This document provides an overview of concepts related to police administration and management. It discusses: 1. The key differences between management and administration, and how they both aim to achieve organizational goals and objectives. 2. Classical approaches to management including scientific management, bureaucratic management, and administrative management. It also discusses the human relations approach and behavioral science approach. 3. Contemporary approaches including systems theory, contingency theory, and quality management approaches like Theory Z. 4. Theories of motivation including Maslow's hierarchy of needs, ERG theory, and McClelland's acquired needs theory and their importance for police motivation. 5. An overview of police personnel management, or human resource management, and its importance for achieving

1. RKMFILES CENTER FOR
COMPREHENSIVE STUDIES
Room 309, 3rd Floor A-Building, Main AUF Campus, Angeles University Foundation
Email: rkmfiles@yahoo.com Website: www.rkmfiles.net CP: 09088849680
COMPILED BY:
LUCIA M. HIPOLITO -- ROMMEL K. MANWONG -- ALFIE P. SARMIENTO
REVIEW NOTES IN
LAW ENFORCEMENT ADMINISTRATION
POLICE ADMINISTRATION & MANAGEMENT
POLICE ORGANIZATION
POLICE OPERATIONAL PLANNING
POLICE COMMUNICATION SYSTEMS
POLICE INTELLIGENCE & SECRET SERVICE
INDUSTRIAL SECURITY MANAGEMENT
CONTEMPORARY POLICE PROBLEMS

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POLICE ADMINISTRATION & MANAGEMENT CONCEPTS
The setting below shows that management is related with administration in an organizational environment.
Management pertains to the utilization of available resources in an organization while administration refers to the
processes used. The organization with management and administration is directed towards the achievement of goals
and objectives. Goals are broad statements of general and long-term organizational purposes often used to define the
role of the police, for instance, to prevent crime, maintain order or help solve community problems. Objectives are
specific short term statements consistent with an organization’s goal.
Both goals and objectives are important because they help to identify the expectations of what the police are
doing and how productively (efficient and effective) they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work teams and their
members. Productivity means the summary of measures of the quantity and quality of police work performance
achieved, with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high productivity for
themselves, for individual contributors, for their work units, and for the organization as a whole. This involves a
commitment to the accomplishment of two different, but complimentary, police performance outcomes:
 Police Effectiveness, which measures whether or not important task goals are being attained
 Police Efficiency, which measures how well resources are being utilized.
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
Performance Effectiveness + Performance Efficiency = High Productivity

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 Leadership – creating enthusiasm and serving people’s needs
 Liaison – maintaining contacts with important people and groups
Informational Roles –exchange information with other people
 Monitor – seeking out relevant information
 Disseminator – sharing information with insiders
 Spokesperson – sharing information with outsiders
Decisional Roles – make decisions that affect other people
 Entrepreneur – seeking problems to solve and opportunities to explore
 Disturbance handler – helping to resolve conflicts
 Resource Allocator – allocating resources to various uses
 Negotiator – negotiating with other parties
THE FOUNDATIONS OF POLICE ORGANIZATION AND MANAGEMENT
CLASSICAL APPROACH
The three primary areas in the development of the classical approach are:
1. Scientific Management (Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing specific task. Based on his studies,
Taylor believed that if workers were taught the best procedures, with pay tied to output, they would produce the
maximum amount of work.
With respect to this philosophy, the role of management changed abruptly from the earlier use of the “rule of
the thumb” to a more scientific approach, including scientifically selecting, training, and developing workers, and
ensuring that all the work would be done in accordance with scientific principles, thus scientific management strongly
adhered to the formal organization structure and its rules.
2. Bureaucratic Management ((Max Weber, 1864-1920)
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

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3. Administrative Management - It emphasizes broad administrative principles applicable to higher levels with
in the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and General Management”, 14 principles of
efficient management was identified.
 Division of Work - work specialization can increase efficiency with the same amount of effort.
 Authority and Responsibility – authority includes the right to command and the power to require
obedience; one can not have authority without responsibility.
 Discipline – Discipline is necessary for an organization to function effectively, however, the state of the
disciplinary process depends upon the quality of its leaders.
 Unity of Command - employee should receive orders from one superior only.
 Unity of Direction – there should be one manager and one plan for a group of activities that have the
same objective.
 Subordination of individual interest to general interest – the interest of one employee or group of
employees should not take precedence over those of the organization as a whole.
 Remuneration of Personnel – compensation should be fair to both the employee and the employer.
 Centralization – the proper amount of centralization depends on the situation. The objective is to
pursue the optimum utilization of the capabilities of personnel
 Scalar Chain – the hierarchy of authority is the order of ranks from the highest to the lowest levels of
the organization. Besides this vertical communication should also be encourage as long as the
managers is in the chain are kept informed.
 Order – materials and human resources should be in the right place at the right time; individuals should
be in jobs or position that suits them.
 Equity – employees should be treated with kindness and justice
 Stability of personnel tenure - an employee needs time to adjust to a new job and reach a point of
satisfactory performance; high turnover should be avoided.
 Initiative – the ability to conceive and execute a plan (through initiative and freedom) should be
encouraged and developed throughout all levels of the organization.
 Espirit de Corps –“union” Unity is strength; Harmony and teamwork are essential to effective
organizations.
4. Gulick and Urwick (1920-1937) - Pioneers of “The Science of a Administration” (1937). In this book, they
have described the major functions of administration using the acronym POSDCRB.
1. Planning – working out in broad outline the things that need to be done and the methods for doing them
to accomplish the purpose set for the enterprise.
2. Organizing – establishment of the formal structure of authority through which work subdivisions are
arranged, defined, and coordinated for the define objective.
3. Staffing – personnel function of bringing in and out training the staff and maintaining the staff the
favorable conditions of work. Filling the organization with the right people and right position.
4. Directing – task of making decisions and embodying them in specific and general orders and
instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of interrelating the various parts of the work.
6. Reporting – is keeping those to whom the executive is responsible informed as to what is going on,
which thus includes keeping himself and his subordinates informed through records research and
inspection.
7. Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting, and control

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HUMAN RELATIONS APPROACH
Elton Mayo (the Hawthorne study)
The results of Hawthorne experiment contradicted the traditional views of management emphasized by the
classical theorists and led to the behavioral approach emphasizing concern for the workers. The study suggests that
when special attention is paid to employees by management, productivity is likely to increase regardless of changes in
working conditions. This phenomenon was labeled the “Hawthorne effect”.
BEHAVIORAL SCIENCE APPROACH
In order to be classified as behavioral science, a field must:
 Deal with human behavior
 Study its subject matter in a scientific manner
The behavioral science approach utilizes scientific method as the foundation for testing and developing
theories about human behavior in organizations that can be used to guide and develop managerial policies and
practices.
Contributors to this approach are:
1. Abraham Maslow (Maslow’s hierarchy of needs theory) - 1940’s – see discussion on Motivation Theories
2. D. McGregor (McGregor’s Theory X and Y)
Theory X assumes that people have little ambition, dislike work, and must be coerced in order to perform
satisfactorily. Theory Y assumes that people do not inherently dislike work and if properly rewarded, especially
satisfying esteem and self actualization needs, will perform well on the job.
Theory X Assumptions
 The average person inherently dislikes work and will try to avoid it
 Most people must be coerced, controlled, directed, and threatened with punishment to get them to
work towards organizational goals
 The average person prefers to be directed, wants to avoid responsibility, has relatively little ambition,
and seeks security above all.
Theory Y Assumptions
 Work, whether physical or mental, is as natural as play or rest, and most people do not inherently
dislike it
 External control and threat of punishment are not the only means of bringing about effort toward
organizational goals, people will exercise self-direction and self-control when they are committed
 Commitment to goals is a function of the rewards made available
 An average person learns, under proper conditions, not only to accept but to seek responsibility
 Ability to exercise a high degree of creativity in the solution of problems

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Theory X and Y: Importance to the Police Manager
Police managers who believe in theory X will set up strict controls and attempt to motivate workers strictly
through economic incentives. Employees are most likely to respond in an immature manner that reinforces the
manager’s assumption.
By contrast, police managers who believe in theory Y will treat employees in a mature way by minimizing
controls, encouraging creativity and innovation and attempt to make work more satisfying high order needs.
Extensive researches (like those of Likert, 1967) has concluded that managerial system should shift to
Theory Y assumptions to make better of human resources and enhance both the effectiveness and efficiency of
organizations. This approach help managers to develop a broader perspective on workers and the work environment,
especially regarding alternative ways of interacting with police officers and of recognizing the potential impact of higher
level needs in job performance.
CONTEMPORARY APPROACH
This is the movement towards quality management. Theorists have incorporated the influences of the
behavioral science and other earlier school of thoughts.
1. The System Theory - It simply means that all parts of a system are interrelated and interdependent to form
the whole. A system is composed of elements or subsystems that are related and dependent upon one
another. When these subsystems are in interaction with one another, they form a unitary whole.
2. The Contingency Theory – This approach recognizes that many internal and external environmental
variables affect organizational behavior. In this case, there is no best way for structuring and managing
diverse types of organizations. So the underlying theme of this theory is that it all depends on a particular
situation. The task of managers then is to determine in which situations and at what times certain methods or
techniques are the most effective. In this way, the approach is more pragmatic although it encompasses
relevant concepts of both classical and behavioral theories.
3. Theory Z and Quality Management - Important emerging perspectives include Theory Z and Quality
Management, focused on the Japanese management practices. The emergence of Total Quality
Management (TQM) practices – a customer oriented approach and emphasizes on both human resources
and quantitative methods in an attempt to strive towards continuous improvement.
POLICE MOTIVATION
Police organizations are replete with stories of organizational restructuring and re-engineering. As a common
trend in these stories are retrenchments or rightsizing (in police parlance are called attrition) as sometimes called. The
direct outcome is that employees are expected to ‘do more with less’ and the creation of an atmosphere of uncertainty,
insecurity, and fear of future retrenchment. For this, it is difficult to sustain high levels of employee commitment and
loyalty. Thus, the challenge is to rebuild high loyalty and commitment for high level of performance.
What are the Motivation theories?
1. Maslow’s Hierarchy of Needs theory

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Bernstein, et al (1991) offered that at any time, many motives might guide a person’s behavior. What
determines which ones will? Abraham Maslow has given a perspective that addresses this question. He suggested
basic classes of needs, or motives, influencing human behavior. These motives are organized in a hierarchy.
Abraham Maslow has suggested that human needs form a hierarchy from the most basic biological
requirements to the needs for self-actualization – the highest of all needs.
The pyramidal structures of human needs from the bottom to the top of the hierarchy, the levels of needs or
motive according to Maslow, are:
 Biological or Physiological Needs – these motives include the need for food, water, oxygen, activity, and
sleep.
 Safety Needs – these pertain to the motives of being cared for and being secured such as in income and
place to live.
 Love/Belongingness – Belongingness is integration into various kinds of social groups or social
organizations. Love needs means need for affection.
 Cognitive Needs – our motivation for learning and exploration
 Esteem Needs – our motivation for an honest, fundamental respect for a person as a useful and honorable
human being.
 Aesthetic Needs - our motivation for beauty and order
 Self- actualization – pertains to human total satisfaction, when people are motivated not so much by unmet
needs, as by the desire to become all they are capable of (self-realization).
According to the Maslow’s formulation, the level that commands the individuals’ attention and effort is
ordinarily the lowest one on which there is an unmet need. For example, unless needs for food and safety are
reasonably well-met behavior will be dominated by these needs and higher motives are of little significant. With their
gratification, however, the individual is free to devote time and effort to meet higher level. In other words, one level
must at least be partially satisfied before those at the next level become determiners of action.
2. Aldefer’s ERG Theory
Clayton Aldefer has developed the ERG theory which is a modification of the Maslow’s theory. ERG theory
categorizes needs into Existence, Relatedness and Growth needs.
According to Aldefer:
 Existence Needs – are desires for physiological and material well-being
 Relatedness Needs – are desires for satisfying interpersonal relationships
 Growth Needs – are desires for continued personal growth and development.
3. McClelland’s Acquired Needs Theory
David McClelland identified three types of acquired needs. These are:
 Need for Achievement – the desire to do something better or more efficiently, to solve problems, or to
master complex task.
 Need for Affiliation – the desire to establish and maintain friendly and warm relations with others
 Need for Power – the desire to control others, to influence their behavior, or to be responsible for
others.
McClelland’s view is that these three needs are acquired over time, as a result of life experiences. People
are motivated by these needs, each of which can be associated with individual work preferences.

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POLICE PERSONNEL MANAGEMENT
Police Personnel Management (Human Resources Management) may be defined as that area of
management concerned with human relations in the police organization. As an overview, Police Personnel
Management uses planning, organizing, directing and controlling of day-to-day activities involved in procuring,
developing and motivating them and in coordinating their activities to achieve the aims of the police.
Efficient management of human resources in any organization can spell the difference between its success
and failure to attain its objectives or goals.
The need for a more efficient management of human resources is very demanding today. The success of
every organization is for the organization to overcome the demands in human response brought about by several
factors.
Purpose of Police Personnel Administration
The prime objective of an effective police personnel administration is the establishment and maintenance for
the public service of a competent and well-trained police force, under such conditions of work that this force may be
completely loyal to the interests of the government of all times.
Objectives of Personnel Management
The management of human resources is delegated to the unit of organization, known as Human Resource
Department (HRD). This is to provide services and assistance needed by the organizations’ human resource in their
employment relationship with the organization. An important task of the Human Resource Department is winning
employee’s acceptance of organization’s objectives.
The objectives are:
1. To assist top and line management achieves the organization’s objective of fostering harmonious relationship
with its human resource.
2. To acquire capable people and provide them with opportunities for advancement in self-development.
3. To assist top management in formulating policies and programs that will serve the requirements of the police
organization and administer the same fairly to all members.
4. To provide technical services and assistance to the operating management in relation to their personnel
functions in promoting satisfactory work environment.
5. To assist management in training and developing the human resources of the organization if it does not have
a separate training department to perform its functions.
6. To see that all police members are treated equally and in the application of policies, rules and regulations
and in rendering services to them.
7. To help effect organization development and institution building effort.
Operative Functions of Police Personnel
The primary function of Personnel Department is commonly Personnel Operative Functions. These are the
following:

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1. Police Personnel Planning – is a study of the labor supply of jobs, which are composed with the demands
for employees in an organization to determine future personnel requirements, which either increase or
decrease. If there is an expected shortage of personnel the organization may decide to train and develop
present employees and/or recruit from outside sources.
2. Police Recruitment - is the process of encouraging police applicant from outside an organization to seek
employment in an organization. The process of recruitment consists of developing a recruitment plan,
recruitment strategy formulation job applicants search, screening of qualified applicants, and maintaining a
waiting list of qualified applicants.
3. Police Selections (screening) - is the process of determining the most qualified police applicant for a given
position in the police organization.
4. Police Placement- is the process of making police officers adjusted and knowledgeable in a new job and or
working environment.
5. Police Training and Development – refers to any method used to improve the attitude, knowledge, and skill
or behavior pattern of an employee for adequate performance of a given job. It is a day-to-day, year round
task. All police officers on a new position undergo a learning process given a formal training or not. Learning
is made easier for officers when the organization provides formal training and development. It reduces
unnecessary waste of time, materials, man-hours and equipment.
6. Police Appraisal or Performance Rating - performance rating is the evaluation of the traits, behavior and
effectiveness of a police officer on the job as determined by work standards. It is judgmental if it is made a
tool in decision-making for promotion, transfer, pay increase, termination or disciplinary actions against police
officers. It is developmental in purpose when the evaluation is used to facilitate officer’s improvement in
performance or used to improve recruitment, selection, training and development of personnel.
7. Police Compensation - Financial compensation in the form of wages of salaries constitutes the largest
single expenditure for most organizations. In Metropolitan Manila and other urban centers, wages of salaries
represent the sole source to meet the basic needs of food, clothing and shelter. It also provides the means
to attain that standard of living and economic security that vary in degrees upon a person’s expectations.
POLICE PERSONNEL PROGRAMS AND POLICIES
Nature of Personnel Programs
Personnel Programs refers to the activities programmed to implement the organization philosophy or creed
and the personnel philosophy of central managers in relation to people so as to accomplish organizational objectives. It
serves as a fundamental guide for personnel practices and personnel policies used in an organization for maintaining
harmony between management and employees. A good personnel program covers all the operative functions of
personnel.
Factor to Considered in Personnel Program
The following factors should be taken into consideration in the preparation of a personnel program.
 objectives of the organization
 organizational philosophy of central management in relation to personnel,
 financial conditions and physical facilities of the organization
 cultural background and tradition of the people
 community and employees
 governmental factors.
Police Personnel Policies
1. Acquiring competent personnel - includes human resources planning, job description and job
specification, police recruitment, selection, placement, transfer, layoffs, and separation.

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2. Holding and retaining competent police personnel - gives depth and meaning to good management
philosophy, and involves the granting of fair wages, reasonable working hours, and other employee benefits
and services. These activities include the determination of an equitable wage and maintenance of an
incentive system. This area also concerned with securing greater officer participation in activities and with
strengthening officer morals and effectiveness. All these help make the organization a “good place to work
in.”
3. Developing and motivating personnel - deals with the education of the police officers, the appraisal of
work performance, their promotion, and the suggestion system, which enables them to develop so they can
rise to the police organization’s desired standards of performance.
4. Labor and human relations - involves the development of harmonious relations between management on
one hand and individual police officer the on the other hand. It also concerns the observance and application
of laws and court decisions affecting human relations, and relationships with other government law
enforcement agencies.
5. Efficient administration of the program with adequate budget – this is to achieve a favorable climate for
police officers. Good human relations should be the attitude in the applications, implementation and
interpretation of the organization’s policies, rules and regulations. The important tools in this area are records
and reports, personnel research and statistics, and evaluation of the effects of current policies, activities, and
programs.
POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Policies are tools of police management, which give life and direction to the police program of activities and
set limits within which action is to be pursued by the personnel concerned. Policies define the authority and the
responsibility of subordinates. They help the personnel understand their mutual relationships. They are ahead to guide
the men on the operational level, authority, and responsibility and to enable them to arrive at sound decisions.
POLICY refers to a general plan of action that serves as a guide in the operation of the organization. It
makes up the basic framework of management decisions that set the course what the organization should follow. It
defines the authority and responsibility of supervisors in their job of directing group efforts and implementing personnel
programs.
Policies form a code of procedure in that they broadly indicate the best method of conducting any portion of
the work at hand. They assist police officers in problem solving and decision-making. While policies must be
consistent, they must be flexible enough to permit adjustments when the need for change arises.
Types of Police Policies
According to origin, policies are classified as:
1. Originated Policy - This type of policy comes from top management level and is intended to set up
guidelines in the operation of the police organization.
2. Appealed Policy - This type of policy is born when problems arise at the lower levels of the organization and
the man in charge does not know how to meet the problem. He then appeals to his superiors for guidelines
and for guidance.
3. Imposed Policy - This type of policy comes from the government in the forms of laws, administrative orders,
and rules and procedures or contract specifications.
According to their subject matter, policies may be classified into:
1. General Statement of Principles - policies stated in broad terms, such as statement of objectives,
philosophy and creed. Others stress in general terms management traits, such as fairness in dealing with
officers, understanding and humane treatment of the work force.

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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 - Meeting or conferences are often held to inform officers about new policies,
their objectives and implementation. One advantage of this type of policy dissemination is that it gives the officers the
opportunity to ask questions and request clarification on vague and doubtful points. It is effective to smaller
departments, as they accommodate small groups and allow the scheduling of meeting at very convenient hours.
Police Publications - Communication has gained such importance to and attention by management in
recent years. To meet the needs of communicating with officers, police organizations have been spending amount of
money on publications, internal or external.
POLICE JOB DESCRIPTION
After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job description and
job specifications.
Job description may be defined as an abstract of information derived from the job analysis report, describing
the duties performed, the skills, the training, and experience required the responsibilities involved, the condition under
which the job is done, and relation of the job to the other job in the organization.
POLICE RECRUITMENT, SELECTION, AND PLACEMENT
On Police Recruitment
The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that of
attracting well-qualified applicants. The best selection devices available are of little value if the recruiting effort has

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failed to attract candidates of high caliber. Widespread publicity directed at the particular element of the population
which it is hoped will be attracted to the examination is the best method of seeking outstanding applicants.
Recruitment in the police service is dependent on the availability of national or regional quota of the PNP,
which is determined by the NAPOLCOM.
Standard Policy on Selection and Appointment
There shall be a standard policy for the selection of policy personnel throughout the Philippines in order to
strengthen the police service and lay the groundwork for police professionalization.
The general qualification for initial appointment to the police service shall be based on the provisions of
Republic Act No. 8551, which states:
No person shall be appointed as uniformed member of the PNP unless he or she possesses the following
minimum qualifications:
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric or psychological, drug and physical tests to be administered by the PNP or
by any government hospital accredited by the Commission for the purpose of determining physical and
mental health;
4. Must possess a formal baccalaureate degree from a recognized institution of learning;
5. Must be eligible in accordance with the standards set by the Commission;
6. Must not have been dishonorably discharged from military employment or dismissed for cause from any
civilian position in the Government;
7. Must not have been convicted by final judgment of an offense or crime involving moral turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62m) in height for male and one meter and fifty-
seven centimeters (1.57m) for female;
9. Must weigh not more or less than five kilograms (5kgs) from the standard weight corresponding to his or her
height, age, and sex; and
10. For a new applicant, must not be less than twenty-one (21) not more than thirty (30) years of age. Except for
the last qualification, the above-enumerated qualifications shall be continuing in character and an absence of
any of them at any given time shall be a ground for separation or retirement from the service: Provided, that
PNP members who are already in the service upon the effectivity of these Implementing Rules and
Regulations shall be given five (5) years to obtain the minimum educational qualification and one (1) year to
satisfy the weight requirement.
For the purpose of determining compliance with the requirements on physical and mental health, as well as
the non-use of prohibited or regulated drugs, the PNP by itself or through a government hospital accredited by the
Commission shall conduct regular psychiatric, psychological, drug and physical tests randomly and without notice.
After the lapse of the reglamentary period for the satisfaction of a specific requirement, current members of
the PNP who shall fail to satisfy any of the requirements enumerated under this Section shall be separated from the
service if they are below fifty (50) years of age and have served in Government for less than twenty (20) years or
retired if they are from the age of fifty (50) and above and have served the Government for at least twenty (20) years
without prejudice in either case to the payment of benefits they may be entitled to under existing laws. (Section 14, RA
8551 – IRR)
On Selection Procedures

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The purpose of the selection process is to secure these candidates who have the highest potential for
developing into good policemen. The process involves two basic functions. The first function is to measure each
candidate’s qualifications against whose ideal qualification that are established chiefly through job analysis. The
second function, because of the comparative nature of the merit system, is to rank the candidates relatively on the
basis of their qualifications.
The Screening Procedures
Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the applicant
qualifies with respect to the requirements of citizenship, education and age, he shall be required to present the
following:
 Letter of application if none has been submitted
 An information sheet
 A copy of his picture (passport size)
 Birth Certificate
 Transcript of scholastic records and/ or diploma
 Fingerprint card, properly accomplished.
 Clearance papers from the local police department PNP provincial headquarters, city or municipal court
and city or provincial prosecutor’s office and his hometown police department, NBI, and others that may
be required.
Physical and Medical Examination - in order to determine whether or not the applicant is in good health,
free from any contagious diseases and physically fit for police service, he shall undergo a thorough physical and
medical examination to be conducted by the police health officer after he qualifies in the preliminary interview.
Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical agility test
designed to determine whether or not he possess the required coordination strength, and speed of movement
necessary for police service. The applicant shall pass the tests like Pull-ups-6 Push-ups-27, Two minutes sit-ups-45,
Squat jumps-32, and Squat thrusts-20
The Police Screening Committee may prescribe additional requirements if facilities are available.
Medical Standards for Police Candidates
1. General Appearance – the applicant must be free from any marked deformity, from all parasite or
systematic skin disease, and from evidence of intemperance in the use of stimulants or drugs. The body
must be well proportioned, of good muscular development, and show careful attention to personal
cleanliness: Obesity, muscular weakness or poor physique must be rejected. Girth of abdomen should not be
more than the measurement of chest at rest.
2. Nose, Mouth and Teeth – Obstruction to free breathing, chronic cataract, or very offensive breath must be
rejected. The mouth must be free from deformities in conditions that interfere with distinct speech or that pre-
dispose to disease of the car, nose or throat. There shall be no disease or hypertrophy of tonsil or thyroid
enlargement. Teeth must be clean, well cared for and free from multiple cavities. Missing teeth may be
supplied by crown or bridge work, where site of teeth makes this impossible, rubber denture will be accepted.
At least twenty natural teeth must be present.
3. Genitals – must be free from deformities and from varicole, hyrocole, and enlargement of the testicles,
stricture of urine, and retained testicles. Any acute and all venereal diseases of these organs must be
rejected.

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4. Varicose Veins - a marked tendency to their formation must be rejected.
5. Arms, Legs, Hands and Feet – must be free from infection of the joints, sprains, stiffness or other
conditions, such as flat foot, long nails or hammer toes which would prevent the proper and easy
performance of duty. First (index) second (middle), and third (ring) fingers and thumb must be present in their
entirely. The toe must be the same.
6. Eyes – the applicant must be free from color blindness, and be able to read with each eye separately from
standard test type at a distance of twenty feet. Loss of either eye, chronic inflammation of the lids, or
permanent abnormalities of either eye must be rejected, 20/20 or 20/30 in one eye, with binocular vision of
20/30.
7. Respiration – must be full, easy, regular, the respiratory murmur must be clear and distinct over the lungs
and no disease of the respiratory organ is present.
8. Circulation – The action of the heart must be uniform, free and steady, it’s rhythm and the heart from organ
changes. Blood Pressure – systolic maximum 135; diastolic 90; pulse pressure 15 to 50. Brain and nervous
system must be free from defects.
9. Kidneys – must be healthy and urine normal.
Character and Background Investigation - the Screening Committee shall cause a confidential
investigation of the character and from among various sources.
Psychological and/or Neuro-Psychiatric Test - in order to exclude applicants who are emotionally or
temperamentally unstable, psychotic, or suffering from any mental disorder, the applicant shall take a psychological
and/or neuro-psychiatric test to be administered by the NBI, the PNP, or other duly recognized institution offering such
test after he has qualified and met all the requirements above.
The Oral Interview - the Screening Committee shall interview the qualified applicants for suitability for police
work. The interview shall aid in determining appearance, likeableness, and affability, attitude toward work, outside
interest, forcefulness, conversational ability, and disagreeable mannerism.
POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police service and who passes the
tests required in the screening procedures shall be recommended for initial appointment and shall be classified as
follows:
1. Temporary – if the applicant passes through the waiver program as provided in under R.A 8551.
2. Probationary – if the applicant passes through the regular screening procedures.
3. Permanent – if the applicant able to finish the required field training program for permanency.
Appointment in the PNP shall be affected in the following manner:
A. PO1 to SPO4 – appointed by the PNP Regional Director for regional personnel or by the Chief of the PNP
for National Head Quarter’s personnel and attested by the Civil Service Commission (CSC)
B. Inspector to Superintendent – appointed by the Chief PNP as recommended by their immediate superiors
and attested by the Civil Service Commission (CSC).
C. Sr. Supt to Dep. Dir. Gen. – Appointed by the President upon the recommendation of the Chief PNP with
the endorsement of the Civil Service Commission (CSC) and with confirmation by the Commission on
Appointment (CA).
D. Director General – appointed by the President from among the most senior officers down to the rank of
Chief Superintendent in the service subject to the confirmation of the Commission on Appointment (CA).

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Provided, that the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in
times of war or other national emergency declared by congress, the President may extend such tour of duty.
Waiver for Appointment - Waivers for initial appointment to the police service shall be governed by Section
15 of Republic Act 8551, IRR.
Appointment by Lateral Entry -In general, all original appointments of Commissioned Officers (CO) in the
PNP shall commenced with the rank of inspector to include those with highly technical qualifications applying for the
PNP technical services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of
Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their particular
technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of Inspector. Licensed
Criminologist may be appointed to the rank of Inspector to fill up any vacancy.
POLICE TRAINING
The Need for Police Training
Organized training is the means by which officers are provided with the knowledge and the skills required in
the performance of their multiple, complex duties. In order that the recruit officer may commence his career with a
sound foundation of police knowledge and techniques, it is most important that the entrance level training he soundly
conceived, carefully organized and well-presented.
Training and the Changes in Police Works
During the past decades tremendous changes in police work have occurred. Advances in technology of
communications and equipment, public relations and employee relations as well as total evolution in the whole social
structure have made a law enforcement work more complex and difficult to pursue. The ordinary officer must be briefed
and oriented on new changes and developments that affect his job and the recruit must be given a new solid
foundation contemporary with the needs of the time. Policemen do not stay trained. If they do not forget what they have
learned, it is continually made absolute by improved technology and social changes, and requires frequent renewal to
keep it current and useful.
Standards for Police Training
All training programs operated by law enforcement agencies should limit their enrolment to law enforcement
officers. Training courses should be set-up, prescribed units of instruction, and arranged a time schedule. Practical
recruit training subsequent to employment should be provided.
Pre-and-post employment university training.
Responsibility of Training
The training of police officers shall be the responsibility of the PNP in coordination with the Philippine Public
Safety College (PPSC) which shall be the premier educational institution for the training of human resources in the field
of law enforcement (PNP, BFP, BJMP), subject to the supervision of the NAPOLCOM.
Types of Police Training Programs
The following are the training programs in the police service:
 Basic Recruit Training
 Field Training
 In-Service Training programs
 Department In-service training programs
 National and International Conventions on Policing

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The Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of
appointment.
The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the PPSC
and the NAPOLCOM subject to modifications to suit local conditions. This course is conducted within not less than six
(6) months. A training week shall normally consist of 40 hours of scheduled instructions.
Full time attendance in the Basic Recruit Training – Attendance to this type of training is full time basis.
However, in cases of emergency, recruits maybe required to render service upon certification of the Regional Director
or the City or Municipal Chief of Police the necessity of such service.
Completion and Certification of Training – After the Basic Recruit Training, the Regional Director shall
certify that the police recruits have completed the training and has satisfied all the requirements for police service.
The PNP Field Training – is the process by which an individual police officer who is recruited into the
service receives formal instruction on the job for special and defined purposes and performs actual job functions with
periodic appraisal on his performance and progress.
Under R.A 8551, all uniformed members of the PNP shall undergo a field training program involving actual
experience and assignment in patrol, traffic and investigation as a requirement for permanency of their appointment.
The program shall be for twelve (12) months inclusive of the Basic Recruit Training Course for non-officers and the
Officer Orientation Course or Officer Basic Course for officers. (Section 20, RA 8551 – IRR)
The In-Service Training Programs
 Junior Leadership Training – for PO1 to PO3
 Senior Leadership Training – for SPO1 to SPO4
 Police Basic Course (PBC) – preparatory for OBC – for senior police officers
 Officers Basic Course (OBC) – for Inspectors to Chief Inspectors
 Officers Advance Course (OAC) – for Chief Inspectors to Sn Superintendent
 Officer Senior Education Course (OSEC) – Superintendent and above
 Directorial Staff Course (DSC) – for directors and above.
POLICE APPRAISAL
Appraisal refers to the process of measuring the performance of people in achieving goals and objectives. It
is also known as “performance evaluation system”.
Purposes of Police Appraisal
1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions.
2. It increases productivity and efficiency of police works.
3. It assimilate supervision
4. It informs the officer of the quality of his work for improvements
Uses of Police Appraisal
Police appraisal can be useful for personal decision-making in the following areas:
1. Eligibility to be hired
2. Salary adjustments
3. Determining potential for promotion
4. Evaluation of probationary officers
5. Identification of training needs
6. Isolating supervisory weaknesses

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7. Validating selection techniques
8. Reduction in ranks (demotion)
9. Dismissal from service and other disciplinary actions.
PNP Appraisal System
The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall issue
the necessary rules and regulation for the orderly administration of the appraisal process. Such performance
evaluation shall be administered in a manner as to foster the improvement of every individual police efficiency and
behavioral discipline as well as the promotion of the organization’s effectiveness.
The rating system shall be based on the standards set by the NAPOLCOM and shall consider results of
annual physical, psychological and neuro-psychiatric examinations.
POLICE PROMOTION
Promotion is a system of increasing the rank of a member of the police service. It has the following
objectives:
1. To invest a member of the police force with the degree of authority necessary for the effective execution of
police duties.
2. To place the police officer in a position of increased responsibility where he can make full use of his
capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all members of the police force, which
will gradually improve efficiency in police works.
Under the law, the NAPOLCOM shall establish a system of promotion for uniformed and non-uniformed
members of the PNP, which shall be based on:
1. Merit – includes length of service in the present rank, and qualification.
2. Seniority
3. Availability of vacant position.
The promotion shall be gender fair which means women in the PNP shall enjoy equal opportunity for
promotion as that of men.
Preferences for Promotion
1. Appropriate Eligibility - Whenever two or more persons who are next in rank, preference shall be given to the
person who is the most competent and qualified and who has the appropriate eligibility.
2. Competency and Vacancy - When competency, qualification, and eligibility are equal, preference shall be
given to the qualified member in the organizational unit where the vacancy occurs.
3. Seniority - When all the foregoing conditions have been taken into account, and still the members in the next
rank have the same merit and qualification, preference shall be given to the most senior officer.
Factors in Selection for Promotion
1. Efficiency of Performance – as an aid to fair appraisal of the candidates’ proficiency, the performance-
rating period shall be considered. Provided, that in no instance shall a candidate be considered for promotion
unless he had obtained a rating of at least “satisfactory”.
2. Education and Training – educational background which includes completion of in-service training courses,
academic studies, training grants and the like.
3. Experience and Outstanding Accomplishment – this includes occupational history, work experience and
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4. Physical Character and Personality – the factors of physical fitness and capacity as well as attitude and
personality traits in so far as they bear on the nature of the rank and/or position to be filled. This means that
the candidate should have no derogatory records which might affect integrity, morality and conduct.
5. Leadership Potential – the capacity and ability to perform the duties required in the new or higher position
and good qualities for leadership.
Kinds of Police Promotion
1. Regular Promotion - Regular promotion shall be based on the following requirements:
a. He or she has successfully passed the corresponding promotional examination given by the
NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical services and other professions;
c. Satisfactory completion of the appropriate accredited course in the PPSC or equivalent training
institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
e. Cleared by the People’s Law Enforcement Board (PLEB) and the Office of the Ombudsman for any
complaints against him/her.
2. Promotion by Virtue of Exhibited Acts (Special Promotion)
Any uniformed member of the PNP who has exhibited acts of conspicuous courage and gallantry at the risk
of his or her life above and beyond the call of duty, shall be promoted to the next higher rank. Provided, that such act
shall be validated by the NAPOLCOM based on established criteria.
3. Promotion by Virtue of Position
Any PNP member designated to any key position whose rank is lower than that which is required for such
position shall, after six (6) months of occupying the same, be entitled to a promotion, subject to the availability of
vacant positions. Provided, that the member shall not be reassigned to a position calling for a higher rank until after
two (2) years from the date of such promotion. Provided, further, that any member designated to the position who
does not possess the established minimum qualifications thereof shall occupy the same for not more than six (6)
months without extension. (Section 34, RA 8551 – IRR)
POLICE ASSIGNMENT
Police assignment is the process of designating a police officer at a particular function, duty or responsibility.
Purpose of Police Assignment
The purpose of police assignment is to ensure systematic and effective utilization of all the members of the
force.
Power to make designation or assignment
The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or Municipal Chief
of Police (COP) can make designation or assignment of the police force with in their respective levels. They shall have
the power to make designations or assignments as to who among the police officers shall head and constitute various
offices and units of the police organization. The assignment of the members of the local police agency shall be in
conformity with the career development program especially during the probationary period. Thereafter, shall be guided
by the principle of placing the right man in the right job after proper classification has been made.
Criteria in Police Assignment

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1. Those possessing the general qualifications for police duties without technical skills may be assigned to
positions where any personnel can acquire proficiency within considerably short period of time.
2. Those possessing skills acquired by previous related experiences should be assigned to the corresponding
positions.
3. Those possessing highly technical skills with adequate experience and duly supported by authoritative basis
shall be given preferential assignment to the corresponding positions, which call for highly technical trained
police officers. (Misassignment of personnel falling under this criteria constitute a serious neglect of duty of
the C/PNP, RD, or the COP, in the exercise of his administrative function)
4. Those selected to undergo further studies in specialized courses shall be chosen solely on the basis of
ability, professional preparation and aptitude.
5. Qualifications of the police officers shall be examined annually to ascertain newly acquired skills, specialties,
and proficiencies.
6. Those with physical limitation incurred while in the performance of duties should be assigned where they can
be best used in accordance with the requirements of the force.
7. Assignments and reassignments of the police officers from one unit to another shall be the prerogative of the
authority.
8. To give well rounded training and experience to police recruits, tour of duties in various assignments during
the probationary period shall be in accordance with Republic Act 8551.
POLICE SALARIES, BENEFITS, AND PRIVILEGES
On Salary
The uniformed members of the PNP are considered employees of the National Government and draw their
salaries therefrom. They have the same salary grade that of a public school teacher. Police Officers assigned in
Metropolitan Manila, chartered cities, and first class municipalities may be paid with financial incentives by the local
government unit concerned subject to the availability of funds.
On Benefits and Privileges
1. Incentives and Awards
The NAPOLCOM shall promulgate standards on incentives and award system in the PNP administered by
the Board of Incentives and Awards. Awards may be in the forms of decorations, service medals and citation badges or
in monetary considerations. The following are examples of authorized Decorations/medals/citation:
 Police Medal of Valor
 Police Medal of Merit
 Wounded Police Medal
 Police Efficiency Medal
 Police Service Medal
 Police Unit Citation Badge
Posthumous Award – in case a police officer dies.
2. Health and Welfare
The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for police
personnel. All heads of the PNP in their respective levels are responsible to initiate proper steps to create a good
atmosphere to a superior-subordinate relationship and improvement of personnel morale through appropriate welfare
programs.

