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REVIEW NOTES IN
LAW ENFORCEMENT ADMINISTRATION

POLICE ADMINISTRATION & MANAGEMENT PAGE 1

POLICE ORGANIZATION PAGE 14

POLICE OPERATIONAL PLANNING PAGE 19

POLICE COMMUNICATION SYSTEMS PAGE 50

POLICE INTELLIGENCE & SECRET SERVICE PAGE 68

INDUSTRIAL SECURITY MANAGEMENT PAGE 83

CONTEMPORARY POLICE PROBLEMS PAGE 116

COMPARATIVE POLICING SYSTEM PAGE 130

POLICE ADMINISTRATION & MANAGEMENT CONCEPTS

The setting below shows that management is related with administration in an organizational environment.
Management pertains to the utilization of available resources in an organization while administration refers
to the processes used. The organization with management and administration is directed towards the
achievement of goals and objectives. Goals are broad statements of general and long-term organizational
purposes often used to define the role of the police, for instance, to prevent crime, maintain order or help
solve community problems. Objectives are specific short term statements consistent with an organization’s
goal.
Both goals and objectives are important because they help to identify the expectations of what the police are
doing and how productively (efficient and effective) they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work teams and their
members. Productivity means the summary of measures of the quantity and quality of police work
performance achieved, with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high productivity for
themselves, for individual contributors, for their work units, and for the organization as a whole. This involves
a commitment to the accomplishment of two different, but complimentary, police performance outcomes:
 Police Effectiveness, which measures whether or not important task goals are being attained
 Police Efficiency, which measures how well resources are being utilized.

Performance Effectiveness + Performance

Efficiency = High Productivity

The formula illustrates that one outcome is not enough; achieving high productivity requires both
performance effectiveness and efficiency.
POLICE MANAGEMENT PROCESSES
The management process involves Planning – Organizing – Leading – Controlling the use of
organizational resources to achieve high performance results.
1. Planning – is the process of setting performance objectives and identifying the actions
needed to accomplish them.
2. Organizing – is the process of dividing the work to be done and coordinating results to
achieve a desired purpose.
3. Leading – is the process of directing and coordinating the work efforts of other people
to help them accomplish important task.
4. Controlling – is the process of monitoring performance, comparing results to objectives
and taking corrective action as necessary.
Police Managerial Activities and Roles
Interpersonal Roles – working directly with other people
 Figurehead – hosting and attending official ceremonies
 Leadership – creating enthusiasm and serving people‘s needs
 Liaison – maintaining contacts with important people and groups
Informational Roles –exchange information with other people
 Monitor – seeking out relevant information
 Disseminator – sharing information with insiders
 Spokesperson – sharing information with outsiders
Decisional Roles – make decisions that affect other people
 Entrepreneur – seeking problems to solve and opportunities to explore
 Disturbance handler – helping to resolve conflicts
 Resource Allocator – allocating resources to various uses
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 Negotiator – negotiating with other parties

THE FOUNDATIONS OF POLICE ORGANIZATION AND MANAGEMENT
CLASSICAL APPROACH
The three primary areas in the development of the classical approach are:
1. Scientific Management (Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing specific task. Based on his
studies, Taylor believed that if workers were taught the best procedures, with pay tied to output, they
would produce the maximum amount of work.
With respect to this philosophy, the role of management changed abruptly from the earlier use of the
―rule of the thumb‖ to a more scientific approach, including scientifically selecting, training, and
developing workers, and ensuring that all the work would be done in accordance with scientific
principles, thus scientific management strongly adhered to the formal organization structure and its
rules.
2. Bureaucratic Management ((Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max Weber, who was the major
contributor to modern sociology.
He studied the effect of social change in Europe at the end of the 19 th Century and coined the term
BUREAUCRACY to identify the complex organizations that operated on a rational basis.
Weber believed that such an approach was a means of lessening the cruelty, nepotism, and
subjective managerial practices common in the early stages of the Industrial Revolution. (For
example, it was a standard practice to hire relatives regardless of their competence and to allow only
individuals of aristocratic birth to attain high-level positions within government and industry)
Characteristics of Bureaucratic Organization

 Division of labor based on a specified sphere of

competence
 Hierarchy of authority where its lower office is under
the control and supervision of a higher one.
 Specified set of rules applied uniformly throughout
the organization
 Maintenance of interpersonal relationships,
because rational decisions can only be made
objectively and without emotions
 Selection and promotion based on competence, not
on irrelevant considerations

3. Administrative Management - It emphasizes broad administrative principles applicable to

higher levels with in the organization.
Henri Fayol (1841-1945) – in his most influential work ―Industrial and General Management‖,
14 principles of efficient management was identified.
 Division of Work - work specialization can increase efficiency with the same amount
of effort.
 Authority and Responsibility – authority includes the right to command and the
power to require obedience; one can not have authority without responsibility.
 Discipline – Discipline is necessary for an organization to function effectively,
however, the state of the disciplinary process depends upon the quality of its leaders.
 Unity of Command - employee should receive orders from one superior only.
 Unity of Direction – there should be one manager and one plan for a group of
activities that have the same objective.
 Subordination of individual interest to general interest – the interest of one
employee or group of employees should not take precedence over those of the
organization as a whole.
 Remuneration of Personnel – compensation should be fair to both the employee and
the employer.
 Centralization – the proper amount of centralization depends on the situation. The
objective is to pursue the optimum utilization of the capabilities of personnel
 Scalar Chain – the hierarchy of authority is the order of ranks
 from the highest to the lowest levels of the organization. Besides this vertical
communication should also be encourage as long as the managers is in the chain are
kept informed.
 Order – materials and human resources should be in the right place at the right time;
individuals should be in jobs or position that suits them.
 Equity – employees should be treated with kindness and justice
 Stability of personnel tenure - an employee needs time to adjust to a new job and
reach a point of satisfactory performance; high turnover should be avoided.
 Initiative – the ability to conceive and execute a plan (through initiative and freedom)
should be encouraged and developed throughout all levels of the organization.
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Espirit de Corps –―union‖ Unity is strength; Harmony and teamwork are essential to

effective organizations.
4. Gulick and Urwick (1920-1937) - Pioneers of ―The Science of a Administration‖ (1937). In this
book, they have described the major functions of administration using the acronym
POSDCRB.
1. Planning – working out in broad outline the things that need to be done and the methods
for doing them to accomplish the purpose set for the enterprise.
2. Organizing – establishment of the formal structure of authority through which work
subdivisions are arranged, defined, and coordinated for the define objective.
3. Staffing – personnel function of bringing in and out training the staff and maintaining the
staff the favorable conditions of work. Filling the organization with the right people and right
position.
4. Directing – task of making decisions and embodying them in specific and general orders
and instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of interrelating the various parts of the work.
6. Reporting – is keeping those to whom the executive is responsible informed as to what is
going on, which thus includes keeping himself and his subordinates informed through
records research and inspection.
7. Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting, and
control
HUMAN RELATIONS APPROACH
Elton Mayo (the Hawthorne study)
The results of Hawthorne experiment contradicted the traditional views of management emphasized
by the classical theorists and led to the behavioral approach emphasizing concern for the workers.
The study suggests that when special attention is paid to employees by management, productivity is
likely to increase regardless of changes in working conditions. This phenomenon was labeled the
―Hawthorne effect‖.
BEHAVIORAL SCIENCE APPROACH
In order to be classified as behavioral science, a field must:
 Deal with human behavior
 Study its subject matter in a scientific manner
The behavioral science approach utilizes scientific method as the foundation for testing and
developing theories about human behavior in organizations that can be used to guide and
develop managerial policies and practices.
Contributors to this approach are:
1. Abraham Maslow (Maslow’s hierarchy of needs theory) - 1940‟s – see discussion on
Motivation Theories
2. D. McGregor (McGregor’s Theory X and Y)
Theory X assumes that people have little ambition, dislike work, and must be coerced in order to
perform satisfactorily. Theory Y assumes that people do not inherently dislike work and if properly
rewarded, especially satisfying esteem and self actualization needs, will perform well on the job.

Theory X Assumptions
 The average person inherently dislikes work and
will try to avoid it
 Most people must be coerced, controlled,
directed, and threatened with punishment to get
them to work towards organizational goals
 The average person prefers to be directed,
wants to avoid responsibility, has relatively little
ambition, and seeks security above all.

Theory Y Assumptions
 Work, whether physical or mental, is as natural
as play or rest, and most people do not
inherently dislike it
 External control and threat of punishment are
not the only means of bringing about effort
toward organizational goals, people will exercise
self-direction and self-control when they are
committed
 Commitment to goals is a function of the
rewards made available
 An average person learns, under proper
conditions, not only to accept but to seek
responsibility
 Ability to exercise a high degree of creativity in
the solution of problems
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Theory X and Y: Importance to the Police Manager

Police managers who believe in theory X will set up strict controls and attempt to motivate workers
strictly through economic incentives. Employees are most likely to respond in an immature manner
that reinforces the manager‘s assumption.
By contrast, police managers who believe in theory Y will treat employees in a mature way by
minimizing controls, encouraging creativity and innovation and attempt to make work more satisfying
high order needs.
Extensive researches (like those of Likert, 1967) has concluded that managerial system should
shift to Theory Y assumptions to make better of human resources and enhance both the
effectiveness and efficiency of organizations. This approach help managers to develop a broader
perspective on workers and the work environment, especially regarding alternative ways of interacting
with police officers and of recognizing the potential impact of higher level needs in job performance.
CONTEMPORARY APPROACH
This is the movement towards quality management. Theorists have incorporated the influences of the
behavioral science and other earlier school of thoughts.
1. The System Theory - It simply means that all parts of a system are interrelated and
interdependent to form the whole. A system is composed of elements or subsystems that are
related and dependent upon one another. When these subsystems are in interaction with one
another, they form a unitary whole.
2. The Contingency Theory – This approach recognizes that many internal and external
environmental variables affect organizational behavior. In this case, there is no best way for
structuring and managing diverse types of organizations. So the underlying theme of this
theory is that it all depends on a particular situation. The task of managers then is to
determine in which situations and at what times certain methods or techniques are the most
effective. In this way, the approach is more pragmatic although it encompasses relevant
concepts of both classical and behavioral theories.
3. Theory Z and Quality Management - Important emerging perspectives include Theory Z and
Quality Management, focused on the Japanese management practices. The emergence of
Total Quality Management (TQM) practices – a customer oriented approach and emphasizes
on both human resources and quantitative methods in an attempt to strive towards continuous
improvement.
POLICE MOTIVATION
Police organizations are replete with stories of organizational restructuring and re-engineering.
As a common trend in these stories are retrenchments or rightsizing (in police parlance are called
attrition) as sometimes called. The direct outcome is that employees are expected to ‗do more with
less‘ and the creation of an atmosphere of uncertainty, insecurity, and fear of future retrenchment. For
this, it is difficult to sustain high levels of employee commitment and loyalty. Thus, the challenge is to
rebuild high loyalty and commitment for high level of performance.
What are the Motivation theories?
1. Maslow‟s Hierarchy of Needs theory
Bernstein, et al (1991) offered that at any time, many motives might guide a person‘s behavior. What
determines which ones will? Abraham Maslow has given a perspective that addresses this question.
He suggested basic classes of needs, or motives, influencing human behavior. These motives are
organized in a hierarchy.
Abraham Maslow has suggested that human needs form a hierarchy from the most basic biological
requirements to the needs for self-actualization – the highest of all needs.
The pyramidal structures of human needs from the bottom to the top of the hierarchy, the
levels of needs or motive according to Maslow, are:
 Biological or Physiological Needs – these motives include the need for food, water, oxygen,
activity, and sleep.
 Safety Needs – these pertain to the motives of being cared for and being secured such as in
income and place to live.
 Love/Belongingness – Belongingness is integration into various kinds of social groups or
social organizations. Love needs means need for affection.
 Cognitive Needs – our motivation for learning and exploration
 Esteem Needs – our motivation for an honest, fundamental respect for a person as a useful
and honorable human being.
 Aesthetic Needs - our motivation for beauty and order
 Self- actualization – pertains to human total satisfaction, when people are motivated not so
much by unmet needs, as by the desire to become all they are capable of (self-realization).
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According to the Maslow‘s formulation, the level that commands the individuals‘ attention and effort is
ordinarily the lowest one on which there is an unmet need. For example, unless needs for food and
safety are reasonably well-met behavior will be dominated by these needs and higher motives are of
little significant. With their gratification, however, the individual is free to devote time and effort to
meet higher level. In other words, one level must at least be partially satisfied before those at the next
level become determiners of action.
2. Aldefer‟s ERG Theory
Clayton Aldefer has developed the ERG theory which is a modification of the Maslow‘s theory. ERG
theory categorizes needs into Existence, Relatedness and Growth needs.
According to Aldefer:
 Existence Needs – are desires for physiological and material well-being
 Relatedness Needs – are desires for satisfying interpersonal relationships
 Growth Needs – are desires for continued personal growth and development.
3. McClelland‟s Acquired Needs Theory
David McClelland identified three types of acquired needs. These are:
 Need for Achievement – the desire to do something better or more efficiently, to solve
problems, or to master complex task.
 Need for Affiliation – the desire to establish and maintain friendly and warm relations with
others
 Need for Power – the desire to control others, to influence their behavior, or to be
responsible for others.
McClelland‘s view is that these three needs are acquired over time, as a result of life experiences.
People are motivated by these needs, each of which can be associated with individual work
preferences.
POLICE PERSONNEL MANAGEMENT
Police Personnel Management (Human Resources Management) may be defined as that
area of management concerned with human relations in the police organization. As an overview,
Police Personnel Management uses planning, organizing, directing and controlling of day-to-day
activities involved in procuring, developing and motivating them and in coordinating their activities to
achieve the aims of the police.
Efficient management of human resources in any organization can spell the difference between its
success and failure to attain its objectives or goals.
The need for a more efficient management of human resources is very demanding today. The
success of every organization is for the organization to overcome the demands in human response
brought about by several factors.
Purpose of Police Personnel Administration
The prime objective of an effective police personnel administration is the establishment and
maintenance for the public service of a competent and well-trained police force, under such
conditions of work that this force may be completely loyal to the interests of the government of all
times.
Objectives of Personnel Management
The management of human resources is delegated to the unit of organization, known as Human
Resource Department (HRD). This is to provide services and assistance needed by the organizations‘
human resource in their employment relationship with the organization. An important task of the
Human Resource Department is winning employee‘s acceptance of organization‘s objectives.
The objectives are:
1. To assist top and line management achieves the organization‘s objective of fostering
harmonious relationship with its human resource.
2. To acquire capable people and provide them with opportunities for advancement in
self-development.
3. To assist top management in formulating policies and programs that will serve the
requirements of the police organization and administer the same fairly to all members.
4. To provide technical services and assistance to the operating management in relation to their
personnel functions in promoting satisfactory work environment.
5. To assist management in training and developing the human resources of the organization if it
does not have a separate training department to perform its functions.
6. To see that all police members are treated equally and in the application of policies, rules and
regulations and in rendering services to them.
7. To help effect organization development and institution building effort.
Operative Functions of Police Personnel
The primary function of Personnel Department is commonly Personnel Operative Functions.
These are the following:
1. Police Personnel Planning – is a study of the labor supply of jobs, which are composed with
the demands for employees in an organization to determine future personnel requirements,
which either increase or decrease. If there is an expected shortage of personnel the
organization may decide to train and develop present employees and/or recruit from outside
sources.
2. Police Recruitment - is the process of encouraging police applicant from outside an
organization to seek employment in an organization. The process of recruitment consists of
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developing a recruitment plan, recruitment strategy formulation job applicants search,

screening of qualified applicants, and maintaining a waiting list of qualified applicants.
3. Police Selections (screening) - is the process of determining the most qualified police
applicant for a given position in the police organization.
4. Police Placement- is the process of making police officers adjusted and knowledgeable in a
new job and or working environment.
5. Police Training and Development – refers to any method used to improve the attitude,
knowledge, and skill or behavior pattern of an employee for adequate performance of a given
job. It is a day-to-day, year round task. All police officers on a new position undergo a learning
process given a formal training or not. Learning is made easier for officers when the
organization provides formal training and development. It reduces unnecessary waste of time,
materials, man-hours and equipment.
6. Police Appraisal or Performance Rating - performance rating is the evaluation of the traits,
behavior and effectiveness of a police officer on the job as determined by work standards. It is
judgmental if it is made a tool in decision-making for promotion, transfer, pay increase,
termination or disciplinary actions against police officers. It is developmental in purpose when
the evaluation is used to facilitate officer‘s improvement in performance or used to improve
recruitment, selection, training and development of personnel.
7. Police Compensation - Financial compensation in the form of wages of salaries constitutes
the largest single expenditure for most organizations. In Metropolitan Manila and other urban
centers, wages of salaries represent the sole source to meet the basic needs of food, clothing
and shelter. It also provides the means to attain that standard of living and economic security
that vary in degrees upon a person‘s expectations.
POLICE PERSONNEL PROGRAMS AND POLICIES
Nature of Personnel Programs
Personnel Programs refers to the activities programmed to implement the organization philosophy
or creed and the personnel philosophy of central managers in relation to people so as to accomplish
organizational objectives. It serves as a fundamental guide for personnel practices and personnel
policies used in an organization for maintaining harmony between management and employees. A
good personnel program covers all the operative functions of personnel.
Factor to Considered in Personnel Program
The following factors should be taken into consideration in the preparation of a personnel
program.
 objectives of the organization
 organizational philosophy of central management in relation to personnel,
 financial conditions and physical facilities of the organization
 cultural background and tradition of the people
 community and employees
 governmental factors.
Police Personnel Policies
1. Acquiring competent personnel - includes human resources planning, job description and
job specification, police recruitment, selection, placement, transfer, layoffs, and separation.
2. Holding and retaining competent police personnel - gives depth and meaning to good
management philosophy, and involves the granting of fair wages, reasonable working hours,
and other employee benefits and services. These activities include the determination of an
equitable wage and maintenance of an incentive system. This area also concerned with
securing greater officer participation in activities and with strengthening officer morals and
effectiveness. All these help make the organization a ―good place to work in.‖
3. Developing and motivating personnel - deals with the education of the police officers, the
appraisal of work performance, their promotion, and the suggestion system, which enables
them to develop so they can rise to the police organization‘s desired standards of
performance.
4. Labor and human relations - involves the development of harmonious relations between
management on one hand and individual police officer the on the other hand. It also concerns
the observance and application of laws and court decisions affecting human relations, and
relationships with other government law enforcement agencies.
5. Efficient administration of the program with adequate budget – this is to achieve a
favorable climate for police officers. Good human relations should be the attitude in the
applications, implementation and interpretation of the organization‘s policies, rules and
regulations. The important tools in this area are records and reports, personnel research and
statistics, and evaluation of the effects of current policies, activities, and programs.

POLICE POLICIES AND PROCEDURES

Nature of Police Policies
Policies are tools of police management, which give life and direction to the police program of
activities and set limits within which action is to be pursued by the personnel concerned. Policies
define the authority and the responsibility of subordinates. They help the personnel understand their
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mutual relationships. They are ahead to guide the men on the operational level, authority, and
responsibility and to enable them to arrive at sound decisions.
POLICY refers to a general plan of action that serves as a guide in the operation of the
organization. It makes up the basic framework of management decisions that set the course what the
organization should follow. It defines the authority and responsibility of supervisors in their job of
directing group efforts and implementing personnel programs.
Policies form a code of procedure in that they broadly indicate the best method of conducting any
portion of the work at hand. They assist police officers in problem solving and decision-making. While
policies must be consistent, they must be flexible enough to permit adjustments when the need for
change arises.
Types of Police Policies
According to origin, policies are classified as:
1. Originated Policy - This type of policy comes from top management level and is intended to
set up guidelines in the operation of the police organization.
2. Appealed Policy - This type of policy is born when problems arise at the lower levels of the
organization and the man in charge does not know how to meet the problem. He then appeals
to his superiors for guidelines and for guidance.
3. Imposed Policy - This type of policy comes from the government in the forms of laws,
administrative orders, and rules and procedures or contract specifications.
According to their subject matter, policies may be classified into:
1. General Statement of Principles - policies stated in broad terms, such as statement of
objectives, philosophy and creed. Others stress in general terms management traits, such as
fairness in dealing with officers, understanding and humane treatment of the work force.
2. Specific Rules - cover specific situations. They are more direct and are less flexible. They are
more rigid in nature.
Dissemination of Policies
To be effective, personnel policies must be understood by all concerned including the managers and
supervisors who are to interpret and implement them to the employees who will be affected by the
policies. Various means are used by communicate personnel policies to employees. The most
common are police handbooks, manuals, publications, memoranda, and circulars, bulletin boards,
meetings and conferences.
Police Handbooks - These handbooks are distributed to all personnel, and contain among other
things, information about the benefits and services that the organization grants to its officers, the
organization‘s history, its organizational structure, its officers, and other information useful to the
officers in understanding their relationship with the organization.
Police Manual - A policy manual covering all police personnel policies and procedures, if made
available to managers and supervisors, will be a great help in their decision-making and employees
relationship.
Memoranda and Circulars - Memoranda and circulars are another common means of
communicating police policies to all officers. They can be issued fast and they provide the greatest
assurance of reaching every employee. They are built in means by which every member of the
organization is reached.
Bulletin Boards - Organizational policies, rules and regulations, and activities may be typed out of
mimeographed and the posted on bulletin boards. If strategically located and well managed, bulletin
boards are an effective medium for transmitting newly issued policies, rules and regulations to police
officers.
Meetings or Conferences - Meeting or conferences are often held to inform officers about new
policies, their objectives and implementation. One advantage of this type of policy dissemination is
that it gives the officers the opportunity to ask questions and request clarification on vague and
doubtful points. It is effective to smaller departments, as they accommodate small groups and allow
the scheduling of meeting at very convenient hours.
Police Publications - Communication has gained such importance to and attention by management
in recent years. To meet the needs of communicating with officers, police organizations have been
spending amount of money on publications, internal or external.
POLICE JOB DESCRIPTION
After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job
description and job specifications.
Job description may be defined as an abstract of information derived from the job analysis report,
describing the duties performed, the skills, the training, and experience required the responsibilities
involved, the condition under which the job is done, and relation of the job to the other job in the
organization.
POLICE RECRUITMENT, SELECTION, AND PLACEMENT
On Police Recruitment
The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that of
attracting well-qualified applicants. The best selection devices available are of little value if the
recruiting effort has failed to attract candidates of high caliber. Widespread publicity directed at the
particular element of the population which it is hoped will be attracted to the examination is the best
method of seeking outstanding applicants.
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Recruitment in the police service is dependent on the availability of national or regional quota of the
PNP, which is determined by the NAPOLCOM.
Standard Policy on Selection and Appointment
There shall be a standard policy for the selection of policy personnel throughout the Philippines in
order to strengthen the police service and lay the groundwork for police professionalization.
The general qualification for initial appointment to the police service shall be based on the provisions
of Republic Act No. 8551, which states:
No person shall be appointed as uniformed member of the PNP unless he or she possesses the
following minimum qualifications:
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric or psychological, drug and physical tests to be administered
by the PNP or by any government hospital accredited by the Commission for the purpose of
determining physical and mental health;
4. Must possess a formal baccalaureate degree from a recognized institution of learning;
5. Must be eligible in accordance with the standards set by the Commission;
6. Must not have been dishonorably discharged from military employment or dismissed for cause
from any civilian position in the Government;
7. Must not have been convicted by final judgment of an offense or crime involving moral
turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62m) in height for male and one meter
and fifty-seven centimeters (1.57m) for female;
9. Must weigh not more or less than five kilograms (5kgs) from the standard weight
corresponding to his or her height, age, and sex; and
10. For a new applicant, must not be less than twenty-one (21) not more than thirty (30) years of
age. Except for the last qualification, the above-enumerated qualifications shall be continuing
in character and an absence of any of them at any given time shall be a ground for separation
or retirement from the service: Provided, that PNP members who are already in the service
upon the effectivity of these Implementing Rules and Regulations shall be given five (5) years
to obtain the minimum educational qualification and one (1) year to satisfy the weight
requirement.
For the purpose of determining compliance with the requirements on physical and mental health, as
well as the non-use of prohibited or regulated drugs, the PNP by itself or through a government
hospital accredited by the Commission shall conduct regular psychiatric, psychological, drug and
physical tests randomly and without notice.
After the lapse of the reglamentary period for the satisfaction of a specific requirement, current
members of the PNP who shall fail to satisfy any of the requirements enumerated under this Section
shall be separated from the service if they are below fifty (50) years of age and have served in
Government for less than twenty (20) years or retired if they are from the age of fifty (50) and above
and have served the Government for at least twenty (20) years without prejudice in either case to the
payment of benefits they may be entitled to under existing laws. (Section 14, RA 8551 – IRR)
On Selection Procedures
The purpose of the selection process is to secure these candidates who have the highest
potential for developing into good policemen. The process involves two basic functions. The first
function is to measure each candidate‘s qualifications against whose ideal qualification that are
established chiefly through job analysis. The second function, because of the comparative nature of
the merit system, is to rank the candidates relatively on the basis of their qualifications.
The Screening Procedures
Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the
applicant qualifies with respect to the requirements of citizenship, education and age, he shall be
required to present the following:
 Letter of application if none has been submitted
 An information sheet
 A copy of his picture (passport size)
 Birth Certificate
 Transcript of scholastic records and/ or diploma
 Fingerprint card, properly accomplished.
 Clearance papers from the local police department PNP provincial headquarters, city or
municipal court and city or provincial prosecutor‘s office and his hometown police department,
NBI, and others that may be required.
Physical and Medical Examination - in order to determine whether or not the applicant is in good
health, free from any contagious diseases and physically fit for police service, he shall undergo a
thorough physical and medical examination to be conducted by the police health officer after he
qualifies in the preliminary interview.
Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical
agility test designed to determine whether or not he possess the required coordination strength, and
speed of movement necessary for police service. The applicant shall pass the tests like Pull-ups-6
Push-ups-27, Two minutes sit-ups-45, Squat jumps-32, and Squat thrusts-20
The Police Screening Committee may prescribe additional requirements if facilities are available.
Medical Standards for Police Candidates
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1. General Appearance – the applicant must be free from any marked deformity, from all
parasite or systematic skin disease, and from evidence of intemperance in the use of
stimulants or drugs. The body must be well proportioned, of good muscular development,
and show careful attention to personal cleanliness: Obesity, muscular weakness or poor
physique must be rejected. Girth of abdomen should not be more than the measurement of
chest at rest.
2. Nose, Mouth and Teeth – Obstruction to free breathing, chronic cataract, or very offensive
breath must be rejected. The mouth must be free from deformities in conditions that
interfere with distinct speech or that pre-dispose to disease of the car, nose or throat. There
shall be no disease or hypertrophy of tonsil or thyroid enlargement. Teeth must be clean,
well cared for and free from multiple cavities. Missing teeth may be supplied by crown or
bridge work, where site of teeth makes this impossible, rubber denture will be accepted. At
least twenty natural teeth must be present.
3. Genitals – must be free from deformities and from varicole, hyrocole, and enlargement of
the testicles, stricture of urine, and retained testicles. Any acute and all venereal diseases
of these organs must be rejected.
4. Varicose Veins - a marked tendency to their formation must be rejected.
5. Arms, Legs, Hands and Feet – must be free from infection of the joints, sprains, stiffness
or other conditions, such as flat foot, long nails or hammer toes which would prevent the
proper and easy performance of duty. First (index) second (middle), and third (ring) fingers
and thumb must be present in their entirely. The toe must be the same.
6. Eyes – the applicant must be free from color blindness, and be able to read with each eye
separately from standard test type at a distance of twenty feet. Loss of either eye, chronic
inflammation of the lids, or permanent abnormalities of either eye must be rejected, 20/20
or 20/30 in one eye, with binocular vision of 20/30.
7. Respiration – must be full, easy, regular, the respiratory murmur must be clear and distinct
over the lungs and no disease of the respiratory organ is present.
8. Circulation – The action of the heart must be uniform, free and steady, it‘s rhythm and the
heart from organ changes. Blood Pressure – systolic maximum 135; diastolic 90; pulse
pressure 15 to 50. Brain and nervous system must be free from defects.
9. Kidneys – must be healthy and urine normal.
Character and Background Investigation - the Screening Committee shall cause a confidential
investigation of the character and from among various sources.
Psychological and/or Neuro-Psychiatric Test - in order to exclude applicants who are emotionally
or temperamentally unstable, psychotic, or suffering from any mental disorder, the applicant shall take
a psychological and/or neuro-psychiatric test to be administered by the NBI, the PNP, or other duly
recognized institution offering such test after he has qualified and met all the requirements above.
The Oral Interview - the Screening Committee shall interview the qualified applicants for suitability
for police work. The interview shall aid in determining appearance, likeableness, and affability,
attitude toward work, outside interest, forcefulness, conversational ability, and disagreeable
mannerism.
POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police service and who passes
the tests required in the screening procedures shall be recommended for initial appointment and shall
be classified as follows:
1. Temporary – if the applicant passes through the waiver program as provided in under R.A
8551.
2. Probationary – if the applicant passes through the regular screening procedures.
3. Permanent – if the applicant able to finish the required field training program for permanency.
Appointment in the PNP shall be affected in the following manner:
A. PO1 to SPO4 – appointed by the PNP Regional Director for regional personnel or by the Chief
of the PNP for National Head Quarter‘s personnel and attested by the Civil Service
Commission (CSC)
B. Inspector to Superintendent – appointed by the Chief PNP as recommended by their
immediate superiors and attested by the Civil Service Commission (CSC).
C. Sr. Supt to Dep. Dir. Gen. – Appointed by the President upon the recommendation of the
Chief PNP with the endorsement of the Civil Service Commission (CSC) and with confirmation
by the Commission on Appointment (CA).
D. Director General – appointed by the President from among the most senior officers down to
the rank of Chief Superintendent in the service subject to the confirmation of the Commission
on Appointment (CA). Provided, that the C/PNP shall serve a tour of duty not exceeding four
(4) years. Provided further, that in times of war or other national emergency declared by
congress, the President may extend such tour of duty.
Waiver for Appointment - Waivers for initial appointment to the police service shall be governed by
Section 15 of Republic Act 8551, IRR.
Appointment by Lateral Entry -In general, all original appointments of Commissioned Officers (CO)
in the PNP shall commenced with the rank of inspector to include those with highly technical
qualifications applying for the PNP technical services, such as dentist, optometrist, nurses, engineers,
and graduates of forensic sciences. Doctors of Medicine, members of the Bar and Chaplains shall be
appointed to the rank of Senior Inspector in their particular technical services. Graduates of the PNPA
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shall be automatically appointed to the initial rank of Inspector. Licensed Criminologist may be
appointed to the rank of Inspector to fill up any vacancy.
POLICE TRAINING
The Need for Police Training
Organized training is the means by which officers are provided with the knowledge and the skills
required in the performance of their multiple, complex duties. In order that the recruit officer may
commence his career with a sound foundation of police knowledge and techniques, it is most
important that the entrance level training he soundly conceived, carefully organized and well-
presented.
Training and the Changes in Police Works
During the past decades tremendous changes in police work have occurred. Advances in technology
of communications and equipment, public relations and employee relations as well as total evolution
in the whole social structure have made a law enforcement work more complex and difficult to
pursue. The ordinary officer must be briefed and oriented on new changes and developments that
affect his job and the recruit must be given a new solid foundation contemporary with the needs of the
time. Policemen do not stay trained. If they do not forget what they have learned, it is continually
made absolute by improved technology and social changes, and requires frequent renewal to keep it
current and useful.
Standards for Police Training
All training programs operated by law enforcement agencies should limit their enrolment to law
enforcement officers. Training courses should be set-up, prescribed units of instruction, and arranged
a time schedule. Practical recruit training subsequent to employment should be provided.
Pre-and-post employment university training.
Responsibility of Training
The training of police officers shall be the responsibility of the PNP in coordination with the Philippine
Public Safety College (PPSC) which shall be the premier educational institution for the training of
human resources in the field of law enforcement (PNP, BFP, BJMP), subject to the supervision of the
NAPOLCOM.
Types of Police Training Programs
The following are the training programs in the police service:
 Basic Recruit Training
 Field Training
 In-Service Training programs
 Department In-service training programs
 National and International Conventions on Policing
The Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of
appointment.
The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the
PPSC and the NAPOLCOM subject to modifications to suit local conditions. This course is conducted
within not less than six (6) months. A training week shall normally consist of 40 hours of scheduled
instructions.
Full time attendance in the Basic Recruit Training – Attendance to this type of training is full time
basis. However, in cases of emergency, recruits maybe required to render service upon certification
of the Regional Director or the City or Municipal Chief of Police the necessity of such service.
Completion and Certification of Training – After the Basic Recruit Training, the Regional Director
shall certify that the police recruits have completed the training and has satisfied all the requirements
for police service.
The PNP Field Training – is the process by which an individual police officer who is recruited into the
service receives formal instruction on the job for special and defined purposes and performs actual
job functions with periodic appraisal on his performance and progress.
Under R.A 8551, all uniformed members of the PNP shall undergo a field training program involving
actual experience and assignment in patrol, traffic and investigation as a requirement for permanency
of their appointment. The program shall be for twelve (12) months inclusive of the Basic Recruit
Training Course for non-officers and the Officer Orientation Course or Officer Basic Course for
officers. (Section 20, RA 8551 – IRR)
The In-Service Training Programs
 Junior Leadership Training – for PO1 to PO3
 Senior Leadership Training – for SPO1 to SPO4
 Police Basic Course (PBC) – preparatory for OBC – for senior police officers
 Officers Basic Course (OBC) – for Inspectors to Chief Inspectors
 Officers Advance Course (OAC) – for Chief Inspectors to Sn Superintendent
 Officer Senior Education Course (OSEC) – Superintendent and above
 Directorial Staff Course (DSC) – for directors and above.
POLICE APPRAISAL
Appraisal refers to the process of measuring the performance of people in achieving goals and
objectives. It is also known as ―performance evaluation system‖.
Purposes of Police Appraisal
1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions.
2. It increases productivity and efficiency of police works.
3. It assimilate supervision
4. It informs the officer of the quality of his work for improvements
Uses of Police Appraisal
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Police appraisal can be useful for personal decision-making in the following areas:
1. Eligibility to be hired
2. Salary adjustments
3. Determining potential for promotion
4. Evaluation of probationary officers
5. Identification of training needs
6. Isolating supervisory weaknesses
7. Validating selection techniques
8. Reduction in ranks (demotion)
9. Dismissal from service and other disciplinary actions.
PNP Appraisal System
The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall
issue the necessary rules and regulation for the orderly administration of the appraisal process. Such
performance evaluation shall be administered in a manner as to foster the improvement of every
individual police efficiency and behavioral discipline as well as the promotion of the organization‘s
effectiveness.
The rating system shall be based on the standards set by the NAPOLCOM and shall consider results
of annual physical, psychological and neuro-psychiatric examinations.
POLICE PROMOTION
Promotion is a system of increasing the rank of a member of the police service. It has the following
objectives:
Factors in Selection for Promotion
1. Efficiency of Performance – as an aid to fair appraisal of the candidates‘ proficiency, the
performance-rating period shall be considered. Provided, that in no instance shall a
candidate be considered for promotion unless he had obtained a rating of at least
―satisfactory‖.
2. Education and Training – educational background which includes completion of in-service
training courses, academic studies, training grants and the like.
3. Experience and Outstanding Accomplishment – this includes occupational history, work
experience and other accomplishment worthy of commendation.
4. Physical Character and Personality – the factors of physical fitness and capacity as well
as attitude and personality traits in so far as they bear on the nature of the rank and/or
position to be filled. This means that the candidate should have no derogatory records
which might affect integrity, morality and conduct.
5. Leadership Potential – the capacity and ability to perform the duties required in the new or
higher position and good qualities for leadership.
Kinds of Police Promotion
1. Regular Promotion - Regular promotion shall be based on the following requirements:
a. He or she has successfully passed the corresponding promotional examination given by
the NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical services and other
professions;
c. Satisfactory completion of the appropriate accredited course in the PPSC or equivalent
training institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
e. Cleared by the People‘s Law Enforcement Board (PLEB) and the Office of the Ombudsman
for any complaints against him/her.
2. Promotion by Virtue of Exhibited Acts (Special Promotion)
Any uniformed member of the PNP who has exhibited acts of conspicuous courage and gallantry at
the risk of his or her life above and beyond the call of duty, shall be promoted to the next higher rank.
Provided, that such act shall be validated by the NAPOLCOM based on established criteria.
3. Promotion by Virtue of Position
Any PNP member designated to any key position whose rank is lower than that which is required for
such position shall, after six (6) months of occupying the same, be entitled to a promotion, subject to
the availability of vacant positions. Provided, that the member shall not be reassigned to a position
calling for a higher rank until after two (2) years from the date of such promotion. Provided, further,
that any member designated to the position who does not possess the established minimum
qualifications thereof shall occupy the same for not more than six (6) months without extension.
(Section 34, RA 8551 – IRR)
POLICE ASSIGNMENT
Police assignment is the process of designating a police officer at a particular function, duty or
responsibility.
Purpose of Police Assignment
The purpose of police assignment is to ensure systematic and effective utilization of all the members
of the force.
Power to make designation or assignment
The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or Municipal
Chief of Police (COP) can make designation or assignment of the police force with in their respective
levels. They shall have the power to make designations or assignments as to who among the police
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officers shall head and constitute various offices and units of the police organization. The assignment
of the members of the local police agency shall be in conformity with the career development program
especially during the probationary period. Thereafter, shall be guided by the principle of placing the
right man in the right job after proper classification has been made.
Criteria in Police Assignme
POLICE SALARIES, BENEFITS, AND PRIVILEGES
On Salary
The uniformed members of the PNP are considered employees of the National Government and draw
their salaries therefrom. They have the same salary grade that of a public school teacher. Police
Officers assigned in Metropolitan Manila, chartered cities, and first class municipalities may be paid
with financial incentives by the local government unit concerned subject to the availability of funds.
On Benefits and Privileges
1. Incentives and Awards
The NAPOLCOM shall promulgate standards on incentives and award system in the PNP
administered by the Board of Incentives and Awards. Awards may be in the forms of decorations,
service medals and citation badges or in monetary considerations. The following are examples of
authorized Decorations/medals/citation:
 Police Medal of Valor
 Police Medal of Merit
 Wounded Police Medal
 Police Efficiency Medal
 Police Service Medal
 Police Unit Citation Badge
Posthumous Award – in case a police officer dies.
2. Health and Welfare
The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for
police personnel. All heads of the PNP in their respective levels are responsible to initiate proper
steps to create a good atmosphere to a superior-subordinate relationship and improvement of
personnel morale through appropriate welfare programs.
3. Longevity Pay and Allowances
Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their basic monthly
salaries for every five years of service. However, the totality of such longevity pay does not exceed
50% of the basic pay. They shall also enjoy the following allowances: Subsistence allowance,
Quarter‘s allowance, Clothing allowance, Cost of living allowance, Hazard pay and others
4. Retirement Benefit
Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired
grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for
every year of active service rendered beyond twenty (20) yeas to a maximum of ninety percent (90%)
for thirty-six (36) years of service and over: Provided, that the uniformed member shall have the
option to receive in advance and in lump sum his or her retirement pay for the first five (5)
years. Provided, further, that payment of the retirement benefits in lump sum shall be made within six
(6) months from effectivity date of retirement and/or completion. Provided, finally, that the retirement
pay of PNP members shall be subject to adjustments based on the prevailing scale of base pay of
police personnel in the active service. (Section 36, RA 8551 – IRR)
5. Permanent Physical Disability Pay
A PNP member who is permanently and totally disabled as a result of injuries suffered or sickness
contracted in the performance of duty as certified by the NAPOLCOM, upon finding and certification
by the appropriate medical officer, that the extent of the disability or sickness renders such member
unfit or unable to further perform the duties of his or her position, shall be entitled to a gratuity
equivalent to one year salary and to a lifetime pension equivalent to eighty percent (80%) of his or her
last salary, in addition to other benefits as provided under existing laws.
Should such member who has been retired under permanent total disability under this Section die
within five (5) years from his retirement, his surviving legal spouse or, if there be none, the surviving
dependent legitimate children shall be entitled to the pension for the remainder of the five (5) year
guaranteed period. (Section 37, RA 8551 – IRR)
6. Early Retirement Benefit
A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the
service shall be paid separation benefits corresponding to a position two ranks higher than his
present rank provided that the officer or non-officer has accumulated at least 20 years of service.
POLICE INSPECTION
The purpose of police inspection is to ascertain the standard policies and procedures, review and
analyze the performance, activities and facilities affecting operations and to look into the morale,
needs and general efficiency of the police organization in maintaining law and order.
Types of Police Inspection
1. Authoritative Inspection – those conducted by the head of subordinate units in a regular basis.
2. Staff Inspection – those conducted by the staff for and in behalf of the Chief PNP or superior
officers in command of various units or departments.
Nature of Police Inspection
1. Internal Affairs – inspection on internal affairs embraces administration, training, operation,
intelligence, investigation, morale and discipline as well as the financial condition of the police
organization.
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2. External Affairs – it embraces the community relationship of the organization, the crime and
vice situation of the locality, and the prevailing public opinion concerning the integrity and
reputation of the personnel.
Authority to Inspect
In the PNP, the following are the authority to conduct inspection:
1. NAPOLCOM or its representative
2. PNP Chief or his designated representative
3. PNP Director for Personnel or his representative
4. PNP Regional Director or his representative
5. City/Municipal Chief of Police or his representative
6. Internal Affairs Service (IAS under RA 8551)
The inspecting officer/s shall examine, audit, inspect police agencies in accordance with existing
standards and with the following objectives:
1. To take note or discover defects and irregularities
2. To effect corrections on minor defects being discovered
3. To bring to the attention of and recommend to the concerned officers for appropriate actions
on defects noted.
Where the irregularity noted during inspection is serious as to warrant administrative charges against
a police officer, the inspecting officer shall immediately file the necessary charge or charges before
the appropriate disciplinary action offices.
POLICE DISCIPLINARY MECHANISM
Aside from higher police management levels that can impose disciplinary actions against
subordinates, the following also serves as disciplinary mechanisms in the police service:
Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City and Municipal
Mayors shall have the power to impose, after due notice and summary hearings, disciplinary
penalties for minor offenses committed by members of the PNP assigned to their respective
jurisdictions as provided in Section 41 of Republic Act No. 6975, as amended by Section 52 of
Republic Act No. 8551.
PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any citizen's
complaint against PNP members. As such, every citizen's complaint, regardless of the imposable
penalty for the offense alleged, shall be filed with the PLEB of the city or municipality where the
offense was allegedly committed. Upon receipt and docketing of the complaint, the PLEB shall
immediately determine whether the offense alleged therein is grave, less grave or minor.
Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume
jurisdiction to hear and decide the complaint by serving summons upon the respondent within three
(3) days from receipt of the complaint. If the PLEB finds that the offense alleged is minor, it shall refer
the complaint to the Mayor or Chief of Police, as the case may be, of the city or municipality where
the PNP member is assigned within three (3) days upon the filing thereof.
If the city or municipality where the offense was committed has no PLEB, the citizen's complaint shall
be filed with the regional or provincial office of the Commission (NAPOLCOM) nearest the residence
of the complainant.
Administrative Offenses that may be imposed against a PNP Member
The following are the offense for which a member of the PNP may be charged administratively:
1. Neglect of duty or nonfeasance – it is the omission or refusal, without sufficient excuse, to
perform an act or duty, which it was the peace officer‘s legal obligation to perform; it implies a
duty as well as its breach and the fast can never be found in the absence of a duty.
2. Irregularities in the performance of duty – it is the improper performance of some act which
might lawfully be done.
3. Misconduct or Malfeasance – it is the doing, either through ignorance, inattention or malice,
of that which the officer had no legal right to do at all, as where he acts without any authority
whatsoever, or exceeds, ignores or abuses his powers.
4. Incompetency – it is the manifest lack of adequate ability and fitness for the satisfactory
performance of police duties. This has reference to any physical, moral or intellectual quality
the lack of which substantially incapacitates one to perform the duties of a peace officer.
5. Oppression – it imports an act of cruelty, severity, unlawful exaction, domination, or excessive
use of authority. The exercise of the unlawful powers or other means, in depriving an individual
of his liberty or property against his will, is generally an act of oppression.
6. Dishonesty – it is the concealment or distortion of truth in a matter of fact relevant to one‘s
office, or connected with the performance of his duties.
7. Disloyalty to the Government – it consist of abandonment or renunciation of one‘s loyalty to
the Government of the Philippines, or advocating the overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any crime or offense penalized
under the Revised Penal Code or any special law or ordinance.
THE POLICE ORGANIZATION
ORGANIZATION defined
It is a form of human association for the attainment of a goal or objective. It is the process of
identifying and grouping the work to be performed, defining and delegating responsibility and
authority establishing relationships for the purpose of enabling people work effectively.
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POLICE ORGANIZATION defined

