RKMFILES CENTER FOR COMPREHENSIVE STUDIES

Room 309, 3rd Floor A-Building, Main AUF Campus, Angeles University
Foundation
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REVIEW
REVIEW
NOTES
NOTES IN
IN
LAW
LAW
ENFORCEMENT
ENFORCEMENT
ADMINISTRATION
ADMINISTRATION

POLICE
POLICE
ADMINISTRATION
ADMINISTRATION&&
MANAGEMENT
MANAGEMENT

POLICE
POLICEORGANIZATION
ORGANIZATION

POLICE
POLICEOPERATIONAL
OPERATIONAL
PLANNING
PLANNING

POLICE
POLICE
COMMUNICATION
COMMUNICATION
SYSTEMS
SYSTEMS

POLICE
POLICEINTELLIGENCE
INTELLIGENCE&&
SECRET
SECRETSERVICE
SERVICE

INDUSTRIAL
INDUSTRIALSECURITY
SECURITY
MANAGEMENT
MANAGEMENT
 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:

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  Police Effectiveness, which measures whether or not
important task goals are being attained
 Police Efficiency, which measures how well resources are
being utilized.

Performance Effectiveness + Performance Efficiency = High

Productivity

The formula illustrates that one outcome is not enough; achieving

high productivity requires both performance effectiveness and efficiency.

POLICE MANAGEMENT PROCESSES

The management process involves Planning – Organizing –

Leading – Controlling the use of organizational resources to achieve
high performance results.

1. Planning – is the process of setting performance objectives and

identifying the actions needed to accomplish them.
2. Organizing – is the process of dividing the work to be done and
coordinating results to achieve a desired purpose.
3. Leading – is the process of directing and coordinating the work
efforts of other people to help them accomplish important task.
4. Controlling – is the process of monitoring performance,
comparing results to objectives and taking corrective action as
necessary.

Police Managerial Activities and Roles

Interpersonal Roles – working directly with other people

 Figurehead – hosting and attending official ceremonies
 Leadership – creating enthusiasm and serving people’s needs
 Liaison – maintaining contacts with important people and
groups
Informational Roles –exchange information with other people

 Monitor – seeking out relevant information

 Disseminator – sharing information with insiders
 Spokesperson – sharing information with outsiders

Decisional Roles – make decisions that affect other people

3
  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)

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 Century and coined the term BUREAUCRACY to identify the
th

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

4
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

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
5
 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 equal 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.
 Esprit 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

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HUMAN RELATIONS APPROACH

Elton Mayo (the Hawthorne study)

The results of Hawthorne experiment contradicted the traditional

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

BEHAVIORAL SCIENCE APPROACH

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

 Deal with human behavior
 Study its subject matter in a scientific manner

The behavioral science approach utilizes scientific method as the

foundation for testing and developing theories about human behavior in
organizations that can be used to guide and develop managerial policies
and practices.

Contributors to this approach are:

1. Abraham Maslow (Maslow’s hierarchy of needs theory) - 1940’s

– see discussion on Motivation Theories

2. D. McGregor (McGregor’s Theory X and Y)

Theory X assumes that people have little ambition, dislike work,

and must be coerced in order to perform satisfactorily. Theory Y assumes
that people do not inherently dislike work and if properly rewarded,
especially satisfying esteem and self actualization needs, will perform
well on the job.
Theory X Assumptions
 The average person inherently dislikes work and will try to avoid
it
 Most people must be coerced, controlled, directed, and
threatened with punishment to get them to work towards
organizational goals
 The average person prefers to be directed, wants to avoid
7 seeks security
responsibility, has relatively little ambition, and
above all.

Theory Y Assumptions
 Theory X and Y: Importance to the Police Manager

Police managers who believe in theory X will set up strict controls

and attempt to motivate workers strictly through economic incentives.
Employees are most likely to respond in an immature manner that
reinforces the manager’s assumption.

By contrast, police managers who believe in theory Y will treat

employees in a mature way by minimizing controls, encouraging
creativity and innovation and attempt to make work more satisfying high
order needs.

Extensive researches (like those of Likert, 1967) has concluded

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

CONTEMPORARY APPROACH

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 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?

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 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

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

According to Aldefer:
 Existence Needs – are desires for physiological and material
well-being
 Relatedness Needs – are desires for satisfying interpersonal
relationships
 Growth Needs – are desires for continued personal growth and
development.

3. McClelland’s Acquired Needs Theory

David McClelland identified three types of acquired needs. These

are:

 Need for Achievement – the desire to do something better or

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

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

POLICE PERSONNEL MANAGEMENT

Police Personnel Management (Human Resources Management)

may be defined as that area of management concerned with human
relations in the police organization. As an overview, Police Personnel
Management uses planning, organizing, directing and controlling of day-

11
to-day activities involved in procuring, developing and motivating them
and in coordinating their activities to achieve the aims of the police.

Efficient management of human resources in any organization can

spell the difference between its success and failure to attain its objectives
or goals.

The need for a more efficient management of human resources is

very demanding today. The success of every organization is for the
organization to overcome the demands in human response brought
about by several factors.

Purpose of Police Personnel Administration

The prime objective of an effective police personnel administration

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

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Objectives of Personnel Management

The management of human resources is delegated to the unit of

organization, known as Human Resource Department (HRD). This is to
provide services and assistance needed by the organizations’ human
resource in their employment relationship with the organization. An
important task of the Human Resource Department is winning
employee’s acceptance of organization’s objectives.

The objectives are:

1. To assist top and line management achieves the organization’s

objective of fostering harmonious relationship with its human
resource.
2. To acquire capable people and provide them with opportunities for
advancement in self-development.
3. To assist top management in formulating policies and programs
that will serve the requirements of the police organization and
administer the same fairly to all members.
4. To provide technical services and assistance to the operating
management in relation to their personnel functions in promoting
satisfactory work environment.
5. To assist management in training and developing the human
resources of the organization if it does not have a separate training
department to perform its functions.
6. To see that all police members are treated equally and in the
application of policies, rules and regulations and in rendering
services to them.
7. To help effect organization development and institution building
effort.

Operative Functions of Police Personnel

The primary function of Personnel Department is commonly

Personnel Operative Functions. These are the following:

1. Police Personnel Planning – is a study of the labor supply of jobs,

which are composed with the demands for employees in an
organization to determine future personnel requirements, which
either increase or decrease. If there is an expected shortage of
personnel the organization may decide to train and develop present
employees and/or recruit from outside sources.

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 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.

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
14
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
15
 human relations should be the attitude in the applications,
implementation and interpretation of the organization’s policies,
rules and regulations. The important tools in this area are records
and reports, personnel research and statistics, and evaluation of
the effects of current policies, activities, and programs.

POLICE POLICIES AND PROCEDURES

Nature of Police Policies

Policies are tools of police management, which give life and

direction to the police program of activities and set limits within which
action is to be pursued by the personnel concerned. Policies define the
authority and the responsibility of subordinates. They help the personnel
understand their 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.
16
 According to their subject matter, policies may be classified
into:

1. General Statement of Principles - policies stated in broad

terms, such as statement of objectives, philosophy and creed.
Others stress in general terms management traits, such as
fairness in dealing with officers, understanding and humane
treatment of the work force.
2. Specific Rules - cover specific situations. They are more direct
and are less flexible. They are more rigid in nature.

Dissemination of Policies

To be effective, personnel policies must be understood by all

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

Police Handbooks - These handbooks are distributed to all

personnel, and contain among other things, information about the
benefits and services that the organization grants to its officers, the
organization’s history, its organizational structure, its officers, and other
information useful to the officers in understanding their relationship
with the organization.
Police Manual - A policy manual covering all police personnel
policies and procedures, if made available to managers and supervisors,
will be a great help in their decision-making and employees relationship.
Memoranda and Circulars - Memoranda and circulars are
another common means of communicating police policies to all officers.
They can be issued fast and they provide the greatest assurance of
reaching every employee. They are built in means by which every
member of the organization is reached.
Bulletin Boards - Organizational policies, rules and regulations,
and activities may be typed out of mimeographed and the posted on
17
bulletin boards. If strategically located and well managed, bulletin boards
are an effective medium for transmitting newly issued policies, rules and
regulations to police officers.
Meetings or Conferences - Meeting or conferences are often held
to inform officers about new policies, their objectives and
implementation. One advantage of this type of policy dissemination is
that it gives the officers the opportunity to ask questions and request
clarification on vague and doubtful points. It is effective to smaller
departments, as they accommodate small groups and allow the
scheduling of meeting at very convenient hours.
Police Publications - Communication has gained such
importance to and attention by management in recent years. To meet the
needs of communicating with officers, police organizations have been
spending amount of money on publications, internal or external.

POLICE JOB DESCRIPTION

After a job is analyzed, the facts about it are gathered, summed

up, and recorded in the job description and job specifications.

Job description may be defined as an abstract of information

derived from the job analysis report, describing the duties performed, the
skills, the training, and experience required the responsibilities involved,
the condition under which the job is done, and relation of the job to the
other job in the organization.

POLICE RECRUITMENT, SELECTION, AND PLACEMENT

On Police Recruitment

The first step in the recruiting procedure, and the one that should
receive greatest emphasis, is that of attracting well-qualified applicants.
The best selection devices available are of little value if the recruiting
effort has failed to attract candidates of high caliber. Widespread
publicity directed at the particular element of the population which it is
hoped will be attracted to the examination is the best method of seeking
outstanding applicants.

Recruitment in the police service is dependent on the availability of

national or regional quota of the PNP, which is determined by the
NAPOLCOM.
18
Standard Policy on Selection and Appointment

There shall be a standard policy for the selection of policy

personnel throughout the Philippines in order to strengthen the police
service and lay the groundwork for police professionalization.

The general qualification for initial appointment to the police

service shall be based on the provisions of Republic Act No. 8551,
which states:

No person shall be appointed as uniformed member of the PNP

unless he or she possesses the following minimum qualifications:

1. A citizen of the Philippines;

2. A person of good moral conduct;
3. Must have passed the psychiatric or psychological, drug and
physical tests to be administered by the PNP or by any government
hospital accredited by the Commission for the purpose of
determining physical and mental health;
4. Must possess a formal baccalaureate degree from a recognized
institution of learning;
5. Must be eligible in accordance with the standards set by the
Commission;
6. Must not have been dishonorably discharged from military
employment or dismissed for cause from any civilian position in the
Government;
7. Must not have been convicted by final judgment of an offense or
crime involving moral turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62m) in
height for male and one meter and fifty-seven centimeters (1.57m)
for female;
9. Must weigh not more or less than five kilograms (5kgs) from the
standard weight corresponding to his or her height, age, and sex;
and
10. For a new applicant, must not be less than twenty-one (21)
not more than thirty (30) years of age. Except for the last
qualification, the above-enumerated qualifications shall be
continuing in character and an absence of any of them at any given
time shall be a ground for separation or retirement from the service:
Provided, that PNP members who are already in the service upon the
effectivity of these Implementing Rules and Regulations shall be
given five (5) years to obtain the minimum educational qualification
and one (1) year to satisfy the weight requirement.

19
 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.

20
 Physical and Medical Examination - in order to determine
whether or not the applicant is in good health, free from any contagious
diseases and physically fit for police service, he shall undergo a thorough
physical and medical examination to be conducted by the police health
officer after he qualifies in the preliminary interview.

Physical Agility Test - the Screening Committee shall require the

applicant to undergo a physical agility test designed to determine
whether or not he possess the required coordination strength, and speed
of movement necessary for police service. The applicant shall pass the
tests like Pull-ups-6 Push-ups-27, Two minutes sit-ups-45, Squat
jumps-32, and Squat thrusts-20.

The Police Screening Committee may prescribe additional

requirements if facilities are available.

Medical Standards for Police Candidates

1. General Appearance – the applicant must be free from any

marked deformity, from all parasite or systematic skin disease, and
from evidence of intemperance in the use of stimulants or drugs.
The body must be well proportioned, of good muscular
development, and show careful attention to personal cleanliness:
Obesity, 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
21
 nails or hammer toes which would prevent the proper and easy
performance of duty. First (index) second (middle), and third (ring)
fingers and thumb must be present in their entirely. The toe must
be the same.
6. Eyes – the applicant must be free from color blindness, and be
able to read with each eye separately from standard test type at a
distance of twenty feet. Loss of either eye, chronic inflammation of
the lids, or permanent abnormalities of either eye must be rejected,
20/20 or 20/30 in one eye, with binocular vision of 20/30.

7. Respiration – must be full, easy, regular, the respiratory murmur

must be clear and distinct over the lungs and no disease of the
respiratory organ is present.
8. Circulation – The action of the heart must be uniform, free and
steady, it’s rhythm and the heart from organ changes. Blood
Pressure – systolic maximum 135; diastolic 90; pulse pressure 15
to 50. Brain and nervous system must be free from defects.
9. Kidneys – must be healthy and urine normal.

Character and Background Investigation - the Screening

Committee shall cause a confidential investigation of the character and
from among various sources.

Psychological and/or Neuro-Psychiatric Test - in order to

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

The Oral Interview - the Screening Committee shall interview the

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

POLICE APPOINTMENT

Any applicant who meets the general qualifications for

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

22
 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.

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.

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POLICE TRAINING

The Need for Police Training

Organized training is the means by which officers are provided

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

Training and the Changes in Police Works

During the past decades tremendous changes in police work have

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

Standards for Police Training

All training programs operated by law enforcement agencies should

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

Pre-and-post employment university training.

Responsibility of Training

The training of police officers shall be the responsibility of the PNP

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

Types of Police Training Programs

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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
25
  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 Sr
Superintendent
 Officer Senior Education Course (OSEC) – Superintendent and
above
 Directorial Staff Course (DSC) – for directors and above.

POLICE APPRAISAL

Appraisal refers to the process of measuring the performance of

people in achieving goals and objectives. It is also known as
“performance evaluation system”.

Purposes of Police Appraisal

1. It serves as guide for promotion, salary increase, retirement, and

disciplinary actions.
2. It increases productivity and efficiency of police works.
3. It assimilate supervision
4. It informs the officer of the quality of his work for improvements

Uses of Police Appraisal

Police appraisal can be useful for personal decision-making in the

following areas:
1. Eligibility to be hired
2. Salary adjustments
3. Determining potential for promotion
4. Evaluation of probationary officers
5. Identification of training needs
6. Isolating supervisory weaknesses
7. Validating selection techniques
8. Reduction in ranks (demotion)
9. Dismissal from service and other disciplinary actions.

PNP Appraisal System

The Performance Evaluation in the police service is the

responsibility of the NAPOLCOM, which shall issue the necessary rules
and regulation for the orderly administration of the appraisal process.
Such performance evaluation shall be administered in a manner as to
26
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.
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

27
 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:

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.
28
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 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.
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 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

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 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
31
scale of base pay of police personnel in the active service. (Section 36, RA
8551 – IRR)

5. Permanent Physical Disability Pay

A PNP member who is permanently and totally disabled as a result

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

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

6. Early Retirement Benefit

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

POLICE INSPECTION

The purpose of police inspection is to ascertain the standard

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

Types of Police Inspection

1. Authoritative Inspection – those conducted by the head of

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

32
 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
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
33
to impose, after due notice and summary hearings, disciplinary penalties
for minor offenses committed by members of the PNP assigned to their
respective jurisdictions as provided in Section 41 of Republic Act No.
6975, as amended by Section 52 of Republic Act No. 8551.

PLEB - the PLEB (People's Law Enforcement Board) is the central

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

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

If the city or municipality where the offense was committed has no

PLEB, the citizen's complaint shall be filed with the regional or provincial
office of the Commission (NAPOLCOM) nearest the residence of the
complainant.

Administrative Offenses that may be imposed against a PNP Member

The following are the offense for which a member of the PNP may
be charged administratively:

1. Neglect of duty or nonfeasance – it is the omission or refusal,

without sufficient excuse, to perform an act or duty, which it was
the peace officer’s legal obligation to perform; it implies a duty as
well as its breach and the fast can never be found in the absence of
a duty.
2. Irregularities in the performance of duty – it is the improper
performance of some act which might lawfully be done.
3. Misconduct or Malfeasance – it is the doing, either through
ignorance, inattention or malice, of that which the officer had no
legal right to do at all, as where he acts without any authority
whatsoever, or exceeds, ignores or abuses his powers.
4. Incompetency – it is the manifest lack of adequate ability and
fitness for the satisfactory performance of police duties. This has
34
 reference to any physical, moral or intellectual quality the lack of
which substantially incapacitates one to perform the duties of a
peace officer.

5. Oppression – it imports an act of cruelty, severity, unlawful

exaction, domination, or excessive use of authority. The exercise of
the unlawful powers or other means, in depriving an individual of
his liberty or property against his will, is generally an act of
oppression.
6. Dishonesty – it is the concealment or distortion of truth in a
matter of fact relevant to one’s office, or connected with the
performance of his duties.
7. Disloyalty to the Government – it consist of abandonment or
renunciation of one’s loyalty to the Government of the Philippines,
or advocating the overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any
crime or offense penalized under the Revised Penal Code or any
special law or ordinance.

THE POLICE ORGANIZATION

ORGANIZATION defined

It is a form of human association for the attainment of a goal or

objective. It is the process of identifying and grouping the work to be
performed, defining and delegating responsibility and authority
establishing relationships for the purpose of enabling people work
effectively.

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:

35
Functional Units

1. Bureau – the largest organic functional unit within a large

department. It comprises of numbers of divisions.
2. Division – a primary subdivision of a bureau.
3. Section – functional unit within a division that is necessary for
specialization.
4. Unit – functional group within a section; or the smallest functional
group with in an organization.

Territorial Units

1. Post – a fixed point or location to which an officer is assigned for

duty, such as a designated desk or office or an intersection or
cross walk from traffic duty. It is a spot location for general guard
duty.
2. Route – a length of streets designated for patrol purposes. It is also
called LINE BEAT.
3. Beat – An area assigned for patrol purposes, whether foot or
motorized.
4. Sector – An area containing two or more beats, routes, or posts.
5. District – a geographical subdivision of a city for patrol purposes,
usually with its own station.
6. Area – a section or territorial division of a large city each
comprised of designated districts.

Key Terminologies

1. Sworn Officers – all personnel of the police department who have

oath and who posses the power to arrest.
2. Superior Officer - one having supervisory responsibilities, either
temporarily or permanently, over officers of lower rank.
3. Commanding Officer - an officer who is in command of the
department, a bureau, a division, an area, or a district.
4. Ranking Officer - the officer who has the more senior
rank/higher rank in a team or group.
5. Length of Service - the period of time that has elapsed since the
oath of office was administered. Previous active services may be
included or added.
6. On Duty - the period when an officer is actively engaged in the
performance of his duty.
7. Off Duty - the nature of which the police officer is free from
specific routine duty.
36
 8. Special Duty - the police service, its nature, which requires that
the officer be excused from the performance of his active regular
duty.
9. Leave of Absence - period, which an officer is excused from active
duty by any valid/acceptable reason, approved by higher
authority.
10. Sick Leave - period which an officer is excused from active
duty by reason of illness or injury.
11. Suspension - a consequence of an act which temporarily
deprives an officer from the privilege of performing his duties as
result of violating directives or other department regulations.
12. Department Rules - rules established by department
directors/supervisors to control the conduct of the members of the
police force.
13. Duty Manual - describes the procedures and defines the
duties of officers assigned to specified post or position.
14. Order - an instruction given by a ranking officer to a
subordinate, either a. General Order, b. Special, or c. Personal
15. Report - usually a written communication unless otherwise
specifies to be verbal reports; verbal reports should be confirmed
by written communication.

