Research Paper

In

LAW ENFORCEMENT OPERATION AND PLANNING

WITH CRIME MAPPING

Submitted by:

Samer M. Mohamad
3 BS Criminology Student

Submitted to:

PLT Usop Talib Guiaber

Instructor

TABLE OF CONTENTS
 I. Acknowledgement

II. About the Researcher

III. Topics

Law Enforcement
Philippines Law Enforcement
Law Enforcement Operations in the Philippines

The Philippine National Police

Law Enforcement Administration

Types of Law Enforcement Agencies

Law Enforcement Operations

GENERAL PROCEDURES

 Police Blotter
 Inter-unit Coordination
 Basic Requirements of Police Intervention Operations
 Warning Shots
 Use of Force
 Moving Vehicles

BASIC PROCEDURES
 Guidelines and Procedures when Responding to Calls for Police Assistance
 Protecting and Preserving the Crime Scene
 Arrest
 Searches and Seizures

Police Operational Planning

 What is a Plan?
 What is Planning?
 What is Police Planning?
 What is Operational Planning?
 What is Police Operational Planning?

Strategic Planning

Strategic Planning process

Fundamentals of Police Planning

 What can be expected in planning?
 What are the characteristics of a good police plan?

Guidelines in Planning

Responsibilities in Planning

Parts of a Police Operational Plan

Types of Plan in general

Steps in Police Operational Planning

How Operational plans are executed in the PNP

Sample of Police Plans and the PNP Programs and Strategies

Crime Mapping

Types of Crime Mapping

Acknowledgement
The researcher would like to acknowledge the following for the success of this paper:

To our Allah Subhanhu wa ta ala for giving knowledge and wisdom;

To my wife for helping me completing this paper;

To our instructor for giving us chance to make this research paper to gain more

knowledge;

To my friends and family for always supporting me.

Alhamdulillah to everyone!

About the Researcher

Law Enforcement
 Law enforcement is the activity of some members of government or
corporate who act in an organized manner to enforce the law by discovering,
deterring, rehabilitating, or punishing people who violate the rules and norms
governing that society. Although the term encompasses police, courts, and
corrections, it is most frequently applied to those who directly engage in patrols or
surveillance to dissuade and discover criminal activity, and those who investigate
crimes and apprehend offenders, a task typically carried out by the police, sheriff
or another law enforcement organization.

Modern state legal codes use the term peace officer, or law enforcement
officer to include every person vested by the legislating state with police power or
authority, traditionally, anyone "sworn or badged, who can arrest, or any public
official authorized by statute, to detain, any person for a violation of criminal law,
is included under the umbrella term of law enforcement.

Although law enforcement may be most concerned with the prevention and
punishment of crimes, organizations exist to discourage a wide variety of non-
criminal violations of rules and norms, affected through the imposition of less
severe consequences such as probation.

Philippines Law Enforcement

Until the mid-1970s, when a major restructuring of the nation's police

system was undertaken, the Philippine Constabulary alone was responsible for law
enforcement on a national level. Independent city and municipal police forces took
charge of maintaining peace and order on a local level, calling on the constabulary
for aid when the need arose. The National Police Commission, established in 1966
to improve the professionalism and training of local police, had loose supervisory
authority over the police. It was widely accepted, however, that this system had
several serious defects. Most noteworthy were jurisdictional limitations, lack of
uniformity and coordination, disputes between police forces, and partisan political
involvement in police employment, appointments, assignments, and promotions.
Local political bosses routinely used police as private armies, protecting their
personal interests and intimidating political opponents.

In order to correct such deficiencies, the 1973 constitution provided for the
integration of public safety forces. Several presidential decrees were subsequently
issued, integrating the police, fire, and jail services in the nation's more than 1,500
cities and municipalities. On August 8, 1975, Presidential Decree 765 officially
established the joint command structure of the Philippine Constabulary and
Integrated National Police. The constabulary, which had a well-developed
nationwide command and staff structure, was given the task of organizing the
integration. The chief of the Philippine Constabulary served jointly as the director
general of the Integrated National Police. As constabulary commander, he reported
through the military chain of command, and as head of the Integrated National
Police, he reported directly to the minister (later secretary) of national defense. The
National Police Commission was transferred to the Ministry (later Department) of
National Defense, retaining its oversight responsibilities but turning over authority
for training and other matters to the Philippine Constabulary and Integrated
National Police.
 The Integrated National Police was assigned responsibility for public safety,
protection of lives and property, enforcement of laws, and maintenance of peace
and order throughout the nation. To carry out these responsibilities, it was given
powers "to prevent crimes, affect the arrest of criminal offenders and provide for
their detention and rehabilitation, prevent and control fires, investigate the
commission of all crimes and offenses, bring the offenders to justice, and take all
necessary steps to ensure public safety." In practice, the Philippine Constabulary
retained responsibility for dealing with serious crimes or cases involving
jurisdictions far separated from one another, and the Integrated National Police
took charge of less serious crimes and local traffic, crime prevention, and public
safety.

The Integrated National Police's organization paralleled that of the

constabulary. The thirteen Philippine Constabulary regional command
headquarters were the nuclei for the Integrated National Police's regional
commands. Likewise, the constabulary's seventy-three provincial commanders, in
their capacity as provincial police superintendents, had operational control of
Integrated National Police forces in their respective provinces. Provinces were
further subdivided into 147 police districts, stations, and substations. The
constabulary was responsible for patrolling remote rural areas. In Metro Manila's
four cities and thirteen municipalities, the Integrated National Police's
Metropolitan Police Force shared the headquarters of the constabulary's Capital
Command. The commanding general of the Capital Command was also the
director of the Integrated National Police's Metropolitan Police Force and directed
the operations of the capital's four police and fire districts.

As of 1985, the Integrated National Police numbered some 60,000 people, a

marked increase over the 1980 figure of 51,000. Approximately 10 percent of these
staff was fire and prison officials, and the remainder was police. The Philippine
National Police Academy provided training for Integrated National Police officer
cadets. Established under the Integrated National Police's Training Command in
1978, the academy offered a Bachelor of Science degree in public safety following
a two-year course of study. Admission to the school was highly competitive.

Integrated National Police was the subject of some criticism, and the
repeated object of reform. Police were accused of involvement in illegal activities,
violent acts and abuse. Charges of corruption were frequent. To correct the
Integrated National Police's image problem, the government sponsored programs
to identify and punish police offenders, and training designed to raise their
standard of appearance, conduct, and performance.

Dramatic changes were planned for the police in 1991. The newly formed
Philippine National Police was to be a strictly civilian organization, removed from
the armed forces and placed under a new civilian department known as the
Department of the Interior and Local Government.