Police organization is a group of trained personnel in the field of public safety administration engaged
in the achievement of goals and objectives that promotes the maintenance of peace and order,
protection of life and property, enforcement of the laws and the prevention of crimes.
The organization of the police force commonly requires the following organizational units:
Functional Units
1. Bureau – the largest organic functional unit within a large department. It comprises of numbers
of divisions.
2. Division – a primary subdivision of a bureau.
3. Section – functional unit within a division that is necessary for specialization.
4. Unit – functional group within a section; or the smallest functional group with in an
organization.
Territorial Units
1. Post – a fixed point or location to which an officer is assigned for duty, such as a designated
desk or office or an intersection or cross walk from traffic duty. It is a spot location for general
guard duty.
2. Route – a length of streets designated for patrol purposes. It is also called LINE BEAT.
3. Beat – An area assigned for patrol purposes, whether foot or motorized.
4. Sector – An area containing two or more beats, routes, or posts.
5. District – a geographical subdivision of a city for patrol purposes, usually with its own station.
6. Area – a section or territorial division of a large city each comprised of designated districts.
Key Terminologies
1. Sworn Officers – all personnel of the police department who have oath and who posses the
power to arrest.
2. Superior Officer - one having supervisory responsibilities, either temporarily or permanently,
over officers of lower rank.
3. Commanding Officer - an officer who is in command of the department, a bureau, a division,
an area, or a district.
4. Ranking Officer - the officer who has the more senior rank/higher rank in a team or group.
5. Length of Service - the period of time that has elapsed since the oath of office was
administered. Previous active services may be included or added.
6. On Duty - the period when an officer is actively engaged in the performance of his duty.
7. Off Duty - the nature of which the police officer is free from specific routine duty.
8. Special Duty - the police service, its nature, which requires that the officer be excused from
the performance of his active regular duty.
9. Leave of Absence - period, which an officer is excused from active duty by any
valid/acceptable reason, approved by higher authority.
10. Sick Leave - period which an officer is excused from active duty by reason of illness or injury.
11. Suspension - a consequence of an act which temporarily deprives an officer from the privilege
of performing his duties as result of violating directives or other department regulations.
12. Department Rules - rules established by department directors/supervisors to control the
conduct of the members of the police force.
13. Duty Manual - describes the procedures and defines the duties of officers assigned to
specified post or position.
14. Order - an instruction given by a ranking officer to a subordinate, either a. General Order, b.
Special, or c. Personal
15. Report - usually a written communication unless otherwise specifies to be verbal reports;
verbal reports should be confirmed by written communication.
Types of Police Organizational Structures
Line Organization
The straight line organization, often called the individual, military or departmental type of organization,
is the simplest and perhaps the oldest type; but it is seldom encountered in its channels of authority
and responsibility extends in a direct line from top to bottom within the structures, authority is definite
and absolute.
While the line type of organization has many advantages, it also has some inherent weaknesses
which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is
utterly simple. It involves a division of the work into units of eighth person with a person in charge who
has complete control and who can be hold directly responsible or accountable for results, or lack of
them.
Functional Organization
The functional organization in its pure form is rarely found in present day organizations, except at or
near the top of the very large organizations. Unlike the line type of structure, those establishments
organized on a functional basis violate the prime rule that men perform best when they have but one
superior. The functional responsibility of each ―functional manager‖ is limited to the particular activity
over which he has control, regardless of who performs the function.
Line and Staff Organization
The Line and Staff organization is a combination of the line and functional types. It combines staff
specialist such as the criminalists, the training officers, the research and development specialists, etc.
Channels of responsibility is to ―think and provide expertise‖ for the line units. The line supervisor
must remember that he obtains advice from the staff specialists.
In normal operations, the staff supervisor has line commands but with recognized limitations such as
coordination between line and staff personnel can be achieved without undue friction. Failure to
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recognize these line and staff relationship is the greatest and most frequent source of friction and a
barrier to effective coordination. The advantage of this kind would be - it combines staff specialist or
units with line organization so that service of knowledge can be provided line personnel by specialist.
Classification of Line, Staff, and Auxiliary Function
Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function
of line, staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by
examining each of the functions.
Line Functions: Line functions are the ―backbone‖ of the police department; they include such
operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel
performing those operations. Line functions are carried out but ―line members,‖ including the patrol
officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. Line members
are responsible for:
 Carrying out the majors purposes of the police department.
 Delivering the services provided by the department.
 Dealing directly with the department‘s clientele.
 Making final decisions with respect to the activities they perform.
Staff Functions: Staff functions are those operations designed to support the line functions, Staff
members are necessarily advisors who are typically assigned to planning, research, legal advice,
budgeting, and educational services. Staff members are often civilians with specialized training who
serve within the department but do not deal with daily operation son the street. Their main function is
to study police policies and practices and to offer proposals to the chief executive of the department.
Staff personnel tend to be:
 Highly specialized.
 Involved in an advisory capacity
 Detached from the public
 Not directly responsible for the decisions made by department executive.
Auxiliary Functions: Auxiliary functions involve the logistical operations of the department. These
include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar
operations.
ELEMENTS OF ORGANIZATON
Specialization
The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale
examples of specialization within a bureaucratic organization.
Specialization of an individual level is also important in all organizations, since it must be expected
that some members will know more, perform better and contribute more in one area of activity than in
others, Disparities in job ability among persons may be the result of physical attributes, mental
aptitude, skills, interests education, training, motivation, or adaptation, among other factors.
Specialization Defined: Specialization is the assignment of particular workers to particular tasks.
Thus, it can be thought of in terms of either jobs or people.
Specialization of people (specialists) is the designation of particular persons as having expertise in a
specific area of work. Here, specialization signifies the adaptation of an individual to the requirements
go some technical tasks through training, conditioning or extensive on-the-job experience.
Example: Areas of police specialization include undercover works, c rime scene operations, legal
advising, computer work, planning, community relations, drug reaction, gang activities, or SWAT
operations.
Hierarchy of Authority
If all persons within an organization were given the freedom to do what they like (and to refuse to do
what they dislike), there would be little likelihood of accomplishment. Any collaborative effort such as
that in a police department thus requires a system of checks and controls on individual behavior.
Hence, the department must have a person or persons with authority to direct the actions of workers
and ensure compliance with standards in order to achieve the department‘s goals.
Hierarchy defined: A hierarchy represents the formal relationship among superiors and subordinates
in any given organization. It can be visualized as a ladder, with each rung (or rank) representing a
higher or lower level of authority.
Each rank or position on a hierarchical ladder has specific rights, while at the same time owing
specific duties to the positions above and below it. Any particular position of the ladder is expected to
direct and control the activities of the ranks, while obeying the directions and instructions received
from higher ranks.
Authority Defined: Authority is the right to command and control the behavior of employees in lower
positions within an organizational hierarchy. A hierarchy thus serves as the framework for the flow of
authority downward (and obedience upward) through the department.
Example: Authority can be illustrated by the situation in which a subordinate abstains from making
his or her choice among several courses of action and instead automatically accepts the choice made
by the supervisor regardless of whether one personally agrees.
Authority Roles: Authority within an organization must be viewed in terms of prescribed roles rather
than of individuals. A particular position within an organization carries the same authority regardless
of who occupies that position. While the personality of the occupant may change the style or manner
in which authority is exercise, it should increase or decrease the basic obligations of the occupant
toward those in subordinate positions.
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Example: The authority of a police chief stems from the role that a chief executive must play –
whether he or she is referred to as chief, superintendent, commissioner, or some other title, and
regardless the size or location of the department he or he commands.
Span of Control
A span of control is the maximum number of subordinates at a given position that superior can
supervise effectively.
Determining the Span of Control
Effective organization requires that only a manageable number of subordinates be supervised by one
person at any given time. This number will, of course, vary – not only from one organization to
another (depending on each organization‘s definition of ―effective supervision‖) but also within each
organization depending on the number of task and the size of personnel available at a given time.
Delegation of Authority
Delegation is the conferring of an amount of authority by a superior position onto a lower-level
position. The person to whom authority is delegated becomes responsible to the superior for doing
the assigned job. However, the delegators remain accountable for accomplishment of the job within
the guidelines and quality standards of the agency.
Unity of Command
Traditional theories of organization insisted that each employee should have only one
supervisor of ―boss‖, and considered this principle of ―unity of command‖ the backbone of any
organizational structure. Thus, a patrol officer, for example, would always receive orders from one
sergeant and would always report to that same sergeant. If the officer was instructed or advised by a
detective, garage sergeant, or any other administrator (with the possible exception of the chief), the
officer is expected to check with his or her sergeant before taking any action.
Formal Communication
Basically, communication is the process of sharing understanding and information on common
subjects. More precisely, it is an intercourse between, through or more people by means of words,
letters symbols, or gestures for the purpose of exchanging information. Procedures, channels, and
standardized languages are essential to effective communication within such large organization.
While the eight elements previously discussed are crucial to any police organization, they would
remain fragmented without some means of integrating them into a meaningful and practical whole.
The integrating element is communication. Through communication, personnel are kept informed of
the objectives of the organization, of the means selected for achieving them, and of the information
necessary for the continuing operation of the department. Effective communication would ensure a
common understanding of department goals, policies, and procedures and this helps to bind the
agency together.
PRINCIPLES OF POLICE ORGANIZATION
Police organizations are either formal or informal. Formal organizations are highly structured while
informal organizations are those without structures.
Every formal police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to
contribute to the organization‘s objectives.
2. Principle of Organizational Efficiency – organization structure is effective if it is structured in
such a way to aid the accomplishment of the organization‘s objectives with a minimum cost.
3. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken
chain of units from top to bottom describing explicitly the flow of authority. The scalar
principles are:
a. Line of Authority and Chain of Command - This principle of organization suggests
that communications should ordinarily go upward through established channels in the
hierarchy. Diverting orders, directives, or reports around a level of command usually has
disastrous effects on efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean more than
what he can effectively direct and coordinate. In span of control, levels of authority shall
be kept to a minimum.
c. The Delegation of authority shall carry with it a commensurate authority and the
person to whom the authority is delegated shall be held accountable therefore. It implies
that delegation must carry with it appropriate responsibility.
d. The Unity of Command - explains that subordinates should only be under the control
of one superior.
4. Functional Principle – refers to division of work according to type, place, time and
specialization.
5. Line and Staff – implies that a system of varied functions arrange into a workable pattern. The
line organization is responsible for the direct accomplishment of the objectives while the staff is
responsible for support, advisory or facilitative capacity.
6. Principle of Balance – states that the application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization‘s objectives.
7. Principle of Delegation by Results – states that authority delegated should be adequate to
ensure the ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility – explains that the responsibility of the
subordinates to their superior for performance is absolute and the superior cannot escape
responsibility for the organization on activities performed by their subordinates.
9. Principle of Parity and Responsibility – explains that responsibility for action cannot be
greater than that implied by the authority delegated nor should it be less.
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10. Authority Level Principle – implies that decisions within the authority of the individual
commander should be made by them and not be returned upward in the organizational
structure.
11. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill
its purpose.
OTHER PRINCIPLES OF POLICE ORGANIZATION
Grouping of Similar Task
Tasks, similar or related in purpose, process, method, or clientele, should be grouped together in one
or more units under the control of one person. Whenever, practicable, every function of the police
force shall be assigned to a unit.
a. According to Function - The force should be organized primarily according to the
nature of the basis to be performed. It should be divided into groups so that similar and
related duties may be assigned to each.
b. According to Time Frame - The elements are divided into many shifts or watches
according to the time of the day. This is the most elementary form of police
organization. Any large functional unit can also be organized according to time if the
demand exists.
c. According to Place of Work - A territorial distribution of a platoon, accomplished by
assigning patrolman on beats, is necessary to facilitate the direction and control of the
officers and to ensure suitable patrol service at every point with in the jurisdiction.
Patrolman on street duty is usually under the supervision of a patrol sergeant. When the
number of patrolmen is great, it may be desirable to divide them into squads assigned
to specific sectors of jurisdiction, with a sergeant in charge of each squad.
d. According to Level of Authority -A police department is always divided according to
the level of authority. Example, there will be some patrolmen, sergeants, some
lieutenants, some captains, and so on. Vertical combinations of superior officers, with
each rank at a different level of authority from any other, from channels through which
operations may be directed and controlled can be adopted in certain cases to ensure
coordination.
Specialization Based on Need
Specialized units should be created only when overall departmental capability is thus significantly
increased.
Specialization is a principle of organization which is the result of the division of the force into separate
units. The degree of specialization is determined by the size and sophistication of the department and
by the extent to which unit has exclusive responsibility for the performance of each group of the
operational task.
THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION
The PNP is composed of a national headquarter, regional headquarters, provincial
headquarters, district headquarters or municipal stations. At the national level, the PNP maintains its
national headquarter in Camp Crame, Metropolitan Manila which houses the directorial staff, service
staff and special support units.
PNP Staff and Support Units
A. The Chief of the Philippine National Police has the rank of Police Director General in the
Armed Forces of the Philippines with a four-star rank. He is assisted by a Personal Staff
composed of:
 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
B. Deputy Chief of Philippine National Police for Administration.
C. Deputy Chief of Philippine National Police for Operations
D. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff.
The two Deputies and the Chief of Directorial Staff have the rank of Police Deputy Director
General, equivalent to a three-star rank in the Armed Forces of the Philippines.
Directorial Staff (Functional Staff)
 Directorate for Personnel - Record Management
 Directorate for Intelligence
 Directorate for Operations
 Directorate for Investigation
 Directorate for Logistics
 Directorate for Plans
 Directorate for Comptrollership
 Directorate for Police Community Relations
 Directorate for Human Resources and Doctrine Development
 Directorate for Research and Development
Administrative Support Units
 Logistic Support Service Legal Service
 Medical and Dental Service
 Computer Service
 Crime Laboratory Support Service
 Engineering Service
 18

 Headquarters Support Service

 Finance Service
 Communications-Electronics Service
 Captain Service
Operational Support Units
 Criminal Investigation Command
 Narcotics Command absorbed into the PDEA
 Traffic Management Command
 Intelligence Command
 Special Action Force Command
 Security Command
 Civil Security Force Command
 Maritime Command
 Police Community Relations Command
 Aviation Security
The Powers and Functions of the PNP
1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to
justice, and assist in their prosecution.
4. Exercise the general powers to make arrest, search and seizure in accordance with the
Constitution and pertinent Laws.
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the
person so detained of all his/her rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operation of security agencies and issue licenses to
operate security agencies, and to security guards and private detectives for the practice of
their profession; and
8. Perform such other duties and exercises all other functions as may be provided by law. One of
these is the Forestry law wherein the PNP is primary enforcer in coordination with the
Department of Environment and Natural Resources (DENR).
The Rank Classification of the PNP Personnel
POLICE RANKS EQUIVALENT
ABBREVIATIONS MILITARY RANKS
A. COMMISSIONED OFFICERS:
Director General (DG)
Deputy Director General (DDG)
Director (DIR)
Chief Superintendent (CSUPT)
Senior Superintendent (SR SUPT)
Superintendent (SUPT)
Chief Inspector (CINSP)
Senior Inspector (SR INSP)
Inspector (INSP)
B. NON-COMMISSIONED OFFICERS:
Senior Police Officer IV (SPO IV)
Senior Police Officer III (SPO III)
Senior Police Officer II (SPO II)
Senior Police Officer I (SPO I)
Police Officer III (PO III)
Police Officer II (PO II)
Police Officer I (PO I)
C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Senior Police
Officer IV and below the Inspector rank in the PNP.
PNP: National in Scope - Civilian in Character
National in scope simply means that the PNP is a nationwide government organization whose
jurisdiction covers the entire breath of the Philippines archipelago which extends up to the
municipality of Kalayaan islands in the province of Palawan. All PNP personnel both the uniformed
and non-uniformed components are national government employees. Civilian in character means
that the PNP is not a part of the military. Although, it retains some military attributes such as
discipline, it shall adopt unique non-military cultures, Code of Ethics, and Standard of Professional
conduct comparable to the civilian police forces of other countries.
The Achievement of Professional Conduct and Exemplary Behavior among PNP members
A PNP member as a Law Enforcer and an Agent of a Person in Authority is a model citizen of
the community. He is looked upon as the paragon of virtues and a protector of the people. He has
chosen a noble profession of high risk and dedicated service to protect the rights, lives and properties
of the people whom he had sworn to serve with utmost dedication. In this regard, each PNP member
is mandated to strictly adhere to the Police Code of Professional Conduct and Ethical Standard. Swift
punishments are rendered to erring members while proper recognition for exemplary achievements
are given to deserving ones. Merit and performance, qualifications and mandatory promotional
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courses are instituted for acceleration in the career ladder. Continuing education and leadership
development aside from moral values enhancement are the keys to dynamic professional groups of
PNP members.
The PNP Doctrine of Development
Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic weapon of
a policeman is the excellent knowledge of the law he is enforcing, and that the gun is only secondary
or a defensive weapon. An ordinary policeman is expected to be a one-man staff, operator, fiscalizer
and prosecutor in the court of law. On top of this, he is also expected to behave civilly as a model
citizen of his community a protector of human rights. The battleground of a policeman is the court of
law and the center stage of his action is community wherein the spectators are the citizens he has
sworn to serve with utmost dedication. As quoted by no less that the Chief, PNP, Director General
Ricardo A. Sacramento II: ―Rigors of police work, more than anything else, touch the lives of every
citizen as they go through their daily routine.‖ This is mirrored by the often-quoted maxim, verbalized
by August Vollmer who said:
“Average citizen expects the police officer to have the wisdom of Solomon, the courage of
David, the strength of Samson, the patience of Job, the leadership of Moses, the faith of Daniel, the
diplomacy of Lincoln, the tolerance of the carpenter of Nazareth, the kindness of the Good Samaritan,
and finally, an intimate knowledge of every branch of natural, biological and social sciences. If he
possesses all these qualities, then he might be a good policeman.”
Community Oriented Policing System (COPS)
In the Philippines, a revolutionized concept in modern policing and a new strategy for
delivering basic police services adhering to the following basic concepts have been adopted – the so
called COPS:
a. The police and community are co-producers of police vices. Hence, peace and order is
shared joint responsibility of the community and the police.
b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the active
and vigilant actions and participation of the citizenry.
c. It is a problem oriented policing system (POPS), which is zeroed in to the root causes of
the problem and its solution.
POLICE OPERATIONAL PLANNING
What is a Plan?
A plan is an organize schedule or sequence by methodical activities intended to attain a goal and
objectives for the accomplishments 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?
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.
Planning is also the process of preparing for change and coping with uncertainty formulating future
causes of action; the process of determining the problem of the organization and coming up with
proposed resolutions and finding best solutions.
 The process of combining all aspects of the department and the realistic anticipation of future
problems, the analysis of strategy and the correlation of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.
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 a rational design or pattern for all departmental undertakings
rather than relying on chance 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
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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
ranged in nature. The reasons for Strategic Planning are:
1. VISION - A vision of what a police department should be.
2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK
What is the 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. Alternatives do not have to be substitutes for one another or
should perform the same function. For example, our goal is to ―improve officer-survival skills.‖ The
plan is to train the officers on militaristic and combat shooting. The alternatives could be:
Alternative 1 - modify police vehicles
Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc
What are the Objectives of Police Planning?
1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.
What can be expected in planning?
1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
What are the 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 Standards of Operation
6. Economy in terms of Resources needed for implementation
What are 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
What are the approaches in Police Planning?
A variety of approaches are employed in the planning processes. Each is unique and can be
understood as a method of operationalizing the word planning. There are basically five major
approaches to planning which are:
1. Synoptic Approach
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
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5. Radical Approach
6.
What is Synoptic Planning?
Synoptic planning or the rational comprehensive approach is the dominant tradition in
planning. It is also the point of departure for most other planning approaches.
This model is based on a problem-oriented approach to planning especially appropriate for
police agencies. It relies heavily on the problem identification and analysis of the planning process. It
can assist police administrators in formulating goals and priorities in terms that are focused on
specific problems and solutions that often confront law enforcement.
Steps in Synoptic Planning
1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies
(a) what events and actions are necessary, (b) when they must take place, (c) who is to be
involved in each action and for how long, and (d) how the various actions will interlock with one
another.
2. Describe the present situation - Planning must have a mean for evaluation. Without an
accurate beginning database there is no reference point on which to formulate success or
failure.
3. Develop projections and consider alternative future states - Projections should be written
with an attempt to link the current situation with the future, keeping in mind the desirable
outcomes. It is important for the police executive to project the current situations into the future
to determine possible, probable and desirable future states while considering the social,
legislative, and political trends existing in the community.
4. Identify and analyze problems - The discovery of the problems assumes that a system to
monitor and evaluate the current arena is already on place. Closely related to the detection
and identification of issues is the ability of the police to define the nature of the problem, that is
to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A
complete understanding of the problem leads to the development of the means to deal with the
issues.
5. Set goals - Making choices about goals is one of the most important aspects of planning. It
makes no sense to establish a goal that does not address a specific problem. Remembering
that the police departments are problem oriented, choices about goals and objectives should
adhere to the synoptic model.
6. Identify alternative course of action – As stated earlier, alternatives are means by which
goals and objectives can be attained. These are options or possible things to be done in case
the main or original plan is not applicable.
7. Select preferred alternatives – there are techniques to select alternative like:
8. Plan and carryout implementation - The police administrator must be aware that the
implementation requires a great deal of tact and skill. It maybe more important how an
alternative is introduced to a police department than what actually is.
9. Monitor and evaluate progress - Evaluation requires comparing what actually happened with
what was planned for- and this may not be a simple undertaking. Feedback must be obtained
concerning the results of the planning cycle, the efficiency of the implementation process, and
the effectiveness of new procedures, projects or programs. This is an important step of
synoptic planning, trying to figure out what, if anything happened as a result of implementing a
selected alternative.
10. Summation of the synoptic planning approach – This can be done by making a summary
of the presentation, could be tabular or other forms of presentation.
11. Repeat the Planning Process – repetition of the process of planning enables the planner to
thresh out possible flaws in the plan.

What is Incremental Planning?

Incrementalism concludes that long range and comprehensive planning are not only too
difficult, but inherently bad. The problems are seen as too difficult when they are grouped together
and easier to solve when they are taken one at a time and broken down into gradual adjustments
over time.
What is Transactive Planning?
Transactive planning is carried out in face-to-face interaction with the people who are to be
affected by the plan and not to an anonymous target community of beneficiaries. Techniques include
field surveys and interpersonal dialogue marked by a process of mutual learning.
What is Advocacy Planning?
Beneficial aspects of this approach include a greater sensitivity to the unintended and negative
side effects of plans.
What is Radical Planning?
The first mainstream involves collective actions to achieve concrete results in the immediate
future. The second mainstream is critical of large-scale social processes and how they permeate the
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character of social and economic life at all levels, which, in turn, determine the structure and evolution
of social problems.
CONSIDERATIONS IN POLICE PLANNING
a. Primary Doctrines
 Fundamental Doctrines – These are the basic principles in planning, organization and
management of the PNP in support of the overall pursuits of the PNP Vision, mission and
strategic action plan of the attainment of the national objectives.
 Operational Doctrines – These are the principles and rules governing the planning,
organization and direction and employment of the PNP forces in the accomplishment of
basic security operational mission in the maintenance of peace and order, crime prevention
and suppression, internal security and public safety operation.
 Functional Doctrines – These provide guidance for specialized activities of the PNP in the
broad field of interest such as personnel, intelligence, operations, logistics, planning, etc.
b. Secondary Doctrines
 Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a
certain operation with regard to public safety and peace and order. These essentially involve
the participation of the other bureaus of the Bureau of Jail Management and Penology
(BJMP), Bureau of Fire Protection (BFP), Philippine Public Safety College (PPSC), National
Bureau of Investigation (NBI) and other law enforcement agencies.
 Ethical Doctrines – These define the fundamental principles governing the rules of
conduct, attitude, behavior and ethical norm of the PNP.
c. The Principles of Police Organization
The principles of organization are presented in chapter three. These principles are considered in
police planning in order not to violate them but rather for the effective and efficient development of
police plans.
d. The Four (4) Primal Conditions of the Police Organization
 Authority – The right to exercise, to decide, and to command by virtue of rank and position.
 Doctrine – It provides for the organizations objectives. It provides the various actions.
Hence, policies, procedures, rules and regulations of the organization are based on the
statement of doctrines.
 Cooperation or Coordination
 Discipline – It is imposed by command or self-restraint to insure supportive behavior.
Classifications of Police Plan
According to coverage - Police Plans could be Local Plans (within police precincts, sub-stations,
and stations), Regional Plans, and National Plans.
According to Time - Police Plans are classified as:
1. Strategic or Long Range Plan – It relates to plans which are strategic or long range in
application, and it determine the organization‘s original goals and strategy.
Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point
Agenda, and GLORIA (These are discussed on the latter part of this Chapter).
2. Intermediate or Medium Range Planning – It relates to plans, which determine quantity and
quality efforts and accomplishments. It refers to the process of determining the contribution on
efforts that can make or provide with allocated resources.
Example: 6 Masters Plans:
 Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
 Master Plan Sandugo (Support to Internal Security Operations Master Plan)
 Master Plan Banat (Anti-Illegal Drugs Master Plan)
 Master Plan Sang-ingat (Security Operations Master Plan)
 Master Plan Saklolo (Disaster Management Master Plan)
 Sangyaman (protection and Preservation of Environment, Cultural Properties, and Natural
Resources Master Plan)
3. Operational or Short Range Planning - Refers to the production of plans, which determine
the schedule of special activity and are applicable from one week or less than year duration.
Plan that addresses immediate need which are specific and how it can be accomplished on
time with available allocated resources.
Examples of OPLANS
 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks
 Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against
Organized Crime Groups
 The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975
persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering
various forms of motorists‘ assistance.
 OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the
heightened security measures and sea borne security patrols.
TYPES OF PLANS in general
1. 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.
 23

2. 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.
3. Visionary Plans are essential statements that identify the role of the police in the community
and a 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.
4. Strategic Plans are designed to meet the long-range, overall goals of the organization. Such
plans allow the department to adapt to anticipated changes or develop a new philosophy or
model of policing (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.
5. Operational Plans (OPLANS) are designed to meet the specific tasks required to implement
strategic plans. There are four types of operational plan:
a. 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.
b. 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.
c. 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.
d. Time-specific Plans are concerned with a 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.
KINDS OF POLICE PLANS
1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility
within in the unit, the Commander shall develop unit plans relating to policies or procedure,
tactics, operations, extra-office activities and management.
Further, standard-operating procedures shall be planned to guide members in routine and field
operations and in some special operations in accordance with the following procedures:
a. Field Procedure – Procedures intended to be used in all situations of all kinds shall
be outlined as a guide to officers and men in the field. Examples of these
procedures are those related to reporting, to dispatching, to raids, arrest, stopping
suspicious persons, receiving complaints, touring beats, and investigation of crimes.
The use of physical force and clubs, restraining devices, firearms, tear gas and the
like shall, in dealing with groups or individuals, shall also be outlined.
b. Headquarters Procedures – Included in these procedures are the duties of the
dispatcher, jailer, matron, and other personnel concerned which may be reflected in
the duty manual. Procedures that involve coordinated action on activity of several
offices, however, shall be established separately as in the case of using telephone
for local or long distance calls, the radio teletype, and other similar devices.
c. Special Operation Procedures – Certain special operations also necessitate the
preparation of procedures as guides. Included are the operation of the special unit
charged with the searching and preservation of physical evidence at the crime
scenes and accidents, the control of licenses, dissemination of information about
wanted persons, inspection of the PNP headquarters, and the like.
2. Tactical Plans – These are the procedures for coping with specific situations at known
locations. Included in this category are plans for dealing with an attack against buildings with
alarm systems and an attack against the PNP headquarters by lawless elements. Plans shall
be likewise be made for blockade and jail emergencies and for special community events, such
as longer public meetings, athletic contests, parades, religious activities, carnivals, strikes,
demonstrations, and other street affairs.
3. Operational Plans – These are plans for the operations of special divisions like the patrol,
detective, traffic, fire and juvenile control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks. For example, patrol activities must be planned,
the force must be distributed among the shifts and territorially among beats, in proportion to the
needs of the service, and special details must be planned to meet unexpected needs.
Likewise in the crime prevention and in traffic, juvenile and vice control, campaigns must be
 24

planned and assignments made to assure the accomplishment of the police purpose in
meeting both average and regular needs. Each division or unit has primary responsibility to
plan operations in its field and also to execute the plans, either by its own personnel or, as staff
agency, by utilizing members of the other divisions.
Plans for operations of special division consist of two types, namely: (1) those designed to meet
everyday, year-round needs, which are the regular operating program of the divisions; and (2) those
designed to meet unusual needs, the result of intermittent and usually unexpected variations in
activities that demand their attention.
Regular Operating Programs – These operating divisions/units shall have specific plans to meet
current needs. The manpower shall be distributed throughout the hours of operation and throughout
the area of jurisdiction in proportion to need. Assignments schedules shall be prepared that integrate
such factors as relief days, lunch periods, hours, nature, and location of regular work. Plans shall
assure suitable supervision, which become difficult when the regular assignment is integrated to deal
with this short time periodic needs.
Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly
always met in the detective, vice, and juvenile divisions by temporary readjustment of regular
assignment.
4. Extra-office Plans – The active interest and the participation of individual citizen is so
vital to the success of the PNP programs that the PNP shall continuously seek to
motivate, promote, and maintain an active public concern in its affairs. These are plans
made to organize the community to assist in the accomplishment of objectives in the
fields of traffic control, organized crime, and juvenile delinquency prevention. The
organizations may be called safety councils for crime commissions and community
councils for the delinquency prevention. They shall assist in coordinating community
effort, in promoting public support, and in combating organized crime. Organization and
operating plans for civil defense shall also be prepared or used in case of emergency or
war in coordination with the office of the Civil Defense.
5. Management Plans – Plans of management shall map out in advance all operations
involved in the organization management of personnel and material and in the
procurement and disbursement of money, such as the following:
a. Budget Planning – Present and future money needs for personnel, equipment, and capital
investments must be estimated. Plans for supporting budget request must be made if
needed appropriations are to be obtained.
b. Accounting Procedures – Procedures shall be established and expenditure reports be
provided to assist in making administrative decisions and in holding expenditures within the
appropriations.
c. Specifications and Purchasing Procedures – Specifications shall be drawn for
equipment and supplies. Purchasing procedures shall likewise be established to insure the
checking of deliveries against specifications of orders. Plans and specifications shall be
drafted for new building and for remodeling old ones.
d. Personnel – Procedures shall be established to assure the carrying out of personnel
programs and the allocation of personnel among the component organizational units in
proportions need.
e. Organization – A basic organizational plan of the command/unit shall be made and be
posted for the guidance of the force. For the organization to be meaningful, it shall be
accompanied by the duty manual which shall define relationships between the component
units in terms of specific responsibilities. The duty manual incorporates rules and
regulations and shall contain the following: definition of terms, organization of rank, and the
like, provided the same shall not be in conflict with this manual.
FIELD OPERATIONS: How planning affects them?
Field Operations shall be directed by the police commander and the subordinate commanders and
the same shall be aimed at the accomplishment of the following primary tasks more effectively and
economically:
Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the
community through the protection of persons and property, the preservation of the peace, the
prevention of crime, the suppression of criminal activities, the apprehension of criminals, the
enforcement of laws and ordinances and regulations of conduct, and performing necessary service
and inspections.
Investigation – The basic purpose of the investigation division unit shall be to investigate
certain designated crimes and clear them by the recovery of stolen property and the arrest and
conviction of the perpetrators. To this end, the investigation division shall supervise the investigation
made by patrolman and undertake additional investigation as may be necessary of all felonies.
Traffic Patrol – Police control of streets or highways, vehicles, and people shall facilitate the
safe and rapid movement of vehicles and pedestrians. To this end, the inconvenience, dangers and
economic losses that arise from this moment, congestion, delays, stopping and parking of vehicles
must be lessened. Control of traffic shall be accomplished in three (3) ways:
 Causes of accidents and congestion shall be discovered, facts gathered and analyzed for
this purpose;
 Causes shall be remedied, charges shall be made in physical condition that create
hazards, and legislation shall be enacted to regulated drivers and pedestrians; and
 The public shall be educated in the provisions of traffic and ordinances. Motorists and
pedestrians shall be trained in satisfactory movement habits, and compliance with
 25

regulations shall be obtained by enforcement. The police shall initiate action and
coordinate the efforts of the agencies that are concerned in the activities.
Vice Control – It shall be the determined stand of the PNP in the control of vices to treat vice
offenses as they shall do to any violation, and to exert efforts to eliminate them, as there attempt to
eliminate robbery, theft, and public disturbance. Control of vice, shall be based on law rather than on
moral precepts, and intensive operations shall be directed toward their elimination. A primary interest
in vice control results from the close coordination between vice and criminal activities. Constant raids
of known vice dens shall be undertaken.
Juvenile Delinquency Control – Effective crime control necessitates preventing the
development of individuals as criminals. The police commander shall recognize a need for
preventing crime or correcting conditions that induce criminality and by rehabilitating the delinquent.
STANDARD OPERATING PROCEDURES (SOPs)
Standard Operating Procedures or SOPs are products of police operational planning adopted by
the police organization to guide the police officers in the conduct of their duties and functions,
especially during field operations.
The following are Police Security Service Package of the PNP with the following standard operating
procedures and guidelines:
1. SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the basic
procedures to be observed by all PNP Units and mobile patrol elements in the conduct of
visibility patrols.
2. SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85% of the PNP in the
field to increase police visibility and intensifies anti-crime campaign nationwide.
3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to
ensure police visibility.
4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people‘s direct link to the
police to receive public calls for assistance and complaints for prompt action by police
authorities. This SOP prescribes the procedures in detail of Duty Officers, Telephone
Operators and Radio Operators for REACT 166; and their term of duty and responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the Presidential Anti-
Organization Crime Task Force (PAOCTF), the PNP is now in support role in campaign
against kidnapping in terms of personnel requirements. SOP #5 sets forth the PNP‘s
guidelines in its fight against kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and sustained
anti carnapping campaign to stop/minimize carnapping activities, neutralize syndicated
carnapping groups, identify/prosecute government personnel involved in carnapping activities,
and to effectively address other criminal activities related to car napping.
7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of
operations against terrorists and other lawless elements involved in terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) -
This SOP provides overall planning, integration, orchestration or coordination, and monitoring
of all efforts to ensure the successful implementation.
9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the guidelines and
concepts of operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking
operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the concept of
operations and tasks of all concerned units in the campaign against Partisan Armed Groups
and loose fire.
11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP
sets forth the objectives and concept of operation tasks of all concerned units in the
neutralization of wanted persons.
12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to
be undertaken by the PNP that will spearhead the fight against all forms of illegal gambling
nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign
against professional squatters and squatting syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by
the National Headquarter (NHQ) of PNP in the establishment of a quick reaction group that
can be detailed with the office of the Secretary of Interior and Local Government (SILG), with
personnel and equipment requirements of that reaction group supported by the PNP.
15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth the operational
thrusts to be undertaken by the PNP that will spearhead the fight against prostitution and
vagrancy.
16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked
PNP Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -This
SOP prescribes the procedures and manner of conducting an arrest, raid, search and/or
search of person, search of any premises and the seizure of properties pursuant to the 1987
Philippine Constitution, Rules of Court, as amended and updated decision of the Supreme
Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
 26

21. SOP #21 – ANTI-ILLEGAL DRUGS

DISASTER AND EMERGENCY PLANNING
Emergency and disaster planning is one of the most important interrelated function in a
security system. It is important in any organization as physical security, fire protection, guard forces,
security of documents and personnel security.
Emergency and disaster planning refers to the preparation in advance of protective and
safety measures for unforeseen events resulting from natural and human actions.
Disaster plans outline the actions to be taken by those designated for specific job. This will
result in expeditious and orderly execution of relief and assistance to protect properties and lives.
These plans must also be rehearsed so that when the bell ring, there will be speed and not haste in
the execution. Speed is the accurate accomplishment of a plan as per schedule, while haste is doing
a job quickly with errors. Plans therefore must be made when any or all of the emergencies arise.
Those plans, being special in nature, must be prepared with people whose expertise in their
respective field is legion together with the coordination and help of management, security force, law
enforcement agencies, and selected employees.
Planning is necessary to meet disaster and emergency conditions and it must be continuing
and duly supported by management. One aspect of the plans will be to consider recovery measures
to be undertaken by the organization. Being prepared for the eventuality gives better chances of
protection and eventual recovery than those not prepared. Without planning, the emergency or
disaster can become catastrophic. With a good, suitable plan to follow, the unusual becomes
ordinary, hence, the mental preparedness for easy survival and recovery.
Understanding Disaster
A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an
EMERGENCY but an emergency may not always be a disaster. An EMERGENCY falls into 2 broad
categories:

floods, earthquake,
famine, typhoon,
diseases, volcanic
eruption, crashes,
industrial accident, fires,
landslide, avalanches,
tsunamis, etc.

Disaster
(Natural Crisis)

Induced
Catastrophe arson, bombing,
(Man-made Crisis) kidnapping, robbery,
hostage-taking,
skyjacking, assassination,
ambush, and other acts
terrorism

Commonalities:
 Deciding Policy
 Assessing Threat
 Identifying Resources
 Selecting crisis team personnel
 Locating crisis management center
 Equipping the crisis center
 Testing contingency plans and emergency procedures
 Dealing with the media
 Dealing with victims and their families
 Dealing with other affected person (such as employees)
 Getting the organization‘s normal work done
 27

 Returning to normal after the crisis

Plan Checklist
 Identify the type of crisis/disaster/induced catastrophe
 Identify which operation, facility, personnel at risk
 Prioritize accordingly
 Determine effects of emergencies in the operation
 Identify broad categories that must be addressed in your contingency planning
 Review existing emergency plans to identify gaps
 Consider the environment with in which your emergency plans will be implemented.

Assessing the Risk

Pro-crisis Actions - “The planning process begins with an understanding of the situation and
recognition that a number of policy decisions must be made before the actual planning can begin.”;
“Many emergencies can be prevented completely with adequate thought and action. Others can be
anticipated – often by doing nothing but mere common sense. REMEMBER! It was not raining when
NOAH build the ark.”
Checklist for a Disaster Action Plan
 Identify the type of disaster occurred in the area
 Identify those that could affect your operation in the area
 Determine which scenarios are plausible
 Survey your physical facilities and operating procedures to determine preparedness
 Survey surrounding area to determine if there are operations or facilities near which might
create emergencies
 Establish a liaison with law enforcement agencies and emergency response groups
 Know where to get help, how to get help, and what help you can expect
 Know who currently has authority to make key decisions with in your organization and who
control access to decision makers in an emergency
 Review emergency procedures, its completeness and accuracy
Phases in Emergency/Disaster Planning
Phase I - Assessment of the Situation
This will be a research in depth by a knowledgeable and specially trained group on the vulnerabilities
as well as the resources available for the disaster plan. Surveys and Inspection may be conducted
Phase II – Writing the Plan
The plan will have to be written based on the findings in phase I. The plan can be code title,
management will just call for the name of the plan.
Phase III – Testing the Plan
Dry runs of the emergency plan is a part of the entire process of planning to determine plan reliability
and to identify deficiencies and make neceassry corrections or adjustments.
Phase IV – Critique the Plan
This involves the analysis of feedbacks. The unworkable procedures should be noted and finally
corrected.
Checklist for Reviewing Policies, Procedures, and Plans
 Compile and review your organization‖s policies on various contingencies before establishing
your plans
 Ensure that these policies are known throughout the organization and that they are included in
your emergency manuals
 Ensure that your procedures and plans are consistent with your organization‘s established
policies and goals
 Identify appropriate outside consultants and other sources of assistance in developing and
implementing your plans and procedures
 Ensure that appropriate personnel have any security clearances or background cheks which
might be required
 Establish a viable record-keeping system and procedures to ensure they are followed

Organizing Disaster Management Team
Disaster Team Leadership
Disaster team leadership is vested in one person, who should designate an alternate capable
of acting independently in his or her absence. One of the team leader‘s primary tasks is to ensure that
control is maintained over the team‘s activities, information flow, and the implementation of decisions
and organizational policies. For these reason, the team leader should be a person who has
demostarted ability to function under pressure, must have sufficient authority to make on the spot
decisions with in the framework of overall organization‘s policy, access to decision makers when
required, and the ability to recognize which decisions to make independently and which to refer to
upper management.
Disaster Action Team Members
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Depending on the size of the organization and the number of people available, the following
team mebers maybe considered:
 Team leader/ Alternate
 Executive Assistance
 Public Affairs
 Liaison Officers
 (for family/victim/government/International)
 Administrative Support
 Communications Specialist
 Legal Specialist
 Medical and Relief Operations Officer
 Financial Specialist
Each disaster team member must be oriented and trained on their respective role and the functional
requirements for disaster management.
Disaster Action Team Duties
On Pre-event
 Supervise the formulation of policies
 Ensure the development of procedures
 Participate in preparing plans
 Oversee and participate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
 Ensure the assembly of supplies
 Ensure preparation of rest, food, medical areas
During the Event
 Establish shift schedules immediately
 Delegate tasks
 Focus on underlying problem
 Maintain control
 Follow organizational policies
 Use prepared procedures
 Innovate as needed
 Ensure that information is shared with the entire team
 Review all press release and public statements
 Double check or confirm informations if possible
 Aid victim and their families
 Try to anticipate future consequences
 Control stress of team members
 Ensure log maintenance
On Post Event (After the Incident)
 Evaluate effectiveness of plans
 Evaluate adequacy of procedures
 Debrief personnel
 Evaluate equipment and training used
 Revise plans and procedures in the light of new experience
 Reward personnel as appropriate
 Assist victims as appropriate
 Document events
 Prepare after-action reports
 Arrange an orderly transition to normal conditions
 Retain archives
The chain of events during a disaster is simplified as follows:
 Security receives initial report of emergency
 Security notifies Disaster Team Leader
 Team leader decides if immediate action is required
 If action is required, he notifies the other team members to convene at the crisis management
center
 29

 Initial liason established and actions taken: create log, contact of family, employees involved,
government or law enforcement liaison contacts, prepare contingency press guidance, others.
 Respond to event
Crowd Control and Riot Prevention
Riot, in general is an offense against the public peace. It is interpreted as a tumultuous disturbance
by several persons who have unlawfully assembled to assist one another, by the use of force if
necessary, against anyone opposing them in the execution of some enterprise of a private nature;
and who execute such enterprise in a violent manner, to the terror of the people.
Under the law, it is punishable for any organizer or leader of any meeting attended by armed persons
for the purpose of committing any of the crimes punishable under the Revised Penal Code, or any
meeting in which the audience is incited to the commission of the crimes of treason, rebellion or
insurrection, sedition or assault upon a person in authority or his agents (Art. 146, RPC). It is also
punishable for any person who shall cause any serious disturbance in a public place, office, or
establishment, or shall interrupt or disturb public functions or gatherings or peaceful meetings (Art
153, RPC).
Some Basic Definition of Terms
Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more
than three persons who are armed or provided with means of violence.
Outcry – The means to shout subversive or proactive words tending to stir up the people to
obtain by means of force or violence.
Crowd – It consists of a body of individual people with no organization, no single partnership.
Each individual‘s behavior is fairly controlled and ruled by reason. All the participants have been
thrown by circumstance into a crowd for some common purpose that may give them at least one thing
in common.
Mob – A mob takes on the semblance of organization with some common motive for action,
such as revenge for a crime committed on the scene where the crowd assembled, an aggravated
fight, or a confrontation with the police. At times like this, there is already a strong feeling of
togetherness (―we are one‖ attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a
riot.
What is the Role of Planning in Crowd Control or Riot Prevention?
A sound organizational planning, training, logistical support and a high departmental morale are the
essential success elements in modern counter-riot operations.
The control of violent civil disorder involving large segments of the population, especially in congested
urban areas, requires a disciplined, aggressive police counter-action which at the same time adheres
to the basic law enforcement precepts. This is done through effective police operational planning.
Through planning, the law violators can be arrested and processed with in the existing legal
frameworks by the exercise of reasonable force. Without an immediate decisive police action, the
continually recurring conditions of civil unrest and lawlessness could quickly evolve into a full-scale
riot. Police planning could provide the best police reaction and order can be restored with a minimum
of property damage and injury.
What are the Police Purpose and Objectives in Anti-Riot Operations?
Containment – Unlawful assembly and riot are as contagious as a plague unless they are
quarantined from the unaffected areas of the community. In here, all persons who are at the scene
should be advised to leave the area, thereby reducing the number of potential anti-police combatants.
Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may
appear at first to be a legal assembly but the nature of the assembly at the time of the arrival of the
police may clearly distinguish it as being unlawful. Once it is determined, the responsibility of the
police to command the people to disperse. Crowd control formations may be done if necessary to
expedite their movements.
Prevention of Entry or Reentry- The police have to protect the area once the people have
been moved out or dissipated into smaller groups to prevent them from returning. Enforce quarantine
by not allowing the group to resume their actions.
Arrest Violators – One of the first acts of the police upon arrival at the scene of the
disturbance is to locate and isolate individuals who are inciting the crowd to violate or fragrantly
violating the law. Prevent any attempt by the crowd or mob to rescue those arrested by enforcing total
quarantine.
Establish Priorities – Depending upon the circumstances, it is always necessary to establish
priorities. Assessing the situation to determine the nature of assistance and number of men needed is
part of the planning process.
What are the Basic Procedures in Anti-Riot Operations?
Assess the Situation
 determine whether the original purpose of the gathering was lawful or not
 determine also the lawfulness at the time of arrival at the scene
 assess their attitude, emotional state, and their general condition
 determine any state of intoxication and other conditions that may lead to violence
 identify the cause of the problem
 locate and identify leaders or agitators
Survey the Scene
 determine as soon as possible the best position of the command post
 30

 locate the best vintage point for observations

 consider geographical factors such as natural barriers, buildings, and weather condition
 note the best method of approach
Communicate
 report on your assessment, keeping your assessment brief but concise, giving your superior
the sufficient data with which to proceed for plans of action
 ask for assistance or help from the command post hence remain close to the radio as possible
until additional units arrived or to communicate new developments

Maintain a Watchful Waiting
 make your presence known to the people in the vicinity
 if the crowd is too much to handle, stay near the command post and wait for additional support
units
 use radio or other means of communications to call for assistance
 make preparations for decisive police action.
Concentrate on Rescue and Self-Defense
 take care of the immediate needs of the situation until help arrives
 apply first aid to injured people and self protection must be considered
 remember the primary objective of protecting lives, property and the restoration of order
Maintain an Open Line of Communication
 keep the dispatcher advised on the progress of the scene
 continue directing the support units to the scene and the general perimeter control
Establish a Command Post
 follow what is in your contingency plan for civil disturbance
 make every officer aware of the command post for proper coordination
Take immediate action for serious violations
 arrest perpetrators
 isolate the leaders or agitators from the crowd
 show full police force strength
Give the dispersal order
 disperse the crowd upon order
 anti-riot formations and procedures must be used
 use of force necessary for dispersal maybe considered
What are the General Guidelines in Handling Riot?
1. Preplanning must be high on the agenda whenever the department anticipates any disorder
or major disturbance.
2. Meet with responsible leaders at the scene and express your concern for assuring them their
constitutional guarantees. Request them to disperse the crowd before attempting to take
police action.
3. Maintain order and attempt to quell the disturbance without attempting to punish any of the
violators.
4. Use only the force that is necessary but take positive and decisive action.
5. Post the quarantine area with signs and barricades, if necessary.
6. Keep the traffic lane open for emergency and support vehicle.
7. Consider the fact that most impressive police action at the scene of any type of major
disturbance is the expeditious removal of the leaders by a well-disciplined squad of officers.
8. For riot control, consider the following:
 Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The
elements of surprise may enhance effectiveness of riot control
 Security of Information – Plans for action and communications regarding the movement of
personnel and equipment should be kept confidential
 Maximum utilization of Force – A show of police force should be made in a well-organized
manner, compact, and efficient in a military-type squad formations.
 Flexibility of Assignments – Officers and teams should be flexibly assigned to various
places where the need is greatest.
 Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid
mass confusion among the officers.
What are the Special Problems in Crowd Control and Anti-Riot Operations?
Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and
excitement at a riot scene by taking a concealed position and shooting at people with some type of
weapons, usually rifle.
Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into
custody immediately.
 31

Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering.
Take the suspects into custody by whatever means are necessary
POLICE PATROL OPERATIONS
What is Patrol?
According to Hale, Patrol is the essence of police function while Payton said Patrol division is the
backbone of a police department. However, making it simpler, patrol may refer to the regular tour
made by a guard in a place in order to protect it or to maintain order. It could also mean a person or a
group (such as a police or military unit) sent to carry out a tour of duty in a certain place with a
particular mission either for reconnaissance purposes or simply to provide protection.
Etymology of the Term Police and Patrol
As discussed earlier, the term police originated from the Greek word politeia, which means „civil
organization‟ and „the state‟; the Romans slightly changed the word to politia. The French changed
the word to police to call those people authorized to implement the law. The English and the
Americans borrowed the word from the French and used it to describe a law enforcer. The word Cop
and Constable are other common descriptions of a police officer. Cop is a European term meaning
to catch or seize.
It must be noted that the terms constable and patrol came from the French. Patrol originated directly
or via German Patrolla from the French patrouller (patroullier), which originally means ‗to walk
through mud in a military camp.‘
The Evolution of Police Patrol
Police is the agency of a community or government that is responsible for maintaining public order
and preventing and detecting crime. The idea of the police force as a protective and law enforcement
organization developed from the use of military bodies as guardians of the peace, such as the
Praetorian Guard of ancient Rome.
The Praetorian Guard is composed of Roman soldiers or centurions carefully selected by the
commander of the city under the authority of Emperor Ceasar. The Romans achieved a high level of
law enforcement, which remained in effect until the decline of the empire and the onset of the Middle
Ages. Beginning in the 15th century, policing became a task of the heads of fiefdoms and
principalities.
Police in the Ancient Time
In recorded history, we can find many documents and archeological finds that insinuate a form
of organized police. For example, a clay tablet used by the ancient Babylonian dated, around 2000
BC, contains a report from a Babylonian officer to his superiors notifying them that he had proceeded
to the man‘s house as ordered, arrested him, taken his fingerprints and then taken control of his
property. Around the same date, the discovery in the Indus valley revealed not only that this city had
sewers and a bathroom in each house, but that there are special ―watch-houses‖ which were used by
policemen whose duty it was to patrol the streets and maintain order.
In both the Old Testament (Song of Solomon, Isaiah and Jeremiah) and the New Testament
(Matthew and John), we find references to ―watchmen‖ whose duty it was to protect the city and
arrest offenders.
The hieroglyphics of the ancient Egyptians indicates that they had police officers. They had
special flag with its distinctive emblem, a gazelle with a large ostrich feather attached to its neck.
There was a constant for some type of protective police patrol because of the great treasures hidden
in the many tombs. It was in this regard that the Egyptians became the first people to use police
dogs on patrol. They also invented the lock.
The police were civilians called “medjay” and headed by an Egyptian military officer.
Augustus, just before the time of Christ, formed the “Vigiles” of Rome, a group of over two
thousand men, armed with staves and shortsword, whose duty was to keep the peace and fight fires.
Police in the Middle Ages
In the early Middle Ages (a period from the 5th Century A.D. to about 1350), a system of
mutual protection was developed called the “Frankpledge”. Under this system, a community was
divided into tithings or groups of 10 men, each member of which was responsible for the conduct of
the other members of his group and for the assurance that a member charged with a breach of the
law would be produced at court.
This system has in some ways prevailed in the British military. If one man makes a mistake, the
whole group to which he belongs is punished.
England
In England, each petty kingdom was divided into shires or counties. Each shire was the
responsibility of a “Reeve”, later called the Sheriff, who in turn was responsible to their King for law
and order in his respective district. Each Shire was broken down into Hundreds (100 households)
headed by a Hundredman, later known as a High Constable. Each hundred was further broken down
into Tythings (10 families) headed by a Tythingman or Chief Tythingman who was elected by the
group, later on replaced by the Constable in the 12th century. He served as constable and judge.
 32

Another form of police protection used at the end of this era was for each able bodied man to
serve so much time patrolling the town at night as a ―Watchman.‖ Later, it was required that they call
out the time and weather on the hour.
The Hue and Cry - It was an ancient Saxon practice that the invaders brought over to England. The
horn, the oldest known warning device in history, was sounded when a person committed a crime,
or a felon escaped, and it was detected. When they hear this, they raised a cry, sounded their horns,
and by law had to lay aside their work and join their pursuit. If they failed to join, they were considered
to have taken the part of the escaping person and would be arrested. The law stated that pursuit of
the fugitive must continue until he was caught or reached the sea.
Keepers of the Peace - At the end of the 12th Century (1195), King Richard issued a proclamation
entitled “Keepers of the Peace”, requiring the appointment of knights to keep the King‘s Peace.
Some believe that the present “shield” type badge used by some police departments had its origin
with the shield the knights used. They keep guard at bridges and gates and checking on people
leaving and entering the town.
Statute of Winchester (Watch and Ward Act) - Near the end of the 13th Century (1285), the Statute
of Winchester enacted the system of Watch and Ward Act. A watch was stationed between sunset
and sunrise at each gate of a walled town. It revived the Hue and Cry. Some watches are grouped
together for protection and patrolled the town in “Marching Watches”.
The Charlies - Near the middle of the 17th Century (1663), King Charles passed an act which
provided in London one thousand Night Watchmen or bellmen to be on duty from sunset to sunrise
and they were called Charlies. Also referred to by the local citizens as “Shiver and Shake” watch
because they were often old and frail and would run off if they saw any trouble, or heard a cry for
help. They carried long staves and dimly lit lanterns, and they called out the hour and weather
conditions. Some were not honest and sometimes work for criminals as lookouts. Because of this
ineffectiveness, merchants hired their own watchman who was known as the ―Merchant Police.‖
Bow Street Runners - In 1748, Henry Fielding became the Chief Magistrate at Bow Street in
Middlesex, London. He organized a group of men known as Bow Street Runners whose task was to
run errands for the Bow Street Court. He later formed The Bow Street Horse Patrol whose duty was
to patrol the main roads thus secure the travelers from highwaymen or highway bandits. According to
some books, Bow Street Runners was the first organized foot patrol and Bow Street horse Patrol was
the first mounted police on patrol.
The Metropolitan Police - In 1829, Sir Robert Peel introduced the Metropolitan Police Act and was
passed by the English parliament of England in the same year. This law led to the creation of the
Metropolitan Police Force of London, which is viewed by some historians as the first organized
uniformed police form. This police force was later called Scotland Yard. Being the sponsor of the
law, Peel became the first head of the police organization thus earning the title of “The Father of
Modern Policing System.”
The “New Police” by Peel were not well received at first. Oftentimes, they were referred to as
―Peel‘s Bloody Gang,‖ ―Blue Devils,‖ and ―Dirty Papists.‖
France
The French Police is quite old. During the Roman Empire, France was the Roman province
Gaul, and the French seemed to expand on Augustus Caesar‘s idea of police by giving them very
wide powers including price control, welfare, public morals, and even sitting in judgment of these
offenders. They (the police) handled duties that today we consider ―civil‖ matters and their power
came directly from the king not from the community.
16th Century - Paris had two patrols: The Citizen Night Guard; (similar to English Watchman) and the
Royal Guard which was probably for the king‘s protection. At this time, Saint-Louis gave the Guard a
motto that is even today on the French police emblem, ―Vigilat ut Quiescant‖ (He watches that they
may sleep).
End of 18th Century (1791) - The position of ―Officers de Paix‖ was formed (origin of ―Peace
Officer‖).
First Police Organization (headed by Louis-Marie Debelleme)- In truth, the French were the first
to establish a group of uniformed police officers tasked to patrol the city of Paris. This police force
was called „Sergent de Ville‟ (servant of the city) which was organized six months earlier before the
creation of Metropolitan Police Force of London.
United States
 33

In Colonial Times - As former colony of England, it borrowed most of th system of its country of
origin.
Two main trends in law enforcement were:
 North – life was more urban oriented, and the Watch or Constable system seemed to be best
suited.
 South – development was more rural because of agriculture, hence, the sheriff system became
the trend.
Other pertinent developments:
 Boston, 1636 – formed the first ―Night Watch‖
 Plymouth, 1634 – first constable
 New York (Dutch colonists), twenty years later – formed the “Ratelwatch” (rattle watch).
 Philadelphia, at the turn of century – set up a system that obligated duty where citizens served
as Watchmen.
American watchmen were called “Leathermen” because they wore varnished leather hats.
Intermediate period – the following were the key events concerning police and patrol before the
modernization of the United States of America:
 Philadelphia, 1833 – instituted the first daytime, paid police service
 New York, 1844 – organized the first modern American police force based on the English
Metropolitan police.
 In the frontier areas – law enforcement was developed on a local level without many
established rules. Enforcement was aided by the use of the old legal process “Posse
Comitatus” (power of the state to summon assistance in enforcing the law). To beef up law
enforcement, “Wanted Poster” and “Bounty Hunters” were used.
 San Francisco formed the “Committee of Vigilance” in lieu of an established police. Their
motto: “Fiat Justitia Ruat Coelum” (Heaven decrees, Let There Be Justice).
 Pendleton Act of 1833 – established civil Service for federal employees.
Modern Period - This period began in the 1920‘s with the use of automobile patrol and voice radio
communications.
World War II – During the war, the following were some of the events highlighting policing in
America:
 Difficulty of getting police personnel.
 However, since many young men joined the military police, they were stimulated to pursue
career in police work.
 GI Bill – required police men to get college education and the “New Breed” was born.
Philippines
The evolution of policing system and police patrol in the country developed from the practice of
different tribes. The common tradition was to select able-bodied young men to protect their villages
from the depredation of wild animals that prey on their crops and livestock.
Some Important Dates or Events in Early Policing particularly in the area of patrol organization
(some were already discussed in the Preliminaries of this book):
 1712 - ―Carabineros de Seguridad Publico‖ was organized for the purpose of carrying the
regulation of the State and was armed and considered as the Mounted Police.
 Jan. 8, 1836 - ―Guardrilleros,‖ a body of rural police organized in each town as established by
a Royal Decree.
 Feb. 12, 1852 - ―Guardia Civil,‖ was created by a Royal Decree issued by the crown to
partially relieve the Spanish Peninsular Troops of their policing towns.
 1899 - Post Office Inspection system begun.
 1901 - Department of Public Instruction was concerned with peace and order. Gen. Howard
Taft became the first Civil Governor of the Philippine.
 July 18, 1901 - The PC, better known as the Insular Constabulary, was organized, the first
insular police force in the Philippines, manned mostly by Filipinos but most officers were
Americans. Capt. Henry Allen named as the first Chief of the PC.
 1935 - American Police Force withdrawn with the advent of the Commonwealth. Capt.
Columbus Piatt was the last American Police Chief in Manila. Col. Antonio C. Torres became
the first Filipino Police Chief.
With the outbreak of the Pacific War:
 1939 - The Manila Police Department introduced the bicycle patrol.
 34

 Dec. 8, 1941 - Col. Torres declared manila as an open city.

