RKMFILES CENTER FOR

COMPREHENSIVE STUDIES
Room 309, 3rd Floor A-Building, Main AUF Campus, Angeles University Foundation
Email: rkmfiles@yahoo.com Website: www.rkmfiles.net CP: 09088849680

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.

Performance Effectiveness + Performance Efficiency = High Productivity

The formula illustrates that one outcome is not enough; achieving high productivity
requires both performance effectiveness and efficiency.

POLICE MANAGEMENT PROCESSES

The management process involves Planning – Organizing – Leading – Controlling the

use of organizational resources to achieve high performance results.

1. Planning – is the process of setting performance objectives and identifying the actions
needed to accomplish them?
2 www.rkmfiles.net

4
 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

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)

3 www.rkmfiles.net

4
 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

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
4 www.rkmfiles.net

4
  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.

4. Gulick and Urwick (1920-1937) - Pioneers of “The Science of a Administration” (1937).

In this book, they have described the major functions of administration using the acronym
POSDCRB.

1. Planning – working out in broad outline the things that need to be done and the
methods for doing them to accomplish the purpose set for the enterprise.
2. Organizing – establishment of the formal structure of authority through which work
subdivisions are arranged, defined, and coordinated for the define objective.
3. Staffing – personnel function of bringing in and out training the staff and maintaining
the staff the favorable conditions of work. Filling the organization with the right people
and right position.
4. Directing – task of making decisions and embodying them in specific and general
orders and instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of interrelating the various parts of the work.
6. Reporting – is keeping those to whom the executive is responsible informed as to
what is going on, which thus includes keeping himself and his subordinates informed
through records research and inspection.
7. Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting,
and control

HUMAN RELATIONS APPROACH

Elton Mayo (the Hawthorne study )

The results of Hawthorne experiment contradicted the traditional views of management

emphasized by the classical theorists and led to the behavioral approach emphasizing concern for
the workers. The study suggests that when special attention is paid to employees by management,
productivity is likely to increase regardless of changes in working conditions. This phenomenon
was labeled the “Hawthorne effect ”.

BEHAVIORAL SCIENCE APPROACH

In order to be classified as behavioral science, a field must:

 Deal with human behavior

5 www.rkmfiles.net

4
  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
Theory
 AbilityXtoand Y: Importance
exercise tocreativity
a high degree of the Policein the Manager
solution of problems

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

6 www.rkmfiles.net

4
interacting with police officers and of recognizing the potential impact of higher level needs in job
performance.

CONTEMPORARY APPROACH

This is the movement towards quality management. Theorists have incorporated the
influences of the behavioral science and other earlier school of thoughts.

1. The System Theory - It simply means that all parts of a system are interrelated and
interdependent to form the whole. A system is composed of elements or subsystems that
are related and dependent upon one another. When these subsystems are in interaction
with one another, they form a unitary whole.

2. The Contingency Theory – This approach recognizes that many internal and external
environmental variables affect organizational behavior. In this case, there is no best way
for structuring and managing diverse types of organizations. So the underlying theme of
this theory is that it all depends on a particular situation. The task of managers then is to
determine in which situations and at what times certain methods or techniques are the
most effective. In this way, the approach is more pragmatic although it encompasses
relevant concepts of both classical and behavioral theories.

3. Theory Z and Quality Management - Important emerging perspectives include Theory

Z and Quality Management, focused on the Japanese management practices. The
emergence of Total Quality Management (TQM) practices – a customer oriented approach
and emphasizes on both human resources and quantitative methods in an attempt to strive
towards continuous improvement.

POLICE MOTIVATION

Police organizations are replete with stories of organizational restructuring and re-
engineering. As a common trend in these stories are retrenchments or rightsizing (in police
parlance are called attrition) as sometimes called. The direct outcome is that employees are
expected to ‘do more with less’ and the creation of an atmosphere of uncertainty, insecurity, and
fear of future retrenchment. For this, it is difficult to sustain high levels of employee commitment
and loyalty. Thus, the challenge is to rebuild high loyalty and commitment for high level of
performance.

What are the Motivation theories?

1. Maslow’s Hierarchy of Needs theory

Bernstein, et al (1991) offered that at any time, many motives might guide a person’s
behavior. What determines which ones will? Abraham Maslow has given a perspective that

7 www.rkmfiles.net

4
addresses this question. He suggested basic classes of needs, or motives, influencing human
behavior. These motives are organized in a hierarchy.

Abraham Maslow has suggested that human needs form a hierarchy from the most basic
biological requirements to the needs for self-actualization – the highest of all needs.

The pyramidal structures of human needs from the bottom to the top of the hierarchy, the
levels of needs or motive according to Maslow, are:

 Biological or Physiological Needs – these motives include the need for food, water,
oxygen, activity, and sleep.
 Safety Needs – these pertain to the motives of being cared for and being secured such
as in income and place to live.
 Love/Belongingness – Belongingness is integration into various kinds of social groups or
social organizations. Love needs means need for affection.
 Cognitive Needs – our motivation for learning and exploration
 Esteem Needs – our motivation for an honest, fundamental respect for a person as a
useful and honorable human being.
 Aesthetic Needs - our motivation for beauty and order
 Self- actualization – pertains to human total satisfaction, when people are motivated not
so much by unmet needs, as by the desire to become all they are capable of (self-
realization).

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:

8 www.rkmfiles.net

4
  Need for Achievement – the desire to do something better or more efficiently, to
solve problems, or to master complex task.
 Need for Affiliation – the desire to establish and maintain friendly and warm relations
with others
 Need for Power – the desire to control others, to influence their behavior, or to be
responsible for others.

McClelland’s view is that these three needs are acquired over time, as a result of life
experiences. People are motivated by these needs, each of which can be associated with
individual work preferences.

POLICE PERSONNEL MANAGEMENT

Police Personnel Management (Human Resources Management) may be defined as

that area of management concerned with human relations in the police organization. As an
overview, Police Personnel Management uses planning, organizing, directing and controlling of
day-to-day activities involved in procuring, developing and motivating them and in coordinating
their activities to achieve the aims of the police.

Efficient management of human resources in any organization can spell the difference
between its success and failure to attain its objectives or goals.

The need for a more efficient management of human resources is very demanding today.
The success of every organization is for the organization to overcome the demands in human
response brought about by several factors.

Purpose of Police Personnel Administration

The prime objective of an effective police personnel administration is the establishment

and maintenance for the public service of a competent and well-trained police force, under such
conditions of work that this force may be completely loyal to the interests of the government of all
times.

9 www.rkmfiles.net

4
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:

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 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.

10 www.rkmfiles.net

4
POLICE PERSONNEL PROGRAMS AND POLICIES

Nature of Personnel Programs

Personnel Programs refers to the activities programmed to implement the organization

philosophy or creed and the personnel philosophy of central managers in relation to people so as
to accomplish organizational objectives. It serves as a fundamental guide for personnel practices
and personnel policies used in an organization for maintaining harmony between management and
employees. A good personnel program covers all the operative functions of personnel.

Factor to Considered in Personnel Program

The following factors should be taken into consideration in the preparation of a personnel
program.

 objectives of the organization

 organizational philosophy of central management in relation to personnel,
 financial conditions and physical facilities of the organization
 cultural background and tradition of the people
 community and employees
 governmental factors.

Police Personnel Policies

1. Acquiring competent personnel - includes human resources planning, job description

and job specification, police recruitment, selection, placement, transfer, layoffs, and
separation.
2. Holding and retaining competent police personnel - gives depth and meaning to good
management philosophy, and involves the granting of fair wages, reasonable working
hours, and other employee benefits and services. These activities include the
determination of an equitable wage and maintenance of an incentive system. This area
also concerned with securing greater officer participation in activities and with
strengthening officer morals and effectiveness. All these help make the organization a
“good place to work in.”
3. Developing and motivating personnel - deals with the education of the police officers,
the appraisal of work performance, their promotion, and the suggestion system, which
enables them to develop so they can rise to the police organization’s desired standards of
performance.
4. Labor and human relations - involves the development of harmonious relations between
management on one hand and individual police officer the on the other hand. It also
concerns the observance and application of laws and court decisions affecting human
relations, and relationships with other government law enforcement agencies.
5. Efficient administration of the program with adequate budget – this is to achieve a
favorable climate for police officers. Good human relations should be the attitude in the
applications, implementation and interpretation of the organization’s policies, rules and
11 www.rkmfiles.net

4
 regulations. The important tools in this area are records and reports, personnel research
and statistics, and evaluation of the effects of current policies, activities, and programs.

POLICE POLICIES AND PROCEDURES

Nature of Police Policies

Policies are tools of police management, which give life and direction to the police program
of activities and set limits within which action is to be pursued by the personnel concerned. Policies
define the authority and the responsibility of subordinates. They help the personnel understand
their 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.

12 www.rkmfiles.net

4
Dissemination of Policies

To be effective, personnel policies must be understood by all concerned including the

managers and supervisors who are to interpret and implement them to the employees who will be
affected by the policies. Various means are used by communicate personnel policies to employees.
The most common are police handbooks, manuals, publications, memoranda, and circulars,
bulletin boards, meetings and conferences.

Police Handbooks - These handbooks are distributed to all personnel, and contain
among other things, information about the benefits and services that the organization grants to its
officers, the organization’s history, its organizational structure, its officers, and other information
useful to the officers in understanding their relationship with the organization.
Police Manual - A policy manual covering all police personnel policies and procedures, if
made available to managers and supervisors, will be a great help in their decision-making and
employees relationship.
Memoranda and Circulars - Memoranda and circulars are another common means of
communicating police policies to all officers. They can be issued fast and they provide the greatest
assurance of reaching every employee. They are built in means by which every member of the
organization is reached.
Bulletin Boards - Organizational policies, rules and regulations, and activities may be
typed out of mimeographed and the posted on bulletin boards. If strategically located and well
managed, bulletin boards are an effective medium for transmitting newly issued policies, rules and
regulations to police officers.
Meetings or Conferences - Meeting or conferences are often held to inform officers
about new policies, their objectives and implementation. One advantage of this type of policy
dissemination is that it gives the officers the opportunity to ask questions and request clarification
on vague and doubtful points. It is effective to smaller departments, as they accommodate small
groups and allow the scheduling of meeting at very convenient hours.
Police Publications - Communication has gained such importance to and attention by
management in recent years. To meet the needs of communicating with officers, police
organizations have been spending amount of money on publications, internal or external.

POLICE JOB DESCRIPTION

After a job is analyzed, the facts about it are gathered, summed up, and recorded in the
job description and job specifications.

Job description may be defined as an abstract of information derived from the job analysis
report, describing the duties performed, the skills, the training, and experience required the

13 www.rkmfiles.net

4
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;
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
14 www.rkmfiles.net

4
 continuing in character and an absence of any of them at any given time shall be a ground
for separation or retirement from the service: Provided, that PNP members who are
already in the service upon the effectivity of these Implementing Rules and Regulations
shall be given five (5) years to obtain the minimum educational qualification and one (1)
year to satisfy the weight requirement.

For the purpose of determining compliance with the requirements on physical and mental
health, as well as the non-use of prohibited or regulated drugs, the PNP by itself or through a
government hospital accredited by the Commission shall conduct regular psychiatric,
psychological, drug and physical tests randomly and without notice.

After the lapse of the reglamentary period for the satisfaction of a specific requirement,
current members of the PNP who shall fail to satisfy any of the requirements enumerated under
this Section shall be separated from the service if they are below fifty (50) years of age and have
served in Government for less than twenty (20) years or retired if they are from the age of fifty (50)
and above and have served the Government for at least twenty (20) years without prejudice in
either case to the payment of benefits they may be entitled to under existing laws. (Section 14, RA
8551 – IRR)

On Selection Procedures

The purpose of the selection process is to secure these candidates who have the highest
potential for developing into good policemen. The process involves two basic functions. The first
function is to measure each candidate’s qualifications against whose ideal qualification that are
established chiefly through job analysis. The second function, because of the comparative nature
of the merit system, is to rank the candidates relatively on the basis of their qualifications.

The Screening Procedures

Preliminary Interview - the applicant shall be interviewed personally by the personnel

officer. If the applicant qualifies with respect to the requirements of citizenship, education and age,
he shall be required to present the following:

 Letter of application if none has been submitted

 An information sheet
 A copy of his picture (passport size)
 Birth Certificate
 Transcript of scholastic records and/ or diploma
 Fingerprint card, properly accomplished.
 Clearance papers from the local police department PNP provincial headquarters,
city or municipal court and city or provincial prosecutor’s office and his hometown
police department, NBI, and others that may be required.

Physical and Medical Examination - in order to determine whether or not the applicant
is in good health, free from any contagious diseases and physically fit for police service, he shall

15 www.rkmfiles.net

4
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, 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.

16 www.rkmfiles.net

4
 Character and Background Investigation - the Screening Committee shall cause a
confidential investigation of the character and from among various sources.

Psychological and/or Neuro-Psychiatric Test - in order to exclude applicants who are

emotionally or temperamentally unstable, psychotic, or suffering from any mental disorder, the
applicant shall take a psychological and/or neuro-psychiatric test to be administered by the NBI,
the PNP, or other duly recognized institution offering such test after he has qualified and met all the
requirements above.

The Oral Interview - the Screening Committee shall interview the qualified applicants for
suitability for police work. The interview shall aid in determining appearance, likeableness, and
affability, attitude toward work, outside interest, forcefulness, conversational ability, and
disagreeable mannerism.

POLICE APPOINTMENT

Any applicant who meets the general qualifications for appointment to police service and
who passes the tests required in the screening procedures shall be recommended for initial
appointment and shall be classified as follows:

1. Temporary – if the applicant passes through the waiver program as provided in under R.A
8551.
2. Probationary – if the applicant passes through the regular screening procedures.
3. Permanent – if the applicant able to finish the required field training program for
permanency.

Appointment in the PNP shall be affected in the following manner:

A. PO1 to SPO4 – appointed by the PNP Regional Director for regional personnel or by the
Chief of the PNP for National Head Quarter’s personnel and attested by the Civil Service
Commission (CSC)

B. INSP to SUPT – appointed by the Chief PNP as recommended by their immediate

superiors and attested by the Civil Service Commission (CSC).

C. SSupt 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.

17 www.rkmfiles.net

4
 Waiver for Appointment - Waivers for initial appointment to the police service shall be
governed by Section 15 of Republic Act 8551, IRR.

Appointment by Lateral Entry - In general, all original appointments of Commissioned

Officers (CO) in the PNP shall commenced with the rank of inspector to include those with highly
technical qualifications applying for the PNP technical services, such as dentist, optometrist,
nurses, engineers, and graduates of forensic sciences. Doctors of Medicine, members of the Bar
and Chaplains shall be appointed to the rank of Senior Inspector in their particular technical
services. Graduates of the PNPA shall be automatically appointed to the initial rank of Inspector.
Licensed Criminologist may be appointed to the rank of Inspector to fill up any vacancy.

POLICE TRAINING

The Need for Police Training

Organized training is the means by which officers are provided with the knowledge and the
skills required in the performance of their multiple, complex duties. In order that the recruit officer
may commence his career with a sound foundation of police knowledge and techniques, it is most
important that the entrance level training he soundly conceived, carefully organized and well-
presented.

