INSTITUTIONAL REVIEW PROGRAM

CRIMINOLOGISTS LICENSURE EXAMINATION

A. EVOLUTION OF THE PHILIPPINE POLICE SERVICE

1. Spanish Regime-Policing during the Spanish Regime was inherently a part of the military
system. The locally organized police forces, although performing civil duties and seemingly
created for the sole purpose of maintaining peace, were in fact directly commanded by the
colonial military government.
 Police functions at this time involve the following:
suppression of brigandage by patrolling unsettled areas
detection of local or petty uprising
enforcement of the tax collection, including church revenues
Police forces organized during the Spanish regime were:
1. Carabineros de Seguridad Publico (Mounted Police): This was organized in 1712 for
the purpose of carrying out the policies of the Spanish government. Carabineros were armed
and considered as the mounted police. Later, they discharged the duties of a port, harbor, and
river police.
2. Guardrilleros: This was a body of rural police organized in each town that was
created by the Royal Decree of January 8, 1836. This police force was composed of 5% of the
able-bodied male inhabitants of each town or province, and each member should serve for at
least 3 years.
3. Guardia Civil: This was the police organization created by the Royal Decree issued by
the Spanish Crown government on February 12, 1852. It relieved the Spanish Peninsular
Troops of their works in policing towns. It consisted of a body of Filipino policemen organized
originally in each of the provincial capitals of the central provinces of Luzon under the command
of Alcalde (Governor).
2. Japanese Occupation
The Japanese Military Police known as “Kempetai” was held responsible in maintaining peace
and order in Manila. The Manila Police, which was created during the first American occupation,
was renamed into Metropolitan Constabulary under the Bureau of Constabulary. Kempetai ruled
the urban areas until Gen. Douglas McArthur returned on February 7, 1945.
3. American Occupation
The first American occupation in the Philippines that came after the Filipino-American
War (1898 to 1901) was followed by a period of political ferment and social imbalance.
a. Insular Police Force was established on Nov. 30, 1890 during the Filipino-American
war (1898-1901) upon the recommendation of the Philippine Commission to the Secretary of
War.
b. Another Insular Police Force was created on JULY 18, 1901 by virtue of ACT # 175,
titled as "AN ACT PROVIDING FOR THE ORGANIZATION AND GOVERNMENT OF AN
INSULAR CONSTABULARY".
c. Manila Police Department was organized on July 31, 1901 by virtue of Act # 183 of
the Philippine Commission. The 1st Chief of Police was Capt. George Curry.
d. The Philippine Constabulary (PC) was formally established on Oct. 03, 1901 by virtue
of Act # 255. Capt. Henry T. Allen was the 1 st Chief of the Philippine Constabulary. The PC was
manned mostly by Filipinos but officers were mostly Americans.
c. Revised Administrative Code of 1917 was approved a year before World War I (August
1914 to November 1918) ended. In section 825 of this  law, it stated that the
Philippine Constabulary is a national police institution for preserving the peace, keeping order
and enforcing the law.
d. In November 1938, Act # 181 required the creation of a Bureau of Investigation. This agency
should be the modification of the Division of Investigation (DI) from the Department of Justice.
Finally, on June 19, 1947, RA 157 was enacted which created the National Bureau of
Investigation.
4. Post World War II

a. In 1960, Republic Act # 2678 was enacted and this law provided the expansion and
reorganization of the NBI. This law established that the NBI is both an investigative and
research service agency.
 
b. On January 1, 1964, the Rules of Court took effect. This procedural law was construed in
order to promote the broad objective of the criminal justice system and to assist the parties in
obtaining just, speedy, and inexpensive determination of every action and proceeding.
 
c. On September 18, 1966, Republic Act # 4864 otherwise known as Police Act of 1966 was
enacted. The law created the office of the Police Commission (which was later called National
Police Commission) under the Office of the President. Originally, the POLCOM was created as
a supervisory agency to the PC. Its function is to oversee the training and professionalization of
the local police forces. Through this law, reformation and professionalization of the police
service gained official recognition.
d. On Aug. 8, 1975, Presidential Decree # 765 was enacted and stipulated that the office
of the NAPOLCOM should be under the office of the Ministry of National Defense. It defined
also the relationship between the Integrated National Police and the Philippine Constabulary.
This was in compliance with the provisions of Section 12, Article 15 of the 1973 Philippine
Constitution.