 Jan. 2, 1941 - The first element of the Japanese Imperial Army entered Manila. The Japanese
Military Police (Kempetai) took Chief Torres in custody and rounded the members of the
Manila police and ordered them to cooperate. They were held responsible to maintain peace
and order. The MPD was renamed Metropolitan Constabulary under the Supervision of the
Bureau of Constabulary.
 Feb. 7, 1945 - Gen. Douglas McArthur returned to the Philippine. The Battle of Manila ended.
The MPD was reconstituted and placed under American control. Col. Marcus Ellis Jones
became the Chief of Police.
Post War Era:
 Mar. 17, 1954 - Automobile Patrol was introduced in Metro Manila. Isaias Alma Jose, the first
Chief of mobile patrol of MPD.
 Dec. 13, 1990 - RA 6975, An Act establishing the PNP under a Reorganized Department of the
Interior and local government and for other purposes.
 1998 - RA 8551, the PNP Attrition Law, ―Professionalization Law‖
Present Period
The country through the Philippine National Police and the Department of Interior and Local
Government in coordination with other government agencies particularly the Armed Forces of the
Philippines, has tapped the involvement of the community in policing. One of these is the institution
of the Community Oriented Policing System or COPS, the Integrated Patrol System (IPS) and the
Patrol 117.
The Role of Police Patrol
The primary law enforcement body of the state is the police. The basic police mission — preserving
order by enforcing rules of conduct or laws — was the same in the ancient communities as it is today
in sophisticated and highly urbanized societies.
Police, the first component of the Criminal Justice System in the Philippine setting is
responsible in performing these fundamental functions.
1. Prevention of crime and repression of criminal activities
2. Preservation of peace and order
3. Protection of life and property
4. Enforcement of laws and ordinances and regulation of non-criminal conduct
5. Investigation of crimes
6. Apprehension of criminals
7. Safeguarding of citizens‘ rights and public morals
On Law Enforcement, it embraces crime prevention and crime control, including customary police
functions. On the other hand, peace and order maintenance covers the peacekeeping role and
community-oriented services (community service role). Note that peace and order maintenance has
no law enforcement implications. Domestic trouble is a sample situation wherein police officers must
have to intervene although their action is not backed by any specific law or ordinance.
Sometimes on patrol, while performing a mediator‘s role in a family squabble, the responding officers
may subsequently take police actions if:
a. the family dispute involves a felony;
b. an offense is committed in the officer‘s presence;
c. self-defense is necessary on the part of the police officer.
Why is it that the citizens usually call first the police when a social problem occurs?
Traditionally speaking, these are the reasons: Because the police are constantly available when
needed; dependable when called upon; and capable of providing advice to decide or settle
interpersonal conflicts. Thus, there are two broad duties of police officers while on patrol.
1. Provide public protection through:
 Preventive Enforcement – progressive and continuous patrolling
 Selective Enforcement –research and investigation
2. Render social services
 information services
 police escort
 assisting other agencies
 serving court notices (warrants)
Patrol and Police Discretion
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In police matters, discretion simply refers to the wise use of one‘s judgment based on personal
experience and common sense to decide a particular situation. Discretion may also mean the
freedom to decide: the freedom or authority to judge something or make a decision about it.
Police officers are decision-makers and most of their decisions involve discretion. In hostage taking,
for example: if they shoot, they are publicly condemned. But if they hesitate, even for just a second,
they are dead.
Police officers, especially those on patrol, must develop the positive side of split-second decision-
making. When a patrol officer confronts a situation, he must immediately decide - that his decision
must not only be on time but at its best. It is ironic that an officer on patrol makes more decisions and
exercise broader discretion regarding the people‘s life everyday than a judge who normally decides
one or two cases in one day. Note further that no law, no book, no lawyer, no judge can instruct a
policeman on the beat regarding the proper exercise of discretion.
The Nature of Police Patrol
Patrol is the backbone of the police department. The proof to this statement is that patrol force
is the only division in the police organization that cannot be eliminated. This is usually true in small
police organization since it cannot afford to create divisions such as Traffic, Investigation, Juvenile
and other specialized areas.
While small police departments grow to keep up with the increasing population, expanding
geographical boundaries, and growing diversity of police jurisdiction, there is a need to hire uniformed
and non-uniformed police personnel to take over the clerical and record keeping functions in order to
provide policemen more time for their field responsibilities. Specialized units such as vice squad,
homicide section, child and women‘s desk, and others have to be created. But all the while, the
patrol unit continues to exist as the principal functional unit or ―backbone‖ of the police department.
What is the importance of Police Patrol?
Obviously, the patrol force is indispensable unit in every police organization. The following are the
specific points that justify the importance of Police patrol:
1. Patrol is the essence of police operations.
2. The patrol group is the single largest unit in the police organization.
3. Actions taken by the patrol officer have the most direct impact on the citizen‘s satisfaction and
on the accomplishment of police goals and objectives.
4. Patrol operation is the most visible form of activity that enhances the welfare and security of
the community.
5. Individual patrol officers represent the police department in its contact with the community.
6. Individual patrol officers play a major role in determining the quality of justice in a given
community. Errors made by patrolmen have significant negative effect in the public‘s
perception and on the other components of the CJS.
7. The patrol officer is the most important human element of the police organization since all
police field operations are supported by the patrol activity.
What are the patrol functions?
Based on Section 1 of Rule II of the original Police Manual, the patrol force has the primary
responsibility of safeguarding the community. This can be done through the:
1. Protection of persons and property
2. Preservation of peace and order
3. Prevention of crime
4. Suppression of criminal activities
5. Apprehension of criminals
6. Enforcement of laws and ordinances
7. Regulation of criminal conduct
8. Performing necessary services and inspections
Police departments sometime gain reputation of efficiency and effectiveness based on their
vigilance in dealing with criminal offenses and the establishment of a high state visibility in the
community. Criminals usually plan their legal illegal ventures in areas where police are known to be
lax and inefficient. Hence, they purposely avoid communities whereby the police have established
reputation of being extremely vigilant and aggressive in deterring crimes.
In order to realize the above-enumerated functions, the patrol unit has to perform the following
activities:
1. Routine Patrol and Observation
2. Benevolent and community services – ―called-for‖ services, inspection services
 36

3. Control of public rallies – preventive attendance & maintenance of order, responding to

emergency calls
4. Attending to criminal and civil complaints
5. Conduct preliminary investigation
6. Animal control, traffic direction and control
7. Business and property security
8. Collection and preservation of evidence
9. Arrest of offenders
10. Preparation of reports and testifying in court

What is the Concept of Crime Prevention and Crime Suppression?

Theoretically, crime prevention involves the suppression of the desire of potential criminals to commit
crimes. On the other hand, crime suppression involves the elimination of the opportunity of criminals
to perform acts against the law.
In reality, crime prevention and crime suppression are activities that patrol officers do not bother to
distinguish. When they are deployed at the streets, patrol officers have no time to ponder if what they
do is under crime prevention or crime suppression.
Police Personnel Distribution
The patrol force is an organization within an organization. The patrol force is the nucleus (focal
unit) of the department about which the special services are grouped, and therefore, it shall not be
subordinated to any other police unit in the police department. The operational heart of a police
organization is the patrol force to which other departmental divisions relate in a supportive role. In
ordinary police stations, the suggested distribution of police functions is as follows:

Police Activity Percentage

1. Patrol Functions 50%
2. Criminal 15%
Investigation
3. Traffic Functions 10%
4. Vice & Juvenile 10%
Related Functions
5. Administrative 10%
Functions
6. Auxiliary Functions 5%

Manning Level of Patrol Force

One basis of the effectiveness and efficiency of the patrol force is the manning level or manpower of
the police organization. The patrol unit must get the most number of uniformed personnel. The ―rule
of thumb‖ regarding the manning level of any police department must be observed.
In the Philippine setting, the rule regarding the manning level of the police is provided under section
27 of Republic Act # 6975. The standard manning level is 1:500 (1 police officer for every 500
residents). However, in extreme conditions, this manning level maybe stretched to maximum, which is
1:1000 (1 police officer for every 1,000 resident).
PATROL THEORIES AND PATROL METHODS
A. Fundamental Theories of Patrol
1. Theory of Police Omnipresence - High police visibility discourages criminals. Normally,
criminals think twice before executing their plans if there is obvious presence of police officers.
Thus, patrol activity should be carried in a manner that attracts maximum attention to the
police officer or police vehicles. This theory applies the principle of overt operation or high
police visibility.
2. Low Profile Theory - Low police visibility increases the opportunity to apprehend criminals.
Deceptive absence of the police officers will let criminals believe that they will not be detected
or caught if they execute crimes that they planned. In this theory, the objective is to attract as
little attention as possible while on the process of patrolling. The officers should operate in a
 37

manner that it would be difficult for either criminals or the public to determine that police are
around. The principle of covert operation is integrated in this theory.
A smart patrol officer should use both approaches depending on the circumstances of a situation. He
can make his presence obvious in a high-crime area to deter criminals by conducting slow motor
patrol. In another situation, he may conceal himself and test the presence of criminals around an
area.
The most important role of a patrol officer is to serve as the police organization‘s actual field contact
with the people. Thus, the word PATROL is an acronym of: P – oliceman; A – ssigned; T – o; R –
estore; O – rder in the ; L – ocality
B. Patrol Methods
Patrol methods are various means of getting from one place to another within a specified patrol
jurisdiction. Various methods of patrol are not intended to isolate the patrol officer from the people he
vowed to serve and protect.
Patrol effort made by the police may be in the form of any or combination of the following:
1. Beat Patrol
a. Foot Patrol
b. Bicycle Patrol
2. Sector Patrol (Motorized Patrol)
a. Automobile Patrol
b. Motorcycle Patrol
c. Aircraft Patrol (Helicopter and Fixed Wing)
3. Specialized Patrol Methods
a. Horse (mounted) Patrol
b. Marine (water) Patrol
c. Canine (K-9) Assisted Patrol
d. Special Terrain Patrol
FOOT PATROL
Foot patrol is restricted to small areas and is used to deal with special situations while
maintaining radio contact with officers in patrol cars. Foot patrol is used to secure 2 types of police
geographical units:
1. Post – a fixed position or location where an officer is assigned for guard duty
2. Beat – the smallest area specifically assigned for patrol purposes
Types of Foot Patrol
1. Fixed foot patrol is usually used for traffic, surveillance, parades, and special events.
2. Mobile foot patrol is used where there is considerable foot movement such as patrolling
business and shopping centers, high crime areas, and in places where there are many or
multiple family dwellings.
a. Line beat patrol is used in securing a certain portion of a road or street.
b. Random foot patrol is used in checking residential buildings, business establishments,
dark alleys, and parking lots.
What are the basic techniques and procedures of Foot Patrol?
1. Do not establish a set of pattern of patrolling procedure.
 If you patrol your beat along certain streets and make regular stops at specific times
and locations, criminals will learn your habits and take steps to avoid you.
 Turn corners as often as possible to avoid being followed.
 Refrain from taking meal or coffee breaks at the same time and place during your shift.
 Reverse the direction of your patrol route, often and at random.
 Cut through lanes and alleys.
2. Walk systematically (with purpose) on the beat while on patrol.
 Pause often during your patrol and look around you.
 If you are not paying attention to your surroundings, you are not patrolling but you‘re
strolling.
3. Do not smoke nor drink while on patrol during night or day shift.
4. Walk near the curb during daylight. This technique offers:
 a better view for observing street activity;
 38

 less chance of obstruction by pedestrians on the sidewalk if you are required to take
quick action; and
 Higher police visibility, which is effective in crime prevention.
5. Walk near buildings during night patrol.
 Check the window glass of street level stores or offices for cracks or broken glass.
 Avoid looking backwards, unless necessary. Use the reflection in store windows to see
your back.
 Move discreetly to avoid tipping off burglars or muggers.
 Pause frequently in shadows to observe without being seen.
 Use convenient light to check doors in case of forcible entry.
6. Do not immediately open the door when intending to get inside. Observe and evaluate first the
situation.
7. Check the interiors of buildings and rattle doorknobs to ensure that premises are secure.
8. Watch for persons loitering or hiding in doorways, either ingress or egress.
9. Use fire escapes to inspect building rooftops once in a while.
10. Be attentive or on alert for the sound of breaking glass or any unusual noise that may be
caused by criminal activity.
Advantages of Foot Patrol
1. Greater personal contact with the public leading to increased community support for the police.
Police becomes closer to the community residents.
2. Greater opportunity to develop sources of information.
3. High police visibility. Regular police presence discourages criminals and provides greater
sense of security to storekeepers, females, and elderly persons.
4. Places not accessible by motor vehicles are reached and patrolled. Patrol officers can enter
small alleys and side streets.
5. Easier detection of criminal activities. Foot patrol provides closer observation of the
environment and the circumstances that may require immediate police attention.
6. Easy discovery and familiarization on the layout of the beat. In-depth knowledge of the
character and problems of the patrol area.
Disadvantages of Foot Patrol
1. Low mobility resulting to limited coverage of the patrol area.
2. Low response time to telephone complaints.
3. Foot patrol method involves a large number of personnel, since officers are assigned on small
areas of jurisdiction called posts and beats.
AUTOMOBILE PATROL
The patrol car is the most extensively used and the most effective means of transportation for police
on patrol. Equipped with state-of-the-art police gear, patrol cars today provide a rapid, safe, and
efficient means of transportation under average operating conditions. Automobile patrol has the
greatest mobility and flexibility. Most experts on patrol operation agree that it is the most cost-
effective method of patrol.
Features of State-of-the-Art Patrol Cars
1. Reflecting pressure-sensitive film covering rather than mere paint
2. Vehicle-mounted TV – high-resolution video camera with wide-angle lens
3. MDT – mobile data terminal – computer that allow officers in patrol car to access files from
Headquarters (HQ) and other Law Enforcement agencies
4. HELP - high-intensity emergency lighting plan – heavy duty light than can provide 2 million
candle power of lighting
General Techniques and Procedures in Automobile Patrol
1. Thoroughly check the patrol car before leaving the garage.
2. Do not establish route patterns in patrolling the area of jurisdiction. Recommended
patrol patterns (can be applied in any of the types of patrol):
a. Clockwise Pattern – usually done during the first hours of patrolling.
b. Zigzag or Free-Wheeling Pattern - start at one corner of the patrol area and work your
way diagonally across it to the opposite corner.
c. Criss-cross Pattern – more or less similar to zigzagging.
d. Straightway Pattern – the easiest to observe because as the name implies, the patrol
officer just follow the length of the street.
e. Cloverleaf Pattern
f. Counter-clockwise – usually done before the tour of patrol duty ends.
 39

CLOVERLEAF – a highway intersection designed so as to route traffic without interference, by

means of a system of curving ramps from one level to another, in the form of a 4-leaf clover. Hence,
the cloverleaf patrol pattern follows this pattern of movement in patrolling.
3. Do not develop the habit of using only the main roads in your area. Most criminal activity
occurs at the back streets, out of sight from the main thoroughfares.
4. Do not spend too much time in drive-inns or coffee spots.
5. Always take note (jot down) the plate numbers of strange or suspicious vehicles.
6. Get out from the patrol car regularly or frequently to be visible and accessible to the
public; and develop personal contacts in the neighborhood.
7. Set an example to other motorists.
a. Observe/Obey all traffic laws (rules of the road), for both safety and public relation (PR)
reasons, unless you are en route to an emergency or while on pursuit.
b. Always park the patrol car in the legal way.
c. Use seat belts or shoulder straps and other safety devices.
d. Use the proper traffic signal lights and hand signals.
8. Avoid driving too fast on general patrol conditions except during emergencies or in
pursuing some criminals/suspects. Maintain a cruising speed of 20-25 mph during
patrol. This is slow enough to make detailed observations without impeding the traffic
flow.
9. When conducting solo patrol, maintain frequent contact with the dispatcher or other
communication personnel in the field or at the HQ.
10. If you are patrolling with a partner, divide the observation area around your vehicle.
a. The driving officer covers at least 100OC of vision in front. He must not, however, allow
his observations to interfere with the safe operation of the patrol car.
b. The passenger officer should cover a field of view twice more than the driving officer.
c. Both driver and passenger officer must always be on alert for possible informants.
11. Minimize hiding behind hills, curves or signboards to trap traffic violators. This is bad PR
and serves to erode community confidence in the police sense of fair play.
12. Frequently check the potential trouble spots in your patrol area.
13. Stop periodically among parked cars at the entrance of side streets to observe activity
on the street.
14. Check the occupants of vehicles that stop beside and behind you at intersections.
15. Regularly check parking lots for abandoned stolen vehicles.
16. In stopping and checking a vehicle, park at the rear side of the suspect vehicle. Leave
the door slightly open unless the area is highly populated.
17. Do not leave the key in the patrol car especially if the place is in a high-crime or
congested area.
Advantages of Automobile Patrol
1. High mobility allowing coverage of greater area.
2. Quicker response time to complaints. Greater efficiency in responding to emergency calls
and other called-for services
3. More economical as compared to foot patrol.
4. Enable more effective street pursuit of offenders.
5. Enable more effective traffic enforcement.
6. Provide an element of surprise, especially when crime is in progress.
7. Provide the officers with necessary protection during inclement weather.
8. Enable officers to carry supplementary equipment essential in patrolling.
Disadvantages of Automobile Patrol
1. Diminished personal contact with the public.
2. Little opportunity to develop sources of information.
3. Marked police vehicle hampers apprehension and surveillance operations.
Advantages of One Man Automobile Patrol
1. Preventive enforcement is doubled by having twice as many police cars on the street
2. An officer who is alone devotes his full attention to driving and beat observation rather than
conversing with his partner
3. Personality clashes are reduced and/or avoided
4. Promotes self-reliance and self-confidence.
Advantages of Two Man Automobile Patrol
1. Provides officers with greater safety by doubling the firepower and physical protection
2. Mistake made by one officer may be noticed and immediately corrected by his partner
 40

3. Each officer could get rest and thus perform more effectively since each does not have to drive
for full 8 hours of duty
4. Beneficial since two pairs of eyes are better than one.
5. One could operate the radio while the other one drives.
6. Sleeping on duty could be avoided especially for the one who is driving since he has a
companion who keeps him awake
BICYCLE PATROL
Bicycle patrol is growing in popularity because of easy operation and its acceptance by the
public, particularly children who view them as a non-threatening form of patrol. Bicycles are now used
in many countries as a simple and inexpensive means of silent transportation to carry police officers
throughout their patrol district. Often, bicycles are used in parks and on beaches and have many of
the same advantages and disadvantages as motorcycles.

Advantages of Bicycle Patrol

1. Lower-cost (inexpensive) to operate as compared to motorcycle and automobiles
2. Areas not accessible by patrol cars or are too wide for foot patrol can be covered by bicycle
3. Increased mobility and stealth since bicycle can be operated quietly and without attracting too
much attention. In Seattle, Washington, for, example, bicycle officers use bikes to whip around
corners and surprise drug dealers. This type of patrol provides the maximum stealth and
mobility to patrol officers.
4. Found to be highly effective in combating theft, vandalism in residential areas, parks, shopping
malls, etc. The Seattle City‘s 20 bicycle officers have averaged five times the number of
arrests made by foot patrols in the downtown area.
5. Effectively used by plainclothesmen for surveillance in high crime areas wherein officers
wearing nondescript clothes could blend with the apparels worn by the criminals
Like motorcycles, bicycles leave the patrol officer extremely vulnerable. Officers should have the
proper safety equipment and follow all basic safety practices while on bicycle patrol.
MOTORCYCLE PATROL
Most police departments have their motorcycles marked with the same insignia as their patrol cars.
Motorcycles are beginning to be a favorite of patrol officers because of the ease and speed of moving
around. Motorcycle patrol has many of the same advantages as automobile patrol, especially in
speed and maneuverability. Motorcycles have greater access than automobiles to some areas and
are better suited to heavy traffic, narrow alleys and rugged terrain.
Disadvantages of Motorcycle Patrol
1. relatively high cost to operate
2. limited use in bad weather
3. inability to carry additional equipment or officers
4. the danger involved in riding them
Thus, in motorcycle patrol, proper protective clothing and helmets are a must. A motorcycle also
offers the patrol officer much less protection than a squad car should a person in a vehicle being
pursued decides to start shooting. Nonetheless, the ability of motorcycles to maneuver through traffic
and their ability to access areas, which squad cars cannot, make them valuable patrol vehicles.
A number of American police agencies continue to use two wheel and three wheel motorcycles,
especially for traffic control and special occasions, such as parades and escort duty. In general,
however, the use of the two wheeled motorcycle patrol had decreased in recent years for several
important reasons. Departments that have used solo, or two wheels, motorcycles, have found
them to be:
a. costly to operate,
b. hazardous to the driver, and
c. inoperative during inclement weather when the police should be most active in
the enforcement of traffic regulations or readily available for special escort
duties.
d. Additionally, the solo motorcycle is tiring for the driver and has no capacity to
transport prisoners, other personnel, or equipment.
However the three wheel motorcycle:
a. can be operated regardless of road conditions
b. is far less hazardous, less tiring to drive,
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c. has transportation capabilities. In essence, the three wheel motorcycle has most of the
advantages of the solo motorcycle and
d. greater maneuverability in dense traffic than the automobile.
HORSE PATROL (Mounted Patrol)
Mounted patrol is decreasing in the US but is still used in some large cities for crowd and traffic
control. Mounted officers are usually more acceptable than K-9s as crowd control instruments.
Expense is one of the main advantages of mounted patrol. The greatest advantage is that an officer
on horseback is much more effective at controlling a disorderly crowd than one on foot or in any kind
of vehicle (other than a tank). Mounted officers can see up to three blocks away and cover more
territory than officers on patrol.
Horses are useful in patrolling jurisdiction that covers large park areas or similar places where
automobiles cannot go or may be forbidden. Mobile patrol cars cannot be expected to race on grassy
fields or wooded areas but horses can.
Mounted patrol is also valuable in search-and-rescue efforts in rural and wilderness areas. Officers on
horses have been called upon to:
1. assist in evidence searches at crime scenes
2. round up straying cattle after a truck has tipped over
3. search for lost children in tall corn or grass where men on foot would be ineffective.
AIRCRAFT PATROL
Among the more recent trends in patrolling is the use of aircraft, either helicopter or fixed-wing.
Today, it has become necessary for the police use aircraft in performing both routine and specialized
patrol activities. The use of aircraft is not totally new. In 1925, the Los Angeles County Sheriff
Department has already formed a volunteer Reserve Aero Squadron. Full-time Aero detail is still an
official unit in this police department today.
Before 1929, the New York police department began using aircraft. In 1947, the New York Port
Authority began using helicopters for surveillance, transportation, and rescue. Other cities and state
agencies in United States has employed helicopters, usually during daylight hours. In 1986, the state
of California developed an experimental program using helicopters for police patrolling known as SKY
KNIGHT.
During the latter part of 1959, the Public Safety Department of Dade County in Florida used the aerial
patrol concept. At present, it is effectively utilizing fixed-wing aircraft and helicopters in regular patrols
to prevent crime and apprehend offenders or engage in surveillance activities.
Advantages of Fixed-Wing Aircraft Patrol
1. Patrolling long stretches of highway or expenses of inaccessible land.
2. Excellent for traffic control in long stretches of highways, for search and surveillance, and other
special missions.
Disadvantages of Fixed-Wing Aircraft Patrol
1. Fixed-wing aircraft has very little flexibility in congested metropolitan areas.
2. Needs a span of flat land for lift-off and landing.
3. Very expensive to operate.
Advantages of Helicopter Patrol
1. Able to travel at low speeds, to hover if necessary, and to land even in small patch of flat land.
2. Increased visual range/scope.
3. More efficient for rescue, medical evacuation, surveillance, and other high profile police
activities.
4. Improved response time to emergency calls and other called-for service.
5. Increased rate of apprehension of professional and organized crime groups.
6. Improved efficiency of regular patrol units through airborne reconnaissance.
7. Increased ability in conducting searches for missing or lost people suspected offenders and
escaping prisoners.
8. Provide a better system of flood lighting areas to be patrolled at night.
9. Capable of broadcasting information to a large area through airborne speakers.
10. Provide rapid emergency transportation of personnel.
11. Added security to patrol officers on foot, motorcycles or in patrol cars through backup offered
by aerial patrol.
Disadvantages of Helicopter Patrol
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1. Very expensive – high cost of training of pilots/operators, buying, fuel, and special facilities for
housing and maintenance.
2. Public complaints about the noise and about being spied upon.
3. Forcibly grounded during bad weather.
4. Smog and light or intermittent clouds affect visibility.
5. Presence of various hazards especially in congested areas, such as high wires and smog.
6. There are landing patterns or procedures that must be followed, which delays landing time.
7. Pilots must work shorter periods of time than regular police shifts since driver of helicopters
easily suffer work fatigues.
8. There are many tactical problems to overcome such as location of police units on ground and
the exact location of addresses
9. Element of surprise is lost since criminals could hear the helicopter coming even from a great
distance.
WATER PATROL (Marine/Bay/River Patrol)
Water patrol units are extremely specialized and are not in great use except in areas with extensive
coasts or a great deal of lake or river traffic. The objective was to use the water vehicles in anti-
smuggling operations as well as against robberies committed in warehouses along riverbanks or
water ports.
Like aircraft, boats are expensive to buy, operate and maintain. Further, those who operate them
must have special training. Nonetheless, boats are the best means to effectively control violators of
water safety regulations as well as to apprehend drug and gun smugglers. They are also valuable in
rescue operations during times of flooding as well as in dragging operations for drowning cases.
Winter or summer, the water patrol is responsible for:
1. search and rescue/recovery for drowning victims
2. routine patrol
3. buoying and marking
4. removal of navigation hazards
5. water safety inspections
6. water accident investigations
7. deterring boating law violations such as reckless operation
8. checking fishing licenses and catch limits

What are PWC?

A new trend in water patrol is the use of PWC or Personal Watercraft. Among the earliest
manufacturers of this type of vessel was the Yamaha Motor Corporation (1990). The reason why
PWC became popular was that the company began a loan program wherein law enforcement
agencies can obtain free use of Yamaha PWC during the boating season. These vehicles have very
shallow draft, high maneuverability and stability. They are also very easy to operate. The 2 models
most frequently used were the: Wave Runner LX (for 2 people) and the Wave Runner III (for 3
people). The front compartment allows for storage of ticket book, high-powered binoculars and a
portable breath test. Many are equipped with public-address systems, sirens, and lights.
Main advantages of using PWC rather than ordinary patrol boats are:
1. Marine patrol officers can approach areas not accessible to conventional patrol boats because
of shallow, low bridges or other impediments.
2. One or two officers are enough to operate while increasing maneuverability and speed.
CANINE (K-9) ASSISTED PATROL (Dog Patrol)
As earlier mentioned, the Egyptians were the first to use dogs in patrolling. In the US, dogs
have been used in police patrol since 1900. In April 1957, Baltimore was the only American police
force that used trained dog handler teams on patrol. As of April 1968, about 200 police agencies used
a total of 500 man dog teams in police patrol work.
Police dogs are especially useful in high crime areas, in dangerous search situations, in dealing with
street gangs, in dispersing a crowd, in taking fleeing suspects into custody, in guarding suspects, in
searching alleys, parks, schools, and other large building. A most recent use of police dogs is in the
search and detection of drugs in packages or on suspects. The K-9 assisted patrol is becoming more
popular, with even smaller departments beginning to establish K-9 units. According to James C.
Spurlock in his article ―K-9‖ in Law and Order issue of March 1990: ―Along with mainframes and
microchips, the small-to-medium-sized police department shopping for the latest in cost-effective
high-tech law enforcement might want to consider the four-legged, cold-noised variety”
 43

A K-9 corps is essential for most medium size and large police departments but careful
planning and research must first be completed to determine the specific numbers and need for police
dogs. Dogs must be housed, transported then trained. Their handlers must be carefully selected and
trained.
Uses of Dogs or K-9s in police operations
1. Provide great assistance in search and rescue as well as in smelling out drugs and bombs.
2. Provide protection for 1-officer patrol. Officer/s assigned to a high-crime area has little to fear
with a well-trained canine at their side.
3. Great value in crowd control since:
a. properly trained dogs are virtually fearless; and
b. totally loyal to their handlers have a significant psychological effect on would-be trouble
makers
4. Extensively used in international airports to detect narcotics and bombs because of their keen
sense of smell. A dog is capable of recognizing an odor 10 million times better than a
human can.
5. Specially trained dogs are extremely effective in finding bodies – dead or alive, just buried or
buried for years.
6. Locating trapped people during emergencies.
7. Can be an asset to public relations efforts.
8. Well-trained police dogs can be used for demonstrations in public affairs, schools, or parades.

What breeds of working dogs are best suited for police works?
1. German Shepherds – the most frequently used and highest-scoring dog for police work
2. Black Labrador retrievers
3. Giant Schnauzers
4. Rottweilers
5. Doberman pinschers
6. Bouviers
7. Newfoundlands
8. Airedale terriers
9. Alaskan malamutes
Disadvantages of using K-9
1. Most police dogs work with only one handler.
2. K-9, like most dogs, is territorial, and its handler and its K-9 cruiser are part of its territory.
3. Dog training is expensive. Dog training usually takes 10 to 12 weeks.
4. Police department that initiates a K9 section is vulnerable to law suits.
WOLVES – It stands for Wireless Operational Link and Video Exploration System; the system of
attaching a miniature camera and transmitter to a search dog; this equipment make man‘s best friend
and even better friend, because the dog can now be the eyes and ears of his handler in situations
where saving life is paramount objective.
Bloodhounds – These tracking dog; a large powerful dog with drooping ears, sagging jowls, and
keen sense of smell, formerly used for tracking.
PATROL: WORKING THE STREET
Preparation for Duty – The patrol officers‘ job starts even before they are in their respective area of
responsibility (AOR) because they need to prepare the following that are necessary in the
performance of their routines:
Equipment check
 Police uniform
 Weapons
 Watch
 Money, including change for pay telephones
 Flashlight, spare battery and bulbs
 Notebook with ample supply of blank paper
 Forms re reports, traffic violations, etc.
 Current list of stolen and wanted vehicles
 Portable radio and other equipment as required
Information Check – Prior to actual patrolling, the police officers should:
 Secure and review descriptions of missing and wanted persons.
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 Arrange any follow-up work from previous shifts.

 Check with the officer being relieved for any problems requiring your attention during the shift.
 Check patrol area log for problem areas requiring extra surveillance.

Vehicle Check – In case of patrol officers assigned on mobile cars (prowl cars), they should:
 Check the inside of your patrol car, paying particular attention to the rear seat.
 A prisoner may have hidden a weapon or evidence in the vehicle during the previous shift.
 During your own tour of duty, a prisoner might try the same maneuver. If you haven‘t checked
the vehicle, any evidence you recover might be ruled inadmissible in court; you would be
unable to swear that the vehicle was empty before the suspect entered it.
 Record the condition of your vehicle‘s interior in your notebook for possible latter use as
evidence.
 Check your vehicle‘s siren, roof light, radio and other equipment to ensure that they are in
proper working order. Note any damage or mechanical problems.
PATROL CONCEPTS
The following are simple but vital questions in the management of a patrol unit in your own
department or in any police department:
What is reactive Patrol?
It is the old system of police patrol activity which consists of continuously driving around the area of
patrol waiting for something to happen and to react accordingly in case something does happen.
What is proactive Patrol?
It is the more economical alternative patrol system, which has an objective approach against
criminality as much as practicable. It addresses crime at its very root before it is able to develop into
a felonious act.
What is participative law enforcement?
It is a system where the citizenry and the police work together to reduce crime, prevent juvenile
delinquency and criminal behavior, maintain the peace and reduce local problems which are the
mutual responsibility of the police and the people.
What is the difference between prevention and repression of criminal and delinquent
behavior?
Prevention is the objective aimed towards ways and means to reduce the desire of the human being
to commit crime. Repression, on the other hand is the act of preventing the actual commission of
crimes. Repression is leveled on the prevention of the very act itself which constitutes crimes.
What is Police Omnipresence?
It is a crime repression activity of the police which is accomplished by making their presence known in
such a way that even if they are longer present in a certain location, would be criminals would still
have the impression that they are still around and would therefore refrain from committing an offense.
What is the meaning of the acronym COPS?
The acronym COPS refers to Community Oriented Policing System. It is the deploying of policemen
in police blocks to provide police and public safety services. It also involves the breaking down of
large and impersonal police departments into small units to create as series of mini-police precincts,
which are responsive to the smaller communities.
What are the objectives of the PNP’s New COPS?
1. To enhance police visibility in order to reach out to the community to serve the
resident a policing out.
2. To improve police community relation to gain public acceptance, build mutual
respect and trust and promote cooperation.
3. To attend sustained and integrated police-community participation, in crime
prevention and suppression.
What is police block?
 45

This is the NCOB (New Cops on the Block) Center of Command and Control of its activities and the
police base from which the citizen may seek assistance whether in person by radio or telephone.
What is the so-called “House Visitation”?
It is a function of NCOBs where police officers on patrol visit every house and work place to offer
crime prevention advice and to organize the neighborhood crime watch groups.
What is the so-called “Street Questioning” method?
It is a method whereby policemen on patrol may interview within the bounds of law suspicious
personalities at random in order to serve as a deterrent to those intended to commit a crime.
What is the police social service of the PNP?
It is a project that concerns a wide variety of activities such as physical fitness and sports
development and formation and education and livelihood projects. The following are some of the
benevolent services performed by the police patrol:
1. Midwife duties for childbirth.
2. Render first aid to accident victims.
3. Get relief assistance to disaster victims.
4. Mediate in family quarrels.
5. Delivery of death messages.
What do you understand about the concept of “Team Policing”?
It is a grass root approach undertaken to bring the people and the police together in a cooperative
situation. Its distinguishing feature is the establishments of neighborhood crime watch groups to
encourage the people to report crimes and to assume greater interest and responsibility in crime
prevention and suppression.
What is the purpose of police uniform?
As with any other occupation, the police uniform is intended to separate policemen from everyone
who are not in the same line of work to avoid confusion and to assure others of his authority and his
presence.
Give the four kinds of inspections conducted by policemen on patrol.
Policemen may conduct building inspection, crime prevention follow-up, house inspection and
miscellaneous inspection.
What is Patrol Hazard?
This is a term used frequently to describe a specific condition or place that requires a patrol officer‘s
special attention.
What is the importance of Vehicle inspection for patrol?
The emergency nature of police work demands that the vehicle they use be in the best condition as
possible not only for routine patrol driving but also for pursuit operation. Hence, there is a need for
regular vehicle inspection.
What is the purpose of the District Orientation Tour in preparing for patrol?
Its purpose is to familiarize and orient a policeman about the patterns and characteristics of his patrol
area before he conducts actual patrol.
What is police surveillance?
It is the process of keeping under observation a person; a place or an object to obtain information
material to the solution of a case. It is also use to detect some forms of criminal behaviors.
What is the purpose of the police at the scene of civil disturbance?
During civil disturbances, the police: protects lives and properties of everyone at the scene; enforces
the law; and restores peace and order.
What are the objectives of the police at the scene of unlawful assemblies?
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The objectives of the police at the scene of unlawful assemblies like riot (these are discussed in
Chapter 4 – Crowd Control and Riot Prevention): Containment; Dispersal; Prevention of reentry or
entry; Arrest of law violators; and Establish priorities.

State the essential steps that must be taken by the police during a disaster response.
1. Assess the nature and extend of the disaster or calamity.
2. Communicate information in the fastest means available.
3. Administer urgently needed first aid and rescue activities.
4. Establish a command post.
5. Contain the area.
6. Maintain open emergency lanes/streets.
7. Evacuate survivors and people from danger area.
8. Provide public information services.
9. Establish coordination with other government agencies.
10. Provide access area for authorities.
11. Record the events.
What are the keys to effective law enforcement at labor strikes?
1. Exercise strict neutrally and maximum tolerance.
2. Initiate friendly dialogue between contending parties.
3. Seek cooperation from both sides.
What are the primary line units concerned with the accomplishment of the police operational
tasks?
The primary line units in the police include patrol, investigation, traffic, vice and juvenile patrol.
What are the secondary or auxiliary units concerned with the service tasks?
The secondary or auxiliary units in the police include the records, property custodian, jails, crime
laboratory services, transportation, and communication.
What are the administrative or managerial units?
The administrative or managerial units in the police include personnel, intelligence, planning,
budgeting, and training in community relations.
Why participation of patrol in vice control necessary?
Patrol participation in vice control is necessary in order to lessen the force needed in the vice-division;
to increase its efficiency; to conserve time and energy of its members; and to focus its attention to the
more serious vice violations.
What are different types of calls response by the police patrol?
ROUTINE CALL – Under this category, the mobile car is required to observe all traffic laws and rules
and does not normally use its flashing lights and siren while on its way to the scene. This includes
when the police responds to:
 Provide police car transportation.
 Obtain reports about offenses discovered after the criminal has left and which does not involve
injury.
 Obtain information the nature of which is not given.
 Investigate apparently abandoned vehicles.
 Obtain damage reports.
 Provide additional traffic control and direction.
URGENT CALL – This is similar to the routine call, which also requires the responding police car to
observe all traffic rules and does not use its flashing lights or siren. However, it proceeds directly to
its destination and does not stop unless an incident of far more serious nature occurs. This includes
when the police responds to investigate:
 Trouble of unknown nature.
 Shoplifter complaint.
 Vehicular accidents in which there are no physical injuries.
 Prowler complaints.
 Lost children complaints.
 Report of mob activities.
 Reports of domestic or tenant-landlord or neighbor conflicts.
 47

EMERGENCY CALL – In most cases, this category requires the use of the flashing light and
fluctuating siren although there are exceptions which include the attempt to surprise criminals in the
act. It is permissible in this case for the responding police car to violate traffic laws provided that
extreme care is exercised while driving at high speed. This includes when the police responds to:
 Investigate a crime in progress.
 Investigate a traffic accident in which people are injured.
 Rescue or assist another patroller in trouble.
 Aids an injured person.
 Pursue or apprehend suspected criminal/s.
 Assist in firefighting.
 Stop an ongoing fight in progress.
What are the two schools of thoughts regarding the best means of approaching any scene
where a crime is believed to be in progress?
First is to approach the scene with lights and siren flashing and to pull on directly at the scene of the
reported crime. The idea here is to frighten the criminal in order to prevent him from completing his
criminal act.
Second is to approach the crime scene as inconspicuously as possible in order to use the advantage
of surprise in apprehending the criminal or preventing his escape.
What are the factors to be considered by the patroller in choosing the manner by which an
approach to a crime in progress is to be made?
These are the factors of: time and day; condition of traffic; possibility of ongoing physical assault; and
the neighborhood characteristics.
Why is the police force organized along semi-military lines?
It is due to the nature of work they perform, the manner in which they are expected to perform their
duties, and their close adherence to a rigid chain of command with specific assignment of duties and
responsibilities and functional job descriptions that distinguish between line and staff authority.
What is the distinction between line and staff functions?
Line functions such as patrol and criminal investigation are those that are directly responsible for
accomplishing police goals and objectives.
On the other hand, staff, auxiliary or support functions are those that are designed solely to support
and enhance the operation of line units. They usually include records, communications, personnel,
training, property maintenance and the like.
THE INTEGRATED PATROL SYSTEM (IPS) OF THE PNP
The Integrated Patrol System (IPS) of the Philippine National Police is a concerted effort of the
whole PNP organization with other government agencies. The purpose is for the effective
performance of the general role of the PNP which is to deliver the basic public safety services to the
community.
What are the Three (3) Public Safety Bureaus?
In the Philippines, there are three separate line bureaus created under the Department of
Interior and Local Government. They are responsible in the protection of the community against
criminality, destructive fires and calamities and protection by confinement and correction of convicted
criminal perpetrators. The three bureaus are:
 PNP – Philippine National Police
 BFP – Bureau of Fire Protection
 BJMP – Bureau of Jail Management and Penology

What are the Basic PNP Functions?

As stated earlier, the basic functions of the PNP are: Crime Prevention – including crime
suppression; Crime Solution – covers investigation of crimes; and Traffic Management – covers
direction and control, and traffic accident investigation.
Crime Prevention – the basic police function; the technique of eliminating the desire of the
people to commit crime. It can be done through Police Visibility. Crime Deterrence is actually the
essence (real meaning) of Police Visibility because:
 48

1. In crime prevention, the psychological tool of the police is VISIBILITY and OMNIPRESENCE;
and
2. Visibility and omnipresence is applied by the police for the purpose of:
a. making their presence felt;
b. giving a feeling of security to law abiding citizens; and
c. providing a feeling of fear to would be offenders.
What is the General Objective of Patrol Activity?
The general objective of patrol activity is to prevent the commission of crime by destroying the
opportunity of potential offenders thru constant and alert patrolling.
With these, patrol officers should have a detailed understanding of the anatomy of crime or
what makes up a criminal act. The anatomy of crime states that: crime takes place if the three (3)
elements or ingredients are present at the same time and place which are: Instrumentalities, Motive
and Opportunity. To explain further:
1. Instrumentality – the means or instrument used in the commission of crime such as:
firearm; fan knife; poison (or any obnoxious substance); Hammer; motor vehicle; a
document, etc.
2. Motive – the reason or cause why a person or group of persons will perpetrate a crime or
the purpose or aim of doing something. Examples are: economic gain; jealousy;
covetousness/greediness; revenge; gratify desire; and win a competition.
3. Opportunity – It refers to the chance or twist of fate; consist of the acts (whether by
omission or commission) by a person (the victim) that enables another person or group of
persons (the offenders) to perpetrate the crime. Opportunity is synonyms with
carelessness, acts of indiscretion, and lack of crime prevention or lack of consciousness on
the part of the victim. Illustrative examples are:
a. Leaving ones‘ home or car unattended for a long time
b. Walking all alone in a well-known crime prone alley
c. Wearing expensive jewelries in slum area
d. Readily admitting a stranger to one‘s residence and the like.
Further, once crime took place, it can be further explained by using the interaction of these
three (3) factors: Criminal Tendency, Total Situation, and Resistance to temptation. Criminal
tendency is innate to every human being. Total situation speaks of the environmental circumstances.
Resistance to temptation could also be innate to a person which could be attributed to his cultural and
educational upbringing.
What is a Freak Crime Accident?
There are situations when all the three elements of the crime are present and merged at the
same time and the same place; however the victim is not the intended one due to error in persona
(mistaken identity). This is called a freak crime accident. Similarly, the public still need to be
protected against these kinds of crimes.

How Police Visibility is attained?

