LEA 300 Final Topic: Law Enforcement Operations and Planning with Crime Mapping PDF

LEA 300 Law Enforcement Operations and Planning with Crime Mapping FINAL TOPIC Prepared By: Joanne C.  Question 1.What do you think is the importance of studying law enforcement operation and planning with Crime Mapping? 2. What is the essence of Crime Mapping in Law Enforcemen...

LEA 300 Law Enforcement Operations and Planning with Crime Mapping FINAL TOPIC Prepared By: Joanne C.  Question 1.What do you think is the importance of studying law enforcement operation and planning with Crime Mapping? 2. What is the essence of Crime Mapping in Law Enforcement Operation? 3. What is the Concept of Crime Mapping? 4. What are the Three Main Function of Crime Mapping? 5.What are the 5 Crime Mapping Techniques? 6. Which Software is used for Mapping Crime information? 1. It improves COOPERATION from the public, assures the Police a RELIABLE SOURCE of criminal information for the arrest of suspects and PROVIDING TESTIMONY in any subsequent court trial. 2. Crime Mapping is very important tool in managing and controlling crime in an area. By analyzing the spatial and temporal data provided by maps, Investigators are able to understand the crime patterns and trend it also help in resource allocation and in geographical profiling of criminals and suspicious location. 3. Crime Mapping allows researchers and practitioners to explore crime patterns, offender mobility and serial offenses over time and space. Within the context of local policing, crime mapping provides the visualization of crime clusters by types of crimes, thereby validating the street knowledge of patrol officers. 4. The three main functions of crime mapping are to facilitate visual and statistical analyses of the spatial nature of crime and other types of events, to enable analysis to link unlike data sources based on common What is the meaning of crime mapping? Crime mapping - is a term used in policing to refer to the process of conducting spatial analysis within crime analysis. A process of using a geographic information system to conduct spatial analysis of crime problems and other police-related issues. Crime mapping is used by analysts in Law Enforcement Analysis to map, visualize, and analyze crime incident patterns. It is a key component of Crime Analysis and the COMPStat (Compare Stats) a police management System created by the NYPD in 1994. GIS - (Geographic Information System), which is a computer system that analyzes and displays data that is connected to a specific location. GIS uses a combination of hardware and software to store, manage, and visualize geographic data.  There are five key applications in crime mapping. These applications are ; 1. Thematic mapping 2. Non-graphical indicators 3. Hot spots 4. Spatial regression and 5. Geographic profiling. 1. Thematic Mapping - A thematic map is a type of map that portrays the geographic pattern of a particular subject matter (theme) in a geographic area. This usually involves the use of map symbols to visualize selected properties of geographic features that are not naturally visible, such as temperature, language, or population. 2. Non- Graphical indicators -These are global level statistics indicating the strength of spatial autocorrelation( is the tendency for areas or sites that are close together to have similar values.), but not its location. They are used to determine whether crime incidents are clustered or uniform, and to indicate the strength of spatial autocorrelation. Some examples of non- graphical indicators include: Moran's I: A test for global spatial autocorrelation Geary's C statistic: A test for global spatial autocorrelation Nearest Neighbor Index: A test for global spatial autocorrelation 3. Hot spots - Crime hotspots are areas that have high crime intensity. These are usually visualized using a map. They are developed for researchers and analysts to examine geographic areas in relation to crime. 4. Spatial Regression- it allows the spatial diversification of crime in space to be analysed and to identify its underlying causes. This method can only be used for address data in the form of point data or data aggregated to smaller areas. 5. Geographical Profiling - is an investigative technique that uses the locations of a connected series of crime to work out where an offender most likely lives, or bases their activities from.  Police Operational Manual Revised PNP Operational Procedures (POP) Rule 4-Pre-Operational Clearance Rule 5- Inter-Unit Coordination Rule 6-Requirements for Police Operations Rule 7- Use of Force During Police Operations Rule 8- Use of Firearm During Police Operations Rule 9- Patrol Procedures Rule 10-Spot Checks/Accosting and Pat-Down Searches, as embodied in the Revised PNP Operational Procedures (POP)  RULE 4- PRE-OPERATIONAL CLEARANCE: No police operation shall be conducted without the approval of the Chief/Commander /Head of the concerned Police Unit/Office. A pre-operational clearance shall be filed by the Team Leader of the Operating Team/s prior to the conduct of the operation and shall be approved by the concerned Police Unit Commander. This clearance shall be submitted to the operations section/division of the concerned police for record purposes.  