Barangay Peacekeeping Operations

and
Quality Service Lane
 Barangay
Peacekeeping
Operations
(BPO)

Barangay
Peacekeeping
Action Teams
(BPAT)
 A. INTRODUCTION

 Past community policing systems

 Koban of Japan and Singapore
 Community partnership called bayanihan
 Various strategies and concepts to curb criminality and
maintain peace and order (most were unsustainable)
 Peacekeeping concept responsive to the unique peace and
order condition in the Philippines.
 RATIONALE
 Role of
 Barangay
 Tanod Bantay Bayan
 CVOs
Barangay auxiliaries NGOs
Peoples Organization
 Partners in community development
 PNP active role in ISO
 BPAT will metamorphose into an effective neighborhood security and
public safety effort to assimilate the police organization into the
community itself
 The community is the police and the police is the community.
 PROBLEM

 Police visibility is the main thrusts

 Visibility may not work in all situations
 Members of the community must share in fighting crime
 ORGANIZATION AND OPERATIONALIZATION
OF THE BARANGAY
PEACEKEEPING ACTION TEAM

 Pursuant to the authority of the National Peace and Order

Council and the Philippine National Police, the Barangay
Peacekeeping Action Team ( BPAT) is hereby created as the
primary operators to conduct community Oriented Policing
and Public Safety System. The BPAT will be composed of PNP
supervisor, Barangay Chairman, Ex-O, Barangay Tanod
(sectoral representatives, police auxiliaries.
 MISSION

 To conduct peacekeeping activities in association with the

various sectors of the community and ensure their continuous
support towards the maintenance of peace and order and
safety in the community.
 VISION

 A peaceful and orderly community is organize and responsive

to the safety and security needs of its citizens in cooperation
with the local police.
 FUNCTIONS

 Organize and mobilize various sectors of the community is

support of the maintenance of peace and order and safety.
 Conduct crisis management, disaster mitigation, search,
rescue, and relief operations within the community.
 Strengthen and support the Barangay Justice system (Lupong
Tagapamayapa).
 Conduct crime prevention and deterrence measures to
protect the vulnerable sectors of the community.
 BARANGAY PEACKEEPING OPERATIONS

- Anti- Crime Strategy

Empower all stakeholders
Aims to draw strong support and active participation in the
field of intel gathering
Sound policing germinates in effective policing
Ensure the effective prevention control and suppression of
crime and efficient management of disasters and
emergencies
 CORE COMPONENTS

 Change Management
 Problem Solving
 Community Partnership
 Change Management

 Fully absorb and adopt the strategy.

 Work together and make necessary adjustment for the
community.
 Recognize and overcome change.
 Problem Solving

 Method of looking deeper into the cases of problems.

 Treated socially and culturally
 Every incident must be carefully evaluated and analyzed on a
case to case basis
 Community Partnership

 Policing and law enforcement for the neighborhood

 Cooperate and participate to make the strategy work
 Community involvement in providing information and getting
involved in investigation.
 OPERATIONAL PARADIGM

LAWS, RULES AND Peaceful,

PNP/LGU/ IMPROVED Progressive
REGULATIONS, BPO
PEACE AND
POLICIES, COMMUNITY System Self-policing
ORDER
ISSUANCES community

REPORT/FEEDBACK
 CONCEPT OF OPERATIONS

 Barangay Officials
 Barangay Tanods
 Other Force Multipliers
 Establishment of Barangay Peacekeeping Desks (BPDs)
 FUNCTIONS OF BARANGAY PEACEKEEPING DESKS (BPDs)
 Coordinate and mobilize Barangay Tanods and other Force
Multipliers to augment the PNP personnel in the aspect of
barangay peacekeeping operations.
 Act as liaison between the police and barangay officials in their
respective barangays.
 Analyze, conduct studies and make recommendations on how
to undertake barangay peacekeeping operations in their
locality.
 Coordinate the training of barangay tanods to enhance their
knowledge and operational skills.
 Serve as the barangay complaint and public assistance center
at their respective levels.
 BARANGAY PEACEKEEPING ACTION TEAMS (BPATs)