Police visibility can be done in three (3) ways: physical presence by being visible as police
and easy to locate police units; patrolling scheme through mobile, integrated, and widespread,
supportive, and redundant coverage; and response which should be proper, adequate and timely
(ideal is 5 minutes response time).
Further, the Police Visibility Program of the PNP can be accomplished thru the use of the Integrated
Patrol System (PNP-IPS). The PNP-IPS has the following features:
 Pre-emptive
 Widespread and Forward Deployment
 Force Mixture (complementary & supportive)
 Cross checking of Deployment
 Force Multiplier
 Supports the COPS
What are the Components of the IPS?
A. Fixed Components – These include the following: Police Station HQ; Police Community
Precincts (PCP); Traffic Posts; and Visibility Posts – police outposts
Station Desk (SD) – plays the most important role in the implementation of the police mission – to
serve end protect the community. Further, it serves as the 3 Cs of the police force: communication;
coordinating; and center/command post. Being the 3 Cs of the police force, the SD serves as:
 49

a. Nerve center of the IPS

b. Transmitter of the police station
c. Police station‘s administrative nerve center
d. Disaster Coordinating Council (DCC)
e. Showcase of the Station‘s efficient operational capabilities.
f. Monitoring assistance center during elections and other political events
To ensure proper response to calls, the Police Station should equip the SD with the following
communication facilities:
a. Mobile radio base set – at least 3 sets
b. Telephone line – landlines and cell phone lines
c. Fax Machines
d. On line computer system
e. Several television sets
Situation/Locator Map (w/ magnetic equipment) – also called spot map; the key-point
in the Police Station Desk; capable of providing a visual IPS situation because it shows the: area of
responsibility (AOR); Real Time Current Situation; and Real time Status of the IPS. The importance
of the Situation/Locator Map (S/LM) are for OTS (on the spot) assessment of the situation; and for
OTS shifting of patrol forces to deal with a situation
PCP – Led by a police commissioned officer with a rank of Chief Inspector or Superintendent with a
minimum of 30 personnel including the PCP Commander divided in 3 shifts of 8-hours duty. More
often, it is headed by Senior Police Officers (SPOs) due to lack of commissioned officers.
B. Patrol Components – The patrol components of the IPS are: Air Patrol; Line Beat Patrol;
Mobile Patrols; Motorcycle Patrol; Bicycle Patrol; Reaction Unit Patrol (SWAT); and
Detective Repressive Patrol.
Police Beats (PBs) – These are consist of any contiguous or adjacent area defined by identifiable
boundaries within the AOR of a PCP where an officer can effectively patrol during his tour of duty; it is
an area that can be effectively patrolled on foot and police officers can respond to calls for police
assistance within a matter of minutes. PBs has the following identifications (ID):
PBs for the NCR Police Offices:
 Identifiable by a 5-digit number; the 1st digit refers to the numerical number assigned to
the district.
 2nd refer to the number assigned to each of the cities/municipalities/stations within the
district.
 3rd digit refers to the number assigned to particular PCP.
 4th and 5th digits refer to the numbers assigned to a particular beat.
PBs for Regional Offices:
 Identifiable by a 7-digit number
 First 2 digits refer to the number of the region
 3rd digit refer to the # assigned to a particular province within the region
 4th digit refer to the PCPs
 5th and 6th referring to the beat
Mobile Patrol (MP) – The SOPs are similar to the earlier discussions under the AUTOMOBILE TYPE
of patrol. In cases where a vehicle is stopped, the following 10 Rules in Stopping Vehicles should
be applied:
 During daytime, select the widest portion of the road where to stop a motorist.
 Signal the motorist to pull closer to the right side of the curb with the patrol car
parked behind the violator‘s vehicle.
 Observe flow if traffic coming from behind before opening the door and alighting
from the patrol car.
 In issuing a citation, occupy the right side of the vehicle using the hood to
accomplish the citation.
 At nighttime, select a well-lighted place to stop a motorist.
 Never stand to do anything in front of a stopped vehicle with its engine running and
its driver still at the vehicle.
 Never stand to do anything between the stopped vehicle and the patrol car if the
driver of the stopped vehicle is at the wheel.
 Never stand on the way of the door of the stopped vehicle especially if he is
ordering a suspicious driver to get out of the vehicle.
 Never allow a person being interrogated to stand on the firearm side.
 Never allow an apprehended suspect to sit inside the patrol car on the side where
the policeman‘s f/a is tucked.
Detective Beat (DB) or Detective Beat System (DBS) - DB is a contiguous area where a
team of police investigators is assigned with a specific task of conducting follow-up investigation to all
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complaints, reports, referrals, and other requests with the end-in-view of full compliance and/or the
filling of a case.
The Purpose of DBS is to provide the police organizational and operational framework
in truly effecting mechanisms towards enhancing the efficiency and effectiveness of the PNP‘s
investigation capability.
Nature of DBS:
 DB is concerned with the crime solution angle while the PB has the primary role of crime
prevention and control.
 DB maybe different from PB but the former complements the latter in serving and protecting
the community.
 PB occupy a particular AOR while the detectives have the primary responsibility of 1 st
response in all cases reported for investigation purposes.
Composition of DBT (detective beat team) in area is of 2 officers:
 Detective In-Charge (DIC)
 Investigator/Detective – the principal character
Duties and Responsibilities of the DBT
 Assume primary responsibility or jurisdiction in conducting CSO within their AOR unless
otherwise directed by competent authorities for special cases requiring intervention of
specialized PNP units.
 Investigator/Detective is responsible for case build-up, filing criminal charges, arrest of
offender, monitoring/tracking of cases and court appearance.
 Perform all other duties and function to accomplish their assigned tasks.
Operational Guidelines for the conduct of Patrol
The following are the guidelines normally observed by the PNP in the conduct of patrolling not
necessary under the IPS:
1. Pre-patrol (Pre-deployment phase)
a. Fall-in- information in ranks
b. Roll-call- accounting of patrol elements by the patrol commander (PC)
c. Inspection of uniform, appearance & equipment by the PC
d. TI & E (Troop Information and Education) and dissemination of instructions/orders by
PC
e. Reading of assignment of PBs by Sarhento de Mesa or field duty officer (FDO)
f. Issuance of equipment to POs (Patrol Officers) and PTs (Patrol Teams)
g. Report to higher headquarters (HQ) by FDO
2. Deployment Phase:
a. Report to SD by the POs (Patrollers)
b. POs make patrol plan and follow patrol procedures
c. Adopt the buddy-buddy system
d. Make situation report on an hourly basis or upon reaching the end of their line beat
e. Report and/or record in the PSR (patrol sheet report) all unusual incidents.
2. Post-Patrol (Post-deployment Phase):
a. Regrouping and formation
b. Accounting
c. Inspection
d. Debriefing/submission of DPR (daily patrol report)
e. Recall of equipment issued
f. Dismissal by the PC
After which, the patrol commander collects the DPR and submits it to the HQ for
consolidation and reference.
C. Auxiliary Components - In the Philippines, the police are the members of the PNP with
two (2) statutory characteristics - National in scope and Civilian in character
Who are the members of the Auxiliary Police (or Auxiliary Components of the IPS?
a. Private Security Guards
b. Traffic Enforcers and Aides
c. Junior Police and Law Enforcement Services Cadets
d. Barangay Chairman and Tanods (Barangay Public Safety Officers (BPSO))
 51

e. Civilian Volunteer Organizations (CVOs) such as civilian volunteer radio communications, and
volunteer public utility vehicles (PUV) drivers and Non-Government Organizations (NGOs.
POLICE COMMUNICATION SYSTEM
What is the significance of Communication in Police Management and Administration?
Effective communication is essential in all organizations in which people deal with one another.
It is very difficult to imagine any kind of activity that does not depend on communication in one form or
another. Today‘s police managers are aware that the efficiency of their personnel depends to a great
extent on how well the efforts of individual members can be coordinated. Because coordination does
not simply happen, managers must realize that communication is necessary if their subordinates are
to obtain the understanding and cooperation required to achieve organizational and individual goals.
(Charles Swanson et. al. 1998)
What is Communication? Communication could mean:
a. The exchange of information between individuals, for example, by means of speaking, writing,
or using a common system of signs or behavior.
b. The act of giving or sending information.
c. A means of access or communication, for example, a connecting door.
Generally speaking, communication refers to the transfer of thought or idea from one person to
another. It simply means the process of sharing ideas, information, and messages with others in a
particular time and place. Technically, it refers to the means or equipment used to exchange a
thought or idea.
What is the scope of Communication? Communication includes:
a. Talking and writing
b. nonverbal communication - such as: facial expressions; body language; and gestures
c. visual communication - use of images or pictures, such as: painting; photography;
video; and film
d. electronic communication such as: telephone calls; electronic mail; cable television; and
satellite broadcasts.
EVOLUTION OF COMMUNICATION
Communication between two people is an outgrowth of methods developed over centuries of
expression. Gestures, the development of language, and the necessity to engage in joint action all
played a part.
Communication among animals
Humans are not the only creatures that communicate; many other animals exchange signals
and signs that help them find food, migrate, or reproduce. The 19th-century biologist Charles Darwin
showed that the ability of species to exchange information or signals about its environment is an
important factor in its biological survival.
Language
While other animals use limited range of sounds or signals to communicate, humans have
developed complex systems of language that are used to:
a. ensure survival;
b. express ideas and emotions;
c. tell stories and remember the past; and
d. negotiate with one another.
Oral (spoken) language is a feature of every human society or culture. Anthropologists
studying ancient cultures have several theories about how human language began and developed.
The earliest language systems probably combined vocal sounds with hand or body signals to express
messages. Some words may be imitative of natural sounds. Others may have come from expressions
of emotion, such as laughter or crying. Language, some theorists believe, is an outgrowth of group
activities, such as working together or dancing.
Over 6000 languages and major dialects are spoken in the world today. As some languages
grow, others disappear. Languages that grow also evolve and change due to class, gender,
profession, age group, and other social forces. The Latin language is no longer spoken but survives
in written form. Hebrew is an ancient language that became extinct, but has now been brought back
to life and is spoken today. Others such as the ancient languages of native peoples in Central and
South America, the Pacific Islands, and some of the Native American peoples of North America,
which had no written form, have been lost as the speakers died.
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Today anthropologists are trying to record and preserve ancient languages that are still spoken
in remote areas or by the last remaining people in a culture.
Symbols and Alphabets
Most languages also have a written form. The oldest records of written language are about
5000 years old. However, written communication began much earlier in the form of drawings or marks
made to indicate meaningful information about the natural world. The earliest artificially created visual
images that have been discovered to date are paintings of bears, mammoths, woolly rhinos, and
other Ice Age animals on cave walls near Avignon, France.
Perhaps the earliest forerunner of writing is a system of clay counting tokens used in the
ancient Middle East. The tokens date from 8000 to 3000 bc and are shaped like disks, cones,
spheres and other shapes. They were stored in clay containers marked with an early version of
cuneiform writing, to indicate what tokens were inside.
Cuneiform was one of the first forms of writing and was pictographic, with symbols
representing objects. It developed as a written language in Assyria (an ancient Asian country in
present-day Iraq) from 3000 to 1000 bc. Cuneiform eventually acquired ideographic elements—that
is, the symbol came to represent not only the object but also ideas and qualities associated with it.
The oldest known examples of script-style writing date from about 3000 bc. Papyrus sheets
(a kind of early paper made from reeds) from about 2700 to 2500 bc have been found in the Nile
Delta in Egypt bearing written hieroglyphs, another pictographic-ideographic form of writing.
Chinese began as a pictographic-ideographic written language perhaps as early as the 15th
century bc. Today written Chinese includes some phonetic elements (symbols indicating
pronunciation) as well. The Chinese writing system is called logographic because the full symbols, or
characters, each represent a word. Cuneiform and Egyptian hieroglyph eventually incorporated
phonetic elements.
In syllabic systems, such as Japanese and Korean, written symbols stand for spoken syllable
sounds. The alphabet, invented in the Middle East, was carried by the Phoenicians (people from a
territory on the eastern coast of the Mediterranean, located largely in modern Lebanon) to Greece,
where vowel sounds were added to it. Alphabet characters stand for phonetic sounds and can be
combined in an almost infinite variety of words. Many modern languages, such as English, German,
French, and Russian, are alphabetic languages.
The DYAD
The most basic form of interpersonal communication is a dyad (an encounter or conversation
between two people). Some dyads exist over a long period of time, as in a marriage or partnership.
Communicating well in a dyad requires good conversational skills.

Communicators must know how to:

1. start and end the conversation
2. make themselves understood
3. respond to the partner's statements
4. be sensitive to their partner's concerns
5. take turns, and how to listen
Group Communication
Communication may also occur in small groups, such as families, clubs, religious groups, friendship
groups, or work groups. Most small-group interaction involves fewer than ten people, and the
communicators need the same communication skills as in a dyadic conversation. However,
additional factors called group dynamics come into play in a small group. A group may try to work
toward a consensus, a general sense of understanding or agreement with others in the group.
Groupthink may occur, in which a group reaches consensus so quickly that its members mistakenly
ignore other good ideas. Small-group members may experience disagreement or even conflict. Some
members may be more persuasive than others and form sides, or cliques, within the group.
Public Speaking
Interpersonal communication occurs with larger groups as well, such as when a speaker gives a talk
to a large crowd (a political candidate giving a speech at a campaign rally, or a teacher lecturing to a
large class). However, the audience can respond in only limited ways (such as with applause,
nodding, whistles, boos, or silence). The speaker usually wants to be persuasive or informative, so
the words chosen and the style of delivery or performance are very important. A speaker who wants
 53

to reach an even larger audience than the people who can physically hear the speech in one place
must use communication technology or media to get the message across distance and even time.
ANCIENT METHODS OF COMMUNICATION
From the earliest times, people have needed to communicate across distance or over time.
Since the beginnings of writing, communication media have allowed messages to travel over distance
and time. A communication medium is a means for recording and transporting a message or
information. The word medium comes from the Latin word medius, meaning middle or between. It is a
channel or path for sending a message between communicators. A single channel—such as radio, or
a book, or the telephone — is called a medium; media is plural, meaning more than one medium.
Semaphore systems (visual codes) of flags or flashing lights were employed to send
messages over relatively short but difficult-to-cross distances, such as from hilltop to hilltop, or
between ships at sea. In the early 1790s the French scientist and engineer Claude Chappe
persuaded the French government to install a system of towers that used semaphore signals to send
visual telegraphs along approved routes throughout the country. The system was copied in Great
Britain and the United States.
Some ancient societies, such as the Roman or Byzantine empires, expanded their territorial
control far beyond their original boundaries, and traded with distant neighbors. To hold on to their far-
flung territories, they needed two technologies that have remained closely tied ever since:
 transportation; and
 the ability to record information.
Recorded messages had to be carried easily. Therefore, lightweight forms of recording (such
as papyrus or animal skins) were desirable.
EVOLUTION OF MODERN COMMUNICATION SYSTEMS
Paper and Printing
The first lightweight medium was papyrus, an early form of paper used by the Egyptians that
was made from grasses called reeds. Later, in the 2nd century ad, the Chinese wrote on silk fabric
instead of wood, and developed paper made from silk fibers. (Today paper made from cotton or linen
fibers is still called rag paper.)
From as early as the 2nd century bc, Europeans wrote on thin layers of tanned and scraped
animal skins called parchment or vellum, with quill pens made from bird feathers. Parchment is not as
light as papyrus but is very durable; many parchment manuscripts and books from the Middle Ages
still exist. The Arabs brought papermaking to Europe from China in the 11th century ad. Paper gave
European merchants, who traveled across the continent, a portable and inexpensive way to keep
records.
Until the 1400s in Europe, all documents were handwritten. Copyists and editors called scribes
recorded commercial transactions, legal decisions and pronouncements, and manuscript copies of
religious books—many scribes were monks working in monasteries. By the 15th century, however,
the need arose for an easier way to duplicate documents. In Asia, block printing had already been
developed by Buddhist monks in China in about the 8th century. A similar technique was later used in
the 15th century by Europeans to make illustrations for printed books.
An early version of movable type of printing was first developed in China around 1045, and
was independently developed by Koreans in the 13th century ad. In 1450, the German printer
Johannes Gutenberg perfected movable metal type and introduced the first reliable system of
typesetting, a key invention in the development of printing.
As more books became available, more people learned to read. Books were printed in the
local, or vernacular, languages as well as classical Greek and Latin. With literacy came exposure to
new ideas. Some historians believe that the 16th-century Protestant Reformation (a revolution in the
Christian church that divided it into factions) might not have occurred if European thought had not
been prepared by ideas introduced and circulated in printed books. Printers published other things
besides books, including newspapers, pamphlets, and broadsides (sheets of paper printed on one or
both sides). These cheaper works helped spread news throughout Europe and, in the 17th and 18th
centuries, throughout the British colonies in America.
During the Industrial Revolution of the late 18th and early 19th centuries, printing technologies
evolved rapidly. The steam-powered press was invented in Germany in the 19th century, and the
rotary press, which prints images onto a continuous sheet of paper from a rotating drum, was
introduced in the United States in 1846. The Linotype typesetting machine was patented by the
German-born American inventor Ottmar Mergenthaler in 1884. It permitted typesetters to set text by
typing on a keyboard rather than hand-setting each letter individually. Together, the Linotype machine
 54

and the rotary press transformed the speed of printing. These so-called hot-metal or letterpress
printing technologies dominated the industry until the 1950s, when phototypesetting and photo-offset
printing were introduced.
Photocopying was another technology that made document duplication easier. Invented by
American physicist and inventor Edwin Land in the 1950s, photocopying transfers an image from one
sheet of paper to another very rapidly.
A more recent advance is computer typesetting and printing. Computers and word-processing
and graphics software are used today to set type and compose pages on the screen just as they will
look in the final print, in either black and white or color. Page layouts can also be transmitted digitally
(numerically coded into electronic pulses) via fax machines, computer modems, telephone networks,
and satellite systems to other locations for editing, redesign, or printing.
The spread of computer-based word processing and graphic design has led to the growth of
desktop publishing. Today almost anyone can publish newsletters, newspapers, or magazines for
medium-sized audiences. Business communication has been transformed by computer and
information technologies. Letters, memos, reports, or other documents can be transmitted almost
anywhere at the speed of light.
Early advocates of business computers predicted the paperless office, an office where paper
would be made obsolete by computer technology. Experience, however, has shown that the ease of
copying, printing, and document transmission made possible by computer technology has produced
more demand for paper, not less.
Postal Services
Different societies have devised systems for transporting messages from place to place and
from person to person. The earliest were courier-type services whereby messengers carried
memorized or written messages from one person to another, and returned with the reply. The Persian
and Roman empires and some Asian societies sent couriers regularly along planned routes to
retrieve reliable and timely information about trade and military affairs from distant areas.
In the United States, the postal service was established by the government in 1789, and the
postmaster general's office was created to supervise the mail service. The first postmaster general of
the United States was Samuel Osgood. In the late 19th century, as the United States expanded its
territory west beyond reliable roads or rail lines, the U.S. Post Office started the Pony Express,
reviving courier-style services in the new territories. Pony Express riders carried sacks of mail through
rugged and remote territory, relaying their loads from one rider to the next. The Pony Express quickly
became renowned for its speed of delivery.
Over time, the U.S. Post Office took advantage of new transportation systems. Huge volumes
of mail were sent across the country on trains, and the Post Office started its own postal security
force to prevent the mail from being stolen in railroad holdups. They were also the first postal service
to hire pilots to fly mail to distant or rural locations within the United States and overseas. By the
1930s every small town and rural route had carrier service; in many places, deliveries were made
twice a day. As demand for postal services grew, the U.S. Post Office developed systems for coding
and sorting the mail more quickly, notably the neighborhood ZIP Code system in the 1960s.
The Telegraphy
The first truly electronic medium was the telegraph, which sent and received electrical signals
over long-distance wires. The first practical commercial systems were developed by:
1. Sir Charles Wheatstone (physicist, Great Britain);
2. Sir William F. Cooke (inventor, Great Britain); and
3. Samuel F. B. Morse (artist and inventor, United States).
Morse demonstrated the first telegraph system in New York in 1837. But regular telegraph service,
relaying Morse code (system of code using on and off signals), was not established until 1844.
Telegraphers would translate the letters of the alphabet into Morse code, tapping on an electrical
switch, or key. The telegrapher at the other end of the line would decode the tapping as it came in,
write down the message, and send it to the recipient by messenger.
Telegraph systems were immediately useful for businesses that needed to transmit messages quickly
over long distances, such as newspapers and railroads. A telegraph room installed in the United
States Capitol in 1844 was the center of a sensation when news of the nomination of James K. Polk
as the Democratic presidential candidate was conveyed by telegraph between the convention in
Baltimore, Maryland, and the Capitol Building in Washington, D.C. In cities, thousands of telegraph
lines suspended on poles webbed the streets by the latter half of the 1800s. Telegraph cable was first
laid under the Atlantic Ocean in 1858, and regular transatlantic telegraph service began in 1866.
 55

The telegraph made it possible for many companies to conduct their business globally for the first
time. Because price changes could be communicated almost instantaneously, the telegraph also
prompted the reorganization of American commodities markets. Prices became uniform from city to
city, and futures (agreements to buy a commodity at a fixed price on a fixed date in the future)
markets were established. In addition, standard time zones across the United States were
established so that railroads could set regular and consistent schedules as trains moved across the
country, enabling the railroads to check on schedules, passengers, and freight via telegraph.
Telegraph technology became more sophisticated, especially after its competitor, the telephone, was
introduced in the 1890s. Telegraph systems evolved into telex systems, in which machines eliminated
the need for coding and decoding the messages. Users could type in a message, and the identical
message would appear at the recipient's end, carried over telegraph and telephone lines (and
eventually satellite systems) to telex machines anywhere in the world. In remote areas where long-
distance telephone service was unavailable or impractical, telex machines were widely used (much
like an early version of electronic mail). Telegraph and telephone lines were also used to transmit
pictures via an early version of facsimile called telefacsimile or Wirephoto service. Newspapers used
Wirephoto to transmit photographs as early as the 1930s.
The Telephone
In 1876, Scottish-born American inventor Alexander Graham Bell was the first to patent and
produce a telephone. His patent was titled Improvement in Telegraphy, and contained the design of a
device that would transmit the human voice over wires instead of electrical clicks or other signals, like
the telegraph. Originally, Bell thought that the telephone would be used to transmit musical concerts,
lectures, or sermons. The American inventor Elisha Gray filed an intention to patent at the same time,
but after many court battles, Bell was given the rights to the invention.
Bell and his financial backers established the Bell Telephone Company. In an extraordinary
business move, Bell decided to lease telephones rather than sell them. His next step would be to
build the connecting networks and sell services on those networks to customers. Bell began by
leasing pairs of telephones that would connect two locations, such as a businessman's home and
office, or between two partners' offices. However, the real appeal of telephone service emerged with
the opening of the first telephone exchange—a switchboard connecting any member of a group of
subscribers to any other member—in 1878.
After Bell's patents expired in 1893 and 1894, other companies began manufacturing
telephones, wiring new networks, and installing exchanges. The new exchanges connected people in
rural communities and residential households. Some were rural cooperatives owned and operated by
the customers. The American Telephone and Telegraph Company (AT&T), which bought the Bell
Telephone Company in 1900, developed switching systems to connect calls between exchanges, and
eventually began experimenting with long-distance connections.
Between the 1880s and the 1980s the telephone system in the United States had an
enormous effect on the quality of life and work. In rural communities, telephone service meant an end
to the isolation and loneliness experienced by many farm and ranch families. Families whose
members moved away to school or new jobs could stay in contact with each other over the phone.
For ill or disabled people, the telephone became an indispensable link to the outside world.
Telephone service also enabled immediate contact with emergency services, such as the police, fire
department, or emergency medical services. By the 1960s the telephone was considered so essential
that telephone companies provided basic services at reduced rates to elderly and disabled people.
The telephone network has also provided the electronic network for new computer-based
systems like the Internet, Facsimile transmissions, World Wide Web. The relationship today between
computers and the telephone system is inseparable.

The Radio
The telegraph and telephone were systems for distance communication that sent electrical
signals through wires. The earliest system for sending electrical signals through the air via
electromagnetic waves was called wireless, and later radio. Radio technology was based on the
discoveries of James Clerk Maxwell.
The Italian electrical engineer Guglielmo Marconi was the first person to invent a true wireless
radio. In 1895, he built a system that could send and receive a signal at a distance of close to 3 km.
(close to 2 miles). He moved to England, and by 1899 the British Marconi Company had sent signals
across the English Channel. In 1901, Marconi received the Morse code signal for the letter S sent
across the Atlantic Ocean to Canada.
Marconi's radio system used a spark-gap technology that could transmit only simple on-off
signals—so radio signaling used an on-off system like Morse code. This type of radio technology is
 56

called radiotelegraphy. Wireless was especially valuable for ships in distress, so that other ships
could be dispatched to save their passengers and crews in times of emergency.
In 1901, the Canadian-born American physicist Reginald Fessenden patented an alternator
that would use continuous waves instead of on-off spark-gap signals. This system could also send
signals much farther and with much less background noise, so it could carry the sound of the human
voice. This new approach to radio was called radiotelephony. On Christmas Eve and New Year's Eve
in 1906, Fessenden produced the first radio broadcasts from Brant Rock, Massachusetts, which were
picked up as far away as New York and by ships in the Atlantic.
Radio technology improved rapidly throughout the 20th century. The first breakthrough was the
invention of the cat's-whisker receiver, or crystal set, which used a silicon crystal and a small metal
wire to detect radio waves clearly. Later improvements were made in the valves, or tubes, such as De
Forest's Audion, which amplified the signal once it was received. Radio transmissions initially used
amplitude modulation (AM) to superimpose audio signals onto radio waves. The invention of
frequency modulation (FM) radio provided much more sensitive and clear radio transmission and
reception. Tuners became more sensitive, and more broadcast signals were sent over the air at
different frequencies. In the 1950s and 1960s radio manufacturers began replacing the bulky and
heat-generating vacuum tubes in radios with transistors, and radios became smaller.
Eventually the radio industry asked the federal government to intervene in their disputes over
frequencies and signal power. The Federal Radio Commission (FRC) was created in 1927 and was
given the task of allocating frequencies to different users. However, the FRC was a somewhat
ineffective body until the Communications Act of 1934, when it was renamed the Federal
Communications Commission (FCC) and given a budget and a staff. FCC rulings had the power of
law, and the agency was responsible for issuing licenses to radio broadcasters for particular
bandwidths, frequencies, and signal powers. License holders had to demonstrate that they operated
their radio stations ―in the public interest, convenience, and necessity‖.
The Television (TV)
Two pioneers independently created the first workable television systems — American inventor
Philo T. Farnsworth and Russian-born American engineer Vladimir K. Zworykin. Farnsworth used an
electronic camera he called an image dissector to transmit a picture of a dollar sign in 1927. He
patented aspects of his system, and developed his television further in the 1930s, but lost his
financial backing when World War II (1939-1945) began.
In 1923, Zworykin first demonstrated an electronic television camera he called the iconoscope.
At the time, he was working for Westinghouse Electronic Corporation, but Zworykin moved to RCA
when David Sarnoff, vice president of RCA, became interested in his invention. Sarnoff supported the
development of the iconoscope when RCA obtained the rights to Westinghouse's radio research
projects in 1930.
Since the 1950s many improvements have been made in television technology, particularly the
introduction of color television in the 1960s. Image reception has become clearer, and screens have
become larger. Most televisions can now receive stereo sound. The widespread growth of cable
television since the 1960s has introduced many new channels and types of programming into
American homes. And today direct-broadcast-satellite (DBS) services allow individual households to
receive hundreds of channels carried by satellites directly into their homes.
There is no doubt that television has been one of the most important communication
technologies in history. Televisions are switched on an average of seven hours a day in American
households. Debates continue about the medium's effects on children, culture, education, politics,
and community life. Critics say that television feeds a constant stream of simplified ideas and
sensationalistic images, that it has a negative effect on political campaigns and voting patterns, that it
destroys local cultures in favor of a bland national culture, and that it has encouraged the growth of
an uncritical and passive audience. Defenders say that television provides a great deal of high-quality
educational and cultural programming, and that it is the major source of national and international
news and information for most U.S. citizens. Television can be a very effective teaching tool in the
classroom and at home. And, as the Canadian writer Marshall McLuhan pointed out, perhaps nothing
has been more responsible for creating the global village—the sense that we can see and hear
events anywhere in the world as they happen and so can feel more connected to other places.
The Computers
The earliest computers were machines built to make repetitive numerical calculations that had
previously been done by hand. By the 1890s, calculating machines were used to tabulate the U.S.
Census with a punched-card system invented by Herman Hollerith. Electromechanical calculators
were being built by the 1930s, especially by a new company called the International Business
Machines Company (IBM). The first truly electronic memory and processors were built by John
Vincent Atanasoff in 1939 at the Iowa State College, and the first fully functioning electronic
 57

computers, a series of ten called Colossus, were built by the British Secret Service during World War
II to help them crack the Germans' secret military codes.
The first general-purpose electronic computer in America, called the Electronic Numerical
Integrator and Computer (ENIAC), was built at the University of Pennsylvania in 1946. Two of its
inventors, American engineers John Presper Eckert, Jr., and John Mauchly, moved on to build the
first electronic computer for commercial use, the UNIVAC, at the Remington Rand Corporation.
In 1975 the first microcomputer was introduced, which had the power of many larger machines
but could fit onto a desktop. This miniaturization was accomplished by using new microprocessor
technologies, which compressed the memory and processing power of many hundreds and then
thousands of circuits onto tiny chips of materials called semiconductors. The invention was soon
followed by the introduction of the first word-processing software in 1978, which enabled people to
use the computer to write and change text and graphics.
Today the Internet is the foundation of computer networks in the United States and allied
countries. It is interconnected by both wire and over-the-air microwave and satellite telephone lines.
Commercial online service providers — such as America Online, CompuServe, and the Microsoft
Network — sell Internet access to individual computer users and companies. Smaller networks of
computers, called Local Area Networks (LANs), can be installed in a single building or for a whole
organization. Wide Area Networks (WANs) can be used to span a large geographical area. LANs and
WANs use telephone lines, computer cables, and microwave and laser beams to carry digital
information around a smaller area, such as a single college campus. In turn, they can interconnect to
the Internet. Computer networks can carry any digital signals, including video images, sounds,
graphics, animations, and text.
Since the 1970s, personal computers have transformed business, education, and
entertainment. The typical home or business computer today has many times the computing power of
a single early mainframe. People can use computers to design graphics and full-motion video,
compose music, send electronic mail, make airline or hotel reservations, or search the Library of
Congress over the World Wide Web. They can play games and even visit electronic rooms or parties
to talk to other people. These activities are made possible by multimedia computer programs that
employ still and motion pictures, sounds, graphics, and text together.
Computers are used in all aspects of business and education. Self-instructional computer
programs help people learn new information or skills through computer-aided instruction. Some
programs are simulations, which imitate tasks that require the learner to perform in certain ways, and
give the learner feedback about that performance. For example, airline pilots sharpen their flying skills
in computer-generated flight simulators, which exactly duplicate the experience of flying in different
types of aircraft.
Mobile Phone
This is a very recent mode of communication which is already utilized by private and commercial
entities. The Police and the military are also using this as one of the major alternatives of
communication.
Mobile (cellular) phones have become invaluable for people who need to stay in touch while on the
move. Cellular telephone systems combine radio and television technology with computer systems.
As a caller moves from one geographical cell (the name given to a specific part of the area being
covered by the system) to another, computers in switching offices transfer calls among variously
located antenna transmitters without interrupting service (Microsoft Encarta).
Text Messaging also known as Short Message System (SMS). It is a method of communication
allowing cellular, or mobile, phone users to exchange brief notes, typically up to 160 characters in
length. Now, you can send as much as 450 characters.
The huge popularity of text messaging is remarkable considering that the service was developed by
mobile operators in the early 1990s as something of an afterthought and was never expected to take
off.
The main reason for its success is that younger phone users have adopted text messages as their
preferred means of communication. Early concerns over the clumsy means of entering text and the
limited length of messages have been overcome partly by familiarity and partly by a shorthand
language; for instance ―c u l8r‖ is an abbreviated way of saying ―See you later‖. A major factor in the
uptake of text messaging was that it was free when pre-pay phones were first introduced. Even with
messages now charged for, they are still considerably cheaper than mobile phone calls (Microsoft
Encarta).
Many police officers are using this communication technology as an alternative to the
traditional means of communications. The PNP and other law enforcement related agencies are
using hotlines as and easy access to crime reports by the populace.
 58

POLICE COMMUNICATION CONCEPTS

If patrol is the backbone of police organization, POLICE COMMUNICATIONS are the backbone of
police tactics. Without proper communications, the modern police department would be lost.
Historical Development of Police Communications
In primitive times, the pounding of hollow logs or the beating of animal skin drums was used to
convey a message. Later man discovered that when he cut the tip from the horn of an animal and
blew through it, the sound carried for quite a distance. We find its use mentioned throughout the
Bible, and it was certainly the main warning instrument used in the ―Hue and Cry‖ even into the
twelfth century. In the orient, the brass gong and finally the bell became the warning instrument.
In western civilization, until very recently, the church bell, high in the steeple, not only called
the people to church services but also warned the town or village of imminent dangers. The American
Indian used smoke signals, bird calls and drums in his effort to communicate and send out warnings.
In the history of Anglo-American police patrol, we find the horn replaced by the hand-bell and
rattle, and then finally by the metal whistle.
When police vehicles were first used, there was no radio communications as we know it today.
The system of notifying patrol vehicles of emergencies and calls for service was handled by the
installation of red lights at the major intersections of the town or city. When headquarters wanted to
contact a police car, they would pull a switch that would send power to the red lights at the
intersections. The next time the patrol car passed the intersection and saw the red light on, he would
drive to headquarters for the assignment. When telephones become more common, the officer would
call headquarters when he observed the light signal.
When radios were first installed in police vehicles, they were just usually receivers and did not
have transmitters for answering calls. The radio operators would broadcast the calls and hoped that it
was received.
The police have always been keenly aware of the importance of communications and because
of this they, along with the military, have been leaders in the development and adoption of new
methods of communications. In the early days of electronic communication the departments
themselves had to develop their own communications equipment because there was little or no
commercial equipment available to suit the police needs. Today the situation is different. Because of
military and space development programs, the police are able to readily adapt existing commercial
equipment to their needs. This has the great advantage of eliminating the many years of costly and
time consuming experiments and failures that the early police departments had to suffer in their
development of police communications.
Significant dates and events in the development of Police Communications
1. 1877- The Albany New York Police Department installed five telephones in the mayor‘s office
connected to precinct stations.
2. 1880 – The Chicago Police Department installed the first ―Police Call Box‖ on City Street. Only
officers and ―reputable citizens‖ were given keys to the booth. Before this time a signal box
was used that would signal the emergency without voice communications. Detroit made such
installations in 1884 and Indianapolis in 1895.
3. 1883 – The Detroit, Michigan Police Department installed one police telephone. This was
significant when one considers the fact that there were only seven telephones in the whole city
at that time. In 1889, the department established a new division to handle communications. It
was called the Police Signal Bureau.
A code wheel was installed in the box so that when the beat man called in for his time check, it
would register at headquarters with the proper signal for that call box. This insured that the beat
officer was in fact at the location from which he claimed to be calling.
4. 1916 – The New York Harbor Police installed spark transmitters so they could communicate
with their police boats while they were patrolling the harbor.
5. 1923 – The Pennsylvania State Police installed point-to-point radiotelegraph between their
headquarters and various posts throughout the state.
6. 1928 – On April 7, 1928, the world‘s first workable police radio system went on the air. The
Detroit Police Department went on the air as station W8FS. The transmitter was installed on
Belle Isle in the Detroit River, and the receiver was installed in cruiser No. 5.

By 1927 the prohibition era had sent he development of big time crime and gangsters were
making wide use of automobiles as ―get-away cars‖. The police were under great pressure to control
the situation, but always arrived at the scene too late. Commissioner Rutledge then persuaded
 59

Robert L. Batts, a young radio technician and student at Purdue University, to come to Detroit and
work on a radio receiver that would operate in a police car. It was through this effort that the first
workable police radio setup was developed.
7. 1929 – In September 1929, the Cleveland Police Department went on the air with a few cars,
and in December of the same year, Indianapolis became the third police department in the
world to set up a workable police radio system.
8. 1930 – The Michigan State Police became the first state police organization to go on the air in
October of 1930. It proved very effective in apprehending bank robbers and other gangsters.
9. 1931 – The first police motorcycle was equipped with a radio by the Indianapolis Police
Department in September 1931.
10. 1933 – In March 1933, the Bayonne New Jersey Police Department went on the air with the
first two-way, mobile police radio system.
11. 1934 – By 1934, so many police departments have police radio systems that they were being
as inter-city communications for all types of general police messages. The Federal
Communications Commission had to intervene and establish strict control on police radio
communications, restricting non-emergency messages to wire communications.
12. 1935 – Because the police departments did not understand the government restrictions, they
(at first) refused to obey them and police radiomen from all over the country banded together
to form the APCO (Association of Police Communications Officers). (It was later changed to
the Association of Public-Safety Communications Officers).
13. 1939 – Daniel E. Noble, of Connecticut State College, developed the first FM mobile two-way
transmitters and receivers for the Connecticut State Police. This was to bring about a change
in the whole mobile radio picture. (FM means Frequency Modulation)
14. 1940 – Motorola President, Paul Galvin, saw, the value of FM over AM for mobile police
communications, and hired Dan Noble to develop two-way FM for Motorola Police Radio
Sales. One of Nobles first developments was the remarkable Differential Squelch Circuit,
which demonstrated greatly increased range in fringe areas.
15. 1945 – The Federal communications Commission allocated frequencies for FM, and it became
the established system for police radio communications.
Today most departments have three-way radios where the patrol car in the field may not only
carry on a two-way conversation with the base radio, but may also carry on the same type of
conversation with other police vehicles in the field.
Recent developments by the military, in the area of field communications, indicate that law
enforcement communications will have much more to look forward to.

PLANNING A POLICE COMMUNICATION SYSTEM

Planning a Police Communication System (PCS) is not that complicated, especially if the system is
for small municipal police station. The planner must of course have technical knowledge and skill in
radio operation and installation. The technical requirement can be translated into simple layman‘s
language easily understood by the Chief of Police (COP), members of the peace and order council,
and the Mayor.
A good plan is always written. It should determine, by survey, what is existing and what is
needed. Before the recommendations, analysis of the survey should be made. Here the financial
status of the local government should be determined. For the implementation, a responsible police
officer should be appointed with corresponding authority and responsibility.
STEPS in Planning a Police Communication System
1. Determine the Basic Need - Is there a need for
 portable two-way radio
 radio tranceivers in mobile patrol cars
 radios tranceivers for police officers on foot patrol
 telephone system
 manual telephone exchange
 semi-automatic telephone exchange
 National Direct Dial (NDD)
 International Direct Dial (IDD)
Standard Modern Police Communication System requirements: Modern communication
systems require OPERATION CENTER or BASE and the communication room at the base contains
the following:
 radio transceivers with control panels and mikes
 telephone trunklines and switchboards
 monitor receivers
 60

 inter-city radio controls

 paging and recall systems
 fax machines
 alarm and indicator systems
 intercoms
 closed circuit TV
 traffic control panel
 computer with Land Area Network (LAN) and modem (for internet access)
2. Conduct a Survey - The survey must be done by a TECHNICAL TEAM
a. Conduct pre-survey conference with the COP and city/municipal officials to
determine the:
funding - type of system desired and kind of support the system will need
b. The Technical Survey should be conducted to reveal:
location of the precincts - limits/boundaries of areas to be patrolled - obstructions of radio and
telephone transmission – interferences, frequency drifts and harmonics - availability of local facilities
such as electric power, telephone system, fax, etc. Questions that must be answered during the
technical survey include but not limited to:
 Is the radio and/or telephone traffic light or heavy?
 Are 2-way radios needed?
 Is duplex needed or simplex is enough?
 What is the degree of maintenance needed for the equipment?
c. Analysis of the Survey - Compatibility of the equipment and system - Cost of the
equipment:
 Is there available fund to support the quality of system that is needed?
 Is there an alternative if the first option cannot be realized?
3. Draft the PCS and Propose the Plan - The Technical Team prepares an output (summary
report) of their survey and submits this to the local government. The report is actually a project
proposal or feasibility study which includes the recommendations of the technical team such as
training of operators, maintenance program, appointment of a Communication Officer
4. Choice and Acceptance - The report of the Surveying Team (Technical Team) is then
transformed into a feasibility study. The feasibility study is submitted to the Reviewing Team,
which is composed of the Local Chief Executive (LCE), the COP and other concerned
authorities in the locality, for evaluation and decision making. After evaluation, the reviewing
team must accept the proposal or choose an alternative from the options recommended by the
surveying team.
5. Implement Action and Checklist - If the proposal or a corresponding alternative has been
chosen and accepted by the reviewing team, the technical team must then set priorities and
prepare a checklist of tasks to be performed.
6. Appointment of Action Official - In the checklist of priorities, among the first tasks to be
performed is determining the person who will be appointed as the Action Official – the
coordinator of the project of installing the planned PCS.
7. Procurement of Equipment - In the procurement of equipment that will be used for the PCS,
bidding must be conducted as a standard operating procedure (SOP). In bidding, the proposed
equipment to be bought and used is advertised. At least 3 dealers or suppliers of such needed
articles respond by furnishing a quotation (itemized price list) and then submits it to the action
official. The action official has the discretion to choose the dealer or supplier who offers the
lowest quotation. Procurement of needed equipment is then awarded to the dealer chosen by
the action official.
8. Training of Technicians, Dispatchers, and other Users - Training of Technicians and Users
of the system to be installed may be done thru formal schooling or thru on-the-job (OJT).
Technicians and Dispatchers should be trained with the standard radio, telephone and other
communication procedures. They must also be updated with the laws, rules and regulations for
public communication.
9. Coordinating Center and Service Shop - An office for the action official and communication
engineers who will supervise the installation of the communication system must be
established. This is important in order to have a formal setting of decision making while the
system is about to be installed or is already in the actual process of installation.
10. Checking, Alignment and Installation of Equipment
RADIO COMMUNICATIONS SYSTEMS FOR THE POLICE
Radio is the system of communication employing electromagnetic waves propagated through space.
Because of their varying characteristics, radio waves of different lengths are used for different
purposes and are usually identified by their frequency.
Note: The shortest waves have the highest frequency, or number of cycles per second; the longest
waves have the lowest frequency, or fewest cycles per second.
A. RADIO WAVES
Radio waves range from a few kilohertz to several gigahertz. Waves of visible light are much shorter.
In a vacuum, all electromagnetic waves travel at a uniform speed of about 300,000 km (about
186,000 mi) per second.
Radio Designation Abbr Wavelengt
 61

Frequenc . h
y
3-30 kHz Very low VLF 100,000-
frequency 10,000 m
30-300 Low LF 10,000-
kHz frequency 1,000 m
300-3,000 Medium MF 1,000-100
kHz frequency m
3-30 MHz High HF 100-1 m
frequency
(short wave)
30-3000 Very high VHF 10 -1 m
MHz frequency
300-3,000 Ultrahigh UHF 1 m-10 cm
MHz frequency
3-30 GHz Superhigh SHF 10 -1 cm
frequency
30-300 Extremely EHF 1 cm-1 mm
GHz high
frequency

kHz = 1 kilohertz = 1,000 Hz

MHz = 1 megahertz = 1,000 kHz
GHz = 1 gigahertz = 1,000 MHz
A typical radio communication system has two main components, a transmitter and a receiver. The
transmitter generates electrical oscillations at a radio frequency called the carrier frequency. Either
the amplitude or the frequency itself may be modulated to vary the carrier wave. An amplitude-
modulated signal consists of the carrier frequency plus two sidebands resulting from the modulation.
Frequency modulation produces more than one pair of sidebands for each modulation frequency.
These produce the complex variations that emerge as speech or other sound in radio broadcasting,
and in the alterations of light and darkness in television broadcasting.
B. RADIO TRANSMITTER - Essential components of a radio transmitter include the ff:
1. An oscillation generator for converting commercial electric power into oscillations of a
predetermined radio frequency;
2. Amplifiers for increasing the intensity of these oscillations while retaining the desired
frequency; and
3. A transducer for converting the information to be transmitted into a varying electrical voltage
proportional to each successive instantaneous intensity. For sound transmission, a
microphone is the transducer; for picture transmission the transducer is a photoelectric device.
Radio Modulators
Other important components of the radio transmitter are the modulator, which uses these
proportionate voltages to control the variations in the oscillation intensity or the instantaneous
frequency of the carrier, and the antenna, which radiates a similarly modulated carrier wave. Every
antenna has some directional properties, that is, it radiates more energy in some directions than in
others, but the antenna can be modified so that the radiation pattern varies from a comparatively
narrow beam to a comparatively even distribution in all directions; the latter type of radiation is
employed in broadcasting.
Modulation of the carrier wave so that it may carry impulses is performed either at low level or high
level. In the former case the audio-frequency signal from the microphone, with little or no
amplification, is used to modulate the output of the oscillator, and the modulated carrier frequency is
then amplified before it is passed to the antenna. In the latter case, the radio-frequency oscillations
and the audio-frequency signal are independently amplified, and modulation takes place immediately
before the oscillations are passed to the antenna. The signal may be impressed on the carrier either
by frequency modulation (FM) or amplitude modulation (AM).
Radio Antennas
The antenna of a transmitter need not be close to the transmitter itself. Commercial broadcasting at
medium frequencies generally requires a very large antenna, which is best located at an isolated
point far from cities, whereas the broadcasting studio is usually in the heart of the city. FM, television,
and other very-high-frequency broadcasts must have very high antennas if appreciably long range is
to be achieved, and it may not be convenient to locate such a high antenna near the broadcasting
studio. In all such cases, the signals may be transmitted by wires. Ordinary telephone lines are
satisfactory for most commercial radio broadcasts; if high fidelity or very high frequencies are
required, coaxial cables are used.
C. RADIO RECEIVER - The essential components of a radio receiver are:
 62

1. An antenna for receiving the electromagnetic waves and converting them into electrical
oscillations;
2. Amplifiers for increasing the intensity of these oscillations;
3. Demodulator or detection equipment for demodulating;
4. A speaker for converting the impulses into sound waves audible by the human ear (and in
television a picture tube for converting the signal into visible light waves); and
5. In most radio receivers, oscillators to generate radio-frequency waves that can be ―mixed‖
with the incoming waves.
D. THE CONVENTIONAL COMMUNICATIONS AND COMMAND CENTER
Most police communication centers operate in a two-stage manual process. The following is
the SOP when a call is made to the police department:
1. The officer at a complaint desk position, first determines the need for police action, and
then records the details on a card.
2. The card is then routed to dispatch console where the operator has control of one or more
radio channels. In the smaller organizations, this usually accomplished by handing the card
from one person to another. In larger departments it is customary to use a conveyer belt
system between the two positions.
3. The operator at the dispatch console then establishes radio contact with the patrol unit and
relays the details of the complaint.
4. The dispatcher also has the duty of maintaining a record of the status of the police vehicles
under his control. If information is needed from the records division or from some computer
source, the operator must then phone for this information.
E. THE POLICE RADIO DISPATCHER
The radio dispatcher is the personnel in a police communication center or coordinating center
tasked to receive and transmit radio messages. Before a policeman or civilian can become a radio
dispatcher, he must be trained formally or through an OJT. The dispatcher is also called radio
coordinator and radio operator.
Benefits of employing a trained radio dispatcher:
1. Easy of understanding radio messages
2. Elimination of errors
3. Minimum communication time
4. Development of professional attitude in sending and receiving messages
5. Inter-service cooperation
6. Conservation of equipment
Basic Qualifications of a Radio Dispatcher or Operator
1. Ability to speak clearly and distinctly at all times
2. Ability to reduce rambling and disconnected material into concise and accurate messages
3. Ability to think and act promptly in emergencies
4. Ability to analyze the situation accurately and to take an effective course of action
5. Thorough understanding of the capacities of the communication system
6. Adequate understanding of the technical operation of his own system to allow intelligent
reporting of equipment failures
7. Physical and mental ability to work effectively under all conditions encountered
8. Knowledge of the rules and regulations applying to dispatcher‘s responsibilities
Voice Qualities of Effective Radio Dispatcher – The three characteristics of a person‘s voice are:
1. Loudness or volume - depends on the size of the human voice box
2. Pitch or voice frequency – the level of the voice which depends on the number of cycles per
second emitted by the speaker (high pitched is not pleasant and clear in talking through a
mike)
3. Timbre - the quality of a speech sound that comes from its tone rather than its pitch or volume
F. POLICE RADIO (AND TELEPHONE) LANGUAGE
Even though your primary duties are those of an investigator, patrolman, or traffic officer, you may be
called upon to pick up a radio to pass some valuable information to one of the police units or offices.
This section provides you with basic knowledge of correct radio and telephone procedures so you can
operate the voice radio equipment in an ordinary police station. The following are key terms that help
you understand and observe proper radio and telephone procedures:
1. TRANSMISSION: A communication (formal message) sent by one police unit and intended
for reception by another police unit.
2. ANSWER or FEEDBACK: A transmission made by a station called in response to the call
received.
3. CALL SIGN: A call sign is a word, or a
combination of words, intended for transmission by
voice means, and it identifies the command, unit, or authority of the radio station.
4. NET CALL SIGN: The collective call sign that represents all the radio stations operating
together on a particular radio net (ROTACOM, DELTACOM, etc.).
5. NET CONTROL STATION: A radio station appointed by higher authority to direct and control
the operation and flow of all traffic handled on the radio net.
6. PROWORD: A pronounceable word or phrase that has been assigned a meaning to speed up
message handling on radio nets that use radio and telephone.
 63

7. ABBREVIATED PLAINDRESS MESSAGE: A message that has certain elements of the

message heading omitted for speed of handling. Anyone or all of the following may be
omitted: precedence, date, date-time group, and group count.
8. RECEIPT: A communication sent by the receiving operator indicating that the message or
other transmission has been satisfactorily received.
9. ACKNOWLEDGMENT: A separate message originated by the addressee to inform the
originator that his message has been received and is understood.
G. RADIO PHONETIC ALPHABETS
When necessary to identify a letter of the alphabet, the standard phonetic alphabet should be
used. This helps to prevent the receiving operator from copying your words or groups of words
incorrectly. Bs, Ps, Ts, and other letters that sound alike can be confusing when heard on radio
telephone nets.

LETTER PHONETIC PRONOUNCED

EQUIVALENT AS

A ALPHA AL fah
B BRAVO BRAH voh
CHAR lee or
C CHARLIE SHAR lee
D DELTA DELL tah
E ECHO ECK oh
F FOXTROT FOKS trot
G GOLF GOLF
H HOTEL hoh TELL
I INDIA IN dee ah
J JULIET JEW lee et
K KILO KEY loh
L LIMA LEE mah
M MIKE MIKE
N NOVEMBER no VEM ber
O OSCAR OSS cah
P PAPA pah PAH
Q QUEBEC keh BECK
R ROMEO ROW me oh
S SIERRA see AIR rah
T TANGO TANG go
U UNIFORM YOU nee form
V VICTOR VIK tah
W WHISKEY WISS key
X XRAY ECKS ray
Y YANKEE YANG key
Z ZULU ZOO loo

DEPARTMENT OF TRANSPORTATION AND COMMUNICATION-

NATIONAL TELECOMMUNICATION COMMISSION (DOTC-NTC)
TEN CODES
(Some are given the corresponding Q Codes)
 64

10-0 Caution/Safe tracking

10-1 Hard copy
10-2 Clear copy
10-3 Slow down
10-4 Roger/Positive/QSL
10-5 Relay message
10-6 Busy/QRL
10-7 Stop transmitting/QRT
10-8 Monitor/QRX
10-9 Repeat/One more time
10-10 Over and out
10-11 Inquire
10-12 Stand by
10-13 Road & weather condition
10-14 To pick up
10-15 Answer/Reply
10-16 Problem
10-17 Request/Please/Kindly
10-18 Record/Log
10-19 Come back/Go back
10-20 Location/QTH
10-21 Call by telephone
10-22 Disregard/Cancel
10-23 Arrived at scene
10-24 Follow-up/Make a report
10-25 Meeting/Eyeball
10-26 Subject/Victim/Casualty
10-27 Change frequency/Drivers license
10-28 Plate no. of vehicle
10-29 Verify/Observe/Check record
10-30 Water supply/H2o
10-31 Approval/Result
10-32 Armed/Man with gun
10-33 Emergency/Urgent
10-34 Crime in progress/Riot
10-35 Red alert
10-36 Correct time/QRT
10-37 Eat food./Reload/Fill fuel
10-38 Local police/Military
10-39 Hurry up/Use light-siren
10-40 Roving/Silent monitoring/QRU
10-41 Operatives/Members
10-42 Disengage/Cancel
10-43 Information
10-44 Regards
10-45 Vehicle/Mobile
10-46 Assist motorist
10-47 Crew needed
10-48 Excavation/Road repairs
10-49 Traffic situation
10-50 State complete details
10-51 Wrecker needed
10-52 Ambulance needed
10-53 Heavy traffic/Road block
10-54 Investigation/Tor needed
10-55 Electric power
10-56 Intoxicated person/ Alcoholic behavior
10-57 Hit and run
10-58 To direct road traffic
10-59 Convoy/Companion
10-60 Hospital
 65

10-61 Doctors/Medical team

10-62 Medicines
10-63 Assignment completed
10-64 Message
10-65 Assignment/tasks
10-66 Necessary/Needed
10-67 Male/YM
10-68 Deliver/Dispatch
10-69 Received message
10-70 Fire alarm
10-71 Nature of fire
10-72 Demo/Rally
10-73 Fire trucks
10-74 Negative
10-75 Permission
10-76 Proceed to
10-77 Time of arrival
10-78 Assistance needed
10-79 Dead person
10-80 Kidnapping case
10-81 Carnapping case
10-82 Reservation prepare
10-83 Vehicle found
10-84 Estimated time of departure
10-85 Will be late
10-86 Missing person
10-87 Female/YL
10-88 Limaline No.
10-89 Person found
10-90 Robbery/Theft
10-91 Unnecessary use of radio
10-92 Anti-narcotics case
10-93 Address
10-94 Drug racing
10-95 Operation
10-96 Visitor/Jammer/QRM
10-97 Radio check/QSA
10-98 Call sign/QRA
10-99 Home/House
10-100 Office
10-101 Statement of account
10-102 Treasurer/Collection
10-103 Money
10-104 Change frequency/QSY
10-105 Reactivated/Mechanic
10-106 Modulation
10-107 Antenna
10-108 Radio license
10-109 Uniform/Attire
10-110 Equipment
10-111 Radio (portable)
10-112 Base Radio
10-113 Booster
10-114 Power supply
10-115 Battery pack
10-116 Repeater/Phone patch
10-117 Computer
10-118 Rotator
10-119 Coax cable
10-120 Gun shot/Stab wound
10-121 Heart attack
 66

10-122 CVA (stroke)

10-123 Fracture
10-124 OB Emergency
10-125 Hypertension
10-126 IN patient
10-127 OUT Patient
10-128 Operator
10-129 Son/Daughter
10-130 Secretary
10-131 Extension
10-132 Driver
10-133 Wife/XYL
10-134 National officer
10-135 Regional officer/ Group
10-136 NTC
10-137 NBI Clearance
10-138 Police clearance
10-139 Necessary papers
10-140 I.D.
10-141 Organization base
10-142 Thank you/TNX
10-143 I Love You/QLY
10-144 Welcome
 67

THE WALKIE TALKIE

The slang term for the two-way radio systems developed by Motorola in the 1930s
designed for home and police radios. Today, it is known as two-way hand held radio
(HHR) or radio transceiver.
Features and advantages of walkie-talkies:
1. Portable and easy to operate;
2. The foot patrolman can both send and receive messages quite easily; and
3. Enables patrol officers to call for immediate assistance.
H. TECHNIQUES IN RADIO COMMUNICATION
Though radio communication is not complex, there are still problems that usually
encountered by police operatives. One problem is the massive use of the airwave by
both police and civilian communication groups. To reduce or eliminate these problems,
basically, police operatives should be familiar with proper use of the equipment, and to
adhere to the basic rules of radio procedure.
The ABC‟s of Radio Transmission
A. Accuracy – It is the correctness and truthfulness of what is being communicated.
Inaccuracy oftentimes causes miscommunication. The major cause of inaccuracy
is haste and impatience. The old saying that “haste makes waste” certainly applies
to police communications.
B. Brevity – This means using few words. Due to the expanding volume of radio
traffic, it is essential that there be no unnecessary or repetitious words in the
transmission.
C. Courtesy – Courtesy refers to politeness of the words being used in
communication. As the old adage points out, ―Courtesy begets courtesy.‖ ―Anger
begets anger.‖ The practice of courtesy is actually a practice of good human
relations. In radio communication, courtesy can be shown:
 by saying thank you (but this may take very valuable air time);
 in the tone of voice;
 by avoiding humorous comments over the air when somebody ―goofs up‖ or
commits error in transmitting or understanding the message; and
 by avoiding ―jamming up‖ when police officers are on the air.
Clarity, the Second “C”
“C” in radio communications also stands for “Clarity” which is often mentioned
in report writing and note taking but it is also an essential in police communications.
Clarity can be best obtained through two main areas:
1. Semantics - What is semantics? Webster lists it as: ―significant meaning, the
science of meanings as contrasted with phonetics, the science of sound.‖ Proper
semantics would be the transference of thoughts or ideas between people through
communication without a loss or perversion of the original meaning or intent.
Two ways to improve semantics - Learn through experience what the most common
errors are. If an officer tries to communicate with someone and finds that he is
misunderstood or has trouble getting the idea over to him, he can give the problem
some thought with the intent of finding a better way of expressing it next time. He can
talk to others and find out how they would express this thought, or just listen to others
when they try to communicate in the same or similar situations.
Think before Talking. An officer should always put his mind in gear before releasing
the clutch on his tongue. Too many officers grab for the mike, press the transmitter
button then think of what they want to say. This is quite easy to do when the situation
involves an urgent matter. The important thing to remember is that the message be
received and UNDERSTOOD, or the time made precious by the emergency would be
wasted.
2. Phonetics - Phonetics is the ―science of sounds‖ - the understanding of a
communication through the proper sounding of words. There are three main areas
of phonetics that hinder good police communications.
Radio interference and distortion - This can be corrected to some extent by the
proper adjusting of the ―Squelch‖ control. Changing position and having the message
relayed by other units can also help.
Poor Pronunciation - An officer should not transmit over the air if he has gum in his
mouth or is eating his lunch. If it is an emergency, he should spit them out for the sake
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of clarity. He should face the mike at all times, and talk about two inches from the mike.
If he is speeding with the siren going, he may cut out the noise by placing the mike on
the side of his throat and then transmitting his message.
Similar sounding words and letters - There are many words in the English language
that have similar sound. There are also many letters that sound the same.

