4.

Controlling – is the process of monitoring

performance, comparing results to objectives and taking
POLICE ORGANIZATION AND corrective action as necessary.
ADMINISTRATION
WITH POLICE PLANNING (LEA 1) Police Managerial Activities and Roles

Interpersonal Roles – working directly with

other people
▪ Figurehead – hosting and attending
POLICE ADMINISTRATION & MANAGEMENT
official ceremonies
CONCEPTS
▪ Leadership – creating enthusiasm and
serving peoples’ needs
The setting below shows that management is
▪ Liaison – maintaining contacts with
related with administration in an organizational
important people and groups
environment. Management pertains to the utilization
of available resources in an organization while Informational Roles –exchange information with
administration refers to the processes used. The other people
organization with management and administration is
▪ Monitor – seeking out relevant information
directed towards the achievement of goals and ▪ Disseminator – sharing information with
objectives. Goals are broad statements of general and insiders
long-term organizational purposes often used to define
▪ Spokesperson – sharing information with
the role of the police, for instance, to prevent crime,
outsiders
maintain order or help solve community problems.
Objectives are specific short-term statements Decisional Roles – make decisions that affect other
consistent with an organization’s goal.
people
▪ Entrepreneur – seeking problems to solve
Both goals and objectives are important because
and opportunities to explore
they help to identify the expectations of what the police
▪ Disturbance handler – helping to resolve
are doing and how productively (efficient and effective)
conflicts
they perform.
▪ Resource Allocator – allocating resources
to various uses
Police Productivity and Managerial Performance
▪ Negotiator – negotiating with other parties
An effective police manager must be concerned
ORIGIN OF THE WORD “POLICE”
with the productivity of police work teams and their POLITEIA – Greek word which means government of
members. Productivity means the summary of
the city
measures of the quantity and quality of police work
POLITIA – Roman word which means condition of the
performance achieved with resource utilization State or Government
considered.
POLICE – French word which was later adopted by the
English language.
Good police managers establish and support the
conditions needed to ensure high productivity for
ORGANIZATION defined
themselves, for individual contributors, for their work
units, and for the organization as a whole. This involves
It is a form of human association for the
a commitment to the accomplishment of two different
attainment of a goal or objective. It is the process of
but complimentary, police performance outcomes:
identifying and grouping the work to be performed,
defining and delegating responsibility and authority
▪ Police Effectiveness - measures whether or establishing relationships for the purpose of enabling
not important task goals are being attained
people work effectively.
▪ Police Efficiency - measures how well
resources are being utilized.
POLICE ORGANIZATION defined
Performance Effectiveness + Performance Efficiency
Police organization is a group of trained personnel
= High Productivity 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
The formula illustrates that one outcome is not and property, enforcement of the laws and the
enough; achieving high productivity requires both
prevention of crimes.
performance effectiveness and efficiency.
The organization of the police force commonly
POLICE MANAGEMENT PROCESSES
requires the following organizational units:
The management process involves Planning –
Functional Units
Organizing – Leading – Controlling the use of
organizational resources to achieve high performance
1. Bureau – the largest organic functional unit
results.
within a large department. It comprises of numbers of
divisions.
1. Planning – is the process of setting
2. Division – a primary subdivision of a bureau.
performance objectives and identifying the actions
3. Section – functional unit within a division that
needed to accomplish them.
is necessary for specialization.
2. Organizing – is the process of dividing the
4. Unit – functional group within a section; or the
work to be done and coordinating results to achieve a
smallest functional group within an organization.
desired purpose.
3. Leading – is the process of directing and
Territorial Units
coordinating the work efforts of other people to help
them accomplish an important task. 1. Post – a fixed point or location to which an
officer is assigned for duty, such as a designated desk
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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 possess 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 – an officer is more senior in
rank/higher in rank in a team or group.
5. Length of Service - the period of time that
has elapsed since the oath of office was administered.
Previous active services may be included or added.
6. On Duty - the period when an officer is
actively engaged in the performance of his duty.
7. Off Duty - the nature of which the police
officer is free from specific routine duty.
8. Special Duty - the police service, its nature,
which requires that the officer be excused from the
performance of his active regular duty.
9. Leave of Absence – the period which an
officer is excused from active duty due to any
valid/acceptable reason and the same has been
approved by a 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 a 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. 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 persons with a person in charge who has
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complete control and who can be hold directly
responsible or accountable for results, or lack of them.
Functional Organization
The functional organization in its pure form is
rarely found in present day organizations, except at or
near the top of the very large organizations. Unlike the
line type of structure, those establishments organized
on a functional basis violate the prime rule that men
perform best when they have but one superior. The
functional responsibility of each “functional manager” is
limited to the particular activity over which he has
control, regardless of who performs the function.
Line and Staff Organization
The Line and Staff organization is a combination
of the line and functional types. It combines staff
specialist such as the criminalists, the training officers,
the research and development specialists, etc. Channels
of responsibility are 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 which can
be achieved without undue friction. Failure to recognize
these line and staff relationship is the greatest and most
frequent source of friction and a barrier to effective
coordination. The advantage of this kind would be - it
combines staff specialist or units with line organization
so that service of knowledge can be provided line
personnel by specialist.
Classification of Line, Staff, and Auxiliary
Function
Whatever their method of grouping internal
activities, all bureaucratic agencies segregate the
function of line, staff, and auxiliary personnel. The
reasons for this tripartite classification are best
explained by examining each of the functions.
Line Functions: Line functions are the
“backbone” of the police department; they include such
operations as patrol, criminal investigation, and traffic
control, as well as supervision of the personnel
performing those operations. Line functions are carried
out but “line members,” including the patrol officer, the
detective, the sergeant, the lieutenant, the captain, and
the chief of police. Line members are responsible for:
• Carrying out the major 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.
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 Auxiliary Functions: Auxiliary functions involve
the logistical operations of the department. These
include training, communications, jailing, maintenance,
record keeping, motor vehicles, and similar operations.
ELEMENTS OF ORGANIZATON
Specialization
The grouping of activities and segregation of line,
staff, and auxiliary functions are large-scale examples of
specialization within a bureaucratic organization.
Specialization of an individual level is also
important in all organizations, since it must be expected
that some members will know more, perform better and
contribute more in one area of activity than in others.
Disparities in job ability among persons may be the
result of physical attributes, mental aptitude, skills,
interests, education, training, motivation, or adaptation,
among other factors.
Specialization Defined: Specialization is the
assignment of particular workers to particular tasks.
Thus, it can be thought of in terms of either jobs or
people.
Specialization of people (specialists) is the
designation of particular persons as having expertise in
a specific area of work. Here, specialization signifies the
adaptation of an individual to the requirements to 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 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
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occupant may change the style or manner in which
authority is exercised, it should increase or decrease the
basic obligations of the occupant toward those in
subordinate positions.
Example: The authority of a police chief stems
from the role that a chief executive must play – whether
he or she is referred to as chief, superintendent,
commissioner, or some other title, and regardless the
size or location of the department he or he commands.
Span of Control
A span of control is the maximum number of
subordinates at a given position that superior can
supervise effectively.
Determining the Span of Control
Effective organization requires that only a
manageable number of subordinates be supervised by
one person at any given time. This number will, of
course, vary – not only from one organization to another
(depending on each organization’s definition of
“effective supervision”) but also within each
organization depending on the number of task and the
size of personnel available at a given time.
Delegation of Authority
Delegation is the conferring of an amount of
authority by a superior position onto a lower-level
position. The person to whom authority is delegated
becomes responsible to the superior for doing the
assigned job. However, the delegators remain
accountable for accomplishment of the job within the
guidelines and quality standards of the agency.
Unity of Command
Traditional theories of organization insisted
that each employee should have only one supervisor of
“boss” and considered this principle of “unity of
command” the backbone of any organizational
structure. Thus, a patrol officer, for example, would
always receive orders from one sergeant and would
always report to that same sergeant. If the officer was
instructed or advised by a detective, garage sergeant,
or any other administrator (with the possible exception
of the chief), the officer is expected to check with his or
her sergeant before taking any action.
Formal Communication
Basically, communication is the process of sharing
and understanding an information on common subjects.
More precisely, it is an intercourse between, two 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.
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 Every formal police organization whether small or large
are governed by the following principles:
1. Principle of Unity of Objectives - an
organization is effective if it enables the individuals to
contribute to the organization’s objectives.
2. Principle of Organizational Efficiency –
organization structure is effective if it is structured in
such a way to aid the accomplishment of the
organization’s objectives with a minimum cost.
3. Scalar Principle – shows the vertical
hierarchy of the organization which defines an unbroken
chain of units from top to bottom describing explicitly
the flow of authority. The scalar principles are:
a. Line of Authority and Chain of Command
- This principle of organization suggests that
communications should ordinarily go upward through
established channels in the hierarchy. Diverting orders,
directives, or reports around a level of command usually
has disastrous effects on efficiency of the organization.
b. The Span of Control of a supervisor over
personnel or units shall not mean more than what he
can effectively direct and coordinate. In span of control,
levels of authority shall be kept to a minimum.
c. The Delegation of authority shall carry with
it a commensurate authority and the person to whom
the authority is delegated shall be held accountable
therefore. It implies that delegation must carry with its
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 arranged into a workable pattern. The
line organization is responsible for the direct
accomplishment of the objectives while the staff is
responsible for support, advisory or facilitative capacity.
6. Principle of Balance – states that the
application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization’s
objectives.
7. Principle of Delegation by Results – states
that authority delegated should be adequate to ensure
the ability to accomplish expected results.
8. Principles of Absoluteness of
Responsibility – explains that the responsibility of the
subordinates to their superior for performance is
absolute and the superior cannot escape responsibility
for the organization on activities performed by their
subordinates.
9. Principle of Parity and Responsibility –
explains that responsibility for action cannot be greater
than that implied by the authority delegated nor should
it be less.
10. Authority Level Principle – implies that
decisions within the authority of the individual
commander should be made by them and not be
returned upward in the organizational structure.
11. Principle of Flexibility – means that the
more flexible the organization, the more it can fulfill its
purpose.
OTHER PRINCIPLES OF POLICE ORGANIZATION
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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 within 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. For example, there will be some patrolmen,
sergeants, some lieutenants, some captains and so on.
Vertical combinations of superior officers, with each
rank at a different level of authority from any other,
from channels through which operations may be
directed and controlled can be adopted in certain cases
to ensure coordination.
Specialization Based on Need
Specialized units should be created only when
overall departmental capability is thus significantly
increased. Specialization is a principle of organization
which is the result of the division of the force into
separate units. The degree of specialization is
determined by the size and sophistication of the
department and by the extent to which unit has
exclusive responsibility for the performance of each
group of the operational task.
LAW ENFORCEMENT AGENCY - pertains to an
organization responsible for enforcing the laws. The
collective term for professionals who are dedicated to
upholding and enforcing the laws and statutes that are
currently in force in a given jurisdiction.
THEORIES OF POLICE SERVICE
1) HOME RULE THEORY
- policemen are regarded as servants of the community
who rely for the efficiency of their functions upon the
express needs of the people.
- policemen are civil servants whose key duty is the
preservation of public peace and security.
2) CONTINENTAL THEORY
- policemen are regarded as servants of the higher
authorities.
- the people have no share or have little participation
with the duties nor connection with the police
organization.
CONCEPTS OF POLICE SERVICE
1) OLD CONCEPT
- police service gives the impression of being merely a
suppressive machinery.
4
- this philosophy advocates that the measurement of
police competence is the increasing number of arrests,
throwing offenders in detention facilities rather than
trying to prevent them from committing crimes.
2) MODERN CONCEPT
- regards police as the first line of defense of the criminal
justice system; an organ of crime prevention.
- police efficiency is measured by the decreasing
number of crimes.
- broadens police activities to cater to social services and
has for its mission the welfare of the individual as well
as that of the community in general.
ORGANIC UNITS IN A POLICE ORGANIZATION
1. OPERATIONAL UNITS - those that perform
primary or line functions; examples of which are patrol,
traffic, investigation and vice control.
2. ADMINISTRATIVE UNITS - those that perform the
administrative functions; examples of these are
personnel, finance, planning and training.
3. SERVICE UNITS - those that perform auxiliary
functions; examples of which are communication and
records management.
ORGANIZATIONAL STRUCTURE - the systematic
arrangement of the relationship of the members,
positions, departments and functions or work of the
organization. It is comprised of functions, relationships,
responsibilities and authorities of individuals within the
organization.
ORGANIZATIONAL CHART - an illustration in the
form of a chart which represents the organizational
structure. The mechanical means of depicting the
organizational structure.
PHILIPPINE POLICING SYSTEM
On January 9, 1901, the
Metropolitan Police Force of Manila was
organized pursuant to Act No. 70 of the Taft
Commission. This has become the basis for the
celebration of the anniversary of the Manila’s Finest
every 9th of January.
1. ACT 175 – entitled “An Act Providing for the
Organization and Government of an Insular
Constabulary, and for the Inspection of the
Municipal Police.” established on August 8, 1901.
CAPT. HENRY ALLEN – the first chief of the Philippine
Constabulary in 1901.
2. ACT 183 – enacted on July 13, 1901, created the
Manila Police Department.
CAPT GEORGE CURRY - the first Chief of Police of the
Manila Police Department in 1901.
3. R.A. 4864 – otherwise known as the Police Act of
1966, enacted on August 8, 1966; created the Police
Commission (POLCOM) as a supervisory agency to
oversee the training and professionalization of the local
police forces under the Office of the President; later
POLCOM was renamed into National Police Commission
(NAPOLCOM)
Martial Law Period
4. P.D. 765 – otherwise known as the Integration
Act of 1975, enacted on August 8, 1975; established
the Integrated National Police (INP) composed of
the Philippine Constabulary (PC) as the nucleus
and the integrated local police forces as
components, under the Ministry of National Defense.
- transferred the NAPOLCOM from the Office of
the President to the Ministry of National Defense.
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5. R.A. 6975 – otherwise known as the Department
of the Interior and Local Government Act of
1990, enacted on December 13, 1990; reorganized the
DILG and established the Philippine National Police,
Bureau of Fire Protection, Bureau of Jail Management
and Penology and the Philippine Public Safety College.
6. R.A. 8551 – otherwise known as the Philippine
National Police Reform and Reorganization Act of
1998, enacted on February 25, 1998; this law amended
certain provisions of RA 6975.
7. RA 9708 - law amending the provisions of RA 6975
and RA 8551 on the minimum educational qualification
for appointment to the PNP and adjusting the promotion
system; approved on 12 August 2009.
“AN ACT EXTENDING FOR FIVE (5) YEARS THE
REGLEMENTARY PERIOD FOR COMPLYING WITH THE
MINIMUM EDUCATIONAL QUALIFICATION FOR
APPOINTMENT TO THE PHILIPPINE NATIONAL POLICE
(PNP) AND ADJUSTING THE PROMOTION SYSTEM
THEREOF, AMENDING FOR THE PURPOSE PERTINENT
PROVISIONS OF REPUBLIC ACT NO. 6975 AND
REPUBLIC ACT NO. 8551 AND FOR OTHER PURPOSES”
IMPORTANT FILIPINO PERSONALITIES IN THE
EVOLUTION OF PHILIPPINE POLICING
1. BRIGADIER GENERAL RAFAEL CRAME
- the first Filipino Chief of the Philippine Constabulary
on December 17, 1917.
2. COL. ANTONIO TORRES
- the first Filipino Chief of Police of the Manila Police
Department in 1935.
3. COL. LAMBERTO JAVALERA
- the first Chief of Police of the Manila Police Department
after the Philippine Independence from the United
States of America in 1946.
4. P/DIR GEN CESAR NAZARENO
- the first chief of the Philippine National Police.
HIGHLIGHTS OF RA 6975 – THE DEPARTMENT OF
THE INTERIOR AND LOCAL GOVERNMENT ACT OF
1990, RA 8551 – THE PHILIPPINE NATIONAL POLICE
REFORM AND REORGANIZATION ACT OF 1998 and RA
9708
THE DEPARTMENT OF THE INTERIOR AND LOCAL
GOVERNMENT (DILG)
- formerly Department of Local Government (DLG)
- reorganized under R.A. 6975
ORGANIZATION:
Composition:
-the Department proper
-existing bureaus and offices of the DILG
-the National Police Commission
-the Philippine Public Safety College (PPSC)
-Philippine National Police (PNP)
-Bureau of Fire Protection (BFP)
-Bureau of Jail Management and Penology
(BJMP)
-the PPSC, PNP, BFP and BJMP were created under
RA 6975.
-headed by the Secretary to be appointed by the
President and who shall serve at the pleasure of
the President.
-the Secretary shall be assisted by two (2)
Undersecretaries and three (3) Assistant Secretaries.
-Undersecretary for Local Government.
-Undersecretary for Peace and Order.
-No retired or resigned military officer or police official
may be appointed as Secretary within one (1) year from
date of retirement or resignation.
-the Secretary is also the ex officio chairman of the
National Police Commission.
5
RELATIONSHIP OF THE DILG WITH THE
DEPARTMENT OF NATIONAL DEFENSE (DND)
-under RA 6975, the Armed Forces of the Philippines
(AFP) was in charge with external security while the
DILG was in charge with internal security.
- under RA 8551, the DILG shall be relieved of the
primary responsibility on matters involving suppression
of insurgency and other serious threats to national
security. The PNP shall through information gathering
and performance of its ordinary police functions
supports the AFP on matters involving suppression of
insurgency.
NATIONAL POLICE COMMISSION
- an agency attached to the DILG for policy coordination.
-shall exercise administrative control and operational
supervision over the PNP.
COMPOSITION:
- consists of a Chairperson, four (4) regular
Commissioners and the Chief of PNP as ex officio
member.
- shall serve a term of office of six (6) years without
reappointment or extension.
-three of the regular Commissioners shall come from
civilian sector who are neither active nor former
members of the police or military.
- the fourth regular commissioner shall come from the
law enforcement sector either active or retired.
Provided, that an active member of a law enforcement
agency shall be considered resigned once appointed.
- at least one (1) of the four regular commissioners
shall be a woman.
- from among the three regular commissioners from the
civilian sector, the Vice Chairperson shall be chosen.
- the Vice Chairperson shall act as the Executive
Officer of the Commission.
THE PHILIPPINE NATIONAL POLICE (PNP)
ORGANIZATION
The PNP is composed of a national
headquarters, regional headquarters, provincial
headquarters, district headquarters or municipal
stations. At the national level, the PNP maintains its
national headquarters 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 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
Lieutenant General, equivalent to a three-star
rank in the Armed Forces of the Philippines.
CAMP RAFAEL CRAME
- the national headquarters of the Philippine National
Police, located in Quezon City
- houses the offices of the following:
1. Chief, PNP
2. two (2) deputy chiefs
3. Chief, Directorial Staff
4. ten (10) directorial staff
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5. ten (10) administrative support units
6. ten (10) operational support units
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
• Logistics Support Service Legal Service
• Medical and Dental Service
• Computer Service
• Crime Laboratory Support Service
• Engineering Service
• Headquarters Support Service
• Finance Service
• Communications-Electronics Service
• Captain Service
Operational Support Units
• Criminal Investigation Command
• Narcotics Command absorbed into the PDEA
• Traffic Management Command
• Intelligence Command
• Special Action Force Command
• Security Command
• Civil Security Force Command
• Maritime Command
• Police Community Relations Command
• Aviation Security
The Powers and Functions of the PNP
1. Enforce all laws and ordinances relative to the
protection of lives and properties;
2. Maintain peace and order and take all
necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the
arrest of criminal offenders, bring offenders to justice
and assist in their prosecution.
4. Exercise the general powers to make arrest,
search and seizure in accordance with the Constitution
and pertinent laws.
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 exercise 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).
REPUBLIC ACT No. 11200
An Act Providing for the Rank Classification in the
Philippine National Police, Amending for the Purpose
Section 28 of Republic Act No. 6975, as Amended,
Otherwise Known as the "Department of the Interior
and Local Government Act of 1990"
The Rank Classification of the PNP Personnel
6
POLICE RANKS EQUIVALENT
ABBREVIATIONS MILITARY RANKS Police Chief Master Sergeant (P/CMS)

A. COMMISSIONED OFFICERS:
Police Senior Master Sergeant (P/SMS)
Police General = General
Police Lieutenant General = Lt. General
Police Major General = Maj. General Police Master Sergeant (P/MSg)
Police Brigadier General = Brig.Gen.
Police Colonel = Colonel
Police Lieutenant Colonel = Lt. Colonel Police Staff Sergeant (P/SSg)
Police Major = Major
Police Captain = Captain
Police Lieutenant = Lieutenant Police Corporal (P/Cpl)

B. NON-COMMISSIONED OFFICERS: Patrolman / Patrolwoman (Pat)

Police Executive Master Sergeant = Master

Sergeant C. Cadets of the Philippine National Police Academy
Police Chief Master Sergeant = Tech. Sergeant (PNPA) are classified above the Police Captain and
Police Senior Master Sergeant = Staff Sergeant below the Lieutenant rank in the PNP.
Police Master Sergeant = Sergeant
Police Staff Sergeant = Corporal PNP: National in Scope - Civilian in Character
Police Corporal = Private 1st Class National in scope simply means that the PNP is
Patrolman/woman = Private a nationwide government organization whose
jurisdiction covers the entire breadth of the Philippine
archipelago which extends up to the municipality of
Kalayaan islands in the province of Palawan. All PNP
Insignia Rank
personnel both the uniformed and non-uniformed
components are national government employees.
Civilian in character means that the PNP is not a part
Police General (P/GEN) 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
Police Lieutenant General (P/LT.GEN)
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
Police Major General (P/M.GEN) 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
Police Brigadier General (P/B.GEN) regard, each PNP member is mandated to strictly adhere
to the Police Code of Professional Conduct and Ethical
Standards. Swift punishments are rendered to erring
members while proper recognition for exemplary
achievements is given to deserving ones. Merit and
Police Colonel (P/COL) 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
Police Lieutenant Colonel (P/LT.COL) members.

The PNP Doctrine of Development

Police Major (P/MAJ)
Police Captain (P/CAPT)
Police Lieutenant (P/LT)
Police Executive Master Sergeant (P/EMS)
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 as
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:

RED NOTES 2022 7

 “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 are 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.
PHILIPPINE NATIONAL POLICE
- organized pursuant to RA 6975, as amended by
RA 8551
- a law enforcement agency under the DILG.
- under administrative control and operational
supervision of the National Police Commission.
- it is an organization that is national in scope and
civilian in character as provided by Article XVI,
Section 6 of the 1987 Philippine Constitution:
“The state shall establish and maintain one police force
which shall be national in scope and civilian in
character…”
- headed by the Chief, PNP, with the rank of
Director General, appointed by the President and
who shall serve a term of office of four (4) years.
NATIONAL IN SCOPE
- means that the PNP is a nationwide government
organization whose jurisdiction covers the entire
breadth of the Philippine archipelago.
- all uniformed and non-uniformed personnel of the
PNP are national government employees.
CIVILIAN IN CHARACTER
- means that that the PNP is not a part of the military,
although it retains some military attributes such as
discipline.
POWERS AND FUNCTIONS OF THE PNP
- Enforces all laws and ordinances relative to the
protection of lives and properties;
- Maintains peace and order and take all necessary steps
to ensure public safety;
- Investigates and prevent crimes, effect the arrest of
criminal offenders, bring offenders to justice and assist
in their prosecution;
- Exercises the general powers to make arrest, search
and seizure in accordance with the Constitution and
pertinent laws;
- Detains an arrested person for a period not beyond
what is prescribed by law, informing the person so
detained of all his rights under the Constitution;
- Issues licenses for the possession of firearms and
explosives in accordance with law;
- Supervises and controls the training and operations of
security agencies and issue licenses to operate security
agencies and to security guards and private detectives,
for the purpose of their professions.
ORGANIZATION and COMPOSITION OF THE PNP
-shall be headed by a Chief who shall be assisted by
two (2) deputy chiefs:
-Deputy Chief for Administration.
-Deputy Chief for Operations.
-the Chief PNP and the two (2) deputy chiefs shall be
appointed by the President.
-no officer who is retirable within six (6) months shall be
appointed Chief.
-the PNP shall be composed of a national office, regional
offices, provincial offices, district offices, and city or
municipal stations.
POLICE REGIONAL OFFICES
-the PNP is divided into seventeen (17) Police Regional
Offices (PRO), each headed by a Regional Director;

❑ PRO 1 – 13, NCRPO, CAR (PRO COR), and BARMM (PRO BAR)

Provincial/City/District Regional
Regional Offices Area of Responsibility
Offices Director
National Capital Region PMGen. Vicente
National Capital Region – Metro Manila 5 (All District Offices)
Police Office (NCRPO) D. Danao Jr.
Police Regional Office 1 PBGen. Emmanuel
Region 1 – Ilocos Region 4 (All Provincial Offices)
(PRO1) B. Peralta
Police Regional Office 2 PBGen. Crizaldo
Region 2 – Cagayan Valley 6 (5 Provincials, 1 City)
(PRO2) O. Nieves
Police Regional Office 3 PBGen. Valeriano
Region 3 – Central Luzon 9 (7 Provincials, 2 Cities)
(PRO3) T. De Leon
Police Regional Office PBGen. Felipe R.
Region IV-A – CALABARZON 5 (All Provincial Offices)
4A (PRO4A) Natividad
Police Regional Office PBGen. Pascual G.
Region IV-B – MIMAROPA 6 (5 Provincials, 1 City)
4B (PRO4B) Muñoz Jr.
Police Regional Office 5 PBGen. Bartolome
Region V – Bicol Region 7 (6 Provincials, 1 City)
(PRO5) R. Bustamante
Police Regional Office 6 PBGen. Rolando F.
Region VI – Western Visayas 8 (6 Provincials, 2 Cities)
(PRO6) Miranda
Police Regional Office 7 PBGen. Ronnie S.
Region VII – Central Visayas/ Cebu 7 (4 Provincials, 3 Cities)
(PRO7) Montejo
Police Regional Office 8 PBGen. Ronaldo F.
Region VIII – Eastern Visayas/ Leyte 8 (6 Provincials, 2 Cities)
(PRO8) De Jesus

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 Police Regional Office 9 PBGen. Ronaldo
Region IX – Zamboanga Peninsula 4 (3 Provincials, 1 City)
(PRO9) Genaro E. Ylagan
Police Regional Office PBGen. Rolando B.
Region X – Northern Mindanao 7 (5 Provincials, 2 Cities)
10 (PRO10) Anduyan
Police Regional Office PBGen. Filmore B.
Region XI – Davao Region 6 (5 Provincials, 1 City)
11 (PRO11) Escobal
Region XII – SOCKSARGEN /
Police Regional Office PBGen. Michael
Bangsamoro barangays in North 6 (4 Provincials, 2 Cities)
12 (PRO12) John F. Dubria
Cotabato[14]
Police Regional Office PBGen. Romeo M.
Region XIII – CARAGA/ Butuan 6 (5 Provincials, 1 City)
13 (PRO13) Caramat
BARMM– Bangsamoro Autonomous
Police Regional Office
Region in Muslim
Bangsamoro PBGen. Samuel P.
Mindanao and Cotabato City / Excluding 5 (All Provincial Offices)
Autonomous Rodriguez
Bangsamoro barangays in North
Region (PRO BAR)[14]
Cotabato
Police Regional Office PBGen. R'Win SA
Cordillera Administrative Region 7 (6 Provincials, 1 City)
Cordillera (PRO COR) Pagkalinawan

