1

POLICE ORGANIZATION & ADMINISTRATION

WITH POLICE PLANNING
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PART

1
HISTORY OF THE PNP

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Introduction
The passage into law on December 13, 1990 of
Republic Act No. 6975 entitled “An Act Establishing the
Philippine National Police Under a Reorganized
Department of the Interior and Local Government and for
Other Purposes,” gave way to the creation of the
country's police force that is national in scope and
civilian in character. It is administered and
controlled by the National Police Commission.

With the effectivity of Republic Act No. 8551,

otherwise known as the “Philippine National Police
Reform and Reorganization Act of 1998,” the PNP was
envisioned to be a community and service oriented
agency. As mandated by law, the PNP activated the
Internal Affairs Service (IAS) on June 1, 1999. It is
an organization within the structure of the PNP, and it
is headed by Inspector General.

Early Origins of the Police Forces

The police under the local setting primitively
evolved from the practice of the different tribes to
select able-bodied young men to protect the people from
the assault of the rival tribe, and to maintain peace
and order within the village.

By the coming of the Spaniards, the country’s

police system started. The police were then called
Guardillo, later the function of law enforcement were
assumed by the Cuerpo de Carabineros de Seguridad
Republica. In 1852, Guardia Civil took over the peace
keeping duties in the island under a Royal Decree.
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After the Spanish Era, another master begins, the

Americans came to our country to conquer and rule the
Philippine Republic. While the American Soldiers were
busy fighting the tug army of Gen. Aguinaldo, Gov.
Taft, established a police which shall maintain peace
and order. On January 9, 1901, Manila Police was
formally organized by virtue of Act No. 175 of the
Philippine Commission. Thereafter adjoining places
follow through.

Implementation of Act No. 175

On August 8, 1901, with the sanction of the U. S.
War Department, Henry T. Allen, a graduate of the U.S.
Military Academy, a regular captain but then a
Lieutenant Colonel of the U.S. Cavalry Volunteers in
the Philippines officially designated and confirms by
the Commission as Chief of Constabulary. His
designation as Chief was formally inaugurated, and on
the same day buckled down to work.

Realizing the fact that military solution to the

problem is unwired; the military authorities opted to
recommend to the Philippine Commission headed by
William Taft to take over. In accordance with the
instructions of the Secretary of War Elihu Root, the
Commission took over the government from the military
on July 18, 1901 with Taft as Civil Governor.

Filipinianization of the Constabulary

The gradual Filipinianization of the Constabulary
officer corps proved to be a sound move for World War I
which was soon to break out and to drag the United
States into it and many of the top Constabulary's
American officers joined the U.S. Expeditionary Forces
to France. This development gave the opportunity for
the Filipinos to run the Constabulary themselves. The
first to be given the chance was Brig. Gen. Rafael T.
Crame, appointed PC Chief in December 1917. Thus, for
the first time in sixteen (16) years of existence, the
Constabulary was placed under Filipino leadership.
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With the assumption of Brig. Gen. Crame, the

Constabulary Districts were renamed and their
respective districts redefined. The 4th District came
to be known as District of Northern Luzon based in San
Fernando, La Union; the 1st District was renamed
District of Central Luzon; the 2nd District was renamed
District of Southern Luzon; the 3rd District was
renamed District of Visayas and the 5th District was
renamed district of Mindanao based in Zamboanga.

The Post War Constable

On October 28, 1944, President Sergio Osmeña
issued an Executive Order creating all insular police
called Military Police Command, USAFFE pursuant to
USAFFE General Orders Nos. 50 & 51, re-designated it as
Military Police Command, AFWESPAC. This idea was
conceived to restore the bad image of the Constabulary
during the Japanese occupation when these constables
were made to run after the guerrillas.

However, after the years of existence, the

Constabulary was revived on July 1, 1947. About 12, 000
officers and men were withdrawn from the Military
Police Command (MPC) and transferred to the Department
of Interior (DI), and designated as the national police
force is the Philippine Constabulary.

All the functions of the Military Police Command

(MPC) except those military in character "were
thereafter exercised and assumed by the PC in
connection with Sections 832-840 & 848 of the Revised
Administrative Code,” were declared in full force and
effect, pursuant to EO No. 94 dated October 4, 1947.

Constitution of the Police Forces

The Administrative Code of the Philippines,
promulgated on September 10, 1955, provided for the
constitution of police forces in every cities and
municipalities with the officers and members thereof
being appointed by the Mayors with the consent of the
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City or Municipal Council. Under this set-up the police

are primarily a political entity that tended to serve
the wills of those in power.

In an effort to improve the quality and morale of

all existing police forces, R.A. No. 4864, known as the
Police Act of 1966 was enacted, by virtue of which,
National Police Commission was created, vested with the
power to supervise and control the police forces all
over the country. Under this act the administration,
control and disciplinary measures, including training
of each member are placed under the exclusive
jurisdiction of the NAPOLCOM.

Integration of the Police Forces

The early seventies saw the rapid escalation of
subversive activities of the insurgents throughout the
country. So, on September 21, 1972, the then President
Ferdinand E. Marcos proclaimed Martial Law throughout
the country by virtue of Proclamation No. 1081, and
subsequently Presidential Decree No. 765 was put into
effect on August 8, 1975.

The said law instituted the integration of the

nation’s police forces with the Philippine Constabulary
or the PC/INP, virtually making the Integrated National
Police a component of the Armed Forces of the
Philippines, and under the general supervision of the
Department of National Defense.

Creation of the Philippine National Police

In response to the call for public safety and
reforms within the organization, Honorables Teodulo
Natividad, Blas Ople, Regalado Maambong and Rustico
Delos Reyes authored the provisions of Sec. 6, Art. XVI
in the 1987 Constitution, which provides that, “the
state shall establish and maintain one police force,
which shall be national in scope and civilian in
character, to be administered and controlled by the
NAPOLCOM. The authority of local executives over the
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police units in their respective jurisdiction shall be

provided by the law.

This gave birth in the enactment of RA No. 6975,

entitled “An Act Establishing the Philippine National
Police Under the Reorganized Department of the Interior
and Local Government and for Other Purposes,” which
took effect on January 2, 1991. The said act was
subsequently amended by RA No. 8551, entitled “An Act
Providing for the Reform and Reorganization of the
Philippine National Police, and for Other Purposes,”
which took effect on March 6, 1998.

Powers and Functions of the PNP

As provided by Section 14, RA 6975, hereunder are
the powers and functions of the PNP:

1. Enforce all laws and ordinances relative to

the protection of lives and properties; and maintain
peace and order and take all necessary steps to ensure
public safety;

2. Investigate and prevent crimes, effects the

arrest of criminal offenders, bring offenders to
justice and assist in their prosecution; exercise the
general powers to make arrest, search and seizure in
accordance with the Constitution and pertinent laws;

3. Detain an arrested person for a period not

beyond what is prescribed by law, informing the person
so detained of all his rights under the Constitution;

4. Issue licenses for the possession of firearms

and explosives in accordance with law; and supervise
and control the training and operations of security
agencies and issue licenses to operate agencies, and to
security guards and private detectives, for the
practice of their professions, and

5. Perform such other duties and exercise all

other functions as may be provided by law.
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PART

ORGANIZATIONAL STRUCTURE

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The police force shall be organized, trained and
equipped primarily for the performance of police
functions. Its national scope and civilian character
shall always be paramount.

Composition of the PNP

The Philippine National Police (PNP) is hereby

established, initially consisting of the members of the
police forces who were integrated into the Integrated
National Police (INP) pursuant to Presidential Decree
No. 765, and the officers and enlisted personnel of the
Philippine Constabulary (PC).

Officers and enlisted personnel of the PC shall

include those assigned with the Narcotics Command
(NARCOM), Criminal Investigation Service (CIS),
together with the civilian operatives, and those of the
technical service of the Armed Forces of the
Philippines (AFP) assigned with the PC.

Also included are the absorbed regular operatives

of the abolished Inspection, Investigation and
Intelligence Branch (IIIB) of the National Police
Commission (NAPOLCOM).

Organization of the PNP

The Philippine National Police (PNP) shall be

headed by a Chief with the rank of Director General,
who shall be assisted by two (2) Deputy Chiefs, i.e.,
one (1) for administration, who is the second in
command with the rank of Deputy Director General, and
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one (1) for operations, who is third in command with

the rank of Deputy Director General.

The organizational structure is composed of the

national office, regional offices, provincial offices,
district offices, in case of large provinces and city
and municipal stations. The national office is composed
of the following:

1. The Office of the Chief, PNP. the Office of

the Deputy Chief for Administration, the Office of the
Deputy Chief for Operations, and the Office of the
Chief, Directorial Staff;

2. The sixteen (16) Staff Directorates as

follows: Directorate for Personnel and Records
Management (DPRM), Directorate for Human Resource and
Doctrine Development (DHRDD), Directorate for Logistics
(DL), Directorate for Research and Development (DRD),
Directorate for Comptrollership (DC), Directorate for
Intelligence (DI), Directorate for Operations (DO),
Directorate for Plans (DP), Directorate for Police-
Community Relations (DPCR), Directorate for
Investigation and Detective Management (DIDM),
Directorate for Information Technology & Communications
Management (DITCM), and the five (5) Directorates for
Integrated Operations (DIPOs).

3. The Office of the Inspector General, Internal

Affairs Service (IG, IAS), Program Management Office
(PMO), and Public Information Office (PIO), which are
all under the Office of the Chief, PNP.

4. The ten (10) Administrative Support Units

(ASU), as follows: Chaplain Service, Computer Service
(COMS), Communications and Electronic Service (CES),
Engineering Service (ES), Finance Service (FS),
Headquarters Support Service (HSS), Health Service
(HS), Legal Service (LS), Logistic Service (LOGS), and
Training Service (TS).

5. The ten (10) Operational Support Units

(OSU), as follows: Aviation Security Group (ASG), Civil
Security Group (CSG), Crime Laboratory (CL), Criminal
Investigation & Detection Group (CIDG), Maritime
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Security Group (MSG), Police-Community Relations Group

(PCRG), Police Highway Patrol Group (PHPG), Police
Intelligence Group (PIG), Police Security & Protective
Group (PSPG), and Special Action Force (SAF).

6. The PNP Regional Offices (PROs) corresponding

to the following: the Office of the Regional Director
(ORD), the Office of the Deputy Regional Director for
Administration (ODRDA), the Office of the Deputy
Regional Director for Operations (ODRDO), the Office of
the Chief, Regional Directorial Staff (CRDS) with staff
divisions, as follows: Regional Personnel & Human
Resource Division (RPHRDD), Regional Logistics &
Research Development Division (RLRD), Regional
Comptrollership and Finance Division (RCFD), Regional
Intelligence and Investigation Division (RIID),
Regional Operations & Plans Divisions (ROPD), and
Regional Police Community Relations Division (RPCRD).

7. The five (5) Police District Offices (PDO) of

the National Capital Region (NCR), each headed by a
District Director (DD) and assisted by a Deputy
District Director (DDD), and the District Internal
Affairs Service (DIAS) which is under the District
Director.

8. The Police Provincial Office (PPO)

corresponding to all provinces throughout the country,
each headed by a Provincial Director (PD) and assisted
by a Deputy Provincial Director (DPD), and the
Provincial Internal Affairs Service (PIAS) which is
under the Provincial Director.

9. The City Police Office (CPO) of highly

urbanized cities outside of NCR which shall be under
the command and direction of the Regional Director (RD)
and equivalent to a Provincial Police Office (PPO),
headed by a City Director (CD) and assisted by Deputy
City Director (DCD), and the City Internal Affairs
Service (CIAS).

10. The City/Provincial Public Safety Company

(C/PPSC) headed by the Group Director (GD) to enhance
the police internal security operations in the
province, and to assist the AFP in counter-insurgency.
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11. The Police Station (PS) headed by a Chief of

Police (COP) which is established in every component
city and municipality, under the command and direction
of the Provincial Director (PD), and with subordinate
Police Community Precincts (PCP) and Community-Police
Assistance Centers (COMPAC), classified as follows:

a. Cities i.e., Type “A” - population of

100,000 or more, Type “B” - population of 75,000 to
less than 100,000, and Type “C” - population of less
than 75,000.

b. Municipalities, i.e., Type “A” -

population of 75,000 or more, Type “B” - population of
30,000 to less than 75,000, and Type “C” - population
of less than 30,000.

Manning Levels
On the average nationwide, the manning levels of
the PNP shall be approximately in accordance with a
police-to-population ratio of one (1) policeman for
every five-hundred (500) persons. The actual strength
by cities and municipalities shall depend on the state
of peace and order, population density and actual
demands of the service in the particular area. However,
the minimum police-to-population ratio shall not be
less than one (1) policeman for every one thousand
(1,000) persons. Urban areas shall have a higher
minimum police-to-population ratio as maybe prescribed
by regulations promulgated by the NAPOLCOM.

Rank Classifications
For purposes of efficient administration,
supervision and control, the rank classifications of
the member of the PNP shall be as follows:
PNP Ranks AFP Ranks
Director General General
Deputy Director General Lieutenant General
Director Major General
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Chief Superintendent Brigadier General

Senior Superintendent Colonel
Superintendent Lieutenant Colonel
Chief Inspector Major
Senior Inspector Captain
Inspector Lieutenant
Senior Police Officer IV Master Sergeant
Senior Police Officer III Technical Sergeant
Senior Police Officer II Staff Sergeant
Senior Police Officer I Sergeant
Police Officer III Corporal
Police Officer II Private First Class
Police Officer I Private

Percentage Rank Distributions

The percentage rank distributions of the uniformed
members, except for the rank of Police Chief
Superintendent and above, shall be as follows:

Rank Percentage
Police Senior Superintendent .23%
Police Superintendent .61%
Police Chief Inspector 1.22%
Police Senior Inspector 2.25%
Police Inspector 4.10%
Senior Police Officer IV 4.10%
Senior Police Officer III 7.74%
Senior Police Officer II 9.78%
Senior Police Office I 12.50%
Police Officer III 14.95%
Police Officer II 18.77%
Police Officer I 23.75%
======= Total
100.00%

At present there are ninety (90) star rank

officers in the PNP, i.e., from Police Chief
Superintendent to Police Director General.
PART

3
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RECRUITMENT & SELECTION

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Whereas, Section 14 of R.A. No. 8551 amending
Section 30 of R.A. No. 6975, prescribes the minimum
qualifications for appointment of uniformed personnel
in the Philippine National Police (PNP).

General Qualifications
Hereunder are the general qualifications and
standards in the recruitment and selection of police
personnel, as follows:

1. A citizen of the Philippines;

2. A person of good moral character;

3. Must have passed the psychiatric and

psychological, physical, medical and dental, and drug
tests to be administered by the PNP Health Service and
Crime Laboratory Service or by any NAPOLCOM accredited
government hospital for the purpose of determining
physical and mental health;

4. Must possess a formal baccalaureate degree

from a recognized learning institution;

5. Must be eligible in accordance with the

standards set by the Commission;

6. Must not have been convicted by final

judgment of an offense or crime involving moral
turpitude;

7. Must not have been dishonorably discharged

from military employment or on AWOL or Dropped from
Rolls from the PNP service or dismissed for cause from
any civilian position in the government;
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8. Must have no pending criminal case in any

court, including the Office of the Ombudsman or any
administrative case if already an employee of the
government;

9. Must be at least one meter and sixty-two cms.

(1.62m) in height for male and one meter and fifty-
seven cms. (1.57m) in height for female;

10. Must weigh not more or less than five

kilograms (5kgs.) from the standard weight
corresponding to his/her height, age and sex; and

11. Must not be less than twenty-one (21) nor

more than thirty (30) years of age.

Appropriate Eligibilities
The appropriate eligibilities to Police Officer I
was those acquired from the following:

1. NAPOLCOM PNP Entrance Examination.

2. R.A. No. 6506-Licensed Criminologist.

3. R.A. No. 1080-Board and Bar Examinations

4. P.D. No. 907-Honor Students.

5. Civil Service Eligibilities.

Distribution Criteria of Police Officer 1

To attain the equitable distribution, the
allocation of quota at the city or municipal levels
shall be based on the set of criteria, as follows:

1. Police-to-population ratio as herein

provided: highly urbanized cities - 1:500 to 700;
component cities - 1:650 to 800; and municipalities -
1:750 to 1000.
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2. Peace and order conditions, actual demand of

the service, and class of city and municipality.

Regular Recruitment Quota

The recruitment quota given to any of the National

Support Units (NSU) shall be based on the actual
demands of the functional area covered. Within five (5)
working days from receipt of the proposed annual
recruitment quota, the Commission shall grant the
Chief, PNP with the authority to recruit through a
Resolution which shall contain the approved quota
distribution and supplemental guidelines peculiar to
the particular recruitment.

Attrition Recruitment Quota

Upon receipt of the recruitment quota, the Mayor
as Chairperson of the Local Peace and Order Council
(LPOC) shall create an Ad Hoc Body composed of four (4)
members, namely: Vice-Mayor, DILG-CLGOO/MLGOO, POC
Member, and City Director/Chief of Police. The City
Director/Chief of Police (CD/COP) shall serve as the
Secretariat for this activity. He shall publish the
list of applicants in public places and through the
local media, if any, to encourage the public to report
any information relative to the worthiness of the
applicant to become law enforcer in their community.

Final Evaluation of Applicant

The final evaluation of applicant to the position
of Police Officer I includes the sequential conduct of
the following examinations, i.e., Physical Agility Test
(PAT), Psychiatric or Psychological Examination (PPE),
Complete Physical, Medical and Dental Examination
(PMDE), and Final Screening Committee Interview (FSCI).
The Drug Test (DT) shall not follow the sequential
step but shall be conducted anytime after the PAT—on
passers only, and before the Final Screening Committee
Interview (FSCI)—on PMDE passers only. The Character
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and Background Investigation (CBI) shall be conducted

on all PPE passers and must be completed before the
start of the Final Screening Committee Interview
(FSCI).

Appointing Authorities
The following shall be the appointing authorities
to the rank of Police Officer I:

1. The Chief, PNP for applicants recruited at the

national level.

2. The PNP Regional Director for applicants

recruited at the regional level.

3. The Director of the concerned National Support

Unit (NSU) for applicants recruited by such particular
unit.

Status of Appointment
The following are the status of appointment of
newly appointed Police Officer I:

1. Temporary appointment shall be issued to a

newly recruited Police Officer I who meets the required
minimum qualifications, except the training required
which is the PNP Field Training Program (FTP). The FTP
shall be composed of the Public Safety Basic Recruit
Course (PSBRC) and the Field Training Exercise (FTX).

2. Permanent appointment shall be issued to a

Police Officer I after the completion of the required
PNP Field Training Program for twelve (12) months actual
experience and assignment in patrol, traffic, and
investigation.

Guidelines in the Appointment on Waiver Program

The following are the guidelines in the appointment
of Police Officer I under a waiver program:
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1. The age, height and weight for initial

appointment to the PNP may be waived only when the
number of qualified applicant fall below the approved
quota, and the Commission en banc my grant age, height,
and weight waiver. The RD, NAPOLCOM may grant height
waiver to a member of indigenous group.

2. Waiver of the age requirement may be granted

provided that applicant shall not be less than 20 or
not more than 35 years of age. For purposes of this
paragraph, one is considered to be not over 35 years
old if he is no yet reached his or her 36th birthday on
the date of the issuance of his or her appointment.

3. Waiver of the height requirements may be

granted to the male applicant who is at least one meter
and fifty-seven cms. (1.57m) and to a female applicant
who is at least one meter and fifty-two cms. (1.52m).

Selection Criteria on Waiver Program

Applicants who possess the least disqualification
shall take precedence over those who possess more
disqualification. The requirements shall be waived in
the following order, i.e., age, height, and weight.
Each applicant for waiver must possess special
qualifications, skills, or attributes useful to or
needed by the PNP, which are sufficient to compensate
to his or her lack or certain minimum qualifications.

Factors to be considered in the grant of waiver,

are as follows: outstanding accomplishments or
possession of special skills in law enforcement or
police work, martial arts, marksmanships and similar
skills; special talents in the field of sports, music,
and others; and extensive experience or training in
forensic science and other technical services.
PART

PROMOTION, ATTRITION & RETIREMENT

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In furtherance of Section 14(e), R.A. No. 6975, as

amended by R.A. No. 8551 which authorized the National
Police Commission to prescribe rules and regulations on
the promotion of the PNP uniformed personnel, the
following policies are hereby issued for strict
adherence of all concerned.

Types of Promotions
Hereunder are the types of promotions as provided
by R.A. No. 8551:

1. Regular Promotion

A member of the PNP shall not be eligible for

promotion to a higher position or rank unless he has
successfully passed the corresponding promotional
examination given by the Commission, or the Bar or
corresponding board examinations for technical services
and other professions, and has satisfactorily completed
an appropriate and accredited course in the PNP or
equivalent training institutions, and acquired the
necessary work experience. In addition, no member of
the PNP shall be eligible for promotion unless he has
been cleared by the People's Law Enforcement Board
(PLEB) of complaints proffered against him, if any.

2. Special Promotion

Special promotion may be extended to any member of

the PNP for acts of conspicuous courage and gallantry
at the risk of his life above and beyond the call of
duty or selected as such in a nationwide search
conducted by the PNP or any accredited civic
organization.

3. Promotion by Virtue of Position

Any PNP personnel designated to any key position

whose rank is lower than that which is required for
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such position shall, after six (6) months of occupying

the same, be entitled to a rank adjustment
corresponding to the position. Provided, that the
personnel shall not be reassigned to a position calling
for a higher rank until after two (2) years from the
date of such rank adjustment.

Appointing Authority for Promotion

The following are the appointing authorities for
promotion:

1. Police Officer I to Senior Police Officer IV.

Appointed by the Regional Director for regional
personnel, Director, NSU for NSU personnel, or by the
Chief, PNP for the national headquarters personnel and
attested by the Civil Service Commission;

2. Inspector to Superintendent. Appointed by the

Chief of the PNP, as recommended by their immediate
superiors, and attested by the Civil Service
Commission;

3. Senior Superintendent to Deputy Director

General. Appointed by the President upon recommendation
of the Chief of the PNP, with proper endorsement by the
Chairman of the Civil Service Commission and subject to
confirmation by the Commission on Appointments; and

4. Director General. Appointed by the President

from among the senior officers down to the rank of
chief superintendent in the service, subject to
confirmation by the Commission on Appointments:
Provided, That the Chief of the PNP shall serve a tour
of duty not to exceed 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.

Mandatory Requirements for Promotion

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The following are considered mandatory

requirements for candidate for promotions:

1. Minimum educational attainment, i.e., non-

officer—college degree, and officer—college degree, but
preferably with master’s degree.

2. Completion of appropriate training course,

work experience, and appropriate police eligibility,
prescribed by the National Police Commission.

3. Clearance from the People’s Law Enforcement

Board (PLEB).

Effects of Pending Case on Promotions

Mere pendency of an administrative or criminal

case shall be a bar for the promotion of a qualified
candidate, more particularly when the latter has been
placed under preventive suspension by reason of the
fact that the charge is serious and the evidence of
guilt is strong. If one who has been promoted has a
pending case, such promotional appointment shall be on
temporary status only, subject to change of status to
permanent by application thru the proper channels of
the individual PNP member, upon favorable disposition
of the case against him.

Weight of Seniority in Promotion

The qualified seniority rule is to be applied in

the sense that the length of service is merely one of
the various factors specified in the factors considered
for promotion which shall be used to determine
preference in promotional status. Seniority shall be
used as a governing factor only when clearly and
positively related to job performance and when all the
other relevant factors specified in factors considered
for promotion are relatively equal among the
candidates.
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Means of Attrition
The following are the means of attrition as
provided under Section 24 to 29 of R.A. No. 8551:

1. Attrition by Attainment of Maximum Tenure

Position Maximum Tenure

Chief, PNP four (4) years
Deputy for Administration & Operation four (4) years
Chief Directorial Staff four (4) years
Directors, Directorial Staff four (4) years
Regional Director, PRO six (6) years
Provincial Director, PPO nine (9) years

2. Attrition by Relief

A PNP member, who has been relieved for cause and

has not been given an assignment within two (2) years
from the effective date of such relief, shall be
retired or separated.

3. Attrition by Non-Promotion

A PNP member who has not been promoted for a

continuous period of ten (10) years shall be retired or
separated.

4. Attrition by Demotion in Position

A PNP member who is relieved and assigned to a

position lower than what is established for his/her
rank in the PNP Staffing Pattern and who shall not be
assigned to a position commensurate to such rank
despite the existence of a vacancy within eighteen (18)
months after his/her demotion in position shall be
retired or separated.
5. Attrition by Other Means

A PNP member with at least five (5) years of

accumulated active service shall be separated based on
any of the following factors:
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a. Inefficiency based on poor performance during

the last two (2) successive annual rating periods. To
warrant attrition, a PNP member has been rated poor for
four (4) successive rating periods.

b. Inefficiency based on poor performance for

three (3) cumulative annual ratings. To warrant
attrition, a PNP member was rated poor for three (3)
cumulative annual ratings.

c. Physical and/or mental incapacity to perform

police functions and duties; and failure to pass the
required entrance examinations twice and/or finish the
required career courses except for justifiable reasons;

d. Refusal to take periodic PNP Physical Fitness

Test without justifiable reason; and failure to take
the PNP Physical Fitness Test for four (4) consecutive
tests due to health reason.

e. Failure to pass PNP Physical Fitness Test for

two (2) consecutive periodic tests of four (4)
cumulative periodic tests; and non-compliance with the
minimum qualification standards for the permanency of
original appointment.

Types of Retirement

Hereunder are the different types of retirement,

as follows:

1. Permanent Physical Disability

An officer or non-officer who is permanently and
totally disabled as a result of injuries suffered or
sickness contracted in the performance of his duty as
duly certified by the National Police Commission, 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 position, shall be entitled to one
year's salary and to lifetime pension equivalent to
eighty percent (80%) of his last salary, in addition to
other benefits as provided under existing laws.
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2. Compulsory Retirement

Compulsory retirement for officer and non-officer

shall be upon the attainment of age fifty-six (56):
Provided, that, in case of any officer with the rank of
Chief Superintendent, Director or Deputy Director
General, the Commission may allow his retention in the
service for an un-extended period of one (1) year.

3. Optional Retirement

Upon accumulation of at least twenty (20) years of

satisfactory active service, an officer or non-officer,
at his own request and with the approval of the
Commission, shall be retired from the service and
entitled to receive benefits provided by law.

Monthly Retirement Benefits

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)
years to a maximum of ninety percent (90%) for thirty-
six (36) years of active service and over.

Should such member who has been retired under

permanent physical 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) years guaranteed period.