 Main operators of Barangay Peacekeeping

 Primary force multipliers
 BPATs MAJOR COMPONENTS

Law Enforcement - composed of barangay tanods, traffic aids,

security guards, members of Barangay Anti-Drug Abuse councils
and Anti-Crime Groups.
United Front Against Crime - composed of non-government
organizations, sectoral groups, council of elders, homeowners
association, radio groups and gun clubs.
Disaster Control - composed of Barangay Tanods, non-
government organizations and volunteer groups
Case Tracking and Monitoring - composed of non-government
organization, volunteer groups and the academe.
 DAILY ACTIVITIES OF BPATs

 Roll Call Training

 Maintenance of Uniform and Individual Equipment
 Keeping of a Case Notebook and Journal
 Establishment of Close Working Relationship with Residents
 Identifying Crime-prone Areas and Problem Personalities
 Reporting Actions Taken
 DAILY ACTIVITIES OF BPATs

 Responding to Crime
 Lateral Coordination with Technical People
 Record Check of Suspects
 Arrest of Suspects
 Case Documentation
 Appearance as Prosecution Witness
 Establishment of communication Link with Po
 BPO/BPAT Fundamental
 BPAT desks shall be established in the City and Municipal
Police Stations or the Police Community Precincts in the Urban
Centers. The present Police Community Relations Office (PCR)
shall allocate a BPAT Office where the organization regularly
holds meetings. Consequently the PCR Officer becomes the
BPAT Officer. Traditional PCR functions and the Beat Patrol
System will be implemented by the BPAT Officers.
 BPO/BPAT Fundamental

 Members of the BPAT or organized sectors shall be selected

from among the community members who are of good moral
standing in the society.
 They shall be selected by the elected Barangay Officials
(Chairman or Kagawad) and shall be endorsed to the Chief of
Police concerned for concurrence.
 It shall be forwarded to the office of the mayor for approval.
 BPO/BPAT Fundamental

Membership from the BPAT shall be terminated on the following

grounds:
 Voluntary resignation,
 Conviction of an offense involving moral turpitude,
 Inactive status for six (6) months, and
 If a member is a nuisance to the organization or society.
 BPO/BPAT Fundamental
 Any member of BPAT may be suspended indefinitely if he/she
commits any crime or offense and properly charged before
any forum.
 Termination or suspension may be initiated/ recommended
(after compliance to the requisite due process before an
appropriate committee) by the Elected Barangay Official or
Chief of Police to the Office of the Mayor for approval.
 Termination or suspension order is immediately executory.
 BPO/BPAT Fundamental
 The advantages favor the BPAT Concept for more than the
traditional policing or the COPS because of the following:
a.broader range of police services to the public thereby
endearing the organization to the local populace,
b.One Stop service,
c.Decentralized decision making in line with the
commanders Quick Look Program,
d.Localized problem solving, and
e.Enhanced Job Scope and Performance for BPAT Officers.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
1) Awareness Phase
 Social investigation shall be conducted prior to the
recruitment of prospective members of the BPAT.
 Results of the investigation will be the basis for the
configuration of the team since no two barangays are the
same in terms of peace and order and safety situation.
 Citizens will then be informed of the formation of the new
organization which will cater to the needs of their own
community.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
1) Awareness Phase cont:
 Included in the information will be the basic knowledge on
crime prevention and deterrence and safety precautions
during calamities.
 A very important facet will dwell on the shared
responsibilities of each and every member insofar as
community peacekeeping is concerned
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
2) Organization and Training Phase
 The BPAT Officers, in close coordination with LGU and other
sectors, shall organize Barangay officials, barangay tanods,
and other potential force multipliers to compose the initial
core group of BPAT.
 They shall be organized into teams performing their specific
functions. The members will be screened and carefully
selected from among the existing Barangay officials,
barangay tanods and other anti-crime groups within the
community.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:

2) Organization and Training Phase cont:

 Chief of Police and Station Commanders of City/Municipal
Stations shall direct their policemen to include in their patrol
and visitation of the Barangays under it and establishments
which are high risk to criminal elements..
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
2) Organization and Training Phase cont:
 The PNP shall also conduct the training of the BPATs based
on a standard Program of Instructions (POI) which focuses
on law enforcement, community organization and public
information, disaster mitigation, relief and management,
and case monitoring. Also, gender and juvenile concerns
and religious consideration and human rights shall form
part of the training module.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:

2) Organization and Training Phase

 There shall be a committee composed of the Chief of
Police and representatives from NGO, Religious Sector and
LGU (City/Municipal/Barangay) as the case may be to
assess/evaluate the performance of the BPATs and its
impact to the peace and order situation in the locality.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:

3) Mobilization Phase
 The organized BPAT shall converge to their assigned BPAT
Desk in the Police Stations or PCP or community room to
account the members and disseminate to them pertinent
information before deployment to their respective duties.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
3) Mobilization Phase cont:
 Their function shall be composed of “Ronda" and other law
enforcement activities, on the spot conflict resolution,
community organization and public information and disaster
relief to hasten delivery of basic public safety services to
support police operations within the barangay.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
3) Mobilization Phase cont:
 Law enforcement function shall be limited to city, municipal,
and barangay ordinances to referrals and mediation in
accordance with RA 7160 (Local Government Code), but if
the instant case merits a hearing, it shall be coursed through
the Barangay Justice System. Cases that need immediate
police intervention must be referred to the nearest police
unit for appropriate action.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
3) Mobilization Phase cont:
 The BPAT desk shall maintain a logbook of all events and
matters that happened or acted upon during each tour of
duty. The records therein shall be considered confidential
unless required by appropriate authority.
 A. The formation and operationalization of the BPAT
shall be guided by the following principles and
guidelines:
4) Assessment/Evaluation Phase
 The concerned Police Station shall form a committee to
conduct a periodic assessment after the operationalization
of BPATS.
 BUDGET/FUNDING

 The Police Auxillary Funds can be used as remuneration of the

BPAT operatives.
 The intelligence and Peace and Order funds of the LGUs thru
the POCs can be a source of operational funds.
 Other sources
 BUDGET/FUNDING

 The Police Auxillary Funds can be used as remuneration of the

BPAT operatives.
 The intelligence and Peace and Order funds of the LGUs thru
the POCs can be a source of operational funds.
 Other sources
Quality Service
Lane
 SITUATION

 The PNP Quality Service Lane Project was conceptualized to

solve the dysfunctions within police stations, particularly in the
delivery of the basic services in the complaints desks.
 Despite numerous efforts and initiatives undertaken, the
frontline service providers fail to satisfy the expectations of the
public in terms of customer service.
 SITUATION
 Part of the PNP ITP-PGS 2016 is the initiative on the full
implementation of the Model Police Station Project in all
regions and provinces where complaint desks system are
transformed into Quality Service Lane by improving work
environment, simplifying systems and procedures.
 in a Philippine Daily Inquirer article dated March 3, 2008,
entitled, “Youngblood: Inside a Police Station", a challenge on
the basic police services provided in police stations was posed
by Karina Agudo.
 This was addressed by efforts of the PNP towards improving'
the services in the frontline units that cater to the public as
instructed by the Chief, PNP, PDG JESUS A VERZOSA.
 SITUATION
 The PNP Quality Service-Lane was also created in line with the
mandate of the Filipino People to HE President Benigno
Simeon Aquino III as embodied in the line “Kayo ang Boss Ko".
 The PNP Quality Service Lanes is an integral component of the
Model Police Station Project to satisfy the needs and
expectations of the citizens. The project will pave the way for
the adoption of a stakeholder-friendly PNP Quality Service
Lane System, as well as a ‘show window" innovation of a
service-oriented lane in every police station across the
country.
 SITUATION
 The project aims to establish and institutionalize PNP Quality
Service Lanes in all Police Stations and Offices that will provide
the initial point of contact for all citizen's/public concerns or
problems requiring police services; proactively analyze such
concerns/problems to assist in the resolution, or refer to
appropriate office for action; and, ensure timely feedback.
 SITUATION