STATUS OF THE MEMBERS OF THE PNP

PROVINCIAL POLICE OFFICES
-for every region, there are provincial offices, each
headed by a Provincial Director
-in large provinces, police districts may be established
to be headed by a District Director
-at the city or municipal levels or stations, each is
headed by a Chief of Police
DISTRICT OFFICES
NCRPO is divided into five (5) districts,
each headed by a District Director:
1. Manila Police District (MPD) (formerly Western
Police District)- Manila
2. Eastern Police District (EPD) – Marikina, Pasig,
San Juan and Mandaluyong,
3. Northern Police District (NPD) – Caloocan,
Malabon, Navotas and Valenzuela (CAMANAVA)
4. Quezon City Police District (QCPD) – (formerly
known as Central; Police District – Quezon City
5. Southern Police District (SPD) – Pasay, Makati,
Paranaque, Las Pinas, Muntinlupa, Taguig and Pateros
MANNING LEVELS (POLICE-TO-POPULATION
RATIO)
1:500 – nationwide average
1:1000 – minimum police-to-population ratio
KEY POSITIONS AND THEIR CORRESPONDING
RANKS IN THE PNP
• Chief – highest position in the PNP, with the
rank of Director General.
• Deputy Chief for Administration – the
second-in command, with the rank of
Deputy Director General.
• Deputy Chief for Operations – the third-
in-command, with the rank of Deputy
Director General
• Chief Directorial Staff – with the rank of
Deputy Director General
• Head of Directorial Staff – with the rank of
Director
• NCR Director – with the rank of DIRECTOR
• Regional Director- with the rank of Chief
Superintendent
• Provincial Director- with the rank of Senior
Superintendent
• NCR District Director - with the rank of
Chief Superintendent
• Chief of Police – with the rank of Chief
Inspector
RED NOTES 2022
- police officers are employees of the national
government and shall draw their salaries from the
national budget.
- they shall have the same salary grade level as that of
public-school teachers, police officers assigned in Metro
Manila, chartered cities and first-class municipalities
may be paid financial incentives by the local government
unit concerned subject to availability of funds.
GENERAL QUALIFICATIONS FOR APPOINTMENT
TO THE PNP (RA 6975, as amended by RA 8551
and RA 9708)
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric/psychological, drug
and physical tests to be administered by the PNP or by
any NAPOLCOM accredited government hospital 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
(1.62 m) in height for male and one meter and fifty-
seven (1.57 m) 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) nor more than thirty (30) years of age
Pursuant to RA 9708, “…PNP members who are
already in the service upon the effectivity of Republic
Act No. 8551 shall be given five (5) years to obtain the
minimum educational qualification preferably in law
enforcement related courses, to be reckoned from the
date of the effectivity of this amendatory Act: Provided,
furthermore, That for concerned PNP members
rendering more than fifteen (15) years of service and
who have exhibited exemplary performance as
determined by the Commission, shall no longer be
required to comply with the aforementioned minimum
educational requirement.”
EXAMINATION AND ELIGIBILITY
The National Police Commission shall
administer the entrance and promotional examinations
9
for police officers on the basis of the standards set by
the Commission (as amended by RA 8551).
-POLICE ENTRANCE EXAMINATION – taken by
applicants of the PNP
-POLICE PROMOTIONAL EXAMINATIONS – taken
by in-service police officers as part of the mandatory
requirements for promotion.
POLICE OFFICER EXAMINATION
SENIOR POLICE OFFICER EXAMINATION
INSPECTOR EXAMINATION
SUPERINTENDENT EXAMINATION
NAPOLCOM MEMORANDUM CIRCULAR NO.
2008-003
The appropriate eligibilities for PO1 are
those acquired from the following:
- NAPOLCOM PNP Entrance Examination
- R.A. 11131 (R.A. No. 6506) (Licensed
Criminologist)
- R.A. No. 1080 (Bar and Board Examinations of
baccalaureate degree)
- P.D. 907 (Granting Civil Service Eligibility to
College Honor Graduates)
- Civil Service Professional
NAPOLCOM MEMORANDUM CIRCULAR NO.
2008-016
Promotional Examinations
- Members of the Bar and Licensed
Criminologists whose profession are germane to law
enforcement and police functions are no longer required
to take promotional examinations.
- Up to the rank of Superintendent.
APPOINTMENT OF UNIFORMED PNP PERSONNEL
Patrolman/Patrolwoman to Police Executive
Master Sergeant – Appointed by the PNP Regional
Director for regional personnel or by the Chief PNP for
the National Headquarters personnel.
Police Lieutenant to Police Lieutenant Colonel –
Appointed by the Chief of the PNP, as recommended by
their immediate superiors.
Police Colonel to Police Lieutenant General –
Appointed by the President
Police General – Appointed by the President from
among the senior officers down to the rank of Chief
Superintendent.
KINDS OF APPOINTMENT
PERMANENT – when an applicant possesses the
upgraded general qualifications for appointment in the
PNP.
TEMPORARY – Any PNP personnel who is admitted
due to the waiver of the educational or weight
requirements.
Any members who will fail to satisfy any of the
waived requirements with the specified time periods
shall be dismissed from the service.
Pursuant to NAPOLCOM Memorandum Circular
No. 2007-009, a newly recruited
Patrolman/Patrolwoman shall be appointed in
temporary status in twelve (12) months pending
compliance with the Field Training Program (FTP)
involving actual experience and assignment in patrol,
traffic and investigation.
APPOINTMENT UNDER WAIVER PROGRAM
(NAPOLCOM MC No. 2007-009)
1) Conditions on waivers for initial appointment
to the PNP
a) The age, height and weight for initial
appointment to the PNP may be waived only when the
number of qualified applicants falls below the approved
national/regional quota.
b) The Commission en banc may grant age,
height and weight waiver. The NAPOLCOM Regional
RED NOTES 2022
Director may grant height waiver to a member of an
indigenous group.
c) Waiver of the age requirement may be
granted provided that the applicant shall not be less
than twenty (20) nor more than thirty-five (35) years of
age.
d) Waiver of the height requirement may be granted to
a male applicant who is at least 1 meter and 57 cm
(1.57m) and to a female applicant who is at least 1
meter and 52cm (1.52m). Provided, that the minimum
height requirement for applicants who belong to
indigenous group duly certified by the Office of the
Muslim Affairs (OMA) or the National Commission on
Indigenous Peoples (NCIP) shall be 1.52m for male and
1.45m for female
e) An applicant who is granted a weight waiver
shall be given reasonable time not exceeding six (6)
months within which to comply with the said
requirement. Failure to attain the required weight shall
cause the termination from the service.
2) Factors to be Considered in the Grant of
Waivers
a) Outstanding accomplishments or possession
of special skills in law enforcement, police work, martial
arts, marksmanship and similar skills;
b) Special talents in the field of sports, music
and others;
c) Extensive experience or training in forensic
science and other technical services.
3) Selection Criteria under the waiver program
a) Applicants who possess the least
disqualifications shall take precedence over those who
possess more disqualifications.
b) The requirement shall be waived in the
following order:
1) Age
2) Height
3) Weight
LATERAL ENTRY OF OFFICERS INTO THE PNP
1) In general, all original appointments of commissioned
officers in the PNP shall commence with the rank of
inspector, to include all those with highly technical
qualifications applying for the PNP technical services
(R.A. 6975).
a). Senior Inspector
1) Chaplain;
2) Member of the Bar;
3) Doctor of Medicine
b) Inspector
1) Dentist
2) Optometrists
3) Nurses
4) Engineers
5) Graduates of forensic science
6) Graduates of Philippine National Police
Academy
Licensed criminologists may be
appointed to the rank of inspector to fill up any vacancy
after promotions from the ranks are completed.
2) New policy on LATERAL ENTRY (NAPOLOCM M.C
2008-006
a) A person with highly technical qualifications
such as:
1) Dentist
2) Optometrist
3) Nurse
4) Engineer
5) Graduate of Forensic Science
6) Doctor of Medicine
7) Member of the Philippine Bar
8) Chaplain
9) Information Technologist
10) Pilot
11) Psychologist
10
 b) Graduate of PNPA
c) Licensed Criminologist
3) Top priority consideration for lateral entry into the
rank of Police Inspector shall be given to top ten (10)
placers of the different Licensure Examinations.
However, incumbent PNP members who landed in the
top ten shall be given first preference over the civilian
provided that the qualifications are satisfied.
4). The maximum age of PNP members applicants
through lateral entry shall be forty-six (46) years old at
the time of appointment. Age waivers shall not be
allowed.
THE PNP PROMOTION SYSTEM
Promotion is defined as the upward movement
from one classification or rank to another carrying
higher benefits and more responsibility. It is the
upgrading of ranks and/or advancement to a position of
leadership.
KINDS OF PROMOTION
1. Regular Promotion
2. Special/ Meritorious/Spot Promotion
3. Promotion by virtue of position
I. Regular Promotion - promotion granted to police
officers meeting the mandatory requirements for
promotion.
MANDATORY REQUIREMENTS FOR PROMOTION
1. Educational attainment
2. Completion of appropriate
training/schooling, such as:
Master’s Degree - Police Brigadier General and above
Officers Senior Executive Course (OSEC) – Police
Lieutenant Colonel to Police Colonel
Officers Advance Course (OAC) – Police Major
Officers Basic Course (OBC) – Police Captain.
Officers Candidate Course (OCC) – Police Executive
Master Sergeant (PEMS)
Senior Leadership Course (SLC) – Police Chief Master
Sergeant to PEMS
Junior Leadership Course (JLC) – Police Staff Sergeant
to Police Master Sergeant
3. Time-in Grade – the number of years required for
a police officer to hold a certain rank before he can be
promoted to the next higher rank. The time-in grade in
the PNP is maintained as follows (NAPOLCOM MC #
2011-196):
2 years – from Police Colonel to Police Brigadier
General
3 years – from Police Lieutenant Colonel to Police
Colonel
5 years – Police Major to Police Lieutenant Colonel
5 years – Police Captain to Police Major
4 years – Police Lieutenant Police Captain
3 years – Police Executive Master Sergeant to
Police Lieutenant
3 years – Police Chief Master Sergeant to Police
Executive Master Sergeant
3 years – Police Senior Master Sergeant to Police
Chief Master Sergeant
3 years – Police Master Sergeant to Police Senior
Master Sergeant
3 years – Police Staff Sergeant to Police Master
Sergeant
3 year – Police Corporal to Police Staff Sergeant
4 years – Patrolman/woman to Police Corporal
4. Appropriate eligibility – the required promotional
examinations
a. Police Officer Promotional Examination
b. Senior Police Officer Promotional
Examination
c. Police Inspector Promotional Examination
RED NOTES 2022
d. Police Superintendent Promotional
Examination
Except for the Chief, PNP, no PNP
member who has less than one (1) year of service
before reaching the compulsory retirement age shall be
promoted to a higher rank or appointed to any other
position.
- Pursuant to RA 9708, “…In addition, the
institution of a criminal action or complaint
against a police officer shall not be a bar to
promotion: Provided, however, That upon finding of
probable cause, notwithstanding any challenge that may
be raised against that finding thereafter, the concerned
police officer shall be ineligible for promotion: Provided,
further, That if the case remains unresolved after
two (2) years from the aforementioned
determination of probable cause, he or she shall
be considered for promotion. In the event he or she
is held guilty of the crime by final judgment, said
promotion shall be recalled without prejudice to the
imposition of the appropriate penalties under applicable
laws, rules and regulations:
-Provided, furthermore, that if the complaint
filed against the police officer is for a crime including,
but not limited to, a violation of human rights,
punishable by reclusion perpetua or life
imprisonment, and the court has determined that the
evidence of guilt is strong, said police officer shall be
completely ineligible for promotion during the
pendency of the said criminal case.”
II. Special Promotion – promotion granted to police
officers who have exhibited acts of conspicuous courage
and gallantry at the risk of his/her life above and beyond
the call of duty.
Conspicuous courage is a courage that is clearly
distinguished above others in the performance of one’s
duty.
ACTS OF CONSPICUOUS COURAGE AND
GALLANTRY (NAPOLCOM Memorandum Circular No.
2007-003 and PNP Memorandum Circular No. 2009-019)
1. A deed of personal bravery and self-sacrifice above
and beyond the call of duty, so conspicuous as to
distinguish the act clearly over and above his/her
comrades in the performance of more than ordinary
hazardous service, such as; but not limited to the
following circumstances:
a. Overwhelming number of enemies and
firepower capability as against the strength of PNP
operatives and their firepower capability;
b. Infiltration and penetration of the
safehouses and hideouts of organized crime syndicates
like kidnapping, illegal drugs, carnapping, hijacking and
terrorism;
c. Shoot-out in robbery/hold-up incidents
inside public places such as: malls, government offices,
business establishments and PUVs;
d. Conduct of rescue/disaster operations that
resulted in the saving of lives and properties.
2. An act of heroism exhibited in the face of an armed
enemy or in the conduct of rescue/disaster operations
resulting in the loss of life (posthumous promotions).
Posthumous Award – in case an individual died
before the granting of the awards.
III. PROMOTION BY VIRTUE OF POSITION
(Section 32, R.A. 8551)
Any PNP personnel 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 rank adjustment
corresponding to the position.
Provided, that the personnel shall not be
reassigned to a position calling for a higher rank until
11
after two (2) years from the date of such rank
adjustment.
ATTRITION (RA 8551)
- Refers to the retirement or separation from
police service of PNP uniformed personnel pursuant to
any of the means mentioned in Section 24 to 29 of RA
8551 and other means as provided in NAPOLCOM
Memorandum Circular No. 2008-005.)
MODES OF ATTRITION
a) Attrition by attainment of Maximum Tenure in
Position.
Maximum Tenure in Position refers to the
maximum cumulative period for a PNP member to hold
a particular position level.
Position Maximum Tenure
Chief Four (4) years
Deputy Chief Four (4) years
Director of the Staff Services Four (4) years
Regional Directors Six (6) years
Provincial/City Directors Nine (9) years
b) Attrition by Relief – A PNP uniformed personnel
who has been relieved for just cause and has not been
given an assignment within two (2) years after such
relief shall be retired or separated.
c) Attrition by demotion in position or rank – Any
PNP personnel, civilian or uniformed, who are relieved
and assigned to a position lower than what is
established for his or her grade in the PNP staffing
pattern and who shall not be assigned to a position
commensurate to his or her grade within EIGHTEEN
(18) MONTHS after such demotion shall be retired or
separated.
d) Attrition by non-promotion – Any PNP personnel
who has not been promoted for a continuous period of
TEN (10) YEARS shall be retired or separated
e) Attrition by other means - Any PNP member or
officer with at least five (5) years of accumulated
active service shall be separated based on any of the
following:
1. inefficiency based on poor performance during the
last two (2) successive annual rating periods;
Poor performance refers to the poor rating in the
promulgated PNP Performance Evaluation Rating
System.
2. Inefficiency based on poor performance for three (3)
cumulative annual rating periods;
3. Physical and/or mental incapacity to perform police
functions and duties;
4. Failure to pass the required entrance examinations
twice and/or finish the required career course except for
justifiable reasons;
5. Refusal to take periodic PNP Physical Fitness Test
without justifiable reason.
Physical Fitness Test refers to the method of
evaluating the physical condition of PNP members in
terms of stamina, strength, speed and agility.
6. Failure to take PNP Physical Fitness Test for four (4)
consecutive periodic tests due to health reasons;
7. Failure to pass PNP Physical Fitness Test for two (2)
consecutive periodic tests or four (4) cumulative
periodic tests; or
8. Non-compliance with the minimum qualification
standards for the permanency or original appointment.
RETIREMENT OR SEPARATION UNDER THE
ATTRITION SYSTEM
Any personnel who is dismissed from the PNP
pursuant to different ways mentioned shall be retired if
he or she has rendered at least twenty (20) years of
service and separated if he or she has rendered less
than twenty (20) years of service, unless the personnel
is disqualified by law to receive such benefits.
RED NOTES 2022
RETIREMENT
- the separation of the police personnel from the
service by reason of reaching the age of retirement
provided by law, or upon completion of certain number
of years in active service. A PNP uniformed personnel
shall retire to the next higher rank for purposes of
retirement pay.
KINDS OF RETIREMENT
a) Compulsory– for officer and non-officer, upon the
attainment of age Fifty-Six (56). Provided, in case of
any officer with the rank of Police Brigadier General,
Police Major General or Police Lieutenant General, the
Commission may allow his retention in the service for an
unextendible period of one (1) year.
b) Optional – upon accumulation of at least Twenty
(20) years of satisfactory active service.
RETIREMENT BENEFITS
Monthly retirement pay shall be FIFTY PERCENT
(50%) of the base pay in case of twenty years of active
service, increasing by TWO AND ONE-HALF
PERCENT (2.5%) for every year of active service
rendered beyond twenty years.
CREATION OF WOMEN’S DESK
- provided under RA 8551
- women’s desk in all police stations shall administer and
attend to cases involving crimes against chastity, sexual
harassment, abuses committed against women and
children and other similar offenses.
- the PNP shall reserve TEN PERCENT (10%) of its
annual recruitment, training and education quota for
women.
- policewomen shall enjoy the same opportunities in
terms of assignment, promotion and other benefits and
privileges extended to all police officers.
POWERS OF LOCAL GOVERNMENT OFFICIALS
OVER THE PNP UNITS
- Governors and Mayors are deputized as
representatives of the NAPOLCOM in their respective
territorial jurisdiction.
a) Provincial Governor
- power to choose the PNP Provincial Director
from a list of 3 eligible candidates recommended by
the PNP Regional Director.
- oversee the implementation of the provincial
public safety plan.
b) City and Municipal Mayors
- have the power to choose his CHIEF OF
POLICE from a list of five (5) eligible candidates
recommended by the provincial police director.
- he has the authority to recommend to the provincial
director the transfer, reassignment or detail of PNP
members outside of their respective city or town.
- authority to recommend from a list of eligible
candidates, the appointment of new members of the
PNP to be assigned in respective cities.
– exercise operational supervision and control over PNP
units in their jurisdiction, except during 30 days
immediately preceding and 30 days following any
national, local and barangay elections.
- During the election period, local police forces shall be
under the supervision and control of the COMELEC.
Operational Supervision and Control
- means the power to direct, supervise, and oversee the
day-to-day functions of police investigation of crime,
crime prevention activities and traffic control.
- shall also include the power to direct the employment
and deployment of units or elements of the PNP,
through the station commander to ensure public safety
and effective maintenance of peace and order within the
locality.
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Employment - refers to utilization of units or elements
of the PNP for purposes of protection of lives and
properties, enforcement of laws, maintenance of peace
and order, prevention of crimes, arrest of criminal
offenders and bringing the offenders to justice and
ensuring public safety, particularly in the suppression of
disorders, riots, lawlessness, violence, rebellious and
seditious conspiracy, insurgency, subversion or other
related activities.
Deployment - shall mean the orderly and organized
physical movement of elements or units of the PNP
within the province, city or municipality for purposes of
employment
SUSPENSION OR WITHDRAWAL OF DEPUTATION
- Unless reversed by the President, the NAPOLCOM may,
after consultation with the provincial governor and
congressman concerned, suspend or withdraw the
deputation of any local executives on any of the
following grounds:
1.Frequent unauthorized absences;
2.Abuse of authority;
3.Providing material support to
criminal elements; or
4.Engaging in acts inimical to national security or
which negate the effectiveness of the peace and order
campaign.
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 – conducted by the
head of subordinate units on a regular basis.
2. Staff Inspection – conducted by the staff for
and in behalf of the Chief PNP or superior officers in
command of various units or departments.
Nature of Police Inspection
1. Internal Affairs – inspection on internal affairs
embraces administration, training, operation,
intelligence, investigation, morale and discipline as well
as the financial condition of the police organization.
2. External Affairs – it embraces the community
relationship of the organization, the crime and vice
situation of the locality, and the prevailing public opinion
concerning the integrity and reputation of the
personnel.
Authority to Inspect
In the PNP, the following have 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
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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.
ADMINISTRATIVE DISCIPLINARY MACHINERIES
Citizen Complaints -pertains to any complaint
initiated by a private citizen or his duly authorized
representative on account of an injury, damage or
disturbance sustained due to an irregular or illegal act
committed by a member of the PNP
DISCIPLINARY AUTHORITIES:
1)CHIEF OF POLICE - where the offense is punishable
by withholding of privileges, restriction to specified
limits, suspension or forfeiture of salary, or any
combination thereof, for a period not exceeding
fifteen (15) days
2) CITY/MUNICIPAL MAYORS - where the offense
is punishable by withholding of privileges, restriction to
specified limits, suspension or forfeiture of salary, or any
combination thereof, for a period not less than
Sixteen (16) but not exceeding Thirty (30) Days.
3) PEOPLE’S LAW ENFORCEMENT BOARD (PLEB)
-where the offense is punishable by withholding of
privileges, restriction to specified limits, suspension or
forfeiture of salary, or any combination thereof, for a
period exceeding Thirty (30) Days or by
Dismissal.
INTERNAL DISCIPLINE – On dealing with minor
offense involving internal discipline found to have
committed by any PNP members, the duly designated
supervisors shall, after due notice and hearings exercise
disciplinary powers as follows:
1)CHIEF OF POLICE - may impose the administrative
punishment of admonition or reprimand; restriction to
specified limits; withholding of privileges; forfeiture of
salary or suspension; or any combination of the
foregoing for a period not exceeding Fifteen (15)
Days.
2)PROVINCIAL DIRECTORS - may impose the
administrative punishment of admonition or reprimand;
restriction to specified limits; withholding of privileges;
forfeiture of salary or suspension; or any combination of
the foregoing for a period not exceeding Thirty
(30) Days.
3)REGIONAL DIRECTORS - may impose the
administrative punishment of admonition or reprimand;
restriction to specified limits; withholding of privileges;
forfeiture of salary or suspension; demotion; or any
combination of the foregoing for a period not
exceeding Sixty (60) Days.
4)CHIEF OF THE PNP - shall have the power to
impose the disciplinary punishment of dismissal from
the service; suspension or forfeiture of salary;
demotion; or any combination of the foregoing for a
period not exceeding One Hundred Eighty (180)
Days.
MINOR OFFENSE - shall refer to an act or omission
not involving moral turpitude but affecting the internal
discipline of the PNP, and shall include but not be limited
to:
-simple misconduct or negligence
-insubordination
-frequent absences or tardiness
-habitual drunkenness
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 -gambling prohibited by law
INTERNAL AFFAIRS SERVICE (IAS) -created by RA
8551
POWERS AND FUNCTIONS OF THE IAS:
- pro-actively conduct inspections and audits on PNP
personnel and units;
- investigate complaints and gather evidence in support
of an open investigation;
-conduct summary hearings on PNP members facing
administrative charges;
-submit a periodic report on the assessment, analysis,
and evaluation of the character and behavior of PNP
personnel and units to the Chief PNP and the
Commission;
-file appropriate criminal cases against PNP members
before the court as evidence warrants and assists in the
prosecution of the case;
-provide assistance to the Office of the Ombudsman in
cases involving the personnel of the PNP;
The IAS shall also conduct, motu proprio
(on its own initiative), automatic investigation of
the following cases:
-incidents where police personnel discharge a firearm;
-incidents where death, serious physical injury, or any
violation of human rights occurred in the conduct of a
police operation;
-incidents where evidence was compromised, tampered
with, obliterated, or lost while in the custody of police
personnel;
-incidents where a suspect in the custody of the police
was seriously injured; and
-incidents where the established rules of engagement
have been violated.
ORGANIZATION OF IAS
-headed by the INSPECTOR GENERAL who is a
CIVILIAN and appointed by the President upon the
recommendation of the Director General (Chief, PNP)
-the Inspector General shall be assisted by a Deputy
Inspector General
-there shall be national, regional and provincial offices
-the national office shall be headed by the Inspector
General, the regional offices by a Director, and the
provincial offices by a Superintendent
ENTRY QUALIFICATIONS TO IAS
-entry shall be voluntary
-PNP personnel with at least five (5) years’ experience
in law enforcement
-with no derogatory service record
-members of the bar may enter the service laterally
POLICE DISCIPLINARY MECHANISM
Aside from higher police management levels
that can impose disciplinary actions against
subordinates, the following also serve as disciplinary
mechanisms in the police service:
Administrative Disciplinary Powers of the
Local Chief Executive (LCE) - The City and Municipal
Mayors shall have the power to impose, after due notice
and summary hearings, disciplinary penalties for minor
offenses committed by members of the PNP assigned in
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
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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 offenses 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;
2. Irregularities in the performance of duty
– it is the improper performance of some act which
might lawfully be done.
3. Misconduct or Malfeasance – it is the
doing, either through ignorance, inattention or malice,
of that which the officer had no legal right to do at all,
as where he acts without any authority whatsoever, or
exceeds, ignores or abuses his powers.
4. Incompetency – it is the manifest lack of
adequate ability and fitness for the satisfactory
performance of police duties. This has reference to any
physical, moral or intellectual quality the lack of which
substantially incapacitates one to perform the duties of
a peace officer.
5. Oppression – it imports an act of cruelty,
severity, unlawful exaction, domination, or excessive
use of authority. The exercise of the unlawful powers or
other means, in depriving an individual of his liberty or
property against his will, is generally an act of
oppression.
6. Dishonesty – it is the concealment or
distortion of truth in a matter of fact relevant to one’s
office, or connected with the performance of his duties.
7. Disloyalty to the Government – it consists
of abandonment or renunciation of one’s loyalty to the
Government of the Philippines, or advocating to
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.
PEOPLE’S LAW ENFORCEMENT BOARD (PLEB)
- a body created pursuant to RA 6975.
- one of the disciplinary authorities of the PNP
authorized to handle and investigate citizen’s complaint.
-the central receiving entity for any citizen’s complaint
against the PNP members
- shall be created by the Sangguniang
Panlungsod/Pambayan in every city and municipality as
may be necessary.
-there shall be at least one (1) PLEB for every five
hundred (500) city or municipal police personnel.
- membership in the PLEB is a civic duty.
COMPOSITION OF PLEB
composed of five (5) members who shall be as
follows:
-any member of the Sangguniang
Panlungsod/Pambayan.
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-any barangay chairman of the locality
concerned.
-three other members to be chosen by the local
peace and order council from among the
members of the community.
-for the three other members, the following
conditions must be met:
-one must be a woman
-one must be a lawyer, or a college graduate,
or the principal of an elementary school in the locality
-the CHAIRMAN of the PLEB shall be elected from
among its members
-the term of office of the members of the PLEB is
THREE (3) YEARS
DISCIPLINARY APPELLATE BOARDS
-formal administrative disciplinary appellate machinery
of the National Police Commission.
-tasked to hear cases on appeal from the different
disciplinary authorities in the PNP
COMPOSED OF THE FOLLOWING:
National Appellate Board
-shall decide cases on appeal from decisions rendered
by the PNP Chief and the National Internal Affairs
Service
-shall be composed of the four (4) regular
commissioners and shall be chaired by the executive
officer
REGIONAL APPELLATE BOARD
-shall decide cases on appeal from decisions rendered
by the Regional Director, Provincial Director, Chief of
Police, the city or municipal mayor and the PLEB
-there shall be at least one (1) Regional Appellate Board
per administrative region
ADMINISTRATIVE PENALTIES
1. Withholding of privileges
2. Restriction to specified limits
3. Restrictive custody
4. Forfeiture of salary
5. Suspension
6. Any combination of the penalties above (1 to
5)
7. One (1) rank demotion
8. Dismissal from the service
POLICE OPERATIONAL PLANNING
What is a Plan?
A plan is an organize schedule or sequence by
methodical activities intended to attain a goal and
objectives for the accomplishments of mission or
assignment. It is a method or way of doing something
in order to attain objectives. Plan provides answer to
5W’s and 1 H.
What is Planning?
Planning is a management function concerned
with visualizing future situations, making estimates
concerning them, identifying issues, needs and potential
danger points, analyzing and evaluating the alternative
ways and means for reaching desired goals according to
a certain schedule, estimating the necessary funds and
resources to do the work, and initiating action in time to
prepare what may be needed to cope with the changing
conditions and contingent events.
It 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
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problems, the analysis of strategy and the correlation of
strategy to detail.
• The conceptual idea of doing something to
attain a goal or objective.
What is Police Planning?
Police Planning is an attempt by police
administrators in trying to allocate anticipated resources
to meet anticipated service demands. It is the
systematic and orderly determination of facts and
events as basis for policy formulation and decision
affecting law enforcement management.
What is Operational Planning?
Operational Planning is the use of a rational
design or pattern for all departmental undertakings
rather than relying on chance in an operational
environment. It is the preparation and development of
procedures and techniques in accomplishing of each of
the primary tasks and functions of an organization.
What is Police Operational Planning?
Police Operational Planning is the act of
determining policies and guidelines for police activities
and operations and providing controls and safeguards
for such activities and operations in the department. It
may also be the process of formulating coordinated
sequence of methodical activities and allocation of
resources to the line units of the police organization for
the attainment of the mandated objectives or goals.
Objectives are specific commitments to achieve
a measurable result within a specific period of time.
Goals are general statements 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 these 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-range
in nature. The reasons for Strategic Planning are:
1. VISION - A vision of what a police department
should be.
2. LONG-RANGE THINKING - Keeping in mind
that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK
What is the Strategic Planning process?
• TASK 1 - Develop Mission and Objectives
• TASK 2 - Diagnose Environmental
Threats and Opportunities
15
• TASK 3 - Assess Organizational Strengths be understood as a method of operationalizing
and Weaknesses the word planning. There are basically five major
• TASK 4 - Generate Alternative Strategies approaches to planning which are:
• TASK 5 - Develop Strategic Plan 1. Synoptic Approach
• TASK 6 - Develop Tactical Plan 2. Incremental Approach
• TASK 7 - Assess Results of Strategic and 3. Transactive Approach
Tactical Plan 4. Advocacy Approach
• TASK 8 - Repeat Planning Process 5. Radical Approach

In the process, the police administrator can use What is Synoptic Planning?
the potent tool of alternatives. Alternatives (options)
are means by which goals and objectives can be Synoptic planning or the rational
attained. They may be policies, strategies or specific comprehensive approach is the dominant tradition in
actions aimed at eliminating a problem. Alternatives do planning. It is also the point of departure for most other
not have to be substitutes for one another or should planning approaches.
perform the same function. For example, our goal is to This model is based on a problem-oriented
“improve officer-survival skills.” The plan is to train the approach to planning especially appropriate for police
officers on militaristic and combat shooting. The agencies. It relies heavily on the problem identification
alternatives could be: and analysis of the planning process. It can assist police
Alternative 1 - modify police vehicles administrators in formulating goals and priorities in
Alternative 2 - issuing bulletproof vests terms that are focused on specific problems and
Alternative 3 - utilizing computer assisted dispatch solutions that often confront law enforcement.
system
Alternative 4 - increasing first-line supervision, etc. Steps in Synoptic Planning
1. Prepare for Planning - The task of planning
What are the Objectives of Police Planning? should be detailed in a work chart that specifies
1. To increase the chances of success by focusing (a) what events and actions are necessary, (b)
on results and not so much on the objectives. when they must take place, (c) who is to be
2. To force analytical thinking and evaluation of involved in each action and for how long, and (d)
alternatives for better decisions. how the various actions will interlock with one
3. To establish a framework for decision making another.
consistent with the goal of the organization. 2. Describe the present situation - Planning
4. To orient people to action instead of reaction. must have a mean for evaluation. Without an
5. To modify the day-to-day style of operation to accurate beginning database there is no
future management. reference point on which to formulate success or
6. To provide decision making with flexibility. failure.
7. To provide basis for measuring original 3. Develop projections and consider alternative
accomplishments or individual performance. future states - Projections should be written with
an attempt to link the current situation with the
What can be expected in planning? future, keeping in mind the desirable outcomes.
1. Improve analysis of problems It is important for the police executive to project
2. Provide better information for decision- the current situations into the future to
making determine possible, probable and desirable
3. Help to clarify goals, objectives, future states while considering the social,
priorities legislative, and political trends existing in the
4. Result is more effective allocation of community.
resources 4. Identify and analyze problems - The
5. Improve inter and intradepartmental discovery of the problems assumes that a system
cooperation and coordination to monitor and evaluate the current arena is
6. Improve the performance of programs already in place. Closely related to the detection
7. Give the police department a clear sense and identification of issues is the ability of the
of direction police to define the nature of the problem, that is
8. Provide the opportunity for greater to able to describe the magnitude, cause,
public support duration, and the expense of the issues at hand.
A complete understanding of the problem leads
What are the characteristics of a good police plan? to the development of the means to deal with the
1. With clearly defined Objectives or Goals issues.
2. Simplicity, Directness and Clarity 5. Set goals - Making choices about goals is
3. Flexibility one of the most important aspects of planning. It
4. Possibility of Attainment makes no sense to establish a goal that does not
5. Must provide Standards of Operation address a specific problem. Remembering that
6. Economy in terms of Resources needed for the police departments are problem oriented,
implementation choices about goals and objectives should adhere
to the synoptic model.
What are the guidelines in Planning? The five (5) W’s 6. Identify alternative course of action – As
and one (1) H stated earlier, alternatives are means by which
1. What to do – mission/objective goals and objectives can be attained. These are
2. Why to do – reason/philosophy options or possible things to be done in case the
3. When to do – date/time main or original plan is not applicable.
4. Where to do – place 7. Select preferred alternatives – there are
5. Who will do – people involve techniques to select alternative like:
6. How to do – strategy • Strategic Analysis – this includes the
study on the courses of actions; suitability
What are the approaches in Police Planning? studies; feasibility studies; acceptability studies;
A variety of approaches are employed in and judgment.
the planning processes. Each is unique and can