Types of Police Organizational Structures

Line Organization

The straight line organization, often called the individual, military

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

While the line type of organization has many advantages, it also

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

Functional Organization

37
 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:

38
  Carrying out the majors purposes of the police department.
 Delivering the services provided by the department.
 Dealing directly with the department’s clientele.
 Making final decisions with respect to the activities they
perform.

Staff Functions: Staff functions are those operations designed to

support the line functions, Staff members are necessarily advisors who
are typically assigned to planning, research, legal advice, budgeting,
and educational services. Staff members are often civilians with
specialized training who serve within the department but do not deal
with daily operations on 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.

39
 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, crime
scene operations, legal advising, computer work, planning, community
relations, drug reaction, gang activities, or SWAT operations.

Hierarchy of Authority

If all persons within an organization were given the freedom to do

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

Hierarchy defined: A hierarchy represents the formal relationship

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

Each rank or position on a hierarchical ladder has specific rights,

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

Authority Defined: Authority is the right to command and control

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

Example: Authority can be illustrated by the situation in which a

subordinate abstains from making his or her choice among several
courses of action and instead automatically accepts the choice made by
the supervisor regardless of whether one personally agrees.

Authority Roles: Authority within an organization must be viewed

in terms of prescribed roles rather than of individuals. A particular
position within an organization carries the same authority regardless of
who occupies that position. While the personality of the occupant may
40
change the style or manner in which authority is exercise, it should
increase or decrease the basic obligations of the occupant toward those
in subordinate positions.

Example: The authority of a police chief stems from the role that a
chief executive must play – whether he or she is referred to as chief,
superintendent, commissioner, or some other title, and regardless the
size or location of the department he or he commands.

Span of Control

A span of control is the maximum number of subordinates at a

given position that superior can supervise effectively.

Determining the Span of Control

Effective organization requires that only a manageable number of

subordinates be supervised by one person at any given time. This
number will, of course, vary – not only from one organization to another
(depending on each organization’s definition of “effective supervision”)
but also within each organization depending on the number of task and
the size of personnel available at a given time.

Delegation of Authority

Delegation is the conferring of an amount of authority by a

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

Unity of Command

Traditional theories of organization insisted that each employee

should have only one supervisor of “boss”, and considered this
principle of “unity of command” the backbone of any organizational
structure. Thus, a patrol officer, for example, would always receive
orders from one sergeant and would always report to that same sergeant.
If the officer was instructed or advised by a detective, garage sergeant, or
any other administrator (with the possible exception of the chief), the

41
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:

42
 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.
43
 10. Authority Level Principle – implies that decisions within
the authority of the individual commander should be made by
them and not be returned upward in the organizational structure.

11. Principle of Flexibility – means that the more flexible the

organization, the more it can fulfill its purpose.

OTHER PRINCIPLES OF POLICE ORGANIZATION

Grouping of Similar Task

Tasks, similar or related in purpose, process, method, or clientele,

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

a. According to Function - The force should be organized

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

b. According to Time Frame - The elements are divided into

many shifts or watches according to the time of the day. This is
the most elementary form of police organization. Any large
functional unit can also be organized according to time if the
demand exists.

c. According to Place of Work - A territorial distribution of a

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

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

always divided according to the level of authority. Example,

44
 there will be some patrolmen, sergeants, some lieutenants,
some captains, and so on. Vertical combinations of superior
officers, with each rank at a different level of authority from any
other, from channels through which operations may be directed
and controlled can be adopted in certain cases to ensure
coordination.

Specialization Based on Need

Specialized units should be created only when overall

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

THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION

The PNP is composed of a national headquarter, regional

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

PNP Staff and Support Units

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

The two Deputies and the Chief of Directorial Staff have the
rank of Police Deputy Director General, equivalent to a three-star rank
in the Armed Forces of the Philippines.
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 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
 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;
46
 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.
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
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 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 nationwide

government organization whose jurisdiction covers the entire breath
of the Philippines archipelago which extends up to the municipality
of Kalayaan islands in the province of Palawan. All PNP personnel
both the uniformed and non-uniformed components are national
government employees. Civilian in character means that the PNP is not
a part of the military. Although,. it retains some military attributes
such as discipline, it shall adopt unique non-military cultures, Code of
Ethics, and Standard of Professional conduct comparable to the civilian
police forces of other countries.

The Achievement of Professional Conduct and Exemplary Behavior

among PNP members

A PNP member as a Law Enforcer and an Agent of a Person in

Authority is a model citizen of the community. He is looked upon as the
paragon of virtues and a protector of the people. He has chosen a
noble profession of high risk and dedicated service to protect the rights,
lives and properties of the people whom he had sworn to serve with
utmost dedication. In this regard, each PNP member is mandated to
strictly adhere to the Police Code of Professional Conduct and Ethical
Standard. Swift punishments are rendered to erring members while
proper recognition for exemplary achievements are given to deserving
ones. Merit and performance, qualifications and mandatory promotional
courses are instituted for acceleration in the career ladder. Continuing
education and leadership development aside from moral values
enhancement are the keys to dynamic professional groups of PNP
members.

The PNP Doctrine of Development

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 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?
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 A plan is an organize schedule or sequence by methodical
activities intended to attain a goal and objectives for the
accomplishments of mission or assignment. It is a method or way of
doing something in order to attain objectives. Plan provides answer to
5W’s and 1 H.

What is Planning?

Planning is a management function concerned with visualizing

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

Planning is also the process of preparing for change and coping

with uncertainty formulating future causes of action; the process of
determining the problem of the organization and coming up with
proposed resolutions and finding best solutions.

 The process of combining all aspects of the department and the

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

What is Police Planning?

Police Planning is an attempt by police administrators in trying to

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

What is Operational Planning?

Operational Planning is the use of a rational design or pattern

for all departmental undertakings rather than relying on chance in an
operational environment. It is the preparation and development of
50
procedures and techniques in accomplishing of each of the primary
tasks and functions of an organization.

What is Police Operational Planning?

Police Operational Planning is the act of determining policies

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

Objectives are a specific commitment to achieve a measurable

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

The process of police operational planning involves strategies or

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

51
 2. LONG-RANGE THINKING - Keeping in mind that strategy is
deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK

What is the Strategic Planning process?

 TASK 1 - Develop Mission and Objectives

 TASK 2 - Diagnose Environmental Threats and Opportunities
 TASK 3 - Assess Organizational Strengths and Weaknesses
 TASK 4 - Generate Alternative Strategies
 TASK 5 - Develop Strategic Plan
 TASK 6 - Develop Tactical Plan
 TASK 7 - Assess Results of Strategic And Tactical Plan
 TASK 8 - Repeat Planning Process

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

Alternative 1 - modify police vehicles

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

What are the Objectives of Police Planning?

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

so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better
decisions.
3. To establish a framework for decision making consistent with the
goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
52
 6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or
individual performance.

What can be expected in planning?

1. Improve analysis of problems

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

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.

2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation

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

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

What are the approaches in Police Planning?

A variety of approaches are employed in the planning processes.

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

1. Synoptic Approach
53
 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.

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

54
 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.
 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
55
 concerning the results of the planning cycle, the efficiency of the
implementation process, and the effectiveness of new procedures,
projects or programs. This is an important step of synoptic
planning, trying to figure out what, if anything happened as a
result of implementing a selected alternative.

10. Summation of the synoptic planning approach – This

can be done by making a summary of the presentation, could be
tabular or other forms of presentation.

11. Repeat the Planning Process – repetition of the process of

planning enables the planner to thresh out possible flaws in the
plan.

What is Incremental Planning?

Incrementalism concludes that long range and comprehensive

planning are not only too difficult, but inherently bad. The problems are
seen as too difficult when they are grouped together and easier to solve
when they are taken one at a time and broken down into gradual
adjustments over time.

What is Transactive Planning?

Transactive planning is carried out in face-to-face interaction

with the people who are to be affected by the plan and not to an
anonymous target community of beneficiaries. Techniques include field
surveys and interpersonal dialogue marked by a process of mutual
learning.

What is Advocacy Planning?

Beneficial aspects of this approach include a greater sensitivity to

the unintended and negative side effects of plans.

What is Radical Planning?

The first mainstream involves collective actions to achieve concrete

results in the immediate future. The second mainstream is critical of
large-scale social processes and how they permeate the character of
social and economic life at all levels, which, in turn, determine the
structure and evolution of social problems.

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CONSIDERATIONS IN POLICE PLANNING

a. Primary Doctrines

 Fundamental Doctrines – These are the basic principles in

planning, organization and management of the PNP in support
of the overall pursuits of the PNP Vision, mission and strategic
action plan of the attainment of the national objectives.
 Operational Doctrines – These are the principles and rules
governing the planning, organization and direction and
employment of the PNP forces in the accomplishment of basic
security operational mission in the maintenance of peace
and order, crime prevention and suppression, internal
security and public safety operation.
 Functional Doctrines – These provide guidance for specialized
activities of the PNP in the broad field of interest such as
personnel, intelligence, operations, logistics, planning, etc.

b. Secondary Doctrines

 Complimentary Doctrines – Formulated jointly by two or more

bureaus in order to effect a certain operation with regard to
public safety and peace and order. These essentially involve the
participation of the other bureaus of the Bureau of Jail
Management and Penology (BJMP), Bureau of Fire Protection
(BFP), Philippine Public Safety College (PPSC), National Bureau
of Investigation (NBI) and other law enforcement agencies.
 Ethical Doctrines – These define the fundamental principles
governing the rules of conduct, attitude, behavior and ethical
norm of the PNP.

c. The Principles of Police Organization

The principles of organization are presented in chapter three.

These principles are considered in police planning in order not to violate
them but rather for the effective and efficient development of police
plans.

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

Organization
57
  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)
 Master Plan Sangyaman (protection and Preservation of
Environment, Cultural Properties, and Natural Resources
Master Plan)
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 3. Operational or Short Range Planning - Refers to the production
of plans, which determine the schedule of special activity and
are applicable from one week or less than year duration. Plan
that addresses immediate need which are specific and how it can
be accomplished on time with available allocated resources.

Examples of OPLANS

 Oplan Jumbo – Aviation Security Group Strategic Plan

against terrorist attacks
 Oplan Salikop – Criminal Investigation and Detection
Group (CIDG) Strategic Plan against Organized Crime
Groups
 The TMG through its "OPLAN DISIPLINA" that resulted in
the apprehension of 110,975 persons, the confiscation of
470 unlawfully attached gadgets to vehicles, and rendering
various forms of motorists’ assistance.
 OPLAN BANTAY DALAMPASIGAN that sets forth the
operational guidelines on the heightened security measures
and sea borne security patrols.

TYPES OF PLANS in general

1. Reactive Plans are developed as a result of crisis. A particular

problem may occur for which the department has no plan and
must quickly develop one, sometimes without careful preparation.

2. Proactive Plans are developed in anticipation of problems.

Although not all police problems are predictable, many are, and it
is possible for a police department to prepare a response in
advance.

3. Visionary Plans are essential statements that identify the role

of the police in the community and a future condition or state
to which the department can aspire. A vision may also include a
statement of values to be used to guide the decision making
process in the department.

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4. Strategic Plans are designed to meet the long-range, overall goals
of the organization. Such plans allow the department to adapt to
anticipated changes or develop a new philosophy or model of
policing (e.g. community policing). One of the most important
aspects of strategic planning is to focus on external environmental
factors that affect the goals and objectives of the department and
how they will be achieved. Important environmental factors include
personnel needs, population trends, technological innovations,
business trends and demand, crime problems, and community
attitudes.

5. Operational Plans (OPLANS) are designed to meet the specific

tasks required to implement strategic plans. There are four types of
operational plan:

a. Standing Plans provide the basic framework for

responding to organizational problems. The organizational
vision and values, strategic statement, policies,
procedures, and rules and regulations are examples of
standing plans. Standing plans also include guidelines for
responding to different types of incidents; for example, a
civil disturbance, hostage situation, crime in progress,
and felony car stops.

b. Functional Plans include the framework for the

operation of the major functional units in the
organization, such as patrol and investigations. It also
includes the design of the structure, how different
functions and units are to relate and coordinate activities,
and how resources are to be allocated.

c. Operational-efficiency, effectiveness, and productivity

plans are essentially the measures or comparisons to be
used to assess police activities and behavior (outputs)
and results (outcomes). If one of the goals of the police
department is to reduce the crime rate, any change that
occurs can be compared to past crime rates in the same
community or crime in other communities, a state, or the
nation. If the crime rates were reduced while holding or
reducing costs, it would reflect an improvement not only
in effectiveness but also in departmental productivity.

d. Time-specific Plans are concerned with a specific

purpose and conclude when an objective is accomplished

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 or a problem is solved. Specific police programs or
projects such as drug crackdown, crime prevention
program, and neighborhood clean-up campaign are good
examples of time-specific plans.

KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the

administrative planning responsibility within 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

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 separately as in the case of using telephone for local or long
distance calls, the radio teletype, and other similar devices.

c. Special Operation Procedures – Certain special operations

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

2. Tactical Plans – These are the procedures for coping with

specific situations at known locations. Included in this category
are plans for dealing with an attack against buildings with alarm
systems and an attack against the PNP headquarters by lawless
elements. Plans shall be likewise be made for blockade and jail
emergencies and for special community events, such as longer
public meetings, athletic contests, parades, religious activities,
carnivals, strikes, demonstrations, and other street affairs.

3. Operational Plans – These are plans for the operations of special

divisions like the patrol, detective, traffic, fire and juvenile
control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks. For example,
patrol activities must be planned, the force must be distributed
among the shifts and territorially among beats, in proportion to the
needs of the service, and special details must be planned to meet
unexpected needs. Likewise in the crime prevention and in traffic,
juvenile and vice control, campaigns must be 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
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 intermittent and usually unexpected variations in activities that
demand their attention.

Regular Operating Programs – These operating

divisions/units shall have specific plans to meet current needs.
The manpower shall be distributed throughout the hours of
operation and throughout the area of jurisdiction in proportion to
need. Assignments schedules shall be prepared that integrate
such factors as relief days, lunch periods, hours, nature, and
location of regular work. Plans shall assure suitable supervision,
which become difficult when the regular assignment is integrated
to deal with this short time periodic needs.

Meeting unusual needs – The unusual need may arise in

any field of police activity and is nearly always met in the detective,
vice, and juvenile divisions by temporary readjustment of regular
assignment.

4. Extra-office Plans – The active interest and the participation

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

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:

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 a. Budget Planning – Present and future money needs for
personnel, equipment, and capital investments must be
estimated. Plans for supporting budget request must be made
if needed appropriations are to be obtained.
b. Accounting Procedures – Procedures shall be established and
expenditure reports be provided to assist in making
administrative decisions and in holding expenditures within the
appropriations.
c. Specifications and Purchasing Procedures – Specifications
shall be drawn for equipment and supplies. Purchasing
procedures shall likewise be established to insure the checking
of deliveries against specifications of orders. Plans and
specifications shall be drafted for new building and for
remodeling old ones.
d. Personnel – Procedures shall be established to assure the
carrying out of personnel programs and the allocation of
personnel among the component organizational units in
proportions need.
e. Organization – A basic organizational plan of the
command/unit shall be made and be posted for the guidance of
the force. For the organization to be meaningful, it shall be
accompanied by the duty manual which shall define
relationships between the component units in terms of specific
responsibilities. The duty manual incorporates rules and
regulations and shall contain the following: definition of terms,
organization of rank, and the like, provided the same shall not
be in conflict with this manual.

FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and

the subordinate commanders and the same shall be aimed at the
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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 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

65
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.
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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.
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 18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER
PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS

DISASTER AND EMERGENCY PLANNING

Emergency and disaster planning is one of the most important

interrelated function in a security system. It is important in any
organization as physical security, fire protection, guard forces, security of
documents and personnel security.

Emergency and disaster planning refers to the preparation in

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

Disaster plans outline the actions to be taken by those designated

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

Planning is necessary to meet disaster and emergency conditions

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

Understanding Disaster

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 A DISASTER is a sudden, unforeseen, extraordinary occurrence. It
can be considered as an EMERGENCY but an emergency may not always
be a disaster. An EMERGENCY falls into 2 broad categories:

floods, earthquake, famine, typhoon, diseases,

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

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

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

Commonalities:

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

Plan Checklist

 Identify the type of crisis/disaster/induced catastrophe

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

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Assessing the Risk

Pro-crisis Actions - “The planning process begins with an

understanding of the situation and recognition that a number of policy
decisions must be made before the actual planning can begin.”; “Many
emergencies can be prevented completely with adequate thought and
action. Others can be anticipated – often by doing nothing but mere
common sense. REMEMBER! It was not raining when NOAH build the
ark.”

Checklist for a Disaster Action Plan

 Identify the type of disaster occurred in the area

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

Phases in Emergency/Disaster Planning

Phase I - Assessment of the Situation

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

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

Phase II – Writing the Plan

The plan will have to be written based on the findings in phase I.

The plan can be code title, management will just call for the name of the
plan.
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 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 (Evaluation)

This involves the analysis of feedbacks. The unworkable

procedures should be noted and finally corrected.

Checklist for Reviewing Policies, Procedures, and Plans

 Compile and review your organization”s policies on various

contingencies before establishing your plans
 Ensure that these policies are known throughout the organization
and that they are included in your emergency manuals
 Ensure that your procedures and plans are consistent with your
organization’s established policies and goals
 Identify appropriate outside consultants and other sources of
assistance in developing and implementing your plans and
procedures
 Ensure that appropriate personnel have any security clearances or
background cheks which might be required
 Establish a viable record-keeping system and procedures to ensure
they are followed

Organizing Disaster Management Team

Disaster Team Leadership

Disaster team leadership is vested in one person, who should

designate an alternate capable of acting independently in his or her
absence. One of the team leader’s primary tasks is to ensure that
control is maintained over the team’s activities, information flow,
and the implementation of decisions and organizational policies. For
these reason, the team leader should be a person who has demostarted
ability to function under pressure, must have sufficient authority to
make on the spot decisions with in the framework of overall
organization’s policy, access to decision makers when required, and the
ability to recognize which decisions to make independently and which to
refer to upper management.

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 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

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
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  Review all press release and public statements
 Double check or confirm informations if possible
 Aid victim and their families
 Try to anticipate future consequences
 Control stress of team members
 Ensure log maintenance

On Post Event (After the Incident)

 Evaluate effectiveness of plans

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

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

 Security receives initial report of emergency

 Security notifies Disaster Team Leader
 Team leader decides if immediate action is required
 If action is required, he notifies the other team members to
convene at the crisis management center
 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.