e. On December 13, 1990, Republic Act # 6975 was approved by then President Corazon
Aquino. This law is known as the DILG Act of 1990 and but it is also recognized as The PNP
Law of 1991. This law created the Philippine National Police and declared it to be the only police
force of the country with national scope and civilian in character.
 
f. On February 25, 1998, the provisions of Republic Act # 6975 concerning the PNP were
amended when Republic Act # 8551 was approved by President Fidel Ramos. RA # 8551,
known as the PNP Reform and Reorganization Act of 1998, reorganized the PNP for the
purpose of reforming or professionalizing it.

POLICE MANAGEMENT AND ADMINISTRATION

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 – Controllingthe

use of organizational resources to achieve high performance results.

 Planning – is the process of setting performance objectives and identifying the actions
needed to accomplish them.

 Organizing – is the process of dividing the work to be done and coordinating results to
achieve a desired purpose.

 Leading – is the process of directing and coordinating the work efforts of other people to
help them accomplish important task.

 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

 Decisional Roles – make decisions that affects other people

 Entrepreneur – seeking problems to solve and opportunities to explore

 Disturbance handler – helping to resolve conflicts

The Traditional & Contemporary

Foundations of Police Organization and Management

The Classical Approach

The three primary areas in the development of the classical approach are:

1. Scientific Management

(Frederick Taylor, 1856-1915)

Scientific Management sought to discover the best method of performing specific task.
Based on his studies, Taylor believed that if workers were taught the best procedures, with
pay tied to output, they would produce the maximum amount of work.

With respect to this philosophy, the role of management changed abruptly from the
earlier use of the “rule of the thumb” to a more scientific approach, including scientifically
selecting, training, and developing workers, and ensuring that all the work would be done in
accordance with scientific principles, thus scientific management strongly adhered to the
formal organization structure and its rules.
 2. Bureaucratic Management

(Max Weber, 1864-1920)

The concept of Bureaucracy is generally associated with the work of Max Weber, who
was the major contributor to modern sociology.

He studied the effect of social change in Europe at the end of the 19 th Century and
coined the term BUREAUCRACY to identify the complex organizations that operated on a
rational basis.

Weber believed that such an approach was a means of lessening the cruelty, nepotism,
and subjective managerial practices common in the early stages of the Industrial Revolution.
(for example, it was a standard practice to hire relatives regardless of their competence and
to allow only individuals of aristocratic birth to attain high-level positions within government
and industry)

Characteristics of Bureaucratic Organization

 Division of labor based on a specified sphere of competence

 Hierarchy of authority where its lower office is under the control

and supervision of a higher one.

 Specified set of rules applied uniformly throughout the organization

 Maintenance of interpersonal relationships, because rational

decisions can only be made objectively and without emotions

3. Administrative Management

It emphasizes broad administrative principles applicable to higher levels with in the

organization.
 Henri Fayol (1841-1945) – in his most influential work “Industrial and General
Management”, 14 principles of efficient management was identified.

 Division of Work - work specialization can increase efficiency with the same amount of
effort.

 Authority and Responsibility – authority includes the right to command and the power
to require obedience; one can not have authority without responsibility.

 Discipline – Discipline is necessary for an organization to function effectively, however,

the state of the disciplinary process depends upon the quality of its leaders.

 Unity of Command - employee should receive orders from one superior only.

 Unity of Direction – there should be one manager and one plan for a group of activities
that have the same objective.

 Subordination of individual interest to general interest – the interest of one

employee or group of employees should not take precedence over those of the
organization as a whole.

 Remuneration of Personnel – compensation should be fair to both the employee and

the employer.

 Centralization – the proper amount of centralization depends on the situation. The

objective is to pursue the optimum utilization of the capabilities of personnel

 Scalar Chain – the hierarchy of authority is the order of ranks from the highest to the
lowest levels of the organization. Besides this vertical communication should also be
encourage as long as the managers is in the chain are kept informed.

