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REVIEW
REVIEW NOTES
NOTES IN
IN
LAW
LAWENFORCEMENT
ENFORCEMENT
ADMINISTRATION
ADMINISTRATION

POLICE
POLICEADMINISTRATION
ADMINISTRATION&&MANAGEMENT
MANAGEMENT

POLICE
POLICEORGANIZATION
ORGANIZATION

POLICE
POLICEOPERATIONAL
OPERATIONALPLANNING
PLANNING

POLICE
POLICECOMMUNICATION
COMMUNICATIONSYSTEMS
SYSTEMS

POLICE
POLICEINTELLIGENCE
INTELLIGENCE&&SECRET
SECRETSERVICE
SERVICE

INDUSTRIAL
INDUSTRIALSECURITY
SECURITYMANAGEMENT
MANAGEMENT

CONTEMPORARY
CONTEMPORARYPOLICE
POLICEPROBLEMS
PROBLEMS
 COMPILED BY:

LUCIA M. HIPOLITO -- ROMMEL K. MANWONG -- ALFIE P. SARMIENTO

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.

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 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
 Negotiator – negotiating with other parties

THE FOUNDATIONS OF POLICE ORGANIZATION AND MANAGEMENT

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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

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 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.
 Espirit de Corps –“union” Unity is strength; Harmony and teamwork are
essential to effective organizations.
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 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 ”.

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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.

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 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
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  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).

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.

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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.

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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 developing a recruitment plan, recruitment strategy formulation job
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 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.
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  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
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concerned. Policies define the authority and the responsibility of subordinates. They help
the personnel understand their 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.

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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

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 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.

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;
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 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.

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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

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,

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 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.

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 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
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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 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
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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

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  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

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.
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 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:

1. To invest a member of the police force with the degree of authority necessary for
the effective execution of police duties.
2. To place the police officer in a position of increased responsibility where he can
make full use of his capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all members of
the police force, which will gradually improve efficiency in police works.

Under the law, the NAPOLCOM shall establish a system of promotion for uniformed
and non-uniformed members of the PNP, which shall be based on:

1. Merit – includes length of service in the present rank, and qualification.

2. Seniority
3. Availability of vacant position.

The promotion shall be gender fair which means women in the PNP shall enjoy
equal opportunity for promotion as that of men.

Preferences for Promotion

1. Appropriate Eligibility - Whenever

two or more persons who are next in rank, preference shall be given to the person
who is the most competent and qualified and who has the appropriate eligibility.
2. Competency and Vacancy - When
competency, qualification, and eligibility are equal, preference shall be given to the
qualified member in the organizational unit where the vacancy occurs.
3. Seniority - When all the foregoing
conditions have been taken into account, and still the members in the next rank
have the same merit and qualification, preference shall be given to the most senior
officer.

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
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 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)
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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 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 Assignment

1. Those possessing the general

qualifications for police duties without technical skills may be assigned to positions
where any personnel can acquire proficiency within considerably short period of
time.
2. Those possessing skills acquired
by previous related experiences should be assigned to the corresponding positions.
3. Those possessing highly technical
skills with adequate experience and duly supported by authoritative basis shall be
given preferential assignment to the corresponding positions, which call for highly
technical trained police officers. (Misassignment of personnel falling under this
criteria constitute a serious neglect of duty of the C/PNP, RD, or the COP, in the
exercise of his administrative function)

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 4. Those selected to undergo further
studies in specialized courses shall be chosen solely on the basis of ability,
professional preparation and aptitude.
5. Qualifications of the police officers
shall be examined annually to ascertain newly acquired skills, specialties, and
proficiencies.

6. Those with physical limitation

incurred while in the performance of duties should be assigned where they can be
best used in accordance with the requirements of the force.
7. Assignments and reassignments
of the police officers from one unit to another shall be the prerogative of the
authority.
8. To give well rounded training and
experience to police recruits, tour of duties in various assignments during the
probationary period shall be in accordance with Republic Act 8551.

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
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  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

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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.
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:

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 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
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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.

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 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.

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.
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 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

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 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 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

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 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

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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.

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 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.