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 Under the law, it is punishable for any organizer or leader of any
meeting attended by armed persons for the purpose of committing any of
the crimes punishable under the Revised Penal Code, or any meeting in
which the audience is incited to the commission of the crimes of treason,
rebellion or insurrection, sedition or assault upon a person in authority
or his agents (Art. 146, RPC). It is also punishable for any person who
shall cause any serious disturbance in a public place, office, or
establishment, or shall interrupt or disturb public functions or
gatherings or peaceful meetings (Art 153, RPC).

Some Basic Definition of Terms

Tumultuous – The disturbance or interruption shall be deemed

tumultuous if caused by more than three persons who are armed or
provided with means of violence.
Outcry – The means to shout subversive or proactive words
tending to stir up the people to obtain by means of force or violence.
Crowd – It consists of a body of individual people with no
organization, no single partnership. Each individual’s behavior is fairly
controlled and ruled by reason. All the participants have been thrown by
circumstance into a crowd for some common purpose that may give them
at least one thing in common.
Mob – A mob takes on the semblance of organization with some
common motive for action, such as revenge for a crime committed on the
scene where the crowd assembled, an aggravated fight, or a
confrontation with the police. At times like this, there is already a strong
feeling of togetherness (“we are one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to
become violent, it becomes a riot.

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

A sound organizational planning, training, logistical support and a

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

The control of violent civil disorder involving large segments of the

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

Through planning, the law violators can be arrested and processed

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

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

Containment – Unlawful assembly and riot are as contagious as a

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

Dispersal – The crowd of unlawful assembly or riot should be

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

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

area once the people have been moved out or dissipated into smaller
groups to prevent them from returning. Enforce quarantine by not
allowing the group to resume their actions.

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

Establish Priorities – Depending upon the circumstances, it is

always necessary to establish priorities. Assessing the situation to

75
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
 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

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  use radio or other means of communications to call for assistance
 make preparations for decisive police action.

Concentrate on Rescue and Self-Defense

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

Maintain an Open Line of Communication

 keep the dispatcher advised on the progress of the scene

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

Establish a Command Post

 follow what is in your contingency plan for civil disturbance

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

Take immediate action for serious violations

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

Give the dispersal order

 disperse the crowd upon order

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

What are the General Guidelines in Handling Riot?

1. Preplanning must be high on the agenda

whenever the department anticipates any disorder or major
disturbance.
2. Meet with responsible leaders at the scene and
express your concern for assuring them their constitutional

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 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.

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 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
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French patrouller (patroullier), which originally means ‘to walk through
mud in a military camp.’

The Evolution of Police Patrol

Police is the agency of a community or government that is

responsible for maintaining public order and preventing and detecting
crime. The idea of the police force as a protective and law enforcement
organization developed from the use of military bodies as guardians of
the peace, such as the Praetorian Guard of ancient Rome.

The Praetorian Guard is composed of Roman soldiers or

centurions carefully selected by the commander of the city under the
authority of Emperor Ceasar. The Romans achieved a high level of law
enforcement, which remained in effect until the decline of the empire and
the onset of the Middle Ages. Beginning in the 15 th century, policing
became a task of the heads of fiefdoms and principalities.

Police in the Ancient Time

In recorded history, we can find many documents and

archeological finds that insinuate a form of organized police. For
example, a clay tablet used by the ancient Babylonian dated, around
2000 BC, contains a report from a Babylonian officer to his superiors
notifying them that he had proceeded to the man’s house as ordered,
arrested him, taken his fingerprints and then taken control of his
property. Around the same date, the discovery in the Indus valley
revealed not only that this city had sewers and a bathroom in each
house, but that there are special “watch-houses” which were used by
policemen whose duty it was to patrol the streets and maintain order.

In both the Old Testament (Song of Solomon, Isaiah and Jeremiah)

and the New Testament (Matthew and John), we find references to
“watchmen” whose duty it was to protect the city and arrest offenders.

The hieroglyphics of the ancient Egyptians indicates that they had

police officers. They had special flag with its distinctive emblem, a
gazelle with a large ostrich feather attached to its neck. There was a
constant for some type of protective police patrol because of the great
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treasures hidden in the many tombs. It was in this regard that the
Egyptians became the first people to use police dogs on patrol. They
also invented the lock.

The police were civilians called “medjay” and headed by an

Egyptian military officer.

Augustus, just before the time of Christ, formed the “Vigiles” of

Rome, a group of over two thousand men, armed with staves and
shortsword, whose duty was to keep the peace and fight fires.

Police in the Middle Ages

In the early Middle Ages (a period from the 5 th Century A.D. to

about 1350), a system of mutual protection was developed called the
“Frankpledge”. Under this system, a community was divided into
tithings or groups of 10 men, each member of which was responsible
for the conduct of the other members of his group and for the
assurance that a member charged with a breach of the law would be
produced at court.
This system has in some ways prevailed in the British military. If one
man makes a mistake, the whole group to which he belongs is punished.

England

In England, each petty kingdom was divided into shires or

counties. Each shire was the responsibility of a “Reeve”, later called
the Sheriff, who in turn was responsible to their King for law and order
in his respective district. Each Shire was broken down into Hundreds
(100 households) headed by a Hundredman, later known as a High
Constable. 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.
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 The Hue and Cry - It was an ancient Saxon practice that the
invaders brought over to England. The horn, the oldest known warning
device in history, was sounded when a person committed a crime, or a
felon escaped, and it was detected. When they hear this, they raised a
cry, sounded their horns, and by law had to lay aside their work and join
their pursuit. If they failed to join, they were considered to have taken
the part of the escaping person and would be arrested. The law stated
that pursuit of the fugitive must continue until he was caught or
reached the sea.

Keepers of the Peace - At the end of the 12th Century (1195), King
Richard issued a proclamation entitled “Keepers of the Peace”,
requiring the appointment of knights to keep the King’s Peace. Some
believe that the present “shield” type badge used by some police
departments had its origin with the shield the knights used. They keep
guard at bridges and gates and checking on people leaving and entering
the town.

Statute of Winchester (Watch and Ward Act) - Near the end of

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

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

The Metropolitan Police - In 1829, Sir Robert Peel introduced

the Metropolitan Police Act and was passed by the English parliament
of England in the same year. This law led to the creation of the
Metropolitan Police Force of London, which is viewed by some
historians as the first organized uniformed police form. This police force
was later called Scotland Yard. Being the sponsor of the law, Peel
became the first head of the police organization thus earning the title of
“The Father of Modern Policing System.”

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

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

France

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

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

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

formed (origin of “Peace Officer”).

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 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

In Colonial Times - As former colony of England, it borrowed most

of the 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. - NYPD
 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
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 state to summon assistance in enforcing the law). To beef up law
enforcement, “Wanted Poster” and “Bounty Hunters” were used.
 San Francisco formed the “Committee of Vigilance” in lieu of an
established police. Their motto: “Fiat Justitia Ruat Coelum”
(Heaven decrees, Let There Be Justice).
 Pendleton Act of 1833 – established civil Service for federal
employees.

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

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

 Difficulty of getting police personnel.

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

Philippines

The evolution of policing system and police patrol in the country

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

Some Important Dates or Events in Early Policing particularly

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

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

purpose of carrying the regulation of the State and was armed and
considered as the Mounted Police.
 Jan. 8, 1836 - “Guardrilleros,” a body of rural police organized in
each town as established by a Royal Decree.
 Feb. 12, 1852 - “Guardia Civil,” was created by a Royal Decree
issued by the crown to partially relieve the Spanish Peninsular
Troops of their policing towns.
 1899 - Post Office Inspection system begun.

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  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.

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.
 February 25, 1998 - RA 8551, the PNP Attrition Law,
“Professionalization Law”
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Present Period

The country through the Philippine National Police and the

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

The Role of Police Patrol

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

Police, the first component of the Criminal Justice System in

the Philippine setting is responsible in performing these fundamental
functions.

1. Prevention of crime and repression of criminal activities

2. Preservation of peace and order
3. Protection of life and property
4. Enforcement of laws and ordinances and regulation of non-
criminal conduct
5. Investigation of crimes
6. Apprehension of criminals
7. Safeguarding of citizens’ rights and public morals

On Law Enforcement, it embraces crime prevention and crime

control, including customary police functions. On the other hand, peace
and order maintenance covers the peacekeeping role and community-
oriented services (community service role). Note that peace and order
maintenance has no law enforcement implications. Domestic trouble is a
sample situation wherein police officers must have to intervene although
their action is not backed by any specific law or ordinance.
Sometimes on patrol, while performing a mediator’s role in a family
squabble, the responding officers may subsequently take police actions
if:

87
 a. the family dispute involves a felony;
b. an offense is committed in the officer’s presence;
c. self-defense is necessary on the part of the police officer.

Why is it that the citizens usually call first the police when a
social problem occurs?

Traditionally speaking, these are the reasons: Because the police

are constantly available when needed; dependable when called upon;
and capable of providing advice to decide or settle interpersonal
conflicts. Thus, there are two broad duties of police officers while on
patrol.

1. Provide public protection through:

 Preventive Enforcement – progressive and continuous
patrolling
 Selective Enforcement – research and investigation

2. Render social services

 information services
 police escort
 assisting other agencies
 serving court notices (warrants)

Patrol and Police Discretion

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.

88
Note further that no law, no book, no lawyer, no judge can instruct a
policeman on the beat regarding the proper exercise of discretion.

The Nature of Police Patrol

Patrol is the backbone of the police department. The proof to

this statement is that patrol force is the only division in the police
organization that cannot be eliminated. This is usually true in small
police organization since it cannot afford to create divisions such as
Traffic, Investigation, Juvenile and other specialized areas.
While small police departments grow to keep up with the increasing
population, expanding geographical boundaries, and growing diversity of
police jurisdiction, there is a need to hire uniformed and non-uniformed
police personnel to take over the clerical and record keeping functions in
order to provide policemen more time for their field responsibilities.
Specialized units such as vice squad, homicide section, child and
women’s desk, and others have to be created. But all the while, the
patrol unit continues to exist as the principal functional unit or
“backbone” of the police department.

What is the importance of Police Patrol?

Obviously, the patrol force is indispensable unit in every police

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

1. Patrol is the essence of police operations.

2. The patrol group is the single largest unit in the police
organization.
3. Actions taken by the patrol officer have the most direct impact
on the citizen’s satisfaction and on the accomplishment of
police goals and objectives.
4. Patrol operation is the most visible form of activity that
enhances the welfare and security of the community.
5. Individual patrol officers represent the police department in
its contact with the community.
6. Individual patrol officers play a major role in determining the
quality of justice in a given community. Errors made by

89
 patrolmen have significant negative effect in the public’s perception
and on the other components of the CJS.
7. The patrol officer is the most important human element of the
police organization since all police field operations are supported
by the patrol activity.

What are the patrol functions?

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

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

1. Protection of persons and property

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

Police departments sometime gain reputation of efficiency and

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

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

has to perform the following activities:

1. Routine Patrol and Observation

2. Benevolent and community services – “called-for” services,
inspection services
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
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 9. Arrest of offenders
10. Preparation of reports and testifying in court

What is the Concept of Crime Prevention and Crime Suppression?

Theoretically, crime prevention involves the suppression of the

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

In reality, crime prevention and crime suppression are activities

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

Police Personnel Distribution

The patrol force is an organization within an organization. The

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

Police Activity Percentage

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

Manning Level of Patrol Force

One basis of the effectiveness and efficiency of the patrol force is

the manning level or manpower of the police organization. The patrol
unit must get the most number of uniformed personnel. The “rule of
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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 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
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 T–o
R – estore
O – rder in the
L – ocality

B. Patrol Methods

Patrol methods are various means of getting from one place to another
within a specified patrol jurisdiction. Various methods of patrol are not
intended to isolate the patrol officer from the people he vowed to serve
and protect.

Patrol effort made by the police may be in the form of any or combination
of the following:

1. Beat Patrol
a. Foot Patrol
b. Bicycle Patrol

2. Sector Patrol (Motorized Patrol)

a. Automobile Patrol
b. Motorcycle Patrol
c. Aircraft Patrol (Helicopter and Fixed Wing)

3. Specialized Patrol Methods

a. Horse (mounted) Patrol
b. Marine (water) Patrol
c. Canine (K-9) Assisted Patrol
d. Special Terrain Patrol

FOOT PATROL

Foot patrol is restricted to small areas and is used to deal with

special situations while maintaining radio contact with officers in patrol
cars. Foot patrol is used to secure 2 types of police geographical units:

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

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

Types of Foot Patrol

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

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

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

What are the basic techniques and procedures of Foot Patrol?

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

 If you patrol your beat along certain streets and make
regular stops at specific times and locations, criminals will
learn your habits and take steps to avoid you.
 Turn corners as often as possible to avoid being followed.
 Refrain from taking meal or coffee breaks at the same time
and place during your shift.
 Reverse the direction of your patrol route, often and at
random.
 Cut through lanes and alleys.
2. Walk systematically (with purpose) on the beat while on patrol.
 Pause often during your patrol and look around you.
 If you are not paying attention to your surroundings, you are
not patrolling but you’re strolling.
3. Do not smoke nor drink while on patrol during night or day shift.
4. Walk near the curb during daylight. This technique offers:
 a better view for observing street activity;
 less chance of obstruction by pedestrians on the sidewalk if
you are required to take quick action; and
 Higher police visibility, which is effective in crime prevention.
5. Walk near buildings during night patrol.
 Check the window glass of street level stores or offices
for cracks or broken glass.
 Avoid looking backwards, unless necessary. Use the
reflection in store windows to see your back.
 Move discreetly to avoid tipping off burglars or muggers.
 Pause frequently in shadows to observe without being
seen.
 Use convenient light to check doors in case of forcible
entry.
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 6. Do not immediately open the door when intending to get inside.
Observe and evaluate first the situation.
7. Check the interiors of buildings and rattle doorknobs to ensure
that premises are secure.
8. Watch for persons loitering or hiding in doorways, either ingress or
egress.
9. Use fire escapes to inspect building rooftops once in a while.
10. Be attentive or on alert for the sound of breaking glass or
any unusual noise that may be caused by criminal activity.

Advantages of Foot Patrol

1. Greater personal contact with the public leading to increased

community support for the police. Police becomes closer to the
community residents.
2. Greater opportunity to develop sources of information.
3. High police visibility. Regular police presence discourages
criminals and provides greater sense of security to storekeepers,
females, and elderly persons.
4. Places not accessible by motor vehicles are reached and patrolled.
Patrol officers can enter small alleys and side streets.
5. Easier detection of criminal activities. Foot patrol provides closer
observation of the environment and the circumstances that may
require immediate police attention.
6. Easy discovery and familiarization on the layout of the beat. In-
depth knowledge of the character and problems of the patrol area.

Disadvantages of Foot Patrol

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

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

AUTOMOBILE PATROL

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

1. Reflecting pressure-sensitive film covering rather than mere

paint
2. Vehicle-mounted TV – high-resolution video camera with wide-
angle lens
3. MDT – mobile data terminal – computer that allow officers in
patrol car to access files from Headquarters (HQ) and other Law
Enforcement agencies
4. HELP - high-intensity emergency lighting plan – heavy duty
light than can provide 2 million candle power of lighting

General Techniques and Procedures in Automobile Patrol

1. Thoroughly check the patrol car before leaving the garage.

2. Do not establish route patterns in patrolling the area of
jurisdiction. Recommended patrol patterns (can be applied in any
of the types of patrol):
a. Clockwise Pattern – usually done during the first hours of
patrolling.
b. Zigzag or Free-Wheeling Pattern - start at one corner of the
patrol area and work your way diagonally across it to the
opposite corner.
c. Criss-cross Pattern – more or less similar to zigzagging.
d. Straightway Pattern – the easiest to observe because as the
name implies, the patrol officer just follow the length of the
street.
e. Cloverleaf Pattern
f. Counter-clockwise – usually done before the tour of patrol
duty ends.

CLOVERLEAF – a highway intersection designed so as to route

traffic without interference, by means of a system of curving ramps from
one level to another, in the form of a 4-leaf clover. Hence, the cloverleaf
patrol pattern follows this pattern of movement in patrolling.

3. Do not develop the habit of using only the main roads in

your area. Most criminal activity occurs at the back streets, out of
sight from the main thoroughfares.
4. Do not spend too much time in drive-inns or coffee spots.
5. Always take note (jot down) the plate numbers of strange or
suspicious vehicles.
6. Get out from the patrol car regularly or frequently to be
visible and accessible to the public; and develop personal contacts
in the neighborhood.
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 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.
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.

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

Disadvantages of Automobile Patrol

1. Diminished personal contact with the public.

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

Advantages of One Man Automobile Patrol

1. Preventive enforcement is doubled by having twice as many

police cars on the street
2. An officer who is alone devotes his full attention to driving
and beat observation rather than conversing with his partner
3. Personality clashes are reduced and/or avoided
4. Promotes self-reliance and self-confidence.

Advantages of Two Man Automobile Patrol

1. Provides officers with greater safety by doubling the firepower

and physical protection
2. Mistake made by one officer may be noticed and immediately
corrected by his partner
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

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BICYCLE PATROL

Bicycle patrol is growing in popularity because of easy operation

and its acceptance by the public, particularly children who view them as
a non-threatening form of patrol. Bicycles are now used in many
countries as a simple and inexpensive means of silent transportation to
carry police officers throughout their patrol district. Often, bicycles are
used in parks and on beaches and have many of the same advantages
and disadvantages as motorcycles.

Advantages of Bicycle Patrol

1. Lower-cost (inexpensive) to operate as compared to motorcycle and

automobiles
2. Areas not accessible by patrol cars or are too wide for foot patrol
can be covered by bicycle
3. Increased mobility and stealth since bicycle can be operated
quietly and without attracting too much attention. In Seattle,
Washington, for, example, bicycle officers use bikes to whip
around corners and surprise drug dealers. This type of patrol
provides the maximum stealth and mobility to patrol officers.
4. Found to be highly effective in combating theft, vandalism in
residential areas, parks, shopping malls, etc. The Seattle City’s
20 bicycle officers have averaged five times the number of arrests
made by foot patrols in the downtown area.
5. Effectively used by plainclothesmen for surveillance in high
crime areas wherein officers wearing nondescript clothes could
blend with the apparels worn by the criminals

Like motorcycles, bicycles leave the patrol officer extremely

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

MOTORCYCLE PATROL

Most police departments have their motorcycles marked with the

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

Disadvantages of Motorcycle Patrol

1. relatively high cost to operate

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

Thus, in motorcycle patrol, proper protective clothing and helmets

are a must. A motorcycle also offers the patrol officer much less
protection than a squad car should a person in a vehicle being pursued
decides to start shooting. Nonetheless, the ability of motorcycles to
maneuver through traffic and their ability to access areas, which
squad cars cannot, make them valuable patrol vehicles.

A number of American police agencies continue to use two wheel

and three wheel motorcycles, especially for traffic control and special
occasions, such as parades and escort duty. In general, however, the use
of the two wheeled motorcycle patrol had decreased in recent years for
several important reasons. Departments that have used solo, or two
wheels, motorcycles, have found them to be:

a. costly to operate,
b. hazardous to the driver, and
c. inoperative during inclement weather when the
police should be most active in the enforcement of traffic
regulations or readily available for special escort duties.
d. Additionally, the solo motorcycle is tiring for the
driver and has no capacity to transport prisoners, other
personnel, or equipment.