PART

DISCIPLINARY AUTHORITIES
 23

===============================================
As provided by R.A. 6975, as amended by R.A. 8551,
the police force shall be organized, trained and
equipped primarily for the performance of police
functions. Its national scope and civilian character
shall be paramount. The PNP shall be so organized to
ensure accountability and uprightness in police
exercise of discretion as well as to achieve efficiency
and effectiveness of its members and units in the
performance of their functions.

Citizen’s Complaints
Any complaint by a natural or juridical person
against any member of the PNP shall be brought before
the following:”

1. Chiefs of Police, where the offense is

punishable by withholding of privileges, restriction to
specified limits, suspension or forfeiture of salary or
any combination thereof, for a period not exceeding
fifteen (15) days;

2. Mayors of cities and municipalities, where

the offense is punishable by withholding of privileges,
restriction to specified limits, suspension or
forfeiture of salary, or any combination thereof, for a
period of not less than sixteen (16) days but not
exceeding thirty (30) days;

3. People’s Law Enforcement Board, where the

offense is punishable by withholding of privileges,
restriction to specified limits, suspension or
forfeiture of salary, or any combination thereof, for a
period exceeding thirty (30) days or by dismissal.
Internal Discipline
On dealing with minor offenses involving internal
discipline, the duly designated supervisors, exercise
disciplinary powers as follows:

1. Chief of Police or equivalent supervisors may

 24

summarily impose the administrative punishment of

admonition or reprimand; restriction to specified
limits, withholding of privileges; forfeiture of salary
or suspension; or any of the combination of the
foregoing. Provided, that, in all cases the total
period shall not exceed fifteen (15) days.

2. Provincial Directors or equivalent

supervisors may summarily impose administrative
punishment of admonition or reprimand; restriction to
specified limits; withholding of privileges, forfeiture
of salary or suspension; or any of the combination of
the foregoing. Provided, that, in all cases the total
period shall not exceed thirty (30) days.

3. Police Regional Directors or equivalent

supervisors shall have the power to impose upon any
member the disciplinary punishment of dismissal from
the service. He may also impose the administrative
punishment of admonition of reprimand; restrictive
custody; withholding of privileges; suspension or
forfeiture of salary; demotion; or any combination of
the foregoing. Provided, that, in all cases the total
period shall not exceed sixty (60) days.

4. The Chief of the PNP shall have the power to

impose upon any member the disciplinary punishment of
dismissal from the service; suspension or forfeiture of
salary; or any combination thereof for a period not
exceeding one hundred eighty (180) days. Provided,
further, that the chief of the PNP shall have the
authority to place police personnel under restrictive
custody during the pendency of a grave administrative
case filed against him or even after the filing of a
criminal complaint, grave in nature, against such
police personnel.
Exclusive Jurisdiction
A complaint or a charge filed against a PNP member
shall be heard and decided exclusively by the
disciplining authority who has acquired original
jurisdiction over the case, and notwithstanding the
existence of concurrent jurisdiction as regards the
offense. Provided, that offenses which carry higher
 25

penalties shall be referred to the appropriate

authority which has jurisdiction over the offense.

A minor offense shall refer to any act or

commission not involving moral turpitude, but affecting
the internal discipline of the PNP, and shall include,
but not limited to: 1) simple misconduct or negligence,
2) insubordination, 3) frequent absences and tardiness,
4) habitual drunkenness, and 5) gambling prohibited by
law.

Forum shopping or multiple filing of complaints-

when an administrative complaint is filed with a police
disciplinary authority, such as the PLEB, no other case
involving the same cause of action shall be filed with
any other disciplinary authority.

Summary Dismissal Powers

The NAPOLCOM, the Chief, PNP and RD, PROs, after

due notice and summary hearings, may immediately remove
or dismiss any respondent PNP member in any of the
following cases, i.e., when the charge is serious and
the evidence of guilt is strong, when the respondent is
a recidivist or has been repeatedly charged and there
are reasonable grounds to believe that he is guilty of
the charges, and when the respondent is guilty of a
serious offense involving conduct unbecoming of a
police officer.

Disciplinary Appellate Boards

The formal administrative disciplinary machinery

of the PNP shall be the National Appellate Board and
the Regional Appellate Boards. The National Appellate
Board shall be composed of the four (4) regular
commissioners and shall be chaired by the executive
officer. The board shall consider appeals from
decisions of the Chief of the PNP. The National
Appellate Board may conduct its hearing or sessions in
Metropolitan Manila or any part of the country as it
may deem necessary.
 26

There shall be at least one (1) Regional Appellate

Board per administrative region in the country to be
composed of a senior officer of the regional Commission
as Chairman and one (1) representative each from the
PNP, and the regional peace and order council as
members. It shall consider appeals from decisions of
the regional directors, other officials, mayors, and
the PLEBs. Provided, that the Commission may create
additional regional appellate boards as the need
arises.

Preventive Suspension Pending Criminal Case

Upon filing of a complaint or information
sufficient in form and substance against a member of
the PNP for grave felonies where the penalty imposed by
law is six (6) years and one (1) day or more, the court
shall immediately suspend the accused from office for a
period not exceeding ninety (90) days from arraignment.
Provided, finally, that such preventive suspension may
be sooner lifted by the court in the exigency of the
service upon recommendation of the Chief, PNP. Such
case shall be subject to continuous trial and shall be
terminated within ninety (90) days from arraignment of
the accused.

Finality of Disciplinary Actions

The disciplinary action imposed upon a member of

the PNP shall be final and executory. Provided, that a
disciplinary demotion or dismissal from the service may
be appealed to the regional appellate board within (10)
days from receipt of the copy of the notice of
decision. Provided, further, that the disciplinary
action imposed by the Chief of the PNP involving
demotion or dismissal may be appealed to the National
Appellate Board within ten (10) days from receipt
thereof.

Provided, furthermore, that the National or

Regional Appellate Boards as the case may be, shall
 27

decide the cases on appeal within sixty (60) days from

the receipt of the notice of appeal. Provided, finally,
That failure of the National and Regional Appellate
Boards to act on the appeal within said period shall
render the decision final and executory without
prejudice, however, to the filing of an appeal by
either party with the secretary.

People’s Law Enforcement Board

The Sangguniang Panlungsod or Sanguniang Bayan in
every city and municipality shall create such number of
People’s Law Enforcement Boards (PLEBs) as may be
necessary. Provided, that there shall be at least one
(1) PLEB for every five hundred (500) city or municipal
police personnel and for each of the legislative
districts in a city. The PLEB shall be the central
receiving entity for any citizen’s complaint against
the officers and members of the PNP.

The PLEB shall be composed of the following, i.e.,

any member of the Sangguniang Panlungsod (SP) or
Sanguniang Bayan (SB) chosen by his respective
sanggunian; any Barangay Captain of the city or
municipality concerned chosen by the Association of
Barangay Captains (ABC), and three (3) other members
who are removable only for cause to be chosen by the
local peace and order council from among the respected
members of the community known for their probity and
integrity, one (1) of whom must be a woman and another
a member of the Bar, or in the absence thereof; a
college graduate, or the principal of the central
elementary school in the locality.
 28

PART

POWERS OF LOCAL CHIEF EXECUTIVES

===============================================
Whereas, effective police administration at the
local level requires a clearer delineation and
operazationalization of the aforementioned statutory
powers of local chief executives. Now, therefore, the
Commission has resolved to prescribe, as it hereby
prescribed the following guidelines in the exercise of
the aforementioned powers by local chief executives.

Powers of Operational Supervision and Control

The power of operational supervision and control

pertains to the authority to direct, superintend, and
overseeing the daily performance of police functions at
the local level to ensure the effective conduct of
crime investigation, traffic control and crime
prevention activities. In furtherance thereto,
City/Municipal Mayor is empowered to direct the
employment and deployment of units or elements of the
PNP through the Chief of Police (COP), to ensure public
safety and effective maintenance of peace and order
within the locality. For this purpose, the terms
employment and deployment shall mean as follows:

Employment refers to the utilization of units or

elements of the PNP for purposes of protection of lives
and properties, enforcement of laws, maintenance of
peace and order, prevention of crimes, arrest of
criminal offenders and bringing the offenders to
justice, and ensuring public safety, particularly in
its suppression of disorders, riots, lawlessness,
violence, rebellious and seditious conspiracy,
subversion or other related activities. Deployment
shall mean the orderly and organized physical movement
of elements or units of the PNP within the province,
 29

city or municipality for purposes of employment as

herein defined.

Powers to Discipline PNP Uniformed Personnel

As a disciplinary authority, a City/Municipal
Mayor shall:

1. Have jurisdiction over citizen’s complaint

when the offense alleged is have been committed by a
PNP member is punishable by withholding of privileges,
restriction to specified limits, suspension or
forfeiture of salary or any combination thereof for a
period of not less than sixteen (16) days but not
exceeding thirty (30) days.

2. Refer to the PLEB a citizen’s complaint filed

with his office when the offense alleged to have been
committed by a PNP member is punishable by a penalty
higher than thirty (30) days forfeiture of salary or
suspension.

3. File with the appropriate PNP disciplinary

authority a complaint against any PNP member in his/her
city/municipality for breach of internal discipline.

Authority to Choose the Chief of Police

Authority to choose the Chief of Police (COP) from

a list of five (5) eligibles recommended by the
Provincial Director (PD), preferably from the same
province, city or municipality. Provided, however, that
in no case shall an Officer-In-Charge (OIC) be
designated for more than thirty (30) days.

Provided, further, that the Local Peace and Order

Council may, through the City or Municipal Mayor,
recommend the recall or reassignment of the Chief of
Police (COP), when in its perception, the latter has
been ineffective in combating crime or maintaining
peace and order in the city or municipality. Provided,
 30

finally, that such relief shall be based on guidelines

established by the NAPOLCOM.

The City/Municipal Mayor shall be consulted if the

PNP Provincial Director/District Director or higher PNP
official relieves or reassigns the Chief of Police
(COP) unless such relief or reassignment is urgently
required in the needs of the service or necessitated to
maintain the integrity of the police station. In such
case, the PNP Provincial Director or higher PNP
officials shall inform the Mayor within 48 hours of the
relief or reassignment made.

Recommend Appointment of New PNP Members

Authority to recommend from a list of eligibles

previously screened by the Local Peace and Order
Council the appointment of new members of the PNP to be
assigned to their respective cities and municipalities
without which no such appointments shall be attested.
Provided, that whenever practicable and consistent with
the requirements of the service, PNP members shall be
assigned to the city or municipality of their
residence.

Recommend the Transfer or Detail of PNP Members

Authority to recommend to the Provincial Director

(PD), the transfer, reassignment or detail of PNP
members outside of their respective city or town
residence. The authority of the City/Municipal Mayor
is a positive measure to enhance police service in
his/her city/municipality. Such reassignment or detail
outside his city/municipality should not be resorted to
as a form of disciplinary action.

Responsibilities of Local Chief Executives

The following are the responsibilities of the
local chief executives:
 31

1. As provided under R.A. No. 6975, as amended

by R.A. No. 7160, the City/Municipal Mayor, in
coordination with the Local Peace and Order Council of
which he is the Chairperson, pursuant to Executive
Order No. 309, as amended, develop and establish an
integrated area/community public safety plan embracing
priorities of action and program thrusts for
implementation by the local PNP stations.

2. Section 51 (b) (2) paragraph 2, R.A. No.

6975, as amended by R.A. No. 8551, provides that
City/Municipal Mayor have the duty to sponsor periodic
seminars for members of the PNP assigned or detailed in
their city or municipality in order to update them on
local ordinances and legislation.

Deputation of Local Government Executives

Governors and Mayors, upon having been elected and
having qualified as such are automatically deputized as
representatives of the National Police Commission
(NAPOLCOM) in their respective jurisdictions. As
deputized agents of the Commission, local government
executives can inspect police forces and units, conduct
audit, and exercise other functions as may be duly
authorized by the Commission. Pursuant to Section 65,
R.A. No. 8551, the statutory deputation of local chief
executives maybe withdrawn.

Unless reversed by the President, the Commission

may, after consultation with the Provincial Governor
and congressman concerned, suspend or withdraw the
deputation of any local executive for any of the
following grounds, i.e., frequent unauthorized
absences, abuse of authority, providing material
support to criminal elements, and engaging in acts
inimical to national security or which negate the
effectiveness of the peace and order campaign.

Upon good cause shown, the President may, directly

or through the Commission, motu propio restore such
deputation withdrawn from any local government
executive.
 32

POLICE PERSONNEL & RECORDS

MANAGEMENT
 33

PART

PERSONNEL MANAGEMENT

===============================================
The basic principles and techniques of personnel
management have changed little over the years, although
the environment in which they have been in practice has
been in a constant state of flux. As a consequence, the
supervisor is frequently faced with the problem of
adapting old principles to new situation.

Definition of Personnel Management

Personnel management may be defined as the

function of management concerned with promoting and
enhancing the development of work effectiveness and
advancement of the rank and file of the police
organization through proper planning, organizing,
staffing, directing, coordinating reporting, and
budgeting to achieve the organizational objectives of
the police. These functions have several components
which are interrelated with and supplementing one
another in the administration and operations of the
policing activities.

Management and Supervision Distinguished

In modern administrative terminology, management
denotes the process of directing and controlling people
and things so that organizational objectives can be
accomplished. While on the other hand, supervision, as
part of the management process, refers to the act of
overseeing people or in police organization it is the
process of overseeing subordinates and line officers—
the people responsible for production. It is an
activity which takes place at all levels in the
organization except at the work level; but nowhere is
 34

it more important than at the first level where the

productive capacity of the police organization in the
accomplished of vision and mission is directly
controlled.

Personnel Management as a Science and Art

Is personnel management a science or an art? This
can be best described by its respective definitions.
Science is defined as the systematic accumulation of
facts, their analysis and interpretation, and their use
to arrive at satisfactory conclusions. Based on the
foregoing definition of science, it is clear that
personnel management is a science because it involves
the systematic gathering of data, such as social
surveys, statistics, interviews, observations, and
inspections.

While art, on the other hand, is proficiency in

the practical application of knowledge acquired through
study, experiences, or observation. This is where
personnel management is an art, since it involves the
making of sound decisions. In the exercise of his
leadership in managing subordinates, the personnel
manager develops the art of knowing the how, what,
when, and why in dealing with the subordinates.

The major tool of the personnel manager as

scientist and artist is his creative imagination and
intelligence developed by learning, practice and
experience, his intuition and insight in handling the
various problems of subordinates in such a way that
there is an order, harmony, balance, and proper timing.

Personnel Manager’s Basic Responsibilities

In his day-by-day relationships with personnel,
the manager is expected to concern himself with the
following activities:
1. Planner
 35

He must be an expert in planning operational

activities and methods. He must be capable of
inspecting work systems, conducting studies, analyzing
data, and developing matured recommendations for
constructive changes in organization and operation when
necessary. If he is to best perform his duties he must
be able to forecast future needs of his organizations
as part of his planning activities.

2. Personnel Officer

The supervisory officer should strive to assign

his men as scientifically as possible to the positions
for which they are best suited and to the places and at
times they are most needed. He place “round plugs in
round holes” whether possible because a happy worker is
usually a productive one.

3. Trainer

The best supervisors develop their abilities to

train their subordinates to be efficient, effective
producers who gain satisfaction from their work. When
the supervisor neglects to develop his capacity for the
role of teacher, he deprives himself of a means of
upgrading the service and insuring that the standards
of performance in the organization are maintained
through the training process.

4. Controller

Every supervisor worthy of the name must learn how

to control his subordinates properly. He must make
proper follow-ups to determine that rules and
regulations have been followed and order properly
executed. When necessary, he must take disciplinary
action either positively through the process of
training or negatively through punitive action.

5. Decision Maker

One of the primary functions of the supervisor is

that of decision making. When he makes decisions, he
often helps shape the policy for the organization. If a
decision is indicated, he must not vacillate. A bad
 36

decision is sometimes better than none at all. When it

affects others, it should be communicated to them
clearly and simply to prevent misunderstandings and
resistance. The resistance will usually be reduced if
the need for change is explained.

6. Motivating Employees

Unless the subordinates agrees with the objectives

of his organization and believes that they are
attainable, he won’t be able to commit himself to them.
If he can’t, he won’t be motivated. The effective
supervisor will recognize the difference between giving
subordinates a desire to produce well because of high
job satisfaction and trying to force them to do so,
deviously or otherwise.

7. Leadership Responsibilities

A major responsibility of every supervisor is to

provide leadership for the men and women under him. To
become a good leader he must possess those traits of
honorableness, courageousness and vitality. He must be
reasonably intelligent. He should be a person with good
common sense. He must be persuasive and flexible. He is
not born with these characteristics, but he can develop
them by observing the desirable traits possessed by
good leaders and attempting to adopt them as his own.

Personnel Manager’s Administrative Functions

POSDCORB is made of the initials and stands for
the following activities:

1. Planning

This are process of working out in broad outline

the things that need to be done and the methods for
doing them to accomplish the purpose set for
enterprise. In planning, the personnel manager’s
organizing function is a perpetual one. The objective
is to create a favorable climate for human resources in
the organization.
 37

2. Organizing

That is the establishment of the formal structure

of authority through which work subdivisions are
arranged, and coordinated for the defined objective. It
establishes lines of responsibility and communication.

3. Staffing

That is the whole personnel function of bringing

in and training the staff and maintaining favorable
conditions of work. Recruitment, human resource
development, and placement are proper and necessary
staffing functions of each line supervisors. The
function of recruitment, while generally thought of as
primarily responsibility of top management, is a vital
function of personnel managers at all levels.

4. Directing

That is the continuous task of making decisions

and embodying them in specific and general orders and
instruction and serving as the leader of the
enterprise. The function of providing direction to
personnel and control of their activities is one which
consumes much of the personnel manager’s time.

5. Coordinating

That is the all important duty of inter-relating

the various parts of the work. Perhaps no function of
personnel management is less expandable than that of
coordination of human effort to ensure unity of action
of all organizational units. This activity must occur
at all levels to prevent disharmony.

6. Reporting

That is keeping those to whom the executive is

responsible informed, as to what is going on, which
thus includes keeping himself and his employees
informed through records, research, and inspection.

7. Budgeting
 38

This is all that goes with budgeting in the form

of fiscal planning, accounting, and control. This is
also refers to such matters as budget preparation, and
use and control of funds allotted for personnel,
equipment and supplies.

Principles of Personnel Management

There are also important principles of personnel
management which are very much useful to the managers
in the stewardship of the organization. They are as
follows:

1. Division of Work

Organizational structures are established to

designate how work is to be divided among the various
components of the establishment. Regardless of what
basis is used for this division, whether work is
apportioned according to functions performed, the
division must be logical and practicable.

2. Unity of Command

In addition to providing a logical arrangement of

work, organizational structure should provide clear-cut
channels of authority. The principle of “unity and team
work” should be practiced in every organization. This
principle requires that every employee should be under
the direct supervision of but one manager. Thus each
employee should be accountable directly to only one
manager in normal operations.

3. Span of Control

The principle of “span of attention,” initially

adopted from psychologists refers to the number of
person one individual can supervise effectively. The
principle has been applied to administrative operations
as the “span of control,” which relates to the number
of employee who can be supervised effectively by one
manager.
 39

4. Delegation of Work

This principle of delegation relates to the

process of committing an activity to another’s care. It
is closely related to the principle of span of control
in that even though the span of attention is excessive,
the harm from it can be reduced by the delegation of
much detail to subordinates. Those managers who refuse
to allow anything to be done except under their direct
control are the primary causes of the crippling
bottlenecks which slow or stop effective administration
and operations of the organization.

5. Personnel Development

The practice of delegation contributes to the

development of employees to perform the manager’s job
in his absence or when he is unable to act. A program
of this nature is variously denominated “executive” or
“managerial development” or simply “employees’
development”, which is a more all-inclusive program of
human resource development at all, levels of the
hierarchy to “take over” when necessary.

6. Exception Principle

The training of subordinates to take over in the

boss’s absence involves training just as does the
exception principle, which specifies that the head of
an organization should not find necessary to act
personally on each matter coming under his general
jurisdiction. Rather, he should have to act only on
those exceptional matters which require his personal
attention.

7. Completed Staff Work

This principle requires that the person to whom

work has been assigned through the delegation process
has to complete it to such an extent that the only
thing left to be done by the person who delegated it is
to approve it. If he disapproves it, completed staff
work has not been achieved since the principle requires
that everything must be done which the person making
 40

the assignment would have had to do if he had the time

to do the work himself.

Perspectives on Personnel Management

Personnel managers and others who have interest in

whether organizations perform effectively can focus on
one or all three perspectives. The most basic level,
individual effectiveness, emphasizes the task
performance of specific personnel or members of the
organization. The tasks to be performed are parts of
jobs or positions in the organization.

Supervisors routinely assess individual

effectiveness through performance evaluation process to
determine who should be promoted, and receive other
rewards available in the organization. Individuals
seldom work alone in isolation from others in
organization. Usually, line officers work in groups,
necessitating yet another perspective on effectiveness,
group effectiveness.

In some instances, group effectiveness is simply

the sum of the contributions of all its members. In
other instances, group effectiveness is more than the
sum of individual contributions. The third perspective
is organizational effectiveness. Organization consists
of individual and group effectiveness.

But organizational effectiveness is more than the

sum of individual and group effectiveness. In fact, the
rationale for organization as a means of for doing
society’s work is that they can do more work than is
possible through individual effort.

PART

2
 41

ELEMENTS OF LEADERSHIP

===============================================
Leadership can have a formal aspect or an informal
one. Speaking of "leadership" rather than of "leading"
usually implies that the entities doing the leading
have some "leadership skills" or competencies. Yet
other usages have a "leadership" which does little
active leading, but to which followers show great
respect.

Definition of Leadership
“Leadership" is the ability of an individual to
influence, motivate, and enable others to contribute
toward the effectiveness and success of the
organizations of which they are members. It is also
considered as the art of influencing, directing,
guiding and controlling others in such a way as to
obtain their willing obedience, confidence, respect,
and loyal cooperation in the accomplishment of an
objective.

Types of Leaders
Many types of persons can be good leaders. There
is no single leader type. Most can be classified
according to their individual approach to leadership
under one of the following categories.

1. The Autocratic

The autocratic leader is highly authoritative. He

makes decisions without allowing subordinates to
participate. They are often made to feel that they are
not part of the team because they are not allowed a
voice in the decision-making process. They do, however,
know where they stand because he goes by the book. He
directs, commands, and controls his men in such a
manner that no one ever forgets who is boss. He rules
through fear.
 42

2. The Democratic

The supervisor who leads democratically, seeking

ideas and suggestions from his subordinates and
allowing them to participate in decision making that
affects them, by and large and secures the best results
as a leader. He uses little authority because he
encourages his men to participate with him in getting
the job done.

3. The Free Rain

The leader who plays down his role as such and

exercises a minimum control, seldom gives his
subordinates the attention or help they need. He does
not interfere with them but permits a laissez faire
operation. His failure to maintain contact is harmful
as an excessive amount of supervision.

Command Presence and Leadership

Command presence to some denotes a military
bearing. To others, it means a distinctive type of
appearance and conduct. Others feel command presence
is comprised of the same ingredients as leadership. In
reality, it is a composite of all those traits. It is
a natural manner of an individual indicating a complete
command of his mental and physical faculties and
emotions. It encompasses the qualities of dignity,
self-assurance and poise.

It is that outward appearances which denotes that

the person has the ability and qualifications to take
command of any situation. It is often said that
command presence is best reflected by the leader who
looks calmer and calmer as things getting worse and
worse. The leader’s attitude quickly permeates a
group. If he displays anxiety, they will develop it.
They will not perform well in atmosphere of anxiety,
and tension. He maintains a deportment of calmness and
evidence of high degree of emotional security, even
under provocation.
 43

Elements of Leadership

It is impossible to draw a clear-cut line between

personal qualities of leadership and the external
expressions of those qualities through action. The
characteristics are too closely inter-related, to
permit complete isolation of one from another.

1. Indicators of Leadership

A high level of discipline in its broadest sense

in an organization is perhaps the best mark of good
organizational leadership. Ordinarily, if it is
present, high level of esprit de corps and morale will
result together with increased efficiency.

2. Psychology of Leadership

The maintenance of a high level of discipline and

morale requires some practical knowledge of the
psychological factors which affect human behavior. Few
supervisors have an instinctive or intuitive knowledge
of these factors. That comes only with training and
experience. The supervisor must learn those principles
and techniques of leading subordinates rather than
driving them is he is to gain their willing support and
cooperation.

3. Leadership Ethics

The position of true leadership places upon the

leader a moral obligation to adhere strictly to the
high standards of honor and integrity he expects of his
subordinates and which they and his superiors have the
right to expect from him. His moral code must be beyond
reproach. He must not only avoid all evil, he must
avoid all appearances of evil. His is appraised in
three frames of reference—what it actually is, what he
thinks, and what he appears to others?

Theory of Leadership Effectiveness

 44

It is believed that the appropriateness of a

leader’s style could be determined only by
understanding how well the style “fit” the situation in
which the leader was operating. Successful or effective
leadership style largely depends on the following
factors:

1. Leader-Member Relation

The most important determinant of leader

effectiveness is the degree to which the leader enjoys
the acceptance, confidence, support and loyalty of
subordinates. When leader-member relations are strong,
the leader has a full range of personal and
organizational bases of influence to use in trying to
gain subordinates’ support. When leader-member
relations are weak, however, the leader’s influence is
often reduced to the impersonal power granted by the
organization.

2. Task Structure

The degree to which subordinates’ jobs are

routine, as contrasted to non-routine, is the measure
of task structure. Highly structured tasks, such as
those requiring a great deal of repetition, confer much
authority and power on managers, because there are
likely to be very specific performance criteria that
managers can use to enforce desired subordinates
problem-solving responsibility of a non-routine nature
usually necessitate a more democratic, less dominant
leadership style.

3. Leader Position Power

The extent of formal and informal power granted to

the manager by the organization is the measure if the
leader position power the leader exerts. Such power is
indicated by the manager’s authority, vested in him or
her by the top management of the organization, to
reward and punish subordinates. High position power
allows for the use of more autocratic leadership
styles; low position power usually requires a more
democratic, or even a laissez-faire approach.
 45

Sources of Leader’s Power

A leader’s ability to influence others is largely
determined by the power that the leader is able to
exert in a given situation. Enumerated and discussed
hereunder are the seven bases of a leader’s sources of
power, as follows:

1. Coercive Power

It is based on subordinates’ fear of the manager.