Training and the Changes in Police Works

During the past decades tremendous changes in police work have occurred. Advances in
technology of communications and equipment, public relations and employee relations as well as
total evolution in the whole social structure have made a law enforcement work more complex and
difficult to pursue. The ordinary officer must be briefed and oriented on new changes and
developments that affect his job and the recruit must be given a new solid foundation contemporary
with the needs of the time. Policemen do not stay trained. If they do not forget what they have
learned, it is continually made absolute by improved technology and social changes, and requires
frequent renewal to keep it current and useful.

Standards for Police Training

All training programs operated by law enforcement agencies should limit their enrolment to
law enforcement officers. Training courses should be set-up, prescribed units of instruction, and
arranged a time schedule. Practical recruit training subsequent to employment should be provided.

Pre-and-post employment university training.

Responsibility of Training

The training of police officers shall be the responsibility of the PNP in coordination with the
Philippine Public Safety College (PPSC) which shall be the premier educational institution for the
training of human resources in the field of law enforcement (PNP, BFP, BJMP), subject to the
supervision of the NAPOLCOM.
18 www.rkmfiles.net

4
Types of Police Training Programs

The following are the training programs in the police service:

 Basic Recruit Training

 Field Training
 In-Service Training programs
 Department In-service training programs
 National and International Conventions on Policing

The Basic Recruit Training – the most basic of all police training. It is a prerequisite for
permanency of appointment.

The Basic Recruit Training shall be in accordance with the programs of instructions
prescribed by the PPSC and the NAPOLCOM subject to modifications to suit local conditions. This
course is conducted within not less than six (6) months. A training week shall normally consist of 40
hours of scheduled instructions.

Full time attendance in the Basic Recruit Training – Attendance to this type of training
is full time basis. However, in cases of emergency, recruits maybe required to render service upon
certification of the Regional Director or the City or Municipal Chief of Police the necessity of such
service.

Completion and Certification of Training – After the Basic Recruit Training, the
Regional Director shall certify that the police recruits have completed the training and has satisfied
all the requirements for police service.

The PNP Field Training – is the process by which an individual police officer who is
recruited into the service receives formal instruction on the job for special and defined purposes
and performs actual job functions with periodic appraisal on his performance and progress.

Under R.A 8551, all uniformed members of the PNP shall undergo a field training program
involving actual experience and assignment in patrol, traffic and investigation as a requirement for
permanency of their appointment. The program shall be for twelve (12) months inclusive of the
Basic Recruit Training Course for non-officers and the Officer Orientation Course or Officer Basic
Course for officers. (Section 20, RA 8551 – IRR)

The In-Service Training Programs

 Junior Leadership Training – for PO1 to PO3

 Senior Leadership Training – for SPO1 to SPO4
 Police Basic Course (PBC) – preparatory for OBC – for senior police officers
 Officers Basic Course (OBC) – for Inspectors to Chief Inspectors
 Officers Advance Course (OAC) – for Chief Inspectors to Sn Superintendent
 Officer Senior Education Course (OSEC) – Superintendent and above
19 www.rkmfiles.net

4
  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.

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.
20 www.rkmfiles.net

4
 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 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:
21 www.rkmfiles.net

4
 a. He or she has successfully passed the corresponding promotional examination given
by the NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical services and other
professions;
c. Satisfactory completion of the appropriate accredited course in the PPSC or equivalent
training institutions;

d. Passed the Psychiatric, Psychological, and Drug test; and

e. Cleared by the People’s Law Enforcement Board (PLEB) and the Office of the
Ombudsman for any complaints against him/her.

2. Promotion by Virtue of Exhibited Acts (Special Promotion)

Any uniformed member of the PNP who has exhibited acts of conspicuous courage and
gallantry at the risk of his or her life above and beyond the call of duty, shall be promoted to the
next higher rank. Provided, that such act shall be validated by the NAPOLCOM based on
established criteria.

3. Promotion by Virtue of Position

Any PNP member designated to any key position whose rank is lower than that which is
required for such position shall, after six (6) months of occupying the same, be entitled to a
promotion, subject to the availability of vacant positions. Provided, that the member shall not be
reassigned to a position calling for a higher rank until after two (2) years from the date of such
promotion. Provided, further, that any member designated to the position who does not possess
the established minimum qualifications thereof shall occupy the same for not more than six (6)
months without extension. (Section 34, RA 8551 – IRR)

POLICE ASSIGNMENT

Police assignment is the process of designating a police officer at a particular function,

duty or responsibility.

Purpose of Police Assignment

The purpose of police assignment is to ensure systematic and effective utilization of all the
members of the force.

Power to make designation or assignment

The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or
Municipal Chief of Police (COP) can make designation or assignment of the police force with in
their respective levels. They shall have the power to make designations or assignments as to who
among the police 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
22 www.rkmfiles.net

4
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)
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

23 www.rkmfiles.net

4
 The NAPOLCOM shall promulgate standards on incentives and award system in the PNP
administered by the Board of Incentives and Awards. Awards may be in the forms of decorations,
service medals and citation badges or in monetary considerations. The following are examples of
authorized Decorations/medals/citation:

 Police Medal of Valor

 Police Medal of Merit
 Wounded Police Medal
 Police Efficiency Medal
 Police Service Medal
 Police Unit Citation Badge

Posthumous Award – in case a police officer dies.

2. Health and Welfare

The NAPOLCOM is mandated to provide assistance in developing health and welfare

programs for police personnel. All heads of the PNP in their respective levels are responsible to
initiate proper steps to create a good atmosphere to a superior-subordinate relationship and
improvement of personnel morale through appropriate welfare programs.

3. Longevity Pay and Allowances

Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their
basic monthly salaries for every five years of service. However, the totality of such longevity pay
does not exceed 50% of the basic pay. They shall also enjoy the following allowances: Subsistence
allowance, Quarter’s allowance, Clothing allowance, Cost of living allowance, Hazard pay and
others

4. Retirement Benefit

Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of
the retired grade in case of twenty (20) years of active service, increasing by two and one-half
percent (2.5%) for every year of active service rendered beyond twenty (20) yeas to a maximum of
ninety percent (90%) for thirty-six (36) years of service and over: Provided, that the uniformed
member shall have the option to receive in advance and in lump sum his or her retirement pay for
the first five (5) years. Provided, further, that payment of the retirement benefits in lump sum shall
be made within six (6) months from effectivity date of retirement and/or completion. Provided,
finally, that the retirement pay of PNP members shall be subject to adjustments based on the
prevailing scale of base pay of police personnel in the active service. (Section 36, RA 8551 – IRR)

5. Permanent Physical Disability Pay

A PNP member who is permanently and totally disabled as a result of injuries suffered or
sickness contracted in the performance of duty as certified by the NAPOLCOM, upon finding and
24 www.rkmfiles.net

4
certification by the appropriate medical officer, that the extent of the disability or sickness renders
such member unfit or unable to further perform the duties of his or her position, shall be entitled to
a gratuity equivalent to one year salary and to a lifetime pension equivalent to eighty percent (80%)
of his or her last salary, in addition to other benefits as provided under existing laws.

Should such member who has been retired under permanent total disability under this
Section die within five (5) years from his retirement, his surviving legal spouse or, if there be none,
the surviving dependent legitimate children shall be entitled to the pension for the remainder of the
five (5) year guaranteed period. (Section 37, RA 8551 – IRR)

6. Early Retirement Benefit

A PNP member of his or her own request and with the approval of the NAPOLCOM, retire
from the service shall be paid separation benefits corresponding to a position two ranks higher than
his present rank provided that the officer or non-officer has accumulated at least 20 years of
service.

POLICE INSPECTION

The purpose of police inspection is to ascertain the standard policies and procedures,
review and analyze the performance, activities and facilities affecting operations and to look into
the morale, needs and general efficiency of the police organization in maintaining law and order.

Types of Police Inspection

1. Authoritative Inspection – those conducted by the head of subordinate units in a regular

basis.
2. Staff Inspection – those conducted by the staff for and in behalf of the Chief PNP or
superior officers in command of various units or departments.

Nature of Police Inspection

1. Internal Affairs – inspection on internal affairs embraces administration, training, operation,

intelligence, investigation, morale and discipline as well as the financial condition of the
police organization.
2. External Affairs – it embraces the community relationship of the organization, the crime
and vice situation of the locality, and the prevailing public opinion concerning the integrity
and reputation of the personnel.

Authority to Inspect

In the PNP, the following are the authority to conduct inspection:

1. NAPOLCOM or its representative

2. PNP Chief or his designated representative
25 www.rkmfiles.net

4
 3. PNP Director for Personnel or his representative
4. PNP Regional Director or his representative
5. City/Municipal Chief of Police or his representative
6. Internal Affairs Service (IAS under RA 8551)

The inspecting officer/s shall examine, audit, inspect police agencies in accordance with
existing standards and with the following objectives:

1. To take note or discover defects and irregularities

2. To effect corrections on minor defects being discovered
3. To bring to the attention of and recommend to the concerned officers for appropriate
actions on defects noted.

Where the irregularity noted during inspection is serious as to warrant administrative

charges against a police officer, the inspecting officer shall immediately file the necessary charge
or charges before the appropriate disciplinary action offices.

POLICE DISCIPLINARY MECHANISM

Aside from higher police management levels that can impose disciplinary actions against
subordinates, the following also serves as disciplinary mechanisms in the police service:

Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City
and Municipal Mayors shall have the power to impose, after due notice and summary hearings,
disciplinary penalties for minor offenses committed by members of the PNP assigned to their
respective jurisdictions as provided in Section 41 of Republic Act No. 6975, as amended by Section
52 of Republic Act No. 8551.

PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any
citizen's complaint against PNP members. As such, every citizen's complaint, regardless of the
imposable penalty for the offense alleged, shall be filed with the PLEB of the city or municipality
where the offense was allegedly committed. Upon receipt and docketing of the complaint, the
PLEB shall immediately determine whether the offense alleged therein is grave, less grave or
minor.

Should the PLEB find that the offense alleged is grave or less grave, the Board shall
assume jurisdiction to hear and decide the complaint by serving summons upon the respondent
within three (3) days from receipt of the complaint. If the PLEB finds that the offense alleged is
minor, it shall refer the complaint to the Mayor or Chief of Police, as the case may be, of the city or
municipality where the PNP member is assigned within three (3) days upon the filing thereof.

If the city or municipality where the offense was committed has no PLEB, the citizen's
complaint shall be filed with the regional or provincial office of the Commission (NAPOLCOM)
nearest the residence of the complainant.

26 www.rkmfiles.net

4
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.

27 www.rkmfiles.net

4
 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.
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

28 www.rkmfiles.net

4
 1. Sworn Officers – all personnel of the police department who have oath and who posses
the power to arrest.
2. Superior Officer - one having supervisory responsibilities, either temporarily or
permanently, over officers of lower rank.
3. Commanding Officer - an officer who is in command of the department, a bureau, a
division, an area, or a district.
4. Ranking Officer - the officer who has the more senior rank/higher rank in a team or
group.
5. Length of Service - the period of time that has elapsed since the oath of office was
administered. Previous active services may be included or added.
6. On Duty - the period when an officer is actively engaged in the performance of his duty.
7. Off Duty - the nature of which the police officer is free from specific routine duty.
8. Special Duty - the police service, its nature, which requires that the officer be excused
from the performance of his active regular duty.
9. Leave of Absence - period, which an officer is excused from active duty by any
valid/acceptable reason, approved by higher authority.
10. Sick Leave - period which an officer is excused from active duty by reason of illness or
injury.
11. Suspension - a consequence of an act which temporarily deprives an officer from the
privilege of performing his duties as result of violating directives or other department
regulations.
12. Department Rules - rules established by department directors/supervisors to control the
conduct of the members of the police force.
13. Duty Manual - describes the procedures and defines the duties of officers assigned to
specified post or position.
14. Order - an instruction given by a ranking officer to a subordinate, either a. General Order,
b. Special, or c. Personal
15. Report - usually a written communication unless otherwise specifies to be verbal reports;
verbal reports should be confirmed by written communication.

Types of Police Organizational Structures

Line Organization

The straight line organization, often called the individual, military or departmental type of
organization, is the simplest and perhaps the oldest type; but it is seldom encountered in its
channels of authority and responsibility extends in a direct line from top to bottom within the
structures, authority is definite and absolute.

While the line type of organization has many advantages, it also has some inherent
weaknesses which, for many organizations, make its use impractical. Perhaps its greatest
advantage is that, it is utterly simple. It involves a division of the work into units of eighth person
with a person in charge who has complete control and who can be hold directly responsible or
accountable for results, or lack of them.
29 www.rkmfiles.net

4
 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

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,
30 www.rkmfiles.net

4
research, legal advice, budgeting, and educational services. Staff members are often civilians with
specialized training who serve within the department but do not deal with daily operation son the
street. Their main function is to study police policies and practices and to offer proposals to the
chief executive of the department. Staff personnel tend to be:

 Highly specialized.
 Involved in an advisory capacity
 Detached from the public
 Not directly responsible for the decisions made by department executive.

Auxiliary Functions: Auxiliary functions involve the logistical operations of the

department. These include training, communications, jailing, maintenance, record keeping, motor
vehicles, and similar operations.

ELEMENTS OF ORGANIZATON

Specialization

The grouping of activities and segregation of line, staff, and auxiliary functions are large-
scale examples of specialization within a bureaucratic organization.

Specialization of an individual level is also important in all organizations, since it must be

expected that some members will know more, perform better and contribute more in one area of
activity than in others, Disparities in job ability among persons may be the result of physical
attributes, mental aptitude, skills, interests education, training, motivation, or adaptation, among
other factors.

Specialization Defined : Specialization is the assignment of particular workers to

particular tasks. Thus, it can be thought of in terms of either jobs or people.

Specialization of people (specialists) is the designation of particular persons as having

expertise in a specific area of work. Here, specialization signifies the adaptation of an individual to
the requirements go some technical tasks through training, conditioning or extensive on-the-job
experience.
Example: Areas of police specialization include undercover works, c rime scene operations, legal
advising, computer work, planning, community relations, drug reaction, gang activities, or SWAT
operations.

Hierarchy of Authority

If all persons within an organization were given the freedom to do what they like (and to
refuse to do what they dislike), there would be little likelihood of accomplishment. Any
collaborative effort such as that in a police department thus requires a system of checks and
controls on individual behavior. Hence, the department must have a person or persons with
authority to direct the actions of workers and ensure compliance with standards in order to achieve
the department’s goals.
31 www.rkmfiles.net

4
 Hierarchy defined : A hierarchy represents the formal relationship among superiors and
subordinates in any given organization. It can be visualized as a ladder, with each rung (or rank)
representing a higher or lower level of authority.

Each rank or position on a hierarchical ladder has specific rights, while at the same time
owing specific duties to the positions above and below it. Any particular position of the ladder is
expected to direct and control the activities of the ranks, while obeying the directions and
instructions received from higher ranks.

Authority Defined : Authority is the right to command and control the behavior of
employees in lower positions within an organizational hierarchy. A hierarchy thus serves as the
framework for the flow of authority downward (and obedience upward) through the department.

Example: Authority can be illustrated by the situation in which a subordinate abstains from
making his or her choice among several courses of action and instead automatically accepts the
choice made by the supervisor regardless of whether one personally agrees.

Authority Roles : Authority within an organization must be viewed in terms of prescribed

roles rather than of individuals. A particular position within an organization carries the same
authority regardless of who occupies that position. While the personality of the occupant may
change the style or manner in which authority is exercise, it should increase or decrease the basic
obligations of the occupant toward those in subordinate positions.

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

32 www.rkmfiles.net

4
doing the assigned job. However, the delegators remain accountable for accomplishment of the job
within the guidelines and quality standards of the agency.