Local police forces were supported at the national level by the National
Bureau of Investigation. As an agency of the Department of Justice, the National
Bureau of Investigation was authorized to "investigate, on its own initiative and in
the public interest, crimes and other offenses against the laws of the Philippines; to
help whenever officially requested, investigate or detect crimes or other offenses;
(and) to act as a national clearing house of criminal records and other information."
In addition, the bureau maintained a scientific crime laboratory and provided
technical assistance on request to the police and constabulary.

Local officials also played a role in law enforcement. By presidential decree,

the justice system in the barangays empowered village leaders to handle petty and
less serious crimes. The intent of the program was to reinforce the authority of
local officials and to reduce the workload on already overtaxed Philippine law
enforcement agencies.

Law Enforcement Operations in the Philippines

The Local Government Code of the Philippines mandates the Barangays to

enforce peace and order and provide support for the effective enforcement of
human rights and justice, resolving and/or mediating conflict at the barangay level
through non-adversarial means. Recourse to this Barangay Justice System is
required, with some specific exceptions, as a pre-condition before filing a
complaint in court or any government offices.
At the national level, law enforcement in the Philippines is handled by two
agencies: the Philippine National Police (PNP) and the National Bureau of
Investigation (NBI). Community policing is done by un-armed barangay tanods
who are hired and supervised by their local barangays, the smallest elected
government in the Philippines. Barangay Tanods are often described as volunteers
but they do receive in some places small stipends and benefits such as health care.
They have some limited training.
 The Philippine National Police
From a merging of the Philippine Constabulary and the Integrated National
Police, the Philippine National Police (PNP) is the civilian national police force of
the Philippines. The following is a brief history of the PNP and the organizational
structure that it holds today.

I. HISTORICAL HIGHLIGHTS
The Philippine National Police (PNP) originated from the Philippine
Constabulary or the PC, which was inaugurated on August 8, 1901, establishing it
as an insular police force under the American regime. On August 8, 1975,
Presidential Decree no. 765 was issued, establishing the Philippine Constabulary
Integrated National Police or the PC/INP as the country’s national police force.
These fragmented and diverse local police units were integrated into a national
police force with the Philippine Constabulary as its nucleus.

After the People’s Revolution in 1986, a new Constitution was promulgated

providing for a police force, which is “national in scope and civilian in character.”
Consequently, Republic Act No. 6975 entitled, “An Act Establishing the Philippine
National Police under a Reorganized Department of the Interior and Local
government (DILG),” was signed into law on December 13, 1990, which took
effect on January 1, 1991. Subsequently, the PNP was operational on January 29,
1991, whose members were formerly the PC and the INP and the absorption of the
selected members from the major service units of the Armed Forces of the
Philippines such as the Philippine Air Force Security Command, the Philippine
Coast Guard, Philippine Navy, and the Philippine Army.

Thus, to further strengthen the PNP into a highly efficient and competent
police force, Republic Act No. 8551 entitled “PNP Reform and the Reorganization
Act of 1998” was enacted on February 17, 1998, amending certain provisions of
Republic Act No. 6975.

II. ORGANIZATIONAL STRUCTURE

1. RELATIONSHIP OF THE PNP TO THE DILG
Pursuant to Republic Act No. 6975 as amended by Republic Act No. 8551,
The PNP in under the administrative control and operational supervision of the
National Police Commission. Meanwhile, the NAPOLCOM is an attached agency
of the Department of the Interior and Local Government for policy and program
coordination. The Secretary of the Interior and Local government is mandated to
be the Ex- Officio Chairman of NAPOLCOM.

2. THE PNP ORGANIZATIONAL STRUCTURE

In order to accomplish the mission, powers and functions of the PNP, its
structure was provided for as follows:

The PNP Command Group is headed by the Chief PNP who is vested with
the power to command and direct the PNP. He is also assisted by two Deputies
assigned to the administration of the PNP and one for operations side.
The Chief of the Directorial Staff serves as the Chief Operations Officer of
the PNP. He coordinates, supervises, and directs the Directorial Staff and the PNP
units in the performance of their respective functions.
 The Internal Affairs Service (IAS) is headed by a Inspector General who
assists the Chief PNP in ensuring operational readiness and investigates infractions
of the regulations committed by the members of the PNP.
The Human Rights Affairs Office (HRAO) is headed by a senior police
commissioned officer who serves as a manager of the facility that will supervise
the implementation of the guidelines and policies on human rights laws.
The Center for Police Strategy Management (CPSM) serves as the
Central facility of the PNP in coordinating and integrating all strategy management
processes, sustaining its strategy execution and management, and instilling in the
organization a culture of strategy focus.

The Directorial Staff is composed of 16 directorates. Every Director in each

unit has also his defined function in line with his specialization as follows:
The Directorate for Personnel and Records Management (DPRM). The
director optimizes the utilization of personnel resources both from the PNP-
uniformed and non- uniformed personnel.
The Directorate for Intelligence (DI). The director manages the
gathering/collating of intelligence objectives through effective management of all
intelligence and counter-intelligence activities of the PNP. He also serves as the
linkage of all foreigners with official transactions with the chief PNP.
The Directorate for Operations (DO). The director exercises the command, the
control, the direction, the coordination and the supervision of all activities on PNP
operations such as deployment and employment of personnel.
The Directorate for Logistics (DL). The director administers and manages
material resources needed for the PNP operations.
The Directorate for Plans (DPL). The director plans and programs strategic
PNP operations. He also represents the PNP in the inter-agency and international
affairs on peace and order.
The Directorate for Comptrollership (DC). The director administers and
manages the fiscal financial resources.
The Directorate for Police-Community Relations (DPCR). The director
formulates and implements community –related activities, programs and projects.
He also supervises the PNP Salaam Police Center to undertake close monitoring,
networking and liaisoning activities with the Muslim communities in addressing
terrorism and lawless violence in their respective areas to guarantee that the
Muslims are not discriminated, oppressed or singled-out.
The Directorate for Investigation and Detective Management (DIDM). The
director coordinates. Controls and supervises all investigation activities.
The Directorate for Human Resource and Doctrine Development (DHRDD).
The director formulates policies on matters pertaining to human resources and
doctrine development.
The Directorate for Research and Development (DRD). The director engages in
research and development and does testing and evaluation of self-reliant projects.
The Directorate for Information and Communications Technology
Management (DICTM). The director integrates and standardizes all the PNP
information systems and resources to further improve the frontline services.
Five (5) Directorates for Integrated Police Operations (DIPOs). The Directors
of the clustered areas for Integrated Police Operations, namely: Eastern Mindanao,
Western Mindanao, Visayas, Southern and Northern Luzon are given the
responsibility to direct and to supervise the conduct of integrated anti-criminality,
internal security, counter- terrorism operations, to promote inter-operability with
the Armed Forces of the Philippines, and to provide a system to promote regional
socio-economic development.
There are 23 National Support Units of the PNP. Eleven (11) of which are
administrative while twelve (12) are operational in nature. The eleven
Administrative Units are as follows:
1. Logistics Support Service (LSS)
2. Information Technology Management Service (ITMS)
3. Finance Service (FS)
4. Health Service (HS)
5. Communications and Electronics Service (CES)
6. Chaplain Service (CHS)
7. Legal Service (LS)
8. Headquarters Support Service (HSS)
9. Engineering Service( ES)
10.Training Service (TS) and
11.PNP Retirement and Benefits Administration Service (PRBS).
The twelve (12) operational support units and their respective functions are as
follows:

Maritime Group (MG). This group is responsible to perform all police functions
over Philippine Territorial waters, lakes, and rivers along coastal areas to include
ports and harbors and small islands for the security and the sustainability
development of the maritime environment.
Intelligence Group (IG). This group serves as the intelligence and counter-
intelligence operating unit of the PNP.
Police Security and Protection Group (PSPG). This group provides security to
government vital installations, government officials, visiting dignitaries and private
individuals authorized to be given protection.
Criminal Investigation and Detection Group (CIDG). This group monitors,
investigates, prosecutes all crimes involving economic sabotage, and other crimes
of such magnitude and extent as to indicate their commission by highly placed or
professional criminal syndicates and organizations. It also conducts organized-
crime –control, all major cases involving violations of the revised penal Code,
violators of SPECIAL LAWS assigned to them such as Anti-hijacking, Anti-
Carnapping and Cyber crimes among others and atrocities committed by
Communist Party of the Philippines (CPP)/New People’s Army (NPA)/National
Democratic Front (NDF).
Special Action Force (SAF). This group is a mobile strike force or a reaction unit
to augment regional , provincial, municipal and city police force for civil
disturbance control, internal security operations, hostage-taking rescue operations,
search and rescue in times of natural calamities, disasters and national emergencies
and other special police operations such as ant-hijacking, anti-terrorism, explosives
and ordnance disposal. On a special note, the PNP Air Unit is placed under the
supervision of SAF.
Aviation Security Group (AVEGROUP). This group provides security to all
airports throughout the country.
Highway Patrol Group (HPG). This group enforces the traffic laws and
regulations, promote safety along the highways, enhances traffic safety
consciousness through inter- agency cooperation concerning Police Traffic Safety
Engineering, Traffic Safety Education and Traffic Law enforcement functions and
develops reforms in the crime prevention aspect against all forms of lawlessness
committed along National Highway involving the use of motor vehicles.
Police-Community Relations Group (PCRG). This group undertakes and
orchestrates Police Community Relations program and activities in partnership
with concerned government agencies, the community, and volunteer organizations
in order to prevent crime and attain a safe and peaceful environment.
Civil Security Group (CSG). This group regulates business operations and
activities of all organized private detectives, watchmen, security guards/agencies
and company guard forces. It also supervises the licensing and registration of
firearms and explosives.
Crime Laboratory (CL). This group provides scientific and technical,
investigative aide and support to the PNP and other investigative agencies. It also
provides crime laboratory examination, evaluation and identification of physical
evidence gathered at the crime scene with primary emphasis on medical, biological
and physical nature.
PNP Anti-Kidnapping Group (PNP-AKG). This Group serves as the primary
unit of the PNP in addressing kidnapping menace in the country and in handling
hostage situations. And
PNP Anti-Cybercrime Group (PNP- ACG). This Group is responsible for the
implementation of pertinent laws on cybercrimes and anti-cybercrime campaigns
of the PNP.
For the main PNP operating units, there are seventeen (17) Police Regional
Offices nationwide which correspond to the Regional subdivisions of the country.
Directly under the Police Regional Offices are seventeen (17) Regional Public
Safety Battalions (RPSB), eighty (80) Police Provincial Offices which correspond
to the number of Provinces in the country and twenty (20) City Police Offices
(CPOs) in highly urbanized and independent cities , which are equivalent to a
Provincial Police Office.
The Police Provincial Offices have their respective Provincial Public Safety
Companies (PPSC) which is utilized primarily for internal security operations
(ISO). The number of platoons in a Provincial Public Safety Company is
dependent on the existing peace and order situation in the province concerned.

Finally, a total of 1,766 Police Stations are established nationwide and they
are categorized as follows: 90 Component City Police Stations and 1,507
Municipal Police Stations under the Police Provincial Offices, 131 Police Stations
under the City Police Offices, and 38 Police Stations/City Police Stations in the
National Capital Regional Police Office which serve as the main operating arms of
the PNP for the anti-criminality campaign.

III. THE PNP RANK CLASSIFICATIONS

The PNP also has a significant feature in line of its rank classifications. It
adopts a different structure for purposes of attaining a more efficient
administration, supervision, and control as compared to the Armed Forces.

These distinct considerations serve as bases for comparison between the

ranks of the PNP and ranks of AFP as presented in the table.

PNP Ranks AFP Ranks

Police Commissioned Officers Commissioned Office
Director General General
Deputy Director General Lieutenant General
Director Major General
Chief Superintendent Brigadier General
Senior Superintendent Colonel
Superintendent Lieutenant Colonel
Chief Inspector Major
Senior Inspector Captain
 Inspector 1st and 2nd Lieutenant
Police Non-Commissioned Officers Non-Commissioned Officers
Senior Police Officer IV Master Sergeant
Senior Police Officer III Technical Sergeant
Senior Police Officer II Staff Sergeant
Senior Police Officer I Sergeant
Police Officer III Corporal
Police Officer II Private First Class
Police Officer I Private

IV. THE PNP LINKAGES WITH OTHER LAW ENFORCEMENT

ORGANIZATIONS
Domestically, the PNP is linked with the other law enforcement agencies
through the National Law Enforcement Coordinating Committee (NALECC). This
body convenes regularly to foster cooperation and coordination among all law
enforcement agencies in the country.

It also supports several law enforcement agencies like the Philippine Center
for Transnational Crimes (PCTC) and the Philippine Drug Enforcement Agency.

It is also linked with the International Enforcement Community thru the

INTERPOL, with the head of the PCTC as the Secretariat, and the Chief PNP as
the Chief of the National Central Bureau and a member of the ASEAN Chiefs of
Police or ASEANPOL, and a partner of the United Nations Center for International
Crime Prevention (UNCICP).

V. THE PNP RELATIONSHIP WITH THE AFP

The PNP and AFP complement each other on their pursuit to suppress
insurgency, and other serious threats to national security and in times of national
emergency prescribed pursuant to Section 12 of Republic Act 8551.