However the three wheel motorcycle:

a. can be operated regardless of road conditions

b. is far less hazardous, less tiring to drive,
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.

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HORSE PATROL (Mounted Patrol)

Mounted patrol is decreasing in the US but is still used in some

large cities for crowd and traffic control. Mounted officers are usually
more acceptable than K-9s as crowd control instruments. Expense is
one of the main advantages of mounted patrol. The greatest advantage is
that an officer on horseback is much more effective at controlling a
disorderly crowd than one on foot or in any kind of vehicle (other than a
tank). Mounted officers can see up to three blocks away and cover more
territory than officers on patrol.

Horses are useful in patrolling jurisdiction that covers large park

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

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

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

1. assist in evidence searches at crime scenes

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

AIRCRAFT PATROL

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

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

Before 1929, the New York police department began using

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

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 During the latter part of 1959, the Public Safety Department of
Dade County in Florida used the aerial patrol concept. At present, it is
effectively utilizing fixed-wing aircraft and helicopters in regular patrols
to prevent crime and apprehend offenders or engage in surveillance
activities.

Advantages of Fixed-Wing Aircraft Patrol

1. Patrolling long stretches of highway or expenses of inaccessible

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

Disadvantages of Fixed-Wing Aircraft Patrol

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

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

Advantages of Helicopter Patrol

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

in small patch of flat land.
2. Increased visual range/scope.
3. More efficient for rescue, medical evacuation, surveillance, and
other high profile police activities.
4. Improved response time to emergency calls and other called-for
service.
5. Increased rate of apprehension of professional and organized crime
groups.
6. Improved efficiency of regular patrol units through airborne
reconnaissance.
7. Increased ability in conducting searches for missing or lost people
suspected offenders and escaping prisoners.
8. Provide a better system of flood lighting areas to be patrolled at
night.
9. Capable of broadcasting information to a large area through
airborne speakers.
10. Provide rapid emergency transportation of personnel.
11. Added security to patrol officers on foot, motorcycles or in
patrol cars through backup offered by aerial patrol.

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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.
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
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What are PWC?

A new trend in water patrol is the use of PWC or Personal

Watercraft. Among the earliest manufacturers of this type of vessel was
the Yamaha Motor Corporation (1990). The reason why PWC became
popular was that the company began a loan program wherein law
enforcement agencies can obtain free use of Yamaha PWC during the
boating season. These vehicles have very shallow draft, high
maneuverability and stability. They are also very easy to operate. The 2
models most frequently used were the: Wave Runner LX (for 2 people)
and the Wave Runner III (for 3 people). The front compartment allows
for storage of ticket book, high-powered binoculars and a portable breath
test. Many are equipped with public-address systems, sirens, and lights.

Main advantages of using PWC rather than ordinary patrol boats are:

1. Marine patrol officers can approach areas not accessible to

conventional patrol boats because of shallow, low bridges or other
impediments.
2. One or two officers are enough to operate while increasing
maneuverability and speed.

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

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

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

Police dogs are especially useful in high crime areas, in dangerous

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

A K-9 corps is essential for most medium size and large police
departments but careful planning and research must first be completed
to determine the specific numbers and need for police dogs. Dogs must
be housed, transported then trained. Their handlers must be carefully
selected and trained.

Uses of Dogs or K-9s in police operations

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

smelling out drugs and bombs.
2. Provide protection for 1-officer patrol. Officer/s assigned to a high-
crime area has little to fear with a well-trained canine at their side.
3. Great value in crowd control since:
a. properly trained dogs are virtually fearless; and
b. totally loyal to their handlers have a significant psychological
effect on would-be trouble makers
4. Extensively used in international airports to detect narcotics and
bombs because of their keen sense of smell. A dog is capable of
recognizing an odor 10 million times better than a human can.
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

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 9. Alaskan malamutes

Disadvantages of using K-9

1. Most police dogs work with only one handler.

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

WOLVES – It stands for Wireless Operational Link and Video

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

Bloodhounds – These tracking dog; a large powerful dog with drooping

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

PATROL: WORKING THE STREET

Preparation for Duty – The patrol officers’ job starts even before
they are in their respective area of responsibility (AOR) because they
need to prepare the following that are necessary in the performance of
their routines:

Equipment check

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

Information Check – Prior to actual patrolling, the police officers

should:

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  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:

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
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addresses crime at its very root before it is able to develop into a
felonious act.

What is participative law enforcement?

It is a system where the citizenry and the police work together to

reduce crime, prevent juvenile delinquency and criminal behavior,
maintain the peace and reduce local problems which are the mutual
responsibility of the police and the people.

What is the difference between prevention and repression of

criminal and delinquent behavior?

Prevention is the objective aimed towards ways and means to

reduce the desire of the human being to commit crime. Repression,
on the other hand is the act of preventing the actual commission of
crimes. Repression is leveled on the prevention of the very act itself
which constitutes crimes.

What is Police Omnipresence?

It is a crime repression activity of the police which is accomplished

by making their presence known in such a way that even if they are
longer present in a certain location, would be criminals would still have
the impression that they are still around and would therefore refrain
from committing an offense.

What is the meaning of the acronym COPS?

The acronym COPS refers to Community Oriented Policing

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

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

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

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

What is police block?

This is the NCOB (New Cops on the Block) Center of Command

and Control of its activities and the police base from which the citizen
may seek assistance whether in person by radio or telephone.

What is the so-called “House Visitation”?

It is a function of NCOBs where police officers on patrol visit every

house and work place to offer crime prevention advice and to organize
the neighborhood crime watch groups.

What is the so-called “Street Questioning” method?

It is a method whereby policemen on patrol may interview within

the bounds of law suspicious personalities at random in order to serve
as a deterrent to those intended to commit a crime.

What is the police social service of the PNP?

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

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

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”?

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

What is the purpose of police uniform?

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

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

Give the four kinds of inspections conducted by policemen on

patrol.

Policemen may conduct building inspection, crime prevention

follow-up, house inspection and miscellaneous inspection.

What is Patrol Hazard?

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

place that requires a patrol officer’s special attention.

What is the importance of Vehicle inspection for patrol?

The emergency nature of police work demands that the vehicle

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

What is the purpose of the District Orientation Tour in preparing

for patrol?

Its purpose is to familiarize and orient a policeman about the

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

What is police surveillance?

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 It is the process of keeping under observation a person; a place or
an object to obtain information material to the solution of a case. It is
also use to detect some forms of criminal behaviors.

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

During civil disturbances, the police: protects lives and properties

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

What are the objectives of the police at the scene of unlawful

assemblies?

The objectives of the police at the scene of unlawful assemblies like

riot (these are discussed in Chapter 4 – Crowd Control and Riot
Prevention): Containment; Dispersal; Prevention of reentry or entry;
Arrest of law violators; and Establish priorities.

State the essential steps that must be taken by the police during a
disaster response.

1. Assess the nature and extend of the disaster or calamity.

2. Communicate information in the fastest means available.
3. Administer urgently needed first aid and rescue activities.
4. Establish a command post.
5. Contain the area.
6. Maintain open emergency lanes/streets.
7. Evacuate survivors and people from danger area.
8. Provide public information services.
9. Establish coordination with other government agencies.
10. Provide access area for authorities.
11. Record the events.

What are the keys to effective law enforcement at labor strikes?

1. Exercise strict neutrally and maximum tolerance.

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?

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 The primary line units in the police include patrol, investigation,
traffic, vice and juvenile patrol.

What are the secondary or auxiliary units concerned with the

service tasks?

The secondary or auxiliary units in the police include the records,

property custodian, jails, crime laboratory services, transportation,
and communication.

What are the administrative or managerial units?

The administrative or managerial units in the police include

personnel, intelligence, planning, budgeting, and training in
community relations.

Why participation of patrol in vice control necessary?

Patrol participation in vice control is necessary in order to lessen

the force needed in the vice-division; to increase its efficiency; to conserve
time and energy of its members; and to focus its attention to the more
serious vice violations.

What are different types of calls response by the police patrol?

ROUTINE CALL – Under this category, the mobile car is required

to observe all traffic laws and rules and does not normally use its
flashing lights and siren while on its way to the scene. This includes
when the police responds to:
 Provide police car transportation.
 Obtain reports about offenses discovered after the
criminal has left and which does not involve injury.
 Obtain information the nature of which is not
given.
 Investigate apparently abandoned vehicles.
 Obtain damage reports.
 Provide additional traffic control and direction.

URGENT CALL – This is similar to the routine call, which also

requires the responding police car to observe all traffic rules and does
not use its flashing lights or siren. However, it proceeds directly to its
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destination and does not stop unless an incident of far more serious
nature occurs. This includes when the police responds to investigate:
 Trouble of unknown nature.
 Shoplifter complaint.
 Vehicular accidents in which there are no physical injuries.
 Prowler complaints.
 Lost children complaints.
 Report of mob activities.
 Reports of domestic or tenant-landlord or neighbor conflicts.

EMERGENCY CALL – In most cases, this category requires the use

of the flashing light and fluctuating siren although there are
exceptions which include the attempt to surprise criminals in the act. It
is permissible in this case for the responding police car to violate
traffic laws provided that extreme care is exercised while driving at
high speed. This includes when the police responds to:
 Investigate a crime in progress.
 Investigate a traffic accident in which people are injured.
 Rescue or assist another patroller in trouble.
 Aids an injured person.
 Pursue or apprehend suspected criminal/s.
 Assist in firefighting.
 Stop an ongoing fight in progress.

What are the two schools of thoughts regarding the best means of
approaching any scene where a crime is believed to be in progress?

First is to approach the scene with lights and siren flashing and
to pull on directly at the scene of the reported crime. The idea here is to
frighten the criminal in order to prevent him from completing his
criminal act.

Second is to approach the crime scene as inconspicuously as

possible in order to use the advantage of surprise in apprehending the
criminal or preventing his escape.

What are the factors to be considered by the patroller in choosing

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

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

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

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

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

What is the distinction between line and staff functions?

Line functions such as patrol and criminal investigation are those

that are directly responsible for accomplishing police goals and
objectives.

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

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

THE INTEGRATED PATROL SYSTEM (IPS) OF THE PNP

The Integrated Patrol System (IPS) of the Philippine National

Police is a concerted effort of the whole PNP organization with other
government agencies. The purpose is for the effective performance of the
general role of the PNP which is to deliver the basic public safety
services to the community.

What are the Three (3) Public Safety Bureaus?

In the Philippines, there are three separate line bureaus created

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

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 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
synonymous with carelessness, acts of indiscretion, and lack
of crime prevention or lack of consciousness on the part of the
victim. Illustrative examples are:
a. Leaving ones’ home or car unattended for a long time
b. Walking all alone in a well-known crime prone alley
c. Wearing expensive jewelries in slum area
d. Readily admitting a stranger to one’s residence and the like.

Further, once crime took place, it can be further explained by

using the interaction of these three (3) factors: Criminal Tendency,
Total Situation, and Resistance to temptation. Criminal tendency is
innate to every human being. Total situation speaks of the
environmental circumstances. Resistance to temptation could also be
innate to a person which could be attributed to his cultural and
educational upbringing.

What is a Freak Crime Accident?

There are situations when all the three elements of the crime are
present and merged at the same time and the same place; however the
victim is not the intended one due to error in persona (mistaken identity).
This is called a freak crime accident. Similarly, the public still need to
be protected against these kinds of crimes.

How Police Visibility is attained?

Police visibility can be done in three (3) ways: physical presence

by being visible as police and easy to locate police units; patrolling
scheme through mobile, integrated, and widespread, supportive, and
redundant coverage; and response which should be proper, adequate
and timely (ideal is 5 minutes response time).

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 Further, the Police Visibility Program of the PNP can be
accomplished thru the use of the Integrated Patrol System (PNP-IPS).
The PNP-IPS has the following features:
 Pre-emptive
 Widespread and Forward Deployment
 Force Mixture (complementary & supportive)
 Cross checking of Deployment
 Force Multiplier
 Supports the COPS

What are the Components of the IPS?

A. Fixed Components – These include the following: Police Station

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

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

implementation of the police mission – to serve end protect the
community. Further, it serves as the 3 Cs of the police force:
communication; coordinating; and center/command post. Being
the 3 Cs of the police force, the SD serves as:
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
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OTS (on the spot) assessment of the situation; and for OTS shifting of
patrol forces to deal with a situation

PCP – Led by a police commissioned officer with a rank of Chief

Inspector or Superintendent with a minimum of 30 personnel including
the PCP Commander divided in 3 shifts of 8-hours duty. More often, it
is headed by Senior Police Officers (SPOs) due to lack of commissioned
officers.

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

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

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

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

PBs for the NCR Police Offices:

 Identifiable by a 5-digit number; the 1st digit refers to the
numerical number assigned to the district.
 2nd refer to the number assigned to each of the
cities/municipalities/stations within the district.
 3rd digit refers to the number assigned to particular PCP.
 4th and 5th digits refer to the numbers assigned to a
particular beat.

PBs for Regional Offices:

 Identifiable by a 7-digit number
 First 2 digits refer to the number of the region
 3rd digit refer to the # assigned to a particular province
within the region
 4th digit refer to the PCPs
 5th and 6th referring to the beat

Mobile Patrol (MP) – The SOPs are similar to the earlier

discussions under the AUTOMOBILE TYPE of patrol. In cases where a
vehicle is stopped, the following 10 Rules in Stopping Vehicles should
be applied:
 During daytime, select the widest portion of the road
where to stop a motorist.

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  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.
 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)

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  Investigator/Detective – the principal character

Duties and Responsibilities of the DBT

 Assume primary responsibility or jurisdiction in conducting CSO

within their AOR unless otherwise directed by competent
authorities for special cases requiring intervention of specialized
PNP units.
 Investigator/Detective is responsible for case build-up, filing
criminal charges, arrest of offender, monitoring/tracking of cases
and court appearance.
 Perform all other duties and function to accomplish their
assigned tasks.

Operational Guidelines for the conduct of Patrol

The following are the guidelines normally observed by the PNP in

the conduct of patrolling not necessary under the IPS:

1. Pre-patrol (Pre-deployment phase)

a. Fall-in- information in ranks
b. Roll-call- accounting of patrol elements by the patrol
commander (PC)
c. Inspection of uniform, appearance & equipment by the PC
d. TI & E (Troop Information and Education) and dissemination
of instructions/orders by PC
e. Reading of assignment of PBs by Sarhento de Mesa or field
duty officer (FDO)
f. Issuance of equipment to POs (Patrol Officers) and PTs
(Patrol Teams)
g. Report to higher headquarters (HQ) by FDO

2. Deployment Phase:
a. Report to SD by the POs (Patrollers)
b. POs make patrol plan and follow patrol procedures
c. Adopt the buddy-buddy system
d. Make situation report on an hourly basis or upon reaching
the end of their line beat
e. Report and/or record in the PSR (patrol sheet report) all
unusual incidents.

2. Post-Patrol (Post-deployment Phase):

a. Regrouping and formation
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 b. Accounting
c. Inspection
d. Debriefing/submission of DPR (daily patrol report)
e. Recall of equipment issued
f. Dismissal by the PC

After which, the patrol commander collects the DPR and submits
it to the HQ for consolidation and reference.

C. Auxiliary Components - In the Philippines, the police are the

members of the PNP with two (2) statutory characteristics - National
in scope and Civilian in character

Who are the members of the Auxiliary Police (or Auxiliary

Components of the IPS?

a. Private Security Guards

b. Traffic Enforcers and Aides
c. Junior Police and Law Enforcement Services Cadets
d. Barangay Chairman and Tanods (Barangay Public Safety Officers
(BPSO))
e. Civilian Volunteer Organizations (CVOs) such as civilian volunteer
radio communications, and volunteer public utility vehicles (PUV)
drivers and Non-Government Organizations (NGOs.

POLICE COMMUNICATION SYSTEM

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:

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

Generally speaking, communication refers to the transfer of

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

What is the scope of Communication? Communication includes:

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

EVOLUTION OF COMMUNICATION

Communication between two people is an outgrowth of methods

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

Communication among animals

Humans are not the only creatures that communicate; many

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

Language

While other animals use limited range of sounds or signals to

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

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

culture. Anthropologists studying ancient cultures have several
theories about how human language began and developed. The
earliest language systems probably combined vocal sounds with hand
or body signals to express messages. Some words may be imitative of
natural sounds. Others may have come from expressions of emotion,
such as laughter or crying. Language, some theorists believe, is an
outgrowth of group activities, such as working together or dancing.

Over 6000 languages and major dialects are spoken in the

world today. As some languages grow, others disappear. Languages
that grow also evolve and change due to class, gender, profession, age
group, and other social forces. The Latin language is no longer
spoken but survives in written form. Hebrew is an ancient language
that became extinct, but has now been brought back to life and is
spoken today. Others such as the ancient languages of native peoples
in Central and South America, the Pacific Islands, and some of the
Native American peoples of North America, which had no written
form, have been lost as the speakers died.

Today anthropologists are trying to record and preserve ancient

languages that are still spoken in remote areas or by the last
remaining people in a culture.

Symbols and Alphabets

Most languages also have a written form. The oldest records of

written language are about 5000 years old. However, written
communication began much earlier in the form of drawings or marks
made to indicate meaningful information about the natural world.
The earliest artificially created visual images that have been
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.

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 Cuneiform was one of the first forms of writing and was
pictographic, with symbols representing objects. It developed as a
written language in Assyria (an ancient Asian country in present-day
Iraq) from 3000 to 1000 BC. Cuneiform eventually acquired
ideographic elements—that is, the symbol came to represent not only
the object but also ideas and qualities associated with it.

The oldest known examples of script-style writing date from

about 3000 BC. Papyrus sheets (a kind of early paper made from
reeds) from about 2700 to 2500 BC have been found in the Nile Delta
in Egypt bearing written hieroglyphs, another pictographic-
ideographic form of writing.

Chinese began as a pictographic-ideographic written language

perhaps as early as the 15th century BC. Today written Chinese
includes some phonetic elements (symbols indicating pronunciation)
as well. The Chinese writing system is called logographic because the
full symbols, or characters, each represent a word. Cuneiform and
Egyptian hieroglyph eventually incorporated phonetic elements.

In syllabic systems, such as Japanese and Korean, written

symbols stand for spoken syllable sounds. The alphabet, invented in
the Middle East, was carried by the Phoenicians (people from a
territory on the eastern coast of the Mediterranean, located largely in
modern Lebanon) to Greece, where vowel sounds were added to it.
Alphabet characters stand for phonetic sounds and can be combined
in an almost infinite variety of words. Many modern languages, such
as English, German, French, and Russian, are alphabetic languages.

The DYAD

The most basic form of interpersonal communication is a

dyad (an encounter or conversation between two people). Some
dyads exist over a long period of time, as in a marriage or
partnership. Communicating well in a dyad requires good
conversational skills.