 Order – materials and human resources should be in the right place at the right time;
individuals should be in jobs or position that suits them.

 Equity – employees should be treated with kindness and justice

 Stability of personnel tenure - an employee needs time to adjust to a new job and
reach a point of satisfactory performance; high turnover should be avoided.

 Initiative – the ability to conceive and execute a plan (through initiative and freedom)
should be encouraged and developed throughout all levels of the organization.

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

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.

Organizing – establishment of the formal structure of authority through which

work subdivisions are arranged, defined, and coordinated for the define objective.

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.

Directing – task of making decisions and embodying them in specific and

general orders and instructions and serving as the leader of the enterprise

Coordinating - the all-important duty of interrelating the various parts of the

work.

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.

Budgeting – with all that goes of budgeting in the form of fiscal planning,
accounting, and control

Human Relations Approach

1. 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”.
 The impact of the study was enormous; human relationships and informal organization
were now considered to be critical factors in managing organizations.

The major contributions of this approach are summarized as follows:

 The level of production is set by norms, not by physiological capacities

 Non-economic rewards and sanctions significantly affect the behavior of the

workers and largely limit the effect of economic incentive plans

Behavioral Science Approach

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

 Deal with human behavior

 Study its subject matter in a scientific manner

The behavioral science approach utilizes scientific method as the foundation for testing and
developing theories about human behavior in organizations that can be used to guide and
develop managerial policies and practices.

Contributors to this approach

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

Importance to the Police Manager

Police managers who believe in theory X will set up strict controls and attempt to
motivate workers strictly through economic incentives. Employees are most likely to respond in
an immature manner that reinforces the manager’s assumption.

By contrast, police managers who believe in theory Y will treat employees in a mature
way by minimizing controls, encouraging creativity and innovation and attempt to make work
more satisfying high order needs.

Extensive researches (like those of Likert, 1967) has concluded that managerial system
should shift to Theory Y assumptions to make better of human resources and enhance both the
effectiveness and efficiency of organizations. This approach help managers to develop a
broader perspective on workers and the work environment, especially regarding alternative
ways of interacting with police officers and of recognizing the potential impact of higher level
needs in job performance.
Contemporary Approaches

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.

Motivation and the Police Force

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.
 The individual’s willingness to perform is directly related to the needs, expectations and
values held by the individual, and their link to the incentives or aspirations presented by the
organizational reward system.

If the outcome is positively reinforced through goal attainment then the individual
experiences a reduction in pressure or tension and the expended effort to achieve the outcome
is positively reinforced through goal attainment. On the other hand, if outcome is frustrated, the
individual experiences goal frustration and has the option to exit, renew, or adopt a negative
response.

The complexity of the work motivational processes emphasizes the importance of

individual needs, expectations, and values as key elements in the process. If the negative
consequences of goal frustration are to be avoided, the manager has the challenge to create an
organization in which the impediments to performance are kept to a minimum.

What are the Motivation theories?

1. Maslow’s Hierarchy of Needs theory

Bernstein, et al (1991) offered that at any time, many motives might guide a person’s
behavior. What determines which ones will? Abraham Maslow has given a perspective that
addresses this question. He suggested basic classes of needs, or motives, influencing human
behavior. These motives are organized in a hierarchy.

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

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

 Biological or Physiological Needs – these motives include the need for food, water,
oxygen, activity, and sleep.
  Safety Needs – these pertain to the motives of being cared for and being secured such
as in income and place to live.

 Love/Belongingness – Belongingness is integration into various kinds of social groups or

social organizations. Love needs means need for affection.

 Cognitive Needs – our motivation for learning and exploration

 Esteem Needs – our motivation for an honest, fundamental respect for a person as a
useful and honorable human being.

 Aesthetic Needs - our motivation for beauty and order

 Self- actualization – pertains to human total satisfaction, when people are motivated not
so much by unmet needs, as by the desire to become all they are capable of (self-
realization).

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 develop the ERG theory which is a modification of the Maslow’s
theory. ERG theory categorizes needs into Existence, Relatedness and Growth needs.