Unity of Command

Traditional theories of organization insisted that each employee should have only one
supervisor of “boss”, and considered this principle of “unity of command” the backbone of any
organizational structure. Thus, a patrol officer, for example, would always receive orders from one
sergeant and would always report to that same sergeant. If the officer was instructed or advised by
a detective, garage sergeant, or any other administrator (with the possible exception of the chief),
the officer is expected to check with his or her sergeant before taking any action.

Formal Communication

Basically, communication is the process of sharing understanding and information on

common subjects. More precisely, it is an intercourse between, through or more people by means
of words, letters symbols, or gestures for the purpose of exchanging information. Procedures,
channels, and standardized languages are essential to effective communication within such large
organization.

While the eight elements previously discussed are crucial to any police organization, they
would remain fragmented without some means of integrating them into a meaningful and practical
whole. The integrating element is communication. Through communication, personnel are kept
informed of the objectives of the organization, of the means selected for achieving them, and of the
information necessary for the continuing operation of the department. Effective communication
would ensure a common understanding of department goals, policies, and procedures and this
helps to bind the agency together.

PRINCIPLES OF POLICE ORGANIZATION

Police organizations are either formal or informal. Formal organizations are highly
structured while informal organizations are those without structures.

Every formal police organization whether small or large are governed by the following principles:

1. Principle of Unity of Objectives - an organization is effective if it enables the individuals

to contribute to the organization’s objectives.

2. Principle of Organizational Efficiency – organization structure is effective if it is

structured in such a way to aid the accomplishment of the organization’s objectives with a
minimum cost.

3. Scalar Principle – shows the vertical hierarchy of the organization which defines an
unbroken chain of units from top to bottom describing explicitly the flow of authority. The
scalar principles are:
33 www.rkmfiles.net

4
 a. Line of Authority and Chain of Command - This principle of organization
suggests that communications should ordinarily go upward through established
channels in the hierarchy. Diverting orders, directives, or reports around a level of
command usually has disastrous effects on efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean
more than what he can effectively direct and coordinate. In span of control, levels
of authority shall be kept to a minimum.
c. The Delegation of authority shall carry with it a commensurate authority and the
person to whom the authority is delegated shall be held accountable therefore. It
implies that delegation must carry with it appropriate responsibility.
d. The Unity of Command - explains that subordinates should only be under the
control of one superior.

4. Functional Principle – refers to division of work according to type, place, time and
specialization.

5. Line and Staff – implies that a system of varied functions arrange into a workable pattern.
The line organization is responsible for the direct accomplishment of the objectives while
the staff is responsible for support, advisory or facilitative capacity.

6. Principle of Balance – states that the application of principles must be balanced to

ensure the effectiveness of the structure in meeting organization’s objectives.

7. Principle of Delegation by Results – states that authority delegated should be

adequate to ensure the ability to accomplish expected results.

8. Principles of Absoluteness of Responsibility – explains that the responsibility of the

subordinates to their superior for performance is absolute and the superior cannot escape
responsibility for the organization on activities performed by their subordinates.

9. Principle of Parity and Responsibility – explains that responsibility for action cannot be
greater than that implied by the authority delegated nor should it be less.

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.

34 www.rkmfiles.net

4
OTHER PRINCIPLES OF POLICE ORGANIZATION

Grouping of Similar Task

Tasks, similar or related in purpose, process, method, or clientele, should be grouped

together in one or more units under the control of one person. Whenever, practicable, every
function of the police force shall be assigned to a unit.

a. According to Function - The force should be organized primarily according to the

nature of the basis to be performed. It should be divided into groups so that similar and
related duties may be assigned to each.

b. According to Time Frame - The elements are divided into many shifts or watches
according to the time of the day. This is the most elementary form of police
organization. Any large functional unit can also be organized according to time if the
demand exists.

c. According to Place of Work - A territorial distribution of a platoon, accomplished by

assigning patrolman on beats, is necessary to facilitate the direction and control of the
officers and to ensure suitable patrol service at every point with in the jurisdiction.
Patrolman on street duty is usually under the supervision of a patrol sergeant. When
the number of patrolmen is great, it may be desirable to divide them into squads
assigned to specific sectors of jurisdiction, with a sergeant in charge of each squad.

d. According to Level of Authority -A police department is always divided according to

the level of authority. Example, there will be some patrolmen, sergeants, some
lieutenants, some captains, and so on. Vertical combinations of superior officers, with
each rank at a different level of authority from any other, from channels through which
operations may be directed and controlled can be adopted in certain cases to ensure
coordination.

Specialization Based on Need

Specialized units should be created only when overall departmental capability is thus
significantly increased.
Specialization is a principle of organization which is the result of the division of the force into
separate units. The degree of specialization is determined by the size and sophistication of the
department and by the extent to which unit has exclusive responsibility for the performance of each
group of the operational task.

35 www.rkmfiles.net

4
THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION

The PNP is composed of a national headquarter, regional headquarters, provincial

headquarters, district headquarters or municipal stations. At the national level, the PNP maintains
its national headquarter in Camp Crame, Metropolitan Manila which houses the directorial staff,
service staff and special support units.

PNP Staff and Support Units

A. The Chief of the Philippine National Police has the rank of Police Director General in the
Armed Forces of the Philippines with a four-star rank. He is assisted by a Personal Staff
composed of:
 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
B. Deputy Chief of Philippine National Police for Administration.
C. Deputy Chief of Philippine National Police for Operations
D. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff.

The two Deputies and the Chief of Directorial Staff have the rank of Police Deputy
Director General, equivalent to a three-star rank in the Armed Forces of the Philippines.

Directorial Staff (Functional Staff)

 Directorate for Personnel - Record Management
 Directorate for Intelligence
 Directorate for Operations
 Directorate for Investigation
 Directorate for Logistics
 Directorate for Plans
 Directorate for Comptrollership
 Directorate for Police Community Relations
 Directorate for Human Resources and Doctrine Development
 Directorate for Research and Development

Administrative Support Units

 Logistic Support Service Legal Service
 Medical and Dental Service
 Computer Service
 Crime Laboratory Support Service
 Engineering Service
 Headquarters Support Service
 Finance Service
 Communications-Electronics Service
36 www.rkmfiles.net

4
  Captain Service

Operational Support Units

 Criminal Investigation Command
 Narcotics Command absorbed into the PDEA
 Traffic Management Command
 Intelligence Command
 Special Action Force Command
 Security Command
 Civil Security Force Command
 Maritime Command
 Police Community Relations Command
 Aviation Security

The Powers and Functions of the PNP

1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to
justice, and assist in their prosecution.
4. Exercise the general powers to make arrest, search and seizure in accordance with the
Constitution and pertinent Laws.
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the
person so detained of all his/her rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operation of security agencies and issue licenses to
operate security agencies, and to security guards and private detectives for the practice of
their profession; and
8. Perform such other duties and exercises all other functions as may be provided by law.
One of these is the Forestry law wherein the PNP is primary enforcer in coordination with
the Department of Environment and Natural Resources (DENR).

The Rank Classification of the PNP Personnel

POLICE RANKS EQUIVALENT

ABBREVIATIONS MILITARY RANKS

A. COMMISSIONED OFFICERS:

Director General (DG) General

Deputy Director General (DDG) Lt General
Director (DIR) Maj General
Chief Superintendent (CSUPT) Brig.Gen.
37 www.rkmfiles.net

4
 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

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.
38 www.rkmfiles.net

4
The PNP Doctrine of Development

Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic

weapon of a policeman is the excellent knowledge of the law he is enforcing, and that the gun is
only secondary or a defensive weapon. An ordinary policeman is expected to be a one-man staff,
operator, fiscalizer and prosecutor in the court of law. On top of this, he is also expected to behave
civilly as a model citizen of his community a protector of human rights. The battleground of a
policeman is the court of law and the center stage of his action is community wherein the
spectators are the citizens he has sworn to serve with utmost dedication. As quoted by no less that
the Chief, PNP, Director General Ricardo A. Sacramento II: “Rigors of police work, more than
anything else, touch the lives of every citizen as they go through their daily routine.” This is
mirrored by the often-quoted maxim, verbalized by August Vollmer who said:

“Average citizen expects the police officer to have the wisdom of Solomon, the courage of
David, the strength of Samson, the patience of Job, the leadership of Moses, the faith of Daniel,
the diplomacy of Lincoln, the tolerance of the carpenter of Nazareth, the kindness of the Good
Samaritan, and finally, an intimate knowledge of every branch of natural, biological and social
sciences. If he possesses all these qualities, then he might be a good policeman.”

Community Oriented Policing System (COPS)

In the Philippines, a revolutionized concept in modern policing and a new strategy for
delivering basic police services adhering to the following basic concepts have been adopted – the
so called COPS:

a. The police and community are co-producers of police vices. Hence, peace and order
is shared joint responsibility of the community and the police.
b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the
active and vigilant actions and participation of the citizenry.
c. It is a problem oriented policing system (POPS), which is zeroed in to the root causes
of the problem and its solution.

POLICE OPERATIONAL PLANNING

What is a Plan?

A plan is an organize schedule or sequence by methodical activities intended to attain a

goal and objectives for the accomplishments of mission or assignment. It is a method or way of
doing something in order to attain objectives. Plan provides answer to 5W’s and 1 H.

What is Planning?

39 www.rkmfiles.net

4
 Planning is a management function concerned with visualizing future situations, making
estimates concerning them, identifying issues, needs and potential danger points, analyzing and
evaluating the alternative ways and means for reaching desired goals according to a certain
schedule, estimating the necessary funds and resources to do the work, and initiating
action in time to prepare what may be needed to cope with the changing
conditions and contingent events.

Planning is also the process of preparing for change and coping with
uncertainty formulating future causes of action; the process of determining the
problem of the organization and coming up with proposed resolutions and finding
best solutions.

 The process of combining all aspects of the department and the realistic
anticipation of future problems, the analysis of strategy and the correlation
of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.

What is Police Planning?

Police Planning is an attempt by police administrators in trying to allocate

anticipated resources to meet anticipated service demands. It is the systematic
and orderly determination of facts and events as basis for policy formulation and
decision affecting law enforcement management.

What is Operational Planning?

Operational Planning is the use of a rational design or pattern for all

departmental undertakings rather than relying on chance in an operational
environment. It is the preparation and development of procedures and
techniques in accomplishing of each of the primary tasks and functions of an
organization.

What is Police Operational Planning?

Police Operational Planning is the act of determining policies and

guidelines for police activities and operations and providing controls and
safeguards for such activities and operations in the department. It may also be
the process of formulating coordinated sequence of methodical activities and
allocation of resources to the line units of the police organization for the
attainment of the mandated objectives or goals.

40 www.rkmfiles.net

4
 Objectives are a specific commitment to achieve a measurable result
within a specific period of time. Goals are general statement of intention and
typically with time horizon, or it is an achievable end state that can be measured
and observed. Making choices about goals is one of the most important aspects
of planning. Relate this definitions with their description as defined in chapter
one.

The process of police operational planning involves strategies or tactics,

procedures, policies or guidelines. A Strategy is a broad design or method; or a
plan to attain a stated goal or objectives. Tactics are specific design, method or
course of action to attain a particular objective in consonance with strategy.
Procedures are sequences of activities to reach a point or to attain what is desired. A
policy is a product of prudence or wisdom in the management of human affairs, or policy is a
course of action which could be a program of actions adopted by an individual, group,
organization, or 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

41 www.rkmfiles.net

4
 In the process, the police administrator can use the potent tool of
alternatives. Alternatives (options) are means by which goals and objectives
can be attained. They maybe policies, strategies or specific actions aimed at
eliminating a problem. Alternatives do not have to be substitutes for one another
or should perform the same function. For example, our goal is to “improve officer-
survival skills.” The plan is to train the officers on militaristic and combat
shooting. The alternatives could be:

Alternative 1 - modify police vehicles

Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc

What are the Objectives of Police Planning?

1. To increase the chances of success by focusing on results and not so

much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better
decisions.
3. To establish a framework for decision making consistent with the goal of
the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual
performance.

What can be expected in planning?

1. Improve analysis of problems

2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support

What are the characteristics of a good police plan?

42 www.rkmfiles.net

4
 1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning? The five (5) W’s and one (1) H

1. What to do – mission/objective
2. Why to do – reason/philosophy
3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy

What are the approaches in Police Planning?

A variety of approaches are employed in the planning processes. Each is

unique and can be understood as a method of operationalizing the word
planning. There are basically five major approaches to planning which are:

1. Synoptic Approach
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
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 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.
43 www.rkmfiles.net

4
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.
44 www.rkmfiles.net

4
  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.
45 www.rkmfiles.net

4
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.

46 www.rkmfiles.net

4
 d. The Four (4) Primal Conditions of the Police
Organization

 Authority – The right to exercise, to decide, and to command by virtue

of rank and position.
 Doctrine – It provides for the organizations objectives. It provides the
various actions. Hence, policies, procedures, rules and regulations of
the organization are based on the statement of doctrines.
 Cooperation or Coordination
 Discipline – It is imposed by command or self-restraint to insure
supportive behavior.

Classifications of Police Plan

According to coverage - Police Plans could be Local Plans (within police

precincts, sub-stations, and stations), Regional Plans, and National Plans.

According to Time - Police Plans are classified as:

1. Strategic or Long Range Plan – It relates to plans which are strategic or

long range in application, and it determine the organization’s original goals
and strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-
L-I-C-E 2000, Three Point Agenda, and GLORIA (These are discussed on
the latter part of this Chapter).

2. Intermediate or Medium Range Planning – It relates to plans, which

determine quantity and quality efforts and accomplishments. It refers to
the process of determining the contribution on efforts that can make or
provide with allocated resources.

Example: 6 Masters Plans:

 Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
 Master Plan Sandugo (Support to Internal Security Operations
Master Plan)
 Master Plan Banat (Anti-Illegal Drugs Master Plan)
 Master Plan Sang-ingat (Security Operations Master Plan)
 Master Plan Saklolo (Disaster Management Master Plan)
 Sangyaman (protection and Preservation of Environment,
Cultural Properties, and Natural Resources Master Plan)
47 www.rkmfiles.net

4
 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.

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
48 www.rkmfiles.net

4
 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.

49 www.rkmfiles.net

4
KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the administrative

planning responsibility within in the unit, the Commander shall develop
unit plans relating to policies or procedure, tactics, operations, extra-office
activities and management.

Further, standard-operating procedures shall be planned to guide

members in routine and field operations and in some special operations in
accordance with the following procedures:

a. Field Procedure – Procedures intended to be used in all situations

of all kinds shall be outlined as a guide to officers and men in the
field. Examples of these procedures are those related to reporting,
to dispatching, to raids, arrest, stopping suspicious persons,
receiving complaints, touring beats, and investigation of crimes.
The use of physical force and clubs, restraining devices, firearms,
tear gas and the like shall, in dealing with groups or individuals,
shall also be outlined.

b. Headquarters Procedures – Included in these procedures are the

duties of the dispatcher, jailer, matron, and other personnel
concerned which may be reflected in the duty manual. Procedures
that involve coordinated action on activity of several offices,
however, shall be established separately as in the case of using
telephone for local or long distance calls, the radio teletype, and
other similar devices.

c. Special Operation Procedures – Certain special operations also

necessitate the preparation of procedures as guides. Included are
the operation of the special unit charged with the searching and
preservation of physical evidence at the crime scenes and
accidents, the control of licenses, dissemination of information
about wanted persons, inspection of the PNP headquarters, and
the like.