Consequently there are also governing relationships between them as

follows:

The PNP enforces laws and ordinances and performs statutory functions
while the AFP exercises primary responsibility on matters involving suppression of
insurgency and other serious threats to national security.
The PNP provides assistance to the AFP in insurgency – affected areas while
the AFP is also responsible for the integrated territorial defense system.
The PNP assists the AFP for the dispositive action on arrested, captured or
surrendered insurgent within the prescribed elementary period.
The PNP provides assistance to the AFP in the arrest of suspected insurgents
with standing warrants of arrest, and
The PNP and the AFP maintain close intelligence coordination and
exchanges and share each other’s accomplishments of their respective mission and
functions.
Law Enforcement Administration
Many public safety and law enforcement patrol officers and detectives strive
to obtain administrative and supervisory positions. Law enforcement
administrators ensure that police departments and other law enforcement
organizations run smoothly. They supervise staff while promoting and executing
regulations for law enforcement specific to their agencies. The U.S. Drug
Enforcement Administration (DEA), for example, is an organization that deals
with enforcing the laws and regulations that relate to illegal drugs.

Most law enforcement administrators start out as patrol officers and work
their way up the ranks. It's at the patrol level (corporal) that officers learn the
streets and people of the communities they serve and protect. After serving as
corporal for a year or two, officers can then be considered for promotions to
sergeant, lieutenant or captain. Depending on the agency, exceptional officers with
an educational background in law enforcement administration can skip ranks and
advance quickly.

Types of Law Enforcement Agencies

A law enforcement agency (LEA) is any agency which enforces the law.
This may be a special, local, or state police, federal agencies such as the Federal
Bureau of Investigation (FBI) or the Drug Enforcement Administration (DEA).
Also, it can be used to describe an international organization such as Europol or
Interpol. This is a list of law enforcement agencies, organized by continent and
then by country.

Year of About the Agency /

S.No. Name of the Agency Headquarters formation Vision
It is the lead agency
tasked in providing
security for the President
Presidential Security
 1 Philippines 1897 of the Philippines, Vice
Group
President of the
Philippines, and their
immediate families.
It is the lead anti-drugs
law enforcement agency,
responsible for
preventing, investigating
Philippine Drug
 2 Philippines 2007 and combating any
Enforcement Agency
dangerous drugs,
controlled precursors
and essential chemicals
within the Philippines.
It is the national police
Philippine National
 3 Philippines 1991 force of the Republic of
Police
the Philippines.
It is an agency of the
Philippine government
under the Department of
National Bureau of Justice, responsible for
 4 Philippines 1936
Investigation handling and solving
major high profile cases
that are in the interest of
the nation.
 It is an agency of the
Philippine government
under the Department of
Transportation and
Communications
responsible for
Land Transportation
 5 Philippines 1964 optimizing the land
Office
transportation service
and facilities and to
effectively implement
the various
transportation laws, rules
and regulations
It is an attached agency
of Department of
Bureau of Internal Finance. BIR collects
 6 Philippines 1904
Revenue more than one-half of
the total revenues of the
government.
It is the executive
department of the
Philippine government
responsible for
Department of governing and
 7 Environment and Philippines 1917 supervising the
Natural Resources exploration,
development, utilization,
and conservation of the
country's natural
resources.

LAW ENFORCEMENT OPERATIONS

THE PHILIPPINE NATIONAL POLICE MANUAL

I. GENERAL PROCEDURES

1. Police Blotter
 PNP operating unit shall maintain an official police blotter.
 all types of operational and undercover dispatches shall be recorded.
 A separate Police Blotter, however, shall be maintained for crime incident
reports involving violence against women and children and those cases
involving a child in conflict with the law to protect their privacy.

2. INTER-UNIT COORDINATION
 Local Police Units operating outside their territorial jurisdiction and
National Support Units (NSUs) shall coordinate, personally or
through an official representative, with the Police Office within whose
jurisdiction the operation shall be conducted.
 If formal inter-unit coordination is not feasible, the Police Unit
concerned shall endeavor to notify the territorial police office through
 any practical/available means of communication at anytime during the
operation;
 If not possible, shall accomplish and furnish the territorial Police
Office a written incident report immediately after the termination of
the operation.

3. BASIC REQUIREMENTS OF POLICE

INTERVENTION OPERATIONS
Requirements:
o with a marked police vehicle;
o preferably led by a Police Commissioned Officer (PCO); and
o with personnel in prescribed police uniform.

4. WARNING SHOTS
The police shall not use warning shots during police interventions.

5. USE OF FORCE
Issuance of Warning
The police officer must first issue a warning before he could use force
against an offender to identify himself and to give opportunity for surrender.

Reasonable Force
The reasonableness of the force employed will depend upon the number of
aggressor, nature and characteristic of the weapon used, physical condition, size
and other circumstances to include the place and occasion of the assault.

Use of Weapon
The excessive use of force is prohibited.
The use of weapon is justified if the suspect poses imminent danger of causing
death or injury to the police officer or other persons.
The use of weapon is also justified under the Doctrines of Self-Defense, Defense
of Relative, and Defense of Stranger.

Reportorial Requirements
Any police officer who used his firearm against a suspect must submit an
after- encounter report outlining the circumstances necessitating the use of weapon
against the suspect.

6. MOVING VEHICLES
 A moving vehicle shall not be fired upon except when its occupants pose
imminent danger of causing death or injury to the police officer or any other
person;
 The use of firearm does not create a danger to the public and outweighs the
likely benefits of its non-use.
 In firing upon a moving vehicle, the following parameters should be
considered:
a. the intent of the fleeing suspect/s to harm;
b. the capability of the fleeing suspect/s to harm; and
c. accessibility or the proximity of the fleeing suspect/s.

II. BASIC PROCEDURES

1. Guidelines and Procedures when Responding to Calls for Police Assistance
 Gather and note down in the patrol logbook all available data.
  Stop the car at some distance away from the scene and approach the
scene on foot.
 Immediately attend to the injured.
 Focus all efforts to arrest criminals however; priority shall be given to
aiding the injured.
 When the suspects or criminals have fled the scene relay to the
Tactical Operation Center (TOC) for the conduct of dragnet
operations.

2. Protecting and Preserving the Crime Scene

 Respond as soon as possible;
 Establish the police lines;
 Avoid touching or stepping on anything that may represent
evidence;
 Check and protect adjacent areas where pieces of evidence could
be found;
 Look for the presence of bloodstains and other body fluids.
 Turn over all initial information and pieces of evidence to the
responding investigation unit/elements.

2. SPOT CHECKS /ACCOSTING AND PAT-DOWN SEARCHES

2.1. Grounds for Spot Check/Accosting
Stop the individual for the purpose of conducting a spot check/accosting
only when reasonable suspicion exists. Such facts include, but are not limited to,
the following:

a. The appearance or demeanor of the individual suggests that he is part of a

criminal enterprise or is engaged in a criminal act;
b. The actions of the individual suggest that he is engaged in a criminal
activity;
c. Questionable presence of the individual in the area;
d. The subject is carrying a suspicious object;
e. The suspect’s clothing bulges in a manner that suggests he is carrying a
weapon;
f. The suspect has been found in the time and place proximate to an alleged
crime;
g. The police officer has knowledge of the suspect’s prior criminal record or
involvement in criminal activity; and
h. The individual flees at the sight of a police officer.