Communicators must know how to:

1. start and end the conversation

2. make themselves understood
3. respond to the partner's statements
4. be sensitive to their partner's concerns
5. take turns, and how to listen
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Group Communication

Communication may also occur in small groups, such as

families, clubs, religious groups, friendship groups, or work groups.
Most small-group interaction involves fewer than ten people, and the
communicators need the same communication skills as in a dyadic
conversation. However, additional factors called group dynamics
come into play in a small group. A group may try to work toward a
consensus, a general sense of understanding or agreement with
others in the group. Groupthink may occur, in which a group reaches
consensus so quickly that its members mistakenly ignore other good
ideas. Small-group members may experience disagreement or even
conflict. Some members may be more persuasive than others and
form sides, or cliques, within the group.

Public Speaking

Interpersonal communication occurs with larger groups as well,

such as when a speaker gives a talk to a large crowd (a political
candidate giving a speech at a campaign rally, or a teacher lecturing
to a large class). However, the audience can respond in only limited
ways (such as with applause, nodding, whistles, boos, or silence). The
speaker usually wants to be persuasive or informative, so the words
chosen and the style of delivery or performance are very important. A
speaker who wants to reach an even larger audience than the people
who can physically hear the speech in one place must use
communication technology or media to get the message across
distance and even time.

ANCIENT METHODS OF COMMUNICATION

From the earliest times, people have needed to communicate

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

Semaphore systems (visual codes) of flags or flashing lights

were employed to send messages over relatively short but difficult-to-

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

Some ancient societies, such as the Roman or Byzantine

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

 transportation; and
 the ability to record information.

Recorded messages had to be carried easily. Therefore,

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

EVOLUTION OF MODERN COMMUNICATION SYSTEMS

Paper and Printing

The first lightweight medium was papyrus, an early form of

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

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

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

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

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

An early version of movable type of printing was first developed

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

As more books became available, more people learned to read.

Books were printed in the local, or vernacular, languages as well as
classical Greek and Latin. With literacy came exposure to new ideas.
Some historians believe that the 16th-century Protestant Reformation
(a revolution in the Christian church that divided it into factions)
might not have occurred if European thought had not been prepared
by ideas introduced and circulated in printed books. Printers
published other things besides books, including newspapers,
pamphlets, and broadsides (sheets of paper printed on one or both
sides). These cheaper works helped spread news throughout Europe
and, in the 17th and 18th centuries, throughout the British colonies
in America.

During the Industrial Revolution of the late 18th and early 19th
centuries, printing technologies evolved rapidly. The steam-powered
press was invented in Germany in the 19th century, and the rotary
press, which prints images onto a continuous sheet of paper from a
rotating drum, was introduced in the United States in 1846. The
Linotype typesetting machine was patented by the German-born
American inventor Ottmar Mergenthaler in 1884. It permitted
typesetters to set text by typing on a keyboard rather than hand-
setting each letter individually. Together, the Linotype machine 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
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today to set type and compose pages on the screen just as they will
look in the final print, in either black and white or color. Page layouts
can also be transmitted digitally (numerically coded into electronic
pulses) via fax machines, computer modems, telephone networks,
and satellite systems to other locations for editing, redesign, or
printing.

The spread of computer-based word processing and graphic

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

Early advocates of business computers predicted the paperless

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

Postal Services

Different societies have devised systems for transporting

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

In the United States, the postal service was established by the

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

Over time, the U.S. Post Office took advantage of new

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

The Telegraphy

The first truly electronic medium was the telegraph, which sent
and received electrical signals over long-distance wires. The first
practical commercial systems were developed by:

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

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

Morse demonstrated the first telegraph system in New York in

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

Telegraph systems were immediately useful for businesses that

needed to transmit messages quickly over long distances, such as
newspapers and railroads. A telegraph room installed in the United
States Capitol in 1844 was the center of a sensation when news of
the nomination of James K. Polk as the Democratic presidential
candidate was conveyed by telegraph between the convention in
Baltimore, Maryland, and the Capitol Building in Washington, D.C. In
cities, thousands of telegraph lines suspended on poles webbed the
streets by the latter half of the 1800s. Telegraph cable was first laid
under the Atlantic Ocean in 1858, and regular transatlantic telegraph
service began in 1866.

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)
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markets were established. In addition, standard time zones across
the United States were established so that railroads could set regular
and consistent schedules as trains moved across the country,
enabling the railroads to check on schedules, passengers, and freight
via telegraph.

Telegraph technology became more sophisticated, especially

after its competitor, the telephone, was introduced in the 1890s.
Telegraph systems evolved into telex systems, in which machines
eliminated the need for coding and decoding the messages. Users
could type in a message, and the identical message would appear at
the recipient's end, carried over telegraph and telephone lines (and
eventually satellite systems) to telex machines anywhere in the world.
In remote areas where long-distance telephone service was
unavailable or impractical, telex machines were widely used (much
like an early version of electronic mail). Telegraph and telephone lines
were also used to transmit pictures via an early version of facsimile
called telefacsimile or Wirephoto service. Newspapers used Wirephoto
to transmit photographs as early as the 1930s.

The Telephone

In 1876, Scottish-born American inventor Alexander Graham

Bell was the first to patent and produce a telephone. His patent was
titled Improvement in Telegraphy, and contained the design of a
device that would transmit the human voice over wires instead of
electrical clicks or other signals, like the telegraph. Originally, Bell
thought that the telephone would be used to transmit musical
concerts, lectures, or sermons. The American inventor Elisha Gray
filed an intention to patent at the same time, but after many court
battles, Bell was given the rights to the invention.

Bell and his financial backers established the Bell Telephone

Company. In an extraordinary business move, Bell decided to lease
telephones rather than sell them. His next step would be to build the
connecting networks and sell services on those networks to
customers. Bell began by leasing pairs of telephones that would
connect two locations, such as a businessman's home and office, or
between two partners' offices. However, the real appeal of telephone
service emerged with the opening of the first telephone exchange—a
switchboard connecting any member of a group of subscribers to any
other member—in 1878.

After Bell's patents expired in 1893 and 1894, other companies

began manufacturing telephones, wiring new networks, and installing
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exchanges. The new exchanges connected people in rural
communities and residential households. Some were rural
cooperatives owned and operated by the customers. The American
Telephone and Telegraph Company (AT&T), which bought the Bell
Telephone Company in 1900, developed switching systems to connect
calls between exchanges, and eventually began experimenting with
long-distance connections.

Between the 1880s and the 1980s the telephone system in the
United States had an enormous effect on the quality of life and work.
In rural communities, telephone service meant an end to the isolation
and loneliness experienced by many farm and ranch families.
Families whose members moved away to school or new jobs could
stay in contact with each other over the phone. For ill or disabled
people, the telephone became an indispensable link to the outside
world. Telephone service also enabled immediate contact with
emergency services, such as the police, fire department, or emergency
medical services. By the 1960s the telephone was considered so
essential that telephone companies provided basic services at
reduced rates to elderly and disabled people.

The telephone network has also provided the electronic network

for new computer-based systems like the Internet, Facsimile
transmissions, World Wide Web. The relationship today between
computers and the telephone system is inseparable.

The Radio

The telegraph and telephone were systems for distance

communication that sent electrical signals through wires. The earliest
system for sending electrical signals through the air via
electromagnetic waves was called wireless, and later radio. Radio
technology was based on the discoveries of James Clerk Maxwell.

The Italian electrical engineer Guglielmo Marconi was the first

person to invent a true wireless radio. In 1895, he built a system
that could send and receive a signal at a distance of close to 3 km.
(close to 2 miles). He moved to England, and by 1899 the British
Marconi Company had sent signals across the English Channel. In
1901, Marconi received the Morse code signal for the letter S sent
across the Atlantic Ocean to Canada.

Marconi's radio system used a spark-gap technology that could

transmit only simple on-off signals—so radio signaling used an on-off
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system like Morse code. This type of radio technology is called
radiotelegraphy. Wireless was especially valuable for ships in
distress, so that other ships could be dispatched to save their
passengers and crews in times of emergency.

In 1901, the Canadian-born American physicist Reginald

Fessenden patented an alternator that would use continuous waves
instead of on-off spark-gap signals. This system could also send
signals much farther and with much less background noise, so it
could carry the sound of the human voice. This new approach to
radio was called radiotelephony. On Christmas Eve and New Year's
Eve in 1906, Fessenden produced the first radio broadcasts from
Brant Rock, Massachusetts, which were picked up as far away as
New York and by ships in the Atlantic.

Radio technology improved rapidly throughout the 20th

century. The first breakthrough was the invention of the cat's-
whisker receiver, or crystal set, which used a silicon crystal and a
small metal wire to detect radio waves clearly. Later improvements
were made in the valves, or tubes, such as De Forest's Audion, which
amplified the signal once it was received. Radio transmissions
initially used amplitude modulation (AM) to superimpose audio
signals onto radio waves. The invention of frequency modulation (FM)
radio provided much more sensitive and clear radio transmission and
reception. Tuners became more sensitive, and more broadcast 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)

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

In 1923, Zworykin first demonstrated an electronic television

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

Since the 1950s many improvements have been made in

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

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

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

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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 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.

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Computer networks can carry any digital signals, including video
images, sounds, graphics, animations, and text.

Since the 1970s, personal computers have transformed

business, education, and entertainment. The typical home or
business computer today has many times the computing power of a
single early mainframe. People can use computers to design graphics
and full-motion video, compose music, send electronic mail, make
airline or hotel reservations, or search the Library of Congress over
the World Wide Web. They can play games and even visit electronic
rooms or parties to talk to other people. These activities are made
possible by multimedia computer programs that employ still and
motion pictures, sounds, graphics, and text together.

Computers are used in all aspects of business and education.

Self-instructional computer programs help people learn new
information or skills through computer-aided instruction. Some
programs are simulations, which imitate tasks that require the
learner to perform in certain ways, and give the learner feedback
about that performance. For example, airline pilots sharpen their
flying skills in computer-generated flight simulators, which exactly
duplicate the experience of flying in different types of aircraft.

Mobile Phone

This is a very recent mode of communication which is already

utilized by private and commercial entities. The Police and the
military are also using this as one of the major alternatives of
communication.

Mobile (cellular) phones have become invaluable for people who

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

Text Messaging also known as Short Message System (SMS). It

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

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 The huge popularity of text messaging is remarkable considering
that the service was developed by mobile operators in the early 1990s as
something of an afterthought and was never expected to take off.

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

Many police officers are using this communication technology as

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

POLICE COMMUNICATION CONCEPTS

If patrol is the backbone of police organization, POLICE

COMMUNICATIONS are the backbone of police tactics. Without
proper communications, the modern police department would be lost.

Historical Development of Police Communications

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

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

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

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

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 In the history of Anglo-American police patrol, we find the horn
replaced by the hand-bell and rattle, and then finally by the metal
whistle.

When police vehicles were first used, there was no radio

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

When radios were first installed in police vehicles, they were just
usually receivers and did not have transmitters for answering calls. The
radio operators would broadcast the calls and hoped that it was received.

The police have always been keenly aware of the importance of

communications and because of this they, along with the military, have
been leaders in the development and adoption of new methods of
communications. In the early days of electronic communication the
departments themselves had to develop their own communications
equipment because there was little or no commercial equipment available
to suit the police needs. Today the situation is different. Because of
military and space development programs, the police are able to readily
adapt existing commercial equipment to their needs. This has the great
advantage of eliminating the many years of costly and time consuming
experiments and failures that the early police departments had to suffer
in their development of police communications.

Significant dates and events in the development of Police

Communications

1. 1877- The Albany New York Police Department installed five

telephones in the mayor’s office connected to precinct stations.
2. 1880 – The Chicago Police Department installed the first “Police
Call Box” on City Street. Only officers and “reputable citizens” were
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 given keys to the booth. Before this time a signal box was used
that would signal the emergency without voice communications.
Detroit made such installations in 1884 and Indianapolis in 1895.
3. 1883 – The Detroit, Michigan Police Department installed one
police telephone. This was significant when one considers the fact
that there were only seven telephones in the whole city at that
time. In 1889, the department established a new division to handle
communications. It was called the Police Signal Bureau.

A code wheel was installed in the box so that when the beat man
called in for his time check, it would register at headquarters with the
proper signal for that call box. This insured that the beat officer was in
fact at the location from which he claimed to be calling.

4. 1916 – The New York Harbor Police installed spark transmitters so

they could communicate with their police boats while they were
patrolling the harbor.
5. 1923 – The Pennsylvania State Police installed point-to-point
radiotelegraph between their headquarters and various posts
throughout the state.
6. 1928 – On April 7, 1928, the world’s first workable police radio
system went on the air. The Detroit Police Department went on the
air as station W8FS. The transmitter was installed on Belle Isle in
the Detroit River, and the receiver was installed in cruiser No. 5.

By 1927 the prohibition era had sent he development of big time

crime and gangsters were making wide use of automobiles as “get-away
cars”. The police were under great pressure to control the situation, but
always arrived at the scene too late. Commissioner Rutledge then
persuaded 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.
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8. 1930 – The Michigan State Police became the first state police
organization to go on the air in October of 1930. It proved very
effective in apprehending bank robbers and other gangsters.

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

the Indianapolis Police Department in September 1931.

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

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

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

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

12. 1935 – Because the police departments did not understand

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

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

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

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

FM over AM for mobile police communications, and hired Dan
Noble to develop two-way FM for Motorola Police Radio Sales. One
of Nobles first developments was the remarkable Differential
Squelch Circuit, which demonstrated greatly increased range in
fringe areas.

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 15. 1945 – The Federal communications Commission allocated
frequencies for FM, and it became the established system for police
radio communications.

Today most departments have three-way radios where the patrol

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

Recent developments by the military, in the area of field

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

PLANNING A POLICE COMMUNICATION SYSTEM

Planning a Police Communication System (PCS) is not that

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

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

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

STEPS in Planning a Police Communication System

1. Determine the Basic Need - Is there a need for -

 portable two-way radio
 radio tranceivers in mobile patrol cars
 radios tranceivers for police officers on foot patrol
 telephone system
 manual telephone exchange
 semi-automatic telephone exchange
 National Direct Dial (NDD)
 International Direct Dial (IDD)
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 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

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?
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3. Draft the PCS and Propose the Plan - The Technical Team
prepares an output (summary report) of their survey and submits
this to the local government. The report is actually a project
proposal or feasibility study which includes the recommendations
of the technical team such as training of operators, maintenance
program, appointment of a Communication Officer

4. Choice and Acceptance - The report of the Surveying Team

(Technical Team) is then transformed into a feasibility study. The
feasibility study is submitted to the Reviewing Team, which is
composed of the Local Chief Executive (LCE), the COP and other
concerned authorities in the locality, for evaluation and decision
making. After evaluation, the reviewing team must accept the
proposal or choose an alternative from the options recommended
by the surveying team.

5. Implement Action and Checklist - If the proposal or a

corresponding alternative has been chosen and accepted by the
reviewing team, the technical team must then set priorities and
prepare a checklist of tasks to be performed.

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

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

7. Procurement of Equipment - In the procurement of equipment

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

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

Training of Technicians and Users of the system to be installed
may be done thru formal schooling or thru on-the-job (OJT).
Technicians and Dispatchers should be trained with the standard
radio, telephone and other communication procedures. They must
also be updated with the laws, rules and regulations for public
communication.
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 9. Coordinating Center and Service Shop - An office for the action
official and communication engineers who will supervise the
installation of the communication system must be established.
This is important in order to have a formal setting of decision
making while the system is about to be installed or is already in
the actual process of installation.

10. Checking, Alignment and Installation of Equipment

RADIO COMMUNICATIONS SYSTEMS FOR THE POLICE

Radio is the system of communication employing electromagnetic

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

Note: The shortest waves have the highest frequency, or number of

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

A. RADIO WAVES

Radio waves range from a few kilohertz to several gigahertz. Waves

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

Radio Designation Abbr. Wavelength

Frequency
3-30 kHz Very low frequency VLF 100,000-
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 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

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

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

performed either at low level or high level. In the former case the audio-
frequency signal from the microphone, with little or no amplification, is
used to modulate the output of the oscillator, and the modulated carrier
frequency is then amplified before it is passed to the antenna. In the
latter case, the radio-frequency oscillations and the audio-frequency
signal are independently amplified, and modulation takes place
immediately before the oscillations are passed to the antenna. The signal
may be impressed on the carrier either by frequency modulation (FM) or
amplitude modulation (AM).

Radio Antennas

The antenna of a transmitter need not be close to the transmitter

itself. Commercial broadcasting at medium frequencies generally
requires a very large antenna, which is best located at an isolated point
far from cities, whereas the broadcasting studio is usually in the heart of
the city. FM, television, and other very-high-frequency broadcasts must
have very high antennas if appreciably long range is to be achieved, and
it may not be convenient to locate such a high antenna near the
broadcasting studio. In all such cases, the signals may be transmitted by
wires. Ordinary telephone lines are satisfactory for most commercial
radio broadcasts; if high fidelity or very high frequencies are required,
coaxial cables are used.

C. RADIO RECEIVER - The essential components of a radio receiver are:

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

145
D. THE CONVENTIONAL COMMUNICATIONS AND COMMAND
CENTER

Most police communication centers operate in a two-stage manual

process. The following is the SOP when a call is made to the police
department:
1. The officer at a complaint desk position, first determines the
need for police action, and then records the details on a card.
2. The card is then routed to dispatch console where the operator
has control of one or more radio channels. In the smaller
organizations, this usually accomplished by handing the card
from one person to another. In larger departments it is
customary to use a conveyer belt system between the two
positions.
3. The operator at the dispatch console then establishes radio
contact with the patrol unit and relays the details of the
complaint.
4. The dispatcher also has the duty of maintaining a record of the
status of the police vehicles under his control. If information is
needed from the records division or from some computer
source, the operator must then phone for this information.

E. THE POLICE RADIO DISPATCHER

The radio dispatcher is the personnel in a police communication

center or coordinating center tasked to receive and transmit radio
messages. Before a policeman or civilian can become a radio dispatcher,
he must be trained formally or through an OJT. The dispatcher is also
called radio coordinator and radio operator.

Benefits of employing a trained radio dispatcher:

1. Easy of understanding radio messages
2. Elimination of errors
3. Minimum communication time
4. Development of professional attitude in sending and receiving
messages
5. Inter-service cooperation
6. Conservation of equipment

Basic Qualifications of a Radio Dispatcher or Operator

1. Ability to speak clearly and distinctly at all times

146
 2. Ability to reduce rambling and disconnected material into concise
and accurate messages
3. Ability to think and act promptly in emergencies
4. Ability to analyze the situation accurately and to take an effective
course of action
5. Thorough understanding of the capacities of the communication
system
6. Adequate understanding of the technical operation of his own
system to allow intelligent reporting of equipment failures
7. Physical and mental ability to work effectively under all conditions
encountered
8. Knowledge of the rules and regulations applying to dispatcher’s
responsibilities

Voice Qualities of Effective Radio Dispatcher – The three

characteristics of a person’s voice are:

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

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

F. POLICE RADIO (AND TELEPHONE) LANGUAGE

Even though your primary duties are those of an investigator,

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

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

police unit and intended for reception by another police unit.
2. ANSWER or FEEDBACK: A transmission made by a station called
in response to the call received.
3. CALL SIGN: A call sign is a word, or a combination of
words, intended for transmission by voice means, and it
identifies the command, unit, or authority of the radio station.