2. Tactical Plans – These are the procedures for coping with specific
situations at known locations. Included in this category are plans for

50 www.rkmfiles.net

4
 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.

51 www.rkmfiles.net

4
4. Extra-office Plans – The active interest and the participation of individual
citizen is so vital to the success of the PNP programs that the PNP shall
continuously seek to motivate, promote, and maintain an active public
concern in its affairs. These are plans made to organize the community to
assist in the accomplishment of objectives in the fields of traffic control,
organized crime, and juvenile delinquency prevention. The organizations
may be called safety councils for crime commissions and community
councils for the delinquency prevention. They shall assist in coordinating
community effort, in promoting public support, and in combating organized
crime. Organization and operating plans for civil defense shall also be
prepared or used in case of emergency or war in coordination with the
office of the Civil Defense.

5. Management Plans – Plans of management shall map out in advance all

operations involved in the organization management of personnel and
material and in the procurement and disbursement of money, such as the
following:

a. Budget Planning – Present and future money needs for personnel,

equipment, and capital investments must be estimated. Plans for
supporting budget request must be made if needed appropriations are
to be obtained.
b. Accounting Procedures – Procedures shall be established and
expenditure reports be provided to assist in making administrative
decisions and in holding expenditures within the appropriations.
c. Specifications and Purchasing Procedures – Specifications shall be
drawn for equipment and supplies. Purchasing procedures shall
likewise be established to insure the checking of deliveries against
specifications of orders. Plans and specifications shall be drafted for
new building and for remodeling old ones.
d. Personnel – Procedures shall be established to assure the carrying
out of personnel programs and the allocation of personnel among the
component organizational units in proportions need.
e. Organization – A basic organizational plan of the command/unit shall
be made and be posted for the guidance of the force. For the
organization to be meaningful, it shall be accompanied by the duty
manual which shall define relationships between the component units
in terms of specific responsibilities. The duty manual incorporates
rules and regulations and shall contain the following: definition of

52 www.rkmfiles.net

4
 terms, organization of rank, and the like, provided the same shall not
be in conflict with this manual.

FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and the

subordinate commanders and the same shall be aimed at the accomplishment of
the following primary tasks more effectively and economically:

Patrol – The patrol force shall accomplish the primary responsibility of

safeguarding the community through the protection of persons and property, the
preservation of the peace, the prevention of crime, the suppression of criminal
activities, the apprehension of criminals, the enforcement of laws and ordinances
and regulations of conduct, and performing necessary service and inspections.
Investigation – The basic purpose of the investigation division unit shall
be to investigate certain designated crimes and clear them by the recovery of
stolen property and the arrest and conviction of the perpetrators. To this end, the
investigation division shall supervise the investigation made by patrolman and
undertake additional investigation as may be necessary of all felonies.
Traffic Patrol – Police control of streets or highways, vehicles, and people
shall facilitate the safe and rapid movement of vehicles and pedestrians. To this
end, the inconvenience, dangers and economic losses that arise from this
moment, congestion, delays, stopping and parking of vehicles must be lessened.
Control of traffic shall be accomplished in three (3) ways:

 Causes of accidents and congestion shall be discovered, facts

gathered and analyzed for this purpose;
 Causes shall be remedied, charges shall be made in physical condition
that create hazards, and legislation shall be enacted to regulated
drivers and pedestrians; and
 The public shall be educated in the provisions of traffic and ordinances.
Motorists and pedestrians shall be trained in satisfactory movement
habits, and compliance with 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

53 www.rkmfiles.net

4
disturbance. Control of vice, shall be based on law rather than on moral
precepts, and intensive operations shall be directed toward their elimination. A
primary interest in vice control results from the close coordination between vice
and criminal activities. Constant raids of known vice dens shall be undertaken.
Juvenile Delinquency Control – Effective crime control necessitates
preventing the development of individuals as criminals. The police commander
shall recognize a need for preventing crime or correcting conditions that induce
criminality and by rehabilitating the delinquent.

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police

operational planning adopted by the police organization to guide the police
officers in the conduct of their duties and functions, especially during field
operations.

The following are Police Security Service Package of the PNP with the
following standard operating procedures and guidelines:

1. SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP

prescribes the basic procedures to be observed by all PNP Units and
mobile patrol elements in the conduct of visibility patrols.
2. SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85%
of the PNP in the field to increase police visibility and intensifies anti-crime
campaign nationwide.
3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct
of inspections to ensure police visibility.
4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the
people’s direct link to the police to receive public calls for assistance and
complaints for prompt action by police authorities. This SOP prescribes
the procedures in detail of Duty Officers, Telephone Operators and Radio
Operators for REACT 166; and their term of duty and responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the
Presidential Anti-Organization Crime Task Force (PAOCTF), the PNP is
now in support role in campaign against kidnapping in terms of personnel
requirements. SOP #5 sets forth the PNP’s guidelines in its fight against
kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an
all-out and sustained anti carnapping campaign to stop/minimize
carnapping activities, neutralize syndicated carnapping groups,
identify/prosecute government personnel involved in carnapping activities,
and to effectively address other criminal activities related to car napping.

54 www.rkmfiles.net

4
 7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines
in the conduct of operations against terrorists and other lawless elements
involved in terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-
BANK ROBBERY) - This SOP provides overall planning, integration,
orchestration or coordination, and monitoring of all efforts to ensure the
successful implementation.
9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth
the guidelines and concepts of operations to be observed in the conduct of
anti-highway robbery/hold-up/hijacking operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the
concept of operations and tasks of all concerned units in the campaign
against Partisan Armed Groups and loose fire.
11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED
PERSONS) - This SOP sets forth the objectives and concept of operation
tasks of all concerned units in the neutralization of wanted persons.
12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the
operational thrusts to be undertaken by the PNP that will spearhead the
fight against all forms of illegal gambling nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of
operation in the campaign against professional squatters and squatting
syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to
be undertaken by the National Headquarter (NHQ) of PNP in the
establishment of a quick reaction group that can be detailed with the office
of the Secretary of Interior and Local Government (SILG), with personnel
and equipment requirements of that reaction group supported by the PNP.
15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets
forth the operational thrusts to be undertaken by the PNP that will
spearhead the fight against prostitution and vagrancy.
16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be
followed by tasked PNP Units/Offices in enforcing the ban on
pornographic pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH,
AND SEIZURE -This SOP prescribes the procedures and manner of
conducting an arrest, raid, search and/or search of person, search of any
premises and the seizure of properties pursuant to the 1987 Philippine
Constitution, Rules of Court, as amended and updated decision of the
Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS

DISASTER AND EMERGENCY PLANNING

55 www.rkmfiles.net

4
 Emergency and disaster planning is one of the most important interrelated
function in a security system. It is important in any organization as physical
security, fire protection, guard forces, security of documents and personnel
security.

Emergency and disaster planning refers to the preparation in advance

of protective and safety measures for unforeseen events resulting from natural
and human actions.

Disaster plans outline the actions to be taken by those designated for

specific job. This will result in expeditious and orderly execution of relief and
assistance to protect properties and lives. These plans must also be rehearsed
so that when the bell ring, there will be speed and not haste in the execution.
Speed is the accurate accomplishment of a plan as per schedule, while haste is
doing a job quickly with errors. Plans therefore must be made when any or all of
the emergencies arise. Those plans, being special in nature, must be prepared
with people whose expertise in their respective field is legion together with the
coordination and help of management, security force, law enforcement agencies,
and selected employees.

Planning is necessary to meet disaster and emergency conditions and it

must be continuing and duly supported by management. One aspect of the plans
will be to consider recovery measures to be undertaken by the organization.
Being prepared for the eventuality gives better chances of protection and
eventual recovery than those not prepared. Without planning, the emergency or
disaster can become catastrophic. With a good, suitable plan to follow, the
unusual becomes ordinary, hence, the mental preparedness for easy survival
and recovery.

Understanding Disaster

A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be

considered as an EMERGENCY but an emergency may not always be a
disaster. An EMERGENCY falls into 2 broad categories:

floods, earthquake, famine, typhoon, diseases,

volcanic eruption, crashes, industrial accident, fires,
Disaster
landslide, avalanches, tsunamis, etc.
(Natural Crisis)

56 www.rkmfiles.net

4
 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.

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

57 www.rkmfiles.net

4
  Identify the type of disaster occurred in the area
 Identify those that could affect your operation in the area
 Determine which scenarios are plausible
 Survey your physical facilities and operating procedures to determine
preparedness
 Survey surrounding area to determine if there are operations or facilities
near which might create emergencies
 Establish a liaison with law enforcement agencies and emergency
response groups
 Know where to get help, how to get help, and what help you can expect
 Know who currently has authority to make key decisions with in your
organization and who control access to decision makers in an emergency
 Review emergency procedures, its completeness and accuracy

Phases in Emergency/Disaster Planning

Phase I - Assessment of the Situation

This will be a research in depth by a knowledgeable and specially trained

group on the vulnerabilities as well as the resources available for the disaster
plan. Surveys and Inspection may be conducted

Phase II – Writing the Plan

The plan will have to be written based on the findings in phase I. The plan
can be code title, management will just call for the name of the plan.

Phase III – Testing the Plan

Dry runs of the emergency plan is a part of the entire process of planning
to determine plan reliability and to identify deficiencies and make neceassry
corrections or adjustments.

Phase IV – Critique the Plan

This involves the analysis of feedbacks. The unworkable procedures

should be noted and finally corrected.

Checklist for Reviewing Policies, Procedures, and Plans

 Compile and review your organization”s policies on various contingencies

before establishing your plans
 Ensure that these policies are known throughout the organization and that
they are included in your emergency manuals

58 www.rkmfiles.net

4
  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
 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

59 www.rkmfiles.net

4
On Pre-event

 Supervise the formulation of policies

 Ensure the development of procedures
 Participate in preparing plans
 Oversee and participate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
 Ensure the assembly of supplies
 Ensure preparation of rest, food, medical areas

During the Event

 Establish shift schedules immediately

 Delegate tasks
 Focus on underlying problem
 Maintain control
 Follow organizational policies
 Use prepared procedures
 Innovate as needed
 Ensure that information is shared with the entire team
 Review all press release and public statements
 Double check or confirm informations if possible
 Aid victim and their families
 Try to anticipate future consequences
 Control stress of team members
 Ensure log maintenance

On Post Event (After the Incident)

 Evaluate effectiveness of plans

 Evaluate adequacy of procedures
 Debrief personnel
 Evaluate equipment and training used
 Revise plans and procedures in the light of new experience
 Reward personnel as appropriate
 Assist victims as appropriate
 Document events
 Prepare after-action reports
 Arrange an orderly transition to normal conditions
 Retain archives

The chain of events during a disaster is simplified as follows:

60 www.rkmfiles.net

4
  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 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

61 www.rkmfiles.net

4
crowd assembled, an aggravated fight, or a confrontation with the police. At times
like this, there is already a strong feeling of togetherness (“we are one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become
violent, it becomes a riot.

What is the Role of Planning in Crowd Control or Riot Prevention?

A sound organizational planning, training, logistical support and a high

departmental morale are the essential success elements in modern counter-riot
operations.

The control of violent civil disorder involving large segments of the

population, especially in congested urban areas, requires a disciplined,
aggressive police counter-action which at the same time adheres to the basic law
enforcement precepts. This is done through effective police operational planning.

Through planning, the law violators can be arrested and processed with in
the existing legal frameworks by the exercise of reasonable force. Without an
immediate decisive police action, the continually recurring conditions of civil
unrest and lawlessness could quickly evolve into a full-scale riot. Police planning
could provide the best police reaction and order can be restored with a minimum
of property damage and injury.

What are the Police Purpose and Objectives in Anti-Riot Operations?

Containment – Unlawful assembly and riot are as contagious as a plague

unless they are quarantined from the unaffected areas of the community. In here,
all persons who are at the scene should be advised to leave the area, thereby
reducing the number of potential anti-police combatants.

Dispersal – The crowd of unlawful assembly or riot should be dispersed

at once. It may appear at first to be a legal assembly but the nature of the
assembly at the time of the arrival of the police may clearly distinguish it as being
unlawful. Once it is determined, the responsibility of the police to command the
people to disperse. Crowd control formations may be done if necessary to
expedite their movements.

Prevention of Entry or Reentry- The police have to protect the area

once the people have been moved out or dissipated into smaller groups to

62 www.rkmfiles.net

4
prevent them from returning. Enforce quarantine by not allowing the group to
resume their actions.

Arrest Violators – One of the first acts of the police upon arrival at the
scene of the disturbance is to locate and isolate individuals who are inciting the
crowd to violate or fragrantly violating the law. Prevent any attempt by the crowd
or mob to rescue those arrested by enforcing total quarantine.

Establish Priorities – Depending upon the circumstances, it is always

necessary to establish priorities. Assessing the situation to determine the nature
of assistance and number of men needed is part of the planning process.

What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation

 determine whether the original purpose of the gathering was lawful or not
 determine also the lawfulness at the time of arrival at the scene
 assess their attitude, emotional state, and their general condition
 determine any state of intoxication and other conditions that may lead to
violence
 identify the cause of the problem
 locate and identify leaders or agitators

Survey the Scene

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

 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

63 www.rkmfiles.net

4
  ask for assistance or help from the command post hence remain close to
the radio as possible until additional units arrived or to communicate new
developments

Maintain a Watchful Waiting

 make your presence known to the people in the vicinity

 if the crowd is too much to handle, stay near the command post and wait
for additional support units
 use radio or other means of communications to call for assistance
 make preparations for decisive police action.

Concentrate on Rescue and Self-Defense

 take care of the immediate needs of the situation until help arrives
 apply first aid to injured people and self protection must be considered
 remember the primary objective of protecting lives, property and the
restoration of order

Maintain an Open Line of Communication

 keep the dispatcher advised on the progress of the scene

 continue directing the support units to the scene and the general perimeter
control

Establish a Command Post

 follow what is in your contingency plan for civil disturbance

 make every officer aware of the command post for proper coordination

Take immediate action for serious violations

 arrest perpetrators
 isolate the leaders or agitators from the crowd
 show full police force strength

Give the dispersal order

 disperse the crowd upon order

 anti-riot formations and procedures must be used
 use of force necessary for dispersal maybe considered

What are the General Guidelines in Handling Riot?

64 www.rkmfiles.net

4
 1. Preplanning must be high on the agenda whenever
the department anticipates any disorder or major disturbance.
2. Meet with responsible leaders at the scene and
express your concern for assuring them their constitutional guarantees.
Request them to disperse the crowd before attempting to take police
action.
3. Maintain order and attempt to quell the disturbance
without attempting to punish any of the violators.
4. Use only the force that is necessary but take positive
and decisive action.
5. Post the quarantine area with signs and barricades, if
necessary.
6. Keep the traffic lane open for emergency and support
vehicle.
7. Consider the fact that most impressive police action at
the scene of any type of major disturbance is the expeditious removal of
the leaders by a well-disciplined squad of officers.
8. For riot control, consider the following:

 Surprise Offensive – The police action in its

initial stages at a riot must be dramatic. The elements of surprise
may enhance effectiveness of riot control
 Security of Information – Plans for action and
communications regarding the movement of personnel and
equipment should be kept confidential
 Maximum utilization of Force – A show of
police force should be made in a well-organized manner, compact,
and efficient in a military-type squad formations.
 Flexibility of Assignments – Officers and teams
should be flexibly assigned to various places where the need is
greatest.
 Simplicity – Keep the plan as simple as
possible and the instructions are direct to avoid mass confusion
among the officers.

