evaluating progress- evaluation requires comparing

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

10.Summation of the synoptic planning approach. This is done by

making a summary of the presentation in tabular of other forms of
presentation.

11.Repeat the planning process. Repetition of the planning process

enables the planner to thresh out possible flaws in the plan.

2. Incremental Planning. Incremental planners conclude that long-range and

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

3. Transactive Planning is carried out in face-to-face interactions with people who

will 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.

4. Advocacy Planning is usually associated with defending the interests of the

weak- the poor and politically impotent, for example - against the strong. The
beneficial aspects of this approach include a greater sensitivity to the unintended
and negative side effects of plans.

5. Radical Planning has two mainstreams that sometimes flow together: 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.

6. Systematic Planning is sometimes called Traditional planning. It identifies a

rational step-by-step process that can be used to develop all types of plans.
Systematic planning has seven steps:
a. Development of an organizational vision.
Vision is the basis for all other plans in the organization and in effect
becomes the frame of reference for police decision making. A vision
should describe the role of the police in the community, the basic
principles that guide police behaviour, the role of management, the
broad standards for evaluating police behaviour and performance,
and the role of leadership in striving toward the realization of the
vision.

b. Development of an organizational strategy.

Strategy includes a consideration of a policing model such as
legalistic, service and community models, and managerial model. So
that if the police organization chooses the community model as its
strategy, then it should adhere to the principle that the foundation of
a successful community policing strategy is the beneficial ties
between police and community members that result in a productive
relationship based on mutual trust.
c. Identification of organizational values. Organizational Values are
fundamental beliefs of an organization that guide police officers when
making discretionary decisions. The following are identified basic values of a
certain police department:
1. Protect the lives and property of citizens.
2. Enforce the law in an impartial manner.
3. Fight crime through prevention.
4. Aggressively pursue violators of the law
5. Maintain a higher standard of integrity than other citizens.
6. Value human life.
7. Respect the dignity of each individual.
Values of the Legalistic Model of Policing:
1. Police authority is based solely on the law. Professional
police departments are committed to enforcement of laws as
their primary objective.

2. Communities can provide police with assistance in enforcing

the law, and helpful citizens will provide police with
information to assist them in carrying out their mission.

3. Responding to citizen calls for service is the highest police

priority, and all calls must receive the fastest response
possible.

4. Social problems and other neighborhood issues are not the

concern of the police unless they threaten the breakdown of
public order.

5. Police, as experts in crime control, are best suited to

develop police priorities and strategies.

Values of the Community Policing Model:

1. The police department is committed to the positive
evolution, growth and livability of the community.

2. In attempting to maintain a peaceful community, the police

role involves cooperating with others in the creation and
maintenance of a way of life which strikes the optimum
balance between the collective interests of all citizens and the
personal rights of all individuals.

3. The police derive their authority not only from the law but
also from the community norms and expectations.

4. The community will be involved in all policing activities that

directly affect the quality of community life.

5. The police will work with other public and private agencies
to foster crime prevention and problem solving.

6. The police will be sensitive to, and show respect for, all
citizens and their problems and will emphasize positive social
 interactions rather than just the technical application of
procedures when interacting with citizens.

7. Policing strategies must preserve and advance democratic

values and the constitutional rights and personal freedom of
all citizens.

8. The delivery of policed services should have input into the

development of policies that directly affect the quality of
neighborhood life.

9. The department should seek the input of employees into

matters that affect employee job satisfaction and
effectiveness.

d. Formulation of structural designs and operational plans.

The Organizational Design includes an organization chart that
identifies the relationship between individuals, programs, and basic
functions, as well as basic guidelines for police activities and
behaviour (policies); the step- by-step process for carrying out tasks
(procedures); and specific requirements for officers (rules and
regulations). This may also include the development of goals and
objectives. A Goal is a broad, qualitative statement of purpose. An
Objective is more specific, usually quantifiable, and has a time frame.
Objectives are, in effect, steps toward goals that identify a direction
and provide a basis for evaluation.

e. Forecasting, scanning, data gathering and analysis.

Forecasting is the process in which the police planner attempts to
predict what is likely to happen in the future in order to make
necessary adjustments in the department. There are two methods of
data gathering that the police usually use: the citizen survey and the
community-needs assessment.

f. Identification and selection of alternatives. The alternative selected

should be tested before it is used throughout the department. They must
also be assessed in terms of available resources, the capabilities of those
expected to implement them, and general acceptance in the department and
the community. An alternative will probably fail if there are inadequate
resources to implement it, if those charged with its implementation do not
have the knowledge and skills to do so, or if a substantial number of citizens
or police personnel are opposed.

g. Plan execution and control. The plan is put into place, and evaluated.
The persons charged with implementation must be committed to the plan or
at least be willing to give it a try; they must be knowledgeable about the
plan; be competent to carry it out; have the support of superiors and those
that are affected by the changes; have adequate resources; and evaluate the
plan.

7. The SARA process. There is a specific planning process associated with

problem solving. This process, referred to as SARA, has four steps:
 Scanning is a process in which planners and managers look for problems in
the department, including the performance of individual officers and in the
community. For example, the inability to achieve an objective might be
indicative that something is wrong with the objective, the person or persons
charged with accomplishing it, the resources available, or the procedures
used.

Analysis. Once a problem has been identified, additional data about the
problem are gathered and analyzed. In addition, information can be obtained
from victims or complainants, personal observations, discussions with other
officers, interviews with individuals and at community meetings, and existing
departmental records like arrest reports and any previous crime analysis that
has been conducted.

Response may involve other government agencies, private organizations

and businesses or private individuals. The response can focus on the
offender, the victim, the environment or all three. Offenders can be arrested
and prosecuted, or discouraged in other ways from committing crimes.
Potential victims can be encouraged to change their behaviour and response
to criminal incidents through crime prevention programs and training in self-
defense. The characteristics of a particular area or building can also be
altered to make criminal incidents less likely. Lighting can be improved,
abandoned cars can be towed away, and residents can be encouraged to be
more alert.

Assessment. Discovering the impact of the response is the evaluation

phase of the SARA process. Were the goals and objectives achieved? What
went right and what went wrong? What were the reactions of the citizens
and the officers involved? The assessment process usually involves the
following:
1. Comparing statistics relative to the problem before, during and
after the response.
2. Comparing attitudes of those involved before and after the
response.
3. Checking with complainants to determine their changing attitudes.
4. Maintaining contact with other groups that are involved to
determine their reactions.
5. Continuing to monitor the area and its problems.

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

2. Proactive plans are developed in anticipation of problems. Though not all police
problems are predictable, many are and it is possible for a police department to
prepare responses in advance.

3. Visionary plans are essential statements that identify the role of the police in
the community and a future condition to which the department can aspire. A vision
may also include a statement of values to be used to guide the decision-making
process in the department.
4. Strategic plans are designed to meet the long-range, overall goals of the
organization. Such plans allow the department to adapt to anticipated changes or
develop a new philosophy or model of policing. One of its most important aspects 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 demands, crime problems and community attitudes.

5. Operational plans are designed to meet the specific tasks required to

implement strategic plans. They are the work programs of the line units (patrol,
investigation and traffic) as established by an analysis of the need for services.
There are four types of operational plans:
Standing plans provide the basic framework for responding to
organizational problems. The organizational vision and values, strategic
statements, policies, procedures and rules and regulations are examples.
Standing plans also include guidelines for responding to different kinds of
incidents like civil disturbance, hostage situation, a crime in progress, bomb
threat, traffic incident, etc.

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

Operational-efficiency, effectiveness and productivity plans are

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

Time-specific plans are concerned with specific purposes and conclude

when an objective is accomplished or a problem is solved. Examples are
specific police programs or projects such as illegal drug crackdown, crime
prevention program, neighborhood clean-up campaign and budget.

Budget is an estimate of the financial costs of successfully managing the

police department. It is the guide for the expenditure of funds and identifies
the monetary constraints for the manager. It includes not only the available
funds but also the procedures for spending the money and the methods for
auditing spending.

Five Types of Budget

1. Line-Item Budget is a listing of the cost of items, such as
personnel, equipment, maintenance and repairs. General-item
categories such as personnel are usually broken down into
smaller items - salary, fringe benefits, and equipment.

2. Performance Budget attempts to relate cost to outputs or

the work to be performed. It asks how much money is required
to investigate 100 crimes during the budgetary period? The
 estimated costs to investigate these crimes would include
personnel, supplies, equipment, office space, etc.

3. Results-oriented Budget identifies the estimated costs

associated with accomplishing specified outcome objectives in
each function, each unit and program. It asks, what is the
estimated cost of a projected reduction in one or more types
of crime if the level of patrol is increased?

4. Program Planning Budgeting attempts to interrelate

planning, management and control. It asks, what does the
department do and how much will it cost? What expenditures
are to be allocated to each function, unit and program? What
is the expected benefit to be derived from the costs
expended? How was the money actually spent compared to
what was intended?

5. Zero-based Budget considers the impact of various

changes in financial resources on performance. It asks, what is
the purpose of a particular function, unit or program? What are
the specific objectives? How are these objectives measured?
How much will it cost to accomplish objectives? What would
happen if the function, unit or program were eliminated?

6. Management or administrative plans include formulation of the department's

mission statement, goals, and policies; the structuring of functions, authority and
responsibilities; the allocation of resources; personnel management; and other
concerns whose character is that they are prevalent throughout the entire agency.
An administrative plan is usually expressed in a general order.
General orders are issued to cover standing or long- term situations.
Special orders are issued to cover unique nonrecurring events which lasts
for only a limited and specified period of time. It could also contain
announcements of promotions, transfers, designations and other such
actions.

7. Procedural plans, in line with many but certainly 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 a 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. Headquarters 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 demonstrators, 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. This 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
Pam 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 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
planned for versus 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.

Classifications of Police Plans

a. According to coverage. Police plans could be classified as
local (police stations and provincial police offices), regional
and national.
b. According to time
 1. Strategic or long- range plan relates to plans
which are strategic or long range in application and it
determines the organization's original goals and
strategies.
2. Intermediate or medium- range plan - it relates to
plans which determine quantity and quality of efforts
and accomplishments. It refers to the process of
determining the contribution of efforts that can make or
provide allocated resources.
3. Operational or short-range plan - it is a plan
which determines the schedule of special activities and
is applicable for one week or less than a year. It
addresses specific immediate needs and shows how it
can be accomplished on time with available allocated
resources.

