ON sy . Republic of the Philippines NATIONAL POLICE COMMISSION NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE OFFICE OF THE DEPUTY CHIEF PNP FOR OPERATIONS ‘Camp Crame, Quezon City Standard Operating Procedure Number ODO-2015-001 PNP STANDARD OPERATING PROCEDURE; P) IN MANAGING POLICE OPERATIONS (@LAMBAT-SIBAT) 41. REFERENCES: Revised PNP Operational Procedures; PNP P.AT.R.OLL. Plan 2030; . Police Integrated Patrol System (LO! 63/2010); and Managing Police Operations: Implementing the New York Crime Control Model-CompStat, McDonald, Phyllis Parshall 2. BACKGROUND: aece The sudden increase in the total index crime volume from 129, 161 incidents in 2012 to 521,191 incidents in 2013 is a direct result of a more accurate crime reporting system being implemented by the PNP. However, the abrupt spike has likewise created impressions of a deteriorating crime situation in the country stoked by a couple of sensational killings that took place during the first half of the year. However, contrary to the perceptions of some quarters, the more accurate and reliable crime data has in fact placed the PNP in an unprecedented position that allows police executives to accurately assess the effectiveness of current strategies as well as measure the performance of Police Stations long considered as the cutting edge units of the PNP. Consequently, it was no less than the leadership of the DILG and the PNP that has been undertaking unparalleled efforts to bear down on crime and public safety in the country starting in the National Capital Region. This demands no less than extraordinary responses and commitment from our Chiefs of Police (COPs) or Station Commanders (SCs) nationwide. But random operational audits conducted on a number of Police Stations have revealed the need to further improve the competencies of police executives in: ._ Identifying and prioritizing crime problems; Conducting a thorough crime analysis Developing and executing strategies specific to a geographic area; Effectively integrating various resources and expertise to address problems; and e. Consistently assessing strategies and results of its implementation. aocThe Secretary of the Interior and Local Government (SILG) even observed that: a good number of Commanders in all levels of Command are not deliberate in developing and executing strategies; patrol and specialized units are often operating in silos and thus their approach to crime problems is less programmatic; and efforts to effectively bear down on crimes are not being sustained. It has therefore become even more essential that detailed principles, guidelines and procedures are needed not only to help address these weaknesses but likewise guide the COPs or SCs in their regular leadership and management functions. Newer ideas and technology must also be developed to empower police executives achieve their primary goal of cutting crime and improving public safety in their respective areas of responsibility (AORs). 3. PURPOSE: This Standard Operating Procedure (SOP) shall prescribe the principles, guidelines and procedures to be strictly followed by the COPs or SCs in managing Police operations with the primary goal of reducing crime, improving public safety and contributing to the improvement of quality of life in their respective AORs. 4. SCOPE OF APPLICATION: The scope of managing police operations to address crime problems oftentimes transcends jurisdictions as well as capacities of municipal, city, district, provincial or regional units. Thus, while this SOP has the Municipal or City Police Stations in mind, its principles, guidelines and procedures can easily be applied by a bigger territorial unit depending on the scope and gravity of crime or quality of life problems being addressed. 5. DEFINITION OF TERMS: To ensure better understanding of the different principles, guidelines and procedures contained in this SOP, the following terms and their corresponding working definition shall be used a. Crime = refers to an act or omission harmful not only to some individual, but also to the community, or the state and is punishable by law. It is committed whenever these three elements are present: motive, opportunity and instrumentality; s Crime problem - refers either to a serious crime that causes the most fear or the most prevalent type of crime that affects the most number of people in a community. It requires maximum utilization of resources and expertise to directly address any or all of its three elements such as crime; fear of crime; and physical or social disorder; c. Crime prevention ~ anticipation, recognition and appraisal of crime risks and the initiation of appropriate actions that will prevent or reduce suchrisks. This may consist of police visibility in crime prone and other critical areas; focused law enforcement against criminal elements; and community partnership, to address any or all of the distinct elements of a crime