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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 addition to other benefits as provided under existing laws.
Should such member who has been retired under permanent total disability under this Section die within five
(5) years from his retirement, his surviving legal spouse or, if there be none, the surviving dependent legitimate
children shall be entitled to the pension for the remainder of the five (5) year guaranteed period. (Section 37, RA 8551
– IRR)
6. Early Retirement Benefit
A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the service
shall be paid separation benefits corresponding to a position two ranks higher than his present rank provided that the
officer or non-officer has accumulated at least 20 years of service.
POLICE INSPECTION
The purpose of police inspection is to ascertain the standard policies and procedures, review and analyze
the performance, activities and facilities affecting operations and to look into the morale, needs and general efficiency
of the police organization in maintaining law and order.
Types of Police Inspection
1. Authoritative Inspection – those conducted by the head of subordinate units in a regular basis.
2. Staff Inspection – those conducted by the staff for and in behalf of the Chief PNP or superior officers in
command of various units or departments.
Nature of Police Inspection
1. Internal Affairs – inspection on internal affairs embraces administration, training, operation, intelligence,
investigation, morale and discipline as well as the financial condition of the police organization.

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2. External Affairs – it embraces the community relationship of the organization, the crime and vice situation of
the locality, and the prevailing public opinion concerning the integrity and reputation of the personnel.
Authority to Inspect
In the PNP, the following are the authority to conduct inspection:
1. NAPOLCOM or its representative
2. PNP Chief or his designated representative
3. PNP Director for Personnel or his representative
4. PNP Regional Director or his representative
5. City/Municipal Chief of Police or his representative
6. Internal Affairs Service (IAS under RA 8551)
The inspecting officer/s shall examine, audit, inspect police agencies in accordance with existing standards
and with the following objectives:
1. To take note or discover defects and irregularities
2. To effect corrections on minor defects being discovered
3. To bring to the attention of and recommend to the concerned officers for appropriate actions on defects
noted.
Where the irregularity noted during inspection is serious as to warrant administrative charges against a police
officer, the inspecting officer shall immediately file the necessary charge or charges before the appropriate disciplinary
action offices.
POLICE DISCIPLINARY MECHANISM
Aside from higher police management levels that can impose disciplinary actions against subordinates, the
following also serves as disciplinary mechanisms in the police service:
Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City and Municipal Mayors
shall have the power to impose, after due notice and summary hearings, disciplinary penalties for minor offenses
committed by members of the PNP assigned to their respective jurisdictions as provided in Section 41 of Republic Act
No. 6975, as amended by Section 52 of Republic Act No. 8551.
PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any citizen's complaint
against PNP members. As such, every citizen's complaint, regardless of the imposable penalty for the offense alleged,
shall be filed with the PLEB of the city or municipality where the offense was allegedly committed. Upon receipt and
docketing of the complaint, the PLEB shall immediately determine whether the offense alleged therein is grave, less
grave or minor.
Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume jurisdiction to
hear and decide the complaint by serving summons upon the respondent within three (3) days from receipt of the
complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to the Mayor or Chief of
Police, as the case may be, of the city or municipality where the PNP member is assigned within three (3) days upon
the filing thereof.
If the city or municipality where the offense was committed has no PLEB, the citizen's complaint shall be filed
with the regional or provincial office of the Commission (NAPOLCOM) nearest the residence of the complainant.

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Administrative Offenses that may be imposed against a PNP Member
The following are the offense for which a member of the PNP may be charged administratively:
1. Neglect of duty or nonfeasance – it is the omission or refusal, without sufficient excuse, to perform an act
or duty, which it was the peace officer’s legal obligation to perform; it implies a duty as well as its breach and
the fast can never be found in the absence of a duty.
2. Irregularities in the performance of duty – it is the improper performance of some act which might lawfully
be done.
3. Misconduct or Malfeasance – it is the doing, either through ignorance, inattention or malice, of that which
the officer had no legal right to do at all, as where he acts without any authority whatsoever, or exceeds,
ignores or abuses his powers.
4. Incompetency – it is the manifest lack of adequate ability and fitness for the satisfactory performance of
police duties. This has reference to any physical, moral or intellectual quality the lack of which substantially
incapacitates one to perform the duties of a peace officer.
5. Oppression – it imports an act of cruelty, severity, unlawful exaction, domination, or excessive use of
authority. The exercise of the unlawful powers or other means, in depriving an individual of his liberty or
property against his will, is generally an act of oppression.
6. Dishonesty – it is the concealment or distortion of truth in a matter of fact relevant to one’s office, or
connected with the performance of his duties.
7. Disloyalty to the Government – it consist of abandonment or renunciation of one’s loyalty to the
Government of the Philippines, or advocating the overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any crime or offense penalized under the Revised
Penal Code or any special law or ordinance.

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THE POLICE ORGANIZATION
ORGANIZATION defined
It is a form of human association for the attainment of a goal or objective. It is the process of identifying and
grouping the work to be performed, defining and delegating responsibility and authority establishing relationships for
the purpose of enabling people work effectively.
POLICE ORGANIZATION defined
Police organization is a group of trained personnel in the field of public safety administration engaged in the
achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property,
enforcement of the laws and the prevention of crimes.
The organization of the police force commonly requires the following organizational units:
Functional Units
1. Bureau – the largest organic functional unit within a large department. It comprises of numbers of divisions.
2. Division – a primary subdivision of a bureau.
3. Section – functional unit within a division that is necessary for specialization.
4. Unit – functional group within a section; or the smallest functional group with in an organization.
Territorial Units
1. Post – a fixed point or location to which an officer is assigned for duty, such as a designated desk or office or
an intersection or cross walk from traffic duty. It is a spot location for general guard duty.
2. Route – a length of streets designated for patrol purposes. It is also called LINE BEAT.
3. Beat – An area assigned for patrol purposes, whether foot or motorized.
4. Sector – An area containing two or more beats, routes, or posts.
5. District – a geographical subdivision of a city for patrol purposes, usually with its own station.
6. Area – a section or territorial division of a large city each comprised of designated districts.
Key Terminologies
1. Sworn Officers – all personnel of the police department who have oath and who posses the power to arrest.

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2. Superior Officer - one having supervisory responsibilities, either temporarily or permanently, over officers of
lower rank.
3. Commanding Officer - an officer who is in command of the department, a bureau, a division, an area, or a
district.
4. Ranking Officer - the officer who has the more senior rank/higher rank in a team or group.
5. Length of Service - the period of time that has elapsed since the oath of office was administered. Previous
active services may be included or added.
6. On Duty - the period when an officer is actively engaged in the performance of his duty.
7. Off Duty - the nature of which the police officer is free from specific routine duty.
8. Special Duty - the police service, its nature, which requires that the officer be excused from the performance
of his active regular duty.
9. Leave of Absence - period, which an officer is excused from active duty by any valid/acceptable reason,
approved by higher authority.
10. Sick Leave - period which an officer is excused from active duty by reason of illness or injury.
11. Suspension - a consequence of an act which temporarily deprives an officer from the privilege of performing
his duties as result of violating directives or other department regulations.
12. Department Rules - rules established by department directors/supervisors to control the conduct of the
members of the police force.
13. Duty Manual - describes the procedures and defines the duties of officers assigned to specified post or
position.
14. Order - an instruction given by a ranking officer to a subordinate, either a. General Order, b. Special, or c.
Personal
15. Report - usually a written communication unless otherwise specifies to be verbal reports; verbal reports
should be confirmed by written communication.
Types of Police Organizational Structures
Line Organization
The straight line organization, often called the individual, military or departmental type of organization, is the
simplest and perhaps the oldest type; but it is seldom encountered in its channels of authority and responsibility
extends in a direct line from top to bottom within the structures, authority is definite and absolute.
While the line type of organization has many advantages, it also has some inherent weaknesses which, for
many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. It involves a
division of the work into units of eighth person with a person in charge who has complete control and who can be hold
directly responsible or accountable for results, or lack of them.
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

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is to “think and provide expertise” for the line units. The line supervisor must remember that he obtains advice from the
staff specialists.
In normal operations, the staff supervisor has line commands but with recognized limitations such as
coordination between line and staff personnel can be achieved without undue friction. Failure to recognize these line
and staff relationship is the greatest and most frequent source of friction and a barrier to effective coordination. The
advantage of this kind would be - it combines staff specialist or units with line organization so that service of knowledge
can be provided line personnel by specialist.
Classification of Line, Staff, and Auxiliary Function
Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of line,
staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining each of the
functions.
Line Functions: Line functions are the “backbone” of the police department; they include such operations as
patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations.
Line functions are carried out but “line members,” including the patrol officer, the detective, the sergeant, the lieutenant,
the captain, and the chief of police. Line members are responsible for:
 Carrying out the majors purposes of the police department.
 Delivering the services provided by the department.
 Dealing directly with the department’s clientele.
 Making final decisions with respect to the activities they perform.
Staff Functions: Staff functions are those operations designed to support the line functions, Staff members
are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational
services. Staff members are often civilians with specialized training who serve within the department but do not deal
with daily operation son the street. Their main function is to study police policies and practices and to offer proposals to
the chief executive of the department. Staff personnel tend to be:
 Highly specialized.
 Involved in an advisory capacity
 Detached from the public
 Not directly responsible for the decisions made by department executive.
Auxiliary Functions: Auxiliary functions involve the logistical operations of the department. These include
training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations.
ELEMENTS OF ORGANIZATON
Specialization
The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples of
specialization within a bureaucratic organization.
Specialization of an individual level is also important in all organizations, since it must be expected that some
members will know more, perform better and contribute more in one area of activity than in others, Disparities in job
ability among persons may be the result of physical attributes, mental aptitude, skills, interests education, training,
motivation, or adaptation, among other factors.
Specialization Defined: Specialization is the assignment of particular workers to particular tasks. Thus, it
can be thought of in terms of either jobs or people.

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Specialization of people (specialists) is the designation of particular persons as having expertise in a specific
area of work. Here, specialization signifies the adaptation of an individual to the requirements go some technical tasks
through training, conditioning or extensive on-the-job experience.
Example: Areas of police specialization include undercover works, c rime scene operations, legal advising, computer
work, planning, community relations, drug reaction, gang activities, or SWAT operations.
Hierarchy of Authority
If all persons within an organization were given the freedom to do what they like (and to refuse to do what
they dislike), there would be little likelihood of accomplishment. Any collaborative effort such as that in a police
department thus requires a system of checks and controls on individual behavior. Hence, the department must have a
person or persons with authority to direct the actions of workers and ensure compliance with standards in order to
achieve the department’s goals.
Hierarchy defined: A hierarchy represents the formal relationship among superiors and subordinates in any
given organization. It can be visualized as a ladder, with each rung (or rank) representing a higher or lower level of
authority.
Each rank or position on a hierarchical ladder has specific rights, while at the same time owing specific duties
to the positions above and below it. Any particular position of the ladder is expected to direct and control the activities
of the ranks, while obeying the directions and instructions received from higher ranks.
Authority Defined: Authority is the right to command and control the behavior of employees in lower
positions within an organizational hierarchy. A hierarchy thus serves as the framework for the flow of authority
downward (and obedience upward) through the department.
Example: Authority can be illustrated by the situation in which a subordinate abstains from making his or her
choice among several courses of action and instead automatically accepts the choice made by the supervisor
regardless of whether one personally agrees.
Authority Roles: Authority within an organization must be viewed in terms of prescribed roles rather than of
individuals. A particular position within an organization carries the same authority regardless of who occupies that
position. While the personality of the occupant may change the style or manner in which authority is exercise, it should
increase or decrease the basic obligations of the occupant toward those in subordinate positions.
Example: The authority of a police chief stems from the role that a chief executive must play – whether he or
she is referred to as chief, superintendent, commissioner, or some other title, and regardless the size or location of the
department he or he commands.
Span of Control
A span of control is the maximum number of subordinates at a given position that superior can supervise
effectively.
Determining the Span of Control
Effective organization requires that only a manageable number of subordinates be supervised by one person
at any given time. This number will, of course, vary – not only from one organization to another (depending on each
organization’s definition of “effective supervision”) but also within each organization depending on the number of task
and the size of personnel available at a given time.
Delegation of Authority

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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 understanding and information on common subjects.
More precisely, it is an intercourse between, through or more people by means of words, letters symbols, or gestures
for the purpose of exchanging information. Procedures, channels, and standardized languages are essential to
effective communication within such large organization.
While the eight elements previously discussed are crucial to any police organization, they would remain
fragmented without some means of integrating them into a meaningful and practical whole. The integrating element is
communication. Through communication, personnel are kept informed of the objectives of the organization, of the
means selected for achieving them, and of the information necessary for the continuing operation of the department.
Effective communication would ensure a common understanding of department goals, policies, and procedures and
this helps to bind the agency together.
PRINCIPLES OF POLICE ORGANIZATION
Police organizations are either formal or informal. Formal organizations are highly structured while informal
organizations are those without structures.
Every formal police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to contribute to the
organization’s objectives.
2. Principle of Organizational Efficiency – organization structure is effective if it is structured in such a way to
aid the accomplishment of the organization’s objectives with a minimum cost.
3. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken chain of units
from top to bottom describing explicitly the flow of authority. The scalar principles are:
a. Line of Authority and Chain of Command - This principle of organization suggests that
communications should ordinarily go upward through established channels in the hierarchy.
Diverting orders, directives, or reports around a level of command usually has disastrous effects on
efficiency of the organization.
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
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d. The Unity of Command - explains that subordinates should only be under the control of one
superior.
4. Functional Principle – refers to division of work according to type, place, time and specialization.
5. Line and Staff – implies that a system of varied functions arrange into a workable pattern. The line
organization is responsible for the direct accomplishment of the objectives while the staff is responsible for
support, advisory or facilitative capacity.
6. Principle of Balance – states that the application of principles must be balanced to ensure the effectiveness
of the structure in meeting organization’s objectives.
7. Principle of Delegation by Results – states that authority delegated should be adequate to ensure the
ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility – explains that the responsibility of the subordinates to their
superior for performance is absolute and the superior cannot escape responsibility for the organization on
activities performed by their subordinates.
9. Principle of Parity and Responsibility – explains that responsibility for action cannot be greater than that
implied by the authority delegated nor should it be less.
10. Authority Level Principle – implies that decisions within the authority of the individual commander should
be made by them and not be returned upward in the organizational structure.
11. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its purpose.
OTHER PRINCIPLES OF POLICE ORGANIZATION
Grouping of Similar Task
Tasks, similar or related in purpose, process, method, or clientele, should be grouped together in one or
more units under the control of one person. Whenever, practicable, every function of the police force shall be assigned
to a unit.
a. According to Function - The force should be organized primarily according to the nature of the basis
to be performed. It should be divided into groups so that similar and related duties may be assigned to
each.
b. According to Time Frame - The elements are divided into many shifts or watches according to the time
of the day. This is the most elementary form of police organization. Any large functional unit can also be
organized according to time if the demand exists.
c. According to Place of Work - A territorial distribution of a platoon, accomplished by assigning
patrolman on beats, is necessary to facilitate the direction and control of the officers and to ensure
suitable patrol service at every point with in the jurisdiction. Patrolman on street duty is usually under the
supervision of a patrol sergeant. When the number of patrolmen is great, it may be desirable to divide
them into squads assigned to specific sectors of jurisdiction, with a sergeant in charge of each squad.

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d. According to Level of Authority -A police department is always divided according to the level of
authority. Example, there will be some patrolmen, sergeants, some lieutenants, some captains, and so
on. Vertical combinations of superior officers, with each rank at a different level of authority from any
other, from channels through which operations may be directed and controlled can be adopted in certain
cases to ensure coordination.
Specialization Based on Need
Specialized units should be created only when overall departmental capability is thus significantly increased.
Specialization is a principle of organization which is the result of the division of the force into separate units. The
degree of specialization is determined by the size and sophistication of the department and by the extent to which unit
has exclusive responsibility for the performance of each group of the operational task.
THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION
The PNP is composed of a national headquarter, regional headquarters, provincial headquarters, district
headquarters or municipal stations. At the national level, the PNP maintains its national headquarter in Camp Crame,
Metropolitan Manila which houses the directorial staff, service staff and special support units.
PNP Staff and Support Units
A. The Chief of the Philippine National Police has the rank of Police Director General in the Armed Forces of the
Philippines with a four-star rank. He is assisted by a Personal Staff composed of:
 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
B. Deputy Chief of Philippine National Police for Administration.
C. Deputy Chief of Philippine National Police for Operations
D. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff.
The two Deputies and the Chief of Directorial Staff have the rank of Police Deputy Director General,
equivalent to a three-star rank in the Armed Forces of the Philippines.
Directorial Staff (Functional Staff)
 Directorate for Personnel - Record Management
 Directorate for Intelligence
 Directorate for Operations
 Directorate for Investigation
 Directorate for Logistics
 Directorate for Plans
 Directorate for Comptrollership
 Directorate for Police Community Relations
 Directorate for Human Resources and Doctrine Development

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 Directorate for Research and Development
Administrative Support Units
 Logistic Support Service Legal Service
 Medical and Dental Service
 Computer Service
 Crime Laboratory Support Service
 Engineering Service
 Headquarters Support Service
 Finance Service
 Communications-Electronics Service
 Captain Service
Operational Support Units
 Criminal Investigation Command
 Narcotics Command absorbed into the PDEA
 Traffic Management Command
 Intelligence Command
 Special Action Force Command
 Security Command
 Civil Security Force Command
 Maritime Command
 Police Community Relations Command
 Aviation Security
The Powers and Functions of the PNP
1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice, and assist in
their prosecution.
4. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and
pertinent Laws.
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the person so detained
of all his/her rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operation of security agencies and issue licenses to operate security
agencies, and to security guards and private detectives for the practice of their profession; and
8. Perform such other duties and exercises all other functions as may be provided by law. One of these is the
Forestry law wherein the PNP is primary enforcer in coordination with the Department of Environment and
Natural Resources (DENR).
The Rank Classification of the PNP Personnel
POLICE RANKS EQUIVALENT
ABBREVIATIONS MILITARY RANKS
A. COMMISSIONED OFFICERS:
Director General (DG) General
Deputy Director General (DDG) Lt General
Director (DIR) Maj General

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Chief Superintendent (CSUPT) Brig.Gen.
Senior Superintendent (SR SUPT) Colonel
Superintendent (SUPT) Lt Colonel
Chief Inspector (CINSP) Major
Senior Inspector (SR INSP) Captain
Inspector (INSP) Lieutenant
B. NON-COMMISSIONED OFFICERS:
Senior Police Officer IV (SPO IV) Master Sergeant
Senior Police Officer III (SPO III) Tech. Sergeant
Senior Police Officer II (SPO II) Staff Sergeant
Senior Police Officer I (SPO I) Sergeant
Police Officer III (PO III) Corporal
Police Officer II (PO II) Private 1st Class
Police Officer I (PO I) Private
C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Senior Police Officer IV and
below the Inspector rank in the PNP.
PNP: National in Scope - Civilian in Character
National in scope simply means that the PNP is a nation wide government organization whose jurisdiction
covers the entire breath of the Philippines archipelago which extends up to the municipality of Kalayaan islands in the
province of Palawan. All PNP personnel both the uniformed and non-uniformed components are national government
employees. Civilian in character means that the PNP is not a part of the military. Although,. it retains some military
attributes such as discipline, it shall adopt unique non-military cultures, Code of Ethics, and Standard of Professional
conduct comparable to the civilian police forces of other countries.
The Achievement of Professional Conduct and Exemplary Behavior among PNP members
A PNP member as a Law Enforcer and an Agent of a Person in Authority is a model citizen of the
community. He is looked upon as the paragon of virtues and a protector of the people. He has chosen a noble
profession of high risk and dedicated service to protect the rights, lives and properties of the people whom he had
sworn to serve with utmost dedication. In this regard, each PNP member is mandated to strictly adhere to the Police
Code of Professional Conduct and Ethical Standard. Swift punishments are rendered to erring members while proper
recognition for exemplary achievements are given to deserving ones. Merit and performance, qualifications and
mandatory promotional courses are instituted for acceleration in the career ladder. Continuing education and
leadership development aside from moral values enhancement are the keys to dynamic professional groups of PNP
members.
The PNP Doctrine of Development
Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic weapon of a policeman is
the excellent knowledge of the law he is enforcing, and that the gun is only secondary or a defensive weapon. An
ordinary policeman is expected to be a one-man staff, operator, fiscalizer and prosecutor in the court of law. On top of
this, he is also expected to behave civilly as a model citizen of his community a protector of human rights. The
battleground of a policeman is the court of law and the center stage of his action is community wherein the spectators
are the citizens he has sworn to serve with utmost dedication. As quoted by no less that the Chief, PNP, Director
General Ricardo A. Sacramento II: “Rigors of police work, more than anything else, touch the lives of every citizen as

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they go through their daily routine.” This is mirrored by the often-quoted maxim, verbalized by August Vollmer who
said:
“Average citizen expects the police officer to have the wisdom of Solomon, the courage of David, the
strength of Samson, the patience of Job, the leadership of Moses, the faith of Daniel, the diplomacy of Lincoln, the
tolerance of the carpenter of Nazareth, the kindness of the Good Samaritan, and finally, an intimate knowledge of
every branch of natural, biological and social sciences. If he possesses all these qualities, then he might be a good
policeman.”
Community Oriented Policing System (COPS)
In the Philippines, a revolutionized concept in modern policing and a new strategy for delivering basic police
services adhering to the following basic concepts have been adopted – the so called COPS:
a. The police and community are co-producers of police vices. Hence, peace and order is shared joint
responsibility of the community and the police.
b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the active and vigilant
actions and participation of the citizenry.
c. It is a problem oriented policing system (POPS), which is zeroed in to the root causes of the problem and its
solution.
POLICE OPERATIONAL PLANNING
What is a Plan?
A plan is an organize schedule or sequence by methodical activities intended to attain a goal and objectives
for the accomplishments of mission or assignment. It is a method or way of doing something in order to attain
objectives. Plan provides answer to 5W’s and 1 H.
What is Planning?
Planning is a management function concerned with visualizing future situations, making estimates
concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative ways
and means for reaching desired goals according to a certain schedule, estimating the necessary funds and resources
to do the work, and initiating action in time to prepare what may be needed to cope with the changing conditions and
contingent events.
Planning is also the process of preparing for change and coping with uncertainty formulating future causes
of action; the process of determining the problem of the organization and coming up with proposed resolutions and
finding best solutions.
 The process of combining all aspects of the department and the realistic anticipation of future problems, the
analysis of strategy and the correlation of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.
What is Police Planning?

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Police Planning is an attempt by police administrators in trying to allocate anticipated resources to meet
anticipated service demands. It is the systematic and orderly determination of facts and events as basis for policy
formulation and decision affecting law enforcement management.
What is Operational Planning?
Operational Planning is the use of a rational design or pattern for all departmental undertakings rather than
relying on chance in an operational environment. It is the preparation and development of procedures and techniques
in accomplishing of each of the primary tasks and functions of an organization.
What is Police Operational Planning?
Police Operational Planning is the act of determining policies and guidelines for police activities and
operations and providing controls and safeguards for such activities and operations in the department. It may also be
the process of formulating coordinated sequence of methodical activities and allocation of resources to the line units of
the police organization for the attainment of the mandated objectives or goals.
Objectives are a specific commitment to achieve a measurable result within a specific period of time. Goals
are general statement of intention and typically with time horizon, or it is an achievable end state that can be measured
and observed. Making choices about goals is one of the most important aspects of planning. Relate this definitions with
their description as defined in chapter one.
The process of police operational planning involves strategies or tactics, procedures, policies or guidelines. A
Strategy is a broad design or method; or a plan to attain a stated goal or objectives. Tactics are specific design,
method or course of action to attain a particular objective in consonance with strategy. Procedures are sequences of
activities to reach a point or to attain what is desired. A policy is a product of prudence or wisdom in the management
of human affairs, or policy is a course of action which could be a program of actions adopted by an individual, group,
organization, or government, or the set of principles on which they are based. Guidelines are rules of action for the
rank and file to show them how they are expected to obtain the desired effect.
STRATEGIC PLANNING
Strategic Planning is a series of preliminary decisions on a framework, which in turn guides subsequent
decisions that generate the nature and direction of an organization. This is usually long ranged in nature. The reasons
for Strategic Planning are:
1. VISION - A vision of what a police department should be.
2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK
What is the Strategic Planning process?
 TASK 1 - Develop Mission and Objectives
 TASK 2 - Diagnose Environmental Threats and Opportunities
 TASK 3 - Assess Organizational Strengths and Weaknesses
 TASK 4 - Generate Alternative Strategies
 TASK 5 - Develop Strategic Plan
 TASK 6 - Develop Tactical Plan

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 TASK 7 - Assess Results of Strategic And Tactical Plan
 TASK 8 - Repeat Planning Process
In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are
means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at
eliminating a problem. Alternatives do not have to be substitutes for one another or should perform the same function.
For example, our goal is to “improve officer-survival skills.” The plan is to train the officers on militaristic and combat
shooting. The alternatives could be:
Alternative 1 - modify police vehicles
Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc
What are the Objectives of Police Planning?
1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.
What can be expected in planning?
1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
What are the characteristics of a good police plan?
1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation
What are the guidelines in Planning? The five (5) W’s and one (1) H
1. What to do – mission/objective
2. Why to do – reason/philosophy

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3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy
What are the approaches in Police Planning?
A variety of approaches are employed in the planning processes. Each is unique and can be understood as a
method of operationalizing the word planning. There are basically five major approaches to planning which are:
1. Synoptic Approach
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
5. Radical Approach
What is Synoptic Planning?
Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It is also the
point of departure for most other planning approaches.
This model is based on a problem-oriented approach to planning especially appropriate for police agencies.
It relies heavily on the problem identification and analysis of the planning process. It can assist police administrators in
formulating goals and priorities in terms that are focused on specific problems and solutions that often confront law
enforcement.
Steps in Synoptic Planning
1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies (a) what events
and actions are necessary, (b) when they must take place, (c) who is to be involved in each action and for
how long, and (d) how the various actions will interlock with one another.
2. Describe the present situation - Planning must have a mean for evaluation. Without an accurate beginning
database there is no reference point on which to formulate success or failure.
3. Develop projections and consider alternative future states - Projections should be written with an
attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for
the police executive to project the current situations into the future to determine possible, probable and
desirable future states while considering the social, legislative, and political trends existing in the community.
4. Identify and analyze problems - The discovery of the problems assumes that a system to monitor and
evaluate the current arena is already on place. Closely related to the detection and identification of issues is
the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause,
duration, and the expense of the issues at hand. A complete understanding of the problem leads to the
development of the means to deal with the issues.
5. Set goals - Making choices about goals is one of the most important aspects of planning. It makes no sense
to establish a goal that does not address a specific problem. Remembering that the police departments are
problem oriented, choices about goals and objectives should adhere to the synoptic model.
6. Identify alternative course of action – As stated earlier, alternatives are means by which goals and
objectives can be attained. These are options or possible things to be done in case the main or original plan
is not applicable.
7. Select preferred alternatives – there are techniques to select alternative like:

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 Strategic Analysis – this includes the study on the courses of actions; suitability studies; feasibility
studies; acceptability studies; and judgment.
 Suitability – each course of action is evaluated in accordance with general policies, rules and laws.
Feasibility - these include the appraisal of the effects of a number of factors weighed separately and
together. Acceptability – those judged to be suitable and feasible are then analyzed in acceptability
studies.
 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or cost performance
analysis. The purpose of this form of selection is that the alternative chosen should maximize the ratio of
benefit to cost.
 Must-wants Analysis – This method of selecting a preferred course of action combines the strengths of
both strategic and cost effectiveness analysis. Must wants analysis is concerned with both the
subjective weights of suitability, feasibility, and acceptability and the objectives weights of cost versus
benefits.
8. Plan and carryout implementation - The police administrator must be aware that the implementation
requires a great deal of tact and skill. It maybe more important how an alternative is introduced to a police
department than what actually is.
9. Monitor and evaluate progress - Evaluation requires comparing what actually happened with what was
planned for- and this may not be a simple undertaking. Feedback must be obtained concerning the results of
the planning cycle, the efficiency of the implementation process, and the effectiveness of new procedures,
projects or programs. This is an important step of synoptic planning, trying to figure out what, if anything
happened as a result of implementing a selected alternative.
10. Summation of the synoptic planning approach – This can be done by making a summary of the
presentation, could be tabular or other forms of presentation.
11. Repeat the Planning Process – repetition of the process of planning enables the planner to thresh out
possible flaws in the plan.
What is Incremental Planning?
Incrementalism concludes that long range and comprehensive planning are not only too difficult, but
inherently bad. The problems are seen as too difficult when they are grouped together and easier to solve when they
are taken one at a time and broken down into gradual adjustments over time.
What is Transactive Planning?
Transactive planning is carried out in face-to-face interaction with the people who are to be affected by the
plan and not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal
dialogue marked by a process of mutual learning.
What is Advocacy Planning?
Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of
plans.
What is Radical Planning?
The first mainstream involves collective actions to achieve concrete results in the immediate future. The
second mainstream is critical of large-scale social processes and how they permeate the character of social and
economic life at all levels, which, in turn, determine the structure and evolution of social problems.

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CONSIDERATIONS IN POLICE PLANNING
a. Primary Doctrines
 Fundamental Doctrines – These are the basic principles in planning, organization and management of
the PNP in support of the overall pursuits of the PNP Vision, mission and strategic action plan of the
attainment of the national objectives.
 Operational Doctrines – These are the principles and rules governing the planning, organization and
direction and employment of the PNP forces in the accomplishment of basic security operational
mission in the maintenance of peace and order, crime prevention and suppression, internal security and
public safety operation.
 Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field
of interest such as personnel, intelligence, operations, logistics, planning, etc.
b. Secondary Doctrines
 Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain
operation with regard to public safety and peace and order. These essentially involve the participation of
the other bureaus of the Bureau of Jail Management and Penology (BJMP), Bureau of Fire Protection
(BFP), Philippine Public Safety College (PPSC), National Bureau of Investigation (NBI) and other law
enforcement agencies.
 Ethical Doctrines – These define the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norm of the PNP.
c. The Principles of Police Organization
The principles of organization are presented in chapter three. These principles are considered in police
planning in order not to violate them but rather for the effective and efficient development of police plans.
d. The Four (4) Primal Conditions of the Police Organization
 Authority – The right to exercise, to decide, and to command by virtue of rank and position.
 Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies,
procedures, rules and regulations of the organization are based on the statement of doctrines.
 Cooperation or Coordination
 Discipline – It is imposed by command or self-restraint to insure supportive behavior.
Classifications of Police Plan
According to coverage - Police Plans could be Local Plans (within police precincts, sub-stations, and
stations), Regional Plans, and National Plans.
According to Time - Police Plans are classified as:
1. Strategic or Long Range Plan – It relates to plans which are strategic or long range in application, and it
determine the organization’s original goals and strategy.
Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda,
and GLORIA (These are discussed on the latter part of this Chapter).

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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 year duration. Plan that addresses immediate
need which are specific and how it can be accomplished on time with available allocated resources.
Examples of OPLANS
 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks
 Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against
Organized Crime Groups
 The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975 persons,
the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of
motorists’ assistance.
 OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened
security measures and sea borne security patrols.
TYPES OF PLANS in general
1. Reactive Plans are developed as a result of crisis. A particular problem may occur for which the department
has no plan and must quickly develop one, sometimes without careful preparation.
2. Proactive Plans are developed in anticipation of problems. Although not all police problems are predictable,
many are, and it is possible for a police department to prepare a response in advance.
3. Visionary Plans are essential statements that identify the role of the police in the community and a future
condition or state to which the department can aspire. A vision may also include a statement of values to be
used to guide the decision making process in the department.
4. Strategic Plans are designed to meet the long-range, overall goals of the organization. Such plans allow the
department to adapt to anticipated changes or develop a new philosophy or model of policing (e.g.
community policing). One of the most important aspects of strategic planning is to focus on external
environmental factors that affect the goals and objectives of the department and how they will be achieved.
Important environmental factors include personnel needs, population trends, technological innovations,
business trends and demand, crime problems, and community attitudes.
5. Operational Plans (OPLANS) are designed to meet the specific tasks required to implement strategic plans.
There are four types of operational plan:

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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 in the
unit, the Commander shall develop unit plans relating to policies or procedure, tactics, operations, extra-
office activities and management.
Further, standard-operating procedures shall be planned to guide members in routine and field operations
and in some special operations in accordance with the following procedures:
a. Field Procedure – Procedures intended to be used in all situations of all kinds shall be outlined as
a guide to officers and men in the field. Examples of these procedures are those related to
reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints,
touring beats, and investigation of crimes. The use of physical force and clubs, restraining devices,
firearms, tear gas and the like shall, in dealing with groups or individuals, shall also be outlined.
b. Headquarters Procedures – Included in these procedures are the duties of the dispatcher, jailer,
matron, and other personnel concerned which may be reflected in the duty manual. Procedures
that involve coordinated action on activity of several offices, however, shall be established

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separately as in the case of using telephone for local or long distance calls, the radio teletype, and
other similar devices.
c. Special Operation Procedures – Certain special operations also necessitate the preparation of
procedures as guides. Included are the operation of the special unit charged with the searching
and preservation of physical evidence at the crime scenes and accidents, the control of licenses,
dissemination of information about wanted persons, inspection of the PNP headquarters, and the
like.
2. Tactical Plans – These are the procedures for coping with specific situations at known locations. Included in
this category are plans for dealing with an attack against buildings with alarm systems and an attack against
the PNP headquarters by lawless elements. Plans shall be likewise be made for blockade and jail
emergencies and for special community events, such as longer public meetings, athletic contests, parades,
religious activities, carnivals, strikes, demonstrations, and other street affairs.
3. Operational Plans – These are plans for the operations of special divisions like the patrol, detective, traffic,
fire and juvenile control divisions. Operational plans shall be prepared to accomplish each of the primary
police tasks. For example, patrol activities must be planned, the force must be distributed among the shifts
and territorially among beats, in proportion to the needs of the service, and special details must be planned
to meet unexpected needs. Likewise in the crime prevention and in traffic, juvenile and vice control,
campaigns must be planned and assignments made to assure the accomplishment of the police purpose in
meeting both average and regular needs. Each division or unit has primary responsibility to plan operations
in its field and also to execute the plans, either by its own personnel or, as staff agency, by utilizing members
of the other divisions.
Plans for operations of special division consist of two types, namely: (1) those designed to meet
everyday, year-round needs, which are the regular operating program of the divisions; and (2) those
designed to meet unusual needs, the result of intermittent and usually unexpected variations in activities that
demand their attention.
Regular Operating Programs – These operating divisions/units shall have specific plans to meet
current needs. The manpower shall be distributed throughout the hours of operation and throughout the area
of jurisdiction in proportion to need. Assignments schedules shall be prepared that integrate such factors as
relief days, lunch periods, hours, nature, and location of regular work. Plans shall assure suitable
supervision, which become difficult when the regular assignment is integrated to deal with this short time
periodic needs.
Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly
always met in the detective, vice, and juvenile divisions by temporary readjustment of regular assignment.
4. Extra-office Plans – The active interest and the participation of individual citizen is so vital to the success of
the PNP programs that the PNP shall continuously seek to motivate, promote, and maintain an active public
concern in its affairs. These are plans made to organize the community to assist in the accomplishment of
objectives in the fields of traffic control, organized crime, and juvenile delinquency prevention. The
organizations may be called safety councils for crime commissions and community councils for the
delinquency prevention. They shall assist in coordinating community effort, in promoting public support, and
in combating organized crime. Organization and operating plans for civil defense shall also be prepared or
used in case of emergency or war in coordination with the office of the Civil Defense.

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

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 Causes of accidents and congestion shall be discovered, facts gathered and analyzed for this purpose;
 Causes shall be remedied, charges shall be made in physical condition that create hazards, and
legislation shall be enacted to regulated drivers and pedestrians; and
 The public shall be educated in the provisions of traffic and ordinances. Motorists and pedestrians shall
be trained in satisfactory movement habits, and compliance with regulations shall be obtained by
enforcement. The police shall initiate action and coordinate the efforts of the agencies that are
concerned in the activities.
Vice Control – It shall be the determined stand of the PNP in the control of vices to treat vice offenses as
they shall do to any violation, and to exert efforts to eliminate them, as there attempt to eliminate robbery, theft, and
public disturbance. Control of vice, shall be based on law rather than on moral precepts, and intensive operations shall
be directed toward their elimination. A primary interest in vice control 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 sets forth the
objectives and concept of operation tasks of all concerned units in the neutralization of wanted persons.

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12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearhead the fight against all forms of illegal gambling nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign against
professional squatters and squatting syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the National
Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the office
of the Secretary of Interior and Local Government (SILG), with personnel and equipment requirements of that
reaction group supported by the PNP.
15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearhead the fight against prostitution and vagrancy.
16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked PNP
Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -This SOP prescribes
the procedures and manner of conducting an arrest, raid, search and/or search of person, search of any
premises and the seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court, as
amended and updated decision of the Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS
DISASTER AND EMERGENCY PLANNING
Emergency and disaster planning is one of the most important interrelated function in a security system. It is
important in any organization as physical security, fire protection, guard forces, security of documents and personnel
security.
Emergency and disaster planning refers to the preparation in advance of protective and safety measures
for unforeseen events resulting from natural and human actions.
Disaster plans outline the actions to be taken by those designated for specific job. This will result in
expeditious and orderly execution of relief and assistance to protect properties and lives. These plans must also be
rehearsed so that when the bell ring, there will be speed and not haste in the execution. Speed is the accurate
accomplishment of a plan as per schedule, while haste is doing a job quickly with errors. Plans therefore must be made
when any or all of the emergencies arise. Those plans, being special in nature, must be prepared with people whose
expertise in their respective field is legion together with the coordination and help of management, security force, law
enforcement agencies, and selected employees.
Planning is necessary to meet disaster and emergency conditions and it must be continuing and duly
supported by management. One aspect of the plans will be to consider recovery measures to be undertaken by the
organization. Being prepared for the eventuality gives better chances of protection and eventual recovery than those
not prepared. Without planning, the emergency or disaster can become catastrophic. With a good, suitable plan to
follow, the unusual becomes ordinary, hence, the mental preparedness for easy survival and recovery.
Understanding Disaster
A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an EMERGENCY
but an emergency may not always be a disaster. An EMERGENCY falls into 2 broad categories:
Disaster
floods, earthquake, famine, typhoon, diseases,
volcanic eruption, crashes, industrial accident, fires,
landslide, avalanches, tsunamis, etc.