What are the Special Problems in Crowd Control and Anti-Riot Operations?

Snipers – Certain psychopathic people may attempt to take advantage of

the mass confusion and excitement at a riot scene by taking a concealed position
and shooting at people with some type of weapons, usually rifle.

Arsonist – Persons holding torch in their hands are potential arsonists.

They must be taken into custody immediately.

65 www.rkmfiles.net

4
 Looters – Acts of simple misdemeanor thefts or may consists of robbery
of breaking and entering. Take the suspects into custody by whatever means are
necessary.

POLICE PATROL OPERATIONS

What is Patrol?

According to Hale, Patrol is the essence of police function while

Payton said Patrol division is the backbone of a police department.
However, making it simpler, patrol may refer to the regular tour made
by a guard in a place in order to protect it or to maintain order. It could
also mean a person or a group (such as a police or military unit) sent
to carry out a tour of duty in a certain place with a particular mission
either for reconnaissance purposes or simply to provide protection.

Etymology of the Term Police and Patrol

As discussed earlier, the term police originated from the Greek

word politeia, which means ‘civil organization’ and ‘the state’; the
Romans slightly changed the word to politia. The French changed
the word to police to call those people authorized to implement the
law. The English and the Americans borrowed the word from the
French and used it to describe a law enforcer. The word Cop and
Constable are other common descriptions of a police officer. Cop is
a European term meaning to catch or seize.

It must be noted that the terms constable and patrol came from
the French. Patrol originated directly or via German Patrolla from the
French patrouller (patroullier), which originally means ‘to walk through
mud in a military camp.’
66 www.rkmfiles.net

4
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 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

67 www.rkmfiles.net

4
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

68 www.rkmfiles.net

4
 In England, each petty kingdom was divided into shires or
counties. Each shire was the responsibility of a “Reeve”, later
called the Sheriff, who in turn was responsible to their King for law
and order in his respective district. Each Shire was broken down into
Hundreds (100 households) headed by a Hundredman, later known
as a High Constable. Each hundred was further broken down into
Tythings (10 families) headed by a Tythingman or Chief Tythingman
who was elected by the group, later on replaced by the Constable in
the 12th century. He served as constable and judge.

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.

69 www.rkmfiles.net

4
 Statute of Winchester (Watch and Ward Act) - Near the end
of the 13th Century (1285), the Statute of Winchester enacted the
system of Watch and Ward Act. A watch was stationed between
sunset and sunrise at each gate of a walled town. It revived the Hue
and Cry. Some watches are grouped together for protection and
patrolled the town in “Marching Watches”.

The Charlies - Near the middle of the 17th Century (1663),

King Charles passed an act which provided in London one thousand
Night Watchmen or bellmen to be on duty from sunset to sunrise
and they were called Charlies. Also referred to by the local citizens
as “Shiver and Shake” watch because they were often old and frail
and would run off if they saw any trouble, or heard a cry for help.
They carried long staves and dimly lit lanterns, and they called out
the hour and weather conditions. Some were not honest and
sometimes work for criminals as lookouts. Because of this
ineffectiveness, merchants hired their own watchman who was known
as the “Merchant Police.”

Bow Street Runners - In 1748, Henry Fielding became the

Chief Magistrate at Bow Street in Middlesex, London. He organized
a group of men known as Bow Street Runners whose task was to run
errands for the Bow Street Court. He later formed The Bow Street
Horse Patrol whose duty was to patrol the main roads thus secure the
travelers from highwaymen or highway bandits. According to some
books, Bow Street Runners was the first organized foot patrol and
Bow Street horse Patrol was the first mounted police on patrol.

The Metropolitan Police - In 1829, Sir Robert Peel introduced

the Metropolitan Police Act and was passed by the English
parliament of England in the same year. This law led to the creation
of the Metropolitan Police Force of London, which is viewed by some
historians as the first organized uniformed police form. This police
force was later called Scotland Yard. Being the sponsor of the law,
70 www.rkmfiles.net

4
Peel became the first head of the police organization thus earning the
title of “The Father of Modern Policing System.”

The “New Police” by Peel were not well received at first.

Oftentimes, they were referred to as “Peel’s Bloody Gang,” “Blue
Devils,” and “Dirty Papists.”

France

The French Police is quite old. During the Roman Empire,

France was the Roman province Gaul, and the French seemed to
expand on Augustus Caesar’s idea of police by giving them very wide
powers including price control, welfare, public morals, and even
sitting in judgment of these offenders. They (the police) handled
duties that today we consider “civil” matters and their power came
directly from the king not from the community.

16th Century - Paris had two patrols: The Citizen Night Guard;
(similar to English Watchman) and the Royal Guard which was
probably for the king’s protection. At this time, Saint-Louis gave the
Guard a motto that is even today on the French police emblem,
“Vigilat ut Quiescant” (He watches that they may sleep).

End of 18th Century (1791) - The position of “Officers de Paix”

was formed (origin of “Peace Officer”).

First Police Organization (headed by Louis-Marie

Debelleme)- In truth, the French were the first to establish a
group of uniformed police officers tasked to patrol the city of Paris.
This police force was called ‘Sergent de Ville’ (servant of the city)
which was organized six months earlier before the creation of
Metropolitan Police Force of London.

United States
71 www.rkmfiles.net

4
 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.

72 www.rkmfiles.net

4
  San Francisco formed the “Committee of Vigilance” in lieu of
an established police. Their motto: “Fiat Justitia Ruat
Coelum” (Heaven decrees, Let There Be Justice).
 Pendleton Act of 1833 – established civil Service for federal
employees.

Modern Period - This period began in the 1920’s with the use of
automobile patrol and voice radio communications.

World War II – During the war, the following were some of the
events highlighting policing in America:

 Difficulty of getting police personnel.

 However, since many young men joined the military police, they
were stimulated to pursue career in police work.
 GI Bill – required police men to get college education and the
“New Breed” was born.

Philippines

The evolution of policing system and police patrol in the country

developed from the practice of different tribes. The common tradition
was to select able-bodied young men to protect their villages from the
depredation of wild animals that prey on their crops and livestock.

Some Important Dates or Events in Early Policing

particularly in the area of patrol organization (some were already
discussed in the Preliminaries of this book):

 1712 - “Carabineros de Seguridad Publico” was organized for

the purpose of carrying the regulation of the State and was
armed and considered as the Mounted Police.
 Jan. 8, 1836 - “Guardrilleros,” a body of rural police organized
in each town as established by a Royal Decree.

73 www.rkmfiles.net

4
  Feb. 12, 1852 - “Guardia Civil,” was created by a Royal
Decree issued by the crown to partially relieve the Spanish
Peninsular Troops of their policing towns.
 1899 - Post Office Inspection system begun.
 1901 - Department of Public Instruction was concerned with
peace and order. Gen. Howard Taft became the first Civil
Governor of the Philippine.
 July 18, 1901 - The PC, better known as the Insular
Constabulary, was organized, the first insular police force in the
Philippines, manned mostly by Filipinos but most officers were
Americans. Capt. Henry Allen named as the first Chief of the
PC.
 1935 - American Police Force withdrawn with the advent of the
Commonwealth. Capt. Columbus Piatt was the last American
Police Chief in Manila. Col. Antonio C. Torres became the first
Filipino Police Chief.

With the outbreak of the Pacific War:

 1939 - The Manila Police Department introduced the bicycle

patrol.
 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.

74 www.rkmfiles.net

4
Post War Era:

 Mar. 17, 1954 - Automobile Patrol was introduced in Metro

Manila. Isaias Alma Jose, the first Chief of mobile patrol of
MPD.
 Dec. 13, 1990 - RA 6975, An Act establishing the PNP under a
Reorganized Department of the Interior and local government
and for other purposes.
 1998 - RA 8551, the PNP Attrition Law, “Professionalization
Law”

Present Period

The country through the Philippine National Police and the

Department of Interior and Local Government in coordination with
other government agencies particularly the Armed Forces of the
Philippines, has tapped the involvement of the community in policing.
One of these is the institution of the Community Oriented Policing
System or COPS, the Integrated Patrol System (IPS) and the Patrol
117.

The Role of Police Patrol

The primary law enforcement body of the state is the police.

The basic police mission — preserving order by enforcing rules of
conduct or laws — was the same in the ancient communities as it is
today in sophisticated and highly urbanized societies.

Police, the first component of the Criminal Justice System in the

Philippine setting is responsible in performing these fundamental
functions.

1. Prevention of crime and repression of criminal activities

2. Preservation of peace and order
3. Protection of life and property
75 www.rkmfiles.net

4
 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

76 www.rkmfiles.net

4
 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
77 www.rkmfiles.net

4
diversity of police jurisdiction, there is a need to hire uniformed and
non-uniformed police personnel to take over the clerical and record
keeping functions in order to provide policemen more time for their
field responsibilities. Specialized units such as vice squad, homicide
section, child and women’s desk, and others have to be created. But
all the while, the patrol unit continues to exist as the principal
functional unit or “backbone” of the police department.

What is the importance of Police Patrol?

Obviously, the patrol force is indispensable unit in every police

organization. The following are the specific points that justify the
importance of Police patrol:

1. Patrol is the essence of police operations.

2. The patrol group is the single largest unit in the police
organization.
3. Actions taken by the patrol officer have the most direct impact
on the citizen’s satisfaction and on the accomplishment of
police goals and objectives.
4. Patrol operation is the most visible form of activity that
enhances the welfare and security of the community.
5. Individual patrol officers represent the police department in its
contact with the community.
6. Individual patrol officers play a major role in determining the
quality of justice in a given community. Errors made by
patrolmen have significant negative effect in the public’s
perception and on the other components of the CJS.
7. The patrol officer is the most important human element of the
police organization since all police field operations are
supported by the patrol activity.

What are the patrol functions?

Based on Section 1 of Rule II of the original Police Manual, the

patrol force has the primary responsibility of safeguarding the
community. This can be done through the:

78 www.rkmfiles.net

4
 1. Protection of persons and property
2. Preservation of peace and order
3. Prevention of crime
4. Suppression of criminal activities
5. Apprehension of criminals
6. Enforcement of laws and ordinances
7. Regulation of criminal conduct
8. Performing necessary services and inspections

Police departments sometime gain reputation of efficiency and

effectiveness based on their vigilance in dealing with criminal
offenses and the establishment of a high state visibility in the
community. Criminals usually plan their legal illegal ventures in areas
where police are known to be lax and inefficient. Hence, they
purposely avoid communities whereby the police have established
reputation of being extremely vigilant and aggressive in deterring
crimes.

In order to realize the above-enumerated functions, the patrol

unit has to perform the following activities:

1. Routine Patrol and Observation

2. Benevolent and community services – “called-for” services,
inspection services
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

79 www.rkmfiles.net

4
What is the Concept of Crime Prevention and Crime
Suppression?

Theoretically, crime prevention involves the suppression of the

desire of potential criminals to commit crimes. On the other hand,
crime suppression involves the elimination of the opportunity of
criminals to perform acts against the law.

In reality, crime prevention and crime suppression are activities

that patrol officers do not bother to distinguish. When they are
deployed at the streets, patrol officers have no time to ponder if what
they do is under crime prevention or crime suppression.

Police Personnel Distribution

The patrol force is an organization within an organization. The

patrol force is the nucleus (focal unit) of the department about which
the special services are grouped, and therefore, it shall not be
subordinated to any other police unit in the police department. The
operational heart of a police organization is the patrol force to which
other departmental divisions relate in a supportive role. In ordinary
police stations, the suggested distribution of police functions is as
follows:

Police Activity Percentage

1. Patrol Functions 50%
2. Criminal Investigation 15%
3. Traffic Functions 10%
4. Vice & Juvenile Related 10%
Functions
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
80 www.rkmfiles.net

4
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 conducting slow

81 www.rkmfiles.net

4
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

82 www.rkmfiles.net

4
patrol cars. Foot patrol is used to secure 2 types of police
geographical units:

1. Post – a fixed position or location where an officer is

assigned for guard duty
2. Beat – the smallest area specifically assigned for patrol
purposes

Types of Foot Patrol

1. Fixed foot patrol is usually used for traffic, surveillance,

parades, and special events.
2. Mobile foot patrol is used where there is considerable foot
movement such as patrolling business and shopping centers,
high crime areas, and in places where there are many or
multiple family dwellings.

a. Line beat patrol is used in securing a certain portion of a

road or street.
b. Random foot patrol is used in checking residential
buildings, business establishments, dark alleys, and parking
lots.

What are the basic techniques and procedures of Foot Patrol?

1. Do not establish a set of pattern of patrolling procedure.

 If you patrol your beat along certain streets and make
regular stops at specific times and locations, criminals will
learn your habits and take steps to avoid you.
 Turn corners as often as possible to avoid being followed.
 Refrain from taking meal or coffee breaks at the same
time and place during your shift.
 Reverse the direction of your patrol route, often and at
random.
 Cut through lanes and alleys.
2. Walk systematically (with purpose) on the beat while on patrol.
 Pause often during your patrol and look around you.

83 www.rkmfiles.net

4
  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.
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.

84 www.rkmfiles.net

4
 4. Places not accessible by motor vehicles are reached and
patrolled. Patrol officers can enter small alleys and side streets.
5. Easier detection of criminal activities. Foot patrol provides
closer observation of the environment and the circumstances
that may require immediate police attention.
6. Easy discovery and familiarization on the layout of the beat. In-
depth knowledge of the character and problems of the patrol
area.

Disadvantages of Foot Patrol

1. Low mobility resulting to limited coverage of the patrol area.

2. Low response time to telephone complaints.
3. Foot patrol method involves a large number of personnel, since
officers are assigned on small areas of jurisdiction called posts
and beats.

AUTOMOBILE PATROL

The patrol car is the most extensively used and the most
effective means of transportation for police on patrol. Equipped with
state-of-the-art police gear, patrol cars today provide a rapid, safe,
and efficient means of transportation under average operating
conditions. Automobile patrol has the greatest mobility and flexibility.
Most experts on patrol operation agree that it is the most cost-
effective method of patrol.

Features of State-of-the-Art Patrol Cars

1. Reflecting pressure-sensitive film covering rather than mere

paint
2. Vehicle-mounted TV – high-resolution video camera with wide-
angle lens

85 www.rkmfiles.net

4
 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.

86 www.rkmfiles.net

4
6. Get out from the patrol car regularly or frequently to be
visible and accessible to the public; and develop personal
contacts in the neighborhood.
7. Set an example to other motorists.
a. Observe/Obey all traffic laws (rules of the road), for both
safety and public relation (PR) reasons, unless you are en
route to an emergency or while on pursuit.
b. Always park the patrol car in the legal way.
c. Use seat belts or shoulder straps and other safety
devices.
d. Use the proper traffic signal lights and hand signals.

8. Avoid driving too fast on general patrol conditions except

during emergencies or in pursuing some criminals/suspects.
Maintain a cruising speed of 20-25 mph during patrol. This is
slow enough to make detailed observations without impeding
the traffic flow.
9. When conducting solo patrol, maintain frequent contact
with the dispatcher or other communication personnel in the
field or at the HQ.
10. If you are patrolling with a partner, divide the observation
area around your vehicle.
a. The driving officer covers at least 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.
87 www.rkmfiles.net

4
 15. Regularly check parking lots for abandoned stolen
vehicles.
16. In stopping and checking a vehicle, park at the rear side
of the suspect vehicle. Leave the door slightly open unless the
area is highly populated.
17. Do not leave the key in the patrol car especially if the
place is in a high-crime or congested area.