Leaders who rely on coercive power use their ability to
punish as their primary means of influencing others.
Specifically, coercive leaders may threaten to punish
by giving undesirable work assignments, by
administering reprimands, or by dismissing non-
compliant subordinates.

2. Expert Power

It is based on the leader’s possession of

expertise, skill, or knowledge that convinces
subordinates that the leader’s views should serve as a
basis for the action. Leaders who rely on expert power
use their perceived ability to improve the job
performance of others as their means of controlling
decision making.

3. Referent Power

It is based on the magnetism of the leader’s

personal traits. Leaders who have high reference or
charismatic power are liked and admired by others and
his subordinates who typically acceded to the leader’s
influence in order to increase identification with
them.
4. Legitimate Power

It is based on the perception of the manager’s

subordinates that because of the manager’s position in
the organizational hierarchy, they should accede to his
or her influence. Typically, the higher the manager’s
 46

position in the organization hierarchy, the greater

their legitimate power. Manager who enjoy a high degree
of legitimate power are seen by their followers as
having the right, as a result of their position in the
organization, to dominate decision making.

5. Reward Power

It is based on the leader’s ability to provide

rewards for following. Managers with high reward power
are perceived by their subordinates as being able to
provide positive reward—such are pay, promotion, and
recognition—to followers who comply with their wishes.

6. Connection Power

It is based on the leader’s relationship with

influential persons both inside and outside the
organization. Followers accede to the preferences of a
leader with high connection power, because they wish to
gain favor with such a well-connected person, or at
least to avoid her or his disfavor.

7. Information Power

It is based on the leader’s knowledge of or access

to information that is believed to be valuable to
others. A leader who has high information power is
willingly followed by those who need the leader’s
information or who simply enjoy “being in on things.”

Ways of Giving Orders

Order giving involves the complex process of
communicating in such a manner that recipient’s
interprets the way the communicator intends.
1. Direct Command

Orders may be best given by command when emergent

conditions require direct prompt action. This method of
giving orders may be indicated in dealing with the
lazy, careless, indifferent, or irresponsible employees
or the one who refuses or neglects to obey standard
operating rules or fails to respond to suggestions or
 47

implied orders. When orders are given in the form of

commands, they should be simple and direct. If they are
hesitatingly given, they will usually be obeyed in a
like manner.

2. Request

Most orders should be framed as requests.

Employees will resent the authoritarian and dictatorial
method. The conscientious, responsible subordinate
usually requires nothing more than a request. He will
construe is as an order. Older employees usually
respond similarly. Orders to sensitive, nervous, or
easily offended persons are usually best framed as
request. Experience clearly indicates that cooperation
is most readily obtained through request rather than
command.

3. Implied or Suggestive Orders

Implied or suggestive directives can be employed

to good effect with the reliable employee who readily
assumes responsibility for a task. They are also useful
in developing the initiative of subordinates since they
allow considerable latitude in the method of
accomplishing an assignment when immediate action is
not essential.

4. Request for Volunteers

Occasionally, a supervisor will call for

volunteers to perform some dangerous assignment which
he cannot or should not perform himself. The calling
for volunteers should be used with care so that it will
not become a simple expedient for escaping the
responsibility of making assignments or issuing orders
which are in the best interests of the organization.
PART

PERFORMANCE EVALUATION SYSTEM

 48

===============================================
Organizations are judged by the records of
achievement. The military establishment is judge by its
ability to win battles, the individual enterprise by
its capacity for making profit for stockholders, the
police by its ability to suppress unlawful activity. In
each of these activities, the factor which determines
whether there is victory or defeat, profit or loss,
order or disorder is the personnel who constitute the
organization.

Performance evaluation system is inherently

subjective since they involve a personnel audit by one
person of another’s conduct or performance. Many of the
personal traits of supervisors are called upon to
evaluate cannot be measured by precise tests. One of
the inherently difficult problems is that of fairly
comparing personnel assigned to widely different tasks.
Extreme difficulties are encountered in trying to
compare the performance of the subordinate with that of
the supervisors.

Performance Evaluation System

Pursuant to Section 37, Republic Act No. 6975,

otherwise known as the Police Act of 1990, a
“Performance Evaluation System” shall be administered
for the uniformed members of the Philippine National
Police (PNP).

It shall be administered bases on rules and

regulations and a Code of Professional Conduct and
Ethical Standards approved by the National Police
Commission (NAPOLCOM) for the members of the police
organization in order to assess and measure individual
efficiency, competence and effectiveness.

Objectives of the Performance Evaluation System

Service ratings, personnel evaluation, employees’
appraisal, merit ratings, or whatever the system is
 49

called will provide one tool for measuring personnel’s

capabilities. The objectives are as follows:

1. To promote operational and administrative

effectiveness and efficiency in the performance of the
emission and functions of the police organization.

2. To foster the improvement of individual

efficiency, work ethics and behavioral discipline among
the police personnel.

3. To advocate democratic principles and ideals

and uphold the principle of supremacy of civilian
authority over the military.

4. To provide a basis of professional growth and

conferment of greater responsibility.

5. To motivate the police personnel in working

to the fullest and exerting greater effort to improve
themselves.

Scope and Frequency of Rating

The Performance Evaluation System (PES) shall
apply to all personnel of the police organization. It
shall be used to assess the performance of individual
police personnel in terms of his contributions to the
attainment of peace and order in his area of
responsibility, skills and competencies and attitude
towards work.

Rating of the individual performance shall be

undertaken every six (6) months. Evaluation report
covering the period January to June shall be submitted
after completion on the first week of July. The reports
covering July to December shall be submitted on the
first week of January of the succeeding year.

Description of Performance Evaluation System

 50

The Performance Evaluation System (PES) shall be

used for raging the performance of supervisors and non-
supervisors. A Performance Evaluation Report (PER) form
is designed for the Performance Evaluation System which
consists of two (2) parts, i.e., Part I includes
personal data of the police personnel rated, and Part
II includes data on performance evaluation.

1. Section A

It contains the performance indicators and a five-

level scale. Each indicator is described using a five-
point level rating whish the rater shall use to
evaluate the police personnel concerned. A rate of 5 is
equivalent to “Outstanding,” 4 “Very Satisfactory,” 3
“Satisfactory,” 2 “Unsatisfactory,” and 1 “Poor.”

2. Section B

In this section, the ratee’s superior performance,

job strength and progress achieves on the performance
earns a rating of “Outstanding” shall be recorded.

3. Section C

In this section, the targeted goals or improvement

programs which the police officer needs to undertake
during the next evaluation period shall be indicated.

4. Section D

In this section, observed performance deficiencies

or job behaviors which require improvement or
correction shall be recorded during the period covered.
5. Section E

In this section, the numerical as well as the

adjectival ratings shall be recorded.

Mechanics of Implementation
The following mechanics shall be observed in the
implementation of the PER for supervisors and non-
supervisors in the PNP, as follows:
 51

1. The PER shall be conducted every six (6)

months. It shall therefore cover the period January to
June to be submitted in the first week of July and the
period July to December to be submitted in the first
week of January.

2. The performance report form shall be

accomplished in triplicate by the police officer
concerned and reviewed by the immediate supervisor and
the next higher supervisor—one copy for the rate, the
rater and the office file.

3. An objective assessment of the level of

performance base on the indicators shall be made by
checking the appropriate column in Section A of the
Performance Evaluation Report (PER) form. The rater
should refer to the description of the five levels of
performance equivalent to the five-point rating scale
for Outstanding, Very Satisfactory, Satisfactory,
Unsatisfactory, and Poor.

4. Each performance indicator has a given

numerical weight (NW) to stress the importance of the
indicator in the policeman’s job.

5. The overall rating system which consists of

numerical and adjectival ratings will be computed
accordingly.

6. Outstanding performance shall be recorded in

Section B taking into account all awards and
commendations received by the rate.
7. For average performance—satisfactory,
pertinent information shall be entered in Section C.
Improvement program which the rate should undertake in
the next evaluation period shall be indicated in this
section.

8. Rating of Poor and Unsatisfactory shall be

explained in Section D. All deficiencies in performance
or job behavior shall be recorded in this section.
 52

9. After computation, the overall rating of

supervisors and non-supervisors shall be entered in
Section E of the said PER.

Causes for Rating System Failures

There are many causes for rating system failure.
The most causes are enumerate, described and explained
hereunder, as follows:

1. Indifference

Regardless of how sophisticated the rating

procedure or how important the program, it will be
successful only if the raters or those rated really
want it to succeed. Either the system is destroyed
through the indifference of middle-level managers to
the need for accuracy in rating or the administrators
of the organization fail to support the program
actively and their passivity discourages those raters
below and causes them to lose interest in it. When the
system fails because of the disinclination of the
management to make it work, thus, it will more
inevitably suffer.

2. Employee’s Pressure

Even the persons rated may thwart the evaluation

system by sheer pressure, especially when the level of
performance as reflected by rating forms as basis for
their pay. Employee groups sometimes solicited to bring
format, organized pressure to bear upon management when
merit pay is withdrawn—-unjustifiably, in the case of
the employee-—on the basis of performance rating
reports. If it appears that the employee’s welfare must
be protected, often the employee group will vigorously
press management to justify the action during the
conduct of performance evaluation.

3. Failure to Train Raters

System devised to provide a means of assessing

employees will ordinarily not survive, or if they do
 53

will be relatively non-effectual, unless training is

provided for those who are to do the rating. They must
be given an understanding of the objectives which a
properly administered evaluation program should meet
and be made aware of the means of avoiding the common
errors which cause inaccuracies in ratings and reduce
their value.

4. Rating Abuses

Rating system are bound to fall into disrepute if

personnel rated come to lose confidence in them because
they have been abused by management. The ratings should
be utilized only as they were intended. Once the
purpose for which they were adopted has been announced,
their use should be confined to this purpose. A
broadening of this use may be necessary from time to
time, but such changes should be mutually agreeable to
management and employees. A breach of faith with them
may cause the whole system to be subtly sabotaged.

5. Slipshod Procedures

Rating reports often affect a person’s entire

career; those made carelessly may have serious
consequences. Slipshod, inaccurate methods affect every
person in the organization because each is a ratee or a
rater. In some cases they may be both. Even non-
supervisory personnel have to rate other personnel on
occasion. Peer rating is also often practiced in other
situations. If the ratings are made perfunctorily by
raters who have evaded their responsibility, they lost
most of their value and become administrative trivia.
In either event, they are probably not worth the time
invested in preparing them, and sooner or later the
entire system is doomed to fail.

6. Rating Shortcuts

A personnel evaluation system worthy of the cost

should not be compromised by shortcut methods.
Experience has shown that abbreviated versions of
rating scales devised to economize on time at the
expense of accuracy have been responsible for a high
degree of failures.
 54

Common Rating Errors

The following are some of the most common rating
errors:

1. Error of Leniency

The error of leniency is by far the most common of

all errors in the rating of personnel. If occurs when
the rater marks an inordinately large number of the
rating reports in the highest one or two categories
such as Excellent and Outstanding, depending upon the
particular terminology used in the report form.
Occasionally such forms include a percentage figure
denoting the percentile within which the ratee is
marked in comparison with other ratee.

2. Error of Central Tendency

All too often, raters will group their ratings

near the center of the rating scale with few ratings at
the bottom or top. This tendency to avoid the extremes
on the rating scales usually results from a policy
requiring justification for extreme ratings. Again,
outstanding employees are penalized by being
unjustifiably rated lower than they should be, while
those personnel who should be rated at the lower part
of the scale are rewarded by the lazy supervisor who is
either indifferent to the effects of his neglect or is
disinclined to take the trouble to collect sufficient
data to justify high or low ratings.

3. Error of Personal Bias

Raters often tend to rate higher than is justified

those persons they know well and like and those who
“subscribe to the same platform” as the supervisor.
Those who are not liked or who are not compatible with
the supervisor’s own particular philosophies are likely
to be rated lower than is justified.

4. Halo Effect
 55

The tendency of raters to rate in terms of a very

general impression rather than on the basis of specific
traits is commonly referred to as the halo tendency. It
occurs if when the rater thinks in terms of the “good”
or the “poor” employees, and groups all the rating for
that individual at the high or low end of the scale.
Often the rater is unduly influenced by the error of
related traits or the error of overweighting of
incidents.

5. Error of Related Traits

Sometimes referred to as logical error or

association error, the error of related traits is
committed when the rater gives similar ratings to
traits which seem to be similar. For example, this
rating error creeps into reports when the rater assumes
that if a person has a good judgment he must also have
good presence of mind, if he is attentive to duty he
must have a high degree of initiative, if his physical
health is good his mental health must also be good, if
he is dependable he must also be cooperative, or if he
makes errors he must be fatigued.

6. Error of Overweighting

The tendency of raters to be unduly influenced by

an occurrence, either good or bad, involving the ratee
near the end of the rating period is known as
overweighting. This rating error often occurs when one
or more outstanding occurrences near the end of the
rating period are out of proportion to the average
performance during the entire period. When ratings are
influenced by such events, they cannot be supported.
They may be inordinately high or low depending upon the
nature of the occurrence and its effect upon the rater,
such ratings are often influenced by factors much like
those resulting from the halo effect especially if the
rater has not diligently kept himself informed about
the standard performance of his subordinates.

7. Error of Subjectivity
 56

The error of personal bias is often confused with

the error of subjectivity; but close examination of the
two will reveal subtle differences. The error of
subjectivity occurs when the rater is unduly influenced
by one or two characteristics which have special appeal
to him. The cooperative or pleasant officer, for
example, is sometimes rated much higher because of
these traits than his overall performance justifies.

Discussing the Rating with Subordinates

The supervisor is provided an opportunity to

commend or thank his subordinates formally to their
high level of performance during the rating period, or
in the case of marginal or sub-standard employees, to
help them when improvement is indicated.

1. Interview

The interview with the employee calls for a degree

of tact and forthrightness if it is to have maximum
effect. Rating employees invariably have little
difficulty in interviewing the high producer.
Difficulty is usually encountered in approaching the
marginal or sub-standard employee. Often, supervisors
find this an onerous and unpleasant task, easier to
avoid than face; but if the interview is approached
objectively, it will be able to make a constructive
training device.

2. Follow-Up

Arrangements should be made in the supervisor’s

schedule for follow-up observations which will provide
clues to the effectiveness of the interview. These
observations will often assist him in determining the
usefulness of the plan the employee has been helped to
make, and if the specific objectives set for him have
been realized. It should be made clear to him that help
will be readily forthcoming if needed. He should also
be informed that future discussions regarding his
performance will be held. If present weaknesses are to
 57

be corrected, a specific date might well be set for

follow-up discussions.

Validity and Reliability of Ratings

Raters must be given appreciation of the great

need to make evaluation reports valid and reliable
indicators of performance if they are to have maximum
value as a tool of supervision.

1. Validity

A valid report is one which is an accurate

measurement of the ability it purports to measure.
Valid reports actually reflect the employees’ value to
the organization in terms of specific traits which are
related to work such as get-along-ability, industry,
attention to job, cooperativeness, and so forth.

2. Reliability

A rating report is said to be reliable if it

measures consistently and reasonably accurately—even if
not perfectly—each time it is used. If several persons,
using the same information, rate an individual
substantially the same, then their ratings would be a
reliable measure of the employee’s abilities.
PART

RECORDS MANAGEMENT

===============================================

To some, managing records represent one of the

most boring and onerous functions that anyone could
possibly undertakes within an organization. Of course,
most people don’t even understand what records
management is—making it easy to malign an activity that
is so misunderstood. Indeed records management crosses
numerous disciplines.
 58

Definition of Records

It is recorded information produced or received in

the initiation, conduct or completion of an
institutional or individual activity and that comprises
content, context and structure sufficient to provide
evidence of the activity.

Definition of Records Management

It is the practice of identifying, classifying,
archiving, preserving, and destroying records, and it
is also defines as the field of management responsible
for the efficient and systematic control of the
creation, receipt, maintenance, use and disposition of
records, including the processes for capturing and
maintaining evidence of and information about business
activities and transactions in the form of records.

Managing Records
Managing records involves the following
activities:
1. Identifying Records

If an item is presented as a record, it must be

first examined as to its relevance, and it must be
authenticated. Forensic experts may need to examine a
document or artifact to determine that it is not a
forgery, or if it is genuine, that any damage,
alterations, or missing content is documented.

2. Storing Records

Records must be stored in such a way that they are

both sufficiently accessible and are safeguarded
against environmental damage. A typical contract or
agreement may be stored on ordinary paper in a file
cabinet in an office.
 59

3. Circulating Records

Records are stored because they may need to be

retrieved at some point. Retrieving, tracking the
record while it is away from the file room, and then
returning the record, is referred to as circulation.

4. Disposition of Records

Disposition of records does not always mean

destructions. Disposition can also include transfer of
records to a historical archive, to a museum, or even
to a private party.

Classification of Records
Records can be classified in two basic ways. These
two classifications are discussed hereunder.

1. Classification by Use

This classification includes transaction documents

and reference documents.

a. Transaction Documents
This is paper records of day-to-day
administration and operations of an organization. These
documents, the most common and largest category of
records maintained in an office, consist primarily of
business forms.

b. Reference Documents

This is on the other hand, contains

information needed to carry on the administration and
operations of the organization over extended periods of
time.

2. Classification by Destination

This classification is divided into external and

internal records:
 60

a. External Records

It is created for use outside the

organization.

b. Internal Records

It contains information needed to administer

and operate the organization and may be created inside
or outside the organization.

Basic Principles of Managing Records

The person heading a records program must apply
sound organization’s management principles, which
involve the responsibility for supervising these five
managerial functions:

1. Planning a Records Management Program

Planning is the basic managerial function for

determining a course of action—-the plan—-that will
enable the program to meet its state goals. The result
of such planning is asset of objectives or “blueprints”
for achieving the goals.
2. Organizing a Records Management Program

Organizing refers to the process of bringing

together all economic resources to form a workable unit
so as to achieve the objectives mentioned earlier.

3. Staffing the Records Management Program

The success of records management programs depends

on the selection, training, and continuous development
of full-time staff to handle all the records
responsibilities.

4. Directing the Records Management Program

The heart of any management programs is directing

its day-to-day operations. To the records manager, this
means making decisions about all phases of the records
 61

management program in order to make it as efficient as

possible.

5. Controlling the Records Management Program

The managerial function of control involves the

process of evaluating how well the program is meeting
its goals. Periodically managers must determine answers
to the different control-related questions in records
management program.

Effective Records Management Program

The need to manage all phases of the record cycle
becomes more important as the percentage devoted to
workers grows larger.

1. Selling the Records Management Program

The records manager must be constantly alerter to

the need for keeping track of organization’s records
problems, their cost, and methods of eliminating such
problems. To justify such a program, its benefits must
exceed its costs.
2. Managing the Creation of Records

The creation of unnecessary of excessive numbers

of records occurs in all offices. Copiers and computers
generate unnecessary copies of reports, correspondence,
and business forms, because no one in authority has set
clear standards for records creation, reproduction, and
storage.

3. Managing the Storage and Retrieval of Records

This phase of the records management program

offers an excellent opportunity for emphasizing an
important relationship—between filing and records
management. Efficient steps for storing records and for
finding the records when they are needed must be the
primary consideration.

4. Managing the Maintenance of Records

 62

Records maintenance is the set of service

activities needed to operate main storage and retrieval
systems. These activities include classifying records,
developing efficient procedures for operating the
records system, updating and purging the files, and
procedures for preserving and protecting records.

5. Managing the Transfer of Records

In the records cycle, records transfer refers to

the physical movement of active records from the office
to semi-active storage areas. The basis for making the
decision to transfer records is the frequency of use of
the record.

6. Managing the Disposition of Records

The final phase in record cycle is called record

disposition. Usually, this term means destroying
records that have no further value. For important
records, this method is not recommended, for there is
no evidence concerning what information has been
destroyed.

POLICE INTELLIGENCE
OPERATIONS
 63

PART

HISTORY OF INTELLIGENCE

===============================================

Introduction
The history of the military and police
intelligence provides some interesting insights, for it
appears that only rarely does an untried intelligence
concept come. The artful employers of intelligence
agents have been a legion. We could never possibly
count them all, and probably, the greatest of them are
unknown to history. Historians, in their “great man”
treatment of history have somewhat neglected the
commanders of the secret, invisible army of
intelligence agents which have had a profound effect on
the course of events.

Early Intelligence Personalities

The following are some of the early personalities,
in the field of police intelligence.

1. Moses

One of the first recorded formalized intelligence

efforts with format can be found in the Holy Bible
(Numbers 13:17). The scriptures named the twelve
intelligence agents whom the Lord directed Moses to
send into the land of Canaan (Numbers 13:3-15) and
records that all those men were “Heads of the Children
of Israel.” When Moses sent them North to spy out the
land, he did not propose a mere topographical
expedition or cursory exploration.

2. Alexander the Great

When Alexander the Great was marching into Asia,

it is recorded there came to his hints, and rumors of
 64

disaffection growing among his allies and mercenaries.

The young conqueror thereupon sought the truth and got
it by the simplest expedient. He announced that he was
writing home and recommended to his officers that they
do likewise. Then, when the couriers were laddered and
had set out for Greece, he ordered them quietly
recalled and proceeded to investigate all the letters
that they carried. Malcontents were detected,
legitimate causes of grievances exposed.

3. Akbar

By means of remarkably devised operations of

intelligence, the Mogul emperor of India regulated a
vast and populous realm having the utmost social and
religious complexity. Akbar as the “Great Mogul,” has
with no pressing anxiety about his neighbors or
interest in espionage beyond his own frontiers. This
sagacious master of Hindustan employed more than four
thousands agents for the sole purpose of bringing him
the truth that his throne might rest upon it.

4. Genghis Khan

Genghis Khan of Mongol with his weakness for

wearing sable boots” was sent a force of cavalry to
fight beside the Cathayans while closely observing the
riches of their land. Soon after the return of this
intelligence expedition Genghis Khan began preparing to
invade Cathay. This was his first attempt upon a
civilized power of superior defensive strength, and
launched his campaign by dispatching beyond the great
wall of contingent of spies and scouts, who were “to
capture and bring back informers.” Espionage and
artifice had a vital part in the Mongol conquest of
China.

5. Frederick the Great

Frederick the Great, father of organized military

espionage, has been quoted as saying that he had, when
in the field, one cook and hundred agents. It was his
habit to divide his agents into four classes. The
energetic Prussian did more than classify, he
established rules for obtaining and using every grade
 65

of spy of intelligence agent, i.e., common spies,

double spies, spies of consequences, and intimidated
spies.

6. Many Others

World War I and the related period contributed

many names of the roll call of intelligence agents.
Those who made major contributions are only few in
number compared to those who were caught and executed
or imprisoned. However; whether they died or not a
certain few had a considerable impact on the history of
their countries and in some cases upon the future of
mankind. Wassmuss of Persia, Captain Von Rintelen, Mata
Hari, Edith Canell, Alice Dubois, Captain M. Cumming,
Colonel Lawrence, and Elizabeth Schragmiller, were by
no means the only great agents. Space does not permit
recapitulation of their exploits, but one fact emerges,
the military leaders of the various nations were
beginning to formalize the intelligence activity and
give it a much more important role in the military and
police affairs.

Intelligence in the Local Setting

During the Spanish era, the “Cabeza de Barangay”
was the head and leader of a group of settlers. The
discipline and punishment, as well as the conduct of
government are made by the barangay head. As the group
increased in number, the “cabeza” had to appoint
certain trustworthy people to keep watch. These “eyes
and ears” made reports to the head, not only for his
protection but for suspicious outsiders infiltrating
within the settlement. For money, favors, positions, or
other motivations, many did work for the Spaniards as
agents, informants, or undercover.

The clergy had been mentioned by Rizal’s works as

part of the intelligence network. The discovery of the
secret of “Katipunan” was through some Filipino
informers of the Filipino armed movements that had
spies in each other camps. When the Philippines’ was
granted its Commonwealth government by the U.S. in
 66

November 15, 1935, the first act of the legislative

body was the National Defense Act. This act among other
provisions, organized the citizens army whereby with a
small professional core, twenty-year old male citizens
would undergo compulsory military training, under the
Staff of the Army Headquarters, which was then the G-2,
or the Staff Officer for Intelligence.

Again, intelligence as a part of the military

establishment has staff units in all the major
services, as well as in the Headquarters. Known as the
“two’s,” each service has its staff and field
components involved in military intelligence. Worthy of
mentioning is the Intelligence Service at Headquarters’
level, and the intelligence unit in the major services,
the task forces, independent military groups, and the
area commands.

Police Intelligence in the Present Era

By virtue of R.A. 6975, the PNP which are civilian
in character and national in scope are established
under the reorganized DILG. One of the directorates
among others in the organizational structure of the PNP
is the Directorate for Intelligence. This directorate
is composed of four divisions, as follows: Intelligence
Operations Division; Counter-Intelligence & Security
Division; Foreign Liaison Division; and Intelligence
Research Division.

The mission of the Directorate for Intelligence is

to assist the Chief, PNP in attaining intelligence
objectives through staff direction, planning,
coordination, control and supervision of all
intelligence and counter-intelligence activities of the
PNP. In addition, the Police Intelligence Group (PIG)
was also activated as one of the operational support
units of the PNP. The PIG is under the auspices of the
Directorate for Intelligence. Its function is to serve
as the intelligence and counter-intelligence operating
unit of the PNP.

PART
 67

INTRODUCTION TO INTELLIGENCE

===============================================
Intelligence investigate who is committing crimes,
how, when, where and why. They then provide
recommendations on how to stop or curb the offenses.
These assessments and profiles are used to both monitor
and predict crime, aiming to move policing from
“reactionary” to “proactive” investigations.

Definition of Police Intelligence

It is the product resulting from the collection,
evaluation, analysis, integration, and interpretation
of all available information which concerns on the
aspects of criminal activity and subversive
organizations, and which is immediately and potentially
significant to police planning.

Definition of Information
It is an evaluated material of every description
including those derived from observation, reports,
rumors, imagery, and other sources from which
intelligence is derived.

Major Categories of Intelligence

Enumerated and discussed hereunder are the major
categories of intelligence:

1. Strategic Intelligence

These are all intelligence data that are not of an

immediate value. The bulk of strategic intelligence is
usually descriptive in nature. The accumulation of
 68

physical descriptions of personalities, their telephone

numbers, and known associates are virtually classic
examples of strategic intelligence.

2. Counter-Intelligence

Intelligence activity which is concerned

principally with the defending of the police
organization against penetration by individual and
various groups who are inimical to the best interest
and general harmony. It is concerned principally with
the neutralizing and destroying attempts of individuals
or groups that seek to discredit law enforcement.

3. Line Intelligence

It involves both a process and an immediate

product. It can be said that line intelligence is the
end product of gathering and processing of information.
That part of the product which is of an immediate
nature, and essential to more effective police planning
and operations.