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(Natural Crisis)
Induced
Catastrophe
(Man-made Crisis)
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
 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
arson, bombing, kidnapping, robbery, hostage-
taking, skyjacking, assassination, ambush, and other
acts terrorism

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 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 these
reason, the team leader should be a person who has demostarted ability to function under pressure, must have
sufficient authority to make on the spot decisions with in the framework of overall organization’s policy, access to
decision makers when required, and the ability to recognize which decisions to make independently and which to refer
to upper management.
Disaster Action Team Members
Depending on the size of the organization and the number of people available, the following team mebers
maybe considered:

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 Team leader/ Alternate
 Executive Assistance
 Public Affairs
 Liaison Officers
 (for family/victim/government/International)
 Administrative Support
 Communications Specialist
 Legal Specialist
 Medical and Relief Operations Officer
 Financial Specialist
Each disaster team member must be oriented and trained on their respective role and the functional
requirements for disaster management.
Disaster Action Team Duties
On Pre-event
 Supervise the formulation of policies
 Ensure the development of procedures
 Participate in preparing plans
 Oversee and participate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
 Ensure the assembly of supplies
 Ensure preparation of rest, food, medical areas
During the Event
 Establish shift schedules immediately
 Delegate tasks
 Focus on underlying problem
 Maintain control
 Follow organizational policies
 Use prepared procedures
 Innovate as needed
 Ensure that information is shared with the entire team
 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

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 Assist victims as appropriate
 Document events
 Prepare after-action reports
 Arrange an orderly transition to normal conditions
 Retain archives
The chain of events during a disaster is simplified as follows:
 Security receives initial report of emergency
 Security notifies Disaster Team Leader
 Team leader decides if immediate action is required
 If action is required, he notifies the other team members to convene at the crisis management center
 Initial liason established and actions taken: create log, contact of family, employees involved, government or
law enforcement liaison contacts, prepare contingency press guidance, others.
 Respond to event
Crowd Control and Riot Prevention
Riot, in general is an offense against the public peace. It is interpreted as a tumultuous disturbance by
several persons who have unlawfully assembled to assist one another, by the use of force if necessary, against
anyone opposing them in the execution of some enterprise of a private nature; and who execute such enterprise in a
violent manner, to the terror of the people.
Under the law, it is punishable for any organizer or leader of any meeting attended by armed persons for the
purpose of committing any of the crimes punishable under the Revised Penal Code, or any meeting in which the
audience is incited to the commission of the crimes of treason, rebellion or insurrection, sedition or assault upon a
person in authority or his agents (Art. 146, RPC). It is also punishable for any person who shall cause any serious
disturbance in a public place, office, or establishment, or shall interrupt or disturb public functions or gatherings or
peaceful meetings (Art 153, RPC).
Some Basic Definition of Terms
Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more than three
persons who are armed or provided with means of violence.
Outcry – The means to shout subversive or proactive words tending to stir up the people to obtain by means
of force or violence.
Crowd – It consists of a body of individual people with no organization, no single partnership. Each
individual’s behavior is fairly controlled and ruled by reason. All the participants have been thrown by circumstance into
a crowd for some common purpose that may give them at least one thing in common.
Mob – A mob takes on the semblance of organization with some common motive for action, such as revenge
for a crime committed on the scene where the crowd assembled, an aggravated fight, or a confrontation with the
police. At times like this, there is already a strong feeling of togetherness (“we are one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a riot.
What is the Role of Planning in Crowd Control or Riot Prevention?
A sound organizational planning, training, logistical support and a high departmental morale are the essential
success elements in modern counter-riot operations.

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The control of violent civil disorder involving large segments of the population, especially in congested urban
areas, requires a disciplined, aggressive police counter-action which at the same time adheres to the basic law
enforcement precepts. This is done through effective police operational planning.
Through planning, the law violators can be arrested and processed with in the existing legal frameworks by
the exercise of reasonable force. Without an immediate decisive police action, the continually recurring conditions of
civil unrest and lawlessness could quickly evolve into a full-scale riot. Police planning could provide the best police
reaction and order can be restored with a minimum of property damage and injury.
What are the Police Purpose and Objectives in Anti-Riot Operations?
Containment – Unlawful assembly and riot are as contagious as a plague unless they are quarantined from
the unaffected areas of the community. In here, all persons who are at the scene should be advised to leave the area,
thereby reducing the number of potential anti-police combatants.
Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may appear at first to be
a legal assembly but the nature of the assembly at the time of the arrival of the police may clearly distinguish it as
being unlawful. Once it is determined, the responsibility of the police to command the people to disperse. Crowd
control formations may be done if necessary to expedite their movements.
Prevention of Entry or Reentry- The police have to protect the area once the people have been moved out
or dissipated into smaller groups to 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
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 determine as soon as possible the best position of the command post
 locate the best vintage point for observations
 consider geographical factors such as natural barriers, buildings, and weather condition
 note the best method of approach
Communicate
 report on your assessment, keeping your assessment brief but concise, giving your superior the sufficient
data with which to proceed for plans of action
 ask for assistance or help from the command post hence remain close to the radio as possible until
additional units arrived or to communicate new developments
Maintain a Watchful Waiting
 make your presence known to the people in the vicinity
 if the crowd is too much to handle, stay near the command post and wait for additional support units
 use radio or other means of communications to call for assistance
 make preparations for decisive police action.
Concentrate on Rescue and Self-Defense
 take care of the immediate needs of the situation until help arrives
 apply first aid to injured people and self protection must be considered
 remember the primary objective of protecting lives, property and the restoration of order
Maintain an Open Line of Communication
 keep the dispatcher advised on the progress of the scene
 continue directing the support units to the scene and the general perimeter control
Establish a Command Post
 follow what is in your contingency plan for civil disturbance
 make every officer aware of the command post for proper coordination
Take immediate action for serious violations
 arrest perpetrators
 isolate the leaders or agitators from the crowd
 show full police force strength
Give the dispersal order
 disperse the crowd upon order
 anti-riot formations and procedures must be used
 use of force necessary for dispersal maybe considered
What are the General Guidelines in Handling Riot?
1. Preplanning must be high on the agenda whenever the department anticipates any disorder or major
disturbance.
2. Meet with responsible leaders at the scene and express your concern for assuring them their constitutional
guarantees. Request them to disperse the crowd before attempting to take police action.

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3. Maintain order and attempt to quell the disturbance without attempting to punish any of the violators.
4. Use only the force that is necessary but take positive and decisive action.
5. Post the quarantine area with signs and barricades, if necessary.
6. Keep the traffic lane open for emergency and support vehicle.
7. Consider the fact that most impressive police action at the scene of any type of major disturbance is the
expeditious removal of the leaders by a well-disciplined squad of officers.
8. For riot control, consider the following:
 Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The elements
of surprise may enhance effectiveness of riot control
 Security of Information – Plans for action and communications regarding the movement of
personnel and equipment should be kept confidential
 Maximum utilization of Force – A show of police force should be made in a well-organized manner,
compact, and efficient in a military-type squad formations.
 Flexibility of Assignments – Officers and teams should be flexibly assigned to various places where
the need is greatest.
 Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid mass
confusion among the officers.
What are the Special Problems in Crowd Control and Anti-Riot Operations?
Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and
excitement at a riot scene by taking a concealed position and shooting at people with some type of weapons, usually
rifle.
Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into custody
immediately.
Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering. Take the
suspects into custody by whatever means are necessary.
POLICE PATROL OPERATIONS
What is Patrol?
According to Hale, Patrol is the essence of police function while Payton said Patrol division is the backbone
of a police department. However, making it simpler, patrol may refer to the regular tour made by a guard in a place in
order to protect it or to maintain order. It could also mean a person or a group (such as a police or military unit) sent to
carry out a tour of duty in a certain place with a particular mission either for reconnaissance purposes or simply to
provide protection.

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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 finds that insinuate a form of organized
police. For example, a clay tablet used by the ancient Babylonian dated, around 2000 BC, contains a report from a
Babylonian officer to his superiors notifying them that he had proceeded to the man’s house as ordered, arrested him,
taken his fingerprints and then taken control of his property. Around the same date, the discovery in the Indus valley
revealed not only that this city had sewers and a bathroom in each house, but that there are special “watch-houses”
which were used by policemen whose duty it was to patrol the streets and maintain order.
In both the Old Testament (Song of Solomon, Isaiah and Jeremiah) and the New Testament (Matthew and
John), we find references to “watchmen” whose duty it was to protect the city and arrest offenders.
The hieroglyphics of the ancient Egyptians indicates that they had police officers. They had special flag with
its distinctive emblem, a gazelle with a large ostrich feather attached to its neck. There was a constant for some type
of protective police patrol because of the great 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

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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 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.

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The Metropolitan Police - In 1829, Sir Robert Peel introduced the Metropolitan Police Act and was
passed by the English parliament of England in the same year. This law led to the creation of the Metropolitan Police
Force of London, which is viewed by some historians as the first organized uniformed police form. This police force
was later called Scotland Yard. Being the sponsor of the law, Peel became the first head of the police organization
thus earning the title of “The Father of Modern Policing System.”
The “New Police” by Peel were not well received at first. Oftentimes, they were referred to as “Peel’s
Bloody Gang,” “Blue Devils,” and “Dirty Papists.”
France
The French Police is quite old. During the Roman Empire, France was the Roman province Gaul, and the
French seemed to expand on Augustus Caesar’s idea of police by giving them very wide powers including price
control, welfare, public morals, and even sitting in judgment of these offenders. They (the police) handled duties that
today we consider “civil” matters and their power came directly from the king not from the community.
16th Century - Paris had two patrols: The Citizen Night Guard; (similar to English Watchman) and the Royal
Guard which was probably for the king’s protection. At this time, Saint-Louis gave the Guard a motto that is even today
on the French police emblem, “Vigilat ut Quiescant” (He watches that they may sleep).
End of 18th Century (1791) - The position of “Officers de Paix” was formed (origin of “Peace Officer”).
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 th system of its country of origin.
Two main trends in law enforcement were:
 North – life was more urban oriented, and the Watch or Constable system seemed to be best suited.
 South – development was more rural because of agriculture, hence, the sheriff system became the trend.
Other pertinent developments:
 Boston, 1636 – formed the first “Night Watch”
 Plymouth, 1634 – first constable
 New York (Dutch colonists), twenty years later – formed the “Ratelwatch” (rattle watch).
 Philadelphia, at the turn of century – set up a system that obligated duty where citizens served as
Watchmen.
American watchmen were called “Leathermen” because they wore varnished leather hats.
Intermediate period – the following were the key events concerning police and patrol before the
modernization of the United States of America:

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 Philadelphia, 1833 – instituted the first daytime, paid police service
 New York, 1844 – organized the first modern American police force based on the English Metropolitan
police.
 In the frontier areas – law enforcement was developed on a local level without many established rules.
Enforcement was aided by the use of the old legal process “Posse Comitatus” (power of the state to
summon assistance in enforcing the law). To beef up law enforcement, “Wanted Poster” and “Bounty
Hunters” were used.
 San Francisco formed the “Committee of Vigilance” in lieu of an established police. Their motto: “Fiat
Justitia Ruat Coelum” (Heaven decrees, Let There Be Justice).
 Pendleton Act of 1833 – established civil Service for federal employees.
Modern Period - This period began in the 1920’s with the use of automobile patrol and voice radio communications.
World War II – During the war, the following were some of the events highlighting policing in America:
 Difficulty of getting police personnel.
 However, since many young men joined the military police, they were stimulated to pursue career in police
work.
 GI Bill – required police men to get college education and the “New Breed” was born.
Philippines
The evolution of policing system and police patrol in the country developed from the practice of different
tribes. The common tradition was to select able-bodied young men to protect their villages from the depredation of wild
animals that prey on their crops and livestock.
Some Important Dates or Events in Early Policing particularly in the area of patrol organization (some
were already discussed in the Preliminaries of this book):
 1712 - “Carabineros de Seguridad Publico” was organized for the purpose of carrying the regulation of the
State and was armed and considered as the Mounted Police.
 Jan. 8, 1836 - “Guardrilleros,” a body of rural police organized in each town as established by a Royal
Decree.
 Feb. 12, 1852 - “Guardia Civil,” was created by a Royal Decree issued by the crown to partially relieve the
Spanish Peninsular Troops of their policing towns.
 1899 - Post Office Inspection system begun.
 1901 - Department of Public Instruction was concerned with peace and order. Gen. Howard Taft became the
first Civil Governor of the Philippine.
 July 18, 1901 - The PC, better known as the Insular Constabulary, was organized, the first insular police
force in the Philippines, manned mostly by Filipinos but most officers were Americans. Capt. Henry Allen
named as the first Chief of the PC.
 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

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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.
Police, the first component of the Criminal Justice System in the Philippine setting is responsible in
performing these fundamental functions.
1. Prevention of crime and repression of criminal activities
2. Preservation of peace and order
3. Protection of life and property
4. Enforcement of laws and ordinances and regulation of non-criminal conduct
5. Investigation of crimes
6. Apprehension of criminals
7. Safeguarding of citizens’ rights and public morals
On Law Enforcement, it embraces crime prevention and crime control, including customary police functions.
On the other hand, peace and order maintenance covers the peacekeeping role and community-oriented services
(community service role). Note that peace and order maintenance has no law enforcement implications. Domestic
trouble is a sample situation wherein police officers must have to intervene although their action is not backed by any
specific law or ordinance.
Sometimes on patrol, while performing a mediator’s role in a family squabble, the responding officers may
subsequently take police actions if:
a. the family dispute involves a felony;
b. an offense is committed in the officer’s presence;
c. self-defense is necessary on the part of the police officer.
Why is it that the citizens usually call first the police when a social problem occurs?

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Traditionally speaking, these are the reasons: Because the police are constantly available when needed;
dependable when called upon; and capable of providing advice to decide or settle interpersonal conflicts. Thus, there
are two broad duties of police officers while on patrol.
1. Provide public protection through:
 Preventive Enforcement – progressive and continuous patrolling
 Selective Enforcement –research and investigation
2. Render social services
 information services
 police escort
 assisting other agencies
 serving court notices (warrants)
Patrol and Police Discretion
In police matters, discretion simply refers to the wise use of one’s judgment based on personal experience
and common sense to decide a particular situation. Discretion may also mean the freedom to decide: the freedom or
authority to judge something or make a decision about it.
Police officers are decision-makers and most of their decisions involve discretion. In hostage taking, for
example: if they shoot, they are publicly condemned. But if they hesitate, even for just a second, they are dead.
Police officers, especially those on patrol, must develop the positive side of split-second decision-making. When a
patrol officer confronts a situation, he must immediately decide - that his decision must not only be on time but at its
best. It is ironic that an officer on patrol makes more decisions and exercise broader discretion regarding the people’s
life everyday than a judge who normally decides one or two cases in one day. 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.

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3. Actions taken by the patrol officer have the most direct impact on the citizen’s satisfaction and on the
accomplishment of police goals and objectives.
4. Patrol operation is the most visible form of activity that enhances the welfare and security of the community.
5. Individual patrol officers represent the police department in its contact with the community.
6. Individual patrol officers play a major role in determining the quality of justice in a given community. Errors
made by patrolmen have significant negative effect in the public’s perception and on the other components of
the CJS.
7. The patrol officer is the most important human element of the police organization since all police field
operations are supported by the patrol activity.
What are the patrol functions?
Based on Section 1 of Rule II of the original Police Manual, the patrol force has the primary responsibility of
safeguarding the community. This can be done through the:
1. Protection of persons and property
2. Preservation of peace and order
3. Prevention of crime
4. Suppression of criminal activities
5. Apprehension of criminals
6. Enforcement of laws and ordinances
7. Regulation of criminal conduct
8. Performing necessary services and inspections
Police departments sometime gain reputation of efficiency and effectiveness based on their vigilance in
dealing with criminal offenses and the establishment of a high state visibility in the community. Criminals usually plan
their legal illegal ventures in areas where police are known to be lax and inefficient. Hence, they purposely avoid
communities 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.

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In reality, crime prevention and crime suppression are activities that patrol officers do not bother to
distinguish. When they are deployed at the streets, patrol officers have no time to ponder if what they do is under crime
prevention or crime suppression.
Police Personnel Distribution
The patrol force is an organization within an organization. The patrol force is the nucleus (focal unit) of the
department about which the special services are grouped, and therefore, it shall not be subordinated to any other
police unit in the police department. The operational heart of a police organization is the patrol force to which other
departmental divisions relate in a supportive role. In ordinary police stations, the suggested distribution of police
functions is as follows:
Police Activity Percentage
1. Patrol Functions 50%
2. Criminal Investigation 15%
3. Traffic Functions 10%
4. Vice & Juvenile Related Functions 10%
5. Administrative Functions 10%
6. Auxiliary Functions 5%
Manning Level of Patrol Force
One basis of the effectiveness and efficiency of the patrol force is the manning level or manpower of the
police organization. The patrol unit must get the most number of uniformed personnel. The “rule of thumb” regarding
the manning level of any police department must be observed.
In the Philippine setting, the rule regarding the manning level of the police is provided under section 27 of
Republic Act # 6975. The standard manning level is 1:500 (1 police officer for every 500 residents). However, in
extreme conditions, this manning level maybe stretched to maximum, which is 1:1000 (1 police officer for every 1,000
resident).
PATROL THEORIES AND PATROL METHODS
A. Fundamental Theories of Patrol
1. Theory of Police Omnipresence - High police visibility discourages criminals. Normally, criminals think
twice before executing their plans if there is obvious presence of police officers. Thus, patrol activity should
be carried in a manner that attracts maximum attention to the police officer or police vehicles. This theory
applies the principle of overt operation or high police visibility.
2. Low Profile Theory - Low police visibility increases the opportunity to apprehend criminals. Deceptive
absence of the police officers will let criminals believe that they will not be detected or caught if they execute
crimes that they planned. In this theory, the objective is to attract as little attention as possible while on the
process of patrolling. The officers should operate in a manner that it would be difficult for either criminals or
the public to determine that police are around. The principle of covert operation is integrated in this theory.
A smart patrol officer should use both approaches depending on the circumstances of a situation. He can
make his presence obvious in a high-crime area to deter criminals by conducting slow motor patrol. In another
situation, he may conceal himself and test the presence of criminals around an area.

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

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 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 secure.
8. Watch for persons loitering or hiding in doorways, either ingress or egress.
9. Use fire escapes to inspect building rooftops once in a while.
10. Be attentive or on alert for the sound of breaking glass or any unusual noise that may be caused by criminal
activity.
Advantages of Foot Patrol
1. Greater personal contact with the public leading to increased community support for the police. Police
becomes closer to the community residents.
2. Greater opportunity to develop sources of information.
3. High police visibility. Regular police presence discourages criminals and provides greater sense of security to
storekeepers, females, and elderly persons.
4. Places not accessible by motor vehicles are reached and patrolled. Patrol officers can enter small alleys and
side streets.
5. Easier detection of criminal activities. Foot patrol provides closer observation of the environment and the
circumstances that may require immediate police attention.
6. Easy discovery and familiarization on the layout of the beat. In-depth knowledge of the character and
problems of the patrol area.
Disadvantages of Foot Patrol
1. Low mobility resulting to limited coverage of the patrol area.
2. Low response time to telephone complaints.
3. Foot patrol method involves a large number of personnel, since officers are assigned on small areas of
jurisdiction called posts and beats.
AUTOMOBILE PATROL
The patrol car is the most extensively used and the most effective means of transportation for police on
patrol. Equipped with state-of-the-art police gear, patrol cars today provide a rapid, safe, and efficient means of
transportation under average operating conditions. Automobile patrol has the greatest mobility and flexibility. Most
experts on patrol operation agree that it is the most cost-effective method of patrol.
Features of State-of-the-Art Patrol Cars

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1. Reflecting pressure-sensitive film covering rather than mere paint
2. Vehicle-mounted TV – high-resolution video camera with wide-angle lens
3. MDT – mobile data terminal – computer that allow officers in patrol car to access files from Headquarters
(HQ) and other Law Enforcement agencies
4. HELP - high-intensity emergency lighting plan – heavy duty light than can provide 2 million candle power of
lighting
General Techniques and Procedures in Automobile Patrol
1. Thoroughly check the patrol car before leaving the garage.
2. Do not establish route patterns in patrolling the area of jurisdiction. Recommended patrol patterns (can be
applied in any of the types of patrol):
a. Clockwise Pattern – usually done during the first hours of patrolling.
b. Zigzag or Free-Wheeling Pattern - start at one corner of the patrol area and work your way
diagonally across it to the opposite corner.
c. Criss-cross Pattern – more or less similar to zigzagging.
d. Straightway Pattern – the easiest to observe because as the name implies, the patrol officer just
follow the length of the street.
e. Cloverleaf Pattern
f. Counter-clockwise – usually done before the tour of patrol duty ends.
CLOVERLEAF – a highway intersection designed so as to route traffic without interference, by means of a
system of curving ramps from one level to another, in the form of a 4-leaf clover. Hence, the cloverleaf patrol pattern
follows this pattern of movement in patrolling.
3. Do not develop the habit of using only the main roads in your area. Most criminal activity occurs at the back
streets, out of sight from the main thoroughfares.
4. Do not spend too much time in drive-inns or coffee spots.
5. Always take note (jot down) the plate numbers of strange or suspicious vehicles.
6. Get out from the patrol car regularly or frequently to be visible and accessible to the public; and develop
personal contacts in the neighborhood.
7. Set an example to other motorists.
a. Observe/Obey all traffic laws (rules of the road), for both safety and public relation (PR) reasons,
unless you are en route to an emergency or while on pursuit.
b. Always park the patrol car in the legal way.
c. Use seat belts or shoulder straps and other safety devices.
d. Use the proper traffic signal lights and hand signals.
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.

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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
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
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Advantages of Bicycle Patrol
1. Lower-cost (inexpensive) to operate as compared to motorcycle and automobiles
2. Areas not accessible by patrol cars or are too wide for foot patrol can be covered by bicycle
3. Increased mobility and stealth since bicycle can be operated quietly and without attracting too much
attention. In Seattle, Washington, for, example, bicycle officers use bikes to whip around corners and
surprise drug dealers. This type of patrol provides the maximum stealth and mobility to patrol officers.
4. Found to be highly effective in combating theft, vandalism in residential areas, parks, shopping malls, etc.
The Seattle City’s 20 bicycle officers have averaged five times the number of arrests made by foot patrols in
the downtown area.
5. Effectively used by plainclothesmen for surveillance in high crime areas wherein officers wearing nondescript
clothes could blend with the apparels worn by the criminals
Like motorcycles, bicycles leave the patrol officer extremely vulnerable. Officers should have the proper
safety equipment and follow all basic safety practices while on bicycle patrol.
MOTORCYCLE PATROL
Most police departments have their motorcycles marked with the same insignia as their patrol cars.
Motorcycles are beginning to be a favorite of patrol officers because of the ease and speed of moving around.
Motorcycle patrol has many of the same advantages as automobile patrol, especially in speed and maneuverability.
Motorcycles have greater access than automobiles to some areas and are better suited to heavy traffic, narrow alleys
and rugged terrain.
Disadvantages of Motorcycle Patrol
1. relatively high cost to operate
2. limited use in bad weather
3. inability to carry additional equipment or officers
4. the danger involved in riding them
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

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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.
Before 1929, the New York police department began using aircraft. In 1947, the New York Port Authority
began using helicopters for surveillance, transportation, and rescue. Other cities and state agencies in United States
has employed helicopters, usually during daylight hours. In 1986, the state of California developed an experimental
program using helicopters for police patrolling known as SKY KNIGHT.
During the latter part of 1959, the Public Safety Department of Dade County in Florida used the aerial patrol
concept. At present, it is effectively utilizing fixed-wing aircraft and helicopters in regular patrols to prevent crime and
apprehend offenders or engage in surveillance activities.
Advantages of Fixed-Wing Aircraft Patrol
1. Patrolling long stretches of highway or expenses of inaccessible land.
2. Excellent for traffic control in long stretches of highways, for search and surveillance, and other special
missions.
Disadvantages of Fixed-Wing Aircraft Patrol
1. Fixed-wing aircraft has very little flexibility in congested metropolitan areas.
2. Needs a span of flat land for lift-off and landing.
3. Very expensive to operate.

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Advantages of Helicopter Patrol
1. Able to travel at low speeds, to hover if necessary, and to land even in small patch of flat land.
2. Increased visual range/scope.
3. More efficient for rescue, medical evacuation, surveillance, and other high profile police activities.
4. Improved response time to emergency calls and other called-for service.
5. Increased rate of apprehension of professional and organized crime groups.
6. Improved efficiency of regular patrol units through airborne reconnaissance.
7. Increased ability in conducting searches for missing or lost people suspected offenders and escaping
prisoners.
8. Provide a better system of flood lighting areas to be patrolled at night.
9. Capable of broadcasting information to a large area through airborne speakers.
10. Provide rapid emergency transportation of personnel.
11. Added security to patrol officers on foot, motorcycles or in patrol cars through backup offered by aerial patrol.
Disadvantages of Helicopter Patrol
1. Very expensive – high cost of training of pilots/operators, buying, fuel, and special facilities for housing and
maintenance.
2. Public complaints about the noise and about being spied upon.
3. Forcibly grounded during bad weather.
4. Smog and light or intermittent clouds affect visibility.
5. Presence of various hazards especially in congested areas, such as high wires and smog.
6. There are landing patterns or procedures that must be followed, which delays landing time.
7. Pilots must work shorter periods of time than regular police shifts since driver of helicopters easily suffer work
fatigues.
8. There are many tactical problems to overcome such as location of police units on ground and the exact
location of addresses
9. Element of surprise is lost since criminals could hear the helicopter coming even from a great distance.
WATER PATROL (Marine/Bay/River Patrol)
Water patrol units are extremely specialized and are not in great use except in areas with extensive coasts or
a great deal of lake or river traffic. The objective was to use the water vehicles in anti-smuggling operations as well as
against robberies committed in warehouses along riverbanks or water ports.
Like aircraft, boats are expensive to buy, operate and maintain. Further, those who operate them must have
special training. Nonetheless, boats are the best means to effectively control violators of water safety regulations as
well as to apprehend drug and gun smugglers. They are also valuable in rescue operations during times of flooding as
well as in dragging operations for drowning cases.
Winter or summer, the water patrol is responsible for:
1. search and rescue/recovery for drowning victims
2. routine patrol
3. buoying and marking
4. removal of navigation hazards
5. water safety inspections
6. water accident investigations
7. deterring boating law violations such as reckless operation
8. checking fishing licenses and catch limits

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What are PWC?
A new trend in water patrol is the use of PWC or Personal Watercraft. Among the earliest manufacturers of
this type of vessel was the Yamaha Motor Corporation (1990). The reason why PWC became popular was that the
company began a loan program wherein law enforcement agencies can obtain free use of Yamaha PWC during the
boating season. These vehicles have very shallow draft, high maneuverability and stability. They are also very easy to
operate. The 2 models most frequently used were the: Wave Runner LX (for 2 people) and the Wave Runner III (for 3
people). The front compartment allows for storage of ticket book, high-powered binoculars and a portable breath test.
Many are equipped with public-address systems, sirens, and lights.
Main advantages of using PWC rather than ordinary patrol boats are:
1. Marine patrol officers can approach areas not accessible to conventional patrol boats because of shallow,
low bridges or other impediments.
2. One or two officers are enough to operate while increasing maneuverability and speed.
CANINE (K-9) ASSISTED PATROL (Dog Patrol)
As earlier mentioned, the Egyptians were the first to use dogs in patrolling. In the US, dogs have been used
in police patrol since 1900. In April 1957, Baltimore was the only American police force that used trained dog handler
teams on patrol. As of April 1968, about 200 police agencies used a total of 500 man dog teams in police patrol work.
Police dogs are especially useful in high crime areas, in dangerous search situations, in dealing with street
gangs, in dispersing a crowd, in taking fleeing suspects into custody, in guarding suspects, in searching alleys, parks,
schools, and other large building. A most recent use of police dogs is in the search and detection of drugs in packages
or on suspects. The K-9 assisted patrol is becoming more popular, with even smaller departments beginning to
establish K-9 units. According to James C. Spurlock in his article “K-9” in Law and Order issue of March 1990: “Along
with mainframes and microchips, the small-to-medium-sized police department shopping for the latest in cost-effective
high-tech law enforcement might want to consider the four-legged, cold-noised variety”
A K-9 corps is essential for most medium size and large police departments but careful planning and
research must first be completed to determine the specific numbers and need for police dogs. Dogs must be housed,
transported then trained. Their handlers must be carefully selected and trained.
Uses of Dogs or K-9s in police operations
1. Provide great assistance in search and rescue as well as in smelling out drugs and bombs.
2. Provide protection for 1-officer patrol. Officer/s assigned to a high-crime area has little to fear with a well-
trained canine at their side.
3. Great value in crowd control since:
a. properly trained dogs are virtually fearless; and
b. totally loyal to their handlers have a significant psychological effect on would-be trouble makers
4. Extensively used in international airports to detect narcotics and bombs because of their keen sense of
smell. A dog is capable of recognizing an odor 10 million times better than a human can.
5. Specially trained dogs are extremely effective in finding bodies – dead or alive, just buried or buried for
years.
6. Locating trapped people during emergencies.

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7. Can be an asset to public relations efforts.
8. Well-trained police dogs can be used for demonstrations in public affairs, schools, or parades.
What breeds of working dogs are best suited for police works?
1. German Shepherds – the most frequently used and highest-scoring dog for police work
2. Black Labrador retrievers
3. Giant Schnauzers
4. Rottweilers
5. Doberman pinschers
6. Bouviers
7. Newfoundlands
8. Airedale terriers
9. Alaskan malamutes
Disadvantages of using K-9
1. Most police dogs work with only one handler.
2. K-9, like most dogs, is territorial, and its handler and its K-9 cruiser are part of its territory.
3. Dog training is expensive. Dog training usually takes 10 to 12 weeks.
4. Police department that initiates a K9 section is vulnerable to law suits.
WOLVES – It stands for Wireless Operational Link and Video Exploration System; the system of attaching a miniature
camera and transmitter to a search dog; this equipment make man’s best friend and even better friend, because the
dog can now be the eyes and ears of his handler in situations where saving life is paramount objective.
Bloodhounds – These tracking dog; a large powerful dog with drooping ears, sagging jowls, and keen sense of smell,
formerly used for tracking.
PATROL: WORKING THE STREET
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.

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 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?
Prevention is the objective aimed towards ways and means to reduce the desire of the human being to
commit crime. Repression, on the other hand is the act of preventing the actual commission of crimes. Repression is
leveled on the prevention of the very act itself which constitutes crimes.
What is Police Omnipresence?
It is a crime repression activity of the police which is accomplished by making their presence known in such a
way that even if they are longer present in a certain location, would be criminals would still have the impression that
they are still around and would therefore refrain from committing an offense.

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What is the meaning of the acronym COPS?
The acronym COPS refers to Community Oriented Policing System. It is the deploying of policemen in police
blocks to provide police and public safety services. It also involves the breaking down of large and impersonal police
departments into small units to create as series of mini-police precincts, which are responsive to the smaller
communities.
What are the objectives of the PNP’s New COPS?
1. To enhance police visibility in order to reach out to the community to serve the resident a policing out.
2. To improve police community relation to gain public acceptance, build mutual respect and trust and promote
cooperation.
3. To attend sustained and integrated police-community participation, in crime prevention and suppression.
What is police block?
This is the NCOB (New Cops on the Block) Center of Command and Control of its activities and the police
base from which the citizen may seek assistance whether in person by radio or telephone.
What is the so-called “House Visitation”?
It is a function of NCOBs where police officers on patrol visit every house and work place to offer crime
prevention advice and to organize the neighborhood crime watch groups.
What is the so-called “Street Questioning” method?
It is a method whereby policemen on patrol may interview within the bounds of law suspicious personalities
at random in order to serve as a deterrent to those intended to commit a crime.
What is the police social service of the PNP?
It is a project that concerns a wide variety of activities such as physical fitness and sports development and
formation and education and livelihood projects. The following are some of the benevolent services performed by the
police patrol:
1. Midwife duties for childbirth.
2. Render first aid to accident victims.
3. Get relief assistance to disaster victims.
4. Mediate in family quarrels.
5. Delivery of death messages.
What do you understand about the concept of “Team Policing”?
It is a grass root approach undertaken to bring the people and the police together in a cooperative situation.
Its distinguishing feature is the establishments of neighborhood crime watch groups to encourage the people to report
crimes and to assume greater interest and responsibility in crime prevention and suppression.
What is the purpose of police uniform?

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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 extend of the disaster or calamity.
2. Communicate information in the fastest means available.
3. Administer urgently needed first aid and rescue activities.
4. Establish a command post.
5. Contain the area.
6. Maintain open emergency lanes/streets.
7. Evacuate survivors and people from danger area.
8. Provide public information services.

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9. Establish coordination with other government agencies.
10. Provide access area for authorities.
11. Record the events.
What are the keys to effective law enforcement at labor strikes?
1. Exercise strict neutrally and maximum tolerance.
2. Initiate friendly dialogue between contending parties.
3. Seek cooperation from both sides.
What are the primary line units concerned with the accomplishment of the police operational tasks?
The primary line units in the police include patrol, investigation, traffic, vice and juvenile patrol.
What are the secondary or auxiliary units concerned with the service tasks?
The secondary or auxiliary units in the police include the records, property custodian, jails, crime laboratory
services, transportation, and communication.
What are the administrative or managerial units?
The administrative or managerial units in the police include personnel, intelligence, planning, budgeting, and
training in community relations.
Why participation of patrol in vice control necessary?
Patrol participation in vice control is necessary in order to lessen the force needed in the vice-division; to
increase its efficiency; to conserve time and energy of its members; and to focus its attention to the more serious vice
violations.
What are different types of calls response by the police patrol?
ROUTINE CALL – Under this category, the mobile car is required to observe all traffic laws and rules and
does not normally use its flashing lights and siren while on its way to the scene. This includes when the police
responds to:
 Provide police car transportation.
 Obtain reports about offenses discovered after the criminal has left and which does not involve injury.
 Obtain information the nature of which is not given.
 Investigate apparently abandoned vehicles.
 Obtain damage reports.
 Provide additional traffic control and direction.
URGENT CALL – This is similar to the routine call, which also requires the responding police car to observe
all traffic rules and does not use its flashing lights or siren. However, it proceeds directly to its destination and does not
stop unless an incident of far more serious nature occurs. This includes when the police responds to investigate:
 Trouble of unknown nature.
 Shoplifter complaint.
 Vehicular accidents in which there are no physical injuries.
 Prowler complaints.
 Lost children complaints.
 Report of mob activities.

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 Reports of domestic or tenant-landlord or neighbor conflicts.
EMERGENCY CALL – In most cases, this category requires the use of the flashing light and fluctuating siren
although there are exceptions which include the attempt to surprise criminals in the act. It is permissible in this case
for the responding police car to violate traffic laws provided that extreme care is exercised while driving at high speed.
This includes when the police responds to:
 Investigate a crime in progress.
 Investigate a traffic accident in which people are injured.
 Rescue or assist another patroller in trouble.
 Aids an injured person.
 Pursue or apprehend suspected criminal/s.
 Assist in firefighting.
 Stop an ongoing fight in progress.
What are the two schools of thoughts regarding the best means of approaching any scene where a crime is
believed to be in progress?
First is to approach the scene with lights and siren flashing and to pull on directly at the scene of the reported
crime. The idea here is to frighten the criminal in order to prevent him from completing his criminal act.
Second is to approach the crime scene as inconspicuously as possible in order to use the advantage of
surprise in apprehending the criminal or preventing his escape.
What are the factors to be considered by the patroller in choosing the manner by which an approach to a
crime in progress is to be made?
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.

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What are the Three (3) Public Safety Bureaus?
In the Philippines, there are three separate line bureaus created under the Department of Interior and Local
Government. They are responsible in the protection of the community against criminality, destructive fires and
calamities and protection by confinement and correction of convicted criminal perpetrators. The three bureaus are:
 PNP – Philippine National Police
 BFP – Bureau of Fire Protection
 BJMP – Bureau of Jail Management and Penology
What are the Basic PNP Functions?
As stated earlier, the basic functions of the PNP are: Crime Prevention – including crime suppression;
Crime Solution – covers investigation of crimes; and Traffic Management – covers direction and control, and traffic
accident investigation.
Crime Prevention – the basic police function; the technique of eliminating the desire of the people to commit
crime. It can be done through Police Visibility. Crime Deterrence is actually the essence (real meaning) of Police
Visibility because:
1. In crime prevention, the psychological tool of the police is VISIBILITY and OMNIPRESENCE; and
2. Visibility and omnipresence is applied by the police for the purpose of:
a. making their presence felt;
b. giving a feeling of security to law abiding citizens; and
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.