Steps in Police Operational Planning

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

2. Clarifying the problems - this calls for understanding the

problem, and identifying the possible solutions. A situation
must exist for which something must and can be done.

3. Collecting all pertinent facts - a plan could only be

developed if all pertinent facts have been carefully reviewed to
determine the modus operandi, suspects, types of victims, and
such other information as may be necessary. Facts relating to
such matters as availability, deployment and the use of
available personnel shall be gathered.

4. Developing the facts - a careful analysis and evaluation

on all gathered data shall be made. This provides the basis
from which plans evolve. Only relevant facts are considered.

5. Developing alternative plans - in the initial phase of the

plan development, several alternative measures shall appear
to be logically comparable to the needs of a situation. As the
alternative solutions are evaluated, one of the proposed plans
shall prove more logical than the others.

6. Selecting the most appropriate alternative- a careful

consideration of all facts usually leads to the selection of the
best alternative solution.

7. Selling the plans - a plan, to be effectively carried out,

must be accepted by the persons concerned at the
appropriate level of the plan's development. As the planning
develops, there may be a need to involve or consult other
personnel of the police unit.
8. Arranging for the execution of the plan - the execution
of a plan requires the issuance of orders and directives to units
and personnel concerned, the establishment of a schedule,
and the provision of manpower and equipment for carrying out
the plan. Briefings shall be held with the assurance that all
involved personnel understood when, how and what is to be
done.

9. Evaluating the effectiveness of the plan - the result of

the plan shall be determined. This is necessary to know
whether the correct alternative was chosen, whether the plan
was correct, which phase was poorly implemented, and
whether additional planning may be necessary. Also, the
effects of the executed plan or other operations and on the
total police operations shall be determined. Follow-up is the
control factor essential for effective command management
Example of OPLAN

SANDIGAN
(ANTI-CRIMINALITY MASTERPLAN)

I. INTRODUCTION

PURPOSE AND SCOPE

This Plan shall serve as the Master Plan in which all plans and programs of the PNP
shall conform with and supplement.

It shall prescribe the grand strategy to be undertaken by PNP Offices and personnel
on crime prevention, control and suppression, in the total fight against all forces of
criminality.

SITUATION

The campaign against crime is a continuing concern. It is a war that the police
cannot win alone, and can not in any real sense fight alone. Police cannot change the "root
drivers" of crime such as poverty, unemployment, poor housing, moral education, freedom,
civil liberties, ambitions, dysfunctional families and other ills of socio-economic
opportunities. Thus, all aspects of police work should be premised upon active community
consent, trust and participation.

In so doing, developing effective crime prevention, control and suppression

strategies has presented the PNP with a fundamental dilemma. On one hand, crime will
always be committed and, indeed, a continuing mandate. From this perspective, the police
is viewed solely as a professional crime buster and often criticized if public expectations
are not met. On the other hand, the community needs to believe that the police are or can
become effective crime busters.
redesign its entire approach to this main task through clearer Thus, the PNP has been
compelled to rethink and prioritization of targets with emphasis on prevention, control and
suppression of crime and more resources moved into proactive policing.

ASSUMPTION

The primary concern of the PNP for the next five years is curbing criminality.

MISION

The PNP shall implement a responsive and holistic anti-crime strategy to effective
prevent, control and suppress the occurrences of crimes to insure safety in our community.

OBJECTIVES

 To reduce index crime rate

 To improve response time
 To improve crime solution efficiency
 To increase conviction rate
 To operationalize COPS through the Police Community Precincts, for the 24-hour
community security coverage.

II. DEFINITION OF TERMS (Please see appendix E)

III. EXECUTION

A. CPNP'S INTENT

"Let us intensify our campaign against crime. Let us create an atmosphere of peace,
in close collaboration with the community, local government units, NGOs and international
organizations, dedicating our resources and enhancing our capabilities and skills to address
national and transnational threats to peace and order".

The efforts of the Police Regional Offices (PROS), Police Provincial Offices (PPOs)/City
Offices and PolOe Stations shall be to set-up and implement a localized Anti-Crime
Campaign Plan based on this plan. On the other hand, the National Support Units shall
create their efforts in accounting and neutralizing transnational and syndicated crime
groups, and support the PROS in their localized Anti-Crime Campaign.

B. CONCEPT OF OPERATIONS

1. Strategic Concept

a. Improve the Police Security Service Package

1) Effective law enforcement and crime prevention and suppression system.
Foremost among the means of effective law enforcement is the wise utilization of all
PNP available assets on the ground. One tested and tried instrument is the Police
Security Containment Ring System (PSCRS), composed of the following five (5)
major components, deployment of which depends on their availability and the
situation on the ground:
 a) The Innermost Containment Ring, which is composed of barangay tanods,
CVOS, NGOs, radio groups, fire/disaster/calamity volunteer brigades that
provide localized and needed police services to the Bombarangays.

b) The Inner Containment Ring, composed of the foot patrol elements are in
uniform for police visibility while the detective patrol component is in
"civilian" attire for police presence. Even if there are no uniformed police
around the people will still think that a police eye is watching them because
they will see police detectives in civilian clothes causing the arrest of crime
perpetrators.

c) The third component is the Middle Containment Ring, which is composed

of bicycle or motorcycle- mounted patrols at control points who shall patrol
the residential areas and make the transport loading and unloading areas as
their standby points. This will prevent mugging of commuters especially
during nighttime.

d) The Outer Containment Ring is composed of designated specialized units

like the mobile patrols, which shall be deployed at chokepoints. Their task is
to prevent the escape of fleeing criminals and to call for police assistance.

e) The fifth A the Outermost Containment Ring, where the special police
units (like the SWAT or anti- terrorist units) and the mobile groups shall serve
as security elements at areas designated as strong points, where they can
immediately react to call for armed support to beleaguered police personnel
on the ground.

2) Adoption by police offices/stations of the Crime and Information Management

System, which will systematize the recording, retrieval and analysis of crime data.

Another means of effective law enforcement is the adoption by police

offices/stations of the Crime and Information Management System. In simple terms,
the Regional, Provincial and City, and Municipal Police Offices will indicate in their
local maps the place and time a crime incident happened. The resulting inputs will
constitute the basis for the deployment or redeployment of police resources to
maximize their use for anti crime efforts.

3) Deployment of dedicated Police Intelligence and Investigation Teams for criminal

gang/syndicates, terrorists, kidnappers, bank robbers, carnappers and specific crime
prone areas.

The deployment of dedicated intelligence, investigation and manhunt teams is

another means of organizational effectiveness. Teams for specific activities
involving Internal Security/Terrorist Groups, Kidnapping, Robbery, Hijacking and
Carnapping are formed in all police units in varying scale depending on the threat
analysis and availability of personnel. These teams shall conduct legal offensives
against members of syndicated crime groups to force them out of the locality or,
better still, to prevent them in the commission of crimes.

4) Aggressive Anti-Illegal Drugs Campaign Illegal Drug is the country's number 1

enemy. A high percentage of our populace is affected by this menace and the
majority of the heinous crimes committed is drug related. It is for this reason that
 we not only put to jail drug pushers but also rehabilitate drug users. The supply and
demand reduction strategies should be coupled with a heightened drug education
campaign.

5) Strengthening of the Programs for Public Safety and 5 Internal Security

The government considers the crimes such as killings; kidnappings, extortion etc,
committed by the insurgent groups as a criminal act not a political act. It is for this
reason that crimes committed by them should be investigated and appropriate
cases filed so that justice is afforded to the victims.

People who feel that they are not safe in their houses, streets and place of work are
predisposed to crime. The police therefore have to lend support.

6) Pursuing the objectives for Gender Awareness Development

This concept will involve the strengthening of the Gender and Development thrust
of the PNP in collaboration with government organizations, NGOs and women
organizations in the country, as a great percentage of crimes committed nowadays,
involve women and children as victims.

b. Strengthen linkages with NGOs, local and international law enforcement

organizations, the AFP, and Presidential Task Force and Centers as venues for
interagency and international cooperation and support.

These organizations and agencies are venues for effective law enforcement
coordination and support. The maintenance of peace and order is a multi-disciplinary
responsibility and the active linkages with these agencies and offices will redound to the
efforts to eliminate transnational and national crimes in the country, to include the criminal
activities of internal security threat groups and terrorists.

In addition, this linkage would become very relevant and beneficial during the
conduct of special events, like, the holding of honest, orderly and peaceful elections for
both national and local officials of the government.

c. Enhance community participation through the Community-Oriented Policing

System (COPS).
Through COPS, there will be voluntary community support and cooperation with law
enforcement/crime prevention and control activities, thus there will be enhanced police
effectiveness and efficiency given the same police resources.

d. Operationalize the Integrated Area/ Community Public Safety Plan (IA/CPSP)

In order to ensure the success of linking up the contribution of the community, the
government and the police in guaranteeing the safety and security of the communities, the
existing Integrated Area/Community Public Safety Plan Ci provincial and municipal
government units shall complement this Anti-Crime Strategy. Close coordination with
respective Peace and Order Councils (POCS), Law Enforcement Coordinating Committees
(LECCS), Regional Development Councils (RDCs), Disaster Coordinating Councils (DCCs),
Drug Watch and Streetwatch organizations, shall be maintained.

e. Promote the objectives of an active Criminal Justice System

 Being in the frontline in the operationalization of the Criminal Justice System, the
police serves as an effective catalyst in promoting the concepts of justice for crime victims
and of enhancing attainment of the objectives of the Anti- Crime Strategy.

f. Devise an Effective Feedback Mechanism

The continued feedback from all recipients of public safety services received from
the citizens through the Project 117 of the DILG, the "Ugnayans" conducted by the PNP and
other government agencies, and other sources of reports, complaints, needs, or rejoinders,
shall be the basis for improving the delivery of police services to the citizenry. This
feedback mechanism shall serve as the trigger to set off a series of adjustments and if
need be, a realignment of the foregoing strategies to attain the purpose of maintaining a
peaceful and prosperous community.