Purpose of Intelligence Activity

Too often, police executives are required to make
major decisions based upon inadequate information.
Intelligence must fill the void often existing in
police decision making. Fundamentally stated, the
purpose of the intelligence unit is to increase the
probability of accuracy, and reduced the probability of
error in operational staff decisions by gathering the
appropriate information. In other words, it can be said
that intelligence is the investigative arm of the
police planners.

Definition of Intelligence Cycle

It is a repetitive process used to produce
intelligence from information.
Phases of Intelligence Cycle
 69

Thoroughly presented and discusses hereunder are

the different phases of intelligence cycle, to wit:

1. Collection of Intelligence

It is the systematic exploitation of sources of

information by collection agencies, and the delivery of
information obtained to the proper intelligence agency.
The collection phase is costly, time-consuming and many
times its rewards or fruits will be strategic in nature
—the long range. The collection of information also
carries with it responsibility for its evaluation
concerning reliability of the source and credibility of
information, though usually considered in conjunction
with sources, parallel information that is already
known.

Information Evaluation Rating

Reliability of Source Accuracy of Information

A Highly Reliable 1 Confirmed Information
B Usually Reliable 2 Probably True
C Fairly Reliable 3 Possibly True
D Unreliable 4 Doubtfully True
E Cannot Be Judge 5 Cannot Be Judge

Covert sources of intelligence are dramatic,

falling into the three major classifications as
follows, i.e., aerial and space reconnaissance,
electronic eavesdropping and code breaking, and
intelligence operatives working at the classic spy
trade. Broadly speaking, the value of each as a source
of crucial information is probably in descending order
as listed. This is because a photograph constitutes
hard, i.e., reliable intelligence, whereas the report
of an intelligence operatives may be speculative and
difficult to prove, and therefore soft.

Sources of Information

Are persons, things, or actions from which

information about criminals and/or subversives,
weather, and terrain is derived. Examples: maps, air
photos, enemy documents, enemy materials, prisoners of
 70

war, and weather forecast. Hereunder are the letters

and meaning of sources of information.

Sources of Information

Letters Meaning
T Direct Observation
U Penetration or Resident Agent
V AFP Troops and PNP Personnel
W Tactical Interrogation
X Government Civilian Employee
Y Members of the Populace
Z Documentary Analysis

Definition of Collection Agency

It is any person, unit, or activity that
collects and/or processed information by research,
surveillance, or the exploitation of the source of
information.

2. Processing of Intelligence

It is in this phase in the intelligence cycle in

which information becomes intelligence. The optical
scanners and other refinements the fourth generation
computers will undoubtedly perform intelligence
functions beyond the widest imagination. The
utilization of “single print” fingerprint system, plus
other factors, keyed to these data processing giants
will rapidly identify and isolate, at a phenomenal
speed, members of organized crimes and subversive
agents. However, it is doubtful that they will ever be
substitute for the values of personal contacts by
members of the intelligence community.

3. Dissemination and Use of Intelligence

It is the timely conveyance of information and or

intelligence in an appropriate form, and by any
suitable means to those who need it. The primary
purpose of timely dissemination is to enable the police
 71

executive to make decisions with confidence; a

secondary purpose is to provide knowledge in the light
of which new information may be processed. Access to
the intelligence products is one of the most important
issues facing any police executives. Few questions take
precedence over, “who should have this information?”
Lack of careful consideration of this question can have
a disastrous effect.

4. Direction of the Collection Effort

The collection effort should include a systematic

exploitation of all sources of information. This
exploitation must be continuous, methodical, and
carefully controlled. The collection must also include
a complete delivery of all the information obtained to
the processing component. The police executive must
make certain that he has what he needs and when he
needs it. He must continually wonder what criminals
and/or subversives are doing, thinking, or planning for
the future operations, and about the nature of the
terrain and/or environment not under his control.

Definition of Priority Intelligence Requirements

PIRs are those intelligence requirements for which
the police executive has an anticipated and stated
priority in his task of planning and decision making.
They are the highest intelligence requirements, and
basis for intelligence operations, and are personally
approved by the police executive.

Definition of Other Information Requirements

PIRs are those items of information regarding the
criminals and/or subversives, and his environment which
needs to be collected and/or processed in order to meet
the intelligence requirements of the police executives.

Definition of Specific Orders and Request

 72

SORs are the product of the requirement analysis

that is required by the collection units and/or
agencies in the form of orders or request.

Definition of Intelligence Indicator

Are generalized theoretical actions that criminals
or subversives might be expected to take preparation
for aggressive actions, and that are things or events
that transpired in the past or things or events that
are presently occurring?

Tools in Recording Information

For purposes of recording information, here are

some tools to be considered:

1. Intelligence Journal

It is the permanent official chronological record

of the operations of the intelligence section, unit or
agency. It includes all incoming and outgoing messages,
and significant incidents concerning the operation of
the intelligence section, unit or agency.

2. Intelligence Workbook

It is a device which provides a means of

systematic arrangement of information by type or
subject, so that items concerning a particular topic
maybe grouped together for ready reference and
comparison.

3. Situation Map

It is graphic representation of the current enemy

situation. The situation is posted on the map by means
of appropriately colored signs and symbols. The purpose
of the situation map is to contribute to sound
decisions.
4. Intelligence Files
 73

These are files which are necessary to permit

ready access to all available information.

What is Interpretation of Information?

It is consist of determining the significance of
the information with respect to other information or
intelligence ready on hand. It is accomplished by
analysis of the information, integration of significant
items of information with previously collected and
processed intelligence, and finally drawing conclusions
as to the probable meaning of information.

What is Police Intelligence Estimates?

A police intelligence estimate is a study which
describes, discusses, and interprets the current crimes
and/or subversives situation in order to determine
organized crimes and/or insurgents capabilities,
vulnerabilities, and probable courses of actions. It
also describes the effects of the area of operations
upon both police and criminal elements and/or
subversive groups’ courses of actions.

Liaison Activities
Probably the main reasons more people do not
actively assist the police lies in the simple fact that
the police fail to personally solicit their help. A
liaison program is one of the principal activities of
police intelligence operations. A limited liaison
program will usually produce a limited intelligence
product.

One of the essential ingredients of a successful

liaison program is the specific assignment of personnel
to specific targets. With the full realization that
staff requests are usually in a constant state of
change, consistent with the situations, liaison
assignments will also be subject to some change. Any
police organization that fails to remember that the
 74

press always has the last word is slated for trouble.

Liaison with the press is therefore essential.

News Clipping and De-Briefing Activities

Discussed hereunder are the importance of news
clipping and de-briefing in intelligence activities:

1. News Clipping

Clipping articles from newspapers in accordance

with an existing format is an important method of
gathering intelligence data. The communications
networks of modern newspapers make this an excellent
source of highly valuable material.

2. De-Briefing Activities

A de-briefing program can be established by simply

setting-up a tape recorder with speaker where officers
going off duty can have access to it. Simply stated,
the intelligence operatives will be asked about his
personal experiences and observations while conducting
intelligence and counter intelligence operations.

Use of Intelligence
A weekly intelligence summary is probably the most
common intelligence product available for use. The
format for this summary will vary widely, however this
could include the following: in general terms a summary
of organized crimes activities; subversive activities
that will affect general police operations; minority
activity, gang activities, particularly juveniles; and
a concise summary statement of crime and traffic
trends, and vice activities; and information regarding
nomadic hoodlums.
 75

PART

SURVEILLANCE & CASING

===============================================
Conducting surveillance and casing is generally
expensive. Indeed to be successful, considerable
resources in the form of work-hours, equipment, and
time must be invested. Given certain conditions,
however, it may be the only means by which particular
information can be obtained.

Definitions of Terms
To understand the literature or participate in
surveillance, the intelligence operatives should be
conversant with the terms and jargons of the field.

Surveillance. The observation of a person, place

or thing, generally—but not necessarily—in an
unobtrusive manner.

Subject. The party under surveillance.

Surveillant. The person conducting the

surveillance.

Stakeout. Also called a plant or fixed

surveillance; here the surveillant remains essentially
in one position or locale.

Shadow. To follow secretly; to place a person

under surveillance.

Tail. To follow and keep under surveillance; a

surveillance.

Undercover. An undercover agent who often gets to

know or work along-side the subject. The term roping
 76

describes this situation, and the undercover agent is

said to be planted.

Convoy. A countermeasure to detect a surveillance;

a convoy, usually a person, is employed to determine
whether or not a subject is under surveillance.

Be Made. To be detected or suspected of being a

surveillant by the subject.

Burn the Surveillance. When a surveillant’s

behavior cause the subject to surmise or know that he
or she is under surveillance.

Close Surveillance. The subject is kept under

constant surveillance. Also termed tight surveillance,
the aim is not to lose the subject even at the risk of
being “made.”

Moving Surveillance. The surveillant moved about

in order to follow the subject.

Loose Surveillance. A cautious surveillance; also

termed discreet surveillance because the loss of the
subject is preferred to possible exposure.

Open Surveillance. A surveillance with little or

no attempt at concealment; also termed rough
surveillance. The subject is most likely aware of the
surveillance, but must not be lost.

Mustard Plaster. A form of open surveillance;

here, the subject is followed so closely that
surveillant and subject are almost in lock step. It is
tantamount to protective custody.

Technical Surveillance. Surveillance involving the

use of scientific device to enhance hearing or seeing
the subject’s activities.

Beeper. A battery operated device that emits radio

signals which permit it to be tracked by a directional
finder-receiver. It is also called beacon, transponder,
and electronic tracking device.
 77

Bugging. Eavesdropping by electronic means, such

as hidden microphone or radio transmitter; bug—a device
used for such eavesdropping.

Pen Register. A device that records all numbers

dialed on a telephone company’s central office.

Tailgaiting. A form of open surveillance in which

the subject’s vehicle is closely followed.

Considerations in the Conduct of Surveillance

Hereunder is the list of some practical
considerations in the conduct of surveillance:

1. Tactics

Strategic considerations govern the use of

surveillance in particular case. Tactical concerns
determine its execution. A major problem that soon
intrudes is how to weigh the possible loss of contact
with a subject against the risk of being detected or
exposed. It is easier to drop surveillance before being
confronted than to respond to a confrontation by
convincing the subjects that he or she is mistaken.

2. Planning

Never to lose a subject or to arouse suspicion is

impossible, of course. When confronted with either
decision, any vacillation is an additional hazard.
Investigative momentum will be squandered if plans are
not made in anticipation of such contingencies. Should
a subject be lost, a viable method of locating him or
her is often by educated guess—people being creatures
of habit, doing the same things at about the same time
each day.

3. Preparation

The success of surveillance depends on the degree

of forethought and thoroughness given to the
preliminary preparations. It is important to develop a
 78

plan of action for handling contingencies and to

understand its objectives. Without such a plan,
obvious, everyday matters—such as having a supply of
coins and tokens available for transportation and
telephone calls—can be overlooked.

4. Discontinuing the Surveillance

Usually, surveillance can be discontinued without

repercussions, but should the subject directly or
indirectly indicates that its existence is suspected,
breaking off contact requires caution. It must be made
certain that the intelligence operative has not been
placed under counter-surveillance by the subject or an
associate. Accordingly, the intelligence operatives
should not return directly to the safe house until sure
that no convoy was used.

Different Types of Tailing Methods

Enumerated and discussed hereunder are the
different types of tailing methods:

1. One-Man Method

A “one-man” tail is a difficult one, in all cases

it must be a close one or the person being followed
will be lost. It is readily noted by anyone just by
turning a corner, stopping, then watching for the
investigator to come around the corner. Unless a loose
tail is sufficient in the coverage, a one-man tail is
almost useless. However, when observation has disclosed
a regular routine on the part of the subject, then it
is sufficient.

2. Leaf-Frog Method

Only one member of the team maintains contact with

the subject. It is a close tail, with the other members
of the squad keeping contact with those immediately
ahead of them. At stated intervals of five to six
minutes or upon signal, the man immediately behind the
one keeping contact will move-up and take his place;
the one that had been in contact will stop, look in a
 79

show window or wait at a traffic light, then take his

place behind the last man of the group.

3. Group Method

When several men are assigned to a “group” tail,

each man maintains contact with the subject. One may be
abreast of the subject at the opposite side of the
street, another behind the subject, and others in
similar position. In order to prevent discovery, such
positions can be exchanged between members of the
group, but they do not leap-frog—each tries to maintain
contact.

Definition of Casing
It is the visual inspection of an area,
installation or building to determine its suitability
for operational activities.

Types of Casing
Enumerated and discussed hereunder are the
different types of casing:

1. Exterior Casing

It is the observation of the whole picture of the

area, building and/or installation giving close
observation as to its location, possible exits and
approaches, types of physical vicinity that may
possibly of help to any intelligence or counter-
intelligence operation that may be launched.

2. Interior Casing

It is the close observation of the lay-out of the

building. Include herein all items that can be observed
in building which are of intelligence and counter-
intelligence value.
 80

PART

INFORMANTS CULTIVATION & MOTIVATION

===============================================
Anyone who discloses investigative information can
be considered as an informant. This is why unsavory
names like stool pigeon, squealer, rat, fink, snitch,
informer, and agent provocateur have been coined to
describe those perceived as betrayers.

Definition of Informant
It is an individual who openly or secretly obtain
or assists in obtaining information for intelligence
and counter-intelligence purposes in exchange for some
recompense, monetary or otherwise.

Purposes of Informants

Hereunder are some of the important purposes of

informants in intelligence operations:

1. Gain access to areas and targets inaccessible

to intelligence.

2. Provide anonymity to investigation and

operation, and increase the scope of area and target
coverage.

Usefulness of Informants
The reasons individuals furnish information to
intelligence operatives can be laudable as well as
nefarious. Whatever the reason, an informant is one who
furnishes intelligence that may:
 81

1. Prevent a crime which is planned but not yet

committed, and uncover a crime which has been
committed, but has not been discovered.

2. Identify the perpetrator of a crime, locate

the perpetrator of a crime or help to locate stolen
property; and exonerate a suspect, and lower morale
among criminals through apprehension.

Categories of Informants
Enumerated and discussed hereunder are the
different categories of informants:

1. Incidental Informants

Individuals who furnished information, and with no

intention of repeating his services of furnishing
information on a continuing basis.

Types of Incidental Informants

Hereunder are the different types of incidental
informants:

a. Interviewees

Individuals contacted by investigation or

summoned by an intelligence unit for questioning, and
who are aware that they are in contact with an official
police/military agency.

b. Walk-ins or Volunteers

Individuals who of their own accord contact

intelligence operatives in order to divulge information
that believes to be of intelligence interest.

c. Unwitting Informants

Those who provide information of intelligence

interests, and who are aware that they are imparting
such information that may be obtained from such person
 82

by subtle elicitation techniques or through technical

surveillance.

2. Casual Informant

Individuals who by social or professional

position, posses or has access to information of
continuing interest and who willingly provides
information on the intelligence unit, either in
response to a specific request or on his own
initiatives.

3. Automatic Informants

Those by virtue of their official positions are

expected or obligated to furnish information openly to
intelligence unit in normal course of their duties,
e.g., government officials, AFP and PNP members, and
technical experts.

4. Recruited Informants

Individuals that are selected, trained, and

utilized as continuous overt and covert sources of
information concerning specific intelligence targets.

Types of Recruited Informants

Hereunder are the different types of recruited
informants:

a. Ordinary Informants

Individuals who obtained the desired

information during their normal daily routine, but
whose affiliation with the counter-intelligence unit is
covert and under the control of that unit. It is use
primarily to achieve counter-intelligence area
coverage. The factors of control and covert affiliation
distinguished ordinary informants from casual
informants, e.g., the manager or headwaiter in a hotel
habitually frequented by members of criminal syndicates
and/or suspected subversives would be an ordinary
informant if recruited, trained and put into the
operational control of counter-intelligence unit.
 83

b. Penetration Informants

Those assigned with the mission of obtaining

information within a specific target. They may be
recruited outside the target and placed therein or more
usually selected and recruited from among the personnel
within the target itself.

c. Full-time Informants

Those that is available for counter-

intelligence missions at all times, and who may derive
the major part of their income from their work as
informants. They must have cover employment which will
permit irregular hours, frequent absences, extensive
travel, and will provide an explanation for income and
contacts with persons of many social levels. They are
normally trained in investigative procedures.

5. Others

Hereunder are some other types of informants:

a. Double Agents

Individuals who are simultaneously employed

by two opposing intelligence agencies with one of the
agencies are aware of his dual role. Double agents
controlled intelligence unit may produce very valuable
information, particularly in long-range counter-
espionage operations, but their control and
exploitation complex difficult, and requires extremely
stringent security operations and control measures.

b. Dual Agents

Individuals who are simultaneously and

independently employed by two or more friendly
intelligence units, and who do not show preference for
either, and normally motivated by material gain. When
an informant is determined to be dual agent, his
services will normally be terminated.
Motives for Informing
 84

Enumerated and discussed hereunder are the

different motives of informing:

1. Self-Serving Reasons

Three kinds of self-serving motives are: cutting a

deal, elimination of competition, and building a line
of credit.

a. Cutting a Deal

A deal is cut when a defendant agrees to

impart what he or she knows about criminal activities
in exchange for a promise that a recommendation for
consideration will be made to a judge in pending
prosecution. By this means, informants may reduce or
avoid altogether the punishment that would otherwise be
expected in conviction. As a quid pro quo arrangement,
cutting a deal is in one sense a form of plea
bargaining.

b. Elimination of Competition

In specialized crimes, particularly dangerous

drugs and illegal gambling, one law breaker may, most
often anonymously, betray a rival to eliminate
competition. This can occur when a new robber invades
the area and the rash of break-ins increases community
pressure and police activity. By taking competitor out
of circulation, community anxiety will be kept at a
level that does not provoke undue police response.

c. Building a Line of Credit

Uneasy pawnbrokers and secondhand dealers

worry that police may one day discover stolen goods in
their shops and accuse them of being a fence. Some will
attempt to establish that they are not fence by
identifying those in the community who are fencing
stolen goods, using this as a way to ingratiate
themselves with authorities. For others on the fringe
of the underworld, the ploy is to earn favors which
could stay an arrest should they be apprehended for
some law violation.
 85

2. Mercenary Reasons

The old saying among intelligence operatives,

“when the money ceases to clatter, the tongue stops the
chatter,” confirms that they well know; namely, that
offering a reward for information is of fundamental
importance. Merchants and farmers have long resorted to
a bounty system; they will pay to find those
responsible for stealing their merchandize or rustling
their cattle. Police organizations budget ready monies
to buy information. The national government is more
lavish in this regard.

3. Self-Aggrandizement

Ordinary citizens as well as reformed criminals

are motivated by vanity to provide information,
believing it will win favorable attention from
authorities. Employers, friends, and even the media in
important cases may put them in the spotlight, making
them instant celebrities. Since anonymity offers the
best protection against retaliation, it is prudent that
police safeguard such informants until public attention
is directed elsewhere.

4. Emotions

Fear, revenge, jealousy, and repentance are among

the emotions that often induce people to divulge what
otherwise would remain unrevealed. When the information
concerns criminal activity, it usually constitutes a
major breakthrough in an investigation.

a. Fear

Fear is a powerful inducement to becoming an

informer; however, protection must be negotiated with
authorities. It may be for one’s self of fear for one’s
family being killed, tortured, or harmed in some
fashion. Fear of imprisonment will cause some people to
seek a trade-off: information for nol-prossing an
indictment. When a gang member takes to heavy drinking,
becomes sexually involved, and rashly starts to tell a
new partner everything—or displays conduct that
otherwise seems to threaten the security of the group—
 86

he or she will be told in no certain terms to change,

“or else.” For more than few, the reaction would be to
inform on the gang’s activities.

b. Revenge and Jealousy

A grudge based on a perception of unfair

treatment can provoke a desire for revenge. However
hackneyed the expression, “hell hath no fury like a
woman scorned,” is still seems to speak for the pain of
rejection. Indeed, any pain of distress induced by
another can result in jealousy and the need for
revenge, and turn a person to informing. The need to
get even is deep in the human psyche.

c. Repentance

Just as those who have “got religion” will be

led by a need for forgiveness and re-establishment in
the community to furnish what they would not have
discovered before, so will the outcast make amends by
informing on confederates in past crimes. The
approbation of newly-acquired peers is an especially
strong stimulus.

5. Gratitude

Gratitude is not usually a major factor in

prompting an individual to furnish information, but it
can be potent at times.

6. Civic Duty

A significant motivating factor for informing is a

sense of good citizenship. When an eyewitness tells the
police of observations made while a crime was being
committed, or of suspicious behavior noted, the persons
carries out a civic duty.
 87

PART

COUNTER-INTELLIGENCE OPERATIONS,
PERSONNEL & DOCUMENTS SECURITY

===============================================
This part briefly discussed the following topics,
i.e., counter-intelligence operations, and personnel,
and documents security.

Definition of Counter-Intelligence
That aspect of police intelligence activities
relating to all security measures, both offensive-
active and defensive-passive, designed to insure the
safeguarding of information, personnel, material, and
installation against espionage, sabotage, and
subversive activities of foreign power, and disaffected
or dissident groups or individuals that constitute
threats to national security, and other inimical
foreign intelligence activities.

Definition of Personnel Security

It includes all the security measures designed to
prevent unsuitable individuals or persons of doubtful
loyalty to the Philippine Government, from gaining
access to classified matter or to any security
facility, and to prevent the appointment, employment,
or retention as employees of such individuals.

Definition of Personnel Security Investigation

It is an inquiry into the character, reputation,
discretion and loyalty of an individual in order to
determine a person’s suitability or access to
 88

classified matter prior to the granting of security

clearance.

Types of Personnel Security Investigation

Hereunder are the different types:

1. 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 can be used as a
reference to appropriate national agencies. It is
simply a check on the files and records of national
agencies.

2. Local Agency Check (LAC)

This type of investigation consists of written

inquiries sent to appropriate local government
agencies, former employer, character references, and
schools listed by the person under investigation.

3. Background Investigation (BI)

This is a much more comprehensive investigation

than the National Agency Check or the Local Agency
Check. A thorough and complete investigation of all or
some of the circumstances or aspects of a person’s life
is conducted.

Definition of Security Clearance Certificate

The certification by a responsible authority that
the person described is cleared for access to
classified matter at the appropriate level.

Types of Security Clearance

Hereunder are the different types of security
clearance:
 89

1. Final

It is valid for five years unless sooner revoked

by the issuing authority.

2. Interim

It is valid for two years unless sooner revoked by

the issuing authority.

Definition of Personal History Statement

This is a form required to an individual who is
being processed for a security clearance. The form
calls for pertinent data and information on the various
aspects of a subject’s personal life.

What is Security Education?

It is primarily designed to enable the office or
unit to achieve and maintain a sound and effective
security. To this end, it provides the means or ways by
which all personnel are trained to acquire the
necessary knowledge and principles as will develop in
them such desirable security habits and attitudes and
make them ever security conscious and disciplined.

Different Programs of Security Education

Hereunder are the different programs of security
education:

1. Security Orientation

This consists of initial briefings made upon the

new personnel and employees on security and its various
aspects, and its importance. They are familiarized and
made to acquaint themselves with the security rules and
regulations of the office or unit and the importance of
observing them.
 90

2. Security Indoctrination

This is a continuous and systematic program

designed to meet the security needs of the office or
unit. It aims to train all personnel so that each shall
possess the skills and vigilance in the performance of
their security responsibilities.

3. Security Reminders

This is a phase of security education program

which makes use of security poster, slogans, signs and
stickers. This is an indirect approach to inculcating
security on the personnel and employees, but it does
serve its purpose.

4. Security Promotion

This is another phase of security education

program which is a positive effort to sell security.
This may take various forms such as a personal
recognition on a personnel who has done an effective
security job.

5. Security Seminars

Attending lectures on instructions and discussions

on security will widen the personnel’s horizon,
security wise, and probably make him more security
conscious and disciplined.

Definition of Document
Any recorded information regardless of its
physical form or characteristics, including but not
limited to the following: written matters whether
handwritten, printed or typed; all painted, drawn or
engraved matters; all sound and voice recordings; all
printed photographs and exposed or printed films, still
or moving; and all productions of the foregoing for
whatever purpose.
 91

Definition of Classified Matter

Information or material in any form or of any
nature, the safeguarding of which is necessary in the
interest of national security. The term “classified
information” includes all information concerning
documents, devices, projects, and materials.

Four Categories of Classified Matter

Hereunder are the different categories of
classified matter:

1. Top Secret

Information and materials the unauthorized

disclosure of which would cause exceptionally grave
damage to the nation, politically, economically, or
from a security aspect. This category is reserved for
the nation’s closest secrets and is to be used with
great reserve. It is covered with legal size bond paper
lined with ½ inch green border.

2. Secret

Information and material 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 land. It is covered with
legal size bond paper lined with ½ inch red border.

3. Confidential

Information and material the unauthorized

disclosure of which, while not endangering the national
security would be prejudicial to the interest or
prestige of the nation or any government activity, or
would cause administrative embarrassment or unwarranted
injury to an individual or would be of advantage to a
foreign nation. It is covered with legal size bond
paper lined with ½ inch blue border.
4. Restricted
 92

Information and material which requires special

protection other than that determined to be TOP SECRET,
SECRET, or CONFIDENTIAL. Cover sheet is not necessary,
what is important is a bold “RESTRICTED” word at the
top and at the bottom of the bond paper.

Definition of Need-to-Know and Compartmentation

Need-to-know is the term given to those persons

whose official duty requires knowledge or possession
thereof. While compartmentation is the granting of
access to classified document or information only to
properly cleared persons.

Definition of Security Officers

Is a properly trained and cleared individual who
assists the head of the department in discharging the
responsibilities of safeguarding classified documents
and materials.

Definition of Re-Grading or Declassify

The act of changing the assigned classification of
a document, material or information, and as part of the
process, it involves notification of cognizant
authority.

Definition of Upgrading or Classify

Classify is the assigning of an information or
material to one of the four security classifications
after determining that such information or material
requires security protection, while upgrading is the
changing of the classification of the classified matter
to a category higher than that previously assigned to
it.
 93

POLICE PATROL OPERATIONS WITH

COMMUNICATIONS SYSTEM
 94

PART

INTRODUCTION TO POLICE PATROL

===============================================
The often said statement that patrol function is
the “backbone of the police organization,” is very true
because it is the only line functions that cannot be
eliminated. The great majority of police stations in
the country are so small that they do not have nor
could justify, separate line functions for traffic,
investigation, juveniles and others specialized areas.
Their size and caseloads requires that all duties be
handled by police patrol, aside from maintaining police
visibility, especially in crime prone areas.