RED NOTES 2022 16

• 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-want Analysis – This method of
selecting a preferred course of action combines
the strengths of both strategic and cost
effectiveness analysis. Its 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 may be more important how an
alternative is introduced to a police department
than what actually is.
9. Monitor and evaluate progress - Evaluation
requires comparing what actually happened with
what was planned for and this may not be a
simple undertaking. Feedback must be obtained
concerning the results of the planning cycle, the
efficiency of the implementation process, and the
effectiveness of new procedures, projects or
programs. This is an important step of synoptic
planning, trying to figure out what, if anything
happened as a result of implementing a selected
alternative.
10. Summation of the synoptic planning approach
– This can be done by making a summary of the
presentation, could be tabular or other forms of
presentation.
11. Repeat the Planning Process – repetition of
the process of planning enables the planner to
thresh out possible flaws in the plan.
What is Incremental Planning?
Incrementalism concludes that long range and
comprehensive planning are not only too
difficult, but inherently bad. The problems are
seen as too difficult when they are grouped
together and easier to solve when they are taken
one at a time and broken down into gradual
adjustments over time.
What is Transactive Planning?
Transactive planning is carried out in
face-to-face interaction with the people who are
to be affected by the plan and not to an
anonymous target community of beneficiaries.
Techniques include field surveys and
interpersonal dialogue marked by a process of
mutual learning.
What is Advocacy Planning?
Beneficial aspects of this approach
include a greater sensitivity to the unintended
and negative side effects of plans.
What is Radical Planning?
The first mainstream involves collective
actions to achieve concrete results in the
immediate future. The second mainstream is
critical of large-scale social processes and how
they permeate the character of social and
economic life at all levels, which, in turn,
determine the structure and evolution of social
problems.
CONSIDERATIONS IN POLICE PLANNING
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a. Primary Doctrines
• Fundamental Doctrines – These are the
basic principles in planning, organization and
management of the PNP in support of the overall
pursuits of the PNP Vision, Mission and strategic
action plan of the attainment of the national
objectives.
• Operational Doctrines – These are the
principles and rules governing the planning,
organization and direction and employment of
the PNP forces in the accomplishment of basic
security operational mission in the maintenance
of peace and order, crime prevention and
suppression, internal security and public safety
operation.
• Functional Doctrines – These provide
guidance for specialized activities of the PNP in
the broad field of interest such as personnel,
intelligence, operations, logistics, planning, etc.
b. Secondary Doctrines
• Complimentary Doctrines – Formulated
jointly by two or more bureaus in order to effect
a certain operation with regard to public safety
and peace and order. These essentially involve
the participation of the other bureaus of the
Bureau of Jail Management and Penology
(BJMP), Bureau of Fire Protection (BFP),
Philippine Public Safety College (PPSC), National
Bureau of Investigation (NBI) and other law
enforcement agencies.
• Ethical Doctrines – These define the
fundamental principles governing the rules of
conduct, attitude, behavior and ethical norm of
the PNP.
c. The Principles of Police Organization
The principles of organization are presented
in chapter three. These principles are considered
in police planning in order not to violate them but
rather for the effective and efficient development
of police plans.
d. The Four (4) Primal Conditions of the Police
Organization
• Authority – The right to exercise, to
decide, and to command by virtue of rank and
position.
• Doctrine – It provides for the
organization’s 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 determines 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,
17
and GLORIA (These are discussed on the latter part of
this Chapter).
2. Intermediate or Medium Range Planning
– It relates to plans, which determine quantity and
quality efforts and accomplishments. It refers to the
process of determining the contribution on efforts that
can make or provide with allocated resources.
Example: 6 Masters Plans:
• Master Plan Sandigan-Milenyo
(Anti-Crime Master Plan)
• Master Plan Sandugo (Support to
Internal Security Operations Master Plan)
• Master Plan Banat (Anti-Illegal
Drugs Master Plan)
• Master Plan Sang-Ingat (Security
Operations Master Plan)
• Master Plan Saklolo (Disaster
Management Master Plan)
• Sangyaman (protection and
Preservation of Environment, Cultural Properties, and
Natural Resources Master Plan)
3. Operational or Short-Range Planning -
Refers to the production of plans, which determine the
schedule of special activity and are applicable from one
week or less than a year duration. Plan that addresses
immediate needs which are specific and how it can be
accomplished on time with available allocated
resources.
Examples of OPLANS:
• Oplan Jumbo – Aviation Security Group
Strategic Plan against terrorist attacks
• Oplan Salikop – Criminal Investigation and
Detection Group (CIDG) Strategic Plan against
Organized Crime Groups
• The TMG through its "OPLAN DISIPLINA" that
resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to
vehicles, and rendering various forms of motorists’
assistance.
• OPLAN BANTAY DALAMPASIGAN that sets
forth the operational guidelines on the heightened
security measures and sea borne security patrols.
TYPES OF PLANS in general
1. Reactive Plans are developed as a result of
crisis. A particular problem may occur for which
the department has no plan and must quickly
develop one, sometimes without careful
preparation.
2. Proactive Plans are developed in
anticipation of problems. Although not all police
problems are predictable, many are, and it is
possible for a police department to prepare a
response in advance.
3. Visionary Plans are essential statements
that identify the role of the police in the
community and a future condition or state to
which the department can aspire. A vision may
also include a statement of values to be used to
guide the decision-making process in the
department.
4. Strategic Plans are designed to meet the
long-range, overall goals of the organization.
Such plans allow the department to adapt to
anticipated changes or develop a new philosophy
or model of policing (e.g., community policing).
One of the most important aspects of strategic
planning is to focus on external environmental
factors that affect the goals and objectives of the
department and how they will be achieved.
Important environmental factors include
personnel needs, population trends,
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technological innovations, business trends and
demand, crime problems, and community
attitudes.
5. Operational Plans (OPLANS) are designed to
meet the specific tasks required to implement
strategic plans. There are four types of
operational plan:
a. Standing Plans provide the basic
framework for responding to organizational
problems. The organizational vision and values,
strategic statement, policies, procedures, and
rules and regulations are examples of standing
plans. Standing plans also include guidelines for
responding to different types of incidents; for
example, a civil disturbance, hostage situation,
crime in progress, and felony car stops.
b. Functional Plans include the framework for
the operation of the major functional units in the
organization, such as patrol and investigations.
It also includes the design of the structure, how
different functions and units are to relate and
coordinate activities, and how resources are to
be allocated.
c. Operational-efficiency, effectiveness, and
productivity plans are essentially the measures or
comparisons to be used to assess police activities
and behavior (outputs) and results (outcomes).
If one of the goals of the police department is to
reduce the crime rate, any change that occurs
can be compared to past crime rates in the same
community or crime in other communities, a
state, or the nation. If the crime rates were
reduced while holding or reducing costs, it would
reflect an improvement not only in effectiveness
but also in departmental productivity.
d. Time-specific Plans are concerned with a
specific purpose and conclude when an objective is
accomplished or a problem is solved. Specific police
programs or projects such as drug crackdown, crime
prevention program, and neighborhood clean-up
campaign are good examples of time-specific plans.
KINDS OF POLICE PLANS
1. Policy and Procedural Plans – to properly
achieve the administrative planning responsibility within
the unit, the Commander shall develop unit plans
relating to policies or procedure, tactics, operations,
extra-office activities and management.
Further, standard-operating procedures shall be
planned to guide members in routine and field
operations and in some special operations in accordance
with the following procedures:
a. Field Procedure – Procedures intended to be
used in all situations of all kinds shall be outlined as a
guide to officers and men in the field. Examples of these
procedures are those related to reporting, to
dispatching, to raids, arrest, stopping suspicious
persons, receiving complaints, touring beats, and
investigation of crimes. The use of physical force and
clubs, restraining devices, firearms, tear gas and the like
shall, in dealing with groups or individuals, shall also be
outlined.
b. Headquarters Procedures – Included in
these procedures are the duties of the dispatcher, jailer,
matron, and other personnel concerned which may be
reflected in the duty manual. Procedures that involve
coordinated action on activity of several offices,
however, shall be established separately as in the case
of using telephone for local or long-distance calls, the
radio teletype, and other similar devices.
c. Special Operation Procedures – Certain
special operations also necessitate the preparation of
procedures as guides. Included are the operation of the
special unit charged with the searching and preservation
of physical evidence at the crime scenes and accidents,
the control of licenses, dissemination of information
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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
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. Assignment
schedules shall be prepared that integrate such factors
as relief days, lunch periods, hours, nature, and location
of regular work. Plans shall assure suitable supervision,
which become difficult when the regular assignment is
integrated to deal with this short time periodic needs.
Meeting unusual needs – The unusual need
may arise in any field of police activity and is nearly
always met in the detective, vice, and juvenile divisions
by temporary readjustment of regular assignment.
4. Extra-office Plans – The active interest and
the participation of individual citizen is so vital to the
success of the PNP programs that the PNP shall
continuously seek to motivate, promote, and maintain
an active public concern in its affairs. These are plans
made to organize the community to assist in the
accomplishment of objectives in the fields of traffic
control, organized crime, and juvenile delinquency
prevention. The organizations may be called safety
councils for crime commissions and community councils
for the delinquency prevention. They shall assist in
coordinating community effort, in promoting public
support, and in combating organized crime.
Organization and operating plans for civil defense shall
also be prepared or used in case of emergency or war
in coordination with the office of the Civil Defense.
5. Management Plans – Plans of management
shall map out in advance all operations involved in the
organization management of personnel and material
and in the procurement and disbursement of money,
such as the following:
a. Budget Planning – Present and future money
needs for personnel, equipment, and capital
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investments must be estimated. Plans for supporting
budget request must be made if needed appropriations
are to be obtained.
b. Accounting Procedures – Procedures shall
be established and expenditure reports be provided to
assist in making administrative decisions and in holding
expenditures within the appropriations.
c. Specifications and Purchasing
Procedures – Specifications shall be drawn for
equipment and supplies. Purchasing procedures shall
likewise be established to insure the checking of
deliveries against specifications of orders. Plans and
specifications shall be drafted for new building and for
remodeling old ones.
d. Personnel – Procedures shall be established
to assure the carrying out of personnel programs and
the allocation of personnel among the component
organizational units in proportions need.
e. Organization – A basic organizational plan of
the command/unit shall be made and be posted for the
guidance of the force. For the organization to be
meaningful, it shall be accompanied by the duty manual
which shall define relationships between the component
units in terms of specific responsibilities. The duty
manual incorporates rules and regulations and shall
contain the following: definition of terms, organization
of rank, and the like, provided the same shall not be in
conflict with this manual.
FIELD OPERATIONS: How planning affects them?
Field Operations shall be directed by the police
commander and the subordinate commanders and the
same shall be aimed at the accomplishment of the
following primary tasks more effectively and
economically:
Patrol – The patrol force shall accomplish the
primary responsibility of safeguarding the community
through the protection of persons and property, the
preservation of the peace, the prevention of crime, the
suppression of criminal activities, the apprehension of
criminals, the enforcement of laws and ordinances and
regulations of conduct, and performing necessary
service and inspections.
Investigation – The basic purpose of the
investigation division unit shall be to investigate certain
designated crimes and clear them by the recovery of
stolen property and the arrest and conviction of the
perpetrators. To this end, the investigation division shall
supervise the investigation made by patrolman and
undertake additional investigation as may be necessary
of all felonies.
Traffic Patrol – Police control of streets or
highways, vehicles, and people shall facilitate the safe
and rapid movement of vehicles and pedestrians. To this
end, the inconvenience, dangers and economic losses
that arise from this moment, congestion, delays,
stopping and parking of vehicles must be lessened.
Control of traffic shall be accomplished in three (3)
ways:
▪ Causes of accidents and congestion shall
be discovered, facts gathered and analyzed for this
purpose;
▪ Causes shall be remedied, charges shall be
made in physical condition that create hazards, and
legislation shall be enacted to regulated drivers and
pedestrians; and
▪ The public shall be educated in the
provisions of traffic and ordinances. Motorists and
pedestrians shall be trained in satisfactory movement
habits, and compliance with 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
19
offenses as they shall do to any violation, and to exert
efforts to eliminate them, as their attempt to eliminate
robbery, theft, and public disturbance. Control of vice,
shall be based on law rather than on moral precepts,
and intensive operations shall be directed toward their
elimination. A primary interest in vice control results
from the close coordination between vice and criminal
activities. Constant raids of known vice dens shall be
undertaken.
Juvenile Delinquency Control – Effective
crime control necessitates preventing the development
of individuals as criminals. The police commander shall
recognize a need for preventing crime or correcting
conditions that induce criminality and by rehabilitating
the delinquent.
STANDARD OPERATING PROCEDURES (SOPs)
Standard Operating Procedures or SOPs are
products of police operational planning adopted by the
police organization to guide the police officers in the
conduct of their duties and functions, especially during
field operations.
The following are Police Security Service
Package of the PNP with the following standard
operating procedures and guidelines:
1. SOP #01 – POLICE BEAT PATROL
PROCEDURES - This SOP prescribes the basic
procedures to be observed by all PNP Units and mobile
patrol elements in the conduct of visibility patrols.
2. SOP #02 – BANTAY KALYE - This SOP
prescribes the deployment of 85% of the PNP in the field
to increase police visibility and intensifies anti-crime
campaign nationwide.
3. SOP #03 – SIYASAT - This SOP prescribes the
guidelines in the conduct of inspections to ensure police
visibility.
4. SOP #4 – REACT 166 - REACT 166 was
launched in 1992 as the people’s direct link to the police
to receive public calls for assistance and complaints for
prompt action by police authorities. This SOP prescribes
the procedures in detail of Duty Officers, Telephone
Operators and Radio Operators for REACT 166; and
their term of duty and responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With
the creation of the Presidential Anti-Organization Crime
Task Force (PAOCTF), the PNP is now in support role in
campaign against kidnapping in terms of personnel
requirements. SOP #5 sets forth the PNP’s guidelines in
its fight against kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP
prescribes the conduct of an all-out and sustained anti-
carnapping campaign to stop/minimize carnapping
activities, neutralize syndicated carnapping groups,
identify/prosecute government personnel involved in
carnapping activities, and to effectively address other
criminal activities related to car napping.
7. SOP #7 – ANTI-TERRORISM - This prescribes
the operational guidelines in the conduct of operations
against terrorists and other lawless elements involved in
terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY
ACTION COMMITTEE (ANTI-BANK ROBBERY) - This
SOP provides overall planning, integration, orchestration
or coordination, and monitoring of all efforts to ensure
the successful implementation.
9. SOP #9 – ANTI-HIJACKING/HIGHWAY
ROBBERY - This SOP sets forth the guidelines and
concepts of operations to be observed in the conduct of
anti-highway robbery/hold-up/hijacking operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE
- This SOP sets forth the concept of operations and tasks
of all concerned units in the campaign against Partisan
Armed Groups and loose fire.
11. SOP # 11 – MANHUNT BRAVO
(NEUTRALIZATION OF WANTED PERSONS) - This SOP
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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. PD 1602
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. RA 9775
17. SOP #17 – GUIDELINES IN THE CONDUCT OF
ARREST, SEARCH, AND SEIZURE -This SOP prescribes
the procedures and manner of conducting an arrest,
raid, search and/or search of person, search of any
premises and the seizure of properties pursuant to the
1987 Philippine Constitution, Rules of Court, as
amended and updated decision of the Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF
SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING PD 330
20. SOP #20 – ANTI-ILLEGAL FISHING RA 10654
21. SOP #21 – ANTI-ILLEGAL DRUGS
RA 9165
DISASTER AND EMERGENCY PLANNING
Emergency and disaster planning is one of the most
important interrelated functions 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.
20
Understanding Disaster
A DISASTER is a sudden, unforeseen,
extraordinary occurrence. It can be considered as an
EMERGENCY but an emergency may not always be a
disaster. An EMERGENCY falls into 2 broad categories:
Disaster
(Natural Crisis)
floods, earthquake, famine, typhoon, diseases,
volcanic eruption, crashes, industrial accident,
fires, landslide, avalanches, tsunamis, etc.
Induced
Catastrophe
(Man-made Crisis)
arson, bombing, kidnapping, robbery, hostage-
taking, skyjacking, assassination, ambush, and
other acts terrorism
Commonalities:
▪ Deciding Policy
▪ Assessing Threat
▪ Identifying Resources
▪ Selecting crisis team personnel
▪ Locating crisis management center
▪ Equipping the crisis center
▪ Testing contingency plans and emergency
procedures
▪ Dealing with the media
▪ Dealing with victims and their families
▪ Dealing with other affected person (such
as employees)
▪ Getting the organization’s normal work
done
▪ Returning to normal after the crisis
Plan Checklist
✓ Identify the type of crisis/disaster/induced
catastrophe
✓ Identify which operation, facility, personnel at
risk
✓ Prioritize accordingly
✓ Determine effects of emergencies in the
operation
✓ Identify broad categories that must be
addressed in your contingency planning
✓ Review existing emergency plans to identify
gaps
✓ Consider the environment with in which your
emergency plans will be implemented.
Assessing the Risk
Pro-crisis Actions - “The planning process
begins with an understanding of the situation and
recognition that a number of policy decisions must be
made before the actual planning can begin.”; “Many
emergencies can be prevented completely with
adequate thought and action. Others can be anticipated
– often by doing nothing but mere common sense.
REMEMBER! It was not raining when NOAH build the
ark.”
Checklist for a Disaster Action Plan
✓ Identify the type of disaster occurred in the
area
✓ Identify those that could affect your operation
in the area
✓ Determine which scenarios are plausible
✓ Survey your physical facilities and operating
procedures to determine preparedness
✓ Survey surrounding area to determine if there
are operations or facilities near which might create
emergencies
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✓ Establish a liaison with law enforcement
agencies and emergency response groups
✓ Know where to get help, how to get help, and
what help you can expect
✓ Know who currently has authority to make key
decisions with in your organization and who control
access to decision makers in an emergency
✓ Review emergency procedures, its
completeness and accuracy
Phases in Emergency/Disaster Planning
Phase I - Assessment of the Situation
This will be a research in depth by a
knowledgeable and specially trained group on the
vulnerabilities as well as the resources available for the
disaster plan. Surveys and Inspection may be conducted
Phase II – Writing the Plan
The plan will have to be written based on the
findings in phase I. The plan can be code title.
Management will just call for the name of the plan.
Phase III – Testing the Plan
Dry runs of the emergency plan is a part of the
entire process of planning to determine plan reliability
and to identify deficiencies and make neceassry
corrections or adjustments.
Phase IV – Critique the Plan
This involves the analysis of feedbacks. The
unworkable procedures should be noted and finally
corrected.
Checklist for Reviewing Policies, Procedures, and
Plans
✓ Compile and review your organization’s policies
on various contingencies before establishing your plans
✓ Ensure that these policies are known
throughout the organization and that they are included
in your emergency manuals
✓ Ensure that your procedures and plans are
consistent with your organization’s established policies
and goals
✓ Identify appropriate outside consultants and
other sources of assistance in developing and
implementing your plans and procedures
✓ Ensure that appropriate personnel have any
security clearances or background cheks which might be
required
✓ Establish a viable record-keeping system and
procedures to ensure they are followed
Organizing Disaster Management Team
Disaster Team Leadership
Disaster team leadership is vested in one person, who
should designate an alternate capable of acting
independently in his or her absence. One of the team
leader’s primary tasks is to ensure that control is
maintained over the team’s activities, information flow,
and the implementation of decisions and organizational
policies. For this reason, the team leader should be a
person who has demonstrated ability to function under
pressure, must have sufficient authority to make on the
spot decisions within the framework of overall
organization’s policy, access to decision makers when
required, and the ability to recognize which decisions to
make independently and which to refer to upper
management.
Disaster Action Team Members
Depending on the size of the organization and
the number of people available, the following team
members may be considered:
✓ Team leader/ Alternate
✓ Executive Assistance
✓ Public Affairs
✓ Liaison Officers
✓ (for family/victim/government/International)
✓ Administrative Support
✓ Communications Specialist
✓ Legal Specialist
21
✓ Medical and Relief Operations Officer
✓ Financial Specialist
Each disaster team member must be oriented and
trained on their respective role and the functional
requirements for disaster management.
Disaster Action Team Duties
On Pre-event
✓ Supervise the formulation of policies
✓ Ensure the development of procedures
✓ Participate in preparing plans
✓ Oversee and participate in exercise of plans
✓ Select crisis management/disaster center
✓ Participate in personnel training
✓ Review preparation of materials
✓ Delegate authority
✓ Brief personnel
✓ Ensure the assembly of supplies
✓ Ensure preparation of rest, food, medical areas
During the Event
✓ Establish shift schedules immediately
✓ Delegate tasks
✓ Focus on underlying problem
✓ Maintain control
✓ Follow organizational policies
✓ Use prepared procedures
✓ Innovate as needed
✓ Ensure that information is shared with the
entire team
✓ Review all press release and public statements
✓ Double check or confirm informations if
possible
✓ Aid victim and their families
✓ Try to anticipate future consequences
✓ Control stress of team members
✓ Ensure log maintenance
On Post Event (After the Incident)
✓ Evaluate effectiveness of plans
✓ Evaluate adequacy of procedures
✓ Debrief personnel
✓ Evaluate equipment and training used
✓ Revise plans and procedures in the light of new
experience
✓ Reward personnel as appropriate
✓ Assist victims as appropriate
✓ Document events
✓ Prepare after-action reports
✓ Arrange an orderly transition to normal
conditions
✓ Retain archives
The chain of events during a disaster is simplified as
follows:
✓ Security receives initial report of emergency
✓ Security notifies Disaster Team Leader
✓ Team leader decides if immediate action is
required
✓ If action is required, he notifies the other team
members to convene at the crisis management center
✓ 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
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enterprise in a violent manner, to the terror of the
people.
Under the law, it is punishable for any organizer
or leader of any meeting attended by armed persons for
the purpose of committing any of the crimes punishable
under the Revised Penal Code, or any meeting in which
the audience is incited to the commission of the crimes
of treason, rebellion or insurrection, sedition or assault
upon a person in authority or his agents (Art. 146, RPC).
It is also punishable for any person who shall cause any
serious disturbance in a public place, office, or
establishment, or shall interrupt or disturb public
functions or gatherings or peaceful meetings (Art 153,
RPC).
Some Basic Definition of Terms:
Tumultuous – The disturbance or interruption
shall be deemed tumultuous if caused by more than
three persons who are armed or provided with means
of violence.
Outcry – The means to shout subversive or
proactive words tending to stir up the people to obtain
by means of force or violence.
Crowd – It consists of a body of individual
people with no organization, no single partnership. Each
individual’s behavior is fairly controlled and ruled by
reason. All the participants have been thrown by
circumstance into a crowd for some common purpose
that may give them at least one thing in common.
Mob – It takes on the semblance of
organization with some common motive for action, such
as revenge for a crime committed on the scene where
the crowd assembled, an aggravated fight, or a
confrontation with the police. At times like this, there is
already a strong feeling of togetherness (“we are one”
attitude).
Riot – It is a violent confusion in a crowd. Once
a mob started to become violent, it becomes a riot.
What is the Role of Planning in Crowd Control or
Riot Prevention?
A sound organizational planning, training,
logistical support and a high departmental morale are
the essential success elements in modern counter-riot
operations.
The control of violent civil disorder involving large
segments of the population, especially in congested
urban areas, requires a disciplined, aggressive police
counter-action which at the same time adheres to the
basic law enforcement precepts. This is done through
effective police operational planning.
Through planning, the law violators can be
arrested and processed within 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. Here, all
persons who are at the scene should be advised to leave
the area, thereby reducing the number of potential anti-
police combatants.
22
 Dispersal – The crowd of unlawful assembly
or riot should be dispersed at once. It may appear at
first to be a legal assembly but the nature of the
assembly at the time of the arrival of the police may
clearly distinguish it as being unlawful. Once it is
determined, the responsibility of the police to command
the people to disperse. Crowd control formations may
be done if necessary, to expedite their movements.
Prevention of Entry or Reentry- The police
have to protect the area once the people have been
moved out or dissipated into smaller groups to prevent
them from returning. Enforce quarantine by not allowing
the group to resume their actions.
Arrest Violators – One of the first acts of the
police upon arrival at the scene of the disturbance is to
locate and isolate individuals who are inciting the crowd
to violate or fragrantly violating the law. Prevent any
attempt by the crowd or mob to rescue those arrested
by enforcing total quarantine.
Establish Priorities – Depending upon the
circumstances, it is always necessary to establish
priorities. Assessing the situation to determine the
nature of assistance and number of men needed is part
of the planning process.
What are the Basic Procedures in Anti-Riot
Operations?
Assess the Situation
✓ determine whether the original purpose of the
gathering was lawful or not
✓ determine also the lawfulness at the time of
arrival at the scene
✓ assess their attitude, emotional state, and their
general condition
✓ determine any state of intoxication and other
conditions that may lead to violence
✓ identify the cause of the problem
✓ locate and identify leaders or agitators
Survey the Scene
✓ determine as soon as possible the best position
of the command post
✓ locate the best vintage point for observations
✓ consider geographical factors such as natural
barriers, buildings, and weather condition
✓ note the best method of approach
Communicate
✓ report on your assessment, keeping your
assessment brief but concise, giving your superior the
sufficient data with which to proceed for plans of action
✓ ask for assistance or help from the command
post hence remain close to the radio as possible until
additional units arrived or to communicate new
developments
Maintain a Watchful Waiting
✓ make your presence known to the people in
the vicinity
✓ if the crowd is too much to handle, stay near
the command post and wait for additional support units
✓ use radio or other means of communications to
call for assistance
✓ make preparations for decisive police action.
Concentrate on Rescue and Self-Defense
✓ take care of the immediate needs of the
situation until help arrives
✓ apply first aid to injured people and self-
protection must be considered
✓ remember the primary objective of protecting
lives, property and the restoration of order
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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 Posts
✓ 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. Pre-planning must be high on the agenda
whenever the department anticipates any disorder or
major disturbance.
2. Meet with responsible leaders at the scene and
express your concern for assuring them their
constitutional guarantees. Request them to disperse the
crowd before attempting to take police action.
3. Maintain order and attempt to quell the
disturbance without attempting to punish any of the
violators.
4. Use only the force that is necessary but take
positive and decisive action.
5. Post the quarantine area with signs and
barricades, if necessary.
6. Keep the traffic lane open for emergency and
support vehicle.
7. Consider the fact that most impressive police
action at the scene of any type of major disturbance is
the expeditious removal of the leaders by a well-
disciplined squad of officers.
8. For riot control, consider the following:
▪ Surprise Offensive – The police action in its
initial stages at a riot must be dramatic. The elements
of surprise may enhance effectiveness of riot control.
▪ Security of Information – Plans for action and
communications regarding the movement of personnel
and equipment should be kept confidential.
▪ Maximum utilization of Force – A show of police
force should be made in a well-organized manner,
compact, and efficient in a military-type squad
formation.
▪ 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.
23
 Looters – Acts of simple misdemeanor thefts or
may consist of robbery of breaking and entering. Take
the suspects into custody by whatever means are
necessary.
INDUSTRIAL SECURITY
MANAGEMENT &
ADMINISTRATION (LEA 2)
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 is 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.
Generally, the meaning of security is a kind of
state where people, institution, authority or groups feel
fully secured of feeling, free from any threat or
vulnerability from somewhere or someone in his/her life,
liberty, property or activity. It could be in physical,
psychological, social or economic form.
-It is a state or quality of being secured, freedom
from fear or danger, assurance, certainty.
-It is the degree of protection against danger, loss,
and criminals.
- Protection against any type of crime to safeguard
life and assets by various methods and device.
BASIC PRINCIPLES OF SECURITY
1. Command Responsibility
-Cannot be delegated but the security tasks
can be assigned.
2. Compartmentation
-Need to know basis
3. Balance between security and efficiency
-Security prevails over efficiency
4. General principles of security remain
constant
-Specific measures to suit operations
5. Security is the concern of all personnel
-Regardless of rank, position, designation
TYPES OF SECURITY MEASURES FOR AN
EFFECTIVE DEFENSE AGAINST CRIMES:
1. ACTIVE MEASURES – these involve the
installation of physical barriers, security lighting, use of
vaults, locks and others.
2. PASSIVE MEASURES – those that will deter
man from committing such act of fear of being caught,
charge in court or get dismissed, such as: security
education, programs, investigations, seminars,
personnel security check.
Brief History of Security in the Philippines
- The private security business began on March 11,
1933, when the first formally licensed private security
agency “Special Watchman Agency” started operations.
- Later it renamed “Jimenez Security Agency”, founded
by brothers Juan and Pedro Jimenez.
- On May 30 1958, the Philippine Association of
Detectives and Protective Agency Operators (PADPAO)
was formally organized.
-RA 5487 was passed on June 13, 1969 through the
continuous lobbying of the incorporators and officers of
PADPAO, which sets the standards and minimum
requirements for the operations of security agencies.
- P.D. 11 was passed on October 3, 1972, widening the
coverage of RA 5487 to include security guards
RED NOTES 2022
employed in logging concessions, agricultural, mining
and pasture lands;
- P.D. 100 was issued on January 17, 1973, broadening
the coverage of the security industry to include
employees of the national or local government or any
agency who are employed to watch or secure
government building and properties.
- On August 1969, the Philippine Constabulary activated
the Security and Investigation Supervisory office or
SIASO to supervise and control the organization and
operation of private security and detective agencies
nationwide.
- Later it was renamed Philippine Constabulary
Supervisory Office for Security and Investigation
Agencies or PCSUSIA.
- With the passage of RA 6975, this unit was absorbed
by the Philippine National Police.
-Later, it was made into a division of the PNP Civil
Security Group and was renamed Security Agencies and
Guard Supervision Division (SAGSD).
- It was renamed to PNP Supervisory Office for Security
Investigation Agency (SOSIA).
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
ensure that a firm hires those best suited to assist the
firm in achieving its goals and objectives and once hired
assists 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, uniformed guard and supervisor and ensures
24
that hotel guests and their personal effects are
safeguarded.
3. Bank security - this type of security is
concerned 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 concerned 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 – these 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.
It `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 used 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
RED NOTES 2022
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.
25
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 may be in the form of
fences, building walls or even bodies of water.
The function and location of the facility itself
usually determine the perimeter of the installation. If the
facility is located in a city whereby the facility is located
in a city whereby the building or enterprise occupies all
the area where it is located, the perimeter may be the
walls of the building itself. Most of the Industrial
companies, however, are required to have a wide space
for warehousing, manufacturing etc.
Types of Perimeter Barrier
Perimeter barriers includes fences, walls,
bodies of water
Types of Fences
Solid fence -constructed in such a way 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 a way
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 Fences
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.
RED NOTES 2022
Perimeter Barrier Opening
▪ Gates and Doors - when not in use and
controlled by guards, gates and doors in the perimeter
should be locked and frequently inspected by guards.
Locks should be changed from time to time and should
be covered under protective locks and key control.
▪ Side-walk-elevators - these provide access
to areas within the perimeter barrier and should be
locked and guarded.
▪ Utilities Opening - sewers, air intakes,
exhaust tunnels and other utility openings which
penetrate the barrier and which have cross sectional
areas of 96 square inches or more should be protected
by bars, grills, water filled traps or other structural
means providing equivalent protection to that portion of
the perimeter barriers.
▪ Clear Zones - an obstructed area or a “clear
zone” should be maintained on both sides of the
perimeter barrier. A clear zone of 20 feet or more is
desirable between the barriers and exterior structures
and natural covers that may provide concealment for
assistance to a person seeking unauthorized entry.
Additional Protective Measures
▪ Top Guard - additional overhang of barbed
wire placed on vertical perimeter fences upward and
outward with a 45-degree angle with 3 to 4 strands of
barbed wires spaced 6 inches apart. This increases the
protective height and prevents easy access.
▪ Guard Control stations - this is normally
provided at main perimeter entrances to secure areas
located out-of-doors, and manned by guards on full-
time basis. Sentry station should be near a perimeter for
surveillance at the entrance.
▪ Tower Guard - this is a house-like structure
above the perimeter barriers. The higher the tower, the
more visibility it provides. It gives a psychological
unswerving effect to violators. By and large guard
towers, whether permanent or temporary, must have a
corresponding support force in the event of need.
Towers as well as guard control stations should have
telephones, intercoms, and if possible, two-way radios
connected to security headquarters or office to call for
reserves in the event of need.
▪ Barrier Maintenance - fencing barriers and
protective walls should always be regularly inspected by
security. Any sign or attempts to break in should be
reported for investigation. Destruction of fence or
sections thereof should be repaired immediately and
guard vigilance should be increased.
▪ Protection in Depth - in large open areas or
ground where fencing or walling is impractical and
expensive, warning signs should be conspicuously
placed. The depth itself is protection reduction of access
roads, and sufficient notices to warn intruders should be
done. Use of animals, as guards and intrusion device,
can also be good as barriers.
▪ Signs and notices - “Control signs” should be
erected where necessary in the management of
unauthorized ingress to preclude accidental entry. Signs
should be plainly visible and legible from any approach
and in an understood language or dialect.
What is Protective Lighting?
The idea that lighting can provide improve protection for
people and facilities is as old as civilization. Protective
lighting is the single most cost-effective deterrent to
crime because it creates a psychological deterrent to the
intruders.
26
Types of Protective Lightings
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.
RED NOTES 2022
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 consists 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
27
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 reason that locks are
considered as delaying devices which cannot really stop
a determine intruder from destroying the lock just to
launch an attack. Hence, knowledge of the basic
principles of locking systems will enable the installation
owner or the security officer to evaluate any lock and
determine its quality and effectiveness in a particular
application.
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 mechanisms
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.
RED NOTES 2022
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 ensure
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 ensure 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.
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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 Controls
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 themselves 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 may be 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 vehicles of personnel/visitors
should be registered and are subject to the identification
and admittance procedure.
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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
possess 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 it 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 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.
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 Local Agency Check (LAC) – This type of
investigation consists 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 and LAC. A
thorough 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 –
Consists of the investigation of the background of a
person, particularly all the circumstances of his personal
life.
2. Partial Background Investigation –
Consists 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 or tendency to act or
decide with prudence; the habit of wise judgment or
simply stated- good judgment
4. Moral- distinctive identifying qualities which
serves 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.
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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 impede 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. The principal adviser to the president on
matters involving security operations, administration of
the security force.
d. The overall head of both various staff
departments and field units where he may delegate
corresponding authority commensurate to their
assigned responsibility.
e. Implements policies promulgated by the policy
making body and executed by the President.
f. Directs controls and supervises all offices and
field units of the force in their respective assigned tasks.
30
g. Performs other functions as directed by the i. Determines the organization, allocation of
President of the Company/Corporation. service personnel
2. Office of the Executive Secretary of the j. Plans for maintenance and repair of supplies
General Manager and equipment.
a. The principal administrative assistant to the 8. Office of the Inspectorate and Special
General Manager/Security Director. Projects (Special Staff)
b. Prepares communications initiated by the a. This office assists the General Manger in
General Manager/Security Director. inquiring into, and reports upon matters pertaining to
c. Maintains records of scheduled conferences, the performance of the different staff, units, towards the
appointments and other engagements and advises the attainment of corporate objectives. It also inquires on
GM/SD of such activities. the state of discipline, efficiency and economy of the
d. Records and checks outgoing communications company.
signed by the GM/SD as to its completeness b. The Inspectorate Staff conducts inspections,
(attachments to be considered) as well as to ensure the investigations and submits reports to the General
timely dispatch to the addressee through the Manager. In the performance of its duties and functions,
administrative section. the General Manger is provided relevant information
e. Performs other duties as directed by the pertaining to meritorious conduct and performance of a
General Manager/Security Director. unit or individual.
3. Office of the Assistant General c. This office is also tasked to conduct overt and
Manager/Security Executive Director covert inspections and investigations and other related
a. The Security Executive Director is the Assistant services.
Manager of the Security Force and takes the Operational 9. Office of the Communications Officer
and Administrative Management of the security force in a. The Communications Officer who is a licensed
the absence of the GM/SD radio operator is the principal adviser of the General
b. Directly responsible to the GM/SD Manager on communication on matters pertaining to
c. Performs other duties as directed by GM/SD radio communication.
4. Office of the Human Resources and 10. The Detachment Commander/Officer-in-
Administrative Manager/Staff Director for Charge
Personnel and Administration a. A Detachment Commander shall command and
a. The principal staff assistant to the General is responsible for a certain detachment, with fifteen (15)
Manager/Security Director for planning and supervising or more security personnel under him. He is directly
matters or activities pertaining to personnel responsible to the Security Manager of the installation.
management and miscellaneous administrative b. He prepares and executes the security plan of
functions such as: his Detachment in relation to the security requirements
b. Personnel Strengths of the establishment being guarded.
c. Replacement c. He is responsible for the enforcement and
d. Discipline, Law and Order implementation of Rules and Regulations/Policies.
e. Morale and Personnel Services d. He receives instructions from the Security
f. Personnel Procedures Manager and implements the same as required.
g. Interior Management e. He has full operational and administrative
h. Personnel Adviser control of all his units to include his assistant and shift-
5. Office of the Operations Manager/Staff in-charge/supervisor.
Director for Operations f. He conducts inspection of his units and
a. This office is the principal staff on Operations, institutes corrective measures on the spot on those
training, intelligence and investigation. problems he may detect or brought to his attention. If
6. Office of the Finance not possible, he brings the problem to the Security
a. This office is principally concerned with Manager of the establishment.
budgeting, finance, reports control and program review 11. Assistant Detachment Commander
and analysis. Exercise’s supervision over the a. Detachment with more than twenty (20)
management engineering activities of the company and security personnel assigned may be provided with an
the accounting office. Renders advice, assistance and Assistant Detachment Commander who will be the
guidance to GM/SD on financial management. Specific principal assistant of the Detachment Commander.
duties and functions of the Finance Office are: b. In the absence of the Detachment
b. Accounting Commander, he performs the duties of the Detachment
c. Credit and collection Commander.
d. Bookkeeping 12. Shift-in-Charge
e. Billing a. The Shift-in-Charge shall be responsible to the
f. Payroll and disbursing Detachment Commander as far as his shift is concerned.
7. Office of the Logistic Manager b. He forms his men at least 30 minutes before
a. This office is in charge with the following: posting time seeing that all are in proper uniform and
b. Coordinate’s plan and supervises the presentable.
implementation of directive and guidance; determines c. He disseminates instructions coming from his
divisional responsibility and evaluates in logistical Detachment Commander/OIC or those relayed to him
planning and related planning programs. by his counter-part, the outgoing SIC.
c. Develops, administers, and coordinates d. He inspects the posts as often as he can to
research and development on logistical matters. ensure that his men are on the alert and performing
d. Collects and computes statistical data on their duties effectively.
logistical matters. e. He performs other duties as may be directed
e. Recommends logistics budget policy including by the Detachment Commander or by the ADC.
budget planning. 13. Security Guard on Duty/Post
f. Prepares estimates and/or requirements to a. The Security Guard (SG) on Duty/Post must
ensure that logistical plans support for corporate plans. always carry his license to practice his profession,
g. Performs necessary program and fiscal photocopy of the firearm’s license assigned to him, and
administration. his duty detail order, authorizing him to carry his issued
h. Supervises all matters pertaining to supply. firearm within his area of jurisdiction.

RED NOTES 2022 31

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 maintain 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 supposed to serve.
2. He shall not reveal any confidential matter
confided 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.
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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 be 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 (GOs)
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. To 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 Professions
32
1. Filipino Citizen 6. Self-control- ability to take hold of oneself
2. Physically and mentally fit regardless of a provoking situation. With self-control,
3. Good moral character the guard will do his work without being angry and the
4. Must not possess any disqualification situation will be on hand.
7. Interest, loyalty, responsible and
General Disqualification trustworthy, is also important attributes of a reliable
1. Dishonorably discharge from the service in the guard.
PNP/AFP or any private government entities.
2. Physically or mentally unfit Licenses in the Security Profession
3. Conviction of a crime 1. License to Operate- before a Private Security
4. Addicted to drugs or alcohol dummy of a Agency (PSA) can operate; it has to secure a License to
foreigner Operate (LTO) categorized as either temporary or
5. Elective or appointive government official regular. A temporary license is issued by the PNP thru
Civil Security Croup Directorate after the applicant
Basic Qualifications of an Agency /licensee should have complied with all the
Operator/Manager requirements while it has less than two hundred guards.
In addition to the general qualifications, an A Regular license to operate is issued to the PSA once it
operator should be: is qualified of having two hundred (200) or more license
a. At least 25 years of age security guard in its employ duly posted. Regular license
b. Commissioned officer, inactive or retired from is renewable every two (2) years.
AFP or PNP or a graduate of Industrial Security 2. Security Guard License- before a security
Management with adequate training and experience in guard can practice his profession; he shall possess valid
the security business. security license. The use of expired license is not
allowed. In case of doubt, licenses may be verified at
Basic Qualifications of a Security Consultant the PNP SAGSD whether valid or fake.
In addition to the general qualifications, a 3. Firearm’s license- all firearms of the security
consultant should be: agency should be covered with firearms license issued
a. Holder of Master Degree in Criminology, MPA, by the PNP through its Firearms Explosive Division under
MNSA, Industrial Management or LL.B. the Civil Security Group, renewable every two years. No
b. Must have at least ten (10) years’ experience duplication of two or more firearms with the same make
in the operation and management of security business. and serial number shall be covered by one license.

Basic Qualifications of a Security Officer: Firearms and Weapons Authorized for Used of the
In addition to the general qualifications, a security Security Guard While on Duty
officer, should be: 1. Handguns/Low-powered (cal. 22 and cal.38)
a. At least graduated from Security Officers not exceeding one FA for every two guards employed.
Training Course 2. Shotguns (not bigger than 12 gauge)
b. Retired personnel in the PNP/AFP 3. High-powered- when the agency is operating
c. Must not possess any of the disqualification. in areas where there is upsurge of lawlessness and
criminality as determined by the Chief PNP.
Basic Qualifications of a Private Detective
In addition to the general qualification, a detective Guard’s Uniforms, Equipment and Paraphernalia
should possess any of the following: 1. Set of Uniforms for Security Personnel
a. BS Criminology Graduate a. Headgear- pershing cap for men and 2 ply caps
b. LL.B. holder for women
c. Graduate of a Criminal Investigation Course b. Service Bush Jacket- intended for Directorial
d. Advance ROTC graduate and Staff officers
c. Service shirt
Basic Qualification of a Security Guard d. Service trouser
In addition to the general qualifications, a security e. Service belt
guard should- f. Footwear
a. Be at least high school graduate 2. Color of Uniforms
b. Be at least 18 years of age but not more than a. Private Security Agency- navy blue (upper and
50 years old lower)
c. Undergone pre-licensing training course b. Company Security Forces- light blue/light gray
d. Passed a neuropsychiatry examination. for upper and navy blue for lower
e. Be locally cleared with PNP or NBI c. Government Security Forces- white for upper
and navy blue for lower
Desirable Qualities of Security Guards 3. Ornaments and Patches
1. Alertness- A good guard must be alert in a. National badge
spotting violators. This can be attained by being b. Cap device
watchful, dedicated and diligence. c. Regulation buckle
2. Judgment- sound and good judgment is more d. Collar device
than the use of common sense. It is the arriving at wise e. Name cloth
and timely decision. f. Agency/unit name cloth
3. Confidence- it is the state of being sure; a 4. Equipment and Paraphernalia
state of the mind free from doubt or misgivings. This a. Leather pistol belt with regulation buckle
attribute includes faith in oneself and in his abilities, b. Holster, black leather for pistol
which is attained by job knowledge. Thorough and c. Night stick with horizontal handle
proper training plus good supervision instills confidence. d. Whistle with lanyard
4. Physical fitness- security work is strenuous e. Handheld radio
and demanding. Physical conditioning is essential if he f. Pocket notebook and ball pens
is to be a dependable guard.
5. Tactfulness- ability of the guard to deal with DOCUMENT AND INFORMATION SECURTY
others successfully without offending. In short, he can The leakage of document and information cost
be firm but pleasant. government, business and industry alike, billions of

RED NOTES 2022 33

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,
Malacañang, 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
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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 assigned 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 loss of security, which results from
an authorized person 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
reserved 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:
34
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 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 require 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.
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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. Ensure 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
departments
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 have 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
35
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 informations 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 classified 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
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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 Secret - It consists 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 use 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
guarantee security, and they do not attempt to meet
every conceivable situation. Communication security
rules are a means, not an end.
Department heads- are responsible for the
maintenance of communication security and for the
promulgation of additional directives as may be
36
necessary to ensure 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.
Decipher: DO NOT TRUST SMITH
Note: The plaintext is 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.

Communication personnel shall select the Example

means most appropriate to accomplish the delivery of
message in accordance with the specified precedence RTRTBS
and security requirements. encipher by droppings every other letter
Radio Operators shall adhere to the use of EUNOAE
correct procedures, circuit discipline and authentication
system as a security measures against traffic analysis, C: RTRTBS EUNOAE
imitative deception and radio direction finding.
then put in four letter code group
CRYPTOGRAPHIC SECURITY
Cryptographic Security is that component of C: RTRT BSEU NOAE
communication security which results from the
provisions of technically sound crypto-system and their Decipher:
proper use.
P: Return to base
CODES AND CIPHERS
Code - a system which uses words as the smallest Decipher:
element like the one below.
Code word Plaintext P: Charlie will attack 2001
Angel we are ready P: CHARLIE WILL ATTACK TWO ONE ZERO ONE
Fox sends additional C: charliewillattacktwoonezero
C: char liew illa tack twoo nez roome
Cipher - a system that manipulates one, two, or three
characters at a time like: Substitution Method - original message elements,
Cipher Plaintext letters, numbers or other symbols are replaced with
B 1 alternate symbols.
C 2 Example 1 - symbols number of times
J 3 j 26
D 4 4 19
I 16
Abbreviation: ) 15
C: code or cipher * 13
P: Plaintext
K: keyword/ key number Example 2 - c: x y z a b c d e
Note: Code and cipher may be used interchangeably to p: ABCD EFGH
mean the same. p: stop icebox
Categories of Cipher c: VWRS LFHERA
Concealment – is the simplest, which means to
hide/hidden. For instance: Example 3 - Using a keyword/phrase

I WILL DO IT. IF NOT TODAY, THEN TRUST ME. c: FOURSCOREANDSEVENYEARSAGO

SIGNED SMITH. p: abcde………………………xyz
message: (copy out every third word)
Decipher: DO NOT TRUST SMITH RISK ANALYSIS AND SECURITY HAZARD

EFDH GORA NQBO PETE YTDS RTOU ZESV ITVE SOWM What is a Risk?
XNIM CTLK HJEA It is the potential damage or loss of an asset. The
Same: copy of the third letter level of risk is a combination of two factors: The value
placed on that asset by its owner and the consequence,
decipher: DO NOT TRUST SMITH impact adverse effect of the loss or damage to that asset
and; the likelihood that a specific vulnerability will be
Example: exploited by a particular threat.
ADDE DAQD NPCR OOLL TMAT RLOC RATS TKCL MNRA
KETI SSTU ARTF What is Risk Management?
THEE OSET ULCO JEOU TAKE BLFZ IAHF SQUI TIFC It is a process of selecting and implementing
ANLL TMZX AEXE security countermeasures to achieve an acceptable level
DLGY ZZTI FLOO VWKA TTIM IFTT HATH EEFC ANND of risk at an acceptable cost.
FLHA
(Read this by copying out a progressive cipher. Progress What is Risk Analysis?
1, 2, 3….)

RED NOTES 2022 37

 It is the analysis of risk include examinations of installation. The following are types of human or man-
the vulnerability, probability and criticality of potential made hazards:
threats and include natural and man-made risk a. Carelessness- accidents and dissatisfaction
b. Disloyalty-subversion and sabotage
What is an Adversary? c. Espionage, pilferage and theft
An individual, group, organization, or government d. Vandalism, etc.
that conducts activities or has the intention and
capability to conduct activities detrimental to the Sabotage as a Security Hazard
individual, private or government entity. Description of a Saboteur
1. He is the most dangerous foe whom security
What is an Asset? will have to deal with while planning and implementing
Any information, facility, material, information, or security measures and techniques.
activity which has a positive value to its owner whether 2. He is an ordinary looking as the next guy but,
it is an individual, private or government entity. in his mind, he has the training in deception,
knowledgeable in incendiaries, explosives, chemistry,
What are Countermeasures? bacteriology, mechanics and psychology.
An action taken or a physical entity used to reduce 3. He can work alone, in-groups, or
or eliminate one or more vulnerabilities. The cost of simultaneously in several places.
possible countermeasures may be monetary, but may
also include non-monetary cost such as reduced Possible Targets of Saboteur
operational efficiency, adverse publicity unfavorable 1. Armed Forces Installation
working conditions, and political consequences. 2. Natural resources- mines, forests, farms and
farm products
What is Probability? 3. Industries- buildings, power sources,
It is the chance or likelihood that a loss will take machinery, fuel, etc.
place. Indicated by a mathematical statement 4. Warehouse’s depots, communications, public
concerning the possibility of an event occurring utilities, etc.