According to Aldefer:

 Existence Needs – are desires for physiological and material well-being

 Relatedness Needs – are desires for satisfying interpersonal relationships

 Growth Needs – are desires for continued personal growth and development.

3. McClelland’s Acquired Needs Theory

 David McClelland identified three types of acquired needs. These are:

 Need for Achievement– the desire to do something better or more efficiently, to

solve problems, or to master complex task.

 Need for Affiliation – the desire to establish and maintain friendly and warm
relations with others

 Need for Power – the desire to control others, to influence their behavior, or to be
responsible for others.

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

POLICE ORGANIZATION AND PLANNING

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 a specialization.
4. Unit – functional group within a section; or the smallest functional group within an
organization.

Territorial Unit

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
district.
TYPES OF POICE 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 eight person with a person in charge who has complete control and who
can be hold directly responsible or accountable for results, or lack of them.

Functional Organization

The functional organization in its pure form is rarely found in present day
organizations,except at or near the top of the very large organizations. Unlike the line type of
structure, those establishments organized on a functional basis violate the prime rule that men
perform best when they have but one superior. The functional responsibility of each “functional
manager” is limited to the particular activity over which he has control regardless of who perform
the function.

Line and Staff Organization

The Line and Staff organization is a combination of the line and functional types.
It combines staff specialists etc. Channels of responsibilities is to “think and provide expertise”
for the line units. The line supervisor must remember that he obtains advice from the staff
specialists.

Hierarchy defined

A hierarchy represents the formal relationship among superior and the

subordinates in any given organization. It can be visualized as a ladder, with its rung (or rank)
representing a higher or lower level of authority.

Each rank 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 behaviour of employees in
lower positions within an organizational hierarchy .A hierarchy thus serves as the framework for
the flow of the authority downward(and obedience upward) through the department.

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 onto a lower-

level position. The position to authority is delegated becomes responsible to the superior for
doing the assigned job. However, the delegators remain accountable for accomplishment of the
job within the guidelines and quality standards of the agency.

Utility of Command

Traditional theories of organization insisted that each employee should have only
one supervisor or “boss” and considered this principle of “unity of command” the backbone of
any organizational structure. Thus, a patrol officer,for example,would receive orders from one
sergeant and would always report to that same sergeant. If the 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, letter symbols, or gestures for the purpose of exchanging information.
Procedures, channels and standardized languages are essential to effective communication
within such large organization.

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 s way to aid the accomplishment of the organization’s objectives
with a minimum cost.
3. Scalar Principle- shows the vertical hierarchy of the organization which defines an
unbroken chain of units from top to bottom describing explicitly the flow of authority.
The scalar principles are:
a. Line of Authority and Chain of Command.This principle of organization
suggests that communications should ordinarily go upward through
established channels in the hierarchy. Diverting orders, directives or reports
around a level of command usually has disastrous effects on efficiency of the
organization.
b. The Span of Control of a supervisor over a 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 Utility of Command – explains that subordinates should only be under
the control of one superior.

4. Functional Principle-to refer to the 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. Principle of Absoluteness of Responsibility –explains that responsibility of the
subordinates to their superior for the performance is absolute and the superior
cannot escape responsibility for the organization on activities performed by the
subordinates.
9. Principle of Parity and Responsibility-explains that responsibility for the 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 fulfil its purpose.

Rank Classification of the PNP Personnel

POLICE RANKS EQUIV ALENT

ABBREVATIONS MILITARY RANKS

A. COMMISSIONED OFFICERS;
Director General (DG) General
 Deputy Director General(DDG) Lt General
Director(DIR) MajGeneral
Chief Superintendent(CSUPT) Brig.Gen.
Senior Superintendent(SR SUPT) Colonel
Superintendent (SUPT) Lt Colonel
Chief Inspector (CINSP) Major
Senior Inspector (SR INSP) Captain
Inspector (INSP) Lieutenant

B. NON-COMMISSIONED OFFICERS:
Senior Police Officer IV (SPO IV) Master Sergeant
Senior Police OfficerIII(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

POLICE OPERATIONAL PLANNING

Basic Concepts

Plan – is an organize schedule or sequence by methodical activities intended to attain a

goal and objective s for the accomplishments of mission or assignment. It is a method or way of
doing something in order to attain objectives.