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
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 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.

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 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.

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.

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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.

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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
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  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
 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.

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 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) General

Deputy Director General (DDG) Lt General
Director (DIR) Maj General
Chief Superintendent (CSUPT) Brig.Gen.
Senior Superintendent (SR SUPT) Colonel
Superintendent (SUPT) Lt Colonel
Chief Inspector (CINSP) Major
Senior Inspector (SR INSP) Captain
Inspector (INSP) Lieutenant

B. NON-COMMISSIONED OFFICERS:

Senior Police Officer IV (SPO IV) Master Sergeant

Senior Police Officer III (SPO III) Tech. Sergeant
Senior Police Officer II (SPO II) Staff Sergeant
Senior Police Officer I (SPO I) Sergeant
Police Officer III (PO III) Corporal
Police Officer II (PO II) Private 1st Class
Police Officer I (PO I) Private

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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 nation wide 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 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

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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
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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

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choices about goals is one of the most important aspects of planning. Relate this definitions
with their description as defined in chapter one.

The process of police operational planning involves strategies or tactics,

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

STRATEGIC PLANNING

Strategic Planning is a series of preliminary decisions on a framework, which in turn

guides subsequent decisions that generate the nature and direction of an organization.
This is usually long 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

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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
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 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
5. Radical Approach

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

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 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:

 Strategic Analysis – this includes the study on the courses of actions; suitability
studies; feasibility studies; acceptability studies; and judgment.
 Suitability – each course of action is evaluated in accordance with general
policies, rules and laws. Feasibility - these include the appraisal of the effects of
a number of factors weighed separately and together. Acceptability – those
judged to be suitable and feasible are then analyzed in acceptability studies.
 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or
cost performance analysis. The purpose of this form of selection is that the
alternative chosen should maximize the ratio of benefit to cost.

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  Must-wants Analysis – This method of selecting a preferred course of action
combines the strengths of both strategic and cost effectiveness analysis. Must
wants analysis is concerned with both the subjective weights of suitability,
feasibility, and acceptability and the objectives weights of cost versus benefits.

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.
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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 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.

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 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)

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  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.

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.

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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.

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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.

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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 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.
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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

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 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

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  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 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.
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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
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 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
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

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 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,
Disaster landslide, avalanches, tsunamis, etc.
(Natural Crisis)

Induced arson, bombing, kidnapping, robbery, hostage-taking,

Catastrophe skyjacking, assassination, ambush, and other acts
(Man-made Crisis) 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
 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.

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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.

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 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

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
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  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
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  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
 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
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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?

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 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
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  locate and identify leaders or agitators

Survey the Scene

 determine as soon as possible the best position of the command post

 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

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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

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  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.

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

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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 15 th 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
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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 5 th 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.
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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.

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.”

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 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.

16 th 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 18 th 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
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city ) which was organized six months earlier before the creation of Metropolitan Police
Force of London.

United States

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).
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  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.

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  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.

 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

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 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
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 2. Render social services
 information services
 police escort
 assisting other agencies
 serving court notices (warrants)

Patrol and Police Discretion

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.

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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

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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
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

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

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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

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 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;
 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.
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 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

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 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.

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.

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 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 100 OC 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.
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 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
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.
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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

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 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,
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.
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 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.
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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

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

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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.

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 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”

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.

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 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

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 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.

 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.
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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.

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 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?

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:
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 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?

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 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?

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.

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 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.

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 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.

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?

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 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

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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:

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
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 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?

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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:
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

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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.

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 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 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 1st 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
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 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))
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

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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

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 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.

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

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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.

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 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 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.
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 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
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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 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.

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 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

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 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.

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
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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.
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 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 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
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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,
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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 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
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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.

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 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.

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.

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 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.

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 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 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.

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 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

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 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
 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

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 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.

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 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

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 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 Frequency Designation Abbr. Wavelength

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

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;

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 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:

1. An antenna for receiving the electromagnetic waves and converting them into
electrical oscillations;
2. Amplifiers for increasing the intensity of these oscillations;
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 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

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 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.).