2. Operational Concept

The NHQ-PNP, through its directorial staff, shall supervise and support the Police
Regional Offices in implementing the strategic agenda and operational concept of this anti-
crime strategy. The PNP leadership, through the NALECC, the NDCC and the NPOC, shall
coordinate and cooperate with other national government agencies in the realization of the
mission of this anti-crime strategy.

The Police Regional Offices, through the police provincial/ city offices and
municipal/city police stations, shall implement their localized anti-crime plans based on this
master plan. Their plans shall be focused towards the implementation of localized activities
to attain: (1) reduction of crime rate; (2) improvement of response time; (3) improvement
of local crime solution efficiency; (4) increase in conviction rate for cases filed in court; and
(5) the operationalization of community- oriented policing system (COPS) thru the Police
Community Precincts, for the 24-hour community security coverage. The national support
units, through their specialized operating units and various regional offices, shall
concentrate their efforts towards supporting all the anti-crime efforts of the PROS, except
in the pursuit of specific anti-crime tasks assigned to them. Schematic Diagram of the
"SANDIGAN MASTER PLAN" refer to appendix beneficial during the conduct of special
events, like, the In addition, this linkage would turn very relevant and
C. TASKS
In furtherance of the intent and purpose of this Plan the following shall also be
undertaken by offices/units concerned

1. NHQ, PNP
a. DCO- Command Group supervisor, responsible for the successful implementation
of this Master Plan.
b. DPRM
1) Responsible for the conduct of a moral recovery program for PNP
personnel in coordination with DHRDD.
2) Strictly implement COMPLAN PATNUBAY;
3) Monitor and supervise the moral and welfare program for the PNP
personnel.
4) Strengthen policies and guidelines for the proper selection of personnel
for designation to key positions, particularly at municipal station level; and
5) Perform other tasks as requested/directed,

c. DI
1) Update and validate w4ch-lists 55 55534415 and furnish the same to
tasked units;
 2) Provide timely intelligence and counterintelligence information or similar
support, as needed, in the implementation of this Plan; and
3) Perform other tasks as requested/directed.

d. DO
1) OPR for this Master Plan;
2) Supervise and monitor the progress of the activities of tasked units in the
implementation of this Plan;
3) Supervise the implementation of the Strategic concepts on law
enforcement, prevention and suppression system, and Integrated Area/
Community Public Safety Plan.
4) Coordinate with the PAOCTF, PCTC and NDLEPCC for an effective
integration of anti-crime efforts with local and international offices and
organizations; and tasked units; and
5) Perform other tasks as requested/directed.

e. DL
1) Provide equipment and logistical support to all 2) Perform other tasks as
requested/directed.

f. DC
1) Provide necessary fund support needed in the implementation of this Plan;
and
2) Perform other tasks as requested/directed.

g. DIDM
1) Monitor the progress of cases being investigated until their final
disposition in court;
2) Conduct pre-charge investigation of personnel involved in violation of the
ICU guidance of the CPNP; and
3) Perform other tasks as requested/directed.

h. DPCR
1) Disseminate various thrusts of the PNP in containing all forms of criminal
activities throughout the country;
2) Supervise the implementation of the Community Oriented Policing System
(COPS) in this Plan;
3) Come up with activities to catalyze the five (5) pillars of CJS to be an
effective system for anti- crime efforts;
4) Perform other tasks as requested/directed.

i. DHRDD
1) Design training programs/seminars for all PNP personnel to enhance their
ability in the performance of their assigned duties relative to this Plan's
operational concept;
2) Assist DPRM in the conduct of Mood Recovery Programs; and
3) Perform other tasks as requested/directed.

2. Police Regional Offices 1-13, ARMM, CAR and NCR

a. The main implementers of this Master Plan, thus you are directed to perform
activities but not limited to the following:
1) Pursue more meaningful interfacing with other government agencies
through the RLECC, RPOC and other regional coordinating bodies; prepare
 and update and operational IA/CPSP of every province and municipality
under your jurisdiction;

2) Coordinate with various government agencies and NGOS concerned in

development programs and the government's poverty-alleviation projects;

3) Operationalize the strategic concept and operational concept as contained

in this Plan;

4) Support government agencies, particularly the pillars of the Criminal

Justice System, and those concerned in the drive against lawless elements;
and

5) Together with the Provincial Directors (PDs), constantly evaluate the

performance and continuously assess the fitness, qualifications, and service
reputation of local police chiefs. The Provincial Directors shall closely
coordinate these evaluations with the concerned local government
executives.

b. Provide other support/assistance to other operating units tasked with law

enforcement functions.

3. National Support Units

a. CIDG
1) Support/assist all PNP units in the conduct of investigation and in the filing
and prosecution of criminal cases, to insure the conviction of suspects; and2)
Perform other tasks as requested/directed,

b. NARG
1) Launch sustained campaign against drug chain and syndicates and other
related offenses;
2) Provide other support/assistance to Al PNP units pertaining to anti-illegal
drugs operations; and
3) Perform other tasks, as requested/ directed.

C. IG
1) Conduct intelligence and counter-intelligence operations in support of this
Plan; and
2) Perform other tasks as requested/directed.

d. TMG
1) Assist all PNP units in the conduct of investigation of crimes involving
motor vehicles; and
2) Perform other tasks as directed/requested.

e. SAF
1) Assist the PROS in specialized crime operations; and
2) Perform other tasks as requested/directed.

f. PCRG
1) Promote crime prevention awareness by tapping the support of the media
and the community;
 2) Formulate/distribute anti-crime slogans/ tips/ posters/leaflets/pamphlets,
etc; and,
3) Perform other tasks as requested/directed.

g. CLS
1) Provide forensics technical support to PROS; and
2) Perform other tasks as requested/directed.

D. COORDINATING INSTRUCTIONS
1. Respect for human rights shall be paramount, and strict adherence with the PNP
Operational Procedures (Revised Rules of Engagement) shall always be emphasized
in all police operations.

2. All PNP units shall re-assess respective resources and capabilities. All IMPLANS
and SOPs, shall be updated to conform with this master plan.

3. Tasked units shall operate on the existing logistical and financial allocations.
NHQ-PNP shall provide additional logistical and financial support on a case-to-case
basis.

4. Maximum coordination with national government agencies, local government

units, non-government organizations and all sectors of the community, for the
success of the anti-crime strategy, is authorized and highly encouraged.

5. In order to insure uniformity in adopting/implementing the COPS and IA/CPSP

concepts, all chiefs of police/ police supervisors implementing them must always be
guided by the "Community-Oriented Policing System (COPS) Manual for the PNP"
issued thru NAPOLCOM Resolution Ns 2000-157 dated October 31, 2000 and
IA/CPSP guidelines and requirements.

6. This Master Plan shall supersede PNP LOI 10/93 SANDIGAN (PNP Anti-Crime
Strategy). However, all applicable issuances, MOUS/MOAS not in conflict with this
Master Plan are still in effect.

7. All RDS, PROs and Dirs, NSUS shall submit IMPLANS to this Plan and periodic
reports on its implementation.

8. This Master Plan shall take effect upon approval.

IV. APPENDICES
A. To improve the Police Security Service Package, the following standard operating
procedures and guidelines shall be implemented:
1. SOP #01 - POLICE BEAT PATROL PROCEDURES
This SOP prescribes the basic procedures to be observed by all PNP Units and
mobile patrol elements in the conduct of visibility patrols.
2. SOP #02 - BANTAY KALYE
This SOP prescribes the deployment of 85% of the PNP in the field to
increase police visibility and intensify anti- crime campaigns nationwide.

3. SOP #03 - SIYASAT

This SOP prescribes the guidelines in the conduct of inspections to ensure
police visibility.

4. SOP #04 - 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 the detail of Duty Officers,
Telephone Operators and Radio Operators for REACT 166; their term of duty
and responsibilities.

5. SOP #05 LIGTAS (ANTI-KIDNAPPING)

With the creation of the Presidential Anti-Organized Crime Task Force
(PAOCTF), the PNP is now in the support role in the campaign against
kidnapping in terms of personnel requirements. SOP #6 sets forth the PNP's
guidelines in its fight against kidnapping activities.

6. SOP #06- 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 carnapping.

7. SOP #07 - ANTI-TERRORISM

This prescribes the operational guidelines in the conduct of operations
against terrorists and other lawless elements involved in terrorist activities.

8. SOP #08 JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK

ROBBERY)
This SOP provides overall planning, integration, orchestration/coordination
and monitoring of all efforts to ensure the successful implementation.

9. SOP #09-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 firearms.

11. SOP All-MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS)

This SOP sets forth the objectives and concept of operations and 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 operations in the campaign against
professional squatters and squatting syndicates.

14. SOP #14 JERICHO

This SOP prescribes the operational guidelines to be undertaken by the NHQ,
PNP in the establishment of a quick reaction group that can be detailed with
the office of the SILG (OSILG), with personnel and equipment requirements of
that reaction group supported by the PNP.

15. SOP #15 VAGRANCY) 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 procedure 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. SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

19. ANTI-ILLEGAL LOGGING

(Please refer to SANGYAMAN Master

20. ANTI-ILLEGAL FISHING

(Please refer to SANGYAMAN Master

21. ANTI-ILLEGAL DRUGS

(Please refer to BANAT Master Plan)

B. To strengthen linkages with other government and NGO local and international law
enforcement organizations, the AFP, and Presidential Task Force and Centers as venues for
interagency and international cooperation and support, the following shall be
implemented..
1) RULES AND REGULATIONS IMPLEMENTING EO 829 AS AMENDED BY EOS 41 AND
41-A (LECC)

2) PNP IMPLEMENTING PLAN TO EO 61.

3) PNP IMPLEMENTING PLAN TO EO 62.

C. To enhance community participation through the Community- Oriented Policing System

(COPS) and uniform implementation of COPS, the COMMUNITY-ORIENTED POLICING SYSTEM
(COPS) MANUAL shall be implemented.