problem; Police Presence - pertains to the physical presence of police officers in a designated area (in patrol beats, sectors or standby points) performing their assigned duties that deter crime or effectively contributes to the feeling of safety and security; Law enforcement - refers to activities involving patrols or surveillance to dissuade and discover criminal activity, investigate crimes and apprehend offenders; Community partnership - refers to an active collaboration of the police and other stakeholders in identifying crime and quality of life problems in the community; developing responses or interventions to address the same and constant evaluation of the effectiveness of these responses; Quality of life - refers to the general well being of individuals and societies. From the law enforcement perspective, quality of life may translate to negligible if not the absence of crime, fear of crime and physical or social disorder in a given geographic area; Crime analysis - involves systematic analysis for identifying and analyzing densities, patterns and trends in crime and disorder, Crime hot spot - is an area containing dense clusters of criminal incidents. This geographical analysis is usually made using electronic or manual pin maps of reported crime events over a certain period; Crime trend - refers to a significant change in the nature of selected crime types within a defined geographical area and time period; CompStat - is a comprehensive, continuous analysis of results for improvement and achievement of prescribed outcomes such as reduced crime or improved public safety and quality of life; Patrol - is the act of moving about in order to detect and deter crime and to make sure that the designated area is safe and secure; . Beat - is the designated area or the route where a police officer conducts foot patrol; Foot Patrol - is a form of patrol conducted by police officers moving about in a beat area by foot; . Mobile Patrol - is another form of patrol conducted through the use of land-based conveyances such as police bicycles, motorcycles and motor vehicles;P. Strategy - is a plan, method or series of maneuvers in police operations with the purpose of creating an enabling environment necessary to solve crime or quality of life problems; and q. Tactic - is a plan or a procedure essential for the realization of a strategy to solve a crime or quality of life problem. 6. POLICY AND PRINCIPLES: It shall be the policy of the PNP that assessment of competencies and performance of Commanders at all levels shall be based on proven and tested Principles in managing police operations. These principles, described below, are widely used by a growing number of police services across the globe in order to gauge the effectiveness of unit leaders in reducing crime and improving public safety. a. Specific Objectives Most often, Commanders may be dealing with several crime, quality of life or public safety problems but work with very limited resources. To maximize the use of their resources, it is important that they, in coordination with top-level Commanders, must prioritize only three to five crime problems for the year or any reasonable period of time. Priority crime problems may consist of a number of serious crimes or most prevalent types of crimes such as petty robbery, petty theft, or physical injury which constitute almost 90 percent of the PNP’s total index crime volume. b. Timely and Accurate Intelligence If police are to respond effectively to crime and criminal events, officers at all levels of the organization must have knowledge of when particular types of crimes are occurring, how and where crimes are being committed, and who the criminals are. The accuracy of interventions to a specific crime increases as the accuracy of criminal intelligence increases. c. Effective Strategies and Tactics Effective strategies and tactics should be designed to bring about a desired outcome. Examples of desired outcomes are: reduced incidence of a specific crime like petty theft or robbery; reduced murder and homicide; reduced or non-existence of disorder; or reduced fear of crime collectively felt by the people. In order to bring about permanent change and not merely displace a crime or quality of life problem, strategies and tactics must be comprehensive, flexible and adaptable to the movement or shift of specific crime or quality of life problems the unit leader are trying to solve. d. Rapid Deployment of Personnel and Resources Once tactical plan has been developed, an array of personnel and necessary 4resources are deployed. Although some tactical plans may only involve patrol personnel, most effective plans would normally involve other personnel from several units and other law enforcement functions working together to address the problem. A viable and comprehensive response to crime or quality of life problems generally demands that patrol