History of Police Patrol

The history of police patrol is as old as

organized society. Human beings have always needed
protection, first from animals, and then from his own
kind. Their first attempts to protect themselves
involved barricading the entrance to his cave. Then as
mankind multiplied, they grouped together in small
communities and protection developed into community
affair. As the communities enlarged, so did the need
for developing a specialized group or agency to handle
protection and police service.

The word “police” originated from the Greek word

“politeia,” meaning government of a city. It applies to
civil officers and not necessarily policemen. The Roman
changed the word slightly to “politia.” The French
changed the word to “police” and applied it to those
persons who actually enforced the law. The English and
other foreign countries barrowed the word intact from
the French and used it to described a law enforcement
officer. The word “cop,” is commonly used to describe a
police officer.
 95

In England they used the word “copper.” It is more

likely that it is originated from the European word
“cop,” meaning to catch or to seize. Although the words
themselves could be traced back further, it is
interesting to note that it was the French who gave
them to us in their law enforcement context. Not only
did we get the word “constable” from the French, but
the word “patrol” as well. Patrol is from the French
“patroullier,” meaning to go through puddles. Even
today with our highly mechanized patrol functions, the
definition is one that very apt.

Basic Purpose of Police Patrol

The basic purpose of police patrol is to eliminate
the actual opportunity for misconduct by the criminal
elements of society. Although a thief’s desire to steal
is not diminished by the physical presence of patrol
officer, the belief that the criminal action will be
successful is reduced in proportion to the number of
police patrols the thief observes in and around the
target area. A criminals’ belief that they are likely
to be caught in the act is deterrent to any involvement
in criminal activity.

Truly the purposes of police patrol are many and

varied. Their role as public servant—either in
eliminating the opportunity for criminal is one of the
most important undertakings of the patrol officers. The
role of the patrol officers as a professional law
enforcer is vital to the community. The ways in which
they accept this responsibility and carry out its vital
functions ultimately determine how effective the police
mission is performed.

Goals and Objectives of Police Patrol

Defined goals and objectives are essential for

police patrol, if they are to provide effective public
service and maintain good public relations. Generally,
the goals and objectives of the police patrol consist
of the following:
 96

1. Crime Prevention

The detection, suppression, and prevention of

crime had been traditionally accepted as one of the
primary goals of the patrol force. Some authorities
have even defined crime control as the “core mission”
of the police. Unfortunately, police performance is
often judged on the basis of the incidence of crime in
the community.

2. Criminal Apprehension

When crime occurs despite of the best efforts of

the police to prevent them, it then becomes a police
responsibility to identify, locate, and apprehend the
person(s) responsible. In some instances, a patrol
officer may be present when the crime occurs and may be
able to apprehend the criminal at the scene of the
crime, or soon after the crime has been committed.

3. Law Enforcement

It is a basic responsibility of the police to

enforce the law. This responsibility is especially
important due to the potential impact upon the
community if laws are vigorously enforced enough, or if
they are enforced too rigidly. Conversely, police
authority may be seriously undermines if laws are
enforced in an arbitrary and prejudicial manner.

4. Order Maintenance

Maintaining social order is one of the most

troublesome responsibilities of the police. This is
due, in part, to the difficulty in defining the terms
order and also because of different ideas about how
order should be maintained. What is an accepted level
of social order in the community or neighborhood may
not be acceptable in another.

5. Traffic Enforcement

Police responsibility with regard to the

investigation of traffic accidents and the enforcement
of traffic laws creates a real dilemma for many police
 97

officers and local executives. Some police officers and

administrators are very traffic oriented and others
take a passive attitude toward traffic law enforcement.

6. Public Service

The public service function of the police has come

under growing scrutiny in recent years, in part because
of the increasing financial constraints placed on local
government, which have resulted in fewer resources
available to the police. Police administrators are
being asked to provide an increased level of service
with the same of declining resources.

Indispensability of Police Patrol

Patrol tagged as the “backbone” of the police
organization. This often said statement is very true
since the patrol division is the only division in the
police organization that cannot be possibly eliminated.
This is for the reason that the traditional police
organization are usually small that they could have or
can justify, separate police functions, such as traffic
enforcement, investigation, juvenile, and other
specialized areas relatively with policing activities.

Their size and caseload require that all duties

and functions shall be handled only by the police
patrol. Even police organization with specialized
functions, the police patrol is often the only one that
performs twenty four (24) hours duty. It grows to keep
up with the increasing population, and expanding
geographical boundaries, the police executives will be
in to hire non-uniformed personnel to take over the
menial functions to free police officers for their
field responsibilities.

As the police organization continues to grow,

officers are taken out of the field to specialize in
traffic law enforcement, investigative activities, and
all other specialized functions, all the while adding
to the police patrol, replacements for the
specialists’. The patrol force continues to exist as
 98

the principal functional unit or “backbone” of the

police. It is also an indispensable service that plays
a leading role in the accomplishment of the police
purpose, because of the following reasons:

1. It is the only form of police service that

directly attempts to eliminate opportunity for
misconduct.

2. It is also checks the development of desire

for misconduct by destroying unwholesome stimuli, and
creating wholesome one.

3. It favorably influenced individual and group

attitudes in its routine daily association with the
public.

Important Roles of Police Patrol

When the essential character of police patrol
functions is understood, it is apparent that the police
patrol force is the “backbone” of any police
organization because of the following reasons:

1. It is the only function in the police service

that is practically without limit in responsibility;

2. Police patrol service is able to perform

other police task if there is a need for special units;

3. Police patrol branch is indispensable and

will continue to be the most important single division
of the police organization.

Showing off competent patrol personnel by

assigning them to undercover and specialized positions
will defect both, while attempts to improve the image
of the patrol force.

PART

2
 99

POLICE PATROL OPERATIONS

===============================================
The idea of uniformed officers patrolling the
streets goes back to the Roman states in 400 B.C. A
reliance on a highly visible, roaming presence of law
enforcement officers has carried out into present day
policing, and largely unchanged in many jurisdictions.
In all jurisdictions, police patrol is the most vital
component of police work.

Definition of Police Patrol

It is the act of moving about on a geographical
area or beat, especially by an authorized and trained
person or group of persons, usually police officers for
purposes of observation, inspection, or security, in
maintaining peace and order and ensuring public safety,
and providing other miscellaneous police services and
activities with the community-members within particular
geographical location.

It also simply means an inspectional activity,

whether carried out on foot, mobile or otherwise. It is
simply the concept of police officers’ traveling around
a defined jurisdiction, observing the situation and
maintaining the safety and security of people and
property, and in some other way, it is geared in
“protecting and serving” the people, and the society as
well.

Spheres of Activities in Police Patrol

To be effective, modern police patrol operations
must perform these three major spheres of activity—
often simultaneously, as follows:
1. Calls for Police Service

The public calls upon the police to handle a vast

range of incidents. All too often, the traditional
emphasis on rapid police arrival has generated a
 100

parallel pressure on officer to handle calls as quickly

as possible and get “back in service” for the next
incident.

2. Tactical Patrol Responses

Directed patrol use accurate and time information

to predict where and when crimes are likely to be
committed; thus helping to allocate uncommitted patrol
resources rationally and effectively. They encourage
patrol officers and supervisors to develop activities
tailored to the problem.

3. Strategic Problem Solving

The patrol officers must engage in strategic

problems solving-solving efforts with the community.
These must occur when other stakeholders are available
to meet and work with the police—and when the police
officers themselves are not swamped by calls requiring
immediate response.

Miscellaneous Activities in Police Patrol

There are also varied miscellaneous activities of

police patrol which are briefly discussed, as follows:

1. Patrol and Observation

Patrol diminished the potential offender’s belief

in the existence of an opportunity to successfully
violate the law. The patrol officer must be constantly
alert, while moving about his beat, for conditions and
things which may facilitate or promote the commission
of crimes and other incidents that require police
service. Observation in the function that most
completely describes the patrol officer’s jobs and most
of his duties depends on what he has observed.
2. Control of Public Gatherings

The patrol officer is frequently assigned to

public meeting and assemblies, he may be sent to a
regularly scheduled meeting, to maintain order at the
 101

entrances and exits of the building, and to quell

disturbances which may occur, or he may be called upon
to handle a spontaneous gathering of citizens which was
assembled on the street or another public places for
some particular purpose. Control of public assembly
requires technical know-how on civil disturbance
management.

3. Miscellaneous Field Service

The patrol officers perform a wide variety of

public services while on duty. Some services are
provided to citizen who called to the station or
approach the officer on the street for assistance.
However, many are initiated by the officer himself by
observing a situation that requires his attention.
Since the patrol officer’s primary duty is to prevent
crime, his first attention should be given to the
security of persons and property on his beat, thus
meeting the police motto of serving and protecting.

4. Answering Calls

The patrol officer is dispatched to every

conceivable type of emergency such as accidents of
every kind, suicides, illness, including childbirth,
fires, explosions, and other assistance and to know
what is required in particular situation. When sent to
the scene of the crime, he should arrest the
perpetrator of pursue him if apprehensions seems
likely, take care of injured persons, safeguard
physical evidences, and recover stolen properties. He
is also called upon to render a wide service.

5. Disposing of Minor Complaints

The patrol officer is called upon to serve a

variety of complaints that are non-criminal in
character or that involves minor violation, the more
friendly the patrol officer is with the people on his
beat the more people likely to go with him for advice
and help when they are in trouble. In doing this, the
patrol officer need to exercise his discretion which is
most likely vested upon to agents of persons in
 102

authority. Such exercise of discretion must be prudent

to avoid technicalities of the rules of the laws.

6. Investigation on Patrol

The patrol officer makes any investigation. Some

relates to the complaints mentioned above; others grow
out of observation by the patrol officers’ on
conditions or situations on his beat that requires his
attention. The primary responsibility of the patrol
officers when responded to a reported incident is to
maintain and preserve the original condition of the
crime scene when it was left by the perpetrator. In
addition to this, he is also required to conduct
preliminary investigation of the case.

7. Preservation of Physical Evidence

Evidence which may be tampered with curious

onlookers or removed and destroyed by the companions or
friend of the violators must be preserved as nearly as
possible on the condition in which found. The volume of
evidence destroyed by carelessness of policeman in many
police organizations is falling. To allow essential
evidence to be alerted or carried away by an
unauthorized person might cause the failure of a case
against the person charged. This requires protecting
and securing the crime scene.

8. Arrest of Offenders

If the patrol officers observe the commission of a

crime, he may be able to arrest the offender at once.
In fact, this is his primary duty when he is called to
scene of a crime. Where he is the first officer to
arrive, there may be indication that the trail of the
criminal is hot and immediate pursuit is maybe a
logical move. In order to carry out this function, he
must be aware of the strategy of arrest where
resistance or escape is likely, and he must be able to
repel physical assault with a deadly weapon.
9. Preparation of Reports

In order that the patrol officers’ observation and

investigation activities are to be the most productive
 103

it must be documented and supported by complete and

carefully prepared reports. Throughout this volume,
the value of accurate and up-to-date records and
statistical information of police activities has been
stressed. Since the patrol officer is the primary
contact man of the police organization, it is up to him
to provide, the bulk of the raw data from which
adequate records can be prepared.

10. Testifying in Court

Patrol officer are often called upon to witnesses

in criminal case. Sometimes, the patrol officer is
only witness to the commission of a crime, or he may
have secured important evidence. Therefore, the patrol
officer must develop a habit of jotting down all the
essential elements of information relatively with the
case investigated in his tickler. Tickler serves as
valuable tool in refreshing the patrol officer’s memory
when required to testify in court. Court demeanor is
likewise expected from among them.

Categories of Police Patrol

The utilization of the hereunder categories of
police patrol depend on the nature and the scope of the
problems—police patrol may be categorized, as follows:

1. General Preventive Patrol

General patrol is also referred to as preventive

patrol, random patrol and routine patrol. The term
routine patrol should not really be used, however,
because there is nothing routine about it. The
challenges of general patrol change constantly. The
patrol officer may be pursuing armed bank robbers in
the morning and giving talk at an elementary school in
the afternoon.
2. Directed Deterrent Patrol

Directed deterrent patrol or aggressive patrol

meshes well with community-policing and focuses on
high-crime areas of specific offense types. Specific
 104

activities that qualify as “directed patrol” include

saturation, crackdowns, field interrogation, aggressive
traffic enforcement and detection of environmental
anomalies, which are unusual activities that warrant
further investigation.

3. Targeted-Oriented Patrol

Targeted-oriented patrol strategies are those

that, as the name implies, are targeted or directed
towards specific persons, places, or events. Targeted-
oriented patrol combines the elements of high-
visibility patrol, low-visibility patrol, and directed
deterrent patrols to identity persons, places, or
events which attract of create crime problems.

Classifications of Police Patrol

Enumerated and briefly discussed hereunder are the
classifications of police patrol, as follows:

1. Reactive Patrol

This is patrol activity which consists of driving

around the districts, waiting for something to happen.
It is not very different from the stereo-type old-time
policeman who just sat around in the station while
waiting for calls. The sensibility and affordability
of this scheme is now being questioned because of
budgetary constraints and skyrocketing prices.

2. Proactive Patrol

An alternative patrol system which means the

fielding of the field units in their respective area of
responsibility with prescribed objectives and
verifiable tasks schedule of the day to augment the
calls and other on sight activities that makes up the
patrol officers day.

Shifting in Police Patrol

 105

Enumerated and briefly discussed hereunder is the

shifting in police patrol, as follows:

1. Morning Shift

The day shift—7:00 A.M. to 3:00 P.M.—is usually in

most police organizations, a shift devoted to service
activities. The people that a patrol officer meets
during their day shift are usually law abiding and
create few problems. Handling calls for service,
dealing with traffic and parking problems, and looking
into youth-related problems at the school.

2. Afternoon Shift

The afternoon shift-3:00 P.M. to 11:00 P.M.—is

usually the busiest and offers the greatest variety of
activity. Patrol officers on the afternoon shift
encounter a broad range of activities. The afternoon
shift combines the service orientations of the day
shift with the criminal-apprehension functions of the
midnight shift.

3. Midnight Shift

The midnight shift—11:00 P.M. to 7:00 A.M.—has

been called the “dog watch,” which suggests it is the
penalty box of police work. It has also been called the
“graveyard shift” to denote the lack of activity on the
shift. It is the least desirable of all patrol shifts—
for this reason the least experience patrol officers
often end up on this shift.

Types of Police Patrol

The types of patrol refer to the various means of
getting from one place to another, are as follows:
1. Foot Patrol

Its methods consist of the fixed post, line beat,

and random patrol. Moving foot patrol is used where
there is considerable foot traffic, high crime areas
and special hazard areas and in places where there are
 106

many multiple family dwellings. It is still widely used

type of patrol in the country because of the financial
constraints.

2. Horse Patrol

Horse may be used for certain patrol problems in

places that contain large park or similar places where
automobiles either cannot go or may be forbidden.
Mobile patrol cars cannot be expected to race scoured
fields or wooded areas, but horse provides the best
mobility in those situations. It is also valuable in
search-and-rescue efforts in rugged terrains.

3. Bicycle Patrol

The bicycle patrol has been used in many countries

as a simple and inexpensive means of silent
transportation. Bicycle may be used for routine patrol
to replace or augment foot or mobile patrol under
practical conditions. Their versatility and stealth
makes them indispensable for covering crowded areas and
places unreasonable for mobile patrol.

4. Motorcycle Patrol

Primary used for traffic control and enforcement,

their speed and maneuverability make them indispensable
police vehicle. Motorcycle patrol is better suited to
heavy traffic, narrow alleys, and rugged terrain. Their
maneuverability and speed, and its ability to access
areas the mobile patrol cannot, make them valuable
patrol vehicles.

5. Bay & River Patrol

In some areas surrounded with water, including

inland waterways, various types of sea or water crafts
may be commissioned for police service especially where
smuggling of undocumented people becomes common. Water
patrol is the best means to effectively control
violators of water safety regulations as smugglers. It
is also valuable in rescue operations.

6. Air Patrol
 107

Except for patrolling long sketches of highway or

expenses of inaccessible land, air patrol has very
little flexibility in congested metropolitan areas. It
is also useful for rescue and relief operations,
medical evacuations, general patrol, criminal
apprehension, crime prevention and repression,
emergency transportation, and other related activities.

7. Mobile Patrol

The mobile patrol is the most extensively used and

the most effective means of transportation. It provides
a rapid, safe, efficient means of transportation.
Because of the combined advantage of mobility and
speed, it patrol larger in less time, and it can also
be used to transport equipment needed to process crime
scenes.

8. Fixed Surveillance

Although not a means of transportation, it must

not be overlooked as a type of patrol. Usually
accomplished either in persons with the used of
televisions cameras, monitors, stop-frame photography
or computerized CCTV cameras, which makes it possible
for the police to watch several locations at the same
time for immediate response when necessary.

9. K-9 Assisted Patrol

The K-9 assisted patrol is becoming more popular

with even smallest police organization beginning to
establish k-9 units. Dogs are of great assistance in
search and rescue as well as in smelling out dangerous
drugs and bombs. Dogs are used extensively in airports
to detect contrabands and explosives because of their
keen sense of smell.
Preparation for Police Patrol
Police patrol duties fulfill many objectives and
purpose, thus it requires the following preparations:

1. General Preparation
 108

The patrol officer’s value system must be in

harmony with the objectives of law enforcement and
sense of fair play. The first and foremost in his
preparation for patrol duty is attitude preparation.
His attitude must be positive since many things around
him and so many people are so negative, that he will
most likely end up negative and depress.

2. Pre-Patrol Preparation

Prior to going out on patrol, the patrol officer

should have knowledge about their tasks each day, there
is usually a “fall-in” formation at the police station
or the police block as the case may be, which is
devoted to the giving of specific assignments, vehicle
to be used and partner, if any, break and mealtime and
patrol assignment.

3. In-Field Preparation

Whenever possible, the police officer who is to go

out on patrol should have a “debriefing” conference
with the officer who is being relieved and who had just
spent the previous tour of duty in the patrol district.
The patrol officer must be aware of the characteristics
of the beat and prepare to meet the demands of the job
ahead.

4. Orientation Tour

Once in the field, the patrol officer should take

a general familiarization and inspection tour of his
assigned district in order to orient himself of its
patterns and characteristics. By looking to this
information, the police officer begins preparing for
the delivery of basic police service relatively with
his patrol duties and responsibilities.
PART

POLICE PATROL STRATEGIES

 109

===============================================
Police patrol can have a direct effect on the
problem. It can also contribute to citizen awareness of
the police patrol officer’s presence and maintains a
good police image.

Strategic Objectives of Omni-Presence

The patrol officer to be seen alert and constant

patrolling so as to establish a highly visible police
presence, hence, to make his presence psychologically
be felt despite of his physical absence, hereby
creating:

1. A feeling of security on the part of the law

abiding citizen.

2. A feeling of fear on the part of the would-be

violator.

3. A feeling of confidence that the police are

constantly available to respond to any situation at a
moment’s notice.

An effective strategy in crime prevention work is

constant and alert patrolling. The patrol function, if
effectively implemented, is the most recognizable form
of police activity, furthering the community-members,
and as well as in police image perception.

Attractive Nuisances vs. Patrol Hazards

Discussed hereunder are the distinctions between
attractive nuisances and patrol hazards, as follows:
1. Attractive Nuisances

It is known doctrine of law wherein an individual

is said to be maintaining on his premises, business or
residential a condition, instrumentality, machine, or
other agency that is dangerous to young children
because of their inability to appreciate peril, which
 110

may reasonably be expected to attract children to such

premises.

2. Patrol Hazards

This term is frequently used to describe a

specific condition or place that requires the patrol
officer’s special attention. The hazard may be a bar
where fights frequently occur. It may be an abandoned
digging filled with stagnant water and used as a
swimming hole by children or an abandoned building or a
haunted house used for illegal activities.

High Visibility vs. Low Visibility Patrols

The theory underlying high-visibility patrol is

that there are central kinds of crime that can be
reduced by increasing the “aura of police
omnipresence.” High-visibility patrol programs have
been implemented with varying degree of success. The
kinds of crimes they have been directed toward also
vary, but are typically those crimes of violence which
are usually referred to as street crimes. High-
visibility patrol can be virtually anything designed to
increase patrol visibility.

While high-visibility patrol is intended to deter

street crimes, low-visibility patrol is designed to
increase the rate of apprehension. A secondary benefit
is that other kinds of crimes will be deterred as
results of greater probability of persons being
apprehended in the commission of a crime. Surprise is
the primary element in the low-visibility patrol
program. The idea is to provide a police presence in an
area where selected crimes are likely to occur without
the presence of the police being detected.
Concept of Split-Force Police Patrol
The split-force police patrol concept was
developed as a means of satisfying the needs of both
preventive patrol and demands made by calls for
service. It grew out of the recognition that both
 111

preventive patrol and calls for service were important,

but that one often conflicted with the other.

One of the disadvantages of the split-force police

patrol concept, on the other hand is that it relies
upon specialization and fragmentation of the patrol
force which could have long-term adverse consequence on
morale and teamwork, and coordination among the members
of the patrol force.

Traditional Police Patrol Pattern

Despite of variety of other useful patrol methods,
the local setting usually observed the following
traditional patterns in police patrol strategies, to
wit:

1. Clockwise Pattern

The objective of the clockwise patrol pattern at

the start of the eight (8) hour tour of duty is for the
patrol officer to survey the situation and condition of
the boundaries of his area of responsibility, for the
next forthcoming hour, his technique will be zigzag,
counter clockwise or the straight-way and crisscross
pattern.

2. Counter Clockwise Pattern

This technique is simply the reverse of the

clockwise pattern. It is observed before the end of the
eight (8) hour tour of duty in order for the patrol
officer to be sure that no untoward incident transpired
in his area of responsibility. An outgoing patrol
officer must not leave his beat unless properly
relieved by the incoming patrol officer.
3. Zigzag or Free Wheeling Pattern

This is done by patrolling the streets within the

perimeter of the beats, not at random, but with a
definite target location where he knows his presence is
necessary, this action is of course based on his study
of the situations and conditions of his beats.
 112

4. Straightway and Crisscross Pattern

The straightway pattern is patrolling the length

of a street, and therefore, the easiest to observe the
moment of the patrol officer; whereas, the crisscross
is more or less similar to zigzagging.

Alternative Police Patrol Patterns

Generally, professional patrol officers use a
combination of the following basic patrol patterns:

1. Circular

In this pattern, the mobile patrol car is driven

either from the approximate center of the beat in ever-
increasing “circles” or from outside of the beat in
ever-decreasing “circles. Obviously, the pattern is not
truly a circular, but approximately so.

2. Double-Back

This pattern is methodological and is also helpful

in learning the beat. Unpredictability can be provided
by varying the starting point and occasionally either
looping a block or making a double-back run on the same
street just covered.

3. Random

There are as many ways of achieving a random

pattern, as there are beats to be covered and police
officers to patrol them. It is actually a combination
of the other two, and is the one that will probably use
once the patrol officer get to know the beat.
PART

POLICE PURSUIT OPERATIONS

===============================================
 113

Protection of life and property, which applies to

pursuit operations, includes the lives of and property
of the individual being pursued, the police officer,
and any innocent people who might become involved in a
traffic accident as a direct result of the hot-pursuit
operations.

Definition of Pursuit Operations

This is an immediate pursuit made by the police
officers after the commission of an offense, more
particularly with the use of mobile patrols cars with
the aim purpose of arresting fugitive from justice, or
placing an individual person under custody in order for
him to be held liable for the offense committed in
violation of the laws.

Pursuit Operations Driving Techniques

Hereunder are some techniques in pursuit operations:

1. Pick the location for the stop. Wait to try to

pull over the suspect’s motor vehicle until the patrol
officers have the maximum advantage.

2. Wait for as much backup as possible. One of the

biggest mistakes that patrol officers commit in
attempting to make high-risk stops is to attempt to stop
the suspect immaturely.

3. Get close to the suspect’s motor vehicle. If

the patrol officers want to create a pursuit operations,
just let the suspect think that he has every opportunity
to escape.

4. Do not be afraid to quit. Patrol officers are

supposed to exemplify courage. Sometimes the bravest
thing they can do is know when to back out a pursuit
operations.
 114

Procedures of Stopping Suspected Vehicle

Enumerated are the different procedures stopping

suspected motor vehicle, to wit:

1. First Method

When the traffic is heavy, or the officer is alone

in the car, it is sometimes best not to park the
vehicle out in the traffic lane or too close to the
suspect vehicle. In case of this sort, the police
vehicle should park directly behind the suspected
vehicle, with the left rear slightly jutting out toward
the traffic.

2. Second Method

The purpose of this method of stopping the suspect

vehicle is to provide the officers with some mean of
physical barrier. In this case, the police car is
turned in at an angle behind the suspect car, so that
the front left end of the police car is jutting out in
the traffic lane. In this way, the driver can use the
hood of the car for a barrier and protection, and the
passenger officer can use the rear right fender for the
same purpose.

3. Third Method

This method will be covered in a more detail in

order to follow through with the complete procedure to
be used is stopping suspected vehicles with felony
suspects, i.e., turn on the red lights and sound the
siren or horn. Use spotlight if it is at night. The
passenger officer should roll his window down and
project his weapon at the driver of the suspect
vehicle.

Removing the Suspects from the Motor Vehicle

Hereunder are the procedures to be followed in
removing the suspects from the chased and stopped motor
vehicle:
 115

1. The Driver

The driver should always be removed first. He is

usually the leader. Have him grab the top of the
steering. When his feet are on the ground, have him
then place his hands high in the air. Then have him
slowly back up to you.

2. The Front Passenger

Have the front seat passenger slide over to the

driver side of the car and put his hands on top of the
steering wheels. Then have him repeat the same
procedure earlier made by the driver in disembarking in
the motor vehicle.

3. The Rear Passenger

Have the rear seat passengers put both hands out

of the door windows and open the doors from the outside
with their hands remaining on the outside. When their
feet are on the ground, have them raise their hands
high and back up toward you.

Terminating Pursuit Operations

Once the patrol officers are in pursuit

operations, there are some techniques available:

1. Boxing

It is done by literally surrounding the suspect

motor vehicle with mobile patrol cars and then slowing
as a group to a stop. This technique is generally only
successful at very slow speeds and is sometimes used
with grossly intoxicated drivers.

2. Channelizing

It is consists of deliberately directing a motor

vehicle into a given path or location such as an
unpaved roadway, dead-end or parking lot, and by using
 116

stationary objects in the path of the pursued motor

vehicle.