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 of reaching desired goals according to a certain
schedule,

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.

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.

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

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

Objectives - Are a specific commitment to achieve a measurable result within a specific

period of time. Goals are general statement of intention and typically with time horizon,or it is an
achievable end state that can be measured and observed. Making choices about goals is one of
the most important aspects of planning

Strategy - is a broad design or method,or a plan to attain a stated goal or objectives.

Tacticsare specific design,method or course of action to attain a particular objective in
consonance with strategy.

Procedures- are sequences o f 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 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 range in nature

Incremental Planning. – Lindblom has described it as “partisan mutual adjustment” or “disjoint

incrementalism”.According to the Lindlom’s theory,nature and extent of action is decided by
adding an incremental change in the desired direction to status quo. Current institutions and the
bargaining process often address planning in this approach. This planning model describes the
real everyday life in

Incrementalism is a method working by adding to a project using many small (often

unplanned), incremental changes instead of a few (extensively planned) large jumps. In public
policy,incrementalism refers to the method of change by which many small policy changes are
enacted over time in order to create a larger broad based policy change.

Transactive Planning

This was proposed by Friedman, the approach focuses the target group from goal
setting to the various steps of planning aiming to be more pragmatic and demand oriented
revealing policy issues to be addressed. The basic philosophy of this planning approach is the
inclusion of the people in the decision making of the planning for whom the plan is being
produced. Thus, this approached id based on the personal knowledge rather than processed
knowledge and aims at social reconstruction through a process of mutual learning.

The transactive planning model is based on communicative rationality. This type of

rationality is based on human communication and dialogue between planners and the people
affected by planning. Transactive Planning is carried out in face to face contact with people
affected by planning decisions, as social learning is a newer version of Transactive planning.
This results in decentralized planning process like synoptic approach towards centralization,
and allows beneficiary control over the process. In contrast to incremental planning, more
emphasis is given to processes of personal and organizational development and not just the
achievement of specific functional objectives.

Advocacy Planning
 Anapproach in planning that calls for development of plural rather than a unit plan. The
advocacy planning approach is the response to a problem. It is felt that the value free rationality
is not possible. In plural planning, planning decision will take place after the debate of the
planners representing one for each interest group of the society in the given limits of resources.
Going public on issue will make planning a democratically approached solution. Advocacy
planning has proven successful as a means of blocking intensive plans and challenging
traditional views of a unitary public interest. One effect of the advocacy movement has been to
shift formulation of social policy from backroom negotiations out into the open. Advocacy
planning has been both reflected and contributed to general trend in planning away from neutral
objectivity in definition of social problems in favor of applying more explicit principle of social
justice.

Radical Planning

This planning is an ambiguous tradition, with two prominent streams of thinking that acts
together in one side it is associated with spontaneous activitism guided by idealistic but
pragmatic vision of self-reliance and mutual aid.

CONSIDERATION IN POLICE PLANNING

1.
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 the 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.
2. Secondary Doctrines-
 Complementary 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.
3. The Principles of Police Organization
Theprinciples of organization are presented in chapter three. The principles are
considered in police planning in order not to violate them but rather for the

Classifications of Police Plan

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 goal and
strategy.
Example:Police Action Plan on the Strategy DREAMS and Program P-O-L-I-
C-E 2000,Three Point Agenda,and GLORIA.

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

determines quantity and quality efforts and accomplishments. It refers to the
process of determining the contributions on efforts that can make or provide
with allocated resources:
Examples: 6 Master Plans:

 Master Plan Sandigan-Milenyo(Anti Crime Master Plan)

 Master Plan Sandugo (Support to Internal Security Operations Master Plan)
 Master Plan Sang-ingat(Security Operations Master Plan)
 Master Plan Saklolo(Disaster Management Master Plan)
 Sangyaman(Protection and prevention of Environment, Cultural Properties and
Natural Resources Master Plan)

3. Operational or Short Range Planning- Refers to the production of

plans,which determine the schedule of special activity and are applicable
from one week or less than year duration . Plan that addresses immediate
need which are specific and how it can be accomplishedon time with
available allocated resources.