personnel, intelligence, investigators and other support personnel bring their resources and expertise to bear in a coordinated effort e. Relentless Follow-up and Assessment Any problem-solving endeavor would require an ongoing process of rigorous follow up and assessment to ensure that desired results are being achieved. The evaluation component would also allow unit leaders to evaluate the viability of particular tactical responses and incorporate the knowledge they gained in succeeding development of strategies and tactics. By knowing how well the whole tactical response or any of its elements worked most effectively on a particular crime or quality of life problem, will provide unit leaders with the valuable knowledge in order to construct and implement effective response to similar problems in the future. The follow-up and assessment process will also permit unit leaders to re-deploy resources to other challenges once a specific crime problem has abated. 7. GUIDELINES AND PROCEDURES: Applying the insights from the principles described in the preceding section, the following are the prescribed procedures Police Stations or any territorial units shall observe in effectively managing police operations: a. Phase One: Preparation 1) Prepare the Command Staff. a) The process of managing police operations should not be undertaken without sufficiently preparing the Command Staff and key personnel of the unit. One effective technique is to conduct a daylong retreat or a seminar/workshop to discuss the purpose, the rationale, technical elements and anticipated changes in operations and job roles. 2) Involve the Local Chief Executive or the Chairman of the Municipal/City/Provincial Council Committee Chairman for Peace and Order. a) The Commander either alone or together with his Command Staff should thoroughly explain to the local official the rationale and purposes of the Program. He or she must inform the official that this will involve reassignment of more personnel to patrol operations and that its ultimate purpose is a reduced crime and improved public safety due to the police now working smarter.b) The media could be invited to explain what the crime control Program is all about in order to gain further support from the community by communicating to them that the police are taking serious and smart steps to reduce crime and improve public safety. 3) Ensure the Unit's Systems and Facilities are Ready. a) The Commander should assess current system for the following: (a) ability to produce crime data in a timely and accurate fashion; (b) availability and accessibility of crime mapping; (c) availability of adequate meeting space. b) It is important to decide who will perform certain critical roles: Who will conduct the meetings? Who will serve as Coordinator? Who will perform the role of Recorder? These roles are critical to the success of effectively managing police operations. b.1) Meeting Facilitator- should be the Chief of Police or the Station Commander in the Police Stations. At the District level, it is the District Director, and at RHQ level, it is the Regional Director. b.2) Meeting Coordinator - is appointed by the Meeting Facilitator. The coordinator schedules every meeting, notify relevant personnel, prepare the agenda, and check attendance. The Coordinator must also ensure that crime data is accurate and available to all relevant staff in a timely manner and that the correct data for reports are available in advance of the meetings so that the Commander and other relevant staff have sufficient time to review the data. He also ensures that crime analysts are Present during the meetings and prepared to display data as requested throughout the meeting. In addition, the coordinator must supervise a recorder. Finally, it is the Coordinator's job to see that Commanders who must retum to the next meeting receive reminders and are listed on the agenda ».3) Recorder - ensures that the meeting highlights are documented strategies and tactics are described, and an accurate record of points for follow-up meetings is maintained. 4) Establish Base Figures The most accurate PNP Crime Statistics for 2013 is designated as the base figures from which all units will determine if the implementation of this SOP had an impact on crime by the end of 2014 and the succeeding years. 