What is Criticality? Countermeasures Against Sabotage

It is the impact of a loss as measured in financial 1. Use of an efficient, alert and trained guard
terms. How important it is in terms of the survival or force.
existence of the organization. 2. Use of Physical security aids like barriers,
personnel and vehicular control, intrusion devices,
Risk Management Alternatives and Strategies communication systems, and electric aids.
1. Risk Avoidance- eliminating or removing the 3. Proper screening of personnel.
risk totally from the business, government, or industrial 4. Identification and movement control system.
environment for which the risk manager has 5. Searches on incoming vehicles.
responsibility 6. Safeguarding of classified information.
2. Risk Reduction- decreasing the risk by 7. Designation of restricted areas.
minimizing the probability of the potential loss. The 8. Investigation of breaches of security.
reduction of criminal opportunity is often accomplished 9. Security education and indoctrination.
by situational crime [prevention strategies to 10. Good housekeeping methods.
discourage, deter, or deny criminal incidents. 11. Effective and compatible emergency planning.
3. Risk Spreading- spreading the risk through 12. Regular audit.
compartmentation or decentralization to limit the impact 13. Continuing background checks.
(criticality) of the potential loss
4. Risk Transfer- moving the financial impact of Espionage as a Security Hazard
the potential loss-over to an insurance company. Description of an Espionage Agent
5. Risk Self-assumption- planned assumption 1. He is very dangerous adversary and his skills
and acceptance of the potential risk by making a in deception and his cunning should never be under
deliberate managerial decision of doing nothing about estimated.
the threat, or setting aside resources for use in case of 2. He is usually a person of extensive training and
a specific loss incident. will be highly effective in gaining the confidence of
people and of extracting information of value to be
SECURITY HAZARDS relayed to his employer or handler.
Any act or condition which may result in the 3. Even how well-trained an espionage agent he
compromise of information, loss of life, loss or might be, he is human like the saboteur and he can be
destruction of property or disruption of the objective of defeated in his own game if proper methods and
the installation. techniques are undertaken.

Types of Hazards Countermeasures against Industrial Espionage

1. Natural Hazard- these are hazards which 1. Careful and complete pre-employment
arise from natural phenomena. The following are types measures designed to control threats of industrial
of natural hazards or disasters: espionage.
a. Floods caused by typhoons 2. Continuing personnel check on employees and
b. Earthquakes particularly personnel on sensitive positions even
c. Fire (not caused by human action) already employed.
d. Storms (typhoons, cyclones, tornado and 3. Prevention of unauthorized entry to the plant
hurricane) or industrial installation.
e. Lighting storms 4. Restricting of movement of personnel in the
f. Extreme temperature and humidity premises of the plant.
2. Human-Man made Hazards- These are 5. Controlled disposal of waste papers including
hazards which are the result of a state of mind, attitude, carbons in classified work.
weaknesses or character traits of one or more persons. 6. Only properly cleared personnel should handle
They can be acts of commission or omission, both overt classified document.
and covert, which can disrupt operation of a plant or

RED NOTES 2022 38

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 “slowdowns” 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.
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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 desire 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 utilize 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 exits,
guards, traffic control, lighting, fire control, and with
such other physical measures, which, if properly
established and maintained, will deny access to,
unauthorized persons.
Security Survey Distinguish with Security
Inspection
39
 The terms “Security Survey” and “Security
Inspection” to accentuate the particular differences
between the two types of services, are defined as
follows:
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 direct 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
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.
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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 may be
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 Travels
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
40
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 man 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 should 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.
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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 for 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 differ
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 should 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}
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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.
POLICE PATROL OPERATIONS
WITH POLICE COMMUNICATION
SYSTEM (LEA 3)
What is Patrol?
According to Hale, Patrol is the essence of police
function while Payton said Patrol Division is the
backbone of a police department. However, making it
simpler, patrol may refer to the regular tour made by a
guard in a place in order to protect it or to maintain
order. It could also mean a person or a group (such as
a police or military unit) sent to carry out a tour of duty
in a certain place with a particular mission either for
reconnaissance purposes or simply to provide
protection.
Etymology of the Term Police and Patrol
As discussed earlier, the term police originated
from the Greek word politeia, which means ‘civil
organization’ and ‘the state’; the Romans slightly
changed the word to politia. The French changed the
word to police to call those people authorized to
implement the law. The English and the Americans
borrowed the word from the French and used it to
describe a law enforcer. The word Cop and Constable
are other common descriptions of a police officer. Cop
is a European term meaning to catch or seize.
It must be noted that the terms constable and
patrol came from the French. Patrol originated directly
or via German Patrolla from the French patrouller
(patroullier), which originally means ‘to walk through
mud in a military camp.’
The Evolution of Police Patrol
Police is the agency of a community or
government that is responsible for maintaining public
order and preventing and detecting crime. The idea of
the police force as a protective and law enforcement
organization developed from the use of military bodies
as guardians of the peace, such as the Praetorian Guard
of ancient Rome.
The Praetorian Guard is composed of Roman
soldiers or centurions carefully selected by the
commander of the city under the authority of Emperor
Ceasar. The Romans achieved a high level of law
enforcement, which remained in effect until the decline
of the empire and the onset of the Middle Ages.
Beginning in the 15th century, policing became a task of
the heads of fiefdoms and principalities.
Police in the Ancient Time
In recorded history, we can find many
documents and archeological find that insinuate a form
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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 was to protect the city and arrest offenders.
The hieroglyphics of the ancient Egyptians
indicates that they had police officers. They had special
flag with its distinctive emblem, a gazelle with a large
ostrich feather attached to its neck. There was a
constant for some type of protective police patrol
because of the great treasures hidden in the many
tombs. It was in this regard that the Egyptians
became the first people to use police dogs on patrol.
They also invented the lock.
The police were civilians called “medjay” and
headed by an Egyptian military officer.
Augustus, just before the time of Christ,
formed the “Vigiles” of Rome, a group of over two
thousand men, armed with staves and shortsword,
whose duty was to keep the peace and fight fires.
Police in the Middle Ages
In the early Middle Ages (a period from the 5th
Century A.D. to about 1350), a system of mutual
protection was developed called the “Frankpledge”.
Under this system, a community was divided into
tithings or groups of 10 men, each member of which
was responsible for the conduct of the other members
of his group and for the assurance that a member
charged with a breach of the law would be produced at
court.
This system has in some ways prevailed in the British
military. If one man makes a mistake, the whole group
to which he belongs is punished.
England
In England, each petty kingdom was divided
into shires or counties. Each shire was the
responsibility of a “Reeve”, later called the Sheriff,
who in turn was responsible to their King for law and
order in his respective district. Each Shire was broken
down into Hundreds (100 households) headed by a
Hundredman, later known as a High Constable. Each
hundred was further broken down into Tythings (10
families) headed by a Tythingman or Chief Tythingman
who was elected by the group, later on replaced by the
Constable in the 12th century. He served as constable
and judge.
Another form of police protection used at the
end of this era was for each able-bodied man to serve
so much time patrolling the town at night as a
“Watchman.” Later, it was required that they call out the
time and weather on the hour.
The Hue and Cry - It was an ancient Saxon
practice that the invaders brought over to England. The
horn, the oldest known warning device in history,
was sounded when a person committed a crime, or a
felon escaped, and it was detected. When they hear
this, they raised a cry, sounded their horns, and by law
had to lay aside their work and join their pursuit. If they
failed to join, they were considered to have taken the
part of the escaping person and would be arrested. The
42
law stated that pursuit of the fugitive must continue until
he was caught or reached the sea.
Keepers of the Peace - At the end of the 12th
Century (1195), King Richard issued a proclamation
entitled “Keepers of the Peace”, requiring the
appointment of knights to keep the King’s Peace. Some
believe that the present “shield” type badge used by
some police departments had its origin with the shield
the knights used. They keep guard at bridges and gates
and checking on people leaving and entering the town.
Statute of Winchester (Watch and Ward
Act) - Near the end of the 13th Century (1285), the
Statute of Winchester enacted the system of Watch
and Ward Act. A watch was stationed between sunset
and sunrise at each gate of a walled town. It revived the
Hue and Cry. Some watches are grouped together for
protection and patrolled the town in “Marching
Watches”.
The Charlies - Near the middle of the 17th
Century (1663), King Charles passed an act which
provided in London one thousand Night Watchmen or
bellmen to be on duty from sunset to sunrise and they
were called Charlies. Also referred to by the local
citizens as “Shiver and Shake” watch because they
were often old and frail and would run off if they saw
any trouble, or heard a cry for help. They carried long
staves and dimly lit lanterns, and they called out the
hour and weather conditions. Some were not honest
and sometimes work for criminals as lookouts. Because
of this ineffectiveness, merchants hired their own
watchman who was known as the “Merchant Police.”
Bow Street Runners - In 1748, Henry Fielding
became the Chief Magistrate at Bow Street in Middlesex,
London. He organized a group of men known as Bow
Street Runners whose task was to run errands for the
Bow Street Court. He later formed The Bow Street
Horse Patrol whose duty was to patrol the main roads
thus secure the travelers from highwaymen or highway
bandits. According to some books, Bow Street Runners
was the first organized foot patrol and Bow Street Horse
Patrol was the first mounted police on patrol.
The Metropolitan Police - In 1829, Sir Robert
Peel introduced the Metropolitan Police Act and was
passed by the English Parliament of England in the same
year. This law led to the creation of the Metropolitan
Police Force of London, which is viewed by some
historians as the first organized uniformed police form.
This police force was later called Scotland Yard. Being
the sponsor of the law, Peel became the first head of
the police organization thus earning the title of “The
Father of Modern Policing System.”
The “New Police” by Peel were not well
received at first. Oftentimes, they were referred to as
“Peel’s Bloody Gang,” “Blue Devils,” and “Dirty Papists.”
France
The French Police is quite old. During the
Roman Empire, France was the Roman province Gaul,
and the French seemed to expand on Augustus Caesar’s
idea of police by giving them very wide powers including
price control, welfare, public morals, and even sitting in
judgment of these offenders. They (the police) handled
duties that today we consider “civil” matters and their
power came directly from the king not from the
community.
16th Century - Paris had two patrols: The Citizen
Night Guard; (similar to English Watchman) and the
Royal Guard which was probably for the king’s
protection. At this time, Saint-Louis gave the Guard a
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motto that is even today on the French police emblem,
“Vigilat ut Quiescant” (He watches that they may sleep).
End of 18th Century (1791) - The position of
“Officers de Paix” was formed (origin of “Peace Officer”).
First Police Organization (headed by Louis-
Marie Debelleme) - In truth, the French were the first
to establish a group of uniformed police officers tasked
to patrol the City of Paris. This police force was called
‘Sergent de Ville’ (servant of the city) which was
organized six months earlier before the creation of
Metropolitan Police Force of London.
United States
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.
▪ In the frontier areas – law enforcement was
developed on a local level without many established
rules. Enforcement was aided by the use of the old legal
process “Posse Comitatus” (power of the state to
summon assistance in enforcing the law). To beef up
law enforcement, “Wanted Poster” and “Bounty
Hunters” were used.
▪ San Francisco formed the “Committee of
Vigilance” in lieu of 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.
43
 Some Important Dates or Events in Early
Policing particularly in the area of patrol organization
(some were already discussed in the Preliminaries of this
book):
▪ 1712 - “Carabineros de Seguridad Publico” was
organized for the purpose of carrying the regulation of
the State and was armed and considered as the
Mounted Police.
▪ Jan. 8, 1836 - “Guardrilleros,” a body of rural
police organized in each town as established by a Royal
Decree.
▪ Feb. 12, 1852 - “Guardia Civil,” was created by
a Royal Decree issued by the crown to partially relieve
the Spanish Peninsular Troops of their policing towns.
▪ 1899 - Post Office Inspection System begun.
▪ 1901 - Department of Public Instruction was
concerned with peace and order. Gen. Howard Taft
became the first Civil Governor of the Philippine.
▪ July 18, 1901 - The Philippine Constabulary,
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.
▪ 1998 - RA 8551, the PNP Attrition Law,
“Professionalization Law”
Present Period
The country through the Philippine National Police
and the Department of Interior and Local Government
in coordination with other government agencies
particularly the Armed Forces of the Philippines, has
tapped the involvement of the community in policing.
One of these is the institution of the Community
Oriented Policing System or COPS, the Integrated Patrol
System (IPS) and the Patrol 117.
The Role of Police Patrol
The primary law enforcement body of the state is
the police. The basic police mission — preserving order
by enforcing rules of conduct or laws — was the same
in the ancient communities as it is today in sophisticated
and highly urbanized societies.
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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 have no law
enforcement implications. Domestic trouble is a sample
situation wherein police officers must have to intervene
although their action is not backed by any specific law
or ordinance.
Sometimes on patrol, while performing a
mediator’s role in a family squabble, the responding
officers may subsequently take police actions if:
a. the family dispute involves a felony;
b. an offense is committed in the officer’s
presence;
c. self-defense is necessary on the part of the
police officer.
Why is it that the citizens usually call first the
police when a social problem occurs?
Traditionally speaking, these are the reasons:
because the police are constantly available when
needed; dependable when called upon; and capable of
providing advice to decide or settle interpersonal
conflicts. Thus, there are two broad duties of police
officers while on patrol.
1. Provide public protection through:
▪ Preventive Enforcement – progressive
and continuous patrolling
▪ Selective Enforcement –research and
investigation
2. Render social services
▪ information services
▪ police escort
▪ assisting other agencies
▪ serving court notices (warrants)
Patrol and Police Discretion
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
44
day. Note further that no law, no book, no lawyer, no
judge can instruct a policeman on the beat regarding
the proper exercise of discretion.
The Nature of Police Patrol
Patrol is the backbone of the police
department. The proof to this statement is that patrol
force is the only division in the police organization that
cannot be eliminated. This is usually true in small police
organization since it cannot afford to create divisions
such as Traffic, Investigation, Juvenile and other
specialized areas.
While small police departments grow to keep
up with the increasing population, expanding
geographical boundaries, and growing diversity of police
jurisdiction, there is a need to hire uniformed and non-
uniformed police personnel to take over the clerical and
record keeping functions in order to provide policemen
more time for their field responsibilities. Specialized
units such as vice squad, homicide section, child and
women’s desk, and others have to be created. But all
the while, the patrol unit continues to exist as the
principal functional unit or “backbone” of the police
department.
What is the importance of Police Patrol?
Obviously, the patrol force is indispensable unit in
every police organization. The following are the specific
points that justify the importance of Police Patrol:
1. Patrol is the essence of police operations.
2. The patrol group is the single largest unit in the
police organization.
3. Actions taken by the patrol officer have the
most direct impact on the citizen’s satisfaction and on
the accomplishment of police goals and objectives.
4. Patrol operation is the most visible form of
activity that enhances the welfare and security of the
Police Activity Percentage
1. Patrol Functions 50%
2. Criminal Investigation 15%
3. Traffic Functions 10%
4. Vice & Juvenile Related 10%
Functions
5. Administrative Functions 10%
6. Auxiliary Functions 5%
community.
5. Individual patrol officers represent the police
department in its contact with the community.
6. Individual patrol officers play a major role in
determining the quality of justice in a given community.
Errors made by patrolmen have significant negative
effect in the public’s perception and on the other
components of the CJS.
7. The patrol officer is the most important human
element of the police organization since all police field
operations are supported by the patrol activity.
What are the patrol functions?
Based on Section 1 of Rule II of the original
Police Manual, the patrol force has the primary
responsibility of safeguarding the community. This can
be done through the:
1. Protection of persons and property
2. Preservation of peace and order
3. Prevention of crime
4. Suppression of criminal activities
5. Apprehension of criminals
6. Enforcement of laws and ordinances
7. Regulation of criminal conduct
8. Performing necessary services and inspections
Police departments sometime gain reputation of
efficiency and effectiveness based on their vigilance in
dealing with criminal offenses and the establishment of
RED NOTES 2022
a high state visibility in the community. Criminals usually
plan their legal illegal ventures in areas where police are
known to be lax and inefficient. Hence, they purposely
avoid communities whereby the police have established
reputation of being extremely vigilant and aggressive in
deterring crimes.
In order to realize the above-enumerated functions, the
patrol unit has to perform the following activities:
1. Routine Patrol and Observation
2. Benevolent and community services – “called-
for” services, inspection services
3. Control of public rallies – preventive
attendance & maintenance of order, responding to
emergency calls
4. Attending to criminal and civil complaints
5. Conduct preliminary investigation
6. Animal control, traffic direction and control
7. Business and property security
8. Collection and preservation of evidence
9. Arrest of offenders
10. Preparation of reports and testifying in court
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:
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
greatest number of uniformed personnel. The “rule of
thumb” regarding the manning level of any police
department must be observed.
In the Philippine setting, the rule regarding the
manning level of the police is provided under section 27
of Republic Act # 6975. The standard manning level is
1:500 (1 police officer for every 500 residents).
However, in extreme conditions, this manning level
maybe stretched to maximum, which is 1:1000 (1 police
officer for every 1,000 resident).
PATROL THEORIES AND PATROL METHODS
A. Fundamental Theories of Patrol
1. Theory of Police Omnipresence - High
police visibility discourages criminals. Normally,
criminals think twice before executing their plans if there
is obvious presence of police officers. Thus, patrol
activity should be carried in a manner that attracts
maximum attention to the police officer or police
vehicles. This theory applies the principle of overt
operation or high police visibility.
45
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; T – o; R – estore; O –
rder in the; L – ocality
B. Patrol Methods
Patrol methods are various means of getting from one
place to another within a specified patrol jurisdiction.
Various methods of patrol are not intended to isolate the
patrol officer from the people he vowed to serve and
protect.
Patrol effort made by the police may be in the form of
any or combination of the following:
1. Beat Patrol
a. Foot Patrol
b. Bicycle Patrol
2. Sector Patrol (Motorized Patrol)
a. Automobile Patrol
b. Motorcycle Patrol
c. Aircraft Patrol (Helicopter and Fixed Wing)
3. Specialized Patrol Methods
a. Horse (mounted) Patrol
b. Marine (water) Patrol
c. Canine (K-9) Assisted Patrol
d. Special Terrain Patrol
FOOT PATROL
Foot patrol is restricted to small areas and is used to
deal with special situations while maintaining radio
contact with officers in patrol cars. Foot patrol is used
to secure 2 types of police geographical units:
1. Post – a fixed position or location where an
officer is assigned for guard duty
2. Beat – the smallest area specifically assigned
for patrol purposes
Types of Foot Patrol:
1. Fixed foot patrol is usually used for traffic,
surveillance, parades, and special events.
2. Mobile foot patrol is used where there is
considerable foot movement such as patrolling business
and shopping centers, high crime areas, and in places
where there are many or multiple family dwellings.
a. Line beat patrol is used in securing a certain
portion of a road or street.
b. Random foot patrol is used in checking
residential buildings, business establishments, dark
alleys, and parking lots.
What are the basic techniques and procedures
of Foot Patrol?
1. Do not establish a set of patterns of patrolling
procedure.
RED NOTES 2022
▪ If you patrol your beat along certain
streets and make regular stops at specific times and
locations, criminals will learn your habits and take steps
to avoid you.
▪ Turn corners as often as possible to
avoid being followed.
▪ Refrain from taking meal or coffee
breaks at the same time and place during your shift.
▪ Reverse the direction of your patrol
route, often and at random.
▪ Cut through lanes and alleys.
2. Walk systematically (with purpose) on the beat
while on patrol.
▪ Pause often during your patrol and
look around you.
▪ If you are not paying attention to your
surroundings, you are not patrolling but you’re strolling.
3. Do not smoke nor drink while on patrol during
night or day shift.
4. Walk near the curb during daylight. This
technique offers:
▪ a better view for observing street
activity;
▪ less chance of obstruction by
pedestrians on the sidewalk if you are required to take
quick action; and
▪ Higher police visibility, which is
effective in crime prevention.
5. Walk near buildings during night patrol.
▪ Check the window glass of street level
stores or offices for cracks or broken glass.
▪ Avoid looking backwards, unless
necessary. Use the reflection in store windows to see
your back.
▪ Move discreetly to avoid tipping off
burglars or muggers.
▪ Pause frequently in shadows to
observe without being seen.
▪ Use convenient light to check doors in
case of forcible entry.
6. Do not immediately open the door when
intending to get inside. Observe and evaluate first the
situation.
7. Check the interiors of buildings and rattle
doorknobs to ensure that premises are secured.
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 increase 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.
46
2. Low response time to telephone complaints.
3. Foot patrol method involves a large number of
personnel, since officers are assigned on small areas of
jurisdiction called posts and beats.
AUTOMOBILE PATROL
The patrol car is the most extensively used and
the most effective means of transportation for police on
patrol. Equipped with state-of-the-art police gear, patrol
cars today provide a rapid, safe, and efficient means of
transportation under average operating conditions.
Automobile patrol has the greatest mobility and
flexibility. Most experts on patrol operation agree that it
is the most cost-effective method of patrol.
Features of State-of-the-Art Patrol Cars
1. Reflecting pressure-sensitive film covering
rather than mere paint
2. Vehicle-mounted TV – high-resolution video
camera with wide-angle lens
3. MDT – mobile data terminal – computer that
allows 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 follows the length of the street.
e. Cloverleaf Pattern
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.
f. Counter-clockwise – usually done
before the tour of patrol duty ends.
3. Do not develop the habit of using only the
main roads in your area. Most criminal activity
occurs at the back streets, out of sight from the
main thoroughfares.
4. Do not spend too much time in drive-inns
or coffee spots.
5. Always take note (jot down) the plate
numbers of strange or suspicious vehicles.
6. Get out from the patrol car regularly or
frequently to be visible and accessible to the
public; and develop personal contacts in the
neighborhood.
7. Set an example to other motorists.
a. Observe/Obey all traffic laws
(rules of the road), for both safety and public
relation (PR) reasons, unless you are en route to
an emergency or while on pursuit.
RED NOTES 2022
b. Always park the patrol car in the
legal way.
c. Use seat belts or shoulder straps
and other safety devices.
d. Use the proper traffic signal
lights and hand signals.
8. Avoid driving too fast on general patrol
conditions except during emergencies or in
pursuing some criminals/suspects. Maintain a
cruising speed of 20-25 mph during patrol. This
is slow enough to make detailed observations
without impeding the traffic flow.
9. When conducting solo patrol, maintain
frequent contact with the dispatcher or other
communication personnel in the field or at the
HQ.
10. If you are patrolling with a partner,
divide the observation area around your vehicle.
a. The driving officer covers at least
100OC of vision in front. He must not, however,
allow his observations to interfere with the safe
operation of the patrol car.
b. The passenger officer should
cover a field of view twice more than the driving
officer.
c. Both driver and passenger officer
must always be on alert for possible informants.
11. Minimize hiding behind hills, curves or
signboards to trap traffic violators. This is bad PR
and serves to erode community confidence in the
police sense of fair play.
12. Frequently check the potential trouble
spots in your patrol area.
13. Stop periodically among parked cars at
the entrance of side streets to observe activity on
the street.
14. Check the occupants of vehicles that stop
beside and behind you at intersections.
15. Regularly check parking lots for
abandoned stolen vehicles.
16. In stopping and checking a vehicle, park
at the rear side of the suspect vehicle. Leave the
door slightly open unless the area is highly
populated.
17. Do not leave the key in the patrol car
especially if the place is in a high-crime or
congested area.
Advantages of Automobile Patrol
1. High mobility allowing coverage of greater
area.
2. Quicker response time to complaints. Greater
efficiency in responding to emergency calls and other
called-for services
3. More economical as compared to foot patrol.
4. Enable more effective street pursuit of
offenders.
5. Enable more effective traffic enforcement.
6. Provide an element of surprise, especially
when crime is in progress.
7. Provide the officers with necessary protection
during inclement weather.
8. Enable officers to carry supplementary
equipment essential in patrolling.
Disadvantages of Automobile Patrol
1. Diminished personal contact with the public.
2. Little opportunity to develop sources of
information.
3. Marked police vehicle hampers apprehension
and surveillance operations.
Advantages of One-Man Automobile Patrol
1. Preventive enforcement is doubled by having
twice as many police cars on the street
47
2. An officer who is alone devotes his full
attention to driving and beat observation rather than
conversing with his partner
3. Personality clashes are reduced and/or avoided
4. Promotes self-reliance and self-confidence.
Advantages of Two Man Automobile Patrol
1. Provides officers with greater safety by
doubling the firepower and physical protection
2. Mistake made by one officer may be noticed
and immediately corrected by his partner
3. Each officer could get rest and thus perform
more effectively since each does not have to drive for
full 8 hours of duty
4. Beneficial since two pairs of eyes are better
than one.
5. One could operate the radio while the other
one drives.
6. Sleeping on duty could be avoided especially
for the one who is driving since he has a companion who
keeps him awake
BICYCLE PATROL
Bicycle patrol is growing in popularity because
of easy operation and its acceptance by the public,
particularly children who view them as a non-
threatening form of patrol. Bicycles are now used in
many countries as a simple and inexpensive means of
silent transportation to carry police officers throughout
their patrol district. Often, bicycles are used in parks and
on beaches and have many of the same advantages and
disadvantages as motorcycles.
Advantages of Bicycle Patrol
1. Lower-cost (inexpensive) to operate as
compared to motorcycle and automobiles
2. Areas not accessible by patrol cars or are too
wide for foot patrol can be covered by bicycle
3. Increased mobility and stealth since bicycle can
be operated quietly and without attracting too much
attention. In Seattle, Washington, for, example, bicycle
officers use bikes to whip around corners and surprise
drug dealers. This type of patrol provides the maximum
stealth and mobility to patrol officers.
4. Found to be highly effective in combating theft,
vandalism in residential areas, parks, shopping malls,
etc. The Seattle City’s 20 bicycle officers have averaged
five times the number of arrests made by foot patrols in
the downtown area.
5. Effectively used by plainclothesmen for
surveillance in high crime areas wherein officers wearing
nondescript clothes could blend with the apparels worn
by the criminals
Like motorcycles, bicycles leave the patrol officer
extremely vulnerable. Officers should have the proper
safety equipment and follow all basic safety practices
while on bicycle patrol.
MOTORCYCLE PATROL
Most police departments have their motorcycles
marked with the same insignia as their patrol cars.
Motorcycles are beginning to be a favorite of patrol
officers because of the ease and speed of moving
around. Motorcycle patrol has many of the same
advantages as automobile patrol, especially in speed
and maneuverability. Motorcycles have greater access
than automobiles to some areas and are better suited
to heavy traffic, narrow alleys and rugged terrain.
Disadvantages of Motorcycle Patrol
1. relatively high cost to operate
2. limited use in bad weather
3. inability to carry additional equipment or
officers
4. the danger involved in riding them.
RED NOTES 2022
Thus, in motorcycle patrol, proper protective
clothing and helmets are a must. A motorcycle also
offers the patrol officer much less protection than a
squad car should a person in a vehicle being pursued
decides to start shooting. Nonetheless, the ability of
motorcycles to maneuver through traffic and their ability
to access areas, which squad cars cannot, make them
valuable patrol vehicles.
A number of American police agencies continue to
use two wheel and three-wheel motorcycles, especially
for traffic control and special occasions, such as parades
and escort duty. In general, however, the use of the two
wheeled motorcycle patrol had decreased in recent
years for several important reasons. Departments that
have used solo, or two wheels, motorcycles, have
found them to be:
a. costly to operate,
b. hazardous to the driver, and
c. inoperative during inclement weather when the
police should be most active in the enforcement of
traffic regulations or readily available for special escort
duties.
d. Additionally, the solo motorcycle is tiring for
the driver and has no capacity to transport prisoners,
other personnel, or equipment.
However, the three-wheel motorcycle:
a. can be operated regardless of road
conditions
b. is far less hazardous, less tiring to drive,
c. has transportation capabilities. In
essence, the three-wheel motorcycle has most of the
advantages of the solo motorcycle and
d. greater maneuverability in dense traffic
than the automobile.
HORSE PATROL (Mounted Patrol)
Mounted patrol is decreasing in the US but is still used
in some large cities for crowd and traffic control.
Mounted officers are usually more acceptable than K-9s
as crowd control instruments. Expense is one of the
main advantages of mounted patrol. The greatest
advantage is that an officer on horseback is much more
effective at controlling a disorderly crowd than one on
foot or in any kind of vehicle (other than a tank).
Mounted officers can see up to three blocks away and
cover more territory than officers on patrol.
Horses are useful in patrolling jurisdiction that
covers large park areas or similar places where
automobiles cannot go or may be forbidden. Mobile
patrol cars cannot be expected to race on grassy fields
or wooded areas but horses can.
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.
48
Before 1929, the New York Police Department began
using aircraft. In 1947, the New York Port Authority
began using helicopters for surveillance, transportation,
and rescue. Other cities and state agencies in United
States has employed helicopters, usually during daylight
hours. In 1986, the state of California developed an
experimental program using helicopters for police
patrolling known as SKY KNIGHT.
During the latter part of 1959, the Public Safety
Department of Dade County in Florida used the aerial
patrol concept. At present, it is effectively utilizing fixed-
wing aircraft and helicopters in regular patrols to
prevent crime and apprehend offenders or engage in
surveillance activities.
Advantages of Fixed-Wing Aircraft Patrol
1. Patrolling long stretches of highway or
expenses of inaccessible land.
2. Excellent for traffic control in long stretches of
highways, for search and surveillance, and other special
missions.
Disadvantages of Fixed-Wing Aircraft Patrol
1. Fixed-wing aircraft has very little flexibility in
congested metropolitan areas.
2. Needs a span of flat land for lift-off and
landing.
3. Very expensive to operate.
Advantages of Helicopter Patrol
1. Able to travel at low speeds, to hover if
necessary, and to land even in small patch of flat land.
2. Increased visual range/scope.
3. More efficient for rescue, medical evacuation,
surveillance, and other high profile police activities.
4. Improved response time to emergency calls
and other called-for service.
5. Increased rate of apprehension of professional
and organized crime groups.
6. Improved efficiency of regular patrol units
through airborne reconnaissance.
7. Increased ability in conducting searches for
missing or lost people suspected offenders and escaping
prisoners.
8. Provide a better system of flood lighting areas
to be patrolled at night.
9. Capable of broadcasting information to a large
area through airborne speakers.
10. Provide rapid emergency transportation of
personnel.
11. Added security to patrol officers on foot,
motorcycles or in patrol cars through backup offered by
aerial patrol.
Disadvantages of Helicopter Patrol
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 shift 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.
RED NOTES 2022
WATER PATROL (Marine/Bay/River Patrol)
Water patrol units are extremely specialized and are not
in great use except in areas with extensive coasts or a
great deal of lake or river traffic. The objective was to
use the water vehicles in anti-smuggling operations as
well as against robberies committed in warehouses
along riverbanks or water ports.
Like aircraft, boats are expensive to buy, operate and
maintain. Further, those who operate them must have
special training. Nonetheless, boats are the best means
to effectively control violators of water safety
regulations as well as to apprehend drug and gun
smugglers. They are also valuable in rescue operations
during times of flooding as well as in dragging
operations for drowning cases.
Winter or summer, the water patrol is responsible for:
1. search and rescue/recovery for drowning
victims
2. routine patrol
3. buoying and marking
4. removal of navigation hazards
5. water safety inspections
6. water accident investigations
7. deterring boating law violations such as
reckless operation
8. checking fishing licenses and catch limits
What is PWC?
A new trend in water patrol is the use of PWC
or Personal Watercraft. Among the earliest
manufacturers of this type of vessel was the Yamaha
Motor Corporation (1990). The reason why PWC
became popular was that the company began a loan
program wherein law enforcement agencies can obtain
free use of Yamaha PWC during the boating season.
These vehicles have very shallow draft, high
maneuverability and stability. They are also very easy to
operate. The 2 models most frequently used were the:
Wave Runner LX (for 2 people) and the Wave
Runner III (for 3 people). The front compartment
allows for storage of ticket book, high-powered
binoculars and a portable breath test. Many are
equipped with public-address systems, sirens, and
lights.
Main advantages of using PWC rather than
ordinary patrol boats are:
1. Marine patrol officers can approach areas not
accessible to conventional patrol boats because of
shallow, low bridges or other impediments.
2. One or two officers are enough to operate
while increasing maneuverability and speed.
CANINE (K-9) ASSISTED PATROL (Dog Patrol)
As earlier mentioned, the Egyptians were the first to use
dogs in patrolling. In the US, dogs have been used in
police patrol since 1900. In April 1957, Baltimore was
the only American police force that used trained dog
handler teams on patrol. As of April 1968, about 200
police agencies used a total of 500-man dog teams in
police patrol work.
Police dogs are especially useful in high crime areas, in
dangerous search situations, in dealing with street
gangs, in dispersing a crowd, in taking fleeing suspects
into custody, in guarding suspects, in searching alleys,
parks, schools, and other large building. A most recent
use of police dogs is in the search and detection of drugs
in packages or on suspects. The K-9 assisted patrol is
becoming more popular, with even smaller departments
beginning to establish K-9 units. According to James C.
Spurlock in his article “K-9” in Law-and-Order issue of
March 1990: “Along with mainframes and microchips,
the small-to-medium-sized police department shopping
49
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
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.
5.
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
RED NOTES 2022
Preparation for Duty – The patrol officers’ job
starts even before they are in their respective area of
responsibility (AOR) because they need to prepare the
following that are necessary in the performance of their
routines:
Equipment check:
✓ Police uniform
✓ Weapons
✓ Watch
✓ Money, including change for pay telephones
✓ Flashlight, spare battery and bulbs
✓ Notebook with ample supply of blank paper
✓ Forms re reports, traffic violations, etc.
✓ Current list of stolen and wanted vehicles
✓ Portable radio and other equipment as
required
Information Check – Prior to actual patrolling, the
police officers should:
✓ Secure and review descriptions of missing and
wanted persons.
✓ Arrange any follow-up work from previous
shifts.
✓ Check with the officer being relieved for any
problems requiring your attention during the shift.
✓ Check patrol area log for problem areas
requiring extra surveillance.
Vehicle Check – In case of patrol officers assigned on
mobile cars (prowl cars), they should:
✓ Check the inside of your patrol car, paying
particular attention to the rear seat.
✓ A prisoner may have hidden a weapon or
evidence in the vehicle during the previous shift.
✓ During your own tour of duty, a prisoner might
try the same maneuver. If you haven’t checked the
vehicle, any evidence you recover might be ruled
inadmissible in court; you would be unable to swear that
the vehicle was empty before the suspect entered it.
✓ Record the condition of your vehicle’s interior
in your notebook for possible latter use as evidence.
✓ Check your vehicle’s siren, roof light,
radio and other equipment to ensure that they
are in proper working order. Note any damage or
mechanical problems.
PATROL CONCEPTS
The following are simple but vital questions in the
management of a patrol unit in your own department or
in any police department:
What is Reactive Patrol?
It is the old system of police patrol activity which
consists of continuously driving around the area of
patrol waiting for something to happen and to react
accordingly in case something does happen.
What is Proactive Patrol?
It is the more economical alternative patrol
system, which has an objective approach against
criminality as much as practicable. It addresses crime
at its very root before it is able to develop into a
felonious act.
What is Participative Law Enforcement?
It is a system where the citizenry and the police
work together to reduce crime, prevent juvenile
delinquency and criminal behavior, maintain the peace
and reduce local problems which are the mutual
responsibility of the police and the people.
What is the difference between prevention
and repression of criminal and delinquent
behavior?
50
 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
a series of mini-police precincts, which are responsive to
the smaller communities.
What are the objectives of the PNP’s New COPS?
1. To enhance police visibility in order to reach
out to the community to serve the resident a policing
out.
2. To improve police community relation to gain
public acceptance, build mutual respect and trust and
promote cooperation.
3. To attend sustained and integrated police-
community participation, in crime prevention and
suppression.
What is police block?
This is the NCOB (New Cops on the Block) Center
of Command and Control of its activities and the police
base from which the citizen may seek assistance
whether in person by radio or telephone.
What is the so-called “House Visitation”?
It is a function of NCOBs where police officers on
patrol visit every house and work place to offer crime
prevention advice and to organize the neighborhood
crime watch groups.
What is the so-called “Street Questioning”
method?
It is a method whereby policemen on patrol may
interview within the bounds of law suspicious
personalities at random in order to serve as a deterrent
to those intended to commit a crime.
What are the police social service of the PNP?
It is a project that concerns a wide variety of
activities such as physical fitness and sports
development and formation and education and
livelihood projects. The following are some of the
benevolent services performed by the police patrol:
1. Midwife duties for childbirth.
2. Render first aid to accident victims.
3. Get relief assistance to disaster victims.
4. Mediate in family quarrels.
5. Delivery of death messages.
What do you understand about the concept of
“Team Policing”?
It is a grass root approach undertaken to bring the
people and the police together in a cooperative
situation. Its distinguishing feature is the
establishments of neighborhood crime watch groups to
encourage the people to report crimes and to assume
greater interest and responsibility in crime prevention
and suppression.
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What is the purpose of police uniform?
As with any other occupation, the police uniform
is intended to separate policemen from everyone who
are not in the same line of work to avoid confusion and
to assure others of his authority and his presence.
Give the four kinds of inspections conducted by
policemen on patrol.
Policemen may conduct building inspection, crime
prevention follow-up, house inspection and
miscellaneous inspection.
What is Patrol Hazard?
This is a term used frequently to describe a
specific condition or place that requires a patrol officer’s
special attention.
What is the importance of vehicle inspection for
patrol?
The emergency nature of police work demands
that the vehicle they use be in the best condition as
possible not only for routine patrol driving but also for
pursuit operation. Hence, there is a need for regular
vehicle inspection.
What is the purpose of the District Orientation
Tour in preparing for patrol?
Its purpose is to familiarize and orient a policeman
about the patterns and characteristics of his patrol area
before he conducts actual patrol.
What is police surveillance?
It is the process of keeping under observation a
person; a place or an object to obtain information
material to the solution of a case. It is also use to detect
some forms of criminal behaviors.
What is the purpose of the police at the scene of
civil disturbance?
During civil disturbances, the police: protects lives
and properties of everyone at the scene; enforces the
law; and restores peace and order.
What are the objectives of the police at the scene
of unlawful assemblies?
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 extent 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.
51