Examples of OPLANS:

 Oplan Jumbo-Aviation Security Group Strategic Plan against terrorists attacks.

 OplanSalikop-Criminal Investigation and Detection Group (CIDG) Strategic
 OplanDisiplina- TMGs plan in rendering various forms of motorists’ assistance.
 OplanBantayDalampasigan-that setforth 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 aredeveloped 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 the anticipated changes or
develop a new philosophy or model of policing (e.g. community policing). One of the
most important aspects of strategic planning is to focus on external environmental
factors that affect the goals and objectives of the department and how they will be
 achieved. Important environmental factors include personnel trends, technological
innovations, business trends and demand, crime problems,and community attitudes

KINDS OF POLICE PLAN

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

responsibility with 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- procedure 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,arrests
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 procedure are the duties of the
dispatcher, jailer, matron, and other personnel concerned which may be
reflected in the duty manual. Procedures that involved 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 necessities
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
about wanted persons, inspection of the PNP headquarters, and the like.
2 Tactical Plans-.These are the procedures for coping with specific situations at
known locations. Included in this category are plans for dealing with an attack
against buildings with alarm systems and an attack against the PNP headquarters by
lawless elements, Plans shall be likewise be made for blockade and jail emergencies
and for special community events , such as longer public meetings, athletic
contests,parades, religious activities ,carnivals,strikes,demonstrations and other
street affairs
3 Operational Plans-these are plans for the operations of special divisions like the
patrol,detective,traffic,fire and juvenile control divisions. Operational plans shall be
prepared to accomplish each of the primary police tasks. For example, patrol
activities must be planned, the force must be distributed among the shifts and
territoriallyamong 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.

KINDS OF INTELLIGENCE
A. Strategic Intelligence- 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, Energy and Terrain (PWE) used in
planning and conducting tactical and administrative operation in a counter
insurgency.

Intelligence information to be determine in line intelligence are:

 People –living condition of the people, source 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, manmade
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, protection of personnel against subversions and materials
against sabotage.

Counter Intelligence is also known as Negative Intelligence-a generic term meaning

three differentthings;
a. 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 from unauthorized persons. It is an
effort to deny information to unauthorized persons by restricting to those who are
explicitly authorized to posses it
b. 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 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 interests.
c. 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. It is a job to catch spies. It is
basically a police functions. According to Sir Bassil Thomson – former chief of
Scotland Yard Criminal Investigation Division: ‘A basic requirement of the secret
agent is disguise himself and his mission. Much of his training and basis skill is
dedicated to concealment. He is supposed to be supplied with a foolproof cover
story and good documents. He must be a man of exception ability or else he
would not be chosen for this intricate job. The trapping of the dark intruder is a
formidable talk.’ Counter espionage is simple aimed at locating the enemy, to
identifying the enemy, and neutralizing the enemy.
Five Categories of CI Operation

1. Military Security-it encompasses the measures taken by a command to

protect

Examples are: Secrecy discipline- Special safeguarding of classified information-

Security of troop movement-Special handling of weather and escapes- Counter
subversion with in the armed forces- Tactical measures in combat area.

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. Examples are; Security
Screening and control of merchants, seamen and crew of commercial
Security controls of seaports.

3. Civil Security- it encompasses active and passive CI measures affecting the

non-military nationals permanently or temporarily residing in an area under military
jurisdictions. Examples are;

Systematic registrations of civilian and aliens, Control of

Circulation,Curfew,Surveillance of suspected political organizations, Security screening
of labor,Issuance of passes and permits, Control of internal commerce.

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

Three Categories of CI Measure

1. Denial Measure- secrecy discipline,document security, camouflage and

concealment,communication security, military censorship,counter reconnaissance
2. Detection Measure- PSI, security tag or pass card, challenge or password,
reconnaissance
3. Deception Measure-ruse-use of escape and evasion, dummy position, fabricated
information

Categories of CI Operation
1. Counter Human Intel(HUMMIT)-Seeks to overcome enemy attempt to use human
sources to collect information or to conduct sabotage and subversion which includes
CI special operations, liason, counter security andCI screening.
2. Counter Imaginary 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.