3. Ramming

It is simply running into the other vehicle in a

manner designed to force his to stop. There is a real
art in the technique of ramming resulting n disabling
the suspect motor vehicle without destroying the mobile
patrol car.

4. Spin-Out

Obviously, this has to be carefully planned and

choreographed. The patrol officers do not want to send
the suspect spinning into a group of pedestrians or
other cars, and they want to leave room for them to
brakes and avoid entanglement to the collision.

5. Roadblocks

These are used primarily in rural areas with very

limited routes in or out of an area. The logistics
simply make it an important technique in large areas,
and the manpower and material requirements make it
difficult to use along major highways.

6. Spikes

A far lower risk alternative to the roadblock is

the spike strip. The strip consists can be rapidly
deployed across an entire roadway. The material has
hundreds of small hollow spikes, designed to perforate
the tires of the pursued motor vehicle.

7. Gunfire

Laws and police operational procedures allow for

shooting at the suspect’s motor vehicle under the
gravest of circumstances. Not only that the patrol
officers have to comply with every facet of the law and
procedures.
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Searching the Occupants of Motor Vehicle

In searching the occupants, there are four main
types of searching positions, as follows:

1. Wall Search

The wall search is the most common and the most

practical of all searches. It can be used on motor
vehicles as well as wall. This is being called as the
spread eagle position. This is the safest type of
search.

2. Kneeling Search

The kneeling search is used when there is no

vertical surface for a wall search. Before conducting
this type of search, it is best to have all other
suspects lay on the ground in a “spread eagle” fashion,
facing the other direction.

3. Stranding Search

Because of a fault in the kneeling search, the

spread leg standing search was developed. The spread
standing search is used under the same as the kneeling
search, and it involves the suspect standing with his
legs as far apart and hands are raised.

4. Prone Search

The suspects are directed to lays down on the

ground after disembarking in the stopped motor vehicle
under chased with legs and arms spread apart as far as
possible.
PART

POLICE COMMUNICATIONS SYSTEM

===============================================
 118

Introduction

Communications has always been a part of and

policing activities. Since man’s existence on this
earth, there has been a need for a system by which a
man could warn his fellowman of existing or impending
of send him a message. In the history of Anglo-American
police patrol, we find the horn replaced by the hand-
bell, and then finally the metal whistle.

Historical Development
The police communications system is the backbone
of the police tactics. Without proper communications,
the modern police organization would be at lost. When
police vehicles were first used, there were no radio
communications, as we know it today. The system of
notifying patrol vehicles of emergencies and call for
service was handled by the installation of red lights
at the major intersections of the town or city.

When police stations wanted to contact a police

car, they would pull a switch that would send power to
the red lights at the intersection. The next time the
patrol car passed the intersection and saw the red
light on, he would drive to police stations for the
assignment. When telephones became more common, the
officer would call police stations when he observed the
light signal.

When radios were first installed in police

vehicle, they were usually just receivers, and did not
have transmitters for answering calls. The radio
operator would broadcast the calls, and hope 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 of new methods of communications.

Importance of Communications
 119

The police communication systems hold a key

position in the apprehension process. If the mobility,
maneuverability, and flexibility of control made
possible by motorization are to be translated into
striking power, there must be unfailing lines of
communications between the elements of command in the
police organizations, and they must properly organized.
The phenomenal development of communications facilities
during the past thirty years is a matter of record. The
police have been reasonably prompt in applying these
devices to the problems of operational control.

Conventional Communications Center

Most police communications centers operate in a
two-stage manual process. When call is made to the
police station, the officer at the complaint desk first
determines the need for police action, and then records
the details on a card. The card is then rooted to a
dispatch console where the operator has control of one
or more radio channels. In the smaller police
organizations, this is usually accomplished by handling
the card from one person to another.

In larger police organizations, it is customary to

use a conveyor belt system between two positions. The
operator at the dispatch console then establishes radio
contact with the patrol unit and relays the details of
the complaint. The dispatcher also has the duty of
maintaining a record of the status of police vehicles
under his control. If information is needed from the
records sections or from some computer source, the
operator must then phone for this information.
Techniques in Radio Communications
Since communications over a police radio presents
many problems, the following information is intended to
better help the patrol officer in this endeavor. police
organization can have some of the finest communication
equipment in the country, but its use become greatly
impaired if the police officers in the field are not
familiar with the proper use of the equipment, and do
not adhere to the basic rules of radio procedures.
 120

The increasing population has resulted in an

increase in crime, and the need for “air time.” Many
police organizations have been forced recently to use
two of more frequencies because air traffic was so
heavy. With airtime so valuable, it has become
increasingly important that it not be wasted. One of
the best ways to insure the proper use of airtime is to
follows the ABCs of radio transmission.

The ABCs of Radio Transmission

Hereunder are the ABCs of the radio transmission
with the use of police communications system, as
follows:

1. Accuracy

Accuracy is necessary to get the desired

information to the receiving party without having the
message later re-checked over the air for possible
errors. There is also danger to the police officer in
the field, should improper information lead his to
believe that there “no wants” on a suspect that he has
just stopped, when in fact that suspects is wanted and
classed as dangerous.

2. Brevity

Brevity is increasingly important to the expanding

volume of radio traffic. This makes it essential that
there be no unnecessary or repetitious words in the
transmission. Half of the words in English language are
not needed in order to understand the message. There is
certainty no need to add to the communications problem.
The important point is understanding and clarity.

3. Courtesy

Courtesy is necessary for rapid and efficient

service. Courtesy begets courtesy. Anger begets anger.
The courtesy in police communications is more a form of
respect than flowery words. In fact, brevity demands
that courtesy not be expressed in words. The police
 121

officers who say “thank you very much” on the air is

practicing good human relations, but he is taking up
very valuable air time. Courtesy can be shown in the
voice.

Types of Police Radios

The following are the different types of police
radios:

1. Handheld

A 5 watts transceiver radio with an antenna and a

battery pack in a single package and sometime called
the portable radio. Message is transmitted done by
pressing the push-to-talk (PTT) button then orally
convey the message thru the microphone attached to it.
This is the basic radio equipment of a policeman when
conducting official duties in the field, and or any
kind of policing activities.

2. Base Radio

A 25 watts radio transceiver usually installed at

the tactical operation center of the police station.
Its antenna is mounted outside of the building to
enable long distance transmission and reception of
radio signals. It can be an AC source using a power
supply of a 12V DC output and it is also equipped with
a handset where the originators can convey their
message using the PTT.

3. Mobile Radio

Similar with the base radio, it is a twenty-five

watts transceiver, and it is usually installed in the
mobile patrol cars of the police. Its antenna is
mounted at the top of the vehicle and powered by the
car battery. Mobile radio refers to the wireless
communications systems and devices which are based on
radio frequencies used by the originator and receiver
of the communication.
 122

Priority Codes in Police Calls

It is the responsibility of complaint officer, who
received the call over the phone, to assign that call a
code if one is necessary.

1. No Code

When no code has been assigned, or in those police

organizations where a “code 0” is used, the call has
the lowest priority, and it is usually picking some
papers or information that is not too important. In
this case, there is no one anxiously awaiting the
arrival of the officer.

2. Code 1

This is a routine call, and it is to be answered

by observing all the traffic laws. The red lights and
siren will not be used on any code one call. If the
officer in the field is aware of circumstances unknown
to radio control, he may used code two or three, but
the responsibility for decision is strictly his own.

3. Code 2

Code two means URGENT, and it is to be answered

immediately to the scene as quickly as possible with
safety, by observing all traffic laws, and without the
use of siren. Some officers will use their red lights
during code two calls in order to expedite their
movement through traffic if it is fairly heavy.

4. Code 3

Code three means EMERGENCY, and like code two is

to be answered immediately by driving to the scene as
quickly and safely as possible, but in this case, the
red lights and the siren are to be used to obtain the
right of way. If must be remembered that code three is
a not magic, and the important thing is to get there.
 123

Coding and Ciphering

Changing plaintext into codes and ciphers is
called encoding or enciphering. Finding the secret
information in the cryptogram is called decoding or
deciphering. The art of using and solving codes and
ciphers is called cryptography from the Greek kryptos,
meaning hidden, and graphia, meaning writing. Breaking
a code or a cipher is called cryptanalysis.

Since code systems use a secret vocabulary in

which a code number or a code group may stand for a
complete message, code systems require the use of code
books. Words, phrases, and sentences that are used in
special operations, such as naval intelligence, are
compiled in a kind of dictionary. Each of the plaintext
terms is given a code number or a code group.

Cipher systems are variations of the basic methods

of substitution and transposition. In the substitution
method, letters, numbers, and other symbols in the
plaintext keep their original positions, but are
replaced by other letters, numbers or symbols. For
example, the message WILL ARRIVE AT SEVEN might be
enciphered XJMM BSSJWF BU TFWFO. Here, each letter was
replaced by the one immediately following it in the
alphabet.
 124

COMPARATIVE POLICE
SYSTEM
 125

PART

HISTORICAL DEVELOPMENT

===============================================

Introduction
The term police are now used primarily to denote a
body of people organized to maintain civil order and
public safety, to enforce the law, and to investigate
breaches of the law. All societies need some way to
maintain order. In the smallest societies, informal
sanctions discourage deviation. In the simplest forms
of state organization, informal sanctions are
supplemented by agents of the ruler who enforce his
decisions.

History of Policing
Rome, under the emperor of Augustus, had one of
the earliest forms of organized policing. In 7 BC
Augustus divided Rome into 14 regiones—wards, each
divided into vici—precints overseen by vicomagistri
responsible for fire protection, among other
administrative and religious duties. In AD 6, after a
particularly bad fire, Augustus expanded the city’s
fire brigade into a corps of vigiles, consisting of
seven squads, or cohorts, of 1,000 freedmen each. Each
cohort was responsible for fire and, especially at
night, police protection in two regiones.

Anglo-Saxon Beginning
The earliest policing system in England predates
the Norman Conquest. The Saxon frankpledge was a
private system of social obligation in which all adult
males were responsible for the good conduct of all
others. To formalize this social obligation, all males
 126

were grouped into tithings headed by a tithingman. Each

tithing, in turn, was grouped into a hundred. The
hundred was headed by a hundredman, who served as both
administrator and judge. When crimes were observed,
citizens were expected to raise an alarm, gather their
countrymen, and pursue and capture the criminal.

Pre-Revolutionary French Police

This police system was totally different from the
English system. Organized financed, and controlled by
the government, the French police were actually the
personal political police of the king. The system
serves as a striking example of action by a central
government to enforce its own standards of behavior. It
is certain-the 18th century citizen of Paris was far
better protected from crime than the citizen of London.
Police in Paris was controlled by the lieutenant-
general de police, an appointee of the king.

Post-Revolutionary French Police

After the Revolution, the Paris police was
reconstructed, and its direction was entrusted to a
conglomeration of Parisian committees. The clumsy
committee arrangement failed, and in March 1880 control
of the police was centralized in the prefect de police,
an office with administrative but no judicial
authority. The French Ministry of Police was created in
1796 with a mandate to enforce laws and forestall
challenges to the Revolution.

Formation of the English Police

The creation of the Thames River Police was one of

the most significant police reform experiments of the
time. The first regular professional police force in
London, the Thames River Police was organized to curb
the thefts that plagued the world’s largest port. The
West India Trading Company created these marine police
in June 1798 and installed police reformer Patrick
 127

Colquhoun as director of a permanent staff of 80 men

and an on-call staff of 1,120.

Early Police in the United States

The United States inherited England’s Anglo-Saxon

common law as well as its system of social obligation
and constables. As both countries moved from rural
agrarian to urban industrialized economies, urban
riots, crime, and disorder followed. Yet Americans,
like the English, were wary of creating standing police
forces. In the early 1800s, as the United States became
more urban, patterns of ethnic diversity began to erode
the social and political hegemony of the original
English and Dutch settlers.

Late 19th Century Policing

After the Act of 1856 mandated police in the

provinces, police departments spread throughout
England. Provincial police were funded by both local
and central governments. After the Home Office
certified the quality of a provincial police
department, the central government paid half of the
cost of local policing, and local taxes paid the rest.
The dominant methods of provincial policing were foot
patrols and criminal investigations.

20th-Century Policing
The struggle for political control of police in
the United States gave rise to a distinctive strategy
of policing that was to influence policing throughout
the Western democracies. This new style of policing
integrated managerial techniques, sources of authority,
innovate tactics, and a narrowed definition of police
work. During the early 1900s states also began creating
police forces. Vollmer saw the police as the vanguard
for socializing America’s youth.
 128

PART

UNITED KINGDOM’S POLICE SYSTEM

===============================================

Law enforcement in the United Kingdom is organized

separately in each of the legal systems of the United
Kingdom, i.e.; England & Wales, Northern
Ireland and Scotland, administration of police matters
is not generally affected by the Government of Wales
Act 2006. In the United Kingdom, every person has
limited powers of arrest if they see an indictable
crime being committed, and these are called "every
person powers" or commonly referred to as a "citizen's
arrest".

Historical Background

The development of the “new police”—that is, the

modern common law police in an industrial-urban
phenomenon—can be claimed, with some justification, to
have taken place in London in 1829. The real catalyst
was the industrial revolution. The introduction of a
professional police in London was important not only in
Britain, it was followed elsewhere.

Powers and Functions

In law, every member of a police force is a

Constable whatever their actual rank, in the sense that
despite being a low ranking or high ranking officer all
have the same powers of arrest. The basic police powers
of arrest and search of an ordinary Constable are
identical to those of a Superintendent or Chief
Constable; however certain higher ranks are given
administrative powers to authorize certain police
actions. A police authority has the power to call for
reports from its chief constabulary.
 129

Organizational Structure
Today there are 43 regular police forces in
England and Wales and eight in Scotland. The police
service in Northern Ireland is organized as a single
force. Outside London most counties—regions or islands
in Scotland, have their own forces, although where
there are advantages in terms of operational
efficiency, a number have combined forces. In London,
the Metropolitan Police, with headquarters at New
Scotland Yard, now police an area within a radius of 15
miles from Charing Cross.

There are four general types of agency, mostly

concerned with policing the general public and the rest
concerned with localized policing: territorial police
forces—who carry out the majority of policing; special
police forces--which are national police forces that
have a specific, and non-regional jurisdiction; non-
police law enforcement agencies—whose officers are not
police constables, but still enforce laws; and
miscellaneous police forces—mostly having their
foundations in older legislation or Common Law.

Recruitment and Selection

Recruitment and selection is carried out on a
force basis. Forces with vacancies have in the past
advertised regularly, but recently recruiting has been
very buoyant, and vacancies are shrinking rapidly.
Forces recruit as vacancies occur and there is some
national advertising by the Home Office. There is a
national entrance test, and the entrance test is always
supplemented by a thorough interview, culminating in
either the chief of constable or one of his assistants
giving the final approval.

Education and Training

Police education and training is organized under

three main heads, i.e., probationer training,
specialized training, and higher training, to prepare
 130

police officers for the middle and higher ranks in the

service. Single-tier entry has been standard for the
British police for the past 150 years, and this is
reflected in the arrangement for education and
training. All entrants to the service, even those who
join directly from university, join as probationary
constables.

Police Personnel Strength

There were 143,734 full-time equivalent (FTE)

police officers in the 43 police forces of England and
Wales as at 31 March 2010. This is a decrease of 35
officers compared to a year earlier. There were 6,642
FTE minority ethnic officers in the 43 forces of
England and Wales, 4.6 per cent of the total police
strength, compared with 4.4 per cent on 31 March 2009;
the FTE police officer strength figure for the 43
forces of England and Wales as of 31 March 2010.

Rank Classifications
Most territorial police forces and special police
forces outside of London have a standard set of ranks.
It can be detective of uniformed, i.e.; Constable,
Sergeant, Inspector, Chief Inspector, Superintendent,
Chief Superintendent, Assistant Chief Constable, Deputy
Chief Constable, and Chief Constable. Ranks up to Chief
Superintendent can be held in either a uniformed or
detective capacity, whereas after that the "Chief
Officer," ranks are concerned with the overall
management and effective running of the force.

Within London's Metropolitan Police Service the

ranks are identical to those outside London, until
Chief Superintendent. In London, the chief officer
ranks are as follows, i.e., Commander, Deputy Assistant
Commissioner, Assistant Commissioner, Deputy
Commissioner, and Commissioner.

PART
 131

UNITED STATES’ POLICE SYSTEM

===============================================
Law enforcement in the United States is one of
three major components of the criminal justice system,
along with courts and corrections. Although, there is
existence of an inherent interrelatedness between the
different groups that make up the criminal justice
system based on their crime deterrence purpose, each
component operates independently from one another.

Historical Background
When the thirteen original Colonies broke with the
English crown and declared themselves independent in
1776, they already had a century or more of criminal
justice behind them. Their criminal laws changed little
in the decades that followed independence. The English
common law that had prevailed in the Colonies continued
to sway. But one in one important aspect developed
something unique, i.e., “unlike most advanced nations
in time the United States did not legislates a unified
national criminal code. However, the judiciary is
vested with the power to make legal determinations
regarding the conduct of the other two components.

Powers and Functions

Scholars have identified three primary police
agency functions, i.e., order maintenance—this is the
broad mandate to keep the peace or otherwise prevent
behaviors which might disturb others; law enforcement—
those powers are typically used only in cases where the
law has been violated and a suspect must be identified
and apprehended; and calls for service—it may include
rendering first aid, providing tourist information,
guiding the disoriented, or acting as educators. As a
result, police services may include roadside auto
 132

assistance, providing referrals to other agencies,

finding lost pets or property, or checking locks.

Organizational Structure
Policing in the US is conducted by numerous types
of agency at many different levels. Every state has had
own nomenclature for agencies and their powers,
responsibilities and funding varies from state to
state. Federal law enforcement officers are authorized
to enforce various laws not only at the federal level,
but also state, county, and local in many
circumstances. Most all states operate statewide
government agencies that provide law enforcement
duties, including investigations, and state patrol
police.

Recruitment and Selection

Nearly all U.S. states and the federal government
have by law adopted minimum-standard standardized
training requirements for all officers with powers
of arrest within the state. Many standards apply to in-
service training as well as entry-level training,
particularly in the use of firearms, with periodic re-
certification required. These standards often comply
with standards promoted by the US Department of Justice
and typically require a thorough background check that
potential police recruits.

Education and Training

Most federal law-enforcement agencies maintain
their own training facilities. However, there are two
facilities that provide general and specialized
training to any agency personnel, i.e., the Federal Law
Enforcement Training Center (FLETC) at Glynco, Ga., and
the FBI Academy at Quantico, Va. The basic FBI special
agent course lasts 15 weeks of 600 hours. The FLECT is
operated under the authority of the Secretary of
 133

Treasury and is the successor to the Treasury Law

Enforcement School (TLES) which was founded in 1946.

Police Personnel Strength

The national rate of full-time law enforcement
employees per 1,000 inhabitants remained at 3.5 in
2004, unchanged from the 2003 rate. Among the Nation’s
four regions, law enforcement agencies in the Northeast
had the highest rate of law enforcement employees, 3.5
law enforcement employees for every 1,000 inhabitants.
Agencies in the South had 3.4 law enforcement employees
per 1,000 inhabitants, in the Midwest, 2.7, and in the
West, 2.4.

Cities with 25,000 to 49,999 inhabitants and

cities with 50,000 to 99,999 inhabitants had the lowest
rate, 2.3 law enforcement employees per 1,000 in
population. The Nation’s largest cities, those with
250,000 or more inhabitants, averaged 3.8 law
enforcement employees for every 1,000 inhabitants. The
law enforcement agencies in the Nation’s metropolitan
counties averaged 4.4 employees per 1,000 inhabitants;
agencies in the Nation’s non-metropolitan counties
collectively reported having 4.5 law enforcement
personnel for each 1,000 inhabitants.

Rank Classifications
Although the large and varied number of federal,
state, and local police departments and sheriff's
office have different ranks, a general model, from
highest to lowest rank, i.e.; Chief of Police, Police
Commissioner, Superintendent or Sheriff; Deputy Chief
of Police, Deputy Commissioner, Deputy Superintendent
or Undersheriff; Inspector, Commander or Colonel;
Major, Deputy Inspector; Captain; Lieutenant; Sergeant;
Detective, Inspector or Investigator; and Officer,
Deputy Sheriff or Corporal.
PART

4
 134

JAPAN’S POLICE SYSTEM

===============================================
In Japan, police system generally enjoys wide
community support and respect. The system is so called
Keisatsu Seido. Concerning the historical development,
during the Edo period - we are talking about the years
1600-1868 here, the Tokugawa Shogunate, developed
elaborate police system based on town magistrates who
held samurai status and served as chiefs of police,
prosecutors and criminal judges. The system was
extended by citizens groups such as five-family
associations—Gonin Gumi.

Historical Background
There have been two formative periods in the
development of the modern Japanese police, the Meiji
restoration, especially the years from 1872 to 1889,
and the Allied occupation from 1945 to 1952. The first
full-time professional policemen were appointed in
Japan in 1871; three years later the Keihoryo—Police
Bureau was established in the Ministry of Home Affairs—
Naimusho. This system remained in force until 1947,
when it was totally reorganized by the occupational
authorities after the end of the World War II.

Powers and Functions

The duties of the police in Japan are stipulated
by the Police Law as "protecting the life, person and
property of an individual citizen, preventing,
suppressing and investigating crimes, controlling
traffic and also maintaining public safety and order".
In order to carry out these duties, police engage in
various activities. The main subject of the police
duties is the control of crimes. In addition, the
police attend to a wide range of administrative duties
to maintain public peace and order.
 135

Organizational Structure
Also, as in the case of the old police law, public
safety commissions are established at both national and
prefectural levels. The three main law enforcement
organizations in Japan are the National Public Safety
Commission (NPSC)—Koan Linkai under the direct
authority of the prime minister, the National Police
Agency (NPA)—Keisatsucho headed by a commissioner
general, and prefectural police, each with police
stations—kaisatsu sho or in the case of urban area,
city police departments—shi keisatsubu.

Recruitment and Selection

Recruitment procedures at the National Police

Agency (NPA) differ from those of the Prefectural
Police Headquarters (PHP). The NPA recruits from those
who have passes the National Public Service Category I
or II Examination conducted by the National Personnel
Authority (NPA). It also recruits from among those
recommended by PPH as excellent police officers, based
on their police career, job performances, and working
record. These officers assigned either to the NPA or a
key members of PPH.

Education and Training

Education and training is highly stressed in

police recruitment and promotion. Entrance to the force
is determined by examinations administered by each
prefecture. Examinees are divided into two groups:
upper-secondary-school graduates and university
graduates. Recruits underwent rigorous training—one
year for upper-secondary school graduates and six
months for university graduates—at the residential
police academy attached to the prefectural
headquarters. Newly recruited prefectural police
officers undergo an initial training program consisting
of pre-service, on-the-job, and comprehensive training
course.
 136

Police Personnel Strength

The personnel of the NPA and the Prefectural
Police forces are composed of police officers, members
of the Imperial Guard, and civilian employees such as
clerical workers and technical engineers. All these
personnel work as one body to perform police duties. On
the basis of the present authorized nation-wide police
strength, the ratio of police to population is one
police officer to about 555 citizens. The burden is
considerably heavy as compared with that of Western
countries.

Rank Classifications

Police officers are divided into nine ranks,

namely, Keishi-Sokan-Superintendent General of the
Tokyo Metropolitan Police Department, Keishi-Kan-
Superintendent Supervisor, Keishi-Cho-Chief
Superintendent, Keishi-Sei–Senior Superintendent,
Keishi-Superintendent, Keibu- Police Inspector, Keibu-
Ho - Assistant Police Inspector, Junsa-Bucho-Police
Sergeant, and Junsa-Policeman.

The Commissioner-General of the NPA also has the

status of a police officer and functionally holds the
highest position in the Japanese police forces but he
does not have a police rank. In addition to the ranks
mentioned above, there is the position of Junsa-Cho.
This position is awarded to Junsa, who has a wealth of
working experiences and whose performance of duties is
very good. The policemen awarded the position of Junsa-
Cho are assigned to the task of giving on-the-job
training to their subordinates and of coordinating
actual police duties.

PART

5
 137

THAILAND’S POLICE SYSTEM

===============================================
The police system in Thailand works a little
differently than that at home. The government pays
their police force very little and the community
becomes responsible for supporting the police
financially. Police in Thailand are commonly known as
the BIB--boys in brown, due to their uniform. For most
tourists this will have no consequences for them but
you should be aware of how things work should something
happen. This could save you some time and frustration.

Historical Background
Thailand has had organized police forces since the
16th century, but the first Western-type police was
created with the help of British advisers in 1861. A
Railway Police was established in 1984 followed by a
Provincial Police Force in 1879. The latter became the
Gendarmarie and the Patrol Department in 1915, and it
was reorganized as the Royal Thai Police Department in
1932. During the 1960s and early 1970s, as the police
assumed the role in counterinsurgency operations,
operating in rural areas.

Powers and Functions

The primary responsibility for the maintenance of
public order through enforcement of the kingdom's laws
was exercised by the Thailand National Police
Department (TNPD), a subdivision of the Ministry of
Interior. Charged with performing police functions
throughout the entire country, the TNPD was a unitary
agency whose power and influence in Thai national life
had at times rivaled that of the army. The formal
functions of the TNPD included more than the
enforcement of laws and apprehension of offenders.
 138

Organizational Structure
The Thai police are subdivided into several
regions and services, each enjoying their own powers.
The TNPD is headed by a Director-General of Police. The
Border Patrol Police (BPP) is composed of BPP General
Staff Division, BPP Tactical Training Division, BPP
Support Division, BPP Nawut Sondetya Hospital, BPP
Village Scout Center, BPP Counter-Insurgency Training
Center, and BPP Districts 1 to 4l; the Police Aerial
Reinforcement Unit (PARU) - Airborne Training, Naresuan
261 Counter-Terrorism Unit, and the Sea Air Rescue
Unit.

Recruitment and Selection

The minimum educational specification for applying
to the police academy is completion of a high school
education, and the requirements were even lower a while
back—now older police. While many applicants have a
Bachelor's Degree, it's not a requirement because of
concern there won't be enough good non-commissioned
personnel. There also needs to be better training of
non-commissioned officers in conducting investigations
and the English language. To be accepted, the
applicants must run a kilometer in under seven minutes
and swim 50 meter in three minutes.