147
 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

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
148
 E ECHO ECK oh
F FOXTROT FOKS trot
G GOLF GOLF
H HOTEL hoh TELL
I INDIA IN dee ah
J JULIET JEW lee et
K KILO KEY loh
L LIMA LEE mah
M MIKE MIKE
N NOVEMBER no VEM ber
O OSCAR OSS cah
P PAPA pah PAH
Q QUEBEC keh BECK
R ROMEO ROW me oh
S SIERRA see AIR rah
T TANGO TANG go
U UNIFORM YOU nee form
V VICTOR VIK tah
W WHISKEY WISS key
X XRAY ECKS ray
Y YANKEE YANG key
Z ZULU ZOO loo

DEPARTMENT OF TRANSPORTATION AND COMMUNICATION-

NATIONAL TELECOMMUNICATION COMMISSION (DOTC-NTC)

TEN CODES
(Some are given the corresponding Q Codes)

149
10-0 10-28 Plate no. of 10-51 Wrecker
Caution/Safe vehicle needed
tracking 10-29 Verify/ 10-52 Ambulance
Observe/Check needed
10-1 Hard copy
record 10-53 Heavy
10-2 Clear copy
10-30 Water traffic/Road block
10-3 Slow down
supply/H2o 10-54 Investigation/
10-4 Roger/
10-31 Approval/ Tor needed
Positive/QSL
Result 10-55 Electric power
10-5 Relay message
10-32 Armed/Man 10-56 Intoxicated
10-6 Busy/QRL
with gun person/ Alcoholic
10-7 Stop
10-33 Emergency/ behavior
transmitting/QRT
Urgent 10-57 Hit and run
10-8 Monitor/QRX
10-34 Crime in 10-58 To direct road
10-9 Repeat/One
progress/Riot traffic
more time
10-35 Red alert 10-59 Convoy/
10-10 Over and out
10-36 Correct Companion
10-11 Inquire
time/QRT 10-60 Hospital
10-12 Stand by
10-37 Eat 10-61 Doctors/
10-13 Road &
food./Reload/Fill Medical team
weather condition
fuel 10-62 Medicines
10-14 To pick up
10-38 Local 10-63 Assignment
10-15 Answer/Reply
police/Military completed
10-16 Problem
10-39 Hurry up/Use 10-64 Message
10-17 Request/
light-siren 10-65 Assignment/
Please/Kindly
10-40 Roving/Silent tasks
10-18 Record/Log
monitoring/QRU 10-66 Necessary/
10-19 Come
10-41 Operatives/ Needed
back/Go back
Members 10-67 Male/YM
10-20 Location/QTH
10-42 Disengage/ 10-68 Deliver/
10-21 Call by
Cancel Dispatch
telephone
10-43 Information 10-69 Received
10-22 Disregard/
10-44 Regards message
Cancel
10-45 Vehicle/ 10-70 Fire alarm
10-23 Arrived at
Mobile 10-71 Nature of fire
scene
10-46 Assist 10-72 Demo/Rally
10-24 Follow-up/
motorist 10-73 Fire trucks
Make a report
10-47 Crew needed 10-74 Negative
10-25 Meeting/
10-48 Excavation/ 10-75 Permission
Eyeball
Road repairs 10-76 Proceed to
10-26 Subject/
10-49 Traffic 10-77 Time of
Victim/Casualty
situation arrival
10-27 Change
10-50 State 10-78 Assistance
frequency/Drivers
complete details needed
license
10-79 Dead person
150
10-80 Kidnapping 10-108 Radio 10-131 Exten
case license sion
10-81 Carnapping 10-109 Unifor 10-132 Driver
case m/Attire 10-133 Wife/
10-82 Reservation 10-110 Equipm XYL
prepare ent 10-134 Nation
10-83 Vehicle found 10-111 Radio al officer
10-84 Estimated (portable) 10-135 Region
time of departure 10-112 Base al officer/ Group
10-85 Will be late Radio 10-136 NTC
10-86 Missing 10-113 Booster 10-137 NBI
person 10-114 Power Clearance
10-87 Female/YL supply 10-138 Police
10-88 Limaline No. 10-115 Battery clearance
10-89 Person found pack 10-139 Necess
10-90 Robbery/ 10-116 Repeate ary papers
Theft r/Phone patch 10-140 I.D.
10-91 Unnecessary 10-117 Comput 10-141 Organi
use of radio er zation base
10-92 Anti-narcotics 10-118 Rotato 10-142 Thank
case r you/TNX
10-93 Address 10-119 Coax 10-143 I Love
10-94 Drug racing cable You/QLY
10-95 Operation 10-120 Gun 10-144 Welco
10-96 Visitor/ shot/Stab wound me
Jammer/QRM 10-121 Heart
10-97 Radio attack
check/QSA 10-122 CVA
10-98 Call (stroke)
sign/QRA 10-123 Fractu
10-99 Home/House re
10-100 Office 10-124 OB
10-101 Stateme Emergency
nt of account 10-125 Hypert
10-102 Treasur ension
er/Collection 10-126 IN
10-103 Money patient
10-104 Change 10-127 OUT
frequency/QSY Patient
10-105 Reactiv 10-128 Operat
ated/Mechanic or
10-106 Modula 10-129 Son/D
tion aughter
10-107 Antenn 10-130 Secret
a ary
151
H. WALKIE-TALKIES

The slang term for the two-way radio systems developed by

Motorola in the 1930s designed for home and police radios. Today, it is
known as two-way hand held radio (HHR) or radio transceiver.

Features and advantages of walkie-talkies:

1. Portable and easy to operate;
2. The foot patrolman can both send and receive messages quite
easily; and
3. Enables patrol officers to call for immediate assistance.

I. TECHNIQUES IN RADIO COMMUNICATION

Though radio communication is not complex, there are still

problems that usually encountered by police operatives. One problem is
the massive use of the airwave by both police and civilian
communication groups. To reduce or eliminate these problems,
basically, police operatives should be familiar with proper use of the
equipment, and to adhere to the basic rules of radio procedure.

THE ABC’S OF RADIO TRANSMISSION

A. Accuracy – It is the correctness and truthfulness of what is

being communicated. Inaccuracy oftentimes causes
miscommunication. The major cause of inaccuracy is haste and
impatience. The old saying that “haste makes waste” certainly
applies to police communications.

B. Brevity – This means using few words. Due to the expanding

volume of radio traffic, it is essential that there be no unnecessary
or repetitious words in the transmission.

C. Courtesy – Courtesy refers to politeness of the words being

used in communication. As the old adage points out, “Courtesy
begets courtesy.” “Anger begets anger.” The practice of courtesy is
actually a practice of good human relations. In radio
communication, courtesy can be shown:
 by saying thank you (but this may take very valuable air
time);
 in the tone of voice;
  by avoiding humorous comments over the air when
somebody “goofs up” or commits error in transmitting or
understanding the message; and
 by avoiding “jamming up” when police officers are on the air.

Clarity, the Second “C”

“C” in radio communications also stands for “Clarity” which is

often mentioned in report writing and note taking but it is also an
essential in police communications.

Clarity can be best obtained through two main areas:

1. Semantics - What is semantics? Webster lists it as:

“significant meaning, the science of meanings as contrasted with
phonetics, the science of sound.” Proper semantics would be the
transference of thoughts or ideas between people through
communication without a loss or perversion of the original
meaning or intent.

Two ways to improve semantics - Learn through experience

what the most common errors are. If an officer tries to communicate with
someone and finds that he is misunderstood or has trouble getting the
idea over to him, he can give the problem some thought with the intent of
finding a better way of expressing it next time. He can talk to others and
find out how they would express this thought, or just listen to others
when they try to communicate in the same or similar situations.
Think before Talking. An officer should always put his mind in
gear before releasing the clutch on his tongue. Too many officers grab for
the mike, press the transmitter button then think of what they want to
say. This is quite easy to do when the situation involves an urgent
matter. The important thing to remember is that the message be received
and UNDERSTOOD, or the time made precious by the emergency would
be wasted.

2. Phonetics - Phonetics is the “science of sounds” -

the understanding of a communication through the proper sounding
of words. There are three main areas of phonetics that hinder
good police communications.

Radio interference and distortion - This can be corrected to

some extent by the proper adjusting of the “Squelch” control. Changing
position and having the message relayed by other units can also help.
 Poor Pronunciation - An officer should not transmit over the air if
he has gum in his mouth or is eating his lunch. If it is an emergency, he
should spit them out for the sake of clarity. He should face the mike at
all times, and talk about two inches from the mike. If he is speeding with
the siren going, he may cut out the noise by placing the mike on the side
of his throat and then transmitting his message.

Similar sounding words and letters - There are many words in

the English language that have similar sound. There are also many
letters that sound the same.
 POLICE INTELLIGENCE AND SECRET SERVICE

INTELLIGENCE DEFINED

According to Government - Commission Task Force - It means

the collection, processing, collation, interpretation, evaluation and
dissemination of information, with references to national security. In
certain context, it may also mean the network or the system for the
collection, collation, interpretation, evaluation, processing, and
dissemination of information. “The term as used here doesn’t include any
police powers or authorities, any investigative function other than those
involve in the collection of information nor any function involved in the
enforcement of laws, orders, or regulation.

According to Military Terminologies - Intelligence is the end

product resulting from the collection, evaluation, analysis, integration
and interpretation of all available information which my have immediate
or potential significance to the development and execution of plans,
policies and programs of the users.

According to Police Parlance - The end product resulting from

the collection, evaluation, analysis, integration and interpretation of al
available information regarding the activities of criminal and other
law violators for the purpose of affecting criminals and other law
violators for the purpose of affecting their arrest, obtaining evidence, and
forestalling plan to commit crime.

Functions of Intelligence in General

Today all counties have their intelligence services. They maybe

different in their organization, efficiency and method but they all have
the basic functions such as:

 the collection or procurement of information

 the evaluation of the information which then become intelligence
 the dissemination of intelligence to those who need it.
 counter intelligence or negative intelligence, which is dedicated to
the concealment and protection of one’s own information from the
adversary intelligence operation. It is a defensive function of
intelligence.
CRITERIA, DOCTRINES, AND PRINCIPLES OF INTELLIGENCE

Criteria

a. Universality of application - it should apply to as many phases and

aspects of intelligence as possible. It should guide not only the
production of intelligence but also the concomitant activities
essential to the process as well as the organization and the
thought and actions of the individual composing it.
b. It must be broad - it should form the basis for a formulation of
corollary and subsidiary guides.
c. It must be important, indeed essential, to intelligence- if a guide is
truly important and essential, then its violations should bring its
own immediate penalties.

Doctrines

a. There exists an essential unity between knowledge and

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

Principles

1. Objectivity - in intelligence, only the well guided succeed. It is a

basic intelligence concept that there must be unity between
knowledge and action. It follows therefore that intelligence should
interact and condition the decision. Intelligence must be adapted
to the needs of the decision; it is both giver and taker. Action or
decision is planned by knowledge and guided by it at every step.
2. Interdependence - Intelligence is artificially subdivided into
component elements to insure complete coverage, eliminate
duplication and to reduce the overall task or manageable sizes.
Nevertheless, each subdivision remains as essential part of unity;
contributes proportionately to the end result; possesses a precise
 interrelationship; and interacts with each other so as to achieve a
balanced and harmonious whole.
3. Continuity - Intelligence must be continuous. It is necessary that
coverage be continuous so that the shape of what happens today
could be studied in the light of what happened before, which in
turn would enable us to predict the shape of things to come.
4. Communication - Intelligence adequate to their needs must be
communicated to all the decision makers in manner that they will
understand and form that will permit its most effective use.
5. Usefulness - Intelligence is useless if it remains in the minds, or in
the files of its collectors or its producers. The story must be told
and it must be told well. The story must be convincing and to be
convincing it must not only be plausible or factual but its
significance must be shown.
6. Selection - Intelligence should be essential and pertinent to the
purpose at hand. Intelligence involves the plowing through a maze
of information, considering innumerable number of means or of
picking the most promising of a multitude of leads. The
requirement of decision-making covers very nearly the entire span
of human knowledge. Unless there is selection of only the most
essential and the pertinent, intelligence will go off in all directions
in one monumental waste of effort.
7. Timeliness - Intelligence must be communicated to the decision
maker at the appropriate time to permit its most effective use. This
is one of the most important and most obvious, for Intelligence
that is too soon or too late are equally useless. Timeliness is one
principle that complements all the others.
8. Security - Security is achieved by the measures which intelligence
takes to protect and preserve the integrity of its activities. If
intelligence has no security, it might be as well being run like a
newspaper to which it is similar.

General Activities in Police Intelligence

1. Strategic Intelligence – it is an intelligence activity which is

primarily long range in nature with little practical immediate
operation value.
2. Line Intelligence – it is an intelligence activity that has the
immediate nature and value necessary for more effective police
planning and operation.
 3. National Intelligence - it is the integrated product of intelligence
developed by all the governmental branches, departments
concerning the broad aspect of national security and policy. It is
concerned to more than one department or agency and it is not
produced by single entity. It is used to coordinate all the activities
of the government in developing and executing integrated and
national policies and plans.
4. Counter-Intelligence – phase of intelligence covering the activity
devoted in destroying the effectiveness of hostile foreign activities
and to the protection of info against espionage, subversion and
sabotage.
5. Undercover Work – is an investigative process in which disguises
and pretext cover and deception are used to gain the confidence of
criminal suspects for the purpose of determining the nature and
extent of any criminal activities that maybe contemplating or
perpetuating.

Functional Classification of Police Intelligence

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

prevention of crimes and the investigation, arrest, and prosecution
of criminal offenders.
2. Internal Security Intelligence – refers to the knowledge essential
to the maintenance of peace and order.
3. Public Safety Intelligence – refers to the knowledge essential to
ensure the protection of lives and properties.

Forms of Intelligence

1. Sociological Intelligence – deals with the demographic and

psychological aspects of groups of people. It includes the
population and manpower and the characteristics of the people,
public opinion – attitude of the majority of the people towards
matter of public policy and education.
2. Biographical Intelligence – deals with individual’s personalities
who have actual possession of power.
3. Armed Force Intelligence – deals with the armed forces of the
nation. It includes the position of the armed forces, the
constitutional and legal basis of its creation and actual role, the
organizational structure and territorial disposition, and the
military manpower recruitment and Order of Battle
 4. Geographical Intelligence – deals with the progress of research
and development as it affects the economic and military potential
of a nation.

KINDS OF INTELLIGENCE

A. Strategic Intelligence – as defined earlier, it is an intelligence

data that are not of an immediate value. It is usually descriptive in
nature, accumulation of physical description of personalities, modus
operandi. It does not have immediate operational value but rather long
range that may become relevant to future police operations.

B. Line Intelligence – It is the kind of intelligence required by the

commander to provide for planning and conduct tactical and
administrative operation in counter insurgency. This pertains to
knowledge of People, Weather, Enemy and Terrain (PWET) used in
planning and conducting tactical and administrative operation in a
counter insurgency.

Intelligence information to be determined in Line Intelligence are:

People - living condition of the people, sources of income,

education of the people, government livelihood projects, extent of
enemy influence to the people
Weather – visibility, cloudy, temperature, precipitation (rain), wind
Enemy - location of the enemy, strength of the enemy, disposition,
tactical capability, enemy vulnerability
Terrain - relief and drainage system, vegetation, surface material,
man made features. There are military aspects of terrain which
includes cover and concealment, obstacle, critical key terrain
features, observation and fields of fire, and avenues of approach.

C. Counter Intelligence (CI) - this kind of intelligence covers the

activity devoted in destroying the effectiveness of hostile foreign
activities and to the protection of info against espionage, subversion and
sabotage. Hence, the three activities of CI are: protection of information
against espionage; protection of personnel against subversion; and
protection of installations and material against sabotage.

Counter Intelligence is also known as Negative Intelligence - a

generic term meaning three different things;
 Security Intelligence – means that the total sum of efforts to
counsel the national policies, diplomatic decisions, military data, and
any other information of a secret nature affecting the security of the
nation form unauthorized persons. It is an effort to deny information to
unauthorized persons by restricting to those who are explicitly
authorized to possess it.

Counter-Intelligence - counter intelligence is the organized effort

to protect specific data that might be of value to the opponent’s own
intelligence organization. Some of its functions are: Censorship – of the
following: correspondence, broadcast, telecast, telephone conversations,
telegrams and cables, etc., prevention of the dissemination of any
information that might aid an opponent; maintenance of files of suspect;
surveillance of suspects; mail reading, wire tapping and recording;
infiltration of the enemy intelligence organized to procure information
about its method, personal, specific operations and interest.

Counter-Espionage - In counter-espionage, negative intelligence

becomes a dynamic and active effort. Its purpose is to investigate
actual or theoretical violation of espionage laws, to enforce those laws
and to apprehend any violators.

Five Categories of CI Operation

1. Military Security – it encompasses the measures taken

by a command to protect itself against espionage, enemy operation,
sabotage, subversion or surprise.
2. Port Frontier and Travel Security – has to do with the
application of both military and civil security measures for CI
control at point of entry and departure, international borders or
boundaries.
3. Civil Security – it encompasses active and passive CI
measures affecting the non-military nationals permanently or
temporarily residing in an area under military jurisdiction.
4. Censorship – it is the control and examination of the
civil, national, armed forces, field press, and POWs.
5. Special Operations – counter subversion, sabotage and
espionage

Counter Intelligence (CI) Operation

1. Counter Human Intel (HUMINT) – seeks to overcome enemy

attempts to use human sources to collect information or to
 conduct sabotage and subversion which includes CI special
operations, liaison, counter security, and CI screening.
2. Counter Imagery Intel (IMINT) - includes action taken to determine
enemy SIGINT and related enemy weaknesses, capabilities and
activities. These actions include surveillance radar, photo thermal
and infrared systems. Successful counter – IMINT operations rely
heavily on pattern and movement analysis and evaluation of the
enemy.
3. Counter Signal Intel (SIGINT) – determine enemy SIGINT and
related enemy weaknesses, capabilities and activities, assess
friendly operations to identify patterns, profiles and develop,
recommend and analyze counter measures.

THE INTELLIGENCE CYCLE

The single most important part of intelligence activity is the

understanding of 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 by

other sources RELIABLE Comdr/Chf of Unit
2- PROBABLY TRUE B- USUALLY U- Report by DPA or
 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- UNRELIABLE X- 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.

INFORMANT 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 14 Operational 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 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 the 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 the 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 of 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 the 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” is 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 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 - unobstructed 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

Security Formations assist in allowing the VIP to have the best

possible protection and defensible position even for the limited amount of
manpower while protectee is mobile/in transit, or static.

Threat evaluation is to ascertain at varying times and function

which will give the best formation sequence or set. Other considerations
are threat levels and type and advance planning for staff levels.

The Need for Close - in /Escort security officers, such as first

aid requirements (which differs from location to location) and special
weapons (a real headache-the less you need to rely on them, the better),
and other logistical needs must be considered. One must have the ability
to use a lot of common sense and attention to detail, to give the possible
protection, without overbearing or on top of the protectee/principal. Fully
aware with this information, the Close-in/Security Escort team will be
well equipped, with an understanding of their respective position,
alternatives and functions.