2.2 Procedures and Guidelines for Spot Checks/Accosting

a. Police officer shall clearly identify himself;
b. Police officers shall be courteous at all times;
c. Before approaching more than one individual, police officers should
determine whether the circumstances warrant a request for back-up;
d. Questions shall be confined as to the suspect’s identity, place of residence,
and other inquiries necessary to resolve the police officer’s suspicion.
e. Police officers are not required to give the suspect Miranda Warning unless
the person is placed under arrest.

2.3. Grounds for Body Frisk/Pat-Down Search

Circumstances which may justify pat-down search:
a. The type of crime believed to be committed by the subject
– particularly crimes of violence where the threat of use or use of deadly weapon is
involved;
b. Where the police officer handles several suspects;
c. The time of the day and the location where the pat-down search took place;
d. Prior knowledge by the police officer of the suspect’s use of force and/or
propensity to carry deadly weapons;
e. The appearance and demeanor of the suspect;
f. Visual indications that the suspect is carrying a firearm or other deadly
weapon; and
g. Whenever possible, pat-down should be performed by
police officers of the same gender.

3. ARREST
 All arrests should be made only on the basis of a valid Warrant of Arrest.
 No violence or unnecessary force shall be used in making an
arrest.
3.1 Time of Arrest
Should be made on any day of the week and at any time of
the day or night.
3.2. Section5. Procedures in Serving Warrant of Arrest
a. Verify the validity of the warrant;
b. The police officer should introduce himself and show proper identification;
c. If refused entry, the police officer may break into any residence, office,
building, and other structure;
d. The police officer need not have a copy of the warrant in his possession at
the time of the arrest. If the person arrested so requires, the warrant shall be shown
to the arrested person as soon as possible;
e. Secure the person to be arrested;
f. Conduct thorough search for weapons and other illegal materials on the
person arrested and surroundings within his immediate control;
g. Inform the person to be arrested of his rights under the Miranda Doctrine.
h. No unnecessary force shall be used in making an arrest;
i. Confiscated evidence shall be properly documented;
j. Bring the arrested person to the Police Station for documentation;
k. Make a Return of Warrant to the court and
l. Deliver the arrested person to jail/prison.

4. SEARCHES AND SEIZURES

 The warrant should be served during daytime, unless there is a provision in
the warrant allowing service at any time of the day or night.
 If refused admittance to the place of search after giving notice of the purpose
the police officer may break open any outer or inner door or window to
implement the warrant.

4.1. Prohibited Acts in the Conduct of Search by Virtue of a Search Warrant

a. Search shall not be made in the absence of the lawful occupant or any
member of his family or, in the absence of the latter, in the presence of two (2)
witnesses of sufficient age and discretion residing in the same locality.
b. Lawful personal properties, papers, and other valuables not specifically
indicated or particularly described in the search warrant shall not be taken.
Deliver the property seized to the judge who issued the warrant, together with an
inventory duly verified under oath.

Police Operational Planning

Police administrators sometimes do not appreciate the importance of

planning because of the pattern of career development. It is ironic that the pattern
of career development for typical police managers carries with it seeds that
sometimes blossom into a negative view of planning. However, planning is an
integral element of good management and good decision-making. Management
needs to anticipate and shape events; it is weak if it merely responds to them.

What is a Plan?
A plan is an organize schedule or sequence by methodical activities intended
to attain a goal and objectives for the accomplishment of mission or assignment. It
is a method or way of doing something in order to attain objectives. Plan provides
answer to 5W’s and 1 H.

What is Planning?
Hudzik and Cordner defined planning as “thinking about the future, thinking
about what we want the future would be, and thinking about what we need to do
now to achieve it.”

Planning is a management function concerned with visualizing future

situations, making estimates concerning them, identifying issues, needs and
potential danger points, analyzing and evaluating the alternative ways and means
for reaching desired goals according to a certain schedule, estimating the necessary
funds, and resources to do the work, and initiating action in time to prepare what
may be needed to cope with the changing conditions and contingent events.

What is Police Planning?

Police Planning is an attempt by police administrators in trying to allocate
anticipated resources to meet anticipated service demands. It is the systematic and
orderly determination of facts and events as basis for policy formulation and
decision affecting law enforcement management.

What is Operational Planning?

Operational Planning is the use of 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 of each of the primary tasks and functions of an organization.

What is Police Operational Planning?

Police Operational Planning is the act of determining policies and guidelines
for police activities and operations and providing controls and safeguards for such
activities and operations in the department. It may also be the process of
formulating coordinated sequence of methodical activities and allocation of
resources to the line units of the police organization for the attainment of the
mandated objectives or goals.
Objectives are a specific commitment to achieve a measurable result within
a specific period of time. Goals are general statement of intention and typically
with time horizon, or it is an achievable end state that can be measured and
observed. Making choices about goals is one of the most important aspects of
planning. Relate this definitions with their description as defined in chapter one.

The process of police operational planning involves strategies or tactics,

procedures, policies or guidelines. A Strategy is a broad design or method; or a
plan to attain a stated goal or objectives. Tactics are specific design, method or
course of action to attain a particular objective in consonance with strategy.
Procedures are sequences of activities to reach a point or to attain what is desired.
A policy is a product of prudence or wisdom in the management of human affairs,
or policy is a course of action which could be a program of actions adopted by an
individual, group, organization, or government, or the set of principles on which
they are based. Guidelines are rules of action for the rank and file to show them
how they are expected to obtain the desired effect.

STRATEGIC PLANNING
 Strategic planning is a series of preliminary decisions on a framework,
which in turn guides subsequent decisions that generate the nature and direction of
an organization. This is usually long range in nature. The reasons for Strategic
Planning are:

VISION – A vision of what a police department should be.

LONG-RANGE THINKING – Keeping in mind that strategy is deciding where we
want to be
STRATEGIC FOCUS
CONGRUENCE
A STRATEGIC RESPONSE TO CHANGE
STRATEGIC FRAMEWORK

Strategic Planning process

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 maybe policies, strategies or specific actions aimed at eliminating a
problem. Alternative 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

FUNDAMENTALS OF POLICE PLANNING

What are the Objectives of Police Planning?
 To increase the chances of success by focusing on results and not so much
on the objectives.
 To force analytical thinking and evaluation of alternatives for better
decisions.
 To establish a framework for decision making consistent with the goal of the
organization.
 To orient people to action instead of reaction.
 To modify the day-to-day style of operation to future management.
 To provide decision making with flexibility.
 To provide basis for measuring original accomplishments or individual
performance.
 To increase employee and personnel involvement and to improve
communication.
What can be expected in planning?
 Improve analysis of problems
 Provide better information for decision-making
 Help to clarify goals, objectives, priorities
 Result is more effective allocation of resources
 Improve inter-and intradepartmental cooperation and coordination
 Improve the performance of programs
 Give the police department a clear sense of direction
 Provide the opportunity for greater public support
 Increase the commitment of personnel

What are the characteristics of a good police plan?