What are the primary line units concerned with
the accomplishment of the police operational
tasks?
The primary line units in the police include patrol,
investigation, traffic, vice and juvenile patrol.
What are the secondary or auxiliary units
concerned with the service tasks?
The secondary or auxiliary units in the police
include the records, property custodian, jails, crime
laboratory services, transportation, and communication.
What are the administrative or managerial units?
The administrative or managerial units in the
police include personnel, intelligence, planning,
budgeting, and training in community relations.
Why participation of patrol in vice control
necessary?
Patrol participation in vice control is necessary in
order to lessen the force needed in the vice-division; to
increase its efficiency; to conserve time and energy of
its members; and to focus its attention to the more
serious vice violations.
What are different types of calls response by the
police patrol?
ROUTINE CALL – Under this category, the
mobile car is required to observe all traffic laws and
rules and does not normally use its flashing lights and
siren while on its way to the scene. This includes when
the police respond to:
▪ Provide police car transportation.
▪ Obtain reports about offenses discovered after
the criminal has left and which does not involve injury.
▪ Obtain information the nature of which is not
given.
▪ Investigate apparently abandoned vehicles.
▪ Obtain damage reports.
▪ Provide additional traffic control and direction.
URGENT CALL – This is similar to the routine call,
which also requires the responding police car to observe
all traffic rules and does not use its flashing lights or
siren. However, it proceeds directly to its destination
and does not stop unless an incident of far more serious
nature occurs. This includes when the police respond to
investigate:
▪ Trouble of unknown nature.
▪ Shoplifter complaint.
▪ Vehicular accidents in which there are no
physical injuries.
▪ Prowler complaints.
▪ Lost children’s 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 respond 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.
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What are the two schools of thoughts regarding
the best means of approaching any scene where
a crime is believed to be in progress?
First is to approach the scene with lights and siren
flashing and to pull on directly at the scene of the
reported crime. The idea here is to frighten the criminal
in order to prevent him from completing his criminal act.
Second is to approach the crime scene as
inconspicuously as possible in order to use the
advantage of surprise in apprehending the criminal or
preventing his escape.
What are the factors to be considered by the
patroller in choosing the manner by which an
approach to a crime in progress is to be made?
These are the factors of: time and day; condition
of traffic; possibility of ongoing physical assault; and the
neighborhood characteristics.
Why is the police force organized along semi-
military lines?
It is due to the nature of work they perform, the
manner in which they are expected to perform their
duties, and their close adherence to a rigid chain of
command with specific assignment of duties and
responsibilities and functional job descriptions that
distinguish between line and staff authority.
What is the distinction between line and staff
functions?
Line functions such as patrol and criminal
investigation are those that are directly responsible for
accomplishing police goals and objectives.
On the other hand, staff, auxiliary or support
functions are those that are designed solely to support
and enhance the operation of line units. They usually
include records, communications, personnel, training,
property maintenance and the like.
THE INTEGRATED PATROL SYSTEM (IPS) OF THE
PNP
The Integrated Patrol System (IPS) of the
Philippine National Police is a concerted effort of the
whole PNP organization with other government
agencies. The purpose is for the effective performance
of the general role of the PNP which is to deliver the
basic public safety services to the community.
What are the Three (3) Public Safety Bureaus?
In the Philippines, there are three separate line
bureaus created under the Department of Interior and
Local Government. They are responsible in the
protection of the community against criminality,
destructive fires and calamities and protection by
confinement and correction of convicted criminal
perpetrators. The three bureaus are:
▪ PNP – Philippine National Police
▪ BFP – Bureau of Fire Protection
▪ BJMP – Bureau of Jail Management and
Penology
What are the Basic PNP Functions?
As stated earlier, the basic functions of the PNP
are: Crime Prevention – including crime suppression;
Crime Solution – covers investigation of crimes; and
Traffic Management – covers direction and control,
and traffic accident investigation.
Crime Prevention – the basic police function;
the technique of eliminating the desire of the people to
commit crime. It can be done through Police
Visibility. Crime Deterrence is actually the essence
(real meaning) of Police Visibility because:
52
1. In crime prevention, the psychological tool of
the police is VISIBILITY and OMNIPRESENCE; and
2. Visibility and omnipresence are applied by the
police for the purpose of:
a. making their presence felt;
b. giving a feeling of security to law abiding
citizens; and
c. providing a feeling of fear to would be
offenders.
What is the General Objective of Patrol Activity?
The general objective of patrol activity is to
prevent the commission of crime by destroying the
opportunity of potential offenders thru constant and
alert patrolling.
With these, patrol officers should have a
detailed understanding of the anatomy of crime or what
makes up a criminal act. The anatomy of crime states
that: crime takes place if the three (3) elements or
ingredients are present at the same time and place
which are: Instrumentalities, Motive and Opportunity.
To explain further:
1. Instrumentality – the means or instrument
used in the commission of crime such as: firearm; fan
knife; poison (or any obnoxious substance); Hammer;
motor vehicle; a document, etc.
2. Motive – the reason or cause why a person or
group of persons will perpetrate a crime or the purpose
or aim of doing something. Examples are: economic
gain; jealousy; covetousness/greediness; revenge;
gratify desire; and win a competition.
3. Opportunity – It refers to the chance or twist
of fate; consist of the acts (whether by omission or
commission) by a person (the victim) that enables
another person or group of persons (the offenders) to
perpetrate the crime. Opportunity is synonyms with
carelessness, acts of indiscretion, and lack of crime
prevention or lack of consciousness on the part of the
victim. Illustrative examples are:
a. Leaving ones’ home or car unattended for a
long time
b. Walking all alone in a well-known crime prone
alley
c. Wearing expensive jewelries in slum area
d. Readily admitting a stranger to one’s residence
and the like.
Further, once crime took place, it can be
further explained by using the interaction of these three
(3) factors: Criminal Tendency, Total Situation, and
Resistance to temptation. Criminal tendency is innate
to every human being. Total situation speaks of the
environmental circumstances. Resistance to temptation
could also be innate to a person which could be
attributed to his cultural and educational upbringing.
What is a Freak Crime Accident?
There are situations when all the three
elements of the crime are present and merged at the
same time and the same place; however, the victim is
not the intended one due to error in persona (mistaken
identity). This is called a freak crime accident. Similarly,
the public still need to be protected against these kinds
of crimes.
How Police Visibility is attained?
Police visibility can be done in three (3) ways:
physical presence by being visible as police and easy
to locate police units; patrolling scheme through
mobile, integrated, and widespread, supportive, and
redundant coverage; and response which should be
proper, adequate and timely (ideal is 5 minutes
response time).
RED NOTES 2022
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 televisions set
Situation/Locator Map (w/ magnetic
equipment) – also called spot map; the key-point in the
Police Station Desk; capable of providing a visual IPS
situation because it shows the: Area of Responsibility
(AOR); Real Time Current Situation; and Real Time
Status of the IPS. The importance of the
Situation/Locator Map (S/LM) are for OTS (on the spot)
assessment of the situation; and for OTS shifting of
patrol forces to deal with a situation
PCP – Led by 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 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 have the following
identifications (ID):
PBs for the NCR Police Offices:
53
 ▪ Identifiable by a 5-digit number; the 1st digit Composition of DBT (detective beat team) in
refers to the numerical number assigned to the area is of 2 officers:
district. ▪ Detective In-Charge (DIC)
▪ 2nd refers to the number assigned to each of ▪ Investigator/Detective – the principal character
the cities/municipalities/stations within the
district. Duties and Responsibilities of the DBT
▪ 3rd digit refers to the number assigned to ▪ Assume primary responsibility or jurisdiction in
particular PCP. conducting CSO within their AOR unless otherwise
▪ 4th and 5th digits refer to the numbers assigned directed by competent authorities for special cases
to a particular beat. requiring intervention of specialized PNP units.
▪ Investigator/Detective is responsible for case
PBs for Regional Offices: build-up, filing criminal charges, arrest of offender,
▪ Identifiable by a 7-digit number monitoring/tracking of cases and court appearance.
▪ First 2 digits refer to the number of the region ▪ Perform all other duties and function to
▪ 3rd digit refers to the # assigned to a particular accomplish their assigned tasks.
province within the region
▪ 4th digit refers to the PCPs Operational Guidelines for the conduct of Patrol
▪ 5th and 6th referring to the beat The following are the guidelines normally
observed by the PNP in the conduct of patrolling not
Mobile Patrol (MP) – The SOPs are similar to necessary under the IPS:
the earlier discussions under the AUTOMOBILE TYPE of
patrol. In cases where a vehicle is stopped, the 1. Pre-patrol (Pre-deployment phase)
following 10 Rules in Stopping Vehicles should be a. Fall-in- information in ranks
applied: b. Roll-call- accounting of patrol elements by the
▪ During daytime, select the widest portion of patrol commander (PC)
the road where to stop a motorist. c. Inspection of uniform, appearance &
▪ Signal the motorist to pull closer to the right equipment by the PC
side of the curb with the patrol car parked behind the d. TI & E (Troop Information and Education) and
violator’s vehicle. dissemination of instructions/orders by PC
▪ Observe flow of traffic coming from behind e. Reading of assignment of PBs by Sarhento de
before opening the door and alighting from the patrol Mesa or field duty officer (FDO)
car. f. Issuance of equipment to POs (Patrol Officers)
▪ In issuing a citation, occupy the right side of and PTs (Patrol Teams)
the vehicle using the hood to accomplish the citation. g. Report to higher headquarters (HQ) by FDO
▪ At nighttime, select a well-lighted place to stop
a motorist. 2. Deployment Phase:
▪ Never stand to do anything in front of a a. Report to SD by the POs (Patrollers)
stopped vehicle with its engine running and its driver b. POs make patrol plan and follow patrol
still at the vehicle. procedures
▪ Never stand to do anything between the c. Adopt the buddy-buddy system
stopped vehicle and the patrol car if the driver of the d. Make situation report on an hourly basis or
stopped vehicle is at the wheel. upon reaching the end of their line beat
▪ Never stand on the way of the door of the e. Report and/or record in the PSR (patrol sheet
stopped vehicle especially if he is ordering a suspicious report) all unusual incidents.
driver to get out of the vehicle.
▪ Never allow a person being interrogated to 3. Post-Patrol (Post-deployment Phase):
stand on the firearm side. a. Regrouping and formation
▪ Never allow an apprehended suspect to sit b. Accounting
inside the patrol car on the side where the policeman’s c. Inspection
f/a is tucked. d. Debriefing/submission of DPR (daily patrol
report)
Detective Beat (DB) or Detective Beat e. Recall of equipment issued
System (DBS) - DB is a contiguous area where a team f. Dismissal by the PC
of police investigators is assigned with a specific task of
conducting follow-up investigation to all complaints, After which, the patrol commander collects
reports, referrals, and other requests with the end-in- the DPR and submits it to the HQ for consolidation and
view of full compliance and/or the filling of a case. reference.

The Purpose of DBS is to provide the police C. Auxiliary Components - In the Philippines,
organizational and operational framework in truly the police are the members of the PNP with two
effecting mechanisms towards enhancing the efficiency (2) statutory characteristics - National in scope
and effectiveness of the PNP’s investigation capability. and Civilian in character

Nature of DBS: Who are the members of the Auxiliary Police (or
▪ DB is concerned with the crime solution Auxiliary Components of the IPS?
angle while the PB has the primary role of crime a. Private Security Guards
prevention and control. b. Traffic Enforcers and Aides
▪ DB maybe different from PB but the c. Junior Police and Law Enforcement Services
former complements the latter in serving and protecting Cadets
the community. d. Barangay Chairman and Tanods (Barangay
▪ PB occupy a particular AOR while the Public Safety Officers (BPSO))
detectives have the primary responsibility of 1 st e. Civilian Volunteer Organizations (CVOs) such
response in all cases reported for investigation as civilian volunteer radio communications, and
purposes. volunteer public utility vehicles (PUV) drivers and Non-
Government Organizations (NGOs.

RED NOTES 2022 54

POLICE COMMUNICATION SYSTEM
What is the significance of Communication in
Police Management and Administration?
Effective communication is essential in all
organizations in which people deal with one another.
It is very difficult to imagine any kind of activity that
does not depend on communication in one form or
another. Today’s police managers are aware that the
efficiency of their personnel depends to a great
extent on how well the efforts of individual members
can be coordinated. Because coordination does not
simply happen, managers must realize that
communication is necessary if their subordinates are
to obtain the understanding and cooperation
required to achieve organizational and individual
goals. (Charles Swanson et. al. 1998)
What is Communication? Communication could
mean:
a. The exchange of information between
individuals, for example, by means of speaking, writing,
or using a common system of signs or behavior.
b. The act of giving or sending information.
c. A means of access or communication, for
example, a connecting door.
d.
Generally speaking, communication refers
to the transfer of thought or idea from one person
to another. It simply means the process of sharing
ideas, information, and messages with others in a
particular time and place. Technically, it refers to
the means or equipment used to exchange a thought
or idea.
What is the scope of Communication?
Communication includes:
a. talking and writing
b. nonverbal communication - such as: facial
expressions; body language; and gestures
c. visual communication - use of images or
pictures, such as: painting; photography; video; and
film
d. electronic communication such as:
telephone calls; electronic mail; cable television;
and satellite broadcasts.
EVOLUTION OF COMMUNICATION
Communication between two people is an
outgrowth of methods developed over centuries of
expression. Gestures, the development of language,
and the necessity to engage in joint action all played
a part.
Communication among animals
Humans are not the only creatures that
communicate; many other animals exchange signals
and signs that help them find food, migrate, or
reproduce. The 19th-century biologist Charles
Darwin showed that the ability of species to
exchange information or signals about its
environment is an important factor in its biological
survival.
Language
While other animals use limited range of
sounds or signals to communicate, humans have
developed complex systems of language that are
used to:
a. ensure survival;
b. express ideas and emotions;
c. tell stories and remember the past; and
d. negotiate with one another.
Oral (spoken) language is a feature of every
human society or culture. Anthropologists studying
ancient cultures have several theories about how
human language began and developed. The earliest
RED NOTES 2022
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.
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
55
territory on the eastern coast of the Mediterranean,
located largely in modern Lebanon) to Greece,
where vowel sounds were added to it. Alphabet
characters stand for phonetic sounds and can be
combined in an almost infinite variety of words.
Many modern languages, such as English, German,
French, and Russian, are alphabetic languages.
The DYAD
The most basic form of interpersonal
communication is a dyad (an encounter or
conversation between two people). Some dyads
exist over a long period of time, as in a marriage or
partnership. Communicating well in a dyad requires
good conversational skills.
Communicators must know how to:
1. start and end the conversation
2. make themselves understood
3. respond to the partner's statements
4. be sensitive to their partner's concerns
5. take turns, and how to listen
Group Communication
Communication may also occur in small
groups, such as families, clubs, religious groups,
friendship groups, or work groups. Most small-group
interaction involves fewer than ten people, and the
communicators need the same communication skills
as in a dyadic conversation. However, additional
factors called group dynamics come into play in a
small group. A group may try to work toward a
consensus, a general sense of understanding or
agreement with others in the group. Groupthink may
occur, in which a group reaches consensus so
quickly that its members mistakenly ignore other
good ideas. Small-group members may experience
disagreement or even conflict. Some members may
be more persuasive than others and form sides, or
cliques, within the group.
Public Speaking
Interpersonal communication occurs with
larger groups as well, such as when a speaker gives
a talk to a large crowd (a political candidate giving
a speech at a campaign rally, or a teacher lecturing
to a large class). However, the audience can
respond in only limited ways (such as with applause,
nodding, whistles, boos, or silence). The speaker
usually wants to be persuasive or informative, so the
words chosen and the style of delivery or
performance are very important. A speaker who
wants 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 had to
communicate across distance or over time. Since the
beginnings of writing, communication media have
allowed messages to travel over distance and time.
A communication medium is a means for recording
and transporting a message or information. The
word medium comes from the Latin word medius,
meaning middle or between. It is a channel or path
for sending a message between communicators. A
single channel—such as radio, or a book, or the
telephone — is called a medium; media is plural,
meaning more than one medium.
Semaphore systems (visual codes) of flags
or flashing lights were employed to send messages
over relatively short but difficult-to-cross distances,
such as from hilltop to hilltop, or between ships at
sea. In the early 1790s the French scientist and
engineer Claude Chappe persuaded the French
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government to install a system of towers that used
semaphore signals to send visual telegraphs along
approved routes throughout the country. The
system was copied in Great Britain and the United
States.
Some ancient societies, such as the Roman
or Byzantine empires, expanded their territorial
control far beyond their original boundaries, and
traded with distant neighbors. To hold on to their
far-flung territories, they needed two technologies
that have remained closely tied ever since:
▪ transportation; and
▪ the ability to record information.
Recorded messages had to be carried
easily. Therefore, lightweight forms of recording
(such as papyrus or animal skins) were desirable.
EVOLUTION OF MODERN COMMUNICATION
SYSTEMS
Paper and Printing
The first lightweight medium was papyrus,
an early form of paper used by the Egyptians that
was made from grasses called reeds. Later, in the
2nd century AD, the Chinese wrote on silk fabric
instead of wood, and developed paper made from
silk fibers. (Today paper made from cotton or linen
fibers is still called rag paper.
From as early as the 2nd century BC ,
Europeans wrote on thin layers of tanned and
scraped animal skins called parchment or vellum,
with quill pens made from bird feathers. Parchment
is not as light as papyrus but is very durable; many
parchment manuscripts and books from the Middle
Ages still exist. The Arabs brought papermaking to
Europe from China in the 11th century AD. Paper
gave European merchants, who traveled across the
continent, a portable and inexpensive way to keep
records.
Until the 1400s in Europe, all documents
were handwritten. Copyists and editors called
scribes recorded commercial transactions, legal
decisions and pronouncements, and manuscript
copies of religious books—many scribes were monks
working in monasteries. By the 15th century,
however, the need arose for an easier way to
duplicate documents. In Asia, block printing had
already been developed by Buddhist monks in China
in about the 8th century. A similar technique was
later used in the 15th century by Europeans to make
illustrations for printed books.
An early version of movable type of
printing was first developed in China around 1045,
and was independently developed by Koreans in the
13th century AD. In 1450, the German printer
Johannes Gutenberg perfected movable metal type
and introduced the first reliable system of
typesetting, a key invention in the development of
printing.
As more books became available, more
people learned to read. Books were printed in the
local, or vernacular, languages as well as classical
Greek and Latin. With literacy came exposure to new
ideas. Some historians believe that the 16th-century
Protestant Reformation (a revolution in the Christian
church that divided it into factions) might not have
occurred if European thought had not been prepared
by ideas introduced and circulated in printed books.
Printers published other things besides books,
including newspapers, pamphlets, and broadsides
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(sheets of paper printed on one or both sides).
These cheaper works helped spread news
throughout Europe and, in the 17th and 18th
centuries, throughout the British colonies in
America.
During the Industrial Revolution of the late
18th and early 19th centuries, printing technologies
evolved rapidly. The steam-powered press was
invented in Germany in the 19th century, and the
rotary press, which prints images onto a continuous
sheet of paper from a rotating drum, was introduced
in the United States in 1846. The Linotype
typesetting machine was patented by the German-
born American inventor Ottmar Mergenthaler in
1884. It permitted typesetters to set text by typing
on a keyboard rather than hand-setting each letter
individually. Together, the Linotype machine and the
rotary press transformed the speed of printing.
These so-called hot-metal or letterpress printing
technologies dominated the industry until the 1950s,
when phototypesetting and photo-offset printing
were introduced.
Photocopying was another technology that
made document duplication easier. Invented by
American physicist and inventor Edwin Land in the
1950s, photocopying transfers an image from one
sheet of paper to another very rapidly.
A more recent advance is computer
typesetting and printing . Computers and word-
processing and graphics software are used today to
set type and compose pages on the screen just as
they will look in the final print, in either black and
white or color. Page layouts can also be transmitted
digitally (numerically coded into electronic pulses)
via fax machines, computer modems, telephone
networks, and satellite systems to other locations
for editing, redesign, or printing.
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
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west beyond reliable roads or rail lines, the U.S. Post
Office started the Pony Express , reviving courier-
style services in the new territories. Pony Express
riders carried sacks of mail through rugged and
remote territory, relaying their loads from one rider
to the next. The Pony Express quickly became
renowned for its speed of delivery.
Over time, the U.S. Post Office took
advantage of new transportation systems. Huge
volumes of mail were sent across the country on
trains, and the Post Office started its own postal
security force to prevent the mail from being stolen
in railroad holdups. They were also the first postal
service to hire pilots to fly mail to distant or rural
locations within the United States and overseas. By
the 1930s every small town and rural route had
carrier service; in many places, deliveries were
made twice a day. As demand for postal services
grew, the U.S. Post Office developed systems for
coding and sorting the mail more quickly, notably
the neighborhood ZIP Code system in the 1960s.
The Telegraphy
The first truly electronic medium was the
telegraph, which sent and received electrical signals
over long-distance wires. The first practical
commercial systems were developed by:
1. Sir Charles Wheatstone (physicist, Great
Britain);
2. Sir William F. Cooke (inventor, Great
Britain); and
3. Samuel F. B. Morse (artist and inventor,
United States).
Morse demonstrated the first telegraph system
in New York in 1837. But regular telegraph service,
relaying Morse code (system of code using on and
off signals), was not established until 1844.
Telegraphers would translate the letters of the
alphabet into Morse code, tapping on an electrical
switch, or key. The telegrapher at the other end of
the line would decode the tapping as it came in,
write down the message, and send it to the recipient
by messenger.
Telegraph systems were immediately useful
for businesses that needed to transmit messages
quickly over long distances, such as newspapers and
railroads. A telegraph room installed in the United
States Capitol in 1844 was the center of a sensation
when news of the nomination of James K. Polk as
the Democratic presidential candidate was conveyed
by telegraph between the convention in Baltimore,
Maryland, and the Capitol Building in Washington,
D.C. In cities, thousands of telegraph lines
suspended on poles webbed the streets by the latter
half of the 1800s. Telegraph cable was first laid
under the Atlantic Ocean in 1858, and regular
transatlantic telegraph service began in 1866.
The telegraph made it possible for many
companies to conduct their business globally for the
first time. Because price changes could be
communicated almost instantaneously, the
telegraph also prompted the reorganization of
American commodities markets. Prices became
uniform from city to city, and futures (agreements
to buy a commodity at a fixed price on a fixed date
in the future) markets were established. In addition,
standard time zones across the United States were
established so that railroads could set regular and
consistent schedules as trains moved across the
country, enabling the railroads to check on
schedules, passengers, and freight via telegraph.
57
 Telegraph technology became more
sophisticated, especially after its competitor, the
telephone, was introduced in the 1890s. Telegraph
systems evolved into telex systems, in which
machines eliminated the need for coding and
decoding the messages. Users could type in a
message, and the identical message would appear
at the recipient's end, carried over telegraph and
telephone lines (and eventually satellite systems) to
telex machines anywhere in the world. In remote
areas where long-distance telephone service was
unavailable or impractical, telex machines were
widely used (much like an early version of electronic
mail). Telegraph and telephone lines were also used
to transmit pictures via an early version of facsimile
called telefacsimile or Wirephoto service.
Newspapers used Wirephoto to transmit
photographs as early as the 1930s.
The Telephone
In 1876, Scottish-born American inventor
Alexander Graham Bell was the first to patent and
produce a telephone. His patent was titled
Improvement in Telegraphy, and contained the
design of a device that would transmit the human
voice over wires instead of electrical clicks or other
signals, like the telegraph. Originally, Bell thought
that the telephone would be used to transmit
musical concerts, lectures, or sermons. The
American inventor Elisha Gray filed an intention to
patent at the same time, but after many court
battles, Bell was given the rights to the invention.
Bell and his financial backers established
the Bell Telephone Company. In an extraordinary
business move, Bell decided to lease telephones
rather than sell them. His next step would be to
build the connecting networks and sell services on
those networks to customers. Bell began by leasing
pairs of telephones that would connect two
locations, such as a businessman's home and office,
or between two partners' offices. However, the real
appeal of telephone service emerged with the
opening of the first telephone exchange—a
switchboard connecting any member of a group of
subscribers to any other member—in 1878.
After Bell's patents expired in 1893 and
1894, other companies began manufacturing
telephones, wiring new networks, and installing
exchanges. The new exchanges connected people in
rural communities and residential households. Some
were rural cooperatives owned and operated by the
customers. The American Telephone and Telegraph
Company (AT&T), which bought the Bell Telephone
Company in 1900, developed switching systems to
connect calls between exchanges, and eventually
began experimenting with long-distance
connections.
Between the 1880s and the 1980s the
telephone system in the United States had an
enormous effect on the quality of life and work. In
rural communities, telephone service meant an end
to the isolation and loneliness experienced by many
farm and ranch families. Families whose members
moved away to school or new jobs could stay in
contact with each other over the phone. For ill or
disabled people, the telephone became an
indispensable link to the outside world. Telephone
service also enabled immediate contact with
emergency services, such as the police, fire
department, or emergency medical services. By the
1960s the telephone was considered so essential
that telephone companies provided basic services at
reduced rates to elderly and disabled people.
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The telephone network has also provided
the electronic network for new computer-based
systems like the Internet, Facsimile transmissions,
World Wide Web. The relationship today between
computers and the telephone system is inseparable.
The Radio
The telegraph and telephone were systems
for distance communication that sent electrical
signals through wires. The earliest system for
sending electrical signals through the air via
electromagnetic waves was called wireless, and later
radio. Radio technology was based on the
discoveries of James Clerk Maxwell.
The Italian electrical engineer Guglielmo
Marconi was the first person to invent a true wireless
radio. In 1895, he built a system that could send and
receive a signal at a distance of close to 3 km. (close
to 2 miles). He moved to England, and by 1899 the
British Marconi Company had sent signals across the
English Channel. In 1901, Marconi received the
Morse code signal for the letter S sent across the
Atlantic Ocean to Canada.
Marconi's radio system used a spark-gap
technology that could transmit only simple on-off
signals—so radio signaling used an on-off system
like Morse code. This type of radio technology is
called radiotelegraphy. Wireless was especially
valuable for ships in distress, so that other ships
could be dispatched to save their passengers and
crews in times of emergency.
In 1901, the Canadian-born American
physicist Reginald Fessenden patented an alternator
that would use continuous waves instead of on-off
spark-gap signals. This system could also send
signals much farther and with much less background
noise, so it could carry the sound of the human
voice. This new approach to radio was called
radiotelephony. On Christmas Eve and New Year's
Eve in 1906, Fessenden produced the first radio
broadcasts from Brant Rock, Massachusetts, which
were picked up as far away as New York and by
ships in the Atlantic.
Radio technology improved rapidly
throughout the 20th century. The first breakthrough
was the invention of the cat's-whisker receiver, or
crystal set, which used a silicon crystal and a small
metal wire to detect radio waves clearly. Later
improvements were made in the valves, or tubes,
such as De Forest's Audion, which amplified the
signal once it was received. Radio transmissions
initially used amplitude modulation (AM) to
superimpose audio signals onto radio waves. The
invention of frequency modulation (FM) radio
provided much more sensitive and clear radio
transmission and reception. Tuners became more
sensitive, and more broadcast 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
58
law, and the agency was responsible for issuing
licenses to radio broadcasters for particular
bandwidths, frequencies, and signal powers. License
holders had to demonstrate that they operated their
radio stations “in the public interest, convenience,
and necessity”.
The Television (TV)
Two pioneers independently created the
first workable television systems — American
inventor Philo T. Farnsworth and Russian-born
American engineer Vladimir K. Zworykin. Farnsworth
used an electronic camera he called an image
dissector to transmit a picture of a dollar sign in
1927. He patented aspects of his system, and
developed his television further in the 1930s, but
lost his financial backing when World War II (1939-
1945) began.
In 1923, Zworykin first demonstrated an
electronic television camera he called the
iconoscope. At the time, he was working for
Westinghouse Electronic Corporation, but Zworykin
moved to RCA when David Sarnoff, vice president of
RCA, became interested in his invention. Sarnoff
supported the development of the iconoscope when
RCA obtained the rights to Westinghouse's radio
research projects in 1930.
Since the 1950s many improvements have
been made in television technology, particularly the
introduction of color television in the 1960s. Image
reception has become clearer, and screens have
become larger. Most televisions can now receive
stereo sound. The widespread growth of cable
television since the 1960s has introduced many new
channels and types of programming into American
homes. And today direct-broadcast-satellite (DBS)
services allow individual households to receive
hundreds of channels carried by satellites directly
into their homes.
There is no doubt that television has been
one of the most important communication
technologies in history. Televisions are switched on
an average of seven hours a day in American
households. Debates continue about the medium's
effects on children, culture, education, politics, and
community life. Critics say that television feeds a
constant stream of simplified ideas and
sensationalistic images, that it has a negative effect
on political campaigns and voting patterns, that it
destroys local cultures in favor of a bland national
culture, and that it has encouraged the growth of an
uncritical and passive audience. Defenders say that
television provides a great deal of high-quality
educational and cultural programming, and that it is
the major source of national and international news
and information for most U.S. citizens. Television
can be a very effective teaching tool in the
classroom and at home. And, as the Canadian writer
Marshall McLuhan pointed out, perhaps nothing has
been more responsible for creating the global
village—the sense that we can see and hear events
anywhere in the world as they happen and so can
feel more connected to other places.
The Computers
The earliest computers were machines built
to make repetitive numerical calculations that had
previously been done by hand. By the 1890s,
calculating machines were used to tabulate the U.S.
Census with a punched-card system invented by
Herman Hollerith. Electromechanical calculators
were being built by the 1930s, especially by a new
company called the International Business Machines
Company (IBM). The first truly electronic memory
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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. 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.
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 Mobile Phone
This is a very recent mode of communication
which is already utilized by private and commercial
entities. The Police and the military are also using
this as one of the major alternatives of
communication.
Mobile (cellular) phones have become
invaluable for people who need to stay in touch while
on the move. Cellular telephone systems combine
radio and television technology with computer
systems. As a caller moves from one geographical cell
(the name given to a specific part of the area being
covered by the system) to another, computers in
switching offices transfer calls among variously
located antenna transmitters without interrupting
service (Microsoft Encarta).
Text Messaging also known as Short
Message System (SMS). It is a method of
communication allowing cellular, or mobile, phone users
to exchange brief notes, typically up to 160 characters in
length. Now, you can send as much as 450 characters.
The huge popularity of text messaging is
remarkable considering that the service was developed
by mobile operators in the early 1990s as something of
an afterthought and was never expected to take off.
The main reason for its success is that younger
phone users have adopted text messages as their
preferred means of communication. Early concerns over
the clumsy means of entering text and the limited length
of messages have been overcome partly by familiarity
and partly by a shorthand language; for instance, “c u
l8r” is an abbreviated way of saying “See you later”. A
major factor in the uptake of text messaging was that it
was free when pre-pay phones were first introduced.
Even with messages now charged for, they are still
considerably cheaper than mobile phone calls (Microsoft
Encarta).
Many police officers are using this
communication technology as an alternative to the
traditional means of communications. The PNP and
other law enforcement related agencies are using
hotlines as and easy access to crime reports by the
populace.
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 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.
60

By 1927 the prohibition era had sent he
development of big-time crime and gangsters were
making wide use of automobiles as “get-away cars”. The
police were under great pressure to control the
situation, but always arrived at the scene too late.
Commissioner Rutledge then persuaded Robert L. Batts,
a young radio technician and student at Purdue
University, to come to Detroit and work on a radio
receiver that would operate in a police car. It was
through this effort that the first workable police radio
setup was developed.
7. 1929 – In September 1929, the Cleveland
Police Department went on the air with a few cars, and
in December of the same year, Indianapolis became the
third police department in the world to set up a workable
police radio system.
8. 1930 – The Michigan State Police became the
first state police organization to go on the air in October
of 1930. It proved very effective in apprehending bank
robbers and other gangsters.
9. 1931 – The first police motorcycle was
equipped with a radio by the Indianapolis Police
Department in September 1931.
10. 1933 – In March 1933, the Bayonne New
Jersey Police Department went on the air with the first
two-way, mobile police radio system.
11. 1934 – By 1934, so many police departments
have police radio systems that they were being as inter-
city communications for all types of general police
messages. The Federal Communications Commission
had to intervene and establish strict control on police
radio communications, restricting non-emergency
messages to wire communications.
12. 1935 – Because the police departments did
not understand the government restrictions, they (at
first) refused to obey them and police radiomen from all
over the country banded together to form the APCO
(Association of Police Communications Officers). (It was
later changed to the Association of Public-Safety
Communications Officers).
13. 1939 – Daniel E. Noble, of Connecticut State
College, developed the first FM mobile two-way
transmitters and receivers for the Connecticut State
Police. This was to bring about a change in the whole
mobile radio picture. (FM means Frequency
Modulation).
14. 1940 – Motorola President, Paul Galvin, saw,
the value of FM over AM for mobile police
communications, and hired Dan Noble to develop two-
way FM for Motorola Police Radio Sales. One of Nobles
first developments was the remarkable Differential
Squelch Circuit, which demonstrated greatly increased
range in fringe areas.
15. 1945 – The Federal communications
Commission allocated frequencies for FM, and it became
the established system for police radio communications.
Today most departments have three-way
radios where the patrol car in the field may not only
carry on a two-way conversation with the base radio,
but may also carry on the same type of conversation
with other police vehicles in the field.
Recent developments by the military, in the
area of field communications, indicate that law
enforcement communications will have much more to
look forward to.
PLANNING A POLICE COMMUNICATION SYSTEM
Planning a Police Communication System (PCS) is
not that complicated, especially if the system is for small
municipal police station. The planner must of course
have technical knowledge and skill in radio operation
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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 transceivers in mobile patrol cars
✓ radios transceivers for police officers on foot
patrol
✓ telephone system
✓ manual telephone exchange
✓ semi-automatic telephone exchange
✓ National Direct Dial (NDD)
✓ International Direct Dial (IDD)
Standard Modern Police Communication
System requirements: Modern communication systems
require OPERATION CENTER or BASE and the
communication room at the base contains the following:
✓ radio transceivers with control panels and
mikes
✓ telephone trunklines and switchboards
✓ monitor receivers
✓ inter-city radio controls
✓ paging and recall systems
✓ fax machines
✓ alarm and indicator systems
✓ intercoms
✓ closed circuit TV
✓ traffic control panel
✓ computer with Land Area Network (LAN) and
modem (for internet access)
2. Conduct a Survey - The survey must be done
by a TECHNICAL TEAM
a. Conduct pre-survey conference with the
COP and city/municipal officials to determine
the:
funding - type of system desired and kind of support the
system will need
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?
61
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 Dispatchers should be trained with the standard radio,
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
Radio Frequency Designation
3-30 kHz Very low frequency
30-300 kHz Low frequency
300-3,000 kHz Medium frequency
3-30 MHz High frequency (short wave)
30-3000 MHz Very high frequency
300-3,000 MHz Ultrahigh frequency
3-30 GHz Superhigh frequency
30-300 GHz Extremely high frequency
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
telephone and other communication procedures. They
must also be updated with the laws, rules and
regulations for public communication.
9. Coordinating Center and Service Shop -
An office for the action official and communication
engineers who will supervise the installation of the
communication system must be established. This is
important in order to have a formal setting of decision
making while the system is about to be installed or is
already in the actual process of installation.
10. Checking, Alignment and Installation of
Equipment
RADIO COMMUNICATIONS SYSTEMS FOR THE
POLICE
Radio is the system of communication employing
electromagnetic waves propagated through space.
Because of their varying characteristics, radio waves of
different lengths are used for different purposes and are
usually identified by their frequency.
Note: The shortest waves have the highest
frequency, or number of cycles per second; the longest
waves have the lowest frequency, or fewest cycles per
second.
A. RADIO WAVES
Radio waves range from a few kilohertz to several
gigahertz. Waves of visible light are much shorter. In a
vacuum, all electromagnetic waves travel at a uniform
speed of about 300,000 km (about 186,000 mi) per
second.
Abbr. Wavelength
VLF 100,000-10,000 m
LF 10,000-1,000 m
MF 1,000-100 m
HF 100-1 m
VHF 10 -1 m
UHF 1 m-10 cm
SHF 10 -1 cm
EHF 1 cm-1 mm