5) Establish Specific Objectives a) All great people have one thing in common: they know what it is they want to achieve. This principle applies to law enforcement as6) well. It is critical for the success of this SOP that the Commanders at all levels of Command, in concert with top-level commanders, selects three to five crime specific objectives for the year or any reasonable period of time. This is important because establishing specific objectives sends a powerful message to all units: patrol, intelligence, investigation, police community relations, and others that such goals and objectives are worthy of focus and attention. b) Objectives are “achievement or impact” statements, not ‘enabling or process” ones. Achievement or impact objectives define the desired outcomes of an activity, whereas enabling or process objectives describe the tactics and strategies used to achieve the outcomes. Examples of specific objectives: b.1) To reduce robberies and thefts; b.2) To curb physical injuries on the streets; b.3) To reduce fear of crime of citizens; or b.4) To eliminate physical and social disorder in neighborhoods. ©) Objectives should not be expressed in percentages or numbers, for example, reduce robberies by 5%. This could lead to early disappointment of target if not met. On the other hand, if the 5% reduction is achieved, personnel might relax and disregard the objective because the target has been met. d) The Commander must be careful not to include administrative objectives because often, administrative objectives reflect output rather than outcome. Examples of administrative objectives: increase the number of foot patrollers; increase the number of Personnel in the checkpoint; and organize investigation or intelligence teams to run after criminal gangs or most wanted persons. Prepare all Members of the Command Unit leaders should allot time to describe and explain the rationale of this SOP to personnel in a personal manner as the size of the unit may allow. Full explanations will ease tension and mitigate anxiety about the procedures. Taking time to fully inform all members will gain supporters who will be important for the success of this SOP This can be done during the regular PICE session to allow personnel to ask questions and prevent some to misunderstand or consider the innovation as a personal threat. Phase Two: Implementation In implementing this SOP, it is critically important. that Commanders are regularly provided with accurate and timely intelligence.1) Timely and Accurate Intelligence a) Crime analysis is used to establish: crime hotspots, and crime patterns. A geographical area, a single address, street block, or area consisting of several blocks is deemed a crime hotspot whenever a higher density or a series of criminal events occur in that location. Examples of hotspots are: a.1) Series of robbery incidents within the three blocks vicinity of SM North EDSA during morning and evening rush hours. 2) Reported drug sales at Matang Tubig in Benitez St., Cubao, especially during weekends resulting in several ‘complaints from nearby residents. a.3) Jewelry and purse snatchings along Matindi Highway occurring between 8 and 10 PM mostly during Wednesdays and Fridays. b) A “crime pattern” generally reflects one criminal activity, often involving the same offender or group of offenders, but occurring in several locations rather than in a single location. Examples of crime patterns are: b.1) Series of akyat bahay incidents spanning five barangays in Pasay City particularly in the early mornings between 1:00 AM to 3:00 AM. b.2) Four incidents of motorcycle theft in free public parking areas in Valenzuela City over a period of one week. b.3) Series of shooting incidents involving two suspects riding in tandem on a blue motorcycle resulting to homicide and injuries. ©) Integrity and “granular” details of crime data are critical in the conduct of reliable crime analysis. Commanders at all levels must ensure that every crime incident is recorded in the Incident Report Form (Annex “A”) and uploaded daily to the Crime Information Reporting System (CIRS). It shall likewise be refiected daily on a crime map. d) Data contained in CIRS can eventually be reduced to line graphs, bar graph or pie chart to establish crime pattern such as but not limited to: time periods where crimes are mostly committed; exact location where thefts are being committed (inside malis or outside malls?) profile of victims or offenders, and others.e) Crime Map. (Annex “B”) Accurate and current crime data when plotted on a map provides a visible picture of problems across ‘the city/municipality and within precincts. By comparing crime maps over time, the data provides an overview of police response. When reviewed precinct by precinct, the data identifies troubled locations or hotspots. f) Other sources of data for analysis are the following: £1) Information reported by the public through several means (Patrol 117; SMS; and the social media such as, Twitter, FB and others); £.2) Intelligence reports and field interrogation reports; £3) Information from other agencies @.g., PNP’s CIDG, IG, HPG, AKG, ACG; PDEA; AFP; and other LEA's. £4) Prisoners and detainees debriefings; £.5) Informants; and £6) Information from police auxiliary, barangay tanods, citizen patrols, security guards, and other force multipliers. Crime analysis is also used as a guide in designing a specific police response to a given crime problem and the accurate deployment of personnel and resources. If there would be no