 With clearly defined Objectives or Goals
 Simplicity, Directness and Clarity
 Flexibility
 Possibility of Attainment
 Must provide Standard of Operation
 Economy in terms of Resources needed for implementation

Guidelines in Planning
The five (5) W’s and one (1) H
 What to do – mission/objective
 Why to do – reason/philosophy
 When to do – date/time
 Where to do – place
 Who will do – people involve
 How to do – strategy

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 determining of police guideline
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.

Parts of a Police Operational Plan

 Security Classification
 Number of Copies and Pages
 Name of Headquarters
 Plan Title or Name
 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.
 Situation – General Situation and Specific Situation
TYPES OF PLAN in general
Reactive Plans are developed as a result of crisis. A particular problem may
occur for which the department has no plan and must quickly develop one,
sometimes without careful preparation.
Proactive Plans are developed in anticipation of problems. Although not all
police problems are predictable, many are, and it is possible for a police
department to prepare a response in advance.
Visionary Plans are essential statements that identify the role of the police in
the community and the future condition or state to which the department can
aspire. A vision may also include a statement of values to be used to guide the
decision making process in the department.
Strategic Plans are designed to meet the long-range, overall goals of the
organization. Such plans allow the department to adapt anticipated changes or
develop a new philosophy or model of policing (e.g. community policing). One of
the most important aspects of strategic planning is to focus on external
environmental factors that affect the goals and objectives of the department and
how they will be achieved. Important environmental factors include personnel
needs, population trends, technological innovations, business trends and demand,
crime problems, and community attitudes.
Operational Plans are designed to meet the specific tasks requires to
implement strategic plans.

There are four types of operational plan:

Standing Plans provide the basic framework for responding to organizational
problems. The organizational vision and values, strategic statement, policies,
procedures, and rules and regulations are examples of standing plans. Standing
plans also include guidelines for responding to different types of incidents; for
example, a civil disturbance, hostage situation, crime in progress, and felony car
stops.

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

Operational-efficiency, effectiveness, and productivity plans are essentially the

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

Time-specific Plans are concerned with specific purpose and conclude when an
objective is accomplished or a problem is solved. Specific police programs or
projects such as drug crackdown, crime prevention program, and neighborhood
clean-up campaign are good examples of time-specific plans.
STEPS IN POLICE OPERATIONAL PLANNING
1. Frame of Reference – This shall based on a careful view of the matters
relating to the situation for which plans are being developed. Opinions or
ideas of persons who may speak with authority of the subjects and views of
the police commanders, other government officials, and other professionals
shall be considered.

2. Clarifying the Problems – This calls for the identification of the problems,
understanding both its records and its possible solution. A situation must
exist for which something must and can be done. For example, an area in a
city or municipality is victimized by a series of robbers. There is a need for
reaching the preliminary decision that robberies may be reduced in the area,
and that the pattern of operation, in general, is one by which the police can
reduce them.

3. Collecting all Pertinent Facts – No attempt shall be made to develop a plan

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

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

5. Developing Alternative Plans – In the initial phases of plan development,

several alternative measures shall appear to be logically comparable to the
needs of a situation. As the alternative solutions are evaluated, one of the
proposed plans shall usually prove more logical than the others.
 6. Selecting the Most Appropriate Alternative – A careful consideration of all
facts usually leads to the selection of the best alternative proposal.

7. Selling the Plans – A plan, to be effectively carried out, must be accepted by

persons concerned at the appropriate level of the plan’s development. For
example, in a robbery case, the patrol division head may be preparing the
plan. At the outset, the detective chief is concerned and shall be consulted.
As the planning develops, there may be a need it involve the head of the
personnel, records and communication units and all patrol officers.

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

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

How Operational plans are executed in the PNP?

The plans are made, same shall be put into operation and the result
thereof evaluated accordingly. Operations in the PNP shall be directed by the
police commander to attain the following objectives: (1) protection of persons and
property; (2) preservation of peace and order; (3) prevention of crimes; (4)
repression of suppression of criminal activities; (5) apprehension of criminals; (6)
enforcement of laws and ordinances and regulations of conduct; (8) prompt
execution of criminal writs and processes of the courts; and (9) coordination and
cooperation with other law enforcement agencies.

Prevention of Crimes – This activity requires the members of the PNP to

mingle with the members of the community where criminal activities originate and
bred and criminalistic tendencies of individuals are motivated to indulge in anti-
social behavior; and seek to minimize the causes of crime. This activity or mission
also requires the individual members of the PNP to understand the people and the
environment in which they live.

Repression or Suppression of Criminal Activities – This activity or mission

emphasizes the presence of an adequate patrol system including the continuous
effort toward eliminating or reducing hazards as the principal means of reducing
the opportunities for criminal action. The saying “the mouse will play while the cat
is away” is equally true in law enforcement and in public safety. The presence of a
policeman in uniform would be deterred or discouraged the would-be criminal or
would-be offender-regulations. Crime repression means the elimination of the
opportunity that exists on the part of the would-be criminal to commit a crime.
 Preservation of Peace and Order – This activity or mission requires the
individual members of the PNP to gain the sympathy of the community to close
ranks in combating crimes and any other anti-social behavior of the non-
conformists of the law and order. The community, therefore, should be informed
through proper education, of their share and involvement in law enforcement and
public safety.

Protection of Lives Properties – The responsibilities of the members of the

PNP in providing for the safety and convenience of the public are analogous with
those of the doctor. The doctor protects life by combating diseases while the PNP
promotes public safety of accidents and in guarding the citizens public safety by
the elimination of hazards of accidents and in guarding the citizens against the
attacks of the bad elements of the society. The policeman though, has a collateral
responsibility in his obligation to protect life and property – a responsibility that is
fundamental to every duty he performs. The police have the obligation to preserve
the citizen’s constitutional guarantees of liberty and the pursuit of happiness.
Enforcement of Laws and Ordinances - these activities and mission requires
the members of the PNP to constructively integrate or enforce and implement the
laws of the land and city/municipal ordinances without regard to the personal
circumstances of the individual citizens and any other persons sojourning in the
Philippines. This is to provide tranquility among members of society. These also
include the regulations of non-criminal conduct, specifically to obtain compliance
through education of the public in the dangers inherent in the disobedience of
regulations. This makes use of warnings, either oral or written, which informs the
citizen but not to personalize.

Apprehension of Criminals – this activity defines specifically the power of

the police as possessed by every member of the integrated police, as a means to
discourage the would-be offender. The consequence of arrest and prosecution has a
deterrent effect intended to make crime or any unlawful act less worthwhile.
Consequently, apprehension and the imposition of punishment for the
corresponding unlawful act are committed, lessens repetition by causing suspects
to be incarcerated, and provides an opportunity for reformation of those convicted
by final judgment. This activity also includes the recovery of stolen property in
order to restrain those who are accessories to the crime and thereby benefiting from
the gains of crime.