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Further, once crime took place, it can be further explained by using the interaction of these three (3) factors:
Criminal Tendency, Total Situation, and Resistance to temptation. Criminal tendency is innate to every human being.
Total situation speaks of the environmental circumstances. Resistance to temptation could also be innate to a person
which could be attributed to his cultural and educational upbringing.
What is a Freak Crime Accident?
There are situations when all the three elements of the crime are present and merged at the same time and
the same place; however the victim is not the intended one due to error in persona (mistaken identity). This is called a
freak crime accident. Similarly, the public still need to be protected against these kinds of crimes.
How Police Visibility is attained?
Police visibility can be done in three (3) ways: physical presence by being visible as police and easy to
locate police units; patrolling scheme through mobile, integrated, and widespread, supportive, and redundant
coverage; and response which should be proper, adequate and timely (ideal is 5 minutes response time).
Further, the Police Visibility Program of the PNP can be accomplished thru the use of the Integrated Patrol
System (PNP-IPS). The PNP-IPS has the following features:
 Pre-emptive
 Widespread and Forward Deployment
 Force Mixture (complementary & supportive)
 Cross checking of Deployment
 Force Multiplier
 Supports the COPS
What are the Components of the IPS?
A. Fixed Components – These include the following: Police Station HQ; Police Community Precincts (PCP); Traffic
Posts; and Visibility Posts – police outposts
Station Desk (SD) – plays the most important role in the implementation of the police mission – to serve end
protect the community. Further, it serves as the 3 Cs of the police force: communication; coordinating; and
center/command post. Being the 3 Cs of the police force, the SD serves as:
a. Nerve center of the IPS
b. Transmitter of the police station
c. Police station’s administrative nerve center
d. Disaster Coordinating Council (DCC)
e. Showcase of the Station’s efficient operational capabilities.
f. Monitoring assistance center during elections and other political events
To ensure proper response to calls, the Police Station should equip the SD with the following communication
facilities:
a. Mobile radio base set – at least 3 sets
b. Telephone line – landlines and cell phone lines
c. Fax Machines
d. On line computer system
e. Several television sets

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Situation/Locator Map (w/ magnetic equipment) – also called spot map; the key-point in the Police Station
Desk; capable of providing a visual IPS situation because it shows the: area of responsibility (AOR); Real Time Current
Situation; and Real time Status of the IPS. The importance of the Situation/Locator Map (S/LM) are for OTS (on the
spot) assessment of the situation; and for OTS shifting of patrol forces to deal with a situation
PCP – Led by a police commissioned officer with a rank of Chief Inspector or Superintendent with a minimum
of 30 personnel including the PCP Commander divided in 3 shifts of 8-hours duty. More often, it is headed by Senior
Police Officers (SPOs) due to lack of commissioned officers.
B. Patrol Components – The patrol components of the IPS are: Air Patrol; Line Beat Patrol; Mobile Patrols;
Motorcycle Patrol; Bicycle Patrol; Reaction Unit Patrol (SWAT); and Detective Repressive Patrol.
Police Beats (PBs) – These are consist of any contiguous or adjacent area defined by identifiable
boundaries within the AOR of a PCP where an officer can effectively patrol during his tour of duty; it is an area that can
be effectively patrolled on foot and police officers can respond to calls for police assistance within a matter of minutes.
PBs has the following identifications (ID):
PBs for the NCR Police Offices:
 Identifiable by a 5-digit number; the 1st digit refers to the numerical number assigned to the district.
 2nd refer to the number assigned to each of the cities/municipalities/stations within the district.
 3rd digit refers to the number assigned to particular PCP.
 4th and 5th digits refer to the numbers assigned to a particular beat.
PBs for Regional Offices:
 Identifiable by a 7-digit number
 First 2 digits refer to the number of the region
 3rd digit refer to the # assigned to a particular province within the region
 4th digit refer to the PCPs
 5th and 6th referring to the beat
Mobile Patrol (MP) – The SOPs are similar to the earlier discussions under the AUTOMOBILE TYPE of
patrol. In cases where a vehicle is stopped, the following 10 Rules in Stopping Vehicles should be applied:
 During daytime, select the widest portion of the road where to stop a motorist.
 Signal the motorist to pull closer to the right side of the curb with the patrol car parked behind the
violator’s vehicle.
 Observe flow if traffic coming from behind before opening the door and alighting from the patrol
car.
 In issuing a citation, occupy the right side of the vehicle using the hood to accomplish the citation.
 At nighttime, select a well-lighted place to stop a motorist.
 Never stand to do anything in front of a stopped vehicle with its engine running and its driver still at
the vehicle.
 Never stand to do anything between the stopped vehicle and the patrol car if the driver of the
stopped vehicle is at the wheel.
 Never stand on the way of the door of the stopped vehicle especially if he is ordering a suspicious
driver to get out of the vehicle.
 Never allow a person being interrogated to stand on the firearm side.
 Never allow an apprehended suspect to sit inside the patrol car on the side where the policeman’s
f/a is tucked.
Detective Beat (DB) or Detective Beat System (DBS) - DB is a contiguous area where a team of police
investigators is assigned with a specific task of conducting follow-up investigation to all complaints, reports, referrals,
and other requests with the end-in-view of full compliance and/or the filling of a case.

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The Purpose of DBS is to provide the police organizational and operational framework in truly effecting
mechanisms towards enhancing the efficiency and effectiveness of the PNP’s investigation capability.
Nature of DBS:
 DB is concerned with the crime solution angle while the PB has the primary role of crime prevention and
control.
 DB maybe different from PB but the former complements the latter in serving and protecting the
community.
 PB occupy a particular AOR while the detectives have the primary responsibility of 1st response in all
cases reported for investigation purposes.
Composition of DBT (detective beat team) in area is of 2 officers:
 Detective In-Charge (DIC)
 Investigator/Detective – the principal character
Duties and Responsibilities of the DBT
 Assume primary responsibility or jurisdiction in conducting CSO within their AOR unless otherwise directed
by competent authorities for special cases requiring intervention of specialized PNP units.
 Investigator/Detective is responsible for case build-up, filing criminal charges, arrest of offender,
monitoring/tracking of cases and court appearance.
 Perform all other duties and function to accomplish their assigned tasks.
Operational Guidelines for the conduct of Patrol
The following are the guidelines normally observed by the PNP in the conduct of patrolling not necessary
under the IPS:
1. Pre-patrol (Pre-deployment phase)
a. Fall-in- information in ranks
b. Roll-call- accounting of patrol elements by the patrol commander (PC)
c. Inspection of uniform, appearance & equipment by the PC
d. TI & E (Troop Information and Education) and dissemination of instructions/orders by PC
e. Reading of assignment of PBs by Sarhento de Mesa or field duty officer (FDO)
f. Issuance of equipment to POs (Patrol Officers) and PTs (Patrol Teams)
g. Report to higher headquarters (HQ) by FDO
2. Deployment Phase:
a. Report to SD by the POs (Patrollers)
b. POs make patrol plan and follow patrol procedures
c. Adopt the buddy-buddy system
d. Make situation report on an hourly basis or upon reaching the end of their line beat
e. Report and/or record in the PSR (patrol sheet report) all unusual incidents.
2. Post-Patrol (Post-deployment Phase):
a. Regrouping and formation
b. Accounting
c. Inspection
d. Debriefing/submission of DPR (daily patrol report)
e. Recall of equipment issued
f. Dismissal by the PC

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After which, the patrol commander collects the DPR and submits it to the HQ for consolidation and
reference.
C. Auxiliary Components - In the Philippines, the police are the members of the PNP with two (2) statutory
characteristics - National in scope and Civilian in character
Who are the members of the Auxiliary Police (or Auxiliary Components of the IPS?
a. Private Security Guards
b. Traffic Enforcers and Aides
c. Junior Police and Law Enforcement Services Cadets
d. Barangay Chairman and Tanods (Barangay Public Safety Officers (BPSO))
e. Civilian Volunteer Organizations (CVOs) such as civilian volunteer radio communications, and volunteer
public utility vehicles (PUV) drivers and Non-Government Organizations (NGOs.
POLICE COMMUNICATION SYSTEM
What is the significance of Communication in Police Management and Administration?
Effective communication is essential in all organizations in which people deal with one another. It is
very difficult to imagine any kind of activity that does not depend on communication in one form or another.
Today’s police managers are aware that the efficiency of their personnel depends to a great extent on how
well the efforts of individual members can be coordinated. Because coordination does not simply happen,
managers must realize that communication is necessary if their subordinates are to obtain the understanding
and cooperation required to achieve organizational and individual goals. (Charles Swanson et. al. 1998)
What is Communication? Communication could mean:
a. The exchange of information between individuals, for example, by means of speaking, writing, or using a
common system of signs or behavior.
b. The act of giving or sending information.
c. A means of access or communication, for example, a connecting door.
Generally speaking, communication refers to the transfer of thought or idea from one person to
another. It simply means the process of sharing ideas, information, and messages with others in a particular
time and place. Technically, it refers to the means or equipment used to exchange a thought or idea.
What is the scope of Communication? Communication includes:
a. Talking and writing
b. nonverbal communication - such as: facial expressions; body language; and gestures
c. visual communication - use of images or pictures, such as: painting; photography; video; and film
d. electronic communication such as: telephone calls; electronic mail; cable television; and satellite
broadcasts.
EVOLUTION OF COMMUNICATION
Communication between two people is an outgrowth of methods developed over centuries of
expression. Gestures, the development of language, and the necessity to engage in joint action all played a
part.
Communication among animals
Humans are not the only creatures that communicate; many other animals exchange signals and
signs that help them find food, migrate, or reproduce. The 19th-century biologist Charles Darwin showed that

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the ability of species to exchange information or signals about its environment is an important factor in its
biological survival.
Language
While other animals use limited range of sounds or signals to communicate, humans have developed
complex systems of language that are used to:
a. ensure survival;
b. express ideas and emotions;
c. tell stories and remember the past; and
d. negotiate with one another.
Oral (spoken) language is a feature of every human society or culture. Anthropologists studying
ancient cultures have several theories about how human language began and developed. The earliest
language systems probably combined vocal sounds with hand or body signals to express messages. Some
words may be imitative of natural sounds. Others may have come from expressions of emotion, such as
laughter or crying. Language, some theorists believe, is an outgrowth of group activities, such as working
together or dancing.
Over 6000 languages and major dialects are spoken in the world today. As some languages grow,
others disappear. Languages that grow also evolve and change due to class, gender, profession, age group,
and other social forces. The Latin language is no longer spoken but survives in written form. Hebrew is an
ancient language that became extinct, but has now been brought back to life and is spoken today. Others
such as the ancient languages of native peoples in Central and South America, the Pacific Islands, and some
of the Native American peoples of North America, which had no written form, have been lost as the speakers
died.
Today anthropologists are trying to record and preserve ancient languages that are still spoken in
remote areas or by the last remaining people in a culture.
Symbols and Alphabets
Most languages also have a written form. The oldest records of written language are about 5000
years old. However, written communication began much earlier in the form of drawings or marks made to
indicate meaningful information about the natural world. The earliest artificially created visual images that
have been 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

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Chinese writing system is called logographic because the full symbols, or characters, each represent a word.
Cuneiform and Egyptian hieroglyph eventually incorporated phonetic elements.
In syllabic systems, such as Japanese and Korean, written symbols stand for spoken syllable
sounds. The alphabet, invented in the Middle East, was carried by the Phoenicians (people from a territory on
the eastern coast of the Mediterranean, located largely in modern Lebanon) to Greece, where vowel sounds
were added to it. Alphabet characters stand for phonetic sounds and can be combined in an almost infinite
variety of words. Many modern languages, such as English, German, French, and Russian, are alphabetic
languages.
The DYAD
The most basic form of interpersonal communication is a dyad (an encounter or conversation
between two people). Some dyads exist over a long period of time, as in a marriage or partnership.
Communicating well in a dyad requires good conversational skills.
Communicators must know how to:
1. start and end the conversation
2. make themselves understood
3. respond to the partner's statements
4. be sensitive to their partner's concerns
5. take turns, and how to listen
Group Communication
Communication may also occur in small groups, such as families, clubs, religious groups, friendship
groups, or work groups. Most small-group interaction involves fewer than ten people, and the communicators
need the same communication skills as in a dyadic conversation. However, additional factors called group
dynamics come into play in a small group. A group may try to work toward a consensus, a general sense of
understanding or agreement with others in the group. Groupthink may occur, in which a group reaches
consensus so quickly that its members mistakenly ignore other good ideas. Small-group members may
experience disagreement or even conflict. Some members may be more persuasive than others and form
sides, or cliques, within the group.
Public Speaking
Interpersonal communication occurs with larger groups as well, such as when a speaker gives a talk
to a large crowd (a political candidate giving a speech at a campaign rally, or a teacher lecturing to a large
class). However, the audience can respond in only limited ways (such as with applause, nodding, whistles,
boos, or silence). The speaker usually wants to be persuasive or informative, so the words chosen and the
style of delivery or performance are very important. A speaker who wants to reach an even larger audience
than the people who can physically hear the speech in one place must use communication technology or
media to get the message across distance and even time.
ANCIENT METHODS OF COMMUNICATION
From the earliest times, people have needed to communicate across distance or over time. Since the
beginnings of writing, communication media have allowed messages to travel over distance and time. A
communication medium is a means for recording and transporting a message or information. The word
medium comes from the Latin word medius, meaning middle or between. It is a channel or path for sending a
message between communicators. A single channel—such as radio, or a book, or the telephone — is called a
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Semaphore systems (visual codes) of flags or flashing lights were employed to send messages over
relatively short but difficult-to-cross distances, such as from hilltop to hilltop, or between ships at sea. In the
early 1790s the French scientist and engineer Claude Chappe persuaded the French government to install a
system of towers that used semaphore signals to send visual telegraphs along approved routes throughout
the country. The system was copied in Great Britain and the United States.
Some ancient societies, such as the Roman or Byzantine empires, expanded their territorial control
far beyond their original boundaries, and traded with distant neighbors. To hold on to their far-flung territories,
they needed two technologies that have remained closely tied ever since:
 transportation; and
 the ability to record information.
Recorded messages had to be carried easily. Therefore, lightweight forms of recording (such as
papyrus or animal skins) were desirable.
EVOLUTION OF MODERN COMMUNICATION SYSTEMS
Paper and Printing
The first lightweight medium was papyrus, an early form of paper used by the Egyptians that was
made from grasses called reeds. Later, in the 2nd century AD, the Chinese wrote on silk fabric instead of
wood, and developed paper made from silk fibers. (Today paper made from cotton or linen fibers is still called
rag paper.)
From as early as the 2nd century BC, Europeans wrote on thin layers of tanned and scraped animal
skins called parchment or vellum, with quill pens made from bird feathers. Parchment is not as light as
papyrus but is very durable; many parchment manuscripts and books from the Middle Ages still exist. The
Arabs brought papermaking to Europe from China in the 11th century AD. Paper gave European merchants,
who traveled across the continent, a portable and inexpensive way to keep records.
Until the 1400s in Europe, all documents were handwritten. Copyists and editors called scribes
recorded commercial transactions, legal decisions and pronouncements, and manuscript copies of religious
books—many scribes were monks working in monasteries. By the 15th century, however, the need arose for
an easier way to duplicate documents. In Asia, block printing had already been developed by Buddhist monks
in China in about the 8th century. A similar technique was later used in the 15th century by Europeans to
make illustrations for printed books.
An early version of movable type of printing was first developed in China around 1045, and was
independently developed by Koreans in the 13th century AD. In 1450, the German printer Johannes Gutenberg
perfected movable metal type and introduced the first reliable system of typesetting, a key invention in the
development of printing.
As more books became available, more people learned to read. Books were printed in the local, or
vernacular, languages as well as classical Greek and Latin. With literacy came exposure to new ideas. Some
historians believe that the 16th-century Protestant Reformation (a revolution in the Christian church that
divided it into factions) might not have occurred if European thought had not been prepared by ideas
introduced and circulated in printed books. Printers published other things besides books, including
newspapers, pamphlets, and broadsides (sheets of paper printed on one or both sides). These cheaper works
helped spread news throughout Europe and, in the 17th and 18th centuries, throughout the British colonies in
America.
During the Industrial Revolution of the late 18th and early 19th centuries, printing technologies
evolved rapidly. The steam-powered press was invented in Germany in the 19th century, and the rotary press,
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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 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);

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2. Sir William F. Cooke (inventor, Great Britain); and
3. Samuel F. B. Morse (artist and inventor, United States).
Morse demonstrated the first telegraph system in New York in 1837. But regular telegraph service,
relaying Morse code (system of code using on and off signals), was not established until 1844. Telegraphers
would translate the letters of the alphabet into Morse code, tapping on an electrical switch, or key. The
telegrapher at the other end of the line would decode the tapping as it came in, write down the message, and
send it to the recipient by messenger.
Telegraph systems were immediately useful for businesses that needed to transmit messages
quickly over long distances, such as newspapers and railroads. A telegraph room installed in the United
States Capitol in 1844 was the center of a sensation when news of the nomination of James K. Polk as the
Democratic presidential candidate was conveyed by telegraph between the convention in Baltimore,
Maryland, and the Capitol Building in Washington, D.C. In cities, thousands of telegraph lines suspended on
poles webbed the streets by the latter half of the 1800s. Telegraph cable was first laid under the Atlantic
Ocean in 1858, and regular transatlantic telegraph service began in 1866.
The telegraph made it possible for many companies to conduct their business globally for the first
time. Because price changes could be communicated almost instantaneously, the telegraph also prompted the
reorganization of American commodities markets. Prices became uniform from city to city, and futures
(agreements to buy a commodity at a fixed price on a fixed date in the future) markets were established. In
addition, standard time zones across the United States were established so that railroads could set regular
and consistent schedules as trains moved across the country, enabling the railroads to check on schedules,
passengers, and freight via telegraph.
Telegraph technology became more sophisticated, especially after its competitor, the telephone, was
introduced in the 1890s. Telegraph systems evolved into telex systems, in which machines eliminated the
need for coding and decoding the messages. Users could type in a message, and the identical message
would appear at the recipient's end, carried over telegraph and telephone lines (and eventually satellite
systems) to telex machines anywhere in the world. In remote areas where long-distance telephone service
was unavailable or impractical, telex machines 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
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developed switching systems to connect calls between exchanges, and eventually began experimenting with
long-distance connections.
Between the 1880s and the 1980s the telephone system in the United States had an enormous effect
on the quality of life and work. In rural communities, telephone service meant an end to the isolation and
loneliness experienced by many farm and ranch families. Families whose members moved away to school or
new jobs could stay in contact with each other over the phone. For ill or disabled people, the telephone
became an indispensable link to the outside world. Telephone service also enabled immediate contact with
emergency services, such as the police, fire department, or emergency medical services. By the 1960s the
telephone was considered so essential that telephone companies provided basic services at reduced rates to
elderly and disabled people.
The telephone network has also provided the electronic network for new computer-based systems
like the Internet, Facsimile transmissions, World Wide Web. The relationship today between computers and
the telephone system is inseparable.
The Radio
The telegraph and telephone were systems for distance communication that sent electrical signals
through wires. The earliest system for sending electrical signals through the air via electromagnetic waves
was called wireless, and later radio. Radio technology was based on the discoveries of James Clerk Maxwell.
The Italian electrical engineer Guglielmo Marconi was the first person to invent a true wireless radio.
In 1895, he built a system that could send and receive a signal at a distance of close to 3 km. (close to 2
miles). He moved to England, and by 1899 the British Marconi Company had sent signals across the English
Channel. In 1901, Marconi received the Morse code signal for the letter S sent across the Atlantic Ocean to
Canada.
Marconi's radio system used a spark-gap technology that could transmit only simple on-off signals—
so radio signaling used an on-off 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
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given a budget and a staff. FCC rulings had the power of law, and the agency was responsible for issuing
licenses to radio broadcasters for particular bandwidths, frequencies, and signal powers. License holders had
to demonstrate that they operated their radio stations “in the public interest, convenience, and necessity”.
The Television (TV)
Two pioneers independently created the first workable television systems — American inventor Philo
T. Farnsworth and Russian-born American engineer Vladimir K. Zworykin. Farnsworth used an electronic
camera he called an image dissector to transmit a picture of a dollar sign in 1927. He patented aspects of his
system, and developed his television further in the 1930s, but lost his financial backing when World War II
(1939-1945) began.
In 1923, Zworykin first demonstrated an electronic television camera he called the iconoscope. At
the time, he was working for Westinghouse Electronic Corporation, but Zworykin moved to RCA when David
Sarnoff, vice president of RCA, became interested in his invention. Sarnoff supported the development of the
iconoscope when RCA obtained the rights to Westinghouse's radio research projects in 1930.
Since the 1950s many improvements have been made in television technology, particularly the
introduction of color television in the 1960s. Image reception has become clearer, and screens have become
larger. Most televisions can now receive stereo sound. The widespread growth of cable television since the
1960s has introduced many new channels and types of programming into American homes. And today direct-
broadcast-satellite (DBS) services allow individual households to receive hundreds of channels carried by
satellites directly into their homes.
There is no doubt that television has been one of the most important communication technologies in
history. Televisions are switched on an average of seven hours a day in American households. Debates
continue about the medium's effects on children, culture, education, politics, and community life. Critics say
that television feeds a constant stream of simplified ideas and sensationalistic images, that it has a negative
effect on political campaigns and voting patterns, that it destroys local cultures in favor of a bland national
culture, and that it has encouraged the growth of an uncritical and passive audience. Defenders say that
television provides a great deal of high-quality educational and cultural programming, and that it is the major
source of national and international news and information for most U.S. citizens. Television can be a very
effective teaching tool in the classroom and at home. And, as the Canadian writer Marshall McLuhan pointed
out, perhaps nothing has been more responsible for creating the global village—the sense that we can see
and hear events anywhere in the world as they happen and so can feel more connected to other places.
The Computers
The earliest computers were machines built to make repetitive numerical calculations that had
previously been done by hand. By the 1890s, calculating machines were used to tabulate the U.S. Census
with a punched-card system invented by Herman Hollerith. Electromechanical calculators were being built by
the 1930s, especially by a new company called the International Business Machines Company (IBM). The first
truly electronic memory and processors were built by John Vincent Atanasoff in 1939 at the Iowa State
College, and the first fully functioning electronic computers, a series of ten called Colossus, were built by the
British Secret Service during World War II to help them crack the Germans' secret military codes.
The first general-purpose electronic computer in America, called the Electronic Numerical Integrator
and Computer (ENIAC), was built at the University of Pennsylvania in 1946. Two of its inventors, American
engineers John Presper Eckert, Jr., and John Mauchly, moved on to build the first electronic computer for
commercial use, the UNIVAC, at the Remington Rand Corporation.
In 1975 the first microcomputer was introduced, which had the power of many larger machines but
could fit onto a desktop. This miniaturization was accomplished by using new microprocessor technologies,
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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.
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
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POLICE COMMUNICATION CONCEPTS
If patrol is the backbone of police organization, POLICE COMMUNICATIONS are the backbone of police
tactics. Without proper communications, the modern police department would be lost.
Historical Development of Police Communications
In primitive times, the pounding of hollow logs or the beating of animal skin drums was used to convey a
message. Later man discovered that when he cut the tip from the horn of an animal and blew through it, the sound
carried for quite a distance. We find its use mentioned throughout the Bible, and it was certainly the main warning
instrument used in the “Hue and Cry” even into the twelfth century. In the orient, the brass gong and finally the bell
became the warning instrument.
In western civilization, until very recently, the church bell, high in the steeple, not only called the people to
church services but also warned the town or village of imminent dangers. The American Indian used smoke signals,
bird calls and drums in his effort to communicate and send out warnings.
In the history of Anglo-American police patrol, we find the horn replaced by the hand-bell and rattle, and then
finally by the metal whistle.
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
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3. 1883 – The Detroit, Michigan Police Department installed one police telephone. This was significant when
one considers the fact that there were only seven telephones in the whole city at that time. In 1889, the
department established a new division to handle communications. It was called the Police Signal Bureau.
A code wheel was installed in the box so that when the beat man called in for his time check, it would register
at headquarters with the proper signal for that call box. This insured that the beat officer was in fact at the location from
which he claimed to be calling.
4. 1916 – The New York Harbor Police installed spark transmitters so they could communicate with their police
boats while they were patrolling the harbor.
5. 1923 – The Pennsylvania State Police installed point-to-point radiotelegraph between their headquarters and
various posts throughout the state.
6. 1928 – On April 7, 1928, the world’s first workable police radio system went on the air. The Detroit Police
Department went on the air as station W8FS. The transmitter was installed on Belle Isle in the Detroit River,
and the receiver was installed in cruiser No. 5.
By 1927 the prohibition era had sent he development of big time crime and gangsters were making wide use
of automobiles as “get-away cars”. The police were under great pressure to control the situation, but always arrived at
the scene too late. Commissioner Rutledge then persuaded Robert L. Batts, a young radio technician and student at
Purdue University, to come to Detroit and work on a radio receiver that would operate in a police car. It was through
this effort that the first workable police radio setup was developed.
7. 1929 – In September 1929, the Cleveland Police Department went on the air with a few cars, and in
December of the same year, Indianapolis became the third police department in the world to set up a
workable police radio system.
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
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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 and
installation. The technical requirement can be translated into simple layman’s language easily understood by the Chief
of Police (COP), members of the peace and order council, and the Mayor.
A good plan is always written. It should determine, by survey, what is existing and what is needed. Before the
recommendations, analysis of the survey should be made. Here the financial status of the local government should be
determined. For the implementation, a responsible police officer should be appointed with corresponding authority and
responsibility.
STEPS in Planning a Police Communication System
1. Determine the Basic Need - Is there a need for -
 portable two-way radio
 radio tranceivers in mobile patrol cars
 radios tranceivers for police officers on foot patrol
 telephone system
 manual telephone exchange
 semi-automatic telephone exchange
 National Direct Dial (NDD)
 International Direct Dial (IDD)
Standard Modern Police Communication System requirements: Modern communication systems require
OPERATION CENTER or BASE and the communication room at the base contains the following:
 radio transceivers with control panels and mikes
 telephone trunklines and switchboards
 monitor receivers
 inter-city radio controls

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 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?
3. Draft the PCS and Propose the Plan - The Technical Team prepares an output (summary report) of their
survey and submits this to the local government. The report is actually a project proposal or feasibility study
which includes the recommendations of the technical team such as training of operators, maintenance
program, appointment of a Communication Officer
4. Choice and Acceptance - The report of the Surveying Team (Technical Team) is then transformed into a
feasibility study. The feasibility study is submitted to the Reviewing Team, which is composed of the Local
Chief Executive (LCE), the COP and other concerned authorities in the locality, for evaluation and decision
making. After evaluation, the reviewing team must accept the proposal or choose an alternative from the
options recommended by the surveying team.
5. Implement Action and Checklist - If the proposal or a corresponding alternative has been chosen and
accepted by the reviewing team, the technical team must then set priorities and prepare a checklist of tasks
to be performed.
6. Appointment of Action Official - In the checklist of priorities, among the first tasks to be performed is
determining the person who will be appointed as the Action Official – the coordinator of the project of
installing the planned PCS.
7. Procurement of Equipment - In the procurement of equipment that will be used for the PCS, bidding must
be conducted as a standard operating procedure (SOP). In bidding, the proposed equipment to be bought
and used is advertised. At least 3 dealers or suppliers of such needed articles respond by furnishing a
quotation (itemized price list) and then submits it to the action official. The action official has the discretion to
choose the dealer or supplier who offers the lowest quotation. Procurement of needed equipment is then
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8. Training of Technicians, Dispatchers, and other Users - Training of Technicians and Users of the system
to be installed may be done thru formal schooling or thru on-the-job (OJT). Technicians and Dispatchers
should be trained with the standard radio, telephone and other communication procedures. They must also
be updated with the laws, rules and regulations for public communication.
9. Coordinating Center and Service Shop - An office for the action official and communication engineers who
will supervise the installation of the communication system must be established. This is important in order to
have a formal setting of decision making while the system is about to be installed or is already in the actual
process of installation.
10. Checking, Alignment and Installation of Equipment
RADIO COMMUNICATIONS SYSTEMS FOR THE POLICE
Radio is the system of communication employing electromagnetic waves propagated through space.
Because of their varying characteristics, radio waves of different lengths are used for different purposes and are
usually identified by their frequency.
Note: The shortest waves have the highest frequency, or number of cycles per second; the longest waves
have the lowest frequency, or fewest cycles per second.
A. RADIO WAVES
Radio waves range from a few kilohertz to several gigahertz. Waves of visible light are much shorter. In a
vacuum, all electromagnetic waves travel at a uniform speed of about 300,000 km (about 186,000 mi) per second.
Radio Frequency Designation Abbr. Wavelength
3-30 kHz Very low frequency VLF 100,000-10,000 m
30-300 kHz Low frequency LF 10,000-1,000 m
300-3,000 kHz Medium frequency MF 1,000-100 m
3-30 MHz High frequency (short wave) HF 100-1 m
30-3000 MHz Very high frequency VHF 10 -1 m
300-3,000 MHz Ultrahigh frequency UHF 1 m-10 cm
3-30 GHz Superhigh frequency SHF 10 -1 cm
30-300 GHz Extremely high frequency EHF 1 cm-1 mm
kHz = 1 kilohertz = 1,000 Hz
MHz = 1 megahertz = 1,000 kHz
GHz = 1 gigahertz = 1,000 MHz

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A typical radio communication system has two main components, a transmitter and a receiver. The
transmitter generates electrical oscillations at a radio frequency called the carrier frequency. Either the amplitude or the
frequency itself may be modulated to vary the carrier wave. An amplitude-modulated signal consists of the carrier
frequency plus two sidebands resulting from the modulation. Frequency modulation produces more than one pair of
sidebands for each modulation frequency. These produce the complex variations that emerge as speech or other
sound in radio broadcasting, and in the alterations of light and darkness in television broadcasting.
B. RADIO TRANSMITTER - Essential components of a radio transmitter include the ff:
1. An oscillation generator for converting commercial electric power into oscillations of a predetermined radio
frequency;
2. Amplifiers for increasing the intensity of these oscillations while retaining the desired frequency; and
3. A transducer for converting the information to be transmitted into a varying electrical voltage proportional to
each successive instantaneous intensity. For sound transmission, a microphone is the transducer; for picture
transmission the transducer is a photoelectric device.
Radio Modulators
Other important components of the radio transmitter are the modulator, which uses these proportionate
voltages to control the variations in the oscillation intensity or the instantaneous frequency of the carrier, and the
antenna, which radiates a similarly modulated carrier wave. Every antenna has some directional properties, that is, it
radiates more energy in some directions than in others, but the antenna can be modified so that the radiation pattern
varies from a comparatively narrow beam to a comparatively even distribution in all directions; the latter type of
radiation is employed in broadcasting.
Modulation of the carrier wave so that it may carry impulses is performed either at low level or high level. In
the former case the audio-frequency signal from the microphone, with little or no amplification, is used to modulate the
output of the oscillator, and the modulated carrier frequency is then amplified before it is passed to the antenna. In the
latter case, the radio-frequency oscillations and the audio-frequency signal are independently amplified, and
modulation takes place immediately before the oscillations are passed to the antenna. The signal may be impressed
on the carrier either by frequency modulation (FM) or amplitude modulation (AM).
Radio Antennas
The antenna of a transmitter need not be close to the transmitter itself. Commercial broadcasting at medium
frequencies generally requires a very large antenna, which is best located at an isolated point far from cities, whereas
the broadcasting studio is usually in the heart of the city. FM, television, and other very-high-frequency broadcasts
must have very high antennas if appreciably long range is to be achieved, and it may not be convenient to locate such
a high antenna near the broadcasting studio. In all such cases, the signals may be transmitted by wires. Ordinary
telephone lines are satisfactory for most commercial radio broadcasts; if high fidelity or very high frequencies are
required, coaxial cables are used.
C. RADIO RECEIVER - The essential components of a radio receiver are:
1. An antenna for receiving the electromagnetic waves and converting them into electrical oscillations;
2. Amplifiers for increasing the intensity of these oscillations;
3. Demodulator or detection equipment for demodulating;
4. A speaker for converting the impulses into sound waves audible by the human ear (and in television a
picture tube for converting the signal into visible light waves); and
5. In most radio receivers, oscillators to generate radio-frequency waves that can be “mixed” with the
incoming waves.
D. THE CONVENTIONAL COMMUNICATIONS AND COMMAND CENTER

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Most police communication centers operate in a two-stage manual process. The following is the SOP when a
call is made to the police department:
1. The officer at a complaint desk position, first determines the need for police action, and then records the
details on a card.
2. The card is then routed to dispatch console where the operator has control of one or more radio
channels. In the smaller organizations, this usually accomplished by handing the card from one person
to another. In larger departments it is customary to use a conveyer belt system between the two
positions.
3. The operator at the dispatch console then establishes radio contact with the patrol unit and relays the
details of the complaint.
4. The dispatcher also has the duty of maintaining a record of the status of the police vehicles under his
control. If information is needed from the records division or from some computer source, the operator
must then phone for this information.
E. THE POLICE RADIO DISPATCHER
The radio dispatcher is the personnel in a police communication center or coordinating center tasked to
receive and transmit radio messages. Before a policeman or civilian can become a radio dispatcher, he must be
trained formally or through an OJT. The dispatcher is also called radio coordinator and radio operator.
Benefits of employing a trained radio dispatcher:
1. Easy of understanding radio messages
2. Elimination of errors
3. Minimum communication time
4. Development of professional attitude in sending and receiving messages
5. Inter-service cooperation
6. Conservation of equipment
Basic Qualifications of a Radio Dispatcher or Operator
1. Ability to speak clearly and distinctly at all times
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
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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.
9. ACKNOWLEDGMENT: A separate message originated by the addressee to inform the originator that his
message has been received and is understood.
G. RADIO PHONETIC ALPHABETS
When necessary to identify a letter of the alphabet, the standard phonetic alphabet should be used. This
helps to prevent the receiving operator from copying your words or groups of words incorrectly. Bs, Ps, Ts, and other
letters that sound alike can be confusing when heard on radio telephone nets.
LETTER PHONETIC EQUIVALENT PRONOUNCED AS
A ALPHA AL fah
B BRAVO BRAH voh
C CHARLIE CHAR lee or SHAR lee
D DELTA DELL tah
E ECHO ECK oh
F FOXTROT FOKS trot
G GOLF GOLF
H HOTEL hoh TELL
I INDIA IN dee ah
J JULIET JEW lee et
K KILO KEY loh
L LIMA LEE mah

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M MIKE MIKE
N NOVEMBER no VEM ber
O OSCAR OSS cah
P PAPA pah PAH
Q QUEBEC keh BECK
R ROMEO ROW me oh
S SIERRA see AIR rah
T TANGO TANG go
U UNIFORM YOU nee form
V VICTOR VIK tah
W WHISKEY WISS key
X XRAY ECKS ray
Y YANKEE YANG key
Z ZULU ZOO loo
DEPARTMENT OF TRANSPORTATION AND COMMUNICATION-
NATIONAL TELECOMMUNICATION COMMISSION (DOTC-NTC)
TEN CODES
(Some are given the corresponding Q Codes)
10-0 Caution/Safe tracking
10-1 Hard copy
10-2 Clear copy
10-3 Slow down
10-4 Roger/Positive/QSL
10-5 Relay message
10-6 Busy/QRL
10-7 Stop transmitting/QRT
10-8 Monitor/QRX
10-9 Repeat/One more time
10-10 Over and out
10-11 Inquire
10-12 Stand by
10-13 Road & weather condition
10-14 To pick up
10-15 Answer/Reply
10-16 Problem
10-17 Request/Please/Kindly
10-18 Record/Log
10-19 Come back/Go back
10-20 Location/QTH
10-21 Call by telephone
10-22 Disregard/Cancel
10-23 Arrived at scene
10-24 Follow-up/Make a report
10-25 Meeting/Eyeball
10-26 Subject/Victim/Casualty
10-27 Change frequency/Drivers
license
10-28 Plate no. of vehicle
10-29 Verify/Observe/Check
record
10-30 Water supply/H2o
10-31 Approval/Result
10-32 Armed/Man with gun
10-33 Emergency/Urgent
10-34 Crime in progress/Riot
10-35 Red alert
10-36 Correct time/QRT
10-37 Eat food./Reload/Fill fuel
10-38 Local police/Military
10-39 Hurry up/Use light-siren
10-40 Roving/Silent
monitoring/QRU
10-41 Operatives/Members
10-42 Disengage/Cancel
10-43 Information
10-44 Regards
10-45 Vehicle/Mobile
10-46 Assist motorist
10-47 Crew needed
10-48 Excavation/Road repairs
10-49 Traffic situation
10-50 State complete details
10-51 Wrecker needed
10-52 Ambulance needed
10-53 Heavy traffic/Road block
10-54 Investigation/Tor needed
10-55 Electric power
10-56 Intoxicated person/
Alcoholic behavior
10-57 Hit and run
10-58 To direct road traffic

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10-59 Convoy/Companion
10-60 Hospital
10-61 Doctors/Medical team
10-62 Medicines
10-63 Assignment completed
10-64 Message
10-65 Assignment/tasks
10-66 Necessary/Needed
10-67 Male/YM
10-68 Deliver/Dispatch
10-69 Received message
10-70 Fire alarm
10-71 Nature of fire
10-72 Demo/Rally
10-73 Fire trucks
10-74 Negative
10-75 Permission
10-76 Proceed to
10-77 Time of arrival
10-78 Assistance needed
10-79 Dead person
10-80 Kidnapping case
10-81 Carnapping case
10-82 Reservation prepare
10-83 Vehicle found
10-84 Estimated time of departure
10-85 Will be late
10-86 Missing person
10-87 Female/YL
10-88 Limaline No.
10-89 Person found
10-90 Robbery/Theft
10-91 Unnecessary use of radio
10-92 Anti-narcotics case
10-93 Address
10-94 Drug racing
10-95 Operation
10-96 Visitor/Jammer/QRM
10-97 Radio check/QSA
10-98 Call sign/QRA
10-99 Home/House
10-100 Office
10-101 Statement of account
10-102 Treasurer/Collection
10-103 Money
10-104 Change frequency/QSY
10-105 Reactivated/Mechanic
10-106 Modulation
10-107 Antenna
10-108 Radio license
10-109 Uniform/Attire
10-110 Equipment
10-111 Radio (portable)
10-112 Base Radio
10-113 Booster
10-114 Power supply
10-115 Battery pack
10-116 Repeater/Phone patch
10-117 Computer
10-118 Rotator
10-119 Coax cable
10-120 Gun shot/Stab wound
10-121 Heart attack
10-122 CVA (stroke)
10-123 Fracture
10-124 OB Emergency
10-125 Hypertension
10-126 IN patient
10-127 OUT Patient
10-128 Operator
10-129 Son/Daughter
10-130 Secretary
10-131 Extension
10-132 Driver
10-133 Wife/XYL
10-134 National officer
10-135 Regional officer/ Group
10-136 NTC
10-137 NBI Clearance
10-138 Police clearance
10-139 Necessary papers
10-140 I.D.
10-141 Organization base
10-142 Thank you/TNX
10-143 I Love You/QLY
10-144 Welcome