changes in hot spots and patterns over a considerable period of time, adjust or change the current method of police response 9) 2) Develop Effective Strategies and Tactics a) Development of effective strategies and tactics requires a shift from a one-dimensional approach where crime problems are analyzed one problem at a time to analyzing problems and issues by geographic units of analysis b) Since the unit of analysis is a geographic area, this means that all problems and issues are analyzed within that single geographic area. Although unit leaders or patrol commanders are ultimately accountable in problem resolution, Commanders of specialized units (such as intelligence, investigation, police community relations) are expected and held accountable for assisting the unit or patrol leader. One significant outcome of this operating mode is that rather than the formula of one issue/one tactic, the result should be multiple problems and issues, multiple specialized units, and multiple strategies and tactics. °) ‘One example of this operating mode is the OPLAN LAMBAT- SIMBAT of NCRPO that addresses murder, homicide, robbery, theft and carnapping in Metro Manila. (Annex “C”) By using several anti-crime strategies and tactics — like the “fishing nets and spears’ - NCRPO is able to address multiple crime 9problems and issues. These strategies and tactics include the following: ¢.1)Checkpoint — conduct of at least 2 hours police check of vehicular and/or pedestrian traffic by at least 8-man complement in a place normally considered chokepoint or crime hotspot in order to enforce control measures, laws, ordinances and other regulations; police stations shall be required to organize a minimum of 3 teams and conduct simultaneous checkpoints within 8 or 12-hour shift; ¢.2)Oplan Bakal/Sita — conduct of spot checks on persons at bar joints and/or areas considered crime prone or hotspots in order to confiscate loose firearms and deadly weapons and prevent them from being used in crimes. It further aims to arrest or neutralize would-be motorcycle riding and walking criminals; ¢.3)Mobile Patrol — one or more police officers (usually 2 or buddy system) conducting patrol within designated sector using land based conveyance such as bicycles, motorcycles and motor vehicles in order to maintain order, prevent crimes and enforce laws and local ordinances. The number of operations shall be based on the number of mobile patrols per 8 or 12-hour shift; c.4)Beat/Foot Patrol - one or two police officers (usually 2 or buddy system) moving about on foot within the designated beat in order to maintain order, prevent crimes and enforce laws and local ordinances. The number of beat patrol operations shall be based on the given number of beats per 8 of 12-hour shift .5)Oplan_Katok - physical verification and accounting of registered firearms through house visitation of known address indicated by the licensed firearm owners/holders. It aims to prevent or address the proliferation of loose firearms and ensures that the licensed firearm holders are residents of the addresses as indicated in the data of FEO. Police stations shall be required to conduct a minimum of 40 *katok” operation or house visitations or verification of registered firearms per day; ¢.6)Oplan Galugad — conduct of saturation drives at critical areas or places where illegal activities like illegal drug pushing, illegal gambling and other street crimes are rampant. It aims to arrest criminal suspects and wanted Persons from their suspected hideouts; 10©.7)Oplan Bulabog ~ conduct of saturation drive, spot checks and inspection at the barangays especially in crime prone places targeting unregistered, undocumented and stolen motorcycles; os iumiakoes Senta ot Search “Warrania” and” Warranis-of — focused law enforcement operations targeting emia suspects, gangs and syndicates listed in the PNP Watch List and Target List. It likewise involve the sustained manhunt operations to arrest Most Wanted Persons (MwPs); c.9)Aggressive_anti-carnapping operations - inclusive of the implementation of the afore-cited police interventions, especially in Checkpoint Operations, Oplan Sita and Oplan Bulabog, is the aggressive enforcement of R.A. No. 6539, P.D. No. 1612 and R.A. No. 4136 to address carapping of motor vehicles and theft of motorcycles: ¢.10)Focused intelligence operations - conduct of intelligence and counterintelligence operations and related special operations aimed at identifying and neutralizing groups or Personalities involved in criminal activities especially those using motorcycles as part of their modus operandi and those suspects associated with robbery and camapping groups including their network and support systems. Close coordination with NOSUs like CIDG, HPG, AKG, IG, MG, AVSEGRP and other agencies like the AFP, NBI, and LTO especially on information sharing and intelligence fusion, is enhanced and undertaken periodically