3. A transducer for converting the information to

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
RED NOTES 2022
be transmitted into a varying electrical voltage
proportional to each successive instantaneous intensity.
For sound transmission, a microphone is the transducer;
for picture transmission the transducer is a photoelectric
device.
Radio Modulators
Other important components of the radio
transmitter are the modulator, which uses these
proportionate voltages to control the variations in the
oscillation intensity or the instantaneous frequency of
the carrier, and the antenna, which radiates a similarly
modulated carrier wave. Every antenna has some
directional properties, that is, it radiates more energy in
some directions than in others, but the antenna can be
modified so that the radiation pattern varies from a
comparatively narrow beam to a comparatively even
distribution in all directions; the latter type of radiation
- is employed in broadcasting.
Modulation of the carrier wave so that it may carry
impulses is performed either at low level or high level.
In the former case the audio-frequency signal from the
microphone, with little or no amplification, is used to
modulate the output of the oscillator, and the modulated
carrier frequency is then amplified before it is passed to
62
the antenna. In the latter case, the radio-frequency
oscillations and the audio-frequency signal are
independently amplified, and modulation takes place
immediately before the oscillations are passed to the
antenna. The signal may be impressed on the carrier
either by frequency modulation (FM) or amplitude
modulation (AM).
Radio Antennas
The antenna of a transmitter need not be close to
the transmitter itself. Commercial broadcasting at
medium frequencies generally requires a very large
antenna, which is best located at an isolated point far
from cities, whereas the broadcasting studio is usually
in the heart of the city. FM, television, and other very-
high-frequency broadcasts must have very high
antennas if appreciably long range is to be achieved,
and it may not be convenient to locate such a high
antenna near the broadcasting studio. In all such cases,
the signals may be transmitted by wires. Ordinary
telephone lines are satisfactory for most commercial
radio broadcasts; if high fidelity or very high frequencies
are required, coaxial cables are used.
C. RADIO RECEIVER -
The essential components of a radio receiver are:
1. An antenna for receiving the
electromagnetic waves and converting them into
electrical oscillations;
2. Amplifiers for increasing the intensity of
these oscillations;
3. Demodulator or detection equipment for
demodulating;
4. A speaker for converting the impulses into
sound waves audible by the human ear (and in
television a picture tube for converting the signal into
visible light waves); and
5. In most radio receivers, oscillators to
generate radio-frequency waves that can be “mixed”
with the incoming waves.
D. THE CONVENTIONAL COMMUNICATIONS
AND COMMAND CENTER
Most police communication centers operate in
a two-stage manual process. The following are the SOPs
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
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4. Development of professional attitude in
sending and receiving messages
5. Inter-service cooperation
6. Conservation of equipment
Basic Qualifications of a Radio Dispatcher or
Operator
1. Ability to speak clearly and distinctly at all
times
2. Ability to reduce rambling and disconnected
material into concise and accurate messages
3. Ability to think and act promptly in
emergencies
4. Ability to analyze the situation accurately and
to take an effective course of action
5. Thorough understanding of the capacities of
the communication system
6. Adequate understanding of the technical
operation of his own system to allow intelligent
reporting of equipment failures
7. Physical and mental ability to work effectively
under all conditions encountered
8. Knowledge of the rules and regulations
applying to dispatcher’s responsibilities
Voice Qualities of Effective Radio Dispatcher – The
three characteristics of a person’s voice are:
1. Loudness or volume - depends on the size of
the human voice box
2. Pitch or voice frequency – the level of the voice
which depends on the number of cycles per second
emitted by the speaker (high pitched is not pleasant and
clear in talking through a mike)
3. Timbre - the quality of a speech sound that
comes from its tone rather than its pitch or volume
F. POLICE RADIO (AND TELEPHONE)
LANGUAGE
Even though your primary duties are those of an
investigator, patrolman, or traffic officer, you may be
called upon to pick up a radio to pass some valuable
information to one of the police units or offices. This
section provides you with basic knowledge of correct
radio and telephone procedures so you can operate the
voice radio equipment in an ordinary police station. The
following are key terms that help you understand and
observe proper radio and telephone procedures:
1. TRANSMISSION: A communication (formal
message) sent by one police unit and intended for
reception by another police unit.
2. ANSWER or FEEDBACK: A transmission
made by a station called in response to the call received.
3. CALL SIGN: A call sign is a word, or a
combination of words, intended for transmission by
voice means, and it identifies the command, unit, or
authority of the radio station.
4. NET CALL SIGN: The collective call sign that
represents all the radio stations operating together on a
particular radio net (ROTACOM, DELTACOM, etc.).
5. NET CONTROL STATION: A radio station
appointed by higher authority to direct and control the
operation and flow of all traffic handled on the radio net.
6. PROWORD: A pronounceable word or phrase
that has been assigned a meaning to speed up message
handling on radio nets that use radio and telephone.
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.
63
9. ACKNOWLEDGMENT: A separate message used. This helps to prevent the receiving operator from
originated by the addressee to inform the originator that copying your words or groups of words incorrectly. Bs,
his message has been received and is understood. Ps, Ts, and other letters that sound alike can be
confusing when heard on radio telephone nets.
G. RADIO PHONETIC ALPHABETS
When necessary to identify a letter of the
alphabet, the standard phonetic alphabet should be

LETTER PHONETIC EQUIVALENT PRONOUNCED AS

A ALPHA AL fah
B BRAVO BRAH voh
C CHARLIE CHAR lee or SHAR lee
D DELTA DELL tah
E ECHO ECK oh
F FOXTROT FOKS trot
G GOLF GOLF
H HOTEL hoh TELL
I INDIA IN dee ah
J JULIET JEW lee et
K KILO KEY loh
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

RED NOTES 2022 64

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

RED NOTES 2022 65

10-142 Thank you/TNX Radio interference and distortion - This can be
10-143 I Love You/QLY corrected to some extent by the proper adjusting of the
10-144 Welcome “Squelch” control. Changing position and having the
message relayed by other units can also help.
H. WALKIE-TALKIES
Poor Pronunciation - An officer should not
The slang term for the two-way radio transmit over the air if he has gum in his mouth or is
systems developed by Motorola in the 1930s eating his lunch. If it is an emergency, he should spit them
designed for home and police radios. Today, it is out for the sake of clarity. He should face the mike at all
known as two-way hand-held radio (HHR) or radio times, and talk about two inches from the mike. If he is
transceiver. speeding with the siren going, he may cut out the noise
by placing the mike on the side of his throat and then
Features and advantages of walkie-talkies: transmitting his message.
1. Portable and easy to operate;
2. The foot patrolman can both send Similar sounding words and letters - There are
and receive messages quite easily; and many words in the English language that have similar
3. Enables patrol officers to call for sound. There are also many letters that sound the same.
immediate assistance.

I. TECHNIQUES IN RADIO
COMMUNICATION
A. Though radio communication is
not complex, there are still problems that usually
encountered
▪ 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.

RED NOTES 2022 66


POLICE INTELLIGENCE (LEA 4)
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 - other so as to achieve a balanced and harmonious
Intelligence is the end product resulting from the
collection, evaluation, analysis, integration and
interpretation of all available information which may
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 all 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
may be 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.
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b. “The knowledge requirements of decision-
making are complex and beyond the capacities of
anyone necessary to meet their 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 ensure
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
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
67
 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
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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, wiretapping 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.
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 3. Counter Signal Intel (SIGINT) – determines
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
understanding the intelligence cycle because MISSION,
which is the core of the cycle, serves as the foundation
of all intelligence operations. Every operative must
therefore place into mind the following phases of the
cycle:
PHASE 1 - Planning the Collection Effort
This phase of the cycle involves 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 – 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 – makes 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
information.
In relation to type
a. Basic – general reference materials for use in
the planning regarding the enemies, area of operations,
capabilities – static comprehensive.
b. Current – information which is temporary in
nature and narrower in scope.
c. Estimative – determines 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;
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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 ensure 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. Breaks 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 information
into writing or some other form of graphical
representation and the arranging or this information
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
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 information, reliability of the source and agency, and
its credibility or truth of information. Evaluation is
the determination of the pertinence of the information
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 information. 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 information from different sources
or agencies? If the report does not agree with
information from other sources which one is more
likely to be true?

The Evaluation Guide

ACCURACY OF RELIABILITY OF INFORMATION SOURCE OF INFORMATION

INFORMATION (CUFNUR)
(CPROPODIT)
1- CONFIRMED by other A- COMPLETE RELIABLE T- Direct Observation by Commander of Unit
sources
2- PROBABLY TRUE B- USUALLY RELIABLE U- Report by DPA or Resident Agent
3- POSSIBLY TRUE C- FAIRLY RELIABLE V- Report by PNP/AFP Troops
4- DOUBTFULLY TRUE D- NOT USUALLY RELIABLE W- Interrogation of Captured Enemy
5- IMPROBABLE E- UNRELIABLE X- Observation of gov’t/civilian employee
6- TRUTH cannot be F- REALIBILITY cannot be judged Y/Z- Documentary
judged

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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 used.
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.
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2. Close Sources – 1% of information are
collected from close sources.
3.
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 may
be 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
without any consideration.
▪ Informer – those who give information to the
police for price or reward.
Types of Informants
1. Criminal Informant – an informant who
gives 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 as to violation of
the law to includes crimes and criminals.
3. Voluntary Informant – a type of
informant who gives information freely and willfully as
a witness to a certain act.
4. Special Informant – one who gives
information concerning specialized cases only and it is
regarded a special treatment by the operatives (ex.
teachers, businessmen).
5. Anonymous Informant – one who
gives information through telephone with the hope that
the informant cannot 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 information.
Categories of Recruited Informants:
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 6. Training
1. Spontaneous or Automatic 7. Briefing
Informant – Informants who by the nature of their 8. Dispatch
work or position in society have a certain legal, moral 9. Communication - technical method like
or ethical responsibility to report info to the police. telephone/radio, non-technical method like personal
2. Ordinary (out-of-their-will) meeting, live drop or dead drop
Informants – Informants who are under the 10. Debriefing
compulsion to report info to the police. 11. Payments – depends upon the motivation of
3. Special Employee – informants who are informant
of a specific operational nature. a. Regulatory - pays no bonuses
b. Supplemental - income that is enough to ease
Other Classifications of Informant his financial worries
Other terms related to people who give 12. Disposition – involves activity on rerouting,
information are Automatic Informant, Penetrating retraining, retesting, termination
Agent, Infiltrating Agent, Full time Informant, 13. Reporting
Rival – Elimination Informant, False Informant, 14. Operational Testing
Frightened Informant, Self- aggrandizing COVER AND UNDERCOVER ACTIVITIES
Informant, Mercenary Informant, Double 1. Cover - the means by which an individual
Crosser Informant, Woman Informant, group of organization conceals the true nature of its
Legitimate Informant. acts and or existence from the observer.
2. Cover story – a biographical data through
Common Motives of Informants fictional that will portray the personality of the agent he
People who give information to the police due assumed. A scenario to cover up the operation.
to various reasons. Their motives include reward, 3. Cover Support – an agent assigned in target
revenge, fear and avoidance of punishment, friendship, areas with the primary mission of supporting the cover
patriotism, vanity, civic-mindedness, repentance, story.
competition, and other motives
INFORMANT RECRUITMENT Types of Cover
Phases 1. Natural Cover – using actual or true
1. Selection – it is particularly desirable to background
be able to identity and recruit an informant who has 2. Artificial – using biographical data adopted for
access to many criminal in-group or subversive the purpose
organization. Wide access is probably the single most 3. Cover with in a Cover – justification of
important feature in the consideration of recruiting the existence
potential informant 4. Multiple Cover – any cover you wish.
2. Investigation – the investigation of the
potential informants who are tentatively identified as a Organizational Cover – is an account consisting
“probable” must be as thorough as possible. It must of biographical which when adopted by an individual will
establish possible existing motives as to this person who assume the personality he wants to adopt.
might assist the police Intel-community. Failure to do
so will deny this office who must perform the approach Undercover Assignment – is an investigative
and persuasion phase with little more than a guess. If technique in which agent conceal his official identity an
necessary, conduct complete background investigation obtain information from that organization.
(CBI)
3. Approach – approach must be done in a THE UNDECOVER AGENT
setting from which might include pleasant Special qualifications include knowledge of the
surroundings, perhaps a confidential apartment, language, area background regarding events,
completely free form any probability of compromise, knowledge about the custom and habits, physical
preferably in an adjacent city or a remote area foreign appearance, and must be an artist.
to the informants living pattern.
4. Testing – the testing program should Factors considered in Selecting Cover Story
begin, of course, with the limited assignment, with a 1. Mutual Point of Interest
gradual integration into the more important areas. The 2. Justification of presents
occasional testing of an informant should continue 3. Previous and permanent address
through the entire affiliation 4. Efficiency of role and freedom from the
INTELLIGENCE OPERATIONS movement
Intelligence Operations are the result of 5. Means of communication
intelligence planning. Planning is always ahead of 6. Social and financial status
operation although an operation can be made without 7. Optional alternate plan
a plan. It is usually due to sudden and inevitable 8. Safe departure
situations but definitely this is poor intelligence
management. Selecting Action Agents
1. Placement – location of prospective agent
The 14 Operational Cycles with respect to the target
1. Mission and Target 2. Access – it is the capability of a prospective
a. Infiltration – the insertion of action agent agent to obtain the desired information for the Intel
inside the target organization organization or to perform to Intel collection mission in
b. Penetration – recruitment of action agent the area.
inside the target organization ▪ Primary Access – it is the access to the
2. Planning desired information.
3. Spotting ▪ Secondary Access – it is the access to
4. Partial Background Investigation (PBI) or the desired information through a principal source
Complete Background Investigation where the latter has the direct access.
5. Recruitment - the only qualification of an ▪ Outside Access – the agent is employed
agent is to have an access to the target outside the target and merely monitor information from

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a third person who is monitoring information in the
area.
AGENT CONTROL
CONTROL – authority to direct the agent to
carry out 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 includes the following:
a. Disciplinary Action – includes verbal
reprimand for poor performance or
insecure actions withholding certain
material rewards, reduction of
agent’s 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 which 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 so that proper
operational action can be made
▪ Liaison 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.
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▪ 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 occasion.
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 include:
wiretapping - 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.
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 Counter Surveillance – the conduct of ▪ Probe – to keep the people talking
operation is coupled with counter intelligence measures incessantly.
such as window shopping, use of convoys and decoys,
stopping immediately on blind corners, getting out Types of Approach:
immediately on public conveyances, retracing, entering 1. Flattery – people are susceptible to praise so
mobile housing use this weakness as a way of approaching the subject
for elicitation.
a. Teacher – Pupil Approach – the subject is
CASING OR RECONNAISSANCE treated as an authority than solicit his view point and
Casing is the term used in the police organization opinion on a subject matter.
while reconnaissance is used in military terms. Casing b. Kindred Soul Approach – the subject is
or reconnaissance is the surveillance of a building place placed in a pedestal having some specialized quality
or area to determine its suitability for Intel use or its then flatter him/her by showing enough concern for
vulnerability in operations. It aids in the planning of an his/her welfare to pay special attention to his
operation by providing needed information. It assists enjoyment.
the agent handler to install confidence in his agent c. Good Samaritan Approach – is the sincere
during briefing phase by being able to speak knowingly and valid offer of help and assistance are made to the
about the area of operation. Casing is also considered a subject
security measure because it offers some degree of d. Partial – disagreement Approach – seeks
protection for those operating in an area unfamiliar to to produce talking by the word “I’m sure if I fully agree”.
them. 2. Provocative Approach – discovers a wide
range of conventional gambits.
Methods of Casing a. Teaser Bait Approach – the elicitor
1. Personal Reconnaissance – the most effective accumulates the sources of knowledge about a
method and will produce the most information since you particular subject to tempt the subject to give his/her
know just what you’re looking for. views.
2. Map Reconnaissance – it may not be sufficient b. Manhattan from Missouri Approach
but it can produce a certain amount of usable – the elicitor adopts an unbelievable attitude above
information. anything. He questions all statements and oppositions.
3. Research - much information can be acquired c. Joe Blow Approach – is “I” know the
through research. answer to everything” approach. The elicitor adopts the
4. Prior Information – your unit and of the unit attitude of being approachable of any field.
will have file report that they may provide you with d. National Pride Approach – nature
information. propensity of all persons to defend their country and its
5. Hearsay –information usually gained by the policies.
person operating in the area and performing casing job Types to Probe
1. Competition Probe – this is effective when
OBSERVATION AND DECRIPTION, A.K.A (ODEX) used in connection with the teacher pupil approach
Observation – a complete and accurate 2. Clarity Probe – used to elicit additional
observation by an individual of his surroundings and information in an area which the response is clear
encompasses the use of all the major sense to register 3. High Pressure Probe – it serves to point out
and recognized its operational or Intel significance contradictions in what the subject has said
Description – the actual and factual 4. Hypothetical Probe – presents a
reporting of one’s observation of the reported sensory hypothetical situation and to get the subject to react to
experience encountered by another. the hypothetical situations.

Psychologists estimate that approximately Purposes of Elicitation

85% of our knowledge is gathered through sight, 13%
from sense of hearing and only 2% through the three
other senses.
not publicity known
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 perceived,
narrated and identified.
ELICITATION
It is a system or plan whereby information of
intelligence value is obtained through the process of
direct intercommunication in which one or more of the
parties are 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.
1. To acquire info which is unbelievable through other
channels
2. To obtain information which although unclassified is
3. To provide source of information
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
have the same body measurement)
Identification Methods
1. Branding and mutilation
2. Parade system with portrait parle
3. Fingerprint method
Several methods of acquiring descriptive ability
1. Learns the meaning of 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 they
appear on several different persons.
3. Learning a definite order of proceeding from
one picture to another.