Education and Training

The Police Education Bureau (PEB) of the TNPD

headquarters was responsible for training police
personnel in the latest methods of law enforcement and
the use of modern weapons. It operated the Police
Officers Academy at Sam Phran, the detective training
school at Bang Kaen, the Metropolitan Police Training
School at Bang Kaen, and the Provincial Police training
centers at Nakhon Pathom, Lampang, Nakhon Ratchasima,
and Yala.
 139

Police Personnel Strength

In mid-1987 the total strength of the TNPD,
including administrative and support personnel, was
estimated at roughly 110,000. Of this number, over one-
half were assigned to the Provincial Police and some
40,000 to the BPP. More than 10,000 served in the
Metropolitan Police. The total strength of the force
including administrative and support personnel, is
estimated at 100,000. Of this number, half are assigned
to the Provincial Police and some 14,000 to the Border
Patrol Police. More than 15,000 serve in the
Metropolitan Police Force. Quasi-military in character,
the TNPD is headed by a director general who holds the
rank of police general, and assisted by three deputy
and five assistant director generals, all of whom with
the rank of lieutenant general.

Rank Classifications
The rank of police officers in Thailand National
Police Department (TNPD) are classified as follows,
i.e., Commissioned Officers – Police General—Phon
Tamruat Ek, Police Lieutenant General—Phon Tamruat
Tho, Police Major General—Phon Tmaruat Tri, Police
Brigadier General—Phon Tmaruat Jattawa, not in use now,
Police Senior Colonel, equivalent to Brigadier General—
Phan Tamruat Ek Phiset, Police Colonel—Phan Tamruat
Ek, Police Lieutenant Colonel—Phan Tamruat Tho, Police
Major—Phan Tamruat Tri, Police Captain—Roi Tamruat Ek,
Police Lieutenant—Roi Tamruat Tho; and Non-Commissioned
Officers – Police Senior Sergeant Major—Dap Tamruat,
Police Sergeant Major—Ja Sip Tamruat, Police Sergeant—
Sip Tamruat Ek, Police Lance Corporal—Sip Tamruat Tri,
and Policeman or Constable—Phon Tamruat.

PART

6
 140

MALAYSIA’S POLICE SYSTEM

===============================================
A police force has been in existence in Malaysia
since the days of the Malacca Sultanate. Malacca's
canonical law created what was essentially a police
force in Malaysia in the fifteenth century, through the
institution of the Temenggung and Hulubalang, or royal
warriors, although institutions for keeping order had
undeniably existed since the Hindu Majapahit and
Buddhist Sri Vijaya Empires. The nation's police force
is headed by an Inspector General of Police, his Deputy
and four Directors of Divisions.

Historical Background

The modern Malaysian police force dates from 1806,

when the British formed a police force in Penang. In
1824 a similar units was established in Malacca. The
Perak Armed Police was established in 1867, followed by
similar organizations in Negeri Sembilan, Selagor and
Pahang. These forces operated separately until 1896,
when British amalgamated them into the Federated Malay
States Police. Theses police units were trained by non-
commissioned officers of the British Army.

Powers and Functions

The police force performs the duties of preventing
crime, protection of the general welfare of the people,
investigating and detecting crime, identifying and
apprehending offenders, and prosecuting criminals. The
force also has to perform the onerous task of jungle
operations, tracking down undesirable elements,
investigating the smuggling of drugs, arms, and other
contraband items. The force is a centralized
organization with responsibilities ranging from traffic
control to intelligence gathering.
 141

Organizational Structure
The Royal Malaysian Police (RMP) or Polis Diraja
Malaysia (PDM); is a part of the security forces
structure in Malaysia. The force is a centralized
organization with responsibilities ranging from traffic
control to intelligence gathering. Its headquarters is
located at Bukit Aman, Kuala Lumpur. The police force
is led by an Inspector-General of Police (IGP).

The police force is led by an Inspector-General of

Police (IGP). All departments are led by the directors
with the rank of Commissioner of Police, Army
Equivalent rank of Three Stars General or Lieutenant-
General. Rakan Cop is a community outreach program
launched in August 9, 2005. Apart from the 2
departments involved in the administration vis-a-vis
Management Department and Logistics Department, RMP
have 6 departments involved in crime prevention. All
departments are led by the directors with the rank of
Commissioner of Police—Army equivalent rank of Three
Stars General or Lieutenant-General.

Recruitment and Selection

No racial or ethnic restrictions are placed on

eligibility for membership in any of the police forces.
Police composition reflects the ethnic makeup of the
nation. Most of the police in peninsular Malaysia are
Malay because a police career has long been popular
with the Muslim Malay. In Sabah and Sarawak, most of
the lower ranks come from the native ethnic groups.
Indians and Chinese are present in all branches, but
more visibly in CID or Special Branch.

Education and Training

The Police Training School in Kuala Lumpur offers

basic training for constable recruits and refresher
courses for junior officers. Higher-level courses are
given at the Police College in Kuala Kubu Baharu. There
are separate schools for CID and Special Branch
 142

personnel, and paramilitary training for the Police

Field Force is given at Ulu Kinta in Perak. Various
training programs are also given in different police
units when appropriate. There are also a number of
police officers from other countries in Southeast Asia
attend police courses at the Police College. A number
of police officers from other countries in Southeast
Asia attend the police college.

Personnel Strength
At present the Royal Malaysian Police are having
personnel strength of 102,037, which is consisting of
1,000 police stations, and a Central Headquarters
located at Bukit, Aman, Kuala Lumpur, under the
Ministry of Home Affairs.

Rank Classifications
The rank of police officers as follows, i.e.,
Inspector General Grade (Gazetted Officers) - Inspector
General of Police, Deputy Inspector General of Police,
Commissioner of Police, Deputy Commissioner of Police,
Senior Assistant Commissioner of Police I, Senior
Assistant Commissioner of Police II, Assistant
Commissioner of Police. While the Superintendent Grade,
are as follows: Superintendent of Police, Deputy
Superintendent of Police, Assistant Superintendent of
Police; Inspector Grade (Non-Gazetted Officers) -
Chief Inspector, Inspector, Probationary Inspector; and
Enlisted Grade (Subordinate Officers) - Sub-Inspector,
Sergeant Major, Sergeant, Corporal, Lance Corporal, and
Constable.

PART

INDONESIA’S POLICE SYSTEM

===============================================
 143

The Indonesian National National Police—Kepolisian

Negara Republik Indonesia, is the official police force
for Indonesia. It had formerly been a part of
the Tentara Nasional Indonesia.

Historical Background
When large parts of Indonesia were under Dutch
colonial occupation until 1940s, police duties were
performed by either military establishments or colonial
police known as the veldpolitie or the field police.
Japanese occupation during WW II brought changes when
the Japanese formed various armed organizations to
support their war. This had led to the distribution of
weapons to military trained youths, which were largely
confiscated from the Dutch armory. After the Japanese
occupation, the national police became an armed
organization of the Indonesian Republic.

Powers and Functions

The function of the INP as a government
institution responsible for maintaining security and
public order has come into conflict with its
responsibility to protect and serve the community. At
the same time, the INP personnel lack the skills to
intervene neutrally and have been perceived as taking
sides. It is therefore extremely important to
strengthen the professionalism and skills of the
police, especially the personnel who work on the front
line.

Organizational Structure

The national police force of Indonesia comes under

the office of the President. It is headed by the Chief
of Indonesian National Police with the rank of General,
who is assisted by subordinate commanders deployed in
formations and units throughout the country and
answerable to the Police General. The police had a
centralized command and divided into territorial forces
 144

i.e., provincial police—Kepolisian Daerah or Polda,

regional police—Kepolisian Wilayah or Polwil, city or
regency police—Kepolisian Resort or Polres, and sub-
district police—Kepolisian Sektor or Polsek.

Recruitment and Selection

Police personnel Kepolisian Negara Republik

Indonesia (KNPI), are recruited on a voluntary basis
from applicants between 18 and 25 years of age, with at
least sixth-grade education. Applicants were required
to pass a competitive examination. Other qualifications
included physical fitness and good moral character.

Education and Training

Among police training institutions, the most
important is the National Police Command and General
Staff School, established in Jakarta in 1964.
Attendance at this school usually is a step toward
assignment as a police inspector or commissioner. The
Mobile Brigade maintains a specialized academy at
Porong in East Java.

Police Personnel Strength

With 150,000 personnel, the police form a much
smaller portion of the population than in most nations.
The total number of national and local police in 2006
was approximately 470,000. The strength of the
Indonesian National Police stood at approximately
285,000 in 2004. The national police force was formally
separated as a branch of the armed forces and placed
under the Office of the President in 1999. It also
includes 12,000 marine police and an estimated 40,000
People’s Security—Kamra, trainees who serve as a police
auxiliary and report for three weeks of basic training
each year.

Rank Classifications
 145

In the early years, the Polri used European police

style ranks like inspector and commissioner. The rank
classifications are as follows: high ranking officers,
i.e. Police General - Jenderal Polisi, Police
Commissioner General - Komisaris Jenderal Polisi,
Police Inspector General - Inspektur Jenderal Polisi,
Police Brigadier General - Brigadir Jenderal Polisi;
mid rank officers, i.e., Police Grand Commissioner
-Komisaris Besar Polisi, Police Grand Commissioner
Adjutant - Lieutenant Colonel, Police Commissioner -
Komisaris Polisi; and low rank officers, i.e., Police
Commissioner Adjutant - Ajun Komisaris Polisi, First
Police Inspector - Inspektur Polisi Satu, Second Police
Inspector - Inspektur Polisi Dua.

The warrant officers, i.e., First Police Inspector

Adjutant - Ajun Inspektur Polisi Satu, Second Police
Inspector Adjutant - Ajun Inspektur Polisi Dua; and nn-
commissioned officers, i.e., Chief Police Brigadier -
Brigadir Polisi Kepala, Police Brigadier - Brigadir
Polisi, First Police Brigadier - Brigadir Polisi Satu,
Second Police Brigadier - Brigadir Polisi Dua; and
Enlisted Personnel, i.e., Police Brigadier Adjutant -
Ajun Brigadir Polisi, First Police Brigadier Adjutant -
Ajun Brigadir Polisi Satu, Second Police Brigadier
Adjutant - Ajun Brigadir Polisi Dua, Chief Bhayangkara
- Bhayangkara Kepala, First Bhayangkara - Bhayangkara
Satu, and Second Bhayangkara - Bhayangkara Dua.

PART

SINGAPORE’S POLICE SYSTEM

===============================================
Generally, law enforcement in Singapore comes
under the direct purview of the Singapore Police Force,
the main government agency entrusted with the
maintenance of law and order in Singapore. Assisting
the police force, are a range of governmental as well
 146

as private sector organizations engage in specialized

roles and allow the main force to concentrate on their
main public policing roles. The strong emphasis
on community policing  has attempted to promote a
culture in law enforcement efforts.

Historical Background
The Singapore Police Force (SFP) has a heritage
almost as old as that of modern Singapore, having been
formed in 1819 with a skeleton force of 11 men under
the command of Francis James Bernard, son-in-law
of William Farquhar, and kept in operation with a
monthly budget of $300. Manpower constraints meant that
the men had to perform a wide range of roles and
functions, and required the help of headmen amongst the
various ethnic communities to maintain orderliness on
the streets, and in segregated areas around the city.

Powers and Functions

The SFP is the main agency tasked with maintaining
law and order in the city-state. Formerly known as
the Republic of Singapore Police, it has grown from an
11-man organization to a 38,587 strong force. It enjoys
a relatively positive public image, and is credited for
helping to arrest Singapore's civic unrests and
lawlessness in its early years, and maintaining the low
crime rate today despite having a smaller police-
citizen ratio compared to other cities.

Organizational Structure
The organizational structure of the Singapore
Police Force (SFP) is split between the staff and line
functions, roughly modeled after the military. There
are currently 15 staff departments and 13 line units.
The general headquarters is located in a block at New
Phoenix Park in Novena, adjacent to a twin block
occupied by the Ministry of Home Affairs (MHA). The
SFP is headed by the commissioner of police, and
 147

assisted by four deputy commissioners, each in charge

of a command.

Recruitment and Selection

The professional force was augmented, as

necessary, with national service conscripts and
volunteers. In 1989 women comprised 15 percent of the
force and were employed in all occupational fields. The
high number of students interested in belonging to the
National Police Cadet Corps provided the police with a
large pool of potential recruits. Police recruits were
required to be high school graduates without a criminal
record and to be in excellent physical condition.
Officers selected for promotion to senior grades had to
be approved by the Public Service Commission. There
were ten senior-grade levels: inspector, four grades of
superintendents, and five grades of commissioners.

Education and Training

Basic and advanced training for recruits and
national service conscripts was provided at the Police
Academy. Selected officers were awarded scholarships to
attend local universities and to take courses in other
countries. The six-month basic course for recruits
emphasized legal procedures, police station and field
operations, used of weapons, dealing with the public
and physical fitness. National service conscripts were
given a three-month basic course, but with less
emphasis on legal procedures.

Police Personnel Strength

Regulars, or uniformed, full-time officers,
constitute about 20% of the police's total workforce
and number approximately 8,000 in strength. Basic entry
requirements for police officers include normal fitness
levels, good eyesight, and at least must passed in the
GCE Ordinary level or a NITEC from the Institute of
Technical Education, although those with lower
 148

qualifications may still be considered. As at 31 March

2006, the total strength of the force stands at 34,397,
of which 12,496 are full-time staff. Those joining the
senior police officers require a basic degree from a
recognized university.

Rank Classifications
A standard rank structure is used throughout the
police force, although some ranks may be unique to
specific organizations. Hereunder are the rank
structure of the Singapore Police Force, i.e.,
Senior Police Officers - Commissioner of Police,
Deputy Commissioner of Police, Senior Assistant
Commissioner, Assistant Commissioner, Deputy
Assistant Commissioner, Superintendent of Police,
Deputy Superintendent of Police, Assistant
Superintendent of Police, and Inspector of Police.
While the ranks of non-commissioned officers, are as
follows: Senior Station Inspector II of Police,
Senior Station Inspector I of Police, Station
Inspector of Police, Senior Staff Sergeant, Staff
Sergeant, Sergeant, Corporal, Lance Corporal, Special
constable; and non regulars - Police Constable -
obsolete regular rank.

PART

HONG KONG’S POLICE SYSTEM

===============================================
The Hong Kong Police Force (HKPF) is the
largest disciplined service under the Security
Bureau (SB) of Hong Kong, headed by Secretary for
Security. It is the world's second and Asia's first
police agency to operate with a modern policing system.
It was formed on 1 May 1844, with strength of 32
officers. Queen Elizabeth II granted the Royal
 149

Charter to the Hong Kong Police Force in 1969 for their

handling of the Hong Kong 1967 riots, renaming the Hong
Kong Police Force as the Royal Hong Kong Police Force
(RHKPF).

Historical Background
The history of the Royal Hong Kong Police Force
dates back to the colony’s beginnings when, in April
1841, a former Army officer was appointed magistrate
with powers to recruit men for police duties. The
majority of these early policemen were either ex-
soldiers or ex-sailors and, in 1844, the first Indians
were recruited. The following year s superintendent of
the London Metropolitan Police arrived with two
inspectors to organize a police force capable of
establishing and maintaining law and order.

Powers and Functions

Regions are largely autonomous in their day-to-day
operation and management matters, and each has its own
headquarters, which comprises administration and
operation wings, Emergency Units, as well as traffic
and criminal investigation units. Each region is
divided into districts and divisions and in a few cases
sub-divisions. Currently there are 23 districts. The
policing of Hong Kong Island, Kowloon and the main
towns of the New Territories follow a similar pattern.
Responsibility for law and order on the Mass Transit
Railway is vested in the Railway District.

Organizational Structure
The force is commanded by the Commissioner of
Police who is assisted by two deputy commissioners - a
"Deputy Commissioner - Operations" supervises all
operational matters including crime - and a "Deputy
Commissioner - Management" is responsible for the
direction and coordination of the force management
including personnel, training and management services.
 150

For day-to-day policing operations, the force is

organized into six regions, i.e., Hong Kong Island,
Kowloon East, Kowloon West, New Territories North, New
Territories South, and Marine Region.

Recruitment and Selection

The minimum educational qualifications for

recruits joining the force as police constables was
raised from Primary 6 to Form 5—Grade 11.
Consideration, however, still given to applicants with
a minimum of Form 3 education if they have relevant
working experience or other attributes worthy of
acceptance. The decision to raise the entry point
caused a drop in application, but the number of
candidates found acceptable increases.

Education and Training

The course for constables, at the Police Training

School lass twenty weeks, and like that for inspectors,
covers law, police and court procedures, self-defense,
first aid, life saving, weapons training, and drill. In
addition to academic and practical subjects, the
revised syllabus seeks to develop management and
leadership skills. During the first decade of
operation, the Police Cadet School has provided an
increasingly important reservoir of recruits for the
force. In addition it projects a good image by its
continuous involvement in community affairs and
service.

Police Personnel Strength

While 99% of the 35,000 police force is Hong Kong
Chinese, the overall establishment reflects the
cosmopolitan nature of Hong Kong. The recruitment of
Europeans ceased in 1994, as of September 2009, there
are 185 Europeans in the force from inspector to
assistant commissioner, and a handful of officers with
Indian, Pakistani, Thai, Singaporean and Malaysian
 151

heritage. Many Chinese officers have resided in

countries such as Canada, USA, Australia and UK. New
recruits have to satisfy basic academic and language
requirements, i.e., read and write Chinese and speak
fluent Cantonese, as well as be a permanent resident of
the Hong Kong SAR.

Rank Classifications
The RHKPF continues to use similar ranks and
insignia to those used in British Police Forces (BPF).
Until 1997, the St Edward's Crown was used in the
insignia, when it was replaced with
the Bauhinia flower crest of the Hong Kong government.
The crest of the police force was modified in 1997. The
police ranks of RHKPF are as follows: Commissioner of
Police (CP), Deputy Commissioner of Police (DCP),
Senior Assistant Commissioner of Police (SACP),
Assistant Commissioner of Police (ACP), Chief
Superintendent of Police (CSP), Senior Superintendent
of Police (SSP), Superintendent of Police (SP), Chief
Inspector of Police (CIP) (insignia of a Captain),
Senior Inspector of Police (SIP), Inspector of
Police (IP), Probationary Inspector of Police (PI),
Station Sergeant (SSGT), Sergeant (SGT), Senior
Constable (SPC), and Police Constable (PC).

PART

10

CONTEMPORARY POLICE SYSTEM

===============================================
There are features common to the work of police in
differing societies that are founded upon similar
technology. Yet within the same society, at times
within the same police force, there are variations in
the policies of police executives in the different
places
 152

Traditional Goals of Policing Activities

Because citizens have such a great influence on
the goals of policing activities within the community,
the goals of different police agencies vary.
Traditionally, there are five basic goals, as follows:

1. Enforcing Laws

The designation of police agency underscores the

central importance of this long-accepted goal.
Historically, enforcing laws has been a prime goal of
policing activities. However, this goal has become
increasingly complex. Police not only must decide what
laws to enforce, but they also must serve as an
integral part of the criminal justice system,
responsible for apprehending offenders and assisting in
their prosecution.

2. Preserving the Peace

Preserving the peace has also long been accepted

by police as an important goal. They have the legal
authority to arrest individuals for disturbing the
peace or for disorderly conduct. Police are often
called to intervene in non-criminal conduct such as
that which occurs at public events, in social
relations, and in traffic control, to maintain law and
order. They often help people solve problems that they
cannot cope alone.

3. Preventing Crimes

Crime prevention is closely related to law

enforcement and peace preservation. If the peace has
been kept, crime has, in effect, been prevented. Crime
prevention differs from peacekeeping and law enforcing
in that it attempts to eliminate potentially dangerous
situation.

4. Protecting Rights and Liberties

The police are not only charged in enforcing laws,

preserving the peace, and preventing crimes, they are
also expected to do so as specified by the Bill of
 153

Rights. They are independent decision makers and have

both personal and positional power. The goals and
methods of the police must promote individual liberty,
public safety, and social justice. Protecting rights
and liberties is perceived by some as the single most
important goals of the policing activities.

5. Providing Other Services

In addition to enforcing laws, preserving the

peace, preventing crime and protecting rights and
liberties, the police are often called on to provided
additional services to their community. As society has
become more complex, so have the types of service
requested. Many new demands are made including giving
information, intervening in domestic disputes;
rendering emergency or rescue services; controlling
traffic and crowds, etc. In addition, many police
agencies provide community education programs regarding
crimes, drugs, safety, and the like.

Styles in Policing Activities

Few police officers fall completely intro single
typology, as follows:
1. Law Enforcers

The enforcers focus on social order and keeping

society safe. Enforcers are less concerned with
individual rights and due process. Such police officers
are often critical. Enforcers have little time for
minor violations of the law or for the social services
aspect, seeing the, as a waste of time and resources.
Police officers of this typology are most likely to use
excessive force.

2. Crime Fighters

The crime fighters are like enforcers in that a

primary goal is to keep society safe. These police
officers tend to deal with all the laws and all
offenders equally. The crime fighters are often
relatively new, inexperienced or unable to see the gray
 154

areas associated with policing activities. Zealots are

less critical of the social service aspects of policing
activities than enforcers.

3. Social Service Agents

The social service agents are most accepting of

the social service roles and more attuned to due
process. Such police officers are often young, well
educated and idealistic. Like the enforcers, and the
crime fighters, social service agents are also
interested in protecting society, but are more flexible
in how this is approached. They are more on providing
miscellaneous policing activities.

4. Neighborhood Watchdogs

The neighborhood watchdogs in on the opposite end

of the spectrum from the enforcers. The neighborhood
watchdogs may ignore common violations, such as traffic
offenses, and tolerance to certain amount of vice and
gambling. There use the law more to maintain order than
regulate conduct. They also tend to judge the
requirement of order differently depending on the group
in the infraction occurs.

INDUSTRIAL SECURITY
MANAGEMENT
155
 156

PART

INTRODUCTION TO PRIVATE SECURITY

===============================================
Private security from a layman’s point of view
refers to the security guards whose main function is to
protect an office, building, installation or equipment
against trespass, theft, arson, and other inimical
acts. Security is the state of quality of being secure;
freedom from fear or danger; assurance of certainty. To
secure is to make safe or be protected.

Definition of Private Security

Security has been defined as the use of measures
designed to safeguard personnel, to prevent
unauthorized access to equipment, facilities,
materials, and documents, and to safeguard them against
espionage, sabotage, theft, and fraud.

Definition of Comprehensive Security

Comprehensive security, briefly, is an approach
that brings to bear—in an organized manner—all of the
security components and resources concerned with loss
prevention, protection of employees, physical assets,
business personal integrity, reputations, proprietary
information, and other intangible assets.

Types of Private Security Services

Although the duties assumed by private security

personnel may vary greatly, most private security
officers spend the majority of their time in non-police
functions, as follows:
1. Physical Security
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It is the broadest branch of security which is

concerned principally with the physical measures
adopted to prevent unauthorized access to equipment,
facilities, materials, and documents, and to safeguard
then against theft, damage, sabotage, or espionage. It
also encompasses protection of personnel from any
criminal act.

2. Industrial Security

Industrial security is physical security as

applied to business groups engaged in industries, like
manufacturing, assembling, research and development,
processing, warehousing, and even agriculture. Usually,
industrial enterprises are located in a complex, with
separate buildings for work, storage, administration,
and other activities.

3. Operational Security

Operational security is part of physical security

that deals primarily with the protection of processes,
formulas, patents, and other industrial and
manufacturing activities from espionage, infiltration,
loss, compromise, or photocopying.

4. Document Security

“Document security” is physical security involving

the protection of documents and classified information
from loss, access by unauthorized persons, damage,
theft, and compromise through disclosure. Safeguarding
vital records is one of the most difficult tasks that
can be assigned to security personnel.

5. Communications Security

It is the protection resulting from the

application of various measures which prevent or delay
the enemy or unauthorized person in gaining information
through the communication system. This includes
transmission, and cryptographic security.
6. Hotel Security
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This is another specialized physical security.

Hotel detectives, uniformed guards, and security
supervisors see to it that the guests and their
personal effects are safeguarded, hotel properties are
protected from pilferage, loss, damage, and the
functions in the hotel restaurants, bars and clubs are
not disturbed and troubled by rowdy outsiders, or by
the guests themselves.

7. Bank Security

It is another specialized line in physical

security. Due to the peculiar nature of bank
operations, the main objective of the bank security
force is the protection of the life of employees and
assets of the bank. The physical size, location, volume
of cash, number of personnel employed and its clientele
are the main considerations in determining the strength
and type of the security unit.

8. Personal and VIP Security

The protection of top ranking officials of the

government, visiting persons of illustrious standing,
and foreign dignitaries is no easy job. This calls for
a real “pro” in security field. VIP security is part of
personal security.

9. Crises Security

Another new specialized field is “crises security”

which is allied if not a part of VIP security. Crises
security is now involved in kidnapping of VIPs like
dignitaries, rich scions, industrial magnates,
political leaders.

10. Other Special Types of Security

Due to peculiarities of different business

activities, specialized types of security appeared.
These types are adaptations, variations, innovations,
and/or modifications of physical security, i.e., air
cargo security, school security, supermarket security,
and personnel security.
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Types of Security Officers

The primary types of private security personnel

are as follows:

1. Security Guards

A common a lightly visible type of security

officer is the private security guards, who is usually
in uniform and is sometimes armed. Premises may be
guarded twenty-four hours a day, seven days a week;
only during the day; only during the night; or only
during peak periods, such as when sporting events are
being conducted.

2. Private Detectives

Popular television series have glamorized the

vocation of private detectives, but in reality, today
criminal investigation is only a small part of private
detective’s work. Most investigation conducted by
security personnel concentrate on such matters as
background checks for employment, insurance, and credit
applications.

3. Armored Vehicle Escorts

Most private security courier services are armored

cars, vans, or trucks, but they may use airlines and
trains as well. The security officers are uniformed and
armed to assure the protection of money, goods,
documents, or people as they are transported from one
location to another.

4. Security Supervisors

As security supervisors, the job includes the

implementation of a viable security education program
which will sell security measures to the customer-
clientele of the private security. It is also a must
to improve the knowledge, and adopt an open mind
regarding the many faceted problems involved in
industrial security management.
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5. Security Consultants

As private security expands and becomes

professionalized, the need for expertise on security
problems also expands. This expansion has given rise to
variety of specialists, who provide consultation in
areas such as electronic surveillance, protective
lighting, fencing, and barricading; alarm systems;
access control; key control; and security training.

Company Guards vs. Contract Guards

There are two different ways in which security
guards are hired or employed. Those who are hired
directly under the payroll of an employer to protect
the employer’s property are called company guard, or
“in-house” guards, and they are considered employees of
that company. Government security guards are also
included in this category.

Many companies prefer to have their own security

personnel because they are likely to be more loyal,
more motivated due to promotion possibilities, more
knowledgeable of the specific operation and personnel
of the organization, more courteous and better to
recognize VIPs, and more amenable to training and
supervision. In addition, having a company guards is
seen as a status symbol among many employers, and there
is usually less turn-over.