to achieve commonality in purpose or objectives; and ¢.11)Police Community Relations — other than organizing and mobilizing force multipliers, this strategy would likewise primarily involve conduct of aggressive Information Operations to raise community awareness and generate support and cooperation in the unit's crime control and public safety program. d) However, it is also useful to bear in mind that best practices do not necessary travel. This means that while the above cited cocktail of strategies and tactics may effectively work in Metro Manila, the same may not achieve the same results in other jurisdictions. Hence, unit leaders are expected to thoroughly analyze their own respective crime problems and public safety issues in order to design strategies and tactics that are most responsive to the realities of their specific geographic area. 13) Rapid Deployment Of Personnel And Resources a) As soon as strategies and tactics are developed, everyone that is given a task should waste no time and immediately realign resources and begin to implement the tasks given him or her. He or she is held accountable for implementing the agreed-upon strategies and is required to report on progress at the next weekly meeting. b) As a result, urgency to action is developed that ensures rapid response to problems. This rapid response begins to develop the impression that the police are effective and on top of community concems. ©) In the next weekly meeting, the two most important questions the Commander should ask are these: Did you apply the solutions that we designed, and what were the results? Probing for knowledge, information, and signs of constant and consistent attention to the problems and the process is the guarantor of success. d) However, before any realignment of resources is made, it is important that Commanders should first firmly establish designated foot patrol beats and mobile patrol sectors in his or her AOR. This beats and sectors, accurately recorded and identified on a map, are designated depending on the current crime hot spots and crime pattems established in the crime analysis. (Annex “D") It is from this established beats and sectors that rapid deployment of personnel and resources will emanate as changes of hotspots and patterns dictate. 4) Relentless Follow-Up and Assessment a) The term relentless is an emotionally charged adjective that encapsulates several forces — determinism, doggedness, urgency, energy, and single-mindedness. These are all forces that improve performance by virtue of the fact relentless or consistent follow-up increases alertness, productivity, and attention to detail b) Relentless follow-up and assessment is the function of Commanders. He or she does this process on a daily basis. The following are recommended tasks for Commanders that they can use to follow up on their problem solving: b.1) Get out of their offices and drive around their jurisdiction to see what conditions are really like. b.2) Review complaint reports of crimes daily b.3) Frequently review crime analysis materials prepared by the investigation personnel. 12b.4) Meet regularly with several stakeholders such as the business groups, POC, homeowners’ association, and others. 5) Meeting Rooms a. The meeting room (Annex “E”) should be large enough to arrange one section for the Meeting Facilitator and other top- level commanders; one section for the reporting commander and relevant staff and commanders of specialized units; and sufficient seats for observers, and other personnel and representatives from the private, government agencies and non- government organizations; and b. The meeting should accommodate a video screen to display crime maps and other equipment for displaying related data. Two types of information should be displayed: b.1) Crime data for the problematic areas and crime map graphically displaying the areas or sub-areas of a concerned geographical area; and b.2) Deployment of all patrol personnel or if possible personnel and resources of specialized and support units. 6) Meeting Procedures a. On the first meeting, the Deputy Chief of Police or the Reporting Officer designated by the Commander should present the result of analysis of the specific crime problems the unit intends to solve. He or she then draws creative ideas and suggestions on possible solutions to the problems. Solutions as earlier mentioned, may involve multiple strategies and tactics. Implementing these strategies and tactics would also require integration of resources and expertise of patrol and specialized units (Annex “F”); b. It should be made clear to those present that those tasked units or personnel must report during the next meeting results of the solutions or interventions that will be applied for the coming week; c. On the succeeding meetings, the designated Reporting Officer should report summary of events and progress on the relevant time period and for