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H. WALKIE-TALKIES
The slang term for the two-way radio systems developed by Motorola in the 1930s designed for home and police
radios. Today, it is known as two-way hand held radio (HHR) or radio transceiver.
Features and advantages of walkie-talkies:
1. Portable and easy to operate;
2. The foot patrolman can both send and receive messages quite easily; and
3. Enables patrol officers to call for immediate assistance.
I. TECHNIQUES IN RADIO COMMUNICATION
Though radio communication is not complex, there are still problems that usually encountered by police operatives.
One problem is the massive use of the airwave by both police and civilian communication groups. To reduce or eliminate these
problems, basically, police operatives should be familiar with proper use of the equipment, and to adhere to the basic rules of
radio procedure.
THE ABC’S OF RADIO TRANSMISSION
A. Accuracy – It is the correctness and truthfulness of what is being communicated. Inaccuracy oftentimes causes
miscommunication. The major cause of inaccuracy is haste and impatience. The old saying that “haste makes waste”
certainly applies to police communications.
B. Brevity – This means using few words. Due to the expanding volume of radio traffic, it is essential that there be no
unnecessary or repetitious words in the transmission.
C. Courtesy – Courtesy refers to politeness of the words being used in communication. As the old adage points out,
“Courtesy begets courtesy.” “Anger begets anger.” The practice of courtesy is actually a practice of good human
relations. In radio communication, courtesy can be shown:
 by saying thank you (but this may take very valuable air time);
 in the tone of voice;
 by avoiding humorous comments over the air when somebody “goofs up” or commits error in transmitting or
understanding the message; and
 by avoiding “jamming up” when police officers are on the air.
Clarity, the Second “C”
“C” in radio communications also stands for “Clarity” which is often mentioned in report writing and note taking but it
is also an essential in police communications.
Clarity can be best obtained through two main areas:
1. Semantics - What is semantics? Webster lists it as: “significant meaning, the science of meanings as contrasted with
phonetics, the science of sound.” Proper semantics would be the transference of thoughts or ideas between people
through communication without a loss or perversion of the original meaning or intent.
Two ways to improve semantics - Learn through experience what the most common errors are. If an officer tries to
communicate with someone and finds that he is misunderstood or has trouble getting the idea over to him, he can give the
problem some thought with the intent of finding a better way of expressing it next time. He can talk to others and find out how
they would express this thought, or just listen to others when they try to communicate in the same or similar situations.
Think before Talking. An officer should always put his mind in gear before releasing the clutch on his tongue. Too
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the situation involves an urgent matter. The important thing to remember is that the message be received and UNDERSTOOD,
or the time made precious by the emergency would be wasted.
2. Phonetics - Phonetics is the “science of sounds” - the understanding of a communication through the proper sounding
of words. There are three main areas of phonetics that hinder good police communications.
Radio interference and distortion - This can be corrected to some extent by the proper adjusting of the “Squelch”
control. Changing position and having the message relayed by other units can also help.
Poor Pronunciation - An officer should not transmit over the air if he has gum in his mouth or is eating his lunch. If it is
an emergency, he should spit them out for the sake of clarity. He should face the mike at all times, and talk about two inches
from the mike. If he is speeding with the siren going, he may cut out the noise by placing the mike on the side of his throat and
then transmitting his message.
Similar sounding words and letters - There are many words in the English language that have similar sound. There
are also many letters that sound the same.
POLICE INTELLIGENCE AND SECRET SERVICE

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INTELLIGENCE DEFINED
According to Government - Commission Task Force - It means the collection, processing, collation, interpretation,
evaluation and dissemination of information, with references to national security. In certain context, it may also mean the network
or the system for the collection, collation, interpretation, evaluation, processing, and dissemination of information. “The term as
used here doesn’t include any police powers or authorities, any investigative function other than those involve in the collection of
information nor any function involved in the enforcement of laws, orders, or regulation.
According to Military Terminologies - Intelligence is the end product resulting from the collection, evaluation,
analysis, integration and interpretation of all available information which my have immediate or potential significance to the
development and execution of plans, policies and programs of the users.
According to Police Parlance - The end product resulting from the collection, evaluation, analysis, integration and
interpretation of al available information regarding the activities of criminal and other law violators for the purpose of affecting
criminals and other law violators for the purpose of affecting their arrest, obtaining evidence, and forestalling plan to commit
crime.
Functions of Intelligence in General
Today all counties have their intelligence services. They maybe different in their organization, efficiency and method
but they all have the basic functions such as:
 the collection or procurement of information
 the evaluation of the information which then become intelligence
 the dissemination of intelligence to those who need it.
 counter intelligence or negative intelligence, which is dedicated to the concealment and protection of one’s own
information from the adversary intelligence operation. It is a defensive function of intelligence.
CRITERIA, DOCTRINES, AND PRINCIPLES OF INTELLIGENCE
Criteria
a. Universality of application - it should apply to as many phases and aspects of intelligence as possible. It should guide
not only the production of intelligence but also the concomitant activities essential to the process as well as the
organization and the thought and actions of the individual composing it.
b. It must be broad - it should form the basis for a formulation of corollary and subsidiary guides.
c. It must be important, indeed essential, to intelligence- if a guide is truly important and essential, then its violations
should bring its own immediate penalties.
Doctrines
a. There exists an essential unity between knowledge and action; that knowledge enhances the effectiveness of action –
and minimizes the chances of error.
b. “The knowledge requirements of decision-making are complex and beyond the capacities of anyone necessary to meet
there requirements.”
Principles

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1. Objectivity - in intelligence, only the well guided succeed. It is a basic intelligence concept that there must be unity
between knowledge and action. It follows therefore that intelligence should interact and condition the decision.
Intelligence must be adapted to the needs of the decision; it is both giver and taker. Action or decision is planned by
knowledge and guided by it at every step.
2. Interdependence - Intelligence is artificially subdivided into component elements to insure complete coverage,
eliminate duplication and to reduce the overall task or manageable sizes. Nevertheless, each subdivision remains as
essential part of unity; contributes proportionately to the end result; possesses a precise interrelationship; and interacts
with each other so as to achieve a balanced and harmonious whole.
3. Continuity - Intelligence must be continuous. It is necessary that coverage be continuous so that the shape of what
happens today could be studied in the light of what happened before, which in turn would enable us to predict the
shape of things to come.
4. Communication - Intelligence adequate to their needs must be communicated to all the decision makers in manner
that they will understand and form that will permit its most effective use.
5. Usefulness - Intelligence is useless if it remains in the minds, or in the files of its collectors or its producers. The story
must be told and it must be told well. The story must be convincing and to be convincing it must not only be plausible
or factual but its significance must be shown.
6. Selection - Intelligence should be essential and pertinent to the purpose at hand. Intelligence involves the plowing
through a maze of information, considering innumerable number of means or of picking the most promising of a
multitude of leads. The requirement of decision-making covers very nearly the entire span of human knowledge.
Unless there is selection of only the most essential and the pertinent, intelligence will go off in all directions in one
monumental waste of effort.
7. Timeliness - Intelligence must be communicated to the decision maker at the appropriate time to permit its most
effective use. This is one of the most important and most obvious, for Intelligence that is too soon or too late are
equally useless. Timeliness is one principle that complements all the others.
8. Security - Security is achieved by the measures which intelligence takes to protect and preserve the integrity of its
activities. If intelligence has no security, it might be as well being run like a newspaper to which it is similar.
General Activities in Police Intelligence
1. Strategic Intelligence – it is an intelligence activity which is primarily long range in nature with little practical
immediate operation value.
2. Line Intelligence – it is an intelligence activity that has the immediate nature and value necessary for more effective
police planning and operation.
3. National Intelligence - it is the integrated product of intelligence developed by all the governmental branches,
departments concerning the broad aspect of national security and policy. It is concerned to more than one department
or agency and it is not produced by single entity. It is used to coordinate all the activities of the government in
developing and executing integrated and national policies and plans.
4. Counter-Intelligence – phase of intelligence covering the activity devoted in destroying the effectiveness of hostile
foreign activities and to the protection of info against espionage, subversion and sabotage.
5. Undercover Work – is an investigative process in which disguises and pretext cover and deception are used to gain
the confidence of criminal suspects for the purpose of determining the nature and extent of any criminal activities that
maybe contemplating or perpetuating.
Functional Classification of Police Intelligence
1. Criminal Intelligence – refers to the knowledge essential to the prevention of crimes and the investigation, arrest, and
prosecution of criminal offenders.
2. Internal Security Intelligence – refers to the knowledge essential to the maintenance of peace and order.

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3. Public Safety Intelligence – refers to the knowledge essential to ensure the protection of lives and properties.
Forms of Intelligence
1. Sociological Intelligence – deals with the demographic and psychological aspects of groups of people. It includes the
population and manpower and the characteristics of the people, public opinion – attitude of the majority of the people
towards matter of public policy and education.
2. Biographical Intelligence – deals with individual’s personalities who have actual possession of power.
3. Armed Force Intelligence – deals with the armed forces of the nation. It includes the position of the armed forces, the
constitutional and legal basis of its creation and actual role, the organizational structure and territorial disposition, and
the military manpower recruitment and Order of Battle
4. Geographical Intelligence – deals with the progress of research and development as it affects the economic and
military potential of a nation.
KINDS OF INTELLIGENCE
A. Strategic Intelligence – as defined earlier, it is an intelligence data that are not of an immediate value. It is usually
descriptive in nature, accumulation of physical description of personalities, modus operandi. It does not have immediate
operational value but rather long range that may become relevant to future police operations.
B. Line Intelligence – It is the kind of intelligence required by the commander to provide for planning and conduct
tactical and administrative operation in counter insurgency. This pertains to knowledge of People, Weather, Enemy and Terrain
(PWET) used in planning and conducting tactical and administrative operation in a counter insurgency.
Intelligence information to be determined in Line Intelligence are:
People - living condition of the people, sources of income, education of the people, government livelihood projects,
extent of enemy influence to the people
Weather – visibility, cloudy, temperature, precipitation (rain), wind
Enemy - location of the enemy, strength of the enemy, disposition, tactical capability, enemy vulnerability
Terrain - relief and drainage system, vegetation, surface material, man made features. There are military aspects of
terrain which includes cover and concealment, obstacle, critical key terrain features, observation and fields of fire, and
avenues of approach.
C. Counter Intelligence (CI) - this kind of intelligence covers the activity devoted in destroying the effectiveness of
hostile foreign activities and to the protection of info against espionage, subversion and sabotage. Hence, the three activities of
CI are: protection of information against espionage; protection of personnel against subversion; and protection of installations
and material against sabotage.
Counter Intelligence is also known as Negative Intelligence - a generic term meaning three different things;
Security Intelligence – means that the total sum of efforts to counsel the national policies, diplomatic decisions,
military data, and any other information of a secret nature affecting the security of the nation form unauthorized persons. It is an
effort to deny information to unauthorized persons by restricting to those who are explicitly authorized to possess it.
Counter-Intelligence - counter intelligence is the organized effort to protect specific data that might be of value to the
opponent’s own intelligence organization. Some of its functions are: Censorship – of the following: correspondence, broadcast,
telecast, telephone conversations, telegrams and cables, etc., prevention of the dissemination of any information that might aid
an opponent; maintenance of files of suspect; surveillance of suspects; mail reading, wire tapping and recording; infiltration of the
enemy intelligence organized to procure information about its method, personal, specific operations and interest.
Counter-Espionage - In counter-espionage, negative intelligence becomes a dynamic and active effort. Its purpose is
to investigate actual or theoretical violation of espionage laws, to enforce those laws and to apprehend any violators.

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Five Categories of CI Operation
1. Military Security – it encompasses the measures taken by a command to protect itself against espionage, enemy
operation, sabotage, subversion or surprise.
2. Port Frontier and Travel Security – has to do with the application of both military and civil security measures for CI
control at point of entry and departure, international borders or boundaries.
3. Civil Security – it encompasses active and passive CI measures affecting the non-military nationals permanently or
temporarily residing in an area under military jurisdiction.
4. Censorship – it is the control and examination of the civil, national, armed forces, field press, and POWs.
5. Special Operations – counter subversion, sabotage and espionage
Counter Intelligence (CI) Operation
1. Counter Human Intel (HUMINT) – seeks to overcome enemy attempts to use human sources to collect information or
to conduct sabotage and subversion which includes CI special operations, liaison, counter security, and CI screening.
2. Counter Imagery Intel (IMINT) - includes action taken to determine enemy SIGINT and related enemy weaknesses,
capabilities and activities. These actions include surveillance radar, photo thermal and infrared systems. Successful
counter – IMINT operations rely heavily on pattern and movement analysis and evaluation of the enemy.
3. Counter Signal Intel (SIGINT) – determine enemy SIGINT and related enemy weaknesses, capabilities and activities,
assess friendly operations to identify patterns, profiles and develop, recommend and analyze counter measures.
THE INTELLIGENCE CYCLE
The single most important part of intelligence activity is the understanding the intelligence cycle because MISSION,
which is the core of the cycle, serves as the foundation of all intelligence operations. Every operative must therefore place into
mind the following phases of the cycle:
PHASE 1 - Planning the Collection Effort
This phase of the cycle involve the determination of the requirements of intelligence. It is concerned with identifying the
so called Essential Element of Information (EEI) - an item of intelligence or information of the characteristics of the area of
operations and the enemy, which the commander feels he needs before he needs before he can reasonably arrive at a decision.
With this, the intelligence officer must have a thorough knowledge of the available sources of information, the collecting
agencies and type of info the latter can provide. He must understand the operations of the command in order to provide the
particular Intel required for success. He must have a thorough knowledge of the tactics, organizations, and characteristics of the
enemy and be especially competent in the fields of acquisition of operations.
Categories of Intelligence Requirements
In relation to use
a. Executive – are those information required by executive, governmental and military commanders; the executive
requirements are the basis for decisions and national policy making.
b. Contributory – information required to complete the staff process – make staff plans and estimates that contribute
to the decision and policy making.
c. Operational – additional intelligence required in planning and carrying out effectively the decision or policy
announced. Decisions and policy require implementation.
d. Collateral – higher or adjacent echelons of the government or military establishment may require info.
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a. Basic – are general reference materials for use in the planning regarding the enemies, area of operations,
capabilities – static comprehensive.
b. Current – are information which are temporary in nature and narrower in scope.
c. Estimative – are those that determine the future courses of action; required by the executives to plan future
military operations and policies.
PHASE 2 - Collection of information
This phase of the cycle is concerned with identification of the collecting agency, the formulation of procedures on the
manner of collecting the information in conjunction with the plans as achieved in phase one.
Selection of Collecting Agencies
a. List all available sources; exploit the collecting agencies.
b. Collection will be assigned in accordance with capabilities;
c. Collection directives prepared once the proper collecting agency has been selected to exploit a particular source;
d. Collection directives do not limit the activities of the collecting agency;
e. Criteria for the selection of collecting agency; suitability, capability, confirmation, timeliness and balance.
Purpose of the Collection Plan
a. To insure logical and orderly analysis of the intelligence requirements.
b. To establish a workable collection scheme based on the analysis of the intelligence requirement.
c. To provide definite and precise directives to collecting agencies.
d. To avoid possibility of omission, conflict or unnecessary duplication of collection effort.
Steps in Developing a Collection Plan
a. List the requirements in the order of priority
b. Break the requirements into indication – any evidence of actual or potential enemy activity or characteristic of an
area of operation enemy activity or characteristic of an area of operation, habitual activities – need experience.
c. Fit those indications into existing situations – critical clues, security measures, attack, defense, etc.
d. Basis for development for specific collection directive - designed to exploit to the fullest the collection directive;
guide doesn’t limit.
e. Selection of Collecting Agencies – criteria for selection – suitability, capability, confirmation, timeliness and
balance. Designation of particular time and place that the required information is to be reported.
Factors in choosing Collection Agent
In choosing collection agents, they must be selected according to their capability – agents placements or access to the
target; multiplicity – more agents; and balance – the number of agents needed per operation.
a. Methods of Collection – collection of information can be done through overt method (open system) or covert
method (secret/clandestine).
b. Collecting Agencies – depending on the type of operation, the collecting agency could be Government
Agencies, Intelligence units, or Organizations
c. Trade Crafts – includes the use of photography, investigations / elicitation / interrogation, surveillance, sound
equipment, surreptitious entry – keys and locks, use of an artist, communication
PHASE 3 - Processing the Collected Information
This phase of the cycle is concerned with the examination and collation of all collected information.
Steps in Processing Raw Information

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1. Collection – organization of raw data and information into usable form; grouping similar items of information so that
they will be readily accessible.
2. Recording – is the reduction of info into writing or some other form of graphical representation and the arranging or
this info into writing or some form of graphical representation and the arranging of this into groups of related items.
 Police log book and Journal
 Intel-work Sheet - Intel Files
 Situation Maps - Rouges Gallery
 Modus Operandi Files
3. Evaluation – examination of raw information to determine intelligence value, pertinence of the information, reliability of
the source and agency, and its credibility or truth of information. Evaluation is the determination of the pertinence of
the info to the operation, reliability of the source of or agency and the accuracy of the info. Evaluation determines the
following:
 Pertinence - does it hold some value to current operation? Is it needed immediately?
 Reliability – judging the source of info of agency
 Credibility – truth of info. Is it possible for the reported fact or event to have taken place? Is the report
consistent within itself? Is the report confirmed or corroborated by info from different sources or agencies? If
the report does not agree with info from other sources which one is more likely to be true?
The Evaluation Guide
ACCURACY OF INFORMATION RELIABILITY OF INFORMATION SOURCE OF INFORMATION
1- CONFIRMED by other sources A- COMPLETE RELIABLE T- Direct Observation by Comdr/Chf of Unit
2- PROBABLY TRUE B- USUALLY RELIABLE U- Report by DPA or Resident Agent
3- POSSIBLY TRUE C- FAIRLY RELIABLE V- Report by PNP/AFP Troops
4- DOUBTFULLY TRUE D- NOT USUALLY RELIABLE W- Interrogation of Captured Enemy
5- IMPROBABLE E- UNRELIABLE X- Observation of gov’t/civilian employee
6- TRUTH can not be judged F- REALIBILITY cannot be judged Y/Z- Documentary
4. Interpretation – it is establishing the meaning and significance of the information. It involves the following activities:
 Analysis – shifting and isolating those elements that have significance in light of the mission or national objective.
 Integration – combining the elements isolated in analysis and known information to form a logical picture or
theory.
 Deduction – the formulation of conclusions from the theory developed, tested and considered valid –
determination of effort and meaning of the information.
PHASE 4 - Dissemination and Use of Information
This phase of the cycle refers to the activities of transferring the processed information to the proper users, most
particularly the authority that requires the activity. Processed information can be disseminated through annexes, estimates,
briefing, message, reports, overlays, and or summaries.
The criteria that must be observed in dissemination are:
1. Timeless – must reach the users on time to be of value. It must be disseminated in accordance with the urgency and
must reach the user in sufficient time to be use.
2. Propriety – the message must be clear, concise and complete, as well as in the proper form for the receiver to readily
understand its contents. It must be disseminated to the correct user, presented in a form that lends itself to immediate
use and distributed by the most effective means appropriate to both time and security requirements.

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Methods of Dissemination
1. Fragmentary orders from top to bottom of the command
2. Memorandum, circulars, special orders
3. Operations order, oral or written
4. Conference – staff members
5. Other report and intelligence documents
6. Personal Contact
Who are the users of intelligence?
1. National leaders and military commanders – formulation of national policies.
2. Advisors and Staff – preparations of plans and estimates
3. Friendly nations or other branches of the armed forces.
4. Processor – basis for evaluation and interpretation.
5. Head / chairman of an organization
6. Any person with authority for purposes of planning.
INFORMATION AND ITS SOURCES
Information
Information refers to all evaluated materials of every description including those derived from observation, reports,
rumors, imagery, and other sources from which intelligence in produced. Information is a communicated knowledge by others
obtaining by personal study, investigation, research, analysis, observation.
Two General classifications of sources of information:
1. Open Sources – 99% of the information collected are coming from open sources.
2. Close Sources – 1% of information are collected from close sources.
Overt Intelligence – is the gathering of information or documents procured openly without regard as to whether the
subject or target become knowledgeable of the purpose
Open Sources: Includes information taken from
 Enemy activity
 POW and Civilians
 Captured documents
 Map - Weather, forecast, studies, report - Agencies

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Covert Intelligence – is the secret procurement of information, which is obtained without the knowledge of the person
or persons safeguarding vital intelligence interest.
Close Sources: Include information which maybe taken through:
 Surveillance
 Casing and
 Elicitation
 Surreptitious entry
 Employment of technical means (Bugging and Tapping device)
 Tactical Interrogation - Observation and Description (ODEX)
PERSONS AS SOURCES OF INFORMATION
Informant Net – It is a controlled group of people who worked through the direction of the agent handler. The
informants, principal or cutouts supply the agent handler directly or indirectly with Intel information
Informants (Asset) – people selected as sources of information, which could be voluntary, or in consideration of a
price.
 Informant – refers to a person who gives information to the police voluntarily or involuntarily with out any
consideration
 Informer – those who give information to the police for price or reward
Types of Informants
1. Criminal Informant – an informant who give information to the police pertaining to the underworld about
organized criminals with the understanding that his identity will be protected
2. Confidential Informant – is similar to the former but he gives information violate of the law to includes crimes and
criminals
3. Voluntary Informant – a type of informant who give information freely and willfully as a witness to a certain act
4. Special Informant – those who gives information concerning specialized cases only and it is regarded a special
treatment by the operatives (ex. teachers, businessmen)
5. Anonymous Informant – those who gives information through telephone with the hope that the informant can not
be identified
Sub-type of Informant
1. Incidental Informant – a person who casually imparts information to an officer with no intention of providing
subsequent information
2. Recruited Informant – A person who is selected cultivated and developed into a continuous source of info
Categories of Recruited Informants:
1. Spontaneous or Automatic Informant – Informants who by the nature of their work or position in society have a
certain legal, moral or ethical responsibilities to report info to the police
2. Ordinary (out-of-their-will) Informants – Informants that are under the compulsion to report info to the police
3. Special Employee – informants who are of a specific operational nature
Other Classification of Informant
Other terms related to people who gives information are Automatic Informant, Penetrating Agent , Infiltrating Agent ,
Full time Informant , Rival – Elimination Informant, False Informant, Frightened Informant, Self- aggrandizing Informant,
Mercenary Informant , Double Crosser Informant , Woman Informant , Legitimate Informant.

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Common Motives of Informants
People give information to the police due to various reasons. Their motives include reward, revenge, fear and
avoidance of punishment, friendship, patriotism, vanity, civic-mindedness, repentance, competition, and other motives.
INFROMANT RECRUITMENT
Phases
1. Selection – it is particularly desirable to be able to identity and recruit an informant who has access to many
criminal in-group or subversive organization. Wide access is probably the single most important feature in the
consideration of recruiting the potential informant
2. Investigation – the investigation of the potential informants that has tentatively identified as a “probable” must be
as thorough as possible. It must establish possible existing motives as to this person might assist the police Intel
community. Failure to do so will deny this office who must perform the approach and persuasion phase with little
more that a guess. If necessary, conduct complete background investigation (CBI)
3. Approach – approach must be done in a setting from which might include pleasant surroundings, perhaps a
confidential apartment, completely free form any probability of compromise, preferably in an adjacent city or a
remote area foreign to the informants living pattern.
4. Testing – the testing program should begin, of course, with the limited assignment, with a gradual integration into
the more important areas. The occasional testing of an informant should continue through the entire affiliation
INTELLIGENCE OPERATIONS
Intelligence Operations is the result of intelligence planning, planning is always ahead of operation although an
operation can be made without a plan, it is usually due to sudden and inevitable situations but definitely this is poor intelligence
management.
The 14Operational Cycles
1. Mission and Target –
a. Infiltration – the insertion of action agent inside the target organization
b. Penetration – recruitment of action agent inside the target organization
2. Planning
3. Spotting
4. Partial Background Investigation (PBI) or Complete Background Investigation
5. Recruitment - the only qualification of an agent is to have an access to the target
6. Training
7. Briefing
8. Dispatch
9. Communication - technical method like telephone/radio, non-technical method like personal meeting, live drop or dead
drop
10. Debriefing
11. Payments – depends upon the motivation of informant
a. Regulatory - pay no bonuses
b. Supplemental - income that is enough to ease his financial worries
12. Disposition – involve activity on rerouting, retraining, retesting, termination
13. Reporting
14. Operational Testing

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COVER AND UNDERCOVER ACTIVITIES
1. Cover - the means by which an individual group of organization conceals the true nature of its acts and or existence
from the observer.
2. Cover story – a biographical data through fictional that will portray the personality of the agent he assumed, a
scenario to cover up the operation
3. Cover Support – an agent assigned in target areas with the primary mission of supporting the cover story.
Types of Cover
1. Natural Cover – using actual or true background
2. Artificial – using biographical data adopted for the purpose
3. Cover with in a Cover – justification of existence
4. Multiple Cover – any cover you wish.
Organizational Cover – is an account consisting of biographical which when adopted by an individual will assume the
personality he wants to adopt
Undercover Assignment – is an investigative technique in which agent conceal his official identity an obtain
information from that organization
THE UNDECOVER AGENT
Special qualifications include knowledge of the language, area background regarding events, knowledge about the
custom and habits, physical appearance, and must be an artist.
Factors considered in Selecting Cover Story
1. Mutual Point of Interest
2. Justification of presents
3. Previous and permanent address
4. Efficiency of role and freedom from the movement
5. Means of communication
6. Social and financial status
7. Optional alternate plan
8. Safe departure
Selecting Action Agents
1. Placement – location of prospective agent with respect to the target
2. Access – it is the capability of a prospective agent to obtain the desired info for the Intel organization or to perform to
Intel collection mission in the area.
 Primary Access – it is the access to the desired info
 Secondary Access – it is the access to the desired info through a principal source where the latter has the direct
access
 Outside Access – the agent is employed outside the target and merely monitor info from a third person who is
monitoring info n the area
AGENT CONTROL

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CONTROL – authority to direct the agent to carryout task or requirement on behalf of the clandestine organization in
an acceptable manner and security
Two Categories of Control
1. Positive Control – is characterized by professionalism and rapport like:
a. Agent motivation
b. Psychological control
2. Negative Control – characterized by threat and it include the following:
a. Disciplinary Action – includes verbal reprimand for poor performance or insecure actions withholding certain
material rewards, reduction of agents salary or in extreme situation the threat of terminating professional
relationship
b. Escrow Account – control of an agent by putting hi salary in a bank to be withdrawn only after a fulfillment of
a condition
c. Blackmail
METHODS OF COVERT INTELLIGENCE
SURVEILLANCE
Surveillance is a form of clandestine investigation which consists of keeping persons, place or other targets under
physical observation in order to obtain evidence or information pertinent to an investigation. Surveillance of persons is called
Tailing or Shadowing, Surveillance of place is called Casing or Reconnaissance, and Surveillance of other things, events,
and activities is called Roping.
Considerations in Surveillance Planning
 Pre-Surveillance Conference – a conference held among the team members, the police intelligence unit before
surveillance is conducted.
 Surveillance Plan – a plan established the as required according to type of personnel, and the general and specific
instructions for surveillance.
 Area Target Study – refers to the area of operation of surveillance activities.
 Surveillant – a person who conducts surveillance with includes only observations.
 Stakeout or Plant – is the observation of places or areas from a fixed point.
 Tailing or Shadowing – it is the observation of a person’s movement.
 Undercover Man – it refers to a person trained to observe and penetrate certain organization suspected of illegal
activities and later reports the observation and information’s that proper operational action can be made
 Liason Program – the assignment of trained intelligence personnel to other agencies in order to obtain information of
police intelligence value. (Agencies like the press, credit agencies, labor unions, telephone companies)
 Safehouse – is a place, building, enclosed mobile, or an apartment, where police undercover men meet for debriefing
or reporting purposes.
 Drop – any person is a convenient, secure and unsuspecting place where police undercover men meet his action
agent for debriefing or reporting purposes.
 Convoy – an accomplice or associate of the subject used to avoid or elude surveillant.
 Decoy – a cover supporting the surveillant who can become a convoy whenever surveillant is burned.
 Contact – any persons whom the subject picks or deals with while he is under observation and identifies the observer.
 Made – when subject under surveillance becomes aware that he is under observation and identifies the observer.
 Lost – when the surveillant does not know the whereabouts of his subject or the subject had eluded the surveillance.
TYPES OF SURVEILLANCE
According to Intensity and Sensitivity
1. Discreet –subject person to be watch is unaware that he is under observation

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2. Close – subject is aware that he is under observation varied on each occasions
3. Loose – applied frequently or infrequently, period of observation varied on each occasion
According to Methods
1. Stationary – this is observation of place usually a bookie stall, a gambling, joint, a residence where illegal activities are
going on (fixed position)
2. Moving – surveillance follow the subject from the place to place to maintain continuous watch of his activities
3. Technical – this is a surveillance by the use of communications and electronic hardware’s, gadgets, system and
equipment
Special Equipment (Technical Supports)
1. Camera with telephoto lens
2. Moving Picture camera
3. Binoculars
4. Tape recording apparatus
5. Wire taping device
6. Other instrument – miniaturized one-way radio
Methods available to employ in Surveillance
Ordinarily, the methods are surveillance of place, tailing or shadowing (1-2-3 man shadow), undercover investigation,
special methods includes: wire tapping - concealed microphones - tape recorder -television - electric gadgets
Essential Requirements and Appearance in Surveillance
In the actual process of operation, the agent is advised to be of general appearance, has no noticeable peculiarities in
appearance. Agent should not wear inconspicuous jewelry or clothing, nothing about him to attract attention. He must have
perseverance and able to wait for hours. Alertness, resourcefulness, and being versatile and quick-witted are his weapons.
Basic Preparations in Surveillance
1. Study the Subject – name, address, description, family and relatives, associates, character and temperament, vice,
hobbies, education, others
2. Knowledge of the area and terrain – maps, national and religious backgrounds, transportation, public utilities
3. Subversive Organization - history and background, biography of the official, identity and background of members and
former members, method of identification employed by the members, files and records, nature, location and
accessibility, meeting
4. Cover Story – the scenario must be appropriate to cover up operation and avoidance of identification of mission.
Counter Surveillance – the conduct of operation is coupled with counter intelligence measures such as window
shopping, use of convoys and decoys, stopping immediately on blind corners, getting out immediately on public conveyances,
retracing, entering mobile housing
CASING OR RECONNAISSANCE
Casing is the term use in the police organization while reconnaissance is used in military terms. Casing or
reconnaissance is the surveillance of a building place or area to determine its suitability for Intel use or its vulnerability in
operations. It aids in the planning of an operation by providing needed information. It assists the agent handler to install
confidence in his agent during briefing phase by being able to speak knowingly about the area of operation. Casing is also
considered a security measure because it offers some degree of protection for those operating in an area unfamiliar to them.
Method of Casing

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1. Personal Reconnaissance – the most effective method and will produced the most info since you know just what you’re
looking for.
2. Map Reconnaissance – it may not sufficient but it can produce a certain amount of usable information
3. Research - much info can be acquired through research
4. Prior Information – your unit and of the unit will have file report that they may provide you with info
5. Hearsay –info usually gain by the person operating in the area and performing casing job
OBSERVATION AND DECRIPTION, A.K.A (ODEX)
Observation – a complete and accurate observation by an individual of his surroundings an encompasses the use of
all the major sense to register and recognized its operational or Intel significance
Description – the actual and factual reporting of one’s observation of he reported sensory experience recounted by
another
Psychologist estimate that approximately 85% of our knowledge is gathered through sight, 13% from sense of hearing
and only 2% through the three other senses
Psychological Processes for accurate observation
 Attention – consist of he psychological process involve in becoming aware of an existence of fact
 Perception – involved in the understanding this fact of awareness
 Report – involved in identifying the name in one own mind and some fact which has been perceive, narrated and
identified
ELICITATION
It is a system or plan whereby information of intelligence value is obtained through the process direct
intercommunication in which one or more of he parties to the common is unaware of the specific purpose of the conservation.
The three phases are determination of the mission, selection of the subject, and accomplishment of the mission.
Two Devices in the conduct of Elicitation
 Approach – process of setting people to start talking
 Probe – to keep the people taking incessantly
Types of Approach
1. Flattery – people are susceptible to praise so use this weakness as a way of approaching the subject for elicitation.
a. Teacher – Pupil Approach – the subject is treated as an authority then solicit his view point and opinion on a
subject matter.
b. Kindred Soul Approach – the subject is placed in a pedestal having some specialized quality then flatter him/her
by showing enough concern for his/her welfare to pay special attention to his enjoyment
c. Good Samaritan Approach – is the sincere and valid offers of help and assistance are made to the subject
d. Partial – disagreement Approach – seek to produce talking by the word “I’m sure if I fully agree”.
2. Provocative Approach – discover a wide range of conventional gambits
a. Teaser Bait Approach – the elicitor accumulates the sources of knowledge about a particular subject to tempt
the subject to give his/her views.

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b. Manhattan from Missouri Approach – the elicitor adopts an unbelievable attitude above anything. He questions
all statements and oppositions.
c. Joe Blow Approach – is “I” know the answer to everything” approach. The elicitor adopts the attitude of being
approachable of any field.
d. National Pride Approach – nature propensity of al persons to defend their country and its policies.
Types to Probe
1. Competition Probe – this is effective when used in connection with the teacher pupil approach
2. Clarity Probe – used to elicit additional information in an area which the response is clear
3. High Pressure Probe – it serves to point out contradictions in what the subject has said
4. Hypothetical Probe – presents a hypothetical situation and to get he subject to react to the hypothetical situations
Purposes of Elicitation
1. To acquire info which is unbelievable through other channel
2. To obtain info which although unclassified in not publicity known
3. To provide source of info
4. To assist various individuals
PORTRAIT PARLE (P/P)
It is a means of using descriptive terms in relation to the personal features of an individual and it can be briefly
described as a world description or a spoken picture. (Anthropometry - no two human beings has the same body measurement)
Identification Methods
1. Branding and mutilation
2. Parade system with portrait parle
3. Fingerprint method
Several method of acquiring descriptive ability
1. Learns the meaning of the numerous words used in describing the various features of the persons.
2. Study and practice the description of the features, such as the eyes, hair or the nose as hey appear on several
different persons.
3. Learning a definite order of proceeding from one picture to another
Methods of obtaining descriptive information
1. Close observation of the person and accurate recording of the terms describing the features
2. Information describing through interviews of witnesses
3. Examination of observation of photographs and sketches
4. Examination of records
BACKGROUND CHECKS AND INVESTIGATION
Information needed: Domestic Background, Personal Habit, Business History, Social or Business Associates,
Medical History, Educational Background, Family History
TACTICAL INTERROGATION

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The need for obtaining information of the highest degree of credibility taken on the minimum of time can be through
interrogation which varies and dependent entirely on the situation. In tactical interrogation, familiarization of the following is
necessary:
 Interrogation – the systematic asking of questions to elicit information in the minimum of time.
 Interrogator - person who does the questioning.
 Interrogee – any person who is subjected to the interrogation process in any of its forms and phases.
 Suspect – any person believed to be associated with prohibited activity
 Source – a person who for any reason submits information of intelligence interest usually on a voluntary basis
 Provocateur – an individual from enemy forces who is deliberately introduce in our custody with a specific mission of
causing some unfavorable action or reaction on our part.
 Screening – initial examination of an interrogee to determine the extent of his knowledge of persons, places, things or
events in which we are interested.
 Formal Interrogation - the systematic attempt to exploit to an appropriate depth those are of he interrogee’s
knowledge which have been identified in the screening process
 Debriefing – the interrogation of a friendly interrogee who has information at the direction of or under the control of the
friendly intelligence service.
 Interview – Similar to a debriefing although it is less formal and the interrogee is not necessarily under the control or
employment of he respective intelligence service
 Interrogation Report – an oral or written statement of information by the questioning f an interrogee
INTERROGATION TECHNIQUES:
Techniques of Approach – the purpose is to gain the cooperation of the source and induce him to answer questions
which will follows.
1. The “Open Techniques” – the interrogator is open and direct in his approach and makes no attempts to conceal the
purpose of the interrogator. It is best employed when the interrogee is cooperative. It is frequently used at the tactical
level where time is a major interrogator.
2. The “Common Interest” Technique – the interrogator must exert effort to impress the interrogee of their common
interest. The interrogator must look for he point out the real advantages the interrogee will receive if he cooperates
3. Record File (we know all technique) – the interrogator prepare a file on the source listing all known information
(record should be padded to make it appear to be very extensive). The information must contain the life history of he
interrogee to include his activities and known associates (Party- bio-data of the interrogee is important). The “we know
all” s used in conjunction with the record file. During the approach, the interrogator may ask the interrogee about a
subject, if he refuses to cooperate, the interrogator may provide the answer in order to impress him that the
interrogator knows him very well (all is known).
4. Exasperation – Techniques (Harassment) – effectively employed against hostile type interrogee. The interrogator
must be alert because the interrogee may fabricate information to gain relief from irritation (monotype). Subject
Interrogee is placed in a longer period of interrogation without rest or sleep. The interrogator permits the source to go
to sleep and subsequently awaken for another series of questioning (this is done repeatedly). After many repetitions,
the interrogee will be exasperated and will finally cooperate hoping that he can be allowed to rest or sleep. Ask a
question, listen to a reply and then ask the same question repeatedly (use a tape recorder if possible). The purpose is
to bore the interrogee thoroughly until he begins to answer questions freely to end the harassment.
5. Opposite Personality Technique – also known as “Mutt and Jeff”, “Threat and Rescue”, “Bud Guy – God Guy’,
“Sweet and Sour”, “Sugar and Vinegar”, “Devil and Angel”. Use of two (2) interrogators playing opposite roles.
6. Egotist Techniques (Pride and Ego) – usually successful when employed against an interrogee who has displayed a
weakness or a feeling of insecurity. You may reverse the technique by complimenting the interrogee in hopes of getting
him to admit certain information to gain credit. Described him as the best person, superior or comrade.
7. “Silent” Technique – employed against nervous or the confident type of interrogee. Look out the interrogee squarely
in the eye with sarcastic smile (force him to break eye contact first). He may ask questions but the interrogator must
not answer. Patience is needed until the interrogator is ready to break silence.