RULE 5- INTER-UNIT COORDINATION; - Personal Coordination or by Official Representative: Team Leader/s (TL) of local police units operating outside their territorial jurisdiction and National Support Units (NSUs) shall coordinate personally or through an official representative, with the Police Regional, Provincial or City Police Office within whose jurisdiction, the operation is to be conducted.  Coordination by Filing Coordination Form:  Prior to the launching of the operation, except in cases where the formal (in writing) inter-unit coordination cannot be made due to the nature and/or urgency of the situation such as, but not limited to, cross-jurisdictional pursuit operations, coordination should be made formally using the prescribed Coordination Form, which shall be filed with the concerned operation center of the Police Regional, Provincial or City Office (Annex A-Coordination Form) Coordination by Practical/Available Means of Communication: In case where 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 any time during the operation, and if not feasible, shall accomplish and furnish the territorial Police Office a written incident report immediately after the termination of the operation.  RULE 6- REQUIREMENTS OF POLICE OPERATIONS: 6.1 Basic Requirements: Police operations like arrest, search and seizure, checkpoint, roadblocks, demolition and civil disturbance management shall be conducted, as follows: With a marked police vehicle; Led by a Police Commissioned Officer (PCO); With personnel in prescribed police uniform or attire. BASIC REQUIREMENTS OF POLICE INTERVENTION OPERATIONS WARNING BY USE OF MEGAPHONES During actual police intervention operations, the TL shall use peaceful means including the use of megaphones or any other similar instruments to influence/warn the offenders /suspects to stop and/or peacefully give up.  a. PROCEDURES FOR SPOT CHECK / ACCOSTING  a. When approaching the individual, the police officer shall clearly identify himself as a police officer. If not in uniform, by announcing his identity and displaying official identification card and/or badge.  b. Police officers shall be courteous at all times but maintain caution and vigilance for suspicious movements like tending to retrieve weapon, conceal or discard contraband, or other similar actions.  c. Before approaching more than one individual, police officers should determine whether the circumstances warrant a request for back-up and whether the spot check/ accosting can and should be delayed until such back-up arrives.  d. Police officers shall confine their questions as to suspect’s identity, place of residence, and other inquiries necessary to resolve the police officer’s suspicion. b. Body Frisk/Pat-Down Search: feeling of the outer garments of an individual for weapons only. GROUNDS FOR BODY FRISK/PAT DOWN 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 indication suggesting that the suspect is carrying a firearm or other deadly weapon; and g. Whenever possible, pat-down searches should be performed by police officers of the same gender.  Reporting After the Spot Check/Accosting or Pat-Down Search: If after conducting a spot check/accosting or pat-down search, the police officer has no basis for making an arrest, he should record the facts of such spot check/accosting or pat-down search and forward a report to the appropriate authority. If the spot check/accosting or pat-down search gives a justification for a valid warrantless arrest, then an arrest shall be made.  The PNP Strategic Focus for 2013 and beyond:  Strategic Focus 1: Competence  -Intensify Policy Reform;  -Review and pursue legislative agenda;  -Improve the Field Training Program (FTP) with emphasis on Field Training Exercise (Patrol, Traffic and First Responder);  -Standardize specialized courses for operational support staffs/units/teams;  -Improvement of existing Non-Uniformed Personnel (NUP) courses for NUPs; and  -Enhance operational procedures and practices. Strategic Focus 2: Organizational Development - Streamline the organization - Implement the concept of “My IP is the Key”, at all levels nationwide; - Standardize recruitment, selection and placement of police personnel; - Instill leadership down to the lowest level to communicate and implement changes; and - Complement or support organizational development through efficient resource management.  Strategic Focus 3: Discipline - Establish mechanism to determine the level of discipline of PNP personnel; - Institutionalize reforms and mechanisms to fast track the resolution of administrative cases against PNP personnel; and - Enhance counter-intelligence efforts against erring PNP personnel.  Strategic Focus 4: Excellence  - Integrate the “Subukan Nyo Po Kami” SMS Center with the PNP TXT 2920;  - Establish an effective feedback mechanism as the basis for evaluation and assessment on the performance of field units;  - Fully implement the ICT - assisted based system to support administrative functions, investigation and police operations;  - Redesign the PNP uniforms and institute safeguards against unauthorized manufacture and use; and  - Provide quality service to the people and the community. Strategic Focus 5: Professionalism - Standardize Placement and Promotion System based on merit and fitness at all levels; - Develop various levels of expert professionals in the organization; - Rationalize Rewards and Incentive System and Enhance Morale and Welfare Program; - Continuously review and update police operational procedures and other policy manuals; and  -Improve internal and external communications through pro-active media program. The Process of Strategic Planning:  Task 1- Develop Mission and Objectives  Task 2 - Diagnose Environmental Threats and Opportunities  Task 3 - Assess Organizational Strengths and Weaknesses  Task 4 - Generate Alternative Strategies  Task 5 - Develop Strategic Plan  Task 6 - Develop Tactical Plan  Task 7- Assess Results of Strategic and Tactical Plan  Task 8 - Repeat Planning Process  In the process, the police administrator can use the potent tool of alternatives.  