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 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.
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 EQUIVALENT PRONOUNCED AS

A ALPHA AL fah
B BRAVO BRAH voh
C CHARLIE CHAR lee or 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
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 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)

10-0 Caution/Safe 10.5 Relay message 10.10 Over and out

tracking 10.6 Busy/QRL 10.11 Inquire
10.1 Hard copy 10.7 Stop 10.12 Stand by
10.2 Clear copy transmitting/QRT 10.13 Road & weather
10.3 Slow down 10.8 Monitor/QRX condition
10.4 Roger/Positive/QS 10.9 Repeat/One more 10.14 To pick up
L time 10.15 Answer/Reply
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10.16 Problem
10.17 Request/Please/Ki
ndly
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/Cas
ualty
10.27 Change
frequency/Drivers license
10.28 Plate no. of vehicle
10.29 Verify/Observe/Ch
eck 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/Membe
rs
10.42 Disengage/Cancel
10.43 Information
10.44 Regards
10.45 Vehicle/Mobile 10.77 Time of arrival
10.46 Assist motorist 10.78 Assistance needed
10.47 Crew needed 10.79 Dead person
10.48 Excavation/Road 10.80 Kidnapping case
repairs 10.81 Carnapping case
10.49 Traffic situation 10.82 Reservation
10.50 State complete prepare
details 10.83 Vehicle found
10.51 Wrecker needed 10.84 Estimated time of
10.52 Ambulance departure
needed 10.85 Will be late
10.53 Heavy traffic/Road 10.86 Missing person
block 10.87 Female/YL
10.54 Investigation/Tor 10.88 Limaline No.
needed 10.89 Person found
10.55 Electric power 10.90 Robbery/Theft
10.56 Intoxicated person/ 10.91 Unnecessary use
Alcoholic behavior of radio
10.57 Hit and run 10.92 Anti-narcotics case
10.58 To direct road 10.93 Address
traffic 10.94 Drug racing
10.59 Convoy/Companio 10.95 Operation
n 10.96 Visitor/Jammer/QR
10.60 Hospital M
10.61 Doctors/Medical 10.97 Radio check/QSA
team 10.98 Call sign/QRA
10.62 Medicines 10.99 Home/House
10.63 Assignment 10.100 Office
completed 10.101 Statement of
10.64 Message account
10.65 Assignment/tasks 10.102 Treasurer/Collecti
10.66 Necessary/Needed on
10.67 Male/YM 10.103 Money
10.68 Deliver/Dispatch 10.104 Change
10.69 Received message frequency/QSY
10.70 Fire alarm 10.105 Reactivated/Mec
10.71 Nature of fire hanic
10.72 Demo/Rally 10.106 Modulation
10.73 Fire trucks 10.107 Antenna
10.74 Negative 10.108 Radio license
10.75 Permission 10.109 Uniform/Attire
10.76 Proceed to 10.110 Equipment
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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
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

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H. WALKIE-TALKIES

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.

I. 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
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.”

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

 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 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.
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
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

ACCURACY OF RELIABILITY OF SOURCE OF INFORMATION

INFORMATION INFORMATION

1- CONFIRMED by other A- COMPLETE RELIABLE T- Direct Observation by

sources Comdr/Chf of Unit
2- PROBABLY TRUE B- USUALLY RELIABLE U- Report by DPA or Resident
Agent
3- POSSIBLY TRUE C- FAIRLY RELIABLE V- Report by PNP/AFP Troops
4- DOUBTFULLY TRUE D- NOT USUALLY W- Interrogation of Captured
RELIABLE Enemy
5- IMPROBABLE E- UNRELIABLE X- Observation of gov’t/civilian
employee
6- TRUTH can not be F- REALIBILITY cannot be Y/Z- Documentary
judged 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.

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

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

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
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
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

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

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

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
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.
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

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.
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

 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.
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

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

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.
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 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.

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

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.
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.
 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,
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.
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
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 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 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.

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.
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
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

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.
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

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
E U N OAE

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
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

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.
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
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 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

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

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.
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.
 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.

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

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.
 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

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.

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.

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?

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).

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.

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.

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 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.
 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 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.
 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 officers

…oΩo…