Advantages of Automobile Patrol

1. High mobility allowing coverage of greater

area.
2. Quicker response time to complaints. Greater
efficiency in responding to emergency calls and other called-for
services
3. More economical as compared to foot patrol.
4. Enable more effective street pursuit of
offenders.
5. Enable more effective traffic enforcement.
6. Provide an element of surprise, especially
when crime is in progress.
7. Provide the officers with necessary protection
during inclement weather.
8. Enable officers to carry supplementary
equipment essential in patrolling.

Disadvantages of Automobile Patrol

1. Diminished personal contact with the public.

2. Little opportunity to develop sources of
information.
3. Marked police vehicle hampers apprehension
and surveillance operations.

Advantages of One Man Automobile Patrol

1. Preventive enforcement is doubled by having twice as many

police cars on the street
88 www.rkmfiles.net

4
 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.

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

89 www.rkmfiles.net

4
 3. Increased mobility and stealth since bicycle can be operated
quietly and without attracting too much attention. In Seattle,
Washington, for, example, bicycle officers use bikes to whip
around corners and surprise drug dealers. This type of patrol
provides the maximum stealth and mobility to patrol officers.
4. Found to be highly effective in combating theft, vandalism in
residential areas, parks, shopping malls, etc. The Seattle City’s
20 bicycle officers have averaged five times the number of
arrests made by foot patrols in the downtown area.
5. Effectively used by plainclothesmen for surveillance in high
crime areas wherein officers wearing nondescript clothes could
blend with the apparels worn by the criminals

Like motorcycles, bicycles leave the patrol officer extremely

vulnerable. Officers should have the proper safety equipment and
follow all basic safety practices while on bicycle patrol.

MOTORCYCLE PATROL

Most police departments have their motorcycles marked with

the same insignia as their patrol cars. Motorcycles are beginning to
be a favorite of patrol officers because of the ease and speed of
moving around. Motorcycle patrol has many of the same advantages
as automobile patrol, especially in speed and maneuverability.
Motorcycles have greater access than automobiles to some areas
and are better suited to heavy traffic, narrow alleys and rugged
terrain.

Disadvantages of Motorcycle Patrol

1. relatively high cost to operate

2. limited use in bad weather
3. inability to carry additional equipment or officers
4. the danger involved in riding them

Thus, in motorcycle patrol, proper protective clothing and

helmets are a must. A motorcycle also offers the patrol officer much
90 www.rkmfiles.net

4
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
91 www.rkmfiles.net

4
advantage is that an officer on horseback is much more effective at
controlling a disorderly crowd than one on foot or in any kind of
vehicle (other than a tank). Mounted officers can see up to three
blocks away and cover more territory than officers on patrol.

Horses are useful in patrolling jurisdiction that covers large park

areas or similar places where automobiles cannot go or may be
forbidden. Mobile patrol cars cannot be expected to race on grassy
fields or wooded areas but horses can.

Mounted patrol is also valuable in search-and-rescue efforts in

rural and wilderness areas. Officers on horses have been called upon
to:

1. assist in evidence searches at crime scenes

2. round up straying cattle after a truck has tipped over
3. search for lost children in tall corn or grass where men on foot
would be ineffective.

AIRCRAFT PATROL

Among the more recent trends in patrolling is the use of aircraft,

either helicopter or fixed-wing. Today, it has become necessary for
the police use aircraft in performing both routine and specialized
patrol activities. The use of aircraft is not totally new. In 1925, the Los
Angeles County Sheriff Department has already formed a volunteer
Reserve Aero Squadron. Full-time Aero detail is still an official unit in
this police department today.

Before 1929, the New York police department began using

aircraft. In 1947, the New York Port Authority began using helicopters
for surveillance, transportation, and rescue. Other cities and state
agencies in United States has employed helicopters, usually during
daylight hours. In 1986, the state of California developed an

92 www.rkmfiles.net

4
experimental program using helicopters for police patrolling known as
SKY KNIGHT.

During the latter part of 1959, the Public Safety Department of

Dade County in Florida used the aerial patrol concept. At present, it is
effectively utilizing fixed-wing aircraft and helicopters in regular
patrols to prevent crime and apprehend offenders or engage in
surveillance activities.

Advantages of Fixed-Wing Aircraft Patrol

1. Patrolling long stretches of highway or expenses of

inaccessible land.
2. Excellent for traffic control in long stretches of highways, for
search and surveillance, and other special missions.

Disadvantages of Fixed-Wing Aircraft Patrol

1. Fixed-wing aircraft has very little flexibility in congested

metropolitan areas.
2. Needs a span of flat land for lift-off and landing.
3. Very expensive to operate.

Advantages of Helicopter Patrol

1. Able to travel at low speeds, to hover if necessary, and to land

even in small patch of flat land.
2. Increased visual range/scope.
3. More efficient for rescue, medical evacuation, surveillance, and
other high profile police activities.
4. Improved response time to emergency calls and other called-for
service.
5. Increased rate of apprehension of professional and organized
crime groups.
6. Improved efficiency of regular patrol units through airborne
reconnaissance.

93 www.rkmfiles.net

4
 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 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.

94 www.rkmfiles.net

4
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:

95 www.rkmfiles.net

4
 1. Marine patrol officers can approach areas not accessible to
conventional patrol boats because of shallow, low bridges or
other impediments.
2. One or two officers are enough to operate while increasing
maneuverability and speed.

CANINE (K-9) ASSISTED PATROL (Dog Patrol)

As earlier mentioned, the Egyptians were the first to use dogs

in patrolling. In the US, dogs have been used in police patrol since
1900. In April 1957, Baltimore was the only American police force that
used trained dog handler teams on patrol. As of April 1968, about 200
police agencies used a total of 500 man dog teams in police patrol
work.

Police dogs are especially useful in high crime areas, in

dangerous search situations, in dealing with street gangs, in
dispersing a crowd, in taking fleeing suspects into custody, in
guarding suspects, in searching alleys, parks, schools, and other
large building. A most recent use of police dogs is in the search and
detection of drugs in packages or on suspects. The K-9 assisted
patrol is becoming more popular, with even smaller departments
beginning to establish K-9 units. According to James C. Spurlock in
his article “K-9” in Law and Order issue of March 1990: “Along with
mainframes and microchips, the small-to-medium-sized police
department shopping for the latest in cost-effective high-tech law
enforcement might want to consider the four-legged, cold-noised
variety”

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.

96 www.rkmfiles.net

4
Uses of Dogs or K-9s in police operations

1. Provide great assistance in search and rescue as well as in

smelling out drugs and bombs.
2. Provide protection for 1-officer patrol. Officer/s assigned to a
high-crime area has little to fear with a well-trained canine at
their side.
3. Great value in crowd control since:
a. properly trained dogs are virtually fearless; and
b. totally loyal to their handlers have a significant
psychological effect on would-be trouble makers
4. Extensively used in international airports to detect narcotics and
bombs because of their keen sense of smell. A dog is capable
of recognizing an odor 10 million times better than a human
can.
5. Specially trained dogs are extremely effective in finding bodies
– dead or alive, just buried or buried for years.
6. Locating trapped people during emergencies.
7. Can be an asset to public relations efforts.
8. Well-trained police dogs can be used for demonstrations in
public affairs, schools, or parades.

What breeds of working dogs are best suited for police works?

1. German Shepherds – the most frequently used and highest-

scoring dog for police work
2. Black Labrador retrievers
3. Giant Schnauzers
4. Rottweilers
5. Doberman pinschers
6. Bouviers
7. Newfoundlands
8. Airedale terriers
9. Alaskan malamutes

Disadvantages of using K-9

97 www.rkmfiles.net

4
 1. Most police dogs work with only one handler.
2. K-9, like most dogs, is territorial, and its handler and its K-9
cruiser are part of its territory.
3. Dog training is expensive. Dog training usually takes 10 to 12
weeks.
4. Police department that initiates a K9 section is vulnerable to law
suits.

WOLVES – It stands for Wireless Operational Link and Video

Exploration System; the system of attaching a miniature camera and
transmitter to a search dog; this equipment make man’s best friend
and even better friend, because the dog can now be the eyes and
ears of his handler in situations where saving life is paramount
objective.

Bloodhounds – These tracking dog; a large powerful dog with

drooping ears, sagging jowls, and keen sense of smell, formerly used
for tracking.

PATROL: WORKING THE STREET

Preparation for Duty – The patrol officers’ job starts even

before they are in their respective area of responsibility (AOR)
because they need to prepare the following that are necessary in the
performance of their routines:

Equipment check

 Police uniform
 Weapons
 Watch
 Money, including change for pay telephones
 Flashlight, spare battery and bulbs
 Notebook with ample supply of blank paper
 Forms re reports, traffic violations, etc.
 Current list of stolen and wanted vehicles
 Portable radio and other equipment as required
98 www.rkmfiles.net

4
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.

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:

99 www.rkmfiles.net

4
 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
100 www.rkmfiles.net

4
criminals would still have the impression that they are still around and
would therefore refrain from committing an offense.

What is the meaning of the acronym COPS?

The acronym COPS refers to Community Oriented Policing

System. It is the deploying of policemen in police blocks to provide
police and public safety services. It also involves the breaking down
of large and impersonal police departments into small units to create
as series of mini-police precincts, which are responsive to the smaller
communities.

What are the objectives of the PNP’s New COPS?

1. To enhance police visibility in order to reach out to the

community to serve the resident a policing out.
2. To improve police community relation to gain public acceptance,
build mutual respect and trust and promote cooperation.
3. To attend sustained and integrated police-community
participation, in crime prevention and suppression.

What is police block?

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?

101 www.rkmfiles.net

4
 It is a method whereby policemen on patrol may interview within
the bounds of law suspicious personalities at random in order to
serve as a deterrent to those intended to commit a crime.

What is the police social service of the PNP?

It is a project that concerns a wide variety of activities such as

physical fitness and sports development and formation and education
and livelihood projects. The following are some of the benevolent
services performed by the police patrol:

1. Midwife duties for childbirth.

2. Render first aid to accident victims.
3. Get relief assistance to disaster victims.
4. Mediate in family quarrels.
5. Delivery of death messages.

What do you understand about the concept of “Team Policing”?

It is a grass root approach undertaken to bring the people and

the police together in a cooperative situation. Its distinguishing
feature is the establishments of neighborhood crime watch groups to
encourage the people to report crimes and to assume greater interest
and responsibility in crime prevention and suppression.

What is the purpose of police uniform?

As with any other occupation, the police uniform is intended to

separate policemen from everyone who are not in the same line of
work to avoid confusion and to assure others of his authority and his
presence.

Give the four kinds of inspections conducted by policemen on

patrol.

102 www.rkmfiles.net

4
 Policemen may conduct building inspection, crime prevention
follow-up, house inspection and miscellaneous inspection.

What is Patrol Hazard?

This is a term used frequently to describe a specific condition or

place that requires a patrol officer’s special attention.

What is the importance of Vehicle inspection for patrol?

The emergency nature of police work demands that the vehicle

they use be in the best condition as possible not only for routine
patrol driving but also for pursuit operation. Hence, there is a need
for regular vehicle inspection.

What is the purpose of the District Orientation Tour in preparing

for patrol?

Its purpose is to familiarize and orient a policeman about the

patterns and characteristics of his patrol area before he conducts
actual patrol.

What is police surveillance?

It is the process of keeping under observation a person; a place

or an object to obtain information material to the solution of a case. It
is also use to detect some forms of criminal behaviors.

What is the purpose of the police at the scene of civil

disturbance?

During civil disturbances, the police: protects lives and

properties of everyone at the scene; enforces the law; and restores
peace and order.

103 www.rkmfiles.net

4
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.

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.

104 www.rkmfiles.net

4
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.

105 www.rkmfiles.net

4
 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.

106 www.rkmfiles.net

4
 Second is to approach the crime scene as inconspicuously as
possible in order to use the advantage of surprise in apprehending
the criminal or preventing his escape.

What are the factors to be considered by the patroller in

choosing the manner by which an approach to a crime in
progress is to be made?

These are the factors of: time and day; condition of traffic;
possibility of ongoing physical assault; and the neighborhood
characteristics.

Why is the police force organized along semi-military lines?

It is due to the nature of work they perform, the manner in

which they are expected to perform their duties, and their close
adherence to a rigid chain of command with specific assignment of
duties and responsibilities and functional job descriptions that
distinguish between line and staff authority.

What is the distinction between line and staff functions?

Line functions such as patrol and criminal investigation are

those that are directly responsible for accomplishing police goals and
objectives.

On the other hand, staff, auxiliary or support functions are those

that are designed solely to support and enhance the operation of line
units. They usually include records, communications, personnel,
training, property maintenance and the like.

THE INTEGRATED PATROL SYSTEM (IPS) OF THE PNP

The Integrated Patrol System (IPS) of the Philippine National

Police is a concerted effort of the whole PNP organization with other
107 www.rkmfiles.net

4
government agencies. The purpose is for the effective performance
of the general role of the PNP which is to deliver the basic public
safety services to the community.

What are the Three (3) Public Safety Bureaus?

In the Philippines, there are three separate line bureaus created

under the Department of Interior and Local Government. They are
responsible in the protection of the community against criminality,
destructive fires and calamities and protection by confinement and
correction of convicted criminal perpetrators. The three bureaus are:
 PNP – Philippine National Police
 BFP – Bureau of Fire Protection
 BJMP – Bureau of Jail Management and Penology

What are the Basic PNP Functions?

As stated earlier, the basic functions of the PNP are: Crime

Prevention – including crime suppression; Crime Solution – covers
investigation of crimes; and Traffic Management – covers direction
and control, and traffic accident investigation.

Crime Prevention – the basic police function; the technique of

eliminating the desire of the people to commit crime. It can be done
through Police Visibility. Crime Deterrence is actually the essence
(real meaning) of Police Visibility because:

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
108 www.rkmfiles.net

4
 c. providing a feeling of fear to would be offenders.

What is the General Objective of Patrol Activity?

The general objective of patrol activity is to prevent the

commission of crime by destroying the opportunity of potential
offenders thru constant and alert patrolling.

With these, patrol officers should have a detailed understanding

of the anatomy of crime or what makes up a criminal act. The
anatomy of crime states that: crime takes place if the three (3)
elements or ingredients are present at the same time and place which
are: Instrumentalities, Motive and Opportunity. To explain further:

1. Instrumentality – the means or instrument used in

the commission of crime such as: firearm; fan knife; poison (or
any obnoxious substance); Hammer; motor vehicle; a
document, etc.
2. Motive – the reason or cause why a person or group
of persons will perpetrate a crime or the purpose or aim of
doing something. Examples are: economic gain; jealousy;
covetousness/greediness; revenge; gratify desire; and win a
competition.
3. Opportunity – It refers to the chance or twist of fate;
consist of the acts (whether by omission or commission) by a
person (the victim) that enables another person or group of
persons (the offenders) to perpetrate the crime. Opportunity is
synonyms with carelessness, acts of indiscretion, and lack of
crime prevention or lack of consciousness on the part of the
victim. Illustrative examples are:
a. Leaving ones’ home or car unattended for a long time
b. Walking all alone in a well-known crime prone alley
c. Wearing expensive jewelries in slum area
d. Readily admitting a stranger to one’s residence and the
like.