In the local setting, there are more contract

agency guards than company or government guards. Their
jobs are all basically the same, the only difference
are their employers. There are more contract guards
from private security agencies hired by government
entities and privately owned companies or corporations
for the reasons that it is more practical, less
expensive, and with better trained personnel.
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PART

PHYSICAL SECURITY & CONTROLS

===============================================
Throughout the centuries, people have sought to
protect themselves and their property by physical
control. Although modern physical security controls are
usually much sophisticated, the intent is the same: to
prevent any intruder from harming the owner or the
owner’s property.

Definition of Perimeter Barriers

It is a medium or structure which defines the
physical limits of an installations or area to restrict
or impede access thereto. It is any physical barrier
used to supplement the protection of an inside or
outside perimeter.

Perimeter barriers are designed to accomplish the

following, i.e., outline the perimeter of the area;
create a physical and psychological impact; delay
intrusion, thus facilitating apprehension of intruders;
assist in a more efficient, economical employment of
guards; and facilitate and impose the control of
ingress and egress.

General Types of Perimeter Barriers

There are two types of perimeter barriers, i.e.,
natural and man-made barriers.

1. Natural Barriers

It includes mountains, cliffs, canyons, rivers,

seas, marshes, deserts or terrain difficult to
traverse.
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2. Man-Made Barriers

Are structural constructions of man, such as

fences, walls, floors, roofs, grills, bars, road
blocks, or other physical means to deter or impede
penetration.

Specific Types of Perimeter Barriers

Hereunder are the specific types of perimeter
barriers as the basic lines of physical security:

1. Wire Fences

Is a type of perimeter barrier made of chain link

design with mesh openings design not larger than two
inches square, and made of #9 gauge wire or heavier,
twisted and barbed selvage at top and bottom and the
minimum height of chain link portion of the fence
should be eight (8) feet. Fences should reach within
two (2) inches of firm ground or paving.

2. Building Walls

Walls, floors, roofs or their combination serve

also as barriers and they should be of such
construction to provide uniform protection just like
the wire fencing. Masonry walls as perimeter barrier
should have the same height as the chain-link and
surmounted by the barbed wire top guard. If the height
of masonry is less than the prescribed, additional
chain-link as “topping” is placed to attain the minimum
height requirement.

3. Bodies of Water

A river, lake, marsh, cataract, sea, pond, or any

bodies of water forming a part of the wall, building or
fencing should never be considered adequate natural
perimeter barrier. Additional security measures like
wire-fence, concrete walling, roving guards, and
floodlighting at night may be necessary for the
portions of the perimeter.
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4. Perimeter Barrier Openings

The following are some types of perimeter barrier

openings which needed to be given considerations in
physical security control:

a. Gates and Doors

When not in active use and controlled by

guards, gates and doors in the perimeter should be
locked and frequently inspected by guards.

b. Sidewalk Elevators

These provide access to areas within the

perimeter barrier, and should be locked or guarded.

c. Utilities Openings

Sewers, air intakes, exhaust tunnels and

other utility openings which penetrate the barrier, and
which have cross sectional area of ninety-six (96)
square inches or more should be protected by bars,
grills, water-filled traps or other structural means.

d. Clear Zones

An unobstructed area or a “clear zone” should

be maintained on both sides of the perimeter barrier. A
clear zone of twenty feet or more is desirable between
the barrier and exterior structure and natural covers
which may provide concealment or assistance to a person
seeking unauthorized entry.

Additional Protective Measures

The perimeter barrier may be provided with the
following additional protective measures:

1. Top Guard

A top guard is an additional overhang barbed wire

placed on vertical perimeter fences facing upward and
outward with a forty-five degree angle with three to
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four strands of barbed wire spaced six inches apart.

This will increase the height and prevent easy access.

2. Guard Control Stations

This is normally provided at main perimeter

entrance to secure areas located out of doors and
manned by guards on a full-time basis. Sentry stations
should be near a perimeter for surveillance at the
entrance.

3. Towers

Guard towers are house-like structures abive the

perimeter barriers. As the height of tower increases,
visibility, likewise improves. During inclement
weather, especially at night, even with spotlights, the
visibility will be limited. However, a tower gives a
psychological unnerving effect to the violators.

4. Barrier Maintenance

Fencing barriers and protective walls should

always be regularly inspected by security. Any sign of
attempts to break in should be reported for
investigation. Destruction of fence should be repaired
soon, and guard vigilance increased.

5. Protection in Depth

In large open areas o ground, where fencing or

walling is impracticable and expensive, warning signs
should conspicuously placed. The depth itself is
protection. Reduction of access roads, and sufficient
notices to warn intruders should be done. Use of animal
guards and intrusion devices can also be done.

6. Signs and Notices

Control signs should be erected where necessary in

the management of unauthorized ingress, and preclude
accidental entry. Signs should be plainly visible and
legible from any approach and in understandable
language.
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Security of Building Exterior

The following must be given considerations as a

first line of defense of the industrial facilities:

1. Doors

The vulnerable parts of a door are lock, frame,

hinges, and panels. Not too many newer locks are
picked, but many are pulled or “slipped.” The door
frame should be heavy so it cannot be sprung with a
cow-bar or jack. The hinges should be inside, if
possible, and the pins should not be removable.

2. Windows

If windows can be opened, they should be secured

on the inside by a bolt, slide bar, or crossbar with
padlock. Since window glass can be broken or cut by an
intruder, it is often wise to install bars or steel
grill inside the windows.

3. Other Openings

Any accessible openings larger that ninety-six

square inches should be protected like windows.
Manholes, elevator shafts, ventilation openings,
skylights, and the like should all have protective
screens or metal bars to prevent access to the
building’s interior.

4. Roof, Floors and Walls

The roof is a favorite entry point for many

intruders. A building’s roof is usually not lit, is not
visible to passing patrols, is not strongly
constructed, and often has unsecured openings such as
skylights or ventilation ducts.

Classifications of Business Records

Business records are classified into four classes,
as follows:
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1. Class 1 – Vital Records

Include records that are irreplaceable; records

wherein reproduction of which does not have the same
value as the original; records needed to recover cash
to replace buildings, equipments, and records.

2. Class II – Useful Records

Includes records which loss might cause

inconvenience but could be readily replaced and which
would not in the meantime present an insurmountable
obstacle to the prompt restoration of the business
operations.

3. Class III – Important Records

Include records, the reproduction of which will

involve considerable expense and labor, or considerable
delays. Operating and statistical records belong to
this class as well as those to maintain check on
efficiencies, operating costs, etc.

4. Class IV – Non-Essential Records

Are the daily files, and routine in nature so that

even if lost or destroyed, will not affect operation
and administration of the plants or firms.

Categories of Safe
Enumerated and briefly discussed hereunder are
some of the categories of safes:

1. Class 1-Records Safes

Commercial records safes designed for fire

protection.

2. Class 2-Money Safes

Commercial money safes designed for robbery and

theft protection.
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3. Class 3-Security Cabinets

Security cabinets designed to meet specifications

for safeguarding classified materials.

Other Means to Enhance Physical Security

Numerous other means to enhance physical security
are available to security managers to reduce losses:

1. Signs and Notices

Signs can be used to provide instructions and

warnings; for example, “Restricted Area,” “No
Unauthorized Personnel Beyond This Point,” “No
Admittance,” “One Way,” “This Building Protected By An
Alarm,” “Caution: Attack Dog,” “ No Smoking,” and so on
can effectively improve safety and discourage crime.

2. Other Devices

Other security devices available are paper

shredders, used to make certain no classified
information is improperly discarded; lock-down devices
for office machines and other valuable equipment;
mirrors in hallways to reveal if anyone is lurking
around corners and to detect shoplifting.

3. Dogs

Security dogs may be classified as patrol dog or

guard dog. Sentry of patrol dogs are usually leashed
and make rounds with a security officer, providing
companionship and protection. Due to their sense of
smell and hearing, they can easily detect intruders.
Sentry dogs, frequently German Shepherds or Doberman
Pinschers, are the most expensive security dogs.

4. Security Officers

Many establishments depend on the presence of a

uniformed security officer, perhaps armed, as a
deterrent to most would-be offenders. In addition,
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security officers can perform the numerous functions,

and they can assure the effectiveness of security
equipment.

5. Communication System

Numerous types of communications are available,

including telephones, public address or loudspeaker
system, intercoms, radios or walkie-talkies, pagers,
tape recorders, and teletypes. Although means of
communication are often taken for granted, they are
vital in situations such as emergencies or natural
disasters.

6. Surveillance System

Some companies use surveillance system in place of

or to supplement security officers. These systems may
be used at any of the three lines of defense: the
perimeter, the entrance or exit to a building, or a
specific location within the building.

Definition of Access Control

Access control includes identifying, directing, or
limiting the movement of vehicles, employees,
contractors, vendors, and visitors. Even in retail
establishments where traffic flow is encouraged,
certain areas are usually off-limits to non-employees
and perhaps even to some employees.

Controlling Access to Restricted Areas

Hereunder are some of the procedures in
controlling restricted areas:

1. Vehicle Control

Vehicle traffic can be restricted in several ways.

The simplest is to have only one gate, with a card-key
system or a guard to check identities and allow or
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refuse admittance to drives seeking entrance to the

premises.

2. Check-In and Check-Out Register

A check-in/out register can be used with

employees, as well as with vendors, contractors, and
visitors. This system requires the person seeking
entrance to sign in with a receptionist or security
guard, present identification, state the purpose of the
visit, and sign out before leaving.

3. Badges and Passes

Sometimes supervisory personnel and/or security

guards know all the employees. at least by sight, and
the areas they are authorized to enter. Often, however,
in large establishments, employees object to wearing
badges, feeling they are impersonal, unsightly, and
damaging to clothing.

4. Key Control

Another important in controlling access to

restricted areas is adequate key control. A lock is
only as secure as the key or combination that operates
it. In small businesses, it is common for every
employee’s to have a key, but from a security
standpoint, this is unsound.

Visitors, Property and Vehicle Control

A visitor is any person not regularly employed in
a plant or firm. Strict precautions are taken with
visitor against pilferage, sabotage and other crimes.
Plant visitors can be suppliers, collectors, customers,
government inspectors, contractors, job-seekers, group
visitors, guided tours, and others. Passes or badge may
be issued to visitors indicating area to be visited and
escorts requirements. Likewise, movement of packages
should be controlled, closely inspecting all incoming
and outgoing packages, with inspection to all the
vehicles.
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PART

BARRIERS, LIGHTINGS, ALARMS & LOCKS

===============================================
In addition to security personnel, other security
measures involving physical controls are as follows,
i.e., structural barriers, security lightings,
protective alarms, and locking devices. Each of these
additional physical measures to control access had been
evenly discussed for a clear understanding of the vital
role it is contributing in the arena of security and
safety management.

Structural Barriers

A barrier is a natural or manufactured obstacle to

the movement of persons, animals, vehicles or
materials. It defines physical limits to and delays or
prevents penetration of an area. A basic security
concept is to design a series of layers, or concentric
circles, so that highly protected assets are within a
configuration of multiple barriers.

Types of Structural Barriers

The types of structural barriers, most often used
can be grouped into three general categories, as
follows:

1. Building Surfaces

Although the surfaces of building—walls, ceilings,

floors, and roofs—are not constructed as protective
barriers, they do deter penetration. An exterior
surface is normally at least two layers thick, because
it is designed to protect against rain and wind.
2. Metal or Drawn Wires
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Metal of drawn wires is a mesh of metal strips

whose purpose is to prevent passage by persons,
animals, and vehicles. In high security applications,
drawn wires could be circumvented relatively quickly by
humans without tools.

3. Masonry Walls

Masonry walls are concrete fence structures from

individual buildings or compounds which is laid in and
bound together by mortar. The common materials of
masonry construction are brick, stone such as marble,
granite, travertine, concrete block, and tile.

Security Lightings
In the field of physical security, lightings are
often used as a preventative and corrective measure
against intrusions or other criminal activity on a
physical piece of property. Security lighting may be
provided to aid in the detection of intruders, to deter
intruders, or in some cases simply to increase the
feeling of safety.

Types of Security Lightings

Four common types of security lightings, with sub-
categories, are commonly used in industrial security
management, as follows:

1. Stationary Luminary

Most common type, consisting of series of fixed

luminous to light a given area continuously with
overlap. It may either be:

a. Glare Protection Type

The intensity is focused to the intruder

while the observer or guard remains in the comparative
darkness. The lighting is toward the approach of an
entrance to an installation.
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b. Controlled Lighting

The width of the lighted-atop can be

controlled and adjusted to suit the security needs.
The lighting is focused sag on a pile of items rather
than on the background.

2. Stand-by Lighting

Similar to continuous lighting, in can be turned

on manually or by special devices or other automatic
means, when there is suspicion of entry.

3. Movable Lighting

Consist of stationary or portable, manually

operated search lights which may be lighted
continuously during hours of darkness or only as
needed, and usually supplementary to either of the
first two types.

4. Emergency Lighting

A stand-by lighting which can be utilized in the

event of electrical failure, either due to local
equipment or commercial power failure.

Definition of Protective Alarms

Alarms are found in electronic form today. Sensors
are connected to a control unit via either a low-
voltage hardwire or narrowband signal, which in turn
connects to a means for announcing the alarm, hopefully
to elicit some response.

Basic Parts of Protective Alarms

Protective alarms are consisting of three basic
parts:
1. Sensors
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Sensors in alarm systems range from simple

magnetic switches to sophisticated ultrasonic Doppler
and sound systems. The simplest sensors are electro-
mechanical device in which an electric circuit is
broken or closed, including switches, window foil, and
screens.

2. Circuit

The circuit is the communication channel that

conveys the information from all sensors in the system
to the signal by means of wire, radio waves, existing
electrical circuits, or a combination of these.

3. Signal

The actual alarm may be audible or silent, a bell,

buzzer, phone ringing, or flashing light. Opinions vary
as to which signal is more effective. An audible alarm
system may frighten an intruder away, or it may simply
hasten his activity.

Protective Alarms Response

Depending upon the zone triggered, number and
sequence of zones, time of day, and other factors, the
monitoring center can automatically initiate various
actions. They might be instructed to call the
ambulance, fire department or police department
immediately, or to first call the protected premises or
property manager to try to determine if the alarm is
genuine. Some alarm systems are tied to video
surveillance systems so that current video of the
intrusion area can be instantly displayed on a remote
monitor, not to mention recorded.

Types of Protective Alarms

Protective alarms may be local, proprietary,
central station, or police-connected.
1. Local Alarms
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Sounds on the premises and require that someone

hears the alarm and calls the police. Such alarms are
the least expensive, but are also the least effective
because no one may hear them; they may be heard but
ignored; and that they are easily disconnected by a
knowledgeable intruder.

2. Proprietary Alarms

Use a constantly manned alarm panel which may

receive visible and/or audible signals to indicate
exactly where the security break has occurred. Such
system are owned and operated by the owner of the
property.

3. Central Station Alarm

Are similar to the proprietary system, except that

the observation of the control panel is external to the
alarm’s location and is usually under contract with an
alarm agency. When the central station receives an
alarm it usually will dispatch its guards to the
location of the alarm, notify the owner, and notify the
police.

4. Police-Connected System

Systems direct the alarm via telephone wires to

the nearest police station.

Operations of the Protective Alarms

Operations of intrusion devices emit certain
signals from the sensors and operate on the hereunder
principles:

1. Breaking an Electric Circuit

In a building or compound, all possible points of

entry can be wired by using electrically charged strips
of tinfoil or wire.
2. Interruption of a Light Beam
 175

This system uses a photo-electric cell or the

“electric eye” which operates on the principles of
light rays.

3. Electromagnetic Fence

Is an electronic fence consisting of 3 to 5

strands of wire spaced from 9 to 24 inches above one
another which serves as an antenna, a monitor panel,
and electric circuitry.

4. Detection of Sound and Vibration

This can be utilized effectively to safeguard

enclosed areas vaults, safes, storage bins, file rooms,
warehouses, and similar enclosures.

5. Space, Motion and Vibration

These systems usually derive their operating

principle from a physical phenomenon known as “Doppler
Effect.”

Locking Devices
The most widely used method of controlling
physical access is the lock. Locks are used on doors at
home, on vehicles, for offices, hotels and safes, and
in desks, cabinets, files, briefcases, display cases
and jewelry boxes.

Definition of Locks

Locks are a simple type of detachable lock, with a

hinged or sliding shackle designed to pass through a
ring or staple on a door, chest, etc. Padlocks are used
by consumers, commercial businesses, utilities,
railroads & governments for various applications for
the purpose of impeding theft, vandalism, sabotage
espionage, or to protect people from harm.
Types of Locks
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Available types of locks to physically control

access to an area are the following:

1. Key-Operated Locks

Key-operated locks are most frequently used and

are simple to operate. A key is inserted into a keyway
and turned to insert or4 withdraw a bolt from a strike.
The keyway contains obstacles that must be bypassed to
withdraw or insert the bolt.

2. Combination Locks

Combination locks are often used on padlocks as

well as on safe and vault doors. Turning the dial to
pre-specified numbers align the notches to create a
slot, allowing an arm to drop into it so that the
locking bar can be withdrawn from the strike.

3. Card-Operated Locks

Card operated locks are inserted into a card

reader installed near door or passageway that is
restricted. When an authorized card is inserted into
the slot, a minicomputer activates the locking device,
thereby opening the door, traffic control arm, gate, or
turnstile.

4. Electronic Locks

Electronic locks are frequently used in apartment

buildings and in offices where strict physical security
is required. For example, in an apartment building, the
doorway between the foyer and hallways to the apartment
can be electronically locked.

5. Other Locks

In addition to the preceding types of locks, clam

shell locks, such as those used in windows, bars,
bolts, chains, and time locks can also be used to
provide additional security.
PART
 177

SECURITY & SAFETY HAZARDS

===============================================
Before any security plans can be made, the
existence or possibility of interference with the
operational processes of the installation should be
determined.

Definition of Security Hazard

It is an act or conditions which may results in a
situation conducive to a breach of the protection
system and or disruption of the installations.

General Categories of Security Hazard

The two general categories of security hazard are
human hazard and natural hazard:

1. Human Hazard

These are acts or conditions affecting the safe

operation of the facility caused by human action,
accidental or intentional.

2. Natural Hazard

Are those caused by natural phenomena which cause

damage, disturbance and problems of the normal
functioning of human activities, including security.

Factors to be Consider in Security Hazard

The extent and degree of security hazard will be
dependent on the hereunder factors:
1. Relative Criticality
 178

It is the importance of the firm with reference to

the national economy and security.

2. Relative Probability

It is or a set of conditions that will worsen or

increase assets exposure to hazard of loss.

3. Relative Vulnerability

It is the susceptibility of the plant or

establishment to damage, loss or disruption of
operation due to various hazards.

Handling Security Hazard

1. Hazard Elimination

The best alternative, if realistic, is to

eliminate the hazard entirely. For example, the hazard
of losses from credit card fraud can be avoided if the
business does not accept checks or credit cards.

2. Hazard Reduction

Pure hazard will always exist and cannot be

completely eliminated, and some dynamic hazard cannot
be avoided without incurring some to Type of loss.

3. Hazard Transfer

If hazard elimination and hazard reduction do not

bring the hazard to an acceptable level, the hazard may
be transferred either by taking out insurance or by
raising prices.

4. Hazard Acceptance

It is never cost-effective, practical, or, indeed,

possible to provide 100% security for an establishment.
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PART

SECURITY SURVEYS & INSPECTIONS

===============================================
The security survey includes a complete study and
analysis of the business operations, its properties,
personnel and installations. Security hazards—both
human and natural are noted. Security survey team must
include the security supervisors, and other expert or
“pro” in the security field.

Definition of Security Survey

It is fact-finding probe to determine the plant’s
adequacy and deficiency in all aspects of security,
with the corresponding recommendations, and it is also
coined as the first detailed “look-see.”

Definition of Security Inspection

It is the term used for succeeding surveys after
the conduct of initial security survey; it is also
termed as a “follow-up survey, while a special survey
is one directed by the management if the initial survey
appears to have left certain portions or aspects
involving security due to change in policy or operation
that will greatly affect the total security picture.

Definition of Entrance Conference

An entrance conference is a dialogue by and

between the survey team and the management, and
officials of a plant before the security survey is
being conducted.

Definition of Exit Conference

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The exit conference is similar to entrance

conference, and it is done after the completion of the
security survey.

Pre-Security Survey Preparations

A security survey is made of definite and

important purpose. To do this job means time, effort
and expenditures. For the job to be done thoroughly and
well, adequate pre-survey preparation should be made.
Hurried preparations and inadequate pre-survey briefing
can ruin the total security survey effort. Any previous
security surveys, partly done or done long time ago
should be reviewed by the security survey team for
orientation and information collecting purpose noting
the deficiencies found and corrective measures done.

Installation blueprints, floor plan, photos and

other engineering details should be enclosed as
annexes. Installation regulations, traffic flow, and
operational procedures should also be included if
needed in the plan. Finally, a checklist should be
prepared for members of the security survey team. For
example, there will be different checklist for
classified operations.

Conducting the Security Survey

After the security survey is developed, someone
should physically walk through the establishment,
observing and talking to personnel to obtain the
require information. Usually the security survey is
conducted by the security director, but it may be
conducted by an outside security consulting firm. It is
important to realize that evaluation may be inherently
threatening. No one wants to be found responsible for a
breach of security. But employees must be honest in
their responses in the results of the security survey
are to be valid.
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Therefore, it is important to establish the

correct climate so that employees will cooperate and
answer questions honestly. Of utmost importance is
explaining the purpose of the security survey to those
from whom information is requested. Without such an
explanation, the people interviewed may feel they are
“under suspicion” for their actions. Many of the
interviewing techniques are applicable in conducting
the security survey.

Conducting the Security Inspection

Evaluation of security should be ongoing. The
effects of any changes made as a result of the security
survey should be studied. For example, if a need for
personnel training is identified and a program
instituted, the effectiveness of that training should
be assessed.

Periodic, unannounced audits should be conducted

of security procedures, such as cash handling or check
cashing. Some aspect of the security system such as
closing procedures, are checked daily. Other components
should have regular schedule of inspection. The needs
and objectives of the entire security system should be
re-evaluated annually.

Security needs change as an establishment grows or

as the neighborhood changes. If the locality installs
street lights or provides routine police patrol, the
establishment may need less of its own external
security. However, if the neighborhood deteriorates and
vandalism and crime increase, it may need more
security.

Security managers must read and write, listen and

talk; they must think, discuss, and decide matters
related to personnel, budgets, and facilities. All
these tasks are necessary to plan, direct, and
coordinate a comprehensive security system
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PART

SECURITY EDUCATION PROGRAM

===============================================
Security education program has been observed for
years being fundamental to security practice. In,
reality it is something that it is often done poorly—so
much so with little progress over so many years ago. To
improve this situation requires to at security
education program at a different way.

Definition of Security Education

This is another security measure involved in

personnel security. It is primarily designed to enable
the office or unit to achieve and maintain a sound and
effective security.

Categories of Security Education

Briefly discussed hereunder are some of the
categories of security education. They are as follows:

1. Security Orientation

This consists of initial briefings made upon the

new personnel and employees on security and its various
aspects, and its importance. They are familiarized and
made to acquaint themselves with the security rules and
regulations of the office or unit and the importance of
observing them.

2. Security Indoctrination

This is a continuous and systematic program

designed to meet the security needs of the officer or
unit. It aims to train all personnel so that each shall
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possess the skill and vigilance in the performance of

their security responsibilities.

3. Security Reminders

This is a phase of security education program which

makes use of security poster, slogans, signs and
stickers. This is an indirect approach to inculcating
security on the personnel and employees, but it does
serve it purpose.

4. Security Promotion

This is another phase of security education program

which is a positive effort to sell security. This may
take various forms such as a personal recognition on a
personnel who has done an effective security job. This
personal recognition will go far in selling security to
others.

5. Security Seminars

Attending lectures on instructions and discussions

on security will widen the personnel’s horizon, security
wise, and probably make him more security conscious and
disciplined.

Phases of Security Education

The following are the phases of security education
which need to be observed in the conduct of the
education program, purposely to enhance security
consciousness in an installation:

1. Initial Interview

The initial interview will be the individual’s

first contact with the concerned security authorities
of the installation. It should be formal and
professional in nature. The interview should be made by
the installations security officer or his
representative.
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2. Training Conference

Training conference should be held during the

initial processing or training period of the
individual. If there are a number of new arrivals to
the installation, they cannot be gathered together at
one time to make the session economical.

3. Refresher Conference

Refresher conference should be conducted semi-

annually, and at least annually. It is design to serve
three purposes, i.e., it reminds individuals of their
responsibilities; it can be used as a forum to resolve
problems that have arisen in the installation since the
last conference.

4. Security Reminders

Another phase in security education program is

concerned with security reminders. This is an indirect
or passable approach. The most common and obvious
approach is through the use of poster.

5. Security Promotion

The fifth phase of security education is security

promotion. If the security reminder phase is considered
to be a passive phase, then security promotion must be
considered active.

6. Special Interviews

The sixth phase is the special interview. One good

elements of any approach is an appeal for help in
overcoming a problem that is common to both security
officers and management, is that of safeguarding of
classified information.

7. Debriefing

The rank and file will be asked concerning their

personal observations and experiences about security
rules and regulations of the installations while
performing their individual tasks.
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Goals of Security Education

The basic goal of security education is to
acquaint all the employees the rationale behind the
security measures and to insure their cooperation at
all times. The common notion that employees not with
the security force or not handling classified documents
or not working in restricted areas are not concerned
with security must be removed. It must be ingrained
that protective lighting, padlocks, electronic hardware
are not the ultimate security but only elements in the
overall plan.

Effectiveness of Security Education

Follow-through security education is more
effective in done more frequently in short sessions
than less frequently on long periods. The idea
contained in weekly thirty-minute classes are more
readily absorbed than those contained in one-hour
lecture once a month regardless of how well the lecture
is planned and delivered.

Instructions given during the free time of the

audience are seldom well received. Short periods of
instruction to selected groups are easier to arrange
without disrupting the schedule of work. Testing the
audience serves two-fold purpose, namely: keeping the
audience alert, and indicating the efficiency of the
presentation.

Goals of Security Officers

Security is an all-of-the-time job both for the
individual and the security officer. The security
officer must keep every member of his unit alerted to
possible dangers to security. He must stimulate
interest in a security program and generate the
willingness on the part of every man and woman to be
more careful in talking about his or her job, handling
classified information, or guarding restricted areas.