 It has four (4) components, namely:

a. Improvement of Facilities and Equipment (Quality
Workplace);
b. Human Resource Development (Quality People);
c. Improvement ' of Systems and Procedures (Quality
Processes);and,
d. Local Government and Community Mobilization (Quality
Partnership).
 SITUATION

 The concept of the PNP Quality Service Lane includes

transforming the existing complaint desks into client-friendly
PNP Quality Service Lanes where the elevated complaint
desks found in most PNP stations nationwide shall be replaced
by a more customer-friendly quality service desk similar to
those found in private business establishments. Pending
construction of a desired model, available tables/desks can
be utilized for said purpose. The service desk must be placed in
such a way that duty police personnel and the clients are at
eye-to-eye level.
 MISSION

 provide specific guidelines for the establishment and

institutionalization of PNP Quality Service Lanes in every Police
Station, Precinct, and other PNP offices providing service to
the public across the country, as well as for the provision of
Quality Service Standards.
 provide the initial point of contact for all concerns/problems
concerning police services; proactively analyze such
concerns/problems to assist in the resolution, or refer to
appropriate office/officer for action; and, ensure timely
feedback.
 EXECUTION

a. Concept of Operation:
 To provide quality services through efficient and effective
handling of the public’s complaints and requests with the
following concepts:
1) Component (Quality Manual)
a) Improvement of Facilities and Equipment
a. 1) Establishment of Quality Workplace Standards that
promote a clean and organized^ workplace using a
team- based approached to improve the quality of
worklife.
 EXECUTION

b) Human Resource Development

b. 1) To Conduct Quality Customer Service Training-Seminars
that will tackle proper call handling etiquette, proper
face to face client interaction skills, and techniques to
exceed client expectations.
b. 2) Align the competency of the station personnel to the
Position Description that will be established to ensure the
optimum performance of their duties and
responsibilities.
b. 3) Establish clear responsibilities and accountabilities.
 EXECUTION

c) Improvement of Systems and Procedures

c. 1) Institute a Procedure and Work Instructions Manual that
will define and control the-processes in the Quality
Service Lane.
c. 2) Provide a framework for continual improvement.
c. 3) Establish an efficient and effective Records
management System to ensure the systematic control
over the creation, maintenance, use and disposition of
records.
 EXECUTION
d) Stakeholder Mobilization
d.1) Establishment of localized public-private partnership as
part of feedback and monitoring mechanism through a
MOA/MOU.
d.2) Institutionalization of Local Government support through
Peace and Order Councils for logistical and financial
requirements.
d.3) Forging partnership with other interest groups that could
provide support/assistance through covenants and other
means. ' ,
d.4) Partnership with retired ‘star-rank’ officers that could adopt
Police Stations in their localities where they reside to act as
mentors/advisers (adopt- a-police-station scheme).
 EXECUTION
2) Transforming the Existing Complaint Desks into Client- Friendly
PNP Quality Service Lanes
 The elevated complaint desks found in most PNP stations
nationwide shall be replaced by a more client oriented
quality service desk similar to those found in private
business establishments. The service desk must be placed in
such a way that duty police personnel and the clients are
at eye-to-eye level. The existing stations must be
transformed into a client-focused environment
 EXECUTION
3) Operationalization of the PNP Quality Service Lane as show
window for Quality Police Service in the Station
 The quality service desks, aside from their main functions as
referral and complaint desks, shall incorporate as its
components other previous projects required to be
established in police stations such as the HR Desks, Women
and Children's Desk, OFW Desk, PEDO Desks, Dulugang Bayan
Desks, etc. It shall be affencfed by at least two (2) or more
personnel or as many as the personnel strength -of the station
may allow and the volume of work may require. From the
service d6sks, clients’ concerns if beyond their purview or
responsibility shall be referred to the proper station or to other
government agencies as the situation may demand.
 EXECUTION

b. Implementation:
 The project will be initially implemented for pilot-testing in
seven (7) identified Police Stations: Marikina Police Station;
Police Stations 2 and 12, QCPD; Police Stations 4 and 8,
MPD; and one Police Station each from NPD and SPD.
 Implementation will subsequently be expanded to all city
and numbered stations in the National Capital Region
Police Office. Implementation by other PROs will follow.
 EXECUTION