109 www.rkmfiles.net

4
 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

110 www.rkmfiles.net

4
What are the Components of the IPS?

A. Fixed Components – These include the following: Police

Station HQ; Police Community Precincts (PCP); Traffic Posts; and
Visibility Posts – police outposts

Station Desk (SD) – plays the most important role in the

implementation of the police mission – to serve end protect the
community. Further, it serves as the 3 Cs of the police force:
communication; coordinating; and center/command post. Being
the 3 Cs of the police force, the SD serves as:
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
111 www.rkmfiles.net

4
including the PCP Commander divided in 3 shifts of 8-hours duty.
More often, it is headed by Senior Police Officers (SPOs) due to lack
of commissioned officers.

B. Patrol Components – The patrol components of the IPS are:

Air Patrol; Line Beat Patrol; Mobile Patrols; Motorcycle Patrol;
Bicycle Patrol; Reaction Unit Patrol (SWAT); and Detective
Repressive Patrol.

Police Beats (PBs) – These are consist of any contiguous or

adjacent area defined by identifiable boundaries within the AOR of a
PCP where an officer can effectively patrol during his tour of duty; it is
an area that can be effectively patrolled on foot and police officers
can respond to calls for police assistance within a matter of minutes.
PBs has the following identifications (ID):

PBs for the NCR Police Offices:

 Identifiable by a 5-digit number; the 1 st 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.
112 www.rkmfiles.net

4
  Signal the motorist to pull closer to the right side of the
curb with the patrol car parked behind the violator’s
vehicle.
 Observe flow if traffic coming from behind before
opening the door and alighting from the patrol car.
 In issuing a citation, occupy the right side of the
vehicle using the hood to accomplish the citation.
 At nighttime, select a well-lighted place to stop a
motorist.
 Never stand to do anything in front of a stopped
vehicle with its engine running and its driver still at the
vehicle.
 Never stand to do anything between the stopped
vehicle and the patrol car if the driver of the stopped
vehicle is at the wheel.
 Never stand on the way of the door of the stopped
vehicle especially if he is ordering a suspicious driver to
get out of the vehicle.
 Never allow a person being interrogated to stand on
the firearm side.
 Never allow an apprehended suspect to sit inside the
patrol car on the side where the policeman’s f/a is tucked.

Detective Beat (DB) or Detective Beat System (DBS) - DB is

a contiguous area where a team of police investigators is assigned
with a specific task of conducting follow-up investigation to all
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.

113 www.rkmfiles.net

4
  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
d. TI & E (Troop Information and Education) and
dissemination of instructions/orders by PC

114 www.rkmfiles.net

4
 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))
115 www.rkmfiles.net

4
e. Civilian Volunteer Organizations (CVOs) such as civilian
volunteer radio communications, and volunteer public utility
vehicles (PUV) drivers and Non-Government Organizations
(NGOs.

116 www.rkmfiles.net

4
 POLICE COMMUNICATION SYSTEM

What is the significance of Communication in Police

Management and Administration?

Effective communication is essential in all organizations in

which people deal with one another. It is very difficult to imagine
any kind of activity that does not depend on communication in one
form or another. Today’s police managers are aware that the
efficiency of their personnel depends to a great extent on how well
the efforts of individual members can be coordinated. Because
coordination does not simply happen, managers must realize that
communication is necessary if their subordinates are to obtain the
understanding and cooperation required to achieve organizational
and individual goals. (Charles Swanson et. al. 1998)

What is Communication? Communication could mean:

a. The exchange of information between individuals, for example,
by means of speaking, writing, or using a common system of
signs or behavior.
b. The act of giving or sending information.
c. A means of access or communication, for example, a
connecting door.

Generally speaking, communication refers to the transfer of

thought or idea from one person to another. It simply means
the process of sharing ideas, information, and messages with
others in a particular time and place. Technically, it refers to the
means or equipment used to exchange a thought or idea.

What is the scope of Communication? Communication includes:

117 www.rkmfiles.net

4
 a. Talking and writing
b. nonverbal communication - such as: facial expressions;
body language; and gestures
c. visual communication - use of images or pictures, such
as: painting; photography; video; and film
d. electronic communication such as: telephone calls;
electronic mail; cable television; and satellite broadcasts.

EVOLUTION OF COMMUNICATION

Communication between two people is an outgrowth of

methods developed over centuries of expression. Gestures, the
development of language, and the necessity to engage in joint
action all played a part.

Communication among animals

Humans are not the only creatures that communicate; many

other animals exchange signals and signs that help them find
food, migrate, or reproduce. The 19th-century biologist Charles
Darwin showed that the ability of species to exchange information
or signals about its environment is an important factor in its
biological survival.

Language

While other animals use limited range of sounds or signals to

communicate, humans have developed complex systems of
language that are used to:
a. ensure survival;
b. express ideas and emotions;
c. tell stories and remember the past; and
d. Negotiate with one another.

Oral (spoken) language is a feature of every human society

or culture. Anthropologists studying ancient cultures have several
theories about how human language began and developed. The
earliest language systems probably combined vocal sounds with
118 www.rkmfiles.net

4
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 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.
119 www.rkmfiles.net

4
 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.
120 www.rkmfiles.net

4
 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

121 www.rkmfiles.net

4
technology or media to get the message across distance and even
time.

ANCIENT METHODS OF COMMUNICATION

From the earliest times, people have needed to

communicate across distance or over time. Since the beginnings
of writing, communication media have allowed messages to travel
over distance and time. A communication medium is a means for
recording and transporting a message or information. The word
medium comes from the Latin word medius, meaning middle or
between. It is a channel or path for sending a message between
communicators. A single channel—such as radio, or a book, or the
telephone — is called a medium; media is plural, meaning more
than one medium.

Semaphore systems (visual codes) of flags or flashing lights

were employed to send messages over relatively short but
difficult-to-cross distances, such as from hilltop to hilltop, or
between ships at sea. In the early 1790s the French scientist and
engineer Claude Chappe persuaded the French government to
install a system of towers that used semaphore signals to send
visual telegraphs along approved routes throughout the country.
The system was copied in Great Britain and the United States.

Some ancient societies, such as the Roman or Byzantine

empires, expanded their territorial control far beyond their original
boundaries, and traded with distant neighbors. To hold on to their
far-flung territories, they needed two technologies that have
remained closely tied ever since:

 transportation; and
 the ability to record information.

Recorded messages had to be carried easily. Therefore,

lightweight forms of recording (such as papyrus or animal skins)
were desirable.

122 www.rkmfiles.net

4
EVOLUTION OF MODERN COMMUNICATION SYSTEMS

Paper and Printing

The first lightweight medium was papyrus, an early form of

paper used by the Egyptians that was made from grasses called
reeds. Later, in the 2nd century AD, the Chinese wrote on silk
fabric instead of wood, and developed paper made from silk fibers.
(Today paper made from cotton or linen fibers is still called rag
paper.)

From as early as the 2nd century BC, Europeans wrote on

thin layers of tanned and scraped animal skins called parchment
or vellum, with quill pens made from bird feathers. Parchment is
not as light as papyrus but is very durable; many parchment
manuscripts and books from the Middle Ages still exist. The Arabs
brought papermaking to Europe from China in the 11th century AD.
Paper gave European merchants, who traveled across the
continent, a portable and inexpensive way to keep records.

Until the 1400s in Europe, all documents were handwritten.

Copyists and editors called scribes recorded commercial
transactions, legal decisions and pronouncements, and
manuscript copies of religious books—many scribes were monks
working in monasteries. By the 15th century, however, the need
arose for an easier way to duplicate documents. In Asia, block
printing had already been developed by Buddhist monks in China
in about the 8th century. A similar technique was later used in the
15th century by Europeans to make illustrations for printed books.

An early version of movable type of printing was first

developed in China around 1045, and was independently
developed by Koreans in the 13th century AD. In 1450, the
German printer Johannes Gutenberg perfected movable metal
type and introduced the first reliable system of typesetting, a key
invention in the development of printing.

123 www.rkmfiles.net

4
 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

124 www.rkmfiles.net

4
networks, and satellite systems to other locations for editing,
redesign, or printing.

The spread of computer-based word processing and graphic

design has led to the growth of desktop publishing. Today almost
anyone can publish newsletters, newspapers, or magazines for
medium-sized audiences. Business communication has been
transformed by computer and information technologies. Letters,
memos, reports, or other documents can be transmitted almost
anywhere at the speed of light.

Early advocates of business computers predicted the paperless

office, an office where paper would be made obsolete by computer
technology. Experience, however, has shown that the ease of
copying, printing, and document transmission made possible by
computer technology has produced more demand for paper, not less.

Postal Services

Different societies have devised systems for transporting

messages from place to place and from person to person. The
earliest were courier-type services whereby messengers carried
memorized or written messages from one person to another, and
returned with the reply. The Persian and Roman empires and
some Asian societies sent couriers regularly along planned routes
to retrieve reliable and timely information about trade and military
affairs from distant areas.

In the United States, the postal service was established by

the government in 1789, and the postmaster general's office was
created to supervise the mail service. The first postmaster general
of the United States was Samuel Osgood. In the late 19th century,
as the United States expanded its territory west beyond reliable
roads or rail lines, the U.S. Post Office started the Pony Express,
reviving courier-style services in the new territories. Pony Express
riders carried sacks of mail through rugged and remote territory,
relaying their loads from one rider to the next. The Pony Express
quickly became renowned for its speed of delivery.

125 www.rkmfiles.net

4
 Over time, the U.S. Post Office took advantage of new
transportation systems. Huge volumes of mail were sent across
the country on trains, and the Post Office started its own postal
security force to prevent the mail from being stolen in railroad
holdups. They were also the first postal service to hire pilots to fly
mail to distant or rural locations within the United States and
overseas. By the 1930s every small town and rural route had
carrier service; in many places, deliveries were made twice a day.
As demand for postal services grew, the U.S. Post Office
developed systems for coding and sorting the mail more quickly,
notably the neighborhood ZIP Code system in the 1960s.

The Telegraphy

The first truly electronic medium was the telegraph, which

sent and received electrical signals over long-distance wires. The
first practical commercial systems were developed by:

1. Sir Charles Wheatstone (physicist, Great Britain);

2. Sir William F. Cooke (inventor, Great Britain); and
3. Samuel F. B. Morse (artist and inventor, United States).

Morse demonstrated the first telegraph system in New York

in 1837. But regular telegraph service, relaying Morse code
(system of code using on and off signals), was not established
until 1844. Telegraphers would translate the letters of the alphabet
into Morse code, tapping on an electrical switch, or key. The
telegrapher at the other end of the line would decode the tapping
as it came in, write down the message, and send it to the recipient
by messenger.

Telegraph systems were immediately useful for businesses

that needed to transmit messages quickly over long distances,
such as newspapers and railroads. A telegraph room installed in
the United States Capitol in 1844 was the center of a sensation
when news of the nomination of James K. Polk as the Democratic
presidential candidate was conveyed by telegraph between the
convention in Baltimore, Maryland, and the Capitol Building in
Washington, D.C. In cities, thousands of telegraph lines
126 www.rkmfiles.net

4
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 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
127 www.rkmfiles.net

4
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.

128 www.rkmfiles.net

4
 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.

129 www.rkmfiles.net

4
 Radio technology improved rapidly throughout the 20th
century. The first breakthrough was the invention of the cat's-
whisker receiver, or crystal set, which used a silicon crystal and a
small metal wire to detect radio waves clearly. Later improvements
were made in the valves, or tubes, such as De Forest's Audion,
which amplified the signal once it was received. Radio
transmissions initially used amplitude modulation (AM) to
superimpose audio signals onto radio waves. The invention of
frequency modulation (FM) radio provided much more sensitive
and clear radio transmission and reception. Tuners became more
sensitive, and more broadcast signals were sent over the air at
different frequencies. In the 1950s and 1960s radio manufacturers
began replacing the bulky and heat-generating vacuum tubes in
radios with transistors, and radios became smaller.

Eventually the radio industry asked the federal government

to intervene in their disputes over frequencies and signal power.
The Federal Radio Commission (FRC) was created in 1927 and
was given the task of allocating frequencies to different users.
However, the FRC was a somewhat ineffective body until the
Communications Act of 1934, when it was renamed the Federal
Communications Commission (FCC) and given a budget and a
staff. FCC rulings had the power of law, and the agency was
responsible for issuing licenses to radio broadcasters for particular
bandwidths, frequencies, and signal powers. License holders had
to demonstrate that they operated their radio stations “in the
public interest, convenience, and necessity”.

The Television (TV)

Two pioneers independently created the first workable

television systems — American inventor Philo T. Farnsworth and
Russian-born American engineer Vladimir K. Zworykin. Farnsworth
used an electronic camera he called an image dissector to
transmit a picture of a dollar sign in 1927. He patented aspects of
his system, and developed his television further in the 1930s, but
lost his financial backing when World War II (1939-1945) began.

130 www.rkmfiles.net

4
 In 1923, Zworykin first demonstrated an electronic television
camera he called the iconoscope. At the time, he was working for
Westinghouse Electronic Corporation, but Zworykin moved to RCA
when David Sarnoff, vice president of RCA, became interested in
his invention. Sarnoff supported the development of the
iconoscope when RCA obtained the rights to Westinghouse's radio
research projects in 1930.

Since the 1950s many improvements have been made in

television technology, particularly the introduction of color
television in the 1960s. Image reception has become clearer, and
screens have become larger. Most televisions can now receive
stereo sound. The widespread growth of cable television since the
1960s has introduced many new channels and types of
programming into American homes. And today direct-broadcast-
satellite (DBS) services allow individual households to receive
hundreds of channels carried by satellites directly into their
homes.

There is no doubt that television has been one of the most

important communication technologies in history. Televisions are
switched on an average of seven hours a day in American
households. Debates continue about the medium's effects on
children, culture, education, politics, and community life. Critics
say that television feeds a constant stream of simplified ideas and
sensationalistic images, that it has a negative effect on political
campaigns and voting patterns, that it destroys local cultures in
favor of a bland national culture, and that it has encouraged the
growth of an uncritical and passive audience. Defenders say that
television provides a great deal of high-quality educational and
cultural programming, and that it is the major source of national
and international news and information for most U.S. citizens.
Television can be a very effective teaching tool in the classroom
and at home. And, as the Canadian writer Marshall McLuhan
pointed out, perhaps nothing has been more responsible for
creating the global village—the sense that we can see and hear
events anywhere in the world as they happen and so can feel
more connected to other places.

131 www.rkmfiles.net

4
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 Networks (LANs), can be installed in
132 www.rkmfiles.net

4
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
133 www.rkmfiles.net

4
systems combine radio and television technology with computer
systems. As a caller moves from one geographical cell (the name
given to a specific part of the area being covered by the system)
to another, computers in switching offices transfer calls among
variously located antenna transmitters without interrupting service
(Microsoft Encarta).

Text Messaging also known as Short Message System

(SMS). It is a method of communication allowing cellular, or mobile,
phone users to exchange brief notes, typically up to 160 characters in
length. Now, you can send as much as 450 characters.

The huge popularity of text messaging is remarkable

considering that the service was developed by mobile operators in
the early 1990s as something of an afterthought and was never
expected to take off.

The main reason for its success is that younger phone users
have adopted text messages as their preferred means of
communication. Early concerns over the clumsy means of entering
text and the limited length of messages have been overcome partly
by familiarity and partly by a shorthand language; for instance “c u
l8r” is an abbreviated way of saying “See you later”. A major factor in
the uptake of text messaging was that it was free when pre-pay
phones were first introduced. Even with messages now charged for,
they are still considerably cheaper than mobile phone calls (Microsoft
Encarta).