D. To operationalize the Integrated Area/ Community Public Safety Plan (IA/CPSP), IA/CPSP
GUIDELINES shall be Implemented.
E. Definition of Terms

V. REFERENCES

A. Republic Act 6975, as amended by Republic Act 8551

B. Pertinent NAPOLCOM Resolutions

C. NHQ-PNP LOI 10/93 SANDIGAN (PNP Anti-Crime Strategy)

D. The PNP Program Thrusts for CY 2001

E. "Pulls ng Bayan, Lingkod ng Mamarnayan" by PDDG LEANDRO Ft MENDOZA F. The

Operational PPAs and PER.

SAKLOLO
(DISASTER PREPAREDNESS AND MANAGEMENT MASTERPLAN)

I. REFERENCES:
a. Republic Act 6975, as amended by Republic Act 8551;

b. Presidential Decree No 1566- Strengthening the Philippine Disaster Control

Capability and Establishing the National Program on Community Disaster
Preparedness; and

C. The Operational PPAs and PERS.

II. PURPOSE:

This Letter of Instructions sets forth the strategic concepts, operational guidelines
and coordinating instructions to be undertaken by PNP Offices and personnel on disaster
management. With this Letter of Instructions, the action that will be undertaken by the
concerned PNP units/offices will be as responsive and possible with the support of the
government agencies and the community.

III. SITUATION:

The great ocean and seas around the Philippines, while providing wide avenues for
international trade and commerce and source of tremendous marine resources, also serve
as the spawning areas of destructive typhoons and monsoons. Being in the so-called
Circum-Pacific belt of fire and typhoons, our country has always been subjected to a series
of natural disasters and calamities yearly, which usually result in deaths, miseries and
massive destruction of property.
Disasters, which could be natural and human-made, would cause enormous loss in
terms of human lives and property, the destruction of the environment and the setback of
economic development. It has been noted that the number and costs of disasters continue
to rise overtime. This is in view of the increasing vulnerabilities of societies and
communities to natural and man- made disasters. On the other hand, poverty and
population pressures have forced growing numbers of poor people to live along harm's way
on flood plains, unstable hillside and earthquake-prone zones. Their extraordinary
vulnerability is perhaps the most important cost of the high number of disaster casualties.
Moreover, in cities and communities experiencing rapid industrialization and urbanization,
the lack of disaster-risk mitigation programs contributes to their increasing vulnerability to
disaster. In whatever part of the country we are located, the possibility of experiencing the
gloom and the stark reality of all types of hazards: typhoons, floods, flash floods, drought,
earthquakes, volcanic eruption, landslide, fire, maritime disasters, air disasters, oil spills,
etc., is always present.

Relatedly, the PNP's inherent duty for public safety dictates the provision of area
security; search, rescue/recovery, evacuation and relief operation in affected areas, in
support to the tasked government agencies/instrumentalities of the Disaster Coordinating
Councils. The program thrusts shall be pursued through the implementation of keeping the
police units and personnel ready to serve, and provide support to community development.

IV. MISSION:

The Philippine National Police, as the Disaster Coordinating Council operating unit,
conducts disaster preparedness activities, provides security coverage in disaster areas, and
assists in search and rescue, evacuation, and relief operations.

V. EXECUTION:

This Master Plan embraces all conceivable contingencies, short of war emergency,
making use of all available resources the PNP can muster to execute the NDCC Calamities
and Disaster Preparedness Plan. The intent conceived in this LOI is to make operation plans
promulgated by the different regional commands functional and action-oriented and is
capable of meeting simple or multiple contingencies. This LOI encourages the concept of
self- reliance by promoting the spirit of self-help and mutual assistance among the local
officials and their constituents which the local PNP units will be in contact with and/or will
be working with during disasters and calamities. Preparedness is constant alertness and
constant enhancement of capabilities. Readiness is preparedness for the worst.

As member-Agency, the PNP is tasked to organize Police Auxiliary Services in the cities,
municipalities and barangays; and to provide As security coverage in disaster areas.

A. STRATEGIC CONCEPTS
In furtherance of the DILG/PNP mandated functions, the following shall compose the
strategic concepts:

1. CONTINUOUSLY IMPROVING POLICE SECURITY SERVICE PACKAGE-

Effective law enforcement and crime prevention and suppression system, through
the Innermost Containment Ring of the Police Security Containment Ring System
(PSCRS), which is composed of barangay tanods, CVOS, NGOs, radio groups,
fire/disaster/calamity volunteer brigades that provide localized and needed police
services to the barangays.

2. THE OPERATIONALIZATION OF AN INTEGRATED AREA/COMMUNITY

PUBLIC SAFETY PLAN (IA/CPSP)- While emergency preparedness is a joint
responsibility of the national and local government, its effectiveness will depend
largely on the skills and resources, and the involvement of private organizations and
the general public in the area ink of disaster. Through close coordination with the
Disaster Coordinating Council, the formulated and developed IA/ CPSP of the PNP, in
consonance with the local government units is rationalized in order that it shall
 appropriately serve as the unified and integrated direction of the local public safety
programs to be more resolve to confront disaster on a total system approach.

3. THE COMMUNITY INVOLVEMENT THROUGH THE COMMUNITY-ORIENTED

POLICING SYSTEM (COPS)- The function of the community in nation building is
not only crucial, it is absolutely imperative. Efficient and effective delivery of police
services can only be attained through the development of a responsive partnership,
based on trust and goodwill, between the community and the police. The
interactions among the community players, which result in a partnership for a
peaceful community is called COPS

4. EFFECTIVE FEEDBACK MECHANISM- The continued feedback from all

recipients of public safety services received from the citizens through the Project
117 of the DILL, the "Ugnayans" conducted by the PNP and other government
agencies, and other sources of reports, complaints, needs, or rejoinders, shall be the
basis for improving the delivery of police services to the citizenry. This feedback
mechanism shall serve as the trigger to set off a series of adjustments and if
needed be, a realignment of the foregoing strategies to attain the purpose of
maintaining a peaceful and prosperous community.

B. OPERATIONAL CONCEPT
The activities to be undertaken shall be as follows:
a. Preparation- Involves planning, readiness through information dissemination
and training, and pre-positioning of response/reaction teams to meet all foreseeable
threats/ emergencies. Planning and operation shall be done on an inter-agency,
multi-sectoral basis to optimize the utilization of resources. Goals and objectives
have to be more realistic and attainable.

b. Organization- Inventory of equipment, manpower and resources of different

participating government agencies, non-government organizations and private
entities which can be readily tapped when the situation so requires. Considered the
Council's frontier in its response are the following associations/groups, but not
limited to: medical, contractors, fire volunteers, mountain climbers, engineers,
communications, transport, etc.

c. Accounting- Resources and equipment committed shall be accounted for

maximum utilization/disposition and the proper turn-over of the same after the
disaster operations. d. Coordination Networking with the LGUs, other government
agencies such as DPWH, DECS, DSWD, the non-government organizations and
private entities. -

The deployment of PNP personnel in every municipal/city throughout the

country, became magnanimous to the first line of response mobilized to the
scene/disaster response operation.

Rescue and recovery operations shall be conducted at the Barangay

Municipal/Provincial nearest the disaster incident until such time that the
appropriate agency concerned should have taken over the control of the rescue
operations.

To this end, regular/simulated exercises and drills will be conducted at all

levels to enhance the PNP's and community reaction capability and ensure precision
and spontaneity in responding to emergencies.
C. TASKS
1. NHO, PNP
a. DCO - Command Group supervisor, responsible for the successful
implementation of this LOI.

b. DO
1) OPR for this Letter of Instructions;
2) Supervise and monitor the progress of the activities of tasked units in the
implementation of this LOI;
3) Supervise the implementation of the Strategic Concepts on continuous
improvement of police security service package; and the operationalization
of the Integrated Area/Community Public Safety Plan; and
4) Perform other tasks as requested/directed.

c. DL
1) Provide equipment and logistical support to all tasked units; and
2) Perform other tasks as requested/directed.

d. DPCR
1) Supervise the implementation of the strategic concepts on Community
Oriented Policing System (COPS); linkage with other NDCC-member
agencies, NGOs and CVOS, and effective feedback mechanism; and
2) Perform other tasks as requested/directed.

e. DC
1) Provide necessary fund support for the additional subsistence
allowance/hazardous duty pay of personnel involved in the search and
rescue/recovery operations; and

2) Perform other tasks as requested/directed.

f. DHRDD
1) Design training programs/seminars for all PNP personnel to enhance their
ability in the performance of their assigned duties relative to this LOI's
operational concept and
2) Perform other tasks as requested/directed.

2. Police Regional Offices 1-13, ARMM, CAR and NCR

The main implementers of this LOI, thus directed to perform activities, but not
limited to the following:
1) Pursue more meaningful interfacing with other government agencies through the
RDCC, RPOC and other regional coordinating bodies; prepare and update and
operational IA/CPSP of every province and municipality under their jurisdiction.
Review/identify technological, doctrinal and operational gaps in respective DCC
system and disaster management programs in preparation for emergencies;

2) Operationalize the strategic concept and operational concept as contained in this

LOI. Institutionalize the practice of constant improvement focusing on operational
efficiency, increased speed and corrective service, and improved internal and public
communications;
3) Maintain peace and order and the safeguarding of essential facilities during
disaster or civil disturbances;

4) Provide security coverage in disaster areas, as well as to government and private

officials engaged in disaster relief operations and other dignitaries
assisting/assessing distress areas. Additionally, undertake traffic control and
direction in clearing the streets from vehicular congestion and other obstructions;

5) Sustain the participation of LGUs, civil societies, and volunteer groups/ auxiliary
public safety services at the barangay level in partnership with the community, in
providing traffic, safety and security services in cases of emergency and in times of
calamities by promoting the traditional bayanihan and the spirit of voluntarism.
Forge stronger partnerships with civil society groups, NGOs, civic organizations,
private institutions and other service-oriented groups (police auxiliary) to create a
wider scope of operational support and assistance;

6) Make the community equally proactive and responsive to cooperation and

collaboration in ensuring a peaceful, stable and safe community;

7) Organize, develop, equip and mobilize PNP Radiological Response Teams

(RQRTS), which shall serve as rapid deployment units that could be quickly
deployed to perform precursory police functions in case of radiological emergencies.
Prepare inventory of equipment, facilities, and supplies. Identify items and programs
for procurement and repair;

8) As Chairman, Regional Disaster Coordinating Councils, except ARMM and CAR,

shall perform the following duties and responsibilities, namely:
a. Establish a physical facilities to be known as the Regional Disaster
Operations Center (RDOC);

b. Coordinate the disaster operations activities in the region from the RDOC
or from any forward operating facility within the region;

c. Implement within the region the guidelines set by the National Disaster
Coordinating Council (NDCC);

d. Advise the Chairman, NDCC on the status of disaster preparedness

programs, disaster operations, and rehabilitation efforts undertaken by the
region and the private sector;

e. Establish policy guidelines on emergency preparedness and disaster

preparedness and disaster operations involving rescue, relief and
rehabilitation for the RDCC;

f. Convene the Council as often as necessary to effectively coordinate the

original efforts on disaster preparedness, emergency operations, relief,
recovery and rehabilitation activities;

g. Call on all military units and government departments, bureaus, agencies

and instrumentalities and corporations as well as the private sector under
the area of their jurisdiction for assistance in preparing for, reacting to and
recovery from the effects/calamities and regional civil emergencies;
 h. Advise the Local Disaster Coordinating Councils on disaster management;
and

i. Submit appropriate recommendations to the NDCC as necessary such as

the declaration of a state of calamity in disaster-stricken areas in the area.

j) Perform other tasks as requested/directed.