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8. “Question Barrage” Technique (Rapid Fire Questioning) – intended to confuse the interrogee and put him into a
defensive position. The interrogee become frustrated and confused, he will likely reveal more than he intended, thus
creating opening for further questioning.
INTELLIGENCE IN NATIONAL SECURITY
Understanding National Security
National Interest - Each nation, regardless of creed or form, has their national interest to protect and to advance. For
national interests, people would willingly go to war to succeed of perish. What then is national interest? National interest has
been defined in many ways. But for our purposes, we take the context of national interest to mean the general and continuing
end for which a nation acts. The term “national interest” is used to refer to the general concept of national security and well-
being. National are what the decision-making body in government determines which beliefs, matters or dictates of conscience
are important to the maintenance of the nation. To secure or support national interest, certain objectives may be set by a nation.
And what are the Philippines national interests? Invariably, our national interest includes self-preservation, freedom
and independence, territorial integrity, political stability, and socio-economic welfare. National Principles and Polices - From
our national interests, national principles and polices are derived. These are:
a. That our country shall be a Republican State
b. That the defense of the state shall be the concern of all citizens.
c. That we, as a people, renounce war to further our national interests.
d. That our government shall promote social justice.
e. That as a matter of concept, civilian authority is supreme at all times over the military. This concept is actualized
when the President assumes at the same time the position of the Commander-in-Chief of the AFP.
National Strategy - In furtherance of our national principles and polices, the leaders of our nation are then able to
formulate our strategy.
National Power - How may a nation measures ones power? The elements of national power are numerical strengths
and character of population, cultural development and character of government, geographical location, resources, economic
development and military potential. The degree to which a nation is strong or deficient in these elements is normally a measure
of its national power.
The components of National Power are: Political Strength, Economic Strength, Cultural Strength, and Military Strength.
Political strength stems from the character of the people and from the type and stability of the government and the soundness
of its foreign policy. Economic strength stems from a combination of factor such as geographic location, climatic conditions,
supply of natural resources, industrial capacity, internal and external communication systems, international trade, and the size,
health and technical competence of the population. Cultural strength stems from the national unity, the social and moral fiber of
the people and the things they believe in, and from the nature and vigor of national institutions-political, social, religious,
educational, scientific and cultural. Military strength is the ability of a nation to exert pressure by armed force in furtherance of
national policy. It consists of the strength of all the armed forces in combination with other elements of national power, depending
heavily on natural resources, economic strength, a broad base of war industries and a vigorous population, military strength is
influenced by the number and quality of the nation’s military, economic, and political alliances.

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INDUSTIRIAL SECURITY MANAGEMENT & ADMINISTRATION
CONCEPT OF SECURITY
Security is a state or condition of being secured; there is freedom from fear, harm, danger, loss, destruction or
damages. Basically, it was the action of man against man that led to many unsecured and unsafe conditions. Reasons could be
economic, revenge, or just plain greed and avarice. Whatever the motives, the civilized man needs adequate protection.
Since security in general is very hard to comprehend, it can be divided into three major areas:
1. Physical Security - this concern with the physical measures adopted to prevent unauthorized access to equipment,
facilities, material and document and to safeguard them against espionage, sabotage, damage, loss and theft.
2. Personnel Security- this is as important as physical security. Personnel security starts even before the hiring of an
employee and remains to be maintained for as long as the person is employed. Its purpose is to insure that a firm hires
those best suited to assist the firm in achieving its goals and objectives and once hired assist in providing necessary
security to the work force while carrying out their functions.
3. Document and Information Security- this involves the protection of documents and classified papers from loss,
access by unauthorized persons, damage, theft and compromise through disclosure. Classified documents need
special handling. Lack of indoctrination and orientation among the personal handling them can result in the leakage,
loss, theft and unauthorized disclosure of the documents.
Physical security, personnel security, and document security cannot exist independently- they are mutually supporting.
They are in many respects overlapping. Physical security is correlated to the other two parts, interwoven and one is essential to
the other.
PROTECTIVE SECURITY SYSTEMS
Protective Security can be defined as those measures taken by an installation or unit to protect itself against
sabotage, espionage or subversion and at the same time provide freedom of action in order to provide the installation of the unit
with the necessary flexibility to accomplish its mission.
The aspects of protective security can be seen with the application of the following:
1. Industrial Security – a type of security applied to business groups engaged in industries like manufacturing,
assembling, research and development, processing, warehousing and even agriculture. It may also mean the
business of providing security.
2. Hotel Security - a type of security applied to hotels where its properties are protected from pilferage, loss, damage
and the function in the hotel restaurants are not disturbed and troubled by outsiders or the guest themselves. This type
of security employs house detectives, uniforms guard and supervisor and insures that hotel guests and their personal
effects are safeguarded.
3. Bank security - this type of security is concern with bank operations. Its main objective is the protection of bank cash
and assets, its personnel and clientele. Security personnel are trained to safeguard bank and assets while in storage,
in transit and during transactions.
4. VIP Security - a type of security applied for the protection of top-ranking officials of the government or private entity,
visiting persons of illustrious standing and foreign dignitaries.
5. School Security - a type of security that is concern with the protection of students, faculty members, and school
properties. Security personnel are trained to protect the school property from theft, vandals, handling campus riots and
detecting the use of intoxicated drugs and alcohol by the students.

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6. Supermarket or Mall Security - a type of security which is concern with the protection of the stores, warehouses,
storage, its immediate premises and properties as well as the supermarket personnel and customers. Security
personnel are trained to detect “shoplifter”, robbery, and bomb detection and customer relation.
7. Other types – this include all other security matters not covered in the above enumeration.
PHYSICAL SECURITY
Definition: Physical security measures are being used to define, protect, and monitor property rights and assets. These
measures consist of barriers and devices that would detect, impede, and prevent unauthorized access to equipment, facilities,
material and document and to safeguard them against espionage, sabotage, damage and theft.
Physical security may be also defined as the safeguarding by physical means, such as guard, fire protection measures, of plans,
policies, programs, personnel, property, utilities, information, facilities and installation against compromise, trespass, sabotage,
pilferage, embezzlement, fraud, or other dishonest criminal act.
What is a Barrier?
A barrier can be defined as any structure or physical device capable of restricting, deterring, delaying, illegal access to
an installation.
Generally, a barrier is use for the following purposes:
1. Define the physical limits of an area.
2. Create a physical and psychological deterrent to unauthorized entry.
3. Prevent penetration therein or delay intrusion, thus, facilitating apprehension of intruders.
4. Assist in more efficient and economical employment of guards
5. Facilitate and improve the control and vehicular traffic.
Types of Barriers
1. Natural barriers - it includes bodies of waters, mountains, marshes, ravines, deserts or other terrain that are difficult to
traverse.
2. Structural barriers - these are features constructed by man regardless of their original intent that tends to delay the
intruder. Examples are walls, doors, windows, locks, fences, safe, cabinets or containers etc.
3. Human barriers - persons being used in providing a guarding system or by the nature of their employment and
location, fulfill security functions. Examples are guards, office personnel, shop workers, etc.
4. Animal barriers - animals are used in partially providing a guarding system. Dogs are usually trained and utilized to
serve as guard dogs. German shepherds are best suited for security functions. Goose and turkeys could also be
included.
5. Energy barriers - it is the employment of mechanical, electrical, electronic energy imposes a deterrent to entry by the
potential intruder or to provide warning to guard personnel. These are protective lighting, alarm system and any
electronic devices used as barriers.
Three Line of Physical Defense
1. First line of Defense- perimeter fences/ barriers
2. Second line of defense- doors, floors, windows, walls, roofs and grills and other entries to the buildings
3. Third line of defense- storage system like steel cabinets, safes, vaults and interior files.
Principles of Physical Security
1. The type of access necessary will depend upon a number of variable factors and therefore may be achieved in a
number of ways.
2. There is no impenetrable barrier
3. Defense-in depth is barriers after barriers
4. Delay is provided against surreptitious and non-surreptitious entry.

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5. Each installation is different.
What is a Restricted Area?
A restricted area is any area in which personnel or vehicles are controlled for reasons of security. Restricted area is
established to provide security for installation or facilities and to promote efficiency of security operations and economy in the use
of security personnel.
Types of Restricted Areas
Two types of restricted areas may be established to permit different degrees of security within the same installation or
facility, and to provide efficient bases for the application of different degrees of access, circulation and protection. These
restricted areas are termed Exclusion areas and Limited areas. Exclusion Area- an exclusion area is a restricted area which
contains a security interest to TOP SECRET importance, and which requires the highest degree of protection. Limited Area
Control- a limited area is a restricted area in which a lesser degree of control is required than in an exclusion area but which the
security interest would be compromised by uncontrolled movement.
Limited Area Control includes the following:
a. Interior Area Control - Interior area control is generally affected in two ways. The first method is the system
which is initiated and terminated at the outer limits of the area to determine the movements of a visitor within the
area. A second somewhat less means of accomplishing the same thing is time travel. This system provides for
checking the actual time used by the visitor against known time requirements for what the visitor is to accomplish.
b. Visitor Identification and Movements Control - Processing and control of movements of visitor shall be
included in the PASS SYSTEM. The control of movements of visitor will depend on the installation. A visitor
register shall be maintained to include the name of the visitor, date of visit, purpose of visit, which may be filed for
the future reference.
c. Key Control- A system of controlling keys shall be advised and regulations covering the disposal, storage or
withdrawals, shall be issued and imposed.
d. Fire Prevention- fire is so potentially destructive without human assistance, with assistance it can be caused to
devastate those things you are attempting to secure and, professionally accomplished, often in a way that does
not leave recognizable evidence of sabotage.
What is Perimeter Security?
It is the protection of the installation’s inner and the immediate vicinity. The main purpose of perimeter barrier is to deny
or impede access or exit of unauthorized person. Basically, it is the first line of defense of an installation. This is maybe in the
form of fences, building walls or even bodies of water.
The function and location of the facility itself usually determine the perimeter of the installation. If the facility is located
in a city whereby the facility is located in a city whereby the building or enterprise occupies all the area where it is located, the
perimeter may be the walls of the building itself. Most of the Industrial companies, however, are required to have a wide space
for warehousing, manufacturing etc.
Types of Perimeter Barrier
Perimeter barriers includes fences, walls, bodies of water
Types of Fences
Solid fence -constructed in such away that visual access through the fence is denied. Its advantage is that it denies
the opportunity for the intruder to become familiar with the personnel, activities and the time scheduled of the movements of the
guards in the installation. On the other hand, it prevents the guards from observing the area around the installation and it creates
shadow that may be used by the intruder for cover and concealment.

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Full-view fence - it is constructed in such away that visual access is permitted through the fence. Its advantages are
that it allows the roving patrols and stationary guard to keep the surrounding are of the installation under observation. On the
other hand, it allows the intruder to become familiar with the movements and time schedule of the guard patrols thereby allowing
him to pick the time that is advantageous on his part.
Types of Full-View Fence
1. Chain link fence
 It must be constructed of 7 feet material excluding top guard.
 It must be of 9 gauges or heavier.
 The mesh openings are not to be larger than 2 inches per side.
 It should be twisted and barbed selvage at top and bottom
 It must be securely fastened to rigid metal or reinforced concrete.
 It must reach within 2 inches of hard ground or paving.
 On soft ground, it must reach below surface deep enough to compensate for shifting soil or sand.
2. Barbed wire fence
 Standard barbed wire is twisted, double-strand, 12-gauge wire with 4 point barbs spaces in an equal distance
apart.
 Barbed wire fencing should not be less than 7 feet high excluding top guard.
 Barbed wire fencing must be firmly affixed to posts not more than 6 feet apart.
As a standard, the distance between strands must not exceed 6 inches at least one wire will be interlaced vertically
and midway between posts.
3. Concertina wire fence
 Standard concertina barbed wire is commercially manufactured wire coil of high strength steel barbed wire clipped
together at intervals to form a cylinder.
 Opened concertina wire is 50 feet long and 3 feet in diameter.
Perimeter Barrier Opening
 Gates and Doors - when not in use and controlled by guards, gates and doors in the perimeter should be locked
and frequently inspected by guards. Locks should be changed from time to time and should be covered under
protective locks and key control.
 Side-walk-elevators - these provide access to areas within the perimeter barrier and should be locked and
guarded.
 Utilities Opening - sewers, air intakes, exhaust tunnels and other utility openings which penetrate the barrier and
which have cross sectional areas of 96 square inches or more should be protected by bars, grills, water filled traps
or other structural means providing equivalent protection to that portion of the perimeter barriers.
 Clear Zones - an obstructed area or a “clear zone” should be maintained on both sides of the perimeter barrier. A
clear zone of 20 feet or more is desirable between the barriers and exterior structures and natural covers that may
provide concealment for assistance to a person seeking unauthorized entry.
Additional Protective Measures
 Top Guard - additional overhang of barbed wire placed on vertical perimeter fences upward and outward with a 45
degree angle with 3 to 4 strands of barbed wires spaced 6 inches apart. This increases the protective height and
prevents easy access.
 Guard Control stations - this is normally provided at main perimeter entrances to secure areas located out-of-doors,
and manned by guards on full-time basis. Sentry station should be near a perimeter for surveillance at the entrance.
 Tower Guard - this is a house-like structure above the perimeter barriers. The higher the tower, the more visibility it
provides. It gives a psychological unswerving effect to violators. By and large guard towers, whether permanent or
temporary, must have a corresponding support force in the event of need. Towers as well as guard control stations

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should have telephones, intercoms, and if possible two-way radios connected to security headquarters or office to call
for reserves in the event of need.
 Barrier Maintenance - fencing barriers and protective walls should always be regularly inspected by security. Any sign
or attempts to break in should be reported for investigation. Destruction of fence or sections thereof should be repaired
immediately and guard vigilance should be increased.
 Protection in Depth - in large open areas or ground where fencing or walling is impractical and expensive, warning
signs should be conspicuously placed. The depth itself is protection reduction of access roads, and sufficient notices to
warn intruders should be done. Use of animals, as guards and intrusion device, can also be good as barriers.
 Signs and notices - “Control signs” should be erected where necessary in the management of unauthorized ingress to
preclude accidental entry. Signs should be plainly visible and legible from any approach and in an understood
language or dialect.
What is Protective Lighting?
The idea that lighting can provide improve protection for people and facilities is as old as civilization. Protective lighting is the
single most cost-effective deterrent to crime because it creates a psychological deterrent to the intruders.
Types of Protective Lighting
1. Continuous lighting - the most familiar type of outdoor security lighting, this is designed to provide two specific
results: glare projection or controlled lighting. It consists of a series of fixed luminaries at range to flood a given area
continuously during the hours of darkness.
a. Glare projection type- it is being used in prisons and correctional institutions to illuminate walls and outside
barriers.
b. Controlled lighting- it is generally employed where, due to surrounding property owners, nearby highways or
other limitations, it is necessary for the light to be more precisely focused.
2. Standby lighting - it is designed for reserve or standby use or to supplement continuous systems. A standby system
can be most useful to selectively light a particular area in an occasional basis.
3. Movable or Portable lighting - this system is manually operated and is usually made up of movable search or
floodlights that can be located in selected or special locations which will require lighting only for short period of time.
4. Emergency lighting - this system is used in times of power failure or other emergencies when other systems are
inoperative.
General Types of Lighting Sources
Listed below are the general lighting sources that are mostly used in providing indoor or outdoor lighting.
1. Incandescent lamp - it is the least expensive in terms of energy consumed and has the advantage of providing instant
illumination when the switch is on.
2. Mercury vapor lamp - it is considered more efficient that the incandescent and used widespread in exterior lighting.
This emits a purplish-white color, caused by an electric current passing through a tube of conducting and luminous
gas.
3. Metal halide - it has similar physical appearance to mercury vapor but provides a light source of higher luminous
efficiency and better color rendition.
4. Fluorescent - this provides good color rendition, high lamp efficiency as well as long life. However, it cannot project
light over long distance and thus are not desirable as flood type lights.
5. High-pressure sodium vapor - this has gained acceptance for exterior lighting of parking areas, roadways, buildings
and commercial interior installations. Constructed on the same principle as mercury vapor lamps, they emit a golden
white to light pink color and this provide high lumen efficiency and relatively good color rendition.
Types of Lighting Equipment

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Three types of lighting equipment are generally used or associated with security lighting. These are:
1. Floodlights - These can be used to accommodate most outdoor security lighting needs, including the illumination of
boundaries, fences and buildings and for the emphasis of vital areas or particular buildings.
2. Street lights - This lighting equipment received the most widespread notoriety for its value in reducing crime.
3. Search lights - These are highly focused incandescent lamp and are designed to pinpoint potential trouble spots.
4. Fresnel lights - These are wide beam units, primary used to extend the illumination in long, horizontal strips to protect
the approaches to the perimeter barrier. Fresnel projects a narrow, horizontal beam that is approximately 180 degrees
in the horizontal and from 15 to 30 degrees in the vertical plane.
What are Protective Alarms?
Protective alarm is one of the important barriers in security. It assists the security in detecting, impeding or deterring
potential security threat in the installation. Basically, its function is to alert the security personnel for any attempt of intrusion into
a protected area, building or compound. Once an intruder tampers the circuitry, the beam or radiated waves of the alarm system,
it will activate an alarm signal.
On the other hand, the use of communication equipment in the installation helps security in upgrading its operational
efficiency and effectiveness.
Three Basic Parts of Alarm System
1. Sensor or trigger device - it emits the aural or visual signals or both.
2. Transmission line - a circuit which transmit the message to the signaling apparatus.
3. Enunciator/annunciator - it is the signaling system that activates the alarm.
Types of Protective Alarm System
1. Central Station System - a type of alarm where the control station is located outside the plant or installation. When
the alarm is sounded or actuated by subscriber, the central station notifies the police and other public safety agencies.
2. Proprietary system - centralized monitor of the proprietary alarm system is located in the industrial firm itself with a
duty operator. In case of alarm, the duty operator calls whatever is the primary need; firefighters, police, an ambulance
or a bomb disposal unit.
3. Local Alarm – This system consist of ringing up a visual or audible alarm near the object to be protected. When an
intruder tries to pry a window, the alarm thereat goes off.
4. Auxiliary alarm - company-owned alarm systems with a unit in the nearest police station so that in case of need,
direct call is possible. The company maintains the equipment and lines both for the company and those in the police,
fire and other emergency agencies by special arrangement. Radio, landlines, or cell phones can avail of the auxiliary
system.
Kinds of Alarms
1. Audio Detection Device - it will detect any sound caused by attempted force entry. A supersonic microphone speaker
sensor is installed in walls, ceilings and floors of the protected area.
2. Vibration Detection Device - it will detect any vibration caused by attempted force entry. A vibration sensitive sensor
is attached to walls, ceilings or floors of the protected area.
3. Metallic foil or wire - it will detect any action that moves the foil or wire. An electrically charge strips of tinfoil or wire is
used in the doors, windows or glass surfaces of the protected area.
4. Laser Beam Alarm - a laser emitter floods a wall or fencing with a beam so that when this beam is disturbed by a
physical object, an alarm is activated.
5. Photoelectric or Electric Eye Device - an invisible/visible beam is emitted and when this is disturbed or when an
intruder breaks contact with the beam, it will activate the alarm.
What is Protective Lock and Key Control?

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Lock is one of the most widely used physical security devices in the asset protection program of an installation. It
complements other physical safeguards of the installation against any possible surreptitious entry. However, the owner of the
installation or his security officer needs to understand the weaknesses and strength of each type of lock including the door,
window or walls to be used to achieve maximum benefit from its application. This is because highly skilled burglars more often
concentrate on the lock and its surrounding mechanism in order to make a forcible entry. It is for this obvious reasons that locks
are considered as delaying devices which can not really stop a determine intruder from destroying the lock just to launch an
attack. Hence, knowledge of the basic principles of locking systems will enable the installation owner or the security officer to
evaluate any lock and determine its quality and effectiveness in a particular application.
What is a Lock?
A lock is defined as a mechanical, electrical, hydraulic or electronic device designed to prevent entry into a building,
room, container or hiding place.
Types of Locks
1. Key-operated mechanical lock - it uses some sort of arrangement of internal physical barriers (wards tumblers)
which prevent the lock from operating unless they are properly aligned. The key is the device used to align these
internal barriers so that the lock may be operated.
Three (3) Types of Key-operated Lock
a. Disc or wafer tumbler mechanism
b. Pin tumbler mechanism
c. Lever tumbler mechanism
2. Padlock - a portable and detachable lock having a sliding hasp which passes through a staple ring and is then made
fasten or secured.
3. Combination lock - instead of using the key to align the tumblers, the combination mechanism uses numbers, letters
or other symbols as reference point which enables an operator to align them manually.
4. Code-operated lock - a type of lock that can be opened by pressing a series of numbered button in the proper
sequence.
5. Electrical lock - a type of lock that can be opened and closed remotely by electrical means.
6. Card-operated lock - a type of lock operated by a coded card.
Types of keys
1. Change key - a specific key, which operates the lock and has a particular combination of cuts which match the
arrangement of the tumblers in the lock.
2. Sub-master key - a key that will open all the lock within a particular area or grouping in a given facility.
3. Master key - a special key capable of opening a series of lock.
4. Grand Master key - a key that will open everything in a system involving two or more master key groups.
Key Control
Once an effective key control has been installed, positive control of all keys must be gained and maintained. This can
be accomplished only if it is established in conjunction with the installation of new locking devices. The following methods can be
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1. Key cabinet- a well-constructed cabinet will have to be procured. The cabinet will have to be of sufficient size to hold
the original key to every lock in the system. It should be secured at all times.
2. Key record- some administrative means must be set up to record code numbers and indicates to whom keys to
specific locks have been issued.
3. Inventories- periodic inventories will have to be made of all duplicate and original keys in the hands of the employees
whom they have been issued.
4. Audits- in addition to periodic inventory, an unannounced audit should be made of all key control records and
procedures by a member of management.
5. Daily report- a daily report should be made to the person responsible for key control from the personnel department
indicating all persons who have left or will be leaving the company. In the event that a key has been issued, steps
should be initiated to insure that the key is recovered.
What is a Security Cabinet?
The final line of defense at any facility is in the high security storage where papers, records, plans or cashable
instrument, precious metals or other especially valuable assets are protected. These security containers will be of a size and
quantity, which the nature of the business dictates.
In protecting [property, it is essential to recognize that protective containers are designed to secure against burglary or fire. Each
type of equipment has a specialized function and it will depend on the owner of the facility which type ha is going to use.
Three (3) Types of Security Cabinet
1. Safe - a metallic container used for the safekeeping of documents or small items in an office or installation. Safe can
be classified as either robbery or burglary resistance depending upon the use and need.
a. Its weight must be at least 750 lbs. And should be anchored to a building structure.
b. Its body should at least one inch thick steel.
2. Vault - heavily constructed fire and burglar resistance container usually a part of the building structure used to keep
and protect cash, documents and negotiable instruments. Vaults are bigger than safe but smaller than a file room.
a. The vault door should be made of steel at least 6 inches in thickness.
b. The vault walls, ceiling, floor reinforce concrete at least 12 inches in thickness.
c. The vault must be resistive up to 6 hours.
3. File room - a cubicle in a building constructed a little lighter than a vault but of bigger size to accommodate limited
people to work on the records inside.
a. The file room should at most be 12 feet high.
b. It must have a watertight door and at least fire proof for one hour.
Control of Personnel in the Physical Facility
In every installation, the use of protective barriers, security lighting, communication and electronic hardware provides
physical safeguards but these are insufficient to maximize the effort of the guard force. A control point must be established for
positive personnel identification and check system. This is to insure that only those persons who have the right and authority will
be given the necessary access to the area.
The most practical and generally accepted system of personnel identification is the use of identification cards badges or passes.
Generally speaking, this system designates when and where and how identification cards should be displayed, and to whom.
This helps security personnel eliminate the risk of allowing the access of unauthorized personnel within the establishments.
Types of Personnel Identification
1. Personal recognition
2. Artificial recognition- identification cards, passes, passwords, etc.

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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 Control
Security should establish proper methods of establishing the authority for admission of visitors as well as the limitation
thereat. This security measure would depend on the sensibility of the installation, but could include the following:
1. Visitor’s logbook – All visitors to any facility should be required to identify them selves and should be given a visitor’s
ID by the security. Visitor’s logbook should be filled up with the named of visitors, nature and duration of visit.
2. Photograph - taking of photographs should also be considered. Extreme caution must be exercised in areas where
classified information is displayed to preclude unauthorized taking of pictures of the installation. If a visitor has camera
and it is prohibited to take picture, said camera should be left in the care of security with corresponding receipt.
3. Escort - If possible visitors should be escorted by the security to monitor their activity within the establishment and
guide them where to go.
4. Visitor entrances - separate access for visitors and employees of the establishment should be provided.
5. Time- traveled - If there is a long delay or time lapse between the departure and arrival, the visitors maybe required to
show cause for the delay.
Package Movement Control
Every facility must establish a system for the control of package entering or leaving the premises. However, desirable it
might seem it is simply unrealistic to suppose that a blanket rule forbidding packages either in or out would be workable. Such a
rule would be damaging to the employee morale and, in many cases, would actually work against the efficient operation in the
facility. Therefore, since the transporting of packages through the portals is a fact of life, they must be dealt with in order to
prevent theft and misappropriation of company properties. Thus;
a. No packages shall be authorized to be brought inside the industrial installation, offices and work area without proper
authority. This basic precept help reduce if not eliminate pilferage, industrial espionage or sabotage.
b. Outgoing packages carried by personnel should be closely inspected and those in vehicles should also be checked as
many pilfered items are hidden in the surface of the vehicles leaving the compound.
c. Any personnel/visitor entering the installation with a package should deposit the same to the security and in return
receives a numbered tag, which he/she will use in claiming his/her package upon departing.
Control of Vehicle in the Installation
Vehicular traffic within the boundaries of any facility must be carefully controlled for safety as well as to control the
transporting of pilfered goods from the premises. Thus
1. Privately owned vehicle of personnel/visitor should be registered and are subject to the identification and admittance
procedure.
2. Vehicles should be subjected for search at the entrance and exit of the installation.
3. All visitors with vehicle should provide the security as to the complete details of their duration of stay, person to be
visited, and other information.
4. All vehicles of visitors should be given a sign/sticker to be placed on the windshield.

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5. Traffic warning signs should be installed in all entrances in order to guide the visitors in their destination as well to
provide them with the necessary safety precautions while they are inside the installation.
6. Security personnel must constantly supervise parking areas and make frequent spots searches of vehicles found there.
Building Access Control
At any physical barrier, a security system must posses the ability to distinguish among authorized persons,
unauthorized visitors, and other unauthorized persons. This is to assist the security personnel protects sensitive are and
information within the installation. Appropriate warning signs should be posted at the building perimeter. Special restricted entry
facilities to public access should be provided. This will be dependent on the degree of security needed for the protection of
property, activity and other processes within the building. A clear-cut policy on the access control should be disseminated to all
personnel of the installation.
PERSONNEL SECURITY
Personnel Security includes all the security measures designed to prevent unsuitable individuals or persons of doubtful
loyalty to the government, from gaining access to classified matter or to any security facility, and to prevent appointment, or
retention as employees of such individuals,
The Security “Chain”: Personnel Security is the “weakest link” in the security “chain”. This weakness can best be
minimized or eliminated by making init personnel security conscious through good training program. Security depends upon the
action of the individuals. The superior must instruct his subordinates so that they will know exactly what security measures to
take in every instance, a safe will not lock itself. An individual must be properly instructed and must do the locking.
Control of Personnel
Access to “restricted Areas” can be partially controlled by fences, gates and other physical means, but the individual
working in the area is the key to the bringing out of classified matter to unauthorized personnel. Written information does not
have the power of speech. Only the individual has knowledge of this written information can pass it to an unauthorized personnel
if he unguardedly talks about information.
What is Personnel Security Investigation?
It is an inquiry into the character, reputation, discretion and loyalty of individual in order to determine a person’s
suitability to be given security clearance.
Types of Personnel Security Investigation (PSI)
National Agency Check (NAC). – This is an investigation of an individual made upon the basis of written information
supplied by him in response to official inquiry, and by reference to appropriate national agencies. It is simply a check of the files
and record of national agencies. The national agencies checked under this type of investigation are the following:
 National Intelligence Coordinating Agency (NICA)
 National Bureau of Investigation (NBI)
 ISAAFP or J2 Division, GHQ AFP
 CIDG PNP Camp Crame., etc.

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Local Agency Check (LAC) – This type of investigation consist of the first type plus written inquiries sent to
appropriate local government agencies, former employees, references and schools listed by the person under investigation. The
local agencies normally check besides the past employment, schools and references are the following:
 Place of the locality where the individual is a resident.
 Mayor, Police, Fiscal, Judge of the locality where the individual is a resident.
Background Investigation (BI) This is more comprehensive investigation than the NAC or the NAC and LAC. A
through and complete investigation of all or some of the circumstances or aspects of a person’s life is conducted.
This type of personnel Security Investigation may either be a complete (CBI) or a partial Background Investigation
(PBI).
1. Complete Background Investigation – Consist of the investigation of the background of a person, particularly all the
circumstances of his personal life.
2. Partial Background Investigation – Consist of the investigation of the background of an individual but limited only to
some of the circumstances of his personal life which are deemed pertinent to the investigation. Normally, the request
for the investigation will indicate the specific personal circumstances to be covered. This type of BI is also used to
further develop questionable information contained in another investigation report.
Factors considered in Background Investigation.
1. Loyalty – faithful allegiance to the country, government and its duly constituted authority.
2. Integrity- uprightness in character, soundness of moral principles, freedom from moral delinquencies, ore more simply
stated-honesty.
3. Discretion- the ability of tendency to act or decide with prudence; the habit of wise judgment or simply stated- good
judgment
4. Moral- distinctive identifying qualities which serve as an index to the essential or intrinsic nature of a person; his
outward manifestation, personal traits or moral habits.
5. Character- the sum of the traits that serves as an index of the essential intrinsic nature of a person. It is the aggregate
of distinctive mental and moral qualities that have been impressed by nature, education and habit upon the individual.
6. Reputation- opinion or estimation in which one is generally held. It is what one reported to be, whereas character is
what a person is.
Motives that cause people to be disloyal
1. Revenge- a real or fancied wrong can create a hatred which will stop at nothing to obtain revenge of the offender.
Hatred wraps the sense of moral values until the hater will go to any lengths, even betrayal of his country, to avenge
himself on the person or class of people hated.
2. Material Gain- some people are so avid for material gain that they will stop at nothing to achieve this end.
3. Personal Prestige- this motivation applies to those whose main desire is for power-power over others-to prove to the
world what leaders they are. However, their desire for power makes them especially vulnerable to subversion.
4. Friendship –through close attachment to another person, many people, otherwise of high integrity, will do things
inimical to their country’s interest.
5. Ideological Beliefs- If a person holds inimical to their country, they are of course vulnerable to approach by
subversive groups of agents.
THE GUARD FORCE AND GUARD SYSTEM

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The security guard force is the key element in the overall security system of a plant or installation. Its basic mission is
to protect all the property within the limits of the facility boundaries and protect employees and other persons on the installation.
Security Guard Defined
Sometimes called private security guard or watchman shall include any person who offers or renders personal service
to watch or secure either a residence or business establishment or both for hire or compensation, and with a license to exercise
profession.
Security Guard Force
It is a group of force selected men, trained or grouped into functional unit for the purpose of protecting operational
processes from those disruption which would impeded efficiency or halt operation at a particular plant, facility, installation or
special activity
Types of Security Guard Forces
1. Private Security Agency - any person, association, partnership, firm or private corporation, who contracts, recruits,
trains, furnishes or post any security guard, to do its functions or solicit individual s, business firms, or private, public or
government-owned or controlled corporations to engage his/its service or those of his/its security guards, for hire
commission or compensation.
2. Company Security Force - A security force maintained and operated any private company/ corporation for its own
security requirements only.
3. Government Security Unit - a security unit maintained and operated by any government entity other than military
and/a police, which is established and maintained for the purpose of securing the office or compound and/or extension
such government entity.
Typical Structure of a Security Organization
The security force of any installation must be organized in accordance with the principles of responsibility and
authority. Each personnel must be assigned to a position that corresponds to his experience, skills, training and knowledge. This
is to carry out different functions efficiently and effectively and thus insures smooth flow of the organization.
The security positions may be classified into the following:
1. Office of the General Manager/Security Director
a. The office of the General Manager/Security Director is vested the authority and responsibility of running the
security force by authority of the President of the Company/Corporation.
b. The General Manager/Security Director is directly responsible to the President of the Company/Corporation
in the operations and administration of the security force/
c. He is the principal adviser to the president on matters involving security operations, administration of the
security force.
d. He is the overall head of both various staff departments and field units where he may delegate corresponding
authority commensurate to their assigned responsibility.
e. He implements policies promulgated by the policy making body and executed by the President.
f. He directs controls and supervises all offices and field units of the force in their respective assigned tasks.
g. He performs other functions as directed by the President of the Company/Corporation.
2. Office of the Executive secretary of the General Manager
a. He is the principal administrative assistant to the General Manager/Security Director.
b. He prepares communications initiated by the General Manager/Security Director.
c. He maintains records of scheduled conferences, appointments and other engagements and advises the
GM/SD of such activities.
d. He records and checks outgoing communications signed by the GM/SD as to its completeness (attachments
to be considered) as well as to ensure the timely dispatch to the addressee through the administrative
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e. To perform other duties as directed by the General Manager/Security Director.
3. Office of the Assistant General Manager/Security Executive Director
a. The Security Executive Director is the Assistant Manger of the Security Force and takes the Operational and
Administrative Management of the security force in the absence of the GM/SD
b. He is directly responsible to the GM/SD
c. He performs other duties as directed by GM/SD
4. Office of the Human Resources and Administrative Manager/Staff Director for Personnel and Administration
a. The principal staff assistant to the General Manager/Security Director for planning and supervising matters or
activities pertaining to personnel management and miscellaneous administrative functions such as:
b. Personnel Strengths
c. Replacement
d. Discipline, Law and Order
e. Morale and Personnel Services
f. Personnel Procedures
g. Interior Management
h. Personnel Adviser
5. Office of the Operations Manager/Staff Director for Operations
a. This office is the principal staff on Operations, training, intelligence and investigation.
6. Office of the Finance
a. This office is principally concerned with budgeting, finance, reports control and program review and analysis.
Exercises supervision over the management engineering activities of the company and the accounting office.
Renders advice, assistance and guidance to GM/SD on financial management. Specific duties and functions
of the Finance Office are:
b. Accounting
c. Credit and collection
d. Bookkeeping
e. Billing
f. Payroll and disbursing
7. Office of the Logistic Manager
a. This office is in charge with the following:
b. Coordinates plan and supervise the implementation of directive and guidance determines divisional
responsibility and evaluates in logistical planning and related planning programs.
c. Develops, administers, and coordinates research and development on logistical matters.
d. Collects and computes statistical data on logistical matters.
e. Recommends logistics budget policy including budget planning.
f. Prepares estimates and/or requirements to ensure that logistical plans support for corporate plans.
g. Performs necessary program and fiscal administration.
h. Supervise all matters pertaining to supply.
i. Determine the organization, allocation of service personnel
j. Plans for maintenance and repair of supplies and equipment.
8. Office of the Inspectorate and Special Projects (Special Staff)
a. This office assists the General Manger in inquiring into, and reports upon matters pertaining to the
performance of the different staff, units, towards the attainment of corporate objectives. It also inquires on the
state of discipline, efficiency and economy of the company.
b. The Inspectorate Staff conducts inspections, investigations and submits reports to the General Manager. In
the performance of its duties and functions, the General Manger is provided relevant information pertaining to
meritorious conduct and performance of a unit or individual.

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c. This office is also tasked to conduct overt and covert inspections and investigations and other related
services.
9. Office of the Communications Officer
a. The Communications Officer who is a licensed radio operator is the principal adviser of the General Manager
on communication on matters pertaining to radio communication.
10. The Detachment Commander/Officer-in-Charge
a. A Detachment Commander shall command and responsible for a certain detachment, with fifteen (15) or
more security personnel under him. He is directly responsible to the Security Manager of the installation.
b. He prepares and executes the security plan of his Detachment in relation to the security requirements of the
establishment being guarded.
c. He is responsible for the enforcement and implementation of Rules and Regulations/Policies.
d. He receives instructions from the Security Manager and implements the same as required
e. He has full operational and administrative control of all his units to include his assistant and shift-in-
charge/supervisor.
f. He conducts inspection of his units and institutes corrective measures on the spot on those problems he may
detect or brought to his attention. If not possible, he brings the problem to the Security Manager of the
establishment.
11. Assistant Detachment Commander
a. Detachment with more than twenty (20) security personnel assigned may be provided with an Assistant
Detachment Commander who will be the principal assistant of the Detachment Commander.
b. In the absence of the Detachment Commander, he performs the duties of the Detachment Commander.
12. Shift-in-Charge
a. The Shift-in-Charge shall be responsible to the Detachment Commander as far as his shift is concerned.
b. He forms his men at least 30 minute before posting time seeing that all are in proper uniform and
presentable.
c. He disseminates instructions coming form his Detachment Commander/OIC or those relayed to him by his
counter-part, the outgoing SIC.
d. He inspects the posts as often as he can to ensure that his men are on the alert and performing their duties
effectively.
e. He performs other duties as may be directed by the Detachment Commander or by the ADC.
13. Security Guard on Duty/Post
a. The Security Guard (SG) on Duty/Post must always carry his license to practice his profession, Xerox copy
of the firearm’s license assigned to him, and his duty detail order, authorizing him to carry his issued firearm
within his area of jurisdiction.
b. If the Security Guard is manning a fixed post especially entrance or exit points, he must maintain a guard’s
logbook and enters in the same logbook all events/passages of VIP’s vehicles and inspections or visits of
Security Manager/Director of the Client/Firm.
c. Guards must observe and apply religiously the provisions of the Code of Ethics, Code of Conduct, and the
General Orders of the Security Guard when on post.
d. He may perform special task as may be directed by his shift supervisor, DC and or ADC like control of
visitors, inspections of bags of persons coming in and going out of the establishment, vehicle cargoes, or
prevents the intrusion of unauthorized person in a particular area, etc.
Security Guard’s Professional Conduct and Ethics
Security Guard’s Creed:
As a Security Guard, my fundamental duty is to protect lives and properties and maintained order within the vicinity or
place of duty, protect the interest of my employer and our clients and the security and stability of our government and
country without compromise and prejudice, honest in my action, words and thought, and do my best to uphold the
principle: MAKADIOS, MAKABAYAN AT MAKATAO.