PHASE 3- Processing the Collected Information

 This phase of the cycle is concerned with the examination and collation of all
collected information. Analysis of collected information is the “heart” of the
intelligence system.
 Apply various methods of logic
 Apply various types of analysis
 “Fills in the gaps.”
 Gives additional meaning to raw information

Steps in Processing Raw Information

1. Collection- organization of raw data and information into usable form; grouping
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 info groups of
related items.
 Police log book and journal
 Intel –work sheet- Intel files
 Situation Maps- Rouges Gallery
 Modus Operandi Files
2. Evaluation-examination of the 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 of the operation, reliability
of the source 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?
3. 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 the 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.
INFORMATION AND ITS SOURCES

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 the 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 becomes knowledgeable of the purpose. Open
sources includes information taken from:

 Enemy
 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 may be taken through:

 Surveillance
 Casing and
 Elicitation
 Surreptitious entry
 Employment of technical means (Bugging and Tapping Device)
 Tactical Interrogation – observation and detection (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 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 without any consideration while Informer are 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 include crimes and criminals.
3. Voluntary Informant – a type of information who give information freely and wilfully
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)

COVER AND UNCOVER ACTIVITIES

Cover – the means by which an individual group of organization conceals the true
nature of its acts and or existence from the observer.

Cover story – a biographical data through fictional that will portray the personality of the
agent he assumed, a scenario to cover up the operation.

Cover support – an agent assigned in target areas with the primary mission of
supporting the cover story.

Importance of Cover

1. Secrecy of operation against enemy intelligence

2. Secrecy of operation against friendly agencies who do not have the need to know
3. Successful accomplishment of the mission

Types of Cover

1. Natural cover – using actual or true background

2. Artificial – using biographical data adopted for the purpose
3. Cover within a cover – justification of existence
4. Multiple cover – any cover you wish

Uses of Undercover Assignment

1. Use independently to get first hand info about the subject of investigation like:
a) Security evaluation of every installation
b) Gain confidence of suspended persons
c) Agent penetration
d) Verify info from human resources

THE UNDERCOVER AGENT

Special qualifications include knowledge of the language, area background regarding

events, knowledge about the custom and habits, physical appearance, and must be an arist.
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 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
monitoring info from a third person who is monitoring info in the area.

Two Categories of Control

1. Positive control – is characterized by professionalism and rapport like:

 Agent motivation
 Psychological control
2. Negative Control – characterized by threat and it include the following:
 Disciplinary action – includes verbal reprimand for poor performance or
insecure actions withholding certain material rewards, reduction of agents salary
or in extremes situation the threat or terminating professional relationship
 Escrow account – control of an agent by putting his salary in a bank to be
withdrawn only after a fulfilment of a condition.
 Blackmail

Procuring Different Type of Agents

1. Agent in place – an agent who has been recruited by an intelligence service within a
highly sensitive target, who is just beginning a career or have been long or (outside)
insider.
2. Double agent – an enemy agent who has been captured, turned around and sent back
where he came from as an agent of his captors.
3. Expandable agent – an agent whom false information is leaked to the enemy
4. Penetration agent – an agent who has such reached the enemy gets information and
would manage to get back alive.
5. Agent of Influence – an agent who uses influence to gain information
 6. Agent provocation- one who provoke the enemy to give information

Theory and Practice of Double-Cross System (Double Agent System)

1. Control the enemy system

2. Catch fresh spies when they appeared
3. Gain knowledge of other personalities and methods of the enemies’ intelligence service
4. Obtain information about the codes and cipher work of the enemy
5. Get evidence of enemy plans and intentions from the questions asked from them
6. Influence enemy plans by the answers sent to the enemy
7. Deceive the enemy about our plans and intentions