These could be varied hourly, in response to current threat level,

and areas of coverage or occasion in any of the following:
  Crowds, restaurants, home, office
 Public transport, bus, taxi
 Friends of protectee/principal, business
 Movie theatre
 Functions: private, public, business
 Huge crowds: a tight-packed area of swirling bodies
 Elevators: opening a door to the unknown, stopping at
unknown floors.
 Escalators: progressing into the unknown, Turn side on, so
that you can see the front at one side and the area behind you.
As you rise with the escalator, you will become level with the
floor behind before you, giving you something to watch.
 Stairs: give way, standing, doors on way
 Doors: can’t see through them, an unknown reality.
 Street lights: workmen, doorways, shops you are walking
past, hotels or clubs and doorways should always be covered
the protectee/Principal walks past

Threat Analysis and Reaction

1. Concentrate - concentration do not get loss or be left behind, it

takes only a second or two {to get killed}
2. Anticipation - anticipate your fellow officer/Escort’s moves, you
can keep the protective formation together nice and well
coordinated. Because of obstacles, obstructions, and areas of
threats, the movement of Close-in security/Escorts will be
spasmodic and spontaneous.
3. Relaxation/Observation- observation should be done in a relaxed
manner. Be very attentive but looking relaxed.
4. Common sense- common sense comes from using your brain,
foresight, experience, and good training.
5. Participation within the Team- the team must train together and
understand completely what their job is and their responsibilities.
There will be big gaps in the defenses if we do not have
participation within the team.
 CONTEMPORARY POLICE PROBLEMS

Some critiques have said that a small percentage of law

enforcement officers who are responsible for the misdeeds of the
organization that have brought public criticism upon them. This very fact
makes the indifference of police heads to the situation all the more
reprehensible subject to criticism. Generally, when the police
administrators are brought to task for permitting improper practices and
misbehavior to continue, they are quick to blame political interference,
inadequate salaries, weakness of the law, and lack of public support.

The Police Problems

The problem on political interference can be a most destructive

force and often it is a serious obstacle to effective administration of the
police organization, but it cannot be corrected by passive measures. A
fundamental responsibility of police administrator is to go and on,
fighting for the ideals to the extent that political leader will finally be
convinced of political expediency of efficient law enforcement.

On the inadequacy of salaries, many believed that honesty and

integrity couldn’t be purchased. Thus, when the policemen are willing to
accept responsibility as professionals and establish high standards of
performance, then they can expect recognition in terms of appropriate
pay scale and reasonable allowances. Careful inquiry usually discloses
that those who are most deeply involved are the leaders in the politico-
criminal malpractice. If the wages are too low to attract men who are
capable of effective service, then, it is the administrator duty to present
the facts to the proper authorities for correction and adjustment.

If the laws are weak and new legislations are necessary, then the
administrators must see that the proposed solutions are properly placed
before the legislature for consideration and correction.

As for public apathy, a law enforcement agency does not meet the
approval of the good citizens will not succeed. Public support is the end
product of faithful, honest and effective law enforcement for the people in
the community. Public support must originate with the people. It is a
fundamental responsibility of police administrators to clean their own
ranks and must deal with the problems directly, promptly and effectively.
Otherwise, the impatient citizenry may take upon themselves to do the
job for them.

Although the past many years of police development have record

distinctive achievements, police services have apparently failed to cope
with increasing crime. Despite of substantial addition of personnel at all
levels of police service, statistics show continuing increases in criminal
offenses and anti-social acts. Part of the blame may be attributed to
political interference, low salaries, weak law enforcement, public apathy
or corruption of officials and police officers.

But these factors are not the basic causes in the breakdown of
police services. They are symptomatic of the more fundamental factors,
such as disorganization, lack of cohesion or inadequate and realistic
leadership, defective recruitment, inadequate personnel management
and insufficient training. A situation of this character has a profound
effect on the public welfare as well as upon the law enforcers themselves.

The public has become increasingly critical on police service and

as a result a significant number of loyal and capable officers find them
selves confused and fearful of the future.
Factors and Conditions which caused the Problems

Why Man Turns to Crime?

The causes are so varied as human experiences itself and man’s

capacity for evil is matched only by his capacity for good.

If experts in human behavior, sociologist, and police authorities

are asked why man turns to crime, complex and elaborate answers are
offered that could be divided into the following categories:

1. Biological- The impulsive and the temperamental are likely to blow

their tops given a particular situation. Obviously, certain types of
temperament are prone to violent behavior – those whose tolerance
levels are extremely low.
2. Psychological – Too many frustrations, rejections and
disappointments.
3. Environmental / Sociological
4. Economics
5. Political

Why Crime is on the Rise?

Crime is committed because of the following factors:

1. A need exist or the lack of something necessary or desirable

2. There is an opportunity
3. Specifically, the following situations provide opportunities for crime
to take place:
4. Police Protection of the Criminals
5. The citizens distrust the police
6. Inefficient law Enforcement
7. Poverty
8. Others

Statistics from year to year show that on a nationwide scale, one

crime committed every three minutes, which means 20 crimes per hour.
Theft, the leading index offense, occur every 16 minutes, followed by
physical injuries every 19 minutes, robbery 28 minutes, homicide every
39 minutes, murder every 49 minutes and rape every 6 hours.

Cost of Crime
 The factors that go into the cost of crime and disorder are legion.
In so far as lives lost, limbs broken and mental anguish are concerned,
the cost of crime is not quantifiable.

The cost of enforcing the laws can be categorized to three aspects:

namely: 1. to the government, 2. to the society, and 3. to the individual
person. These costs to crime do not even include social costs associated
with offenses such as:

1. Victimization
2. Fear of Victimization
3. Cost of protection against crime
4. Operation of then Criminal Justice System
5. Welfare for offenders and families

Crime Factors

The causes of criminality and social disorder are numerous and

occur in such complex variety of combinations that their isolation,
analysis and evaluation become extremely difficult. The prevention of
criminality, therefore, cannot be the exclusive task of one agency or
organization. Crime is a social problem and the basic concern of the
entire community. The law enforcement effort as a rule is limited to
factors within its control. It can only provide support to the related effort
of the pillars of the Criminal Justice System.

Some of the conditions that affect the volume, density and type of
crime that occurs from place to place are as follows:

1. Density and size of the community population area of which it is a

part.
2. Composition of the population, particularly with reference to age,
sex, race.
3. Economic status and mores of the population
4. Stability of population taking into accounts the percentage of
commuter seasonal and other transient types.
5. Climate including seasonal weather conditions.
6. Educational, recreational and religious characteristics
7. Effective strength of the police force
8. Attitudes and policies of the courts and correctional institutions
and formal supportive organizations existing in the community
9. Relationship and attitudes of law enforcement, including degree of
adherence to crime enforcement procedures and reporting
standards.
Police Problems on Human Rights

Observation reveals that many police officers violate, in different

degrees and circumstances, the rights of people. As previously discussed
in chapter ten, the violations of human rights in every state all over the
world has connection with the alarming negative effects of globalization.

With law enforcers’ involvement on human rights violations, it is

proper to discuss the basic concepts on human rights.

What is Human Right?

The term human rights is generally defined as those rights

inherent in the nature of every individual person without which man
cannot live as a human being. The Commission on Human Rights
defined human rights as the supreme, inherent, inalienable right to life,
to dignity and to self-development.

Who is a Human Being?

A human being is a person who possesses physical existence, a

product of pro-creation. The term person refers not only to a human
being who inhabits the earth, but also contemplates an unborn child
who has not yet seen the light of a day.

What is Inherent Right?

An inherent right is one which is essentially a part of a person’s

legal personality from the moment of his birth. It is a right, which cannot
be sold, transferred or in any other manner alienated to another person.

 Meaning of Life - Life means more than mere physical existence.

It includes the right to live, free from social damages against
limbs or freedom from unjustified control.

 Meaning of Liberty - Liberty means the right of a person to act

without any interference except in accordance with law.

 Meaning of Property - The term property means everything

which man may legally have exclusive dominion and ownership.

When is a person deprived of his Liberty?

A person is considered deprived of his property without due

process of law when it is physically taken from him, when its value is
destroyed, when its capability for enjoyment or its adaptability to some
particular uses is impaired.

What is due process of law?

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

On Unreasonable Search and Seizure

Constitutional Protection

The protection afforded the people against unreasonable searches

and seizure under Sec. 2, Art. III of the 1987 Constitution speaks of
three things namely: The right to be secured in their persons, in their
houses, in their papers and effects.

Human Rights Violation per se

The following are classified as Human Rights Violation Per Se

under Commission on Human Rights Circular No. 001 – 88

1. Deprivation of life, liberty or property without due process of law.

(Sec. 1, Art. III Bill of Rights under the Constitution)
2. Violation of the Right to the equal protection of laws.
3. Violation of the rights of the people to be secure in their persons,
houses, papers, and effects against unreasonable search and
seizure of whatever nature and for any purpose.
4. Commission of acts constituting illegal arrest and procurement of
illegal search warrant.
5. The use of force, torture, violence, threats and other means that
vitiate the freewill of any person or to do anything or to sign a
document against his will. (Sec.12 Art. III Bill of Rights under the
Constitution).
6. Holding a person in a secret detention places, in solitary
confinement, or incommunicado or other forces of detention.
7. Employment of physical, psychological and degrading punishment
against a prisoner or detainee.
8. Unexplained of force disappearance and extra-legal executions.

Human Rights are violated in different areas under any of

the following categories:
 1. The constitutional areas
2. The statutory area, whether civil or criminal
3. Where one acts in defense of one rights
4. Conflict of interest and of motives

The Constitutional Area

Human Rights subject to the violation fall within the protecting

ambit of Art. III of the 1987 Constitution of the Philippines entitled “The
Bill of Rights” which includes those found in other provisions.

The Statutory Area - The statutory area includes those provided

under Chapter 2, Preliminary Title of the New Civil Code of the
Philippines entitled Human Relations on the one hand, and those defined
and punished under Book Two of the Revised Penal Code, which include
the following:

1. Those Crimes Against the Fundamental Laws of the State

2. Those Against Personal Liberty
3. Those Against Chastity

Where one act in defense of his rights - There are acts which a
person commits in defense of his rights, he thus, violates the rights of
another as a consequence.

Conflict of interest, motives and disparity in the social and

economic status of people.

Classification of Human Rights

1. Civil and Political Rights

 The right to life, liberty, security of person.

 Protection against torture and other forms of cruel, inhuman
and degrading punishment.
 Protection Against Arbitrary Arrest and Detention
 Right against Slavery, Force or Compulsory Labor.
 The Right to own Property.
 The Right to Leave and to Return to one’s country
 Human Right in the Administration of Justice
 Freedom of Thought, Conscience and Religion and Belief
 Freedom of Opinion and Expression.
 Freedom of Association, including Trade and Union Rights.
 The Right of everyone to take part in the government.
 2. Economic, Social and Cultural Rights

 The Right to Work

 The Right to Education
 The Right to Health
 The Right to Adequate Shelter and Services
 The Right to Culture
 The Right to Development
 The Right to a Clean Environment

The Bill of Rights

The Bill of Rights is the list of rights pertaining to persons. These

rights are recognized, guaranteed, and protected against invasion,
reduction or destruction.

Article III of the 1987 Constitution provides for the Bill of Rights
are as follows:

SEC. 1. No person shall be deprived of life, liberty, or property

without due process of law, nor shall any person be denied the equal
protection of the laws.

SEC. 2. The right of the people to be secure in their persons,

houses, papers, and effects against unreasonable searches and seizures
of whatever nature and for any purpose shall be inviolable, and no
search warrant or warrant of arrest shall issue except upon probable
cause to be determined personally by the judge after examination under
oath or affirmation of the complainant and the witnesses he may
produce, and particularly describing the place to be searched and the
persons or things to be seized.

SEC. 3. (1) The privacy of communication and correspondence

shall be inviolable except upon lawful order of the court, or when public
safety or order requires otherwise as prescribed by law. (2) Any evidence
obtained in violation of this or the preceding section shall be
inadmissible for any purpose in any proceeding.

SEC. 4. No law shall be passed abridging the freedom of speech, of

expression, or of the press, or the right of the people peaceably to
assemble and petition the Government for redress of grievances.

SEC. 5. No law shall be made respecting an establishment of

religion, or prohibiting the free exercise thereof. The free exercise and
enjoyment of religious profession and worship, without discrimination or
preference, shall forever be allowed. No religious test shall be required for
the exercise of civil or political rights.

SEC. 6. The liberty of abode and of changing the same within the
limits prescribed by law shall not be impaired except upon lawful order
of the court. Neither shall the right to travel be impaired except in the
interest of national security, public safety, or public health, as may be
provided by law.

SEC. 7. The right of the people to information on matters of public

concern shall be recognized. Access to official records, and to documents,
and papers pertaining to official acts, transactions, or decisions, as well
as to government research data used as basis for policy development,
shall be afforded the citizen, subject to such limitations as may be
provided by law.

SEC. 8. The right of the people, including those employed in the

public and private sectors, to form unions, associations, or societies for
purposes not contrary to law shall not be abridged.

SEC. 9. Private property shall not be taken for public use without
just compensation.

SEC. 10. No law impairing the obligation of contracts shall be

passed.

SEC. 11. Free access to the courts and quasi-judicial bodies and
adequate legal assistance shall not be denied to any person by reason of
poverty.

SEC. 12. (1) Any person under investigation for the commission of
an offense shall have the right to be informed of his right to remain silent
and to have competent and independent counsel preferably of his own
choice. If the person cannot afford the services of counsel, he must be
provided with one. These rights cannot be waived except in writing and
in the presence of counsel. (2) No torture, force, violence, threat,
intimidation, or any other means which vitiate the free will shall be used
against him. Secret detention places, solitary, incommunicado, or other
similar forms of detention are prohibited. (3) Any confession or admission
obtained in violation of this or Section 17 hereof shall be inadmissible in
evidence against him. (4) The law shall provide for penal and civil
sanctions for violations of this section as well as compensation to and
rehabilitation of victims of torture or similar practices, and their families.
 SEC. 13. All persons, except those charged with offenses
punishable by reclusion perpetua when evidence of guilt is strong, shall,
before conviction, be bailable by sufficient sureties, or be released on
recognizance as may be provided by law. The right to bail shall not be
impaired even when the privilege of the writ of habeas corpus is
suspended. Excessive bail shall not be required.

SEC. 14. (1) No person shall be held to answer for a criminal

offense without due process of law. (2) In all criminal prosecutions, the
accused shall be presumed innocent until the contrary is proved, and
shall enjoy the right to be heard by himself and counsel, to be informed
of the nature and cause of the accusation against him, to have a speedy,
impartial, and public trial, to meet the witnesses face to face, and to have
compulsory process to secure the attendance of witnesses and the
production of evidence in his behalf. However, after arraignment, trial
may proceed notwithstanding the absence of the accused provided that
he has been duly notified and his failure to appear is unjustifiable.

SEC. 15. The privilege of the writ of habeas corpus shall not be
suspended except in cases of invasion or rebellion when the public safety
requires it.

SEC. 16. All persons shall have the right to a speedy disposition of
their cases before all judicial, quasi-judicial, or administrative bodies.

SEC. 17. No person shall be compelled to be a witness against

himself.

SEC. 18. (1) No person shall be detained solely by reason of his

political beliefs and aspirations. (2) No involuntary servitude in any from
shall exist except as punishment for a crime whereof the party shall be
duly convicted.

SEC. 19. (1) Excessive fines shall not be imposed, nor cruel,
degrading or inhuman punishment inflicted. Neither shall death penalty
be imposed, unless, for compelling reasons involving heinous crimes, the
Congress hereafter provides for it. Any death penalty already imposed
shall be reduced to reclusion perpetua. (2) The employment of physical,
psychological, or degrading punishment against any prisoner or detainee
or the use of substandard or inadequate penal facilities under subhuman
conditions shall be dealt with by law.

SEC. 20. No person shall be imprisoned for debt or non-payment of

a poll tax.
 SEC. 21. No person shall be twice put in jeopardy of punishment
for the same offense. If an act is punished by a law and an ordinance,
conviction or acquittal under either shall constitute a bar to another
prosecution for the same act.

SEC. 22. No ex post facto law or bill of attainder shall be enacted.

Promotion of Human Rights

Under our laws and government administrative issuances the

following are mandated:

1. The DECS shall include the study and understanding of human

rights in the curricula of all levels of education and training in all schools
in the country, adapting the scope and treatment of the subject or course
on human rights to the respective educational levels. (Executive Order
27-86)

2. The CSC shall include in the examinations for government

service the basic knowledge on human rights.

3. The Department of National Defense, the AFP and the PNP shall
include the study of Human rights as an integral and indispensable part
of the education and training of all police, military, and other arresting
and investigating personnel.

4. The NAPOLCOM shall include in the qualifying examinations for

police work a basic knowledge on human rights. (Memo Order No. 26-
86).

Police Problem on Graft and Corruption

The malady is the result of rampant criminal activities of

public/private officials using their influence and positional advantage in
illegal acquisition of wealth. Police Corruptions has many definitions.
Herman Goldstein defines it as “acts involving the misuse of authority by
a police officer in a manner designed to produce personal gain for him
self or others.

Frederick A. Elliston and Michael Feldberg define corruption as “

the acceptance of money or the equivalent of money by a public official
for doing something he or she is under the duty to do anyway, that he or
she is under a duty not to do, or to exercise legitimate discretion for
improper use”
 Although these definitions differ, we can find enough
commonalities to define corruption as follows: A police officer is corrupt
when he or she is acting under his or her official capacity and receives a
benefit or something of value for doing something or for refraining from
doing something.

The Cost of Corruption

The cost of corruption is extremely high – to the police, the

criminal justice system and the society. The most important point is
that a corrupt act is a criminal act. Criminal activity by the police officers
undermines the fundamental integrity of the law enforcement mission. At
the same time, corruption protects other criminal’s activity. Gambling
syndicates, protected by corruption are the major source of profits for
organized crimes.

Corruption destroys the police department itself. It robs officers of

self-respect, respects for their supervisors, and respect for the
department as a whole. Effective discipline becomes impossible when
corruption spreads. The corrupt supervisor cannot discipline an officer
who might threaten to expose the supervisor’s illegal activity. Corruption
also encourages police lying, as officers protect one another. Lying to
protect one or other officers can then spread to other areas of policing,
such as covering up excessive use of force.

Corruption destroys public confidence in the police. The belief that

a department is corrupt undermines respect for officers and public
support for the department as a whole. This has a special impact on
police community relations. Illegal vice activities have generally been
relegated to low income and racial minority neighborhoods. Awareness of
corruption in their neighborhood is one reason why police have low
ratings from the public.

How the Police Become Corrupt?

Police officers do not start their careers as corrupt individuals. The

only exceptions are those who have some criminal activity in the past,
which was not detected in the selection process. An important part of
understanding police corruption, then, is examining how individual
officers become corrupt,

Corrupting Individual Officers

 Most experts believe that officers become corrupt through a
process of socialization. An officer does not become corrupt all at once.
Rather, the process involves a series of stages in which the officer passes
from lesser to greater tolerance and or involvement in corrupt activities.