the geographic area under his or her command; d. The Reporting Officer may ask the Commanders of specialized units assisting the patrol with a particular problem to report their activities and results. Other personnel may be asked to provide greater detail or review the tactic or strategy being applied to a 13particular problem; The Commander or Meeting Facilitator should ask question to the Reporting Officer at any time during the presentation to ensure information exchange is relevant and to the point; The Meeting Facilitator's questions should focus on the following four topics: £1) Detailed description of problem areas; £2) The strategies and tactics used to solve specific problems; £3) The results of the actions taken; and £4) The necessary follow up. . If results are not anticipated, the Meeting Facilitator should check whether all available resources were deployed to attack the problem. He or she should likewise check to ensure that specialized units are cooperating to solve particular crime problems; The Meeting Facilitator may suggest other resources and approaches or variations of a strategy or tactic that have previously worked well on similar problem. For example he or she may suggest that the community, the schools, churches, and civic or other private organizations be approached to secure their help and cooperation in solving the problems; ‘The Meeting Facilitator may be direct and describe the action he or she wants to be taken or may ask the opinion of the Reporting Officer and other meeting participants on what would work; It must be made clear to the Reporting Officer that the newly designed strategy be applied and he or she is expected to report on the results during the next meeting. At the end of his or her presentation, the Reporting Officer may want to recognize personnel or unit that made significant contributions to the solution of the problem; . In questioning the Reporting Officer, the Meeting Facilitator should stay focused on the purpose of questioning. Questions should be designed to ensure that the Reporting Officer is aware of all problems and issues in the geographical area or neighborhood; prioritizes them correctly and has action and follow up plans in place; The questioning should also be designed to ensure that the Reporting Officer is evaluating all these strategies and tactics and altering or experimenting with different applications if the desired results are not being achieved; 14m. Questions should also provide the Reporting Officer with new approaches to consider in designing solutions to the problems, ‘ensure that all specialized units are cooperating with patrol, and ensure that the crime reduction objectives are being achieved; and 1. Finally, questioning is used to apply pressure (gentle at first, harsher if needed) to spur to action those commanders who do not appear to be actively involved in or concerned about solving problems. c. Phase Three: Review and Evaluation “Accountability breeds response-ability.” (Stephen Covey). The ability of the police to respond to crime problems in their area of responsibility is greatly enhanced if they realize that they are accountable primarily to the people. It is therefore critically important that a Local Review and Evaluation Committee shall be established in every jurisdiction. a. The Local Review and Evaluation Committee shall be composed of the following: representative from the higher level of PNP command; a Local Chief Executive or his or her official representative; a member of the media; a member of the academe; representative from church or religious organization; representative from the business sector; representative from relevant civil society organization or NGO; and a reputable member of the senior citizens; s It should function both as a sounding board or accountability group to which the unit shall regularly report both to gain outsiders’ and clients’ Perspective in the design of solutions or the assessment of the effectiveness of interventions in delivering results; and c. The concemed unit leader should arrange and invite all members of the Local Review and Evaluation Committee in his or her jurisdiction to attend the weekly meeting, once or twice a month, depending on the urgency or importance of the crime or quality of life problems being addressed. 