METHODS OF COVERT INTELLIGENCE

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

1. Pre-Surveillance Conference – a conference held among the team members, the

police intelligence unit before surveillance is conducted.
2. Surveillance Plan -a plan established the as required according to type of personnel,
and the general and specific instructions for surveillance.
3. Area Target Study – refers to the area of operation of surveillance activities.
4. Surveillant – a person who conducts surveillance with includes only observations.
5. Stakeout or Plant – is the observation of places or areas from a fixed point
6. Tailing or Shadowing – it is the observation of a person’s movement
7. 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
8. 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)
9. Safehouse – is a place, building, enclosed mobile, or an apartment, where police
undercover men meet for debriefing or reporting purposes.
10. Drop – any person is a convenient, secure and unsuspecting place where police
undercover men meet his action agent for debriefing or reporting purposes.
11. Convoy – an accomplice or associate of the subject used to avoid or elude surveillant.
12. Decoy – a cover supporting the surveillant who can become a convoy whenever
surveillant is burned.
13. Contact – any persons whom the subject picks or deals with while he is under
observation and identifies the observer.
14. Made- when subject under surveillance becomes aware that he is under observation
and identifies the observer.
 15. 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

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.

Basic Preparation 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.

Factors considered in Fixed Surveillance

1. Determine base of operation

2. Maintain a thorough, cautious reconnaissance of the area
3. Obtain necessary equipments
4. Assignments of specific duties to each member of the team
5. Prepare alternative course of action
6. Provide for relief teams
7. Arrange for communication signals
8. Arrange for inconspicuous arrival and departure of equipment as well as personnel of
the base of operation

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.

General Principles in Casing

1. Know the best route to take get there

2. Know how to conduct yourself without attracting attention
3. Know what security hazards are in the area and how can they avoided or minimized
4. Know the best route to extricate from the area

Method of Casing

a. Personal reconnaissance - the most effective method and will produced the most info
since you know just what you’re looking for.
b. Map reconnaissance – it may not sufficient but it can produced a certain amount of
usable information.
c. Research – much info can be acquired through research
d. Prior information – your unit and of the unit will have file report that they may provide
you with info
e. Hearsay – info usually gain by the person operating in the area and performing casing
job

SECURITY MANAGEMENT SYSTEMS

Concept of Security Management

Security Management is also the totality of utilizing available resources (men, money,
methods, machines and materials) to secure and keep safe the organization.

Since security on 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.\
 CONCERNS OF PHYSICAL SECURITY

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 or 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 and 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 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 water, 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, fulfilment 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

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.

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 Indusrtial companies, however, are required to have a wide space
for warehousing, manufacturing, etc.

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 strands of barbed
 wire space 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 therefore 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 precludeaccident entry. Signs should be
plainly visible and legible from any approach and in an understood language or
dialect.

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. It has the following purposes:

1. It provides sufficient illumination to the areas during hours of darkness.

2. Lighting can help improve visibility so that intruder can be seen and identified and, if
possible, apprehended.

Protective Lock and Key Control

Lock is one of the most widely used physical security devices in the asset protection 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
cannot 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.
Three (3) Types of Security Cabinet

1. Safe – a metallic container used for the safekeeping of documents or small items in an
officer or installation. Safe can be classified as either robbery or burglary resistance
depending upon the use and need
 Its weight must be at least 750 lbs. And should be anchored to a building
structure.
 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.
 The vault door should be made of steel at least 6 inches in thickness.
 The vault walls, ceiling, floor reinforce concrete at least 12 inches in thickness.
 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.
 The file room should at most be 12 feet high
 It must have a watertight door and at least fire proof for one hour

SECURITY SURVEYS AND INSPECTION

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.

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.

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 exits, guards, traffic control, lighting, fire control and with such other
physical measures, which, if properly established and maintained, will deny access to
unauthorized persons.

Preliminary Planning
 1. To assure as much as possible the successful completion of a security survey, a
chronological plan of action is developed. The first action taken by the survey agent, is to
prepare for and conduct those preliminary courses of action that precede the actual
conduct of the survey.
2. A very importantconsideration during the preliminary planning stage is the use of
checklist. This is a list of general considerations or specific points that must be covered
during the survey. Checklists may be either the general type or the specific/derailed
type.

Initial Briefing

After completion of the preliminary stage, the specialist is prepared to visit the office. It is
to be recalled as mentioned previously that contact is made with the security officer of the office
for the purpose of establishing a time and date for the initial briefing of the office head. It would
be ideal to have at this conference not only the office head but his entire staff and other key
personnel of the office.