First Stage – The moral career of a corrupt officer begins with

relatively minor gratuities. The officer begins to regard free meals as a
normal part of the job. Peer pressure is extremely important in the first
stage. The new officer is introducing to corrupt acts by veteran officers.

Second and Third Stage – According to Sherman, it involve

regulatory offenses, an officer accepts a free drinks from a bar owner and
allows the bar to remain open after the legal closing hours. Peer pressure
is important if the officers know that other officers routinely do the same
thing.

Final Stage – At some point the officer becoming corrupt changes

from one who passively accepts gratuities into one who aggressively
solicits bribes. The corrupt acts begin to involve more serious violation of
the law, become more systematic, and involve larger amounts of money;
the officer begins to initiate corrupt acts.

Level of Corruption

Not all departments are corrupt, and not all corrupt departments
are equally corrupt. The relevant question, according to Sherman is: Why
are there different kinds and extends of police corruption’s is different
communities?

First Level – Rotten Apples and Rotten Pockets

Corruption is less serious when it involves only a few police officers

acting on their own. The rotten apple theory applies to a situation where
only a few officers independently engaged in corrupt acts. A rotten pocket
exists when several corrupt officers cooperate with one another. The
Rotten apple problem is the easiest to control. Rotten pockets represents
a far more difficult problems, they involved a conspiracy among several
officers who will not testify against one another.

Second Level – Pervasive Unorganized Corruption

Corruption reaches a higher degree of intensity when it is a

majority of personnel who are corrupt, but who have little relationship to
each other.
 Third Level – Pervasive Organized Corruption

The most serious form of corruption exists at an organized level

that penetrates the higher levels of the department. An example is a
systematic payoff to protect illegal activities with the payoff shared
among all members of a unit and their supervisors.

Types and Forms of Corruption

Corruption is not limited to the present day, for as long as there

have been a police, there has been police corruption. Samuel Walker
describes four general types of corruption: taking gratuities, taking
bribes, theft or burglary, and internal corruption.

1. Gratuities – are small tips or discounts on goods purchased. In

many communities. Some prohibits gratuities, while others do not.

2. Taking Bribes – the payment of money or other consideration to

police officers with intent to subvert the aims of the criminal
justice system. According to Walker, bribe may take two forms: (1)
the pad (formal, regular, periodic payments to the police to
overlook continuing criminal enterprises) (2) the score (a one time
payment to avoid arrest for illegal conduct).

3. Theft or Robbery – The taking of money or property by the police

while performing their duties, is another form of corruption. The
police have access to numerous premises; include warehouses and
stores, while investigating burglaries.

4. Internal Corruption – Officers pay members of their departments

for special assignments or promotions.

Thomas Barker and Julian Roebuck on the other hand have

identified the following types of corruption:

 Acceptance of free or discounted meals and services.

 Acceptance of kickbacks for referral for services
 Opportunistic theft from helpless citizens or unsecured
premises.
 Shakedowns
 Protection of Illegal Activities
 Acceptance of money to fix cases
 Planned Theft
 Eight Kinds of Police Corruption

 Corruption of Authority – An officer’s authority is corrupted

when he receives officially unauthorized material gain by virtue
of his position as a police officer without violating the laws.
 Kickbacks - Profits
 Opportunistic theft – Occurred from arrest of suspects,
investigating victims in crime scenes and from unprotected
properties.
 Shakedown – Arises when an officer inadvertently witnesses or
gains knowledge of a criminal violation and the violator
subsequently offer a bribe to evade arrest.
 Protection of Illegal Activities – This type of corruption concerns
with the giving of protection by a policeman in any illegal
activity such as gambling, smuggling, prostitution or other vices
to operate without police interference in exchange of any form of
material rewards.
 Traffic Fix – The quashing of prosecution proceeding following
the offenders arrest
 Direct Criminal Activities – It involves no corruptor. Policeman
directly committed crimes against the person or property of
another for material gain.
 Criminal Pay-off- Internal Pay-Off regulates a market where the
police officers prerogatives maybe bought, bartered or sold.

Other Kinds of Corruption

Many police officers has been involved in acts of corruption

sourced out from Gambling - Parking and Traffic – Narcotics - Retrieving
seized automobiles – Construction - Intradepartmental Payments – Bars -
Sale of Information – Prostitution – and Gratuities

Reasons for Police Corruptions

Numerous theories attempt to explain corruption in law

enforcement agencies. Frank Schmalleger offers an interesting theory
about the reason some police officers become corrupt by tying Edwin
Sutherland theory of differential association to police corruption.
Sutherland’s theory of differential association holds that crime is
basically imitative, we learn crime the same way we learn other behavior.
Police tend to imitate the behavior that surrounds them.

The tremendous discretion they are allowed to exercise, and the

existence of the police personality and police cynicism, it is easy to see
that police work is fertile ground for the growth of corruption. Add to
this, is the environment the constant contact police have with criminals
and unsavory people, and the enormous amount of money that can be
made by corrupt officers. Based on all these factors, it is little wonder
that corruption is pervasive

Wilson says that low salaries and expectation that the police will
have other jobs increase the probabilities that the police will be involved
in corruption.

Other Factors Which Contribute to Police Corruption

1. Branch of the Department to which the officer is assigned.

2. Area to which an officer is assigned
3. Character of the police
4. Rank
5. Police Attitude
6. Police Officer clientele
7. Leadership

Effects of Corruption on Law Enforcement

Nothing undermines public confidence in the police and in the

process of criminal justice more than the illegal acts of police officers.
David Burnham identified what he calls four hidden social costs of police
corruption namely:

1. It represents a secret tax on businesses that have to pay off the

police to avoid harassment.
2. It undermines the enforcement of the law, allowing widespread
illegal activity to flourish
3. It destroys the department itself, robbing the police officer of self-
respect and respect for superior officers and the department as a
whole. Effective discipline becomes impossible when corruption is
systematic
4. Knowledge of the existence of corruption under the public’s faith in
the police and the entire criminal justice system.

Problems on Police Response

Patrol effectiveness is frequently measured in response time. The

time elapsed between when the call is received and when the police
arrived on the scene.
One obvious reason for a rapid response is the opportunity to
apprehend a person engaged in criminal activity.
Primary Reasons for Police Response Delay

Citizen’s delay in calling the police is because of decision-making

problems or problems in communicating with the police.

Three basic decision-making problems that result in citizen’s

failure to call the police immediately are:

 Citizens sometimes want first to verify that a situation does

indeed involve a crime; that is they try to resolve ambiguity in
the situation.
 Sometimes citizens take actions to help themselves cope with
problems the crimes has created for them, for example leaving
the scene, talking with someone else to enlist support, chasing
the suspect or taking care of a physical injury.
 Most citizens experience conflict as to whether or not to call the
police, and try to avoid making immediate decisions.

After the citizens decided to call the police, they may encounter
other problems, such as the following:

 No Phone Available
 Not Knowing what Number to Call
 Nor Being Able to Communicate Clearly with the Person
Receiving the Call

Response time is also delayed when the department does not have
enough patrol officers available for such duty at any particular time.

Patrolling is mainly a deterrent to criminal activity: recent

research showed that a patrolling police officer is likely to come across
a serious crime by chance once every 14 years.

Patrols are particularly useful in offering reassurance to the

public. More targeted police presence also prevents crime, especially
where there are crowds of people.

Police patrols take place in cars or on foot; there has been some
tendency to return to foot patrols recently, as they are seen as more
conducive to a good relationship with the public; car patrols, on the
other hand, have the advantage of speed of response when a crime is
reported. Police are equipped with radios that enable the local control
room to respond with officers to an incident as appropriate.
Factors Affecting Police Response

Police Officers respond to calls about committed crimes depends

on several important variables:

 What specific crime is involved?

 Is the crime still in progress? How many suspects are
involved? Are weapons involved? Is they’re a danger to the
public?
 Could a hostage situation develop?
 How many officers are available?
 Where are they?

Police Use of Violence

Need for Restraint in Police Use of Force

One of the central issues in policing today is how we can make the
police accountable to the citizenry in a democratic society and yet not
hamstring them in their legitimate pursuit of law and order.

All people-processing organizations, like the police agencies, face

certain common problems. But the police administrator faces a problem
in controlling practice with clients that is not found in most other
organizations. The problem is that police contacts with citizens occur in
the community, where direct supervision is not feasible and where
exercise of wide discretion is unavoidable.

The problem of excessive use of force by policemen is popularly

referred to as POLICE BRUTALITY. However, most authorities on the
police have become wary of the phrase “police brutality” in this
connection because they believe the term has become so overcharged
with emotional connotation. They feel the expression “violent-force”- both
authorized and non-authorized-is a more accurate way of describing this
aspect of police conduct.

Sequence of Decision Phases in Police Use of Deadly Force

Research studies have established that in a substantial percentage

of shootings by police, their action in squeezing the trigger is not the
product of a “shoot/don’t shoot” decision rather the result of a sequence
of decisions stretching back in time minutes or even hours before the
gun is fired.
 In this regard, Scharf and Binder have conceptualized five
“decision phases”:

1. Anticipation – defined as the period from the

officer’s first awareness of the need for the intervention to his
arrival on the scene where the encounter occurs with the
opponent. A critical element of this phase is the substance,
amount and accuracy of information that the officer receives and
that he may use in forming expectations of and preparations for
the encounter.

2. Entry and Initial Confrontation – This is the

period in which the officer physically enters the scene or fist
approaches the citizen. It is theorized that tactical decisions made
in this phase can significantly influence the officer’s later options.
These decisions would include whether to seek cover (behind an
object, protective body armor, etc.) or concealment and whether to
enlist the aid of individuals whom the suspect may trust.

3. Dialogue and Information Exchange – This is a

“definitional” phase in which, through oral or other forms of
communication, the officer(s) and civilians(s) “size up” the situation
and each other. Included in this phase are orders to “halt”, “drop
the gun” among others, issued by the police, threats or signs of
contempt by the civilian toward the officer, and actual negotiations
of the sort that would be involved in extended hostage-barricade
incidents.

4. Final Frame Decision to shoot or not to

Shoot – The officer’s actual determination about discharging the
weapon.

5. Aftermath – This final phase includes both on-

site events immediately following a decision to shoot or not to
shoot and activities, such as departmental review and future
contact between the officer and his opponent that may occur days
or week later.

When Use of Force on the Citizen can be judged to be Improper or

Unnecessary?

In a significant study on the phenomenon of police brutality, Albert

J. Reiss has laid down certain criteria when use of physical force on a
citizen can be judged to be improper or unnecessary if force was used in
one or more of the following ways:
 1. If a policeman physically assaulted a citizen and then failed to
make an arrest, proper use involves an arrest.
2. If the citizen being arrested did not, by word or deed, resist the
policeman, force should be used only if it is necessary to make the
arrest.
3. If the policeman, even though there was resistance to the arrest,
could have easily restrained the citizen in other ways.
4. If a large number of policemen were present and could have
assisted in subduing the citizen in the station, in lockup, and in
the interrogation rooms.
5. If an offender was handcuffed and made no attempt to flee or offer
violent resistance.
6. If the citizen resisted arrest, but the use of force continued even
after the citizen was subdued.

By the same idea, Reiss discovered that citizens objected to, and
complained about:

1. The way police use language

2. The habit the police officers have of talking down to them
3. The harassing tactics of the police – the indiscriminate stopping
and searching of citizens on foot or in cars, commands to go home,
or to move on.

Reiss summarizes the ways in which police have traditionally dealt

with certain citizens, particularly those in the lower class:

1. The use of profane and abusive language

2. Commands to move on or get home
3. Stopping and questioning people on the street or searching them
and their cars
4. Threats to use force if not obeyed
5. Prodding with a nightstick or approaching with a pistol and
6. The actual use of the physical force or violence itself.

Use of Force Model Based Upon Progressive Application of Force

 The model supports the widely accepted premise and practice of
progressive application of force, which implies the appropriate selection
of force options in response to the level of compliance from the individual
to be controlled. For instance, each officer citizen encounter must flow in
a logical and legal sequence of cause and effect based upon the officer’s
perception of risk.

A brief examination of the model includes the following areas:

Structural Components - The model consists of three panels –

“reasonable officer’s perception”, “enforcement electives” and “reasonable
officer’s response”- each of which is comprised of five levels.

1. Reasonable Officer’s Perception – It is breakdown into five

categories of perceived subject actions:

 Compliant (Cooperative) – Within the normal realm of law

enforcement, the vast majority of police/citizen encounters are
positive and cooperative.
 Resistant (Passive) – In some confrontational contacts, the
subject may offer a preliminary level of noncompliance. The
subject resistance is primarily passive, with the subject offering
no physical enhancement toward the effort other than sheer
unresponsiveness.
 Resistant (Active) – At this level, the subject’s resistance has
become more active in scope and intensity. The indifference to
control has increased to a level of enhanced physical defiance.
 Assault (Bodily Harm) – In this case, the officer’s attempt to
gain lawful compliance has met with active, hostile resistance
culminating in an attack upon the officer.
 Serious Assault (Serious Bodily Harm/ Death) – This category
represents the least encountered but most serious threat to
officer safety. Here the officer can draw a reasonable conclusion
that he is subject to death or great bodily harm as a result of
the attack

2. Enforcement Elective Panel – The model corresponds to the tools

provided via the training curriculum, keying enforcement actions
to the specific encounter.

 Level I – This category consists of fundamental procedures

supportive of the initiation and continuation of compliance and
procedures.
  Level II – This level includes options centered on the gaining of
control via procedures that are primarily psychologically
manipulative, rather than physically manipulative.
 Level III – Due to the introduction of a physical component to
the subject’s noncompliance, the officer now must call upon the
tactics of encounter and, possibly, the deployment of supportive
force.
 Level IV – Due to the combative nature of the confrontation, the
officer must now deploy tactical procedures centering upon
active, force-enhanced counter measures.
 Level V – At this level, tactical options are directed toward
officer survival and self-preservation.

3. Reasonable Officer’s Response

Verbal Command – This level relies on the professional officer’s

wide variety of communication skills, capitalizing upon the
general population’s acceptance of authority.
 Contact Controls – In the first stage of noncompliance, the
officer must deploy tactical talents to assert control and gain
cooperation.
 Compliance Techniques – The officer must deploy sufficient
force to overcome the subject’s active resistance, remaining
vigilant for signs of more aggressive behavior from the subject.
 Defensive Tactics – Confronted with the subjects assaultive
act/s the officer is justified in taking appropriate steps to
immediately cease the assaultive action and gain and maintain
control of the subject once compliance is achieved.
 Deadly Force – Facing an assaultive situation that reaches the
ultimate degree of danger, the officer must deploy absolute and
immediate tactics to stop the lethal threat and secure
conclusive compliance and control.
THE REMEDIES TO THE POLICE PROBLEMS

As they say, every problem has a solution. After we have discussed

the problems, below is a discussion on the possible remedies to deal with
these police problems. They must be, however, taken into holistic
approaches in their implementation.

General Remedies Available

Consistent progress in public service is possible only when the

internal strength of the organization exists. There must be high morale
among the members of the police service reflected in their esprit de corps
that springs from their genuine loyalty and noble faith in the policies and
objectives of the organization.

Recruitment standards, training requirements and career

development program must be strictly observed.

Salaries and allowances and other personnel motivations must be

maintained in the proper levels. Police service as it is presently
conducted does not appear to meet all the requirements of a true
profession, and while evident improvements have been made in some
areas of work, much remain to be done in the correction of the police
organizations to attain modern civilian professional concepts.

There are no obstacles to the attainment of professional status that

are so great that cannot be surmounted if the human elements of the
organization themselves are willing to accept the demands of professional
growth and responsive service.

In professional organizations, high standards of qualifications

must be established and recognized by the members for recruitment and
admission thereto. Likewise, facilities must be provided for technical and
enrichment skills and the development of knowledge on both substance
and work procedures.

Remedies on Police Corruption

We can prevent or control police corruption through the following

means:

1. List all the corruption or crimes reported to have been

committed in your organization and arrange in order of
importance.
2. Specify each act of corruption using the following
questions:
 What is the particular type of corruption committed?
 Who are reportedly involved as giver, taker, accomplishes etc.?
 Where is this corruption occurring in your organization?
 When is this corruption occurring in the cycle of your service?
 How big is the problem? How many times is it occurring? How
much loss is involved?

3. Identify the forces of attraction to this crime.

 What is in it for the giver? The taker? And each of those
involved?
 What gains or rewards are they after?
  What risks are involved? What punishments are in store for
those who are caught? What is the likelihood that the culprits
will be caught and prosecuted?

4. Identify the rationalizations used to justify the act.

 What alibis, half-truths and plain lies are used to justify this
act in your organization?
 What makes these alibi’s credible or acceptable to the persons
involved and to the rest of the people in your organization?
 What are the major flaws of these alibis? What truths and
realities do they hide or deny?
 What are the sources of these lies? How are they communicated
to your organization?
 Identify the occasions in your organization when this crime can
be repeated?
 What in your organization that provides opportunities to
commit this crime?
 Which systems and procedures are less effective, not properly
understood, not given enough attention, vulnerable to
corruption?
 Formulate an action plan to prevent corruption.
 How can you minimize or eliminate the forces of attraction?
 How can you make honesty more rewarding, more meaningful
and more satisfying?
 How can you make dishonesty more punishing, more risky,
more attractive?
 How can you eliminate or minimize these rationalizations?
 How can you debunk these lies, alibis and half-truth?
 How can you arouse their sense of honesty, truthfulness and
sincerity?
 How can you improve your systems and procedures so that you
can detect corruption early and correct as fast as possible?

Control Mechanisms in the Use of Force by Police Officers

To improve the control of violent force, many police specialist

believe major changes in the purpose, recruiting method, training,
organization and tactics of the police will have to be implemented.
 Adoption of organizational rules, procedures, accountability
mechanism, training, firm system of oversight and
accountability by police managers.
 Improved officer selection criteria, and officer training in various
survival tactics, such as range instruction, human relation
skills, cultural awareness programs, verbal judo, martial arts,
and the use of less lethal weapon.
  Heavy emphasis should be given to detailed background check
in order to detect any erratic behavior in the past as an
indicator of possible trouble in the future.
 Intensive psychiatric or psychological interview should be
conducted for all applicants.

Proactive Measures against Police Violence

With training as a focal point, the following proactive measures

towards violence-reduction in police work are suggested:
 Training, training, training, retraining, retraining, retraining,
communication, communication, communication.
 Front-line supervision that is well trained, well informed and
not afraid to supervise.
 Discipline that is fair, consistent and consistently applied.
 An awareness of instances of over-aggressive tendencies and
the provision of remedial training or discipline before these
latent tendencies become assaults.

Other Remedies

To improve efficiency and effectiveness in police work with a

lessened amount of police problems, the following are other remedies on
police problems:

 Comprehensive campaign of the Moral Recovery Program in the

police service
 Comprehensive focus on educational measures with emphasis
on the ethical standards and code of conduct for law enforcers.
 Comprehensive check-up on existing statutes concerning the
police organization
 Political will power remedies on erring police officers

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