POLICE INTELLIGENCE AND SECRET SERVICE

INTELLIGENCE DEFINED
According to Government - Commission Task Force - It means the collection,
processing, collation, interpretation, evaluation and dissemination of information, with
references to national security. In certain context, it may also mean the network or the
system for the collection, collation, interpretation, evaluation, processing, and
dissemination of information. ―The term as used here doesn‘t include any police powers
or authorities, any investigative function other than those involve in the collection of
information nor any function involved in the enforcement of laws, orders, or regulation.
According to Military Terminologies - Intelligence is the end product resulting from
the collection, evaluation, analysis, integration and interpretation of all available
information which my have immediate or potential significance to the development and
execution of plans, policies and programs of the users.
According to Police Parlance - The end product resulting from the collection,
evaluation, analysis, integration and interpretation of al available information regarding
the activities of criminal and other law violators for the purpose of affecting criminals and
other law violators for the purpose of affecting their arrest, obtaining evidence, and
forestalling plan to commit crime.
Functions of Intelligence in General
Today all counties have their intelligence services. They maybe different in their
organization, efficiency and method but they all have the basic functions such as:
 the collection or procurement of information
 the evaluation of the information which then become intelligence
 the dissemination of intelligence to those who need it.
 counter intelligence or negative intelligence, which is dedicated to the
concealment and protection of one‘s own information from the adversary
intelligence operation. It is a defensive function of intelligence.
CRITERIA, DOCTRINES, AND PRINCIPLES OF INTELLIGENCE
Criteria
a. Universality of application - it should apply to as many phases and aspects of
intelligence as possible. It should guide not only the production of intelligence but
also the concomitant activities essential to the process as well as the
organization and the thought and actions of the individual composing it.
b. It must be broad - it should form the basis for a formulation of corollary and
subsidiary guides.
c. It must be important, indeed essential, to intelligence- if a guide is truly important
and essential, then its violations should bring its own immediate penalties.
Doctrines
a. There exists an essential unity between knowledge and action; that
knowledge enhances the effectiveness of action – and minimizes the
chances of error.
b. ―The knowledge requirements of decision-making are complex and
beyond the capacities of anyone necessary to meet there requirements.‖
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Principles
1. Objectivity - in intelligence, only the well guided succeed. It is a basic
intelligence concept that there must be unity between knowledge and action. It
follows therefore that intelligence should interact and condition the decision.
Intelligence must be adapted to the needs of the decision; it is both giver and
taker. Action or decision is planned by knowledge and guided by it at every step.
2. Interdependence - Intelligence is artificially subdivided into component elements
to insure complete coverage, eliminate duplication and to reduce the overall task
or manageable sizes. Nevertheless, each subdivision remains as essential part
of unity; contributes proportionately to the end result; possesses a precise
interrelationship; and interacts with each other so as to achieve a balanced and
harmonious whole.
3. Continuity - Intelligence must be continuous. It is necessary that coverage be
continuous so that the shape of what happens today could be studied in the light
of what happened before, which in turn would enable us to predict the shape of
things to come.
4. Communication - Intelligence adequate to their needs must be communicated
to all the decision makers in manner that they will understand and form that will
permit its most effective use.
5. Usefulness - Intelligence is useless if it remains in the minds, or in the files of its
collectors or its producers. The story must be told and it must be told well. The
story must be convincing and to be convincing it must not only be plausible or
factual but its significance must be shown.
6. Selection - Intelligence should be essential and pertinent to the purpose at hand.
Intelligence involves the plowing through a maze of information, considering
innumerable number of means or of picking the most promising of a multitude of
leads. The requirement of decision-making covers very nearly the entire span of
human knowledge. Unless there is selection of only the most essential and the
pertinent, intelligence will go off in all directions in one monumental waste of
effort.
7. Timeliness - Intelligence must be communicated to the decision maker at the
appropriate time to permit its most effective use. This is one of the most
important and most obvious, for Intelligence that is too soon or too late are
equally useless. Timeliness is one principle that complements all the others.
8. Security - Security is achieved by the measures which intelligence takes to
protect and preserve the integrity of its activities. If intelligence has no security, it
might be as well being run like a newspaper to which it is similar.
General Activities in Police Intelligence
1. Strategic Intelligence – it is an intelligence activity which is primarily long range
in nature with little practical immediate operation value.
2. Line Intelligence – it is an intelligence activity that has the immediate nature
and value necessary for more effective police planning and operation.
3. National Intelligence - it is the integrated product of intelligence developed by
all the governmental branches, departments concerning the broad aspect of
national security and policy. It is concerned to more than one department or
agency and it is not produced by single entity. It is used to coordinate all the
activities of the government in developing and executing integrated and national
policies and plans.
4. Counter-Intelligence – phase of intelligence covering the activity devoted in
destroying the effectiveness of hostile foreign activities and to the protection of
info against espionage, subversion and sabotage.
5. Undercover Work – is an investigative process in which disguises and pretext
cover and deception are used to gain the confidence of criminal suspects for the
purpose of determining the nature and extent of any criminal activities that
maybe contemplating or perpetuating.

Functional Classification of Police Intelligence

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1. Criminal Intelligence – refers to the knowledge essential to the prevention of

crimes and the investigation, arrest, and prosecution of criminal offenders.
2. Internal Security Intelligence – refers to the knowledge essential to the
maintenance of peace and order.
3. Public Safety Intelligence – refers to the knowledge essential to ensure the
protection of lives and properties.
Forms of Intelligence
1. Sociological Intelligence – deals with the demographic and psychological
aspects of groups of people. It includes the population and manpower and the
characteristics of the people, public opinion – attitude of the majority of the
people towards matter of public policy and education.
2. Biographical Intelligence – deals with individual‟s personalities who have actual
possession of power.
3. Armed Force Intelligence – deals with the armed forces of the nation. It
includes the position of the armed forces, the constitutional and legal basis of its
creation and actual role, the organizational structure and territorial disposition,
and the military manpower recruitment and Order of Battle
4. Geographical Intelligence – deals with the progress of research and
development as it affects the economic and military potential of a nation.
KINDS OF INTELLIGENCE
A. Strategic Intelligence – as defined earlier, it is an intelligence data that are not of an
immediate value. It is usually descriptive in nature, accumulation of physical description
of personalities, modus operandi. It does not have immediate operational value but
rather long range that may become relevant to future police operations.
B. Line Intelligence – It is the kind of intelligence required by the commander to
provide for planning and conduct tactical and administrative operation in counter
insurgency. This pertains to knowledge of People, Weather, Enemy and Terrain
(PWET) used in planning and conducting tactical and administrative operation in a
counter insurgency.
Intelligence information to be determined in Line Intelligence are:
People - living condition of the people, sources of income, education of the people,
government livelihood projects, extent of enemy influence to the people
Weather – visibility, cloudy, temperature, precipitation (rain), wind
Enemy - location of the enemy, strength of the enemy, disposition, tactical capability,
enemy vulnerability
Terrain - relief and drainage system, vegetation, surface material, man made features.
There are military aspects of terrain which includes cover and concealment, obstacle,
critical key terrain features, observation and fields of fire, and avenues of approach.
C. Counter Intelligence (CI) - this kind of intelligence covers the activity devoted in
destroying the effectiveness of hostile foreign activities and to the protection of info
against espionage, subversion and sabotage. Hence, the three activities of CI are:
protection of information against espionage; protection of personnel against subversion;
and protection of installations and material against sabotage.
Counter Intelligence is also known as Negative Intelligence - a generic term meaning
three different things;
Security Intelligence – means that the total sum of efforts to counsel the national
policies, diplomatic decisions, military data, and any other information of a secret nature
affecting the security of the nation form unauthorized persons. It is an effort to deny
information to unauthorized persons by restricting to those who are explicitly authorized
to possess it.
Counter-Intelligence - counter intelligence is the organized effort to protect specific
data that might be of value to the opponent‘s own intelligence organization. Some of its
functions are: Censorship – of the following: correspondence, broadcast, telecast,
telephone conversations, telegrams and cables, etc., prevention of the dissemination of
any information that might aid an opponent; maintenance of files of suspect;
surveillance of suspects; mail reading, wire tapping and recording; infiltration of the
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enemy intelligence organized to procure information about its method, personal, specific
operations and interest.
Counter-Espionage - In counter-espionage, negative intelligence becomes a dynamic
and active effort. Its purpose is to investigate actual or theoretical violation of espionage
laws, to enforce those laws and to apprehend any violators.
Five Categories of CI Operation
1. Military Security – it encompasses the measures taken by a command to protect
itself against espionage, enemy operation, sabotage, subversion or surprise.
2. Port Frontier and Travel Security – has to do with the application of both military
and civil security measures for CI control at point of entry and departure,
international borders or boundaries.
3. Civil Security – it encompasses active and passive CI measures affecting the non-
military nationals permanently or temporarily residing in an area under military
jurisdiction.
4. Censorship – it is the control and examination of the civil, national, armed forces,
field press, and POWs.
5. Special Operations – counter subversion, sabotage and espionage
Counter Intelligence (CI) Operation
1. Counter Human Intel (HUMINT) – seeks to overcome enemy attempts to use
human sources to collect information or to conduct sabotage and subversion
which includes CI special operations, liaison, counter security, and CI screening.
2. Counter Imagery Intel (IMINT) - includes action taken to determine enemy
SIGINT and related enemy weaknesses, capabilities and activities. These
actions include surveillance radar, photo thermal and infrared systems.
Successful counter – IMINT operations rely heavily on pattern and movement
analysis and evaluation of the enemy.
3. Counter Signal Intel (SIGINT) – determine enemy SIGINT and related enemy
weaknesses, capabilities and activities, assess friendly operations to identify
patterns, profiles and develop, recommend and analyze counter measures.
THE INTELLIGENCE CYCLE
The single most important part of intelligence activity is the understanding the
intelligence cycle because MISSION, which is the core of the cycle, serves as the
foundation of all intelligence operations. Every operative must therefore place into mind
the following phases of the cycle:
PHASE 1 - Planning the Collection Effort
This phase of the cycle involve the determination of the requirements of
intelligence. It is concerned with identifying the so called Essential Element of
Information (EEI) - an item of intelligence or information of the characteristics of the
area of operations and the enemy, which the commander feels he needs before he
needs before he can reasonably arrive at a decision.
With this, the intelligence officer must have a thorough knowledge of the
available sources of information, the collecting agencies and type of info the latter can
provide. He must understand the operations of the command in order to provide the
particular Intel required for success. He must have a thorough knowledge of the tactics,
organizations, and characteristics of the enemy and be especially competent in the
fields of acquisition of operations.
Categories of Intelligence Requirements
In relation to use
a. Executive – are those information required by executive, governmental and
military commanders; the executive requirements are the basis for decisions and
national policy making.
b. Contributory – information required to complete the staff process – make staff
plans and estimates that contribute to the decision and policy making.
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c. Operational – additional intelligence required in planning and carrying out

effectively the decision or policy announced. Decisions and policy require
implementation.
d. Collateral – higher or adjacent echelons of the government or military
establishment may require info.
In relation to type
a. Basic – are general reference materials for use in the planning regarding the
enemies, area of operations, capabilities – static comprehensive.
b. Current – are information which are temporary in nature and narrower in scope.
c. Estimative – are those that determine the future courses of action; required by the
executives to plan future military operations and policies.
PHASE 2 - Collection of information
This phase of the cycle is concerned with identification of the collecting agency, the
formulation of procedures on the manner of collecting the information in conjunction with
the plans as achieved in phase one.
Selection of Collecting Agencies
a. List all available sources; exploit the collecting agencies.
b. Collection will be assigned in accordance with capabilities;
c. Collection directives prepared once the proper collecting agency has been selected
to exploit a particular source;
d. Collection directives do not limit the activities of the collecting agency;
e. Criteria for the selection of collecting agency; suitability, capability, confirmation,
timeliness and balance.
Purpose of the Collection Plan
a. To insure logical and orderly analysis of the intelligence requirements.
b. To establish a workable collection scheme based on the analysis of the
intelligence requirement.
c. To provide definite and precise directives to collecting agencies.
d. To avoid possibility of omission, conflict or unnecessary duplication of
collection effort.
Steps in Developing a Collection Plan
a. List the requirements in the order of priority
b. Break the requirements into indication – any evidence of actual or
potential enemy activity or characteristic of an area of operation enemy
activity or characteristic of an area of operation, habitual activities –
need experience.
c. Fit those indications into existing situations – critical clues, security
measures, attack, defense, etc.
d. Basis for development for specific collection directive - designed to
exploit to the fullest the collection directive; guide doesn‘t limit.
e. Selection of Collecting Agencies – criteria for selection – suitability,
capability, confirmation, timeliness and balance. Designation of
particular time and place that the required information is to be reported.
Factors in choosing Collection Agent
In choosing collection agents, they must be selected according to their capability
– agents placements or access to the target; multiplicity – more agents; and balance –
the number of agents needed per operation.
a. Methods of Collection – collection of information can be done
through overt method (open system) or covert method
(secret/clandestine).
b. Collecting Agencies – depending on the type of operation, the
collecting agency could be Government Agencies, Intelligence units, or
Organizations
 73

c. Trade Crafts – includes the use of photography, investigations /

elicitation / interrogation, surveillance, sound equipment, surreptitious
entry – keys and locks, use of an artist, communication
PHASE 3 - Processing the Collected Information
This phase of the cycle is concerned with the examination and collation of all
collected information.
Steps in Processing Raw Information
1. Collection – organization of raw data and information into usable form; grouping similar
items of information so that they will be readily accessible.
2. Recording – is the reduction of info into writing or some other form of graphical
representation and the arranging or this info into writing or some form of graphical
representation and the arranging of this into groups of related items.
 Police log book and Journal
 Intel-work Sheet - Intel Files
 Situation Maps - Rouges Gallery
 Modus Operandi Files
3. Evaluation – examination of raw information to determine intelligence value, pertinence of
the information, reliability of the source and agency, and its credibility or truth of information.
Evaluation is the determination of the pertinence of the info to the operation, reliability of the
source of or agency and the accuracy of the info. Evaluation determines the following:
 Pertinence - does it hold some value to current operation? Is it needed
immediately?
 Reliability – judging the source of info of agency
 Credibility – truth of info. Is it possible for the reported fact or event to
have taken place? Is the report consistent within itself? Is the report
confirmed or corroborated by info from different sources or agencies? If
the report does not agree with info from other sources which one is more
likely to be true?
The Evaluation Guide

ACCURAC RELIABILI SOURCE

Y OF TY OF OF
INFORMAT INFORMAT INFORMAT
ION ION ION
1- A- T- Direct
CONFIRME COMPLETObservation
D by other E by
sources RELIABLE
Comdr/Chf
of Unit
2- B- U- Report
PROBABLY USUALLY by DPA or
TRUE RELIABLE Resident
Agent
3- C- FAIRLY V- Report
POSSIBLY RELIABLE by
TRUE PNP/AFP
Troops
4- D- NOT W-
DOUBTFUL USUALLY Interrogatio
LY TRUE RELIABLE n of
Captured
Enemy
5- E- X-
IMPROBAB UNRELIAB Observation
LE LE of
gov‘t/civilian
employee
6- TRUTH F- Y/Z-
can not be REALIBILIT Documenta
 74

judged Y cannot be ry
judged

4. Interpretation – it is establishing the meaning and significance of the information. It involves

the following activities:
 Analysis – shifting and isolating those elements that have significance in light
of the mission or national objective.
 Integration – combining the elements isolated in analysis and known
information to form a logical picture or theory.
 Deduction – the formulation of conclusions from the theory developed, tested
and considered valid – determination of effort and meaning of the information.
PHASE 4 - Dissemination and Use of Information
This phase of the cycle refers to the activities of transferring the processed information
to the proper users, most particularly the authority that requires the activity. Processed
information can be disseminated through annexes, estimates, briefing, message,
reports, overlays, and or summaries.
The criteria that must be observed in dissemination are:
1. Timeless – must reach the users on time to be of value. It must be disseminated in
accordance with the urgency and must reach the user in sufficient time to be use.
2. Propriety – the message must be clear, concise and complete, as well as in the
proper form for the receiver to readily understand its contents. It must be
disseminated to the correct user, presented in a form that lends itself to immediate
use and distributed by the most effective means appropriate to both time and
security requirements.
Methods of Dissemination
1. Fragmentary orders from top to bottom of the command
2. Memorandum, circulars, special orders
3. Operations order, oral or written
4. Conference – staff members
5. Other report and intelligence documents
6. Personal Contact
Who are the users of intelligence?
1. National leaders and military commanders – formulation of national policies.
2. Advisors and Staff – preparations of plans and estimates
3. Friendly nations or other branches of the armed forces.
4. Processor – basis for evaluation and interpretation.
5. Head / chairman of an organization
6. Any person with authority for purposes of planning.

INFORMATION AND ITS SOURCES

Information
Information refers to all evaluated materials of every description including those derived
from observation, reports, rumors, imagery, and other sources from which intelligence in
produced. Information is a communicated knowledge by others obtaining by personal
study, investigation, research, analysis, observation.
Two General classifications of sources of information:
1. Open Sources – 99% of the information collected are coming from open
sources.
2. Close Sources – 1% of information are collected from close sources.
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Overt Intelligence – is the gathering of information or documents procured openly

without regard as to whether the subject or target become knowledgeable of the
purpose
Open Sources: Includes information taken from
 Enemy activity
 POW and Civilians
 Captured documents
 Map - Weather, forecast, studies, report - Agencies
Covert Intelligence – is the secret procurement of information, which is obtained
without the knowledge of the person or persons safeguarding vital intelligence interest.
Close Sources: Include information which maybe taken through:
 Surveillance
 Casing and
 Elicitation
 Surreptitious entry
 Employment of technical means (Bugging and Tapping device)
 Tactical Interrogation - Observation and Description (ODEX)
PERSONS AS SOURCES OF INFORMATION
Informant Net – It is a controlled group of people who worked through the direction of
the agent handler. The informants, principal or cutouts supply the agent handler directly
or indirectly with Intel information
Informants (Asset) – people selected as sources of information, which could be
voluntary, or in consideration of a price.
 Informant – refers to a person who gives information to the police
voluntarily or involuntarily with out any consideration
 Informer – those who give information to the police for price or reward
Types of Informants
1. Criminal Informant – an informant who give information to the police
pertaining to the underworld about organized criminals with the understanding
that his identity will be protected
2. Confidential Informant – is similar to the former but he gives information
violate of the law to includes crimes and criminals
3. Voluntary Informant – a type of informant who give information freely and
willfully as a witness to a certain act
4. Special Informant – those who gives information concerning specialized
cases only and it is regarded a special treatment by the operatives (ex.
teachers, businessmen)
5. Anonymous Informant – those who gives information through telephone
with the hope that the informant can not be identified
Sub-type of Informant
1. Incidental Informant – a person who casually imparts information to an
officer with no intention of providing subsequent information
2. Recruited Informant – A person who is selected cultivated and developed
into a continuous source of info
Categories of Recruited Informants:
1. Spontaneous or Automatic Informant – Informants who by the nature of
their work or position in society have a certain legal, moral or ethical
responsibilities to report info to the police
2. Ordinary (out-of-their-will) Informants – Informants that are under the
compulsion to report info to the police
3. Special Employee – informants who are of a specific operational nature
Other Classification of Informant
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Other terms related to people who gives information are Automatic Informant,
Penetrating Agent , Infiltrating Agent , Full time Informant , Rival – Elimination
Informant, False Informant, Frightened Informant, Self- aggrandizing Informant,
Mercenary Informant , Double Crosser Informant , Woman Informant , Legitimate
Informant.
Common Motives of Informants
People give information to the police due to various reasons. Their motives
include reward, revenge, fear and avoidance of punishment, friendship, patriotism,
vanity, civic-mindedness, repentance, competition, and other motives.
INFROMANT RECRUITMENT
Phases
1. Selection – it is particularly desirable to be able to identity and recruit an
informant who has access to many criminal in-group or subversive
organization. Wide access is probably the single most important feature in the
consideration of recruiting the potential informant
2. Investigation – the investigation of the potential informants that has
tentatively identified as a ―probable‖ must be as thorough as possible. It must
establish possible existing motives as to this person might assist the police
Intel community. Failure to do so will deny this office who must perform the
approach and persuasion phase with little more that a guess. If necessary,
conduct complete background investigation (CBI)
3. Approach – approach must be done in a setting from which might include
pleasant surroundings, perhaps a confidential apartment, completely free
form any probability of compromise, preferably in an adjacent city or a remote
area foreign to the informants living pattern.
4. Testing – the testing program should begin, of course, with the limited
assignment, with a gradual integration into the more important areas. The
occasional testing of an informant should continue through the entire
affiliation

INTELLIGENCE OPERATIONS
Intelligence Operations is the result of intelligence planning, planning is always ahead of
operation although an operation can be made without a plan, it is usually due to sudden
and inevitable situations but definitely this is poor intelligence management.
The 14Operational Cycles
1. Mission and Target –
a. Infiltration – the insertion of action agent inside the target organization
b. Penetration – recruitment of action agent inside the target organization
2. Planning
3. Spotting
4. Partial Background Investigation (PBI) or Complete Background Investigation
5. Recruitment - the only qualification of an agent is to have an access to the target
6. Training
7. Briefing
8. Dispatch
9. Communication - technical method like telephone/radio, non-technical method
like personal meeting, live drop or dead drop
10. Debriefing
11. Payments – depends upon the motivation of informant
a. Regulatory - pay no bonuses
b. Supplemental - income that is enough to ease his financial worries
12. Disposition – involve activity on rerouting, retraining, retesting, termination
13. Reporting
14. Operational Testing
COVER AND UNDERCOVER ACTIVITIES
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1. Cover - the means by which an individual group of organization conceals the true
nature of its acts and or existence from the observer.
2. Cover story – a biographical data through fictional that will portray the personality of
the agent he assumed, a scenario to cover up the operation
3. Cover Support – an agent assigned in target areas with the primary mission of
supporting the cover story.
Types of Cover
1. Natural Cover – using actual or true background
2. Artificial – using biographical data adopted for the purpose
3. Cover with in a Cover – justification of existence
4. Multiple Cover – any cover you wish.
Organizational Cover – is an account consisting of biographical which when adopted
by an individual will assume the personality he wants to adopt
Undercover Assignment – is an investigative technique in which agent conceal his
official identity an obtain information from that organization

THE UNDECOVER AGENT

Special qualifications include knowledge of the language, area background regarding
events, knowledge about the custom and habits, physical appearance, and must be an
artist.
Factors considered in Selecting Cover Story
1. Mutual Point of Interest
2. Justification of presents
3. Previous and permanent address
4. Efficiency of role and freedom from the movement
5. Means of communication
6. Social and financial status
7. Optional alternate plan
8. Safe departure
Selecting Action Agents
1. Placement – location of prospective agent with respect to the target
2. Access – it is the capability of a prospective agent to obtain the desired info
for the Intel organization or to perform to Intel collection mission in the area.
 Primary Access – it is the access to the desired info
 Secondary Access – it is the access to the desired info through a principal
source where the latter has the direct access
 Outside Access – the agent is employed outside the target and merely
monitor info from a third person who is monitoring info n the area
AGENT CONTROL
CONTROL – authority to direct the agent to carryout task or requirement on
behalf of the clandestine organization in an acceptable manner and security
Two Categories of Control
1. Positive Control – is characterized by professionalism and rapport like:
a. Agent motivation
b. Psychological control
2. Negative Control – characterized by threat and it include the following:
a. Disciplinary Action – includes verbal reprimand for poor performance or
insecure actions withholding certain material rewards, reduction of agents
salary or in extreme situation the threat of terminating professional
relationship
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b. Escrow Account – control of an agent by putting hi salary in a bank to be

withdrawn only after a fulfillment of a condition
c. Blackmail
METHODS OF COVERT INTELLIGENCE
SURVEILLANCE
Surveillance is a form of clandestine investigation which consists of keeping
persons, place or other targets under physical observation in order to obtain evidence or
information pertinent to an investigation. Surveillance of persons is called Tailing or
Shadowing, Surveillance of place is called Casing or Reconnaissance, and
Surveillance of other things, events, and activities is called Roping.
Considerations in Surveillance Planning
 Pre-Surveillance Conference – a conference held among the team members, the
police intelligence unit before surveillance is conducted.
 Surveillance Plan – a plan established the as required according to type of
personnel, and the general and specific instructions for surveillance.
 Area Target Study – refers to the area of operation of surveillance activities.
 Surveillant – a person who conducts surveillance with includes only observations.
 Stakeout or Plant – is the observation of places or areas from a fixed point.
 Tailing or Shadowing – it is the observation of a person‘s movement.
 Undercover Man – it refers to a person trained to observe and penetrate certain
organization suspected of illegal activities and later reports the observation and
information‘s that proper operational action can be made
 Liason Program – the assignment of trained intelligence personnel to other
agencies in order to obtain information of police intelligence value. (Agencies like
the press, credit agencies, labor unions, telephone companies)
 Safehouse – is a place, building, enclosed mobile, or an apartment, where police
undercover men meet for debriefing or reporting purposes.
 Drop – any person is a convenient, secure and unsuspecting place where police
undercover men meet his action agent for debriefing or reporting purposes.
 Convoy – an accomplice or associate of the subject used to avoid or elude
surveillant.
 Decoy – a cover supporting the surveillant who can become a convoy whenever
surveillant is burned.
 Contact – any persons whom the subject picks or deals with while he is under
observation and identifies the observer.
 Made – when subject under surveillance becomes aware that he is under
observation and identifies the observer.
 Lost – when the surveillant does not know the whereabouts of his subject or the
subject had eluded the surveillance.
TYPES OF SURVEILLANCE
According to Intensity and Sensitivity
1. Discreet –subject person to be watch is unaware that he is under
observation
2. Close – subject is aware that he is under observation varied on each
occasions
3. Loose – applied frequently or infrequently, period of observation varied
on each occasion
According to Methods
1. Stationary – this is observation of place usually a bookie stall, a
gambling, joint, a residence where illegal activities are going on (fixed
position)
2. Moving – surveillance follow the subject from the place to place to
maintain continuous watch of his activities
3. Technical – this is a surveillance by the use of communications and
electronic hardware‘s, gadgets, system and equipment
Special Equipment (Technical Supports)
1. Camera with telephoto lens
2. Moving Picture camera
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3. Binoculars
4. Tape recording apparatus
5. Wire taping device
6. Other instrument – miniaturized one-way radio

Methods available to employ in Surveillance

Ordinarily, the methods are surveillance of place, tailing or shadowing (1-2-3 man
shadow), undercover investigation, special methods includes: wire tapping - concealed
microphones - tape recorder -television - electric gadgets
Essential Requirements and Appearance in Surveillance
In the actual process of operation, the agent is advised to be of general
appearance, has no noticeable peculiarities in appearance. Agent should not wear
inconspicuous jewelry or clothing, nothing about him to attract attention. He must have
perseverance and able to wait for hours. Alertness, resourcefulness, and being versatile
and quick-witted are his weapons.
Basic Preparations in Surveillance
1. Study the Subject – name, address, description, family and relatives, associates,
character and temperament, vice, hobbies, education, others
2. Knowledge of the area and terrain – maps, national and religious backgrounds,
transportation, public utilities
3. Subversive Organization - history and background, biography of the official,
identity and background of members and former members, method of
identification employed by the members, files and records, nature, location and
accessibility, meeting
4. Cover Story – the scenario must be appropriate to cover up operation and
avoidance of identification of mission.
Counter Surveillance – the conduct of operation is coupled with counter
intelligence measures such as window shopping, use of convoys and decoys, stopping
immediately on blind corners, getting out immediately on public conveyances, retracing,
entering mobile housing
CASING OR RECONNAISSANCE
Casing is the term use in the police organization while reconnaissance is used in
military terms. Casing or reconnaissance is the surveillance of a building place or area
to determine its suitability for Intel use or its vulnerability in operations. It aids in the
planning of an operation by providing needed information. It assists the agent handler to
install confidence in his agent during briefing phase by being able to speak knowingly
about the area of operation. Casing is also considered a security measure because it
offers some degree of protection for those operating in an area unfamiliar to them.
Method of Casing
1. Personal Reconnaissance – the most effective method and will produced the most
info since you know just what you‘re looking for.
2. Map Reconnaissance – it may not sufficient but it can produce a certain amount of
usable information
3. Research - much info can be acquired through research
4. Prior Information – your unit and of the unit will have file report that they may
provide you with info
5. Hearsay –info usually gain by the person operating in the area and performing
casing job
OBSERVATION AND DECRIPTION, A.K.A (ODEX)
Observation – a complete and accurate observation by an individual of his
surroundings an encompasses the use of all the major sense to register and recognized
its operational or Intel significance
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Description – the actual and factual reporting of one‘s observation of he

reported sensory experience recounted by another
Psychologist estimate that approximately 85% of our knowledge is gathered
through sight, 13% from sense of hearing and only 2% through the three other senses
Psychological Processes for accurate observation
 Attention – consist of he psychological process involve in becoming aware of an
existence of fact
 Perception – involved in the understanding this fact of awareness
 Report – involved in identifying the name in one own mind and some fact which
has been perceive, narrated and identified
ELICITATION
It is a system or plan whereby information of intelligence value is obtained
through the process direct intercommunication in which one or more of he parties to the
common is unaware of the specific purpose of the conservation. The three phases are
determination of the mission, selection of the subject, and accomplishment of the
mission.
Two Devices in the conduct of Elicitation
 Approach – process of setting people to start talking
 Probe – to keep the people taking incessantly
Types of Approach
1. Flattery – people are susceptible to praise so use this weakness as a way of approaching
the subject for elicitation.
a. Teacher – Pupil Approach – the subject is treated as an authority then
solicit his view point and opinion on a subject matter.
b. Kindred Soul Approach – the subject is placed in a pedestal having some
specialized quality then flatter him/her by showing enough concern for
his/her welfare to pay special attention to his enjoyment
c. Good Samaritan Approach – is the sincere and valid offers of help and
assistance are made to the subject
d. Partial – disagreement Approach – seek to produce talking by the word
―I‘m sure if I fully agree‖.
2. Provocative Approach – discover a wide range of conventional gambits
a. Teaser Bait Approach – the elicitor accumulates the sources of knowledge
about a particular subject to tempt the subject to give his/her views.
b. Manhattan from Missouri Approach – the elicitor adopts an unbelievable
attitude above anything. He questions all statements and oppositions.
c. Joe Blow Approach – is ―I‖ know the answer to everything‖ approach. The
elicitor adopts the attitude of being approachable of any field.
d. National Pride Approach – nature propensity of al persons to defend their
country and its policies.
Types to Probe
1. Competition Probe – this is effective when used in connection with the
teacher pupil approach
2. Clarity Probe – used to elicit additional information in an area which the
response is clear
3. High Pressure Probe – it serves to point out contradictions in what the
subject has said
4. Hypothetical Probe – presents a hypothetical situation and to get he
subject to react to the hypothetical situations
Purposes of Elicitation
1. To acquire info which is unbelievable through other channel
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2. To obtain info which although unclassified in not publicity known

3. To provide source of info
4. To assist various individuals
PORTRAIT PARLE (P/P)
It is a means of using descriptive terms in relation to the personal features of an
individual and it can be briefly described as a world description or a spoken picture.
(Anthropometry - no two human beings has the same body measurement)
Identification Methods
1. Branding and mutilation
2. Parade system with portrait parle
3. Fingerprint method
Several method of acquiring descriptive ability
1. Learns the meaning of the numerous words used in describing the various
features of the persons.
2. Study and practice the description of the features, such as the eyes, hair or the
nose as hey appear on several different persons.
3. Learning a definite order of proceeding from one picture to another
Methods of obtaining descriptive information
1. Close observation of the person and accurate recording of the terms describing
the features
2. Information describing through interviews of witnesses
3. Examination of observation of photographs and sketches
4. Examination of records
BACKGROUND CHECKS AND INVESTIGATION
Information needed: Domestic Background, Personal Habit, Business History, Social
or Business Associates, Medical History, Educational Background, Family History
TACTICAL INTERROGATION
The need for obtaining information of the highest degree of credibility taken on
the minimum of time can be through interrogation which varies and dependent entirely
on the situation. In tactical interrogation, familiarization of the following is necessary:
 Interrogation – the systematic asking of questions to elicit information in the
minimum of time.
 Interrogator - person who does the questioning.
 Interrogee – any person who is subjected to the interrogation process in any of
its forms and phases.
 Suspect – any person believed to be associated with prohibited activity
 Source – a person who for any reason submits information of intelligence
interest usually on a voluntary basis
 Provocateur – an individual from enemy forces who is deliberately introduce in
our custody with a specific mission of causing some unfavorable action or
reaction on our part.
 Screening – initial examination of an interrogee to determine the extent of his
knowledge of persons, places, things or events in which we are interested.
 Formal Interrogation - the systematic attempt to exploit to an appropriate depth
those are of he interrogee‘s knowledge which have been identified in the
screening process
 Debriefing – the interrogation of a friendly interrogee who has information at the
direction of or under the control of the friendly intelligence service.
 Interview – Similar to a debriefing although it is less formal and the interrogee is
not necessarily under the control or employment of he respective intelligence
service
 Interrogation Report – an oral or written statement of information by the
questioning f an interrogee
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INTERROGATION TECHNIQUES:
Techniques of Approach – the purpose is to gain the cooperation of the source
and induce him to answer questions which will follows.
1. The “Open Techniques” – the interrogator is open and direct in his approach and
makes no attempts to conceal the purpose of the interrogator. It is best employed
when the interrogee is cooperative. It is frequently used at the tactical level where
time is a major interrogator.
2. The “Common Interest” Technique – the interrogator must exert effort to impress
the interrogee of their common interest. The interrogator must look for he point out
the real advantages the interrogee will receive if he cooperates
3. Record File (we know all technique) – the interrogator prepare a file on the source
listing all known information (record should be padded to make it appear to be very
extensive). The information must contain the life history of he interrogee to include
his activities and known associates (Party- bio-data of the interrogee is important).
The ―we know all‖ s used in conjunction with the record file. During the approach, the
interrogator may ask the interrogee about a subject, if he refuses to cooperate, the
interrogator may provide the answer in order to impress him that the interrogator
knows him very well (all is known).
4. Exasperation – Techniques (Harassment) – effectively employed against hostile
type interrogee. The interrogator must be alert because the interrogee may fabricate
information to gain relief from irritation (monotype). Subject Interrogee is placed in a
longer period of interrogation without rest or sleep. The interrogator permits the
source to go to sleep and subsequently awaken for another series of questioning
(this is done repeatedly). After many repetitions, the interrogee will be exasperated
and will finally cooperate hoping that he can be allowed to rest or sleep. Ask a
question, listen to a reply and then ask the same question repeatedly (use a tape
recorder if possible). The purpose is to bore the interrogee thoroughly until he begins
to answer questions freely to end the harassment.
5. Opposite Personality Technique – also known as ―Mutt and Jeff‖, ―Threat and
Rescue‖, ―Bud Guy – God Guy‘, ―Sweet and Sour‖, ―Sugar and Vinegar‖, ―Devil and
Angel‖. Use of two (2) interrogators playing opposite roles.
6. Egotist Techniques (Pride and Ego) – usually successful when employed against
an interrogee who has displayed a weakness or a feeling of insecurity. You may
reverse the technique by complimenting the interrogee in hopes of getting him to
admit certain information to gain credit. Described him as the best person, superior
or comrade.
7. “Silent” Technique – employed against nervous or the confident type of interrogee.
Look out the interrogee squarely in the eye with sarcastic smile (force him to break
eye contact first). He may ask questions but the interrogator must not answer.
Patience is needed until the interrogator is ready to break silence.
8. “Question Barrage” Technique (Rapid Fire Questioning) – intended to confuse
the interrogee and put him into a defensive position. The interrogee become
frustrated and confused, he will likely reveal more than he intended, thus creating
opening for further questioning.

INTELLIGENCE IN NATIONAL SECURITY

Understanding National Security
National Interest - Each nation, regardless of creed or form, has their national
interest to protect and to advance. For national interests, people would willingly go to
war to succeed of perish. What then is national interest? National interest has been
defined in many ways. But for our purposes, we take the context of national interest to
mean the general and continuing end for which a nation acts. The term ―national
interest‖ is used to refer to the general concept of national security and well-being.
National are what the decision-making body in government determines which beliefs,
matters or dictates of conscience are important to the maintenance of the nation. To
secure or support national interest, certain objectives may be set by a nation.
And what are the Philippines national interests? Invariably, our national
interest includes self-preservation, freedom and independence, territorial integrity,
political stability, and socio-economic welfare. National Principles and Polices - From
our national interests, national principles and polices are derived. These are:
a. That our country shall be a Republican State
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b. That the defense of the state shall be the concern of all citizens.
c. That we, as a people, renounce war to further our national interests.
d. That our government shall promote social justice.
e. That as a matter of concept, civilian authority is supreme at all times over the
military. This concept is actualized when the President assumes at the same
time the position of the Commander-in-Chief of the AFP.
National Strategy - In furtherance of our national principles and polices, the leaders of
our nation are then able to formulate our strategy.
National Power - How may a nation measures ones power? The elements of national
power are numerical strengths and character of population, cultural development and
character of government, geographical location, resources, economic development and
military potential. The degree to which a nation is strong or deficient in these elements
is normally a measure of its national power.
The components of National Power are: Political Strength, Economic Strength, Cultural
Strength, and Military Strength. Political strength stems from the character of the
people and from the type and stability of the government and the soundness of its
foreign policy. Economic strength stems from a combination of factor such as
geographic location, climatic conditions, supply of natural resources, industrial capacity,
internal and external communication systems, international trade, and the size, health
and technical competence of the population. Cultural strength stems from the national
unity, the social and moral fiber of the people and the things they believe in, and from
the nature and vigor of national institutions-political, social, religious, educational,
scientific and cultural. Military strength is the ability of a nation to exert pressure by
armed force in furtherance of national policy. It consists of the strength of all the armed
forces in combination with other elements of national power, depending heavily on
natural resources, economic strength, a broad base of war industries and a vigorous
population, military strength is influenced by the number and quality of the nation‘s
military, economic, and political alliances.

INDUSTIRIAL SECURITY MANAGEMENT & ADMINISTRATION

CONCEPT OF SECURITY
Security is a state or condition of being secured; there is freedom from fear, harm,
danger, loss, destruction or damages. Basically, it was the action of man against man
that led to many unsecured and unsafe conditions. Reasons could be economic,
revenge, or just plain greed and avarice. Whatever the motives, the civilized man needs
adequate protection.
Since security in general is very hard to comprehend, it can be divided into three major
areas:
1. Physical Security - this concern with the physical measures adopted to prevent
unauthorized access to equipment, facilities, material and document and to
safeguard them against espionage, sabotage, damage, loss and theft.
2. Personnel Security- this is as important as physical security. Personnel security
starts even before the hiring of an employee and remains to be maintained for as
long as the person is employed. Its purpose is to insure that a firm hires those
best suited to assist the firm in achieving its goals and objectives and once hired
assist in providing necessary security to the work force while carrying out their
functions.
3. Document and Information Security- this involves the protection of documents
and classified papers from loss, access by unauthorized persons, damage, theft
and compromise through disclosure. Classified documents need special
handling. Lack of indoctrination and orientation among the personal handling
them can result in the leakage, loss, theft and unauthorized disclosure of the
documents.
Physical security, personnel security, and document security cannot exist
independently- they are mutually supporting. They are in many respects overlapping.
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Physical security is correlated to the other two parts, interwoven and one is essential to
the other.
PROTECTIVE SECURITY SYSTEMS
Protective Security can be defined as those measures taken by an installation or unit
to protect itself against sabotage, espionage or subversion and at the same time
provide freedom of action in order to provide the installation of the unit with the
necessary flexibility to accomplish its mission.
The aspects of protective security can be seen with the application of the following:
1. Industrial Security – a type of security applied to business groups engaged in
industries like manufacturing, assembling, research and development,
processing, warehousing and even agriculture. It may also mean the business of
providing security.
2. Hotel Security - a type of security applied to hotels where its properties are
protected from pilferage, loss, damage and the function in the hotel restaurants
are not disturbed and troubled by outsiders or the guest themselves. This type of
security employs house detectives, uniforms guard and supervisor and insures
that hotel guests and their personal effects are safeguarded.
3. Bank security - this type of security is concern with bank operations. Its main
objective is the protection of bank cash and assets, its personnel and clientele.
Security personnel are trained to safeguard bank and assets while in storage, in
transit and during transactions.
4. VIP Security - a type of security applied for the protection of top-ranking officials
of the government or private entity, visiting persons of illustrious standing and
foreign dignitaries.
5. School Security - a type of security that is concern with the protection of
students, faculty members, and school properties. Security personnel are trained
to protect the school property from theft, vandals, handling campus riots and
detecting the use of intoxicated drugs and alcohol by the students.
6. Supermarket or Mall Security - a type of security which is concern with the
protection of the stores, warehouses, storage, its immediate premises and
properties as well as the supermarket personnel and customers. Security
personnel are trained to detect ―shoplifter‖, robbery, and bomb detection and
customer relation.
7. Other types – this include all other security matters not covered in the above
enumeration.
PHYSICAL SECURITY
Definition: Physical security measures are being used to define, protect, and monitor
property rights and assets. These measures consist of barriers and devices that would
detect, impede, and prevent unauthorized access to equipment, facilities, material and
document and to safeguard them against espionage, sabotage, damage and theft.
Physical security may be also defined as the safeguarding by physical means, such as
guard, fire protection measures, of plans, policies, programs, personnel, property,
utilities, information, facilities and installation against compromise, trespass, sabotage,
pilferage, embezzlement, fraud, or other dishonest criminal act.
What is a Barrier?
A barrier can be defined as any structure or physical device capable of restricting,
deterring, delaying, illegal access to an installation.
Generally, a barrier is use for the following purposes:
1. Define the physical limits of an area.
2. Create a physical and psychological deterrent to unauthorized entry.
3. Prevent penetration therein or delay intrusion, thus, facilitating apprehension of
intruders.
4. Assist in more efficient and economical employment of guards
5. Facilitate and improve the control and vehicular traffic.
Types of Barriers
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1. Natural barriers - it includes bodies of waters, mountains, marshes, ravines,

deserts or other terrain that are difficult to traverse.
2. Structural barriers - these are features constructed by man regardless of their
original intent that tends to delay the intruder. Examples are walls, doors,
windows, locks, fences, safe, cabinets or containers etc.
3. Human barriers - persons being used in providing a guarding system or by the
nature of their employment and location, fulfill security functions. Examples are
guards, office personnel, shop workers, etc.
4. Animal barriers - animals are used in partially providing a guarding system.
Dogs are usually trained and utilized to serve as guard dogs. German shepherds
are best suited for security functions. Goose and turkeys could also be included.
5. Energy barriers - it is the employment of mechanical, electrical, electronic
energy imposes a deterrent to entry by the potential intruder or to provide
warning to guard personnel. These are protective lighting, alarm system and any
electronic devices used as barriers.
Three Line of Physical Defense
1. First line of Defense- perimeter fences/ barriers
2. Second line of defense- doors, floors, windows, walls, roofs and grills and other
entries to the buildings
3. Third line of defense- storage system like steel cabinets, safes, vaults and
interior files.
Principles of Physical Security
1. The type of access necessary will depend upon a number of variable factors and
therefore may be achieved in a number of ways.
2. There is no impenetrable barrier
3. Defense-in depth is barriers after barriers
4. Delay is provided against surreptitious and non-surreptitious entry.
5. Each installation is different.

What is a Restricted Area?

A restricted area is any area in which personnel or vehicles are controlled for reasons of
security. Restricted area is established to provide security for installation or facilities and
to promote efficiency of security operations and economy in the use of security
personnel.
Types of Restricted Areas
Two types of restricted areas may be established to permit different degrees of security
within the same installation or facility, and to provide efficient bases for the application
of different degrees of access, circulation and protection. These restricted areas are
termed Exclusion areas and Limited areas. Exclusion Area- an exclusion area is a
restricted area which contains a security interest to TOP SECRET importance, and
which requires the highest degree of protection. Limited Area Control- a limited area is
a restricted area in which a lesser degree of control is required than in an exclusion
area but which the security interest would be compromised by uncontrolled movement.
Limited Area Control includes the following:
a. Interior Area Control - Interior area control is generally affected in two
ways. The first method is the system which is initiated and terminated at
the outer limits of the area to determine the movements of a visitor within
the area. A second somewhat less means of accomplishing the same
thing is time travel. This system provides for checking the actual time used
by the visitor against known time requirements for what the visitor is to
accomplish.
b. Visitor Identification and Movements Control - Processing and control
of movements of visitor shall be included in the PASS SYSTEM. The
control of movements of visitor will depend on the installation. A visitor
register shall be maintained to include the name of the visitor, date of visit,
purpose of visit, which may be filed for the future reference.
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c. Key Control- A system of controlling keys shall be advised and

regulations covering the disposal, storage or withdrawals, shall be issued
and imposed.
d. Fire Prevention- fire is so potentially destructive without human
assistance, with assistance it can be caused to devastate those things you
are attempting to secure and, professionally accomplished, often in a way
that does not leave recognizable evidence of sabotage.
What is Perimeter Security?
It is the protection of the installation‘s inner and the immediate vicinity. The main
purpose of perimeter barrier is to deny or impede access or exit of unauthorized person.
Basically, it is the first line of defense of an installation. This is maybe in the form of
fences, building walls or even bodies of water.
The function and location of the facility itself usually determine the perimeter of the
installation. If the facility is located in a city whereby the facility is located in a city
whereby the building or enterprise occupies all the area where it is located, the
perimeter may be the walls of the building itself. Most of the Industrial companies,
however, are required to have a wide space for warehousing, manufacturing etc.
Types of Perimeter Barrier
Perimeter barriers includes fences, walls, bodies of water
Types of Fences
Solid fence -constructed in such away that visual access through the fence is denied.
Its advantage is that it denies the opportunity for the intruder to become familiar with the
personnel, activities and the time scheduled of the movements of the guards in the
installation. On the other hand, it prevents the guards from observing the area around
the installation and it creates shadow that may be used by the intruder for cover and
concealment.
Full-view fence - it is constructed in such away that visual access is permitted through
the fence. Its advantages are that it allows the roving patrols and stationary guard to
keep the surrounding are of the installation under observation. On the other hand, it
allows the intruder to become familiar with the movements and time schedule of the
guard patrols thereby allowing him to pick the time that is advantageous on his part.
Types of Full-View Fence
1. Chain link fence
 It must be constructed of 7 feet material excluding top guard.
 It must be of 9 gauges or heavier.
 The mesh openings are not to be larger than 2 inches per side.
 It should be twisted and barbed selvage at top and bottom
 It must be securely fastened to rigid metal or reinforced concrete.
 It must reach within 2 inches of hard ground or paving.
 On soft ground, it must reach below surface deep enough to compensate for
shifting soil or sand.
2. Barbed wire fence
 Standard barbed wire is twisted, double-strand, 12-gauge wire with 4 point
barbs spaces in an equal distance apart.
 Barbed wire fencing should not be less than 7 feet high excluding top guard.
 Barbed wire fencing must be firmly affixed to posts not more than 6 feet apart.
As a standard, the distance between strands must not exceed 6 inches at least
one wire will be interlaced vertically and midway between posts.
3. Concertina wire fence
 Standard concertina barbed wire is commercially manufactured wire coil of high
strength steel barbed wire clipped together at intervals to form a cylinder.
 Opened concertina wire is 50 feet long and 3 feet in diameter.
Perimeter Barrier Opening
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 Gates and Doors - when not in use and controlled by guards, gates and doors in
the perimeter should be locked and frequently inspected by guards. Locks should
be changed from time to time and should be covered under protective locks and
key control.
 Side-walk-elevators - these provide access to areas within the perimeter barrier
and should be locked and guarded.
 Utilities Opening - sewers, air intakes, exhaust tunnels and other utility openings
which penetrate the barrier and which have cross sectional areas of 96 square
inches or more should be protected by bars, grills, water filled traps or other
structural means providing equivalent protection to that portion of the perimeter
barriers.
 Clear Zones - an obstructed area or a ―clear zone‖ should be maintained on both
sides of the perimeter barrier. A clear zone of 20 feet or more is desirable between
the barriers and exterior structures and natural covers that may provide
concealment for assistance to a person seeking unauthorized entry.
Additional Protective Measures
 Top Guard - additional overhang of barbed wire placed on vertical perimeter
fences upward and outward with a 45 degree angle with 3 to 4 strands of barbed
wires spaced 6 inches apart. This increases the protective height and prevents
easy access.
 Guard Control stations - this is normally provided at main perimeter entrances
to secure areas located out-of-doors, and manned by guards on full-time basis.
Sentry station should be near a perimeter for surveillance at the entrance.
 Tower Guard - this is a house-like structure above the perimeter barriers. The
higher the tower, the more visibility it provides. It gives a psychological
unswerving effect to violators. By and large guard towers, whether permanent or
temporary, must have a corresponding support force in the event of need.
Towers as well as guard control stations should have telephones, intercoms, and
if possible two-way radios connected to security headquarters or office to call for
reserves in the event of need.
 Barrier Maintenance - fencing barriers and protective walls should always be
regularly inspected by security. Any sign or attempts to break in should be
reported for investigation. Destruction of fence or sections thereof should be
repaired immediately and guard vigilance should be increased.
 Protection in Depth - in large open areas or ground where fencing or walling is
impractical and expensive, warning signs should be conspicuously placed. The
depth itself is protection reduction of access roads, and sufficient notices to warn
intruders should be done. Use of animals, as guards and intrusion device, can
also be good as barriers.
 Signs and notices - ―Control signs‖ should be erected where necessary in the
management of unauthorized ingress to preclude accidental entry. Signs should
be plainly visible and legible from any approach and in an understood language
or dialect.
What is Protective Lighting?
The idea that lighting can provide improve protection for people and facilities is as old
as civilization. Protective lighting is the single most cost-effective deterrent to crime
because it creates a psychological deterrent to the intruders.
Types of Protective Lighting
1. Continuous lighting - the most familiar type of outdoor security lighting, this is
designed to provide two specific results: glare projection or controlled lighting. It
consists of a series of fixed luminaries at range to flood a given area continuously
during the hours of darkness.
a. Glare projection type- it is being used in prisons and correctional
institutions to illuminate walls and outside barriers.
b. Controlled lighting- it is generally employed where, due to surrounding
property owners, nearby highways or other limitations, it is necessary for
the light to be more precisely focused.
2. Standby lighting - it is designed for reserve or standby use or to supplement
continuous systems. A standby system can be most useful to selectively light a
particular area in an occasional basis.
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3. Movable or Portable lighting - this system is manually operated and is usually

made up of movable search or floodlights that can be located in selected or
special locations which will require lighting only for short period of time.
4. Emergency lighting - this system is used in times of power failure or other
emergencies when other systems are inoperative.
General Types of Lighting Sources
Listed below are the general lighting sources that are mostly used in providing indoor or
outdoor lighting.
1. Incandescent lamp - it is the least expensive in terms of energy consumed and
has the advantage of providing instant illumination when the switch is on.
2. Mercury vapor lamp - it is considered more efficient that the incandescent and
used widespread in exterior lighting. This emits a purplish-white color, caused by
an electric current passing through a tube of conducting and luminous gas.
3. Metal halide - it has similar physical appearance to mercury vapor but provides a
light source of higher luminous efficiency and better color rendition.
4. Fluorescent - this provides good color rendition, high lamp efficiency as well as
long life. However, it cannot project light over long distance and thus are not
desirable as flood type lights.
5. High-pressure sodium vapor - this has gained acceptance for exterior lighting
of parking areas, roadways, buildings and commercial interior installations.
Constructed on the same principle as mercury vapor lamps, they emit a golden
white to light pink color and this provide high lumen efficiency and relatively good
color rendition.