3. National Support Units

a. TMG
1) Ensure that traffic at the disaster area will be orderly in order to speed up
rescue/recovery, relief and rehabilitation operations; and
2) Perform other tasks as directed/requested.

b. SAF
1) Perform rescue operations and other special operations that may
contribute to the success of disaster relief operations; and
2) Perform other tasks as requested/directed.

c. PCRG
1) Catalyze the organization of NGOs/volunteers re plans and programs of
government agencies and private sector that will promote community and
citizen participation in the maintenance of peace and order and public safety
in the disaster area;
2) Assist in providing relief assistance to the victims of disaster; and
3) Perform other tasks as requested/directed.

d. CLS
1) Provide forensics technical support to PROS; and
2) Perform other tasks as requested/directed.

e. CES
1) Make available the communication unit to receive transmit disaster
information, and closely coordinate with the accredited radio groups for a
concerted utilization of their communication facilities, in times of impending
and/or actual emergency; and
2) Perform other tasks as requested/directed.

f. HS
1) Assist in providing medical and dental services to victims of disaster; and
2) Perform other tasks as requested/ directed.

VI. COORDINATING INSTRUCTIONS:

1. Although the possibility of radiological catastrophe is remote in the local setting,
the potential and cataclysmic Am consequences of such event, the local PNP units
shall prepare or and plan courses of actions on radiological emergencies, in
coordination with the Philippine Nuclear Research Institute (PNRI) and the Philippine
Atmosphere. Geophysical and Astronomical Services (PAGASA).

2. Simulated drills to be regularly conducted to test the effectiveness of

preparations, bring out flaws and weaknesses, and corrective/remedies effected to
heighten levels of readiness of systems, procedures, organization, equipment and
 logistics to enhance reaction capability, and ensure precision and spontaneity in
responding to emergencies.

3. The provision of security coverage, hand-in-hand with immediate relief,

rehabilitation and community-based development effort in areas affected by the
disaster/calamity shall be coordinated and synchronized Al plans and projects of all
government agencies and instrumentalities.

4. Lateral coordination to create awareness, constant communications and action

among tasked offices/units, other local government agencies, NGOs and other
concerned civilian organizations in carrying out the mission is highly
encouraged/authorized. One player's problem/concern should be regarded as a
team problem.

5. Assistance rendered by NDCC member-agencies, NGO volunteers in the

aftermath of disasters and calamities have to be well recognized. Their tangible
effort during the disaster operation eases the load of policemen's work which may
become complicated in their absence.

6. PNP Headquarters and other PNP units in the calamity stricken areas shall not
become depositories of relief goods in order that speculations contrary to moral/dec
honesty, can be avoided.

7. In order to ensure uniformity in adopting/implementing the IA/CPSP concept, all

chiefs of police/police supervisors implementing them must always be guided by the
A/CPSP guidelines and requirements.

8. This Master Plan has been conceived in order to provide a single reference
material, prevent confusion, minimize paperwork, or preclude repetitive issuances
of directives, guidelines or policies applicable to similar situations

9. All RDS, PROS and Dirs, NSUS shall submit IMPLANS to this LOI NLT fifteen (15)
days from date of receipt of this LOL and thereafter, periodic reports on its
implementation.

LEANDRO R MENDOZA
Police Director General Chief, PNP

ANNEXES:

A. Annex "1"-SAKLOLO Framework

B. Guidelines in responding to calamities and disasters that perennially visit the country
with the primary objectives to save life, prevent needless suffering, protect property, and
minimize the damages:

Annex "2"-Presidential Decree No. 1566 dated June 11, 1978 -Strengthening the Philippine
Disaster Control Capability and Establishing the National Program on Community Disasters
Preparedness

Annex "3"- National Disaster Coordinating Council Memorandum Order No 1 ted January 16,
1989-Providing for Community-based Rescue, Evacuation and Relief Operations during
Disasters or Emergencies and Encouraging Volunteerism from among the concerned
Citizenry for such Purposes

Annex "4"-Letter of Instructions 13/93 (SAKLOLO) Calamities and Disaster Preparedness

Plan dated April 1, 1993

Annex "5"- Letter of Instructions 33/93 (FIRES) dated April 1, 1993 -Guidelines on PNP
Personnel in Assisting Fire Control and Post Fire Phase

Annex "6" - Letter of Instructions 50/96 (KALIGTASAN) dated October 10, 1996

C. Guidelines to be observed in responding to radiological accidents and other catastrophes

arising from radiation- related incidents

Annex "7"- Revised National Radiological Emergency preparedness and Response Plan
(RADPLAN)

Annex "8" - Letter of Instructions 20/2T (SAKORO) dated August 2, 2000

D. Annex "9" NAPOLCOM Resolution No 93-037, Implementation of an Integrated

Area/Community Public Safety Plan (IACPSP)

E. Annex "10" - Project "Patrol 117:" DILG Security and Development Plan

SANG-INGAT
(SECURITY COVERAGE MASTER PLAN)

1. REFERENCES:
a. Republic Act 6975, as amended by Republic Act 8551;
b. Pertinent NAPOLCOM Resolutions; and
c. The Operational PPAS and PERS.

II. PURPOSE:
This Master Plan sets forth the strategic concepts and operational guidelines,
as well as contingency plan to ensure the maintenance of peace and order during
the year-round observance of holidays, which involves great concern on movement
of the citizens, international, national and local meeting/conferences events, and
rallies/mass action in protest to wide range of issues.

1. Broad Objective
The PNP, concurrent with its mission and functions, conducts
police operations to ensure utmost security possible to individuals
and vital installations, most especially during the holding of special
events. It shall undertake coordinated courses of action necessary to
prevent, contain, neutralize persons from inflicting any harm upon
people or damage to property especially on activities involving
foreign guests and tourists.

2. Specific Objectives
In the conduct of providing security for various events, the
PNP, thru its Police Regional/Provincial Police Offices (PROS/PPOs) and
National Support Units (NSUs) shall undertake the following:
 a. To catalyze all PNP units to enhance coordination and
cooperation with government units and private sectors in their
respective areas of jurisdiction, to be able to come up with
measures to preempt the occurrence of crimes that can
adversely affect the safety and security of individuals and vital
installations;

b. To enhance the level of awareness and preparedness of PNP

personnel in providing security to individuals and vital
installations, and in dealing mass actions,

c. To enhance the units' capability to identify and neutralize

threat groups; and

d. To determine and rectify PNP vulnerabilities which may be

exploited by the threat groups.

III. SITUATION:
The security situation is one of the factors that greatly affect the economic
conditions of the country. The Philippine National Police, being the forefront of
maintaining peace and order and public safety, undertakes security measures
towards the attainment of a safe place to live, work, invest and do business in.

Wide range of issues which tend to beset/affect the lives of the populace are
being capitalized by cause-oriented groups/various threat groups, to coerce
moderate organization/s to join in staging mass actions, such as rallies,
demonstration, strike, etc. to project their positions and demands. The situation can
likely be taken advantage of by the dissidents/terrorists to create an atmosphere of
chaos and destabilization. Hence, the need to integrate PNP efforts with the national
and local government units to be able to come up with a program of action that is
well-coordinated, unified and responsive to the situation at hand to preempt,
prevent and/or suppress destabilization and/or terroristic acts.

IV. MISSION:
The PNP, concurrent with its mission and functions, secures and protects the
people and facilities from any acts of violence, to further ensure normal functions of
the government, business establishments, and preserve the freedom of travel and
assembly; orderly and safe conduct of any local, national or international events

V. EXECUTION:
1. STRATEGIC CONCEPTS
In furtherance of the PNP's thrust in providing security coverage and
public safety services to ensure the peaceful and orderly conduct of any
event/activities, in dose coordination with the concerned government
agencies, non-government organizations (NGOS) and civilian volunteer
organization (CVOS), the following shall compose the strategic concepts:
a. The Police Security Containment Ring System (PSCRS). The
deployment of which depend on their availability and the situation on
the ground:
a.1 The Innermost Containment Ring, composed of
barangay tanods, CVOS, NGOs, radio groups;

a.2 The Innermost Containment Ring, composed of the

foot-patrol elements in uniform for police visibility while
 the detective patrol component is in "civilian" attire for
police presence;

a.3 The Middle Containment Ring, which is composed of

bicycle or motorcycle-mounted patrols at control
points;

a.4 The Outer Containment Ring, composed of

designated specialized units like the mobile patrols,
deployed at chokepoints; and a.5 The Outermost
Containment Ring, where the special police units (like
SWAT or anti-terrorist units) and the mobile groups
shall serve as security elements at areas designated as
strong points, where they can immediately react to call
for armed support.

b. The Operationalization of an Integrated Area/Community Public

Safety Plan (IA/CPSP)
Through the coordination with the local Peace and Order
Councils, Law Enforcement Coordinating Councils and Disaster
Coordinating Council, the formulated and developed IA/CPSPs
of local government units are rationalized in order that it shall
appropriately serve as the unified and integrated direction of
the local public safety programs and create an active shield
against the problems associated with internal security.

c. The Community Involvement thru the Community Oriented Policing

Systems (COPS)
The function of the community in nation building is not only
crucial, it is absolutely imperative. Efficient and effective
delivery of police services can only be attained through the
development of a responsive partnership, based on trust and
goodwill, between the community and the police. The
interaction among the community players, which result in a
partnership for a peaceful community is called COPS.

d. Effective Feedback Mechanism

The continued feedback from all recipients of public safety
services received from the citizens through the Project 117 of
the DILL, the "Ugnayans" conducted by the PNP and other
government agencies, and other sources of reports,
complaints, needs, or rejoinders, shall be the basis for
improving the delivery of police services to the citizenry. This
feedback mechanism shall serve as the trigger to set off a
series of adjustments and if needed be, a realignment of the
foregoing strategies to attain the purpose of maintaining a
peaceful and prosperous community.