The following are the phases of implementation:

Phase 1 - Preparation (July - August 2010)
a) Immediate transformation of existing complaint desks to a
Quality Service Lane at Marikina CPS, Stations 2 and 12 at
QCPD, and Stations 4 and 8 at MPD;
b) Immediate Selection and Training of personnel who will be
detailed at the PNP Quality Service Lanes; and,
c) Coordination with other government Agencies with no
offices in the locality for availability of forms / documents
usually requested by constituents.
 EXECUTION

Phase 2 - Pilot Testing (August - September 2010)

a) Pilot Implementation of PNP Quality Service Lanes; and,
b) Periodic visit by the TWG to identify areas for
improvement.
 EXECUTION

Phase 3 - Review and Refinement (October 2010) .

a) Assessment / Evaluation and Refinements of the
Concept; and,
b) Conduct of Audit to determine if the identified areas for
improvement have been complied.
 EXECUTION

Phase 4 - Full Implementation / Cascading (November 2010)

a) Replication in other major cities and municipalities
nationwide;
b) PROs to report compliance; and,
c) TWG to audit and issue certification of compliance.
 Operationalizing the PNP Quality Service Lane

1) All personnel of the police station/office shall be specifically

informed on the rationale and processes for Quality Service
Lane.
2) Quality Service Lane shall start from the parking area with
designated parking lots for clients, providing quality customer
service when receiving and answering client’s queries and
concerns, and should end after the feedback form has been
dropped in the survey box and client has left the parking lot.
 Operationalizing the PNP Quality Service Lane

3) The size of the desk shall depend on the floor area of the PNP
station. It shall, however, be strategically located near the
main entrance of the police station as prescribed in the
layout of the different types of police stations. For purposes of
uniformity, see attached PNP QSL Manual for the respective
illustrations and prescribed sizes of the PNP Service Desk
based on the official design of Types A, B and C police
stations constructed in different localities.
 Operationalizing the PNP Quality Service Lane

4) Executive Senior Police Officers who are responsible to the

RDs; Dirs, NSU, DDs, PDs and COPs/Station Commanders shall
be designated as PNCO supervisors for their respective
Quality Service Lanes. COPs/Station Commanders will be
responsible for the implementation and proper functioning of
their respective Quality Service Lanes and must ensure that
complainants will be informed of the actions taken and how
their concerns will be handled.
 Operationalizing the PNP Quality Service Lane

5) In case the complaints made or received fall beyond the

jurisdiction of the PNP station, personnel shall convey to the
client that the services being sought for belong to a particular
agency and that the latter shall be told as to which office
they shall aptly refer their problem. Whenever appropriate,
the contact number of the offices and even the person to
whom the problem may be referred to shall form part of the
services provided by the service desk officer.
 Operationalizing the PNP Quality Service Lane

6) PNP forms shall be made readily available at the different

Quality Service Lanes, while forms from other relevant
government agencies which do not have offices in the
locality may be requested to be obtained by the police in the
area in order to facilitate clients’ needs. In case the forms are
controlled and can only be obtained in the agencies’ offices,
list of requirements can be made available at the PNP Quality
Service Lanes for the information of the clients.
 Operationalizing the PNP Quality Service Lane

7) In coordination with Local Government Units, PNP Quality

Service Lanes established, especially in highly urbanized cities
and big municipalities, are encouraged to have minimum
office requirements available for public use such as
telephones (if landline is available) and computers.
 Operationalizing the PNP Quality Service Lane

8) Personnel who will be detailed with the quality service lanes

must be selected and trained in public speaking, customer
relations and counselling. They must be proficient in English,
Tagalog and the local dialect.
 Operationalizing the PNP Quality Service Lane

9) In case the client speaks a different language/dialect, the

abovementioned efforts shall be made to secure an
interpreter so that the complaint/ request of the client can be
understood and acted upon with dispatch.