Types of Lighting Equipment

Three types of lighting equipment are generally used or associated with security
lighting. These are:
1. Floodlights - These can be used to accommodate most outdoor security lighting
needs, including the illumination of boundaries, fences and buildings and for the
emphasis of vital areas or particular buildings.
2. Street lights - This lighting equipment received the most widespread notoriety
for its value in reducing crime.
3. Search lights - These are highly focused incandescent lamp and are designed
to pinpoint potential trouble spots.
4. Fresnel lights - These are wide beam units, primary used to extend the
illumination in long, horizontal strips to protect the approaches to the perimeter
barrier. Fresnel projects a narrow, horizontal beam that is approximately 180
degrees in the horizontal and from 15 to 30 degrees in the vertical plane.
What are Protective Alarms?
Protective alarm is one of the important barriers in security. It assists the security in
detecting, impeding or deterring potential security threat in the installation. Basically, its
function is to alert the security personnel for any attempt of intrusion into a protected
area, building or compound. Once an intruder tampers the circuitry, the beam or
radiated waves of the alarm system, it will activate an alarm signal.
On the other hand, the use of communication equipment in the installation helps
security in upgrading its operational efficiency and effectiveness.
Three Basic Parts of Alarm System
1. Sensor or trigger device - it emits the aural or visual signals or both.
2. Transmission line - a circuit which transmit the message to the signaling
apparatus.
3. Enunciator/annunciator - it is the signaling system that activates the alarm.
Types of Protective Alarm System
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1. Central Station System - a type of alarm where the control station is located
outside the plant or installation. When the alarm is sounded or actuated by
subscriber, the central station notifies the police and other public safety agencies.
2. Proprietary system - centralized monitor of the proprietary alarm system is
located in the industrial firm itself with a duty operator. In case of alarm, the duty
operator calls whatever is the primary need; firefighters, police, an ambulance or
a bomb disposal unit.
3. Local Alarm – This system consist of ringing up a visual or audible alarm near
the object to be protected. When an intruder tries to pry a window, the alarm
thereat goes off.
4. Auxiliary alarm - company-owned alarm systems with a unit in the nearest
police station so that in case of need, direct call is possible. The company
maintains the equipment and lines both for the company and those in the police,
fire and other emergency agencies by special arrangement. Radio, landlines, or
cell phones can avail of the auxiliary system.
Kinds of Alarms
1. Audio Detection Device - it will detect any sound caused by attempted force
entry. A supersonic microphone speaker sensor is installed in walls, ceilings and
floors of the protected area.
2. Vibration Detection Device - it will detect any vibration caused by attempted
force entry. A vibration sensitive sensor is attached to walls, ceilings or floors of
the protected area.
3. Metallic foil or wire - it will detect any action that moves the foil or wire. An
electrically charge strips of tinfoil or wire is used in the doors, windows or glass
surfaces of the protected area.
4. Laser Beam Alarm - a laser emitter floods a wall or fencing with a beam so that
when this beam is disturbed by a physical object, an alarm is activated.
5. Photoelectric or Electric Eye Device - an invisible/visible beam is emitted and
when this is disturbed or when an intruder breaks contact with the beam, it will
activate the alarm.
What is Protective Lock and Key Control?
Lock is one of the most widely used physical security devices in the asset protection
program of an installation. It complements other physical safeguards of the installation
against any possible surreptitious entry. However, the owner of the installation or his
security officer needs to understand the weaknesses and strength of each type of lock
including the door, window or walls to be used to achieve maximum benefit from its
application. This is because highly skilled burglars more often concentrate on the lock
and its surrounding mechanism in order to make a forcible entry. It is for this obvious
reasons that locks are considered as delaying devices which can not really stop a
determine intruder from destroying the lock just to launch an attack. Hence, knowledge
of the basic principles of locking systems will enable the installation owner or the
security officer to evaluate any lock and determine its quality and effectiveness in a
particular application.
What is a Lock?
A lock is defined as a mechanical, electrical, hydraulic or electronic device designed to
prevent entry into a building, room, container or hiding place.
Types of Locks
1. Key-operated mechanical lock - it uses some sort of arrangement of internal
physical barriers (wards tumblers) which prevent the lock from operating unless
they are properly aligned. The key is the device used to align these internal
barriers so that the lock may be operated.
Three (3) Types of Key-operated Lock
a. Disc or wafer tumbler mechanism
b. Pin tumbler mechanism
c. Lever tumbler mechanism
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2. Padlock - a portable and detachable lock having a sliding hasp which passes
through a staple ring and is then made fasten or secured.
3. Combination lock - instead of using the key to align the tumblers, the
combination mechanism uses numbers, letters or other symbols as reference
point which enables an operator to align them manually.
4. Code-operated lock - a type of lock that can be opened by pressing a series of
numbered button in the proper sequence.
5. Electrical lock - a type of lock that can be opened and closed remotely by
electrical means.
6. Card-operated lock - a type of lock operated by a coded card.
Types of keys
1. Change key - a specific key, which operates the lock and has a particular
combination of cuts which match the arrangement of the tumblers in the lock.
2. Sub-master key - a key that will open all the lock within a particular area or
grouping in a given facility.
3. Master key - a special key capable of opening a series of lock.
4. Grand Master key - a key that will open everything in a system involving two or
more master key groups.

Key Control
Once an effective key control has been installed, positive control of all keys must be
gained and maintained. This can be accomplished only if it is established in conjunction
with the installation of new locking devices. The following methods can be used to
maintain effective key control;
1. Key cabinet- a well-constructed cabinet will have to be procured. The cabinet
will have to be of sufficient size to hold the original key to every lock in the
system. It should be secured at all times.
2. Key record- some administrative means must be set up to record code numbers
and indicates to whom keys to specific locks have been issued.
3. Inventories- periodic inventories will have to be made of all duplicate and
original keys in the hands of the employees whom they have been issued.
4. Audits- in addition to periodic inventory, an unannounced audit should be made
of all key control records and procedures by a member of management.
5. Daily report- a daily report should be made to the person responsible for key
control from the personnel department indicating all persons who have left or will
be leaving the company. In the event that a key has been issued, steps should
be initiated to insure that the key is recovered.
What is a Security Cabinet?
The final line of defense at any facility is in the high security storage where papers,
records, plans or cashable instrument, precious metals or other especially valuable
assets are protected. These security containers will be of a size and quantity, which the
nature of the business dictates.
In protecting [property, it is essential to recognize that protective containers are
designed to secure against burglary or fire. Each type of equipment has a specialized
function and it will depend on the owner of the facility which type ha is going to use.
Three (3) Types of Security Cabinet
1. Safe - a metallic container used for the safekeeping of documents or small items
in an office or installation. Safe can be classified as either robbery or burglary
resistance depending upon the use and need.
a. Its weight must be at least 750 lbs. And should be anchored to a building
structure.
b. Its body should at least one inch thick steel.
2. Vault - heavily constructed fire and burglar resistance container usually a part of
the building structure used to keep and protect cash, documents and negotiable
instruments. Vaults are bigger than safe but smaller than a file room.
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a. The vault door should be made of steel at least 6 inches in thickness.

b. The vault walls, ceiling, floor reinforce concrete at least 12 inches in
thickness.
c. The vault must be resistive up to 6 hours.
3. File room - a cubicle in a building constructed a little lighter than a vault but of
bigger size to accommodate limited people to work on the records inside.
a. The file room should at most be 12 feet high.
b. It must have a watertight door and at least fire proof for one hour.
Control of Personnel in the Physical Facility
In every installation, the use of protective barriers, security lighting, communication and
electronic hardware provides physical safeguards but these are insufficient to maximize
the effort of the guard force. A control point must be established for positive personnel
identification and check system. This is to insure that only those persons who have the
right and authority will be given the necessary access to the area.
The most practical and generally accepted system of personnel identification is the use
of identification cards badges or passes. Generally speaking, this system designates
when and where and how identification cards should be displayed, and to whom. This
helps security personnel eliminate the risk of allowing the access of unauthorized
personnel within the establishments.
Types of Personnel Identification
1. Personal recognition
2. Artificial recognition- identification cards, passes, passwords, etc.
Use of Pass System
1. Single pass system - the badge or pass coded for authorization to enter specific
areas is issued to an employee who keeps it in his possession until his
authorization is terminates.
2. Pass exchange system - an exchange takes place at the entrance of each
controlled area. Upon leaving the personnel surrenders his badge or passes and
retrieve back his basic identification.
3. Multiple pass system - this provides an extra measure of security by requiring
that an exchange take place at the entrance of each restricted area.
Visitors Movement Control
Security should establish proper methods of establishing the authority for admission of
visitors as well as the limitation thereat. This security measure would depend on the
sensibility of the installation, but could include the following:
1. Visitor’s logbook – All visitors to any facility should be required to identify them
selves and should be given a visitor‘s ID by the security. Visitor‘s logbook should
be filled up with the named of visitors, nature and duration of visit.
2. Photograph - taking of photographs should also be considered. Extreme caution
must be exercised in areas where classified information is displayed to preclude
unauthorized taking of pictures of the installation. If a visitor has camera and it is
prohibited to take picture, said camera should be left in the care of security with
corresponding receipt.
3. Escort - If possible visitors should be escorted by the security to monitor their
activity within the establishment and guide them where to go.
4. Visitor entrances - separate access for visitors and employees of the
establishment should be provided.
5. Time- traveled - If there is a long delay or time lapse between the departure and
arrival, the visitors maybe required to show cause for the delay.
Package Movement Control
Every facility must establish a system for the control of package entering or leaving the
premises. However, desirable it might seem it is simply unrealistic to suppose that a
blanket rule forbidding packages either in or out would be workable. Such a rule would
be damaging to the employee morale and, in many cases, would actually work against
the efficient operation in the facility. Therefore, since the transporting of packages
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through the portals is a fact of life, they must be dealt with in order to prevent theft and
misappropriation of company properties. Thus;
a. No packages shall be authorized to be brought inside the industrial
installation, offices and work area without proper authority. This basic
precept help reduce if not eliminate pilferage, industrial espionage or
sabotage.
b. Outgoing packages carried by personnel should be closely inspected and
those in vehicles should also be checked as many pilfered items are
hidden in the surface of the vehicles leaving the compound.
c. Any personnel/visitor entering the installation with a package should
deposit the same to the security and in return receives a numbered tag,
which he/she will use in claiming his/her package upon departing.

Control of Vehicle in the Installation

Vehicular traffic within the boundaries of any facility must be carefully controlled for
safety as well as to control the transporting of pilfered goods from the premises. Thus
1. Privately owned vehicle of personnel/visitor should be registered and are subject
to the identification and admittance procedure.
2. Vehicles should be subjected for search at the entrance and exit of the
installation.
3. All visitors with vehicle should provide the security as to the complete details of
their duration of stay, person to be visited, and other information.
4. All vehicles of visitors should be given a sign/sticker to be placed on the
windshield.
5. Traffic warning signs should be installed in all entrances in order to guide the
visitors in their destination as well to provide them with the necessary safety
precautions while they are inside the installation.
6. Security personnel must constantly supervise parking areas and make frequent
spots searches of vehicles found there.
Building Access Control
At any physical barrier, a security system must posses the ability to distinguish among
authorized persons, unauthorized visitors, and other unauthorized persons. This is to
assist the security personnel protects sensitive are and information within the
installation. Appropriate warning signs should be posted at the building perimeter.
Special restricted entry facilities to public access should be provided. This will be
dependent on the degree of security needed for the protection of property, activity and
other processes within the building. A clear-cut policy on the access control should be
disseminated to all personnel of the installation.
PERSONNEL SECURITY
Personnel Security includes all the security measures designed to prevent unsuitable
individuals or persons of doubtful loyalty to the government, from gaining access to
classified matter or to any security facility, and to prevent appointment, or retention as
employees of such individuals,
The Security “Chain”: Personnel Security is the “weakest link” in the security ―chain‖.
This weakness can best be minimized or eliminated by making init personnel security
conscious through good training program. Security depends upon the action of the
individuals. The superior must instruct his subordinates so that they will know exactly
what security measures to take in every instance, a safe will not lock itself. An individual
must be properly instructed and must do the locking.
Control of Personnel
Access to “restricted Areas” can be partially controlled by fences, gates and other
physical means, but the individual working in the area is the key to the bringing out of
classified matter to unauthorized personnel. Written information does not have the
power of speech. Only the individual has knowledge of this written information can pass
it to an unauthorized personnel if he unguardedly talks about information.
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What is Personnel Security Investigation?

It is an inquiry into the character, reputation, discretion and loyalty of individual in order
to determine a person‘s suitability to be given security clearance.

Types of Personnel Security Investigation (PSI)

National Agency Check (NAC). – This is an investigation of an individual made upon
the basis of written information supplied by him in response to official inquiry, and by
reference to appropriate national agencies. It is simply a check of the files and record of
national agencies. The national agencies checked under this type of investigation are
the following:
 National Intelligence Coordinating Agency (NICA)
 National Bureau of Investigation (NBI)
 ISAAFP or J2 Division, GHQ AFP
 CIDG PNP Camp Crame., etc.
Local Agency Check (LAC) – This type of investigation consist of the first type plus
written inquiries sent to appropriate local government agencies, former employees,
references and schools listed by the person under investigation. The local agencies
normally check besides the past employment, schools and references are the following:
 Place of the locality where the individual is a resident.
 Mayor, Police, Fiscal, Judge of the locality where the individual is a
resident.
Background Investigation (BI) This is more comprehensive investigation than the
NAC or the NAC and LAC. A through and complete investigation of all or some of the
circumstances or aspects of a person‘s life is conducted.
This type of personnel Security Investigation may either be a complete (CBI) or a partial
Background Investigation (PBI).
1. Complete Background Investigation – Consist of the investigation of the
background of a person, particularly all the circumstances of his personal life.
2. Partial Background Investigation – Consist of the investigation of the
background of an individual but limited only to some of the circumstances of his
personal life which are deemed pertinent to the investigation. Normally, the
request for the investigation will indicate the specific personal circumstances to
be covered. This type of BI is also used to further develop questionable
information contained in another investigation report.
Factors considered in Background Investigation.
1. Loyalty – faithful allegiance to the country, government and its duly constituted
authority.
2. Integrity- uprightness in character, soundness of moral principles, freedom from
moral delinquencies, ore more simply stated-honesty.
3. Discretion- the ability of tendency to act or decide with prudence; the habit of
wise judgment or simply stated- good judgment
4. Moral- distinctive identifying qualities which serve as an index to the essential or
intrinsic nature of a person; his outward manifestation, personal traits or moral
habits.
5. Character- the sum of the traits that serves as an index of the essential intrinsic
nature of a person. It is the aggregate of distinctive mental and moral qualities
that have been impressed by nature, education and habit upon the individual.
6. Reputation- opinion or estimation in which one is generally held. It is what one
reported to be, whereas character is what a person is.

Motives that cause people to be disloyal

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1. Revenge- a real or fancied wrong can create a hatred which will stop at nothing
to obtain revenge of the offender. Hatred wraps the sense of moral values until
the hater will go to any lengths, even betrayal of his country, to avenge himself
on the person or class of people hated.
2. Material Gain- some people are so avid for material gain that they will stop at
nothing to achieve this end.
3. Personal Prestige- this motivation applies to those whose main desire is for
power-power over others-to prove to the world what leaders they are. However,
their desire for power makes them especially vulnerable to subversion.
4. Friendship –through close attachment to another person, many people,
otherwise of high integrity, will do things inimical to their country‘s interest.
5. Ideological Beliefs- If a person holds inimical to their country, they are of course
vulnerable to approach by subversive groups of agents.
THE GUARD FORCE AND GUARD SYSTEM
The security guard force is the key element in the overall security system of a plant or
installation. Its basic mission is to protect all the property within the limits of the facility
boundaries and protect employees and other persons on the installation.
Security Guard Defined
Sometimes called private security guard or watchman shall include any person who
offers or renders personal service to watch or secure either a residence or business
establishment or both for hire or compensation, and with a license to exercise
profession.
Security Guard Force
It is a group of force selected men, trained or grouped into functional unit for the
purpose of protecting operational processes from those disruption which would impeded
efficiency or halt operation at a particular plant, facility, installation or special activity
Types of Security Guard Forces
1. Private Security Agency - any person, association, partnership, firm or private
corporation, who contracts, recruits, trains, furnishes or post any security guard,
to do its functions or solicit individual s, business firms, or private, public or
government-owned or controlled corporations to engage his/its service or those
of his/its security guards, for hire commission or compensation.
2. Company Security Force - A security force maintained and operated any
private company/ corporation for its own security requirements only.
3. Government Security Unit - a security unit maintained and operated by any
government entity other than military and/a police, which is established and
maintained for the purpose of securing the office or compound and/or extension
such government entity.
Typical Structure of a Security Organization
The security force of any installation must be organized in accordance with the
principles of responsibility and authority. Each personnel must be assigned to a position
that corresponds to his experience, skills, training and knowledge. This is to carry out
different functions efficiently and effectively and thus insures smooth flow of the
organization.
The security positions may be classified into the following:
1. Office of the General Manager/Security Director
a. The office of the General Manager/Security Director is vested the authority
and responsibility of running the security force by authority of the President of
the Company/Corporation.
b. The General Manager/Security Director is directly responsible to the
President of the Company/Corporation in the operations and administration of
the security force/
c. He is the principal adviser to the president on matters involving security
operations, administration of the security force.
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d. He is the overall head of both various staff departments and field units where
he may delegate corresponding authority commensurate to their assigned
responsibility.
e. He implements policies promulgated by the policy making body and executed
by the President.
f. He directs controls and supervises all offices and field units of the force in
their respective assigned tasks.
g. He performs other functions as directed by the President of the
Company/Corporation.
2. Office of the Executive secretary of the General Manager
a. He is the principal administrative assistant to the General Manager/Security
Director.
b. He prepares communications initiated by the General Manager/Security
Director.
c. He maintains records of scheduled conferences, appointments and other
engagements and advises the GM/SD of such activities.
d. He records and checks outgoing communications signed by the GM/SD as to
its completeness (attachments to be considered) as well as to ensure the
timely dispatch to the addressee through the administrative section.
e. To perform other duties as directed by the General Manager/Security
Director.
3. Office of the Assistant General Manager/Security Executive Director
a. The Security Executive Director is the Assistant Manger of the Security Force
and takes the Operational and Administrative Management of the security
force in the absence of the GM/SD
b. He is directly responsible to the GM/SD
c. He performs other duties as directed by GM/SD
4. Office of the Human Resources and Administrative Manager/Staff Director
for Personnel and Administration
a. The principal staff assistant to the General Manager/Security Director for
planning and supervising matters or activities pertaining to personnel
management and miscellaneous administrative functions such as:
b. Personnel Strengths
c. Replacement
d. Discipline, Law and Order
e. Morale and Personnel Services
f. Personnel Procedures
g. Interior Management
h. Personnel Adviser
5. Office of the Operations Manager/Staff Director for Operations
a. This office is the principal staff on Operations, training, intelligence and
investigation.

6. Office of the Finance

a. This office is principally concerned with budgeting, finance, reports control
and program review and analysis. Exercises supervision over the
management engineering activities of the company and the accounting office.
Renders advice, assistance and guidance to GM/SD on financial
management. Specific duties and functions of the Finance Office are:
b. Accounting
c. Credit and collection
d. Bookkeeping
e. Billing
f. Payroll and disbursing

7. Office of the Logistic Manager

a. This office is in charge with the following:
b. Coordinates plan and supervise the implementation of directive and
guidance determines divisional responsibility and evaluates in logistical
planning and related planning programs.
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c. Develops, administers, and coordinates research and development on

logistical matters.
d. Collects and computes statistical data on logistical matters.
e. Recommends logistics budget policy including budget planning.
f. Prepares estimates and/or requirements to ensure that logistical plans
support for corporate plans.
g. Performs necessary program and fiscal administration.
h. Supervise all matters pertaining to supply.
i. Determine the organization, allocation of service personnel
j. Plans for maintenance and repair of supplies and equipment.
8. Office of the Inspectorate and Special Projects (Special Staff)
a. This office assists the General Manger in inquiring into, and reports upon
matters pertaining to the performance of the different staff, units, towards the
attainment of corporate objectives. It also inquires on the state of discipline,
efficiency and economy of the company.
b. The Inspectorate Staff conducts inspections, investigations and submits
reports to the General Manager. In the performance of its duties and
functions, the General Manger is provided relevant information pertaining to
meritorious conduct and performance of a unit or individual.
c. This office is also tasked to conduct overt and covert inspections and
investigations and other related services.
9. Office of the Communications Officer
a. The Communications Officer who is a licensed radio operator is the principal
adviser of the General Manager on communication on matters pertaining to
radio communication.
10. The Detachment Commander/Officer-in-Charge
a. A Detachment Commander shall command and responsible for a certain
detachment, with fifteen (15) or more security personnel under him. He is
directly responsible to the Security Manager of the installation.
b. He prepares and executes the security plan of his Detachment in relation to
the security requirements of the establishment being guarded.
c. He is responsible for the enforcement and implementation of Rules and
Regulations/Policies.
d. He receives instructions from the Security Manager and implements the same
as required
e. He has full operational and administrative control of all his units to include his
assistant and shift-in-charge/supervisor.
f. He conducts inspection of his units and institutes corrective measures on the
spot on those problems he may detect or brought to his attention. If not
possible, he brings the problem to the Security Manager of the establishment.
11. Assistant Detachment Commander
a. Detachment with more than twenty (20) security personnel assigned may be
provided with an Assistant Detachment Commander who will be the principal
assistant of the Detachment Commander.
b. In the absence of the Detachment Commander, he performs the duties of the
Detachment Commander.
12. Shift-in-Charge
a. The Shift-in-Charge shall be responsible to the Detachment Commander as
far as his shift is concerned.
b. He forms his men at least 30 minute before posting time seeing that all are in
proper uniform and presentable.
c. He disseminates instructions coming form his Detachment Commander/OIC
or those relayed to him by his counter-part, the outgoing SIC.
d. He inspects the posts as often as he can to ensure that his men are on the
alert and performing their duties effectively.
e. He performs other duties as may be directed by the Detachment Commander
or by the ADC.
13. Security Guard on Duty/Post
a. The Security Guard (SG) on Duty/Post must always carry his license to
practice his profession, Xerox copy of the firearm‘s license assigned to him,
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and his duty detail order, authorizing him to carry his issued firearm within his
area of jurisdiction.
b. If the Security Guard is manning a fixed post especially entrance or exit
points, he must maintain a guard‘s logbook and enters in the same logbook all
events/passages of VIP‘s vehicles and inspections or visits of Security
Manager/Director of the Client/Firm.
c. Guards must observe and apply religiously the provisions of the Code of
Ethics, Code of Conduct, and the General Orders of the Security Guard when
on post.
d. He may perform special task as may be directed by his shift supervisor, DC
and or ADC like control of visitors, inspections of bags of persons coming in
and going out of the establishment, vehicle cargoes, or prevents the intrusion
of unauthorized person in a particular area, etc.
Security Guard‟s Professional Conduct and Ethics
Security Guard‟s Creed:
As a Security Guard, my fundamental duty is to protect lives and properties and
maintained order within the vicinity or place of duty, protect the interest of my employer
and our clients and the security and stability of our government and country without
compromise and prejudice, honest in my action, words and thought, and do my best to
uphold the principle: MAKADIOS, MAKABAYAN AT MAKATAO.
Ethical Standard: As security guard/detective, his fundamental duty is to serve the
interest or mission of his agency in compliance with the contract entered into with the
clients or customers of the agency he is to serve thus,
1. He shall be honest in thoughts and deeds both in his official actuation, obeying
the laws of the land and the regulations prescribed by his agency and those
establish by the company he is suppose to serve.
2. He shall not reveal any confidential matter committed to him as a security guard
and such other matters imposed upon him by law.
3. He shall act all times with decorum and shall not permit personal feelings,
prejudices and undue friendship to influence his actuation in the performance of
his official functions.
4. He shall not compromise with criminal and other lawless elements to the
prejudice of the customers or clients and shall assist government relentless drive
against lawlessness and other forms of criminality.
5. He shall carry out his assigned duties as required by law to the best of his ability
and shall safeguard life and property of the establishment he is assigned to.
6. He shall wear his uniform, badge, patches and insignia properly as a symbol of
public trust and confidence as an honest and trustworthy security guard,
watchman and private detective.
7. He shall keep his allegiance first to the government he is assigned to serve with
loyalty and utmost dedication.
8. He shall diligently and progressively familiarize himself with the rules and
regulations lay down by his agency and those of the customers or clients.
9. He shall at all times be courteous, respectful and salute his superior officers,
government officials and officials of the establishment where he is assigned and
the company he is supposed to serve.
10. He shall report for duty always in proper uniform and neat in his appearance
11. He shall learn at heart and strictly observe the laws and regulations governing
the use of firearm.
Code of Conduct: The watchman should abide by the following code of conduct:
1. He shall carry with him at all times during his tour of duty his license identification
card and duty detail order with an authority to carry firearms.
2. He shall not use his license and privileges to the prejudice of the public, the client
or customer and his agency.
3. He shall not engage in any unnecessary conversation with anybody except in the
discharge of his work and shall at all times keep himself alert during his tour of
duty.
4. He shall not read newspapers, magazines, books, etc., while actually performing
his duties.
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5. He shall not drink any intoxicating liquor immediately before and during his tour
of duty.
6. He shall know the location of the alarm box near his post and sound the alarm in
case of fire or disorder.
7. He shall know how to operate any fire extinguishers at his post.
8. He shall know the location of the telephone and/or telephone number of the
police precincts as well as the telephone number of the fire stations in the
locality.
9. He shall immediately notify the police in case of any sign of disorder, strike, riot
or any serious violations of the law.
10. He or his group or guards shall not participate or integrate any disorder, strike,
riot or any serious violations of the law.
11. He shall assist the police in the preservation and maintenance of peace and
order and in the protection of life, property/having in mind that the nature of his
responsibilities is similar to that of the latter.
12. He shall familiarize himself with the Private Security Agency Law (RA5487) as
amended, and the PNP SAGSD implementing rules and regulations.
13. When issued a pass he should not lend his pass to anybody.
14. He shall always in proper uniform and shall always carry with him his basic
requirements, and equipment such as writing notebook, ball pen, nightstick
(baton) and/or radio. He shall endeavor at all times to merit and be worthy of the
trust and confidence of the agency he represents and the client he serves.
The 11 General Orders (GO‟s)
1. To take charge of this post and all companies property in view and
protect/preserve the same with utmost diligence.
2. To walk during tour of duty in military manner, keeping always in the alert and
observing everything that takes place within sight or hearing.
3. To report all violations of orders I am instructed to enforce.
4. To repeat all calls from post more distant from the guardhouse where I am
station.
5. To quit my post only when properly relieved.
6. T o receive, obey and pass out to the relieving guard all order from company
officers or officials, supervisors post in charge or shift leaders.
7. To talk to no one except in the line of duty
8. To sound or call the alarm in case of fire or disorder
9. To call the superior officer in any case not covered by instructions.
10. To salute all company officials, superiors in the agency, ranking public officials
and commission officer of the AFP and officers of the PNP.
11. To be especially watchful at night and during the time of challenging to challenge
all persons on or near my post and to allow no one to pass or loiter without
proper authority.
Selection of Guards
Republic Act Number 5487 and its implementing rules and regulations prescribed the
minimum requirements for guards to be able to secure a license to exercise profession
as a security guard, private detective, security officer and security consultant.
General Requisites in the Security Profession
1. Filipino Citizen
2. Physically and mentally fit
3. Good moral character
4. Must not posses any disqualification

General Disqualification
1. Dishonorably discharge from the service in the PNP/AFP or any private
government entities.
2. Physically or mentally unfit
3. Conviction of a crime
4. Addicted to drugs or alcohol dummy of a foreigner
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5. Elective or appointive government official

Basic Qualifications of an Agency Operator/Manager
In addition to the general qualifications, an operator should be:
a. At least 25 years of age
b. Commissioned officer, inactive or retired from AFP or PNP or a graduate
of Industrial Security Management with adequate training and experience
in the security business.
Basic Qualification of a Security Consultant
In addition to the general qualifications, a consultant should be:
a. Holder of Master Degree in Criminology, MPA, MNSA, Industrial
Management or LL.B.
b. Must have at least ten (10) years experience in the operation and
management of security business.
Basic Qualifications of a Security Officer:
In addition to the general qualifications, a security officer, should be:
a. At least graduated from Security Officers Training Course
b. A retired personnel in the PNP/AFP
c. Must not posses any of the disqualification.
Basic Qualifications of a Private Detective
In addition to the general qualification, a detective should posses any of the following:
a. BS Criminology Graduate
b. LL.B. holder
c. Graduate of a Criminal Investigation Course
d. Advance ROTC graduate
Basic Qualification of a Security Guard
In addition to the general qualifications , a security guard should-
a. Be at least high school graduate
b. Be at least 18 years of age but not more than 50 years old
c. Undergone pre-licensing training course
d. Passed a neuropsychiatry examination.
e. Be locally cleared with PNP or NBI
Desirable Qualities of Security Guards
1. Alertness- A good guard must be alert in spotting violators. This can be attained
by being watchful, dedicated and diligence.
2. Judgment- sound and good judgment is more than the use of common sense. It
is the arriving at wise and timely decision.
3. Confidence- it is the state of being sure; a state of the mind free from doubt or
misgivings. This attribute includes faith in oneself and in his abilities, which is
attained by job knowledge. Thorough and proper training plus good supervision
instills confidence.
4. Physical fitness- security work is strenuous and demanding. Physical
conditioning is essential if he is to be a dependable guard.
5. Tactfulness- ability of the guard to deal with others successfully without
offending. In short, he can be firm but pleasant.
6. Self-control- ability to take hold of oneself regardless of a provoking situation.
With self-control, the guard will do his work without being angry and the situation
will be on hand.
7. Interest, loyalty, responsible and trustworthy, is also important attributes of a
reliable guard.
Licenses in the Security Profession
1. License to Operate- before a Private Security Agency (PSA) can operate; it has
to secure a License to Operate (LTO) categorized as either temporary or regular.
A temporary license is issued by the PNP thru Civil Security Croup Directorate
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after the applicant /licensee should have complied with all the requirements while
it has less than two hundred guards. A Regular license to operate is issued to the
PSA once it is qualified of having two hundred (200) or more license security
guard in its employ duly posted. Regular license is renewable every two (2)
years.
2. Security Guard License- before a security guard can practice his profession; he
shall possess valid security license. The use of expired license is not allowed. In
case of doubt, licenses may be verified at the PNP SAGSD whether valid or fake.
3. Firearm‟s license- all firearms of the security agency should be covered with
firearms license issued by the PNP through its Firearms Explosive Division under
the Civil Security Group, renewable every two years. No duplication of two or
more firearms with the same make and serial number shall be covered by one
license.
Firearms and Weapons Authorized for Used of the Security Guard While on Duty
1. Handguns/Low-powered (cal. 22 and cal.38) not exceeding one FA for every two
guards employed.
2. Shotguns (not bigger than 12 gauge)
3. High-powered- when the agency is operating in areas where there is upsurge of
lawlessness and criminality as determined by the Chief PNP.
Guard‟s Uniforms, Equipment and Paraphernalia
1. Set of Uniforms for Security Personnel
a. Headgear- pershing cap for men and 2 ply cap for women
b. Service Bush Jacket- intended for Directorial and Staff officers
c. Service shirt
d. Service trouser
e. Service belt
f. Footwear
2. Color of Uniforms
a. Private Security Agency- navy blue (upper and lower)
b. Company Security Forces- light blue/light gray for upper and navy blue for
lower
c. Government Security Forces- white for upper and navy blue for lower
3. Ornaments and Patches
a. National badge
b. Cap device
c. Regulation buckle
d. Collar device
e. Name cloth
f. Agency/unit name cloth
4. Equipment and Paraphernalia
a. Leather pistol belt with regulation buckle
b. Holster, black leather for pistol
c. Night stick with horizontal handle
d. Whistle with lanyard
e. Handheld radio
f. Pocket notebook and ball pens
DOCUMENT AND INFORMATION SECURTY
The leakage of document and information cost government, business and industry alike,
billion of pesos. A rival company or an enemy agent might use an illegally obtain
document and information for their own advantage. For this reason, a comprehensive
and information security program is very essential to the installation in order to focus
freely on the attainment of its goals and objectives.
Basis of Document, Information, and Communication Security
Security of documents and information is based on the premise that the government
has the right and duty to protect official papers from unwarranted and indiscriminate
disclosure. In answer to this problem, Malacanang, Manila dated August 14, 1964
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entitled “Promulgating rules governing security of classified matters in Government

Officers” was promulgated in order to safeguard our secrets as secrets.
There are various laws likewise effecting security of officials papers of the government,
namely, appropriate articles of the Revised Penal Code as amended and
commonwealth Act 616 as amended. Any violations of the provisions of Memorandum
Circular No. 78 shall be dealt administrative proceedings without prejudice to offense
under provisions soft the cited penal statutes. The unauthorized publication of any
classified information shall be deemed a violation of Memorandum Circular No. 78 by
the parties responsible thereof.
Standard Rules
The authority and responsibility for the preparation and classification of classified
matter rest exclusively with the originating office.
Classified matter should be classified according to their content and not to the file
in which they are held or of another document to which they refer, except radiograms or
telegrams referring to previously classified radiograms or telegram.
Classification should be made as soon as possible by placing the appropriate
marks of the matter to be classified.
Each individual whose duties allow access to classified matter, or each
individual who possesses knowledge of classified matter while it is in his possession
and shall insure that dissemination of such classified matter is on the ―need-to-know‖
basis and to property cleared persons only.
Document Security Systems
Documents Security is that aspect of security which involves the application of security
measures for the proper protection and safeguarding of classified information.
Classification Categories - Official matter which requires protection in the interest of
national security shall be limited to four categories of classification which in descending
order of importance shall carry one of the following designations:
TOP SECRET - SECRET
CONFIDENTIAL - RESTRICTED
In Document and Information Security, a matter includes everything, regardless of its
physical character, or in which information is recorded or embodied. Documents,
equipment, projects, books, reports, articles, notes, letters, drawings, drawings,
sketches, plans, photographs, recordings, machinery, models, apparatus, devices, and
all other products or substances fall within the general term ―matter‖. Information, which
is transmitted orally, is considered ―matter‖ for purposes of security.
Security Clearance is the certification by a responsible authority that the person
described is cleared for access to classified matter the appropriate level. Need-to-know
is the principle whereby access to classified matter may only be only given to those
persons to whom it is necessary for the fulfillment of their duties. Persons are not
entitled to have access to classified matter solely by virtue of their status or office. It is a
requirement that the dissemination of classified matters be limited strictly to persons
whose official duty requires knowledge or possession thereof.
Certificated of Destruction is the certification by a witnessing officer that the classified
matters describe therein has been disposed of in his presence, approved destruction
methods.
Classified refers to assign information by one of the four classification categories.
Security Clearance refers to the administrative determination that an individual is
eligible for access to classified matter. Compromise means lose of security, which
results from an authorized persons obtaining knowledge of classified matter.
Compartmentation is the grant of access to classified matter only to properly cleaved
persons in the performance of their official duties.
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Declassify is the removal of security classification from classified matter. Reclassify /

Re grading is the act of changing the assigned classification of matter. Up- grading is
the act of assigning to a matter of higher classification to a classified document.
What are Top Secret Matters?
These are information and material (matter), the unauthorized disclosure of which would
cause exceptionally grave damage to the nation, politically, economically or from a
security aspect. This category is reserve for the nation‘s closest secrets and is to be
used with great reserve.
Classification Authority
The original classification authority for assignment of TOP SECRET classification rests
exclusively with the head of the department. This power may however, be delegated to
authorized offices in instances when the necessity for such arises. Derivative
classification authority for TOP SECRET classification (authority for) may be granted
those officers who are required to give comments or responses to a communication that
necessitates TOP-SECRETS response.
Examples of Top Secret Documents
 Very important political documents regarding negotiation for major alliances.
 Major governmental projects such as proposal to adjust the nation‘s economy.
 Military – Police defense class/plans
 Capabilities of major successes of Intel services.
 Compilations of data individually classified as secret or lower but which collectively
should be in a higher grade.
 Strategies plan documenting overall conduct of war.
 Intel documents revealing major Intel production effort permitting an evaluation by
recipients of the success and capabilities of Intel agencies.
 Major government project like drastic proposals.
What are Secret Matters?
These Information and material (matter), the unauthorized disclosure of which would
endanger national security, cause serious injury to the interest or prestige of the nation
or of any governmental activity or would be of great advantage to a foreign nation.
A secret grading is justified if:
1. It materially influences a major aspect of military tactics;
2. It involves a novel principle applicable to existing important projects;
3. It is sufficiently revolutionary to result in a major advance in existing techniques or
in the performance of existing secret weapons;
4. It is liable to compromise some other projects so already graded.
Classification Authority – Same as TOP SECRET matter.
Examples of Secret Documents
 Those that jeopardize or endanger Intel relations of a nation.
 Those that compromise defense plans, scientific or technological development.
 Those that reveal important intelligence operations.
 War plans or complete plans for future war operations not included in top secret.
 Documents showing disposition of forces.
 New designs of aircraft projections, tanks, radar and other devices.
 Troop movement to operational areas.
 Hotel plans and estimates
 Order of battle info.
What are Confidential Matters?
These are information and material (matter) the unauthorized disclosure of which, while
not endangering the national security, would be prejudicial to the interest or prestige of
the nation or any governmental activity, or would cause administrative embarrassment
or unwarranted injury to an individual or would be of advantage to a foreign nation.
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Confidential grading is justified if:

a. It is a more than a routine modification or logical improvement of existing
materials and is sufficiently advanced to result in substantial improvement in the
performance of existing CONFIDENTIAL weapons.
b. It is sufficiently important potentially to make it desirable to postpone knowledge
of its value reaching a foreign nation.
c. It is liable to compromise some other project already so graded.
Classification Authority – Any officer is authorized to assign confidential classification
to any matter in the performance of his duties.
Examples of Confidential Documents
 Plans of government projects such as roads, bridges, building, etc.
 Routine service reports like operations and exercise of foreign power.
 Routine intelligence reports.
 Certain Personnel records, Staff matters.
What are Restricted Matters?
These are information and material (matter), which requires special protection other
than that determined to be TOP SECRET, SECRET, or CONFIDENTIAL.
Authority to classify shall be the same as for CONFIDENTIAL matter. Reproduction is
authorized. Transmission shall be through the normal dissemination system.
Control of Classified Matters
Custody and accounting of classified matter – Heads of departments handling
classified matter shall issue orders designating their respective custodians of classified
matter. Custodian shall:
a. Store all classified matter.
b. Maintain a registry of classified matter showing all classified matter received
and to whom transmitted.
c. Maintain current roster of persons authorized access to classified matter for
each classification in the office.
d. Insure physical security for classified matter.
e. Conduct an inventory of all TOP SECRET matter as specified in paragraph 7
(Memo Cir Nr 78/196).
f. Upon his relief, account for all TOP SECRET and SECRET matter by
inventory and transmit the same to his successor.
Unauthorized keeping of private records – All government personnel are prohibited
from keeping private records, diaries, or papers containing statement of facts or
opinions, either official or personal, concerning matters which are related to or which
affects national interest or security. Also prohibited are the collecting of souvenirs or
obtaining for personal use whatsoever any matter classified in the interest of national
security.
Dissemination – Dissemination of classified matter shall be restricted to properly
cleared persons whose official duties required knowledge or possession thereof.
Responsibility for the determination of ―need-to-know‖ rests upon both each individual,
who has possession, knowledge or command control of the information involve, and the
recipient.
Disclosures to other departments of classified information originating from
another department
Classified matter originating from another department shall not be disseminated to other
departments without the consent of the originating department.
Release of classified matter outside a department
General Policy. – No person in the government shall convey orally, visually or by
written communication any classified matter outside his own department unless such
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disclosures has been processed and cleared by the department head or his authorized
representative.
Release of classified matter to Congress
Government personnel, when giving oral testimony before Congressional Committee
involving classified matter, shall advice the committee of the classification thereof.
Government personnel called upon to testify shall obtain necessary and prior instruction
from his department head concerning disclosure.
When Congressional members visit government offices, department heads are
authorized to release classified matter which is deemed and adequate response to an
inquiry provided that it is required in the performance of official functions.
Disclosure to Foreign Government or Nationals
1. Its use shall be solely for the purpose for which the classified matter is requested.
2. It shall be treated or handled in accordance with the classified categories of the
originating office.
3. Handling shall be made by security-cleared personnel.
4. Reproduction and dissemination shall not be made without the consent of the
department head.
Disclosure of classified matter for publication
Classified matter shall be released for public consumption only upon the consent of the
department head or his authorized representative. However, in instances where there is
a demand or need for releasing classified information, extreme caution must be
exercised to analyze in detail contents of the classified matter before release. Normally
all information are released through Public Information Officers. Public Information
Officers should be assisted in the analysis of classified information by the Security
Officer.
Purpose of Protecting Classified Materials
1. Deter and impede potential spy
2. Assist in security investigations by keeping accurate records of the moments of
classified materials.
3. Enforce the use of ―Need to Know‖ principle
Categories of Document for Security Purposes
1. Category A
a. Information which contains reportable time sensitive, order of battle and
significant information.
b. It should be given priority because it is critical information.
c. It must be forwarded without delay.
d. It is critical to friendly operations.
e. It requires immediate action.
2. Category B
a. Anything that contains communications, cryptographic documents, or
systems that should be classified as secret and requires special handling.
b. Higher authorities should declassify it.
3. Category C
a. Other information, which contains something that, could be an intelligence
value.
b. Contains exploitable information regardless of its contents.
c. Unscreened materials/documents should be categorized as Category C.
4. Category D
a. No value, yet lower level will classify documents as category D.
b. No decision must be made at the lower echelon that document has no
value. It is the responsibility of the higher Headquarters.
Three (3) Security Concepts
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1. Personnel are the weakest link in the security chain.

2. Training is important to make security personnel conscious and realize the value
of document.
3. Training is necessary for the practice of ―Need to Know‖ principle.
Rules for Classification of Documents
1. Documents shall be classified according to their content.
2. The overall classification of a file or of a group of physically connected therein.
Pages, paragraphs, sections or components thereof may bear different
classifications. Documents separated from file or group shall be handled in
accordance with their individual classification.
3. Transmittal of documents or endorsements which do not contain classified
information or which contain information classified lower than that of the
preceding element or enclosure shall include a notation for automatic
downgrading.
4. Correspondence, Indexes, receipts, reports of possession transfer or destruction,
catalogs, or accession list shall not be classify if any reference to classified
matter does not disclosed classified information.
5. Classified matter obtained from other department shall retain the same original
classification.
Protection of Sensitive Information
Proprietary information is information that in some special way relates to the status or
activities of the possessor and over which the possessor asserts ownership. In the
business community, proprietary information relates to the structure, products or
business methods of the organization. It is usually protected in some way against
causal or general disclosure.
All proprietary information is confidential, but not all confidential information is
proprietary. For example, confidential personnel data in employee files is not considered
as proprietary although the company treats it as confidential.
Types of Proprietary Information
1. Trade Secrets- this consist of any formula, pattern, device or compilation of
information which is used in one‘s business and which gives him an opportunity
to gain an advantage over competitors who do not know or us e it. It may be a
formula for a chemical compound a process of manufacturing, treating or
preserving materials, a pattern for machine or device, or a list of customers. It
differs from other secret information as to single or ephemeral events. A trade
secret is a process or device for continuous use in the protection of the business.
2. Patents- this is a grant made by the government to an inventor, conveying or
securing to him the exclusive right to make, use, or sell his invention for term of
years.
Primary Distinctions Between Patents and Trade Secrets
1. Requirements for obtaining a patent are specific. To qualify for a patent the
invention must be more than novel and useful. It must represent a positive
contribution beyond the skill of the average person.
2. A much lower of novelty is required of a trade secret.
3. A trade secret remains secret as long as it continues to meet trade secret tests
while the exclusive right to patent protection expires after 17 years.
Proprietary Information Protection Program
Realizing that the most serious threat to trade secrets is the employee, a measure of
protection is often realized through the use of employee agreements which restrict the
employee‘s ability to disclose information without specific authorization to the company.
The following countermeasures may be adopted:
1. Policy and procedure statements regarding All sensitive information.
2. Pre and post employment screening and review.
 106

3. Non-disclosure agreements from employees, vendors, contractors and visitors.

4. Non-competitive agreements with selected employees.
5. Awareness programs
6. Physical security measures
7. Informed monitoring of routine activities.

COMMUNICATION SECURITY
Communication Security is the protection resulting from the application of various
measures which prevent or delay the enemy or unauthorized persons in gaining
information through our communications. It includes Transmission, Cryptographic and
Physical security.
Rules- governing communications security do not in guarantee security, and they do
not attempt to meet every conceivable situation. Communication security rules are a
means, not an ends.
Department heads- are responsible for the maintenance of communication security
and for the promulgation of additional directives as may be necessary to insure proper
communication security control within their jurisdiction.
All communication personnel should have an appreciation of the basic principles of
communication security may result in compromise.
Communication Security Officer - A properly trained and cleared Communication
Security Officer shall be appointed in every Department of the Government handling
cryptographic communication.
TRANSMISSION SECURITY:
Transmission Security is that component of communication security which results
from all measures designed to protect transmission from interception, traffic analysis
and imitative deception.
Communication personnel shall select the means most appropriate to accomplish the
delivery of message in accordance with the specified precedence and security
requirements.
Radio Operators shall adhere to the use of correct procedures, circuit discipline and
authentication system as a security measures against traffic analysis, imitative
deception and radio direction finding.
CRYPTOGRAPHIC SECURITY
Cryptographic Security is that component of communication security which results
from the provisions of technically sound crypto-system and their proper use.
CODES AND CIPHERS
Code - a system which uses words as the smallest element like the one below.
Code word Plaintext
Angel we are ready
Fox send additional
Cipher - a system that manipulate one, two, or three characters at a time like:
Cipher Plaintext
B 1
C 2
J 3
D 4
Abbreviation
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C: code or cipher
P: Plaintext
K: keyword/ key number
Note: Code and cipher may be used interchangeably to mean the same.
Categories of Cipher
Concealment – is the simplest, which means to hide/hidden. For instance:
I WILL DO IT. IF NOT TODAY, THEN TRUST ME. SIGNED SMITH.
message: ( copy out every third word )
Decipher: DO NOT TRUST SMITH
EFDH GORA NQBO PETE YTDS RTOU ZESV ITVE SOWM XNIM CTLK HJEA
Same: copy of the third letter
decipher: DO NOT TRUST SMITH
Example
ADDE DAQD NPCR OOLL TMAT RLOC RATS TKCL MNRA KETI SSTU ARTF
THEE OSET ULCO JEOU TAKE BLFZ IAHF SQUI TIFC ANLL TMZX AEXE
DLGY ZZTI FLOO VWKA TTIM IFTT HATH EEFC ANND FLHA
(Read this by copying out a progressive cipher. Progress 1, 2, 3….)
Decipher: DO NOT TRUST SMITH
Note: The plaintext are concealed by ―nulls‖ - are meaningless symbol to fill in and
separate plaintext.
Transposition System – is another category of cipher. Below is an example.
C: NRUTE RAMOH ALKOL ECNAC
(Everything is written backward)
(Put into 5 letters)
Decipher: Return to base – this is the plaintext
P: CANCEL LOKLA HOMAR ETURN
P: CANCEL OKLAHOMA RETURN – which means
P: Return to base.