Coordination and Cooperation with other Agencies – This activity requires

the duty of a commander of any unit of the PNP and its unit subordinates to
establish report or good relationship with other law enforcement agencies of the
government. Through rapport, a police station commander and his subordinates ma
be able to maintain a harmonious working relationship with other law enforcement
agencies of the government whereby coordination and cooperation between them
maybe established. Coordination is an essential conduct of command.

Safeguard Public Health and Morals – This involves many activities or

mission peripheral to basic law enforcement and public safety. Such as for
instance, sanitation, search and rescue operations, licensing, inspection of buildings
in order to determine whether or not the Presidential Decree on fire prevention is
strictly obeyed. This also includes supervising elections, escorts duties, civic
actions, and many other activities or missions related to law-enforcement and
public safety.
SAMPLE OF POLICE PLANS and the PNP Programs and
Strategies
The acronym SMART describing the characteristics of a Plan:
S – IMPLE
M – EASURABLE
A – TTAINABLE
R – EALISTIC
T – IME BOUND

The acronym POLICE 2000 also describes another police plan:

P – REVENTION and suppression of crime through community oriented
policing system
O – ODER, maintenance, peacekeeping and internal security
L – AW enforcement without fear or favor
I - MAGE, credibility and common support
C – OORDINATION with other government agencies and non- government
agencies organizations and internal securities
E – FFICIENCY and effectiveness in the development and management
of human and material resources

The acronym DREAMS stands for:

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

The Three Point Agenda known as ICU:

I – NEPT
C – ORRUPT
U – NDISCIPLINE

The acronym GLORIA stands for:

G – RAFT free organization

L – EADERSHIP by example
O – NE stop shop mechanism for a faster police response to complaints and reports
R – ESULT oriented culture in the anti-criminality effort
I – NVESTMENT climate, which is business friendly as a result of the peace and
order
A – CCOUNTABILITY and ownership of peace and order campaign
Crime Mapping
Crime mapping is used by analysts in law enforcement agencies to map,
visualize, and analyze crime incident patterns. It is a key component of crime
analysis and the CompStat policing strategy. Mapping crime, using Geographic
Information Systems (GIS), allows crime analysts to identify crime hot spots,
along with other trends and patterns.

Crime mapping is a very important tool in managing and controlling crime

in an area. By analysing the spatial and temporal data provided by maps
investigator are able to understand the crime patterns and trend it also help in
resource allocation and in geographic profiling of criminals and suspicious
locations. On the other hand the paper bring out various disadvantages such as
expensive technology involved and the tendency of not reporting cases by local
community to enhance effective flow of mapping the crime location .

A geographic information system (GIS) is a powerful software tool that

allows the user to create any kind of geographic representation, from a simple
point map to a three-dimensional visualization of spatial or temporal data. For the
purposes of this book, the definition of a GIS is as follows:

A GIS is a set of computer-based tools that allows the user to modify,

visualize, query, and analyze geographic and tabular data.

A GIS is similar to a spreadsheet or word processing program in that the

software provides a framework and templates for data collection, collation, and
analysis, and it is up to the user to decide what parts of the system to use and how
to use them. A GIS does more than enable the user to produce paper maps; it also
allows him or her to view the data behind geographic features, combine various
features, manipulate the data and maps, and perform statistical functions.
Crime mapping is a term used in policing to refer to the process of conducting
spatial analysis within crime analysis. For the purposes of this book, the definition
of crime mapping is as follows:

Crime Analysis

Strate
gic

Crime
Mappi
ng
Tacti
cal

Administr
ative

Figure 4.1 Relationship of Crime Mapping to Crime Analysis

 Clarifying where different types of crime and other incidents occur is one of
the many important functions of crime analysis. Because of the unique nature of
the software used and the prominence of geographic data in crime mapping, this
type of analysis is often discussed as though it is distinct from crime analysis; in
reality, however, crime mapping is a subdiscipline of crime analysis. Crime
mapping serves three main functions within crime analysis:

1. It facilitates visual and statistical analyses of the spatial nature of crime and
other types of events.
2. It allows analysts to link unlike data sources together based on common
geographic variables (e.g., linking census information, school information, and
crime data for a common area).
3. It provides maps that help to communicate analysis results.

Crime mapping is complementary to all forms of crime analysis in that it

plays an important part in almost every analysis. As Figure 4.1 illustrates, crime
mapping does not stand alone; rather, it is a process that occurs within the larger
process of crime analysis. The following are some examples of how crime
mapping is used within the three types of crime analysis that are the focus of this
book:

In tactical crime analysis, crime mapping is used to identify immediate

patterns for crimes such as residential and commercial burglary, auto theft, and
theft from vehicles. For example, spatial analysis of auto theft incidents may reveal
clusters of activity at specific locations that might indicate a crime pattern.

In strategic crime analysis, crime mapping is utilized in long-term

applications to analyze the relationship between criminal activity and indicators of
disorder, such as a high volume of vacant property or disorder calls for service; to
assist in geographic and temporal allocation of resources, such as patrol officer
scheduling and determination of patrol areas; to examine patterns of crime at or
around specific locations, such as schools, bars, or drug treatment centers; to
calculate crime rate information, such as numbers of residential burglaries per
household; and to incorporate crime data with qualitative geographic information,
such as information on teenage hangouts, student pathways to school, or drug and
prostitution markets.

In administrative crime analysis, crime mapping is a valuable tool used by

police, researchers, and media organizations to convey criminal activity infor-
mation to the public. Web sites operated by police departments and news
organization routinely post maps that depict areas of crime, along with cor-
responding tables and definitions. For example, a police agency can reduce citizen
requests for neighborhood crime information by placing monthly or weekly crime
maps on a Web site that members of the public can access using computers in their
homes or at the local library.

Geographic Features
A geographic information system translates physical elements in the real
world— such as roads, buildings, lakes, and mountains—into forms that can be
displayed, manipulated, and analyzed along with police information such as crime,
arrest, and traffic accident data. A GIS uses four types of features to represent
objects and locations in the real world; these are referred to as point, line, polygon,
and image features.

Point Features
A point feature is a discrete location that is usually depicted on a GIS-
generated map by a symbol or label. A point feature is analogous to a pin placed on
a paper wall map. A GIS uses different symbols to depict the locations of data
relevant to the analysis, such as crimes, motor vehicle accidents, traffic signs,
buildings, police beat stations, and cell phone towers. Figure 4.2 shows circles on
the map that could represent any of these types of locations.

Line Features
A line feature is a real-world element that can be represented on a map by a
line or set of lines. The lines in Figure 4.2, for example, represent streets. Other
types of line features include rivers, streams, power lines, and bus routes.