2. OPERATIONAL CONCEPT
The following policies in various special events shall be observed:
a. During Elections/Plebiscite - The PNP, as deputized by the
Commission on Elections, shall ensure the smooth implementation
and maximum effectiveness of the security operations and delivery of
public safety services during the given period for the electoral
 process. All PNP personnel shall remain apolitical and shall undertake
necessary actions to pre-empt the occurrence of election-related
violence and provide contingency plans to address untoward
incidents during the entire election process.

b. During Holidays - The PNP, in coordination with DOTC and jointly

with the LGUs, NGOs, CVOS, established a Public Assistance Centers
to ensure a secured, safe, and orderly movement of the
motorists/commuters during the year-round observance of holidays.
Ensure the smooth flow of traffic and conduct preemptive/ preventive
measures to minimize if not totally eradicate vehicular accidents.

c. During International, National and Local Events/

Conferences/ Celebrations - The PNP, in close coordination with the
National Executive Committee/ Organizing Committee, other
government agencies and NGOs, provides security coverage to the
visiting dignitaries, top ranking/senior officials, delegates and
participants to ensure their safety and the peaceful and orderly
conduct of all the scheduled activities.

d. During Mass Actions- The PNP, in close coordination with the

LGES and other law enforcement agencies, secures the rallyists,
protects the citizenry from acts of terrorism and violence brought
about by mass protest actions and related illegal activities, and
ensures the normal government functions and normal business
operation of various industries. Maximum tolerance shall be observed
in dealing with rallyists.

e. On Bomb Threats/Bombing Incidents - To efficiently and

effectively address the threats and destruction posed by terrorist
groups and individuals, who employ bombing as means to attain their
objectives, through planning, preparation, prevention, detection,
reaction and post blast investigation, and to be able to identify and
bring the offenders before the bar of justice.

As the situation/magnitude of the above-events demands, a provisional Task

Force shall be organized by the concerned PROS/PPOS/CPOS that will control, direct
and supervise the conduct of security operations to ensure the orderly and peaceful
conduct of the activity.

The following Task Groups maybe established under the Task Force
depending on the situation:
a. Airport Security Task Group- state guests/dignitaries/ tourists and their
official party, as well as their property, are being secured while at the airport
area. Airport facilitation is extended to those arranging the arrival and
departure of the guests, in close coordination with the airport authorities.

b. Close-in Security Task Group- the safety of local and foreign VIP/s shall
be arranged and provided by the close-in security. The responsibility ends
when the party being secured has left the country, or an appropriate order
has been issued terminating the close-in security's services.

c. Convoy Security Task Group - provision of motorcycle and mobile cars

for escort duties, as well as ensuring the safe and orderly movement of the
 vehicles and in accordance with the protocol arrangement shall be under the
responsibility of convoy security.

d. Billet Security Task Group appropriate security to the VIP/S billeted in

the different hotels, etc. for their protection from thefts, kidnappings, etc
shall be the responsibility of the billet security.

e. Route Security Task Group - deployment of personnel to protect a

predetermined course of movement (primary and alternate route) from a
specific point of origin to its destination.

f. Site Security Task Group - the inner circle of a place of engagement is

placed under the overall security coverage of PSG personnel as mandated by
protocol, with the PNP in support role. Other than those specified (below the
Vice-President of the Republic of the Philippines, and that of a visiting
dignitary A a Minister rank), site security shall be the primary responsibility
of the PNP.

g. Area Security Task Group - the immediate vicinity and the outer circle
of the place of engagement has to be secured to thwart any possible threat.

g.1 Traffic and Parking Arrangement - the smooth flow of traffic

along the routes to be taken, and the orderly and secured
ingress/egress of vehicles in the designated parking area; and

g.2 Contingency Operations - the deployment of explosive

ordnance for paneling purposes, civil disturbance management,
special weapons and tactics (SWAT) team, ready to address/respond
to a localized emergency/crisis situation is included in the security
plan.

h. Reserve Force Task Group- augmentation of personnel and equipment

placed on standby, ready on call, to attend to certain emergency
requirements/prevailing situations, such as but not limited to medical and
firefighting capability, prison van, technical/lighting components/instruments,
etc.

i. Intelligence Security Task Group to gather intelligence information for

use of the Task Force.

J. Logistics Security Task Group to provide logistics support to the Task

Force.

3. TASKS

1. DPRM-
a. Issue appropriate order for the transfer or reassignment of organic
personnel from one unit to another assignment, to run the Security Force.
During Elections, this must be with prior coordination and approval from the
COMELEC, during the election period; and

b. Support the additional subsistence allowance of personnel detailed for

special security operations.
2. DI-
a. Provide timely intelligence information to all tasked units/offices; and
b. Draw up an election watchlist areas at the provincial, city/municipal level,
in close coordination with the AFP, during elections.

3. DO- Oversee and monitor the implementation of security preparations for the
various special events, as embodied in the campaign plan.

4. DL- Support the logistical requirements of tasked units on special security

operations.

5. DPCR-
a. Organize NGO's, CVO's and civic groups to support the DILG/PNP in
providing better traffic management and road safety, and publish traffic
updates such as location of traffic jam, destroyed bridges, rerouting plans,
etc;
b. Supervise the implementation of the strategic concept on Community
Oriented Policing System (COPS); linkage of those department/agencies
hosting/sponsoring the event and those sectoral groups which might stage
actions, such as rallies, demonstration, strike, etc., to disrupt the staging of
event or embarrass the government.

6. NCRPO, PROS 1-13, CAR and ARMM - The main implementers of this
campaign plan, thus you are directed to perform/undertake the activities but not
limited to the following:
a. Gather, monitor and report all Intel matters/ significant developments that
would likely occur in identified areas and report all intelligence matters that
may affect the activity particularly on the movements and intention of the
protesting groups and various security threats.

b. Pursue more meaningful interfacing with other government agencies

through the RLECC, RPOC and other regional coordinating bodies; prepare,
update and operationalize the IA/CPSP of every province and
city/municipality in respective AOR;

c. Coordinate with various government agencies, NGOS and civil society to

discuss possible arrangements to ensure a cordial atmosphere during
security operations, and necessary contingency measures/ plans to take care
of unforeseen events or acts, both natural or otherwise; and

d. Perform other tasks as requested/directed.

7. TMG-
a. UPR in the traffic direction and control, and motorist assistance;
b. Attach/detail motorcycle teams placed OPCON to PRO designated as UPR;
c. Catalyze the organization of land transport systems for complementary
support on inter-related programs/thrusts.
d. Perform other tasks as requested/directed.

8. MG-
 a. Conduct negation/barrier patrol along the coastal areas of the place of
engagement;

b. Detail maritime patrol teams placed OPCON to PRO, designated as UPR;

c. Catalyze the organization of water-transport system for a complementary

support on inter-related program/thrusts.; and

d. Perform other tasks as requested/directed,

9. ASG-
a. Secure airports and its immediate establishments against threats of
terrorist groups/individuals.

b. Extend airport facilitation assistance to the visiting dignitaries and

Welcome Committee coordinating the arrival/departure of the VIPS;

c. Catalyze the organization of air-transport system for a complementary

support on inter-related program/ thrusts.; and

d. Perform other tasks as requested/directed.

10. SAF-
a. Attach/detail CDM personnel, and EOD and ATU teams to be placed
OPCON to PRO, designated as UPR;

b. Support the PROS and the PPOs in terms of EOD training, and responding
to bombing incidents, upon request/orders; and

c. Perform other tasks as requested/directed.

11. CES-
a. Support the PRO, designated as UPR, on communication
network/requirements;

b. Coordinate with different civic and amateur radio groups/association for

the use of their facilities and members to assist the PNP in the monitoring
and reporting of incidents, traffic situation, motorist assistance,
land/seaports area activities; and

c. Perform other tasks as requested/directed

12. CSG-
a. Coordinate with the security agencies and company guard forces for their
active role in assisting the PNP in traffic control/direction and immediate
reporting of any crime incidents.

b. Periodic inventory/accounting and implementation of strict control

measures to safeguard against pilferage of explosives; and

c. Perform other tasks as requested/directed

 13. Other NSUS-
a. Provide operational/technical/administrative support b. Perform other
tasks as requested directed

VI. COORDINATING INSTRUCTIONS:

a. Personnel detailed in route and area security must be facing outward in relation
to the VIPS being protected to detect and/ward-off possible hostile action of would
be attackers and shall stay in their respective assignment until recall order is given
by the overall Commander

b. Coordination with media during live-traffic situations and to implement re-routing

and advisory programs dealing with traffic congestion shall be ensured.

c. Pull-out of detailed personnel shall be only after the area has been cleared of
rallyists/demonstrators and traffic has been restored to normal flow.

d. Be reminded that while personnel would be employed in commuters/motorists

assistance, civil disturbance management, securing the safety of VIPs and
delegates, the normal operations against criminal elements and dissident terrorists
should not be overlooked.

e. Alert status shall be declared/upgraded/lifted at the discretion of the RDS based

on the prevailing station in the respective AORS.

f. Tasked units shall operate on existing logistical and financial allocations. NHQ-PNP
shall provide additional logistical and financial support on a case-to-case basis.

g. Lateral coordination to create awareness, constant communications and action

among tasked offices/units, other local government agencies, NGOs and other
concerned civilian organizations in carrying out the mission is highly
encouraged/authorized. One player's problem/concern should be regarded as a
team problem.

h. This Master Plan has been conceived in order to provide a single reference
material, prevent confusion, minimize paperwork, or preclude repetitive issuances
of directives, guidelines or policies applicable to similar situations.

i. Prepare a specific plan for the specific activity wherein your Police Office is tasked
to secure and submit it to NHQ PNP (Attn: DO).