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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 or intelligence, interest usually on
a voluntary basis
▪ Provocateur – an individual from enemy
forces who is deliberately introduced 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 the 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 point
out the real advantages the interrogee will receive if he
cooperates
3. Record File (we know all technique) – the
interrogator prepares a file on the source listing all
known information (record should be padded to make
it appear to be very extensive). The information must
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contain the life history of the 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 act. 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:
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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 measure
one’s 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.
POLICE PERSONNEL AND
RECORDS MANAGEMENT (LEA 5)
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.
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Both goals and objectives are important because
they help to identify the expectations of what the police
are doing and how productively (efficient and effective)
they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned
with the productivity of police work teams and their
members. Productivity means the summary of
measures of the quantity and quality of police work
performance achieved, with resource utilization
considered.
Good police managers establish and support the
conditions needed to ensure high productivity for
themselves, for individual contributors, for their work
units, and for the organization as a whole. This involves
a commitment to the accomplishment of two different,
but complimentary, police performance outcomes:
▪ Police Effectiveness, which measures
whether or not important task goals are being attained
▪ Police Efficiency, which measures how well
resources are being utilized.
Performance Effectiveness + Performance
Efficiency = High Productivity
The formula illustrates that one outcome is not
enough; achieving high productivity requires both
performance effectiveness and efficiency.
POLICE MANAGEMENT PROCESSES
The management process involves Planning –
Organizing – Leading – Controlling; the use of
organizational resources to achieve high performance
results.
1. Planning – is the process of setting performance
objectives and identifying the actions needed to
accomplish them.
2. Organizing – is the process of dividing the work to
be done and coordinating results to achieve a desired
purpose.
3. Leading – is the process of directing and
coordinating the work efforts of other people to help
them accomplish important task.
4. Controlling – is the process of monitoring
performance, comparing results to objectives and
taking corrective action as necessary.
Police Managerial Activities and Roles
Interpersonal Roles – working directly with
other people
▪ Figurehead – hosting and attending
official ceremonies
▪ Leadership – creating enthusiasm and
serving people’s needs
▪ Liaison – maintaining contacts with
important people and groups
Informational Roles –exchange information
with other people
▪ Monitor – seeking out relevant
information
▪ Disseminator – sharing information with
insiders
▪ Spokesperson – sharing information with
outsiders
Decisional Roles – make decisions that affect
other people
▪ Entrepreneur – seeking problems to solve
and opportunities to explore
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▪ Disturbance handler – helping to resolve
conflicts
▪ Resource Allocator – allocating resources
to various uses
▪ Negotiator – negotiating with other
parties
MANAGEMENT
Management pertains to the utilization of
available resources in an organization to achieve its
organizational objectives. It also refers to the process
of directing and facilitating the work of people
organized in formal groups in order to achieve a desired
goal. It is concerned in placing the right people on the
right job and in maintaining a satisfied work force.
ELEMENTS OF MANAGEMENT
1. Authority – is the right to command and
control the behavior of employees in lower positions
within an organizational hierarchy. A particular position
within an organization carries the same regardless of
who occupies that position.
SOURCES OF MANAGEMENT AUTHORITY
1. Law
2. Tradition
3. Delegation
2. Responsibility – means that the
management shall be held accountable for whatever
result that may arise in the exercise of authority. Thus,
responsibility limits the exercise of one’s authority.
Command Responsibility - is the doctrine that
imposes commensurate accountability to one who is
vested with management and leadership functions.
ADMINISTRATION
- is an organizational process concerned with
the implementation of objectives and plans and internal
operating efficiency. It connotes bureaucratic structure
and behavior, relatively routine decision making and
maintenance of the internal status quo.
MANAGEMENT OR ADMINISTRATIVE
FUNCTIONS
1. PLANNING - refers to the determination in advance
of how the objectives of the organization will be
attained.
2. ORGANIZING - involves the determination and
allocation of the men and women as well as the
resource of an organization to achieve pre-determined
goals or objectives of the organization.
3. DIRECTING - involves the overseeing and
supervising of the human resources and the various
activities in an organization to achieve through
cooperative efforts the pre-determined goals or
objectives of the organization.
4. STAFFING - the task of providing competent men
to do the job and choosing the right men for the right
job. It involves good selection and processing of reliable
and well-trained personnel.
5. CONTROLLING - involves the checking or
evaluation and measurement of work performance and
comparing it with planned goals or objectives of the
organization, and making the necessary corrective
actions so that work is accomplished as planned.
6. REPORTING - the making of detailed account of
activities, work progress, investigations and unusual in
order to keep everyone informed or what is going on.
7. BUDGETING - the forecasting in detail of the results
of an officially recognized program of operations based
on the highest reasonable expectations of operating
efficiency.
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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 19th Century and coined the term
BUREAUCRACY to identify the complex organizations
that operated on a rational basis.
Weber believed that such an approach was a
means of lessening the cruelty, nepotism, and
subjective managerial practices common in the early
stages of the Industrial Revolution. (For example, it was
a standard practice to hire relatives regardless of their
competence and to allow only individuals of aristocratic
birth to attain high-level positions within government
and industry)
Characteristics of Bureaucratic Organization
▪ Division of labor based on a specified sphere
of competence
▪ Hierarchy of authority where its lower office
is under the control and supervision of a
higher one.
▪ Specified set of rules applied uniformly
throughout the organization
▪ Maintenance of interpersonal relationships,
because rational decisions can only be made
objectively and without emotions
▪ Selection and promotion based on
competence, not on irrelevant considerations
3. Administrative Management - It
emphasizes broad administrative principles applicable
to higher levels within 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 cannot have authority without
responsibility.
▪ Discipline – Discipline is necessary for an
organization to function effectively, however, the state
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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 – The behavioral science approach utilizes scientific
compensation should be fair to both the employee and
the employer.
▪ Centralization – the proper amount of
centralization depends on the situation. The objective is
to pursue the optimum utilization of the capabilities of
personnel.
▪ Scalar Chain – the hierarchy of authority is
the order of ranks from the highest to the lowest levels
of the organization. Besides, this vertical
communication should also be encouraged 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 suit them.
▪ Equity – employees should be treated with
kindness and justice.
▪ Stability of personnel tenure - 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 an 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 defined
objective.
3. Staffing – personnel function of bringing in
and out the staff and maintaining the favorable
conditions of work. Filling the organization with the right
people and right position.
4. Directing – task of making decisions and
embodying them in specific and general orders and
instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of
interrelating the various parts of the work.
6. Reporting – is keeping those to whom the
executive is responsible informed as to what is going
on, which thus includes keeping himself and his
subordinates informed through records, research and
inspection.
7. Budgeting – with all that goes of budgeting
in the form of fiscal planning, accounting, and control.
HUMAN RELATIONS APPROACH
Elton Mayo (the Hawthorne study)
The results of Hawthorne experiment contradicted
the traditional views of management emphasized by the
classical theorists and led to the behavioral approach
emphasizing concern for the workers. The study
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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:
▪ Deals with human behavior
▪ Study its subject matter in a scientific manner
method as the foundation for testing and developing
theories about human behavior in organizations that can
be used to guide and develop managerial policies and
practices.
Contributors to this approach are:
1. Abraham Maslow (Maslow’s hierarchy of
needs theory) - 1940’s – see discussion on Motivation
Theories
2. D. McGregor (McGregor’s Theory X and
Y)
Theory X assumes that people have little
ambition, dislike work, and must be coerced in order to
perform satisfactorily. Theory Y assumes that people do
not inherently dislike work and if properly rewarded,
especially satisfying esteem and self-actualization
needs, will perform well on the job.
Theory X Assumptions
✓ The average person inherently dislikes
work and will try to avoid it
✓ Most people must be coerced, controlled,
directed, and threatened with punishment
to get them to work towards organizational
goals
✓ The average person prefers to be directed,
wants to avoid responsibility, has relatively
little ambition, and seeks security above all.
Theory Y Assumptions
✓ Work, whether physical or mental, is as
natural as play or rest, and most people do
not inherently dislike it
✓ External control and threat of punishment
are not the only means of bringing about
effort toward organizational goals, people
will exercise self-direction and self-control
when they are committed
✓ Commitment to goals is a function of the
rewards made available
✓ An average person learns, under proper
conditions, not only to accept but to seek
responsibility
✓ Ability to exercise a high degree of
creativity in the solution of problems
Theories 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
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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 helps
managers to develop a broader perspective on workers
and the work environment, especially regarding
alternative ways of interacting with police officers and
of recognizing the potential impact of higher-level
needs in job performance.
CONTEMPORARY APPROACH
This is the movement towards quality
management. Theorists have incorporated the
influences of the behavioral science and other earlier
school of thoughts.
1. The System Theory - It simply means that
all parts of a system are interrelated and
interdependent to form the whole. A system is
composed of elements or subsystems that are related
and dependent upon one another. When these
subsystems are in interaction with one another, they
form a unitary whole.
2. The Contingency Theory – This approach
recognizes that many internal and external
environmental variables affect organizational behavior.
In this case, there is no best way for structuring and
managing diverse types of organizations. So, the
underlying theme of this theory is that it all depends
on a particular situation. The task of managers then is
to determine in which situations and at what times
certain methods or techniques are the most effective.
In this way, the approach is more pragmatic although it
encompasses relevant concepts of both classical and
behavioral theories.
3. Theory Z and Quality Management -
Important emerging perspectives include Theory Z and
Quality Management, focused on the Japanese
management practices. The emergence of Total Quality
Management (TQM) practices – a customer-oriented
approach and emphasizes on both human resources
and quantitative methods in an attempt to strive
towards continuous improvement.
POLICE PERSONNEL MAMANGEMENT
- the art of preparing, organizing and directing
the efforts of members of a police force in order that
they may achieve the accomplishment of the police
purpose. The primary objective of an effective police
personnel management is the establishment and
maintenance for the public service of a competent and
well-trained police force.
Purpose of Police Personnel Administration
The prime objective of an effective police
personnel administration is the establishment and
maintenance for the public service of a competent and
well-trained police force, under such conditions of work
that this force may be completely loyal to the interests
of the government of all times.
Objectives of Personnel Management
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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 to achieve
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.
POLICE PERSONNEL PROGRAMS AND POLICIES
Nature of Personnel Programs
Personnel Programs refer to the activities
programmed to implement the organization’s
philosophy or creed and the personnel philosophy of
central managers in relation to people so as to
accomplish organizational objectives. It serves as a
fundamental guide for personnel practices and
personnel policies used in an organization for
maintaining harmony between management and
employees. A good personnel program covers all the
operative functions of personnel.
Factor to Considered in Personnel Program
The following factors should be taken into
consideration in the preparation of a personnel
program.
▪ objectives of the organization
▪ organizational philosophy of central
management in relation to personnel,
▪ financial conditions and physical facilities of
the organization
▪ cultural background and tradition of the
people
▪ community and employees
▪ governmental factors.
Police Personnel Policies
1. Acquiring competent personnel - includes
human resources planning, job description and job
specification, police recruitment, selection, placement,
transfer, layoffs, and separation.
2. Holding and retaining competent police
personnel - gives depth and meaning to good
management philosophy, and involves the granting of
fair wages, reasonable working hours, and other
employee benefits and services. These activities include
the determination of an equitable wage and
maintenance of an incentive system. This area also
concerned with securing greater officer’s participation
in activities and with strengthening officer’s morals and
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effectiveness. All these helps 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
on the other hand. It also concerns the observance and
application of laws and court decisions affecting human
relations, and relationships with other government law
enforcement agencies.
5. Efficient administration of the program with
adequate budget – this is to achieve a favorable climate
for police officers. Good human relations should be the
attitude in the applications, implementation and
interpretation of the organization’s policies, rules and
regulations. The important tools in this area are records
and reports, personnel research and statistics, and
evaluation of the effects of current policies, activities,
and programs.
POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Policies are tools of police management, which
give life and direction to the police program of activities
and set limits within which action is to be pursued by
the personnel concerned. Policies define the authority
and the responsibility of subordinates. They help the
personnel understand their 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 sets the course what the organization
should follow. It defines the authority and responsibility
of supervisors in their job of directing group efforts and
implementing personnel programs.
Policies form a code of procedure in that they
broadly indicate the best method of conducting any
portion of the work at hand. They assist police officers
in problem solving and decision-making. While policies
must be consistent, they must be flexible enough to
permit adjustments when the need for change arises.
Types of Police Policies
According to origin, policies are
classified as:
1. Originated Policy - This type of policy comes
from top management level and is intended to set up
guidelines in the operation of the police organization.
2. Appealed Policy - This type of policy is born
when problems arise at the lower levels of the
organization and the man in charge does not know how
to meet the problem. He then appeals to his superiors
for guidelines and for guidance.
3. Imposed Policy - This type of policy comes
from the government in the forms of laws,
administrative orders, and rules and procedures or
contract specifications.
According to their subject matter, policies
may be classified into:
1. General Statement of Principles - policies
stated in broad terms, such as statement of objectives,
philosophy and creed. Others stress in general terms
management traits, such as fairness in dealing with
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officers, understanding and humane treatment of the
work force.
2. Specific Rules - cover specific situations.
They are more direct and are less flexible. They are
more rigid in nature.
Dissemination of Policies
To be effective, personnel policies must be
understood by all concerned including the managers
and supervisors who are to interpret and implement
them to the employees who will be affected by the
policies. Various means are used by communicate
personnel policies to employees. The most common are
police handbooks, manuals, publications, memoranda,
and circulars, bulletin boards, meetings and
conferences.
Police Handbooks - These handbooks are
distributed to all personnel, and contain among other
things, information about the benefits and services that
the organization grants to its officers, the organization’s
history, its organizational structure, its officers, and
other information useful to the officers in understanding
their relationship with the organization.
Police Manual - A policy manual covering all
police personnel policies and procedures, if made
available to managers and supervisors, will be a great
help in their decision-making and employees’
relationship.
Memoranda and Circulars - Memoranda and
circulars are another common means of communicating
police policies to all officers. They can be issued fast
and they provide the greatest assurance of reaching
every employee. They are built in means by which every
member of the organization is reached.
Bulletin Boards - Organizational policies, rules
and regulations, and activities may be typed out of
mimeographed and the posted-on bulletin boards. If
strategically located and well managed, bulletin boards
are an effective medium for transmitting newly issued
policies, rules and regulations to police officers.
Meetings or Conferences - Meetings 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.
FUNCTIONS OF POLICE PERSONNEL
MANAGEMENT
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1. Police Personnel Planning – study of the labor
supply of jobs composed of the demands for employees
in an organization to determine future personnel
requirements which either increase or decrease.
2. Police Recruitment – is the process of encouraging
police applicant from outside of an organization to seek
employment in an organization. It consists of
developing a recruitment plan, recruitment strategy and
maintaining a list of qualified applicants.
3. Police Screening/Selection – the process of
determining the most qualified police applicant for a
given position in the police organization.
4. Police Placement – the process of making police
officers to adjust and be 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.
6. Police Appraisal – process of measuring the
performance of people in achieving goals and
objectives. Also known as Performance Evaluation
System
Police Compensation – constitutes the largest single
expenditure for most organizations.
On Police Recruitment
The first step in 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 hopes to attract high caliber
applicants to take 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.
RECRUITMENT
- the process of attracting candidates who have
maximum qualifications to be eligible for selection
procedure. It is the process of searching the candidates
for employment and stimulating them to apply for jobs
in the organization.
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 qualifications 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;
RED NOTES 2022
6. Must not have been dishonorably discharged
from military employment or dismissed for cause from
any civilian position in the Government;
7. Must not have been convicted by final
judgment of an offense or crime involving moral
turpitude;
8. Must be at least one meter and sixty-two
centimeters (1.62m) in height for male and one meter
and fifty-seven centimeters (1.57m) for female;
9. Must weigh not more or less than five
kilograms (5kgs) from the standard weight
corresponding to his or her height, age, and sex; and
10. For a new applicant, must not be less than
twenty-one (21) not more than thirty (30) years of
age. Except for the last qualification, the above-
enumerated qualifications shall be continuing in
character and an absence of any of them at any given
time shall be a ground for separation or retirement from
the service: Provided, that PNP members who are
already in the service upon the effectivity of these
Implementing Rules and Regulations shall be given five
(5) years to obtain the minimum educational
qualification and one (1) year to satisfy the weight
requirement.
For the purpose of determining compliance with
the requirements on physical and mental health, as well
as the non-use of prohibited or regulated drugs, the
PNP by itself or through a government hospital
accredited by the Commission shall conduct regular
psychiatric, psychological, drug and physical tests
randomly and without notice.
After the lapse of the reglementary 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).
SELECTION
- the process of screening out or eliminating
undesirable applicants who do not meet the
organization’s criteria.
In the Philippine National Police, the recruitment
and selection of applicants who will be appointed to the
police service is the responsibility of the Directorate
for Personnel and Records Management (DPRM).
DPRM is tasked in the management of PNP uniformed
and non-uniformed personnel as individuals, manpower
procurement and control and in the records
management of the organization.
SCREENING COMMITTEE
- responsible for the widest dissemination of
vacancies in their respective areas, the evaluation of the
applicant’s qualifications and the selection of the most
qualified applicants to be recommended for
appointment to the police service.
- established at the NHQ, NSU’s and PRO’s.
NATIONAL SUPPORT UNIT (NSU) SCREENING
COMMITTEE:
Chairman: Deputy Director for Administration of the
respective National Support Unit/ the Deputy Director
General for Administration.
Vice Chairperson: Senior NAPOLCOM official with
Salary Grade 24 or higher which shall be designated by
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the Vice Chairperson and Executive Officer of the
NAPOLCOM.
Members:
1. National Peace and Order Council (NPOC)
member designated by the NPOC Chairman;
2. Private Sector representative designated by
the NPOC Secretary General; and
3. Women’s representative from private sector
with known probity designated by the NSU Director.
Secretariat: Assistant Director for Personnel and
Records Management (ADPRM) / Human
Resource Management Officer (HRMO)
POLICE REGIONAL OFFICE (PRO) SCREENING
COMMITTEE
Chairman: Deputy Regional Director for
Administration
Vice Chairperson: Senior NAPOLCOM official with
Salary Grade 24 or higher which shall be designated by
the NAPOLCOM Regional Director
Members:
1. Regional Peace and Order Council (RPOC)
member designated by the RPOC Chairman;
2. Senior Regional DILG Officer designated by
the DILG Regional Director;
3. Women’s representative from private sector
with known probity designated by the PNP Regional
Director.
Secretariat: Chief, Regional Personnel on Human
Resource and Doctrine Development (RPHRDD)
PNP RECRUITMENT PROCEDURE (NAPOLCOM M.C.
No. 2007-009)
1. Preparation and proper approval of quota
allocation
The PNP shall prepare, through the Directorate
for Personnel and Records Management (DPRM) and
submit it to the NAPOLCOM for approval of the PNP
annual recruitment quota.
2. Posting and publication of Notice of
Recruitment
The Notice of Recruitment shall include the
following data for the information of prospective
applicants:
1. quota for the city/municipal police station;
2. vacancies are open to both male and female
applicants;
3. general qualification standards;
4. documentary requirements;
5. where to submit the application papers and
documents;
6. deadline for submission; and
7. schedule of screening/evaluation.
3. Submission of the application folders
4. Selection and evaluation process by the PNP
Screening Committee
5. Psychiatric/Psychological Examination (PPE)
6. Complete Physical, Medical and Dental
Examination (PMDE)
7. Physical Agility Test
8. Final Committee Interview
9. Certification by the NAPOLCOM and
attestation by the Civil Service Commission
10. Issuance of appointment order and oath
taking
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 sheets
▪ A copy of his picture (passport size)
RED NOTES 2022
▪ 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.
The final evaluation includes the sequential
conduct of the following examinations, test and
interview:
1. Psychiatric/Psychological Examination (PPE)
– to exclude applicants that may be suffering from any
mental disorder. It shall be administered to all
applicants under the supervision of the PNP Medical
Officer and NAPOLCOM Representative. Only those
applicants who passed the PPE shall proceed to the next
stage, the Physical, Medical and Dental Examination
(PMDE).
2. Complete Physical, Medical and Dental
Examination (PMDE) – this test shall determine
whether or not the applicants are in good health and
free from any contagious diseases. It shall be conducted
by the PNP Health Service under the supervision of the
PNP Medical Officer and NAPOLCOM Representative.
Applicants who passed the PMDE shall be indorsed for
the conduct of the Physical Agility Test (PAT).
Medical Standards for Police Candidates
1. General Appearance – the applicant must
be free from any marked deformity, from all parasite or
systematic skin disease, and from evidence of
intemperance in the use of stimulants or drugs. The
body must be well proportioned, of good muscular
development, and show careful attention to personal
cleanliness. Obesity, muscular weakness or poor
physique must be rejected. Girth of abdomen should
not be more than the measurement of chest at rest.
2. Nose, Mouth and Teeth – Obstruction to
free breathing, chronic cataract, or very offensive
breath must be rejected. The mouth must be free from
deformities in conditions that interfere with distinct
speech or that pre-dispose to disease of the car, nose
or throat. There shall be no disease or hypertrophy of
tonsil or thyroid enlargement. Teeth must be clean,
well-cared for and free from multiple cavities. Missing
teeth may be supplied by crown or bridge work, where
site of teeth makes this impossible, rubber denture will
be accepted. At least twenty natural teeth must be
present.
3. Genitals – must be free from deformities and
from varicole, hyrocole, and enlargement of the
testicles, stricture of urine, and retained testicles. Any
acute and all venereal diseases of these organs must be
rejected.
4. Varicose Veins - a marked tendency to their
formation must be rejected.
5. Arms, Legs, Hands and Feet – must be free
from infection of the joints, sprains, stiffness or other
conditions, such as flat foot, long nails or hammer toes
which would prevent the proper and easy performance
of duty. First (index) second (middle), and third (ring)
fingers and thumb must be present in their entirely. The
toe must be the same.
6. Eyes – the applicant must be free from color
blindness, and be able to read with each eye separately
from standard test type at a distance of twenty feet.
Loss of either eye, chronic inflammation of the lids, or
permanent abnormalities of either eye must be
rejected, 20/20 or 20/30 in one eye, with binocular
vision of 20/30.
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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, its 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.
3. Physical Agility Test (PAT) – this test shall
determine whether or not the applicant possesses the
required coordination, strength and speed of movement
necessary in the police service. The PAT consists of the
following:
- Pull-up for Men; Horizontal Bar Hang for
Women;
- Two (2) Minutes Push-ups;
- Two (2) Minutes Sit-ups;
- 100-meter dash; and
- 100-meter run.
4. Final Committee Interview (FCI) – it shall
determine the applicants’ aptitude to join the police
service, likableness, affability, outside interest,
conversational ability, disagreeable mannerisms, etc.
The drug test (DT) shall not follow the sequential
steps but shall be conducted on passers only any time
after the PPE, PMDE, or PAT but before the Final
Committee Interview. It shall be administered by the
PNP Crime Laboratory.
The conduct of the Physical Agility Test (PAT)
and Neuro-Psychiatric (NP) examination shall be
simultaneous nationwide to prevent a retake in another
place of said tests by applicants who initially failed on
the same.
The complete Character and Background
Investigation (CBI) shall be conducted on all PPE
passers and must be completed before the start of the
Final Committee Interview. The complete CBI shall
determine their reputation and possible involvement in
any questionable or criminal activities or violent
incidents.
POLICE APPOINTMENT
Any applicant who meets the general
qualifications for appointment to police service and who
passes the tests required in the screening procedures
shall be recommended for initial appointment and shall
be classified as follows:
1. Temporary – if the applicant passes through
the waiver program as provided under R.A 8551.
2. Probationary – if the applicant passes
through the regular screening procedures.
3. Permanent – if the applicant is able to finish
the required field training program for permanency.
Appointment in the PNP shall be effected in the
following manner:
A. Patrolman/Patrolwoman to Police
Executive Master Sergeant – appointed by the PNP
Regional Director or Regional Personnel or by the Chief
of the PNP for National Head Quarters’ personnel and
attested by the Civil Service Commission (CSC).
B. Police Lieutenant to Police Lieutenant
Colonel – appointed by the Chief PNP as recommended
by their immediate superiors and attested by the Civil
Service Commission (CSC).
C. Police Colonel to Police Lieutenant
General – 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 Appointments
(CA).
RED NOTES 2022
D. Police 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 Appointments (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 commence 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
Police Captain in their particular technical services.
Graduates of the PNPA shall be automatically appointed
to the initial rank of Police Lieutenant. Licensed
Criminologist may be appointed to the rank of Inspector
to fill up any vacancy.
NAPOLCOM PARTICIPATION IN THE PNP
RECRUITMENT AND PROMOTION PROGRAMS
NAPOLCOM representatives to the PNP
Recruitment Screening Committees are actively
involved in the recruitment and selection process
including interview of applicants, the PNP Neuro-
Psychiatric Examinations, Physical/Medical and Dental
Examination, Physical Agility Test (PAT) and Drug Test.
There are also NAPOLCOM Representatives to
the following PNP Promotion Boards:
1. PCO Promotion Boards;
2. PNCO Promotion Boards; and
3. Lateral Entry Board
POLICE TRAINING
- is a means of providing knowledge and skill
to police officers which are needed in the performance
of their functions. It is the objective of police training to
bring the police force to the desired standards of
discipline and efficiency by making each police officer
fully aware of his duties and responsibilities and by
providing him with a working knowledge of police
procedures and techniques.
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.
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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 PROGRAM
1. Basic Recruit Training – is the most basic of all
police training. It is a pre-requisite for permanency of
appointment and is required for newly hired police
officers. In the Philippine National Police, a newly
appointed Police Officer 1 is required to undergo a
Public Safety Basic Recruit Course (PSBRC) as a basic
recruit training.
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.
2. Field Training Program (FTP) – or on-the-job
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 purpose
and performs actual job functions with periodic
appraisal on his performance and progress.
As provided for under R.A. 8551, police
officers are required to undergo a Field Training
Program for twelve (12) months (inclusive of the
PSBRC) involving actual experience and assignment in
patrol, traffic and investigation which is required for
permanency in the 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.
EXCEPTION FROM FIELD TRAINING PROGRAM
RED NOTES 2022
Under Section 33, R.A. 6975, PNPA Graduates
shall be automatically appointed to the initial rank of
Inspector via Lateral Entry.
Taking into consideration that the PNPA
Cadetship Program is a four-year course that includes
academic subjects on core police functions such as
patrol, traffic and criminal investigation, and on-the-job
training in urban and rural areas, PNPA graduates are
exempted to undergo the FTP and that they shall be
issued with a permanent status.
3. In-Service Training Program – or refresher
training program.
The following are examples of in-service training
programs as mandatory requirement for promotion:
1. Junior Leadership Training –
Patrolman/Patrolwoman to Police Staff Sergeant
2. Senior Leadership Training – Police Master
Sergeant to Police Executive Master Sergeant
3. Police Basic Course (PBC) –for Senior Police
Officers
4. Officers Basic Course (OBC)– Police Lieutenant
to Police Major
5. Officers Advance Course (OAC) – for Police
Major to Police Colonel
6. Officers Senior Executive Course (OSEC) –
Police Lieutenant Colonel and above
7. Directorial Staff Course (DSC) – for Police
Major General and above
4. Departmental Training Program
a. Roll-Call Training – instructional courses of
several hours a day concerning departmental activities
b. Supervisory Development, Specialized or
Technical Training – seminars or special sessions on
criminal investigation, traffic, drug control, etc.
c. Training conducted by other law enforcement
units or agencies
POLICE ASSIGNMENT
Police Assignment refers to the process of
designation of a police officer at a particular function,
duty or responsibility. The very purpose of police
assignment is to ensure systematic and effective
utilization of all the members of the police force.
Patrolman/woman, specifically those who
were recruited under the attrition recruitment program,
after undergoing the required Field Training Program
(FTP), shall be assigned with the
Regional/Provincial/City Public Safety
Battalion/Company of their place of recruitment for a
maximum period of two (2) years.
After their assignment with the
Regional/Provincial/City Public Safety
Battalion/Company, they shall be downloaded/assigned
to their respective city/municipal police stations where
they were recruited.
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 within 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
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local police agency shall be in conformity with the
career development program especially during the
probationary period. Thereafter, shall be guided by the
principle of placing the right man in the right job after
proper classification has been made.
Criteria in Police Assignment
1. Those possessing the general qualifications for
police duties without technical skills may be assigned to
positions where any personnel can acquire proficiency
within considerably short period of time.
2. Those possessing skills acquired by previous
related experiences should be assigned to the
corresponding positions.
3. Those possessing highly technical skills with
adequate experience and duly supported by
authoritative basis shall be given preferential
assignment to the corresponding positions, which call
for highly technical trained police officers.
(Misassignment of personnel falling under these 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 MOTIVATION
Police organizations are replete with stories of
organizational restructuring and re-engineering. As a
common trend in these stories are retrenchments or
rightsizing (in police parlance are called attrition) as
sometimes called. The direct outcome is that employees
are expected to ‘do more with less’ and the creation of
an atmosphere of uncertainty, insecurity, and fear of
future retrenchment. For this, it is difficult to sustain
high levels of employee commitment and loyalty. Thus,
the challenge is to rebuild high loyalty and commitment
for high level of performance.
What are the Motivation theories?
1. Maslow’s Hierarchy of Needs theory
Bernstein, et al (1991) offered that at any time,
many motives might guide a person’s behavior. What
determines which ones will? Abraham Maslow has given
a perspective that addresses this question. He
suggested basic classes of needs, or motives,
influencing human behavior. These motives are
organized in a hierarchy.
Abraham Maslow has suggested that human
needs form a hierarchy from the most basic biological
requirements to the needs for self-actualization – the
highest of all needs.
The pyramidal structures of human needs
from the bottom to the top of the hierarchy, the levels
of needs or motive according to Maslow, are:
▪ Biological or Physiological Needs – these
motives include the need for food, water, oxygen,
activity, and sleep.
RED NOTES 2022
▪ Safety Needs – these pertain to the motives of
being cared for and being secured such as in income
and place to live.
▪ Love/Belongingness – Belongingness is
integration into various kinds of social groups or social
organizations. Love needs means need for affection.
▪ Cognitive Needs – our motivation for learning
and exploration
▪ Esteem Needs – our motivation for an honest,
fundamental respect for a person as a useful and
honorable human being.
▪ Aesthetic Needs - our motivation for beauty
and order
▪ Self- actualization – pertains to human total
satisfaction, when people are motivated not so much by
unmet needs, as by the desire to become all they are
capable of (self-realization).
According to the Maslow’s formulation, the level
that commands the individuals’ attention and effort is
ordinarily the lowest one on which there is an unmet
need. For example, unless needs for food and safety
are reasonably well-met behavior will be dominated by
these needs and higher motives are of little significant.
With their gratification, however, the individual is free
to devote time and effort to meet higher level. In other
words, one level must at least be partially satisfied
before those at the next level become determiners of
action.
2. Aldefer’s ERG Theory
Clayton Aldefer has developed the ERG theory
which is a modification of the Maslow’s theory. ERG
theory categorizes needs into Existence, Relatedness
and Growth needs.
According to Aldefer:
▪ Existence Needs – are desires for
physiological and material well-being
▪ Relatedness Needs – are desires for
satisfying interpersonal relationships
▪ Growth Needs – are desires for continued
personal growth and development.
3. McClelland’s Acquired Needs Theory
David McClelland identified three types of
acquired needs. These are:
▪ 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’s work preferences.
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 a guide for promotion, salary
increase, retirement, and disciplinary actions.
2. It increases productivity and efficiency of
police works.
3. It assimilates supervision
4. It informs the officer of the quality of his work
for improvements
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Uses of Police Appraisal
Police appraisal can be useful for personal
decision-making in the following areas:
1. Eligibility to be hired
2. Salary adjustments
3. Determining potential for promotion
4. Evaluation of probationary officers
5. Identification of training needs
6. Isolating supervisory weaknesses
7. Validating selection techniques
8. Reduction in ranks (demotion)
9. Dismissal from service and other disciplinary
actions.
PNP Appraisal System
The Performance Evaluation in the police service
is the responsibility of the NAPOLCOM, which shall issue
the necessary rules and regulation for the orderly
administration of the appraisal process. Such
performance evaluation shall be administered in a
manner as to foster the improvement of every individual
police efficiency and behavioral discipline as well as the
promotion of the organization’s effectiveness.
The rating system shall be based on the standards
set by the NAPOLCOM and shall consider results of
annual physical, psychological and neuro-psychiatric
examinations.
THE PNP PROMOTION SYSTEM
Promotion is defined as the upward movement
from one classification or rank to another carrying
higher benefits and more responsibility. It is the
upgrading of ranks and/or advancement to a position of
leadership.
Promotion is a system of increasing the rank of a
member of the police service. It has the following
objectives:
1. To invest a member of the police force with
the degree of authority necessary for the effective
execution of police duties.
2. To place the police officer in a position of
increased responsibility where he can make full use of
his capabilities.
3. To provide and promote incentives, thus
motivating greater efforts of all members of the police
force, which will gradually improve efficiency in police
works.
Under the law, the NAPOLCOM shall establish a
system of promotion for uniformed and non-uniformed
members of the PNP, which shall be based on:
1. Merit – includes length of service in the
present rank, and qualification.
2. Seniority
3. Availability of vacant position.
The promotion shall be gender fair which means
women in the PNP shall enjoy equal opportunity for
promotion as that of men.
Preferences for Promotion
1. Appropriate Eligibility - Whenever two or more
persons who are next in rank, preference shall be given
to the person who is the most competent and qualified
and who has the appropriate eligibility.
2. Competency and Vacancy - When
competency, qualification, and eligibility are equal,
preference shall be given to the qualified member in the
organizational unit where the vacancy occurs.
3. Seniority - When all the foregoing conditions
have been taken into account, and still the members in
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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 PROMOTION
1. Regular Promotion - promotion granted to
police officers meeting the mandatory requirements for
promotion.
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. Special Promotion – promotion granted to
police officers who have exhibited acts of conspicuous
courage and gallantry at the risk of his/her life above
and beyond the call of duty.
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 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
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financial incentives by the local government unit
concerned subject to the availability of funds. However,
a Joint Resolution was approved by the congress
increasing the base pay of Military and Uniformed
Personnel. The increase base pay will result to increases
in other allowances and bonuses that are computed on
the base pay.
On Benefits and Privileges
1. Incentives and Awards
The NAPOLCOM shall promulgate standards on
incentives and award system in the PNP administered
by the Board of Incentives and Awards. Awards may be
in the forms of decorations, service medals and citation
badges or in monetary considerations. The following
are examples of authorized
Decorations/medals/citation:
▪ Police Medal of Valor
▪ Police Medal of Merit
▪ Wounded Police Medal
▪ Police Efficiency Medal
▪ Police Service Medal
▪ Police Unit Citation Badge
Posthumous Award – in case a police officer die.
2. Health and Welfare
The NAPOLCOM is mandated to provide
assistance in developing health and welfare programs
for police personnel. All heads of the PNP in their
respective levels are responsible to initiate proper steps
to create a good atmosphere to a superior-subordinate
relationship and improvement of personnel morale
through appropriate welfare programs.
3. Longevity Pay and Allowances
Under Republic Act 6975, PNP personnel are
entitled to a longevity pay of 10% of their basic monthly
salaries for every five years of service. However, the
totality of such longevity pay does not exceed 50% of
the basic pay. They shall also enjoy the following
allowances: Subsistence allowance, Quarter’s
allowance, Clothing allowance, Cost of living allowance,
Hazard pay and others
4. Retirement Benefit
Monthly retirement pay shall be fifty percent
(50%) of the base pay and longevity pay of the retired
grade in case of twenty (20) years of active service,
increasing by two and one-half percent (2.5%) for
every year of active service rendered beyond twenty
(20) yeas to a maximum of ninety percent (90%) for
thirty-six (36) years of service and over: Provided, that
the uniformed member shall have the option to receive
in advance and in lump sum his or her retirement pay
for the first five (5) years. Provided, further, that
payment of the retirement benefits in lump sum shall
be made within six (6) months from effectivity date of
retirement and/or completion. Provided, finally, that
the retirement pay of PNP members shall be subject to
adjustments based on the prevailing scale of base pay
of police personnel in the active service. (Section 36, RA
8551 – IRR)
5. Permanent Physical Disability Pay
A PNP member who is permanently and totally
disabled as a result of injuries suffered or sickness
contracted in the performance of duty as certified by
the NAPOLCOM, upon finding and certification by the
appropriate medical officer, that the extent of the
disability or sickness renders such member unfit or
unable to further perform the duties of his or her
position, shall be entitled to a gratuity equivalent to one
year salary and to a lifetime pension equivalent to
eighty percent (80%) of his or her last salary, in
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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 who retires from the service on his
or her own request and with the approval of the
NAPOLCOM, 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 10 years of service.
TYPES OF RETIREMENT IN THE PNP
1. Compulsory retirement – separation from
the PNP upon reaching the age of fifty-six (56), the
compulsory age of retirement.
2. Optional Retirement - separation from the
PNP upon accumulation of at least twenty (20) years of
satisfactory active service.
PERFORMANCE EVALUATION
- refers to the process of measuring the
performance of PNP members. It is also known as
“performance evaluation system”. The Performance
Evaluation System in the PNP is focused on two (2)
areas: administrative (40%) and operational (60%). It
is conducted every six (6) months or twice a year.
FREQUENCY OF RATING
The frequency of the individual performance
shall be undertaken every six (6) months. Evaluation
report covering the period of January to June shall be
submitted on the 1st week of July and the report from
July to December shall be submitted on the 1st week of
January of the succeeding year.
PURPOSES OF PERFORMANCE EVALUATION
1. Serves as guide for promotion, salary increase,
retirement and disciplinary actions.
2. Increases productivity and efficiency of police
works
3. Assimilates supervision
4. Informs the officer of the quality of his work
for improvements
POLICE RECORDS MANAGEMENT
Record refers to the information whether in
its original form or otherwise including documents,
signatures, seals, texts, images, sounds, speeches or
data compiled, recorded or stored, as the case may be:
1. in written form on any material;
2. on film, negative, tape or other medium so as
to be capable of being reproduced; or
3. any means of recording device or process,
computer or other electronic device or process.
Records management
- refers to the managerial activities involved
with respect to the record creation, record
maintenance, and use, transmission, retention, and
record disposition in order to achieve adequate and
proper documentation of policies and transactions of
government for its efficient, effective and economical
operation.
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RECORDS CYCLE
- also known as “birth-through-death cycle”
- the life span of records from creation to final
disposition:
1. Birth or Creation – the period during which
the record is created or comes into existence.
2. Records Maintenance and Use refers to
the period when the records serve its purpose:
a. Active Life – during which the record is
maintained, used and controlled
b. Inactive Life – the time when the record is very
rarely or no longer referred to and must be transferred
to a cheaper place. These records have already served
their purpose but must be kept for legal requirement or
other compelling reasons.
3. Classification – records are classified for
filing purposes.
4. Storage – refers to the filing of records
according to classification.
5. Retrieval – the act of taking out of record
from the storage for reference purposes.
6. Purging or Retention – the act of
determining if the record is for retention or ready for
disposal.
7. Transfer – the process of moving the record
from one storage to another.
8. Archival Storage or Records Disposition
– the systematic transfer of non-current records from
the office to any storage area or archives for long term
storage, the identification of preservation of permanent
records and the destruction of valueless records.
CLASSIFICATION OF RECORDS
A. According to Period of Retention:
1. Permanent Record – to be kept for not less
than ten (10) years
2. Semi-Permanent – to be kept for five (5) years
3. Temporary – no specified period but usually
less than (5) years.
B. According to Importance or Essentiality:
1. Vital Records – are records that are
irreplaceable, but can be reproduced.
2. Important Records – records that can be
reproduced after considerable delay.
3. Useful Records – records that would cause
inconvenience if lost but could be readily replaced.
4. Non-essential Records – records that are
previously determined by retention schedule to be
illegible for destruction.
C. According to Phases of its Life Cycle
1. Current Phase (Current or Active Records) -
records that are regularly used and maintained.
2. Semi-current Phase (Semi-current Records) -
records that are still used but only infrequently.
3. Non-current Phase (Non-current or Inactive
Records) - records that are no longer used.
TYPES OF POLICE RECORDS
1. Case Records – it is the heart of any police records
system. It serves as the basis for an analysis of offenses
and the methods by which they are committed.
a. Complaint Sheet – it is the foundation record of
the police department. It reflects all information
regarding complaints and reports received by the police
from citizens and other agencies or actions taken by the
police.
b. Investigative Report – it contains the findings and
actions taken by the investigating officer based on the
inquiries made and by obtaining the available facts of
the incident.
1. Initial or Advance Report – is an advance
information on a new or fresh case. It is written and
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submitted immediately after having conducted the
initial investigation of the case.
2. Progress or Follow-up Report – it is the
result of the follow-up investigation of a new or fresh
case. It is written and submitted every time or
whenever any development or progress is accomplished
in the follow-up investigation.
3. Final or Closing Report – is a complete
written narration of facts based on an exhausted
investigation of the case. It is the result of evaluated,
summation, analysis of all facts and circumstances of
the case. This is written and submitted whenever the
case is solved and closed. A case is solved and closed
when the offender was arrested; evidence against him
was completely gathered to warrant prosecution and
witness located to testify in the trial.
4. Technical Report – a report on the
laboratory examination of the physical evidence
gathered in order to supplement the findings of the
investigator.
5. Accident Report – an investigation report
regarding an accident which includes vehicular accident
and damage to property.
6. Wanted Persons Report – a report on
persons who are wanted by the police.
7. Daily Record of Events – a record needed
to keep all members of the police force informed
concerning police operations, assignments, and
administrative functions.
2. Arrest and Booking Records – these records
maintain the arrest and jail booking report which is
required for all persons arrested.
a. Arrest Report – it contains the information
regarding the full name of the offender, charges and
circumstances of arrest.
b. Booking Report – it contains the list of the
prisoners in custody which indicates the status and
disposition thereof.
c. Prisoner’s Property Receipt - contains all
the information regarding the property taken from the
prisoner and accomplish in duplicate.
3. Identification Records – third major division of
police records. It provides identification criminals which
includes names, physical characteristics and in some
cases photograph.
a. Fingerprint Record – heart of any identification
system.
1.Civilian Fingerprint
2.Alien Fingerprint
b. Criminal Specialty/Modus Operandi (MO) File –
contains photographic record of the modus operandi of
criminals
4. Administrative Records – essential in
administering personnel matters and designed to aid in
assignment, promotion, and disciplinary action of
personnel.
1.Personnel Records
2.Correspondence File
3.Memoranda, Orders, Policy Files
4.Assignment Record
5. Miscellaneous Records – these are records which
are not related to the recorded complaints and
investigation reports but are essential to the daily police
activities.
FILING SYSTEM
1. Alphabetical – all materials are filed in dictionary
order. It is the most widely used form of filing.
2. Encyclopedic Order – the subjects are grouped
into major headings; individual folders are filed in
alphabetical order behind each heading.
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3. Chronological Order – folders are arranged by
sequential date order. It is useful for records that are
created and monitored on a daily basis.
4. Geographical – files are arranged alphabetically by
geographical name of the place.
5. Numerical – assigning of numerical value or number
into a specific file which can be managed through the
following system:
a. Serial Number
b. Digit Filing
6. Centralized Filing – places all record series in one
central location in an office. Most useful when the
majority of individuals within an office require access to
majority of files.
7. Decentralized Filing – it physically locates record
series in different places within an office. Most useful
when only one individual requires access to a specific
record series.
THE PHILIPPINE NATIONAL POLICE PERSONNEL
RECORDS MANAGEMENT
As provided in the PNP Personnel Records
Management Manual of 2008, the PNP shall
establish a centralized records management system and
create, maintain, protect and preserve records both in
physical and electronic form.
RECORDS MANAGEMENT DIVISION (RMD)
The Records Management Division (RMD) was
established to oversee the records management
functions of the DPRM. The RMD shall develop,
coordinate and implement PNP-wide programs, policies
and procedures for creation, usage, maintenance,
storage and disposition of personnel records. The RMD
is headed by a division chief with a rank of Police Senior
Superintendent and assisted by an assistant division
chief with a rank of Superintendent.
RECORDS CREATION
Records creation refers to the act of
COMPARATIVE POLICE SYSTEM
(LEA 6)
exchanging written ideas between two (2) sources. At
this point, the life of the record begins. However, due
to the fast pace at which the records of PNP personnel
are created, and the cost involved in maintaining them,
a control system is necessary.