Figure 4.2 Point and Line Feature Example

Polygon Features
A polygon feature is a geographic area represented on a map by a multisided
figure with a closed set of lines. Polygons can represent areas as large as continents
or as small as buildings; in GIS-generated maps they may be used to depict county
boundaries, city boundaries, parks, school campuses, or police districts. The five
polygons in Figure 4.3 might represent police districts in a city.

Image Features
An image feature on a GIS-generated map is a vertical photograph taken
from a satellite or an airplane that is digitized and placed within the appropriate
coordinates. Such photos, which may appear in black and white or color, show the
details of streets, buildings, parking lots, and environmental features (landscaping).
Figure 4.4 is an example of an image feature, an aerial photograph of a residential
neighborhood.

Types of Crime Mapping

Several types of mapping are used routinely in crime analysis. This section
provides a brief introduction to the various types of crime mapping to set the stage
for the chapters that follow, which discuss the creation of maps and their
application to crime analysis in more detail.
Figure 4.3 Polygon Feature Example

Figure 4.4 Image Feature Example

SOURCE: Photo courtesy of the Chula Vista (California) Police Department.

School
s
Streets
Figure 4.5 Single-Symbol Mapping Example

Single-Symbol Mapping
In single-symbol maps, individual, uniform symbols represent features such
as the locations of stores, roads, or states. Figure 4.5 is an example of a single-
symbol map showing school locations and streets.1 An important thing to keep in
mind about single-symbol maps is that a GIS places all points on such a map that
share the same address directly on top of one another, making it impossible for the
map to show how many points there really are. For example, in the map shown in
Figure 4.5, if a middle school and elementary school share the same address, the
GIS will have placed two gray circles in the same spot, so there is no way someone
looking at the map can see all the schools in the area. This drawback of single-
symbol mapping is particularly relevant for the mapping of crime and other police
data, because crime and other police-related incidents often occur repeatedly at
particular locations. Because of this, crime analysts use single-symbol mapping
primarily to display geographic information in which there is no overlap; they
employ other types of maps to convey information about multiple incidents at
particular locations.
In addition, single-symbol maps are not useful when analysts are dealing
with large amounts of data. Imagine the map in Figure 4.5 with the locations of
100 schools marked. The points would overlap, and the map would be difficult to
read. Thus analysts use single-symbol maps primarily when they are working with
relatively small amounts of data that do not overlap. Police agencies also often use
single-symbol maps to communicate the locations of crimes within patterns to
police personnel.

Park
Streets
500 ft buffer

Figure 4.6 Buffer Map Example: One Buffer

Buffers
A buffer is a specified area around a feature on a map. Buffers can be set at
small distances, such as 50 feet, or larger distances, such as 500 miles, depending
on the purpose and scale of the map. Buffers help in crime analysis by illustrating
the relative distances between features on a map. The example map in Figure 4.6
shows a park (polygon feature) with a 500-foot buffer, which could be used to
show whether drug arrests were made within 500 feet of the park.
Buffers can also be used as polygons for data aggregation and comparison.
Figure 4.7 shows two buffers (500 feet and 1000 feet) around nightclubs (point
features), which analysts could use to compare incidents directly around the night-
clubs to those farther out to see whether the activity has a spillover effect on
surrounding neighborhoods.
Graduated Mapping
Crime analysts often use graduated maps—that is, maps in which different
sizes or colors of features represent particular values of variables. Figures 4.8 and
4.9 are general examples of graduated size and graduated color maps, respectively.
In a graduated size map, the sizes of the symbols used for point and line
features reflect their value. As noted above, single-symbol maps are not
appropriate for dis- playing data about crimes that occur at the same locations
repeatedly. Analysts use graduated size maps for this purpose, because these maps
can account for multiple incidents at the same locations. However, like single-
symbol maps, graduated size maps are subject to overlapping points if too many
data are analyzed at once.
 Night Clubs
Streets
Buffers
500 ft
1000 ft

Figure 4.7 Buffer Map Example: Two Buffers

Figure 4.8 is a map in which points are graduated by size according to the numbers
of crimes at specific locations.
In a graduated color map, the colors of the symbols reflect their values; this
kind of mapping can be used with points (in a single-symbol map only),2 lines, and
polygons. Figure 4.9 is a map that uses colors to show the total numbers of crimes
in particular areas—the lighter shaded areas are those with fewer crimes, and the
darker shaded areas are those with more crimes.

Chart Mapping
Chart mapping allows the crime analyst to display several values within a
particular variable at the same time (e.g., variable  crime, values  robbery,
assault, and rape). There are two types of chart mapping: pie and bar. In pie chart
mapping, the relative percentages (represented by slices of a pie) of values within a
variable are displayed. Figure 4.10 is an example of a pie chart map that depicts
fights, drugs, weapons, and disorderly conduct incidents at nightclubs. The pies are
placed at the locations of all the nightclubs in the area mapped, and the sizes of the
pies are graduated to depict the total occupancy capacities of the nightclubs, which
provides a relative comparison. Some of the nightclubs represented have had all
four types of incidents, whereas others have had only two or three of the four, and
the percent- ages (slices) are based only on the frequencies of the values included
(not all types of incidents at all nightclubs).
In bar chart mapping, the relative frequencies (represented by bars) of values
within variables are displayed. In the example in Figure 4.11, bar charts are placed
at the locations of the nightclubs in the area mapped. This figure depicts the same
data shown in Figure 4.10, but instead of percentages, the heights of the bars show
the frequencies of incidents.
 1–5 crimes
6–10 crimes
11 or more
Streets

Figure 4.8 Graduated Size Map Example

Density Mapping
In density mapping, analysts use point data to shade surfaces that are not
limited to area boundaries (as is the case in graduated color mapping). In their most
basic form, density maps are shaded according to the concentration of incidents in
particular areas. In the map shown in Figure 4.12, the darker colors represent areas
in which the incidents are more concentrated, and the lighter colors represent those
in which the incidents are less concentrated. Such maps are used to compare small
variations in crime levels from one area to another rather than to compare levels of
crime within fixed artificial geographic boundaries, as in area maps.
Figure 4.10 Pie Chart Map Example
Crimes at Nightclubs
Graduated by Occupancy

Fights Drugs Weapons

Disorderly Conduct Streets

Figure 4.12 Density Map Example

Interactive Crime Mapping

Rather than a type of mapping, the term interactive crime mapping refers to
simplified geographic information systems made available to novice users over the
Internet. Many police departments have interactive Web sites where citizens and
police officers can conduct basic crime mapping themselves. These applications
typically are not flexible or sophisticated enough to be useful to crime analysts. To
illustrate interactive crime mapping, Figures 4.13 and 4.14 depict selected screens
found on the East Valley COMPASS (Community Mapping, Planning and
Analysis for Safety Strategies) interactive Web site, which is hosted by the
Redlands, California, Police Department.