Many police officers are using this communication technology

as an alternative to the traditional means of communications. The
PNP and other law enforcement related agencies are using hotlines
as and easy access to crime reports by the populace.

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.

134 www.rkmfiles.net

4
Historical Development of Police Communications

In primitive times, the pounding of hollow logs or the beating of

animal skin drums was used to convey a message. Later man
discovered that when he cut the tip from the horn of an animal and
blew through it, the sound carried for quite a distance. We find its use
mentioned throughout the Bible, and it was certainly the main warning
instrument used in the “Hue and Cry” even into the twelfth century. In
the orient, the brass gong and finally the bell became the warning
instrument.

In western civilization, until very recently, the church bell, high in

the steeple, not only called the people to church services but also
warned the town or village of imminent dangers. The American Indian
used smoke signals, bird calls and drums in his effort to communicate
and send out warnings.

In the history of Anglo-American police patrol, we find the horn

replaced by the hand-bell and rattle, and then finally by the metal
whistle.

When police vehicles were first used, there was no radio

communications as we know it today. The system of notifying patrol
vehicles of emergencies and calls for service was handled by the
installation of red lights at the major intersections of the town or city.
When headquarters wanted to contact a police car, they would pull a
switch that would send power to the red lights at the intersections.
The next time the patrol car passed the intersection and saw the red
light on, he would drive to headquarters for the assignment. When
telephones become more common, the officer would call
headquarters when he observed the light signal.

When radios were first installed in police vehicles, they were

just usually receivers and did not have transmitters for answering

135 www.rkmfiles.net

4
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.

136 www.rkmfiles.net

4
 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.

137 www.rkmfiles.net

4
8. 1930 – The Michigan State Police became the first state police
organization to go on the air in October of 1930. It proved very
effective in apprehending bank robbers and other gangsters.

9. 1931 – The first police motorcycle was equipped with a radio by

the Indianapolis Police Department in September 1931.

10. 1933 – In March 1933, the Bayonne New Jersey Police

Department went on the air with the first two-way, mobile police
radio system.

11. 1934 – By 1934, so many police departments have police

radio systems that they were being as inter-city
communications for all types of general police messages. The
Federal Communications Commission had to intervene and
establish strict control on police radio communications,
restricting non-emergency messages to wire communications.

12. 1935 – Because the police departments did not

understand the government restrictions, they (at first) refused to
obey them and police radiomen from all over the country
banded together to form the APCO (Association of Police
Communications Officers). (It was later changed to the
Association of Public-Safety Communications Officers).

13. 1939 – Daniel E. Noble, of Connecticut State College,

developed the first FM mobile two-way transmitters and
receivers for the Connecticut State Police. This was to bring
about a change in the whole mobile radio picture. (FM means
Frequency Modulation)

14. 1940 – Motorola President, Paul Galvin, saw, the value of

FM over AM for mobile police communications, and hired Dan
Noble to develop two-way FM for Motorola Police Radio Sales.
138 www.rkmfiles.net

4
 One of Nobles first developments was the remarkable
Differential Squelch Circuit, which demonstrated greatly
increased range in fringe areas.

15. 1945 – The Federal communications Commission

allocated frequencies for FM, and it became the established
system for police radio communications.

Today most departments have three-way radios where the

patrol car in the field may not only carry on a two-way conversation
with the base radio, but may also carry on the same type of
conversation with other police vehicles in the field.

Recent developments by the military, in the area of field

communications, indicate that law enforcement communications will
have much more to look forward to.

PLANNING A POLICE COMMUNICATION SYSTEM

Planning a Police Communication System (PCS) is not that

complicated, especially if the system is for small municipal police
station. The planner must of course have technical knowledge and
skill in radio operation and installation. The technical requirement can
be translated into simple layman’s language easily understood by the
Chief of Police (COP), members of the peace and order council, and
the Mayor.

A good plan is always written. It should determine, by survey,

what is existing and what is needed. Before the recommendations,
analysis of the survey should be made. Here the financial status of
the local government should be determined. For the implementation,
a responsible police officer should be appointed with corresponding
authority and responsibility.

139 www.rkmfiles.net

4
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

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

140 www.rkmfiles.net

4
 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.

141 www.rkmfiles.net

4
5. Implement Action and Checklist - If the proposal or a
corresponding alternative has been chosen and accepted by
the reviewing team, the technical team must then set priorities
and prepare a checklist of tasks to be performed.

6. Appointment of Action Official - In the checklist of priorities,

among the first tasks to be performed is determining the person
who will be appointed as the Action Official – the coordinator of
the project of installing the planned PCS.

7. Procurement of Equipment - In the procurement of equipment

that will be used for the PCS, bidding must be conducted as a
standard operating procedure (SOP). In bidding, the proposed
equipment to be bought and used is advertised. At least 3
dealers or suppliers of such needed articles respond by
furnishing a quotation (itemized price list) and then submits it to
the action official. The action official has the discretion to
choose the dealer or supplier who offers the lowest quotation.
Procurement of needed equipment is then awarded to the
dealer chosen by the action official.

8. Training of Technicians, Dispatchers, and other Users -

Training of Technicians and Users of the system to be installed
may be done thru formal schooling or thru on-the-job (OJT).
Technicians and Dispatchers should be trained with the
standard radio, telephone and other communication
procedures. They must also be updated with the laws, rules and
regulations for public communication.

9. Coordinating Center and Service Shop - An office for the

action official and communication engineers who will supervise
the installation of the communication system must be
established. This is important in order to have a formal setting
of decision making while the system is about to be installed or
is already in the actual process of installation.

10. Checking, Alignment and Installation of Equipment

142 www.rkmfiles.net

4
RADIO COMMUNICATIONS SYSTEMS FOR THE POLICE

Radio is the system of communication employing

electromagnetic waves propagated through space. Because of their
varying characteristics, radio waves of different lengths are used for
different purposes and are usually identified by their frequency.

Note: The shortest waves have the highest frequency, or

number of cycles per second; the longest waves have the lowest
frequency, or fewest cycles per second.

A. RADIO WAVES

Radio waves range from a few kilohertz to several gigahertz.

Waves of visible light are much shorter. In a vacuum, all
electromagnetic waves travel at a uniform speed of about 300,000 km
(about 186,000 mi) per second.

Radio Designation Abbr. Wavelength

Frequency
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 HF 100-1 m
wave)
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 EHF 1 cm-1 mm
frequency

kHz = 1 kilohertz = 1,000 Hz

MHz = 1 megahertz = 1,000 kHz
GHz = 1 gigahertz = 1,000 MHz

143 www.rkmfiles.net

4
 A typical radio communication system has two main
components, a transmitter and a receiver. The transmitter generates
electrical oscillations at a radio frequency called the carrier frequency.
Either the amplitude or the frequency itself may be modulated to vary
the carrier wave. An amplitude-modulated signal consists of the
carrier frequency plus two sidebands resulting from the modulation.
Frequency modulation produces more than one pair of sidebands for
each modulation frequency. These produce the complex variations
that emerge as speech or other sound in radio broadcasting, and in
the alterations of light and darkness in television broadcasting.

B. RADIO TRANSMITTER - Essential components of a radio

transmitter include the ff:

1. An oscillation generator for converting commercial electric

power into oscillations of a predetermined radio frequency;
2. Amplifiers for increasing the intensity of these oscillations while
retaining the desired frequency; and
3. A transducer for converting the information to be transmitted
into a varying electrical voltage proportional to each successive
instantaneous intensity. For sound transmission, a microphone
is the transducer; for picture transmission the transducer is a
photoelectric device.

Radio Modulators

Other important components of the radio transmitter are the

modulator, which uses these proportionate voltages to control the
variations in the oscillation intensity or the instantaneous frequency of
the carrier, and the antenna, which radiates a similarly modulated
carrier wave. Every antenna has some directional properties, that is,
it radiates more energy in some directions than in others, but the
antenna can be modified so that the radiation pattern varies from a
comparatively narrow beam to a comparatively even distribution in all
directions; the latter type of radiation is employed in broadcasting.

Modulation of the carrier wave so that it may carry impulses is

performed either at low level or high level. In the former case the
144 www.rkmfiles.net

4
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;
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

145 www.rkmfiles.net

4
 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

146 www.rkmfiles.net

4
Basic Qualifications of a Radio Dispatcher or Operator

1. Ability to speak clearly and distinctly at all times

2. Ability to reduce rambling and disconnected material into
concise and accurate messages
3. Ability to think and act promptly in emergencies
4. Ability to analyze the situation accurately and to take an
effective course of action
5. Thorough understanding of the capacities of the communication
system
6. Adequate understanding of the technical operation of his own
system to allow intelligent reporting of equipment failures
7. Physical and mental ability to work effectively under all
conditions encountered
8. Knowledge of the rules and regulations applying to dispatcher’s
responsibilities

Voice Qualities of Effective Radio Dispatcher – The three

characteristics of a person’s voice are:

1. Loudness or volume - depends on the size of the human voice

box
2. Pitch or voice frequency – the level of the voice which depends
on the number of cycles per second emitted by the speaker
(high pitched is not pleasant and clear in talking through a
mike)
3. Timbre - the quality of a speech sound that comes from its tone
rather than its pitch or volume

F. POLICE RADIO (AND TELEPHONE) LANGUAGE

Even though your primary duties are those of an investigator,

patrolman, or traffic officer, you may be called upon to pick up a radio
to pass some valuable information to one of the police units or
offices. This section provides you with basic knowledge of correct
radio and telephone procedures so you can operate the voice radio
equipment in an ordinary police station. The following are key terms

147 www.rkmfiles.net

4
that help you understand and observe proper radio and telephone
procedures:

1. TRANSMISSION: A communication (formal message) sent by

one police unit and intended for reception by another police
unit.
2. ANSWER or FEEDBACK: A transmission made by a station
called in response to the call received.
3. CALL SIGN: A call sign is a word, or a combination of
words, intended for transmission by voice means, and it
identifies the command, unit, or authority of the radio station.
4. NET CALL SIGN: The collective call sign that represents all the
radio stations operating together on a particular radio net
(ROTACOM, DELTACOM, etc.).
5. NET CONTROL STATION: A radio station appointed by higher
authority to direct and control the operation and flow of all traffic
handled on the radio net.
6. PROWORD: A pronounceable word or phrase that has been
assigned a meaning to speed up message handling on radio
nets that use radio and telephone.
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

148 www.rkmfiles.net

4
 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.

PHONETIC
LETTER PRONOUNCED AS
EQUIVALENT
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
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

149 www.rkmfiles.net

4
 DEPARTMENT OF TRANSPORTATION AND COMMUNICATION-
NATIONAL TELECOMMUNICATION COMMISSION (DOTC-NTC)

TEN CODES
(Some are given the corresponding Q Codes)

10-0 10.14To pick up 10.26Subject/Victi

Caution/Safe 10.15Answer/Repl m/Casualty
tracking y 10.27Change
10.16Problem frequency/Drivers
10.1Hard copy
10.17Request/Ple license
10.2Clear copy
ase/Kindly 10.28Plate no. of
10.3Slow down
10.18Record/Log vehicle
10.4Roger/Positive
10.19Come 10.29Verify/Obser
/QSL
back/Go back ve/Check record
10.5Relay
10.20Location/QT 10.30Water
message
H supply/H2o
10.6Busy/QRL
10.21Call by 10.31Approval/Re
10.7Stop
telephone sult
transmitting/QRT
10.22Disregard/Ca 10.32Armed/Man
10.8Monitor/QRX
ncel with gun
10.9Repeat/One
10.23Arrived at 10.33Emergency/
more time
scene Urgent
10.10Over and out
10.24Follow- 10.34Crime in
10.11 Inquire
up/Make a report progress/Riot
10.12Stand by
10.25Meeting/Eye 10.35Red alert
10.13Road &
ball
weather condition
150 www.rkmfiles.net

4
10.36Correct 10.56Intoxicated 10.81Carnapping
time/QRT person/ Alcoholic case
10.37Eat behavior 10.82Reservation
food./Reload/Fill 10.57Hit and run prepare
fuel 10.58To direct 10.83Vehicle
10.38Local road traffic found
police/Military 10.59Convoy/Com 10.84Estimated
10.39Hurry up/Use panion time of departure
light-siren 10.60Hospital 10.85Will be late
10.40Roving/Silent 10.61Doctors/Medi 10.86Missing
monitoring/QRU cal team person
10.41Operatives/M 10.62Medicines 10.87Female/YL
embers 10.63Assignment 10.88Limaline No.
10.42Disengage/C completed 10.89Person found
ancel 10.64Message 10.90Robbery/The
10.43Information 10.65Assignment/t ft
10.44Regards asks 10.91 Unnecessar
10.45Vehicle/Mobil 10.66Necessary/N y use of radio
e eeded 10.92Anti-
10.46Assist 10.67Male/YM narcotics case
motorist 10.68Deliver/Dispa 10.93Address
10.47Crew needed tch 10.94Drug racing
10.48Excavation/R 10.69Received 10.95Operation
oad repairs message 10.96Visitor/Jamm
10.49Traffic 10.70Fire alarm er/QRM
situation 10.71Nature of fire 10.97Radio
10.50State 10.72Demo/Rally check/QSA
complete details 10.73Fire trucks 10.98Call
10.51Wrecker 10.74Negative sign/QRA
needed 10.75Permission 10.99Home/House
10.52Ambulance 10.76Proceed to 10.100 Office
needed 10.77Time of 10.101 Statem
10.53Heavy arrival ent of account
traffic/Road block 10.78Assistance 10.102 Treasur
10.54Investigation/ needed er/Collection
Tor needed 10.79Dead person 10.103 Money
10.55Electric 10.80Kidnapping 10.104 Chang
power case e frequency/QSY

151 www.rkmfiles.net

4
10.105 Reactiv 10.124 OB
ated/Mechanic Emergency
10.106 Modula 10.125 Hyper
tion tension
10.107 Antenn 10.126 IN
a patient
10.108 Radio 10.127 OUT
license Patient
10.109 Unifor 10.128 Opera
m/Attire tor
10.110 Equipm 10.129 Son/D
ent aughter
10.111 Radio 10.130 Secre
(portable) tary
10.112 Base 10.131 Exten
Radio sion
10.113 Booste 10.132 Driver
r 10.133 Wife/
10.114 Power XYL
supply 10.134 Natio
10.115 Battery nal officer
pack 10.135 Regio
10.116 Repeat nal officer/ Group
er/Phone patch 10.136 NTC
10.117 Compu 10.137 NBI
ter Clearance
10.118 Rotat 10.138 Police
or clearance
10.119 Coax 10.139 Neces
cable sary papers
10.120 Gun 10.140 I.D.
shot/Stab wound 10.141 Organ
10.121 Heart ization base
attack 10.142 Thank
10.122 CVA you/TNX
(stroke) 10.143 I Love
10.123 Fractu You/QLY
re 10.144 Welco
me
152 www.rkmfiles.net

4
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
and minimizes the chances of error.
b. “The knowledge requirements
complex and beyond the capacities
meet there requirements.”
effectiveness of action –
of decision-making are
of anyone necessary to

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 A- COMPLETE T- Direct Observation

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

C: RTRTBS EUNOAE

then put in four letter code group

C: RTRT BSEU NOAE

Decipher:

P: Return to base

Decipher:

P: Charlie will attack 2001

P: CHARLIE WILL ATTACK TWO ONE ZERO ONE
C: charliewillattacktwoonezero
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

 pSecurity 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…