J. This LOT takes effect ten (10) days after approval/signature

LEANDRO R MENDOZA
Police Director General Chief, PNP

ANNEXES:

A. Annex "1"-SANG-INGAT Framework

B. Annex 2"- NAPOLCOM Res No 2000-157, Approving a Community Oriented

Policing System (COPS) Operations Manual for the PNP.
C. Annex 3-NAPOLCOM Res No 93-037, Implementation of an Integrated
Area/Community Public Safety Plan (IACPSP).

D. Annex 4 Project "Patrol 117," DILG Security and Development Plan.

E. To efficiently and effectively address the threats and destruction posed by

terrorist groups and individuals, who use "bombing" as means to attain their evil
intents

Annex "5" Letter of Instructions 11/93 "KAMAGONG"

Prevention, Containment and Neutralization of tefforists from further

Bombing in NCR) dated June 16, 1993

Annex "6"- Letter of Instructions 11/93 "LAUA-AN (PNP Anti-Terrorism

Strategy) dated May 15, 1993.

Annex "7" - Letter of Instructions 04/2001 (EOD Capability Restructuring)

dated February 7, 2001.

F. In securing the rallyists, protect the citizenry from acts of terrorism and violence
brought about by mass protest actions and related illegal activities, and to ensure
the normal government function and normal business of various industries.

Annex "8" Letter of Instructions 31/93 APITONG (PNPS Plan Against Welga ng
Bayan).

Annex "9" - Letter of Instructions 32/93 "ACACIA" (PNPS Contingency Plan for
Manila during Transportation Strike to Prevent Terrorism and ensure
maintenance of Peace and Order).

Annex "10" - Letter of Instructions 08/93 (LABOR DAY) dated 28 April 1993.

Annex "11" - Letter of Instructions 17/Y2 (11th CONGRESS) dated July 14,
2000.

G. On ensuring an honest, orderly and peaceful electoral process. Annex "12" -

Letter of Instructions 24/91 (MABOLO-ALPHA). Annex "13" - Letter of Instructions
54/97 (ELECTION) dated December 11, 1997.

Annex "14" - Letter of Instructions 06/98 (PAG-AAYOS- HOPE) dated March

18, 1998.

Annex "15"- Letter of Instructions 03/2001 (HALALAN) dated January 23,

2001.

H. On ensuring a secured, safe, and orderly movement of the motorists/commuters

during the year-round holidays.

Annex "16"- Letter of Instructions 01/93 (PAGTATAPOS)

 Annex "17"-Letter of Instructions 10/93 (BALIK-PAARALAN) dated May 31,
1993.

Annex "18" - Letter of Instructions (HOLY WEEK)

Annex "19" - Letter of Instructions (KALULUWA)

I. In providing security coverage to the visiting dignitaries, top ranking/senior

officials, delegates and participants 00 031150 their safety and the peaceful and
orderly conduct of all the scheduled activities.

Annex "20" - Letter of Instructions 15/2T (INDEPENDENCE DAY) Annex "21"-

Letter of Instructions 51/02 (RIZAL DAY) Annex "22" - Letter of Instructions
13/93 (PARANGAL)

Annex "23" - Letter of Instructions 20/93 (PAGSUSULIT) dated July 26, 1993.

Annex "24" - Letter of Instructions 15/92 (AKBAYAN)

Annex "25"- Letter of Instructions (BISITA)

INFORMATION OPERATION PLAN 2012-04 "SOFTHEART-DINAGAT"

1. REFERENCES:
a) Warrant of Arrest against Ruben B Ecleo Jr. in Criminal Case Nr CBU-62308 issued
by Hon Soliver C Peras, Presiding Judge of RTC, Branch 10, Cebu City dated April 8,
2012 for the crime of Parricide;

b) Revised Penal Code of the Philippines; and

c) LOI 24/2012 (SOTG-BIG FOUR).

2. SITUATION:
Ruben Ecleo Jr. is the Supreme Master of the Philippine Benevolent
Missionaries Association (PBMA), which was founded in 1964 by his father Ruben
Ecleo Sr. The PBMA has its seat in San Jose, Dinagat Island, Surigao Del Norte with
an estimated 3.5 million members and 400 chapters nationwide. Among its early
chapters. were the National Capital Region Chapter at Armel Subdivision, San Mateo
Rizal; Nueva Vizcaya Chapter in Brgy. Darapidap, Raito, Nueva Vizcaya; and
Pangasinan Chapters in Brgy. Bayaoas, Aguilar, and in Brgy. Bawer, Malasiqui.
Memberships also have reached other countries, such as Jordan, Canada, Australia,
Palau, Hong Kong, Guam, Singapore, Malaysia, London, Italy, Monaco, Germany,
Hawaii, New York and Scotland, among others. Chapters were then organized in
some of these countries. In May 2000, a warrant was issued for the arrest of ECLEO
JR. for another crime but when a police party went to Dinagat Island to serve the
arrest warrant, they were met and blocked by an estimated 15,000 PBMA members.
The police withdrew and when they returned accompanied by heavily armed
soldiers, they were met by armed PBMA supporters. In the ensuing shootout, 16
PBMA members were killed. These incidents point to the unparalleled fanaticism of
the PBMA members as his followers, who are presumed to be coddling or giving
sanctuary, and ready to defend and die for their Master. Acting on the marching
order of President Benigno S. Aquino III to immediately arrest ECLEO JR., the PNP
 issued PNP LOI 24/2012 -SOTG BIG FOUR purposely to integrate, coordinate and
direct the efforts and resources of the PNP into a cohesive, logical and centrally
directed, and fast tracked manhunt operations against ECLEO JR. Accordingly, a Phip
450,000.00 cash reward is offered to anyone who could provide information leading
to the whereabouts of elusive, convicted cult leader ECLEO JR. (Annex A-2: News
Clipping from Sun Star dated May 31, 2012.)

3. PURPOSE:
This IO Plan sets forth the operational guidelines in the conduct of public
information dissemination activities of the PNP and all its Offices/Units in the
conduct of manhunt operations against fugitive RUBEN ECLEO JR.

4. OBJECTIVE:
The objective of this plan is to integrate, coordinate and direct 10 efforts and
resources of the PNP into the cohesive, logical and centrally directed information
operations to shape a favorable information environment that will facilitate the
speedy arrest of ECLEO JR. It will shape the perception of target audiences and open
their awareness for the need to follow and respect the law and the necessity of
setting examples at how every citizen, including government officials like ECLEO JR,
should respect the rule of law by yielding to the authorities.

5. EXECUTION:
a. Concept of Operation
This Information Operations (10) will be conducted through a five (5)
dimensional concept, namely: 1) Themes and messages where the
information is anchored; 2) Specific target audiences; channels of
communication; 3) Unifying and impact generating activities; and 4)
Monitoring of progress and identification of success indicators. It shall be
implemented by a Special 10 Team (SIOT) headed by TDPCR with the active
participation of special PNP units such as the CIDG, IG, MG and SAF (Task
Organization -Annex "1-A"); and it shall be centrally directed from a
command or operations center exclusively activated for the mission at hand.
The following is the concept broken into phases, thus:

1.) PHASE I-PREPARATORY PHASE (Duration: 3 Days)- These

are preliminary activities or measures that will lay down the
groundwork for a sustained logical and successful information
operation, thus:

a) Crafting the Information Package. This is a

brainstorming workshop/session purposely to come up with
appropriate themes and messages intended to create a
favorable mindset of the general public to support whatever
actions/decision the PNP/government takes, and to further
enlist their active participation in the manhunt operations
against ECLEO JR. Through the themes and messages, the
public will recognize the government's serious effort in
effectively administering justice in our country.

b) Scheming the specific audiences, appropriate

channels and operators. A massive communication blitz
through multi-media and other channels or forums aimed at
influencing the minds and hearts of the public utilizing the
generated appropriate themes and messages.
 The External Audience- The intended targets may
consist of different sectors such as the community,
relatives and friends, and fanatical followers (PBMA
members) who are the very important targets of this
information operations. The Information will be
dispatched/deployed for two weeks at 2 (frequencies)
messages per day.

b.1 Theme #1--The law may be harsh but it is the law.

(i) Message #1a - ECLEO JR has committed offenses
that are punishable by the law.

CHANNELS CONTENTS
OPERATOR

Leaflets,  Outline of specific offenses committed by ECLEO JR. PD, Dinagat

Newsletter Island
s  Explanation of these specific offenses both English
and vernacular.

 Name of local personalities that have committed the

same offense but are now languishing in jail.

(ii) Message #1b- ECLEO JR as a convicted felon needs to be arrested soon so he can serve
sentence, and justice may be served.

CHANNELS CONTENTS
OPERATOR

Leaflets,  Outline of the court processes, and Investigation

Newsletter explanation and emphasis on the evidence Officer
and circumstances that led to his conviction.

Newsletter,  Outline the responsibility of the citizens in IT Officer &

Social respecting and abiding the law; and the PCR Officers
Network obligation of each citizen to assist the
government for the immediate capture of any
fugitive of the law.
b.2 Theme #2 -The long arm of the law will finally catch up with ECLEO JR.

(1) Message #2a--ECLEO JR. may run but he has nowhere to hide. The law provides
criminal liability to those who coddle or give sanctuary to a fugitive of the law.
 CHANNEL SCONTENTS
OPERATOR

Newslette  Outline of the various cultures of Filipinos and Intelligence &

r their thirst for rumors. The information will PCR Officers
circulate in the grapevine and soon it will reach
the authorities, which will not leave any doors and
windows unopened, and stones unturned.

 Outline of the probabilities that persons who Investigation

coddle or give sanctuary to ECLEO JR may be Officer
charged as accomplices and accessories of the
crime.
(ii) Message #2b The news about ECLEO being a fugitive is now widespread and well known
to each member of the community. Civic minded citizens will help by tipping the authorities
on his movements and whereabouts.