8. RESPONSIBILITIES: a DO Shall be the Office Primary Responsible (OPR) for the effective implementation of this SOP. 15b. DIDM 1) Ensure that accurate and reliable crime data are being prepared weekly in all Police Stations nationwide; 2) Initiate investigation and recommend immediate disciplinary action against Commanders found to have been directly involved in shaving or remiss in ensuring integrity of their crime data; and 3) Improve the CIRS such that weekly crime data and crime map are made available to all levels of the Command. c. DI 1) Assist and coordinate the development of the nationwide target list, wanted list, and watch list of criminal gangs and personalities as well as list of prolific offenders in each Police Station nationwide; and 2) Assist and support territorial and specialized units in prioritizing and neutralizing criminal gangs and personalities. d. DPCR Develop a sustainable program to ensure that independent perception surveys on crime and public safety are being conducted ‘semi-annually or annually at the national and regional levels. DHRDD 1) Design a training program for this SOP in coordination with the QUAD Staff and the PPSC; and 2) Ensure the training program is integrated in the special courses of PNP-Training Service (TS) for COPs/CDs/PDs/RDs and in the relevant career courses of PPSC. f DL Provide and regularly include the software and hardware requirements of this SOP in the regular program of equipment acquisition. g. DICTM 1) Ensure that GIS and CIRS are integrated into one single crime database to provide all levels of the Command with real time access to crime data and crime maps; and= x 2) Design the crime database such that integrated GIS is capable of projecting deployment of police resources in relation to crime incidents during a specific time period NOSUs (AKG, ACG, CIDG, HPG, IG and others as needed) Assist and provide territorial units with respective resources and expertise. Commanders (All Levels) 1) Ensure that this SOP is a primary management tool in achieving the ultimate objective of reducing crime and improving public safety in respective AORs; 2) Responsible for the accomplishment of tasks during all phases of this SOP from the Preparation Phase to the Review and Evaluation Phase; 3) Ensure that weekly meetings are strictly being held: every Monday at 2:00 PM for the Police Stations; every Tuesday at 8:00 AM for the NCR Districts/PPOs; and every Wednesday at 8:00 AM at the PROs; 4) Ensure that all subordinate leaders and chiefs of offices under his or her operational control are held accountable in the accomplishment of their respective tasks and objectives; and 5) Create appropriate Validation Teams headed by DPDO/DDDO/DRDO, as the case maybe, to conduct random inspections to ensure effective implementation of this SOP by units under their respective jurisdictions Chief of Intelligence (All Levels) 1) Develop targets for focused intelligence and law enforcement operations; 2) Assist in analyzing crime data and identifying the two main products of crime analysis: all the hotspots in the AOR; and all crime patterns; and 3) Assist in developing measures to address crime and public safety problems. Chief of Operations (All Levels) 1) Act as the Meeting Coordinator. As such, he is responsible for scheduling meetings, inviting resource persons and observers, 7preparing the agenda, preparing the meeting rooms; and follow-up tasks given to certain individuals or units; 2) Provide a Recorder for every meeting. A transcript of the meeting should be made available to all concemed the very next day after the weekly meeting; 3) Assist in analyzing crime data and identifying the two main products of crime analysis: all the hotspots in the AOR; and all crime patterns; and 4) Assist in developing measures to address crime and public safety problems. Chief of Investigation (All Levels) 1) Act as the principal analyst of the Commander. In larger offices, he may have Crime Analysis Unit or a set of analysts. As lead analysts, his office is responsible for the preparation and presentation of required data during the regular meetings; 2) Assist in analyzing crime data and identifying the two main products of crime analysis: all the hotspots in the AOR; and all crime pattems; and 3) Assist in developing measures to address crime and public safety problems. . Chief of Police-Community Relations (All Levels) 1) Publish success stories resulting from the implementation of this SOP in the mainstream and social media; 2) Organize and mobilize force multipliers for patrol and intelligence operations; and 3) Assist in generating public awareness and support for the unit's anti-crime measures. 9. SANCTIONS: Any violation or non-observance of this SOP by the unit commander shall be dealt with administratively as may be warranted by evidence. Immediately higher unit commanders shall be included in the investigation under the principle of command responsibility. If evidence further warrants, criminal complaints shall also be filed against those who may have committed acts or omissions contrary to the Revised Penal Code or any special penal statutes. 1810. REPEALING CLAUSE All other SOPs, directives, and issuances contrary to this Standard Operating Procedure are hereby rescinded. 11. EFFECTIVITY: This SOP shall take effect after 15 days from filing a copy thereof at the UP Law Center in consonance with Section 3, Chapter 2, Book VII of Executive Order 292 otherwise known as the “Revised Administrative Code of 1987,” as amended.