Example
RTRTBS
encipher by droppings every other letter
EUNOAE
C: RTRTBS EUNOAE
then put in four letter code group
C: RTRT BSEU NOAE
Decipher:
P: Return to base
Decipher:
P: Charlie will attack 2001
P: CHARLIE WILL ATTACK TWO ONE ZERO ONE
C: charliewillattacktwoonezero
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C: char liew illa tack twoo nez roome

Substitution Method - original message elements, letters, numbers or other symbols
are replaced with alternate symbols.
Example 1 - symbols number of times
j 26
4 19
I 16
) 15
* 13
Example 2 - c: x y z a b c d e
p: ABCD EFGH
p: stop icebox
c: VWRS LFHERA
Example 3 - Using a keyword/phrase
c: FOURSCOREANDSEVENYEARSAGO
p: abcde………………………xyz

RISK ANALYSIS AND SECURITY HAZARD

What is a Risk?
It is the potential damage or loss of an asset. The level of risk is a combination of two
factors: The value placed on that asset by its owner and the consequence, impact
adverse effect of the loss or damage to that asset and; the likelihood that a specific
vulnerability will be exploited by a particular threat.
What is Risk Management?
It is a process of selecting and implementing security countermeasures to achieve an
acceptable level of risk at an acceptable cost.
What is Risk Analysis?
It is the analysis of risk include examinations of the vulnerability, probability and
criticality of potential threats and include natural and man made risk
What is an Adversary?
An individual, group, organization, or government that conducts activities or has the
intention and capability to conduct activities detrimental to the individual, private or
government entity.
What is Asset?
Any information, facility, material, information, or activity which has a positive value to its
owner whether it is an individual, private or government entity.
What are Countermeasures?
An action taken or a physical entity used to reduce or eliminate one or more
vulnerabilities. The cost of possible countermeasures may be monetary, but may also
include non-monetary cost such as reduced operational efficiency, adverse publicity
unfavorable working conditions, and political consequences.
What is Probability?
It is the chance or likelihood that a loss will take place. Indicated by a mathematical
statement concerning the possibility of an event occurring
What is Criticality?
It is the impact of a loss as measured in financial terms. How important it is in terms of
the survival or existence of the organization.
Risk Management Alternatives and Strategies
 109

1. Risk Avoidance- eliminating or removing the risk totally from the business,
government, or industrial environment for which the risk manager has
responsibility
2. Risk Reduction- decreasing the risk by minimizing the probability of the potential
loss. The reduction of criminal opportunity is often accomplished by situational
crime [prevention strategies to discourage, deter, or deny criminal incidents.
3. Risk Spreading- spreading the risk through compartmentation or
decentralization to limit the impact (criticality) of the potential loss
4. Risk Transfer- moving the financial impact of the potential loss-over to an
insurance company.
5. Risk Self-assumption- planned assumption and acceptance of the potential risk
by making a deliberate managerial decision of doing nothing about the threat, or
setting aside resources for use in case of a specific loss incident.

SECURITY HAZARDS
Any act or condition which may result in the compromise of information, loss of life, loss
or destruction of property or disruption of the objective of the installation.
Types of Hazards
1. Natural Hazard- these are hazards which arise from natural phenomena. The
following are types of natural hazards or disasters:
a. Floods caused by typhoons
b. Earthquakes
c. Fire (not caused by human action)
d. Storms (typhoons, cyclones, tornado and hurricane)
e. Lighting storms
f. Extreme temperature and humidity
2. Human-Man made Hazards- These are hazards which are the result of a state
of mind, attitude, weaknesses or character traits of one or more persons. They
can be acts of commission or omission, both overt and covert, which can disrupt
operation of a plant or installation. The following are types of human or man
made hazards:
a. Carelessness- accidents and dissatisfaction
b. Disloyalty-subversion and sabotage
c. Espionage, pilferage and theft
d. Vandalism, etc
Sabotage as a Security Hazard
Description of a Saboteur
1. He is the most dangerous foe whom security will have to deal with while planning
and implementing security measures and techniques.
2. He is an ordinary looking as the next guy but in his mind, he has the training in
deception, knowledgeable in incendiaries, explosives, chemistry, bacteriology,
mechanics and psychology.
3. He can work alone, in-groups, or simultaneously in several places.
Possible Targets of Saboteur
1. Armed Forces Installation
2. Natural resources- mines, forests, farms and farm products
3. Industries- buildings, power sources, machinery, fuel, etc.
4. Warehouses depots, communications, public utilities, etc.
Countermeasures Against Sabotage
1. Use of an efficient, alert and trained guard force.
2. Use of Physical security aids like barriers, personnel and vehicular control,
intrusion devices, communication systems, and electric aids.
3. Proper screening of personnel.
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4. Identification and movement control system.

5. Searches on incoming vehicles.
6. Safeguarding of classified information.
7. Designation of restricted areas.
8. Investigation of breaches of security.
9. Security education and indoctrination.
10. Good housekeeping methods.
11. Effective and compatible emergency planning.
12. Regular audit.
13. Continuing background checks.
Espionage as a Security Hazard
Description of an Espionage Agent
1. He is very dangerous adversary and his skills in deception and his cunning
should never be under estimated.
2. He is usually a person of extensive training and will be highly effective in gaining
the confidence of people and of extracting information of value to be relayed to
his employer or handler.
3. Even how well-trained an espionage agent he might be, he is human like the
saboteur and he can be defeated in his own game if proper methods and
techniques are undertaken.
Countermeasures against Industrial Espionage
1. Careful and complete pre-employment measures designed to control threats of
industrial espionage.
2. Continuing personnel check on employees and particularly personnel on
sensitive positions even already employed.
3. Prevention of unauthorized entry to the plant or industrial installation.
4. Restricting of movement of personnel in the premises of the plant.
5. Controlled disposal of waste papers including carbons in classified work.
6. Only properly cleared personnel should handle classified document.
Subversive Activity as a Security Hazard
Threats of Subversive Activity
1. It can be local or national in nature and their mission is to undermine the
authority weaken the organization, and eventually take over. This can be in
business or any activity.
2. This can be in the form of rumor mongering, propaganda, undermining morale,
and injecting defeatist attitudes, and other emotional approaches.
3. It is an activity not easy to detect.
Countermeasures to Subversive Activity
1. The spreading of rumors, written materials, slogans or any other devices to
confuse the work population and discredit the government should be immediately
reported.
2. Labor and other company unions can be infiltrated so that strikes and ―slow
downs‖ can be called to disrupt the normal operation of a plant or installation.
3. Security force should be alerted for person trying to recruit others in organizing
movements for peace, anti-colonials, anti-trade and anti-imperialism.
4. Employees or outside personnel seeking memberships in ―paper organizations‖
should report this activity to security.
5. Other methods of subversion like united fronts, mob action, terrorism and
sabotage will be done to gain the subversive ends.
Pilferage as a Business Hazard
1. Pilferage is one of the most annoying and common human hazards which
security has to deal with. This activity if uncontrolled can become financial drain if
not a menace to smooth and orderly operation.
2. Failure to detect shortage and inaccurate inventories will cause inventory losses,
which may be labeled as pilferage.
Types of Pilferers
1. Casual Pilferer- one who steals due to his inability to resist the unexpected
opportunity and has little fear of detection is no plan or premeditation and he is
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usually a ―loner‖ on the job. The temptation to pick up the article is basically due
to poor security measure. The implication of causal pilfering is the big cumulative
cost if it remains unchecked.
2. Systematic Pilferer- one who steals with preconceived plans and takes away
any or all types of items or supplies for economic gain. Pilferers of this kind can
be employees or outsiders of the establishment.

Factors considered in Pilferage

1. Location of items to be pilfered- the systematic pilferer surveys shopping and
store areas, or through contacts from the firms.
2. Access to the items- techniques can be from fake documents, bribing of guards,
outsmarting security, creating disturbance and other methods to divert attention
while pilferage goes on.
3. Removal of item- this can be done as wearing the stolen shoes or shorts,
concealment in body or vehicles, use of false documents, etc. Driver may
conceal pilfered items in his vehicle.
4. Disposal of items- there is a need for ―fences‖ brokers‖ or ―clearing houses‖ for
these ―hot‖ items.
Countermeasures for Casual Pilferage
1. ―Spot‖: check on outgoing vehicles and persons.
2. An aggressive security education and indoctrination program with emphasis that
―crime does not pay‖.
3. Superiors should set example of integrity and desirable moral climate for
employees in the establishment.
4. All employees must be enjoined to report or any loss to security.
5. Inventory and control methods should be done especially to pilferable items.
6. Control of tools equipment and sets.
Countermeasures for Systematic Pilferage
1. Guards and electronic surveillance on all exits.
2. Package and material control system.
3. Parking area outside perimeter fence of establishment.
4. Careful screening and background checks on applicants to weed out potential
thieves.
5. Investigation of all losses quickly and efficiently to determine ―modus operandi‖ or
obtain clues.
6. Alert all patrols to check areas and buildings for possible concealment of stolen
properties.
7. Install mechanical, electrical, electronic detection and alarm devices where
needed and applicable.
8. Establish an effective lock and key control system.
9. Use of appropriate perimeter fencing and lighting for parking facilities and areas
for vehicles and persons.
10. Store bulk quantities of pilferable items in enclosed security areas and distribute
them to using section in limited quantities.
11. Establish accurate inventory and accounting methods for procurement, use and
disposal.
12. Establish close liaison with governmental law enforcement and intelligence
agencies.

SECURITY SURVEY AND INSPECTION

What is Security System?
The information pertaining to one of the most important security services offered to a
head of office is the conduct of security surveys and security inspections. Every unit
chief desires a security system that will reduce to an absolute minimum the possibility of
espionage, sabotage and compromise of classified information on his office or unit.
Since there are many security countermeasures to be considered, heads of offices
should utilized specially trained personnel, if the efforts of espionage and sabotage
agents and other criminal elements are to be negated. Security is an extremely complex
program an objective analysis of an office head‘s security program by security survey
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and inspection personnel can be of great assistance in determining the efficiency of any
established security program.
What is a Security Survey?
It is an estimate of the security standards of a unit, and is conducted to enable the
responsible officer to recognize and evaluate security hazards and determine protective
measures necessary to the prevention of sabotage, espionage, subversive activities
and other criminal acts inimical towards the interest and/or mission of the unit and/or
command.

What is Security Inspection?

It is a check of how well existing security measures and regulations are being carried
out within a command. A security inspection may also include an investigation of
alleged or suspected security violations. Physical security is concerned with forces,
entrances and exists, guards, traffic control, lighting, fire control, and with such other
physical measures, which, if properly established and maintained, will deny access to,
unauthorized persons.
Security Survey Distinguish with Security Inspection
The terms ―Security Survey‖ and ―Security Inspection‖ to accentuate the particular
differences between the two types of services, are defined as fallows:
Security Survey is defined as a counterintelligence service to assist heads of office in
determining the security measures required to protect key installations from possible
sabotage, espionage, subversion, and unauthorized disclosures of, or access to,
classified information or material contained therein.
Role of Security Officer in Offices
With the exception of the office head, the security officer is more interested in the
survey that any other individual of the office. It is the security officer who is directly
responsible to the head of office for proper maintenance of security of the security
program of the office.
A survey Specialist must be cognizant of established security procedures relative of the
office since much of the survey including the resulting recommendations will be affected
by these measures.
Authority in Conducting Security Survey
The Unit head may request a survey of his entire office or of specific function of a unit
within the office. When higher authorities directs a security survey to be conducted for
one of its subordinate office, an information copy of the correspondence may also be
forwarded to the unit to be surveyed. It must be remembered that a security survey is
not conducted solely for the purpose of establishing a security program of an office. The
head of office is directly responsible for establishing a security system for his office after
which a survey may be conducted to determine if the program is adequate in
comparison with the importance of the office to the overall national objective.
EXECUTIVE/VIP PROTECTION
Executive/VIP Security
Are those measures taken by Agents, Security Officers, Law Enforcement officers or an
Agency /officers to protect heads of state, foreign, national or local dignitaries, civilian or
military against any personal injury, assassination, sabotage, and espionage. These
may include the protection of any government or civilian officials and individual utilized
as government witnesses.
Basic Security Principles in VIP Security
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Every phase of security must be carefully in advance, to include the importance of the
individual to be protected, political attitude of the population, obstacles involved, means
of transportation, and duration of the security mission.
Physical protection should consist of a series of protection cordons. These protective
cordons may be composed of a combination of personnel or physical security barriers.
Central direction and unity of effort
The officer in charge should be given full responsibility for all phases of the security
mission.
Close coordination must be established with all local military and civilian authorities.
Civilian authorities will include police and other interested city, municipal or other local
officials.
The agencies responsible for each of the security plan must be clearly defined.
Arrangements should be made for local police to control local inhabitants. All available
intelligence channels should be used to obtain information of potential danger areas,
persons, or groups.
Coordination must be accomplished by an advance party after the official itinerary is
received.
Protective measures must be through but inconspicuous and afford security without
impending the protectee/VIP‘s performance of his functions.
The degree of protection is dependent upon the degree of contact with the general
public desired by the protectee.
A basic element of VIP/Executive protection is the identification and the elimination of
possible sources of danger against a VIP/Executive before the danger becomes real.
Plans for a perimeter of protection must be surprise proof and flexible enough to allow a
quick response to any emergency.
Defense-in-Depth Theory
There is no impenetrable barrier. If an unfriendly individual, organization or government
can devote time, money, personnel, material or imagination to passing a barrier, he can
succeed.
To achieve the ultimate results from a physical security system, it is necessary to add
barrier to barrier, delay time, until sufficient delay time has been accumulated to allow
control of any foreseeable penetration.
Therefore, rather than attempting to achieve exclusion through the use of a single
barrier, security must be built upon accumulated time or a system of ―Defense-in-Depth.
Contingency Planning
Security planning should be flexible. Weather conditions, mechanical failures and failure
of lighting systems are three-ever-present potential hazards. The unexpected arrival of
large numbers visitors, audience is another situation frequently encountered. Last-
minute changes in the security plan or schedule of events occur routinely. The security
plan therefore must be sufficiently fluid to cover these and other eventualities, all of
which present hazards.
Mission Orientation
An orientation/briefing must be conducted by the officer in charge or the protection plan,
during which he explains fully the contents of the plan. Some topics to be emphasized
are:
Conduct of Security Personnel
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Police/Security personnel assigned to these duties are selected to the basis of the
appearance, alertness, and intelligence, as well as their ability to act quickly and
correctly in unforeseen circumstances.
Restriction on the circulation of the individuals should be strictly enforced. Before any
person maybe allowed to get near the protectee or his effects, the person is checked
carefully for identification and the authority for his presence is established.
Use of weapons
There is always the danger of accidental discharge and injury of innocent persons when
weapons are carried. All protective personnel must be qualified to fire the weapons with
which they are armed.
Crowd Control
Protective personnel should understand the principles of crowd control. They should not
show not show prejudice or sympathy, or become involved in any grievances expressed
by the crowd.
Security Preparation in Local/Foreign Travel
Advance Preparations
Advance preparation refers to the activities of arranging timetable/ itinerary and
coordinating with those concerned with visit local or foreign law enforcement security
men. Conduct security survey and inspection of routes, quarters, conference, luncheon
and or inaugural site. Arrange for security measures for motorcade routes, quarters,
conference site, etc. Confer with local or foreign security men about potential danger to
the Executive, such as persons, organizations or obtain copies of photographs and
place these persons under surveillance.
Motorcades
Select and consider the best motorcade route, preferably the most direct route to
destination. Select a route which affords a chance to have alternate routes if something
happened on the motorcade route.
Review or dry run the route and take notes on the requirements for controlling the crowd
and traffic and deployment of foot patrolmen and motorcycle police at various positions
along the route. Arrange for police or buildings custodian to inspect buildings along the
motorcade routes.
Security in Inaugural/Conference/Luncheon sites
1. Control access to the building/sites
2. Closing off and policing areas around it,
3. Securing rooftops and adjoining buildings.
4. Ensure the presence of numerous police officers inside and around the
building/site.
Security in VIP Office/Quarters/Residence.
1. ―Defense-in-Depths‖ Barriers – Concentric Patterns (any attack will have to
penetrate layer after layer of defenders, the heaviest layer of defense, being
closest, being closest to the Executive/VIP.)
2. Outer ring- sidewalks, stationed in front of quarters/residence/office, covering all
entrances, front, center, side and rear
3. Middle ring- inside quarters, office/residence, covering all stairways and
elevators.
4. Inner ring- immediately outside executive/VIP‘S door, or close to Executive/VIP if
outside
VIP Security Measures in all Areas
1. Establish screening points to allow only authorized persons access to the
protected area/person and to keep out those who have no valid reasons to enter
same.
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2. Duty stations or posts should be marked on a floor/ground plan or sketch/map.

3. If an unusually large crowd are expected along a parade route security men may
call on the armed forces to station troops along the line of march.
4. If the VIP travels by train, a pilot engine must run the trucks IN advance of the
VIP train.
5. Every manhole and sewer along the route should be sealed.
6. Every single building and all its occupants along the route should be checked.
7. Bellboys, waiters, cooks should be cleared.
8. Food to be cooked must be examined and samples be sent to laboratory for
analysis.
9. Inspect for time bombs, radio - active materials and fire hazards.
10. Inspect closets and under the tables.
11. Never allow the VIP to stop his car in a crowd if it can be avoided.
12. Drivers for the VIP can be competent, reliable, well trained in protective driving
and must be alert for dangers and to take instant action.
13. While walking, it is necessary to increase the number of guards because the VIP
becomes an easy target.
14. In case the VIP is going to speak at hasty made stage, its strength and capacity
should be inspected to limit the persons going up to stage.
15. During afternoon sessions, lightning facilities must be checked or installed. It is
estimated that the program may reach up to nighttime.
16. An alternate generator fore emergency use is made available if source of electric
power is from a central source. Designate qualified electrician to watch main
source or switch.
17. If traveling by air, close the door of VIP plane when parked and place constant
guards every time.
18. If traveling by watercraft, select boats of type and size capable of facing danger
at the ocean. Thorough inspection should be made on the ship and check the
adequacy of lifesavers and emergency facilities.
19. All non- uniformed men must wear signs or countersigns for identification.
20. Checklist of all security hazards noted in the course of security survey or
inspection should be given to the OIC for reference/planning.
21. Security plans and specific duties of men assigned or details must be stated.
22. All written instructions must be classified SECRET.
Other Guidelines for VIP Security
Security Formations assist in allowing the VIP to have the best possible protection and
defensible position even for the limited amount of manpower while protectee is mobile/in
transit, or static.
Threat evaluation is to ascertain at varying times and function which will give the best
formation sequence or set. Other considerations are threat levels and type and advance
planning for staff levels.
The Need for Close - in /Escort security officers, such as first aid requirements
(which differs from location to location) and special weapons (a real headache-the less
you need to rely on them, the better), and other logistical needs must be considered.
One must have the ability to use a lot of common sense and attention to detail, to give
the possible protection, without overbearing or on top of the protectee/principal. Fully
aware with this information, the Close-in/Security Escort team will be well equipped,
with an understanding of their respective position, alternatives and functions.

These could be varied hourly, in response to current threat level, and areas of coverage
or occasion in any of the following:
 Crowds, restaurants, home, office
 Public transport, bus, taxi
 Friends of protectee/principal, business
 Movie theatre
 Functions: private, public, business
 Huge crowds: a tight-packed area of swirling bodies
 Elevators: opening a door to the unknown, stopping at unknown floors.
 Escalators: progressing into the unknown, Turn side on, so that you can see the
front at one side and the area behind you. As you rise with the escalator, you will
become level with the floor behind before you, giving you something to watch.
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 Stairs: give way, standing, doors on way

 Doors: can‘t see through them, an unknown reality.
 Street lights: workmen, doorways, shops you are walking past, hotels or clubs and
doorways should always be covered the protectee/Principal walks past
Threat Analysis and Reaction
1. Concentrate - concentration do not get loss or be left behind, it takes only a
second or two {to get killed}
2. Anticipation - anticipate your fellow officer/Escort‘s moves, you can keep the
protective formation together nice and well coordinated. Because of obstacles,
obstructions, and areas of threats, the movement of Close-in security/Escorts will
be spasmodic and spontaneous.
3. Relaxation/Observation- observation should be done in a relaxed manner. Be
very attentive but looking relaxed.
4. Common sense- common sense comes from using your brain, foresight,
experience, and good training.
5. Participation within the Team- the team must train together and understand
completely what their job is and their responsibilities. There will be big gaps in
the defenses if we do not have participation within the team.

CONTEMPORARY POLICE PROBLEMS

Some critiques have said that a small percentage of law enforcement officers
who are responsible for the misdeeds of the organization that have brought public
criticism upon them. This very fact makes the indifference of police heads to the
situation all the more reprehensible subject to criticism. Generally, when the police
administrators are brought to task for permitting improper practices and misbehavior to
continue, they are quick to blame political interference, inadequate salaries, weakness
of the law, and lack of public support.
The Police Problems
The problem on political interference can be a most destructive force and often it is a
serious obstacle to effective administration of the police organization, but it cannot be
corrected by passive measures. A fundamental responsibility of police administrator is
to go and on, fighting for the ideals to the extent that political leader will finally be
convinced of political expediency of efficient law enforcement.
On the inadequacy of salaries, many believed that honesty and integrity couldn‘t be
purchased. Thus, when the policemen are willing to accept responsibility as
professionals and establish high standards of performance, then they can expect
recognition in terms of appropriate pay scale and reasonable allowances. Careful
inquiry usually discloses that those who are most deeply involved are the leaders in the
politico-criminal malpractice. If the wages are too low to attract men who are capable of
effective service, then, it is the administrator duty to present the facts to the proper
authorities for correction and adjustment.
If the laws are weak and new legislations are necessary, then the administrators must
see that the proposed solutions are properly placed before the legislature for
consideration and correction.
As for public apathy, a law enforcement agency does not meet the approval of the good
citizens will not succeed. Public support is the end product of faithful, honest and
effective law enforcement for the people in the community. Public support must
originate with the people. It is a fundamental responsibility of police administrators to
clean their own ranks and must deal with the problems directly, promptly and effectively.
Otherwise, the impatient citizenry may take upon themselves to do the job for them.
Although the past many years of police development have record distinctive
achievements, police services have apparently failed to cope with increasing crime.
Despite of substantial addition of personnel at all levels of police service, statistics show
continuing increases in criminal offenses and anti-social acts. Part of the blame may be
attributed to political interference, low salaries, weak law enforcement, public apathy or
corruption of officials and police officers.
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But these factors are not the basic causes in the breakdown of police services. They are
symptomatic of the more fundamental factors, such as disorganization, lack of cohesion
or inadequate and realistic leadership, defective recruitment, inadequate personnel
management and insufficient training. A situation of this character has a profound effect
on the public welfare as well as upon the law enforcers themselves.
The public has become increasingly critical on police service and as a result a
significant number of loyal and capable officers find them selves confused and fearful of
the future.
Factors and Conditions which caused the Problems
Why Man Turns to Crime?
The causes are so varied as human experiences itself and man‘s capacity for evil
is matched only by his capacity for good.
If experts in human behavior, sociologist, and police authorities are asked why
man turns to crime, complex and elaborate answers are offered that could be divided
into the following categories:
1. Biological- The impulsive and the temperamental are likely to blow their tops given a
particular situation. Obviously, certain types of temperament are prone to violent
behavior – those whose tolerance levels are extremely low.
2. Psychological – Too many frustrations, rejections and disappointments.
3. Environmental / Sociological
4. Economics
5. Political
Why Crime is on the Rise?
Crime is committed because of the following factors:
1. A need exist or the lack of something necessary or desirable
2. There is an opportunity
3. Specifically, the following situations provide opportunities for crime to take place:
4. Police Protection of the Criminals
5. The citizens distrust the police
6. Inefficient law Enforcement
7. Poverty
8. Others
Statistics from year to year show that on a nationwide scale, one crime committed every
three minutes, which means 20 crimes per hour. Theft, the leading index offense, occur
every 16 minutes, followed by physical injuries every 19 minutes, robbery 28 minutes,
homicide every 39 minutes, murder every 49 minutes and rape every 6 hours.
Cost of Crime
The factors that go into the cost of crime and disorder are legion. In so far as
lives lost, limbs broken and mental anguish are concerned, the cost of crime is not
quantifiable.
The cost of enforcing the laws can be categorized to three aspects: namely: 1. to
the government, 2. to the society, and 3. to the individual person. These costs to crime
do not even include social costs associated with offenses such as:
1. Victimization
2. Fear of Victimization
3. Cost of protection against crime
4. Operation of then Criminal Justice System
5. Welfare for offenders and families
Crime Factors
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The causes of criminality and social disorder are numerous and occur in such
complex variety of combinations that their isolation, analysis and evaluation become
extremely difficult. The prevention of criminality, therefore, cannot be the exclusive task
of one agency or organization. Crime is a social problem and the basic concern of the
entire community. The law enforcement effort as a rule is limited to factors within its
control. It can only provide support to the related effort of the pillars of the Criminal
Justice System.
Some of the conditions that affect the volume, density and type of crime that occurs
from place to place are as follows:
1. Density and size of the community population area of which it is a part.
2. Composition of the population, particularly with reference to age, sex, race.
3. Economic status and mores of the population
4. Stability of population taking into accounts the percentage of commuter seasonal
and other transient types.
5. Climate including seasonal weather conditions.
6. Educational, recreational and religious characteristics
7. Effective strength of the police force
8. Attitudes and policies of the courts and correctional institutions and formal
supportive organizations existing in the community
9. Relationship and attitudes of law enforcement, including degree of adherence to
crime enforcement procedures and reporting standards.
Police Problems on Human Rights
Observation reveals that many police officers violate, in different degrees and
circumstances, the rights of people. As previously discussed in chapter ten, the
violations of human rights in every state all over the world has connection with the
alarming negative effects of globalization.
With law enforcers‘ involvement on human rights violations, it is proper to discuss the
basic concepts on human rights.
What is Human Right?
The term human rights is generally defined as those rights inherent in the nature
of every individual person without which man cannot live as a human being. The
Commission on Human Rights defined human rights as the supreme, inherent,
inalienable right to life, to dignity and to self-development.
Who is a Human Being?
A human being is a person who possesses physical existence, a product of pro-
creation. The term person refers not only to a human being who inhabits the earth, but
also contemplates an unborn child who has not yet seen the light of a day.
What is Inherent Right?
An inherent right is one which is essentially a part of a person‘s legal personality
from the moment of his birth. It is a right, which cannot be sold, transferred or in any
other manner alienated to another person.
 Meaning of Life - Life means more than mere physical existence. It includes the right
to live, free from social damages against limbs or freedom from unjustified control.
 Meaning of Liberty - Liberty means the right of a person to act without any
interference except in accordance with law.
 Meaning of Property - The term property means everything which man may legally
have exclusive dominion and ownership.
When is a person deprived of his Liberty?
A person is considered deprived of his property without due process of law when it is
physically taken from him, when its value is destroyed, when its capability for enjoyment
or its adaptability to some particular uses is impaired.
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What is due process of law?

The term due process of law means that law which hears before it condemns, which
proceeds upon inquiry, and renders judgment only after trial.

On Unreasonable Search and Seizure

Constitutional Protection
The protection afforded the people against unreasonable searches and seizure
under Sec. 2, Art. III of the 1987 Constitution speaks of three things namely: The right
to be secured in their persons, in their houses, in their papers and effects.
Human Rights Violation per se
The following are classified as Human Rights Violation Per Se under Commission on
Human Rights Circular No. 001 – 88
1. Deprivation of life, liberty or property without due process of law. (Sec. 1, Art. III
Bill of Rights under the Constitution)
2. Violation of the Right to the equal protection of laws.
3. Violation of the rights of the people to be secure in their persons, houses, papers,
and effects against unreasonable search and seizure of whatever nature and for
any purpose.
4. Commission of acts constituting illegal arrest and procurement of illegal search
warrant.
5. The use of force, torture, violence, threats and other means that vitiate the
freewill of any person or to do anything or to sign a document against his will.
(Sec.12 Art. III Bill of Rights under the Constitution).
6. Holding a person in a secret detention places, in solitary confinement, or
incommunicado or other forces of detention.
7. Employment of physical, psychological and degrading punishment against a
prisoner or detainee.
8. Unexplained of force disappearance and extra-legal executions.
Human Rights are violated in different areas under any of the following
categories:
1. The constitutional areas
2. The statutory area, whether civil or criminal
3. Where one acts in defense of one rights
4. Conflict of interest and of motives
The Constitutional Area
Human Rights subject to the violation fall within the protecting ambit of Art. III of the
1987 Constitution of the Philippines entitled ―The Bill of Rights‖ which includes those
found in other provisions.
The Statutory Area - The statutory area includes those provided under Chapter 2,
Preliminary Title of the New Civil Code of the Philippines entitled Human Relations on
the one hand, and those defined and punished under Book Two of the Revised Penal
Code, which include the following:
1. Those Crimes Against the Fundamental Laws of the State
2. Those Against Personal Liberty
3. Those Against Chastity
Where one act in defense of his rights - There are acts which a person commits in
defense of his rights, he thus, violates the rights of another as a consequence.
Conflict of interest, motives and disparity in the social and economic status of people.
Classification of Human Rights
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1. Civil and Political Rights

 The right to life, liberty, security of person.
 Protection against torture and other forms of cruel, inhuman and degrading
punishment.
 Protection Against Arbitrary Arrest and Detention
 Right against Slavery, Force or Compulsory Labor.
 The Right to own Property.
 The Right to Leave and to Return to one‘s country
 Human Right in the Administration of Justice
 Freedom of Thought, Conscience and Religion and Belief
 Freedom of Opinion and Expression.
 Freedom of Association, including Trade and Union Rights.
 The Right of everyone to take part in the government.
2. Economic, Social and Cultural Rights
 The Right to Work
 The Right to Education
 The Right to Health
 The Right to Adequate Shelter and Services
 The Right to Culture
 The Right to Development
 The Right to a Clean Environment
The Bill of Rights
The Bill of Rights is the list of rights pertaining to persons. These rights are recognized,
guaranteed, and protected against invasion, reduction or destruction.
Article III of the 1987 Constitution provides for the Bill of Rights are as follows:
SEC. 1. No person shall be deprived of life, liberty, or property without due process of
law, nor shall any person be denied the equal protection of the laws.
SEC. 2. The right of the people to be secure in their persons, houses, papers, and
effects against unreasonable searches and seizures of whatever nature and for any
purpose shall be inviolable, and no search warrant or warrant of arrest shall issue
except upon probable cause to be determined personally by the judge after examination
under oath or affirmation of the complainant and the witnesses he may produce, and
particularly describing the place to be searched and the persons or things to be seized.
SEC. 3. (1) The privacy of communication and correspondence shall be inviolable
except upon lawful order of the court, or when public safety or order requires otherwise
as prescribed by law. (2) Any evidence obtained in violation of this or the preceding
section shall be inadmissible for any purpose in any proceeding.
SEC. 4. No law shall be passed abridging the freedom of speech, of expression, or of
the press, or the right of the people peaceably to assemble and petition the Government
for redress of grievances.
SEC. 5. No law shall be made respecting an establishment of religion, or prohibiting the
free exercise thereof. The free exercise and enjoyment of religious profession and
worship, without discrimination or preference, shall forever be allowed. No religious test
shall be required for the exercise of civil or political rights.
SEC. 6. The liberty of abode and of changing the same within the limits prescribed by
law shall not be impaired except upon lawful order of the court. Neither shall the right to
travel be impaired except in the interest of national security, public safety, or public
health, as may be provided by law.
SEC. 7. The right of the people to information on matters of public concern shall be
recognized. Access to official records, and to documents, and papers pertaining to
official acts, transactions, or decisions, as well as to government research data used as
basis for policy development, shall be afforded the citizen, subject to such limitations as
may be provided by law.
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SEC. 8. The right of the people, including those employed in the public and private
sectors, to form unions, associations, or societies for purposes not contrary to law shall
not be abridged.
SEC. 9. Private property shall not be taken for public use without just compensation.
SEC. 10. No law impairing the obligation of contracts shall be passed.
SEC. 11. Free access to the courts and quasi-judicial bodies and adequate legal
assistance shall not be denied to any person by reason of poverty.
SEC. 12. (1) Any person under investigation for the commission of an offense shall
have the right to be informed of his right to remain silent and to have competent and
independent counsel preferably of his own choice. If the person cannot afford the
services of counsel, he must be provided with one. These rights cannot be waived
except in writing and in the presence of counsel. (2) No torture, force, violence, threat,
intimidation, or any other means which vitiate the free will shall be used against him.
Secret detention places, solitary, incommunicado, or other similar forms of detention are
prohibited. (3) Any confession or admission obtained in violation of this or Section 17
hereof shall be inadmissible in evidence against him. (4) The law shall provide for penal
and civil sanctions for violations of this section as well as compensation to and
rehabilitation of victims of torture or similar practices, and their families.
SEC. 13. All persons, except those charged with offenses punishable by reclusion
perpetua when evidence of guilt is strong, shall, before conviction, be bailable by
sufficient sureties, or be released on recognizance as may be provided by law. The right
to bail shall not be impaired even when the privilege of the writ of habeas corpus is
suspended. Excessive bail shall not be required.
SEC. 14. (1) No person shall be held to answer for a criminal offense without due
process of law. (2) In all criminal prosecutions, the accused shall be presumed innocent
until the contrary is proved, and shall enjoy the right to be heard by himself and counsel,
to be informed of the nature and cause of the accusation against him, to have a speedy,
impartial, and public trial, to meet the witnesses face to face, and to have compulsory
process to secure the attendance of witnesses and the production of evidence in his
behalf. However, after arraignment, trial may proceed notwithstanding the absence of
the accused provided that he has been duly notified and his failure to appear is
unjustifiable.
SEC. 15. The privilege of the writ of habeas corpus shall not be suspended except in
cases of invasion or rebellion when the public safety requires it.
SEC. 16. All persons shall have the right to a speedy disposition of their cases before all
judicial, quasi-judicial, or administrative bodies.
SEC. 17. No person shall be compelled to be a witness against himself.
SEC. 18. (1) No person shall be detained solely by reason of his political beliefs and
aspirations. (2) No involuntary servitude in any from shall exist except as punishment for
a crime whereof the party shall be duly convicted.
SEC. 19. (1) Excessive fines shall not be imposed, nor cruel, degrading or inhuman
punishment inflicted. Neither shall death penalty be imposed, unless, for compelling
reasons involving heinous crimes, the Congress hereafter provides for it. Any death
penalty already imposed shall be reduced to reclusion perpetua. (2) The employment of
physical, psychological, or degrading punishment against any prisoner or detainee or
the use of substandard or inadequate penal facilities under subhuman conditions shall
be dealt with by law.
SEC. 20. No person shall be imprisoned for debt or non-payment of a poll tax.
SEC. 21. No person shall be twice put in jeopardy of punishment for the same offense.
If an act is punished by a law and an ordinance, conviction or acquittal under either shall
constitute a bar to another prosecution for the same act.
SEC. 22. No ex post facto law or bill of attainder shall be enacted.
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Promotion of Human Rights

Under our laws and government administrative issuances the following are
mandated:
1. The DECS shall include the study and understanding of human rights in the curricula
of all levels of education and training in all schools in the country, adapting the scope
and treatment of the subject or course on human rights to the respective educational
levels. (Executive Order 27-86)
2. The CSC shall include in the examinations for government service the basic
knowledge on human rights.
3. The Department of National Defense, the AFP and the PNP shall include the study of
Human rights as an integral and indispensable part of the education and training of all
police, military, and other arresting and investigating personnel.
4. The NAPOLCOM shall include in the qualifying examinations for police work a basic
knowledge on human rights. (Memo Order No. 26-86).
Police Problem on Graft and Corruption
The malady is the result of rampant criminal activities of public/private officials
using their influence and positional advantage in illegal acquisition of wealth. Police
Corruptions has many definitions. Herman Goldstein defines it as ―acts involving the
misuse of authority by a police officer in a manner designed to produce personal gain
for him self or others.
Frederick A. Elliston and Michael Feldberg define corruption as ― the acceptance of
money or the equivalent of money by a public official for doing something he or she is
under the duty to do anyway, that he or she is under a duty not to do, or to exercise
legitimate discretion for improper use‖
Although these definitions differ, we can find enough commonalities to define
corruption as follows: A police officer is corrupt when he or she is acting under his or her
official capacity and receives a benefit or something of value for doing something or for
refraining from doing something.
The Cost of Corruption
The cost of corruption is extremely high – to the police, the criminal justice
system and the society. The most important point is that a corrupt act is a criminal act.
Criminal activity by the police officers undermines the fundamental integrity of the law
enforcement mission. At the same time, corruption protects other criminal‘s activity.
Gambling syndicates, protected by corruption are the major source of profits for
organized crimes.
Corruption destroys the police department itself. It robs officers of self-respect,
respects for their supervisors, and respect for the department as a whole. Effective
discipline becomes impossible when corruption spreads. The corrupt supervisor cannot
discipline an officer who might threaten to expose the supervisor‘s illegal activity.
Corruption also encourages police lying, as officers protect one another. Lying to protect
one or other officers can then spread to other areas of policing, such as covering up
excessive use of force.
Corruption destroys public confidence in the police. The belief that a department
is corrupt undermines respect for officers and public support for the department as a
whole. This has a special impact on police community relations. Illegal vice activities
have generally been relegated to low income and racial minority neighborhoods.
Awareness of corruption in their neighborhood is one reason why police have low
ratings from the public.

How the Police Become Corrupt?

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Police officers do not start their careers as corrupt individuals. The only
exceptions are those who have some criminal activity in the past, which was not
detected in the selection process. An important part of understanding police corruption,
then, is examining how individual officers become corrupt,
Corrupting Individual Officers
Most experts believe that officers become corrupt through a process of
socialization. An officer does not become corrupt all at once. Rather, the process
involves a series of stages in which the officer passes from lesser to greater tolerance
and or involvement in corrupt activities.
First Stage – The moral career of a corrupt officer begins with relatively minor
gratuities. The officer begins to regard free meals as a normal part of the job. Peer
pressure is extremely important in the first stage. The new officer is introducing to
corrupt acts by veteran officers.
Second and Third Stage – According to Sherman, it involve regulatory offenses,
an officer accepts a free drinks from a bar owner and allows the bar to remain open
after the legal closing hours. Peer pressure is important if the officers know that other
officers routinely do the same thing.
Final Stage – At some point the officer becoming corrupt changes from one who
passively accepts gratuities into one who aggressively solicits bribes. The corrupt acts
begin to involve more serious violation of the law, become more systematic, and involve
larger amounts of money; the officer begins to initiate corrupt acts.
Level of Corruption
Not all departments are corrupt, and not all corrupt departments are equally
corrupt. The relevant question, according to Sherman is: Why are there different kinds
and extends of police corruption‘s is different communities?
First Level – Rotten Apples and Rotten Pockets
Corruption is less serious when it involves only a few police officers acting on
their own. The rotten apple theory applies to a situation where only a few officers
independently engaged in corrupt acts. A rotten pocket exists when several corrupt
officers cooperate with one another. The Rotten apple problem is the easiest to control.
Rotten pockets represents a far more difficult problems, they involved a conspiracy
among several officers who will not testify against one another.
Second Level – Pervasive Unorganized Corruption
Corruption reaches a higher degree of intensity when it is a majority of personnel
who are corrupt, but who have little relationship to each other.
Third Level – Pervasive Organized Corruption
The most serious form of corruption exists at an organized level that penetrates
the higher levels of the department. An example is a systematic payoff to protect illegal
activities with the payoff shared among all members of a unit and their supervisors.
Types and Forms of Corruption
Corruption is not limited to the present day, for as long as there have been a
police, there has been police corruption. Samuel Walker describes four general types of
corruption: taking gratuities, taking bribes, theft or burglary, and internal corruption.
1. Gratuities – are small tips or discounts on goods purchased. In many
communities. Some prohibits gratuities, while others do not.
2. Taking Bribes – the payment of money or other consideration to police officers
with intent to subvert the aims of the criminal justice system. According to
Walker, bribe may take two forms: (1) the pad (formal, regular, periodic payments
to the police to overlook continuing criminal enterprises) (2) the score (a one time
payment to avoid arrest for illegal conduct).
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3. Theft or Robbery – The taking of money or property by the police while

performing their duties, is another form of corruption. The police have access to
numerous premises; include warehouses and stores, while investigating
burglaries.
4. Internal Corruption – Officers pay members of their departments for special
assignments or promotions.
Thomas Barker and Julian Roebuck on the other hand have identified the following
types of corruption:
 Acceptance of free or discounted meals and services.
 Acceptance of kickbacks for referral for services
 Opportunistic theft from helpless citizens or unsecured premises.
 Shakedowns
 Protection of Illegal Activities
 Acceptance of money to fix cases
 Planned Theft
Eight Kinds of Police Corruption
 Corruption of Authority – An officer‘s authority is corrupted when he receives
officially unauthorized material gain by virtue of his position as a police officer
without violating the laws.
 Kickbacks - Profits
 Opportunistic theft – Occurred from arrest of suspects, investigating victims in
crime scenes and from unprotected properties.
 Shakedown – Arises when an officer inadvertently witnesses or gains
knowledge of a criminal violation and the violator subsequently offer a bribe to
evade arrest.
 Protection of Illegal Activities – This type of corruption concerns with the
giving of protection by a policeman in any illegal activity such as gambling,
smuggling, prostitution or other vices to operate without police interference in
exchange of any form of material rewards.
 Traffic Fix – The quashing of prosecution proceeding following the offenders
arrest
 Direct Criminal Activities – It involves no corruptor. Policeman directly
committed crimes against the person or property of another for material gain.
 Criminal Pay-off- Internal Pay-Off regulates a market where the police officers
prerogatives maybe bought, bartered or sold.
Other Kinds of Corruption
Many police officers has been involved in acts of corruption sourced out from Gambling
- Parking and Traffic – Narcotics - Retrieving seized automobiles – Construction -
Intradepartmental Payments – Bars - Sale of Information – Prostitution – and Gratuities
Reasons for Police Corruptions
Numerous theories attempt to explain corruption in law enforcement agencies.
Frank Schmalleger offers an interesting theory about the reason some police officers
become corrupt by tying Edwin Sutherland theory of differential association to police
corruption. Sutherland‘s theory of differential association holds that crime is basically
imitative, we learn crime the same way we learn other behavior. Police tend to imitate
the behavior that surrounds them.

The tremendous discretion they are allowed to exercise, and the existence of the
police personality and police cynicism, it is easy to see that police work is fertile ground
for the growth of corruption. Add to this, is the environment the constant contact police
have with criminals and unsavory people, and the enormous amount of money that can
be made by corrupt officers. Based on all these factors, it is little wonder that corruption
is pervasive
Wilson says that low salaries and expectation that the police will have other jobs
increase the probabilities that the police will be involved in corruption.
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Other Factors Which Contribute to Police Corruption

1. Branch of the Department to which the officer is assigned.
2. Area to which an officer is assigned
3. Character of the police
4. Rank
5. Police Attitude
6. Police Officer clientele
7. Leadership
Effects of Corruption on Law Enforcement
Nothing undermines public confidence in the police and in the process of criminal
justice more than the illegal acts of police officers. David Burnham identified what he
calls four hidden social costs of police corruption namely:
1. It represents a secret tax on businesses that have to pay off the police to avoid
harassment.
2. It undermines the enforcement of the law, allowing widespread illegal activity to
flourish
3. It destroys the department itself, robbing the police officer of self-respect and
respect for superior officers and the department as a whole. Effective discipline
becomes impossible when corruption is systematic
4. Knowledge of the existence of corruption under the public‘s faith in the police and
the entire criminal justice system.
Problems on Police Response
Patrol effectiveness is frequently measured in response time. The time elapsed
between when the call is received and when the police arrived on the scene.
One obvious reason for a rapid response is the opportunity to apprehend a
person engaged in criminal activity.
Primary Reasons for Police Response Delay
Citizen‘s delay in calling the police is because of decision-making problems or problems
in communicating with the police.

Three basic decision-making problems that result in citizen‘s failure to call the police
immediately are:
 Citizens sometimes want first to verify that a situation does indeed involve a
crime; that is they try to resolve ambiguity in the situation.
 Sometimes citizens take actions to help themselves cope with problems the
crimes has created for them, for example leaving the scene, talking with
someone else to enlist support, chasing the suspect or taking care of a
physical injury.
 Most citizens experience conflict as to whether or not to call the police, and
try to avoid making immediate decisions.
After the citizens decided to call the police, they may encounter other problems, such as
the following:
 No Phone Available
 Not Knowing what Number to Call
 Nor Being Able to Communicate Clearly with the Person Receiving the Call
Response time is also delayed when the department does not have enough patrol
officers available for such duty at any particular time.
Patrolling is mainly a deterrent to criminal activity: recent research showed that a
patrolling police officer is likely to come across a serious crime by chance once every 14
years.
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Patrols are particularly useful in offering reassurance to the public. More targeted police
presence also prevents crime, especially where there are crowds of people.
Police patrols take place in cars or on foot; there has been some tendency to return to
foot patrols recently, as they are seen as more conducive to a good relationship with the
public; car patrols, on the other hand, have the advantage of speed of response when a
crime is reported. Police are equipped with radios that enable the local control room to
respond with officers to an incident as appropriate.
Factors Affecting Police Response
Police Officers respond to calls about committed crimes depends on several important
variables:
 What specific crime is involved?
 Is the crime still in progress? How many suspects are involved? Are weapons
involved? Is they‘re a danger to the public?
 Could a hostage situation develop?
 How many officers are available?
 Where are they?
Police Use of Violence
Need for Restraint in Police Use of Force
One of the central issues in policing today is how we can make the police
accountable to the citizenry in a democratic society and yet not hamstring them in their
legitimate pursuit of law and order.
All people-processing organizations, like the police agencies, face certain
common problems. But the police administrator faces a problem in controlling practice
with clients that is not found in most other organizations. The problem is that police
contacts with citizens occur in the community, where direct supervision is not feasible
and where exercise of wide discretion is unavoidable.
The problem of excessive use of force by policemen is popularly referred to as
POLICE BRUTALITY. However, most authorities on the police have become wary of the
phrase ―police brutality‖ in this connection because they believe the term has become
so overcharged with emotional connotation. They feel the expression ―violent-force‖-
both authorized and non-authorized-is a more accurate way of describing this aspect of
police conduct.
Sequence of Decision Phases in Police Use of Deadly Force
Research studies have established that in a substantial percentage of shootings
by police, their action in squeezing the trigger is not the product of a ―shoot/don‘t shoot‖
decision rather the result of a sequence of decisions stretching back in time minutes or
even hours before the gun is fired.
In this regard, Scharf and Binder have conceptualized five ―decision phases‖:
1. Anticipation – defined as the period from the officer‘s first awareness of the need
for the intervention to his arrival on the scene where the encounter occurs with the
opponent. A critical element of this phase is the substance, amount and accuracy
of information that the officer receives and that he may use in forming expectations
of and preparations for the encounter.
2. Entry and Initial Confrontation – This is the period in which the officer physically
enters the scene or fist approaches the citizen. It is theorized that tactical decisions
made in this phase can significantly influence the officer‘s later options. These
decisions would include whether to seek cover (behind an object, protective body
armor, etc.) or concealment and whether to enlist the aid of individuals whom the
suspect may trust.
3. Dialogue and Information Exchange – This is a ―definitional‖ phase in which,
through oral or other forms of communication, the officer(s) and civilians(s) ―size
up‖ the situation and each other. Included in this phase are orders to ―halt‖, ―drop
the gun‖ among others, issued by the police, threats or signs of contempt by the
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civilian toward the officer, and actual negotiations of the sort that would be involved
in extended hostage-barricade incidents.
4. Final Frame Decision to shoot or not to Shoot – The officer‘s actual
determination about discharging the weapon.
5. Aftermath – This final phase includes both on-site events immediately following a
decision to shoot or not to shoot and activities, such as departmental review and
future contact between the officer and his opponent that may occur days or week
later.
When Use of Force on the Citizen can be judged to be Improper or Unnecessary?
In a significant study on the phenomenon of police brutality, Albert J. Reiss has
laid down certain criteria when use of physical force on a citizen can be judged to be
improper or unnecessary if force was used in one or more of the following ways:
1. If a policeman physically assaulted a citizen and then failed to make an arrest,
proper use involves an arrest.
2. If the citizen being arrested did not, by word or deed, resist the policeman, force
should be used only if it is necessary to make the arrest.
3. If the policeman, even though there was resistance to the arrest, could have
easily restrained the citizen in other ways.
4. If a large number of policemen were present and could have assisted in subduing
the citizen in the station, in lockup, and in the interrogation rooms.
5. If an offender was handcuffed and made no attempt to flee or offer violent
resistance.
6. If the citizen resisted arrest, but the use of force continued even after the citizen
was subdued.
By the same idea, Reiss discovered that citizens objected to, and complained about:
1. The way police use language
2. The habit the police officers have of talking down to them
3. The harassing tactics of the police – the indiscriminate stopping and searching of
citizens on foot or in cars, commands to go home, or to move on.
Reiss summarizes the ways in which police have traditionally dealt with certain citizens,
particularly those in the lower class:
1. The use of profane and abusive language
2. Commands to move on or get home
3. Stopping and questioning people on the street or searching them and their cars
4. Threats to use force if not obeyed
5. Prodding with a nightstick or approaching with a pistol and
6. The actual use of the physical force or violence itself.