THE PNP PERSONNEL FILE (PPF)
The PNP Personnel File which is also known as
201 File is a folder containing a set of personal records
and information pertaining to an individual member of
the PNP, which serves as basis in availing of service
record, leave record, PNP ID, legal beneficiaries,
authentication of photocopies, etc.
The color of the folder for the PPFs shall be as
follows:
a. Red, for Police Commissioned Officers (PCO);
b. Blue, for Police Non-Commissioned Officers
(PNCO)
c. Green, for Non-Uniformed Personnel (NUP)
RECORDS MAINTENANCE
Records maintenance refers to the activities
involving proper handling of records, arranging them
into usable filing sequence, using the most efficient type
of filing equipment.
RECORDS DISPOSITION
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Records Disposition is the systematic transfer on
non-current records from an office to any records
storage area, the identification and preservation of
permanent records and the outright destruction of
valueless records.
No PNP personnel or units/offices shall dispose
of, destroy or authorize the disposal or destruction of
records or PPFs which are in the custody or under its
control except with the prior written authority of the
Executive Director, National Archives of the Philippines
(Section 18, R.A. 9470).
Any PNP personnel who, willfully or
negligently, damages a police record or disposes of or
destroys a police record shall be deemed to have
committed an offense.
RECORDS SECURITY AND PROTECTION
- refers to the preventive and protective
measures and actions undertaken in order to safeguard
records/documents in all government agencies from
unauthorized and indiscriminate disclosure, damage,
destruction and loss, whether records are filed in
current of non-current storage area.
PROTECTION OF RECORDS
1.Duplication – records shall be created with additional
copies or duplicates depending on the needs and
circumstances.
2.Dispersal – records shall be distributed without
additional copies or duplicates.
3.Vaulting – vital records shall be stored in a vault.
4.Evacuation – original and older records considered to
be vital shall be transferred to a secured location.
RECORDS PROTECTION LEVEL
1.Vital – or “top protection priority”, consists of all
essential records considered as mission critical and
irreplaceable.
2.Important – or “second protection priority”, consists
of all documents still considered as essential but could
be replaced or recreated.
3.Useful – or “lowest protection priority”, consists of all
other documents considered to be non-essential to
normal operations but inconvenient when lost.
Police = The governmental department charged with
the regulation and control of the affairs of a community,
now chiefly the department established to maintain
order, enforce the law, and prevent and detect crime.
COMPARATIVE = an estimate of relative likeness or
unlikeness of two objects or event
GLOBALIZATION
= package of transnational flow of people, production,
investment, information, ideas and authority.
= growing interpenetration of states, markets,
communication and ideas.
= The process of creating transnational markets,
politics, and legal systems in an effort to form and
sustain a global economy.
EFFECTS OF GLOBALIZATION to Law
Enforcement
= law enforcers are expected to be the
protector of the people’s unaccountable flow of
migration and open markets present new threats to
state-based human rights regimes – great challenge to
law enforcement.
Threats to Law Enforcement
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 ▪ increasing volume of human rights violations
as evidenced by genocide and mass killing
▪ conflict between nations
▪ Transnational criminal networks for drug
trafficking, money laundering, terrorism
TYPES OF POLICE SYSTEM
1. Common Law Systems = usually exist in English
speaking countries of the world
= there is strong adversarial system and rely
upon oral system of evidence in which the public trial is
a main focal point
= also known as “Anglo-American Justice”
2. Civil Law Systems = distinguished by strong
inquisitorial system where less right is granted to the
accused and the written law is taken as gospel and
subject to little interpretation
= also known as “Continental Justice or
Romano-Germanic Justice”
3. Socialist System = distinguished by procedures
designed to rehabilitate the offender.
= known as Marxist-Leninist Justice and exist
in places such as Africa and Asia
4. Islamic System = based more on the concept of
natural justice or customary law or tribal traditions
THEORIES OF POLICE SERVICE
Continental = is the theory of police service which
maintains that police officers are servants of
higher authorities. This theory prevails in the
continental countries like France, Italy and Spain.
Home Rule = the theory of police service which states
that police officers are servants of the community
or the people. This theory prevails in England and
United States. It is also the police service which
prevails in country with decentralized form of
government. This is likewise the police service theory
that should prevail in the Philippines based on the
existing laws, concepts and principles.
CONCEPT OF POLICE SERVICE
a. Old police service = states that the yardstick
of police proficiency relies on the number of arrests
made.
b. Modern police service = states that the
yardstick of police proficiency relies on the absence of
crime.
Deviance Control = is the modern police function
which primarily involves the mission to reinforce
community values and laws. This was adopted by
Germany, China and Japan.
Civil order control = is not organizationally separated
from deviance control but is performed by regular street
police in the country of England and United States.
EVOLUTION OF POLICING SYSTEM
▪ Praetorian guards = military bodies who
serve as guardians of peace in ancient Rome in which
the idea of policing said to have originated.
▪ Officer de la Paix = a French term which
claimed to be the origin of the term Police Officer
1. Anglo-Saxon Period of Policing System
(Ancient England)
A. Tun Policing System
A system of policing emerged during the
Anglo-Saxon period whereby all male residents
were required to guard the town (tun) to preserve
peace and protect the lives and properties of the
people.
About 700 A.D, the people living in England in
small rural towns used the Anglo-Saxon
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System. Ten families in a town (tun) equaled a
tithing. Each tithing elected a leader who was known
as the Tithingman. Since 10 tithings amounted to
100, the leader of the 100 families was named the
reeve. Both the tithingman and reeve were elected
officials. They possessed judicial power as well as
police authority.
B. Hue and Cry
A village law started in Britain which provided
methods of apprehending a criminal by an act of the
complainant to shout to call all male residents to
assemble and arrest the suspect.
C. Trial by Ordeal
A judicial practice wherein the guilt or
innocence of the accused is determined by subjecting
him to an unpleasant, usually dangerous, experience.
(In present terminologies, it would mean an
employment of a “3rd degree.”) The word “ordeal” was
derived from the Medieval Latin word “Dei Indicum”
which means “a miraculous decision.”
2. Norman Period of Policing System
This system of policing existed during the time
of Norman William The Conqueror (King of France).
When he invaded and conquered England, a military
regime of conquers and dictators began and changed
the concept of crime being committed against the state.
A. Shire-Rieve
Shire-Rieve was a policing system during the
Norman Period when England was divided into fifty-five
(55) military areas, each headed by a ruler called the
Rieve (head-man or lieutenant of the army). The
fifty-five (55) military divisions in England are called
shires. The shire-rieve had absolute powers that no
one could questions his or her actions.
Two “Constabuli” or “The Keeper of the
Horse” were appointed to each village to aid the Rieve
in his duties. It became the source of the word
Constable.
The term “Shire-Rieve” is said to be the
origin of the word “Sheriff.”
B. Travelling Judge or Circuit Judge
A judge selected to hear cases which were
formerly being judged by the Shire-Rieve and tasked
to travel through and hear criminal cases. This
was the first instance of the division of the police
and judicial powers.
C. Legis Henrici
An act that was enacted during this
period with the following features:
▪ Offenses were classified as against the king
and individual.
▪ Policeman becomes public servant.
▪ The police and the citizens have the broad
power to arrest. It introduced the system called
“citizen’s arrest.”
▪ Grand Jury was created to inquire on the facts
of the law. A system which made inquisition onto the
facts of a crime and eliminate the “Anglo-Saxon Trial
or “Trial by Ordeal System.”
D. Frankpledge System
A system of policing whereby a group of ten
neighboring male residents over twelve years of
age were required to guard the town to preserve peace
and protect the lives and properties of the people
3. Westminster Period of Policing System
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 It is called by this name because the laws
governing policing came out of the capital of
England, which at the time was Westminster.
This period has the following features:
▪ Guards were appointed and the duties of the
constables at night (watch) and in daytime
(ward) were defined
▪ Statute of Westminster of 1285, a
collection of regulations aimed at keeping the peace.
B. Statute of 1295
The law that marks the beginning of the
curfew hours, which demanded the closing of the
gates of London during sundown.
C. Justice of the Peace (About 1361)
Three or four men who were learned in the law
of the land were given authority to pursue, arrest,
chastise and imprisonment violators of law. They
handled felonies, misdemeanors and infractions of city
or village ordinances. This was later abolished about 75
years after.
D. Star Chamber Court (1487)
A special court designed to try offenders
against the State. The room set-up is formed in a
shape of a star and judges were given great powers
such as the power to force testimony from a
defendant leading to a great abuse of power or
brutality on the part of the judges.
4. Keepers of the Peace
A proclamation issued by King Richard of
England sometime in 1195 that required the
appointment of knights to keep the King’s peace by
standing as guards on bridges and gates while
checking the people entering and leaving the
cities and towns.
5. King Charles II of England (1663)
King Charles II passed an act which
established or promoted the employment of
watchmen or bellmen to be on duty from sunset to
sunrise.
6. Magna Carta or "The Great Charter"
A law promulgated by King John of England
upon the demand of the Knights of the Round Table
forcing the King to sign the same with the following
features:
▪ No freeman shall be taken, imprisoned,
banished or exiled except by legal judgment of his
peers.
▪ No person shall be tried for murder unless
there is proof of the body of the victim.
LONDON POLICING PRIOR TO 1829
Henry Fielding = appointed as Magistrate in 1748,
introduced the first detective force, known as the Bow
Street Runners
Bow Runners = a group of men organized by Henry
Fielding and named by his brother John Fielding task to
catch thieves and robbers
identified by carrying a Tipstaff with the Royal Crown
= made up of eight constables who also
investigated crimes handed over to them by the
volunteer constables and watchmen
1798 = Marine Police Force was established;
salaried constables were being paid by local
magistrates.
= initially made up of 220 Constables assisted
by 1,000 registered dock workers, and was responsible
for preventing the theft of cargo. = widely regarded as
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being the first modern police force in the world, in
the sense that they were not government controlled
and were responsible for the prevention of crime.
TOTAL POLICING = motto of London
Metropolitan Police
IMPORTANT DATES
▪ 1833 = Coldbath Fields Riot (Grays Inn
Road). A major crowd disturbance dealt with by the
Metropolitan Police with controversial use of
force.
▪ 1836 = The Metropolitan Police absorbs the
Bow Street Horse Patrol into its control.
▪ 1838 = incorporates Marine Police and
Bow Street Runners into the Metropolitan Police and
the disbandment of the Bow Street Office and other
Offices. These were all agreed and put into effect.
Administration Policing Principles of London
Metropolitan Police
1. Stable and effective civil police under government
control
2. Absence of crime is the best proof of efficiency
3. Fast distribution of crime news to the police is
essential
▪ Commissioner = highest rank in the
Metropolitan Police
▪ Police Constable = lowest rank
Contributions of the French in Policing
▪ Assigning house numbers
▪ Installing street lights
▪ Use of police ambulances
▪ Use of warrant card and ID signifying the
authority to arrest
UNITED STATES POLICING SYSTEM
TYPES OF US POLICE
1. Municipal Police = includes village, township, city and
country police departments, sheriff departments.
Types of Local Police
a. Country Sheriff = in charge with the operation of
county jail, civil function such as service of eviction
notices and other court orders and police responsibility.
b. City Police = most common local police organization.
It has jurisdiction in matters that occur in an
incorporated municipality.
2. State Police = includes special investigative agencies
that concentrate on statewide law enforcement
3. Federal Police = agencies operated by federal
government at the national level
Some Federal Agencies Having Police Functions
a. Protection of Life, Property and Enforcement of Penal
Statutes
1. Federal Bureau of Investigation (Department of
Justice) = investigates all violations of federal law
except when the enforcement authority was given to
other specific federal agency
2. United States Secret Service (Department of
Treasury) = concerned with investigation of
counterfeiting, forging or altering of any of the money
or other securities of the U.S. It is also in charge of the
protection of the president and his family, and of the
executive mansion grounds
3. Bureau of Narcotics (Department of Treasury) =
investigated all violations of federal law relating to
prohibited drugs
4. Immigration and Naturalization Service (Department
of Justice) = investigates all violations of immigration
91
and naturalization laws, patrol boarders to prevent
surreptitious entry of aliens,
b. Protection of the National Revenue
1. Intelligence Unit of the Bureau of Internal Revenue
= investigation of violations of income tax laws
2. Alcohol Tax Unit of the Bureau of Internal Revenue
= violations of internal revenue laws
3. Division of Investigation and Patrol, Bureau of
Customs = investigates smuggling activities and
enforces customs and navigation laws.
4. Private Police = additional police protection made by
employing sworn officers through contract when they
are not officially on duty
Two Basic Forms of Private Police
a. Proprietary Police = when a person wishes to receive
service, he hires and security personnel directly
b. Contract Security = services of an independent
security company
U.S. Police Agencies
New York City = it is where the first full time police
force was organized in the United States
▪ New York Police Department = the
largest police force in the United States
▪ Texas Ranger = police force originally
created in response to colonization
▪ Boston Police Department = first local
modern police department established in the United
States
▪ Pennsylvania State Police = the first
state police agency established
▪ Los Angeles Police Department = police
force that hired the first female police officer
named, Alice Stebbins Wells
The United States police rank model is generally
quasi-military in structure. Although the large and
varied number of federal, state, and local police
departments and sheriffs’ office have different ranks, a
general model, from highest to lowest rank, would be:
➢ Chief of Police/Police
Commissioner/Superintendent/Sheriff
➢ Deputy Chief of Police/Deputy
Commissioner/Deputy
Superintendent/Undersheriff
➢ Inspector/Commander/Colonel
➢ Major/Deputy Inspector
➢ Captain
➢ Lieutenant
➢ Sergeant
➢ Detective/Inspector/Investigat
or
➢ Officer/Deputy Sheriff/Corporal
CANADA
Royal Canadian Mounted Police (RCMP) =
colloquially known as Mounties and internally as “The
Force” = is the national police force of Canada and one
of the most recognized of its kind in the word being a
national, federal, provincial and municipal policing
body. It is founded in 1920 by the Merger of Royal
Northwest Mounted Police (1873) with the
Dominion Police (1868).
= headed by the Commission under the direction of the
Minister of Public Safety Canada.
Commissioner = highest rank in the Royal Canadian
Mounted Police
Police Constable 4th Class = lowest rank
AUSTRALIA
Australian Police = a progressive and multi-faceted
law enforcement organization, taking strong lead in the
fight against 21st century crime.
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▪ Commissioner = highest rank
▪ Constable = lowest rank
HONGKONG
Hong Kong Police Force
= is the largest disciplined service under the
Security Bureau of Hong Kong. It is the world's
second, and Asia's first, police agency to operate with a
modern policing system. It was formed on 1 May 1844.
in 1969, Queen Elizabeth II granted
the Royal Charter to the Hong Kong Police Force for
their handling of the Hong Kong 1967 riots — renaming
them: The Royal Hong Kong Police Force. Following
the transfer of sovereignty, the Force is once again
named the Hong Kong Police Force
Structure HKPF
The Force is commanded by the
Commissioner of Police, who is assisted by two
deputy commissioners:
a. Deputy Commissioner – Operations =
supervises all operational matters including crime and
b. Deputy Commissioner – Management
= is responsible for the direction and coordination of
force management including personnel, training, and
management services.
Motto =We Serve with Pride and Care
The Hong Kong Police Force is organized into Six
Regions:
▪ Hong Kong Island
▪ Kowloon East
▪ Kowloon West
▪ New Territories North
▪ New Territories South
▪ Marine Region
The Force Headquarters (Management) is made
up of five departments:
▪ Operations & Support
▪ Crime & Security
▪ Personnel & Training
▪ Management Services
▪ Finance, Administration and Planning
Hong Kong Police College = is responsible for all
matters relating to training within the Hong Kong Police
except internal security, Auxiliary and Marine Police
Training. Training provided by the Police College
includes recruit and continuation training, crime
investigation training, police driver training and weapon
tactics training. The information technology training,
command training, local and overseas management
training, some specialist courses and periodic courses
on firearms and first aid are also provided by the Police
College.
Service Quality Wing = is responsible for
spearheading initiatives to improve services provided to
force customers both external and internal. The wing
comprises three branches: Performance Review,
Research and Inspections and Complaints and
Internal Investigations (C&II)
Complaints and Internal Investigations (C&II) =
includes the Complaints Against Police Office
(CAPO) oversees the investigation and successful
resolution of all complaints made both externally and
internally against members of the force.
Entry Requirements to HKPF
Nationality
Must be a permanent resident of the Hong Kong Special
Administrative Region and had lived in Hong Kong for
at least seven years.
For Inspector
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Academic Requirements
▪ Hong Kong degree, or equivalent; or
▪ An accredited Associate Degree from Hong
Kong tertiary institution / A Higher Diploma from a Hong
Kong Polytechnic / Polytechnic University, or a Diploma
from a registered post-secondary college awarded after
the date of its registration, or equivalent; or
▪ Passed in two subjects at Advanced Level in
the Hong Kong Advanced Level Examination (2A) plus
three other subjects at Grade C or above in the HKCEE
(3O), or a combination of results in five Hong Kong
Diploma of Secondary Education (HKDSE) subjects of
Level 3 in New Senior Secondary (NSS) subjects,
“Attained with Distinction” in Applied Learning (ApL)
subjects (subject to a maximum of two ApL subjects)
and Grade C in Other Language subjects, or equivalent.
For Police Constable
Academic Requirements
Five passes or above, which may include Chinese
Language and English Language, in the HKCEE, or a
combination of results in five Hong Kong Diploma of
Secondary Education (HKDSE) subjects of Level 2 in
New Senior Secondary (NSS) subjects, “Attained” in
Applied Learning (ApL) subjects (subject to a maximum
of two ApL subjects) and Grade E in Other Language
subjects, or equivalent.
Selection Processes for Inspector
▪ Written Examination
▪ Extended Interview
▪ Psychometric Test
▪ Final Interview Board
▪ Physical Fitness Test
▪ Integrity Checks and Medical Examination
▪ Appointment
Selection Processes for Police Constable
▪ Physical Fitness Test
▪ Group Interview
▪ Psychometric Test
▪ Final Interview Board
▪ Basic Law Test
▪ Integrity Checks and Medical Examination
▪ Appointment
RANKS OF HKPF
Commissioner of Police (CP)
Deputy Commissioner of Police (DCP)
Senior Assistant Commissioner of Police (SACP)
Assistant Commissioner of Police (ACP)
Chief Superintendent of Police (CSP)
Senior Superintendent of Police (SSP)
Superintendent of Police (SP)
Chief Inspector of Police (CIP)
Senior Inspector of Police (SIP)
Inspector of Police (IP)
Probationary Inspector of Police (PI)
Station Sergeant (SSGT)
Sergeant (SGT)
Senior Constable (SPC)
Police Constable (PC)
TAIWAN
TAIWAN POLICE FORCE = is the unified police force
of Taiwan
= under the supervision of NATIONAL
POLICE AGENCY which is directly under the
MINISTRY OF INTERIOR
= under effective civilian control
FUNCTIONS
1) to maintain public order,
2) 2) to protect social security,
3) 3) to prevent all dangers, and
4) ) to promote the welfare of all people.
RED NOTES 2022
TYPES OF POLICE FORCE IN TAIWAN
1. Administration Police = generally referred to
those who are required to wear uniforms to carry out
duties of household visits, patrolling, raid, guarding,
duty officer, and reserves.
2. Traffic Police = the primary duties of the Traffic
Police are to keep traffic order, to ensure traffic safety,
to prevent traffic accidents, and to smooth traffic flow.
3. Special Police = those who are responsible for
protecting the Central Government, establishing
contingent plans and assisting local and specialized
police units in maintaining public order.
4. Criminal Investigation Police = the primary
duties of the criminal investigation police are to prevent
and detect crimes.
5. Specialized Police = main duties are to protect
state-run enterprises and public facilities like railways,
highways, airports, harbors, MRT and Bank of Taiwan.
RANKS OF TAIWAN POLICE FORCE
Police Supervisor General
Police Supervisor Rank
Police Supervisor Rank Two
Police Supervisor Rank Three
Police Supervisor Rank Four
Police Officer Rank One
Police Officer Rank Two
Police Officer Rank Three
Police Officer Rank Four
Police Rank One
Police Rank Two
Police Rank Three
Police Rank Four
MYANMAR
Myanmar Police Force = formally known as The
People's Police Force (Burmese: Pyi Thu Yae Tup
Pwe)
= established in 1964 as independent
department under Ministry of Home Affairs. It was
reorganized on 1 October 1995.
There are 14 State and Divisional Police Forces
and three additional State/Division Police Forces
Each State and Divisional Police Force consists of
four components
▪ Office of the Commander of the State and
Divisional Police Force
▪ Office of the Commander of the District Police
Force
▪ Office of the Commander of the Township
Police Force
▪ Police Stations
TRAINING CENTERS
1. Central Training Institute of Myanmar Police
Force
2. No.1 Police Training Depot = undertakes Basic
Training Course for Police Sergeant for 2 years; Warrant
Officer and Police Sergeants Course for 12 Weeks; and
Basic Training Course for Constables for 6 Months
3. No. 2 Police Training Depot = undertakes only
Basic Training Course for Constables, which normally
takes around 6 months to complete.
INDONESIA POLICING SYSTEM
Indonesian National Police (Kepolisian Negara
Republika Indonesia) = is the official police force of
Indonesia
= organized 1946
= also known as Polri
Markasbesar/Mabes = name of the headquaters of
Indonesian National Police located in KebayoranBaru,
South, Jakarta, Indonesia
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POLRI TERRITORIAL FORCES
1. Kepolisian Daerah or polda = provincial police
2. Kepolisian Wilayah or Polwil = regional police
3. Kepolisian Resort or Polres = city police
4. Kepolisian Sector or Polsek = sub-district police
SPECIAL BRANCHES
1. Brigade Mobile (BRIMOB) = the most militarized
trained to deal with mass demonstrations
= paramilitary role to conduct security
stabilization operations and providing security for VIP
and vital facilities
2. Anti-Riot Unit (Pasukan Anti Huru-Hura) =
received special anti-riot training
3. Sea and Air Police = responsible patrolling the
airspace
4. Plainclothes Unit = assigned in conducting
investigations
5. Maritime Police = responsible in protecting the
territorial sea
6. Anti-Terrorist Unit = trained in counter-terrorism
7. Forensics = in-charged of laboratory examination
of evidence
POLICE RECRUIT VOLUNTEERS
▪ At least sixth-grade education and should pass
the competitive examination.
After 3 years, personnel with junior secondary diploma
could enter into training to become NCO.
RANKING SYSTEM OF POLRI
Police General = equivalent of Director General of PNP
Second Bhayangkara = equivalent of patrolman/woman
of the PNP
ROYAL MALAYSIAN POLICE (RMP: Malay: Polis
Diraja Malaysia, PDRM) = police force of Malaysia.
= headquarters is located at Bukit
Aman, Kuala Lumpur
= The constitution, control, employment,
recruitment,fund, discipline, duties and powers of the
police force is specified and governed by the Police Act
1967
Motto = TEGAS, ADIL DAN BERHEMAH = Firm, Fair
and Prudent
RMP Organizations
1. Management Department = the Management
Department is tasked with the routine of management
and administration affairs of the RMP. This department
is also the nerve center of the RMP and acts as the
support services platform for the rest of the force.
2. Logistics Department = has the role to provide
several equipments needed in RMP
▪ 3. Criminal Investigation Division = deals
with the investigation, arrest and prosecution of hard
crimes (murder, robbery, rape etc) and petty crimes
(theft, house-breaking etc).
= This department also specializes in
gambling, vice and secret societies (triads)
Branches of Criminal Investigation Division
▪ D1 – Administrative Division
▪ D2 – Criminal Record Registration
▪ D3 – Internal Affairs
▪ D4 – Statistics
▪ D5 – Prosecution and Law Divisions
▪ D6 – Technical Assistance Division
▪ D7 – Gambling / Vice / Secret Societies
▪ D8 – Investigation Division / Planning
▪ D9 – Special Investigation Division
▪ D10 – Forensic Laboratory Division
▪ D11 – Sexual Investigation Division
▪ D12 – National Centre Bureau-
Interpol Division
RED NOTES 2022
4. Narcotics Criminal Investigation Division = this
department's function is to fight against dangerous
drugs by enforcing the law to stop and reduce the
demand and supply of dangerous drugs.
5. Internal Security and Public Order Department
= responsible for traffic control and Search & Rescue
(SAR) operations
6. The Police Field Force (PFF) = organized in
battalions and was a para-military unit of the Royal
Malaysia Police. Also known as the Jungle Squad
= established in 1948
7. Police Counter-Terrorism Unit = an elite unit of
RMP responsible in counter-terrorism operations
8. UNGERIN = Unit Gempur Marin (UNGERIN) (Marine
Combat Unit) was established in 2006 and it was fully
operational by the end of 2007
= first name was Unit Selam Tempur due to
the pressing need to suppress the pirate attacks
alongside the coastal area of Malacca Straits and open
sea area of South China Sea which were continuously
widespread from time to time despite various efforts
done to overcome the problem
= members received training from U.S
9. Federal Reserve Unit (FRU) = (Malay: Pasukan
Simpanan Persekutuan)
= its role is riot suppression, crowd
control, disaster relief & rescue, as well as
special operations assistance
= organized in 1955
10. C4-i Implementations System = (abbreviation
for Command, Control, Communications,
Computer-Integrated) = based at Police Control
Centre in all police contingents in Malaysia.
= this unit is assigned to patrol the city and
the suburbs.
11. The Marine Operations Force
or (Malay: Pasukan Gerakan Marin) = tasked with
maintaining law and order and coordinating search and
rescue operations in the Malaysian Maritime Zone and
on the high seas
12. Royal Malaysian Police Air Wing Unit or Unit
Udara PDRM (UUP) = is a special unit of Royal
Malaysia Police with a vital role in maintaining national
security with thorough surveillance and patrol from the
air
13. Special Branch = This department is responsible
for collecting intelligence for national security
14. Traffic Unit = responsible in maintaining the flow
of traffic
15. Commercial Crimes Investigation
Department = this department's main function is to
investigate, arrest, and prosecute offenders committing
white collar crimes such as fraud, breach of trust, cyber-
crimes, forgery, counterfeiting etc
16. Mounted Police = police who patrol
on horseback (equestrians) or camelback. They
continue to serve in remote areas and in metropolitan
areas where their day-to-day function may be
picturesque or ceremonial, but they are also employed
in crowd control because of their mobile mass and
height advantage.
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RANKS OF RMP
INSPECTOR-GENERAL OF POLICE = equivalent of
director general (Philippines)
POLICE CONSTABLE = equivalent of
patrolman/woman (Philippines)
Singapore
Francis James Bernard = formed the skeleton force
as the heritage of Singapore Police Force in 1819.
▪ Singapore Police Force (SPF) is the main
agency task with the maintaining law and order in the
city-state. It is formerly known as Republic of
Singapore Police. Organized with split staff (15)
and line functions (13) roughly modeled after the
military. Headquarters at New Phoenix Park in Novena.
The highest rank is Commissioner of Police and
the lowest is Police Constable.
▪ Section 7 of Police Force Act of 1857 =
constitution of the SPF
Recruitment/training
▪ High school graduates who were interested
in law enforcement as a career can be recruited and
those who are selected for officers had to be approved
by the Public Service Commission.
▪ Career development course were encouraged
for officer and senior officers are required to travel
oversees for training such as in Police Staff
College in Britain, FBI National Academy in US
and Police Academy in Japan.
▪ Nine (9) months training. Newly appointed
officer will be placed on a one-year probation
period.
RANKS OF SPF
Commissioner of Police = equivalent of director
general in the Philippines
Constable = equivalent of Police Officer 1 in the PNP
JAPAN POLICING SYSTEM
▪ Keihoryo (Police Bureau within the
Ministry of Home affairs to 1945)
▪ Japanese Colonial Government = the one
which organized the first formal policing in China .
▪ Japanese Yakuza = considered as the
center of Asian organized crime action.
ORGANIZATION OF NPA
1. National Public Safety Commission = a
government body responsible for the
administrative supervision of the polic e. Under the
jurisdiction of the Prime Minister
2. Japan National Police Agency (NPA) = a totally
gun less police force, except for its special attack
team.
Organizations Attached to the NPA
a. National Police Agency = provides training to police
officers and conduct academic research
b. National Research Institute of Police Science =
conducts research in police science
c. Imperial Guards = provides escort to the Emperor,
Empress, Crown Prince and other Imperial family.
= responsible for the security of Imperial
Palace
3. Regional Police Bureau = exercises control and
supervision over regional police offices and provides
support with the prefectural police.
Director General = heads each Regional
Bureau acting upon orders from the Commission
General of the NPA.
Regional Police Bureau = the local organizations to
carry out part of the NPA’s functions. There are about
RED NOTES 2022
7 Bureaus in the major cities except for Tokyo and
Hokkaido where in Tokyo, Metropolitan Police
Department (headed by Superintendent General) has
long been established and shares the same location
with the NPA. Prefectural Police has the whole of
Hokkaido under its jurisdiction.
4. Prefectural Public Safety Commission (PPSC)
= administrative commission functioning under the
representative system which supervise the
prefectural police. Under the Jurisdiction of the
Governor. Though not empowered to give order to the
Commission.
5. Koban = a system of policing adopted in Japan, a
substation near major transportation hubs and
shopping areas and in residential districts which forms
the first line of police response to the public.
= Koban usually staffed by 3-5 officers and
about 7000 residential police boxes (Chuzaisho- staffed
by a single officer). About 20 % of police is assigned
to Koban.
CHINA POLICE SYSTEM
▪ Ministry of National Defense = is the top
of the hierarchy with judicial and public security
agencies such as Ministry of Public Safety and the
Ministry of State Security.
▪ Ministry of Public Security= is the principal
police authority of the mainland of the People’s Republic
of China which oversee the day-to-day law
enforcement. (It is the equivalent of the National
Police Agency in Japan).
▪ Ministry of State Security = the Chinese
government’s largest and most active foreign
intelligence agency, though it is also involved in
domestic security matters.
Kinds of Police
1. People’s Armed Police (PAP), 1980’s deals with
domestic disturbances, acts as riot police and
guard’s government compounds and foreign embassies.
Usually handles border defense but is called sometimes
to back up local police.
2. State Security Police = (1983) safeguards state
security, prevent foreign espionage, sabotage
and conspiracies. Under the Ministry of State Security
and directly accountable to the State council.
3. Prison Police = a part of the correctional arm of
the overall police system stationed in prisons and
correction units. This is under the leadership of the
Ministry of Justice.
4. Judicial Police = responsible for maintaining the
security and order in courts and serving
instruments and some also executing death
sentences.
5. Quasi parapolice (“Cheng guan”) = operates in
many places and hired by officials to help carry out
some unpopular actions such as collecting taxes and
fines and ousting peasants from seized land.
Special Police College = conducts nationwide
recruitment once a year.
Central Military Commission = appoints police in
China
People’s Liberation Army = Chinese Armed forces.
Civil Service Promotion Examinations = basis for
regulation of the Rank promotion Examination for police
officer.
RANK SYSTEM IN CHINA
Commissioner General = equivalent of Director General
in the PNP
Constable 2nd Class = equivalent of Police Officer 1 in
the PNP
THAILAND POLICE SYSTEM
Royal Thai Police = formerly known as THAILAND
NATIONAL POLICE DEPARTMENT (TNPD)
95
 = In 1998, TNPD was transferred from the
Ministry of Interior of Thailand to be directly under the
Office of the Prime Minister using the name Royal
Thai Police. The position of its supreme head was
changed from that of the Director-General of the TNPD
to the Commissioner-General of the Royal Thai
Police.
Royal Thai Police Headquarters = based in Bangkok
Police-General = highest rank of the Royal Thai Police
Policeman / Constable = lowest rank
BRUNEI POLICE SYSTEM
▪ Royal Brunei Police Force (Polis Diraja
Brunei – PDRB) = created in 1921 which is
responsible for keeping law and order and providing law
enforcement services throughout Brunei
▪ Inspector-General of Police = highest rank
▪ Lance Corporal = lowest rank
Philippine Police System
During the Spanish Regime
 Maintenance of law and order is a
part of the military system for the defense of the colony;
 Locally organized police forces
although performing civil duties is a direct adjunct of
the colonial military establishments; (policemen in
appearance yet colonial soldiers in the ultimate sense.
 Police functions consisted mainly of
(1) suppression of brigandage by patrolling unsettled
areas; (2) detection of local or petty uprising by spying
upon the work and movements of the people and; (3)
the enforcement of tax collection including church
revenues.
▪ Cuardilleros = a body of rural police
organized in each town established by a Royal Decree
on January. 8, 1836. It mandates that 5% of the able-
bodied male inhabitants of each province where to
be enlisted in this police organization for 3 years. Their
services are originally not paid or gratuitous subject to
some privileges although in some province they
received a proportionate pay ranging from 4.00 to 8.00
depending on the revenue collection.
▪ Carabineros De Seguridad Publica =
Organized in 1712 for the purpose of carrying the
regulations of the Department of State. This was armed
and considered as the mounted police who later
discharged the duties of a port, harbor and river police.
It was later given special commission by Royal Decree
of December 20, 1842 and it was called – Cuerco De
Seguridad Publica (Corps of Crabbiness for Public
Security).
▪ Guardia Civil = Created by a Royal Decree
on February 12, 1852, to partially relieve the Spanish
peninsula troops of their works in policing towns. It
consisted of a body of Filipino policemen organized
originally in each of the provincial capital of the province
of Luzon under the Alcalde Mayor.)
▪ Philippine Commission Act No. of 175 =
(July 18, 1901) an act providing for the organization and
government of an Insular Constabulary.
▪ Sec. 1, Act 255 of October 3, 1901 =
renamed the Insular Constabulary to Philippine
Constabulary (a national police institution for preserving
peace, keeping order and enforcing the law.
▪ Henry Allen = the first Chief of the Philippine
Constabulary.
▪ Rafael Crame = the first Filipino Chief of the
Philippine Constabulary.
▪ Act No 70 = (On January 9, 1901) The
Metropolitan Police Force of Manila was organized
▪ E.O. 389 = Ordered that the PC be one of the
four services of the AFP, dated December 23, 1940.
▪ P.D. 765 = Integration Act of 1975, dated
August 8, 1975, established the Integrated National
Police (INP) composed of the PC as the nucleus and the
RED NOTES 2022
Integrated local police forces as components, under the
Ministry of National Defense.
▪ E.O. 1012 =transferred to the city and
municipal government the operational supervision and
direction over the INP units assigned within their
locality.
▪ R.A. 4864 =It created the POLCOM (Police
Commission) as a supervisory agency to oversee the
training and professionalization of the local police under
the Officer of the President. Otherwise known as the
Police Professionalization act of 1966, dated September
8, 1966. It was later renamed as the National Police
Commission (NAPOLCOM).
▪ E.O. 1040 = Transferred the Administrative
Control and Supervision of the INP from the Ministry of
National Defense to the National Police Commission.
▪ R.A. 6975 = It is otherwise known as the
Department of Interior and Local Government Act of
1990, enacted on December 13, 1990. Established the
PNP, BFP, BJMP and the PPSC.
▪ R.A. 8551 Philippine National Police Reform
and Reorganization Act of 1998, enacted 1998,
amending the provision of R.A. 6975
▪ Act No. 181 = created the Division of
Investigation (DI) of the Department of Justice dated
November 1938.
▪ R.A. 157 = created the National Bureau of
Investigation, enacted June 19, 1947 and later
reorganized by R.A. 2678
▪ Line and Staff = the organizational structure
of the P.N.P. which is also adopted by many police
organization in the world.
▪ P.N.P. = headed by Chief with a rank of
Director General with two (2) Deputy Director General
(1) for Administration and (2) for Operation. Although
there are three (3) Deputy Director General ranks.
▪ SOP No. 7 = prescribed PNP guidelines in the
conduct of operations against terrorists and other
lawless elements involved in terrorist activities.
United Nations = officially came into existence on
October 24, 1945
= Coined by Winston Churchill and Franklin D.
Roosevelt in the declaration by United Nation. This
declaration was made to officially state the Cooperation
of the allies (Great Britain, the United States, and
the Union of Soviet Socialist Republic)
Branches of UN
1. UN general Assembly = This is the main
decision- making and representative assembly in the
UN through its policies and recommendations. It is
composed of all member states, is headed by a
president elected from the member states, and meets
from September to December.
Functions of General Assembly
a. Deliberative = initiating studies and making
recommendations for the development of international
law
b. Supervisory = receiving and considering annual and
special reports from another organs
c. Financial = approval and apportionment of budget
d. Elective = election of non-permanent members of the
security council
e. Constituent = admissions of members and the
amendments of charter
2. UN Security Council = is another branch in the
organization of the UN and is the most powerful of all
the branches.
FUNCTIONS
a. Preventive Action = consists of provisional
measures to prevent a conflict from worsening, and
96
may involve the deployment of PEACEKEEPING AND
OBSERVER missions.
b. Enforcement Action = consist of deployment of
air, sea and land forces.
Five Permanent Members of Security Council
1. China
2. France
3. Russia
4. United Kingdom
5. United States
*The other 10 members are rotating or
elective members for a period of two years by the
General Assembly.
3. International Court of Justice = located in the
Hague, Netherlands. This branch is responsible for the
judicial matters of the UN.
4.Secretariat = Its main responsibility is providing
studies, information, and other data needed
5. Economic and Social Council = consists of 45
members elected by the General Assembly for a 3-year
term.
Efforts are Towards the Following:
a. Higher standards of living
b. Condition of economic and social progress and
development
c. Solutions of international economic, social, health
and related problems
d. Universal respect for human rights and fundamental
freedoms
6. Trusteeship Council = assists the security council
and the general assembly in the administration of the
International Trusteeship System
UN CHARTER = it is closest to a constitution that
basically governs the relations of international persons.
Technically, it is a Treaty.
TREATY = an international agreement concluded
between states in written form and sworn by
international law, whether embodied in a single
instrument or in two or more instruments and whatever
its particular designation.
INTERPOL
▪ Interpol (1923) = (International Criminal
Police Organization) is the police forces organization
that primarily manifests global or international
cooperation in addressing transnational crime. Its
headquarters was initially located in Vienna Austria (it
is where Interpol was founded) but at present it is
transferred to Lyon France.
▪ INTERPOL = is the world’s largest
international police organization, with 190 member
countries. It exists to help create a safer world by
supporting law enforcement agencies worldwide to
combat crime.
▪ It aims to facilitate international police
cooperation, and supports and assists all organizations,
authorities and services whose mission is to prevent or
combat internal crime.
▪ = the organization of law enforcement
agencies worldwide that serves as transmission or
communication line for the exchange of
information, data and request for assistance
between and among the member countries.
▪ It focuses on: (1) combat crimes and
transnational crimes; (2) protect minorities
against the dominant groups; and (3) maintain
law enforcement regardless of race or religion.
INTERPOL’s Structure
▪ General Assembly
▪ Executive Committee
▪ General Secretariat
▪ National Central Bureaus
▪ Advisers
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▪ The Commission for the Control of INTERPOL’s
Files.
General Assembly = is the supreme governing
body of the Interpol, it meets annually and
comprises delegates appointed by each member
country. The assembly takes all important decisions
related to policy, resources, working methods, finances,
activities and programmes.
Executive Committee = consisting of 13 members
elected by the General Assembly and comprises the
president, three vice –presidents and nine delegates
covering the four regions.
It is the INTERPOL’s select deliberate organ
which meets three times a year, usually in March,
July and immediately before the General
Assembly.
Current Members of the EC as of 2012
▪ KHOO Boon Hui (Singapore) – Current
President and Singapore’s Senior Deputy Secretary of
the Ministry of Home Affairs and former Commissioner
of Police.
3 Vice Presidents
Adamu Abubakar MOHAMMED (Nigeria)
Mireille BALLESTRAZZI (France)
Oscar Adolfo NARANJO TRUJILLO (Colombia)
9 Delegates
▪ Pieter Jaap AALBERSBERG (The Netherlands)
▪ Fath ELRAHMAN Osman (Sudan)
▪ Emmanuel GASANA (Rwanda)
▪ Francisco GIL MONTERO (Spain)
▪ Nobuyuki KAWAI (Japan)
▪ Tariq KHOSA (Pakistan)
▪ Sanna PALO (Finland)
▪ Marcos VASQUEZ MEZA (Chile)
▪ Timothy A. WILLIAMS (United States)
General Secretariat = (Lyon, France) operates 24
hours a day, 365 days a year and is run by the
Secretary General. It works with officials of more
than 80 countries side-by-side using four official
languages: Arabic, English, French and Spanish . It
consists of seven (7) Regional Offices across the world,
namely:
 Argentina,
 Cameron,
 Cote D’Ivoire,
 Kenya,
 El Salvador,
 Thailand, and
 Zimbabwe
National Central Bureaus (NCB) = Each INTERPOL
member country maintains a National Central Bureau
staffed by National Law Enforcement Officers. The NCB
is the designated contact point for the General
Secretariat, Regional Offices and other member
countries requiring assistance with overseas
investigations and the location and apprehension of
fugitives.
Advisers = these are experts in a purely advisory
capacity, who may be appointed by the Executive
Committee and confirmed by the General Assembly.
Commission for the Control of INTERPOL’ File
(CCF) = this is an independent body whose mandate is
threefold:
(1) to ensure that the processing of personal
information by INTERPOL complies with the
Organization’s regulations,
(2) to advice INTERPOL on any project,
operation, set of rules or other matter concerning the
information contained in INTERPOL’S files.
INTERPOL’s Governance = comprises the General
Assembly and the Executive Committee, which is
headed by the President.
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 The President of the Organization is elected
by the General Assembly for a period of four (4) years.
His role is to chair the General Assembly and Executive
Committee and ensure that INTERPOL’S activities
conform with decisions made at these meetings.
 Oskar Dressler = the first secretary general
of the Interpol.
 Johann Schober = the first president of the
Interpol.
INTERPOL’S NOTICE
1. Red Notice – a notice which is issued to seek the arrest
or provisional arrest of wanted persons with a view to
extradition.
2. Blue Notice – this type of notice is issued in order to
locate, identify or obtain information on a person of interest
in a criminal investigation.
3. Green Notice – to warn about a person's criminal
activities if that person is considered to be a possible threat
to public safety.
4. Yellow Notice – to help locate missing persons, often
minors, or to help identify persons who are unable to
identify themselves.
5. Black Notice – a notice issued to seek information on
unidentified bodies.
6. Orange Notice – to warn of an event, a person, an
object or a process representing an imminent threat and
danger to persons or property.
7. Purple Notice – issued to provide information on
modus operandi, objects, devices and concealment
methods used by criminals.
8. INTERPOL–United Nations Security Council
Special Notice – is issued for individuals and entities that
are subject to UN sanctions.
The following are channels of global bilateral and
multilateral international cooperation against
transnational crime:
 Global multi-lateral cooperation via Interpol;
 Bilateral police cooperation agreements with
individual states;
 European multilateral cooperation via Europol.
*System of policing that serves as a grass root approach
to bring the people and the police together in
cooperative manners:
 Problem Oriented Policing
 Community Oriented Policing
 Cooperative Policing
 Team Policing
INTERPOL’s FOUR CORE FUNCTIONS
1. Secure Global Police Communications Services
INTERPOL developed the I-24/7 global police
communications system to exchange crucial data
quickly and securely is a cornerstone of effective
international law enforcement.
2. Operational Data Services and Databases for
Police
INTERPOL provides operational data
services and databases for police to fight international
crime, police need access to information which can
assist investigations or help prevent crime. INTERPOL
manages several databases, accessible to the
INTERPOL bureaus in all member countries through its
I-24/7.
3. Operational Police Support Services
a. 24-Hour Support
The Command and Co-ordination Centre
(CCC) operates round the clock in all of INTERPOL’s four
official languages (English, French, Spanish and Arabic)
and serves as the first point of contact for any member
country faced with a crisis situation.
b. Crisis Response and Major Events
In the event of a disaster or major crime,
INTERPOL Response Teams or Disaster Victim
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Identification teams composed of officers from the
General Secretariat and member countries can be
dispatched to the scene within hours of an event.
c. International Alert System
An important component of INTERPOL’s
operational police support is the notice system, of
which the Red Notice for wanted persons is the
most well-known. In addition to the six color-coded
notices (Red, Blue, Green, Yellow, Black and
Orange), is the INTERPOL-United Nations Special
Notice issued for groups or individuals who are the
targets of UN sanctions against Al Qaeda and the
Taliban.
d. Analyzing Crime Data
Criminal intelligence analysis is
recognized by the law enforcement community as a
valuable tool, helping to provide timely warning of
threats and operational police activities. INTERPOL
contributes to investigations by assisting officers
working at the General Secretariat and in member
countries with research and analysis on crime trends
and with training courses in criminal analysis
techniques.
Divisions of Criminal Intelligence Analysis
a. Operational Analysis = aims to achieve a specific
law enforcement outcome. Usually, it has immediate
benefit.
b. Strategic Analysis = provides early warning signals
of threats and to support decision making in setting
priorities to deal with criminal issues.
4. Police Training and Development
As one of the 4 INTERPOL core functions,
Police Training and Development continues to evolve as
a priority for INTERPOL and member countries.
ASEAN NATIONAL POLICE (ASEANAPOL)
1981 (Manila) = The first formal meeting of The
Chiefs of ASEAN Police
= Attended by 5 original member countries
(Indonesia, Malaysia, Philippines, Singapore and
Thailand)
FIVE OTHER MEMBERS
1. Brunei 4. Myanmar
2. Cambodia 5. Vietnam
3. Lao
IMPORTANT DATES
▪ 1983 (Jakarta) = Endorsement of the model
& design of ASEANAPOL logo
▪ 1984 (Kuala Lumpur) = Royal Brunei
Police became a member and joined the annual
conference
▪ 1996 (Kuala Lumpur) = Vietnam joined as
a new member
▪ 1998 (Brunei) = Laos joined ASEANAPOL
▪ 2000 (Myanmar) = Myanmar became the
10th country to joined as a new member
▪ 2005 (Bali) = The setting up of a working
group to consider the viability of establishing a
permanent ASEANAPOL Secretariat
= Silver Jubilee Commemoration of
ASEANAPOL
▪ 2008 (Brunei) = The Royal Malaysia Police
was chosen as a host of permanent ASEANAPOL
Secretariat
▪ 2009 (Vietnam) = Adoption of Terms of
Reference (TOR)
▪ 2010 = On 1st January 2010 commencement
of ASEANAPOL Secretariat in Kuala Lumpur, Malaysia
ORANIZATION
1. ASEANAPOL EXECUTIVE COMMITTEE =
comprises of deputy heads of delegation attending the
annual ASEANAPOL conference. It provides a summary
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reports of the activities of the Secretariat to the Head
of the Delegation
2. ASEANAPOL PERMANENT SECRETARIAT = is on
rotational basis with member countries taking turn to
host the ASEANAPOL conference and automatically
assume the role of the secretariat for the current year.
= headed by executive director and assisted
by 2 directors
Tenure of Services
a. Executive Director - 2 years
b. Directors - 3 years (one for Police Services and one
for Plans and Programs
*During the 29th ASEANAPOL Conference in
Hanoi, Vietnam in 2009, the Terms of Reference on the
establishment of ASEANAPOL Secretariat was finally
endorsed. Kuala Lumpur was made the
permanent seat.
*The ASEANAPOL Secretariat started its
operation fully on January 1, 2010.
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
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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 themselves 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 exists 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
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2. Fear of Victimization
3. Cost of protection against crime
4. Operation of the 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.
Define Human Rights
The term human rights are 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 an 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.
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▪ 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 a 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’s 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 includes the following:
1. Those Crimes Against the Fundamental Laws
of the State
2. Those Against Personal Liberty
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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.
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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
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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 DepEd 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 himself or others.
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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 involves regulatory offenses, an officer
accepts a free drink from a bar owner and allows the
bar to remain open after the legal closing hours. Peer
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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 represent 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 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.
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▪ 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 offender’s 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 have 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
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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 have 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
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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 depend on several important variables:
▪ What specific crime is involved?
▪ Is the crime still in progress? How many suspects are
involved? Are weapons involved? Is there 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 first 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
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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.
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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 non-
compliance, 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
subject’s 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.
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 training or discipline before these latent tendencies
THE REMEDIES TO THE POLICE PROBLEMS become assaults.
As they say, every problem has a solution.
After we have discussed the problems, below is a Other Remedies
discussion on the possible remedies to deal with these To improve efficiency and effectiveness in
police problems. They must be, however, taken into police work with a lessened amount of police problems,
holistic approaches in their implementation. the following are other remedies on police problems:
▪ Comprehensive campaign of the Moral
General Remedies Available Recovery Program in the police service
Consistent progress in public service is possible ▪ Comprehensive focus on educational
only when the internal strength of the organization measures with emphasis on the ethical standards and
exists. There must be high morale among the members code of conduct for law enforcers.
of the police service reflected in their esprit de corps ▪ Comprehensive check-up on existing
that springs from their genuine loyalty and noble faith statutes concerning the police organization
in the policies and objectives of the organization. ▪ Political will power remedies on erring
Recruitment standards, training requirements police officers
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.

Control Mechanisms in the Use of Force by Police

Officers
To improve the control of violent force,
many police specialists 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

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