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Ethical Standard: As security guard/detective, his fundamental duty is to serve the interest or mission of his agency in
compliance with the contract entered into with the clients or customers of the agency he is to serve thus,
1. He shall be honest in thoughts and deeds both in his official actuation, obeying the laws of the land and the regulations
prescribed by his agency and those establish by the company he is suppose to serve.
2. He shall not reveal any confidential matter committed to him as a security guard and such other matters imposed upon
him by law.
3. He shall act all times with decorum and shall not permit personal feelings, prejudices and undue friendship to influence
his actuation in the performance of his official functions.
4. He shall not compromise with criminal and other lawless elements to the prejudice of the customers or clients and shall
assist government relentless drive against lawlessness and other forms of criminality.
5. He shall carry out his assigned duties as required by law to the best of his ability and shall safeguard life and property
of the establishment he is assigned to.
6. He shall wear his uniform, badge, patches and insignia properly as a symbol of public trust and confidence as an
honest and trustworthy security guard, watchman and private detective.
7. He shall keep his allegiance first to the government he is assigned to serve with loyalty and utmost dedication.
8. He shall diligently and progressively familiarize himself with the rules and regulations lay down by his agency and
those of the customers or clients.
9. He shall at all times be courteous, respectful and salute his superior officers, government officials and officials of the
establishment where he is assigned and the company he is supposed to serve.
10. He shall report for duty always in proper uniform and neat in his appearance
11. He shall learn at heart and strictly observe the laws and regulations governing the use of firearm.
Code of Conduct: The watchman should abide by the following code of conduct:
1. He shall carry with him at all times during his tour of duty his license identification card and duty detail order with an
authority to carry firearms.
2. He shall not use his license and privileges to the prejudice of the public, the client or customer and his agency.
3. He shall not engage in any unnecessary conversation with anybody except in the discharge of his work and shall at all
times keep himself alert during his tour of duty.
4. He shall not read newspapers, magazines, books, etc., while actually performing his duties.
5. He shall not drink any intoxicating liquor immediately before and during his tour of duty.
6. He shall know the location of the alarm box near his post and sound the alarm in case of fire or disorder.
7. He shall know how to operate any fire extinguishers at his post.
8. He shall know the location of the telephone and/or telephone number of the police precincts as well as the telephone
number of the fire stations in the locality.
9. He shall immediately notify the police in case of any sign of disorder, strike, riot or any serious violations of the law.
10. He or his group or guards shall not participate or integrate any disorder, strike, riot or any serious violations of the law.
11. He shall assist the police in the preservation and maintenance of peace and order and in the protection of life,
property/having in mind that the nature of his responsibilities is similar to that of the latter.
12. He shall familiarize himself with the Private Security Agency Law (RA5487) as amended, and the PNP SAGSD
implementing rules and regulations.
13. When issued a pass he should not lend his pass to anybody.
14. He shall always in proper uniform and shall always carry with him his basic requirements, and equipment such as
writing notebook, ball pen, nightstick (baton) and/or radio. He shall endeavor at all times to merit and be worthy of the
trust and confidence of the agency he represents and the client he serves.
The 11 General Orders (GO’s)
1. To take charge of this post and all companies property in view and protect/preserve the same with utmost diligence.
2. To walk during tour of duty in military manner, keeping always in the alert and observing everything that takes place
within sight or hearing.
3. To report all violations of orders I am instructed to enforce.
4. To repeat all calls from post more distant from the guardhouse where I am station.
5. To quit my post only when properly relieved.

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6. T o receive, obey and pass out to the relieving guard all order from company officers or officials, supervisors post in
charge or shift leaders.
7. To talk to no one except in the line of duty
8. To sound or call the alarm in case of fire or disorder
9. To call the superior officer in any case not covered by instructions.
10. To salute all company officials, superiors in the agency, ranking public officials and commission officer of the AFP and
officers of the PNP.
11. To be especially watchful at night and during the time of challenging to challenge all persons on or near my post and to
allow no one to pass or loiter without proper authority.
Selection of Guards
Republic Act Number 5487 and its implementing rules and regulations prescribed the minimum requirements for
guards to be able to secure a license to exercise profession as a security guard, private detective, security officer and security
consultant.
General Requisites in the Security Profession
1. Filipino Citizen
2. Physically and mentally fit
3. Good moral character
4. Must not posses any disqualification
General Disqualification
1. Dishonorably discharge from the service in the PNP/AFP or any private government entities.
2. Physically or mentally unfit
3. Conviction of a crime
4. Addicted to drugs or alcohol dummy of a foreigner
5. Elective or appointive government official
Basic Qualifications of an Agency Operator/Manager
In addition to the general qualifications, an operator should be:
a. At least 25 years of age
b. Commissioned officer, inactive or retired from AFP or PNP or a graduate of Industrial Security Management
with adequate training and experience in the security business.
Basic Qualification of a Security Consultant
In addition to the general qualifications, a consultant should be:
a. Holder of Master Degree in Criminology, MPA, MNSA, Industrial Management or LL.B.
b. Must have at least ten (10) years experience in the operation and management of security business.
Basic Qualifications of a Security Officer:
In addition to the general qualifications, a security officer, should be:
a. At least graduated from Security Officers Training Course
b. A retired personnel in the PNP/AFP
c. Must not posses any of the disqualification.
Basic Qualifications of a Private Detective

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In addition to the general qualification, a detective should posses any of the following:
a. BS Criminology Graduate
b. LL.B. holder
c. Graduate of a Criminal Investigation Course
d. Advance ROTC graduate
Basic Qualification of a Security Guard
In addition to the general qualifications , a security guard should-
a. Be at least high school graduate
b. Be at least 18 years of age but not more than 50 years old
c. Undergone pre-licensing training course
d. Passed a neuropsychiatry examination.
e. Be locally cleared with PNP or NBI
Desirable Qualities of Security Guards
1. Alertness- A good guard must be alert in spotting violators. This can be attained by being watchful, dedicated and
diligence.
2. Judgment- sound and good judgment is more than the use of common sense. It is the arriving at wise and timely
decision.
3. Confidence- it is the state of being sure; a state of the mind free from doubt or misgivings. This attribute includes faith
in oneself and in his abilities, which is attained by job knowledge. Thorough and proper training plus good supervision
instills confidence.
4. Physical fitness- security work is strenuous and demanding. Physical conditioning is essential if he is to be a
dependable guard.
5. Tactfulness- ability of the guard to deal with others successfully without offending. In short, he can be firm but
pleasant.
6. Self-control- ability to take hold of oneself regardless of a provoking situation. With self-control, the guard will do his
work without being angry and the situation will be on hand.
7. Interest, loyalty, responsible and trustworthy, is also important attributes of a reliable guard.
Licenses in the Security Profession
1. License to Operate- before a Private Security Agency (PSA) can operate; it has to secure a License to Operate (LTO)
categorized as either temporary or regular. A temporary license is issued by the PNP thru Civil Security Croup
Directorate after the applicant /licensee should have complied with all the requirements while it has less than two
hundred guards. A Regular license to operate is issued to the PSA once it is qualified of having two hundred (200) or
more license security guard in its employ duly posted. Regular license is renewable every two (2) years.
2. Security Guard License- before a security guard can practice his profession; he shall possess valid security license.
The use of expired license is not allowed. In case of doubt, licenses may be verified at the PNP SAGSD whether valid
or fake.
3. Firearm’s license- all firearms of the security agency should be covered with firearms license issued by the PNP
through its Firearms Explosive Division under the Civil Security Group, renewable every two years. No duplication of
two or more firearms with the same make and serial number shall be covered by one license.
Firearms and Weapons Authorized for Used of the Security Guard While on Duty
1. Handguns/Low-powered (cal. 22 and cal.38) not exceeding one FA for every two guards employed.
2. Shotguns (not bigger than 12 gauge)
3. High-powered- when the agency is operating in areas where there is upsurge of lawlessness and criminality as
determined by the Chief PNP.
Guard’s Uniforms, Equipment and Paraphernalia
1. Set of Uniforms for Security Personnel

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a. Headgear- pershing cap for men and 2 ply cap for women
b. Service Bush Jacket- intended for Directorial and Staff officers
c. Service shirt
d. Service trouser
e. Service belt
f. Footwear
2. Color of Uniforms
a. Private Security Agency- navy blue (upper and lower)
b. Company Security Forces- light blue/light gray for upper and navy blue for lower
c. Government Security Forces- white for upper and navy blue for lower
3. Ornaments and Patches
a. National badge
b. Cap device
c. Regulation buckle
d. Collar device
e. Name cloth
f. Agency/unit name cloth
4. Equipment and Paraphernalia
a. Leather pistol belt with regulation buckle
b. Holster, black leather for pistol
c. Night stick with horizontal handle
d. Whistle with lanyard
e. Handheld radio
f. Pocket notebook and ball pens
DOCUMENT AND INFORMATION SECURTY
The leakage of document and information cost government, business and industry alike, billion of pesos. A rival
company or an enemy agent might use an illegally obtain document and information for their own advantage. For this reason, a
comprehensive and information security program is very essential to the installation in order to focus freely on the attainment of
its goals and objectives.
Basis of Document, Information, and Communication Security
Security of documents and information is based on the premise that the government has the right and duty to protect
official papers from unwarranted and indiscriminate disclosure. In answer to this problem, Malacanang, Manila dated August 14,
1964 entitled “Promulgating rules governing security of classified matters in Government Officers” was promulgated in order to
safeguard our secrets as secrets.
There are various laws likewise effecting security of officials papers of the government, namely, appropriate articles of
the Revised Penal Code as amended and commonwealth Act 616 as amended. Any violations of the provisions of Memorandum
Circular No. 78 shall be dealt administrative proceedings without prejudice to offense under provisions soft the cited penal
statutes. The unauthorized publication of any classified information shall be deemed a violation of Memorandum Circular No. 78
by the parties responsible thereof.
Standard Rules
The authority and responsibility for the preparation and classification of classified matter rest exclusively with the
originating office.
Classified matter should be classified according to their content and not to the file in which they are held or of another
document to which they refer, except radiograms or telegrams referring to previously classified radiograms or telegram.

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Classification should be made as soon as possible by placing the appropriate marks of the matter to be classified.
Each individual whose duties allow access to classified matter, or each individual who possesses knowledge of
classified matter while it is in his possession and shall insure that dissemination of such classified matter is on the “need-to-
know” basis and to property cleared persons only.
Document Security Systems
Documents Security is that aspect of security which involves the application of security measures for the proper
protection and safeguarding of classified information.
Classification Categories - Official matter which requires protection in the interest of national security shall be limited to
four categories of classification which in descending order of importance shall carry one of the following designations:
TOP SECRET - SECRET
CONFIDENTIAL - RESTRICTED
In Document and Information Security, a matter includes everything, regardless of its physical character, or in which
information is recorded or embodied. Documents, equipment, projects, books, reports, articles, notes, letters, drawings,
drawings, sketches, plans, photographs, recordings, machinery, models, apparatus, devices, and all other products or
substances fall within the general term “matter”. Information, which is transmitted orally, is considered “matter” for purposes of
security.
Security Clearance is the certification by a responsible authority that the person described is cleared for access to
classified matter the appropriate level. Need-to-know is the principle whereby access to classified matter may only be only given
to those persons to whom it is necessary for the fulfillment of their duties. Persons are not entitled to have access to classified
matter solely by virtue of their status or office. It is a requirement that the dissemination of classified matters be limited strictly to
persons whose official duty requires knowledge or possession thereof.
Certificated of Destruction is the certification by a witnessing officer that the classified matters describe therein has
been disposed of in his presence, approved destruction methods.
Classified refers to assign information by one of the four classification categories. Security Clearance refers to the
administrative determination that an individual is eligible for access to classified matter. Compromise means lose of security,
which results from an authorized persons obtaining knowledge of classified matter. Compartmentation is the grant of access to
classified matter only to properly cleaved persons in the performance of their official duties.
Declassify is the removal of security classification from classified matter. Reclassify / Re grading is the act of
changing the assigned classification of matter. Up- grading is the act of assigning to a matter of higher classification to a
classified document.
What are Top Secret Matters?
These are information and material (matter), the unauthorized disclosure of which would cause exceptionally grave
damage to the nation, politically, economically or from a security aspect. This category is reserve for the nation’s closest secrets
and is to be used with great reserve.
Classification Authority
The original classification authority for assignment of TOP SECRET classification rests exclusively with the head of the
department. This power may however, be delegated to authorized offices in instances when the necessity for such arises.
Derivative classification authority for TOP SECRET classification (authority for) may be granted those officers who are required
to give comments or responses to a communication that necessitates TOP-SECRETS response.
Examples of Top Secret Documents

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 Very important political documents regarding negotiation for major alliances.
 Major governmental projects such as proposal to adjust the nation’s economy.
 Military – Police defense class/plans
 Capabilities of major successes of Intel services.
 Compilations of data individually classified as secret or lower but which collectively should be in a higher
grade.
 Strategies plan documenting overall conduct of war.
 Intel documents revealing major Intel production effort permitting an evaluation by recipients of the success
and capabilities of Intel agencies.
 Major government project like drastic proposals.
What are Secret Matters?
These Information and material (matter), the unauthorized disclosure of which would endanger national security, cause
serious injury to the interest or prestige of the nation or of any governmental activity or would be of great advantage to a foreign
nation.
A secret grading is justified if:
1. It materially influences a major aspect of military tactics;
2. It involves a novel principle applicable to existing important projects;
3. It is sufficiently revolutionary to result in a major advance in existing techniques or in the performance of existing
secret weapons;
4. It is liable to compromise some other projects so already graded.
Classification Authority – Same as TOP SECRET matter.
Examples of Secret Documents
 Those that jeopardize or endanger Intel relations of a nation.
 Those that compromise defense plans, scientific or technological development.
 Those that reveal important intelligence operations.
 War plans or complete plans for future war operations not included in top secret.
 Documents showing disposition of forces.
 New designs of aircraft projections, tanks, radar and other devices.
 Troop movement to operational areas.
 Hotel plans and estimates
 Order of battle info.
What are Confidential Matters?
These are information and material (matter) the unauthorized disclosure of which, while not endangering the national
security, would be prejudicial to the interest or prestige of the nation or any governmental activity, or would cause administrative
embarrassment or unwarranted injury to an individual or would be of advantage to a foreign nation.
Confidential grading is justified if:
a. It is a more than a routine modification or logical improvement of existing materials and is sufficiently advanced to
result in substantial improvement in the performance of existing CONFIDENTIAL weapons.
b. It is sufficiently important potentially to make it desirable to postpone knowledge of its value reaching a foreign
nation.
c. It is liable to compromise some other project already so graded.

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Classification Authority – Any officer is authorized to assign confidential classification to any matter in the performance of his
duties.
Examples of Confidential Documents
 Plans of government projects such as roads, bridges, building, etc.
 Routine service reports like operations and exercise of foreign power.
 Routine intelligence reports.
 Certain Personnel records, Staff matters.
What are Restricted Matters?
These are information and material (matter), which requires special protection other than that determined to be TOP
SECRET, SECRET, or CONFIDENTIAL.
Authority to classify shall be the same as for CONFIDENTIAL matter. Reproduction is authorized. Transmission shall
be through the normal dissemination system.
Control of Classified Matters
Custody and accounting of classified matter – Heads of departments handling classified matter shall issue orders
designating their respective custodians of classified matter. Custodian shall:
a. Store all classified matter.
b. Maintain a registry of classified matter showing all classified matter received and to whom transmitted.
c. Maintain current roster of persons authorized access to classified matter for each classification in the office.
d. Insure physical security for classified matter.
e. Conduct an inventory of all TOP SECRET matter as specified in paragraph 7 (Memo Cir Nr 78/196).
f. Upon his relief, account for all TOP SECRET and SECRET matter by inventory and transmit the same to his
successor.
Unauthorized keeping of private records – All government personnel are prohibited from keeping private records,
diaries, or papers containing statement of facts or opinions, either official or personal, concerning matters which are related to or
which affects national interest or security. Also prohibited are the collecting of souvenirs or obtaining for personal use whatsoever
any matter classified in the interest of national security.
Dissemination – Dissemination of classified matter shall be restricted to properly cleared persons whose official
duties required knowledge or possession thereof. Responsibility for the determination of “need-to-know” rests upon both each
individual, who has possession, knowledge or command control of the information involve, and the recipient.
Disclosures to other departments of classified information originating from another department
Classified matter originating from another department shall not be disseminated to other departments without the
consent of the originating department.
Release of classified matter outside a department
General Policy. – No person in the government shall convey orally, visually or by written communication any classified
matter outside his own department unless such disclosures has been processed and cleared by the department head or his
authorized representative.
Release of classified matter to Congress

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Government personnel, when giving oral testimony before Congressional Committee involving classified matter, shall
advice the committee of the classification thereof. Government personnel called upon to testify shall obtain necessary and prior
instruction from his department head concerning disclosure.
When Congressional members visit government offices, department heads are authorized to release classified matter
which is deemed and adequate response to an inquiry provided that it is required in the performance of official functions.
Disclosure to Foreign Government or Nationals
1. Its use shall be solely for the purpose for which the classified matter is requested.
2. It shall be treated or handled in accordance with the classified categories of the originating office.
3. Handling shall be made by security-cleared personnel.
4. Reproduction and dissemination shall not be made without the consent of the department head.
Disclosure of classified matter for publication
Classified matter shall be released for public consumption only upon the consent of the department head or his
authorized representative. However, in instances where there is a demand or need for releasing classified information, extreme
caution must be exercised to analyze in detail contents of the classified matter before release. Normally all information are
released through Public Information Officers. Public Information Officers should be assisted in the analysis of classified
information by the Security Officer.
Purpose of Protecting Classified Materials
1. Deter and impede potential spy
2. Assist in security investigations by keeping accurate records of the moments of classified materials.
3. Enforce the use of “Need to Know” principle
Categories of Document for Security Purposes
1. Category A
a. Information which contains reportable time sensitive, order of battle and significant information.
b. It should be given priority because it is critical information.
c. It must be forwarded without delay.
d. It is critical to friendly operations.
e. It requires immediate action.
2. Category B
a. Anything that contains communications, cryptographic documents, or systems that should be classified as
secret and requires special handling.
b. Higher authorities should declassify it.
3. Category C
a. Other information, which contains something that, could be an intelligence value.
b. Contains exploitable information regardless of its contents.
c. Unscreened materials/documents should be categorized as Category C.
4. Category D
a. No value, yet lower level will classify documents as category D.
b. No decision must be made at the lower echelon that document has no value. It is the responsibility of the
higher Headquarters.
Three (3) Security Concepts

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1. Personnel are the weakest link in the security chain.
2. Training is important to make security personnel conscious and realize the value of document.
3. Training is necessary for the practice of “Need to Know” principle.
Rules for Classification of Documents
1. Documents shall be classified according to their content.
2. The overall classification of a file or of a group of physically connected therein. Pages, paragraphs, sections or
components thereof may bear different classifications. Documents separated from file or group shall be handled in
accordance with their individual classification.
3. Transmittal of documents or endorsements which do not contain classified information or which contain information
classified lower than that of the preceding element or enclosure shall include a notation for automatic downgrading.
4. Correspondence, Indexes, receipts, reports of possession transfer or destruction, catalogs, or accession list shall not
be classify if any reference to classified matter does not disclosed classified information.
5. Classified matter obtained from other department shall retain the same original classification.
Protection of Sensitive Information
Proprietary information is information that in some special way relates to the status or activities of the possessor and
over which the possessor asserts ownership. In the business community, proprietary information relates to the structure,
products or business methods of the organization. It is usually protected in some way against causal or general disclosure.
All proprietary information is confidential, but not all confidential information is proprietary. For example, confidential
personnel data in employee files is not considered as proprietary although the company treats it as confidential.
Types of Proprietary Information
1. Trade Secrets- this consist of any formula, pattern, device or compilation of information which is used in one’s
business and which gives him an opportunity to gain an advantage over competitors who do not know or us e it. It may
be a formula for a chemical compound a process of manufacturing, treating or preserving materials, a pattern for
machine or device, or a list of customers. It differs from other secret information as to single or ephemeral events. A
trade secret is a process or device for continuous use in the protection of the business.
2. Patents- this is a grant made by the government to an inventor, conveying or securing to him the exclusive right to
make, use, or sell his invention for term of years.
Primary Distinctions Between Patents and Trade Secrets
1. Requirements for obtaining a patent are specific. To qualify for a patent the invention must be more than novel and
useful. It must represent a positive contribution beyond the skill of the average person.
2. A much lower of novelty is required of a trade secret.
3. A trade secret remains secret as long as it continues to meet trade secret tests while the exclusive right to patent
protection expires after 17 years.
Proprietary Information Protection Program
Realizing that the most serious threat to trade secrets is the employee, a measure of protection is often realized
through the use of employee agreements which restrict the employee’s ability to disclose information without specific
authorization to the company. The following countermeasures may be adopted:
1. Policy and procedure statements regarding All sensitive information.
2. Pre and post employment screening and review.
3. Non-disclosure agreements from employees, vendors, contractors and visitors.
4. Non-competitive agreements with selected employees.
5. Awareness programs

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6. Physical security measures
7. Informed monitoring of routine activities.
COMMUNICATION SECURITY
Communication Security is the protection resulting from the application of various measures which prevent or delay
the enemy or unauthorized persons in gaining information through our communications. It includes Transmission, Cryptographic
and Physical security.
Rules- governing communications security do not in guarantee security, and they do not attempt to meet every
conceivable situation. Communication security rules are a means, not an ends.
Department heads- are responsible for the maintenance of communication security and for the promulgation of
additional directives as may be necessary to insure proper communication security control within their jurisdiction.
All communication personnel should have an appreciation of the basic principles of communication security may
result in compromise.
Communication Security Officer - A properly trained and cleared Communication Security Officer shall be appointed
in every Department of the Government handling cryptographic communication.
TRANSMISSION SECURITY:
Transmission Security is that component of communication security which results from all measures designed to
protect transmission from interception, traffic analysis and imitative deception.
Communication personnel shall select the means most appropriate to accomplish the delivery of message in
accordance with the specified precedence and security requirements.
Radio Operators shall adhere to the use of correct procedures, circuit discipline and authentication system as a
security measures against traffic analysis, imitative deception and radio direction finding.
CRYPTOGRAPHIC SECURITY
Cryptographic Security is that component of communication security which results from the provisions of technically
sound crypto-system and their proper use.
CODES AND CIPHERS
Code - a system which uses words as the smallest element like the one below.
Code word Plaintext
Angel we are ready
Fox send additional

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Cipher - a system that manipulate one, two, or three characters at a time like:
Cipher Plaintext
B 1
C 2
J 3
D 4
Abbreviation
C: code or cipher
P: Plaintext
K: keyword/ key number
Note: Code and cipher may be used interchangeably to mean the same.
Categories of Cipher
Concealment – is the simplest, which means to hide/hidden. For instance:
I WILL DO IT. IF NOT TODAY, THEN TRUST ME. SIGNED SMITH.
message: ( copy out every third word )
Decipher: DO NOT TRUST SMITH
EFDH GORA NQBO PETE YTDS RTOU ZESV ITVE SOWM XNIM CTLK HJEA
Same: copy of the third letter
decipher: DO NOT TRUST SMITH
Example
ADDE DAQD NPCR OOLL TMAT RLOC RATS TKCL MNRA KETI SSTU ARTF
THEE OSET ULCO JEOU TAKE BLFZ IAHF SQUI TIFC ANLL TMZX AEXE
DLGY ZZTI FLOO VWKA TTIM IFTT HATH EEFC ANND FLHA
(Read this by copying out a progressive cipher. Progress 1, 2, 3….)
Decipher: DO NOT TRUST SMITH
Note: The plaintext are concealed by “nulls” - are meaningless symbol to fill in and separate plaintext.
Transposition System – is another category of cipher. Below is an example.
C: NRUTE RAMOH ALKOL ECNAC
(Everything is written backward)

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(Put into 5 letters)
Decipher: Return to base – this is the plaintext
P: CANCEL LOKLA HOMAR ETURN
P: CANCEL OKLAHOMA RETURN – which means
P: Return to base.
Example
R T R T B S
encipher by droppings every other letter
E U N O A E
C: RTRTBS EUNOAE
then put in four letter code group
C: RTRT BSEU NOAE
Decipher:
P: Return to base
Decipher:
P: Charlie will attack 2001
P: CHARLIE WILL ATTACK TWO ONE ZERO ONE
C: charliewillattacktwoonezero
C: char liew illa tack twoo nez roome
Substitution Method - original message elements, letters, numbers or other symbols are replaced with alternate symbols.
Example 1 - symbols number of times
j 26
4 19
I 16
) 15
* 13
Example 2 - c: x y z a b c d e
p: ABCD EFGH
p: stop icebox
c: VWRS LFHERA
Example 3 - Using a keyword/phrase
c: FOURSCOREANDSEVENYEARSAGO

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p: abcde………………………xyz
RISK ANALYSIS AND SECURITY HAZARD
What is a Risk?
It is the potential damage or loss of an asset. The level of risk is a combination of two factors: The value placed on that
asset by its owner and the consequence, impact adverse effect of the loss or damage to that asset and; the likelihood that a
specific vulnerability will be exploited by a particular threat.
What is Risk Management?
It is a process of selecting and implementing security countermeasures to achieve an acceptable level of risk at an
acceptable cost.
What is Risk Analysis?
It is the analysis of risk include examinations of the vulnerability, probability and criticality of potential threats and
include natural and man made risk
What is an Adversary?
An individual, group, organization, or government that conducts activities or has the intention and capability to conduct
activities detrimental to the individual, private or government entity.
What is Asset?
Any information, facility, material, information, or activity which has a positive value to its owner whether it is an
individual, private or government entity.
What are Countermeasures?
An action taken or a physical entity used to reduce or eliminate one or more vulnerabilities. The cost of possible
countermeasures may be monetary, but may also include non-monetary cost such as reduced operational efficiency, adverse
publicity unfavorable working conditions, and political consequences.
What is Probability?
It is the chance or likelihood that a loss will take place. Indicated by a mathematical statement concerning the
possibility of an event occurring
What is Criticality?
It is the impact of a loss as measured in financial terms. How important it is in terms of the survival or existence of the
organization.
Risk Management Alternatives and Strategies
1. Risk Avoidance- eliminating or removing the risk totally from the business, government, or industrial environment for
which the risk manager has responsibility
2. Risk Reduction- decreasing the risk by minimizing the probability of the potential loss. The reduction of criminal
opportunity is often accomplished by situational crime [prevention strategies to discourage, deter, or deny criminal
incidents.
3. Risk Spreading- spreading the risk through compartmentation or decentralization to limit the impact (criticality) of the
potential loss
4. Risk Transfer- moving the financial impact of the potential loss-over to an insurance company.

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5. Risk Self-assumption- planned assumption and acceptance of the potential risk by making a deliberate managerial
decision of doing nothing about the threat, or setting aside resources for use in case of a specific loss incident.
SECURITY HAZARDS
Any act or condition which may result in the compromise of information, loss of life, loss or destruction of property or
disruption of the objective of the installation.
Types of Hazards
1. Natural Hazard- these are hazards which arise from natural phenomena. The following are types of natural hazards or
disasters:
a. Floods caused by typhoons
b. Earthquakes
c. Fire (not caused by human action)
d. Storms (typhoons, cyclones, tornado and hurricane)
e. Lighting storms
f. Extreme temperature and humidity
2. Human-Man made Hazards- These are hazards which are the result of a state of mind, attitude, weaknesses or
character traits of one or more persons. They can be acts of commission or omission, both overt and covert, which can
disrupt operation of a plant or installation. The following are types of human or man made hazards:
a. Carelessness- accidents and dissatisfaction
b. Disloyalty-subversion and sabotage
c. Espionage, pilferage and theft
d. Vandalism, etc
Sabotage as a Security Hazard
Description of a Saboteur
1. He is the most dangerous foe whom security will have to deal with while planning and implementing security measures
and techniques.
2. He is an ordinary looking as the next guy but in his mind, he has the training in deception, knowledgeable in
incendiaries, explosives, chemistry, bacteriology, mechanics and psychology.
3. He can work alone, in-groups, or simultaneously in several places.
Possible Targets of Saboteur
1. Armed Forces Installation
2. Natural resources- mines, forests, farms and farm products
3. Industries- buildings, power sources, machinery, fuel, etc.
4. Warehouses depots, communications, public utilities, etc.
Countermeasures Against Sabotage
1. Use of an efficient, alert and trained guard force.
2. Use of Physical security aids like barriers, personnel and vehicular control, intrusion devices, communication systems,
and electric aids.
3. Proper screening of personnel.
4. Identification and movement control system.
5. Searches on incoming vehicles.
6. Safeguarding of classified information.

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7. Designation of restricted areas.
8. Investigation of breaches of security.
9. Security education and indoctrination.
10. Good housekeeping methods.
11. Effective and compatible emergency planning.
12. Regular audit.
13. Continuing background checks.
Espionage as a Security Hazard
Description of an Espionage Agent
1. He is very dangerous adversary and his skills in deception and his cunning should never be under estimated.
2. He is usually a person of extensive training and will be highly effective in gaining the confidence of people and of
extracting information of value to be relayed to his employer or handler.
3. Even how well-trained an espionage agent he might be, he is human like the saboteur and he can be defeated in his
own game if proper methods and techniques are undertaken.
Countermeasures against Industrial Espionage
1. Careful and complete pre-employment measures designed to control threats of industrial espionage.
2. Continuing personnel check on employees and particularly personnel on sensitive positions even already employed.
3. Prevention of unauthorized entry to the plant or industrial installation.
4. Restricting of movement of personnel in the premises of the plant.
5. Controlled disposal of waste papers including carbons in classified work.
6. Only properly cleared personnel should handle classified document.
Subversive Activity as a Security Hazard
Threats of Subversive Activity
1. It can be local or national in nature and their mission is to undermine the authority weaken the organization, and
eventually take over. This can be in business or any activity.
2. This can be in the form of rumor mongering, propaganda, undermining morale, and injecting defeatist attitudes, and
other emotional approaches.
3. It is an activity not easy to detect.
Countermeasures to Subversive Activity
1. The spreading of rumors, written materials, slogans or any other devices to confuse the work population and discredit
the government should be immediately reported.
2. Labor and other company unions can be infiltrated so that strikes and “slow downs” can be called to disrupt the normal
operation of a plant or installation.
3. Security force should be alerted for person trying to recruit others in organizing movements for peace, anti-colonials,
anti-trade and anti-imperialism.
4. Employees or outside personnel seeking memberships in “paper organizations” should report this activity to security.
5. Other methods of subversion like united fronts, mob action, terrorism and sabotage will be done to gain the subversive
ends.
Pilferage as a Business Hazard
1. Pilferage is one of the most annoying and common human hazards which security has to deal with. This activity if
uncontrolled can become financial drain if not a menace to smooth and orderly operation.
2. Failure to detect shortage and inaccurate inventories will cause inventory losses, which may be labeled as pilferage.
Types of Pilferers
1. Casual Pilferer- one who steals due to his inability to resist the unexpected opportunity and has little fear of detection
is no plan or premeditation and he is usually a “loner” on the job. The temptation to pick up the article is basically due
to poor security measure. The implication of causal pilfering is the big cumulative cost if it remains unchecked.

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2. Systematic Pilferer- one who steals with preconceived plans and takes away any or all types of items or supplies for
economic gain. Pilferers of this kind can be employees or outsiders of the establishment.
Factors considered in Pilferage
1. Location of items to be pilfered- the systematic pilferer surveys shopping and store areas, or through contacts from the
firms.
2. Access to the items- techniques can be from fake documents, bribing of guards, outsmarting security, creating
disturbance and other methods to divert attention while pilferage goes on.
3. Removal of item- this can be done as wearing the stolen shoes or shorts, concealment in body or vehicles, use of false
documents, etc. Driver may conceal pilfered items in his vehicle.
4. Disposal of items- there is a need for “fences” brokers” or “clearing houses” for these “hot” items.
Countermeasures for Casual Pilferage
1. “Spot”: check on outgoing vehicles and persons.
2. An aggressive security education and indoctrination program with emphasis that “crime does not pay”.
3. Superiors should set example of integrity and desirable moral climate for employees in the establishment.
4. All employees must be enjoined to report or any loss to security.
5. Inventory and control methods should be done especially to pilferable items.
6. Control of tools equipment and sets.
Countermeasures for Systematic Pilferage
1. Guards and electronic surveillance on all exits.
2. Package and material control system.
3. Parking area outside perimeter fence of establishment.
4. Careful screening and background checks on applicants to weed out potential thieves.
5. Investigation of all losses quickly and efficiently to determine “modus operandi” or obtain clues.
6. Alert all patrols to check areas and buildings for possible concealment of stolen properties.
7. Install mechanical, electrical, electronic detection and alarm devices where needed and applicable.
8. Establish an effective lock and key control system.
9. Use of appropriate perimeter fencing and lighting for parking facilities and areas for vehicles and persons.
10. Store bulk quantities of pilferable items in enclosed security areas and distribute them to using section in limited
quantities.
11. Establish accurate inventory and accounting methods for procurement, use and disposal.
12. Establish close liaison with governmental law enforcement and intelligence agencies.
SECURITY SURVEY AND INSPECTION
What is Security System?
The information pertaining to one of the most important security services offered to a head of office is the conduct of
security surveys and security inspections. Every unit chief desires a security system that will reduce to an absolute minimum the
possibility of espionage, sabotage and compromise of classified information on his office or unit. Since there are many security
countermeasures to be considered, heads of offices should utilized specially trained personnel, if the efforts of espionage and
sabotage agents and other criminal elements are to be negated. Security is an extremely complex program an objective analysis
of an office head’s security program by security survey and inspection personnel can be of great assistance in determining the
efficiency of any established security program.
What is a Security Survey?

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It is an estimate of the security standards of a unit, and is conducted to enable the responsible officer to recognize and
evaluate security hazards and determine protective measures necessary to the prevention of sabotage, espionage, subversive
activities and other criminal acts inimical towards the interest and/or mission of the unit and/or command.
What is Security Inspection?
It is a check of how well existing security measures and regulations are being carried out within a command. A security
inspection may also include an investigation of alleged or suspected security violations. Physical security is concerned with
forces, entrances and exists, guards, traffic control, lighting, fire control, and with such other physical measures, which, if
properly established and maintained, will deny access to, unauthorized persons.
Security Survey Distinguish with Security Inspection
The terms “Security Survey” and “Security Inspection” to accentuate the particular differences between the two types of
services, are defined as fallows:
Security Survey is defined as a counterintelligence service to assist heads of office in determining the security
measures required to protect key installations from possible sabotage, espionage, subversion, and unauthorized disclosures of,
or access to, classified information or material contained therein.
Role of Security Officer in Offices
With the exception of the office head, the security officer is more interested in the survey that any other individual of the
office. It is the security officer who is directly responsible to the head of office for proper maintenance of security of the security
program of the office.
A survey Specialist must be cognizant of established security procedures relative of the office since much of the survey
including the resulting recommendations will be affected by these measures.
Authority in Conducting Security Survey
The Unit head may request a survey of his entire office or of specific function of a unit within the office. When higher
authorities directs a security survey to be conducted for one of its subordinate office, an information copy of the correspondence
may also be forwarded to the unit to be surveyed. It must be remembered that a security survey is not conducted solely for the
purpose of establishing a security program of an office. The head of office is directly responsible for establishing a security
system for his office after which a survey may be conducted to determine if the program is adequate in comparison with the
importance of the office to the overall national objective.
EXECUTIVE/VIP PROTECTION
Executive/VIP Security
Are those measures taken by Agents, Security Officers, Law Enforcement officers or an Agency /officers to protect
heads of state, foreign, national or local dignitaries, civilian or military against any personal injury, assassination, sabotage, and
espionage. These may include the protection of any government or civilian officials and individual utilized as government
witnesses.
Basic Security Principles in VIP Security

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Every phase of security must be carefully in advance, to include the importance of the individual to be protected,
political attitude of the population, obstacles involved, means of transportation, and duration of the security mission.
Physical protection should consist of a series of protection cordons. These protective cordons may be composed of a
combination of personnel or physical security barriers.
Central direction and unity of effort
The officer in charge should be given full responsibility for all phases of the security mission.
Close coordination must be established with all local military and civilian authorities. Civilian authorities will include
police and other interested city, municipal or other local officials.
The agencies responsible for each of the security plan must be clearly defined. Arrangements should be made for local
police to control local inhabitants. All available intelligence channels should be used to obtain information of potential danger
areas, persons, or groups.
Coordination must be accomplished by an advance party after the official itinerary is received.
Protective measures must be through but inconspicuous and afford security without impending the protectee/VIP’s
performance of his functions.
The degree of protection is dependent upon the degree of contact with the general public desired by the protectee.
A basic element of VIP/Executive protection is the identification and the elimination of possible sources of danger
against a VIP/Executive before the danger becomes real.
Plans for a perimeter of protection must be surprise proof and flexible enough to allow a quick response to any
emergency.
Defense-in-Depth Theory
There is no impenetrable barrier. If an unfriendly individual, organization or government can devote time, money,
personnel, material or imagination to passing a barrier, he can succeed.
To achieve the ultimate results from a physical security system, it is necessary to add barrier to barrier, delay time, until
sufficient delay time has been accumulated to allow control of any foreseeable penetration.
Therefore, rather than attempting to achieve exclusion through the use of a single barrier, security must be built upon
accumulated time or a system of “Defense-in-Depth.
Contingency Planning
Security planning should be flexible. Weather conditions, mechanical failures and failure of lighting systems are three-
ever-present potential hazards. The unexpected arrival of large numbers visitors, audience is another situation frequently
encountered. Last-minute changes in the security plan or schedule of events occur routinely. The security plan therefore must be
sufficiently fluid to cover these and other eventualities, all of which present hazards.
Mission Orientation

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An orientation/briefing must be conducted by the officer in charge or the protection plan, during which he explains fully
the contents of the plan. Some topics to be emphasized are:
Conduct of Security Personnel
Police/Security personnel assigned to these duties are selected to the basis of the appearance, alertness, and
intelligence, as well as their ability to act quickly and correctly in unforeseen circumstances.
Restriction on the circulation of the individuals should be strictly enforced. Before any person maybe allowed to get near the
protectee or his effects, the person is checked carefully for identification and the authority for his presence is established.
Use of weapons
There is always the danger of accidental discharge and injury of innocent persons when weapons are carried. All
protective personnel must be qualified to fire the weapons with which they are armed.
Crowd Control
Protective personnel should understand the principles of crowd control. They should not show not show prejudice or
sympathy, or become involved in any grievances expressed by the crowd.
Security Preparation in Local/Foreign Travel
Advance Preparations
Advance preparation refers to the activities of arranging timetable/ itinerary and coordinating with those concerned with
visit local or foreign law enforcement security men. Conduct security survey and inspection of routes, quarters, conference,
luncheon and or inaugural site. Arrange for security measures for motorcade routes, quarters, conference site, etc. Confer with
local or foreign security men about potential danger to the Executive, such as persons, organizations or obtain copies of
photographs and place these persons under surveillance.
Motorcades
Select and consider the best motorcade route, preferably the most direct route to destination. Select a route which
affords a chance to have alternate routes if something happened on the motorcade route.
Review or dry run the route and take notes on the requirements for controlling the crowd and traffic and deployment of
foot patrolmen and motorcycle police at various positions along the route. Arrange for police or buildings custodian to inspect
buildings along the motorcade routes.
Security in Inaugural/Conference/Luncheon sites
1. Control access to the building/sites
2. Closing off and policing areas around it,
3. Securing rooftops and adjoining buildings.
4. Ensure the presence of numerous police officers inside and around the building/site.
Security in VIP Office/Quarters/Residence.