Use of Force Model Based Upon Progressive Application of Force

The model supports the widely accepted premise and practice of progressive
application of force, which implies the appropriate selection of force options in response
to the level of compliance from the individual to be controlled. For instance, each officer
citizen encounter must flow in a logical and legal sequence of cause and effect based
upon the officer‘s perception of risk.
A brief examination of the model includes the following areas:
Structural Components - The model consists of three panels – ―reasonable officer‘s
perception‖, ―enforcement electives‖ and ―reasonable officer‘s response‖- each of which
is comprised of five levels.
1. Reasonable Officer‘s Perception – It is breakdown into five categories of
perceived subject actions:
 Compliant (Cooperative) – Within the normal realm of law enforcement, the vast
majority of police/citizen encounters are positive and cooperative.
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 Resistant (Passive) – In some confrontational contacts, the subject may offer a

preliminary level of noncompliance. The subject resistance is primarily passive,
with the subject offering no physical enhancement toward the effort other than
sheer unresponsiveness.
 Resistant (Active) – At this level, the subject‘s resistance has become more active
in scope and intensity. The indifference to control has increased to a level of
enhanced physical defiance.
 Assault (Bodily Harm) – In this case, the officer‘s attempt to gain lawful compliance
has met with active, hostile resistance culminating in an attack upon the officer.
 Serious Assault (Serious Bodily Harm/ Death) – This category represents the least
encountered but most serious threat to officer safety. Here the officer can draw a
reasonable conclusion that he is subject to death or great bodily harm as a result of
the attack
2. Enforcement Elective Panel – The model corresponds to the tools provided via
the training curriculum, keying enforcement actions to the specific encounter.
 Level I – This category consists of fundamental procedures supportive of the
initiation and continuation of compliance and procedures.
 Level II – This level includes options centered on the gaining of control via
procedures that are primarily psychologically manipulative, rather than physically
manipulative.
 Level III – Due to the introduction of a physical component to the subject‘s
noncompliance, the officer now must call upon the tactics of encounter and,
possibly, the deployment of supportive force.
 Level IV – Due to the combative nature of the confrontation, the officer must now
deploy tactical procedures centering upon active, force-enhanced counter
measures.
 Level V – At this level, tactical options are directed toward officer survival and
self-preservation.
3. Reasonable Officer‘s Response
Verbal Command – This level relies on the professional officer‘s wide variety of

communication skills, capitalizing upon the general population‘s acceptance of
authority.
 Contact Controls – In the first stage of noncompliance, the officer must deploy
tactical talents to assert control and gain cooperation.
 Compliance Techniques – The officer must deploy sufficient force to overcome
the subject‘s active resistance, remaining vigilant for signs of more aggressive
behavior from the subject.
 Defensive Tactics – Confronted with the subjects assaultive act/s the officer is
justified in taking appropriate steps to immediately cease the assaultive action
and gain and maintain control of the subject once compliance is achieved.
 Deadly Force – Facing an assaultive situation that reaches the ultimate degree
of danger, the officer must deploy absolute and immediate tactics to stop the
lethal threat and secure conclusive compliance and control.
THE REMEDIES TO THE POLICE PROBLEMS
As they say, every problem has a solution. After we have discussed the
problems, below is a discussion on the possible remedies to deal with these police
problems. They must be, however, taken into holistic approaches in their
implementation.
General Remedies Available
Consistent progress in public service is possible only when the internal strength of the
organization exists. There must be high morale among the members of the police
service reflected in their esprit de corps that springs from their genuine loyalty and noble
faith in the policies and objectives of the organization.
Recruitment standards, training requirements and career development program
must be strictly observed.
Salaries and allowances and other personnel motivations must be maintained in
the proper levels. Police service as it is presently conducted does not appear to meet all
the requirements of a true profession, and while evident improvements have been made
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in some areas of work, much remain to be done in the correction of the police
organizations to attain modern civilian professional concepts.
There are no obstacles to the attainment of professional status that are so great
that cannot be surmounted if the human elements of the organization themselves are
willing to accept the demands of professional growth and responsive service.
In professional organizations, high standards of qualifications must be established and
recognized by the members for recruitment and admission thereto. Likewise, facilities
must be provided for technical and enrichment skills and the development of knowledge
on both substance and work procedures.
Remedies on Police Corruption
We can prevent or control police corruption through the following means:
1. List all the corruption or crimes reported to have been committed in your
organization and arrange in order of importance.
2. Specify each act of corruption using the following questions:
 What is the particular type of corruption committed?
 Who are reportedly involved as giver, taker, accomplishes etc.?
 Where is this corruption occurring in your organization?
 When is this corruption occurring in the cycle of your service?
 How big is the problem? How many times is it occurring? How much loss is
involved?
3. Identify the forces of attraction to this crime.
 What is in it for the giver? The taker? And each of those involved?
 What gains or rewards are they after?
 What risks are involved? What punishments are in store for those who are
caught? What is the likelihood that the culprits will be caught and prosecuted?
4. Identify the rationalizations used to justify the act.
 What alibis, half-truths and plain lies are used to justify this act in your
organization?
 What makes these alibi‘s credible or acceptable to the persons involved and to
the rest of the people in your organization?
 What are the major flaws of these alibis? What truths and realities do they hide
or deny?
 What are the sources of these lies? How are they communicated to your
organization?
 Identify the occasions in your organization when this crime can be repeated?
 What in your organization that provides opportunities to commit this crime?
 Which systems and procedures are less effective, not properly understood, not
given enough attention, vulnerable to corruption?
 Formulate an action plan to prevent corruption.
 How can you minimize or eliminate the forces of attraction?
 How can you make honesty more rewarding, more meaningful and more
satisfying?
 How can you make dishonesty more punishing, more risky, more attractive?
 How can you eliminate or minimize these rationalizations?
 How can you debunk these lies, alibis and half-truth?
 How can you arouse their sense of honesty, truthfulness and sincerity?
 How can you improve your systems and procedures so that you can detect
corruption early and correct as fast as possible?
Control Mechanisms in the Use of Force by Police Officers
To improve the control of violent force, many police specialist believe major changes in
the purpose, recruiting method, training, organization and tactics of the police will have
to be implemented.
 Adoption of organizational rules, procedures, accountability mechanism, training,
firm system of oversight and accountability by police managers.
 Improved officer selection criteria, and officer training in various survival tactics,
such as range instruction, human relation skills, cultural awareness programs,
verbal judo, martial arts, and the use of less lethal weapon.
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 Heavy emphasis should be given to detailed background check in order to detect

any erratic behavior in the past as an indicator of possible trouble in the future.
 Intensive psychiatric or psychological interview should be conducted for all
applicants.
Proactive Measures against Police Violence
With training as a focal point, the following proactive measures towards violence-
reduction in police work are suggested:
 Training, training, training, retraining, retraining, retraining, communication,
communication, communication.
 Front-line supervision that is well trained, well informed and not afraid to supervise.
 Discipline that is fair, consistent and consistently applied.
 An awareness of instances of over-aggressive tendencies and the provision of
remedial training or discipline before these latent tendencies become assaults.
Other Remedies
To improve efficiency and effectiveness in police work with a lessened amount of
police problems, the following are other remedies on police problems:
 Comprehensive campaign of the Moral Recovery Program in the police service
 Comprehensive focus on educational measures with emphasis on the ethical
standards and code of conduct for law enforcers.
 Comprehensive check-up on existing statutes concerning the police organization
 Political will power remedies on erring police office.

COMPARATIVE POLICE SYSTEM

Police = The governmental department charged with the regulation and control of the
affairs of a community, now chiefly the department established to maintain order,
enforce the law, and prevent and detect crime. (French word)

COMPARATIVE = an estimate of relative likeness or unlikeness of two objects or event

GLOBALIZATION
= package of transnational flow of people, production, investment, information, ideas
and authority.
= growing interpenetration of states, markets, communication and ideas.
= The process of creating transnational markets, politics, and legal systems in an effort
to form and sustain a global economy.

EFFECTS OF GLOBALIZATION to Law Enforcement

= law enforcers are expected to be the protector of the
people…….unaccountable flow of migration and open markets present new threats to
state-based human rights regimes – great challenge to law enforcement.

Threats to Law Enforcement

 increasing volume of human rights violations as evidence by genocide and
mass killing
 conflict between nations
 Transnational criminal networks for drug trafficking, money laundering,
terrorism
TYPES OF POLICE SYSTEM
1. Common Law Systems = usually exists in English speaking countries of the world
= there is strong adversarial system and rely upon oral system of evidence in
which the public trial is a main focal point
= also known as ―Anglo-American Justice‖
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2. Civil Law Systems = distinguished by strong inquisitorial system where less right is
granted to the accused and the written law is taken as gospel and subject to little
interpretation
= also known as ―Continental Justice or Romano-Germanic Justice”
3. Socialist System = distinguished by procedures designed to rehabilitate the
offender.
= known as Marxist-Leninist Justice and exist in places such as Africa and Asia
4. Islamic System = based more on the concept of natural justice or customary law or
tribal traditions

THEORIES OF POLICE SERVICE

Continental = is the theory of police service which maintains that police officers are
servants of higher authorities. This theory prevails in the continental countries like
France, Italy and Spain.

Home Rule = the theory of police service which states that police officers are
servants of the community or the people. This theory prevails in England and
United States. It is also the police service which prevails in country with decentralized
form of government. This is likewise the police service theory that should prevail in the
Philippines based on the existing laws, concepts and principles.

CONCEPT OF POLICE SERVICE

a. Old police service = states that the yardstick of police proficiency relies on the
number of arrest made.

b. Modern police service = states that the yardstick of police proficiency relies on
the absence of crime.

Deviance Control = is the modern police function which primarily involves the mission
to reinforce community values and laws. This was adopted by Germany, China and
Japan.

Civil order control = is not organizationally separated from deviance control but is
performed by regular street police in the country of England and United States.

EVOLUTION OF POLICING SYSTEM

 Praetorian guards = military bodies who serve as guardians of peace in ancient
Rome in which the idea of policing said to have originated
 Officer de la Paix = a French term which claimed to be the origin of the term
Police Officer

1. Anglo-Saxon Period of Policing System (Ancient England)

A. Tun Policing System

A system of policing emerged during the Anglo-Saxon period whereby all male
residents were required to guard the town (tun) to preserve peace and protect the
lives and properties of the people.
About 700 AD, the people living in England in small rural towns used the Anglo-
Saxon System. Ten families in a town (tun) equaled a tithing. Each tithing elected a
leader who was known as the Tithingman. Since 10 tithings amounted to 100, the
leader of the 100 families was named the reeve. Both the tithingman and reeve were
elected officials. They possessed judicial power as well as police authority.

B. Hue and Cry

A village law started in Britain which provided methods of apprehending a
criminal by an act of the complainant to shout to call all male residents to assemble
and arrest the suspect.
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C. Trial by Ordeal
A judicial practice where in the guilt or innocence of the accused is determined
by subjecting him to an unpleasant, usually dangerous, experience. (In present
terminologies, it would mean an employment of a “3rd degree.”) The word ―ordeal‖ was
derived from the Medieval Latin word “Dei Indicum” which means “a miraculous
decision.”

2. Norman Period of Policing System

This system of policing existed during the time of Norman William The
Conqueror (King of France). When he invaded and conquered England, a military
regime of conquers and dictators began and changed the concept of crime being
committed against the state.

A. Shire-Rieve
Shire-Rieve was a policing system during the Norman Period when England was
divided into fifty-five (55) military areas, each headed by a ruler called the Rieve (head-
man or lieutenant of the army). The fifty-five (55) military divisions in England are
called shires. The shire-rieve had absolute powers that no one could questions his or
her actions.
Two “Constabuli” or “The Keeper of the Horse” were appointed to each
village to aid the Rieve in his duties. It became the source of the word Constable.
The term “Shire-Rieve” is said to be the origin of the word “Sheriff.”

B. Travelling Judge or Circuit Judge

A judge selected to hear cases which were formerly being judged by the Shire-
Rieve and tasked to travel through and hear criminal cases. This was the first
instance of the division of the police and judicial powers.

C. Legis Henrici
An act that was enacted during this period with the following features:
 Offenses were classified as against the king and individual.
 Policeman becomes public servant.
 The police and the citizens have the broad power to arrest. It introduced the
system called “citizen’s arrest.”
 Grand Jury was created to inquire on the facts of the law. A system which made
inquisition onto the facts of a crime and eliminate the ―Anglo-Saxon Trial or
“Trial by Ordeal System.‖

D. Frankpledge System
A system of policing whereby a group of ten neighboring male residents over
twelve years of age were required to guard the town to preserve peace and protect the
lives and properties of the people

3. Westminster Period of Policing System

It is called by this name because the laws governing policing came out of the
capital of England, which at the time was Westminster. This period has the following
features:
 Guards were appointed and the duties of the constables at night (watch) and
in daytime (ward) were defined
 Statute of Westminster of 1285, a collection of regulations aimed at keeping
the peace.

B. Statute of 1295
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The law that marks the beginning of the curfew hours, which demanded the
closing of the gates of London during sundown.

C. Justice of the Peace (About 1361)

Three or four men who were learned in the law of the land were given authority
to pursue, arrest, chastise and imprisonment violators of law. They handled
felonies, misdemeanors and infractions of city or village ordinances. This was later
abolished about 75 years after.

D. Star Chamber Court (1487)

A special court designed to try offenders against the state. The room set-up is
formed in a shape of a star and judges were given great powers such as the power
to force testimony from a defendant leading to a great abuse of power or brutality
on the part of the judges.

4. Keepers of the Peace

A proclamation issued by King Richard of England sometime in 1195 that

required the appointment of knights to keep the King‘s peace by standing as guards
on bridges and gates while checking the people entering and leaving the cities
and towns.

5. King Charles II of England (1663)

King Charles II passed an act which established or promoted the employment of
watchmen or bellmen to be on duty from sunset to sunrise.

6. Magna Carta or "The Great Charter"

A law promulgated by King John of England upon the demand of the Knights
of the Round Table forcing the King to sign the same with the following features:
 No freeman shall be taken, imprisoned, banished or exiled except by legal
judgment of his peers.
 No person shall be tried for murder unless there is proof of the body of the victim.

LONDON POLICING PRIOR TO 1829

Henry Fielding = appointed as Magistrate in 1748, introduced the first detective force,
known as the Bow Street Runners
Bow Runners = a group of men organized by Henry Fielding and named by his brother
John Fielding task to catch thieves and robbers
identified by carrying a Tipstaff with the Royal Crown
= made up of eight constables who also investigated crimes handed over to
them by the volunteer constables and watchmen

1798 = Marine Police Force was established, salaried constables were being paid by
local magistrates.
= initially made up of 220 Constables assisted by 1,000 registered dock workers,
and was responsible for preventing the theft of cargo. = widely regarded as being the
first modern police force in the world, in the sense that they were not government
controlled and were responsible for the prevention of crime.

LONDON 1829
Sir Robert Peel = appointed as Home Secretary in 1822

METROPOLITAN POLICE = organized in 1829 by Sir Robert Peel (Metropolitan

Police Act of 1829)
= the largest of the police services that operate in greater London (the others
include the City of London Police and the British Transport Police)
= finest police force around the world.
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TOTAL POLICING = motto of London Metropolitan Police

IMPORTANT DATES
 1833 = Coldbath Fields Riot (Grays Inn Road). A major crowd disturbance
dealt with by the Metropolitan Police with controversial use of force.
 1836 = The Metropolitan Police absorb the Bow Street Horse Patrol into its
control.
 1838 = incorporates Marine Police and Bow Street Runners into the
Metropolitan Police and the disbandment of the Bow Street Office and other
Offices. These were all agreed and put into effect.

Administration Policing Principles of London Metropolitan Police

1. Stable and effective civil police under government control
2. Absence of crime is the best proof of efficiency
3. Fast distribution of crime news to the police is essential.

 Commissioner = highest rank in the Metropolitan Police

 Police Constable = lowest rank

Contributions of the French in Policing

 Assigning house numbers
 Installing street lights
 Use of police ambulances
 Use of warrant card and ID signifying the authority to arrest

UNITED STATES POLICING SYSTEM

TYPES OF US POLICE
1. Municipal Police = includes village, township, city and country police departments,
sheriff departments.
Types of Local Police
a. Country Sheriff = in charged with the operation of county jail, civil function such
as service of eviction notices and other court orders and police responsibility.
b. City Police = most common local police organization. It has jurisdiction in
matters that occur in an incorporated municipality.
2. State Police = includes special investigative agencies that concentrate on statewide
law enforcement
3. Federal Police = agencies operated by federal government at the national level

Some Federal Agencies Having Police Functions

a. Protection of Life, Property and Enforcement of Penal Statutes
1. Federal Bureau of Investigation (Department of Justice) = investigates all violations of
federal law except when the enforcement authority was given to other specific federal
agency
2. United States Secret Service (Department of Treasury) = concerned with
investigation of counterfeiting, forging or altering of any of the money or other securities
of the U.S. It is also in charged of the protection of the president and his family, and of
the executive mansion grounds
3. Bureau of Narcotics (Department of Treasury) = investigated all violations of federal
law relating to prohibited drugs
4. Immigration and Naturalization Service (Department of Justice) = investigates all
violations of immigration and naturalization laws, patrol boarders to prevent surreptitious
entry of aliens,

b. Protection of the National Revenue

1. Intelligence Unit of the Bureau of Internal Revenue = investigation of violations of
income tax laws
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2. Alcohol Tax Unit of the Bureau of Internal Revenue = violations of internal revenue
laws
3. Division of Investigation and Patrol, Bureau of Customs = investigates smuggling
activities and enforces customs and navigation laws.
4. Private Police = additional police protection made by employing sworn officers
through contract when they are not officially on duty

Two Basic Forms of Private Police

a. Proprietary Police = when a person wish to receive service, he hires and security
personnel directly
b. Contract Security = services of an independent security company

U.S. Police Agencies

New York City = it is where the first full time police force was organized in
the United States
 New York Police Department = the largest police force in the United States
 Texas Ranger = police force originally created in response to colonization
 Boston Police Department = first local modern police department
established in the United States
 Pennsylvania State Police = the first state police agency established
 Los Angeles Police Department = police force that hired the first female
police officer named, Alice Stebbins Wells

The United States police rank model is generally quasi-military in structure.

Although the large and varied number of federal, state, and local police departments
and sheriff's office have different ranks, a general model, from highest to lowest rank,
would be:
 Chief of Police/Police Commissioner/Superintendent/Sheriff
 Deputy Chief of Police/Deputy Commissioner/Deputy
Superintendent/Undersheriff
 Inspector/Commander/Colonel
 Major/Deputy Inspector
 Captain
 Lieutenant
 Sergeant
 Detective/Inspector/Investigator
 Officer/Deputy Sheriff/Corporal

CANADA
Royal Canadian Mounted Police (RCMP) = colloquially known as Mounties and
internally as ―The Force‖ = is the national police force of Canada and one of the most
recognized of its kind in the word being a national, federal, provincial and municipal
policing body. It is founded in 1920 by the Merger of Royal Northwest Mounted
Police(1873) with the Dominion Police (1868).
= headed by the Commission under the direction of the Minister of Public Safety
Canada.

Commissioner = highest rank in the Royal Canadian Mounted Police

Police Constable 4th Class = lowest rank

AUSTRALIA
Australian Police = a progressive and multi-faceted law enforcement organization,
taking strong lead in the fight against 21st century crime.
 Commissioner = highest rank
 Constable = lowest rank
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HONGKONG
Hong Kong Police Force
= is the largest disciplined service under the Security Bureau of Hong Kong.
It is the world's second, and Asia's first, police agency to operate with a modern policing
system. It was formed on 1 May 1844.
in 1969, Queen Elizabeth II granted the Royal Charter to the Hong Kong
Police Force for their handling of the Hong Kong 1967 riots — renaming them: the
Royal Hong Kong Police Force. Following the transfer of sovereignty, the Force is
once again named the Hong Kong Police Force

Structure HKPF
The Force is commanded by the Commissioner of Police, who is assisted by
two deputy commissioners:
a. Deputy Commissioner – Operations = supervises all operational matters
including crime and
b. Deputy Commissioner – Management = is responsible for the direction and
coordination of force management including personnel, training, and management
services.

Motto =We Serve with Pride and Care

The Hong Kong Police Force is organized into Six Regions:

 Hong Kong Island
 Kowloon East
 Kowloon West
 New Territories North
 New Territories South
 Marine Region

The Force Headquarters (Management) is made up of five departments:

 Operations & Support
 Crime & Security
 Personnel & Training
 Management Services
 Finance, Administration and Planning

Hong Kong Police College = s responsible for all matters relating to training within the
Hong Kong Police except internal security, Auxiliary and Marine Police training. Training
provided by the Police College includes recruit and continuation training, crime
investigation training, police driver training and weapon tactics training. The information
technology training, command training, local and overseas management training, some
specialist courses and periodic courses on firearms and first aid are also provided by
the Police College.

Service Quality Wing = is responsible for spearheading initiatives to improve services

provided to force customers both external and internal. The wing comprises three
branches: Performance Review, Research and Inspections and Complaints and
Internal Investigations (C&II)
Complaints and Internal Investigations (C&II) = includes the Complaints Against
Police Office (CAPO) oversees the investigation and successful resolution of all
complaints made both externally and internally against members of the force.

Entry Requirements to HKPF

Nationality
Must be a permanent resident of the Hong Kong Special Administrative Region and
have lived in Hong Kong for at least seven years.
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For Inspector
Academic Requirements
 Hong Kong degree, or equivalent; or
 An accredited Associate Degree from Hong Kong tertiary institution / A Higher
Diploma from a Hong Kong polytechnic / polytechnic university, or a Diploma
from a registered post-secondary college awarded after the date of its
registration, or equivalent; or
 A pass in two subjects at Advanced Level in the Hong Kong Advanced Level
Examination (2A) plus three other subjects at Grade C or above in the HKCEE
(3O), or a combination of results in five Hong Kong Diploma of Secondary
Education (HKDSE) subjects of Level 3 in New Senior Secondary (NSS)
subjects, ―Attained with Distinction‖ in Applied Learning (ApL) subjects (subject to
a maximum of two ApL subjects) and Grade C in Other Language subjects, or
equivalent.

For Police Constable

Academic Requirements

Five passes or above, which may include Chinese Language and English
Language, in the HKCEE, or a combination of results in five Hong Kong Diploma of
Secondary Education (HKDSE) subjects of Level 2 in New Senior Secondary (NSS)
subjects, ―Attained‖ in Applied Learning (ApL) subjects (subject to a maximum of two
ApL subjects) and Grade E in Other Language subjects, or equivalent.

Selection Processes For Inspector

 Written Examination
 Extended Interview
 Psychometric Test
 Final Interview Board
 Physical Fitness Test
 Integrity Checks and Medical Examination
 Appointment

Selection Processes for Police Constable

 Physical Fitness Test
 Group Interview
 Psychometric Test
 Final Interview Board
 Basic Law Test
 Integrity Checks and Medical Examination
 Appointment

RANKS OF HKPF
Commissioner of Police (CP)
Deputy Commissioner of Police (DCP)
Senior Assistant Commissioner of Police (SACP)
Assistant Commissioner of Police (ACP)
Chief Superintendent of Police (CSP)
Senior Superintendent of Police (SSP)
Superintendent of Police (SP)
Chief Inspector of Police (CIP)
Senior Inspector of Police (SIP)
Inspector of Police (IP)
Probationary Inspector of Police (PI)
Station Sergeant (SSGT)
Sergeant (SGT)
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Senior Constable (SPC)

Police Constable (PC)
TAIWAN
TAIWAN POLICE FORCE = is the unified police force of taiwan
= under the supervision of NATIONAL POLICE AGENCY which is directly under
the MINISTRY OF INTERIOR
= under effective civilian control

FUNCTIONS
1) to maintain public order,
2) 2) to protect social security,
3) 3) to prevent all dangers, and
4) ) to promote the welfare of all people.

TYPES OF POLICE FORCE IN TAIWAN

1. Administration Police = are generally referred to those who are required to wear
uniforms to carry out duties of household visits, patrolling, raid, guarding, duty officer,
and reserves.
2. Traffic Police = the primary duties of the Traffic Police are to keep traffic order, to
ensure traffic safety, to prevent traffic accidents, and to smooth traffic flow.
3. Special Police = are those who are responsible for protecting the Central
Government, establishing contingent plans and assisting local and specialized police
units in maintaining public order.
4. Criminal Investigation Police = the primary duties of the criminal investigation
police are to prevent and detect crimes.
5. Specialized Police = main duties are to protect state-run enterprises and public
facilities like railways, highways, airports, harbors, MRT and Bank of Taiwan.

RANKS OF TAIWAN POLICE FORCE

Police Supervisor General
Police Supervisor Rank
Police Supervisor Rank Two
Police Supervisor Rank Three
Police Supervisor Rank Four
Police Officer Rank One
Police Officer Rank Two
Police Officer Rank Three
Police Officer Rank Four
Police Rank One
Police Rank Two
Police Rank Three
Police Rank Four

MYANMAR
Myanmar Police Force = formally known as The People's Police Force (Burmese:
Pyi Thu Yae Tup Pwe)
= established in 1964 as independent department under Ministry of Home
Affairs. It was reorganized on 1 October 1995.
There are 14 State and Divisional Police Forces and three additional
State/Division Police Forces

Each State and Divisional Police Force consist of four components

 Office of the Commander of the State and Divisional Police Force
 Office of the Commander of the District Police Force
 Office of the Commander of the Township Police Force
 Police Stations
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TRAINING CENTERS
1. Central Training Institute of Myanmar Police Force
2. No.1 Police Training Depot = undertakes Basic Training Course for Police Sergeant
for 2 years; Warrant Officer and Police Sergeants Course for 12 Weeks; and Basic
Training Course for Constables for 6 Month
3. No. 2 Police Training Depot = undertakes only Basic Training Course for
Constables, which normally takes around 6 months to complete.

INDONESIA POLICING SYSTEM

Indonesian National Police (Kepolisian Negara Republika Indonesia) = is the
official police force of Indonesia
= organized 1946
= also known as Polri
Markasbesar/Mabes = name of the headquaters of Indonesian National Police located
in KebayoranBaru, South, Jakarta, Indonesia

POLRI TERRITORIAL FORCES

1. Kepolisian Daerah or polda = provincial police
2. Kepolisian Wilayah or Polwil = regional police
3. Kepolisian Resort or Polres = city police
4. Kepolisian Sector or Polsek = sub-district police

SPECIAL BRANCHES
1. Brigade Mobile (BRIMOB) = the most militarized trained to deal with mass
demonstrations
= paramilitary role to conduct security stabilization operations and providing
security for VIP and vital facilities
2. Anti-Riot Unit (Pasukan Anti Huru-Hura) = received special anti-riot training
3. Sea and Air Police = responsible patrolling the airspace
4. Plainclothes Unit = assigned in conducting investigations
5. Maritime Police = responsible in protecting the territorial sea
6. Anti-Terrorist Unit = trained in counter-terrorism
7. Forensics = in-charged of laboratory examination of evidence

POLICE RECRUIT VOLUNTEERS

 At least sixth-grade education and should pass the competitive examination.
After 3 years, personnel with junior secondary diploma could enter into training to
become NCO.

RANKING SYSTEM OF POLRI

Police General = equivalent of Director General of PNP
Second Bhayangkara = equivalent of police officer 1 of the PNP

ROYAL MALAYSIAN POLICE (RMP: Malay: Polis Diraja Malaysia, PDRM) = police
force of Malaysia.
= headquarters is located at Bukit Aman, Kuala Lumpur
= The constitution, control, employment, recruitment,fund, discipline, duties and
powers of the police force is specified and governed by the Police Act 1967

Motto = TEGAS, ADIL DAN BERHEMAH = Firm, Fair And Prudent

RMP Organizations
1. Management Department = the Management Department is tasked with the routine
of management and administration affairs of the RMP. This department is also the
nerve centre of the RMP and acts as the support services platform for the rest of the
force.
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2. Logistics Department = has the role to provide several equipments needed in RMP
 3. Criminal Investigation Division = deals with the investigation, arrest and
prosecution of hard crimes (murder, robbery, rape etc) and petty crimes (theft,
house-breaking etc).
= This department also specializes in gambling, vice and secret societies (triads)
Branches of Criminal Investigation Division
 D1 – Administrative Division
 D2 – Criminal Record Registration
 D3 – Internal Affairs
 D4 – Statistics
 D5 – Prosecution and Law Divisions
 D6 – Technical Assistance Division
 D7 – Gambling / Vice / Secret Societies
 D8 – Investigation Division / Planning
 D9 – Special Investigation Division
 D10 – Forensic Laboratory Division
 D11 – Sexual Investigation Division
 D12 – National Centre Bureau-Interpol Division

4. Narcotics Criminal Investigation Division = this department's function is to fight

against dangerous drugs by enforcing the law to stop and reduce the demand and
supply of dangerous drugs.
5. Internal Security and Public Order Department = responsible for traffic control and
Search & Rescue (SAR) operations
6. The Police Field Force (PFF) = organized in battalions and was a para-military units
of the Royal Malaysia Police. Also known as the Jungle Squad
= established in 1948
7. Police Counter-Terrorism Unit = an elite unit of RMP responsible in counter-
terrorism operations
8. UNGERIN = Unit Gempur Marin (UNGERIN) (Marine Combat Unit) was established
in 2006 and it was fully operational by the end of 2007
= first name was Unit Selam Tempur due to the pressing need to suppress the
pirate attacks alongside the coastal area of Malacca Straits and open sea area of South
China Sea which were continuously widespread from time to time despite various efforts
done to overcome the problem
= members received training from U.S
9. Federal Reserve Unit (FRU) = (Malay: Pasukan Simpanan Persekutuan)
= its role is riot suppression, crowd control, disaster relief & rescue, as well
as special operations assistance
= organized in 1955
10. C4-i Implementations System = (abbreviation for Command, Control,
Communications, Computer-Integrated) = based at Police Control Centre in all police
contingents in Malaysia.
= this unit is assigned to patrol the city and the suburbs.
11. The Marine Operations Force or (Malay: Pasukan Gerakan Marin) = tasked with
maintaining law and order and coordinating search and rescue operations in the
Malaysian Maritime Zone and on the high seas
12. Royal Malaysian Police Air Wing Unit or Unit Udara PDRM (UUP) = is a special
unit of Royal Malaysia Police with a vital role in maintaining national security with
thorough surveillance and patrol from the air
13. Special Branch = This department is responsible for collecting intelligence for
national security
14. Traffic Unit = responsible in maintaining the flow of traffic
15. Commercial Crimes Investigation Department = this department's main function
is to investigate, arrest, and prosecute offenders committing white collar crimes such as
fraud, breach of trust, cyber-crimes, forgery, counterfeiting etc
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16. Mounted Police = police who patrol on horseback (equestrians) or camelback. They
continue to serve in remote areas and in metropolitan areas where their day-to-day
function may be picturesque or ceremonial, but they are also employed in crowd
control because of their mobile mass and height advantage

RANKS OF RMP
INSPECTOR-GENERAL OF POLICE = equivalent of director general (Philippines)
POLICE CONSTABLE = equivalent of police officer 1 (Philippines)

Singapore
Francis James Bernard = formed the skeleton force as the heritage of Singapore
Police Force in 1819.
 Singapore Police Force (SPF) is the main agency task with the maintaining law
and order in the city-state. It is formerly known as Republic of Singapore
Police. Organized with split staff (15) and line functions (13) roughly modeled
after the military. Headquarters at New Poenix Park in Novena. The highest
rank is Commissioner of Police and the lowest is Police Constable.
 Section 7 of Police Force Act of 1857 = constitution of the SPF
Recruitment/training
 High school graduates who were interested in law enforcement as a career can
be recruited and those who are selected for officers had to be approved by the
Public Service Commission.
 Career development course were encouraged for officer and senior officers are
required to travel oversees for training such as in Police Staff College in
Britain, FBI Nat’l Academy in US and Police Academy in Japan.
 Nine (9) months training. Newly appointed officer will be placed on a one year
probation period.

RANKS OF SPF
Commissioner of Police = equivalent of director general in the Philippines
Constable = equivalent of Police Officer 1 in the PNP

JAPAN POLICING SYSTEM

 Keihoryo (Police Bureau within the Ministry of Home affairs to 1945)

 Japanese Colonial Government = the one which organized the first formal
policing in China.
 Japanese Yakuza = considered as the center of Asian organized crime action.

ORGANIZATION OF NPA
1. National Public Safety Commission = a government body responsible for the
administrative supervision of the police. Under the jurisdiction of the Prime Minister
2. Japan National Police Agency (NPA) = a totally gunless police force, except for
its special attack team.

Organizations Attached to the NPA

a. National Police Agency = provides training to police officers and conduct academic
research
b. National Research Institute of Police Science = conducts research in police science
c. Imperial Guards = provides escort to the Emperor, Empress, Crown Prince and
other Imperial family.
= responsible for the security of Imperial Palace

3. Regional Police Bureau = exercise control and supervision over regional police
offices and provides support with the prefectural police.
Director General = heads each Regional Bureau acting upon orders from the
Commission General of the NPA.
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Regional Police Bureau = the local organizations to carry out part of the NPA‘s
functions. There are about 7 Bureaus in the major cities except for Tokyo and
Hokkaido where in Tokyo, Metropolitan Police department (headed by
Superintendent General) has long been established and shares the same location with
the NPA. Prefectural Police has the whole of Hokkaido under its jurisdiction.

4. Prefectural Public Safety Commission (PPSC) = administrative commission

functioning under the representative system which supervise the prefectural police.
Under the Jurisdiction of the Governor. Though not empowered to give order to the
Commission.

5. Koban = a system of policing adopted in Japan, a substation near major

transportation hubs and shopping areas and in residential districts which forms the first
line of police response to the public.
= Koban usually staffed by 3-5 officers and about 7000 residential police boxes
(Chuzaisho- staffed by a single officer). About 20 % of police is assigned to Koban.

CHINA POLICE SYSTEM

 Ministry of National Defense = is the top of the hierarchy with judicial and
public security agencies such as Ministry of Public safety and the Ministry of
State Security.
 Ministry of Public Security= is the principal police authority of the mainland of
the People‘s Republic of China which oversee the day to day law
enforcement. (It is the equivalent of the National Police Agency in Japan).
 Ministry of State Security = the Chinese government‘s largest and most active
foreign intelligence agency, though it is also involved in domestic security
matters.

Kinds of police
1. People‟s Armed Police (PAP), 1980‘s deals with domestic disturbances, acts as
riot police and guard‘s government compounds and foreign embassies. Usually handles
border defense but is called sometimes to back up local police.
2. State Security Police = (1983) safeguards state security, prevent foreign
espionage, sabotage and conspiracies. Under the Ministry of State Security and
directly accountable to the State council.
3. Prison Police = a part of the correctional arm of the overall police system
stationed in prisons and correction units. This is under the leadership of the Ministry of
Justice.
4. Judicial Police = responsible for maintaining the security and order in courts and
serving instruments and some also executing death sentences.
5. Quasi parapolice (―Cheng guan‖) = operate in many places and hired by officials to
help carry out some unpopular actions such as collecting taxes and fines and ousting
peasants from seized land.

Special Police College = conducts nationwide recruitment once a year.

Central Military Commission = appoints police in China
People‟s Liberation Army = Chinese Armed forces.
Civil Service Promotion Examinations = basis for regulation of the Rank promotion
Examination for police officer.

RANK SYSTEM IN CHINA

Commissioner General = equivalent of Director General in the PNP
Constable 2nd Class = equivalent of Police Officer 1 in the PNP

THAILAND POLICE SYSTEM

 143

Royal Thai Police = formerly known as THAILAND NATIONAL POLICE

DEPARTMENT (TNPD)
= In 1998, TNPD was transferred from the Ministry of Interior of Thailand to be
directly under the Office of the Prime Minister using the name Royal Thai Police. The
position of its supreme head was changed from that of the Director-General of the
TNPD to the Commissioner-General of the Royal Thai Police

Royal Thai Police Headquarters = based in Bangkok

Police-General = highest rank of the Royal Thai Police
Policeman / Constable = lowest rank

BRUNEI POLICE SYSTEM

 Royal Brunei Police Force (Polis Diraja Brunei – PDRB) = created in 1921
which is responsible for keeping law and order and providing law enforcement
services throughout Brunei
 Inspector-General of Police = highest rank
 Lance Corporal = lowest rank

Philippine Police System

 During the Spanish Regime
 Maintenance of law and order is a part of the military system for the
defense of the colony;
 Locally organized police forces although performing civil duties is a direct
adjunct of the colonial military establishments; (policemen in appearance
yet colonial soldiers in the ultimate sense.
 Police functions consisted mainly of (1) suppression of brigandage by
patrolling unsettled areas; (2) detection of local or petty uprising by spying
upon the work and movements of the people and; (3) the enforcement of
tax collection including church revenues.
 Cuardilleros = a body of rural police organized in each town established by
Royal decree of Jan. 8, 1836. It mandates that 5% of the able bodied male
inhabitants of each province where to be enlisted in this police organization for 3
years. There services are originally not paid or gratuitous subject to some
privileges although in some province they received a proportionate pay ranging
from 4.00 to 8.00 depending on the revenue collection.
 Carabineros De Seguridad Publica = Organized in 1712 for the purpose of
carrying the regulations of the Department of State. This was armed and
considered as the mounted police who later discharged the duties of a port,
harbor and river police. It was later given special commission by Royal Decree of
December 20, 1842 and it was called – Cuerco De Seguridad Publica ( Corps of
Crabbiness for Public Security).
 Gurdia Civil = Created by Royal decree on February 12, 1852, to partially relieve
the Spanish peninsula troops of their works in policing towns. It is consisted of a
body of Filipino policemen organized originally in each of the provincial capital
of the province of Luzon under the Alcalde Mayor.)
 Philippine Commission Act No. of 175 = (July 18, 1901) an act providing for
the organization and government of an Insular Constabulary.
 Sec. 1, Act 255 of October 3, 1901 = renamed the Insular Constabulary to
Philippine Constabulary (a national police institution for preserving peace,
keeping order and enforcing the law.
 Henry Allen = the first Chief of the Philippine Constabulary.
 Rafael Crame = the first Filipino Chief of the Philippine Constabulary.
 Act No 70 = (On January 9, 1901) The Metropolitan Police Force of Manila was
organized
 E.O. 389 = Ordered that the PC be one of the four services of the AFP, dated
December 23, 1940.
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 P.D. 765 = Integration Act of 1975, dated August 8, 1975, established the
Integrated National Police (INP) composed of the PC as the nucleus and the
Integrated local police forces as components, under the Ministry of National
Defense.
 E.O. 1012 =transferred to the city and municipal government the operational
supervision and direction over the INP units assigned within their locality.
 R.A. 4864 =It created the POLCOM (Police Commission) as a supervisory
agency to oversee the training and professionalization of the local police under
the Officer of the President. Otherwise known as the Police Professionalization
act of 1966, dated September 8, 1966. It was later renamed as the National
Police Commission (NAPOLCOM).
 E.O. 1040 = Transferred the Admin. Control and Supervision of the INP from the
ministry of National Defense to the National Police Commission
 R.A. 6975 = It is otherwise known as the Department of Interior and Local
Government Act of 1990, enacted on December 13, 1990. Established the PNP,
BFP, BJMP and the PPSC.
 R.A. 8551 Philippine National Police Reform and Reorganization Act of 1998,
enacted 1998, amending the provision of R.A. 6975
 Act No. 181 = created the Division of Investigation (DI) of the Department of
Justice dated November 1938.
 R.A. 157 = created the National Bureau of Investigation, enacted June 19, 1947
and later reorganized by R,A. 2678
 Line and Staff = the organizational structure of the P.N.P. which is also adopted
by many police organization in the world.
 P.N.P. = headed by Chief with a rank of Director General with two (2) Deputy
Director General (1) for Administration and (2) for Operation. Although there are
three (3) Deputy Director General ranks.
 SOP No. 7 = prescribed PNP guidelines in the conduct of operations against
terrorists and other lawless elements involved in terrorist activities.

United Nations = officially came into existence on October 24, 1945

= Coined by Winston Churchill and Franklin D. Roosevelt in the declaration by United
Nation. This declaration was made to officially state the Cooperation of the allies (Great
Britain, the United States, and the Union of soviet Socialist Republics)

Branches of UN
1. UN general Assembly = This is the main decision- making and representative
assembly in the UN through its policies and recommendations. It is composed of all
member states , is headed by a president elected from the member states, and meets
from September to December

Functions of General Assembly

a. Deliberative = initiating studies and making recommendations for the development of
international law
b. Supervisory = receiving and considering annual and special reports from another
organs
c. Financial = approval and apportionment of budget
d. Elective = election of non-permanent members of the security council
e. Constituent = admissions of members and the amendments of charter

2. UN Security Council = is another branch in the organization of the UN and is the

most powerful of all the branches.

FUNCTIONS
a. Preventive Action = consist of provisional measures to prevent a conflict from
worsening, and may involve the deployment of PEACEKEEPING AND OBSERVER
missions
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b. Enforcement Action = consist of deployment of air, sea and land forces

Five Permanent Members of Security Council
1. China
2. France
3. Russia
4. United Kingdom
5. United States
*The other 10 members are rotating or elective members for a period of two
years by the General Assembly

3. International Court of Justice = Located in the Hague, Netherlands. This branch is

responsible for the judicial matters of the UN.
4.Secretariat = Its main responsibility is providing studies, information, and other
data needed
5. Economic and Social Council = consists of 45 members elected by the General
Assembly for a 3 year term.

Efforts are Towards the Following:

a. Higher standards of living
b. Condition of economic and social progress and development
c. Solutions of international economic, social, health and related problems
d. Universal respect for human rights and fundamental freedoms

6. Trusteeship Council = assists the security council and the general assembly in the
administration of the International Trusteeship System

UN CHARTER = it is closest to a constitution that basically governs the relations of

international persons. Technically, it is a Treaty.

TREATY = an international agreement concluded between states in written form and

sworn by international law, whether embodied in a single instrument or in two or more
instruments and whatever its particular designation.

INTERPOL
 Interpol (1923) = (International Criminal Police Organization) is the police forces
organization that primarily manifest global or international cooperation in
addressing transnational crime. Its headquarters was initially located in Vienna
Austria (it is where Interpol was founded) but at present it is transferred to Lyon
France.
 INTERPOL = is the world‘s largest international police organization, with 190
member countries. It exists to help create a safer world by supporting law
enforcement agencies worldwide to combat crime.
 It aims to facilitate international police co-operation, and supports and assists all
organizations, authorities and services whose mission is to prevent or combat
internal crime.
 = the organization of law enforcement agencies worldwide that serves as
transmission or communication line for the exchange of information, data
and request for assistance between and among the member countries.
 It focuses on: (1) Combat crimes and transnational crimes; (2) protect
minorities against the dominant groups; and (3) Maintain law enforcement
regardless of race or religion.

INTERPOL‟ s Structure
 General Assembly
 Executive Committee
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 General Secretariat
 National Central Bureaus
 Advisers
 The Commission for the Control of INTERPOL‘s Files.

General Assembly = is the supreme governing body of the Interpol, it meets

annually and comprises delegates appointed by each member country. The assembly
takes all important decisions related to policy, resources, working methods, finances,
activities and programmes.

Executive Committee = consisting of 13 members elected by the General Assembly

and comprises the president, three vice –presidents and nine delegates covering the
four regions.
It is the INTERPOL‘s select deliberate organ which meets three times a year,
usually in March, July and immediately before the General Assembly.

Current Members of the EC as of 2012

 KHOO Boon Hui (Singapore) – Current President and Singapore‘s Senior
Deputy Secretary of the Ministry of Home Affairs and former Commissioner of
Police.
3 Vice Presidents
Adamu Abubakar MOHAMMED (Nigeria)
Mireille BALLESTRAZZI (France)
Oscar Adolfo NARANJO TRUJILLO (Colombia)

9 Delegates
 Pieter Jaap AALBERSBERG (The Netherlands)
 Fath ELRAHMAN Osman (Sudan)
 Emmanuel GASANA (Rwanda)
 Francisco GIL MONTERO (Spain)
 Nobuyuki KAWAI (Japan)
 Tariq KHOSA (Pakistan)
 Sanna PALO (Finland)
 Marcos VASQUEZ MEZA (Chile)
 Timothy A. WILLIAMS (United States)

General Secretariat = (Lyon, France) operates 24 hours a day, 365 days a year and is
run by the Secretary General. It Works with Officials of more than 80 countries side-by-
side using four official languages: Arabic, English, French and Spanish. It consists of
seven (7) regional offices across the world namely:
 Argentina,
 Cameron,
 Cote D‘Ivoire,
 Kenya,
 El Salvador,
 Thailand, and
 Zimbabwe.

National Central Bureaus (NCB) = Each INTERPOL member country maintains a

National Central Bureau staffed by National law enforcement officers. The NCB is the
designated contact point for the General Secretariat, regional offices and other
member countries requiring assistance with overseas investigations and the location
and apprehension of fugitives.

Advisers = these are experts in a purely advisory capacity, who may be appointed by
the Executive Committee and confirmed by the General Assembly.
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Commission for the Control of INTERPOL‟ File (CCF) = this is an independent body
whose mandate is threefold:
(1) to ensure that the processing of personal information by INTERPOL complies
with the Organization‘s regulations,
(2) to advice INTERPOL on any project, operation, set of rules or other matter
concerning the information contained in INTERPOL‘S files.

INTERPOL‟s Governance = comprises the General Assembly and the Executive

Committee, which is headed by the President.
The President of the Organization is elected by the General Assembly for a
period of four (4) years. His role is to chair the General Assembly and Executive
Committee and ensure that INTERPOL‘S activities conform with decisions made at
these meetings.

 Oskar Dressler = the first secretary general of the Interpol.

 Johann Schober = the first president of the Interpol.

INTERPOL‟S NOTICE
1. Red Notice – a notice which is issued to seek the arrest or provisional arrest of
wanted persons with a view to extradition.
2. Blue Notice – this type of notice is issued in order to locate, identify or obtain
information on a person of interest in a criminal investigation.
3. Green Notice – to warn about a person's criminal activities if that person is
considered to be a possible threat to public safety.
4. Yellow Notice – to help locate missing persons, often minors, or to help identify
persons who are unable to identify themselves.
5. Black Notice – a notice issued to seek information on unidentified bodies.
6. Orange Notice – to warn of an event, a person, an object or a process representing
an imminent threat and danger to persons or property.
7. Purple Notice – issued to provide information on modus operandi, objects, devices
and concealment methods used by criminals.
8. INTERPOL–United Nations Security Council Special Notice – is issued for
individuals and entities that are subject to UN sanctions.

The following are channels of global bilateral and multilateral international

cooperation against transnational crime:
 Global multi-lateral cooperation via Interpol;
 Bilateral police cooperation agreements with individual states;
 European multilateral cooperation via Europol.

*System of policing that serves as a grass root approach to bring the people and the
police together in cooperative manners:
 Problem Oriented Policing
 Community Oriented Policing
 Cooperative Policing
 Team Policing

INTERPOL‟s FOUR CORE FUNCTIONS

1. Secure Global Police Communications Services
INTERPOL developed the I-24/7 global police communications system to
exchange crucial data quickly and securely is a cornerstone of effective
international law enforcement.

2. Operational Data Services and Databases for Police

INTERPOL provides operational data services and databases for police to
fight international crime, police need access to information which can assist
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investigations or help prevent crime. INTERPOL manages several databases,

accessible to the INTERPOL bureaus in all member countries through its I-24/7.

3. Operational Police Support Services

a. 24-Hour Support
The Command and Co-ordination Centre(CCC) operates round the clock in all
of INTERPOL‘s four official languages (English, French, Spanish and Arabic) and
serves as the first point of contact for any member country faced with a crisis situation.
b. Crisis Response and Major Events
In the event of a disaster or major crime, INTERPOL Response Teams or
Disaster Victim Identification teams composed of officers from the General
Secretariat and member countries can be dispatched to the scene within hours of an
event.
c. International Alert System
An important component of INTERPOL‘s operational police support is the notice
system, of which the Red Notice for wanted persons is the most well known. In
addition to the six color-coded notices (Red, Blue, Green, Yellow, Black and Orange),
is the INTERPOL-United Nations Special Notice issued for groups or individuals who
are the targets of UN sanctions against Al Qaeda and the Taliban.
d. Analyzing Crime Data
Criminal intelligence analysis is recognized by the law enforcement community
as a valuable tool, helping to provide timely warning of threats and operational police
activities. INTERPOL contributes to investigations by assisting officers working at the
General Secretariat and in member countries with research and analysis on crime
trends and with training courses in criminal analysis techniques.

Divisions of Criminal Intelligence Analysis

a. Operational Analysis = aims to achieve a specific law enforcement outcome.
Usually, it has immediate benefit
b. Strategic Analysis = provides early warning signals of threats and to support
decision making in setting priorities to deal with criminal issues

4. Police Training and Development

As one of the 4 INTERPOL core functions, Police Training and Development
continues to evolve as a priority for INTERPOL and member countries.

ASEAN NATIONAL POLICE (ASEANAPOL)

1981 (Manila) = The first formal meeting of The Chiefs of ASEAN Police
= Attended by 5 original member countries (Indonesia, Malaysia, Philippines,
Singapore and Thailand)

FIVE OTHER MEMBERS

1. Brunei 4. Myanmar
2. Cambodia 5. Vietnam
3. Lao

IMPORTANT DATES
 1983 (Jakarta) = Endorsement of the model & design of ASEANAPOL logo
 1984 (Kuala Lumpur) = Royal Brunei Police became a member and joined the
annual conference
 1996 (Kuala Lumpur) = Vietnam joined as a new member
 1998 (Brunei) = Laos joined ASEANAPOL
 2000 (Myanmar) = Myanmar became the 10th country to joined as a new
member
 2005 (Bali) = The setting up of a working group to consider the viability of
establishing a permanent ASEANAPOL Secretariat
= Silver Jubilee Commemoration of ASEANAPOL
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 2008 (Brunei) = The Royal Malaysia Police was chosen as a host of permanent
ASEANAPOL Secretariat
 2009 (Vietnam) = Adoption of Terms of Reference (TOR)
 2010 = On 1st January 2010 commencement of ASEANAPOL Secretariat in
Kuala Lumpur, Malaysia

ORANIZATION
1. ASEANAPOL EXECUTIVE COMMITTEE = comprise of deputy heads of delegation
attending the annual ASEANAPOL conference. It provides a summary reports of the
activities of the Secretariat to the Head of the Delegation

2. ASEANAPOL PERMANENT SECRETARIAT = is on rotational basis with member

countries taking turn to host the ASEANAPOL conference and automatically assume
the role of the secretariat for the current year.
= headed by executive director and assisted by 2 directors

Tenure of Services
a. Executive Director - 2 years
b. Directors - 3 years (one for Police Services and one for Plans and Programs
*During the 29th ASEANAPOL Conference in Hanoi, Vietnam in 2009, the Terms
of Reference on the establishment of ASEANAPOL Secretariat was finally
endorsed. Kuala Lumpur was made the permanent seat.
*The ASEANAPOL Secretariat started its operation fully on January 1, 2010.