ALTERNATIVES- (OPTIONS) are means by which goals and objectives can be attained. They may be policies, strategies or specific actions aimed at eliminating a problem. Alternatives do not have to be substitutes for one another or should perform the same function.  For example, our goal is to “improve officer-survival skills.” The plan is to train the officers on militaristic and combat shooting. The alternatives could be:  Alternative 1- Modify police vehicles  Alternative 2- issuing bullet-proof vests  Alternative 3- Utilizing computer assisted dispatch system  Alternative 4- Increasing first-line supervision, etc.  OBJECTIVES OF POLICE PLANNING:  1. To increase the chances of success by focusing on results and not so much on the objectives;  2. To force analytical thinking evaluation of alternatives for better decisions;  3. To establish a framework for decision-making consistent with the goal of the organization;  4. To orient people to action instead of reaction;  5. To modify the day-to-day style of operation to future management;  6. To provide decision-making with flexibility;  7. To provide basis for measuring original accomplishments or individual performance; and  8. To increase employee and personnel involvement and to improve communication. CHARACTERISTICS OF A GOOD POLICE PLAN: 1. With clearly defined Objectives or Goals; 2. Simplicity, Directness and Clarity; 3. Flexibility; 4. Possibility of Attainment; 5. Must Provide Standard of Operation; and 6. Economy in terms of Resources needed for implementation. THE GUIDELINES IN PLANNING:  The five (5) W’s and one (1) H  1. What to do-mission/objective;  2. Why to do-reason/philosophy;  3. When to do-date/time;  4. Where to do-place;  5. Who will do- people involve;  6. How to do- strategy RESPONSIBILITIES IN PLANNING: 1. BROAD EXTERNAL POLICY PLANNING - is the responsibility of the legislative branch of the government. The main concern of the police in this broad external policy planning is assisting the legislature in their determination of police guideline through the passage of appropriate laws or ordinances for the police to enforce.  2. INTERNAL POLICY PLANNING - is the responsibility of the CPNP and other Chiefs of the different units or headquarters within their areas of jurisdiction to achieve the objectives or mission of the police organization. They are responsible for planning, organizing, staffing, directing, coordinating, controlling, reporting and budgeting for the police organization within existing policies and available resources. For maximum police effectiveness, they shall be responsible for the technical operation of the police organization and management of its personnel.  POLICE PLANNERS:  1.Executive Managers- are concerned about the vision of the organization, strategic planning, and long-range and general plans. They tend to spend more time on planning than those at other levels in the organization because of the needs to prepare the organization to adapt to changing environment conditions and to balance and integrate diverse expectations about police activities and behavior.  2. Middle Managers- (e,g Captains and Lieutenants) participate in all types of plans and provide both general and specific plan implementation. They are particularly concerned with operational plans. They are probably the most critical persons in determining the success or failure of a plan. They need to make adjustments that become necessary when the plan is implemented because it is difficult to anticipate all possible contingencies. The police develop another approach to solving problems when they see that the approach to solving problem as planned is less effective.  3. Supervisors- oversee the day-to-day activities of officers as they implement plans. They can also play a key role in gathering data concerning plan efficiency and effectiveness and in making suggestions as to how plans can be changed. Supervisors, as a result of their daily interaction with operational personnel and first-hand observation of community problems, may be the most important persons in the organization in proposing new theories and hypotheses concerning police activities and behavior. The success or failure of the police organization is determined more by what supervisors do or do not do than any other person or position in the organization.  4. Patrol Officers and Investigators- in police departments in which there is widespread employee participation, not only participate in the planning but also provide feedback concerning plan efficiency and effectiveness. In some community policing programs, officers have the responsibility for managing members of the community, and even employees of other organizations, in responding to problems. This managerial role requires that officers engage in all four functions of management: 1) developing plan; 2) organizing community members; 3) providing leadership by motivating and supervising citizens; and 4) evaluating and controlling. .. to be continue next year 2025...