CHANNELS CONTENTS
OPERATOR

Newslette  Make the community aware that every wall has Intelligence &
r ears and the PNP operatives are given information PCR Officers
by the civic minded members of the community on
ECLEO JR's movements and whereabouts. Sooner,
authorities will knock on their doors.

b.3 Theme #3 -The law is the soul of the country. It must be known by heart by every
citizen and breathed by the nation's leaders.
(1) Message #3a-. Submitting oneself to the fold of the law will not make him/her a lesser
person.

CHANNELS CONTENTS
OPERATOR

News letter  Outline the various good cultures of the Filipinos PCR Officers
and their love for peace. Circulate information
that the authorities are firm in their resolve in
enforcing the law without fear or favor, but
compassionate and are willing to help the law
abiding citizens.

Newsletter &  Surrender is a better option since the police will Investigation
dialogue conduct massive and aggressive police & PCR
with operations (checkpoints, raids and searches) Officers
relatives that will not stop until Ecleo Jr surrenders or is
arrested. Make the people and ECLEO JR. realize
 that surrender neither makes him a lesser man
nor demean his stature as a Supreme Master
and a Congressman, but rather he would be
regarded as a man with honor and values in
facing the consequences of his actions.
(ii) Message #3b The blasphemies and wickedness of ECLEO JR will be revealed not only in
Dinagat Province, 75 but throughout the country and the world. Ecleo Jr is not a God and
his spiritual prowesses are just a farce.

CHANNELS CONTENTS
OPERATOR

Newsletter  Ecleo Jr is just an ordinary person; he was born PCR Officers

and raised as an ordinary person by ordinary
parents. He has no spiritual prowess and
merely coerces and intimidates people through
the use of force and armed goons.

Newsletter/  The talismans worn by the fanatical followers PCR Officers/

Dialogue with of ECLEO JR. which are supposed to possess PIOS
PBMAI mem- occult powers when worn as an amulet or
bers charm are just but a sham and senseless
belief. They don't make anyone impervious or
immune from injury or harm, like when 16
PBMAI members were killed while defending
their Supreme Master from the authorities who
were serving the WA.

Newsletter &  Ecleo Jr is the representative of the people in Investigation

dialogue with Congress and his authority emanates from & PCR
relatives them. As a lawmaker, he should be the Officers
epitome of a law abiding citizen.

The Internal Audience - The intended targets may consist of government

agencies including the local government units, the members of PNP and other
uniformed service that has some members who are fanatical followers (PBMAI
members) and are the very important targets of this information operations. The
Information will be disseminated for two weeks at 2 (frequencies) messages per
day.
b.4 Theme #4 -The enforcement of laws and ordinances is the primary
function of every police officer.
 (1) Message #4a - ECLEO JR has committed offenses that are punishable by
law.

CHANNELS CONTENTS
OPERATOR

Leaflets, Newsletter, PICE,  Outline of specific offenses PD,

Commander's Time, committed by ECLEO JR with an Dinagat
Conferences, Briefings and explanation of these specific offenses PPO
Lectures in English and vernacular.

Newsletter  Name local personalities that have

committed the same offense but are
now languishing in jails.
(ii) Message #4b-ECLEO JR is a convicted felon and needs to be arrested soon so he can
serve sentence and justice may be served.

CHANNELS CONTENTS
OPERATOR

Newsletter &  The inability to locate and arrest ECLEO JR. is PD, Dinagat
lecture/ creating a negative public perception that the PPO, COPS
conference police is weak, inutile and lazy; cannot be and Inves
depended on; and cannot enforce the law Officers
against powerful people.

PICE & Inter-  Outline the responsibility of every police PCR Officer
personal officer in respecting the law and the obligation
dialogue of each member to assist the PNP organization
in the immediate capture of any fugitive from
justice.

(ii) Message #4c- ECLEO JR finds sanctuary in Dinagat Province because his religious
followers, political constituents, LGES and even the local police authorities are actively
supporting and coddling him.

CHANNELS CONTENTS
OPERATOR
 Newsletter &  The inability of the Police to locate and arrest PCR and
lecture/ Ecleo Jr seemingly makes him untouchable as Investigation
conference the local police are in cahoots with his followers Officers
and supporters. There is a need to at least
temporarily reorganize or to the most replace
the local PNP in Dinagat Province.

PICE & Inter-  Outline the responsibilities of every police PCR Officer
personal officer in respecting the law and the obligations
dialogue of each member to assist the PNP organization
in discharging the duties and functions of the
PNP without fear or favor.

2) PHASE II EXECUTORY PHASE (Duration: 2 weeks)

 These are activities or measures that will soften the ground and weaken the resolve
of Ecleo's followers to offer resistance against sustained legal and police
intervention operation, thus;
a) Production and deployment of information materials and allocation of
tasks. (Production and deployment timeline)

b) Conduct of Area Visits for distribution of info materials and house visits
with dialogues to selected target personalities. During the visits, reading
(information) materials shall be distributed to other soft targets. The IO/PCR
teams shall determine the areas and the specific houses to be visited based
on the need basis. The area visits should also have a dialogue component.
The IO/PCR team may bring resource speakers when needed.

Activity OPR No of IO/PCR Teams Deployed No. of

Visitations

Area visit RPSB/PPSB/NSUS 1 team/area 1-2/

week

House visit Local CPS/MPS & 3 pers/area 1/day

PRO

Dialogue/ Conference/ Lecture/ PICE Local CPS/MPS & 110/PCR 1/week

PRO Team

c) Unifying and Impact Generating Activities

c.1 Pro-Government Rally/parade or motorcade
 An Information Rally by PNP accredited NGOs bearing posters,
placards, billboards, banners and the like displaying or mouthing
through a public address system about the need to enforce the law
consistently, shall be employed as a unifying or impact generating
activity of the 10.

c.2 TV/Radio Guesting or Face to face interaction- Issues that may

revolve around legal and personal maybe tackled locally in order to ventilate
 many questions that may be raised by concerned parties, either from the
government panel or from the affected audiences (external audience).

d) Progress monitoring and Identification of Success Indicators. The IO/PCR

teams should coordinate closely with Intel Operators for the identification of
common indicators, Success indicators as a result of good IO can be in the form of
the following:
d.1 Increased movements of ECLEO JR's supporters;
d.2 Increased interaction of numbers of the communities with the police;
d.3 Increased frequency of reports of movements of ECLEO JR. and his
bodyguards/convoys; and
d.4 Day-old reports becoming or nearing real time.

b. Tasks:
1) TDPCR/D, PCR/PIO
a) Supervise and monitor the implementation of this 10 Plan;

b) TDPCR to head the created NHQ SIOT;

c) Designate 1ORC as the Secretariat of NHQ SIOT;

d) Produce and disseminate Information, Education and Communication (IEC)

materials to concerned offices/ units that contain relevant information about
the Ruben Ecleo Jr case; e)

e) Direct D, PCRG to create PCR Team to undertake activities such as but not
limited to dialogues, face to face interactions, unifying and impact
generation activities in areas or locations where the different PBMA Chapters
outside Dinagat Province are located;

f) Direct PIO to be the mouthpiece of the generated themes and messages

thru press releases, radio/TV interviews and such other channels or forums at
the national level;

g) Direct PCR units in concerned PNP units to undertake PCR activities

outlined in this IO Plan as situation demands; and h) Perform other tasks as
may be directed.

2) TDI/D, IG
a) Provide relevant, accurate and timely information to NHQ SIOT on the
probable/suspected location where Ruben Ecleo Jr is hiding;

b) Designate C, IOD as member of the SIOT;

c) D, IG to designate senior PCO as member of the SIOT; d) Provide

intelligence assistance to DPCR in determining the right person or access to
be used as a conduit in delivering information materials or messages to the
targeted audiences; and e) Perform other tasks as may be directed.

3) TDO/D, MG and SAF

a) Provide assistance to the IO/PCR Teams during the conduct of PCR
activities outlined in this IO Plan;
 b) Designate C, SOD as member of the SIOT;

c) D, MG and SAF to designate one senior PCO each as members of the SIOT;
and

d) Perform other tasks as may be directed.

4) TDIDM/D, CIDG
a) Provide information/synopses case of Ecleo Jr's to SIOT, which can be used
in crafting themes and messages and during the conduct of PCR activities
outlined in this 10 Plan;

b) Designate C, CMD as member of the SIOT; and

c) D,CIDG to designate senior PCO as member of the SIOT.

5) RD, PRO 13
a) Provide assistance by way of submitting timely and relevant information
and/or situation updates on the implementation of LOI 24/2012 (SOTG BIG
FOUR) and this IO Plan to NHQ SIOT;

b) Create Regional SIOT headed by the DRDO as counterpart of the NHQ

SIOT which will implement this IO plan in PRO 13 AOR prioritizing Dinagat
Island;

c) Create regional, provincial and municipal IO/PCR teams in Dinagat

Province that will conduct PCR activities outlined in this IO Plan;

d) Act as the mouthpiece of the generated themes and messages at the NHQ
and regional level or direct his PIO/PCR Officer to do the same in his behalf;
and

e) Perform other tasks as may be directed.

6) Other PNP Offices (NSUS and PROS)

a) Provide appropriate support and assistance to DPCR in the implementation
of this IO Plan;

b) Implement this IO Plan in their respective offices especially regarding

dissemination of themes and messages to internal audience; and

c) Perform other tasks as directed.

6. COORDINATING INSTRUCTIONS:
a. All tasked offices/units shall exercise initiative resourcefulness for an effective
execution of the plan; and
 b. All PNP Unit Commanders shall become the mouthpieces of the themes and
messages generated by the NHQ SIOT at their respective levels or direct their
PIOS/PCR Officers to do the same in their behalf;

c. Events, activities and other actions shall be initiated on a periodic basis when
requested by the media or when appropriate recommended measures and
messages shall be employed; and d. Lateral coordination is authorized and highly
encouraged.

7. EFFECTIVITY:
This IO Plan shall take effect immediately.

ROMMEL DF HEREDIA
Police Deputy Director General
The Chief Directorial Staff