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1. “Defense-in-Depths” Barriers – Concentric Patterns (any attack will have to penetrate layer after layer of defenders, the
heaviest layer of defense, being closest, being closest to the Executive/VIP.)
2. Outer ring- sidewalks, stationed in front of quarters/residence/office, covering all entrances, front, center, side and rear
3. Middle ring- inside quarters, office/residence, covering all stairways and elevators.
4. Inner ring- immediately outside executive/VIP’S door, or close to Executive/VIP if outside
VIP Security Measures in all Areas
1. Establish screening points to allow only authorized persons access to the protected area/person and to keep out those
who have no valid reasons to enter same.
2. Duty stations or posts should be marked on a floor/ground plan or sketch/map.
3. If an unusually large crowd are expected along a parade route security men may call on the armed forces to station
troops along the line of march.
4. If the VIP travels by train, a pilot engine must run the trucks IN advance of the VIP train.
5. Every manhole and sewer along the route should be sealed.
6. Every single building and all its occupants along the route should be checked.
7. Bellboys, waiters, cooks should be cleared.
8. Food to be cooked must be examined and samples be sent to laboratory for analysis.
9. Inspect for time bombs, radio - active materials and fire hazards.
10. Inspect closets and under the tables.
11. Never allow the VIP to stop his car in a crowd if it can be avoided.
12. Drivers for the VIP can be competent, reliable, well trained in protective driving and must be alert for dangers and to
take instant action.
13. While walking, it is necessary to increase the number of guards because the VIP becomes an easy target.
14. In case the VIP is going to speak at hasty made stage, its strength and capacity should be inspected to limit the
persons going up to stage.
15. During afternoon sessions, lightning facilities must be checked or installed. It is estimated that the program may reach
up to nighttime.
16. An alternate generator fore emergency use is made available if source of electric power is from a central source.
Designate qualified electrician to watch main source or switch.
17. If traveling by air, close the door of VIP plane when parked and place constant guards every time.
18. If traveling by watercraft, select boats of type and size capable of facing danger at the ocean. Thorough inspection
should be made on the ship and check the adequacy of lifesavers and emergency facilities.
19. All non- uniformed men must wear signs or countersigns for identification.
20. Checklist of all security hazards noted in the course of security survey or inspection should be given to the OIC for
reference/planning.
21. Security plans and specific duties of men assigned or details must be stated.
22. All written instructions must be classified SECRET.
Other Guidelines for VIP Security
Security Formations assist in allowing the VIP to have the best possible protection and defensible position even for
the limited amount of manpower while protectee is mobile/in transit, or static.
Threat evaluation is to ascertain at varying times and function which will give the best formation sequence or set.
Other considerations are threat levels and type and advance planning for staff levels.
The Need for Close - in /Escort security officers, such as first aid requirements (which differs from location to
location) and special weapons (a real headache-the less you need to rely on them, the better), and other logistical needs must
be considered. One must have the ability to use a lot of common sense and attention to detail, to give the possible protection,
without overbearing or on top of the protectee/principal. Fully aware with this information, the Close-in/Security Escort team will
be well equipped, with an understanding of their respective position, alternatives and functions.

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These could be varied hourly, in response to current threat level, and areas of coverage or occasion in any of the
following:
 Crowds, restaurants, home, office
 Public transport, bus, taxi
 Friends of protectee/principal, business
 Movie theatre
 Functions: private, public, business
 Huge crowds: a tight-packed area of swirling bodies
 Elevators: opening a door to the unknown, stopping at unknown floors.
 Escalators: progressing into the unknown, Turn side on, so that you can see the front at one side and the area
behind you. As you rise with the escalator, you will become level with the floor behind before you, giving you
something to watch.
 Stairs: give way, standing, doors on way
 Doors: can’t see through them, an unknown reality.
 Street lights: workmen, doorways, shops you are walking past, hotels or clubs and doorways should always be
covered the protectee/Principal walks past
Threat Analysis and Reaction
1. Concentrate - concentration do not get loss or be left behind, it takes only a second or two {to get killed}
2. Anticipation - anticipate your fellow officer/Escort’s moves, you can keep the protective formation together nice and
well coordinated. Because of obstacles, obstructions, and areas of threats, the movement of Close-in security/Escorts
will be spasmodic and spontaneous.
3. Relaxation/Observation- observation should be done in a relaxed manner. Be very attentive but looking relaxed.
4. Common sense- common sense comes from using your brain, foresight, experience, and good training.
5. Participation within the Team- the team must train together and understand completely what their job is and their
responsibilities. There will be big gaps in the defenses if we do not have participation within the team.

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CONTEMPORARY POLICE PROBLEMS
Some critiques have said that a small percentage of law enforcement officers who are responsible for the misdeeds of
the organization that have brought public criticism upon them. This very fact makes the indifference of police heads to the
situation all the more reprehensible subject to criticism. Generally, when the police administrators are brought to task for
permitting improper practices and misbehavior to continue, they are quick to blame political interference, inadequate salaries,
weakness of the law, and lack of public support.
The Police Problems
The problem on political interference can be a most destructive force and often it is a serious obstacle to effective
administration of the police organization, but it cannot be corrected by passive measures. A fundamental responsibility of police
administrator is to go and on, fighting for the ideals to the extent that political leader will finally be convinced of political
expediency of efficient law enforcement.
On the inadequacy of salaries, many believed that honesty and integrity couldn’t be purchased. Thus, when the
policemen are willing to accept responsibility as professionals and establish high standards of performance, then they can expect
recognition in terms of appropriate pay scale and reasonable allowances. Careful inquiry usually discloses that those who are
most deeply involved are the leaders in the politico-criminal malpractice. If the wages are too low to attract men who are capable
of effective service, then, it is the administrator duty to present the facts to the proper authorities for correction and adjustment.
If the laws are weak and new legislations are necessary, then the administrators must see that the proposed solutions
are properly placed before the legislature for consideration and correction.
As for public apathy, a law enforcement agency does not meet the approval of the good citizens will not succeed.
Public support is the end product of faithful, honest and effective law enforcement for the people in the community. Public
support must originate with the people. It is a fundamental responsibility of police administrators to clean their own ranks and
must deal with the problems directly, promptly and effectively. Otherwise, the impatient citizenry may take upon themselves to do
the job for them.
Although the past many years of police development have record distinctive achievements, police services have
apparently failed to cope with increasing crime. Despite of substantial addition of personnel at all levels of police service,
statistics show continuing increases in criminal offenses and anti-social acts. Part of the blame may be attributed to political
interference, low salaries, weak law enforcement, public apathy or corruption of officials and police officers.
But these factors are not the basic causes in the breakdown of police services. They are symptomatic of the more
fundamental factors, such as disorganization, lack of cohesion or inadequate and realistic leadership, defective recruitment,
inadequate personnel management and insufficient training. A situation of this character has a profound effect on the public
welfare as well as upon the law enforcers themselves.
The public has become increasingly critical on police service and as a result a significant number of loyal and capable
officers find them selves confused and fearful of the future.
Factors and Conditions which caused the Problems
Why Man Turns to Crime?
The causes are so varied as human experiences itself and man’s capacity for evil is matched only by his capacity for
good.
If experts in human behavior, sociologist, and police authorities are asked why man turns to crime, complex and
elaborate answers are offered that could be divided into the following categories:
1. Biological- The impulsive and the temperamental are likely to blow their tops given a particular situation. Obviously,
certain types of temperament are prone to violent behavior – those whose tolerance levels are extremely low.

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2. Psychological – Too many frustrations, rejections and disappointments.
3. Environmental / Sociological
4. Economics
5. Political
Why Crime is on the Rise?
Crime is committed because of the following factors:
1. A need exist or the lack of something necessary or desirable
2. There is an opportunity
3. Specifically, the following situations provide opportunities for crime to take place:
4. Police Protection of the Criminals
5. The citizens distrust the police
6. Inefficient law Enforcement
7. Poverty
8. Others
Statistics from year to year show that on a nationwide scale, one crime committed every three minutes, which means
20 crimes per hour. Theft, the leading index offense, occur every 16 minutes, followed by physical injuries every 19 minutes,
robbery 28 minutes, homicide every 39 minutes, murder every 49 minutes and rape every 6 hours.
Cost of Crime
The factors that go into the cost of crime and disorder are legion. In so far as lives lost, limbs broken and mental
anguish are concerned, the cost of crime is not quantifiable.
The cost of enforcing the laws can be categorized to three aspects: namely: 1. to the government, 2. to the society,
and 3. to the individual person. These costs to crime do not even include social costs associated with offenses such as:
1. Victimization
2. Fear of Victimization
3. Cost of protection against crime
4. Operation of then Criminal Justice System
5. Welfare for offenders and families
Crime Factors
The causes of criminality and social disorder are numerous and occur in such complex variety of combinations that
their isolation, analysis and evaluation become extremely difficult. The prevention of criminality, therefore, cannot be the
exclusive task of one agency or organization. Crime is a social problem and the basic concern of the entire community. The law
enforcement effort as a rule is limited to factors within its control. It can only provide support to the related effort of the pillars of
the Criminal Justice System.
Some of the conditions that affect the volume, density and type of crime that occurs from place to place are as follows:
1. Density and size of the community population area of which it is a part.
2. Composition of the population, particularly with reference to age, sex, race.
3. Economic status and mores of the population
4. Stability of population taking into accounts the percentage of commuter seasonal and other transient types.
5. Climate including seasonal weather conditions.
6. Educational, recreational and religious characteristics
7. Effective strength of the police force
8. Attitudes and policies of the courts and correctional institutions and formal supportive organizations existing in the
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9. Relationship and attitudes of law enforcement, including degree of adherence to crime enforcement procedures and
reporting standards.
Police Problems on Human Rights
Observation reveals that many police officers violate, in different degrees and circumstances, the rights of people. As
previously discussed in chapter ten, the violations of human rights in every state all over the world has connection with the
alarming negative effects of globalization.
With law enforcers’ involvement on human rights violations, it is proper to discuss the basic concepts on human rights.
What is Human Right?
The term human rights is generally defined as those rights inherent in the nature of every individual person without
which man cannot live as a human being. The Commission on Human Rights defined human rights as the supreme, inherent,
inalienable right to life, to dignity and to self-development.
Who is a Human Being?
A human being is a person who possesses physical existence, a product of pro-creation. The term person refers not
only to a human being who inhabits the earth, but also contemplates an unborn child who has not yet seen the light of a day.
What is Inherent Right?
An inherent right is one which is essentially a part of a person’s legal personality from the moment of his birth. It is a
right, which cannot be sold, transferred or in any other manner alienated to another person.
 Meaning of Life - Life means more than mere physical existence. It includes the right to live, free from social
damages against limbs or freedom from unjustified control.
 Meaning of Liberty - Liberty means the right of a person to act without any interference except in accordance with
law.
 Meaning of Property - The term property means everything which man may legally have exclusive dominion and
ownership.
When is a person deprived of his Liberty?
A person is considered deprived of his property without due process of law when it is physically taken from him, when
its value is destroyed, when its capability for enjoyment or its adaptability to some particular uses is impaired.
What is due process of law?
The term due process of law means that law which hears before it condemns, which proceeds upon inquiry, and
renders judgment only after trial.
On Unreasonable Search and Seizure
Constitutional Protection
The protection afforded the people against unreasonable searches and seizure under Sec. 2, Art. III of the 1987
Constitution speaks of three things namely: The right to be secured in their persons, in their houses, in their papers and effects.
Human Rights Violation per se

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The following are classified as Human Rights Violation Per Se under Commission on Human Rights Circular No. 001 –
88
1. Deprivation of life, liberty or property without due process of law. (Sec. 1, Art. III Bill of Rights under the Constitution)
2. Violation of the Right to the equal protection of laws.
3. Violation of the rights of the people to be secure in their persons, houses, papers, and effects against unreasonable
search and seizure of whatever nature and for any purpose.
4. Commission of acts constituting illegal arrest and procurement of illegal search warrant.
5. The use of force, torture, violence, threats and other means that vitiate the freewill of any person or to do anything or to
sign a document against his will. (Sec.12 Art. III Bill of Rights under the Constitution).
6. Holding a person in a secret detention places, in solitary confinement, or incommunicado or other forces of detention.
7. Employment of physical, psychological and degrading punishment against a prisoner or detainee.
8. Unexplained of force disappearance and extra-legal executions.
Human Rights are violated in different areas under any of the following categories:
1. The constitutional areas
2. The statutory area, whether civil or criminal
3. Where one acts in defense of one rights
4. Conflict of interest and of motives
The Constitutional Area
Human Rights subject to the violation fall within the protecting ambit of Art. III of the 1987 Constitution of the
Philippines entitled “The Bill of Rights” which includes those found in other provisions.
The Statutory Area - The statutory area includes those provided under Chapter 2, Preliminary Title of the New Civil
Code of the Philippines entitled Human Relations on the one hand, and those defined and punished under Book Two of the
Revised Penal Code, which include the following:
1. Those Crimes Against the Fundamental Laws of the State
2. Those Against Personal Liberty
3. Those Against Chastity
Where one act in defense of his rights - There are acts which a person commits in defense of his rights, he thus,
violates the rights of another as a consequence.
Conflict of interest, motives and disparity in the social and economic status of people.
Classification of Human Rights
1. Civil and Political Rights
 The right to life, liberty, security of person.
 Protection against torture and other forms of cruel, inhuman and degrading punishment.
 Protection Against Arbitrary Arrest and Detention
 Right against Slavery, Force or Compulsory Labor.
 The Right to own Property.
 The Right to Leave and to Return to one’s country
 Human Right in the Administration of Justice
 Freedom of Thought, Conscience and Religion and Belief
 Freedom of Opinion and Expression.
 Freedom of Association, including Trade and Union Rights.
 The Right of everyone to take part in the government.
2. Economic, Social and Cultural Rights

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 The Right to Work
 The Right to Education
 The Right to Health
 The Right to Adequate Shelter and Services
 The Right to Culture
 The Right to Development
 The Right to a Clean Environment
The Bill of Rights
The Bill of Rights is the list of rights pertaining to persons. These rights are recognized, guaranteed, and protected
against invasion, reduction or destruction.
Article III of the 1987 Constitution provides for the Bill of Rights are as follows:
SEC. 1. No person shall be deprived of life, liberty, or property without due process of law, nor shall any person be
denied the equal protection of the laws.
SEC. 2. The right of the people to be secure in their persons, houses, papers, and effects against unreasonable
searches and seizures of whatever nature and for any purpose shall be inviolable, and no search warrant or warrant of arrest
shall issue except upon probable cause to be determined personally by the judge after examination under oath or affirmation of
the complainant and the witnesses he may produce, and particularly describing the place to be searched and the persons or
things to be seized.
SEC. 3. (1) The privacy of communication and correspondence shall be inviolable except upon lawful order of the
court, or when public safety or order requires otherwise as prescribed by law. (2) Any evidence obtained in violation of this or the
preceding section shall be inadmissible for any purpose in any proceeding.
SEC. 4. No law shall be passed abridging the freedom of speech, of expression, or of the press, or the right of the
people peaceably to assemble and petition the Government for redress of grievances.
SEC. 5. No law shall be made respecting an establishment of religion, or prohibiting the free exercise thereof. The free
exercise and enjoyment of religious profession and worship, without discrimination or preference, shall forever be allowed. No
religious test shall be required for the exercise of civil or political rights.
SEC. 6. The liberty of abode and of changing the same within the limits prescribed by law shall not be impaired except
upon lawful order of the court. Neither shall the right to travel be impaired except in the interest of national security, public safety,
or public health, as may be provided by law.
SEC. 7. The right of the people to information on matters of public concern shall be recognized. Access to official
records, and to documents, and papers pertaining to official acts, transactions, or decisions, as well as to government research
data used as basis for policy development, shall be afforded the citizen, subject to such limitations as may be provided by law.
SEC. 8. The right of the people, including those employed in the public and private sectors, to form unions,
associations, or societies for purposes not contrary to law shall not be abridged.
SEC. 9. Private property shall not be taken for public use without just compensation.
SEC. 10. No law impairing the obligation of contracts shall be passed.
SEC. 11. Free access to the courts and quasi-judicial bodies and adequate legal assistance shall not be denied to any
person by reason of poverty.
SEC. 12. (1) Any person under investigation for the commission of an offense shall have the right to be informed of his
right to remain silent and to have competent and independent counsel preferably of his own choice. If the person cannot afford

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the services of counsel, he must be provided with one. These rights cannot be waived except in writing and in the presence of
counsel. (2) No torture, force, violence, threat, intimidation, or any other means which vitiate the free will shall be used against
him. Secret detention places, solitary, incommunicado, or other similar forms of detention are prohibited. (3) Any confession or
admission obtained in violation of this or Section 17 hereof shall be inadmissible in evidence against him. (4) The law shall
provide for penal and civil sanctions for violations of this section as well as compensation to and rehabilitation of victims of torture
or similar practices, and their families.
SEC. 13. All persons, except those charged with offenses punishable by reclusion perpetua when evidence of guilt is
strong, shall, before conviction, be bailable by sufficient sureties, or be released on recognizance as may be provided by law.
The right to bail shall not be impaired even when the privilege of the writ of habeas corpus is suspended. Excessive bail shall not
be required.
SEC. 14. (1) No person shall be held to answer for a criminal offense without due process of law. (2) In all criminal
prosecutions, the accused shall be presumed innocent until the contrary is proved, and shall enjoy the right to be heard by
himself and counsel, to be informed of the nature and cause of the accusation against him, to have a speedy, impartial, and
public trial, to meet the witnesses face to face, and to have compulsory process to secure the attendance of witnesses and the
production of evidence in his behalf. However, after arraignment, trial may proceed notwithstanding the absence of the accused
provided that he has been duly notified and his failure to appear is unjustifiable.
SEC. 15. The privilege of the writ of habeas corpus shall not be suspended except in cases of invasion or rebellion
when the public safety requires it.
SEC. 16. All persons shall have the right to a speedy disposition of their cases before all judicial, quasi-judicial, or
administrative bodies.
SEC. 17. No person shall be compelled to be a witness against himself.
SEC. 18. (1) No person shall be detained solely by reason of his political beliefs and aspirations. (2) No involuntary
servitude in any from shall exist except as punishment for a crime whereof the party shall be duly convicted.
SEC. 19. (1) Excessive fines shall not be imposed, nor cruel, degrading or inhuman punishment inflicted. Neither shall
death penalty be imposed, unless, for compelling reasons involving heinous crimes, the Congress hereafter provides for it. Any
death penalty already imposed shall be reduced to reclusion perpetua. (2) The employment of physical, psychological, or
degrading punishment against any prisoner or detainee or the use of substandard or inadequate penal facilities under subhuman
conditions shall be dealt with by law.
SEC. 20. No person shall be imprisoned for debt or non-payment of a poll tax.
SEC. 21. No person shall be twice put in jeopardy of punishment for the same offense. If an act is punished by a law
and an ordinance, conviction or acquittal under either shall constitute a bar to another prosecution for the same act.
SEC. 22. No ex post facto law or bill of attainder shall be enacted.
Promotion of Human Rights
Under our laws and government administrative issuances the following are mandated:
1. The DECS shall include the study and understanding of human rights in the curricula of all levels of education and
training in all schools in the country, adapting the scope and treatment of the subject or course on human rights to the respective
educational levels. (Executive Order 27-86)
2. The CSC shall include in the examinations for government service the basic knowledge on human rights.
3. The Department of National Defense, the AFP and the PNP shall include the study of Human rights as an integral
and indispensable part of the education and training of all police, military, and other arresting and investigating personnel.

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4. The NAPOLCOM shall include in the qualifying examinations for police work a basic knowledge on human rights.
(Memo Order No. 26-86).
Police Problem on Graft and Corruption
The malady is the result of rampant criminal activities of public/private officials using their influence and positional
advantage in illegal acquisition of wealth. Police Corruptions has many definitions. Herman Goldstein defines it as “acts involving
the misuse of authority by a police officer in a manner designed to produce personal gain for him self or others.
Frederick A. Elliston and Michael Feldberg define corruption as “ the acceptance of money or the equivalent of money
by a public official for doing something he or she is under the duty to do anyway, that he or she is under a duty not to do, or to
exercise legitimate discretion for improper use”
Although these definitions differ, we can find enough commonalities to define corruption as follows: A police officer is
corrupt when he or she is acting under his or her official capacity and receives a benefit or something of value for doing
something or for refraining from doing something.
The Cost of Corruption
The cost of corruption is extremely high – to the police, the criminal justice system and the society. The most important
point is that a corrupt act is a criminal act. Criminal activity by the police officers undermines the fundamental integrity of the law
enforcement mission. At the same time, corruption protects other criminal’s activity. Gambling syndicates, protected by
corruption are the major source of profits for organized crimes.
Corruption destroys the police department itself. It robs officers of self-respect, respects for their supervisors, and
respect for the department as a whole. Effective discipline becomes impossible when corruption spreads. The corrupt supervisor
cannot discipline an officer who might threaten to expose the supervisor’s illegal activity. Corruption also encourages police lying,
as officers protect one another. Lying to protect one or other officers can then spread to other areas of policing, such as covering
up excessive use of force.
Corruption destroys public confidence in the police. The belief that a department is corrupt undermines respect for
officers and public support for the department as a whole. This has a special impact on police community relations. Illegal vice
activities have generally been relegated to low income and racial minority neighborhoods. Awareness of corruption in their
neighborhood is one reason why police have low ratings from the public.
How the Police Become Corrupt?
Police officers do not start their careers as corrupt individuals. The only exceptions are those who have some criminal
activity in the past, which was not detected in the selection process. An important part of understanding police corruption, then, is
examining how individual officers become corrupt,
Corrupting Individual Officers
Most experts believe that officers become corrupt through a process of socialization. An officer does not become
corrupt all at once. Rather, the process involves a series of stages in which the officer passes from lesser to greater tolerance
and or involvement in corrupt activities.
First Stage – The moral career of a corrupt officer begins with relatively minor gratuities. The officer begins to regard
free meals as a normal part of the job. Peer pressure is extremely important in the first stage. The new officer is introducing to
corrupt acts by veteran officers.
Second and Third Stage – According to Sherman, it involve regulatory offenses, an officer accepts a free drinks from
a bar owner and allows the bar to remain open after the legal closing hours. Peer pressure is important if the officers know that
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Final Stage – At some point the officer becoming corrupt changes from one who passively accepts gratuities into one
who aggressively solicits bribes. The corrupt acts begin to involve more serious violation of the law, become more systematic,
and involve larger amounts of money; the officer begins to initiate corrupt acts.
Level of Corruption
Not all departments are corrupt, and not all corrupt departments are equally corrupt. The relevant question, according
to Sherman is: Why are there different kinds and extends of police corruption’s is different communities?
First Level – Rotten Apples and Rotten Pockets
Corruption is less serious when it involves only a few police officers acting on their own. The rotten apple theory
applies to a situation where only a few officers independently engaged in corrupt acts. A rotten pocket exists when several
corrupt officers cooperate with one another. The Rotten apple problem is the easiest to control. Rotten pockets represents a far
more difficult problems, they involved a conspiracy among several officers who will not testify against one another.
Second Level – Pervasive Unorganized Corruption
Corruption reaches a higher degree of intensity when it is a majority of personnel who are corrupt, but who have little
relationship to each other.
Third Level – Pervasive Organized Corruption
The most serious form of corruption exists at an organized level that penetrates the higher levels of the department. An
example is a systematic payoff to protect illegal activities with the payoff shared among all members of a unit and their
supervisors.
Types and Forms of Corruption
Corruption is not limited to the present day, for as long as there have been a police, there has been police corruption.
Samuel Walker describes four general types of corruption: taking gratuities, taking bribes, theft or burglary, and internal
corruption.
1. Gratuities – are small tips or discounts on goods purchased. In many communities. Some prohibits gratuities, while
others do not.
2. Taking Bribes – the payment of money or other consideration to police officers with intent to subvert the aims of the
criminal justice system. According to Walker, bribe may take two forms: (1) the pad (formal, regular, periodic payments
to the police to overlook continuing criminal enterprises) (2) the score (a one time payment to avoid arrest for illegal
conduct).
3. Theft or Robbery – The taking of money or property by the police while performing their duties, is another form of
corruption. The police have access to numerous premises; include warehouses and stores, while investigating
burglaries.
4. Internal Corruption – Officers pay members of their departments for special assignments or promotions.
Thomas Barker and Julian Roebuck on the other hand have identified the following types of corruption:
 Acceptance of free or discounted meals and services.
 Acceptance of kickbacks for referral for services
 Opportunistic theft from helpless citizens or unsecured premises.
 Shakedowns
 Protection of Illegal Activities
 Acceptance of money to fix cases

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 Planned Theft
Eight Kinds of Police Corruption
 Corruption of Authority – An officer’s authority is corrupted when he receives officially unauthorized material gain
by virtue of his position as a police officer without violating the laws.
 Kickbacks - Profits
 Opportunistic theft – Occurred from arrest of suspects, investigating victims in crime scenes and from unprotected
properties.
 Shakedown – Arises when an officer inadvertently witnesses or gains knowledge of a criminal violation and the
violator subsequently offer a bribe to evade arrest.
 Protection of Illegal Activities – This type of corruption concerns with the giving of protection by a policeman in any
illegal activity such as gambling, smuggling, prostitution or other vices to operate without police interference in
exchange of any form of material rewards.
 Traffic Fix – The quashing of prosecution proceeding following the offenders arrest
 Direct Criminal Activities – It involves no corruptor. Policeman directly committed crimes against the person or
property of another for material gain.
 Criminal Pay-off- Internal Pay-Off regulates a market where the police officers prerogatives maybe bought,
bartered or sold.
Other Kinds of Corruption
Many police officers has been involved in acts of corruption sourced out from Gambling - Parking and Traffic –
Narcotics - Retrieving seized automobiles – Construction - Intradepartmental Payments – Bars - Sale of Information –
Prostitution – and Gratuities
Reasons for Police Corruptions
Numerous theories attempt to explain corruption in law enforcement agencies. Frank Schmalleger offers an interesting
theory about the reason some police officers become corrupt by tying Edwin Sutherland theory of differential association to
police corruption. Sutherland’s theory of differential association holds that crime is basically imitative, we learn crime the same
way we learn other behavior. Police tend to imitate the behavior that surrounds them.
The tremendous discretion they are allowed to exercise, and the existence of the police personality and police
cynicism, it is easy to see that police work is fertile ground for the growth of corruption. Add to this, is the environment the
constant contact police have with criminals and unsavory people, and the enormous amount of money that can be made by
corrupt officers. Based on all these factors, it is little wonder that corruption is pervasive
Wilson says that low salaries and expectation that the police will have other jobs increase the probabilities that the
police will be involved in corruption.
Other Factors Which Contribute to Police Corruption
1. Branch of the Department to which the officer is assigned.
2. Area to which an officer is assigned
3. Character of the police
4. Rank
5. Police Attitude
6. Police Officer clientele
7. Leadership
Effects of Corruption on Law Enforcement
Nothing undermines public confidence in the police and in the process of criminal justice more than the illegal acts of
police officers. David Burnham identified what he calls four hidden social costs of police corruption namely:

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1. It represents a secret tax on businesses that have to pay off the police to avoid harassment.
2. It undermines the enforcement of the law, allowing widespread illegal activity to flourish
3. It destroys the department itself, robbing the police officer of self-respect and respect for superior officers and the
department as a whole. Effective discipline becomes impossible when corruption is systematic
4. Knowledge of the existence of corruption under the public’s faith in the police and the entire criminal justice system.
Problems on Police Response
Patrol effectiveness is frequently measured in response time. The time elapsed between when the call is received and
when the police arrived on the scene.
One obvious reason for a rapid response is the opportunity to apprehend a person engaged in criminal activity.
Primary Reasons for Police Response Delay
Citizen’s delay in calling the police is because of decision-making problems or problems in communicating with the
police.
Three basic decision-making problems that result in citizen’s failure to call the police immediately are:
 Citizens sometimes want first to verify that a situation does indeed involve a crime; that is they try to resolve
ambiguity in the situation.
 Sometimes citizens take actions to help themselves cope with problems the crimes has created for them, for
example leaving the scene, talking with someone else to enlist support, chasing the suspect or taking care of a
physical injury.
 Most citizens experience conflict as to whether or not to call the police, and try to avoid making immediate
decisions.
After the citizens decided to call the police, they may encounter other problems, such as the following:
 No Phone Available
 Not Knowing what Number to Call
 Nor Being Able to Communicate Clearly with the Person Receiving the Call
Response time is also delayed when the department does not have enough patrol officers available for such duty at
any particular time.
Patrolling is mainly a deterrent to criminal activity: recent research showed that a patrolling police officer is likely to
come across a serious crime by chance once every 14 years.
Patrols are particularly useful in offering reassurance to the public. More targeted police presence also prevents
crime, especially where there are crowds of people.
Police patrols take place in cars or on foot; there has been some tendency to return to foot patrols recently, as they
are seen as more conducive to a good relationship with the public; car patrols, on the other hand, have the advantage of
speed of response when a crime is reported. Police are equipped with radios that enable the local control room to respond
with officers to an incident as appropriate.
Factors Affecting Police Response
Police Officers respond to calls about committed crimes depends on several important variables:
 What specific crime is involved?
 Is the crime still in progress? How many suspects are involved? Are weapons involved? Is they’re a danger to
the public?
 Could a hostage situation develop?

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 How many officers are available?
 Where are they?
Police Use of Violence
Need for Restraint in Police Use of Force
One of the central issues in policing today is how we can make the police accountable to the citizenry in a democratic
society and yet not hamstring them in their legitimate pursuit of law and order.
All people-processing organizations, like the police agencies, face certain common problems. But the police
administrator faces a problem in controlling practice with clients that is not found in most other organizations. The problem is that
police contacts with citizens occur in the community, where direct supervision is not feasible and where exercise of wide
discretion is unavoidable.
The problem of excessive use of force by policemen is popularly referred to as POLICE BRUTALITY. However, most
authorities on the police have become wary of the phrase “police brutality” in this connection because they believe the term has
become so overcharged with emotional connotation. They feel the expression “violent-force”- both authorized and non-
authorized-is a more accurate way of describing this aspect of police conduct.
Sequence of Decision Phases in Police Use of Deadly Force
Research studies have established that in a substantial percentage of shootings by police, their action in squeezing the
trigger is not the product of a “shoot/don’t shoot” decision rather the result of a sequence of decisions stretching back in time
minutes or even hours before the gun is fired.
In this regard, Scharf and Binder have conceptualized five “decision phases”:
1. Anticipation – defined as the period from the officer’s first awareness of the need for the intervention to his arrival on
the scene where the encounter occurs with the opponent. A critical element of this phase is the substance, amount and
accuracy of information that the officer receives and that he may use in forming expectations of and preparations for
the encounter.
2. Entry and Initial Confrontation – This is the period in which the officer physically enters the scene or fist approaches
the citizen. It is theorized that tactical decisions made in this phase can significantly influence the officer’s later options.
These decisions would include whether to seek cover (behind an object, protective body armor, etc.) or concealment
and whether to enlist the aid of individuals whom the suspect may trust.
3. Dialogue and Information Exchange – This is a “definitional” phase in which, through oral or other forms of
communication, the officer(s) and civilians(s) “size up” the situation and each other. Included in this phase are orders to
“halt”, “drop the gun” among others, issued by the police, threats or signs of contempt by the civilian toward the officer,
and actual negotiations of the sort that would be involved in extended hostage-barricade incidents.
4. Final Frame Decision to shoot or not to Shoot – The officer’s actual determination about discharging the weapon.
5. Aftermath – This final phase includes both on-site events immediately following a decision to shoot or not to shoot and
activities, such as departmental review and future contact between the officer and his opponent that may occur days or
week later.
When Use of Force on the Citizen can be judged to be Improper or Unnecessary?
In a significant study on the phenomenon of police brutality, Albert J. Reiss has laid down certain criteria when use of
physical force on a citizen can be judged to be improper or unnecessary if force was used in one or more of the following ways:
1. If a policeman physically assaulted a citizen and then failed to make an arrest, proper use involves an arrest.

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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
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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 noncompliance, the officer must deploy tactical talents to assert control and
gain cooperation.
 Compliance Techniques – The officer must deploy sufficient force to overcome the subject’s active resistance,
remaining vigilant for signs of more aggressive behavior from the subject.
 Defensive Tactics – Confronted with the subjects assaultive act/s the officer is justified in taking appropriate steps
to immediately cease the assaultive action and gain and maintain control of the subject once compliance is
achieved.
 Deadly Force – Facing an assaultive situation that reaches the ultimate degree of danger, the officer must deploy
absolute and immediate tactics to stop the lethal threat and secure conclusive compliance and control.
THE REMEDIES TO THE POLICE PROBLEMS
As they say, every problem has a solution. After we have discussed the problems, below is a discussion on the
possible remedies to deal with these police problems. They must be, however, taken into holistic approaches in their
implementation.
General Remedies Available

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Consistent progress in public service is possible only when the internal strength of the organization exists. There must
be high morale among the members of the police service reflected in their esprit de corps that springs from their genuine loyalty
and noble faith in the policies and objectives of the organization.
Recruitment standards, training requirements and career development program must be strictly observed.
Salaries and allowances and other personnel motivations must be maintained in the proper levels. Police service as it
is presently conducted does not appear to meet all the requirements of a true profession, and while evident improvements have
been made in some areas of work, much remain to be done in the correction of the police organizations to attain modern civilian
professional concepts.
There are no obstacles to the attainment of professional status that are so great that cannot be surmounted if the
human elements of the organization themselves are willing to accept the demands of professional growth and responsive
service.
In professional organizations, high standards of qualifications must be established and recognized by the members for
recruitment and admission thereto. Likewise, facilities must be provided for technical and enrichment skills and the development
of knowledge on both substance and work procedures.
Remedies on Police Corruption
We can prevent or control police corruption through the following means:
1. List all the corruption or crimes reported to have been committed in your organization and arrange in order of
importance.
2. Specify each act of corruption using the following questions:
 What is the particular type of corruption committed?
 Who are reportedly involved as giver, taker, accomplishes etc.?
 Where is this corruption occurring in your organization?
 When is this corruption occurring in the cycle of your service?
 How big is the problem? How many times is it occurring? How much loss is involved?
3. Identify the forces of attraction to this crime.
 What is in it for the giver? The taker? And each of those involved?
 What gains or rewards are they after?
 What risks are involved? What punishments are in store for those who are caught? What is the likelihood that the
culprits will be caught and prosecuted?
4. Identify the rationalizations used to justify the act.
 What alibis, half-truths and plain lies are used to justify this act in your organization?
 What makes these alibi’s credible or acceptable to the persons involved and to the rest of the people in your
organization?
 What are the major flaws of these alibis? What truths and realities do they hide or deny?
 What are the sources of these lies? How are they communicated to your organization?
 Identify the occasions in your organization when this crime can be repeated?
 What in your organization that provides opportunities to commit this crime?
 Which systems and procedures are less effective, not properly understood, not given enough attention, vulnerable
to corruption?
 Formulate an action plan to prevent corruption.
 How can you minimize or eliminate the forces of attraction?
 How can you make honesty more rewarding, more meaningful and more satisfying?
 How can you make dishonesty more punishing, more risky, more attractive?
 How can you eliminate or minimize these rationalizations?
 How can you debunk these lies, alibis and half-truth?
 How can you arouse their sense of honesty, truthfulness and sincerity?

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 How can you improve your systems and procedures so that you can detect corruption early and correct as fast as
possible?
Control Mechanisms in the Use of Force by Police Officers
To improve the control of violent force, many police specialist believe major changes in the purpose, recruiting method,
training, organization and tactics of the police will have to be implemented.
 Adoption of organizational rules, procedures, accountability mechanism, training, firm system of oversight and
accountability by police managers.
 Improved officer selection criteria, and officer training in various survival tactics, such as range instruction, human
relation skills, cultural awareness programs, verbal judo, martial arts, and the use of less lethal weapon.
 Heavy emphasis should be given to detailed background check in order to detect any erratic behavior in the past
as an indicator of possible trouble in the future.
 Intensive psychiatric or psychological interview should be conducted for all applicants.
Proactive Measures against Police Violence
With training as a focal point, the following proactive measures towards violence-reduction in police work are
suggested:
 Training, training, training, retraining, retraining, retraining, communication, communication, communication.
 Front-line supervision that is well trained, well informed and not afraid to supervise.
 Discipline that is fair, consistent and consistently applied.
 An awareness of instances of over-aggressive tendencies and the provision of remedial training or discipline
before these latent tendencies become assaults.
Other Remedies
To improve efficiency and effectiveness in police work with a lessened amount of police problems, the following are
other remedies on police problems:
 Comprehensive campaign of the Moral Recovery Program in the police service
 Comprehensive focus on educational measures with emphasis on the ethical standards and code of conduct for
law enforcers.
 Comprehensive check-up on existing statutes concerning the police organization
 Political will power remedies on erring police officers
…oΩo…